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<br />I <br /> <br />. Metro Transit <br /> <br />I. <br />I <br />I <br />I <br />I <br />I <br />I <br />I <br />I. <br />I <br />I <br />I <br />I <br />I <br />I <br />-- <br />I <br />I <br /> <br />Sectors 1 and 2 Restructuring Study <br />Volume II: Service Plan <br /> <br />Maximum stop spacing encourages passengers to gather in larger numbers at fewer stops. A bus <br />stopping for two able-bodied passengers takes very little longer than stopping for one, so stops <br />with more passengers mean a faster operation for everyone. <br /> <br />While few agencies follow Metro Transit in putting stops every block, there is some debate in the <br />industry about two-block vs. three-block spacing. Where the surrounding street pattern is a grid, <br />the case for three-block spacing goes like this: Most passengers using the service arrive on the <br />bus line on one of the intersecting streets. With two-block stop spacing, they are then at most one <br />block from the stop - in fact, they are one block from two stops, one in each direction. But of <br />course, a passenger doesn't need two stops. With three block spacing, everyone arriving on an <br />intersecting street is still at most one block from one bus stop. Since three-block spacing requires <br />1/3 fewer stops per mile than two-block spacing, the resuiting time savings can be substantial. <br />Exceptions may need to be made in dense business districts where many trips are originating <br />along the arterial itse~, but even there, stops should never be less than 600 feet apart <br /> <br />Finally, stop spacing strikes many people as so mundane that it is often treated as a detail to be <br />left to the operational department that installs bus stops. In fact, though, stop spacing requires a <br />carefully thought-out policy that is then implemented consistently throughout the system. While <br />this plan has not assumed running time savings due to respacing of stops, those savings could be <br />substantial, exceeding 10% on the busiest local corridors at the busiest times of day. Like most of <br />the other strategies discussed here, the greatest bEmefit will be achieved in the busiest areas, and <br />for this reason, the downtowns and the Primary lines should be the first priority in any stop- <br />respacing program. <br /> <br />Rear Door Alighting <br /> <br />Many transit agencies include in their rider education materials and onboard signs the simple <br />message: "Please exit out the rear door, so people can board through the front." Seniors and <br />disabled persons are often unwilling or unable to use the rear door, but many able bodied people <br />exit out the front without thinking. The typical resuit is that the rear door, which can be used only <br />for alighting, is idle even as passengers are still boarding at the front. This lengthens the dwell <br />time at the stop unnecessarily. <br /> <br />Of course, rear-door alighting is only relevant on busy lines and at busy stops. It would be absurd <br />to prohibit front-door alighting systemwide, because if nobody is boarding at the stop then rear- <br />door alighting saves no time. However, a more aggressive campaign encouraging rear-door <br />alighting, including an announcement from the driver when approaching a stop where people are <br />waiting to board, can make a difference in the dwell time of busy lines. As with any other attempt <br />to affect passenger behavior, the messages about rear-door alighting should clearly explain why <br />Metro Transit asks its passengers to exit out the rear, rather than simply stating it as a rule. <br /> <br />Protections from Traffic Delay <br /> <br />A wide variety of tools are available to protect transit from traffic delay. The following tools are the <br />most common, listed in order from lowest cost and benefit to highest cost and benefit Cost in this' <br />case is not necessarily money; oiten, the cost takes the form of a negative impact on single- <br />occupant traffic that must be tolerated to optimize transit speed. <br /> <br />Nelson Wygaard Consulting <br /> <br />7-3 <br /> <br />November 2, 1999 <br />