Policy Material 220102

The Nippon Foundation Grant Project

National Regional Traffic Activation Case Studies

March 2011
Institution for Transport Policy Studies

Introduction

This collection of case studies is a summary of detailed cases (micro data) obtained from interviews inmunicipalities as part of the “Information Gathering and the Provision of Web Information for the Activation ofRegional Transportation” project with the support of the Nippon Foundation over the three years of FY20082010.
As the state of regional public transport becomes more and more difficult each year, and given the pressing
need for local governments to revitalize and rehabilitate their regional public transportation systems, the“Revitalization and Rehabilitation of Local Public Transportation Systems Act” was implemented in October
2007. This law seeks that municipalities that are at the forefront of this issue take on the role of “regional public
transport producers”, examining the transportation needs of their regions, reviewing public transport from theperspective of its users, and playing a central role in the formulation of regional public transport plans.
Also, in the municipality survey conducted over the last three years by the Public Transport Support Center(“Questionnaire on the Provision of Information by the Public Transport Support Center”), it was clear that local
government personnel in each region had a high need for information on “trends in other local governments”
and “case studies of implemented measures”.
This collection of cases studies is a collection of various measures related to public transport from Japan andoverseas, to provide information on the revitalization and rehabilitation of regional public transport systems, formunicipalities and other related stakeholders such as public transport users, residents, commercial facilities
and businesses, hospitals and schools etc., in response to the roles and information needs of local government
officials.
There are an innumerable variety of situations in the various regions, which cannot be resolved in a uniform
manner, but it is important that consideration is given to those cases which are most similar to local conditions,and that a lot of ingenuity, expertise and lessons, as well as investigative processes are learned from thesecases. This collection of case studies was prepared with these points in mind. It is important that local
transportation is developed to suit the conditions of each region. Rather than directly applying the cases hereinas they are, please use these as a reference for considering services and operations that match the specificcharacteristics of your region.
It is our hope that this collection of case studies of the reactivation and reform of local public transportation will
provide tips for developing various initiatives, and that these examples will be useful in the formulation of
measures that are fit for each region.

March 2011
Public Transport Support Center
Institution for Transport Policy Studies

Hokkaido>Niseko-cho

FUREAI-Shuttle
ProfileIn Niseko-cho, private bus
routes doubled up withmunicipal welfare buses andschool buses, but due tolimited users and inefficiencies
involved in doubling up onroutes, these three buses werereorganized and integrated, tobe restructured as the “Fureai
Shuttle”, a community bus
which anyone can use.

Population: 4,669 people
Area: 197.13/km2
Population Density: 23.68
people/km2
Operating Entity: Niseko-cho

ModeCommunity
Bus

StatusOperational

Implemented
2002

Results• Previously, school buses and welfare buses had a limited set of users, but community busses can be usedwithout worry by anyone, greatly improving the convenience to users. Also, given that this consolidates anumber of different bus systems, operational efficiencies can be achieved, reducing administrative costs.
• The number of bus users in Niseko-cho has increased significantly from around 26,100 people (total of bus
routes, welfare buses, school buses) in the first half of FY2001 (April to September) before the introduction of
the community bus, to about 28,200 people since its introduction in the first half of 2002.
• There was also an upward trend in the number of general public users (excluding children and students using
for school commuting) in the three years since the introduction of the community buses, from 20,400 people in
FY2002, to 24,200 people in FY2003, and 24,800 people in FY2004.
• From FY2007, in addition to introducing buses with carriers for bicycles (the first such trial in the nation), mini
tours using community buses have been implemented in cooperation with the Tourism Association, and othermeasures have been taken to actively promote bus use for tourism. As a result of these measures, bus use intourism has increased, and after sluggish use in FY 2005-2007, the number of annual users began to increasein 2008 (10.3% over 2007).

Note!
•

•

•

In the re-purposing of the buses, the buses were allowed to stop anywhere at the passenger’s request, as alimited service for the elderly and persons with disabilities, so that their convenience would not be reduced incomparison with the previous welfare buses (in some areas the regions where buses can stop anywhere at thepassenger’s request are limited).
Also, so that convenience would not be reduced in comparison with the previous school bus service, the “Early
Morning Fureai Shuttle” began operation. Unlike the route that this line takes in the daytime (loop line), thistakes into consideration the needs of school commuters. This can also be used by people other than children
and students.
From 2007, transportation operators, local businesses and local residents came together to form the “Nisekocho Route Operation Committee”, to consider measures to increase users of the Fureai Shuttle. As a result,given that there would be a plateau of users given the demographic trends among townspeople only, various
measures were taken with the aim of expanding the use of buses by tourists (as many as 1.5 million per year),
integrating the community buses with tourism.

More Info…
•

Niseko-cho Website (http://www.town.nosako.hokkaido.jp/jbus/#3)

MigonProfileA 7-seater taxi transportation
service operating aroundTohkadai Newtown in Komaki.
“Migon” is taken from theJapanese words “Minna de
Wagon”, meaning a wagon foreveryone.
Its main feature is that it has theadvantages of both passenger
buses and taxis.

Aichi>Komaki
Population: 147,182 people
Area: 62.82 /km2
Population Density: 2342.92
people/km2
Operating Entity: Aoi Traffic Corp.

Mode
Shared Taxi

StatusOperational

Implemented
2003

Results• Migon began operations in the night time, when buses from JR Kasugai station to Tohkadai Newtown had
stopped, and from the “Peach Liner” Tohkadai Center Station (new transport system connecting Komaki Station
with Tohkadai Newtown, abolished in September 2006) to people’s homes.
• While taxi fare from JR Kasugai station to Tohkadai Newtown cost 3,000-4,000 yen, using the Migon meansthat wherever you get off the bus you only pay 900 yen, and there is no need to be picked up by family etc.
• From Tohkadai Center, service in the evening is limited to Newtown and surrounding areas, for a fare of 300
yen. This is an important form of transportation for the elderly etc. who do their shopping in the Center district.
• Also, following the abolishment of the “Peach Liner”, operation commenced between Komaki Station andTohkadai Newtown, for a fare of 900 yen, regardless of where you get off on the bus route.
• From the roughly 7,700 users on all routes at the commencement of operations in 2003, this grew 1.7 times toabout 12,800 users two years later in 2005. Convenience was further enhanced in March 2008, with the bus
stop at JR Kasugai station moved to in front of the station, leading to an increase of 15% over the previous yearof users from this station (April to October).

Note!
• Migon is a transit service which arose out of an awareness by Komaki City taxi operator “Aoi Traffic" on theissue of “what kinds of transit services are required by citizens”, and they have implemented this business ontheir own, without any subsidies from government.
• “Aoi Traffic Corp.” have the management philosophy of “creating a new passenger transport system from theview of the needs of local residents”, and the Migon is an embodiment of a transport service which fits thisphilosophy.
• The features of the Migon service include 1) flat-rate fares, 2) shared ride, 3) limited regions and 4) door to door
service, with the aim of providing a new community-based transport service with the benefits of both taxis andbuses.
• “Aoi Traffic Corp.” also operates bus routes connecting Tohkadai Newtown, JR Kasugai and Komaki stations,and in relation the movement needs for the company’s buses, by making use of the most appropriate modes oftransport for their users they have also been able to cater for demand late at night.

Toyoyama Town Bus
ProfilePlanned by Toyoyama-cho, andoperated by private businesses,routes outside of the town, suchas to nearby central Nagoya
and the Komaki Municipal
Hospital are longer than routes
that run throughout the town.

Aichi>Toyoyama-cho
Population: 13,565 people
Area: 6.19 /km2
Population Density: 2,191.44
people/km2
Operating Entity: Aoi Traffic andToyoyama-cho

ModeCommunity
Bus

StatusOperational

Implemented
2002

Results• Upward trend in users, with 47,000 users in 2005, 53,000 in 2006, and 57,000 in 2007.
• Toyoyama-cho is located in the suburbs of Nagoya, and the nearest railway station is Nishiharu station on the
Nagoya Railroad Inuyama Line, about 4km away. Also, the Meitetsu bus route was discontinued in 2002. Thismeans that the use of public transport for the mobility needs of citizens to the city center of Nagoya, and for the
Komaki City Hospital in adjacent Komaki has been extremely inconvenient, but this has been improved with theintroduction of the Toyoyama Town Bus.

Note!
• In order to understand the needs of residents, group interviews were conducted, along with surveys. Town
officials went to public facilities such as community centers and health centers, and interviewed citizens ingroups of 10. Through group interviews with housewives and the elderly at these locations, their needs were
investigated as they spoke freely with each other. The adoption of the opinions of residents in this way led tothe changing of routes in September 2006, and large scale timetable revisions in April 2008.
• In April 2008, in conjunction with a revision of timetables, the “Toyoyama-cho Public Transport Map” (seefollowing page) was created to facilitate transit between the Toyoyama Town Bus and existing bus routes(Meitetsu Bus Nishiharu and Airport routes and Aoi Traffic Nagoya Airport Direct Bus).
• In September 2002, Aoi Traffic began the shared bus service, in accordance with Article 4 of the Road
Transport Act. The planning and bearing of deficits for the operation are carried out by Toyoyama-cho as an
Independent Town Business. Fare revenues are about 12 million yen per year, in relation to 42 million yen peryear in expenses. The difference of 30 million yen per year is borne by the town.

Seikatsu-Bus Yokkaichi (S-BUS)
ProfileWith the reduction in users due tothe increase of car ownership,
conventional bus route operators
became unprofitable, anddiscontinued service in May 2002.
A Regional NPO leveraged
auxiliary resources in the city to
begin operation of a newcommunity bus to operate inpublic transport blank spots.

Mie>Yokkaichi
Population: 303,845 people
Area: 205.16 /km2
Population Density: 1,481.01
people/km2
Operating Entity:
NPO Seikatsu-Bus Yokkaichi

ModeCommunity
Bus

StatusOperational

Implemented
2003

Results• There has been an increasing trend in passengers since the start of operations of the new Community Bus. At
its introduction in FY2003, there were an average of 70-80 users per day, but as of 2008, there were more than
100 users per day. This was a significant increase over the 20-30 people per day average of the discontinued
bus routes.
• The convenience for the elderly in daily life activities such as going shopping or to the hospital has improved
significantly.

Note!
• The Mie Kotsu Tarusaka Route, which had been active since the 1940s, was abolished in May 2002 due to theunprofitability of its routes due to reduced users. This meant that the Hazu Ikaruga District (540 households,
population of about 1,700 people) was about 2-3km from the nearest train station and bus route, resulting in a
public transport blank spot. With the desire for the government to keep this route running not realized, the“NPO Seikatsu-Bus Yokkaichi” was established, with the goal of operating a community-based bus service.
Operations were outsourced to Mie Kotsu.
• A route was set out which took in places necessary for everyday life, such as shops, hospitals, post offices,
railway stations and civic centers. Also, to reduce the distance that the elderly need to walk to bus stops, bus
stops were spaced at short distances of 200-300m, with the route zig-zagging through the region. The
timetable is set so that it is convenient for shopping, stopping at the supermarket every 40-50 minutes.
• Operating expenditure is 900,000 yen, and this is financed by 100,000 yen in fare revenue, a 300,000 yen
subsidy from the city, and 500,000 yen in sponsorship money from companies along the bus route. Personnel
and office expenses are kept small thanks to the volunteer spirit of the NPO members.
• With the managing entity being an NPO, the enthusiasm of the people at the center of the organization thatplan and implement those plans are another important element.

Daigo Community Bus
ProfileA community bus led by residents,from planning to operation. With
local volunteers and outside
experts playing a central role, acommunity bus was introduced inpublic transport blank areas in thesuburbs of Kyoto.

Kyoto>Kyoto
Population: 1,474,811 people
Area: 827.9 km2
Population Density: 1,781.39
people/km2
Operating Entity:
Daigo Community Bus Citizens
Committee
Mode
Community
Bus

StatusOperational

Implemented
2004

Results• In 2004, 4 new community bus routes were established, centered around public transportation blank spots
where access to bus stops on arterial routes is difficult. (an additional route was added in March 2008 for a
total of 5 routes)• All routes were set so as to complete round trips within one hour, and by patterning their timetables in this way
it enhances the convenience for the users.
• The number of passengers has increased from the expected 500 people per day when the operationcommenced to 1,400-1,500 people per day as of November 2008, and at one point there were cases ofpassengers having to be left behind at bus stops. (this has now been resolved with the establishment of thefifth route.)

Note!
• With the withdrawal of city buses, momentum increased among local residents for the operation of acommunity bus, and it was local residents that played a central role in planning, gaining approval andimplementing the operation. The deregulation of busing in February 2001 was also a major factor in the
successful implementation.
• Routes were set freely based on the opinions of citizens, and following the principles drafted by a committeeof experts including “4 route service” (currently expanded to 5 routes), “no changes to end points and service
intervals” and “areas that take 30 minutes or more are outside of the scope”, and the locations of bus stops
were as desired by residents. Coordination with residents near bus stops was also carried out by the residents
themselves, allowing them to be smoothly established. This kind of community-based initiative created asense of unity within the region, and also led to the promotion of bus use.
• Instead of a public transport system which operated on meeting costs with fare revenue alone, a “Partner
Support” system was implemented to obtain funds from private companies along the bus route and the public,
and a financial base was established with major companies on the route becoming main partners.

Hidakagawa-cho Public Transportation Restructuring
ProfileIn order to respond to the reductionof major routes by private bus
operators and to improve theconvenience and efficiency of
existing routes, Hidakagawa-cho
effectively integrated bus routes
with community buses and sharedtaxis, in a stage-by-stage approach
to fulfilling the needs of residents
and restructuring the public
transportation system.

Wakayama>Hidakagawa-cho
Population: 11,123 people
Area: 331.61 km2
Population Density: 109.7
people/km2
Operating Entity: Hidakagawacho

Mode
Bus/Taxi

StatusOperational

Implemented
2008

Results• Through the restructuring efforts, it was possible to increase the frequency of bus routes on major lines usedby high school students to go to school, extend the times of buses for going home from school, and enhance
feeder services connecting main routes with community buses/shared taxis, to ensure greater consideration ofresidents that are unable to drive automobiles.
• Through measures to secure means of transportation, use for tourism and the social participation of theelderly and disabled can be expected.

Note!
 With the request from operators to discontinue services, and the growing need to review the limited current
services, public transport was restructured by integrating arterial line buses with community buses and sharedtaxis.
 Improved convenience through the improvement of bus route services and the establishment of new sharedtaxis in response to demand from citizens.
 Improved efficiency by switching to shared taxis instead of buses with low demand.
 Bus stops were set in transit hubs in each area, and waiting environments are well maintained.
[Background]• Hidakagawa-cho is located virtually in the center of Wakayama Prefecture, and is adjacent to Gobo City to theeast, which is the central city in the region.
• This town was born out of the 2005 merger of Kawabe-cho, Nakatsu Village and Miyama Village, and has anelongated shape running from east to west, encompassing a vast region with long distances between
residential areas and the city area.
• In such a geographical situation, private vehicles are the major form of transportation for residents, and thenumber of bus users had been on a downward trend year by year.
• As a result, the Gobo Nankai Bus, which operates many routes in the town, is advancing a review of existing
routes, and in Hidakagawa-cho the town is switching to operating an alternative bus service.
• At the end of September 2008, the request was made by Gobo Nankai Bus, who operated a number of bus
routes within the town, to reduce the main routes to Ryujin Tanabe city and connecting Kawabe, Nakatsu andMiyama with Gobo City, and to keep these routes to operating up to Kawaharago in the Miyama district.
• In order to respond to the reduction of main routes and to improve the convenience of existing routes,
Hidakagawa-cho considered the problem of public transportation as an issue of the entire town, and took asustainable approach to the restructuring of their transportation system.

Hidakagawa-cho Public Transportation Restructuring

Wakayama>Hidakagawa-cho[Details]① Restructuring of Town Bus Routes (Implementing Entities: Hidakagawa-cho/Gobo Nankai Bus)• As part of the restructuring, routes were secured for the concentrated use of school students in the mornings
which had become an issue, and to secure buses to take students home from school.
② Community Bus/Shared Taxi Demonstration Project (Implementing Entity: Hidakagawa-cho)• From October 2008, community buses were introduced in 4 routes to enable movement through the area, andto provide connections to the restructured routes. (of these, one of the routes has been reduced during the
restructuring, and thus the operation is shared with adjoining Tanabe City.)• In October 2008, two alternative routes operated by the town in place of abolished private bus routes, where
the number of users had been low, were switched to shared taxi services.
• With the results of the residents survey, new shared taxis were established in June 2009 to connect with theabove shared taxi service, to improve convenience for areas that were far away from bus stops.
③ Bus Stop and Bus Related Facility Improvement (Implementing Entities: Hidakagawa-cho/Gobo Nankai Bus)• The transit hubs for bus routes, community buses and shared taxis are also the hubs of the community, andthe Hongo Bus Stop in the Nakatsu district and the Kawaharago Bus Stop in the Miyama district were
improved to provide more protection from wind and rain.
• The Kawarago Bus Stop, which had been in two separate locations for the two former routes was
consolidated into a single location through these improvement measures.
• In addition, there was verification and improvement of confusing bus stops on the shoulders of the road etc.
④ Measures to Promote the Use of Public Transport (Implementing Entities: Hidakagawa-cho/Gobo Nankai
Bus/Operating Committee)• Promote use through the creation and distribution of timetables, public transport route maps, transfer
information and posters etc., and posting to the town website etc.
⑤ Promotion of Regional/User Participation (Implementing Entities: Hidakagawa-cho/Gobo Nankai
Bus/Operating Committee)• A system was developed to actively listen to the needs and suggestions of bus regions and users, and toencourage their participation in the operation of the bus service.

[History of Study]• In August 2006, the Hidakagawa-cho Regional Transportation Study Committee was established tocommence a study of regional traffic.
• In March 2008, the “Hidakagawa-cho Regional Public Transportation Activation Council” was established toinvestigate the operating routes and forms, understand usage status and needs, and to promote use andsustainable operation.
• In May 2008, a “Survey on Resident Bus Operation” for the entire town and a “School Commuting Survey” forNakatsu/Miyama District Junior High School students were conducted.
• As a result, it became clear that because of the inconvenience of buses, parents were taking their children to
and from school, and additional buses were added in the mornings when students commuting to school wasat its most intensive, and last buses were extended to deal with club activities etc.
• In October 2009, with the cooperation of the Wakayama College of Technology, a questionnaire and interview
survey of bus users were conducted, to understand the impact of restructuring and the degree of satisfactionof users.

Toyama Light Rail
ProfileUnder the comprehensive Toyama
City public transport plan, theformer JR West Toyama Port Linewas developed into a light railsystem (LRT) with the aim ofestablishing “Compact Urban
Development Centered Around
Public Transportation”. This LRT is
said to be the first such full scale
introduction in Japan.

Toyama>Toyama
Population: 421,239 people
Area: 1,241.85km2
Population Density: 339.20
people/km2
Operating Entity: Toyama Light
Rail Co., Ltd.

Mode
Railway

StatusOperational

Implemented
2006

Results• Along with the introduction of five new stations (including Toyama North Station), as well as barrier-free
support for carriages and station facilities, the timetable was improved from previous 30 minute intervals to 10
minute intervals at peak hours.
• Compared to before opening, the number of daily users increased significantly after opening (October 2006)
from 2,266 to 4,988 people, and on holidays (weekends and holidays) from 1,045 to 5,576 people.
• In a citizens survey after opening, about 90% of citizens evaluated the Toyama Light Rail well.
• In order to prepare for the future declining and ultra-aging population, Toyama City aims to realize “an active
public transport system, beginning with the railway system, which integrates the various residential,commercial, business and social functions of the city along the rail lines, so as to develop a compact urban
environment centered around public transportation”.
Note!
• With the JR Hokuriku Line consecutive grade crossing construction project associated with the Hokuriku
Shinkansen construction, the LRT proposal emerged after considering a variety of alternatives, including theraising of the Toyama Port Line and replacing it altogether with a bus system. As a result of review by Toyama
City, it was decided to continue with the LRT and to transfer its management from JR West to the semi-public
sector Toyama Light Rail, and for the public to bear the cost of facility development and carriage introductionetc.
• LRT development leverages the existing rail infrastructure, and is the first step in creating a city-wide public
transportation network.
More Info…
• Toyama City Website (Public Transport Policy)
http://www.city.tovama.toyama.jp/division/toshiseibi/koutsuseisaku/• Toyama City Website (Public Transport Railway Residents)
http://www.city.tovama.toyama.jp/division/toshiseibi/jutakusuisin.htm• Toyama Light Rail Website http://www.t-lr.co.jp/• Toyama Traffic Policy Research Group Website http://www1.tcnet.ne.jp/kusunoki/koutuken/t200.pdf• Toyama Light Rail Record Editorial Committee, “The Birth of the Toyama Light Rail”, Kajima Publishing, 2007
• Takeshi Fukayama,• Analysis”, Transport Policy Studies, Vol.10, NO.1, pp.22 -37, 2007

Wakayama Electric Railway Kishigawa Line
ProfileFollowing the withdrawal of existing
operators due to a decrease inusers, the prefecture andmunicipalities determined to provide
financial support, and made a public
offering for operators to take over
operations anew. As a result,operators from outside of theprefecture participated, and theroutes were able to be maintained.

Wakayama>Wakayama City
Population: Wakayama 375,591
peopleKinokawa 67,862 people
Area: Wakayama 209.23 km2
Kinokawa 228.54 km2
Population Density: Wakayama
1,795.11 people/km2
Kinokawa 296.94km2 people/km2
Operating Entity: Wakayama
Electric Railway Co., Ltd.
Mode
Railway

StatusOperational

Implemented
2006

Results• Okayama Electric Railway, which was selected in public offering, established the Wakayama Electric Railway
to operate the Kishigawa Line. Also, after taking over operations, discussions were held to promote use underthe “Kishigawa Line Steering Committee”, made up of members from Wakayama Electric, Prefectural andlocal governments along the route, schools, residents organizations and the Chamber of Commerce. This line,
which was near to being abolished, was able to be kept thanks to the efforts of various stakeholders, andmany efforts have been made to establish it.
• In the first year after takeover, FY2006, the annual number of users was about 2.114 million people,
exceeding the year prior to takeover, 2005, by about 190,000 people.
• As a result of cost effectiveness analysis by academics, the social benefit per year from the survival of theKishigawa Line was estimated to be about 1.48 billion yen greater than if there had been a conversion tobuses after the abolishment of the line (conversion rate was set at about 46%).
Note!
• This line was previously operated as the Kishigawa Line of the Nankai Electric Railway (Nankai Electric), butwith decreasing users, operations in 2002 registered a loss of about 470 million yen, and in October 2003
Nankai Electric began examining their withdrawal as the operator of the Kishigawa Line, issuing a report tothis effect to Wakayama Prefecture, Wakayama City and Kishigawa-cho (currently Kinokawa City). In
response, the prefecture, city and town took measures to ensure the continuity of the Kishigawa Line, and theprefecture paid all costs for the railway land for the two municipalities as initial investment required forcontinuity, and also bore the cost of large scale substation repairs necessary for future operation, providing
the two municipalities with sufficient funding to operate for 10 years.
• Assuming these burdens, the operator was published, and the Okayama Electric Railway was selected. After
this, Okayama Electric Railway established the wholly owned Wakayama Electric Railway, which was granted
free land for the railway from the two cities, and a voluntary conveyance of other rail assets from Nankai
Electric, and the business was taken over from April 2006.
• After the start of operation, the “Kishigawa Line Steering Committee” was established to promote use. A
variety of measures have been implemented to promote use, such as the operation of the “Ichigo (Strawberry)Train”, designed after the strawberries that are the specialty of the area along the railway, and the operation of
a “Toy Train”, and the appointment of a cat as stationmaster, etc.
• Following the announcement of the abolition of the Kishigawa Line by Nankai in August 2004, activities tokeep the railway were carried out by citizens organizations. These activities were broadcast on television, andled by residents of Nagayama Estate in the former Kishigawa-cho who appeared on television, the “Group for
the Future of the Kishigawa Line” was officially launched. Thanks to being on television, members increased,
and the group became even more active.
More Info…
• Wakayama Electric Railway Website: http://www.wakayama-dentetsu.co.jp/

FUREAI-Shuttle
Niseko-cho Loop Bus “FUREAI-Shuttle” Route Map Loop Line Revised April 1, 2008

Hokkaido>NisekhAnnupuri Line
Soga/Higashiyama/Arishima Line
Motomachi/Kondo Line
Miyata/Satomi Line
Nishitomi/Fukui Line

Niseko-cho Loop Bus “FUREAI-Shuttle” Route Map Early Morning Revised April 1, 2008

Annupuri Line
Kawakita Line
Soga/Higashiyama/Arishima Line
Motomachi/Kondo Line
Miyata/Satomi Line
Nishitomi/Fukui Line 1
Nishitomi/Fukui Line 2
Nishitomi/Fukui Lines

Source: Niseko-cho Website

MigonAichi> Komaki City h

Kasugai Station to Tohkadai Newtown Route: 5 routes depending on the destinations of users
A/B Courses

C Course

D/E Courses

Komaki Station (Bus Terminal Platform 5)

Peach Migon
Peach Bus “Migon” operates between
Komaki Station and Tohkadai

Timetable

Migon/Tohkadai Bus

3 Flat Fare Tickets /900 yen
You can get off wherever you like on
the Peach Bus Route.

Weekday (Mon-Fri)

Sat

10PM
11PM
12PM

Tohkadai Center Platform

JR Kasugai Station Platform

4 School Districts

Migon/Tohkadai Bus

判読不可

 Divided successively into north and southcourses.
Migon/Tohkadai Bus

1
Flat Fare Tickets /300 yen*Tickets are required to ride the Migon, so train crew

3 Flat Fare Tickets /900 yen*Tickets are required to ride the Migon, so train crew
sell tickets on-board (single tickets).

sell tickets on-board (single tickets).

Straight to your door for Komaki
East Region

Timetable
Weekdays

判読不可

6:30-11PM(30 min intervals)

Get off anywhere on Tohkadai Bus Route

Timetable

From Tokadai and Kasugai-cho platforms

判読不可

Weekday (Mon-Fri)

Sat

9PM
10PM

Saturdays

5:30-10:30PM(30 min intervals)

11PM
12PM

判読不可

Source: Aoi Traffic Corp.

Toyoyama Town Bus

Aichi> Toyoyama-cho

Source: Toyoyama-cho Website
Fig. Toyoyama Town Bus Route Map
North, South RoutesFig. Toyoyama Town Bus Route Map

North, South Routes

Seikatsu-Bus Yokkaichi (S-Bus)

Mie> Yokkaichi

Source: “Regional Public Transportation Activation/Restructuring Casebook”(March 2008, MLIT, Policy Bureau)

Fig. Seikatsu-Bus Yokkaichi Route Map

Daigo Communnity Bus

Kyoto> Kyoto

Source: Daigo Community Bus Website

Fig. Daigo Community Bus Route Map

Toyama Light Rail

Toyama> Toyama

Route Map (Introduction of Stops)

IwasehamaIwase Canal Hall

Keirinjōmae

Higashi-Iwase

Iwase beachŌhirotaMori House (ImportantNational Cultural Property)

Hasumachi

Iwase Hikiyama Festival

Inujima-Shimmachi

To
ya
m
a
Po
rt
Li
ne

Nakajima Koumon (ImportantNational Cultural Property)

Toyama Velodrome

Jōgawara

Etchū-Nakajima

Iwase Sport Park

Awajima (Ōsakaya-Shop-mae)Shimo-Okui

Intec-Honshamae

Tomiiwa Canal Water Park
Daigaku-mae

Okudachūgakkōmae
Okudachūgakkō-mae Crossing

Toyamaekikita

To
ya
m
a
Cit
y
Lo
op

LegendSpecial Railway (existing)Shared Railway (new)Abolished area
City Loop
Existing Stations
New Stations

Minami-Toyama

Source: Toyama City Website

Fig. Toyama Light Rail Route Map

Wakayama> Wakayama

Wakayama Electric Kishigawa Line

Kishigawa Line Railway Map

Wakayama

Nichizengu

Tanakaguchi

Kozaki
Kamayama
Kotsu-Center-Mae
Okazakimae Kire

Kanrojimae
Nishiyamaguchi
Sando Oikeyuen
Kishi
IdakisoFig. Wakayama Electric Kishigawa Line Route Map