@article{ghimire_bardaka_monast_wang_wright_2024, title={Policy, management, and operation practices in US microtransit systems}, volume={145}, ISSN={["1879-310X"]}, DOI={10.1016/j.tranpol.2023.10.011}, abstractNote={This paper identifies the current practices and challenges related to the planning, management, and operation of microtransit systems as well as the concerns associated with the (lack of) policies in place. Our work focuses on the U.S. experience and is primarily based on an in-depth analysis of six microtransit systems using a combination of quantitative and qualitative data. We investigate and classify the multiple ways public agencies form public-private partnerships to institute microtransit service in their jurisdictions and discuss the relative advantages and disadvantages of the different service delivery models. We also thoroughly examine the contracts public agencies formed with private entities to disentangle the various cost elements associated with the launch and operation of a microtransit system. Our policy discussion emphasizes the lack of sustained funding sources for microtransit and the funding formulas that lead to a reduction or loss of public transportation funding when a jurisdiction replaces a fixed route service with microtransit. We also explain the requirements for ADA compliance in microtransit systems and highlight that service equivalency between disabled and non-disabled riders is not guaranteed when only some of the microtransit vehicles and operators are ADA compliant and certified. In terms of operation practices, we describe the safety risks that microtransit users may face on a day-to-day basis due to algorithm-driven virtual pick-up and drop-off locations, and the unwillingness of some service providers to enforce inclusive practices and ensure that individuals without electronic payment options and smartphones can gain access to the service. Furthermore, we discuss the challenges with balancing supply and demand in microtransit systems, and the need for allowing for both on-demand and pre-scheduled trip requests in order to ensure that critical and time-sensitive work, school, and medical trips are accommodated and prioritized.}, journal={TRANSPORT POLICY}, author={Ghimire, Subid and Bardaka, Eleni and Monast, Kai and Wang, Juan and Wright, Waugh}, year={2024}, month={Jan}, pages={259–278} }
 @article{monast_stanfield_2019, title={An Analysis of Success Plans and Performance Measures for Rural Transit Systems in North Carolina}, volume={2673}, ISSN={["2169-4052"]}, DOI={10.1177/0361198119829410}, abstractNote={ Performance measurement and funding allocation based on these measurements are becoming increasingly popular in public transportation. Understanding what is important to transit systems is critical to properly assess them on their operational and administrative performance. The research goals were to determine how rural transit systems in North Carolina define success, what performance metrics the systems select for themselves, and why they selected those metrics. Each transit system was required by the North Carolina Department of Transportation to create a Success Plan for themselves that consisted of a mission statement, vision statement, values, and a scorecard that contained performance metrics. The analysis of these Success Plans shows that rural transit systems broadly define their values based on customer service, safety, and reliability. However, aside from safety, the specific metrics that the systems use for evaluating their performance are not well connected to these values. This lack of internal consistency within the Success Plans means that rural transit systems are not selecting performance metrics that complement their stated goals. This lack of internal consistency could have many causes and interviews were conducted with public transit administrators in North Carolina to try and understand the causes. From these interviews, it was determined that the lack of internal consistency in the plans could be partially attributed to the following: (1) system administrators were not aware of the importance of internally consistent plans; (2) system administrators had difficulty creating metrics; and (3) system administrators included metrics that they felt the state wanted to see. }, number={3}, journal={TRANSPORTATION RESEARCH RECORD}, author={Monast, Kai and Stanfield, Charlie}, year={2019}, month={Mar}, pages={97–105} }
 @article{monast_worthy_2012, title={Applying Structured Scheduling to Increase Performance in Rural Demand-Response Transportation}, volume={15}, ISSN={["1077-291X"]}, DOI={10.5038/2375-0901.15.3.4}, abstractNote={Many rural demand-response transportation systems have increased ridership to a level that the systems feel they need technology or increased scheduling and vehicle capacity. Instead of adding resources, capacity can be expanded, and performance can be increased, by applying a scheduling structure. The scheduling structure proposed in this research applies directly to systems that share specific geographic characteristics. For these areas, trips are assigned to runs based on time and location, which results in increased performance and vehicle utilization. The structure enables trips to be scheduled during the booking process, using simple and easy-to-understand rules that allow the customer to select the appropriate route. This research explains how to establish structured rural demand-response transportation service, and enumerates its benefits through a case study consisting of actual service data. The case study shows a reduction in service miles by 27 percent, due to implementation of structured scheduling.}, number={3}, journal={JOURNAL OF PUBLIC TRANSPORTATION}, author={Monast, Kai and Worthy, Joshua}, year={2012}, pages={61–76} }
 @article{monast_downs_2010, title={Effects of Basic Rural Paratransit Characteristics on Organizational Culture}, ISSN={["0361-1981"]}, DOI={10.3141/2145-10}, abstractNote={ The purpose of this research is to determine if the basic characteristics of rural paratransit systems influence their organizational culture. “Organizational culture” is defined in this research as a pattern of shared basic assumptions for solving problems that is considered the correct way to perceive, think, and feel in relation to those problems. Eight categories of organizational culture specific to paratransit systems—including efficiency, customer focus, availability to the general public, dedication to human service agencies, growth, maintenance of the status quo, business, and charity—were explored. The survey was distributed to managers of paratransit agencies with similar funding sources and the same basic goal of providing community mobility. Respondents completed the survey by ranking the statements in each question in order of importance. Respondent rankings were analyzed with the use of basic characteristics of paratransit systems, including organization type, scheduling software, and system size. All organizational culture categories were influenced by at least one basic paratransit characteristic. The study concludes that organizational culture varies significantly according to the characteristics of a paratransit agency. The study recommends that funding sources develop clear expectations of organizational culture, effectively convey these expectations, and measure how successfully the expectations were fulfilled. The results also suggest that standard industry training is necessary to establish consistent organizational cultures among different paratransit systems. Finally, all plans to improve the performance of paratransit systems should include an assessment of organizational culture. }, number={2145}, journal={TRANSPORTATION RESEARCH RECORD}, author={Monast, Kai and Downs, Darcy}, year={2010}, pages={80–90} }