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Philip Plotch is the author of the book, Last Subway: The Long Wait for the Next Train in New York City published by Cornell University Press. The book is the fascinating and dramatic story behind New York’s struggle to build a new subway line under Second Avenue in...
Mr. Irick presided over a strategic plan to comprehensively improve bus services, referred to as a “Buses Action Plan” part of an agency-wide Fast Forward Initiative. Completed and delivered to the large transit agency’s Board of Directors and the public in under six months, the plan identified specific...
Mr. Irick led the successful implementation of the first-of-its-kind Express Bus Network Redesign for a portion of a large city bus system. This redesign was conducted entirely in-house and encompassed several steps from planning to initial implementation and revision following implementation. These steps included: Compressed technical effort to...
The existing Operations Planning (OP) Division at NYCT was created in 1985. Prior to that, the scheduling and service planning functions generally found in an OP unit were scattered across some 26 groups across the organization. Mr. Gaul was part of the management team that established the first...
In 1998, a condition existed that required the compete replacement of the subway floor along a section of the Lenox Ave Line. Passenger volume and network constraints were such that bus substitution was not a viable option. Rail service needed to continue, at least in one direction throughout...
The New York City metropolitan area was hard hit by COVID-19, and the pandemic brought with it unprecedented challenges for New York City Transit. Previously dependable approaches to monitor ridership suddenly became unavailable (e.g., local bus payment data, field checks). We were tasked to quickly modify existing processes to...
Mr. Glikin led a department of 30 transit professionals scheduling bus service for a large transit system with 20 bus garages. Over time, Mr. Glikin led a successful transformation of the personnel roster from primarily individuals promoted from first level bus operations supervisor roles, with substantial operating experience,...
As Senior Director of Bus Schedules for a major property, Mr. Gilkin participated as a support role in labor negotiations. His staff analyzed contract demands, their operational impacts and estimated cost impacts to the negotiating team. In particular he participated in negotiating a precedent-setting agreement during an expansion of...
The New York City metropolitan area was hard hit by COVID-19, and the pandemic brought with it unprecedented challenges for New York City Transit. This paper addresses techniques used to estimate dramatically changing ridership, at a time when previously dependable sources suddenly became unavailable (e.g., local bus payment...
As part of a large transit system with 4,500 buses, 235 routes, and over 16,000 stops, significant needs for service changes emerged on an ongoing basis. We were tasked with achieving the following goals: Speeding up bus service. Most local routes have short stops spacing, 500 to 750...
