Elements Needed to Create High-Ridership Transit Systems (2007) / Chapter Skim
Currently Skimming:
Pages 78-91
The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.
From page 78... ...
78 C H A P T E R 6 Introduction An increasingly important category of strategies, actions, and initiatives aimed at increasing ridership is partnerships and coordination initiatives. The types of strategies -- and specific actions/ examples -- included this category are shown in Table 6-1.
|
From page 79... ...
Partnerships/Coordination Initiatives 79 nership opportunities in a given area, the major types of partnerships transit agencies have developed are as follows:1 • University/school pass programs (e.g., reduced pass price or per trip reimbursement for university or other school) ; • Travel demand management strategies (e.g., employer pass/voucher programs, vanpooling, rideshare matching, flex-time, and parking cash-out)
|
From page 80... ...
80 Elements Needed to Create High Ridership Transit Systems partnerships with the local transit agencies to provide specially priced passes or other payment options to students. As discussed in Chapter 4 and Appendix A, such arrangements represent the single most common type of initiative instituted by the agencies reviewed in this study.
|
From page 81... ...
Partnerships/Coordination Initiatives 81 over 7% per year at 13 transit agencies with university programs for the 2 years immediately following introduction of the program.6 At five universities that collected ridership data before the initiation of the pass program, in the first year, student transit ridership increased between 71% and 200%; in subsequent years, there were annual increases of 2–10%. • In Chicago, more than 40,000 eligible college students are using the CTA's U-PASS program, accounting for over 10 million rides per year; a quarter to a third of these are considered to be new transit rides, and half of total U-PASS ridership is thought to take place in midday/evening hours.7 • In Seattle, 86% of eligible university students, faculty, and staff participate in the U-PASS program, accounting for over 8 million rides per year (more than 10% of all Metro and Community Transit rides)
|
From page 82... ...
82 Elements Needed to Create High Ridership Transit Systems TDM strategies (e.g., parking "cash-out" arrangements or dedicated transit or high-occupancyvehicle lanes) are generally intended to provide incentives to use some form of high-occupancy mode.
|
From page 83... ...
Partnerships/Coordination Initiatives 83 transit agencies structure pricing in such a way that they protect themselves against losing revenue; the pricing should be able to capture at least some revenue from the new trips being generated. Since all employees at a company receive an unlimited-use pass, the transit agency can expect to see an increase in commuter ridership.
|
From page 84... ...
84 Elements Needed to Create High Ridership Transit Systems • These programs also represent convenient mechanisms for employers to manage the distribution of commute benefits to employees. Besides providing a tangible benefit to their employees, employers benefit from such programs through payroll tax savings, as well as the potential to reduce parking requirements.
|
From page 85... ...
10The two CCCTA examples come from TCRP Report 55: Guidelines for Enhancing Suburban Mobility Using Public Transportation, 1999 (p.
|
From page 86... ...
86 Elements Needed to Create High Ridership Transit Systems • Coordination with other transportation agencies (e.g., roadway or parking management strategies) ; and • Promotion of transit-supportive design (e.g., requirements for bus stops/shelters at new developments)
|
From page 87... ...
Partnerships/Coordination Initiatives 87 • Infrastructure integration (i.e., shared stops/stations, inter-agency joint operation of routes, coordinated route restructuring, or inter-agency joint equipment purchases) ; • Schedule integration (i.e., inter-agency schedule coordination or timed transfers)
|
From page 88... ...
Addressing welfare to work transportation issues has required creation of new collaborations among public agencies and private organizations, establishment of new transportation services, and development of innovative funding strategies. However, an important element of all accessto-jobs programs has been the provision of a mechanism for individuals to pay for these services, in terms of both subsidization of travel and furnishing the actual payment media.
|
From page 89... ...
• Roadway management strategies include establishment of various types of dedicated HOV/transit lanes or rights-of-way. • Parking management strategies tend to focus on the establishment of downtown parking restrictions and/or parking surcharges.
|
From page 90... ...
90 Elements Needed to Create High Ridership Transit Systems Promotion of Transit-Supportive Design and TOD The integration of transit and land use/development planning represents another form of coordination intended to promote transit usage. Two related types of strategies have been employed by transit agencies and local governments in an effort to ensure that new developments are conducive to the use of transit: • Transit-supportive design guidelines are promulgated by transit agencies to guide developers in designing and constructing "transit-friendly" buildings and sites.
|
From page 91... ...
CityBus of Greater Lafayette Transit-Oriented Development for Small Cities small urbanized (50,000 - 200,000) The City of Lafayette, Indiana, created the James Riehle Plaza as an intermodal station serving trains as well as local and regional bus service.
|
Key Terms
This material may be derived from roughly machine-read images, and so is provided only to facilitate research.
More
information on Chapter Skim is available.