A CROSS-CUTTING STUDY

Improving Service for the 

Transportation Disadvantaged

Improving Service for the 

Transportation Disadvantaged

August 2006

ITS Applications for 

Coordinating and Improving

Human Services Transportation

ITS Applications for 

Coordinating and Improving

Human Services Transportation
Notice

The Federal Highway Administration provides high-quality information to

serve Government, industry, and the public in a manner that promotes

public understanding. Standards and policies are used to ensure and

maximize the quality, objectivity, utility, and integrity of its information.

FHWA periodically reviews quality issues and adjusts its programs and

processes to ensure continuous quality improvement.

Notice

The United States Government does not endorse products or

manufacturers. Trademarks or manufacturers’ names appear herein only

because they are considered essential to the objective of this document.
i

Dear Reader,

We have scanned the country to bring together the collective wisdom

and expertise of transportation professionals implementing Intelligent

Transportation Systems (ITS) projects across the United States.This

information will prove helpful as you set out to plan, design, and deploy

ITS in your communities.

This document is one in a series of products designed to help you

provide ITS solutions that meet your local and regional transportation

needs. We have developed a variety of formats to communicate with

people at various levels within your organization and among your

community stakeholders:

• Benefits Brochures let experienced community leaders explain in

their own words how specific ITS technologies have benefited their

areas.

• Cross-Cutting Studies examine various ITS approaches that can be

used to meet your community’s goals.

• Case Studies provide in-depth coverage of specific approaches being

taken in communities across the United States.

• Implementation Guides serve as “how to” manuals to assist your

project staff in the technical details of implementing ITS.

ITS has matured to the point that you are not alone as you move

toward deployment. We have gained experience and are committed to

providing our state and local partners with the knowledge they need 

to lead their communities into the future.

The inside back cover contains details on the documents in this series, 

as well as sources to obtain additional information. We hope you find

these documents useful tools for making important transportation

investment decisions.

Sincerely,

Jeffrey F. Paniati

Associate Administrator for Operations

Acting Program Manager, ITS Joint Program Office

Federal Highway Administration

Foreword

Ronald Hynes

Deputy Associate Administrator

Office of Research, Demonstration and

Innovation

Federal Transit Administration

iii

Contents

EXECUTIVE SUMMARY ....................................................................................1-1

INTRODUCTION.................................................................................................2-1

WHO ARE THE TRANSPORTATION DISADVANTAGED?.......................................................2-1

WHAT ARE THEIR TRANSPORTATION NEEDS? .....................................................................2-1

WHAT ARE THE CHALLENGES TO MEETING THESE NEEDS? ..............................................2-1

HOW CAN ITS TECHNOLOGY HELP? .....................................................................................2-3

ITS TECHNOLOGIES THAT IMPROVE HUMAN SERVICES 

TRANSPORTATION............................................................................................3-1

TRANSPORTATION OPERATIONS AND COORDINATION .....................................................3-1

TRAVELER INFORMATION.......................................................................................................3-3

FARE PAYMENT AND BILLING ................................................................................................3-4

SAFETY AND SECURITY ...........................................................................................................3-5

ADDITIONAL TECHNOLOGIES THAT IMPROVE MOBILITY FOR THE

TRANSPORTATION DISADVANTAGED............................................................4-1

EXAMPLES OF USEFUL PRACTICES.................................................................5-1

WHEELS OF WELLNESS: COORDINATION THROUGH BROKERAGE ...................................5-3

Transportation Operations and Coordination ...........................................................5-3

Information Dissemination...........................................................................................5-4

Safety and Security........................................................................................................5-5

CCRTA: COORDINATION THROUGH MOBILITY MANAGEMENT........................................5-6

Transportation Operations and Coordination ...........................................................5-6

Information Dissemination...........................................................................................5-7

FLINT MTA: COORDINATION WITH DECENTRALIZATION ...................................................5-9

Transportation Operations and Coordination ...........................................................5-9

VCTC: COORDINATION ACROSS JURISDICTIONS................................................................5-11

Transportation Operations and Coordination.........................................................5-12

Information Dissemination.........................................................................................5-12

Fare Payment...............................................................................................................5-12

TRIMET: COORDINATION OF ACCESSIBILITY ON ALL MODES..........................................5-14

Transportation Operations and Coordination.........................................................5-15

Information Dissemination.........................................................................................5-18

CRRAFT: COORDINATION OF CLIENT INFORMATION AMONG AGENCIES......................5-19

Transportation Operations and Coordination.........................................................5-20

ADDITIONAL EXAMPLES OF SPECIFIC TECHNOLOGIES 

AND APPLICATIONS..........................................................................................6-1

RYDE: GOAL SETTING USING THE NATIONAL ITS ARCHITECTURE ....................................6-1

OMNILINK: FIXED-ROUTE FLEX SERVICE AIDS ALL RIDERS ................................................6-1

MUNI: REMOTE INFRARED AUDIBLE SIGNS..........................................................................6-2

SMART: SHARED RESOURCES .................................................................................................6-3

CROSS-CUTTING FINDINGS..............................................................................7-1

TRANSPORTATION OPERATIONS AND COORDINATION .....................................................7-2
INFORMATION DISSEMINATION.............................................................................................7-4

FARE PAYMENT AND BILLING ................................................................................................7-5

SAFETY AND SECURITY ...........................................................................................................7-5

LESSONS LEARNED...........................................................................................8-1

COMMON LESSONS LEARNED................................................................................................8-1

SITE SPECIFIC LESSONS LEARNED...........................................................................................8-2

CONCLUSIONS ..................................................................................................9-1

RESOURCES .....................................................................................................10-1

CONTACTS...............................................................................................................................10-1

VENDORS AND DEVELOPERS OF SOFTWARE AND SYSTEMS ..........................................10-3

REFERENCES ....................................................................................................11-1

LIST OF FIGURES

Figure 1 - Examples of Federal Funding Agencies and Programs That Assist States and

Local Agencies with Human Services Transportation..........................................................2-2

Figure 2 - Locations of the Six Focus Sites Highlighted in This Report .............................2-3

Figure 3 - A Dispatcher Responds to a Client’s Request for Information .........................5-4

Figure 4 - An MDC Provides Real-Time Communications...................................................5-7

Figure 5 - Opening Screen of the CCRTA Travel Planner ....................................................5-8

Figure 6 - Genesee County and its 11 Distributed Service Centers..................................5-10

Figure 7 - Smart Cards Are Programmed at “Point of Sale” Locations..........................5-13

Figure 8 - Smart Card Reader and Fare Box .......................................................................5-14

Figure 9 - A Passenger with Her Guide Dog Boarding a Fixed-Route Bus .....................5-16

Figure 10 - Frank Synoground Demonstrates the Use of His Wayfinding System ........5-19

Figure 11 - A Schematic of the RIAS System.........................................................................6-2

LIST OF TABLES

Table 1 - ITS Technologies That Benefit Transportation-Disadvantaged Populations.....3-2

Table 2 - Size and Scope of the Six Focus Sites.....................................................................5-1

Table 3 - Technologies Used at the Six Focus Sites...............................................................7-1

Contents

iv
1-1

Older adults, persons with disabilities, and individuals with lower

incomes frequently do not have access to transportation or their access

to transportation is limited. These populations, called “transportation

disadvantaged,” need flexible yet dependable routes and schedules,

easily understood traveler information, low-cost fares that are easy to

understand, and transportation that is safe and secure. 

This report highlights technologies that improve accessibility for the

transportation disadvantaged. A special emphasis is placed on those

technologies that improve coordination of agencies, services, functions,

or modes because coordination can result in greater efficiency and

service delivery improvements. 

One of the greatest challenges to implementing technologies is that of

coordinating the goals and functions of multiple agencies. Obstacles to

coordination include different rules and standards among the various

agencies, different funding streams, and limited guidance. A technology

solution that enables coordination among different agencies can lead to

long-term organizational efficiencies not possible with a manual system

for coordination.

It must be noted that only technologies that have been deployed will be

emphasized in this report. Updated information on technologies and

applications is available at the Intelligent Transportation Systems Joint

Program Office website (http://www.its.dot.gov) and the United We Ride

website (http://www.unitedweride.gov).

This report profiles six diverse sites that have successfully deployed ITS

technologies to improve transportation options for the transportation

disadvantaged. While these agencies have used different approaches,

based on their needs and in-house capabilities, all have emphasized the

importance of coordination and flexibility in providing service. 

Based on their experiences, these agencies have many lessons to share. 

• Technologies should be phased in incrementally, ironing out the

problems with each technology before adding another layer of

complexity. 

• Training of staff, operators, drivers, and users is crucial to allay

apprehensions and ensure complete and accurate use of the system. 

• Regular meetings between system providers, subcontractors, policy

makers, special interest groups, and agency managers allow

stakeholders to share problems and ideas and to build consensus. 

• ITS technologies produce a massive amount of data, and a

commitment to data quality is essential. There is usually more than

one use for a data set. Mining and reusing the data can lead to

insights which form the basis for operational improvements.

Executive Summary
• It is important to be a “smart client” for vendor-supplied software.

It is particularly important to assess the vendor’s longevity and

integration capability, avoid excessive modifications of the

software’s functionality, and insist on on-site training and support.

With the high degree of variability among transportation providers and

the areas they serve, there is no single technology or configuration that

will be appropriate for all areas. Fortunately, with the breadth of

technologies that are currently available and the degree to which

technology can be customized, an ITS application can generally be

developed for almost any setting.

The deployment of ITS technology will inevitably require overcoming some

hurdles, either technical or institutional. By examining what others have

learned, many valuable insights can be gained and many challenges

overcome. This report, which documents solutions from agencies that have

already implemented ITS technologies, can help other agencies make these

transportation service improvements a reality.

1-2

Executive Summary
Large numbers of transportation-disadvantaged people are without

access to a private vehicle. Their concerns include: how to find alternative

transportation, how to pay for it, and if it is safe. 

For older adults who have had to curtail or completely cease driving, for

persons with physical or cognitive disabilities, and for people who are

unable to afford a vehicle, transportation needs are fundamental. For

these people, obtaining access to any form of convenient, dependable,

and affordable transportation can be a challenge. Although there are

62 different Federal programs to provide assistance, being able to find

the right program and to coordinate the program with available

transportation options is daunting at best.1

These populations have well-defined needs: access to easily understood

traveler information, low fares that are simple to understand and pay,

safety and security, access to transportation with sufficient service

coverage, convenient schedules, and reasonable journey times.

Transportation issues include physical, sensory, and cognitive limitations,

income constraints, and concerns about personal wellbeing. Addressing

these issues and needs usually requires coordination of services among

multiple agencies, carriers, and modes.

It is true that sometimes these needs are well satisfied by small agencies,

using nothing more than phone, fax, pegboard, and determination. In

agencies across the U.S., however, demand for transportation services is

growing, and the need for technology to help meet the demand is

becoming obvious.

Coordinating services among multiple transportation providers is a

significant challenge because these organizations often have different

goals for, approaches to, and capabilities of meeting the needs of

transportation-disadvantaged communities. Four agencies fund most of

the transportation services of the transportation-disadvantaged

populations: the Department of Transportation (DOT), Department of

Labor (DOL), Health and Human Services (HHS), and Department of

Education (DOE). For each of the transportation-disadvantaged

populations, programs may be administered by more than a single

agency. For example, Temporary Assistance for Needy Families (TANF) is

administered through HHS and Job Access Reverse Commute (JARC) is

administered through DOT. While the programs are different, they both

serve low-income populations.

2-1

1 General Accounting Office (June 2003). Transportation-Disadvantaged

Populations. GAO-03-697. 

http://www.gao.gov/new.items/d03697.pdf.

Introduction

Who Are the

Transportation

Disadvantaged?

What Are Their

Transportation

Needs?

What Are the

Challenges to

Meeting These

Needs?
When a city or agency makes plans to deploy ITS technologies, policy

issues can be as important to consider as the technology itself. Reaching

a consensus among different agencies or organizations, or across

political boundaries, is not simple. Obstacles include differing standards

and policies among the various agencies, varying funding streams, and

limited guidance. Figure 1 displays the complexity of these relationships

and the difficulties of communication. 

2-2

Figure 1 - Examples of Federal Funding Agencies and Programs That Assist

States and Local Agencies with Human Services Transportation

Paratransit is often more expensive than fixed-route transit. In addition,

the number of paratransit trips is growing. Use of ITS technologies to

increase flexibility, efficiency, and coordination may be an effective way

to reduce costs.

Rapid changes in technologies are another challenge. It is difficult to

decide on the right time to implement a new technology because of the

fear that tomorrow may bring a better technology. 

Another issue is the tremendous challenge of meeting a wide variety of

needs within these populations. Even in the community of people with

disabilities, the needs of a person with a sensory loss (e.g., sight,

hearing) are different from the needs of a person in a wheelchair or a

person with a cognitive disability.

Introduction
ITS technologies involve computers, electronics, and communications

systems for improving the surface transportation system. A primary goal

of the U.S. DOT and the transportation industry is to use ITS to move

people more efficiently and with greater safety. In the following

sections of this report, specific examples from six focus sites (Figure 2)

illustrate how these agencies used ITS technologies to provide an

effective means for improving transportation operations, safety, and

customer satisfaction.

2-3

How Can ITS

Technology

Help?

Figure 2 - Locations of the Six Focus Sites Highlighted in This Report

Introduction

Transportation service providers employ ITS to provide traveler

information, lower costs, decrease travel times, and provide more

convenient routes and schedules. Such technologies include location

software and equipment (automatic vehicle location [AVL] and

geographic information systems [GIS]), computer-aided dispatch (CAD),

mobile data terminals (MDTs) or mobile data computers (MDCs), and

coordination and integration software. Integration software may be

used to coordinate fare payment and billing operations, passenger

counting, vehicle location, or other functional and operational

requirements.

Example costs for several of the ITS technologies described in this report

are available. For more information on system costs, please see the

Intelligent Transportation Systems Benefits, Costs and Lessons Learned:

2005 Update2 and the ITS Benefits and Costs website

http://www.benefitcost.its.dot.gov.

Technologies that are of greatest benefit to transportationdisadvantaged populations and have proven track records for improving

efficiency are shown in Table 1. The table is categorized by technologies

that are used directly by the individual and those that are used directly

by organizations that operate the transportation system. Organizationrelated technologies, although less directly visible to the transit user,

impact the user through improved transportation operations,

convenience, safety, and security. 

While certain transit designs (e.g., kneeling buses or buses with innovative

scooter securements) are important for transportation-disadvantaged

populations or the transit agency, they are not part of the ITS technology

family and will be mentioned only briefly in this report. 

One of the most visible benefits of improved transportation operations

and coordination is increased flexibility for the transit rider in

scheduling and taking trips. Flexibility provides riders options for

scheduling appointments, such as medical, personal, and reverse

commutes. With the right data, agencies can determine which routes

need vehicles with specific design characteristics, such as wheelchair

loading and restraint systems, and can provide flexibility in the

schedules for these routes. For low-income travelers, flexibility is needed

also for accessing crucial stops such as childcare locations and shopping

centers. Near 24-hour-a-day service may be critical for reverse

commutes, as well as convenient multimodal connections without

lengthy waits.

3-1

ITS Technologies that Improve Human

Services Transportation

2 U.S. DOT (2005). Intelligent Transportation Systems Benefits, Costs, and Lessons

Learned: 2005 Update.

http://www.itsdocs.fhwa.dot.gov/jpodocs/repts_te/14073.htm, EDL# 14073.

Transportation

Operations and

Coordination
3-2

Table 1 - ITS Technologies That Benefit Transportation-Disadvantaged

Populations

Technology Purpose

Passenger-related technologies

Traveler information 

• Internet websites

• Automated telephone

systems 

• Audible enunciators

• Kiosks 

• Transit stops with

automated information 

Advanced traveler information systems (ATIS) provide the

customer (i.e., transit passenger) with traveler information

electronically. The information may be static or real-time. The

content might include schedules, fares, routes, transfers,

arrival time of next vehicle, and/or availability of special

accommodation equipment. Information can be provided on

the transit vehicle, at the transit stop, available through the

Internet or over the telephone. Automated travel itinerary

planners are included in this category.

Electronic fare payment This technology allows the rider or human services agency to

pay for transportation services on one or more transit systems

electronically using a smart card or magnetic stripe card.

While the passenger sees only the card, the operational

component uses the data to simplify billing and payment.

Surveillance and security

systems

Safety and security technologies include video surveillance

cameras, silent alarms and covert microphones on vehicles,

and “smart” cards for driver identification. Surveillance and

security systems can be provided in transit vehicles and at

transit stops and stations.

Organization-related technologies

Automatic Vehicle

Location

Using a positioning system, such as the global positioning

systems (GPS), and a GIS, the operating agency can track its

buses. Combining AVL with ATIS, the agency can alert riders

with real-time information; combining AVL with CAD, the

agency can reroute vehicles to provide flexible service.

Computer-Aided

Dispatch

CAD is used to assist agencies in dispatching paratransit

vehicles and is typically integrated with AVL and other

information management technologies, such as scheduling

and routing software.

Mobile Data

Terminals/Mobile Data

Computers

An MDT/MDC is a small on-board computer and interface that

links the driver to an agency’s computer network through

wireless communications.

Coordination and

integration software

This technology helps agencies with scheduling, routing,

billing, and reporting. Typical applications include coordinating

paratransit routes and schedules within a single agency or

among multiple agencies, coordinating fare card usage and

billing among multiple agencies, and integrating software

systems across multimodal transit systems.

ITS Technologies that Improve Human Services Transportation
Another key benefit to improved operations and coordination is

reliability. Reliable transportation benefits older clients and clients with

disabilities who do not want to wait for long periods of time, nor do

they want to miss medical appointments. Reliability also is important for

low-income populations to meet job commitments. 

Coordination of functions and services among agencies and within a

single agency is critical to ensure flexibility. Coordination of services might

involve fixed-route transit, paratransit providers, and non-transit options.

This coordination could include one-stop shopping for multimodal

options. The benefit to users is that they only need to understand one

system and make arrangements (e.g., reservations, payment) with a single

agency. 

Among transit agencies, traveler information systems are one of the

most commonly deployed ITS technologies that directly benefit

passengers. These technologies provide trip and general services

information to travelers. Information may be static or real-time and may

be tailored to suit a particular traveler’s needs. Depending on the

application, information can be provided using the Internet, telephone,

fax machine, and electronic signs or audio enunciators at kiosks, at

transit stops, or in vehicles. Information provided over the Internet can

be accessed by personal computers, personal digital assistants (PDAs),

Web-enabled cell phones, and electronic kiosks. Information provided

over the telephone can be automated using interactive voice response

(IVR) or voice recognition systems. Information may also be

disseminated using telecommunications Device for the Deaf/Teletype

(TDD/TTY) equipment.

Accessible and easily understood traveler information can include

operating hours, service area and routes, schedules, fares, location of

the nearest transit stop, transfer options, accessibility information and

availability of transportation-assistive devices such as wheelchair lifts,

and the estimated arrival time of the next transit vehicle. Automated

annunciation systems on transit vehicles visually display and audibly

announce the vehicle route and destination and the location of the

next stop.

Other technologies include automated trip planners and trip

reservation, cancellation, and confirmation systems. Trip planners

produce trip itineraries based on travelers’ inputs and needs, such as

accessible stops, stations, and vehicles. Trip reservation, cancellation, and

confirmation systems allow customers to book, confirm, or cancel trips

with a transportation provider using an IVR telephone system and/or

the Internet. When integrated with an AVL system, the reservation,

cancellation, and confirmation system can notify customers

automatically, by phone or e-mail for example, when to expect the

arrival of a vehicle.

3-3

Traveler

Information

ITS Technologies that Improve Human Services Transportation
Technology can help lower the cost of fares and can make fare payment

simpler. Electronic fare cards reduce operating costs by centralizing and

automating records. In addition, the passenger does not need to have

exact change or even know the fare. In this way, electronic fare cards

can help to reduce bus boarding times.

There are two basic types of electronic fare cards—magnetic stripe cards

and smart cards. Magnetic stripe cards have a magnetic stripe that

contains read-write data, such as the value on the card. Magnetic stripe

cards, which typically cost less than smart cards, have been in use for

over 25 years. There are two types of magnetic stripe card systems—

those in which one swipes the card through the reader and those in

which one inserts the card into and then removes it from the reader.

The read-write units of the card insertion/removal type of magnetic

stripe card system experience failure more often than the swipe type of

system.

Smart cards are plastic cards with an integrated circuit that contains

information readable by specific devices. There are basically three types

of smart cards:

• Contact cards, the older smart card technology, require the card to

come in contact with the card reader. 

• Proximity or contactless cards, a newer and more common smart card

system, require the card to only pass near the reader. Proximity cards

use radio frequency (RF) signals to communicate information

between the chip in the card and the reader unit. Use of a proximity

card is more effective in reducing boarding time and typically has

lower read-write maintenance requirements.3

• Hybrid cards, also called “combi-cards,” are a combination of contact

and proximity cards. The card contains both contact and contactless

interfaces.

Technology can also help to coordinate billing and invoicing between

human services agencies and transit providers. Paratransit is often

funded by multiple agencies with unique billing, invoicing, and

reporting requirements, which can be a considerable burden for all

concerned. Automating these functions through the use of hardware

and software systems can lead to significant gains in operational

efficiency.

3-4

Fare Payment

and Billing

3 Cutchin, Carli and Phyllis Orrick (2005). ITS Decision: A Gateway to

Understanding and Applying Intelligent Transportation Systems–Fare Payment

Technologies.

http://www.calccit.org/itsdecision/serv_and_tech/Fare_Payment_Technologies/fare

_payment_report.htm.

ITS Technologies that Improve Human Services Transportation
Safety and security are addressed through a variety of technologies

ranging from security cameras and personal handheld devices to vehicle

tracking systems and silent alarms. Because fixed-route transit is not

limited to a small community of users and drivers, security is typically

more of a concern. Thus, for fixed-route transit to be a viable option

for the transportation disadvantaged, it is crucial that safety and

security be addressed in conjunction with accessibility.

Security cameras on-board vehicles, as well as at bus stops and rail

stations, are perhaps the most obvious security technology employed.

Though, not necessarily more effective at capturing or monitoring

activities, easily visible cameras are effective at making surveillance

known to the passengers. Live camera feeds from vehicles can be very

helpful in emergency situations but require a wireless network

connection with enough bandwidth to handle streaming video.

Currently, most onboard cameras record to a tape or hard drive which is

collected for review after an incident has occurred. At transit stops with

traditional hardwire communications networks, it is more common to

find cameras providing live video feeds.

Silent alarms, also referred to as “panic buttons,” which can be

operated by a vehicle operator, alert appropriate authorities to

problems on-board the vehicle. Panic buttons are often integrated into

the MDCs; however, many transit agencies prefer a more covert location

for the panic button so the vehicle operator can activate it without

being noticed. The emergency button needs to be easily accessible but

not liable to false alarms through inadvertent activations. Typically,

panic buttons are installed with an AVL system so that the exact vehicle

location can be known the moment the alarm is activated. Another

common feature of panic buttons is that, when activated, a covert

microphone is turned on so that the dispatch office or authorities can

hear what is happening on-board the vehicle.

Vehicle tracking systems can improve safety and security in a variety of

ways. When a vehicle breaks down or when an incident occurs, the

exact vehicle location assists authorities in arriving at the scene as

quickly as possible. 

3-5

Safety and

Security

ITS Technologies that Improve Human Services Transportation

4-1

Assistive technologies, which are not generally considered ITS, provide

greater autonomy to the transportation disadvantaged. Many of these

technologies have not yet been widely deployed but show promise. 

One type of assistive technology is the monitoring of cognitively

disabled people. Lifeline, a research project supported by the Coleman

Institute for Cognitive Disabilities at the University of Colorado in

Boulder, is a wireless, GPS-based system that provides a vital link

between caregivers and people with disabilities. Lifeline allows

caregivers to monitor and assist their clients from a remote location.

This system is particularly helpful for those with cognitive limitations

who become easily disoriented or have difficulty making decisions. By

carrying a small handheld receiver, a disabled person is able to make

routine trips alone while maintaining a constant link with a caregiver.

Another type of assistive technology is acoustical “wayfinders” for the

visually impaired. These personal assistive devices can alert users to

intersections and crosswalks as they find their way to and from transit

stops. The Remote Infrared Audible Signs (RIAS) directional wayfinding

system from Talking Signs, Inc. requires the installation of transmitters

placed at points of interest, such as ticket counters and boarding

platforms. This system is further described in the section below on

additional examples of specific technologies and applications. 

The airline industry currently uses countertop devices that translate

speech to text for facilitating communication between customers that

are hearing impaired and customer service representatives. This type of

device may also have applications in the transit industry at ticket

counters or information centers. A talking directory system aids persons

with visual impairment. The talking directory provides voice orientation

to individuals within 2 feet of the kiosk. There are also auditory

pathways which are a series of speakers installed along a predetermined

route that are activated by pushing a button or, automatically, by a

device worn by the traveler.

Additional Technologies that 

Improve Mobility for the 

Transportation Disadvantaged

Six agencies were chosen for in-depth examination because of their

exceptional success in applying ITS and other technologies for

coordinating human services transportation and improving mobility for

transportation-disadvantaged populations. For each site, an emphasis

was placed on how the site uses technology to improve coordination to

accomplish its mission. Transit features that are of greatest importance

to this segment of the population include: 

• Flexibility of routes and schedules

• Easily understood and easily obtainable transit-related information

• Simple-to-use fare payment options

• Safety and security. 

The focus sites for this study, their specific coordination strengths, and

the approximate size of their services are shown in Table 2. Five of the

six sites profiled—Wheels of Wellness4

, Cape Cod Regional Transit

Authority (CCRTA), Flint Mass Transportation Authority (MTA), Ventura

County Transportation Commission (VCTC) and TriMet—are transit

providers or brokerages or both that use software for transportation

coordination. (A transit provider provides rides to passengers; a

brokerage contracts with other agencies to provide rides for clients.) A

sixth site—Client Referral, Ridership, and Financial Tracking (CRRAFT)—is

a software system, currently used by the New Mexico Department of

Transportation Public Transportation Programs Bureau and several rural

transit providers.

5-1

Examples of Useful Practices

Site Location Type of

Coordination

Size and Scope

Wheels of

Wellness

Philadelphia,

Pennsylvania

Coordination

through 

brokerage

• Primarily a brokerage, but Wheels

also provides transit services

through its volunteer division

• Large urban service area

• Contract brokerage with eight 

carriers totaling 229 vehicles

providing 5,000 door-to-door

paratransit trips/day

• 100 trips/day provided through

Volunteer Division 

• Service limited to medical trips

Table 2 - Size and Scope of the Six Focus Sites (continued on next page)

4 Wheels of Wellness provided non-emergency Medicaid transportation service

from 1983 to 2005, and used ITS technologies to improve the management and

delivery of that service. Currently, Wheels does not provide transportation for

Medicaid trips and does not employ ITS. Nevertheless, Wheels staff learned

many valuable lessons about the use of ITS in the paratransit setting that are

discussed in this section.
5-2 Table 2 - Size and Scope of the Six Focus Sites (continued from previous page)

Examples of Useful Practices

Site Location Type of

Coordination

Size and Scope

Cape Cod

Regional Transit

Authority

Cape Cod,

Massachusetts

Coordination

through 

mobility 

management

• Transit provider 

• Medium-sized system in a

rural/urban area with high 

congestion during tourist season

• 120 buses, about 1/3 are fixedroute

• ~4,000 trips per week

• Service includes both fixed-route

and demand-response

Flint Mass

Transportation

Authority

Flint, Michigan Coordination

with

decentralization

• Transit provider

• Medium-sized system with fixed

routes in the city and county-wide

curb-to-curb service

• 150 vehicles provide 2,000

demand-response trips/day

Ventura County

Transportation

Commission

Ventura,

California

Coordination of

accessibility on

all modes

• Transit provider and brokerage 

• Medium-sized, multimodal, 

county-wide system

• Service includes both fixed-route

and dial-a-ride program

• 113 contracted vehicles plus 33

directly operated vehicles

TriMet Portland, Oregon Coordination of

accessibility on

all modes

• Transit provider that brokers

services for its medical program 

• Very large, urban, multimodal,

three-county system

• Fixed-route: 300,000

boardings/day including bus and

light rail; 44-mile, 64-station light rail

system and 93 fixed-route bus lines

comprised of 660 buses 

• Paratransit: 210 buses and 15

sedans; 1 million rides/year

• Medical transportation: 45 contract

carriers; 1,400 medical trips/day

• Ride Connection: 30 provider 

agencies; 250,000 rides/year

Client Referral,

Ridership, and

Financial

Tracking

New Mexico Coordination of

client information

among agencies

• Software system

• Statewide, mostly small rural 

communities served

• 27 rural transit providers

• About 75-100 vehicles delivering

paratransit trips
Wheels of Wellness (“Wheels”), in Philadelphia, Pennsylvania, is a nonprofit medical transportation brokerage that provides non-emergency

medical transportation using primarily contract carriers. 

5-3

Wheels of

Wellness:

Coordination 

Through

Brokerage

Wheels’ Volunteer Division reimburses its own clients when they take

public transit and reimburses people who give clients a ride. These

drivers provide about 100 rides each day. Clients are encouraged to

choose the less costly option of public transportation, if possible. 

For trips provided outside of its Volunteer Division, Wheels manages

every aspect of each trip except for the physical operation of the

vehicles. Wheels operates the call center for scheduling trips, manages

all of the routing and scheduling for the contract carriers, tracks carrier

vehicles, handles customer complaints, and performs inspections of its

contractor’s operations. The MDCs and AVL equipment installed on

contract carrier vehicles are owned and maintained by Wheels.

The system accommodates both regularly scheduled and previously

unscheduled trips. The bulk (85 percent) of the 5,000 paratransit trips

per day are subscription trips, meaning that they occur regularly each

week on the same day and at the same time. There are, however, 200 to

300 changes per day to the subscription trips and 400 to 700 previously

unscheduled trips per day that need to be accommodated in the new

routing schedule. Routing and scheduling software has dramatically

improved efficiency by reducing the number of manually scheduled

trips. The routing and scheduling software has also improved

coordination between Wheels and its contract carriers and has

enhanced communication among the various departments within the

organization. Finally, the tracking software is useful because clients

frequently call for information on the location of their ride (Figure 3).

Transportation

Operations and

Coordination

Examples of Useful Practices
The MDCs on board each vehicle retain one hour of schedule/route

information, so temporary outages or gaps in network coverage are

buffered by one hour. The contract carriers’ dispatch offices are

networked to the Wheels system so they can view the routing and

scheduling information. The carriers also receive paper copies of all

manifests transmitted electronically. These hardcopy manifests can be

used by carriers in the event of a prolonged network outage. Allowing

carriers to view routing and scheduling information helps to keep the

carriers well informed of operations, which in turn improves

communication and promotes trust between the carriers and Wheels.

Wheels communications uses a wireless network. If the building that

houses the Wheels operations center should be inaccessible due to an

evacuation or some other event, Wheels managers and customer service

representatives in the field could access their systems from anywhere

within the wireless network coverage area. 

The software used for routing and scheduling also has a module for

billing which significantly reduces the effort required by Wheels staff

and provides them with statistics that would not otherwise be available.

According to Barbara Caballero, Fiscal Manager at Wheels, “One of the

big advantages of the technology is that it allows us to identify who is

really being served.”

Reservationists at Wheels take requests by phone Monday through

Friday. In addition, there is an interactive voice response system with an

automated menu. Though the IVR system does not work well for all

clients, it works very well for some agency representatives who become

familiar with the system.

5-4

Figure 3 - A Dispatcher Responds to a Client’s Request for Information

Information

Dissemination

Examples of Useful Practices

“One of the big

advantages of the

technology is that it

allows us to identify

who is really 

being served.”

–Barbara Caballero

Fiscal Manager, Wheels
It is not uncommon for a client to schedule a ride and then not show

up. There is a maximum number of “no shows” within a period of time

before riding privileges are suspended. Wheels notifies clients of

changes, and technology plays an important role in the notification. By

automating the process and tying it to a client database, letters are

automatically generated and mailed to clients. Not only does this

automation reduce the amount of manual labor involved, but it also

reduces clerical errors, ensuring that the letters are timely and accurate.

All drivers undergo background checks and a verification of all required

documents such as the driver’s license. The driver information is then

loaded onto an electronic ID card. At the beginning of each shift, a

driver must swipe an ID card in the vehicle’s MDC. The information from

the ID card is then transmitted to Wheels where it is verified by a

database to ensure that the driver’s records are current. Wheels

maintains detailed client and driver databases. 

Once a driver’s ID card has been validated, Wheels transmits the

manifest to the driver’s MDC over its wireless network. Because all pick

up and drop off points are geo-coded with longitude and latitude

coordinates and the vehicles are equipped with GPS-based AVL, Wheels

is able to require that a vehicle is within a few meters of the geo-coded

point before accepting the confirmation of a pick up or drop off. 

To resolve complaints or conflicts that cannot be adequately resolved

over the phone, Wheels has three customer service representatives that

travel around the city by car with a cell phone and a laptop computer.

The customer service representatives are able to access the routing and

scheduling system at Wheels using its wireless network. They investigate

complaints throughout the city and verify that vehicles in the real world

match operations reported by the system. 

Wheels was forced to discontinue the use of the onboard panic buttons

due to an excessive number of false alarms. It is believed, however, that

their removal has had little impact on safety because vehicles are very

closely monitored and can be tracked at all times. In one instance, the

system led to the quick discovery and rescue of a driver who became

incapacitated and required immediate medical attention. 

Wheels formerly used a Cellular Digital Packet Data (CDPD) wireless

network. In 2005, however, Wheels replaced the CDPD network with an

Evolution Data Optimized (EvDO) wireless network. The new system

allows enough bandwidth to handle streaming video from in-vehicle

security cameras, which gives Wheels the option to add yet another

layer of security.

5-5

Safety and Security

Examples of Useful Practices
5-6

The Cape Cod Regional Transit Authority, in Cape Cod, Massachusetts,

has provided both fixed-route and general public dial-a-ride service

since the late 1970s. The 413-square-mile peninsula in eastern

Massachusetts is considered rural, due to the designation of the Cape

Cod National Seashore. However, during the summer, when Cape Cod’s

population triples to 600,000, the influx of tourist traffic causes extreme

congestion. About a third of the population are older adults. CCRTA is

responsible for providing Cape-wide transportation to the public for any

purpose with door-to-door and traditional regional bus route service. 

CCRTA:

Coordination via

Mobility

Management

In 1980, CCRTA was one of the first transit systems to deploy a

computer-assisted scheduling and dispatching system. Using a

minicomputer, software was written locally and was placed in the public

domain. Over the years, the CCRTA upgraded its hardware and software

platforms, implementing additional ITS components, such as MDCs, AVL

(GPS-based), and a GIS. The software programs remain in the public

domain. A dedicated radio system for data transmission and a local area

network were deployed in the late 1990s.

All vehicles are equipped with GPS-based AVL and MDCs with a covert

emergency button to alert authorities in case of emergency. The MDC

provides real-time communications capabilities between the driver and

dispatchers (see Figure 4). CCRTA currently uses conventional radio

communications at a 450 MHz frequency with three radio towers to

transmit data to the MDCs. A converter is needed to convert the signal

from analog to digital to enable the MDCs to receive the data.

CCRTA has an impressive history of coordination within public and

human service transportation. Since 1999, both fixed-route and

paratransit data communications have used the same infrastructure.

Transportation

Operations and

Coordination

Examples of Useful Practices
5-7

Examples of Useful Practices

Once contracts are in place and individuals have been approved for

services, the rides are assigned by the operations center using the

custom-built CCRTA routing and scheduling software. By analyzing the

locations of origins and destinations of Medicaid trips as well as CCRTA’s

paratransit services, the agency was able to move most of its Medicaid

trips from single-ride taxi trips to less expensive shared-ride public

paratransit trips. 

Implementation of technologies has allowed dispatchers to serve more

people, answer queries better, and maintain open communications

between drivers, dispatchers, and clients. As stated by Larry Harman of

Bridgewater State College’s GeoGraphics Laboratory, “The tools are now

available, so it is time to start pushing for the use of these technologies

in transit operations. You really can’t talk about coordination without

talking about the science behind it. Unless you approach coordination in

a systematic and verifiable way, which is best accomplished through the

use of technology, it is just guess work and not really coordination in

any useful sense of the word.”

The CCRTA provides riders with several options for access to travel

information. For example, CCRTA has three computer terminals in the

Intermodal Center in Hyannis. One is a transit planner using Web-mapping,

another shows estimated arrival times, and the third shows departure

times. All of the bus location information is available on the Internet in

real time and can be accessed by any Web-enabled device. There is also an

IVR telephone system although some clients, especially older adults, do not

like the menu system. While not often used, both a telephone line for

foreign language speakers and a TDD/TTY line are available.

Figure 4 - An MDC Provides Real-Time Communications 

Information

Dissemination

“...Unless you

approach

coordination in a

systematic and

verifiable way,

which is best

accomplished

through the use of

technology, it is just

guess work and not

really coordination

in any useful sense

of the word.”

–Larry Harman

Bridgewater State College

GeoGraphics Laboratory
One of the best examples of information dissemination is the CCRTA

transit travel planner, developed in 2000 (Figure 5). The planner uses a

low-cost Web mapping tool. Up to three destination points can be

entered by a user. These points are then matched with CCRTA fixedroute services. The user follows links to determine scheduling

information. While the service is primarily used by tourists in the area, it

is also used by persons who need to use transit to access a job. This

feature offers the capability to plan for a childcare stop.

5-8

Figure 5 - Opening Screen of the CCRTA Travel Planner 

Another means for riders to obtain information is the estimated time of

arrival (ETA) tool. The ETA tool, which is only available on fixed routes,

is accessible using PDAs, mobile phones, the Internet, and a spoken

announcement available online. The locations of the buses are collected

every 60 seconds using the AVL/MDC devices on the buses. These data

are transferred via radio to a central location for processing by a

custom-built prediction algorithm, which runs on a commercial software

platform.

Examples of Useful Practices
5-9

Examples of Useful Practices

The Flint Mass Transportation Authority provides public transportation

in the city of Flint, Michigan, and throughout the entire 636-square-mile

area of Genesee County, which is home to over 400,000 residents. In

addition to accessible fixed-route services, Flint MTA operates an

extensive curb-to-curb paratransit service. Passengers who are unable to

ride fixed-route transit due to a disability, and passengers outside the

city of Flint where fixed-route service is not available, are eligible for

the paratransit service. By following a regional ITS architecture and

applying technology to support its goals, Flint MTA has been successful

at obtaining outside funding, improving service, and becoming

recognized in the community as a vital resource.

Flint MTA:

Coordination 

with

Decentralization

Flint MTA’s paratransit service, which began in 1975, was originally

dispatched from a single large service center. By 1995, however, it

became clear that changes were needed. The agency frequently fell

short of customer expectations. Furthermore, many clients felt the

paratransit service was an impersonal one because they spoke with a

different receptionist and were picked up by a different driver for each

ride. The nature of paratransit often requires attention to special needs,

and many riders prefer to develop a personal relationship with their

transit providers. To address these concerns, Flint MTA decentralized the

single large service center and created 11 separate service centers

throughout Genesee County. The following are benefits that Flint MTA

experienced from the restructuring:

• Individual service centers are able to be more responsive to the

communities they serve.

• Locating vehicles closer to where they are needed results in faster

response times and reduced mileage per vehicle.

Transportation

Operations and

Coordination
• The smaller service centers provide operators and clients with the

opportunity to develop personal relationships.

• Establishing a physical presence outside the city of Flint increases

visibility and helps to build public support.

It was necessary for activities of the distributed service centers to be

coordinated in order for them to function as a single transit provider

that offers countywide service. Technology played a significant role in

making such coordination possible.

Flint MTA opted for a single routing and scheduling software system to

be used by all of the service centers. To facilitate coordination among

the service centers, the agency chose a centralized structure for the

software. This structure has several advantages:

• The central database ensures uniformity of data and data format.

• Each service center can easily view operational information from any

other service center.

• A central client file, which can be viewed by all service centers,

provides detailed information about each client within Genesee

County.

• Software upgrades are easier, eliminating the need to upgrade 11

separate systems.

Although the vehicles from each service center operate primarily in their

own service area, it is very important that the service centers coordinate

vehicle usage as well as passenger information to facilitate smooth and

efficient transfers between service areas. Wheelchair passengers are not

required to transfer between vehicles when traveling across the county,

so it is not uncommon for vehicles to travel outside of their service area.

5-10

Figure 6 - Genesee County and its 11 Distributed Service Centers

Examples of Useful Practices
A vehicle traveling outside its service area may pick up clients in other

service areas as they pass through. This innovation helps to keep per

passenger costs at a minimum but requires the service areas to

coordinate their activities in order to realize this efficiency.

Aside from the important role technology has played in allowing Flint

MTA to have decentralized service centers that are operationally

integrated, the routing and scheduling software has also substantially

increased the efficiency of scheduling rides. It is now possible for a

service center to schedule 300 rides in just 3 minutes, leaving only a few

that need to be scheduled manually. In addition, the technology is

helpful in assigning rides to appropriate vehicles. 

The software also has a module that allows for more efficient and

flexible reporting of trips. Each of the service centers can generate

reports by agency or from all service centers combined. Having a system

that collects operational data in a centralized database has made it

possible for Flint MTA to address inquiries more efficiently. The software

ensures that vehicles with wheelchair lifts are assigned when necessary,

while less expensive sedans are assigned to rides for which a wheelchair

is not required.

5-11

Examples of Useful Practices

The Ventura County Transportation Commission, in Ventura, California,

administers a multimodal, multipurpose program. With only 18

employees, VCTC addresses customer, operational, planning, funding, and

technology issues, and coordinates all of the transportation needs of

Ventura County. VCTC’s system consists of primarily vendor-supplied

software. All projects are managed in-house by VCTC staff. 

VCTC: Crossjurisdictional

Coordination
5-12

Examples of Useful Practices

Information

Dissemination

VCTC is both a brokerage and a transit agency. In its role as a brokerage,

VCTC coordinates with both public and private local area transportation

services of all modes, including bus, rail, air, and even bicycle. VCTC also

coordinates with other organizations that broker travel such as rideshare

programs. In its role as a transit agency, VCTC operates VISTA, an intercity

system consisting of 20 fixed-route buses, which connect cities in three

counties. VCTC also operates 13 vans, which provide general public dial-aride service to rural areas and low-income communities. VCTC coordinates

with five municipal transit providers operating 113 buses in the county. All

vehicles are wheelchair-accessible, and paratransit dial-a-ride service exists

within each city. 

The VCTC travel planner is available by telephone and on the Internet.

VCTC estimates that about 80 percent of households in the region have

Internet access. Transit Router, a component of the travel planner, allows

travelers to plan a transit trip, which may include multiple modes such as

buses, trains, and ferries. Travelers specify an origin, destination, travel

date and time, and other options. Transit Router provides a customized

transit trip itinerary based on the traveler’s input and needs, such as

minimal walking or fewest transfers—features which are of particular

benefit to the cognitively impaired as well as the physically disabled. The

system also allows the client to request special accommodations, such as

wheelchair accessibility. The travel planner is available in Spanish or

English, for origins anywhere in Southern California. 

All VCTC buses are equipped with GPS-based AVL, enabling VCTC to

provide real-time bus location and approximate arrival times to

passengers. Information is provided over the Internet, by telephone, and

on signage at high-usage transit stops. The bus arrival system and

software are managed by an outside vendor, which VCTC strongly

recommends for transit agencies of its size. VCTC maintains the hardware

and informs the vendor of any changes to routes, at which time the

vendor updates the software. In addition to improving customer service,

the software also provides an internal benefit to VCTC. The software

produces reports that are helpful to VCTC staff in evaluating and

improving agency operations.

The fare payment option used by VCTC is a contactless smart card. Smart

card processors are on all buses. VCTC coordinates with several different

human services agencies to provide cards. The cards all look the same so if

a card is subsidized by an agency such as a welfare program, it is not

detectable at the individual level. About 15 percent of the smart cards are

issued to persons with disabilities. 

The cards can operate as an “e-purse” or a monthly pass. The e-purse card

acts as a debit system. The e-purse is loaded with a specific value. Each

time the card is used, the fare card reader deducts the cost of the trip

from the card and records the identity of the transit operator for

payment purposes. 

Transportation

Operations and

Coordination

Fare Payment
5-13

Examples of Useful Practices

The pass card provides unlimited usage for a calendar month. When this

card is used, the ride and the identity of the transit operator are recorded.

At the end of the month, the transit providers are reimbursed based on

the percentage of rides provided. 

Cards are sold at 20 different sites, called “points of sale,” including the

six social service agencies in the county, such as the one shown in Figure 7.

Customers may add value to the card at a number of locations, including

on board the bus or remotely by phone.

Figure 7 - Smart Cards Are Programmed at “Point of Sale” Locations

The smart card is valid across the entire county and among all of the

transit providers. Although VCTC first pursued the smart card system

because of its mobility benefits, the agency discovered that it benefited

operators as well because it enabled people to get on the bus faster.

Placement of the smartcard reader and fare box in convenient locations is

important for speeding up the boarding process (Figure 8). Passengers

may pay a regular fare or use a smart card. For passengers with smart

cards, the processor reads from the card when the passenger boards the

bus. Data are downloaded from the buses nightly using a wireless

communications system at the bus maintenance facilities, and the

purchase requisitions are reconciled using the database. 

In 1995, VCTC prototyped a smart card that was unsuccessful. The report,

Ventura County Fare Integration: A Case Study,

5 explores VCTC’s

5 U.S. DOT (2001). Ventura County Fare Integration: A Case Study.

http://www.itsdocs.fhwa.dot.gov/jpodocs/repts_te/13479.html, EDL# 13479.
5-14

Examples of Useful Practices

Figure 8 - Smart Card Reader and Fare Box

implementation of its 1995 smart card system and the many lessons it

learned through the experience. While the system was quite popular

among transit riders, the transit providers did not believe they were being

reimbursed fairly. By analyzing the failures of the first smart card

deployment, VCTC was able to make the current implementation

successful to both customers and transit operators, although its public

acceptance has been hindered to some extent by its association with a

cumbersome passenger counting system. According to Steve DeGeorge,

VCTC Director of Technology, “Success in the world of transit can be

measured in three ways: technical success, political success, and consumer

success. The tracking and information dissemination technology has been

a huge success in all three of these areas. The smart card has been a huge

success technically and from a consumer point of view. From the political

viewpoint, its success is questionable, because it has been tainted by its

association with the passenger counting technology. To ensure greater

use, better marketing is needed.”

TriMet:

Coordination of 

Accessibility on

All Modes

TriMet is a municipal corporation providing public transportation for

much of the three counties in the Portland, Oregon, metropolitan area.

TriMet operates a comprehensive transit network including a

Metropolitan Area Express (MAX) light rail system, fixed route bus lines,

and paratransit. Additionally, TriMet contracts with other organizations

to supplement regular services. 

“Success in the

world of transit can

be measured in three

ways: technical

success, political

success, and

consumer success.

The tracking and

information

dissemination

technology has been

a huge success in all

three of these 

areas.”

–Steve DeGeorge

VCTC Director of

Technology
5-15

Examples of Useful Practices

TriMet has one database format used by multiple applications. Even

when purchasing new application software, TriMet stipulates that the

software must match the existing database structure. TriMet has written

many application programs in-house and is a proponent of open source

development. 

TriMet uses many different types of vehicles—including light rail trains,

fixed-route buses, small paratransit buses, and sedans—to provide a

variety of services, such as shared-ride paratransit, medical trips, nonprofit community transportation, and work shuttles. TriMet found

coordination among the various modes and functions was a significant

challenge. In the late 1990s, the agency consolidated fixed-route bus

and light rail operations in order to achieve better coordination

between the dispatch services of these two modes.

TriMet’s Fixed-Route Service

All MAX trains and TriMet buses are wheelchair-accessible. Buses are

low-floor kneeling buses or are lift equipped. Low-floor kneeling buses

are more easily accessible and more reliable than buses with the more

complex lift mechanism. The ramps and lifts on buses and trains

generate data when deployed. With the data generated from lift and

ramp deployments, TriMet can easily determine which routes require

the most deployments and assign the new low-floor buses to those

routes. The older lift type bus serves those routes where lift or ramp

Transportation

Operations and

Coordination 
services are rarely used. The data also help TriMet determine equipment

and resources that are needed in the future and provide an indication

of the client base that is served. TriMet’s emphasis on accessibility has

made the fixed-route service a valuable alternative to paratransit for

many people with disabilities (Figure 9).

5-16

Figure 9 - A Passenger with Her Guide Dog Boarding a Fixed-Route Bus

Examples of Useful Practices
TriMet’s LIFT

LIFT is TriMet’s program that addresses regulatory requirements of the

Americans with Disabilities Act (ADA), delivering door-to-door sharedride service for pre-qualified riders who are unable to use TriMet’s fixedroute service. LIFT rides may be for any purpose. LIFT serves riders

anywhere within 3/4 mile of all TriMet bus routes and MAX lines. The

software used in scheduling, routing, and coordinating the rides is

owned by TriMet but is not the same software used by the fixed-route

service. 

TriMet’s Medical Transportation Program

The Medical Transportation Program is completely separate from LIFT 

or the fixed-route service. The Medical Transportation Program uses

contract carriers and software developed in-house to manage the

operation. Coordination involves TriMet, the state, the contracted

carriers, and social services agencies.

TriMet automates the nightly download of the state’s eligibility file to

ensure that each morning the most current eligibility list is used. Ride

requests are called in by telephone and a receptionist at TriMet enters

the request into the software system. The software, which also handles

invoicing and billing, was modified by TriMet personnel from outdated

commercial software. TriMet coordinates with the contract carriers over

the Internet through a secure password-protected Web application. This

Internet-based program allows the carriers to perform the following

operations:

• View trip scheduling information

• View trip details for any ride listed in the schedule

• Download trip scheduling information into a tab-delimited text

format

• Create and delete invoices

• Archive information about each trip such as cost, driver name, and

actual pickup time

• Create detailed and summarized billing reports.

Ride Connection

The non-profit Ride Connection, which offers assistance to people with

disabilities and senior citizens without other transportation options,

coordinates community-based transportation within a network of more

than 30 provider agencies. TriMet contracts with Ride Connection to

coordinate services that supplement regular TriMet services in the threecounty region. Unlike programs operated directly by TriMet, agencies

and organizations affiliated with Ride Connection use a combination of

volunteers and paid staff. 

5-17

Examples of Useful Practices
JARC funds were used in combination with other funds to purchase the

vendor-supplied software used for scheduling rides. The software saved

about half of the time the scheduler usually took to schedule rides. The

software also helped to maximize the number of shared rides through

the use of automated scheduling features. Dan Marchand, TriMet

Transportation Planning Department, praised the reporting feature in

the software and stated, “All this adds to our ability to deliver a quality

service at a time when funding is flat and adding employees is not an

option. After we have more experience with the software, we are

confident it will also have a positive impact on our overall cost per

ride.”

Tracking Technology

Transit Tracker is TriMet’s custom-built system that provides real-time

bus and train arrival times. Transit Tracker is available over the Internet,

by telephone, and on signage at high-usage transit stops. At some stops,

the signage includes a text-to-voice audible announcement. 

Even though Transit Tracker is not used for paratransit, it is used

extensively by transportation-disadvantaged populations. Many people

with disabilities use TriMet’s fixed-route service because of its

convenience and reliability. The popularity of Transit Tracker can be

measured in the number of phone calls that are logged by the system—

over 6,000 daily. 

On-board Displays and Audible Enunciators

All MAX trains have audible announcements of stops. In addition, there

are large liquid crystal display (LCD) signs that display the next stop on

75 percent of the rail cars. While this technology is of great benefit to

all riders of TriMet, it is particularly helpful for those who are blind or

visually impaired. TriMet is currently in the process of installing similar

technology on its fixed-route buses. 

Wayfinding Devices

TriMet data supports a new technology that allows the blind or visually

impaired to access transit information in either Braille or audio format.

Information is accessed through a portable note-taking system

frequently used by the blind (Figure 10). Frank Synoground, a manager

with the Oregon Commission for the Blind, notes, “Like any other blind

person, I am looking to be as independent as possible, and this device is

a tool for independence.” Mr. Synoground continues, “We see this not

only as a way to offer greater independence but also as a savings to our

agency.” 

5-18

Information

Dissemination

Examples of Useful Practices

“Like any other

blind person, I am

looking to be as

independent as

possible, and this

device is a tool for

independence.”

–Frank Synoground

Oregon Commission 

for the Blind
5-19

Figure 10 - Frank Synoground Demonstrates the Use of His Wayfinding Device

Examples of Useful Practices

CRRAFT– Client Referral, Ridership, and Financial Tracking – is an

Internet-based transit management software program. The goal of

CRRAFT is to facilitate coordination between transportation providers

and human services agencies in New Mexico. CRRAFT was developed to

help agencies satisfy the requirements of multiple funding agencies and

programs. CRRAFT is currently used by the New Mexico Department of

Transportation (New Mexico DOT) Public Transportation Programs

Bureau and several rural transit providers in the state.

CRRAFT:

Coordination

of Client

Information

Among

Agencies
5-20

CRRAFT was designed through collaboration between the New Mexico

DOT, the U.S. DOT, and the New Mexico Department of Human Services.

Developed by the University of New Mexico’s Alliance for Transportation

Research Institute, CRRAFT integrates human service client referral and

service requirements with rural public transit operations and medical

providers. CRRAFT generates financial and client tracking reports that

meet each funding agency’s criteria. 

The CRRAFT software does not schedule paratransit trips itself. Instead,

it provides transit agencies with a log of scheduled trips that is used in

generating invoices to send to funding agencies.

CRRAFT facilitates communication and provides coordination between

transportation funding agencies and rural transit service providers. This

coordination includes referrals, recordkeeping, trip validation, and

reporting. CRRAFT was designed to ensure that these agencies have all

the information they need to provide quality service to their clients and

also to produce accurate reports, which ensure correct billing and record

keeping. 

CRRAFT was developed in order to achieve several objectives, namely to

improve paratransit service, increase the accuracy of invoices sent to

funding agencies, and reduce the time funding agencies spend

collecting information on transit providers. An independent evaluation

of CRRAFT published in 2005 concluded that the system was successful

in increasing accuracy of invoices and reducing funding agencies’ data

collection burden. Service improvements were expected through more

efficient scheduling, fewer unauthorized trips, and reduced operating

costs. However, there was disagreement among transit providers that

participated in CRRAFT as to whether or not its use contributed to such

service improvements.6

Transportation

Operations and

Coordination

Examples of Useful Practices

6 U.S. DOT (2005). National Evaluation of the New Mexico Client Referral,

Ridership, and Financial Tracking (CRRAFT) System: Final Evaluation Report.

http:www.itsdocs.fhwa.dot.gov/jpodocs/repts_te/14175.htm, EDL#14175.
5-21

Examples of Useful Practices

Currently, clients have the ability to transfer from one transit system to

another on the same trip and still count the ride as a single trip. To

schedule a trip, a client calls the customer service representative at the

funding agency and requests the trip; then the customer service

representative sends the referral to a transit provider and requests the

pickup. 

An integrated smart card component was developed and tested in 2005.

The smart card system is expected to facilitate ridership and financial

tracking functions.

The functionality provided by CRRAFT is unique. It is the only Internetbased statewide coordination tool in existence. While CRRAFT is a Webbased system, it is password protected. Only authorized users, i.e.,

transit and funding agencies, may access the site. Because it is Internetbased, CRRAFT is available for use at any time by authorized users. Thus,

transit providers are able to perform their scheduling at a time that is

most convenient for them. This availability may be particularly helpful

for small rural transit providers with limited resources and minimal staff.

In addition to the six examples presented earlier, four other sites have

used creative applications of ITS and other technologies in order to

better serve transportation-disadvantaged populations. 

Although Reach Your Destination Easily (RYDE) is centered in the city of

Kearney, Nebraska, it is a regional system involving several primarily

rural counties. Coordination with health systems, transportation

agencies, police and sheriff departments, the public schools, and others

is critical.7 RYDE used the National ITS Architecture regional

development process to coordinate these diverse partnerships.

RYDE personnel found that developing, implementing, and maintaining

a regional ITS architecture were integral steps in the process of their ITS

project. The thought processes involved in developing an architecture

helped planners communicate assets, relationships, and desired

outcomes. According to David Ripplinger of North Dakota State

University’s Upper Great Plains Transportation Institute who evaluated

the Kearney system, “It is both the process that Kearney has followed

and the mindset of its organization that are ‘cutting-edge,’ especially

for a system of its size.”

The Potomac and Rappahannock Transportation Commission (PRTC)

provides transit service in the area about 25 miles southwest of

Washington, D.C. Developed in 1995, OmniLink uses an innovative, nontraditional approach to transit service, blending fixed-route service with

demand-response flexibility. OmniLink uses ITS technologies to provide

mobility for both the general public and transportation-disadvantaged

populations with a near-real-time flexible route service that eliminates

the need for a separate paratransit system.

OmniLink has specific routes and designated stop locations. However,

buses will travel up to 3/4 of a mile from the fixed route to provide

demand-response service. OmniLink’s operating costs are significantly

lower than is usual for systems operating separate fixed-route and

paratransit services.

ITS technologies are used to provide the flexible service. OmniLink uses

GPS-based AVL and MDTs to track vehicle location, count boardings and

alightings, and provide on-time performance feedback (both real-time

and predicted) to dispatchers and operators. The system automatically

detects each vehicle’s arrival at and departure from bus stops and

transmits that information to a central dispatch location.

6-1

Additional Examples of Specific

Technologies and Applications

RYDE: Goal

Setting Using

the National ITS

Architecture

OmniLink: Fixed

Route Flex

Service Aids 

All Riders

7 Battelle (April 2003). Regional Transit ITS Architecture, Kearney, Nebraska.

Federal Transit Administration in cooperation with Federal Highway

Administration, Nebraska Department of Roads, and RYDE Transit.

“It is both the

process that Kearney

has followed and the

mindset of its

organization that

are ‘cutting-edge,’

especially for a

system of its size.”

–David Ripplinger

North Dakota State

University
A type of technology that can provide mobility assistance for the

visually impaired is the Remote Infrared Audible Signs directional

wayfinding system8 which has been deployed in key facilities of the San

Francisco Municipal Railway (MUNI) and other sites around the country.

In contrast to signs that merely convert on-screen text into an audible

message which is broadcast through speakers to the general public, the

RIAS system is targeted to only those who would benefit from the

system. This system provides detailed and precise directional

information that allows a blind traveler to accurately and discretely

navigate through areas where the system is deployed, as shown in

Figure 11.

6-2

MUNI: Remote

Infrared Audible

Signs

Figure 11 - A Schematic of the RIAS System

8 Talking Signs, Inc. (2006). Talking Signs, Infrared Communications System.

http://www.talkingsigns.com.

Infrared transmitters, placed in strategic locations, provide audible

directional information to those carrying a special hand-held receiver.

The hand-held receivers are used much like a flashlight in that they

must be pointed in the direction of a transmitter in order to “see” it

and receive the message. 

Because the coverage area for this type of system is crucial, a

deployment within a transit system is most likely to be successful if it is

part of a citywide installation plan which includes not just public transit

vehicles and facilities, but also street signs, crosswalks, and other public

buildings. As of 2005, the transmitters were installed at more than 22

sites throughout San Francisco, including transit stations, bus shelters,

railway platforms, public facilities, and private facilities such as banks,

hotels, and shopping centers.

Additional Examples of Specific Technologies and Applications
In addition to reaching a critical level of deployment, there also needs

to be a significant population of potential users to merit the costs of

installing the transmitters. Large urban transit agencies may find the

deployment costs to be within reason when measured against the

benefit provided to the visually impaired or cognitively disabled

communities.

The Suburban Mobility Authority for Regional Transportation (SMART),

headquartered in Detroit, Michigan, coordinates activities within a

three-county area to provide mobility on a regional basis. 

SMART has a license for unlimited use of scheduling software. This

license allows the agency to provide access to the software to smaller

agencies in the region, many of which could not afford scheduling

software on their own. SMART houses the hardware and software at a

central site, which serves as a telecommunications and computational

hub for the entire system. The community agencies access the software

over the Internet to schedule their own or one of SMART’s vehicles. In

addition to facilitating scheduling, the software’s reporting function has

been a tremendous benefit to the smaller agencies, providing them

with quantitative data on who is using paratransit services and for what

kind of trips.

Detroit hospitals can use the shared software to book rides for patients.

This process ensures that the patient has transportation to the doctor’s

appointment prior to scheduling the appointment.

With the centralization of technology in a single location for such a

large area, SMART has had to consider issues such as scalability and

reliability. To address these issues, SMART’s system, including its

telephone, bandwidth, and computational capabilities, is readily

scalable to expand its capacity if needed.

6-3

SMART: Shared

Resources

Additional Examples of Specific Technologies and/or Applications

This section presents an analysis of the findings from the sites profiled in

this report. Table 3 shows the technologies used at the six focus sites

for transportation operations and coordination, information

dissemination, fare payment and billing, and safety and security.

7-1

Cross-Cutting Findings

Site Name Transportation Operations and

Coordination

Information

Dissemination

Fare Payment

and Billing

Safety/Security

Wheels of

Wellness

GIS customer geo-coding,

GPS-based AVL vehicle

tracking, and MDCs allow

for last-minute route and

schedule alterations.

Backup systems and

wireless network allows

Wheels management to

access the system remotely

if necessary.

• Menu-driven

IVR phone

system

• Automated

system for

issuing status

letters

• Data from

billing

software used

by Volunteer

Division to

reimburse

drivers who

give clients a

ride and

reimburse

clients who

use public

transit

• ID cards for

drivers and

escorts

• GPS-based

AVL

CCRTA GPS-based AVL and MDCs

ensure coordination

between drivers and

dispatch, allowing for

changes in schedule. 

• Web-based

real-time

interface

• Three public

use centrally

located 

terminals

• TDD/TTY

• Vehicle

tracking data

used to justify

billing

allocation

among towns

served

• Silent alarm

system 

• GPS-based

AVL

Flint MTA All 11 paratransit service

centers in Genesee county

share operational 

information and centralized

client file, allowing for

seamless interoperability of

routes, schedules, and

trips.

• Static

information

available on

the Internet

• Transit 

passes

• Electronic

fare boxes

accept 

prepaid

cards

• Surveillance

cameras on

fixed-route

buses

• GPS-based

AVL

VCTC Real-time vehicle location

system provides

information online, allowing

passengers to modify their

schedules.

• Travel

planner via

Internet or

telephone

• Real-time bus

location 

information

via Internet,

telephone,

and at key

bus stops

• Contactless

smart cards

• SAFE cellular

telephone 

program

• Surveillance

cameras

• GPS-based

AVL

Table 3 - Technologies Used at the Six Focus Sites (continued on next page)
7-2

Cross-Cutting Findings

Site Name Transportation Operations and

Coordination

Information

Dissemination

Fare Payment

and Billing

Safety/Security

TriMet For paratransit operations,

AVL in combination with

routing and scheduling

software maximizes

efficiency. For fixed-route

operations, accessibility

and coordination with other

programs provide threecounty coverage.

• Travel planner

• Real-time

vehicle 

location

• On-board 

displays and

audible 

enunciators

• LCD displays

at key stops

• Information

available via

telephone and

Web-enabled

devices

• Separate

software used

for record

keeping, i.e.,

billing and

invoicing, for

the medical

and paratransit

functions

• Surveillance

cameras

• Silent alarm

system

• GPS-based

AVL

CRRAFT The software is Web-based

and accessible only by

transit and human service

agencies. Clients can

switch from one transit

provider to another on the

same trip and the trip is still

counted as a single trip.

• Information

sharing is 

limited to

funding

agencies and

transit

providers.

• Contactless

smart card

system

integrated with

CRAAFT

streamlines

and automates

ridership

tracking,

reporting, and

billing.

None

Table 3 - Technologies Used at the Six Focus Sites (continued from previous page)

Transportation

Operations and 

Coordination

All six of the focus sites use technology for coordination, although the

applications differ considerably. Wheels of Wellness, Flint MTA, VCTC,

and TriMet all use vendor-supplied software, although they do not all

use the same software vendor. TriMet’s paratransit service, regional diala-ride service, and fixed-route service use three different vendors. CCRTA

and CRRAFT use custom-built software specifically developed for their

requirements. TriMet also uses custom-built software for its Medical

Transportation Program. (See the list of vendors in the Resources

section.)

Wheels of Wellness coordinates medical trips using eight contract

carriers, drivers paid by Wheels’ Volunteer Division, the Philadelphia

fixed-route multimodal system, and taxis. Coordination also includes trip

authorizations and approval of treatment centers by appropriate human

services agencies. Through the use of routing and scheduling software,
7-3

Cross-Cutting Findings

Wheels reservationists are able to coordinate their activities with staff

who track the vehicles in real time. This coordination allows Wheels to

respond more quickly to incidents, unscheduled changes, and lastminute trip requests. As a general rule, reservations are made one day

in advance. However, Wheels’ success in accommodating same-day

requests is enhanced by knowing, through the AVL system, the real-time

location and status of all available vehicles.

CCRTA coordinates fixed route and paratransit service. One innovative

use of technology is a hybrid paratransit-fixed route service for medical

trips to Boston area hospitals. CCRTA provides Cape-wide curb-to-curb

service with no restrictions on the trip purpose. Based on needs

identified through data mining, the CCRTA adjusts routes and schedules.

Flint MTA’s distributed network of 11 service centers for paratransit trips

has enabled Flint MTA to be more responsive to local needs and more

accommodating to individual clients. A centralized routing and

scheduling system has made it possible for the service centers to

coordinate their operations and provide a seamless coverage of service

throughout Genesee County.

VCTC is a small office with coordination responsibilities over public

and private carriers as well as all transportation modes and issues in

Ventura County. 

TriMet emphasizes accessibility on all modes and coordinates data from

multiple human services programs into a centralized database. The data

generated by TriMet’s system are used to determine high levels of use

by the transportation disadvantaged to identify stop areas that need

improvements or to determine where accessible pathways are needed.

Data are also used for the Transit Investment Plan, which helps to

ensure transit equity for transportation-disadvantaged populations.

TriMet’s Stop and Amenities database contains information about every

bus stop and rail station in the TriMet system. This amenities database

includes photographs and descriptions of each stop, which provides

TriMet the ability to quickly assess incidents that occur at stops and to

plan for improvements without having to physically visit every site in

question. TriMet’s system for collecting, organizing, storing, and

analyzing data maximizes current resources and helps TriMet coordinate

efforts with other agencies and organizations.

CRRAFT’s software coordinates communications between human

services agencies and transportation providers.

PRTC’s OmniLink found that use of ITS technologies provided better,

more dependable schedules, improved customer service, helped with

planning, promoted better staff utilization, and increased productivity.
7-4

Cross-Cutting Findings

Easily accessible transit information is critical to achieving high levels of

ridership. It is important to recognize that there is a wide variation of

how people acquire information and this variability is even more

pronounced among transportation-disadvantaged populations due to

physical, cognitive, or financial limitations. However, technology can

greatly facilitate the dissemination of transit information by addressing

this need for multiple options. 

Wheels of Wellness uses existing data to automate the printing and

mailing of warning notifications to riders who are in danger of or have

lost ridership privileges.

CCRTA’s Web-accessible transit planner allows for a third destination, for

example, a childcare stop. Real-time bus location information is

accessible via home computer or any Web-enabled device such as cell

phones and PDAs. In addition, three public use terminals, located at the

Hyannis Intermodal Center, display real-time traveler information

including arrivals and departures.

Flint MTA routes, schedules, fares, and other static information are

available on the Internet.

VCTC’s transit planner is available on the Internet or via telephone

through a toll-free number. The planner, which is available in English

and Spanish, allows for criteria-based itinerary planning, such as shortest

walking distance. Custom help is available for trip planning and

negotiating the system.

VCTC’s bus tracking system has been beneficial to both passengers and

the agency itself. Customers like the system because it can reduce the

amount of time they need to spend at the bus stop. This feature is

particularly important for older adults and people with disabilities who

find it difficult to wait outside for long periods of time. Since

installation of the signs, the number of people calling to inquire about

the arrival time of their bus has decreased. The agency has benefited

from the system’s ability to monitor operations. The system allows VCTC

to easily investigate complaints such as “The bus left my stop early.” In

addition, the system generates data that enables operators to revised

schedules and routes as needed. With passengers and operators

depending so much on the data, data integrity is a key factor in the

system’s success.

TriMet data, including real-time vehicle location, routes, schedules, and

a trip planner, are available using any Web-enabled device or by regular

telephone in multiple languages. Most rail cars and some buses have onboard displays and audible enunciators. In addition, a data interface for

wayfinding devices has been implemented.

Information

Dissemination
7-5

Cross-Cutting Findings

CCRTA was awarded a grant to deploy an electronic fare card system

that was initially designed to alleviate congestion during the summer

months. Because the fare cards were provided to hotels for guests and

hotel staff, the electronic fare payment program proved to be a very

successful job access program for the low-income hotel workers. In

addition, the program had a lasting effect on transit use as a whole.

This lasting effect can be attributed to the fact that hotels were

required to instruct their guests on how to use the transit system and

the online Travel Planner. Furthermore, a high percentage of guests

return to the same hotel year after year, thus providing the Travel

Planner with a large seasonal user base. 

VCTC has a fully deployed contactless electronic fare card system that is

used by multiple transit carriers and managed at VCTC. This system is

helpful to all passengers but particularly for the transportation

disadvantaged who may have difficulty handling money due to a

disability. The system also reduces boarding times and provides ridership

data. The subsidized fare cards are visually indistinguishable from

regular fare cards for increased discretion among passengers. The local

university also issues smart cards to students, faculty, and workers. The

university pays VCTC a lump sum for the year and VCTC reimburses the

transit providers. 

TriMet uses fare tickets rather than fare cards. TriMet’s ticket vending

machines are networked so they can be monitored remotely to ensure

that the machines are properly stocked and operating correctly. This

feature is particularly important to those with limited mobility who

cannot easily go in search of another machine if the one they first

encounter is out of stock or out-of-order. Maintenance of the ticket

vending machines is performed by TriMet employees, while revenue

collection and ticket stock refills are performed by a contracted security

company. In addition, TriMet uses an Internet-based system for

coordinating rides and sending invoices to funding sources for rides

taken under the Medical Transportation Program.

One of the most important safety features is that of knowing where the

vehicles are located at all times in case of emergencies. Wheels of

Wellness, CCRTA, Flint MTA, VCTC, and TriMet all use some type of

vehicle tracking technology.

Wheels of Wellness provides for the safety of their clients by ensuring

that all of the contract carriers’ vehicles are performing their trips

exactly as specified through vehicle tracking. There is also an automated

system that validates the credentials of each driver at the beginning of

each shift, comparing the driver ID card with a driver profile database

that is maintained at Wheels. 

CCRTA has a silent alarm system on all of their vehicles as well as GPSbased vehicle tracking. Fixed-route buses have on-board surveillance

cameras, as do key bus terminals.

Fare Payment

and Billing

Safety and

Security
7-6

Cross-Cutting Findings

VCTC has on-board security cameras for the buses that are maintained

and operated by VCTC. VCTC also tracks the position of the other transit

carriers’ buses in Ventura County. VCTC supports a SAFE cellular

telephone program for those who drive independently but cannot use

roadside call boxes due to a mobility impairment. The program provides

free cellular telephones that are programmed to dial only 911 so that

use is restricted to reporting emergencies and requesting assistance. To

increase the security of transit riders, VCTC provides a guaranteed ride

home program.

TriMet has cameras on-board their light rail and fixed-route buses that

record to tape. Streaming video from selected rail stations is monitored

from a control room. TriMet also has the ability to track its vehicles in

real time, and its vehicles are equipped with a silent alarm.
The following are lessons learned that were common to many of the

sites.

• Technologies should be phased in incrementally, fixing the problems

with each technology before adding another layer of complexity.

For example, it took Wheels of Wellness about three years to fully

integrate the routing and scheduling software with the MDCs and

vehicle tracking equipment. CCRTA noted that key infrastructure

elements (e.g., a communications network) need to be in place prior

to deployment. Flint MTA deployed its system incrementally,

installing the system separately at each of its 11 service centers.

• Training of staff, operators, drivers, and users is crucial to allay

concerns and ensure complete and accurate use of the system.

CCRTA discovered that the best way to improve data integrity and

completeness was to train everyone on how to use the system and—

more importantly—why correct use was essential. Flint MTA

recommended the use of vendor-supplied training and on-site

support when implementing vendor-supplied software. Wheels of

Wellness trained the drivers for each contract carrier together and

then integrated that carrier into the system immediately while the

training experience was still fresh. VCTC strongly recommends

training as an opportunity to discover defects in the system. Several

agencies noted that vehicle operators were apprehensive about

being monitored at all times with tracking equipment. However,

over time, drivers learned to appreciate the system. For example

when clients complained that a driver was not on time, the tracking

software could determine the legitimacy of the complaint. At CCRTA,

two drivers were cleared of sexual harassment charges as a result of

the tracking data produced by the system. 

• Regular meetings between system providers, subcontractors, policy

makers, special interest groups, and agency managers allow

stakeholders to share problems and ideas and to build consensus.

The CRRAFT system, for example, did not include certain capabilities

that were desired by some transit agencies. Because of

miscommunication concerning these capabilities, CRRAFT received

mixed reviews of its usefulness. Wheels of Wellness found that

regular meetings to share operational concerns and ideas have been

very valuable.

• A commitment to data quality is essential. ITS technologies can

produce a massive amount of data, so the challenge becomes

management and analysis of those data. There is always more than

one use for a data set. Mining and reusing the data can lead to

insights which form the basis for operational improvements. At

CCRTA, for example, a dedicated database manager was hired. This

manager checks for anomalies in the data, at which time the issue is

flagged and investigated. Data are also used to optimize route

efficiencies. TriMet uses data to identify areas of high usage levels by

the transportation disadvantaged. This information can then

8-1

Lessons Learned

Common

Lessons Learned
determine stop areas that need improvements or to determine

where accessible pathways are needed. TriMet also mines the data to

plan for capital improvements that helps to ensure transit equity for

transportation-disadvantaged populations.

• If vendor-supplied software is chosen, it is critical to look at the

vendor’s longevity and integration capability, avoid excessive

modifications of the software’s functionality, and insist on on-site

training and support. Flint MTA’s first implementation of vendorsupplied software failed because the agency insisted on an excessive

number of site-specific modifications to the software. These

modifications made software updates and maintenance difficult and

expensive. The second time Flint MTA implemented the software,

using the same vendor, the effort was successful because the staff

made a commitment to work within the scope of the software.

According to Robert Foy, General Manager, Flint MTA, “The first

time, we did not want to change anything about the way we did

business and insisted that the software had to be tailored to our

routine operations. This frustrated the software vendor and led to a

one-of-a-kind syndrome where the system was so unique that

upgrades were very difficult.” VCTC noted that use of vendorsupplied software was their only option because their office staff is

limited and had no time for in-house development.

At several stages in the system development process—planning and

design, implementation, and evaluation—sites discovered certain keys to

their success, which are summarized below.

• Wheels of Wellness—Be creative when funding the deployment of a

new system and the transition to ITS. Because direct funding was

not available, Wheels acquired a loan from a bank to purchase and

install the system. Wheels then assessed a fee on the carriers for

lease of the ITS equipment on the vehicles. The carriers knew about

the fee in advance and increased their charges accordingly. In this

way, the state of Pennsylvania ended up funding the system by

paying for the increased operating expenses per trip.

• CCRTA and CRRAFT—Ensure that there is a strong commitment from

the staff and policy makers to make the system work. It is essential

that all stakeholders are aware of what the system will and will not

do, and that all critical operational needs are addressed in the system

design.

• Flint MTA—Develop a master plan, including a cost estimate. 

• Flint MTA—Apply the same standards among all systems with which

there will be coordination to ensure maintainability and consistency.

• VCTC—Weigh the value of integrating separate technologies.

Successful implementation of smart cards has been a difficult process

because VCTC decided to integrate passenger counting with the

8-2

Site Specific

Lessons Learned

Planning and Design

Lessons Learned

“The first time, we

did not want to

change anything

about the way we

did business and

insisted that the

software had to be

tailored to our

routine operations.

This frustrated the

software vendor and

led to a one-of-akind syndrome

where the system

was so unique that

upgrades were very

difficult.”

–Robert Foy

General Manager,

Flint MTA
smart card technology. Although the data integration has presented

significant problems, passenger counting is important for route

management and for Federal reporting requirements. VCTC

considers the delays in implementation worth the effort.

• TriMet and RYDE—Follow the National ITS Architecture and

associated standards as much as possible. The process of developing

a system architecture on the regional and project level helps diverse

stakeholders communicate with each other about their assets,

relationships and desired outcomes. In addition, the use of common

standards helps ensure compatibility among equipment purchased by

different organizations.

• TriMet—Use a common database format for all system data. TriMet’s

use of one database structure with multiple applications saved the

agency money by reducing the time needed to develop new

applications, eliminating the need for training on multiple software

applications, and reducing the need for software maintenance and

upgrades. TriMet’s system for collecting, organizing, storing, and

analyzing data allows the agency to maximize current resources and

plan for future growth. The system also enables TriMet to be more

efficient in its coordination with other agencies and organizations.

• OmniLink—Consider combining paratransit and fixed routes. The

resulting flexibility is of value to all transit riders, not just the

transportation disadvantaged.

• MUNI—Assess the level of deployment needed to ensure usefulness

of new technologies to potential users. Some technologies need a

high level of deployment to ensure their usefulness among the

transportation disadvantaged. Similarly, a significant population of

potential users is required to merit the costs of installing the

equipment.

• SMART—For smaller systems, consider sharing software and other

system resources. Many transit agencies lack the resources necessary

to deploy ITS or employ specialized personnel for system

development or maintenance. Multi-agency partnerships offer a way

to maximize the benefit of hardware and software procurement

while minimizing costs.

• Wheels of Wellness—Save old equipment when upgrades are made.

Spare equipment can be used as a test-bed for system changes, a

training facility for new operators, and a backup system in case of

main system failure.

• Wheels of Wellness—Draw upon in-house expertise, i.e., those who

are going to use the system, to help identify system requirements

when deploying complex systems.

• CCRTA—Plan for the unexpected in hardware and software

procurement, testing, installation and maintenance. Set the project

8-3

Implementation

Lessons Learned
schedule and budget to allow for software refinement and

equipment failure during the testing, installation, and maintenance

phases, as well as for equipment to become outdated in a relatively

short period of time.

• VCTC—When adding new technology that requires installation of

additional devices within the bus, carefully consider device

placement to ensure durability of the connection and accessibility by

both customers and drivers. With fare boxes, smart card readers,

passenger counters, MDTs, and various other devices, the driver’s

area can become crowded. In addition, new buses have softer, more

rounded dashes making it more difficult to attach instrumentation.

• CCRTA—Be patient about system benefits. Many benefits are not

apparent at the outset but accrue over time. In addition, the benefits

of the system as a whole are greater than the sum of benefits of

individual components.

• VCTC—Measure benefits using different types of metrics, and

include technical, customer service, and political perspectives. The

vehicle tracking and information dissemination functions have been

very successful in terms of improving customer service, and the

agency has experienced political benefits as a result. The smart card

fare payment system has been successful in improving customer

service, however, it has not translated into political benefits for VCTC

because of its association with the agency's less successful passenger

counting system. VCTC staff are confident, however, that the political

benefit of the smart card system will materialize with increased use

of the system.

• TriMet—Maintain a well-organized database. TriMet’s database

includes photographs and lists of amenities at transit stops, ramp

and lift deployments, and passenger counts. The database makes it

easier to evaluate which stops and routes need alterations to solve a

particular problem with accessibility.

• All sites—Hold regular meetings with all stakeholders to help

identify areas that need improvement.

8-4

Evaluation

Lessons Learned
A wide range of ITS technologies, which can help transit agencies better

serve the transportation disadvantaged, are currently deployed in the

real world. While technology is constantly evolving, many of these

technologies have matured into fully functioning systems that are

proving their value within transit agencies and are serving clients on a

daily basis. 

With the high degree of variability among transit providers and the

areas they serve, there is no single technology or configuration that will

be appropriate for all areas. Fortunately, with the breadth of

technologies that are currently available and the degree to which

technology can be customized, an ITS application can be developed for

almost any setting.

The deployment of ITS technology will inevitably require overcoming

some hurdles, either technical or institutional. By examining what others

have learned, many valuable insights can be gained and many

challenges overcome. While the technologies covered in this report are

focused on improving services for the transportation disadvantaged, it

should also be recognized that many of these technologies are of equal

benefit to the transportation providers by providing the data needed

for accurate reporting and streamlining operations.

9-1

Conclusions

Wheels of Wellness

Rex Knowlton

Executive Director, 

Phone 202-247-1390

rknowlton@wheelsinc.org

Cape Cod Regional Transit Authority

Larry Harmon

Bridgewater State College

Phone 508-531-6144

lharmon@bridgew.edu 

Joe Potzka

CCRTA Administrator, 

Phone 508-775-8504

jpotzka@capecodtransit.org

Flint Mass Transportation Authority

Robert J. Foy

General Manager

Phone 810-767-6950 x113

rfoy@mtaflint.org

Ventura County Transportation Commission

Steve DeGeorge

Director of Technology, 

Phone 805-642-1591 x103

sdegeorge@goventura.org

Ginger Gherardi

Executive Director

Phone 805-642-1591 x208

ggherardi@goventura.org

TriMet

Steve Kautz

Senior Manager, Community Programs & Service Development.

Phone 503-802-8219

kautzs@trimet.org

Ken Turner

Senior Manager, Operations Project Development

Phone 503-962-4918

turnerk@trimet.org

10-1

Resources

Contacts
Client Referral, Ridership, and Financial Tracking

Eric Holm

University of New Mexico

Phone 505-246-6016

eholm@unm.edu

Linda Trujillo

New Mexico Department of Transportation 

Phone 505-827-1573

Linda.Trujillo@nmshtd.state.nm.us

Reach Your Destination Easily

Jeff Rumery

Transit Director

Phone 308-865-5675

jrumery@mnca.net

OmniLink

Eric Marx

Potomac and Rappahannock Transportation Commission

Phone 703-583-1377

Emarx@omniride.com

San Francisco Municipal Railway

Annette Williams

San Francisco Municipal Railway

Phone 415-923-6142

annette_williams@ci.sf.ca.us

Suburban Mobility Authority for Regional Transportation

Dan G. Dirks

General Manager

Phone 313-223-2100

Ddirks@smartbus.org

10-2

Resources
10-3

Vendors and

Developers of 

Software and

Systems

Technology Sites and Vendors

Passenger-related technologies

Audible enunciators • TriMet fixed-route buses: Orbital Sciences’ Transportation

Management System (TMS)

• TriMet on street: custom-built system using text to voice 

• Flint MTA fixed-route: Luminator and Vultron

RIAS • MUNI: Talking Signs

Braille displays of

transit information

• TriMet: BrailleNote 

Real-time bus

location information

for riders

• VCTC: NextBus

• CCRTA ETA system: custom-built prediction software; user

interface on top of Caliper Corporation’s Maptitude for the Web

and Microsoft’s Structured Query Language (SQL) Server and

Internet Server

• TriMet fixed route (bus and rail): Transit Tracker (custom-built

system using actual and historical data)

Electronic fare 

collection

• VCTC: ERG Transit System

• CCRTA Tourist Pass: VISA standard mag strip card with 

custom-built back office database for user-side subsidy

• Flint MTA: GFI Genfare’s bus fare collection system

• CRRAFT has plans to use ICTransit

Travel planner • CCRTA transit travel planner: custom-built system using

Caliper Corporation’s Maptitude for the Web

• VCTC: Transtar

• TriMet Trip Planner: Mantech and custom-built

Organization-related technologies

MDT or MDC • CCRTA and Wheels of Wellness: Mentor Engineering Inc.

(functionality can include GPS, smart card reader, and security

features) 

• TriMet: Orbital Sciences TMS

• VCTC: NextBus system package

• OMNILink: GreyHawk Technologies, Inc.

Routing, scheduling,

and billing

• Wheels of Wellness routing and scheduling, TriMet paratransit

(LIFT), Flint MTA, and SMART: Trapeze

• Wheels of Wellness billing: SigTrans

• OmniLink: Trapeze-FLEX

• CCRTA: custom-built system

• TriMet Ride Connect (Portland regional option): RouteMatch

• TriMet fixed-route: Giro-Hastus

• TriMet Medical Transportation Program: custom-built system

• Wheels of Wellness: SigTrans (financial reimbursement

system)

• CRRAFT: custom-built system

Battelle (April 2003). Regional Transit ITS Architecture, Kearney,

Nebraska. Federal Transit Administration in cooperation with Federal

Highway Administration, Nebraska Department of Roads, and 

RYDE Transit.

Cutchin, Carli and Phyllis Orrick (2005). ITS Decision: A Guide to

Understanding and Applying Intelligent Transportation Systems—Fare

Payment Technologies.

http://www.calccit.org/itsdecision/serv_and_tech/Fare_Payment_Technolo

gies/fare_payment_report.htm.

General Accounting Office (June 2003). Transportation-Disadvantaged

Populations. GAO-03-697. 

http://www.gao.gov/new.items/d03697.pdf.

Talking Signs, Inc. (2006). Talking Signs Infrared Communications System.

http://www.talkingsigns.com.

Transportation Research Board (2001). TCRP Synthesis 37 -

Communicating with Persons with Disabilities in a Multimodal Transit

Environment: A Synthesis of Transit Practice.

http://gulliver.trb.org/ publications/tcrp/tsyn37.pdf.

U.S. DOT (2001). Ventura County Fare Integration: A Case Study.

http://www.itsdocs.fhwa.dot.gov/jpodocs/repts_te/13479.html, 

EDL# 13479.

U.S. DOT (2005). Intelligent Transportation Systems Benefits, Costs, and

Lessons Learned: 2005 Update.

http://www.itsdocs.fhwa.dot.gov/ jpodocs/repts_te/14073.htm, 

EDL# 14073.

U.S. DOT (2005). National Evaluation of the New Mexico Client Referral,

Ridership, and Financial Tracking (CCRAFT) System: Final Evaluation

Report.

http://www.itsdocs.fhwa.dot.gov/jpodocs/repts_te/14175.htm, 

EDL# 14175.

U.S. DOT (2006). ITS Benefits Database.

http://www.itsbenefits.its.dot/gov.

U.S. DOT (2006). ITS Deployment Statistics Database.

http://www.itsdeployment.its.dot.gov.

11-1

References


Federal Highway Administration (FHWA) Resource Center Locations

Baltimore, MD

10 S. Howard Street

Suite 4000

Baltimore, MD 21201

Phone 410-962-0093

Facsimile 410-962-3419

Atlanta, GA

61 Forsyth Street, SW

Suite 17T26

Atlanta, GA 30303

Phone 404-562-3570

Facsimile 404-562-3700

Olympia Fields, IL

19900 Governors Drive

Suite 301

Olympia Fields, IL 60461

Phone 708-283-3500

Facsimile 708-283-3501

San Francisco, CA

201 Mission Street

Suite 2100

San Francisco, CA 94105

Phone 415-744-3102

Facsimile 415-744-2620

Federal Transit Administration (FTA) Regional Offices

Region 1

Kendall Square, 55 Broadway

Suite 920

Cambridge, MA 02142

Phone 617-494-2055

Facsimile 617-494-2865

Region 2

Alexander Hamilton Federal

Building

One Bowling Green

Room 429

New York, NY 10004

Phone 212-668-2170

Facsimile 212-668-2136

Region 3

1760 Market Street

Suite 500

Philadelphia, PA 19103

Phone 215-656-7100

Facsimile 215-656-7260

Region 4

Atlanta Federal Center

61 Forsyth Street, SW

Suite 17T50

Atlanta, GA 30303

Phone 404-562-3500

Facsimile 404-562-3505

Region 5

200 West Adam Street

Suite 320

Chicago, IL 60606

Phone 312-353-2789

Facsimile 312-886-0351

Region 6

816 Taylor Street

Room 8A36

Fort Worth, TX 76102

Phone 817-978-0550

Facsimile 817-978-0575

Region 7

901 Locust Street

Suite 404

Kansas City, MO 64106

Phone 816-329-3920

Region 8

12300 W Dakota Avenue

Suite 310

Lakewood, CO 80228

Phone 720-963-3300

Facsimile 720-963-3333

Region 9

201 Mission Street

Suite 2210

San Francisco, CA 94105

Phone 415-744-3133

Facsimile 415-744-2726

Region 10

Jackson Federal Building

915 Second Avenue

Suite 3142

Seattle, WA 98174

Phone 206-220-7954

Facsimile 206-220-7959

Chicago Metropolitan Office

200 West Adam Street

Suite 2410

Chicago, IL 60606

Phone 312-886-1616

Facsimile 312-886-0351

Los Angeles Metropolitan Office

888 South Figueroa Street

Suite 1850

Los Angeles, CA 90017

Phone 213-202-3950

Facsimile 213-202-3961

New York City Metropolitan Office

One Bowling Green

Suite 428

New York, NY 10004

Phone 212-668-2201

Facsimile 212-668-2136

Philadelphia Metropolitan Office

1760 Market Street

Suite 510

Philadelphia, PA 19103

Phone 215-656-7070

Facsimile 215-656-7269

Washington, DC Metropolitan Office

1990 K Street, NW

Suite 510

Washington, DC 20006

Phone 202-219-3562

Facsimile 202-219-3545

FHWA/FTA Metropolitan Offices
THIS DOCUMENT IS ONE IN A SERIES OF PRODUCTS THAT ADDRESS

ITS ISSUES PERTINENT TO A VARIETY OF AUDIENCES

Elected and Appointed Officials • Senior Decision Makers

Transportation Managers • Technical Experts

Representing:

States • Cities • Counties • Motor Carriers 

Licensing and Registration Service Bureaus • Law Enforcement 

Public Utilities/Commercial Vehicle Enforcement 

Additional Transportation Stakeholders

ITS Topics Addressed in This Series:

• Commercial Vehicle Operations

• Emergency Services

• Enabling Technologies

• Emissions Management

• Freeway and Arterial 

Management

• Planning and Integration

• Real-Time Traveler Information

• Transit, Toll, and Rail Management

• Weather Information for Travelers

and Maintenance

• Work Zones

For a current listing of available documents, please visit our website at:

http://www.its.dot.gov

Benefits Brochures quote how ITS

technologies have benefited specific areas.

Cross-Cutting Studies present current

data from related ITS applications.

Case Studies provide in-depth coverage

of ITS applications in specific projects.

Products Available in This Series

Technical Reports include results from

various Field Operation Tests.

Implementation Guides assist

project staff in the technical details of

implementing ITS.
FHWA-JPO-05-056 EDL# 14140

INTELLIGENT TRANSPORTATION SYSTEMS

U.S. Department of Transportation 

400 7th Street SW

Washington, DC 20590

Phone 866-367-7487

Facsimile 202-493-2027

‘‘All this adds to our ability to deliver 

a quality service at a time when 

funding is flat and adding 

employees is not an option.”

—Dan Marchand, 

TriMet Transportation Planning Department