Improving Transit Integration Among Multiple Providers, Volume II: Research Report (2015)

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55 In 2012, the U.S. recorded its second highest transit ridership since 1957, according to APTA. Convergence of this growing interest in transit with a reduced funding environment creates a ripe climate for transit agencies to pursue increased integration among multiple providers. By partnering with neighboring providers, transit agencies may be able to address shrinking funding without decreasing overall service. These same partnerships may actually improve service for riders by transporting them to desired destinations previously inaccessible because of jurisdictional boundaries. This research has documented a variety of efforts by transit agencies around the country rang- ing from simple to complex to improve their customer service through increased integration. As evidenced by the research, where there are important ingredients such as leadership, trust, and commitment to a common goal, successful collaboration can lead to benefits for both the customer and the participating agencies. The process for integration used by agencies studied in this research can be summarized by the flowchart in Figure 5-1. As shown in Figure 5-1, action to begin integration most appropriately starts at the local level with a champion. The champion can be anyone: a key staff member, a member of the board of directors, a legislator, an advocacy organization, or even riders demanding changes. But someone needs to take the lead. This report and its accompanying Manual is a blueprint, based on on-the- ground experiences of others, for how to proceed once that initial leadership step has been taken. Actions to Promote Integration at Agency, Organizational, and Governmental Levels Local Actions Transit Agencies The greatest potential for success in improving integration lies with the transit agencies them- selves. Changing the organizational culture to focus on the customer’s needs rather than limiting service plans to the agency’s jurisdictional boundaries is key to moving forward on integration. This cultural shift starts at the top with the general manager and the board of directors. It may be initiated by outside influences, but unless there is buy-in from the leadership in the transit agency, the effort will falter. Actions can include the following: • Developing a cohesive internal vision that is supportive of integration • Redefining staff roles and responsibilities to carry out the vision • Encouraging staff to actively look for integration opportunities • Providing board development to support the vision C H A P T E R 5 Conclusion and Actions for Implementation

56 Improving Transit Integration Among Multiple Providers This research will help transit agencies identify potential projects, assess the viability of projects from both a political and economic perspective, and determine how to initiate projects. City and County Governments and Regional Organizations The research identified a strong role for regional organizations to act as a convener about integration topics. An important function can include facilitating and mediating discussions among diverse transit providers to find common ground around goals that improve integration. Regional organizations can also assist with research about best practices on specific issues raised by the participating parties. City councils and county supervisors who help fund local transit services with local dollars can use this research as a basis for requiring greater integration with surrounding operators both to provide more seamless service for their constituents and also potentially to reduce costs. The research can be a resource to respond to taxpayer associations and rider and environmental advocacy groups calling for greater transit integration in their communities. Local governments can facilitate integration by using existing or new forums to resolve conflicts about their differing Figure 5-1. Conceptual process of integration.

Conclusion and Actions for Implementation 57 values or visions that may impede integration, such as issues about local control and local identity. Interlocal agreements can allow long-range commitments to joint projects, such as regional branding or shared funding of services and facilities. Local governments will also need to be involved when transit agencies cross their own jurisdictional boundaries and wish to operate on another jurisdiction’s streets and set up signage and bus stops. State Actions Like regional organizations, the state can also take on the role of convener to instigate a discus- sion among counties and regions about increased integration. The state can back up its role by providing grants to jump-start local actions. The state can also create regulations or incentives to foster integration, such as funding credits for agencies that demonstrate collaboration. The state may authorize the formation of a regional transit authority to work in conjunction with local transit operators. It can also authorize tax initiatives to support transit services across counties or regions. The state could use its powers to mandate increased integration through legislation, although this research has shown that top-down mandates should be coupled with opportunities to make local stakeholders feel valued in the planning and decision-making process. Federal Actions The federal government has a major influence on public transportation through its funding programs. Funding a successor bill to the Moving Ahead for Progress in the 21st Century Act (MAP-21) is the most effective action the federal government can take to keep transit a viable mobility option in this nation. Within its funding programs, credits could be awarded to transit agencies exhibiting projects that advance integration. Actions for National and State Organizations Nationally, the research can be a timely topic for the CEOs’ committees for rail, commuter rail, and bus and paratransit within APTA. In addition, many public transit operators participate in similar organizations at the state or regional level. Regional transit conferences can be a good oppor- tunity to present the Transit Integration Manual in training sessions. The research can be a feature in conferences, including the TRB’s Annual Meeting. Hearing about the research’s success stories and lessons learned can spur thinking about how it can be applied to participants’ own transit agencies. This research report, and the Manual, will be accessible on TRB’s website. Articles in magazines aimed at the transit profession, such as Metro, Mass Transit, and Progressive Railroading, can make the research findings more widely known. Such publicity can be particularly helpful for smaller operators, which may not have the resources to produce their own studies or regularly attend national conferences. National and state organizations can follow up with more detailed research on topics that surfaced during this research project. Three topics that lend themselves for more in-depth research are presented in the following section. Topics for Future Research The Role of Technology in Fare Integration According to research on the ORCA card, federal banking rules prohibit an “open purse” for public transit fare cards, which would allow the card to be used for non-transit purchases as well. Although operators in New York, New Jersey, and Pennsylvania are piloting the use

58 Improving Transit Integration Among Multiple Providers of credit cards installed on smartphones for fare payment, there is an ongoing payment to the credit card companies that makes it expensive for smaller properties to use this technology. New research could focus on how technology will affect future fare payment methods. What are the opportunities for an open purse linked to the fare card that would make such a multiuse card attract new riders? What are the costs and challenges for transit agencies to implement such a card? Or is fare collection moving in an opposite direction, where customers use devices they already have in their pockets—debit cards, credit cards, phones—making coordinated fare structures less important or even irrelevant? The research could explore how other countries, which are ahead of the United States on open purse farecards but have a different regulatory climate, have implemented their fare payments, including changes that might be needed in U.S. regulations to model them. The research could also examine how smart cards or credit cards could be used to eliminate queuing altogether at the point of payment. Using Technology for Service Integration Two innovative projects were under development but not yet implemented during this current study: MORE TMCC, developed cooperatively by the Central Florida Regional Transportation Authority, and the LYNX FlexBus Demonstration in Central Florida. The MORE TMCC concept shifts coordination and integration of services to a scheduling-based function rather than forcing coordination at the agency level. The FlexBus operating concept is opposite that of traditional transit in that it uses a real-time dynamically routed system for scheduling, trip-booking, fare payment, and vehicle assignment functions. New research can examine the outcomes of these innovations as well as investigate other examples of how technology can be employed on a large scale to change the way service is delivered by multiple agencies joining together. Guidance on Establishing an Integrated Service Plan The Transit Integration Manual (Volume I) is a primer on the process of integration. New research could follow on by digging deeper into topics that agencies will face. How are variations in fleets reconciled when two agencies consolidate? How can joint maintenance be accomplished when fleets from more than one agency are involved—what kind of facility, tools, and training are needed? How are service standards applied across a region with different fleets, demographics, local funding, community priorities, etc.? How do agencies integrate services with different labor rules, including represented and non-represented employees? What are the legal impediments that could be encountered in cost sharing across jurisdictions and what model agreements have been successful to overcome these impediments? These are some of the topics raised by the current research on issues that case study properties faced. More in-depth research could result in specific guidance on the details of an integrated service plan. Summary Experience has shown that individuals and organizations learn by example. This research can bolster the confidence of others by reassuring them that successful integration can be a long process with change taking place incrementally. Success is made more likely by including a broad base of stakeholders in the process and maintaining flexibility to retain a measure of local control and identity. With the benefit of lessons learned by successful peer agencies, the findings of this research project will help agencies shorten the learning curve of transit properties wishing to advance integration in their regions.