03-14-07
Contact: Paul Griffo
Telephone: (202) 366-4064
A dozen public transportation providers who have successfully put into place practical ways to boost their ridership numbers were recognized earlier this week by the nation’s top federal transit official.
Federal Transit Administrator James S. Simpson on Monday presented the “Success in Enhancing Ridership Award” to 12 winners from around the country who successfully added at least five percent more passengers per year over a two year period.
“In the public transportation business, the idea that ‘if you build it, they will come,’ will only take you so far,” Simpson said. “Some will come on their own, but the rest must be convinced that it’s in their best interest to use mass transit. These transit agencies have done some great convincing.”
The awards recognized transit providers who tried fresh approaches to boost their ridership between 2003 and 2005. The timeframe allowed enough time to put the new strategy into practice and then measure its effects. In addition to netting more passengers, the new technique must have the potential to be successfully transferred to other transit systems.
The Federal Transit Administration (FTA) selected the winners from 34 transit providers that submitted applications. Innovations included creative advertising campaigns, fare discounts, and sensible adjustment of routes to capture a greater number of passengers. Winners were divided into four population categories, ranging in under 50,000 to more than a million.
“Increasing ridership continues to be a key strategic goal for the FTA,” Simpson said. “Obviously, it’s a goal that is shared by these 12 outstanding transit agencies.”
Simpson presented the awards at the American Public Transportation Association’s annual legislative conference in Washington, D.C.
2007 FTA Ridership Award Winners
Three awards were given in each of the four population categories. The winners are:
Under 50,000 in population
River Cities Public Transit, Pierre, South Dakota
River Cities almost quadrupled its ridership from January 2003 to January 2005 by making changes in all aspects of its operations, including the provision of Head Start and after school service, job shuttles, 24/7 service, and service to the Indian Reservation.
Black Hawk Transportation Authority, Black Hawk, Colorado
BHTA almost doubled its ridership from May 2004 to May 2005. They upgraded and improved service quality and operations which included upgrading rolling stock, adding "real time" bus arrival information, new bus wraps, signs, exhibits, and brochures; and merging service with Central City.
City of Durango Transit, Durango, Colorado
The city of Durango increased its ridership by 25.6 percent from June 2004 to June 2005. They prepared a combination marketing and route improvement plan which improved service; introduced a new logo, new signage, and bus paint scheme; and introduced new biodiesel buses.
50,000 to 200,000 in population
Transit Services of Frederick County, Frederick, Maryland
Transit Services of Frederick County increased its ridership by 46 percent from November 2003 to November 2005, as a result of service expansions and improvements. This included introduction of peak hour service on several connector bus routes to reduce headways from 60 minutes to 30 minutes during morning and evening rush hours.
Hill Country Transit District, San Saba, Texas
Hill Country Transit District increased its ridership by one-third from 2003 to 2005. They modified routes to capture passenger service demands in the eastern and southern quadrants and installed passenger shelters paid for by businesses along the routes.
Portage Area Regional Transportation, Kent, Ohio
PARTA increased its ridership by 31 percent from June 2004 to June 2005. PARTA partnered with Kent State University to provide public transportation services to the students and employees of the university. Previously, Kent State and PARTA ran separate services.
200,000 to 1 million in population
Community Transit, Everett, Washington
In 2003, Community Transit introduced its largest service change ever, resulting in increased ridership of 15 percent over two years. Frequency of service was increased from every 30 to 60 minutes to every 15 to 20 minutes. Transfer wait times were reduced to only 5 to 10 minutes. Several routes were linked to eliminate transfers and to provide direct service to popular locations.
Lehigh and Northampton Transportation Authority, Allentown, Pennsylvania
LANTA increased its ridership by 12 percent from July 2003 to July 2005. LANTA offered discounts to regular riders and eliminated the half-fare charge for people with disabilities. These changes increased ridership on Metro buses and reduced ridership and costs on the Metro paratransit service.
Fort Worth Transportation Authority, Fort Worth, Texas
Fort Worth increased its ridership by 11 percent from October 2004 to October 2005. The T developed a campaign to target "choice" commuters by capitalizing on rising fuel prices and high total commuting costs that made transit an affordable alternative to driving alone to work They developed a humorous series of advertisements dramatizing the desperate acts commuters would take to save money on their commute.
Over 1 million in population
Sound Transit, Seattle, Washington
Sound Transit increased its ridership by almost one-third from 2003 to 2005. Among other things, they reduced travel time and provided more frequent service during peak periods on some express routes, added early morning service to capture shift workers at the airport, added special commuter rail service for sports and entertainment events, and expanded commuter rail service.
Peninsula Corridor Joint Powers Board, San Carlos, California
Caltrain increased its ridership by almost 23 percent from June 2004 to June 2005. Caltrain introduced “Baby Bullet” service to travel from San Jose to San Francisco in under an hour. This saved passengers more than 30 minutes and was faster than driving during commute hours.
Greater Cleveland Regional Transit Authority (RTA), Cleveland, Ohio
RTA increased its ridership by 13 percent from April 2005 to December 2005. It capitalized on high gasoline prices by using radio, exterior bus advertising, outdoor billboards, and print advertising. It outfitted a fare card machine with an image of a gas pump and dispensed free farecards in downtown areas.
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