tier one strategic business and operations plan a component of the 2007-2017 long range plan

Tier One Strategic Business and Operations Plan

A Component of the 2007-2017 Long Range Plan

Providing and Promoting Efficient Transportation

Strategic Business and Operations Plan

Primary components of plan:

• Budget Forecast and Long-term Fiscal Challenge

• Long Range Plan Service Tier One

• Tier One Capital and Operations Plan

• Market Analysis and Route Performance

• Anticipated Revenue and Operating Costs

• Management and Organization

Quality of Life

•Transit and paratransit increase access to basic services.

•Levels of economic opportunity are increased for people who have access to transit.

Land Use

•Transit ridership of 1,000 passengers per hour on surface streets during peak hours equates to an extra lane of traffic in terms of reduction in congestion.

•Demand for parking spaces is reduced in areas served by transit.

Economic Vitality

•Low-Cost transportation expands employees choices for work.

•A vibrant transit system will attract businesses to locate in the Rogue Valley.

Environment

•Non-auto travel choices are essential for reducing our carbon footprint.


$2.18

$8.80

$14.60

$70.58

$51.22

$112.08

$28.26

$0.00

$20.00

$40.00

$60.00

$80.00

$100.00

$120.00

Group 1Average

Group 2Average

Group 3Average

Group 4Average

Group 5Average

Transit-Operator

StateAverage

All StateAverage

Although in Peer

Group 3,

Oregon’s Average

subsidy is $44.08

per capita

Federal Funding


$36.9

$1.7$1.0

$22.3

$1.1 Special Trans

Public

Intercity

TDM

Planning

ODOT’s Investments in Public Transportation:

•Rural operations

•Rural intercity connections

•Transit Bus replacements

•Increased access for low income to jobs

•Planning and research

•Marketing efforts Ridematch/Vanpool/Rideshare

•Travel options information

•Economic vitality projects

State Funding

Tiered Service Expansion Prioritized List

Tier Two. Tier One, Additional Routes, Express Routes, Peak Service

Tier Three. Tier Two, Additional Routes/ Grid System

Tier One. Extended Hours and Minor Service Expansion

Region Major Destination

Southeast Medford Barnett Rd. x N. Phoenix Rd./ RVMCExpand service hours~4am 10 pm All Routes except low productivity routes

West White City Table Rock Rd. x Antelope Rd.

Saturday Service Base service from 7am to 8pm


West and southwest Central Point Twin Creeks TOD.

East Medford McAndrews Rd. x Foothill Rd. Ashland Talent Phoenix Circulators

West of Hwy 99 in Talent and Phoenix/ East of Hwy 99 in Ashland

4 Hour Peak Service All Routes except low productivity routes

Southwest Medford/ Jacksonville Stewart Ave. x Lozier Rd.Express Routes (15 min.) to Ashland and White City

Front St. to Ashland Plaza and Front St. to Cascade Shopping Ctr.

Northwest MedfordSage Rd. x Rossanley Dr. (North Gate Centre)


Foothills Rd. Corridor from Barnett to Coker Butte

Table Rock Rd. Corridor from Midway Rd. to Antelope Rd.

Hwy 99 Corridor from Table Rock Rd. to Scenic Ave.

Delta Waters TOD Region not yet defined

South Ashland Region not yet defined

Tier One, Service One: East Medford

Route Time Period Frequency

Route 1 Airport

5:00am-10:00pm 1 hour

Route 2 West Medford

5:00am-6:00am 1 hour

6:00am - 7:00pm 30 min.

7:00pm-10:00pm 1 hour

Route East Medford


6:00am - 7:00pm 30 min.

7:00pm-10:00pm 1 hour

Route 10 Ashland


6:00am - 7:00pm 30 min.

7:00pm-10:00pm 1 hour

Route 30 Jacksonville


6:00am-7:00pm 30 min.

7:00pm-10:30pm June-Sept only 1.5 hour

Route 40 Central Point


6:00am - 7:00pm 30 min.

7:00pm-10:00pm 1 hour

Route 60 White City

4:00am - 7:00pm 30 min.

7:00pm-10:00pm 1 hour

Tier One

Expanded Service Hours

Number of Shifts Starting per Hour

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Survey and Data by Michael Servoss and Riley Carter, BA 428; School of Business, SOU

Tier One, Service Three: White City

Tier One, Service Four: Saturday Service

Base service from 7:00 AM to 8:00PM

1 Hour frequencies

•Minimize costs by having less frequencies

•Route 60 would resume current route and additional area, White City Loop would not be in service

•Route 10 and Route 60 would operate until 10:00 PM providing an inter-city link for night-owls.

M TU W TH F S SU

Tier One Service Enhancement Capital and Operations Plan

CAPITAL OPERATIONS

Union Employees Non-Union Employees

Additional Buses

Additional Staff

Time to Hire & Train

Additional StaffTime to Hire & Train

Southeast Medford

06 Drivers 14 Weeks

Expanded Service Hours

2

11 Drivers 14 Weeks 1 Field Supervisor 8 Weeks

1 Dispatcher 8 Weeks 1 Fueler 8 Weeks

1 Service Technician 8 Weeks

1 Mechanic 8 Weeks

West White City Loop

14 Drivers 8 Weeks

Saturday Service

0

1 Driver 8 Weeks 1 Field Supervisor 8 Weeks

1Dispatcher 8 Weeks

Tier One

Required Staff

22 Drivers

4 Dispatchers/ Field Supervisors

3 Maintenance personnel

Market Analysis and Route Performance

We expect RVTD’s ridership to increase by approximately

800,000 trips per year once Tier One is in service, almost

double of what we see today.

2007-2008 Current System Performance:

28.06 - Passenger Per Revenue Hour

27% - System-wide farebox recovery

15< - Average Passenger Peak on Routes 1, 2, 30, 40, 60

The average passenger peak for Route 10 is 24.45. RVTD is considering investing resources into this route to alleviate capacity issues.

All routes are subject to be modified through a public hearings process.

ROGUE VALLEY TRANSPORTATION DISTRICTTOTAL OPERATING COST AND REVENUE PROJECTIONS

Existing Service

2008/09 Proposed

Budget Annual Route Operating

Costs

2009/10 Projected

Budget

2010/11 Projected

Budget

2011/12 Projected

Budget

2012/13 Projected

Budget

2013/14 Projected

Budget

2014/15 Projected

BudgetRevenue EstimatesProperty and State Payroll Taxes 2,180,000$ 2,245,400$ 2,312,762$ 2,382,145$ 2,453,609$ 2,527,217$ 2,603,034$ Federal and State Operating Grants 2,827,671$ 2,912,501$ 2,999,876$ 3,089,872$ 3,182,569$ 3,278,046$ 3,376,387$ Local Government Contracts 170,000$ 175,100$ 180,353$ 185,764$ 191,336$ 197,077$ 202,989$ Charges For Services 1,097,004$ 1,129,914$ 1,163,812$ 1,198,726$ 1,234,688$ 1,271,728$ 1,309,880$ Other Revenues 69,000$ 71,070$ 73,202$ 75,398$ 77,660$ 79,990$ 82,390$ In-Kind Resources 184,349$ 189,879$ 195,576$ 201,443$ 207,486$ 213,711$ 220,122$ Internal Charges 37,698$ 39,583$ 41,562$ 43,640$ 45,822$ 48,113$ 50,519$ Total Estimated Revenues 6,565,722$ 6,763,448$ 6,967,143$ 7,176,988$ 7,393,171$ 7,615,882$ 7,845,321$

Operating Cost EstimatesFixed Route Operating Costs 3,283,977$ 3,542,067$ 3,822,451$ 4,127,184$ 4,458,514$ 4,818,908$ 5,211,069$ Non-Fixed Route Operating Costs Note #1 149,382$ 193,298$ 243,054$ 299,305$ 362,779$ 434,277$ 514,685$ Alternative Transportation - Valley Lift 1,890,327$ 1,998,142$ 2,112,679$ 2,234,404$ 2,363,826$ 2,501,488$ 2,647,981$ General Administration 733,922$ 784,496$ 838,987$ 897,729$ 961,087$ 1,029,461$ 1,103,284$ Support Services 470,267$ 503,293$ 538,922$ 577,379$ 618,910$ 663,783$ 712,293$ Total Estimated Costs 6,527,875$ 7,021,297$ 7,556,092$ 8,136,001$ 8,765,115$ 9,447,917$ 10,189,313$

MAINTAINING EXISTING SERVICES - PROJECTED DEFICITS 37,847$ (257,849)$ (588,950)$ (959,013)$ (1,371,945)$ (1,832,034)$ (2,343,992)$

Expanded ServicesFixed Route Operating CostsSoutheast Medford Tier 1, #1 368,599$ 397,567$ 429,038$ 463,241$ 500,430$ 540,882$ 584,899$ Expanded Service Hours Tier 1, #2 1,239,053$ 1,336,432$ 1,442,221$ 1,557,197$ 1,682,209$ 1,818,186$ 1,966,149$ West White City Loop Tier 1, #3 365,538$ 394,267$ 425,477$ 459,397$ 496,278$ 536,394$ 580,045$ Saturday Service Tier 1, #4 727,875$ 785,080$ 847,227$ 914,769$ 988,208$ 1,068,087$ 1,155,008$ Total Expanded Services Fixed Route Operating Costs 2,701,065$ 2,913,346$ 3,143,963$ 3,394,604$ 3,667,125$ 3,963,549$ 4,286,101$

Other Costs Related to Expanded Services

Non-Fixed Route Operating Costs

(10% Increase based on Expanded Service) 1,026,405$ 291,335$ 314,396$ 339,460$ 366,713$ 396,355$ 428,610$

Alternative Transportation - Valley Lift(40% of Fixed Route Costs) 1,539,607$ 1,165,338$ 1,257,585$ 1,357,842$ 1,466,850$ 1,585,420$ 1,714,440$

General Administration (5% Increase) 73,392$ 39,225$ 41,949$ 44,886$ 48,054$ 51,473$ 55,164$

Support Services(10% Increase) 70,540$ 50,329$ 53,892$ 57,738$ 61,891$ 66,378$ 71,229$

Capital Outlay Costs - Fleet -$ 210,000$ -$ -$ -$ -$ -$ Total Other Costs Related to Expanded Services 2,709,944$ 1,756,228$ 1,667,823$ 1,799,926$ 1,943,508$ 2,099,626$ 2,269,444$

Total Costs of Expanded Services 5,411,009$ 4,669,574$ 4,811,786$ 5,194,530$ 5,610,633$ 6,063,175$ 6,555,545$

Total Operating Costs 9,228,940$ 9,934,643$ 10,700,055$ 11,530,605$ 12,432,240$ 13,411,466$ 14,475,414$

NET FUNDING REQUIREMENTS TO MAINTAIN EXISTING SERVICES AND EXPAND TIER 1 SERVICES $ 37,847 $ (4,927,423) $ (5,400,735) $ (6,153,543) $ (6,982,578) $ (7,895,209) $ (8,899,537)

Current Service + Tier One

Total Operating Costs and Projections *

Service Year

2009-2010 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015

Total Costs $9,934,643 $10,700,055 $11,530,605 $12,432,240 $13,411,466 $14,475,414

Net Deficit($4,927,423) ($5,400,735) ($6,153,543) ($6,982,578) ($7,895, 209) ($8,899,537)

* All figures are based on RVTD historical budgetary information from 2002-2008 FY.

Transit Projects in Medford

Priorities and Immediate Needs Identified in the RVTD Long Range Plan

1) Re-establish service to East Medford

First on the list of the expanded services plan

2) Strategies for providing viable service to Transit-Oriented Developments

The Southeast TOD will have transit phased in as it develops

The West Main TOD has unique challenges and requires further planning

The Delta Waters TOD is still conceptual

3) Consider a fareless route in downtown Medford

All routes begin and end in downtown Medford today. This service would be more feasible once pedestrian traffic increases and parking is managed more effectively to discourage auto use.

More InformationContact

Julie Brown, RVTD General Manager

[email protected]

(541) 779-5821

Paige Townsend, RVTD Senior Planner

[email protected]

(541) 608-2429

tier one strategic business and operations plan a component of the 2007-2017 long range plan

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