Exploring the AACIDs: A Comprehensive Overview of Our Organization

5202 Exploring the AACIDs: A Comprehensive Overview of Our Organization 3800 Camp Creek Pkwy, Building 1400, Suite 132 Atlanta, GA 30331 404-349-2211 • www.aacids.com • info@aacids.com

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Who We Are

Who We Are, Our Mission Statement & Our Partners

Our Executive Director Gerald McDowell & Our Support Team, Our Airport West CID and Airport South CID Board Of Directors (4-5)

Property Owner Benefits Your 2025 Property Owner Benefits

Our Public Safety Director Brendan O’Neil, Optimizing The Safety Experience (8), LPR map (9), FUSUS (10)

Our Program Director Krystal Harris, Past & Current Projects (12), Beautification (13), ASCID Expansion (14),

Transportation Infrastructure Welcome All Rd, Freight Cluster Plan (16), NW Clayton LCI (18)

Transit & Technology Transportation Management Association, Transit & Technology (20), Mobility Options (23)

The value of AACIDs is only heightened due to the support and input of stakeholders and community residents in the respective cities and counties of the district. The ultimate goal of AACIDs is to raise the collective value of the community’s commercial properties while making the AACIDs a destination for new businesses, residents and visitors.

WHO WE ARE The ATL Airport Community Improvement Districts (AACIDs) are comprised of the Airport West Community Improvement District (AWCID) and the Airport South Community Improvement District (ASCID). AWCID, located in Fulton County, encompasses portions of the City of Atlanta, the City of College Park, the City of East Point, the City of Hapeville, and the City of South Fulton. ASCID, located in Clayton County, includes portions of the City of College Park and the City of Forest Park. While each CID remains its own entity and has respective Board leadership, the Executive Director for AWCID, Gerald McDowell, serves as the administrative lead for the AACIDs and its staff.

“The AACIDs are greatly committed to creating an economically strong, safe, attractive and vibrant community surrounding the world’s most-traveled passenger airport. We are a catalyst for infrastructure enhancement through new investments, project planning, resource management and partnership development. We seek to raise the collective value of our community’s commercial properties while making the AACIDs a destination for new businesses, residents and visitors.”

CITY OF SOUTH FULTON

CITY OF ATLANTA

CITY OF COLLEGE PARK

CLAYTON COUNTY

CITY OF EAST POINT

CITY OF FOREST PARK

FULTON COUNTY

CITY OF HAPEVILLE

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GERALD MCDOWEL Our 30+ Year Trusted Advisor Gerald McDowell's outstanding contributions as a community leader for Gateway 85 CID resulted in his appointment as the Executive Director of the ATL Airport Community Improvement Districts (AACIDs). Under his leadership, AACIDs successfully secured over $50M in grants and project funding. McDowell manages the operational and developmental aspects of both Airport West and Airport South CIDs, overseeing a budget of $3.7M. McDowell's leadership abilities have been lauded by numerous organizations, including the 2015 South Fulton Chamber Award, 2016 ABL Award, 20182025 Notable Georgian by Georgia Trend, 2019 graduate of Leadership Atlanta, the inaugural CID Professional Excellence Award 2020, 2022-2023 Georgia 500, and 2023-2025 Georgia Titan 100.

McDowell currently serves on the boards of the Aerotropolis Atlanta Alliance, Council for Quality Growth, Georgia Foreign Trade Zone, New Life Community Alliance, Project ReStart, and the Georgia Titan 100.

Our Support Team

Krystal Harris Program Director

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Robert Caudill Project Manager

Brendan O’Neil

Public Safety Director

Vanesha Cooper

Marketing Project Manager

Kyana Cannon

Executive Administrative Assistant

Danielle Bass

Director of Community Engagement

OUR AIRPORT WEST CID

Dan Halpern, Chair

Austin McDonald, Vice Chair

Neel Shah, Treasurer

Shannon James, Secretary

CEO/Founder, Jackmont Hospitality

CEO, McDonald Development

President, Hotel Evolution

President & CEO, Aerotropolis Atlanta Alliance

Chris Thomas

Nate Smith

Cassie Hanavich

Dr. Stuart Gulley

CEO, The Ultimate Car Wash

Director/Leasing, Prologis

President, Woodward Academy

Senior Principle Team Leader, Chic-fil-A

Shiv Aggarwal

Erin Harris

Chelsea Dennis

Tommy Tift

President & CEO, Aggarwal Real Estate

Sr. Corporate Counsel, Delta Airlines

Assistant General Counsel, Porsche Cars North America, Inc.

President & CEO, TWT Management Company, LLC.

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OUR AIRPORT SOUTH CID

Steve Berman, Chair

Doug Dunn, Vice Chair

Delaine Dunivin, Treasurer/Secretary

Grant Walker, Jr.

Founder, OA Development

CEO, TWR Specialty Reality

Director of Sales & Marketing, Wyndham Garden Atlanta Airport

Vice President, Wings Financial Credit

Alani Ogunlade

Cassie Hanavich

Tom Parker

Owner/Agent, Alani Ogunlade Insurance Agency Inc., State Farm

Director/Leasing, Prologis

Executive Vice President, SK Commercial Realty, LLC.

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2025 PROPERTY OWNER

By focusing on areas that include Beautification, Infrastructure, Public Safety, Technology, Transit, and Signage & Wayfinding, the AACIDs are a catalyst for community enhancement through new investments, project planning, resource management and partnership development.

Beautification

Infrastructure

Public Safety

The AACIDs maintain more than 25 miles of right-of-way with routine services that include: mowing, edging, trimming, and debris/trash removal.

Improving connectivity and mobility through continued infrastructure improvements will provide efficiency for both residents and property owners and continue to advance our growing economy.

Promoting safety with a visible presence of law enforcement and security officers is a value add and attraction for property owners. It offers a sense of stability while increasing economic opportunity.

Technology

Transit

Signage & Wayfinding

To stay relevant and efficiently aligned in this industry, technology has to be a vital factor for making communities better, safer, and more attractive to property owners.

Transit works hand-in-hand with infrastructure. With better road designs, road enhancements and structure longevity, transit, for not only residents, but for delivery service providers will allow for efficiency and support of on-time delivery service needs.

We aim to create an united appearance for this area by improving visibility and enhancing the entry experience as the gateway for South Metro.

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BRENDAN O’NEIL

Our Promise

Leading with First Class Brendan O'Neil is the Public Safety Director for the ATL Airport Community Improvement Districts (AACIDs), overseeing districts safety and security. With nearly 20 years of law enforcement experience in South Metro-Atlanta, he specializes in law enforcement technology and innovative safety solutions. He holds a Master’s in Criminal Justice Leadership from Northeastern University and a Bachelor’s in Public Justice from SUNY Oswego.

An active member of several prominent organizations, including the International Association of Chiefs of Police (IACP), Georgia Association of Chiefs of Police (GACP), and the International Association of Crime Analysts (IACA), Brendan is dedicated to enhancing safety, building community trust, and improving service delivery within the AACIDs. He takes a collaborative approach to addressing the region’s evolving safety needs.

Everyone wants to live and work in a community where they feel safe. As with any long-term project, one must begin with a plan of action and implement that plan in small incremental steps. This is our plan to optimize the experience for our property owners.

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OPTIMIZING THE

The AACIDs public safety program continues to evolve, adapt and embrace current and new challenges in the Airport West and Airport South CIDs. In conjunction with social media and advanced technology, we will make an aggressive, proactive approach to inform and share pertinent information to the public, our Board and property owners in our districts.

AACIDs FUSUS Command Center

Customized Coverage

Our state of-the-art Command Center will incorporate advanced technology to monitor and report activities of concern throughout our district. We will use an integrated suite of safety measures which includes:

We work with law enforcement officers to target problematic areas and increase patrol operations to reduce crime. We provide an increased amount of coverage within the AACIDs in addition to private security systems provided by some hotels, restaurants or other businesses along the corridor.

Upon special request of property management, we will provide additional security support including during special circumstances such as events, inclement weather, increased crime, etc.

• AACIDs Public Safety Advisory Committee • Customized Public Safety Assessments • District Wide Shared Surveillance LPR Network • FUSUS Technology • Local Law Enforcement • Private Security Agencies • Third Party Relationships

Intelligent Security Technology The Flock License Plate Readers (LPRs) are a proven technology that serve as an additional surveillance resource within our districts. We track and identify vehicles to assist law enforcement with stolen vehicles and criminal arrests.

92 Active LPRs in the Districts (AACIDs owned) Annual Investment of $190,000 Live 24 hour 7 days a week coverage

COMPASS SURVEILLANCE TRAILER The mobile surveillance camera platform provides a 360-degree view of the covered area, facilitated by its mobile trailer design, enabling swift relocation between locations, empowering the deployment of cameras to problem areas or hotspots, while also allowing the AACIDs to discreetly position it in various locations without alerting the security system.

Physical Security and Risk Assessment The ATL Airport CIDs is continually working to make our community safer and better to improve the quality of life for everyone. As a member of the community improvement district, we offer your business and/or property a FREE physical security and risk assessment!

What is a Risk Assessment?

Risk assessment identifies and implements key security controls and focuses on preventing security defects and vulnerabilities. The Public Safety Director can evaluate current security protocols and make recommendations for improvement.

Five Steps of a successful security risk management model.

(1) Determine all critical assets and need for security.

(2) Assess threats and vulnerabilities.

(3) Reducing risk of loss from the occurrence of any undesirable event.

(4) Implement processes to minimize threats and vulnerabilities.

(5) Define future needs and develop plans for the future.

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SIX CITIES TWO COUNTIES

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PART-TIME OFFICERS 9

325+

PROPERTY OWNERS

300K+

LPR CAMERAS NETWORK WIDE

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KRYSTAL HARRIS

High Level Project Management Krystal Harris is a seasoned professional with extensive experience in strategic transportation planning and high-level project management. Harris has worked in both the public and private sectors for nearly 20 years, with her last 12 years spent at the Georgia Department of Transportation, holding various roles in Planning and Asset Management. Currently, she serves as the Program Director for the ATL Airport CIDs capital program, responsible for managing the development and implementation of projects related to Beautification, Transportation Infrastructure, Signage and Wayfinding, and Transit and Technology. Krystal's exceptional communication skills enable her to bridge the gap between data and decisionmakers, making her a valuable asset to AACIDs. She has a proven track record of developing strategies to achieve objectives for project implementation, leveraging insights from various studies within her organization.

Krystal holds a Bachelor of Science degree in Civil Engineering from the University of North Carolina at Charlotte and is a member of WTS as well as serves on the boards for the ATL Airport Chamber and Keep College Park Beautiful Commission.

Our core values include: ACCOUNTABILITY, COLLABORATION, COMMITMENT, EXCELLENCE, INNOVATION, SERVICE, and TRUST. We use these service standards to ensure that the ultimate experience is a part of our journey in our area, office and by our team.

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PAST AND CURRENT

2016, 2017: Buffington Rd. Quick Response Ramp Widening (2) - $398K 2016, 2017: Buffington Rd. Quick Response Runaround - <$50K 2018: Camp Creek Marketplace Roundabout - $420K 2019: Freight Cluster Plan - $312,500 2018: Virginia Ave Corridor Study - $70K 2019: Virginia Ave Smart Corridor Study - LCI - $100K 2016, 2017: Master Plan - $179K (AWCID, ASCID) 2017, 2019: Signage and Wayfinding Study - $150K (AWCID, ASCID) 2022, 2023: Virginia Ave. Technology Pilot - $220K 2020: Camp Creek Parkway DDI - $13M 2022 - Current: Welcome All Road Design - $1.3M (AWCID) 2019: Transit Feasibility Study - $350K (AWCID, ASCID) 2023: Buffington Road Widening - $40M 2023: Wayfinding Camp Creek DDI Monuments - $500K 2023 - Current: Northwest Clayton LCI Study - $200K 2024: Microtransit Pilot - $2.6M 2024: Automated Transit Network Pilot - $10M Annual Maintenance - $498K Landscape Enhancements - >$500K Litter Control Program - $80K

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BEAUTIFICATION Our beautification program services nine interchanges throughout the South Metro region. We budget over a half million dollars annually to maintain nearly 15 miles of local and state right-of-way with routine weekly and/or bi-weekly services that include: mowing, edging and litter removal. There are monthly performance inspections to monitor the work of our vendors.

Having a clean environment is a valuable asset to private and public property owners. Plus, there is something special and beautiful when we collectively take care of our environment. We appreciate anyone helping to keep our area an appealing destination and clean business district.

As of November 2022, the AACIDs have invested nearly $1M in landscape enhancements at the Virginia Ave @ I-85, Porsche Ave @ I-75, Camp Creek Pkwy @ I-285 and Riverdale Rd. @ I-285 interchanges. We maintain a “new landscape” budget to plant replacements, small landscape upgrades and landscape clean ups. AACIDs will revamp the overall maintenance program to target more priority corridors and have a more focused approach for beautification throughout the districts.

Priority Interchanges I-85 @ Virginia Avenue I-285 @ Camp Creek Pkwy S. Fulton Pkwy @ Buffington Rd I-285 @ Old National Hwy I-85 @ Camp Creek Pkwy I-75 @ Central Avenue/Porsche Ave (2 quadrants) I-285 @ Riverdale Rd Camp Creek@ US 29/Main St.

Litter Control AACIDs has partnered with Georgia Works to perform litter control activities throughout the districts. Georgia Works is a job development, residential sober living program for up to 100 men and over 1100 graduates. They are a non profit tax exempt organization with ten years of operation and counting. This collaboration will introduce the men of the Georgia Works program to the AACIDs district in a very favorable way and allow for a positive interaction to be formed and expanded.

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Priority Corridors Virginia Avenue Bobby Brown Pkwy Camp Creek Pkwy S. Fulton Pkwy Buffington Rd Welcome All Rd Ben Hill Rd Sullivan Rd Riverdale Rd Forest Pkwy Camp Creek@ US 29/Main St.

ASCID EXPANSION The ultimate goal of the ATL Airport Community Improvement Districts (AACIDs) is to raise the collective value of the community’s commercial and industrial properties while making the AACIDs a destination for new businesses, residents and visitors. The interests of property owners within Community Improvement Districts are prioritized and supported at the local, state, and federal levels.

The ASCID expansion project is a strategic effort to incorporate additional commercial and industrial properties into the Airport South CID. High-priority areas for the expansion project include the Gillem Logistics Center (formerly US Army Base Ft. Gillem), and properties within the City of Forest Park that possess meaningful connection to and/or have significant financial value.

This expansion project consists of the development of an internal database of eligible properties throughout Clayton County that form contiguous connections to the existing ASCID boundaries. Once identified, this project will involve significant staff outreach to property owners noted in the database through the use of marketing material highlighting the benefits of CID membership as well analysis reports noting the affects proposed projects can have if implemented. The outcome will be to secure consent forms from new properties for inclusion into the ASCID. Incorporation of additional properties into the ASCID will expand the budget and impact of the Airport South CID as a whole, while also expanding the footprint of the AACIDs allowing leadership and staff to pursue a broader array of projects and improvements to increase property values and support business development in a larger geographic area.

This project will be staff-led and no additional overhead costs will be associated with the expansion project.

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TRANSPORTATION

Welcome All Rd The Project realigns Welcome All Road to eliminate the T-intersection at Welcome All Road and Welcome All Connector to create free-flow conditions for southbound vehicles turning left off Camp Creek Parkway. Once completed, only vehicles traveling south on Welcome All Road from Old Fairburn Road will have a stop sign at this intersection.

Address safety and congestion issues at the intersection of Camp Creek Parkway and Welcome All Conn.

Improve traffic operations along SR 6 / Camp Creek Pkwy Improve northbound traffic flow along Welcome All Road towards SR6 / Camp Creek Pkwy Total project costs is $6.3M

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TRANSPORTATION

Freight Cluster Plan The process to develop this Freight Cluster Plan consisted of several key tasks including Stakeholder Engagement, Best Practices, Inventory and Assessment of Existing Conditions, Traffic Study, Recommendations, and Documentation. Through these tasks, the project team was able to: identify what other regions and areas are doing with regard to technology, infrastructure, and warehousing activities; identify freight-related needs and opportunities; educate stakeholders, gain input on needs and opportunities and build support for project implementation; analyze traffic operations at key intersections, supplemented by detailed field reviews, to identify improvements; and draft and refine recommendations for projects, policies, and strategies.

Recommendations by Category 1 - Access Management 1 - Capacity & Widening 24 - Pedestrian Safety & Workforce Support 19 - Intersection Improvements 4 - Smart Corridor & ITS Technology 4 - Studies & Concept Reports 4 - Wayfinding & Signage 11 - Policies & Strategies

Long-Term Vision Project Recommendations Loop Road at Toffie Terrace Riverdale Road (SR 139) at Phoenix Boulevard/Forest Parkway Camp Creek Parkway (SR 6) Sidewalk

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TRANSPORTATION NW Clayton LCI The NW Clayton LCI (Livable Centers Initiative) Study was originally conducted in 2004, with the last update in 2011. The AACIDs elected to lead an update of the study after more than 10 years of inactivity in order to understand the development and demographic changes that have occurred in the last decade. This update will bring the LCI back into “current” status in order to access dedicated LCI implementation funding for transportation projects through the Atlanta Regional Commission.

This update will outline a comprehensive vision for future growth and development in Northwest Clayton County and will address a diverse array of needs in the area. This study will recommend strategies for preservation and expansion of affordable workforce housing, implementation of public art for placemaking purposes, installation of pedestrian and bicycle infrastructure, and establishment of mixed-used zoning supportive of anticipated high-capacity transit nodes.

The Airport South CID received $160,000 in LCI funding from the Atlanta Regional Commission.

With $40,000 in matched funds from ASCID, the study’s cost totals $200,000. The study commenced in late 2023. Three rounds of public outreach and a host of supporting technical documents have helped to shape a list of recommendations that were refined using feedback from area residents and stakeholders. The final study will be available late spring of 2025.

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TRANSPORTATION Transportation Management Association (TMA) The ATL Airport Community Improvement Districts (AACIDs) passed a resolution May 11, 2023 to create a Transportation Management Association (TMA) and subsequently assume the responsibility of the AERO TMA. In Spring of 2024, the AERO TMA was rebranded to what is now called SHIFT to better align with the expansion of the TMA program throughout the AACIDs boundaries.

The AACIDs received a 2-year ARC grant in November of 2023 in the amount of $795K. SHIFT is a program that works to reduce the cost and hassle of getting to airport area jobs, including expanding opportunities to get to work without a car. This work ensures good airport area jobs are accessible to all and airport businesses can hire the staff they need, while reducing vehicle congestion and emissions. The SHIFT program “formally know as AERO” was created in 2015 and is one of seven (7) Transportation Management Associations (TMA) in metro Atlanta.

Additionally, SHIFT provides information, education, and incentives to employees in the airport area and helps airport employers develop commute programs for their employees. This includes connecting employees to SHIFT’s direct-to-commuter services and advising airport businesses on commuter benefit strategies such as discounted and/or pre-tax transit pass programs. Finally, SHIFT brings together key stakeholders to facilitate improvements to options available for employees to get to and from airport area jobs.

Through this work, SHIFT will play a central role in advancing the future of transportation within the AACIDs boundaries, driving the success of key pilot projects like Personal Rapid Transit (PRT), Microtransit, and Autonomous Shuttles. Its efforts will be pivotal in making these transportation solutions more sustainable, accessible, and efficient, setting the stage for longterm improvements in mobility for all.

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TRANSIT

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Transit Feasibility Study In 2019, the ATL Airport Community Improvement Districts (AACIDs) invested $350,000 to complete a Transit Feasibility Study. This study has yielded a Return of Investment (ROI) of $15.6M in project funding. It was initiated by the AACIDs, collaborating with its members, key stakeholders, the surrounding community, and local, regional, and state agencies. The study was initiated to build on the current conditions and success of the district to further improve mobility, more specifically, it identified a need for improved first/last mile access to transit within the study area and beyond. First/last mile connectivity refers to the very beginning and ending of a trip which uses transit. Phase 1 of the Transit Study identified a Mobility District, as shown below, wherein 24/7 mobility option alternatives were identified; Automated Transit Network (ATN) utilizing Personal Rapid Transit (PRT) as a subset, Microtransit, and Autonomous Shuttles.

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TRANSIT

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Automated Transit Networks (ATN) Phase 2 of the Transit Study in 2020, a $150,000 study that developed a conceptual design for ATN (also identified as the “Corporate Crescent Circulator”) that runs across the north side of Hartsfield-Jackson Atlanta International Airport (“Airport”) from MARTA’s Airport or College Park station to the International Terminal. Transit along this arc would accommodate airport users, Corporate Crescent employees, and ATL Airport visitors and residents.

Automated transit networks (ATN) are defined by the ASCE Automated People Mover (APM) Standards ANSI/ASCE/T&DI 21-21 as a subset of Automated People Mover (guideway-based driverless transit) that has all stations offline, switching that requires no track-based moving parts and train capacity less than 25 passengers. ATNs are driverless vehicles operated on a separated guideway that is typically elevated but could also be at-grade. Unlike conventional transit systems, which are designed as a loop or line (i.e. transit rail or Bus Rapid Transit (BRT), ATNs serve multiple destinations over a larger service area via a variety of paths. Trains and buses typically stop at each station along a set route, according to a fixed schedule. ATNs travel point-to-point in response to passenger needs and network loads, skipping stations along the way, with generally no fixed timetable.

1.Personal Rapid Transit (PRT): Operates with single small vehicles serving one to six passengers each as an on-demand service 2.Group Rapid Transit (GRT): Group Rapid Transit features larger vehicles (10-25 passengers) that may operate on-demand or may also operate on a fixed schedule like an APM.

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TRANSIT

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Personal Rapid Transit (PRT) Personal Rapid Transit (“PRT”), is a system of on-demand point-to-point travel that combines the advantages of private automobiles with the advantages of public transit. PRT operates on a dedicated guideway preventing access from other modes of travel using single small vehicles serving one to six passengers each. PRT allows the rider to select their destination and travel without any additional stops.

PRT extends fixed route transit services at a lower cost with a more flexible footprint. This is a safe cost effective mode of transportation when compared to other modes of transportation.

Transportation Comparasion Highspeed Rapid Transit (HRT) $1B/Mile (MARTA Trains) Lightspeed Rapid Transit (LRT) $250M/Mile (Atlanta Street Car) Bus Rapid Transit (BRT) $50M/Mile (HOV BRT in Houston, TX) Personal Rapid Transit (PRT) $30M/Mile (Heathrow)

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MOBILITY

As a result of the Transit Feasibility Study, the AACIDs will pilot the ATN as a viable public transportation solution to complement our local transit network by closing the gap on first/last mile as well as expand current services in a feasible manner.

In the summer of 2023, an ATN Memorandum of Agreement was signed between MARTA, Fulton County, Clayton County, City of College Park, AWCID, and ASCID to establish a Governance Committee that will provide direction for the Financial Feasibility Study and ATN Demonstration Pilot. The committee shall consist of representatives from each of the Parties, with each Party having the same number of representative(s). The MOA was amended in the Fall of 2024 to layout the distribution of payments from MARTA’s contribution to project.

This agreement sets the precedence for the parties to work cooperatively, to help identify funding and/or participate (e.g., in-kind services, technical reviews, and input) in efforts to construct a pilot of an Automated Transit Network through a procurement process that was completed in the summer of 2024. The purpose of the pilot will be to: evaluate the viability of ATN as an alternative transit system inform the Study through a collection of ridership data, repeatable processes of system operations, and also determine the reliability of the system help evaluate if the ATN system is suitable to deploy on a larger scale MARTA has committed $10M toward the implementation of the demonstration pilot (projected cost of $20M), with the remaining cost of the Project’s implementation to be provided through contributions from the selected project team Atlanta Personal Rapid Transit Solutions (APRTS).

The proposed pilot site is located at the Georgia International Convention Center. In addition, MARTA will be leading the Financial Feasibility study for the Corporate Crescent at a cost of $3M, which will include analyzing data from the demonstration pilot design and operational phases.

ATN Pilot Project Timeline

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MOBILITY

About APRTS Atlanta Personal Rapid Transit Solutions (APRTS) is a specialized team focused on delivering a turn-key, operational transit service for the AACIDs Demonstration Pilot Project. APRTS has extensive experience in executing 29 transit projects totaling $36 billion, including major automated systems like the Heathrow PRT, LAX APM, and Oakland Airport Connector. Their expertise in developing and operating large-scale automated transit systems ensures the successful implementation of the AACIDs Demonstration Pilot Project.

About Glydways Glydways, founded in 2016 and based in San Francisco, is a transportation technology company focused on providing accessible public transit through autonomous, battery-electric vehicles. The Glydways system features on-demand, high-capacity, lightweight vehicles operating on narrow, fixed guideways, offering direct, convenient trips for small groups. Designed for efficiency and sustainability, the system requires minimal infrastructure and is ADA-compliant. The Glydcar, a central feature, accommodates passengers with luggage and bikes, and by using advanced monitoring systems, Glydways delivers a safe, scalable solution for areas where traditional rail is impractical or too costly.

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MOBILITY Microtransit Microtransit was identified as alternative mobility option that the AACIDs will pilot to compliment and fill many gaps left by traditional fixed-route services. Microtransit, also referred to as on-demand transit or flexible transit, utilizes technology to provide a more personalized transit service.

Generally, microtransit services utilize smaller vehicles than traditional bus services, including shuttle buses or passenger vans, and computers installed in microtransit vehicles are able to identify multiple riders traveling in the same direction to create a customized route to serve those customers’ needs. Although many transit agencies already offer some microtransit services, such a paratransit or dial-a-ride services, improved mobile data access and more widespread adoption of smartphone technologies has made microtransit an especially viable option for today.

The AACIDs Turnkey Microtransit Pilot Project will provide additional mobility options for workers, employers, residents, and visitors to the AACIDs mobility district. With a more flexible system, overnight shift workers throughout the mobility district will be able to access transit options outside of MARTA’s operating hours.

The microtransit pilot project will be funded by the Atlanta Region Transit Link Authority in the amount of $2.6 M for 2 years with a 30% match from the AACIDs. This project will be launched in the third quarter of 2025.

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MOBILITY Autonomous Shuttle The autonomous shuttle on-demand service can be an optimal mode of transportation in areas that are not traditionally served by public buses to extend the reach of public transportation.

Autonomous vehicles are also able to function round-the-clock, as they have low to no downtime. This helps to improve accessibility by complementing the current public transport network and enhancing the transport infrastructure connectivity of cities worldwide.

Benefits Improve mobility within a corridor from MARTA bus stop locations.

Improve safety for transit riders traversing a corridor for pedestrians.

Drive economic growth by connecting workers to employment centers within the ATL Airport Community Improvement Districts’ area.

Build a strong autonomous proof of concept that enhances MARTA services and enables future partnership.

The AACIDs are looking for a suitable location to pilot the autonomous shuttle mobility option.

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N O T E S