Implementation Plan CHAPTER XI OPERATIONS PLAN. Description of Service

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1 CHAPTER XI OPERATIONS PLAN This section describes the service to be provided in Vicksburg-Warren County by the newly formed Transit Department. The proposed service is a combination of fixed and flex-routes, employee shuttles, and vanpool service. It is not likely that vanpool service would begin immediately. Vanpool service may be scheduled to begin in 2006, after specific demand estimates are made based upon employer/ employee surveys, for example. Vanpool service would initially begin with a small fleet of vans, possibly only operating within Warren County. Figure XI-1 presents the overall transportation service for the area. Description of Service The preferred service plan includes the implementation of four routes. The service plan is shown in Figure XI-1. Table XI-1 summarizes the characteristics of this service plan. This service concept includes one route which operates as a fixed route. There are also three flex-routes to meet the transportation needs of local residents. The buses would travel on designated routes according to a published schedule, but the schedule would include additional time to allow the buses to deviate to serve passengers at locations off the route. Service would be provided throughout the day, seven days per week. Additionally, commuter bus service between Vicksburg and the Ceres Industrial Complex would be offered during peak morning and afternoon hours, five days per week. Finally, vanpool service would provide commuter service within Warren County and potentially from adjacent counties. Initially, this could substitute for the Ceres Commuter service during the first year until demand warrants using full-sized commuter buses. However, costs are based upon using full-size buses and the vanpool operating independent of the Ceres Commuter service. Page XI-1

2 Page XI-2 N Long Lake # # Woodlawn # Culkin Rose Hill # Newmans Æa.-, 20 # # Newmans Grove Beechwood #.-, 20 Le Tourneau Redbone # # Figure XI-1 Vicksburg-Warren County Service Plan Big Black # "! 61 "! 61 "! 27 Villanova # Miles Flowers # # Bovina Æa Downtown Transfer Station # Towns/Cities Route 1 - Washington North/Hospital Route 2 - Washington South Route 3 - Clay Street Flex Route 4 Mall Flex Route 5 - Commuter Streets/Roads Highways Route 1 Flex Zone Route 3 Flex Zone Route 4 Flex Zone Route 5 Flex Zone

3 Table XI-1 Vicksburg Transit Service Plan Service Component Number of Vehicles Annual Operating Cost Vehicle Capital Cost Route 1 - Washington North/Hospital 1 $149,100 $150,000 Route 2 - Washington South 1 $149,100 $150,000 Route 3 - Clay Street Flex 1 $149,100 $150,000 Route 4 - Mall Flex 1 $149,100 $150,000 Route 5 - Commuter Route 2 $17,750 $300,000 Vanpool Service 6 $76,500 $210,000 Total Service Cost $690,650 $1,110,000 One Additional Spare Vehicle would be required Bus Cost based upon $150,000 Van Cost based upon $35,000 Vanpool cost per hour based upon $25/hr Source:, 2004 Coordination of Services Coordination of transportation services is a concept that has improved services in many areas in recent years. However, the terms coordination and/or consolidation are often threatening to many agencies that provide some form of transportation. There is sometimes apprehension that the agency will lose control of their operations or that employees will lose their jobs. Therefore, a general discussion of transportation service coordination is provided as background for the development of specific suggestions. Coordination has been interpreted as everything from telephone conversations to transfer of vehicle ownership. There are four different phases or levels of coordination with regard to the shared use and efficient operation of equipment and facilities. These levels are defined below: 1. Communication involves recognition and understanding of a problem and discussion of possible solutions. This improves the working relationships Page XI-3

4 among various bodies who are in a position to influence transportation developments within their particular jurisdiction. 2. Cooperation involves the active working together of individuals in some loose association in a cooperative way. The individuals or individual agencies retain their separate identities. 3. Coordination involves bringing together independent agencies to act together in a concerted way in order to provide for a smooth interaction of separate units of a transportation system. In coordination, the primary concern is in the form of common funds, equipment, facilities, or operations. Members or agencies preserve their separate identities. 4. Consolidation involves joining together or merging agencies for mutual advantage. In the case of transportation services and in the context of this report, consolidation is used in reference to a fully integrated transportation system in which all individual units have been combined or consolidated into one integrated system. Individual agency identity for the purpose of transportation is no longer maintained. Many transportation operators have found coordination to be desirable and beneficial. Coordination has resulted in a reduction in overlap and duplication of service, more service capacity, greater productivity and operating efficiency, and reduction in capital and operating costs. The Mississippi Department of Transportation is interested in this cooperative effort between local social service agencies and a new transit department. Coordination Opportunities for Vicksburg-Warren County Transit Opportunity for cooperation and coordination of existing resources is discussed in the following text. MIDD-West, a private provider, currently provides transportation services for clients, mostly aimed at getting clients to jobs. MIDD-West and Vicksburg- Warren County Transit could coordinate service and apply for the FTA 5311 funding for general public service. MIDD-West could subcontract with the newly formed Transit Department, who would operate general public service. MIDD-West is interested in this cooperative effort, knowing that this study would serve as a guide for the public transportation options. Vicksburg, Warren County, and local towns should discuss future park-andride sites. Property should be set aside for the sites using a cooperative effort. Ridesharing with vanpools and carpools would alleviate traffic congestion on Interstate 20. Page XI-4

5 The Community Council on Aging currently operates two vehicles to transport seniors to and from medical appointments and various other trips. An opportunity exists for the senior center to expand and provide general public service throughout the county. The goal of the Council is to keep elderly persons in their own homes, remaining self sufficient, for as long a time as possible, and this would be one step in that direction. Providing this aging community the mobility to travel on their own meets this goal. However, not all trips could be provided by general public service, but a large number of trips could be shifted to a general public fixed/flex-route service. Funding would be available through the FTA Section 5311 program and local funds. The Mississippi Action for Progress is another coordination opportunity. The local Head Start programs in the Vicksburg area currently transport approximately 400 children during the school year. This service could be contracted to Vicksburg-Warren County Transit and funded by Mississippi Action for Progress general funds. Preliminary Schedules Preliminary schedules are presented below as a basis for discussion. Two of the routes provide deviation based on demand and therefore time points are shown as a range. Tables XI-2 through XI-6 present the preliminary schedules for the fixedand flex-route service. Page XI-5

6 Page XI-6 Depart DT Kings Community Earliest Kings Community Kings Community Latest Table XI-2 Washington North Route Preliminary Schedule Hospital Arrive DT Earliest Arrive DT Latest Depart DT Hospital Earliest Hospital Latest Arrive DT Earliest Arrive DT Latest 6:00 AM 6:12 AM 6:15 AM 6:25 AM 6:30 AM 6:30 AM 6:42 AM 6:45 AM 6:55 AM 7:00 AM 7:00 AM 7:12 AM 7:15 AM 7:25 AM 7:30 AM 7:30 AM 7:42 AM 7:45 AM 7:55 AM 8:00 AM 8:00 AM 8:12 AM 8:15 AM 8:25 AM 8:30 AM 8:30 AM 8:42 AM 8:45 AM 8:55 AM 9:00 AM 9:00 AM 9:12 AM 9:15 AM 9:25 AM 9:30 AM 9:30 AM 9:42 AM 9:45 AM 9:55 AM 10:00 AM 10:00 AM 10:12 AM 10:15 AM 10:25 AM 10:30 AM 10:30 AM 10:42 AM 10:45 AM 10:55 AM 11:00 AM 11:00 AM 11:12 AM 11:15 AM 11:25 AM 11:30 AM 11:30 AM 11:42 AM 11:45 AM 11:55 AM 12:00 PM 12:00 PM 12:12 PM 12:15 PM 12:25 PM 12:30 PM 12:30 PM 12:42 PM 12:45 PM 12:55 PM 1:00 PM 1:00 PM 1:12 PM 1:15 PM 1:25 PM 1:30 PM 1:30 PM 1:42 PM 1:45 PM 1:55 PM 2:00 PM 2:00 PM 2:12 PM 2:15 PM 2:25 PM 2:30 PM 2:30 PM 2:42 PM 2:45 PM 2:55 PM 3:00 PM 3:00 PM 3:12 PM 3:15 PM 3:25 PM 3:30 PM 3:30 PM 3:42 PM 3:45 PM 3:55 PM 4:00 PM 4:00 PM 4:12 PM 4:15 PM 4:25 PM 4:30 PM 4:30 PM 4:42 PM 4:45 PM 4:55 PM 5:00 PM 5:00 PM 5:12 PM 5:15 PM 5:25 PM 5:30 PM 5:30 PM 5:42 PM 5:45 PM 5:55 PM 6:00 PM

7 Page XI-7 Table XI-3 Washington South Route Preliminary Schedules Southbound Northbound Depart DT Riverfront Park Isle of Capri Arrive Rainbow Casino Depart Rainbow Casino Isle of Capri Riverfront Park Arrive DT 6:00 AM 6:05 AM 6:06 AM 6:12 AM 6:15 AM 6:21 AM 6:22 AM 6:30 AM 6:30 AM 6:35 AM 6:36 AM 6:42 AM 6:45 AM 6:51 AM 6:52 AM 7:00 AM 7:00 AM 7:05 AM 7:06 AM 7:12 AM 7:15 AM 7:21 AM 7:22 AM 7:30 AM 7:30 AM 7:35 AM 7:36 AM 7:42 AM 7:45 AM 7:51 AM 7:52 AM 8:00 AM 8:00 AM 8:05 AM 8:06 AM 8:12 AM 8:15 AM 8:21 AM 8:22 AM 8:30 AM 8:30 AM 8:35 AM 8:36 AM 8:42 AM 8:45 AM 8:51 AM 8:52 AM 9:00 AM 9:00 AM 9:05 AM 9:06 AM 9:12 AM 9:15 AM 9:21 AM 9:22 AM 9:30 AM 9:30 AM 9:35 AM 9:36 AM 9:42 AM 9:45 AM 9:51 AM 9:52 AM 10:00 AM 10:00 AM 10:05 AM 10:06 AM 10:12 AM 10:15 AM 10:21 AM 10:22 AM 10:30 AM 10:30 AM 10:35 AM 10:36 AM 10:42 AM 10:45 AM 10:51 AM 10:52 AM 11:00 AM 11:00 AM 11:05 AM 11:06 AM 11:12 AM 11:15 AM 11:21 AM 11:22 AM 11:30 AM 11:30 AM 11:35 AM 11:36 AM 11:42 AM 11:45 AM 11:51 AM 11:52 AM 12:00 PM 12:00 PM 12:05 PM 12:06 PM 12:12 PM 12:15 PM 12:21 PM 12:22 PM 12:30 PM 12:30 PM 12:35 PM 12:36 PM 12:42 PM 12:45 PM 12:51 PM 12:52 PM 1:00 PM 1:00 PM 1:05 PM 1:06 PM 1:12 PM 1:15 PM 1:21 PM 1:22 PM 1:30 PM 1:30 PM 1:35 PM 1:36 PM 1:42 PM 1:45 PM 1:51 PM 1:52 PM 2:00 PM 2:00 PM 2:05 PM 2:06 PM 2:12 PM 2:15 PM 2:21 PM 2:22 PM 2:30 PM 2:30 PM 2:35 PM 2:36 PM 2:42 PM 2:45 PM 2:51 PM 2:52 PM 3:00 PM 3:00 PM 3:05 PM 3:06 PM 3:12 PM 3:15 PM 3:21 PM 3:22 PM 3:30 PM 3:30 PM 3:35 PM 3:36 PM 3:42 PM 3:45 PM 3:51 PM 3:52 PM 4:00 PM 4:00 PM 4:05 PM 4:06 PM 4:12 PM 4:15 PM 4:21 PM 4:22 PM 4:30 PM 4:30 PM 4:35 PM 4:36 PM 4:42 PM 4:45 PM 4:51 PM 4:52 PM 5:00 PM 5:00 PM 5:05 PM 5:06 PM 5:12 PM 5:15 PM 5:21 PM 5:22 PM 5:30 PM 5:30 PM 5:35 PM 5:36 PM 5:42 PM 5:45 PM 5:51 PM 5:52 PM 6:00 PM

8 Page XI-8 Table XI-4 Clay Street Flex-Route Preliminary Schedule Eastbound Westbound Depart DT Arrive Malls Earliest Arrive Malls Latest Depart Malls Arrive DT Earliest Arrive DT Latest 6:00 AM 6:10 AM 6:15 AM 6:15 AM 6:25 AM 6:30 AM 6:30 AM 6:40 AM 6:45 AM 6:45 AM 6:55 AM 7:00 AM 7:00 AM 7:10 AM 7:15 AM 6:15 AM 7:25 AM 7:30 AM 7:30 AM 7:40 AM 7:45 AM 6:45 AM 7:55 AM 8:00 AM 8:00 AM 8:10 AM 8:15 AM 6:15 AM 8:25 AM 8:30 AM 8:30 AM 8:40 AM 8:45 AM 6:45 AM 8:55 AM 9:00 AM 9:00 AM 9:10 AM 9:15 AM 6:15 AM 9:25 AM 9:30 AM 9:30 AM 9:40 AM 9:45 AM 6:45 AM 9:55 AM 10:00 AM 10:00 AM 10:10 AM 10:15 AM 6:15 AM 10:25 AM 10:30 AM 10:30 AM 10:40 AM 10:45 AM 6:45 AM 10:55 AM 11:00 AM 11:00 AM 11:10 AM 11:15 AM 6:15 AM 11:25 AM 11:30 AM 11:30 AM 11:40 AM 11:45 AM 6:45 AM 11:55 AM 12:00 PM 12:00 PM 12:10 PM 12:15 PM 6:15 AM 12:25 PM 12:30 PM 12:30 PM 12:40 PM 12:45 PM 6:45 AM 12:55 PM 1:00 PM 1:00 PM 1:10 PM 1:15 PM 6:15 AM 1:25 PM 1:30 PM 1:30 PM 1:40 PM 1:45 PM 6:45 AM 1:55 PM 2:00 PM 2:00 PM 2:10 PM 2:15 PM 6:15 AM 2:25 PM 2:30 PM 2:30 PM 2:40 PM 2:45 PM 6:45 AM 2:55 PM 3:00 PM 3:00 PM 3:10 PM 3:15 PM 6:15 AM 3:25 PM 3:30 PM 3:30 PM 3:40 PM 3:45 PM 6:45 AM 3:55 PM 4:00 PM 4:00 PM 4:10 PM 4:15 PM 6:15 AM 4:25 PM 4:30 PM 4:30 PM 4:40 PM 4:45 PM 6:45 AM 4:55 PM 5:00 PM 5:00 PM 5:10 PM 5:15 PM 6:15 AM 5:25 PM 5:30 PM 5:30 PM 5:40 PM 5:45 PM 6:45 AM 5:55 PM 6:00 PM

9 Page XI-9 Table XI-5 Mall Flex-Route Preliminary Schedule Southbound Northbound Depart DT Arrive Malls Earliest Arrive Malls Latest Depart Malls Arrive DT Earliest Arrive DT Latest 6:00 AM 6:10 AM 6:15 AM 6:15 AM 6:25 AM 6:30 AM 6:30 AM 6:40 AM 6:45 AM 6:45 AM 6:55 AM 7:00 AM 7:00 AM 7:10 AM 7:15 AM 6:15 AM 7:25 AM 7:30 AM 7:30 AM 7:40 AM 7:45 AM 6:45 AM 7:55 AM 8:00 AM 8:00 AM 8:10 AM 8:15 AM 6:15 AM 8:25 AM 8:30 AM 8:30 AM 8:40 AM 8:45 AM 6:45 AM 8:55 AM 9:00 AM 9:00 AM 9:10 AM 9:15 AM 6:15 AM 9:25 AM 9:30 AM 9:30 AM 9:40 AM 9:45 AM 6:45 AM 9:55 AM 10:00 AM 10:00 AM 10:10 AM 10:15 AM 6:15 AM 10:25 AM 10:30 AM 10:30 AM 10:40 AM 10:45 AM 6:45 AM 10:55 AM 11:00 AM 11:00 AM 11:10 AM 11:15 AM 6:15 AM 11:25 AM 11:30 AM 11:30 AM 11:40 AM 11:45 AM 6:45 AM 11:55 AM 12:00 PM 12:00 PM 12:10 PM 12:15 PM 6:15 AM 12:25 PM 12:30 PM 12:30 PM 12:40 PM 12:45 PM 6:45 AM 12:55 PM 1:00 PM 1:00 PM 1:10 PM 1:15 PM 6:15 AM 1:25 PM 1:30 PM 1:30 PM 1:40 PM 1:45 PM 6:45 AM 1:55 PM 2:00 PM 2:00 PM 2:10 PM 2:15 PM 6:15 AM 2:25 PM 2:30 PM 2:30 PM 2:40 PM 2:45 PM 6:45 AM 2:55 PM 3:00 PM 3:00 PM 3:10 PM 3:15 PM 6:15 AM 3:25 PM 3:30 PM 3:30 PM 3:40 PM 3:45 PM 6:45 AM 3:55 PM 4:00 PM 4:00 PM 4:10 PM 4:15 PM 6:15 AM 4:25 PM 4:30 PM 4:30 PM 4:40 PM 4:45 PM 6:45 AM 4:55 PM 5:00 PM 5:00 PM 5:10 PM 5:15 PM 6:15 AM 5:25 PM 5:30 PM 5:30 PM 5:40 PM 5:45 PM 6:45 AM 5:55 PM 6:00 PM

10 Table XI-6 Ceres Employment Shuttle Route Eastbound Westbound Depart DT Arrive Ceres Depart Ceres Arrive DT Industrial Complex Industrial Complex 6:00 AM 6:30 AM 4:30 PM 5:00 PM 7:00 AM 7:30 AM 5:00 PM 5:30 PM Vehicles A total of approximately 12 vehicles would be needed to operate the Vicksburg- Warren County Transit System. Four vehicles would be needed for fixed-route/flexroute operations, with a fifth vehicle held as a spare. Two vehicles would be needed for the commuter route to the Ceres Industrial Complex, and first-year vanpool service could begin operations with four to six vans. However, this should be based upon demand for vanpool service prior to purchasing all vans. Vanpool service would also require spare vehicles; however, the total number would be based upon the service to be offered. The recommended fixed/flex-route vehicles are standard small buses such as the one pictured, a World Trans World Trans 3000 This vehicle is wheelchair-accessible with a total seating capacity of 17 passengers with two wheelchair tie-downs. First-year bus vehicle capital costs are expected to be approximately $900,000 based upon an individual vehicle cost of $150,000. If six vans were purchased for vanpool service, this would incur a first-year cost of approximately $210,000 based upon an individual van cost of $35,000. Page XI-10

11 Facility Requirements A transit facility is required for the Vicksburg-Warren County Transit System. The facility would require adequate office space for the Transit Director and Manager, an administration assistant, driver training areas, scheduling/dispatching areas, break rooms, etc. The facility should also be able to house at least all five buses. Many times when adequate facilities are not available, vehicles are often parked outside; however, this is not advisable. It is suggested that an indoor bus barn be sought out, whether that be a new facility or a leased/rented structure. Estimated facility capital expenses are expected to be as high as $2,000,000 for an adequate transit facility. These expenses are provided in Table XI-7. This includes the construction of a new bus facility to include offices and bus storage/wash bays. These costs are based upon a local match from the city/county which may entail the donation of land. The FTA should be the primary source for additional funding with a 20 percent local match also needed. Table XI-7 Projected Expenses OPERATING ELEMENTS Service Plan Costs 2005/ / / / / /11 Fixed/Flex-Route Service Commuter Service Operating Totals $596,400 $17,750 $614,150 $617,274 $18,371 $635,645 $638,879 $19,014 $657,893 $661,239 $19,680 $680,919 $684,383 $20,369 $704,751 CAPITAL ELEMENTS Vehicles Bicycle Racks Software APTS Maintenance/Office Facility Marketing Shelters, signs, etc. Capital Totals $1,110,000 $5,000 $20,000 $50,000 $2,000,000 $0 $30,000 $3,215,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 EXPENSE TOTAL $3,215,000 $614,150 $635,645 $657,893 $680,919 $704,751 Assumes 3.5% Inflation Rate Source:, Page XI-11

12 FINANCIAL PLAN Operating Funding The proposed Vicksburg Transit Service Plan, shown in Table XI-1, projects an annual operating cost of $690,650 for the first year of transit operations. As stated, the cost projection incorporates six individual elements: 1. Route 1- Washington North/Hospital-Downtown Fixed Route. 2. Route 2- Washington South-Downtown Fixed Route. 3. Route 3- Clay Street Flex Route. 4. Route 4- Mall Flex Route. 5. Route 5- Commuter Route. 6. Vanpool Service. Revenue generated from transit operations will not cover the full cost of the transit service. This is typical of public transit programs in the United States, all of which require some form of supplemental funding. Refinement of the cost projections will suggest from where the supplemental funding might be derived. The members of the Vicksburg Transit Advisory Committee can determine which funding sources are most viable and appropriate as the service plan is refined. Implementation of the full service plan will not require a local financial contribution of the entire $690,650. There are some adjustments and built-in revenue sources that will moderate the cost. First, unique among the six elements of the plan, the Vanpool Service is designed to be self sufficient, with no external operating expenses. The vanpools will operate between population concentrations and employment sites. The employment sites might consist of a single employer, or a cluster of multiple employers. The vanpools will be managed and driven by individuals who are also employees at one of the work sites. Employers might assist in identifying potential riders within the work sites. The new transit program might also offer assistance in identifying and enlisting riders, particularly from multiple work sites. The entire cost of operating the van, which would include fuel, insurance, vehicle maintenance, etc., would be shared among all the riders. The operating cost of $76,500 therefore can be deducted from the total operating cost, Page XI-12

13 as shown in Table XI-8. There would, however, be a capital cost for the acquisition of the six vans of $210,000, as shown in the Capital Cost column of Table XI-1. Capital costs are addressed later. Table XI-8 Projected Operating Revenues Operating Element Cost Projected Operating Cost $690,650 Vanpool Service -$76,500 Subtotal Operating Cost $614,150 Farebox Revenue (10% of Total Cost) -$61,415 Administrative Expenses -$80,000 Section 5311 (80%) $64,000 Local Match (20%) $16,000 Net Operating Deficit $472,735 Section 5311 (50%) $236,368 Local Match (50%) $236,368 Total Local Match $252,368 Source: CTAA, 2004 and, The cost of operating the five transit elements of the plan is now $614,150. Riders would be paying a fare to utilize the service, and this farebox revenue is estimated to be $61,450. This is calculated on the basis of 10 percent of total expenses, which is typical of a rural transit operation. The Federal Transit Administration s Section 5311 program provides capital, operating, and administrative cost assistance to support public transit services in communities with populations less than 50,000. Operating assistance can cover 50 percent of the net operating deficit, while 80 percent of administrative expenses may be covered. It is assumed that administrative costs will total $80,000. Administrative costs include salary expenses of a project director, marketing expenses, insurance premiums, office supplies, facilities and equipment rental, standard overhead rates, and the costs of alcohol and drug testing. Designation of these expenses as administrative with an 80 percent federal share, rather than operating with a 50 percent federal share of the operating deficit, is at the discretion of the state department of transportation. The Mississippi Department of Transportation does currently allow funding of these costs as administrative. The 5311 program could provide $64,000 of Page XI-13

14 these expenses, with a local match obligation of $16,000. It might be noted that in-kind services can serve as local match for administrative expenses. Provision of office space, supplies, etc. could cover all or part of the administrative match requirement. The remaining $472,735 after deduction of farebox revenue and administrative expenses is the net operating deficit. The Section 5311 program could provide 50 percent of the net operating deficit, or in the case of the Vicksburg service, $236,638. The remainder, an equal amount of $236,638, is also a local match obligation. It must be noted that the $236,368 in operating assistance, as well as the $64,000 in administrative assistance, is the maximum that the Section 5311 program could provide, and is not guaranteed. Section 5311 funds are allocated to states on a formula basis. The State of Mississippi receives a fixed amount of funding, which is in turn allocated to individual transit programs in the state. The existing Section 5311 recipients will require operating assistance in future years at increased levels, reflecting increased operating expenses for items such as fuel and insurance. Fortunately, funding levels in the Section 5311 program have grown modestly in recent years. Transit service in Vicksburg will be considered a new start, an additional obligation on the overall 5311 program. Any funding requests submitted to the Mississippi Department of Transportation would, in effect, be competing with existing recipients and any additional new starts in the state. Although funding levels for Federal Transit Administration programs have not yet been determined for Fiscal Year 2005, it is anticipated that they will be approximately 4.7 percent greater than FY 2004 appropriations. When Congress has appropriated FY 2005 funds, and when individual state allocations have been determined, discussion with the Mississippi Department of Transportation can establish how much funding from the 5311 program can be realistically expected. The local match for operating assistance may be provided as a cash match, or through contract revenue. If the transit program provides services for other entities and organizations under contract, the revenue derived from provision of these services may be utilized as local match. Contract revenues may be used as match, Page XI-14

15 even if they are derived from federal sources. The prohibition against using federal funds to match federal funds does not apply in this situation. The only federal funds that may not be used to match Federal Transit Administration grants are other FTA funds. This provision allows communities to integrate certain client transportation services with public transit services, and apply the cost of operating the client transportation services to the match. The contract match is most effective when the contract service passengers are carried on the existing public transit services, without the need to operate additional services. In coordinating public and agency transportation services, the public transit provider needs to maximize revenue to cover the cost of operation. Agencies can certainly assign their clients to ride public transit, for only the cost of the public fare, but the fare does not nearly reflect the cost of operating the service. Agencies operating their own transportation services are paying the full cost of that service. Assignment of clients to a coordinated public transit service in which costs are shared can still result in significant cost savings for an agency. If all clients are diverted to a public transit service, for only the cost of the fare, the service can be overwhelmed and could collapse. Equitable reimbursement rates and mechanisms should result from negotiations among the transportation providers and agencies. As mentioned, there are several human service agencies in Vicksburg and Warren County that currently operate transportation service for their own clients. The two largest agencies are the Warren-Yazoo Mental Health Service and MIDD-West. The Warren-Yazoo Mental Health Service provides transportation services for seniors, persons with disabilities, at-risk children, and low-income residents of the area, without access to affordable transportation resources, to access its programs and facilities. The Warren County facility is located on Wisconsin Avenue in Vicksburg, close to the southern end of the proposed Route 4, the Mall Flex Route. This route could easily be modified to serve the Mental Health Service facility. The route is also designated a flex route and does have the capacity to deviate. Residents of other areas of the community could utilize the other public transit routes and transfer to Route 4 in downtown Vicksburg. In discussions with staff of the Mental Health Service, it appeared that some clients would be able to utilize the public Page XI-15

16 transit route to reach the facility. The Warren-Yazoo Mental Health Service may be a source of some contract revenue that might reduce the Section 5311 operating match requirement. The Warren-Yazoo Mental Health Service is also the recipient of vehicles from the Mississippi Department of Transportation through the FTA Section 5310 program. This funding source provides nonprofit agencies with 80 percent of the cost of vehicles and equipment which are used to transport seniors and/or persons with disabilities. The vehicles may also be used for other purposes if the needs of the primary target population are being met. The 5310 program may also provide recipients with 80 percent of the cost of purchased transportation services. This provision allows the program to maximize use of funds, particularly for recipients who might not fully use a vehicle. The purchased service option may be an additional source of revenue for the Mental Health Service, as well as other agencies in the community. It should be noted, however, that Section 5310 contract revenue may not be used as a match for Section 5311 operating funds. MIDD-West provides day habilitation services which include individual training and support in the acquisition, retention, and improvement in daily living, social, communication and self-help, and other adaptive skills. MIDD-West provides transportation for its clients to its facility located near Miller Street and Route 61, as well as to other work sites located throughout the community. The MIDD-West facility is located close to the ends of both Route 2-Washington South, and Route 4, the mall Flex Route. MIDD-West has acquired vehicles through the Section 5310 program, and has also purchased used vehicles from car rental agencies. Some of MIDD-West s clients may be able to utilize the public transit service to travel to programming and job sites; some on the other hand, will require exclusive dedicated client transportation service. Use of public transit by those clients who are able is consistent with the agency s emphasis on mainstreaming. MIDD-West may be a source of contract revenue, and may also be a candidate for receipt of Section 5310 purchase of service funding. Participation levels and financial contributions from the Warren-Yazoo Mental Health Service, MIDD-West, as well as other human service agencies with trans- Page XI-16

17 portation needs, such as the Community Council of Warren County and Mississippi Action for Progress, can be precisely determined only after discussions and negotiations with each of the organizations. As shown in Table XI-8, the local match obligation for administrative and operating assistance is $252,368. These matching funds will be required each year, and the amount will increase as costs escalate over time. Local government can provide the match as cash from general funds; many rural transit programs function with a cash match arrangement. The disadvantage of utilizing general funds without a dedicated funding source is that changing fiscal and political climates jeopardizes the availability of funds in a future year. One possible dedicated funding source that might be appropriate for Vicksburg is a lodging tax. Vicksburg has a substantial level of visitation, based upon casinos as well as the National Historical Park and factory outlet stores. A lodging tax would be imposed upon visitors and is generally more acceptable in a community because it is not imposed directly upon residents. There is a lodging and restaurant tax in Vicksburg and Warren County which is imposed at a rate of one percent upon restaurant and lodging businesses with annual revenues of more than $1 million annually. The tax generates approximately $750,000 per year and is the primary source of funding for the Convention and Visitors Bureau. The portion of this tax applied to restaurants is imposed upon residents. A lodging tax, applied only to lodging businesses with revenues of greater than $1 million per year, at perhaps one-half percent might generate sufficient revenue to provide all of the local operating and administrative match requirements, as well as at least part of the capital match requirements. The major source of lodging tax revenue would be the casinos hotels. The casinos would be major beneficiaries of the service, primarily as a source of reliable transportation for employees. The service employees in the hospitality industry represent a significant potential transit user group. The Vicksburg community should careful consider a lodging tax as a sustainable source of match funding for the new transit program. Page XI-17

18 Five Year Operations and Capital The five-year operations and capital expenses are provided in Table XI-7. First year costs, including bus purchase, facility construction, and other costs which may or may not be implemented could cost upwards of approximately $3.2 million. The total operations budget is expected to be approximately $614,150 during the first year of operations. Subsequent years are provided at an annual increase of 3.5 percent. Ten-Year Vision A Ten-Year Service Vision is provided as a starting point for looking into the future. This Vision includes estimates of operating and capital expenses over the next ten years. This Vision acts as a wish-list of projects and services. The Ten-Year Plan includes the continuation of new services as well as vehicle purchase and capital replacement. Table XI-9 provides the ten-year total cost. Total cost is anticipated to be approximately $11 million dollars. Table XI-9 10-Year Plan Cost Bus Purchase - Capital $4,898,947 (existing service) Transit Operating Funds $6,367,813 (existing service) Total $11,266,760 *Based upon 3.5 percent increase each year Source:, Capital Funding Table XI-1 indicates that the capital expense for purchase of vehicles in the first year of operation will be $1,110,000. Table XI-7 includes other capital items such as bicycle racks, bus shelters, marketing and software, as well as a maintenance/ office facility. The total cost for the other capital items is $2,125,000. Many of these other capital items, and certainly the facility, are optional. Vehicles, however, are essential. The service plan indicates that six buses would be required for the transit route service, with six vans required for the vanpool service. There are two primary federal sources for transit capital funding, the Section 5311 rural program Page XI-18

19 discussed earlier, and the Section 5309 program. Both provide up to 80 percent of the cost of equipment (90 percent of the cost of ADA-related equipment, such as wheelchair lifts). The local match for acquisition of $1,110,000 of vehicles is $220,000. Unlike the match for operating assistance, this match must be in cash. A new transit program will have significant capital costs during its first year of operation, but these expenses will not recur annually. Depending upon the size of the vehicles, equipment can be expected to last anywhere from 4-12 years. The medium-size buses that would be used for the Vicksburg route service would last about seven years, while the vans would last 4-5 years. Although capital replacement costs would not recur for several years, transit programs should anticipate these costs and reflect the annualized match requirements in yearly budgets. Ideally, vehicle replacements might be spread over several years, so that match obligations are not maximized in a single year. As mentioned earlier, Section 5311 funds are allocated to states based upon formula, and are in turn allocated within states through an application process. Vicksburg would compete with other existing and new Section 5311 capital applicants for funding. The Section 5309, which provides funding for buses and equipment for both urban and rural areas, has been entirely earmarked by Congress in recent years. Vicksburg would also need to work through its Congressional delegation to pursue earmarked funds. This process could start immediately, for fiscal year 2006 funds, that might not be available until the summer of The sources of match funding for equipment include two of the sources listed for operating match local general revenues and a lodging tax. The advantage of a dedicated funding source such as a lodging tax helps insure that funds would be available when replacements are due. The community might also consider appeals for direct funding from local casinos, or foundations. During the inventory phase of the project, several agency fleets were identified. These include the fleets of the potential agency partners listed above. Coordination strategies sometimes involve sharing of vehicles. If a participating agency and the new transit program determined that it would be mutually beneficial for the agency Page XI-19

20 to contribute a vehicle to the transit program, the capital requirements would be reduced. In return for contribution of a vehicle, the unit cost for purchase of service by the agency would be reduced. The agency might also have priority in use of these vehicles. The details of the financing plan to support the new Vicksburg Transit Service will emerge as the community refines the plan. The most sustainable transit programs are those that have a diversified funding foundation. A number of funding sources have been identified; the financing plan should not be necessarily limited to these sources alone, particularly if some of the suggested sources do not materialize. It also might be noted that if there are not sufficient funds available to support implementation of the full plan as described, the service could be scaled back to match the resources available. Additional service elements could be added incrementally as resources were secured. Conversely, if additional needs develop beyond the capacity of the service plan as designed, and additional resources were also available, the scope and scale of service could certainly be expanded. ORGANIZATIONAL PLAN The Organizational Plan presented in the following text is a brief overview of how Vicksburg-Warren County Transit should be organized. Transit Department Organization Public transportation services should be provided as part of a Vicksburg-Warren County Transit Department. The department should function as an arm of the local city and county government. Other transportation programs such as Head Start should also become part of the consolidated transit department. This approach will provide an opportunity for shared maintenance, operations, and administration. By combining all transportation services within one department, there is the potential for improved efficiency. This step will require approval and direction by the TAC, as well as City Council and County Commissioners approval. The department must be established, a Page XI-20

21 director, manager, and administrative support, and other programs moved to the transit department. Intergovernmental Agreements Service to outlying communities, and in the future to other counties, provides an opportunity for intergovernmental cooperation. An intergovernmental agreement between the City of Vicksburg and Warren County would need to be established. This would then be the basis for establishing a Transit Authority in the future. By providing service to neighboring counties, residents outside of Warren County may be served. Agreements with surrounding communities and counties would need to be sought out. Coordinated services are encouraged and are considered favorably when grants are requested for operating assistance. By establishing a regional coordinated service, there may be greater financial support available from outside sources. Although not considered essential to establish the proposed services, an intergovernmental agreement in the form of a Transit Authority could provide the opportunity to enhance and expand future services. Transit Authority There are two specific sections in the Mississippi State Code that deal with the development of a transit authority. Sections through deal with intergovernmental agreements. Sections through of the Code allow for the establishment of a Transit Authority and classifies such as a public utility. The City of Vicksburg has the power under this legislation to create a commission to control, manage, and operate the authority (classified as a system in the Code). Section 13 deals specifically with the formation of a commission formed for the purpose of establishing a motor vehicle transportation system for the transportation of passengers. No funding ability is provided under the authority designation in the Code. This Commission shall consist of not less than three (3) and no more than five (5) commissioners to be elected by the city. The commissioners shall be private citizens and hold no political office. The commissioners can receive per diem compensation in accordance with Section of the Code. Section Page XI-21

22 discusses the establishment of a transit authority (defined as a public utility commission) in greater detail. Section discusses the powers and duties of the Commission. In this section it states that the Commission must develop a set of bylaws for holding and conduct of its meetings and other regulations for the safe, economic, and efficient management and protection of the authority. This section also gives the Commission the power to employ a manager who will have actual charge of the day-today administration of the transit system. There are several methods available to the Commission in the selection of a manager. One way is to conduct a national search where the Commission can review resumes and select a manager. Another way is to hire the services of a recruiting company to advertise, interview, and select a manager. A third way is to contract with a national firm that specializes in the management of public transit systems. There is extensive language in the Code concerning the borrowing of money or the issuance of bonds to support the transit system. The issuances of bonds must be voter approved. However, there is no language on special taxation to support the transit system. There is also no language specifically not allowing a special tax. Since bonds need to be approved by the electorate, theoretically, it may be possible to have the electorate vote on a dedicated tax for transit. recommends that the city attorney investigate this issue and perhaps ask for the Attorney General s opinion if the Commission is interested in having a dedicated tax. MARKETING PROGRAM Develop Marketing/Promotional Materials This section presents detailed marketing strategies and a marketing plan for the general public transit service in Vicksburg-Warren County. Developing a Marketing Plan Marketing functions influence every aspect of a transit system, from the way the telephone is answered to the color of the vehicles. The following Marketing Plan provides steps to develop a Page XI-22

23 positive environment and image for Vicksburg-Warren County Transit. Much of the information is taken from The Manager s Guide to Market Planning: Marketing in Rural Transit, A Fact Sheet from the University of Kansas Transportation Center. The Vicksburg-Warren County Transit Manager would need to assign appropriate staff marketing duties. These duties would most likely be assigned to the administrative assistant, but more realistically would be divided between the two positions. It is also assumed that Vicksburg-Warren County Transit would use a consultant for major marketing promotions. The City of Vicksburg does not currently have the software or equipment to mass produce schedules, and it makes more sense to contract for that particular job. This will be true for other major marketing promotions discussed in the following pages. Several steps are needed to develop a marketing plan for Vicksburg-Warren County Transit: 1. Set marketing goals, objectives, and strategies. 2. Establish an action plan. 3. Calculate the budget. 4. Evaluate marketing efforts. Set Marketing Goals, Objectives, and Strategies Without goals, objectives, and strategies, it is difficult to evaluate the success of any transit agency. The goals for Vicksburg-Warren County public transit service are and should be relatively high, realistic, and attainable. The objectives and strategies should be specific and quantified. The more specific objectives and strategies are, the easier it is for managers to understand, approve, assign priorities to, and allocate resources for achievement. Specificity of objectives and strategies also makes it measurable and suitable for future evaluation. The Marketing Action Plan The action plan consists of the projects and activities designed to achieve the stated goals and objectives, along with feedback and evaluations to measure the level of success of any given project or activity. Page XI-23

24 Thirteen different marketing areas are involved in the action plan. Four areas are external to the transit agency: Public perception (image) Governmental/political leaders Business community Media The remaining nine involve the transit agency itself. These include: Public information Merchandising Promotions and special services Equipment Passenger amenities Routes/schedules/services Personnel Facilities and maintenance Fares and resources Planning Public Perception (Image): The perceptions of the public are difficult to identify. Perceptions are made up of individuals thoughts. The types of people hired, their appearance, the condition and design of the buildings and equipment, the type of media received, and other factors contribute to public perception. As the transit agency makes changes and improvements, people will change their preconceived notions. The number one thing to remember in making efforts to create a positive public perception is this: When you do it, do it right or don t do it! Page XI-24

25 Public perception may include the following activities for the transit agency. Operating Policies - A formalized set of operating policies should be adopted for consistency in performance of services. This does not need to be a complicated process simply, a written documentation of each activity, an explanation of how it is to take place, and the person responsible. Design and Use of a Logo The logo will portray, identify, and define a transit agency and strongly promotes its image in advertising. The logo identifies agency vehicles, equipment, shelters, and facilities, as well as maps, schedules, and other agency materials. The logo design could be a community effort through a contest or through a designer. An area contest provides residents with a feeling of participation in the new transit system. Basic guidelines include: > Logo should be unique. > Logo should be simple, geometric, understood by all, and have a strong visual impact. > Logo should communicate in all twodimensional and three-dimensional applications (ex: letterhead, uniforms, bus wraps, shelters, schedules, etc.). Avoid extremely decorative forms. > Logo should reproduce well in black and white, as well as color. As a preliminary legal step, a copyright check and filing should be made on any adopted logo. The most important aspect for success of a public image program is in its implementation. Standards should be set for application and use. Defining the standards should include shape, size, proportion, color, and materials. Consistency of logo use reinforces the transit system s identity. Public Information: The public information area of marketing is important because this is the arena that tells the people what the system is and how to use it. Some possibilities for presentation include prepared user information aids, media coverage, community meetings, a citizens advisory committee, school program, interior bus cards, telephone information service, discount passes, free-ride coupons, system or route schedules on restaurant placemats, system map, information bulletins, and printed schedules. Page XI-25

26 One example of public information from the above list includes passenger bus schedules. The bus schedule can be one of the most informative pieces produced by the transit agency. It provides the opportunity to show people what service is available, how easy it is to use the bus, and other agency information. Calculate the Marketing Budget The marketing budget is a tough field for many transit agencies. According to the American Public Transit Association, transit providers typically budget between 0.75 and 3.0 percent of their gross budget on marketing promotions (excluding salaries). Although this is less than most private sector businesses, public sector organizations can rely more heavily on media support for their public relations programs. In reality, transit agencies must ask themselves questions, such as Will we get more riders with this campaign? or Will we get additional revenues from this marketing effort? or Why should we advertise something we are losing money operating? Answers to these questions are subjective and may be influenced politically or may be continual efforts toward a particular market segment. The following text provides some Rules of Thumb that may be used. Marketing budget per peak vehicle = $800 to $1,200 Amount of line revenue generated for each marketing dollar spent = $13 to $16 Marketing budget per rider (excluding transfers) = $0.015 to $0.02 Amount per person in the service area = $0.22 to $ % of operating costs expended as follows: Salaries and/or Consultant Services 66% Printing Materials 19% Advertising 7% Merchandising 4% Other Direct Expenses 4% TOTAL 100% Page XI-26

27 During the initial startup of the Vicksburg-Warren County Transit System, a budget of $20,000 is anticipated. This would include the cost of printing schedules as well. The subsequent years may anticipate a marketing cost of between $6,000 and $8,000. The first year marketing budget of $18,425 (3 percent of total operating) will use the above rules of thumb for the different marketing strategies. Salaries and/or Consultant Services $12,160 Printing Materials $3,501 Advertising $1,290 Merchandising $737 Other Expenses $737 TOTAL MARKETING $18,425 Evaluation of Efforts Evaluating the effectiveness of any marketing program is the key to refinement of the program and the development of new ideas. Marketing must return something on its investment if it is to benefit the agency and the bus riders. The following Marketing Evaluation form is designed to help evaluate all marketing efforts. Reviewing evaluations before starting new efforts will prevent costly mistakes that were made in the past. However, it must also be remembered that times, people, and services do change and should be carefully reviewed before eliminating a new marketing idea. Page XI-27

28 Marketing Evaluation Dates of Marketing Project: Date form completed: Objective of Marketing Effort: Target Market Segment: Budget: Techniques and Strategies: Print Outdoor Radio TV Direct Other Anticipated Outcome and Evaluation Standard: Actual Outcome and Analysis: Should this effort be Repeated Modified Avoided Why? Please attach relevant materials for the file. Page XI-28

29 The following section presents a step-by-step marketing schedule to implement the new route-deviation service. The new transit service should begin in Fiscal Year The following Marketing Plan assumes that transit staff will begin marketing steps as soon as approved by the TAC to be ready for service by Table XI-10 presents the detailed marketing implementation plan for the new transit service in the area. The detailed plan should begin prior to the new service starting in A sample brochure that could be used for the new transit service in the area is included. A final brochure and schedule should be developed once the system is named and a logo adopted. Page XI-29

30 Table XI-10 One-Year Marketing Plan Vicksburg-Warren County Transit Service S T E P S S T E P S S T E P S S T E P S S T E P S S T E P S Month One Month Two Month Three Month Four Month Five Month Six Activities Establish a Marketing Planning Team and have Kick-off Meeting. Advertise logo contest in local newspaper(s). Visit local schools/colleges and set up a special student pass system for Plan to attend upcoming local event (1 to 3 months away) to promote transit service. Investigate if local business or government agencies would be interested in advertising using bus wraps, flyers posted in the buses, or at bus stops. Activities Choose logo winner and plan community transit celebration promoting the service. Investigate advertising costs on local radio stations. Procurement on vehicles is underway. Marketing Team plan for vehicle look w/ logo. Investigate companies that install bus wraps. Begin negotiations for payment of advertising. Develop a promotional kit for corporate/agency bus pass programs. Identify businesses and agencies interested in advertising. Activities Attend local community events with handouts and transit information. Advertise on a local radio station. Marketing Team meet for update and plan for next 3 months. Plan for promotional events. Activities Contract with a bus wrap vendor to install bus wraps. Create advertising flyers for local newspaper(s). Contact two employers or agencies regarding a bus pass program. Plan employee customer service training for new service - both phone and face to face. Activities Visit local agencies and senior centers to discuss joint ventures to include promotional days and possible joint sponsorship of area trips. Make additional contacts, if necessary, for exterior/interior bus advertising. Make contact with graphics company to verify schedules/brochures, bus stop signs, vehicle logo, and uniform design are on schedule. Activities Hold Marketing Planning Team six-month meeting. Evaluate current marketing strategies to be sure the new service is "on-target" and accomplishing marketing goals. Contact two employers or agencies regarding a bus pass program. Establish the following year's marketing budget. Page XI-30

31 Table XI-10, continued S T E P S S T E P S S T E P S S T E P S S T E P S S T E P S Month Seven Month Eight Month Nine Month Ten Month Eleven 1 2 Month Twelve One-Year Marketing Plan Vicksburg-Warren County Transit Service Activities Do a talk show on local radio station for residents with questions. Visit with local schools to plan additional events and promote new service. Monitor logo progress, vehicle procurement, and schedule design. Plan a possible website. Activities Contact two employers or agencies regarding a bus pass program. Install logos and bus wraps on vehicles. Activities Continue employee customer service training for the new transit service. Produce a "Transit Rider Guide" for children and seniors. Quarterly Marketing Team meeting. Activities Distribute "Transit Rider Guide" to local schools and senior centers. Evaluate best marketing tools thus far; continue those that are successful. Contact two employers or agencies regarding a bus pass program. Create senior and children's promotional materials. Activities Hold a children's art contest where children can compete for small prizes for designing transit-related picture or painting. Coordinate with schools to promote the program. Hang children's art in buses behind plexiglass for public viewing. Activities Hold Marketing Planning Team year-end meeting. Install advertisement in bus shelters or on bus benches. Evaluate overall marketing successes and failures for future marketing plans. Page XI-31

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33 Eastbound Westbound Downtown Hospital Kmart Eastridge Mall Wal-Mart Kmart Hospital Downtown Depart Earliest Latest Earliest Latest Earliest Latest Earliest Latest Earliest Latest Earliest Latest Earliest Latest 6:30 AM 6:32 AM 6:33 AM 6:38 AM 6:40 AM 6:42 AM 6:44 AM 6:45 AM 6:47 AM 6:48 AM 6:50 AM 6:54 AM 6:57 AM 6:56 AM 7:00 AM 7:00 AM 7:02 AM 7:03 AM 7:08 AM 7:10 AM 7:12 AM 7:14 AM 7:15 AM 7:17 AM 7:18 AM 7:20 AM 7:24 AM 7:27 AM 7:26 AM 7:30 AM 7:30 AM 7:32 AM 7:33 AM 7:38 AM 7:40 AM 7:42 AM 7:44 AM 7:45 AM 7:47 AM 7:48 AM 7:50 AM 7:54 AM 7:57 AM 7:56 AM 8:00 AM 8:00 AM 8:02 AM 8:03 AM 8:08 AM 8:10 AM 8:12 AM 8:14 AM 8:15 AM 8:17 AM 8:18 AM 8:20 AM 8:24 AM 8:27 AM 8:26 AM 8:30 AM 8:30 AM 8:32 AM 8:33 AM 8:38 AM 8:40 AM 8:42 AM 8:44 AM 8:45 AM 8:47 AM 8:48 AM 8:50 AM 8:54 AM 8:57 AM 8:56 AM 9:00 AM 9:00 AM 9:02 AM 9:03 AM 9:08 AM 9:10 AM 9:12 AM 9:14 AM 9:15 AM 9:17 AM 9:18 AM 9:20 AM 9:24 AM 9:27 AM 9:26 AM 9:30 AM 9:30 AM 9:32 AM 9:33 AM 9:38 AM 9:40 AM 9:42 AM 9:44 AM 9:45 AM 9:47 AM 9:48 AM 9:50 AM 9:54 AM 9:57 AM 9:56 AM 10:00 AM 10:00 AM 10:02 AM 10:03 AM 10:08 AM 10:10 AM 10:12 AM 10:14 AM 10:15 AM 10:17 AM 10:18 AM 10:20 AM 10:24 AM 10:27 AM 10:26 AM 10:30 AM 10:30 AM 10:32 AM 10:33 AM 10:38 AM 10:40 AM 10:42 AM 10:44 AM 10:45 AM 10:47 AM 10:48 AM 10:50 AM 10:54 AM 10:57 AM 10:56 AM 11:00 AM 11:00 AM 11:02 AM 11:03 AM 11:08 AM 11:10 AM 11:12 AM 11:14 AM 11:15 AM 11:17 AM 11:18 AM 11:20 AM 11:24 AM 11:27 AM 11:26 AM 11:30 AM 11:30 AM 11:32 AM 11:33 AM 11:38 AM 11:40 AM 11:42 AM 11:44 AM 11:45 AM 11:47 AM 11:48 AM 11:50 AM 11:54 AM 11:57 AM 11:56 AM 12:00 PM 12:00 PM 12:02 PM 12:03 PM 12:08 PM 12:10 PM 12:12 PM 12:14 PM 12:15 PM 12:17 PM 12:18 PM 12:20 PM 12:24 PM 12:27 PM 12:26 PM 12:30 PM 12:30 PM 12:32 PM 12:33 PM 12:38 PM 12:40 PM 12:42 PM 12:44 PM 12:45 PM 12:47 PM 12:48 PM 12:50 PM 12:54 PM 12:57 PM 12:56 PM 1:00 PM 1:00 PM 1:02 PM 1:03 PM 1:08 PM 1:10 PM 1:12 PM 1:14 PM 1:15 PM 1:17 PM 1:18 PM 1:20 PM 1:24 PM 1:27 PM 1:26 PM 1:30 PM 1:30 PM 1:32 PM 1:33 PM 1:38 PM 1:40 PM 1:42 PM 1:44 PM 1:45 PM 1:47 PM 1:48 PM 1:50 PM 1:54 PM 1:57 PM 1:56 PM 2:00 PM 2:00 PM 2:02 PM 2:03 PM 2:08 PM 2:10 PM 2:12 PM 2:14 PM 2:15 PM 2:17 PM 2:18 PM 2:20 PM 2:24 PM 2:27 PM 2:26 PM 2:30 PM 2:30 PM 2:32 PM 2:33 PM 2:38 PM 2:40 PM 2:42 PM 2:44 PM 2:45 PM 2:47 PM 2:48 PM 2:50 PM 2:54 PM 2:57 PM 2:56 PM 3:00 PM 3:00 PM 3:02 PM 3:03 PM 3:08 PM 3:10 PM 3:12 PM 3:14 PM 3:15 PM 3:17 PM 3:18 PM 3:20 PM 3:24 PM 3:27 PM 3:26 PM 3:30 PM 3:30 PM 3:32 PM 3:33 PM 3:38 PM 3:40 PM 3:42 PM 3:44 PM 3:45 PM 3:47 PM 3:48 PM 3:50 PM 3:54 PM 3:57 PM 3:56 PM 4:00 PM 4:00 PM 4:02 PM 4:03 PM 4:08 PM 4:10 PM 4:12 PM 4:14 PM 4:15 PM 4:17 PM 4:18 PM 4:20 PM 4:24 PM 4:27 PM 4:26 PM 4:30 PM 4:30 PM 4:32 PM 4:33 PM 4:38 PM 4:40 PM 4:42 PM 4:44 PM 4:45 PM 4:47 PM 4:48 PM 4:50 PM 4:54 PM 4:57 PM 4:56 PM 5:00 PM 5:00 PM 5:02 PM 5:03 PM 5:08 PM 5:10 PM 5:12 PM 5:14 PM 5:15 PM 5:17 PM 5:18 PM 5:20 PM 5:24 PM 5:27 PM 5:26 PM 5:30 PM 5:30 PM 5:32 PM 5:33 PM 5:38 PM 5:40 PM 5:42 PM 5:44 PM 5:45 PM 5:47 PM 5:48 PM 5:50 PM 5:54 PM 5:57 PM 5:56 PM 6:00 PM 6:00 PM 6:02 PM 6:03 PM 6:08 PM 6:10 PM 6:12 PM 6:14 PM 6:15 PM 6:17 PM 6:18 PM 6:20 PM 6:24 PM 6:27 PM 6:26 PM 6:30 PM Indian Paintbrush US 20/26 Casper Bus Route Map West Casper Downtown Natrona Co. H.S. Poplar/CY CY/Kit Carson Natrona Co. H.S. Downtown Depart Earliest Latest Earliest Latest Earliest Latest Earliest Latest Earliest Latest 6:30 AM 6:34 AM 6:36 AM 6:36 AM 6:38 AM 6:40 AM 6:42 AM 6:49 AM 6:54 AM 6:53 AM 6:58 AM 7:30 AM 7:34 AM 7:36 AM 7:36 AM 7:38 AM 7:40 AM 7:42 AM 7:49 AM 7:54 AM 7:53 AM 7:58 AM 8:30 AM 8:34 AM 8:36 AM 8:36 AM 8:38 AM 8:40 AM 8:42 AM 8:49 AM 8:54 AM 8:53 AM 8:58 AM 9:30 AM 9:34 AM 9:36 AM 9:36 AM 9:38 AM 9:40 AM 9:42 AM 9:49 AM 9:54 AM 9:53 AM 9:58 AM 10:30 AM 10:34 AM 10:36 AM 10:36 AM 10:38 AM 10:40 AM 10:42 AM 10:49 AM 10:54 AM 10:53 AM 10:58 AM 11:30 AM 11:34 AM 11:36 AM 11:36 AM 11:38 AM 11:40 AM 11:42 AM 11:49 AM 11:54 AM 11:53 AM 11:58 AM 12:30 PM 12:34 PM 12:36 PM 12:36 PM 12:38 PM 12:40 PM 12:42 PM 12:49 PM 12:54 PM 12:53 PM 12:58 PM 1:30 PM 1:34 PM 1:36 PM 1:36 PM 1:38 PM 1:40 PM 1:42 PM 1:49 PM 1:54 PM 1:53 PM 1:58 PM 2:30 PM 2:34 PM 2:36 PM 2:36 PM 2:38 PM 2:40 PM 2:42 PM 2:49 PM 2:54 PM 2:53 PM 2:58 PM 3:30 PM 3:34 PM 3:36 PM 3:36 PM 3:38 PM 3:40 PM 3:42 PM 3:49 PM 3:54 PM 3:53 PM 3:58 PM 4:30 PM 4:34 PM 4:36 PM 4:36 PM 4:38 PM 4:40 PM 4:42 PM 4:49 PM 4:54 PM 4:53 PM 4:58 PM 5:30 PM 5:34 PM 5:36 PM 5:36 PM 5:38 PM 5:40 PM 5:42 PM 5:49 PM 5:54 PM 5:53 PM 5:58 PM North Casper Downtown Roosevelt School Holiday Inn Counseling Center Holiday Inn Downtown Depart Earliest Latest Earliest Latest Earliest Latest Earliest Latest Earliest Latest 7:00 AM 7:05 AM 7:07 AM 7:10 AM 7:16 AM 7:14 AM 7:20 AM 7:18 AM 7:24 AM 7:24 AM 7:30 AM 8:00 AM 8:05 AM 8:07 AM 8:10 AM 8:16 AM 8:14 AM 8:20 AM 8:18 AM 8:24 AM 8:24 AM 8:30 AM 9:00 AM 9:05 AM 9:07 AM 9:10 AM 9:16 AM 9:14 AM 9:20 AM 9:18 AM 9:24 AM 9:24 AM 9:30 AM 10:00 AM 10:05 AM 10:07 AM 10:10 AM 10:16 AM 10:14 AM 10:20 AM 10:18 AM 10:24 AM 10:24 AM 10:30 AM 11:00 AM 11:05 AM 11:07 AM 11:10 AM 11:16 AM 11:14 AM 11:20 AM 11:18 AM 11:24 AM 11:24 AM 11:30 AM 12:00 PM 12:05 PM 12:07 PM 12:10 PM 12:16 PM 12:14 PM 12:20 PM 12:18 PM 12:24 PM 12:24 PM 12:30 PM 1:00 PM 1:05 PM 1:07 PM 1:10 PM 1:16 PM 1:14 PM 1:20 PM 1:18 PM 1:24 PM 1:24 PM 1:30 PM 2:00 PM 2:05 PM 2:07 PM 2:10 PM 2:16 PM 2:14 PM 2:20 PM 2:18 PM 2:24 PM 2:24 PM 2:30 PM 3:00 PM 3:05 PM 3:07 PM 3:10 PM 3:16 PM 3:14 PM 3:20 PM 3:18 PM 3:24 PM 3:24 PM 3:30 PM 4:00 PM 4:05 PM 4:07 PM 4:10 PM 4:16 PM 4:14 PM 4:20 PM 4:18 PM 4:24 PM 4:24 PM 4:30 PM 5:00 PM 5:05 PM 5:07 PM 5:10 PM 5:16 PM 5:14 PM 5:20 PM 5:18 PM 5:24 PM 5:24 PM 5:30 PM 6:00 PM 6:05 PM 6:07 PM 6:10 PM 6:16 PM 6:14 PM 6:20 PM 6:18 PM 6:24 PM 6:24 PM 6:30 PM Poison Spider Rd. Riverbend Rd. Paradise Dr. US 20/26 CY Ave. Yellowstone Hwy 4 Wyoming Blvd. Salt Creek Hwy Kit Carson Westbound 15th St./Cntry Club 12th St./Beverly Lifesteps Campus Oakcrest/21st St Casper College Natrona County H.S. Downtown Earliest Latest Earliest Latest Earliest Latest Earliest Latest Earliest Latest Earliest Latest Earliest Latest 6:22 AM 6:27 AM 6:26 AM 6:31 AM 6:30 AM 6:36 AM 6:38 AM 6:45 AM 6:40 AM 6:48 AM 6:44 AM 6:53 AM 6:48 AM 6:58 AM 7:22 AM 7:27 AM 7:26 AM 7:31 AM 7:30 AM 7:36 AM 7:38 AM 7:45 AM 7:40 AM 7:48 AM 7:44 AM 7:53 AM 7:48 AM 7:58 AM 8:22 AM 8:27 AM 8:26 AM 8:31 AM 8:30 AM 8:36 AM 8:38 AM 8:45 AM 8:40 AM 8:48 AM 8:44 AM 8:53 AM 8:48 AM 8:58 AM 9:22 AM 9:27 AM 9:26 AM 9:31 AM 9:30 AM 9:36 AM 9:38 AM 9:45 AM 9:40 AM 9:48 AM 9:44 AM 9:53 AM 9:48 AM 9:58 AM 10:22 AM 10:27 AM 10:26 AM 10:31 AM 10:30 AM 10:36 AM 10:38 AM 10:45 AM 10:40 AM 10:48 AM 10:44 AM 10:53 AM 10:48 AM 10:58 AM 11:22 AM 11:27 AM 11:26 AM 11:31 AM 11:30 AM 11:36 AM 11:38 AM 11:45 AM 11:40 AM 11:48 AM 11:44 AM 11:53 AM 11:48 AM 11:58 AM 12:22 PM 12:27 PM 12:26 PM 12:31 PM 12:30 PM 12:36 PM 12:38 PM 12:45 PM 12:40 PM 12:48 PM 12:44 PM 12:53 PM 12:48 PM 12:58 PM 1:22 PM 1:27 PM 1:26 PM 1:31 PM 1:30 PM 1:36 PM 1:38 PM 1:45 PM 1:40 PM 1:48 PM 1:44 PM 1:53 PM 1:48 PM 1:58 PM 2:22 PM 2:27 PM 2:26 PM 2:31 PM 2:30 PM 2:36 PM 2:38 PM 2:45 PM 2:40 PM 2:48 PM 2:44 PM 2:53 PM 2:48 PM 2:58 PM 3:22 PM 3:27 PM 3:26 PM 3:31 PM 3:30 PM 3:36 PM 3:38 PM 3:45 PM 3:40 PM 3:48 PM 3:44 PM 3:53 PM 3:48 PM 3:58 PM 4:22 PM 4:27 PM 4:26 PM 4:31 PM 4:30 PM 4:36 PM 4:38 PM 4:45 PM 4:40 PM 4:48 PM 4:44 PM 4:53 PM 4:48 PM 4:58 PM 5:22 PM 5:27 PM 5:26 PM 5:31 PM 5:30 PM 5:36 PM 5:38 PM 5:45 PM 5:40 PM 5:48 PM 5:44 PM 5:53 PM 5:48 PM 5:58 PM Route 2 Sycamore Wilkins Cir. 13th St. 15th St. Bellaire I-25 Natrona H.S. Counseling Center Poplar St. Poplar St. Collins Dr. College Dr. Wolcott Eastbound Downtown Natrona County H.S. Casper College Oakcrest/21st St 12th St./Conwell 12th St./Cntry Club Depart Earliest Latest Earliest Latest Earliest Latest Earliest Latest Earliest Latest 7:00 AM 7:03 AM 7:04 AM 7:07 AM 7:09 AM 7:10 AM 7:12 AM 7:15 AM 7:18 AM 7:21 AM 7:26 AM 8:00 AM 8:03 AM 8:04 AM 8:07 AM 8:09 AM 8:10 AM 8:12 AM 8:15 AM 8:18 AM 8:21 AM 8:26 AM 9:00 AM 9:03 AM 9:04 AM 9:07 AM 9:09 AM 9:10 AM 9:12 AM 9:15 AM 9:18 AM 9:21 AM 9:26 AM 10:00 AM 10:03 AM 10:04 AM 10:07 AM 10:09 AM 10:10 AM 10:12 AM 10:15 AM 10:18 AM 10:21 AM 10:26 AM 11:00 AM 11:03 AM 11:04 AM 11:07 AM 11:09 AM 11:10 AM 11:12 AM 11:15 AM 11:18 AM 11:21 AM 11:26 AM 12:00 PM 12:03 PM 12:04 PM 12:07 PM 12:09 PM 12:10 PM 12:12 PM 12:15 PM 12:18 PM 12:21 PM 12:26 PM 1:00 PM 1:03 PM 1:04 PM 1:07 PM 1:09 PM 1:10 PM 1:12 PM 1:15 PM 1:18 PM 1:21 PM 1:26 PM 2:00 PM 2:03 PM 2:04 PM 2:07 PM 2:09 PM 2:10 PM 2:12 PM 2:15 PM 2:18 PM 2:21 PM 2:26 PM 3:00 PM 3:03 PM 3:04 PM 3:07 PM 3:09 PM 3:10 PM 3:12 PM 3:15 PM 3:18 PM 3:21 PM 3:26 PM 4:00 PM 4:03 PM 4:04 PM 4:07 PM 4:09 PM 4:10 PM 4:12 PM 4:15 PM 4:18 PM 4:21 PM 4:26 PM 5:00 PM 5:03 PM 5:04 PM 5:07 PM 5:09 PM 5:10 PM 5:12 PM 5:15 PM 5:18 PM 5:21 PM 5:26 PM 6:00 PM 6:03 PM 6:04 PM 6:07 PM 6:09 PM 6:10 PM 6:12 PM 6:15 PM 6:18 PM 6:21 PM 6:26 PM Holiday Inn Ash Center St. 9th St. Casper College Roosevelt School K St. 3 Beech St. Downtown Transfer Center Oakcrest McKinley Elma St. 1st St. 2 21st 1 Lifesteps Campus Wilson Hospital 12th St. Beverly 2nd St. Country Club Wyoming Blvd. 15th St. Kmart Wal-Mart I-25 Eastridge Mall Westbound Downtown Natrona Co. H.S. Poplar/CY CY/Kit Carson CY/Indian Paintbr. Ind Paintbr/Riverbend Depart Earliest Latest Earliest Latest Earliest Latest Earliest Latest Earliest Latest 7:00 AM 7:04 AM 7:06 AM 7:06 AM 7:08 AM 7:10 AM 7:12 AM 7:14 AM 7:18 AM 7:18 AM 7:25 AM 8:00 AM 8:04 AM 8:06 AM 8:06 AM 8:08 AM 8:10 AM 8:12 AM 8:14 AM 8:18 AM 8:18 AM 8:25 AM 11:30 AM 11:34 AM 11:36 AM 11:36 AM 11:38 AM 11:40 AM 11:42 AM 11:44 AM 11:48 AM 11:48 AM 11:55 AM 12:30 PM 12:34 PM 12:36 PM 12:36 PM 12:38 PM 12:40 PM 12:42 PM 12:44 PM 12:48 PM 12:48 PM 12:55 PM 4:30 PM 4:34 PM 4:36 PM 4:36 PM 4:38 PM 4:40 PM 4:42 PM 4:44 PM 4:48 PM 4:48 PM 4:55 PM 5:30 PM 5:34 PM 5:36 PM 5:36 PM 5:38 PM 5:40 PM 5:42 PM 5:44 PM 5:48 PM 5:48 PM 5:55 PM Eastbound Riverbend CY/Paradise CY/Kit Carson CY/Poplar Natrona Co. H.S. Downtown Earliest Latest Earliest Latest Earliest Latest Earliest Latest Earliest Latest Earliest Latest 7:18 AM 7:25 AM 7:25 AM 7:35 AM 7:30 AM 7:40 AM 7:32 AM 7:42 AM 7:34 AM 7:44 AM 7:38 AM 7:48 AM 8:18 AM 8:25 AM 8:25 AM 8:35 AM 8:30 AM 8:40 AM 8:32 AM 8:42 AM 8:34 AM 8:44 AM 8:38 AM 8:48 AM 11:48 AM 11:55 AM 11:55 AM 12:05 PM 12:00 PM 12:10 PM 12:02 PM 12:12 PM 12:04 PM 12:14 PM 12:08 PM 12:18 PM 12:48 PM 12:55 PM 12:55 PM 1:05 PM 1:00 PM 1:10 PM 1:02 PM 1:12 PM 1:04 PM 1:14 PM 1:08 PM 1:18 PM 4:48 PM 4:55 PM 4:55 PM 5:05 PM 5:00 PM 5:10 PM 5:02 PM 5:12 PM 5:04 PM 5:14 PM 5:08 PM 5:18 PM 5:48 PM 5:55 PM 5:55 PM 6:05 PM 6:00 PM 6:10 PM 6:02 PM 6:12 PM 6:04 PM 6:14 PM 6:08 PM 6:18 PM

34 Fares Route-Deviation Drivers do not carry cash and cannot make change. Please have the exact fare ready when boarding. Adult/Youth Cash Fare...$1.00 Senior (60+ yrs.)...$0.50 Persons with Disabilities...$0.50 Children (5 yrs and under)...free Route-Deviation...$2.00 Passes and Ticket Books Discounted passes and ticket books can be purchased at the Casper Transit office. Passes offer unlimited rides. If you ride often, buying a pass may result in significant savings. Monthly Pass...$40.00 Monthly Pass (Senior, Disabled, Youth)...$20.00 Punch Pass (11 Rides)...$10.00 Demand-Response Fares Demand-Response (within fixed-route area)..$2.00 Senior/Disabled Persons Demand-Response Service (outside fixed-route service area)...$3.00 General Public Demand-Response Service (outside fixed-route service area)...$3.00 Paratransit Service Casper Transit, in addition to providing Route- Deviation Service, provides door-to-door paratransit service. Paratransit service is comparable transportation service required by the Americans with Disabilities Act (ADA), for individuals with disabilities who are unable to use the Route-Deviation Service. For more information on paratransit service or to get an application to certify to be eligible for paratransit service, call Casper Transit at 235-XXXX. There are three categories of persons with rights to paratransit services, which are established by the ADA. Any person with a disability who can use an accessible vehicle, but for whom any desired trip cannot be made because the route-deviation service they need to use is not accessible, is deemed eligible. All Casper Transit vehicles are accessible. Individuals who because of the disability cannot independently board, ride and/or disembark from an accessible vehicle. Those individuals who have impairmentrelated conditions that prevent them from getting to or from a boarding or disembarking location. An individual who has been certified by another transit provider will be considered eligible by Casper Transit. A person traveling as a companion of a person who is ADA paratransit eligible is deemed eligible for that trip. The companion need not be a family member. Saturday/Sunday Service Demand-Response (Only) Casper Transit provides Demand-Response door-to-door transit service on Saturdays. The Saturday service is from: 8:00 a.m. - 5:15 p.m. Passenger fares for the demand-response service are: Elderly/Disabled $1.50 per one-way trip General Public $3 per one-way trip Children (12 and under) $0.50 CALL 235-XXXX TO SCHEDULE A RIDE! Rides may be scheduled as early as 14 days in advance. Reservations for rides should be made 24 hours in advance. Cancellations must be made at least 2 hours or more before your scheduled ride. Visit Casper Transit on the web to learn more about the Transit Services. Rider s Guide & Schedules CATCH A RIDE WITH CASPER TRANSIT! 235-XXXX Route Deviation Service Casper Transit operates Route-Deviation Service Monday through Friday within the Casper area. Buses operate on a scheduled fixed-route, but are able to deviate from the route to accommodate demand-response trips. The schedules in this Rider s Guide show Earliest/ Latest times that the bus may arrive at a stop. These times will vary depending on how many deviations a bus will make. If no requests to deviate, the bus will operate as a regular fixedroute. Residents in the Casper area can request the bus to pick-up or dropoff at a specific location, not on the advertised route, and at a slightly higher cost to the rider. The bus will leave and return at the same location from the scheduled route. This ensures that all riders who are waiting for the bus will still be accommodated. How to Ride Casper Transit Riding Casper Transit is easy and convenient! Just follow these simple steps. Use this guide to select your route. The map shows each of the routes. Locate where you want to go and pick the route that will take you there. Check the time schedule. Wait at the designated bus stop. (Route deviation passengers call Casper Transit to schedule your trip.) The bus stops are clearly marked. Board the bus after other passengers have exited. If you have difficulty boarding, ask the bus driver to lower the wheelchair lift on the bus. Pay your fare when you board. Drop the correct fare in the farebox or show your bus pass. Request a transfer when you board. Transfer slips are free and can be used if transferring to another bus route. Signal to exit the bus. When you are a block or two from your destination, pull the bus cord to let the driver know your stop. Please remain seated until the bus comes to a complete stop. Additional Information We re here to help you!!!!!!! Useful Information Buses stop at signed stops only. Service animals are welcome. Pets can only be boarded if they are in a pet carrier. No smoking, eating or drinking on buses. Personal radios must be turned off. Shirts and Shoes are required. Children must be removed from strollers before boarding. Please contact Casper Transit at 235-XXXX with any questions or for trip assistance. Holidays Route-Deviation Service is not available on Saturdays/Sundays and these National holidays: New Year s Day, Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Eve Day and Christmas Day. September 2003

35 MONITORING PROGRAM Monitoring should begin immediately when service is initiated. Data collection is essential to evaluate the service performance and to determine if changes should be made in the service delivery. This section provides information on data collection, databases, and standard reports which should be prepared. Data to Be Collected Data to be collected fall into three basic categories. The first is ridership data, second is on-time performance, and third is financial. Ridership Passenger boarding data should be collected continually. There is a trade-off between data collection efforts and the value of information. It is just as easy to collect too much data as it is to collect insufficient data. Passenger boardings should be recorded daily by route, fare category, and by trip. One goal all transit agencies should strive for is the implementation of Intelligent Transportation Systems, such as Mobile Data Terminals (MDT). Mobile Data Terminals include features such as recording each MDTs in use passenger by fare category as they board. This capability should be programmed into the capability of the software as it is implemented. Mobile Data Terminals also allow both data and voice communication between operator and dispatcher. It is similar to having an alphanumeric pager on the dashboard. Several successful agencies across the United States implementing MDTs include Central Ohio Transit Authority, Colorado Springs Transit, Tri-Met - Oregon, Milwaukee County Transit System, Ann Arbor Transportation Authority, and Montgomery County Transportation Authority. Passenger boarding data can also be collected using tally boards on the buses. Two sample counters are shown in Figure XI-2. Sufficient buttons are required to record passengers in each fare category. A driver s log sheet should then be used to record the passenger counts at the end of each trip. The drivers do not need to Page XI-35

36 calculate the number of passengers for that trip, but record the running total by fare category. As data are entered, the calculation of passengers on each trip can be made. An effective approach is to prepare the driver s log sheet for each of the drivers runs. This will provide preprinted route and trip information, and the driver will need only to record the date and the passenger count data. Figure XI-2 Manual Passenger Boarding Counters Twice each year, a full boarding and alighting count should be completed. If passenger boardings are counted using the MDTs and integrated with Automatic Vehicle Location (AVL), the data can be recorded automatically. If it must be done manually, this is a more intense effort and will require the use of additional personnel. Passenger counts are recorded for passengers boarding and alighting by stop for a full day. This information records the passenger activity at individual stops and is useful to determine if stops are appropriately placed and what amenities should be provided. If a stop has little or no activity, it would not warrant a bench or shelter, and may not even be appropriate as a designated stop. Data collection forms should be prepared for each route showing the stops and providing space to record the passenger counts. An example used for an existing system is provided. Similar sheets should be prepared in advance for the boarding and alighting data collection. Page XI-36

37 Breckenridge Route # of carryover passengers: Time: am / pm ID Bus Stop ON OFF W/CH ON W/CH OFF 34 Frisco Station 46 Summit School Road 89 Main 6th 94 Granite Street 50 Ophir Mountain Village 21 County Commons 95 Hwy Farmer's Korner 74 Hwy Tiger Run 97 Hwy Vienna Townhomes 13 Hwy Breckenridge Rec. Ctr 18 Park City Market 6 Park 4 O'Clock Road 110 Breckenridge Station 110 Breckenridge Station 108 Park River Mountain Lodge 18 Park City Market 98 Hwy Breck Inn 97 Hwy Vienna Townhomes 74 Hwy Tiger Run 95 Hwy Farmer's Korner 50 Ophir Mountain Village 21 County Commons 109 Summit Co Comm. Ctr 94 Granite Street 89 Main 6th 46 Summit School Road 34 Frisco Station EXTRAS Page XI-37

38 Finally, an onboard passenger survey should be conducted periodically. We recommend that the initial survey be conducted after service has been operating one year. Following that, passenger surveys should be conducted at least every two years. Survey instruments with questions appropriate for the Vicksburg-Warren County area should be developed to collect information about passenger demographics, trip characteristics, and perceptions of the transit service. An onboard survey used in Colorado Springs is provided as an example. Ridership performance measures that may be used include: Number of Trips by Purpose: Indicator of the service being provided. Particularly useful if work trips can be related to access to employment, prevention of welfare, etc. Data for this category should be collected from onboard passenger surveys. Number of Wheelchair Trips: Often useful for political purposes. Could also be expressed as the ratio of wheelchair trips to total trips which can also be combined with measures of efficiency/effectiveness; i.e., a low pax/hour ratio may be the direct result of a high percentage of wheelchair trips (number wheelchair trips). Page XI-38

39 Dear Springs Transit Rider, Springs Transit is collecting information to help plan for better transit services in Colorado Springs. Please complete this form and return it to the worker on the bus. You may receive more than one survey form. Please participate by filling out every survey form you receive. Thank you. 1. Where did you COME FROM before you got on this bus? (Check one only) 9 Home 9 Shopping/Errands 9 Work 9 School/College 9 Doctor/Dentist 9 Social Visit/Recreation 9 Other 2. How did you get to THIS bus? (Check one only) 9 Walking blocks 9 Driving by myself 9 Transferring from the bus 9 Someone drove me 9 Bicycle 9 Other 3. Did you have a vehicle available to make this trip? 9 Yes 9 No 4. Where are you GOING TO now? 9 Home 9 Shopping/Errands 9 Work 9 School/College 9 Doctor/Dentist 9 Social Visit/Recreation 9 Other 5. How will you get from THIS bus to the place you are going? 9 Walking blocks 9 Driving by myself 9 Transferring to the bus 9 Having someone drive me 9 Bicycle 9 Other 6. Are you a licensed driver and able to drive? 9 Yes 9 No 7. How many vehicles in operating condition do you have at your household? 9 None or more 8. What is your age: 9 Under or over 9. Are you: 9 Employed full-time 9 Employed part-time 9 Not employed/retired 9 Full-time homemaker 9 Unable to work 9 High school, middle school, or elementary student 9 Part-time or 9 Full-time college student 10. What is your yearly household income? 9 Up to $10,000 9 $35,000 - $49,999 9 $10,000 - $14,999 9 $50,000 - $74,999 9 $15,000 - $24,999 9 $75,000 - $99,999 9 $25,000 - $34,999 9 $100,000 or more PLEASE TURN THIS FORM OVER AND COMPLETE THE OTHER SIDE If you have already completed one of these forms, please check here 9 and return the form to the survey worker. If you have not already completed one of these forms, please complete all of the following questions. Thank you.

40 11. How important are each of these characteristics for an ideal transit system? Very Important Unimportant Comfort Convenience Driver courtesy Safety Schedule readability Service frequency Area served Number of transfers Waiting time for transfer connections Travel time compared to driving Evening service On-time performance Fare Overall service quality Please rate Springs Transit on each of the following: Excellent Good Fair Poor Comfort Convenience Driver courtesy Safety Schedule readability Service frequency Area served Number of transfers Waiting time for transfer connections Travel time compared to driving Evening service On-time performance Fare Overall service quality Use the space below for any additional comments. PLEASE RETURN THIS FORM TO THE SURVEY WORKER ON THE BUS

41 On-Time Performance With the start of the new system, it will be important to monitor on-time performance. An on-time performance goal should be established. For instance, an attainable on-time goal of 95 percent for the service may be considered for startup. A recommended on-time window for deviated fixed-route systems is not earlier than the earliest scheduled pick-up time and no more than 10 minutes after the latest scheduled time. Minor adjustments may be needed to routes to ensure that schedules and headway adherence can be maintained. This is also important to determine the number of route-deviations which can be accommodated. Route schedules are set up so that there is a 10-minute earliest and 10-minute latest arrival time for the Vicksburg-Warren County flex-transit routes. If the bus is 10 minutes early, it will have to wait until the scheduled departure time so that there are no missed trips. To record on-time performance, drivers should report actual arrival and departure times at designated bus stops along the routes and at major stops such as the downtown, Pemberton Mall, or the hospital to the dispatcher. It should be emphasized that drivers should not leave prior to a scheduled stop time in order to make up time along a route. Leaving early could cause riders to miss a bus. The dispatcher should then record this information so that the number of trips running late can be determined. Again, this capability could be integrated with the MDT and database system so that the data is entered directly by the driver. This effort should continue for the first three months of service. After that, on-time data should be checked randomly to ensure that performance remains acceptable. The US Department of Transportation considers route-deviation systems as demand-responsive services. It should be noted that these categories pertain to scheduled route deviations provided by the service as well as complementary demand-response services. Therefore it is appropriate to consider the following categories of service as performance measures. Page XI-41

42 Missed/Late Trips Continual missed and/or late trips can cumulatively impact overall service efficiency, on-time performance, and contribute to negative perceptions of transit service. The Vicksburg-Warren County Transit Department should adopt a standard of performance for this service. A late trip may be considered as more than 5 minutes after the latest scheduled time, but less than 10 minutes after the latest scheduled pick-up time. A missed trip should be indicated if a passenger is picked up 20 minutes or later, or not at all, after a scheduled pick-up time. Missed and late trips should be monitored by dispatch and management staff on a daily basis. Data related to these categories should be compiled into the monthly performance report so that repeated occurrences may be addressed. If missed/late trips continue to occur after a three-month period, schedule adjustments should be considered as a corrective measure. Financial Data Vicksburg-Warren County Transit should carefully track financial data. Accounts should be kept so that separate costs can be tracked for each route. Financial data are required to evaluate performance measures such as the operating cost per hour of service and the cost per passenger-trip. Related fiscal performance measure categories may include: Subsidy/Passenger: Total cost less fares divided by the number of passengers. A good indicator of the public cost of providing service, better than farebox recovery ratio. Measure of cost-effectiveness. (Subsidy/pax) Cost/Hour: Annual operating cost divided by the number of revenue-hours. Good measure of efficiency. (Cost/hour) Cost/Mile: Annual operating cost divided by the number of revenue-miles. Good measure of efficiency. (Cost/mile) Administrative Cost Ratio: The system administrative cost divided by the operating budget expressed as a percent. Good indicator of administrative overhead. (Admin. Cost Ratio) Page XI-42

43 Database Format Several options are available for storing the data. The recommended approach is to set up databases in Microsoft Access to record passenger data. Example databases and assistance can be provided. A separate database should be set up for routine passenger data and a second for the boarding and alighting counts. Once the buses are equipped with Mobile Data Terminals (MDT), passenger count data can be entered directly into the database by the driver. The touch screen capability will allow the driver to record passenger boardings at each stop. This, combined with Automatic Vehicle Location systems, can record the data automatically by stop, eliminating the need for separate boarding and alighting counts. Similarly, drivers could report their arrival at the downtown transfer center via the MDT, and the time could be recorded automatically into a database for on-time performance. These capabilities should be programmed into the new software capabilities as they are implemented. Onboard survey data can be entered into a database such as Access or a spreadsheet program such as Excel. Standard Reports Vicksburg-Warren County Transit should provide monthly performance reports. The report should include performance data for the current month, the same month in the previous year, year-to-date performance, and the prior year-to-date performance. Information which should be reported include passenger boardings by route, passengers per revenue-hour by route, total passengers by fare category, total passengers, and system passengers per revenue-hour. Financial information should be reported including the operating cost and the cost per passenger. The average fare should be calculated and reported based on operating costs and passenger counts. Quarterly reports should be considered for providing recent trends and interim performance data to elected officials, the public, and other stakeholders. Additionally, an annual report should be compiled and presented. A sample report Page XI-43

44 format is provided. The information for these reports can be easily generated from the databases and the accounting system. Performance Monitoring Categories Transit performance measures serve as a guide to find out how a transit system performs. Performance measures define the type of data to be collected and give the tools necessary to identify transit system deficiencies and opportunities. It is worth noting that criteria used for the selection of performance measures include the following: Be measurable. Have a clear and intuitive meaning, so that it is understandable to those who will use it and to non-transportation professionals. Be acceptable and useful to transportation professionals. Be comparable across time and between geographical areas. Have a strong functional relationship to actual system operations, so that, once changes occur in system operations, changes to the system can readily be determined. Provide the most cost-effective means of data collection. Where appropriate, be based on statistically sound measurement techniques. Be consistent with measures identified for other systems. Performance measure categories that Vicksburg-Warren County Transit should use include: On-time Performance Cost/Hour Cost/Passenger Daily Route Miles and Hours Monthly Route Cost Subsidy per Passenger Missed/Late Trips Passenger No Shows Fleet Maintenance Page XI-44

45 Many of these measures have been described above. Other performance measures that should be used are: Passengers/Hour by Route: Number of total monthly and annual passengers divided by the corresponding revenue-hours. (Pax/hour) Passengers/Mile: Number of total annual passengers divided by the annual revenue-miles. (Pax/mile) Trips/Capita: Total annual trips divided by the population of the area served. A reasonable measure of the level of transit service, although the population within the service area (and the service area) must be determined. (Trips/capita) Vehicle-Miles/Service Area: A good measure of the level of service being provided. The service area must be realistically identified. As an example, a county system may say they serve the entire county, but in fact much of the county is very rural and service is never provided. (Veh.-miles/Serv. area) Distance Traveled Between Mechanical Breakdowns - Service/Road Calls Vehicle breakdowns are inevitable. Although frequent occurrences can create disruptions in a transit system, it is important to track the frequency and type of mechanical failures of each vehicle in addition to monitoring a fleet s age. Monitoring of vehicle breakdowns is one method of reducing system disruptions and may allow an agency to improve monitoring of vehicle replacement schedules and preventative maintenance practices. Data collection efforts should include date, time of day, type of failure, age of vehicle, vehicle number, vehicle mileage, and how the situation was rectified. Monitoring of these items will allow an agency to recognize repeated types of mechanical breakdowns, breakdowns related to vehicle type, age or mileage, and assist with preventative maintenance programs. Wheelchair lift failures should also be monitored. Data should be included in the monthly report. Page XI-45

46 Additional Fleet Maintenance performance measures may include: Accidents/1,000 miles: Measure of driver safety. Accidents must be defined as a standard. (Accid/1,000 miles) Average Age of Fleet: A good single indicator of vehicle replacement needs, although individual vehicle inventories, ages, and mileage should be tracked. (Avg. age of flt.) Page XI-46

47 Vicksburg-Warren County Transit Monthly Operating Report September 2007 Ridership Route Passengers September 2007 Hours Passengers per Hour September 2006 Passengers Hours Passengers per Hour Total Passengers by Fare Category Adult Cash Senior, Disabled Cash Monthly Pass Discount Monthly Pass Punch Pass Route-Deviation Demand-Response Extended Demand-Response General Public Demand-Response September 2007 September 2006 Financial Item Admin Salaries/Benefits Operating Salaries/Benefits Maintenance Rental/Leases Utilities Fuel and Oil Tires Insurance Taxes Other 2007 Budget 2007 YTD Percent of Budget 2006 YTD Total Page XI-47

48 FIVE-YEAR IMPLEMENTATION PLAN A Five-Year is presented in this section. Specific actions with corresponding responsibilities and timing are described. This implementation plan represents data from previous sections of this chapter and provides guidance for future efforts for public transit service. Figure XI-3 summarizes the steps described in this section to develop public transit service. Form Task Force for Implementation (Transit Advisory Committee) A Task Force should be established to implement the recommendations. This Task Force should become the Transit Advisory Committee (TAC) as service is implemented. The TAC should also be a continuation of the Public Transportation Committee which has been involved in the Technical Assistance Project. The Task Force will be responsible for obtaining some of the funding and coordinating the various implementation activities. Timing The Task Force should be formed immediately to begin the implementation activities. Responsibility The Public Transportation Committee should take the lead in forming the Task Force and recruiting members. The PTC should be responsible for setting meetings of the Task Force until the Transit Department is established. Page XI-48

49 Page XI-49 Figure XI-3 Vicksburg-Warren County Transit Implementation Timeline Form TAC Form Transit Department Acquire Funding Hire Staff and Train Drivers Marketing Task Identify Facility Purchase Buses/ Equipment Advertise System Finalize Service Plan Startup Service Monitor Service LEGEND Year Feed Back Planning Phase Implementation Phase TRANSPORTATION CONSULTANTS, INC.

50 Establish Vicksburg-Warren County Transit Department The new Transit Department must be established by the PTC in cooperation with the City of Vicksburg and Warren County. The Task Force will need to work with PTC members, City Council, and County Commissioners to draft and adopt the new department. Timing The Task Force should begin establishing the Transit Department as soon as the Task Force is formed. Responsibility Responsibility for establishing the Transit Department will be with the Task Force and the PTC. Establish Transit Director and Manager Positions Once the Transit Department is formed, the TAC should establish both Director and Manager positions. Currently, there is no staff dedicated to public transportation or coordination of transportation services. These positions will likely need approval from City Council and County Commissioners. The Transit Department Manager will assume the responsibilities for implementing this preferred plan and managing the day-to-day operations of the transit service. The Transit Director and/or Manager should report directly to the TAC. A major benefit of the manager position is that responsibilities for implementation of this plan are given to one individual who is focused primarily on transit. An additional benefit is that sufficient staff will be available to operate the transit services. The Transit Department Director would be responsible for overseeing the transit services and performing transportation-related duties. A reasonable salary for this position would be in the range of $40,000 plus a benefits package. A full- or parttime administrative assistant may also be required. The Transit Department Manager would be responsible for the day-to-day operations of the transit service, provide assistance for coordination of services, prepare applications for grant Page XI-50

51 funds, review transit funding recommendations made by other interested parties, analyze system performance and recommend changes in services, develop promotional and marketing materials, coordinate purchasing, coordinate any marketing and promotional activities, provide any required reports, schedule and record minutes for the TAC, present reports to the City Council/County Commissioners, and respond to public comments and suggestions on service improvements. A reasonable salary for this position would be in the range of $30,000 plus a benefits package. Other major responsibilities of the Transit Department Manager include the following: Administer and manage the transit program, including the scheduling of passengers and drivers. Develop the service plan and implement the service recommendations. Monitor transit service and scheduling to ensure appropriate assignment of vehicles for each service. Evaluate service performance and recommend changes to meet transit goals. Complete designated state and/or federal statistical reports. Develop and monitor vehicle specifications or equipment requirements in conjunction with appropriate agencies. Prepare grant applications for capital and operating assistance. Identify potential sources of new grants and prepare necessary documentation. Monitor budget expenditure and recommend appropriate actions to assure that budgets are followed. Monitor vehicle utilization through a uniform reporting process. Develop and monitor the preventative maintenance program. Supervise drivers and dispatchers. Attend training workshops as appropriate. Advertise for and interview qualified personnel for the system. Responsible for billing and collection of fees. Perform other duties as assigned by the Director. Page XI-51

52 Timing Hiring for the Transportation Department Director and Manager should begin immediately. These positions should be funded in the next fiscal year (2005 or Year 1) budget. Hiring should take place when the positions are funded. Responsibility Hiring of the Transportation Department Director and Manager will be the responsibility of the TAC, with City Council and County Commissioners approval. Obtain Funding Funding must be established for implementation of the new public transit service. Grant applications should be submitted for funding through the Jobs Access program and FTA Sections 5309 and Sources of revenues should be explored from various social service agencies which currently provide their own transportation service as well as the local casinos and businesses. The Task Force should prepare a final budget based on the Financial Plan and the actual funding which is obtained from the different sources. Timing The Task Force should begin development of funding immediately. Final budgets should be developed after the funding is obtained. Responsibility Funding will be a primary role for the Task Force. Members of the Task Force should be responsible for contacting various funding sources. Finalize Service Plan The operating plan for the service must be finalized prior to implementation. This will include identification of specific stops and any agreements for use of sites identified for stops. The service schedule will be finalized indicating the specific stops and scheduled times for the service. The Ceres scheduled service could be Page XI-52

53 phased starting with one vehicle in FY It is assumed that transit services will be performed by the Transit Department. Timing The service plan should be finalized three months prior to the date established to begin service. Responsibility The Transit Department Director and Manager will be responsible for developing the final service plan and schedules with input from the TAC. Develop Marketing/Promotional Materials Marketing and promotional materials will be needed to publicize the new transit services and the coordination of existing services. Brochures should describe the services and with a map of the area to be served. The brochures should include the schedule with times shown for each designated stop. The brochure should also describe how to use the service and be attractive and informative. Posters and signs should be prepared which may be displayed in businesses, at places of employment, hospitals, and community bulletin boards. The signs or posters should provide a brief description of the service with a source to obtain additional information. If possible, the schedule brochures should be made available where the posters are displayed. A speakers bureau should be set up by members of the TAC. Speakers should be provided for City Council/County Commissioners and other interested parties. A standard presentation could be developed using display boards or a computer slide show which could be used by all of the speakers. Announcements should be made through local media such as newspapers and radio. Articles should be written and submitted to the local news media describing Page XI-53