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CHAPTER VII - OPERATION Running Time Running time is defined as the time required to make a complete trip, including stops, from one end of the line to the other. The present trolley Red Route requires about 10 minutes to make the trip from the trolley terminal to Harmon Park. This is an average schedule speed of about 8 mph. Interestingly, this is the same average schedule speed reported by the Citizens Electric Railway for their streetcar operation in 1902! However, to be conservative, and to allow for make-up time, the consultant recommends using a one-way running time of 12.5 minutes. This allows about 20 seconds for each stop, and gives some leeway for adverse traffic conditions. Some time should be allowed at the Harmon Park end of the line for the operator to reverse ends and make ready for the return trip. Given the running time above, it seems reasonable that a round trip from the trolley terminal to Harmon Park and return can be made in 30 minutes. This means that one car can provide a service frequency, or headway, of 30 minutes. This is comparable to the present Red Route. Should demand warrant, two cars can be placed in service, which will yield a frequency of a streetcar every 15 minutes. With two cars in operation, each car leaves its respective terminal (Harmon Park or the Trolley Terminal) at the same time. They meet at the passing siding at Hillside Avenue, and continue to the other end of the line. A 30 minute headway requires only a single car, which simply runs back and forth. Fortunately, the Hillside Avenue siding is located approximately at the mid-point of the line. Thus, a round trip from the trolley terminal to Hillside Avenue and return should take about 15 minutes. Therefore, if ridership patterns require more frequent service on the inner end of the line, only every other trip would run all the way to Harmon Park. This would mean a streetcar would leave the Trolley Terminal on the hour bound for Hillside; at 15 minutes past the hour bound for Harmon Park; at 45 minutes after the hour for Hillside; and repeat during the next hour. Other schedule variations are possible. It is recommended that initial operations consist of one car running on 30 minute headway for the entire length of the line. The second car would serve as a spare, or back-up, unit. It would also be available to provide additional service during the peak summer season and on festive weekends, at which time the basic headway would be 15 minutes. Hours of Service Like its predecessor, the Citizens Electric Railway, the proposed Eureka Springs streetcar will function primarily to serve visitors. In so doing, it will provide an alternative mobility for many of the 1.5 million people who come to Eureka Springs every year. This in turn will help keep automobiles from grid-locking the Historic District, as well as reducing overall emission levels in the area. Thus, the line will provide congestion mitigation as well as air pollution relief. The hours and days of service of the streetcar should be geared to serve the visitors, but should also allow residents to use it as a quick and car-free way of doing errands - such as running to the Post Office. In many conversations with Eurekans, it was the concensus that 1000AM would be a good starting time, because that is when most stores open - and when most visitors begin their sightseeing day. There is another advantage to the 1000AM start: it would allow the trackway to be used as a delivery zone up to that time. This start time also fits with the operational hours of the rubber-tired trolley. That system starts at 900AM, thus allowing users ample time to get to the trolley terminal, or Harmon Park, in time to catch the first run of the streetcar. In general, the ending time should also tie in with the rubber-tired trolley. Thus, finishing service at 500PM is recommended. This will allow the operator to return the streetcar to the carbarn and perform any other reporting work within an eight-hour shift. However, the unique nature of the Historic District, with its many restaurants, pubs and sleeping accomodations, may justify shuttle service in the evening. Initially, this could be offered on Friday and Saturday nights, and would operate until about 1000PM. Alternative Operating Scenarios For purposes of calculating base service hours, which are a prime determinant of operating cost, the consultant has developed three different operating plans. The characteristics of each are shown in the following tables: ALTERNATIVE OPERATING SCENARIOS ALTERNATE 1 - BASE SYSTEM
TABLE 7-2 ALTERNATIVE OPERATING SCENARIOS ALTERNATE 2 - ENHANCED SYSTEM
TABLE 7-3 ALTERNATIVE OPERATING SCENARIOS ALTERNATE 3 - EXPANDED SYSTEM
These alternatives should be considered as possibilities, which can be adjusted as needed in actual operation. For example, in most cases additional service could be added to carry passengers during a major Festival Weekend. Similarly, and in keeping with the historical example, a special Christmas Eve Caroling Car could be run. These possibilities are limited only by imagination. Management There are several organizational and management options available under which to operate the proposed streetcar system. Each of the three choices will work, and examples can be found in other cities. The choice does not have to be made immediately, indeed it is not necessary to do so until the project is approved and implementation assured. Briefly, the three approaches are as follows: The system could be run as a part of the existing trolley system. This has the advantage of providing full and easy integration of routes, schedules, and the sharing of administrative functions and costs. On the other hand, the skills and training needed to run a streetcar and to maintain it have little in common with those used in driving a bus. The present operators and mechanics would require training just as would any other person hired. Also, while the trolley management has proven their ability to run that system, they have no experience with rail-based operations. A second choice would be to contract with one of the several companies who are in the business of running transit systems and services. This has the advantage of requiring performance-based results and obtaining experienced and trained people, yet this is probably the option which would cost the most. In addition, since the selected firm would probably not be local, the necessary coordination with the trolley system would not be as natural as with the first option. A third choice would be to request proposals from any interested party to provide management of the streetcar service for a period of time, say five years with possible renewals. Any responsible organization or firm could bid, but would have to provide verifiable unit cost estimates which would be guarenteed for an initial period of time. The proposer would also agree to be bound by certain perfomance measures such as vehicle availability and cleanliness, number of customer complaints, schedule adherence, etc., some or all of which could carry financial incentives or disincentives. This option requires the most thought and advance planning, which of course represents an up-front cost, yet may be the most efficient and effective in the long run. |
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