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From page 18... ... 18 Overview The spectrum of integration activities examined in this research is broad and encompasses significant variation in how the integration process was undertaken; despite this diversity, several lessons are consistent across many different integration examples. For example, the research suggests there are many real and substantive benefits that result from integration; this is particularly true for customers, but benefits also accrue to transit agencies and external stakeholders, such as community downtowns and Main Streets. Read the entire page →
From page 19... ... Research Findings 19 discussion of the costs and benefits attributed by stakeholders to these projects is included in Chapter 4.) Customers/Riders In undertaking collaborative projects, better customer service is the most likely outcome. Read the entire page →
From page 20... ... 20 Improving Transit Integration Among Multiple Providers Although some costs may be reduced because of increased efficiencies, transit operators need to be realistic and transparent about the cost savings that can be achieved. Qualitative benefits of integration are often just as important or more important. Read the entire page →
From page 21... ... Research Findings 21 These examples illustrate the positive effect that multiple transit providers' collaborative efforts can have on communities. By working together to ensure strong operational performance, transit providers can collectively create opportunities for increased ridership and benefits for the wider region. Read the entire page →
From page 22... ... 22 Improving Transit Integration Among Multiple Providers 2004 tax measure demonstrates support for a regional system and trust in Valley Metro. Similarly, in 2012 and 2013, two counties in the Research Triangle approved the levying of a new ½-cent sales tax to support the construction of a light rail line, a commuter rail line, and enhanced bus service throughout the two counties. Read the entire page →
From page 23... ... Research Findings 23 multiple jurisdictions. In the Central Puget Sound region's fare integration efforts, a revenue allocation formula for the regional pass was successfully agreed on, but it represented one of the most challenging negotiations it undertook. Read the entire page →
From page 24... ... 24 Improving Transit Integration Among Multiple Providers Overcoming History The world is full of examples of the past tainting the present -- clan rivalries, border disputes, perceived disrespect. It is not surprising, then, that the past can be a barrier to changing the dynamics among multiple transit providers. Read the entire page →
From page 25... ... Research Findings 25 were considered. Ultimately, the participating jurisdictions agreed to have the metropolitan planning organization (MPO) Read the entire page →
From page 26... ... 26 Improving Transit Integration Among Multiple Providers however, as the suburban transit providers wish to retain their identities and independence as much as possible. Top-down governance of coordination efforts can be effective -- transit agencies in the Twin Cities region have created a regional transit system that is seamless in ways that matter to customers -- but the approach can breed distrust, which can be very difficult to overcome. Read the entire page →
From page 27... ... Research Findings 27 Central Puget Sound Region Governance of the successful ORCA card in the Central Puget Sound region is "bottom up." A comprehensive interlocal agreement was negotiated for development of the ORCA card that created a seven-member joint board composed of the general managers of each agency. Every participating agency has one vote on the joint board; the smallest agency's vote is equal to the largest -- there is no proportional or weighted voting. Read the entire page →
From page 28... ... 28 Improving Transit Integration Among Multiple Providers was no uniformity in the formulas, and the agreements were not necessarily documented or formalized. Nevertheless, agencies working together to pursue consolidation recognized that any formula change would result in an increase or decrease over current financial obligations, and they were concerned that if any jurisdiction would be required to increase its financial contribution, it could thwart service consolidation. Read the entire page →
From page 29... ... Research Findings 29 characteristics, the Met Council model is roughly based on the level of service that was in place when the model was prepared, meaning that money distributed among the agencies correlates to the amount of transit service each agency has historically provided. All transit operators have limitations on how much money may be kept in an operating reserve fund, called a fund balance. Read the entire page →
From page 30... ... 30 Improving Transit Integration Among Multiple Providers It is particularly valuable for this agency to have access to funds to help cover startup and implementation costs and even fund agency participation during planning stages if necessary. This body does not have to be a transit agency; any agency with a regional presence can play this role. Read the entire page →
From page 31... ... Research Findings 31 • Ensure that high-quality, seamless, and coordinated transit service is provided throughout the region. • Maintain the equitable, efficient, and transparent distribution and use of regional transit capital and operating resources. Read the entire page →
From page 32... ... 32 Improving Transit Integration Among Multiple Providers to getting the smaller agencies to willingly participate in the ORCA project. Its financial support was particularly critical in late 1999 when a successful citizen's initiative, Proposition 695, cut funding for all the other transit agencies in the midst of the planning and procurement process for regional fare integration and ORCA. Read the entire page →
From page 33... ... Research Findings 33 developed Central Station. Now nine local and international transit operators rent or lease space at the station, creating one of the largest passenger ground hubs in the country. Read the entire page →
From page 34... ... 34 Improving Transit Integration Among Multiple Providers initiative to fund a package of transportation improvements, including a "one-ticket ride" -- a uniform, single-ticket fare system among local and regional transit providers and an integrated fare policy for the entire public transit service network. Creation of this dedicated funding source, the "regional transit integration fund," and a regional policy directive to integrate fares ultimately would prove critical to the future success of ORCA. Read the entire page →
From page 35... ... Research Findings 35 The benefits of technology can be most clearly seen in fare coordination. Before the ORCA electronic payment card, the Central Puget Sound region was already using a paper-based regional transit pass across multiple operators, so the foundation for coordination predated any application of technology. Read the entire page →
From page 36... ... 36 Improving Transit Integration Among Multiple Providers requests for construction were not successful. In 2010, the FTA funded $3.5 million to develop and demonstrate the concept. Read the entire page →
From page 37... ... Research Findings 37 together over time, staff and leaders built trust, established a step-by-step track record of success, and came to understand -- and "buy in" to -- the benefits of integration. These examples illustrate that agencies were able to move along the continuum (Figure 1-1) Read the entire page →
From page 38... ... 38 Improving Transit Integration Among Multiple Providers inclusive, while lengthening the process, ultimately can lead to a project supported by the whole community. The failure proves the rule: where stakeholders have felt excluded or not respected, coordination efforts have faltered. Read the entire page →
From page 39... ... Research Findings 39 Lesson Seven: Set Goals and Document Anticipated Outcomes at the Outset of the Integration Process Setting goals and documenting anticipated outcomes -- costs, savings, ridership gains -- will help determine whether to stay the course or make changes as the project is implemented. Communicating financial information clearly throughout the project will build trust among participants. Read the entire page →

From page 18...

... 18 Overview The spectrum of integration activities examined in this research is broad and encompasses significant variation in how the integration process was undertaken; despite this diversity, several lessons are consistent across many different integration examples. For example, the research suggests there are many real and substantive benefits that result from integration; this is particularly true for customers, but benefits also accrue to transit agencies and external stakeholders, such as community downtowns and Main Streets.