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From page 9... ... Chapter 2: Guidance on Transit System Integration 9 TYPES OF INTEGRATION ACTIVITIES How do transit organizations collaborate? Successful integration is a result of agencies and organizations working together on specific projects and activities. Read the entire page →
From page 10... ... Transit Integration Manual10 Costs for various integration activities vary and are generally a function of the level of integration required and how formalized the eort is. Only minimal financial commitment is required when two or more agencies work together as part of a joint technical committee or agree to set consistent fares; developing a regional fare card/ fare reimbursement system, building new passenger facilities, or consolidating operations require a much more significant financial commitment. Read the entire page →
From page 11... ... Chapter 2: Guidance on Transit System Integration 11 List of Common Integration Activities Complexity Activity Definition Focus of Activity Type of Integration Necessary to Facilitate Activity Financial Commitment Examples (see Appendix) Joint Technical Committees Representatives from multiple agencies work together to address issues of regional importance. Read the entire page →
From page 12... ... Transit Integration Manual12 Complexity Activity Definition Focus of Activity Type of Integration Necessary to Facilitate Activity Financial Commitment Examples (see Appendix) Joint Maintenance One transit agency provides maintenance for other agencies, or multiple agencies contract for maintenance services from a single service provider. Read the entire page →
From page 13... ... Chapter 2: Guidance on Transit System Integration 13 Complexity Activity Definition Focus of Activity Type of Integration Necessary to Facilitate Activity Financial Commitment Examples (see Appendix) Regional Fare Agencies establish a consistent fare that is valid for regional travel on one or more transit providers. Read the entire page →
From page 14... ... Transit Integration Manual14 Complexity Activity Definition Focus of Activity Type of Integration Necessary to Facilitate Activity Financial Commitment Examples (see Appendix) Central Call Center for Multiple Providers A single call center provides any number of services for more than one transit provider. Read the entire page →
From page 15... ... Chapter 2: Guidance on Transit System Integration 15 Complexity Activity Definition Focus of Activity Type of Integration Necessary to Facilitate Activity Financial Commitment Examples (see Appendix) Centralized Fare Revenue Collection and Distribution Agencies work together to collect fares, typically using a single fare mechanism. Read the entire page →
From page 16... ... Transit Integration Manual16 Complexity Activity Definition Focus of Activity Type of Integration Necessary to Facilitate Activity Financial Commitment Examples (see Appendix) Regional Transit Fleet A transit vehicle fleet is owned by one agency or contract provider but used by more than one provider. Read the entire page →
From page 17... ... Chapter 2: Guidance on Transit System Integration 17 Complexity Activity Definition Focus of Activity Type of Integration Necessary to Facilitate Activity Financial Commitment Examples (see Appendix) Consolidation of Transit Providers Two or more transit agencies combine their operations as a single provider. Read the entire page →
From page 18... ... Transit Integration Manual18 CONCLUSION • Transit agencies opt to integrate to tackle specific needs that might be most effectively addressed by working with other agencies that have common interests. • The benefits of integrating are derived from successful accomplishment of these activities. Read the entire page →
From page 19... ... Chapter 2: Guidance on Transit System Integration 19 BENEFITS OF INTEGRATION IN THE COMMUNITY Many real and substantive benefits 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 20... ... Transit Integration Manual20 • TRANSFERS -- Seamless transfers between operators, minimizing travel time for the customer. 11 CATA/CLINTON TRANSIT/EATON Clinton Transit carries its general public riders six miles to the county border for timed transfers to a CATA fixed-route or paratransit bus for the longer trip into Lansing. Read the entire page →
From page 21... ... Chapter 2: Guidance on Transit System Integration 21 • UNDUPLICATED SERVICE -- Eliminating redundant services provided by more than one operator so customers can more clearly understand the transit system available to them, potentially increasing ridership and lowering overall transit agencies' costs. 14 MORE TMCCBy calling the regional 211 One-Call, One-Click mobility management scheduling system, people unserved by fixed routes, senior citizens, people with disabilities, economically disadvantaged citizens, veterans, and Medicare and Medicaid recipients can schedule their travel. Read the entire page →
From page 22... ... Transit Integration Manual22 • ACCESS TO FUNDING -- Recognition of integration eorts by funding organizations and political leadership. 2 NORTHWEST TRANSIT ALLIANCE Five regional transit agencies submitted a successful application for a grant from the U.S. Read the entire page →
From page 23... ... Chapter 2: Guidance on Transit System Integration 23 Relationships Among Organizations To achieve the benefits outlined in this section, some type of ongoing relationship among the participants must be designed in order to sustain integration achievements and react to changing circumstances. The quality of these relationships spills over into the reputation and support participants can expect from the public and political leaders. Read the entire page →
From page 24... ... Transit Integration Manual24 CONCLUSION • Transit agencies see numerous benefits for the consumer when they integrate services or programs. These include improved customer service/seamlessness with regard to fares, routes, transfers, facilities, and information. Read the entire page →
From page 25... ... Chapter 2: Guidance on Transit System Integration 25 CHALLENGES The challenges associated with carrying out a coordinated multi-agency eort cannot be understated; projects require time, patience, and commitment as agencies resolve many important details associated with facilitating successful long-term collaboration. Ultimately, the proliferation of eorts going on nationwide, as documented in this Manual, is a testament to the fact that these eorts are worthwhile and that the benefits described in the preceding section ("Benefits of Integration in the Community") Read the entire page →
From page 26... ... Transit Integration Manual26 table with dierent priorities, dierent workloads or dierent cultures. By working together over time, sta 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. Read the entire page →
From page 27... ... Chapter 2: Guidance on Transit System Integration 27 Loss of Local Control Fear of the loss of local control is one of the chief tests integration eorts will encounter. Therefore, one of the biggest challenges for coordination projects is balancing local control with regional interests. Read the entire page →
From page 28... ... Transit Integration Manual28 Revenue and Cost Sharing Even with a shared interest in improving integration, transit agencies face the delicate issue of how to equitably allocate costs and revenues so that every agency believes it is getting and paying its fair share. Beyond equity, there are issues of competition for the same pots of money and the diculty of sharing locally generated funds across jurisdictional boundaries. Read the entire page →
From page 29... ... Chapter 2: Guidance on Transit System Integration 29 Determining the Costs is Not Easy Many transportation agencies are asked whether the benefits of decisions they make regarding integration are worth the costs associated with the project. Caution should be exercised not to oversell cost savings and to be transparent to the public and partners about costs. Read the entire page →
From page 30... ... 31Chapter 2: Guidance on Transit System Integration CONCLUSION • In the process of working toward achieving the benefits, challenges can surface: Common challenges include a lack of leadership or leadership being too strong (and there is lack of consensus) , trying to accomplish too much at one time, and a lack of trust among stakeholders/historic distrust. Read the entire page →
From page 31... ... 31Chapter 2: Guidance on Transit System Integration CONCLUSION • In the process of working toward achieving the benefits, challenges can surface: Common challenges include a lack of leadership or leadership being too strong (and there is lack of consensus) , trying to accomplish too much at one time, and a lack of trust among stakeholders/historic distrust. Read the entire page →
From page 32... ... Transit Integration Manual32 McAllen leadership represents a cross section of the old and new -- older sta with the trust and support of elected o cials and the business community as well as young, non-white, passionate, thinking-outsidethe-box individuals who embody the "new face of the United States." This combination of energy, openness to new ideas, and widespread support has resulted in a quality product that benefits the local community and traveling public. ELEMENTS OF AN EFFECTIVE TRANSIT INTEGRATION EFFORT Process: How to Get a Project Started The most common first question in an integration eort is: How do we get started? Read the entire page →
From page 33... ... Chapter 2: Guidance on Transit System Integration 33 PROCESS/INPUT • Population and economic growth • Eorts to raise local funds for public infrastructure projects begin EARLY 1990s MILESTONES • Two tax initiative eorts posed to voters prove unsuccessful PROCESS/INPUT • City of McAllen partners with local advocacy group with strong community connections • Public transportation (both services and a physical hub/station) added as key component of tax measure 1994 1995 MILESTONES • Tax initiative passes • Includes funding for local transit services and central public transit facility (hub for local, inter-jurisdictional and regional bus service) Read the entire page →
From page 34... ... Transit Integration Manual34 CONSOLIDATING TRANSIT SERVICES IN BUTTE COUNTY, CALIFORNIA -- In the fall of 1999, representatives from the County of Butte, along with its cities, towns and transit agencies, began a study process, spearheaded by the Butte County Association of Governments (BCAG) , to explore opportunities to consolidate at least several of the seven transit services operating within Butte County. Read the entire page →
From page 35... ... Chapter 2: Guidance on Transit System Integration 35 PROCESS/INPUT • Review preliminary organizational models and administrative costs with coordination technical committee EARLY MARCH 2000 MILESTONES • Narrow to two alternatives: (1) full consolidation or (2) Read the entire page →
From page 36... ... Transit Integration Manual36 EVOLUTION OF THE ORCA UNIVERSAL FARE CARD Fare integration eorts in the Puget Sound region have taken place gradually over four decades and are still evolving. The development of the Regional Fare Coordination System, which was eventually branded as "ORCA: One Regional Card for All," took approximately 12 years to implement from the earliest feasibility studies in 1997 to its launch in April 2009. Read the entire page →
From page 37... ... Chapter 2: Guidance on Transit System Integration 37 PROCESS/INPUT • Agencies develop a variety of agreements for the most common transfer patterns; no consistent regional policy exists (>300 pass types exist) 1970s 1980s MILESTONES • Ad hoc, bi-lateral transfer agreements established between some regional providers PROCESS/INPUT • Increasing pressure from community, state and local ocials and transit leaders for a seamless, universal approach to transit fares • Sound Move is developed; mandates regional fare integration 1996 MILESTONES • Voters in three counties pass Sound Move, the ten-year regional transit system plan • Includes a uniform, single-ticket fare system and integrated fare policy for all public transit operators; creates dedicated funding source MILESTONES • Feasibility study to implement an integrated regional fare structure PROCESS/INPUT • Develop revenue reconciliation agreement for multi-agency pass • Align definitions for fare types (e.g. Read the entire page →
From page 38... ... Transit Integration Manual38 Elements for Success Three common elements that are desirable to have in place to initiate and carry forward an integration planning process are each described below. Read the entire page →
From page 39... ... Chapter 2: Guidance on Transit System Integration 39 detailed business practices and reviewing a wide array of operations issues that may be a ected by integration. Read the entire page →
From page 40... ... Transit Integration Manual40 2. Sustaining challenges: Serves as the "cheerleader" to keep the ball rolling and remind stakeholders of the benefits of regionalization when challenges arise. Read the entire page →
From page 41... ... Chapter 2: Guidance on Transit System Integration 41 Formal Goal-Setting Process and Consensus on a Specific Outcome DEFINITION Setting goals and documenting anticipated outcomes at the outset of an integration process -- costs, savings, ridership gains, etc. -- is another necessary element for integration to work. Agencies often begin an integration eort with an intuitive understanding of the changes or improvements they seek to achieve, but have not necessarily articulated specifically what success would look like. Read the entire page →
From page 42... ... Transit Integration Manual42 WHY IS THIS IMPORTANT? Achieving consensus around a formal set of desired outcomes is important for several reasons: 1. Read the entire page →
From page 43... ... Chapter 2: Guidance on Transit System Integration 43 5. Cost savings is one of the often hoped-for benefits of integration. Read the entire page →
From page 44... ... Transit Integration Manual44 Inventory Resources Making sure that an agency understands its existing resources -- capital resources, vehicles, software, facilities, stang, etc. -- can be a particularly important piece of the decision-making process. For example, getting a handle on which of the agencies seeking to integrate have large vehicles versus small vehicles can help frame how a fleet can be coordinated; what types of software programs or packages are currently being used by the majority of agencies can define the best ways to jointly dispatch services or share operating information. Read the entire page →
From page 45... ... Chapter 2: Guidance on Transit System Integration 45 Compare Operating Schedules for Compatibility Transit agencies that have worked to integrate their services have indicated that understanding operating schedules of the various partners is an important step in the process. A simple table that shows start and end times, service hours and days, and headways of the various services that are available allows decision makers to see how dierent the services they seek to integrate may actually be. Read the entire page →
From page 46... ... Transit Integration Manual46 Identify Available Funds Dierent agencies may have access to dierent funding sources. By understanding the funding sources that are used within a region, agencies can see where there may be gaps in their existing funds and understand how they might be able to leverage additional funds using sources that are accessed by partner agencies. Read the entire page →
From page 47... ... Chapter 2: Guidance on Transit System Integration 47 will be the best framework for oversight of an integrated eort, whether it is a smallscale eort or a major endeavor. For small-scale coordination eorts, the existing oversight bodies at the participating agencies may each maintain responsibility for their agency's role in the eort. Read the entire page →
From page 48... ... Transit Integration Manual48 Develop a Marketing Concept Even before the integration eort is finalized, it is useful for all players to understand how it will be presented to the public and key stakeholders. Marketing is very personal for some agencies that like to have their name or brand on the bus or facility. Read the entire page →
From page 49... ... Chapter 2: Guidance on Transit System Integration 49 COST SHARING AND REVENUE SHARING The role of cost and revenue sharing is significant in the following ways: • Agreed upon formulas are proxies for quantifying the real or perceived benefits realized by participating jurisdictions. By negotiating a cost- or revenue-sharing formula that is deemed to be fair and equitable, each participant is acknowledging a benefit from the shared cost or by sharing revenue. Read the entire page →
From page 50... ... Transit Integration Manual50 Further Considerations for Integration Planning While decision-making tools are concrete planning or financial documents and analyses, successful integration planning also requires the reliance on good judgment, sensitivity to real and perceived losses of control, and a set of communications protocols to establish an enduring and collaborative forum for negotiation. In addition, understanding project costs and evaluating success are further considerations for integration eorts. Read the entire page →
From page 51... ... Chapter 2: Guidance on Transit System Integration 51 Evaluating Success: Sample Measures Quantitative Qualitative Ridership Changes • Passengers per hour or per trip • Per capita ridership • Total ridership • Changes in transfer rates • Percentage of ridership using new fare media General Revenue or Cost Changes • Change in cost per hour, per rider, per mile, per trip • Cash handling expenses • Ticket vending costs -- printing, distribution, collection • Administrative cost savings Service Performance • Dwell time changes • Service frequency changes • Percentage of population with access to new service • Deadhead miles/hours changes • Accident/incident/fatality rates • Changes in vehicle utilization (peak-to-base or spare ratio) Other • Changes to property value • Equitable cost-sharing formula Ridership Perception • Satisfaction • Perceived value • Access to fare media • Ease of use: transfers, fare media, service • Cleanliness General Perception • Political support • Enhanced inter-agency or regional coordination • More eective use of facilities • Local control • Community benefits -- open space, public use lands and amenities Service Performance Perception • Elimination of duplicate service • Simplified route structure • Simplified fare system • Perceived safety • Improved customer service Other • Marketing opportunities KEY POINT For quantitative metrics (such as cost per hour or passenger per hour) Read the entire page →
From page 52... ... Transit Integration Manual52 CONCLUSION • Getting a project started usually requires participation from an oversight board, group or committee. Consensus must be achieved on a specific outcome, and a formal goal-setting process led by a project leader or champion can help make a process successful. Read the entire page →
From page 53... ... Chapter 2: Guidance on Transit System Integration 53 MANAGING INTEGRATED TRANSIT PROGRAMS AND SERVICES Although the process to achieve integration is complex and takes a commitment of time from all participants, several tools help agencies manage ongoing integrated activities. This section reviews those tools that have been beneficial to agencies that have successfully accomplished many aspects of coordination and integration. Read the entire page →
From page 54... ... Transit Integration Manual54 Joint powers authorities (JPAs) are formed through agreements by two or more of the participating agencies to share certain powers that transcend those of the original agencies. Read the entire page →
From page 55... ... Chapter 2: Guidance on Transit System Integration 55 DALLAS–FORT WORTH TRE COMMUTER RAIL In the Dallas–Fort Worth area, the three largest agencies established identical fares and procedures for transfers for regional services. 7 Operating Procedures Working through the dissimilar business and operational practices of multiple transit agencies collaborating as part of an integrated program or service can be challenging. Read the entire page →
From page 56... ... Transit Integration Manual56 and negotiate the final elements of a contract with a vendor. By hiring consultants, participants will have extra "sta" resources to help them through the many steps and details of an integration process. Read the entire page →
From page 57... ... Chapter 2: Guidance on Transit System Integration 57 There may be legal fees for developing agreements and costs to hire consultants. Technology can require significant investment for the purchase, installation, and maintenance of equipment, and for ongoing training in its use. Read the entire page →
From page 58... ... Transit Integration Manual58 Specific grant programs mentioned in the research: • Veterans Transportation and Community Living Initiative grant 14. MORE TMCC • Iowa Clean Air Attainment Program grant, a reallocation of federal Congestion Mitigation and Air Quality Improvement (CMAQ) Read the entire page →
From page 59... ... Chapter 2: Guidance on Transit System Integration 59 Evaluation Transportation agencies are often asked whether the benefits of the decisions they make regarding integration or improvement are worth the costs associated with the program or service. One size does not necessarily fit all when analyzing both costs and benefits, especially within a complex integrated environment. Read the entire page →
From page 60... ... Transit Integration Manual60 CONCLUSION • Based on the research findings, several tools are available to help integrated services and programs organize their structure and manage their activities. These include formal coordinating committees or boards. Read the entire page →

From page 9...

... Chapter 2: Guidance on Transit System Integration 9 TYPES OF INTEGRATION ACTIVITIES How do transit organizations collaborate? Successful integration is a result of agencies and organizations working together on specific projects and activities.