Box 4, Folder 15, Document 16

Box 4, Folder 15, Document 16

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Octebver is 1969

PROPOSED
VCENTERSC TTY: SHUTTLE”
DEMONSTRATION PROJECT
Atlanta, Georgia

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PROPOSED "CENTER CITY"
SHUTTLE BUS CONCEPT
FOR DEMONSTRATION PROJECT

"Atlanta Traffic Grinds to Long, Hot Standstill." So stated the Atlanta

Journal-Constitution following the midday traffic tieup last July 3rd.

"Downtown Atlanta traffic ground to a halt for hours in rippling afternoon

heat Thursday, choking intersections and clogging main arteries in and out

of the city.

"Many public transit schedules were wrecked as some buses marked time for
as long as an hour in motionless lines of simmering cars and trucks", the
article continued. "Idling under the sun at peak daytime temperatures, large
numbers of automobiles overheated and stalled, further blocking the almost

nonexistent traffic flow.
"It was the most solid traffic in memory for some Atlantans."

The continued growth of automobile travel plus the added traffic gener-
ated by the freeway system to the downtown area is likely to produce more
such instances of overcapacity of the local street system. Effective express
routes are being planned for access to downtown Atlanta. But with each new
expressway, the local streets and parking facilities are burdened with a

greater overload in the central business district.

At present growth rates, it is hardly conceivable that sufficient space
to take care of all parking needs can be developed within walking distance
of destinations in the central part of the city. Prohibitive costs. of using
downtown property for this purpose, an well as the intolerable traffic con-

gention which already exfsts at timer between the oexpresswayve And ramp garages,
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make it mandatory that some parking facilities be located at the perimeter of

the central business district, where land is less expensive.

‘Two such locations - - ready and available for daytime use by downtown
workers and shoppers - - are the Atlanta Stadium and Atlanta apie Gaiteee The
Stadium has 4,000 spaces distributed among four lots. 1,200 more are avail-
able at the Civic Center, with an additional 1,000 being planned. At the
generally accepted average turnover of 1.5 cars per space in parking facilities
across the country, this means that nearly 10,000 vehicles could be removed
from downtown streets daily if these parking spaces were effectively tied to

downtown destinations.

It is proposed that these parking terminals be connected to the downtown
core area with fast and frequent shuttle bus service. These vehicles would
loop through the parking areas and then operate non-stop to downtown on a

five-minute peak hour schedule, with further improvement as patronage developed.

Travel time from either parking lot to any downtown building would be
only five to ten minutes. This shuttle bus service would be just as fast as,
or faster than, driving directly to a downtown destination and parking in an

adjacent garage.

The cost of daytime parking, good until 7:00 P.M., would be 50¢c. Shuttle
buses would be free to patrons (auto driver's only) of the parking lots. In
other words, the cost of the bus ride would be included in the parking fee.
The parking tickets would be issued in two parts, one portion to be used for
bus fare downtown and the other portion good for full fare on the roturn trip
to the parking lot. Passengers of the auto owner would be charged a 15¢ cash

fare on the Shuttle Bus in each direction. Buses would operate a eantinuous
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schedule throughout the day, at intervals of 10 minutes from both parking

lots during off peak hours.

SHUTTLE BUS ROUTE

In order to make this perimeter parking proposal as attractive as possible,
several shuttle bus routes have been considered through the downtown area.
Certain of the plans included preferential treatment for transit vehicles,
which offered promise of reducing travel time between lots by up to 50
per cent. Projects of a controversial nature, however, implementitig radical
changes in traffic habits, require vasts amounts of time to sell, and become
bogged down in both private and political interests. Atlanta needs relief
now, and it was felt that the ih realistic approach would be to provide a
frequent, close-in service initially, using conventional vehicles in concert
with existing traffic patterns. Once established, and proof of success quite
apparent, the process of institution of innovative concepts becomes much

easier.

The plan proposed (Figure A) is designed to provide the fastest shuttle
service which can be developed on surface streets, serving the maximum number
of downtown destinations, shar itig street space and mov Lfig with all other
traffic, arid ‘possible to implement in a few weeks time. As shown on Figure A,
the route would run directly from the Civic Center Parking area along Pine St.
to Peachtree Street, through the heart of the downtown area over Peachtree and
Broad Streets to Mitchell Street; thence via "government center" along
Mitchell and Washington Street to the Stadium. The northbound trip would
follow Central Avenue to Hunter St., then Broad and Peachtree to Pine Street,
and the Civic Center Parking area. This 6.6-mile Loop would be nepotiated in
25 minutes in wach direction, and would require 10 buses during peak hours to

maintain a 3emwinute frequency serving both parking areas.
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The proposed plan requires very little preparation of special physical

facilities and, as previously mentioned, could conceivably be implemented in

a few weeks time.

FUTURE INNOVATIVE POSSTBILITIES

Additional routes, or revisions of the proposed route, could later be
designed - utilizing realistic measures of preferential treatment for shuttle
buses. The route could run against traffic on some one-way downtown streets
and allow buses to change traffic lights by remote control so they could cross

safely through crowded intersections without delay.

To allow for reverse travel on one-way streets for buses, a mountable
island separating the transit lane from other vehicular traffic would be

needed. In addition, some curb cuts at intersections on reversible lanes

would be required where right turns are involved. ‘Wrong way' bus travel on

one-way streets is effectively being operated in other cities, notably Harris-

burg, Pennsylvania and Madison, Wisconsin.

The electronically activated traffic control system has also been adopted
by some western cities and is being tested in Washington, D. C. In Madison,
Wisconsin, a garage door-opening device is used to borrow up to five seconds
of green.time at each end of the traffic cycle split. The 3M Company has

developed a traffic control mechanism called Opticom, consisting of three

elements:

(1) In the shuttle bus, a 'line of sight' optical energy
transmitter is located;

(2) On or near a traffic signal, an optical energy detector
is placad;

(3) At or noar tha signat's control box, a phase aelector
with power supply, decoder and relay=-type computer are
dnetallod.
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When the transmitter's beam of high-intensity optical energy hits the
detector, it gives the appropriate instructions to the phase selector:

if the light is already green, to hold that way until the vehicle has crossed;

_if it is red, to change it with a normal amber cycle to green by the-time the

vehicle has reached the intersection.

SPECIAL MERCHANDISING EFFORTS

Every effort should be made to tailor the service to motorists' travel

habits and make perimeter parking as attractive as possible.

One innovation would be to install two-way radio communication between
shuttle buses and the parking terminal. Upon boarding the bus, the shopper-
patron would show her parking ticket to the operator. The latter would call
the patron's ticket number to the parking terminal over the two-way radio,
following which an attendant would bring the car up to the loading ramp.

The package problem could be handled by having the ettendant transfer packages
from the shuttle bus, when it arrived, to the patron's car. The shopper
would be ready to leave immediately for home over the freeways nearby with

much less delay and inconvenience than are presently involved.

In addition to the regular schedules, arrangements could be made for
special bus trips to transport employees of any company in the downtown area
to and from one of the parking terminals at certain designated hours. For
example, a bus with a sign "Piedmont Insurance Company" would leave the
Stadium parking terminal at 8:20 every morning for the downtown offices of
that company, and also pick up these employees when they leave the office
at 4:50 in the afternoon, This plan would be an effective substitute for

employee parking facilities in the downtown area,


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Another point which might be exploited in promoting perimeter parking
is the fact that these areas have sufficient space to accommodate a high pro-
portion of self-parking. This is appealing to many motorists who are appre-
hensive about the abandon with which garage attendants maneuver their cars

in and out of tight stalls in downtown garages.

CONCLUSION

The perimeter parking proposal would be a worth-while test under the
demonstration grant program administered by the U. S. Department of Trans-
portation. The City of Atlanta would make application for federal funds for
a 12 or 24 month trial, utilizing the conventional shuttle operation for

half the period and introduce the innovative proposals for the remainder.
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CENTER CITY SHUTTLE

EXHIBIT NO.
ATLANTA, GEORGIA
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Exhibit No.
Center City Shuttle
Atlanta, Georgia

GENERAL STATISTICS AND
OPERATING DATA FOR
CENTER CITY SHUTTLE

Route: Civic Center to Atlanta Stadium - via Forrest Ave., Piedmont
Ave., Pine St., Peachtree St., Broad St., Mitchell St.,
Washington St., Georgia Ave. to Capitol Avenue.

Atlanta Stadium to Civic Center - via Capitol Ave., Fulton
St., Alice St., Central Ave., Hunter St., Broad St.,
Peachtree St., Pine St. to the Civic Center.

Hours of Service - 7:00 a.m. to 7:00 p.m., Monday through Friday, except
holidays.

Equipment Requirements - 10 buses (in daily service), 1 spare bus -
47 pass. capacity.

Service Frequency - 5 min. headway during peak hours, 10 min. during base.
Total Annual Bus Hours - 21,017
Total Annual Bus Miles - 167,821
Route Miles - 6.64 mi. round trip - Avg. Speed, 8 mph
Recommended Fares - 50¢ for auto driver, which includes parking fee
and round trip ride on Shuttle. All others, 15¢ per ride,
with no transfer privileges.

Number of Bus Operators Required - 10 operators, (5 day work week).
Total Daily Platform Hours (operators) - 81:48 hrs.
Total Daily Pay Hours (operators) - 87:20 hrs.
Supervisory Personnel - 2 men, (5 day work week) - Total 16 hours per day.
Total Daily Bus Miles - 653 mi.
Special Equipment:

(a) 11 Mobile 2-way radio units

(b) 2 UHF Walkie-Talkie units

(c) 2 Single position Supervisor booths -

(air conditioned)

(d) 5 Bus stop shelters

(e) 11 Registering Lock-type Fare Boxes
Additional Annual Costs:

(a) Lights, heating and cooling
suparviser booths,

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PARKING FACILITIES :

Total Available Parking Spaces at Stadium 4,000
Total Available Parking Spaces at Civic Center 1,200
Total Ultimate Parking Spaces - (both locations) 6,400

Civic Center Parking Entrance - Mid-block on Pine St., between
Bedford Pl. and Piedmont Avenue.

Civic Center Lot Exit - Mid-block on Forrest Ave., between
Bedford Pl. and Piedmont Avenue.

Stadium Parking Entrances/Exits:

(a) Capitol Ave., mid-block between Georgia Ave.
and Fulton Street.

(b) Fulton St., mid-block between Capitol Ave.
and bridge.

Number of Parking Attendants - 2 at Stadium, 1 at Civic Center, 1 floating
relief. Total of 4 men, full time - 1 part time.

Hours of Lot Operation - Open at 6:45 a.m., close at 7:15 p.m.

Hours of Duty - Attendants:

(a) Civic Center #1 - 8 hours
(b) Stadium #1 - 8 hours
(c) Stadium #2 - 8 hours
(d) Stadium/Civic - 9 hours
(e) Stadium Extra - _4% hours

Total 37% hrs/daily

Total Annual Attendants Hours - 9,637.5 hrs.

Special Construction Costs:

(a) Physical changes in driveway alignment and parking
configuration at Civic Center Lot.

(b) Curbing for entrance reservoirs.
Special Equipment:

(a) 3 Attendant Booths, 3' X 6',
heated, air conditioned.

(b) Telephone at cach booth

(c) Serial numbered, 2 part parking tickets. (Kut.

2,500 por day) = 642,500 wa.

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Additional Annual Cost:
(a) Lights, heating and cooling attendant's booths.

(b) Telephone service for attendant's booths

10/13/69


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Center City onuurcr..
Atlanta, Georgia

SUMMARY OF CAPITAL
COSTS FOR INSTITUTION
OF CENTER CITY SHUTTLE

Ltem No. Description Total Cost*
(1) Cost of Vehicles - 11 new
A/C GMC Buses (ATS cost) -
($41,580.50 ea. plus $1200 Del. and make-ready) $470,585**
(2) Cost of Eadio Equipment - 11 new
GE/UHF mobile units (installed).
2 - GE/UHF "Walkie-Talkie" units — 15,600
(3) Cost of Supervisor Booths - 2 ea.

All-weather 3' x 6' Metal booths
(1 - Stadium, 1 - Civic Center) - A/C_
$1500 each installed — 3,000

(4) Cost of Bus Stop Shelters - 5 ea.
6' x 10' Structure, complete with seats,
side panels and Corrolux roof - installed

' ($995 ea. plus $200 inst.) — 5,975
- (5) Cost of Special Fare Boxes - 11 new
Keene-Johnson Registering - Lock Fare
Boxes ($900 ea. installed) . — 9,900
(6) Cost of Parking Attendants Booths ~- 3 ea.

3' x 6' metal - 12" canopy overhang -

complete with heaters, cooling units

and counters - installed ($1150 ea.

bldg. - $200 A/C - $175 inst.) — i 5aD

(7) Cost of Special Construction —

a. Re-alignment of Driveway.
Revise parking configuration at
Civic Center Lot.

b. Curbing for reservoir spaces

at 3 entrances (150 ft. pre-cast) — aod A 00
TOTAL CAPITAL COSTS: $510,835

* Includes estimate of installation and construction based
on current labor and materials cests.

wt Tneludes Federal Excise Tax but dees net include
Ga. Sales Tax,

10/13/69
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NO.
CENTER CITY SHOLTUE
ATLANTA, GEORGIA

EXHIBIT


SHUTTLE

ATLANTA, GEORGIA



EXHIBIT NO.
CENTER CITY



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Exhibit sNews
Center City Shuttle
Atlanta, Georgia

ANALYSIS OF OPERATING ie
COST PER BUS HOUR

COSTS PER _HOUR_- 1970

Actual costs - 12 mos. to 8/31/69

Adjustments:

Eliminate -
Depreciation on motor buses
Atlanta 3% gross receipts tax

Add - >
Costs of contractual wage changes
Increased costs of fuel,

maintenance and repair items, etc.

Increased ad valorem taxes

Costs as adjusted
Bus Hours - 12 months to 8/31/69

Costs per hour - 1970

COSTS PER HOUR - 1971
Costs - as adjusted for 1970
Adjustments:
Add -
Contractual wage costs in 1971
Increased costs of fuel,
maintenance and repair items, etc.

Costs - as adjusted

Bus Hours - 12 months to 8/31/69

Costs per hour - 1971

10-13-69

Costs of Operation

Labor Other Total



~$ 9,033,800 $4,221,300 $13,255,100











“ ( 988,400) ( 988,400)

: ( 279,200) ¢ 279,200)
1,554,100 ‘ 1,554,100

. 97,200 97,200

Z 20.600 20.600
$10,587,900 $3,071,500 $13,659,400
| 1,438,300
$ 9.50_

$10,587,900 $3,071,500 $13,659,400
652,400 2 652,400

S 102,100 102,100
$11,240,300 $3,173,600 $14,413,900
1,438, 300

$10.02
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Exhibit No. 24 _
Center City Shuttle

ESTIMATE OF REVENUE DIVERSION FA ae
FROM OTHER ATS ROUTES RESULTING ee
FROM UNRESTRICTED "SHUTTLE" OPERATION

There are 1,701 homes within reasonable walking distance of the
Stadium and 529 homes within walking distance of the Civic Center.

Residents of these 2,230 homes are in the low income bracket and
provide good bus patronage. Moreover, 75% of them transfer to other
lines.

It is estimated that thkse 2,230 homes produce 2,700 transit rides
per day at an average fare of 32.8¢. It is also estimated that 257 of.
2,700 or 675 would take advantage of the 15¢ Shuttle bus fare (without
transfer privileges) if permitted. y

-32.8¢ X 675 = $221 per day aitcteton of revenue.

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During the middle of the day the "Park-Ride Shuttle" would supplement
the Shopper Special line, splitting the Shoppers headway. |

An average of 3,600 15¢ fares per day are collected on the Shoppers
Special, 80% or 2,900 of which are along the proposed ''Park-Ride Shuttle"
route.

It is estimated that 1/3 of 2,900 or 967 Shoppers fares would shift
to the "Park-Ride Shuttle".

967 @ 15¢ = $145.00 per day diversion of revenue

Total diversion of Revenue = $221. + $145 = $366. per day or
$94,062. per year.

UNDER PLAN "B' (Local Participation):
15,424/21,017 hres. X 94,062 = $69,030
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SHUTTLE"

COSTS OF “CENTER CITY
BUS OPERATION

YEARS 1970-1971

Cost per bus hour

Add 10% for contingencies

Cost for 21,017 hours of
oper.

‘Supervision cost (2 super-

visors 8 hours a day -
each Location)

Recoupment of revenues
diverted to this service

TOTAL COST OF BUS OPERATION

10/13/69
Revised 10/22/69

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Atlanta, Georgia











Total
1970 1971 2 Years
$ 9.50 § 10.02 :
295 1.00
$ T0345: 62S 11.02
$219,627.65 $232,540.73
21,300.00 23,400.00
$240,927.65 $255,940.73 $496,868.38
94,062.00 94,062.00 188,124.00
$334,989.65 $350,002.73 $684,992.38