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CHAPTER VMOBILITY AND INNOVATION IN NEW YORK STATE PUBLIC TRANSPORTATION

1. INTRODUCTION

The mobility ofNew York’s residents,businesses andvisitors depends on three major infrastructure systems.These systems include rails, highways and bridges;vehicles such as automobiles, trucks and buses that usethe physical infrastructure to convey people to theirdestinations; and information about both theinfrastructure and the use of those systems by vehicles.The last system in this equation is becoming extremelyimportant as people respond to the faster pace of life inthe early 21st century. Public Transportation Agencies,which use all three of these ways to move people inNew York State, is meeting the challenge of attractingnew riders as well as keeping current ones by improvingtheir services, marketing the benefits of public transit,and offering a wider array of solutions to how peoplemove in the State.

This ongoing evolution of new operating practicesdepends on innovative funding, innovative services,both on the road and through information services, andsupportive actions that help make the connectionbetween transit and the places of interest the publicneeds to access. While the actual built infrastructuredoesn’tchange that often, access to it and the wayservices are bundled with information does.

The traveling public has an increasing degree of choicein their travel options. Population and employmentdestinations are becoming more dispersed. Travelincreasingly involves multiple stops for daycare,shopping, medical appointments, etc. The autonomyoffered by the automobile is very attractive, even incongested areas. This is particularly true where theabsence of transfer facilities and pedestrian facilitiespresents an obstacle to accessing transit service.Increasing public expectations for customer service,current and accurate service information, and door todoor convenience present challenges to the traditionalmodel of urban public transit.

Policy mandates and expectations, such as providingaccess to the elderly and disabled, access toemployment opportunities for former welfare recipients,and congestion reduction in areas that are in non-attainment of federal air quality standards additionallyrequire transit operators to stretch scarce resources andtest new service types in non-traditional markets. Theseefforts to meet important policy goals often compete for

funding with the need to provide a guaranteed level oftraditional transit service.

Providing a baseline of traditional service, includingfixed route, commuter, student, elderly, disabled andcommunity mobility, and operating these policy-drivenservices makes the introduction of new and innovativeservices difficult. Sustaining an ongoing financialcommitment to new services is also challenging, asridership is typically low at the beginning of a newservice, growing over time as the public becomes awareof service availability and reliability.

This chapter presents examples of different types ofmobility projects initiated throughout the state.Expanding personal mobility within a region can take onmany forms. The combination of services that arenecessary to provide a product that moves people is asvaried as the communities in the state. Upstate, with theurban areas offering suburban real estate with easycommute times have resulted in an expanded service arearequirement for public transit systems. Relatively lowerparking costs in downtown areas where real estate is notin high demand has offered steep competition to thetraditional wheel and spoke transit service. Rural areasface a completely different set of issues with dispersedpopulation and services that are often spread out. Ruralpopulation densities make it difficult to provide adequatetraditional service at a reasonable cost in outlying upstateNewYork counties. Downstate transit, on the other hand,flourishes with the attraction of downtown Manhattan asa focus for many commuters. In addition, the density ofthe landscape limits auto flexibility, making transit aviable choice for many trip purposes. These factors, plusthe well-developed transit infrastructure, have allowedtransit to play a major role in a variety of trip purposesin the downstate areas. These varied issues across theState force public transportation agencies into new andvaried service plans.

Despite this array of challenges, NewYorkState’stransitoperators, in cooperation with local municipalities andthe NYSDOT, have endeavored to respond to changingmarkets and expectations with innovative new services,supportive investments and customer convenienceinitiatives. These initiatives are helping to sustain andenhance the viability of transit as an important traveloption for New Yorkers.

This Chapter describes the range of initiatives that

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represent the response of NewYork’stransit operatorsto the changing demands of the evolving transit marketand highlights some of the trends in 2003. The twobroad categories of transit industry response describedare:

• New and innovative transit services andfunding, including urban and suburbanmobility, rural and statewide Welfare-to-Work services, human service coordination,and;

• Transit supportive actions taken by publictransit operators, with the support of theNYSDOT, such as customer-orientedIntelligent Transportation Systems (ITS),innovative fare policies, and pedestrian,bicycle and intermodal facility investmentsthat are improving the customer environmentof transit.

2. INNOVATIVE FUNDING AND MOBILITYPROJECTS:

This section describes initiatives around the state thatmaximize the existing infrastructure, add appropriateservice vehicles at useful times, and provide thenecessary information in a useable and timely mannerto the traveling public. The following services areinnovative in that they serve non-traditional transitmarkets. Typically these services serve an area wherecompetition from the private automobile is very high.See Figure V-1 for a 5 year data review of many ofthese services.

2.1 STATEWIDE MOBILITY FUNDING

The Statewide Mass Transportation OperatingAssistance (STOA) Program, as noted earlier, is thepredominant source of operating subsidy for New YorkState transit services. However, supplemental fundinghas been crucial in underwriting many of these newer,non-traditional, services. Fund sources that have beenused to support these services include the following:

The Congestion Mitigation Air Quality (CMAQ)Program provides federal funding for surfacetransportation and other related projects that contributeto air quality improvements and reduce congestion.Transit operating expenses for services that furtherthese goals are eligible for CMAQ for a three-yeardemonstration period. In Long Island, $300,000 inCMAQ funds is made available annually for innovativemobility projects. The New York City and Lower

Hudson Valley Regional Transportation CoordinatingCommittees have similarly set aside CMAQ fundsannually for NYSDOT Regions to support travel demandmanagement activities or innovative transit services.

The Surface Transportation (STP) Program providesfederal funding for State and local projects on anyFederal-aid highway including the National HighwaySystem, bridge projects, on any Federal-Aid public road,transit capital projects, and public bus terminals andfacilities. NYSDOT has pioneered, with the“capitalcostofcontracting”concept, the use of STP funds to supportongoing operations of innovative transit services,following the completion of the three year demonstrationperiod of CMAQ eligibility.

The State Innovative Mobility Demonstration (IMD)Program, established through two State appropriationsin SFY 1993-94 and SFY 1994-95 totaling $1.5 million,supported up to two years of supplemental operatingfunding for innovative services that increase mobility byproviding viable alternatives to automobile travel.Thirteen projects were chosen for funding over the lifeof the appropriation, including a number of services thatcontinue to operate and are described later in thischapter.

Community Solutions for Transportation (CST)Program, formally Temporary Assistance for NeedyFamilies (TANF), Welfare-to-Work, is a StateDepartment of Labor program initiated in 1998 inresponse to the Welfare Reform Act of 1996, andbroadened in 2000. The program funds transportationservices to provide eligible persons with the means tosecure and maintain employment at locations previouslyinaccessible due to a lack of affordable transportation.NYSDOT administers the TANF/CST program incooperation with the State Department of Labor.Program dollars are generated by cost allocating servicesbased on the percentage of TANF eligible usage. Theprogram will fund up to 100% of the actual service costusing this method.

The Job Access and Reverse Commute (JARC)Program, established in TEA-21 and administered bythe FTA, funds new transportation services to supportthe transition from Welfare- to- Work. The vast majorityof program funds are Congressionally earmarked todesignated localities. New York State has received atotal of $11.5 million through 2002, and $3.17 millionin 2003 funding. JARC funded projects often use CSTfunding to fulfil JARC’s 50% match requirement.

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2.2 UPSTATE MOBILITY

Upstate transit service providers are faced with an ever-increasing service area while still serving the coredowntown central cities. Antiquated route structures,diminishing return for the transportation dollar due torising costs, and negative publicity associated withchanging or decreasing service often force systems toprovide services to areas that no longer warrant thelevel of service. It is a constant struggle to provide thepublic with the best possible coverage and route serviceand at the same time, maintain the most economicalroutes possible.

2.2.1 REGIONAL SERVICES

Most of the public transportation services in the upstatecounties are run by the counties or small cities and relyon the intercity bus network described in Chapter IV tomove people between major urban centers. However,the Transportation Authorities in each of the four majorurban areas face the challenge of regional services andeach works to address these issues through a variety ofprograms and tools.

CDTA Shuttle Program & Commuter Services:Recognizing that major employment growth in theCapital District has shifted to suburban areas, CDTAestablished a network of shuttle services.

The Shuttle Bug originally replaced a portion of atraditional fixed route with smaller vehicles in acirculator network that serves a large cluster ofemployment along Washington Avenue Extension inAlbany, extending west to Route 155. The Shuttle Bugservice has since been extended to Route 155/ NewKarner Road. The Shuttle Fly provides service alongthe Wolf Road commercial corridor and into the AlbanyInternational Airport, extending north to Route 7 inNiskayuna.

In Rensselaer County, the Shuttle Bee operates alongRoute 4, from RPI and Hudson Valley CommunityCollege. Ridership has shown consistent growth on allthree services as their identity has become establishedwith travelers in these areas.

There are a variety of rural and ex-urban commuter

services in the capital District that bring commuters todowntown’sand other central locations for work trips.These services reduce the Single Occupant Vehicles (SOV)on the road and reduce emissions. In 2003, with therecognition of Saratoga as an urban area, Upstate Transitbecame sponsored by CDTA for the Saratoga to AlbanyCommute to alleviate congestion on the I-87 NorthwayCorridor. Ridership continues at a significant pace.

RGRTA regional services serve the Authority in 5counties including the major urban center of MonroeCounty, and continues to provide services to bringcommuters to economic centers for working, shopping andmedical appointments. Coordination of these services withexisting suburban Monroe County routes makes theconnections that are necessary to move people andcommuters from outlying regions to the central city.

NFTA’sHUBLINK program has identified ways toimprove bringing people into the Buffalo area fromoutlying regions and has improved services along thesoutherntowns’corridors and from the growing areas eastof Buffalo in Clarence and Depew.

CNYRTA continues to provide service from suburbanareas to central cities service through the CENTRO ofCayuga and Oswego services. In addition, the serviceplanning study REMAP has provided strategies to improvesuburban to suburban routes and has identifiedimprovements to improve regional service.

2.2.2 EMPLOYMENT SERVICES

Several counties have programs in place that providetransportation services to low income riders foremployment purposes. There are various services which areavailable to meet the needs of employees as well as theemployers. Some of the options include guaranteed ridehome or after hours taxi service, shuttle buses. They arefurther explained below.

The Niagara Frontier Transit Authority, in cooperativeefforts with the Erie and Niagara County Departments ofSocial Services, has extended fixed route services insupport of low income employment needs. The Authorityalso initiated fixed route service linking several

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communities to its existing fixed service in both Erieand Niagara Counties. A separate program is providingdemand response Taxi service to low income homehealthcare workers. Additional funding is used toprovide transit passes to low income employees withinthe two counties.

In 2003, NFTA reestablished additional fixed routeservice in Lockport, Niagara County. Utilizing lowincome employment transportation funding, theauthority and local stakeholders revised the path of alow use fixed route to better serve students, elderly andemployment needs without increasing cost. The ProjectCoordinator, funded by Community Solutions forTransportation, spread the word about transportationoptions in Niagara County.

Working closely with the Erie County Department ofSocial Services, the Authority continued to receive CSTgrants throughout 2003. Monthly transit passdistribution to low income individuals attempting tomaintain employment has increased to over 1,000 permonth. Eligible NFTA pass recipients can use all transitservices at no charge within Erie and Niagara Counties.

The Capital District Transportation Authority hasinitiated a variety of services in support of low incomeemployees within its operating area. The servicesinclude new fixed routes, shuttle services, a guaranteedride home program, transit ambassadors and a transitpass program. The transit ambassadors work withineach County Department of Social Service (DSS) as adirect link between low income employees and transitopportunities. CDTA is providing new service toSaratoga County, in cooperation with the SaratogaCounty Department of Social Services. Modificationshave also been made to existing fixed route service toreach developing employment sites within the county.

Rochester-Genesee Regional TransportationAuthority enhanced their pass program in 2003 whichhas proven to be a successful venture. RGRTA makesbuying the passes easy as they have instituted a user-friendly website in 2003 where customers can purchasethe passes on line and have them sent directly to thecustomer residence. There are several types of passes,including daily, monthly and unlimited ride passes. Inaddition to the web pass program, RGRTA is alsoworking with Monroe County Department of SocialServices (MCDSS) and other local DSS agencies toprovide passes through the CST program funded byFederal TANF dollars. These programs are specificallytargeted at eligible DSS clients who are employed to

ease their transition into the work force.

Central New York Regional Transportation Authorityhas improved its use of technology to improve employmentservices by merging several functions under a mobilitymanagement center to service both the ADA populationand the Welfare-to-Work services in the Syracuse area.This center uses the dispatch services of the demandresponse system to improve the scheduling and billingservices to enhance efficiency. In addition to gettingclients into the bus system where feasible, CNYRTAprovides contracts with taxi and other contracted servicesto augment existing fixed route services to improvemobility.

Other Areas with the assistance of FY 2003 JARCfunding, Hornell Area Transit has added weekend serviceto its Hornell/Bath route initiated as a low incometransportation service. The new service has consistentlygained ridership since its initiation in 2001. Growth hasbeen achieved by a strong partnership with local humanservices organizations and by linking service with otherlocal transportation providers.

BC Transit in Broome County continues to provide 15route enhancements to improve employment transportation.In addition, they have added a Transportation Coordinatorwho works within the County Department of Social Serviceto strengthen the link between the local transportationprovider and human service staff and clients. Thiscoordination resulted in steady growth in the Transit Passprogram initiated in 2002 utilizing TANF/CST funding.

Sullivan County continues to provide a brokerage servicethrough its county transportation office. Service is providedby contracted public transit, county operated vehicles andtaxi service. All of the county’stransportation needs arereferred to the brokerage for scheduling. The brokeragefunds the trips either by contract with the requesting agencyor on a per trip basis.

Ulster Countycontinues to provide four rural transportationroutes initiated to provide work related transportation forthe public.

2.2.3 RURAL MOBILITY

Essex and Franklin Counties: In 2003, Franklin Countyplanned a second route in the northern portion of thecounty. The Malone vicinity was identified as a hub fornew service to be operated by the Franklin CountyAssociation of Senior Citizens through the local Office forAging. Thecounty’stransportation initiatives are centered

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around the Transportation Coordinator, mainly fundedthrough Welfare-to-Work funds. The coordinatormanages all transportation support activites offered bythe county. These include: fixed route and demandresponse public transit; taxi service when necessary; anauto loan program; assistance with insurance; licensing;registration and outreach to the community.

Essex County sponsored a trolley service in 2003 torelieve congestion and provide transportation to theOlympic Regional Development Authority (ORDA) andbus service from Lake Placid to Whiteface Mountain.The trolley service utilizes village parking lots as parkand ride locations for tourists and other visitors withbusinesses in the village.

Regional Intercity Service: Regional intercity busservice between the counties of Clinton, Franklin, St.Lawrence and Jefferson entered its first full year ofoperation in 2003. The service, supported by theGovernor’sOffice, Quality Communities Task Force,NYSDOT and New York State Department of Labor(NYSDOL), connects the rural communities along theRoute 11 corridor in the“NorthCountry”with the citiesof Plattsburgh and Watertown. Some of the ruralcommunities served by the route include Gouverneur,Canton, Potsdam, Malone, Chateauguay and Ellenburg.Two daily round trips between Plattsburgh andPotsdam/Canton and between Watertown andPotsdam/Canton are provided. The service connectswith local transit operations in Watertown andPlattsburgh, Greyhound/Trailways, and also serves theferry terminal and Amtrak station in Plattsburgh. As aresult of this bus route, residents of the communitiesserved have enhanced mobility options to get to work,school, medical appointments and recreationalopportunities.

Amsterdam Community Transit: In the Spring of2003, a consultant assisted in evaluating the City ofAmsterdam’stransit system. This evaluation resulted inrevamping routes to accommodate thepublic’sneed fortransit services. After the evaluation was complete, theCity TransitSystem had a “System GrandReopening”marketing initiative ceremony to jumpstart the newlyrevised route system. The transit system provided freerides for the day to get new and regular transit ridersaccustomed to the new routes. The marketing initiativewas a success. In the first week of operation, after thegrand reopening, ridership increased by 20% whilemiles decreased by 16%. The result was greaterefficiencies for the transit system.

Otsego County Transit: Otsego County underwent atransformation of its bus routes in 2003 in order to moreefficiently accommodate Medicaid and other demandresponse customers. In working with the State Departmentof Health, the local Department of Social Services and thelocal operator, Birnie Bus, the county was“zoned”to makemore feasible and flexible use of its services. Riders couldnow be accommodated by a more flexible system. It hasgreatly decreased the amount of single person or emptymile trips for that county.

2.3 DOWNSTATE MOBILITY

Downstate mobility is driven by very different factors thanupstate. It has a higher volume serving the regional natureof trips because of the commuting distances people maketo work. The infrastructure available to commuters allowsfor many more intermodal trips and connections to andfrom trains. This occurs through a variety of tools includingpark & rides, shuttles and commuter buses to get the ridersto their various transportation modes. Some of theseservices meet all criteria but are grouped in the followingsections by their predominant planning factors. Thebreadth of mobility services is outlined below.

2.3.1 REGIONAL SERVICES

Downstate regional services are driven by the largecommuting patterns to NYC and the suburban patterns ofdevelopment around the city as commuters move to lessexpensive housing costs but still need to commute to theemployment centers in NYC. The regional nature of theserequired services strain the traditional county-basedservices and also have different outcomes depending onwhich side of New York they are on. Therefore newcoordination activities are always evolving and are outlinedbelow.

Region 8

Route 9W Bus Service (Rockland to MidtownManhattan) - A CMAQ funded bus service operated byRed and Tan serves the Route 9W corridor from RocklandCounty to the W 41st Port Authority Bus Terminal.Previously, commuter bus service from this corridor wentonly to the George Washington Bridge Bus Terminal(GWBBT), from where commuters to midtown anddowntown had to take a long subway ride. In the secondyear of operation, ridership on the new route averaged 24+passengers per trip and was growing steadily. Further, theGWBBT service maintained a healthy ridership withsurvey results showing that a majority of new route

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InnovativeServiceRidershipTrends1998-2003

%Change AnnualizedService Market 1999 2000 2001 2002 2003 02to03 %ChangeTZExpress RocklandtoTarrytown/ WhitePlains 253,254 276,452 294,018 337,846 318,894 -5.6% 5.9%OWL OrangetoWestchesterLink 19,802 19,470 21,372 25,891 28,072 8.4% 9.1%LeprechaunBusService Poughkeepsie-WhitePlains 56,584 44,785 45,326 44,121 44,056 -0.1% -6.1%I-Bus Stamford -WhitePlains 76,275 89,905 102,908 101,499 105,960 4.4% 8.6%Route9WBusService OrangeCo. -MidtownManhattan 28,877 43,344 63,750 47.1%JFKFlyer Hempstead, NassauCountytoJFK 97,588 122,510 135,253 119,997 -100.0% -100.0%SuffolkCountyClipper Route110Corridor, Mellville 19,000 17,971 15,562 12,301 11,150 -9.4% -12.5%WoodburyShuttle WoodburytoWoodburyCRstation 28,792 30,263 36,194 35,653 42,499 19.2% 10.2%FarmingdaleShuttle FarmingdaletoFarmindaleCRstation 35,135 44,838 49,137 51,341 54,563 6.3% 11.6%PlatinumMileLoops WhitePlainsTransit Center toSuburbanOfficeParks 390,342 410,180 391,667 0.0% -100.0%CDTAShuttles(Bug, Fly, Bee) *ShuttleServices toEmployersandAirport 155,287 206,208 233,898 0.0% -100.0%GlenCove CirculatorwithintheCityofGlenCove 18,038 16,799 15,924 15,400 10,376 -32.6% -12.9%Commute-Train-Connection DutchessCountytoMetroNorthstations 50,699 49,431 47,641 40,659 35,278 -13.2% -8.7%Danbury-Brewster Shuttle FeederServicetoBrewsterMNRStation 20,843 26,955 35,157 41,871 49,191 17.5% 23.9%Newburgh-BeaconShuttle Route17KP&Rlot toCityofBeaconMNRStation 14,028 25,292 33,591 37,591 50,717 34.9% 37.9%Orange"MainLine"Trolley MiddletowntoWoodburyCommon 25,884 26,020 29,936 31,268 4.4%

*AdditionalRoutes(ShuttleFlyandShuttleBee)addedin1999

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passengers were not converts from the old route butSOV conversions or new commuters.

Danbury-Brewster Shuttle - This service, operated byHousatonic Area Regional Transit (HART) underseparate agreements with NYSDOT & ConnecticutDepartment of Transportation ConnDOT, serves the I-84/Route 6 corridor between three park & ride lots inthe NY/CT border area and the Metro-North Railroad(MNR) Station in Brewster, NY. Ridership has morethan doubled since the service began in late 1998. It hasgone from 20,000 passengers in 1999 to close to 50,000passengers in 2003. Most passengers are MNRcommuters to Grand Central, although a growingnumber of shuttle users are local travelers who aremaking shopping, medical, and local employment trips.MNR provides Unitickets and a NYSDOT-fundedGuaranteed Ride home Program.

Newburgh-Beacon Shuttle and Stewart AirportLink - This service is operated by Newburgh-BeaconBus Corp. under contract with NYSDOT. The servicebegan in 1997 as a bus shuttle between a 250 spacepark and ride lot in the town of Newburgh, OrangeCounty and MNR’sBeacon Train Station on theHudson line. The service appealed to commuters whocould not find parking at the Beacon station or werelooking for an alternative to the SOV trip to New YorkCity (NYC). During the 2003 reporting period, theservice was expanded to provide a link to StewartAirport in New Windsor. In addition, midday and late

evening service were added. Ridership to and from theairport has been disappointing but is growing slowly and anoverall newmarketing campaign is scheduled for late 2003.Ridership remains strong, averaging just under 200boardings per day.

Orange “MainLine”Trolley - This service is providedunder a joint NYSDOT/Orange County contract withHudson Transit Lines. The Trolley bus provides 5 roundtrips on weekdays and 2 round trips on each weekend daybetween the City of Middletown and the shopping complexat Woodbury Commons in the Town of Woodbury. TheTrolley bus service also provides 1 daily round tripbetween Middletown and Montgomery as well as 2 roundtrips on weekend days between Woodbury Commons andMetro-North's Harriman railroad station. This servicebegan as a CMAQ funded demonstration project.NYSDOT and Orange County have committed to ongoingfunding based on a steady ridership growth. Since itsinception in 2000, ridership has continually increasedthrough each year of service.

Region 10

Suffolk Clipper - This service, initiated in 1994, providesexpress reverse commute access to employmentdestinations in the Melville-Route 110 corridor. The LongIsland Expressway (I-495) HOV lane provides a travelsavings advantage to this service in competing with singleoccupant vehicle auto travel. The Clipper services use thePark and Ride lots at I-495 at Exits 58 and 63 and will be

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expanded to the Mastic/Shirley area. Purchasing of 10ticket swipe cards will soon be available, negating theneed for exact bills and coins. Ridership in 2003continued the decline since the inaugural year as thecompetition for SOV remains strong.

Glen Cove Commuter Bus Shuttle - This service,operated by the City of Glen Cove, provides shuttleservice to local employment locations and feeds theGlen Cove LIRR station. Ridership built steadily until1999 when it peaked.

MTA-Long Island Bus - In response to a request bythe Nassau County Department of Social Services,Long Island Bus has extended the weekday andweekend operating hours of an existing route servicingemployment sites in Nassau County. In addition, LongIsland Bus has initiated three new routes which createdservice links to the Hempstead Transit Center,providing improved access to employmentopportunities on Long Island and throughout the NewYork City Metropolitan area.

2.3.2 INTERMODAL SERVICES

Intermodal connections play a major role in thedownstate region. Agency coordination is the key torecognizing the demand and working out theoperational issues that are necessary to make theservices work efficiently. Additionally, the physicalconstraints at the commuter rail stations make busservices to the train an important service option. Moststations are served well by the local bus agencies. Newpatterns of commuting, however, have highlighted theneed for new services and variations on trunk line orshuttles depending on the range of commuters to thestation and the type of development around the stations.

Region 8

Dutchess County Commuter Train Connection -Dutchess County Transit provides rail feeder bus routesserving the Metro North Commuter Rail stations atPoughkeepsie, Beacon and New Hamburg. This servicehas experienced steady growth. Although part of theLOOP service, this feeder service to the rail mode isessential to giving commuters an option to getting outof their cars and making the commute through efficienttransfers.

Ridgefield-Katonah Shuttle - This is a new serviceoperated by Housatonic Area Regional Transit (HART)under separate contract with NYSDOT & ConnDOT.

Building on the success of the Danbury-Brewster Shuttle,beginning in April 2002, HART began providingtransportation to commuters along the Route 35 corridorbetween park & ride lots in Ridgefield, CT and the Metro-North Railroad Station in Katonah, NY. Using vehiclesprovided by ConnDOT, HART is currently providing 12trips per business day. Average ridership has grown toapproximately 100 boardings per day and service increasesare being considered for earlier in the morning as well asmidday. Unitickets from MNR and a NYSDOT guaranteedride home program are available.

Region 10

Woodbury Shuttle, N94 - MTA Long Island Bus beganoperating this Shuttle in January 1994, providing servicebetween the Hicksville LIRR station and the Crosswaysand Gateways Commercial parks. Funding assistance isprovided by MTA Long Island Railroad (LIRR) and LIBus to supplement STOA. Woodbury ridership in 2003soared to over 42,000, an increase of more than 19% from2002.

Farmingdale Shuttle, N95- This shuttle began operationsin 1991 providing service between the LIRR Farmingdalestation and the Route 110 corridor, serving SUNYFarmingdale, Newsday and other area businesses. Fundingassistance is provided by LIRR and LI Bus to supplementSTOA. Farmingdale ridership in 2003 rose to over 54,500,for a 6.3 percent increase.

2.3.3 EMPLOYMENT SERVICES

The NYMTC region identified gaps in service through ajoint planning process initiated in 2001 in response to therequirement to attain Welfare-to-Work transportationfinancing. In 2003, NYMTC and its members updated theplan to reflect changes in the economy, in part as a result ofthe increased security at major airports from the terroristattacks in 2001. Several new routes/services were addedduring the period operated by public and non-profitproviders. The new services are in or through Westchester,Nassau and Suffolk Counties and the five boroughs.Additionally, commuting patterns for employment in majorcenters like Manhattan and White Plains drive agencies toprovide regional services across traditional service borders.This often requires innovative funding to make it a reality.

The White Plains I-287 Employment Corridor - This isa major center of employment in the lower Hudson Valley.NYSDOT and a number of regional transit operators havedeveloped a group of express bus services fromsurrounding counties into White Plains. These services

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provide access to this large employment cluster as wellas to MetroNorth services, available at the WhitePlains Intermodal Transit Center. Funding has beenprovided from the STOA, IMD, CMAQ and STPprograms. In 2000 NYSDOT initiated the“capitalcostof contracting”concept in this corridor as the “I-287Bus WRAP,” linking these services together undercontract with NYSDOT. Services funded within the I-287 WRAP include the following:

• The Tappan Zee Express provides servicefrom various points in Rockland County toTarrytown and White Plains.

• The OWL (Orange to Westchester Link)provides service between Middletown andWhite Plains with intermediate stops inGoshen, Monroe, and Central Valley.

• Poughkeepsie to White Plains providesservice between Poughkeepsie and WhitePlains.

• I-Bus provides service that connects withMetro-North's New Haven and Harlem linesand the Westchester shuttle network in WhitePlains. ConnDot and NYSDOT contract withCT Transit to operate this service betweenStamford and White Plains. Vehicles wereprovided by ConnDot. Operating costs aresplit between the two states.

• White Plains Platinum Mile Loop Shuttles,run by Westchester County BeeLine, operatesa series of shuttles between downtown WhitePlains and several suburban office parks alongthe I-287 Corridor. Funding for these shuttlesincludes CMAQ, contributions from MTAMetroNorth Railroad (MNR), and significantlocal support from Westchester County.

Welfare-to-Work Activities - Several non-profitorganizations have received JARC funding and through2003, they continued to provide services for low-income job seekers and workers who needed the extraresources to continue to stay on the job. The PhippsFoundation provided transportation service information,and acted as a transportation ambassador for workersmoving off welfare. Their expertise working withindividuals enables workers to access the right servicesand continue their employment.

Project Renewal is funding a van service that operates

on a minimum rider philosophy to move homeless citywelfare recipients to work. The commute is mostly fromManhattan to New Jersey and recognizes the range of shifttimes necessary to continue the employment. SuffolkCounty United Veterans provides van services for vets whoare returning to the work force and do not have the abilityor opportunity to use the public routes. This service istailored to meet their needs to gain employment.

Westchester BeeLine, Nassau LIB and Suffolk CountyTransit continue to use JARC funding to lengthen routesschedules to meet shift times, to extend routes to meet newdevelopment, and to allow for employment based services.In 2003, the BeeLine service continued the extension ofRoute 7 to serve the employment corridor, and Long IslandBus continued their N8, N27 and N43 services.

2.3.4 FERRY SERVICE EXPANSION

Over the past decade there has been a major resurgence inthe use of ferries in New York State. In the New York Cityarea ferries carry approximately 125,000- 130,000 dailypassengers and in October 2003 reached a peak at131,500. The publicly operated Staten Island Ferry, thelongest established of these services with the 100 yearhistory of public operations, carries approximately 62,000passengers per day. Newer private operators, all of whichinitiated service after 1986, carried approximately 56,000-68,000 daily commuters. Most importantly, the ferryridership has grown over the last 10 years. For the firsttime since private ferries re-emerged in New York Cityharbor in 1986, its ridership surpassed the ridership of theStaten Island Ferry.

Ferry operations and ridership are largely dependant uponthe seasons, with summer seeing the highest ridership andwinter the lowest. This trend was especially noticeableduring the winter of 2003-04 when carriers had to canceldaily operations because of unusual harbor freezing.Obviously, ferries are still playing an important role in theNew York City harbor with reference to its irreplaceablerole during September 2001 and the blackout of August2003.

The dramatic increase in privately operated ferry ridershipoccurred after September 11, 2001. Ridership rose fromslightly over 35,000 daily passengers before September 11to almost 70,000 one year later and stayed at this levelduring 2003. The ferry provided important services to theareas effected by the September 11th loss in transportationnetwork such as: the destroyed PATH lines to lowerManhattan.

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Figure V-2 - Ferry Crossings in New York

Four companies (New York Waterway, Seastreak,Water Taxi at Liberty Landing Marina and NY WaterTaxi) currently provide daily commuter services fromtwenty-eight terminals: seven in Manhattan, fifteen inNew Jersey (four terminals in Monmouth County, NJ),three in Brooklyn, and one in Queens, Rockland Countyand Westchester County. Currently, the boat sizes ofthe ferry fleet around NYC harbor range from the 70+passengers on Liberty Water Taxi and New York WaterTaxi to the 6,000 passenger Barberi class of the StatenIsland Ferry. As of the summer of 2003, NYWW by faris the largest firm in the private ferry commuter market.NYWW ridership contains 92.2% of the total marketfollowed by 5.3% for Seastreak, 1.3% for LibertyWater Taxi and 1.2% for New York Water Taxi.

During the last ten years ferry services have expandedinto a range of new markets including commuterservices, tourism (excursions, events, recreations anddining cruises), and interstate connections. Excursionroutes have been created around the New York Cityarea to connect with popular tourist destinations (WestPoint, Tarrytown), shuttle services for special events(Yankee, Mets and West Point games) and seasonalrecreational activities (Sandy Hook beaches, New

Jersey, upstate New York foliage season tours). Amongthe providers, Circle Lines Downtown secured a contractwith the National Parks Service to provide services to themost important New York City tourist destinations suchas: Liberty Island and Ellis Island. Circle LinesSightseeing & Cruises, New York Waterway and SpiritCruises are major players in this sector of the ferry market.

The main developments in ferry services in 2003 aredescribed below:

• Following 9/11, the service from Pier 4 BrooklynArmy Terminal to Pier 11was originally awardedby NYCDOT to the NYWW to provide freeservice subsidized with FEMA money. However,after full restoration of the Brooklyn highwayinfrastructure, subsidies for the service wereterminated in May 2003. New York Water Taxitook over this route from NYWW and begancharging a $4 fare for the trip. About 1,500-1,600daily commuters used the free service andridership then leveled off at about 60 passengers.

• In January 2003, NY Fast Ferry cancelledservices and ceased operations after losing itscompetitive edge to the Seastreak in MonmouthCounty, New Jersey.

• In September 2003 New York Water Taxi tookover services between Hunters Point and E34thSt, and Hunters Point and Pier 11, from NYWWand extended the route to the upper East Side(E90th St. landing).

• In November 2003, Port Authority of NY&NJ(PANYNJ) restored PATH service across theHudson River to downtown Manhattan. With therestoration of the last transportation link brokenafter the 9/11 tragedy, ridership on private ferriesdropped in December to 42,800 riders. A majordrop in ridership was accounted from Hoboken,Colgate, Pavonia and Harborside sites in NJwhich are in close proximity to the restoredPATH stations. At the same time all operations atthe temporary Pier A terminal constructed inOctober 2001 were terminated and moved to Pier11 and Battery Park (WFC).

• The most critical development for NYC harborwas the debut of the new operator NY WaterTaxi. New operators provide additional room forfuture competition. This company provides aninnovative small scale type of waterborne

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Figure V-3 - FFY 2004 Ferry Boat DiscretionaryAwards

transportation and utilizes small yellowcatamarans with a seating capacity of 74passengers. These vessels usually requireeasily accessible and maneuverable landingfacilities (examples, Fulton ferry landing/DUMBO and Red Hook ferry landing)because of less expensive operating costs, thisbusiness model promises to be efficient onsome of the New York City routes. Thegrowth of the company is noticeable and italready carries more than 800 riders daily.

The re-emergence of ferry operations as a commuterservice began with the initiation of service by NYWWin 1986 with their Trans-Hudson service fromWeehawken, New Jersey to Midtown Manhattan. Inrecent years the ferry service expanded into MonmouthCounty, New Jersey, Queens, Brooklyn and the upperEast Side of Manhattan. Ferry services are playing anincreasingly important role in access to Manhattan.

It is important to mention the upstate New YorkWaterways service across the Hudson River(Haverstraw-to-Ossining) to connect passengers withMetro-North Rail Road. After improving service,ridership on this route surged to 450 in October. Thishas well surpassed its original projections. Based onthis success, the NYSDOT, PANYNJ and MNRR areworking together to expand the Hudson Valley services.

The most significant development and growth in privateferry services has been achieved without any publicoperating subsidies for their operations. However, inmost instances the government has played an importantrole by funding capital infrastructure improvements andproviding boat landing facilities. The Federal Ferry

Boat Discretionary (FBD) Program, and other FHWAprograms (CMAQ, STP) along with TEA-21 Flex funds,have been dedicated to developing land-side facilities tosupport this important and growing mode of publictransportation. Over the years, New York City constructedor rehabilitated a number of landings in Manhattan,Queens, Brooklyn and Staten Island. Several majorconstruction projects are currently underway, such as theWhitehall terminal, St. George terminal, and the Pier 79West 38th Street Intermodal terminal. Some other smallerscale terminals and landings are under design andconstruction: Slip #5 at Battery Maritime Building, Slip #7at St. George terminal, E 34th Street intermodal facility andother East/ Harlem River landings (E62nd street, E75thStreet and E90th street.) In the Hudson Valley, severalrecent FBD awards have been used to develop ferrylandings in Haverstraw, Ossining, Newburgh and Beacon.

3. COORDINATION ACTIVITIES

Legislative and Executive Activities - Actions like theWelfare Reform in 1996 and the Executive order on UnitedWe Ride in early 2004 provide the industry an opportunityto expand services. Welfare-to-Work is through twoFederal Programs, Job Access and Reverse Commute andTemporary Assistance to Needy Families. The programsprovided a mechanism to match one federally fundedprogram with the other. A joint planning process issued byUSDOT and Federal Health and Human Services (HSS)brought client based organizations and Human Servicetransportation providers to the planning table.

Through this process, transportation providers, as well aspublic, private and not-for-profit client based organizationsbegan to learn each other’s concepts of operation andbegan to break down barriers in communication. In thoseareas where this has taken well, transit systems haveenjoyed success and have nurtured these relationships andexpanded them to incorporate employers, other localtransportation providers and user groups into those forums.

3.1 MOBILITY COORDINATORS

A number of communities and transit systems, includingFranklin and Essex Counties, CDTA and CNYRTA havereceived TANF/JARC funding to employ “mobilitycoordinators.”A mobility coordinator typically worksclosely with employers, case workers, job placementcenters and new employees entering the job market toprovide a link between local Department of Social Servicesoffices and transit providers. This role produces resultsboth for individuals seeking transportation solutions and

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also helps transit agencies reexamine existing servicethrough closer contact with employers by gaininginsights into commute patterns by shift times ofworkers.

3.2 TRANSPORTATION BROKERS

A Transportation Brokerage is a concept that has beenused for non emergency medical transportation forseveral years and now is gaining momentum in theemployment area. Transit systems are implementingnew services with TANF/JARC funding, includingCDTA, NFTA Sullivan, Franklin and Oneida Counties.The system allows new entrants to the job market, whodo not have access to the existing fixed route transitsystem, the most cost effective form of transportationavailable to new job sites. The broker arranges for theseservices via taxi or other means to the job site or to anaccess point for the fixed route system. These serviceshave made it possible for some participants to accessemployment opportunities at hours when traditionalpublic transit is not available.

3.3 TRANSIT SERVICE RE-STRUCTURINGSTUDIES

A number of transit operators in New York State haveresponded to changing market conditions byundertaking ambitious efforts to study the potential forservice restructuring to aid in better meeting changingtravel needs in their service areas.

These efforts have been particularly active upstate,where shifting population within service areas haspresented the greatest operational challenges. Studiesundertaken by NFTA (Hublink) and CNYRTA (Re-Map) and ongoing service evaluation activitiesundertaken by CDTA and R-GRTA, have includedexpert route analysis, market research and publicoutreach to customers to help devise new responsiveroutes and route extensions, which are oriented to non-traditional markets, such as growing suburbanemployment centers. These studies have provided thefoundation for designing and implementing newservices in response to the Welfare-to-Work market.As an outgrowth of the JARC funding requirements,urban areas have worked through their MPOs to createa JARC Access-to-Jobs plan which highlights the majoremployment growth areas and the barriers to meetingthose areas with public transportation.

Chemung County Transit finished a route analysis studythat provided an assessment of options for route and

service restructuring to more efficiently meet the changingconditions of its market area. As a result of the study,Chemung County Transit is working with JARC fundingto improve weekend service in the Elmira area.

Downstate, the Long Island Bus Study, led by a multi-agency working group, followed a similar methodology.This study led to the introduction of new services by bothLong Island Bus and Suffolk County Transit, servingsuburban employment locations and parking constrainedLIRR stations.

NYSDOT Region 10 has led a broad ranging effort, LongIsland Transportation Plan (LITP 2000), to look at multi-modal mobility issues on Long Island over a 10 yearhorizon. Included in this study is an evaluation of a rangeof transit service strategies, including new services and BusRapid Transit concepts. Suffolk County Transit hasseveral route expansions funded through CMAQ as a resultof the LITP 2000 and the Long Island Bus studyrecommendations.

3.4 TRAVEL DEMAND MANAGEMENTPROGRAMS AND INCENTIVES

Travel Demand Management (TDM) efforts, includingpublic and employer outreach and promotion of transitincentive programs can provide important marketing andpublic information support to transit systems. SpecificTDM efforts that are supported by New York State transitoperators and the Department include:

Transportation Management Associations (TMAs) arefunded by NYSDOT in the three downstate regions:Metropool, Long Island Transportation Management(LITM) and CommuterLink, covering the lower HudsonValley, Long Island and New York City Regionsrespectively. Their efforts are focused on promotingalternatives to single occupancy vehicle travel. In additionto the promotion of car pooling, vanpooling, andtelecommuting, these programs also provide substantialeducation and outreach efforts to market the extensivetransit network in the metropolitan region. TMAsdownstate manage public and employer outreach effortssuch as the “It All Adds Up to Cleaner Air,” “OzoneAction Days” and the “Commuter Assistance Program.”These efforts are comprised of media campaigns andtechnical assistance to employers in implementing tripreduction programs.

Guaranteed Ride Home (GRH) programs provideregistered users with transportation home in the event thatthey are unable to access their usual means of shared

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System First Install Full InstallMTA LIB 1998 1999NFTA 1998 1999TCAT 2001 2001R-GRTA 2001 2001CNYRTA 2002 2002CDTA 2002 2003

System AVL InstallationsFigure V-4

transportation due to working overtime or that theyneed to leave work early to respond to a familyemergency, etc. By reducing the mobility concernassociated with being dependent on firmly scheduledservice, GRH provides an effective remedy for acommon obstacle to the use of transit. GRH programsin New York are administered by TMAs (downstate) orMPOs (upstate) and transit operators around the State.

Commuterlink, as an example, administers a GRHprogram that ensures that a participating employee whouses transit, car pools, or vanpools to get to work twodays a week or more, and is unable to make use of hisor her shared ride will be reimbursed up to $25 per tripto get home by taxi.

Commuter Choice (Transit Check) is anemployee/employer tax benefit that TMAs and transitoperators promote as an incentive for using transit. Thetax benefit allows employees to use up to $65 a monthof their gross income, before taxes, to purchaseCommuter Choice to pay for commuting via publictransit.

4. TRANSIT SUPPORTIVE ACTIONS

In addition to supporting the introduction of new andinnovative transit services to improve mobility in theState, there are a number of supportive actions that NewYork State’stransit operators, NYSDOT and othertransportation stakeholders are taking to improve thequality and customer convenience of publictransportation. With these new and innovative services,stakeholders are making public transportation a moreviable travel option in changing markets.

4.1 INTELLIGENT TRANSPORTATIONSYSTEMS (ITS)

Sustaining and increasing high levels of ridership inNew York State requires careful attention to the needsof transit riders as customers. Providing reliable servicethat is convenient, comfortable and easy to navigate isessential to sustaining ridership among customers withtransportation choices.

New York State transit operators, supported byNYSDOT, have sought to improve the customerenvironment by applying emerging informationtechnologies to improve service efficiency andreliability, as well as to better communicate traveloptions to the customer.

Transit Intelligent Transportation Systems (ITS) arebecoming increasingly important and prevalent among NewYork’stransit systems. Transit ITS has three majoremphasis areas:

• Increase the efficiency and reliability of transitservice by managing the vehicle fleet based uponreal time performance information;

• Improve the quality and availability of serviceinformation with applications, such as customizeditineraries that help customers to navigate thetransit system door to door and next bus arrivalinformation at bus stops to improve thecustomer’ssense of confidence in relying ontransit;

• Improve the convenience of transit by providingmore options and ease in fare payment.

Specific transit ITS projects being implemented in NewYork State include:

Automated Vehicle Location Systems - Many of NewYork State’s transit operators have begun to deployautomated vehiclelocation systems (AVL’s). These AVLsystems provide dispatching and control centers with realtime information on bus location, on time performance andsupport opportunities for improved dynamic dispatching,timing of transfers between routes, traffic signal priority forbuses and real-time bus arrival information for customersat bus stops and on board the transit vehicle.

The investment in this AVL infrastructure permits ongoingimprovements in the efficiency and customer friendlinessof the transit network in New York State.

Figure V-4 shows a list of operators who are using thistechnology. These projects often accompany radio projectsor mobile Data Terminal projects where the on-boardelectronics are upgraded in a package procurement andoften take several years to fully implement.

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TRIPS 123-Transit advisor: As a major projectcomponent of TRIPS 123, the New York/NewJersey/Connecticut federally funded ITS ModelDeployment Initiative, Transit Advisor will provide aninternet-based transit trip itinerary planning system forthe public. Transit Advisor, will allow travelers, via theinternet or at kiosks, to specify their travel origin,destination and time of travel preferences and receive acustom itinerary drawing from all of the transit servicesthat are available in the New York Metropolitan region.This user-friendly one-stop Internet resource forcustomized schedule information is a major stepforward in making the complex transit network in theNew York Metropolitan area (with over 50 differentcarriers) understandable and customer friendly.

Automated Fare Collection - METROCARD FarePolicies and Incentives

In 1997, the Metropolitan Transportation Authority(MTA) began implementing the MetroCard program ona combined basis for services operated by the MTA,private bus services sponsored by the New York CityDepartment of Transportation (NYCDOT) andsuburban bus service operated in Nassau County byMTA Long Island Bus.

The MetroCard program includes a series of farediscounts offered by MTA that have been remarkablysuccessful in increasing transit ridership throughout theNew Yo rk Met ro p o l i t an r eg io n. Farediscounts/incentives implemented under the MetroCardprogram since 1997 have included:

• Free bus to subway or subway to bus transfer,which effectively eliminated the two farezone;

• Elimination of the fare for pedestrianpassengers on the Staten Island Ferry;

• Establishment of an 11 for 10 discountprogram, whereby an individual whopurchases 10 rides will automatically get the11th ride for free;

• Reduction of express bus fares by 25% (from$4.00 to $3.00).

• Implementation of thirty-day, seven-day andone-day fun passes providing unlimited rides.

These fare incentives have greatly contributed to the

dramatic ridership increases experienced by participatingsystems.

In addition to the MetroCard system, the four upstateregional transportation authorities and some smallerurbanized areas have implemented automated farecollection systems. These systems will help to improve thespeed and efficiency of customer boarding, add thecapability to more easily introduce pricing incentives andmore accurately measure and analyze ridership trends as anelement of service improvement.

Transit ITS Standards - The Transit CommunicationsInterface Profiles (TCIP) and other industry standards arean important resource in ensuring that the implementationof Transit ITS occurs in an integrated fashion. Multi-vendor information technology initiatives, in this integratedenvironment, can be implemented without the expensiveongoing need for custom integration of systems (forexample AVL systems and scheduling systems that aredeveloped by different vendors will be able to make use ofcommon standardized data formats without having to buildexpensive custom interfaces).

NYSDOT has received funding for a regional scheduledata integration project to develop a common schedule dataprofile for the New York Metropolitan region. Scheduledata adhering to this profile will provide transit operatorswith the ability to exchange schedule data betweensoftware systems and equipment, regardless of the productvendor. It will also permit ease of data sharing amongtransit operators, fostering improved service coordinationand multi-operator customer information. The scheduledata profile, based on USDOT standards such as TCIP, willensure that ITS applications using schedule data will be incompliance with the Federal requirements regardingconformity with the National ITS Architecture andStandards.

4.2 IMPROVEMENT AND INTEGRATION OFPEDESTRIAN AND BICYCLE FACILITIESWITH TRANSIT

Virtually every transit customer experiences a portion oftheir trip as a pedestrian. As a result, the viability of transitas a travel choice is, to a great extent, dependant onproviding a safe and convenient pedestrian environment attransit access points. Suburban markets, the predominantgrowth areas in the state over the last several decades havenot typically developed with an emphasis on pedestrian-oriented design. A primary challenge faced by transitoperators in providing effective transit service has been theneed to serve markets that are increasingly less dense and

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less pedestrian oriented. Pedestrian or bicycle access totransit in suburban and rural areas is a formidablechallenge for both transit operators and customers.

Maintaining and improving the pedestrian environment,particularly where it supports access to transit, isbecoming a major emphasis area for both the NYSDOTand the transit operators in New York. In addition,bicycle access to transit is emerging as an importanttransit market, particularly in areas with substantialstudent, immigrant and minority populations. NewADA Accessibility Guidelines (ADAAG), recentlyadopted into law, now requires transit operators to takethe needs of the disabled into consideration whendesigning access to new transit facilities or whenretrofitting older ones.

The NYSDOT began a series of initiatives that areexplicitly leading to the integration of pedestrian andbicycle facilities and those with physical disabilitiesinto its project and program development practices.Some of theDepartment’sactivities that are beginningto improve the pedestrian and bicycling environmentinclude:

Integrating ADA Accessibility Guidance for Transit- The trend toward more integrated, multimodaltransportation systems has improved transportationoptions for people with disabilities, especially thosewho do not drive automobiles. The additionalrequirement that all new construction must comply withthe ADA to the fullest extent possible has brought aboutan overall increase in the number of accessiblepedestrian and public transit facilities. Beginning in2002, Americans with Disabilities Act AccessibilityGuidelines (ADAAG) required that a detectablewarning surface consisting of a distinctive surfacepattern of domes detectable by cane or underfoot beused to alert people with vision impairments of theirapproach to street and hazardous drop-offs. TheADAAG require these warnings on the surface of curbramps, which remove a tactile cue otherwise providedby curb faces, and at other areas where pedestrian waysblend with vehicular ways. The Department, throughits Bicycle and Pedestrian Program, supports theimplementation of the new ADAAG as a means toincreased access to transit for all New York Stateresidents with a physical disability.

Highway Projects Designed to be Intermodal withTransit - The Department, through its Bicycle andPedestrian Program, has long supported highwayprojects which promote the inter-connection between

modes of transportation. This inter-connection of modesallows people to walk, bicycle or drive to access transit. Inaddition, it helps to promote choice, ensures equitableaccess to transportation, and reduces societal reliance on asingle mode of transportation. A multimodal systembenefits all New York residents by integrating all forms oftransportation, such as highways, public transit systems,sidewalks, and bicycle facilities, into one seamless system.

In recent highway improvement projects in New York,Buffalo, Syracuse and Rochester, the Bicycle andPedestrian Program worked with local highway designersto provide improved access to public transit.Improvements included new bicycle racks at park and ridelots, and sidewalk and shared use pathways which connectadjoining land uses to transit.

Transit Oriented Development - The concept of TransitOriented Development (TOD) aims to design pedestrianfriendly communities that have good access to publictransit. The Department of Transportation through itsBicycle and Pedestrian Program is encouraging localcommunities to include transit access with all new PlannedUnit Developments (PUDS). The mixes of land use thatshould be included around a transit station to make iteffective as a pedestrian and transit destination include highdensity residential developments, parks, governmentbuildings, service centers, employment centers, educationcenters, commercial centers and entertainment centers.Transit Oriented Development is already beingimplemented on Long Island, the city of Buffalo and in theLower Hudson Valley Region.

Design Training for Regional Engineers - Brought on byan overwhelming positive response from the first andsecond rounds of traffic calming training, the Departmentthrough its Bicycle and Pedestrian Program sponsored athird round of traffic calming training targeting localmunicipalities with an interest in creating more walkablecommunities. The third round of traffic calming trainingoccurred during the summer of 2003.

For the third round a second supplemental contract wascreated permitting the consultant to conduct sevenadditional training sessions. The seven sites selected for thethird round were in Long Island, Buffalo, Rochester,Syracuse, Poughkeepsie, Saratoga Springs and Ithaca.These seven sites trained another 300 municipal engineersand local elected officials on the benefits of traffic calming.A total of 850 attendees benefitted from the training. TheDepartment, through its Bicycle and Pedestrian Program,plans to offer Traffic Calming training to individual

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communities or local elected officials and highwaymaintenance personnel interested in improving theircommunities’ quality of life.

Pedestrian and Bicycle Chapter of Highway DesignManual -The Department’s Highway Design Manualwas last revised in 1996 to include the most recentinformation for the accommodation of bicyclists andpedestrians along theState’sroadway system. This hasled to routine consideration of these facilities andstrategies in the design of Department projects. Aneffort is now underway to integrate guidance fromAASHTO’sGuide for the Development of BicycleFacilities, published in 1999, the soon to be publishedAASHTO Guide for the Planning, Design andOperation of Pedestrian Facilities and the Americanswith Disability Act Accessibilities Guidelines(ADAAG) into a revision of this Chapter.

New ‘Yieldto Pedestrian in Crosswalk’Law - OnJanuary 19, 2003, the new “Yield to Pedestrian”legislation became law, changing Section 1151 of theNew York State Vehicle and Traffic Law. The new lawsimplifies the‘oldlaw’, making iteasier for the publicto understand, and law enforcement to enforce. Underthe ‘oldlaw’,motor vehicles were required to yieldonly for pedestrians if they were in their half of theroadway. Under the new law, motor vehicles must nowyield the right-of-way, slowing down and/or stoppingfor pedestrians crossing the roadway in a crosswalk ata mid-block location. Transit riders need to be able tocross the road safely at transit stops. This new law willhelp transit riders statewide when crossing the street atmid-block locations to cross with more confidence andsafety.

Bicycle and Pedestrian Initiative - At the 2001executive retreat, the Department instituted a newBicycle and Pedestrian Program Initiative. Theinitiative was designed to promote bicycling andwalking as a routine element in all Departmentsponsored highwaydesign, construction, operations andmaintenance activities, where permitted. Recentguidance developed by the Federal HighwayAdministration and adopted by the Department clearlyintends for bicyclists and pedestrians to have safe,convenient access to the transportation system. TheNYSDOT is committed to doing all it can to improveconditions for bicycling and walking and to make thema safer and more accessible means of travel.

Transit Operators around the State have similarly made

important efforts to improve the quality and accessibility oftransit service for pedestrians and bicyclists.

Installing Bus Shelters - There has been a substantialinvestment by New York State transit operators inincreasing the number and upgrading the condition ofpedestrian shelters and waiting areas at transit stops.Transit operators recognize the direct relationship betweenthe comfort and accessibility of transit stops and satisfied,returning customers. The NYSDOT through its Bicycle andPedestrian Program has encouraged transit providers toexpand access to transit for their customers, including thosewith physical disabilities. Expanding access to transitfacilities is complementary to promoting walking as atransportation option. Improved transit facilities promotemulti-modal communities that are less dependent uponautomobiles, are generally healthier and are more sociallyinteractive. New transit facilities and bus shelters are nowdesigned to accommodate the needs of the disabled whorely on transit as their primary mode of transportation.Transit operators around the State recognize theimportance of providing a secure and accessible shelter fortheir customers. Whether they arrive by foot, on bicycle, byautomobile or in a wheelchair, all future bus shelters andtransit facilities will be designed to meet the needs for alltheir customers.

Development of Intermodal Facilities - These facilities,described in greater detail in Chapter 2, improve thepedestrian environment at major transfer hubs and provideimproved bicycle access and storage. The success ofintermodal facilities as a center of transportation is highlydependent on pedestrian access, including those withphysical disabilities. For this reason, transit operators seekto locate their intermodal facilities to optimize pedestrianaccess to major activity centers, such as education centers,employment centers, government centers and shopping andentertainment centers. The most important element ofdesign for intermodal facilities is minimizing circulationconflicts between the various modes of transportation. TheDepartment through its Bicycle and Pedestrian programwill provide transit operators with technical guidance andassistance locating their intermodal facilities to best servetheir customers.

Installation of Bike Racks on Buses - A number of transitoperators have installed bike racks on their fleets. Thesehave proven to be inexpensive and well utilized. Theseprograms have been particularly successful in areas withlarge student populations including: R-GRTA, TCAT,Broome County Transit, CDTA and Greater Glens FallsTransit.

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5. CONCLUSION

This Chapter has described many of the efforts underway throughout the State on the part of New York’stransit operators, the NYSDOT and other publictransportation stakeholders in response to thechallenges of a changing transit market. These newservices and supportive actions are strengthening therole transit plays in supporting Quality Communitiesand a strong economy. They have been favorablyreceived by the traveling public as demonstrated bygrowing ridership.