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Key Findings from the Program Surveys but not all are current. For most of the programs, maintenance is performed by others outside of Thirteen telephone surveys were conducted from the park and ride unit; and it is often unscheduled August to October 2010 with managers responsible and unbudgeted. Of all of the survey responses, for twelve publicly-owned park and ride commuter the operating budget response was the most services. The key findings from the surveys are: difficult to interpret, in part because several of · Inventory/Occupancy/Utilization: The num- the managers were not knowledgeable on how ber of park and ride lots varied among the their operations are funded. agencies from a low of 19 lots to a high of Based on the profiles of the surveyed programs-- 326 lots. Average lot occupancy ranged from developed and refined in Chapter 1 and Chapter 2-- 40 to 95 percent. A minority of the programs a key finding suggests that an imbalance exists in (23 percent) charge fees for parking. They how park and ride/intermodal commuter programs are experience the most acute lot utilization rates. · Capital Budgets: If the capital budgets of programmed for the future and how they are managed the small number of surveyed programs are an and cared for today. If there is a continued upward indication of what is occurring nationwide, park swing of expansions, as suggested by the capital and ride/intermodal commuter facilities should projections of the surveyed programs, more funding be viewed as emerging and formidable cost from alternative sources will be needed. Equally and activity centers for state departments of important, to ensure that the growing number of transportation (DOTs) and transit districts facilities are managed well, methods for increasing and agencies. The anticipated future capital program efficiencies and administrative resources expenditures of just nine of the 13 surveyed assigned to them will be needed. programs represent nearly $1.7 billion pro- grammed conservatively over a 20-year period. This is shown in Table 1. Most of the managers Best Practices of Surveyed Programs of these programs felt they were not keeping The best and most creative practices of several pace with customer demands. They believe of the surveyed programs included the following: current funding is not enough. · Operating Budgets: On the operating side · Parking fees and pricing strategies correlated there is less clarity. Most of the surveyed pro- with demand, lot utilization, and revenue grams are administered by limited staff with generation. managers averaging 14 percent of their time · Advanced technologies and techniques that to the programs. Their average staffing is about enhanced security and responded directly to 1.17 employees. The programs have inventories the needs of the customer. Table 1 Estimated future park and ride/intermodal commuter capital projects of the surveyed programs. Anticipated Agency Expenditures Bay Area Rapid Transit District (BART) $ 948,000,000 California Department of Transportation (CALTRANS) 507,000 Denver Regional Transit District 400,666,000 Florida Department of Transportation--District 6 11,207,520 Maine Department of Transportation 10,296,480 New Mexico Department of Transportation 32,546,590 Rhode Island Department of Transportation 215,000,000 Valley Metro Regional Public Transit Authority 3,736,564 Virginia Department of Transportation--Northern District 49,056,000 Estimated Total $ 1,671,016,154 Source: Statewide Transportation Improvement Programs and Capital Improvement Programs of the surveyed programs. Program totals represent rough estimates of capital expenditure projections over a 20-year period. 2