Transit System Study Pilot Project Implementation Plans...

ORANGE COUNTY TRANSPORTATION AUTHORITY

Transit System Study Pilot Project Implementation Plans

Attachment A

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Transit System Study Pilot Projects Implementation Plan Report May 25, 2012

Background New Service Concepts for Orange County

Following the completion of the Transit System Study in December 2011, a group of potential pilot

projects was selected to allow for evaluation of faster and more cost-effective services. The following

recommendations from the TSS were advanced as potential pilot projects:

Limited stop service on Harbor Blvd

Intercounty Express on SR-22

Intracounty Express on SR-73

Route 70/90 Service Connection Improvement

Same-day taxi service and station-based vans in limited zones

Analysis of Alternatives

For each pilot project concept several alternatives were evaluated to consider different routing and

operating options. Order of magnitude estimates for operating cost, ridership, and revenue for each of

the proposed pilot project alternatives were developed to assist in identifying a package of specific pilot

project alternatives to implement within funding constraints. Following the identification of the most

viable pilot alternatives additional refinement will occur to develop more precise implementation plans.

Recommended pilot projects were selected based on screening using OCTA Board of Directors approved

“Guiding Principles” which outlined key overall system goals. A full explanation of each alternative

evaluated is provided in the appendix.

Guiding Principles

Implementation plans will be prepared for each proposed project. Each plan will include

purpose and need, markets served, costs, projected revenues and ridership, start date based on

resource availability, Title VI analysis (see below), and quantifiable metrics.

Each implementation plan will include a proposed sunset date if goals (measured by quantifiable

metrics) are not achieved.

ATTACHMENT A

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Each implementation plan will be constrained to the amount of Congestion Mitigation Air

Quality (CMAQ) and other funds available for that service. To the extent possible, toll credits will

be used to reduce federal matching fund requirements.

A proposed project should contribute to an overall increase in the OCTA farebox recovery.

Projects that generate new federal Section 5307 revenue for OCTA will be given a high priority

for implementation purposes.

New station vans proposed by local agencies, potentially funded with competitive Measure M2

funds, will be considered as part of the current Project S call for projects. Station van concepts

proposed by OCTA will be considered for CMAQ or other funding sources.

Recommended Pilot Projects Limited Stop Service on Harbor Boulevard

Purpose and Need

Purpose and Needs

Route 43 operates local bus service on Harbor Boulevard from Costa Mesa to Fullerton and is the second

busiest route in the OCTA system with over 13,000 weekday boardings1.As discussed in the TSS Market

Assessment, Route 43 operates through the core market area along a key linear network corridor with

development patterns supportive of transit ridership generation. Additional future development along

the corridor will strengthen the demand for transit service. Corridors with sufficient density and a mix of

activity centers are strong candidates for transit investment. Offering more frequent service with faster

travel times will increase the attractiveness of service to all market segments, both inducing additional

use by existing riders and encouraging new riders to begin using the service.

Harbor Boulevard represents a dominate north-south network spine in the OCTA network. Route 43’s

highly productive service performance of over 50 passengers per revenue vehicle hour, the second most

productive route in the system, illustrates the strength of the market for transit along the corridor.2

Given existing high performance, additional service investment is warranted. While current local service

operates every 15 minutes, a historic precedent for higher service frequencies along the corridor existed

prior to recent service reductions. Providing a high quality transit service with higher frequencies and

with faster travel times supports development of sustainable communities and proves mobility options

for residents and employees.

The existing strong performance of Route 43 suggests that service investments will generate additional

ridership and revenue, and improve the travel experience for a full 7% of current OCTA riders by

1 OCTA On-Board Ride Check Reports used in Transit System Study

2 OCTA On-Board Ride Check Reports

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providing additional trip options, less passenger waiting time, and faster overall travel times. The high

financial effectiveness of Route 43, over 40% of the costs of service provision are recovered through fare

revenue, indicates that investments in the route would support OCTA’s system-wide farebox recovery.3

Markets Served

Existing riders on Harbor Blvd, improve retention and induce additional trips

Existing riders on parallel lines making network based trips

New riders including workers and residents

Corridor companies

Alternatives Considered

A selection of alternatives was considered based two different alignments and four possible service

levels.

Alignment 1: Limited stop bus service from Fullerton Transportation Center to Costa Mesa

(Triangle Square) via Harbor, with supporting Local service from Fullerton Transportation Center

to Newport Beach.

Alignment 2: Limited stop service from Fullerton Transportation Center to MacArthur via

Harbor, with supporting Local service from Fullerton Transportation Center to Newport Beach.

Service Level 1: Maintain existing local service at 15 minute frequency, add limited stop overlay

with 10 minute all day frequency. Span: 4AM to 1AM.

Service Level 2: Maintain existing local service at 15 minute frequency, add peak only limited

stop overlay with 10 minute frequency. Span: 6AM to 9AM, 3PM to 6PM.

Service Level 3: As part of phased approach, adjust local frequency to 20 minutes, add limited

stop overlay with 10 minute peak frequency and 15 minute off-peak frequency. Span: 5AM to

6PM.

Service Level 4: As part of phased approach, adjust local frequency to 30 minutes, add limited

stop overlay with 10 minute frequency. Span: 4AM to 1AM.

Recommended Alternative

The new service would operate weekdays at a ten minute peak and 15 minute off-peak frequency

between Fullerton Transportation Center and MacArthur Blvd. The existing local bus service would be

reduced to a 20 minute frequency along the entire route (cities of Fullerton to Costa Mesa).

3 OCTA On-Board Ride Check Reports

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Cost and Revenue

This service would use the local fare.

Limited Stop Service on Harbor Boulevard

YEAR 1 YEAR 2 YEAR 3 YEAR 4

Cost

Operating Cost $1,848,000 $1,879,000 $1,952,000 $2,003,000

Marketing & Survey Costs $100,000 $100,000 $0 $0

Capital Costs $200,000 $0 $0 $0

Total Cost $2,148,000 $1,979,000 $1,952,000 $2,003,000

Revenue

Fare Revenue $753,000 $941,000 $941,000 $941,000

Capital Revenue (5307) $0 $0 $150,000 $150,000

Total Revenue $753,000 $941,000 $1,091,000 $1,091,000

Ridership Projection

At the end of the first year of service ridership is projected to be an additional 845,000 boardings on the

corridor.

Resource Requirement

Operation of this pilot project would require an additional 12 peak vehicles.

Marketing Plan

Marketing and outreach will play a key role in evaluating the outcomes of limited stop service implementation on Harbor Boulevard.

Information Gathering: The initial stage of the process will consist of information gathering. First, the marketing team should work to build a clear understanding of the market along the corridor including identification of major employers and a review of significant origin-destination patterns.

“Before” Survey: A detailed survey should be conducted of existing ridership along the corridor to capture travel patterns, demographic profiles, and perceptions of existing service.

Develop Brand Differentiation: Following the information gathering stage, a brand differentiation for the limited stop service should be created.

Highlight Stops: Stops for the limited stop service may benefit from a specific marker that increases visibility and communicates the improved service levels to the customer, ideally visible from a distance.

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Introductory Marketing: As limited stop service is set to begin an introductory marketing effort should occur on several levels including in-vehicle ads, outreach materials to employers, and digital information sharing.

“After” Survey: Following implementation, the “before” survey should be administered again. Comparison of the results between the “before” and “after” surveys will aid in the evaluation of the pilot project, especially the changes in customer travel behavior and perceptions of the service.

Continuing Marketing: During the pilot period, the marketing efforts should also be conducted with a “pilot” approach. The limited stop service does not represent a fully finished enhanced transit product. Therefore, marketing capacity should be reserved to allow for additional promotion of the eventual finished product.

Future Investment

Phase I: The initial phase includes vehicle and stop branding to differentiate the limited-stop

service product. During the initial phase operation of the limited stop service can be fine tuned.

Fine tune running times and schedules to capitalize on recently implemented corridor signal

optimization.

Phase II: After limited stop service has become more established stop infrastructure

improvements could occur including investments to improve shelters, real time information,

and off-vehicle fare payment. Also during this phase upgrades to specific stops may occur

including sidewalk reconfiguration and improvement, selected repaving, and relocation of

specific stops to optimize operational efficiency.

Phase III: The final phase could include major street infrastructure improvements including

possible bus bypass lanes, bus bulbs, and general street improvements to improve the flow of

both transit and general traffic. As limited stop service begins to transition to BRT service bus

signal priority should be implemented to further improve travel times for transit customers.

Project Schedule

“Before” customer survey in Fall 2012

June 2013 Start Date

“After” customer survey in Spring 2014

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Intercounty Express on SR-22

Purpose and Need

State Route 22 (SR-22) provides east-west connectivity across Orange County between Long Beach and

Orange, carrying traffic volumes of approximately 200,000 vehicles each day. While OCTA routes 50 and

60 provide local bus service parallel to SR-22, a transit-based alternative to private vehicle travel along

the SR-22 corridor currently does not exist. Existing local bus service is not time competitive with private

vehicle travel on SR-22 for longer distance trips. Implementation of express bus service on SR-22 would

provide a more time competitive alternative travel option during peak periods.

A SR-22 express with several intermediate stops at intersections with key arterial corridors will boost

network effectiveness, providing better connectivity and faster travel times. The express service would

provide an east-west network complement to the north-south role Metrolink provides. In addition,

faster travel into Long Beach offers Orange County residents and employees better access to Los

Angeles County via connections with other transit providers.

A pilot express route would demonstrate the viability of further transit investment on the corridor and

development of a fast, all day east-west network connection.

Markets Served

Reviewing existing customer travel patterns, including existing transfer activity at proposed express

stops, will be key to identifying potential customers for the pilot service.

Existing riders on Route 60 traveling to/from Long Beach or Santa Ana, or who may transfer to

Routes 29,43,57, or 53.

Existing riders on Route 60 with travel to/from Long Beach or Santa Ana and transfer from

Routes 29, 43, 57, or 53.

New riders traveling to/from Long Beach or Santa Ana

New riders making an east-west connection between Route 29, 43, 57, or 53.


Five distinct service level alternatives were evaluated on a common alignment.

Service Level 1: 3 roundtrips in each peak period for a total of 6 daily roundtrips. Span: 6AM to

9AM, 3PM to 6PM.

Service Level 2: 6 roundtrips in each peak period for a total of 12 daily roundtrips and

approximately 30 minute peak frequency. Span: 6AM to 9AM, 3PM to 6PM.

Service Level 3: Peak service at 30 minute frequency and midday service at 60 minute frequency

for a total of 18 daily roundtrips. Span: 6AM to 6PM.

Service Level 4: Peak and midday service at 30 minute frequency for a total of 24 daily

roundtrips. Span: 6AM to 6PM.

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Service Level 5: Peak service at 15 minute frequency and midday service at 30 minute

frequency for a total of 36 daily roundtrips. Span: 6AM to 6PM.


The route would connect the Depot at Santa Ana to the City of Long Beach (7th Street and Channel Drive)

via SR-22. There would be intermediate stops at Harbor Boulevard and Beach Boulevard. Bi-directional

service would be provided weekdays every 30 minutes during the AM and PM peak periods.

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Cost & Revenue

This pilot will have an Intercounty fare as it provides service to Los Angeles County. This route would

bring in new Section 5307 Fixed-Guideway funding if high-occupancy vehicle lanes remain an eligible

facility.

Intercounty Express on SR‐22


Cost

Operating Cost $539,000 $548,000 $569,000 $584,000

Marketing & Survey Costs $50,000 $50,000 $0 $0

Capital Costs $5,000 $0 $0 $0

Total Cost $594,000 $598,000 $569,000 $584,000

Revenue

Fare Revenue $155,000 $194,000 $194,000 $194,000

Capital Revenue (5307) $0 $0 $349,000 $349,000

Total Revenue $155,000 $194,000 $543,000 $543,000


At the end of the first year of service ridership is projected to be 52,000 annual boardings.


Operation of this pilot project would require 4 peak vehicles.

Marketing Plan

The key role for marketing on the SR-22 express will be raising the awareness of the service product. As

a result of budget constraints, the pilot project on SR-22 represents a scaled back version of the original

TSS proposal and thus the marketing approach should reflect this adjustment so as not to oversell the

product offered.

Introductory Network Marketing: Given the importance of network connections to the

operation of the express service on SR-22, network level marketing on connecting routes will be

key. Interior bus cards promoting the service should be placed on at least Routes 60, 43, and 29.

The advertisements should advise riders of the travel time advantage of the service compared to

existing travel on Route 60. Additionally, printed marketing should be deployed at the proposed

stops for the express service advising riders of the additional new travel option.

Destination Outreach: Efforts should be made to build awareness of the express service among

likely destinations in Long Beach and Santa Ana. Marketing staff can provide marketing

materials to key employers and other destinations.

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Project Schedule

Defer implementation until after new HOV-to-HOV connection from SR-22 to I-405 is completed

Confirm Fixed-Guideway Funding

Projected January 2014 start date

Intracounty Express on SR-73

Purpose and Need

State Route 73 is a toll road that runs between Costa Mesa and San Juan Capistrano, interchanging with

Interstate 405 in the north and Interstate 5 in the south. SR-73 provides additional connectivity from

South Orange County’s residential growth to jobs located in the central and northern parts of the

county. The predominate development patterns in Laguna Niguel, Laguna Hills, Mission Viejo, and Aliso

Viejo areas surrounding SR-73 are largely auto-centric, creating a travel market with expectations for

direct, fast transportation. Despite strong travel patterns connecting origins along the corridor to the

Irvine Business Complex, a direct, competitive transit service does not currently exist on the SR-73

corridor. A park-and-ride based express bus service would offer a competitive travel alternative along

the corridor connecting residential areas in the south to concentrations of employment in the Irvine and

Costa Mesa areas. A direct, focused express service would prove more competitive than the existing

transit options which necessitate multiple trip segments and out of direction movements. Effective

express bus service into Irvine will promote sustainable community initiatives currently planned in

Orange County by providing employees and residents a viable transit option for their main commute,

establishing the opportunity for further transit-based travel during the day. Additionally, the express

service can provide a “first/last mile” connection to/from the Laguna Niguel/Mission Viejo Metrolink

station.

Markets Served

Employees along the planned route including significant concentrations of employees in the IBC

and South Coast Plaza employment areas.


Two alignments alternatives were considered, both with common south portions of the route. Two

difference service level alternatives were also considered with each alignment alternative.

Alignment 1: IBC Only

o Northbound approach IBC on SR-73 exit Macarthur Blvd, turn right on Jamboree Rd, left on

Michelson Dr, and left on MacArthur Blvd to SR-73 to start deadhead trip.

o PM Peak: Deadhead trip approach IBC on SR-73 exit MacArthur Blvd, right turn on

Michelson Dr, right on Jamboree Rd, and left on MacArthur Blvd to SR-73 to start

southbound trip.

Alignment 2: IBC/South Coast Metro

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o AM Peak: Northbound peak direction exit Macarthur Blvd, turn right on Jamboree Rd, left

on Michelson Dr, and right on MacArthur Blvd to northbound I-405. From I-405 exit Anton

Blvd and make one stop before starting southbound. Southbound non-peak from Anton Blvd

turn left on Bristol St and continue to SR-73 for deadhead trip.

o PM Peak: Northbound non-peak direction exit SR-73 at Bristol St and travel north to right

turn on Sunflower Ave, right on Avenue of the Arts, and right onto Anton Blvd and make one

stop before starting southbound. Southbound peak direction from Anton Blvd turn left on

Bristol St, take southbound I-405, exit MacArthur Blvd, turn left on Michelson Dr, right on

Jamboree Rd, left on MacArthur Blvd to SR-73. Alternative alignment to avoid traffic on I-

405 using Main St to Sunflower to Anton Blvd.

Service Level 1: 2 peak period trips. Span: 6AM to 8AM, 3PM to 5PM.

Service Level2: 6 peak period trips for an approximate 30 minute peak direction frequency.

Span: 6AM to 9AM, 3PM to 6PM.


This route would provide peak-direction service from the Laguna Niguel/Mission Metrolink Station to

the Irvine Business Complex and South Coast Metro employment centers. There would also be an

intermediate stop in the Aliso Viejo Town Center area. This service would have two peak-direction trips

in the AM & PM.

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Cost & Revenue

This service would use the local fare.

Intracounty Express on SR‐73


Cost

Operating Cost $107,000 $109,000 $113,000 $116,000

Marketing & Survey Costs $25,000 $0 $0 $0

Capital Costs $5,000 $0 $0 $0

Total Cost $137,000 $109,000 $113,000 $116,000

Revenue

Fare Revenue $22,000 $28,000 $28,000 $28,000

Capital Revenue (5307) $0 $0 $38,000 $38,000

Total Revenue $22,000 $28,000 $66,000 $66,000


At the end of the first year of service ridership is projected to be approximately 20,000 annual

boardings.


Operation of this pilot project would require 2 peak vehicles.

Marketing Plan

The express service on SR-73 will be heavily commute-oriented and the marketing approach should

match. Building awareness of the service will largely be accomplished through direct outreach to

destinations on the route. Marketing staff should directly contact employers along the route and offer

marketing materials. The materials provided should include information the employer can pass directly

onto employees including posters, new schedules/maps, and digital formats to post on company

websites. Marketing efforts should capitalize on OCTA’s existing website and other internet-based

information sharing platforms. Additional marketing efforts can include outreach to existing riders of

Route 490 and Metrolink riders traveling to the IBC area.

In addition, conducting a survey will aid in the evaluation of the pilot project, especially in understanding

customer travel behavior and perceptions of the service.

Project Schedule

Work with City to determine PNR location in Aliso Viejo

October 2013 start date

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Route 70/90 Service Connection Improvement

Purpose and Need

Route 70 operates from Sunset Beach to Tustin via Edinger Avenue, connecting the core transit market

areas of Santa Ana, Fountain Valley, and Westminster with the emerging core areas of Tustin and Irvine.

Route 90 connects Tustin to Dana Point via Irvine Center/Moulton/Golden Lantern, providing important

connections with Tustin and Irvine. While routes 70 and 90 currently connect at Tustin station, stop-by-

stop ridership analysis suggests a relocation of the transfer point further south would improve the travel

experience for a significant number of riders. Existing ridership patterns suggest many riders who

transfer between the routes have either recently boarded heading north or will alight soon after

transferring heading south. Shifting the transfer point south to Irvine station would provide more one

seat trips for customers connecting to and from the core market area. Additionally, reorienting the

transfer point recognizes the intention to expand the role of transit in the Tustin and Irvine areas and

will provide better connectivity to the core network for both residents and employees traveling between

the two areas.

Markets Served

Existing riders on Routes 70 and 90 who currently transfer between the two routes.


Two alignment alternatives were considered for the adjusted transfer point, while service levels

remained unchanged from existing.

Alignment 1 Irvine Station: Shift transfer point from Tustin Station to Irvine Station.

o Route 70: from Tustin Station operate on Irvine Center Dr to Alton Pkwy to Ada to Irvine

Station.

o Route 90: North on Irvine Center to Alton Pkwy to Ada to Irvine Station.

o Option to deviate into Irvine Spectrum via Spectrum.

Alignment 2 Irvine Center & Bunsen: Shift transfer point from Tustin Station to Irvine Center Dr

& Research Dr/Bunsen.

o Route 70: from Tustin Station operate on Irvine Center Dr to left on Research Dr to right

on Bunsen, layover here.

o Route 90: Operate on Irvine Center to right on Research Dr to right on Bunsen, layover

here.

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The route was split into 70 and 90 with a connection at Tustin Station. Ridership analysis and customer

comments have indicated that the Irvine Spectrum area would be a better location for this connection

to occur. In this change, Route 70 will be extended to Irvine Station and Route 90 will also end there.

This will provide a better connection to Irvine Valley College and to Metrolink service at

Irvine Station.

Cost & Revenue

This change can be made within the existing resources and budget. This service will continue to use the

local fare.


The ridership impact of the shift of the transfer point for Routes 70/90 is estimated to be neutral.


Operation of this pilot project would not require additional vehicles.

Marketing Plan

Marketing the improved service connections between Routes 70 and 90 should focus more on

education efforts for existing riders. Deploying printed materials on both routes and at impact stop

locations will assist in raising customer awareness. Additionally, just prior to and immediately after the

service change having staff on hand at both the new and old transfer points may assist in alleviating any

customer confusion.

Project Schedule

October 2012 Start Date

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Station Van Connections and Same Day Taxi Areas

Purpose and Need

Purpose and Needs

As identified in the TSS Market Assessment findings, communities with low population and employment

densities and a lack of major activity centers hinder the potential for successful, cost-effective regular

transit services. The challenge is compounded by auto-centric node based development patterns which

encourages automobile use over transit and other sustainable modes. In these communities traditional

fixed-route transit does not provide a competitive or efficient travel option. The TSS Service Evaluation

identified several poor performing local routes operating in environments not conducive to regular

transit. The TSS recommended two cost-effective alternative service options, station/transit center

based vanpools and same day taxi zones.

By demonstrating the effectiveness of substituting lower cost service for more expensive fixed-route

service in low performance areas, while still providing network connectivity in areas lacking sufficient

residential origins or employment destinations to justify fixed route service, OCTA can work to better

match service intensity to the demand for transit services.

Markets Served

Taxi: Riders on existing local routes

Station Van: Employees currently traveling from a station or transit center to a place of

employment with in the proposed zones

Alternative to Discontinued Service

A key element of the TSS was the replacement of underperforming service with lower cost service

options, balancing service accessibility with financial effectiveness considerations. In order to realize the

operating cost savings from the service substitution the existing underperforming services must be

eliminated concurrently with the implementation of the lower cost replacements. A group of routes in

the Rancho Santa Margarita, Aliso Viejo, Laguna Niguel, and Mission Viejo areas were selected as pilots

to demonstrate the service substitution concept. The pilots may be implemented separately on a route

by route basis or in groups.

Potential Implementation Areas

The following routes were identified as candidates for complete or partial replacement. For each route a

replacement zones was developed to indicate the operational boundaries of the proposed pilot

replacement services.

Route 82: Eliminate service south to Saddleback College, The Shops at Mission Viejo, and the

Laguna Niguel/Mission Viejo Metrolink station. Route would now serve Foothill Ranch Towne

Center to Santa Margarita/Plano Trabuco via Santa Margarita.

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Route 85: Eliminate service south of Alicia Pkwy & Crown Valley Pkwy to Dana Point. Route

would now serve Portola Plaza to Alicia Pkwy & Crown Valley Pkwy via Marguerite and Crown

Valley Pkwy.

Route 87: Eliminate Service



Description of Station Van Program

The station vanpools will provide a tailored connection from key hubs and selected Metrolink stations to

destinations where fixed route service is not viable. The proposed station vanpool is similar to regular

ridesharing vanpools where the vans are driven by volunteer program participants with two differences:

a) the vanpool originates and/or ends at a transit center or Metrolink Station; and b) the vanpool may

allow for “on-demand” or occasional use. Station vans provide a more efficient, direct, and competitive

method of serving dispersed, low intensity activity centers.

Description of Same-Day Taxi Program

The subsidized taxi replacement service will provide a set level of OCTA-funded subsidy per trip for

customers traveling via private taxi services within a defined zone. As part of the arrangement OCTA

would subsidize a portion of the customer’s taxi trip, up to $5.00 per trip. The same day taxi program

initiated as a cost savings strategy for ACCESS service has proven very successful, this pilot project

proposes the targeted expansion of the program to the general public.

Recommended Programs

As part of the pilot projects, OCTA is developing a program for station vans which would be offered to

riders of existing OCTA StationLink bus routes. In order to meet the productivity measures of the

Guiding Principles, these routes would need to be eliminated or restructured when the new station vans

were implemented.

Offering the same-day taxi service prior to eliminating bus service also does not meet the productivity

requirements in the Guiding Principles. This concept will should be further developed should any bus

service reductions be necessary in the future. OCTA should continue to analyze any operational or

policy issues prior to implementing this replacement service.

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Cost & Revenue

In order to realize the operating cost savings from the service substitution the existing underperforming

services must be eliminated concurrently with the implementation of the lower cost replacements.

Station Van


Cost

Operating Cost $120,000 $122,000 $127,000 $130,000

Marketing & Survey Costs $25,000 $25,000 $25,000 $0

Capital Costs $0 $0 $0 $0

Total Cost $145,000 $147,000 $152,000 $130,000

Revenue

Fare Revenue TBD TBD TBD TBD

Capital Revenue (5307) $0 $0 $12,000 $12,000

Total Revenue TBD TBD TBD TBD

Marketing Plan

Marketing efforts for both the station vans and same day taxi areas should be conducted in a highly

focused manner to tailor the message to a specific market. For station vans direct marketing to

employers in the proposed zones will best target the audience, including providing posters and digital

format data to post on company websites. Marketing in same day taxi areas should focus solely on

informing existing riders of the alternative service option available, and not marketing the service to

new riders.

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Key Performance Measure and Sunset Provisions With a renewed focus on service performance stemming from the Transit System Study, performance

monitoring for the pilot projects will be key to ensuring successful implementation and evaluation. Key

performance indicator targets and milestone dates will provide OCTA staff critical evaluation metrics for

the pilot projects, while the sunset date ensures that underperforming service does not continue

operation past the pilot phase. To ensure a consistent approach, all pilot projects will be held to the

same key performance indicator targets, performance target milestone dates, and target sunset dates.

By the end of the pilot period all service should positively contribute to overall system performance.

Key Performance Indicator Targets

Throughout the pilot period, each service’s performance should be evaluated based on key performance

indicators. Close monitoring of performance will provide greater opportunity to fine tune services during

the implementation phase, evaluate performance, and provide key lessons learned at the conclusion of

the pilot period. The ultimate target for each key performance indicator is meeting or exceeding the

systemwide average. New services, including the pilot projects, should positively contribute to overall

systemwide performance. As a point of reference existing system averages, as of January 2012, are

provided below.

Key Performance Indicator Targets

Performance Indicator Existing Fixed Route Averages

Boardings per revenue vehicle hour (Local) 34.4 (Local)

Boardings per trip (Intracounty Express) 21.5 (Express)

Boardings per trip (Intercounty Express) 15.1 (Express)

Farebox recovery ratio 22.3%

Subsidy per boarding $ 2.94

Performance Indicator Targets Composite Score

A composite of the performance indicators will be employed to evaluate the overall performance of

each pilot project. For each performance indicator a score will be assigned based on the percentage of

the systemwide average it achieves, a score above 100% is permissible given higher than average

performance. Following the scoring of each performance indicator an average composite score of all key

indicators will be calculated. This average then becomes the overall score on which to evaluate the pilot

project. The limited-stop service will be evaluated using the net change along the Harbor Blvd corridor.

Performance Target Milestone Dates

Immediate obtainment of the performance targets by a new service is not expected, rather the expectation of meeting the standard targets will be phased over the pilot period. Performance target milestone dates allow for the pilot service to gradually achieve the specified performance targets.

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Six months: 50% average composite score

One year: 75% average composite score

Two years: 100% average composite score

Target Sunset Dates

A two tier approach for sunset dates is proposed with an initial review at the end of the first year and a final review at the end of two years. At the end of the two year pilot period the service must meet the key performance indicator targets. Throughout the pilot period OCTA staff will review service performance at least once per quarter using the key performance indicators.

Year One Review

At the end of the first year of the pilot project, OCTA staff should prepare a report to the board of directors outlining the service’s performance and adherence to the performance targets during the prior year. Depending on the results of the performance review and the Authority’s discretion several actions can be taken:

Continue trial for the remaining year of the pilot period

Take corrective action to address deficient service performance: o Service changes including adjustments to alignment, trip times, frequency, and stops o Additional/modified marketing approach o Conduct survey to screen for unseen flaw

Eliminate service if performance is substantially underperforming

Year Two Review

By the end of the second year of the pilot period the service should meet all of the key performance indicator targets. After a second annual performance review the following actions can be taken:

End pilot period and continue service as a full member of the system

End pilot period and eliminate service

Limited extension of pilot period given specific reason or extenuating circumstances

Year Three

Following the decision point at the end of the second year to continue or discontinue the pilot service, the third year may be used as a wind-down period to transition a discontinued service out of operation.

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Operation Plan Operating Cost Calculation Methodology

The costing process uses round trip running times, plus 15% layover to generate a cycle time for each

time period, which in conjunction with the proposed frequency calculates the vehicle requirements and

in turn the revenue hours. Revenue miles are derived using the total number of one-way trips and the

one-way trip distances. The operating resource requirements were converted into operating costs by

applying unit costs of $77.60 per revenue hour and $6.52 per revenue mile. The total operating cost is

calculated using a weighted approach with revenue hours accounting for 70% of total operating cost and

revenue miles accounting for 30% of total operating cost. The operating cost for Years 2, 3, & 4 were

increased based on the projected CPI.

Estimated Vehicle Requirements

Pilot project estimated vehicle requirements were calculated based on roundtrip cycle time and

proposed service frequency.

Ridership and Revenue Estimation Approach

The projected ridership represents the anticipated initial ridership based on existing ridership on

comparable routes or origin-destination patterns. For a pilot project to be successful the initial projected

ridership must grow into the performance target ridership.

Estimated revenue was derived by applying an average local fare of $0.89 per boarding4 to the ridership

estimates for all pilot projects except Intercounty Express on SR-22 which used $2.90 per boarding. The

revenue was increased by 25% in Years 2, 3, & 4 based on the proposed fare increase.

Other Capital Costs

Minor capital costs are anticipated as part of the pilot projects including costs related to stops, minor

street modifications, and other physical infrastructure. As specific candidate pilot project scenarios are

identified further refinement to the capital costs will occur.

4 OCTA Average Fare Data

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Operating Cost Service YEAR 1 YEAR 2 YEAR 3 YEAR 4

Limited Stop Service on Harbor Boulevard $1,848,000 $1,879,000 $1,952,000 $2,003,000

Intercounty Express on SR‐22 $539,000 $548,000 $569,000 $584,000

Intracounty Express on SR‐73 $107,000 $109,000 $113,000 $116,000

Route 70/90 Service Connection Improvement $0 $0 $0 $0

Station Van $120,000 $122,000 $127,000 $130,000

Additional Street Supervision $100,000 $102,000 $106,000 $0

Total $2,714,000 $2,760,000 $2,867,000 $2,833,000

Marketing & Survey Costs

Service YEAR 1 YEAR 2 YEAR 3 YEAR 4

Limited Stop Service on Harbor Boulevard $100,000 $100,000 $0 $0

Intercounty Express on SR‐22 $50,000 $50,000 $0 $0

Intracounty Express on SR‐73 $25,000 $0 $0 $0


Station Van $25,000 $25,000 $25,000 $0

Total $200,000 $175,000 $25,000 $ 0

Capital Costs Service YEAR 1 YEAR 2 YEAR 3 YEAR 4

Limited Stop Service on Harbor Boulevard $200,000 $0 $0 $0

Intercounty Express on SR‐22 $5,000 $0 $0 $0

Intracounty Express on SR‐73 $5,000 $0 $0 $0


Station Van $0 $0 $0 $0

Same-Day Taxi $0 $0 $0 $0

Total $210,000 $0 $0 $0

Total Cost $3,124,000 $2,935,000 $2,892,000 $2,833,000

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Fare Revenue Service YEAR 1 YEAR 2 YEAR 3 YEAR 4

Limited Stop Service on Harbor Boulevard $753,000 $941,000 $941,000 $941,000

Intercounty Express on SR‐22 $155,000 $194,000 $194,000 $194,000

Intracounty Express on SR‐73 $22,000 $28,000 $28,000 $28,000


Station Van $0 $0 $0 $0

Total $930,000 $1,163,000 $1,163,000 $1,163,000

Funding Plan YEAR 1 YEAR 2 YEAR 3 YEAR 4

Net Cost $2,194,000 $1,772,000 $1,729,000 $1,670,000

CMAQ Funded $2,194,000 $1,772,000 $1,729,000 $0

CURE Funded (Station Van) $0 $0 $0 $130,000

OCTD Funded $0 $0 $0 $1,540,000

Total CMAQ Eligible Expenses (3 Year) $5,695,000

Additional FTA Capital Revenue (5307) Service YEAR 1 YEAR 2 YEAR 3 YEAR 4

Limited Stop Service on Harbor Boulevard $0 $0 $150,000 $150,000

Intercounty Express on SR‐22 $0 $0 $349,000 $349,000

Intracounty Express on SR‐73 $0 $0 $38,000 $38,000


Station Van $0 $0 $12,000 $12,000

Total $0 $0 $549,000 $549,000

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Implementation Schedule

Transit System Study Pilot Project Implementation Plans...

Documents

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