SERVICE PLANNING AND DESIGN – BUDGET CUT PREPARATION Presented by Robbie L. Sarles RLS &...

SERVICE PLANNING AND DESIGN – BUDGET CUT PREPARATION

Presented by Robbie L. Sarles

RLS & Associates, Inc.3131 South Dixie Highway, Suite 545

Dayton, OH 45439

Ph: (937)299-5007

The Challenge

♦ Tough Times ○ Pressure on All Funding Sources○ Less Available Local Match○ Rising Costs○ Greater Demand for Services○ Higher Expectations○ Increasing Benefits/Demands of Technology○ Aging Work Force

A Perfect Storm?

♦ For Some It May Be—We Have Already Begun to See the Impact

What Is Different?

♦ Uncertainty is Part of a Transit Manager’s Life

♦ There Never Has Been Enough Funding♦ Crisis Come and Go♦ Political Pendulum Is Always Swinging

What Is Different?

♦ Downturn of Nation’s Economy♦ All Funding Sources are Impacted♦ Matching Sources Are Evaporating♦ Competition for Funding is Unparalleled♦ Infrastructure Deteriorating

What Is Different?

♦ Stop Gap Measures Will Not Be Enough♦ Long-term Solutions Are Needed♦ We Can’t Do More With Less

Our Response?

♦ The Transit Industry Can’t Be Part of the Solution If It Is Part of the Problem

♦ Must Practice Sound Financial Management

♦ Must Avoid Common Pitfalls♦ Must Be Proactive

Top Ten Truths of Transit Financial Management

♦ Just Because You Have Checks In the Checkbook Doesn’t Mean You Have Money

♦ You Can’t Spend Next Year’s Money on This Year’s Expenses

♦ Don’t Borrow Unless You Have A Way to Pay It Back

Top Ten TruthsContinued

♦ Just Because They Need It, Doesn’t Mean You Have To Provide It . . . Every Service Has A Cost

♦ You Can’t Use the Same Money to Match Multiple Grants

♦ Don’t Assume That There Is No Theft . . . Borrowing

♦ If There Is No Documentation, it Doesn’t Exist

♦ Strings Are Always Attached to Federal Dollars . . . It Is Not Yours to Do With As You Please—Even if it is a Good Idea

♦ Shell Games Will Catch Up With You

♦ Deferring Maintenance and Training will Prove to Be More Costly In the Long Run

♦ Regulatory Compliance Is Not An Option

Be Proactive

♦ Know Your Agencies Finances and Understand Its Short- and Long-term Financial Health

♦ Solicit Support and Input○ Board Members○ Management Team○ Employees○ Others—State and Local Partners

Do More With Less

Seek Out New Revenue Sources

Service and Fares

♦ Be Prepared to Make Tough Decisions

Tough Decisions

♦ Realize You Can’t Do Everything for Everybody—Learn How to Say “No”

♦ Objectively Evaluate Service Design○ Minimize Emotional Connection○ Utilize Updated, Accurate Data As Basis For

Decisions♦ Plan for Future—Even if Informal

Service Planning

♦ Where Do You Start?

Mission

♦ What Are You Doing That is Consistent With Your Mission Statement?

♦ What Are You Doing That IS NOT Consistent With Your Mission Statement?

MISSION STATEMENT

Who Are You? What Do You Want to Do?

SAMPLE MISSION STATEMENTS

to provide customer-focused mobility solutions for our local communities through strategic partnerships, innovative planning, and implementation options.

to provide all citizens and visitors with safe, reliable, and efficient transportation, which continues to grow to meet their needs through the efforts of dedicated and well-trained employees.

GOALS AND OBJECTIVES

Reflect system’s mission Means to achieve broader community goals Provides framework for designing and

evaluating existing and proposed service

POTENTIAL GOAL AREAS

Service quality and quantity Effectiveness and efficiency Responsiveness Financial Community participation

? ? ?♦ Are Resources Being Used Most Efficiently to

Deliver Service?♦ Are the Services Being Delivered in the Most

Effective Manner?♦ Are the Resources Being Used Most Efficiently

to Deliver the Most Effective Services?

PERFORMANCE EVALUATON AS A TOOL

♦ To Measure and Assess Performance♦ To Evaluate the Progress Towards

Transportation Goals and Objectives♦ To Serve as a Basis for Decision-Making♦ Diagnostic Tool to Identify Performance

Problems♦ To Assess Policy, Procedures, and Service

Implications

TARGET AUDIENCE of PERFORMANCE MEASURES

♦ System Management♦ Governing Boards♦ General Public♦ Passengers

TYPES OF PERFORMANCE MEASURES

♦ Cost Efficiency♦ Service Effectiveness♦ Cost Effectiveness

COST EFFICIENCY

♦ The Amount of Service Provided for the Amount of Money Spent

Service Provided

Cost of ServiceCost Efficiency=

PRIMARY COST EFFICIENCY MEASURES

♦ Total Operating Cost Per Vehicle Service Hours

♦ Total Operating Cost Per Vehicle Service Miles

SECONDARY COST EFFICIENCY MEASURES

♦ Examples Include:○ Driver Operating Cost Per Vehicle Service Hour○ Vehicle Service Hours as a Percent of Driver Pay

Hours○ Maintenance Cost Per Vehicle Mile○ Administrative Cost Per Vehicle Service Hour

SERVICE EFFECTIVENESS

♦ The Consumption of Service in Relation to the Amount of Service Available

Service Consumed

Service Provided

ServiceEffectiveness

PRIMARY SERVICE EFFECTIVENESS MEASURES

♦ Passengers Per Vehicle Service Hour♦ Passenger Revenue Per Vehicle Service Hour♦ Passengers Per Vehicle Service Mile♦ Passenger Revenue Per Vehicle Service Mile

COST EFFECTIVENESS

♦ Consumption of Service in Relation to Resources Expended

Service Consumed

Resources Expended=

CostEffectiveness

PRIMARY COST EFFECTIVENESS MEASURES

♦ Passenger Revenue Plus Local Contributions as a Percent of Total Operating Cost

♦ Passenger Revenue as a Percent of Total Operating Cost

♦ Total Operating Cost Per Passenger

Formulate Performance Measures

InputsTransit System

Service Output

Cost Efficiency

Service Effectiveness

Cost Effectiveness

Public Consumptions

SERVICE QUALITY

♦ The Relationship of Service Delivery and Customer Expectations○ ACCESSIBILITY - Ability to Accommodate

the Disabled Percent of Service Hours With Lift-

Equipped Vehicles○ AVAILABILITY - Span of Service,

Frequency of Service and/or Percent of Population Within Walking Distance

SERVICE QUALITY (CONT’D)

○ COMFORT - Seat Availability, Climate Control, and Smooth Ride Operations

○ RELIABILITY - On-Time Performance○ SAFETY - Vehicle Miles Per Accident;

Passenger Injuries Per 100,000 Passenger Boardings

PERFORMANCE MEASUREMENTS

♦ Controllable Factors○ Decisions, Policies, and Actions of

Governing Board, Managers and Employees

♦ Non-Controllable Factors○ Physical, Economic, and Social Factors not

under the Control of the Transportation System

SERVICE AREA CHARACTERISTICS

Service area size Socioeconomic characteristics Land use characteristics Travel characteristics Geographic and topographical characteristics

SERVICE AREA CHARACTERISTICS (CONT’D)

Weather Availability of other services

- Public sector - Non-profit - Private sector

History

SOCIOECONOMIC CHARACTERISTICS

Auto availability Income level Age Gender Employment status Minority Education level Disability – mobility status Expectations

TYPICAL TRANSIT USER

No car available Lower income Minority Female Work trip

LAND USE CHARACTERISTICS

Density of origins - Residential development - Elderly housing - Subsidized housing

Density of destinations - Employment sites - Job training sites - Day care facilities - Schools - Universities/colleges - Shopping/retail centers - Social service agencies

LAND USE CHARACTERISTICS (CONT’D)

Service area size Proximity to regional medical and retail centers

TRAVEL CHARACTERISTICS

Peak periods – AM, PM, midday - Varies by type of trip

Off-peak periods – evening, weekends - Trip purpose

- Work - School - Social service agencies - Shopping - Personal business - Medical - Recreational

GEOGRAPHIC AND TOPOGRAPHIC FEATURES

Water bodies and bridge weight restrictions Street widths and direction Pavement quality Parking Grades/hills - topography Railroad tracks and overpasses Traffic restrictions and signals

GEOGRAPHIC AND TOPOGRAPHIC FEATURES (CONT’D)

Congestion – roadway capacity, peak pattern changes

Community boundaries Speed limits Inhospitable walking environment Greater building setbacks Long distance between generators

DATA COLLECTION PROCEDURES

Service area characteristics - U.S. Census - Chamber of Commerce - Department of Development - Metropolitan planning organizations - Local planning agencies - Department of Transportation

EXISTING SERVICE CHARACTERISTICS – SERVICE TYPE

Demand response - Advanced reservations (1 – 48 hours) - Door to door, curb to curb, or door through

door - Pickup window (+/- minutes from scheduled pickup time - Standing orders - Contract services - Paratransit vehicles - Area coverage - Productivity

EXISTING SERVICE CHARACTERISTICS – SERVICE TYPE (CONT’D)

Demand response (Cont’d) - Eligibility requirements - Funding sources and levels

- Personal involvement- Technology applications

Fixed route, fixed schedule - Types of routes

- Express - Local - Crosstown - Circulator

- Radial, Grid, Hub

Fixed route, fixed schedule (Cont’d) - Fixed guideway, rail, or surface - Complementary paratransit service (see demand response) - Headway – average and maximum - Transfer rate

Directness of travel - Circuitousness - Interlining - Transfers - Through-routing - Shared ride

Service availability – area coverage - Percentage of population with access to service

Service level/volume - Vehicle revenue hours - Vehicle revenue miles

Policy headway – fixed route Pickup window – demand response Advanced reservation period – demand

response

EXISTING SERVICE CHARACTERISTICS

– SERVICE TYPE (CONT’D) Span of service

- Days of service - Hours of service

Usage patterns Ridership

SERVICE QUALITY

Response time – demand response - On-time performance - Pickup window - Advance reservation requirements - % general public

Response time – fixed route - On-time performance - Average headway - Maximum headway - % of transfers - Service mix

SERVICE QUALITY (CONT’D)

Service reliability Loading standard Safety Infrastructure Accessibility

EXISTING SERVICE POLICIES

Fleet accessibility Group trip potential Door-to-door vs. curb-to-curb Labor contract Personnel policies Experience and competence of scheduling and

dispatch staff Experience and competence of vehicle operators Vehicle condition and maintenance

EXISTING SERVICE POLICIES (CONT’D)

Mobility training History/community perception Use of volunteers Policy headway (fixed route) Pickup window (demand response) Advanced reservation period (demand

response) Bus stop spacing (fixed route) Scheduling pickup increments (demand

response)

DATA COLLECTION PROCEDURES FOR EXISTING SERVICES - FIXED ROUTE

SERVICES Route maps and timetables Point checks

- Maximum load count - Arrival time

Ride checks - On/off counts by stop - Average trip length - Running speed - Load profile diagrams - Passenger miles

Boarding counts - Fare category by trip

DATA COLLECTION PROCEDURES FOR EXISTING SERVICES - FIXED ROUTE

SERVICES (CONT’D) Farebox readings

- Total cask - Ridership - Average fare

Revenue counts Transfer counts

- Transfer activity - O/D Pairs

Passenger surveys - Passenger travel patterns, characteristics, and opinions

SELECTION OF TECHNIQUES

Availability of technology Availability of personnel Union rules Ridership levels Number of vehicles Route structure (degree of interlining) Transfer tickets Availability of smart fare cards

DATA COLLECTION PROCESS

Develop baseline - On/off counts - Farebox readings, average fare - Onboard survey

Monitor changes - Point checks - Arrival times - Total boardings or revenue

DEMAND RESPONSE SERVICES

Dispatch logs Driver manifest analysis

- O/D pairs - Travel time analysis - Trip denial logs

Vehicle utilization chart Passenger surveys

Exhibit 3.9: Logan County Vehicle Utilization

Vehicle AM PMNumber 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12

Agencies that provide transportation

Transportation for Logan County

Subscription Demand Response

Monday - Friday

Monday through Friday

Logan County MR/DD

school buses

Green Hills Retirement Community

Logan Acres

West Liberty-Salem Schools

school buses

* TLC also provides transportation for Dialysis at 6:00 a.m., 11:00 a.m., and 5:00 p.m. with two vehicles

Subscription Demand Response

Community Employment

PUBLIC INVOLVEMENT – NEEDS AND EXPECATIONS

Public meeting Rider surveys Stakeholder interviews Household surveys Employer survey Elected official interviews Focus groups Driver input

STAKEHOLDERS

Human service agencies Higher education institutions Employers/business community Retailers Governmental entities Seniors

STAKEHOLDERS

Medical community Children of older adults Youth Developers Minority populations Non-English speaking populations General public

0% 10% 20% 30% 40% 50% 60% 70% 80%

Frequency of service

Cleanliness of the buses

Connections between buses

Safety and security at bus stop

Safety on bus

Buses running on time

Hour buses stop running

Distance to bus stop

Having a shelter at bus stops

Current bus fare

Bus schedule information

Bus driving skill

Driver assistance

GDRTA telephone information

Bus route coverage

Overall service rating

Excellent and Good Ratings

DEMAND ESTIMATION METHODOLOGIES

Survey response Similar routes method Elasticity models Regression models – transit propensity

SURVEY METHOD

Request travel itineraries Assess perceptions and attitudes of new service Identify sensitivities Extrapolate the response to potential user group Adjust patronage estimates for noncommittal

bias x 20%

SIMILAR ROUTES METHOD

Identify similar routes Utilize same trip rates Elasticity models

- Wide variation by market segment, mode, time

period, and trip purpose Fare changes elastic Services change inelastic

REGRESSION MODELS

Associates independent factors to ridership Requires calibration to specific site Based on socioeconomic variables, land use

variables, or transit service variables

TRANSIT PROPENSITY

Model derived from 1986 study “Financing and Sustaining Rural Mobility in Rural Areas: A Manual” by Theodore A. Wallin and Alice Kidder

Transit Propensity = ((12 * X) + (19 * Y))/0.8where X = population aged 65+and Y = Number of zero vehicle households

Block GroupLand Area (Sq.

Mi.)Total

Population

Total Population Aged 65+

Total Households

Households Beneath

Poverty Level

Total Occupied Housing Units

(OHUs)Zero-Vehicle

170370001001 26.8 603 73 190 0 219 0170370001002 0.8 1,249 140 480 24 506 35170370001003 2.5 1,527 170 575 17 621 15170370001004 8.6 2,211 173 798 35 772 15170370002001 50.9 1,808 164 614 33 633 6170370002002 6.8 1,239 134 466 29 474 20170370002003 12.1 1,308 80 437 18 454 13170370003001 52.4 776 101 265 13 292 4170370003002 47.0 638 68 246 7 244 5170370003003 11.0 1,152 164 452 30 476 6170370004001 29.6 1,760 175 602 20 690 20170370004002 23.6 2,821 229 972 21 964 0170370005001 0.5 1,734 270 736 42 754 7170370005002 3.7 1,658 184 630 22 668 25170370005003 3.9 132 24 49 0 47 0170370006001 1.2 1,257 177 471 12 491 18170370006002 0.2 1,087 131 417 8 411 15170370006003 0.3 1,295 140 588 43 599 89170370006004 0.6 1,510 160 551 21 635 25170370007001 1.1 2,654 247 1,015 32 1,054 41170370007002 0.4 921 129 349 25 359 12170370008001 0.2 1,110 115 402 5 430 7170370008002 1.2 1,341 494 423 29 479 23170370008003 5.4 1,564 255 727 92 688 96170370008004 0.2 1,449 95 468 34 513 58170370009001 0.5 1,021 122 413 0 431 0170370009002 0.2 848 127 372 19 382 15170370009003 0.5 4,672 153 582 179 567 34170370009004 0.6 1,271 216 467 7 491 13170370010001 5.2 625 18 230 15 219 0170370010002 0.2 2,761 4 921 521 1,022 173170370010003 0.1 1,396 31 635 331 654 100170370010004 2.6 3,614 23 1,681 811 1,749 110170370010005 0.2 1,381 11 677 315 722 49

Transit Propensity for DeKalb County, IL

Block GroupLand Area (Sq.

Mi.)Total

Population

Total Population Aged 65+

Total Households

Households Beneath

Poverty Level

Total Occupied Housing Units

(OHUs)Zero-Vehicle

170370011001 0.1 2,364 0 15 0 19 0170370011002 0.1 22 0 20 20 13 0170370012001 0.1 983 1 100 54 106 14170370012002 0.2 4 0 0 0 0 0170370012003 0.1 568 16 222 121 225 17170370013001 0.1 827 65 297 32 335 20170370013002 0.1 674 67 283 38 332 20170370013003 0.1 1,222 61 444 139 496 18170370013004 0.3 1,201 162 535 69 537 69170370013005 0.1 785 76 380 28 406 27170370013006 0.1 873 144 509 87 441 132170370014001 0.6 1,320 230 433 12 432 0170370014002 0.4 899 146 348 9 342 6170370014003 0.5 694 61 347 61 357 10170370014004 12.1 1,544 70 517 13 578 7170370015001 0.1 698 46 273 42 269 13170370015002 0.5 1,746 283 727 23 782 88170370015003 13.3 310 56 135 21 129 8170370015004 1.0 1,035 90 374 32 409 29170370016001 18.4 545 57 198 11 190 0170370016002 10.4 2,285 162 783 27 835 20170370017001 51.5 892 115 312 6 320 13170370017002 6.3 2,105 202 786 32 820 32170370017003 27.9 431 54 140 9 146 0170370018001 39.1 529 60 203 20 195 2170370018002 19.8 1,206 228 417 20 450 36170370018003 34.6 311 32 120 1 117 0170370018004 33.4 280 36 109 2 119 0170370018005 19.5 1,464 213 541 45 558 28170370019001 33.9 833 88 278 6 289 0170370019002 1.6 1,277 163 471 27 487 22170370020001 2.1 1,085 175 376 30 387 13170370020002 1.4 2,075 297 695 6 768 14170370020003 0.3 959 130 372 25 334 14

170370021001 1.8 1,034 156 414 19 422 28170370021002 1.1 1,496 172 594 75 633 84

Transit Propensity for DeKalb County, IL

REGULATORY REQUIREMENTS

Americans with Disabilities Act - Complementary paratransit service - Service area - Days and hours - Fare - Trip priorities - Response time - Advance reservation - Capacity constraint - Trip denial - Trip negotiated +/- 1 hour - Excessively long wait time

REGULATORY REQUIREMENTS (CONT’D)

Americans with Disabilities Act (cont’d) - Complementary paratransit service (cont’d) - Capacity constraint (cont’d) - Excessively long transit time - Equivalency of service

Charter Regulations (49 CFR Part 604) - Charter definition - Group of persons - Common purpose - Single contract (written or oral) - Fixed charge - Exclusive use of service or vehicle

CHARTER REGULATION EXEMPTIONS

♦ FTA excludes from charter regulations coverage of recipients under the Section 5310, Section 5311,

Section 5316, and Section 5317 if the service to provided is for program purposes.

○Transportation that serves the needs of either human service agencies or targeted populations(elderly, individuals with disabilities and/or low income individuals)

Charter Regulations (49 CFR Part 604) (cont’d) - Charter definition (cont’d) - Specialized itinerary - Uses FTA-funded vehicle - Must identify willing and able private charter operations - If exists, charter is prohibited unless

exception applies - No willing and able operator - Service and accessibility requirements

exceed private operator’s capacity - Special events or national significance

Charter Regulations (49 CFR Part 604) (cont’d) - Must identify willing and able private charter operations and publish annual notice (cont’d) - If exists, charter is prohibited unless

exception applies (cont’d) - Social service agency transporting disabled individuals, federally funded, consistent

with program purpose - Agreement with willing and able private operator - Undue hardship

General Public Service Guidelines - Open to public - Controlled by transit - Multiple stops - Advertised - Part of network - Part of plan - Stops on route area reasonable generators - Charges fare (comparable to similar service)

General Public Service Guidelines (cont’d) - In service hours - No drinking - Designed to benefit public at large

- Drivers have to let general public on board - Contributions to system - In service area

♦ Service Planning Determines the Operations, Maintenance,

Administrative, and Capital Requirements of the Public

Transportation System Based on Adopted Goals and Objectives

Service Planning

♦ Service Modes

TRADITIONAL FIXED ROUTE, FIXED SCHEDULE

Corridor linehaul Radial, grid, hub Express, limited stop Fixed route local Local, limited stops Fixed route commuter Crosstowns Connectors/Feeders Fixed route, reverse commute Fixed guideway service

- Heavy rail - Light rail - Commuter rail

NON-TRADITIONAL SERVICE TYPES

Transit centers (multi-modal) Hubs Seamless regional mobility Brokerage Mobility managers Shuttles

NON-TRADITIONAL SERVICE TYPES (CONT’D)

Neighborhood circulators Subscription bus Vanpools/Ridesharing Service routes Special niche services Revenue commuter

TRANSIT CENTER/TIMED TRANSFER

Connecting multiple suburban transit centers Centers located at key activity centers and park

and ride lots Connects circulators with linehaul services Transfers are timed to reduce wait times –

timing is critical as headways increase Transfer location amenities and security Drivers communicate to facilitate transfers

EXPRESS ROUTES

Long-distance commuter trips Limited stops High travel speeds – arterial or highway Comfort and reliability Stress-free commute Special equipment Primary central business district bound/major suburban

employment centers Served by feeders and/or park and ride lots Heavily traveled corridors – limited stops Guaranteed ride home and safety nets Best if bus receives priority treatment Peak and limited mid-day trips

EXPRESS ROUTE – KEY FACTORS

Real employer support - Direct subsidy - Employee-subsidized passes - Guaranteed ride home - Flex-time

Participatory planning and local support Congestion and parking fees that penalize automobiles High-density destinations Good residential marketshed Bus priority treatments Supportive regional planning Transit dependent populations Special equipment

LIMITED STOP ROUTES

Heavily traveled corridors Supplement locals Skip stops, closed door Requires residential density, multiple activity

centers, concentrated stop locations Used to upgrade existing services

CIRCULATORS

Local travel – internal trip-making Connect to bus services

FIXED ROUTE CIRCULATOR

Neighborhood employment site, shopping center penetration

Local trip-making Secondary roadways Internal community – general circulation and/or

special purpose Short, non-linear Connect multiple origins and destinations

FIXED ROUTE CIRCULATOR (CONT’D)

Potential to reduce congestion in high-density areas

Target markets – shoppers, elderly Smaller vehicles Complement linehaul services – feeder Use in low density, difficult terrain, limiting

roadway design

CIRCULATOR – KEY FACTORS

Population and population density Transit dependent population Mixed use setting or special conditions Appropriate headway and travel times Low operating cost – low productivity Attractive pricing Coordinated intermodal connections

SHUTTLE SERVICE

Tailored, high-quality connecting services between activity centers

Niche markets – specific trip purposes - Station to employment center - Residence to linehaul service - Midday employment/shopping shuttles - Special event shuttles

Short, direct, quick (outside walking distance) Public-private partnership opportunities

SHUTTLE SERVICE (CONT’D)

Careful planning – avoid charter Open to public Multiple stops Advertised Stops on route are reasonable generators Charge fares Drivers have to let others board Contributors paid to support service, not

specific route

SHUTTLE SERVICE (CONT’D)

Incorporate into plan Incorporate as part of network

SHUTTLE – KEY FACTORS

Market profile Service parameters Income and density Congestion and parking

SUBSCRIPTION

Service to a closed group of riders Associated with sponsor Fixed price regardless of ridership Service tailored to subscriber needs Guaranteed seats Assurance of success

SUBSCRIPTION – KEY FACTORS

Define demand with common origin/destinations and travel times

Comfort and convenience Guaranteed ride home Interest and sponsorship Low operating cost

VANPOOL/RIDERSHARING

Commuters Riders share cost/drivers ride free Similar origins/destinations and travel times Guaranteed ride home

DEMAND RESPONSE/ PARATRANSIT

Advanced reservations demand response Realtime advanced response Route deviation Point deviation Shared ride taxi Exclusive use taxi User-side subsidy Limousine service

DEMAND RESPONSE/ PARATRANSIT (CONT’D)

Zones Transfers Subscription Social service agency coordination Volunteers Guaranteed ride home Brokerage Flex routes

ROUTE DEVIATION

Designated route and schedule with defined stops and time points

Buses deviate off route to pick up riders in designated areas then return to route

Point deviation returns to point of departure Schedule must account for time to deviate –

deviations need to be monitored and accounted for

Door-to-door service Small vehicles Suitable when time sensitivity is low Limited capacity

ROUTE DEVIATION ATTRIBUTES

Door-to-door convenience Maintains fixed schedule framework Attracts choice rider Serves individuals with special needs – reduces

demand on specialized services Increase area coverage Increase utilization of small fleets

ROUTE DEVIATION – KEY FACTORS

Moderate population density Continuous roadway Transit dependent profile (i.e., elderly) Mixed-use settings Connectivity balanced by reasonableness Low operating cost Coordinated intermodal connectivity Local support and public participation Marketing

FLEX ROUTES – FIXED SCHEDULE

Stretches scarce resources Specific corridors on scheduled days or times of

day Identify corridor of travel Used to group longer-distance trips Serves specific generators Group trips/less per-trip cost Door-to-door or curb-to-curb Allows pre-planning, but not required

REAL-TIME ADVANCED RESERVATION

Similar to taxi Group trips Appropriate for small, well-defined service area Increases ridership No advanced planning Door-to-door or curb-to-curb Requires more complicated dispatch techniques Area limited (no more than 4 square miles)

ADVANCE RESERVATION DEMAND RESPONSE SERVICE

Advanced reservations (1- 48 hours) Door-to-door within designated service area Standing orders accepted Suitable for low to moderate densities Provides greater area coverage Small vehicle

ZONAL DEMAND RESPONSE

Service area divided into zones Vehicles assigned/restricted to zones Transfers at zone boundary

DEMAND RESPONSE – KEY FACTORS

Appropriate setting Focused, well-defined service area Limited trips – concentrating in zones Internal opportunities Transit dependent population Applicability of new technologies for realtime

scheduling Reasonable operating cost Modest expectations for mobility and cost-

effectiveness

FAMILY OF SERVICES

SERVICE PLANNING

Service availability (amount, days, hours, geographic distribution)

organizational/institutional context Service pricing Labor requirements Rolling stock Other capital

SERVICE AVAILABILITY

Geographic coverage Span of service Frequency of service Days and hours of service Response time Seat availability On-time performance

ORGANIZATIONAL/INSTITUTIONAL CONTEXT

Local government Non-profit Human service agency Private for-profit

SERVICE PRICING

Ridership levels Fare equity Ability to pay Cost of service

LABOR REQUIREMENTS

Operation Administration Maintenance Contract Services

ROLLING STOCK

Vehicles Radios Fareboxes Lifts Other Special Equipment

OTHER CAPITAL REQUIREMENTS

Garages Offices Shelters Benches and stop signs

ITERATIVE REVIEWS

Iterative Planning Process

THE ITERATIVE PLANNING PROCESS

•Strategic Plan•Goals & Objectives

•Service Plan•Policies & Standards

EstimateRevenues

EstimateCosts

AreRevenues> Costs?

Prepare Budgetand

Operations Plan

HOW CAN WE USE COST ALLOCATION MODELS?

Cost Evaluation and Billing (How Much Does It Cost to Operate an Existing Service?)

Cost Estimation and Budgeting (How Much Will It Cost to Change Service?)

FIXED AND VARIABLE COST

♦ Fixed Costs Do Not Vary with the Amount of Service Provided (e.g., Administrative Salaries)

♦ Variable Costs Change Relative to the Amount of Service Provided (e.g., Drivers’ Wages)

Variable

Output (Hours/Miles)

KEY ASSUMPTIONS: FULLY-ALLOCATED COSTING

Total System Cost is Allocated to Services Based on Amount of Service Provided (e.g., Service A Operates 1,000 Service Hours)

System Average Unit Costs are Used to Estimate Service-level Cost (e.g., System Average Unit Cost = $30/Service Hour Service A Cost = 1,000 * $30 = $30,000)

WHY CAN’T WE USE A SIMPLE MODEL?

♦ Sample System Statistics♦ Total Operating Cost $612,827♦ Total Hours 28,811♦ Total Miles 473,512♦ Average Unit Cost/Hour $21.27♦ Average Unit Cost/Mile $1.29

♦ Speed♦ Service Hours Miles (MPH)♦ A 3,000 27,000 9♦ B 3,000 48,000 16

COST OF SERVICES USING AN HOUR-BASED MODEL

♦ Cost = Hours * 21.27/Hour

♦ Cost of Service A = 3,000 * $21.27♦ = $63,810♦ Cost of Service B = 3,000 * $21.27♦ = $63,810

♦ Does This Make Sense?

COST OF SERVICES USING A MILE-BASED MODEL

♦ Cost = Miles * $1.29/Mile♦ Cost of Service A = 27,000 * $1.29♦ = $34,830♦ Cost of Service B = 48,000 * $1.29♦ = $61,920

♦ Does This Make Sense?

BASIC STEPS FOR DEVELOPING FULLY ALLOCATED COST MODEL

Assemble Data

Assign Expense Line Items

Calculate Unit Costs

STEP 1: ASSEMBLE DATA

Compile Expense Data (Costs) Compile Service Data (Hours, Miles)

STEP 2: ASSIGN EXPENSE LINE ITEMS

All Costs Are Assumed to be Either Variable or Fixed

Expense Line Items Are Assigned to Variable (Hours or Miles) or Fixed Categories

Knowledge is Required of How/Why Expense Items Vary

Some DOT Cost Allocation Spreadsheets Use This Approach

ALLOCATION TIPS

Be Logical in Your Reasoning for Assignment

Make Decisions That Are Defensible BE CONSISTENT

EXAMPLE OF EXPENSE ASSIGNMENT

Expense Class Vehicle Hours Vehicle Miles Fixed Costs Labor Vehicle Operations $241,237 $28,047 Vehicle Maintenance $31,344 General Administration $67,986 Fringe Benefits Vehicle Operations $35,800 $4,661 Vehicle Maintenance $6,080 General Administration $11,867 Services Contract Maintenance $46,847 Professional Technical $2,115 Materials And Supplies Vehicle Operations $45,002 Vehicle Maintenance $14,761 General Administration $9,825 Utilities $3,336 Casualty And Liability Costs Premiums: Vehicle PD $10,044 Premiums: Public Liability $34,734 Taxes Vehicle Operations $175 Miscellaneous Expenses $921 Leases and Rentals $18,045 Totals $277,037 $188,812 $146,978

STEP 3: CALCULATE AVERAGE UNIT COST

Determine Each Variable’s Value (e.g., Number of Hours)

Divide the Cost by the Value to Obtain Average Unit Cost

EXAMPLE OF UNIT COST ALLOCATION

♦ Total Total♦Basic of Expenses Operating Unit♦Assignment Assigned Statistics Cost

♦Hours $277,037 28,811 $9.62/Hour♦Miles +$188,812 473,512 $0.40/Mile♦Subtotal (H+M) $465,849♦Fixed Cost $146,978 $465,849 32%

♦Annual Cost = 1.32 * [($9.62 * Hours) + ($0.40 * Miles)]

EXAMPLE OF APPLYING COST MODEL

♦ Speed♦ ServiceHours Miles (MPH)

♦ A 3,000 27,000 9

♦ B 3,000 48,000 16

EXAMPLE OF APPLYING COST MODEL CONT’D

♦ Annual Cost = 1.32 * [($9.62 * Hours) + ($0.40 * Miles)]

♦ Cost Service A = 1.32 * [($9.62 * 3,000) + ($0.40 * 27,000)]

♦ = 1.32 * ($28,860 + $10,800)♦ = $52,351

♦ Cost Service B = 1.32 * [($9.62 * 3,000) + ($0.40 * 48,000)]

♦ = 1.32 * ($28,860 + $19,200)♦ = $63,439

COMPARISON OF COSTING APPROACHES

♦ Costing Approach Service A Service B♦ One Variable: Hours $68,810 $63,810♦ One Variable: Miles $34,830 $61,920♦ Two Variables/

Overhead $52,351 $63,439

EXAMPLE OF FULLY ALLOCATED COSTING

♦ Problem: We want to know the operating cost of Service A that we provide under contract to a social service agency. What should we charge the social service agency for Service A if we are using a contract rate based on miles ($/mile)?

EXAMPLE OF FULLY ALLOCATED COSTING (CONT’D)

Solution:1. Collect Annual Operating Data for Service A

Hours = 7,543 Miles = 80,042 2. Develop Full Cost Allocation Model

Cost = 1.32 * [($9.62 * Hours) + ($0.40 * Miles)]

3. Determine the Annual Cost of Service AUnit Operating TotalCost Statistics Cost

Hours $9.62 7,543 $72,564Miles $0.40 80,042 32,017Overhead 32% $104,581 33,466TOTAL $138,047

EXAMPLE OF FULLY ALLOCATED COSTING (CONT’D)

4. Convert Annual Cost to a Mileage Rate

Mileage Rate = Operating Cost/Annual Miles

= $138,047/ 80,042 Miles

= $1.73/Mile

SPECIAL SERVICE NEEDS

Some services require special treatment (i.e., added costs to the agency) such as: - More operator assistance - More detailed reporting

These situations require special analysis. However: - Added operator costs can be covered by hours - Special vehicles may require different mile costs - More detailed reporting may add a new overhead

factor.

INCREMENTAL COSTING

Principal Use is to Estimate the Costs of Service Changes

Costs of Service Changes are Estimated by Omitting the Fixed Cost Factor From the Cost Allocation Equation

Example:

Total Cost = 1.32 * [($9.62 * Hours) + ($0.40 * Miles)]

Cost Change = ($9.62 * Hours) + ($0.40 * Miles)

EXAMPLE OF INCREMENTAL COSTING AND FORECASTING A SMALL-SCALE SERVICE

CHANGE♦ Problem: The transit system wishes to institute

a new service between a small townand the county government center.

1) What will be the added operating cost to operate this new service?

2) What should be charged for this service?

♦ Solution:

1. Estimate Annual Operating Data for the New Service.

Hours = 1,530 Miles = 38,250

CHANGE (CONT’D)2. Develop Incremental Cost Allocation Model

Cost Change = ($9.62 * Hours) + ($0.40 * Miles)

3. Estimate the Annual Incremental Cost of the New Service

Unit Operating TotalCost Statistics Cost

Hours $9.62 1,530 $14,719Miles $0.40 38,250$15,300TOTAL $30,019

CHANGE (CONT’D)

4. Revise (Recalibrate) Fixed Cost Factor in Cost Allocation ModelSubtotal (H+M) $465,849 Existing servicesNew (H+M) $30,019 New ServiceRevised Sub (H+M) $495,868

Fixed Costs $146,978 No ChangeFixed Cost % 30% $146,868/$495,868

New Annual Cost = 1.30 * [($9.62 * Hours) + ($0.40 * Miles)]

EXAMPLE OF INCREMENTAL COSTING AND FORCASTING A SMALL-

SCALE SERVICE CHANGE(CONT’D)

5. Determine the Fully Allocated Cost of New Service

Unit Operating TotalCost Statistics Cost

Hours $9.62 1,530 $14,719Miles $0.40 38,250 15,300Overhead 30% $30,019 9,005TOTAL $39,024

SERVICE PLANNING AND DESIGN – BUDGET CUT PREPARATION Presented by Robbie L. Sarles RLS &...

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