Maintaining Transit Effectiveness Under Major Financial Constraints (2014) / Chapter Skim
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Pages 31-59
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31 CHAPTER THREE SURVEY RESULTS FROM TRANSIT AGENCIES ENGAGED IN PROMOTING TRANSIT EFFECTIVENESS SURVEY METHODOLOGY The purpose of any TCRP synthesis is to summarize the current state of the practice in the transit industry, usually through a survey of public transit agencies that provides information and a snapshot in time of agencies' experience. The survey developed and approved for this synthesis included a considerable number of open-ended questions, making the survey a bit more challenging to analyze than one that includes mostly multiple-choice questions.
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32 2. Greater Cleveland Regional Transit Authority (GCRTA)
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33 While maximizing ridership and revenue are part of transit effectiveness, sensitivities to local community needs, and regulatory compliance (ex: Title VI) must be a part of any defi nition.
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34 5. Explicit methodology for prioritizing capital investments.
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35 presented to the board of directors at a Special Meeting on October 22, 2010, and approved unanimously by the board on December 9, 2010. The Expenditure Prioritization and Key Financial Principles were used to develop the FY 2012 and FY 2013 operating budget and will be followed again in preparation of the recommended FY 2014 and FY 2015 operating budget.
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36 has guided service planning efforts to produce a much leaner service delivery system that is now operating with more effectiveness. There is a limit to how much smarter and harder you can work.
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37 dents answered affi rmatively, identifying an array of tools that help them manage better by using data more effectively. • New York City Transit has started to track vehicle location to provide customer service and service management using Automatic Train Supervision, CommunicationBased Train Control, and Bus Time data.
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38 enue hour on routes in order to identify areas of underutilization for use in our service planning process. Our maintenance reports focus on tracking maintenance costs on a subfl eet level in order to identify trends in fl eet expenses.
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39 the organization, while also asking participants to develop cost-saving techniques. We have had six LAP classes, with 8–10 graduates per class.
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40 FIGURE 23 Percentage of respondents that modifi ed labor agreements by type of modifi cation (Source: Survey responses)
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41 insurance was changed to a deductible program, with a savings equivalent to at least $0.40/hour. (Centre Area Transportation Authority)
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42 Better ability to staff. (Hillsborough Area Regional Transit Authority)
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43 ing health care as well as liability. For workers' comp, we used a transitional work program to get people back to work quickly.
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44 5% and 10%. The total cost of WC claims has been reduced by 43%.
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45 • WMATA's excessive absenteeism policy outlines for employees what is considered excessive use of sick leave. The policy is administered through the chain of command.
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46 frequent service. Ridership has increased by at least 10% on all four BRT corridors.
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47 expense. (Yuma County Intergovernmental Public Transportation Authority)
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48 (which was later reinvested to alleviate overcrowding on other routes)
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49 routes have been interlined where none had been regularly interlined before. This allowed for a one vehicle savings.
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50 software, which is currently undergoing an upgrade. With the software upgrade, we are also incorporating missing Publicly Acceptable Specifi cation (PAS)
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51 Buses that were retired were kept and used for spare parts. (Toledo Area Regional Transit Authority)
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52 Previously, bus operators could not count coins in the box as this would have added to dwell time. The new farebox system also allows for magnetic cards.
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53 • HART's capital program includes revitalization and build-out of many outdated facilities.
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54 additional revenue through their parking facilities, by leasing empty space, by selling gas to the public from facilities built to fuel their own vehicles, or by earning revenues from high-occupancy toll lanes. The details of such arrangements are provided here.
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55 our trains and express buses. This revenue has generated $16,500 a year and helped to underwrite the cost of providing the Wi-Fi service on our vehicles.
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56 comments. The IVR system has allowed our telephone information clerks to spend more quality time on the phone with new users of the system, which creates a better impression and long-term ridership growth.
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57 can cover for one another if necessary. As an example, all the employees have a working knowledge of our graphic design program.
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58 • Management companies for offi ce complexes • Transportation management associations and commuter assistance programs • Greyhound Lines • Local disability groups for paratransit services, including veterans services • Other social service agencies. FIGURE 28 Percentage of transit agencies that have entered partnerships by type of partnership (Source: Survey responses)
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59 local improvement district for light rail system amenities. Businesses and local governments have donated land for light rail project construction.
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