Regional Transit Coordination Plan_Service Coordination Study Summary Report (September 2004)

Regional Transportation Authority Regional Transit Coordination Plan (RTCP) Service Coordination Study Summary Report, September 2004 Regional Transportation Authority of Northeastern Illinois (RTA) 175 W Jackson, Suite 1550 Chicago, IL 60604 www.rtachicago.org Prepared by the RTA with assistance from Booz Allen Hamilton, Inc Summary Report TABLE OF CONTENTS EXECUTIVE SUMMARY ES-1 CHAPTER : INTRODUCTION 1-1 CHAPTER : IDENTIFICATION OF MAJOR ACTIVITY CENTERS AND QUANTIFICATION OF ASSOCIATED TRAVEL MARKETS 2-1 2.1 Definition of Major Concentrations of Activity 2-1 2.1.1 Introduction 2-1 2.1.2 Criteria for Activity Center Selection 2-1 2.1.3 Data Sources 2-2 2.1.4 Development of the List of Major Activity Centers 2-5 2.1.5 Summary 2-20 2.2 Analysis of Travel Market Patterns 2-22 2.2.1 Regional Travel Model Data 2-22 2.2.2 Methods Used 2-23 2.2.3 Consideration of Minority and Low Income Populations 2-25 2.2.4 Results 2-29 CHAPTER : EVALUATION OF EXISTING TRANSIT SERVICE 3-1 3.1 Classification of Travel Markets by Quality of Transit Service 3-1 3.1.1 Introduction and Methodology 3-1 3.1.2 Resources 3-2 3.1.3 Results 3-3 3.2 Supplementary Evaluation of Transit Services 3-6 CHAPTER : DEFINITION OF TRANSIT IMPROVEMENTS FOR SELECTED MARKETS .4-1 4.1 4.2 4.3 Introduction 4-1 Description and Exploration of Service Improvements 4-1 Detailed Analysis of Transit Service to Specific Travel Markets 4-6 CHAPTER : EVALUATION AND RECOMMENDATION OF COST-EFFECTIVE IMPROVEMENTS 5-1 5.1 Evaluation of Ridership Impacts 5-1 5.1.1 Identification of Itinerary Characteristics 5-1 5.1.2 Selection of Itineraries 5-2 5.1.3 Application of Service Improvements 5-4 5.1.4 Ridership and Incremental Revenue Estimation 5-9 5.2 Estimation of Cost Impacts 5-14 5.2.1 Data Update 5-14 5.2.2 Model Recalibration and Adjustments 5-15 5.2.3 Model Theory and Structure 5-17 5.2.4 Cost Impacts of Service Adjustments 5-21 Regional Transit Coordination Plan Service Coordination Study Summary Report 5.3 Identification of Cost Effective Improvements 5-25 CHAPTER : FINANCING SERVICE IMPROVEMENTS 6-1 6.1 Existing Funding System 6-1 6.2 The Need for Cost Allocation / Shared Funding 6-2 6.2.1 Examples of Shared Funding Arrangements 6-3 6.2.2 Potential Benefits of Cost Allocation/Shared Funding Arrangements 6-4 6.3 Desirable Characteristics of a Shared Funding Mechanism 6-5 6.4 Structure of a Cost Allocation / Shared Funding System 6-6 6.4.1 Duration of Funding 6-6 6.4.2 Funding Program Type 6-7 6.4.3 Structural Options for Cost Allocation / Shared Funding 6-11 6.5 Parameters for Implementing a Cost Allocation / Shared Funding System 6-12 6.5.1 Sources of Funding 6-12 6.5.2 Basis for Distribution of Funding (for Funding Transfer Programs) 6-13 6.5.3 Basis for Funding Disbursement (for Grant Programs) 6-16 6.6 Summary of Considerations for Shared Funding Programs 6-19 CHAPTER : MAJOR FINDINGS .7-1 BIBLIOGRAPHY B-1 This Summary Report has been excerpted from the Regional Transit Coordination Plan: Service Coordination Study Final Report, prepared for the Regional Transportation Authority by Booz Allen Hamilton Inc., May 2003 Regional Transit Coordination Plan Service Coordination Study Summary Report EXECUTIVE SUMMARY The Regional Transportation Authority (RTA) has conducted a Service Coordination Study as part of the Regional Transit Coordination Plan (RTCP) The RTCP is a multiyear program of studies aimed at enhancing regional mobility by facilitating seamless travel on public transportation between the region’s three service boards – the Chicago Transit Authority (CTA, operating city buses and rapid transit lines), Metra (commuter rail), and Pace (suburban bus) Exhibit ES.1 shows the overall structure of the RTCP Exhibit ES.1 Regional Transit Coordination Plan Framework Management Management Plan Plan RTA, RTA, CTA, CTA, Metra, Metra, Pace Pace Public Public Involvement Involvement & & Focus Focus Groups Groups Market Market Identification Identification & & Sensitivity Sensitivity Analysis Analysis Physical Physical Coordination Coordination Study Study Service Service Coordination Coordination Study Study Fare Fare Coordination Coordination Study Study Information Information Coordination Coordination Study Study Systems Systems Analysis Analysis Policy Policy Recommendation Recommendation Implementation Implementation Plan(s) Plan(s) Since its inception in December 1999, the RTCP has been addressing the four principal elements of regional transit coordination – information coordination, physical coordination, service coordination, and fare coordination (see the Bibliography at the end of this report for additional reading) The purpose of the Service Coordination component is to evaluate ways to facilitate travel on transit between all parts of the region, with a particular focus on trips that Regional Transportation Authority Service Coordination Study ES-1 Summary Report may require interagency travel The analysis began by identifying major regional activity centers – the “demand” side of the equation The next step was to document the total amount of travel that these activity centers generate (not just transit travel) Transit service to and from these centers was then assessed by evaluating the “supply” of service in prominent markets Finally, the study estimated the cost-effectiveness of possible operating changes that would incrementally improve service coordination, using the existing transit network The primary consideration in selecting activity centers was the number of people traveling to these centers, but care was taken to ensure a variety of types of locations, so that the largest city and suburban employment sites were included, along with important retail, cultural/recreational, educational, medical, and industrial concentrations Sites were selected to ensure a geographic distribution throughout various parts of the region in the city and suburbs alike The major activity centers selected for analysis are listed in Exhibit ES.2 These regional destinations represent a variety of trip purposes, and they are places where people want to go or need to go, by transit or by other modes, depending on the availability of service Exhibit ES.2 Regional Activity Centers Downtown Chicago (Loop) North Michigan Avenue University of Illinois at Chicago / West Loop Westside Medical Center Museum Campus / Soldier Field O’Hare Airport / Rosemont Hyde Park / University of Chicago Ford Chicago Assembly Plant Evanston / Northwestern University Lake-Cook Road Corridor Schaumburg / Northwest Corridor Loyola Medical Center / Maywood Great Lakes Naval Training Center Oak Brook / East-West Corridor Joliet A 44-zone travel analysis model was used to quantify existing levels of trip-making to the activity centers listed in Exhibit ES.2 Exhibit ES.3 shows the zones used in this model The line separating zones through 17 from zones 18 through 26 distinguishes, in very general terms, the core service areas of CTA and Pace from one another (Metra serves areas both within and beyond this dividing line, and its commuter rail lines are shown in Exhibit ES.3.) Regional Transportation Authority Service Coordination Study ES-2 Summary Report Exhibit ES.3 Map of 44 Travel Zones Regional Transportation Authority Service Coordination Study ES-3 Summary Report For each of the fifteen activity centers analyzed, a zone was identified to represent that activity center, using the 44 zones from the travel analysis model Four or five travel markets were identified for each activity center Two origin zones were chosen on the basis of having particularly high shares of people traveling to the destination zone containing the activity center As expected, those origin zones were usually close to the destinations In order to include travel markets involving lengthier commutes, the remaining origins were chosen from those zones on the other side of the inner/outer dividing line shown in Exhibit ES.3 This ensured the inclusion of suburban commuting for urban activity centers, and of reverse commuting from the city to activity centers located in the suburbs The resulting process identified 64 travel markets, each consisting of a different pair of zones (one for the origin, the other for the destination) Transit service to and from the regional activity centers was then assessed by examining the “supply” of service in these prominent markets The transit service for each market was rated based on frequency and directness of existing routes between a sample of specific origins and destinations The transit service ratings range from to 4; with “1” representing direct and frequent service, “2” representing direct service with a transfer, “3” representing circuitous service with multiple transfers, and “4” representing a lack of transit service at the origin or destination Exhibit ES.4 shows the classifications of transit service used for this study Exhibit ES.4 Classifications of Transit Services Transit Service Condition No of Transfers Required or Circuitous or infrequent service with multiple transfers No transit service at the origin end and/or the destination end Description of Services Involved Direct and frequent service Direct service with a transfer In general, the existing transit system is extensive and well-connected, especially for travel to and from downtown Chicago However, other major regional activity centers such as the Schaumburg and Oak Brook areas are not so well served by transit, despite high demand for total travel In other words, the “supply” does not match the “demand” in some cases Thirty-one of the 64 travel markets were found to have poor transfers, many transfers, high travel times, or some combination of these factors indicating that there was considerable room for improvement For these travel markets, the study analyzed the service characteristics of the specific transit links making up representative transit travel itineraries for the relevant zone combinations Of these, 23 travel markets were Regional Transportation Authority Service Coordination Study ES-4 Summary Report identified as involving interagency travel itineraries, and were further examined for potential improvement measures that might be taken (The other eight travel markets without interagency travel itineraries were not analyzed at the same level of depth.) For these 23 travel markets involving interagency travel under less than optimum transit service conditions, the study identified possible operating changes to improve service using the existing transit network Such tactical improvements could involve either adjusting the schedule or frequency of existing services, or adjusting the routing or stop locations on existing bus routes or rail lines Limited additions of local collector/distributor bus routes were also considered where necessary These potential service improvements were evaluated for cost-effectiveness by comparing incremental service costs with additional ridership and revenue that could be expected due to the change Exhibit ES.5 shows annual cost and revenue estimates for potential service improvements related to specific origin-destination pairs, reflecting the range of adjustments under consideration Exhibit ES.5 Cost/Revenue Evaluation of Potential Service Improvements Origin Destination Woodfield Mall O’Hare Airport UIC Evanston Lake-Cook Road Evergreen Park Highwood Evanston Edgewater Lake-Cook Road Loyola Med Center Soldier Field Annual Cost $247,000 Annual Revenue $25,000 $311,000 $19,000 Negligible $9,000 $538,000 $17,000 $25,000 $5,000 $238,000 $3,000 $1,000 $16,000 $91,000 $23,000 Washington Heights Garfield Park Adjust bus schedule Increase bus frequency Add stop to schedule Add bus runs $168,000 $1,000 $832,000 $2,000 Jefferson Park Increase rail frequency Add bus runs $247,000 $24,000 Austin Kensington Ford Plant Great Lakes Type of Improvement Increase bus frequency Increase bus frequency Add stop to schedule Extend bus route Add limited shuttle Add bus runs Cook Co Hospital Oak Brook Mall Midway Airport Joliet Woodfield Mall Regional Transportation Authority Negligible $106,000 Service Coordination Study ES-5 C.33.44.55.54.78.65.5.43.22.2.4 22.Tai lieu Luan 66.55.77.99 van Luan an.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.22 Do an.Tai lieu Luan van Luan an Do an.Tai lieu Luan van Luan an Do an Summary Report Based on the limited analysis conducted for such potential service improvements, it appears that the only adjustments that clearly exceed the 50% recovery ratio target are those that entail little or no cost, such as adding a stop or minor schedule changes The other targeted improvements all involve adding service in one form or another, and are unlikely to be cost-effective (at least for the service board adding the service) The incremental costs of these service additions are all substantially greater than the anticipated revenue increase from these markets Some other adjustments that might be cost-effective, when the entire transit trip is considered, would weigh more heavily on a single service board Such service improvements might thus require a cost and/or revenue sharing arrangement in order for the change to occur Various cost/revenue sharing arrangements exist between the service boards, but with limited application and scope The evaluation of potential service coordination improvements examined only those trips between certain origin-destination pairs In practice, service adjustments aimed at improving service for some trips are likely to impact other trips, some positively and some negatively Thus, a demonstration program consisting of these various and targeted service improvements could be considered in order to better judge which types of improvements warrant further application throughout the region Regional Transportation Authority Service Coordination Study ES-6 Stt.010.Mssv.BKD002ac.email.ninhd 77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77t@edu.gmail.com.vn.bkc19134.hmu.edu.vn.Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn.bkc19134.hmu.edu.vn C.33.44.55.54.78.65.5.43.22.2.4 22.Tai lieu Luan 66.55.77.99 van Luan an.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.22 Do an.Tai lieu Luan van Luan an Do an.Tai lieu Luan van Luan an Do an Summary Report CHAPTER 1: INTRODUCTION The objective of the Regional Transportation Authority’s Service Coordination Study is to investigate ways to improve connectivity among transit services operating in the Northeastern Illinois region of Cook, DuPage, Kane, Lake, McHenry, and Will Counties Transit service in the region is operated by three service boards, all overseen by the Regional Transportation Authority (RTA): ƒ ƒ ƒ Chicago Transit Authority (CTA), operating both bus and rail services, primarily in and around the City of Chicago Metra, operating commuter rail services Pace, operating bus services primarily in the outer areas of Cook County and within the other suburban counties Combined, these services cover more than 3,700 square miles in the six county metropolitan area, serving more than 590 million trips in 2000 This study addresses service coordination, which is one of four aspects of interagency transit coordination being advanced by the Regional Transit Coordination Plan (RTCP) Parallel efforts, undertaken in other studies, explore physical coordination, information coordination, and fare coordination Exhibit 1-1 shows the framework for RTCP activities This study builds on previous work in the market identification phase of the RTCP, as discussed in the Location Study Final Report.1 The Location Study focused on describing the transit system and the extent to which the services operated by the three service boards are connected The Location Study developed a comprehensive survey of transfer locations and the demand for transfers at these locations In addition, the Location Study summarized statistics for each transfer location identified including the number of operators, modes, routes, frequency of service, periods of operation of service, and number of daily transfers between service boards Regional Transit Coordination Plan: Location Study, July 2001 In Regional Transit Coordination Plan, Interim Progress Report, Regional Transportation Authority, October 2001 Regional Transportation Authority Service Coordination Study 1-1 Stt.010.Mssv.BKD002ac.email.ninhd 77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77t@edu.gmail.com.vn.bkc19134.hmu.edu.vn.Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn.bkc19134.hmu.edu.vn C.33.44.55.54.78.65.5.43.22.2.4 22.Tai lieu Luan 66.55.77.99 van Luan an.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.22 Do an.Tai lieu Luan van Luan an Do an.Tai lieu Luan van Luan an Do an Summary Report implemented independent of each other, and the operator of the feeder service is not able to meet cost recover standards The service is not likely to be introduced Exhibit 6.11 – Hypothetical Example Illustrating the Impacts of Various Funding Exchange Systems on a Hypothetical Example Feeder Route Cost Recovery Ratio of Incremental Service Change Trunk Route Funding Transfer from Trunk Increm Cost Revenue Required Cost Revenue Required Service to Feeder Increase Increase Subsidy Increase Increase Subsidy Existing – No Coordination SHARED COSTS SHARED REVENUE REVENUE WEIGHTED BY COST SHARES Feeder Trunk $ 9,000 $ 3,014 $ 5,986 $ 4,000 $ 3,900 $ 100 $- 33% 98% $ 6,500 $ 9,000 $ 3,014 $ 3,457 $ 3,486 $ 5,543 $ 6,500 $ 4,000 $ 3,900 $ 3,457 $ 2,600 $ 543 $ 2,500 $ 443 46% 38% 60% 86% $ 9,000 $ 4,787 $ 4,213 $ 4,000 $ 2,127 $ 1,873 $ 1,773 53% 53% The practical issues associated with implementing any of these funding allocation schemes must be considered One primary issue relates to the difficulty of estimating the actual costs of service improvements Calculating the incremental cost due to a specific service improvement requires that a cost model be calibrated and approved by all participating service boards It also requires that the inputs to this model be calculated as well Calculations of cost are, therefore, complex and often cumbersome A second major issue is the difficulty of distinguishing between those impacts due to incremental service improvements and those due to other causes So many different variables affect cost and ridership that it is difficult to determine precisely how many vehicle miles, vehicle hours, or new riders are attributable to a specific change in service, making it difficult to calculate a true incremental cost or revenue This makes effective and accurate data measurement techniques very important A third issue is budgetary fluctuation Budget planners rely on consistent trends, consistent revenues, and consistent costs in order to develop their plans A funding allocation scheme that resulted in significant fluctuations in funding transfers would be difficult to plan for Fourth, it is difficult to predict the impact of a proposed service change in advance with much accuracy For these reasons, existing agreements among the service boards have typically focused on funding allocation schemes that are based on revenue and ridership, even if the impact of such agreements is less pronounced than funding allocation schemes that involve some measurement of cost Data on revenue and ridership are collected and payments are made at the end of a particular period Regional Transportation Authority Service Coordination Study 6-15 Stt.010.Mssv.BKD002ac.email.ninhd 77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77t@edu.gmail.com.vn.bkc19134.hmu.edu.vn.Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn.bkc19134.hmu.edu.vn C.33.44.55.54.78.65.5.43.22.2.4 22.Tai lieu Luan 66.55.77.99 van Luan an.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.22 Do an.Tai lieu Luan van Luan an Do an.Tai lieu Luan van Luan an Do an Summary Report 6.5.3 Basis for Funding Disbursement (for Grant Programs) For grant programs, a third party funding entity, most likely the RTA, would allocate grants or specified amounts of funding based on the specific characteristics of the service being proposed The RTA grant contributions may be based on the allocation factors presented in Exhibit 6.12 – net incremental subsidy, net incremental costs, net incremental ridership, net incremental vehicle hours, or net incremental vehicle miles With each of these alternatives, the RTA and its stakeholders would establish an application process for awarding grants to fund proposed service improvements that would enhance interagency transit connections Following the establishment of such a procedure, the RTA would then invite applications for service proposals A service board, a combination of service boards, or one or more service boards in cooperation with other entities, would be free to apply The RTA would evaluate the proposed services, and allocate funding either by rank or shared among all projects meeting requirements Decisions would be based on a predetermined average rate (per vehicle mile, per vehicle hour, or per new rider), or on calculations of net costs or net incremental subsidy derived from estimates of vehicle miles, vehicle hours, or whatever determining elements may have been established Post -award audits would confirm that grant amounts were appropriately allocated Adjustments in the grant amounts could be made at that point, if needed Exhibit 6.12 – Potential Allocation Methods for Particular Service Improvements ALLOCATION ALTERNATIVE NET INCREMENTAL SUBSIDY – (Service Boards would be funded essentially the same as currently, while the funding required for specific lines would not count against cost recovery) DATA REQUIREMENTS Cost Data (baseline vehicle miles and hours, incremental vehicle miles, incremental vehicle hours) Baseline ridership on all affected legs of a trip Revenue data (incremental ridership, average fare) STRENGTHS Reflects actual need Regional Transportation Authority WEAKNESSES Requires significant data collection Requires separate accounting of incremental revenue (by run or by line) Relies on a detailed and reliable cost model for accurate calculation in cost due to incremental service changes Service Coordination Study 6-16 Stt.010.Mssv.BKD002ac.email.ninhd 77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77t@edu.gmail.com.vn.bkc19134.hmu.edu.vn.Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn.bkc19134.hmu.edu.vn C.33.44.55.54.78.65.5.43.22.2.4 22.Tai lieu Luan 66.55.77.99 van Luan an.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.22 Do an.Tai lieu Luan van Luan an Do an.Tai lieu Luan van Luan an Do an Summary Report ALLOCATION ALTERNATIVE NET INCREMENTAL COSTS DATA REQUIREMENTS Baseline vehicle miles and hours Incremental vehicle miles, incremental vehicle hours NET INCREMENTAL RIDERSHIP Baseline and incremental riders Reflects the number of persons who are attracted to a specific improvement Data are easily collected and audited NET INCREMENTAL PASSENGER MILES TRAVELED Baseline and incremental passenger miles Reflects the amount of benefit as the amount of patrons attracted to the new service and the increase in distance traveled NET INCREMENTAL VEHICLE MILES Baseline and incremental vehicle miles Data are easily collected and audited STRENGTHS Data are easily collected and auditable Short-term capital costs can be accounted Regional Transportation Authority WEAKNESSES Requires consensus on a cost model Requires consensus on use of incremental versus fully allocated costs May be unable to capture small service changes (e.g., schedule adjustments) Relies on a detailed and reliable cost model for accurate calculation in cost due to incremental service changes New riders can be influenced by other factors such as marketing, or fare discounts Results in a less significant reallocation of resources (all affected segments of a trip have identical ridership gains) Difficult to calculate because causes of increased ridership hard to attribute New riders can be influenced by other factors such as marketing, or fare discounts Does not reflect relative cost burdens (possibly to the disbenefit of short services) Data on passenger miles are difficult to calculate to a high level of accuracy Does not account for schedule adjustments May create incentives for wasteful operation (moving vehicles rather than passengers) Relies on a detailed and reliable cost model for accurate calculation of cost due to incremental service changes Service Coordination Study 6-17 Stt.010.Mssv.BKD002ac.email.ninhd 77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77t@edu.gmail.com.vn.bkc19134.hmu.edu.vn.Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn.bkc19134.hmu.edu.vn C.33.44.55.54.78.65.5.43.22.2.4 22.Tai lieu Luan 66.55.77.99 van Luan an.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.22 Do an.Tai lieu Luan van Luan an Do an.Tai lieu Luan van Luan an Do an Summary Report ALLOCATION ALTERNATIVE NET INCREMENTAL VEHICLE HOURS DATA REQUIREMENTS Baseline and incremental vehicle hours STRENGTHS Data are easily collected and audited WEAKNESSES May create incentives for wasteful operation (moving vehicles rather than passengers) Relies on a detailed and reliable cost model for accurate calculation in cost due to incremental service changes Exhibit 6.13 provides a graphic summary of the strengths and weaknesses of each of the various grant program alternatives This illustration suggests there is a tradeoff between accuracy of calculation and reflection of actual need (or service provided) Exhibit 6.13 –Summary of Strengths and Weaknesses of Potential Funding Disbursement Schemes for Grant Programs Calculation Ease Accuracy of Calculation Reflects Actual Need for Funding € ~ ~  z z € ~ ~ € z z z ~ €  € € Net Incremental Subsidy Net Incremental Costs Net Incremental Ridership Net Incremental passenger Miles Net Vehicle Miles (an input to cost) Net Vehicle Hours (an input to cost) { Low  LowMedium € Medium Regional Transportation Authority ~ MediumHigh z High Service Coordination Study 6-18 Stt.010.Mssv.BKD002ac.email.ninhd 77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77t@edu.gmail.com.vn.bkc19134.hmu.edu.vn.Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn.bkc19134.hmu.edu.vn C.33.44.55.54.78.65.5.43.22.2.4 22.Tai lieu Luan 66.55.77.99 van Luan an.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.22 Do an.Tai lieu Luan van Luan an Do an.Tai lieu Luan van Luan an Do an Summary Report 6.6 Summary of Considerations for Shared Funding Programs Any new method to promote service innovation or to develop solutions to close service gaps for interagency transit trips will require some changes to the current method of funding transit operations in the Chicago region These are the main concepts presented in this chapter: • The existing funding system has no explicit incentive to encourage service coordination Funds are distributed by pre-determined formulas directly to service boards based on revenues generated within specific jurisdictions Budgets and operations planning for each service board are self contained • The region already has several agreements for shared funding to support service coordination The success of a sustainable service arrangement depends on a shared sense of mutual benefit on the part of the service boards involved The existing service agreements emphasize stable funding sources, simplicity, and transparency in implementation • There are four major options for a cost allocation system – a demonstration grant program, a demonstration funding transfer program, a long term grant program, and a long-term funding transfer program The most commonly implemented shared funding arrangements are demonstration grant programs and long-term funding transfer programs • There are several methods for allocating costs or sharing funding, including sharing revenue, sharing costs, and covering net subsidies Within the spectrum of methods, there is a tradeoff between simplicity and transparency on the one hand, and exact and accurate adherence to stated goals on the other Transit agencies have typically implemented solutions that require simple calculations and use data that can be commonly agreed upon or are easily audited For example, many programs use ridership as the basis for determining amounts for shared funding Stakeholders should consider what characteristics of a funding mechanism are most important, and should then select and implement a shared funding system that both supports effective transit service planning and reflects the stakeholders’ shared values Regional Transportation Authority Service Coordination Study 6-19 Stt.010.Mssv.BKD002ac.email.ninhd 77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77t@edu.gmail.com.vn.bkc19134.hmu.edu.vn.Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn.bkc19134.hmu.edu.vn C.33.44.55.54.78.65.5.43.22.2.4 22.Tai lieu Luan 66.55.77.99 van Luan an.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.22 Do an.Tai lieu Luan van Luan an Do an.Tai lieu Luan van Luan an Do an Summary Report CHAPTER 7: MAJOR FINDINGS The Service Coordination Study has explored ways to improve the connectivity of the transit system to better serve travel patterns throughout the Chicago metropolitan area This study makes demand-driven analyses of travel patterns in the metropolitan area, and of the effectiveness of the transit system in serving those markets Several major findings follow from this exploration of travel markets, analysis of service improvements, and processes to promote service coordination Fifteen activity centers were identified throughout the six-county Chicago metropolitan area on the basis of concentrations of employment, social services, and regional attractions, and considerations of geographic distribution Exhibit 7.1 – Recommended List of Major Activity Centers based on Total Employment, Social Services, and Regional Attractions Location Downtown Chicago North Michigan Avenue / Navy Pier Museum Campus / Soldier Field Westside Medical Center University of Chicago / Hyde Park/Museum of Science and Industry O’Hare International Airport / Rosemont Lake-Cook Road area Schaumburg – Woodfield Oak Brook area West Loop / UIC Downtown Evanston (including Evanston hospitals) VA Medical Center – North Chicago Loyola Medical Center / Hines VA Hospital Joliet Ford Plant (130th and Torrence) X Inclusion based on Social Services X Inclusion based on Regional Attractions X X X X Major Service Provider(s) Inclusion based on Total Employment CTA, Metra CTA CTA, Metra Inclusion based on Additional Input X CTA X X X CTA, Metra X CTA, Pace X X Metra, Pace Pace Pace CTA X X X X X X X CTA, Metra, Pace X Metra, Pace X Pace X Pace, Metra X CTA / Pace X Once these zones were identified, areas were identified within the region with a high propensity for travel to these activity centers, involving transit trips that require more Regional Transportation Authority Service Coordination Study 7-1 Stt.010.Mssv.BKD002ac.email.ninhd 77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77t@edu.gmail.com.vn.bkc19134.hmu.edu.vn.Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn.bkc19134.hmu.edu.vn C.33.44.55.54.78.65.5.43.22.2.4 22.Tai lieu Luan 66.55.77.99 van Luan an.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.22 Do an.Tai lieu Luan van Luan an Do an.Tai lieu Luan van Luan an Do an Summary Report than one service board The origins and destinations of these transit trips were established through a travel analysis model using a system of zones organized around the major downtown-oriented radial corridors of the Chicago area transit network (Exhibit 7.2) Exhibit 7.3 lists those travel analysis zones with a high propensity to travel to the various activity centers Each of these zone combinations was then classified according to a rating system (Exhibit 7.4) that determined the attractiveness of the transit service involved in serving a trip between the origin and destination zone This rating system accounted for the number of transfers and the nature of the services serving that particular travel market (i.e., that particular combination of zones) Regional Transportation Authority Service Coordination Study 7-2 Stt.010.Mssv.BKD002ac.email.ninhd 77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77t@edu.gmail.com.vn.bkc19134.hmu.edu.vn.Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn.bkc19134.hmu.edu.vn C.33.44.55.54.78.65.5.43.22.2.4 22.Tai lieu Luan 66.55.77.99 van Luan an.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.22 Do an.Tai lieu Luan van Luan an Do an.Tai lieu Luan van Luan an Do an Summary Report Exhibit 7.2 Map of 44 Travel Zones Regional Transportation Authority Service Coordination Study 7-3 Stt.010.Mssv.BKD002ac.email.ninhd 77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77t@edu.gmail.com.vn.bkc19134.hmu.edu.vn.Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn.bkc19134.hmu.edu.vn C.33.44.55.54.78.65.5.43.22.2.4 22.Tai lieu Luan 66.55.77.99 van Luan an.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.22 Do an.Tai lieu Luan van Luan an Do an.Tai lieu Luan van Luan an Do an Summary Report Exhibit 7.3: Summary of the Prominent Regional Travel Patterns Identified Major Activity Centers 10 11 12 13 14 15 Downtown Chicago (Loop) North Michigan Avenue/ Streeterville/River North/Navy Pier Museum Campus / Soldier Field/McCormick Place West Loop / UIC Westside Medical Center University of Chicago/Hyde Park/ Museum of Science and Industry Evanston / Northwestern University O’Hare / Rosemont Lake-Cook Road Area Schaumburg – Woodfield Oak Brook Area / I-88 corridor (Downers Grove, Lisle, Naperville) Great Lakes Naval Training Center/ VA Medical Center- North Chicago Loyola Medical Center/Hines VA Hospital- Maywood Joliet Ford Plant (130th and Torrence) Primary Zone (Additional Zones) (2) Regional Transportation Authority Prominent Origin Zones Selected Zones Adjacent Zones Not to Destination Adjacent to Zone Destination Zone 6, 26, 25 5, 26, 18, 25 16, 26, 25 (7) 6, 4, 8, 9, 26, 18 26, 25 16 26, 8, 15, 25 18 20 28 29 19, 9, 27, 10, 28 19, 11, 29 37, 29 30, 28 9, 10 11, 32 33, 41 13, 14 36 37, 27 9, 11 22 23, 21, 13, 14 42 26 33, 34 17, 35, 25, 16 8, 15 Service Coordination Study 7-4 Stt.010.Mssv.BKD002ac.email.ninhd 77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77t@edu.gmail.com.vn.bkc19134.hmu.edu.vn.Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn.bkc19134.hmu.edu.vn C.33.44.55.54.78.65.5.43.22.2.4 22.Tai lieu Luan 66.55.77.99 van Luan an.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.22 Do an.Tai lieu Luan van Luan an Do an.Tai lieu Luan van Luan an Do an Summary Report Exhibit 7.4: Classifications of Transit Services Transit Service Condition Subcondition No of Transfers Required 2-1A 2-1B 2-1C 2-2A 2-2B 2-2C 2-2D 1 2 2 Descriptions of Services Involved Direct and frequent transit service already exists and is serving the market A mainline or trunk transfer connection between origin and destination pairs is required Both services are mainline trunks (both rail with high frequency or rail with high frequency bus) One mainline trunk service, one feeder Two local or feeder routes Two mainline trunk services and one feeder (local route) Feeder, Mainline, Feeder Mainline, Feeder, Local Local Lines Transit services currently connect both the origin to the transit network or the destination to the transit network but the routes/schedules are too circuitous or inconvenient to be feasible The existing transit network does not adequately serve the origin, destination, or both The zone combinations included a wide variety of transit condition classifications Exhibit 7.5 shows how the travel markets were distributed by transit service condition Exhibit 7.5: Summary of Designated Transit Conditions Transit Service Condition Sub-condition Number of Travel Markets 2-1A 2-1B 2-1C 2-2A 2-2B 2-2C 2-2D - 49 16 14 64 Total Thirty-one of those travel markets (Exhibit 7.6), including those with poor transfers, those with many transfers, and those with high travel times, were then analyzed further for the service characteristics of the specific transit links making up representative transit travel itineraries for the relevant zone combinations Regional Transportation Authority Service Coordination Study 7-5 Stt.010.Mssv.BKD002ac.email.ninhd 77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77t@edu.gmail.com.vn.bkc19134.hmu.edu.vn.Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn.bkc19134.hmu.edu.vn C.33.44.55.54.78.65.5.43.22.2.4 22.Tai lieu Luan 66.55.77.99 van Luan an.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.22 Do an.Tai lieu Luan van Luan an Do an.Tai lieu Luan van Luan an Do an Summary Report Exhibit 7.6 – 31 Travel Markets in First Stage of Transit Improvement Analysis Travel Market (OD) No 3.4 4.5 5.5 6.4 7.2 7.4 8.2 8.3 8.4 9.1 9.2 9.3 9.4 10.1 10.3 11.1 11.5 12.1 12.2 12.3 12.4 13.1 13.2 13.3 13.4 14.1 14.2 14.3 14.4 15.2 15.3 Major Activity Center (Destination) Museum Campus UIC / West Loop Westside Medical Center University of Chicago O’Hare / Rosemont O’Hare / Rosemont Lake-Cook Road Area Lake-Cook Road Area Lake-Cook Road Area Schaumburg – Woodfield Schaumburg – Woodfield Schaumburg – Woodfield Schaumburg – Woodfield Oak Brook Area / I-88 corridor Oak Brook Area / I-88 corridor Evanston / Northwestern University Evanston / Northwestern University Naval Training Center Naval Training Center Naval Training Center Naval Training Center Loyola Med./Hines VA Hosp./Maywood Loyola Med./Hines VA Hosp./Maywood Loyola Med./Hines VA Hosp./Maywood Loyola Med./Hines VA Hosp./Maywood Joliet Joliet Joliet Joliet Ford Plant (130th and Torrence) Ford Plant (130th and Torrence) Origin Zone 26 18 25 25 19 29 29 10 30 28 11 33 13 19 28 37 27 11 23 21 13 14 33 34 15 35 25 Destination Zone 16 20 20 28 28 28 29 29 29 29 32 32 18 18 36 36 36 36 22 22 22 22 42 42 42 42 26 26 For each of these 31 travel markets, all potential transit links connecting the origin zone and the destination were identified Characteristics of transit trips were calculated for each transit itinerary (wait time, each link time, internal transfer wait times, total travel time) For each of the travel markets, one or two itineraries were selected as representative itineraries The 23 of these 31 travel markets that have representative itineraries involving more than one service board were matched with potential service improvements (Exhibit 7.7) Regional Transportation Authority Service Coordination Study 7-6 Stt.010.Mssv.BKD002ac.email.ninhd 77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77t@edu.gmail.com.vn.bkc19134.hmu.edu.vn.Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn.bkc19134.hmu.edu.vn Stt.010.Mssv.BKD002ac.email.ninhd 77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77t@edu.gmail.com.vn.bkc19134.hmu.edu.vn.Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn.bkc19134.hmu.edu.vn Major Activity Center (Destination) Museum Campus UIC / West Loop Westside Medical Center University of Chicago O’Hare / Rosemont O’Hare / Rosemont Lake-Cook Road Area Lake-Cook Road Area Schaumburg – Woodfield Schaumburg – Woodfield Oak Brook Area / I-88 corridor Evanston / Northwestern University Naval Training Center Naval Training Center Naval Training Center Loyola Med./Hines VA Hosp./Maywood Loyola Med./Hines VA Hosp./Maywood Loyola Med./Hines VA Hosp./Maywood Loyola Med./Hines VA Hosp./Maywood Joliet Joliet Joliet Ford Plant (130th and Torrence) Regional Transportation Authority OD No 3.4 4.5 5.5 6.4 7.2 7.4 8.3 8.4 9.3 9.4 10.3 11.5 12.2 12.3 12.4 13.1 13.2 13.3 13.4 14.2 14.3 14.4 15.3 Origin Dest Zone Zone 26 18 25 25 16 19 20 29 20 28 10 28 11 29 29 13 32 28 18 27 36 36 11 36 23 22 21 22 13 22 14 22 34 42 42 15 42 25 26 7-7 Service Coordination Study Establish Ltd.-Stop Add Stop Extend Establish Improve Lengthen Services on at Transfer or Deviate Strategic Establish Improve Modify Service Service Transfer New Physical Existing Location on Existing Freq Spans Feeders Connection Schedules Routes Trunk Line Service Points X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X Exhibit 7.7 – Summary of Improvement Strategies to be Considered for Travel Markets with Interagency Transfers (23) Summary Report C.33.44.55.54.78.65.5.43.22.2.4 22.Tai lieu Luan 66.55.77.99 van Luan an.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.22 Do an.Tai lieu Luan van Luan an Do an.Tai lieu Luan van Luan an Do an C.33.44.55.54.78.65.5.43.22.2.4 22.Tai lieu Luan 66.55.77.99 van Luan an.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.22 Do an.Tai lieu Luan van Luan an Do an.Tai lieu Luan van Luan an Do an Summary Report One specific service improvement was then chosen on the basis of offering the greatest reduction in travel time The cost of each service improvement was calculated by estimating cost inputs (peak vehicles, vehicle miles, vehicle hours) and running an Operating and Maintenance Cost Model originally developed for the RTA with these inputs Ridership was estimated by determining the impact on travel time of the service improvements, and by applying service elasticities to the transit markets (i.e., by determining how attractive the various time savings would be to potential customers) The revenue associated with the proposed service improvement was calculated by multiplying the number of new riders by the average fare for the service involved A summary of estimated costs and revenues is presented in Exhibit 7.8 Upon examination of service improvements, a few techniques emerged as viable and cost-effective service improvements – addition of stops on express line-haul services, and increases in frequency for short bus route segments The investigation of other types of transit improvements showed that the interagency transit network service design met most of the existing transit needs There were few significant untapped markets not already served with the cost-effective level of transit service Additional service improvements may therefore require external funding to foster new transit markets Regional Transportation Authority Service Coordination Study 7-8 Stt.010.Mssv.BKD002ac.email.ninhd 77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77t@edu.gmail.com.vn.bkc19134.hmu.edu.vn.Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn.bkc19134.hmu.edu.vn 19 29 11 13 28 27 11 13 14 15 35 25 341 454 555 722 741 742 836 841 931 942 3.4 4.5 5.5 7.2 7.4 7.4 8.3 8.4 9.3 9.4 10.3 1031 11.5 1151 12.2 1221 12.3 1231 12.4 1241 13.3 1331 13.4 1341 14.3 1431 14.4 1442 15.3 1532 15.3 1534 Stt.010.Mssv.BKD002ac.email.ninhd 77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77t@edu.gmail.com.vn.bkc19134.hmu.edu.vn.Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn.bkc19134.hmu.edu.vn 26 26 42 42 22 22 36 36 36 18 32 29 29 28 28 20 20 20 Dest Zone 832,000 Increase frequency of outbound Metra Rock Island trains Extend CTA 34 7-9 538,000 538,000 832,000 Increase frequency of outbound Metra Rock Island trains Extend CTA 34 1,300 189,300 16,600 Add short contracted shuttle from Great Lakes station to meet UP-N Train 305 Delay runs of Pace 308 by minutes Increase freq of Pace 322 to 1st / Cermak 16,600 Add short contracted shuttle from Great Lakes station to meet UP-N Train 305 255,000 255,000 638,000 638,000 1,300 90,700 800 800 800 Negligible Negligible 16,600 69,700 168,300 Add runs to Pace 747 and delay 1st run Add stop at Glenview for MD-N runs in the morning (2110, 2114, 2118) Add short contracted shuttle from Great Lakes station to meet UP-N Train 305 98,900 98,900 246,800 246,800 Negligible 89,800 237,700 Negligible 98,900 105,600 67,900 Negligible 113,300 34,000 246,800 302,800 215,800 Negligible 310,500 91,000 Service Coordination Study 1,900 24,700 2,100 1,600 15,700 60,400 2,100 2,100 5,100 8,500 900 24,200 10,200 6,400 2,800 25,100 20,500 15,400 106,100 18,500 22,900 Estimated Annual Total Estimated Annual Incremental Cost if Revenue Gain from Service Implementation Requires Improvement for Specified No Additional Vehicles ($) Travel Market (O-D Pair) ($) Add Pace 600 in reverse direction Add Pace 600 in reverse direction Double frequency of Pace 600 Add new runs on Pace 626 (10 headway) Add stop at Ravenswood for UP-N Train 309 Double frequency of Pace 220 Increase freq of Pace 226 Add stop at 103rd / Washington Hts express runs Service Improvement Increase freq of CTA 12 between Roosevelt Station and Museum Campus Increase freq of Pace 208 Regional Transportation Authority 10 29 25 18 26 Itin Origin No Zone OD No Estimated Annual Incremental Cost of General Strategy ($) Exhibit 7.8 – Estimated Costs and Revenue Gains for Identified Transit Service Improvements Summary Report C.33.44.55.54.78.65.5.43.22.2.4 22.Tai lieu Luan 66.55.77.99 van Luan an.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.22 Do an.Tai lieu Luan van Luan an Do an.Tai lieu Luan van Luan an Do an C.33.44.55.54.78.65.5.43.22.2.4 22.Tai lieu Luan 66.55.77.99 van Luan an.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.22 Do an.Tai lieu Luan van Luan an Do an.Tai lieu Luan van Luan an Do an Stt.010.Mssv.BKD002ac.email.ninhd 77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77t@edu.gmail.com.vn.bkc19134.hmu.edu.vn.Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn.bkc19134.hmu.edu.vn