1 FIXED ROUTE OVERVIEW

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "1 FIXED ROUTE OVERVIEW"

Transcription

1 1 FIXED ROUTE OVERVIEW Thirty transit agencies in Ohio operate fixed route or deviated fixed route service, representing a little less than half of the 62 transit agencies in Ohio. While many transit agencies operate a combination of transit services; this analysis focuses on the fixed route and deviated fixed route services only. For purposes of the Ohio Statewide Transit Needs Study, the study team categorized the transit agencies operating fixed route service first based on service type, separating traditional fixed route services from deviated fixed route services. Traditional fixed route systems were then grouped by size, based on annual passenger trips and annual operating budget. This categorization led to four groupings (see also Figure 1-1): 1. Large Fixed Route: The five largest transit systems in Ohio were classified as large agencies; they all had system wide 1 ridership in 2012 within a range of between 5.4 million and 48 million. Annual operating budgets ranged between $45 million and $220 million. 2. Medium Fixed Route: The next largest group of transit systems also consisted of five agencies. These agencies had systemwide annual passenger trips in 2012 of between 700,000 and 3.4 million and annual operating budgets between $8.4 million and $26 million. 3. Small Fixed Route: Small fixed route service operators had systemwide annual (2012) passenger trips between 20,000 and 390,000 and annual operating budgets between $350,000 and $3 million. 4. Deviated Fixed Route: There are six transit agencies in Ohio that operate deviated fixed route service. Given the relative uniqueness of the service, all agencies operating deviated fixed route service were categorized based on this characteristic regardless of annual ridership or budget. As part of understanding how each agency provides fixed route service, the study team considered several service characteristics including: Service and Ridership Trends Level and Type of Service Service and Cost Effectiveness and Efficiency Capital Resources/Fleet Management Funding Sources, including Fares A summary of the findings from this analysis is provided in the following section. More information is also available in the analyses of each of the system groups. 1 Systemwide ridership and budgets include all modes, including paratransit and/or rail services. Nelson\Nygaard Consulting Associates Inc. 1-1

2 Figure 1-1: Transit Agencies Operating Fixed Route Service by Category Large Fixed Route (5) Medium Fixed Route (5) Small Fixed Route (14) Deviated Fixed Route (6) METRO Regional Transit Authority (Akron) Southwest Ohio Regional Transit Authority (Cincinnati) Central Ohio Transit Authority (Columbus) Greater Cleveland Regional Transit Authority Greater Dayton Regional Transit Authority Laketran (Lake County) Portage Area Regional Transportation Authority Stark Area Regional Transit Authority Toledo Area Regional Transit Authority Western Reserve Transit Authority (Mahoning County) Butler County Regional Transit Authority Chillicothe Transit System Clermont Transportation Connection Delaware Area Transit Agency Tristate Transit Authority/ Ironton- Lawrence County Community Action Organization Lima/Allen County Regional Transit Authority Lorain County Transit Middletown Transit System Richland County Transit Southeast Area Transit (Muskingum and Guernsey Counties) Springfield City Area Transit Steel Valley Regional Transit Authority (Jefferson County) Community Action Bus Lines (Washington County) Eastern Ohio Regional Transit Authority (Wheeling, WV) Ashtabula County Transportation System Athens Public Transit GreeneCATS Public Transit (Greene County) Knox Area Transit Medina County Public Transit Sandusky Transit System Nelson\Nygaard Consulting Associates Inc. 1-2

3 TRENDS AND FINDINGS Service and Ridership Trends Fixed route transit agencies provide between 0.4 and 1.0 hours of transit service per capita and between 2.2 and 22.4 passenger trips per capita. Larger systems provide both more service and more trips than smaller agencies on a per capita basis, with large fixed route agencies providing, on average, ten times as many trips per capita as deviated fixed route systems. Trend data between 2008 and 2012 shows that all system categories reduced service levels and lost ridership. Small and medium sized fixed route systems, on average, reduced service more dramatically than the largest fixed route systems or the deviated fixed route systems. The deviated fixed route systems were the only category of systems that demonstrated an overall net gain in ridership over the five year period. Figure 1-2: Service and Ridership Trends: Averages by Category (All Modes) Annual Service Hours per Capita (2012) Annual Passenger Trips per Capita (2012) Change in Revenue Vehicle Hours ( ) Change in Ridership ( ) Large Fixed Route (5) Source: Nelson\Nygaard adapted from data provided by ODOT Medium Fixed Route (5) Small Fixed Route (14) Deviated Fixed Route (6) % -9% -11% -2% -14% -5% -26% 10% Level and Type of Service Schedules for each transit agency were examined in order to determine the percent of routes within each agency that operates a frequent level of service, defined as two or more trips per hour, and extended service spans such as weekday evenings, Saturdays, or Sundays. The following summarizes the study team s findings: All of the large fixed route systems operate a portion of their routes with two or more trips per hour during both the AM peak and the midday period, though percentage of frequent routes varies significantly by system. All large fixed route agencies also operate some service on weekday evenings, Saturdays, and Sundays. Service available on the medium fixed route systems is more limited as compared to large fixed route. Several transit agencies in this category do not operate any routes with two or more trips per hour. There is also differences among agencies with regard to extended service span, such as evening service. Agencies tend to operate on weekday evenings, Saturdays, or Sundays, but not during all three time periods. The majority of small fixed route agencies do not operate frequent service, and those that do operate only a small percentage of frequent routes. Less than half of small fixed route Nelson\Nygaard Consulting Associates Inc. 1-3

4 agencies operate Saturday service, less than one quarter operate weekday evening service, and no small fixed route agencies operate Sunday service. About half of deviated fixed route systems operate weekday evening and/or Saturday service. Only one agency offers Sunday service. Fixed route agencies were also surveyed regarding whether or not they employ different types of transit technologies, such as (for example) Automatic Vehicle Location (AVL) systems, Automatic Passenger Counters (APC) or scheduling software. Large systems are fairly technology rich, with most systems currently using or planning to implement the technologies surveyed. Medium fixed route systems have more variation, with some agencies using more than others. Small and deviated fixed route systems were mostly limited to two types of technology, scheduling software and Automatic Vehicle Locating systems. Overall passenger-facing technologies such as real-time arrival information or web-based trip planners are only available at the larger systems. Service and Cost Effectiveness and Efficiency Fixed route systems generally cost between $4.00 and $10.00 per vehicle mile and between $49.00 and $ per vehicle hour, based on averages of each category. Smaller systems spend less for each mile or hour of service as compared to the larger systems. Average operating costs per passenger are about $5.00 for large and medium systems and $11.00 for small fixed route and deviated fixed route systems. Small fixed route and deviated fixed route systems on average have similar productivities, carrying 9 passengers per hour. Large systems carry three times that, 27 passengers per hour. Looking at the combination of cost effectiveness and cost efficient metrics shows that while larger systems spend more to produce a unit of service (i.e. one mile or one hour of service), they are more productive in terms of the number riders carried for the amount of money spent. Figure 1-3: Average Service and Cost Effectiveness and Efficiency by Category (rounded) 2012 (Fixed Route Service Only) Operating Cost per Revenue Vehicle Mile Operating Cost per Revenue Vehicle Hour Operating Cost per Passenger Passengers per Vehicle Hour Large Fixed Route (5) Source: Nelson\Nygaard adapted from data provided by ODOT Capital Resources/Fleet Management Medium Fixed Route (5) Small Fixed Route (14) Deviated Fixed Route (6) $10.00 $6.00 $5.00 $4.00 $ $84.00 $79.00 $49.00 $5.00 $5.00 $11.00 $ Transit agencies operating fixed route services have, on average by category, between 14% and 24% of their fleet beyond useful life. The average number of road calls by agency varies between 6 and 28. Nelson\Nygaard Consulting Associates Inc. 1-4

5 Figure 1-4: Percentage of Fleet beyond Useful Life and Rate of Road calls per 100,000 miles Averages by Category Percent of Fleet Beyond Useful Life Road Calls per 100,000 miles Large Fixed Route (5) Source: Nelson\Nygaard adapted from data provided by ODOT Medium Fixed Route (5) Small Fixed Route (14) Deviated Fixed Route (6) 14% 24% 24% 20% n/a Funding Sources, including Fares Fixed route transit services in Ohio are funded through a combination of federal, local and state funds, plus fares, contracts, and other resources. Within this general formula, however, there is a lot of variation in how individual transit agencies fund their systems: While state funding plays a small role in capital funding for some medium and large agencies, capital funding for small and deviated fixed route agencies is provided exclusively by local and federal sources. Operating revenues are largely provided by local sources for large and medium fixed route agencies. Small fixed route and deviated fixed route agencies receive between 3% and 25% of operating funds from state sources and receive much small portions of operating revenue from local sources than larger agencies. Operating revenues from farebox and contract sources vary between and within agency groupings. All agencies charge a fare to passengers. Statewide the fare for fixed route services ranges between $0.50 and $3.75. Generally speaking higher fares are charged for commuter routes which serve long distance trips. Most fares for local service are between $1.00 and $2.00. Averages by category show fare revenues per rider between $0.76 and $1.06. This compares with the range of average cost per passenger by agency between $5.00 and $ Thus, generally speaking, fares account for between 7% and 21% of the cost of providing service. Figure 1-5: Average Fare per Rider by Category Large Fixed Route (5) Medium Fixed Route (5) Small Fixed Route (14) Deviated Fixed Route (6) Average Fare per Rider $1.06 $0.79 $0.80 $0.76 Source: Nelson\Nygaard adapted from data provided by ODOT Nelson\Nygaard Consulting Associates Inc. 1-5

6 2 LARGE FIXED ROUTE SYSTEMS The analysis of large transit operators that provide fixed route transit service is designed to provide broad insights into how systems vary by category, consider how service may be enhanced and identify areas where additional investment may be warranted. The analysis considers several indicators, including quantitative and qualitative metrics, which are broadly grouped as: 1. Service and Ridership Trends 2. Level and Type of Service 3. Service and Cost Effectiveness and Efficiency 4. Fleet Management 5. Funding Sources Classification of Large Systems Systems were classified based on the ranges of three characteristics annual passenger trips, revenue vehicle hours and operating expenses (see Figure 2-1). Systems classified as large systems, relative to the other systems in Ohio, provided significantly more trips and hours of services, and had greater operating expenses than the rest of the transit agencies in Ohio. In total five systems are in this category: Cleveland Greater Cleveland Regional Transit Authority (GCRTA) Columbus Central Ohio Transit Authority (COTA) Cincinnati Southwest Ohio Regional Transit Authority (SORTA) Dayton Greater Dayton Regional Transit Authority (GDRTA) Akron METRO Regional Transit Authority (METRO) It is worth noting that despite having similar characteristics, there are considerable differences within the peer group (see Figure 2-1). This is true for transit service indicators as well as service area population and population density. For many of the metrics considered, for example, the largest system (Cleveland) is significantly bigger than the smallest system (Akron). However, relative to all agencies operating fixed route bus services in Ohio, these five agencies have more in common than other agencies. The grouping, therefore, is relative to systems operating in Ohio only. In addition, only one of the systems (Cleveland) provides rail services; therefore, rail services were removed from the analysis (except where otherwise noted) to make comparisons as consistent as possible. 2 2 Data supporting the service evaluation was largely derived from (ODOT s) Status of Transit (SOT) Database. In order to separate out rail service, however, several data points for GCRTA were drawn from the National Transit Database (NTD) instead of the SOT. In the case of GCRTA, the SOT and NTD datasets were determined to be similar enough to support the analysis at this level. Nelson\Nygaard Consulting Associates Inc. 2-1

7 Figure 2-1: Operating Characteristics Defining Large Fixed Route Systems (All modes including rail) Agency Annual Passenger Trips Annual Revenue Hours Annual Operating Budget Service Area Size (miles) Service Area Population Service Area Density (persons per square mile) Cleveland 48,231,034 1,786,054 $220,284, ,393,978 3,037 Columbus 18,692, ,216 $95,770, ,214,390 2,169 Cincinnati 17,553,043 1,933,446 $88,447, ,072 2,539 Dayton 10,716, ,954 $68,546, ,062 2,040 Akron 5,477, ,540 $45,525, ,033 1,229 Service and Ridership Trends The analysis considered both the amount of service provided (in terms of annual revenue vehicle hours) and the amount of service consumed (annual ridership). The analysis also includes per capita measures to normalize comparisons among systems with different service area populations, but still show the amount of service available and consumed. Total Vehicle Hours per Capita Vehicle hours 3 per capita measure the amount of service available relative to the service area population. The data shown is based on the number of revenue vehicle hours for all services operated by each system. Population numbers are sourced from data reported by each system to ODOT in On average, Ohio s large fixed route systems provide slightly less than one hour of service for every person in the service area annually. Cleveland provides slightly more than the average at about 1.1 hours of service per capita, while Akron provides the least, with at about 0.75 hours per capita. 3 Reflects revenue vehicle hours or only hours when the buses are being used in service to pick up passengers. Nelson\Nygaard Consulting Associates Inc. 2-2

8 Figure 2-2: Annual Revenue Vehicle Hours (All modes including rail) per Capita (Service Area Population) Annual Vehicle Hours per Capita Average Cleveland Cincinnati Dayton Columbus Akron Riders per Capita Riders per capita divides the number of riders, measured as annual unlinked passenger trips (boardings on all modes), by the number of residents of the agency s defined service area. The average number of riders per capita for Ohio s large fixed route systems is 22. Cleveland is above the peer group average with almost 35 riders per capita, while Akron is below the average with just over ten riders per capita. Annual riders per capita directly are aligned with annual revenue hours per capita; systems that provide more service also carry more riders. Figure 2-3: Total Annual Riders (Unlinked Trips, All modes including rail) per Capita (Service Area Population) Annual Passengers per Capita Average Cleveland Cincinnati Dayton Columbus Akron Nelson\Nygaard Consulting Associates Inc. 2-3

9 Vehicle Hours - Five Year Trend As part of understanding the service, the analysis examined the amount of service provided on all modes during the five year period between 2008 and Several operators experienced fluctuations in the amount of service provided during this time period, especially between 2008 and Columbus and Akron, for example, increased service, while Cleveland, Cincinnati and Dayton decreased the amount of service provided. The trend for service growth was strongest for Columbus, while Cleveland experienced a greater reduction in service as compared to the other large fixed route systems. Figure 2-4: Systemwide Revenue Vehicle Hours by Agency (2008 to 2012) (All modes including rail) Annual Revenue Vehicle Hours 2,500,000 2,000,000 1,500,000 1,000, ,000 Cleveland Cincinnati Columbus Dayton Akron Ridership - Five Year Trend Trends in ridership were also considered for the same five year period. Overall, the five systems combined lost 14% of their riders between 2008 and Cleveland lost the most riders, with 14 million fewer riders in 2012 as compared with 2008; most of loss in ridership occurred between 2008 and Cincinnati also lost ridership and also lost most of its ridership between 2009 and Columbus increased ridership over the same period, while ridership at Akron and Dayton remained mostly flat. Nelson\Nygaard Consulting Associates Inc. 2-4

10 Figure 2-5: Five Year ( ) Trend in Total Ridership (All modes including Rail) 70,000,000 Cleveland Cincinnati Columbus Dayton Akron Annual Passenger Boardings 60,000,000 50,000,000 40,000,000 30,000,000 20,000,000 10,000, Level and Type of Service As part of the service analysis, the study team considered how much service is available (or provided) using a combination of metrics including service frequency; the availability of service on weekday evenings and weekends; and the availability of transit technologies Frequency of Service Frequency of service was measured as the percent of fixed routes bus service that have at least two trips per hour (roughly 30 minute frequency) or four trips per hour (15-minute frequency) during the peak and midday time periods. For purposes of this analysis, the peak period is defined as the hour between 7:00 AM and 7:59 AM and the midday time period is defined as the hour from 12 noon to 12:59 PM. To calculate the measure, Nelson\Nygaard examined the route schedules and used the local system s own definition of a route. 4 Service frequent varies considerably among transit agencies. Cleveland and Cincinnati provide the most frequent service during the AM peak period: 30% of Cleveland s routes and 20% of Cincinnati s routes operate with at least 15 minute service. In terms of systems with 30 minute service during the peak, Cincinnati had the highest percentage of routes operating at 30 minute service during the AM peak (76%) followed by Cleveland (69%) and Akron (65%). Dayton has the lowest percentage of routes (29%) with 30 minute service during the AM peak. Midday service also shows variations between systems, especially with regards to 15 minute service. Cleveland and Cincinnati operates roughly 10% of its routes with at least 15 minute 4 NN followed each system s definition of a route. Therefore if two routes share a common trunk segment with a combined frequency that meets the criterion but each route does not, it would not be counted. On the other hand, if a single route has branches, but has frequent service meeting the criterion on the trunk portion, it would be counted. Nelson\Nygaard Consulting Associates Inc. 2-5

11 service during the midday. Dayton and Akron, however, do not have any routes with 15 minute service in the midday. Most of the systems operate at least 30% of their routes in midday with at least two trips per hour. Cleveland has the highest percentage (41%), followed by Akron at 38; Columbus (36%) and Cincinnati (33%) have similar service levels. Dayton has the lowest percentage of routes operating at least two times per hour in the midday (12%). Figure 2-6: Service Frequency by System for the AM Peak Hour (Shown as a Percentage of all Bus Routes) 80% 70% 76% 2+ trips per hour: AM Peak 4+ trips per hour: AM Peak 69% 65% Percent of All Routes 60% 50% 40% 30% 20% 20% 30% 48% 29% 10% 3% 7% 6% 0% Cincinnati Cleveland Akron Columbus Dayton Source: Nelson\Nygaard based on data collected from individual agency websites, January 2014 Figure 2-7: Service Frequency by System in the Midday (Shown as Percent of all Bus Routes) 2+ trips per hour: Midday 4+ trips per hour: Midday 50% Percent of All Routes 40% 41% 38% 36% 33% 30% 20% 10% 0% 11% 12% 9% 4% 0% 0% Cleveland Akron Columbus Cincinnati Dayton Source: Nelson\Nygaard based on data collected from individual agency websites, January 2014 Nelson\Nygaard Consulting Associates Inc. 2-6

12 Service Availability on Weekday Evenings and Weekend Days The Nelson\Nygaard team also considered the portion of existing services available on weekday evenings (defined as after 7:00 PM) and weekend days (Saturdays and Sundays). The measure was calculated by counting up the routes that offer service on weekday evenings and weekend days and expressing this as a percentage of the total number of routes. In general less service is available on weekday evenings, Saturdays and Sundays as compared with traditional business hours. And, in general, there is more service on weekday evenings than on Saturdays; and more on Saturdays than on Sundays. Within these general findings, there are variations. Cleveland (80% of all routes) has the most weekday evening service and Columbus has the least (40% of all routes). In addition, both Dayton and Akron operate more service on Saturdays than on weekday evenings; and Cleveland and Dayton operate the same number of routes on Sundays as on Saturdays. Figure 2-8: Transit Agency Service During Off Peak Periods (Shown as a Percentage of All Bus Routes) Percent of All Routes 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Weekday Evenings Saturday Sunday Cleveland Akron Cincinnati Dayton Columbus Source: Nelson\Nygaard based on data collected from individual agency websites, January 2014 Availability of Specific Technologies The availability of seven specific transit Intelligent Transportation Systems (ITS) technologies was also considered (see Figure 2-9). In general, Ohio s largest fixed route systems are relatively technology rich. Cleveland, the largest system, has each of the technologies examined. In most cases, transit agencies without certain technologies are in the process of acquiring them. Akron, the system with the fewest ITS-related technologies, has plans to implement several systems in The only exception to this general finding is mobile passenger schedules. In 2013, only Cleveland had this technology; mobile passenger schedules are in planning at Columbus and Cincinnati but not at Dayton or Akron. Nelson\Nygaard Consulting Associates Inc. 2-7

13 Figure 2-9: Availability of Specific ITS Technologies by System System Automatic Vehicle Location Systems (GPS/AVL) Automatic Passenger Counters (APC) Real Time Arrival Information Systems Scheduling Software Web Trip Planner/ Google Transit Mobile Passenger Schedules Registering Fareboxes Cleveland X X X X X X X Columbus X X Planned X X Planned X Cincinnati X X X X X Planned X Dayton X X X X X X Akron Implement 2014 Implement in 2014 Source: Nelson\Nygaard based on interviews with transit agencies. Implement in 2014 Service and Cost Effectiveness and Efficiency X X X Service and cost effectiveness and efficiency compare service inputs, outputs and consumption in various ways. In the case of transit service, operating costs is the primary service input, while service outputs include revenue service hours and revenue service miles. Service consumption includes ridership and farebox revenues. The data is then expressed in terms of three performance indicators commonly used in the transit industry as follows: Cost efficiency. Ratios of service inputs to service outputs, and measure the efficiency of resource allocation within the agency. Cost efficiency is measured in terms of operating cost per revenue mile and hour. Cost effectiveness. These indicators are the ratio of service inputs to service consumption and measure how well the service is utilized by the community. Cost effectiveness is measured in terms of operating cost per passenger. Service effectiveness. These indicators are the ratio of service consumption to service outputs and measure how well the capacity of service is being utilized by the consumer. Service effectiveness is measured in terms of passengers per revenue hour (and/or revenue mile). Cost Efficiency - Operating Cost per Revenue Vehicle Mile The average bus operating cost per vehicle mile among these large fixed route systems in Ohio is $9.84. Most agencies have per mile costs very close to the average. Akron and Cleveland have higher than average costs per mile, over $11.00 per mile, while Cincinnati, Dayton, and Columbus, in central and southwest Ohio, have costs under the large system average, at just below $9.00 per mile. Nelson\Nygaard Consulting Associates Inc. 2-8

14 Figure 2-10: Operating Cost per Revenue Vehicle Mile (Fixed Route Bus Only) Operating Cost per Vehicle Mile Average $14.00 $12.00 $11.58 $11.03 $10.00 $8.00 $8.86 $8.78 $8.69 $6.00 $4.00 $2.00 $0.00 Cleveland Akron Cincinnati Dayton Columbus Cost Efficiency - Operating Cost per Revenue Vehicle Hour The average operating cost per revenue vehicle hour for large fixed route bus service in Ohio is $ Most of the large systems are close to the average. Akron and Cleveland have the highest cost per hour at $ and $134.74, respectively, while Columbus has the lowest cost per hour at $ Figure 2-11: Operating Cost per Revenue Vehicle Hour (Fixed Route Bus Only) Operating Cost per Vehicle Hour Average $ $ $ $ $ $ $ $ $ $80.00 $60.00 $40.00 $20.00 $0.00 Akron Cleveland Dayton Cincinnati Columbus Nelson\Nygaard Consulting Associates Inc. 2-9

15 Cost Effectiveness - Operating Cost per Passenger The average operating cost per passenger on large fixed route bus systems in Ohio is $4.54. Most of the systems are close to the average; Cleveland, Dayton, Cincinnati and Columbus, have operating costs between $3.88 and $5.10. Akron has a higher cost per passenger as compared with this peer group, spending $7.47 per passenger. Figure 2-12: Operating Cost per Passenger (Fixed Route Bus Only) Operating Cost per Passenger Average $8.00 $7.47 $7.00 $6.00 $5.10 $5.00 $4.71 $4.61 $4.00 $3.88 $3.00 $2.00 $1.00 $0.00 Akron Dayton Cincinnati Columbus Cleveland Service Effectiveness - Riders per Revenue Vehicle Hour On average, the large fixed route by systems carry 27 passengers per revenue vehicle hour. Three of the five systems (Columbus, Cincinnati and Dayton) are close to the average. Cleveland is above average the peer group average, carrying 34 passengers per hour (on its bus system only) while Akron is below the peer average, carrying 18 passengers per hour. Nelson\Nygaard Consulting Associates Inc. 2-10

16 Figure 2-13: Riders per Revenue Vehicle Hour (Fixed Route Bus Only) Passengers per Vehicle Hour Average Cleveland Dayton Cincinnati Columbus Akron Fleet Management A transit agency s fleet of vehicles or buses is a critical part of a transit system s ability to provide cost efficient and effective services. As part of the service evaluation, therefore, the team considered the percentage of the vehicle fleet that is beyond its useful life as defined by the FTA together with the number of road calls or vehicle break downs reported for the system. Percent of Bus Fleet beyond Useful Life Most transit agencies have some portion of their fleet that would be defined as beyond their useful life. These vehicles may be used as spares; in many cases, agencies are waiting for capital funding to replace vehicles. On average, large fixed route systems had about 14% of their fleet older than the defined useful life. The range varies widely; 23% of the vehicles used by Akron Metro are beyond their useful life as compared to only 4% of the vehicles deployed by Columbus. Nelson\Nygaard Consulting Associates Inc. 2-11

17 Figure 2-14: Percent of Bus Fleet Beyond Useful Life (All rubber tired vehicles, excluding rail vehicles) % Vehicles Beyond Useful Life Average 25% 23% 20% 19% 15% 15% 10% 5% 7% 4% 0% Akron Cincinnati Dayton Cleveland Columbus Road Calls/Mechanical Failures per 100,000 Vehicle Miles Road calls or mechanical failures are typically measured in terms of miles driven, or in this case, the number of major mechanical failures per 100,000 vehicle revenue miles operated in On average, the large fixed route systems experienced 28 road calls per 100,000 revenue miles. There is considerable variation between the systems in terms of road calls. Akron had exactly the average number of road calls, while Dayton had the highest number with 41 and Cincinnati had the lowest with 13. Figure 2-15: Road Calls per 100K Miles (Fixed Route Bus Only) Road calls per 100k miles Average Dayton Columbus Akron Cleveland Cincinnati Nelson\Nygaard Consulting Associates Inc. 2-12

18 Funding Sources Another set of metrics was used to assess how individual transit agencies fund their services. The analysis considered both capital and operating revenues and the relative proportions of local, state, federal revenues plus locally generated revenues such as fares, contract revenue and other sources, such as advertising. In addition, the evaluation also examined average fare per rider. The data reflects a single year of data supplied by individual agencies to ODOT. Capital Revenue by Funding Source Federal funds are by far the largest source of capital revenue, accounting for between 50% and 90% of all revenues. While federal funds are consistently the largest revenue source for capital expenditures, there is variation among the systems. Columbus has the smallest federal share at 53% while Cleveland s federal share is 90%. After federal funds, local resources are the second largest revenue source for capital expenditure for all systems except Cleveland where there were no local capital revenues in Otherwise, the local share ranged from 21% to 43%. In general, state revenues are not widely used for capital funding; three systems Dayton, Cincinnati and Akron did not use state funds at all. State funds played the largest role in Cleveland, funding 10% of capital revenue. Figure 2-16: Capital Revenue by Funding Source (All modes including rail) 100% 80% 60% Federal 40% State 20% Local 0% Cleveland Dayton Cincinnati Columbus Akron Operating Revenue by Funding Source Transit operating revenues are provided through a combination of federal, state and local revenues as well as farebox (fares), contract and other revenue sources. All of the large fixed route operators use local funds to support their transit services (see Figure 2-17) with local revenues accounting for at least 50% of all funding. Farebox and contract revenues are also important for the large fixed route systems. Cincinnati has the highest farebox revenue percentage, 27%, and also earns another 7% in contract revenue. Federal and state resources are not large funding streams for operating revenue in any of the large urban systems. In general, federal revenues contribute as much as 25% of operating revenue Nelson\Nygaard Consulting Associates Inc. 2-13

19 (Dayton) to no funds (Columbus); Cleveland, Cincinnati and Akron receive about 10% of their operating revenues from federal funds. State contributions represent a very small portion of the large fixed route agency budgets, comprising 1% or less of each agency s operating funding. Figure 2-17: Operating Revenue by Funding Source (All modes including rail) 100% 80% 60% 40% 20% Federal State Other Contract Farebox Local 0% Cleveland Dayton Cincinnati Columbus Akron Average Fare per Rider The study team also considered the average fare per rider as a measure of users contributions to service costs. The average fare calculation is based on total farebox revenue divided by total ridership, therefore, it includes cash fares as well as discounts and bulk purchase fares (see Figure 2-18 for Adult One Way Cash Fares). The average fare among the five systems is just over $1.00, with both Cleveland and Columbus nearly exactly at the average. Cincinnati s average fare is higher than the peer group average, while both Akron and Dayton have lower average fares as compared with the peer group average. Figure 2-18: Adult One-Way Cash Fare by System (2014) Agency Adult One-Way Cash Fare (2014) Greater Cleveland Regional Transit Authority (CGRTA) $2.25 Central Ohio Transit Authority (COTA) $2.00 Southwest Ohio Regional Transit Authority (SORTA) $1.75 Greater Dayton Regional Transit Authority (GDRTA) $1.75 METRO Regional Transit Authority (METRO) $1.25 Source: Nelson\Nygaard based on individual agency websites, January 2014 Nelson\Nygaard Consulting Associates Inc. 2-14

20 Figure 2-19: Average Fare Revenue per Rider (Fixed Route Bus Only) Fare Revenue per Passenger Average $1.60 $1.48 $1.40 $1.20 $1.05 $1.04 $1.00 $0.80 $0.87 $0.85 $0.60 $0.40 $0.20 $0.00 Cincinnati Columbus Cleveland Akron Dayton Nelson\Nygaard Consulting Associates Inc. 2-15

21 3 MEDIUM FIXED ROUTE SYSTEMS After large systems, the next category of Ohio s fixed route transit system is medium systems. These medium sized transit operators were examined to consider how this category of services and systems provide transit systems, and how services vary within the category. The analysis is intended to identify ways that service may be enhanced and identify areas where additional investment may be warranted. The analysis considers several indicators, including quantitative and qualitative metrics, which are broadly grouped as: 1. Service and Ridership Trends 2. Level and Type of Service 3. Service and Cost Effectiveness and Efficiency 4. Fleet Management 5. Funding Sources Classification of Medium Systems Ohio has five transit systems that were classified as medium fixed route systems. Consistent with the classification overall, medium sized systems fall within a range of annual passenger trips, revenue vehicle hours and operating expenses (see Figure 3-1). Medium fixed route systems carried more passengers, provided more hours of service, and had greater operating expenses than agencies classified as small fixed route systems but measured significantly less of all variables in comparison to the large fixed route systems. Five systems fell into the medium fixed route category: Toledo Toledo Area Regional Transit Authority (TARTA) Stark County Stark Area Regional Transit Authority (SARTA) Western Reserve Western Reserve Transit Authority (WRTA) (Mahoning County) Portage County Portage Area Regional Transportation Authority (PARTA) Laketran (in Lake County) As shown in Figure 3-1, there is considerable variation in service area size, population, and population density among the five agencies. Portage County, for examples, has a relatively low population density as compared to the peer systems and for all metrics Toledo is larger than the other systems. However, relative to all agencies operating fixed route bus services in Ohio, these five agencies have more in common than other agencies. The grouping, therefore, is relative to systems operating in Ohio only. Nelson\Nygaard Consulting Associates Inc. 3-1

22 Figure 3-1: Operating and Contextual Characteristics Defining Medium Fixed Route Systems (All Modes) Agency Annual Passenger Trips Annual Revenue Hours Annual Operating Budget Service Area Size (miles) Service Area Population Service Area Density (persons per square mile) Toledo 3,415, ,132 $26,354, ,230 2,842 Stark County 2,658, ,336 $15,292, , Western Reserve 1,858, ,930 $8,904, ,437 1,831 Portage County 1,527, ,154 $8,408, , Laketran 714, ,282 $11,445, , Service and Ridership Trends The analysis considered both the amount of service provided (in terms of annual revenue vehicle hours) and the amount of service consumed (annual ridership). The analysis also includes per capita measures to normalize comparisons among systems with different service area populations, but still show the amount of service available and consumed. Total Vehicle Hours per Capita Vehicle hours 5 per capita measure the amount of service available relative to the service area population. The data shown is based on the number of revenue vehicle hours for all services operated by each system. Population numbers are sourced from data reported by each system to ODOT in The average annual revenue vehicle hours per capita for the medium size fixed route systems in Ohio is Three systems Portage County, Laketran and Stark County are close to this average. Toledo has a much higher quantity of service with 0.98 while Western Reserve provides a much smaller amount of revenue vehicle hours per capita (0.26 annual revenue vehicle hours per capita). 5 Reflects revenue vehicle hours or only hours when the buses are being used in service to pick up passengers. Nelson\Nygaard Consulting Associates Inc. 3-2

23 Figure 3-2: Annual Revenue Vehicle Hours (All Modes) per Capita (Service Area Population) Annual Revenue Vehicle Hours per Capita Average Riders per Capita Toledo Portage County Laketran Stark County Western Reserve Riders per capita divides the number of riders, measured as annual unlinked passenger trips (boardings on all modes), by the number of residents of the agency s defined service area. The average total annual riders per capita for the medium size fixed route systems is 6.5; variations within the group, however, are considerable. Portage County has the highest ridership per capita with 9.5 while Laketran has the lowest with 3.1. Stark County is closest to the average with 7.1. Among medium fixed route systems the annual riders per capita does not follow the same pattern as revenue hours per capita directly; Toledo, for example, does not carry the most riders per capita despite offering more service per capita. Figure 3-3: Total Annual Riders (Unlinked Trips, All Modes) per Capita (Service Area Population) Annual Passengers per Capita Average Portage County Toledo Stark County Western Reserve Laketran Nelson\Nygaard Consulting Associates Inc. 3-3

24 Vehicle Hours - Five Year Trend As part of understanding the service, the analysis examined the amount of service provided on all modes during the five year period between 2008 and The five year trend shows that three systems Toledo, Stark County and Laketran -- have had a net decline in revenue vehicle hours for all modes (i.e., bus and demand response) most noticeably between 2008 and Toledo lost riders between 2008 and 1010 and then rebounded in 2011 and held steady until Service at Portage County has been quite stable for the entire five year period. Western Reserve has had a small increase in service since 2008 which took place in 2010 after a slight decline in Overall medium fixed route systems reduced revenue vehicle hours by 9% on all modes over the five year period. Figure 3-4: Systemwide Revenue Vehicle Hours by agency ( ) (All Modes)* Annual Revenue Vehicle Hours 500, , , , ,000 Toledo Stark Co. Portage Co. Western Reserve Laketran Note: * Trends in Revenue Vehicle Hours are reported for all modes. For most operators, the amount of service provided by other modes, such as demand response services are a very small portion of their overall service network. However, Laketran provides more demand response service than fixed route service, thus the trend for all vehicle hours is influenced by changes in the demand response service. See also the analysis of demand response services. Ridership - Five Year Trend Ridership was also examined over the same five year period. Medium fixed route systems experienced a 5% decrease in ridership over the five year period. However there is some contrast among the trends of each of the five systems. Ridership decreased for Toledo and to a lesser extent for Laketran. This trends are in line with the amount of service provided, which also declined. Ridership over the five year period increased for Western Reserve and to a lesser extent for Stark County. Ridership at Portage County has been quite stable. Nelson\Nygaard Consulting Associates Inc. 3-4

25 Figure 3-5: Five Year ( ) Trend in Systemwide Total Ridership (All Modes) 5,000,000 Toledo Stark Co. Portage Co. Western Reserve Laketran Annual Passenger Boardings 4,000,000 3,000,000 2,000,000 1,000, Level and Type of Service The study team also inventoried the level and type of transit service provided by medium sized transit agencies, using a a combination of metrics to evaluate service levels. These metrics included service frequency; the availability of service on weekday evenings and weekends; and the availability of transit technologies. Frequency of Service Frequency of service was measured as the percent of fixed routes bus service that have at least two trips per hour (roughly 30 minute frequency) or four trips per hour (15-minute frequency) during the peak and midday time periods. For purposes of this analysis, the peak period is defined as the hour between 7:00 AM and 7:59 AM and the midday time period is defined as the hour from 12 noon to 12:59 PM. To calculate the measure, Nelson\Nygaard examined the route schedules and used the local system s own definition of a route 6. As shown in Figure 3-6, there are differences in the availability of frequent service during the AM peak hour. Western Reserve has nearly two thirds of its routes operating at least twice per hour, while Portage has less than half and Toledo has less than one quarter. Stark County does not operate any services with frequencies of 30 minutes or more during the peak period and Laketran has 6%. Only Portage County has routes operating very frequently (at least four times per hour); about one fifth of its routes fall into this category. 6 NN followed each system s definition of a route. Therefore if two routes share a common trunk segment with a combined frequency that meets the criterion but each route does not, it would not be counted. On the other hand, if a single route has branches, but has frequent service meeting the criterion on the trunk portion, it would be counted. Nelson\Nygaard Consulting Associates Inc. 3-5

26 During the midday hour, the ranking of agencies changes slightly. Portage County and Western Reserve are still the most frequent but Portage County has the largest share (half) of its routes operating at least twice per hour, following by Western Reserve with about one third. Each of these systems operates a smaller portion of its routes frequently in the midday compared to the AM peak hour. The other three systems rank in the midday in the same way as in the AM peak. Toledo, ranked third, has a slightly smaller share of its routes operating frequent service in the midday compared to the AM peak, while Laketran has a considerably higher share of its routes operating frequent service in the midday compared to the AM peak. Stark County has no frequent routes in the midday. As in the AM peak hour, only Portage operates routes four or more times per hour -- over one quarter of the routes, which is a larger share than in the AM peak hour. Figure 3-6: Service Frequency by System for the AM Peak Hour (Shown as a Percentage of all Routes) 2+ trips per hour: AM Peak 4+ trips per hour: AM Peak 70% 64% 60% Percent of All Routes 50% 40% 30% 20% 43% 21% 21% 10% 0% 6% 0% 0% 0% 0% 0% Western Reserve Portage County Toledo Laketran Stark County Source: Nelson\Nygaard based on data collected from individual agency websites, January 2014 Nelson\Nygaard Consulting Associates Inc. 3-6

27 Figure 3-7: Service Frequency by System in the Midday (Shown as Percent of Routes) 2+ trips per hour: Midday 4+ trips per hour: Midday 60% 50% 50% Percent of All Routes 40% 30% 20% 10% 0% 29% 32% Source: Nelson\Nygaard based on data collected from individual agency websites, January 2014 Service Availability on Weekday Evenings and Weekend Days The Nelson\Nygaard team considered the portion of existing services that are available on weekday evenings (defined as after 7:00 PM) and weekend days (Saturdays and Sundays). The measure was calculated by counting up the routes that offer service on weekday evenings and weekend days and expressing this as a percentage of the total number of routes. All of the systems operate during weekday evenings but there is wide range in the percentage of routes operated. Stark County operates almost nearly all (90%) of its routes during weekday evenings, the highest of medium size fixed route systems. Three other systems all operated 40%0-50% of their routes on weekday evenings, while Western Reserve operates the smallest percentage (6%). All of the systems classified as medium fixed route agencies, except for Laketran offer Saturday service. Western Reserve and Stark County offer the most Saturday service (94% and 88% of routes, respectively). Toledo follows with 61%. Portage County has only 29% of routes operating on Saturday. Only two systems operate Sunday service. Toledo offers Sunday service on 57% of its routes, just slightly less than on Saturday. Portage County has only 7% of its routes offering Sunday service. 18% 13% 0% 0% 0% 0% 0% Portage County Western Reserve Toledo Laketran Stark County Nelson\Nygaard Consulting Associates Inc. 3-7

28 Figure 3-8: Transit Agency Service During Off Peak Periods (Shown as a Percentage of All Routes) Weekday Evenings Saturday Sunday 100% 90% Percent of All Routes 80% 70% 60% 50% 40% 30% 20% 10% 0% Stark County Portage County Toledo Laketran Western Reserve Source: Nelson\Nygaard based on data collected from individual agency websites, January 2014 Availability of Specific Technologies The availability of seven specific transit Intelligent Transportation Systems (ITS) technologies was also considered (see Nelson\Nygaard Consulting Associates Inc. 3-8

29 Figure 3-9). There is considerable variation among the medium size fixed route systems with respect to technology. Toledo has the most technology followed by Stark County and then Laketran. All have scheduling software and in 2014 all will have registering fareboxes (with Toledo implementation this year). Three systems have GPS/AVL, though Western Reserve and Portage County do not. Though only Portage County has already implemented it, perhaps the next most popular technology is Web Trip Planner/Google Transit with all but one system (Western Reserve) either having implemented it, implementing in 2014 or planning for it. Automatic Passenger Counters, Real Time Arrival Information Systems, and Mobile Passenger Schedules are available at two agencies each. Nelson\Nygaard Consulting Associates Inc. 3-9

30 Figure 3-9: Availability of Specific ITS Technologies by System System Automatic Vehicle Location Systems (GPS/AVL) Automatic Passenger Counters (APC) Real Time Arrival Information Systems Scheduling Software Web Trip Planner/ Google Transit Mobile Passenger Schedules Toledo X X X X Planned X Stark County Western Reserve Portage County X X X X Laketran X X Source: Nelson\Nygaard based on interviews with transit agencies. Service and Cost Effectiveness and Efficiency X Implement in 2014 Registering Fareboxes Implement in 2014 X X X Implement in 2014 Service and cost effectiveness and efficiency compare service inputs, outputs and consumption in various ways. In the case of transit service, operating costs is the primary service input, while service outputs include revenue service hours and revenue service miles. Service consumption includes ridership and farebox revenues. The data is then expressed in terms of three performance indicators commonly used in the transit industry follows: Cost efficiency. These indicators are the ratios of service inputs to service outputs, and measure the efficiency of resource allocation within the agency. Cost efficiency is measured in terms of operating cost per revenue mile and hour. Cost effectiveness. These indicators are the ratio of service inputs to service consumption and measure how well the service is utilized by the community. Cost effectiveness is measured in terms of operating cost per passenger. Service effectiveness. These indicators are the ratio of service consumption to service outputs and measure how well the capacity of service is being utilized by the consumer. Service effectiveness is measured in terms of passengers per revenue hour (and/or revenue mile).cost Efficiency Cost Efficiency - Operating Cost per Revenue Vehicle Mile The overall average operating cost per revenue vehicle mile for the five systems is $6.00. There is substantial variation among the five systems with the lowest cost per mile ($3.95) at Stark County and the highest cost ($7.87) at Toledo. X X X X Nelson\Nygaard Consulting Associates Inc. 3-10

INITIATIVE: PERFORMANCE METRICS AND GUIDELINES

INITIATIVE: PERFORMANCE METRICS AND GUIDELINES INITIATIVE: PERFORMANCE METRICS AND GUIDELINES SUMMARY Policy makers want to fund programs that work. Being able to measure and communicate the value achieved by investing in transit, therefore, is a critical

More information

INITIATIVE: TRANSIT TECHNOLOGY NEEDS

INITIATIVE: TRANSIT TECHNOLOGY NEEDS INITIATIVE: TRANSIT TECHNOLOGY NEEDS SUMMARY The transit industry, like nearly every sector of the economy, has increasingly employed technology to improve service, management, and operations. Innovations

More information

INITIATIVE: FARES AND PARTNERSHIPS

INITIATIVE: FARES AND PARTNERSHIPS INITIATIVE: FARES AND PARTNERSHIPS SUMMARY Transit agencies would like to have more funding to improve service for their customers. A critical challenge in transit funding is that transit agencies have

More information

Development of an NTD Tool for Vanpool Services

Development of an NTD Tool for Vanpool Services Development of an NTD Tool for Vanpool Services Center for Urban Transportation Research University of South Florida, Tampa November 2008 Final Report Contract Number: BD549-40 DISCLAIMER The opinions,

More information

March 2015 Prepared by the Department of Finance & Performance Management. 2013 Regional Peer Review PERFORMANCE MEASURES

March 2015 Prepared by the Department of Finance & Performance Management. 2013 Regional Peer Review PERFORMANCE MEASURES March 2015 Prepared by the Department of Finance & Performance Management 2013 Regional Peer Review PERFORMANCE MEASURES CONTENTS CONTENTS... 1 EXECUTIVE SUMMARY... 2 SNAPSHOT... 4 PEER SELECTION... 5

More information

Memo. Date: January 18, 2013. StarTran Advisory Board. From: Brian Praeuner. Review of Peer Transit Systems

Memo. Date: January 18, 2013. StarTran Advisory Board. From: Brian Praeuner. Review of Peer Transit Systems Memo Date: January 18, 2013 To: StarTran Advisory Board From: Brian Praeuner Re: Review of Peer Transit Systems This memo is in response to the StarTran Advisory Board s request for additional information

More information

Metro Vancouver s Service Optimization Initiative: Using Evidence-Based Planning to Meet the Needs of a Growing Region Peter Klitz, Senior Planner,

Metro Vancouver s Service Optimization Initiative: Using Evidence-Based Planning to Meet the Needs of a Growing Region Peter Klitz, Senior Planner, Metro Vancouver s Service Optimization Initiative: Using Evidence-Based Planning to Meet the Needs of a Growing Region Peter Klitz, Senior Planner, TransLink Service Planning A Bit About TransLink Bus

More information

ROUTE OVERVIEW. Comprehensive Route Evaluation ROUTE 3 WARWICK AVE

ROUTE OVERVIEW. Comprehensive Route Evaluation ROUTE 3 WARWICK AVE Comprehensive Route Evaluation ROUTE 3 WARWICK AVE ROUTE OVERVIEW Route 3 operates between Warwick and downtown Providence, primarily via Warwick Avenue. Other principal arterials include Oakland Beach

More information

Analysis of Proposed Tax Levies for Library Purposes

Analysis of Proposed Tax Levies for Library Purposes Analysis of Proposed Tax Levies for Library Purposes March 2013 Prepared for the Ohio Library Council by Howard Fleeter & Associates 60 East Broad Street, Suite 350 Columbus, Ohio 43215 I. Overview This

More information

Miami-Dade Transit Service Standards

Miami-Dade Transit Service Standards Miami-Dade Transit Service Standards Presentation to RTC November 10, 2005 Roosevelt Bradley 1 MDT Service Standards Primer Background Standards: Old & New Best Practices: Comparison Denver RTD ChicagoCTA

More information

Nearly 38,000 vehicles cross the Shinnecock Canal on Sunrise Highway (NYS Route 27) daily, during peak summer months.

Nearly 38,000 vehicles cross the Shinnecock Canal on Sunrise Highway (NYS Route 27) daily, during peak summer months. 2. Traffic Characteristics Traffic volumes have increased in concert with population growth in the Towns of Southampton and East Hampton. The New York State Department of Transportation (NYSDOT) maintains

More information

Peer Analysis Summary Report: Identifying the State Role in Public Transportation in Washington

Peer Analysis Summary Report: Identifying the State Role in Public Transportation in Washington Peer Analysis Summary Report: Identifying the State Role in Public Transportation in Washington Performance Management Overview The peer analysis represents one step of the task aimed at developing efficiency

More information

Transit in the United States 3. Operating Costs and Performance Measures 13. Quality of Transit Service 19. ADA Compliance Bus 28

Transit in the United States 3. Operating Costs and Performance Measures 13. Quality of Transit Service 19. ADA Compliance Bus 28 1999 National Transit Summaries and Trends Introduction 1 Introduces the transit modes discussed throughout the NTST. Transit in the United States 3 National statistics and trends in ridership, miles of

More information

Financial Plan & Implementation. Matrix

Financial Plan & Implementation. Matrix Financial Plan & Implementation Matrix Revenue Projections and Financial Assumptions 1.0 Context. Background. The development of the financial plan is consistent with requirements regarding the development

More information

Transit System Performance Review. May 2, 2014. Area Transportation Authority of North Central Pennsylvania (ATA) Performance Review Report

Transit System Performance Review. May 2, 2014. Area Transportation Authority of North Central Pennsylvania (ATA) Performance Review Report Transit System Performance Review May 2, 2014 Area Transportation Authority of North Central Pennsylvania (ATA) Performance Review Report This page is intentionally blank to allow for duplex printing.

More information

FREDericksburg Regional Transit (FRED) REAL-TIME SCHEDULING SOFTWARE, BUS STOP ANNUNCIATOR AND TRANSIT WEBSITE PROCUREMENT

FREDericksburg Regional Transit (FRED) REAL-TIME SCHEDULING SOFTWARE, BUS STOP ANNUNCIATOR AND TRANSIT WEBSITE PROCUREMENT FREDericksburg Regional Transit (FRED) REAL-TIME SCHEDULING SOFTWARE, BUS STOP ANNUNCIATOR AND TRANSIT WEBSITE PROCUREMENT Technical Memorandum and Concept of Operations Prepared for: Prepared by: March

More information

Executive Summary. Siskiyou County Short Range Transit Plan

Executive Summary. Siskiyou County Short Range Transit Plan Executive Summary 2015 A Short Range Transit Plan (SRTP) study was conducted to assess transit and related transportation issues in Siskiyou County and to provide a road map for improvements to the public

More information

Scheduling Review Technical Memorandum

Scheduling Review Technical Memorandum Scheduling Review Technical Memorandum City of Colorado Springs Mountain Metropolitan Transit Comprehensive Operational Analysis Introduction As part of the Colorado Springs Comprehensive Operations Analysis,

More information

The Corporation of the TOWN OF MILTON

The Corporation of the TOWN OF MILTON The Corporation of the TOWN OF MILTON Report To: From: Committee of the Whole M. Paul Cripps, P. Eng., Director, Engineering Services Date: January 25, 2016 Report No: Subject: Recommendation: Eng-004-16

More information

Leading Indicators August 2014

Leading Indicators August 2014 Office of Workforce Development Bureau of Labor Market Information Leading Indicators August 1 The Ohio leading indicator index remained steady in August at 9.9, indicating there will be only weak employment

More information

City Services Benchmarking: Public Transportation

City Services Benchmarking: Public Transportation City Services Benchmarking: Public Transportation City and County of Office of the Controller City Services Auditor March 13, 214 City Services Benchmarking: Public Transportation CITY AND COUNTY OF SAN

More information

APTA Surveys Transit Agencies on Providing Information and Real Time Arrivals to Customers

APTA Surveys Transit Agencies on Providing Information and Real Time Arrivals to Customers Policy Development and Research SEPTEMBER 2013 APTA Surveys Transit on Providing Information and Real Time Arrivals to Customers In July of 2012, APTA conducted a survey of its transit agency members,

More information

2012 King County Metro Transit Peer Agency Comparison on Performance Measures

2012 King County Metro Transit Peer Agency Comparison on Performance Measures 2012 Peer Agency Comparison on Performance Measures Department of Transportation Metro Transit Division King Street Center, KSC-TR-0415 201 S. Jackson St Seattle, WA 98104 206-553-3000 TTY Relay: 711 www.kingcounty.gov/metro

More information

Presto Fare Card ibus (Automated Stop Announcements, Cameras) Transit Operating System Replacement

Presto Fare Card ibus (Automated Stop Announcements, Cameras) Transit Operating System Replacement Transit Business Plan 2 011 2014 Transit Key Deliverables Sustain existing service levels Growth in fleet and service hours (modest) Build, commission and operate the BRT Conduct preliminary i design and

More information

Nanaimo Regional Transit Business Plan. April 2008

Nanaimo Regional Transit Business Plan. April 2008 Nanaimo Regional Transit Business Plan April 2008 Table of Contents 1. INTRODUCTION... 1 2. OBJECTIVES AND POLICY CONTEXT... 1 3. COMMUNITY BENEFITS OF TRANSIT... 5 3.1 Reduced Infrastructure and Congestion

More information

Estimating Light-Rail Ridership from APC Data

Estimating Light-Rail Ridership from APC Data Estimating Light-Rail Ridership from APC Data Zach Van Gemert, Service Development Applications Expert, Denver RTD Richard Lehman, Senior Applications Developer, RSM Services Corporation The Denver RTD

More information

Tam Valley Call n Ride Shuttle Option April 2008

Tam Valley Call n Ride Shuttle Option April 2008 Tam Valley Call n Ride Shuttle Option April 2008 If funding is available to provide transit service to Tam Valley, Marin Transit staff recommends that a call-n-ride service is started. Survey data from

More information

APPENDIX G OPERATIONS AND MAINTENANCE COST ESTIMATION MODEL

APPENDIX G OPERATIONS AND MAINTENANCE COST ESTIMATION MODEL DRAFT APPENDIX G OPERATIONS AND MAINTENANCE COST ESTIMATION MODEL Operations and Maintenance Cost Methodology and Results The Colorado Department of Transportation is conducting an Advanced Guideway System

More information

Use of Automated Vehicle Location and Passenger Counters in Planning and Scheduling at Pace Suburban Bus

Use of Automated Vehicle Location and Passenger Counters in Planning and Scheduling at Pace Suburban Bus Use of Automated Vehicle Location and Passenger Counters in Planning and Scheduling at Pace Suburban Bus Tunde Balvanyos, Ph.D. Bus Rapid Transit Coordinator Pace Suburban Bus 550 W. Algonquin Road Arlington

More information

Metropolitan & Micropolitan Statistical Area Definitions in Ohio Based on 2000 Census Designations**

Metropolitan & Micropolitan Statistical Area Definitions in Ohio Based on 2000 Census Designations** Metropolitan & Micropolitan Statistical Area Definitions in Ohio Based on 2000 Census Designations** * Statistical Areas in other states that include Ohio counties **Click on the letters or numbers to

More information

Fiscal Year 2015 Quarter 4 April - June 2015 Stephanie Pollack Secretary & CEO

Fiscal Year 2015 Quarter 4 April - June 2015 Stephanie Pollack Secretary & CEO Performance and Accountability Report Fiscal Year 2015 Quarter 4 April - June 2015 Stephanie Pollack Secretary & CEO Prepared by: Office of Performance Management & Innovation August 2015 Inside This Issue

More information

Time and Credits to Degree for Associate and Bachelor's Degree Graduates at University System of Ohio Institutions FY 2006 07 Graduates.

Time and Credits to Degree for Associate and Bachelor's Degree Graduates at University System of Ohio Institutions FY 2006 07 Graduates. Time and for Associate and Bachelor's Graduates at University System Ohio Institutions FY 2006 07 Graduates Prepared by January 2009 Table Contents Time and Associate for Non Transfer Students Graduating

More information

Transit Service Assessment

Transit Service Assessment Technical Memorandum #1 Transit Service Assessment June 213 Table of Contents 1. Existing Service Summary... 1 1.1 Service Overview... 1 1.2 Service Characteristics... 1 2. Ridership and Productivity...

More information

Overview of the Travel Demand Forecasting Methodology

Overview of the Travel Demand Forecasting Methodology Overview of the Travel Demand Forecasting Methodology Prepared by the Central Transportation Planning Staff (CTPS) Authors: Scott A. Peterson, Manager Ian Harrington, Chief Planner March 29, 2008 1 OVERVIEW

More information

2011 Boulder Valley Employee Survey for Transportation Report of Results

2011 Boulder Valley Employee Survey for Transportation Report of Results 2011 Boulder Valley Employee Survey for Transportation Report of Results June 2012 Image from emerson12 via Flickr, Creative Commons Attribution. 2955 Valmont, Suite 300 Boulder, CO 80301 303 444 7863

More information

FAIRFAX CUE TRANSIT DEVELOPMENT PLAN: FISCAL YEARS 2011 2016

FAIRFAX CUE TRANSIT DEVELOPMENT PLAN: FISCAL YEARS 2011 2016 FAIRFAX CUE TRANSIT DEVELOPMENT PLAN: FISCAL YEARS 2011 2016 Updated October 2010 (Final) Prepared by: Under Sub Contract to: Under Contract to: Table of Contents 1.0 OVERVIEW OF FAIRFAX, VA TRANSIT SERVICES...

More information

American Public Transit Association Bus & Paratransit Conference

American Public Transit Association Bus & Paratransit Conference American Public Transit Association Bus & Paratransit Conference Intelligent Transportation Systems Integrating Technologies for Mobility Management & Transportation Coordination May 24, 2011 RouteMatch

More information

Operating Budget. MARIN TRANSIT 2016 2025 SHORT RANGE TRANSIT PLAN Chapter 5: Financial Plan

Operating Budget. MARIN TRANSIT 2016 2025 SHORT RANGE TRANSIT PLAN Chapter 5: Financial Plan Operating Budget Marin Transit forecasts revenues and expenses for the 10-year period based on current contract rates, annual escalations, historical trends, and partner agencies revenue projections. Marin

More information

Save On Your Commercial Fueling Costs

Save On Your Commercial Fueling Costs LOWEST FUEL PRICES, HIGHEST DISCOUNTS Save On Your Commercial Fueling Costs SuperFleet Card Features Option to communicate restrictions of account on the account card Line 2 - Driver, vehicle or department

More information

Triangle Transit Financial Plan. Durham Orange Light Rail Transit Project

Triangle Transit Financial Plan. Durham Orange Light Rail Transit Project Durham Orange Light Rail Transit Project September 2012 TABLE OF CONTENTS LIST OF TABLES... ii LIST OF FIGURES... iii 1. Introduction... 1 1 1.1. DESCRIPTION OF PROJECT SPONSOR... 1 1 1.1.1. Durham Transit

More information

Frequently Asked Questions (FAQs) about DART

Frequently Asked Questions (FAQs) about DART Frequently Asked Questions (FAQs) about DART What is DART? Where can I take the bus? Where can I take the train? How much does it cost to park at a station? Can I take a train to American Airlines Center?

More information

Proposed Service Design Guidelines

Proposed Service Design Guidelines Proposed Service Design Guidelines July 2015 I. Introduction During Phase II of the Reimagining CityBus project, feedback from public outreach and data analysis conducted during Phase I of the project

More information

FISCAL YEAR 2014 SOLICITATION FOR PROPOSALS FOR FEDERAL JOB ACCESS AND REVERSE COMMUTE AND NEW FREEDOM PROGRAM FUNDS EVALUATION CRITERIA

FISCAL YEAR 2014 SOLICITATION FOR PROPOSALS FOR FEDERAL JOB ACCESS AND REVERSE COMMUTE AND NEW FREEDOM PROGRAM FUNDS EVALUATION CRITERIA FISCAL YEAR 2014 SOLICITATION FOR PROPOSALS FOR FEDERAL JOB ACCESS AND REVERSE COMMUTE AND NEW FREEDOM PROGRAM FUNDS EVALUATION CRITERIA Los Angeles County Metropolitan Transportation Authority (LACMTA)

More information

Addendum to the Arterial Transitway Corridors Study

Addendum to the Arterial Transitway Corridors Study January 2013 1 Addendum to the Arterial Transitway Corridors Study The Arterial Transitway Corridors Study (ATCS) evaluated and prioritized arterial bus rapid transit (BRT) improvements to nine corridors

More information

2013 Annual Service Plan. 7 2012-2016 Five year Service Plan Updates

2013 Annual Service Plan. 7 2012-2016 Five year Service Plan Updates 7 2012-2016 Five year Service Plan Updates 7 2012-2016 Five year Service Plan Updates The following are updates to the (2012-2016) Five-Year Service Plan. The addendums refer to the following chapters

More information

Chapter 8 Funding Considerations

Chapter 8 Funding Considerations Chapter 8 Funding Considerations Expanding transit services into El Dorado Hills under any of the service alternatives has associated operating and capital costs. This chapter considers the funding sources

More information

Where Do We Want to Go? How Can We Get There?

Where Do We Want to Go? How Can We Get There? Where Do We Want to Go? How Can We Get There? The BRTB has adopted nine goals, with supporting strategies, performance measures, and performance targets. Together, these goals, strategies, measures, and

More information

2035 FINANCIAL RESOURCES FORECAST

2035 FINANCIAL RESOURCES FORECAST 2035 FINANCIAL RESOURCES FORECAST AKRON METROPOLITAN AREA TRANSPORTATION STUDY 806 CITICENTER BUILDING 146 SOUTH HIGH STREET AKRON, OHIO 44308 December 2012 This report was prepared by the Akron Metropolitan

More information

Benefits of AVL/CAD from Research and Innovative Technology Administration (RITA)

Benefits of AVL/CAD from Research and Innovative Technology Administration (RITA) Benefits of AVL/CAD from Research and Innovative Technology Administration (RITA) Joint deployment of scheduling software and Automatic Vehicle Location/Mobile Data Terminals (AVL/MDT) increased ridership

More information

MARIN TRANSIT 2008 Systemwide Onboard Survey

MARIN TRANSIT 2008 Systemwide Onboard Survey MARIN TRANSIT 2008 Systemwide Onboard Survey DRAFT SUMMARY REPORT Prepared by COREY, CANAPARY & GALANIS RESEARCH 447 Sutter Street Penthouse North San Francisco, CA 94108 CONTENTS INTRODUCTION... 3 EXECUTIVE

More information

STOP CONSOLIDATION TRANSIT STRATEGIES

STOP CONSOLIDATION TRANSIT STRATEGIES TRANSIT STRATEGIES STOP CONSOLIDATION Transit stops are the places where people access transit service, and greatly impact many elements of passengers transit experiences. They are typically thought of

More information

2012 Saskatoon Transit Services Annual Report

2012 Saskatoon Transit Services Annual Report 2012 Annual Report Saskatoon Transit provides a high quality of service for all citizens in our community, and is undertaking initiatives focused on building its ridership. Like most North American cities,

More information

Fiscal Note & Local Impact Statement 122 nd General Assembly of Ohio

Fiscal Note & Local Impact Statement 122 nd General Assembly of Ohio Fiscal Note & Local Impact Statement 122 nd General Assembly of Ohio BILL: Am. Sub. S.B. 230 DATE: March 25, 1998 STATUS: As Passed by the General Assembly SPONSOR: Sen. Ray LOCAL IMPACT STATEMENT REQUIRED:

More information

COORDINATING RURAL AND HUMAN SERVICES 2015 REPORT PREPARED FOR THE GOVERNOR S OFFICE OF PLANNING AND BUDGET

COORDINATING RURAL AND HUMAN SERVICES 2015 REPORT PREPARED FOR THE GOVERNOR S OFFICE OF PLANNING AND BUDGET COORDINATING RURAL AND HUMAN SERVICES TRANSPORTATION IN GEORGIA 2015 REPORT PREPARED FOR THE GOVERNOR S OFFICE OF PLANNING AND BUDGET CREATED BY THE GOVERNOR S DEVELOPMENT COUNCIL AND THE GEORGIA COORDINATING

More information

Existing Transportation Services

Existing Transportation Services CHAPTER III Existing Transportation Services INTRODUCTION This chapter reviews the existing transportation providers within the southeast study area. The chapter discusses elderly transportation service

More information

To begin your search, click the red button called Click here to search for Nursing Homes.

To begin your search, click the red button called Click here to search for Nursing Homes. NURSING HOME SEARCH To search for a nursing home, either click the link called Nursing Homes (including short-term rehabilitation) or use the red menu bar at the top for Nursing Homes. At any time during

More information

TRANSIT PERFORMANCE MEASURE TOOLBOX EXECUTIVE SUMMARY

TRANSIT PERFORMANCE MEASURE TOOLBOX EXECUTIVE SUMMARY JULY MAY 2014 2014 CONTACT INFORMATION TRANSIT PERFORMANCE MEASURE TOOLBOX EXECUTIVE SUMMARY Diane Quigley, FDOT Transit Planning Administrator 850-414-4520 ACKNOWLEDGEMENTS Bay Town Trolley Broward County

More information

SERVICE, DESIGN, PERFORMANCE AND EVALUATION GUIDELINES

SERVICE, DESIGN, PERFORMANCE AND EVALUATION GUIDELINES SERVICE, DESIGN, PERFORMANCE AND EVALUATION GUIDELINES SERVICE STANDARDS BIG BLUE BUS 1 SERVICE STANDARDS BIG BLUE BUS 2 Contents 1 OVERVIEW.... 1.1 2 SERVICE DESIGN... 2.1 2.1 Service Categories...2.2

More information

SYSTEM PERFORMANCE REVIEW public transportation department municipality of anchorage

SYSTEM PERFORMANCE REVIEW public transportation department municipality of anchorage 2014 SYSTEM PERFORMANCE REVIEW public transportation department municipality of anchorage SYSTEM PERFORMANCE REVIEW: 2014 Municipality of Anchorage - Dimond Transit Stop# 396 Lake Otis & Providence I TABLE

More information

TDC Heavy Vehicle Forecasts - February 2010 Release 2008/09 HOUSEHOLD TRAVEL SURVEY. SUMMARY REPORT 2010 Release

TDC Heavy Vehicle Forecasts - February 2010 Release 2008/09 HOUSEHOLD TRAVEL SURVEY. SUMMARY REPORT 2010 Release TDC Heavy Vehicle Forecasts - February 2010 Release 2008/09 HOUSEHOLD TRAVEL SURVEY SUMMARY REPORT 2010 Release 0 About the Transport Data Centre The Transport Data Centre (TDC), of Transport NSW, provides

More information

College of Southern Maryland. Hughesville Transportation Study

College of Southern Maryland. Hughesville Transportation Study College of Southern Maryland Project Overview Existing Conditions Transit Service Land Use CSM Student Demographics Recommendations Methodology Transit Recommendations Transportation Demand Management

More information

Transfer Outcomes for Undergraduate Students Attending Ohio's Public and Private Colleges and Universities. Prepared by

Transfer Outcomes for Undergraduate Students Attending Ohio's Public and Private Colleges and Universities. Prepared by for Attending Ohio's Public and Private Colleges and Universities Prepared by March 2008 Table of Contents Three Year of Enrolled Spring Term, 2002 2006 by Sector Page 1 Three Year of Enrolled Spring Term,

More information

Daily Travel by Persons with Low Income

Daily Travel by Persons with Low Income October 26, 1997 Daily Travel by Persons with Low Income Elaine Murakami Federal Highway Administration Washington, DC Jennifer Young University of Tennessee Knoxville, TN Contents reflect the views of

More information

Undergraduate and Graduate Student Diversity

Undergraduate and Graduate Student Diversity Undergraduate and Graduate Student Diversity Fall 2010 University System of Ohio Institutions Prepared by February 2012 Table of Contents Introduction Page 1 Undergraduate Student Diversity Fall 2010 State

More information

FOCUS GROUP LESSONS LEARNED. Every week in Ohio 3 babies die in unsafe sleep environments. Show me a safe sleep environment

FOCUS GROUP LESSONS LEARNED. Every week in Ohio 3 babies die in unsafe sleep environments. Show me a safe sleep environment SAFE SLEEP CAMPAIGN Every week in Ohio 3 babies die in unsafe sleep environments Show me a safe sleep environment Loved the bright, eye-catching color in the orange ad Tell me why Alone, Back, Crib is

More information

CAMPUS TRANSPORTATION SYSTEM EVALUATION

CAMPUS TRANSPORTATION SYSTEM EVALUATION CAMPUS TRANSPORTATION SYSTEM EVALUATION February 2013 Nelson\Nygaard Consulting Associates Inc. i Table of Contents Page 1 Introduction...1-1 2 Campus Transportation Services...2-1 Background... 2-1 Madison

More information

PERFORMANCE MEASURES FOR MOBILITY MANAGEMENT PROGRAMS

PERFORMANCE MEASURES FOR MOBILITY MANAGEMENT PROGRAMS PERFORMANCE MEASURES FOR MOBILITY MANAGEMENT PROGRAMS Jon E. Burkhardt and Joohee Yum December 30, 2010 In order to be able to assess progress in the implementation of mobility management programs, a system

More information

Transit Cost Analysis

Transit Cost Analysis Transit Cost Analysis Types of Costs Fixed Cost: does not vary with the amount of service provided in the short run. Variable Costs: change with the amount of service provided. Variable Cost Fixed Level

More information

Diane Williams Senior Media Research Analyst Arbitron Inc. 212-887-1461 diane.williams@arbitron.com

Diane Williams Senior Media Research Analyst Arbitron Inc. 212-887-1461 diane.williams@arbitron.com Diane Williams Senior Media Research Analyst Arbitron Inc. 212-887-1461 diane.williams@arbitron.com Arbitron Out-of-Home Advertising Report 2013 1 Table of Contents Introduction... 2 Methodology... 2 Terms

More information

USING TECHNOLOGIES TO SUPPORT COST ALLOCATION AMONG HUMAN SERVICES AND TRANSPORTATION AGENCIES

USING TECHNOLOGIES TO SUPPORT COST ALLOCATION AMONG HUMAN SERVICES AND TRANSPORTATION AGENCIES USING TECHNOLOGIES TO SUPPORT COST ALLOCATION AMONG HUMAN SERVICES AND TRANSPORTATION AGENCIES Use of technology can assist the managers of human service transportation programs with allocating trip costs

More information

2012-13 Ohio Universities Faculty Salary Survey

2012-13 Ohio Universities Faculty Salary Survey Office of BUDGET PLANNING & RESOURCE ANALYSIS 2012-13 Ohio Universities Faculty Salary Survey (Source: 2012-2013 AAUP Survey) March, 2013 Office of Budget Planning & Resource Analysis 3640 Colonel Glenn

More information

AMTRAN System Performance Review. September 6, 2012. Final AMTRAN Transit Performance Review Report

AMTRAN System Performance Review. September 6, 2012. Final AMTRAN Transit Performance Review Report AMTRAN System Performance Review September 6, 2012 Final AMTRAN Transit Performance Review Report TABLE OF CONTENTS LIST OF EXHIBITS... II AGENCY PROFILE... III EXECUTIVE SUMMARY... IV Act 44 Performance

More information

RAIL APC VALIDATION AND SAMPLING FOR NTD AND INTERNAL REPORTING AT TRIMET. James G. Strathman Thomas J. Kimpel

RAIL APC VALIDATION AND SAMPLING FOR NTD AND INTERNAL REPORTING AT TRIMET. James G. Strathman Thomas J. Kimpel RAIL APC VALIDATION AND SAMPLING FOR NTD AND INTERNAL REPORTING AT TRIMET James G. Strathman Thomas J. Kimpel Center for Urban Studies College of Urban and Public Affairs Portland State University P.O.

More information

COST AND MANAGEMENT ACCOUNTING

COST AND MANAGEMENT ACCOUNTING EXECUTIVE PROGRAMME COST AND MANAGEMENT ACCOUNTING SAMPLE TEST PAPER (This test paper is for practice and self study only and not to be sent to the institute) Time allowed: 3 hours Maximum marks : 100

More information

Case Study CENTRAL FLORIDA REGIONAL TRANSIT AUTHORITY (LYNX) ORLANDO, FLORIDA. Transit Agency Profile and Reason for Selection of Transit Agency

Case Study CENTRAL FLORIDA REGIONAL TRANSIT AUTHORITY (LYNX) ORLANDO, FLORIDA. Transit Agency Profile and Reason for Selection of Transit Agency Case Study CENTRAL FLORIDA REGIONAL TRANSIT AUTHORITY (LYNX) ORLANDO, FLORIDA Transit Agency Profile and Reason for Selection of Transit Agency Overview The Central Florida Regional Transportation Authority

More information

Central London ongestion charging

Central London ongestion charging Transport for London Central London ongestion charging Impacts monitoring Fourth Annual Report, June 2006 Overview MAYOR OF LONDON Transport for London 2006 All rights reserved. Reproduction permitted

More information

STS System Performance Review. Schuylkill Transportation System Performance Review Report

STS System Performance Review. Schuylkill Transportation System Performance Review Report STS System Performance Review Schuylkill Transportation System Performance Review Report This page is intentionally blank to allow for duplex printing. TABLE OF CONTENTS LIST OF EXHIBITS... II AGENCY PUBLIC

More information

Transportation Research Forum

Transportation Research Forum Transportation Research Forum An Evaluation of RouteMatch Software in the Billings, MT, Special Transit System Author(s): David Kack and Deepu Philip Source: Journal of the Transportation Research Forum,

More information

Mid-Coast Corridor Transit Project San Diego, California New Starts Engineering (Rating Assigned November 2015)

Mid-Coast Corridor Transit Project San Diego, California New Starts Engineering (Rating Assigned November 2015) Mid-Coast Corridor Transit Project San Diego, California New Starts Engineering (Rating Assigned November 2015) Summary Description Proposed Project: Light Rail Transit 10.9 Miles, 9 Stations Total Capital

More information

TransLink. 2014 Bus Service Performance Review

TransLink. 2014 Bus Service Performance Review TransLink 2014 Bus Service Performance Review 2014 BUS SERVICE PERFORMANCE REVIEW 3 Table of Contents Executive Summary....4 1. Overview....6 Analyzing bus service performance... 6 2. Planning Context

More information

MVRPC REGIONAL PUBLIC TRANSIT HUMAN SERVICES TRANSPORTATION COORDINATION PLAN SUMMARY FINDINGS ON TRANSPORTATION PROVIDERS AND PURCHASERS

MVRPC REGIONAL PUBLIC TRANSIT HUMAN SERVICES TRANSPORTATION COORDINATION PLAN SUMMARY FINDINGS ON TRANSPORTATION PROVIDERS AND PURCHASERS SUMMARY FINDINGS ON TRANSPORTATION PROVIDERS AND PURCHASERS TRANSPORTATION PROVIDER CATEGORIES Paid Drivers only operate vehicles Staff Drivers operate vehicles as part of overall duties Volunteer Drivers

More information

TABLE OF CONTENTSI CHAPTER 1: INTRODUCTIONI...3 CHAPTER 2: LITERATURE REVIEW...5

TABLE OF CONTENTSI CHAPTER 1: INTRODUCTIONI...3 CHAPTER 2: LITERATURE REVIEW...5 TABLE OF CONTENTSI CHAPTER 1: INTRODUCTIONI...3 CHAPTER 2: LITERATURE REVIEW...5 National Review of Best Practices for Transit Agencies... 5 National Case Studies... 13 MAP-21 Guidelines and Transit Performance

More information

BOSTON REGION METROPOLITAN PLANNING ORGANIZATION

BOSTON REGION METROPOLITAN PLANNING ORGANIZATION PLANNING ORGANIZATIO BOSTON REGION MPO NMETROPOLITAN BOSTON REGION METROPOLITAN PLANNING ORGANIZATION Stephanie Pollack, MassDOT Secretary and CEO and MPO Chair Karl H. Quackenbush, Executive Director,

More information

Higher Education. The vast majority of Ohio metro residents with a bachelor s live in the suburbs

Higher Education. The vast majority of Ohio metro residents with a bachelor s live in the suburbs Quick Glimpse. Higher Education Ohio ranked 38 th in the nation for % of population with a bachelor s degree, but improved in this area since 2000 5 Ohio metros ranked in nation s top 35 for % of 18-24

More information

PUBLIC TRANSPORTATION DEPARTMENT MUNICIPALITY OF ANCHORAGE 2009 TRANSPORTATION GRANT APPLICATION PACKET

PUBLIC TRANSPORTATION DEPARTMENT MUNICIPALITY OF ANCHORAGE 2009 TRANSPORTATION GRANT APPLICATION PACKET PUBLIC TRANSPORTATION DEPARTMENT MUNICIPALITY OF ANCHORAGE 2009 TRANSPORTATION GRANT APPLICATION PACKET Funding Availability: The Municipality of Anchorage is accepting grant applications for human services

More information

polymers & chemicals Partner with the Industry Leader

polymers & chemicals Partner with the Industry Leader polymers & chemicals Partner with the Industry Leader Quick Facts Employment 87,488 people Gross State Product (GSP) $13.7 billion Average Wages $56,461 Number of Firms 1,287 Rank in 2 nd 1 st the U.S.

More information

Transportation Department

Transportation Department Transportation Background Organization Chart The chart below provides an overview of the organizational structure and staffing levels for the Parma City School District s (PCSD) transportation department.

More information

Transit Joint Powers Authority for Merced County

Transit Joint Powers Authority for Merced County Transit Joint Powers Authority for Merced County FINAL Short Range Transit Plan 2012-2017 Volume 3: Market Research Report Prepared by: TRANSITmarketing LLC In conjunction with: Mobility Planners LLC June

More information

PALOUSE RTPO HUMAN SERVICES TRANSPORTATION COORDINATION PLAN

PALOUSE RTPO HUMAN SERVICES TRANSPORTATION COORDINATION PLAN PALOUSE RTPO HUMAN SERVICES TRANSPORTATION COORDINATION PLAN BACKGROIND AND OVERVIEW o Agencies: Five transits and Lewiston Idaho (included this time) o previous one developed in 2010 with 2012 update

More information

Statistical Bulletin. The Effects of Taxes and Benefits on Household Income, 2011/12. Key points

Statistical Bulletin. The Effects of Taxes and Benefits on Household Income, 2011/12. Key points Statistical Bulletin The Effects of Taxes and Benefits on Household Income, 2011/12 Coverage: UK Date: 10 July 2013 Geographical Area: UK and GB Theme: Economy Theme: People and Places Key points There

More information

COMMUNITY TAILORED SERVICES Capital Area Rural Transit System (CARTS), Austin, Texas

COMMUNITY TAILORED SERVICES Capital Area Rural Transit System (CARTS), Austin, Texas COMMUNITY TAILORED SERVICES Capital Area Rural Transit System (CARTS), Austin, Texas Service Design Strategies SUMMARY OF THE STRATEGY: CARTS delivers transportation tailored specifically for each of the

More information

Time- and Credits-to-Degree and Graduation Rates at Ohio's State-Supported Colleges and Universities

Time- and Credits-to-Degree and Graduation Rates at Ohio's State-Supported Colleges and Universities Time- and Credits-to-Degree and Graduation Rates at Ohio's State-Supported Colleges and Universities Questions: How much time and how many credits does it take to get a college degree at Ohio's state-supported

More information

SURVEY OF UNITED STATES TRANSIT SYSTEM SECURITY NEEDS AND FUNDING PRIORITIES SUMMARY OF FINDINGS. April 2004

SURVEY OF UNITED STATES TRANSIT SYSTEM SECURITY NEEDS AND FUNDING PRIORITIES SUMMARY OF FINDINGS. April 2004 SURVEY OF UNITED STATES TRANSIT SYSTEM SECURITY NEEDS AND FUNDING PRIORITIES SUMMARY OF FINDINGS April 2004 American Public Transportation Association 1666 K Street, N.W. Suite 1100 Washington, DC 20006

More information

Overarching Benefits of Public Transportation:

Overarching Benefits of Public Transportation: Senate Committee on Banking, Housing and Urban Affairs Field Hearing on Transportation A 21 st Century Transportation System: Reducing Gridlock, Tackling Climate Change, Growing Connecticut s Economy Thursday

More information

Mid-Coast Corridor Transit Project San Diego, California New Starts Project Development (Rating Assigned November 2014)

Mid-Coast Corridor Transit Project San Diego, California New Starts Project Development (Rating Assigned November 2014) Mid-Coast Corridor Transit Project San Diego, California New Starts Project Development (Rating Assigned November 2014) Summary Description Proposed Project: Light Rail Transit 10.9 Miles, 9 Stations Total

More information

The mission of the Division of Transit Services is to provide an effective mix of public transportation services in Montgomery County.

The mission of the Division of Transit Services is to provide an effective mix of public transportation services in Montgomery County. Transit Services MISSION STATEMENT The mission of the Division of Transit Services is to provide an effective mix of public transportation services in Montgomery County. BUDGET OVERVIEW The total approved

More information

USE OF STATE FLEET VEHICLE GPS DATA FOR TRAVEL TIME ANALYSIS

USE OF STATE FLEET VEHICLE GPS DATA FOR TRAVEL TIME ANALYSIS USE OF STATE FLEET VEHICLE GPS DATA FOR TRAVEL TIME ANALYSIS David P. Racca Center for Applied Demography and Survey Research (CADSR) University of Delaware Graham Hall, Rm 284, Newark, Delaware 19716

More information

Reported road accidents involving young car drivers: Great Britain 2011

Reported road accidents involving young car drivers: Great Britain 2011 Reported road accidents involving young car drivers: Great Britain 211 Road Accident Statistics Factsheet No. 1 August 212 Introduction This factsheet presents summary information relating to the casualties

More information

Washington State Transportation Commission Ferry Customer Survey

Washington State Transportation Commission Ferry Customer Survey Opinion Research Northwest Washington State Transportation Commission Ferry Customer Survey Statement of Study Purpose / Outcomes / Objectives, Qualitative Research Plan, and Overall Schedule October 30,

More information

5.0 FINANCIAL ANALYSIS AND COMPARISON OF ALTERNATIVES

5.0 FINANCIAL ANALYSIS AND COMPARISON OF ALTERNATIVES 5.0 FINANCIAL ANALYSIS AND COMPARISON OF ALTERNATIVES 5.1 FINANCIAL ANALYSIS The cost of a transportation investment falls into two categories: capital costs, and operating and maintenance (O&M) costs.

More information