Metrobus Transit Study.pdf - City of St. John's
Metrobus Transit Study.pdf - City of St. John's
Metrobus Transit Study.pdf - City of St. John's
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<strong>St</strong>. John’s Transportation Commission (<strong>Metrobus</strong>) 2011<br />
Market Assessment and <strong>St</strong>rategic Directions <strong><strong>St</strong>udy</strong> – Part D: <strong>St</strong>rategic Directions<br />
12.0 TERMINAL AND BUS STOP DESIGN<br />
12.1 <strong>Transit</strong> Terminals<br />
The design and operation <strong>of</strong> the transit terminals at Village Shopping Centre, Avalon Mall, Memorial<br />
University and the downtown could be improved. While the location <strong>of</strong> these terminals is seen as<br />
effective, the overall design <strong>of</strong> the terminals should be reviewed. Some concerns are:<br />
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Unproductive time for buses to access and egress the terminals;<br />
Passenger confusion in locating buses;<br />
Potential safety issues with bus/pedestrian and bus/vehicle conflicts; and<br />
Lack <strong>of</strong> driver amenities and limited passenger amenities.<br />
The safe, effective and efficient design <strong>of</strong> a transit terminal requires that buses always move in a<br />
forward direction (flow through operation), that bus bays are assigned to specific routes for ease <strong>of</strong><br />
passenger access/transfers, that passenger and pedestrian movements are accommodated (to the<br />
maximum extent possible) without crossing active traffic lanes or between buses and that buses are<br />
able to move effectively to and from the road network, perhaps using transit priority measures.<br />
Appendix G contains some layout drawings <strong>of</strong> efficient <strong>of</strong>f street terminal designs and further<br />
discussion <strong>of</strong> these design principles.<br />
When a transit terminal is located on private property there is usually a formal agreement between<br />
transit and the property owner setting out terms and conditions for operations, maintenance and<br />
modifications. In many cases transit is fully integrated into the surrounding land use functions and<br />
the terminal becomes a ‘mobility hub’ integrating various transportation modes and acting as a<br />
catalyst for adjacent development that is transit supportive.<br />
AVALON MALL AND VILLAGE SHOPPING CENTRE TERMINALS<br />
The experience <strong>of</strong> using either the Village or Avalon terminals is particularly poor from a passenger<br />
perspective and is certainly a disincentive to ridership growth. From personal observation the drivers<br />
do an excellent job <strong>of</strong> assisting passengers at these terminals.<br />
In both cases, there are not enough bays to accommodate all the buses that use the terminal. As a<br />
result, buses park beside each other and passengers are forced to walk between and behind buses to<br />
transfer. This is considered an unsafe situation for passengers, particularly as buses pull in and out<br />
<strong>of</strong> the terminal. Since buses do not always stop in the same location, this also creates some<br />
passenger confusion regarding transferring to another bus. Finally, since many transfers are made<br />
<strong>of</strong>f the paved asphalt (instead <strong>of</strong> a raised platform), accessibility for persons with mobility issues are<br />
compromised. This becomes an increasing concern with an aging population and reduces the<br />
effectiveness <strong>of</strong> low floor buses.<br />
From a system productivity perspective, the time lost in these inefficient terminal operations is a<br />
significant burden. At the Avalon Mall, buses must pass by a very busy store which has a number <strong>of</strong><br />
customers crossing the travel lane. There is also a significant queue that can form at the exit <strong>of</strong> the<br />
mall, particularly with buses that need to make a left turn. <strong>Transit</strong> priority features at this exit would<br />
reduce overall delay and increase reliability at this intersection.<br />
Dillon Consulting Limited Page 73