Despite a general resurgence in patronage since the early 1990s, and gains in overall passenger ridership that among some systems has been significant, California's public transit agencies still face many challenges that must be dealt with in order to remain competitive and provide meaningful service. Among the issues that public transit officials, transportation agencies and local and state lawmakers must face in the years ahead:
- A commitment to provide transit service to those who most need it.
Public transit provides a convenient choice for commuters in several select areas, but it also serves as a lifeline for millions of low-income families, seniors and people with disabilities throughout the state. New and existing transit service should meet certain cost-effectiveness criteria, but the social benefits of providing equal access to jobs and opportunities for those who don't drive or can't afford to must be adequately reflected in any cost-benefit calculations. The largest declines in passenger ridership statewide in recent decades have been among the systems serving the greatest percentage of lower-income individuals and communities of color: AC Transit in Alameda and Contra Costa Counties, San Francisco's MUNI, and the Los Angeles County MTA.
- Adding new service as a result of strict cost-effectiveness, social equity and demand criteria, rather than what's eligible for available funding sources.
As will be discussed in chapter five, the complexities and eligibility criteria attached to available funding sources all too often dictate the type of service that transit agencies end up providing. More often than not, that means that capital-intensive projects often win out over "softer" expenditures like adding night or weekend bus service or implementing new express bus service that utilizes existing HOV networks. Different transit technologies work better in different situations, but objective criteria should decide these choices rather than politics or funding eligibility. This is, of course, out of the hands of most transit agencies and under the jurisdiction of state and federal lawmakers, and may entail increased access to funds that can be used exclusively for operations and maintenance activities.
- Integrating services, becoming more flexible and being smart about marketing.
One of the biggest problems with getting new customers to use transit is lack of both convenience and information. The San Francisco Bay Area alone has 28 transit agencies with 28 different schedules and 28 ticketing systems. As information technologies drive the new economy, so too could they provide a much needed boost for transit patrons by providing schedule and fare information, service that's timed and coordinated between different agencies and universal tickets. Technologies may also play a significant role in rethinking traditional fixed route bus service, with the advent of "smart shuttles" that could provide door-to-door service and generally make transit more flexible, convenient and customer responsive.
- Influencing and coordinating land use plans.
Currently, transit agencies mainly react to the land use decisions made by the local communities they serve, even when those decisions make the efficient provision of transit difficult or nearly impossible. More coordinated regional and local planning and earlier input and review by transit providers in planning and community designs could significantly improve the ability of new developments to support effective transit service.
