Maintaining Transit Effectiveness Under Major Financial Constraints (2014) / Chapter Skim
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Pages 60-77
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From page 60... ...
60 CHAPTER FOUR CASE EXAMPLES INTRODUCTION The literature review and the survey results provide an overview of the major activities transit agencies are engaged in to maintain effectiveness under tight fi nancial constraints. After a review of all returned surveys, four agencies were chosen as case example sites.
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From page 61... ...
61 Metro's goals, objectives, and strategies are articulated in the strategic plan and refl ected in service guidelines. The plan and guidelines were adopted by the King County Council, the governing body for Metro.
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62 associated with the implementation of Transit Now. Delaying that expansion closes the gap.
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63 worsening fi nancial outlook. The task force represented many areas of the county and many points of view.
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64 In the area of workers' compensation and attendance, King County Metro sped up the process for injury forms to get to the claims section, with a median of 2 days. Metro established a large number of alternative work assignments (light duty)
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65 maintaining existing pass revenue levels but providing access to 100% of the student population and 50-50 partnership for new service hours. Increasing access throughout the population resulted in substantial ridership increases.
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66 • The Transit Finance and Budget offi ce has helped the entire organization reduce costs by providing support. This group has been responsible for communicating all the actions taken and working with other areas of King County government to reduce costs.
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67 in ways that are economically and environmentally sustainable. People will be healthy while saving time and money.
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68 points by 20%. The key to success was for a group to reach consensus on its values.
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69 • Provide passengers with an estimated time of arrival at any given stop • Automatically count passengers • Automatically announce stops • Use computer-aided dispatch • Give coach operators and dispatchers more communication and sophisticated tools. The system was implemented for DART service in 2010.
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From page 70... ...
70 Other Employee Contributions to Dealing with the Defi cit Community Transit employees participated in dealing with the fi nancial defi cit in the following ways: • Three of four union bargaining units accepted wage concessions to help out. A zero percent wage increase was agreed to for 2011.
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71 which reduces dwell time at stops for more effi cient operation. • Installation of AVL/APC systems is expected to reduce the cost of fi eld data collection.
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72 For example, an extra board study was recently completed to ensure that report and extra boards that support coach operator absences are properly sized. Community Transit is also using outside resources to analyze family medical leave and workers compensation processes.
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73 agency completed for this synthesis, as well as follow-up e-mails with the general manager. GCTRA defi ned the "transit effectiveness" it pursued as follows: With our motto of ‘Quality Service, Every Passenger, Every Day,' RTA took signifi cant and aggressive steps to reduce overhead and expenses while, at the same time, improving the quality of our product.
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74 best practices with others. The following description of the ABBG is taken directly from the website developed for this effort (74)
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75 institutions in the city, which paid for the naming rights to the BRT service along the Euclid corridor, resulting in $250,000 in revenue each year for 10 years. In addition, a number of companies -- such as Huntington Bank, PNC Bank, and Cleveland State University -- have agreed to pay $30,000 per year for 10 years for the naming rights at stations near their locations.
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From page 76... ...
76 agency is investing taxpayer resources in the county in an equitable as well as effective fashion. HART defi nes a "fi nancially sustainable" system as follows: A "fi nancially sustainable" transit system is one that lives within its means, balancing service levels with available revenues, and develops a "rainy day" approach to establishing reserves for the future in case of revenue shortfalls, emerging infrastructure needs, or service expansion or enhancement.
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From page 77... ...
77 advertising revenue on its bus fl eet with a different company, Direct Media USA. During its fi rst year, the company surpassed its guaranteed revenue goal of $375,000 by 53%.
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