ACKNOWLEDGEMENTS 

The U.S. Department of Transportation John A. Volpe National Transportation Systems Center 

gratefully acknowledges the contributions of the many Island Explorer Shuttle Bus System 

partners who shared their time and resources to provide us with the information needed to 

develop this report. Special thanks to the Acadia National Park Deputy Superintendent for 

coordinating our project team’s site visit, to members of the Maine Department of Transportation 

and Downeast Transportation, Inc. for their patience in responding to requests for additional 

information, to Tom Crikelair for his insight and assistance, and to the Friends of Acadia for 

providing documents that enriched the work herein. 
 

Table of Contents 

EXECUTIVE SUMMARY 

I. ATS PARTNERING AT ACADIA NATIONAL PARK 1 

II. WHY PARTNER? 3 

III. MOUNT DESERT ISLAND’S TRANSPORTATION CHALLENGES 4 

IV. THE ISLAND EXPLORER SHUTTLE BUS SYSTEM AND ITS IMPACT 6 

V. HOW PARTNERING MADE A DIFFERENCE 8 

VI. PARTNERING LESSONS 14 

Appendices 

APPENDIX A: THE ISLAND EXPLORER DEVELOPMENT TIMELINE 

APPENDIX B: CONTACT INFORMATION 

APPENDIX C: GLOSSARY 

APPENDIX D: RESOURCES FOR FURTHER RESEARCH 
 

EXECUTIVE SUMMARY 

This report presents the first in a series of case studies on lessons learned from planning and 

implementing alternative transportation systems (ATS) and from developing partnerships with 

local and regional communities. The report is supported by the National Park Service’s 

Alternative Transportation Program (ATP), which promotes the introduction of transportation 

services that ease the impact of vehicle traffic on national park resources and the visitor 

experience. Results from these case studies illustrate the specific benefits that units of the 

National Park Service (NPS) can realize through partnering and help to build knowledge and 

expertise across NPS for planning and implementing ATS. 

Ensuring accessibility to and within NPS units is at the core of the NPS mission to preserve the 

natural landscape of America for public appreciation, education, and benefit. Since the 1940’s, 

the automobile has been the leading mode of visitor access in NPS units. This reality, coupled 

with increasing visitation levels, has caused congestion on park roadways and in parking 

facilities. In turn, traffic congestion has led to impacts on natural and cultural resources, 

increased pressure on limited park staff resources, hazardous conditions for pedestrians and 

bicyclists and, ironically, reduced visitor accessibility. In response to these challenges, NPS 

launched the ATP in 1998. 

Enabled by the Transportation Equity Act for the 21st Century (TEA-21), the mission of the ATP 

is to “preserve and protect resources while providing safe and enjoyable access to and within 

NPS units by using sustainable, appropriate and integrated transportation solutions.” The ATP 

promotes the integration of all modes of travel within an NPS unit and encourages the 

introduction of a range of technologies, facilities, and management strategies to support the use 

of alternative ways of getting to and traveling within units of the NPS. As of 2003, 101 ATS 

exist at over 90 NPS units. 

Transportation challenges at a given NPS unit affect and are influenced by a diverse set of 

stakeholders—the unit itself, its visitors, gateway community residents, area businesses, regional 

and state planning agencies, and more. To be effective, alternative transportation solutions 

should be developed so that the perspectives of these stakeholders are incorporated. Moreover, 

making these stakeholders partners helps ensure the availability of resources needed to plan, 

implement, and sustain an alternative transportation system. 

Lessons from case studies of NPS units planning for and developing alternative transportation 

solutions demonstrate the usefulness of partnerships in implementing ATS. The case studies 

highlight successful examples of where partnerships with regional and local stakeholders have 

helped NPS managers integrate ATS with surrounding transportation activities while achieving 

the core NPS goals of protecting resources and creating a positive visitor experience. Case 

studies include an in-depth account of the Mount Desert Island and Acadia National Park Island 

Explorer Shuttle Bus System and a study of the partnering techniques used at Cape Cod National 

Seashore, Grand Canyon National Park, Great Smoky Mountains National Park, Golden Gate 

National Recreation Area, Lowell National Historical Park, Mt. Rainier National Park, Yosemite 

National Park, and Zion National Park. 
 1

I. ATS PARTNERING AT ACADIA NATIONAL PARK 

This report presents a case study of the partnerships that supported the implementation of the 

Island Explorer Shuttle Bus System (herein referred to as the Island Explorer), which was 

designed to respond to growing traffic congestion both in Maine’s Acadia National Park (Acadia 

NP) and in the adjacent towns on Mount Desert Island (MDI), especially Bar Harbor. The 

system, which began operating in 1999 with six buses, is now comprised of 17 shuttle buses that 

in 2001 carried nearly 240,000 passengers. The Island Explorer is one of the most successful 

recent ATS within NPS. The Coalition for Sensible Energy reported that, in its first year of 

operation, the system replaced nearly 43,000 cars and recreational vehicles on MDI, effectively 

eliminating two tons of pollutants that create haze.1 

This report is based on a review of documents and data relating to the park and the Island 

Explorer and on interviews with 17 individuals who participated in one or more phases of system 

planning, implementation, and operations. The variables that have contributed to the success of 

the Island Explorer are in many ways particular to the circumstances of Acadia NP and MDI. 

But generalizations can be made that may help other NPS units as they consider options for 

developing alternative transportation. 

Benefits of Partnering 

Partnerships between Acadia NP and other stakeholders yielded particular benefits without 

which the Island Explorer likely would not have succeeded. Partnerships produced the financial 

support necessary to plan the system, purchase the first fleet of buses, and operate the system for 

four years without making service mandatory or requiring riders to pay a fare. The regional 

transit system produced through partnerships also fostered operational efficiencies that would not 

have been possible with multiple, parallel systems. Partnerships also made technical expertise at 

each phase of the system’s evolution possible as NPS was not required to provide this element 

alone. Finally, partnerships have been essential in generating the kind of widespread public 

support that removes potential barriers before they are established and helps keep an alternative 

transportation system afloat. 

How Did They Do It? 

Partnerships at the local, state, and Federal levels have been crucial to the Island Explorer’s 

success. Perhaps the overriding lesson supported by Acadia NP’s experience is simply that ATS 

is unlikely to get off the ground with only the support of an NPS unit. Acadia NP had a 

transit system concept, supported by a feasibility study, in place as of 1992. But the concept did 

not move forward until local communities became sufficiently frustrated by the level of traffic 

congestion to take action. Acadia NP was prepared to offer its transit system concept, a critical 

element that enabled all partners to move forward expeditiously with planning what eventually 

became the Island Explorer. 

 

1 CSE News, February, 2000, http://www.downeast.net/nonprof/cse/wtsp00news.html 
 2

A related lesson is that ATS planners and operators must involve local communities to 

ensure system viability. Since the implementation of an alternative transportation system in a 

NPS unit will usually have implications for surrounding communities, obtaining their support—

in a variety of forms—is crucial. For Acadia NP, the Mount Desert Island League of Towns 

(MDILOT) was a linchpin in the planning process. MDILOT provided a mechanism for 

bringing towns together and conducted public outreach, including focus groups and public 

meetings. Once a system is operating, local involvement must continue. This requires 

communicating on a regular basis with residents, elected leaders, and local organizations. The 

Island Explorer managers conduct a public forum at the end of each season, where anyone may 

attend a presentation on the system’s performance, make comments, and raise questions. 

A project champion is an essential partner and one who attracts the support and resources 

of other partners. An NPS unit that wishes to implement an alternative transportation system 

should identify and support such a champion as that person will contribute energy, credibility, 

and understanding of local conditions. The champion for the Island Explorer was a local resident 

with leadership experience in the community and transit planning expertise. It is important to 

note, however, that although the professional qualifications of the Island Explorer’s project 

champion may have helped convince some partners to support the system, project champions can 

come from any stakeholder segment so long as they are credible and have the necessary amount 

of “infectious enthusiasm” to secure the commitment of others. 

The partnership between a NPS unit and regional or state transportation planning 

organizations is particularly important. A positive, flexible relationship with planning 

partners smoothes the planning process and facilitates the flow of financial support from Federal 

and other programs. For Acadia NP, its relationship with the Maine Department of 

Transportation (Maine DOT) was essential to the efficient application for and receipt of 

Congestion Mitigation and Air Quality Improvement (CMAQ) program funds, which were used 

to procure the initial fleet of buses. 

The 1997 Federal Memorandum of Understanding (MOU) between the U.S. Department of 

the Interior (USDOI) and the U.S. Department of Transportation (USDOT) makes 

partnering easier and more productive. The MOU includes a provision that “the DOT and 

DOI shall develop a personnel exchange program. This exchange program shall make available 

and encourage the temporary interdepartmental assignment of individuals.” NPS units may, 

through project-specific agreements, find innovative ways to obtain the experience and expertise 

needed to get ATS in place. In the case of Acadia NP, Federal Transit Administration (FTA) and 

other Federal transportation representatives regularly participated in meetings of Island Explorer 

stakeholders, providing invaluable technical expertise for planning and operations. 

To work with partners, NPS units developing ATS should dedicate at least one full time 

staff person to participate in planning, implementation, and management activities. As 

Acadia NP was unable to do this, a significant portion of the Acadia NP’s Deputy 

Superintendent’s time was dedicated to work related to the Island Explorer. By dedicating a staff 

person to transportation work, a NPS unit also can take advantage of all funding opportunities 

early in the planning process. Early on, Acadia NP requested permission to use fee 

demonstration funds to help support the development and implementation of the Island Explorer. 

As a result, the park received funding in a timely manner. Acadia NP also recommends applying 
 3

early to establish transit fees on top of park entrance fees in order to secure a guaranteed source 

of revenue that can support transportation activities. Though Acadia NP did not request 

permission to add transit fees when the Island Explorer first began running, the park will be able 

to add transit fees to its daily, weekly, and annual passes beginning in 2004. Acadia NP is now 

in the process of briefing the public about these transit fees. 

A complete discussion of these and other lessons learned is provided in Section VI of this report. 

Sections II through V discuss the advantages of partnering, explain the transportation issues 

confronting Acadia NP and MDI, describe the Island Explorer and its impact on those issues, and 

review the benefits yielded by the partnerships that supported the Island Explorer’s development. 

II. WHY PARTNER? 

The principle of partnering to support the implementation of an alternative transportation system 

is evident at the Federal level in the 1997 MOU between the USDOI and the USDOT. This 

MOU brings together the expertise and resources of the two agencies on the issue of alternative 

transportation within NPS units. Through innovative transportation planning, interagency 

project agreements, personnel exchange, and the development of innovative policy, guidance, 

and coordination procedures, the two departments support the implementation of safe and 

efficient transportation systems that are help to protect and preserve park resources. 

While the Federal MOU provides a helpful framework, the most effective partnerships are those 

that a NPS unit forms with those stakeholders closest to the unit itself. These partnerships 

represent the interdependence of NPS units, surrounding communities, and other stakeholders. 

The influence of any NPS unit extends well beyond its geographical boundaries. In most 

circumstances, park users are visiting not only the NPS unit but also the surrounding 

communities. Any transportation issues are therefore likely to affect both the NPS unit and 

neighboring communities, making it necessary to pursue joint transportation solutions. Pursuing 

issues separately would be at best inefficient and at worst counter-productive. Decisions 

regarding a NPS unit’s transportation system and operations affect its environment and 

resources, the experiences of visitors, the life of gateway communities, and the plans of regional 

and local governments. Stakeholders representing these interests are potential partners; their 

perspectives should be heard and, as much as possible, incorporated. In the case of a 

transportation planning project, seeking partner perspectives avoids alienating partners, which 

can slow a project’s progress. 

Partnering also enables NPS to stretch its limited resources. Cooperative transportation planning 

supports the development of a wide range of alternatives to access park amenities and services. 

It also provides visitors before they even reach the NPS unit with information on intermodal 

transportation options, which benefits surrounding communities. Few NPS units can 

Few NPS units can independently conceive, plan, implement, and operate a fully effective 

alternative transportation system serving visitors both in and around the unit. 
 4

independently carry out transportation planning activities. Taking on a transportation planning 

project requires that park staff time be supplemented with additional energy and skills. 

Similarly, park financial resources are unlikely to fully support either the capitalization or 

operation of a new transportation system. As a result, establishing a diverse, stable financial 

support structure among partners is often crucial. A NPS unit also benefits greatly from its 

partners’ technical and other expertise in areas that historically have not been a central part of the 

NPS mission, such as transportation planning, traffic management, and transit operations. 

Thus, partnering can help NPS cooperatively develop goals and objectives, collect data, and 

develop a complete set of transportation alternatives as part of the transportation planning 

process. If the preferred alternative is to build an alternative transportation system, then 

partnering can help NPS develop the following components of a successful transportation 

planning project: 

1. System approval and buy-in from all major stakeholders. 

2. Skills and expertise needed to conceive, plan, and implement the system. 

3. Financial resources necessary to capitalize and operate the system. 

4. Incorporation of the expertise and perspectives necessary to appropriately address 

relevant transportation challenges. 

Though the Island Explorer is a single case, its success reveals lessons that other NPS units may 

use to help them realize the many benefits of collaborative partnerships. 

 

III. MOUNT DESERT ISLAND’S TRANSPORTATION 

CHALLENGES 

One of the most visited national parks in the 

United States, Acadia NP covers more than 

46,000 acres of the eastern coast of Maine and 

provides visitors with opportunities to hike, bike, 

camp, horseback ride, boat, fish, and ski against a 

landscape of largely unspoiled forest and 

coastline. Established as a national park in 1929, 

Acadia NP was created through private donations 

of land, money, and expertise, and today sits 

within a day’s travel of a few major East Coast 

cities and the Canadian provinces of New 

Brunswick and Nova Scotia. The majority of the 

acreage of Acadia NP is located on MDI, with 

additional facilities on the Schoodic Peninsula and 

the island of Isle au Haut. 

Bar Harbor, Maine 

(photo: www.acadiamagic.com)
 5

Today Acadia NP hosts more than 2.5 million visitors per year, 90% of whom visit during the 

summer months. This level of visitation profoundly strains the park’s transportation 

infrastructure and adversely affects the region’s ecosystems. Emissions of air pollutants 

contribute to acid precipitation that damages the rocky soils characteristic of the Acadia NP area; 

one park lake is chronically acidified. Emissions also contribute to the development of haze that 

impairs scenic views from Cadillac Mountain and elsewhere in the area. 2 

The impact of this level of visitation is also felt in the park’s gateway communities. Acadia NP 

is unusual among national parks in its close connection to and association with the four 

townships that surround it. Unlike those national parks that have clearly defined boundaries, 

Acadia NP is closely intertwined with its surrounding towns, seamlessly sharing MDI. Visitors 

for whom Acadia NP is the primary destination spend almost as much time in local towns as they 

do in the park since most of the overnight accommodations and support facilities are outside of 

the park. 

One of the most noticeable and consequential impacts of heavy automobile traffic is congestion. 

The roads on MDI and in the park are few and narrow. They include the Acadia Loop Road, 

designed more for the scenic appreciation of the forests and 

coastline than for the efficient movement of thousands of 

vehicles each day. The towns themselves, particularly Bar 

Harbor, have narrow, crowded streets, lined with shops and 

filled with pedestrians and bicyclists. At peak traffic hours on 

MDI, in the late afternoon and early evening, as residents and 

visitors return to their homes and places of lodging the roads 

become congested and traffic at key intersections exceeds 

maximum capacity. The problems of excessive traffic are 

compounded by oversized vehicles, including mobile homes, 

boat trailers, and other recreational vehicles, which have 

trouble navigating the narrow lanes and tight curves of the 

mountainous terrain. Congestion increases the time that 

vehicles are idling, contributing to regional emission 

problems. It also detracts from the visitor experience as the 

ability of visitors and residents to move predictably 

throughout the park and local communities is compromised. 

Finally, congestion threatens visitor safety as motorists try to navigate the difficult traffic 

conditions while remaining alert to the proximate pedestrians and bicyclists. 

In addition to the limitations of the local road network, MDI is significantly constrained in its 

ability to offer adequate parking during the peak summer season. Acadia NP has one main 

parking area, which is located at the Hulls Cove Visitors Center, and several smaller parking 

areas located at the most popular sites within the park. However, all of these parking areas 

2 Code Red America’s Five Most Polluted Parks 2002, NPCA, page 2.

Parking Availability Sign at 

Hulls Cove Visitor Center 

Acadia National Park hosts approximately 2.8 million visitors annually, 

most of whom arrive by automobile.
 6

cannot accommodate the automobiles of every park visitor. Many of Acadia NP’s parking areas 

are very small, in some cases accommodating as few as six cars. What’s more, many parking 

areas serve multiple purposes, including acting as scenic overlooks or staging areas for one or 

more trails. Consequently, the park has experienced substantial overflow parking along the 

shoulders of roads and in the right lane of the park’s historic loop road. Overflow parking 

detracts from the visitor experience and the park’s scenic beauty, adversely impacts natural and 

cultural resources, and affects the safety of motorists, bicyclists, and pedestrians. 

Demand for parking in gateway communities also often exceeds supply, especially during 

summer months. By local ordinance, all places of lodging in the area are required to provide 

sufficient parking for their guests. However, this does not help the park’s many day visitors. 

The towns themselves maintain municipal parking areas and curbside parking, but both are 

limited and in demand. 

It is important to note that automobiles are not the only modes of transportation creating the 

transportation-related challenges at Acadia NP. Sitting along the coast of Maine, the park is also 

accessible by water and a popular stop for cruise ship operators. On a single holiday weekend, 

cruise ships may bring more than 10,000 visitors to the area. The vast majority of these visitors 

will not have a vehicle of any kind. Having an efficient way to move these visitors throughout 

the area is important, both to enhance the visitor’s park experience and to balance travel demand 

at key sites (including the Bar Harbor downtown) so that no one site is overwhelmed with use. 

IV. THE ISLAND EXPLORER SHUTTLE BUS SYSTEM AND 

ITS IMPACT 

The interconnectedness of MDI communities 

and Acadia NP fostered the regional 

partnerships that led to the successful 

implementation of the Island Explorer. From a 

transportation perspective, the towns and park 

are utterly intertwined, their roadways at 

points indistinguishable. 

Implemented in 1999, the Island Explorer 

includes 17 clean-fuel, propane buses that run 

on seven routes and efficiently link the hotels, 

motels, and campgrounds of the area with park 

attractions and the Bar Harbor Airport. The 

shuttle buses have bicycle racks and provide 

full access for disabled passengers. The Island 

Explorer runs from the end of June through the 

middle of October, and each route runs on its 

own pre-established schedule. 

The Island Explorer is available not only to Island Explorer Route Map 
 7

If vehicles removed from local roads 

through ridership of the Island Explorer 

shuttle bus system were lined up bumper-tobumper, the line would extend 133.4 miles 

for 1999 alone. 

Ellsworth American, September 23, 1999

park visitors but also to area residents and other visitors. Although available to everyone, the 

Island Explorer is not mandatory for anyone; park visitors and area residents alike are permitted 

to bring automobiles onto MDI. Riders are not required to pay a fare to board the shuttle. 

 While it was established to carry park visitors and thus relieve congestion in the park and 

surrounding areas, the Island Explorer is providing an unanticipated benefit—serving local 

residents. In 2001, 22% of the Island Explorer riders were residents, and that percentage is 

expected to continue to rise. These riders include local employees, particularly those who work 

in the tourism-related industries of lodging, food service, and small retail. The system has also 

become a significant mode of transportation for local youth, allowing them to move around the 

island safely. 

During its inaugural season in 1999, the Island 

Explorer carried over 142,000 riders. In 2000, nine 

buses were added to the system, and the number of 

routes was increased from six to seven. Ridership 

for the next two seasons increased first to 193,000 

and then to nearly 240,000. In 2002, the Island 

Explorer carried a record-breaking total of 

281,142 riders—an 18% increase over 2001.*

 The 

four-year trend represents a 107% ridership increase. 

 

* A breakdown of 2002 riders by visitors and residents was unavailable at the time of this study. A small survey conducted the first 

week of August 2002 found that 12% of participating groups were year-round residents and 9% were summer residents, including 

seasonal workers and residents with summer homes in the area. (Source: Tom Crikelair, Crikelair Associates, May 8, 2003.) 

0

50,000

100,000

150,000

200,000

250,000

300,000

1999 2000 2001 2002

Visitors

Residents

Island Explorer Ridership Totals 
 8

Major Benefits of Partnering at Acadia 

3 Open, problem-solving relationships among agencies 

3 Technical expertise for planning and operations 

3 Understanding of local/regional transit context 

3 Ability to test the transit system market 

3 Expedited system planning and implementation 

3 Mechanism for local involvement in system planning 

3 Trust and credibility with key stakeholders 

3 Increased awareness of financial support options 

3 Guidance on application for funding 

3 Financial support for capital acquisition, operations, 

and maintenance 

3 Greater financial sustainability 

3 Energy to keep project moving forward 

3 Distribution of information to the public 

3 Local support 

3 Reduced burden of getting new service operational 

3 Operational efficiencies from single transit service 

3 Service that meets the needs of park and communities 

3 Fare-free service 

3 Enhanced park visitor experience

The Island Explorer contributes to the park visitor experience, the environmental quality of MDI, 

the safety and comfort of both citizens and visitors, and the state tourist economy. For example, 

in 2001 more than 200,000 visitors rode the buses, keeping approximately 88,000 vehicles off 

park and MDI roads. As a result, emissions of carbon monoxide (CO) were reduced by 33 

percent and emissions of volatile organic carbons (VOCs) were reduced by 25 percent. What’s 

more, the Island Explorer reduce nose near park roadways by 6.3 decibels – the same reduction 

that would result from building a 12- to 15-foot-tall noise barrier along a road.* 

More buses will be purchased in 2003 to support additional ridership, and a new storage facility 

for vehicles may be leased or constructed. Acadia NP is also considering the possibility of 

constructing a second visitor center, which would include sufficient parking for daily visitors and 

a pick-up/drop-off point for shuttle buses. Acadia NP and its partners expect to have more 

riders—and subsequently more buses—in the future. As a result, the Island Explorer will 

continue to ease pressure on local natural resources. 

V. HOW PARTNERING MADE A DIFFERENCE 

A diverse team, including NPS, 

USDOT, Maine DOT, town 

governments, the Friends of Acadia 

(FOA), and a myriad of other public 

and private organizations came 

together to create and support the 

Island Explorer, which has altered the 

experience of visiting MDI and Acadia 

NP. The timeline shown in Appendix 

A summarizes the system’s evolution 

from an initially modest system to the 

current successful system. The five 

factors described below were 

especially important in bringing about 

the system’s successful partnerships, 

which in turn resulted in a variety of 

benefits. 

1. Cooperative Working 

Relationships at All Levels 

Development of a transit service 

requires information, resources, and 

 

* These estimates come from the report “Noise and Air Quality Implications of Alternative Transportation Systems: Acadia and Zion 

National Park Case Studies,” prepared by the John A. Volpe National Transportation Systems Center of the USDOT, 2002. Air 

sources used include the EPA MOBILE Model and NPS traffic data; emissions projections were based on 2000 VMT data using 

conservative park estimates. Noise sources used include FHWA traffic noise model runs and Volpe Center analysis. 
 9

Maine DOT has been a vital 

partner, supporting a regional 

transportation vision and 

innovative local 

transit solutions. 

expertise from a large number of different institutions and individuals whose interests may not 

always coincide. In addition, information, resources, and expertise often come via varying 

processes and procedures. Altogether, these factors indicate that cooperative relationships in 

which partners are oriented to problem solving are essential. At Acadia NP, benefits were 

realized through a series of collaborative relationships at the local, state, and Federal levels. 

At the Federal level, benefits were realized through the 1997 MOU between USDOI and 

USDOT. Although the MOU provided no direct funding for the planning and implementation of 

the Island Explorer, Acadia NP staff and other stakeholders observed that the MOU brought 

expertise and attention to the area’s transportation issues. FTA and other Federal transportation 

agencies participated in stakeholder meetings and provided technical expertise for planning and 

operations. Partners interviewed for this report also emphasized the less quantifiable benefits of 

the MOU, which include opening inter-agency communication at state and Federal levels, 

encouraging problem-solving relationships between those agencies, and increasing 

awareness of financial support options among NPS units and their local partners. 

At the state level, Maine DOT has proven to be a steady and 

reliable partner. The agency believed that the Island 

Explorer would be an important element of a larger effort to 

promote car-free tourism in Maine and strived to find 

creative ways to fund the system. From the beginning, 

Maine DOT has worked closely with the park and 

MDILOT, advising on MDILOT’s application for 

funding through its 1996 T2000 Program, acting as the agent for purchasing the first eight 

buses, and providing financial support for Island Explorer operations. 

Recognizing their interdependence, Acadia NP, Maine DOT, MDILOT, and other partners 

adopted a regional perspective on developing transportation solutions. This perspective led the 

partners to create a single transit system that serves both residents and visitors to the park and 

local communities. This single system provides transportation solutions with greater efficiency

and a higher chance of sustainability than systems serving park visitors and community 

residents separately could. 

While institutional cooperation has been vital to the success of the Island Explorer, personal 

relationships among partners have also been important in fostering the speed and relative ease 

with which the system has been established. In many cases, leaders in MDI communities, at the 

park, and at state agencies had worked together on previous transportation and planning projects. 

The strength of these personal relationships produced an atmosphere of personal trust and 

respect, fostered efficient communication, and helped the partners surmount potential 

barriers between institutions and agencies. 

 
 10

2. Strong Leadership 

The success of the Island Explorer is a testament to not only the partnerships that built and 

sustain it, but also to the consistent, dedicated, and thoughtful leadership the project required to 

make it a reality. The best leaders are those individuals and groups who understand the local 

environment, are connected to and able to communicate with other partners and sources of 

influence, and have a strong and persuasive vision for a project. The Island Explorer has been 

fortunate to have several key leaders backing it from the beginning, including Acadia NP’s 

deputy superintendent, a local transit planner, and the FOA. 

The Acadia NP deputy superintendent has been a key player in the Island Explorer’s evolution, 

having been personally involved in the planning and development of the system throughout his 

time at the park. The deputy superintendent represents Acadia NP as a voting member of 

MDILOT and works cooperatively with town representatives and other local stakeholders to help 

devise transportation solutions for MDI. He also initiated planning for the Island Explorer 

using the park’s 1992 GMP, which included funding for studying the feasibility of developing an 

island-wide transit system. 

The success of the Island Explorer is due not only to the leadership of the Acadia NP deputy 

superintendent, but also to the vision, energy, commitment, and local expertise of a local project 

champion. In the case of the Island Explorer, the 

project champion was a local transportation planner 

who was the first manager of Downeast 

Transportation, Inc. (DTI) and a council member for 

the town of Bar Harbor. MDILOT hired him to plan 

the Island Explorer using the Acadia NP concept as a 

starting point. As a resident of the region, this 

individual had a high level of trust and credibility 

with key stakeholders. This benefit was compounded by the individual’s understanding of the 

potential for public transit on MDI. Due in part to his stake in the community, this individual 

brought the kind of energetic commitment that is needed to see a project through its inevitable 

ups and downs over many years. This local project champion is still involved with the system 

and continues to participate in stakeholder meetings and planning sessions. 

A strong park friends group has also supported the Island Explorer. Established in 1986, FOA is 

a powerful advocacy group with strong, long-standing financial support in the community. The 

commitment and resourcefulness of FOA have been essential to the system’s development and 

financial sustainability. In 1997, FOA enabled a critical test of the market for a transit 

system when it subsidized operation of the campground shuttle so that the $2 fare could be 

eliminated. The success of eliminating the rider fare (ridership jumped 600% the year after the 

fare was eliminated with no change to the service or route) encouraged Acadia NP, MDILOT, 

and other partners to pursue planning and implementation of an island-wide transit service. FOA 

has provided financial support for the operations and maintenance of the Island Explorer 

during its first four seasons. Most recently, FOA helped the system move toward long-term 

sustainability when it negotiated and received on behalf of the Island Explorer a $1 million 

donation from L.L. Bean. The donation, which FOA secured with its own funds, will be used 

A local transit planner emerged as the 

Island Explorer’s project champion, 

providing vision and energy in 

partnership with Acadia NP, the 

Friends of Acadia and the MDI 

League of Towns. 
 11

The MDI League of Towns became 

the forum for local involvement, 

thereby helping to make the system 

sustainable and responsive to local 

needs. 

primarily to extend operations from Labor Day through Columbus Day, beginning in 2003. 

Finally, FOA has been a prominent and passionate advocate of the Island Explorer, providing 

information and promoting the system in communication with its members, in meetings with 

the community, and on the FOA web site. 

3. Local Involvement 

While the Island Explorer has benefited from the involvement of key state and Federal partners, 

its success is due in large part to the involvement of local individuals and organizations. Local 

residents, organized by MDILOT, have led system planning, contributed financially to 

operations and maintenance, and received annual public updates on system performance. Local 

support not only attracts funding but also helps to make the system viable over the long term as 

NPS units respond to local needs and meet local expectations. 

MDI communities and local stakeholders (including FOA) managed and funded the planning of 

the Island Explorer. Individuals and groups working 

on MDI and within Acadia NP developed the 

mechanics of the system, including hours of operation, 

routes, and individual bus stops. As a result, system 

characteristics have stayed close to the needs and 

preferences of the local communities. MDILOT was 

central to this effort. A non-legislative body, 

MDILOT is comprised of the managers of the four island towns, one representative from Acadia 

NP, and one representative from each of the three communities that surround MDI. MDILOT 

functioned as a mechanism for town leaders to discuss and do system planning. As a public 

body, MDILOT also provided a forum for public input and outreach. Finally, MDILOT

brought together the various communities, thus providing Acadia NP with a single local 

governance organization with which to work. 

Each of the four towns on MDI contributes financially to the Island Explorer, and each must 

receive annual approval from its town meeting members before it can commit funds. Local 

financial investment helps not only to support the system but also to demonstrate local 

commitment. In this way, local financial support represents local popular support for the 

Island Explorer, a key component of its success. 

The Island Explorer has been able to document its growth and success through regular gathering 

and sharing of system performance data with stakeholders and the public. Collecting and 

disseminating reliable information about the system’s ridership, rider demographics, and on-time 

performance have multiple benefits, including attracting financial and political support from 

local communities and state and Federal agencies. In addition, partners can make informed 

modifications to the service based on these data, rider surveys, and local input. 

4. Conservative Planning Approach 

The Island Explorer is a success in part because of the care partners took at the concept and 

planning stages. The system has evolved at a pace suitable to the various stakeholders and has 

been designed conservatively to maximize use. This conservative approach has allowed the 

Island Explorer to maintain the crucial support of both local residents and visitors.
 12

The vision and commitment of the 

Friends of Acadia helped 

demonstrate demand for the Island 

Explorer shuttle bus system and led 

to fare-free service for all riders. 

One example of the conservative approach used to develop the system was Acadia NP’s decision 

to wait for local communities to initiate planning. With its 1992 GMP, the park had a system 

concept in place that was backed by a feasibility study. Recognizing the importance of local 

involvement, Acadia NP held the concept until 1995, when MDILOT chose to take action on the 

problem of traffic congestion. During the intervening three years, the park continued to 

communicate and work with local communities on transportation and other issues. Acadia NP’s 

approach to partnering ensured success. When the local communities were ready to act, the park 

stepped up with its system concept, enabling planning to move forward much more 

expeditiously. More important still, this approach resulted in a broader and more committed 

set of partners than would have been possible had the park forced the issue. 

A conservative planning approach was followed even after local communities accepted Acadia 

NP’s system concept. MDILOT and the park began partnering with the Maine DOT and DTI, 

the transit service provider already serving the region. The Island Explorer was established on 

the foundation of the earlier campground shuttle system provided by DTI. A not-for-profit 

transit provider founded in 1979 primarily to provide poor and disabled residents of Hancock 

County with transportation, DTI operates under contract to the state. The fact that DTI was 

already a known and trusted service provider made it easier to get local support and 

acceptance of the Island Explorer. In addition, implementing the Island Explorer as an 

expansion of an existing service reduced the burden of getting a new transit service off the 

ground. Most of the agreements, licenses, and coverage necessary for DTI to start operating the 

Island Explorer were already in place. Infrastructure, management, and much of the operations 

personnel were also already established. 

Partnerships between Acadia NP, FOA, and DTI brought about one of the most distinctive 

aspects of the Island Explorer: fare-free service. The partners took a conservative approach to 

the issue of rider fares as they first wanted to be sure that there would be demand for the system. 

Conscious of the primary goal of the system—to reduce 

automobile traffic in the park and on Mount Dessert 

Island—the partners concluded that the best way to incite 

drivers to get out of their cars was to make the shuttle bus 

system fare-free. Support for this conclusion was 

developed through partnering. After three years of 

service, the campground shuttle was averaging 3,000 

riders annually. FOA approached DTI and offered to subsidize operations in order to eliminate 

the $2 fare. In the next year, with no other changes made to the service, ridership increased 

600%. In addition to cementing the partners’ belief in fare-free service, this ridership jump 

demonstrated the ridership potential of the Island Explorer and built momentum for its 

development. 

The partners believe that fare-free service has helped to make the Island Explorer an accepted 

and popular summertime presence, and, as a result, the system has remained fare-free. The 

partners are committed to this aspect of service and have designed, operated, and managed it 

accordingly. In addition, the partnering that brought about and sustains fare-free service has 

many secondary benefits. Making reliable and safe transportation available even to those of 

modest means, including young people, has helped to maintain the support of local residents. 

From an operations standpoint, the lack of a fare speeds boarding by eliminating the logistical 
 13

Financial support from MDI 

residents and businesses improves 

system sustainability while 

enhancing the community’s sense 

of ownership and commitment to 

the Island Explorer. 

Island Explorer Shuttle Bus System Funding 

Sources 

√ National Park Service 

√ U.S. Department of Transportation 

√ Maine Department of Transportation 

√ Mount Desert Island League of Towns 

√ Mount Desert Island towns 

√ Friends of Acadia 

√ L.L. Bean 

√ Area businesses 

√ Voluntary donations 

difficulties associated with collecting and counting coins. In turn, this speeding boarding has 

enhanced the visitor experience. Park visitors can board and re-board the Island Explorer as 

often as they like without having to fumble for cash to pay a fare. This aspect of the system 

helps visitors move easily and efficiently throughout the park. 

5. Diverse Financial Support 

No transportation system can run well 

without sufficient funding for planning, 

equipment, and operations. Financial 

commitments from stakeholders not only 

help to make a system viable, but they 

also provide visibility and credibility to 

attract additional supporters and larger 

contributions. However, maintaining 

stable financial support for operations 

and maintenance is possibly the single 

greatest challenge for any alternative 

transportation system. To date, one 

defining strength of the Island Explorer 

is that it has received capital and operations funding from a variety of sources, including NPS, 

USDOT, Maine DOT, MDILOT, the individual towns on MDI, FOA, L.L. Bean, area 

businesses, and voluntary donations. These financial partnerships have yielded a variety of 

benefits. 

Acadia NP, MDILOT, and FOA supported system planning costs. Once the Maine DOT 

approved the MDILOT transit system through its T2000 program, CMAQ funding and a 20% 

local match from Acadia NP, FOA, and local towns, were used to purchase eight buses. A NPS 

challenge grant provided supplementary funding that enabled the Maine DOT to purchase and 

lease to DTI propane-fueled buses. As a result of this financial partnering, Island Explorer 

shuttle buses are clean-burning, dramatically reducing negative environmental effects and 

enhancing the visitor experience. DTI remained responsible for all liability and debt. The 

NPS Alternative Transportation Program (ATP) then funded the purchase of an additional nine 

buses. Acadia NP purchased the buses with this funding and loaned them to the Maine DOT 

through a cooperative agreement. These buses are also on lease to DTI. 

Much of the operational funding for the Island Explorer 

comes from government sources, including NPS. Acadia 

NP currently funds half of the $500,000 - $600,000 cost of 

operating the system each year using a portion of the 80% 

share of visitor entrance fees that are returned to the park 

through the fee demonstration program. From 1999 to 

2001, the system received $150,000 in operations funding 

through the CMAQ program. In 2002, U.S. Representative John Baldacci (D-ME) secured a 

one-time TEA-21 earmark that effectively offset the lost CMAQ funding. The Maine DOT has 

committed to replace the TEA-21 earmark from its rural roadway improvement program. As 

noted earlier, MDI towns also provide operations support, which must be approved at annual 
 14

town meetings. In 2004, Acadia NP will add a transit fee onto its park entrance fees, providing a 

secured source of funding for the Island Explorer. For example, the cost of a seven-day visitor's 

fee will increase from $10 to $20. The extra funds will used to help support park transportation 

activities, including the Island Explorer. 

In addition to the funding it receives from government agencies, the Island Explorer also earns 

fees through service to local businesses. The Island Explorer offers front-door service to some of 

the area’s hotels, motels, and campgrounds. In return, these businesses pay the Island Explorer 

to transport their guests to park and local attractions. The Acadia Corporation, one of Acadia 

NP’s concessionaires, and Bay Ferries, the operator of an international ferry on MDI, also pay to 

have shuttle buses make stops directly in front of their establishments. These fee-for-service 

arrangements not only provide convenient service for passengers and revenue for the Island 

Explorer, but they also help to promote the system to visitors. 

Although FOA has also provided operational support for the Island Explorer, it may stop 

subsidizing the system now that L.L. Bean’s has made a $1 million donation. The partners 

funding the system wanted to develop a relationship with the corporate world in order to help to 

provide consistent and sustainable support. L.L. Bean’s $1 million donation will provide the 

financial support and credibility needed to expand shuttle bus service into October and to seek 

other corporate and institutional supporters. In exchange for its financial support, L.L. Bean has 

been granted permission to include stewardship messages in the interior of Island Explorer 

shuttle buses and to stencil its logo on the shuttle buses’ exterior. L.L. Bean, a well-known 

retailer of clothing and other items for outdoor recreation, is a natural partner for Acadia NP. 

The stewardship messages on the shuttle buses reflect their shared respect for the natural 

environment. L.L. Bean is a vital and appropriate corporate partner for the Island Explorer, and 

this new partnership illustrates the growing confidence in the strength and future of public 

transit on MDI. 

The diversity of financial support for the Island Explorer may help to reduce financial 

vulnerability: the loss of any one source of funding is not necessarily crippling as other sources 

exist. Diverse financial support also fosters a widely shared sense of ownership that helps to 

make the system resilient. Although the size and type of funding differ from stakeholder to 

stakeholder, the sense of involvement and responsibility that each stakeholder feels in funding 

the Island Explorer binds them together. Over time, this diverse group of funding sources may 

unify into a single, strong network. 

VI. PARTNERING LESSONS 

As with any case study, not all of the factors that made for success in Acadia NP can be 

replicated in other NPS units. Some of these factors are specific to Acadia NP, the surrounding 

communities, the region, and the state. For example, the park and its gateway communities are 

geographically intertwined to a much larger extent than at most other NPS units. This 

interconnectedness encouraged, if not outright compelled, cooperative working relationships 

between communities and the park. What’s more, these cooperative relationships were enhanced 

by the familiarity that already existed among a handful of individuals. This familiarity was 
 15

Island Explorer Shuttle Bus 

essential to the development of other cooperative 

working relationships, efficient decisionmaking, and flexible system administration. 

Many factors produced this familiarity, 

including the relatively small regional and state 

population. 

Despite these and other distinguishing 

characteristics of the Acadia NP experience, the 

Island Explorer case does yield a number of 

lessons that other NPS units may be able to 

adapt to their own situations. 

1. Ensure that local interests—including town leaders, businesses, and other 

organizations—play a prominent role in the ATS planning process. 

These partners have expertise in meeting local needs and conditions. Moreover, they 

have substantial power to expedite or slow a project’s progress. As a result, their 

participation and buy-in are essential. For the Island Explorer, MDILOT was a linchpin 

in the planning process. For example, MDILOT provided a mechanism for bringing local 

towns together and conducted public outreach, including focus groups and public 

meetings. 

2. Identify and support a project champion. 

There are no substitutes for the energy, public trust, and understanding of the local 

environment that a project champion can bring to the project planning process. Such a 

champion’s credibility can be instrumental in attracting other partners and obtaining the 

support of key stakeholders. In the Acadia NP case, this champion was a local transit 

planner who first envisioned the Island Explorer and later developed the routing and 

schedule for the system. A long-time resident of the area, he had served on a local town 

council and worked for DTI. This planner was – and still is – the leading point of 

communication between the Island Explorer and the MDI community. 

 

3. Design alternative transportation system operations to respond to the needs of 

gateway communities and others who may be directly affected by the system. 

Meeting the needs of those directly affected by an alternative transportation system 

requires communicating on a regular basis with residents, elected leaders, and local 

organizations, and regularly providing opportunities for the community to comment on 

the system. The Island Explorer partners conduct a public forum at the end of each 

summer season to report on system performance and receive comments. The Acadia NP 

case also highlights the importance of providing data on operations. The ability to 

generate ridership information by route and by town has been crucial to maintaining and 

expanding support for the system among town leaders and businesses. 
 16

4. Work closely with the state DOT or other relevant transportation planning 

organizations from concept through deployment and beyond. 

A NPS unit alternative transportation system does not exist in isolation; it is part of a 

much larger network of transportation infrastructure in the region and state. As such, any 

organizations that determine transportation planning priorities, including the state DOT, 

should be involved as partners. NPS units should cultivate a positive working 

relationship with the state DOT from the earliest stages of project planning. Developing 

this partnership will help to smooth the process of project approval, identify and secure 

additional sources of funding, and bring expertise to the planning effort. In the Acadia 

NP case, the park benefited from an open, flexible, and cooperative relationship with a 

team from the Maine DOT. 

 

5. Plan for one full-time position devoted to ATS planning and deployment. 

Acadia NP’s experience indicates that NPS units should plan for one staff person to 

oversee the planning and implementation of ATS. At Acadia NP, the deputy 

superintendent provided most of the support, which required him to sacrifice time needed 

for other elements of park operations and planning. 

6. Take advantage of opportunities provided by the MOU between the USDOI and the 

USDOT. 

Dedicating one full-time staff position to a single project is likely to be difficult for most 

NPS units. Instead, NPS units can take advantage of opportunities provided by the 1997 

MOU on alternative transportation in NPS units between the USDOI and the USDOT. 

The MOU includes a provision that “the DOT and DOI shall develop a personnel 

exchange program. This exchange program shall make available and encourage the 

temporary interdepartmental assignment of individuals.” NPS units may, through 

project-specific agreements, find innovative ways to obtain the experience and expertise 

needed to develop ATS. In the case of Acadia NP, FTA and other Federal transportation 

representatives regularly participated in meetings of Island Explorer stakeholders, 

providing invaluable technical expertise for planning and operations. 

7. Take a conservative approach to system concept and deployment. 

Starting with a modest system that can be expanded in phases can help to attract and gain 

the support of partners in two ways. First, a smaller system is more manageable and 

more likely to be successful. As a result, a smaller system is more likely to attract 

support. Second, a conservative approach is also less likely to arouse partners’ anxiety 

over issues such as financial cost and environmental impact. 

8. Examine closely the provision of fare-free service. 

The Acadia NP experience suggests that fare-free service to riders can contribute to the 

momentum for planning and to successful operations. In the process of planning for 

ATS, NPS units should examine closely their options for providing service at very low or 

no cost to riders. Such service is likely to encourage a broader range of use, thereby 

expanding the potential circle of partners who may contribute financially and in other 

ways. However, not all NPS units may be able to follow Acadia NP’s fare-free service 

example. Critical elements that enable fare-free service to be successful for the Island 
 17

Explorer include the availability of parking at hotels and motels, the ability to route 

shuttle buses to serve those establishments, the geographic interconnectedness of the park 

and local communities, and the diversity and limited duration of support sources for 

system operations. NPS units should request permission early during ATS planning to 

use fee demonstration funds to help support ATS development and implementation. In 

addition, NPS units should apply early to establish transit fees on top of park entrance 

fees, thus providing a guaranteed source of ATS funding. 

9. Identify mechanisms for working with potential corporate sponsors. 

In partnering with corporate sponsors, park staff may face a variety of issues that they are 

not trained to address. Therefore, working through other partners to form a corporate 

partnership may make sense. The Acadia NP experience suggests that a park friends 

group is a viable avenue through which to establish this kind of relationship. The Acadia 

NP experience also suggests the tremendous benefits that such a relationship can offer a 

NPS unit and its ATS. 

10. Have a transit/transportation concept ready to go. 

Most NPS units cannot establish an alternative transportation system on their own, nor 

can they compel other partners to share their sense of urgency about the need for 

alternative transportation. However, a NPS unit can, and should, work closely with 

potential partners on issues of common interest, including transportation. In addition, a 

NPS unit should be prepared with information and expertise so that when other 

stakeholders recognize the importance of establishing an alternative transportation 

system, planning and implementation can move forward with relatively little delay. In 

Acadia NP’s case, the park had completed a feasibility study of a transit concept, which it 

provided to the MDILOT once MDILOT and other partners were ready to take action. 
 

APPENDIX A: THE ISLAND EXPLORER DEVELOPMENT TIMELINE 

1992 

Acadia National Park (Acadia NP) adopts a general management plan (GMP) that 

recommends that the National Park Service (NPS) work with Mount Desert Island 

(MDI) municipalities and others to implement an island-wide transportation system. 

The GMP includes a system concept that is based on a feasibility study. 

1993 

Downeast Transportation, Inc. (DTI), a non-profit transit provider operating in the 

region, introduces seasonal shuttle service between local campgrounds and Acadia NP. 

The system has one route and is supported by Congestion Mitigation and Air Quality 

Improvement (CMAQ) funds. Users pay a $2 fare to ride. 

1995 

Congestion problems in MDI communities become severe enough that the Mount 

Desert Island League of Towns (MDILOT) begins to explore options. As a voting 

member of MDILOT, Acadia NP participates and presents the transit concept from its 

GMP as a possible solution. 

1996 

MDILOT submits an application for funding of an island-wide transit system to the 

Maine Department of Transportation’s (DOT) T2000 Program, an initiative designed to 

encourage innovative local transportation projects. 

1997 

With financial support from the Friends of Acadia (FOA), DTI eliminates the $2 fare 

for riders on the campground route. The system experiences a 600% increase in use, 

from 3,000 riders in 1996 to 12,000 riders in the first year of fare-free service. 

Maine DOT awards funding to the Island Explorer Shuttle Bus System (Island 

Explorer) project through the T2000 Program and includes the proposed system in its 

biennial transportation improvement program (TIP). Acadia NP and its partners begin 

working closely with Maine DOT in order to implement the approved system. 

1998 Maine DOT purchases eight propane buses with funding from the Federal CMAQ 

program, a local match provided by Acadia NP, and a NPS grant. 

1999 

DTI begins operating the Island Explorer on six routes from June 23 through Labor 

Day. Operations and maintenance funding is provided by the CMAQ program, Acadia 

NP entrance fees (through the NPS fee demonstration program), FOA, MDI towns, and 

businesses with shuttle stops. The system remains voluntary and without fare and 

carries more than 142,000 riders in its first season of operation. 

2000-2001 

The Island Explorer expands to seven routes in 2000. Nine buses are added, purchased 

by NPS with funds procured through the NPS Alternative Transportation Program. The 

buses are loaned to the Maine DOT through a cooperative agreement with NPS. In its 

first three years of service, the system experiences a 75% increase in ridership, with the 

largest increases on routes that serve campgrounds. 

2002 

L.L. Bean pledges $1 million in the form of a qualified sponsor agreement to support 

the Island Explorer. FOA is the designated recipient of the funding, 99% of which will 

support system operations in order to extend service past Labor Day to Columbus Day. 

 
 

APPENDIX B: CONTACT INFORMATION 

VOLPE CENTER

Ms. Tisha Ann Weichmann 

John A. Volpe National Transportation Systems Center 

55 Broadway, Kendall Square 

Cambridge, MA 02142-1093 

617.494.3155 

INTERVIEWEES

Mr. Len Bobinchock 

Deputy Superintendent, Acadia NP 

P.O. Box 177 

Eagle Lake Road 

Bar Harbor, ME 04609-0177 

207.288.8701 

Ms. Barbara Donovan 

Ms. Susan Moreau 

Ms. Tracy Perez 

Mr. Ron Roy 

Maine Department of Transportation 

16 Statehouse Station 

Augusta, ME 04333 

207.624.3000 

Mr. Ken Olson 

Ms. Stephanie Clement 

Friends of Acadia 

P.O. Box 45 

Bar Harbor, ME 04609 

207.288.3340 

Mr. Donald Cooper 

Mr. Paul Murphy 

Mr. Ed DeWitt 

Downeast Transportation, Inc. 

P.O. Box 914 

Ellsworth, ME 04605-0914 

207.667.5796 

Mr. Jim Fisher 

Hancock County Planning Commission 

395 State Street 

Ellsworth, ME 04605 

207.667.7131 

Ms. Clare Wood 

Bar Harbor Chamber of Commerce 

93 Cottage Street 

Bar Harbor, ME 04609 

207.288.5103 

Mr. Paul Lariviere 

Mr. John Perry 

Federal Highway Administration 

Augusta, ME 

207.622.8487 

Ms. Dana Reed 

City Manager, Bar Harbor 

93 Cottage Street 

Bar Harbor, ME 04609 

207.288.4098 

Mr. Tom Crikelair 

Transit Consultant 

13 Albert Meadow 

Bar Harbor, ME 04609 

207.288.0381
APPENDIX C: GLOSSARY 

Acadia NP Acadia National Park 

ATP Alternative Transportation Program 

ATS Alternative Transportation Systems 

CMAQ Congestion Mitigation and Air Quality Improvement Program 

DTI Downeast Transportation, Inc. 

FOA Friends of Acadia 

GMP General Management Plan 

MDI Mount Desert Island 

MDILOT Mount Desert Island League of Towns 

MOU Memorandum of Understanding 

NPS National Park Service 

Maine DOT Maine Department of Transportation 

TEA-21 Transportation Equity Act for the 21st Century 

USDOI U.S. Department of Interior 

USDOT U.S. Department of Transportation 

Volpe Center John A. Volpe National Transportation Systems Center 
 

APPENDIX D: RESOURCES FOR FURTHER RESEARCH 

The National Park Service www.nps.gov

U.S. Department of Interior www.doi.gov

U.S. Department of Transportation www.dot.gov

Maine Department of Transportation www.state.me.us/mdot/

ATS and the National Park Service www.nps.gov/transportation/alt 

National Park Foundation www.nationalparks.org/index.html

Acadia National Park www.nps.gov/acad/home.htm

Island Explorer Shuttle Bus www.nps.gov/acad/bus.htm

Friends of Acadia www.friendsofacadia.org

Bar Harbor Chamber of Commerce www.barharborinfo.com

Mount Desert Island www.mtdesertisland.com/

Hancock County Planning Commission www.hcpcme.org
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NPS D-283 / May 2003