Decade-Long Changes in Disparity and Distribution of Transit Opportunity in Shenzhen China: A Transportation Equity Perspective

Abstract

Efficiency and equity have always been the two points of focus of transport projects. Compared with efficiency, equity is easily overlooked in the evaluation of transport projects. Many studies emphasize that defining and operationalizing costs and benefits and the distributive principle are critical parts in the assessment of transportation equity. However, the scope and time frame of the assessment target are also critical. In this paper, we took China’s fastest urbanizing city, Shenzhen, as a case study to assess transport equity by comparing accessibility among groups. First, the public transport system was divided into bus and subway, and the residents were divided into two groups: urban village and nonurban village. Second, we adopted an enhanced potential opportunity model to measure residents’ bus and subway accessibility and summarized them as transit opportunity. Third, we used the Dagum Gini coefficient decomposition and kernel density estimation method to explore the fair distribution of transit opportunity among groups and districts from 2011 to 2020. Decade-long changes in disparity and distribution of transit opportunity gave us a clear picture. On the one hand, the development of Shenzhen public transport system had a positive effect. All populations are benefiting, and their accessibility is increasing. On the other hand, it also had a negative effect to exacerbate inequality between populations. For the absolute value of the opportunity, Shenzhen’s urban village populations do have fewer transportation opportunities than nonurban villages, and this gap between them will be wider more and more. The public transport system is more inclined to improve the population with high initial opportunity and make them higher. The results illustrated the importance of examining transportation equity over an extended period and could provide information on urban development strategies.