ABSTRACT
The organization of public transportation planning, fi nancing, management, and delivery has implications for the evaluation of its performance and for evaluation of any investment. Organizational structures can vary in the institutional incentives they entail and in the appropriate measures for evaluation. They also vary widely in the latitude they provide planners towards meeting particular goals. Furthermore, partial or total reorganization of public transport can be a possible substitute for investments, particularly if the primary goal is making existing services more effi cient. Therefore, there may be cases where reorganization could be posed as a project alternative in lieu of capital investment.
