Scenario 3: COVID-19 Fades, and Travel Behavior Goes Back to “Normal”
How should the customer experience change?
Shift customers to other modes, such as microtransit and TNCs to augment and/or replace paratransit
Use digital kiosks as an alternative to smartphone requirements
Use cell phone/SMS as an alternative to smartphone access
Leverage robotics and AI to provide ADA assistance, particularly in automated transit scenarios
Use “”Welcome back”” messaging to riders
Use messaging to make riders “”want”” to return to transit, emphasizing health, safety, amenities, and other quality of rider factors
Use targeted/personalized messaging campaigns for different rider types such as late-shift workers, periodic commuters, etc. rather than a one-size fits all messaging campaign
Be aware that riders expect transit agencies to know their preferences and travel behavior; more likely to be repeat riders if an operator provides targeted, personalized information
Reassure riders of plans to address similar situations in the future
Convey to customers via marketing and operational visibility how public transit is being kept clean such as greater visibility of janitorial/sanitizing staff, etc.
Ask customers for feedback on experience and how to enhance safety and cleanliness
Develop a healthy rider campaign
Implement a mask, hand hygiene, and cough/sneeze etiquette campaign
Adapt to new customer preferences such as new services, pricing, marketing, travel demand, etc.
Work with federal regulators to address regulations that may inhibit desired processes and partnerships, such as drug and alcohol testing regulatory impacts on TNC partnerships
Provide information and accountability
What are the most immediate health priorities for transit agencies?
(See safety section)
(See safety section)
Make operational changes and capital investments to support rider, front-end labor, and back-end labor health and safety: HVAC/air ventilation improvements, touch services, changing to contactless and virtual systems, where feasible
Employ hand sanitizing stations in strategic locations throughout transit facilities and rolling stock
Use a broad spectrum of EPA/CDC approved disinfectants
Ensure biohazard kit availability to transit employees
Implement hands free equipment in all bathroom facilities
Evaluate facilities and rolling stock to ensure high occupant density areas meet sufficient ventilation requirements
Evaluate facilities and rolling stock to ensure HVAC equipment is properly installed and maintained
Develop standardized cleaning and disinfecting practices for all facilities and rolling stock
Implement cleaning audits to validate cleaning and disinfection protocols
Analyze rider data to identify potential high-risk locations and times
Develop a health labor campaign
Employing advanced data analytics so transit agencies can know what riders want without asking and to launch personalized marketing campaigns (Marketing)
Data analytics to monitor COVID cases in order to pivot if cases surge
Monitor COVID-19 cases and epidemiological adaptations that could require service and/or cleaning changes
Masks, social distancing
Develop processes and procedures for contact tracing (including data management and security practices)
What were the most important operational adjustments transit agencies should consider?
Pandemic and disaster preparedness to ensure mobility and accessibility for disadvantaged communities during pandemics and disasters (natural and manmade)
Plans for returning transit service in an equitable way (e.g., ensuring that service either returns to pre-pandemic levels or enhances equity). Ex. Improving service coverage and/or frequency in low-income and minority neighborhoods as transit service comes back online
Mitigating the impact of COVID-19 service changes on vulnerable populations (e.g., ensuring adequate low-density, late-night, ADA, and other services (or equivalent services) are both a) available; and b) providing equal or better than pre-pandeic service (i.e., coverage, frequency, etc.) (Equity)
Post-pandemic service planning to ensure services meet community needs, serve vulnerable populations, and reflect changes in travel behavior (e.g., a bus line with 10-minute headways may no longer be needed to serve an employer that telecommutes indefinitely)
Monitor data and trends (travel behavior, economic, employment, etc.) to ensure services are agile and responsive to a changing environment
Evaluate whether the existing routes meet the new “”normal”” ridership, as the number of riders may have stayed the same but their trip patterns may have changed
Incorporate new standards of cleaning (surface and aerosole) before a fleet is deployed, while deployed, and after returning for maintenance; also incorporate new cleaning standards in all front-office and back-office operations
Additional HEPA filtration, air circulation, and air diffusers, as appropriate
Review passenger flow, boarding, and other procedures to encourage social distancing
Hazard mitigation and continuity of operations planning for future pandemics and disasters
Greater focus on customer satisfaction and performance metrics to measure satisfaction and other KPIs
Making temporary bus lanes permanent. (Infrastructure)
What are the most important partnerships for transit agencies to establish?
Partnerships with mobility service providers to augment and/or replace ADA paratransit to provide customers with a superior service (e.g., on-demand instead of advance booking) and to reduce costs and future fiscal challenges with rising costs and an increasing number of users
Partnerships with app, fare payment, and concierge services to increase the number of planning, booking, and payment options for a diverse set of riders with special needs (e.g., unbanked, people with disabilities, digitally impoverished, etc.)
Partnerships with mobility service providers to enhance/augment off-peak and low-density service
Leverage vendor and partner relationships, when necessary to enhance equity while mitigating agency fiscal impacts (Equity; Business Models and Partnerships)
Use position in the community to become the mobility manager – bring together other modes, micromobility to assist community members with mobility needs
Partner with other agencies and the private sector to develop/enhance integrated apps (e.g., MaaS) platforms and mobility service offerings. Note, this role could vary considerably for the agency (e.g., providing services, offering funding, acting as a facilitator, partnering with the private sector, etc.)
Partnerships with cleaning and edpidemeology SMEs (e.g., United Airlines has partned with Clorox for cleaning and the Cleavland Clinic to advise on new technologies, training development and quality assurance programming)
Establish and maintain relationships with the CDC and departments of health
Create an inter- and intra-agency committee on infectious disease
Address modal resiliency through life-cycle investment planning, data management solutions, integration, partnerships and engagement with public safety, public health, and emergency management organizations (e.g., transit-first policies, complete streets, BRT/PRT, integrated corridor management, FMLM connections, flexible fleet/right-sizing, curbspace management, MaaS/integrated payment, open/shared data, AV/AI/cybersecurity, etc.)
Universities (data analytics)
Partner with city DOTss to ensure that streets, sidewalks and curbs support transit usage. (Infrastructure)
What are the biggest financial concerns?
Rising costs associated with ADA paratransit (both systemic and a growing and aging population)
Providing access and mobility for vulnerable populations as prior service cuts are restored (Equity)
Prioritizing services, subsidies, fare discounts, and other programs for vulnerable populations (Equity)
(See resiliency section)
Prioritizing services, subsidies, fare discounts, and other programs for vulnerable populations (Equity)
Capital and operational costs of enhanced cleaning protocols
Cost of providing masks and other PPE
Managing debts (operations, unforeseen costs [cleaning]) incurred during the pandemic. (Financial)
Budget for similar situations (e.g., larger reserve funds)
Contract flexibility to furlough staff, delay capital projects, and defer maintenance, as appropriate
Cost of new procedures, equipment, training, insurance, and risk management associated with infectious disease
PPE and social distancing enforcement
Managing debts incurred during the pandemic
Encourage clean transportation and zero-emission, renewable energy alternatives (e.g., more emphasis on alternative fuels, including hydrogen, CNG, solar, and electric vehicle strategies such as EV charging infrastructure and grid modernization)
