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Chapter 2. Inputs to the Scheduling Process route 2.1 Introduction to the Scheduling Process A defined series of stops along one or more streets between two Scheduling requires a series of judgments that are based on a thorough understanding of your terminal locations designated by a particular transit system and its policies and labor agreements. number and/or a name for identifi- As with everything else, it is best to start at the beginning, and that means building a strong cation internally and to the public. foundation for a schedule before ever beginning work on the schedule itself. The old saying, "a house is only as good as its foundation" applies here, whether you are making a new sched- running time ule or revising an existing schedule. The time it takes for a vehicle Schedulers cannot work in isolation and need to be aware of the issues surrounding their work to travel the length of a route or as well as the objectives and goals they are trying to achieve. Typically this requires an under- between two specific points on standing of the transit agency, its policies, structures, issues, and goals. a route. Running time does not include layover time. So, what are the foundations of a schedule? These can be reasonably categorized into two types of requirements: . Those things external to developing a schedule but required for proper schedule devel- opment. The kinds of items that would be included in this category are: · Knowledge of budgetary constraints · Knowledge of your transit system's goals · Knowledge of the area being served · Knowledge of your agency's current short- and long-term objectives/goals . The data elements or inputs required to actually construct the schedule. Those encompass: · Knowledge of the scheduling provisions of the collective bargaining agreement · Route design considerations · Service standards · Annual Service Plan · Service data, including running time, patronage, and operations The last item is critical to the task at hand and presupposes the other items on the list are readily available and well understood. Some of these items may not be familiar to those new to scheduling, but keep in mind that this is an introductory chapter providing a broad overview of the scheduling process. Subsequent chapters include much more detailed discussions. 2-3