1 / 21

MVTA Service Investment Strategy

MVTA Service Investment Strategy. Michael Abegg, Transit Planning Manager MVTA Board December 8, 2010. 1. Overall Process At the Line!. Background Context Review Stakeholder & Public Input Strategies Impacts & Adoption?. 2. Review: Where We've Been.

amalie
Download Presentation

MVTA Service Investment Strategy

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. MVTA Service Investment Strategy Michael Abegg, Transit Planning Manager MVTA Board December 8, 2010 1

  2. Overall ProcessAt the Line! • Background • Context Review • Stakeholder & Public Input • Strategies • Impacts & Adoption? 2

  3. Review: Where We've Been • Regional Service Improvement Plan (projects for next 2-4 years) • Strategic Plan • Most MVTA routes perform better than regional peer averages • Comparable to national peers • Transportation system impacts service options 3

  4. Where We've Been Public & Stakeholder Comments • Designated Bus stops w/ amenities & plowing • Community based services are not used heavily enough, but hard to eliminate • Infill development • Preserve future opportunities • Enhance service span • Clear decisions on direct routings and local stops on express routes 4

  5. Where We've BeenShort-Term Opportunities • Market-driven services • Choice riders • Work trips for lower-income workers • St. Paul work trips • Work trips to Eagan from Rosemount and other locations

  6. Today • Review Specific Strategies/Results of Public Comment period • Consider Impacts • Direct Staff on Next Steps 6

  7. A. General Strategies Serve work markets that provide natural opportunities of cost and time Partner with others to provide “lifeline” & local services Identify and review poorly performing routes for cost reductions and market opportunities Clearly identify service type/function 7

  8. B. Express Route Strategies “Corridor Transit Centers” are major park & ride and transfer sites within a freeway corridor -Minneapolis/U of M: Eagan, Cedar Grove, Burnsville, Apple Valley Transit Stations -St. Paul: Eagan Transit Station Minimumservice: 6 trips per peak on 15-30 minute headways 8

  9. B. Express Route Strategies Park & Rides are smaller and have limited transfer opportunities: HOC, Savage, Palomino Hills, Blackhawk, 157th, Rosemount Minimum service: 3 trips per peak directly to/from downtown, additional trips may serve multiple facilities 9

  10. B. Express Route Strategies(Park & Rides and Transit Centers) Run non-stop between park & ride/transit center and freeway, except where it just makes sense to make local stops Local tails only to supplement low-level of local service or where no local service exists Higher service levels than minimum in order to match market demand 10

  11. C. Local Route Strategies Local or community service available within: ½ mile of areas of 4,000 persons/sq mile 1 mile of areas of 2,500 persons/sq mile Hourly service 6a to 10p Half-hourly service when hourly demand exceed 20 passengers Fixed route/fixed stop locations 10p 6a 11

  12. C. Local Route Strategies Earlier/later hours when projected hourly demand exceeds 75% of route average Routes designed to operate as directly as possible with minimal deviation Deviate to avoid roads with no sidewalks when feasible alternative exists 12

  13. D. Community/Feeder/ Reverse-CommuteRoute Strategies Basic community routes: hourly 8a-4p Feeder routes: hourly 6a-8a and 4p-6p, later to meet last outbound express trip Reverse-Commute: 3 trips each direction in AM & PM Peak; 2nd/3rd shift as needed 6a 8a 4p 6p 13

  14. D. Community/Feeder/ Reverse-Commute Route Strategies Operate fixed route in peak period, flex route off-peak period Routing optimized for key destinations 14

  15. E. Express Trunk/Transitway Route Strategies Hourly 6a-10p bi-directional More frequent based on demand Very direct routings, stopping primarily or exclusively at transit stations and transitway stops 10p 6a 15

  16. Deficiency Analysis

  17. Deficiency Analysis

  18. Deficiencies Noted • - Too few trips on 478 and 479 (Rosemount Park & Ride and 157th Street Station) • - Too few trips on 484 Eagan/ St. Paul • - Excessive trips on 464, but need for non-stop service • - Inadequate service span on 421, 440, 446 • - Inadequate Sunday service-longer span, add 441 • - Excess capacity on 460 and 472 • - Indirect routings of 440 and 445

  19. 2011-12 ImplementationPrincipals $ - Minimize financial impactdue to severely constrained resources - Re-allocate existing buses and operating funding to fund improvements - Solve most pressing problems from Near-Term list - Enhance Reverse-Commute services based on review of travel patterns and partner needs - Implement Cedar & I-35W BRT (some new resources available)

  20. 2013-14 Implementation Principals Assume some new resources to solve “more expensive” existing problems Implement Federally funded service expansions Rosemount-Minneapolis expansion Rosemount/Eagan-St. Paul I-35W BRT elements Improve Cedar Grove Express service $

  21. Next Steps • Perform “Service Availability Analysis” in 2011 • Refer to Finance Committee for detailed review of cost impacts • Adopt final strategies and list of recommendations for next two years 21

More Related