The 12-member agencies in ABBG include Utah Transit Authority (UTA).

Now firmly established after one year, the American Bus Benchmarking Group (ABBG) is a first-of-its-kind consortium of mid-size transit agencies with international representation. The premise is to provide its members a confidential member forum to exchange ideas, compare performance, share information and experiences to identify and implement best practices in their respective organizations.

Launched in May 2011 at Rochester Genesee Regional Transportation Authority (RGRTA), Rochester, NY, the consortium currently represents 12 mid-sized transit agencies. ABBG provides an outstanding opportunity for like-sized member organizations to compare best practices and gain valuable information from one another.

ABBG members benefit from learning from one another as well as from Imperial College, which shares its depth of experience from facilitating the world’s largest benchmark transit groups that include CoMET, NOVA and IBBG.

ABBG is firmly rooted in the time-tested benchmarking principles of the Railway and Transport Strategy Centre (RTSC) at Imperial College Centre for Transport Studies, London, UK, which administers and facilitates this new organization.

The methods and infrastructure Imperial College has developed in its years of experience managing CoMET, NOVA and IBBG provide a proven formula for success that will ensure positive outcomes for members of the newly formed benchmarking group. This is a tremendous learning opportunity for member agencies to share and compare with peers in the industry.

Imperial College defines benchmarking as a systematic process of continuously measuring, comparing and understanding the processes and performance against comparable peers to gain information that will help the participating organizations to improve.

Using a concise, well-balanced key performance indicator system (KPI), ABBG members are able to identify their strengths and weaknesses and understand the reasons for particular performance levels and trends. The group says its benchmarking process takes in consideration the financial and labor resources available to participating mid-sized agencies.

ABBG reconvened in February in Fort Worth, TX to review its KPIs created to begin the benchmarking process. The group will meet again in September, and then convene on an annual basis.
ABBG member agencies currently include:
Capital District Transportation Authority CDTA), Albany, NY
Capital Metropolitan Transportation Authority (Capital Metro), Austin, TX
Clark County Public Transportation Benefit Area (C-TRAN), Vancouver, WA
Greater Dayton Regional Transportation Authority (RTA), Dayton, OH
Des Moines Area Regional Transit Authority (DART), Des Moines, IA
Lane Transit District (LTD), Eugene, OR
The T Fort Worth Transportation Authority, Ft. Worth, TX
Pinellas Suncoast Transit Authority (PSTA),  St. Petersburg, FL
Rhode Island Public Transit Authority (RIPTA), Providence, RI
Rochester Genesee Regional Transportation Authority (RGRTA), Rochester, NY
San Joaquin Regional Transit District (RTD), Stockton, CA
Utah Transit Authority (UTA), Salt Lake City, UT
For more information on ABBG, including membership, please contact Bill Carpenter, RGRTA, Rochester, NY, or the RTSC at Imperial College London, www.rtsc.org.uk. BR

Bill Carpenter, president and CEO, Rochester Genesee  Regional Transit Authority, serves as president, American Bus Benchmarking Group (ABBG).

Metro Atlanta Regional Transit Authority is fuel flexible. Shown is the Perry CNG refueling station.

Design considerations that allow for gaseous-fueled buses

By Robert R. Adams
Edited by David Hubbard

[NOTE: This is a condensed overview of only a few considerations addressed in a white paper by Robert R. Adams, executive vice president, Marathon Technical Services, Heidelberg, OT, Canada, at the request of the Clean Vehicle Education Foundation, Acworth, GA. His white paper in its entirety is available at www.cleanvehicle.org/technology.]

Over the past 10 years approximately 25 to 35 percent of transit and shuttle bus orders have been for CNG, LNG and hydrogen powered vehicles. One of the most significant costs in implementing gaseous-fueled vehicles can be the cost to retrofit maintenance garages initially designed for diesel and gasoline vehicles.

The extra cost to design and construct fuel-flexible facilities at the outset are relatively small and incremental, and give owners the freedom and flexibility to operate a fleet with varying fuel sources. Many features of a fuel-flexible facility do not represent additional cost items; they are simply rather adaptations of existing equipment or systems.

Marathon Technical Services offers this brief overview of the special considerations required to make bus garages safe for use with lighter-than-air, gaseous-fueled vehicles. Many of these recommendations also provide additional benefits including improved indoor air quality and enhanced personnel comfort and safety.
Conversely, several transit agencies have discovered that retrofitting a facility designed as diesel-only can be extremely expensive. In more than a few cases some determined beforehand a diesel garage retrofit to be cost prohibitive. Some older systems are not acceptable for gaseous fuels, such as a conventional ventilation system. A retrofit may require the complete replacement of the system including all ventilation units and ducting, which would be both costly and disruptive to normal operations. A fuel-flexible garage offers a number of personnel safety and comfort advantages including improved air quality and heating capability.

The prudent approach for the long term for facilities expected to last up to 50 years would be to follow the example set by one large transit agency that operated two functioning CNG garages. Unsure of its future CNG strategy, this agency hedged its bets by designing and constructing its next maintenance facility with fuel-flexible heating, ventilation and electrical systems, while deferring the actual CNG station and indoor fueling component for later construction until they were needed. By keeping its fuel options open the agency paid a small premium up front that would save time and money at a later date.

Another client of Marathon Technical Services recently completed a similar fuel-flexible design. This agency recently took delivery on an order for hybrid buses while protecting its CNG option from a future cost prohibitive retrofit and operational delays.

Marathon Technical Services strongly encourages any design consultant for a transit agency to work with someone with experience with gaseous-bus maintenance facilities to ensure that the plant and equipment are consistent with established precedents.

Before discussing the recommended building design features for CNG, LPG and GH2 buses, it is important to understand what makes these fuels different from gasoline or diesel. CNG, LPG and hydrogen are lighter than air and quickly rise and disperse on escape. Although lighter-than-air fuels have safety advantages, roofs and ceilings facilities must be designed without any unventilated pockets in the ceiling space that could trap gas.

Gasoline and diesel form a pool of liquid with a vapor layer above, and remain flammable or explosive until the leak is manually contained and cleaned up. Natural Gas has a very selective and narrow range of flammability. The mixture of gas in air that will support combustion between 5 and 15 percent natural gas in air by volume. Ratios outside of this range will not support combustion.

Flexible fuel garages must be able to quickly and automatically remove the risk using ventilation to dilute then exhaust any leaked gas.

CNG and GH2 both have an ignition temperature of around 900 to 1,200 degrees Fahrenheit. Where gasoline is approximately 500 to 800 degrees and diesel is less than 500 degrees, the relatively high ignition temperature for CNG and GH2 is an additional safety feature. To ensure a safe environment in the maintenance garage, the surface temperature of equipment that could contact a gas leak is usually limited to 750 degrees.

Structural considerations
Maintenance garages constructed in the 1970s featured T-shaped or waffle-shaped pre-cast concrete roof structures. In either case, this type construction is problematic since it creates pockets where a gas release could collect. Most single story maintenance garages constructed today use a flat roof with open web steel joists in combination with I-beams to support the roof.  any accidental gas release can move freely to exhaust fans without pocketing.

Gable roof structures are very cost effective and are ideal for gaseous fuel buses.  The tendency is for any leak to naturally channel toward the roof peak where it can be quickly and safely exhausted. An example of this type of structure would be Metropolitan Atlanta Rapid Transit Authority (MARTA) Garage on Perry Boulevard, built for CNG vehicles in 1996.

In the case of either the flat roof using open web steel joists or the gable roof structure, the only structural cost to make the structure CNG compatible would be to allow for additional ventilation units depending on the type of heating and ventilating equipment.

High ceilings are desirable in any transit garage to assist in ventilation. In gaseous fuel garages, high ceilings provide more space for any escaped gas to rise above potential ignition sources and move unobstructed toward the exhaust fans.

While there is no code requirement, Marathon Technical Services recommends the use of rubber roll-up doors equipped with breakaway rails, which are typically more reliable and energy efficient than sectional doors since they open and close more quickly than conventional sectional doors. Roll-up doors also should be equipped to automatically open quickly in the event of a gas leak.

Marathon Technical Services recommend deferring any installation of gas detection equipment until gaseous-fueled buses are in fact in service. There is no economy in installing this system ahead of time.
It is not acceptable to use any heater with a surface temperature greater than 750 degrees. The use of open-flame or high temperature radiant electric or gas heaters in a gaseous fuel bus garage is prohibited.
Marathon Technical Services recommends indirect heating units equipped with heat exchangers to allow heat recapture while providing 100 percent fresh air (no recirculation). The exhaust and intake would be physically separated and in opposite orientation to ensure no exhaust air is reintroduced into the building. This heated makeup air system is required whether the garage is fuel flexible or just diesel. BR

A battery is only as good as the service and maintenance it receives.

Sure-fire tips for longer life

By Brad Bisaillon
As more advanced electrical applications are designed into today’s mass transit buses, there is increased use in battery technology to power these new electrical systems. Since reliance on batteries has significantly increased, the importance of following a regular battery maintenance schedule is critical in achieving the highest rated performance and lifecycle from your batteries. A battery is only as good as the service and maintenance it receives. Too often batteries are taken for granted with expectations that they will work anytime and anywhere, regardless of whether or not they have been properly maintained throughout their lifecycle.

Following the simple yet critical battery maintenance procedures outlined below will ensure electrical bus applications such as fare boxes, fire suppression systems and security cameras will operate at optimum levels day in and day out.

Tips for proper maintenance:

Charging
When needed, charge batteries following the
manufacturer’s charging instructions
Use charge lugs
Do not interrupt a charge cycle
Never charge a frozen battery
Avoid charging at temperatures above 120 degrees F
(49 degrees C)

Cleaning
Clean the battery and cable lugs with a solution of baking soda and water. It is imperative to properly maintain the entire battery connection because corrosion at either end of the connection will cause breakage and battery failure.
Rinse with water and dry
Thinly coat all cable connections with petroleum jelly or anti-corrosion spray

Torque
Tighten all wiring connections per the manufacturer’s specifications
Do not over-tighten which can result in post breakage
Avoid under-tightening which can result in post meltdown or fire
Make sure there is good contact with the terminals

Equalizing
Do not equalize AGM batteries
Connect battery to charger, set to equalize mode, and start the charge cycle
Take voltage readings every hour
Equalization is complete when voltage no longer rises
If charger does not have an equalization setting call the battery manufacturer’s technical support staff to determine setting

Safety considerations
Always wear protective clothing, safety glasses, and gloves when handling and/or performing battery maintenance
Never add acid to a battery
Keep batteries clean and dry. Keep sparks, flames and cigarettes away from batteries
Charge only in well ventilated areas
Skin contact with electrolyte should be avoided

Storage
There are very important steps that should be followed when storing batteries for an extended period of time.
Completely charge batteries before storing and monitor every six weeks while in storage
Flooded lead acid batteries gradually self-discharge during storage so be sure to monitor voltage every 4-6 weeks.
Stored batteries should be given a boost charge when they are at 70 percent state of charge or less. However, AGM batteries, having greater charge retention, only need a boost charge when necessary.
Store batteries in a cool, dry location avoiding areas where freezing temperatures are expected
Keep batteries fully charged to prevent freezing
When batteries are taken out of storage, recharge them before use
Avoid direct exposure to heat sources, such as radiators or heaters

Battery testing
Only use battery testing processes and equipment recommended by your battery manufacturers
Always take readings off the lead pad of the battery
Disconnect individual cables from each of the batteries before testing, otherwise you will get faulty readings

Committing to a regular maintenance schedule ensures your mass transit bus electrical applications will continue to operate at peak levels of performance and reliability. With proper care and maintenance an initial battery investment can be extended as well as keep the total cost of ownership to a minimum. This will keep your bus fleets on the road longer and maintain on-time schedules, contributing to the overall success of your mass transit operations. BRM
__________________________________________________
Brad Bisaillon is the sales manager, Strategic Accounts & Transportation for Trojan Battery.

By Glenn Swain

Marcia Ferranto

Last November Marcia Ferranto, executive director of the Women’s Transportation Seminar International (WTS), saw more of the Sheraton Waikiki Hotel conference halls than the beautiful scenery outside her door. Ferranto was in Hawaii for the APEC CEO Summit. The Asian Pacific business event drew thousands of economic and business leaders from around the world, including President Obama and Secretary of State Hillary Rodham Clinton. Ferranto met with representatives of APEC economies interested in assembling a networking system in their countries to advance women in transportation. Ferranto brings more than 20 years experience to her position of advocating educational and career development for women. She previously held posts with the Delaware Art Museum as acting director, chief financial officer and director of finance and human resources.

“What’s interesting is that WTS is not currently pursuing a strategic international plan, says Ferranto. “We are being driven by the countries.”

Founded in 1977, Washington, D.C.-based WTS is an international organization dedicated to the professional advancement of women in transportation. Claiming more than 5,000 members — both men and women — WTS is helping women find opportunities and recognition in the transportation industry through its five focuses: access, networking, education, mentoring and professional development.

While Ferranto and her organization have international foresight, she says the bigger challenge lies on domestic soil. In a traditionally male-dominated industry, Ferranto says the biggest hurdle is simply the low numbers of women in the transportation industry itself.

“The challenge for women is still to make it into senior management positions,” she says. “It’s not because companies are saying we’re not hiring women; it’s because the women are not out there to be hired. They’re either leaving the industry before they get to senior level management or there are 100 men to every woman for a senior management job.”

It would be easy for Ferranto to complain of discrimination, but she doesn’t. Instead, she sees WTS as both educating companies to the needs of advancing women and trying to convince women to not only enter the transportation industry but to stay there.

And while not having hard statistics, Ferranto says she hears from other women of pay inequity compared to male counterparts. She stresses that the focus is more on women being under-represented in the industry and not the level of salary.

“WTS is not representing women being discriminated against,” Ferranto says. “We try to give them access to the highest-ranking people in the industry so they can network and build connections. We want to inspire women to further their career in transportation.”

Ferranto says the transportation industry has not become women-friendly, believing that it has not adequately addressed the balance between the needs of women in their work and personal lives. She says women in the field tell her the vast majority of industry activities they attend are really geared toward men and not conducive to a gender-balanced workforce. Bonding golf outings are more popular than, say, going to the theater. Many women simply live with the ugly reality that they need to adapt to the male environment.

Ferranto and the 48 WTS chapters are working on a remedy she believes will bring more women into the industry. In partnership with the Department of Transportation, WTS recently launched a program called “Transportation You,” which targets young women between the ages of 13 and 18. As a mentoring model the program introduces transportation to women who may not recognize it is a viable career choice. WTS chapters are working locally with the Girl Scouts, high school counselors and others to stress what Ferranto calls STEM, an acronym for how science, technology, engineering and math fit into the transportation industry.

“We’re building awareness one state at a time through our scholarship program,” Ferranto says. “We have already given out more than $1 million in scholarships, and the program is growing.”

In 2011 WTS gave out about $158,000 in scholarships throughout the U.S.

“We are hoping to add another $25,000 to that this year,” she says. “Our ultimate goal is to raise that number closer to the $300,000 annual mark.”

Ferranto sees the WTS expanding internationally over the next five years, allowing women from all walks of life to find satisfying careers in transportation.

“We’re already in London, and we’re currently working with a group in the Middle East, India and Brazil,” she says. “I suspect we will be in China and Japan, too.”  BR

Beginning this month, Southwest Ohio Regional Transit Authority (SORTA) Metro, which serves the greater Cincinnati area, says its newly installed fareboxes will accept new 30-day rolling passes that replace the current calendar-month-only passes. The new fareboxes replaced 17-year-old technology.

The transit agency says the Rolling Passes provide greater flexibility by allowing the customer to choose when to start the 30-day pass period by simply inserting the pass into the farebox on the bus. For example, if the customer activates a 30-day rolling pass on March 5, it will be good until April 3.

The new 30-day rolling passes are available for the same zones at the same prices as the current monthly passes. Late last year Metro installed new fareboxes on all of its buses, with financial assistance through federal funding for the project.

Beginning this summer the new fareboxes also will enable new payment options that feature:
Go SMART “tap & go” smartcards that can be re-loaded or re-used
Pre-paid $10, $20 or $50 stored value cards

Metro says it also is considering additional pass options to meet customers’ needs, which it will announce at a later date.

By Michael Melaniphy
APTA President and CEO

American Public Transportation Association President and CEO Michael Melaniphy covered a lot of ground in his first state-of-the-industry address, emphasizing the necessity for the U.S. to invest heavily in its overall transportation infrastructure to maintain a state of good repair and prepare for the future.

According to the Federal Transit Administration, it will take $78 billion simply to address existing public transit infrastructure needs. Assuming a 3.53 percent annual growth in ridership, a total of $60 billion is required annually for capital needs.

Melaniphy says the current level of federal funding does not even begin to address the country’s infrastructure needs.
“Since the economic downturn in 2008, many public transit systems have been negatively affected by stagnant or declining state and local revenue,” says Melaniphy. “With less revenue from local and state taxes and less revenue from fares, many public transit systems have had to cut service, raise fares or do both. The economic recession impacted our private sector members as well.”

Melaniphy says passing federal legislation in 2012 must be the number one priority of the industry.

“Short-term extensions are stifling our industry for both public and private sectors and are not sustainable solutions,” he says. “We need to plan for the future to maintain and expand public transportation.

Melaniphy pointed to the success of APTA EXPO 2012 in October to exemplify recent growth and strength of the public transit industry, noting the almost 15,000 attendees and nearly 800 exhibitors as the highest number to date.

Public transportation is vital to the lives of millions of Americans and offers an attractive alternative to driving. Demographics show that people of all ages, all incomes, and all walks of life utilize public transportation for daily activities. What is even more significant, according to Melaniphy, is that more people now understand the importance of public transportation.

“The image of public transportation has positively changed thanks to the good work of everyone in the industry,” he says. “Twelve years ago APTA launched Public Transportation Partnership for Tomorrow (PT2), which later changed to Research, Communications, and Advocacy (RCA ). APTA research in national media stories, advertising, grassroots efforts, and public transportation has made public transit part of the national dialogue. Through APTA’s ongoing legislative education process, we are at the table when Congress and the Administration work on transportation issues.”

Melaniphy says every year local and state public transportation ballot initiatives come up for vote. “In 2011 public transit ballot initiatives passed by a whopping 79 percent; since 2000 transit-oriented ballot measures have passed by a resounding 73 percent,” he says. “Americans believe in public transportation and want to invest in it — Democrats and Republicans alike.”
He is careful to note this success has not been altogether smooth.

“According to the U.S. Census 2009 American Housing Survey, nearly half of all American households have no access to public transportation,” he says. “As a country we need to invest more in public transportation so that millions more Americans have access to public transit services.”

However, Melaniphy points to signs that suggest the economy improved in 2011.

“What is particularly striking to me is that despite severe financial challenges, public transit ridership rose three quarters in a row in 2011 for the first time in three years,” he says. “Perhaps public transportation is showing that the economy is starting to come back. Nearly 60 percent of the trips on public transportation are for work commutes.”

He says the ridership increases may very well be a barometer that a more positive economic climate is emerging, and the industry needs to be ready for the demand that will occur as employment figures rise.

He sees long-term trends favoring public transit and he encourages Congress to quickly enact a well-funded, multi-year surface transportation bill. Melaniphy says the public transportation industry is poised to start new projects as soon as funding is available.

“We are ready now,” he says. “The longer we wait for federal legislation to pass, the more costly it will be to update our infrastructure, build new projects, manufacture new vehicles, and create new jobs. We continue to be disappointed that Congress is not adequately investing in our country’s infrastructure needs. However, we are very appreciative of the access that we do have on the Hill to our nation’s federal leaders. They meet with us, listen to us, and overall, we have bipartisan support. In fact, our industry is one of the few that enjoys bipartisan support.”

A growing population and increased congestion are not the only long-term trends driving future demand for public transportation. Transit-oriented development is revitalizing communities as more people of all ages move back into urban areas and seek a lifestyle with easy public transit access.

Some of the biggest supporters of public transportation are young people who not only like public transportation, but are also concerned about the environment and take a bus or train to reduce their carbon footprint. Amazingly, driving a car is no longer a must do for younger people. Some recent statistics show that in 1978, 86 percent of 18 year olds had driving licenses, but in 2008, only 68 percent of 18 year olds had driving licenses.

Also our country’s population is aging as people are living longer. Public transportation needs to be available to older Americans who choose not to drive or cannot drive any longer.

Technology is taking public transportation to the next level. Technology is demystifying and transforming the rider experience. No one has to wonder when the next bus or train will arrive. Riders are staying connected with public transit through mobile devices. Fare payment is becoming seamless.

”Investment in public transportation not only provides access to jobs, but is a proven job creator,” says Melaniphy. “Every $1 billion invested in public transportation creates and supports 36,000 jobs. And finally, the public transportation industry is a $55 billion industry supporting 1.9 million jobs.”

He says workforce development is a top priority for 2012 and the years to come. BR

By Vicki Learn

When I became the director of maintenance for with IndyGo, the transit agency for Indianapolis, IN, I first began diffusing what I called my “demographic time bomb.” IndyGo’s maintenance team is getting older with most of our mechanics age 50 or older. I knew I had to keep my seasoned workers happy, while I sought new talent to avoid a high rate of attrition when they retire.
I began by paying attention to what would minimize physical discomfort and maximize employee efficiency. Several ergonomic changes inside the garage included purchasing thick rubber mats to help with tired feet, new computer screens with bigger type, bar-type stools to help relieve spine pressure while doing data entry and portable PC diagnostic units that wheel right up to buses.
Additionally, we have reduced fatigue by redesigning how we park our buses so employees don’t have to take as many steps to get to the service tracks. This is also a change that allows maintenance to spend more time working on the buses, and less time trying to find them.
To keep the company from being stuck between a rock and a hard place when these valued employees retire, we have started to cross-train our maintenance staff. We are allowing our general laborers to take technician courses to become certified and properly trained as attrition starts to set in. It’s a great investment that allows us to do maintenance on our maintenance team.
We also acquire future talent through internships and partnerships with high school diesel technology programs. Over the summers we work with phenomenal young men. We hired one such student from Arsenal Tech High School as a part-time laborer during his senior year and will continue to train him so he will want to continue his career with us as an expert mechanic.
These changes and proactive measures have been small investments that have yielded large dividends. Productivity has gone up and absenteeism has gone down. Listening to and caring about employees is a big part of my job.

Vicki Learn is the Director of Maintenance for IndyGo in Indianapolis, IN. IndyGo is the Indianapolis Public Transportation Corporation, which provides public bus transit services throughout Marion Count, IN.

Last November the agency unveiled its seventh generation hydrogen fueled vehicle, the first of its kind “Buy America Compliant” American Fuel Cell Bus.

This year marks a milestone for SunLine Transit Agency, as we celebrate our 35th anniversary. Over the years, the agency has been at the forefront of providing the safe, reliable transit service using cutting edge technologically advanced vehicles, for residents and visitors in the Coachella Valley, California. Our plan is to continue down that road into our next 35 years.
When I arrived at SunLine in 2004, I quickly recognized the need to evaluate the entire transit system. A Comprehensive Operational Analysis (COA) was conducted, which included more than 20 public meetings held throughout the community to solicit input from those who use the service. From these sessions, our board of directors approved a plan that provided a strategic road map for how best to move public transportation forward.
Despite the state of the economy, SunLine has completed a number of the COA recommendations, including the realignment of routes to serve retail and commercial centers, frequency improvements and expansion of service. At a time when agencies around the country were cutting service, SunLine purchased 150 stand-alone bus benches and trash receptacles, as well as solar powered i-Stops (bus stop lighting) to service our 536 bus stops throughout the Coachella Valley. This provided comfort and safety for our riders.
I also realized the need of a bus replacement and expansion program, as the SunLine buses were fast approaching the end of their useful life. A program was put in place and the entire aging fleet was replaced with new technologically-advanced CNG powered buses, along with the agency’s new paratransit vehicles. It was the fleet’s first major makeover in 14 years.
SunLine has been the leader of alternative fueled vehicles in the transit industry beginning in August of 1994 when the agency converted its fleet of diesel-fueled vehicles to compressed natural gas vehicles. Our focus soon turned to further advancement of an environmentally-friendly fuel: hydrogen. In 2000 SunLine partnered with the California Fuel Cell Partnership in conducting a 13-month demonstration of the Zebus, a 40-foot New Flyer equipped with a Ballard fuel cell. The journey to providing public transit using hydrogen vehicles began.
Last November the agency unveiled its seventh generation hydrogen fueled vehicle, the first of its kind, “Buy America Compliant” American Fuel Cell Bus. Through the determination and support of the SunLine board and staff, partners and funders of the American Fuel Cell program, we once again demonstrated the commitment of the agency to the commercialization of hydrogen vehicles.
SunLine is uniquely positioned in the transit industry to assist the Federal Transportation Association in developing new commercial models for fuel cell technology and remains the best proving ground for advances in fuel cell technology. The FTA has further validated the success of the American Fuel Cell Bus Program and its support of SunLine by awarding the agency funding for two additional American Fuel Cell buses through the TIGGER Program, which works directly with public transportation agencies to reduce greenhouse gas emissions and lower energy use within transit operations. The agency also owns and operates SunFuels, its state-of-the-art public fueling station that produces hydrogen on property.
My goal, and the goal of the agency, is to continue the advancement of innovative transportation and alternative fuel technologies, while providing safe, high quality public transit services to the Coachella Valley. BR

C. Mikel Oglesby was introduced to public transit at a very young age by his father, who was a bus operator for the Massachusetts Bay Transportation Authority (MBTA) for more than 34 years. Oglesby has served as SunLine’s General Manager for eight years. He can be reached at moglesby@sunline.org.

By Oliver Hill

Crow Nation Transit brings needed service to the Reservation and surrounding communities in south central Montana.

Considering the high unemployment and poverty levels in the very rural Crow Nation, we badly needed a transit system. The subject had been under discussion for more than four years. The first two Crow Nation Transit minibuses began transporting passengers throughout the Crow County Reservation and Big Horn County in Montana in April 2011.
We got the wheels turning with the tribe by first asking the Community Transportation Association of America (CTAA) to contract LSC Transportation Consultants, Denver, CO, to conduct a formal study of the need for public transit in this region of Montana. They came back with a report that only confirmed community consensus that a very significant need existed and improved transit services could only help.
We created Crow Nation Transit, and with the help of the legal counsel for the Crow Tribe, submitted a grant application for startup funding with the Montana Department of Transportation, which award us $75,000.
The agreement stipulated that the new Crow Nation Transit would not just serve tribal members on the reservation, but also provide public transportation for all of Big Horn County and for students from outlying communities and Billings who attend Big Horn College. The operation transports passengers within approximately a 75-mile radius of Crow Agency, connecting the towns and communities that include Hardin, Lodge Grass, Pryor and Wyola. To reflect this, the board of directors includes a county commissioner, a representative from Big Horn College as well as the Crow Legislature and the Tribe’s director of tourism. We operate and maintain a small fleet of seven Ford and Chevy minibuses and conversion vans on our three initial routes.
With the organizational structure in place our new system received a $500,000 grant from the Federal Transit Administration toward hiring agency personnel and covering our operational costs. Our future grant funding from the Federal Transit Authority over the next two years will ensure us a bus barn and bus stops along the routes.
In the short time we have been up and running, Crow Nation Transit has been operating temporarily from the Tribal fenced security yard. Because of the demand for service and the increasing ridership numbers we could show in each quarter of our first year, we will receive more 18-passenger minibuses in 2012 from the state and another through the Federal Transit Administration.
Ridership grew from 735 in the second quarter to 1,300 in the third quarter, and we were expecting to reach around 2,000 by the end of the year. When we began transit service in April, people were reluctant to take the bus, but they have been quick to catch on, especially when they consider the price of fuel for their own vehicles and that our bus routes take them to and from to where they need to go.
In fact, we are now at the point where some passengers get left behind on some trips as there is simply no more room on the bus. However, we do make the necessary arrangements for another driver to include an extra stop to return and pick them up. We currently have four drivers on staff and will add five substitute drivers in the near future to ensure continued service and to handle any overflow or emergency situation.
Because of public demand for new routes, we are presently considering service to and from Sheridan, WY, which would start next year. The folks in Sheridan are telling us they would like to see regular runs to the Apsáalooke Nights Casino in Crow Agency.  BR

Oliver Hill serves as transit director for the Crow Nation Reservation and Big Horn County, MT

Los Angeles residents can now begin picturing a new urban design transit facility going up on 7.1 acres of land near the historic downtown Union Station. The three-level facility called Metro Division 13 will feature underground parking for employees, a main level for maintenance facilities, service, fueling and bus wash lanes, and an upper level for bus parking. The structure will also incorporate a number of ‘green’ technologies, including solar panels, high efficiency mechanical electrical systems and a water retention system that recycles and reuses rain water.

Design on the Metro Division 13 project began in January 2009 by Denver-based Maintenance Design Group.

Here are some Metro Division 13 project facts:

• More than 442,000 square feet of space
• Maintenance area is 71,000 square feet and room for 13 bays
• Space for more than 200 45-foot buses
• Nearly 400 employee parking spaces
• Construction cost is an estimated $80 million

Metro Division  13 is registered with the U.S. Green Building Council. Designers are hoping to obtain a LEED NC Gold rating.