% This file is part of the
% The Online BRT Planning Guide
%
% DO NOT EDIT THIS FILE MANUALLY!
%
% This file has been automatically generated from its sources
% using the OBRT tool:
%  tool version: 364c3e5
%  haxe version: 3.4.0
%  runtime: JS
%  platform: Linux

\chapter{1}{Project Initiation}
\label{volume:project-preparation:chapter:project-initiation}
% @ guide/01-project-initiation-and-set-up/00-project-initiation.src: lines 1-7: code points 1-41

\quotation{Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed it is the only thing that ever has.}{Margaret Mead, anthropologist, 1901–1978}
% @ guide/01-project-initiation-and-set-up/00-project-initiation.src: lines 5-7: code points 1-41

A decade ago, despite the existence of a few exceptional examples in the world today, the transformation of public transport conditions was a relatively rare event. Over the past decade, the number of kilometers of BRT worldwide has increased by more than 300 percent. Kilometers of light rail transit (LRT) and metro, while also increasing, did not grow at such a rate. BRT has proved itself a viable means for providing mass transit, with easy scalability, low costs, and operational and implementation advantages.\par
% @ guide/01-project-initiation-and-set-up/00-project-initiation.src: lines 10-14: code points 1-94

\ifxetex
	% disabled for now
\else
	{  % group required to avoid fignote settings escaping
		\img{\hsize}{project-preparation/assets/6d389dc5a00d1ec8fa3d631aefd0e43b9dceeccb.jpeg}
		\fignote{1}{Growth in kilometers of mass transit options around the world.\label{chapter:project-initiation:figure:growth-in-kilometers-of-mass-transit-options-around-the-world}}{ITDP.}
	}
\fi

As BRT systems have spread around the world, some have had problems in planning, implementation, or operation, mainly due to the lack of one or more key elements in their development. Cultivating public and political will toward changing existing public transport conditions is perhaps the most important activity discussed in this planning guide. Strong political will, coupled with public investment and desire in an improved public transport system (and effective participation of civil society), make for a successful project. Without either of these factors, it is unlikely that a project will survive the myriad challenges posed by special-interest groups opposed to the endeavor. With both political will and public support and participation, success is much more likely.\par
% @ guide/01-project-initiation-and-set-up/00-project-initiation.src: lines 21-28: code points 1-66

This chapter outlines a few mechanisms to help groups interested in initiating a project to improve a city’s urban transport system. This chapter also cites examples of how some cities have achieved political commitment for a project and how that support has been translated into a wider vision for a transformation of public transport operations. The topics discussed in this chapter are:\par
% @ guide/01-project-initiation-and-set-up/00-project-initiation.src: lines 31-34: code points 1-73

\begin{itemize}
\item Project Catalyst;% @ guide/01-project-initiation-and-set-up/00-project-initiation.src: lines 38-39: code points 1-0
\item Political Commitment;% @ guide/01-project-initiation-and-set-up/00-project-initiation.src: lines 39-40: code points 1-0
\item Statement of Vision;% @ guide/01-project-initiation-and-set-up/00-project-initiation.src: lines 40-41: code points 1-0
\item Barriers to Project Development;% @ guide/01-project-initiation-and-set-up/00-project-initiation.src: lines 41-42: code points 1-0
\item Understanding and Presenting the Benefits.% @ guide/01-project-initiation-and-set-up/00-project-initiation.src: lines 42-42: code points 1-48
\end{itemize}
% @ guide/01-project-initiation-and-set-up/00-project-initiation.src: lines 38-42: code points 1-48

\section{1}{Project Catalyst}
\label{volume:project-preparation:chapter:project-initiation:section:project-catalyst}
% @ guide/01-project-initiation-and-set-up/11project-catalyst.src: lines 3-110: code points 1-0

\quotation{To accomplish great things, we must not only act but also dream. Not only plan but also believe.}{Anatole France, writer, 1844–1924}
% @ guide/01-project-initiation-and-set-up/11project-catalyst.src: lines 5-6: code points 1-34

Before a customer boards a new system, before a new line is constructed, and before a plan is developed, a person or a group of people must decide that action is required to improve a city’s public transport system. The inspiration may come from a private-sector operator, a civil servant, a political official, a civic organization, or even just a concerned citizen. Nevertheless, without someone acting as a catalyst, a city’s public transport potential will likely go unrealized.\par
% @ guide/01-project-initiation-and-set-up/11project-catalyst.src: lines 8-12: code points 1-62

The inspiration for a new public transport vision may stem from reading about alternatives, seeing a photo, visiting other cities, or a person’s simply asking “what if?” In many cases, the catalyst may unfortunately originate from the dire conditions of public transport in much of the world today. When poor customer service, extreme levels of discomfort and insecurity, and official neglect characterize public transport conditions, the issue can become a principal topic of public discourse. In too many cases, corrective actions are only undertaken once conditions become truly unbearable.\par
% @ guide/01-project-initiation-and-set-up/11project-catalyst.src: lines 14-19: code points 1-86

Because most top officials do not generally utilize public transport, improving the poor conditions of many systems is often not part of the political agenda. Instead, the impetus may fall on public transport customers and citizen groups who are closer to the day-to-day realities. In some instances, public transport customers have formed their own organizations to demand improved conditions. In Los Angeles, the Bus Riders Union has successfully launched several campaigns to convince decision makers to expand bus-priority lanes, as well as to modernize the vehicle fleet (Figure 1.2). In Bogotá, Colombia, “user leagues” of various types have been created by citizens in recent years to constructively criticize their BRT and its operations, and in many cases this has resulted in improvements to the system.\par
% @ guide/01-project-initiation-and-set-up/11project-catalyst.src: lines 21-28: code points 1-82

\ifxetex
	% disabled for now
\else
	{  % group required to avoid fignote settings escaping
		\img{\hsize}{project-preparation/assets/c1cb9c309dfdca0be70b857bd8d597c6a1135997.jpeg}
		\fignote{2}{The Los Angeles Bus Riders Union has proved that people power can catalyze more progressive policies.\label{chapter:project-initiation:figure:the-los-angeles-bus-riders-union-has-proved-that-people-power-can-catalyze-more-progressive-policies}}{Bus Riders Union.}
	}
\fi

In other instances, environmental organizations have led the charge due to the unsustainable nature of existing conditions, especially when private-vehicle usage begins to overwhelm a city’s streets and greatly harm the area’s air quality. Often an engaged civic vanguard can advocate for innovative ideas, provide examples of new solutions, and build a constituency for risky change, as is discussed in the study \emphasis{The People’s }History of Recent Urban Transportation from TransitCenter, a foundation that sparks innovations and supports policies that improve public transportation for riders, businesses, and communities. The report argues that a strong civil sector is critical in directing public support for new projects and innovative ideas and that helps build support from the political leadership—helping mitigate the risks from change.\par
% @ guide/01-project-initiation-and-set-up/11project-catalyst.src: lines 33-41: code points 1-18

In a similar manner, groups concerned with deteriorating urban conditions, such as physicians, air-quality professionals, tourism specialists, and police, may also play a role in propagating the need for change. Additionally, university researchers and staff can provide the technical evidence of the costs of existing conditions, as well as be sources of new ideas. In Delhi, India, staff from the Indian Institute of Technology were instrumental in the implementation of the city’s new BRT system. CEPT University in Ahmedabad, India, was a main player in planning the Janmarg system.\par
% @ guide/01-project-initiation-and-set-up/11project-catalyst.src: lines 43-48: code points 1-49

Likewise, poor conditions for drivers, conductors, and transport owners may stimulate a search for a better model. In many instances in lower-income countries, the private-sector interests delivering public transport services in cities struggle to make a living. Through awareness of successful models in cities such as Bogotá, Colombia and Curitiba, Brazil, private operators can see that forming an integrated network and providing a higher level of service can indeed lead to greater profit. Thus, the private sector may well provide the inspiration for change. Luckily, this same phenomenon has started to happen with many other transport operators in cities where BRT systems have been implemented, creating a greater consolidation of a professionalized transport operation in these cities.\par
% @ guide/01-project-initiation-and-set-up/11project-catalyst.src: lines 50-57: code points 1-72

The news media may also play a prominent role in raising awareness of existing conditions. Articles, images, and films of poor-performing public transport services can help coalesce public opinion around the need for change. Further, articles and video on successes in other cities may stimulate many to ask why the same could not be done in their own city. The recent surge of BRT systems has also helped in providing the media with examples to make the case for BRT in cities where public transport conditions are poor.\par
% @ guide/01-project-initiation-and-set-up/11project-catalyst.src: lines 59-64: code points 1-9

Finally, international organizations can play a vital role in facilitating information sharing between projects, as well as providing direct financial and technical assistance to cities. Such organizations can help share experiences, raise awareness among local groups, and build the local capacity for a new project to take hold. International nongovernmental organizations such as the Institute for Transportation and Development Policy (ITDP), the WRI Ross Center for Sustainable Cities—the EMBARQ transportation program, GiZ, and the Energy Foundation have been instrumental in providing cities with both the inspiration for change and the tools to achieve it.\par
% @ guide/01-project-initiation-and-set-up/11project-catalyst.src: lines 66-72: code points 1-35

\ifxetex
	% disabled for now
\else
	{  % group required to avoid fignote settings escaping
		\img{\hsize}{project-preparation/assets/2bdf56cbe85c3c476a998754b56f11ac447aef40.jpeg}
		\fignote{3}{GiZ delivers training courses with hands-on examples with local policy makers.\label{chapter:project-initiation:figure:giz-delivers-training-courses-with-hands-on-examples-with-local-policy-makers}}{Carlosfelipe Pardo.}
	}
\fi

The international private sector is also now playing an increased role in raising awareness of public transport options. For example, Volvo partners with municipalities in places such as India to build the capacity for options such as BRT, and Mercedes-Benz has created a full initiative of BRT information and promotion. While private firms clearly have their own commercial incentives for favoring one technology over another, these firms can help put forward ideas within the context of a competitive marketplace.\par
% @ guide/01-project-initiation-and-set-up/11project-catalyst.src: lines 77-81: code points 1-101

Bilateral and multilateral agencies such as the Asian Development Bank, the World Bank, the Inter-American Development Bank, the Swedish International Development Agency (SIDA), and the United States Agency for International Development (USAID) have all helped facilitate public transport initiatives.\par
% @ guide/01-project-initiation-and-set-up/11project-catalyst.src: lines 84-86: code points 1-90

International funding organizations, such as the Global Environment Facility (GEF) and the Hewlett Foundation, are likewise key catalysts in this process. Further, international financing organizations, such as the World Bank and regional development banks, not only help financially support projects, but also often work to raise awareness and provide supportive guidance.\par
% @ guide/01-project-initiation-and-set-up/11project-catalyst.src: lines 88-91: code points 1-67

Additionally, international organizations, such as the Clean Air Initiative (CAI), the United Nations Centre for Regional Development (UNCRD), the United Nations Human Settlements Programme (UN-Habitat), the United Nations Development Programme (UNDP), and the United Nations Environment Programme (UNEP), have also provided assistance to cities on sustainable transport issues. Municipalities thus have a plethora of international resources at their disposal to undertake a public transport improvement initiative. In many cases, it is merely a matter of contacting the right individuals to make such cooperation available.\par
% @ guide/01-project-initiation-and-set-up/11project-catalyst.src: lines 93-98: code points 1-108

Finally, climate-related initiatives, such as the German International Climate Initiative and others, have created specific funds to improve the likelihood of successful projects. Climate funding in general has become a suitable means to provide support to bus rapid transit implementation.\par
% @ guide/01-project-initiation-and-set-up/11project-catalyst.src: lines 100-102: code points 1-83

From the concerned individual to a local civic organization, to universities, the news media, and international groups, a range of parties can spark change toward improved urban transport. Any city can take advantage of these linkages to catalyze change. However, to date, most cities have not taken such a transformative step. While the gulf between problem recognition and construction of a modern public transport system seems quite daunting, this chasm can be overcome with the array of resources now available to cities. Very often, just one individual can provide the initial spark.\par
% @ guide/01-project-initiation-and-set-up/11project-catalyst.src: lines 104-110: code points 1-0

\section{2}{Political Commitment}
\label{volume:project-preparation:chapter:project-initiation:section:political-commitment}
% @ guide/01-project-initiation-and-set-up/12political-commitment.src: lines 3-207: code points 1-0

\quotation{I have never learned to tune a lute or play upon a harp, but I can take a small and obscure city and raise it to greatness.}{Themistocles, Athenian statesman, 525 BC–460 BC}
% @ guide/01-project-initiation-and-set-up/12political-commitment.src: lines 5-6: code points 1-49

Ultimately, though, a project concept must enter the political mainstream in order to move toward official development. A leading political official must make a strong commitment to overhauling the city’s public transport system. Political will and commitment are probably the most critical and fundamental components in making a new system a reality. Outside groups can certainly help create the right conditions for project consideration, but as a public good, public transport requires political support to become a reality.\par
% @ guide/01-project-initiation-and-set-up/12political-commitment.src: lines 8-12: code points 1-101

While almost all political officials will claim to hold strong political will and commitment to public transport, the reality is often quite different. Is an official willing to give priority road space to public transport over private vehicles? Will the official risk upsetting powerful lobbying groups, such as existing transit operators and private motorists? Will the officials seek out the best technical help they can find, and the best financial resources to make a project happen? Convincing officials to say yes to each of these questions is the basis of establishing project commitment. “Political will” are just words until backed up by tangible evidence of a serious intent to fully implement a project.\par
% @ guide/01-project-initiation-and-set-up/12political-commitment.src: lines 15-21: code points 1-97

There are some risks associated with having one particular individual or party largely responsible for developing a bus rapid transit project. In Bogotá and Guadalajara, Mexico, for example, the fact that one politician or political party promoted and implemented the BRT system has made it more difficult to expand after that individual left office. Thus, political will is important to the success of the project, but the initiative itself should be neutral—associated more with the city itself and not an individual.\par
% @ guide/01-project-initiation-and-set-up/12political-commitment.src: lines 23-28: code points 1-11

\subsection{1}{Political Officials}
\label{volume:project-preparation:chapter:project-initiation:section:political-commitment:subSection:political-officials}
% @ guide/01-project-initiation-and-set-up/12political-commitment.src: lines 30-116: code points 1-57

The creation of a political environment suitable to introducing a new public transport system can depend on many factors. There is no set am6ount of time required or set series of events. In the case of cities such as Bogotá and Curitiba, the election of dynamic mayors who entered office with a new vision was the determining factor. Both former Mayor Enrique Peñalosa of Bogotá and former Mayor Jaime Lerner of Curitiba came to office with a strong intent to improve public space and transport (Figures 1.4 and 1.5). They also possessed a base knowledge of these topics and brought with them highly trained professionals as their core staff. In such instances, the progress toward system planning happens almost immediately.\par
% @ guide/01-project-initiation-and-set-up/12political-commitment.src: lines 32-38: code points 1-103

\ifxetex
	% disabled for now
\else
	{  % group required to avoid fignote settings escaping
		\img{\hsize}{project-preparation/assets/87e4d4e3a41fe61c41a601732dba1968e397378d.jpeg}
		\fignote{4}{Enrique Peñalosa, former mayor of Bogotá, transformed the city with BRT.\label{chapter:project-initiation:figure:enrique-pealosa-former-mayor-of-bogot-transformed-the-city-with-brt}}{Por el Pais que Queremos (PPQ).}
	}
\fi

\ifxetex
	% disabled for now
\else
	{  % group required to avoid fignote settings escaping
		\img{\hsize}{project-preparation/assets/24ff48c5b7453a3914dfc8a2a0913324b146c9e3.jpeg}
		\fignote{5}{Jaime Lerner of Curitiba is among former mayors whom transformed their cities with BRT.\label{chapter:project-initiation:figure:jaime-lerner-of-curitiba-is-among-former-mayors-whom-transformed-their-cities-with-brt}}{Jaime Lerner Foundation.}
	}
\fi

In other instances, a long period of persuasion and information gathering will precede the commitment. Naturally, the more senior the political figure leading the cause, the more likely the official’s influence can lead to action. Thus, mayors and governors are the logical targets for gaining political support. In many cases, as in Jakarta, Indonesia, key local politicians often quickly realize that BRT can help them politically because it can show results within the length of their administration. In some developing cities, support from national ministry officials may also be necessary for project approval. The role of national officials may be particularly important in capital cities.\par
% @ guide/01-project-initiation-and-set-up/12political-commitment.src: lines 45-51: code points 1-70

In many instances, a mayor or governor will lack the necessary background on transport or urban planning issues. It requires confidence to grapple with a widespread transformation of the public transport system. In such cases, building the trust of the decision makers and giving them the necessary confidence to implement such a seemingly far-reaching proposal will be key. Political officials will be averse to risk with key constituencies, such as car owners and transit operators, unless the issue is a core part of their platform.\par
% @ guide/01-project-initiation-and-set-up/12political-commitment.src: lines 53-58: code points 1-15

Further, mayors and governors are busy individuals juggling an array of issues and interests. The amount of time these officials can devote to a studied consideration of a public transport transformation is limited. For this reason, it may be more effective to target the top advisers of a mayor or governor. Such individuals may be able to give the idea greater attention, and then subsequently be in a position to make a trusted recommendation to the official.\par
% @ guide/01-project-initiation-and-set-up/12political-commitment.src: lines 60-64: code points 1-49

However, even in the absence of support at the highest levels, a strategy to begin influencing officials at lower levels may still merit effort. Fortunately, there are many other starting points within the city’s political and institutional environment. Deputy mayors, deputy governors, and councillors are also relevant positions from which a project can be launched. Among such officials, it may be more likely to find a specialist with a background in transportation, environmental issues, urban planning, or other related fields. In such cases, the learning curve will likely be less. In Johannesburg, South Africa, the effort was led by a councillor who was the adviser to the mayor on transportation.\par
% @ guide/01-project-initiation-and-set-up/12political-commitment.src: lines 66-72: code points 1-86

Another useful starting point can be unelected officials holding key positions within municipal institutions. Directors and staff within departments of planning, public works, environment, health, and transportation will all likely play a role in any eventual project. Without the support of such officials and staff, institutional inertia can delay and weaken implementation. Further, these officials often have a direct relationship with top elected officials. During their daily or weekly briefings, technical staff can prompt a discussion of public transport options. A concept being supported by both citizens’ groups and departmental directors will stand a better chance of approval by a mayor than a project being pursued by just one outside group.\par
% @ guide/01-project-initiation-and-set-up/12political-commitment.src: lines 74-81: code points 1-26

The best strategy is to approach all relevant officials, both elected and appointed, who may be influential on public transport. Even if an official is unlikely to become an overt supporter of a public transport initiative, eliminating the threat of overt opposition is equally important. Thus, an initial preemptive session with the potential opposition can be vital to reducing any strongly negative reactions. Much care must be given to the manner in which the issue is presented to any given audience. In fact, the key points to be stressed will likely vary from one official to another, given their different starting points and initial understanding of mass transit options.\par
% @ guide/01-project-initiation-and-set-up/12political-commitment.src: lines 83-89: code points 1-57

One common and rather unfortunate complication is the existence of opposing political parties in key positions overseeing the project. For example, if the local government control is held by one political party while the regional or national government is held by another party, then cooperation to make the project a reality may be lacking. The lack of cooperation between national and local officials scuttled the Bangkok BRT project until it was finally launched in May 2010 after various delays. While local government will typically have direct implementation responsibility, approval from the national government could be required for either budgetary or legal reasons. In Colombia, the success of TransMilenio in Bogotá generated a strong commitment to implement eight more BRT systems throughout the country, with a contribution of up to 70 percent from the national government. Something similar happened in India, where the Jawaharlal Nehru National Urban Renewal Mission (JNNURM) was developed as a financing mechanism to implement suitable public transport solutions for its cities, some of which have been designated as BRT systems.\par
% @ guide/01-project-initiation-and-set-up/12political-commitment.src: lines 91-101: code points 1-93

The duration of the political administration’s time in office (and the possibility for reelection) is also another key factor to consider. If a mayor or governor has only a short time remaining prior to an election, then such officials may be reluctant to embark upon bold initiatives. The risk of alienating potential voting groups can override any political boost that a project announcement could garner. Further, once an incumbent takes a strongly favorable position on a public transport option, this position may imply an equal and opposite reaction from the opposition candidates.\par
% @ guide/01-project-initiation-and-set-up/12political-commitment.src: lines 103-108: code points 1-68

For these reasons, catching political officials at the earliest stages of their time in office provides the best chance for achieving commitment to implementation. Often, a major selling point for mayors and governors of an option such as BRT is that it can be built easily within a single term of office, helping establish the politician’s career. It may also be effective to introduce public transport options even prior to officials taking office. Providing information to staff within the major political parties can be a worthwhile investment of time and effort. Identifying potential future leaders and establishing a mentoring relationship with them can be equally useful.\par
% @ guide/01-project-initiation-and-set-up/12political-commitment.src: lines 110-116: code points 1-57

\subsection{2}{Awareness-Raising Mechanisms}
\label{volume:project-preparation:chapter:project-initiation:section:political-commitment:subSection:awareness-raising-mechanisms}
% @ guide/01-project-initiation-and-set-up/12political-commitment.src: lines 118-207: code points 1-0

There are several different mechanisms available to help alert political officials to the potential of various public transport improvement options. These mechanisms include:\par
% @ guide/01-project-initiation-and-set-up/12political-commitment.src: lines 120-122: code points 1-0

\begin{itemize}
\item Site visits to successful public transport systems;% @ guide/01-project-initiation-and-set-up/12political-commitment.src: lines 122-123: code points 1-0
\item Tours of own city’s existing public transport services;% @ guide/01-project-initiation-and-set-up/12political-commitment.src: lines 123-124: code points 1-0
\item Visits from successful mayors and other successful implementers, such as the directors and commissioners of transport departments;% @ guide/01-project-initiation-and-set-up/12political-commitment.src: lines 124-125: code points 1-0
\item Basic information provision on options;% @ guide/01-project-initiation-and-set-up/12political-commitment.src: lines 125-126: code points 1-0
\item Videos on public transport improvement examples;% @ guide/01-project-initiation-and-set-up/12political-commitment.src: lines 126-127: code points 1-0
\item Simulation videos of potential systems in the particular city;% @ guide/01-project-initiation-and-set-up/12political-commitment.src: lines 127-128: code points 1-0
\item Physical models of public transport options;% @ guide/01-project-initiation-and-set-up/12political-commitment.src: lines 128-129: code points 1-0
\item Pre-feasibility study.% @ guide/01-project-initiation-and-set-up/12political-commitment.src: lines 129-129: code points 1-28
\end{itemize}
% @ guide/01-project-initiation-and-set-up/12political-commitment.src: lines 122-129: code points 1-28

These various mechanisms are not mutually exclusive, as several different information techniques can be combined to build a case on the need for change. Frequently, all it takes to generate political interest is to provide fairly basic information to mayors and other decision makers.\par
% @ guide/01-project-initiation-and-set-up/12political-commitment.src: lines 131-133: code points 1-75

In most cases, however, firm political resolve only comes after chief decision makers visit a successful system like Mexico City or Guangzhou, China, to see it and understand it for themselves. “Seeing is believing” is completely true in the case of BRT. Usually, the decision makers are also accompanied by senior technical staff who will be responsible for implementing the project. Members of the city’s media, as well as existing transport operators, may also participate in the visit. By speaking directly with technical staff and political officials in cities with existing systems, prospective system developers can understand the possibilities in their own cities (Figure 1.6). Experiencing a high-quality system in a relatively low-income city, such as Quito, Ecuador, also shows city officials that a system is possible regardless of local economic conditions. In many instances, the process of developing a new public transport system can seem quite overwhelming at the outset. Seeing systems in practice and walking through the development process can do much to dispel uncertainties and fears. At the same time, care should be exercised to avoid giving the impression that project implementation is always easy, fast, and problem free.\par
% @ guide/01-project-initiation-and-set-up/12political-commitment.src: lines 135-146: code points 1-82

\ifxetex
	% disabled for now
\else
	{  % group required to avoid fignote settings escaping
		\img{\hsize}{project-preparation/assets/18bff1b28657b8e0716a53ebf7c7e1bc454a62e6.jpeg}
		\fignote{6}{International visitors gain many insights by speaking with Macrobus technical staff in Guadalajara, Mexico.\label{chapter:project-initiation:figure:international-visitors-gain-many-insights-by-speaking-with-macrobus-technical-staff-in-guadalajara-mexico}}{Carlosfelipe Pardo.}
	}
\fi

Surprisingly, political officials and even municipal technical staff can be relatively unfamiliar with public transport in their own city. Given the background and income levels of such persons, many will utilize their own private vehicles for transport. In the case of top elected officials, their only view of daily transport issues may be from the back of a chauffeur-driven luxury vehicle (Figure 1.7). Thus, public transport systems are frequently conceptualized and designed by individuals with little actual familiarity with the daily realities of public transport.\par
% @ guide/01-project-initiation-and-set-up/12political-commitment.src: lines 151-156: code points 1-57

\ifxetex
	% disabled for now
\else
	{  % group required to avoid fignote settings escaping
		\img{\hsize}{project-preparation/assets/8145d6acd919d7a8fcbbac5b7c8b5423594b7862.jpeg}
		\fignote{7}{The only perspective many decision makers have on transport is based on a chauffeur-driven ride to work each day.\label{chapter:project-initiation:figure:the-only-perspective-many-decision-makers-have-on-transport-is-based-on-a-chauffeur-driven-ride-to-work-each-day}}{Lloyd Wright.}
	}
\fi

Organizing a tour of the public transport conditions in an official’s own city can be an eye-opening experience for the official. In cities such as Bogotá, Delhi, Johannesburg, and São Paulo, officials have either made a point to regularly utilize public transport and\slash{}or have required staff to use public transport for certain periods of time (Figures 1.8 and 1.9).\par
% @ guide/01-project-initiation-and-set-up/12political-commitment.src: lines 161-164: code points 1-60

\ifxetex
	% disabled for now
\else
	{  % group required to avoid fignote settings escaping
		\img{\hsize}{project-preparation/assets/1dbc3b56b10f559addc8b1fbbc1dc9de4e1ad1f2.jpeg}
		\fignote{8}{Leading political officials, such as former Mayor Enrique Peñalosa of Bogotá experiences public transport for himself.\label{chapter:project-initiation:figure:leading-political-officials-such-as-former-mayor-enrique-pealosa-of-bogot-experiences-public-transport-for-himself}}{PPQ.}
	}
\fi

\ifxetex
	% disabled for now
\else
	{  % group required to avoid fignote settings escaping
		\img{\hsize}{project-preparation/assets/1b72a833ea59a8a149bda415e198bf25ebb8cd7a.jpeg}
		\fignote{9}{South African Minister of Transport Jeff Radebei rides the bus.\label{chapter:project-initiation:figure:south-african-minister-of-transport-jeff-radebei-rides-the-bus}}{South African Ministry of Transport.}
	}
\fi

Testimonials from one political official to another may sometimes be appropriate. Visits to cities by prominent former mayors such as Enrique Peñalosa and Jaime Lerner have been sponsored by international organizations to help catalyze local actions. Showing how mayors and governors who delivered high-quality systems have tended to win subsequent elections can also be quite motivating to local officials.\par
% @ guide/01-project-initiation-and-set-up/12political-commitment.src: lines 171-174: code points 1-96

Advances in information and communications technologies (ICT) have put the power of sophisticated visual and software tools in the hands of most municipalities. Visual renderings of stations, vehicles, and runways can do much to excite political officials over the possibilities (Figure 1.10). Videos of high-quality public transport systems in cities such as Bogotá, Colombia; Brisbane, Australia; and Curitiba, Brazil provide an accurate visual display of the options to decision makers. Likewise, digital video technology is now available to simulate how a new system would actually operate in a city of interest. Being able to “virtually ride” the new system at an early stage in the planning process cannot only work to stimulate political commitment but it can also help planning staff with design considerations. In a similar manner, small models of vehicles, stations, and runways all help give political officials a hands-on feel with the possibilities (Figure 1.11).\par
% @ guide/01-project-initiation-and-set-up/12political-commitment.src: lines 176-185: code points 1-32

\ifxetex
	% disabled for now
\else
	{  % group required to avoid fignote settings escaping
		\img{\hsize}{project-preparation/assets/e8dfa84dc8a7db1c7e53f1031231870505cd7959.jpeg}
		\fignote{10}{A rendering of the proposed BRT system in Dar es Salaam, Tanzania, using a combination of digital photography and graphic design software.\label{chapter:project-initiation:figure:a-rendering-of-the-proposed-brt-system-in-dar-es-salaam-tanzania-using-a-combination-of-digital-photography-and-graphic-design-software}}{Luc Nadal and ITDP.}
	}
\fi

\ifxetex
	% disabled for now
\else
	{  % group required to avoid fignote settings escaping
		\img{\hsize}{project-preparation/assets/caa90f9c54caff38d157449bbbfc4f8b40c3f2b6.jpeg}
		\fignote{11}{Small-scale models, as shown here with a proposed terminal facility in Quito help give decision makers a three-dimensional understanding of the physical infrastructure.\label{chapter:project-initiation:figure:small-scale-models-as-shown-here-with-a-proposed-terminal-facility-in-quito-help-give-decision-makers-a-three-dimensional-understanding-of-the-physical-infrastructure}}{Lloyd Wright.}
	}
\fi

A pre-feasibility study is also an effective mechanism to build initial interest in public transport improvement. The pre-feasibility work can include the identification of major corridors for public transport development, early estimates of potential benefits (economic, environmental, social, etc.), and approximations of expected costs. This work will be fairly superficial, but will at least give decision makers a degree of confidence in a possible project direction. The faster and more compelling this early vision of the new system, the easier it will be for decision makers to build the necessary political commitment to move forward. This early vision will be needed to persuade the public and interested parties to support the project, and to guide the information-gathering process.\par
% @ guide/01-project-initiation-and-set-up/12political-commitment.src: lines 194-201: code points 1-60

The techniques for achieving project commitment are varied, and can depend greatly on the local context, but the principal aim is to get the chief decision maker to make a public commitment to implementing a major transformation of the public transport system, and to create a sense of expectation among members of the public.\par
% @ guide/01-project-initiation-and-set-up/12political-commitment.src: lines 203-207: code points 1-0

\section{3}{Statement of Vision}
\label{volume:project-preparation:chapter:project-initiation:section:statement-of-vision}
% @ guide/01-project-initiation-and-set-up/13statement-of-vision.src: lines 3-33: code points 1-27

\quotation{If you want to build a ship don’t drum up the men to fetch the wood, allocate the jobs and divide the work, but teach them the yearning for the wide open sea.}{Antoine de Saint-Exupéry, writer and aviator, 1900–1944}
% @ guide/01-project-initiation-and-set-up/13statement-of-vision.src: lines 5-6: code points 1-57

An initial vision statement from the political leadership marks an important first step in making the case for improved public transport. This political announcement provides a broad-based perspective on the general goals of the proposed system. This statement gives a direction and mandate for the planning teams and will also be used to stimulate interest and acceptance of the concept with the general public.\par
% @ guide/01-project-initiation-and-set-up/13statement-of-vision.src: lines 8-11: code points 1-104

The vision statement should not be overly detailed, but rather describe the form, ambitions, and quality of the intended project. Thus, the statement will set the agenda for the ensuing planning activity. Examples of the type of phrases that can form part of the vision statement include:\par
% @ guide/01-project-initiation-and-set-up/13statement-of-vision.src: lines 14-17: code points 1-0

\begin{itemize}
\item “Provide a high-quality, cost-effective public transit system that will ease congestion, reduce contamination, and ensure public confidence in the city’s transit service”;% @ guide/01-project-initiation-and-set-up/13statement-of-vision.src: lines 17-18: code points 1-0
\item “Establish a fast, comfortable, economic, and car-competitive public transport system that will serve the mobility needs of all segments of the city’s population, even current owners of private vehicles”;% @ guide/01-project-initiation-and-set-up/13statement-of-vision.src: lines 18-19: code points 1-0
\item “By developing a modern public transport system for the twenty-first century, the city will become increasingly competitive, attract more investment and tourism, and ultimately stimulate the economy and job creation”;% @ guide/01-project-initiation-and-set-up/13statement-of-vision.src: lines 19-20: code points 1-0
\item “Place more than 80 percent of the city’s population within five hundred meters of a public-transport corridor”;% @ guide/01-project-initiation-and-set-up/13statement-of-vision.src: lines 20-21: code points 1-0
\item “Provide a one-ticket service that will allow a person to travel to any point in the city in less than thirty minutes with no delays from congestion.”% @ guide/01-project-initiation-and-set-up/13statement-of-vision.src: lines 21-21: code points 1-156
\end{itemize}
% @ guide/01-project-initiation-and-set-up/13statement-of-vision.src: lines 17-21: code points 1-156

While this initial vision statement will be quite broad in scope, the message can become more detailed and specific as the project progresses. The important issue in developing this vision is that it includes the opinions of various stakeholders, proposed solutions and needs, and that it truly addresses the main issues that public transport must improve in the medium term. Subsequent pronouncements can detail costs, travel times, and amenities of the new service more precisely.\par
% @ guide/01-project-initiation-and-set-up/13statement-of-vision.src: lines 23-27: code points 1-62

The announcement should be placed within an overall press and media strategy for the project. The press and media organizations should be thoroughly briefed about the vision being put forward. These organizations should also be given a basic overview of the various public transport options and their potential for the city. In some cases, press visits to cities with existing systems can help reinforce the positive attributes of the project.\par
% @ guide/01-project-initiation-and-set-up/13statement-of-vision.src: lines 29-33: code points 1-27

\section{4}{Barriers to Project Development}
\label{volume:project-preparation:chapter:project-initiation:section:barriers-to-project-development}
% @ guide/01-project-initiation-and-set-up/14-barriers-to-project-development.src: lines 3-121: code points 1-80

\quotation{The great tragedy of science—the slaying of a beautiful hypothesis by an ugly fact.}{Thomas Huxley, biologist and writer, 1825–1895}
% @ guide/01-project-initiation-and-set-up/14-barriers-to-project-development.src: lines 5-6: code points 1-48

The case for improving public transport quality would seem to be quite strong. The economic, environmental, and social benefits are well documented. However, major public transport improvement initiatives are actually quite rare. The barriers to transport improvement often overwhelm the call to action. Understanding the obstacles likely to be faced allows project developers to devise strategies for countering this opposition.\par
% @ guide/01-project-initiation-and-set-up/14-barriers-to-project-development.src: lines 8-11: code points 1-111

Some of the most significant barriers include:\par
% @ guide/01-project-initiation-and-set-up/14-barriers-to-project-development.src: lines 13-13: code points 1-46

\begin{itemize}
\item Lack of political will;% @ guide/01-project-initiation-and-set-up/14-barriers-to-project-development.src: lines 15-16: code points 1-0
\item Lack of inclusion of civil society;% @ guide/01-project-initiation-and-set-up/14-barriers-to-project-development.src: lines 16-17: code points 1-0
\item Governance;% @ guide/01-project-initiation-and-set-up/14-barriers-to-project-development.src: lines 17-18: code points 1-0
\item Opposition from key stakeholders (existing public transport operators, motorists, etc.);% @ guide/01-project-initiation-and-set-up/14-barriers-to-project-development.src: lines 18-19: code points 1-0
\item Political and institutional inertia;% @ guide/01-project-initiation-and-set-up/14-barriers-to-project-development.src: lines 19-20: code points 1-0
\item Institutional biases;% @ guide/01-project-initiation-and-set-up/14-barriers-to-project-development.src: lines 20-21: code points 1-0
\item Lack of information;% @ guide/01-project-initiation-and-set-up/14-barriers-to-project-development.src: lines 21-22: code points 1-0
\item Poor institutional capacity;% @ guide/01-project-initiation-and-set-up/14-barriers-to-project-development.src: lines 22-23: code points 1-0
\item Inadequate technical capacity;% @ guide/01-project-initiation-and-set-up/14-barriers-to-project-development.src: lines 23-24: code points 1-0
\item Insufficient funding and financing;% @ guide/01-project-initiation-and-set-up/14-barriers-to-project-development.src: lines 24-25: code points 1-0
\item Geographic\slash{}physical limitations.% @ guide/01-project-initiation-and-set-up/14-barriers-to-project-development.src: lines 25-25: code points 1-38
\end{itemize}
% @ guide/01-project-initiation-and-set-up/14-barriers-to-project-development.src: lines 15-25: code points 1-38

Political will is one of the most important ingredients in making a public transport initiative happen. Overcoming resistance from special-interest groups and the general inertia against change is often an insurmountable obstacle for mayors and other officials. However, for those public officials that have made the commitment, the political rewards can be great. The political leaders behind BRT systems in cities like Curitiba and Bogotá have left a lasting legacy to their cities, and in the process, these officials have become enormously popular and successful. To achieve this success, a great deal of political capital was expended to convince project detractors, the mass media, and the general public.\par
% @ guide/01-project-initiation-and-set-up/14-barriers-to-project-development.src: lines 27-33: code points 1-92

Many political officials may be reluctant to undertake a BRT project due to the perceived risks, especially in relation to upsetting powerful special-interest groups. Motorists and existing public transport operators will tend to resist such change. Thus, political officials may end up playing it safe by avoiding any type of major public transport initiative that will risk alienating specific stakeholders. However, when officials take the perceived low-risk path of inaction, the ensuing political rewards will certainly be diminished.\par
% @ guide/01-project-initiation-and-set-up/14-barriers-to-project-development.src: lines 35-40: code points 1-14

The trajectory of former Mayor Enrique Peñalosa makes for an interesting example. Mayor Peñalosa implemented transport and public space changes in Bogotá that shocked many people. Under Mayor Peñalosa, laws preventing motorists from parking on footpaths were enforced for the first time. Outraged motorists led a campaign to impeach him. At that point in his term, Mayor Peñalosa suffered through one of the lowest popularity rankings recorded by a Bogotá mayor. However, subsequently, something rather miraculous occurred. As Peñalosa’s vision and projects came to fruition, the public responded in quite a positive manner. With new bike lanes, improvements in public space, and the creation of the TransMilenio BRT system, citizens could see the transformation of their city. By the time Mayor Peñalosa finished his three-year term, he left office with the highest popularity ratings ever recorded by a Bogotá mayor.\par
% @ guide/01-project-initiation-and-set-up/14-barriers-to-project-development.src: lines 42-50: code points 1-83

It is quite likely that a political official with less drive and passion for public space and sustainable transport would have reversed course at the first sign of upset motorists. Instead, the risk taken by Mayor Peñalosa to transform Bogotá and the public transport system resulted in significant political rewards and international renown.\par
% @ guide/01-project-initiation-and-set-up/14-barriers-to-project-development.src: lines 52-55: code points 1-33

Citizens as a whole must also be involved from the early stages of the development of a new public transport system. Their point of view is extremely relevant, as they will use the system, and a favorable opinion of the BRT will be greatly enhanced if civil society is included as part of the planning process. This will also reduce the likelihood of opposition to the system once implementation (i.e., building the infrastructure) has begun.\par
% @ guide/01-project-initiation-and-set-up/14-barriers-to-project-development.src: lines 57-61: code points 1-30

While automobiles may represent less than 15 percent of a developing city’s transport mode share, the owners of such vehicles represent the most influential sociopolitical group. The idea of prioritizing road space to public transport may appear to be counter to the interests of private vehicle owners. However, in reality, separating public transit vehicles from other traffic often improves conditions for private vehicles. But motorists may only understand this benefit once the system is in operation. Prior to the project, car owners may only see BRT as an intruder that is stealing road space.\par
% @ guide/01-project-initiation-and-set-up/14-barriers-to-project-development.src: lines 63-68: code points 1-80

Existing public transport operators will likely also view BRT as a threat to their interests and livelihood. In cities such as Quito, the existing operators took to violent street demonstrations to counter the development of the BRT system. The government ultimately called in the military to disperse the protests after the operators shut down public transport in the city for four days. Likewise, in other cities private transit operators have pressured political officials through recall efforts and intense lobbying.\par
% @ guide/01-project-initiation-and-set-up/14-barriers-to-project-development.src: lines 70-74: code points 1-97

It should be noted that the threat to existing operators might be more perceived than real. In most cases, an effective outreach effort with the operators can help dispel unfounded fears. In reality, existing operators can gain substantially from BRT through improved profitability and better work conditions. The existing operators can effectively compete to win operational concessions within the proposed BRT system. In Bogotá, the existing operators launched seven different strikes to protest the development of TransMilenio. Today, many of these same operators are shareholders of concessionaire companies in TransMilenio, and these operators have seen a significant increase in profits. Few, if any, would want to revert back to the previous system.\par
% @ guide/01-project-initiation-and-set-up/14-barriers-to-project-development.src: lines 76-83: code points 1-38

The professional staff within municipal agencies may also represent a barrier to public transport improvement. Such staff often does not utilize public transport as their primary means of travel. Instead, municipal officials are part of a middle-class elite who have the purchasing power to acquire private vehicles. Thus, the professionals who are responsible for planning and designing public transport systems frequently do not use public transportation. This lack of familiarity with public transport customers’ needs and realities can result in less than optimum public transport design. Such staff may also unwittingly give funding and design preference to individual motorized travel since this mode is the one with which they are most familiar.\par
% @ guide/01-project-initiation-and-set-up/14-barriers-to-project-development.src: lines 85-92: code points 1-18

Despite the rise of global information networks, a lack of knowledge of options like BRT remains a very real barrier. The long period of time between the development of the system in Curitiba and the realization of BRT by other cities is evidence of this information shortfall. Through the assistance of international agencies and nongovernmental organizations, awareness of BRT has risen sharply in recent years. Visits to Bogotá by city officials from Africa and Asia have helped catalyze new BRT projects. Nevertheless, many developing cities still do not have the basic information required to develop a public transport improvement initiative.\par
% @ guide/01-project-initiation-and-set-up/14-barriers-to-project-development.src: lines 94-100: code points 1-33

The lack of information at the municipal level often occurs in direct correlation with the lack of human-resource capacity. The transport departments of many major developing cities must cope with a wide array of issues with only a handful of staff. The lack of institutional and technical capacity at the local level inhibits the ability of agencies to consider projects even when general awareness of the opportunity is present.\par
% @ guide/01-project-initiation-and-set-up/14-barriers-to-project-development.src: lines 102-106: code points 1-23

Financing can also be an issue with public transport projects, although it tends to be less of an issue with lower-cost options such as BRT. Access to capital and the cost of capital can be real constraints, especially for costlier forms of public transport infrastructure. Additionally, the lack of resources to sustain any sort of operational subsidy means that systems must be largely designed to be financially self-sustainable.\par
% @ guide/01-project-initiation-and-set-up/14-barriers-to-project-development.src: lines 108-112: code points 1-17

Various local conditions, such as urban, geographic, and topographic factors, can also present barriers to implementation. For instance, extremely narrow roadways and steep hills can pose design challenges. However, in general, there are technical solutions to each one of these issues. Local conditions require local solutions, which ultimately make each project unique in its own way.\par
% @ guide/01-project-initiation-and-set-up/14-barriers-to-project-development.src: lines 114-117: code points 1-74

All of the barriers and challenges noted in this section can be overcome. Nevertheless, for many municipalities, these issues greatly dampen the ability to initiate a project. Project champions will need to provide answers to each of these barriers that represent a threat to project acceptance.\par
% @ guide/01-project-initiation-and-set-up/14-barriers-to-project-development.src: lines 119-121: code points 1-80

\section{5}{Understanding and Presenting the Benefits}
\label{volume:project-preparation:chapter:project-initiation:section:understanding-and-presenting-the-benefits}
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 3-327: code points 1-7

\quotation{Nothing is ever done until everyone is convinced that it ought to be done, and has been convinced for so long that it is now time to do something else.}{F. M. Cornford, author and poet, 1874–1943}
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 5-6: code points 1-44

Perhaps the best answer to critics of public transport initiatives is the overall benefit that such initiatives bring to a city and the quality of life of its inhabitants. In many cases, these benefits can be directly quantified to produce results in monetary terms. In other cases, the qualitative benefits can also be assessed within a logical framework.\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 8-11: code points 1-48

Table 1.1 outlines some of the direct benefits that public transport improvements have provided to cities. Beyond these benefits, though, there exist others that can further increase the system’s value to a municipality. For example, public transport projects can lead to reduced costs on the public associated with vehicle emissions and accidents. Such impacts include costs borne by the health care system, the police force, and the judicial system. By reducing these costs, municipal resources can be directed toward other areas such as preventive health care, education, and nutrition.\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 13-19: code points 1-0

\tabletitle{1}{The benefits of public transport initiatives}
\label{chapter:project-initiation:table:the-benefits-of-public-transport-initiatives}
\halign to 30\tablemodule{%
	\vtop{\sffamily\footnotesize\noindent\hsize=14\tablemodule#}\hbox to 0.5\tablemodule{}&
	\hbox to 0.5\tablemodule{}\vtop{\sffamily\footnotesize\noindent\hsize=15\tablemodule#}\cr
	\color{gray75}\bfseries \highlight{Factor}& \color{gray75}\bfseries \highlight{Impacts\slash{}}\highlight{I}\highlight{ndicators} \cr
	\noalign{\vskip 1mm} \hline \noalign{\vskip 2mm} 
	\color{gray50}Time-savings benefit to transit users&
	\color{gray50}\begin{itemize}
	\color{gray50}\item Labor productivity% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 25-25: code points 6-29
	\color{gray50}\item Quality of life% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 25-26: code points 30-0
	\color{gray50}\end{itemize}
	\color{gray50}% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 25-26: code points 6-0
	\color{gray50}
	\color{gray50}\cr
	\noalign{\vskip 2mm 
}	\color{gray50}Time-savings benefit to mixed-traffic vehicles&
	\color{gray50}\begin{itemize}
	\color{gray50}\item Labor productivity% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 28-28: code points 6-29
	\color{gray50}\item Delivery efficiency for goods and services% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 28-29: code points 30-0
	\color{gray50}\end{itemize}
	\color{gray50}% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 28-29: code points 6-0
	\color{gray50}
	\color{gray50}\cr
	\noalign{\vskip 2mm 
}	\color{gray50}Fuel savings from transit operations&
	\color{gray50}\begin{itemize}
	\color{gray50}\item Reduced fuel expenditures for public transport operators% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 31-31: code points 6-67
	\color{gray50}\item Reduced fuel expenditures for vehicles in mixed traffic% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 31-31: code points 68-128
	\color{gray50}\item Reduced dependency on imported fuel or reduced usage of domestic supply% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 31-32: code points 129-0
	\color{gray50}\end{itemize}
	\color{gray50}% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 31-32: code points 6-0
	\color{gray50}
	\color{gray50}\cr
	\noalign{\vskip 2mm 
}	\color{gray50}Air-quality improvements (reduced emissions of CO, NOx, PM, and SOx)&
	\color{gray50}\begin{itemize}
	\color{gray50}\item Human health% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 34-34: code points 6-23
	\color{gray50}\item Preservation of built environment% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 34-34: code points 24-62
	\color{gray50}\item Preservation of natural environment% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 34-34: code points 63-103
	\color{gray50}\item Labor productivity% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 34-35: code points 104-0
	\color{gray50}\end{itemize}
	\color{gray50}% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 34-35: code points 6-0
	\color{gray50}
	\color{gray50}\cr
	\noalign{\vskip 2mm 
}	\color{gray50}Greenhouse-gas emission reductions&
	\color{gray50}\begin{itemize}
	\color{gray50}\item Global environment% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 37-38: code points 6-0
	\color{gray50}\end{itemize}
	\color{gray50}% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 37-38: code points 6-0
	\color{gray50}
	\color{gray50}\cr
	\noalign{\vskip 2mm 
}	\color{gray50}Noise and vibration reductions&
	\color{gray50}\begin{itemize}
	\color{gray50}\item Human health% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 40-40: code points 6-23
	\color{gray50}\item Labor and educational productivity% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 40-40: code points 24-63
	\color{gray50}\item Built environment% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 40-41: code points 64-0
	\color{gray50}\end{itemize}
	\color{gray50}% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 40-41: code points 6-0
	\color{gray50}
	\color{gray50}\cr
	\noalign{\vskip 2mm 
}	\color{gray50}Other environmental improvements&
	\color{gray50}\begin{itemize}
	\color{gray50}\item Reduced solid and liquid wastes% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 43-43: code points 6-42
	\color{gray50}\item Reduced impacts on flora and fauna% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 43-44: code points 43-0
	\color{gray50}\end{itemize}
	\color{gray50}% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 43-44: code points 6-0
	\color{gray50}
	\color{gray50}\cr
	\noalign{\vskip 2mm 
}	\color{gray50}Public transport system employment&
	\color{gray50}\begin{itemize}
	\color{gray50}\item Construction employment% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 46-46: code points 6-34
	\color{gray50}\item Operational employment% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 46-47: code points 35-0
	\color{gray50}\end{itemize}
	\color{gray50}% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 46-47: code points 6-0
	\color{gray50}
	\color{gray50}\cr
	\noalign{\vskip 2mm 
}	\color{gray50}Amenity benefits to public transport customers&
	\color{gray50}\begin{itemize}
	\color{gray50}\item Comfort of customers% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 49-49: code points 6-31
	\color{gray50}\item Prestige of system% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 49-50: code points 32-0
	\color{gray50}\end{itemize}
	\color{gray50}% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 49-50: code points 6-0
	\color{gray50}
	\color{gray50}\cr
	\noalign{\vskip 2mm 
}	\color{gray50}City image&
	\color{gray50}\begin{itemize}
	\color{gray50}\item Civic pride% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 52-52: code points 6-22
	\color{gray50}\item Tourism% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 52-53: code points 23-0
	\color{gray50}\end{itemize}
	\color{gray50}% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 52-53: code points 6-0
	\color{gray50}
	\color{gray50}\cr
	\noalign{\vskip 2mm 
}	\color{gray50}Urban form&
	\color{gray50}\begin{itemize}
	\color{gray50}\item More sustainable urban form, including densification of major corridors% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 55-55: code points 6-82
	\color{gray50}\item Reduced cost of delivering services such as electricity, sanitation, and water% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 55-56: code points 83-0
	\color{gray50}\end{itemize}
	\color{gray50}% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 55-56: code points 6-0
	\color{gray50}
	\color{gray50}\cr
	\noalign{\vskip 2mm 
}	\color{gray50}Political&
	\color{gray50}\begin{itemize}
	\color{gray50}\item Delivery of public transport system within one political term% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 58-58: code points 6-72
	\color{gray50}\item Delivery of high-quality resource that will produce positive results for virtually all voting groups% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 58-59: code points 73-0
	\color{gray50}\end{itemize}
	\color{gray50}% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 58-59: code points 6-0
	\color{gray50}
	\color{gray50}\cr
	\noalign{\vskip 2mm 
}}
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 19-59: code points 1-9

The purpose of any public transport project is to provide substantial benefits, not just to its users but also to the community at large. For major projects, the structure of benefits, costs, and impacts can be complex. There may be a variety of benefits, not all of which can be expressed in monetary terms. The capital and operating costs of the project may be borne by different combinations of users, government organizations, or corporations. Some project impacts may take monetary form, but more typically relate to physical or environmental changes. For any major new project that has been proposed, it is likely that from its proponents’ point of view, specific benefits have been shown to substantially outweigh the costs so far identified. Otherwise, the project-development effort would not have been initiated.\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 61-68: code points 1-101

The following subsections describe the main benefits from a public transport project, and Chapter 2: Mode Selection: Why BRT? features a more detailed discussion on these benefits as related to a BRT system.\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 71-72: code points 1-106

\subsection{1}{Listing of Benefits Commonly Sought with Major Public Transport Projects}
\label{volume:project-preparation:chapter:project-initiation:section:understanding-and-presenting-the-benefits:subSection:listing-of-benefits-commonly-sought-with-major-public-transport-projects}
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 74-170: code points 1-71

\highlight{Mobility deficiency, like congestion, that needs to be alleviated}\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 76-76: code points 1-78

Perhaps the most obvious reason for a project is to significantly improve mobility within some district of the city\slash{}region or some corridor within the city\slash{}region. Mere increases in the number of buses, jitneys, or such, or increases in service duration during the day, either will not provide enough additional capacity, its quality will not be high enough, or due to congestion it will not have much effect.\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 78-81: code points 1-87

\highlight{Current pollution needs to be alleviated and future pollution increases curtailed}\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 83-83: code points 1-94

The current mix of vehicles within a district or city\slash{}region results in pollution that is judged to be detrimental to health, visibility, buildings and plants, or some combination of all of them. Or it has become evident that the current trend in the mix of vehicles will soon result in the aforementioned problems. Note that this benefit can also be interpreted as a reduction in cost. This is a distinction that sometimes causes confusion or ambiguity during the evaluation process.\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 86-90: code points 1-75

\highlight{Safety problems need to be alleviated}\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 92-92: code points 1-50

It has been widely reported that traffic collisions count as one of the greatest causes of death in countries both rich and poor. In developing countries, there is often an additional element of injustice, in that the majority of the deaths are pedestrians, who bear danger but do not receive the benefits of motorization. The problem tends to be further compounded in its severity and frequency when there are many high user-vulnerability vehicles like motorcycles and bicycles in mixed traffic. Improved public transport can simultaneously reduce the number of user-vulnerable vehicles by attracting former users as well as tame street conditions.\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 95-101: code points 1-34

\highlight{Health problems need to be alleviated}\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 103-103: code points 1-50

Many metropolitan areas have now reached the point where peoples’ lives are being shortened, and their ability to participate in daily life hampered, due to poor environmental quality. While transport can also contribute to water quality, solid waste, and other such environmental-quality problems, the single most urgent problem is usually air-quality reduction caused by vehicle exhaust as well as tire, brake, and dust particulates. Reductions in total vehicle pollution can result from major public transport projects that reduce the number and use of smaller, less efficient, obsolete, and\slash{}or poorly maintained vehicles.\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 106-111: code points 1-103

\highlight{Energy conservation by current population and future energy-efficiency improvements}\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 114-114: code points 1-96

Energy production is related to a host of potentially serious problems, depending on the fuel sources. There is greenhouse gas generation, costs of investments in fuel exploration and power plant construction, environmental impacts from exploration, extraction, and refining, and so on. Even non-fossil-fuel sources like hydropower are not without damage. Furthermore, there are investment costs, including for non-fossil-fuel infrastructure, balance of payment issues associated with importing fuels, and other financial impacts. Even if current impacts and costs are manageable, future impacts may be worse. Furthermore, energy consumption is closely related to other problems, such as pollution and health issues. Energy reduction will usually result in reductions to these as well.\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 117-124: code points 1-38

\highlight{Redirection or elimination of excessive or ineffective subsidies}\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 126-126: code points 1-77

Attempts to improve the mobility of the masses and the need for affordable mobility options for lower-income populations make the case for the provision of subsidies to public transport operators. On the other hand, this money may have little impact relative to the level of support provided. In some cases it is a matter of corruption; in others, it may just be that traffic conditions are such that vehicles operate too slowly to ever be efficient or to attract customers willing to pay higher fares. In either case, a more formal public transport system, with right-of-way upgrades, and more centralized control could use the same level of subsidies to much better effect.\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 128-134: code points 1-54

\highlight{Economic development improvements as a result of the previous five items}\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 136-136: code points 1-85

There are always opportunity costs associated with public expenditures. Decreased public spending on health problems, on harm caused by accidents, on policing, on imported fuels, and so on, liberate this money for other productive uses such as education, agriculture, etc. Furthermore, private expenditure reductions on the same things and reductions in private mobility solutions can result in improvements in the material quality of life, as well as productive commercial investments.\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 139-143: code points 1-78

When public transport investments succeed in reducing congestion, the decreases in time spent travelling result in less productivity loss to both individuals and to commerce that depends on the timely movement of goods and key staff across the region.\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 145-147: code points 1-41

\highlight{Transport-sector employees need more secure employment and better wages}\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 149-149: code points 1-84

Ad hoc transport systems that are not the result of coherent projects are often characterized by high employee turnover, due to low pay and perhaps abusive or highly stressful working conditions. This is not only detrimental to the workers themselves, but can also translate into very poor service, such as being forced to wait until a jitney is absolutely full before departure. It can also translate into very poor safety, with low wages and operating margins resulting in poorly maintained brakes, tires, exhaust systems, and overloaded vehicles combined with aggressive driving where operators compete for customers.\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 151-156: code points 1-104

\highlight{Population growth within a region needs to be absorbed more efficiently}\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 158-158: code points 1-84

Fast-growing populations often expand into lower-density perimeters. On the other hand, the existing built-up areas may not have the transport capacity to absorb more people, even if the zoning laws would permit higher-density development. Space-efficient public transport systems can be central to managing spatial change and growth.\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 160-163: code points 1-26

\highlight{Tourism in decline or unlikely to increase under the status quo}\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 165-165: code points 1-76

A location with a reputation for very unpleasant or unsafe traffic conditions, poor environmental quality, and a lack of suitable mobility options for visitors will conspire to reduce the desirability of the place as a tourist destination. Many places depend on tourists for their economic livelihood, and many have the potential to attract tourists if transport conditions improve.\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 167-170: code points 1-71

\subsection{2}{Preparing the Way for a Project}
\label{volume:project-preparation:chapter:project-initiation:section:understanding-and-presenting-the-benefits:subSection:preparing-the-way-for-a-project}
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 172-297: code points 1-70

Generally speaking, government agencies tasked with planning public transport projects will have limited time and financial and human resources for the development of projects. It is therefore important to distinguish a promising project worthy of support from the often numerous proposals that are submitted by concerned political activists, citizens, businesses, and technological boosters, which may be well intentioned but lack sufficient justification.\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 174-178: code points 1-46

\highlight{Listing of potential benefits and potential obstacles}\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 181-181: code points 1-66

The best way to justify a project for further study, and to convince decision makers of the same, is to provide a short summary that includes the nature and scope of the project and the higher-level goals it seeks to achieve. This should be followed by a quick recognition of any potential obstacles or impediments and a realistic assessment of whether any could prove insurmountable. The idea is to provide confidence that the time and effort expended is likely to result in the formal creation of a real project, whose benefits vastly outweigh the costs, and that has a strong chance at success.\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 183-188: code points 1-76

What follows is a description of what a typical short summary should contain. Some fieldwork might be necessary, in addition to doing “meta-research” into all relevant research and survey work done to date.\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 190-192: code points 1-5

\highlight{Concise description of project scope and goals}\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 195-195: code points 1-59

There is always a set of questions that needs to be answered immediately in order to hold the interest of people who need to know why they should spend their time on this particular project proposal. They are the same questions that reporters and journalists are taught to answer: who, what, when, where, and why?\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 197-200: code points 1-4

What, when, and where are a description of the scope of the project.\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 202-202: code points 1-68

“What” refers to what would be built and purchased. How large is the project and what types of infrastructure, vehicles, and land takings might be involved? “Where” describes the parts of the region that would be involved and impacted. “When” describes how quickly this project would be implemented—is this long term, or will this have a quick impact? Together these allow a visual impression to be formed. However, if the particular mode and right-of-way standards (street level, elevated, in tunnel) are elements to be selected during the project, then several different alternative visions might need to be painted.\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 204-209: code points 3-97

“Who” describes the parties responsible for developing the project and which particular elements within society are being targeted (if any). The reader should be left with an impression of who is going to manage the process and which communities are likely to have people expressing personal interests in it.\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 211-213: code points 3-103

The “Why?” is the single most important question. This question should be answered as carefully and completely as the early stages of a project exploration will permit (and it is strongly related to the “vision” discussion earlier in this chapter). The politicians, agencies, and municipalities that will be asked to assist in or cooperate with, the communities that will be affected, and the general public that might help to pay for the system, all have a right to know. The principal goals of the project should be clear, should be linked to specific benefits, and if possible, prioritized. This will make it much easier to evaluate project alternatives. There may also be project benefits that are not directly linked to the formal goals, but can be used to build support. Project benefits can be divided into three broad groups:\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 216-225: code points 1-0

\begin{enumerate}
\item Direct benefits that can be monetized, that is, estimated in quantitative terms in units of currency. Direct benefits are those for which the connection between project completion and improvements is clear. Monetizable benefits may already take the form of local currency, or can be assigned a unit of monetary value with reference to the marketplace. For example, fuel-purchase savings may occur to users, and operating-cost reductions may be achieved by transport operators. Users may experience reduced travel times, and the entire region experience a reduction in greenhouse gas emissions; for both of these, a monetary value can be imputed;% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 225-226: code points 1-0
\item Direct benefits that can be estimated quantitatively, but for which it is difficult to assign a monetary value. These would include improvements in accessibility (i.e., the number of employment opportunities that can be reached within a reasonable travel time), or safety;% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 226-227: code points 1-0
\item Indirect benefits are more contentious because the link between the project and the benefit is not always straightforward, and estimation techniques can be complex or controversial. Nevertheless, they can be compelling reasons for a project. For example, reduced congestion can contribute to an improvement in the efficiency of commerce through the lowering of transport times and costs. Poverty might be reduced through improved mobility to employment or education for some subpopulations. Land in the perimeter might be preserved through densification enabled by higher capacity transport. Reduction in petroleum imports is yet another.% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 227-227: code points 1-646
\end{enumerate}
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 225-227: code points 1-646

\highlight{Recognize potential conflicts between analysts and between community stakeholders}\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 230-230: code points 1-94

There is likely to be some skepticism about a project’s worthiness, or how realistic it is, even from well-intentioned people. While some opposition is to be expected from those with stakes in the status quo, any major project could also founder on irreconcilable conflicts that cause gridlock. Risks of technical inability to execute, or of cost escalation, may be perceived as too high, and conflicts too serious to be overcome. There is also the chance that aggrieved parties will take redress in the courts. In the interest of minimizing the chances of such eventualities, here are some questions to attempt to answer early on:\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 232-239: code points 1-0

\begin{itemize}
\item \highlight{Are there important goals that conflict?} This is not uncommon for public transport projects, and points to the need to prioritize goals. Project goals can often express the tension between reducing operating-support requirements (subsidy) and increasing ridership or delivering other user benefits such as improved comfort. Claims that one can optimize two conflicting goals at once cast doubt on whether the importance of goals has been decided. This leaves other analysts with the opportunity to criticize and oppose based on their own judgments;% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 239-240: code points 1-0
\item \highlight{Are there conflicts between the short-term and longer-term needs and goals?} An example: Reducing car use is an example of a longer-term goal, but the achievement of the shorter-term goal of congestion reduction may actually promote it. This may imply that measures to restrain auto use might be needed if the longer-term goal is a serious one;% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 240-241: code points 1-0
\item \highlight{Are there conflicts of interests for project decision makers?} While this can happen anywhere, it is of particular relevance where only small numbers of people own autos. They are likely to also be the ones who would have to approve the taking of lanes from autos when this is essential to a project;% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 241-242: code points 1-0
\item \highlight{Are there conflicts of interests for governing institutions and authorities?} A typical example is a multimodal planning agency that is trying to improve conditions for both private motorists and public transport customers. It might not be able to advocate fairly or evenhandedly for both parties;% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 242-243: code points 1-0
\item \highlight{Can one identify inequitable incidences of costs versus benefits?} It is axiomatic that the good of the majority outweighs the good of the few. If it were not, very few transport projects could ever advance, as almost all projects impose some costs disproportionately—better to identify them up front to ascertain the degree of inequity and to see if it is excessive or something that might derail a project.% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 243-244: code points 1-0
\item \highlight{Can one include mitigations of inequities in project design?} In some cases, mitigations could be easily affordable relative to the size of the project budget. In others, there may be no mitigation possible, leaving only unsatisfactory solutions or drastic measures. An example of an unsatisfactory solution would be overpasses or underpasses to connect severed neighborhoods. An example of a drastic measure would be the relocation of people against their will due to condemnations.% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 244-244: code points 1-500
\end{itemize}
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 239-244: code points 1-500

\highlight{Develop a more limited set of benefits that can still justify a project if some benefits are a source of contention}\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 246-247: code points 1-15

If it is apparent that some of the indirect (sometimes even direct) benefits are going to be disputed, a reduced list can be developed. This can be done by eliminating some types of benefits entirely, or using lower values when ranges are assigned to benefit estimates. These ranges of uncertainty tend to widen as forecasts go further into the future. Similarly, one can look at particular cost estimates and assume higher ranges for them, now and in the future. If the project still looks feasible, perhaps still even very strong, this is compelling evidence of a project worthy of further advancement.\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 250-255: code points 1-89

One should also point out features of the project that retain flexibility to adapt to changing circumstances if assumed developments do not come to pass, if higher or lower demand than forecasted develops, if new technologies supplant old ones, etc. For example, stations that are limited by city block size will constrain vehicle size. As another example, projects that use proprietary technologies cannot adopt new bus and rail features that quickly become standardized.\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 257-261: code points 1-47

Projects are called “robust” if they do not depend on only one particular type of benefit or on achieving a very high level of a particular benefit in order to be judged successful, and can adapt to circumstances well. This is a very positive attribute for projects with long life spans.\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 263-265: code points 1-74

\highlight{Recognize the opportunity costs}\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 268-268: code points 1-44

The “opportunity cost” is defined as the alternative use for the same resources. If the opportunity is to be funded by the same mechanisms, having the same criteria, and staffed by the same resources as the project under consideration, the answer to the question of the best use is, of course, resolved by properly and impartially using these internal evaluation and performance criteria. But if the opportunities being discussed are outside, what are realistic opportunity costs for the same resources? This is a more difficult question to answer. Who is to say what type of project is more worthy? The answer in practice comes from elected officials who allocate budgets to departments and agencies and make transfer payments to other levels of governments for certain purposes. These should, in principle, reflect the democratically set priorities of the public.\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 270-278: code points 1-29

Often a project will receive criticism, not on its transportation merits per se, but on the grounds that the money would better go elsewhere to other priorities. Perhaps schools, health care, and agricultural water supplies are also in need of funding. Thus, an argument can be made that the transport project is “gold plated.” On the other hand, what would happen to both the transport project and the money if the money were indeed withdrawn? For concrete purposes, removing an elevated or tunnel section of right-of-way may lower costs, but it might also lower the speed and reliability performance of the investment such that middle- or upper-middle-class auto owners would no longer patronize it. This might then withdraw political support of the entire project. Meanwhile, would the savings really go to schools or health care? It might well go instead to building a motorway that benefits the auto-owning class. Indeed, the entire project funds could go to this alternative project instead. If so, this would be an example of a “straw man” argument against investment. The opportunity cost is not realistic and indeed a project reduced in scope could be put in jeopardy of no further consideration.\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 280-291: code points 1-70

Thus, the final step in documenting a project in order to prepare the way for a project to get permission to proceed and to receive funding is to develop a comprehensive and fair description of realistic opportunity costs. Including these early in the process will preclude further delays due to the inevitable and understandable questions about how well opportunity costs were studied. It may also serve to clarify some of the essential characteristics of the project to retain political or popular support.\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 293-297: code points 1-70

\subsection{3}{Assembling the Project Justification}
\label{volume:project-preparation:chapter:project-initiation:section:understanding-and-presenting-the-benefits:subSection:assembling-the-project-justification}
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 299-327: code points 1-7

Once the planning agency and municipal\slash{}regional governments have agreed that the project is worthy of formal project status, the next step is usually to get permission from higher levels of government and elected officials to proceed with more detailed development. This step might include requirements to show proof of intent to comply with higher-level laws, directives, and procedures (such as environmental protection statements, historic preservation, etc.). It may also require the assembling and presentation of the project justification materials in a particular format and process, because the materials will be compared in direct competition with other proposals. In some nations, a formal environmental impact study or assessment must be conducted at this time; in others it may be presented at a later date. Box 1.1 lists the typical set of elements that should be submitted, even if not strictly required, in order to minimize the chances of requests for further information.\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 301-310: code points 1-60

In return, the planning agency may receive not only permission to proceed, but also a commitment for funding contributions, or at least a commitment to do a further evaluation of its worthiness for a matching contribution. Without such contributions, a project often needs to be aborted due to financial infeasibility. High-cost projects often need assistance from nonlocal sources, and are, in fact, very often predicated from the beginning of the feasibility study on obtaining such assistance.\par
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 312-316: code points 1-73

\beginbox{1}{a}
\label{chapter:project-initiation:box:a}
\begin{itemize}
\item Context for the project;% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 320-321: code points 1-0
\item Comprehensive set of direct and indirect benefits;% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 321-322: code points 1-0
\item Comprehensive set of identified costs and negative impacts;% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 322-323: code points 1-0
\item Benefits and costs to be refined after environmental reviews are completed;% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 323-324: code points 1-0
\item List of potential mitigation measures for negative impacts;% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 324-325: code points 1-0
\item Reduced set of non-contentious benefits still sufficient to justify the project;% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 325-326: code points 1-0
\item Discussion of opportunity costs.% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 326-327: code points 1-0
\end{itemize}
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 320-327: code points 1-0

\endbox
% @ guide/01-project-initiation-and-set-up/15-understanding-and-presenting-the-benefits.src: lines 319-327: code points 1-7

