Mobility Management - Top 10 Priorities
1. Reducing greenhouse gases (GHG) and petroleum fuel use is best accomplished by reducing single occupant vehicle (SOV) trips. Reducing GHG emissions is a vital goal in the I-TCTC 2030 Long Range Transportation Plan and in the County's Comprehensive Plan. With higher education being a prime employer in the County, we take the environmental threat of climate crisis seriously.
We face rising public expectations for high level of customer service, easily accessible information in real time, and meeting individual customer needs. By making system information available in the public domain, entrepreneurs will create use applications for public use (see openmbta.com).
3. Mobility equity is a critical priority. People without affordable mobility options are often isolated and lack the means to engage in life's activities. The availability of affordable housing, mobility services and high speed Internet access are three inter-related conditions impacting the viability of sustainable communities for low-resourced households.
4. Mobility management strategy includes three basic elements: mobility services and programs; physical infrastructure (e.g. bus stops, parking facilities, accessible sidewalks and pedestrian networks, etc.); and "software" for service integration. Examples of integrated services include: Way2Go (community education and information, Ithaca Carshare, multi-modal payment system, and new business organization models (ITN Everywhere).
5. The mobility tool kit is a parking lot for ideas. MM strategy is continuously evolving ideas for services, programs and policies. We do not need to reinvent the wheel, just borrow or reshape them to local circumstances.
6. A crtical priority is to fill existing empty seats in cars, taxis, paratransit buses and public transit buses and to encourage active transportation, biking and walking, wherever possible. Efficiency and productivity of mobility services and incentives for changing driving habits are important.
7. Mobility services are provided by multiple operators. Each operator of mobility services - public transit, taxi, livery, intercity bus, paratransit, vanpool, rideshare, volunteer driver services, car-share, and ancillary support programs, have their strengths and weaknesses. An important objective is to integrate services as a seamless, intermodal system. If successful, the strategy will increase the market demand for all services. Cooperation among operators is necessary to create convenient, practical and affordable mobility services.
8. Ease of use and responsive customer service are absolutely essential for people to move from driving alone to trying another mode or service. Improving convenience and customer service are outcomes of continuous quality improvement processes.
9. Back-up plans, redundant services and exceptional customer service are needed to handle the daily incidents of when problems arise and travel goes awry. This is a 24/7 service.
10. We need to track trends of modal splits for journey to work trips for all people working in Tompkins County, both residents and people commuting from other counties, in order to measure progress. The data is available through the American Communities Survey (US Census Dept)
We face rising public expectations for high level of customer service, easily accessible information in real time, and meeting individual customer needs. By making system information available in the public domain, entrepreneurs will create use applications for public use (see openmbta.com).
3. Mobility equity is a critical priority. People without affordable mobility options are often isolated and lack the means to engage in life's activities. The availability of affordable housing, mobility services and high speed Internet access are three inter-related conditions impacting the viability of sustainable communities for low-resourced households.
4. Mobility management strategy includes three basic elements: mobility services and programs; physical infrastructure (e.g. bus stops, parking facilities, accessible sidewalks and pedestrian networks, etc.); and "software" for service integration. Examples of integrated services include: Way2Go (community education and information, Ithaca Carshare, multi-modal payment system, and new business organization models (ITN Everywhere).
5. The mobility tool kit is a parking lot for ideas. MM strategy is continuously evolving ideas for services, programs and policies. We do not need to reinvent the wheel, just borrow or reshape them to local circumstances.
6. A crtical priority is to fill existing empty seats in cars, taxis, paratransit buses and public transit buses and to encourage active transportation, biking and walking, wherever possible. Efficiency and productivity of mobility services and incentives for changing driving habits are important.
7. Mobility services are provided by multiple operators. Each operator of mobility services - public transit, taxi, livery, intercity bus, paratransit, vanpool, rideshare, volunteer driver services, car-share, and ancillary support programs, have their strengths and weaknesses. An important objective is to integrate services as a seamless, intermodal system. If successful, the strategy will increase the market demand for all services. Cooperation among operators is necessary to create convenient, practical and affordable mobility services.
8. Ease of use and responsive customer service are absolutely essential for people to move from driving alone to trying another mode or service. Improving convenience and customer service are outcomes of continuous quality improvement processes.
9. Back-up plans, redundant services and exceptional customer service are needed to handle the daily incidents of when problems arise and travel goes awry. This is a 24/7 service.
10. We need to track trends of modal splits for journey to work trips for all people working in Tompkins County, both residents and people commuting from other counties, in order to measure progress. The data is available through the American Communities Survey (US Census Dept)

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