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Pages 81-137

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From page 81...
... S E C T I O N 2 Resources
From page 83...
... 83 This chapter consists of four case studies of bus network redesigns in various stages of planning and implementation, chosen to emphasize different aspects of the bus network redesign process. • Capital Metro, which implemented its bus network redesign in 2018.
From page 84...
... 84 Redesigning Transit Networks for the New Mobility Future Cap Remap was not started as a redesign, but rather as part of the 10-year planning process, Connections 2025. That process highlighted the need for a more holistic redesign of the system, though the goal of Cap Remap was not a 100% redesign.
From page 85...
... Case Studies 85 during this period) and also worked overtime to be sure they had enough people answering the phones for about a month.
From page 86...
... 86 Redesigning Transit Networks for the New Mobility Future • New light rail lines created a need to better integrate the bus and rail networks. • A strong foundation for future growth was needed.
From page 87...
... Case Studies 87 or all-day service? The public's response toward these issues helped the redesign team determine how to structure service and devote resources.
From page 88...
... 88 Redesigning Transit Networks for the New Mobility Future IndyGo Overview The IndyGo is the transit agency that provides service in the city of Indianapolis and Marion County. After passing an income tax to support the Marion County Transit Plan in 2016, the transit agency has dedicated several years to creating implementation-ready plans for BRT and a supporting bus network redesign.
From page 89...
... Case Studies 89 analysis (IndyGo 2015) , which sought to move beyond looking at individual routes and instead prompt the community to think about transit more holistically (Indy Connect 2016)
From page 90...
... 90 Redesigning Transit Networks for the New Mobility Future people who do, and there was forecast to be an economic payback from every dollar spent on transit. These sections and conversations in public meetings and in the halls of governance were key in weighing the trade-offs of investing in transit (Indy Connect 2016)
From page 91...
... Case Studies 91 LA Metro Overview The LA Metro is the regional transit service provider for Los Angeles County. In recent years, the transit agency has explored a number of ways to improve transit service for riders.
From page 92...
... 92 Redesigning Transit Networks for the New Mobility Future As of spring 2020, the transit agency completed planning for the microtransit pilot. While they began with a list of 30 potential zones, the list was narrowed down to six zones in the Los Angeles County region where fixed route transit is not the most effective option for many riders, but where there is still a mobility need.
From page 93...
... Case Studies 93 Bus Network Redesign Priorities and Capital Elements A three-phased approach to achieve what LA Metro refers to as a "world class bus system" was presented to the transit agency's board: a. Reconnect: improve bus levels of service -- within the current operating budget -- by redesigning routes and schedules to attract trips where there is the greatest market potential; b.
From page 94...
... 94 Redesigning Transit Networks for the New Mobility Future for riders to move around at and near transfer stations, and improving safety, comfort, and convenience at rider waiting areas (LA Metro 2018)
From page 95...
... 95 Toolkit #1: Bus Network Redesign This toolkit describes in detail the key topic areas that transit agencies should consider when conducting a bus network redesign. A phasing timeline has been developed to help transit agencies understand how key topic areas fit into each phase of the planning and implementation process.
From page 96...
... 96 Redesigning Transit Networks for the New Mobility Future Key Components of a Bus Network Redesign The following bus network redesign components will be covered as sections of this toolkit: 1. Developing goals and objectives.
From page 97...
... Toolkits 97 8. Conducting public and stakeholder engagement.
From page 98...
... Figure 18. Bus network redesign project phasing timeline.
From page 99...
... Toolkits 99 and the bus operations department may be most interested in ensuring that routes are spread across parallel roadways to avoid too many buses competing for roadway and curb space. When intra-departmental goals conflict during the goal-setting process, trade-offs should be acknowledged and discussed internally so that the transit agency develops shared, clearly defined goals to help navigate the bus network redesign process.
From page 100...
... 100 Redesigning Transit Networks for the New Mobility Future Further Reading The following are places in the report or other resources where detailed information on the topic can be found: • Chapter 3: Components of Bus Network Redesign Planning, Goals and Objectives • Byala L., Filardo, K Hirsch, O., Walk, M., Cardenas, J., and J
From page 101...
... Toolkits 101 • Kittelson & Associates, Inc., Urbitran, Inc., LKC Consulting Services, Inc., Morpace International, Queensland University of Technology, and Y Nakanishi.
From page 102...
... 102 Redesigning Transit Networks for the New Mobility Future Budget Constraints One-third of transit agency respondents to the survey conducted as part of TCRP Synthesis 140 plan their bus network redesign to be operating cost neutral, with most of the remainder increasing the bus network operating costs (just a couple of transit agencies were seeking to reduce operating costs through their redesign process)
From page 103...
... Toolkits 103 operators to coordinate transfer locations and prevent service duplication. Since each entity receives operating assistance, coordinating service also had budgetary implications; if more routes were allocated to a municipal operator, that operator would be allocated more operating assistance.
From page 104...
... 104 Redesigning Transit Networks for the New Mobility Future Figure 20. Board involvement.
From page 105...
... Toolkits 105 Further Reading The following are places in the report or other resources where detailed information on the topic can be found: • Chapter 4: Support and Collaboration, Boards and Elected Officials • Ballam-Schwan, J, K Hovenkotter, and H
From page 106...
... 106 Redesigning Transit Networks for the New Mobility Future agency's operations team that led the redesign process was in contact with supervisors and drivers to coordinate on scheduling. In another transit agency, the consultants leading the redesign met with operators in the divisions (i.e., the bus garages)
From page 107...
... Toolkits 107 attention of the union leadership during the planning process was able to obtain needed input by going through the union's outside legal counsel, who arranged a meeting between the two parties with their participation. Checklist: Internal Coordination and Project Management When considering internal coordination and project management, the bus network redesign team should consider the following: Project Management Has a strong project manager(s)
From page 108...
... 108 Redesigning Transit Networks for the New Mobility Future agency to provide better service in high-demand areas, but the transit agency may need to provide alternative service delivery models for seniors and people with disabilities who cannot walk farther distances. Consideration of low-income communities should extend beyond Title VI requirements.
From page 109...
... Toolkits 109 planned redesigns around future or recently implemented fixed guideway transit, including BRT and rail. For example, one transit agency used a bus-rail interface plan to provide adequate service during rail construction and scaled back bus service over time once the rail opened.
From page 110...
... 110 Redesigning Transit Networks for the New Mobility Future Further Reading The following are places in the report or other resources where detailed information on the topic can be found: • Chapter 3: Components of Bus Network Redesign Planning, Equity • Chapter 3: Components of Bus Network Redesign Planning, Incorporation of Fixed Guideway Services Determining Fare Policies and Fare Interoperability Between Modes Bus network redesigns should consider existing fare policies and collection systems as well as limitations imposed by the system's current fare structure. Fare policies dictate fares and pass products for each mode as well as transfers between modes or routes, while fare collection systems support fare policy.
From page 111...
... Toolkits 111 Checklist: Fare Policy and Interoperability As transit agencies consider how and whether to adjust fare policy and/or fare interoperability, the following should be considered: Fare Policies Will the bus network redesign require fare policy or collection to be modified? Does the fare policy consider integration with social services and universities?
From page 112...
... 112 Redesigning Transit Networks for the New Mobility Future • Planning stage. The objective of the second round (and perhaps subsequent rounds)
From page 113...
... Toolkits 113 Final Plan/ Implementation Education What methods of engagement will be used during implementation? Public Meetings Stakeholder Meetings Social Media Onboard and Bus Stop Announcements Project Website Updates Other______________ Where will implementation outreach efforts be conducted?
From page 114...
... 114 Redesigning Transit Networks for the New Mobility Future Further Reading The following are places in the report or other resources where detailed information on the topic can be found: • Chapter 3: Components of Bus Network Redesign Planning, Public and Stakeholder Involvement • Ballam-Schwan, J, K Hovenkotter, and H
From page 115...
... Toolkits 115 bus stop locations and implementing bus priority. Any bus priority that a transit agency wants to implement to support service speed and reliability will need support and likely funding from the jurisdiction.
From page 116...
... 116 Redesigning Transit Networks for the New Mobility Future that took a phased approach structured phasing by geographic service area and others service type (Byala et al.
From page 117...
... Toolkits 117 involved in the implementation process. One transit agency noted driver training as a critical path item, and another stated the importance of holistic training so that the operators know enough to serve as ambassadors to the public, who will undoubtedly have a lot of questions.
From page 118...
... 118 Redesigning Transit Networks for the New Mobility Future Further Reading The following are places in the report or other resources where detailed information on the topic can be found: • Chapter 5: Bus Network Redesign Implementation • Karlin-Resnick, J., R.R. Weinberger, and B
From page 119...
... Toolkits 119 include other groups within the transit agency, individuals from other government agencies or institutions, and political leaders. Strategies for Making the Bus the Mode of Choice Strategies that improve transit operations and service delivery necessitate working closely with a variety of internal and external partners.
From page 120...
... 120 Redesigning Transit Networks for the New Mobility Future The following sections provide an overview of how each of these transit agencies implemented the strategy outlined in Table 6. These examples and the identified benefits of each provide guidance on each strategy in terms of why the transit agency implemented it along with how it specifically played out at the transit agency profiled.
From page 121...
... Toolkits 121 • Developers and the Business Community. Engagement and support from both the business community at large and private sector property owners along the CMAX was crucial to the project's success.
From page 122...
... 122 Redesigning Transit Networks for the New Mobility Future Working with Key Partners, Lessons Learned from IndyGo • Other Transit Agencies. Depending on the provider, various political or legal considerations impact the ability or desire of individual providers to participate in a future app-based transit platform.
From page 123...
... Toolkits 123 Microtransit: Gwinnett County Transit Division Microtransit, also known as DRT or flex service, enables real-time, on-demand transit trip scheduling using an app or over the phone. Vehicles pick up passengers at individual addresses or central pickup locations, typically operating within a designated zone.
From page 124...
... 124 Redesigning Transit Networks for the New Mobility Future a third-party contractor provide drivers. The division already had a contractor running its paratransit service and was able to utilize the same provider for the pilot.
From page 125...
... Toolkits 125 Toolkit #3: Working with the Private Sector Bus network redesigns may involve planning for and deploying services operated by thirdparty private sector partners. These partnerships can take many forms, including leveraging private vendors for operations or maintenance of traditional fixed route transit services, having partners provide on-demand first-mile/last-mile services that link to the transit agency's routes, and using a private company's software or technical expertise to operate traditional or new forms of transit service.
From page 126...
... 126 Redesigning Transit Networks for the New Mobility Future consideration, particularly in the context of private sector partnerships occurring or interacting with bus network redesigns. While some partnerships may be conceived of as part of a redesign (e.g., introducing new types of service to meet specific gaps identified in the redesign process)
From page 127...
... Toolkits 127 Regulatory and Legal Considerations Transit agencies need to comply with FTA regulations as well as other relevant state, local, or grant-providing agency regulations whether or not they directly operate the service or use private sector partners to deliver services. With respect to partnerships between transit organizations and new mobility private sector partners, the legal aspects are still largely unknown.
From page 128...
... 128 Redesigning Transit Networks for the New Mobility Future As new mobility partnerships evolve, transit agencies should pay attention to how the federal government adapts to accommodate these services. For example, the FTA is in the process of categorizing TNCs to determine whether they must follow the same regulations as traditional mass transit.
From page 129...
... Toolkits 129 Further Reading • FTA. November 4, 2015.
From page 130...
... 130 Redesigning Transit Networks for the New Mobility Future • If a transit agency that operates 50 or more vehicles in peak period service is modifying existing fixed route transit service in concert with the introduction of microtransit service, then the transit agency may be required to conduct a service equity analysis that documents the potential findings of disparate impact to minority communities and disproportionate burden to low-income comments because of the fixed route service changes. Transit agencies could consult the major service change policy in their Title VI Program to determine if a service equity analysis is required.
From page 131...
... Toolkits 131 for low-income individuals to regularly use those services or, if bus services are to be cut and replaced by new mobility services, that there are mechanisms in place to ensure that costs do not increase for low-income riders (Cohen and Cabansagan 2017, 8)
From page 132...
... 132 Redesigning Transit Networks for the New Mobility Future Existing research has identified the inability to reach agreements on data sharing as one of the biggest barriers to pursuing partnerships with the private sector, even though a transit agency's access to data will affect its ability to assess service performance and secure public funding (Curtis et al.
From page 133...
... Toolkits 133 Further Reading • Grossman, A., and P Lewis.
From page 134...
... 134 Redesigning Transit Networks for the New Mobility Future With regard to safety, the differing legal and regulatory requirements for private companies compared with transit agencies may pose risks to drivers and passengers. Public transit drivers undergo extensive background checking and specific training to create a safe environment for passengers, and private sector drivers are not held to the same training standards.
From page 135...
... Toolkits 135 Further Reading • Lotshaw, S., P Lewis, D
From page 136...
... 136 Redesigning Transit Networks for the New Mobility Future • Regulatory risk. Government actions put a transit agency at regulatory risk because any new mandates or laws may interrupt the transit agency's ability to proceed with a partnership or may impact existing partnerships.
From page 137...
... Toolkits 137 Regulatory Risk Regulation in a new mobility market tends to happen outside of the transit agency's jurisdiction and affects a transit agency's decision to pursue partnerships as well as the ultimate shape of those partnerships. Following their experience with the arrival of TNCs in markets with little regulation, cities and states are increasingly apt to regulate new services.

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