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Pages 50-54

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From page 50...
... The chapter is organized in five sections: • Circulator Design and Implementation • Agency Assessments of Downtown Circulators • Lessons Learned -- Survey Respondents • Lessons Learned -- Case Studies • Conclusions and Areas of Future Study The future research needs offered here focus on extending the synthesis findings to understand similarities and differences between public-sector and private-sector employers and to enhance the effectiveness of these programs. CIRCULATOR DESIGN AND IMPLEMENTATION • The impetus to begin a downtown circulator usually comes from the transit agency, downtown organizations, or elected officials.
From page 51...
... Agencies promoting tourism, hotels, the convention center, and downtown employers are likely to participate in marketing efforts. A wide variety of marketing activities are undertaken for downtown circulators.
From page 52...
... The downtown circulator is an important sales tool for the Convention and Visitors Bureau and provides an advantage in competing for convention business. • The city of Los Angeles DOT (LADOT)
From page 53...
... Funding, especially operating funding, was the only factor cited as a major constraint by a majority of survey respondents, and is also a dominant factor among agencies that discontinued or never implemented a downtown circulator. • Branding of the service, vehicles, and stops is imperative to establish the circulator's identity, particularly if the target market is tourists and visitors and/or nontransit riders.
From page 54...
... The case studies present examples of downtown circulators oriented toward different markets and in different downtown environments. How does a city or transit agency make a decision as to which market to serve?


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