https://www.transitwiki.org/TransitWiki/api.php?action=feedcontributions&user=Dzhao&feedformat=atomTransitWiki - User contributions [en]2024-03-29T11:23:29ZUser contributionsMediaWiki 1.35.1https://www.transitwiki.org/TransitWiki/index.php?title=Lane_assist_technology&diff=1428Lane assist technology2013-07-27T22:30:03Z<p>Dzhao: </p>
<hr />
<div>[[Category:Technology]]<br />
[[Category:Bus rapid transit]]<br />
<br />
==Introduction==<br />
Lane assist technology helps prevent car accidents caused when the driver unintentionally drifts out of the lane. The system can alert the driver and even provide countersteering force to the wheel to keep the vehicle from deviating. <br />
<ref> [http://www.toyota-global.com/innovation/safety_technology/safety_technology/technology_file/active/lka.html Toyota. "Lane Keeping Assist"] </ref> This technology has been deployed in private vehicles, but is still an emerging technology for transit vehicles.<br />
<br />
==Benefits to Transit==<br />
Lane assist technology has the potential to deploy more [[bus rapid transit]] (BRT) systems. Because of the limited right-of-way available to build new lanes for BRT operations, lane assist technology can allow the vehicles to be operated in lanes barely wider than the vehicles themselves, such as in freeway shoulders. In addition to allowing for narrower lane construction, the technology can help buses pull up to stops with an accuracy within centimeters, allowing for faster loading and unloading of passengers, especially those with special needs.<br />
<br />
==Lane Assist Technologies==<br />
The technology can take many forms, each with different advantages and disadvantages in cost, ease of implementation, and reliability.<br />
<br />
===Optical Guidance===<br />
[[Image:Opticalguidance.JPG|right|thumb|250px|Optical guidance device]] Vision-based systems use machine vision equipment (cameras, image processing equipment, pattern recognition algorithms, etc.) to track a painted line in the road, which allows the on-board system to determine the vehicle's position. The system then steers the vehicle, following the trajectory of the painted line. Optically guided bus systems do not require significant infrastructure outlays, but maintenance costs can be high and it is very sensitive to weather conditions that might affect visibility.<ref> [http://www.path.berkeley.edu/PATH/Publications/PDF/PRR/2007/PRR-2007-21.pdf Shladover. "Lane Assist Systems for Bus Rapid Transit, Volume I: Technology Assessment"] </ref><br />
The TEOR bus system in Rouen, France is the most well-known example of an optically guided BRT system, even though they use it primarily for precision docking. Cameras track a dashed line on the road, while drivers only control the vehicle's speed. Rouen has not applied the technology to automatic steering between stations, instead using it for only short stretches. Drivers have reported satisfaction with the technology, since it reduces stress and allows them to interact with passengers more. <br />
<br />
===Mechanical Guidance===<br />
[[Image:Curbguidedbus.jpeg|right|thumb|250px|Curb guided bus]]<br />
Curb guided buses, also referred to as kerb guided buses, have small guide-wheels attached to the front steering mechanism of the bus. The wheels engage with the vertical side of a guideway curb, which is specifically constructed to guide the vehicle along its route. Away from the curb, the operator controls the vehicle as normal. Curb guidance has been successfully used in many cities and has many advantages. It is extremely reliable to operate, and the mechanical components are easy and straightforward to maintain. However, the infrastructure costs are high, and in many cities there is not enough right-of-way to create a dedicated lane. <br />
<br />
Rail guided buses have a large rubber wheel that is guided by a rail embedded within the pavement. It provides an experience closer to that of a light rail or trolley, and has high infrastructure costs.<br />
<br />
===GPS Guidance===<br />
Minnesota's MetroTransit uses a combination of GPS and other technologies to operate express buses in freeway shoulders. There are many advantages to operating buses on shoulders, such as low infrastructure costs, increased reliability, and faster operations. However, shoulder use is at the driver's discretion and depends on traffic speeds and weather conditions.<ref name=MetroTransit>[http://www.metrotransit.org/transit-advantages.aspx MetroTransit. "Bus-only shoulders move you past congestion"] </ref> Lane assist technology has greatly helped drivers safely operate 9.5 ft. wide buses on 10 ft. wide lanes. <ref>[http://www.its.umn.edu/Research/FeaturedStudies/brt/index.html University of Minnesota ITS Institute. "Bus Rapid Transit-Driver Assist Technology"] </ref><br />
<br />
The system uses GPS satellite positioning technology and an on-board map database of the bus route to continuously identify the location of the bus on the roadway with centimeter-level accuracy <ref name=MetroTransit> </ref>. A head-up display (HUD) mounted between the driver’s face and the windshield shows the location of lane boundaries, helping drivers remain safely on the shoulder even when roads are snow-covered or visibility is low. Information about other vehicles or objects on the roadway, detected by laser sensors mounted on the front and sides of the bus, is also displayed on the HUD to help drivers avoid potential collisions. The HUD displays warnings if the bus starts to drift, and provides countersteering force to keep the vehicle within the lane.<br />
<br />
===Magnetic Guidance===<br />
Magnetic material, such as tape or plugs, are placed in the center of the bus lane, and magnetometers in the vehicle sense the strength of the magnetic field. <ref> [http://www.its.umn.edu/Research/FeaturedStudies/brt/laneassist/LAfinal1.pdf FTA. "Bus Rapid Transit Lane Assist Technology Systems. Volume 1: Technology Assessment"] </ref> Onboard software calculates the location of the vehicle, and then steers it according to the magnetic field. The technology operates well under different weather conditions and can correctly calculate the vehicle's position within centimeters. However, all experiments with magnetically guided buses have been very costly. Additionally, installation of magnetic plugs requires the pavement to be broken, which can cause future pavement problems in cold climates. <br />
<br />
For many years, California PATH has been testing magnetic guidance systems, and they recently have improved the technology's potential for bus steering and precision docking <ref> [http://www.path.berkeley.edu/PATH/Publications/PDF/PRR/2009/PRR-2009-12.pdf California PATH Program. "Field Demonstration and Tests of Lane Assist/Guidance and Precision Docking Technology"] </ref> In test tracks, PATH has shown the technology's ability to not only steer but also control the speed of the vehicle, creating a true "auto-pilot" system for the bus. Researchers suggest magnetic guidance is a relatively inexpensive addition to a BRT project which would create a light rail-like system at a fraction of the cost of true light rail <ref>[http://berkeley.edu/news/media/releases/2008/09/05_autobus.shtml UC Berkeley News. "Researchers showcase automated bus that uses magnets to steer through city streets"] </ref>.<br />
<br />
==References==<br />
<references /><br />
<br />
==Additional Reading==<br />
California PATH Program at University of California, Berkeley. [http://www.path.berkeley.edu/PATH/Publications/PDF/PRR/2009/PRR-2009-12.pdf "Field Demonstration and Tests of Lane Assist/Guidance and Precision Docking Technology."] 2009.<br />
: This California PATH document reports the improvement and implementation of the magnetic lane guidance and precision docking system on a 60ft articulated bus and the extensive testing in a real-world operation setting. The field studies provided valuable lessons that for the future deployment of the technology on a large, public scale.<br />
<br />
FTA. [http://www.its.umn.edu/Research/FeaturedStudies/brt/laneassist/LAfinal1.pdf. "Bus Rapid Transit Lane Assist Technology Systems. Volume 1: Technology Assessment."] 2003.<br />
: This report asses various lane assist technologies available for BRT.<br />
<br />
University of Minnesota ITS Institute. [http://ntl.bts.gov/lib/24000/24900/24937/CTS-04-12Vol1.pdf. "Bus Rapid Transit Technologies: Assisting Drivers Operating Buses on Road Shoulders Volume 1."] 2005.<br />
: This technical report looks at existing lane assist technologies for buses, and suggests improvements to GPS driver assist systems.</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=Lane_assist_technology&diff=1427Lane assist technology2013-07-27T22:29:23Z<p>Dzhao: Created page with "Category:Technology Category:Bus rapid transit ==Introduction== Lane assist technology helps prevent car accidents caused when the driver unintentionally drifts out o..."</p>
<hr />
<div>[[Category:Technology]]<br />
[[Category:Bus rapid transit]]<br />
<br />
==Introduction==<br />
Lane assist technology helps prevent car accidents caused when the driver unintentionally drifts out of the lane. The system can alert the driver and even provide countersteering force to the wheel to keep the vehicle from deviating. <br />
<ref> [http://www.toyota-global.com/innovation/safety_technology/safety_technology/technology_file/active/lka.html Toyota. "Lane Keeping Assist"] </ref> This technology has been deployed in private vehicles, but is still an emerging technology for transit vehicles.<br />
<br />
==Benefits to Transit==<br />
Lane assist technology has the potential to deploy more [[bus rapid transit]] (BRT) systems. Because of the limited right-of-way available to build new lanes for BRT operations, lane assist technology can allow the vehicles to be operated in lanes barely wider than the vehicles themselves, such as in freeway shoulders. In addition to allowing for narrower lane construction, the technology can help buses pull up to stops with an accuracy within centimeters, allowing for faster loading and unloading of passengers, especially those with special needs.<br />
<br />
==Lane Assist Technologies==<br />
The technology can take many forms, each with different advantages and disadvantages in cost, ease of implementation, and reliability.<br />
<br />
===Optical Guidance===<br />
[[Image:Opticalguidance.JPG|right|thumb|250px|Optical guidance device]] Vision-based systems use machine vision equipment (cameras, image processing equipment, pattern recognition algorithms, etc.) to track a painted line in the road, which allows the on-board system to determine the vehicle's position. The system then steers the vehicle, following the trajectory of the painted line. Optically guided bus systems do not require significant infrastructure outlays, but maintenance costs can be high and it is very sensitive to weather conditions that might affect visibility.<ref> [http://www.path.berkeley.edu/PATH/Publications/PDF/PRR/2007/PRR-2007-21.pdf Shladover. "Lane Assist Systems for Bus Rapid Transit, Volume I: Technology Assessment"] </ref><br />
The TEOR bus system in Rouen, France is the most well-known example of an optically guided BRT system, even though they use it primarily for precision docking. Cameras track a dashed line on the road, while drivers only control the vehicle's speed. Rouen has not applied the technology to automatic steering between stations, instead using it for only short stretches. Drivers have reported satisfaction with the technology, since it reduces stress and allows them to interact with passengers more. <br />
<br />
===Mechanical Guidance===<br />
[[Image:Curbguidedbus.jpeg|right|thumb|250px|Curb guided bus]]<br />
Curb guided buses, also referred to as kerb guided buses, have small guide-wheels attached to the front steering mechanism of the bus. The wheels engage with the vertical side of a guideway curb, which is specifically constructed to guide the vehicle along its route. Away from the curb, the operator controls the vehicle as normal. Curb guidance has been successfully used in many cities and has many advantages. It is extremely reliable to operate, and the mechanical components are easy and straightforward to maintain. However, the infrastructure costs are high, and in many cities there is not enough right-of-way to create a dedicated lane. <br />
<br />
Rail guided buses have a large rubber wheel that is guided by a rail embedded within the pavement. It provides an experience closer to that of a light rail or trolley, and has high infrastructure costs.<br />
<br />
===GPS Guidance===<br />
Minnesota's MetroTransit uses a combination of GPS and other technologies to operate express buses in freeway shoulders. There are many advantages to operating buses on shoulders, such as low infrastructure costs, increased reliability, and faster operations. However, shoulder use is at the driver's discretion and depends on traffic speeds and weather conditions.<ref name=MetroTransit>[http://www.metrotransit.org/transit-advantages.aspx MetroTransit. "Bus-only shoulders move you past congestion"] </ref> Lane assist technology has greatly helped drivers safely operate 9.5 ft. wide buses on 10 ft. wide lanes. <ref>[http://www.its.umn.edu/Research/FeaturedStudies/brt/index.html University of Minnesota ITS Institute. "Bus Rapid Transit-Driver Assist Technology"] </ref><br />
<br />
The system uses GPS satellite positioning technology and an on-board map database of the bus route to continuously identify the location of the bus on the roadway with centimeter-level accuracy <ref name=MetroTransit> </ref>. A head-up display (HUD) mounted between the driver’s face and the windshield shows the location of lane boundaries, helping drivers remain safely on the shoulder even when roads are snow-covered or visibility is low. Information about other vehicles or objects on the roadway, detected by laser sensors mounted on the front and sides of the bus, is also displayed on the HUD to help drivers avoid potential collisions. The HUD displays warnings if the bus starts to drift, and provides countersteering force to keep the vehicle within the lane.<br />
<br />
===Magnetic Guidance===<br />
Magnetic material, such as tape or plugs, are placed in the center of the bus lane, and magnetometers in the vehicle sense the strength of the magnetic field. <ref> [http://www.its.umn.edu/Research/FeaturedStudies/brt/laneassist/LAfinal1.pdf FTA. "Bus Rapid Transit Lane Assist Technology Systems. Volume 1: Technology Assessment"] </ref> Onboard software calculates the location of the vehicle, and then steers it according to the magnetic field. The technology operates well under different weather conditions and can correctly calculate the vehicle's position within centimeters. However, all experiments with magnetically guided buses have been very costly. Additionally, installation of magnetic plugs requires the pavement to be broken, which can cause future pavement problems in cold climates. <br />
<br />
For many years, California PATH has been testing magnetic guidance systems, and they recently have improved the technology's potential for bus steering and precision docking <ref> [http://www.path.berkeley.edu/PATH/Publications/PDF/PRR/2009/PRR-2009-12.pdf California PATH Program. "Field Demonstration and Tests of Lane Assist/Guidance and Precision Docking Technology"] </ref> In test tracks, PATH has shown the technology's ability to not only steer but also control the speed of the vehicle, creating a true "auto-pilot" system for the bus. Researchers suggest magnetic guidance is a relatively inexpensive addition to a BRT project which would create a light rail-like system at a fraction of the cost of true light rail <ref>[http://berkeley.edu/news/media/releases/2008/09/05_autobus.shtml UC Berkeley News. "Researchers showcase automated bus that uses magnets to steer through city streets"] </ref>.<br />
<br />
==References==<br />
<references /><br />
<br />
==Additional Reading==<br />
California PATH Program at University of California, Berkeley. [http://www.path.berkeley.edu/PATH/Publications/PDF/PRR/2009/PRR-2009-12.pdf "Field Demonstration and Tests of Lane Assist/Guidance and Precision Docking Technology."] 2009.<br />
: This California PATH document reports the improvement and implementation of the magnetic lane guidance and precision docking system on a 60ft articulated bus and the extensive testing in a real-world operation setting. The field studies provided valuable lessons that for the future deployment of the technology on a large, public scale.<br />
<br />
FTA. [http://www.its.umn.edu/Research/FeaturedStudies/brt/laneassist/LAfinal1.pdf. "Bus Rapid Transit Lane Assist Technology Systems. Volume 1: Technology Assessment."] 2003.<br />
: This report asses various lane assist technologies available for BRT.<br />
<br />
University of Minnesota ITS Institute. [http://ntl.bts.gov/lib/24000/24900/24937/CTS-04-12Vol1.pdf. "Bus Rapid Transit Technologies:<br />
Assisting Drivers Operating Buses on Road Shoulders Volume 1."] 2005.<br />
: This technical report looks at existing lane assist technologies for buses, and suggests improvements to GPS driver assist systems.</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=File:Opticalguidance.JPG&diff=1426File:Opticalguidance.JPG2013-07-26T20:06:55Z<p>Dzhao: Optical guidance device in Rouen, France. File from Wikimedia Commons.</p>
<hr />
<div>Optical guidance device in Rouen, France. File from Wikimedia Commons.</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=File:Curbguidedbus.jpeg&diff=1425File:Curbguidedbus.jpeg2013-07-26T19:57:11Z<p>Dzhao: Guide wheel on a curb-guided bus in Mannheim, Germany. File from Wikimedia Commons.</p>
<hr />
<div>Guide wheel on a curb-guided bus in Mannheim, Germany. File from Wikimedia Commons.</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=Marketing_strategies&diff=1413Marketing strategies2013-06-25T22:49:12Z<p>Dzhao: </p>
<hr />
<div>[[Category:Market Response]]<br />
<br />
==Introduction==<br />
<br />
Major automobile companies spend billions of dollars each year on marketing. In 2009, General Motors alone spent $3.2 billion on advertising campaigns <ref> EMBARQ [http://www.embarq.org/en/from-here-there-a-creative-guide-making-public-transport-way-go "From Here to There: A Creative Way for Making Public Transport the Way to Go"] </ref>. In contrast, public transit agencies tend to focus more on technical and financial aspects, leaving marketing as an afterthought. However, a good marketing strategy can help transit agencies attract new riders, maintain existing ridership, and build positive public perception and political favor.<br />
<br />
==EMBARQ Marketing Guide==<br />
EMBARQ published a handbook to help transit agencies develop strong marketing strategies, with a specific focus on [[bus rapid transit]]. The guide describes eight basic marketing, branding, and communications principles that are used in the private sector, and applies them to the public transport sector:<br />
<br />
#'''Brand and identity''' <p>To create a successful brand, the agency should first define its core values and what it wants to emphasize about its services, such as modernity, efficiency, speed, reliability, comfort, convenience, safety, etc. </p> <p>Example: When Los Angeles Metro opened the Orange Line, the city's first BRT corridor, the agency positioned it as an extension of the existing Metro system by using standard design elements, yet it had its own identity through the use of the color orange in all the marketing and communications materials.</p><br />
#'''Internal communication'''<p>Every employee should be thought of as a brand ambassador. They are the ones most often interacting with customers, and thus are literally the public face of the brand. Effective internal communication strategies should not only let managers communicate values to the employees, but also allow employees to express ideas and concerns to high-level decision makers.</p> <br />
#'''User education'''<p>User education is crucial, especially when introducing new systems or changing existing services. Many customers are deterred by unfamiliarity, particularly discretionary riders who have the option to drive. Routes, fare collection, and the boarding process can all be daunting to a new transit user. Information kiosks, outreach in schools, trial periods, station ambassadors, and local news segments can all disseminate information about transit services.</p> <p>Example: When the LA Metro Orange Line opened, the marketing team realized that people were unclear about what BRT was and how it differed from existing services. The team then anchored the marketing campaign with language that consistently began with "It's...", in order to point out all the new features of the service.</p><br />
#'''User information systems'''<p>User information systems must help all passengers navigate the system with ease. Wayfinding signage, information kiosks, and other information systems should be placed in a way to help riders navigate their entire trip, rather than just at stations and stops. Signs, logos, color schemes, and other design elements should all be consistent to help riders create visual associations.</p> <p>There are two common mistakes that transit agencies make when designing user information systems. First, they often inundate riders with too much information. Maps and time tables that show frequency are more useful for riders, as opposed to data-heavy timetables or maps with signs for every single stop. Different colors and line weights on a map can effectively convey information about frequency <ref> Human Transit [http://www.humantransit.org/2010/08/basics-the-case-for-frequency-mapping.html "Basics: The case for frequency mapping"] </ref>. Conversely, a second mistake transit agencies make is not providing enough information. Designers for information systems need to think as novice riders, not as transportation planners.</p>[[Image:MetroOpposites.jpg|right|thumb|350px|"Opposites" campaign billboard. Source: Society for Environmental Graphic Design]]<br />
#'''Marketing campaigns'''<p>Marketing campaigns can help attract new riders, and also build political and public support. This requires knowledge about the wants and needs of the customer base, which can be identified through [[market segmentation]]. Television ads, billboards, internet campaigns, and novelty items can help promote service.</p><p>Example: LA Metro's award-winning "Opposites" campaign and organizational rebrand increased discretionary ridership from 24% to 36% of riders, and it also helped pass Measure R. "Opposites" focused on simple word pairings, problem and solution, and was designed to be "quick read" with simple icons and messages. Additionally, the agency targeted trendsetters; they capitalized on a LA Weekly story that named the best baristas in the city, sending them "Opposites" t-shirts<ref> Society for Environmental Graphic Design[http://www.segd.org/design-awards/5200/5221.html "Metro Opposites Campaign"] </ref>.</p><br />
#'''Public relations and external communications'''<p>External communications are extremely important for transit agencies, since they can "control the narrative". Addressing problems proactively, rather than hiding them, and developing good relationships with the media can help steer the press coverage a transit agency gets, especially when there are major projects or changes.</p><p>Example: In preparation for the Orange Line launch, LA Metro developed an extensive public relations plan that built good will and portrayed a positive image of the project. The agency advertised the Orange Line heavily and was extremely proactive about distributing construction updates and notices.</p><br />
#'''User feedback systems'''<p>There should be a feedback channel to allow riders feel their opinions are valued. Comment cards, surveys, or social media can all allow for both positive and negative feedback, which the transit agency can then incorporate into its plans.</p><br />
#'''Online engagement'''<p>People now most often rely on the Internet for information that they need. There are many comprehensive online strategies, many of which can be implemented at low-cost: a well-designed and useful website, a social media presence, open data, and mobile applications. Websites should provide not only route schedules, but also information such as expected travel times, potential delays, or other information that could affect trip times and routes. Social media tools such as Facebook and Twitter can be powerful external communication tools, since their speed and popularity can keep riders up to speed on the most up-to-date information on service changes and construction developments. Opening data to third party developers can result in extremely useful mobile applications, interactive maps, and trip planners; many cities now use [[general transit feed specification]] which integrates transit information with Google maps.</p><br />
<br />
==Transit Marketing Plan for Mendocino County==<br />
Transit Planning LLC and Mobility Planners prepared a Short Range Transit Development Plan for Mendocino County. Mendocino County conducted market research, which revealed important [[market segmentation]] information such as overall ridership demographics, service issues, and characteristics of individual routes. This helped focus the marketing plan on areas where there would be the most benefit.<br />
<br />
The report is specific to Mendocino County's transit needs, but there are several marketing recommendations which all transit agencies can consider.<br />
<br />
*'''Improving printed guides and materials''' <p>The market research found that a large percentage of riders relied on printed guides, yet they found them difficult to read and understand. Recommendations included using color to differentiate routes, organizing the text in an easy-to-read layout, and clearly advertising the agency on the front of the brochure.</p><br />
*'''Improving the website''' <p>The website was clunky and not very useful for new riders, with the exception of a Google Maps sidebar. The report provided basic tips on good website design, such as creating scannable webpages, better linkages to related pages, and an automatic translation function, such as Google Translator. </p> <br />
*'''Building customer relationships'''. The report also recommended the agency build better feedback and communication channels with its customers. Facebook, Twitter, and comment pages allows riders to share their experiences, complaints, and suggestions.<br />
<br />
==References==<br />
<references/><br />
<br />
==Additional Reading==<br />
EMBARQ. [http://www.embarq.org/sites/default/files/EMB2011_From_Here_to_There_web.pdf "From Here to There: A Creative Way for Making Public Transport the Way to Go"]. (2011).<br />
:EMBARQ, a global company that focuses on sustainable transportation solutions, published a handbook that applies eight basic marketing principles to transit. The guide includes many examples and suggestions for transit agencies to improve their marketing strategies.<br />
<br />
Mendocino Transit. [http://mendocinotransit.org/wp-content/uploads/2012/08/2012-16%20MTA%20SRTDP.pdf "2012-16 Short-Range TRansit Development Plan"]. (2012).<br />
:Transit Planning LLC and Mobility Planners prepared a Short Range Transit Development Plan for Mendocino County, which included detailed marketing strategy recommendations.</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=Marketing_strategies&diff=1412Marketing strategies2013-06-25T07:23:46Z<p>Dzhao: /* Transit Marketing Plan for Mendocino County */</p>
<hr />
<div>==Introduction==<br />
<br />
Major automobile companies spend billions of dollars each year on marketing. In 2009, General Motors alone spent $3.2 billion on advertising campaigns <ref> EMBARQ [http://www.embarq.org/en/from-here-there-a-creative-guide-making-public-transport-way-go "From Here to There: A Creative Way for Making Public Transport the Way to Go"] </ref>. In contrast, public transit agencies tend to focus more on technical and financial aspects, leaving marketing as an afterthought. However, a good marketing strategy can help transit agencies attract new riders, maintain existing ridership, and build positive public perception and political favor.<br />
<br />
==EMBARQ Marketing Guide==<br />
EMBARQ published a handbook to help transit agencies develop strong marketing strategies, with a specific focus on [[bus rapid transit]]. The guide describes eight basic marketing, branding, and communications principles that are used in the private sector, and applies them to the public transport sector:<br />
<br />
#'''Brand and identity''' <p>To create a successful brand, the agency should first define its core values and what it wants to emphasize about its services, such as modernity, efficiency, speed, reliability, comfort, convenience, safety, etc. </p> <p>Example: When Los Angeles Metro opened the Orange Line, the city's first BRT corridor, the agency positioned it as an extension of the existing Metro system by using standard design elements, yet it had its own identity through the use of the color orange in all the marketing and communications materials.</p><br />
#'''Internal communication'''<p>Every employee should be thought of as a brand ambassador. They are the ones most often interacting with customers, and thus are literally the public face of the brand. Effective internal communication strategies should not only let managers communicate values to the employees, but also allow employees to express ideas and concerns to high-level decision makers.</p> <br />
#'''User education'''<p>User education is crucial, especially when introducing new systems or changing existing services. Many customers are deterred by unfamiliarity, particularly discretionary riders who have the option to drive. Routes, fare collection, and the boarding process can all be daunting to a new transit user. Information kiosks, outreach in schools, trial periods, station ambassadors, and local news segments can all disseminate information about transit services.</p> <p>Example: When the LA Metro Orange Line opened, the marketing team realized that people were unclear about what BRT was and how it differed from existing services. The team then anchored the marketing campaign with language that consistently began with "It's...", in order to point out all the new features of the service.</p><br />
#'''User information systems'''<p>User information systems must help all passengers navigate the system with ease. Wayfinding signage, information kiosks, and other information systems should be placed in a way to help riders navigate their entire trip, rather than just at stations and stops. Signs, logos, color schemes, and other design elements should all be consistent to help riders create visual associations.</p> <p>There are two common mistakes that transit agencies make when designing user information systems. First, they often inundate riders with too much information. Maps and time tables that show frequency are more useful for riders, as opposed to data-heavy timetables or maps with signs for every single stop. Different colors and line weights on a map can effectively convey information about frequency <ref> Human Transit [http://www.humantransit.org/2010/08/basics-the-case-for-frequency-mapping.html "Basics: The case for frequency mapping"] </ref>. Conversely, a second mistake transit agencies make is not providing enough information. Designers for information systems need to think as novice riders, not as transportation planners.</p>[[Image:MetroOpposites.jpg|right|thumb|350px|"Opposites" campaign billboard. Source: Society for Environmental Graphic Design]]<br />
#'''Marketing campaigns'''<p>Marketing campaigns can help attract new riders, and also build political and public support. This requires knowledge about the wants and needs of the customer base, which can be identified through [[market segmentation]]. Television ads, billboards, internet campaigns, and novelty items can help promote service.</p><p>Example: LA Metro's award-winning "Opposites" campaign and organizational rebrand increased discretionary ridership from 24% to 36% of riders, and it also helped pass Measure R. "Opposites" focused on simple word pairings, problem and solution, and was designed to be "quick read" with simple icons and messages. Additionally, the agency targeted trendsetters; they capitalized on a LA Weekly story that named the best baristas in the city, sending them "Opposites" t-shirts<ref> Society for Environmental Graphic Design[http://www.segd.org/design-awards/5200/5221.html "Metro Opposites Campaign"] </ref>.</p><br />
#'''Public relations and external communications'''<p>External communications are extremely important for transit agencies, since they can "control the narrative". Addressing problems proactively, rather than hiding them, and developing good relationships with the media can help steer the press coverage a transit agency gets, especially when there are major projects or changes.</p><p>Example: In preparation for the Orange Line launch, LA Metro developed an extensive public relations plan that built good will and portrayed a positive image of the project. The agency advertised the Orange Line heavily and was extremely proactive about distributing construction updates and notices.</p><br />
#'''User feedback systems'''<p>There should be a feedback channel to allow riders feel their opinions are valued. Comment cards, surveys, or social media can all allow for both positive and negative feedback, which the transit agency can then incorporate into its plans.</p><br />
#'''Online engagement'''<p>People now most often rely on the Internet for information that they need. There are many comprehensive online strategies, many of which can be implemented at low-cost: a well-designed and useful website, a social media presence, open data, and mobile applications. Websites should provide not only route schedules, but also information such as expected travel times, potential delays, or other information that could affect trip times and routes. Social media tools such as Facebook and Twitter can be powerful external communication tools, since their speed and popularity can keep riders up to speed on the most up-to-date information on service changes and construction developments. Opening data to third party developers can result in extremely useful mobile applications, interactive maps, and trip planners; many cities now use [[general transit feed specification]] which integrates transit information with Google maps.</p><br />
<br />
==Transit Marketing Plan for Mendocino County==<br />
Transit Planning LLC and Mobility Planners prepared a Short Range Transit Development Plan for Mendocino County. Mendocino County conducted market research, which revealed important [[market segmentation]] information such as overall ridership demographics, service issues, and characteristics of individual routes. This helped focus the marketing plan on areas where there would be the most benefit.<br />
<br />
The report is specific to Mendocino County's transit needs, but there are several marketing recommendations which all transit agencies can consider.<br />
<br />
*'''Improving printed guides and materials''' <p>The market research found that a large percentage of riders relied on printed guides, yet they found them difficult to read and understand. Recommendations included using color to differentiate routes, organizing the text in an easy-to-read layout, and clearly advertising the agency on the front of the brochure.</p><br />
*'''Improving the website''' <p>The website was clunky and not very useful for new riders, with the exception of a Google Maps sidebar. The report provided basic tips on good website design, such as creating scannable webpages, better linkages to related pages, and an automatic translation function, such as Google Translator. </p> <br />
*'''Building customer relationships'''. The report also recommended the agency build better feedback and communication channels with its customers. Facebook, Twitter, and comment pages allows riders to share their experiences, complaints, and suggestions.<br />
<br />
==References==<br />
<references/><br />
<br />
==Additional Reading==<br />
EMBARQ. [http://www.embarq.org/sites/default/files/EMB2011_From_Here_to_There_web.pdf "From Here to There: A Creative Way for Making Public Transport the Way to Go"]. (2011).<br />
:EMBARQ, a global company that focuses on sustainable transportation solutions, published a handbook that applies eight basic marketing principles to transit. The guide includes many examples and suggestions for transit agencies to improve their marketing strategies.<br />
<br />
Mendocino Transit. [http://mendocinotransit.org/wp-content/uploads/2012/08/2012-16%20MTA%20SRTDP.pdf "2012-16 Short-Range TRansit Development Plan"]. (2012).<br />
:Transit Planning LLC and Mobility Planners prepared a Short Range Transit Development Plan for Mendocino County, which included detailed marketing strategy recommendations.</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=Marketing_strategies&diff=1411Marketing strategies2013-06-25T07:23:29Z<p>Dzhao: Created page with "==Introduction== Major automobile companies spend billions of dollars each year on marketing. In 2009, General Motors alone spent $3.2 billion on advertising campaigns <ref> ..."</p>
<hr />
<div>==Introduction==<br />
<br />
Major automobile companies spend billions of dollars each year on marketing. In 2009, General Motors alone spent $3.2 billion on advertising campaigns <ref> EMBARQ [http://www.embarq.org/en/from-here-there-a-creative-guide-making-public-transport-way-go "From Here to There: A Creative Way for Making Public Transport the Way to Go"] </ref>. In contrast, public transit agencies tend to focus more on technical and financial aspects, leaving marketing as an afterthought. However, a good marketing strategy can help transit agencies attract new riders, maintain existing ridership, and build positive public perception and political favor.<br />
<br />
==EMBARQ Marketing Guide==<br />
EMBARQ published a handbook to help transit agencies develop strong marketing strategies, with a specific focus on [[bus rapid transit]]. The guide describes eight basic marketing, branding, and communications principles that are used in the private sector, and applies them to the public transport sector:<br />
<br />
#'''Brand and identity''' <p>To create a successful brand, the agency should first define its core values and what it wants to emphasize about its services, such as modernity, efficiency, speed, reliability, comfort, convenience, safety, etc. </p> <p>Example: When Los Angeles Metro opened the Orange Line, the city's first BRT corridor, the agency positioned it as an extension of the existing Metro system by using standard design elements, yet it had its own identity through the use of the color orange in all the marketing and communications materials.</p><br />
#'''Internal communication'''<p>Every employee should be thought of as a brand ambassador. They are the ones most often interacting with customers, and thus are literally the public face of the brand. Effective internal communication strategies should not only let managers communicate values to the employees, but also allow employees to express ideas and concerns to high-level decision makers.</p> <br />
#'''User education'''<p>User education is crucial, especially when introducing new systems or changing existing services. Many customers are deterred by unfamiliarity, particularly discretionary riders who have the option to drive. Routes, fare collection, and the boarding process can all be daunting to a new transit user. Information kiosks, outreach in schools, trial periods, station ambassadors, and local news segments can all disseminate information about transit services.</p> <p>Example: When the LA Metro Orange Line opened, the marketing team realized that people were unclear about what BRT was and how it differed from existing services. The team then anchored the marketing campaign with language that consistently began with "It's...", in order to point out all the new features of the service.</p><br />
#'''User information systems'''<p>User information systems must help all passengers navigate the system with ease. Wayfinding signage, information kiosks, and other information systems should be placed in a way to help riders navigate their entire trip, rather than just at stations and stops. Signs, logos, color schemes, and other design elements should all be consistent to help riders create visual associations.</p> <p>There are two common mistakes that transit agencies make when designing user information systems. First, they often inundate riders with too much information. Maps and time tables that show frequency are more useful for riders, as opposed to data-heavy timetables or maps with signs for every single stop. Different colors and line weights on a map can effectively convey information about frequency <ref> Human Transit [http://www.humantransit.org/2010/08/basics-the-case-for-frequency-mapping.html "Basics: The case for frequency mapping"] </ref>. Conversely, a second mistake transit agencies make is not providing enough information. Designers for information systems need to think as novice riders, not as transportation planners.</p>[[Image:MetroOpposites.jpg|right|thumb|350px|"Opposites" campaign billboard. Source: Society for Environmental Graphic Design]]<br />
#'''Marketing campaigns'''<p>Marketing campaigns can help attract new riders, and also build political and public support. This requires knowledge about the wants and needs of the customer base, which can be identified through [[market segmentation]]. Television ads, billboards, internet campaigns, and novelty items can help promote service.</p><p>Example: LA Metro's award-winning "Opposites" campaign and organizational rebrand increased discretionary ridership from 24% to 36% of riders, and it also helped pass Measure R. "Opposites" focused on simple word pairings, problem and solution, and was designed to be "quick read" with simple icons and messages. Additionally, the agency targeted trendsetters; they capitalized on a LA Weekly story that named the best baristas in the city, sending them "Opposites" t-shirts<ref> Society for Environmental Graphic Design[http://www.segd.org/design-awards/5200/5221.html "Metro Opposites Campaign"] </ref>.</p><br />
#'''Public relations and external communications'''<p>External communications are extremely important for transit agencies, since they can "control the narrative". Addressing problems proactively, rather than hiding them, and developing good relationships with the media can help steer the press coverage a transit agency gets, especially when there are major projects or changes.</p><p>Example: In preparation for the Orange Line launch, LA Metro developed an extensive public relations plan that built good will and portrayed a positive image of the project. The agency advertised the Orange Line heavily and was extremely proactive about distributing construction updates and notices.</p><br />
#'''User feedback systems'''<p>There should be a feedback channel to allow riders feel their opinions are valued. Comment cards, surveys, or social media can all allow for both positive and negative feedback, which the transit agency can then incorporate into its plans.</p><br />
#'''Online engagement'''<p>People now most often rely on the Internet for information that they need. There are many comprehensive online strategies, many of which can be implemented at low-cost: a well-designed and useful website, a social media presence, open data, and mobile applications. Websites should provide not only route schedules, but also information such as expected travel times, potential delays, or other information that could affect trip times and routes. Social media tools such as Facebook and Twitter can be powerful external communication tools, since their speed and popularity can keep riders up to speed on the most up-to-date information on service changes and construction developments. Opening data to third party developers can result in extremely useful mobile applications, interactive maps, and trip planners; many cities now use [[general transit feed specification]] which integrates transit information with Google maps.</p><br />
<br />
==Transit Marketing Plan for Mendocino County==<br />
Transit Planning LLC and Mobility Planners prepared a Short Range Transit Development Plan for Mendocino County. Mendocino County conducted market research, which revealed important [[market segmentation]] information such as overall ridership demographics, service issues, and characteristics of individual routes. This helped focus the marketing plan on areas where there would be the most benefit.<br />
<br />
The report is specific to Mendocino County's transit needs, but there are several marketing recommendations which all transit agencies can consider.<br />
<br />
*'''Improving printed guides and materials''' <p>The market research found that a large percentage of riders relied on printed guides, yet they found them difficult to read and understand. Recommendations included using color to differentiate routes, organizing the text in an easy-to-read layout, and clearly advertising the agency on the front of the brochure.</p><br />
*'''Improving the website''' <p>The website was clunky and not very useful for new riders, with the exception of a Google Maps sidebar. The report provided basic tips on good website design, such as creating scannable webpages, better linkages to related pages, and an automatic translation function, such as Google Translator. </p> <br />
*'''Building Customer Relationships'''. The report also recommended the agency build better feedback and communication channels with its customers. Facebook, Twitter, and comment pages allows riders to share their experiences, complaints, and suggestions.<br />
<br />
<br />
==References==<br />
<references/><br />
<br />
==Additional Reading==<br />
EMBARQ. [http://www.embarq.org/sites/default/files/EMB2011_From_Here_to_There_web.pdf "From Here to There: A Creative Way for Making Public Transport the Way to Go"]. (2011).<br />
:EMBARQ, a global company that focuses on sustainable transportation solutions, published a handbook that applies eight basic marketing principles to transit. The guide includes many examples and suggestions for transit agencies to improve their marketing strategies.<br />
<br />
Mendocino Transit. [http://mendocinotransit.org/wp-content/uploads/2012/08/2012-16%20MTA%20SRTDP.pdf "2012-16 Short-Range TRansit Development Plan"]. (2012).<br />
:Transit Planning LLC and Mobility Planners prepared a Short Range Transit Development Plan for Mendocino County, which included detailed marketing strategy recommendations.</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=File:MetroOpposites.jpg&diff=1410File:MetroOpposites.jpg2013-06-20T17:59:39Z<p>Dzhao: Word pairings and visually simple icons helped convey the agency's message effectively and quickly. Source: Society for Environmental Graphic Design.</p>
<hr />
<div>Word pairings and visually simple icons helped convey the agency's message effectively and quickly. Source: Society for Environmental Graphic Design.</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=Market_segmentation&diff=1391Market segmentation2013-06-02T22:44:24Z<p>Dzhao: </p>
<hr />
<div>[[Category:Market Response]]<br />
<br />
==Introduction==<br />
With declining transit market share, increasing population, and swiftly evolving technology, transit agencies must begin thinking in innovative ways to maximize ridership and meet the needs of those who depend most on transit. Transit riders are not a homogenous group, but rather have different preferences, concerns, and needs depending on their age, location, income, and many other factors. To improve their competitiveness as well as better serve the needs of their customers, transit planners can use a market segmentation strategy.<br />
A market segment is a group of people or organizations that are similar in terms of how they respond to a particular marketing mix or in other ways that are meaningful for marketing planning purposes. Market segmentation is used extensively in the private sector, and while transit agencies typically do not generally think in terms of profits and sales, they can still benefit from market segmentation research. Researching the market can help agencies identify the needs and wants of individual customers and develop more effective promotional strategies.<br />
<br />
While some agencies may have an understanding of the preferences of their frequent riders, An effective strategy would:<br />
*Increase ridership (both by increasing the frequency of riding and attracting new riders).<br />
*Increase transit's share of mode choice in your market.<br />
*Efficiently allocate resources to markets that represent the greatest potential for change in light of changes to the marketing mix.<br />
*Enhance the image and reputation of public transportation to increase support for public funding<br />
<br />
==A Handbook: Using Market Segmentation to Increase Transit Ridership==<br />
The Transportation Research Board published a handbook that provides an overview of market segmentation and how it can be implemented at public transit agencies. It describes several bases of segmentation, provides real-life examples, and lists the benefits and limitations of each strategy. The following is a summary of the handbook.<br />
<br />
===Bases for Segmentation===<br />
====Predetermined segmentation====<br />
Predetermined segmentation involves defining groups based on known characteristics, such as: transit dependent vs. choice riders, student commuters vs. work commuters, and residents of high-density areas vs. suburban residents.<br />
<br />
For example, in 1995, the San Diego Association of Governments (SANDAG) and the Metropolitan Transit Development Board (MTDB) developed a market-based strategy to target potential riders in specific transit corridors. By focusing on the State Route 94 corridor, the MTDB found that even though the demographics in the corridor were well-suited for transit, ridership was lower than expected. Further research identified perceptions of safety as a key concern affecting ridership in the corridor. The MTDB developed a ridership guide to increase awareness of routes and safety precautions, and mailed the guide to over 20,000 households in the corridor; the results were a success, with ridership up in the corridor. The MTDB has since applied the strategy to other corridors.<br />
<br />
====Market-defined Segmentation====<br />
Market-defined segmentation uses actual market investigations, notably analysis of survey results. There are many variables that can be used to classify segments, including usage rates, disliked modes, life style, ethnicity, etc. Through a post hoc analysis, agencies can gain a better understanding of their market. For example, an agency might want to conduct surveys in advance of offering a new rail service, which could show the different types of travelers who might use the service, such as those who care only about functionality or others who prefer rail over bus. The agency can then better prepare marketing strategies and estimate ridership and revenue.<br />
<br />
====Physical Attribute Segmentation====<br />
{| style="float: right;" border="1"<br />
!scope="row" width="200px" | Demographics<br />
!scope="row" width="200px" | Socioeconomics<br />
|-<br />
|Population ||Education<br />
|-<br />
|Number of households ||Occupation<br />
|-<br />
|Household size||Income<br />
|-<br />
|Age||Home ownership<br />
|-<br />
|Religion||Social class<br />
|}<br />
Demographic, socioeconomic, and geographic segmentation bases and variables provide important information about individuals within specific markets. This type of data is relatively easy to collect and less expensive than other forms of segmentation research. It is an essential part of route planning and relatively inexpensive to collect. Data describing the entire U.S. population in terms of these characteristics are readily and cheaply obtainable from government sources (e.g., Censuses of Population and Housing) as well as from some business publications (e.g., Sales and Marketing Management Annual Survey of Buy Power). <br />
<br />
Transit agencies use geodemographic information extensively, which is the description of demographics by geographic areas (such as by zip code). By looking at the variables shown in the table, transit agencies can identify areas with high transit dependence.<br />
<br />
====Psychographic Segmentation====<br />
Psychographic segmentation looks at behavioral aspects, such as lifestyle choices, attitudes, and interests, and how those affect a customer's decision-making process. Psychographic information can help explain a person's mode choice, commitment to transit, perceptions and preferences.<br />
<br />
For example, as part of Caltrans' TDM effort in the 1980s, the agency developed a Strategic Statewide Marketing Plan, which included a psychographic study. The study segmented the market into different categories based on survey respondents' demographics, lifestyle attitudes, and desired benefits from travel. The following table describes the segments they identified:<br />
{| style="margin: 1em auto 1em auto;" border="1" class="wikitable"<br />
!scope="col" width="100px" style="text-align: center" | Segment<br />
!scope="col" width="400px" | Characteristics<br />
|-<br />
|The Bold Beginners ||<br />
*Very frustrated with commute<br />
*Would like an easier way to get to work<br />
*Wiling to try something new<br />
*Most likely to have carpooled, taken the bus, or biked<br />
|-<br />
|The Very Independents ||<br />
*Pragmatic and self-reliant.<br />
*Need to maintain control and schedule flexibility.<br />
*Hate wasting time / want to get there quickly.<br />
*Unlikely to use alternative modes / most likely to drive alone<br />
|-<br />
|The Efficiency Driven||<br />
*Want an orderly, structured, and predictable life.<br />
*Frustrated with the work commute.<br />
*Hate wasting time.<br />
*Most open to information about alternative modes<br />
|-<br />
|The Autopilots||<br />
*Not frustrated with commute; see it as part of their daily routine.<br />
*"Get the job done" mentality.<br />
*More Caucasians and older.<br />
*Most likely to drive alone, least likely to use alternative modes<br />
|-<br />
|The Easy Goers||<br />
*Passive personality / easy going.<br />
*Not concerned with mode image.<br />
*Most likely to use alternative modes in future.<br />
*Least likely to drive alone.<br />
*Younger males, skilled labor and service workers<br />
|}<br />
Based on this research, Caltrans found the "Bold Beginners" to be the largest group and most open to transit. The "Easy Goers" segment was also selected as a target, because they could be captured with some special effort.<br />
<br />
====Other Segmentation Strategies====<br />
*Product-usage segmentation involves identifying riders based on usage, especially frequency of usage. It can be used to develop strategies to retain frequent riders, attract infrequent riders, and focus on neglected areas of the market.<br />
<br />
*Benefit or needs-based segmentation focuses on the reasons why customers buy. Unlike the other segmentation strategie, it focuses on causal factors rather than descriptive factors. It can help agencies identify the features or benefits of service that their customers value.<br />
<br />
==Case Study: Analysis of San Mateo County Transit Riders==<br />
A study by Zhou, Viswanathan, Popuri, and Proussaloglou (2004) uses modeling techniques along with cluster analysis to identify market segments in San Mateo County that can be targeted for new services to be offered by SamTrans. SamTrans surveyed potential customers, asking them questions related to factors such as safety, comfort, productive use of time, value of time, and schedule constraints. They then segmented the market based the findings, and located concentrations of those clusters throughout the county. [[Image:SanMateosegmentation.png|right|thumb|350px|San Mateo market segment map]]<br />
<br />
This kind of information was useful in designing transit services that meet the needs of various market segments, and also for identifying market segments that are not likely to use transit at all, regardless of the transit services provided. For example, market segments with a high value of time and a high need for privacy and comfort, dubbed "Rigid Flyers", are very difficult to serve with fixed-route transit systems. In contrast, market segments with a low value of time and low need for privacy, called "Intrepid Amblers", are more likely served by modest improvements to existing SamTrans services. Segmenting the market allowed SamTrans to identify low-hanging fruit, as well as groups that would be the toughest to market towards.<br />
<br />
Additionally, the authors mapped out the results of the market segmentation, which allowed SamTrans to address individual geographic areas, and developed a mode choice model. The mode choice model allows the testing of multiple “what if” scenarios to assess the relative attractiveness and potential effectiveness of different types of transit service improvements in<br />
<br />
the study area corridors.<br />
<br />
==References==<br />
<references/><br />
<br />
==Additional Reading==<br />
Transportation Research Board. [http://onlinepubs.trb.org/onlinepubs/tcrp/tcrp_rpt_36-a.pdf "TCRP Report 36 A Handbook: Using Market Segmentation to Increase Transit Ridership"]. (1998).<br />
: This handbook provides an overview of market segmentation--what it is and why it is relevant to public transit agencies.<br />
Zhou, Viswanathan, Popuri, and Proussaloglou. [http://trb.metapress.com/content/26t3000468802423/fulltext.pdf "Transit District Customers in San Mateo County, California. Who, Why, Where, and How"]. (2004).<br />
: The authors use a modeling approach along with market segmentation research to help SamTrans identify key riders, as well as areas of improvement.</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=File:SanMateosegmentation.png&diff=1390File:SanMateosegmentation.png2013-06-02T22:37:19Z<p>Dzhao: A sample map that helps highlight
the size and distribution of various market segments within the entire
SamTrans market service area (Zhou, Viswanathan, Popuri, and Proussaloglou, 2004).</p>
<hr />
<div>A sample map that helps highlight<br />
the size and distribution of various market segments within the entire<br />
SamTrans market service area (Zhou, Viswanathan, Popuri, and Proussaloglou, 2004).</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=Market_segmentation&diff=1389Market segmentation2013-06-02T21:09:20Z<p>Dzhao: </p>
<hr />
<div><br />
<br />
==Introduction==<br />
With declining transit market share, increasing population, and swiftly evolving technology, transit agencies must begin thinking in innovative ways to find the balance between maximizing ridership and meeting the needs of those who depend most on transit. Transit agencies can use a market segmentation strategy to improve their competitiveness as well as better serve the needs of their customers. An effective strategy would:<br />
*Increase ridership (both by increasing the frequency of riding and attracting new riders).<br />
*Increase transit's share of mode choice in your market.<br />
*Efficiently allocate resources to markets that represent the greatest potential for change in light of<br />
changes to the marketing mix.<br />
*Enhance the image and reputation of public transportation to increase support for public funding<br />
<br />
While transit agencies typically do not generally think in terms of profits and sales, they can still benefit from market segmentation research. Researching the market can help agencies identify the needs and wants of individual customers and develop effective promotional strategies.<br />
<br />
==Market Segmentation==<br />
The definition of a market segments: groups of people or organizations that are similar in terms of how they respond to a particular marketing mix or in other ways that are meaningful for marketing planning purposes.<br />
<br />
==Bases for Segmentation==<br />
===Predetermined segmentation===<br />
Predetermined segmentation involves defining groups based on known characteristics, such as: transit dependent vs. choice riders, student commuters vs. work commuters, and residents of high-density areas vs. suburban residents.<br />
<br />
For example, in 1995, the San Diego Association of Governments (SANDAG) and the Metropolitan Transit Development Board (MTDB) developed a market-based strategy to target potential riders in specific transit corridors. By focusing on the State Route 94 corridor, the MTDB found that even though the demographics in the corridor were well-suited for transit, ridership was lower than expected. Further research identified perceptions of safety as a key concern affecting ridership in the corridor. The MTDB developed a ridership guide to increase awareness of routes and safety precautions, and mailed the guide to over 20,000 households in the corridor; the results were a success, with ridership up in the corridor. The MTDB has since applied the strategy to other corridors.<br />
<br />
===Market-defined Segmentation===<br />
Market-defined segmentation uses actual market investigations, notably analysis of survey results. There are many variables that can be used to classify segments, including usage rates, disliked modes, life style, ethnicity, etc. Through a post hoc analysis, agencies can gain a better understanding of their market. For example, an agency might want to conduct surveys in advance of offering a new rail service, which could show the different types of travelers who might use the service, such as those who care only about functionality or others who prefer rail over bus. The agency can then better prepare marketing strategies and estimate ridership and revenue.<br />
<br />
===Physical Attribute Segmentation===<br />
{| style="float: right;" border="1"<br />
!scope="row" width="200px" | Demographics<br />
!scope="row" width="200px" | Socioeconomics<br />
|-<br />
|Population ||Education<br />
|-<br />
|Number of households ||Occupation<br />
|-<br />
|Household size||Income<br />
|-<br />
|Age||Home ownership<br />
|-<br />
|Religion||Social class<br />
|}<br />
Demographic, socioeconomic, and geographic segmentation bases and variables provide important information about individuals within specific markets. This type of data is relatively easy to collect and less expensive than other forms of segmentation research. It is an essential part of route planning and relatively inexpensive to collect. Data describing the entire U.S. population in terms of these characteristics are readily and cheaply obtainable from government sources (e.g., Censuses of Population and Housing) as well as from some business publications (e.g., Sales and Marketing Management Annual Survey of Buy Power). <br />
<br />
Transit agencies use geodemographic information extensively, which is the description of demographics by geographic areas (such as by zip code). By looking at the variables shown in the table, transit agencies can identify areas with high transit dependence.<br />
<br />
===Psychographic Segmentation===<br />
Psychographic segmentation looks at behavioral aspects, such as lifestyle choices, attitudes, and interests, and how those affect a customer's decision-making process. Psychographic information can help explain a person's mode choice, commitment to transit, perceptions and preferences.<br />
<br />
For example, as part of Caltrans' TDM effort in the 1980s, the agency developed a Strategic Statewide Marketing Plan, which included a psychographic study. The study segmented the market into different categories based on survey respondents' demographics, lifestyle attitudes, and desired benefits from travel. The following table describes the segments they identified:<br />
{| style="margin: 1em auto 1em auto;" border="1"<br />
!scope="col" width="100px" | Segment<br />
!scope="col" width="400px" | Characteristics<br />
|-<br />
|The Bold Beginners ||<br />
*Very frustrated with commute<br />
*Would like an easier way to get to work<br />
*Wiling to try something new<br />
*Most likely to have carpooled, taken the bus, or biked<br />
|-<br />
|The Very Independents ||<br />
*Pragmatic and self-reliant.<br />
*Need to maintain control and schedule flexibility.<br />
*Hate wasting time / want to get there quickly.<br />
*Unlikely to use alternative modes / most likely to drive alone<br />
|-<br />
|The Efficiency Driven||<br />
*Want an orderly, structured, and predictable life.<br />
*Frustrated with the work commute.<br />
*Hate wasting time.<br />
*Most open to information about alternative modes<br />
|-<br />
|The Autopilots||<br />
*Not frustrated with commute; see it as part of their daily routine.<br />
*"Get the job done" mentality.<br />
*More Caucasians and older.<br />
*Most likely to drive alone, least likely to use alternative modes<br />
|-<br />
|The Easy Goers||<br />
*Passive personality / easy going.<br />
*Not concerned with mode image.<br />
*Most likely to use alternative modes in future.<br />
*Least likely to drive alone.<br />
*Younger males, skilled labor and service workers<br />
|}<br />
Based on this research, Caltrans found the "Bold Beginners" to be the largest group and most open to transit. The "Easy Goers" segment was also selected as a target, because they could be captured with some special effort.<br />
<br />
===Other Segmentation Strategies===<br />
*Product-usage segmentation involves identifying riders based on usage, especially frequency of usage. It can be used to develop strategies to retain frequent riders, attract infrequent riders, and focus on neglected areas of the market.<br />
<br />
*Benefit segmentation focuses on the reasons why customers buy. Unlike the other segmentation strategie, it focuses on causal factors rather than descriptive factors. It can help agencies better understand market situations, such as specific motivations that cause a customer to ride transit.</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=Market_segmentation&diff=1388Market segmentation2013-06-02T04:54:06Z<p>Dzhao: </p>
<hr />
<div><br />
<br />
==Introduction==<br />
Market segments: groups of people or organizations that are similar in terms of how they respond to a particular marketing mix or in other ways that are meaningful for marketing planning purposes.<br />
<br />
Transit agencies can use a market segmentation strategy to improve their competitiveness as well as better serve the needs of their customers. An effective strategy would:<br />
*Increase ridership (both by increasing the frequency of riding and attracting new riders).<br />
*Increase transit's share of mode choice in your market.<br />
*Efficiently allocate resources to markets that represent the greatest potential for change in light of<br />
changes to the marketing mix.<br />
*Enhance the image and reputation of public transportation to increase support for public funding<br />
<br />
While transit agencies typically do not generally think in terms of profits and sales, they can still benefit from the use of market segmentation research and the resulting strategies. Researching the market can help agencies identify customers' preferences and effective promotional strategies.<br />
<br />
==Bases for Segmentation==<br />
===Predetermined segmentation===<br />
Predetermined segmentation involves defining groups based on known characteristics, such as: transit dependent vs. choice riders, student commuters vs. work commuters, and residents of high-density areas vs. suburban residents.<br />
<br />
For example, in 1995, the San Diego Association of Governments (SANDAG) and the Metropolitan Transit Development Board (MTDB) developed a market-based strategy to target potential riders in specific transit corridors. By focusing on the State Route 94 corridor, the MTDB found that even though the demographics in the corridor were well-suited for transit, ridership was lower than expected. Further research identified perceptions of safety as a key concern affecting ridership in the corridor. The MTDB developed a ridership guide to increase awareness of routes and safety precautions, and mailed the guide to over 20,000 households in the corridor; the results were a success, with ridership up in the corridor. The MTDB has since applied the strategy to other corridors.<br />
<br />
===Market-defined segmentation===<br />
Market-defined segmentation uses actual market investigations, notably analysis of survey results. There are many variables that can be used to classify segments, including usage rates, disliked modes, life style, ethnicity, etc. Through a post hoc analysis, agencies can gain a better understanding of their market. For example, an agency might want to conduct surveys in advance of offering a new rail service, which could show the different types of travelers who might use the service, such as those who care only about functionality or others who prefer rail over bus. The agency can then better prepare marketing strategies and estimate ridership and revenue.<br />
<br />
===Physical attribute segmentation===<br />
Demographic, socioeconomic, and geographic segmentation bases and variables provide important information about individuals within specific markets. This type of data is relatively easy to collect and less expensive than other forms of segmentation research. It is an essential part of route planning and relatively inexpensive to collect. Data describing the entire U.S. population in terms of these characteristics are readily and cheaply obtainable from government sources (e.g., Censuses of Population and Housing) as well as from some business publications (e.g., Sales and Marketing Management Annual Survey of Buy Power). <br />
{| style="float: right;" border="1"<br />
!scope="row" width="200px" | Demographics<br />
!scope="row" width="200px" | Socioeconomics<br />
|-<br />
|Population ||Education<br />
|-<br />
|Number of households ||Occupation<br />
|-<br />
|Household size||Income<br />
|-<br />
|Age||Home ownership<br />
|-<br />
|Religion||Social class<br />
|}<br />
Transit agencies use geodemographic information extensively, which is the description of demographics by geographic areas (such as by zip code). By looking at the variables shown in the table, transit agencies can identify areas with high transit dependence.</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=Market_segmentation&diff=1387Market segmentation2013-06-02T00:23:20Z<p>Dzhao: Created page with " Market segments: groups of people or organizations that are similar in terms of how they respond to a particular marketing mix or in other ways that are meaningful for mark..."</p>
<hr />
<div><br />
<br />
<br />
Market segments: groups of people or organizations that are similar in terms of how they respond to a particular marketing mix or in other ways that are meaningful for marketing planning purposes.<br />
<br />
Transit agencies can use a market segmentation strategy to improve their competitiveness as well as better serve the needs of their customers. An effective strategy would:<br />
*Increase ridership (both by increasing the frequency of riding and attracting new riders).<br />
*Increase transit's share of mode choice in your market.<br />
*Efficiently allocate resources to markets that represent the greatest potential for change in light of<br />
changes to the marketing mix.<br />
*Enhance the image and reputation of public transportation to increase support for public funding<br />
<br />
While transit agencies typically do not generally think in terms of profits and sales, they can still benefit from the use of market segmentation research and the resulting strategies. Researching the market can help agencies identify customers' preferences and effective promotional strategies.<br />
<br />
Bases for Segmentation<br />
Predetermined segmentation involves defining groups based on known characteristics, such as: transit dependent vs. choice riders, student commuters vs. work commuters, and residents of high-density areas vs. suburban residents.<br />
<br />
For example, in 1995, the San Diego Association of Governments (SANDAG) and the Metropolitan Transit Development Board (MTDB) developed a market-based strategy to target potential riders in specific transit corridors. By focusing on the State Route 94 corridor, the MTDB found that even though the demographics in the corridor were well-suited for transit, ridership was lower than expected. Further research identified perceptions of safety as a key concern affecting ridership in the corridor. The MTDB developed a ridership guide to increase awareness of routes and safety precautions, and mailed the guide to over 20,000 households in the corridor; the results were a success, with ridership up in the corridor. The MTDB has since applied the strategy to other corridors.<br />
<br />
Market-defined segmentation uses actual market investigations, notably analysis of survey results. There are many variables that can be used to classify segments, including usage rates, disliked modes, life style, ethnicity, etc. Through a post hoc analysis, agencies can gain a better understanding of their market. For example, surveys about a new rail service can show the different types of travelers who might use the service, such as those who care only about functionality or others who prefer rail over bus. The agency can then better prepare marketing strategies and estimate ridership and revenue.</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=Fare_pricing_and_reform&diff=1383Fare pricing and reform2013-05-08T22:20:46Z<p>Dzhao: </p>
<hr />
<div>[[Category:Finance and revenue]]<br />
[[Category:Market Response]]<br />
==Introduction==<br />
Most transit agencies employ largely flat fare systems, which charge the same price, regardless of time of day, distance or direction traveled, or quality of service. However, they do not reflect the actual costs of providing service, which constantly fluctuate throughout the day. Peak period operation, longer trip routes, and premium service all cost the agency more money to operate, as well as require more capital investments. Additionally, there is the issue of "cross-subsidization"; since flat fares do not distinguish between time, type, or distance of travel, transit users traveling shorter distances, during off-peak hours, and using non-premium services “cross-subsidize” riders on more expensive routes. There is a considerable body of research that argue in favor of flexible, differentiated fares. There are also other fare strategies that transit agencies can consider, such as using smartcard technology, eliminating fares altogether, or providing group fares or other discounts.<br />
<br />
===Differentiated Pricing===<br />
Differentiated fares are considered by many analysts to be more efficient, effective, and equitable. They better reflect the variable costs of transit service, encourage riders to travel when excess capacity is available, and subsidize all types of riders roughly equally. However, differentiated fares would be a radical departure from flat fares and many agencies are wary of potentially harming low-income and/or transit-dependent riders, not to mention wary of potential negative media attention. According to the American Public Transportation Association (APTA) in 2012, 23 percent of transit operators nationwide currently use distance-based pricing, and only 6 percent use time-based pricing. <ref> [http://www.apta.com/resources/statistics/pages/transitstats.aspx "2012 Transit Fact Book"] </ref> <br />
<br />
Transit agencies are understandably worried about losing riders if fares were based on distance traveled. However, distance-based fares could also attract new passengers for inexpensively priced short trips, whereas before they may have found $1.50 too much for a four block ride. Ridership gains and losses depend on many factors, and most transit agencies have not conducted market research on customer responses to fare reform; nevertheless, this suggests that there are ample opportunities to gain more information on the likely gains and losses that would accompany differentiated pricing.<br />
<br />
Additionally, recent technology has made it much more feasible to collect differentiated fares. [[Automated fare media]] such as electronic, magnetic stripe contact cards, smart cards, and even cell phones enable differential fare collection in a way that a paper based system cannot. Because automated fare media provide the technological base for more complex fare structures, agencies should consider the possibility of adopting different pricing structures in the future when making capital investments in fareboxes and turnstiles. This may eliminate or reduce expensive barriers to implementing differential pricing.<br />
<br />
*'''Los Angeles MTA Study'''<br />
:In 2010, Los Angeles Metro looked at the potential for time and distance-based fares for the MTA bus and rail system<ref>[http://media.metro.net/board/Items/2010/09_september/20100915OPItem10.pdf Evaluation of Time and Distance-Based Fare Policies]</ref>.<br />
<br />
:The time-based system would give riders a window of time during which subsequent boardings would not require payment. Transfer fees would be eliminated during that time period. A simple way to implement this would be to use the TAP cards, although the agency would have to look into additional hardware to vend receipts if it wanted to accommodate cash-paying riders as well. One important implication is this system would encourage riders to use the fastest services available, since they would be granted a narrow time window of free transfers. Base fares may have to be increased, since transfer fare revenues will be lost.<br />
<br />
:The distance-based system could apply to Rapid and Express buses, to heavy rail, or to all rail lines. Fares would be based on increments of distance, with corresponding fare zone boundaries identified for each route. While existing hardware and fare media could be used, the agency might have to install fare gates or hire additional people for fare enforcement. An overall concern with a distance-based system is some riders may choose slower, cheaper parallel services because they cannot afford to pay a premium fare.<br />
<br />
===Fare-Free Transit===<br />
Fare-free transit is a topic has recently been receiving more media attention. There are many advocates for fare-free transit, who argue that eliminating fares would lead to faster loading and unloading times, less confusion over fares, and lower administrative costs. People would also feel more motivated to use public transit. However, there are also many disadvantages to consider. Fareboxes can cover a considerable percentage of agencies' operating costs, which is especially true for larger agencies, and removing fareboxes would require some agencies to look for other funding. Past experiments with fare-free transit saw operating costs skyrocket as demand exceeded capacity, creating even larger revenue shortfalls. Additionally, some of the fare-free demonstrations experienced increases in vandalism and "hooliganism", which drove away many regular bus commuters. <ref name="Perone">[http://www.dot.state.fl.us/research-center/Completed_Proj/Summary_PTO/FDOT_BC137_38_FF_rpt.pdf Advantages and Disadvantages of Fare-Free Transit Policy] </ref><br />
<br />
Overall, the advantages of fare-free transit seem to be greater for smaller agencies or for limited portions of service. Smaller systems have a low farebox recovery, which might be canceled out by the cost of collection. For example, the transit system in Commerce, California is the oldest fare-free system, operating since 1962. They serve fewer than one million riders a year, and generally do not experience problem riders. <ref name="Perone"> </ref> Chapel Hill Transit, which has been fare-free since 2002, also had a low farebox recovery rate, at about 10 percent. The agency managed to cover the revenue gap with extra funding from the university and taxpayers of Chapel Hill and Carrboro. <ref>[http://www.theatlanticcities.com/commute/2013/03/how-free-transit-works-united-states/4887/ How Fare-Free Transit Works in the United States] </ref> Other important issues to consider when going fare-free are maintaining service quality, providing paratransit, and security. <br />
<br />
*'''San Francisco Muni Study'''<br />
:In 2008, San Francisco Muni conducted a study on the cost-effectiveness of a fare-free system. The study concluded that Muni would see increased operating expenses and capital investments, even though the costs of fare collection would be eliminated. Muni would need an additional $184 million a year for operations, as well as an additional $519 million to procure the vehicles, facilities, and infrastructure needed to accommodate the ridership increase <ref> [http://www.sfgate.com/bayarea/article/Free-ride-Fat-chance-Muni-fares-will-stay-3229342.php Free ride? Fat chance: Muni fares will stay] </ref>. <br />
<br />
===Fares Based on Ability to Pay===<br />
The SFMTA is currently conducting a study on developing a fare system that takes into account passengers' ability to pay, rather than simply on their ages. The SFMTA does have a Lifeline pass program, which provides a 50 percent discount on the monthly pass for residents whose incomes are below 200% of the federal poverty level. However, fewer than 20,000 people use the Lifeline system, since it is burdensome and requires a lot of paperwork for all parties. <ref> [http://www.planetizen.com/node/59552 Bay Area Considers Basing Transit Fares on Need] </ref> The proposed fare system would ideally cut down on red tape and provide discounts for those in financial need.<br />
<br />
==References==<br />
<references/><br />
<br />
==Additional Reading==<br />
Cervero, Robert. [http://www.springerlink.com/index/r52126220g7t501.pdf| "Flat versus differentiated pricing: What's a fair fare?"] 1981. <br />
: Cervero explores the efficiency and equity of different pricing structure by comparing transit fares and the cost to provide service. He finds that flat fare structures generally result in short-distance, off-peak riders subsidizing long-distance, peak hour customers. A subscription is required to access this article.<br />
<br />
Transit Cooperative Research Program. [http://www.trb.org/publications/tcrp/tcrp_rpt-94.pdf|"Fare Policies, Structures, and Technologies: Update."] 2003. <br />
:The Federal Transit Administration commissioned this report to identify and evaluate different approaches to fare policy, structure, and collection technologies, with special consideration given to the customer benefits and challenges and equity concerns of each approach.<br />
<br />
Transit Cooperative Research Program. [http://www.trb.org/publications/tcrp/tcrp_rpt_95c12.pdf|"Transit Pricing and Fares: Traveler Response to Transportation System Changes."] 2004.<br />
: This document, a chapter in "TCRP Report 95: Traveler Response to Transportation System Changes," summarizes literature on ridership changes in response to different fare adjustments, including the introduction of variable fares and differentiating peak and off-peak fares. Few studies explore the relationship between transitioning to differential pricing and ridership levels.<br />
<br />
Nuworsoo, C. [http://www.uctc.net/access/26/Access%2026%20-%2005%20-%20Discounting%20Transit%20Passes.pdf|"Discounting Transit Passes."]2005. <br />
: This Access magazine article explores the benefits of discounted fare programs for groups and summarizes the outcomes of unlimited-ride pass programs in Berkeley and Denver.</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=Fare_pricing_and_reform&diff=1381Fare pricing and reform2013-05-08T19:13:08Z<p>Dzhao: </p>
<hr />
<div>[[Category:Finance and revenue]]<br />
[[Category:Market Response]]<br />
==Introduction==<br />
Most transit agencies employ largely flat fare systems, which charge the same price, regardless of time of day, distance or direction traveled, or quality of service. However, they do not reflect the actual costs of providing service, which constantly fluctuate throughout the day. Peak period operation, longer trip routes, and premium service all cost the agency more money to operate, as well as require more capital investments. Additionally, there is the issue of "cross-subsidization"; since flat fares do not distinguish between time, type, or distance of travel, transit users traveling shorter distances, during off-peak hours, and using non-premium services “cross-subsidize” riders on more expensive routes. There is a considerable body of research that argue in favor of flexible, differentiated fares. There are also other fare strategies that transit agencies can consider, such as using smartcard technology, eliminating fares altogether, or providing group fares or other discounts.<br />
<br />
===Differentiated Pricing===<br />
Differentiated fares are considered by many analysts to be more efficient, effective, and equitable. They better reflect the variable costs of transit service, encourage riders to travel when excess capacity is available, and subsidize all types of riders roughly equally. However, differentiated fares would be a radical departure from flat fares and many agencies are wary of potentially harming low-income and/or transit-dependent riders, not to mention wary of potential negative media attention. According to the American Public Transportation Association (APTA) in 2012, 23 percent of transit operators nationwide currently use distance-based pricing, and only 6 percent use time-based pricing. <ref> [http://www.apta.com/resources/statistics/pages/transitstats.aspx "2012 Transit Fact Book"] </ref> <br />
<br />
Transit agencies are understandably worried about losing riders if fares were based on distance traveled. However, distance-based fares could also attract new passengers for inexpensively priced short trips, whereas before they may have found $1.50 too much for a four block ride. Ridership gains and losses depend on many factors, and most transit agencies have not conducted market research on customer responses to fare reform; nevertheless, this suggests that there are ample opportunities to gain more information on the likely gains and losses that would accompany differentiated pricing.<br />
<br />
Additionally, recent technology has made it much more feasible to collect differentiated fares. [[Automated fare media]] such as electronic, magnetic stripe contact cards, smart cards, and even cell phones enable differential fare collection in a way that a paper based system cannot. Because automated fare media provide the technological base for more complex fare structures, agencies should consider the possibility of adopting different pricing structures in the future when making capital investments in fareboxes and turnstiles. This may eliminate or reduce expensive barriers to implementing differential pricing.<br />
<br />
*'''Los Angeles MTA Study'''<br />
:In 2010, Los Angeles Metro looked at the potential for time and distance-based fares for the MTA bus and rail system<ref>[http://media.metro.net/board/Items/2010/09_september/20100915OPItem10.pdf Evaluation of Time and Distance-Based Fare Policies]</ref>.<br />
<br />
:The time-based system would give riders a window of time during which subsequent boardings would not require payment. Transfer fees would be eliminated during that time period. A simple way to implement this would be to use the TAP cards, although the agency would have to look into additional hardware to vend receipts if it wanted to accommodate cash-paying riders as well. One important implication is this system would encourage riders to use the fastest services available, since they would be granted a narrow time window of free transfers. Base fares may have to be increased, since transfer fare revenues will be lost.<br />
<br />
:The distance-based system could apply to Rapid and Express buses, to heavy fail, or to all rail lines. Fares would be based on increments of distance, with corresponding fare zone boundaries identified for each route. While existing hardware and fare media could be used, the agency might have to install fare gates or hire additional people for fare enforcement. An overall concern with a distance-based system is some riders may choose slower, cheaper parallel services because they cannot afford to pay a premium fare.<br />
<br />
===Fare-Free Transit===<br />
Fare-free transit is a topic has recently been receiving more media attention. There are many advocates for fare-free transit, who argue that eliminating fares would lead to faster loading and unloading times, less confusion over fares, and lower administrative costs. People would also feel more motivated to use public transit. However, there are also many disadvantages to consider. Fareboxes can cover a considerable percentage of agencies' operating costs, which is especially true for larger agencies, and removing fareboxes would require some agencies to look for other funding. Past experiments with fare-free transit saw operating costs skyrocket as demand exceeded capacity, creating even larger revenue shortfalls. Additionally, some of the fare-free demonstrations experienced increases in vandalism and "hooliganism", which drove away many regular bus commuters. <ref name="Perone">[http://www.dot.state.fl.us/research-center/Completed_Proj/Summary_PTO/FDOT_BC137_38_FF_rpt.pdf Advantages and Disadvantages of Fare-Free Transit Policy] </ref><br />
<br />
Overall, the advantages of fare-free transit seem to be greater for smaller agencies or for limited portions of service. Smaller systems have a low farebox recovery, which might be canceled out by the cost of collection. For example, the transit system in Commerce, California is the oldest fare-free system, operating since 1962. They serve fewer than one million riders a year, and generally do not experience problem riders. <ref name="Perone"> </ref> Chapel Hill Transit, which has been fare-free since 2002, also had a low farebox recovery rate, at about 10 percent. The agency managed to cover the revenue gap with extra funding from the university and taxpayers of Chapel Hill and Carrboro. <ref>[http://www.theatlanticcities.com/commute/2013/03/how-free-transit-works-united-states/4887/ How Fare-Free Transit Works in the United States] </ref> Other important issues to consider when going fare-free are maintaining service quality, providing paratransit, and security. <br />
<br />
*'''San Francisco Muni Study'''<br />
:In 2008, San Francisco Muni conducted a study on the cost-effectiveness of a fare-free system. The study concluded that Muni would see increased operating expenses and capital investments, even though the costs of fare collection would be eliminated. Muni would need an additional $184 million a year for operations, as well as an additional $519 million to procure the vehicles, facilities, and infrastructure needed to accommodate the ridership increase. <br />
<br />
===Fares Based on Ability to Pay===<br />
The SFMTA is currently conducting a study on developing a fare system that takes into account passengers' ability to pay, rather than simply on their ages. The SFMTA does have a Lifeline pass program, which provides a 50 percent discount on the monthly pass for residents whose incomes are below 200% of the federal poverty level. However, fewer than 20,000 people use the Lifeline system, since it is burdensome and requires a lot of paperwork for all parties. <ref> [http://www.planetizen.com/node/59552 Bay Area Considers Basing Transit Fares on Need] </ref> The proposed fare system would ideally cut down on red tape and provide discounts for those in financial need.<br />
<br />
==References==<br />
<references/><br />
<br />
==Additional Reading==<br />
Cervero, Robert. [http://www.springerlink.com/index/r52126220g7t501.pdf| "Flat versus differentiated pricing: What's a fair fare?"] 1981. <br />
: Cervero explores the efficiency and equity of different pricing structure by comparing transit fares and the cost to provide service. He finds that flat fare structures generally result in short-distance, off-peak riders subsidizing long-distance, peak hour customers. A subscription is required to access this article.<br />
<br />
Transit Cooperative Research Program. [http://www.trb.org/publications/tcrp/tcrp_rpt-94.pdf|"Fare Policies, Structures, and Technologies: Update."] 2003. <br />
:The Federal Transit Administration commissioned this report to identify and evaluate different approaches to fare policy, structure, and collection technologies, with special consideration given to the customer benefits and challenges and equity concerns of each approach.<br />
<br />
Transit Cooperative Research Program. [http://www.trb.org/publications/tcrp/tcrp_rpt_95c12.pdf|"Transit Pricing and Fares: Traveler Response to Transportation System Changes."] 2004.<br />
: This document, a chapter in "TCRP Report 95: Traveler Response to Transportation System Changes," summarizes literature on ridership changes in response to different fare adjustments, including the introduction of variable fares and differentiating peak and off-peak fares. Few studies explore the relationship between transitioning to differential pricing and ridership levels.<br />
<br />
Nuworsoo, C. [http://www.uctc.net/access/26/Access%2026%20-%2005%20-%20Discounting%20Transit%20Passes.pdf|"Discounting Transit Passes."]2005. <br />
: This Access magazine article explores the benefits of discounted fare programs for groups and summarizes the outcomes of unlimited-ride pass programs in Berkeley and Denver.</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=Fare_pricing_and_reform&diff=1380Fare pricing and reform2013-05-08T19:07:02Z<p>Dzhao: Created page with "Category:Finance and revenue Category:Market Response ==Introduction== Most transit agencies employ largely flat fare systems, which charge the same price, regardless ..."</p>
<hr />
<div>[[Category:Finance and revenue]]<br />
[[Category:Market Response]]<br />
==Introduction==<br />
Most transit agencies employ largely flat fare systems, which charge the same price, regardless of time of day, distance or direction traveled, or quality of service. However, they do not reflect the actual costs of providing service, which constantly fluctuate throughout the day. Peak period operation, longer trip routes, and premium service all cost the agency more money to operate, as well as require more capital investments. Additionally, there is the issue of "cross-subsidization"; since flat fares do not distinguish between time, type, or distance of travel, transit users traveling shorter distances, during off-peak hours, and using non-premium services “cross-subsidize” riders on more expensive routes. There is a considerable body of research that argue in favor of flexible, differentiated fares. There are also other fare strategies that transit agencies can consider, such as using smartcard technology, eliminating fares altogether, or providing group fares or other discounts.<br />
<br />
===Differentiated Pricing===<br />
Differentiated fares are considered by many analysts to be more efficient, effective, and equitable. They better reflect the variable costs of transit service, encourage riders to travel when excess capacity is available, and subsidize all types of riders roughly equally. However, differentiated fares would be a radical departure from flat fares and many agencies are wary of potentially harming low-income and/or transit-dependent riders, not to mention wary of potential negative media attention. According to the American Public Transportation Association (APTA) in 2012, 23 percent of transit operators nationwide currently use distance-based pricing, and only 6 percent use time-based pricing. <ref> [http://www.apta.com/resources/statistics/pages/transitstats.aspx "2012 Transit Fact Book"] </ref> <br />
<br />
Transit agencies are understandably worried about losing riders if fares were based on distance traveled. However, distance-based fares could also attract new passengers for inexpensively priced short trips, whereas before they may have found $1.50 too much for a four block ride. Ridership gains and losses depend on many factors, and most transit agencies have not conducted market research on customer responses to fare reform; nevertheless, this suggests that there are ample opportunities to gain more information on the likely gains and losses that would accompany differentiated pricing.<br />
<br />
Additionally, recent technology has made it much more feasible to collect differentiated fares. [[Automated fare media]] such as electronic, magnetic stripe contact cards, smart cards, and even cell phones enable differential fare collection in a way that a paper based system cannot. Because automated fare media provide the technological base for more complex fare structures, agencies should consider the possibility of adopting different pricing structures in the future when making capital investments in fareboxes and turnstiles. This may eliminate or reduce expensive barriers to implementing differential pricing.<br />
<br />
*'''Los Angeles MTA Study'''<br />
:In 2010, Los Angeles Metro looked at the potential for time and distance-based fares for the MTA bus and rail system<ref>[http://media.metro.net/board/Items/2010/09_september/20100915OPItem10.pdf Evaluation of Time and Distance-Based Fare Policies]</ref>.<br />
<br />
:The time-based system would give riders a window of time during which subsequent boardings would not require payment. Transfer fees would be eliminated during that time period. A simple way to implement this would be to use the TAP cards, although the agency would have to look into additional hardware to vend receipts if it wanted to accommodate cash-paying riders as well. One important implication is this system would encourage riders to use the fastest services available, since they would be granted a narrow time window of free transfers. Base fares may have to be increased, since transfer fare revenues will be lost.<br />
<br />
:The distance-based system could apply to Rapid and Express buses, to heavy fail, or to all rail lines. Fares would be based on increments of distance, with corresponding fare zone boundaries identified for each route. While existing hardware and fare media could be used, the agency might have to install fare gates or hire additional people for fare enforcement. An overall concern with a distance-based system is some riders may choose slower, cheaper parallel services because they cannot afford to pay a premium fare.<br />
<br />
===Fare-Free Transit===<br />
Fare-free transit is a topic has recently been receiving more media attention. There are many advocates for fare-free transit, who argue that eliminating fares would lead to faster loading and unloading times, less confusion over fares, and lower administrative costs. People would also feel more motivated to use public transit. However, there are also many disadvantages to consider. Fareboxes can cover a considerable percentage of agencies' operating costs, which is especially true for larger agencies, and removing fareboxes would require some agencies to look for other funding. Past experiments with fare-free transit saw operating costs skyrocket as demand exceeded capacity, creating even larger revenue shortfalls. Additionally, some of the fare-free demonstrations experienced increases in vandalism and "hooliganism", which drove away many regular bus commuters. <ref name="Perone">[http://www.dot.state.fl.us/research-center/Completed_Proj/Summary_PTO/FDOT_BC137_38_FF_rpt.pdf Advantages and Disadvantages of Fare-Free Transit Policy] </ref><br />
<br />
<br />
Overall, the advantages of fare-free transit seem to be greater for smaller agencies or for limited portions of service. Smaller systems have a low farebox recovery, which might be canceled out by the cost of collection. For example, the transit system in Commerce, California is the oldest fare-free system, operating since 1962. They serve fewer than one million riders a year, and generally do not experience problem riders. <ref name="Perone"> </ref> Chapel Hill Transit, which has been fare-free since 2002, also had a low farebox recovery rate, at about 10 percent. The agency managed to cover the revenue gap with extra funding from the university and taxpayers of Chapel Hill and Carrboro. <ref>[http://www.theatlanticcities.com/commute/2013/03/how-free-transit-works-united-states/4887/ How Fare-Free Transit Works in the United States] </ref> Other important issues to consider when going fare-free are maintaining service quality, providing paratransit, and security. <br />
<br />
*'''San Francisco Muni Study'''<br />
:In 2008, San Francisco Muni conducted a study on the cost-effectiveness of a fare-free system. The study concluded that Muni would see increased operating expenses and capital investments, even though the costs of fare collection would be eliminated. Muni would need an additional $184 million a year for operations, as well as an additional $519 million to procure the vehicles, facilities, and infrastructure needed to accommodate the ridership increase. <br />
<br />
===Fares Based on Ability to Pay===<br />
The SFMTA is currently conducting a study on developing a fare system that takes into account passengers' ability to pay, rather than simply on their ages. The SFMTA does have a Lifeline pass program, which provides a 50 percent discount on the monthly pass for residents whose incomes are below 200% of the federal poverty level. However, fewer than 20,000 people use the Lifeline system, since it is burdensome and requires a lot of paperwork for all parties. <ref> [http://www.planetizen.com/node/59552 Bay Area Considers Basing Transit Fares on Need] </ref> The proposed fare system would ideally cut down on red tape and provide discounts for those in financial need.<br />
<br />
==References==<br />
<references/><br />
<br />
==Additional Reading==<br />
Cervero, Robert. [http://www.springerlink.com/index/r52126220g7t501.pdf| "Flat versus differentiated pricing: What's a fair fare?"] 1981. <br />
: Cervero explores the efficiency and equity of different pricing structure by comparing transit fares and the cost to provide service. He finds that flat fare structures generally result in short-distance, off-peak riders subsidizing long-distance, peak hour customers. A subscription is required to access this article.<br />
<br />
Transit Cooperative Research Program. [http://www.trb.org/publications/tcrp/tcrp_rpt-94.pdf|"Fare Policies, Structures, and Technologies: Update."] 2003. <br />
:The Federal Transit Administration commissioned this report to identify and evaluate different approaches to fare policy, structure, and collection technologies, with special consideration given to the customer benefits and challenges and equity concerns of each approach.<br />
<br />
Transit Cooperative Research Program. [http://www.trb.org/publications/tcrp/tcrp_rpt_95c12.pdf|"Transit Pricing and Fares: Traveler Response to Transportation System Changes."] 2004.<br />
: This document, a chapter in "TCRP Report 95: Traveler Response to Transportation System Changes," summarizes literature on ridership changes in response to different fare adjustments, including the introduction of variable fares and differentiating peak and off-peak fares. Few studies explore the relationship between transitioning to differential pricing and ridership levels.<br />
<br />
Nuworsoo, C. [http://www.uctc.net/access/26/Access%2026%20-%2005%20-%20Discounting%20Transit%20Passes.pdf|"Discounting Transit Passes."]2005. <br />
: This Access magazine article explores the benefits of discounted fare programs for groups and summarizes the outcomes of unlimited-ride pass programs in Berkeley and Denver.</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=Premium_private_transit&diff=1376Premium private transit2013-05-06T07:19:34Z<p>Dzhao: /* Additional Reading */</p>
<hr />
<div>[[Category:Market Response]]<br />
==Introduction==<br />
Historically, workers have lived in suburban locations and commuted to the city for work, but Silicon Valley sees the reverse. Many knowledge workers tend to be young, educated, and in search of an urban lifestyle; they prefer to reside in the city and commute to the suburbs where the large technology companies are based. While the employees used to organize unofficial carpools and vanpools, now the tech companies manage full-fledged fleets to transport their workers over 30 miles to the job sites. The companies with the most active shuttle routes include Google, Apple, Facebook, Electronic Arts, Yahoo and eBay; the companies don't release ridership or frequency data, but according to a project by Stamen Design, these shuttles transport roughly 35% of the number of passengers that Caltrans moves each day <ref> [http://stamen.com/zero1/ The City from the Valley ]</ref>.<br />
[[Image:Googlebus.jpg|right|thumb|350px|Google shuttle bus]]<br />
<br />
The buses tend to be fairly nondescript, and are described as comfortable and quiet inside. They all have wireless internet, which allows employees to start working during the commute <ref name="two"> [http://nymag.com/daily/intelligencer/2012/12/silicon-valleys-exclusive-shuttles.html The Commuter Kings: Riding Along on Silicon Valley's Exclusive Shuttles] </ref><br />
<br />
==Traffic and Environmental Impacts==<br />
The San Francisco County Transportation Authority estimated that the private shuttles save a net 28.7 million VMT and replace roughly 757,000 single-passenger car trips. <ref name="two"></ref> <br />
*Google operates a fleet of about 95 private buses serving 35 routes in seven counties, and they recently incorporated double decker buses into their fleet. <ref> [http://www.siliconvalley.com/mr-roadshow/ci_22800848/google-and-other-high-tech-company-buses-packing Google and other high-tech companies packing in riders.] </ref> The company's transportation program includes biodiesel engines and solar-powered charging stations.<br />
*Between 40 to 47% of Facebook's employees use alternative transportation, which includes their six shuttle routes.<br />
*Apple estimates that its various shuttle, transit subsidy and carpool programs have taken the equivalent of 4,500 cars off the road, according to its 2008 Environmental Update. <ref> [http://sf.streetsblog.org/2009/08/05/employee-shuttles-finding-their-place-in-sfs-complex-transit-system/ Employee Shuttles Finding Their Place in SF's Complex Transit System] </ref> <br />
<br />
[[File:Siliconvalleybuses.gif|right|thumb|350px|Map of Silicon Valley bus routes]]<br />
<br />
==Public Perceptions==<br />
Relations with San Francisco Muni have been tense, as the large private shuttles occupy more than 200 boarding sites across the city. <ref name="three">[http://www.sfexaminer.com/local/transportation/2013/01/new-loading-zone-proposed-van-ness-avenue-ease-issues-private-shuttles- New loading zone proposed]</ref> Although transit officials acknowledge the private shuttles help take cars off the road, they are pushing for more regulation. The shuttles often pick up workers at Muni bus stops, which creates delays for public transit riders, and neighborhood residents complain about the large buses on their streets. SFMTA is beginning to address the issue, by dedicating new loading zones away from existing transit stops and proposing a fee on the companies that use them. <ref name="three"> </ref> Additionally, some criticize the shuttles for competing directly with public transit. However, neither the employers and employees live close to the Caltrain commuter line, and passengers are unwilling to make several transfers and to wait for the train's infrequent service. <ref> [http://www.humantransit.org/2012/10/the-silicon-valley-shuttles-revealed.html The Silicon Valley Shuttles Revealed.] </ref><br />
<br />
Many view the private transportation system negatively, accusing it of contributing to gentrification. Real estate seems to have been affected, with even low value homes selling at a premium because of their proximity to a private shuttle stop <ref> [http://www.theatlanticcities.com/commute/2012/12/are-silicon-valleys-employee-shuttles-bad-san-francisco/4266/ Are Silicon Valley's Employee Shuttles Bad for San Francisco?] </ref><br />
<br />
==Integrating Private Shuttles into the Transportation System==<br />
===SFCTA Strategic Analysis Report===<br />
San Francisco has seen significant growth in shuttle operations, most of which are private, employer-operated buses. SFCTA issued a report that analyzed the role of private shuttles in the transportation system. Although the buses are legal under the CPUC, field work noted that private shuttle can come into conflict with Muni operations or they violate restricted parking areas. Surveys with community members and shuttle passengers identified areas of concern, such as the vehicles' large sizes, localized pollution and noise, and vehicle anonymity (making it difficult to report complaints). However, the report also notes that shuttle operations have positive impacts, many of which are complementary to transit. Private shuttles not only help reduce VMT and car ownership, they can also improve employees' productivity and quality of life.<br />
<br />
The key findings of the benefits/impacts analysis were:<br />
*Significant regional benefits, but with localized impacts, such as improper use of curbs and idling.<br />
*There is evidence that motor coach vehicle size and weighting are not ideal for some streets.<br />
*The public would benefit from a point-of-contact for inquires, feedback, and complaints.<br />
*The extent of issues and growth of shuttles indicates long-term need for shuttle planning, coordination, and management.<br />
<br />
Other cities are also working on ways to allocate scarce curb space. Possible policy solutions can be to implement shared bus stops, create dedicated shuttle zones, and sharing bus parking facilities. Additionally, employers in South of Market have begun to explore consolidation of their shuttle services to reduce costs and redundancy, but there are barriers due to the complexity of negotiating service parameters, cost-sharing, new entrants, and governance among several firms. However, there currently are several models in the Bay Area where multiple shuttle providers coordinated resources to provide a circulator shuttle service.<br />
<br />
Finally, the report made several recommendations for better integrating shuttle operations with the existing transportation system:<br />
*Create a "Muni Partners" program, which would formalize and streamline coordination between the shuttle industry and SFMTA. The authors recommend a fee structure for members of the program in order to cover curb management and facilities fees.<br />
*Set clear policy objectives to ensure safety and complementary interactions with transit and other road users<br />
*Work with potential new entrants to the shuttle market to foster development of support for broader transportation sector goals, e.g. congestion management<br />
*Create needed facilities to accommodate existing shuttle operations<br />
<br />
==References==<br />
<references/><br />
<br />
==Additional Reading==<br />
San Francisco County Transportation Authority. [http://www.sfcta.org/sites/default/files/content/Planning/Shuttles/Final_SAR_08-09_2_Shuttles_062811.pdf "Strategic Analysis Report: The Role of Shuttle Services in San Francisco's Transportation System"]. (2011).<br />
: The San Francisco County Transportation Authority released a report which analyzed the impacts of private shuttles in the transportation network.<br />
California Center for Innovative Transportation. [http://cdm15025.contentdm.oclc.org/cdm/ref/collection/p266401coll4/id/4558 “Privately-Provided Commuter Bus Services”]. (2010).<br />
: The CCIT report also analyzed the impacts of regional shuttles in San Francisco.<br />
Stamen Design. [http://stamen.com/zero1/ "The City from the Valley"']. (2012).<br />
: Stamen Design created a map of the shuttle buses; their process of tracking the buses is outlined here.</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=General_Transit_Feed_Specification&diff=1375General Transit Feed Specification2013-05-06T01:22:38Z<p>Dzhao: /* Applications Based on GTFS */</p>
<hr />
<div>[[Category:Technology]]<br />
==Introduction==<br />
The General Transit Feed Specification (GTFS) defines a common format for public transportation schedules and associated geographic information.<br />
The format was developed in 2005, when Trimet in Portland, Oregon began working with Google on incorporating transit agency data in their trip planners.<ref>[http://sf.streetsblog.org/2010/01/05/how-google-and-portlands-trimet-set-the-standard-for-open-transit-data/How Google and Portland’s TriMet Set the Standard for Open Transit Data] </ref> They came up with Google Transit Feed Specification, which was easily maintainable and could be imported into Google Maps. Google offered their trip planning services for free to any agency that formatted and maintained their transit data in that format, later to become called General Transit Feed Specification. Now, GTFS has become the most popularly-used data format in the world, with increasing numbers of agencies choosing to share their transit data with the public.<br />
[[Image:GTFS.jpg|thumb|right|350px|A GTFS dataset from a transit agency, showing the schedules, routes, and shapes files. Dataset from San Francisco BART.]]<br />
GTFS "feeds" allow public transit agencies to publish their transit data and developers to use that data to write applications. The feeds are represented in a series of text files that are compressed into a ZIP file, and include information such as fixed-route schedules, routes, and bus stop data. Many transit agencies have created and published GTFS data with the primary purpose being integration with Google Maps. However, GTFS data can used by a variety of third-party software applications for many purposes, such as trip planning, ridesharing, and mobile applications.<br />
<br />
==The Many Uses of GTFS Data--A Summary==<br />
"The Many Uses of GTFS Data", published by Antrim and Barbeau (2013), provides an overview of the GTFS opportunities for transit agencies and describes many different uses and benefits that can assist agencies in maximizing their investment in GTFS data.<br />
<br />
===Creating and Maintaining a GTFS Dataset===<br />
Transit agencies must choose between formatting a GTFS dataset in-house or outsourcing the task. The datasets have to be updated when there are schedule changes, and since major transit agencies update their schedules several times a year, some agencies might find greater benefits to outsourcing. If agencies choose to outsource, the cost per route ranges from $200 to $500, depending on the complexity of the route and availability of existing route data. <ref> [http://www.dot.ca.gov/hq/MassTrans/Docs-Pdfs/CoordinatedPlng/google.feasibility.study.pdf Northern California Google Transit Feasibility Study] </ref><br />
<br />
===Disseminating GTFS Data===<br />
Some agencies have chosen to share their transit data with select vendors such as Google Transit. They are typically concerned with legal exposure due to the lack of accuracy of data, loss of control of agency brand, and loss of control of dissemination of transit service information. However, many others feel the benefits of open transit data outweigh the risks, since developers can screen-scrape agency websites, which is not ideal for either party. Currently, over 200 transit agencies in the United States have chosen to openly share their GTFS data. <ref> [http://www.citygoround.org/agencies/ City-Go-Round] </ref><br />
<br />
The Google Transit Partner Program allows public transportation agencies to provide schedules and geographic information to Google Maps and other Google applications that show transit information. The website provides instructions for agencies just starting the GTFS sharing process and gives suggestions on how to create high-quality feeds. <ref> [http://maps.google.com/help/maps/mapcontent/transit/index.html Google Transit Partner Program] </ref> For agencies that wish to make their data available to everyone, they can share the feeds on websites such as GTFS Data Exchange, which was designed to help developers and transit agencies efficiently share and retrieve GTFS data. <ref> [http://www.gtfs-data-exchange.com/ GTFS Data Exchange] </ref><br />
<br />
===Applications Based on GTFS===<br />
The following are just a few examples of the types of applications and names of existing application that use GTFS.<br />
*'''Trip planning and maps'''<br />
:Google Maps is currently implemented for most transit agencies that publish GTFS. Other examples of trip planning applications are Bing Maps and OpenTripPlanner.<br />
*'''Timetable creation'''<br />
:Timetable Publisher is free, open-source software that creates timetables in both HTML and PDF formats. TriMet in Portland, Oregon uses TimeTable Publisher to create all its timetables, as does Hampton Roads Transit in the south-eastern Virginia area.<br />
*'''Data visualization'''<br />
:WalkScore is a website that helps people quantify “walkability” of an area by showing the nearby amenities within walking distance. The website also has a Transit Score, that rates how well an address is served by public transportation.<br />
*'''Accessibility'''<br />
:The Travel Assistant Device (TAD) is designed for sight-impaired or intellectually-disabled passengers. Phones with the application installed give audio and vibrating alerts when it is time for the passenger to pull the stop cord and alight from the bus<br />
*'''Real-time transit information'''<br />
:Newer formats, such as GTFS-realtime and [http://bustime.mta.info/wiki/Developers/SIRIIntro SIRI], can be added as an extension to a basic GTFS format so transit agencies can share [[real-time information]]. NextBus is a vendor that provides real-time transit information in many cities, such as for the Los Angeles Metro.<br />
<br />
==References==<br />
<references/><br />
<br />
==Additional Reading==<br />
Shasta County Regional Transportation Planning Agency. [http://www.dot.ca.gov/hq/MassTrans/Docs-Pdfs/CoordinatedPlng/google.feasibility.study.pdf "Northern California Google Transit Feasibility Study."]. (2009).<br />
:The Shasta RTPA led a study on the feasibility of integrating small-urban and rural public transit service schedules and geographic information with Google Transit. The study makes recommendations on how Google Transit can be improved to address the needs of small rural agencies.<br />
<br />
Florida Department of Transportation. [http://www.locationaware.usf.edu/wp-content/uploads/2013/04/SunRail-Electronic-Trip-Planning-Study-Final-Report.pdf "SunRail Electronic Trip Planning Study Final Report"] (2013).<br />
:This report was prepared for the FDOT in advance of their SunRail launch; it analyzes various online trip planning options for SunRail to consider, and includes a section on GTFS's benefits, risks, and applications.</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=Life-cycle_assessment_of_transit&diff=1356Life-cycle assessment of transit2013-04-24T00:01:05Z<p>Dzhao: </p>
<hr />
<div>[[Category:Transit's Low-Carbon Role]]<br />
==Introduction==<br />
Life-cycle assessment (LCA) is a technique to assess environmental impacts associated with all the stages of a product's life. For transportation, this would include energy consumption and emissions for vehicle, infrastructure, and energy productions components, beginning with material extraction and processing all the way through use and maintenance.<br />
<br />
Public transportation systems are often part of strategies to reduce urban environmental impacts, which can be seen in the goals of California's [[Transit and SB 375|SB 375]]. However, comprehensive energy and environmental impacts are rarely considered. While many transit agencies will often market their contributions to reductions in auto trips or carbon monoxide emissions, vehicles don't exist in isolation, but rather require a large and complex system to support their operations. A LCA approach is especially important for new mass transit systems that produce large upfront impacts for long-run benefits, but to date, few studies examine the life-cycle costs and benefits of deploying transit. <br />
<br />
==LCA of Los Angeles' Orange and Gold Lines==<br />
While it is difficult to assess LCA for transportation, a recent study on Los Angeles' transit systems show that when infrastructure, vehicle production, and energy production are taken into account, the environmental footprints of different transit modes increase significantly (Chester, 2013). The study looks at the Orange Line [[bus rapid transit]] (BRT) and the Gold Line light rail (LRT); the following summarizes the findings.<br />
<br />
===The Orange and Gold Lines===<br />
The Orange Line BRT is an 18 mile dedicated right-of-way running east–west through the San Fernando Valley. The Orange BRT buses, which LA Metro expects to last 15 years, are manufactured in Hungary, assembled in Alabama, and then driven to LA. The 17 miles of dedicated busway consists of roughly 13 miles of asphalt and 4 miles of concrete surface layers, and the initial construction of the right-of-way does not create significant environmental impacts; the payback for GHGs is almost immediate. <br />
<br />
The Gold Line LRT consists of 19.7 miles running from downtown LA to east LA and Pasadena. There are currently 21 stations, and 2,300 parking spaces across nine stations. The Gold Line trains are manufactured in Italy and shipped by ocean vessel to LA. The trains consume approximately 10 kWh of electricity per vehicle mile traveled, which is important to consider since 39% of LADWP electricity is currently produced from coal; there will probably be increasing regional respiratory impacts in the near-term. Additionally, the heavy use of concrete for Gold line tracks results in significant CO2, VOC, and PM2:5 releases during cement and concrete production. The study estimates payback to begin 30-60 years after operations have begun.<br />
<br />
===Comparisons with Cars===<br />
The study looks at auto trips that would have substituted the Gold and Orange lines, had they not existed. In the near-term, both the Orange BRT and Gold LRT lines can be expected to achieve lower energy and GHG impacts per PMT than emerging 35 mpg cars. Vehicle operations constitute the majority of life-cycle effects, which are local; in contrast, vehicle manufacturing and energy production produce significant non-local environmental impacts. In the long-term, automobile fuel economy gains, reduced emission buses, and non-coal powered electricity will have the greatest impacts on passenger transportation energy use and GHG emissions in LA. <br />
<br />
==LCA of California's High Speed Rail==<br />
California is planning to spend $40 billion to build a high speed rail (HSR) system from San Diego to Sacramento. With increased concern for energy use and climate change, the HSR is often touted as less energy-intensive and GHG-emitting than cars, heavy rail, and aircraft. However, the calculations for energy consumption, greenhouse gas emissions, and other emissions typically only consider vehicle operations. Additionally, there is great uncertainty about future ridership levels. Taking ridership uncertainty and life-cycles into account yields drastically different estimates about the energy efficiency of different transportation modes. <ref name=Chester&Horvath> [http://www.uctc.net/access/37/access37_assessing_hsr.shtml Life-Cycle Environmental Assessment of California High Speed Rail] </ref><br />
[[File:LCA.jpg|thumb|center|400px|The figure shows the energy and emissions assessment of various travel modes. Calculations include not only operations, but also vehicle manufacturing, infrastructure construction and energy production. Graph by Chester and Horvath (2010).]]<br />
<br />
For example, light rail with 90 percent occupancy would compare favorably with just about any other mode if only the energy and emissions of operations were considered. However, building the infrastructure and producing the fuel would double the energy intensity of light rail. Furthermore, if occupancy assumptions were lowered to only 10 percent full, as opposed to 90 percent, then light rail becomes less environmentally beneficial than a gasoline sedan with a solo driver <ref name=Chester&Horvath> </ref> Additionally, while carbon emissions could be lowered in the long run, sulfur dioxide emissions will remain a problem unless California's energy portfolio changes to include cleaner sources. <ref name=Chester&Horvath> </ref><br />
<br />
Perhaps one of the most important conclusions drawn from LCA is investments in HSR or other transit modes do not automatically generate benefits. Utilization is a critical factor; the larger the shift the quicker the payback, which should be considered for time-specific environmental goals. While one transportation mode may outperform the others at their average occupancies, there are many ridership levels where this may not be the case.<br />
<br />
==References==<br />
<references/><br />
<br />
==Additional Readings==<br />
Mikhail Chester. [http://iopscience.iop.org/1748-9326/8/1/015041/pdf/1748-9326_8_1_015041.pdf "Infrastructure and automobile shifts: positioning transit to reduce life-cycle environmental impacts for urban sustainability goals". (2013).<br />
:This study uses LA's Orange and Gold lines as a case study to calculate transit's near-term and long-term life-cycle impact assessments.<br />
<br />
Mikhail Chester and Arpad Horvath. [http://iopscience.iop.org/1748-9326/5/1/014003/fulltext/ "Life-cycle assessment of high-speed rail: the case of California"] (2010).<br />
:The considerable investment in California high-speed rail has been debated for some time and now includes the energy and environmental tradeoffs. Most studies only consider vehicle operations, but this report also includes indirect effects from vehicle, infrastructure, and fuel components.</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=Life-cycle_assessment_of_transit&diff=1355Life-cycle assessment of transit2013-04-24T00:00:25Z<p>Dzhao: Created page with "Transit's Low-Carbon Role ==Introduction== Life-cycle assessment (LCA) is a technique to assess environmental impacts associated with all the stages of a product's life. F..."</p>
<hr />
<div>[[Transit's Low-Carbon Role]]<br />
==Introduction==<br />
Life-cycle assessment (LCA) is a technique to assess environmental impacts associated with all the stages of a product's life. For transportation, this would include energy consumption and emissions for vehicle, infrastructure, and energy productions components, beginning with material extraction and processing all the way through use and maintenance.<br />
<br />
Public transportation systems are often part of strategies to reduce urban environmental impacts, which can be seen in the goals of California's [[Transit and SB 375|SB 375]]. However, comprehensive energy and environmental impacts are rarely considered. While many transit agencies will often market their contributions to reductions in auto trips or carbon monoxide emissions, vehicles don't exist in isolation, but rather require a large and complex system to support their operations. A LCA approach is especially important for new mass transit systems that produce large upfront impacts for long-run benefits, but to date, few studies examine the life-cycle costs and benefits of deploying transit. <br />
<br />
==LCA of Los Angeles' Orange and Gold Lines==<br />
While it is difficult to assess LCA for transportation, a recent study on Los Angeles' transit systems show that when infrastructure, vehicle production, and energy production are taken into account, the environmental footprints of different transit modes increase significantly (Chester, 2013). The study looks at the Orange Line [[bus rapid transit]] (BRT) and the Gold Line light rail (LRT); the following summarizes the findings.<br />
<br />
===The Orange and Gold Lines===<br />
The Orange Line BRT is an 18 mile dedicated right-of-way running east–west through the San Fernando Valley. The Orange BRT buses, which LA Metro expects to last 15 years, are manufactured in Hungary, assembled in Alabama, and then driven to LA. The 17 miles of dedicated busway consists of roughly 13 miles of asphalt and 4 miles of concrete surface layers, and the initial construction of the right-of-way does not create significant environmental impacts; the payback for GHGs is almost immediate. <br />
<br />
The Gold Line LRT consists of 19.7 miles running from downtown LA to east LA and Pasadena. There are currently 21 stations, and 2,300 parking spaces across nine stations. The Gold Line trains are manufactured in Italy and shipped by ocean vessel to LA. The trains consume approximately 10 kWh of electricity per vehicle mile traveled, which is important to consider since 39% of LADWP electricity is currently produced from coal; there will probably be increasing regional respiratory impacts in the near-term. Additionally, the heavy use of concrete for Gold line tracks results in significant CO2, VOC, and PM2:5 releases during cement and concrete production. The study estimates payback to begin 30-60 years after operations have begun.<br />
<br />
===Comparisons with Cars===<br />
The study looks at auto trips that would have substituted the Gold and Orange lines, had they not existed. In the near-term, both the Orange BRT and Gold LRT lines can be expected to achieve lower energy and GHG impacts per PMT than emerging 35 mpg cars. Vehicle operations constitute the majority of life-cycle effects, which are local; in contrast, vehicle manufacturing and energy production produce significant non-local environmental impacts. In the long-term, automobile fuel economy gains, reduced emission buses, and non-coal powered electricity will have the greatest impacts on passenger transportation energy use and GHG emissions in LA. <br />
<br />
==LCA of California's High Speed Rail==<br />
California is planning to spend $40 billion to build a high speed rail (HSR) system from San Diego to Sacramento. With increased concern for energy use and climate change, the HSR is often touted as less energy-intensive and GHG-emitting than cars, heavy rail, and aircraft. However, the calculations for energy consumption, greenhouse gas emissions, and other emissions typically only consider vehicle operations. Additionally, there is great uncertainty about future ridership levels. Taking ridership uncertainty and life-cycles into account yields drastically different estimates about the energy efficiency of different transportation modes. <ref name=Chester&Horvath> [http://www.uctc.net/access/37/access37_assessing_hsr.shtml Life-Cycle Environmental Assessment of California High Speed Rail] </ref><br />
[[File:LCA.jpg|thumb|center|400px|The figure shows the energy and emissions assessment of various travel modes. Calculations include not only operations, but also vehicle manufacturing, infrastructure construction and energy production. Graph by Chester and Horvath (2010).]]<br />
<br />
For example, light rail with 90 percent occupancy would compare favorably with just about any other mode if only the energy and emissions of operations were considered. However, building the infrastructure and producing the fuel would double the energy intensity of light rail. Furthermore, if occupancy assumptions were lowered to only 10 percent full, as opposed to 90 percent, then light rail becomes less environmentally beneficial than a gasoline sedan with a solo driver <ref name=Chester&Horvath> </ref> Additionally, while carbon emissions could be lowered in the long run, sulfur dioxide emissions will remain a problem unless California's energy portfolio changes to include cleaner sources. <ref name=Chester&Horvath> </ref><br />
<br />
Perhaps one of the most important conclusions drawn from LCA is investments in HSR or other transit modes do not automatically generate benefits. Utilization is a critical factor; the larger the shift the quicker the payback, which should be considered for time-specific environmental goals. While one transportation mode may outperform the others at their average occupancies, there are many ridership levels where this may not be the case.<br />
<br />
==References==<br />
<references/><br />
<br />
==Additional Readings==<br />
Mikhail Chester. [http://iopscience.iop.org/1748-9326/8/1/015041/pdf/1748-9326_8_1_015041.pdf "Infrastructure and automobile shifts: positioning transit to reduce life-cycle environmental impacts for urban sustainability goals". (2013).<br />
:This study uses LA's Orange and Gold lines as a case study to calculate transit's near-term and long-term life-cycle impact assessments.<br />
<br />
Mikhail Chester and Arpad Horvath. [http://iopscience.iop.org/1748-9326/5/1/014003/fulltext/ "Life-cycle assessment of high-speed rail: the case of California"] (2010).<br />
:The considerable investment in California high-speed rail has been debated for some time and now includes the energy and environmental tradeoffs. Most studies only consider vehicle operations, but this report also includes indirect effects from vehicle, infrastructure, and fuel components.</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=File:LCA.jpg&diff=1354File:LCA.jpg2013-04-23T17:51:10Z<p>Dzhao: The figure shows the energy and emissions assessment of various travel modes. Calculations include not only operations, but also vehicle manufacturing, infrastructure construction and energy production. Graph by Chester and Horvath (2010).</p>
<hr />
<div>The figure shows the energy and emissions assessment of various travel modes. Calculations include not only operations, but also vehicle manufacturing, infrastructure construction and energy production. Graph by Chester and Horvath (2010).</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=Transit-oriented_development&diff=1348Transit-oriented development2013-04-19T06:04:54Z<p>Dzhao: </p>
<hr />
<div>[[Category:Investment and planning]]<br />
=Introduction=<br />
By definition, transit-oriented development (TOD) and public transit complement one another. The California Department of Transportation defines transit-oriented development this way:<br />
<blockquote><br />
: “Transit-Oriented Development (TOD) is moderate to higher density development, located within an easy walk of a major transit stop, generally with a mix of residential, employment, and shopping opportunities designed for pedestrians without excluding the auto. TOD can be new construction or redevelopment of one or more buildings whose design and orientation facilitate transit use.”<ref>California Department of Transportation. [http://www.dot.ca.gov/hq/MassTrans/tod.html “Transit-Oriented Development.”] 2010.</ref><br />
</blockquote><br />
Note that the ‘transit’ in transit-oriented development can be any type of public transit, including light rail or [[bus rapid transit]]. The State of California took a major step toward promoting transit-oriented development when it enacted the Transit Village Development Planning Act in 1994. The Act gives local governments the flexibility to change land use around transit stations- such as offering density bonuses and reduced parking requirements to developers.<ref>California Department of Transportation. [http://www.dot.ca.gov/hq/MassTrans/tod.html “Transit-Oriented Development.”] 2010.</ref><br />
<br />
Transit oriented development along existing routes can be a cost-effective way to increase ridership. A TOD can create additional demand for the transit service with only an incremental increase in operations costs to avoid crowding on peak trips. <br />
<br />
[[Image:SF_TOD.jpg|right|thumb|350px|San Francisco's transit-oriented development at 4th & King. Photo by Flickr user LA Wad.]]<br />
<br />
=Key Components=<br />
==Mixed Use==<br />
Caltrans recommends a mix of uses in TODs - housing, and places for shopping and spending time, alongside transit.<br />
<br />
==Pedestrian Access==<br />
Transit-oriented developments must make using transit convenient and attractive for both residents of those developments and people accessing the stations from other areas, as well. <br />
==Design Elements==<br />
Transit-oriented developments should be welcoming and attractive to pedestrians and transit riders. This means they should be designed at a human scale and should fit into the surrounding neighborhood. While design is important for the area around a TOD, Cervero finds that design affects ridership far less than proximity of one's home and place of employment to transit stations.<ref>Cervero, Robert. [[media:Cervero_TOD.pdf|"Transit-oriented development's ridership bonus: A product of self-selection and public policies."]] 2007.</ref><br />
<br />
=Benefits=<br />
Transit-oriented development is seen as a useful tool for managing the high rate of expected population growth in California and across the country. By encouraging development patterns that allow for more trips to be made on foot and by transit, TOD can reduce emissions, vehicle miles traveled, and the proportion of households’ budget devoted to transportation. Importantly for transit providers, by increasing the density of activity around transit lines, TOD can increase ridership by up to 40 percent, according to one Caltrans study. Cervero, though, cautions us not to overestimate the effects of TOD on ridership because often the people who would choose to live in a TOD are self-selecting and would be transit riders regardless.<ref>Cervero, Robert. [[media:Cervero_TOD.pdf|"Transit-oriented development's ridership bonus: A product of self-selection and public policies."]] 2007.</ref> Dense transit-oriented development can also help reduce transit providers’ operating costs. This is true especially when compared to suburban, low-density development that increases the vehicle miles necessary for serving customers in those areas.<ref>California Department of Transportation. [http://www.dot.ca.gov/hq/MassTrans/tod.html “Transit-Oriented Development.”] 2010.</ref><br />
<br />
=Challenges=<br />
In some places, local zoning policy is ill-equipped to handle dense development around transit, so TOD developers often need to obtain variances to develop at high densities. Further challenges to creating transit-oriented developments include minimum parking requirements and neighborhood opposition to dense development based on the possible future traffic generated by them. Both of these problems point to the assumption that, although TODs are oriented toward transit use, they must also accommodate cars in the same ways that low-density developments do. However, households in TODs are twice as likely not to own a car as comparable households not located in a TOD. Additionally, minimum parking requirements may create a heavy financial burden for developers. <ref>California Department of Transportation. [http://www.dot.ca.gov/hq/MassTrans/tod.html “Transit-Oriented Development.”] 2010.</ref><br />
<br />
Financial challenges are also a problem for developers and transit agencies in creating TODs. Transit-oriented developments are mixed use by definition, but some lenders have difficulty accurately assessing the feasibility of a variety of uses in a single development. The design-intensive process of creating an appealing TOD also adds to the cost, along with the time and resources required to assemble enough land to support a large number of residences and other uses.<ref>Federal Transit Administration. [[media:TOD_Lessons_Learned.pdf|"Transit Oriented Development Lessons Learned."]] 2005.</ref><br />
<br />
=References=<br />
<references/><br />
<br />
=Additional Reading=<br />
<br />
Transit Cooperative Research Program. [[media:TCRP_TOD_Report.pdf|“Effects of TOD on Housing, Parking, and Travel.”]] 2008.<br />
: Sponsored by the Federal Transit Administration, this 2008 TCRP report on transit-oriented development specifically analyzes the evidence on the effect that TODs have on travel behavior and auto ownership. <br />
<br />
California Department of Transportation. [[media:Caltrans_TOD_Study.pdf|“Statewide Transit-Oriented Development Study Factors for Success in California.”]] 2002.<br />
: This study offers a guide to the factors that make Transit-Oriented Developments successful, along with profiles of several developments throughout California. It draws on the experience of practitioners and a literature review. Further information about TOD in California can be found at the [http://www.dot.ca.gov/hq/MassTrans/tod.html Caltrans TOD site]. The Section 3 and the appendix include information about federal and California funding sources for TODs. <br />
<br />
Federal Transit Administration. [http://www.fta.dot.gov/12347_6932.html FTA Transit Oriented Development Gateway]<br />
: A gateway to federal guidance, reports, and funding programs related to transit oriented development.<br />
<br />
The Center for Transit-Oriented Development. [http://ctod.org/ CTOD.org]<br />
: The Center for Transit-Oriented Development is a partnership between the Center for Neighborhood Technology, Reconnecting America, and Strategic Economics based at the University of California, Berkeley. It offers research and technical assistance to practitioners. It also houses a database of TOD projects across the United States, including completed and planned projects. The Center also hosts webinars relevant to practitioners on subjects such as joint development. <br />
<br />
Loukaitou-Sideris, Anastasia. [[media:LoukaitouSideris-TOD.pdf|"A New-found Popularity for Transit-oriented Developments?<br />
Lessons from Southern California."]] 2012.<br />
: This article examines two of Los Angeles' newest light rail lines - the Blue and Gold lines - and how their transit-oriented developments fared. Sponsored by the California Department of Transportation and the Southern California Association of Governments, the study sought to answer the question of why development was more successful along the Gold Line corridor than the Blue Line corridor. This study also includes information derived from interviews with developers and architects, along with analysis of market trends to describe the current landscape for TODs in Southern California.<br />
<br />
<br />
San Francisco Municipal Transportation Commission. [http://www.mtc.ca.gov/library/TOD/index.htm “New Places, New Choices: Transit-Oriented Development in the Bay Area.”] 2006. <br />
: This report profiles 10 TODs in the San Francisco Bay Area and explains the many benefits that accompany TODs. <br />
<br />
<br />
Los Angeles Metropolitan Transportation Authority. [http://www.metro.net/projects/joint_dev_pgm/ “Joint Development Program.”] 2010.<br />
: This page of the Los Angeles Metro website describes completed TOD projects and how Metro contributed to their completion. Metro partners with developers to finance and plan TOD projects. This site includes completed and projects in negotiation.</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=Transit-oriented_development&diff=1347Transit-oriented development2013-04-19T06:04:06Z<p>Dzhao: </p>
<hr />
<div>[[Category:Investment and planning]] [[Transit's Low-Carbon Role]]<br />
=Introduction=<br />
By definition, transit-oriented development (TOD) and public transit complement one another. The California Department of Transportation defines transit-oriented development this way:<br />
<blockquote><br />
: “Transit-Oriented Development (TOD) is moderate to higher density development, located within an easy walk of a major transit stop, generally with a mix of residential, employment, and shopping opportunities designed for pedestrians without excluding the auto. TOD can be new construction or redevelopment of one or more buildings whose design and orientation facilitate transit use.”<ref>California Department of Transportation. [http://www.dot.ca.gov/hq/MassTrans/tod.html “Transit-Oriented Development.”] 2010.</ref><br />
</blockquote><br />
Note that the ‘transit’ in transit-oriented development can be any type of public transit, including light rail or [[bus rapid transit]]. The State of California took a major step toward promoting transit-oriented development when it enacted the Transit Village Development Planning Act in 1994. The Act gives local governments the flexibility to change land use around transit stations- such as offering density bonuses and reduced parking requirements to developers.<ref>California Department of Transportation. [http://www.dot.ca.gov/hq/MassTrans/tod.html “Transit-Oriented Development.”] 2010.</ref><br />
<br />
Transit oriented development along existing routes can be a cost-effective way to increase ridership. A TOD can create additional demand for the transit service with only an incremental increase in operations costs to avoid crowding on peak trips. <br />
<br />
[[Image:SF_TOD.jpg|right|thumb|350px|San Francisco's transit-oriented development at 4th & King. Photo by Flickr user LA Wad.]]<br />
<br />
=Key Components=<br />
==Mixed Use==<br />
Caltrans recommends a mix of uses in TODs - housing, and places for shopping and spending time, alongside transit.<br />
<br />
==Pedestrian Access==<br />
Transit-oriented developments must make using transit convenient and attractive for both residents of those developments and people accessing the stations from other areas, as well. <br />
==Design Elements==<br />
Transit-oriented developments should be welcoming and attractive to pedestrians and transit riders. This means they should be designed at a human scale and should fit into the surrounding neighborhood. While design is important for the area around a TOD, Cervero finds that design affects ridership far less than proximity of one's home and place of employment to transit stations.<ref>Cervero, Robert. [[media:Cervero_TOD.pdf|"Transit-oriented development's ridership bonus: A product of self-selection and public policies."]] 2007.</ref><br />
<br />
=Benefits=<br />
Transit-oriented development is seen as a useful tool for managing the high rate of expected population growth in California and across the country. By encouraging development patterns that allow for more trips to be made on foot and by transit, TOD can reduce emissions, vehicle miles traveled, and the proportion of households’ budget devoted to transportation. Importantly for transit providers, by increasing the density of activity around transit lines, TOD can increase ridership by up to 40 percent, according to one Caltrans study. Cervero, though, cautions us not to overestimate the effects of TOD on ridership because often the people who would choose to live in a TOD are self-selecting and would be transit riders regardless.<ref>Cervero, Robert. [[media:Cervero_TOD.pdf|"Transit-oriented development's ridership bonus: A product of self-selection and public policies."]] 2007.</ref> Dense transit-oriented development can also help reduce transit providers’ operating costs. This is true especially when compared to suburban, low-density development that increases the vehicle miles necessary for serving customers in those areas.<ref>California Department of Transportation. [http://www.dot.ca.gov/hq/MassTrans/tod.html “Transit-Oriented Development.”] 2010.</ref><br />
<br />
=Challenges=<br />
In some places, local zoning policy is ill-equipped to handle dense development around transit, so TOD developers often need to obtain variances to develop at high densities. Further challenges to creating transit-oriented developments include minimum parking requirements and neighborhood opposition to dense development based on the possible future traffic generated by them. Both of these problems point to the assumption that, although TODs are oriented toward transit use, they must also accommodate cars in the same ways that low-density developments do. However, households in TODs are twice as likely not to own a car as comparable households not located in a TOD. Additionally, minimum parking requirements may create a heavy financial burden for developers. <ref>California Department of Transportation. [http://www.dot.ca.gov/hq/MassTrans/tod.html “Transit-Oriented Development.”] 2010.</ref><br />
<br />
Financial challenges are also a problem for developers and transit agencies in creating TODs. Transit-oriented developments are mixed use by definition, but some lenders have difficulty accurately assessing the feasibility of a variety of uses in a single development. The design-intensive process of creating an appealing TOD also adds to the cost, along with the time and resources required to assemble enough land to support a large number of residences and other uses.<ref>Federal Transit Administration. [[media:TOD_Lessons_Learned.pdf|"Transit Oriented Development Lessons Learned."]] 2005.</ref><br />
<br />
=References=<br />
<references/><br />
<br />
=Additional Reading=<br />
<br />
Transit Cooperative Research Program. [[media:TCRP_TOD_Report.pdf|“Effects of TOD on Housing, Parking, and Travel.”]] 2008.<br />
: Sponsored by the Federal Transit Administration, this 2008 TCRP report on transit-oriented development specifically analyzes the evidence on the effect that TODs have on travel behavior and auto ownership. <br />
<br />
California Department of Transportation. [[media:Caltrans_TOD_Study.pdf|“Statewide Transit-Oriented Development Study Factors for Success in California.”]] 2002.<br />
: This study offers a guide to the factors that make Transit-Oriented Developments successful, along with profiles of several developments throughout California. It draws on the experience of practitioners and a literature review. Further information about TOD in California can be found at the [http://www.dot.ca.gov/hq/MassTrans/tod.html Caltrans TOD site]. The Section 3 and the appendix include information about federal and California funding sources for TODs. <br />
<br />
Federal Transit Administration. [http://www.fta.dot.gov/12347_6932.html FTA Transit Oriented Development Gateway]<br />
: A gateway to federal guidance, reports, and funding programs related to transit oriented development.<br />
<br />
The Center for Transit-Oriented Development. [http://ctod.org/ CTOD.org]<br />
: The Center for Transit-Oriented Development is a partnership between the Center for Neighborhood Technology, Reconnecting America, and Strategic Economics based at the University of California, Berkeley. It offers research and technical assistance to practitioners. It also houses a database of TOD projects across the United States, including completed and planned projects. The Center also hosts webinars relevant to practitioners on subjects such as joint development. <br />
<br />
Loukaitou-Sideris, Anastasia. [[media:LoukaitouSideris-TOD.pdf|"A New-found Popularity for Transit-oriented Developments?<br />
Lessons from Southern California."]] 2012.<br />
: This article examines two of Los Angeles' newest light rail lines - the Blue and Gold lines - and how their transit-oriented developments fared. Sponsored by the California Department of Transportation and the Southern California Association of Governments, the study sought to answer the question of why development was more successful along the Gold Line corridor than the Blue Line corridor. This study also includes information derived from interviews with developers and architects, along with analysis of market trends to describe the current landscape for TODs in Southern California.<br />
<br />
<br />
San Francisco Municipal Transportation Commission. [http://www.mtc.ca.gov/library/TOD/index.htm “New Places, New Choices: Transit-Oriented Development in the Bay Area.”] 2006. <br />
: This report profiles 10 TODs in the San Francisco Bay Area and explains the many benefits that accompany TODs. <br />
<br />
<br />
Los Angeles Metropolitan Transportation Authority. [http://www.metro.net/projects/joint_dev_pgm/ “Joint Development Program.”] 2010.<br />
: This page of the Los Angeles Metro website describes completed TOD projects and how Metro contributed to their completion. Metro partners with developers to finance and plan TOD projects. This site includes completed and projects in negotiation.</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=Transit-oriented_development&diff=1346Transit-oriented development2013-04-19T06:03:55Z<p>Dzhao: </p>
<hr />
<div>[[Category:Investment and planning]] [[Transit's Low-Carbon Rolle]]<br />
=Introduction=<br />
By definition, transit-oriented development (TOD) and public transit complement one another. The California Department of Transportation defines transit-oriented development this way:<br />
<blockquote><br />
: “Transit-Oriented Development (TOD) is moderate to higher density development, located within an easy walk of a major transit stop, generally with a mix of residential, employment, and shopping opportunities designed for pedestrians without excluding the auto. TOD can be new construction or redevelopment of one or more buildings whose design and orientation facilitate transit use.”<ref>California Department of Transportation. [http://www.dot.ca.gov/hq/MassTrans/tod.html “Transit-Oriented Development.”] 2010.</ref><br />
</blockquote><br />
Note that the ‘transit’ in transit-oriented development can be any type of public transit, including light rail or [[bus rapid transit]]. The State of California took a major step toward promoting transit-oriented development when it enacted the Transit Village Development Planning Act in 1994. The Act gives local governments the flexibility to change land use around transit stations- such as offering density bonuses and reduced parking requirements to developers.<ref>California Department of Transportation. [http://www.dot.ca.gov/hq/MassTrans/tod.html “Transit-Oriented Development.”] 2010.</ref><br />
<br />
Transit oriented development along existing routes can be a cost-effective way to increase ridership. A TOD can create additional demand for the transit service with only an incremental increase in operations costs to avoid crowding on peak trips. <br />
<br />
[[Image:SF_TOD.jpg|right|thumb|350px|San Francisco's transit-oriented development at 4th & King. Photo by Flickr user LA Wad.]]<br />
<br />
=Key Components=<br />
==Mixed Use==<br />
Caltrans recommends a mix of uses in TODs - housing, and places for shopping and spending time, alongside transit.<br />
<br />
==Pedestrian Access==<br />
Transit-oriented developments must make using transit convenient and attractive for both residents of those developments and people accessing the stations from other areas, as well. <br />
==Design Elements==<br />
Transit-oriented developments should be welcoming and attractive to pedestrians and transit riders. This means they should be designed at a human scale and should fit into the surrounding neighborhood. While design is important for the area around a TOD, Cervero finds that design affects ridership far less than proximity of one's home and place of employment to transit stations.<ref>Cervero, Robert. [[media:Cervero_TOD.pdf|"Transit-oriented development's ridership bonus: A product of self-selection and public policies."]] 2007.</ref><br />
<br />
=Benefits=<br />
Transit-oriented development is seen as a useful tool for managing the high rate of expected population growth in California and across the country. By encouraging development patterns that allow for more trips to be made on foot and by transit, TOD can reduce emissions, vehicle miles traveled, and the proportion of households’ budget devoted to transportation. Importantly for transit providers, by increasing the density of activity around transit lines, TOD can increase ridership by up to 40 percent, according to one Caltrans study. Cervero, though, cautions us not to overestimate the effects of TOD on ridership because often the people who would choose to live in a TOD are self-selecting and would be transit riders regardless.<ref>Cervero, Robert. [[media:Cervero_TOD.pdf|"Transit-oriented development's ridership bonus: A product of self-selection and public policies."]] 2007.</ref> Dense transit-oriented development can also help reduce transit providers’ operating costs. This is true especially when compared to suburban, low-density development that increases the vehicle miles necessary for serving customers in those areas.<ref>California Department of Transportation. [http://www.dot.ca.gov/hq/MassTrans/tod.html “Transit-Oriented Development.”] 2010.</ref><br />
<br />
=Challenges=<br />
In some places, local zoning policy is ill-equipped to handle dense development around transit, so TOD developers often need to obtain variances to develop at high densities. Further challenges to creating transit-oriented developments include minimum parking requirements and neighborhood opposition to dense development based on the possible future traffic generated by them. Both of these problems point to the assumption that, although TODs are oriented toward transit use, they must also accommodate cars in the same ways that low-density developments do. However, households in TODs are twice as likely not to own a car as comparable households not located in a TOD. Additionally, minimum parking requirements may create a heavy financial burden for developers. <ref>California Department of Transportation. [http://www.dot.ca.gov/hq/MassTrans/tod.html “Transit-Oriented Development.”] 2010.</ref><br />
<br />
Financial challenges are also a problem for developers and transit agencies in creating TODs. Transit-oriented developments are mixed use by definition, but some lenders have difficulty accurately assessing the feasibility of a variety of uses in a single development. The design-intensive process of creating an appealing TOD also adds to the cost, along with the time and resources required to assemble enough land to support a large number of residences and other uses.<ref>Federal Transit Administration. [[media:TOD_Lessons_Learned.pdf|"Transit Oriented Development Lessons Learned."]] 2005.</ref><br />
<br />
=References=<br />
<references/><br />
<br />
=Additional Reading=<br />
<br />
Transit Cooperative Research Program. [[media:TCRP_TOD_Report.pdf|“Effects of TOD on Housing, Parking, and Travel.”]] 2008.<br />
: Sponsored by the Federal Transit Administration, this 2008 TCRP report on transit-oriented development specifically analyzes the evidence on the effect that TODs have on travel behavior and auto ownership. <br />
<br />
California Department of Transportation. [[media:Caltrans_TOD_Study.pdf|“Statewide Transit-Oriented Development Study Factors for Success in California.”]] 2002.<br />
: This study offers a guide to the factors that make Transit-Oriented Developments successful, along with profiles of several developments throughout California. It draws on the experience of practitioners and a literature review. Further information about TOD in California can be found at the [http://www.dot.ca.gov/hq/MassTrans/tod.html Caltrans TOD site]. The Section 3 and the appendix include information about federal and California funding sources for TODs. <br />
<br />
Federal Transit Administration. [http://www.fta.dot.gov/12347_6932.html FTA Transit Oriented Development Gateway]<br />
: A gateway to federal guidance, reports, and funding programs related to transit oriented development.<br />
<br />
The Center for Transit-Oriented Development. [http://ctod.org/ CTOD.org]<br />
: The Center for Transit-Oriented Development is a partnership between the Center for Neighborhood Technology, Reconnecting America, and Strategic Economics based at the University of California, Berkeley. It offers research and technical assistance to practitioners. It also houses a database of TOD projects across the United States, including completed and planned projects. The Center also hosts webinars relevant to practitioners on subjects such as joint development. <br />
<br />
Loukaitou-Sideris, Anastasia. [[media:LoukaitouSideris-TOD.pdf|"A New-found Popularity for Transit-oriented Developments?<br />
Lessons from Southern California."]] 2012.<br />
: This article examines two of Los Angeles' newest light rail lines - the Blue and Gold lines - and how their transit-oriented developments fared. Sponsored by the California Department of Transportation and the Southern California Association of Governments, the study sought to answer the question of why development was more successful along the Gold Line corridor than the Blue Line corridor. This study also includes information derived from interviews with developers and architects, along with analysis of market trends to describe the current landscape for TODs in Southern California.<br />
<br />
<br />
San Francisco Municipal Transportation Commission. [http://www.mtc.ca.gov/library/TOD/index.htm “New Places, New Choices: Transit-Oriented Development in the Bay Area.”] 2006. <br />
: This report profiles 10 TODs in the San Francisco Bay Area and explains the many benefits that accompany TODs. <br />
<br />
<br />
Los Angeles Metropolitan Transportation Authority. [http://www.metro.net/projects/joint_dev_pgm/ “Joint Development Program.”] 2010.<br />
: This page of the Los Angeles Metro website describes completed TOD projects and how Metro contributed to their completion. Metro partners with developers to finance and plan TOD projects. This site includes completed and projects in negotiation.</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=General_Transit_Feed_Specification&diff=1342General Transit Feed Specification2013-04-18T06:12:58Z<p>Dzhao: /* Introduction */</p>
<hr />
<div>[[Category:Technology]]<br />
==Introduction==<br />
The General Transit Feed Specification (GTFS) defines a common format for public transportation schedules and associated geographic information.<br />
The format was developed in 2005, when Trimet in Portland, Oregon began working with Google on incorporating transit agency data in their trip planners.<ref>[http://sf.streetsblog.org/2010/01/05/how-google-and-portlands-trimet-set-the-standard-for-open-transit-data/How Google and Portland’s TriMet Set the Standard for Open Transit Data] </ref> They came up with Google Transit Feed Specification, which was easily maintainable and could be imported into Google Maps. Google offered their trip planning services for free to any agency that formatted and maintained their transit data in that format, later to become called General Transit Feed Specification. Now, GTFS has become the most popularly-used data format in the world, with increasing numbers of agencies choosing to share their transit data with the public.<br />
[[Image:GTFS.jpg|thumb|right|350px|A GTFS dataset from a transit agency, showing the schedules, routes, and shapes files. Dataset from San Francisco BART.]]<br />
GTFS "feeds" allow public transit agencies to publish their transit data and developers to use that data to write applications. The feeds are represented in a series of text files that are compressed into a ZIP file, and include information such as fixed-route schedules, routes, and bus stop data. Many transit agencies have created and published GTFS data with the primary purpose being integration with Google Maps. However, GTFS data can used by a variety of third-party software applications for many purposes, such as trip planning, ridesharing, and mobile applications.<br />
<br />
==The Many Uses of GTFS Data--A Summary==<br />
"The Many Uses of GTFS Data", published by Antrim and Barbeau (2013), provides an overview of the GTFS opportunities for transit agencies and describes many different uses and benefits that can assist agencies in maximizing their investment in GTFS data.<br />
<br />
===Creating and Maintaining a GTFS Dataset===<br />
Transit agencies must choose between formatting a GTFS dataset in-house or outsourcing the task. The datasets have to be updated when there are schedule changes, and since major transit agencies update their schedules several times a year, some agencies might find greater benefits to outsourcing. If agencies choose to outsource, the cost per route ranges from $200 to $500, depending on the complexity of the route and availability of existing route data. <ref> [http://www.dot.ca.gov/hq/MassTrans/Docs-Pdfs/CoordinatedPlng/google.feasibility.study.pdf Northern California Google Transit Feasibility Study] </ref><br />
<br />
===Disseminating GTFS Data===<br />
Some agencies have chosen to share their transit data with select vendors such as Google Transit. They are typically concerned with legal exposure due to the lack of accuracy of data, loss of control of agency brand, and loss of control of dissemination of transit service information. However, many others feel the benefits of open transit data outweigh the risks, since developers can screen-scrape agency websites, which is not ideal for either party. Currently, over 200 transit agencies (by passenger miles) in the United States have chosen to openly shared their GTFS data. <ref> [http://www.citygoround.org/agencies/ City-Go-Round] </ref><br />
<br />
The Google Transit Partner Program allows public transportation agencies to provide schedules and geographic information to Google Maps and other Google applications that show transit information. The website provides instructions for agencies just starting the GTFS sharing process and gives suggestions on how to create high-quality feeds. <ref> [http://maps.google.com/help/maps/mapcontent/transit/index.html Google Transit Partner Program] </ref> For agencies that wish to make their data available to everyone, they can share the feeds on websites such as GTFS Data Exchange, which was designed to help developers and transit agencies efficiently share and retrieve GTFS data. <ref> [http://www.gtfs-data-exchange.com/ GTFS Data Exchange] </ref> <br />
<br />
===Applications Based on GTFS===<br />
The following are just a few examples of the types of applications and names of existing application that use GTFS.<br />
*Trip planning and maps<br />
:Google Maps is currently implemented for most transit agencies that publish GTFS. Other examples of trip planning applications are Bing Maps and OpenTripPlanner.<br />
*Timetable creation<br />
:Timetable Publisher is free, open-source software that creates timetables in both HTML and PDF formats. TriMet in Portland, Oregon uses TimeTable Publisher to create all its timetables, as does Hampton Roads Transit in the south-eastern Virginia area.<br />
*Data visualization<br />
:Walk Score is website that helps people quantify “walkability” of an area by showing the nearby amenities within walking distance. The website also has a Transit Score, that rates how well an address is served by public transportation.<br />
*Accessibility<br />
:The Travel Assistant Device (TAD) is designed for sight-impaired or intellectually-disabled passengers. Phones with the application installed give audio and vibrating alerts when it is time for the passenger to pull the stop cord and alight from the bus<br />
*Real-time transit information<br />
:Newer formats, such as GTFS-realtime and SIRI, can be added as an extension to a basic GTFS format so transit agencies can share [[real-time information]]. NextBus is a vendor that provides real-time transit information in many cities, such as for the Los Angeles Metro.<br />
<br />
==References==<br />
<references/><br />
<br />
==Additional Reading==<br />
Shasta County Regional Transportation Planning Agency. [http://www.dot.ca.gov/hq/MassTrans/Docs-Pdfs/CoordinatedPlng/google.feasibility.study.pdf "Northern California Google Transit Feasibility Study."]. (2009).<br />
:The Shasta RTPA led a study on the feasibility of integrating small-urban and rural public transit service schedules and geographic information with Google Transit. The study makes recommendations on how Google Transit can be improved to address the needs of small rural agencies.<br />
<br />
Florida Department of Transportation. [http://www.locationaware.usf.edu/wp-content/uploads/2013/04/SunRail-Electronic-Trip-Planning-Study-Final-Report.pdf "SunRail Electronic Trip Planning Study Final Report"] (2013).<br />
:This report was prepared for the FDOT in advance of their SunRail launch; it analyzes various online trip planning options for SunRail to consider, and includes a section on GTFS's benefits, risks, and applications.</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=General_Transit_Feed_Specification&diff=1341General Transit Feed Specification2013-04-18T06:07:55Z<p>Dzhao: Created page with "Category:Technology ==Introduction== The General Transit Feed Specification (GTFS) defines a common format for public transportation schedules and associated geographic in..."</p>
<hr />
<div>[[Category:Technology]]<br />
==Introduction==<br />
The General Transit Feed Specification (GTFS) defines a common format for public transportation schedules and associated geographic information.<br />
The format was developed in 2005, when Trimet in Portland, Oregon began working with Google on incorporating agency transit data in their trip planners.<ref>[http://sf.streetsblog.org/2010/01/05/how-google-and-portlands-trimet-set-the-standard-for-open-transit-data/How Google and Portland’s TriMet Set the Standard for Open Transit Data] </ref> They came up with Google Transit Feed Specification, which was easily maintainable and could be imported into Google Maps. Google offered their trip planning services for free to any agency that formatted and maintained their transit data in that format, later to become called General Transit Feed Specification. Now, GTFS has become the most popularly-used data format in the world, with increasing numbers of agencies choosing to share their transit data with the public.<br />
[[Image:GTFS.jpg|thumb|right|350px|A GTFS dataset from a transit agency, showing the schedules, routes, and shapes files. Dataset from San Francisco BART.]]<br />
GTFS "feeds" allow public transit agencies to publish their transit data and developers to use that data to write applications. The feeds are represented in a series of text files that are compressed into a ZIP file, and include information such as fixed-route schedules, routes, and bus stop data. Many transit agencies have created and published GTFS data with the primary purpose being integration with Google Maps. However, GTFS data can used by a variety of third-party software applications for many purposes, such as trip planning, ridesharing, and mobile applications.<br />
<br />
==The Many Uses of GTFS Data--A Summary==<br />
"The Many Uses of GTFS Data", published by Antrim and Barbeau (2013), provides an overview of the GTFS opportunities for transit agencies and describes many different uses and benefits that can assist agencies in maximizing their investment in GTFS data.<br />
<br />
===Creating and Maintaining a GTFS Dataset===<br />
Transit agencies must choose between formatting a GTFS dataset in-house or outsourcing the task. The datasets have to be updated when there are schedule changes, and since major transit agencies update their schedules several times a year, some agencies might find greater benefits to outsourcing. If agencies choose to outsource, the cost per route ranges from $200 to $500, depending on the complexity of the route and availability of existing route data. <ref> [http://www.dot.ca.gov/hq/MassTrans/Docs-Pdfs/CoordinatedPlng/google.feasibility.study.pdf Northern California Google Transit Feasibility Study] </ref><br />
<br />
===Disseminating GTFS Data===<br />
Some agencies have chosen to share their transit data with select vendors such as Google Transit. They are typically concerned with legal exposure due to the lack of accuracy of data, loss of control of agency brand, and loss of control of dissemination of transit service information. However, many others feel the benefits of open transit data outweigh the risks, since developers can screen-scrape agency websites, which is not ideal for either party. Currently, over 200 transit agencies (by passenger miles) in the United States have chosen to openly shared their GTFS data. <ref> [http://www.citygoround.org/agencies/ City-Go-Round] </ref><br />
<br />
The Google Transit Partner Program allows public transportation agencies to provide schedules and geographic information to Google Maps and other Google applications that show transit information. The website provides instructions for agencies just starting the GTFS sharing process and gives suggestions on how to create high-quality feeds. <ref> [http://maps.google.com/help/maps/mapcontent/transit/index.html Google Transit Partner Program] </ref> For agencies that wish to make their data available to everyone, they can share the feeds on websites such as GTFS Data Exchange, which was designed to help developers and transit agencies efficiently share and retrieve GTFS data. <ref> [http://www.gtfs-data-exchange.com/ GTFS Data Exchange] </ref> <br />
<br />
===Applications Based on GTFS===<br />
The following are just a few examples of the types of applications and names of existing application that use GTFS.<br />
*Trip planning and maps<br />
:Google Maps is currently implemented for most transit agencies that publish GTFS. Other examples of trip planning applications are Bing Maps and OpenTripPlanner.<br />
*Timetable creation<br />
:Timetable Publisher is free, open-source software that creates timetables in both HTML and PDF formats. TriMet in Portland, Oregon uses TimeTable Publisher to create all its timetables, as does Hampton Roads Transit in the south-eastern Virginia area.<br />
*Data visualization<br />
:Walk Score is website that helps people quantify “walkability” of an area by showing the nearby amenities within walking distance. The website also has a Transit Score, that rates how well an address is served by public transportation.<br />
*Accessibility<br />
:The Travel Assistant Device (TAD) is designed for sight-impaired or intellectually-disabled passengers. Phones with the application installed give audio and vibrating alerts when it is time for the passenger to pull the stop cord and alight from the bus<br />
*Real-time transit information<br />
:Newer formats, such as GTFS-realtime and SIRI, can be added as an extension to a basic GTFS format so transit agencies can share [[real-time information]]. NextBus is a vendor that provides real-time transit information in many cities, such as for the Los Angeles Metro.<br />
<br />
==References==<br />
<references/><br />
<br />
==Additional Reading==<br />
Shasta County Regional Transportation Planning Agency. [http://www.dot.ca.gov/hq/MassTrans/Docs-Pdfs/CoordinatedPlng/google.feasibility.study.pdf "Northern California Google Transit Feasibility Study."]. (2009).<br />
:The Shasta RTPA led a study on the feasibility of integrating small-urban and rural public transit service schedules and geographic information with Google Transit. The study makes recommendations on how Google Transit can be improved to address the needs of small rural agencies.<br />
<br />
Florida Department of Transportation. [http://www.locationaware.usf.edu/wp-content/uploads/2013/04/SunRail-Electronic-Trip-Planning-Study-Final-Report.pdf "SunRail Electronic Trip Planning Study Final Report"] (2013).<br />
:This report was prepared for the FDOT in advance of their SunRail launch; it analyzes various online trip planning options for SunRail to consider, and includes a section on GTFS's benefits, risks, and applications.</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=File:GTFS.jpg&diff=1340File:GTFS.jpg2013-04-18T04:20:10Z<p>Dzhao: A GTFS dataset from a transit agency, showing the schedules, routes, and shapes files. Dataset from San Francisco BART.</p>
<hr />
<div>A GTFS dataset from a transit agency, showing the schedules, routes, and shapes files. Dataset from San Francisco BART.</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=Pedestrian_connections&diff=1317Pedestrian connections2013-04-11T04:18:41Z<p>Dzhao: </p>
<hr />
<div>==Introduction==<br />
All commuters begin and end their trips as pedestrians, so a safe, secure and pleasant pedestrian experience is an important component of any public transportation system. Agencies can work with local governments to identify and improve the quality of pedestrian connections surrounding transit stations and ensure that there are well-maintained sidewalks and safe street crossings that connect commuters to the transit station. Pedestrian connections share some of the benefits of [[bicycle connections]] [[File:San_Jose_light_rail_train.jpg|thumb|right|300px|A VTA light rail train station in San Jose illustrates an inviting and comfortable environment for pedestrians. Photo by Flickr user Albert's Images.]]<br />
<br />
Agencies have begun to take a more active role in improving the [[out-of-vehicle experience]] at transit stops by providing amenities that offer information and protect riders from the elements. Studies show that out-of-vehicle waiting experience can be even more important than in-vehicle experience. [[Bus stop spacing and location]] can have an important effect on whether people use transit because it will determine the catchment area of the line, or how far people will walk to arrive at stations. <br />
<br />
==Improvements to pedestrian access and connections==<br />
The provision of a comprehensive network of safe, comfortable, and secure paths for pedestrians is ultimately the responsibility of the municipalities served by transit agencies. However, the transit agency can play a supportive role in this regard. Los Angeles County Metro disperses funds through its Call for Projects, which includes dedicated funding for pedestrian improvements that "promote walking as a viable form of utilitarian travel, pedestrian safety, and an integral link within the overall transportation system."<ref>Los Angeles County Metropolitan Transportation Authority. [http://www.metro.net/projects/call_projects/ "Call for Projects."]</ref> Los Angeles County Metro also has a specific program for pedestrian planning and has sponsored at least one symposium in the past to promote discussion and exchange of strategies to improve the pedestrian experience.<ref>Los Angeles County Metropolitan Transportation Authority. [http://www.metro.net/projects/ped/ "Pedestrian Planning."]</ref><br />
<br />
Agencies may want to give careful attention to ensuring:<br />
* An extensive sidewalk network connects transit stations to origins and destinations.<br />
* Sufficient safe street crossings, because virtually every transit trip involves crossing the street at the departure or return.<br />
* Protection from the elements, such as shade trees along sidewalks.<br />
<br />
For discussion of pedestrian environment at stops and stations, see the section on how to improve [[out-of-vehicle experience]] for transit users.<br />
<br />
==References==<br />
<references/><br />
<br />
==Additional Reading==<br />
Transit Cooperative Research Program. [http://www.trb.org/main/blurbs/159782.aspx “TCRP Report 125: Guidebook for Mitigating Fixed-Route Bus-and-Pedestrian Collisions.”] 2008.<br />
: This guidebook is focused specifically on preventing or remedying dangerous situations where collisions between buses and pedestrians are likely or common. Sponsored by the Federal Transit Administration, it describes the four most common types of collisions and ways that agencies can mitigate them. The guidebook draws on commentary from stakeholders and several case studies. <br />
<br />
<br />
WalkingInfo.org. [http://www.walkinginfo.org/develop/sample-plans.cfm?/pp/exem2005.htm “Pedestrian Plans.”]<br />
: This website, sponsored by the US Department of Transportation Federal Highway Administration, maintains a running list of pedestrian and bicycle master plans. There are examples from around the country, including a technical report on creating bicycle and pedestrian facilities by Caltrans. That technical report also includes traditional and innovative practices for traffic calming.<br />
<br />
[[Category:Investment and planning]]<br />
[[Category:Transit and Public Health]]</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=Main_Page&diff=1316Main Page2013-04-11T04:17:33Z<p>Dzhao: </p>
<hr />
<div>__NOTOC__<br />
{| class="wikitable" border="1" padding="1";<br />
|+ Articles on TransitWiki<br />
!scope="col" width=20% | Finance & Revenues<br />
!scope="col" width=20% | Managing Transit<br />
!scope="col" width=20% | Investment and Planning<br />
!scope="col" width=20% | Operating Effectiveness<br />
!scope="col" width=20% | Technology<br />
|- valign="top" bgcolor="#F2F5FF"<br />
| <categorytree mode=pages depth=0 hideroot=on>Finance and revenue</categorytree> || <categorytree mode=pages hideroot=on>Managing transit </categorytree> || <categorytree mode=pages hideroot=on>Investment and planning</categorytree> || <categorytree mode=all hideroot=on depth=3>Operating effectiveness</categorytree><br> || <categorytree mode=pages hideroot=on>Technology</categorytree><br />
|-<br />
!scope="col" width=16% | Market Response<br />
!scope="col" width=16% | Transit and Public Health<br />
!scope="col" width=16% | Transit's Low-Carbon Role<br />
|- valign="top" bgcolor="#F2F5FF"<br />
| <categorytree mode=pages depth=0 hideroot=on>Market Response</categorytree> || <categorytree mode=pages hideroot=on>Transit and Public Health</categorytree> || <categorytree mode=pages hideroot=on>Transit's Low-Carbon Role</categorytree><br />
|}<br />
<br />
===Welcome to TransitWiki.org===<br />
[[File:S70_AT_SDSU.jpg|right|San Diego Metropolitan Transit System Trolley|300px]]TransitWiki.org is developed and maintained by transit planners for transit planners. The goal of the site is to facilitate information transfer among California's transit agencies to accelerate the successful implementation of cost-effective strategies to improve transit service. On this site you'll find basic information about strategies, examples of their implementation, and links to reports and guidance from the American Public Transportation Association, the Transit Cooperative Research Program, University Transportation Centers, Caltrans, and local agencies.<br />
<br />
<br />
==About TransitWiki==<br />
This site is based on the MediaWiki software that powers Wikipedia and many other sites across the web. If you're familiar with how to navigate or edit Wikipedia, then TransitWiki.org should be straight forward. If not, see the [http://www.mediawiki.org/wiki/Manual:FAQ MediaWiki FAQ]. The [http://www.its.ucla.edu/ UCLA Institute of Transportation Studies] expands and maintains the TransitWiki.org community, with funding from the [http://www.dot.ca.gov/hq/MassTrans/index.html Caltrans Division of Mass Transportation]. Transit stakeholders across the state can contribute the site following our [[Help:Contents#Guidelines_for_Editing_Pages_and_Contributing_New_Content|guidelines]].<br />
<br />
===Contact===<br />
Please contact [mailto:transitwiki@luskin.ucla.edu transitwiki@luskin.ucla.edu] regarding questions, article suggestions, or to request a group training session. <br />
<br />
Follow us on Twitter at [http://twitter.com/TransitWiki @TransitWiki]<br />
<br />
===Other Transportation Wiki Resources:===<br />
* [http://en.wikipedia.org/wiki/Template:Public_transport Public Transport resources on Wikipedia]<br />
* [http://streetswiki.wikispaces.com/ Streetswiki] for pedestrian & bike strategies.<br />
* [http://bikepedwiki.scag.ca.gov/ Southern California Association of Governments Bike & Ped Wiki]</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=Public_health_and_transit&diff=1315Public health and transit2013-04-11T04:17:02Z<p>Dzhao: </p>
<hr />
<div>==Introduction==<br />
In many ways, public health and public transit are complementary. Many municipal agencies rely on public transit as a part of their air quality improvement plans and to reduce emissions from travel. In fact, many planning agencies specifically describe transit as an essential part of building healthy communities because of its role in facilitating incidental physical activity and giving people another option for obtaining medical care and healthy food. The City of South Gate, California’s recently approved health element includes several provisions that highlight the necessity of transit for accomplishing its health goals. The element names [[bicycle connections]], [[pedestrian connections]], and [[transit-oriented development]] as some of these provisions.<ref>Raimi + Associates. [http://www.raimiassociates.com/projects-general.php "City of South Gate General Plan.”] 2009.</ref> [[Image:Bike_on_BART.jpg|right|thumb|350px|A passenger takes a bicycle through the turnstile to use BART. Bicycle connections are important for promoting physical activity for transit riders. Photo by Flickr user sfbike.]]<br />
<br />
==Air Quality==<br />
[[Air quality]] and public transit are linked in many ways, but one of the most direct connections made by any agency is through the Congestion Mitigation and Air Quality (CMAQ) standards. CMAQ provides a source of funding to states with air quality that does not meet the Clean Air Act’s air quality standards - this funding can be used for public transit projects and is distributed through the state’s department of transportation. These funds may be used by transit agencies to provide new service, to expand public transit service, and/or to provide incentives to use existing services.<ref>Federal Highway Administration. [http://www.fhwa.dot.gov/environment/air_quality/cmaq/reference/public_transportation/ “Air Quality.”] 2005.</ref> <br />
<br />
==Noise==<br />
Long-term exposure to noise has been linked to stress and anxiety, as well as behavioral problems in children. This includes exposure to ambient noise from automobiles and is a problem that should be taken into account when considering locating housing near freeways. One recent study examined the noise at light rail platforms in Los Angeles that are located in the middle of freeways. The author focuses primarily on the unpleasantness of the noise associated with waiting for trains in the middle of a freeway. Most of the research on noise has focused on long-term exposure, over periods of years and several hours per day, which does not translate easily to wait times for transit. However, the unpleasantness of waiting in a noisy environment can be stressful and could deter people from using those stops.<ref>Schaffer, Alexander. [[media:Noise_Transit_Platforms.pdf| "Passenger Exposure To Noise At Transit Platforms In Los Angeles."]] 2012.</ref> It is also important to note that the report focused on transit passengers, not employees, and drivers may be exposed to high levels of noise over long periods of time and may be susceptible to the common effects of noise exposure.<br />
<br />
==Injuries and Deaths==<br />
Another way that public transit may affect public health is in [[prevention of injuries and deaths]] caused by traffic accidents. This component of public transit also especially affects the health and safety of transit workers, in addition to the public. Bus drivers and maintenance workers can be put at risk by different attributes of the systems where they work. However, Caltrans and many other transportation agencies have occupational health and safety experts to prevent on-the-job accidents and to monitor ongoing safety risks.<ref>Raptis, Maria. California Department of Transportation. [http://www.dot.ca.gov/dist07/Publications/Inside7/story.php?id=421 “The District’s Health and Safety Team Is Watching Your Back.”] 2012.</ref> <br />
<br />
==Mental Health==<br />
Public transit and [[cost-effective ADA service]] can provide an important lifeline for people who do not drive. 'Travel training' can be an important component to helping people with disabilities or older adults to navigate and feel comfortable on the public transit system. For example, the [http://www.gonctd.com/tt North County Transit District] of San Diego provides travel training as one of its [[programs for seniors]] and people who use mental health services in the county. Peer trainers assist trainees one-on-one with planning trips and navigating the transit system. This program also includes a ‘Travel Buddy’ program specifically to help active seniors with these same tasks to help them independently navigate the system.<br />
<br />
==Physical activity==<br />
[[Bus stop spacing and location]] can greatly influence whether people choose to walk or bike to public transit, rather than driving to a stop or to a destination. If stops are in locations that are convenient and safe to walk to, reaching transit can contribute to daily physical activity. Many people do not get the recommended 30 minutes of physical activity per day, but public transit can help people reach that goal. People who use transit walk a median of 19 minutes per day to and from transit.<ref>Besser, Lilah M. and Andrew L. Dannenberg. [[media:Walking_to_Transit.pdf|"Walking to Public Transit: Steps to Help Meet Physical Activity Recommendations."]] 2005.</ref><br />
Public<br />
<br />
==References==<br />
<references/><br />
<br />
==Additional Reading==<br />
Besser, Lilah M. and Andrew L. Dannenberg. [[media:Walking_to_Transit.pdf|"Walking to Public Transit: Steps to Help Meet Physical Activity Recommendations."]] 2005.<br />
: This article, which was posted on the Centers for Disease Control and Prevention’s Healthy Places program, examines how public transit and physical activity are connected. The authors used the National Household Transportation Survey and interviews of public transit users to conduct their analysis. They found that public transit is an important tool for getting physical activity in daily activities. <br />
<br />
<br />
Dannenberg, Andrew L., Howard Frumkin, and Richard J. Jackson, editors. [http://makinghealthyplaces.com/ “Making Healthy Places - Designing and Building for Health, Well-Being, and Sustainability.”] 2012.<br />
: Although this book is available to order, and not online, it is a comprehensive guide to how the built environment and public health interact. The editors used contributions from public health professionals, urban planners, and other advocates to create a resource that examines the broad topics of urban health and sustainability. The book also devotes several chapters to exploring the variety of solutions being pursued to ‘cure’ our built environment. Dr. Richard Jackson also hosted a complementary PBS series on the topic, [http://designinghealthycommunities.org/ “Designing Healthy Communities.”]<br />
<br />
[[Category:Transit and Public Health]]</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=Programs_for_seniors&diff=1314Programs for seniors2013-04-11T04:16:30Z<p>Dzhao: </p>
<hr />
<div>[[Category:Transit and Public Health]]<br />
==Introduction==<br />
As the population of the United States ages, the consequences of giving up driving become clearer. As people age, many experience a variety of problems that can impair the ability to drive. For example, vision problems can affect depth perception and the ability to read signs while cognitive problems may reduce reaction time. Physical problems like arthritis may also affect the ability to control a vehicle. Finally, older adults are at great risk of injury and death when they are involved in a crash. For some, the physical frailty that accompanies old age can increase their risk of serious injury or death when they are involved in crashes as pedestrians. <ref>Sheriff, Natasja. The Vancouver Sun. [http://www.vancouversun.com/health/seniors/Driver+seat+safer+than+sidewalk+older+adults/7141056/story.html “Driver’s seat safer than sidewalk for older adults.”] 2012.</ref> <br />
<br />
Most seniors want to age in place or, in other words, to remain in their homes as they grow older.<ref>Milken Institute. [http://successfulaging.milkeninstitute.org/bcsa.taf?page=index "Best Cities for Successful Aging."] 2012.</ref> However, the development patterns of many parts of the country are not accommodating to a car-free lifestyle. For many seniors, they must make a tough decision between possibly becoming isolated if they cannot drive or finding other alternatives. Fortunately, there are a wide variety of possible solutions and transportation agencies are working to implement programs that make sense for seniors. These may be paratransit programs similar to [[cost-effective ADA service]], programs that promote transit use, or that make it safer to be an older pedestrian. <br />
[[File:OceansideBreeze.jpg|right|thumb|350px|San Diego's North County Transit District offers flex route service for seniors, among other services. Photo by Flickr user LA Wad.]]<br />
<br />
==Types of Programs==<br />
There are many types of programs that transit agencies undertake to serve their older passengers. In one survey, most transit agencies defined age 65 as the age at which people could benefit from programs geared toward seniors.<ref>American Public Transportation Association. [http://www.apta.com/resources/reportsandpublications/Documents/report_public_transportation_programs_seniors_dec_2007.pdf “Public Transportation Programs for Seniors.”] 2007.</ref> <br />
<br />
''' Discounted Fares -''' Offering discounted or free fares for seniors is by far the most common practice used by transit agencies to promote senior ridership. This is often done in recognition of the fact that many seniors are low-income and living on a fixed budget. <br />
* Example: Santa Clara Valley Transit Authority offers discounted local and regional fares for seniors.<ref>Valley Transit Authority. [http://www.vta.org/senior/fare/ "Senior Fare."]</ref> <br />
<br />
'''Demand Responsive Service -''' Demand responsive services allow seniors to request transportation services at a future time and can bring passengers directly to their destination. This type of service can also encompass ‘flex routes,’ or fixed-route services that are allowed to deviate a short distance from its typical route to bring passengers closer to their destinations or can even be door-to-door service. The most common destinations for this type of service are medical facilities and grocery stores, followed by recreation centers and senior housing.<ref>American Public Transportation Association. [http://www.apta.com/resources/reportsandpublications/Documents/report_public_transportation_programs_seniors_dec_2007.pdf “Public Transportation Programs for Seniors.”] 2007.</ref> This type of service can be a part of or offered separately from ADA service. This type of service is fairly labor-intensive, though, and [[employee retention]] is an important part of making it cost-effective. <br />
* Example: Los Angeles Department of Transportation operates CityRide, a demand responsive service for people over age 65 and people with disabilities. The service has a high on-time rate and offers great flexibility for its many seniors and low-income passengers. CityRide is also a strong example of cost-effective [[contracting transit operations]].<ref>Los Angeles Department of Transportation. [http://www.ladottransit.com/other/cityride/ “CityRide.”] 2012.</ref> <br />
<br />
'''Travel Training - ''' Travel Training programs are intended to circumvent any anxiety or confusion that seniors might have about using the transit system. A staff member or volunteer conducts training by showing seniors step-by-step how to navigate the transit system, from planning trips to paying fares and actually taking the trips alongside them. <br />
* Example: San Diego’s North County Transit District offers a travel training program for people over age 60 who are participating in the county’s mental health system. This is different from a program that is geared strictly toward older adults, but it is a good model for a travel training program.<ref>North County Transit District. [http://www.gonctd.com/tt “About the Travel Training Program]. 2012.</ref><br />
<br />
==Challenges==<br />
These programs offer a necessary social service for seniors, but many transit agencies find that they are accompanied by problems. First and foremost, the funding for these programs is difficult to maintain, especially for those services that require dedicated staff for few trips, like demand responsive service. These services also may require additional training for staff. Many transit agencies coordinate with local social service and agencies on aging to provide the best service for older passengers, but this also requires additional staff time.<br />
<br />
==References==<br />
<references/><br />
<br />
==Additional Reading==<br />
American Public Transportation Association. [http://www.apta.com/resources/reportsandpublications/Documents/report_public_transportation_programs_seniors_dec_2007.pdf “Public Transportation Programs for Seniors.”] 2007.<br />
: This practitioner-focused report from APTA contains the results of a survey of transit agencies and twelve case studies from a range of transit agencies of different sizes throughout the U.S. The twelve case studies offer insight into the broad range of programming in place for serving older passengers. This report is especially useful because it explicitly asked transit providers to describe ‘promising practices’ that had been or could be successful in serving the needs of seniors. Note, though, that many of the policies on fares have changed in the years since 2007, so it is useful to compare the fares and policies listed in the examples with agencies’ present policies. <br />
<br />
<br />
Transit Cooperative Research Program. [[media:TCRP Report82.pdf|“TCRP Report 82: Improving Public Transit Options for Older Persons.”]] 2002.<br />
: Sponsored by the Federal Transit Administration, this comprehensive report describes population and demographic trends, travel patterns of older persons, and mobility preferences derived from a focus group of older persons. This report also discusses perceptions of the transit industry and of the challenges older passengers faced at the time the survey and focus groups were conducted. The focus groups were conducted with a range of income groups of older adults. This report includes several recommendations for broad improvements to public transit that would make it more appealing to older adults, as well as the challenges for the industry in meeting their needs.</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=Pedestrian_connections&diff=1313Pedestrian connections2013-04-11T04:15:54Z<p>Dzhao: </p>
<hr />
<div>==Introduction==<br />
All commuters begin and end their trips as pedestrians, so a safe, secure and pleasant pedestrian experience is an important component of any public transportation system. Agencies can work with local governments to identify and improve the quality of pedestrian connections surrounding transit stations and ensure that there are well-maintained sidewalks and safe street crossings that connect commuters to the transit station. Pedestrian connections share some of the benefits of [[bicycle connections]] [[File:San_Jose_light_rail_train.jpg|thumb|right|300px|A VTA light rail train station in San Jose illustrates an inviting and comfortable environment for pedestrians. Photo by Flickr user Albert's Images.]]<br />
<br />
Agencies have begun to take a more active role in improving the [[out-of-vehicle experience]] at transit stops by providing amenities that offer information and protect riders from the elements. Studies show that out-of-vehicle waiting experience can be even more important than in-vehicle experience. [[Bus stop spacing and location]] can have an important effect on whether people use transit because it will determine the catchment area of the line, or how far people will walk to arrive at stations. <br />
<br />
==Improvements to pedestrian access and connections==<br />
The provision of a comprehensive network of safe, comfortable, and secure paths for pedestrians is ultimately the responsibility of the municipalities served by transit agencies. However, the transit agency can play a supportive role in this regard. Los Angeles County Metro disperses funds through its Call for Projects, which includes dedicated funding for pedestrian improvements that "promote walking as a viable form of utilitarian travel, pedestrian safety, and an integral link within the overall transportation system."<ref>Los Angeles County Metropolitan Transportation Authority. [http://www.metro.net/projects/call_projects/ "Call for Projects."]</ref> Los Angeles County Metro also has a specific program for pedestrian planning and has sponsored at least one symposium in the past to promote discussion and exchange of strategies to improve the pedestrian experience.<ref>Los Angeles County Metropolitan Transportation Authority. [http://www.metro.net/projects/ped/ "Pedestrian Planning."]</ref><br />
<br />
Agencies may want to give careful attention to ensuring:<br />
* An extensive sidewalk network connects transit stations to origins and destinations.<br />
* Sufficient safe street crossings, because virtually every transit trip involves crossing the street at the departure or return.<br />
* Protection from the elements, such as shade trees along sidewalks.<br />
<br />
For discussion of pedestrian environment at stops and stations, see the section on how to improve [[out-of-vehicle experience]] for transit users.<br />
<br />
==References==<br />
<references/><br />
<br />
==Additional Reading==<br />
Transit Cooperative Research Program. [http://www.trb.org/main/blurbs/159782.aspx “TCRP Report 125: Guidebook for Mitigating Fixed-Route Bus-and-Pedestrian Collisions.”] 2008.<br />
: This guidebook is focused specifically on preventing or remedying dangerous situations where collisions between buses and pedestrians are likely or common. Sponsored by the Federal Transit Administration, it describes the four most common types of collisions and ways that agencies can mitigate them. The guidebook draws on commentary from stakeholders and several case studies. <br />
<br />
<br />
WalkingInfo.org. [http://www.walkinginfo.org/develop/sample-plans.cfm?/pp/exem2005.htm “Pedestrian Plans.”]<br />
: This website, sponsored by the US Department of Transportation Federal Highway Administration, maintains a running list of pedestrian and bicycle master plans. There are examples from around the country, including a technical report on creating bicycle and pedestrian facilities by Caltrans. That technical report also includes traditional and innovative practices for traffic calming.<br />
<br />
[[Category:Investment and planning]]<br />
[[Category:Transit and Public]]</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=Bicycle_connections&diff=1312Bicycle connections2013-04-11T04:15:39Z<p>Dzhao: </p>
<hr />
<div>==Introduction==<br />
Almost half of Americans live within a quarter mile of a transit stop and bicycling offers the potential to serve as a first- and last-mile connector to and from transit, and offers many benefits: riders occupy less road space than private autos, emit no harmful pollutants, users benefit from physical activity, and bicycles require significantly less storage space (parking) than a car.<ref>Mineta Transportation Institute. San José State University. [http://www.transweb.sjsu.edu/project/2825.html "Bicycling Access and Egress to Transit: Informing the Possibilities." 2011.]</ref> Allowing bicyclists to use the transit network also allows them to avoid riding uncomfortable environments, such as riding in tunnels, in bad weather, in highly congested areas, or places where there is little bicycle infrastructure.<ref>Transit Cooperative Research Program. [http://www.trb.org/Main/Blurbs/156477.aspx “TCRP Synthesis 62: Integration of Bicycles and Transit.”] 2005.</ref> Bicycles can extend the geographic reach of transit services, enhancing the usefulness of the transit network. Similarly, high quality [[pedestrian connections]] provide safe, secure and comfortable access to the transit network. <br />
[[File:Orange Line station.jpg|thumb|right|300px| The Metro Los Angeles Orange Line BRT features convenient connections for cyclists, including an adjacent bike path and bike lockers at the stations.]]<br />
<br />
Transit agencies often have little control over the networks of infrastructure leading to stations and stops. However, there are some ways that transit agencies can influence bicycle access to transit by providing bicycle parking at stations and allowing passengers to transport their bicycles on train cars or bus-mounted bike racks. Indirectly, transportation agencies can provide funding to municipalities for building bicycle infrastructure (such as bike lanes and other street treatments). Despite the ability to allocate funding, however, transit agencies often lack direct control over the design, engineering, placement, and prioritization of bicycle and pedestrian facilities that connect to stations and stops. Transit agencies may also support changes to infrastructure through financial and technical assistance in creating bicycle and pedestrian master plans.<br />
<br />
==Bicycles and Buses==<br />
Allowing bicycles to be carried on board transit vehicles can be very cost-effective. In fact, according to one TCRP Synthesis, “Providing bicycle racks on a bus or vanpool vehicle typically costs between $500 and $1,000, which represents a small fraction of the cost of the entire vehicle.” Racks can be mounted on the front or the back of buses. However, rear-mounted bicycle racks can pose some problems for maintenance and safety. Agencies have found that rear-mounted racks can limit access to the bus’ engine and limiting bicyclists’ visibility to bus drivers as they mount their bicycles.<ref>Transit Cooperative Research Program. [http://www.trb.org/Main/Blurbs/156477.aspx “TCRP Synthesis 62: Integration of Bicycles and Transit.”] 2005.</ref> <br />
In terms of bicycle storage, racks and lockers at bus stops and stations can be affordable and represents a tiny fraction of the cost of providing automobile parking.<ref>Transit Cooperative Research Program. [http://www.trb.org/Main/Blurbs/156477.aspx “TCRP Synthesis 62: Integration of Bicycles and Transit.”] 2005.</ref> Providing bike storage facilities on public sidewalks may involve other challenges, such as ensuring there is enough space for them and that they do not interfere with other uses of those sidewalks.<br />
<br />
==Bicycles and Rail Transit==<br />
The primary concern when allowing bicycles on board light rail is storage: bikes may be stored on racks or hooks, in a single car, or space may be allocated for bicycles and their owners in each car.<ref>Transit Cooperative Research Program. [http://www.trb.org/Main/Blurbs/156477.aspx “TCRP Synthesis 62: Integration of Bicycles and Transit.”] 2005.</ref> <br />
<br />
==Other Considerations==<br />
Some bus drivers and maintenance workers unions have expressed concerns that adding bicycle racks to buses or other vehicles increases drivers’ workloads and may disagree with their addition. New features that allow also transit to accommodate bicyclists may also require some training of drivers and other transit workers.<ref>Transit Cooperative Research Program. [http://www.trb.org/Main/Blurbs/156477.aspx “TCRP Synthesis 62: Integration of Bicycles and Transit.”] 2005.</ref> Finally, marketing and education campaigns are often necessary to inform passengers that bicycle accommodations are available and how to use them. <br />
<br />
==Long Beach, California Example==<br />
Long Beach, California has, over the last several years, worked hard to become a bike-friendly city. By improving bike facilities, including bike parking near transit stations, creating separated bikeways, and supporting a [[safe routes to school]] program, the city has gained notoriety as a great place to bike. The City has also worked with business owners and the County Department of Public Health to create “bike-friendly business districts,” which include ample bike parking (in “bike corrals”) and cross-promotions with small businesses. Importantly, the City has also teamed up with Los Angeles Metro, with funding from the California Department of Transportation, to make improvements around the Metro Blue Line’s rail stations. The goal of the Blue Line Bike and Pedestrian Access Plan is to enhance safety for bicyclists and pedestrians within a half mile of all Blue Line stations. For more information about Long Beach and its bicycle planning, see [http://www.bikelongbeach.org BikeLongBeach.org]. <br />
<br />
==References==<br />
<references/><br />
<br />
==Additional Reading==<br />
Mineta Transportation Institute. San José State University. [http://www.transweb.sjsu.edu/project/2825.html "Bicycling Access and Egress to Transit: Informing the Possibilities." 2011.]<br />
: The authors explore the most cost-effective ways to encourage integration between bicycling and transit. Using an index to analyze a variety of possible methods for integration, they find that allowing riders to bring their bikes on board transit was the most cost-effective way to accomplish this goal. This report includes a brief description of the success that Caltrain had in integrating service for bicyclists in Santa Clara County, California into its operations. <br />
<br />
<br />
Transit Cooperative Research Program. [http://www.trb.org/Main/Blurbs/156477.aspx “TCRP Synthesis 62: Integration of Bicycles and Transit.”] 2005.<br />
: This synthesis, sponsored by the Federal Transit Administration, explains the benefits, costs, and technical specifications associated with making bicycle connections work together with public transit. It includes results from a survey and a discussion about how bicycles can be integrated with a wide variety of different transit's forms, including bus, rail, and even ferries and mountain transit systems. <br />
<br />
<br />
California Bicycle Coalition. [http://calbike.org/ Calbike.org.] 2012.<br />
: The California Bicycle Coalition advocates for the interests of bicyclists in California. Its website offers policy resources, guidance for creating bikeways, and links to local bicycle advocacy groups. The group also often sponsors legislation to promote bicycling by making it safer. The site also includes a thorough section on [[complete streets]].<br />
<br />
<br />
[[Category:Investment and planning]]<br />
[[Category:Transit and Public Health]]</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=Air_quality&diff=1311Air quality2013-04-11T04:15:19Z<p>Dzhao: </p>
<hr />
<div>==Introduction==<br />
Public transit can have an effect on human health by reducing air pollution created by trips taken by private automobiles. The emissions from cars contribute to asthma, cancer, and other diseases. This pollution also has serious implications for equity, as a growing body of evidence demonstrates that low-income people, more likely to live near heavily traveled highways, are disproportionately impacted by these diseases. Emissions from vehicles of all types also have implications for climate change, which ultimately has an effect on human health by raising temperatures and causing or exacerbating extreme weather events.<br />
[[File:ZEBusRibbonCutting.jpg|right|thumb|350px|This is the ribbon-cutting ceremony for San Jose's newest zero-emissions bus. Photo by Flickr user congressman_honda.]] <br />
<br />
==Strategies for Improving Air Quality==<br />
===Increasing Ridership===<br />
Transit agencies have an interest in increasing ridership for cost-effectiveness reasons - serving more passengers per vehicle mile, for example. But environmental agencies and regional governments rely on public transit as an alternative to the single-occupant vehicle as a strategy for reaching air quality goals. However, studies conducted by transit agencies on their work’s effect on air quality were not readily available, possibly because those agencies are charged with many other responsibilities and do not have resources to produce independent studies. The Centers for Disease Control and Prevention, though, recommend expanding public transportation as one of its eight transportation policies that could drastically improve public health. The CDC also offers a toolkit to aid planners and decisionmakers in conducting health impact assessments to measure the benefits and costs for health of transportation projects.<ref>Centers for Disease Control and Prevention. [http://www.cdc.gov/transportation/recommendation.htm "CDC Transportation Recommendations."] 2010.</ref><br />
<br />
===Modernizing Vehicles===<br />
Most California transit agencies have had to modernize their buses for some degree because of the California Air Resources Board’s Fleet Rule. For example, transit agencies in California are required to replace vehicles early beginning in 2015 and as of January 2012, must add particulate matter filters to buses.<ref>California Air Resources Board.[http://www.arb.ca.gov/msprog/bus/bus.htm “Public Transit Agencies.”] 2011.</ref> But many transit agencies have exceeded these expectations because they see modernizing their vehicle fleets as a part of their mission to improve air quality and reduce their dependence on volatile and expensive traditional gasoline and diesel fuel. Los Angeles’ Metropolitan Transportation Authority switched many of its buses to compressed natural gas (CNG) in 2005, and retired its last diesel bus in 2011.<ref> Metropolitan Transportation Authority. [http://www.metro.net/news/simple_pr/metro-retires-last-diesel-bus/ “Metro Retires Last Diesel Bus, Becomes World’s First Major Transit Agency to Operate Only Clean Fuel buses.”] 2011.</ref> An alternative to retiring buses is retrofitting them. Because diesel fuel is also a major contributor to particulate matter in the air, the Metropolitan Transportation Commission (MTC) and the Bay Area Air Quality Management District (BAAQMD) worked together to support Bay Area transit agencies in retrofitting buses with filters that capture 85 percent of diesel exhaust particulate matter.<ref>Metropolitan Transportation Commission and Bay Area Air Quality Management District. [[media:MTC_Retrofits.pdf|"Bus Filters Remove Tons of Soot from Bay Area Air."]] 2006.</ref><br />
<br />
<br />
==Important Policies==<br />
===Congestion Mitigation and Air Quality standards (CMAQ)===<br />
Air quality and public transit are linked in many ways, but one of the most direct connections made by any agency is through the Congestion Mitigation and Air Quality (CMAQ) standards. CMAQ provides a source of funding to states with air quality that does not meet the Clean Air Act’s air quality standards - this funding can be used for public transit projects and is distributed through the state’s department of transportation. These funds may be used by transit agencies to provide new service, to expand public transit service, and/or to provide incentives to use existing services.<ref>Federal Highway Administration. [http://www.fhwa.dot.gov/environment/air_quality/cmaq/reference/public_transportation/ “Air Quality.”] 2005.</ref><br />
<br />
===Transportation Improvement Program (TIP)===<br />
In the interest of attaining federal air quality standards, every four years, or when a regionally significant project is approved, regions across the country must prepare a Transportation Improvement Program (TIP). The TIP must be approved first by the metropolitan planning organization (MPO) where the non-attainment area is located, then by the Federal Highway Administration (FHWA) and the Federal Transit Administration (FTA).<ref>Federal Highway Administration and Federal Transit Administration. [http://www.planning.dot.gov/documents/briefingbook/bbook.htm "The Transportation Planning Process; A Briefing Book for Transportaiton Planning Decisionmakers, Officials, and Staff.”] 2007.</ref> When a planning agency develops a new Regional Transportation Plan (RTP), they must prepare a conformity analysis to demonstrate that the transportation plans meet air quality standards and do not exceed the ‘budget’ of emissions allocated to the area by the State Transportation Improvement Plan (STIP).<ref>Metropolitan Transportation Commission. [[media:MTC_TIP_Conformity_Report.pdf|”Transportation-Air Quality Conformity Analysis for the Transportation 2035 Plan and 2011 Transportation Improvement Program.”]] 2010.</ref><br />
<br />
===Proposition 1B (California)===<br />
Approved in 2006, Proposition 1B, The Highway, Safety, Traffic Reduction, Air Quality, and Port Security Bond Act, set aside billions of dollars of bond money to establish accounts to accomplish a variety of transportation goals, including modernizing transit systems, improving air quality, and improving intercity rail systems. The California Department of Transportation (Caltrans) disburses these funds to local transit agencies for different projects.<ref>California Department of Transportation. [http://www.dot.ca.gov/hq/transprog/ibond.htm “Transportation Programming - Proposition 1B - Transportation Bond Program.”] 2011.</ref> In 2012, about 80 projects were awarded a total of about $350 million in grants through this program.<ref>California Department of Transportation. [http://www.dot.ca.gov/hq/paffairs/news/pressrel/12pr070.htm “Caltrans Awards $350 Million in Grants to Improve Public Transit and Air Quality.”] 2012.</ref><br />
<br />
==References==<br />
<references/><br />
<br />
==Additional Reading==<br />
Los Angeles County Metropolitan Transportation Authority. [[media:OrangeLine_GHGs.pdf|“Metro Orange Line Mode Shift Study and Greenhouse Gas Emissions Analysis.”]] 2011.<br />
: When Los Angeles Metro built its Orange Line [[bus rapid transit]] line, it included a bikeway and other facilities for bicyclists alongside the dedicated lane. The purpose of this study was to establish the benefits of that bikeway in terms of greenhouse gas emissions avoided. The bikeway was created in order to complement the busway and both have exceeded expectations in terms of use. Bicycle facilities are an important tool that transit agencies have for pursuing sustainability and promoting public health and this study offers one example of quantifying these benefits. <br />
<br />
<br />
Environmental Protection Agency. [http://www.epa.gov/otaq/stateresources/transconf/generalinfo.htm “Transportation Conformity: General Information.”]<br />
: This guide from the EPA provides links to a guide for understanding the transportation conformity process, along with resources for technical assistance, and a guide for state and local officials. It also includes a report with case studies of cities implementing the conformity requirements through the 1990s, including San Francisco. <br />
<br />
<br />
California Environmental Protection Agency Air Resources Board. [http://www.arb.ca.gov/diesel/documents/rrpapp.htm “Final Diesel Risk Reduction Plan with Appendices.”] 2000.<br />
: This report from the California Air Resources Board outlines some strategies for reducing the particulate matter in the state’s air. It describes the risks and strategies from a variety of diesel engine types (stationary, and mobile engines in school buses, transit buses, and trucks). However, transit providers may be interested in the report because it includes a summary of existing policies governing diesel engines, methodology for measuring particulate matter, and reviews of technologies for reducing particulate matter. <br />
<br />
<br />
Metropolitan Transportation Commission. [[media:MTC_Guide.pdf|“Transportation, Land Use, and Greenhouse Gases: A Bay Area Resource Guide.”]] 2009.<br />
: This guide reviews a wide range of strategies for meeting California’s greenhouse gas emissions reductions over the next couple decades. The guide evaluates strategies based on how well they will be able to reduce emissions, as well as how cost-effective they are. Increasing ridership on public transit, facilitating biking and walking, and changing travel behavior are all included as components of the overall plan to reduce California’s emissions.<br />
<br />
[[Category:Transit and Public Health]]</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=Premium_private_transit&diff=1300Premium private transit2013-04-10T18:58:40Z<p>Dzhao: </p>
<hr />
<div>[[Category:Market Response]]<br />
==Introduction==<br />
Historically, workers have lived in suburban locations and commuted to the city for work, but Silicon Valley sees the reverse. Many knowledge workers tend to be young, educated, and in search of an urban lifestyle; they prefer to reside in the city and commute to the suburbs where the large technology companies are based. While the employees used to organize unofficial carpools and vanpools, now the tech companies manage full-fledged fleets to transport their workers over 30 miles to the job sites. The companies with the most active shuttle routes include Google, Apple, Facebook, Electronic Arts, Yahoo and eBay; the companies don't release ridership or frequency data, but according to a project by Stamen Design, these shuttles transport roughly 35% of the number of passengers that Caltrans moves each day <ref> [http://stamen.com/zero1/ The City from the Valley ]</ref>.<br />
[[Image:Googlebus.jpg|right|thumb|350px|Google shuttle bus]]<br />
<br />
The buses tend to be fairly nondescript, and are described as comfortable and quiet inside. They all have wireless internet, which allows employees to start working during the commute <ref name="two"> [http://nymag.com/daily/intelligencer/2012/12/silicon-valleys-exclusive-shuttles.html The Commuter Kings: Riding Along on Silicon Valley's Exclusive Shuttles] </ref><br />
<br />
==Traffic and Environmental Impacts==<br />
The San Francisco County Transportation Authority estimated that the private shuttles save a net 28.7 million VMT and replace roughly 757,000 single-passenger car trips. <ref name="two"></ref> <br />
*Google operates a fleet of about 95 private buses serving 35 routes in seven counties, and they recently incorporated double decker buses into their fleet. <ref> [http://www.siliconvalley.com/mr-roadshow/ci_22800848/google-and-other-high-tech-company-buses-packing Google and other high-tech companies packing in riders.] </ref> The company's transportation program includes biodiesel engines and solar-powered charging stations.<br />
*Between 40 to 47% of Facebook's employees use alternative transportation, which includes their six shuttle routes.<br />
*Apple estimates that its various shuttle, transit subsidy and carpool programs have taken the equivalent of 4,500 cars off the road, according to its 2008 Environmental Update. <ref> [http://sf.streetsblog.org/2009/08/05/employee-shuttles-finding-their-place-in-sfs-complex-transit-system/ Employee Shuttles Finding Their Place in SF's Complex Transit System] </ref> <br />
<br />
[[File:Siliconvalleybuses.gif|right|thumb|350px|Map of Silicon Valley bus routes]]<br />
<br />
==Public Perceptions==<br />
Relations with San Francisco Muni have been tense, as the large private shuttles occupy more than 200 boarding sites across the city. <ref name="three">[http://www.sfexaminer.com/local/transportation/2013/01/new-loading-zone-proposed-van-ness-avenue-ease-issues-private-shuttles- New loading zone proposed]</ref> Although transit officials acknowledge the private shuttles help take cars off the road, they are pushing for more regulation. The shuttles often pick up workers at Muni bus stops, which creates delays for public transit riders, and neighborhood residents complain about the large buses on their streets. SFMTA is beginning to address the issue, by dedicating new loading zones away from existing transit stops and proposing a fee on the companies that use them. <ref name="three"> </ref> Additionally, some criticize the shuttles for competing directly with public transit. However, neither the employers and employees live close to the Caltrain commuter line, and passengers are unwilling to make several transfers and to wait for the train's infrequent service. <ref> [http://www.humantransit.org/2012/10/the-silicon-valley-shuttles-revealed.html The Silicon Valley Shuttles Revealed.] </ref><br />
<br />
Many view the private transportation system negatively, accusing it of contributing to gentrification. Real estate seems to have been affected, with even low value homes selling at a premium because of their proximity to a private shuttle stop <ref> [http://www.theatlanticcities.com/commute/2012/12/are-silicon-valleys-employee-shuttles-bad-san-francisco/4266/ Are Silicon Valley's Employee Shuttles Bad for San Francisco?] </ref><br />
<br />
==Integrating Private Shuttles into the Transportation System==<br />
===SFCTA Strategic Analysis Report===<br />
San Francisco has seen significant growth in shuttle operations, most of which are private, employer-operated buses. SFCTA issued a report that analyzed the role of private shuttles in the transportation system. Although the buses are legal under the CPUC, field work noted that private shuttle can come into conflict with Muni operations or they violate restricted parking areas. Surveys with community members and shuttle passengers identified areas of concern, such as the vehicles' large sizes, localized pollution and noise, and vehicle anonymity (making it difficult to report complaints). However, the report also notes that shuttle operations have positive impacts, many of which are complementary to transit. Private shuttles not only help reduce VMT and car ownership, they can also improve employees' productivity and quality of life.<br />
<br />
The key findings of the benefits/impacts analysis were:<br />
*Significant regional benefits, but with localized impacts, such as improper use of curbs and idling.<br />
*There is evidence that motor coach vehicle size and weighting are not ideal for some streets.<br />
*The public would benefit from a point-of-contact for inquires, feedback, and complaints.<br />
*The extent of issues and growth of shuttles indicates long-term need for shuttle planning, coordination, and management.<br />
<br />
Other cities are also working on ways to allocate scarce curb space. Possible policy solutions can be to implement shared bus stops, create dedicated shuttle zones, and sharing bus parking facilities. Additionally, employers in South of Market have begun to explore consolidation of their shuttle services to reduce costs and redundancy, but there are barriers due to the complexity of negotiating service parameters, cost-sharing, new entrants, and governance among several firms. However, there currently are several models in the Bay Area where multiple shuttle providers coordinated resources to provide a circulator shuttle service.<br />
<br />
Finally, the report made several recommendations for better integrating shuttle operations with the existing transportation system:<br />
*Create a "Muni Partners" program, which would formalize and streamline coordination between the shuttle industry and SFMTA. The authors recommend a fee structure for members of the program in order to cover curb management and facilities fees.<br />
*Set clear policy objectives to ensure safety and complementary interactions with transit and other road users<br />
*Work with potential new entrants to the shuttle market to foster development of support for broader transportation sector goals, e.g. congestion management<br />
*Create needed facilities to accommodate existing shuttle operations<br />
<br />
==References==<br />
<references/><br />
<br />
==Additional Reading==<br />
San Francisco County Transportation Authority. [http://www.sfcta.org/sites/default/files/content/Planning/Shuttles/Final_SAR_08-09_2_Shuttles_062811.pdf "Strategic Analysis Report: The Role of Shuttle Services in San Francisco's Transportation System"']. (2011).<br />
: The San Francisco County Transportation Authority released a report which analyzed the impacts of private shuttles in the transportation network.<br />
Stamen Design. [http://stamen.com/zero1/ "The City from the Valley"']. (2012).<br />
: Stamen Design created a map of the shuttle buses; their process of tracking the buses is outlined here.</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=Premium_private_transit&diff=1298Premium private transit2013-04-09T15:25:00Z<p>Dzhao: </p>
<hr />
<div>[[Category:Market Response]]<br />
==Introduction==<br />
Historically, workers have lived in suburban locations and commuted to the city for work, but Silicon Valley sees the reverse. Many knowledge workers tend to be young, educated, and in search of an urban lifestyle; they prefer to reside in the city and commute to the suburbs where the large technology companies are based. While the employees used to organize unofficial carpools and vanpools, now the tech companies manage full-fledged fleets to transport their workers over 30 miles to the job sites. The companies with the most active shuttle routes include Google, Apple, Facebook, Electronic Arts, Yahoo and eBay; the companies don't release ridership or frequency data, but according to a project by Stamen Design, these shuttles transport roughly 35% of the number of passengers that Caltrans moves each day <ref> [http://stamen.com/zero1/ The City from the Valley ]</ref>.<br />
[[Image:Googlebus.jpg|right|thumb|350px|Google shuttle bus]]<br />
<br />
The buses tend to be fairly nondescript, and are described as comfortable and quiet inside. They all have wireless internet, which allows employees to start working during the commute <ref name="two"> [http://nymag.com/daily/intelligencer/2012/12/silicon-valleys-exclusive-shuttles.html The Commuter Kings: Riding Along on Silicon Valley's Exclusive Shuttles] </ref><br />
<br />
==Traffic and Environmental Impacts==<br />
The San Francisco County Transportation Authority estimated that the private shuttles save a net 28.7 million VMT and replace roughly 757,000 single-passenger car trips. <ref name="two"></ref> <br />
*Google operates a fleet of about 95 private buses serving 35 routes in seven counties, and they recently incorporated double decker buses into their fleet. <ref> [http://www.siliconvalley.com/mr-roadshow/ci_22800848/google-and-other-high-tech-company-buses-packing Google and other high-tech companies packing in riders.] </ref> The company's transportation program includes biodiesel engines and solar-powered charging stations.<br />
*Between 40 to 47% of Facebook's employees use alternative transportation, which includes their six shuttle routes.<br />
*Apple estimates that its various shuttle, transit subsidy and carpool programs have taken the equivalent of 4,500 cars off the road, according to its 2008 Environmental Update. <ref> [http://sf.streetsblog.org/2009/08/05/employee-shuttles-finding-their-place-in-sfs-complex-transit-system/ Employee Shuttles Finding Their Place in SF's Complex Transit System] </ref> <br />
<br />
[[File:Siliconvalleybuses.gif|right|thumb|350px|Map of Silicon Valley bus routes]]<br />
<br />
==Public Perceptions==<br />
Relations with San Francisco Muni have been tense, as the large private shuttles occupy more than 200 boarding sites across the city. <ref name="three">[http://www.sfexaminer.com/local/transportation/2013/01/new-loading-zone-proposed-van-ness-avenue-ease-issues-private-shuttles- New loading zone proposed]</ref> Although transit officials acknowledge the private shuttles help take cars off the road, they are pushing for more regulation. The shuttles often pick up workers at Muni bus stops, which creates delays for public transit riders, and neighborhood residents complain about the large buses on their streets. SFMTA is beginning to address the issue, by dedicating new loading zones away from existing transit stops and proposing a fee on the companies that use them. <ref name="three"> </ref> Additionally, some criticize the shuttles for competing directly with public transit. However, neither the employers and employees live close to the Caltrain commuter line, and passengers are unwilling to make several transfers and to wait for the train's infrequent service. <ref> [http://www.humantransit.org/2012/10/the-silicon-valley-shuttles-revealed.html The Silicon Valley Shuttles Revealed.] </ref><br />
<br />
Many view the private transportation system negatively, accusing it of contributing to gentrification. Real estate seems to have been affected, with even low value homes selling at a premium because of their proximity to a private shuttle stop <ref> [http://www.theatlanticcities.com/commute/2012/12/are-silicon-valleys-employee-shuttles-bad-san-francisco/4266/ Are Silicon Valley's Employee Shuttles Bad for San Francisco?] </ref><br />
<br />
==Integrating Private Shuttles into the Transportation System==<br />
===SFCTA Strategic Analysis Report===<br />
San Francisco has seen significant growth in shuttle operations, most of which are private, employer-operated buses. SFCTA issued a report that analyzed the role of private shuttles in the transportation system. Although the buses are legal under the CPUC, field work noted that private shuttle can come into conflict with Muni operations or they violate restricted parking areas. Surveys with community members and shuttle passengers identified areas of concern, such as the vehicles' large sizes, localized pollution and noise, and vehicle anonymity (making it difficult to report complaints). However, the report also notes that shuttle operations have positive impacts, many of which are complementary to transit. Private shuttles not only help reduce VMT and car ownership, they can also improve employees' productivity and quality of life.<br />
<br />
The key findings of the benefits/impacts analysis were:<br />
*Significant regional benefits, but with localized impacts, such as improper use of curbs and idling.<br />
*There is evidence that motor coach vehicle size and weighting are not ideal for some streets.<br />
*The public would benefit from a point-of-contact for inquires, feedback, and complaints.<br />
*The extent of issues and growth of shuttles indicates long-term need for shuttle planning, coordination, and management.<br />
<br />
Other cities are also working on ways to allocate scarce curb space. Possible policy solutions can be to implement shared bus stops, create dedicated shuttle zones, and sharing bus parking facilities. Additionally, employers in South of Market have begun to explore consolidation of their shuttle services to reduce costs and redundancy, but there are barriers due to the complexity of negotiating service parameters, cost-sharing, new entrants, and governance among several firms. However, there currently are several models in the Bay Area where multiple shuttle providers coordinated resources to provide a circulator shuttle service.<br />
<br />
Finally, the report made several recommendations for better integrating shuttle operations with the existing transportation system:<br />
*Create a "Muni Partners" program, which would formalize and streamline coordination between the shuttle industry and SFMTA. The authors recommend a fee structure for members of the program in order to cover curb management and facilities fees.<br />
*Set clear policy objectives to ensure safety and complementary interactions with transit and other road users<br />
*Work with potential new entrants to the shuttle market to foster development of support for broader transportation sector goals, e.g. congestion management<br />
*Create needed facilities to accommodate existing shuttle operations<br />
<br />
==References==<br />
<references/><br />
<br />
==Additional Reading==<br />
San Francisco County Transportation Authority. [http://www.sfcta.org/sites/default/files/content/Planning/Shuttles/Final_SAR_08-09_2_Shuttles_062811.pdf "Strategic Analysis Report: The Role of Shuttle Services in San Francisco's Transportation System"']. (2011).<br />
: The San Francisco County Transportation Authority released a report which analyzed the impacts of private shuttles in the transportation network.<br />
Stamen Design. [http://stamen.com/zero1/ "The City from the Valley"'. (2012).<br />
: Stamen Design created a map of the shuttle buses; their process of tracking the buses is outlined here.</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=Transit_and_SB_375&diff=1296Transit and SB 3752013-04-04T03:55:00Z<p>Dzhao: Created page with "Category:Transit's Low-Carbon Role ==Overview of SB 375== Senate Bill 375 was passed in 2008 and directs the California Air Resources Board to set regional targets for red..."</p>
<hr />
<div>[[Category:Transit's Low-Carbon Role]]<br />
==Overview of SB 375==<br />
Senate Bill 375 was passed in 2008 and directs the California Air Resources Board to set regional targets for reducing greenhouse gas emissions. Each of California's MPOs are to prepare a Sustainable Communities Strategy (SCS) that demonstrates how the region will reach greenhouse gas reduction targets through integrated land use, housing, and transportation planning. Aligning regional plans will help the state achieve GHG reduction goals for cars and light trucks set by AB 32, California's landmark climate change legislation. <ref name="one"> [http://www.arb.ca.gov/cc/ab32/ab32.htm Assembly Bill 32] </ref><br />
<br />
==Impacts on Transit==<br />
SB 375 ties land use and transportation planning together, and emphasizes building [[transit-oriented development]]. The Bill has special provisions and incentives for Transit Priority Projects (TPPs), which must meet several criteria:<br />
# Contains at least 50% residential use. If the project contains 26-50% commercial use, the FAR must be at least 0.75.<br />
# Have a minimum net density of 20 units per acre<br />
# Be located within 1/2 mile of a major transit stop or high-quality transit corridor <ref name="two"> [http://www.sacog.org/2035/the-plan/sustainable-communities-strategy/ceqa-375/ CEQA Benefits of SB 375] </ref><br />
<br />
One incentive for regions to encourage TPPs is significant streamlining of California Environmental Quality Act (CEQA) requirements. Additionally, TPPs have special traffic mitigation measures, which include traffic control improvements, street or road improvements, in-lieu fees, transit passes for future residents, or other measures that will avoid or mitigate the traffic impacts. A TPP that meets these requirements does not need to comply with any additional mitigation measures under CEQA. <ref name="two"> </ref><br />
<br />
A second benefit for TPPs is complete exemption from CEQA, but the requirements for total exemption are extremely stringent: the TPP must satisfy three different areas of requirements, including eight environmental criteria, seven land use criteria and affordable housing or open space criteria. <ref name="three"> [http://www.paulhastings.com/assets/publications/1749.pdf The California Air Resources Board Sets Ambitious Greenhouse Gas Emissions Reduction Targets Under SB 375] </ref> <br />
<br />
Although the CEQA streamlining and exemption are meant to incentivize TPPs or Sustainable Communities Projects, it remains to be seen whether the incentives are sufficient. Some observers expect that public transit funding will necessarily increase in order to meet the GHG reduction targets, but it is uncertain how funding decisions will change due to SB 375, particularly in light of the budgetary constraints under which most transit agencies are currently operating under. <ref name="three"> </ref><br />
<br />
==How Regional Governments Have Responded==<br />
There has been uncertainty about what form SCSs would take, but several California MPOs have developed SCSs which all emphasize transit.<br />
<br />
*The San Diego Association of Governments (SANDAG) completed their RTP in 2011, the first in California to do so after the passage of SB 375. Although the plan has received criticism for focusing on highway expansion in early years, it includes $53 billion for transit operations and maintenance, which is more money and a higher percentage of funds than before. <ref> [http://switchboard.nrdc.org/blogs/aeaken/with_carbs_leadership_sandag_s.html SANDAG still has time to make meaningful change with its SB 375 plan] </ref> Additionally, 84% of new residential growth will be in multifamily housing, more than 80% of which will be in Transit Priority Areas <ref name="four"> [http://www.nrdc.org/globalwarming/sb375/implementation-report/files/implementation-report.pdf A Bold Plan for Sustainable California Communities: A Report on the Implementation of Senate Bill 375] </ref><br />
*The Sacramento Area Council of Governments (SACOG) is currently preparing their 2035 Metropolitan Transportation Plan/Sustainable Communities Strategy (MTP/SCS). The MTP/SCS specifically identifies Transit Priority Areas throughout the region, which are areas located within 1/2 mile of a high-quality transit. The MTP/SCS calls for an additional 272,000 housing units and 380,000 employees to be located within those areas by 2035. <ref> [http://www.sacog.org/sustainable/faq/ FAQ: Transit Priority Areas] </ref><br />
*The Southern California Association of Governments (SCAG) approved their RTP/SCS in 2012, with nearly half of the plan's funding devoted to transit. The RTP/SCS also funds 12 major transit expansion projects in LA under Mayor Villaraigosa’s 30-10 plan, and aims to place 87% of all jobs within a half mile of transit service. <ref name="four"> </ref><br />
<br />
==References==<br />
<references/><br />
<br />
<br />
==Additional Reading==<br />
Center for a Sustainable California. [http://sustainablecalifornia.berkeley.edu/pubs/SB375-FULL-REPORT.pdf "Make it Work: Implementing Senate Bill 375"]. (2009).<br />
: The Center for a Sustainable California at UC Berkeley prepared this report to analyze implementation challenges of SB 375. Specifically, the report identifies the need for state-supported policies and programs in order to support transit-oriented development.<br />
<br />
Southern California Association for Governments. [http://rtpscs.scag.ca.gov/Documents/scs/CEQAstreamliningChart.pdf "SB 375 and CEQA streamlining"] (2010).<br />
: SCAG provides a chart that explains the CEQA streamlining requirements projects that qualify as TPPs.</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=Main_Page&diff=1293Main Page2013-03-27T23:53:10Z<p>Dzhao: </p>
<hr />
<div>__NOTOC__<br />
{| class="wikitable" border="1" padding="1";<br />
|+ Articles on TransitWiki<br />
!scope="col" width=16% | Finance & Revenues<br />
!scope="col" width=16% | Managing Transit<br />
!scope="col" width=16% | Investment and Planning<br />
!scope="col" width=16% | Operating Effectiveness<br />
!scope="col" width=16% | Technology<br />
!scope="col" width=16% | Public Health<br />
|- valign="top" bgcolor="#F2F5FF"<br />
| <categorytree mode=pages depth=0 hideroot=on>Finance and revenue</categorytree> || <categorytree mode=pages hideroot=on>Managing transit </categorytree> || <categorytree mode=pages hideroot=on>Investment and planning</categorytree> || <categorytree mode=all hideroot=on depth=3>Operating effectiveness</categorytree><br> || <categorytree mode=pages hideroot=on>Technology</categorytree> || <categorytree mode=all hideroot=on depth=3>Public Health</categorytree><br />
|-<br />
!scope="col" width=16% | Market Response<br />
!scope="col" width=16% | Transit and Public Health<br />
!scope="col" width=16% | Transit's Low-Carbon Role<br />
|- valign="top" bgcolor="#F2F5FF"<br />
| <categorytree mode=pages depth=0 hideroot=on>Market Response</categorytree> || <categorytree mode=pages hideroot=on>Transit and Public Health</categorytree> || <categorytree mode=pages hideroot=on>Transit's Low-Carbon Role</categorytree><br />
|}<br />
<br />
===Welcome to TransitWiki.org===<br />
[[File:S70_AT_SDSU.jpg|right|San Diego Metropolitan Transit System Trolley|300px]]TransitWiki.org is developed and maintained by transit planners for transit planners. The goal of the site is to facilitate information transfer among California's transit agencies to accelerate the successful implementation of cost-effective strategies to improve transit service. On this site you'll find basic information about strategies, examples of their implementation, and links to reports and guidance from the American Public Transportation Association, the Transit Cooperative Research Program, University Transportation Centers, Caltrans, and local agencies.<br />
<br />
<br />
==About TransitWiki==<br />
This site is based on the MediaWiki software that powers Wikipedia and many other sites across the web. If you're familiar with how to navigate or edit Wikipedia, then TransitWiki.org should be straight forward. If not, see the [http://www.mediawiki.org/wiki/Manual:FAQ MediaWiki FAQ]. The [http://www.its.ucla.edu/ UCLA Institute of Transportation Studies] expands and maintains the TransitWiki.org community, with funding from the [http://www.dot.ca.gov/hq/MassTrans/index.html Caltrans Division of Mass Transportation]. Transit stakeholders across the state can contribute the site following our [[Help:Contents#Guidelines_for_Editing_Pages_and_Contributing_New_Content|guidelines]].<br />
<br />
===Contact===<br />
Please contact [mailto:transitwiki@luskin.ucla.edu transitwiki@luskin.ucla.edu] regarding questions, article suggestions, or to request a group training session. <br />
<br />
Follow us on Twitter at [http://twitter.com/TransitWiki @TransitWiki]<br />
<br />
===Other Transportation Wiki Resources:===<br />
* [http://en.wikipedia.org/wiki/Template:Public_transport Public Transport resources on Wikipedia]<br />
* [http://streetswiki.wikispaces.com/ Streetswiki] for pedestrian & bike strategies.<br />
* [http://bikepedwiki.scag.ca.gov/ Southern California Association of Governments Bike & Ped Wiki]</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=Premium_private_transit&diff=1292Premium private transit2013-03-27T23:52:26Z<p>Dzhao: Created page with "Category:Market Response ==Introduction== Historically, workers have lived in suburban locations and commuted to the city for work, but Silicon Valley sees the reverse. Ma..."</p>
<hr />
<div>[[Category:Market Response]]<br />
==Introduction==<br />
Historically, workers have lived in suburban locations and commuted to the city for work, but Silicon Valley sees the reverse. Many knowledge workers tend to be young, educated, and in search of an urban lifestyle; they prefer to reside in the city and commute to the suburbs where the large technology companies are based. While the employees used to organize unofficial carpools and vanpools, now the tech companies manage full-fledged fleets to transport their workers over 30 miles to the job sites. The companies with the most active shuttle routes include Google, Apple, Facebook, Electronic Arts, Yahoo and eBay; the companies don't release ridership or frequency data, but according to a project by Stamen Design, these shuttles transport roughly 35% of the number of passengers that Caltrans moves each day <ref> [http://stamen.com/zero1/ The City from the Valley ]</ref>.<br />
[[Image:Googlebus.jpg|right|thumb|350px|Google shuttle bus]]<br />
<br />
The buses tend to be fairly nondescript, and are described as comfortable and quiet inside. They all have wireless internet, which allows employees to start working during the commute <ref name="two"> [http://nymag.com/daily/intelligencer/2012/12/silicon-valleys-exclusive-shuttles.html The Commuter Kings: Riding Along on Silicon Valley's Exclusive Shuttles] </ref><br />
<br />
==Traffic and Environmental Impacts==<br />
The San Francisco County Transportation Authority estimated that the private shuttles save a net 28.7 million VMT and replace roughly 757,000 single-passenger car trips. <ref name="two"></ref> <br />
*Google operates a fleet of about 95 private buses serving 35 routes in seven counties, and they recently incorporated double decker buses into their fleet. <ref> [http://www.siliconvalley.com/mr-roadshow/ci_22800848/google-and-other-high-tech-company-buses-packing Google and other high-tech companies packing in riders.] </ref> The company's transportation program includes biodiesel engines and solar-powered charging stations.<br />
*Between 40 to 47% of Facebook's employees use alternative transportation, which includes their six shuttle routes.<br />
*Apple estimates that its various shuttle, transit subsidy and carpool programs have taken the equivalent of 4,500 cars off the road, according to its 2008 Environmental Update. <ref> [http://sf.streetsblog.org/2009/08/05/employee-shuttles-finding-their-place-in-sfs-complex-transit-system/ Employee Shuttles Finding Their Place in SF's Complex Transit System] </ref> <br />
<br />
[[File:Siliconvalleybuses.gif|right|thumb|350px|Map of Silicon Valley bus routes]]<br />
<br />
==Public Perceptions==<br />
Relations with San Francisco Muni have been tense, as the large private shuttles occupy more than 200 boarding sites across the city. <ref name="three">[http://www.sfexaminer.com/local/transportation/2013/01/new-loading-zone-proposed-van-ness-avenue-ease-issues-private-shuttles- New loading zone proposed]</ref> Although transit officials acknowledge the private shuttles help take cars off the road, they are pushing for more regulation. The shuttles often pick up workers at Muni bus stops, which creates delays for public transit riders, and neighborhood residents complain about the large buses on their streets. SFMTA is beginning to address the issue, by dedicating new loading zones away from existing transit stops and proposing a fee on the companies that use them. <ref name="three"> </ref> Additionally, some criticize the shuttles for competing directly with public transit. However, neither the employers and employees live close to the Caltrain commuter line, and passengers are unwilling to make several transfers and to wait for the train's infrequent service. <ref> [http://www.humantransit.org/2012/10/the-silicon-valley-shuttles-revealed.html The Silicon Valley Shuttles Revealed.] </ref><br />
<br />
Many view the private transportation system negatively, accusing it of contributing to gentrification. Real estate seems to have been affected, with even low value homes selling at a premium because of their proximity to a private shuttle stop <ref> [http://www.theatlanticcities.com/commute/2012/12/are-silicon-valleys-employee-shuttles-bad-san-francisco/4266/ Are Silicon Valley's Employee Shuttles Bad for San Francisco?] </ref><br />
<br />
==References==<br />
<references/><br />
<br />
<br />
==Additional Reading==<br />
San Francisco County Transportation Authority. [http://www.sfcta.org/sites/default/files/content/Planning/Shuttles/Final_SAR_08-09_2_Shuttles_062811.pdf "Strategic Analysis Report: The Role of Shuttle Services in San Francisco's Transportation System"']. (2011).<br />
: The San Francisco County Transportation Authority released a report which analyzed the impacts of private shuttles in the transportation network.<br />
Stamen Design. [http://stamen.com/zero1/ "The City from the Valley"'. (2012).<br />
: Stamen Design created a map of the shuttle buses; their process of tracking the buses is outlined here.</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=File:Googlebus.jpg&diff=1291File:Googlebus.jpg2013-03-27T23:50:33Z<p>Dzhao: Google shuttle. Photo by Transportation Nation.</p>
<hr />
<div>Google shuttle. Photo by Transportation Nation.</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=File:Siliconvalleybuses.gif&diff=1290File:Siliconvalleybuses.gif2013-03-27T17:16:46Z<p>Dzhao: Map of Silicon Valley bus routes. Created by Stamen Design.</p>
<hr />
<div>Map of Silicon Valley bus routes. Created by Stamen Design.</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=MAP-21&diff=1285MAP-212013-03-12T05:57:57Z<p>Dzhao: </p>
<hr />
<div>[[Category:Finance and revenue]]<br />
==Introduction==<br />
In July 2012, Congress enacted a surface transportation law, Moving Ahead for Progress in the 21st Century (MAP-21), providing federal transportation funding for the fiscal years 2013 and 2014.<br />
[[File:MAP21logo.png|thumb|right|300px|]]<br />
<br />
Major policy changes include:<br />
<br />
*Major increase in federally backed [[Transportation Infrastructure Finance and Innovation Act (TIFIA)]] loans, which could help regions speed up transit plans. Projects are now evaluated only on creditworthiness and a first-come, first-served basis <ref> Urban Land Institute. [http://www.uli.org/infrastructure-initiative/the-promises-and-perils-of-map-21/. "The Promises ad Perils of MAP-21".] 2012. </ref><br />
*Consolidation of 90 highway and transit programs into roughly 30 programs. Earmarks for specific projects were eliminated, as well as many discretionary programs; nearly all the money is apportioned under the new overarching programs.<br />
*Modifications of definitions, such as Bus Rapid Transit (Section 5302), which now allows it to be become eligible for funding that was previously only allowed for fixed guideway systems. <br />
*New performance measures, with an emphasis on performance measurement implementation, rather than performance-based funding; MAP-21 imposes no financial penalty for states and MPOs that fail to make progress toward performance goals, and funding decisions for any given project are not explicitly tied to performance criteria. The USDOT will establish measures for goals that include interstate highway performance, pavement conditions, fatalities and injuries, and transit safety. Under current law, there is no requirement for transit agencies to evaluate or report on the state of their infrastructure. Under MAP-21, transit agencies are required to develop asset management plans, which include capital asset inventories, condition assessments, decision support tools, and investment prioritization. <ref> Chicago Metropolitan Agency for Planning. [http://www.cmap.illinois.gov/policy-updates/-/blogs/map-21-performance-measures-and-performance-based-funding. "MAP-21, Performance Measures, and Performance-Based Funding".] 2012. </ref><br />
<br />
Additionally, the bill cut some discretionary funding programs. Historically, formulas funneling money to states and transit agencies have distributed 80 percent of federal highway and transit money, but MAP-21 boosts that percentage to over 92%, leaving less than eight percent of funds to be spent under the direction of USDOT <ref> Urban Land Institute. [http://www.uli.org/infrastructure-initiative/usdot-talks-map-21-with-uli/. "USDOT Talks MAP-21 with ULI".] 2012.</ref> This change will make funding more predictable, but will limit the amount available for transit agencies.<br />
<br />
==Transit Programs==<br />
Overall, MAP-21 slightly increased formula funds for transit agencies and slightly reduced funds for new construction. The bill provides $10.578 billion for transit in FY2013 and $10.695 billion in FY2014. Transit programs include formula funding and competitive funding.<br />
<br />
===Formula Funding===<br />
*Urbanized Area Formula Grants (Section 5307): Can be used for new capital projects and to cover operating costs.<br />
*Enhanced Mobility of Seniors and Persons with Disabilities (Section 5310): Grants for capital and operating expenses that support transportation to meet the special needs of older adults and persons with disabilities.<br />
*State of Good Repair Grants (Section 5337): New program focusing on maintenance projects for existing fixed-guideway rail and bus systems, including vehicles, track, structures, communications, etc. Projects are limited to replacement and rehabilitation, or capital projects required to maintain public transportation systems in a state of good repair<br />
*Bus and Bus Facilities (Section 5339): New grant program that replaces the old competitive bus funding program. Grants will be for purchase, rehabilitation, and repair of buses and bus facilities. Each year, $65.5 million will be allocated with each State receiving $1.25 million and each territory (including DC and Puerto Rico) receiving $500,000. The remaining funding will be distributed by formula based on population, vehicle revenue miles and passenger miles. This program requires a 20 percent local match <ref> Federal Transit Administration. [http://www.fta.dot.gov/documents/MAP21_essay_style_summary_v5_MASTER.pdf. "A Summary of Public Transportation Provisions"]. </ref><br />
<br />
===Competitive Funding===<br />
*New Starts: Traditional New Starts program funding has been for projects with fixed guideawys, but MAP-21 now allows [[bus rapid transit]] (BRT) projects to qualify for funding as long as the buses have their own travel lane for the majority of the route (compared to the entirety of the route, as in previous requirements). Additionally, grants can be used to expand rail or BRT capacity, by increasing existing passenger capacity by at least ten percent. These "core capacity" projects are capital improvements that address issues such as overcrowding by adding station entrances, double-tracking, or lengthening platforms.<br />
<br />
===TOD Pilot Program===<br />
This is a new discretionary funding program for transit-oriented development. The bill establishes a national policy “encouraging mixed use, transit-oriented development”; while having little immediate effect, it can help promote TOD. <ref> Transportation for America. [http://t4america.org/wp-content/uploads/2012/03/MAP-21-external-summary-FINAL-03-26-12.pdf. "Summary of MAP-21 Provisions". 2012. </ref> Only communities with new projects are eligible to apply. Eligible projects include comprehensive planning in corridors with new rail, bus rapid transit, or core capacity projects. The comprehensive plans should seek to enhance ridership, facilitate multimodal connectivity and accessibility, increase access to transit hubs for pedestrian and bicycle traffic, enable mixed-use development, etc.<br />
<br />
==References==<br />
<references/><br />
<br />
==Additional Reading==<br />
Federal Transit Administration. [http://www.fta.dot.gov/documents/MAP21_essay_style_summary_v5_MASTER.pdf. "Summary of MAP-21 Public Transportation Programs".] 2012. Summary provides a quick overview of new and consolidated transportation programs.<br />
<br />
Transportation for America. [http://t4america.org/wp-content/uploads/2012/03/MAP-21-external-summary-FINAL-03-26-12.pdf. "Summary of MAP-21 Provisions".] 2012. Summary of the provisions and programs within the bill.<br />
<br />
Transportation for America. [http://t4america.org/wp-content/uploads/2012/11/MAP-21-Handbook-Web.pdf. "Making the Most of MAP-21"] A guide to MAP-21 for communities to use.<br />
<br />
Federal Transit Administration. [http://www.fta.dot.gov/documents/chap53MAP21.pdf. "Federal transit law as amended by MAP-21".] 2012. This is Chapter 53 of title 49 of United States Code, as amended by MAP-21. It details the changes in definitions.</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=MAP-21&diff=1284MAP-212013-03-12T05:57:14Z<p>Dzhao: Created page with "Category:Finance and revenue ==Introduction== In July 2012, Congress enacted a surface transportation law, Moving Ahead for Progress in the 21st Century (MAP-21), providin..."</p>
<hr />
<div>[[Category:Finance and revenue]]<br />
==Introduction==<br />
In July 2012, Congress enacted a surface transportation law, Moving Ahead for Progress in the 21st Century (MAP-21), providing federal transportation funding for the fiscal years 2013 and 2014.<br />
[[File:MAP21logo.png|thumb|right|300px|]]<br />
<br />
Major changes to the previous legislature include:<br />
<br />
*Major increase in federally backed [[Transportation Infrastructure Finance and Innovation Act (TIFIA)]] loans, which could help regions speed up transit plans. Projects are now evaluated only on creditworthiness and a first-come, first-served basis <ref> Urban Land Institute. [http://www.uli.org/infrastructure-initiative/the-promises-and-perils-of-map-21/. "The Promises ad Perils of MAP-21".] 2012. </ref><br />
*Consolidation of 90 highway and transit programs into roughly 30 programs. Earmarks for specific projects were eliminated, as well as many discretionary programs; nearly all the money is apportioned under the new overarching programs.<br />
*Modifications of definitions, such as Bus Rapid Transit (Section 5302), which now allows it to be become eligible for funding that was previously only allowed for fixed guideway systems. <br />
*New performance measures, with an emphasis on performance measurement implementation, rather than performance-based funding; MAP-21 imposes no financial penalty for states and MPOs that fail to make progress toward performance goals, and funding decisions for any given project are not explicitly tied to performance criteria. The USDOT will establish measures for goals that include interstate highway performance, pavement conditions, fatalities and injuries, and transit safety. Under current law, there is no requirement for transit agencies to evaluate or report on the state of their infrastructure. Under MAP-21, transit agencies are required to develop asset management plans, which include capital asset inventories, condition assessments, decision support tools, and investment prioritization. <ref> Chicago Metropolitan Agency for Planning. [http://www.cmap.illinois.gov/policy-updates/-/blogs/map-21-performance-measures-and-performance-based-funding. "MAP-21, Performance Measures, and Performance-Based Funding".] 2012. </ref><br />
<br />
Additionally, the bill cut some discretionary funding programs. Historically, formulas funneling money to states and transit agencies have distributed 80 percent of federal highway and transit money, but MAP-21 boosts that percentage to over 92%, leaving less than eight percent of funds to be spent under the direction of USDOT <ref> Urban Land Institute. [http://www.uli.org/infrastructure-initiative/usdot-talks-map-21-with-uli/. "USDOT Talks MAP-21 with ULI".] 2012.</ref> This change will make funding more predictable, but will limit the amount available for transit agencies.<br />
<br />
==Transit Programs==<br />
Overall, MAP-21 slightly increased formula funds for transit agencies and slightly reduced funds for new construction. The bill provides $10.578 billion for transit in FY2013 and $10.695 billion in FY2014. Transit programs include formula funding and competitive funding.<br />
<br />
===Formula Funding===<br />
*Urbanized Area Formula Grants (Section 5307): Can be used for new capital projects and to cover operating costs.<br />
*Enhanced Mobility of Seniors and Persons with Disabilities (Section 5310): Grants for capital and operating expenses that support transportation to meet the special needs of older adults and persons with disabilities.<br />
*State of Good Repair Grants (Section 5337): New program focusing on maintenance projects for existing fixed-guideway rail and bus systems, including vehicles, track, structures, communications, etc. Projects are limited to replacement and rehabilitation, or capital projects required to maintain public transportation systems in a state of good repair<br />
*Bus and Bus Facilities (Section 5339): New grant program that replaces the old competitive bus funding program. Grants will be for purchase, rehabilitation, and repair of buses and bus facilities. Each year, $65.5 million will be allocated with each State receiving $1.25 million and each territory (including DC and Puerto Rico) receiving $500,000. The remaining funding will be distributed by formula based on population, vehicle revenue miles and passenger miles. This program requires a 20 percent local match <ref> Federal Transit Administration. [http://www.fta.dot.gov/documents/MAP21_essay_style_summary_v5_MASTER.pdf. "A Summary of Public Transportation Provisions"]. </ref><br />
<br />
===Competitive Funding===<br />
*New Starts: Traditional New Starts program funding has been for projects with fixed guideawys, but MAP-21 now allows [[bus rapid transit]] (BRT) projects to qualify for funding as long as the buses have their own travel lane for the majority of the route (compared to the entirety of the route, as in previous requirements). Additionally, grants can be used to expand rail or BRT capacity, by increasing existing passenger capacity by at least ten percent. These "core capacity" projects are capital improvements that address issues such as overcrowding by adding station entrances, double-tracking, or lengthening platforms.<br />
<br />
===TOD Pilot Program===<br />
This is a new discretionary funding program for transit-oriented development. The bill establishes a national policy “encouraging mixed use, transit-oriented development”; while having little immediate effect, it can help promote TOD. <ref> Transportation for America. [http://t4america.org/wp-content/uploads/2012/03/MAP-21-external-summary-FINAL-03-26-12.pdf. "Summary of MAP-21 Provisions". 2012. </ref> Only communities with new projects are eligible to apply. Eligible projects include comprehensive planning in corridors with new rail, bus rapid transit, or core capacity projects. The comprehensive plans should seek to enhance ridership, facilitate multimodal connectivity and accessibility, increase access to transit hubs for pedestrian and bicycle traffic, enable mixed-use development, etc.<br />
<br />
==References==<br />
<references/><br />
<br />
==Additional Reading==<br />
Federal Transit Administration. [http://www.fta.dot.gov/documents/MAP21_essay_style_summary_v5_MASTER.pdf. "Summary of MAP-21 Public Transportation Programs".] 2012. Summary provides a quick overview of new and consolidated transportation programs.<br />
<br />
Transportation for America. [http://t4america.org/wp-content/uploads/2012/03/MAP-21-external-summary-FINAL-03-26-12.pdf. "Summary of MAP-21 Provisions".] 2012. Summary of the provisions and programs within the bill.<br />
<br />
Transportation for America. [http://t4america.org/wp-content/uploads/2012/11/MAP-21-Handbook-Web.pdf. "Making the Most of MAP-21"] A guide to MAP-21 for communities to use.<br />
<br />
Federal Transit Administration. [http://www.fta.dot.gov/documents/chap53MAP21.pdf. "Federal transit law as amended by MAP-21".] 2012. This is Chapter 53 of title 49 of United States Code, as amended by MAP-21. It details the changes in definitions.</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=File:MAP21logo.png&diff=1283File:MAP21logo.png2013-03-12T00:22:07Z<p>Dzhao: Source: Federal Transit Administration</p>
<hr />
<div>Source: Federal Transit Administration</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=Transportation_Infrastructure_Finance_and_Innovation_Act_(TIFIA)&diff=1282Transportation Infrastructure Finance and Innovation Act (TIFIA)2013-03-08T04:52:12Z<p>Dzhao: </p>
<hr />
<div>[[Category:Finance and revenue]]<br />
==Introduction==<br />
The Transportation Infrastructure Finance and Innovation Act (TIFIA) program was authorized in 1998. The program was created because state and local governments that sought to finance large-scale transportation projects with tolls and other forms of user-backed revenue often had difficulty obtaining financing at reasonable rates due to the uncertainties associated with these revenue streams. <ref> Federal Highway Administration. [http://www.fhwa.dot.gov/ipd/tifia/ "TIFIA Defined."] </ref> TIFIA provides federal credit assistance with fixed rates that are often lower than what most borrowers can obtain in the private market. By providing greater access to capital, TIFIA can help advance qualified, large-scale projects that might otherwise be delayed because of size, complexity, or uncertainty over the timing of revenues.<br />
<br />
[[Image:Tifia.gif|right|thumb|350px|TIFIA logo from Federal Highway Administration]]<br />
<br />
===Changes Under MAP-21===<br />
MAP-21 greatly expanded TIFIA's lending capacity, when Congress authorized $1.75 billion in budget authority for the program. Each dollar of federal funds can provide up to $10 in TIFIA credit assistance; under the new MAP-21 funding level, the USDOT expects to be able to offer about $17 billion in credit assistance. That in turn could leverage $20-$30 billion in transportation infrastructure investment. <ref> Department of Transportation. [http://www.ibtta.org/files/PDFs/TIFIA%20Slides.pdf “MAP-21 and Transportation Financing Under the TIFIA Credit Program.”]2012.</ref><br />
<br />
Most eligible project types and project costs retain their previous TIFIA eligibility. There are new provisions for "rural infrastructure projects", which include a reduced interest rate as well as lowering the minimum project cost from $50 million to $25 million. The maximum loan amount has been increased. Other changes include a rolling admissions process and removal of discretionary selection criteria.<br />
<br />
One change to the TIFIA program allows the loans to be subordinated to pre-existing debt in some cases. This has been criticized by some, since it exposes the federal government to more risk, but it could help transit agencies by making it easier to attract private capital for the matching dollars <ref> DC Streetsblog. [http://dc.streetsblog.org/2012/07/03/americas-transpo-loan-program-to-reward-punctuality-not-innovation/ "Under New Bill, America’s Transpo Loan Program Ignores National Goals."] 2012 </ref><br />
<br />
==Credit Assistance and Benefits==<br />
The TIFIA program offers three types of financial assistance.<br />
<br />
* '''Direct Loan''' - Offers flexible repayment terms and provides combined construction and permanent financing of capital costs. Maximum term of 35 years from substantial completion. Repayments can start up to five years after substantial completion to allow time for facility construction and ramp-up. Up to 49% of total cost.<br />
<br />
* '''Loan Guarantee''' - Provides full-faith-and-credit guarantees by the Federal Government and guarantees a borrower's repayments to non-Federal lender. Loan repayments to lender must commence no later than five years after substantial completion of project. <br />
<br />
* '''Standby Line of Credit''' - Represents a secondary source of funding in the form of a contingent Federal loan to supplement project revenues, if needed, during the first 10 years of project operations, available up to 10 years after substantial completion of project. Up to 33% of total cost.<br />
<br />
TIFIA loans are negotiated between the USDOT and the borrower and are based on the project's economics and characteristics. The amount of credit assistance cannot exceed 33% of total anticipated eligible project costs. <br />
<br />
==Program Eligibility and Requirements==<br />
<br />
Any project eligible for federal assistance through existing surface transportation programs is also eligible for the TIFIA program. Examples of eligible projects include:<br />
* Transit<br />
* Rail<br />
* Highways<br />
* International bridges and tunnels<br />
* Freight rail facilities<br />
* Intelligent transportation systems (ITS)<br />
* Intermodal projects, including those that facilitate access into and out of a port<br />
* Projects eligible for assistance under title 23 or chapter 53 of title 49<br />
<br />
Cost requirements include a minimum capital cost of $50 million (or 33.3% of a state's annual apportionment of federal-aid funds), $25 million for "rural infrastructure projects", or $15 million for ITS. Also, the project must be supported by user charges or other non-federal funding sources.<br />
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==Examples of TIFIA Funded Projects==<br />
*The Staten Island Ferries and Ferry Terminals project consisted of construction and acquisition of three ferry boats and redevelopment of two ferry terminals. The project received $159.2 million in direct loans, which was paid off in 2006, 27 years ahead of schedule. This project introduced to transportation finance the structure of scheduled and mandatory debt service. It was the first time such a structure was used for a transportation project and has since become a standard provision of many TIFIA loans that have uncertain revenues pledged, such as toll road revenue. <ref> Federal Highway Administration. [http://www.fhwa.dot.gov/ipd/project_profiles/ny_staten_island.htm "Project Profiles. Staten Island Ferries and Terminals"] </ref><br />
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*In 2010, the Transbay Joint Powers Authority (TJPA) in the Bay Area secured $171 million from the TIFIA program to build a new Transbay Transit Center, a multimodal transportation hub that houses 11 transportation systems, including BART, Caltrain, and Greyhound. <ref> Transbay Joint Powers Authority. [http://transbaycenter.org/project/program-overview "Transbay Transit Center"] </ref> Sources for repayment of the TIFIA loan include tax increment from state-owned parcels (98% of revenues) and passenger facility charges (PFCs) from AC Transit (2% of revenues). This is the first TIFIA loan secured by value capture revenues from real estate taxes on surrounding transit oriented development. <ref> Federal Highway Administration. [http://www.fhwa.dot.gov/ipd/project_profiles/ca_transbay_transit.htm "Project Profiles. Transbay Transit Center"] </ref><br />
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*Since the passage of MAP-21, the Los Angeles Metropolitan Transportation Authority (LACMTA) has made plans to use the TIFIA program to expedite twelve important transportation projects. By using TIFIA funds in conjunction with Measure R funds, LACTMA expects to complete the twelve Measure R projects within 10 years, as opposed to 30. <ref> Northridge-Chatsworth Patch. [http://northridge.patch.com/articles/congress-oks-transportation-bill-expected-to-speed-up-l-a-projects "Congress OKs Transportation Bill Expected to Speed Up L.A. Projects"] </ref> Currently, Metro is seeking for TIFIA funds to pay for the first phase of the Westside Subway Extension to La Cienega Boulevard and also the Regional Connector. <ref> The Source. [http://thesource.metro.net/2012/12/11/metro-sends-inquiry-to-washington-about-use-of-tifia-loans-for-two-projects/ “Metro sends inquiry to Washington about use of TIFIA loans for two projects.”]2012.</ref><br />
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==References==<br />
<references/><br />
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==Additional Reading==<br />
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[http://www.fhwa.dot.gov/map21/tifia.cfm USDOT Federal Highway Administration] Fact Sheet. The FHWA provides a fact sheet containing the basics of the TIFIA program.<br />
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[http://www.fhwa.dot.gov/ipd/tifia/ Direct Loan Current Interest Rate] Website provides the up-to-date interest rate for a 35-year loan.<br />
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[http://www.fhwa.dot.gov/ipd/tifia/guidance_applications/tifia_applications.htm TIFIA Guidance and Application Forms] Innovative Program Delivery website provides the TIFIA program guide, letter of interest form, and application forms.</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=File:Tifia.gif&diff=1281File:Tifia.gif2013-03-08T02:22:27Z<p>Dzhao: TIFIA logo from FHWA</p>
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<div>TIFIA logo from FHWA</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=Transportation_Infrastructure_Finance_and_Innovation_Act_(TIFIA)&diff=1256Transportation Infrastructure Finance and Innovation Act (TIFIA)2013-03-05T06:07:13Z<p>Dzhao: Created page with "Category:Finance and revenue ==Introduction== The Transportation Infrastructure Finance and Innovation Act (TIFIA) program was authorized in 1998. The program was created ..."</p>
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<div>[[Category:Finance and revenue]]<br />
==Introduction==<br />
The Transportation Infrastructure Finance and Innovation Act (TIFIA) program was authorized in 1998. The program was created because state and local governments that sought to finance large-scale transportation projects with tolls and other forms of user-backed revenue often had difficulty obtaining financing at reasonable rates due to the uncertainties associated with these revenue streams. <ref> Federal Highway Administration. [http://www.fhwa.dot.gov/ipd/tifia/ "TIFIA Defined."] </ref> TIFIA provides federal credit assistance with fixed rates that are often lower than what most borrowers can obtain in the private market. By providing greater access to capital, TIFIA can help advance qualified, large-scale projects that might otherwise be delayed because of size, complexity, or uncertainty over the timing of revenues.<br />
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===Changes Under MAP-21===<br />
MAP-21 expanded TIFIA's lending capacity, when Congress authorized $1.75 billion in budget authority for the program. Each dollar of federal funds can provide up to $10 in TIFIA credit assistance; under the new MAP-21 funding level, the USDOT expects to be able to offer about $17 billion in credit assistance. That in turn could leverage $20-$30 billion in transportation infrastructure investment. <ref> Department of Transportation. [http://www.ibtta.org/files/PDFs/TIFIA%20Slides.pdf “MAP-21 and Transportation Financing Under the TIFIA Credit Program.”]2012.</ref><br />
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Most eligible project types and project costs retain their previous TIFIA eligibility. There are new provisions for "rural infrastructure projects", which include a reduced interest rate as well as lowering the minimum project cost from $50 million to $25 million. The maximum loan amount has been increased. Other changes include a rolling admissions process and removal of discretionary selection criteria.<br />
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==Credit Assistance and Benefits==<br />
The TIFIA program offers three types of financial assistance.<br />
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* '''Direct Loan''' - Offers flexible repayment terms and provides combined construction and permanent financing of capital costs. Maximum term of 35 years from substantial completion. Repayments can start up to five years after substantial completion to allow time for facility construction and ramp-up. Up to 49% of total cost.<br />
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* '''Loan Guarantee''' - Provides full-faith-and-credit guarantees by the Federal Government and guarantees a borrower's repayments to non-Federal lender. Loan repayments to lender must commence no later than five years after substantial completion of project. <br />
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* '''Standby Line of Credit''' - Represents a secondary source of funding in the form of a contingent Federal loan to supplement project revenues, if needed, during the first 10 years of project operations, available up to 10 years after substantial completion of project. Up to 33% of total cost.<br />
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TIFIA loans are negotiated between the USDOT and the borrower and are based on the project's economics and characteristics. The amount of credit assistance cannot exceed 33% of total anticipated eligible project costs. <br />
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==Program Eligibility and Requirements==<br />
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Any project eligible for federal assistance through existing surface transportation programs is also eligible for the TIFIA program. Examples of eligible projects include:<br />
* Transit<br />
* Rail<br />
* Highways<br />
* International bridges and tunnels<br />
* Freight rail facilities<br />
* Intelligent transportation systems (ITS)<br />
* Intermodal projects, including those that facilitate access into and out of a port<br />
* Projects eligible for assistance under title 23 or chapter 53 of title 49<br />
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Cost requirements include a minimum capital cost of $50 million (or 33.3% of a state's annual apportionment of federal-aid funds), $25 million for "rural infrastructure projects", or $15 million for ITS. Also, the project must be supported by user charges or other non-federal funding sources.<br />
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==References==<br />
<references/><br />
<br />
==Additional Reading==<br />
<br />
[http://www.fhwa.dot.gov/map21/tifia.cfm USDOT Federal Highway Administration] Fact Sheet. The FHWA provides a fact sheet containing the basics of the TIFIA program.</div>Dzhaohttps://www.transitwiki.org/TransitWiki/index.php?title=Contracting_transit_operations&diff=1254Contracting transit operations2013-02-21T22:20:45Z<p>Dzhao: </p>
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<div>=Introduction=<br />
[[image:Orange County Bus.jpg|right|thumb|350px|Orange County Transportation Authority contracts many of its services with private companies. Photo by Orange County Transportation Authority. Source: http://www.fta.dot.gov/about/region9_5806.html]]<br />
Transit agencies may contract for a portion or all of their operations needs. Smaller, newer transit agencies without historical relationships with unionized labor are more likely to contract all of their service. Larger, older agencies with standing relationships and long histories with unionized labor typically contract only a portion of their labor, if any at all. Reducing the number of union contracts would be politically difficult. <ref>Iseki, Hiroyuki, Amy Ford, and Rachel J. Factor. [http://trb.metapress.com/content/1k55102377427762/ “Contracting Practice in Fixed-Route Transit Service: Case Studies in California.”] 2006.</ref> When contracting out just a portion of services, an agency can choose to contract for labor, [[advertising]], policing, technology services, and maintenance of vehicles, as well as operation of entire lines.<br />
The prevalence of contracting for public transit services has grown since the 1980s with many examples of its success in reducing costs, especially in providing [[cost-effective ADA service]]. About 18 percent of all vehicle hours, including both fixed-route and demand-responsive services, are provided through contracted services.<ref>Kim, Songju and Martin Wachs.[[media:Access_TransitContracts.pdf|“Transit and Contracts: What’s Best for Drivers?”]] 2006.</ref> Demand-responsive services are much more likely than standard bus services to be contracted - at about 66 percent and 6 percent, respectively.<ref>Transportation Research Board. [[media:TRB_ContractingReport.pdf|”Special Report 258: Contracting for Bus and Demand-Responsive Transit Services. A Survey of U.S. Practice and Experience.”]] 2001.</ref><br />
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=Views on contracted labor=<br />
Three general perceptions about how contracted labor reduces operating costs dominate contemporary views. First, contracting labor capitalizes on any difference in the cost of non-union labor in the private sector. Typically, non-union labor is believed to be less costly than unionized labor. Second, contracting with the private sector introduces competition into the labor market, creating an incentive for labor unions to reduce wages in their contracts with the public sector. Third, transit agencies contract out inefficient service in order to maintain efficient operations under their direct control. <ref>Frick, Karen Trapenberg, Brian Taylor, and Martin Wachs. [[media:ContractingForTransitServices.pdf|"Contracting for Public Transit Services: Evaluating the Tradeoffs."]] 2006. </ref><br />
This may include utilizing more flexible non-union labor such as in split shifts. Split shifts are shifts in which a worker logs two four-hour shifts in the same day rather than a continuous shift of eight hours or more. This model fits well with peak hour travel in which operators are needed in the morning and afternoon but not necessarily in the middle of the day. Split shifts avoid overtime pay.<br />
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Contracted service is also seen as flexible over the long-term. Transit agencies view contracted labor as easier to initiate and terminate than directly hired labor. Rather than directly hiring workers for experimental routes, transit agencies may benefit from reduced political risk by contracting for service until the service is deemed to be permanent. Along these same lines, contracted labor is viewed as faster to initiate service than directly contracted labor. For new service routes, transit agencies may hire contracted operators in order to expedite start of service.<ref>Iseki, Hiroyuki, Amy Ford, and Rachel J. Factor. [http://trb.metapress.com/content/1k55102377427762/ “Contracting Practice in Fixed-Route Transit Service: Case Studies in California.”] 2006.</ref><br />
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=Efficiency achieved through contracting=<br />
Despite these commonly held views, contracted service yields only moderate cost savings. In a study of 400 transit agencies spanning a 10 year period from 1992 to 2002, partially contracted service yielded a 7.8 percent cost savings while contracting all service yielded only a 5.5 percent savings.<ref name="Iseki 2004">Iseki, Hiroyuki (2004), “Does Contracting Matter? The Determinants of Contracting and Contracting’s Effects on Cost Efficiency in US Fixed-Route Bus Transit Service”, University of California, Los Angeles, unpublished dissertation.</ref> Research has also shown a strong self selection bias to be present among transit agencies. If an agency can achieve cost savings through contracting either a part or all of its service, it will do so. Other agencies efficiently delivering their own directly provided service are much less likely to contract service. Thus, transit agencies cannot necessarily look to other agencies for guidance on the choice of contracting.<br />
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=Contract Provisions=<br />
Based on a survey of over 150 providers in 2001, the most common contract is about three years, with two one-year options. This length of time encourages frequent reevaluation and many transit agencies with this contract structure had multiple bidders even for contracts with incumbent providers. This competition is regarded as a source of cost savings. Further, contracts with very explicit expectations outlined for providers tend to help avoid declines in service quality.<ref>Transportation Research Board. [[media:TRB_ContractingReport.pdf|”Special Report 258: Contracting for Bus and Demand-Responsive Transit Services. A Survey of U.S. Practice and Experience.”]] 2001.</ref><br />
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=Labor Effects=<br />
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Of the savings achieved through privatization of transit operations, the vast majority appear to come at the expense of labor rather than from an increase in productivity. Contracted workers earn 38% less per hour and 34% less per year than their publicly employed counterparts. Benefits were the most severely differentiated form of compensation with contracted workers receiving 58% less in benefits than public employees. <ref name="Kim 2005">Kim, Songju (2005), “The Effects of Fixed-Route Transit Service Contracting on Labour”, University of California, Berkeley, unpublished dissertation.</ref> These reductions in benefits might also be considered one of the 'ripple effects' that accompany privatization, such as lax labor rules and a better negotiating position for management. <ref>McCullough III, William Shelton, Brian D. Taylor, and Martin Wachs. [[media:TransitServiceContracting.pdf|”Transit Service Contracting and Cost-Efficiency.”]] 1998.</ref> <br />
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One study of data from the [http://www.ntdprogram.gov/ntdprogram/ National Transit Database] found a few important differences between private and public providers, in terms of driver compensation. First, privatized systems pay drivers less, and offer fewer benefits than public agencies. By offering reduced benefits and wages, private transit operators can attain higher labor efficiency - they can offer the same level of service at a lower cost. However, contracted transit workers work more overtime than publicly employed transit workers, which can undercut some of the labor savings. Next, private contractors have higher insurance and training costs in part because they have a higher rate of driver turnover.<ref>Kim, Songju and Martin Wachs.[[media:Access_TransitContracts.pdf|“Transit and Contracts: What’s Best for Drivers?”]] 2006.</ref> [[File:Metro210crash.jpeg|right|thumb|350px|A Los Angeles Metro bus awaits repairs after a crash. Source: http://www.fta.dot.gov/about/region9_5806.html]]<br />
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=Safety Concerns=<br />
Comparably higher turnover rates contribute to a larger proportion of inexperienced drivers and contracted labor has been associated with a decline in service quality. Contracted transit service has been found to have up to 70 percent more collisions and 34 percent more mechanical breakdowns than through comparable publicly provided service.<ref>Nicosia, Nancy (2002), “Essays on Competitive Contracting: An Application to the Mass Transit Industry”, University of California, Berkeley, unpublished dissertation.</ref> For more information on this topic, see the [[employee retention]] article.<br />
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=References=<br />
<references /><br />
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==Additional Reading==<br />
Frick, Karen Trapenberg, Brian Taylor, and Martin Wachs. [[media:ContractingForTransitServices.pdf|"Contracting for Public Transit Services: Evaluating the Tradeoffs."]] 2006. <br />
: This synthesis offers historical background on the practice of contracting for public transit services, as well as guidelines for transit agencies to make contracting successful. These guidelines also explicitly outline situations in which contracting may not work. The synthesis is careful to point out that contracting has had mixed results and cites a variety of studies on the practice.<br />
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<br />
McCullough III, William Shelton, Brian D. Taylor, and Martin Wachs. [[media:TransitServiceContracting.pdf|”Transit Service Contracting and Cost-Efficiency.”]] 1998.<br />
: This article explains the nuances of the benefits and costs of contracting, with a focus on fixed-route transit services. The authors analyzed a set of 142 transit providers, contracting out for a range of services. In the end, their analysis showed that labor productivity and vehicle scheduling were more important factors than whether services were contracted or not. This study was sponsored by the U.S. Department of Transportation and California Department of Transportation through the University of California Transportation Center. <br />
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Transportation Research Board. [[media:TRB_ContractingReport.pdf|”Special Report 258: Contracting for Bus and Demand-Responsive Transit Services. A Survey of U.S. Practice and Experience.”]] 2001. <br />
: This study was sponsored by the Federal Transit Administration and created by a committee of the Transportation Research Board. It includes a survey of general managers of transit systems who use contractors or had in the recent past in 2001. The report includes lessons learned and advice from the survey of those managers. <br />
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Federal Transit Administration. [http://www.fta.dot.gov/legislation_law/12349_8641.html “Third Party Contracting Guidance.”] 2008.<br />
: This FTA Circular offers guidance for public transit providers that receive federal funds and wish to utilize a third party for provision of some part of their services.<br />
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[[Category: Managing transit]]</div>Dzhao