Elements Needed to Create High-Ridership Transit Systems (2007)

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92 C H A P T E R 7 Introduction A widely used set of strategies and projects aimed at increasing ridership is marketing/ promotional and information initiatives. The types of strategies—and specific actions/ examples—included in this category are shown in Table 7-1. These types of strategies are generally intended to attract and retain riders by (1) informing them of the availability and benefits of using transit, (2) offering special incentives to try transit, and/or (3) informing them of service schedules and changes (both in advance and in real time). Thus, these strate- gies should address one or more of the following mode choice factors: • Cost of using transit, • Convenience, • Service reliability, • Perceived personal secu- rity/safety, and • Perceived “image” of the system. Guidance on the selection, design, and implementation of appropriate marketing/ promotional and information strategies is provided below. This is followed by a section describ- ing each type of strategy, including agency examples. Design/Implementation Guidelines Marketing, promotion, and information dissemination strategies are important in attracting riders to transit, educating them as to how to use it, and keeping them informed of any changes to the service. Thus, in addition to their role in promoting the usage of transit in general, these strategies should be key elements of all efforts to implement any other types of ridership strategy (e.g., introducing new service, adjusting existing service, changing fare levels, or introducing new payment options). Table 7-2 presents a checklist of the recommended steps an agency should consider in identifying and developing marketing, promotional, and information strategies. Applicable Settings As shown in the examples in Appendix A, various types of marketing/promotional and infor- mation strategies can be used in a range of service environments. However, some strategies or Marketing & Information Initiatives

Marketing & Information Initiatives 93 Type of Strategy Specific Actions/Examples Marketing/promotional initiatives Targeted marketing/promotions New resident promotion; college student promotion, individualized marketing, tourist-oriented marketing General marketing/promotions agency image advertising, special promotions, cooperative advertising Information improvements Improved printed informational materials Easier to read printed system and route maps/schedules, newsletters/brochures Improved customer information and assistance Transit information center, in-station customer assistants Automated transit traveler information Pre-trip planning and en-route information, including real-time information Key Steps/Activities to Consider Evaluation of Existing Programs/Systems Evaluate current marketing and information materials and programs Identify goals, issues and constraints Assess effectiveness of existing materials (e.g., maps/schedules, brochures) Assess effectiveness of existing programs (e.g., campaigns, promotions, fare incentives) Conduct peer agency review Identify areas/opportunities for improvement Evaluate current information dissemination systems/procedures Identify goals, issues and constraints Conduct peer agency review Identify areas/opportunities for improvement Identification of Strategy Options I dentify potential improvements to materials and programs Identify market segments for potential targeted marketing campaigns and promotions Identify types of improvements to printed materials (e.g., re ease of understanding) Identify potential for cooperative advertising (e.g., with local media outlets) I dentify potential information improvements Identify new methods/technologies (e.g., Internet-based trip planning, real time info at stops) Identify other distribution options (e.g., on-board, in-station) Identify customer service/assistance improvements Market Research and Public Outreach C onduct surveys/focus groups Conduct survey of current riders (e.g., on-board/in-station) Conduct survey of non-riders or infrequent riders (e.g., telephone) Conduct focus groups of riders and non-riders Analyze results of market research C onduct public outreach/input Meet with stakeholder groups (e.g., civic, government, business, institutional interest groups) Conduct public meetings or open house sessions Selection of Strategy(ies) S elect and design strategy(ies) Evaluate options and select most appropriate strategy or combination of strategies Design new materials or programs I dentify costs Estimate costs (capital, operating & maintenance) of strategies (design, implementation, operation) Implementation of Strategy(ies) Develop implementation plan I mplement strategy(ies) Procure/install new software or equipment (if necessary) Hire additional personnel (if necessary) Develop new materials (do in-house or contract out) Put strategy(ies) in place Monitor effectiveness of strategy(ies) Identify actual ridership impact Conduct follow-up market research Table 7-1. Types of marketing/promotional & information initiatives. Table 7-2. Checklist—developing and implementing marketing/ promotional/information initiatives.

94 Elements Needed to Create High Ridership Transit Systems particular types of initiatives may not prove cost-effective in certain settings. Table 7-3 identifies which environments and modes are generally appropriate for each type of strategy; obviously, though, each specific type of initiative must be designed to reflect the needs, opportunities, and constraints that exist within the agency’s environment. Planning Activities When thinking about any marketing or promotional initiative, it is important to develop a comprehensive plan. The plan should, at a minimum, include the following elements: • The message and goals, • The intended audience, • The method of delivery, and • A process for evaluating the success of the initiative. The last element, though often neglected, is important. Knowing what works for its audience and what does not will save an agency time and money in future marketing efforts. As TCRP Report 50: A Handbook of Proven Marketing Strategies for Public Transit points out, even small agencies with few resources can follow some very basic evaluation procedures that greatly increase the value of the marketing effort. The agency should examine changes in ridership— and revenue—before, during, and following, the marketing campaign. For existing services, agencies can compare campaign-time ridership levels to those during the same time in the previous year. For a new service, ridership and revenue can be evaluated against the projected levels. If possible, the success of the campaign should also be evaluated based on changes in public perception of the agency. Through consistent surveying, changes in the perceived image of the agency can be detected. Expected Ridership Response As explained earlier in Chapter 2 of this report, TCRP Report 95: Traveler Response to Transportation System Changes summarizes the results of analyses of the nature of the impacts of various types of transit actions on demand. Chapter 11 of that report (Transit Information and Promotion) discusses the nature of the impacts on demand of marketing, information, and promotion efforts. The report notes, first of all, the limited data available on the ridership impact of specific marketing programs; despite the aforementioned importance of evaluating such initiatives, few agencies actually undertake comprehensive consumer tracking efforts, and “it is also difficult to monitor, measure and take into account the impact of other system changes and Mode Service Environment Type of Strategy Bus Rail Large Urban Medium Urban Small Urban Rural Suburb CBD Targeted marketing/promotions + + + + + o + + General marketing/promotions + + + + + + + + Improved printed informational materials + + + + + + + + Improved customer information/assistance + + + + + o + + Automated transit traveler information + + + + o o + + Key: – = not applicable or inappropriate; o = applicable, but may not be cost-effective; + = applicable and appropriate Table 7-3. Applicable modes/settings for types of marketing/promotional and information initiatives.

Marketing & Information Initiatives 95 external events that may be occurring at the same time as the transit information and promotion programs” (p. 11-5). Based on studies that have been conducted, the authors conclude that “the traveler response to transit information and promotion varies widely, both in extent and duration of ridership gains. Results are influenced by the utility and quality of the transit service product being marketed, by external circumstances, and by the type of promotion. While all types of transit information and promotion activities may help raise awareness of public transportation services, increases in ridership are most likely to occur within specific populations as the result of targeted programs, especially individualized efforts designed on the basis of market research findings, delineating particular needs and opportunities” (p. 11-5). The different types of marketing, promotional, and information strategies are described in the following pages. Marketing/Promotional Initiatives Transit agencies use a range of types of marketing and promotional strategies in an effort to attract—and retain—riders; the basic types of efforts include the following: • Targeted marketing/promotions (e.g., new resident promotion, college student promotion, individualized marketing, tourist-oriented marketing) • General marketing/promotions (e.g., agency image advertising, special promotions, coopera- tive advertising) The success of either of these types of initiatives can be enhanced by combining them with spe- cial fare incentives.These types of initiatives are described below, including agency examples of each. Targeted Marketing/Promotions Targeted marketing and promotions focus on a specific customer audience. The message or promotion is packaged to appeal to a particular market or market segment. The intended market might be defined by location of work or residence, occupation, leisure activity, age, and so forth. College students, new residents, seniors, employees at a particular worksite, shoppers, users of a particular transit service, and non-users of transit are common subjects for targeted marketing. Common methods of disseminating targeted messages include direct mailings and one-on-one promotions at work sites, events, and college campuses. New Resident Promotions New residents represent a great opportunity for transit agencies to increase ridership. When a person has just moved to a new area, he/she has neither established commuting patterns nor developed a perception of the local transit agency. Transit agencies can seize this potential by targeting new residents with a targeted marketing campaign. Agencies use direct mail to reach individuals at their new homes. Packets often include information about the transit system, and, typically, coupons for free rides that encourage people to try transit. Depending on the resources available, the agency can also tailor the information to focus on services available in the recipient’s particular area. For example, Tri Delta Transit, in the San Francisco Bay area, took advantage of the rapid pace of local development to ensure that transit was automatically introduced to new residents. The agency convinced local government staff to require develop- ers to provide new homeowners with a welcome packet that includes tailored transit informa- tion. The agency also distributes the packets to new renters in the area. Relocation packets

96 Elements Needed to Create High Ridership Transit Systems distributed in San Jose (pictured in Exhibit 7-1) feature tran- sit information along with other items. Several transit agencies have also implemented a different type of strategy targeted to home buyers, by participating in Fannie Mae’s “Smart Commute Initiative.” This strategy, which can also be categorized as a partnership, involves the provision of financial incentives for the purchase of houses located in close proximity to transit service. Cities such as Nashville (TN), Columbus (OH), and Charlotte (NC) are participating in the program, which was initiated in July 2003. Essentially, a portion of the prospective home buyer’s potential transportation savings can be added to his/her qualifying income; this allows the borrower to qualify for a higher mortgage. The transit agencies in each city offer different types of additional incentives as well; for instance,COTA (Colum- bus) provides free passes to participating home buyers. Chicago Transit Authority New Mover program large urbanized (over 1,000,000) mately 1 to 3 % of new ridership results from this program. Chicago Transit Authority implemented a program to encourage new resi- dents to use CTA’s services. Each new resident receives a package con- taining a guide to CTA, timetables for the nearest rail station, and a transit card preloaded with fares for a roundtrip. CTA estimates that approxi- College Student Promotions College students are a great potential market for transit agencies for a variety of reasons. Many students do not have private automobiles and are thus dependent on alternative means of transportation. Students are also more likely to use transit at under-utilized times (e.g., non- commuting daytime hours or late evening hours). In addition, college students typically have very limited budgets and find free or discounted services very appealing. Finally, students are young and may not have formed the same attitudes toward transit that older generations have. By getting col- lege students “hooked”on transit, there is a great potential to create lifetime transit users.Many agen- cies recognize these facts and engage in targeted marketing campaigns directed at college students. If the transit agency has established a relationship with a univer- sity, it can seek the university’s help in marketing transit to the stu- dents.As discussed in other chapters, many agencies provide service specifically targeted to the university community, as well as reduced fare or pass arrangements. If a transit agency redesigns an existing route to better serve a university campus, for instance, it should take advantage of the university’s pre-existing information dissemi- nation network to market that service. Through e-mail, bulletin boards, and school papers, the new service can be marketed directly to the target audience at little cost to the transit agency. Obviously, any special promotional materials should highlight the availability of transit to students. Some agencies therefore provide a rider’s guide and transit service information for distribution to freshmen at orientation. (The cover of UCLA’s commuting guide for students, which alerts them to the many available transportation alternatives, is pictured in Exhibit 7-2). Exhibit 7-2. UCLA Commuter Guide. Exhibit 7-1. San Jose relocation packet.

Greater Portland Transit District University of Southern Maine Student Awareness Program small urbanized (50,000 - 200,000) In 2000, the Greater Portland Transit District launched an awareness cam- paign to introduce the students of the University of Southern Maine to transit. The campaign featured an 8-month introductory period of free rides, advertise- ments in the campus paper, and a substantial on-campus presence at events throughout the period. The University contributed substantially to the cost of advertising and promoting the program. After the introductory period, a 50- cent student fare was introduced, and ridership remained high. Ridership continues to increase on the University routes by 2 to 3% annually. Marketing & Information Initiatives 97 Individualized Marketing A technique that can be used to target transit non-users is individualized marketing. This method takes a personalized approach and informs individuals of what their alternative transportation options are for the trips that they typically make. While this technique may require more resources than others described here, it has the potential to be very effective. The FTA conducted a pilot proj- ect in Portland, OR, and found that as a result of the effort, use of transit and other “environmen- tally friendly” modes in the targeted area increased by 27%. The FTA is now sponsoring four more individualized marketing demonstrations: WTA in Bellingham, WA; TTA in Durham, NC; Sacra- mento (CA) RTD; and GCRTA in Cleveland,OH.This basic technique has been applied more widely in Europe and Australia; TCRP Report 95 notes that participating transit operators in Germany saw ridership transit increases between 10 and 30% among the targeted market segments. Tourist-Oriented Marketing In many locations, tourists represent a key potential market segment. Transit can be an attrac- tive local travel option for out-of-town visitors: it is generally less costly than rental cars or taxis and may well offer easier access to local attractions. The tourist market also represents a great opportunity for partnerships. Many local businesses, such as restaurants, hotels, and retail outlets are seeking business from tourists as well. If transit can bring more tourists to these destinations, the businesses may be willing to share the costs of promotion. When DART introduced the downtown trolley to Wilmington (mentioned in Chapter 5), it perceived that a key segment of the market for this service would be tourists. In anticipation of this, DART created the “Trolley Ambassador” relationship with forty local businesses. Tourists can pick up the credit card-sized route maps (pictured in Exhibit 7-3) at any of these locations. The route maps display both the trolley route and the tourist des- tinations along the route. Local hotels feature the trol- ley in the area guides they provide to guests, and convention venues pass out the trolley guide to atten- dees. This partnership promotion has proven very suc- cessful in drawing tourists to the downtown area. General Marketing/Promotions General marketing and promotions are designed to appeal to a broad audience, rather than any particular market segment. Goals may include providing information about transit, improving the pub- lic image of the transit agency, encouraging non-riders to try transit, and building public sup- port for transit. A wide variety of methods may be used to disseminate general marketing messages, including mass mailings, newspapers (inserts or ads), television ads, radio ads, and the internet (e.g., the agency’s website, as well as links to other sites such as local government or chambers of commerce). Examples of types of general marketing initiatives are described below. Exhibit 7-3. Credit card-size route map.

98 Elements Needed to Create High Ridership Transit Systems Image Advertising A transit agency can use image advertising to improve the perception of the agency, and transit in general, within the community. This type of marketing is typically directed at both transit users and non-users, although the real focus may well be on non-users. The hope is that image advertising can entice non-users to try transit. It can also help develop a positive attitude toward transit among the tax-paying public. Chautauqua Area Regional Transit System Marketing To Increase Name Recognition rural area (Under 50,000) In 2003, CARTS began a marketing campaign designed to improve its visibility and image. As part of this effort, CARTS held a system logo re-design contest at local area high schools. It also coordinated an educational outreach program to better inform other agencies and county depart- ments about CARTS services. The transit agency also developed distinct flyers that specifically targeted college students, seniors, and hotel guests. The initiative was implemented at very little cost to the agency, and has served to increase awareness and ridership. Transit agencies often promote their public image through newsletters such as Greater Cleveland RTA’s “Riders Digest,” Chicago Transit Authority’s “Going Places,”VIA Metro’s (San Anto- nio) “Rider Reader,” or OCTA’s Transit Talk (see Exhibit 7-4). Newsletters are an excellent tool because they can be simultane- ously informational and promotional. They can help inform riders of route or fare changes, while also promoting new or under- utilized services. Newsletters also serve to personalize the connec- tion between the public and the transit agency; through feature articles and human interest stories, the transit agency can project itself in a friendlier light. Branding is another method of image advertising. A transit agency can update its image with a new logo, a new name, new slo- gans, new colors on the vehicles, and so forth. This strategy can also help to create a unified perception of a system that may con- tain many distinct elements. A recent example of an image adver- tising effort is CTA’s comprehensive marketing campaign to reinforce its brand identity. One element of the campaign was a new slogan: “CTA – Take it Everywhere.” The agency used this slo- gan to remind the public that CTA (bus and rail) is a “convenient and reliable way to get everywhere.” Agencies often choose to engage the public in the branding effort, by holding a logo or slo- gan design. Corpus Christi Regional Transportation Authority Harbor Ferry Ridership Sponsorship Program medium urbanized (200,000 - 1,000,000) Corpus Christi RTA launched a creative promotional partner- ship with local businesses to sponsor its Harbor Ferry ser- vice. During the summer tourist season, the ferry shuttles passengers between the downtown and the tourist area. Local businesses agree to sponsor free ferry services on a particular day or weekend. In exchange, they can place advertisements on the ferry and at the ferry stops, and the RTA incorporates the business into their marketing efforts. During the first year of this program, ferry ridership increased by 42%. Exhibit 7-4. OCTA newsletter.

Connecticut Department of Transportation Statewide Transit Branding Project (Unified Paint Scheme) medium urbanized (200,000 - 1,000,000) In the late 1990s, the Connecticut Department of Transportation launched a branding campaign to unify services statewide under the name CTTRANSIT. As part of this effort, all new buses were painted with the CTTRANSIT logo and distinctive colors. As a result of the unified look, system identity and visibility has improved dramatically. This is an ongoing effort that will eventu- ally incorporate other public transportation modes and enhanced customer service. Marketing & Information Initiatives 99 Special Promotions Transit agencies often use special promotional efforts to get non-riders to try their services. On the national level, for instance, the American Public Transportation Association (APTA) has pro- moted “Try Transit Week,”which encourages people to use transit at least once during the week, instead of driving alone in a car. Agencies across the country use such opportunities to raise awareness about the benefits of transit in their own communities. Agencies often offer special pro- motions (such as reduced or free fares) during these events to encourage non-users to try transit. More recently, APTA has encouraged the cele- bration of “Communities in Motion Day” (see Exhibit 7-5). This effort was designed to build support for public transportation by promoting the benefits transit provides for communities. On this day, agencies held information sessions, community discussions, raffles, fare-free days, and other promotional activities to raise transit awareness. Utah Transit Authority Five Free Rides Campaign medium urbanized (200,000 – 1,000,000) In an effort to boost summer ridership, the Utah Transit Authority introduced the “Five Free Rides” promotion. By contacting a call center or visiting the transit agency’s website, citizens could request five free all-day passes to ride the system’s buses. This promotion was successful in getting non- users of transit to try the buses; over 1/3 of coupon requests came from citizens who were not regular bus riders. Overall bus ridership rose by more than 2% Independent of such events, agencies have successfully advertised the overall benefits (partic- ularly economic and environmental) of using transit in their own promotional efforts. Recently, agencies have found that rising gas prices have produced “free” marketing for transit. Media coverage of the high cost of private automobile usage has naturally turned the spotlight on the public transportation alternative. As reported in a recent Passenger Transport article, many agencies have used this to their advantage in attracting new riders.1 For example, the Greater Cleveland RTA (see Exhibit 7-6) has launched a marketing campaign entitled 1Michael Salmon, “As Fuel Prices Climb, Transit Ridership Grows,” Passenger Transport, April 25, 2005, p. 1. Exhibit 7-5. APTA promotional ad. Exhibit 7-6. GCRTA ad.

100 Elements Needed to Create High Ridership Transit Systems Cooperative Advertising Given the scarcity of funds for marketing efforts, transit agencies should do everything they can to take advantage of “free” or shared-cost advertising. Developing solid relationships with various media outlets can be an extremely effective and low-cost way of getting out the message. In TCRP Report 50: A Handbook of Proven Marketing Strategies for Public Transit, the authors discuss the importance of dealing with the media in a consistent, coordinated way. Designating staff to handle media relations is important, even for a small agency. Personal relationships between an agency and reporters can often lead to more positive coverage. The authors also suggest taking a proactive approach. Agencies should send materials to media outlets and call them with story ideas, instead of waiting for them to call. When backed by a solid relationship, the media can serve as an excellent partner in promoting transit. “Fuel Crisis ’05: Take a Stand. Take RTA,” which “humorously depicts the desperate behavior of commuters pushed over the edge by high gas prices.”2 GCRTA has added commuter cost savings calculations to its website, to show how economical it is to use transit. The agency’s ridership in early 2005 was reportedly 6% higher than ridership in the same period of the previous year. Greater Cleveland Regional Transit Authority Shop Tops, Ride Home for Free large urbanized (over 1,000,000) In 2001, the GCRTA began an innovative promotional partnership with Tops Friendly markets. Under the program, customers who travel to Tops on GCRTA’s Community Circulators and purchase $15 in groceries on a Tops Bonus Card receive a free ride home. Shoppers display their RTA transfer at the checkout and are presented with a one-ride farecard for their return trip. This initiative has increased ridership on the circula- tors and boosted revenues for the grocery stores. The program is marketed via advertisements, route timetables, in-store signs, and public address announcements. Partnering with private entities in marketing campaigns and promotions is another eco- nomically efficient method of advertising. Cooperative advertising is particularly appropriate for special events. For example, an agency might partner with a sports team to encourage peo- ple to attend games and travel there via transit. This could potentially alleviate pressure for park- ing availability (good for the team) and get more people to ride transit (good for the agency). Transit agencies can also use transit-friendly events, such as Earth Day and bike fairs, to pro- mote their services. Another type of cooperative effort seeks to join transit agencies with retail destinations. In partnership with the transit agency, a local merchant might offer discounted merchandise 2Ibid. Northeast Illinois Railroad Corporation (Metra) Transit Awareness Outreach large urbanized (over 1,000,000) Metra recently launched a program to raise awareness of Metra services in the Chicago area. Metra hosted Transit Events at corporations throughout the region. Staff from Metra and other transit agencies were made available to answer questions and provide information to employees in the lobbies and cafeterias of workplaces. This program has helped to boost Metra’s reverse commute ridership and improve its public image.

Marketing & Information Initiatives 101 to holders of a transit pass or ticket. For exam- ple, when Eaton County Transpor- tation Authority in Michigan launched its Summer Fun Pass program (see Exhibit 7-7) for youth, it sought out partnerships with 14 local businesses. These businesses agreed to offer discounts or give- aways to pass holders and, in exchange, the names of the busi- nesses were printed on the pass. The businesses also contributed funds toward advertising the program. This type of program is beneficial to both parties, as it simultaneously encourages people to use transit and draws them into the des- tination retail area. Finally, employers can be valuable promotional partners. Employers have built-in information distribution systems (such as e-mail and company newsletters) that can be very effective means of informing employees about transit services—as well as other TDM strategies (see Chapter 6). An example of a marketing pro- gram tailored to the commuter market is a Guaranteed-Ride- Home program (the cover to a guide for such a program is shown in Exhibit 7-8). Information Improvements Transit agencies use a range of types of informational materials and dissemination methods; the basic types of strategies include the following: • Improved printed informational materials (e.g., printed system and route maps/schedules and on-board flyers or newsletters); • Improved customer information and assistance (e.g., transit information center and in-station customer assistants); and • Automated transit traveler information (e.g., pre-trip planning and en-route information, including real-time information). These types of initiatives are described below, including agency examples. Improved Printed Informational Materials Printed informational materials are designed to inform and educate the public about the availability of transit services and how to use them. The information can be very specific (i.e., route maps and schedules) or more general (e.g., on-board flyers or newsletters as described above). Materials can be posted or distrib- uted at information or customer centers (such as HART’s information center, shown in Exhibit 7-9) or distributed to passengers on board or in stations. Exhibit 7-7. EATRAN ad. Exhibit 7-8. Guaranteed ride home guide. Exhibit 7-9. HART information center.

102 Elements Needed to Create High Ridership Transit Systems There are many ways to improve printed informational materials. Agencies can make the information usable by a wider range of potential riders by printing in multiple languages and using recognizable symbols. Agencies must also ensure that materials are accessible to individu- als who have visual impairment, by providing (on request) Braille, large print, and even audio tape versions.3 Materials can also be improved to show connections between different modes of service (even when that service comes from a different provider). This allows riders to more eas- ily see how to make many potential trips using transit. Printed materials are useful on their own, but are also needed to provide information about other types of strategies, including service changes or fare-related initiatives. Obviously, many of the above types of marketing and promotional strategies also involve some type of printed material. 3In fact, U.S. DOT’s Transportation for Individuals with Disabilities (Final Rule), Part 37, states that “The entity shall make avail- able to individuals with disabilities adequate information concerning transportation services. This obligation includes mak- ing adequate communications capacity available, through accessible formats and technology, to enable users to obtain information and schedule service.” Federal Register, Vol. 56, No. 173, p. 45640. District of Columbia, Department of Transportation Bus Route Maps medium urbanized (200,000 - 1,000,000) In 2004, Washington D.C.’s Department of Transportation began installing more than 300 new maps at bus shelters throughout the city. The new large scale maps are custom- ized for each individual shelter’s location. The maps display all the routes serving that particu- lar stop, as well as city-wide bus routes. Passengers can easily see the many destina- tions that can be reached by bus. It is hoped that the maps will also encourage transit non-users to try riding the buses. Santa Maria Area Transit Bi-lingual Route Brochures medium urbanized (200,000 - 1,000,000) Santa Maria Area Transit recently revised its informational materials to encourage more ridership among the Spanish-speaking population. The three elements of this initiative were: revised route brochures featuring bilingual infor- mation, a comprehensive new bilingual Bus Book containing all route maps and timetables as well as rider information, and satura- tion of the Spanish mass media market including TV, radio, and print media.

Orange County Transportation Authority OCTA: Putting Customers First - Customer Service Changes large urbanized (over 1,000,000) In 2003, the Orange County Transportation Authority launched a comprehensive campaign to improve customer service. Many elements of the initiative focused on improv- ing the personal interactions between riders and customer information assistants. The improvements included expand- ing Customer Information Center hours and advertising information staff employment opportunities to transit riders, to increase the number of staff who are regular transit users. The agency also provided hands-on transit route training for customer information staff, to ensure that staff could successfully advise customers in the event that the automated trip plan- ning system was unavailable. These improvements have contributed to an overall system rider- ship increase of 8.6% in the past year. Marketing & Information Initiatives 103 Improved Customer Information and Assistance In addition to printed materials and automated information distribution methods (see the next section), the provision of “live” customer information and assistance services continues to be an important strategy. Typically, an individual can call a customer service line or visit an infor- mation center to inquire about service availability, schedules, and fares. Many transit agencies, when creating new transit centers or updating old ones, have sought to incorporate customer service operations into the design. Some agencies, particularly those with rail stations, also provide in-station (or transit center) customer assistants. In cities such as New York City and Chicago, for example, the transit agencies have taken advantage of the introduction of automated fare collection to improve in-station customer assistance. Since both the NYMTA and the CTA have elimi- nated tokens in favor of automated farecards, many of the for- mer token clerks have been converted to station customer assistance agents. They wear distinctive uniforms and assist passengers by answering questions and helping with the auto- mated fare machines. (An in-station customer information agent for the MBTA in Boston, which is in the process of installing an AFC system, is pictured in Exhibit 7-10). 4Additional information on TTI is available in several recent reports, including: TCRP Report 92: Strategies for Improved Traveler Information (2003) and TCRP Synthesis Report 48: Real Time Bus Arrival Information Systems (2003), and TCRP Project J-09— eTransit: Electronic Business Strategies for Public Transportation—Advanced Features of Transit Web Sites (2003). Exhibit 7-10. MBTA cus- tomer information agent. Automated Transit Traveler Information Transit agencies’ ability to deliver transit information has improved significantly over the past decade with the advent of (1) new technologies, such as automatic vehicle location (AVL) and advanced communications; and (2) new/improved dissemination mechanisms and media, such as the Internet, wireless application protocol (WAP), mobile telephones, and personal digital assistants (PDAs). The various automated forms of transit information are collectively referred to as transit traveler information or simply TTI. TTI can provide riders—and those considering using transit—comprehensive information about multiple modes (including traffic informa- tion) in one place or from one source and on a variety of media.4

104 Elements Needed to Create High Ridership Transit Systems The information provided via TTI can either be static (i.e., information on routes, schedules, or fares that may be updated periodically, but does not represent current service operating status) or real-time (i.e., depicting the current operational status of service). There are different ways to categorize TTI, including the type of information or the particular communication medium. However, the most common classification scheme is one that simply groups TTI services accord- ing to the stage of the journey at which the information is received: pre-trip versus en-route; in-vehicle strategies are also often categorized separately. Strategies of each type are delivered via technologies such as the Internet, dynamic message signs (DMS), and wireless mobile devices. Pre-Trip Transit Information Pre-trip information is accessed by riders before embarking on their trips. It covers an array of areas such as route alignments, schedules, arrival times, delays, itinerary planning (i.e., trip planning), and multi-modal information. This information includes timetables for individual train and bus routes and system maps and schematics. Hence, pre-trip transit information plays a critical role in the user’s decision on which mode to take, what route(s) to take, when to make the trip, and how to get to his/her destination. Automated pre-trip information can be accessed in a number of ways, including personal computer (i.e., to access the Internet), telephones (either land line or mobile), pagers, PDAs, and kiosks (i.e., in transit facilities or elsewhere; these can either contain pre-installed information or can be used to access the Internet). Websites accessible by customers using screen reader soft- ware facilitates transit usage by individuals with visual impairments.5 Examples of web pages from two agencies’ trip planning websites are shown in Exhibits 7-11 and 7-12. 5Examples of screen reader software include such products as JAWS Screen Reader Software (Freedom Scientific), Window- Eyes (GW Micro) and Window Bridge (Syntha Voice). Exhibit 7-11. San Diego Transit’s itinerary planning input page.

Exhibit 7-12. SEPTA TransitQuest itinerary details. Marketing & Information Initiatives 105 En-Route (and In-Terminal/Wayside) Transit Information The importance of providing transit information does not stop once the traveler embarks on his/her trip. Quite often, and for various reasons, transit vehicles do not run according to the pre-trip information the traveler has received. En-route travelers may experience anxiety if their vehicles do not arrive on time according to the schedule, they are not sure where to go to catch their intended vehicle, or if they have missed the last vehicle (or do not know if they missed the last vehicle). Providing en-route transit information plays a significant role in keeping travelers informed about the status of their vehicle, reducing their anxiety, and directing them to the right stops, platforms, and bays. Real-Time Information Real-time or dynamic information informs riders of the current status of a particular route or line, including updates on service delays or diversions, as well as estimated vehicle arrival and departure times for stops along the routes. Obviously, such information must be updated frequently. At bus stops and in rail stations, real-time updates can be delivered to riders via DMSs, video monitors, and/or public address systems. However, updated vehicle arrival time and delay information can also be included on the agency’s website or automated telephone answering system—or perhaps a local cable television channel. As these systems become increasingly interactive, an agency might consider disseminating updates or alerts to subscribing passengers via e-mail to personal computers or text messages to pagers, mobile phones, or PDAs. The majority of real-time bus arrival information systems are based on the use of data from global positioning system (GPS) based AVL systems, although other types of AVL systems (e.g., signpost and transponder systems) are also being used in some real-time systems. The location data generated from an AVL system is used together with other information, such as current and historical traffic conditions, as well as real-time operations data from the last several buses that passed a particular stop, to predict the arrival time of the next bus at a particular stop.

In-vehicle Transit Information In-vehicle transit information provides important information to travelers while they are on a bus or train. In-vehicle information provided by automated annunciator systems helps transit agencies comply with the Americans with Disabilities Act (ADA) by informing passengers of upcoming stations and major bus-stop locations in both text and audio formats. Furthermore, in-vehicle information reassures passengers that they have taken the right vehicle and route. On-board displays are also used for informing passengers about transfer points, service disrup- tions, or other events. Most transit operators that are implementing these systems are supplying some combination of audible and visual information on next stop, major intersection, and transfer points to achieve both objectives. Two primary media are used: automated audible annunciators and in-vehicle displays. Both can communicate location-related information to customers based on location data from the AVL system, typically processed using an on-board microprocessor that is often used to support other on-board systems. Another development is integrating bus destination signs with AVL systems to ensure that destination information display for waiting passengers is accurate. This is particularly important on multi-route corridors or multiple-branch routes. This integration takes the responsibility away from the vehicle operator by automating destination sign changes with the AVL/CAD system. Perhaps the most sophisticated examples of in-vehicle information involve transit agencies that are enhancing their fleet management systems so that passengers who are already on board can request and get confirmation on transfers to other transit services. This technol- ogy, called transfer connection protection (TCP) is being deployed in several agencies in the United States. The technologies that can be used for accessing TTI can be categorized as follows: • Non-Interactive Displays—These devices can be divided into DMSs at bus stops and train stations, DMSs on board vehicles (automated annunciation system signage), and video monitors. DMSs are more popular than video moni- tors as they come in a variety of shapes and sizes and are more versatile. Video monitors and way- side DMSs are mainly used to display arrival times, bay information, and service delays, while on-board DMSs are mainly utilized for announcing and displaying next-stop information. (An example of a DMS, from LACMTA, is shown in Exhibit 7-13) • Kiosks—Kiosks are being deployed at major bus centers, train stations, and other public places such as hotels, airports, and commercial centers. The single most important advantage of kiosks is that they are interactive devices. This feature allows the users to access the informa- tion they need in a relatively short time. Moreover, kiosks can provide an infinite amount of information when they are connected to the Internet, by providing links to a host of sites like weather, traffic, and other local information sites. (An example of a kiosk, from Denver RTD, is shown in Exhibit 7-14.) 106 Elements Needed to Create High Ridership Transit Systems Exhibit 7-13. LACMTA dynamic message sign.

• Personal Communications Devices—This category includes tra- ditional land-line phone and wireless devices such as cellular phones, pagers, and PDAs. Wireless devices are not limited to accessing real-time information but are also being used to provide static schedule information (e.g., providing transit schedules that can be downloaded to a subscriber’s PDA, or enabling use of a cell phone to receive a trip itinerary). • Internet and E-mail Services—Through the Internet, users can access a variety of TTI at any time to obtain schedules, real- time arrival information, itineraries, and other TTI. E-mail services, on the other hand, are usually limited to information on delays, incidents, emergencies, or real-time arrival infor- mation. Furthermore, unlike the Internet, e-mails are not in- teractive and are one-way messages. (An example of a page from Portland Tri-Met’s Transit Tracker website, is shown in Exhibit 7-15.) While many transit agencies lack the resources to consider implementing the more sophisticated information options, a grow- ing number are automating at least the basic types of information on routes, schedules, and fares (e.g., through establishment of an Marketing & Information Initiatives 107 Exhibit 7-14. Den- ver RTD kiosk. Exhibit 7-15. Tri-Met transit tracker website dynamic message sign.

108 Elements Needed to Create High Ridership Transit Systems VISTA Implementation of a Countywide Bus Tracking and Arrival Prediction System medium urbanized (200,000 - 1,000,000) The Ventura Intercity Service Transit Authority recently implemented a countywide bus tracking and arrival pre- diction system. 100 buses were equipped with GPS tracking devices to monitor loca- tions. Riders can check bus progress and estimated arrival times via the web. Riders waiting at transfer points throughout the county can see predicted arrival times on electronic signs. This service contributed to a 15% ridership increase in 2004. Tompkins Consolidated Area Transit TCAT Trip Planning Interactive Website rural area (Under 50,000) In 2002, Tompkins Consolidated Area Transit of Ithaca, NY, added trip planning features to its website. Riders select their origin and destination, as well as date and time of travel. Riders can also choose from a number of preferences, including mode and accessibility. The system will display the best options available, which can be sorted by time, fare, and number of transfers. This project contributed to 3.8% increase in fixed route ridership between 2002 and 2003. agency website or perhaps including their information on a municipal or county website). As more and more agencies are able to take advantage of these emerging applications to dissem- inate up-to-date—and even real-time—information on the services they offer, they will clearly improve their ability to attract and retain riders.