More Jobs, More Economic Development & Less Traffic Click to edit Master title style Click to edit Master title style Click to edit Master title style Implementing Jacksonville Transportation Authority’s Route Optimization Initiative Click to edit Master text styles Click to edit Master text styles CLICK TO EDIT MASTER TITLE STYLE CLICK TO EDIT MASTER TITLE STYLE Robert del Rosario Service Development and Planning September 29, 2015 9/25/2015 9/25/2015 1 1 9/25/2015 1 29 1 1
Background Click to edit Master title style • Jacksonville Transportation Authority (JTA) was established in 1955 • 45 bus routes • Daily Ridership – 43,386 • Fleet Size – 279 buses Click to edit Master text styles • Service Area CLICK TO EDIT MASTER TITLE STYLE – Size – 432 Square Miles – Population – 827,481 9/25/2015 2 30 2
Route Optimization Initiative (ROI) Click to edit Master title style • Similar to AC Transit’s Service Expansion Plan and other initiatives and equivalent to a Comprehensive Operations Analysis • Existing Conditions – Transit investment per capital on par with peers – Ridership productivity measures Click to edit Master text styles well below peers CLICK TO EDIT MASTER TITLE STYLE • New System from Scratch – Established a framework – Built new routes – Designed new schedules 9/25/2015 3 31 3
ROI Program Click to edit Master title style • Removed 30 percent of bus stops to reduce travel time between stops • Installed 128 new ADA compliant stops • Increased the number of routes with 30-minute frequency from 2 to 20 • Installed 10 routes with 15-minute frequency, a first in JTA’s Click to edit Master text styles history • Doubled routes operating after 11 p.m. from 11 to 22 CLICK TO EDIT MASTER TITLE STYLE • Increased routes operating after midnight from 3 to 16 • Sped up weekend service to run more frequently 9/25/2015 4 32 4
ROI Program (Continued) Click to edit Master title style • Increased route supervision, system branding, safety and security and adopted new protocol for naming routes • Adopted a new, more professional dress code for operators • Installed nearly 2,900 new bus stop signs • Implemented the Real-Time Passenger Information system- wide Click to edit Master text styles • Installed more than 200 community shuttle map Kiosks CLICK TO EDIT MASTER TITLE STYLE • Solidified concept of teamwork among JTA staff 9/25/2015 5 33 5
ROI Program (Continued) Click to edit Master title style Click to edit Master text styles CLICK TO EDIT MASTER TITLE STYLE 9/25/2015 6 34 6
Implementation Strategy Click to edit Master title style • Total plan period lasted 18 months • Became top priority for the CEO with top-down buy-in into the plan • Outreach included Board and Executive Team Click to edit Master text styles • Phase-in gradually or CLICK TO EDIT MASTER TITLE STYLE implement at one time? • 94-day Implementation Plan after Board Approval 9/25/2015 7 35 7
Implementation Plan Click to edit Master title style • New Bus Stop Signs • Brought back retired operations team members for training Trainers included all – demographics • Coordination with law enforcement to monitor service where there was expanded span of service Constant messaging • Click to edit Master text styles • Improved Image – Increased route supervision CLICK TO EDIT MASTER TITLE STYLE – Branding More intuitive route names – – More professional dress code for operators – Teamwork concept 9/25/2015 8 36 8
Click to edit Master title style Click to edit Master text styles CLICK TO EDIT MASTER TITLE STYLE 9/25/2015 9 37 9
Click to edit Master title style Click to edit Master text styles CLICK TO EDIT MASTER TITLE STYLE 9/25/2015 10 38 10
Lessons Learned Click to edit Master title style • Think Big. Be Bold. Be Courageous • Prepare for Push Back from Customers & Stakeholders • Position Your Team • Make Operators & Supervisors Click to edit Master text styles a Key Resource • Commit to Marketing, CLICK TO EDIT MASTER TITLE STYLE Outreach & Education • Sweat the Small Stuff 9/25/2015 11 39 11
Implementation Considerations for Click to edit Master title style the Service Expansion Plan • Phased Implementation – Operational Constraints – Financial Limitations • Estimated 100 days between Board Approval in December and implementation in March • Internal and External Communications Plan Click to edit Master text styles • All-hands Approach CLICK TO EDIT MASTER TITLE STYLE • Additional Assistance – Pole Crew – Street Team 9/25/2015 12 40 12
Route Optimization Initiative N e w S y s t e m . N e w R o u t e s . N e w W a y . Case study 121 W. Forsyth Street, Suite 200 121 W. Forsyth Street, Suite 200 Jacksonville, Florida 32202 Jacksonville, Florida 32202 Offjce: (904) 630.3190 Offjce: (904) 630.3190 www.jtafma.com www.jtafma.com Board of Directors Retreat The ROI Case Study was strategically developed and designed by: September 30, 2015 Jones Worley Communications www.jonesworley.com Agenda Item 2C
abstRact the century, was built largely around auto-oriented The Jacksonville Transportation Authority (JTA) was development. Low-density suburban development, established in 1955 as the Jacksonville Expressway coupled with dispersed employment centers, had Authority. It offjcially became the JTA in 1971, when major consequences: a struggling downtown, the expressway authority merged with several private increasingly congested roadways with few options bus companies. From the onset, the JTA has played for expansion, and an ineffective transit system that a critical role in Jacksonville’s growth and economic prevented disadvantaged residents in lower income development. Jacksonville, named after America’s areas from accessing jobs. 7th U.S. president, Andrew Jackson, has the largest population in Florida. The city also has the largest land The years of economic recovery offered a unique mass in the country with a total of 874 square miles. opportunity to cities like Jacksonville. The boom The JTA builds roads and bridges and provides public in information technology captured the minds of a transit to a vast area of more than 500 neighborhoods new generation of Millennials less interested in auto that includes Downtown Jacksonville, the Northside, ownership and more interested in living in an active Westside, and Southside communities, and the city with cool urban neighborhoods and access to Jacksonville Beaches. While the military is the largest public transportation options. employer in Jacksonville contributing about $6 billion Cities began to increasingly see public transit as a key annually to the economy, the Port of Jacksonville and economic development strategy. Jacksonville had four Fortune 500 companies are also major economic to change to compete, but 21st Century commuting contributors of jobs and dollars to the region. Add to patterns and lifestyles strained an aging system. that backdrop the tourism industry and institutions of Long, circuitous routes and lengthy waits for a bus higher learning such as the University of North Florida, of up to an hour or 90 minutes would not attract Jacksonville University, Edward Waters College and new riders and certainly would not be attractive to a Florida State College at Jacksonville. younger generation of potential riders. By the late 2000s, as cities throughout America began Under the leadership of a new CEO, JTA took a to regain their footing after the worst recession in major step forward in developing a world class transit modern history, the potential for the JTA to take system by implementing the Route Optimization public transportation to the next level, attract new Initiative (ROI) in December 2014. It was an Route Optimization Initiative customers, and improve the experience for existing ambitious and courageous undertaking by a transit ones was ripe. Jacksonville, like many southern authority of any scope or size in North America. cities that saw rapid growth during the last half of CASE STUDY table of contents 1 abstract 2 situation overview 3 the Perfect storm 4 breaking Down silos 6 the anatomy of the RoI 8 action Jaxsons 10 launch Day Playbook 12 Mission accomplished 13 lessons learned 1
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