Final Transit Solutions Team Recommendation

8/2/2019 Final Transit Solutions Team Recommendation

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CITY OF COLORADO SPRINGS

Transit Solutions Team

Summary and Recommendations

March, 2012


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Transit Solutions Team

SUMMARY &RECOMMENDATIONS

Team Members

Robert Shonkwiler

Craig Whitney Frank ODonnell

Steve Cox Nick Kittle

Craig Blewitt

ObjectiveThe Solutions Teams are headed by community leaders who will work with staff to reinvent our delivery

of quality services to our Citizens on a limited budget.

The Transit Solutions Team is headed by Robert Shonkwiler, a retired business man with a comprehensive

understanding of reinvention of customary practices. The team is charged with rethinking our transit

system to achieve optimum customer service efficiently. The team members will look at the feasibility of

using smaller buses, van pools, cab vouchers and other options.

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ContentsTeam Members ......................................................................................................................................... 4

Objective ................................................................................................................................................... 4

Documents Attached: ................................................................................................................................... 2

Executive Summary ....................................................................................................................................... 1

Objective ....................................................................................................................................................... 2

Process .......................................................................................................................................................... 2

Findings ......................................................................................................................................................... 2

FREX .......................................................................................................................................................... 3

Paratransit - Contracting ........................................................................................................................... 4

Paratransit - Coordination ........................................................................................................................ 5

Vehicle Management ................................................................................................................................ 6

Administrative Financial Auditing .......................................................................................................... 7

Service Planning Performance Standards .............................................................................................. 8

Tickets & Fares .......................................................................................................................................... 9

Revenue Enhancement - No-Advertising Zones ..................................................................................... 10

Priorities to Expansion of Service................................................................................................................ 11

Evening Service ....................................................................................................................................... 11

Expand Northeast, Including the Powers Boulevard Corridor ................................................................ 11

Serve Centennial VA Facility ................................................................................................................... 11

More Saturday Service ............................................................................................................................ 11

Add Sunday and Holiday Service ............................................................................................................. 11

Increase Frequency ................................................................................................................................. 11

Documents Attached:MMT. (2012). Small Bus Project Report.

Transit Plus. (February 2012). Interim Specialized Transportation Analysis. Colorado Springs.


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Executive SummaryThe Transit Solutions Team (TST) was appointed by Steve Bach, Mayor of Colorado Springs, to work with

the Transit Services Division to review and evaluate the current approach to providing transit services to

our community. The objective was to recommend innovative approaches or measures to provide a more

cost-effective service.

The comprehensive review of the division revealed that Transit provides a very efficient and effective

service. Staff consistently reviews and adapts procedures, policies and strategies to both overcome the

challenges faced and to improve the delivery of the services provided.

The configuration and operation of the local fixed-route bus system appears to be balanced to meet the

objective of maximizing efficiency. The current philosophy is to obtain the greatest fare-recovery ratios

(farebox revenue versus costs of operations), and therefore the system is based on demand and is

geared to maximum ridership, which is a reasonable strategy that seems to be working. The farebox

return on the local fixed route system is approximately 25%.

The resulting TST recommendations are listed below.

Cease local funding of the FrontRange Express (FREX). Institute a competitive process for contracting for specialized transportation services. Coordinate the creation of a new brokerage model for specialized transportation services to

enhance competition and require payment based on provision of service.

Target 20% of fixed-route fleet to be 30 buses when replacing aging vehicles; consideralternative fuel and hybrid technology in all bus purchases.

Eliminate unnecessary redundancies in PPRTA Transit Budget oversight and auditing. Adopt and adhere to the Service Performance Standards. Streamline ticket and fare options; adopt fare adjustments; maximize accommodation of

electronic payment options.

Eliminate uncompensated no-advertising zones.

Given the efficiency of the current operation, the cost savings and additional revenue resulting from

implementation of the above recommendations will be limited and should be used to support the

sustainability of local services provided. It is important to note all realized savings must be reinvested in

Transit per federal grant regulations. None of the recommendations provide the City additional

contribution toward maintenance of effort, and there will be no impact to the Citys general fund.


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ObjectiveIn late 2011, Mayor Steve Bach appointed four separate Solutions Teams that would work with the City

to find innovative ways to provide better services with the existing budgets in place. These teams were

each led by a community member that was interested in helping our city provide the very best services

to our citizens as possible with the limited resources that currently exist.

The Transit Solutions Team (TST), headed by Robert Shonkwiler, a retired community businessman, was

appointed to work with the Transit Services Division (Transit) to review and evaluate the current

approach to providing transit services to our community. The other members of the team included

Citizens Craig Whitney and Frank ODonnell, and the Citys Steve Cox, Nick Kittle, and Craig Blewitt. The

objective was to recommend innovative approaches or measures to provide a more cost-effective

service using the existing budget.

Our goal is to achieve both optimal customer service and outstanding efficiency within the transit

system, said Mr. Shonkwiler.

ProcessThe Transit Solutions Team first convened on November 1, 2011 and then nearly every week thereafter

through March, 2012. Over the course of this period the team conducted a comprehensive review of all

transit services and activities. Staff presentations were offered to provide detailed information regarding

the services Transit offers, and the service model of each. The team examined and discussed all of these

services and the procedures associated with administering them in depth.

The local fixed-route bus system is branded as Mountain Metropolitan Transit, and is supplemented by

the Metro Mobility program, which is required by the Americans with Disabilities Act (ADA) to provide

those with disabilities equal access to the bus system. Transit also administers the FrontRange Express

(FREX), the commuter line between Colorado Springs and Denver. Another program that Transit

provides is Metro Rides, which is a grant-funded commuter vanpool program.

Transits funding is derived from the Pikes Peak Rural Transportation Authority (PPRTA), prior years

carryover, federal grants, farebox and advertising revenues, the Citys general fund, and state grants.

FindingsAfter the comprehensive review of the division, the Transit Solutions Team concludes that, overall, the

services provided by the Transit Services Division are delivered in an effective and efficient manner. Staff

members at Transit consistently review and adapt procedures, policies and strategies to both overcome

the challenges faced and to improve the delivery of the services they provide. Nonetheless, the Team

has identified areas where changes could be made to provide more effective transit services with the

limited community resources available.


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FREXAfter the comprehensive review of the division, the Transit Solutions Team concludes that, overall, the

services provided by the Transit Services Division are delivered in an effective and efficient manner. Staff

members at Transit consistently review and adapt procedures, policies and strategies to both overcome

the challenges faced and to improve the delivery of the services they provide. Nonetheless, the Team

has identified areas where changes could be made to provide more effective transit services with thelimited community resources available.

In addition to the local fixed-route system, there is one service that extends outside the City boundaries

and beyond the PPRTA tax-payers area. The FrontRange Express (FREX) service is a commuter line that

runs between Colorado Springs and Denver, extending well beyond City and PPRTA boundaries.

Revenues for the operation of FREX in 2011 were derived from PPRTA, farebox collections,FASTER

grants, Town of Monuments contribution, one-time funds from sale of assets, advertising revenue, and

carryover funding from the prior year.

Retaining local funding that currently is dedicated to FREX will add a significant amount of sustainability

to the local system. FREX, as an intercity service, should be not be disproportionately supported by asingle entity, and the state is currently reviewing options for funding FREX.

RECOMMENDATION:

Cease local funding of the FrontRange Express.

This does not preclude other governmental agencies from

providing the necessary support to continue the service.

Discontinue Local Funding to FREX

Timeframe: If no replacement funding is eminent and the service is to be discontinued, the

public process must begin no later than three months prior to ceasing. Since the

existing contract expires on August 31, 2012, a decision is requested by Transit

staff no later than April 15, 2012.

Financial Impact: Savings of $800,000 - $1,300,000 per year

Customer Impact: Displaced riders

Staff Impact: A significant amount of staff time will be required regardless of whether the

funding is replaced or service is ceased


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Paratransit - ContractingCurrent practice of the City for acquiring specialized transportation varies. Metro Mobility, the ADA-

required paratransit service is operated by a private, for-profit company selected through a competitive

bid process. The non-profit Human Service Providers (HSPs) that provide transportation services above-

and-beyond the ADA requirements are funded based on their requests during the Citys annual

budgeting process; there is no formal competition.

Given the limited amount of funding available and the growing needs of the community for these

services, the TST recommends competitively acquiring all of those services, assuring that the

opportunities are presented to private transportation organizations such as taxicab companies with the

goal of offering more diversified services and opening the options for the riders.

This will reduce the amount of flexibility and accommodation for HSPs, but will allow the City to manage

the number and types of rides provided in the most cost effective manner, based on the needs of the

customers.

RECOMMENDATION:

Institute a competitive process for contracting for specialized

transportation services.

Competitively acquire all specialized transportation services.

Implement the competitive contracting process; define standards of service; disperse existingannual funds to community organizations and businesses as defined by those contracts.

Timeframe: 6 Months

Financial Impact: Revenue Neutral; more rides provided for same amount of funding

Customer Impact: More consistent service

Staff Impact: Cost additional staff time in contracting and contract compliance oversight


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Paratransit - CoordinationThe current practices of providing specialized transportation are disjointed. Switching to a brokerage

model would coordinate all ofthe agencies rides, eliminating redundancies. The consolidation of

scheduling and dispatch would lower overhead costs and allow agencies to focus on providing quality

services. With consolidated tracking and billing of rides, the brokerage could pursue additional funding

options such as Medicare/Medicaid reimbursement or grants.

The brokerage model is also more user-friendly by providing a single point of contact for all the

agencies clients, making it easy to obtain information about services, find options, and schedule rides.

The report attached, Specialized Transportation, by Transit Plus (February 2012) includes a summary of

the existing circumstances, alternative options for coordination efforts, and implementation

recommendations.

RECOMMENDATION:

Coordinate the creation of a new brokerage model for

specialized transportation services to enhance competition andrequire payment based on provision of service.

Integrate the Citys ADAparatransit with human services providers and community businesses to

provide specialized transportation.

Coordinate the existing efforts of local agencies to establish a centralized brokerage and callcenter

Timeframe: 1-5 years

Financial Impact: Revenue Neutral for transition period;

Savings of $74,000 - $130,000* annually thereafterCustomer Impact: Single point of contact allows customers easy access to more options for the mostappropriate service to meet their needs.

Staff Impact: Implementation will require significant amounts of staff time to coordinate with

the external agencies involved as well as communicate with and educate the

riders. Ongoing additional staff time required in contracting and contract

compliance oversight.

* Includes local and grant funding (Transit Plus, February 2012)


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Vehicle ManagementThe team requested an on-the-road field project to demonstrate whether smaller, less expensive buses

could work and add efficiency to the system. Test routes were selected for optimum possibility of

success, and performance metrics were identified to include occupancy levels and on-time performance.

For more information, please see the attached Small Bus Test Project report.

Testing demonstrated that smaller vehicles could service the 22 and 24 routes. However, they were not

sufficient for the interlined (connected) 15/16 routes, and that portion of the test was discontinued

after several instances of passengers being left at stops.

It is important to consider flexibility as well as efficiency. Too many smaller vehicles would limit the

ability to provide backup to busier routes or respond to increased ridership.

Alternative fuels and hybrid technologies are constantly evolving and should be considered at the time

of purchasing any replacement vehicles.

Additionally, excess vehicles not anticipated for use in the near-term should be disposed of. If any of the

excess vehicles have not yet reached the useful life and are not fully depreciated, costs for maintenanceshould be compared to costs of disposal, and the lesser of the two should prevail.

RECOMMENDATION:

Target 20% of fleet to be 30 buses when replacing aging

vehicles; consider alternative fuel and hybrid technology in all

bus purchases.

Vehicle management

Purchase smaller vehicles as appropriate when aging fleet is replaced.

Dispose of vehicles unnecessary to anticipated service requirements within 12 months Consider alternative fuel and hybrid technology when purchasing buses.

Timeframe: Begin in 2014 with next scheduled purchase to replace aging buses

Financial Impact: Savings of $30,000 $50,000 annually

Customer Impact: Decrease in quality of service if buses continually provide standing-room only

Staff Impact: Additional staff time in managing a diversified fleet


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Administrative Financial AuditingApproximately one third of Transits overall budget comes from federal and state grants that require

meticulous financial tracking and reporting. Processes in place at Transit are thorough and efficient in

order to maintain eligibility for these grants.

Duplicative efforts could be eliminated by consolidating audits. Accountability would be maintained if anindependent audit report were submitted to the PPRTA annually versus the current practice of providing

daily audits. The painstakingly detailed Federal Transit Authoritys Triennial Audit or the annual National

Transit Database audits could provide the required accountability for other auditing purposes, reducing

the amount of staff time both within transit and also other areas of the City.

RECOMMENDATION:

Eliminate unnecessary redundancies in PPRTA Transit Budget

oversight and auditing.

Incorporate PPRTA Transit budget into the Citys financial system to eliminate redundancies.

Eliminate daily audit from PPRTA staff over Transits financials. Eliminate additional invoice copies sent to PPRTA. Reduce paperwork and tracking for City Finance staff. Annual independent audit report would provide accountability in lieu of daily audit.

Timeframe: 6 months 1 year

Financial Impact: Budget Neutral; better accountability with a single system for tracking

Customer Impact: Shorter turnaround to payment on vendors invoices

Staff Impact: Significant savings of staff time


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Service Planning Performance StandardsTransits Service Performance Standards define system expectations and offer guidelines to operational

service adjustments. These standards have been developed but not formally adopted. Adherence to

these guidelines will add efficiency and consistency to staff by allowing actions under certain

circumstances without additional, time-consuming justifications and approvals.

Transits Service Performance Standards include:

Service planning polices and performance goals Prioritization for mix of services (balancing types of services to be offered) Prioritization for expansion of service (frequency vs. area, et.al.) Identification of the target service audience Identification of customer service goals and policies Identification of authority for establishing transit policy Criteria for whether actions require administrative actions or full public process

RECOMMENDATION:

Adopt and adhere to Service Performance Standards.

Adopt Service Performance Standards to add efficiency and consistency.

Streamline staff decisionsTimeframe: 6 months 1 year

Financial Impact: Budget Neutral

Customer Impact: More reliable, consistent service

Staff Impact: Improved efficiency


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Tickets & FaresCertain strategies may be used to support sustainable transit operations and encourage the ridership of

all citizens and from visiting guests. Strategies recommended include streamlining ticket and fare

options, adjusting fares as appropriate and expanding payment options.

Develop and implement more streamlined fare structure, including a new full-day fixed-route pass fare.Riders nationwide average 2.5 trips used on an all-day pass, and therefore the ticket should be priced

near to 2 times the existing fixed-route fare.

Adopt fare adjustments including bringing the Metro Mobility ADA paratransit fare to the standard two

times the existing fixed-route fare.

Continue current plan to upgrade fare media; maximize accommodation of smart cards and electronic

fare payment capabilities.

RECOMMENDATION:

Streamline ticket and fare options; adopt fare adjustments;

maximize accommodation of electronic payment options.

Streamline Options: New Day Pass

Timeframe: Minimum 6 months, including public process

Financial Impact: Budget Neutral if priced between $4.50 and $5.00

Customer Impact: New, attractive option for customers

Staff Impact: Minimal but positive impact

Fare Adjustments: Metro Mobility Fare

Timeframe: Minimum 6 months, including public process

Financial Impact: Additional$75,000 $125,000 per year infare revenue

Customer Impact: Price change from $3.00 to $3.50 presents hardship to some customers

Staff Impact: Significant staff time required for Title VI analysis

Implement technological improvements; start using smartcards and expand payment options.

Timeframe: 6 months 1 year

Financial Impact: Budget Neutral; accounted for in 2012 budget

Customer Impact: Additional options, streamlines fare media, reduces boarding times

Staff Impact: Additional staff time in capturing increased data; net result is increased efficiency


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Revenue Enhancement - No-Advertising ZonesThere are some areas of the city where no ads are placed on the bus stop benches and shelters, these at

the request of advocates of the affected areas. There were no considerations toward replacing the lost

revenue that would have been generated. These areas should not receive an exemption from

advertising being posted on the benches and shelters without compensating for revenues lost.

RECOMMENDATION:

Eliminate uncompensated no-advertising zones.

This would not preclude neighborhood or business

organizations from purchasing the space themselves.

Maximize advertising revenue opportunities by eliminating uncompensated no-advertising zones.

Timeframe: 6 months

Financial Impact: Additional $25,000 $50,000 per year in advertising revenue

Customer Impact: N/A

Staff Impact: N/A


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Priorities to Expansion of ServiceThe current TST recommendation is to utilize any cost savings or additional revenues resulting from

implementation of the measures identified in this report to ensure sustainability of the existing local

transit service. In the event the above recommendations produce calculated and verified savings or

revenues, the following list of prioritized additional services may be considered based on continued

sustainability and available resources.

Evening ServiceAdd service on all operational days to at least 9:00 pm.

Expected Ridership: 120,000 per year

Financial Impact: $1,110,000 less revenue nets cost of $990,000 per year.

Customer Impact: Would provide many riders with the opportunity to work additional hours.

Expand Northeast, Including the Powers Boulevard CorridorExpand to the northeastern area, including employment hubs along the Powers Boulevard corridor.

Expected Ridership: 90,000 per yearFinancial Impact: $1,800,000 less revenue nets cost of $1,620,000 per year

Customer Impact: Allow citizens access to more jobs and shopping centers

Serve Centennial VA FacilityRework routes as necessary to provide service to the proposed VA facility on Centennial Boulevard.

Expected Ridership: 40,000

Financial Impact: $560,000 less revenue nets cost of $525,000 per year

Customer Impact: Would provide access to the new VA facility (Fillmore and Centennial area)

More Saturday ServiceAdd more routes to the currently limited Saturday service.

Expected Ridership: 100,000 per yearFinancial Impact: $900,000 less revenue nets cost of $810,000 per year

Customer Impact: Would provide access to the full service area on Saturdays as well as weekdays.

Add Sunday and Holiday ServiceAdd limited service similar to the current limited Saturday service to Sundays and holidays.

Expected Ridership: 95,000 per year

Financial Impact: $800,000 less revenue nets cost of $720,000 per year

Customer Impact: Allow citizens the opportunity to work any day of the week; offers dependent

riders mobility seven days a week.

Increase FrequencyIncrease the frequency of service along primary routes.Expected Ridership: 150,000 per year for each adjusted route

Financial Impact: $500,000 less revenue nets cost of $450,000 per year for each route adjusted

Customer Impact: Decrease travel time when using transfers, offer citizens more flexibility in

scheduling for work, shopping, medical appointments, and recreation.

Final Transit Solutions Team Recommendation

Documents

Transcript of Final Transit Solutions Team Recommendation