Public Participation Strategies for Transit (2011) / Chapter Skim
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22 This chapter provides a more detailed look at six transit agencies and their public involvement processes used for specific projects or planning activities. The agencies were selected based on the literature review, their own evaluation of their public involvement efforts (as expressed in the survey)
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23 decades, have led to worsening traffic congestion throughout the west side of the Los Angeles area. In fall 2007, LACMTA began an Alternatives Analysis (AA)
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likely not attend evening meetings. However, service workers were also unlikely to take time off during the day to attend meetings.
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25 the 1980s, LACMTA faced harsh critiques and a public resistant to transit and skepticism about its viability and benefits in the Los Angeles region. This has given way to greater support for transit development, which the agency sees through comments that now focus on project details rather than the very existence of the subway itself.
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The overriding goal for this public outreach effort was to learn and understand the public's needs and desires for service improvements along the Georgia Avenue/7th Street corridor. Although the agency knew some of them, such as improving reliability and increasing travel speed, others, such as one-seat rides, dedicated bus lanes, and improved signal timing emerged as key points from both technical analysis and public outreach.
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27 Twitter) is that it tapped directly into its "social" nature.
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Through the use of its e-mail list of more than 500 subscribers, flyers, Passenger Advisory Committee (PAC) members, and the media, Laketran was able to connect with the vast majority of its riders.
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29 and opportunities to implement service improvements, costefficiencies, and revenue enhancements. Key among those recommendations was that: Operating efficiencies may be derived from technology investments, route optimization, and labor, fleet, facility, inventory, and purchasing cost reductions.
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their thoughts. Participants were divided into small groups and asked to design a transit system within a given budget, service area, and cost per hour of service.
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31 Changes to both the route and fare structure of the transit system emerged from this study. Evaluation of travel patterns showed that Clatsop Community College was a primary destination for many travelers; therefore, new routes were developed to better serve the campus.
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involved through its staff's volunteer work and outreach it has built a positive reputation with the public. • Employees as an extension of outreach -- SETD has empowered all of its employees to be part of the community outreach process.
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33 Critical among these was a clear explanation of the current financial situation and why the agency needed to undertake the route structure evaluation. This educational component was included in all community presentations and design workshops through an interactive "PT 101 Quiz" (Figure 14)
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highest levels of management. PT's CEO conducted 39 interviews with CEOs and executives from the county's major employers, city managers, public agency directors, non-profit leaders, presidents of local colleges and universities, labor leaders, state legislators, and the state Secretary of Transportation.
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35 SUMMARY These six case studies offer examples -- across a wide range of agency sizes, project types, and locations served -- of what each agency has identified as successful public involvement. LACMTA's success at engaging the public for the Westside Subway Extension can, in part, be traced to its effective use of social media, adaptive outreach strategies, and structuring its public involvement to allow input through a variety of means.
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