I. Strategic Planning for Sustainable Metropolitan TransportSustainable Metropolitan Transport

and Alternatives Analysis

Introduction to Public TransportPlanning and Reform

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Planning and Reform

Strategic MetropolitanT t Pl iTransport Planning

• Serves strategic decision making for t lit t t b idimetropolitan transport by providing

needed decision support information

• Long term time horizon (20+ years)

• Focuses on– Major investment needs/priorities– Strategic (long-term, regional)

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g ( g , g )operating and management policies

Why Strategic Planning forM t lit T t?

• Transport problems growing in

Metropolitan Transport?Transport problems growing inmagnitude and complexity and related to other strategic issues: – Land use– Climate change, energy, local air qualityg gy y– Safety, security, health– Economic competitivenessp

• Transport too often implemented and operated in pieces with too little holistic

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decision support information

Strategic Planning is Key to Dealing with Growing Challenges

How?

Dealing with Growing Challenges

How?• Improves decision making by providing

ti l i f tiessential information• Improves coordination of all transport

d l t d li i d i t tand related policies and investments• Helps achieve consensus

– Transparency– Involvement

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• Helps make best use of scarce resources

Strategic Investmentsg• Roadway capacity additions

New links– New links– Significant widenings

• Strategic links• Strategic links– Bridges– TunnelsTunnels

• Mass Rapid Transit– Bus Rapid Transit (BRT)Bus Rapid Transit (BRT)– Light Rail Transit (LRT, Trams)– Rapid Rail Transit (RRT, Metros)

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p ( , )– Suburban rail

Strategic Operating and M t P li iManagement Policies

• Institutional/organizational reform

• Public transport fare policies and integration

• Highway pricing e.g., gasoline t t ll ti i itaxes, tolls, congestion pricing

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Effective Strategic MetropolitanT t Pl iTransport Planning

• Comprehensive• Continuous• Cooperative• Connected• Connected• Championed

C i t d• Communicated

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Comprehensivep• Covers entire metropolitan area

– Goes beyond administrative and politicalGoes beyond administrative and political boundaries

• Addresses transport and related quality of flife issues

– e.g., land use, climate change, local air quality, energy consumption social/economicenergy consumption, social/economic development.

• Performed multi-modallyy– All surface modes considered simultaneously– Transport Plan done for integrated transport

system

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system• Not for each mode separately

ContinuousContinuous

• Ongoing monitoring of system travel demand, performance and condition– See what is working and what is not

• Updates on a regular basis– Plans– Planning data– Planning tools

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Cooperative• All public agencies at all levels of

government (municipal province/stategovernment (municipal, province/state, central government) with a direct stake in the transport system activelyin the transport system actively participate

• Transport (implementation, operations, regulation)

• Land use planninga d use p a g• Environmental• Social

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• Private transport providers

Process is Legally Connectedto Decisions that Matterto Decisions that Matter

• Implementing/operating authorities• Implementing/operating authorities must follow formally adopted metropolitan, multi-modal plans,metropolitan, multi modal plans, programs, policies

• Plans, programs impact spending: Capital projects are consistent with– Capital projects are consistent with adopted/approved long range plans

– Annual programs reflect adopted priorities

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ua p og a s e ect adopted p o t esfor implementing plan

ChampionedChampioned

Th ( l ) lti t l• The person (people) ultimately governing the planning process

M t b t bli h i f it– Must be a strong, public champion for it• Vision, goals and objective• Projects and finance• Projects and finance • System operations and management

– Should have legal authority to make– Should have legal authority to make decisions regarding funding and strategies impacting operations

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Communicated (Transparent)Communicated (Transparent)• Two-way information flow, from beginning• Facilitates participation by all stakeholders

– GovernmentGovernment– Private sector

Civil Society– Civil Society– Public at large

• Builds trust, support and momentum

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• Variety of approaches

Strategic VisionG lGoals

ObjectivesMonitoring

Problem Operations Problem Identification

Operations

AlternativesPriority Setting, Implementation

Analysis & Decision on Strategic Plan

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EvaluationStrategic Plan

Starting Point? A VisionStarting Point? A Vision

• A vision of the metropolis in the futureA vision of the metropolis in the future (20+ years) including transport and related sectors

• Projects may be outputs, not inputs, if not already committed

• “Vision: Two line, 40 Km Metro, 5km s o o e, 0 et o, 5monorail and three ring roads by 2020”

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Conversation Between Alice (in Wonderland) and the Cheshire Cat*Wonderland) and the Cheshire Cat*Alice: “Would you tell me, y ,

please, which way I ought to go from here?”

Cat: “That depends a good deal on where you want to get to.”on where you want to get to.

Alice: “I don't much care where.”

Cat: “Then it doesn't matter which way you go!”

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which way you go! *Lewis Carroll

Metropolitan VisionWhat Should the Metropolitan AreaWhat Should the Metropolitan Area

Look Like in 20 Years?• Vision covers transport and related

quality of life issues• Transport perspective goes beyond

congestion considerations:– Safety– Access as well as mobility

• Vision must be realistic and reasonably consistent with financial and other

t ti l

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potential resources

What Kind of Future?

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Quality of Life I t t P t f Vi iImportant Part of Vision

S i l d l t d it• Social development and equity• Economic development • Local and global environment• Land-useLand use

– Open space

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Integrate Land Use Considerationsin Transport Strategic Planningin Transport Strategic Planning

Land UseLand Use

InduceInduce ServeServe

TransportTransport

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pp

Integrate Land Use Considerationsin Transport Strategic Planning

• Visual illustration of future

in Transport Strategic Planning

• Macro scale, 10,000 meter emphasis• Address geographic balance among• Address geographic balance among

activities• Basic sight plan themes• Basic sight-plan themes• Address two-way relationships among

transport and distribution of activitiestransport and distribution of activities across metropolis and land- use character

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character

Strategic Metropolitan Transport and Land Use Alternatives

Land UseC

and Land Use Alternatives

Continue

Create new medium density

mixed use nodes, strengthen Central

Transport

Continue current trend

strengthen Central Business District

(CBD)Homogeneous high-density

Emphasis exclusively p yNon-Motorized

Transport (NMT), Public Transport /

Rapid Transit

? ? ?

Rapid TransitMixed modes ? ? ?

Road emphasis ? ? ?

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? Consistent Land Use/Transport Strategy

Goals, Objectives, Criteria Linked to VisionLinked to Vision

• Vision: Safe, secure, sustainable city with yequitable services, economic opportunity

T l Cl f• Transport system goal: Clean, safe, secure, affordable access/mobility for all

• Objective: Everyone with reasonable access to employmentaccess to employment

• Criterion: 75 % of jobs within 45 minutes

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Criterion: 75 % of jobs within 45 minutes of all residents

Analysis: Do Not MixS mptoms and Ca ses

Symptom: CongestionSymptoms and Causes

Possible causesy p g oss b e causes• Demand / Public

Transport supply mismatch

• Unaffordable Public Transport faresTransport fares

• Poor pedestrian environmentenvironment

• Poor roadway design

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• Poor managementMoscow

Poor Public Transport System

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Poor Pedestrian Environment

Panjin

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Poor Roadway Design

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Demand Growing Faster than Supply; Changing Land Use PatternsSupply; Changing Land Use Patterns

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Important Strategic Transport Concerns Beyond “Congestion”

• Health• Health – Safety – Local air quality

• Energy, climate Change• Logistics• Economic social development• Economic, social development• Sustaining existing system

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Consider the Right Alternatives• Begin with current, expected “no major change”• Be multi-modal:

– In public transport studies, consider transit-supportive highway improvements, and vice-versa

• Do not be afraid to leave major capacityDo not be afraid to leave major capacity enhancements specified without mode and design details,

“ id t it ” “ j hi h ”– e.g., “rapid transit,” “major highway”• Include land use, strategic systems

management, operations policiesg , p p• Money matters

– Life cycle costFinancial sustainability and risks

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– Financial sustainability and risks

ParkingManagement

RoadImprovements

Integration Rapid TransitLocal transit

EnforcementTrafficManagement

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Integration is Important in Alternatives DevelopmentAlternatives Development

Examples• Public transport with

roadway improvements• Metro/LRT/BRT with

local transit• Public Transport and

roadway investment ith i dwith improved

operations and management

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management

Do Not Distort Analysis to Favor Pre-determined Solutions!!Pre determined Solutions!!

• Biased assumptions– e.g., fares, capacitye.g., fares, capacity

standards• Non-competitive

alternatives – “Straw-men”

U d ti t d t• Under-estimated costs• Inflated benefits

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• Ignored risk

Strive for Open Decision-MakingStrive for Open Decision Making

• Make decision information available to• Make decision information available to the general public in a timely fashion

• Have a communications program• Have a communications program involving all stakeholders from the onset of planningp g

• Inform decision makers of stakeholder concerns before decisions are madeconcerns before decisions are made

• Ensure stakeholder concerns are taken into account

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into account

Progression of Analyses & Studies• Long-range, metropolitan strategic plans

often do not include project details p j– e.g., mode, precise alignment, design

concepts, • Plans may only identify need for new

roadway, rapid transit in specific corridors bor sub-areas

• In many situations, subsequent, focused id b t di (corridor or sub-area studies (e.g.,

alternatives analyses) provide the requisite detail to make decision on mode

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requisite detail to make decision on mode and design concept

Urban Transport Planning and Project De elopment ProcessProject Development Process

Metropolitan Strategic Transport Planning

Detailed Corridor D t il d M tDetailed CorridorAlternative Analyses/

Project Identification Studies

Detailed Management, Operations Studies

Design Construction/ O ti

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Design Operation

Why Alternatives Analysis (AA)?

• At the conclusion of metropolitan long range t t i l istrategic planning:– Corridors have been identified as a top investment

priorities– Investment alternatives have been pre-screened– However, accurate information (e.g., costs,

environmental impacts) is not available to select a p )precise mode and design concept

• Strategic planning covers entire metropolis, all corridors• Strategic planning considers all potential alternatives

St t i l i h di t t l i h i• Strategic planning has a distant planning horizon– There is significant uncertainty in critical criteria

• Costs, benefits• Environmental social impacts

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• Environmental, social impacts• Affordability

Why Alternatives Analysis (AA)?(AA)?

• AA provides the better information needed to make an educated, supportableto make an educated, supportable decision– Detailed look at fewer, pre-screened eta ed oo at e e , p e sc ee ed

alternatives– Focused geographically – Shorter (i.e., fifteen year) time horizon

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Metropolitan Strategy,Metropolitan Strategy,Priority Corridors, Priority Corridors, Number of Alternatives

AlternativesAlternatives versusLevel of Detail

ives

ives

Highest

Alte

rnat

Alte

rnat

Alternatives AnalysisAlternatives Analysis(Project identification)(Project identification)

Feasibility Study/Feasibility Study/Preliminary DesignPreliminary Designm

ber o

f m

ber o

f (Project identification)(Project identification)

Preliminary Design Preliminary Design

Nu

Nu

Lowest

Minimal 20%

Final Design

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Level of Engineering Definition, Analysis Detail

Minimal 20%Design

What is an Alternatives Anal sis?Analysis?

A process for finding the most desirable alternative for geographic area that:

– Solves transport and related problems – Is cost-effective– Is affordable

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Alternatives Analysis AnalogyMeeting a Family’s Transport NeedsMeeting a Family s Transport Needs1. What are our transport needs? 2 How much money do we have to spend?2. How much money do we have to spend?3. What are our options?

– Continue to use public transport (“Do nothing”)– Buy a vehicle

4. How do the private vehicle options compare– Costs?Costs?– Size and features?– Repair record?

Comfort aesthetics?– Comfort, aesthetics?5. Opinion of spouse, spouse’s brother?6. Decision

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??????

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What Alternatives Analysis is Not!What Alternatives Analysis is Not!

• A Feasibility Study where:– A single, pre-determined solution is

evaluated for; • Physical and operational “feasibility”

Ab l t i t• Absolute economic return

– Other potentially more cost-effective and– Other, potentially more cost-effective and desirable options are ignored

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??????

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AlternativesAnalysis

Establish Goals and Objectives;Transportation, Quality of Life AnalysisTransportation, Quality of Life

Evaluate Current Problems,Future Challenges

Identify InvestmentAlternatives

E l t Alt tiEvaluate Alternatives

D i i M d dGo!Go!

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Decision on Mode and General Alignment

Alternatives Analysis Guidelines1. Make sure that everyone understands process

from start

Alternatives Analysis Guidelines

from start 2. Understand the problems needing solution3 Establish goals objectives and evaluation3. Establish goals, objectives and evaluation

criteria4 Identify and collect the information needed for4. Identify and collect the information needed for

proper analysis and decision-making5. Consider the right alternativesg6. Develop complete, objective and reliable

information

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7. “Make the case” for the selected alternative

1 Make Sure That Everyone U d t d P F St t

• Alternatives Analysis not feasibility

1 Understands Process From Start• Alternatives Analysis, not feasibility

study• Clarify “big decision” to be made at• Clarify “big decision” to be made at

conclusion of Alternatives AnalysisType of transport investment– Type of transport investment

• e.g., metro, Bus Rapid Transit, Light Rail Transit, roadway

– General alignment– Related management and operations

t t i

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strategies

2Understand the Problems Needing Solution in DetailNeeding Solution, in Detail

• Analyze current and expected future “no project” conditions in detail

• Identify underlying causes, not just symptoms– e.g., congestion and air pollution are

symptoms, not causesM k d i i k• Make sure everyone, decision makers and the public understand the issues

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Symptom: Traffic CongestionSymptom: Traffic Congestion

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Possible Cause of CongestiongLand Use

• Poor land use, site planningWidely scattered single purpose– Widely scattered, single-purpose developments

– Site planning not pedestrian or publicSite planning not pedestrian or public transport “friendly”

– Site planning forces auto dependency

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10,000 Meter10,000 Meter ViewView

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View on the Ground: Pune, IndiaNo Possibility of Walking toNo Possibility of Walking to

Anything; Difficult to Serve with PT

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Demand Side ChangesPossible Cause of CongestionPossible Cause of Congestion

• Explosive population income andExplosive population, income and motorization growth

• Changing demographics• Changing demographics– Declining household sizes (grown

children moving to own residences)children moving to own residences)– Younger/older population

Changing origin to destination• Changing origin-to-destination patterns

L f d

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– Less core-focused

2004 Changing Public Public

Transport Demand Demand Patterns

Accra, Ghana,2013

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Supply Side ChangesPossible Cause of CongestionPossible Cause of Congestion

• Public transport systemO t t l l t d titi– On-street, poorly regulated competition

– Route structure not consistent with travel needs

– Insufficient capacity in major corridors• Non-Motorized Transport

– Declining space dedicated– Right-of-Way (ROW) encroachment

• Roads• Roads– Poor design/condition /connectivity– Ineffective parking /traffic management

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Ineffective parking /traffic management– Poor enforcement of traffic rules

Inefficient Traffic, Public Transport OperationsPublic Transport Operations

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Inefficient Traffic,Public Transport OperationsPublic Transport Operations

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Poor Roadway DesignPoor Roadway Design

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Ring Road 3 Beijing

Incomplete Arterial Grid

BangkokBangkok

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Manila

Poor/NoPoor/No Secondary

Street NetworkStreet Network

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Right-of-Way (ROW) EncroachmentRight of Way (ROW) Encroachment

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Inefficient, Ineffective General Traffic ManagementGeneral Traffic Management

Xian

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WRI

Local Emissions

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Poor Pedestrian Environment

Panjin

BangaloreECA ECA

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Bangalore

Pedestrian and Bicycle Safety

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Motor Vehicle SafetyMotor Vehicle Safety

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Public Transport Safety

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Sustaining the Existing System

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Establish Goals, Objectives3and Evaluation Criteria

3

• Cost-effectiveness • Affordability• Related non-transport issues• Related non-transport issues

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Cost-Effectiveness CriteriaCost Effectiveness Criteria

C bi• Combine– Total equivalent annual costs (capital,

operating maintenance)operating, maintenance)– Effectiveness measure or measures

• e g travel time savings public transport trips• e.g., travel time savings, public transport trips, person km of travel

• Calculated as changes from “no project” or base case

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Typical Cost Effectiveness Criteria

• Cost per person Km of travelp p• Cost per Public Transport Trip• Benefit/Cost ratio• Net present valueNet present value• Implicit cost of travel time savings

– Used by U.S. Department of Transportation for major Public Transport projects

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Affordability as a CriterionAffordability as a Criterion

• Should not be limited to initial capitalShould not be limited to initial capital cost of alternatives

• Should also includeShould also include– Ongoing operation/maintenance

Costs associated with rest of transport– Costs associated with rest of transport system

• Especially “background” local bus system needed for alternative to produce benefits

– Recapitalization

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Non-Transport Criteriap

• Environmental local and global• Environmental, local and global

• Social

• Land and economic development effects

• Health, safety

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, y

Simplicity is a Virtue!Simplicity is a Virtue!

• Decision makers and citizens mustDecision makers and citizens must understand the criteria

• Criteria must be “scalable,” capable ofCriteria must be scalable, capable of being related to something from every-day lifee.g., – Cost/Public Transport trip compared to

cost of a car or taxi trip, – Cost per hour of travel time savings

compared to wage rates

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compared to wage rates

Identify and Collect Needed Information Build Tools4 Information, Build Tools

• Current and future conditions• Analysis tools• Analysis tools

– Ridership– Costs

Impacts– Impacts– Accessibility, travel times

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Current and Future Conditions

• Data describing current situation – Population– Land use

D d– Demand– System supply & performance

• e g travel times capacity utilization• e.g., travel times, capacity utilization– Finance

• e.g., profitability, available fundingg , p y, g• Forecast data on future growth

– Population

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– Land use

Data to Support Tool Development and Applicatione e op e t a d pp cat o

• Forecasts needed for evaluation criteriaT l d d t h diff• Tools needed to show differences among alternatives in criteria such as:

Travel demand– Travel demand – Network performance analysis

• e.g., capacity utilization, travel times, transfersg , p y , ,– Environmental impact assessment

• e.g., local/global air, noise emissions– Costs

• e.g., implementation, operating, maintenance, recapitalization

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recapitalization– Financial resources

Consider the Right Alternatives5

• Recognize that there is more than: – One rapid transit modeOne rapid transit mode

Not just metros/Light Rail Transit!!– One type of road capacity additionyp p y

Not just expressways, freeways, flyovers!!• Keep in mind system integration is critical

– Rapid transit/local bus – Expressway/arterial street

• Consider integrated PT priority/traffic• Consider integrated PT priority/traffic management as an alternative– Comprehensive package of “low-cost”

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Comprehensive package of low cost improvements

Packaged Roadway/ g y/Public Transport

Investments

Mexico City Metro,Expressway

Brisbane BRTLeeds UK

Beijing BRT,Barcelona LRT,

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j gExpresswayArterial

Guidelines for Developing Guidelines for Developing Good AlternativesGood AlternativesGood AlternativesGood Alternatives

• Make each alternative competitiveMake each alternative competitive – Develop each alternative based on an

analysis of the current market for travel– Refine each alternative so it is operationally

“feasible” and reasonable, physically, financiallyfinancially

• Establish constant policy setting, but identify policy options (e g tolls trafficidentify policy options (e.g., tolls, traffic management, fares) to be tested

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Is More Highway Capacity Necessary?Necessary?

Beijing

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Beijing

Is Metro Enough?

Bangkok Manila

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Rapid Transit AlternativesRapid Transit Alternatives

• Bus Rapid Transit (BRT)

• Light Rail Transit (LRT)• Light Rail Transit (LRT)

• Metro

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Common Rapid Transit Features

• Objective: High Capacity, performance, qualityquality

• Physical CharacteristicsDedicated running ways best fully grade– Dedicated running ways, best fully grade-separated

– Distinct stations with shelter, security, , y,amenities

– High capacity, easy boarding/alighting vehicles with good internal circulationwith good internal circulation

– Supportive Intelligent Transportation Systems (ITS) applications

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( S) app cat o s– Unique branding

Common Rapid Transit Features

• Service, Operational Characteristicsp– All day, high frequency service– Medium stop spacing minimum (0.5-2 km)Medium stop spacing minimum (0.5 2 km)– Simple route structure– Off-board fare collectionOff board fare collection– Tight dispatching, supervision

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BRTBRT Elements

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Bus Rapid Transit (BRT)• Flexible, integrated package combining

LRT, Bus featuresLRT, Bus features– May be at grade and/or have at grade

intersections– Can be fully grade-separated

• Vehicles– Rubber tired, steerable 12-25 meters long

• Norm is clean diesel or CNG but can be hybrid or fully electricfully electric

• Stations– Platforms can be low or high, depending on

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Platforms can be low or high, depending on passenger volumes and design constraints

BRT Characteristics

• Revenue speedsKey Factors: Station spacing operating environment– Key Factors: Station spacing, operating environment

– Range: 15-50 km/h• Maximum capacity

– Key Factors: Level of grade separation/ dedication and operating environment

– Range• 11,000 Passengers/hour single lane, at grade intersections • 20,000 Passengers/hour fully-grade separated (Istanbul)• 35,000 Passengers/hour, at grade two lanes/direction (Bogota)

Total implementation costs for a line• Total implementation costs for a line– Key Factors: Design and local cost environment– Range: US$ 5M – $25M/km

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LRTElements

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Light Rail Transit (LRT)• Flexible combination of tram and metro

May be at grade and/or have at grade– May be at grade and/or have at grade intersections

– Can be fully grade separated• Vehicles

– Steel wheeled, high capacity vehicles up to 40 meters longg

• Norm is electric but can be Internal Combustion (IC) propulsion

• Can be trained up to limits dictated by block lengths in at-grade sections

• Stations– Platforms can be low or high, depending on

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Platforms can be low or high, depending on passenger volumes and design constraints

LRT Characteristics• Revenue speeds

– Key Factors: Station spacing operating environment– Key Factors: Station spacing, operating environment– Range: 15-50 km/h

• Maximum capacityMaximum capacity– Key Factors: Level of grade separation/ dedication and

operating environment – Range

• 11,000 Passengers/hour Tramways • 30 000 Passengers/hour Fully-grade separated30,000 Passengers/hour Fully grade separated

• Total implementation costs for a line– Key Factors: Design and local cost environment

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y g– Range: US$15M – $60M/km

Metro Elements

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Metro

• Highest capacity, highest performance g p y g prapid transit system

• Key is fully grade-separated, dedicated y y g prunning way and stations, no grade crossings– Can be elevated, in subway, or surface

• Can be automated or manually driven, ith “f il f ” i l twith “fail-safe” signal system

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Metros• Vehicles

– Up to 23 meters long– Electric propulsion system, “third rail” or

overhead contact system• Stations• Stations

– Spacing longest of Rail Transport modes >0.75 km

– Usually high platform stations• Service

F i t 40 t i h– Frequencies up to 40 trains per hour– Service plans with more than one service on a

running way or stopping at a station rare in

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running way or stopping at a station rare in modern systems

Metro Characteristics• Revenue speeds

– Key Factor: Station spacingKey Factor: Station spacing– Range: 30-60 km/hour

• Maximum capacity• Maximum capacity– Key Factors: Passing at stations and

operating environmentoperating environment – Range: Up to 75,000 Passengers / hour

• Total implementation costs for a lineTotal implementation costs for a line– Key Factors: Design and local cost

environment

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– US$40M – US$200M/km

Transit System Mode Comparison

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Operating Costs including Depreciation (US$/Seat KM)Depreciation (US$/Seat-KM)

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Develop Complete, Objective and Reliable Information6 and Reliable Information

• Be transparent• Be transparent– Fully disclose an honest, objective

assessment of benefits costs impactsassessment of benefits, costs, impacts and risks

• Address risks• Address risks– Sensitivity analyses (what happens if

everything goes wrong)everything goes wrong) – Independent “reasonability” assessment

of costs and benefits can build credibility

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of costs and benefits can build credibility

Forecasting Cautionsg• Ridership forecasts

A id d ti i– Avoid compound optimism e.g., Population, employment forecasts, walking distances, transfer penalties, speeds,walking distances, transfer penalties, speeds, capacities, fares and other user fees

• All cost forecasts– Apply different contingency factors to costs by

project component, type of construction, and level of engineeringlevel of engineering

• Conceptual planning factors higher than preliminary engineering ones T nneling factors m ch higher than for s rface

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• Tunneling factors much higher than for surface construction

“Make the Case” for the Selected Alternative7 for the Selected Alternative

• Tell a clear, coherent and concise story:story:– Problem(s) addressed– Relative effectiveness and costs of each

alternative in addressing the problem(s)

– Why the selected alternative is best

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Metropolitan Strategy,Metropolitan Strategy,Priority Corridors, Priority Corridors, Number of Alternatives

AlternativesAlternatives versusLevel of Detail

ives

ives

Highest

Alte

rnat

Alte

rnat

Alternatives AnalysisAlternatives Analysis(Project identification)(Project identification)

Feasibility Study/Feasibility Study/Preliminary DesignPreliminary Designm

ber o

f m

ber o

f (Project identification)(Project identification)

Preliminary Design Preliminary Design

Nu

Nu

Lowest

Minimal 20%

Final Design

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Level of Engineering Definition, Analysis Detail

Minimal 20%Design

Summary• Multi-modal strategic planning

– Addresses strategic issues/concerns, both transport and transport-related Used to set strategic priorities– Used to set strategic priorities

• Alternatives Analysis followsN t f ibilit t d– Not a feasibility study

• Outlined the AA process• Discussed AA guidelines• Described key characteristics of rapid

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y ptransit modes