TCRP Report 108 – Car-Sharing: Where and How It Succeeds
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MEMORANDUM of AGREEMENT to Implement a Regional Reduced Fare Permit for Senior and Disabled Persons
MEMORANDUM OF AGREEMENT To Implement a Regional Reduced Fare Permit for Senior and Disabled Persons This agreement is entered into as of the August 30, 2017, by and between Clallam Transit System, the City of Everett (Everett Transit), Grays Harbor Transit, Thurston County Public Transportation Benefit Authority (Intercity Transit), Jefferson Transit Authority (Jefferson Transit), King County Department of Transportation – Metro Transit Division (King County Metro), King County Marine Division (King County Water Taxi), Kitsap County Public Transportation Benefit Area (Kitsap Transit), Pierce County Ferries, Pierce County Public Transportation Benefit Area (Pierce Transit), Snohomish County Public Transportation Benefit Area Corporation (Community Transit), Washington State Department of Transportation – Ferries Division (Washington State Ferries), Central Puget Sound Regional Transit Authority (Sound Transit), Mason County Public Transportation Benefit Area Authority (Mason Transit Authority), Skagit Transit, and Whatcom Transportation Authority hereinafter called the “parties.” Section 1. Purpose and Changes from Prior Agreement: The purpose of this agreement is to set forth the requirements for and implementation of the Regional Reduced Fare Permit (RRFP) established in memoranda of agreement dated May 17, 1982, August 8, 1984, August 8, 1987, September 8, 1994, December 1, 2000, September 1, 2002, February 3, 2003, August 1, 2009, December 1, 2012, and June 1, 2015. This agreement supersedes these 10 prior agreements. Grays Harbor Transit has been added to this agreement as a party , including amendments to Attachments 1 and 2. Section 7 - Eligibility Certification - has been modified from the agreement dated June 1st, 2015 to indicate that photo identification is required to be provided during eligibility determination. Section 5 – Cost of Regional Reduced Fare Permit – has been changed to indicate that issuing agencies can charge any amount up to $3 for permanent, temporary, and replacement RRFP cards. -
Operations Director
Washington OPERATIONS DIRECTOR $122,054 - $164,133 (STARTING WAGE UP TO $134,722) Plus Excellent Benefits Apply by May 16, 2021 (First Review, open until filled) KITSAP TRANSIT , WASHIN GTON ♦ OPERATIONS DIRECTO R WHY APPLY? There is lots to see and do in Bremerton, such as taking a stroll along the Boardwalk, touring the his- Headquartered in the City of toric USS Turner Joy, visiting Harborside Fountain Bremerton, Washington, di- Park and PSNS Memorial Plaza, or spending the rectly across the Puget afternoon browsing through Bremerton's historic Sound from Seattle, Kitsap Arts District and unique shops. Bremerton is a Transit offers the right candi- great place to live and offers quality schools, vast date the opportunity to work recreation, a clean environment, 35 beautiful in a positive and stable work parks, cultural programs, convenient shopping, environment that is confirmed with a staff tenure and excellent medical facilities, such as the state- averaging over 14 years, including the General of-the-art Heart & Vascular Center at Harrison Manager who has been with the Agency for 37 Medical Center. Olympic College in Bremerton years. The region offers affordable, quality living provides advanced technical and 7 baccalaureate in a spectacular water and mountain setting where degrees and enriches the community with many the ferry terminal and Bremerton Transportation educational and community services and a Busi- Center at the foot of downtown leads visitors into a ness Relations Center. growing community of galleries, theaters, shops, restaurants, museums, and cafes. If you want to To the south of Bremerton, the City of Port Or- make a difference in a unique community that of- chard serves as the seat of Kitsap County. -
The Deloitte City Mobility Index Gauging Global Readiness for the Future of Mobility
The Deloitte City Mobility Index Gauging global readiness for the future of mobility By: Simon Dixon, Haris Irshad, Derek M. Pankratz, and Justine Bornstein the Internet of Things, artificial intelligence, and Where should cities other digital technologies to develop and inform go tomorrow? intelligent decisions about people, places, and prod- ucts. A smart city is a data-driven city, one in which Unfortunately, when it comes to designing and municipal leaders have an increasingly sophisti- implementing a long-term vision for future mobil- cated understanding of conditions in the areas they ity, it is all too easy to ignore, misinterpret, or skew oversee, including the urban transportation system. this data to fit a preexisting narrative.1 We have seen In the past, regulators used questionnaires and sur- this play out in dozens of conversations with trans- veys to map user needs. Today, platform operators portation leaders all over the world. To build that can rely on databases to provide a more accurate vision, leaders need to gather the right data, ask the picture in a much shorter time frame at a lower cost. right questions, and focus on where cities should Now, leaders can leverage a vast array of data from go tomorrow. The Deloitte City Mobility Index Given the essential enabling role transportation theme analyses how deliberate and forward- plays in a city’s sustained economic prosperity,2 we thinking a city’s leaders are regarding its future set out to create a new and better way for city of- mobility needs. ficials to gauge the health of their mobility network 3. -
Marca Sub Marca Extras
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Mexico in the Face of Protectionism
Mexico in the Face of Protectionism TABLE OF CONTENTS Excerpts from the magazine “Negocios” published by ProMéxico ccording to Professor María Cristina Rosas, researcher in the Na- tional Autonomous University of Mexico (UNAM), Mexico is at the forefront of “new generation” trade agreements: wide-ranging agree- Mexico in the Face of the Protectionism A ments that include headings such as trade in services, investments and intellectual property. The country’s bet for free trade among nations versus More investment coming to Mexico protectionism offers a wide array of options and opportunities for investment and business in a particularly adverse international context. Professor Rosas points out that when there is an economic crisis, some MEXICO countries opt for protectionism. The reason? Restricting the entry of goods and services from abroad presumably helps to stimulate domestic con- Trade Balance sumption and protect employment. Nevertheless, in an international setting such as the current one, it is not so simple to opt for protectionism when a Financial and Economic Indicators global recession takes place. Many inputs for production are obtained from different localities and they are manufactured in the place that offers the best conditions regarding productivity and competitiveness. BUSINESS In the 1980s, Mexico modified its economic policy and adopted new meas- ures in relation to foreign investment and trade, which led to a reduction in Mexico’s Official Gazette Notices dependence on hydrocarbon exports, giving greater space to the manufac- turing sector. Mexico opened up and integrated into the global economy. EU Official Journal Nowadays, Mexico maintains an open economy, due largely to the fact that it has economic and free trade agreements (FTAs) with 44 countries in three continents, by means of which Mexico provides its counterparts with privileged access to its domestic market and at the same time assures simi- lar conditions for itself in its partners’ markets. -
Crowdsourcing for Field Transportation Studies and Services
IEEE TRANSACTIONS ON INTELLIGENT TRANSPORTATION SYSTEMS, VOL. 16, NO. 1, FEBRUARY 2015 1 Scanning the Issue and Beyond: Crowdsourcing for Field Transportation Studies and Services Happy New Year to Everyone! This is the year of the sheep further estimated. This results given that each bus sends an according to the Chinese lunar calendar, which implies a year update only sporadically (approximately every 200 m) and that of happiness in every day, almost! I wish our journal to be a bus passages are infrequent (every 5–10 min). better one in the year of the sheep with your help. So please Toward System-Optimal Routing in Traffic Networks: A check @IEEE-TITS (http://www.weibo.com/u/3967923931) Reverse Stackelberg Game Approach in Weibo (an extended Chinese version of Twitter), IEEE Noortje Groot, Bart De Schutter, and Hans Hellendoorn ITS Facebook (https://www.facebook.com/IEEEITS), and our In the literature, several road pricing methods based on Twitter account @IEEEITS (https://twitter.com/IEEEITS) for hierarchical Stackelberg games have been proposed in order upcoming news in the IEEE Intelligent Transportation Systems to reduce congestion in traffic networks. Three novel schemes Society, the IEEE TRANSACTIONS ON INTELLIGENT TRANS- to apply the extended reverse Stackelberg game are proposed, PORTATION SYSTEMS, and the IEEE INTELLIGENT TRANS- through which traffic authorities can induce drivers to follow PORTATION SYSTEMS MAGAZINE. The three sites are still routes that are computed to reach a system-optimal distribution under development, and your participation and any suggestions of traffic on the available routes of a freeway. Compared with for their operation are extremely welcome. -
Toronto Urban Sharing Team
URBAN SHARING City report no 2 in TORONTO URBAN SHARING TEAM URBAN SHARING IN TORONTO City report no. 2 URBAN SHARING TEAM: Oksana Mont, Andrius Plepys, Yuliya Voytenko Palgan, Jagdeep Singh, Matthias Lehner, Steven Curtis, Lucie Zvolska, and Ana Maria Arbelaez Velez 2020 Cover design: Lucie Zvolska Cover photo: Oksana Mont Copyright: URBAN SHARING TEAM ISBN: 978-91-87357-62-6. Print Urban Sharing in Toronto, City report no.2 ISBN: 978-91-87357-63-3. Pdf Urban Sharing in Toronto, City report no. 2 Printed in Sweden by E-print, Stockholm 2020 Table of contents 1 INTRODUCTION ..................................................................................... 1 2 THE CITY CONTEXT ................................................................................. 5 2.1 Geography and demographics ................................................................ 5 2.1.1 Topography and urban sprawl .................................................. 5 2.1.2 Socio-demographics.................................................................. 6 2.1.3 Tourism ..................................................................................... 6 2.2 City governance ....................................................................................... 6 2.2.1 Governance structure ................................................................ 6 2.2.2 City regulatory policies for sharing ............................................ 8 2.3 Economy ................................................................................................ 11 2.3.1 -
3405 Carshare Report
Arlington Pilot Carshare Program FIRST-YEAR REPORT Arlington County Commuter Services (ACCS) Division of Transportation Department of Environmental Services April 15, 2005 TABLE OF CONTENTS EXECUTIVE SUMMARY . 1 INTRODUCTION . 3 What is Carsharing? . .3 Arlington: A Perfect Fit for Carsharing . 3 Two Carsharing Companies Operating in Arlington . 4 Arlington County Commuter Services (ACCS) . 4 ARLINGTON PILOT CARSHARING PROGRAM . 5 Public Private Partnership . .5 Program Goals . 5 Program Elements . 5 METHOD OF EVALUATION . 9 EVALUATION OF CARSHARE PILOT PROGRAM . 10 The Carshare Program Increased Availability, Membership and Use . 10 Arlington Carshare Members Trip Frequency and Purpose . 10 Arlington Carshare Members Rate Service Excellent . 11 Carsharing Members Feel Safer with Carshare Vehicles Parked On-Street . 11 Arlington Members More Confident Knowing Arlington is Carshare Partner . 12 Arlington Carsharing Members Reduce Vehicle-Miles Traveled (VMT) . 12 The Pilot Carsharing Program Encourages Transit-Oriented-Living . 13 Carsharing Provides Affordable Alternative to Car Ownership . 14 Arlington Carshare Members Reduce Car Ownership . 15 The Pilot Carshare Program Makes Efficient Use of Parking . 16 CONCLUSIONS . 17 EXTENDING AND EXPANDING SUCCESS . 18 EXECUTIVE SUMMARY ARSHARING IS A SELF-SERVICE, SHORT-TERM CAR-RENTAL SERVICE that is growing in Europe and North America and has been available in the Cmetropolitan Washington region since 2001. Carsharing complements Arlington’s urban-village neighborhoods by providing car service on demand without the cost and hassles associated with car ownership. In March 2004, the Arlington County Commuter Services (ACCS) unit of the Department of Environmental Services partnered with the two carshare companies—Flexcar and Zipcar—to provide expanded carshare services and promotions called the Arlington Pilot Carshare Program. -
L'écho-Mobile
L’écho -mobile COMMUNAUTo’s newsletter · APRIL 2011 · VOL. XVII, NO 1 Communatuo’s first incursion in an out-of-province market (page 6 ) In this issue/ And more/ Editorial (page 2 ) CarShare HFX Halifax (page 6 ) The Competition Is Not What It Seems Communauto becomes a shareholder Improved agreements (page 4 ) BIXI-AUTO and BIXI-AUTO-BUS (page 6 ) The network reservation is better than ever The DUO and the TRIO are exclusively back for this summer Long distance rates (page 4 ) Caisse d’économie solidaire (page 3 ) Easier access and other improvements A $500 loan to switch to a member subscription and more / > EDITORIAL The Competition Is Not What It Seems Daimler’s car2go, BMW’s premium carsharing Edinburgh, Scotland (a more motivated local service, the upcoming Volkswagen project in firm saved the project at the last minute.) In Hanover and Renault-Nissan’s New Mobility 2008, Honda withdrew from the Singapore Concept, are radically changing the car market after six years, its efforts deemed industry. unsuccessful, despite praise from the critics and the community’s disappointment (And The arrival of the automobile industry’s major yet how difficult would it be for such a large players on the “mobility-on-demand” market company to manage a fleet of just under 100 will hopefully accelerate the concept’s large- vehicles?). scale development over the next few years. Benoît Robert It is sometimes disconcerting that, para- Chief Executive Officer It may seem surprising at first that manu- doxically, companies with the most resources Communauto facturers are investing in the carsharing lack perseverance when it comes to industry, given that it helps reduce household innovation. -
On-Street Car Sharing Pilot Program Evaluation Report
On-Street Car Sharing Pilot Evaluation On-Street Car Sharing Pilot Program Evaluation Report JANUARY 2017 SAN FRANCISCO MUNICIPAL TRANSPORTATION AGENCY | SUSTAINABLE STREETS DIVISION | PARKING 1 On-Street Car Sharing Pilot Evaluation EXECUTIVE SUMMARY GOAL: “MAKE TRANSIT, WALKING, BICYCLING, TAXI, RIDE SHARING AND CARSHARING THE PREFERRED MEANS OF TRAVEL.” (SFMTA STRATEGIC PLAN) As part of SFpark and the San Francisco Findings Municipal Transportation Agency’s (SFMTA) effort to better manage parking demand, • On-street car share vehicles were in use an the SFMTA conducted a pilot of twelve on- average of six hours per day street car share spaces (pods) in 2011-2012. • 80% of vehicles were shared by at least ten The SFMTA then carried out a large-scale unique users pilot to test the use of on-street parking • An average of 19 unique users shared each spaces as pods for shared vehicles. The vehicle monthly On-Street Car Share Parking Permit Pilot (Pilot) was approved by the SFMTA’s Board • 17% of car share members reported selling of Directors in July 2013 and has been or donating a car due to car sharing operational since April 2014. This report presents an evaluation of the Pilot. Placing car share spaces on-street increases shared vehicle access, Data from participating car share convenience, and visibility. We estimate organizations show that the Pilot pods that car sharing as a whole has eliminated performed well, increased awareness of thousands of vehicles from San Francisco car sharing overall, and suggest demand streets. The Pilot showed promise as a tool for on-street spaces in the future. -
TSRC Section Cover Page.Ai
Susan Shaheen, Ph.D., Adam Cohen, Michael Randolph, Emily Farrar, Richard Davis, Aqshems Nichols CARSHARING Carsharing is a service in which individuals gain the benefits of private vehicle use without the costs and responsibilities of ownership. Individuals typically access vehicles by joining an organization that maintains a fleet of cars and light trucks. Fleets are usually deployed within neighborhoods and at public transit stations, employment centers, and colleges and universities. Typically, the carsharing operator provides gasoline, parking, and maintenance. Generally, participants pay a fee each time they use a vehicle (Shaheen, Cohen, & Zohdy, 2016). Carsharing includes three types of service models, based on the permissible pick-up and drop-off locations of vehicles. These are briefly described below: • Roundtrip - Vehicles are picked-up and returned to the same location. • One-Way Station-Based - Vehicles can be dropped off at a different station from the pick- up point. • One-Way Free-Floating - Vehicles can be returned anywhere within a specified geographic zone. This toolkit is organized into seven sections. The first section reviews common carsharing business models. The next section summarizes research on carsharing impacts. The remaining sections present policies for parking, zoning, insurance, taxation, and equity. Case studies are located throughout the text to provide examples of existing carsharing programs and policies. Carsharing Business Models Carsharing systems can be deployed through a variety of business models, described below: Business-to-Consumer (B2C) – In a B2C model, a carsharing providers offer individual consumers access to a business-owned fleet of vehicles through memberships, subscriptions, user fees, or a combination of pricing models. -
Andrew C. Taylor Executive Chairman Enterprise Holdings Inc
Andrew C. Taylor Executive Chairman Enterprise Holdings Inc. Andrew Taylor, who became involved in the automotive business more than 50 years ago, currently serves as Executive Chairman of Enterprise Holdings Inc., the privately held business founded in 1957 by his father, Jack Taylor. Enterprise Holdings operates – through an integrated global network of independent regional subsidiaries and franchises – the Enterprise Rent-A-Car, Alamo Rent A Car and National Car Rental brands, as well as more than 10,000 fully staffed neighborhood and airport locations in 100 countries and territories. Enterprise Holdings is the largest car rental company in the world, as measured by revenue and fleet. In addition, Enterprise Holdings is the most comprehensive service provider and only investment-grade company in the U.S. car rental industry. The company and its affiliate Enterprise Fleet Management together offer a total transportation solution, operating more than 2 million vehicles throughout the world. Combined, these businesses – accounting for $25.9 billion in revenue in fiscal year 2019 – include the Car Sales, Truck Rental, CarShare, Commute vanpooling, Zimride, Exotic Car Collection, Subscribe with Enterprise, Car Club (U.K.) and Flex-E-Rent (U.K.) services, all marketed under the Enterprise brand name. The annual revenues of Enterprise Holdings – one of America’s largest private companies – and Enterprise Fleet Management rank near the top of the global travel industry, exceeding many airlines and most cruise lines, hotels, tour operators, and online travel agencies. Taylor joined Enterprise at the age of 16 in one of the original St. Louis offices. He began his career by washing cars during summer and holiday vacations and learning the business from the ground up.