Redesigned METRO’s Westside/university network in order to better connect high density residential areas with key commercial corridors, resulting in the creation of METRO’s most productive bus route (by total boardings and by boardings per revenue hour) and the elimination of METRO’s least productive bus route (by boardings per revenue hour).Developed a resource-neutral plan to eliminate METRO’s chronic delays on the UCSC campus and increase bus capacity by 30% by changing the routing of buses through campus, implementing new operational policies, and better integrating METRO’s services with UCSC’s campus shuttles.Created new schedules for 60% of METRO’s routes in order to provide even headways and timed transfers; adjusted schedules for 75% of METRO’s routes using a data-driven approach in order to improve on-time performance and reduce unnecessary wait time.Developed software to integrate METRO’s AVL and legacy farebox systems to provide APC-style boarding data, allowing METRO staff to make informed service planning decisions that weren’t previously possible.Collected and analyzed dwell time, ridership, pass-bys, and schedule adherence data to provide recommendations to MERO staff on potential changes to routing, service allocation, stop geometry, and operational policies. Initiated and implemented a complete replacement of METRO’s obsolete at-stop and onboard customer information with a new standardized hierarchical format based on industry best practices from the Transit Cooperative Research Program (TCRP) and National Association of City Transportation Officials (NACTO)Renamed over 90% of METRO’s bus routes using a standardized naming convention to improve customer understanding of each routeDesigned new bus stop signage, using new route names and a standardized hierarchical format, that was deployed at every stop in the METRO system; designed at-stop schedules and schematic maps for over 150 stops