| UMD Transportation Services needs to provide its passengers with a quality service while keeping operating costs down. It was vital that they choose an RTPI system that was not only affordable to deploy and operate, but also had proven reliability. The university considered products from other vendors, but ultimately decided that Connexionz' solution was a superior price/performance proposition. Thomas Noyes, Assistant General Manager for the Department of Transportation Services, said that"Connexionz was significantly cheaper than the next closest bidder. The bottom line was the initial startup costs and operating costs, and Connexionz was much more economical in both of these areas." To read full case study open University of Maryland Case Study Top Located near Washington DC, Arlington is a small county with a population of 200,226. Although small in terms of land area, it’s one of the most densely populated counties in the USA with approximately 7,761 persons per square mile. Traffic congestion is a major problem in Arlington, and increasing bus patronage was seen as the only solution to reduce car usage. To fulfill this mission Arlington Transit had to improve the level of service delivered to its bus passengers. Arlington operates its own local bus service called ART, a 30 bus fleet that operates within the county’s boundaries. At peak traffic times, Arlington Transit runs 20 ART buses on twelve routes, servicing 300 stops in the local area. Arlington Transit was struggling to manage their bus schedules. The majority of the ART fleet is fueled by CNG with various short and long running times. Fuel stops cannot be scheduled for a set time each day, and to complicate matters further, the operational and fueling area is quite a distance from the depot – at least a forty-five minute drive away (sometimes over an hour at peak traffic times). To read full case study open Arlington Case Study Top  Prior to its decision to take the real time tracking path, Airbus’ investment-related growth had begun to level off.
Airbus, a division of Tourism Holdings Ltd, converted its fleet in 1999. Experienced owner-drivers were contracted to inform visitors about Auckland tourism attractions, buses were designed with wide, welcoming entrances, luggage racks were fitted and sightseeing brochures displayed onboard. Video players were also installed to promote New Zealand destinations. Despite this investment, passengers were turning to alternative methods of transport when heavy traffic and accidents delayed buses. Passengers had difficulty knowing when the next Airbus would arrive, and Airbus was failing to capitalize on the growth opportunities available to it. To read full case study open Airbus Case Study Top Christchurch, a steadily growing city in New Zealand’s South Island, was experiencing the typical urban growing pains of road congestion, pollution and the rising cost of public transport in a context of shrinking demand. Public transport was a particular headache for the city’s planners and decision makers. Usage was declining, and each of the city’s 37 bus routes had its own bus stop on prime real estate around the central city’s major tourist hub, Cathedral Square. When Christchurch City Council decided to upgrade Cathedral Square as part of a wider inner city revitalisation project in 1996, it decided to reclaim this area for pedestrians, meaning that the unsheltered, uncomfortable and potentially unsafe bus stops around the perimeter had to go. Meanwhile, Environment Canterbury, the city’s regional council in charge of public transport management in Christchurch, had set targets to double the number of trips made by public transport from three to six per cent by 2011, eliminate congestion outside peak periods and contain carbon dioxide emissions. The stage was set for a radical improvement in the way public transport was managed. To read full case study open Bus Xchange Case Study Top |
