Managing Travel for Planned Special Events: First National Conference Proceedings

BREAKOUT SESSIONS — TRANSIT AND TRAVEL DEMAND MANAGEMENT

PANEL SESSION

Jeff Corley, North Carolina Department of Transportation, Presiding

San Diego Trolley Operations During Major Planned Special Events

Tom Doogan
San Diego Trolley, Inc.

Tom Doogan discussed operations of the San Diego Trolley, the light rail transit (LRT) system, during major planned special events. He provided an overview of special events in the city and operation of the Trolley for these events. He also highlighted some of the issues that may need to be considered by transit agencies serving special events.

There are some 120 significant special events annually in San Diego. The Trolley operated some 100,313-train miles or 3.7 percent of total annual train-miles to serve these events. Some 7,962 train trips are operated annually to serve special events, accounting for 6 percent of the total train trips. More than 1.5 million passenger trips were carried to and from special events in 2003.
The Trolley serves a number of event venues in San Diego. The Trolley serves Qualcomm Stadium, home of the Chargers football team, the Padres baseball team through 2003, and the San Diego State University (SDSU) football team. The stadium was the site for Super Bowl XXXII in 1998 and Super Bowl XXXVII in 2003, and the 1998 Major League Baseball playoffs and World Series. It also hosts motor sports, like Supercross and Monster Trucks, and concerts like the Rolling Stones. The Trolley also serves downtown venues, including the Padres' new PETCO Park, which opened in 2004, and the Convention Center, which hosts events like the San Diego Auto Show and Comic Con. The Trolley also serves the Gaslamp Quarter, which hosts Street Scene, Mardi Gras, and Super Bowl activities.
System ridership in Fiscal Year 2003 was approximately 25 million. Special events accounted for about 1.5 million or 6 percent of the total. Examples of ridership during major special events include the seven games of the 1998 Major League Baseball playoffs and World Series, which accounted for 186,256 riders. The system carried 40,662 riders for the 2003 Super Bowl and some 1.3 million riders for the other Super Bowl events over four days. These figures illustrate the important role the Trolley plays in serving special events and the importance of ridership from these events to the Trolley.
Special events attendees are typically not regular public transit riders. They tend to be discretionary riders looking for value, convenience, reliability, safety, and ultimately, a better option than driving. They also tend to pay their fares in cash. The three "Ps" to success are passengers, passengers, and passengers.
An important part of the successful operation of special event service in San Diego is the city's Special Event Permitting System (SEPS). The system includes a database that links all agencies affected by specific events. The system allows agencies to access PDF files of the permit application, to submit changes to the permit language, and to make entries to a communications log for inter-agency assessments. The system allows for on-line approval of permits and provides for the submission of post-event summary comments.
Providing Trolley service to Qualcomm Stadium and PETCO Park provide examples of different situations. Qualcomm Stadium was an existing facility with a new Trolley segment. PETCO Park was a new venue served by an existing Trolley line and stations.
A number of Trolley operating and design considerations were examined during the planning process for in the Mission Valley West Corridor, where Qualcomm Stadium is located. These considerations included evaluating headway options, developing operating strategies, and identifying fleet requirements. Consideration was also given to intermediate crossovers and pocket tracks. A survey was conducted concerning rail service to sports venues around the country during the planning phase.
The Qualcomm Stadium station design addressed a number of objectives. The station platforms are 360 feet long to accommodate four car trains. The platforms are 18 to 20 feet wide and three different platform station configurations are used. The mezzanine areas provide several ingress and egress options. The primary ingress and egress ramp is 22 feet wide. Permanent turnstiles for data collection and fare inspection are used.
PETCO Park provides a different example. PETCO Park is located in the downtown area, in the hub of the Trolley system. The opening of PETCO Park in 2004 significantly increased the number of events in the downtown area. Prior to the opening of PETCO Park, there were only 10 to 20 special event dates in the downtown area annually. Three Trolley lines provide service to two ballpark stations. The stations were originally designed for moderate use, however, with no infrastructure for large crowds.
A number of enhancements were made to the two stations serving PETCO Park. Some of these design elements were inspired by features at the Qualcomm Stadium station. Permanent enhancements included increasing the platform width at the Gaslamp Station and enhanced lighting at the Imperial Station. On-site public announcement capabilities were also added at the stations. Portable elements included passenger queuing devices, turnstiles, and signage. The turnstiles record inbound counts for post-game service planning. The barrier-free, honor fare system became the controlled access at the point of entry. Improved lighting creates a more comfortable and safe environment.
Attendance at Padres games and ridership on the Trolley system increased with the opening of PETCO Park. Attendance at Padres games increased by some 55 percent, reaching 2.6 million. Trolley ridership increased by 278 percent. The average game attendance was 32,387, with some 7,000 of those attendees riding the Trolley.
To determine the PETCO Park cost recovery or how well resources are being managed, a summary evaluation was conducted comparing the incremental operating cost increases versus event-generated revenue. A late-season 13-game home series, which was the longest of the year, was selected to provide a broad sample. All personnel hours, including benefit additives, were accounted for, in addition to the costs associated with train operations. The analysis indicated that incremental revenue exceeded incremental costs by some 170 percent.
The 2003 Super Bowl accounted for the highest attendance, the highest ridership, and the highest percentage of the gate using the Trolley. Approximately 34 percent of the 67,600 people attending the Super Bowl rode the Trolley.
The experience in San Diego indicates a number of keys to successful event planning. First, it is critical to know the expected event attendance. Second, it is important to know the anticipated gate percentage and determine likely ridership patterns. Creating operational support teams is also important.
The San Diego experience highlights a few items that may be of benefit to other areas. First, transit systems will not be criticized for operating too much service or deploying too many support personnel. Second, service refinements for recurring events can be made once ridership patterns develop and can be assessed. Third, it is important to execute the plan with attention to the details. Fourth, for high-volume stations or stations serving event venues, considering capital improvements is important. Barrier elements can be used to guide pedestrian flow during event operations. Turnstiles can be used to obtain data for records and future planning. Finally, measure success and be realistic about shortcomings. Possible measures include passenger throughput rate, over-the-road travel time, gate percentage, ticket sales results, and positive customer feedback. It is important to conduct lessons learned exercises and to remain flexible based on observations and ongoing experiences.

Using TDM to Manage Traffic at Special Events

Peter Valk
Transportation Management Services

Peter Valk discussed the use of TDM to help manage traffic at special events. He described different TDM measures that may be used with special events and presented case study examples. He covered the following major topics in making the case for TDM as a traffic management tool.

Parking is typically a major problem at special events. People attending special events often complain about the lack of parking, congestion getting in and out of parking lots and garages, high parking fees, and long walking distances from parking facilities.
These issues often leave customers with a negative impression of attending special events. At the same time, promoters and operators are frustrated with traffic and parking problems that may be out of their control to solve. Increased traffic also causes problems for neighbors and regional travelers.
Traditional solutions to parking and traffic problems at special events include increasing the number of parking spaces and making better use of existing roadways. New parking lots or garages may be built or existing facilities may be operated to increase capacity. Techniques to improve management of the roadways include adding traffic and parking control staff and better timing of traffic signals. In addition, drivers may be directed to less congested roadways and available parking areas through the use of HAR and CMS.
There are a number of reasons why TDM should be considered to assist with special event traffic management. First, traditional measures may not be sufficient to manage excess demand. Second, supply side methods that accommodate demand may induce latent demand by making it too easy to drive. Finally, limited funding, limited land for parking, and impacts on neighborhoods may all factor into the decision to use TDM.
TDM can affect several dimensions of travel. These dimensions include mode, time-of-day, frequency of travel, and route or path. TDM strategies and actions seek to influence change by appealing to the cost of travel, the convenience or ease of access, and comfort, both physical and psychological. TDM strategies must also address knowledge of travel choices, safety, and reliability.
There are a number of TDM tools that may be appropriate for use with special events. Information and communication may include printed materials and electronic media, such as websites and e-mails. Ticket packaging can link event entrance fees to parking and/or transportation. Pre-event and post-event activities can be scheduled to dampen the surge of travelers. Site operations may include alternate entry and release routes.
TDM tactics may include parking management, shuttles, and transit access. Parking management typically involves pricing and use of on-and off-site parking areas. Shuttles may be operated from locations near the site, near origins, and at transit stations. Transit access may be dedicated to an event and service may be added to existing routes to meet additional demand.
TDM tactics have been used at the Hollywood Bowl in Los Angeles, which has a seating capacity of 16,000. Extensive park-and-ride service is provided from 15 locations at a fare of $5 for a round trip. Event and bus tickets are sold together. Extensive communication and advertising is used to promote the service as part of "Coming to the Bowl." Approximately 25 percent of the audience uses the service.
TDM strategies are also used at the Gelredome in Arnhem, Netherlands. The Gelredome is a multi-purpose event venue, with a capacity of 26,000 to 41,000. Admission and transit passes are packaged. Peripheral park-and-ride lots are also used. Between 15 percent to 56 percent of audiences park at the stadium depending on the event.
Emory University uses TDM strategies to address traffic issues at graduation. Some 15,000 visitors, 5,000 graduates, and 4,000 employees attend graduation. There are only 5,000 parking spaces available. There is an arrival surge for the 8:00 a.m. start. The entry and parking are centralized, although there are dispersed departmental events. Attendance is not ticketed. There is extensive use of shuttles from parking areas. Aggressive pre-event communications include a commencement newsletter, website, and employee e-mails. Flex schedules are used for employees with hours and days off. Potential TDM measures being considered include spreading events over several days, starting later in the day to avoid peak commute times, and printing the campus map on tickets.
The Rose Bowl in Pasadena, CA uses TDM for events. The Rose Bowl has a capacity of 90,000. Parking is very limited, and the stadium is surrounded by a mature neighborhood. The main TDM strategy is free remote parking with a shuttle bus system, which is promoted with ticket sales. The shuttle system averages between 4,000 to 6,000 riders for most events.
The Portland Beavers Baseball Club uses TDM strategies for home games. The ballpark is located along the LRT line. Tri-Met has an "Event Fare Program." Tickets to baseball games are valid as day passes on regional transit services. There is an agreement between the city, which oversees the stadium, and Tri-Met. The transit fare is included with tickets to mitigate parking in neighborhoods. Some 45 percent of fans attending the games use transit.
Event Match/Seattle provides an example of an instant rideshare matching service for special events. Rideshareonline.com is offered by King County Metro's ridematching service. Access is available 24/7 and is confidential. Many events are listed. Maps verify addresses and show matches. The system uses pre-written emails to solicit interest. Alternate meeting points, such as park-and-ride lots, can be used.
TDM strategies are used at SBC Park, the baseball stadium for the San Francisco Giants. SBC Park is located near downtown San Francisco. Opening day was April 11, 2000. The ballpark was built with private funding, including $1.5 million for off-site transportation improvements. The Giants average 42,000 fans per game. There are only 5,000 parking spaces available at the stadium. Approaches were needed to reduce weekday commuter versus fan conflicts and to deter parking spillover into residential areas. A goal of 25 percent of attendees using a non-automobile mode was set for the first year and a goal of 50 percent was set for the future. There are many nearby transit assets. These include Caltrain commuter rail, LRT from a BART station, ferry service at an adjacent terminal, and local and regional bus services at a nearby transit terminal. The high cost for scarce parking also helps encourage transit use.
A number of methods were used to promote transit at SBC Park. First, promoters tried to exploit the fact that 90 percent of tickets are sold to regular fans and groups. Second, information about fans was used to communicate travel options. Mail, Internet, and print media were all used to communicate with the ticket holder. Information also focused on educating the region about the best way to travel to the ballpark and building a routine of non-automobile/parking access. The marketing program focused on the slogan "Your Ticket Home." Supporting elements included a pocket access guide, transit telephone information service, and pre-event sale of transit fares. A Giant fan reward program, on-board promotions on regional transit, and deployment of ambassadors at key locations to help new riders were also used.
For the 2000 season, the major marketing campaign achieved the 50 percent goal. The transit information telephone number received some 16,160 calls. For the 2001 season the telephone number was only announced inside the ballpark, resulting in some 3,720 calls. For the 2002 season, the hotline number was not mentioned, resulting in 3,659 calls. For the 2003 season, the hotline number was discontinued and "511" live was imitated. Only 11 calls were received in 2003.
The results are impressive. Approximately 34 percent to 41 percent of fans at SBC Park come by transit. Between 5-to-8 percent of fans at SBC Park walk to games. There are a number of reasons for the high transit ridership at SBC Park. First is the extensive pre-opening information on the shortage of parking and on non-automobile options. Second, the pre-paid transit ticketing was successful. The high percentage of advance payment ticketing allows for trip planning. The close proximity of SBC Park to the downtown fan base also helped. Some 32 percent of weekday and 28 percent of weeknight attendance comes from downtown. The wealth of transit assets provides high quality transit service for predictable ridership. Finally, the high cost of limited parking also contributes to the use of transit to travel to and from SBC Park.

TECHNICAL EXCHANGE SESSION

Personalized Traveler Information System in Los Angeles "CommuteView"

Abbas Mohaddes
Iteris, Inc.

Abbas Mohaddes participated in the Technical Exchange Session. His display highlighted the personalized traveler information system demonstration in the area around the Los Angeles International Airport. The project background, current deployment status, and application of system with planned special events were included.

The Los Angeles International Airport (LAX) is one of the busiest airports in the country. An ATIS project was initiated by the El Segundo Association of Employers (ESAE) to help travelers and commuters in the airport area. ESEA sought funding from local and federal agencies. ESEA promoted the project to Los Angeles County and the Los Angeles County Metropolitan Transportation Authority. The project was initiated in September 2003.
The key goals of the project were: 1) fast tracking implementation of ATIS as the key ITS measure; 2) leveraging the Los Angeles County on-going ATMS activities; 3) developing a sustainable business plan using the grants and funds to design and deploy the system and augment the public funds with private financing to operate and maintain the system; and 4) identifying early deployment projects and deploying, testing and evaluating these projects.
The study area is located south of LAX. The early deployment projects included CommuteView, Community Cable, and Commute Call. CommuteView allows users to define their alternative routes. It provides information on travel time, congestion levels, and incident reports to users. Community Cable allows residents to view tailored traffic maps. Commute Call provides Interactive Voice Recognition (IVR) service. It provides route comparisons, and information on travel times, incidents, and congestion levels.
Over 700 users are currently participating in the demonstration. The results from an initial survey of users are promising. Some 26 percent of respondents have changed their normal commute pattern and have taken a different route. Approximately 50 percent of users decided against taking a trip because of the information available through CommuteView.
Other survey results indicate that 38 percent of users have saved time using CommuteView. These respondents include users reporting they always saved at least 5-10 minutes, those reporting they often saved 10-15 minutes, and those reporting saving of as much as 30 minutes. Some 57 percent indicated that they have a better sense for when they will arrive at work or home due to the system. Further, 13 percent are not listening to traffic reports on the radio as much as before CommuteView. Some 70 percent of users have a one-way work commute trip of 45 minutes.
The systems have application in planned special events. For example, event participants could use CommuteView for pre-trip planning and identifying personalized routes. CommuteCall could be used by event participants for personalized transportation information. The special announcement feature could also inform participants of significant congestion, security alerts, and parking tips.
The project results indicate that personalized traveler information is in demand, especially in a large urban area where alternative routes are available. There is significant application with planned special events. The results from the initial surveys are promising with users reporting time savings, a willingness to change their trip pattern, and a willingness to pay for the information. Finally, the project supports the idea that travelers expect accurate, reliable, and timely information.

Pedestrian Engineering

Samuel I. Schwartz
Sam Schwartz, LLC

Samuel Schwartz participated in the Technical Exchange Session. His display focused on pedestrian engineering with managing special events. Three New York City case studies — the attack of September 11, 2001, the Northeast electricity blackout of August 14, 2003, and the Republican National Convention in August 2004 were highlighted.

On August 14, 2003 at 4:08 p.m. New York City and the entire northeast went dark when the electricity system serving the region went out. In New York City, the subway system, regional rail, traffic signals, and some tunnels were impacted. Traffic and transit was brought to a standstill. Walking and ferries became the dominant modes.
Over 100,000 people crossed Hudson and East Rivers via public and private ferry service. Bridges and tunnels were overwhelmed with pedestrian traffic, which severely limited capacity for motorists. There were conflicts among vehicles and pedestrians. Attempts were made to maximizing outbound capacity for vehicles and pedestrians from Manhattan's CBD.
Strategies for controlling signalized intersections in the case of a major power outage include increasing visibility and default regulation. Providing back-up power sources, such as generators, battery powered signals, and solar powered signals may be considered. The use of portable signals is another option. Light-weight LED signs, like those used in the entertainment industry may have applicability. Low-tech solutions include the use of flares.
Using a civilian corps to help direct traffic in the case of an emergency may also be considered, along with mobilizing city workers for traffic control. The creation of an auxiliary police force assigned to the New York Police Department's (NYPD's) Traffic Control Division is another option.
Bus strategies include developing a strategic deployment plan, designating buses for shuttle service across bridges and through tunnels, dispersing ferries to specific sites, and greater use of private ferry services if available.
Considering staging area needs is also important. Staging areas allow for coordinated efforts and easier communication with large groups of people. If implemented correctly, people will know to automatically go to a staging area in the event of an emergency. An ideal site will provide some sort of shelter, an area to convene, and capacity to announce instructions to large numbers of people. Transportation shuttles can be arranged from these areas.

CASE STUDY SESSION

Michael S. Frisbie, City of Phoenix, Presiding

By the Book: Creating a Bus Service Playbook for Special Events

Linda Fuller
Chicago Transit Authority

Linda Fuller described transit services provided for special events in downtown Chicago. She discussed the changes in bus operations and the additional security used with major special events such as Taste of Chicago and the July 3rd fireworks display. Ms. Fuller highlighted the approaches used by the Chicago Transit Authority (CTA), including the development of a bus service playbook for major planned special events.

The first playbook was developed for a November 2002 meeting of the Transatlantic Business Dialogue (TABD) hosted by Boeing, which had just moved its headquarters to Chicago. The TABD was one of the first large events of this kind in Chicago after the attacks of September 11 and the city wanted to avoid the demonstrations surrounding the Seattle meeting of the World Trade Organization in 1999. At the request of the police department, CTA provided 30 buses and 17 back-up buses to transport officers and their equipment from a marshalling area at Sox Park to locations around the downtown area for the four days of the conference.
The buses were provided in two shifts and the buses stayed on the street until the officers returned at the end of the shift. Back-up replacement buses were staged in one of the bus garages closest to downtown. There was scheduled coverage by mobile repair trucks and tow trucks in case they were needed. A CTA representative was located in the city's Office of Emergency Management and Communications (OEMC) JOC for each of the two shifts during the conference. The JOC is opened for most major events, as well as emergencies. There are work stations for city, county, regional, and federal agency representatives in the JOC.
The playbook contained all of the information on operations for the four days of the conference. Information included re-routes, contingency plans, personnel assignments, vehicle assignments, and contact mobile phone, pager, and radio call numbers. It also included information such as placement and service schedules for portable toilets and delivery schedules for coffee, food, and other beverages for operators at Sox Park as they awaited deployment.
Rail Operations, Revenue Equipment Maintenance, the CTA Control Center, and other groups were on alert if not directly involved. The goal was to effectively serve the event, in this case, the police department's needs, while not affecting regular bus or rail service, which provides around 1.5 million rides a day. Two-thirds of these riders are on buses. The level of detail in the playbook made it possible to keep track of buses and communicate effectively with the police department and the Chicago Department of Transportation, and the OEMC.
In preparing for the 2003 Taste of Chicago and July 3rd fireworks display, a decision was made to use the playbook method for planning service for these events. Approximately 3 million people come to the lakefront each year for the 10 days of Taste and a million people attend the July 3rd fireworks display. CTA has been providing extra bus service and re-routing buses for the fireworks for many years. With increased security and the need to communicate with the police, OEMC, and other agencies, it was felt the playbook format would enhance communication and coordination. The goal is to provide additional service without disrupting regular service, although re-routing of some buses starts several days before Taste begins as tents and other equipment are set up in Grant Park.
While many routes as are re-routed for Taste and the July 3rd fireworks, the event that is most disruptive to bus service is the Chicago Marathon. Increased outreach by the event's organizers and coordination among agencies has resulted in a generally receptive attitude on the part of the public toward the event, especially in light of the fact that it runs through so many neighborhoods and is televised. The marathon event is perceived as good for the city in general and, therefore, worth the day's inconvenience.
Chicago is crazy for parades, runs, and festivals — many of which can close major arterials for several days. Permits are required for any event in the public right-of-way or that may affect pedestrian or vehicular travel. During the summer, the Bus Service Management Department special events staff has an almost full-time job ordering re-routes and publishing service bulletins. These efforts are on top of any disruptions to service caused by construction projects or infrastructure emergencies, such as collapsed sewers and broken water mains. Department representatives attend a weekly Traffic Task Force meeting at which upcoming events, as well as construction projects are discussed. Playbooks are developed for construction or other events that require re-routing for longer than a few days or that impact more than one re-route for different phases of a project.
The city publicizes the use of transit for special events. In addition to car cards and other customer alerts, public service announcements on the bus automated vehicle announcer system (AVAS) before and during Taste and other special events, encourage people to take transit. Some route-specific AVAS announcements are recorded primarily for the buses serving Navy Pier. In the case of the Chicago Marathon, the CTA has entered into a co-promotion arrangement, and marathon maps show how spectators can use the rail system to get from one viewing location to another as the race winds its way through the city.
The Chicago Department of Transportation (CDOT) uses VMS along Lake Shore Drive to alert vehicular traffic of closures and detours. CDOT, the CTA, and the Regional Transit Authority (RTA) provide travel information on their websites as well.
Although CTA has been operating special service for Taste and the July 3rd fireworks display for many years, each year is different. This year, for instance, the 3rd was on a Saturday, which meant there was more equipment available, but it was more difficult to recruit operators and supervisors.
Based on experience, it is critical to debrief immediately after an event, even those that have been held for numerous years. The planning for next years event starts the week after this year's event, so debriefing is important to identify any issues that need to be addressed. Documenting observations and suggestions from people in the field provides a good foundation for addressing any concerns.
In planning for an event, information from the previous years, including ridership, is reviewed. The July 3rd fireworks usually start at 9:30 p.m. and last about 20 minutes. It takes about two minutes for the first people to walk out of the park or Navy Pier and line up at the waiting buses. Increased ridership peaks on buses do not typically occur before the fireworks. If July 3rd is a weekday, people who work downtown may walk over to Taste after work. A lot of people come downtown throughout the day, go to Taste, and stay for the fireworks. Ridership is examined very carefully as addition service is costly. For example, in 2003 there were 65 buses staged to serve Navy Pier. Based on ridership in 2003, only 45 were staged in 2004. It is important to have accurate ridership counts for special events. More buses in the fleet are equipped with automatic passenger counting (APC) equipment. This equipment has enhanced the accuracy of passenger counts, allowing CTA to make adjustments in service.
There may be a tendency among operators and supervisors to load the buses as quickly as possible right after the fireworks. In the last few years, customer service has been stressed in briefings, especially since many riders on special events service do not normally ride the CTA. It is important to make the experience for those riders a good one. Pre-event briefings stress focusing on moving people, not buses. Operators should not treat customers like cattle. People have had a nice day and the intent is not to spoil the mood with a "load 'em up, head 'em out" attitude.
It is important to be flexible and to be ready to respond to unexpected events. For example, it rained early in the evening this year, which results in many people staying home. Also, an unexpected downpour at 10:30 p.m. caused problems for two-way pagers and cell phones, which got wet. Planning assumes good weather and high-attendance as it is almost impossible to add a significant amount of service on short notice. It is possible to send buses home early, however.
Taste is held in Grant Park and the fireworks are shot off from barges in Monroe Harbor. The crowds gather at Navy Pier, in the area around Buckingham Fountain, and increasingly in the south part of Grant Park in the Museum Campus area. These areas are very close to downtown and the loop, which is why transit is promoted heavily for lakefront events. A basic challenge is to get buses in place, without compromising evening weekday rush hour service before the streets are closed by the police department. Historically, buses have not been re-routed until the police department closes the streets. This year buses were re-routed starting at 6:00 p.m., only a short time before the police department closed the streets to reduce confusion for riders and operators.
Since 9/11 more emphasis has been placed on security, especially since the Jardine Water Purification Plant, one of the most security-sensitive locations, is the main staging area for buses. A security check is conducted of buses and operators. Box meals and beverages are provided for the operators at Jardine so they do not have to leave the site. Portable toilets and wash stations are also provided. The security check is coordinated with Jardine security and is conducted by a team of police officers and CTA maintenance personnel who know what belongs on a bus and what does not. All operators and buses that stage at Jardine come directly from a garage rather than from service on the street, so the buses are fueled, clean, and the operator does not have personal belongings.
A number of methods are used to communicate with riders about the special service. Approximately 15,000 half-page flyers are distributed to riders getting off buses before the fireworks. The flyers include information on the location of buses after the fireworks. CTA and other personnel help direct people to the correct route after the fireworks and to rail service in the downtown area. Recruiting of the information specialists starts in late May or early June. Briefing sessions are used to provide them with information on the routes, re-routes, staging locations, and security guidance. This year approximately 100 exempt employees served as information specialists. CTA transportation managers and service supervisors are responsible for the bus operations and the information specialists focus on customers.
Meetings with city services occur in June to make sure that any changes in re-routings or staging do not conflict with plans for street closures or traffic management. The city services meetings typically involve all departments associated with July 3rd operations. The departments include transportation, special events, streets and sanitation, police, fire, water management, and OEMC. Copies of the playbook are provided to CPO personnel, along with reroute bulletins, staging maps, and pocket-sized palm cards that show re-routes after street closures start and staging/boarding areas.
This year, there were more than 650 officers, cadets, and traffic control aids working July 3rd. These personnel were in addition to about 175 police officers working Taste that day. The police department deployment included traffic control, crowd control, marine units, transit units, and equestrian units.
This year OEMC created a briefing book that included the CTA information, as well as information and orders from police, fire, special events, water management, and the park district. OEMC has excellent graphic and mapping capabilities, and since most of the agencies provide personnel for the JOC, which is activated for July 3rd, everyone is now, quite literally, on the same page via the briefing book. The briefing book provides OEMC and the other emergency responder agencies the information that might be needed in the event of an emergency. Like most jurisdictions, since 9/11, Chicago treats every major event as a unified command training exercise for emergency responders.
The CTA special event playbook provides one source of information on what, who, and when for the special event. It also provides the foundation for other actions if circumstances require. The process of coming to agreement on the details of everything that goes into the playbook is as important as the final product itself, since what sometimes seems like endless discussion makes it less likely that things will fall through the cracks. As coordination with other agencies increases in the interest of security, it becomes even more important that the details are articulated, written down, mapped, and shared so that when incidents occur, they can be managed effectively.

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