PUBLIC-PRIVATE PARTNERSHIPS-SYNERGY IN PUBLIC TRANSIT

Starting in the 1960s public transit lost its private-sector orientation as most such companies were taken over by public agencies. Takeovers had come as a result of massive losses of ridership and of support for transit services. Now local office holders do not understand transit's role and this is further complicated by transit users' inability to communicate their need for transit. The result is termed isolation which is also exacerbated by other factors. Transit managers have placed high priority on the mechanics fo transit and low priority on developing a real constituency in failing to make their systems valuable to a wider range of potential users in their communities. The success of Valley Metro in Roanoke, Va., in involving itself in a major downtown urban renewal project with the private sector is a type of activity which can aid in constituency development. Other Valley Metro activities have included ridesharing and parking, community service projects, and joint promotion with private businesses. Valley Metro's efforts are ongoing and changing, reflecting the needs of the community and of the transit system. Transit managements' responsibility is to seek private-public partnership opportunities that build ridership and develop backing for transit.