case study questions transportation

• City by city
• Party Conferences 2024
• Current issues
• General election 2024
• Metro mayors
• Levelling up
• Productivity

Transport Case Studies

How different cities are improving their transport connections using our case study library

Case study library

Why improve transport?

Effective transport is vital for the economy. Good transport connections have direct benefits to people, businesses, the environment, and the economy overall. They can support innovation, help people access jobs, shape greener and healthier places, and attract new firms.

Having more control over transport can help cities make the most of their infrastructure by reducing uncertainty and short timescale of funding, improving the bus system, and ensuring integration of transport, economic development and infrastructure.

Use the table below to find out more about how and what cities in the UK and abroad have done to improve transport. These case studies highlight what the cities did and their self-reported outcomes.

To find out more about what types of transport what types of policy interventions have an impact on local economic growth from across OECD countries, as well as evidence-based policy design guides, take a look at the What Works Centre pages on Transport.

Case studies

click the case study title to find out more

More Case Studies on Housing and Transport

Delivering change: making transport work for cities.

Zach Wilcox and Nada Nohrová

Delivering change: Putting city centres at the heart of the local economy

Louise McGough and Elli Thomas

Open Data or Closed Doors?

Maire Williams

Funding and financing inclusive growth in cities

Naomi Clayton, Simon Jeffrey and Anthony Breach

How can UK cities clean up the air we breathe?

Adeline Bailly

Policy Officer

More on this issue

Anthony Breach

The first 100 days

Paul Swinney

Combined authorities

Private Transit: Existing Services and Emerging Directions (2018)

Chapter: section 5 - case studies: local approaches to transportation challenges.

Below is the uncorrected machine-read text of this chapter, intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text of each book. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.

32 This section presents three case studies that provide more in-depth information on specific aspects of private transit operations and regulation: • Case Study I examines the Bay Area “Tech Bus” shuttle census and SFMTA commuter shuttle program, which together provide an example of a proactive and cooperative model for arriving at a regulatory structure, despite public authorities’ lack of statutory power. • Case Study II examines consortium-based shuttles and the variety of public-private part- nerships that have been developed to support commuter access to suburban job centers, areas that would have difficulty supporting fixed-route public transit. • Case Study III addresses jitneys and dollar vans in the New York City area, focusing on the evo- lution of regulatory structures and enforcement around these informal private transit networks. Case Study I: San Francisco’s “Tech Buses”: Piloting a Cooperative Process for Prioritizing Street Use This case study examines the process of building a responsive, largely cooperative regulatory policy for the hundreds of “tech buses” that travel between the City of San Francisco and Silicon Valley, picking up and dropping off thousands of passengers per day on each end. Use of these services has grown rapidly over the last decade, and they fill an important gap in the regional transportation system. The process of policy development, although not seamless, provides a model for jurisdictions grappling with how to prioritize the needs of the numerous public and private actors who take part in a transportation system that helps keep thousands of personal automobiles off the roads. Many of the most world’s best-known technology companies—including Facebook, Google, and Apple—are based in suburban office parks in Silicon Valley, an area of no legal defini- tion that encompasses the southern end of the Bay Area. Many of these campuses are served by employer-sponsored commuter shuttles, popularly known as “tech buses,” which transport employees to Silicon Valley from the San Francisco and other communities in the central and northern Bay Area. (Many companies and institutions outside the technology sector also pro- vide these shuttles, but the “tech” moniker has proved to be persistent.) Most of the major employers are in municipalities that implemented TDM strategies in the years leading up to the SFMTA pilot program, requiring that they work to actively reduce the number of drive-alone commuters to their locations.8 Given the lack of direct public S E C T I O N 5 Case Studies: Local Approaches to Transportation Challenges 8Menlo Park first adopted TDM guidelines in 2001 (Menlo Park 2015), and an example of its application can be found in the TDM plan proposed by Facebook for a new campus in the city in 2011. Palo Alto initiated a TDM requirement and established a TMA in 2013. In 2015, Mountain View implemented a TDM district in the North Bayshore area, which includes office parks for such corporations as Google, Microsoft, Intuit, and LinkedIn.

Case Studies: Local Approaches to Transportation Challenges 33 transportation routes, local TDM requirements gave the companies an additional incentive to provide shuttle buses as an amenity for their employees. By 2012, the growing presence of large motor coaches, especially in gentrifying San Francisco neighborhoods such as the Mission District, along with the buses’ unsanctioned use of Muni bus stops for pick-ups and drop-offs, began attracting negative attention from residents and the media (Carroll 2013, McBride 2013). At that point, the shuttles were largely unregulated beyond state public utility commission requirements for licensing and vehicle operation. Local author- ity over the shuttles was limited to enforcement of traffic and parking regulations, with little say over whether, or how many, shuttles could operate in the city of San Francisco. Shuttle sponsors, transit operators, and the city began to recognize the value of regulations for the shuttles that went beyond writing tickets for parking violations. Since an effective system of curb access for passenger loading would tend to be widely distributed, clear of obstacles, and within walk- ing distance of many people—all characteristics of the existing system of Muni stops—arriving at a way to allow managed use of those stops was of interest to both the city and to private operators. In August 2014, the SFMTA, working directly with a group of shuttle sponsors and operators, launched a cooperative pilot program that rationalized private use of the public right-of-way by 1. Allowing shuttles to use designated Muni bus stops. 2. Providing dedicated shuttle stops. 3. Offering other means of planning support and data sharing. 4. Instituting an administrative fee (charge per shuttle stop) to fund the program and strengthen enforcement of its provisions. With revisions including a requirement to plan for cooperation with organized labor, the pilot was formalized as a 12-month program starting in April 2016, with evaluation of the program beginning in the fall of 2016. In the spring of 2017, the program was extended indefinitely with ongoing mandates for ADA compliance and safety provisions. Pilot Program, 2014 to 2016 The groundwork for the Commuter Shuttle Pilot Program was laid 5 years before implemen- tation. SFMTA collaborated with the SFCTA on the latter’s 2011 report, “The Role of Shuttle Services in San Francisco’s Transportation System” (SFCTA 2011). The researchers used a com- bination of community and passenger surveys and field observations to formulate a benefit- impact matrix, shown in Table 4. After consideration of alternatives, the SFMTA’s Sustainable Streets Division recommended the establishment of a “Muni Partners” program with the shuttle providers to rationalize the use of the public right-of-way, ensure safe operations, and integrate the shuttle service with other transit services. The SFCTA’s 2011 report specifically called out the following measures, which would influence the 2014 to 2016 pilot program (SFCTA 2011, 14): • Create dedicated facilities to accommodate the shuttles. • Develop a system for reporting of infractions and enforcement of relevant regulations. • Give guidance to operators and dedicate staffing resources to the program. • Create a monitoring and reporting regimen. Following SFMTA board approval, an 18-month Commuter Shuttle Pilot Program was implemented in August 2014. The initial pilot program included 16 shuttle providers, who were required to • Apply for permits. • Pay fees to support the administration of the program, initially $3.67 per “stop event” (mean- ing any stop in the city to pick up or drop off passengers). • Provide global positioning system (GPS) data on routes and stop events.

34 Private Transit: Existing Services and Emerging Directions SFMTA did not dictate routes, but the larger shuttles were not permitted to travel down cer- tain streets. The agency, in turn, designated approximately 100 Muni stops (“red zones”) where the shuttles might stop and converted on-street parking spaces to approximately 20 shuttle-only, rush hour “white zone” stops. Mid-Term Findings In October 2015, the SFMTA published a mid-program evaluation that utilized the above- mentioned reporting requirements (SFMTA 2015). The agency collected field observations in the boarding zones in June 2014, before the program started, and collected comparable data in the spring and summer of 2015. The analysis also included GPS and survey data shared by the participating shuttles as part of the terms of their pilot program agreement. Shuttle Data The following data on shuttles were reported: • Number and size of shuttles. The shuttle operators registered 479 vehicles by March 2015. Most were motor coaches (399)—either single- or double-decker buses, with a capacity of more than 40 passengers—with the remainder split between minibuses seating up to 30 pas- sengers (40), Muni-style transit buses (30), and vans (10). • Passengers carried. The shuttles in the program averaged 17,000 boardings per day (or approximately 8,500 riders per day), for 356,998 boardings per month. Of these boardings, 76% were intercity regional shuttle trips, and 24% had origins and destinations within San Francisco. Beneits Category Measure Public Private (Broad in scope, highly regionalized) Congestion Vehicle trips avoided X VMT avoided X Load factor X Environmental Emissions reduced (CO2) X Emissions reduced (ROG, NOx, PM) X Economic Local spending induced X Employee retention X Productive time gained X Accessibility X Quality of Life Car ownership reduced X X Leisure or personal time gained X (More detailed, operations level, localized) Congestion Displacement of other vehicles (cars, bikes) when parked or idling X X Displacement of Muni vehicles when parked or idling X Environmental Emissions produced (due to larger vehicle size or when idling) X Quality of Life Noise/vibrations X X Safety Unsafe sightlines if double-parked or in Muni zone X Unsafe sightlines at certain locations if moving (e.g., turning corners) X X Collisions X X Pavement Condition Wear and tear on pavement X Wear and tear on curb bulbs (e.g., turning corners) X Impacts Table 4. High-level shuttle benefits and Impacts. (Credit: SFCTA 2011)

Case Studies: Local Approaches to Transportation Challenges 35 • Stop events. Participating shuttles made an estimated 2,302 daily stop events in June 2014 in the study area, before the launch of the program. In July 2015, they estimated 2,978 daily stop events in the study area, a 29% increase. • Trip distances and shuttle VMT. The intercity shuttles traveled an average of 47 miles per trip, while the intracity shuttles traveled an average of 2 miles per trip. The study estimated the overall shuttle VMT as follows: – 47,484 per weekday – 997,156 per month – 11,965,877 per year The VMT numbers include “deadhead,” or empty, shuttle trips (SFMTA 2015, 12). Finally, the dwell times per boarding increased over the study time, although the effect was minimal on the system as whole. Rider Data and Personal VMT Reduction Attributable to Commuter Shuttles SFMTA surveyed shuttle riders in June 2015. Of nearly 550 respondents, 72% rode the shuttle daily, and 18% rode a few times a week. The survey’s split of intercity (76%) to intracity (24%) trips was almost identical to boardings data, with 55% of respondents going to Menlo Park. The survey reported that “nearly half (45%) of survey respondents do not own cars, and 45% of those who do not own cars cited shuttles as the ‘main reason’ they did not own a car” (SFMTA 2015, 16) The survey also reported that 47% of the riders would commute via single-occupancy vehicle (SOV) if the shuttles were not available. Using the shuttle and rider data, SFMTA estimated a net monthly reduction of 4,296,837 VMT (SFMTA 2015, 18). Safety and Enforcement The SFMTA pilot addressed some of the behavior of the shuttles during stop events in the shuttle zones, especially those “where shuttle activity has received significant attention” like the Mission District (SFMTA 2015, 19): • Blocking problems. Instances of the shuttles blocking Muni stops decreased by 35% year over year, but the overall increase of stop events and the addition of white zones caused increases in travel- and bike-lane blockages across the system. Stops on the near side of intersections blocked travel or bike lanes 51% of the time during the observation period. Near-side blocking also created potential hazards for pedestrians. • Vehicle idling, noise, and unauthorized street use. Some public responses were con- cerned with shuttle vehicles idling in neighborhoods and vehicle noise and presence. Other problems included shuttles traveling down unauthorized streets or making unau- thorized stops. The latter prompted reforms to the program as it approached formalization into policy. Labor Harmony and New Policy The SFMTA board formalized the pilot as a policy in February 2016, following the recom- mendations of its evaluation report. Additions to the policy stated that • Shuttles over 35 feet in length must travel only on Caltrans-designated arterial streets. • New shuttle vehicles must meet 2012 California emissions standards. • Shuttle operators must provide a Service Disruption Prevention Plan (SFMTA 2017).

36 Private Transit: Existing Services and Emerging Directions The latter provision, which required companies to outline plans for preventing and deal- ing with potential service disruptions, including labor disputes, was drafted in response to the International Brotherhood of Teamsters’ organizing of drivers for the major shuttle provid- ers and to possible disruptions due to resistance by some employers (SF Board of Supervisors Resolution 96-15, 2015). The SFMTA Board of Directors announced its compliance with the labor resolution at the end of the pilot program. The program also permits shuttles that are free and open to the public to use the shuttle zone network without paying the stop event fee (SFMTA 2017). The permit process was codified in Section 914 of the San Francisco Transportation Code. Hub Study, 2016 Faced with shuttles’ persistent issues of conflict with other road users, use of non-arterial streets, and use of nearly all the permitted number of zones, the SFCTA and SFMTA undertook a study to explore the feasibility of concentrating over 100 red zone Muni and white zone shuttle- only stops into a small number of hubs. The study explored multiple scenarios, which ranged from simply consolidating the number of stops to 30 along arterial corridors to creating a single large hub in downtown San Francisco (SFMTA 2016b, 9). The scenarios attempted to address the goals of moving the shuttles out of neighborhoods, making them safer, and more fully integrating them into the public transit system. Mode shift and VMT analyses showed that “shuttle ridership would drop between 24% and 45%, nearly all those prior shuttle riders would switch to driving, and VMT would increase five- to eight-fold” (SFMTA 2016b, 2). A San Francisco Chronicle article published during the writing of the study illustrated a possible correlation between elimination of some stops and a decline in ridership on the shuttles (Lee 2016). 2017 Policy and Possible Changes The policy was set to expire on March 31, 2017, but was extended with modifications, including a requirement that “permitted shuttles placed in service after June 30, 2017 comply with disability access requirements.” Remaining in the resolution is the assertion that “shuttle service provides significant benefits to the community by replacing single occupant trips with more efficient transportation, contributing to a reduction in parking demand, and supporting the City’s goal of increasing trips made by sustainable modes” (SFMTA Board of Directors Res. 170221-023). Conclusion The San Francisco commuter shuttle program is a case of a public agency finding a coopera- tive way to bring unregulated, private transit companies to the table in a voluntary program, which evolved into a working policy, with beneficial outcomes for many of the stakeholders. In framing the 2017 launch of the final policy, SFMTA asserted that the Commuter Shuttle Program has improved shuttle vehicle behavior while minimizing the impacts of shuttle vehicles on the rest of the transportation network, despite a 15 percent increase in shuttle ridership and an increase in the number of shuttle vehicles on the road each day as compared to the Pilot. (2017, 1) Although the process was not seamless, it provides a model for other jurisdictions grappling with how to expand commuting options and prioritize the needs of the numerous public and private actors who take part in a transportation system that helps keep many personal auto- mobiles off the road every day.

Case Studies: Local Approaches to Transportation Challenges 37 Case Study II: Consortium-Sponsored Services: Public-Private Partnerships to Access Low-Density Areas The service model that this report has termed “consortium-sponsored services” is neither wholly sponsored by a single entity like the large employer shuttle networks, nor is it purely commercial. Instead, the consortium-sponsored shuttles examined here are the product of public-private partnerships that usually provide last-mile service in lower density areas. The case study comprises five examples, representing a variety of urban forms and transportation contexts: • San Mateo County Shuttles, coordinated by the San Mateo County (California) TDM agency, provide last-mile private transit from regional high-capacity transit services. • Austin is experimenting with employer-anchored, last-mile microtransit routes open to the public. • The Lake-Cook TMA outside Chicago combines the resources of private employers to sub- sidize public bus routes between commuter rail stops and large suburban office campuses. • Lone Tree, Colorado, provides private transit shuttle service and allows transit-oriented development to take place while waiting for planned transit facilities to be built. • In Atlanta’s northern suburbs, community improvement districts contract for private last- mile and circulator shuttles to extend the reach of MARTA rail service. In each example, the private transit services are open to the public and, with a few exceptions, are free to all users. Public-private partnerships are attractive to the private employment and residential centers because private transit provides an alternative to drive-alone commutes, helps with employee recruitment and retention, and sometimes helps to satisfy local TDM requirements. The arrangement is attractive to public entities that provide funding and/or operating assistance for the shuttles for some of the same reasons, as well as supporting ridership on existing transit lines and fulfilling clean air requirements. The most successful of these programs have documented success in diverting SOV trips, keep- ing cars off congested roads and highways, and helping to bolster regional transit ridership, with modest costs to the public. San Mateo County Shuttles: Giving Employers an Active Stake in Route Planning and Regional TDM The consortium-based service shuttle coordinated by Commute.org in San Mateo County, CA, serves as a last-mile solution from regional high-capacity transit services. San Mateo County, at the south end of the Peninsula, is served by Caltrain commuter rail, BART heavy rail, the county’s SamTrans buses, and ferries along the coast. Some of the companies in the county run the direct commuter shuttles from San Francisco, as discussed elsewhere in this report. Many also choose to participate in the county’s last-mile shuttle program. Commute.org is San Mateo County’s TDM agency, a joint-powers agency that covers 17 municipalities and the county government and receives funding through the City/County Association of Governments of San Mateo County (C/CAG), the San Mateo County Transpor- tation Authority (SMCTA), the Bay Area Air Quality Management District (BAAQMD), and the MTC (Commute.org interview 2017). The Commute.org program features • Public and private funding. Consortium members provide a local match ranging from 25% to 50% of the cost of the service, with the remainder provided by county grant funds from

38 Private Transit: Existing Services and Emerging Directions SMCTA, C/CAG, and Measure A funds. Measure A is a sales county tax measure that was approved by voters in 1988 and renewed for 2009 through 2033. Employers or sites can apply directly for county grants to support their own shuttles, or they can work through Commute.org to build a group of employers and allow the TDM group to manage the planning and operation of the shuttles. • TDM management and coordination. In addition to spreading the risk among more private participants, Commute.org helps fund and build the consortium, plans the routes to not conflict with existing bus routes, procures a transportation vendor, and markets the system using common branding and information. • Services, costs, and ridership levels. Vehicles range in size from 20 to 40 passengers. As of June 2017, there are 21 routes, and the cost to the employer/site per month ranges from $100 to $3,000, on a 6-month billing cycle. The Commute.org program has seen a 47.3% increase in passenger trips from fiscal year 2013 to fiscal year 2016 (Commute.org 2016, Commute.org interview 2017, SMCTA 2017). The transportation vendor, MV Transportation, provides ADA-accessible buses with trained drivers and provides data for the county transit agency to report to the National Transit Data- base (NTD). The shuttles are free and open to the public and run during the weekday peak hours (Commute.org interview 2017). Employer-Anchored Microtransit in Central Austin Austin’s MetroRail light rail transit (LRT) line connects several of the growing region’s sub- urbs to the heart of downtown Austin, but with the city’s relatively low density, many employ- ment centers, even those with central city locations, are “somewhat near transit, but not quite close enough to walk comfortably,” in the words of Alix Scarborough of Movability Austin, the Downtown Austin TMA (2017b). To make the train a more useful option for employees just beyond its reach, the TMA, City of Austin, and Capital Metro partnered with the nonprofit Rocky Mountain Institute and several large employers in the 6th Street Market District, west of downtown, to pilot employer-supported microtransit routes operated by Chariot (Movability Austin 2017a). Under Chariot’s business model, routes are generally either “public” (open to anybody with the application who happens to be going that direction) or “private” (sponsored ser- vices open only to the sponsors’ employees). In Austin, two large Market District companies worked with the public-sector and nonprofit partners to sponsor their employees’ trips on a route that was otherwise open to the public—anchoring a new microtransit service for the district and creating a new fare-based mobility option for other employees in the area. The routes created under the system became Chariot’s first permanent routes in the Austin region (Velazquez 2016). Lake-Cook TMA Shuttle Bug: Private Support for Fully “Public” Routes The Shuttle Bug service in Chicago’s northern suburbs is the most visible public-private col- laboration of the consortium-sponsored shuttles, as the Pace transit agency operates the shuttle lines with buses that operate as public transit (i.e., with standard fareboxes) for the general public. Sponsored riders enjoy a free last-mile trip from Metra commuter rail stations to their work destinations. The program was initiated by the Lake-Cook TMA, which was formed in 1989 in response to drive-alone traffic generated by a proliferation of suburban office parks around the expressways

Case Studies: Local Approaches to Transportation Challenges 39 and Lake-Cook Road in Chicago’s northwestern suburbs. The Shuttle Bug program was initiated in 1996 and is a public-private partnership of the TMA, Metra commuter rail, Pace Suburban Bus, and several corporate partners. Pace owns and operates the buses as numbered routes in their system, with the operating cost supported by the private partners and whatever farebox revenue is also generated on the routes (LaBelle and Frève 2016, 30; Grzesiakowski and Gamba 2013a; TMA of Lake-Cook 2017). Program details include • Public-private financing. On the operations side, the companies contribute half the cost of the program by way of the TMA, and Metra and Pace split the other half (25% overall, each). • Services and ridership. The program currently offers 13 routes that serve 30 compa- nies with 1,000 daily rider trips and 250,000 annual trips. Although this is down from a peak of 1,700 daily trips in 2008, the TMA attributes part of the decrease to the number of employers in the area that have seen the value in providing non-automobile com- mute options to their employees and have chosen to bypass the TMA and finance private shuttles directly (increasing their control over the level of amenity). At least a dozen large employers in the TMA area now provide their own shuttles from Metra stations in the district (LaBelle and Frève 2016, 31; Grzesiakowski and Gamba 2013a and 2013b; TMA interview 2017). Lone Tree Link: Enabling Transit-Oriented Development Before the Transit Arrives The Denver metropolitan area continues to grow both geographically and economically. The south-suburban City of Lone Tree was incorporated in 1995 in response to land-use pressure and has grown rapidly since as both a job center and a residential area. According to Lone Tree’s Director of Economic Development, some 15,000 to 20,000 employees work in a city of around 13,000 residents and just under 10 square miles in area. Lone Tree straddles I-25 and currently sits at the southern terminus of the Regional Transit District’s (RTD) Southeast Corridor LRT line. Construction has begun on a southward exten- sion of the line that will open three more LRT stations in the city by 2019. The city has planned its future growth around the arrival of the additional stations and service, with dense, walkable transit-oriented development as a central part of that vision and of its eco- nomic development portfolio. In the meantime, however, Lone Tree remains a relatively low-density exurban area. Anticipating the arrival of the additional LRT stations in the city, but knowing that they were still several years away, municipal and corporate leaders in Lone Tree collaborated to provide a private local circulator service that would allow the city to start building around transit before the transit arrived (Charles Schwab interview 2017, Lone Tree interview 2017, Svaldi 2014). The financial services firm Charles Schwab & Co. decided to site a large campus in the city due to proximity to housing and transit and in anticipation of the new LRT service. In the interim, Schwab teamed with the Denver South TMA, the City of Lone Tree, and companies from two other corporate campuses—the Sky Ridge Medical Center and Park Ridge Corporate Center— to run the Lone Tree Link Shuttle, a private local circulator. The $500,000 annual cost is split among the consortium members, with Schwab pay- ing slightly more than half. Each private partner contracts separately with the city for their participation. The shuttle is contracted to a private operator that runs Link-branded vans that are free and open to the public, although work-destined users are an estimated 90% of the ridership. Although it is overwhelmingly a commuter service, the Link runs every 10 minutes throughout

40 Private Transit: Existing Services and Emerging Directions its service period (weekdays, 6am to 7pm). The latest annual report shows approximately 350 daily riders and claims an average of 5.9 riders per revenue hour, which outpaces the 3.0 ratio that the RTD sets as its standard for its public call-and-ride option. The shuttles are all ADA-compliant, but are considered a private service and do not report to the NTD. As the shuttle runs on a fixed route, it benefits the larger campuses and was always envisioned as a temporary solution while the city awaits the arrival of the new LRT stations. Charles Schwab will be two blocks from a light rail stop and will not need the shuttle. The city is launching within a year a pilot to explore a possible last-mile solution with a TNC. This would serve the smaller companies that could not afford the Link on their own. Given its popularity, the city is consider- ing a “Link 2.0” that would serve the new stations, as well (Charles Schwab interview 2017, Lone Tree interview 2017, Woullard 2014, Lone Tree 2017). Perimeter Connects: Creating a Shuttle Network at Atlanta’s Suburban Edge The Perimeter Center is an “edge city” in north suburban Atlanta that includes parts of the Dunwoody, Sandy Springs, and Brookhaven municipalities, as well as other unincorpo- rated areas. In many ways, it is an archetypal suburban activity node: it draws its name from the mall at its center that was, in turn, named after the ring road Interstate at the peak of which it is built. The district now contains a major medical center and is a one of the region’s major business districts, with some 120,000 employees working at 5,000 firms in the widely dispersed area (PCID 2012). The four northernmost stations of the MARTA rail system sit within the district, and the Georgia Regional Transportation Authority provides limited express bus service in the area. The Perimeter Community Improvement Districts (CIDs) include both the Central and Fulton Perimeter CIDs, in DeKalb and Fulton Counties, respectively. The Perimeter CIDs are self-taxing entities that have, under the Georgia model, the ability to implement a broad range of programs, including transportation services like the Perimeter Connects commuter program, which coordinates, brands, and publishes schedule information for private shut- tles operating in the district (Kuhn, Larson, and Bourdeaux 2016). While the CIDs support a branded network of about a dozen shuttles, other companies within their jurisdictions contract directly with bus operators to provide last-mile services from MARTA and within the district. The Perimeter Connect shuttles are operated by American Coach Lines. It contracts with several different businesses, who cosign under one contract governed by a memorandum of understanding and a chairperson. The bus drivers work for the company as W-2 employees, and the buses are wheelchair accessible. The contractor does not report to the NTD, but pri- vately reports 15,000 to 16,000 passengers per month. The contractor does not compare rider- ship to capacity; rather, headways and schedules appear to be the biggest concern. While the contractor does not see automation on the horizon, it looks to Chariot and other microtransit companies as a possible model for improving service (PCID 2012, American Coach Lines interview 2017). Conclusion These examples of consortium-sponsored services provide several compelling models for enhancing regional public transit investments in a variety of contexts. All are in areas where current land uses make public bus service a challenge, and walking and biking are not reasonable

Case Studies: Local Approaches to Transportation Challenges 41 options. Consortium-sponsored services are often closely coordinated with public entities, such as municipalities or TDM groups, with public monies helping to underwrite the transportation provided. In all these examples, the services are at their core an extension of regional high- capacity public transit and improve access to employment in noncore parts of their metro areas. The private-sector contribution is provided as an amenity to attract employees and customers who may not want to, or be able to, drive to a suburban location. As largely private services, the shuttles’ routes can be tailored for quick connections and more direct service and can be responsive to changes in the local mix of employers and develop- ment. With the growth of population and commercial activity in low-density land-use contexts showing no sign of abating, finding ways to support suburban trips on transit will only grow in importance. Case Study III: Dollar Vans and Jersey Jitneys: Grassroots Private Transit Evolves at the Regulatory Margins While the commuter shuttles that serve the San Francisco Bay Area serve many users who would otherwise drive alone on trips that are not practical to make via public transit, the dollar vans and jitneys in the New York City area and New Jersey included in this case study tend to serve a population less likely to have vehicles of their own. To give an idea of the scale of this mostly informal network, transportation scholar Eric Goldwyn estimates that the New York City metropolitan commuter van network serves more than 100,000 riders daily, more than many major U.S. cities’ public bus networks (Goldwyn 2017, 20). The regulatory environment that surrounds the vans and jitneys is confusing and often out of step with the services’ basic operational characteristics. Recent policy changes attempt to induce participation in licensing through lowered requirements and higher fines for rogue operators, a sign that regulators and operators are evolving in tandem. At present, however, regulatory structures for this grassroots system are still struggling to balance the transportation and safety needs of passengers, the business needs of operators, and the public policy needs of regulating authorities and public transit agencies. New York City Dollar Vans As discussed in the historical overview in Section 1 of this report, the jitney mode of private transit first arose with popular access to automobiles. The rebirth of the jitney and the mod- ern dollar van in the New York City area was born of municipal fiscal crises of the 1970s and grew especially following the 1980 transit strike. Given cuts in services, New York City and New York State (the latter controls the MTA) took a liberal approach to granting commuter van permits. The vans emerged as popular transportation options in Brooklyn and Queens, especially in immigrant communities from the West Indies and parts of Asia (Goldwyn 2017, 45; Richardson 1999). By 1992, the city was ready to take regulatory control over the vans, which was granted on a limited basis along state guidelines. New York State regulates the safe operation of what it defines as buses—any vehicle used to transport more than 10 people, including a driver (NY State Regs., 720.1). The city licensed “commuter vans,” which it defined as carrying between 9 and 20 passengers, on a route that does not travel or stop along a route traveled by MTA buses, on a prearranged

42 Private Transit: Existing Services and Emerging Directions basis (i.e., without accepting street hails) (Goldwyn 2017, 48; NYC Code §19-502 and §19-529.1). Licensing is handled by the New York City Taxi and Limousine TLC, which also regulates other FHVs under 20 passengers (NYC Code §52-02). The New York City vans often parallel New York City MTA bus routes and stop anywhere along the route, but often deliver riders to destinations at less fare and time cost to the user than a ride on MTA. The effect is magnified when vans make express trips between destinations of inter- est to specific communities. For instance, dollar vans provide express service between Chinatowns in Flushing, Queens, and Sunset Park, Brooklyn, in about 20 minutes—a trip that takes more than an hour on MTA local routes (Margonelli 2011). On their face, the commuter van route and street hail provisions place nearly every van, licensed or “pirate,” in violation of the law. The vans travel and pick up fares on the bor- oughs’ major arterials, almost all of which are MTA bus routes. Likewise, the vans are ad hoc services that do not travel on fixed schedules between stops, so by their nature they rely on street hails. The TLC appears to be heading toward a simplified regulatory environment that does more to recognize the vans’ basic operating characteristics. The latest regulatory revisions eliminated the requirement for the vans to carry a passenger manifest (a vestige of the idea that they provide a prearranged service, but which was widely ignored in practice) and emphasized the display of van license decals to make it easier for passengers to tell licensed vans from unlicensed, encour- aging their use of the former. While the relevant enforcement agencies have attempted to limit the vans to specific pick-up zones, in practice the vans, licensed or unlicensed, do not adhere to the rules (TLC interview 2017, NYCDOT interview 2017). However, as a New York City Department of Transportation (NYCDOT) staffer noted in an interview (2017), calls for better enforcement often come from the licensed vans within the industry, as van owners that pay for inspections and licensing will report the pirate vans if they see them cutting into their business or loading passengers at the few designated commuter van stands. Likewise, the police enforce traffic behavior, not licensing issues. But the contradictions at the core of the dollar van regulatory scheme remain unresolved (King and Goldwyn 2014, Reiss 2014). New Jersey Jitneys The New Jersey–based jitneys arose in the 1990s and spread in the new millennium. Although they have their origins in the immigrant neighborhoods of the city of Paterson and Hudson County, the jitneys are more widely visible and have gained a more general ridership (Hellman interview 2017). Some of the New Jersey jitneys’ greater visibility could be due to many of the routes’ greater regulatory exposure as they cross state lines to access New York City destinations. Some routes have gained a form of sanction in Manhattan by securing their own gates in the Port Authority Bus Terminal in Midtown and the authority’s George Washington Bridge Bus Station in far uptown Fort Washington. In the latter, jitney compa- nies operate out of four gates to NJ Transit’s seven. The Hudson County origins are served by multiple public transit modes, with NJ Transit buses and Hudson-Bergen Light Rail and the Port Authority Trans-Hudson (PATH) Corporation heavy rail serving the county, as well as ferry service. Just as with the New York City dollar vans, the jitney form follows regulatory function. The jit- neys that cross from New Jersey to Manhattan fall under federal jurisdiction, as they are engaging in interstate commerce. At the federal level, the vehicles are classified by passenger capacity, with the relevant breaks at 9- to15-seat vehicles and those with more than 16 seats. Since the jitneys

Case Studies: Local Approaches to Transportation Challenges 43 accept direct compensation from the passenger, they are subject to full Federal Motor Carrier Safety Regulations. As shown in Table 5, the primary concern of the regulation is vehicle safety, and the chief difference between the two categories is the level of liability insurance required (NJTPA 2011, 53–59). The regulatory considerations devolve to the state level for operations that take place entirely within New Jersey, although the Department of Motor Vehicles assists in both federal regula- tions. Here, the municipalities have the power of consent regarding operations (mainly, stops) within their jurisdiction. Most intrastate jitneys cross at least a few municipal borders. The 2011 Hudson County Jitney Study called for consideration of a Hudson County (where most of the non-Paterson service occurs) medallion/decal system, but no such system or its analogue has been implemented. The major shifts in policy have occurred with a 2013 safety law that includes a requirement that every “omnibus” (i.e., jitney) post a means of contacting the state over safety or other consumer affairs concerns (NJ P.L. 2013 c.224, Brenzel 2015). The state and counties have also launched surprise inspections. The state also distinguishes between types of buses, so that vehicles that are performing commercial services are identi- fied apart from those performing nonprofit services, e.g., transporting residents of assisted liv- ing facilities. Vehicle accessibility in compliance with ADA standards remains elusive, however (NJMVC 2013; NJDMV 2017, Code 54; NJTPA 2011, 46). Table 5. Federal and New Jersey state regulations: jitneys/commuter vans. (Source: NJTPA 2011) (continued on next page)

44 Private Transit: Existing Services and Emerging Directions Regardless of these regulations, representatives of Hudson County are still working to create greater oversight (Mota 2016). On the other hand, while safety and ADA accessibility remain issues, planners and politicians face the projection of latent demand for trans-Hudson River crossings, and the Port Authority Bus Terminal faces capacity issues (Port Authority of New York and New Jersey 2016, A-2). Conclusion In the case of both the New York City dollar vans and New Jersey jitneys, the services fill an accessibility need for transit-dependent populations. Regulation and enforcement has not proved consistent, with the latter more geared toward enforcement of general traffic violations, such as blocking bus stops. While they might face some disruption from electronic hailing tech- nologies and TNCs, the jitney mode has proven robust and persistent in the region. Table 5. (Continued).

TRB's Transit Cooperative Research Program (TCRP) Research Report 196: Private Transit: Existing Services and Emerging Directions provides information about private transit services and ways they are addressing transportation needs in a variety of operating environments. The document contains an overview and taxonomy of private transit services in the United States, a review of their present scope and operating characteristics, and a discussion of ways they may affect the communities in which they operate along with several case studies and other supporting information.

Private transit services—including airport shuttles, shared taxis, private commuter buses, dollar vans and jitneys—have operated for decades in many American cities. Recently, business innovations and technological advances that allow real-time ride-hailing, routing, tracking, and payment have ushered in a new generation of private transit options. These include new types of public-private partnership that are helping to bridge first/last mile gaps in suburban areas.

The report also examines ways that private transit services are interacting with communities and transit agencies, as well as resulting impacts and benefits.

READ FREE ONLINE

Welcome to OpenBook!

You're looking at OpenBook, NAP.edu's online reading room since 1999. Based on feedback from you, our users, we've made some improvements that make it easier than ever to read thousands of publications on our website.

Do you want to take a quick tour of the OpenBook's features?

Show this book's table of contents , where you can jump to any chapter by name.

...or use these buttons to go back to the previous chapter or skip to the next one.

Jump up to the previous page or down to the next one. Also, you can type in a page number and press Enter to go directly to that page in the book.

To search the entire text of this book, type in your search term here and press Enter .

Share a link to this book page on your preferred social network or via email.

View our suggested citation for this chapter.

Ready to take your reading offline? Click here to buy this book in print or download it as a free PDF, if available.

Get Email Updates

Do you enjoy reading reports from the Academies online for free ? Sign up for email notifications and we'll let you know about new publications in your areas of interest when they're released.

This site uses cookies to improve your experience. By viewing our content, you are accepting the use of cookies. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country we will assume you are from the United States. View our privacy policy and terms of use.

• Inventory Management Software
• Forecasting
• Sustainability
• Supply Chain Visibility

Pricing Optimization at Delly’s: A Case Study in Successful AI Enablement

Talking Logistics

SEPTEMBER 27, 2023

This includes implementing Enterprise Resource Planning (ERP), Customer Relationship Management (CRM), Demand Planning, Inventory Management, Transportation Management, and Warehouse Management applications. After capturing many of.

[PODCAST] Case Study: How Freight Tech Innovation Provided Efficiency & Reduced Freight Costs

GlobalTranz

MARCH 10, 2020

The post [PODCAST] Case Study : How Freight Tech Innovation Provided Efficiency & Reduced Freight Costs appeared first on Transportation Management Company | Cerasis.

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.

Trending Sources

Logistics Viewpoints

The Logistics of Logistics

• Enterra Insights
• Techgistics

Santa Upgrades Workshop with QAD Import Management: A Festive Case Study

DECEMBER 21, 2023

Amidst the joyous buzz of the holiday season, we bring you a whimsical yet imaginary case study that peeks into Santa’s Workshop. While Santa has long used QAD Transportation Execution to ensure prompt deliveries, the addition of Import Management ensures that every child’s wish is granted promptly.

Supply Chain Case Study: the Executive's Guide

Supply Chain Opz

JUNE 1, 2014

Analysis of case study is certainly one of the most popular methods for people from business management background. In order to accelerate the learning, this article has gathered 20+ most sought-after supply chain case studies , analyzed/categorized them by industry and the findings are presented.

CEVA Logistics Drives Agile, Multi-Leg Inbound Flows for Tech Company

Advertisement

CEVA Logistics, a global leader in third-party logistics, was contracted to help a technology company manage its complex supply chain, supporting B2B, B2C, and reverse flows across multi-leg transport .

Case Study: High Ridge Brands Sees 20% Cost Reduction with Integrated Supply Chain Solution

Supply Chain Brain

JUNE 30, 2024

High Ridge Brands (HRB) was experiencing supply chain challenges and faced escalating retail compliance charges, communication issues across multiple third-party logistics providers (3PLs), and rising transportation costs, prompting a need for streamlined operations.

A Case Study in Closed-Loop Operational Management

NOVEMBER 19, 2014

When you look at the potential benefits in inventory savings, freight savings, and on-time fulfillment improvements, it’s not that difficult to build the business case . I encourage you to watch the webcast to hear them tell their stories directly, but here’s an overview of A101’s case study . So, what’s been the problem?

AI in the Retail Industry: Benefits, Case Studies & Examples

MARCH 27, 2024

Real-time visibility was lacking, be it in warehousing or transportation , due to which delivery delays were common. million annually on logistics, a 20% reduction in SKU volume, 33% lower transportation costs, and an OTIF rate of over 90%. The result was significant: savings of €3-6.5

Alternative Protein: A Food Manufacturers Guide [+ Case Study]

AUGUST 12, 2021

How food manufacturers are taking advantage of the alternative protein trend: A case study One recently launched New Zealand company, Food Nation , is proving a winner in the alternative protein space. The post Alternative Protein: A Food Manufacturers Guide [+ Case Study ] appeared first on Unleashed Software.

Case Study: DSV Implements a Single-Instance Control Tower with a Global Footprint

DSV is one of the biggest names in transport and logistics, operating in over 90 countries with a global network of over 75,000 employees. The ambitious project would require extensive visibility and seamless coordination across expansive and dynamic networks.

AI in the Food Industry: Case Studies, Challenges & Future Trends

MARCH 28, 2024

Integrating Artificial Intelligence (AI) within different segments of the Food Industry, including transportation and logistics, production planning, quality control, and others has kicked off revolutionary transformations. The post AI in the Food Industry: Case Studies , Challenges & Future Trends appeared first on ThroughPut.

TMS for SMB: A Case Study with Carhartt

OCTOBER 19, 2016

What defines the small and mid-sized business (SMB) market for transportation management systems (TMS)? Carhartt is already experiencing benefits, including improved carrier and mode selection, enhanced service levels, improved visibility into customer delivery, and decreased overall transportation spending.

Navigating the Complexities of Ready Mix Concrete Logistics: A Case Study with ThroughPut

JANUARY 19, 2024

The transportation of ready mix concrete has to take place in specialized mixer trucks. Secondly, coordinating customer needs, plant capacity, and transport resources was also vital. The post Navigating the Complexities of Ready Mix Concrete Logistics: A Case Study with ThroughPut appeared first on ThroughPut.

Cross Docking 101: What, Why and How? [with case studies]

SEPTEMBER 23, 2021

Cross docking is when you receive goods from a supplier’s vehicle (train or truck) and move them directly onto an outbound vehicle to be transported to your customer – so there’s minimal to no storage time. The goods are sorted and transported to their final destination. Who uses cross docking?

How a Fortune 500 Company Transformed its Supply Chain Using a Digital Twin-Enabled Control Tower

Advertiser: TadaNow

This Fortune 500 manufacturer had limited visibility outside the four walls of its factories due to labor shortages, supplier facility shutdowns, and transportation delays. This case study covers: Customer challenges. Download the case study for free, courtesy of TadaNow! Key capabilities. Customer benefits.

Watch: American Eagle Outfitters' Supply Chain Innovation Award Competition Case Study

NOVEMBER 14, 2022

Shekar Natarajan of American Eagle Outfitters, a finalist in the 2022 Supply Chain Innovator of the Year Award, describes building a successful fulfillment and transportation edge network.

FedEx case study: an environmentally-efficient future

Prophetic Technology

DECEMBER 10, 2021

Environmentally Sustainable Supply Chain Management implicates integrating environmental and financially feasible procedures during the SC lifecycle, from material selection to product design and development, manufacturing, packaging, transportation , storage, distribution, consumption, return and disposal.

Machine Learning in Supply Chain: Definition, Uses, Case Studies

APRIL 4, 2023

We also break down several case studies of companies currently using machine learning in their supply chain processes. UPS UPS is another transport company which uses machine learning to optimise its routes. Its impact is set to become increasingly more influential as the technology improves. What is machine learning?

BASF Video Case Study: The Value of Real-Time Freight Visibility

MAY 3, 2018

The post BASF Video Case Study : The Value of Real-Time Freight Visibility appeared first on Talking Logistics with Adrian Gonzalez. Then post a question or comment and share your perspective on this topic! For related commentary, see On-Time In-Full (OTIF) and the Growing Demand for Real-Time Freight Visibility.

Redesign to Improve Value: A Case Study of a Supply Chain Leader

Supply Chain Shaman

JUNE 21, 2014

I also think that Quintiq’s leadership in concurrent planning to solve new problems is promising, especially in the design of transportation and inventory flows. For example, we discovered that transportation and duties are 5x the expense of labor and overhead. Is it duties, or is it transportation ? Find out what it is.

Thoughts. Selecting Supply Chain Software

APRIL 29, 2024

I still hold hope that SAP could get serious about supply chain planning, but I have given up on Oracle (with the exception of transportation management.)) Then build business case studies (think back to your business school case studies ) describing the opportunity. Put your case studies in your briefcase.

Real-Time Visibility in the Chocolate Supply Chain | Roambee Case Study

JULY 6, 2022

The journey of a chocolate involves everything right from transporting and processing cocoa to production and further transportation to retailers and then customers worldwide. The world of chocolate supply chain is bittersweet, just the way chocolate connoisseurs like their chocolates.

Watch: Leveling Transportation Demand at Kimberly-Clark

DECEMBER 1, 2022

Ron Sweet, senior consultant at Kimberly-Clark, describes how the CPG giant optimized transportation management, in this case study submission to the 2022 Supply Chain Innovator of the Year Award.

Inside the Shipper Mind with Jim Bierfeldt

NOVEMBER 13, 2023

His expertise includes strategic planning, brand positioning, advertising, public relations, website strategy and design, and development of white papers, case studies and other content. Logistics Marketing Advisors is a boutique marketing and public relations agency specializing in the logistics and transportation industry.

Case Study: How Generac Power Systems Cut Millions from Its Global Transportation Spend

CH Robinson Transportfolio

MARCH 28, 2018

How Generac Power Systems Cut Millions from Its Global Transportation Spend | Transportfolio. Our team provided North American transportation to Generac at the time. Generac implemented our global transportation management system (TMS), Navisphere ® and integrated it with its enterprise resource planning (ERP) system.

[PODCAST] The Growing “Influence” of Content Marketing in the Supply Chain

MARCH 3, 2020

Business and Marketing Resources Marketing Logistics Services: A Discussion on Getting Attention Online Listen to the Podcast Example of an Effective Transportation Management Case Study View Case Study How Industrial Companies Can Pivot to Inbound Organizations & Increase Customer Experience Listen.read More.

Delivering Green: Three Case Studies in Low-Carbon Logistics

MIT Supply Chain

APRIL 29, 2013

Caterpillar is the subject of one of three case studies that show how supply chain management can support both environmental and financial goals. Here are three case studies that offer clear, irrefutable evidence that sustainability and profitability can be compatible in the supply chain domain.

Understanding the Profitability of Omnichannel Retail is a Problem

NOVEMBER 20, 2023

But one thing you notice as you go to omnichannel software vendor’s web sites and examine customer case studies , the case studies may talk about retailers growing their revenues by 100% or more, but none talk about how much profitability grew. These new order fulfillment paths allowed retailers to rapidly grow sales.

Revisiting Transportation Forecasting

MAY 20, 2013

Many companies have collaborative planning and forecasting processes with suppliers and manufacturing partners, but very few companies translate demand and production forecasts into transportation capacity requirements. In this episode, Adrian discusses the key challenges and opportunities associated with transportation forecasting.

Revolutionizing Parcel Transportation & Courier Services: MercuryGate TMS Case Studies

MercuryGate

MAY 23, 2023

The parcel transportation and courier market has become a critical component of the global economy, estimated to represent an astounding $413 billion worldwide. The post Revolutionizing Parcel Transportation & Courier Services: MercuryGate TMS Case Studies appeared first on MercuryGate International.

Case Study: People and Processes Drive Supply Chain Improvements at Honeywell

MAY 8, 2019

Then you’ll be able to leverage your transportation management system (TMS) to execute, automate, and optimize those processes, as well as gain visibility to business intelligence to drive continuous improvement. Managing freight transportation with the help of a TMS is becoming a competitive necessity.

Heart of Efficiency: 3 Logistics Case Studies that Show the Love

FEBRUARY 13, 2024

Transportation management professionals love the seamless integration of logistics technology and collaboration, leading to operational excellence. This article dives into three compelling logistics case studies showcasing how MercuryGate enhances transportation management for three of our clients.

Modern Ways Technology Provides Transportation Management & Freight Spend Visibility

Intelligent Audit

AUGUST 25, 2022

This standard method has helped countless businesses identify where transportation spend is going and where there is an opportunity to optimize. That said, companies can now access modern technology, such as machine learning, to improve the processes of gaining visibility and managing transportation .

DELMIA Communities Month in Review

DELMIA Quintiq

AUGUST 31, 2022

New Case Study DELMIA Ortems in Packaging. Watch this video or read the case study about Xos Trucks, Los Angeles-based company which is on a mission to decarbonize commercial transportation and facilitate fleet owners’ seamless transition from traditional internal combustion engines to 100% battery-electric.

Profiles in Transportation Management Excellence: Molson Coors’ Success with Drop and Hook 

SEPTEMBER 5, 2024

Transportation executives are always looking for ways to reduce costs, improve service, satisfy customers, and help their businesses meet their financial and strategic objectives.

Transportation Management Case Study: Medical Supply Company Decreases Freight Claims Percentage, Improves Visibility, & Reduces Costs

NOVEMBER 15, 2017

In a first of several case studies to come out from Cerasis regarding how our solutions aid shippers in managing transportation more effectively thru our transportation technology and managed services, learn how a Medical Supply Company switched providers and increased overall results.

The Critical Path: Navigating Supply Chain Efficiency in the Oil Industry

JUNE 27, 2024

Distribution : Transporting oil products to various markets. Challenges in logistics are manifold and can significantly impede supply chain fluidity: Transportation Issues : Navigating maritime, rail, and trucking regulations and capacities. How Do Seasonal Weather Patterns Affect Transportation and Distribution?

Managed transportation services: a case study

Bulk Connection

MAY 13, 2021

When it comes to transportation logistics, that’s exactly what is possible through managed transportation services. In this article, we’ll share a Bulk Connection case study showing how this arrangement works and dive into key advantages of managed transportation .

Case Study: Top Ten Retailer Gets $31 Mil Annual ROI From Returns SaaS and Consolidation

APRIL 30, 2021

The results were reduced costs of monthly store labor and transportation , consolidated vendor returns, and improved shipping, inventory, and data visibility.

LTL Freight Class: DIM Pricing Updates & A DIM Pricing Case Study

JANUARY 29, 2020

The post LTL Freight Class: DIM Pricing Updates & A DIM Pricing Case Study appeared first on Transportation Management Company | Cerasis. Throughout the strategic freight series, we sought.read More.

Bucking the Trend in Transportation – Simultaneously Cap Rate Growth and Beat Capacity Constraints

OCTOBER 30, 2018

If you’ve ever paid $10 for an Uber ride to the cocktail lounge in the evening and then a “surge priced” $50 for the same distance Uber ride back to your home only a few hours later around closing time, you understand the dynamics troubling shippers in today’s capacity constrained transportation market. Consider the potential savings.

Validated, Real-Time Visibility for Pharma with Josh Allen

NOVEMBER 18, 2022

The Tracker provides real time alerts that enable shippers and their 3PL partners to respond and recover the shipment in the case of temperature breech, tampering, shock, damage, theft, and a variety of other factors. Biocair case study . Optimize Courier case study . Mercury case study . Tive website.

The Newtrul Story with Ed Stockman

NOVEMBER 4, 2022

Ed’s expertise is rooted in sales and growth, and he has served as the Director of Sales at two enterprise transportation brokerages. Ed founded Newtrul on his first-born’s birth date in 2018 after realizing the need for digitization and aggregation in the increasingly fragmented transportation space. Case Studies .

Case Study: Refrigerated Transport Services for Legendary Chocolate Maker

West Coast and California Logistics

DECEMBER 15, 2020

A few years ago, they turned to Weber Logistics to provide a variety of refrigerated transport services in a very specific part of the globe – the U.S. We recently wrote a case study on the relationship, which we preview in this article. West Coast.

Stay Connected

Join 136,000+ Insiders by signing up for our newsletter

• Participate in Supply Chain Brief
• How to achieve six-figure benefits from digitizing paper-based supply chain operation
• 2019 Supply Chain Brief Summer Reading List
• Stay At Home Reading List
• Add a Source
• Add a Resource
• 2018 Supply Chain Brief MVP Awards
• 2019 Supply Chain Brief MVP Awards
• 2020 Supply Chain Brief MVP Awards
• 2021 Supply Chain Brief MVP Awards
• 2022 Supply Chain Brief MVP Awards
• Mon. Sep 09
• Sun. Sep 08
• Sat. Sep 07
• Fri. Sep 06
• Aug 31 - Sep 06
• Warehousing
• Procurement
• Transportation
• Supply Chain
• More Topics 

Input your email to sign up, or if you already have an account, log in here!

Enter your email address to reset your password. a temporary password will be e‑mailed to you., be in the know on.

Supply Chain Brief

Expert insights. Personalized for you.

We organize all of the trending information in your field so you don't have to. Join 136,000+ users and stay up to date on the latest articles your peers are reading.

Get the good stuff

Subscribe to the following Supply Chain Brief newsletters:

You must accept the Privacy Policy and Terms & Conditions to proceed.

You know about us, now we want to get to know you!

Check your mail, we've sent an email to . please verify that you have received the email..

We have resent the email to

Let's personalize your content

Use social media to find articles.

We can use your profile and the content you share to understand your interests and provide content that is just for you.

Turn this off at any time. Your social media activity always remains private.

Let's get even more personalized

Choose topics that interest you., so, what do you do.

Are you sure you want to cancel your subscriptions?

Cancel my subscriptions

Don't cancel my subscriptions

Changing Country?

Accept terms & conditions.

It looks like you are changing your country/region of residence. In order to receive our emails, you must expressly agree. You can unsubscribe at any time by clicking the unsubscribe link at the bottom of our emails.

You appear to have previously removed your acceptance of the Terms & Conditions.

We noticed that you changed your country/region of residence; congratulations! In order to make this change, you must accept the Aggregage Terms and Conditions and Privacy Policy. Once you've accepted, then you will be able to choose which emails to receive from each site .

You must choose one option

Please choose which emails to receive from each site .

• Update All Sites
• Update Each Site

Please verify your previous choices for all sites

Sites have been updated - click Submit All Changes below to save your changes.

We recognize your account from another site in our network , please click 'Send Email' below to continue with verifying your account and setting a password.

You must accept the Privacy Policy and Terms & Conditions to proceed.

This is not me

• Equity in Practice: A Guidebook for Transit Agencies
• About This Report
• Defining an Equity Strategy: Guidelines for Public Agencies
• Annotated LA Metro Equity Platform
• Lessons for Advancing Transit Equity
• Revisiting Federal Title VI Regulations

Case Studies: Best Practices for Transportation Agency Processes

• Case Studies: Reviews of Emerging Tools to Measure Equity
• Case Studies: Lessons from Other Fields to Bolster Equity

Filter by tag

• Outreach Process
• Agency Practice
• Working with External Partners
• Compensation
• Internal Working Group
• Agency Workforce
• Equity Strategy
• Agency Best Practice
• Case Study Type
• Qualitative Data
• Quantitative Data
• Access to Opportunity
• Stakeholder
• Advocacy Group
• Community-Based Organization
• Federal Transit Administration

King County Metro (Seattle, WA), North Link project

Los angeles county metropolitan transportation authority (los angeles, ca), nextgen bus plan, massachusetts bay transportation authority & massachusetts department of transportation (boston, ma), better bus project & public engagement plan, metro transit (madison, wi), racial equity and social justice initiative, metro transit (minneapolis-st. paul, mn), better bus stops, oakland department of transportation (oakland, ca), strategic plan, slow streets & master bike plan, san francisco county transportation authority (san francisco, ca), district 10 mobility management study, san francisco municipal transportation agency (san francisco, ca), service equity strategy , seattle department of transportation (seattle, wa), transportation equity workgroup & transportation equity team, transit alliance (miami, fl), advocate-led bus network redesign, transitmatters (boston, ma), advocating for nighttime transit service, transportation choices coalition (seattle, wa), sound transit and city of seattle rainier valley transit oriented development , trimet (portland, or), equity index & transit equity advisory committee.

Interviewee: Maha Jahshan, Public Engagement Planner

Sound Transit in the Seattle region set out to construct three new Link light-rail stations in the northern part of the city by 2021. Changes to the King County Metro bus network and increased access to alternative modes of transit will accompany the construction of these stations. The bus network changes include 40 bus routes which will streamline and directly serve the stations of the North Link project . 

The North Link project is especially important for building north to south connections for residents of Seattle and for local east to west connections across town. Increases in development and gentrification have displaced people outside of the center of the City, forcing many Black, Indigenous, and people of color communities to move to areas with poor transit access. The project area remains a large transit hub as many hospitals, universities, and businesses employ BIPOC communities who rely on transit to get to their place of employment or access services.  

  Outreach and engagement for the project included translating information to seven languages, giving technical briefings, assembling ethnic media and social media, hosting in-language meetings with community groups, and compensating community-based organizations (CBOs) to conduct focus groups and engagement. In addition, a Mobility Board made up of diverse community members helped co-create the service change proposal with the transit agency project team and a Partner Review Board made up of institutions, large CBOs, and partner agencies also reviewed the proposal. The project is a collaboration between several agencies including King County Metro, Seattle DOT, Sound Transit, Community Transit, WashDOT.

Interviewee: Conan Cheung, Senior Executive Officer, Service Planning, Scheduling & Analysis

NextGen is LA Metro’s bus network redesign, led by Metro’s service planning department. NextGen began development in 2018 and was adopted in 2020, with a service plan that emphasizes a grid of frequent routes. NextGen exemplifies how new kinds of quantitative data can inform service planning. The NextGen service plan would increase walking access to frequent transit service to 83% of Metro’s bus riders (who have an average household income of less than $18,000) compared to 48% pre-pandemic.

NextGen was informed by cell-phone location-based services (LBS) data and farecard “tap” data. By comparing LBS and farecard data, Metro could see how transit competed with other transportation modes for common trips. These data explain where people were using or not using transit, but not why they made those travel choices. Metro also ran an online survey to get information from current riders, former riders, and nonriders to identify barriers to using the bus system. The agency created an external working group with 60 different organizations including faith-based groups, Councils of Government, and advocacy organizations, and hosted 400 public workshops, stakeholder meetings, and community events.

The use of LBS data gave Metro insights that weren’t present from previous data sources like the Census and National Household Travel Survey data – for example, that travel intensity doesn’t align completely with employment or residential density. LBS underscored the importance of regional destinations, and captured short trips that are typically underreported in household travel diaries. Both LBS and the survey data showed the importance of frequency to making transit competitive for these short trips.

LA Metro developed a “transit equity score” to define “transit equity focused areas” with the greatest need. The score includes the density of zero-car households, households with low incomes, students between the age of 10-19, people over the age of 55, single mothers, people with disabilities, and people of color.

While LA Metro has committed to implementing NextGen in its entirety, in fiscal year 2021 the agency adopted a budget that reduced bus service by 20% compared to pre-pandemic service levels. It’s unclear how NextGen will be implemented in this context. The stakeholder working group that helped inform the NextGen plan did not review the Metro budget, limiting the input from these “equity committees” that are project-specific. 

More broadly, the progress of equity initiatives at Metro demonstrate the challenges that can arise from agency structure. In addition to operating transit, Metro includes a capital construction division that builds both transit and highway projects, and a regional planning/programming division that distributes transportation sales tax revenue to dozens of municipal governments. There is not always consistency in principles, priorities, goals, and stakeholders across these functions. For example, the agency’s long-range transportation plan also identifies equity neighborhoods, but with different criteria than those used in NextGen. Metro recently hired a Director of Race and Equity with the goal of better coordinating these efforts.

Interviewees: Anna Gartsman, Director of Strategic Research, MBTA; Laurel Paget-Seekins, former Assistant General Manager for Policy, MBTA; Anthony Thomas, Manager of Policy Development & Outreach, MBTA

The Massachusetts Bay Transportation Authority has become a leader in generating and using data for transit reform initiatives, including plans to redesign the bus network to match regional needs through its Better Bus Project . This success derives from building the internal capacity to do high-quality analysis at the MBTA and at the Massachusetts Department of Transportation’s Office of Performance Management and Innovation (OPMI), and from creating analytics departments tasked with high-level, cross-cutting research.  

The interviewees pointed out that many limitations of quantitative analysis come from attempting to use poorly-suited data to answer equity questions. Currently, most transit equity analysis uses data on where people live, not where they travel; this obscures trips made by riders with low incomes between high-income areas, for example. 

Instead, it’s important to look beyond commonly-used data sources for more suitable data. For example, MassDOT used data from Streetlight, a company that analyzes location-based services (LBS) data from cell phones, to inform the bus network redesign. Because LBS data includes travel across different modes, it helps show potential unmet demand for transit service. The use of LBS data allowed the agency to identify popular destinations as well as trips where transit service was competitive with driving. Their analysis suggested that respondents tended to have a lower or higher willingness to use transit (and tolerate everything that comes with it), rather than having strong feelings about trade-offs between different aspects of transit quality (i.e. frequency vs. walking distance).

The agency “groundtruthed” these findings using surveys and open house meetings (including virtual meetings during the pandemic). It also organized an external working group with 37 members representing municipalities in the MBTA service area, transportation advocates, business organizations, environmental justice and community-based organizations, and elected officials. The working group initially met monthly and as of December 2020 meets quarterly to review analysis and provide input on how the agency communicates the benefits of the redesign.

The interviewees emphasized the importance of doing outreach and qualitative research to understand and accommodate “edge cases:” people with non-standard commutes or preferences for transit, who will be excluded from transit policy solely that caters to the standard rider. One example of the role of qualitative outreach was fare vending: the MBTA held focus groups with seniors who reported a preference for retail locations over vending machines. Even though retail locations were not available 24/7, they offered a greater feeling of safety than vending machines. More engagement with seniors will be necessary because they are underrepresented in location-based datasets.

The interviewees found value in the structure of OPMI, which sits within MassDOT and can access data from other transportation agencies. Because it exists outside of operating divisions (like Customer Experience) it has the space to develop and execute research projects aimed at predicting future needs. For example, during the pandemic OPMI has developed an “employer panel survey,” a group of major employers who are repeatedly surveyed so that OPMI can understand when and how employees may return to on-site work.

Interviewee: Ann Schroeder, Assistant to the General Manager

Metro Transit, the public transportation operator for Madison, Wisconsin, participates in the City of Madison’s Racial Equity and Social Justice Initiative (RESJI). The goals of the RESJI are to account for diverse perspectives and experiences in city policies and practices and to achieve equitable outcomes for all Madison residents. The RESJI began in 2013 as a city-wide effort to be institutionalized across departments and withstand electoral turnover. City of Madison staff take on RESJI work on a volunteer-basis (in addition to responsibilities for their primary role). 

At Metro Transit, much of the RESJI work centers on transforming hiring practices in order to achieve greater diversity throughout its workforce. Metro Transit seeks to break down barriers to entry for groups historically excluded from public transit roles, like women and people without high school or college degrees, and to promote the advancement of frontline workers, a large share of whom are BIPOC. An equitable hiring team, formed as part of the RESJI, developed and regularly updates a plan to review and adjust hiring practices. So far, the agency changed the status of new frontline employees from part-time to full-time to create greater stability and increase pay for its frontline workers, and it diversified its interview panels to make hiring decisions more inclusive and collaborative.

The RESJI has also spurred the formation of a racial equity team at Metro Transit. The racial equity team has faced some challenges in recruiting and establishing a core team  due to a significant bus operator shortage that limits the capacity of operators to volunteer their efforts. Transforming agency culture across the board to prioritize equity is another challenge Metro Transit has faced in its implementation of the RESJI. 

Interviewees: Berry Farrington, Senior Planner; Anna Flintoft, Urban Design Manager; Cyndi Harper, Manager of Route Planning 

As Metro Transit, the transit operator for the Minneapolis-St. Paul region, was planning the Green Line light-rail project, advocates and elected officials argued that the agency was focused on transit extensions into the suburbs while neglecting the bus experience in urban areas. In response, Metro Transit agreed to build additional bus shelters in racially concentrated areas of poverty, calling it the Better Bus Stops program. Metro Transit’s outreach approach for this program exemplifies community process that changed agency decisions.

Metro Transit secured a $3.26 million federal grant for the bus stops work through the US DOT’s Ladders of Opportunity program in 2014. Ten percent of the grant budget went to community engagement . Metro Transit contracted with one entity, a “Community Engagement Team” (made up of two citywide nonprofits and a program of the University of Minnesota). The CET then subgranted to 11 community-based organizations (CBOs) who led engagement in different neighborhoods; the selections were made by a committee of community leaders. 

This approach simplified procurement and relationships for Metro Transit, which worked directly with large citywide nonprofits with which it had established relationships. To quote Metro Transit’s own report on the project: “As an intermediary, the CET offered relationships, trust, and access to community partners that otherwise would not have been available to Metro Transit to create a deeper pool of subcontract applicants.”

The CBOs conducted outreach through a range of activities, including tabling at community events, door-knocking, and focus groups. Riders were asked for their thoughts on shelter placement, design, features, community assets of historic significance, and how Metro Transit could advance regional equity. As a result of CBO involvement, Metro Transit was able to get feedback from a sample representative of bus riders; the demographics of the survey results were similar to the demographics of bus riders in terms of age, gender, Hispanic ethnicity, and race. Twenty percent of respondents reported having a disability, and 57% of survey respondents heard about the survey through a CBO.

Interviewees reported that hearing directly from riders “changed the conversation at Metro Transit” and revealed to the agency how important certain amenities, including seating and shelters, were to riders. As a result of the project, Metro Transit changed its standards for bus shelter siting. Before Better Bus Stops, 40 boardings/day were needed to justify a shelter in Minneapolis or St. Paul, compared to 25/day in the suburbs, where service frequency was lower and riders were assumed to wait longer for the bus. However, riders engaged in the project argued that this was unfair. The agency’s Department of Strategic Initiatives also analyzed data from a University of Minnesota study and found no evidence of longer wait times in suburban areas.

Engagement also changed the agency’s approach to shelter design. Before the project, the agency’s philosophy was that any stop that qualified for a shelter should receive the largest shelter possible. Riders with disabilities pointed out that Metro Transit frequently placed large shelters on narrow sidewalks that made it difficult to pass. As a result, the agency developed a narrow shelter design. The agency also developed a new internal process for shelter placement, circulating design drawings of proposed shelters through the bus operations department for feedback.

Since the conclusion of the federal grant, the project has evolved into a program for the agency’s full service area. As of January 2020, the agency has added 135 shelters and upgraded another 78 with light or heat. (There are about 950 shelters in the system.) In racially concentrated areas of poverty, roughly two-thirds of boardings now take place at stops with shelters — similar to the results across the system. 

Interviewee: Ryan Russo, Director of Oakland DOT

When the Oakland Department of Transportation was created in 2016, its founding strategic plan outlined equity as a pillar to drive the agency’s work. Since then OakDOT has worked closely with Oakland’s Department of Race and Equity to increase staff capacity to identify, understand and address structural racism in transportation through professional development and skills training; to conduct equitable community engagement; and to use data as a tool for equity. At OakDOT, equity, diversity and inclusion (EDI) competency is treated as a professional skill on par with technical skill development, requiring training and ongoing development. Receiving training to hone competencies that advance equity work are integrated in staff work plans and rewarded through salary bumps and certification pay. Much of OakDOT’s EDI work emphasizes the need for greater recruitment and retention of BIPOC to have more equitable representation across the agency, including at upper management levels. 

OakDOT’s recent update to its master Bicycle Plan has been cited as transit equity in action due to the agency’s engagement with community partners to reach marginalized communities, whose participation helped change the narrative around biking while Black and Brown in Oakland. For their community engagement approach, OakDOT met with people in spaces familiar to them (holding 25 mobile workshops) and used new strategies like design charrettes to obtain feedback, rather than solely in traditional public outreach hearings. The agency also used survey data and qualitative data collected with the help of five trusted community-based cycling organizations with Black and Brown membership and leadership. The dynamic, intertwined use of quantitative and qualitative data helped illuminate racial disparities related to police department cycling stops, which was a key finding of the bike plan. 

Interviewees: Rachel Hiatt, Assistant Deputy Director for Planning, and Paige Miller, Senior Communications Officer, SFCTA; Ezra Kong, Managing Partner and Co-Founder, Reflex Design Collective; Hana Creger, Environmental Equity Program Manager, Greenlining Institute

Some of the most innovative work in transit equity occurs when transit agencies work in close collaboration with nonprofit organizations. The San Francisco County Transportation Authority (SFCTA) applied the Mobility Equity Framework , developed by the Greenlining Institute, to implement equitable mobility improvements in its District 10 in southeast San Francisco.

Reflex Design Collective, collaborating with community-based organizations (CBOs) as subcontractors, led a co-design process to engage residents, who were compensated for participating, from the start of the initiative. The agency also committed to weigh qualitative information as much as quantitative analysis, which represented a shift in culture. SFCTA had to counteract residents’ deep distrust of the government to productively collaborate with them. These actions were critical to building back that trust, demonstrating that SFCTA valued community partnership and respected their lived expertise alongside traditional technical expertise. 

The approach sought out and actively engaged community residents, particularly those most impacted by transit changes such as communities of color and non-English speakers, in co-designing solutions to improve mobility in District 10. The engagement of residents broadened the focus to address existing disparities in air quality and access to economic opportunity and to build community involvement in decision-making overall.

According to interviewees, this effort was made possible by widespread awareness about equity and displacement across the region, including on the SFCTA Board. The approach with District 10 demonstrated the value of an equity-centered approach and caused SFCTA to view the Mobility Equity Framework very favorably. The agency has revised its communications and outreach guidelines to reflect the Framework, and it is applying it within a larger-scale congestion pricing project currently. SFCTA has also begun to consider budgeting for CBO involvement and participant compensation in all of its projects, although these are not yet standard practices.

Interviewee: Sandra Padilla, former Lead on Service Planning

The Muni Service Equity Strategy started in 2016 and is a continuing effort to improve transit service in nine neighborhoods in San Francisco, California. The nine neighborhoods, identified as equity neighborhoods, have shares above citywide averages of people of color, low car ownership, or people with low incomes. The strategy set out to determine critical transit needs in these neighborhoods with high transit reliance and where solutions could be successfully implemented and quickly achieved. 

The Muni Service Equity Policy was created in collaboration with the Muni Service Equity Working Group (which SFMTA formed in 2014 and includes government agencies and community-based organizations, or CBOs). The policy mandates a biennial strategy to identify projects that will make service equal or better in equity neighborhoods. In recent years outreach for the two-year strategy included working with CBOs in each neighborhood, multilingual presentations and materials, and meetings held in neighborhood spaces with snacks and childcare.

The strategy is updated every two years and presented to the SFMTA board, ahead of the biennial budget process. The process of updating the strategy every two years allows for communities to experience rapid changes in service, long-term planning and community input, and an opportunity to influence the SFMTA’s budget.

SFMTA used a Caltrans grant and funding from Proposition K, a local sales tax administered by the SF County Transportation Authority, to fund the community outreach efforts for the program in 2017 and 2018.

Interviewees: Annya Pintak, Manager of Transportation Equity & Laura Lee Sturm, Transportation Access Program Manager 

In 2019, Seattle DOT created two workgroups, to engage community leaders outside of the agency and to engage agency staff. Coordination between the external and internal teams is facilitated by the Manager of Transportation Equity who serves as a liaison advocating both internally and externally. 

The external group, the Transportation Equity Workgroup (TEW), consist of ten BIPOC community members with personal and professional affiliations to community-based organizations in Seattle. This external workgroup was created to provide specific recommendations and set goals for SDOT’s Transportation Equity Agenda. Members of the TEW were compensated with a $5,000 yearly stipend. 

SDOTs internal team, the Transportation Equity Team, consists of 20 agency staff from various departments. The internal team works simultaneously with the external team, providing feedback and recommendations set forth by the TEW on the equity agenda.

Interviewees: Azhar Chougle, former Executive Director

Miami-Dade County’s bus network redesign (which began in May 2019 and was adopted in October 2020) was an unusual collaboration between Miami-Dade Transit (MDT) and the nonprofit Transit Alliance . Transit Alliance was hired by Miami-Dade county government to lead the redesign, subcontracting Jarrett Walker + Associates to lead technical analysis. Transit Alliance’s approach to public engagement and the use of qualitative information gained from that engagement stand out as lessons that can be applied by other agencies, whether they hire community-based organizations to conduct outreach or rely on in-house capacity. 

The network redesign was prompted by the poor reach of the previous bus network. Only 10% of county residents had access to frequent transit. The final plan emphasizes a grid of frequent bus routes, doubling the number of residents within a 5-minute walk to a bus arriving at least every 15 minutes. The proportion of Black county residents within walking distance of frequent transit will go from 9% to 31%. 

Transit Alliance’s approach to building public understanding and buy-in to the network redesign was cognizant of how an earlier MDT attempt to redesign its network had fallen short. The group took a narrative-driven approach that could explain to media, decisionmakers, and riders that the bus system was failing and specific kinds of change would be necessary to build ridership and better serve Miami. The transit agency was initially resistant to an approach that admitted past failures, but County Mayor Carlos Gimenez was strongly supportive.

Transit Alliance focused public engagement in communities of color, where there was historic mistrust of county government. According to Transit Alliance, three months of sustained engagement–primarily listening–were necessary to build trust in these areas. Government’s historic tendency when confronted by community mistrust is to “retreat and move to friendly ground; [instead] we double down and do more” engagement, Chougle said. The information gained through this engagement was used to inform the network redesign. According to Chougle, “every time a decision was being made solely by data, [we] interrupted” to bring in knowledge learned through engagement. Instead of “data-driven” decisions, Transit Alliance says, design should be “data-informed.”

The consultant JW+A developed access-to-opportunity and “access to frequent transit” measures that Transit Alliance used to demonstrate the inequity of existing transit and the possibilities of a redesigned network. This was important because elected officials recognized that there were inequities in the system, but discussion of solutions tended to focus on long-term capital projects. Access-to-opportunity metrics were a powerful way to drive the conversation towards improvements in existing service.

Transit Alliance demonstrated project leadership skills that are a good model for any transit agency leading an equity initiative. When elected officials or other stakeholders challenged elements of the network redesign, Transit Alliance staff began by explaining the rationale behind proposals, instead of immediately appeasing them by changing the design. This helped gain the trust of transit agency staff as well.

Interviewee: Jarred Johnson, Executive Director

In 2019 , the MBTA increased bus service during early mornings and late nights by about 140 more trips per week. The improvements resulted from a multi-year, collaborative effort by the MBTA, TransitMatters, and other stakeholders to draw attention to and address needs for nighttime service.

The seed for the service expansion came years earlier from TransitMatters, a nonprofit transit advocacy group in the Boston region. In 2016, TransitMatters was calling on the MBTA to restore and expand late-night service, arguing in Commonwealth Magazine that there was a cost-effective solution to meet the needs of overnight riders. Their “NightBus” concept proposed that the MBTA could add trips every 75 minutes, all night long, on eight existing high-ridership early-morning bus routes. The routes ran through most EJ communities in and around Boston before converging on Copley Square, a central location.

Though MBTA planners were initially unsure of the proposal’s feasibility, TransitMatters’ broader demand caught the attention of the MBTA’s Fiscal Management and Control Board . The FMCB directed MBTA staff to research, then respond to, riders’ needs for nighttime service — starting by understanding and building out TransitMatters’ NightBus proposal.

Collaborating with city partners and TransitMatters, the MBTA designed and distributed a survey to ask the public about their overnight travel needs. The survey revealed that low-income workers could benefit from additional service during late-night and early morning periods. Staff from the Cities of Boston and Cambridge engaged directly with employers in their jurisdictions to identify the needs of overnight commuters. The MBTA also analyzed a mix of origin-destination data from multiple sources to get a clear picture of demand patterns throughout the night.

Following these research and outreach efforts, the MBTA drafted a pilot proposal for expanded service, with input from community partners including TransitMatters. In 2018, the FMCB approved pilots that extended bus service later in the night and earlier in the morning. Service improvements included increasing frequency and lengthening span of service on certain early-morning and late-night bus routes, as well as a new overnight route (which strung together other existing routes).

By 2019, the early morning and late-night routes proved to be popular with riders. Responding to the demand that riders demonstrated, the MBTA made 140 weekly trips during those periods permanent.

The overnight service was not continued: low ridership during the pilot had resulted from poor branding and signage, confusing routing that made transfers difficult, and a lack of consideration of safety concerns that riders, particularly women, had with overnight travel. Underestimating the latter outcome led TransitMatters to recognize its own lack of gender diversity, which the organization has worked to address since.

Each party played an important role in ultimately improving nighttime travel for Boston transit riders. TransitMatters originated the concept, then cultivated the political will and maintained pressure for the change. At the MBTA, the FMCB prioritized the demand; staff responded with thorough outreach and analysis to reinforce their service proposals. The cities of Boston and Cambridge supported outreach to ensure that the needs of their constituents were addressed.

Interviewee: Hester Serebrin, Policy Director, Transportation Choices Coalition

In 2018, the Sound Transit Board created an initiative to facilitate the construction of affordable housing on surplus land, originally acquired for construction of light-rail routes in Rainier Valley in Seattle, Washington. The initiative was a collaboration between Sound Transit and the Seattle Housing Authority. 

An extensive outreach process for the project set out to determine four things: high-priority sites for construction, uses for commercial/community spaces, density preferences on the sites, and general community support for affordable housing. The outreach included a survey that yielded 945 responses and in-person engagement (six meetings with roughly 100 community members, with an emphasis on limited-English speakers and historically underrepresented groups), conducted via a contract with Puget Sound Sage, a community-based organization. In-person engagement was more successful than the survey at capturing the needs of commonly marginalized groups in Seattle. The in-person outreach found preferences for larger apartments to accommodate bigger families, larger sites for construction, cultural services for the commercial/community spaces, and zero-interest loans. 

The Memorandum of Understanding between the two agencies included key priorities determined via the public outreach process and in the fall of 2020 the Sound Transit Board adopted a resolution allowing Sound Transit to transfer the sites to the City of Seattle at no cost for the development of affordable housing.  

Interviewees: Carl Green, Jr., former Title VI and Equity Programs Administrator; Roberto Guttierez, Senior Project Coordinator (Transit Equity, Inclusion, and Community Affairs Department); Scott Nance, Senior Communications Specialist.

TriMet’s approach to institutionalizing equity is notable for its use of standing external committees, leveraging its Civil Rights Title VI program , development of new metrics and an equity index that measure different aspects of service provision, and the growth of internal capacity to do equity work.

In 2013, TriMet began the development of a quantitative “Equity Index.” The index identifies “equity neighborhoods” by weighing ten factors: people of color, limited English proficiency, youth population, limited vehicle access, affordable housing units, low-income population (200% of federal poverty level), senior population, people with disabilities, low- and medium-wage jobs, and key retail and human/social service destinations.

In 2018, Oregon passed new statewide transportation funding legislation, HB2017, which provides an additional $48 million annually for TriMet; the agency has prioritized service investments in the equity neighborhoods determined by the Index for this additional funding. 

TriMet incorporated equity metrics into its 5-year business plan process. In 2017, the agency found that the average age of vehicles on routes serving mostly people of color or people with low incomes was 12 percent older than the average age of the vehicles on the other routes. As a result, the agency retired older buses and examined how it had been assigning vehicles to different depots, and it changed its process to improve this metric in future years.

Objective: Ensure equitable distribution of services and resources across the TriMet system

Measure: Minority and low-income access within five percent or better than non-minority and non-low-income access across different measures:

•  Revenue hours provided
•  Vehicle loads
•  On time performance
•  Service availability
•  Vehicle assignment
•  Stop amenities

Central to TriMet’s equity work is the use of its Transit Equity Advisory Committee , which includes a TriMet board member and representatives from 16 organizations working with transit-reliant populations, youth, community colleges, housing, and advocacy groups. The TEAC meets monthly and is primarily a way for TriMet to brief and get input from community partners on agency projects, initiatives, and research studies that could influence the equitable provision of service. In 2020, for example, TEAC agendas included discussion of changes to the low-income fare enrollment process, proposed bus lane and light-rail extension projects, and changes to transit policing.

Many public agencies have advisory committees that accept input but fail to change agency decision-making. TriMet interviewees say the TEAC stands out because agency leadership sees it as a serious venue to vet draft policies and inform policy conversations. In other words, proposed changes are discussed in committee early enough that meaningful change can result, and agency leadership views TEAC buy-in as important. The presence of an agency board member on the committee creates a conduit to the rest of the board.

According to the interviewees, TriMet has intentionally grown the number of staff assigned to equity-related work, to 20 full-time staff assigned to equity initiatives across multiple departments.

• Browse All Articles
• Newsletter Sign-Up

Transportation →

• 21 May 2024
• Cold Call Podcast

The Importance of Trust for Managing through a Crisis

In March 2020, Twiddy & Company, a family-owned vacation rental company known for hospitality rooted in personal interactions, needed to adjust to contactless, remote customer service. With the upcoming vacation season thrown into chaos, President Clark Twiddy had a responsibility to the company’s network of homeowners who rented their homes through the company, to guests who had booked vacations, and to employees who had been recruited by Twiddy’s reputation for treating staff well. Who, if anyone, could he afford to make whole and keep happy? Harvard Business School professor Sandra Sucher, author of the book The Power of Trust: How Companies Build It, Lose It, Regain It, discusses how Twiddy leaned into trust to weather the COVID-19 pandemic in her case, “Twiddy & Company: Trust in a Chaotic Environment.”

• 15 May 2024
• Research & Ideas

A Major Roadblock for Autonomous Cars: Motorists Believe They Drive Better

With all the advances in autonomous vehicle technology, why aren't self-driving cars chauffeuring more people around? Research by Julian De Freitas, Stuti Agarwal, and colleagues reveals a simple psychological barrier: Drivers are overconfident about their own abilities, so they resist handing over the wheel.

• 28 Apr 2023

Sweden’s Northvolt Electric Battery Maker: A Startup with a Mission

In Stockholm, Sweden an upstart battery maker, Northvolt, is trying to recreate the value chain for European car manufacturers making the switch to EVs. With two founders from Tesla and two experienced financiers at the helm, the company seems bound for success. But can they partner with government, scale fast enough, and truly be part of the climate solution? Harvard Business School professor George Serafeim discusses what it takes to scale a business—the right people, in the right place, at the right time—with the aim of providing a climate solution in the case, “Northvolt, Building Batteries to Fight Climate Change.” As part of a new first-year MBA course at Harvard Business School, this case examines the central question: what is the social purpose of the firm?

• 11 Apr 2023

A Rose by Any Other Name: Supply Chains and Carbon Emissions in the Flower Industry

Headquartered in Kitengela, Kenya, Sian Flowers exports roses to Europe. Because cut flowers have a limited shelf life and consumers want them to retain their appearance for as long as possible, Sian and its distributors used international air cargo to transport them to Amsterdam, where they were sold at auction and trucked to markets across Europe. But when the Covid-19 pandemic caused huge increases in shipping costs, Sian launched experiments to ship roses by ocean using refrigerated containers. The company reduced its costs and cut its carbon emissions, but is a flower that travels halfway around the world truly a “low-carbon rose”? Harvard Business School professors Willy Shih and Mike Toffel debate these questions and more in their case, “Sian Flowers: Fresher by Sea?”

• 28 Mar 2023

BMW’s Decarbonization Strategy: Sustainable for the Environment and the Bottom Line

In mid-2022, automakers, consumers, regulators, and investors were focusing on the transition from internal combustion engine (ICE) vehicles to electric vehicles (EV). While this would reduce tail-pipe emissions, it ignored the fact that the production of EVs—and especially their batteries—increases emissions in the supply chain. Many automakers were announcing deadlines by which they would stop selling ICE vehicles altogether, buoyed by investment analysts and favorable press. But BMW decided to focus on lifecycle emissions and pursued a flexible powertrain strategy by offering vehicles with several options: gasoline and diesel-fueled ICE, plug-in hybrid electric vehicles, and battery electric vehicles. That approach received a frostier reception in the stock market. Assistant Professor Shirley Lu discusses how BMW plans to convince stakeholders that its strategy is good for both the environment and the company’s financial performance in the case, “Driving Decarbonization at BMW.”

• 05 Jul 2022
• What Do You Think?

Have We Seen the Peak of Just-in-Time Inventory Management?

Toyota and other companies have harnessed just-in-time inventory management to cut logistics costs and boost service. That is, until COVID-19 roiled global supply chains. Will we ever get back to the days of tighter inventory control? asks James Heskett. Open for comment; 0 Comments.

• 17 Aug 2021

Can Autonomous Vehicles Drive with Common Sense?

Driverless vehicles could improve global health as much as the introduction of penicillin. But consumers won't trust the cars until they behave more like humans, argues Julian De Freitas. Open for comment; 0 Comments.

• 11 Jan 2021
• Working Paper Summaries

Accounting for Product Impact in the Airlines Industry

A systematic methodology for measuring product impact can be applied across a range of industries. Examining two competitor companies in the airlines industry, this study finds that analyzing each dimension of product impact allows for deeper understanding of each company’s business strategies.

• 02 Feb 2016

Commuting with a Plan: How Goal-Directed Prospection Can Offset the Strain of Commuting

Employees often say commuting is the least desirable time period of the day. Those who use the time to think about the future in terms of goals to pursue can turn the daily hassle of commuting into something useful and meaningful. While to some extent commuting time may be outside employees’ control, they are nonetheless in charge of their commute.

• 20 Jan 2016

Maybe Uber isn't God's Gift to Mankind

Benjamin G. Edelman discusses the potential negative effects of transportation network companies in the so-called sharing economy. Open for comment; 0 Comments.

Asking the better questions that unlock new answers to the working world's most complex issues.

Trending topics

AI insights

EY podcasts

EY webcasts

Operations leaders

Technology leaders

Marketing and growth leaders

Cybersecurity and privacy leaders

Risk leaders

EY Center for Board Matters

EY helps clients create long-term value for all stakeholders. Enabled by data and technology, our services and solutions provide trust through assurance and help clients transform, grow and operate.

• 5||See all Assurance

Artificial Intelligence (AI)

Strategy, transaction and transformation consulting

Technology transformation

Tax function operations

Climate change and sustainability services

EY Ecosystems

Supply chain and operations

EY Partner Ecosystem

Explore Services

We bring together extraordinary people, like you, to build a better working world.

• 1||More about what you can do here
• 2||More about what it's like to work here
• 3||More about how to join us
• 4||More about job search

Experienced professionals

MBA and advanced-degree students

Student and entry level programs

Contract workers

EY-Parthenon careers

Discover how EY insights and services are helping to reframe the future of your industry.

Case studies

Energy and resources

How data analytics can strengthen supply chain performance

13 Jul 2023 Ben Williams

How Takeda harnessed the power of the metaverse for positive human impact

26 Jun 2023 Edwina Fitzmaurice

Banking and Capital Markets

How cutting back infused higher quality in transaction monitoring

11 Jul 2023 Ron V. Giammarco

At EY, our purpose is building a better working world. The insights and services we provide help to create long-term value for clients, people and society, and to build trust in the capital markets.

New EY research finds AI investment is surging, with senior leaders seeing more positive ROI as hype continues to become reality

15 Jul 2024 Lizzie McWilliams

New EY Consumer Products and Retail Executive Pulse reveals perception vs. reality gap for AI maturity

09 Jul 2024 EY Americas

EY Announces Winners for the Entrepreneur Of The Year® 2024 Mid-Atlantic Award

21 Jun 2024 Victoria Kasper

No results have been found

Recent Searches

CIO Survey: will you set the GenAI agenda or follow the leaders?

Get insights on how CIOs will address the challenges and capture the full benefits of GenAI in the 2024 EY CIO Sentiment Survey.

How a flexible supply chain raised the bar for the beverage industry

The client’s goal: better accommodate future growth, predict customer demands, and add agility to inventory and production lines. Learn how we did it.

How can your business go from competitive to cutting edge?

Learn how the EY-Microsoft Alliance delivers AI driven strategies and smart business solutions using cloud technology.

Select your location

Intelligent transportation management solutions drive improvements

Global standardization improves efficiency, visibility and agility

• 1. Better question
• 2. Better answer
• 3. Better working world

How EY can help

The better the question

Rising to the challenge all around the world

EY Supply Chain Transformation solution

Discover how EY's Supply Chain Transformation solution can help your business move towards fully autonomous, connected supply chains that drive business growth.

One EY client, a global leader in innovative farming and agriculture science solutions, sought to improve its operations through implementing an advanced global TMS. Seeking to reduce overall transportation spend and increase customer on-time delivery across multiple regions, the client sought the support of the EY organization.

Conducting business in more than 70 countries, the client had difficulties streamlining and managing transportation. It used multiple systems, which provided varied logistic workflows, and unclear data and analytics.

Adding to the confusion, these disparate systems didn’t offer any capacity for collaboration or communication. In other words, the multinational client was relying on siloed data and processes.

Additionally, other issues hindered its performance:

• A lack of supply chain visibility
• Incohesive data to analyze performance
• Nonstandard transportation processes
• Inability to track and trace orders
• Unautomated operations and communications with logistics partners

Based on the client’s challenges, the  EY-Blue Yonder alliance  seemed the perfect fit.

The better the answer

Taking the right approach, right on time

The solution

The alliance brought deep experience and specialization in delivering transformative supply chain strategies. Engaging with the client, we identified the need for a single, end-to-end global logistics solution. This type of TMS could standardize and automate the sharing of data, metrics, workflows and leading practices across departments, regions and time zones.

The first step was onboarding the client’s legacy logistics operations to Blue Yonder’s TMS technology across the US, Latin America, EMEA and Asia-Pacific. This eventually covered more than 350 locations within the client’s global footprint.

Blue Yonder’s technology addressed not only international transportation needs but also domestic logistics. This meant managing logistics across multiple modes, such as truckload, less-than-truckload (LTL), intermodal, rail, parcel, ocean and air.

The alliance team helped the organization standardize the processes and augment its existing global design template. Helping the client transform in today’s digital age, the alliance developed and deployed a digital platform to expedite region, user and carrier onboarding.

The better the world works

Strengthening every link in the supply chain

The outcome

The EY and Blue Yonder teams successfully onboarded the organization’s logistics operations to the Blue Yonder TMS — standardizing and automating operations globally. Key to this success was identifying, consistently measuring and leveraging the appropriate KPIs across the client’s network, which facilitated tactical and strategic decision-making.

While the initial deployment of the TMS included 10 countries, it’s now utilized in more than 65. This is thanks to its enabling near-real-time transportation visibility, which improved the client’s global tracking, no matter the mode of transportation.

With the new TMS in place and deployed, the client achieved its goal of driving supply chain savings and increasing on-time performance. Because of the EY-Blue Yonder alliance, the client make progress on becoming a more data-driven organization, positioning it for further leadership all around the world.

EY-Blue Yonder Alliance: enabling your supply chain’s full potential

EY and Blue Yonder design and deliver global supply chain transformational projects and create long-term value for their customers. Learn more.

Supply Chain & Operations Consulting Services

Discover how EY's supply chain team can help your business redefine its end-to-end supply chain and operations to support your enterprise objectives.

How EY orchestrates opportunity

EY Ecosystems: orchestrating technology, data and relationships

EY Ecosystem strategies help assess ecosystem strengths, identify market opportunities and determine your role within targeted ecosystems. Learn how.

The EY Partner Ecosystem: our strategic relationships and alliances

EY teams collaborate, co-create and innovate with our category-leading organizations to drive transformation, performance and growth.

How EY alliances have helped clients navigate challenges

Explore our case studies to learn how EY alliances combine perspectives to see solutions beyond challenges.

Vivek Chhaochharia

• Connect with us
• Our locations
• Do Not Sell or Share My Personal Information
• Legal and privacy
• Accessibility
• Open Facebook profile
• Open X profile
• Open LinkedIn profile
• Open Youtube profile

EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients.

Gurukul of Excellence

Classes for Physics, Chemistry and Mathematics by IITians

Join our Telegram Channel for Free PDF Download

Case Study Questions for Class 7 Science Chapter 11 Transportation in Animals and Plants

• Last modified on: 1 year ago
• Reading Time: 6 Minutes

[Download] Case Study Questions for Class 7 Science Chapter 11 Transportation in Animals and Plants

Here we are providing case study or passage-based questions for class 7 science chapter 11 Transportation in Animals and Plants .

Case Study/Passage Based Questions

Plants have pipe-like vessels made up of special cells, forming the vascular tissues, for transport of water and nutrients from the soil. These vascular tissues are called xylem. 1. _________are involved in transport of substances in plants? (a) Xylem (b) Phloem (c) Both of these (d) None of these 2. Vascular tissue for transport of water and nutrients in plants is called: (a) xylem (b) phloem (c) Both of these (d) None of these 3. Continuous network of channels that connects roots to the leaves through the stem and branches are: (a) root hair (b) xylem (c) phloem (d) All of these

Related Posts

What is case study question for class 7 science.

Case study or passage-based questions in class 7 Science typically require students to read a given scenario or passage and answer questions based on the information provided. These questions assess students’ comprehension, analytical thinking, and application of scientific concepts. 

Best Ways to Prepare for Case Study Questions

To develop a strong command on class 6 Science case study questions, you can follow these steps:

• Read the textbook and study materials:  Familiarize yourself with the concepts and topics covered in your class 6 Science curriculum. Read the textbook thoroughly and take notes on important information.
• Practice analyzing case studies:  Look for case studies or passages related to class 6 Science topics. Analyze the given information, identify key details, and understand the context of the situation.
• Develop comprehension skills:  Focus on improving your reading comprehension skills. Practice reading passages or articles and try to summarize the main points or extract relevant information. Pay attention to details, vocabulary, and the overall structure of the passage.
• Understand scientific concepts:  Ensure that you have a solid understanding of the scientific concepts discussed in class. Review the fundamental principles and theories related to each topic.
• Make connections:  Try to connect the information provided in the case study to the concepts you have learned in class. Identify any cause-effect relationships, patterns, or relevant scientific principles that apply to the situation.
• Practice critical thinking:  Develop your critical thinking skills by analyzing and evaluating the information given in the case study. Think logically, consider multiple perspectives, and draw conclusions based on the evidence provided.
• Solve practice questions:  Look for practice questions or sample case study questions specifically designed for class 6 Science. Solve these questions to apply your knowledge, practice your analytical skills, and familiarize yourself with the format of case study questions.
• Seek clarification:  If you come across any challenging concepts or have doubts, don’t hesitate to ask your teacher for clarification. Understanding the underlying principles will help you tackle case study questions effectively.

Download CBSE Books

Exam Special Series:

• Sample Question Paper for CBSE Class 10 Science (for 2024)
• Sample Question Paper for CBSE Class 10 Maths (for 2024)
• CBSE Most Repeated Questions for Class 10 Science Board Exams
• CBSE Important Diagram Based Questions Class 10 Physics Board Exams
• CBSE Important Numericals Class 10 Physics Board Exams
• CBSE Practical Based Questions for Class 10 Science Board Exams
• CBSE Important “Differentiate Between” Based Questions Class 10 Social Science
• Sample Question Papers for CBSE Class 12 Physics (for 2024)
• Sample Question Papers for CBSE Class 12 Chemistry (for 2024)
• Sample Question Papers for CBSE Class 12 Maths (for 2024)
• Sample Question Papers for CBSE Class 12 Biology (for 2024)
• CBSE Important Diagrams & Graphs Asked in Board Exams Class 12 Physics
• Master Organic Conversions CBSE Class 12 Chemistry Board Exams
• CBSE Important Numericals Class 12 Physics Board Exams
• CBSE Important Definitions Class 12 Physics Board Exams
• CBSE Important Laws & Principles Class 12 Physics Board Exams
• 10 Years CBSE Class 12 Chemistry Previous Year-Wise Solved Papers (2023-2024)
• 10 Years CBSE Class 12 Physics Previous Year-Wise Solved Papers (2023-2024)
• 10 Years CBSE Class 12 Maths Previous Year-Wise Solved Papers (2023-2024)
• 10 Years CBSE Class 12 Biology Previous Year-Wise Solved Papers (2023-2024)
• ICSE Important Numericals Class 10 Physics BOARD Exams (215 Numericals)
• ICSE Important Figure Based Questions Class 10 Physics BOARD Exams (230 Questions)
• ICSE Mole Concept and Stoichiometry Numericals Class 10 Chemistry (65 Numericals)
• ICSE Reasoning Based Questions Class 10 Chemistry BOARD Exams (150 Qs)
• ICSE Important Functions and Locations Based Questions Class 10 Biology
• ICSE Reasoning Based Questions Class 10 Biology BOARD Exams (100 Qs)

✨ Join our Online NEET Test Series for 499/- Only for 1 Year

Leave a Reply Cancel reply

Editable Study Materials for Your Institute - CBSE, ICSE, State Boards (Maharashtra & Karnataka), JEE, NEET, FOUNDATION, OLYMPIADS, PPTs

Discover more from Gurukul of Excellence

Subscribe now to keep reading and get access to the full archive.

Type your email…

Continue reading

• Our Partners
• Annual Letters
• Adult Immunization Equity Initiative
• Colorado Health Innovation Community
• Connected Care Accelerator: Equity Collaborative
• Technology Hub
• Telehealth Improvement Community Fund
• Addiction Treatment Starts Here
• Advancing Behavioral Health Equity in Primary Care
• Amplify Healing Connections
• COVID-19 Test-to-Treat Equity Grant
• Resilient Beginnings
• Completed Programs
• CCI Academy
• Resource Center
• Get Involved

Case Study: A Transportation Solution for Rural Communities

West County Health Centers  provides comprehensive and accessible medical, dental, and mental health care for people living in western Sonoma County, California.

Since its founding in 1974, West County Health Centers (WCHC) has expanded to include seven sites, including a dental center and a teen clinic. In 2002, WCHC was designated a Federally Qualified Health Center, which qualifies it for federal funding for low-income and uninsured patients (no one is turned away for lack of funds). WCHC has not only continued to grow, it has continued to innovate and adapt as well. In recent years WCHC installed solar energy to cut power costs, expanded services for HIV/AIDS patients, and initiated a Healthcare for the Homeless program, among other initiatives.

This year, WCHC staff tackled a problem that health clinics around the country face: how to help patients with transportation issues get to their medical appointments. With seed money and support from iLab , WCHC implemented a reliable and easy-to use transportation technology that has had a big impact.

Innovation Lab

In our 2018 round of projects, iLab enabled five teams to pilot and iterate on solutions that reduced upstream barriers to health. Projects included creating transportation access in rural areas, housing for people displaced by destructive wildfires, a high school completion pathway for African-American students, and collaborative case management models between elementary schools and health providers.

Project Profile

West County Health Centers provides comprehensive medical, dental, and mental health services to patients throughout western Sonoma County. Eighty percent of its patients live at or below the federal poverty level, and many are homeless.

When Transportation is a Barrier to Health Care

Many Americans lack access to reliable transportation, and research has shown that this can be a significant barrier to health care, particularly for low-income patients. According to one study , every year, an estimated 3.6 million Americans miss getting medical care because of lack of transportation. Missed appointments can lead to more severe and expensive medical conditions. According to one study , “… transportation barriers may mean the difference between  worse clinical outcomes that could trigger more emergency department visits and timely care that can lead to improved outcomes.”

West Counties Health Clinic is located in western Sonoma County, a rural area of far flung and isolated communities. Over 80 percent of WCHC patients live at or below the federal poverty line and many are homeless. WCHC also serves a number of people displaced by the 2017 Tubbs Fire, one of the most destructive fire in California history. Many WCHC patients must travel long distances for medical care. Some patients don’t have access to a vehicle or a friend or family member who can reliably drive them. At the same time, bus service can be spotty and often involves long waits and travel times, which can be grueling for fragile patients. For very poor patients, gasoline and bus fare costs may also be prohibitive. Transportation is one of the top three social determinants of health (SDOH) affecting the WCHC patient population.

At WCHC, appointment no shows and late cancellations are a fact of life, according to Kathleen Figoni, the clinic’s innovation project manager. “Our clinic staff are constantly juggling schedules,” she says. “The lack of reliable transportation has a huge impact on our patients. Some are really sick: just walking into the clinic is hard, and riding the bus can be traumatizing.”

Missed appointments are also a drain on clinic resources. “You can walk into the clinic office and hear nurses on the phone with patients, trying to help them figure out transportation,” says Figoni. “They do a wonderful job, but it’s time consuming, and not the best use of their time.” According to one national estimate, missed medical appointments result in a staggering $150 billion in lost clinic revenue and staff time every year.

Hitch Health

The issue of how to improve patient access to reliable transportation was on Kathleen Figoni’s mind when she and other WCHC colleagues attended a Safety Net Innovation Network  meeting in 2017 and heard a pitch by representatives of Hitch Health . Hitch Health, which was developed by the Hennepin County Medical Center in Minneapolis, is software that links clinic electronic health records to the rideshare service, Lyft.

Hitch Health works like this:

When a patient makes an appointment, they receive an SMS text message offering a ride to the clinic on the date of their appointment. (Patients do not need to have a smartphone to receive the messages, nor do the they need access to the Lyft app.) If the patient accepts the ride, they receive reminders, and are picked up and taken to their appointment at the scheduled time. The system also provides clinic staff with updates on when the patient will arrive. When the appointment is over, the patient texts again, and a driver comes to take them home. This process is automated and does not involve active management by frontline health center staff.

To Figoni and her colleagues at WCHC, Hitch Health sounded like a wonderful way to tackle transportation barriers facing their patients. With seed money from iLab, they teamed up with Hitch Health and began implementing the system in early 2018.

Getting to the Clinic On Time

To get started, WCHC created a project team made up of clinic administrators. The team held monthly meetings, beginning in January 2018. They enlisted the help of the WCHC’s Patient and Family Council, the clinic’s patient advisory group, and its input proved invaluable. A member of the patient group found the initial text messages confusing, for example, and recommended clearer language. Some other adjustments based on input from the Patient and Family Council:

• Text language was modified to take into account low literacy among some in the patient population (messages are currently in English; a Spanish version is in development).
• Hitch Health’s text messaging system was based on Central Time, so had to be converted to Pacific Time.
• If a driver is reassigned, patients are now alerted via text message.
• If a patient needs to cancel a ride, they can now do so by adding the message “No Ride” to the text message thread at any time.

The Project Team also worked closely with Hitch Health representatives throughout the implementation process and continues to consult with them via weekly calls today. Since Hitch Health software was developed to meet the needs of urban patients (WCHC was the first rural clinic to try it) a number of adjustments had to be made. It also took some time to work out technical issues that came up as WCHC and Hitch Health coordinated their two different systems.

The testing phase took from January to July — far longer than WCHC anticipated, but it was valuable time because it gave the Project Team a chance to work out kinks in the system before they rolled it out for patients. They tested and refined messaging language, worked with Hitch Health representatives to create additional messages, and developed a script and trained WCHC’s call center staff so they could handle any problems that came up.

In July 2018, WCHC launched a one week test pilot at the Gravenstein Community Health Center near Sebastopol. The initial pilot included only patients from certain zip codes who were scheduled for primary care visits. That trial led to further refinements and more testing that varied from the text message content, to changing the how many patients were sent messages at time, to working with health center front office scripts for questions or requests about the program.

Patient response at the Gravenstein clinic was good, and the system seemed to be working well, so the project team decided to try implementing Hitch Health at the Russian River Health Center in Guerneville as well. This clinic is located in the most rural part of WCHC’s service area; it’s also where transportation insecurity is greatest. But it also turns out to be an area with very little Lyft coverage. Drivers are concentrated in Santa Rosa, which is 40 minutes from Guerneville. When the clinic tried implementing the ride system, Lyft drivers repeatedly cancelled scheduled pick-ups.  “We learned quickly that the rural geography created significant barriers to Lyft access both in pickup and drop-off,” according to Kathleen Figoni. After a month of trying, WCHC decided to halt the pilot at the Russian River location.

Meanwhile, when Hitch Health was piloted with WCHC’s Healthcare for the Homeless patients, it worked well. Healthcare for the Homeless outreach workers used an “On Demand” feature on the Hitch Health dashboard, which arranged for patients to be picked up immediately (instead of scheduling rides in advance). “Scheduling a ride or visit in advance with the homeless population is challenging,” says Figoni. “Requesting a ride when the patient was right there was far more efficient.”

WCHC is continuing to pilot Hitch Health at its Gravenstein Community Health Clinic, expanding the service to all visit types (i.e. not just primary care visits) and to patients in additional zip codes. WCHC is also testing a new Hitch Health feature that will allow homeless patients to schedule rides for specialty appointments two weeks in advance.

WCHC is currently evaluating the Hitch Health initiative to see if and how much it has reduced patient no shows and late cancellations and to assess the patient experience. They are continuing to collect and analyze data to establish proof of concept and will have results in the next few months.

Some preliminary findings:

• Out of 2,096 patients with upcoming appointments who qualified for a Lyft ride (based on type of appointment and zip code) 56 (3 percent) accepted the ride invitation. Out of that number, 35 patients (62 percent) used the ride service to get to the clinic.
• Ride acceptance rates are increasing as the pilot progresses and more patients are familiar with the process and have had good experience.  Allowing for this natural ‘ramping’ up process was a good lesson learned.
• Satisfaction with the service was high: When patients were asked how likely they were to recommend the ride service to someone else, on a scale of 0 to 10 with 10 being very likely, the average score was 9.9.
• 82 percent of patients found the service very easy to use.
• In interviews with WCHC staff, many patients who were asked what they would have done if the Hitch Health Service was not available said they would have cancelled their appointments; others said they would have taken a bus or taxi, gotten a ride with family or friends, or reschedules their appointment.

Green zip codes indicate successful roundtrip rides to and from clinic. Red zip codes indicate unsuccessful pick up and drop offs. Grey zip codes indicate zip codes in which WCHC has not offered rides.

One patient reported, “It’s awesome! My condition has resulted in loss of driving privileges, so Hitch makes it possible to get to appointments. Thank you!”

And another patient said, “If this service was not available I would have tried to get a ride with friends, I have part ownership of a car but can no longer drive myself due to my anxiety. Using this service was very easy and I like to get to my appointment early and that happened with this service! I would definitely use this again. The cars were immaculate, and taxis often smell and well, the bus can be downright traumatic, so as long as I can use this service I will.”

Clearly, a year into the project, Hitch Health is already helping WCHC eliminate transportation barriers to health care for some of its patients. Kathleen Figoni, who conducted extensive patient surveys about the program, says the biggest challenge is how to expand it. “Our patients love this service, and don’t want it to go away,” she says. “They are really hoping that this pilot remains sustainable and that we can do more. We’d like to expand it to all our clinics.”

For clinic staff, too, Hitch Health has shown benefits. “Using this technology has been useful for eliminating the staff role in managing transportation,” Figoni observes. “It has helped us put these arrangements directly into the hands of patients, so our nurses are freed up to do what they do best.”

Expanding the program to other areas and clinics won’t be easy. In many areas of  western Sonoma, there aren’t enough Lyft drivers available to ensure reliable rides for patients. Figoni plans to meet with Lyft representatives to find out if there is a way to expand the service. She also plans to talk to a local taxi company that the clinic often works with to see if there are ways to expand that partnership.

But Figoni is hopeful that these obstacles can be overcome. “I can see how much value there is in this and it warms my heart; we’re making a significant impact,” she says. “It outweighs the hiccups that we’ve experienced along the way.”

Long-term viability and financial sustainability will be assessed based on measured reduction in no-show or late cancellation for scheduled office visits, partnership with health plans or other payors who have existing non-emergent transportation responsibility, and assessment of clinical impact on patients with transportation insecurity.

“The relational value add of this project cannot be overstated. In a very tangible way, West County Health Centers was able to reach outside the four walls of our health centers to assist out patients with one of their most significant social barriers, transportation.”

Lessons Learned

• It’s essential to build sufficient time in the project schedule so team can respond to a range of different issues.
• Data projects that require exchange of information across systems will likely require coordination with key stakeholders and vendors, which will require planning and time.
• It’s important to have regular project team meetings with the vendor and, when the product goes live, to have several five to 10 minute check-ins with the vendor each week.
• From the beginning, patients and members of the community should be consulted so their feedback and concerns will help shape the project.
• Before going live with patients, make sure Project Team and end-users (patients and/or advisory group) test the platform and patient experience.
• Kathleen Figoni will reach out to Lyft’s Northern California Regional Sales & Account Manager to talk about expansion in Western Sonoma County.
• Project team will launch pilot of the feature, “Schedule a Ride on Demand.” This feature allows WCHC’s Healthcare for the Homeless care team members to schedule specialty appointments for patients up to two weeks in advance. They will also continue testing with Partnership Health Plan’s MDM Transportation to compare and contrast the differences in cohorts.
• The project team plans to compare rates of no shows/late cancellations before and after Hitch Health implementation.
• They will also compare outcomes for patients with diabetes, and complex Chronic Care Management patients, before and after Hitch Health implementation.
• WCHC plans to expand Hitch Health to WCHC’s Dental Clinic in Sebastopol.
• WCHC’s managed Medi-Cal plan is currently contracted with a third party for transportation under Medicaid’s non-emergent transportation requirement, WCHC is in discussion with the health plan to determine if other transportation services, including Hitch Health, could be covered. WCHC is also conducting a comparison of the third party contractor and Hitch Health for a limited patient cohort within the pilot to assess how they perform in terms of completion of rides and patient satisfaction.

Key Tools & Documents

• User Tip Sheet : An overview that guides end users step-by-step on how to use the Hitch Health dashboard.
• Troubleshooting Guide : A step-by-step document that outlines how to staff can successfully troubleshoot a problem if an issue arises.
• Hitch Health Monthly Report : A sample report can be generated through the Hitch Health dashboard.
• Patient Flow of Scheduled Rides:  Gravenstein Community Health Center and Russian River Health Center.
• Patients Flow of “On Demand” Rides : Healthcare for the Homeless Clinic.

Interested in learning more about this project? Contact Kathleen Figoni, innovation project manager at West County Health Centers.

Get In Touch

Related Resources

Non-Emergency Medical Transportation (NEMT): Technology Solutions Landscape

We designed and conducted a landscape analysis to find Non-Emergency Medical Transportation (NEMT) solutions suited to the unique needs of Federally Qualified Health Centers (FQHCs) and underserved p…

Innovation Spotlight: Hitch Health

Getting patients to show up to their medical appointments remains one of the biggest problems facing community health today. Hitch Health tackles these no-shows by linking the electronic health recor…

Tech Demo: Hitch Health’s Patient Transportation Solution

Hitch Health provides a software solution to help providers connect patients to rides to and from their appointments without the need for calls or mobile apps.

Case Study: Giving Patients Online Access to Medical Records with OpenNotes

Sometimes we’ve seen something for so long that we don’t really see it anymore.

That’s the way it was with the ubiquitous lines of patients waiting for Medical Records at hospitals and clinic…

Case Study: Connecting Patients with Transportation Services in Contra Costa County

Contra Costa Health Services had a problem. Health workers knew their safety net patients needed help with transportation, and not just to medical appointments. In this sprawling county, marked by far…

Transportation: A Barrier to Good Health in Los Angeles

“When it comes to transportation many people assume that you have to be in a wheelchair or have a visual handicap to need help. But you can look at the outside and not know what’s inside.” — K…

About APTA Join APTA Standards

• Contact Us & Directions
• Career Center
• APTA Knowledge Hub
• Meetings and Conferences
• Live Webinars
• On-Demand Videos
• Future Meetings & Conferences
• Previous Meetings & Conferences
• Call For Abstracts
• APTA Smart Guide: Bipartisan Infrastructure Law and Inflation Reduction Act
• Congressional Testimonies
• Federal Legislative Issues
• Federal Rulemaking & Notices
• Legislative Updates & Alerts
• Center for Transportation Excellence
• Research Reports
• Public Transportation Facts
• Diversity, Equity and Inclusion
• Transit Statistics
• Transit Cooperative Research Program (TCRP)
• Industry Footprint
• Mobility Innovation Hub
• Economic Impact Tool Access
• Security and Emergency Management
• Peer Review Program
• High-Speed Passenger Rail
• Sustainability
• Zero Emission Bus
• Covid-19 Recovery and Restoration
• Passenger Transport
• APTA’s Podcast: The Transit Authority
• Recent Press Releases
• Member Benefits
• APTAconnect
• International Programs & Partners
• Knowledge Hub
• Member Directory
• Member Organization Directory
• Member Information
• Recognition Programs

Case Studies

Transit agencies are gaining key insights into how mobility innovation can be integrated into existing service, how mobility innovation can increase ridership, and how mobility innovation can complement the transit network.

App aims to help Chattanoogans with cognitive disabilities ride CARTA system independently

February 2020

Chattanooga, TN

The Department of Intellectual and Developmental Disabilities (DIDD), the City of Chattanooga, CARTA, Orange Grove Center and AbleLink Smart Living Technologies, LLC, unveiled a joint initiative designed to support people with cognitive disabilities in Hamilton County to navigate public transportation using mobile-application based enabling technology.

moovel’s Top Ten Mobility Trends for 2020

January 2020

With a focus on how transit can create better cities, moovel has identified 10 emerging mobility trends to look ahead to in 2020 .

Supporting Late-Shift Workers: Their Transportation Needs and the Economy

September 2019

Late-shift jobs play a crucial role for our nation. Yet many of these workers are also the segment of the population most at risk of being burdened by high transportation costs and reduced opportunities due to limited travel options. The lack of adequate late-night mobility options is costing both employees and employers. The need to own a car makes late-shift jobs unavailable (or unaffordable) for a segment of the American population. Commuting challenges also hit employers by increasing truancy and turnover, costing the U.S. economy billions of dollars a year. This report details what the late-shift is, who works the late-shift, why public transit is important to late-shift workers, and how public transit agencies can work with policy makers and the business community to address late-shift commuting needs.

Leveraging Big Data in the Public Transportation Industry

February 2019

APTA is undertaking an initiative on Big Data and the public transportation industry. As part of this initiative, selected APTA members engaged in a conversation on Big Data and its role in the industry. Roundtable discussions with public transit agencies and private sector APTA members provided valuable insight on this topic. APTA also conducted a survey of transit agency members. The survey revealed that 94 percent of agencies are using Big Data techniques and methods to improve their agency. Read the report.

Public Transit Increases Exposure to Automated Vehicle Technology

This paper seeks to summarize and incorporate findings from several significant research works such as NCHRP’s Impacts of Laws and Regulations on CV and AV Technology Introduction in Transit Operations, FTA’s Transit Bus Automation Project: Transferability of Automation Technologies, and U.S. DOT’s Low-Speed Automated Shuttles: State of Practice. U.S. DOT’s Automated Vehicles 3.0 report is also referenced.

The Transformation of the American Commuter

December 2018

The American commuter is no longer required to settle for private automobiles as their main way of getting around. More than three in four Americans (77%) see p​ublic transit as the backbone of a multi-transit lifestyle that includes current and future technologies such as ride-hailing (e.g. companies like Uber and Lyft), bikesharing, carsharing, autonomous vehicles (AVs) and other emerging technologies, according our new study The Transformation of the American Commuter.​

Kansas City Area Transportation Authority: public-private collaborations to expand mobility services

2018 Kansas City, KS-MO

The Kansas City Area Transportation Authority (KCATA) is a bi-state agency created by a compact between the states of Missouri and Kansas. The KCATA is responsible for planning, construction, owning and operating passenger transportation systems and facilities within the seven-county Kansas City metropolitan area (Cass, Clay, Jackson, and Platte in Missouri; and Johnson, Leavenworth, and Wyandotte in Kansas). The agency operates RideKC bus service, the MAX Bus Rapid Transit service, Flex demand-response routes, RideKC Freedom paratransit service for the elderly and persons with disabilities, and RideKC Van vanpool service. Read the case study

City of Monrovia: Leveraging emerging ridesharing services to expand mobility options

2018 Monrovia, CA

The city of Monrovia, CA, offers a range of transportation options operated at the regional and local levels. On a regional scale, Los Angeles County Metropolitan Transportation Authority (LA Metro) operates the Gold Line light rail station, bus lines, and paratransit services; and . there is also a regional San Gabriel Valley bus service run by Foothill Transit. On the local level, the City of Monrovia launched in March 2018 the GoMonrovia program, a partnership with Lyft and LimeBike that provides subsidized on-demand ride hailing and bike sharing services. Read the case study

King County Metro Transit: expanding its role from service provider to mobility manager

2018 Seattle, WA

King County Metro provides a wide range of transportation options for the King County. It operates the region’s largest bus network, vanpools, paratransit services, and several programs to promote ridesharing. It also operates Sound Transit’s regional Express bus service and Link light rail in King County, along with the Seattle Streetcar. Read the case study

Automated Buses: Fantasy or Reality?

2018 Orlando, FL

A presentation for the Florida Public Transportation Association on Automated Buses. The presentation offers questions to think about regarding bus transit automation as well as examples of projects. View the presentation here

Mobility Summit: King County Metro Futures Cabinet

New Mobility thought leaders convened in Seattle in November 2018. Leaders across the region gathered to explore how emerging technologies and new mobility options can improve urban transportation and to tackle the tough challenges associated with implementing smart mobility policies and projects. View Presentations and a video from the summit :

• Rob Gannon, General Manager, King County Metro
• Challenge Seattle
• Brookings Institution
• Video: King County Mobility Agency

1300 I Street NW Suite 1200 East Washington, DC 20005 Telephone: (202) 496-4800 Fax: (202) 496-4324

• Privacy Overview
• Strictly Necessary Cookies

This website uses cookies so that we can provide you with the best user experience possible. Cookie information is stored in your browser and performs functions such as recognising you when you return to our website and helping our team to understand which sections of the website you find most interesting and useful.

Strictly Necessary Cookie should be enabled at all times so that we can save your preferences for cookie settings.

If you disable this cookie, we will not be able to save your preferences. This means that every time you visit this website you will need to enable or disable cookies again.

To read this content please select one of the options below:

Please note you do not have access to teaching notes, selection of sustainable transport system: a case study.

Management of Environmental Quality

ISSN : 1477-7835

Article publication date: 27 July 2020

Issue publication date: 31 December 2020

Sustainable mobility will be the key to the survival of mankind in the 21st century. Cities with debt-ridden and poorly managed transport systems have to change to the ever-growing demands of the public transport system. The low cost of transport has been a key factor in sustainable development for any city. This study is trying to propose a framework for the selection of sustainable transport in context to an Indian case of NCR Delhi, India.

Design/methodology/approach

The present study has identified eight criteria for the selection of a sustainable transport system. Criteria for selection of sustainable transport are CO 2 emissions, cost of fuel, energy efficiency, cost of maintenance, number of accidents, congestion, number of injuries and road noise. Three alternatives of transport considered for this study are state-run bus, pooled car and Shuttl (App-based buses). The analytic hierarchy process (AHP) is used to prioritize the criteria. The study has further illustrated a framework for the selection of sustainable transport based on these criteria.

It is observed that CO 2 emissions are the most important criterion for a sustainable transport system. It is followed by a reduction in congestion and the number of injuries. Three alternatives of transport considered for this study are state-run bus, pooled car and Shuttl (a service provider). Shuttl has been found to be the most sustainable transport system.

Research limitations/implications

AHP is not able to capture the vagueness in decision-making. Therefore, fuzzy AHP can be considered for further detailed analysis as future scope of study in a different context of a sustainable transportation system. Major implications for policymakers and stakeholders are that development of public transport in cities should be done after considering different dimensions of sustainable operations.

Originality/value

The study has proposed a unique framework for the selection of a sustainable transport system by the public based on sustainability criteria. Findings will help policymakers in formulating strategies for developing sustainable transport system.

• Transport system
• City commute
• Sustainability
• Analytic hierarchy process (AHP)

Acknowledgements

The authors would like to thank reviewers and editor of the journal for valuable comments to improve the quality of this manuscript.

Singh, A. , Gurtu, A. and Singh, R.K. (2021), "Selection of sustainable transport system: a case study", Management of Environmental Quality , Vol. 32 No. 1, pp. 100-113. https://doi.org/10.1108/MEQ-03-2020-0059

Emerald Publishing Limited

Copyright © 2020, Emerald Publishing Limited

Related articles

All feedback is valuable.

Please share your general feedback

Report an issue or find answers to frequently asked questions

Contact Customer Support

Case Study Analysis of Sustainable Transportation

• Download PDF Copy

The present study published in the journal Sustainability conducted a quantitative review of case studies on sustainable transportation. They identified the essential factors that affect sustainability in transportation. 

Study: Sustainable Transportation in Practice: A Systematic Quantitative Review of Case Studies.  Image Credit: AUUSanAKUL/Shutterstock.com

Climate Change and Transportation

Transportation and supply chain pollution are the key factors responsible for global warming. There is a 12 to 15 gigaton gap in 2030 emissions to limit global warming to 2 o C, and a nearly 30 gigaton gap to limit global warming to 1.5 o C. To reduce the worst effects of climate change, governments worldwide are rapidly moving with the Paris Agreement commitments.

Specifically, to reduce the pollution caused due to transportation, many green infrastructure programs are implemented in different countries. Additionally, after the devastating effects of the COVID-19 pandemic on travel behavior and transportation infrastructure, a comprehensive approach to transportation could further help achieve sustainable development goals. In this regard, sustainable transportation could benefit sustainable development goals from a wide range of perspectives.

Extraction Process.

In the present study, case studies related to sustainable transportation were analyzed, and 33 key factors related to the topic were identified.

Methodology

Researchers used a systematic quantitative review method to identify and classify the studies associated with sustainable transportation. They selected this method to identify significant studies and ensure that all the essential factors were incorporated in the analysis.

Researchers followed a 14-step process to conduct the systematic quantitative review. The first step was to define the topic, followed by the formulation of research questions and the identification of keywords and databases. In steps three and four, relevant studies were selected, during which the Scopus database was used to find published research on case studies in sustainable transportation.

A total of 6549 records were found through a general topic search, out of which 5799 were eliminated as irrelevant records. In steps five, six, and seven, they read the database, structured the results, and selected 10% of publications. In the eighth step, they categorized the papers and ensured the accuracy of the classification process.

In the ninth, tenth, eleventh, and twelfth steps, they evaluated the key results and conclusions of the selected studies. The 13 th and 14 th step was associated with the study’s keyword analysis process, in which the acute keyword analysis method was applied. Finally, the results were classified into 20 groups based on transportation mode and 11 groups based upon the researcher’s concern.

Related Stories

• Application of HVOF Techniques for Spraying of Ceramic Coatings
• The Role of Extrusion within Sustainable Food Research
• A to Z of Sustainable Textiles

Coherence Score (CV) by Number of Topics.

The topic “sustain transportation development” accounted for 58.38% of the total publication. Over 16% of all papers selected by the researchers had “sustainability impacts” as a primary area of concern, with an average of more than 14 citations.

The categories ``improving energy efficiency” and “smartification” account for more than 7% of all papers, while the categories “alternative fuel vehicle”, ''electric vehicle,” and “electric bike” accounted for 40 papers. These results help identify the current trend of electric vehicles and the shift from petroleum-based vehicles to renewable transportation.

Even though health was not a primary concern for many authors, it was mentioned frequently. “COVID” was mentioned 15 times in the abstract database, “pandemic” was mentioned 13 times, and “health” was mentioned more than 70 times.

The importance of human factors in sustainable transportation was also demonstrated through the study because 65 papers belonged to the “travel behavior” category. These results demonstrate the significance of sustainable travel behavior to reduce environmental impacts.

The keyword “governance and management” found in 112 papers validated the fact that the COVID-19 pandemic impacted transportation’s long-term viability. Additionally, the current supply chain disturbances and extreme disruptions in logistics were also validated by this result. Overall, it helps to understand the significance of effective government management in sustainable transportation.

The Distribution of Research Weighs Heavily on Developed Countries.

Conclusions

In the present study, the authors categorized each case study into 20 categories based on transportation modes and 11 categories based on the authors’ areas of concern. Reduced traffic deaths, improved quality transportation, increased satisfaction with public transportation, increased responsible consumption and production, and reduced fossil fuel consumption was identified as critical sustainable transportation contributors to sustainable development goals.

The main limitation of the study was that the researchers relied on other experts’ findings. Furthermore, the literature contained linguistic discrepancies about defining concepts, objectives, goals, themes, indicators, and standards. These limitations were resolved significantly using the systematic quantitative review, but it was impossible to resolve them completely.

Future studies need to analyze the health implications of sustainable transportation and the interactions between other sustainable development criteria and transportation safety.

Disclaimer: The views expressed here are those of the author expressed in their private capacity and do not necessarily represent the views of AZoM.com Limited T/A AZoNetwork the owner and operator of this website. This disclaimer forms part of the Terms and conditions of use of this website.

Shokoohyar, S.; Jafari Gorizi, A.; Ghomi, V.; Liang, W.; Kim, H.J. Sustainable Transportation in Practice: A Systematic Quantitative Review of Case Studies. Sustainability 2022, 14, 2617. https://www.mdpi.com/2071-1050/14/5/2617

Chinmay Saraf

Chinmay Saraf is a science writer based in Indore, India. His academic background is in mechanical engineering, and he has extensive experience in fused deposition-based additive manufacturing. His research focuses on post-processing methods for fused deposition modeling to improve mechanical and electrical properties of 3D printed parts. He has also worked on composite 3D printing, bioprinting, and food printing technologies. Chinmay holds an M.Tech. in computer-aided design and computer-aided manufacturing and is passionate about 3D printing, new product development, material science, and sustainability. He also has a keen interest in "Frugal Designs" to improve the existing engineering systems.  

Please use one of the following formats to cite this article in your essay, paper or report:

Saraf, Chinmay. (2022, March 01). Case Study Analysis of Sustainable Transportation. AZoM. Retrieved on September 10, 2024 from https://www.azom.com/news.aspx?newsID=58378.

Saraf, Chinmay. "Case Study Analysis of Sustainable Transportation". AZoM . 10 September 2024. <https://www.azom.com/news.aspx?newsID=58378>.

Saraf, Chinmay. "Case Study Analysis of Sustainable Transportation". AZoM. https://www.azom.com/news.aspx?newsID=58378. (accessed September 10, 2024).

Saraf, Chinmay. 2022. Case Study Analysis of Sustainable Transportation . AZoM, viewed 10 September 2024, https://www.azom.com/news.aspx?newsID=58378.

Tell Us What You Think

Do you have a review, update or anything you would like to add to this news story?

Cancel reply to comment

• Latest interviews
• Featured equipment
• Trending stories

Particle Size Analysis: Focus on the Essentials with the New Camsizer S1

Kai Düffels

Kai Düffels from Microtrac discusses the CAMSIZER 1, a particle size analyzer designed for simplicity. Read the interview here.

The Inaugural STEM Marketing Awards – An Interview with Alexandra Balazs, Managing Director at Prolific North

Alexandra Balazs

In this interview, Prolific North's Managing Director Alexandra Balazs discusses the launch of the inaugural STEM Marketing Awards, sharing insights into why they’re crucial for the sector and how they aim to shape the future of STEM marketing.

'Raisin' Awareness on Chemistry - Discover the Science Kitchen

Josh Smalley

In this interview, Asynt talks to Bake off contestant Josh Smalley about his Science Kitchen, and his efforts to introduce chemistry to his students via baking.

The TABER V-5 Stiffness Tester

Measure material stiffness and resiliency with precision up to 10,000 units with Taber's Stiffness Tester. Learn more here.

Xeuss Pro for Nanoscale Characterization

Xeuss Pro is the ultimate SAXS/WAXS beamline for versatile nanoscale characterization.

Air-Protection Module for Reactive Sample Handling

The new cutting-edge air-protection module from Coxem is designed to manage and analyze air-sensitive or easily oxidized samples.

1 Kyocera Launches ECOSYS MA4000wifx Series for Cost-Effective, Secure, Sustainable Printing in Black and White

2 mill rock capital establishes advanced materials growth platform and acquires asbury carbons inc., 3 new cooling technology offers promise for energy efficiency and sustainability, 4 sustainable ammonia production using copper-based catalysts, 5 akzonobel gives beverage can industry a taste of things to come, 6 iterative printing of bulk metal and polymer for multi-layer electronic circuits, sponsored content, how do barometric pressure sensors work, metrology suite for advanced solar cell manufacturing, industrial hygiene precautions for chemical handling, optimizing ethylene oxide (eto) abatement: evaluating sonata helios technology, editorial highlights.

The Current State of the Global Semiconductor Market

The global semiconductor market has entered an exciting period. Demand for chip technology is both driving the industry as well as hindering it, with current chip shortages predicted to last for some time. Current trends will likely shape the future of the industry, which is set to continue to show

How are Graphene Batteries Made?

The primary distinction between graphene-based batteries and solid-state batteries lies in the composition of either electrode. Although the cathode is commonly changed, carbon allotropes can also be employed in fabricating anodes.

What Role Will The IoT Play In The Electric Vehicle Industry?

In recent years, the IoT is rapidly being introduced into almost all sectors, but it has particular importance in the EV industry.

Newsletters you may be interested in

Your AI Powered Scientific Assistant

Hi, I'm Azthena, you can trust me to find commercial scientific answers from AZoNetwork.com.

A few things you need to know before we start. Please read and accept to continue.

• Use of “Azthena” is subject to the terms and conditions of use as set out by OpenAI .
• Content provided on any AZoNetwork sites are subject to the site Terms & Conditions and Privacy Policy .
• Large Language Models can make mistakes. Consider checking important information.

Great. Ask your question.

Azthena may occasionally provide inaccurate responses. Read the full terms .

While we only use edited and approved content for Azthena answers, it may on occasions provide incorrect responses. Please confirm any data provided with the related suppliers or authors. We do not provide medical advice, if you search for medical information you must always consult a medical professional before acting on any information provided.

Your questions, but not your email details will be shared with OpenAI and retained for 30 days in accordance with their privacy principles.

Please do not ask questions that use sensitive or confidential information.

Read the full Terms & Conditions .

Provide Feedback

Case Study Questions Class 10 Science Life Processes

Case study questions class 10 science chapter 6 life processes, cbse case based questions class 10 science chemistry chapter 6, case study : 2, case  study : 3, case study : 4.

iii) What is dialysis?

CASE STUDY : 5

Case study : 6, leave a reply cancel reply, we have a strong team of experienced teachers who are here to solve all your exam preparation doubts, chhattisgarh class 4 math numbers solution, up scert solutions class 8 english chapter 3 – the right choice, dav class 6 english literature book solution chapter 9 our tree, dav class 6 english literature book solution chapter 8 hanuman and i.

Information

• Author Services

Initiatives

You are accessing a machine-readable page. In order to be human-readable, please install an RSS reader.

All articles published by MDPI are made immediately available worldwide under an open access license. No special permission is required to reuse all or part of the article published by MDPI, including figures and tables. For articles published under an open access Creative Common CC BY license, any part of the article may be reused without permission provided that the original article is clearly cited. For more information, please refer to https://www.mdpi.com/openaccess .

Feature papers represent the most advanced research with significant potential for high impact in the field. A Feature Paper should be a substantial original Article that involves several techniques or approaches, provides an outlook for future research directions and describes possible research applications.

Feature papers are submitted upon individual invitation or recommendation by the scientific editors and must receive positive feedback from the reviewers.

Editor’s Choice articles are based on recommendations by the scientific editors of MDPI journals from around the world. Editors select a small number of articles recently published in the journal that they believe will be particularly interesting to readers, or important in the respective research area. The aim is to provide a snapshot of some of the most exciting work published in the various research areas of the journal.

Original Submission Date Received: .

• Active Journals
• Find a Journal
• Proceedings Series
• For Authors
• For Reviewers
• For Editors
• For Librarians
• For Publishers
• For Societies
• For Conference Organizers
• Open Access Policy
• Institutional Open Access Program
• Special Issues Guidelines
• Editorial Process
• Research and Publication Ethics
• Article Processing Charges
• Testimonials
• Preprints.org
• SciProfiles
• Encyclopedia

Article Menu

• Subscribe SciFeed
• Recommended Articles
• Author Biographies
• Google Scholar
• on Google Scholar
• Table of Contents

Find support for a specific problem in the support section of our website.

Please let us know what you think of our products and services.

Visit our dedicated information section to learn more about MDPI.

JSmol Viewer

Dual transition of net zero carbon and digital transformation: case study of uk transportation sector.

1. Introduction

2. theoretical background, 3. research methodology, 3.1. systematic review steps.

• Produce a research question.
• Create inclusion and exclusion criteria.
• Identify key terms.
• Produce a qualitative analysis of the literature with the specified criteria.
• Outline the findings of the literature review and relate them back to the research question.

3.2. Research Question

3.3. reliability of inclusion and exclusion data, 3.4. general analysis of key words, 3.5. the search timeframe, 3.6. data extraction, 4. literature review, 4.1. carbon reduction and bim, 4.2. bim in transportation design, 4.3. bim uptake and usage in transportation, 4.4. bim in transportation construction, 4.5. digital twins and bim, 5.1. design criteria, 5.2. software modelling, 5.3. pavement design, 5.4. carbon calculation tool (cct), 5.5. carbon emissions data, 5.6. bim workflow, software deliverables, 5.7. data links, 6. discussion, 6.1. software usage, 6.2. approach to net zero carbon, 6.3. carbon calculator tool, 6.4. civil 3d system, 6.5. digital twin, 7. conclusions and recommendations, 7.1. industry, 7.2. company, 7.3. policy, 7.4. limitations and future research, author contributions, institutional review board statement, informed consent statement, data availability statement, acknowledgments, conflicts of interest.

• Hawkes, D. Spending Review 2020—What It Means for Infrastructure ; Institute of Civil Engineers: London, UK, 2020; Available online: https://www.ice.org.uk/news-and-insight/the-infrastructure-blog/november-2020/spending-review-2020-what-it-means-for-infrastrure (accessed on 3 November 2021).
• National Infrastructure Commission. Economic Growth and Demand for Infrastructure Services. 2017. Available online: https://nic.org.uk/app/uploads/2906219-NIC-Technical-Paper-Economic-Driver-v1_0A-WEBACCESSIBLE-4.pdf (accessed on 4 November 2021).
• Infrastructure and Projects Authority. Transforming Infrastructure Performance: Roadmap to 2030. 2013. Available online: https://www.gov.uk/government/publications/transforming-infrastructure-performance-roadmap-to-2030/transforming-infrastructure-performance-roadmap-to-2030#focus-area-4-retrofitting-existing-buildings-to-achieve-net-zero-greenhouse-gas-emissions-emissions-by-2050 (accessed on 31 October 2021).
• National Infrastructure Committee. Public Expenditure on Infrastructure. 2021. Available online: https://nic.org.uk/app/uploads/NIC-July-2021-Engineered-Greenhouse-Gas-Removals-UPDATED.pdf (accessed on 31 October 2021).
• HM Treasury. Infrastructure Carbon Review. 2013. Available online: https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/260710/infrastructure_carbon_review_251113.pdf (accessed on 26 November 2021).
• Department for Transport. Decarbonizing Transport: A Better Greener Britain ; Department for Transport: London, UK, 2021.
• Pradhan, R.P. Investigating the causal relationship between transportation infrastructure, financial penetration and economic growth in G-20 countries. Res. Transp. Econ. 2019 , 78 , 100766. [ Google Scholar ] [ CrossRef ]
• Stephan, H. What is Building Information Modelling (BIM)? 2021. Available online: https://www.thenbs.com/knowledge/what-is-building-information-modelling-bim (accessed on 21 November 2021).
• Department for Business, Energy and Industrial Strategy. 2019 UK Greenhouse Gas Emissions, Final Figures, s.l. ; Department for Business, Energy and Industrial Strategy: London, UK, 2019.
• UK Government. Government Construction Strategy 2016–20. 2016. Available online: https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/510354/Government_Construction_Strategy_2016-20.pdf (accessed on 29 October 2021).
• Harris, J. Has the 2016–2020 Construction Strategy Worked? 2020. Available online: https://www.building.co.uk/focus/has-the-2016-2020-construction-strategy-worked/5104169.article (accessed on 2 March 2022).
• Oktem, S.; Akcamete, A.; Ergen, E. BIM Implementation in Infrastructure Projects: Benefits andChallenges. In Proceedings of the 5th International Project and Construction Management Conference (IPCMC2018), Nicosia, North Cyprus, 16–18 November 2018. [ Google Scholar ]
• Dodge Data & Analytics. The Business Value of BIM for Infrastructure ; Dodge Data & Analytics: Bedford, MA, USA, 2017. [ Google Scholar ]
• United Nations. Emissions Gap Report, s.l ; United Nations Environment Programme: Nairobi, Kenya, 2021. [ Google Scholar ]
• Bolton, A.; Enzer, M.; Schooling, J. The Gemini Principles. 2018. Available online: https://www.cdbb.cam.ac.uk/system/files/documents/TheGeminiPrinciples.pdf (accessed on 6 November 2021).
• Marr, B. What Is Digital Twin Technology—And Why Is It So Important? 2017. Available online: https://www.forbes.com/sites/bernardmarr/2017/03/06/what-is-digital-twin-technology-and-why-is-it-so-important/?sh=1c4558fd2e2a (accessed on 6 November 2021).
• Shahbaz, M.; Nasir, M.A.; Hille, E.; Mahaliik, M.K. UK’s net-zero carbon emissions target: Investigating the potential role of economic growth, financial development, and R&D expenditures based on historical data (1870–2017). 2020. Available online: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7459337/ (accessed on 2 March 2022).
• Petticrew, M.; Roberts, H. Systematic Reviews in the Social Sciences: A Practical Guide ; Blackwell Publishing: Malden, MA, USA, 2006. [ Google Scholar ]
• Borrego, M.; Foster, M.J.; Froyd, J.E. Systematic Literature Reviews in Engineering Education and Other Developing Interdisciplinary Fields. J. Eng. Educ. 2014 , 103 , 45–76. [ Google Scholar ] [ CrossRef ]
• Xiao, Y.; Watson, M. Guidance on Conducting a Systematic Literature Review. J. Plan. Educ. Res. 2019 , 39 , 93–112. [ Google Scholar ] [ CrossRef ]
• Jayant, N.P. Framing the research question using PICO strategy. J. Dent. Allied Sci. 2017 , 6 , 55. [ Google Scholar ]
• Fernández-Olit, B.; Martín Martín, J.M.; Porras, G.E. Systematized literature review on financial inclusion and exclusion in developed countries. Int. J. Bank Mark. 2020 , 38 , 600–626. [ Google Scholar ] [ CrossRef ]
• Blanco, F.G.B.; Chen, H. The Implementation of Building Information Modelling in the United Kingdom by the Transport Industry. Procedia—Soc. Behav. Sci. 2014 , 138 , 510–520. [ Google Scholar ] [ CrossRef ]
• Omoregie, A.; Turnbull, D.E. Highway infrastructure and Building Information Modelling in UK. Proc. Inst. Civ. Eng.—Munic. Eng. 2016 , 169 , 220–232. [ Google Scholar ] [ CrossRef ]
• Sanchez, A.; Kraatz, J.; Hampson, K.; Loganathan, S. BIM for Sustainable Whole-of-life Transport Infrastructure Asset Management. In Proceedings of the 2014 IPWEA Sustainability in Public Works Conference, Tweed Heads, Australia, 27–29 July 2014. [ Google Scholar ]
• Liu, Y.; Van Nederveen, S.; Hertogh, M. Government’s perspective on BIM and Sustainability in transport infrastructure in Europe and China. In Life-Cycle of Engineering Systems: Emphasis on Sustainable Civil Infrastructure ; CRC Press: London, UK, 2016. [ Google Scholar ]
• Zhao, L.; Liu, Z.; Mbachu, J. Highway Alignment Optimization: An Integrated BIM and GIS Approach. ISPRS Int. J. Geo-Inf. 2019 , 8 , 172. [ Google Scholar ] [ CrossRef ]
• D’Amico, F.; Calvi, A.; Schiattarella, E.; Prete, M.D.; Veraldi, V. BIM And GIS Data Integration: A Novel Approach Of Technical/Environmental Decision-Making Process In Transport Infrastructure Design. Transp. Res. Procedia 2020 , 45 , 803–810. [ Google Scholar ] [ CrossRef ]
• Whitlock, K.; Abanda, H.; Manjia, M.; Pettang, C.; Nkeng, G. BIM for Construction Site Logistics Management. J. Eng. Proj. Prod. Manag. 2018 , 8 , 47–55. [ Google Scholar ] [ CrossRef ]
• Schooling, J.; Enzer, M.; Broo, D.G. Flourishing systems: Re-envisioning infrastructure as a platform for human flourishing. Proc. Inst. Civ. Eng.—Smart Infrastruct. Constr. 2020 , 173 , 166–174. [ Google Scholar ] [ CrossRef ]
• Chong, H.; Lopez, R.; Wang, J.; Wang, X.; Zhao, Z. Comparative Analysis on the Adoption and Use of BIM in Road Infrastructure Projects. J. Manag. Eng. 2016 , 32 , 05016021. [ Google Scholar ] [ CrossRef ]
• Shou, W.; Wang, J.; Wang, X.; Chong, H.Y. A Comparative Review of Building Information Modelling Implementation in Building and Infrastructure Industries. Arch. Comput. Methods Eng. 2014 , 22 , 291–308. [ Google Scholar ] [ CrossRef ]
• Shahat, E.; Hyun, C.T.; Yeom, C. City Digital Twin Potentials: A Review and Research Agenda. Sustainability 2021 , 13 , 3386. [ Google Scholar ] [ CrossRef ]
• Wang, S.; Zhang, F.; Qin, T. Research on the Construction of Highway Traffic Digital Twin System Based on 3D GIS Technology. J. Phys. Conf. Ser. 2021 , 1802 , 042045. [ Google Scholar ] [ CrossRef ]
• Ivanov, S.; Nikolskaya, K.; Radchenko, G.; Sokolinsky, L.; Zymbler, M. Digital Twin of City: Concept Overview. In Proceedings of the 2020 Global Smart Industry Conference (GloSIC), Chelyabinsk, Russia, 17–19 November 2020; p. 178. [ Google Scholar ]
• Jiang, F.; Ma, L.; Broyd, T.; Chen, K. Digital twin and its implementations in the civil engineering sector. Autom. Constr. 2021 , 130 , 103838. [ Google Scholar ] [ CrossRef ]
• The Institute of Engineering and Technology. Digital Twins for the Built Environment. 2019. Available online: https://www.theiet.org/media/8762/digital-twins-for-the-built-environment.pdf (accessed on 6 November 2021).
• Kaewunruen, S.; Xu, N. Digital Twin for Sustainability Evaluation of Railway Station Buildings. Front. Built Environ. 2018 , 4 , 77. [ Google Scholar ] [ CrossRef ]
• Kivimäki, T.; Heikkilä, R. Infra BIM Based Real-Time Quality Control of Infrastructure Construction Projects. In Proceedings of the 32nd ISARC, Oulu, Finland, 15–18 June 2015. [ Google Scholar ]
• Matejka, P. The Importance of a Transport Infrastructure Construction for The Implementation of BIM. 2014. Available online: https://www.fce.vutbr.cz/EKR/PBE/Proceedings/2014/027_14174.pdf (accessed on 2 April 2022).
• Giesekam, J. Capital Carbon of Transportation Infrastructure. 2020. Available online: http://www.jannikgiesekam.co.uk/research/presentations/Jannik_Giesekam_presentation_251120.pdf (accessed on 30 October 2021).
• Net Zero Infrastructure Industry Coalition. Is Our Carbon Wallet Empty? 2021. Available online: https://www.skanska.co.uk/498048/siteassets/about-skanska/media/features/embedded-carbon-infrastructure/nziic-embedded-carbon-in-infrastructure.pdf (accessed on 30 October 2021).
• Ramboll. Towards embodied carbon benchmarks for buildings in Europe. 2022. Available online: https://fs.hubspotusercontent00.net/hubfs/7520151/RMC/Content/EU-ECB-Summary-Report.pdf (accessed on 25 November 2022).
• Sloman, L.; Hopkinson, J. The Carbon Impact of the National Roads Programme. Transport for Quality of life. 2020. Available online: https://infrastructure.planninginspectorate.gov.uk/wp-content/ipc/uploads/projects/TR010044/TR010044-001655-TAN%20-%20The-carbon-impact-of-the-national-roads-programme-FINAL.pdf (accessed on 23 March 2022).
• UK BIM Alliance. State of the Nation Survey. 2021. Available online: https://www.ukbimalliance.org/wp-content/uploads/2021/06/UKBIMA-State-of-the-Nation-Survey-Report-2021.pdf (accessed on 2 November 2021).
• National Building Specification. 10th Annual BIM Report 2020. Available online: https://www.thenbs.com/bim-report-2020/23gxwk/Thank-you (accessed on 12 April 2022).
• Ayinla, K.O.; Adamu, Z. Bridging the digital divide gap in BIM technology adoption. Eng. Constr. Archit. Manag. 2018 , 25 , 1398–1416. [ Google Scholar ] [ CrossRef ]
• Vidalakis, C.; Abanda, F.H.; Oti, A.H. BIM adoption and implementation: Focusing on SMEs. Constr. Innov. 2020 , 20 , 128–147. [ Google Scholar ] [ CrossRef ]
• Lee, G.; Borrmann, A. BIM policy and management. Null 2020 , 38 , 413–419. [ Google Scholar ] [ CrossRef ]
• Broo, D.G.; Schooling, J. Digital twins in infrastructure: Definitions, current practices, challenges and strategies. Null 2021 , 4 , 1254–1263. [ Google Scholar ] [ CrossRef ]
• Animesh, D. Analysis of Pavement Structures , 1st ed.; CRC Press: Boca Raton, FL, USA, 2014. [ Google Scholar ]
• Mordue, S. Implementation of a Common Data Environment ; The BIM Delivery Group for Scotland: Edinburgh, UK, 2018. [ Google Scholar ]
• Marsden, G.; Densley-Tngley, D.; Lokesh, K. Measuring Road Infrastructure Carbon: A ‘Critical’ in Transport’s Journey to Net-Zero ; DecarboN8 Research Network: Leeds, UK, 2022. [ Google Scholar ]
• Krantz, J.; Lu, W.; Johansson, T.; Olofsson, T. Analysis of alternative road construction staging approaches to reduce carbon dioxide emissions. J. Clean. Prod. 2016 , 143 , 980–988. [ Google Scholar ] [ CrossRef ]
• Antön, L.A.; Diaz, J. Sustainable Construction Approach through Integration of LCA and BIM Tools. In Proceedings of the 2014 International Conference on Computing in Civil and Building Engineering, Orlando, FL, USA, 23–25 June 2014. [ Google Scholar ] [ CrossRef ]
• Soust-Verdaguer, B.; Llatas, C.; García-Martínez, A. Critical review of bim-based LCA method to buildings. Energy Build. 2017 , 136 , 110–120. [ Google Scholar ] [ CrossRef ]
• Dyson, J. Invention: A Life of Learning through Failure ; Simon & Schuster: New York, NY, USA, 2021. [ Google Scholar ]

Click here to enlarge figure

Share and Cite

Manifold, J.; Renukappa, S.; Suresh, S.; Georgakis, P.; Perera, G.R. Dual Transition of Net Zero Carbon and Digital Transformation: Case Study of UK Transportation Sector. Sustainability 2024 , 16 , 7852. https://doi.org/10.3390/su16177852

Manifold J, Renukappa S, Suresh S, Georgakis P, Perera GR. Dual Transition of Net Zero Carbon and Digital Transformation: Case Study of UK Transportation Sector. Sustainability . 2024; 16(17):7852. https://doi.org/10.3390/su16177852

Manifold, Joel, Suresh Renukappa, Subashini Suresh, Panagiotis Georgakis, and Gamage Rashini Perera. 2024. "Dual Transition of Net Zero Carbon and Digital Transformation: Case Study of UK Transportation Sector" Sustainability 16, no. 17: 7852. https://doi.org/10.3390/su16177852

Article Metrics

Article access statistics, further information, mdpi initiatives, follow mdpi.

Subscribe to receive issue release notifications and newsletters from MDPI journals

• Physical Features of India Class 9 Case Study Social Science Geography Chapter 2

Last Updated on September 9, 2024 by XAM CONTENT

Hello students, we are providing case study questions for class 9 social science. Case study questions are the new question format that is introduced in CBSE board. The resources for case study questions are very less. So, to help students we have created chapterwise case study questions for class 9 social science. In this article, you will find case study for CBSE Class 9 Social Science Geography Chapter 2 Physical Features of India. It is a part of Case Study Questions for CBSE Class 9 Social Science Series.

Table of Contents

Case Study Questions on Physical Features of India Class 9

Read the following passage and answer the questions:

The Western Ghats and the Eastern Ghats mark the Western and the Eastern edges of the Deccan Plateau respectively. Western Ghats lie parallel to the Western coast. They are continuous and can be crossed through passes only. Locate the Thal, Bhor and Pal Ghats in the Physical map of India.

The Western Ghats are higher than the Eastern Ghats. Their average elevation is 900 – 1600 metres as against 600 metres of the Eastern Ghats. The Eastern Ghats stretch from the Mahanadi Valley to the Nilgiris in the South. The Eastern Ghats are discontinuous and irregular and dissected by rivers draining into the Bay of Bengal. The Western Ghats cause orographic rain by facing the rain bearing moist winds to rise along the Western slopes of the Ghats. The Western Ghats are known by different local names. The height of the Western Ghats progressively increases from North to South. The highest peaks include the Anai Mudi (2,695 metres) and the Doda Betta (2,637 metres). Mahendragiri (1,501 metres) is the highest peak in the Eastern Ghats. Shevroy Hills and the Javadi Hills are located to the South-East of the Eastern Ghats. Locate the famous hill stations of Udagamandalam, popularly known as Ooty and the Kodaikanal.

Q. 1. Which of the two is having a higher average height, the Eastern Ghats or the Western Ghats?

Ans. The average height of the Western Ghats is 900 to 1,600 m, whereas the average height of the Eastern Ghats is only about 600 m. Thus, the Western Ghats are higher.

Q. 2. Give the difference between the Eastern Ghats and Western Ghats on the basis of their location.

Ans. The Eastern Ghats lie parallel to the Eastern coast along the Bay of Bengal. On the other hand, the Western Ghats lie parallel to the Western coast along the Arabian Sea.

Q. 3. What is the stretch of Eastern Ghats?

Ans. The Eastern Ghats stretch from the Mahanadi valley to the Nilgiris in the South.

• Electoral Politics Class 9 Case Study Social Science Political Science Chapter 3
• Constitutional Design Class 9 Case Study Social Science Political Science Chapter 2
• Food Security in India Class 9 Case Study Social Science Economics Chapter 4
• What is Democracy? Why Democracy? Class 9 Case Study Social Science Political Science Chapter 1
• Poverty as a Challenge Class 9 Case Study Social Science Economics Chapter 3
• People as Resources Class 9 Case Study Social Science Economics Chapter 2
• Drainage Class 9 Case Study Social Science Geography Chapter 3
• India – Size and Location Class 9 Case Study Social Science Geography Chapter 1
• Forest Society and Colonialism Class 9 Case Study Social Science History Chapter 4
• Nazism and the Rise of Hitler Class 9 Case Study Social Science History Chapter 3

Socialism in Europe and the Russian Revolution Class 9 Case Study Social Science History Chapter 2

The french revolution class 9 case study social science history chapter 1, topics from which case study questions may be asked.

Here is a list of topics from which case study questions may be asked.

• The Himalayan Mountains
• The Northern Plains
• The Peninsular Plateau
• The Indian Desert
• Coastal Plains
• The Islands

India is a vast landmass formed during different geological periods that have influenced its relief. There are a number of geological processes such as weathering, and erosion which have modified the relief into the present landform. Earth Scientists have tried to explain the formation of the physical features of the earth with the help of ‘Plate Tectonics Theory’.

Lakshadweep Islands are situated close to the Malabar coast of Kerala while the Andaman and Nicobar Islands are elongated chain of islands located in the Bay of Bengal.

Frequently Asked Questions (FAQs) on Physical Features of India Class 9 Case Study

Q1: what are case study questions.

A1: Case study questions are a type of question that presents a detailed scenario or a real-life situation related to a specific topic. Students are required to analyze the situation, apply their knowledge, and provide answers or solutions based on the information given in the case study. These questions help students develop critical thinking and problem-solving skills.

Q2: How should I approach case study questions in exams?

A2: To approach case study questions effectively, follow these steps: Read the case study carefully: Understand the scenario and identify the key points. Analyze the information: Look for clues and relevant details that will help you answer the questions. Apply your knowledge: Use what you have learned in your course to interpret the case study and answer the questions. Structure your answers: Write clear and concise responses, making sure to address all parts of the question.

Q3: What are the benefits of practicing case study questions from your website?

A3: Practicing case study questions from our website offers several benefits: Enhanced understanding: Our case studies are designed to deepen your understanding of historical events and concepts. Exam preparation: Regular practice helps you become familiar with the format and types of questions you might encounter in exams. Critical thinking: Analyzing case studies improves your ability to think critically and make connections between different historical events and ideas. Confidence: Practicing with our materials can boost your confidence and improve your performance in exams.

Q4: What are the important keywords in this chapter “Physical Features of India”?

A4: Important keywords for CBSE Class 9 Physical Features of India are given below: Archipelago:  A closely grouped cluster of islands. Atoll:  Coral reef, ring or horseshoe shaped enclosing a tropical lagoon. Barchan:  A Cresent-shaped sand dune. Bhabar:  A narrow belt covered with pebbles laid down by numerous stream descending down the hills. Bhangar:  Older Alluvian plain. Convection:  It refers to the transmission of heat from one part of a liquid or gas to another by movement of particles by themselves. Coral Island:  Island made up of coral. Coral Polyp:  Short lived microscopic organisms which live in colonies. Physiography:  Shape and relief of an area. Doab:  The land between two rivers. Duns:  The valleys covered with thick gravel and alluvium. Geology:  The scientific study of the earth, including the origin and history of the rocks, soils, etc. Himadri:  Name given to the greater Himalayas. Relief:  A way to describe land surface and its configuration in respect of its altitude above the sea level. Levees:  A low wall built at the side of a river to prevent it from shifting. Cliff:  A high area of rocks with very steep side. Canyen:  An I-shaped valley having verticle walls on either sides of the river. Rift Valley:  A valley formed between two faults.

Q5: What are some interesting facts about India?

A5: Interesting Facts about India- Extent of Himalayas:  2400 km (west to east). Important river system of India:  The Indus, the Ganga and the Brahmaputra. World’s largest and fastest growing delta:  The Sunderban Delta (The GangaBrahmaputra Delta). West flowing river of Peninsular Plateau:  Narmada and Tapi. Island groups of India:  The Lakshadweep, and the Andaman and Nicobar Islands. Trans Himalayan rivers:  The Indus, the Satluj and the Brahmaputra. Active Volcano of India:  Barren Island. Width of Himalaya:  400 km in the West to 150 km in the East. Recent landform in India:  The Himalayas and the Northern Plain. Ancient super continent:  Gondwana land.

Q6: Name some important valleys in the Himalayas.

A6: The Himalayas are known for the beautiful valleys. Some of the valleys are (i) Kashmir Valley (ii) Kullu Valley (iii) The Dunes (iv) Kathmandu Valley

Q7: What is the difference between a continent and a subcontinent?

A7: A Subcontinent: A subcontinent is a part of a continent. It is an independent geographical unit and separated from the main continent. Example: India. Continent: A continent is a vast landmass. It stands as a separate physical unit. There are seven continents in the world. Example: Asia, Australia, North America, South America, Antarctica, Africa and Europe.

Q8: Explain the theory of Plate Tectonics

A8: It is a theory which explains the formation of physical features on the surface of the earth. According to this theory, the crust of the earth is made up of seven major and twelve minor plates. The stress of the plates and the continental rocks, leads to folding, faulting and volcanic activities.

Q9: Are there any online resources or tools available for practicing “ Physical Features of India” case study questions?

A10: We provide case study questions for CBSE Class 9 Social Science on our website. Students can visit the website and practice sufficient case study questions and prepare for their exams.

Related Posts