f rom Here to there A creative guide to making the way to go CONTENTS

02 Introroduction: A competitive marketplace 06 Brand and identity 12 Internal communication 16 User education 22 User information systems 28 Marketing campaigns 34 Public relations and external communications 40 User feedback systems 44 Online engagement

EMBARQ catalyzes environmentally and financially sustainable transport solutions to improve quality of life in cities.

This work is licensed under a Creative Since 2002, it has grown to include five offices, located Commons Attribution-NonCommercial- in , , India, Turkey and the Andean Region, NoDerivs 3.0 Unported License. that work together with local transport authorities to reduce

Report by: pollution, improve public health and create safe, accessible Erik Weber, Visiting Fellow and attractive urban public spaces. EMBARQ employs more [email protected] than 130 experts in fields ranging from architecture to air

Ethan Arpi, Strategic Communications quality management; geography to journalism; and sociology and Marketing Manager to civil and transport engineering. [email protected]

Aileen Carrigan, Transport Planner [email protected]

Design and layout by Dave K. Cooper, Video Production and Design Manager [email protected]

www.embarq.org Introduction Introduction: $21 A Competitive billion Advertising dollars spent by Marketplace major auto companies in 2009

Motor companies like Toyota, Ford and Tata $3.2 spend tens of billions of dollars per year creating billion Advertising dollars spent and maintaining their images, cultivating their by General Motors in 2009 customers and selling their products.

According to Advertising Age, in For anyone interested in the sustainability 2009, major auto companies spent of developing world cities, these trends a whopping $21 billion worldwide don’t bode well. While private vehicle on advertising, with General Motors, usage rates are an indicator of newfound alone, shelling out more than $3.2 wealth and prosperity, they also go hand In Brazil, billion.1 These companies have armies in hand with deteriorating air quality, of employees working in marketing longer commute times, increased the number departments and some of the world’s greenhouse gas emissions, higher rates of personal best ad agencies on retainer. of traffic fatalities and the destruction automobiles of public space.4 At the same time, The target for an increasing percentage governments have routinely turned sold per year of this spending is emerging markets, their backs on public transport, instead has jumped where auto companies see huge spending vast sums on new auto-centric growth prospects. And for good reason. infrastructure, such as expressways and from 1.2 India, for example, has experienced a ring roads, that encourage more private million in 20-fold increase in the number of motor vehicle ownership and use.5 2001 to vehicles in the last several decades.2 In Brazil, likewise, the number of To reverse these consumer and 2.6 million personal automobiles sold per year has development trends, public transport in 2010. jumped from 1.2 million in 2001 to 2.6 advocates need to make public transport million in 2010.3 a competitive and desirable alternative

2 EMBARQ From Here to There EMBARQ From Here to There 3 Introduction

to the private automobile. If this is Brand and identity Facts and done, cities will be more likely to invest Fictions in public transport projects, leading to increased personal mobility and a Internal communication FICTION Marketing is a luxury healthier urban environment. transit agencies can’t afford. User education FACT Marketing is a core The importance of investment. A better public institutional structure User information systems image attracts riders, leading Successful marketing, branding to higher revenue and greater and communications require an demand for transit service. Marketing campaigns In turn, higher revenue and institutional structure that prioritizes greater demand increase the their importance. Transit agencies Public relations and external likelihood of service expansion should have an upper-level communication and improvements, making management position with decision- public transport even more making power and budgetary control User feedback systems attractive to riders. In short, marketing can lead to a whose exclusive responsibility is this virtuous cycle of ever growing domain. Online engagement demand and service. A guide for beating FICTION Public transport is a subsidy. There’s no need to the competition Neither the list nor the recommendations reach out to a wider audience The purpose of this guide is to help within it are intended to be exhaustive. because those who need or transit agencies develop strong and Instead, the goal of this guide is to want to use public transport successful strategies for achieving encourage cities and transit agencies to already do so. three important goals: think critically and creatively about how FACT Public transit is not to make public transport the preferred a subsidy for vulnerable 1 Attract new users that currently way to travel. populations (elderly, persons use private transport with disabilities and low income individuals/families), such as cars and motorcycles; For some time, it has been clear that but an integral part of a high- 2 Retain existing public transport cities need to create high-quality public functioning city that can retain users who might transport systems to improve the jobs, attract investment and feel compelled to buy a private urban environment. However, not until support a high-quality of life. vehicle and; recently has it become clear that cities Transit is a public good that 3 Secure political and financial must also convince the public that benefits riders and non-users alike. support from government these high-quality systems are in fact officials. high-quality. FICTION Branding and marketing by a transport This guide takes a cue from Finally, this guide focuses on bus rapid agency is government propaganda, something to be the private sector, which routinely and transit projects because BRT has become avoided. successfully influences the solution of choice for developing FACT Increasing transit use consumer behavior. It adapts world cities looking for fast, cost-effective has tangible benefits for all. If these eight branding, marketing ways to solve their transport problems. Of an agency is nervous about and communications lines of course, these elements are also applicable marketing its service, then it work and applies them to the public to non-BRT transport projects, such as rail should never have invested in transport sector. systems and bicycle systems. the service to begin with.

4 EMBARQ From Here to There Brand and identity

Brand and identity: Build a Strong Brand

A brand is not a Marketing expert Marty Neumeier puts it nicely: logo. A brand is “A brand is a person’s gut feeling about a product, a person’s gut feeling about a service, or company.” If each customer feels vastly product, service, different about the values a company holds, that or company.

company has failed to create a strong, coherent brand. –Marty Neumeier, author of The Brand Gap

To create a successful brand, then, a Depending on your budget and the public transport system should start skills and competencies of your staff, by defining its core values. Most public you may want to consider hiring an transport systems strive for a brand external marketing and branding that clearly presents their services firm to implement many elements as modern, efficient, rapid, reliable, of this plan. If you choose to go this convenient, comfortable and safe. In route, there should be at least one many cases, extensive market research senior member of your agency with about current and potential passengers marketing experience who manages will reveal any other values that need to the contractor throughout the process. be incorporated in a successful brand. Choose to stand out These values become the foundation If other public transport services are of the brand and should be injected already offered, it is essential to decide into every part of the public transport whether to closely connect the brand system. Think of it this way: your of the new system with that of the information bus (and station, map, signage, etc.) established system or to differentiate Values is your mission statement, your the new one entirely. Name Logo billboard and your annual report; Color scheme everything about it represents your This choice may depend largely on Identity system Macrobús brand brand to the public, from the way it the public perception of those other Slogan Vehicle design Guadalajara’s Macrobús looks, to the way it runs, to the quality services. If the public perceives the Station design has a modern, fun and of service it provides. current system poorly, it might be a Typeface/Color colorful brand.

6 EMBARQ From Here to There EMBARQ From Here to There 7 Brand and identity Brand and identity

good idea to differentiate the new Metrobús for local buses brand. Another way of avoiding the and Metroenlace for regional buses. stigma often associated with traditional The brand strategy, like that of Los bus transport is to not use the term Angeles Metro, was to position the “bus” in the new system’s name. integrated bus services as part of the city’s larger transport system. York Region, Canada is a great example The logo, color scheme, maps of a city that took a creative approach and other materials also clearly to addressing this issue. In York Region, associate TransMetro, Metrobús the majority of residents did not hold and Metroenlace with . Generally the public bus service in high regard. speaking, a As a result, the city made an explicit Appeal to your passengers prospect in decision to differentiate its new VIVA If the brand of a new public transport your target BRT service from existing bus services line or system embodies local values and position VIVA as a new, high-quality and context, potential riders will be market must alternative. Once VIVA was successfully more likely to relate to it. It’s important be exposed to positioned and received positive to account for existing brands in a city your message feedback from the public, York Region or country when designing a brand seven times then rebranded all other bus services so as to avoid unintended conflicts or before he or under the new VIVA brand. unwelcome associations. she begins to On the other hand, if other transport When contemplating the branding pay attention. services are effective and popular, it of a new BRT line, it is important makes sense to brand the new service to understand who the primary –Belynda Johnson, in a way that connects it to the existing ridership groups will be. If the service “Modern Transit service. Metro is an is targeted at local residents, it may Marketing III: How to example of a transit agency that chose be important to entrench the brand Make it Work” this approach, positioning its new in local associations. In Ahmedabad, Orange Line, the city’s first BRT corridor, India the city named its new BRT A Total Brand as an extension of its existing Metro Janmarg, meaning “people’s way” Solution rail system through the use of standard in Gujarati, to foster a sense of local design elements and information pride and ownership. Similarly, in The VIVA BRT system in York Region, Canada systems, such as the system maps and Johannesburg, South Africa, the city created a powerful website. Still the service maintained a chose Rea Vaya, which means “we are corporate brand and distinctive identity through the use of going” in Sotho. applied it throughout every the color orange in all of its marketing aspect of the system and communications materials. Stay on brand from network maps and advertisements down to Communicating the values behind seat upholstery. Even the , Mexico is another example a brand requires persistence and bus drivers’ uniforms fell of a city that developed a unified brand repetition. If various elements of your under brand guidelines: the to connect its bus and metro services. It system convey different messages drivers’ vests used custom gave the local and regional bus systems through their design, content, color fabric on the back that was a hound’s-tooth-style names that conformed to the Metrorrey and quality, users will be confused, design using the VIVA logo. Metro brand: TransMetro for the BRT, making marketing efforts less effective.

8 EMBARQ From Here to There EMBARQ From Here to There 9 Brand and identity Brand and identity

Los Angeles METRO Through a unified brand and clear messaging, Metro has proven that it can capture the attention of riders in the most style- conscious of cities.

Putting BRT on The Map Los Angeles Metro includes the Orange Line on its system map, sending the message that it provides the same quality of service as rail.

10 EMBARQ From Here to There EMBARQ From Here to There 11 Internal communication

Internal communication: The 290,000 team members understand that Sell Your Values the powerful FedEx brand is our most Every employee of a public transit agency, from important asset. Our brand is a bus driver to a senior engineer, should be thought of as managed with a a brand ambassador. In Société de Transport de Montréal system of tools (STM), Montreal’s transit agency, half of its more than and guidelines 8,600 employees work directly with customers.6 to ensure that it is protected and consistently represented by These interactions are important class, highly educated and car-owning. team members. In opportunities to maintain and reinforce If employees can’t identify with the other words, our the agency’s core values and brand. But brand or are not enticed to ride your team members this constant contact means that every service, chances are the general public “are” FedEx. They employee needs to understand and be won’t be either. invested in those values. are the brand. Communicate up –Gayle Christensen, Private companies throughout the Communicating your agency’s values managing director of broader transport sector take this and brand to all employees is an brand, FedEx seriously. FedEx includes a primer important example of communicating on its global brand in each new down, but good internal employee’s orientation. Southwest communication will also include an Airlines frequently invites its employees emphasis on “communicating up.” to be filmed in the company’s This includes having protocols for commercials. Tactics like these can help street-level employees to report issues employees recognize that they are, in they’ve observed or encountered, some cases quite literally, the public face as well as channels to communicate of your brand. the importance of certain projects, decisions and events to high-level Employees can also be a testing ground decision makers. for an agency’s brand. Members of information an agency likely represent a relatively Because good transport projects Training manual wide cross-section of the population don’t always originate at the Strategic plan from lower-income, less educated and highest level of government, effective Employee surveys “Town hall” meetings transit-dependent, to upper-middle internal communication strategies Idea box

EMBARQ From Here to There 13 Internal communication Internal communication

establish channels for employees and milestones for the streetcar system. to express ideas and help persuade This strong internal communications high-level decision makers to support tool gave life to a forgotten project these ideas. lost within the bureaucracy, indicated the city’s commitment to the plan In 2009, the District Department of and created a common point of Transportation (DDOT) in Washington, reference for all employees and D.C. resurrected a discarded plan politicians, including the mayor and city The streetcar to build streetcar lines that would council members, to understand the project used to be crisscross the city. To build high-level department’s priorities. The first streetcar support within the government for the line is under construction and the a four-letter word S A N project, DDOT created a well-designed surrounding residential and commercial l FFG in DC when I took ta ing To nd A Fu over. After selling “Action Agenda,” setting out clear goals development has begun to take off. g FFG inin g ma din 0 Re n 1 S Fu my vision to small 9 0 N ts 00 FY 2 nt's c 2 ide oje FY an es groups across the Pr ric d Pr et ts e n dg ar Am ry a Bu St ve nt ll co e agency, we created ma Re stm S ve nd 9 ein t s a 00 R Ac rt s 0 our Action Agenda, ta FY 2 u ########### nib ns w S m tio 430,000,000 0 r Ne O ria a two-year vision fo rop 0 ing p t nd Ap Ac $739,560,000 0 Fu document that 10 nd 0 174,251,117 0 8 a g 2,940,00 00 din 0 0 81,790,079 0 - FY 2 n aligned the entire 1 FY 2 s Fu 0 18,273,430 ble rall u ########### 0 Ta ve revio 82,170,00 $587,200,000000 O ct P 293,0400 , je # $0 490,700,000000 agency, to promote ro 0 ## , ,000 P g ,500,000 ## 0 525 atin 44,550,00 # ,680 R 0 0 0 ### ########### ## 0 308 and communicate 70,628,756 139,411,768 0 7 0 ,000 0 0 364,000,000520 0,0 ,00 , ,000 0 0 1 0 245 the goals of the 0,0 ,179 ,810 30,450,000 18,092,50 0 75 $61,249,903 30 ,000 0 $ 9,582,55,312 0 156 000 0 67,331,890 14,850,00 10 , 4,950,00 # ,000 0 500 0 streetcar project # ,00 ### ,000 0 ## $36,000,000 2,632,114,00,000 000 46,230,000 ## 100 347,000 , and everything ## 66,740,000 ,744 ,300 413 54,910,000 1 , ,000 304 661 345 # , ,621 000 14,900,000## ,000 711 915,709,515 , else to nearly 1,000 ## ,039 ,799 0 235,700,000000 ## $90,882,000 11 , ,000 ## 898 547 0 700 ## 80,784,000, ,300 020 0 40 staff members of 1, ,00 ,000 428 (1) 215,000,000 ,314 ,000 t ,400 ,182 0 489,346,000 ec 449 9 ,00 ,549 950 ,000 roj e , 197 62 , Good,000 Design the agency. Once P as 399,068,097593 660 ,229 519 900 Ph , ,790 34,353,000, 4 6,153 , ,000 000 y 33 0 5 169 000 7 2 197 , b A $ ,968 , ,399 , ,71 500 000 ## tals 23 ,00 (2) 30 195,410,000870 0 7 ,636 Is ,Good# Politics that vision was To FFG ,454 , ,00 ,249 148,547,490 0 813 ## A 3 9,101 0 ,821 78 6 ,000 ,516 ## (M ,000 95 ## Existing New Starts Full Funding Grant Agreements a FFG 1,092 ,000 ## e A 5 29,300,000,596 0 8 100 ,000 #“Design played a key role in [Los Angeles accepted within o Ar FFG 0 7 ,00 0 4 Recommended Full Funding Grant AgreementsPut and Yo Earlyu Systemr Work Agreements tr A 7 ,045 94 ,030 ,00 ,400 ## Me 15 , 207,527,659 0 32 ,390 80,000,000 ## Project Construction Grant Agreements n MA FFG 643 ,920 00 ,000 ,000 294 540 ## .2 m A 3 5, ,140 , 5 , ## Metro] governmental relations efforts. our agency, we illio FFG 274 784 6 ,890 144 ## Pending Project Construction GrantBe Agreementsst Face ts / 3 2 m A 2 ,896 , 3, ,000 # en m A 98 80 9 78 0 8 # Small Starts Project Development m 1.3 n / 1 M FFG 664,17 ,00 ,000 # One of Metro’s key messages was that Los took it to external ree n A 8 ,349 ,96 ## Forwardg illio n MA illio FFG 094 0 90 ,260 110 ## Other New Starts/Small Starts Projects t A .8 m m ,228 , ,00 ## an ght Rail 3 illio .3 A 4 01 ,000 (3) 87 # Angeles had not received a proportional Gr Li m FFG ,800 000 ## stakeholders and Oversight Activities g ey .7 0 / 5 A 1,098,466,826,400 671 9 , din / 2 n MA 00 MA 58 , 0 77 ,000 00 000 Ferry Capital Projects (AK or HI)Collectivon drivers00 1, n MA FFG 029 00 0,0 , ll Fu ,0 millio 9 illio n A 2 , ,000 80,784,000, 6 000 0 “fair share” of federal transportation funding TAL 98 5 m illio n FFG 35 809 1 9,5 , ,00 used it to gain their Denali Commission TO ts Fu 5 .7 .2 m illio ,716 0 1 , ,44 3 $40 ar in / 2often 3 m A 1 85 ,05 28 $7 ,000 AND t 00 n / 5 0 / .8 FFG ,702 0 44 40 relative to its population and pivotal role as GR w S ,0 00 n MA 8 A 2 ,090 25 ,00 0 98 illio 7, n MA 0 # 00 g Ne , Central Phoenix/E. Vall5 o Metrorail m Ext 7 illio FFG ,000 # , support. tin x , Metrolook Gold disheveledLine E. Extensionrg 2 .8 3 m illio A 1 ,364 9 ## 200,000,000000 0 La 8.8 m MA FFG 80,014,510 ## , ,00 a national economic engine. [Metro’s Exis Phoeni geles , 1 .8 n A 2 ,414 ## 75 0 /18 illio 13 ,265 ## ,000 0 and unprofessional. m FFG 0 9 # 75 0,0 AZ Los An , Southeast Corridor LRT .5 A 1 ,153 00 0 creative services team] took the data from /2 n MA 71 , 000 0,0 CA West Corridor LRT gen MOS-2 00 FFG 600 # , 3 –Gabe Klein, former Denver , ,0 illio MA A 2 9, ## 930 0 $4 (top) The new 5 m n A ## 6, ,00 CO gton DC Metro Area, Northstar Corridor Rail 57 2.4 illio M FFG # 0 a spreadsheet and translated it into a simple Denver / m ion A 4 ## ,870 $ Lake Hudson-Ber Phase I 8.3 million0 .3 ill FFG # 2 (4) 0 director, District CO o, Ravenswoodg Liney, Extension ay 00 MA ## $ Washinag Metrobús 4, / 6 n A 1 0 $ 33 n o FFG ,000 (4) but effective map that better tells the story. DC Chic polis-Bi illio 0 / 1.1 milli ,00 47,520,000 a m 0 m 410 0 1 ,425 Department of IL BRT gstressed Island Rail Road E.B3 Side Access1.3 8.3 million1 /1,0 5.3 , ,03 ,000 Minne n 8 $4 00 This map was the one piece of information , Lo 1 ,753 ,425 ,0 00 MN n MA 70 ,0 Northern New Jerse ,000 / 1.1 million MA 13 0 7 ,1 $2,940,00040 0 Transportation professional, Second Avenue Subw 1 illio n MA ts 00 82 ,9 $ L.A. Mayor Antonio Villaraigosa handed NJ New York .3 m illio en 32,865,726, $ $2 y Comm. Rail m m Medium ,800 0 7 NY , S. Corridor I-205/Portland Mall tLRT 0 / 3 .3 ree ,00 New Yorkappearance North Shore ofLRT itsConnector 0 $9 6 h, ject Ext2 ,to0 Wiehle0 / Ave.3 k Ag Medium ,800 75 0 President Obama during a 5-minute meeting NY Portland g o 8 00 s r MA $9 8, $293,04004 0 2 5 2, nt Wo n 62 3, $ OR drivers, creating Mid Jordan LRT a 18 8 e m illio 0, 29 Pittsbur, Northwest/Southeasty, to Salt LRT Lake MOS Ci 5 em ste m n MA Medium-High $7 $ on the tarmac outside Air Force One.” y gment re y .1 n M Medium $681,94 PA Ag ly S / 2 illio 79,900 Dallas nt r 0 m illio 326 more welcoming ra d Ea 00 .6 m Mediums 3, TX Salt Lake Cit g G an 0, / 2 8.8 nt $0 2 , Weber Count in s 46 00 1 me 00 UT nd nt ) ,0 ) e ,0 andSLC passenger-, Dulles Corridor Metrorail Pr me A 20 MA re $44,550,00050 –Michael2 Lejeune, creative director, Los Angeles Metro ty Link LRTll F uExtensionee 2 ESWA n MA ,5 UT Central Link Initial Fu Se r (FFG A) ( illio n rk Ag 4 13,558,474 0 N. VA , rts Ag m illio (5) $4 ,830,04 ta nt (FFG .7 m Wo CGA 2 VAfriendlySeattle , service.UniversiS Gra g. 5 .7 tem P w g ion's Coren / / 5 ys 0 WA Ne din g n S 0 Seattleing n illio illio rly 0,0 0 (bottom).t .2 m m Ea $30,450,0005 $5,558,058 32,370,000 WA ll Fu 2 .2 nd 0,4 al Exis d Fu ) 2 a 3 ,910,100294 825 t e South Corridor Phase 2 A A) ts $ , 2,359,85, To nd , FFG en 329 808 me Access to( the (ReFFG em 2, om y, re Medium 0 ec Ag 0 7 R Sacramento nt 9,758,526 (6) 54,505,728 FL Transit - 1 Sera 0 0 810,000 CA , g G 38 Orl din 2,940,00, 0 North Corridor LRTn nts 347 FL Northern New, Jerse ll Fu e T , 44,550,00 37,452,0006,022 Fu em s 16 0 NJ , Southeastd Corridor rLRTe nt Medium Houston de Ag me 0 3 en nt ee s Medium TX m ra r nt 19,290,15 17,390,000 Houstonom n G t Ag e ec io n em 9,368,19 TX l R ct Gra re Medium-High 1,960,000 6,815 ta tru n Ag 0 17 To ns tio nt Medium 1 o c ra ts 11,070,180 51, t C tru G en Medium ,2 jec ns ion m 4 ro Co ct ree 8 17 14 EMBARQ From Here to There P Springfield,ct Pioneer Parkwaytru EmX BR $ EMBARQ From Here to There 15 oje ns t Ag Medium-High 29,700,000 0 9 OR r o ran 123,94 0 $ 7 al P ct C G Medium 0,0 t je n e 7 9 To ro ctio 1,7 g P tru Medium-High $8 din ns p Closur 5 en o jects. P Portland,t StreetcarC Loop Medium-High 7,840,000 10,842,80 $0 ro jec s 278,7068 p ro ct ystem Ga Medium ,7 OR l P oje S 24,450,030 11 ta Pr 9,4 To rts id Bus Medium-High 13 ta p ject $ all S o Medium-High h 2009. m 0 $0 g S Flagstaff, Mountain Metro Links Ra BRT Medium 9 , 13,794,4801,8 AZ eles Medium 3 Livermore,g Livermore-Amador Route 10 BRT 7,3 Corridor BRT Pr $6 CA Los An y Medium 0 CA Los Angeles, Wilshire Boulevard Bus-Onlyrport Lane Wa Medium $ ,000 over FYs 2007 throu CA ,000 lit between Houston North and Southeast Corridor Monterey, Monterey Bay sp press - Ai ly CA Riverside, Perris Valley Line CA San Bernardino,, MetroE Street Ex Corridor sbX BRT uin CA ,q Mid-City Rapid CA San Joa T , 2006 to include a total of $104 CA Fort Collins, Mason Corridor BRT CO Roaring Fork Valley, BRT Project CO ram/METRO Solutions-Phase 2 is shown even Fitchburg, Commuter Rail Improvements og ect. MA Kansas City, Troost Corridor BRT roj ts p MO ts ec ts . Austin, MetroRapid BRTec roj ec roj P roj TX King County, Bellevue P - Redmondrts BR P rts ta rts y Advanced Transit Pr WA ta ll S ta ear funds not included in FFGA. King County,ll S Pacificm aHighway lSouthl S BRT y ma /S ma rior in FY 2005. The FFGA was amended on June 22 WA l S rts /S p g ta ta rts ,000 will. be allocated to the To ta 958 in year funds received for FEIS w S 3, 0,450 r Ne w S ,87 prior olitan Transit Authorit he r Ne op t he ginal FFGA fundin g not needed O t ,057 in al O 0 t leted ori,71 To mp ) Does not include $3 , FY 2010 fundin (1 ject co r ) Pro (2 , howeve ) Does not include $1 d (3 FY 2009 allocation for Houston Metr (4) ) FY 2007 unallocated funds in the amount of $3 (5 ) PCGA recommende (6 User education

User education: Get Started Early

In Santiago, , city and federal officials decided to restructure the city’s bus system. When the new system was finally launched, most Santiaguinos, as residents of the Chilean capital are known, were completely uninformed about the changes that the new system would bring to their daily commutes.

User education concentrated on rail system. The city’s snarled public high-level messages, using iconic transport system created such a public personalities like soccer star Ivan outrage that the Chilean president Zamorano, but failed to address the issued a public apology and the specific and practical needs of users. Transport Minister resigned.8 The problems of insufficient service and incomplete infrastructure were Transantiago’s problems went beyond exacerbated by the fact that citizens poor communications, but the chaos had not received enough personalized was significantly amplified by citizens information about Transantiago — who had been left in the dark. where it would run, how much it would cost, or how customers would Transantiago’s problems have been pay, board and transfer. The new route well-documented and are widely map was released less than two weeks understood. What’s not so well prior to the opening day and was known is that most new BRT systems Fun for the poorly designed, making it difficult for in developing countries have had whole family 7 passengers to navigate the new system. similar communication problems information Many cities, such as during implementation, and a lack Guadalajara, Mexico, Information kiosks Confused citizens, not knowing where of funding and institutional capacity Outreach in schools have recognized the new buses traveled, crowded is usually the root cause of insufficient Trial periods the effectiveness of the city’s metro, nearly crippling the user education.9 Station ambassadors educating children Local news segments about public transport to boost ridership.

EMBARQ From Here to There 17 User education User education

Make your system familiar children will be likely to share what Citizens who consider riding public they’ve learned with their friends Learn transport, particularly those who have and family. Johannesburg, South Africa from Rail the option to drive, can be deterred for example, hired a theatre production Dijon, France by the unfamiliarity of a system — company to perform a Rea Vaya- converted a centrally where it goes, the fare collection, themed play in primary schools to located office into the boarding process — basically teach children how to use the system. La Maison du Tram Likewise, Leon, Mexico held Optibús- (The House of the every aspect of using it. Agencies can Tram), an exhibition overcome this hurdle with extensive themed children’s events. When we surveyed designed to educate user education, particularly prior to users on the nuts potential riders of the opening of a new line. Answering the right and bolts of its new the new Orange questions system. They branded the building Line, it became Once a BRT station design has User education should help potential using bright colors customers answer six fundamental clear that they been chosen, consider installing a from the system’s weren’t quite prototype station in an area of heavy questions: color palette and sure what it was. pedestrian traffic so that potential placed educational A train? A bus riders can familiarize themselves with Who is affected? exhibits about the rail line in its interior. In with stations? it. In Ahmedabad, India, the city built a What is it? Where does it go? the first year it was A different fare sample station a year before operations open, the exhibit When does it start? structure? To began. The prototype allowed the city attracted more than to showcase the station design and How do I get from here to there? 20,000 visitors. answer the help educate the public about how it Why should I ride it? questions — and would operate. At the same time, the impart even more prototype allowed the city to test and Johannesburg helped prepare its information — we tweak certain design elements. citizens for the opening of the Rea Vaya anchored the BRT by setting up a kiosk in a major campaign with Many cities have recognized the mall near a future route in Soweto language that effectiveness of educating children to educate the public and give them consistently begins about public transport to boost ridership. an opportunity to ask questions with “It’s…” This The basic idea of this approach is that about Rea Vaya. allowed us to point out the many new and appealing features of the line, the vehicles and the advantages for riders.

–Michael Lejeune, creative director, Los Angeles Metro

18 EMBARQ From Here to There EMBARQ From Here to There 19 User education User education

Open It Up To the Public Johannesburg, South Africa built a prototype BRT station before operations began and allowed users to see for themselves how the new system would work.

Get The Word Out For the launch of Optibús Phase 2, an extension of Leon, Mexico’s BRT system, the city employed a cadre of employees who went door to door to explain the expansion and answer any questions.

Target Your Audiences Macrobús of Guadalajara, Mexico conducted a comprehensive user education campaign, reaching out to current bus riders and school children.

20 EMBARQ From Here to There EMBARQ From Here to There 21 User information systems

User information systems: Public transport can add real value to the city Systematize by being better integrated within Your Information its wider context. –TFL “Interchange Best Practice Guidlines

User information systems are placed throughout a transport system to help all riders— no matter their ability, age or literacy level — navigate it with ease.

Transport for (TfL), the agency the transit system easy to use for all that oversees the British capital’s buses, passengers, including people with trains and roads, has taken a rigorous and limited mobility. Use vandal-proof systematic approach to user information. materials and ensure information is Part of what makes TfL so successful illuminated at night. is that it adheres to strict design guidelines across its transport network. Understanding Make navigation Four design rules for TfL’s interchange and movement easy by designing facilities and signage – places where information systems that are passengers transfer between modes – intuitive for all users and well- are good governing principles for all user integrated into their context. information systems:10 Clearly identify connections to routes and destinations. Place Efficiency Place user information signage and information where at decision points where passengers need it. Use technology pedestrians can easily read to support wayfinding. information it without obstructing the Diagrams and maps movement of others. Design Quality Use high-quality and Schedules systems that are simple to well-designed materials to help Fare and ticketing manage and maintain. Provide improve the user experience and Station markers space for displaying temporary enhance a transit system’s values of Information kiosks Wayfinding signage information as well. modernity, cleanliness and quality. Think like Real-time arrival a pedestrian information Usability The design and Think Outside the System Audible Clean, simple and announcements placement of signage, maps, kiosks Customers’ trips don’t begin when they user-friendly signage helps pedestrians and ticket machines should make enter the station and don’t end when navigate London.

EMBARQ From Here to There 23 User information systems User information systems

they exit. You should not only help Maintain the brand across all customers navigate within the system user information systems Make A Mark but help them navigate throughout their A transit agency should have consistent In Copenhagen, entire trip, which begins and terminates branding across its user information Metro stations feature within the surrounding urban area. systems. Outside the bus, customers “totems” that are both Therefore it is important for wayfinding have the most contact with these visual functional and iconic. signage, information kiosks and other guides, so it is important to ensure that information systems to be provided in they are visually associated with the rest the neighborhoods around the stations. of the brand. This can be done through Passengers uniform typefaces, color schemes, want to see Naming and designing stations in logos, layout, print materials and other their public ways that take into account local design elements. transit operators landmarks can help riders find popular destinations easily. Include nearby Keep it simple… buying into a points of interest on station wayfinding but informative set of common materials, provide good station-area There are two common mistakes standards maps and place directional signs to that transit agencies make when based on their stations in high traffic areas. Maps, designing user information systems. signs and other materials should clearly The first is inundating the user with too needs and indicate opportunities to transfer to much information. Route timetables, wants. other lines or modes. for example, may contain plenty of information, but they are hardly simple -Tyrone Pardue, Strict founder and CEO, to use. LA Metro created a 15-Minute Guidelines Pardue Associates Map showing only buses that arrive at least every quarter-hour, eliminating the need for passengers to check data- uses strict guidelines heavy timetables. to ensure that all user information systems are The second common mistake is not standardized providing enough information. Not and clear. everyone possesses the same level of think about: understanding about stations, routes and schedules as transport planners > What information will your user need at key who are most familiar with the system. decision points in his/her journey? Designers of user information systems > Can children and elderly see and understand need to think more like novice users the information? and less like transport planners. > Is the most basic information conveyed in a way that reduces or eliminates language and literacy barriers?

> Can the information be updated in a timely and efficient manner if the routes or system changes?

> Is the information conveyed in accessible ways for people with disabilities?

> Do users need information in multiple languages?

24 EMBARQ From Here to There EMBARQ From Here to There 25 User information systems User information systems

Find your way Legible London is a wayfinding system to encourage walking. Developed by Transport for London, the system follows strict brand guidelines and uses beautiful design to make the city friendly and accessible.

Knowing is Everything The new BRT system in China uses digital displays to indicate when the next bus is arriving, eliminating the uncertainty that can deter potential riders.

26 EMBARQ From Here to There EMBARQ From Here to There 27 Marketing campaigns

Marketing campaigns: Travelers’ perception… [of] public Know What transport systems [must] Riders Want be thoroughly comprehended by marketing Marketing is not a substitute for high-quality service. concepts and strategies so For example, it’s not enough that a clean well-lit station that a newly helps riders feel safe; the station has to actually be built public safe. Marketing is most powerful when it promotes transport something that actually exists. system… can be successful.

–C.H. Wei and C.Y. Kao, Riders’ perception of transit service is focus primarily on attracting new “Measuring Traveler often influenced by five factors:11 riders, they can also help build Involvement in Urban Public Transport Services” public and political support for 1 Reliability a project. This means getting the 2 Frequent service support of people who won’t 3 Safety and cleanliness necessarily use the system and 4 Service hours educating them about the broader 5 Cost and savings benefits of high-quality transport.

If your service can successfully deliver Los Angeles Metro’s “Opposites” these things, you are at a good starting campaign and larger organizational point. But it’s not enough. Remember, rebrand not only contributed to an do something good and tell people increase in discretionary ridership from about it. That’s good marketing. 24% to 36% of riders, it also helped information pass Measure R, a proposed ½ cent tax Television/radio ads Building political support increase to fund major capital projects Billboards While marketing campaigns should of the transit authority.12 Stickers and postcards in local stores Kiosk at events Bus ads Front and Center Internet campaigns The HealthLine in Novelty items (t-shirts, bags, etc) Cleveland, Ohio promotes Free service prior its service with large and to launch playful advertisements along the bus corridor.

EMBARQ From Here to There 29 Marketing campaigns Marketing campaigns

Once you know your audiences, you can begin tailoring your messages to them. Your life on track The Phoenix/Tempe area Elderly METRO Light Rail in Students the reaches beyond typical commuters Religious organizations with this ad campaign promoting nightlife Women options along its corridor. Sport/music/theater fans Media

Tourists Corridor business owners Property developers Transit Agency Corridor residents

Delivery companies Non-users

Motorbike riders Non-native language speakers Public officials Car drivers

People with disabilities Major employers Voting public at large

Messages

Jump on, jump off! It’s the quickest commute.

Worried about parking? Avoid the hassle.

The city’s economic lifeline.

Accessible to all!

The best spot to live is near the station.

Your ticket to the hottest acts in town.

30 EMBARQ From Here to There EMBARQ From Here to There 31 Marketing campaigns Marketing campaigns

A Piece of History Opposites Attract In the early 20th century, the and other transport providers had various advertisements that promoted Los Angeles public transport as a means for workers to commute, for Metro created an shoppers — at the time almost exclusively women — advertising campaign to reach stores and for families to take leisure trips. called “Opposites” that presented LA Metro as an attractive solution to various problems, each targeting different values and tastes. To get trendsetters to help spread their message, LA Metro gave out free branded t-shirts to baristas in fashionable neighborhoods who then promoted the campaign.

32 EMBARQ From Here to There EMBARQ From Here to There 33 Public relations and external communications

Public relations and external communication: Control the

Narrative Government What’s Going On? entities are often Building good will afraid of media involves explaining and tend not to the purpose of External communication can be extremely road closures and effective at controlling a transit agency’s image communicate construction activities with them, to both riders and the and the story it tells about a project. general public. taking a “duck and hide” mentality. With VIVA, we had a Although the press typically reacts to Develop relationships person whose negative occurrences, you want to with media only job was to attract press coverage that you can The more comfortable journalists feel feed the media control and steer. As a general rule, it’s contacting a transit agency, the easier it important to address problems and is to disseminate facts and key messages stories about negative perceptions proactively, rather about the service. It’s important to be the project. than wait to be called for comment on as accessible as possible to journalists –Alina Kelly, president, a reactionary story. otherwise you run the risk of them not AKelly Consulting, Inc. getting the facts straight or spreading In Delhi, India, the first phase of the a negative story. city’s BRT was plagued with operational and communications problems from Outside of Toronto, Canada, York the start. In the absence of strong Region Transit constantly worked communication from the city, media with the local media to help them seized on the shortcomings and understand the new VIVA priority skewered the BRT, focusing particularly bus network. Alina Kelly, a transport on the problems the new system marketing expert whose firm conducted caused for car drivers.13 Although many the marketing and communications information of the operational issues have since for VIVA, said they strove to give the been remedied, the negative press media as much information as possible. Press kits Mailing lists has contributed to doubts about the “Government entities are often afraid of Media interviews viability of BRT, which has significantly media and tend not to communicate Outreach at events slowed system expansion in Delhi. with them, taking a “duck and hide” Construction updates

EMBARQ From Here to There 35 Public relations and external communications Public relations and external communications

mentality,” Kelly says. “With VIVA, we had Organize tours raise the profile of the Metrobüs BRT passengers can expect from the BRT Being nominated a person whose only job was to feed the Construction tours of the new system in Istanbul and the Janmarg BRT in line and don’t oversell potential benefits. for the 2010 media stories about the project.” and study tours of iconic systems Ahmedabad. In , the Massachusetts Bay Sustainable Transportation Authority (MBTA) like Bogota and Curitiba offer good Transport Award This relationship building was hugely opportunities to develop relationships Anticipate and avoid criticism made this mistake, vigorously promoting successful. The editorial board of with journalists. If your agency plans to Give the community as much its new Silver Line bus service as a subway is not only Toronto Star, the region’s largest local visit another city where a similar project information about your new line even on tires. While it was an improvement motivating, but newspaper, had been terribly critical of has been implemented, invite local before construction begins. This will over the previous bus service, to some it also shows the idea to bring “rapid transit” to the journalists along. help keep the public informed and will the Silver Line didn’t live up to the that Macrobús People-to-people suburbs, but was handily won over by decrease the chance that it is caught expectations MBTA had cultivated in the is recognized as the launch of the new service. “They ran 14 interaction is Include vocal opponents openly and off-guard by road disruptions. Before public. The gap between expectations an international possible on a two-page spread about VIVA which deliberately in tours. At worst, they will the start of construction, identify major and reality led to disappointment, making was almost verbatim a piece we had phases that will require new community it more difficult to fund or expand the best practice. a study tour. continue to be skeptical, but the more prepared,” Kelly said. “My whole you approach them and include them updates. Communications for each new system in the future. This award That informal budget couldn’t have bought that in the process, the better your chances phase should include potential travel means more than interaction helps kind of publicity in the Star and we of “converting” them will be. VIVA’s disruptions, alternate routes to avoid Alina Kelly said of York Region’s honoring buses, cross-learnings got it for free.” experience with the Toronto Star speaks them, updates on construction progress VIVA project: “In Phase I we didn’t infrastructure and forms this strongly to this point. and completion timetables. promote ‘rapid’ because it wasn’t and technology. Your stakeholder relationships don’t much faster. In transit marketing, cohesive group Ultimately, it helps end when construction finishes; Manage expectations like anywhere else, you simply can’t so that people, Get endorsements neither should PR and external Consider the various vectors of Be clear about what benefits future sell what you don’t own.” us promote a after going on relations. Public relations efforts should influence on your ridership and access cultural change the study tour, be closely tied to the daily operation of them. When important “taste makers,” towards a more can remember your transit service. such as popular musicians, athletes organized and a lot of things. or local media personalities are more Los Angeles Metro developed an sustainable Tailor the story informed about the operations of the extensive public relations plan transport system. –SK Lohia, Official Journalists with different beats will system and its benefits, the more likely on Special Duty, Mass around the construction and be interested in different aspects of they are to spread the word. , launch of the Orange Line BRT. –Diego Monraz Rapid Transit Systems, the system depending on their topics for example, used entertainment show Each piece of press material Villaseñor, director Ministry of Urban of interest. For example, a health the Blue Man Group to market the adhered strictly to the previously general, Sistema de Development, India established brand and identity reporter might want to know how launch of its MAX BRT line. Tren Electrico Urbano, system, creating a comprehensive BRT increases physical activity, whereas Guadalajara, Mexico narrative about the project. The a business reporter would want to Being nominated for international agency shot video of Orange know how a BRT corridor spurs real awards can also be a great way to elevate Line footage in 6 languages and estate development. Consider each the status and prestige of a project. The distributed it to every TV station journalist and outlet independently annual Sustainable Transport Award in the Los Angeles area. They and what will engage and attract his or used sound walls around the created by the Institute for Transportation construction site as advertising her readers. and Development Policy has helped space, not for other advertisers, but for the Orange Line itself. Metro distributed construction updates and notices through community newspapers, meetings, events, employer locations and even delivered fliers to doorsteps.

36 EMBARQ From Here to There EMBARQ From Here to There 37 Public relations and external communications Public relations and external communications

Get Walk this way Endorsements Guangzhou led a Las Vegas used series of walking tours, popular entertainment opening the system up show, Blue Man for local residents to Group to market the explore and learn. launch of its ACE BRT line.

Construction Tours Johannesburg held regular construction tours of their Rea Vaya system for journalists.

Celebrate Accomplishments President of Mexico, Felipe Calderón celebrates the launch of Guadalajara’s Macrobús by riding the bus.

38 EMBARQ From Here to There EMBARQ From Here to There 39 User feedback systems

User feedback systems: Be Responsive to Riders

In a customer-driven industry, such as public transport, communication channels should be bi-directional. Without effective methods to communicate feedback, both positive and negative, riders can feel unimportant.

Let riders try it out weeks between December 2000 and A number of public transport systems January 2011. The trials were only have opened new services to the public during non-peak hours (9:00 AM-4:00 for several days free of charge. In these PM) and helped thousands of users examples, user education efforts can understand how the system worked. be nicely combined with feedback These users became multipliers, helping systems, helping customers learn how other new users get acquainted with to use the system and at the same the system. time gathering feedback that can be incorporated into the final design. It’s important to note, however, that free trials can backfire if not properly Ahmedabad’s Janmarg operated for free planned and delivered. Both Metrobús for the first 100 days of service. While this in Mexico City and Macrobús in Guadalajara had extremely high lengthy trial period cost the city nearly information $700,000, it enabled many citizens to passenger volumes during the free trials, resulting in chaotic operations. Call center/SMS service use the system and get accustomed to Comment cards it. Janmarg is now widely considered a Although the systems eventually Periodical surveys best practice of BRT. improved, the public’s first impression Online contact of a crowded, poorly run system methods: e-mail, Please come in website comment Bogota’s TransMilenio also held free prevailed for years to come, especially form, social media, Los Angeles Metro’s trials for its first BRT corridor for three among non-users. electronic kiosks Customer Center is colorful and inviting.

EMBARQ From Here to There 41 User feedback systems User feedback systems

Survey Passengers Feet on the ground In Mexico City, Metrobús surveys riders every six months to measure user perception and determine if it needs to make The Las Vegas RTC any changes. Bogota’s TransMilenio surveys its riders on has student transit a monthly basis to track customer satisfaction as well. The ambassadors surveys include evaluations of different aspects of the system — spend time on the access, stations, fare collection, trunk services, feeder services, system answering support personnel and personal security, among others. questions and gathering In addition to functioning as a managerial tool, the surveys, feedback from riders. along with reliability and punctuality metrics, are used along with performance indicators to award the best bus operators.

Metrobús, Mexico City: Users by purpose of trip

Facelift Los Angeles Metro hired a well known architect to convert its customer service center from a dark, unwelcoming structure into a cheerful, friendly office. The message the new design sends is loud and clear: please come in. 2006 2007 53% Work 63% Work 18% School 14% School 10% Social Activites 9% Social Activites 7% Shopping 3% Shopping 8% Out and About 4% Out and About 4% Other 7% Other

42 EMBARQ From Here to There EMBARQ From Here to There 43 Online engagement

Online engagement: New Ways to Access Information

The ways in which people access information have undergone a huge transformation in the last decade, with more and more people going online to find information they need.

Yet many transit agencies still don’t the chance that discretionary riders have comprehensive online strategies. become loyal customers. This is a huge problem that must be remedied. The good news is that It’s important to note that just having establishing a sophisticated online a website featuring this information presence is relatively cheap and can is not enough. The website must have a large impact on riders. be user-friendly, well-designed and conform to brand standards. Reach users before they arrive Be Proactive! The first thing potential riders want Managing your online presence also to know before deciding to use serves a crucial “defensive” role. By not public transport is whether it can having an online presence, you leave get them to their desired destination. the door open for someone else to A website that features cleanly create one for you — one over which designed maps and schedules can you have no control. Buy all appropriate provide this information to passengers web domains as soon as the BRT system before they ever leave their homes. name is chosen. Also consider taking At The Tip of It can also tell them expected travel cues from politicians and buy domains information Your Fingers times, potential delays or any of websites that you would never want Passenger-friendly other information that would effect to exist, such as “ihatetransmilenio.com.” website In Boston, Governor their commute. All these things make This can go a long way in preventing Facebook of Massachusetts Deval Twitter Patrick learns how to get public transport more user-friendly, outspoken opponents from publicly Orkut arrival time information reliable and accessible, increasing slandering a project. Mobile/SMS tools for Boston’s buses on his .

EMBARQ From Here to There 45 Online engagement Online engagement

Go social experiences of riders, insight that planners, real-time arrival websites, more attractive. Through applications Online Tips The Transportation Research Board is might otherwise cost you significant mobile applications, customized maps like NextBus, city dwellers in places time and money to collect. Stay and much more. like New York, Washington, D.C. and Register domain investigating the potential of social name, Facebook, media, such as Facebook, Twitter aware of the online conversation and Los Angeles can check the real-time Twitter and other and YouTube, to increase ridership, opportunities it presents to collect Google Transit directions are a location and projected arrival times accounts early reach new audiences, promote closer feedback and promote service changes, prime example of what agencies of buses from their mobile phones. relationships with customers and improvements or extensions. can do by opening up their data. This type of information reduces the Monitor local online Many cities around the world now uncertainty of using public transport. forums and blogs communicate real-time information for feedback more efficiently. The Metropolitan Many of the newer online offer comprehensive transit trip Transportation Authority in New communications options, particularly planning through Google Maps. Even in cities where transit agencies Post online copies York City, for example, uses Facebook social media, can be used to create In Northern California, Redwood have not opened their data, of any printed item more feedback systems. Sometimes Transit System combined the data entrepreneurs are coming up with riders can pick-up and Twitter to communicate with in-system thousands of riders every day, keeping your existing customers can attract it submitted to Google Transit, with innovative ways to share public them up to speed on service changes new riders more easily with new additional mobile and web-based transportation information. Keep names, brand and construction developments. media than your agency ever could information services and a new For example, Mobile 4 Mumbai used consistent across through traditional marketing. In cities bus pass program and saw ridership data collected by social media to all online platforms Similarly, Johannesburg has used Twitter as a medium to promote its throughout the U.S., fans of sustainable increase 30%.15 The transit agency build a mobile application allowing Open data to users new high-speed rail system, hosting transport have built grassroots in Duluth, Minnesota recorded users to find bus routes in the city. and developers a “tweetup” — a public gathering networks of supporters, epitomized by a 12% increase in ridership in the Social media consultant and Mobile 4 organized on Twitter — which was ’s Streetsblog.org. Some year after introducing Google Mumbai user Moksh Juneja explains Make It attended by hundreds of people. transit agencies have capitalized on Transit directions.16 that the new application has been user-friendly these groups to get information out a big success, “This application is Throughout American Often transit agencies fall into the about new services and to get feedback The District Department of a blessing and we need not be cities, Nextbus provides smartphone trap of hiring a junior-level employee and suggestions for improvements. Transportation in Washington, D.C. is dependant on anyone to reach users with real-time installing large informational screens a particular destination,” he said in an to set the social media strategy. bus arrival data, However, it’s important that this Open your data in bus stations and at busy pedestrian interview with DNA, a leading Indian making it easier person be experienced in the field. Open source software projects have locations throughout the city that newspaper. “This application has given for passengers to proven that informal groups of users display real-time information about the renewed confidence to the individual schedule their trips. Keep your finger can create useful tools with little or nearest bus and Metro routes, car and bus passengers.” on the pulse no resources beyond their own time. bike sharing stations, as well as current There’s a great chance that customers Transit agencies can harness this power weather and service disruptions. While entrepreneurs like those that are talking about your service among by opening up their operational data — run Mobile 4 Mumbai continue to their peers, on blogs, e-mail lists, travel times, bus schedules, stop Go mobile innovate, it’s important for transit social networks or other websites. locations, GPS feeds — not only for Mobile phone applications are another agencies to view them as allies and These conversations offer invaluable the public to see but for developers to innovative practice that cities are support them by making data open insight into the perceptions and create extraordinary applications: trip adopting to make public transport to the public.

46 EMBARQ From Here to There EMBARQ From Here to There 47 Online engagement

engage Customers Online Transjakarta operates a website with a route planner, Facebook and Twitter pages, online route and system maps, comment forms, a rider poll, live station security camera video feeds and even a way that customers can send feedback through SMS.

Get Creative Chicago partnered with a group of foundations on “Give a Minute” to ask citizens how the city could encourage more transit use, biking and walking. Ideas could be submitted online, or by text message.

48 EMBARQ From Here to There References 11 Adapted from Alasdair Cain et al. Governor Patrick; pg. 48 Transjakarta, Give “Quantifying the Importance of Image and a Minute; pg. 49 PezMico. 1 Advertising Age Group. “Top 100 Global Perception to .” For U.S. Marketers by Measured Media Spending.” Department of Transportation, Federal 2010. http://adage.com/globalmarketers2 Transit Authority. Washington, D.C. 2009. 010/#global_100. Accessed May 2011. http://www.nbrti.org/docs/pdf/NBRTI%20 Acknowledgments -%20BRT%20Image%20Study%20-%20 2 United Nations Human Settlements March%202009_Final%20Draft.pdf The authors would like to Programme. “Enhancing Urban Safety acknowledge the valuable and Security: Global Report on Human 12 Ethan Arpi. “Transit Agencies Need contributions of Dario Hidalgo, Rejane Settlements 2007.” Nairobi, Kenya. 2007. to Invest in Marketing: A Lesson from pp 223. Los Angeles.” TheCityFix. 2009. http:// Fernandes, Richard Katz, Rhys thecityfix.com/transit-agencies-need-to- Thom, Kavita Ramakrishnan, Ozen 3 Federação Nacional da Distribuição invest-in-marketing-a-lesson-from-los- LeCompte, and Burhan Kocaman. de Veículos Automotores, O Portal da angeles/. Accessed May 2011. Distribuiçáo de Veículos do Brasil. 2011. Special thanks to Erica Schlaikjer for http://www.fenabrave.com.br/principal/ 13 Dario Hidalgo. “Op-Ed: Say “Yes” to lending her sharp eye and editing skills home/?sistema=conteudos|conteudo& Improving Delhi’s BRT.” TheCityFix. 2008. and to Jeffrey Riecke for his research id_conteudo=147#conteudo http://thecityfix.com/op-ed-say-yes-to- assistance. Alina Kelly and Michael improving-delhis-brt/. Accessed May 2011. 4 United Nations Human Settlements Lejeune also provided invaluable input. Programme. “Enhancing Urban Safety 14 Paul Schimek et al. “Boston Silver Line We would also like to acknowledge and Security: Global Report on Human Washington Street BRT Demonstration the following people and organizations Settlements 2007.” Nairobi, Kenya. 2007. Project Evaluation.” For U.S. Department for their help with the media contained pp 223. of Transportation, Federal Transit in this report: Elda Flores, Leon, Administration. Washington, D.C. 2005. 5 Todd Litman. “Rebound Effects: Mexico, General Direction of Mobility; Implications for Transport Planning.” TDM 15 Aaron Antrim. “FTA names RTS website Lesa Rair, Matthew Dickens, American Encyclopedia. Victoria Transport Policy with Google Transit ‘Innovative Practice Public Transportation Association; Institute. 2010. http://www.vtpi.org/tdm/ for Increased Ridership.’” Trillium Solutions tdm64.htm. Accessed May 2011. Blog. 2008. http://www.trilliumtransit.com/ Jackie Dennis, RTC of Southern blog/2008/02/21/fta-names-rts-website- Nevada; Karl Fjellstrom, Dani Simons, 6 APTA. “2010 APTA Awards.” 2010. with-google-transit-innovative-practice-for- Ting Ting Wang, Liang Yin, Institute for pp 4. http://www.apta.com/members/ increased-ridership/. Accessed May 2011. memberprogramsandservices/awards/ Transportation & Development Policy; Documents/APTA-Awards-Program-2010. 16 Daniel Nairn. “Google Transit comes to Jette Banke, Knud Holscher Design; pdf. Accessed May 2011. Charlottesville.” Charlottesville Tomorrow. Maïté Picq, Sophie Hazera, Grand 2008. http://cvilletomorrow.typepad. 7 Dijon; Jerry Masek, Greater Cleveland Juan Carlos Muñoz, J. de D. Ortúzar, com/charlottesville_tomorrow_/2008/12/ RTA; Wendy Neville, Paulette Kirby, and A. Gschwender. “Transantiago: The google_transit.html. Accessed May 2011. Fall and Rise of a Radical Public Transport ; Intervention.” Travel Demand Management Hillary Foose, Valley Metro; and Road User Pricing: Success, Failure Kimberly Moser, Brampton Transit; and Feasibility. . 2008. pp Photo and Image Credits 151-172. David Ellis and Alice Lambert, Cover photo & pg. 14 CTS Mexico; pg. 1 Transport for London. 8 The Economist. “The Slow Lane: Knud Holscher Design; pg. 2 Ethan Arpi; Fallout from a botched transport reform.” pg. 5 Jorge Lascar; pg. 6, 16, 21 (bottom) http://embarq.org/brand/ 2008. http://www.economist.com/ SITEUR 2009; pg. 9 VIVA Transit; pg. 10, GlobalStrategicPartners node/10650631?story_id=10650631. 11, 14, 33, 34, 37, 40, 43 Images courtesy Accessed May 2011. of Metro Los Angeles © 2011 LACMTA; pg. 12 Rhys Thom; pg. 19 Le Tram Dijon; 9 Dario Hidalgo and Aileen Carrigan. pg. 20 General Direction of Mobility, “Modernizing Public Transportation: Government of Leon; pg. 21 Ismail Farouk Lessons learned from major bus (top); pg. 22 Kake Pugh; pg. 25 Knud improvements in and Holscher Design (top), Transport for Asia.” The World Resources Institute. London (bottom); pg. 26 Matt Jones (top), Washington, D.C. 2010. pp 23. Rob Brewer (middle), Paul Lloyd (bottom); pg. 27, 39 Institute for Transportation and 10 Transport for London. “Interchange Best Development Policy; pg 28 & 39 (middle) Practice Guidelines 2009.” Transport for Aileen Carrigan; pg. 31 Park and Co; pg. This report was made possible by London. http://www.tfl.gov.uk/microsites/ 32 London Transport Museum; pg. 36 interchange/documents/interchange-best- Amit Bhatt; pg. 38, 43 RTC Transit; pg. 39 practice-guide-qrg.pdf. Accessed May 2011. Gobierno Federal (bottom); pg. 44 Office of

50 EMBARQ From Here to There The lines of work we’ve identified are laid out in basic chronological order and are by no means a strict ordering, similar to the chapters outlined in the “Bus Rapid Transit Planning Creative Timeline Guide” published by the Institute for Transportation and Development Policy (ITDP).

Project Preparation BRT Operational Design Construction Physical Design Schedule Construction Project intention announced Corridor selection Construction begins Business plan finalized; hiring begins Pre-launch blitz Operations begin Operations

Brand and identity

Internal communication

User education

User information systems

Marketing campaigns

Public relations and external communication

User feedback systems

Online engagement

This work is licensed under a Creative Commons Attribution-NonCommercial- NoDerivs 3.0 Unported License. Begin high-level user education, launch corridor- Host groundbreaking event, explain benefits/ Deliver internal brand training, Host press event, give free trials, identify station targeted marketing, issue press releases, finalize ”why?” marketing campaign, launch feedback establish internal feedback ambassadors, increase targeted marketing Report by: corridor-specific brand elements systems, provide construction/disruption updates methods, publicize business model Erik Weber, Visiting Fellow [email protected]

Ethan Arpi, Strategic Communications and Marketing Manager Launch website, issue press releases, create action Release final route maps, build Begin media/PR blitz, build external events presence, finalize pre- [email protected] plan, gain political support, develop marketing sample stop, display buses at events, opening marketing campaign, develop specific user education (e.g. Aileen Carrigan, Transport Planner campaign, conduct market research. get feedback for user info systems school outreach), begin targeted marketing, finalize unified brand [email protected]

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