R2002-31 ADOPTING COMPREHENSIVE CHANGES IN THE OPERATIONS OF THE TRANSIT SYSTEM

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PROPOSED COMPREHENSIVE CHANGES IN THE OPERATIONS OF THE DECATUR PUBLIC TRANSIT SYSTEM BACKGROUND The Decatur Public Transit System is proposing comprehensive changes in the operations of the fixed route bus system. Change was found to be needed because of several problems found with the bus system, including that the routes and schedules haven't been updated in almost 10 years. The schedule and route map published in 1993 is almost identical to the one that is in use today. The routes, the schedules, the hours of operations and the fares are all nearly identical. Other problems are found in complaints received, such as that buses don't serve all of the major employers (the Firestone plant); that the buses don't start running early enough in the morning to get people to work on time; or that the buses stop running too early in the evening so some people aren't able to take the bus home at night. Another indicator of a problem is that ridership has leveled off or even dropped from previous years. The system isn't attracting new riders or even keeping the riders it once had. In 2000, the Transit System hired the consulting firm, the Corradino Group, to examine every aspect of our fixed-route bus service, looking for ways to improve the system, including routes, schedules, fares, hours and days of operation, number of buses, etc. The consultant study was intended as a comprehensive review of the operations of the transit system: 1. To collect detailed data on all facets of the present fixed-route transit system; 2. To assess public opinion regarding the level of service now provided; 3. To measure the unmet demand for fixed route transit service; 4. To measure the effect that the current fare structure has on ridership; 5. To identify and evaluate internal operational deficiencies; 6. To determine the appropriate service area, routes, number of vehicles in service, days and hours of service, fares, etc.; and 7. To recommend the optimum transit system to meet the needs of the public, while staying within the established financial and political limitations. During the year long study, the consultants gathered information and public opinion through a variety of ineans, such as on-board surveys, passenger counts, meetings with local service agencies, and public hearings. Based on that information and on detailed information gathered by the consultants on the routes and schedules now in place, the Corradino Group developed three alternatives, with cost estimates. The first alternative(A) was nearly identical to the present route system, but with slight route and schedule changes. The second alternative (B) is also similar to the present route system, but has several significant route changes, particularly the replacement of large loops with bi-directional service on a main street. The third alternative (C) was a radical departure from the present system, shifting service froin buses to shuttle vans to serve the outlying areas. All of the alternatives included extending evening hours to 9:00 pm. After further public hearings and review of these three alternatives, the consultants selected as their final recommendation Alternative B. Their completed study and recommendations are contained in their final report, dated September, 2001.