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7 Problem Statement The study was initiated to address the following observed problem(s) in the public transporta- tion sector, as stated in the request for proposals issued by TRB: More than 90% of U.S. public transportation riders are served by systems that interface with at least one other public transportation provider. This condition occurs especially in larger metropolitan areas, but is also true in smaller communities. Individual travel needs often extend beyond the service area of a single public transportation agency, yet full coordination of operations and services to meet those travel needs is the exception in the United States. This is in contrast to the seamlessness that exists in our street and road systems, where every city, county and state government is responsible for portions of the system; yet, the connected system allows an individual to drive from any point to any point without regard to the multiple agencies involved. In some cases, lack of public transportation integration results in inferior service to existing customers and lost opportunities to attract new customers. In other cases, duplicate services offered by multiple organizations waste resources that could be deployed more effectively. Efforts to improve inte- gration have often generated significant increases in transit ridership; however, at times those efforts have been piecemeal, generally focusing on only one element of integration, such as fares. In other developed countries, a comprehensive or universal approach to integration is more common. TCRP Project H-49, âImproving Transit Integration Among Multiple Transit Providersâ set out to accomplish two goals: 1. To conduct original research and prepare a report that identifies and documents the moti- vations, benefits, and barriers to public transportation coordination and integration that facilitates seamless travel, reflecting the viewpoints of all stakeholders 2. Based on that report, to provide guidance on how to integrate and coordinate delivery of a public transportation system in a multi-service region An 11-person TCRP panel was formed to guide the study, consisting primarily of staff at transit agencies as well as a several other professionals in the field. The research team took a multi-step approach to tackling this topic, fully described in Chapter 2, Research Approach. Along with this Research Report, the research team produced the Transit Integration Manual, a step-by-step implementation guide to provide practical, accessible infor- mation and resources. Overview of Public Transit Integration and Coordination Increasing the coordination, integration, and in some cases, consolidation, of public transit services has been a critical topic for metropolitan planning organizations, transit agencies, cities, and counties over the last several decades. Prolonged budget shortages have increased policy- makersâ interest in encouraging cooperation and integration as a strategy to improve efficiencies C H A P T E R 1 Background and Overview
8 Improving Transit Integration Among Multiple Providers and, in particular, create cost savings. Fiscal challenges also overlap with changing travel patterns that have become increasingly regional in nature; the combined effect of these two factors has led cities and regions to take stock of the inter-connectedness of the system, beyond the perfor- mance of an individual operator, to evaluate service delivery structures, efficiency, connectivity, and service gaps. Integration promises many benefits for consumers and agencies including lower costs, increased service efficiency, an expanded transit network, an improved rider experience, and increased rid- ership. These goals have led some regions to work toward integration of services to create a more seamless system in terms of how riders pay for fares, transfer between routes, and access informa- tion about what is available. Indeed, transit riders do not think of travel in terms of jurisdictional boundaries or agency ownership, but in terms of origins and destinations. Successful integration can create a system that feels unified to the rider. Activities that further integration among multiple transit providers can occur along a con- tinuum, moving from simple communication to actions that are jointly coordinated, then to collaboration formalized in agreements, and finally to consolidation of some or all functions. This âcontinuum of integrationâ is illustrated in Figure 1-1. Despite laudable goals and efforts to coordinate, increasing service coordination and integration is not necessarily easy and, in nearly every case, requires agencies and local communities to relin- quish some degree of control over operations and oftentimes requires agencies to share limited resources. In addition, projects are risky, or perceived as risky, and to be successful efforts require significant staff time. Another challenge is competing priorities at transit agencies: transit agencies are committed to serving passenger needs and being a regional resource that supports quality of life, equity, economic prosperity, and urban form; however, on a day-to-day basis, they are often largely concerned with keeping the buses/trains running on time, balancing budgets, and ensuring the safety of their passengers. During times of fiscal crisis, as in the past five or more years, while interest in engaging in coordination increases, the pressures against transit integration mount as financial and staff resources become strained. The challenge, therefore, with integration lies in balancing transit operatorsâ interest in expand- ing their markets and improving service efficiency and effectiveness with a natural reticence to change existing practices and policies that could disrupt smooth functioning of the system on a day-to-day basis and challenge agenciesâ delicate financial stability. The importance and difficulty of striking this balance is a theme throughout this study. Sharing informationâacting independently, but establishing a regular forum for communication as opportunities arise. Acting jointly (on an informal basis)â working together on selected functions by non-binding action. Acting jointly (on a formal basis)â working together on selected functions by binding action (interlocal agreements, memoranda of understanding). Total integrationâ merging selected (or all) functions by mutual consent and legal transfer of authority to a single legal entity. Adapted and modified from North Carolina Department of Transportation, KFH Group, Inc. 2012. Statewide Regionalization Study Final Report. As requested in Session Law 2011-145, Section 28.21. ConsolidationCommunication Coordination Collaboration Figure 1-1. Continuum of integration.
Background and Overview 9 Overview of Final Report Chapter 2 describes in more detail the approach that the research team took to this topic. Chapter 3 relates the principle findings of this research, drawing broad conclusions and call- ing out common themes that emerged from the research with particular focus on common benefits and challenges agencies can encounter in embarking on transit integration projects; how some of the most challenging issues can be addressed; and the lessons learned from the research that are applicable to other transit agencies interested in improving coordination and integration. Chapter 4 describes key lessons learned from assessing the costs and benefits of the project profiles and case studies which were the foundation of this research. (The Guide for Evaluation of Transit Integration Projects is included in the appendixes as a companion to Chapter 4.) Chapter 5 summarizes the principle conclusions reached by the research team and suggests some areas for future research. The appendixes comprise full case studies for the six agencies where site visits were conducted; profiles of 19 agencies; a review of relevant literature; and the Guide for Evaluation of Transit Integration Projects. The appendixes are available on the TRB website (http://www.trb.org/Main/ Blurbs/171657.aspx).
