Implementing New Technologies in Maintenance Systems and Departments in Europe (2005)

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Research Results Digest 71 November 2005 C O N T E N T S International Transit Studies Program, 1 Implementing New Technologies in Maintenance Systems and Departments in Europe, 2 Overview of Public Transportation Networks, 2 Technology, 6 Investment Planning and Decision Making, 12 Funding, 14 Maintenance Hiring and Training, 15 Appendix A—Study Mission Team Members, 17 Appendix B—Study Mission Host Agencies/Companies, 18 Appendix C—List of Abbreviations, 18 INTERNATIONAL TRANSIT STUDIES PROGRAM The International Transit Studies Pro- gram (ITSP) is part of the Transit Cooper- ative Research Program (TCRP). ITSP is managed by the Eno Transportation Foun- dation under contract to the National Acad- emies. TCRP was authorized by the Inter- modal Surface Transportation Efficiency Act of 1991 and most recently reauthorized in 2005 by the Safe, Accountable, Flexi- ble, Efficient Transportation Equity Act: A Legacy for Users. It is governed by a mem- orandum of agreement signed by the Na- tional Academies, acting through its Trans- portation Research Board (TRB); by the Transit Development Corporation, which is the education and research arm of the American Public Transportation Associa- tion (APTA); and by the Federal Transit Administration (FTA). TCRP is managed by TRB and funded annually by a grant from FTA. ITSP is designed to assist in the pro- fessional development of transit managers, public officials, planners, and others charged with public transportation responsibilities in the United States. The program accom- plishes this objective by providing oppor- tunities for participants to learn from foreign experience while expanding their network of domestic and international contacts for addressing public transport problems and issues. The program arranges for teams of pub- lic transportation professionals to visit ex- emplary transit operations in other countries. Each study mission focuses on a theme that encompasses issues of concern in public transportation. Cities and transit systems to be visited are selected on the basis of their ability to demonstrate new ideas or unique approaches to handling public transporta- tion challenges reflected in the study mis- sion’s theme. Each study team begins with a briefing before departing on an intensive, professionally challenging 2-week mission, after which team members return home with ideas for possible application in their own communities. Team members are en- couraged to share their international expe- rience and findings with peers in the public International Transit Studies Program Report on the Spring 2005 Mission IMPLEMENTING NEW TECHNOLOGIES IN MAINTENANCE SYSTEMS AND DEPARTMENTS IN EUROPE This TCRP digest summarizes the mission performed April 7–22, 2005, under TCRP Project J-3, “International Transit Studies Program.” This digest includes transportation information on the cities and facilities visited. This digest was prepared by staff of the Eno Transportation Foundation and is based on reports filed by the mission participants. Subject Areas: IA Planning and Administration VI Public Transit, VII Rail Responsible Senior Program Officer: Gwen Chisholm-Smith TRANSIT COOPERATIVE RESEARCH PROGRAM Sponsored by the Federal Transit Administration

transportation community throughout the United States. Study mission experience also helps transit managers to better evaluate current and proposed transit improvements and can serve to generate po- tential public transportation research topics. Study missions are normally conducted in the spring and fall of each year. Study teams typically consist of 14 individuals, including a senior official designated as the group’s spokesperson. Transit properties are contacted directly and requested to nominate candidates for participation. Nominees are screened by a committee of transit officials, and the TCRP Project J-3 Oversight Panel endorses the selection. Study mission participants are transit management personnel with substantial knowledge and experience in transit activities. Participants must demonstrate po- tential for advancement to high levels of public trans- portation responsibilities. Other selection criteria in- clude current responsibilities, career objectives, and the probable professional development value of the mission for the participant and sponsoring employer. Travel expenses for participants are paid through TCRP Project J-3 funding. For further information about the study missions, contact Gwen Chisholm-Smith at TCRP (202-334- 3246; gsmith@nas.edu) or Tom Downs at the Eno Transportation Foundation (202-879-4718; tdowns@ enotrans.com). About This Digest The following digest is an overview of the mis- sion that investigated the application of new tech- nologies in bus and rail transit operations in Ger- many, Austria, and France. It is based on individual reports provided by the team members (for a roster of the team members, see Appendix A), and it reflects the views of the team members, who are responsible for the facts and accuracy of the data presented. The digest does not necessarily reflect the views of TCRP, TRB, the National Academies, APTA, FTA, or the Eno Transportation Foundation. IMPLEMENTING NEW TECHNOLOGIES IN MAINTENANCE SYSTEMS AND DEPARTMENTS IN EUROPE The theme of this study mission was “Imple- menting New Technologies in Maintenance Systems and Departments in Europe.” Over a 2-week period, the study team met with senior officials and man- agement staffs of transit agencies in eight major Euro- pean cities: Berlin, Potsdam, and Dresden, Germany; Vienna and Linz, Austria; and Paris, Rouen, and Or- léans, France (for a list of host agencies, see Appen- dix B). All of the cities visited are operating in en- vironments with intense pressure to reform transit systems. Public subsidies in some localities are de- creasing. In addition, the European Union (EU) has required that, by 2008, transit systems must demon- strate the ability to operate efficiently or be opened to free or controlled competition. The transit agencies are rising to this challenge in part by turning to technology as a means for achiev- ing necessary improvements in areas such as passen- ger service, maintenance, security, and ticketing. Consequently, the study team learned how these tran- sit agencies are successfully implementing new tech- nologies for more effective and efficient operations. They also learned how the systems are dealing with re- lated issues including investment planning and deci- sion making, funding arrangements, and staffing and training a qualified maintenance staff. OVERVIEW OF PUBLIC TRANSPORTATION NETWORKS Berlin, Germany Berlin, located in the northeastern part of Ger- many along the Spree River, is the nation’s capital and largest city. The city was divided into Eastern and Western regions from 1949 until the fall of the Berlin Wall in 1989. In the years following German reunification, Berlin has continued to be one of Eu- rope’s major industrial and cultural centers. Modern-day Berlin covers 341 mi2 and has a pop- ulation of approximately 3.4 million. At the heart of Berlin lies the medieval core of the city, located along the western bank of the Spree. To the west of the me- dieval city is a formal grid of streets laid out on either side of Unter den Linden, a wide central avenue stretching from east to west and flanked with double rows of linden trees. Berlin’s 12 city boroughs con- tain large areas of undeveloped land. Forests and farmlands cover nearly one-third of the city. Almost one-half (47%) of Berlin households have no car, and 43% of households have only one car. Public transit is used by 27% of Berliners; 31% are pedestrians or ride bicycles, and 42% rely on automobiles. Surprisingly, recreational traffic ac- counts for 40% of the purpose of the journey on pub- 2

lic transportation, followed by shopping at 24% and jobs at 19%. Transit ridership, however, has de- clined recently, matching losses in the city’s overall population. Berlin’s public transportation system is city owned and operated by Berliner Verkehrsbetriebe (BVG), which employs 11,500 people. Sixty-one percent of BVG’s operational costs are subsidized with taxes. The system comprises 161 bus lines, nine metro lines (U-Bahn), 21 light rail lines (S-Bahn), and six ferries. The four modes combined provide 180 daylines and 66 nightlines for 2.84 million rides per day. BVG operates more than 1,500 buses that make 601 daytime stops and 1,504 nighttime stops and ac- count for 1.24 million trips per day. The bus sys- tem speed is 12.1 mph. The U-Bahn, which operates 7 days a week, has 1,051 cars that make 170 daytime stops and 145 nighttime stops. The S-Bahn makes 377 daytime stops and 110 nighttime stops with its fleet of 602 cars. BVG has been working to spruce up its transit fleet by introducing new low-floor light rail cars and new H series metro cars, developed by Adtranz, that are capable of driverless operation. The new metro cars have more room for bicycles, wheel- chairs, and baby carriages and feature unrestricted passageways throughout the train, without doors be- tween individual cars. Potsdam, Germany Potsdam, capital of the German state of Branden- berg, is located 16 miles southwest of Berlin. The city has often been called “Germany’s Versailles” for its many historic sites, large parks and gardens, and chain of interconnected lakes formed by the nearby Havel River. In 1945, the city was the site of the Potsdam Conference, which helped to shape post– World War II Europe. Potsdam has a population of 145,000 and covers an area of 72 mi2. The city’s proximity to Berlin means that it has a healthy level of commuter traffic going to the German capital. However, there is also a large amount of leisure travel from Berlin to Potsdam. The agency for Potsdam’s public transit opera- tions is Verkehrsbetriebe Potsdam (ViP), a fully owned subsidiary of the city authority. ViP is subsi- dized by the city at a rate of 40%. Transit services consist of buses, light rail, and a tram network that has been as much a part of the Potsdam’s fabric for the last century as some of its most impressive mon- uments. Approximately 17 million passengers use Potsdam’s trams and light rail vehicles each year. ViP also operates one ferry route. Potsdam has a round-the-clock public transit system. Tram service generally operates between 4:30 a.m. and 10:30 p.m. each day, using 34 tram sets. One tram route operates 24 hours a day, along with a night bus network. Overall, ViP operates 36 buses, 17 of which are articulating buses, on seven bus routes. The ViP tram network consists of five lines, with a total length of 15.8 mi, which converge on the city center Potsdam Stadt interchange with the Deutsche Bahn heavy rail terminus. The network’s central hub has always been the main square, the Platz der Ein- heit, but over many years the system has been steadily expanded, largely to serve new residential areas. The tram network currently has 107 stops. More than 50% of the tram network runs over ded- icated tracks, meaning that there is no conflict with any other road vehicles. These dedicated tracks allow the city railway to achieve a top speed of 40 mph, rela- tively high for a city railway. (The average speed on all the tram lines is 13.7 mph.). All but 0.3 mi of the system is double track. ViP is in the process of buying 48 new Siemens tramcars to replace its aging Tatra-built cars. The new tramcars are articulated, low-floor units designed to transport 70 to 100 people. They will also provide more impact protection for passengers in case of ac- cident. The new tramcars will be introduced gradu- ally over a 10-year period. Dresden, Germany Dresden, located in east central Germany, is the focus of one of Germany’s largest metropolitan areas and is a major manufacturing, transportation, and cultural center. The city is a significant port on the Elbe River and its economy centers on port activities and the manufacture of high-technology items such as specialized medical equipment, business machines, and computers. The city covers 212 mi2 and has a population of 1.2 million. Dresden’s public transportation system is owned by the city and is called Dresdner Verkehrsbetriebe AG (DVB). DVB, which has more than 1,700 em- ployees, receives 10 million euros in operating sub- sidies each year from the city, the state of Saxony, and the German federal government. The public tran- sit system transports approximately 138 million pas- sengers per year. 3

The system comprises five modes of transporta- tion: light rail (111 cars), trams (197 cars), buses (500 buses), cable cars (two cars) and ferries (five, including one car ferry). There are 12 tram routes and 28 bus routes with a combination of 650 stops shared by trams and buses. Overall ridership has risen despite a base fare increase from 0.08 euro to 1.70 euro since 1989. In addition to traditional public transit operations, DVB offers a car-sharing service to some parts of Dresden that are not covered by bus or rail service. More than 2,000 private individuals, clubs, and com- panies make use of the program. DVB also offers taxi service for passengers who need to reach an area not covered by public transit during reduced service hours (e.g., weekends). Vienna, Austria Vienna, Austria’s capital and largest city, is lo- cated along the Danube River in the northeastern portion of the country and covers 160.2 mi2 with a population of 1.6 million. The city is by far Austria’s most important manufacturing, banking, and insur- ance center, contributing roughly one-fifth of Aus- tria’s total industrial output. Wiener Linien, a private company, is the public transportation authority in Vienna. Previously a pub- lic utility owned by the city, it was restructured in 1999 as an independent enterprise operating under private law. Today, it is an independent subsidiary of the Wiener Stadtwerke Holding AG, a share hold- ing company that is currently wholly owned by the city of Vienna. The company, which has more than 2,200 employees, is subsidized by the city, the East- ern Austria regional government, and the Austrian federal government. Vienna’s city government col- lects a special transport tax from employers who must pay 1 euro per month for each of their employees. Vienna’s public transit system made 721.8 mil- lion passenger trips in 2003 and provides for 34% of travel made within the city. The system comprises U-Bahn, S-Bahn, trams, and buses. The total length of the transit system is 144.5 mi, and the system op- erates with an average speed of 9.5 mph. Vienna’s trams and buses are worth particular note. Vienna is the only European city operating pro- pane buses. Of the system’s approximately 500 buses, 150 are articulated buses. The majority of the bus fleet and all new trams have a low-floor design to allow for easy accessibility for all customers, including se- niors and those with disabilities. The Wiener Linien tram network, which has 2,000 tramcars, is the third largest in the world. Surveys and other data indicate that use of pub- lic transit in Vienna is increasing. Public transporta- tion was the preferred mode choice in a 2002 survey (private automobiles earned the top spot in 1993). Also in 2002, the transit system was carrying an es- timated 1 million passengers per day, an increase of 500,000 per day from 1975 data. Linz, Austria Located in northern Austria, Linz is the capital of Austria’s Oberösterreich (Upper Austria) Province and is Austria’s third largest city, with a population of roughly 180,000. The city is situated along the Danube River and covers 37 mi2. As one of Austria’s main industrial cities, Linz is home to a large steel mill, the companies resulting from the split of the for- mer Chemie Linz chemical group, and the company that created PEZ candy dispensers. The city serves as an important transportation hub for Oberösterreich. In addition to being a hub to river transport along the Danube, Linz lies on Austria’s main rail axis, the so-called Westbahn, linking Vienna with western Austria, Germany, and Switzerland. Surveys indicate that public transportation is re- sponsible for 23% of Linz’s travel; pedestrians (32%), cyclists (4%) and autos (42%) account for the remain- ing shares. Roughly one-half of Linz residents are car owners. Linz Linien is the public transportation provider for the city. Similar to Vienna’s Wiener Linien, Linz Linien was a former public utility restructured in 2000 to operate as an independent subsidiary of Linz Hold- ing AG, which is wholly owned by the township of Linz. The company, which has more than 500 em- ployees, is subsidized at a rate of 65%. Linz’s public transportation system makes 87.6 million passenger trips each year. The system comprises trams, buses (autobuses and trolley buses), and a mountain railway. The system has 28 routes: three for trams, 20 for autobuses, four for trolley buses, and one for the mountain railway. The tram network operates 21 new tram vehicles, called City Runners, and 28 old-style trams. All new trams feature a low-floor design. Bringing the City Runners into service required changes to Linz Lin- ien’s maintenance facility as the company did not have the infrastructure required to maintain the tramcars. 4

The system uses sixty-one 59-ft buses, thirty-six 39-ft buses, and nineteen 59-ft trolley buses to provide bus service. The mountain railway operates six cars during most of the year and adds two cars during the summer season. Paris, France Paris, located in north central France along the Seine River, is France’s capital and largest city. Known as “The City of Lights,” Paris is world fa- mous for its beauty and charm and is France’s polit- ical, cultural, and economic center. Paris covers an area of 41 mi2 and is home to a population of roughly 11 million people, which means 20% of France’s total population lives on 2% of its overall territory. As a result, population den- sity in Paris is very high compared to most western cities. Statistics indicate that 61% of Parisians rely on public transportation; only 31% of city residents own an automobile; and 8% of Parisians bicycle or walk to their destinations. The Régie Autonome des Transports Parisiens (RATP) is Paris’s public transportation system. The RATP, which has more than 43,000 employees, is publicly financed at the city and regional level. The RATP provides 2.8 billion passenger trips annually, with 10 million trips each weekday. The public transit system comprises city and sub- urban bus, subway, tram, and surface lines. City bus operations consist of 250 routes operating 4,000 buses out of 23 divisions and account for 310 million trips annually. Suburban buses, which are shared ser- vices and charter, account for 570 million annual trips. Subway operations represent 1.4 billion trips annu- ally. The subway features 14 lines, 318 stations (in- cluding 37 connecting stations), and 2,950 rail cars. The subway and most of the system’s buses are not air conditioned. The transit system also has a limited passenger space allowance, allocating four passen- gers for 1 m2, which makes for a congested trip. The transit system’s rail operations include tram service and surface, or Réseau Express Régional (RER), rail. They account for 95 million and 405 mil- lion annual trips, respectively. The tram service has two lines, 99 trains, and 112 stations. RER has two lines, 334 trains, and 67 stations. Paris faces a number of transit challenges. Traffic congestion on streets and boulevards is particularly heavy, negatively impacting bus service throughout the city. In addition, the Paris transit capital budget is 4 billion euros in debt. Rouen, France Located 84 mi northwest of Paris along the Seine River is the city of Rouen, capital of the Haute Nor- mandie (Upper Normandy) region and France’s fifth largest port. In addition to commercial activities connected to the port, Rouen is home to a number of universities and art schools. The city is perhaps best known for its Notre Dame cathedral. The city covers an area of 112 mi2 and is inhab- ited by a population of 394,000. Rouen and its 36 sub- urban communities of the metropolitan area form the Communauté d’Agglomération de Rouen. Rouen’s public transportation system, Trans- ports en Commun de L’Agglomération Rouennaise (TCAR), is operated by private company Connex under a 30-year contract with the city. TCAR, which has more than 1,000 employees, combines trams, regular bus service, and dedicated bus rapid transit (BRT) routes to move city inhabitants and resi- dents of the suburbs. The tram line, which is 9.3 mi in length, and the bus routes, covering 16.1 mi, pro- vide for 40 million passenger trips annually and ob- tain 40% fare box recovery. Rouen’s tram network has 28 cars with a capac- ity of 118 persons per car. During peak times, the system operates 3-min headways, with an average speed of 12 mph. Trams are fully integrated into the downtown corridors. Significant parking is provided on the edge of the city to encourage use of public transportation. TCAR operates 220 buses. Rouen decided to use BRT in place of trams to serve the city’s outlying suburbs. The first phase BRT operates 38 articulated buses with some portions of the route dedicated bus 5 Figure 1 Two new City Runner trams in Linz, Austria.

lanes and the remainder integrated bus lanes and mixed flow. Orléans, France Orléans, capital of France’s Centre region, is lo- cated in north central France along the Loire River. The city is a major commercial and transportation center. Orléans’s economy is noted for industries in- cluding electronics, food processing, automobiles, pharmaceuticals, and cosmetics. Orléans has a population of approximately 270,000. The city is closely tied to its outlying sub- urbs, which consist of roughly 20 communities stretching into the Loire Valley. The Société d’Economie Mixte des Transports en commun de l’Agglomération Orléanaise (SEMTAO), a private company, operates the city’s public trans- portation system, also known as SEMTAO. It pro- vides service to city inhabitants and residents of Or- léans’s suburbs. SEMTAO provides 15% of all trips made in Orléans. Overall, the system provides for 24 million passenger trips annually. Passengers com- muting to work make up 26% of transit users. The system, which has 700 employees, consists of one tram line (a second tram line is under construction) and 28 bus routes. Tram ridership has increased 18% over the past 3 years. TECHNOLOGY Many European transit agencies are exploring how technology can contribute to more efficient and effective transit operations in advance of the 2008 EU deadline. In the agencies visited, the study team encountered a broad array of technologies—ranging from cutting-edge maintenance and navigational systems to the latest smart card innovations—that are having a positive impact on day-to-day transit functions. Vehicle Locating Several of the transit agencies visited by the team are using vehicle locating systems to improve vehi- cle timeliness and provide better status information to passengers. In Paris, the RATP’s automatic vehi- cle locator (AVL) system uses a combination of in- frared sensors and radio signals to measure the real- time position of each vehicle. Data are then relayed to the transit system’s control center so RATP per- sonnel can monitor the location of buses and trams on every route. Data are also provided to a number of passenger information systems that can give tran- sit users the most up-to-date schedule information. Wiener Linien in Vienna uses an AVL system that relies on satellite signals and global positioning system (GPS) technology to locate its transit vehicles. GPS provides an accurate position of the vehicle using a satellite tracking system, which sends signals to the GPS receiver on board a bus or tram. The re- ceiver then transmits location coordinates to Wiener Linien’s communication center via a radio station. The communication center identifies the location of the vehicle and sends the information along to pas- senger information systems and other systems and transit departments that use the data. Maintenance Tracking Berlin’s BVG has relied on the SAP maintenance system for 9 years to meet its maintenance tracking needs. SAP enables BVG to capture the life-cycle cost, reliability, availability, and safety information about vehicles and related transit equipment. Its ca- pabilities for failure analysis help BVG to identify potential problems before they arise. The system pro- vides BVG personnel mean time and distance be- tween failures data that support this effort. In addi- tion, SAP collects field data, such as how long the vehicle was inoperable or what parts are needed for re- pair, which BVG uses to conduct broader analysis to identify chronic or recurring defects in parts or equip- ment. BVG has also integrated the SAP maintenance system with its operations systems. This data sharing gives BVG more complete information and real-time updates about asset utilization and repair. In addition to using the SAP maintenance sys- tem to track vehicle repair status, Wiener Linien in Vienna uses the system to log maintenance employee time records. Employees enter their time and progress on maintenance tasks into SAP, allowing Wiener Linien to better track the hours and effort required to complete different types of repairs. Paris’s RATP uses its fully automated On Board System (OBS) to make sure transit system buses are properly maintained. OBS software continuously monitors maintenance needs from four data sources: operator requests (driver enters a repair code into the system if s/he detects a mechanical problem while operating the bus); bus requests (the bus’s own ve- hicle logic system automatically logs a fault code if 6

it finds a problem); network preventive maintenance data (maintenance schedules are stored in the logic system’s memory); and fuel-monitoring system data (records of fuel, oil, and coolant levels that are stored in the logic system and tracked). Each day when a bus returns from its route, RATP personnel use wireless technology to download in- formation from the OBS software into a shop infor- mation system, which analyzes the data and sends it to a shop dispatch system. The dispatch system then displays an electronic map of the bus parking yard, with each bus assigned to a specific color-coded parking spot. The color coding (red, yellow, blue, green) reflects the maintenance status of each bus. The dispatch system also generates work orders for the shop foreman. When mechanical work on a bus is completed, red, yellow, or blue status turns to green, and dispatchers are free to assign the bus to another route. Information Systems for Passengers The Dynamische Auskunfts- und Informations- system (Dynamic Enquiry and Information System, DAISY) in Berlin provides U-Bahn riders up-to-the- minute destination information and arrival times for the next two metro trains. The system, a combination of hardware and Oracle database software technol- ogy, gathers information from trackside sensors and calculates approximate journey times, which are then shown on LED display panels in all 170 stations. BVG also uses DAISY to provide real-time informa- tion about disruptions to normal service and to advise passengers on what to do in case of an emergency. In Paris, data provided by the RATP’s AVL sys- tem are used to give passengers real-time information on the travel status of buses, trains, and trams. Digital display panels containing this information are located in subway stations, bus zones, and even on the vehi- cles themselves. Information from the system is also provided to passengers through automated audio an- nouncements. The combination of on-board display panel technology and automated audio announce- ments enables operators to concentrate on driving without the distraction of having to use the public address system. Dresden’s public transit agency, DVB, teamed up with private company AEG Mobile Communica- tions to implement a passenger information system based on radio and wireless technology that provides real-time travel updates via transit agency Internet websites, mobile phones, personal digital assistants (e.g., Blackberries), and digital display panels at tram stops and aboard vehicles. To generate real-time information with this sys- tem, tram operators key a location code into the radio at each stop. This sends a wireless signal that is re- ceived by DVB’s central computer and vehicle loca- tor application. The central computer uses the incom- ing data to construct a real-time “path” along that tram’s route, projecting from the current location to the tram’s registered destination. Forecasts of arrival times are then computed according to current travel conditions, and the data are electronically transmitted 7 Figure 2 The On Board System that helps to monitor the maintenance needs of transit buses in Paris. Figure 3 A digital display to provide train arrival information to U-Bahn riders in Berlin.

to the digital displays at each stop and the other in- formation outlets, which assists passengers in mak- ing decisions about the mode of travel that will work best for them at any given time and location. Operations Management In Berlin, individual systems that provide for maintenance tracking, passenger information, and other key needs operate under the umbrella of one overall operations management system. BVG’s “BERTA” is a completely integrated and comprehen- sive operations management system that covers the city’s entire public transit network, from service yard to bus stop, driver workstation to traffic signal con- trols, and statistical data to passenger announcements. Although this enormously complex and expansive system was developed completely in-house, BVG re- lied on the services of a number of private companies including Alcatel SEL, AEG Mobile Communication, Siemens, Gedas, and IAV to help create some of BERTA’s individual modules, such as the DAISY. In addition to connecting all the individual BVG sys- tems used for various operations surveillance and con- trol tasks, BERTA provides BVG personnel the ca- pability to better assess and manage myriad streams of operational data coming into headquarters. Traffic Signal Control Wiener Linien has taken advantage of traffic sig- nal control technology common to many streetcar sys- tems to improve the on-time performance of Vienna’s buses and trams. The technology permits transit to move through the city at a faster pace by allowing oncoming transit vehicles to trip traffic signals. In this manner, buses or trams are able to proceed with- out stopping. It is also enabling the transit system to run trains more frequently without delays. Currently, Wiener Linien controls 87% of traffic lights along transit routes. The agency plans to gain control ca- pability for all traffic lights along transit routes in the near future. Closed Circuit Television Many of the transit agencies visited by the study team make extensive use of closed circuit television (CCTV) systems for security and to discourage at- tempts at vandalism. Berlin installed its Systemtech- nik für den automatischen Regelbetrieb (STAR) cam- era system in 2000 in an effort to thwart vandalism that was forcing BVG to invest roughly $2 million annually in equipment repairs. Research and instal- lation of STAR was a joint project between BVG and private companies Adtranz and Siemens. When a vehicle’s emergency brake is engaged, an alarm signal is activated that causes the STAR equip- ment to begin transmitting video images to the BVG control center for review. With STAR and the coop- eration of the local police, BVG has enjoyed an 84% reduction in reported vandalism to its transit vehicles and seven parking facilities since the system has been operational. 8 Figure 4 Open passage between individual cars and digital information display screens for passengers in a tram in Dresden. Figure 5 Monitoring transit activities inside a control center in Paris.

In Paris, RATP has installed 10,000 video cam- eras at subway stations and aboard trams and transit buses. Four cameras are located in every 40-ft bus and six in every 60-ft articulated bus. The CCTV network is wireless for above-ground cameras and uses fiber- optic cables for underground subway station cameras. Paris’s CCTV system transmits image, voice, and data information. It has also been used to broadcast recorded audio to passengers. Each camera records continually for 72 hours with an image quality that is comparable to analog, at about 25 images/s. Although the RATP control center is constantly monitoring critical areas, vehicle operators can transmit alerts to the center about incidents occurring along their routes. Local police, fire departments, and the transit police can have access to the system’s recorded files. The system is programmed to automatically notify the proper authorities in case of a technical difficulty. The RATP also ensures that a camera and wireless network support team is available 24 hours a day to maintain quality control and reliability. RATP offi- cials indicate the system has improved overall secu- rity and helped to minimize graffiti and vandalism repair costs. Smart Cards Smart card technology is proving beneficial to transit customers in Paris. Riders can use their smart cards anywhere in the RATP system, eliminating the need for purchasing individual tickets for different bus, tram, or subway trips. Passengers simply swipe the card at any tram or subway station entrance, or at the fare transition processors located at the front door of every transit bus, and the smart card system automatically deducts the necessary fare amount. The RATP’s smart cards also feature a built-in “e-purse” chip that allows customers to add money to the card’s value at transit stations and at non-transit facilities such as banks. The smart card also works as a debit card, to be used for purchases at venues such as coffee shops and restaurants. In the event of loss or theft, smart cards can be canceled or frozen. New cards are then issued to the cardholder reflecting the last current balance. In Berlin, BVG took advantage of an upgrade in its ticketing systems to introduce smart card technol- ogy. When BVG decided to replace its fleet of more than 700 Ascom Transport Revenue ticket vending machines, it selected a new fare collection system that would make ticketing easier for passengers and reduce BVG operating costs. The system, which is capable of converting the German mark to the euro, allowed BVG to increase fare offerings to 800 basic fares from 40 and enabled Berlin to become the first transit system in Germany to dispense proximity smart cards. These smart cards allow a more complex regional fare structure, while simultaneously simpli- fying the transit experience for passengers, because a single fare ticket can be accepted by several inter- connecting modes of transit. The cards also provide transit operators with more accurate ridership data. BVG has found that individual transactions with the proximity smart cards are swift, taking place in about one-third of a second and thus making possi- ble easy handling of high volumes of passenger traf- fic. An added benefit is that the cards are counterfeit- proof. Manipulation of paper tickets had produced significant revenue losses for Berlin’s transit system. Smart Garage All three French transit agencies the study team visited use some variant of smart garage technology. The Smart Garage system is activated when the bus operator approaches the garage’s entrance door. Based on input from a sensor, the door opens automatically and closes when the vehicle has entered the garage. When exiting the garage, the bus operator blinks the headlights four times within 10 ft of the door. The sensor detects the request and again opens and closes the door automatically. Smart garage operates on the premise of assigned stall parking, regardless of whether buses are housed 9 Figure 6 Paris smart card technology in action.

in a covered or open-air garage facility. Each bus’s parking stall is equipped with a smart plug that con- sists of an air supply, voltage supply, input signal, and output signal. After parking their vehicles, op- erators connect them to the smart plug. The plug gives the bus’s suspension a constant supply of air and keeps the bus’s batteries fully charged. The plug’s input signal enables the dispatch center to identify the location of each vehicle and the condition of its electrical system. During cold weather conditions, the dispatch center uses the plug’s output signal to activate heaters inside the vehicles 10 min before their scheduled departure times. This activation en- sures the buses are warmed up and ready for opera- tors and passengers. Automatic Bus Guidance In Rouen, TCAR has implemented an automatic bus guidance system to improve the transit system’s efficiency in loading and unloading passengers. The system guides buses and parks them within approx- imately 5 cm of specially designed elevated plat- forms that TCAR has placed in more than 140 bus loading/unloading zones throughout Rouen. This system eliminates the use of the wheelchair lift and makes entering and exiting vehicles easy for physi- cally challenged customers, as the platforms are de- signed to be at the same level as the bus floor. When a bus enters a zone (indicated by guidance lines on the street), the operator removes his hands from the steering wheel, and the automatic guidance system takes charge of the vehicle, working with the steering mechanism to bring the bus alongside the platform. When the bus is ready to leave and the doors are closed, the automated system guides the bus out of the zone. After the bus has exited the zone, a horn sounds and control is given back to the bus operator who resumes manual operation of the vehicle. Hydrogen Fuel Cell Buses BVG is working with The Volvo Group, leading manufacturer of trucks and buses, to make Berlin the 10 Figure 7 Upgraded ticketing machine for dispensing proximity smart cards in Berlin. Figure 8 A smart plug that is common to smart garage technology being used by many transit agencies throughout Europe. Figure 9 Special street lines that are part of Rouen’s automatic bus guidance system.

world’s first city to run transit buses powered by fuel cell technology using hydrogen, an extremely clean and efficient fuel source. A fuel cell, or battery, uses an external fuel sup- ply connected to an electric motor. Electrodes within the cell house a catalytic reaction where the fuel and oxidant are electrochemically transformed to produce direct current power, water, and heat. The buses will be powered by proton exchange membrane (PEM) fuel cells developed by Proton Motor, a German fuel cell manufacturer. As currently planned, the double- decker buses will be about 50 ft long and carry be- tween 120 and 130 seated passengers. This attempt is BVG’s second at introducing hydrogen fuel cell technology to the transit system. Although fuel cell technology is still at an early stage and the durability of fuel cell stacks is still lim- ited in comparison to diesel engines, fuel cells ben- efit from not having moving parts. It is reasonable to expect that once the technology matures, vehicles powered by fuel cells may be more reliable and require less maintenance than those using internal combus- tion engines. Fully Automated Subway Lines Line 14 in Paris is RATP’s first fully automated subway line. The line, which covers a distance of 6 mi, has been operating since 1999. Trains using the line are operated from a central control room, where RATP personnel can control headway and add or remove cars as demand requires. A system display board shows train identification and location and indicates whether the train or platform doors are open, closed, or malfunctioning. The line operates on pneumatic tires and has automatic tire inflation sensors at two po- sitions on the line that are capable of sensing low tire pressure. The control computer has full redundancy and is completely reliable, according to the RATP. RATP plans to fully automate Line 1 in 2010– 2011, without shutting down operations. Line 1 serves 700,000 passengers per day. The agency believes that the full automation of Line 1 and other lines will im- prove service quality and generate cost savings for the transit system. Radio Frequency Identification Dresden’s transit system is using radio transpon- ders to improve its ability to track both vehicles and inventory. Transponders utilize radio frequency iden- tification (RFID) technology to assist in tracking items, both in- and out-of-service. As a form of tech- nology, RFID is relatively simple, low cost, and disposable. RFID tags include a chip that typically stores a sta- tic number (i.e., an ID) and an antenna that enables the chip to transmit the stored number to a reader. When a tag comes within range of an appropriate radio fre- quency (RF) reader, a distance which can range from a few inches to several yards, the tag becomes pow- ered by the reader’s RF field and transmits its ID to that reader. There is little to no security on the RFID tag or during the actual communication. Any reader using the appropriate RF signal can get the RFID tag to communicate its contents. Typical RFID tags can be read easily in this manner and permit the easy track- ing of vehicles and inventory. RF readers allow de- vices to wirelessly interrogate and write to minute data tags that can be embedded into any device, trig- gering the immediate transfer of the digitized infor- mation contained in them. RFID-enabled items can contain information such as what they are, where they have been, and where they are intended to go. While Dresden is using RFID for basic vehicle and inventory tracking, transit operators may realize multiple benefits from the technology. RFID can con- tribute to automated real-time train position informa- tion to take system management to the next level of efficiency and safety. It can also help transit agencies lower labor costs through improvements to automated passenger information systems, thereby reducing re- quired staffing levels for customer service represen- tatives and station agents.Figure 10 A modern double-decker bus in Berlin. 11

INVESTMENT PLANNING AND DECISION MAKING Germany Transit agencies visited by the study team in Ger- many operate under a policy framework established by federal, state, and municipal governments that shapes their planning and decision-making processes for investing in new technologies. Germany’s national transport policy is regulated by the country’s National Transport Infrastructure Plan, or Bundesverkehrswegeplan (BVWP). The BVWP identifies future projects to be constructed ac- cording to the level of urgency. The BVWP covers planning for autobahns, interregional highways, long- distance railways, waterways, and airports. Regional transport policy is regulated by the Regional Devel- opment Plan for Transport, or Landesentwicklungs- plan (LVWP). This plan directs transport planning within the individual German states. In some cases, municipalities can also carry out regional develop- ment. The LVWP covers planning for ordinary roads, regional railways, waterways, and airports with re- gional demand. All other projects are, as a rule, under- taken by the municipalities. Projects with national or regional impact must be approved against guidelines established by the corre- sponding plan. The approval procedure generally con- sists of an analysis of the current situation, a progno- sis for future demand, an assessment of available funds, and a final decision. The federal government se- lects projects after a pre-selection process is carried out by regional governments. Before the final decision is made, potential projects are assessed at roundtable conferences between representatives of the national and relevant regional governments. To be assessed at the roundtable conferences, pro- posed projects must undergo an extensive evaluation process that includes examination of the project’s economic, ecological, and urban planning implica- tions. The economic evaluation includes a detailed analysis that weighs a project’s costs (e.g., project im- plementation funding requirements) against possible benefits (e.g., employment). Each project receives an overall evaluation rating. Projects with higher ratings are more likely to get approved. Transit agencies also seek to have projects ap- proved through the Municipal Transport Funding Law. Known as the Gemeindeverkehrsfinanzierungs- gesetz (GVFG), this is a fund for local transportation projects that is financed through a tax on petrol. The fund’s current budget is 1.7 billion euros. Allocations from the GVFG can be carried out by either munici- palities or states. There is a standardized GVFG eval- uation procedure that involves obtaining objective criteria about a project’s economic, ecological, and other impacts to allow for across-the-board compar- isons and priority approval of the most urgent projects. Potsdam’s ViP conducts extensive planning and analysis before deciding upon the technology invest- ments for which it will seek funding support. The agency researches new technologies through transit shows in Berlin, by reviewing literature available in print or on the Internet, and by conducting site visits to other transit agencies. Once ViP has completed its re- search and conducted a needs assessment, the agency has its in-house engineers develop specifications and issues a call for bids if the project is expected to cost more than 400,000 euros. The specifications require bidders to demonstrate how their proposals will be cost effective for the ViP. Specifications also include other types of criteria for proposal evaluation such as system up-time and life-cycle costing. An outside agency evaluates each of the propos- als received against a weighted set of criteria. In the meantime, ViP staff travel to transit agencies oper- ating the proposed technology or equipment to gather information on its reliability and operational char- acteristics. The technology or equipment also under- goes a schedule of tests within a 2-week period of the evaluation. Once the test period is complete, items such as equipment wear and projections for time to failure are assessed. Using the weighted proposal evaluation criteria, information gathered from other transit agencies, and results of the evaluation tests, ViP then makes a final decision about which pro- posal to pursue. Austria In Austria, policymakers guiding the future of transit operations are aggressively responding to EU initiatives, the burden of large transit subsidies, and loss of passengers to automobile traffic. Conse- quently, governments at the federal, state, and mu- nicipal levels are pushing a number of public trans- portation reforms, backed by legislation, that have three key goals: • To increase the cost efficiency of local and re- gional public transportation; • To improve the quality of public transporta- tion services and thereby improve the market 12

share of trips made using public transportation versus the personal automobile; and • To increase local and regional control over public transportation policy, organization, and finances. These goals are now driving the planning, fund- ing, and selection of new transit technologies. To be considered viable for implementation in Austrian public transit systems, a new technology must pro- vide for an increase in market share, a reduction in operating costs, or compliance with regulation. Transit systems in Vienna and Linz use similar processes that rely on several components to identify and determine whether new technologies are worthy of investment. Project Purpose Because new technologies must increase market share, reduce operating costs, or provide regulation compliance, transit agencies are closely evaluating the purposes of actual projects. Vienna’s Wiener Linien and Linz’s Linz Linien report aggressively exploring every opportunity to improve the effectiveness and efficiency of their respective transit systems with new technologies. According to Wiener Linien, most new technology procurements are undertaken to reduce internal costs. Needs Assessments When a need is identified, the transit agencies conduct an assessment to accurately define the need and all related issues. The information gained dur- ing the analysis is then used to determine the best method of addressing the need. At Wiener Linien, the magnitude of the needs assessment is propor- tional to the expected outcome and potential cost of a project required to address the need. Knowledge of Transit Technology Wiener Linien and Linz Linien place a high pri- ority on staying in touch with the leading edge of transit technology. These agencies continuously gather transit technology information through trade shows, literature, academia, transit associations, vis- its to other transit agencies, and visits to manufac- turer facilities. Customer Involvement Wiener Linien has an excellent reputation for reaching out to customers to determine their needs and desired service levels. The system makes exten- sive use of customer surveys to help identify and rank actions that will improve the customer’s transit experience. This approach has proven effective, as the agency’s number of provided passenger trips has increased with improvements to service. New tech- nology is often selected and implemented to provide enhanced customer service, particularly in on-time performance. Project Evaluation Using a cost/benefit analysis, the transit agencies rank identified technology projects according to their impact on market share, efficiency, and regulation. Projects are also evaluated in terms of their overall effect on transit system operations. Implementation Planning The transit agencies view implementation plan- ning as a key element of technology investment de- cisions. Some of the biggest challenges Linz Linien encountered with its recent implementation of new tramcars included having to upgrade its facilities and introduce new technologies that were necessary for supporting the tramcars. The agency took the step of deliberately slowing the tramcar deliveries to make for a smoother implementation and minimize the im- pact on the organization. The slow rate of delivery al- lowed maintenance technicians to train on the first tramcars delivered while assisting with the required facility modifications. France At RATP in Paris, the bus division’s bus and equipment group is responsible for buying new buses, testing new technology, and conducting technical research. Bus engineers are frequently sent to other transit agencies and manufacturer sites to gather information and learn about emerging bus transit technologies. When replacing vehicles, detailed specifications are developed by the RATP and given to manufac- turers. International tenders are issued for vehicle purchases. The RATP evaluates submitted propos- als for compliance with the specifications and cost factors. No testing is done prior to contract award. Vehicle testing, and any testing of related technolo- gies, is performed after the award. Testing continues until operational compliance with the specifications is achieved. Production of vehicles with the tested 13

and approved designs proceeds upon notice of ac- ceptance. The RATP typically experiences a 30% savings in operational costs with the delivery of new vehicles. Little visibility into technology planning and decision-making practices is available for the pri- vately operated transit systems in Rouen and Or- léans. In Rouen, Eurolum, a subsidiary of Connex, conducts all transportation-related research and de- velopment that might affect TCAR. FUNDING Germany All levels of government (federal, state, and local) in Germany regard the supply of public transport as a “voluntary function for living.” Thus, the provi- sion and regulation of transit have remained largely in the public sector. Local authorities provide transit services directly or through associated companies. Often, German public transport agencies are structured with the city as the parent company and a holding company as the owner of the transit agency. Companies that provide services to the transit agency, such as electric power and telecommunications, also act under the direction of the holding company. All three German transit systems visited by the team operate in this manner. Funding sources for the Berlin, Potsdam, and Dresden transit systems come primarily from rev- enue and fare collection and from city budgets. In Berlin, 61% of BVG’s operational costs are subsi- dized with taxes. Potsdam’s ViP is subsidized by the city at a rate of 40%. The DVB in Dresden receives an annual 10 million euros in operating subsidies from the city, the state of Saxony, and the German federal government. DVB has mounted efforts to generate additional revenue and decrease the level of subsi- dies it receives from its parent company. Efforts in- clude developing an aggressive marketing campaign to encourage transit ridership and offering charter transportation services. Austria Like Germany, policymakers in Austria have long regarded public transportation as a social ser- vice and held fast to the belief that the public sector has a key role to play in ensuring that all individuals have a certain level of mobility. Transit services, as in Germany, are provided by local authorities, either directly or through public companies. The Vienna and Linz systems visited by the study team are both operated by subsidiary companies, under the um- brella of holding companies owned by their respec- tive municipalities. Overall, the public companies operating transit systems within Austria had provided services that at- tracted a high percentage of travelers at relatively low operational costs compared to other European transit agencies. During the 1990s, however, increases in public transportation subsidies far outpaced a sub- stantial growth in public transportation patronage. The mounting subsidies have contributed to budget deficits at the regional and municipal levels. Despite large deficits, both the Vienna and Linz transit systems continue to receive significant por- tions of their funding through subsidies. In Vienna, Wiener Linien is subsidized by the city, the regional government, and Austria’s federal government. The subsidy rate is 60%. The city provides one-half of the total annual subsidy. Other dedicated funding comes from a monthly tax of 1 euro per month per employee that is collected from Viennese employers. This funding is used to support further construction of the U-Bahn. While investments in new technologies are largely funded from Wiener Linien’s overall budget, which includes fare revenue, the agency has obtained full government funding for technology investments that can demonstrate cost reduction and improvement of passenger experiences as their primary goals. For instance, the city government recently covered all costs for implementing Wiener Linien’s vehicle lo- cating system, based on its potential for generating cost savings and providing passengers better travel status information. In Linz, Linz Linien is subsidized at a rate of 65%. Funding for new technologies, primarily new vehi- cles, comes from a variety of sources. These sources include the city and regional governments, as well as utilities like the electric power company that could profit from technology-related procurements. Recent Austrian public transit reforms require that transit subsidies be earmarked for a specific public benefit. To this extent, Linz Linien must persuade govern- ment officials of the value of investments in new tech- nologies. The transit system is currently working to secure funding for 16 additional tramcars. It recently obtained a loan from the European Investment Bank 14

to extend tramlines, build new tram stations, and pur- chase 11 new tram sets. France France is making internal adjustments to allow for some privatization of public transit services. Al- though the transit systems continue to rely on pub- lic subsidies for a significant portion of their fund- ing, two of the three cities (Rouen and Orléans) have forged relationships with private companies to pro- vide transit service to their citizens. Paris’s RATP is publicly funded by both the city and state governments through regional and county- collected taxes. The subsidy rate is 58%. The collec- tion of fines and fare revenue make up the remainder of the system’s overall budget. The RATP must share its fare revenue with other transportation providers, including France’s national railroad. The RATP transit capital budget is 4 billion euros in public debt. This debt is primarily due to the ad- dition of the third tram line, which will complete the tram system circling Paris; the expansion of transit service to Charles de Gaulle airport; and continued modernization of the subway system that will include the use of operator-less vehicles. This high level of debt is considered significant because Paris has not expressed intentions of privatizing any portion of the transit system, a move that could help the city reduce its costs and retire the debt sooner. In Rouen and Orléans, the public transit systems are operated by private contractors. Both companies have long-term contracts that are greater in length than the 5- to 8-year terms proposed in the EU char- ter. Connex is operating under a 30-year contract with Rouen; SEMTAO’s contract with Orléans is for 9 years. The EU does recognize, however, that longer-term contracts may also be beneficial in low- ering operating costs. The contracts establish joint partnerships between the companies and the cities. The companies not only operate and maintain the transit systems, but also help to construct the infrastructure upon which they oper- ate. The cities and surrounding municipalities provide a portion of system funding and also fund any infra- structure capital improvements. Rouen’s TCAR tran- sit system is subsidized at a rate of 60%. In Orléans, approximately one-third of the transit system’s over- all budget is covered by fare revenue. The remainder comes from the city in the form of a tax collected from employers at a rate of 1.75% of total payroll. MAINTENANCE HIRING AND TRAINING Germany Transit systems in Germany are placing greater emphasis on recruiting and training a qualified main- tenance staff as they come to rely more on new tech- nologies for effective and efficient operations. Iden- tifying individuals who may have the aptitude for maintenance and engineering work starts early. When children are 10 years old, the country’s education sys- tem begins to administer tests that are used to select students for vocational training leading to skilled em- ployment or further academic study in the university. In Berlin, BVG manages its own vocational training school for nine professions: electronic tech- nician for devices and systems, electronic technician for technical services, track worker, industrial sales representative, electronic technician for information technology (IT) systems, merchant for office com- munications, mechanic, industrial mechanic, and mechanic–electronic technician. Students attending the school are considered to be apprentices who work temporarily for BVG while they receive much needed experience. Those who work hard and excel have an opportunity to gain full-time employment with the agency on a permanent basis. Apprentices also have an opportunity to get further education and training at a university or technical school. While attending the university or technical school, students become BVG employees. BVG commits to hiring the stu- dents for 3 years after their studies are complete. Students must also commit to work for BVG at a minimum of 3 years. Eight young students are cur- rently in the program. BVG also provides a training program for young engineering graduates. Under an 18-month contract with BVG, engineers receive valuable education and training by working in various departments of the U-Bahn system. After they complete an orientation period, the engineers are assigned various tasks to ensure that they become equipped and qualified for the jobs with the agency. At the conclusion of the contract periods, BVG decides whether to hire the trainees permanently. There are currently three trainee engineers in this program. BVG has programs in place to recruit experienced engineers in specialized fields. The agency recruits from leading companies around the world, including manufacturing companies such as Bombardier Trans- portation and Rolling Stock Industry. The expense of 15

systems’ need for maintenance personnel through the early identification of individuals who may be better suited for skilled technical careers. Unlike BVG in Berlin, Vienna’s Wiener Linien apprentice program is much more informal. Wiener Linien recruits from the pool of skilled workers who have obtained basic technical educations from vo- cational high schools and trains them in specialized courses. These courses include training on the SAP maintenance tracking system, for example. Wiener Linien also sends employees to train with the private companies that provide vehicles and equipment to the transit system. This training is very expensive, however; therefore, only a few employees participate in this training at any one time. Wiener Linien’s primary maintenance facility is capable of building a complete vehicle, and vehicles used in the system span from those constructed in the 1960s (shorter vehicles) to newer 1990s models (longer vehicles). Therefore, the agency faces the challenge of developing and retaining a maintenance staff that possesses a broad knowledge of new and old technologies. Wiener Linien is working to solve this problem through the development of mentoring pro- grams to ensure that the knowledge base for older technologies (e.g., relay technologies) is maintained. Wiener Linien is also making a push to train em- ployees in multiple job assignments. This cross- training provides a staff that is capable of perform- ing more functions within the organization and may enable the agency to reduce hiring and cut person- nel costs. Maintenance personnel are included in this agency-wide effort. Linz Linien does not have an apprentice program. Linz’s transit agency largely recruits maintenance personnel that already have the skills and experience necessary to perform the work. Training is conducted on an as-needed basis, typically by established train- ing organizations or the vendors who provide parts and equipment to the system. Linz Linien does, how- ever, provide one in-house workshop and an electri- cal vocational workshop. France As part of its overall program for recruiting and training maintenance personnel, Paris’s RATP is re- cruiting more young people that are familiar with new technologies. The agency is offering alternative training programs within the school systems as well as apprenticeships and vocational training. Current 16 bringing experienced engineers to BVG and providing them additional training comes from the agency’s op- erating budget. Dresden’s DVB prides itself on providing spe- cialized training to all its employees. Many positions with the agency begin through DVB’s apprentice- ship program, which takes 3 years to complete. DVB also recruits from various vocational training centers around the world. Maintenance training is continuous, and there are opportunities for ongoing training with the private contractors who provide ve- hicles to the system. The maintenance training com- prises the following six components: • Basics of maintenance; • Basics of modern vehicle technology (me- chanical); • Basics of modern vehicle technology (elec- trical); • System presentation of the low-floor, articu- lated vehicle NGT 6 DD; • Driving training; and • Introduction into SAP. In addition, DVB operates mentoring programs through which experienced employees train new per- sonnel to ensure that the ability to repair older equip- ment is maintained and to support continuity in per- forming maintenance procedures. Austria With an educational system similar to that which exists in Germany, Austria also supports its transit Figure 11 The inside of a Berlin rail maintenance facility.

RATP technicians offer tutoring to teach young em- ployees and to transfer their experience. The goal is to transfer, maintain, and grow as much knowledge as possible to maximize RATP’s expertise. New recruits are welcomed into RATP at several levels. At the RATP network level, they are given in- formation about the RATP organization and its poli- cies and learn the specifics of their jobs. At the divi- sion level, they participate in a conference that lasts several days. At the local level, they are interviewed during their third, sixth, and ninth months of their employment at which time the RATP uses specific tools to validate their development. French law requires that all companies spend 4% of employee earnings on training. In recent years, the arrival of new technologies and equipment has caused RATP’s training investments to increase, but the agency has a long-term goal of keeping training levels at 5% to 6%. General and theory training classes range from 1 to 15 days for groups of four to six trainees. Train- ing is offered to all employees in every maintenance unit. General training includes managing the mes- sage to employees on policies and the importance of quality and safety. Courses on theory alternate with practical drills on vehicles. Training courses are spe- cific to the vehicle generation and maintenance level (i.e., troubleshooting, preventive maintenance, and heavy repair and overhaul). The principal goal is for the maintenance technician to be able to detect as many existing, and potential, problems as possible during preventive maintenance to avoid in-service breakdowns. Improvements to preventive mainte- nance have a direct impact on fleet capacity. For ex- ample, if the technician can identify a fault during the preventive maintenance cycle, s/he can quickly swap out the module. This is the ideal scenario from an efficiency perspective. At RATP, every maintenance trainee becomes proficient with the basics in different technologies. Dedicated training rooms and classes are offered for electric, electric/mechanical, engineering, pneumat- ics, onboard IT, and other specialties. These specialty classes are 1 to 10 days long and include six to eight trainees. Upon completing the training, employees should be capable of dealing with the whole vehicle as well as their specialties. Training opportunities with vendors may be in- cluded in procurement contracts for new vehicles and technologies. The manufacturers’ documentation is often used to develop the training plans. Each maintenance employee is evaluated to iden- tify the need for additional training. RATP managers update each employee’s level of competence after training. Managers are responsible for managing competencies and planning for the development of their technical pools. Training classes for experi- enced technicians are networking opportunities where technical issues are exchanged and knowledge is shared between operational units. There has been a move within RATP to decen- tralize some of the training. The highest skilled tech- nicians are considered experts in a specialty and now also serve as trainers in the field. These trainers re- ceive 12 days of instruction on how to teach. More training needs to be developed and deliv- ered as new technologies and equipment arrives, but the workforce must also be capable of supporting the older technologies that are still in use within the sys- tem. Luckily, RATP’s staggered approach to intro- ducing new technologies line by line allows for a smooth transition and provision of the necessary training. In Rouen, only about 5% of TCAR’s newly hired mechanics are already experienced when hired. Typ- ically, mechanics are hired with a maintenance dip- loma and then participate in a 2-year apprenticeship program on operator Connex’s Veolia Environment campus. The apprentices also work with experienced technicians on the shop floor. Apprentices are hired on a short-term contract. If an apprentice proves to be a good employee, s/he will be offered a perma- nent position. However, there is no commitment on the part of the apprentice or TCAR during the train- ing program. Tram maintenance staff must also be certified to drive the tram. Training at TCAR includes vocational training and validation of training. TCAR has found techni- cal recruitment to be difficult; therefore, training is offered to adapt existing staff to new technology when possible. When new equipment or technology is implemented, the manufacturer trains the mainte- nance staff. Connex devotes 4.2% of wages to train- ing, for a total of 26,000 hours per year. APPENDIX A—STUDY MISSION TEAM MEMBERS1 Michael Hursh, Team Leader, Deputy General Man- ager, San Francisco Municipal Railway, San Fran- cisco, California 17 1Titles and affiliations are at the time of the mission.

Susan Altshuler, Director, Operations Planning and Systems, Massachusetts Bay Transportation Au- thority, Boston, Massachusetts Dwight Brashear, Chief Executive Officer/General Manager, Capital Area Transit System, Baton Rouge, Louisiana Betty Donaldson, Director, Bus Operations, Maryland Transit Administration, Baltimore, Maryland Gary Glasscock, Organizational Strategy/Perfor- mance Administrator, VIA Metropolitan Tran- sit, San Antonio, Texas Elie Kourdahi, Supervisor of Vehicle Mainte- nance, King County Metro Transit, Bellevue, Washington Allen Pierce, Manager of Maintenance, Orange County Transportation Authority, Orange, California Kathleen Riley, Human Resource Director, SunTran, Tucson, Arizona Jay Rosapepe, Maintenance Manager, Pierce Tran- sit, Lakewood, Washington Martha Rose, Executive Director, Island Transit, Coupeville, Washington Henry Rosen, Manager, System Technology & Fare Collection Division, Port Authority Trans- Hudson Corp., Jersey City, New Jersey Sean Steele, Superintendent—Rolling Stock & Shops, San Francisco Bay Area Rapid Transit District, Richmond, California Norma Zapata, Senior Manager, Operations Tech- nology, Dallas Area Rapid Transit, Dallas, Texas Kathryn Harrington-Hughes, Mission Coordinator, Vice President and International Transit Studies Program Manager, Eno Transportation Founda- tion, Washington, DC Regina Burge, Mission Coordinator, Projects Man- ager, Eno Transportation Foundation, Washing- ton, DC APPENDIX B—STUDY MISSION HOST AGENCIES/COMPANIES Berlin, Germany Berliner Verkehrsbetriebe (BVG) Potsdam, Germany Verkehrsbetriebe Potsdam (ViP) Dresden, Germany Dresdner Verkehrsbetriebe AG (DVB) Vienna, Austria Wiener Linien Linz, Austria Linz AG Linien Paris, France Régie Autonome des Transports Parisiens (RATP, Paris Transport Co.) Rouen, France Transports en Commun de L’Agglomeration Rouen- naise (TCAR/Connex) Orléans, France Société d’Economie Mixte des Transports en Com- mun de l’Agglomération Orléanaise (SEMTAO) APPENDIX C—LIST OF ABBREVIATIONS APTA American Public Transportation Association AVL Automatic Vehicle Locator BRT Bus Rapid Transit BVG Berliner Verkehrsbetriebe BVWP Bundesverkehrswegeplan (Germany’s National Transport Infrastructure Plan) CCTV Closed Circuit Television DAISY Dynamische Auskunfts- und Informationssystem DVB Dresdner Verkehrsbetriebe AG EU European Union FTA Federal Transit Administration GPS Global Positioning System GVFG Gemeindeverkehrsfinanzierungsgesetz (Germany’s Municipal Transport Funding Law) IT Information Technology ITSP International Transit Studies Program LED Light Emitting Diode LVWP Landesentwicklungsplan (Germany’s Regional Development Plan for Transport) OBS On Board System PEM Proton Exchange Membrane RATP Régie Autonome des Transports Parisiens 18

RER Réseau Express Régional (surface rail in Paris) RF Radio Frequency RFID Radio Frequency Identification SEMTAO Société d’Economie Mixte des Transports en Commun de L’Agglomération Orléanaise STAR Systemtechnik für den automatischen Regelbetrieb TCAR Transports en Commun de L’Agglomeration Rouennaise TCRP Transit Cooperative Research Program TRB Transportation Research Board ViP Verkehrsbetriebe Potsdam 19