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    <managingEditor>tris-trb@nas.edu (Bill McLeod)</managingEditor>
    <webMaster>tris-trb@nas.edu (Bill McLeod)</webMaster>
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      <title>TO WHAT EXTENT CAN REGULATORY AND STRUCTURAL REFORM IMPROVE PERFORMANCE FOR EAST AND CENTRAL EUROPEAN RAILWAYS?</title>
      <link>https://trid.trb.org/View/651736</link>
      <description><![CDATA[Many European railway companies enjoy increasing freedom in areas such as the setting of tariffs, labour, the use of private capital to aid investment programmes and the setting of service levels. In fact, deregulation has come to be seen by many as a panacea for greater efficiency. However, generic prescription of essential regulatory and structural reforms may not be appropriate given that key regulatory drivers for commercial and operational performance improvement vary from railway to railway. In an era when rail companies are increasingly relying upon private capital to fund large projects it is important that financial houses are sure reforms are being effected in areas that provide scope for sustainable performance improvement. Based on their work with several European railway organisations and financial institutions, the authors develop case studies probing these issues, and develop a methodology for identifying key drivers in the reform process to allow individual railways to significantly improve performance. The lessons draw on published data, company reports, data gathered by the authors during their work, and interviews with key players in each country. The finding of such research will assist governments, railway management, international lenders and consultants to make recommendations relating to regulatory/structural reform that will allow railways to commercially prosper, and realise their broader social and strategic objectives.  For the covering abstract see IRRD E104573.]]></description>
      <pubDate>Tue, 11 Apr 2000 00:00:00 GMT</pubDate>
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      <title>ROADWAY LEVELS OF SERVICE IN AN ERA OF GROWTH MANAGEMENT</title>
      <link>https://trid.trb.org/View/371483</link>
      <description><![CDATA[The tendency in growth management is to focus on roadway level-of-service standards.  However, the methods used to determine roadway levels of service may affect conclusions about road adequacy as much as do the standards to which they are compared.  The specific method used to analyze roadway levels-of-service can make at least a two-letter grade difference in the outcome; so can the choice of analysis period or peak hour.  Although harder to quantify, the effect of averaging levels-of-service across facilities could be of comparable magnitude.  In determining roadway levels of service, most Florida jurisdictions go by the book.  They analyze the 30 highest hourly volumes roadway by roadway, using methodology from the 1985 Highway Capacity Manual.  A few jurisdictions have opted for innovative but unconventional approaches.  Although it is tempting to reject these approaches as "not professionally accepted," the "book" was written for applications other than areawide growth management.  This relatively new area of application requires fresh thinking.  In the context of growth management, the use of the following is recommended:  (a) simple regression models to estimate average travel speeds and, from them, arterial levels of service; (b) average levels of service to determine adequacy of facilities within travel corridors; and (c) the 100th rather than the 30th highest hourly traffic volumes as the basis for roadway level-of-service determinations.]]></description>
      <pubDate>Tue, 23 Feb 1993 00:00:00 GMT</pubDate>
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      <title>BUSES: PUBLIC SERVICE OR PRIVATE PROFIT?</title>
      <link>https://trid.trb.org/View/366593</link>
      <description><![CDATA[By 1969 Devon General had become a division of the National Bus Company. This era was characterised by: strict "quality" regulation, a high degree of centralisation, declining patronage and high levels of subsidy.  A more localised management structure was introduced in 1983, and in 1984 the company pioneered the use of high-frequency 16-seat urban minibuses.  Minibuses now operate all urban services and this new level of customer orientation has revolutionised every aspect of the company's operations, marketing and engineering.  The net result has been a massive growth in both passenger numbers (over 2.5 times the pre-minibus level) and profits.  In 1986 Devon General became the first operator to be privatised when the company was sold to its senior management team.  More innovations have followed, firstly, new companies have been established to provide minibus services in Oxford City and London Docklands. Secondly, the Oxfordshire rural bus company, South Midland, has been purchased.  Thirdly, the loss-making Devon and Oxfordshire rural services have been replaced with a new network of high-frequency 25-seat minicoaches.  These services too are now in profit and carrying a growing number of passengers.  This paper forms part of a special issue of the journal Transportation Planning and Technology, entitled "Competition ownership of bus and coach services", edited by David A Hensher.  The special issue carries a selection of 24 papers and workshop reports presented at the international conference held in Thredbo, New South Wales, Australia, from 1st-4th May 1989.  For the covering abstract of the conference see IRRD 837493. (Author/TRRL)]]></description>
      <pubDate>Fri, 31 Jul 1992 00:00:00 GMT</pubDate>
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