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41 CHAPTER SIX CONCLUSIONS This synthesis provides a high-level overview of the state of the practice in geographic information systems (GIS) applications in transit planning and operations. GIS has be- come an important technology in transportation as transit agencies strive to adapt to the changing regions they serve. GIS can inform significant decisions that involve large ex- penditures. However, the synthesis emphasizes that one size does not fit all, as evident from the case studies, and that there are different approaches to the use of GIS. The size of the GIS program may not reflect quality or need in an agency; rather, it may be related to historical develop- ments with respect to their GIS program. It is hoped that the insights provided in the synthesis will result in closer evaluation of GIS programs in light of GIS capabilities and the benefits these bring to transit planning and operations. The other major finding is the growing use of GIS in op- erational areas such as automatic vehicle location (AVL) and trip itinerary planning, which are customer-oriented and therefore at the core of the transit business. Tradition- ally, GIS has been used for map production or service planning functions, which are important but less critical to the day-to-day transit operations. As GIS migrates across these boundaries it is demonstrating its role as part of the enterprise information technology (IT) infrastructure, serv- ing multiple uses within the agency, not just a few special- ized areas. These conclusions are divided into three areas, data, human capital, and tools and applications, and are summa- rized here. GIS is somewhat unique in its ability to integrate spatial and attribute data. It is a powerful medium for visualizing transit information in a map format that can be easily un- derstood by most users. The creation and maintenance of spatial data has become somewhat easier over the years. In the 1990s, the early adopters of GIS often had to digitize their own networks or work with rudimentary street center- line files from the U.S. Census Bureau. Today, transit agen- cies have many more options including using commercial map vendors or partnering with local governments to main- tain street networks. Therefore, most transit agencies have access to good base maps for georeferencing their bus stops, routes, and other transit data. They have instigated procedures for updating their base maps, including the street networks, on a regular basis, in some cases daily, al- though weekly, monthly, and quarterly updates are more common. The accuracy and currency of the spatial data has encouraged more uses of GIS for display and analysis of transit operations as well as ridership patterns. Operational analyses such as AVL require real-time data integration, which is only feasible with an accurate and up-to-date base map. Creating and maintaining inventories of bus stops, routes and patterns, and timepoints, as well as customer in- formation such as boardings and alightings, along with demographic information, remains a significant effort. Bus routes and schedules are continuously changing and need to be reflected in the GIS, otherwise these data would soon be out of synch. Transit agencies are collecting this information through their scheduling and dispatching programs. Problems remain, however, in integrating these data with GIS, owing to the incompatibility of data formats and proprietary software. Some of these issues are being addressed by a number of standards initiatives in the transit industry. Of particular note is the Geospatial One Stop initiative sponsored by the federal government in partnership with industry and local governments, which has proposed standards for transit geospatial data exchange. The productivity of the GIS programs could increase if data were managed in a standard exchangeable format. As GIS use moves into the operations arena, new chal- lenges arise with integrating real-time information col- lected by the global positioning system. Similar challenges arise with the use of aerial/satellite images and light detec- tion and ranging (LIDAR) images that can accurately de- pict transit features, including routes, bus turnouts, and bus shelters. Some transit agencies are now displaying these images on their websites as part of trip planning or bus monitoring programs. The added visualization improves user experience and customer satisfaction. These services require a level of data and systems integration that is more typical of larger agencies that have the additional resources needed to implement them. Even so, the trend among tran- sit agencies has been for medium- and even some small- sized agencies to implement these operational systems with a mapping component. Human capital includes hiring, training, and profes- sional development, as well as organizational structures to support the GIS program. A GIS business organization can be categorized at three levels. First, at the project level, GIS is used on specific projects, such as creating an inven- tory of bus stops and routes that can be mapped or per- forming a ridership analysis of bus stop boardings and alightings. In such cases, the agency relies on one or two
42 GIS specialists. Second, as the GIS expands, it often devel- ops into a department program, becoming part of the busi- ness plan for the department. At this level, GIS programs may include three to five specialists, with many additional users in the agency. The program acts as a support unit to users who require a variety of functions, from map produc- tion to applications development. Third, as the use of GIS among users grows within the agency, the GIS may evolve into an enterprise service that is mainstream to the organi- zation and regarded as part of the core infrastructure. At this level, GIS is typically part of the IT department rather than residing in planning or another section. Four of the five case studies of large transit agencies have this organ- izational arrangement, although each agency is somewhat unique. In the early years of GIS deployment, specialist staff was required to set up and use the GIS programs. Since the mid-1990s, however, with the implementation of desktop personal computers and web-based computing, GIS soft- ware has become more user friendly. Consequently, users can independently perform many mapping and query func- tions. Although specialist staff are still needed to develop applications and perform more specialized tasks, such as geodatabase management and systems integration, GIS has generally become a widely used technology that is part of the office suite. The trend among the larger transit agencies appears to be to create a dedicated GIS unit of 5 to 10 full- time equivalent specialists. It is also worth noting that these GIS units are managed alongside the IT infrastructure; therefore, the GIS program can call on a broader range of IT expertise. These synergies and efficiencies appear to be commonplace in the larger transit agencies. The GIS staff also benefits from being part of a larger IT department in terms of professional development and career opportuni- ties. Among smaller agencies, the GIS staff can sometimes feel isolated or confined to supporting a narrow area of the agenciesâ business. This may be related to size and re- sources available. However, one of the questions of the synthesis was where should GIS services be located? Is it an IT function or should it be closer to the business units such as scheduling and planning? There is no simple an- swer to this question, and there are successful examples of GIS implementations under a variety of organizational structures. Perhaps the most important factor is the com- mitment and support of the agency to the GIS program, in- cluding that from senior management. Some of the most successful programs have benefited from a GIS champion within management. As the use of GIS is now more wide- spread, its acceptance as a core technology in transit is al- most a given, because there are many more mid-level and senior managers who have grown up with the technology and understand its uses and benefits. From this perspective, the prospects for its growth and support appear to be good. There are a wide range of tools and applications of GIS in transit agencies that demonstrate the capabilities in plan- ning and operations. The survey results show that the use of GIS is increasing in transit agencies of all sizes. The types of GIS applications vary depending on agency needs and goals, and in response to levels of funding and avail- ability of other resources. It is also influenced by FTA pol- icy and regulations, such as in Americans with Disabilities Act compliance, Title VI programs, and human services transportation. Therefore, it is not realistic for all transit agencies to develop enterprise GIS programs, and transit agencies would benefit from guidance on the level of re- sources needed to develop different types of applications. This synthesis did not specifically delve into this issue, al- though the results from the literature review, the 2003 GIS survey, and the case studies provide some indications of those programs that are more popular at different levels of GIS implementation and these may be an indicator of af- fordability. The most successful programs appear to be those that engage users in designing GIS programs that meet business needs. Too often GIS is presented as a technical mapping solution when it is really a business tool like any other that can be customized to enhance specific business processes. GIS can provide a powerful visual medium to communi- cate information to customers and operators alike. The convergence of GIS and mainstream IT, including the Internet and open standards, is changing the landscape for geospatial applications development. Within this spe- cific area of transit there are opportunities to link GIS to operational programs such as AVL and trip planning in ad- dition to the traditional areas of service planning and map- ping. The expansion of GIS into some of these areas how- ever can encroach on areas using non-GIS transit software, which raises a number of challenges for data integration (noted previously), systems integration, and realignment of business processes. There are successful projects in large agencies that demonstrate the benefits of more integrated approaches to systems integration and it is likely that this trend will continue and possibly extend into medium-sized agencies that express similar needs. The implementation of GIS is often hindered by organiza- tional constraints rather than technical difficulties. Chief among these is the lack of resources or management support to develop and manage GIS programs. The benefits of GIS are not widely understood or appreciated by managers, and to date the transit GIS community has not done an adequate job in articulating these benefits beyond their own agencies or peers. For example, AVL systems, which have a temporal as well as a spatial dimension, are driving change in transit or- ganizations and require a significant role for GIS. Without GIS, many of these systems would not be able to integrate data and communicate bus information to customers. This
43 synthesis describes several other benefits that GIS provides that apply to customers as well as to transit operators. GIS is an important resource in supporting programs to track and manage incidents, in accident analyses, customer com- plaints, and, last but not least, in police operations and homeland security. Although there are few security applica- tions, the 2003 GIS survey included many responses that identified this as one area where agencies would like to de- ploy GIS. Finally, collaboration between transit agencies and local governments and other partners seems to pay big dividends where working arrangements can be agreed on and followed. These benefits can accrue to small and large agencies. Although there is broad use of GIS in transit, there are still gaps in the information available and areas worthy of further study. Some suggestions for future studies that arose during the course of this project are summarized briefly here. ⢠⢠⢠⢠⢠⢠⢠⢠⢠Improving communication of transit GIS programs and benefits to the transit industry and others. This could include investigation of the revival of the GIS and transit conferences, last held in 1999, as well as more regular channels and forums for exchanging in- formation about what is happening in the transit GIS sector. The path of future development of GIS technology. GIS is becoming broader based in geospatial infor- mation systems that include the application of the global positioning system and the integration of re- mote sensing technology. How can transit benefit from these developments? The potential for GIS in emerging areas such as asset management and intelligent transportation systems (ITS). Transit is one of the core user services in the national ITS architecture and there are several exam- ples of transit ITS projects including AVL. There are many applications making use of location-based ser- vices combined with wireless technology and telematics that transit can use and contribute to for the benefit of customers and managers. The use of GIS in historical data analysis, such as trends in automated passenger counts, boardings and alightings, and demographic analysis of transit pas- sengers. The implications of data exchange standards. How will this affect data sharing and integration, data quality, and validation? There are several standards that affect transit and some confusion within the tran- sit industry as to which standards to apply. Clarifica- tion and guidelines for standards implementation are needed. The convergence of IT and GIS. Specifically, the de- velopment of multimedia aids in planning and com- munity outreach and how these can best include GIS. Maps and geographic data are visual mediums that can be included in many software programs that are not full-featured GIS. How can GIS and âGIS-liteâ programs be developed to integrate multimedia capa- bilities? The impact of geospatial information systems in fur- thering the regulatory, program, and policy directions of the FTA. Are there specific metrics that can be developed to assist transit agencies in evaluating the benefits and costs of GIS programs? Often the costs and benefits of GIS are hidden and difficult to define within budgets and organizational arrangements. Even so, the growth of GIS and its significant cost justifies more examination of its financing and economic im- pacts. These audits could include evaluation of the externalities that proponents of GIS often claim arise from GIS programs. The role of geospatial data collection and analysis in intelligence analysis and criminal investigation. The 2003 survey shows an increasing use of GIS in transit police operations, including security and counterter- rorism. This trend could be an indicator of an emerg- ing contribution by geospatial information collection and analysis to the nationâs homeland security effort. This synthesis illustrates that there is a great deal of ac- tivity in GIS applications in transit operations and plan- ning. It also identifies a number of gaps in our knowledge and information sharing from which the transit community and its customers would benefit. There is a lot of value to GIS that is not yet being fully explored in transit operations and planning.