Posts about Fuel Efficiency

Many escalators around the world stop when they're not being used, and have more efficient motors than Metro's aging escalators. Solar panels or solar laminates could cover the roofs of Metro railyards, maintenance facilities, and garages.

Other transit agencies have trained operators to accelerate and brake more fuel-efficiently. Many have installed tire pressure gauges that actively and constantly communicate tire air pressure data to the maintenance facilities. That lets them keep buses at optimum tire pressure and fuel efficiency, which saves significant fuel. Fuel is a very large cost item in Metro's budget, especially with fuel prices rising.

WMATA already has set a standard to make new facilities LEED Silver, like the Shepherd's Parkway bus garage under construction. Its new buses are cleaner and more efficient than the old, and the 7000 series railcars use LED lights, regenerative braking to get energy back like hybrid cars do, better HVAC systems and a design that reduces the need for some polluting processes to clean them.

Sustainability faces obstacles

It's often difficult for transit agencies to energetically adopt sustainability programs. Some agency staff think of transit as intrinsically pro-sustainable, compared to other modes of travel, so they might not feel that sustainability is the higest priority. There can be resistance from the rank and file to newfangled, ivory tower ideas that don't recognize the rough reality of engineering and operations.

Transit agencies also, perhaps understandably, end up prioritizing the day-to-day crisis management over strategic programs. At the moment, WMATA's the overwhelming emphasis is on system safety and renewal capital projects. That means that "soft," "green" projects can find it hard to compete for the capital funds available, even when there's a powerful economic business case behind them.

Another obstacle is the relationship between labor and management. Many sustainability programs might involve changes to people's job responsibilities, which means that management has to negotiate for a change rather than simply establishing and implementing the program.

For example, if WMATA monitored the fuel efficiency performance of each bus driver to help them save fuel, would the union oppose this as another form of management breathing down workers' necks? Would WMATA be able to reward employees that saved the most fuel and money?

Even for non-union workers, transit agencies lack many of the tools private sector companies have to reward individual initiative. A private sector employee responsible for annual cost savings might get a bonus as a result, in a transit agency that same employee might simply get an employee appreciation mention in a weekly newsletter. Weighed against the possibility that any given sustainability initiative might "rock the boat" for bosses or colleagues, a public pat on the back doesn't offer enough to outweigh the possible headaches.

Sustainability initiatives that come from one department might create savings in another department. But the department that initiated the program might not benefit from the savings, reducing the incentive. Also, divisions within public or private sector organizations often covet the size of their respective budgets and the control that spending authority gives.

A department which saves money might view this as reducing "their budget" instead of looking at the benefit to the agency's bottom line. The affected department could well resent the sustainability initiative and the employees elsewhere in the organization who pushed the idea through.

Making sustainability happen takes leadership from the top

Despite all these barriers, it's more important than ever that WMATA take a strong leadership role in sustainability, backed up by strong management policy and action. In a budget season when the agency is asking for substantial fare and subsidy increases, the public needs to hear that WMATA is taking every possible action to provide transit services more cost-effectively (not to mention more safely and reliably).

WMATA is also entering negotiations with its labor unions for the next round of labor contracts. It's critical that the issues of efficiency and productivity be on the table in a central, pivotal way. It's not unreasonable for labor to ask for wage increases; it's completely unreasonable to ask for such increases without also committing to improving productivity and efficiency in quantifiable ways.

WMATA management could start most sustainability initiatives without any Board action. Richard Sarles and his management team could unilaterally adopt many measures and communicate the values described here. But, perhaps for many of the reasons listed above, Metro's management has not yet made sustainability the visible issue it could and should be. That means they need support, and pressure, from the region and the board.

To date, only 2 WMATA Board members have expressed much interest in sustainability: Tom Downs and Mary Hynes. They should both be commended for trying to make this issue a priority for the agency, and hopefully they will continue to do so. Their colleagues should join them in pressing for more sustainability, productivity, and efficiency.

When one goes to purchase their replacement vehicle, what happens to the one they already have? In most cases it is sold to someone else, who eventually sells it to someone else until it finally completely dies after about 17 years and several owners.

In fact, every car that is manufactured will be on the road until it finally is totaled or gives up the ghost. Your particular ownership of that car is just a waypoint on the path from manufacturer to junkyard.

A better outcome, from an environmentalist's standpoint, is for manufacturers to start churning out more and more high mileage and hybrid cars and working desperately to design and build the next, even better generation of vehicles.

The way to get the manufacturers on board is to affect demand. Car builders claim over and over that they manufacture to meet the demand of buyers—it's why GM claimed it was building so many SUVs, for instance.

Manufacturers don't care about used-car buyers, even if demand for used cars sends a weak signal. If I buy a new, cutting edge, fuel-efficient vehicle, then I'm sending a signal to the manufacturer to make more of those. If I buy a used car, I'm not sending any signal, but someone buying a gas-guzzler might be.

Buying a used car neither reduces the total number of manufactured cars nor the number of cars going to the junkyard: remember, each owner is just a way station along the car's trip.

Another way to look at the argument is to scale it up. Thought experiment: a fleet buyer is buying 100,000 vehicles. Imagine the difference between placing an order for 100,000 new hybrids vs. buying 100,000 used cars. Which is going to make the manufacturers sit up and take notice—and maybe even invest in new factories?

In fact, what if that fleet owner put in an order for 100,000 every year? There's an interesting twist. Counterintuitively, by making that argument writ small we learn that buying a new efficient car every year is better than buying one and making it last. And it's true (although not practical for most people). It would send an even stronger economic signal to manufacturers.

In the end, the decision about replacing your car includes a lot of factors, not the least of which is your own personal financial situation. But if you're thinking about a new car, but have considered a used car for environmental reasons, think again.

Incidentally, Slate did a comparison that also comes out in favor of the new Prius even without invoking my macroeconomic and macro-environmental arguments.