HomeMy WebLinkAbout1993-03-23 - AGENDA REPORTS - TRANSIT PLAN FY 1994 1997 (2)AGENDA REPORT!,
City Manager Approval AWL
Item to be presented by:hJ' L'"
Jeff Kolin. De u1y dilManager
VNEW BUSINESS � !"nAi�^�
DATE: March 23, 1993
SUBJECT: Short Range Transit Plan FY 1994-1997
DEPARTMENT: Public Works
BACKGROUND
Each year transit systems receiving funds through the Los Angeles County Metropolitan
Transportation Authority (LACMTA) (formerly Los Angeles County Transportation
Commission) must submit a short range transit plan (SRTP). This year's planning horizon is
four years, coinciding with the LACMTA "Call for Projects" which will determine how all
discretionary Federal, State, and Regional revenues controlled by the LACMTA will be
disbursed over the next four fiscal years. Additionally the Federal Transit Administration
requires all recipients of Federal transit funds to prepare an SRTP.
The purpose of the SRTP is to document the transit system goals and objectives, operating
performance and plans for the future. The plan must also document the system's compliance
with applicable Federal, State and Regional mandates, present a financial plan for the agency
and justify the projects for which funding is sought. Even though the required planning
horizon is four years, nothing precludes a transit operator from using the SRTP to plan
beyond that period or include any other material in the document. Transit systems are
encouraged to use this document as the prime policy document and management reference
tool.
The SRTP must be submitted to the LACMTA by March 31, 1993 and approved by the
City Council prior to that date. The Council may direct staff to make changes to the
document and approve the plan contingent on incorporating those changes.
RECOMMENDATION
Approve the Santa Clarita Transit Short Range Transit Plan FY 1994 through 1997 and
authorize the City Manager to submit the plan to the Los Angeles County Metropolitan
Transportation Authority.
Attachment: Short
Range Transit Plan FY 1994 -1997
APPROVED �rgenda Item:
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DRAFT
SNORT RANGE TRANSIT
PLAN
+ FY 1994-97
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Prepared by City of Santa Clarita Transit
March 19, 1993
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TABLE OF CONTENTS
I.
EXECUTIVE SUMMARY
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II:
SYSTEM HISTORY
III.
DESCRIPTION OF EXISTING SYSTEM
IV.
GOALS AND OBJECTIVES
V.
FINANCIAL PLAN
VI.
OPERATING PLAN
VII.
SYSTEM PROJECTS SUMMARY - L -TABLES
VIII.
CALL FOR PROJECTS SUBMITTAL DESCRIPTIONS
EXECUTIVE SUMMARY
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EXECUTIVE SUMMARY
'0 THE CHALLENGES FACING SANTA CLARITA TRANSIT
The City of Santa Clarita is only five years old and has been responsible for public
transportation in the Santa Clarita Valley for only one and one half years. In the transit
division most of the efforts over the past eighteen months were dedicated to overcoming the
growing pains associated with establishing a new transit system. This document, the fust
Short Range Transit Plan which articulates goals and objectives for the transit system, marks
the transition from a period of "getting the system going" to beginning to meet the challenges
of improving the quality of life in the Santa Clarita Valley.
The Santa Clarita Valley experienced explosive growth over the past two decades. In many
respects, infrastructure improvements failed to keep pace with this growth. Although the
main complaint after city incorporation was a lack of roads, the community was designed and
built on the assumption the automobile would be the prime mode of transport. Transit was
• not a factor. As the history section that follows explains, there has been minimal transit
service in the Santa Clarita Valley operated by Los Angeles County since the late 1970's.
Because transit service was very minimal, residents had little choice but to drive for virtually
every purpose. This lack of choice further burdened mads not designed to accommodate the'
urbanization of the Valley.
Santa Clarita is .fortunate in that the seeds of a truly balanced transportation system have been
planted. The paseo system, an extensive segregated pedestrian/bicycle network, exists in the
Valencia neighborhoods of Santa Clarita. This system was designed primarily for inner
circulation of the neighborhoods providing access to schools, parks, recreation centers, and
adjacent neighborhoods. This has reduced the number of short neighborhood auto trips;
however, the majority of person trips still must be made by auto. With several short
extensions of this network or sidewalk improvements, the paseo system can be integrated into
the extensive trail system planned by the city and provide access to the transit network. In
other words, the paseo system which already exists can be part of a comprehensive program
to provide attractive alternatives to the auto.
This plan documents for the first time an extensive set of goals and objectives for the transit
program. Santa Clarita prides itself on providing a very high quality of life and a city
government that maintains high standards of service. The goals and objectives for the transit
division were promulgated to enhance both.
~ The major emphasis for the transit system is shifting the percentage of trips from auto to
more environmentally benign alternatives. The transit system can't do it alone, more trips
need to be made on foot and bicycle as well. However as noted naturalist John Muir once
stated, "Everything is hitched to everything else." Transit can only function well in a
M pedestrian oriented environment. Such an environment also encourages walking and
bicycling for many trips. Transit friendly development is generally compact, and often
mixed use. This development pattern can also reduce the need to make trips in the first
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place or consolidate trips by providing an array of services in one location.. Abundant free
parking encourages driving. As alternatives to the auto become more attractive and the need
for trips become less due to more mixed use development, serious consideration should be
given to reducing parking supply. This plan focuses only on the transit component of this
shift (the City's General Plan covers all of the elements), yet a more comprehensive set of
goals and objectives are incorporated into the transit program to reflect the interaction of
many elements needed to accomplish this shift.
Skeptics may say that trying increases the market share of trips made by alternatives to the
auto is "tilting at windmills." Others may feel that the city is engaging in social engineering,
people drive because they want to drive. However the city has little choice but to
aggressively pursue this path. There are several reasons for this;
BALANCE: "Putting all eggs in one basket" is imprudent behavior in any instance.
Depriving alternatives to the auto sufficient resources to maintain a balanced
transportation system deprives individuals who do not possess a drivers license or
have access to an auto of mobility and accessibility. Everyone may fall into this
category from time to time.The number of autos owned by a household is dictated by
travel needs depriving them of the option of owning fewer cars and devoting
household income to other purposes when travel alternatives do not exist. Individuals
simply have no choices when the system is out of balance.
RESOURCES: There are not enough resources available to construct all of the road
40 space needed to accommodate automobile travel demand at current mode splits. A
balanced transportation program will consume fewer resources to accommodate a
given level of human activity.
LAND CONSUMPTION: Total reliance on the autorequires more land to
` accommodate cars than to accommodate other activities. Lower densities are required
to keep from overwhelming the transportation system, which in turn consumes more
land for a given level of human activity than would be required with a balanced
transportation system.
AIR QUALITY: Over the past two decades vehicle emissions from individual
automobiles has declined by as much as 90%. Increases in the number of autos and
vehicle miles traveled has overwhelmed these technological advances resulting in even
more auto generated air pollution. Recent findings that more smog alerts are .
occurring on weekends seem to indicate that the auto is a greater contributor to poor
air quality than earlier believed.
Creating a balanced transportation system is consistent with other planning documents and
legislation. The City of Santa Clarita General Plan has several provisions articulating this
need (see Appendix A). Most transportation projects that will be pursued in Santa Clarita
must be consistent with provisions of the 30 Year Transportation Plan adopted by the Los
Angeles County Transportation Commission (now Los Angeles County Metropolitan
Transportation Authority), the Federal Clean Air Act of 1990, and the Intermodal Surface
transportation Efficiency Act (which authorizes all Federal highway and
transit funds). All three call for a balanced transportation program.
Effecting the shift presents its own set of challenges. Coercion breeds resentment and
usually fails. This plan does not rely on forcing or legislating a change in peoples behavior,
but significant improvements in the transit alternative to bring about a voluntary shift. The
quantity, quality and image of transit service must be improved. Transit must be a truly
attractive alternative to the auto.
Financing the plan is another challenge. Many of the actions needed can be accomplished
with existing resources. The financial report will show that cutbacks in transit service don't
appear needed. However the level of transit service provided must be increased and this can
only be accomplished with additional resources provided to transit. A study of ten peer
transit agencies illustrated that on average they provided twice the level of transit service as
Santa Clarita. Considering the peer agencies are serving similar auto oriented sprawl
communities and have a very small market share of local trips; the review accounts for only
in -community trips and not regional transit services; and does not account for additional
transit service to serve new development; even a doubling of transit service will be
inadequate.
The environment in which transit functions is another challenge. Providing access to transit
services; creating a pleasant environment for the transit customer while going to, from and
waiting for transit; and creating development patterns that encourage and not discourage
transit use must be attended to.
Historically transit planning has focused on peak hour work trips. Attracting non -work trips
which account for almost 75°%0 of trips) and off- peak trips (which also account for almost
75 % of trips) to transit is another challenge. Seventy five percent of auto hydrocarbon
emissions occur in the first minute after engine start up or first minute after engine turn off.
Therefore attracting short trips to transit is another challenge. As noted above, it appears that
auto usage contributes to poor air quality to a greater extent than earlier thought. Shifting
off-peak non -work and short in -city trips to alternatives takes on much greater importance.
Can this plan be accomplished? If resources are not made available some programs,
particularly transit service expansion will be delayed in implementation, but the program can
be accomplished even if at a slower rate.
Will the plan accomplish'the desired ends? The evidence is promising. The peer transit
10 agencies which provide twice as much service carry three times as many riders per capita.
In Canada where the cost of driving, cultural attitudes toward the auto and land use patterns
are similar to the U.S.; per capita transit use is three times the U.S. rate and transit market
share for all urban trips is five times the U.S. rate. Edmonton ,a sprawling boom town,
prides itself on having the same number of autos per capita as Los Angeles but twice the per
y capita transit use. We don't have to look beyond the Santa Clarita Valley for evidence that
local citizens won't respond to improvements in transit service. Since the City assumed
operation of local service, ridership has grown by 46%. Metrolink ridership which has
grown 70% since the first month of operation last November, has not diverted riders from
Santa Clarita Transit express buses to Los Angeles.
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The above text focused on "alternatives," reducing auto trips and the reasons it is imperative
to do so. The tern "transit dependent" never appeared and meeting the needs of the transit
dependent was never discussed. This was not an oversight. Transit dependents, people who
don't have access to an auto either because they don't possess a drivers license, own a car or
temporarily have access to a car, represent a cross section of the population. In fact mostly
everyone fits this description some of the time. The needs of individuals without access to a
car are no different than the needs of individuals with access to a car. If transit service can't
be a convenient alternative to the automobile, it can't possibly conveniently meet the needs of
the transit dependent.. Designing transit service for the transit dependent assumes these
individuals will accept inferior service. They won't and will depend on others to drive them
or not make a trip. The focus of this transit plan is not to serve the transit dependent but to
enable the residents, employees and visitors of the Santa Clarita Valley to be auto
independent.
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Material to be inserted later.
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SYSTEM HISTORY
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DESCRIMON OF EXISTING SYSTEM
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GOALS AND OBJECTIVES
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GOALS AND OBJECTIVES
The goals and objectives that follow represent the direction the transit program will take in
the next several years. Although the planning horizon for this document is four years for
specific capital and operating projects requiring funding through the LACMTA, the goals and
objectives are not bound by this limitation. The goals and objectives provide the framework
to guide management actions over the next few years.
The main thrust of the goals and objectives is increasing the role transit plays in the Santa
Clarita Valley. It will become necessary to reduce the percentage of trips made by autos in
order to improve air quality, mobility and accessibility while preventing an over -consumption
of land to simply accommodate the auto (even with a reduction in the percentage of trips
made by auto, the absolute number of auto trips will increase due to population and
employment growth). The most effective way to create the more balanced transportation
system that is needed is through voluntary shifts in mode choice which can be best
accomplished with positive or market oriented actions. The goals and objectives were
developed with this framework.
Five goals were developed. The first goal reflects the most important task, creating a more
balanced transportation system by reducing the over -dependence on the auto. The second
goal reflects the need to utilize all transit resources in the most efficient and effective manner
possible. The third goal reflects the financial realities of accomplishing the transit program -
obtaining the necessary financial resources and maintaining financial viability. The fourth
goal maintains the high customer service standards of the City which are also necessary to
accomplish the fust goal. The fifth goal reflects the need to improve the image and visibility
of the transit program, also necessary to accomplish the first goal.
Under each goal is a set of objectives which are how each goal will be achieved. Not every
detail is included, the objectives are a summary of what needs to take place.
The objectives are realistic with one caveat. Those objectives which require obtaining
additional financial resources to be fulfilled, specifically those that involve additional transit
r service or capital expenditures, can only be accomplished in the time frame stated if those
financial resources are obtained. Otherwise they will have to be delayed until the financial
resources are forthcoming. The dates listed are achievable if grant applications submitted in
the "Call for Projects" (see chapter eight) are approved for the amount and in the time frame
requested. These objectives are noted with an asterisk.
hThe goals and objectives are compatible with the land use, circulation and air quality
elements of the City's General Plan (see Appendix A). This plan specifically calls for a shift
from single occupancy vehicles to higher occupancy vehicles and promoting public
transportation as a positive alternative to the auto.
~ The goals and objectives are also consistent with the 30 Year Integrated Transportation Plan
adopted in April 1992, by the Los Angeles County Transportation Commission. The 30
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Year plan is not specific as to specific improvements in the Santa Clarita Valley, but' does
call for a more balanced transportation program in Los Angeles County and includes a major
expansion of bus and commuter rail as components of this program. More buses and trains
are inconsequential if these resources are not used efficiently or effectively; if seats go
unfilled. These goals and objectives were developed to assure a management focus on doing
just that.
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GOALS AND OBJECMrES
Goal i
Reduce percent of person trips starting and/or ending within the Santa Clarita Valley
that are made by private auto by 3% per year beginning in 1996.
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Provide two-way bus service within 1/4 mile of all households located in
neighborhoods where the density exceeds 8 dwelling units per acre by 1998.*
Provide two-way bus service within 1/2 mile of 95% of all households located in
areas where the density is less than 8 dwelling units per acre by 1998.*
Provide two-way bus service within 1/4 mile of all employment areas with at least
I! 200 employees, retail centers with at least 50,000 square feet, junior and senior high
schools, colleges, hospitals, parks, social service agencies and community centers..*
Provide service to all areas served by transit at least 14 hours per day on weekdays
hand 10 hours per day on Saturday. Expand the service span to include evenings and
Sundays on routes serving traffic generators that are active at those times, by 1998.*
Establish and maintain fixed route transit service (bus and/or train) to downtown Los
Angeles, Glendale/Burbank, East San Fernando Valley (Sylmar/San Fernando),
Central San Fernando Valley (Van Nuys/Northridge), West San Fernando Valley
(Chatsworth /Warner Center), Westwood/Century City, Antelope Valley,
' Ventura County, and other geographic areas generating at least 4,000 one way
person trips per day by 1998.*
Schedule headway (the time between bus trips) to not exceed 30 minutes on 80% of
the route network by 1995 and on 90% of the route network by 1996.*
Schedule headway to be less than 30 minutes where demand warrants.*
Design bus routes to be as direct and straightforward as possible. Diversions from a
direct route should take place only when the number of customers boarding or
alighting equal or exceed the number of customers riding through.
Design new or restructured bus routes to afford customers connections to other local
bus routes and regional bus and rail services without require considerable out of
direction travel. Coordinate connections so that customers do not have to wait more
than seven minutes in most instances when transferring.
Design major transfer points to provide a safe and pleasant environment for
transferring customers.
Construct Metrolink stations in Newhall and Pastern Canyon Country by 1998.*
Provide safe pedestrian access between each bus stop and all development within 1/4
mile by 1998. Designated pedestrian paths should not require out of direction travel
on the part of the customer between the nearest bus stop and their point of origin or
destination. *
Work with Community Development Department and Los Angeles County Planning
Department to assure all new development is designed to provide pedestrian access as
prescribed in the above objective, provides for efficient transit route design and can
accommodate or incorporate desired or needed transit amenities or facilities.
Work with City Parks and Recreation Department to plant fast growing shade trees
adjacent to bus stops and along key pedestrian access points to provide relief for
• transit customers from hot sun.
Devote no less than 1 % of annual transit operating budget in FY 1993, 2% in
FY 1994, and 3 % in each successive year for marketing and promotion efforts
designed to specifically increase use of alternatives to the private auto and improve
the image of transit service .
Conduct a citywide person trip. survey in 1995, to determine base year statistics and in
each successive year to measure performance towards meeting this goal.
Complete a transit master plan in 1994 that provides detail on how unserved areas of
the valley can be appropriately served and provides a blueprint for serving anticipated
growth in future years.*
Construct transit administrative/maintenance facility to support higher level of transit
service needed to support this goal.*
Goal 2
Continually improve Santa Clarita Transit operating efficiency and effectiveness
Obiectiv
Buses shall leave each scheduled time point on time (never early, no more than 5
minutes late). no less than 95% of the time or equal to the previous year's
it performance, whichever is greater.
No trips shall be. cancelled due to lack of personnel or equipment.
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Buses shall travel no less than 10,000 miles between mechanical road calls.
Revenue vehicle utilization shall not be less than 80% at peak vehicle use times.
Buses shall travel no less than 75,000 miles between accidents or equal to the
previous year's performance, whichever is greater.
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Passenger complaints shall not exceed '1.5 per 10,000 boardings or equal to the
previous year's performance, whichever is less.
Operating cost per revenue vehicle hour shall not exceed the previous year's rate plus
the rate of inflation.
Revenue passenger boardings per revenue vehicle hour (fixed route) shall improve to
15 by FY 1994, 20 by FY 1996, and 25 by FY 1998.
System wide farebox recovery (fixed route) shall improve to 13 % in FY 1994, 20 %
in FY 1996, and 30% in FY 1998.
Dial -a -ride deadtime shall not exceed 15 % of revenue hours.
Goal 3
Develop and maintain a sound financial base for the transit system
Objectives
No Aggressively pursue all possible funding sources to implement the service levels and
capital projects necessary for achieving all stated goals and objectives.
Develop and maintain a fund balance to be not less than 10% the annual operating
budget of the transit division.
Work with Community Development Department and Los Angeles County
Planning Department to obtain developer contributions for transit service to new
development that can not be served by existing transit operations.
Develop public/private partnerships wherever possible, including but not limited to
advertising programs to offset the cost of installing and maintaining passenger
shelters, benches and schedule information holders; co-op transit promotion efforts;
and donations of land as part of new development for park and ride lots, transit
centers and rail stations.
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Comply with all Federal, State, and Regional requirements to assure the transit
• system looses no revenues for which it is entitled.
Goal 4
Provide safe and customer friendly transit service.
biectives
Require that the contractor(s) providing transit services for the City provide rigorous
and ongoing safety and customer relations training for all employees.
• Conduct rigorous contract monitoring of service providers, enforcing the incentives
and penalties contained therein.
Utilize past experience to improve the training, incentive and penalty components of
contracts with service providers to achieve this goal.
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Develop a formal on-going quality assurance program.
Expand the number of sales outlets for all prepaid fare media to at least 25 locations
throughout the Santa Clarita Valley.
Provide postpaid envelopes on all buses for customers to order prepaid fare media by
mail.
Provide on -board customer comment canis, postpaid.
Provide 24 hour transit information, participating if possible in a joint partnership
with other transit operators. Detailed customer specific information should be
through a variety of media on Santa Clarita transit services, connecting transit
services and intercity services.
• Establish and adhere to strict standards for transit vehicle and facility cleanliness.
Immediately remove all graffiti from transit vehicles and facilities
+ Provide a level of security on transit vehicles and facilities to maintain customer
confidence that they or their property will not be the target of criminal behavior,
Rely on cooperative efforts, such as with the school districts, acknowledging the
broader community nature of criminal behavior and to contain costs.
• Establish service routes for senior and disabled customers.
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Goal 5
Improve dial -a -ride reservations system to immediate response.
Provide social service agencies with computer terminals to directly schedule dial -a -
ride trips.
0 Improve, the image and awareness. of Santa Clarita Transit
Objectives
Offer the services of the transit management staff to the City's speaker bureau.
r Establish a community outreach program, possibly in conjunction with the City's town
hall programs.
Expand the current commuter newsletter to include the entire transit program.
Conduct frequent joint promotion efforts with local merchants.
Produce local access cable program.
Staff transit booth at all festivals, fairs and other special events.
Develop high quality street map with all transit routes overlaid. Encourage local
realtors to supply map to their clients.
Provide a booklet containing all transit schedules,: maps and fare information
M including connecting and intercity services to the Santa Clarita Valley.
Booklet to be available on all transit vehicles, pass sales outlets, and other public
locations throughout the Santa Clarita Valley.
Develop activities to be conducted in cooperation with local community groups, such
as decorating buses in holiday themes.
Establish a customer recognition program.
Regularly provide press releases describing transit system accomplishments.
Send transit information to all new residents.
Include a system transit map in all phone directories.
• Include a system map and complete local timetable in each City Recreation Guide.
* Indicates objective that requires additional financial resources to be fully achieved.
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FINANCIAL PLAN
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FINANCIAL PLAN
Two financial scenarios are presented on the charts that appear on the following pages.
The first chart represents the base case scenario. No new revenue sources are projected, and
no new operating expenditures are assumed. The most current official projections for
existing revenue sources are used. With service the status quo, it is assumed that ridership
growth will level off. Fare revenue changes are primarily the result of small annual
incremental fare increases. Operating costs are increased by 5 % per year.
This chart illustrates that the transit program is financially viable and that all existing
• services can be maintained. Since the prospect for new funding sources to appear or the
local economy to dramatically grow is currently dim, this scenario is currently the most
realistic. Therefore the goal of reducing auto market share would not be achievable under
this scenario. The goals to improve efficiency and effectiveness, customer service, and
image and visibility of the transit program would still be achievable. To be conservative any
• increases in revenue or decreases in cost that would occur as a result of success in these
areas is not reflected in the projections.
The second chart reflects the program if all projects submitted in the "Call for Projects" are
funded. Full achievement of all five goals are possible in this scenario. Except for the
additional revenue from the "Call for Projects" grants and conservative estimates of ridership
• growth resulting from the new services; and the additional operating cost associated with the
new services; all other assumptions are the same as in the base case chart.
The reality is most likely.to be a combination of the two scenarios. It is unknown at this time
how many "Call for Projects" applications will be approved, if the LACMTA will reallocate
• funds into bus expansion, if new funding sources will appear or existing funding sources
disappear, whether the economy will grow or contract and by what rate, or how successful
other efforts to improve efficiency and increase ridership will be.
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TRANSIT FINANCIAL REVIEW
(EXCLUDES RAIL CAPITAL ACTNRY)
91-92
92-83
93.94
9495
95 98
98-97
9748
98-99
99 00
REVENUES
Beptrig Fund Balance
1,928,732
PROP. A REVENUES
Local Raton
1,638,599
1,093,069
1,135,837
1,158,554
1,181,725
1,205,358
1,229,488
1,254,058
1,279,137
Bad. 9 Operaft
0
151,000
126,445
128,974
131,553
134,184
136,888
139,605
142,398
BTA
0
32,000
251488
27,016
27,5%
28,109
28,871
29,245
29,830
X -ft gain
400,000
0
0
0
0
0
0
0
0
ht~Intorm
120,013
91,920
41,878
38,770
39,457
40,514
41,170
42,084
43,026
Olatretbary
0
375,670
MAN
400,315
420,330
421,591
434,238
447,265
460,683
IncenlNe
0
114,M
0
0
0
0
0
0
0
TOTAL PROP. A REVENUES
................................................^-'--..........._.._...........---'--........._..................-.----------........--
4,085,344
1,861,239
1,723,114
1,753,030
1,800,823
1,829,758
1,870,414
1,912,258
1,955,073
OTHER REVENUES
Firebox
366,973
477,000
5871000
578,340
589,907
601,705
813,739
626,014
638,534
CoutyShare
297,685
518,101
432,437
454,059
478,782
5001600
525,630
551,912
579,507
Developer Fees
600
0
0
0
0
0
0
0
0
FastTrack
0
229,529
700,800
700,800
700,800
700.900
700,800
700,800
700,800
Couty lam Cortrlb.
0
85,000
22,000
22,000
22,000
22,000
22,000
22,000
22,000
Prop. C DWn tla ary
0
200,000
87,000
0
0
0
0
0
0
Sedlan 18
0
130,814
0
0
0
0
0
0
0
AB 2786
51,622
120,000
120,000
120,000
120,000
120,000
120,000
120,000
120,000
to Shaker
22,950
0
0
0
0
0
0
0
0
Interest Income
18,128
19,158
0
0
0
0
0
0
0
TOTAL OTHER REVENUES
757,958
1,759,402
1,929,237
1,875,199
1,909,489
1,945,105
1,982,169
2,020,726
2,060,841
TOTAL TRANSIT OP. REVENUES
..........................................................................................^-----_._.._..____----.........--------_____
4,843,300
3,820,641
3,652,351
3,828,830
3,710,D92
3,774,88;!
3,852,583
3,932,981
4,015,914
IXPENDINRES
Opera" Expendun
3,854,211
4,533,000
4,758,238
4,998,150
5,245,957
5,508,255
.5,783,888
6,072,851
8,378,494
ttarst Expense
0
0
1,371
24,913
31,325
35,262
39,795
44,345
49,145
Transfer tot for Rd Capkal
126,816
0
0
0
0
0
0
0
0
TOTAL TRANSIT OP. EXPENDITURES
..............................^.............._...__........._......_......._........_..........---.----...._................---------..
3,981,027
4,533,000
4,759,609
5,021,083
5,277,283
5,543,517
5,823,483
8,117,198
6,425,639
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TRANSIT MAN= REVIEW
(EXCLUDES RAIL CAPITAL ACTMPn
91-92 92 93 9344 94-95 9596 96.97 97.98 98.99
BEGINNING TRANSIT OP. BALANCE (10,825) 851,448 0 0 0 0 0 0 0
TOTAL TRANSIT OP.REVEMIES
4,843,300
3,520,641
3,852,351
3,628,830
3,710,092
3,774,803
3,852,583
3,932,981
4,015,914
TOTAL TRANSIT OP. EXPENDITURES
(3,081,027)
(4,533.000)
(4.759,609)
(5,021,063)
(5,277,283)
(5,543,517)
(5,823,463)
(6,117,198)
(6,425,639)
ENDING BALANCE W/O TDA
851,418
(60,911)
(1,107,257)
(1,392,234)
(1,567,191)
(1,768,654)
(1,970,8B0)
(2,184,215)
(2,409,724)
TRANSFER IN TOA
0
60,911
1,107,257
1,392,234
1,567,191
1,768,654
1,970,880
2,184,215
2,409,724
ENDING TRANSIT OP. BALANCE
.............. ."' ...."'......""'..............................................................................................
851,4{8
0
0
0
0
0
0
0
0
"""
TDA TOTAL ALLOCATION
2,368,479
2,277,591
2,323,143
2,3$Q.WG
2,416,998
2,465,338
2,514,815
2,564,937
2,618,236
TRANSFER OUT TO TRANSIT
0
(80,911)
(1,107,257)
(1,392,234)
(1567,{0{)
(1,768,654)
(1,970,880)
(2,184,215)
(2,409,724)
REIMINING TDA
2,388,479-
2,216,680
1,215,885
077,372
849,807
896,684
543,765
380,722
206,512
n
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• • • • • • • • • •
• lAd19I! 2II6ECIIL REYIEI
{iICLQOES AdIL UlIIdL dCfIYIli(
t 91-92 92-43 43-94 44-95 99-96 96-97_ 47-98 48-49 94-04
B16I11IIC fId1SII OP. EdLdICI (14,829) 851,448 4 4 a a 4 0 4
IOTIL IIHSIT 41.A89EIUS 4,813,300 3,620,641 3,6SI,351 4,9380831 6,450,892 7,234,863 7,503,634 7,784,997 8,479,312
TOTAL TRUSII OF, I2Y110I1 m (3,981,0271 (I,S33r000l (1,759,689( (6,331,663} (7,617,296} (9,003,518) (4,4!6;4631 {9,931,441} (10,430,172(
II1IN IMIC1 110 I3d I51,448 (10,911} (1,107,257} (1,392,834( (1,567,204} {1,768,655} (1,952,82)} (2,116,444} (2,351,160(
Tmsf1A II 131 0 60,911 1,117,297 1,392,131 1,567,204 1,718,-655 1,952,119 1,146,441 2,350,864
110119 91dISII 07. HUM 851,448 6 0 0 4 0 0 0 1
-----
---- ----------- ---- -- ------ ----- ------ ------ ------
I3d fOIdL dLLOCdfI01 2,368,479 2,277,591 2,323,143 2,369,604 2,616,998 2,465,334 2,514,645 1,566,937 2,611,236
!1115163 08I I0 fRd1SII 0 (60,911} (10107,157( (1592,436) (1,567,244} (I,768,655) {1,952re29{ (2,186,646( (2,350,860(
IEIIIIII4 IDA 2,368,679 2,216,684 1,115,815 476,172 8490793 696,643 561,835 618,896 215,376
gas aalaa...0......... aaasaa.....sa vaa enasaalaaa...ex. .......all ala amass aria...alaasa...9.4aaaaaa....... *as aatsaaasaaaaf aaaaaasauaaasaa.......
i Ct/ta Cu t.ktei c� p�ejos +�e� Yeet/ Rox.r JKA64�c,e_,
. i.
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0
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0
0
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0
0
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o.
71INSI1 TIIAICIAL 111II1
(EICLQDIS till twILL 1CTITITT}
91-92 92-91 93-94 94.99 95-96 96-91 97.98 98-99 99-04
----------------------------------------------------- -- --- -i --- ------- ---------------------- ---
1ITRIDIS
Degi5aio9 Iliad Balance 1,918,131
flap. 1 lluilRS
Local Return 1,636,599 1,093,069 11135,831 11158,554 1,181,725 1,205,339 1,219,466 1,254,056 1,279,131
feet. 9 agitating 0 154,000 126,485 128,978 1311553 134,186 136,868 139,405 142,396
all 0 31,001 26,488 27,611 27,558 28,109 18,611 29,265 29,830
I-ehf fail 451,400 a 0 a 1 0. 0 a 4 0
iotertit Lome 120,113 91,920 61,871 31,770 39,457 40,514 41,170 42,014 43,014
Discretionary 0 375,570 39I,461 400,315 420,336 421,591 434,234 447,265 440,487
Inemtive 0 114,680 • 1 0 0 a 0 a 1
TOM plat. 3 IITIIOIS 4,485,344 . 10861,239 1,713,114 1,753,634 1,804,623 1,929,718 1,870,414 1,91I,254 1,955,073
----- --- --------- ---- ---- -- ------ ------ ------ ------ ------ -- ---- ------
41111 11111/68
parehar 166,973 477,000 561,100 827,340 11003,907 1,307,TOS 1,!48,490 1,331,495 1,391,074
Comy Share - 257,485 511,101 f32,13T 454,0S9 476,742 504,460 525,631 SS1,912 579,501
Developer Reel • 440 0 0 0 0 0 0 4 0
Taatlract 0 229,529 740,800 710,104 ma,100 740,840 100,800 700;140 710,100
County Lease Contrib. 0 65,014 21,010 22,100 22,010 22,000 21,040 22,000 22,100
Prop. C Discretionary 0 2DO,001 87,000 1,441,004 1,926,004 2,851,000 2,996,700 3,146,533 3,303,81I
Section 18 0 130,611 1 a a 0 0 0 0
IS 2766 51,622 110,000 124,000 1200040 124,110 121,0al 120,440 120,045. 320,041
Bae Shelter 12,950 0 0 a 0 0 1 0 0
Interest Ineaat 18,126 19,158 0 0 0 0 0 0 0
Pont 4lNiR AITISDE$797,956 1,159,493 1,915,231 3,135,19! 4,2:!,469 3,::5,1.5 5,633,221 5,172,742 8,114,239
TOTAL 118151! Of. 11161QIS 4,843,300 31620,641 3,432,351 4,131,134 6,450,092 7,214,863 7,5030634 7,784,997 8,079,312
ELt-IDITQ-ES ----- --------- ------ --- - - -- --- ------ ------ - -- --- -- ---- -----
-
------------------ --------
operating E1pead9tarea 3,850!! 4,533,100 4,758,238 f,306,TS0 7,585,95.8 8,968,256 9,116,469 9,887,502 10,381,877
Iatent IEpesse 0 4 1,371 24,913 310139 35,262 39,795 431939 18,295
Transfer out far Rail Capital 126,816 C 1 0 . a I 1 0 1
IOTBL TRANSIT 07. RITIDOITQIIS 3,981,427 4,533,000 4,759,609 6,131,463 1,617,296 9,003,518 9,456,453 9,931,111 10,430,111
-- ------ ------------- - - - n -- - -,-0---1- ------ ------ ------
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F.,
OPERATING PLAN
i1
OPERATING PLAN
The LACTC 30 Year Integrated Transportation Plan calls for a significant increase in bus
service in Los Angeles County. The City of Santa Clarita General Plan calls for a shift of
trips from autos to alternative modes including transit to achieve improved air quality and
mobility. A comparison of the performance of several peer transit agencies illustrated a
correlation between per capita service hours and per capita ridership, indicating the need to
increase the level of transit service to capture the larger share of trips necessary for this shift
to take place.
Santa Clarita when compared to transit systems operating in similar environments provides a
i, low level of service. The ten peer agencies studied provide on average twice as much
service per capita as Santa Clarita Transit. A project submitted in the "Call for Projects" to
double local transit service is based on this finding. However this action if funded will
merely bring Santa Clarita up to the standard set in other sprawling auto -oriented
communities. This expansion would take place over a three year period commencing in FY
1995. It does not include service expansion needed to keep pace with new development. It
also does not include the establishment of regional links to areas outside the Santa Clarita
Valley. These are submitted as separate "Call for Project" Applications (see below). Since
the peer transit systems have low market shares in their respective communities, further
expansion in levels of transit service would have to take place to achieve the three percent
annual reduction in trips made by auto. Therefore further expansion would have to take
i place beyond the four year planning horizon of the "Call for Projects".
The Santa Clarita Valley is interdependent with surrounding areas. A majority of Santa
Clarita residents who are employed outside of the home commute to areas outside of the
Santa Clarita Valley. Conversely a majority of the jobs in the Santa Clarita Valley are held
by non-residents. Residents also travel to surrounding communities to access educational,
medical, social service, retail and recreational facilities. Funding is being sought through the
"Call for Projects" to establish regional links to the San Fernando Valley and
Westwood/Century City. The Antelope Valley Transit Authority is submitting a "Call for
Project' application for transit service between Santa Clarita and the Antelope Valley. Local
transit service expansion will improve access to the existing and any future Metrolink stations
in Santa Clarita as well as these regional routes.
Three new regional bus links should be established in 1993. All three are viewed as interim
services until funding for service sought through the "Call for Projects" can be obtained.
The first project to be implemented will be an extension of Los Angeles Department of
Transportation Route 573 form Granada Hills to Santa Clarita. This bus line will provide
service to UCLA and Century City. Antelope Valley Transit Authority (AVIA) plans to
start limited bus service between Santa Clarita and Palmdale/Lancaster that will pulse with
Metrolink and Santa Clarita local buses. AVTA also plans to add a stop in Santa Clarita on
the Line 787 express to Chatsworth and Warner Center. Because lines 573 and 787 will only
stop at the periphery of Santa Clarita and generate most riders from other areas, separate
express routes serving more of Santa Clarita will be needed to properly tap these markets.
More trips will need to be provided between the Antelope Valley and Santa Clarita to
properly tap that market.
I•
Regional transit links will also be provided by improvements in rail transit services.
Metrolink will be extended to the Antelope Valley later in this decade. A "Call for Projects"
Application is being submitted to fund a Metrolink Station in Newhall to serve the Newhall
and Valencia sections of the City. This should increase use of Metrolink service from these
populous areas of the city by eliminating the 3 to 5 mile out -of -direction travel residents of
these neighborhoods must now make to reach Metrolink. The city will cooperate with
Metrolink in building a station in eastern Canyon Country. A priority of the City, which
• funds are being sought to assist in through the "Call for Projects", is preserving a right of
way to establish rail service to Ventura County. This line is also important because direct
rail service could be provided between the Antelope Valley and the northwest portion of the
City where employment is expected to eventually reach 45,000 of which 18,000 workers are
anticipated to commute from the Antelope Valley.
• Since regional transit services, both bus and rail cannot operate within walking distance of
most residents, access for those who live too far to walk to regional services becomes
critical. Improving local bus access to both regional bus and rail is a priority. This will be
accomplished through better schedule coordination with existing services and new feeder
links with the expansion of local bus service. Additional park and ride lots will also be
• needed. Currently most park and ride facilities are near capacity. Los Angeles County will
be constructing a 500 space park and ride at San Fernando .Road and Highway 14 but this
facility is anticipated to fill to capacity soon after completion. The City is seeking funds for
additional park and ride facilities through the "Call For Projects".
Transit expansion, while clearly needed, will only take place with additional financial
resources. A larger transit maintenance facility is also essential to support expanded bus
operations. A "Call for Projects" application has been submitted to construct such a facility.
The current facility was not designed for maintaining transit vehicles. All vehicles must be
stored off-site. The storage location cannot accommodate one more bus and is being rented
• on a month to month lease which could be canceled at any time.
If funding for new transit services become available before a new maintenance facility can be
constructed, interim measures will be needed to accommodate expansion. A new off-site bus
storage facility would have to be rented and/or new services would have to be contracted
separately with a private provider who would maintain and store vehicles at the contractor's
facility.
To attract additional riders to existing and,new transit services, several other projects are
being pursued. The City plans to install up to forty passenger waiting shelters in 1993.
These would be installed through a contract with a firm providing shelter installation and
maintenance in exchange for selling advertising. Funding to improve pedestrian access to
bus stops and plant trees to provide shade at bus stops are being sought through the. "Call for
Projects". These projects are designed to enhance the attractiveness and accessibility of local
and regional transit services
• The transit division plans to devote one percent of its operating budget to marketing activities
in both FY 1993 and 1994. This amount is to increase to two percent in FY 1995 and three
percent each year thereafter. The focus of marketing initiatives is to fill seats on transit
vehicles. Informing the community of what service is available and enticing citizens to use
r
i
transit will be accomplished through a variety of means including direct mail, free ride
promotions and co-op promotions with local businesses. Through the "Call for Projects"
funds for holders to be installed on each bus stop are being sought so that current timetable
and map information can be made available at transit stops. This provides transit
information to prospective customers and encourages more discretionary trips. In FY 1993,
funds for side destination signs and personal trip planning software are programmed through
the Federal Transit Administration Section 9 program. Also in FY 1993, a new consolidate
transportation map and timetable was printed incorporating all public transit service in the
Santa Clarita Valley, and additional timetable and pass sale locations are being established.
The contract with ATE, the firm operating all transit services for the City, has several
perfomance incentives and penalties to assure a high quality level of service. The City will
continue to monitor the contract closely and work with the contractor to continually improve
service quality.,
The Americans With Disabilities Act (ADA) requires that all operators of fixed route transit
service provide a curb to curb demand responsive service for all individuals who cannot
access fixed route service due to a disability. This service must be provided during all hours
40 local fixed route service is provided, must serve all areas within 3/4 mile of any local fixed
route, must be available for all trip purposes and must require no more than a 24 hour
advance notice. Currently Santa Clarita Transit provides demand responsive service
throughout the Santa Clarita Valley for individuals with disabilities as well as anyone over 60
years old. This service meets all of the conditions of the ADA. Santa Clarita Transit will
• have to expand the span of hours Dial -A -Ride service is provided when the span of service
for local fixed routes is extended into time periods Dial -A -Ride does not operate. Currently
Dial -A -Ride operates three hours later on weekdays than local fixed route.
Santa Clarita Transit does plan some enhancements for Dial -A -Ride in the coming year.
0 Service routes, a hybrid of fixed route and demand response, will be explored and developed
where practical. These scheduled services using Dial -A -Ride vans require no .reservations
but provide curb to curb service for seniors and individuals with disabilities operating
between residential complexes or activity centers catering to these population groups and key
destinations. Immediate response Dial -A -Ride service is also planned. Satellite computer
terminals for scheduling Dial -A -Ride trips are under consideration for installing at the Santa
Clarita Valley Senior Center and possibly other locations.
Performance
During the fust eighteen months of operation, Santa Clarita Transit experienced growing
pains. Dial -A -Ride service generated most of the complaints during this period and as a
result commanded most of the attention. Numerous actions were taken to resolve the
problem's related to lack of capacity and poor customer service (see appendix E item A for
details).
Service productivity is another issue that needed attention with Dial -A -Ride service. At one
point driver dead time (time that drivers are paid while sitting between assignments) reached
a high of 40%. Unproductive hours have been continually reduced over the past several
I0
•
months, falling below 20%. Efforts will continue to reduce unproductive hours, without
impacting customer service. The objective of not exceeding 15% is based on the average of
peer paratransit operators.
Local fixed route service experienced unproductive time up to 42% on some routes. In
October 1992, local service was restructured with many routes extended to serve new areas
eliminating this unproductive time. Currently no route exceeds the standard of layover time
10 % plus five minutes per round trip.
Overloads during school times has become a problem on several routes. Santa Clarita
Transit provides three tripper buses to accommodate overloads, but even these are not
sufficient. Since Santa Clarita Transit does not have any more equipment to place into
service, the City has asked the William S. Hart Union High School District to adjust bell
times to permit utilizing tripper buses for more than one trip each and to spread out loads on
other bus trips.
One of the tripper buses operates into Stevenson Ranch, a growing residential community on
the west side of I-5, outside the City limits. Los Angeles County funds this service and is
• considering funding all day service to this neighborhood. If funded, the bus currently
operating the morning and afternoon tripper would operate all day long.
Express bus service to Los Angeles also improved in productivity. The schedule contained
more running time than necessary, particularly on the segment operating within Santa
40 Clarita. The schedule was tightened in October 1992, resulting in reductions of three
revenue vehicle hours per day without cutting service or impacting schedule adherence.
Streamlining the route to serve fewer but larger and more secure park and ride locations will
be explored in the future to further improve line productivity.
Ridership grew by 22% in FY 1992, and is estimated to grow by 24% in FY 1993. While
data is available on a line by line basis, data has not been available on a trip, segment or bus
stop basis. This is being rectified by the development of thrice annual sampling of all trips,
recording data of customer activity at all stops. The first count was conducted in October
1992, the second in February 1993. The February data which has not been tabulated yet will
' be used to identify weak spots in the current network and develop recommendations to
further improve system productivity.
Performance Measures
Santa Clarita Transit continues to report information in the format of the TPM/TDA
Reporting Form, as shown in Table U6 of this report. In addition, Santa Clarita Transit is
developing an in-house database which will track this agency's performance, pursuant to the
Transit Performance Measurement Program.
Vehicle Maintenance Program
Santa Clarita Transit contracts with ATE Management & Service Company for.the provision
of all Transit operations. ATE, in turn, has contracted with Ryder Truck Rental for the.
provision of maintenance service for all service vehicles and support vehicles. The current
40
`]
maintenance program is centered on a preventive maintenance schedule, which is designed to
meet or exceed all manufacturer requirements, as well as comply with the California Vehicle
Code, California Vehicle Safety Standards, and California Administrative Code, Title 13.
The City of Santa Clarita monitors the maintenance program through regularly scheduled
inspections of all vehicle maintenance records and the vehicles themselves. In addition,
unplanned inspections are also conducted.
• In accordance with the requirements of the contract between ATE and the City of Santa
Clarita, each service vehicle is inspected by the California Highway Patrol on an annual
basis. Such an inspection was completed on -December 10, 1992, which found the preventive
maintenance program to be "working well". A "Certificate of Compliance" (CHP 339) was
• issued accordingly.
Snare Vehicle Requirements
Santa Clarita Transit currently maintains a 20% spare ratio for local fixed route service, a
22 % spare ratio for express fixed route service, and a 25 % spare ratio for demand
• responsive service. The system total spare ratio is currently 21.9 %, as reported on Table L-
3 of this report.
Bus Replacement Plan
• Table L-2 of this report indicates a total of 39 vehicles in active service. Of that number,
the City of Santa Clarita owns 29 fixed route vehicles. ATE, the service contractor, owns
the 10 demand responsive vehicles. Bus replacement is not an issue at this time, as no
vehicle in the current active service fleet has reached maximum useful life. 2003 is the
earliest projected year of replacement.
Land Use
Accomplishing the goal to reduce the percent of person trips made by auto by 3 % a year
beginning in 1996 cannot be accomplished by simply increasing transit service and improving
service quality. It also requires an urban form conducive to transit. Transit friendly
development can incorporate the desirable features of suburban communities; it does not
require super high densities, high rise buildings or loss of green space. It does require less
segregation of land uses, consolidation and locating parking areas away form the street,
sidewalks and other amenities that create a pleasant and safe environment for pedestrians,
• and compact densities (such as what is found along much of McBean Parkway ) along the
transit corridors.
The transit division does not have any legal authority over development. Transit staff will
review development plans and offer input. One joint project that will be pursued with the
• City's Community Development Department will be to develop a set a guidelines to help
planners and developers design transit friendly development. The City will work with Los
Angeles County to encourage compatible development in unincorporated areas surrounding
the City.
Ll
The City currently has a transit impact fee of $200 per residential unit to fund transit
amenities. This fee is collected at the time parcel maps are recorded. The City may also
adopt a Public Facilities Fee program which would include a Transportation Facilities Fee
Component.
Ultimately the price and supply of off-street parking will have to be addressed. This presents
a classic 'chicken and egg" situation. Ample free parking is one of the biggest reasons
0 transit has difficulty competing for trips. On the other hand, without high levels of transit
service and development patterns that encourage walking, it is hard to justify reducing
parking supply and/or increasing the cost of parking. Although transit productivity may lag
initially, it is best to reduce the demand for parking first by providing attractive alternatives
to driving.
Transit Master Plan
The need to expand transit service is well documented. A doubling of service is needed to
provide comparable service with similar communities. Transit expansion should keep pace
with employment and population growth. While this expansion will help achieve the goal to
ti reduce the percent of trips made by auto, further service increases in later years will be
necessary. However several questions remain unanswered. A Transit Master Plan will need
to:
Map and determine how best to serve areas of the city that warrant transit service but
are beyond reasonable walking distance of existing transit service.
Consider how best to incorporate future rail stations and transit centers into a
cohesive and efficient route network that allows for most in -valley transit trips to be
accomplished without out -of -direction travel.
Determine the best locations for future park and ride lots and the best in -valley
routing for future regional express bus routes.
Develop a growth plan to assure that transit is not an afterthought in all development
planning; that incremental extensions to serve new development can be accomplished
without creating inefficiencies in the route system, requiring restructuring of existing
,routes or resulting in routes which are of little use to potential customers; identify
streets which could be classified in advance as transit routes and be designed to
include direct pedestrian access from the surrounding areas and accommodate transit
0 vehicles; recommend a street pattern to assure transit can operate within reasonable
walking distance of all areas that warrant transit service; and determine resources
needed to accommodate expected growth over the next twenty years.
srtpops
'40
Inventory all existing areas that are within 1/4 mile of a bus route where pedestrian
access is not available and recommend solutions.
El
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SYSTEM PROJECTS SUMMARY
L -TABLES
I '
+ The following L Tables summarize existing and projected statistics regarding both operating
and capital activities, as currently proposed by Santa Clarita Transit management. Fare
structure, fleet equipment, finances, ridership, proposed capital projects, and congestion
management are all addressed in these tables.
I0
L]
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SANTA CLARITA TRANSIT - SYSTEM OPERATING AND CAPITAL PROJECTS SUMMARY - L -TABLES
ESCRtPT10H
1;Di,fENrs `
TABLE L-1- Pare Structure
TABLE L-2. Rat Invwrtory
TABLE L3 - Historical Rent Characteristics
TABLE L4 - Projected Rest Charactsrtistiea
TABLE LS - Historial/Proilected Financial
Awaiting LACMTA funding source definitions
TABLE L-6-TPMITDA Report Fwm
Delineates operational performance statistics.
TABLE L-7 - Grant Monitoring Form
Lista previously approved grants
TABLE L -B - Performance Audit Follow-up
TABLE L-9 - Summary of Impacts
Describes baseline financial scenario. Awaiting funding source definitions.
TABLE L-10- Capital Projects Descriptions
TABLE L-11- Summary of Capital Requests
TABLE L-12 - CMP Transit Monitoring
Delineates operational performance statistics of Routa 14 -related service.
TABLE L-13 - Certification of Readiness
[7
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TABLE L-1
CURRENT FARE STRUCTURE. FY 1993
SANTA CLARITA TRANSIT MARCH 1993
::�>..:?iF°":''£'°ii'f ti
:
Si 6 k3 p i
TYPE OF SERVICE
$0.501
50.00
$1.001
LOCAL DEMAND
$2.251
50.00
Regular Adult
I
$0.001
LOCAL FIXED
1
$0.001
RESPONSIVE
1
$0.001
EXPRESS FIXED
Transfer (within system)
FARE CATEGORIES
ROUTESERVICE
SERVICE
ROUTE SERVICE
Transfer (to other system)
$0.25 1
BASE I
ZONE
BASE 1 ZONE
BASE I
ZONE
flFTYPEAUf�E.RIQAApden�zi�rilnees?,E `. ,......<. <
$0.00
I
$0.501
$0.00
.
$0.00
Persons with Disabilities'
Regular Adult
I
$0.501
$0.00
1
$1.001
$0.00
1
$2.251
$0.00
I
$0.001
$0.00
1
$0.001
$0.00
1
$0.001
$0.00
Transfer (within system)
1
$0.25 1
$0.00
1
$0.251
$0.00
$0.251
50.00
Transfer (to other system)
1
50.201
$0.00
1
$0.501
$0.00
1
$1.001
$0.00
Persons withDisablites'
I
$0.201
$0.00
1
$0.501
50.00
1
$1.001
$0.00
Elderly
$0.201
$0.00
$0.501
$0.00
$1.001
$0.00
Student
$0.001
$0.00
$0.001
$0.00
$0.001
$0.00
Discount (except E&D)
1
$18.001
$0.00
1
$0.001
$0.00
1
$85.001
50.00
Pass
::�>..:?iF°":''£'°ii'f ti
:
Si 6 k3 p i
$0.501
50.00
$1.001
$0.00
$2.251
50.00
Regular Adult
I
$0.001
$0.00
1
$0.001
$0.00
1
$0.001
$0.00
Transfer (within system)
Transfer (to other system)
$0.25 1
$0.00
$0.251
$0.00
$0.251
$0.00
1
$0.201
$0.00
I
$0.501
$0.00
$1.001
$0.00
Persons with Disabilities'
$0.201
$0.00
$0.501
$0.00
$1.001
$0.00
Elderly
$0.201
$0.00
$0.501
$0.00
1
$1.001
$0.00
Student
$0.00 1
$0.00
$0.001
$0.00
$0.001
50.00
Discount (except E&D)
1
$18.001
50.00
1
50.001
50.00
1
$85.001
$0.00
Pass
'If fare applies to persons with a specific type of disability (e.g., blindness), please indicate.
TABLE L-2
FLEET INVENTORY AS OF DECEMBER 31,1993
Year
Built
Manuf.
I Model
Seats
I Lei th
I Width
Type of
Fuel
1991
Gillig
Spirit
27
27.5'
96"
0
1991
Neoplan
AM 340
40
40.0'
102"
0
1992'
Gillig
Phantom
36
35.0'
96"
0
1991
National
Escort II
14
20.0'
96"
6
1991
National
Escort 1
11
18.0'
90"
G
Total Number of
lurcher of Vehicles
Projected year of
Total
Vehicles uned far.
R lecemetit
Vehicles
Fixed
Demand
vehicles
Vehicles
Vehicles
with
Domed at
Route
Rapesve
in Active
wdmajar Program Expand.
wheal
Leased
Service
Service
Service
Rehab Year Year
chain
13
13
13
2003
2003
13
11
11
11
2003
2003
11
5
5
5
2004
2004
5
8
8
8
We
We
8
2
2
n!a
nfa
2
39
29
10
39
0
39
i•
0 SANTA CLARITA TRANSIT MARCH 1993
is
0
i0
0
[7
TABLE L-3
HISTORICAL FLEET CHARACTERISTICS
0
*Spare Ratio - Spares for MaintlPeak-Hour Fleet
0
G
LOCAL FIXED ROUTE
EXPRESS FIXED ROUTE
1991
Audited
1992
Audited
1993
Estimate
1991
Audited
1992
Audited
1993
Estimate
Peak -Hour Fleet
6
15
15
6
9
9
Spares For Maint.
1
3
3
1
2
2
Spare Ratio`
16.6%
20.0%
20.0%
16.6%
22.2%
22.2%
Energy Contigency Reserve
0
0
0
0
0
0
Inactive fleet
0
0
0
0
0
0
Total Vehicles
7
18
18
7
11
11
New Expansion Vehicles
0
Ill
01
0
41
0
New Replacement Vehicles
0
0
0
0
0
0
0
*Spare Ratio - Spares for MaintlPeak-Hour Fleet
0
G
DEMAND
RESPONSIVE SERVICE
SYSTEM TOTALS
1991
Audited
1992
Audited
1993
Estimate
1991
Audited
1992
Audited
1993
Estimate
Peak -Hour Fleet
7
8
8
19
32
32
Spares For Maint
1
2
2
3
7
7
Spare Ratio'
14.3%
25.0%
25.0%
15.8%
21.9%
21.9%
Energy Contigency Reserve
0
— 0
0
0
0
0
Inactive Fleet
0
0
0
0
0
0
Total Vehicles
8
10
10
22
39
39
New Expansion Vehicles
0
2
0
0
11
0
New Replacement Vehicles
0
0
0
0
0
0
0
*Spare Ratio - Spares for MaintlPeak-Hour Fleet
0
G
•
• SANTA CLARITA TRANSIT MARCH 1993
0
0
•
•
•
r-�
7
•
TABLE L-4
PROJECTED FLEET CHARACTERISTICS
*Spare Ratio - Spares for MaintlPeak-Hour Heat
LOCAL FIXED ROUTE
EXPRESS FIXED ROUTE
1994
Planned
1995
Planned
1996
Planned
1997
Planned
1994
Planned
1995
Planned
1996
Planned
1997
Planned
Peak -Hour Fleet
16
25
30
35
9
9
12
15
Spares For Maint.
2
4
5
6
•2
2
3
4
Spare Ratio'
12.5%
16.0%
16.6%
17.0%
22.0%
22.0%
25.0%
26.6%
Energy Contigency Reserve
0
0
0
0
0
0
0
0
Inactive Fleet
0
0
0
0
0
0
0
0
Total Vehicles
18
29
35
41
11
11
15
19
New Expansion Vehicles
0
11
6
6
0
0
4
4
New Replacement Vehicles
1 0
0
0
0
0
0
0
0
*Spare Ratio - Spares for MaintlPeak-Hour Heat
DEMAND
RESPONSIVE SERVICE
SYSTEM TOTALS
1994
Planned
1995
Planned
1996
Planned
1997
Planned
1994
Planned
1995
Planned
1996
Planned
1997
Planned
Peak -Hour Fleet
8
8
8
8
33
42
50
58
Spares For Maint.
2
2
2
2
6
8
10
12
Spare Ratio'
25.0%
25.0%
25.0%
25.0%
18.0%
19.0%
20.0%
20.7%
Energy Contigency Reserve
0
0-
0
0
0
0
0
0
Inactive Fleet
0
0
0
0
0
0
0
0
Total Vehicles
10
10
10
10
39
50
60
70
Now Expansion Vehicles
0
0
0
01
01
111
10
10
New Replacement Vehicles
0
0
0
0
0
0
0
0
*Spare Ratio - Spares for MaintlPeak-Hour Heat
0
0
a
TABLE L - 6
HISTORICAL AND PROJECTED FINANCIAL STATUS
SOURCE AND APPLICATION OF FUNDS FOR CAPITAL AND OPERATIONS
BY YEAR OF EXPENDITURE IS 000)
MODE: AWAITING LACTC FUNDING SOURCE DEFINITIONS
SOURC, AFCAPIT& FUNDS1881 1892 1993 1834 1905 logo
Audited Audited Estimated Planned Planned Planned I P=d
UPIR, 12,2� 218
I FAU Grants
I Other Federal (Assume 80120 match)
TOA TART 4)-Canyover Prior year
TDA current from unallocated
TOA from reserves
STA current from unallocated
STA from reserve
Otherstate
SyMern Generated
General Fund
Prop. A Local Return
Prop. C Discretionary
Prop. C Local Return
Other Local
SOURCE Of OPERA77NG FUNDS,
NAC!
iE! o!Er,,,ri0 year
Current
ham unallocated
STA Current from unallocated
Other State
Passenger Fares
Special Transit Service
Charter Service Revenues
Auxiliary Transportation Revenues
Non -transportation Revenues
Prop. A Fort ReduclDiscretionary
prop. A Local Return
Prop. A Incentive fund
Pr21C DiScraliona!,
pr.p� C Local Return
Other Local
•
•
•
r]
0
J
0
w
0
TABLE L-6
TPM ► TOA REPORT FORM
Fiscal Year. 1991
_X_Audhad
Estimated
Planned Planned
SANTA CLARITA TRANSIT
: YctaLtiyatelfA'
LoeelSmin
ress Service,
rens Service
> S
At�osl SAidrIIajt.„sG;�, s,.,
InVe
Multi Few
Dial Other
$a0dpy&Hail ,r . <
Imre
Multi Few
Local Local Total
Dial ocher
Atmmrillieekda;<
Demerd Policy Comm. Total
Local Local
Total
A Codes Total
r
Handvasy Hoodmy Cir. Local
slops Stops
Express
Ride W System
Total vehicle Miles (000)
332
273
190
332
836
273
273
181
786
Vehicle Service Miles (000)
305
124
179
305
646
124
124
170
599
Total Vehicle Hours(000)
17
8
14
17
41
8
8
13
38
Vehicle Service Heurs(0001
15
4
12
15
33,
4
4
11
30
Peek Vehicles
6
6
5
6
17
6
6
5
17
Unlinked Passengers (000)
291
83
40
291
450
83
83
38
412
Linked Passengers (000)
Passenger Revenue (000)
921
92
Passenger Revenue (000)
821
171
1
821
11 283
171
1 171
1 19
1 272
Auxiliary RevlLocal Subs. (0001
Operating Cost ton 0epn1000)
914
914
Operating Cost Less Depr. (000)
795
353
335
795
1,602
353
353
318
1A66
Full Time Equivalent Employees
Bess Fare
10.50
$0.50
$2.00
82.00
$0.50
: YctaLtiyatelfA'
Local Service
rens Service
> S
At�osl SAidrIIajt.„sG;�, s,.,
InVe
Multi Few
Dial Other
$a0dpy&Hail ,r . <
Demand Policy
Comm. Total
Local Local Total
A Codes Total
Readvasy Readwway
C(r. local
Stops Stops Express
Ride W System
Total Vehicle Miles (000)
373
373
.273
273
190
836
Vehicle Service Miles (0001
343
343
124
124
179
646
Total Vehicle Hours 1000)
19
19
8
8
14
41
Vehicle Service Hours (000)
17
17
4
4
12
33,
Peak Vehicles -
6
6
6
6
5
17
Unlinked Passengers (000)
327
327
83
83
40
450
Linked Passengers 10001
Passenger Revenue (000)
921
92
171
171
20
11 283
Auxiliary RevlLocel Subs. 1000)
Operating Cost ton 0epn1000)
914
914
353
353
335
1,602
A Coda for otherservices: 1. Subscription, 2 Contract, 3. Special Events, and 4. Local Return fully Funded.
C
Rscaf Year: 1992
10 —X—Audited
Estimated
Planned
SANTA CLARITA TRANSIT
0
0
0
0
�s
0
0
TABLE L-6
TPM 1TDA REPORT FORM
ma(::<:x:?'sn:oasRrsx%r?::, <s:T.y!'.• :5;::>,#
�>a3 3tetAi BlNecrk; �3t -
Local Service
Express Service
sprain Service
Intraew
Mu1t1 F
Dial Outer
Fares
Demand Policy Comm. Total
Local Local TaW
A Codes Total
Local
Headvary Headvery Gr, Local
Stops Stops Express
Ride W System
Total Vehicle Miles 10001
619
Stops rase
Ride W System
619
711
323
323
323
1,265
Vehicle Service Miles (000)
574.
1,376
574
660
183
183
269
1,026
Total Vehicle Hours (000)
39
1,126
39
45
10
10
22
71
Vehicle Service Hours (000)
37
78
37
42
6
6
18
61
Peak Vehicles
15
67
15
15
9
9
8
32
Unlinked Passengers (000)
383
32
383
440
95
95
46
524
Linked Passengers (000)
48
583
Linked Passengers 1000)
passenger Revenue (000)
104
1
1041
1201
2221
2221
24
350
AuxTary RevIl ecel Subs. (000)
25
367
Auxiliary Rev/Local Subs. 10001
Operating Cost leas Dapt. 100%
1,566
1,566
1,800
887
881
812
1
3,265
Full Toe Equivalent Employees
655
1
1 3,542
37
Base Fare
$0.50
80.50
82.25
82.25
50.50
ma(::<:x:?'sn:oasRrsx%r?::, <s:T.y!'.• :5;::>,#
�>a3 3tetAi BlNecrk; �3t -
Local Sarvin
sprain Service
:Atd$ktgrde�t a
leas
Multi
Fares
Dial Odor
r
c� .i Surdey&11o114e1r 2�;r
Demand Palley Canon. Total
Local
Local Total
A Codes Total
Headway Hsadwe Local
Stops
Stops rase
Ride W System
Total Vehicle M1es1000)
711
711
323
323
342
1,376
Vehicle ServiceMiles (000)
660
660
183
183
283
1,126
Total Vehicle Hours 1000)
45
45
10
10
23
78
Vehicle ServiceHoum(0001
42
42
6
6
19
67
Peek Vehicles
15
-
15
9
9
8
32
Unfinked Passengers(0001
440
440
95
95
48
583
Linked Passengers 1000)
Passenger Revenue (0001
1201
120
222
222
25
367
Auxiliary Rev/Local Subs. 10001
Operating Cost ton Capt. (000)
1,800
1 i
1 1,800
1
887 1
887 1
655
1
1 3,542
A. Codes for other services: 1. Subscription, 2. Contract, 3. Special Events, and 4. Local Return fully Funded.
•
U]
I•
11
TABLE L•6
TPM I TDA REPORT FORM
Fiscal Year. 1993
Audited
—X—Estimated
Planned
SANTA CLARITA TRANSIT
z zs r 3tetalSyalefn,:., 3# a
Local Service
Express Service
roes Service
Imre
MU16 Few
Dial Other
cAtmufttWeekda"ip
Denund Policy Cortin Total
Local Local Total
A Codes Total
.?ss • }:
Headway Headway Gr. Local
Stops Sm s Express:
Ride W System
Total Vehicle Miles 0100)
812
933
812
368
368
368
365
1,685
1,545
Vehicle servicsMiles 1000)
754
867
754
246
248
248
300
1,431
1,302
Total Vehicle Hours (0001
47
54
47
12
12
12
23
90
82
Vehicle Service Hours (000)
44
50
44
7
8
8
19
77
71
Peak Vehicles
15
15
15
9
9
9
8
32
32
Unlinked Passengers(000)
539
620
539
100
100
100
49
772
688
Linked Passengers (000)
Passenger Revenue (000)
Passenger Revenue (0001
135
1
135
1
2321
2321
19
407
1 386
Auxiliary Rev/Local Subs. ROM
Operating Cost Less Depr.10001
Operating Cost Less Depr. (0001
1,740
2,000
1,740
1.0351
1,035
1,035
855
1 3,935
3,630
Full rime Equivalent Employees
37
Base Fara 1
$0.50
$0.50
$2.25
$2.25
$0.50
Ataw►E;i►twdjr
'Eugde)F$N4f1t1eY s s
Local Service
E
roes Service
Demand
Roadway
PORGY
Houlmy
Intra
Cam.
Vi r. �
Total
Load
Multi
Local
Sla ■
Few
Local
Stops
Total
Express
Dial
A
Ride
Other
Codes
Total
System
Total Vehicle Miles (000)
933
933
368
368
364
1,685
Vehicle service Miles 1000)
867
867
246
248
316
1,431
Total Vehicle Hours(0001
54
54
12
12
24
90
Vehicle Service Hours (0001
50
50
7
7
20
77
Peak vehicles
15
15
9
9
8
32
Unlinked Passengers(000)
620
620
100
100
52
772
Linked Passengers 1000)
Passenger Revenue (000)
155
155
232 1
232
1 20
407
Auxiliary RevlLocal Subs. 10001
Operating Cost Less Depr.10001
2,000
2,000
1.0351
1.0351
9001
1 3,935
A. Coda for other sorvices: I. Subscription. 2. Contract, 3. Special Events, and 4. Local Return fully Funded.
TABLE L•7
GRANT MONITORING FORM
SANTA CLARITA TRANSIT MARCH 1993
GRANT t
PROJECT DESCRIPTION
DATE OF
OBLIGATION
GRANT
AMOUNT
110001
AMOUNT
ENCUMBERED
OR
EXPENDED
TO DATE
110001
AMOUNT
ENCUMBERED
OR
EXPENDED
IN FY 1992 _
($DOM
STATUS
OF
GRANT'
COMMENTS
FY 93
Bus Band Debt
$9621
1
Develop a Transit Center
$500
Improvements to Corporate Bus Yard
$440
Side Destination Signs For 13 Buses
$20.80
Computerized Passenger Routing System
$12
FY 94
Develop a Transit Center
$1,036
Vehicle Lease
$770
Note: 0 — Grant Approved, Projects ongoing
C - Project complete
CO - Projects complete, deo60pation requested
CC - Projects complete, grants ceased
[7
E
I•
-
•
•
•
0
TABLE L-8
PERFORMANCE AUDIT FOLLOW-UP FOR FY 1993
SANTA CLARITA TRANSIT MARCH 1993
PERFORMANCE AUDIT
RECOMMENDED ACTIONS
OPERATOR ACTIONS TO DATE
The City of Santa Clarita began operation of fixed -route
services on 815191, demand responsive service on
1114191, and express service on 112192.
No performance audit has been conducted to date. After
three years, when an audit is complete, the City of Santa
Clarita will take action in accordance with recommenda-
tions.
•
•
a
TABLEl-9
SUMMARY OF IMPACTS ASSOCIATED WITH
REDUCTIONS IN FUNDING
AWAITING LACMTA FUNDING SOURCE DEFINITIONS
BASELINESCENARIO
• • Prop. A local Return, Prop. C Local Return, & other local revenues
CURRENT
(FY 1993)
BASE CASH FARE
$0.50
VEHICLE SERVICE HOURS
77,000
RIDERSHIP (UNLINKED)
772,000
LOCAL SUBSIDIES `
2,385,578
LACTC SUBSIDIES
FAREBOX REVENUES
477,000
OPERATING BUDGET
3,935,000
• • Prop. A local Return, Prop. C Local Return, & other local revenues
PROJECTED
(FY 19941
PROJECTED
(FV 1995)
BASE CASH FARE
50.75
$0.75
VEHICLE SERVICE HOURS
77,000
RIDERSHIP (UNLINKED)
LOCAL SUBSIDIES'
LACTC SUBSIDIES
FAREBOX REVENUES
567,000
578,340
OPERATING BUDGET
• • Prop. A local Return, Prop. C Local Return, & other local revenues
PROJECTED
(FY 1996)
PROJECTED
(FY 1997)
BASE CASH FARE
50.75
$0.75
VEHICLE SERVICE HOURS
RIDERSHIP (UNLINKED)
LOCAL SUBSIDIES
LACTC SUBSIDIES
FAREBOX REVENUES
589,907
601,705
OPERATING BUDGET
• • Prop. A local Return, Prop. C Local Return, & other local revenues
0
0
n
TABLE LL 10
CAPITAL PROJECT DESCRIPTION AND JUSTIFICATION
(100% TDA ARTICLE 4.0, PROP. A LOCAL RETURN ,OR PROP. C LOCAL RETURN FUNDED)
PROJECT DESCRIPTION:
Not applicable in the City of Santa Clarita
PROJECT JUSTIFICATION:
Total Revenues Requested:
Other Revenues (Specify):
Total Project cost:
l
I0
TABLEL-11
SUMMARY OF CAPITAL PROJECT REQUESTS
0 SANTA CLARITA TRANSIT MARCH 1993
I•
0
E
9
0
0
UJ
FY 1994
Project Name
Operator
Priority
Ranking
Total
Project
Cost
Transit MaintenancelAdministrative Facility
1
$10,000,000
Bus Bond Debt
2
$962,000
Ventura Rail Right•cf-Wa
3
$2,000,000
Pedestrian Access
4
$500,000
Transit Master Plan
5
8150,000
Transit Security
6
$145,000
Bus Stop Display Units
7
$50,000
Trees
6
$50,000
Transit Supervisory Vehicle
9
$20,000
Graffiti Removal
10
$20,000
FY 1995
Project Name
Operator
Priority
Ranking
Total
Project
Cost
San Fernando Valley Connector Service (Bus Purchases(
1
$800,000
Local Service Expansion (Bus Purchases)
2
$960,000
Bus Band Debt
3
$962,000
Pedestrian Access
4
$500,000
Transit Security
5
$125,000
Bus Stop Display Units
6
$50,000
Trees
7
$50,000
I•
TABLE L • 11(Continued)
SUMMARY OF CAPITAL PROJECT REQUESTS
0 SANTA CLARITA TRANSIT MARCH 1993
0
0
U:
U,
0
I0
I0
i0
FY 1996
Project Name
Operator
Priority
Ranking
Total
Project
Coat
Rail Station Property Acquisition
1
64,700,000
Century City Express Service (Bus Purchases)
2
$1,000,000
Local Service Expansion (Bus Purchases)
3
$960,000
Bus Bond Debt
4
$962,000
Pedestrian Access
5
$500,000
Transit Security
6
$125;000
Bus Stop Display Units
7
650,000
Trees
8
650,000
Trees
9
650,000
FY 1997
Project Name
Operator
Priority
Ranking
Total
Project
Cost
Newhall Rail Station
1
65,000,000
Transit Center
2
62,000,000
Park and Ride Facilities
3
63,000,000
Bus Bonds
4
6962,000
Warner Center Service (Bus Purchases)
5
61,000,000
Local Service Expansion (Bus Purchases)
6
6960,000
Pedestrian Access
7
6500,000
Transit Security
8
6125,000
Trees
9
650,000
•
�m
r
•
7
0
•
i
TABLE L-12
CMP TRANSIT MONITORING FORM
I. - TRANSIT LINE DESCRIPTION
Agency: Santa Clarita Transit
Fiscal Year: 1992-1993 Date Prepared: March 19, 1993
Line Number: 50 Branch/Route Numbers: N/A
Type of Service (Check One):
El Local Rail Feeder 0 Local 11 Local -Limited
❑ Peak -Only Express 0 All -Day Express
0 Commuter Rail 0 Light Rail ❑ Heavy Rail
II. -SERVICE SCHEDULE
Number of
Days
Begin
Service
AM Peak
Mid-day
PM Peak
End of
Service.
Weekdays
5
5:02am
6-9am
9am-3pm
3-6pm
7:45pm
Weekend Days
1
8:09am
N/A
N/A
N/A
7:28am
III. - AVERAGE WEEKDAY STATISTICS
AM Peak
PM Peak
Off Peak
Total
Passenger Miles
Vehicle Service Hours
9.38
9.38
9.38
28.15
Vehicle Service Miles
129.6
129.6
129.6
389
Number of Vehicle Trips
9
10
9.5
28.5
Unlinked Passengers
195
389
Linked Passengers
43
Average Headways (Minutes)
60
60
60
One-way Route Miles
13.7
One-way Trip Time (Scheduled)
59 min.
59 min.
Preparer: Bob Murphy
Phone Number: (805) 294-2500
•
LA
9
L
I•
11
TABLE L-12
CMP TRANSIT MONITORING FORM
I. - TRANSIT LINE DESCRIPTION
Agency: Santa Clarita Transit
Fiscal Year: 1992-1993
Line Number: 799
Type of Service (Check One):
❑ Local Rail Feeder
❑ Peak -Only Express
❑ Commuter Rail
Date Prepared: March 19, 1993
Branch/Route Numbers: N/A
❑ Local
❑ All -Day Express
❑ Light Rail
❑ Local -Limited
❑ Heavy Rail
If. - SERVICE SC>�DULE
lumber
of
��
AM Peak
Mid-day
PM Peak
End of
Service
Weekdays 5
5:20am
6-9am
9am-3pm
3-6pm
7:38pm
Weekend Days N/A
N/A
N/A
N/A
N/A
N/A
M. - AVERAGE WEEKDAY STATISTICS
AM Peak
PM Peak
Off Peak
Total
Passenger Miles
Vehicle Service Hours
13.18
14.59
N/A
27.77
Vehicle Service Miles
458.3
502.2
N/A
960.5
Number of Vehicle Trips
9
9
N/A
18
Unlinked Passengers
243
487
Linked Passengers
5
Average Headways (Minutes)
17.5
17.5
N/A
One-way Route Miles
52.7
One-way Trip Time (Scheduled)
87 min.
98 min.
Preparer: Bob Murphy
Phone Number: (805) 294-2500
i• TABLE L-13
CERTIFICATION OF PROJECT READINESS
The City of Santa Clarita hereby certifies that implementation of
each of the capital projects proposed for inclusion in the LACMTA
FY.1994 Transportation Improvement'Program Annual Element will
begin during the federal fiscal year beginning October 1993 and
ending September 1994. When a grant application is submitted to
FTA, the City of Santa Clarita agrees to provide LACMTA with a
schedule of implementation by major task for each project.
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Date:
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Signed
Ronald J. Kilcoyne
(General Manager)
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CALL FOR PROJECTS
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CHAPTER EIGHT
0 CALL FOR PROTECTS SUBMITTAL DESCREMONS
A description of each project will be included in the document sent to the LACMTA. City
Council should refer to agenda item #20 for a complete description of all projects.
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APPENDICES
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APPENDICES
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A. GENERAL PLAN PROVISIONS RELATING TO TRANSIT
B. PROPOSITION A WARRANTIES
C. DISADVANTAGED BUSINESS ENTERPRISE PROGRAM
D. PRIVATE ENTERPRISE PARTICIPATION
E. ARTICLE 8 RESPONSES
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APPENDIX A
RELATIONSHIP TO THE GENERAL PLAN
Appendix A identified the goals and policies of the Circulation, Land Use and Air Quality
Elements of the General Plan. The General Plan currently supports the increased use of
transit to address the issues of traffic congestion, air quality, efficient land use and
transportation. The Plan supports an enhanced transit network and professes that new
development should mitigate environmental impacts by making improvements to the transit
system.
0 . Land Use Element
Goal 7: To preserve the character of the communities and the integrity of the Santa
Clarita Valley through orderly development practices and the provision of
private and public capital improvements, facilities, and services to support
existing and future development.
Policy 7.1 Ensure demand for public facilities and services does not exceed the
ability to provide and maintain such facilities and services; necessary
facility improvements should precede or be coordinated with future
• development.
Policy 7.2 Ensure, within the City's power, that facilities and services are
provided in a timely manner through collection of developer fees.
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Circulation Element
Goal 1: To provide a circulation system to move people and goods safely and
efficiently throughout the City of Santa Clarita and the general planning area.
Goal 2: Promote a public.transportation system that is safe, convenient, efficient, and
meets the identified needs of the City of Santa Clarita and the general planning
area.
Policy 2.1 Incorporate accommodations and facilities to support local transit
services (i.e., bus lanes, bus stops, and bus shelters) in new and
redeveloped projects, where feasible that are consistent with local
transit planning.
Policy 2.2 Provide for the mobility of City residents to access local services and
employment, particularly for those who may experience mobility
difficulties, including the elderly, disabled, and low income residents.
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Policy 2.3 Coordinate local transit planning with regional transportation planning
agencies and transit agencies in adjacent communities.
Policy 2.4 Develop a multi -modal transit facility that is strategically located in the
City, adjacent to a potential public transit rail line and located
convenient to major local residential and employment centers."
• Policy 2.7 Identify and reserve locations for future commuter rail stations.
Goal 3: To promote safe and effective alternatives to the personal automobile that will
meet the needs of all planning area residents.
Policy 3.4 Develop an integrated system of bus service that reaches all major
concentrations of residential development and employment.
Air Ouality Element
Goal 2: To reduce emissions resulting from work and nori-work vehicle trips by private
• and local government employees.
Policy 2.2 Encourage car pools and company van pools.
Policy 2.3 Develop in the City and promote in the planning area alternative
• transportation systems including, but not limited to, comprehensive bus
service, bicycle and pedestrian trails, and associated support facilities.
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Goal 4: To reduce transportation source emissions by promoting efficient and creative
parking plans which reduce vehicle emissions.
Policy 4.1 Promote local solutions to parking management, including such actions
as parking facility design which reduces vehicle idling or programs
which discourage the use of single -occupant vehicles in congested
areas. .
Goal 12: To reduce mobile source emissions by promoting a shift from single
occupancy to higher occupancy vehicles.
Policy 12.1 Encourage the development of local public transit and availability,
improved bus service (time schedule, performance, and connections),
and actions designed to make the transit system user friendly.
Policy 12.2 Encourage the establishment of local and regional multimodal
transportation facilities.
Policy 12.3 Encourage the development of intercity transportation systems other
than buses. Such systems may include. light rail, monorail, people
movers.
APPENDIX B
PROPOSITION A WARRANTIES
In order to receive Proposition A Discretionary Grant Funds, bus systems must provide
warranties in a Memorandum of Understanding. Currently Santa Clarita Transit is receiving
Proposition A Discretionary Funds for local and commuter transit service. A listing of the
warranties and a brief description of how Santa Clarita is complying is listed below.
A. Cooperate and coordinate with other operators in the development of an
integrated countywide transportation system.
Reciprocal transfer agreements are in effect with both regional transit operators that
connect with Santa Clarita Transit, Southern California Rapid Transit District
(SCRTD) and Metrolink. All Santa Clarita transit bus routes serve the Santa Clarita
Metrolink station and all local routes are scheduled to provide convenient connections
at platform level with all Metrolink trains.
Los Angeles Department of Transportation (LADOT) Route 573 is scheduled to be
extended to Santa Clarita in April 1993. This service will include reciprocal transfer
agreements with SCRTD routes in the Los Angeles Basin and with Santa Clarita
Transit in Santa Clarita. Later in 1993, the Antelope Valley Transit Authority
(AVTA) will initiate service between Palmdale/Lancaster and Santa Clarita.
Schedules will be coordinated with Santa Clarita local buses and Metrolink trains and
there will be reciprocal transfer agreements. At the same timeline AVTA Route 787
will begin stopping in Santa Clarita. Reciprocal transfers and coordinated schedules
will be in effect between this service, LADOT Line 573 and local Santa Clarita buses.
B. Make every effort to improve upon the existing span and scope of transit service.
Since Santa Clarita Transit assumed responsibility of transit in the Santa Clarita
Valley in August 1991, there has been no reduction of service. Local service was
doubled in August 1991. The span of service was further increased on all local routes
by 1 and 1/2 hours each weekday and by 2 hours each Saturday effective October 26,
1992. Commuter bus service to downtown Los Angeles has increased from seven
trips in each direction each weekday to nine since the City assumed operation. The
extension of LADOT Line 573 to Santa Clarita, which is funded with Proposition A
Discretionary funds, represents a new service in addition to all existing transit
services.
C. Ensure that service quality improvements are implemented whenever possible.
Santa Clarita Transit has continually improved service since service began in August
1991. In February and .October 1992, service was modified to extend service into
areas previously unserved by transit. The span of service was also increased to
provide earlier and later service on weekdays and later. service on Saturdays in
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Proposition A Warranties
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October 1992. At the same time schedules were redesigned to eliminate long waits
between buses at the transit center and connect with Metrolink. Bus drivers have
participated in intensive customer relations training and on the road supervision has
• increased resulting in an improvement of on- time performance.
D. Ensure that the existing level of service is maintained and that major service
changes are subject to the adopted Service Notification Policy.
• Since City assumption of transit service, there has been no reduction in the level of
service. Public workshops and a public hearing were conducted to receive input on
service changes and were announced through newspaper display advertisements,
announcements on buses and bus shelters. Actual changes in service were noticed in
the same manner.
• E. Make every effort to ensure that.the total number of linked passengers is
maintained or increased.
Ridership has more than doubled since August 1991.
• F. ` Certify there is no preclusion from contracting existing, new or restructured
services.
Currently there is no collective bargaining agreement in effect and all service is
operated under contract to a private firm.
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G. Make every effort to control operating costs within the Consumer Price Index
(CPI) on an average over time, in order to keep base fare increases within the
CPI.
• Fares have not risen since city assumption of transit service. Operating costs are
based on the contract with a private operator over a three year period, commencing
in August 1991, which was granted based on competitive bid.
H. Agree to secure a local contribution.
The City uses Proposition A Local Return funds for transit operations.
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APPENDIX C
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CITY OF SANTA CLARITA
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DISADVANTAGED BUSINESS
ENTERPRISE (DBE) PROGRAM
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AUGUST 1992
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I. . POLICY STATEMENT
The City of Santa Clarita (hereinafter "CITY"), recipient of Federal financial
assistance from the Federal Transportation Administration (hereinafter "FTA"), is
committed to a Disadvantaged Business Enterprise Program (hereinafter "DBE") in
accordance with Federal Regulations issued by the -Department of Transportation
(hereinafter "DOT") on March 31, 1980, (49CFR Part 23) and revised July 21, 1983,
April 27, 1987 and on October 21, 1987. FTA is the lead agency for the CITY with
respect to the requirements for disadvantaged business enterprise participation in DOT
- funded projects as contained herein and the approval of this policy.
Itis the intention of the CITY that disadvantaged business enterprises shall be
afforded every practicable opportunity to participate in the performance of. contracts
relating to the CITY's procurement and construction activities. To this end, the
CITY shall comply with the Surface Transportation Assistance Act of 1982 which set
a national goal of expending at least ten (10%) percent of Federal Highway and
transit funds with disadvantaged small businesses.
• The CITY is determined to provide opportunities for DBE participation in the
competitive bidding process for the CITY's contract requirements through the
establishment of the procedures outlined herein. This policy shall apply to all
construction projects, purchases of materials, equipment (excluding transit vehicle
procurement) and supplies and professional service contracts.
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It is the policy of the CITY to establish participation goals for business enterprises
owned and controlled by minorities in accordance with the following standards:
A. Goals shall be based on projections of contract awards and the size and nature
of the total contracts and procurements estimated for any given year.
B. Goals shall be related to the availability of DBEs who have the capability to
perform the types of services or to furnish the types of procurements which
will satisfy the CITY's projected contract needs during the course of a given
• year.
C. Goals shall take into account the minority population of the area in which the
CITY operates.
• D. Goals shall take into account the CITY's prior experience with the types,
nature and scope of minority business participation.
A DBE is defined as a small business concern pursuant to the Small Business Act in:
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A. Which at least 51 percent of the ownership is owned by one or more socially
and economically disadvantaged individuals, or, in the case of any publicly
owned business, at least 51 percent of the stock of which is owned by one or
more socially and economically disadvantaged individuals.
B. Whose management and daily business operations are controlled by one or
more of the socially and economically disadvantaged individuals who own. it.
II. DBE OFFICER
It shall be the primary responsibility of the DBE Officer to administer and
monitor the DBE Program against specific objectives. The DBE Officer will
ensure compliance with Federal, State and local laws and regulations while
M assisting DBEs in overcoming barriers to participation in the CITY's
programs.
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"Small Business Concern" is defined as a small business pursuant to Section 3 of the
Small Business Act and relevant regulations promulgated pursuant thereto, except that
a small business concern shall not include any concern or group of concerns
controlled by the same socially and economically disadvantaged individual or
individuals which has annual average gross receipts in excess of $14 million over the
previous three (3) fiscal years. Therefore, DBE Tums must be graduated from the
DBE program if their average annual gross receipts over three (3) years exceed $14
million. The Secretary of the Department of Transportation shall adjust this figure
from time -to -time for inflation. Socially and economically disadvantaged individuals
mean those individuals who are citizens of the United States .(or lawfully admitted
permanent residents) and who are women, Black Americans, Hispanic Americans or
other Spanish or Portuguese, Native Americans, Asian -Pacific Americans, Asian -
Indian Americans and any other minorities or individuals found to be disadvantaged
by the Small Business Administration pursuant to Section 8(a) of the Small Business
Act.
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The DBE program as described here will be implemented and administered by the
CITY's DBE Officer. The DBE Officer shall develop a referral system on
managerial and technical assistance for interested DBE as well as disseminate
information on available business opportunities to the disadvantaged business
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community to facilitate DBE bidding on CITY projects. Although the DBE Officer is
the primary person responsible for implementing the DBE policy, the DBE Officer
will work closely with otherdepartments and consultants of the CITY, including
legal, procurement, engineering, government affairs and others who are responsible
for making management and other decisions relative to the CITY's procurement and
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construction contracts. The DBE Officer shall offer guidance to the above -referenced
CITY personnel regarding the DBE responsibilities. The DBE Officer shall also,
from time -to -time report progress of the program to the Santa Clarita City Council
through the City Manager.
II. DBE OFFICER
It shall be the primary responsibility of the DBE Officer to administer and
monitor the DBE Program against specific objectives. The DBE Officer will
ensure compliance with Federal, State and local laws and regulations while
M assisting DBEs in overcoming barriers to participation in the CITY's
programs.
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The specific duties and responsibilities of the DBE Officer are set forth in
Exhibit A, attached hereto and incorporated herein by this reference.
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III. PROCEDURES TO ENSURE DBE EQUAL OPPORTUNITY TO COMPETE
FOR CONTRACTS AND SUBCONTRACTS
A. Where appropriate statutes and regulations permit and are economically
• feasible, the CITY will undertake the following actions:
1. Develop bid packages and Request for Proposals (RFP) so as to
increase potential DBE participation.
2. When designing facilities, take into consideration the types of
trades or firms available.
3. Work with joint ventures among DBE and non -DBE firms.
4. Consider purchasing supplies and/or leasing the required
equipment and contracting only for the expertise required to.
perform. the work.
5. Provide DBE associations with specification and RFPs in a
timely manner. Whenever necessary, the cost of providing
• DBEs with specifications and RFPs will be home by the CITY .
and included in the project grant application to FTA.
6. Solicitation for prime contracts must state what the DBE
percentage is for the contract. Potential prime contractors must
i submit an assurance with their bids or proposals that they will
make sufficient reasonable effort to meet the goal.
B. Means to Overcome Barrier to Program Participation- the CITY will
offer the following additional assistance to DBEs as deemed necessary:
1. Information, upon request, of the CITY's organizational
structure and its procurement requirements. Further explanation
will be provided on procurement policy procedures and general
bid requirements. Each bid package will identify the CITY's
DBE Officer as the contact point for additional assistance.
2. Open public records will be made available for the DBE's
review and evaluation of successful bid documents of already
completed similar procurements.
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Debriefing sessions will be held, as requested by bidders, -to
explain specific reasons for unsuccessful bids.
4. How plans and specifications can be obtained.
CITY personnel shall be available during normal business hours
to answer procurement questions.
6. To develop types of supplies and services needed.
C. Challenge:
1. Any third party may challenge the socially and economically
disadvantaged status of any individual (except an individual who
has a current Section 8(a) Certification from the Small Business
Administration) presumed to be socially and economically
disadvantaged if that individual is an owner of a firm certified
by or seeldng certification from the CITY as a disadvantaged
business. The challenge shall be made in writing to the CITY.
2. With its letter, the challenging party shall include all
information available to it relevant to a determination of whether
there is reason to believe that the challenged party is, in fact,
not socially and economically disadvantaged.
3. The CITY shall determine, on the basis of the information
provided by the challenging party, whether there is a reason to
believe that the challenged party is in fact not socially and
economically disadvantaged.
a. If the CITY determines that there is not reason to believe
that the challenged party is not socially and economically
disadvantaged, the CITY shall so inform the challenging
party in writing. This terminates the proceeding.
b. If the CITY determines that there is reason to believe
that the challenged party is not socially and economically
disadvantaged the CITY shall begin a proceeding as
provided in paragraphs (b)(i), (ii) and (iii) of this
paragraph
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i. The CITY shall notify the challenged party in
writing that his or her status as a socially and
economically disadvantaged individual has been
challenged.' The notice shall identify the
challenging party and summarize the grounds for
the challenged party to provide to the CITY
within a reasonable time, information sufficient to
• permit the CITY to evaluate his or her status as a
socially and economically disadvantaged
individual.
ii. The CITY will evaluate the information available
to it and make a proposed determination of the
social and economic disadvantage of the
challenged party. The CITY will notify both
parties of this proposed determination in writing,
setting forth the reasons for its proposal. The
• CITY will provide an opportunity to the parties
for an informal hearing, at which they can
respond to this proposed determination in writing
and/or in person.
iii. Following the informal hearing, the CITY will
• make a final determination. The CITY will
inform the parties in writing of the final
determination, setting forth the reasons for its
decision. The final determination of the CITY
may be appealed to the Department of
• Transportation by the adversely affected party.
In addition, the CITY will have an open door policy and will work closely with DBE
associations to encourage DBEs to discuss their capabilities with the DBE Officer.
Outreach efforts will also be made to inform DBEs of bid notices and specifications
• related to their capability areas.
IV. SERVICES OF DISADVANTAGED BANKS
The CITY shall explore the full extent of services offered by banks owned and
controlled by disadvantaged individuals in the Santa Clarita and greater Los Angeles
area and determine areas in which the CITY may utilize their services. The CITY
shall also encourage its prime contractors to use the services of such banks.
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V. DBS DIRECTORY
The DBE Officer shall continue to maintain a current list of DBEs which provide
commodities and services which might typically be used by the CITY. The CITY
shall also draw on the services of Equivest (Program Management Center) for
assistance in identifying DBEs to work on specific required contract categories. This
listing will be compiled from existing sources and will be updated annually. The
• CITY will invite DBEs to submit supplemental information to this list. In addition,
the CITY will maintain copies of other local directories.
VI. DETERMINING DBE ELIGIBILITY
The DBE Officer shall require that the DBE listed by bidders for participation in the
contract, be certified as eligible DBEs. The DBE Officer may accept certifications of
DBEs made by the Department of Transportation or agencies thereof, the Small
Business Administration, other FTA recipients and the CITY. Where the eligibility
of a DBE has not yet been determined, the DBE Officer shall require the submittal of
• information including, but not limited to, that contained in Exhibit A, attached hereto
and incorporated herein by this reference.
VII. PERCENTAGE GOAL
A. The CITY hereby established a 15 percent goal for participation by DBEs in
• contracts; subcontracts and/or joint ventures awarded by the CITY.
B. The CITY's overall DBE participation goals for the procurement category of
equipment, materials, supplies and professional and non-professional services
is 15 percent for firms owned and controlled by disadvantaged individual or
• individuals. In arriving at these goals, the CITY has evaluated (1) the
previous years' procurement activities to determine the DBE participation level
achieved; and (2) the Short Range Transit Plan, Transportation Improvement
Program and the current budget to identify the projected procurement activities
available to DBEs.
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The CITY then compared the availability and capability of those DBEs listed
with the projected procurement activities.
The CITY will re-evaluate goals for equipment, materials, supplies and
professional and non-professional services on an annual basis, analyzing the
projected versus the actual DBE participation for the previous year. The 15
percent DBE goal is a commitment to strive for, to the extent possible. The
estimate for DBE participation is in excess of the ten percent goal; as
mandated by the Surface Transportation Assistance Act of 1982, is being
• implemented and is an optimistic expectation that the CITY can find enough
qualified Tums, based on previous experience.
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In establishing contract goals, the CITY shall consider the following factors:
1. The overall projection of contract awards in the particular areas.
2. The availability of funis owned and controlled by minorities in each
category or area of specialty. In defining the geographic area for
determining availability, the CITY shall follow the same approach it
takes with respect to non -DBE firms for each type of procurement.
3. The dollar amount and percentage of procurement projected to be
required from "sole -source" vendors. (This includes material and
supplies required to be purchased from Original Equipment
Manufacturers).
4. Comparison of the goals established for the previous year to the actual
percentage utilization for that year and the experience of the CITY in
obtaining participation in its procurement and professional services
contracts from firms owned and controlled by socially and economically
disadvantaged individuals.
5. Unique characteristics of the procurements of equipment, supplies,
materials and professional and non-professional services proposed for
the following year.
6. Any suggestions and information developed from the DBE Advisory
Committee, industry and professional sources and other public
agencies. (This will include all revised Small Business Administration
size standards).
7. Any other relevant criteria.
In calculating goals, the "sixty (60) percent rule" has been observed. The 60 percent
rule states that the CITY may count toward its DBE goals 60 percent of its
9 expenditures for materials and supplies required under a contract and obtained from a
DBE dealer.
In an effort to identify DBEs in a reasonably wide geographical area to expand on the
CITY's DBE directory, copies of available published directories are obtained on a
yearly basis from the Southern California Association of Governments and the
Southern California Rapid Transit District.
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VIII. IDENTIFICATION OF DBEs BY COMPETITORS
The CITY shall indicate goals for the use of firms owned and controlled by minorities
in solicitation for FTA assisted contracts which provide opportunities for DBE
participation. Solicitation shall require all bidders/proposers to submit a written
assurance of meeting the goals in their bids or proposals. Within a reasonable time,
ten (10) days after the opening of bids and before the award of the contract, the.CITY
w shall require all bidders or proposers wishing to remain in competition for the
contract, to submit the names of DBE subcontractors, a description of the work each
is to perform and the dollar value of each proposed DBE subcontract.
IX. SELECTION CRI'T'ERIA TO ENSURE THAT CONTRACTS AREA AWARDED
TO COMPETITORS THAT MEET DBE GOALS
The CITY shall determine whether the competitor offering the lowest price of the
firms meeting the DBE contract goals has offered a reasonable price for the contract.
The selection process will consider the competitors price and percentage participation
of DBE in the contract and will utilize a DBE participation matrix to rank the bids of
competitors. The CITY will award contracts in accordance with 49 CFR Part 23.
A. "Reasonable Price." Prior to the bid opening, the City Engineer shall state
• publicly the contract price which has been determined to be a reasonable one
for the subject contract. The reasonable price determination shall be based on
the estimate of the CITY's consultants and/or staff relative to the cost of the
contract and other relevant criteria that the CITY would consider in the event
that only one bid was submitted to perform the contract, including, but not
limited to, the amount of funds available in the CITY's budget for the specific
contract work. The factors considered in arriving at the reasonable price and
the basis therefore shall be documented.
B. "Evaluation of Bids." . After the bid opening, the DBE Review Committee
shall evaluate all bid proposals and required information submitted by bidders
for the contract to determine a recommendation for award of the contract to
the lowest responsible bidder. The Committee shall first consider all bids that
are equal to or less than the reasonable price established for the contract.
Within this group, the bidder with the lowest bid price who also meets the
0 specked DBE goals shall be deemed the lowest responsible bidder. In the
event that none of the bidders in this group has met the specified DBE goals,
the lowest responsible bidder shall be deemed that bidder within this group
with the highest total DBE participation. In the event that no bidder within
this group has DBE participation, the Committee will consider the bidder with
the lowest bid price who has demonstrated that sufficient reasonable efforts
were made to meet the specified DBE goals as the lowest responsible bidder.
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In the event that none of the bids submitted is equal to or less than the
reasonable price established, the Committee may recommend award of the
contract to any bidder that demonstrates that sufficient reasonable efforts were.
made to meet the specified DBE goals.
X. DBE COMPLIANCE BY CONTRACTORS AND SUBCONTRACTORS
A The CITY shall assist proposers and/or DBEs in all contracts involving FTA financial
assistance as outlined in Section III. The CITY has deemed necessary, the following
means to determine compliance of contractors and subcontractors (1) review of
payroll records, (2) submission of payment document and (3) other compliance
insurance measures as considered appropriate in the circumstance.
0 Contractors and subcontractors will be required to maintain project records for a
period of three (3) years after completion of the contracts. The CITY or any
authorized FTA or Federal agency shall have access and inspection right to those
contract records during the retention period.
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M. SET -ASIDES
The CITY is aware that setting aside some portion of its purchasing requirements for
DBE -only bidding is a technique available for assuring DBE participation. However,
the law as interpreted by ruling of the California Supreme Court appears to prohibit
such set -asides as violation of the State and Federal Constitutions. At this time,
therefore, the set-aside is not part of the CITY's DBE Program.
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APPENDIX D
! PRIVATE ENTERPRISE PARTICIPATION
The City's Private Enterprise Participation Plan update for Santa clarita Transit System
(SCT), formerly included in the North County Public Transportation System, has been
prepared in accordance with the Federal Transportation Administration (FTA, formerly
! Urban Mass Transportation Administration) Circular 7005. 1, dated December 1986. The
SCT has been operated by private contracts selected through a competitive public bidding
process since 1976. It is the City's policy that public transportation services be provided by
contract with -an established private provider and that efforts be made to obtain the least
possible cost, while maintaining quality through maximum competition of private operations.
! Santa Clarita Transit established by the City of Santa Clarita assumed administrative
responsibilities of Sct, from the County of Los Angeles in Fiscal Year 1991-92.
In 1986, the County adopted the privatization policy and procedures developed by the Los
Angeles County Transportation Commission (LACTC), as part of the Private enterprise,
Participation Plan for SCT. There have been no significant changes to this plan, and SCT
will continue to adhere to LACTC policies and procedures.
Private Sector Involvement
The City selected the contractors who currently operate the SCT services through a
competitive bidding process. Private providers were notified of the City's intent to contract
for: service and were invited to submit bid proposals. Sealed bids were then opened and read
at the competitive bidding process, including the Request for Proposals (RFP) process, for
future SCT service contracts.
Although it is desired to obtain services at the least possible cost, other criteria, including a
provider's management capabilities and technical competence, are considered when selecting,
a service contractor. It is therefore the SCT's policy to award a contract to the lowest
"responsible" bidder.
! It is also SCT's policy to consult with the private sector providers when planning new or
restructured service. SCT will review all comments and proposals received. ` Every
responsible comment and proposal will be given full and fair consideration and will be
responded to.
S Modification of Services
The local fixed -route and paratransit service and the commuter service between the Santa
Clarita Valley and downtown Los Angeles are currently operated entirely by private
contractors. In Fiscal Year 1991-92, the local, commuter and paratransit services were
! modified based on the results of a consultant study on transit needs in the Santa Clarita
Valley. SCT awarded the service contract to a private contractor upon the conclusion of the
competitive bid process. in June 1991.
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Private Enterprise Participation
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Comparison of Public/Private Sector Costs of Service
As stated above, the County has used and SCT will continue to use private contractors to
operate the public transportation services in the Santa Clarita Valley. The City has examined
the alternative of operating the services using City personnel and have determined that the
services could not be operated as cost effectively and efficiently as with the use of private
contractors. By the continued use of private sector providers, the City has realized
considerable cost savings and increased ridership, while maintaining a high quality level of
service. SCT will therefore continue to operate these services by contract with private
! providers.
Protests
All private sector protests regarding SCT's private enterprise policy or procedures, or the
! SCT's decision regarding a submitted bid or proposal, will be reviewed and addressed. The
Public Works Department will respond to all complaints within 30 days of receipt. With
regard to disputes involving the award of a contract, the final decision will rest with the
Santa Clarita City Council. If the final decision by SCT does not resolve the complaint, the
private provider may use the complaint procedures established by LACTC, the Southern
. California Association of Governments, and FTA. The City has not received any complaints
regarding its private enterprise policy, bidding process, or award of individual contracts
during the past fiscal year.
Impediments to Private Sector Contracting
! SCT has no impediments to contracting with private sector providers for services.
Proaosed Plan for Fiscal Year 1992-93
In November 1991, the consultant study on transit needs in the Santa Clarita Valley was
! completed. The consultant study was sponsored by LACTC, and the City of Santa Clarita in
response to the 1990 Article 8 Hearing Board recommendations for increased service in the
Santa Clarita Valley area.
The recommended service revisions were implemented in Fiscal year 1991-92 and include the
expansion of local fixed -route service by increasing service hours and by increasing the areas
within the Santa Clarity Valley within 1/2 mile of fixed route service and the expansion of
service hours and service area on paratransit services. These service revisions will meet all
requirements of the Americans with Disabilities Act of 1990. In addition, we expect to
expand the commuter service by adding service to the Westwood/Century City area.
! No changes to SCT's Private Enterprise Participation Plan are proposed for Fiscal Year
1992-93, and services will continue to be operated by private sector providers.
f:\homelkilcoyne\privent. tin
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ARTICLE 8
Each year the LACMTA is required to conduct an "Article 8 Unmet Transit Needs" Public
Hearing in Santa Clarita to determine if there are any unmet transit needs (Article 8 refers to
• the Article of the Transportation Development Act legislation that includes the requirement
for the hearing). Below are the unmet transit needs identified at the 1992 hearing and the
actions Santa Clarita Transit took to meet them.
A. Ensure that effectiveness of the Dial -A -Ride service. improvements are monitored
• and the results shared with the public. The reliability of this service needs to be
addressed. Release the findings to the public twice a year.
Improvement of Dial -A -Ride (DAR) service in Santa Clarita has been a top priority in
1992. Specific areas of concern and actions taken are' listed below. .
• CAPACITY: Ability to accommodate requests for DAR service has improved
through changes to fixed route service and reduction of General Public Dial -A -Ride
service. An in-depth study of DAR trip. sheets indicated that 75 % of all trips started
or ended at one of six locations. In October of 1992, local fixed route service was
extended to some of these locations permitting a voluntary shift of some trips from
• DAR to local fixed route service. This occurred particularly at LARC Ranch freeing
up DAR capacity for others who must use DAR. The same analysis revealed that
General Public DAR consumed 25 % of DAR resources but only was used by 13 % of
DAR customers. By limiting General Public DAR to weekday evening hours when
most general public customers used the service and local fixed route service did not
• operate, DAR capacity opened up during the peak demand times for senior and
disabled customers.
CUSTOMER SERVICE: Santa Clarita Transit instituted several initiatives to
improve customer service.
A system wide transit map and timetable was published and widely distributed. This
publication included complete fare and DAR information.
A separate DAR user guide was printed and distributed to DAR customers. Many of
• the customer service complaints were the result of miscommunication or -
misunderstandings. This manual was designed to avoid many of these problems by
clearly explaining how to use DAR.
The DAR customer data base was completely updated with the assistance of the Santa
• Clarita Valley Senior Center. This provides information to the dispatcher of customer
special needs.
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A separate phone line with answering machine was set up for trip cancellations. This
eliminated long waits or busy signals experienced by customers calling in
cancellations. It also freed up space on the reservation line.
A phone sequencer was installed on the reservation line to assure calls are taken in
the order received and are not lost.
Customers who call before noon on the previous day will receive a ride confirmation
• on that day. In the past customers had to wait until the next day to receive
confirmation of a trip.
A phone recording device was installed to record all calls. This enables better
resolution of complaints and is being used to train personnel on better phone customer
! relation skills..
All personnel underwent intensive customer service training. This is being followed
up by a management -labor customer service committee to continually strive for
improvements in customer service.
• MONITORING: Two audits of the system were conducted in 1992. One was by
Arroyo Seco Associates which focused on system productivity, the other by Susan
Berk focused on customer service. The findings of these studies, which were made
public, were the foundation for many of the improvements outlined above.
• In 1993, a review of 14 peer para -transit operators was conducted. Santa Clarita
Transit ranked in the upper half of nine of fourteen performance measures tracked.
These results were also shared with the community. The findings provide data that
enable the City to determine where to focus energies for improvements in 1993.
• A random phone survey of 101 current DAR customers was just concluded. This
survey was designed to measure customer satisfaction with existing service. The
results will be publicized as soon as they are tabulated.
Santa Clarita Transit has additional improvements planned for the coming year. They
! include establishing service routes, scheduled service requiring no advance reservation
exclusively designed to meet the unique travel needs of senior and disabled customers;
and establishing immediate response DAR service.
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B. Give priority to Val Verde and Friendly Valley when putting in the new bus
benches and shelters in the City.
The city had a contract with Bus Stop Shelters Inc. to install shelters and benches
throughout the Santa Clarita Valley. The firm filed Chapter 11 and was unable to
honor its contract. With new management it appears that the contract will be honored
and shelters and benches will be installed this year. Shelters at the two above
locations will be included in the first group of shelters installed, provided adequate
space to construct a shelter is available and encroachment permits, if necessary, are
obtained.
C. Analyze and monitor the need for a Santa Clarita-Antelope Valley bus route.
The need for such a service has been identified and will be implemented later this
year by Antelope Valley -Transit Authority (AVIA) when eight additional buses are .
received by that agency. Currently neither agency has equipment available for this
service. Additionally, AVTA is submitting an application for funding of for a further
expansion of service through the LACMTA "Call for Projects".
D. Conduct an Origin and Destination study with the help of the Transportation
Management Association (TMA) to determine the feasibility of a limited stop
express bus going from east to west directly into the Industrial Center.
This service, lines 10 and 20, were implemented on October 26, 1992.
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E. Undertake an analysis to see if service could be provided between the Santa
Clarita Valley and the San Fernando Valley, with possible stops including San
Fernando, Warner Center, Van Nuys, Northridge, and Olive View Hospital;
including potential routing for this service.
An analysis was undertaken and as a result an application was submitted in the 1992
Call for Projects for an all day route to Central San Fernando Valley. This
application was turned down by the LACTC. This application and an application for
r express service to Chatsworth and Warner Center will be submitted in current Call
40 for Projects process.
Two interim measures will be taken to provide access to the San Fernando Valley. In
April 1993, LADOT Line 573 will be extended to Santa Clarita. Four southbound
trips will be provided during the morning commute hours, five northbound trips in the
t late afternoon commute hours. This route will make four stops in the Central San
Fernando Valley where connections with SCRTD and LADOT routes can be made.
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Later in 1993, AVTA Route 787 express to Chatsworth and Warner Center will begin
stopping in Santa Clarita. This cannot occur until the receipt. of eight additional buses
by AVTA to provide sufficient capacity for Santa Clarita customers.
F. Establish a stop for Antelope Valley commuter service in Santa.Clarita before
continuing on to San Fernando Valley at San Fernando Road and Highway 14.
This will occur later this year when AVTA Route 787 begins stopping in Santa
Clarita. This action is awaiting the receipt of eight additional buses by AVTA to
provide sufficient capacity for Santa Clarita customers
G. If there is a bus service hub developed at the commuter rail station, implement a
shuttle directly linking the shopping mall with the multi -modal commuter rail
station.
Seven Santa Clarita Transit bus routes operate directly between the Metrolink Transit
Center and Valencia Town Center. Eight buses per hour operate in each direction
between these two points.
H. Improve availability of bus schedules in more areas of the City to enable more
residents to be able to access the services.
Timetables and maps are now available in over 30 locations throughout the City.
• I. Post individual timetables at all stops along eacb route on the sign pole or in the
shelter.
Timetables were posted at all marked bus stops in 1992. However due to inadequate
holders they have all since disappeared. The City through the Call for Projects is
• submitting an application for timetable holders to be installed at all Santa Clarita
Transit bus stops.
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