5.0 transit performance evaluation...panama, fl 4185 bay baytown trolley parkersburg, wv 3003 wood...

St. Johns County Transit Development Plan, 2016 Major Update

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5.0 Transit Performance Evaluation

5.1 Introduction This section presents a trend and peer evaluation of St. Johns County’s existing transit services, including deviated fixed-route and demand response. The trend analysis identifies how the Sunshine Bus’s performance has changed over time. The trend is a five-year span of time from fiscal year (FY) 2010 through FY 2014, the latest available data at the time of the analysis. The peer analysis compares Sunshine Bus to similarly situated transit agencies, using FY 2014 data.

Data from the Federal Transit Administration’s (FTA) National Transit Database (NTD) was utilized for this trend and peer evaluation. The Sunshine Bus and other transit agencies across the country report operating and financial performance characteristics to the FTA’s NTD. The database is updated annually with the information reported by these transit. The NTD provides a consistent set of measurable data that can be used in a peer systems analysis.

Together, St. Johns County and the SJCCOA receive federal transit funding to serve the St. Augustine Urbanized Area and rural areas of the County. For purposes of this evaluation, and per information reported to NTD, Urbanized Area (UZA) refers to the St. Augustine Urbanized Area and service area refers to all of St. Johns County.

5.2 Selection of Peer Transit Agencies Transit agencies with service characteristics similar to the Sunshine Bus were selected for the peer analysis. The TDP’s process to select peer agencies considered whether the potential transit agencies were NTD Small Systems Waiver Agencies, like Sunshine Bus; and considered both Florida and non Florida transit agencies. The TDP’s peer selection process also considered results from the FDOT’s Florida Transit Information System (FTIS) and Urban Integrated NTD (iNTD)10 internet tool. Generally, the urban iNTD tool features a methodology that calculates a total likeness score for each transit agency based on several service area and urban characteristics.

Primary service characteristics considered for selecting peer agencies were:

Total Revenue Miles Total Revenue Hours Urbanized Area Population Density Urbanized Area and Service Area Population Size NTD Small Systems Waiver status [all non-Florida peer agencies selected for the evaluation] Mix of Florida and non Florida Transit Agencies

10 The Urban iNTD tool features a peer selection process based on the Transit Cooperative Research Program’s (TCRP) Project G-11, “A Methodology for Performance Measurement and Peer Comparison in the Public Transportation Industry.” http://www.ftis.org/urban_iNTD.aspx


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The twelve cities and their respective transit agencies selected for the TDP’s peer analysis are listed in Table 5.1.

Table 5.1 Peer Agencies Transit System Location/UZA NTD ID County Transit System Name

Concord, NC 4167 Cabarrus Concord Kannapolis Area Transit Fort Pierce/Port St. Lucie, FL 4097 St. Lucie Treasure Coast Connector

Fort Walton Beach-Navarres-Wright, FL 4128 Okaloosa The Wave/ Emerald Coast (EC) Rider Hagerstown, MD 3042 Washington Washington County Transit Johnson City, TN 4054 Washington Johnson City Transit

Leesburg- Eustis-Tavares, FL 4158 Lake LakeXpress Ocala, FL 4120 Marion Sun Tran

Panama, FL 4185 Bay Baytown Trolley Parkersburg, WV 3003 Wood Mid-Ohio Valley Transit Authority/Easy Rider

Rapid City, SD 8014 Pennington Rapid Transit System (RTS)-Rapid Ride Tyler, TX 6089 Smith Tyler Transit

Wichita Falls, TX 6035 Wichita Wichita Falls Transit System (Falls Ride) Source: ETM, 2016

5.3 Characteristics and Measures The transit performance evaluation included several service characteristics and performance measures as shown in Tables 5.2 and 5.3, respectively.

Table 5.2 Service Characteristics Utilized in the Evaluation General Service Characteristics

Service Area Population Passenger Trips (Ridership) Passenger Miles Service Area Square Miles Percent of Total Trips Average Trip Length Service Area Density Revenue Miles Vehicles Operated in Max. Service (VOMS) Urbanized Area (UZA) Population Revenue Hours Average Fleet Age in Years UZA Square Miles % of Total Revenue Hours Operating Expense UZA Density Revenue Speed (mph) Farebox Revenues

Source: ETM, 2016


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Table 5.3 Performance Measures Utilized in the Evaluation Service Area LOS

Urbanized Area (UZA) LOS

Service Effectiveness Service Efficiency Cost Effectiveness

Trips per Service Area Capita

Trips per UZA Area Capita

Riders per Revenue Hour

Operating Cost per Revenue Hour

Operating Cost per Service Area Capita

Revenue Hours per Service Area Capita

Revenue Hours per UZA Area Capita

Riders per Revenue Mile

Operating Cost per Revenue Mile

Operating Cost per UZA Capita

Revenue Miles per Service Area Capita

Revenue Miles per UZA Area Capita Trips per VOMS

Passenger Revenue per Revenue Mile (deviated fixed route only)

Operating Cost per Rider

Local Subsidy per Service Area Capita

Local Subsidy per UZA Area Capita

Revenue Miles per VOMS

Passenger Revenue per Revenue Hour (deviated fixed route only)

Average Fare per Rider

Local Subsidy per Rider

Farebox Recovery Ratio

Source: ETM, 2016

5.4 Fixed Route

5.4.1 Service Characteristics Table 5.4 displays five-year service trends for Sunshine Bus’s deviated fixed-route bus system. Over the five-year period from FY 2010 through 2014, the number of riders on Sunshine Bus’s deviated fixed-route transit system have increased a by 40%, from 185,864 to 259,402 passengers. Revenue miles and revenue hours increased by 5.1% and 6.2%, respectively. Operating expenses and farebox revenues increased by 7.1% and 7.9%, respectively. Throughout the five-year period, the number of vehicles operated in maximum service (VOMS) remained constant at seven vehicles; one vehicle for each bus route. From FY 2013 to FY2014, ridership and revenue miles increased (2.1% and 3.3%, respectively) while operating expenses and farebox revenues decreased (9.2% and 2.6%, respectively).

Tables 5.5, 5.6 and 5.7 compare area, service and financial data, respectively, for Sunshine Bus and the peer transit agencies selected for this evaluation. St. Johns County defines its service area as the entire County, unlike its peer transit agencies. As a result, Sunshine Bus’s service area coverage and service area square miles are significantly larger (over 300% larger) than the peer group average. Service area density is 78% lower than the peer group average (Table 5.5). Table 5.6 shows that Sunshine Bus’s revenue miles are 10% higher than the peer group average, while its ridership, revenue hours and VOMS are lower than the peer group average, at -35%, -21% and -24%, respectively. Sunshine Bus’s operating expense, estimated local subsidy and fare revenue are all lower than the peer group average, at -51%,-65% and -62%, respectively.


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Table 5.4 Five-Year Area and Service Trends (Fixed Route) 2010 2011 2012 2013 2014 % Change

(2010-2014) % Change

(2013-2014)

General Characteristics Service Area Population 149,300 190,039 195,823 195,823 195,823 31.2% 0.0%

Service Area Square Miles 600 600 600 600 600 0.0% 0.0%

Service Area Density 249 317 326 326 326 31.2% 0.0%

UZA Population 53,519 69,173 69,173 69,173 69,173 29.2% 0.0%

UZA Square Miles 35 43.06 43.06 43.06 43.06 23.0% 0.0%

UZA Density 1,529.1 1,606.4 1,606.4 1,606.4 1,606.4 5.1% 0.0%

Passenger Trips (Ridership) 185,863 202,899 237,132 254,163 259,402 39.6% 2.1%

Percent Total Trips 95% 94% 92% 92% 93% -2.0% 1.5%

Revenue Miles 457,381 478,467 466,125 465,165 480,511 5.1% 3.3%

Revenue Hours 21,846 23,141 23,219 23,282 23,210 6.2% -0.3%

Percent Total Revenue Hours 82% 77% 72% 64% 69% -15.1% 8.0%

Revenue Speed (mph) 20.9 20.7 20.1 20.0 20.7 -1.1% 3.6%

Passenger Miles 1,362,376 1,675,407 1,958,710 2,099,386 2,142,660 57.3% 2.1%

Average Trip Length 7.3 8.3 8.3 8.3 8.3 12.7% 0.0% Vehicles Operated in Max. Service (VOMS) 7 7 7 7 7 0.0% 0.0%

Average Fleet Age in Years 3.4 1.9 0.9 1.4 2.4 -58.8% 71.4%

Operating Expense $870,494 $982,489 $1,132,809 $1,026,566 $932,598 7.1% -9.2%

Farebox Revenues $90,620 $92,956 $98,017 $100,327 $97,766 7.9% -2.6% Source: National Transit Database (NTD), FY 2010 - 2014


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Table 5.5 Peer Area Characteristics, FY 2014 (Fixed Route) Transit System Location/UZA

UZA Population

Service Area (SA)

Population

Svc. Area Coverage (SA/UZA)

Service Area [sq. mi.]

Service Area Population

Density [pers. /sq.

mi.]

UZA [sq. mi.]

UZA Population

Density [pers. /sq.

mi.]

% Change in 2000 to 2010 UZA

Population

Concord, NC 214,881 95,043 44.2% 63 1,509 180 1,194 86.8%

Fort Pierce/ Port St. Lucie, FL 376,047 283,866 75.5% 572 496 208 1,807.9 38.9%

Fort Walton Beach- Navarres-Wright, FL 191,917 191,917 100.0% 120 1,599 121 1,586 25.7%

Hagerstown, MD 182,696 48,220 26.4% 70 689 133 1,374 51.8%

Johnson City, TN 120,415 61,630 51.2% 44 1,401 110 1,095 17.5%

Leesburg- Eustis-Tavares, FL 131,337 97,497 74.2% 71 1,373 94 1,397 34.7%

Ocala, FL 156,909 64,655 41.2% 55 1,176 112 1,401.0 47.3%

Panama, FL 143,280 105,192 73.4% 58 1,814 92 1,557 8.2%

Parkersburg, WV 67,229 39,587 58.9% 14 2,828 42 1,601 -21.5%

Rapid City, SD 81,251 67,956 83.6% 55 1,236 42 1,935 21.7%

Tyler, TX 130,247 110,490 84.8% 56 1,973 90 1,447 28.3%

Wichita Falls, TX 99,437 99,437 100.0% 71 1,401 50 1,989 0.0%

Peer Minimum 67,229 39,587 26.4% 14 496 42 1,095 -21.5%

Peer Maximum 376,047 283,866 100.0% 572 2,828 208 1,989 86.8%

Peer Average 157,971 105,458 67.8% 104 1,458 106 1,532 28.3%

St. Augustine, FL 69,173 195,823 283.1% 600 326 43 1,606 29.3%

Sunshine Bus % Diff. from Peer

Average (FY 2014) -56.2% 85.7% 317.6% 476.5% -77.6% -59.4% 4.9% 3.4%

Source: National Transit Database (NTD), FY 2014


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Table 5.6 Peer Agency Service Characteristics, FY 2014 (Fixed Route) Transit System Location/UZA

Ridership

(unlinked passenger

trips)

% Total Trips

Revenue

Miles

Revenue Hours

Revenue Speed (MPH)

Peak Fleet

(VOMS)

Avg. Fleet Age

(Years)

Purchased Transportation (PT) vs. Directly Operated (DO)

Concord, NC 470,015 100.0% 597,289 33,873 17.6 7 1.7 PT

Fort Pierce/ Port St. Lucie, FL 186,093 64.3% 311,977 22,072 14.1 8 2.0 DO

Fort Walton Beach-

Navarres-Wright, FL

162,298 64.5% 400,359 31,362 12.8 12 0.8 PT

Hagerstown, MD 437,423 97.2% 405,984 26,471 15.3 8 6.8 DO

Johnson City, TN 677,227 93.7% 412,320 32,140 12.8 16 6.4 DO

Leesburg- Eustis-Tavares, FL 318,371 69.1% 408,106 23,195 17.6 7 5.9 PT

Ocala, FL 436,063 96.1% 487,296 31,065 15.7 6 7.4 PT

Panama, FL 680,635 87.5% 513,576 40,334 12.7 11 6.0 PT

Parkersburg, WV 511,358 99.1% 543,457 38,678 14.1 12 3.7 DO

Rapid City, SD 287,623 78.4% 294,080 19,490 15.1 9 4.0 DO

Tyler, TX 162,142 88.0% 294,044 20,018 14.7 5 8.2 DO

Wichita Falls, TX 453,206 100.0% 556,675 35,161 15.8 9 5.4 DO

Peer Minimum 162,142 64.3% 294,044 19,490 12.7 5 0.8 ---

Peer Maximum 680,635 100.0% 597,289 40,334 17.6 16 8.2 ---

Peer Average 398,538 86.5% 435,430 29,488 14.9 9 4.9 ---

St. Augustine, FL 259,402 93.2% 480,511 23,210 20.7 7 2.4 PT


Average (FY 2014) -34.9% 7.7% 10.4% -21.3% 39.3% -23.6% -50.6% ---



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Table 5.7 Peer Agency Financial Characteristics, FY 2014 (Fixed Route)

Transit System Location/UZA Operating Expense Estimated Local

Subsidy Fare Revenues Farebox

Recovery Ratio

Concord, NC $ 3,016,975 $1,154,309 $ 289,093 9.6%

Fort Pierce/Port St. Lucie, FL $ 1,544,934 $ 949,735 $ 221,072 14.3%

Fort Walton Beach- Navarres-Wright, FL $ 1,304,876 $ 173,006 $ 216,856 16.6%

Hagerstown, MD $ 1,554,972 $ 339,121 $ 332,982 21.4%

Johnson City, TN $ 1,997,671 $ 471,849 $ 163,381 8.2%

Leesburg- Eustis-Tavares, FL $ 2,114,801 $ 141,475 $ 142,765 6.8%

Ocala, FL $ 2,419,203 $ 510,866 $ 355,334 14.7%

Panama, FL $ 2,176,644 $ 113,621 $ 568,059 26.1%

Parkersburg, WV $ 2,937,235 $1,709,994 $ 179,863 6.1%

Rapid City, SD $ 986,199 $ 319,709 $ 251,235 25.5%

Tyler, TX $ 1,199,266 $ 322,321 $ 111,402 9.3%

Wichita Falls, TX $ 1,811,521 $ 480,974 $ 275,704 15.2%

Peer Minimum $ 986,199 $ 113,621 $ 111,402 6.1%

Peer Maximum $ 3,016,975 $1,709,994 $ 568,059 26.1%

Peer Average $ 1,922,025 $ 546,266 $ 258,979 14.5%

St. Augustine, FL $ 932,598 $ 191,567 $ 97,766 10.5%

Sunshine Bus % Diff. from Peer Average (FY 2014) -51.5% -64.9% -62.2% -27.6%



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5.4.2 Performance Measures This section of the performance evaluation displays fixed-route performance trends from FY2010 through FY2014; and compares Sunshine Bus’s FY2014 performance to the peer transit agencies. Performance measures related to service area level of service (LOS), UZA LOS, service effectiveness, service efficiency and cost effectiveness are compared.

Table 5.8 Service Area LOS Trends (Fixed Route) 2010 2011 2012 2013 2014

% Change (2010-2014)

% Change (2013-2014)

Level of Service (Service Area) Trips per Service Area Capita 1.24 1.07 1.21 1.30 1.32 6.4% 2.1% Revenue Hours per Service Area Capita 0.15 0.12 0.12 0.12 0.12 -19.0% -0.3% Revenue Miles per Service Area Capita 3.06 2.52 2.38 2.38 2.45 -19.9% 3.3% Local Subsidy per Service Area Capita $1.42 $1.40 $1.26 $0.91 $0.98 -31.3% 8.0%

Source: National Transit Database (NTD), FY 2010 - 2014

Table 5.9 Peer Agency Service Area LOS, FY 2014 (Fixed Route)

PEER AGENCY Fixed Route

Level of Service (Service Area)

Transit System Location Trips Per Capita

Revenue Hours Per

Capita

Revenue Miles Per

Capita

Local Subsidy Per

Capita

Concord, NC 4.95 0.36 6.28 $12.15 Fort Pierce, FL 0.66 0.08 1.10 $3.35

Fort Walton Beach, FL 0.85 0.16 2.09 $0.90 Hagerstown, MD 9.07 0.55 8.42 $7.03 Johnson City, TN 10.99 0.52 6.69 $7.66

Lake County 3.27 0.24 4.19 $1.45 Ocala, FL 6.74 0.48 7.54 $7.90

Panama, FL 6.47 0.38 4.88 $1.08 Parkersburg, WV 12.92 0.98 13.73 $43.20

Rapid City, SD 4.23 0.29 4.33 $4.70 Tyler, TX 1.47 0.18 2.66 $2.92

Wichita Falls, TX 4.56 0.35 5.60 $4.84 Peer Average 5.51 0.38 5.62 $8.10

St. Augustine, FL 1.32 0.12 2.45 $0.98 % Diff. from Peer Average -76.0% -68.9% -56.4% -87.9%



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Figures 5.1 Trips per Service Area Capita Trends

Figures 5.2 Trips per Service Area Capita (Peers)

Figures 5.3 Revenue Hours per Service Area Capita Trends

Figures 5.4 Revenue Hours per Service Area Capita (Peers)


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Figures 5.5 Revenue Miles per Service Area Capita Trends

Figures 5.6 Revenue Miles per Service Area Capita (Peers)

Figures 5.7 Local Subsidy per Service Area Capita Trends

Figures 5.8 Local Subsidy per Service Area Capita (Peers)


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Table 5.10 Urbanized Area LOS Trends (Fixed Route)

2010 2011 2012 2013 2014 % Change

(2010-2014) % Change

(2013-2014) Level of Service (Urbanized Area-UZA) Trips per UZA Area Capita 3.47 2.93 3.43 3.67 3.75 8.0% 2.1% Revenue Hours per UZA Area Capita 0.41 0.33 0.34 0.34 0.34 -17.8% -0.3% Revenue Miles per UZA Area Capita 8.55 6.92 6.74 6.72 6.95 -18.7% 3.3% Local Subsidy per UZA Area Capita $3.97 $3.84 $3.56 $2.57 $2.77 -30.3% 8.0%


Table 5.11 Peer Agency Urbanized Area LOS, FY 2014 (Fixed Route) PEER AGENCY

Fixed Route

Level of Service (UZA Area)


Revenue Hours Per

Capita

Revenue Miles Per

Capita

Local Subsidy Per

Capita

Concord, NC 2.19 0.16 2.78 $5.37 Fort Pierce, FL 0.49 0.06 0.83 $2.53





Wichita Falls, TX 4.56 0.35 5.60 $4.84 Peer Average 3.20 0.23 3.39 $4.70

St. Augustine, FL 3.75 0.34 6.95 $2.77 % Diff. from Peer Average 17.0% 45.4% 104.8% -41.1%



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Figures 5.9 Trips per UZA Capita Trends

Figures 510 Trips per UZA Capita (Peers)

Figures 5.11 Revenue Hours per UZA Capita Trends

Figures 5.12 Revenue Hours per UZA Capita (Peers)


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Figures 5.13 Revenue Miles per UZA Capita Trends

Figures 5.14 Revenue Miles per UZA Capita (Peers)

Figures 5.15 Local Subsidy per UZA Capita Trends

Figures 5.16 Local Subsidy per UZA Capita (Peers)


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Table 5.12 Service Effectiveness Trends (Fixed Route) 2010 2011 2012 2013 2014

% Change (2010-2014)

% Change (2013-2014)

Service Effectiveness Riders per Revenue Hour 8.51 8.77 10.21 10.92 11.18 31.4% 2.4% Riders per Revenue Mile 0.41 0.42 0.51 0.55 0.54 32.8% -1.2% Trips per VOMS 26,552 28,986 33,876 36,309 37,057 39.6% 2.1% Revenue Miles per VOMS 65,340 68,352 66,589 66,452 68,644 5.1% 3.3%


Table 5.13 Peer Agency Service Effectiveness, FY 2014 (Fixed Route) PEER AGENCY

Fixed Route

Service Effectiveness

Transit System Location Riders Per Revenue

Hour

Riders Per Revenue

Mile

Trips per VOMS

Revenue Miles per

VOMS

Concord, NC 13.88 0.79 67,145 85,327 Fort Pierce, FL 8.43 0.60 23,262 38,997

Fort Walton Beach, FL 5.17 0.41 13,525 33,363

Hagerstown, MD 16.52 1.08 54,678 50,748 Johnson City, TN 21.07 1.64 42,327 25,770

Lake County 13.73 0.78 45,482 58,301

Ocala, FL 14.04 0.89 72,677 81,216

Panama, FL 16.87 1.33 61,876 46,689

Parkersburg, WV 13.22 0.94 42,613 45,288

Rapid City, SD 14.76 0.98 31,958 32,676 Tyler, TX 8.10 0.55 32,428 58,809

Wichita Falls, TX 12.89 0.81 50,356 61,853 Peer Average 13.22 0.90 44,861 51,586

St. Augustine, FL 11.18 0.54 37,057 68,644

% Diff. from Peer Average -15.5% -40.0% -17.4% 33.1%



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Figures 5.17 Riders per Revenue Hour Trends

Figures 51.8 Riders per Revenue Hour (Peers)

Figures 5.19 Riders per Revenue Mile Trends

Figures 5.20 Riders per Revenue Mile (Peers)


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Figures 5.21 Trips per VOMS Trends

Figures 5.22 Trips per VOMS (Peers)

Figures 5.23 Revenue Miles per VOMS Trends

Figures 5.24 Revenue Miles per VOMS (Peers)


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Table 5.14 Service Efficiency Trends (Fixed Route) 2010 2011 2012 2013 2014

% Change (2010-2014)

% Change (2013-2014)

Service Efficiency Operating Cost per Revenue Hour $39.85 $42.46 $48.79 $44.09 $40.18 0.8% -8.9% Operating Cost per Revenue Mile $1.90 $2.05 $2.43 $2.21 $1.94 2.0% -12.1% Passenger Revenue per Rev. Hour $4.15 $4.02 $4.22 $4.31 $4.21 1.5% -2.3% Passenger Revenue per Rev. Mile $0.20 $0.19 $0.21 $0.22 $0.20 2.7% -5.7%


Table 5.15 Peer Agency Service Efficiency, FY 2014 (Fixed Route)

PEER AGENCY Fixed Route

Service Efficiency

Transit System Location Operating Cost Per

Revenue Hour Operating Cost

Per Revenue Mile

Passenger Revenue Per

Revenue Hour

Passenger Revenue Per

Revenue Mile

Concord, NC $89.07 $5.05 $8.53 $0.48 Fort Pierce, FL $70.00 $4.95 $10.02 $0.71

Fort Walton Beach, FL $41.61 $3.26 $6.91 $0.54 Hagerstown, MD $58.74 $3.83 $12.58 $0.82 Johnson City, TN $62.16 $4.84 $5.08 $0.40

Lake County $91.17 $5.18 $6.15 $0.35 Ocala, FL $77.88 $4.96 $11.44 $0.73

Panama, FL $53.97 $4.24 $14.08 $1.11 Parkersburg, WV $75.94 $5.40 $4.65 $0.33

Rapid City, SD $50.60 $3.35 $12.89 $0.85 Tyler, TX $59.91 $4.08 $5.57 $0.38

Wichita Falls, TX $51.52 $3.25 $7.84 $0.50 Peer Average $65.21 $4.37 $8.81 $0.60

St. Augustine, FL $40.18 $1.94 $4.21 $0.20 % Diff. from Peer Average -38.4% -55.6% -52.2% -66.1%



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Figures 5.24 Operating Cost per Revenue Hour Trends

Figures 5.26 Operating Cost per Revenue Hour (Peers)

Figures 5.27 Operating Cost per Revenue Mile Trends

Figures 5.28 Operating Cost per Revenue Mile (Peers)


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Table 5.16 Cost Effectiveness Trends (Fixed Route) 2010 2011 2012 2013 2014

% Change (2010-2014)

% Change (2013-2014)

Cost Effectiveness Operating Cost per Service Area Capita $5.83 $5.17 $5.78 $5.24 $4.76 -18.3% -9.2% Operating Cost per UZA Capita $16.27 $14.20 $16.38 $14.84 $13.48 -17.1% -9.2% Operating Cost per Rider $4.68 $4.84 $4.78 $4.04 $3.60 -23.2% -11.0% Average Fare per Rider $0.49 $0.46 $0.41 $0.39 $0.38 -22.7% -4.5% Local Subsidy per Rider $1.14 $1.31 $1.04 $0.70 $0.74 -35.4% 5.8% Farebox Recovery Ratio 10.4% 9.5% 8.7% 9.8% 10.5% 0.7% 7.3%


Table 5.17 Peer Agency Cost Effectiveness, FY 2014 (Fixed Route) PEER AGENCY

Fixed Route

Cost Effectiveness

Transit System Location Operating Cost

Per Service Area Capita

Operating Cost Per UZA

Capita

Operating Cost per

Rider

Average Fare Per Rider

Estimated Local Subsidy Per Rider1

Concord, NC $31.74 $14.04 $6.42 $0.62 $2.46 Fort Pierce, FL $5.44 $4.11 $8.30 $1.19 $5.10

Fort Walton Beach, FL $6.80 $6.80 $8.04 $1.34 $1.07 Hagerstown, MD $32.25 $8.51 $3.55 $0.76 $0.78 Johnson City, TN $32.41 $16.59 $2.95 $0.24 $0.70

Lake County $21.69 $16.10 $6.64 $0.45 $0.44

Ocala, FL $37.42 $15.42 $5.55 $0.81 $1.17 Panama, FL $20.69 $15.19 $3.20 $0.83 $0.17

Parkersburg, WV $74.20 $43.69 $5.74 $0.35 $3.34

Rapid City, SD $14.51 $12.14 $3.43 $0.87 $1.11 Tyler, TX $10.85 $9.21 $7.40 $0.69 $1.99

Wichita Falls, TX $18.22 $18.22 $4.00 $0.61 $1.06 Peer Average $25.52 $15.00 $5.44 $0.73 $1.62

St. Augustine, FL $4.76 $13.48 $3.60 $0.38 $0.74

% Diff. from Peer Average -81.3% -10.1% -33.9% -48.4% -54.3%



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Figures 5.29 Operating Cost per Service Area Capita Trends

Figures 5.30 Operating Cost per Service Area Capita (Peers)

Figures 5.31 Operating Cost per UZA Capita Trends

Figures 5.32 Operating Cost per UZA Capita (Peers)


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Figures 5.33 Operating Cost per Rider Trends

Figures 5.34 Operating Cost per Rider (Peers)

Figures 5.35 Average Fare per Rider Trends

Figures 5.36 Average Fare per Rider (Peers)


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Figures 5.37 Local Subsidy per Rider Trends

Figures 5.38 Local Subsidy per Rider (Peers)


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5.4.3 Fixed Route Performance Summary Table 5.18 summarizes the fixed-route performance evaluation.

Service area level of service (LOS) – From FY 2010 to FY 2014, Sunshine Bus’s service area LOS has generally decreased as service area population has increased. The exception is trips per service area capita which increased slightly. Sunshine Bus provides a lower service area level of service than the peer group average. Trips per service area capita, for example, is 76% lower than the peer group average. Local subsidy per service area capita is 88% lower than the peer group average.

UZA level of service - Sunshine Bus’s UZA LOS has generally decreased as UZA population has increased, between FY 2010 to FY 2014. The exception is trips per UZA capita which increased slightly. Even with the decreasing LOS per capita, Sunshine Bus generally provides a higher UZA LOS than the peer group average. Revenue miles per UZA capita, for example, is over 100% higher than the peer group average. The exception is local subsidy per UZA capita which is 41% lower than the peer group average.

Service effectiveness – Over the five-year period, Sunshine Bus’s service effectiveness has increased. Revenue miles per vehicles operated in maximum service is 33% more effective than the peer group average; and more effective than 10 of the 12 peer transit agencies. For the other three service effectiveness performance measures, however, Sunshine Bus is generally not as effective as the peer group average.

Service efficiency – Over the five-year period, service efficiency has increased slightly. Regarding operating cost, Sunshine Bus’s service is more efficient than the peer group average. Both operating cost per revenue hour and operating cost per revenue mile are lower than the peer group average, at -38% and -56%, respectively. Additionally, Sunshine Bus’s operating cost per revenue hour and per revenue mile are lower than all 12 transit agencies in the peer group. However, the evaluation shows that Sunshine Bus passenger revenues are relatively low in comparison to the peer group. Sunshine Bus’s passenger revenue per hour and per mile is lower than the peer group mean and all 12 peers.

Cost Effectiveness - From FY 2010 to FY 2014, Sunshine Bus’s cost effectiveness has generally improved, as operating cost per capita and per rider decreased, at about -17% and -23% respectively. Sunshine Bus provides service at a cost per rider that is 34% lower than the peer group average. Average fare per rider and local subsidy per rider are also lower than the peer group. Cost per person living in the urbanized area is also lower than the peer group average (10% lower), even with Sunshine Bus providing a higher service level per person (than its peers) within the urbanized area.


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Table 5.18 Fixed Route Performance Summary Percent Change

(2010-2014) Percent from the Peer Group Mean

Level of Service (Service Area) Trips per Service Area Capita 6.4% -76.0% Revenue Hours per Service Area Capita -19.0% -68.9% Revenue Miles per Service Area Capita -19.9% -56.4% Local Subsidy per Service Area Capita -31.3% -87.9% Level of Service (Urbanized Area-UZA) Trips per UZA Area Capita 8.0% 17.0% Revenue Hours per UZA Area Capita -17.8% 45.4% Revenue Miles per UZA Area Capita -18.7% 104.8% Local Subsidy per UZA Area Capita -30.3% -41.1% Service Effectiveness Riders per Revenue Hour 31.4% -15.5% Riders per Revenue Mile 32.8% -40.0% Trips per VOMS 39.6% -17.4% Revenue Miles per VOMS 5.1% 33.1% Service Efficiency Operating Cost per Revenue Hour 0.8% -38.4% Operating Cost per Revenue Mile 2.0% -55.6% Passenger Revenue per Revenue Hour 1.5% -52.2% Passenger Revenue per Revenue Mile 2.7% -66.1% Cost Effectiveness Operating Cost per Service Area Capita -18.3% -81.3% Operating Cost per UZA Capita -17.1% -10.1% Operating Cost per Rider -23.2% -33.9% Average Fare per Rider -22.7% -48.4% Estimated Local Subsidy per Rider -35.4% -54.3% Farebox Recovery Ratio 0.7% -27.6% Source: National Transit Database (NTD), FY 2010 – FY 2014


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5.5 Demand Response

5.5.1 Service Characteristics Table 5.19 displays five-year service trends for St. Johns County’s demand response route bus system. Over the five-year period from FY 2010 through FY 2014, the numbers of St. Johns County paratransit riders have increased by 99%, from 9,556 to 19,010 passengers. Revenue miles and revenue hours increased by 70% and 110%, respectively. Operating expenses increased by 72%, while farebox revenues only increased by 22%. From FY 2013 to FY2014, paratransit service supply decreased. Ridership, revenue miles and revenue hours decreased by 16%, 19% and 21%, respectively.

Tables 5.20 and 5.21 compare demand response service and financial data, respectively, for St. Johns County and the peer transit agencies selected for this evaluation. Wichita Falls and Concord did not report demand response service data to NTD. Table 5.20 shows that St. Johns County’s demand response service supply is lower than the peer group average. Ridership, revenue miles and revenue hours are all lower, at -69%, -74% and -64%, respectively. Table 5.21 shows that demand response operating expense, estimated local subsidy and fare revenues are also lower than the peer group average, at -49%, -72% and -41%, respectively.

Table 5.19 Five-Year Area and Service Trends (Demand Response)

2010 2011 2012 2013 2014 % Change (2010-2014)

% Change (2013-2014)

General Characteristics Service Area Population 149,300 190,039 195,823 195,823 195,823 31.2% 0.0%

Service Area Square Miles 600 600 600 600 600 0.0% 0.0%

Service Area Density 249 317 326 326 326 31.2% 0.0%

UZA Population 53,519 69,173 69,173 69,173 69,173 29.2% 0.0%

UZA Square Miles 35 43.06 43.06 43.06 43.06 23.0% 0.0%

UZA Density 1,529.1 1,606.4 1,606.4 1,606.4 1,606.4 5.1% 0.0%

Passenger Trips (Ridership) 9,556 13,011 19,274 22,588 19,010 98.9% -15.8% Percent Total Trips 5% 6% 8% 8% 7% 39.6% -16.3% Revenue Miles 60,683 73,451 93,813 127,408 103,058 69.8% -19.1% Revenue Hours 4,910 6,729 9,225 12,997 10,289 109.6% -20.8% Percent Total Revenue Hours 18% 23% 28% 36% 31% 67.4% -14.3% Revenue Speed (mph) 12.4 10.9 10.2 9.8 10.0 -19.0% 2.2% Vehicles Operated in Max. Service (VOMS) 5 5 6 9 7 40.0% -22.2% Operating Expense $376,388 $496,717 $682,330 $811,114 $648,243 72.2% -20.1% Farebox Revenues $41,419 $48,899 $109,988 $149,528 $50,606 22.2% -66.2%



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Table 5.20 Peer Agency Service Characteristics, FY 2014 (Demand Response) Transit System Location/UZA

Ridership

(unlinked passenger

trips)

% Total Trips

Revenue Miles

Revenue Hours

Revenue Speed (MPH)

Peak Fleet

(VOMS)

Purchased Transportation (PT) vs. Directly Operated (DO)

Concord, NC

Fort Pierce/ Port St. Lucie, FL 103,410 35.7% 474,789 30,998 15.3 24 DO

Fort Walton Beach-

Navarres-Wright, FL

89,195 35.5% 767,303 45,126 17.0 33 PT

Hagerstown, MD 12,777 2.8% 64,789 4,238 15.3 2 DO

Johnson City, TN 45,708 6.3% 248,346 22,697 10.9 12 DO

Leesburg- Eustis-Tavares, FL 142,635 30.9% 1,352,734 85,294 15.9 49 PT

Ocala, FL 17,830 3.9% 96,122 8,281 11.6 2 PT

Panama, FL 97,483 12.5% 528,602 48,244 11.0 19 PT

Parkersburg, WV 4,799 0.9% 21,139 2,277 9.3 1 DO

Rapid City, SD 79,261 21.6% 247,369 25,750 9.6 11 DO

Tyler, TX 22,180 12.0% 139,490 11,377 12.3 8 DO & PT

Wichita Falls, TX

Peer Minimum 4,799 0.9% 21,139 2,277 9 1 Not applicable

Peer Maximum 142,635 35.7% 1,352,734 85,294 17 49 Not applicable

Peer Average 61,528 16.2% 394,068 28,428 13 16 Not applicable

St. Augustine, FL

19,010 6.8% 103,058 10,289 10.0 7 PT


Average (FY 2014)

-69.1% -57.9% -73.8% -63.8% -21.8% -56.5% Not applicable



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Table 5.21 Peer Agency Financial Characteristics, FY 2014 (Demand Response)

Transit System Location/UZA Operating Expense Estimated Local

Subsidy3 Fare Revenues Farebox

Recovery Ratio

Concord, NC

Fort Pierce/Port St. Lucie, FL $ 2,735,438 $1,333,812 $ 62,341 2.3%

Fort Walton Beach- Navarres-Wright, FL $ 1,466,968 $ 248,933 $287,461 19.6%

Hagerstown, MD $ 220,260 $ 54,293 $ 17,339 7.9%

Johnson City, TN $ 1,389,697 $ 333,215 $ 98,440 7.1%

Leesburg- Eustis-Tavares, FL $ 3,768,080 $ 520,240 $ 94,075 2.5%

Ocala, FL $ 441,779 $ 136,182 $ 35,660 8.1%

Panama, FL $ 1,003,430 $ 135,903 $ 50,141 5.0%

Parkersburg, WV $ 176,059 $ 100,668 $ 840 0.5%

Rapid City, SD $ 1,112,051 $ 422,396 $176,674 15.9%

Tyler, TX $ 351,733 $ 183,188 $ 38,551 11.0%

Wichita Falls, TX

Peer Minimum $ 176,059 $ 54,293 $ 840 0.5%

Peer Maximum $ 3,768,080 $1,333,812 $287,461 19.6%

Peer Average $ 1,266,550 $ 300,052 $ 86,152 8.0%

St. Augustine, FL $ 648,243 $ 84,922 $ 50,606 7.8%

Sunshine Bus % Diff. from Peer Average (FY 2014) -48.8% -71.7% -41.3% -2.1%



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5.5.2 Performance Measures (Demand Response) This section of the performance evaluation displays demand response performance trends from FY 2010 through FY 2014; and compares St. Johns County’s FY 2014 performance to the peer transit agencies. Measures utilized are related to: service area level of service (LOS), UZA LOS, service effectiveness, service efficiency and cost effectiveness are compared.

Table 5.22 Service Area LOS Trends (Demand Response)

2010 2011 2012 2013 2014 % Change

(2010-2014) % Change

(2013-2014) Level of Service (Service Area) Trips per Service Area Capita 0.06 0.07 0.10 0.12 0.10 51.7% -15.8% Revenue Hours per Service Area Capita 0.03 0.04 0.05 0.07 0.05 59.8% -20.8% Revenue Miles per Service Area Capita 0.41 0.39 0.48 0.65 0.53 29.5% -19.1% Local Subsidy per Service Area Capita $0.32 $0.41 $0.50 $0.51 $0.43 35.5% -14.3%


Table 5.23 Peer Agency Service Area LOS, FY 2014 (Demand Response) PEER AGENCY

Demand Response

Level of Service (Service Area)


Revenue Hours Per

Capita

Revenue Miles Per

Capita

Local Subsidy Per

Capita

Concord, NC Fort Pierce, FL 0.36 0.11 1.67 $4.70





Wichita Falls, TX Peer Average 0.60 0.28 3.69 $3.17




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Figures 5.39 Trips per Service Area Capita Trends

Figures 5.40 Trips per Service Area Capita (Peers)

Figures 5.41 Revenue Hours per Service Area Capita Trends

Figures 5.42 Revenue Hours per Service Area Capita (Peers)


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Figures 5.43 Revenue Miles per Service Area Capita Trends

Figures 5.44 Revenue Miles per Service Area Capita (Peers)

Figures 5.45 Local Subsidy per Service Area Capita Trends

Figures 5.46 Local Subsidy per Service Area Capita (Peers)


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Table 5.24 Urbanized Area LOS Trends (Demand Response) 2010 2011 2012 2013 2014

% Change (2010-2014)

% Change (2013-2014)

Level of Service (Urbanized Area-UZA) Trips per UZA Area Capita 0.18 0.19 0.28 0.33 0.27 53.9% -15.8% Revenue Hours per UZA Area Capita 0.09 0.10 0.13 0.19 0.15 62.1% -20.8% Revenue Miles per UZA Area Capita 1.13 1.06 1.36 1.84 1.49 31.4% -19.1% Local Subsidy per UZA Area Capita 0.89 1.12 1.42 1.43 1.23 37.5% -14.3%


Table 5.25 Peer Agency Urbanized Area LOS, FY 2014 (Demand Response) PEER AGENCY

Demand Response

Level of Service (UZA Area)


Revenue Hours Per

Capita

Revenue Miles Per

Capita

Local Subsidy Per

Capita

Concord, NC Fort Pierce, FL 0.27 0.08 1.26 $3.55





Wichita Falls, TX Peer Average 0.43 0.20 2.67 $2.18




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Table 5.26 Service Effectiveness Trends (Demand Response)

2010 2011 2012 2013 2014 % Change

(2010-2014) % Change

(2013-2014) Service Effectiveness Riders per Revenue Hour 1.95 1.93 2.09 1.74 1.85 -5.1% 6.3% Riders per Revenue Mile 0.16 0.18 0.21 0.18 0.18 17.1% 4.0% Trips per VOMS 1,911 2,602 3,212 2,510 2,716 42.1% 8.2% Revenue Miles per VOMS 12,137 14,690 15,636 14,156 14,723 21.3% 4.0%


Table 5.27 Peer Agency Service Effectiveness, FY 2014 (Demand Response)

PEER AGENCY Demand Response

Service Effectiveness

Transit System Location Riders Per Revenue

Hour

Riders Per Revenue

Mile

Trips per VOMS

Revenue Miles per

VOMS

Concord, NC Fort Pierce, FL 3.34 0.22 4,309 19,783

Fort Walton Beach, FL 1.98 0.12 2,703 23,252 Hagerstown, MD 3.01 0.20 6,389 32,395

Johnson City, TN 2.01 0.18 3,809 20,696

Lake County 1.67 0.11 2,911 27,607

Ocala, FL 2.15 0.19 8,915 48,061 Panama, FL 2.02 0.18 5,131 27,821

Parkersburg, WV 2.11 0.23 4,799 21,139

Rapid City, SD 3.08 0.32 7,206 22,488 Tyler, TX 1.95 0.16 2,773 17,436

Wichita Falls, TX Peer Average 2.33 0.19 4,894 26,068

St. Augustine, FL 1.85 0.18 2,716 14,723

% Diff. from Peer Average -20.8% -2.8% -44.5% -43.5%



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Figures 5.47 Riders per Revenue Hour Trends

Figures 5.48 Riders per Revenue Hour (Peers)

Figures 5.49 Riders per Revenue Mile Trends

Figures 5.50 Riders per Revenue Mile (Peers)


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Figures 5.51 Trips per VOMS Trends

Figures 5.52 Trips per VOMS (Peers)

Figures 5.53 Revenue Miles per VOMS Trends

Figures 5.54 Revenue Miles per VOMS (Peers)


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Table 5.28 Service Efficiency Trends (Demand Response) 2010 2011 2012 2013 2014

% Change (2010-2014)

% Change (2013-2014)

Service Efficiency Operating Cost per Revenue Hour $76.66 $73.82 $73.97 $62.41 $63.0 -17.8% 1.0% Operating Cost per Revenue Mile $6.20 $6.76 $7.27 $6.37 $6.29 1.4% -1.2%


Table 5.29 Peer Agency Service Efficiency, FY 2014 (Demand Response)

PEER AGENCY Demand Response

Service Efficiency

Transit System Location Operating Cost Per Revenue Hour Operating Cost Per Revenue Mile Concord, NC

Fort Pierce, FL $88.25 $5.76 Fort Walton Beach, FL $32.51 $1.91

Hagerstown, MD $51.97 $3.40 Johnson City, TN $61.23 $5.60

Lake County $44.18 $2.79 Ocala, FL $53.35 $4.60

Panama, FL $20.80 $1.90 Parkersburg, WV $77.32 $8.33

Rapid City, SD $43.19 $4.50 Tyler, TX $30.92 $2.52

Wichita Falls, TX Peer Average $50.37 $4.13

St. Augustine, FL $63.00 $6.29 % Diff. from Peer Average 25.1% 52.3%



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Figures 5.55 Operating Cost per Revenue Hour Trends

Figures 5.56 Operating Cost per Revenue Hour (Peers)

Figures 5.57 Operating Cost per Revenue Mile Trends

Figures 5.58 Operating Cost per Revenue Mile (Peers)


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Table 5.30 Cost Effectiveness Trends (Demand Response)

2010 2011 2012 2013 2014 % Change

(2010-2014) % Change

(2013-2014) Cost Effectiveness Operating Cost per Service Area Capita $2.52 $2.61 $3.48 $4.14 $3.31 31.3% -20.1% Operating Cost per UZA Capita $7.03 $7.18 $9.86 $11.73 $9.37 33.3% -20.1% Operating Cost per Rider $39.39 $38.18 $35.40 $35.91 $34.10 -13.4% -5.0% Average Fare per Rider $4.33 $3.76 $5.71 $6.62 $2.66 -38.6% -59.8% Local Subsidy per Rider $5.00 $5.94 $5.08 $4.39 $4.47 -10.7% 1.9% Farebox Recovery Ratio 11.0% 9.8% 16.1% 18.4% 7.8% -29.1% -57.7%


Table 5.31 Peer Agency Cost Effectiveness, FY 2014 (Demand Response) PEER AGENCY

Demand Response

Cost Effectiveness

Transit System Location Operating Cost

Per Service Area Capita

Operating Cost Per UZA

Capita

Operating Cost per

Rider

Average Fare Per Rider

Estimated Local Subsidy Per Rider1

Concord, NC Fort Pierce, FL $9.64 $7.27 $26.45 $0.60 $12.90

Fort Walton Beach, FL $7.64 $7.64 $16.45 $3.22 $2.79 Hagerstown, MD $4.57 $1.21 $17.24 $1.36 $4.25 Johnson City, TN $22.55 $11.54 $30.40 $2.15 $7.29

Lake County $38.65 $28.69 $26.42 $0.66 $3.65

Ocala, FL $6.83 $2.82 $24.78 $2.00 $7.64 Panama, FL $9.54 $7.00 $10.29 $0.51 $1.39

Parkersburg, WV $4.45 $2.62 $36.69 $0.18 $20.98

Rapid City, SD $16.36 $13.69 $14.03 $2.23 $5.33 Tyler, TX $3.18 $2.70 $15.86 $1.74 $8.26

Wichita Falls, TX Peer Average $12.34 $8.52 $21.86 $1.47 $7.45

St. Augustine, FL $3.31 $9.37 $34.10 $2.66 $4.47

% Diff. from Peer Average -73.2% 10.0% 56.0% 81.7% -40.0%



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Figures 5.59 Operating Cost per Service Area Capita Trends

Figures 5.60 Operating Cost per Service Area Capita (Peers)

Figures 5.61 Operating Cost per UZA Capita Trends

Figures 5.62 Operating Cost per UZA Capita (Peers)


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Figures 5.63 Operating Cost per Rider Trends

Figures 5.64 Operating Cost per Rider (Peers)

Figures 5.65 Average Fare per Rider Trends

Figures 5.66 Average Fare per Rider (Peers)


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Figures 5.67 Local Subsidy per Rider Trends

Figures 5.68 Local Subsidy per Rider (Peers)


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5.5.3 Demand Response Performance Summary Table 5.32 summarizes the demand response performance evaluation.

Service area level of service (LOS) – From FY 2010 to FY 2014, service area LOS increased. Even with the increase, the County provides a significantly lower level of demand response service than the peer group average. Trips per service area capita, for example, are 84% lower than the peer group average. Local subsidy per service area capita is 86% lower than the peer group average.

UZA level of service –St. Johns County provides a lower LOS in the urbanized area than the peer group average. Revenue miles per UZA capita, for example, are 44% lower than the peer group average. Local subsidy per UZA capita is also 44% lower than the peer group average.

Service effectiveness – Over the five year period, service effectiveness generally increased for three out of the four service effectiveness measures. Service effectiveness, however is generally not as effective as the peer group average.

Service efficiency – Over the five year period, operating cost per revenue hour decreased, while operating cost per revenue mile slightly increased. Compared to the peer group average, service is not as efficient as the peer group average. Both operating cost per revenue hour and operating cost per revenue mile are higher than the peer group average, at 25% and 52%, respectively.

Cost effectiveness - From FY 2010 to FY 2014, operating cost per capita increased, consistent with rising service levels per capita. Operating cost per capita is 73% lower than the peer group average, which may be due to the lower level of service per capita provided compared to the peer group. Although operating cost per rider decreased over the five year period, cost per rider is 56% higher than the peer group average.


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Table 5.32 Demand Response Performance Summary

Percent Change (2010-2014)

Percent from the Peer Group Mean

Level of Service (Service Area) Trips per Service Area Capita 51.7% -83.8% Revenue Hours per Service Area Capita 59.8% -81.2% Revenue Miles per Service Area Capita 29.5% -85.7% Local Subsidy per Service Area Capita 35.5% -86.3% Level of Service (Urbanized Area-UZA) Trips per UZA Area Capita 53.9% -35.9% Revenue Hours per UZA Area Capita 62.1% -25.9% Revenue Miles per UZA Area Capita 31.4% -44.2% Local Subsidy per UZA Area Capita 37.5% -43.7% Service Effectiveness Riders per Revenue Hour -5.1% -20.8% Riders per Revenue Mile 17.1% -2.8% Trips per VOMS 42.1% -44.5% Revenue Miles per VOMS 21.3% -43.5% Service Efficiency Operating Cost per Revenue Hour -17.8% 25.1% Operating Cost per Revenue Mile 1.4% 52.3% Cost Effectiveness Operating Cost per Service Area Capita 31.3% -73.2% Operating Cost per UZA Capita 33.3% 10.0% Operating Cost per Rider -13.4% 56.0% Average Fare per Rider -38.6% 81.7% Estimated Local Subsidy per Rider -10.7% -40.0% Farebox Recovery Ratio -29.1% -2.1% Source: National Transit Database (NTD), FY 2010 – FY 2014


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5.6 Performance Evaluation Summary

5.6.1 Service per Capita Service per capita provided within the urbanized area is good, for deviated fixed-route service.

Sunshine Bus provides a higher level of service per capita within the St. Augustine Urbanized Area than its peers provide in their respective urbanized areas. Revenue hours per person and revenue miles per person are higher than the peer group average. However, local subsidy per person living in the St. Augustine Urbanized Area is much lower than the peer group.

Service per capita provided within all of St. Johns County (service area) is poor, for both deviated fixed-route and demand response services. St. Johns County provides a lower level of service per capita within its service area than its peers provide in their respective service areas. This is likely due to St. Johns County’s much larger service area compared to its peers.

5.6.2 Service Effectiveness Service effectiveness is fair, for deviated fixed-route service. Revenue miles per VOMS are

higher than the peer group average; while other service effectiveness measures are lower than the peer group average.

5.6.3 Service Efficiency Deviated fixed-route service efficiency is good while demand response service efficiency is

poor, compared to the peer group. Cost per revenue mile and cost per revenue hour are much lower than the peer group average, for deviated fixed-route service.

5.6.4 Cost Effectiveness Deviated fixed-route cost effectiveness is good while demand response service efficiency is

poor, compared to the peer group. Cost per rider is lower than the peer group average, for deviated fixed-route service (see Figure 5.69 on the following page). Demand response cost per rider is higher than the peer group average (see Figure 5.70 on the following page). Local subsidy per rider is lower than the peer group average for both modes of service.


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Figure 5.69 Fixed Route Cost per Rider

Figure 5.70 Demand Response Cost per Rider

5.0 transit performance evaluation...panama, fl 4185 bay baytown trolley parkersburg, wv 3003 wood...

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