HomeMy WebLinkAbout1996-03-26 - AGENDA REPORTS - SHORT RANGE TRANSIT PLAN (2)AGENDA REPORT
City Manager Approv
Item to be presented by:
Lynn M. Harris
CONSENT CALENDAR
DATE: March 26, 1996
SUBJECT: SHORT RANGE TRANSIT PLAN (SRTP)
DEPARTMENT: Public Works
BACKGROUND
Each year transit systems receiving funds through the Los Angeles County Metropolitan
Transportation Authority (LACMTA) must submit a short range transit plan (SRTP). The SRTP is
used as a planning tool which will help determine how 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 function of the SRTP is to document the transit system's 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 will besought. Santa Clarita Transit uses this document as the prime
policy document and management reference tool.
The SRTP will be incorporated into the countywide SRTP by action of the LACMTA Board of
Directors on May 22, 1996, and must be approved by the City Council prior to that date.
RECOMMENDATION
Approve the attached Santa Clarita Transit Short Range Transit Plan.
ATTACHMENT
Draft copy of the Santa Clarita Transit Short Range Transit Plan in Reading file in City Clerk's office.
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SHORT RANGE TRANSIT
PLAN
FY 1997-00
Prepared by: City of Santa Clarita Transit
DRAFT
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TABLES OF CONTENTS
EXECUTIVE SUMMARY ............................................ : — . — — 1
TRANSIT SYSTEM HISTORY .......... .............................. ...... 5
EXISTING TRANSIT SYSTEM ............... ............. — —.— 6
GOALS AND OBJECTIVES ....... ................. ............... 9
FINANCIAL PLAN ............ ................. .............. ..........15
OPERATING PLAN ......... ...... ........
................. 16
Performance— .............,......_..,....,......................19
Vehicle Maintenance Program .............. ..............
20
Spare Vehicle Requirements . . . . ........... ...........
.......... ..... 20
Bus Replacement Plan ..... .............................
20
LandUse .... . ...... -- .............
.................... 20
Transit Development Plan . . .........................
................. 21
SYSTEM PROJECTS SUMMARY ............................................ 23
EXECUTIVE SUMMARY
THE CHALLENGES FACING SANTA CLARITA TRANSIT
The City of Santa Clarita was incorporated in 1987, and has been responsible for public transportation
in the Santa Clarita Valley for almost five years. During this time, the transit division, has
experienced tremendous growth, more than tripling ridership. This document, the Short Range
Transit Plan (SRTP), is an update of the first detailed SRTP published three years ago.
The Santa Clarita Valley has 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, and continues to this date, is a lack of roads, the community was
designed and built on the assumption that the automobile would be the sole mode of transport.
Transit was not a factor. As the history section that follows explains, there has been a low level of
transit service in the Santa Clarita Valley, operated by other agencies, periodically since 1973;
Because transit service was very minimal, residents had little choice but to drive for virtually every
purpose. This lack of choice further burdened roads 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 circulation within
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 being built 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 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 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 place or consolidate trips by providing an array of services in one
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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 to increase 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 auto alternatives, such as transit, of sufficient resources in order 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
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 auto requires more land to accommodate
cars than to accommodate other activities. Lowerdensities are required to keep from
overwhelming the transportation system. This results in a greater consumption of 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 an even greater level of auto
generated air pollution. Recent findings indicate that more smog alerts are occurring on
weekends seem to indicate that the auto is even 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 20 Year Transportation Plan adopted by the Los Angeles County Metropolitan Transportation
Authority, the Federal Clean Air Act of 1990, and the Intermodal Surface Transportation Efficiency
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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 people's 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, they will also show that expanding service is not likely based on known available funding.
Currently Santa Clarita Transit provides local bus service within walking distance of only 55% of the
residents of the Santa Clarita. Valley. .Providing comparable service to these residents, serving
anticipated growth withing the Valley (official projections anticipate a near doubling of population
to about 275,000, while the Southern California Association of Governments is considering updating
these projections to a significantly higher population of 460,000), and providing higherlevels of
service to those populations currently served (Sunday service, more night service, better frequency
where service is still only once an hour), will require a dramatic increase in the amount of funding
available for day to day operations. As we have discovered over the past five years it has been
possible to secure funding for most capital needs, but increases in service provided (bus hours) has
been modest, funded primarily by higher than expected fare revenue..
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. Indeed, a large segment of the 55% who are within theoretical walking distance to local transit,
may find it unpleasant, difficult or impossible to walk to the nearest bus stop because of numerous
physical barriers or pedestrian unfriendly design flaws.
Historically transit planning has focused on peak hour work trips, Attracting non -work trips (which
account for almost 75% 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. A review of peer transit
systems found that those that provide twice as much service carry three times as many riders per
capita. Indeed there was a direct correlation between per capita service hours and per capita
ridership. 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 capita transit use.
We don't have to look beyond the Santa Clarita Valley for evidence that local citizens will respond
to improvements in transit service. Since the City assumed operation of local service, ridership has
grown over 300%. Metrolink, which did not exist four years ago carries 3,000 riders each day on
the Santa Clarita line, while parallel express buses are still carrying the same number of customers as
before Metrolink began operation.
The above text focused on "alternatives," reducing auto trips and the reasons it is imperative to do
so. The term "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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CITY OF SANTA CLARITA
TRANSIT SYSTEM HISTORY
On August 5, 1991, Santa Clarita Transit, began operations.. Santa Clarita Transit is the fourth transit
operator in the Santa Clarita Valley_
In July 1972, the County of Los Angeles contracted with the Southern California Rapid Transit
District to establish "trial" local service in the area with two lines (182 Newhall -Saugus -Friendly
Valley and 183: Valencia). Based at the former Division 8 in Van Nuys, the service was fielded using
a variety of Flxible model buses. A third line (180: Bouquet Canyon -Newhall) was added in
November 1972, Unfortunately, the anticipated ridership base never developed. Hence, all SCRTD
service was discontinued on April 27, 1973.
Following passage of the state Transit Development Act, a second attempt at providing transit service
was undertaken. On December 13, 1976, the County of Los Angeles inaugurated a two route local
system. Additionally, service into the San Fernando Valley (Roscoe Blvd. and Sepulveda Blvd.) was
offered, Antelope Valley Bus Inc. was retained as service contractor, and used three GMC "New
Look" suburban model coaches. This service was discontinued on November 30, 1977, again due
to lack of ridership.
On April 7, 1980, the Santa Clarita Valley Commuter Service, also funded by the County and
operated by AVBI, began offering two weekday commuter hour round trips between Newhall,
Pacoima, and downtown Los Angeles using intercity coaches.
By mid 1983, population growth warranted formation of the new Santa Clarita Valley Local Bus
Service. Service along five fixed routes within the communities of Newhall, Saugus, Valencia, and
Canyon Country was offered.. AVBI was selected as the contract operator, and used a fleet of Flxible
and GMC "New Look" buses.
In July 1988, the local and the commuter services were combined under the banner Santa Clarita
Valley Transit. The commuter run was integrated into the Los Angeles County Department of Public
Works system of identifying all of its bus lines in the 700 series. This line became #799 (Santa
Clarita-Los Angeles Commuter). The local lines were also reordered, and a new line serving Val
Verde and Castaic was established. This service pattern remained in effect for three years.
In November 1991; Los Angeles County transferred responsibility for the operation of public and
senior citizen dial -a -ride services to the City.
In January 1992, The City assumed responsibility for the commuter bus service. A fleet of eleven
new Neoplan CityLiners was acquired to operate this service.. Prior to this time, Mark IV Charter
Lines operated weekday peak hour directionally based Line 799 using Eagle Model 10s. Six trips
were offered each morning and afternoon.
CITY OF SANTA CLARITA
EXISTING TRANSIT SYSTEM
The City of Santa Clarita, located in the center of the Santa Clarita Valley, lies approximately 35
miles northwest of the Los Angeles civic center. Founded on December 15, 1987 with a population
of approximately 125,000, the City's incorporation was the largest in the history of the state. Current
municipal boundaries encompass approximately 43.3 square miles of land. Situated within an inverted
triangle formed by two freeways, the City is bounded by Interstate 5 (the Golden State Freeway) and
State Route 14 (the Antelope Valley Freeway). Existing development is urban and suburban in
character, with highest densities occurring on the Valley floor and lower canyons, and scattered
development at the City's center. Development is primarily single-family residential, with scattered
pockets of industrial/service commercial uses and strip retail commercial uses along established
thoroughfares.
The Santa Clarita Transit service area encompasses several distinct communities both within the City
limits and in the surrounding unincorporated areas. Communities within the City include Canyon
County, Newhall, Saugus, and Valencia.
**Canyon Country, with more than 30,000 residents, is the most populous community within the City
of Santa Clarita. It has an industrial hub, several neighborhood shopping plazas, and plenty of open
space recreation areas.
**Today's Valley can trace its origins to the community of Newhall, which took hold in 1876 along
a key rail line. A rough, Old West town back then, Newhall today is a residential area with hundreds
of shops and restaurants. Additionally, the community is home to The Master's College, several
movie studio ranches, the Placenta Park and Nature Center, and the William S. Hart Museum.
**Saugus owes its existence to the Southern Pacific Railroad line. New residential areas, established
neighborhoods, retail and commercial centers create a self-sufficient community. Saugus is known
throughout the Southern California area for the Saugus Speedway, and its professional auto racing.
**Once part of a huge ranch, Valencia is a community of nearly 30,000 and is an exemplary balance
of business and residential land use. It has park -like neighborhoods, golf courses, and landscaped
walkways (called "paseos") which link homes, schools and shopping facilities. Valencia is home to
California Institute of the Arts, College of the Canyons, the popular Magic Mountain amusement
park, and the Valencia Town Center retail shopping complex.
The communities of Castaic, Val Verde, Hasley Canyon, and Stevenson Ranch are currently located
within unincorporated portions of the service area.
The Santa Clarita Valley's population is projected to reach more than 200,000 people by the start of
the next century. A leading indicator of this projected growth is the Valencia Industrial Center, the
fourth largest industrial center in Los Angles County.. The center's 1,500 acre site currently offers
employment for more than 15,000 workers.
Another example of the area's mushrooming development is the Valencia Commerce Center, a 54
acre major office park overlooking a championship golf course.
Today, a fleet of 22 buses (13 Gillig "Spirits" and 5 Gillig "Phantoms" purchased new in 1991, and
4 1981 Grumman transit coaches purchased used in 1994) operates over a series of nine fixed route
lines, offering Monday through Saturday service. Santa Clarita Transit coaches sport an attractive
grey, plum, and magenta color scheme. These two -door units feature wheelchair lifts, "kneeling"
capability, GFI electric fareboxes, and Luminator electric headsigns.
All fixed routes "pulse" at the Santa Clarita Transit Center/Metrolink rail station. This arrangement
allows for quick and easy transfer between any two of the system's bus lines. Depending on the
individual line, headway time can vary between thirty and sixty minutes.
ATE Management and Service Company has been the contract operator since inception of the City
system in 1991. This contract expires on August 4, 1996- an RFP for a contractor to provide service
over the next five years is cuff ently being circulated, with proposals due April 29, 1996.
The City's demand responsive service is operated using Ford/National paratransit vans, which are lift
equipped and ADA compliant. Curb -to -curb service is available to elderly and disabled residents
from 6AM to 10:30PM, Monday through Friday; and 9AM to 5PM on Saturday. The general public
has access to this service from 6PM to 10:30PM, Monday through Friday. A 24 hour advance
reservation policy is in effect.
Eleven Neoplan CityLiners are used in commuter service to downtown Los Angeles. These coaches
have wheelchair lifts, disabled accessible bathrooms, reclining seats, and air conditioning.. Nine trips
are offered each morning to Los Angeles and ten trips return each afternoon. In September 1993,
the City's commuter service was expanded to include four morning trips to and five evening trips from
Century City/Westwood. This was accomplished by extending a Los Angeles Department of
Transportation express route operating between Granada Hills and Century City to Santa Clarita.
Following the 1994 Northridge Earthquake, Santa Clarita Transit established three emergency express
routes connecting Santa Clarita with destinations in the central and western parts of the San Fernando
Valley, Antelope Valley Bus Inc.(AVBI) was selected to provide this service since they had available
equipment and could implement the service almost immediately in response to the emergency. The
service proved successful enough to continue to his date (although two routes were combined), with
AVBI still providing the service. In September 1994 a route was established between the Antelope
Valley and Santa Clarita using equipment dedicated to the San Fernando service at times not needed
for those routes. This service also provides direct connections with Metrolink trains not operating
to the Antelope Valley. The service provided by AVBI is included in the RFP for a new service
provider, so that only one contractor will provide all fixed route service after August 1996.
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In September 1995, three reverse commute routes were established to accommodate individuals
commuting from the LA basin to jobs in Santa Clarita, using buses that were otherwise deadheading
empty after or before their peak direction trips on the Los Angeles or San Fernando Valley service.
The response from local residents has been overwhelming. Santa Clarita Transit was the fastest
growing transit system in the United States in 1993, twelfth fastest in 1994 and fourth fastest in the
first half of 1995 per American Public Transit Association statistics.
The Metrolink station and the City's Transportation Center share a site adjacent to the Saugus
Speedway. The City's fixed route system is timed to provide easy connections with all Metrolink
trains. Currently, about 10 percent of Metrolinkriders use local buses to get to and from the train
each day. Metrolink riders are provided with free rides to and from the rail station simply by
displaying their Metrolink ticket.
To further enhance the transit alternative, the system's transfer policy was modified in late 1992 to
allow for en route stop -overs. This revision allows passengers to stop ata store, conduct errands,
and then continue on to their destination without an additional charge.
The future holds much promise for Santa Clarita Transit. The City will seek additional funding to
further expand local service, including the implementation of all -day service to the San Fernando
Valley.
Throughout the coming years, the City of Santa Clarita will continue in its quest to provide a safe and
reliable transit alternative for the residents of the Santa Clarita Valley,
GOALS AND OBJECTIVES
Santa Clarita Transit is currently preparing a long range Transit Development Plan, which is described
in more detail later in this program. The goals and objectives that follow represent the framework
used to develop this long term blueprint for Santa Clarita Transit. Although the planning horizon
for the SRTP is four years for specific capital and operating projects requiring funding through the
LACMTA, the goals and objectives are not bound by this limitation. In other words a single set of
goals and objectives will be used for both long and short range planning efforts. The goals and
objectives will provide the framework to guide all management actions.
The main thrust of the goals and objectives is increasing the role that 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 within 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 first goalThe 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 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.
The 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
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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 20 Year Long Range Transportation Plan of the
LACMTA. The 20 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
expansion of bus and commuter rail. 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.
Goal 1
Reduce percent of person trips starting and/or ending within the Santa Clarita Valley that are
made by private auto by 3% per year.
Obiectives
Provide two-way bus service within 1/4 mile of all households located in neighborhoods
where the density exceeds 8 dwelling units per acre.*
Provide two-way bus service within 'h mile of 95% of all households located in areas where
the density is less than 8 dwelling units per acre.*
Provide two-way bus service within 1/4 mile of all employment areas with at least 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
and 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.*
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/Sherman Oaks), West San Fernando Valley (Chatsworth /Warner Center),
Westwood/Century City, and Antelope Valley. Establish regional routes to other areas that
generate at least 2,000 daily one way work trips.*
Schedule headway (the time between bus trips) to not exceed 30 minutes on 90% of the
route network.
Schedule headway to be less than 30 minutes where demand warrants.*
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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 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 a Metrolink station in Newhall.*
Provide safe pedestrian access between each bus stop and all development within 1/4 mile:
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 City 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 3% of annual transit operating budget 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 to determine base year statistics and in each successive
year to measure performance towards meeting Goal #1.
Complete a Transit Development Plan 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 a transit administrative/maintenance facility to support higher level of transit service
needed to support Goal #1.*
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Goal 2
Continually improve Santa Clarita Transit operating efficiency and effectiveness.
Objectives
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 performance, whichever is
greater:
No trips shall be cancelled due to lack of personnel or equipment..
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.
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 25.
System wide farebox recovery (fixed route) shall improve to 30%.
Dial -a -ride dead time shall not exceed 15% of revenue hours.
Goal 3
Develop and maintain a sound financial base for the transit system.
Objectives
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 City 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.
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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.
Comply with all Federal, State, and Regional requirements to assure the transit system loses
no revenues for which it is entitled.
Goal 4
Provide safe and customer friendly transit service.
Objectives
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.
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 cards, 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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Improve dial -a -ride reservations system to immediate response.
Provide social service agencies with computer terminals to directly schedule dial -a -ride trips.
Goal 5
Improve the image and awareness of Santa Clarita Transit.
Obiectives
Offer the services of the transit management staff to the City's speaker bureau.
Establish a community outreach program, possibly in conjunction with the City's town hall
programs.
Regularly publish a transit newsletter.
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 maps to their clients.
Provide a booklet containing all transit schedules, maps and fare information 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.
14
FINANCIAL PLAN
The historical and projected financial status of Santa Clarita Transit is portrayed in the attached Table
Lr5. 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 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 3.2% per year.
The table illustrates that the transit program is financially viable and that all existing services can be
maintained. While the prospectfor new funding sources to appear is dim, the local economy is
projected to grow at a moderate pace over the next four years, according to UCLA. The goals to
improve efficiency and effectiveness, customer service, and image and visibility of the transit program
continues to 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.
15
OPERATING PLAN
The LACMTA 20 Year Long Range Transportation Plan calls for an 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.
Over the past four years, ridership on local buses operating within the Santa Clarita Valley has more
than tripled over the total ridership of the first year of city bus operation (FY 1992). Coverage (the
areas within the city that are within walking distance of a local bus route), has not improved to any
measurable degree since the City assumed operation of the bus service in August 1991, However the
frequency of service improved to every 30 minutes between trips on all but one basic route. To be
a truly effective transit system, further increasing per capita transit use; transit service needs to be
extended to much of the 45% of the population without transit service, serve new areas as they are
built and existing services need to operate with more evening service and on Sundays. As in the past,
improving service on existing routes will take precedent over increasing route coverage. Sunday
service and increased frequency along Sierra Highway and San Fernando Road will be the priorities
for implementation should additional funding be secured (such as a change to the Proposition A
discretionary base from using FY 1991 figures (when Santa Clarita Transit was operated by the
County and only a shadow of current levels) to using the most recent year data). Funding from this
and the Bus Service Improvement Program (described below) may be sufficient to accomplish both.
The Bus Service Improvement Program, will, if implemented by the MTA Board provide some
funding to alleviate overcrowding on buses servicing areas with high transit dependency: Currently
Santa Clarita Transit experiences four to eight capacity calls on a typical weekday. A capacity call
is when a bus driver radios to dispatch that they are at capacity and can not pick up any more
passengers until some customers on board get off. At least a few times each day customers are left
behind at bus stops needing to wait for the next bus. Although the amount of funding that Santa
Clarita Transit will be entitled to under this program will be insufficient to completely alleviate current
capacity problems, it can when combined with additional funds received as a result of changes to the
Proposition Abase (also, if approved by the MTA Board) should be able to address the most critical
areas.
A critical capital project that will greatly enhance local bus service is a new transit center in the
Valencia Town Center area. This facility which received funding in the 1995 Call for projects, will
be constructed in FY 1997 and will replace the Santa Clarita Metrolink Station as the main bus hub
for local services. (All bus routes will continue to serve the Santa Clarita and/or new Newhall
Metrolink Station providing coordinated schedules with peak hour Metrolink trains.) By moving the
main bus hub to the Valencia Town Center area, most customers who must transfer to reach their
destination will have their one way trip time reduced by 15 minutes. In addition Santa Clarita Transit
will no longer have to "platoon" up to five buses for two miles each way to and from the Metrolink
Station to make connections as is the current practice. By eliminating this overlap of service, the
routes can be extended to serve unserved areas without increasing operating costs.
16
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. Over the last three years service has been established to the Century
City/Westwood area, Chatsworth/Century City, Van Nuys/Sherman Oaks, Antelope Valley and Olive
View Hospital in Sylmar. The first three services listed operate only during weekday peak periods,
while the latter two provide limited midday service. The last two services in particular are the subject
of frequent requests for additional trips.
The San Fernando Valley Restructuring Study conducted by the MTA and Los Angeles Department
of Transportation, proposed a new daily all day route connecting the Sylmar Metrolink Station with
the Valencia Town Center area of Santa Clarita. This study identified the Santa Clarita Valley as the
number one destination lacking an all day transit link. Funding for this route is to come from savings
generated by implementing other recommendations in the restructuring study. The City of Santa
Clarita is working with the MTA to secure the funding needed to establish this service.
Regional transit links are also provided by rail transit services. Metrolink provides service south to
the LA Basin and northeast to the Antelope Valley_ Funding is being secured construct 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. This station
will become a second transit hub for local bus service, will be used by Amtrak when the San Joaquin
service is extended to Los Angeles, will be served by express bus routes, described above, that serve
destinations not served by Metrolink (servicing as a regional transit hub for those traveling between
the Antelope Valley on Metrolink and destinations served by the express buses), and Greyhound and
Amtrak intercity buses. Another priority of the City, 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. The: City will be jointly fund with the MTA a feasibility study of potential_ right of way
corridors in FY 1997.
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. The City plans on constructing new park and ride capacity as part of both the Valencia
Town Center and Newhall Metrolink Transportation 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. Land for such
a facility has been donated as part of a development agreement between the City of Santa Clarita and
the developer of a major project in the heart of the City. This will be used as local match to possibly
secure a Federal discretionary grant to construct the facility. The current facility was not designed
IVA
for maintaining transit vehicles. All vehicles must be stored off-site. The storage location is at
capacity, indeed ten buses must be parked overnight at the Metrolink Station. The parking facility
is also 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 may 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. Santa Clarita is
also exploring sharing a part of the Hart School District bus maintenance facility.
To attract additional riders to existing and new transit services, several other projects are being
pursued. The City installed 56 bus shelters in 1995. These were 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 was approved in the 1995 Call for Projects and the
improvements will be constructed over the next three years. These projects are designed to enhance
the attractiveness and accessibility of local and regional transit services.
Improving customer security is another area where attention will be focused in order to encourage
more transit usage and improve the image of the transit system. One area of concern is the Santa
Clarita Transit Center/Metrolink Station. Because of its relative isolation it was a target for graffiti
artists and other vandalism. Full-time security at both Metrolink stations has eliminated this problem
and will be extended to new transit centers (described above) when they are constructed. Another
problem area is when large numbers of students overload buses at school dismissal times. Santa
Clarita Transit has obtained the cooperation of area schools in disciplining students identified as
creating problems. Santa Clarita Transit has placed monitors on selected trips and this has proved
effective. The City is has approached the Hart High School District with a proposal to fund an
expansion of the monitor program to cover more trips and will be submitting a proposal through the
Security Call for Projects in May 1996 to fund a sheriff deputy position to dedicated to transit.
The transit division plans to devote up to 3% of its operating budget to marketing activities. 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 transit will be accomplished through a variety of means
including direct mail, free ride promotions and co-op promotions with local businesses. Two grants
have been secured to instal information holders so that current timetable and map information can be
made available at most transit stops. This provides transit information to prospective customers and
encourages more discretionary trips. Installation will begin in mid 1996. Funds for side destination
signs and personal trip planning software are part of an FTA grant awarded in 1995. Since October
1992 a consolidated 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, expires on August 4, 1996.
This contract with AVBI which provides the express bus service to the San Fernando and Antelope
Valley expires at the end of August 1996. A new RFP for a five year contract to operate both
services is currently being circulated. The new contract will have new performance incentives and
penalties to assure a higher quality level of service.
IV
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 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 most of the conditions of the
ADA. Santa Clarita Transit will have to expand the span of hours Dial -A -Ride service slightly to
match the span of service for local fixed routes, and provide demand responsive service to Sylmar and
the Antelope Valley to be fully compliant. These changes will be implemented in September 1996.
Access Services Inc., which provides the ADA mandated parallel paratransit service throughout Los
Angeles County will contract with Santa Clarita Transit instead of establishing a separate service.
They will compensate Santa Clarita Transit for all service, above what is currently provided, that is
required to meet requirements of the ADA.
Santa Clarita Transit does plan some enhancements for Dial -A -Ride in the coming year. 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 installation at the Santa Clarita,
Valley Senior Center and possibly other locations.
Performance
Productivity on Santa Clarita Transit has improved dramatically over the past five years. As noted
above ridership has tripled over the first year of City operation. The effectiveness of local transit
service has improved to 23 passengers per revenue vehicle hour more that doubling the system
productivity after one year of city operation. The cost per revenue vehicle hour has consistently been
one of the lowest if not the lowest of the thirteen largest transit operators in Los Angeles County.
The cost per revenue vehicle hour for all fixed route services (both local and commuter) declined in
FY 1996 compared to FY 1995.
Dial -A -Ride productivity is one area of concern, Passengers per revenue vehicle hour average
between 2.4 to 2.6. Although the geography of the Santa Clarita Valley result in long average one
way trips, therefore system productivity will never match that found in urban areas with shorter trip
lengths, it is possible to improve productivity to at least 3.5 passengers per revenue vehicle hour. The
new contract with the service provider will have specific incentives and penalties to improve Dial -A
Ride productivity.
19
Vehicle Maintenance Program
Santa Clarita Transit contracts with ATE Management & Service Company for the provision of all
Transit operations. The current 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. Each inspection has
received the Such an inspection was completed on December 10, 1992, which found the preventive
maintenance program to be "working well".. A "Certificate of Compliance" (C.P. 339) was issued
accordingly.
Spare Vehicle Renuirements
Santa Clarita Transit currently maintains a 21% spare ratio for local fixed route service, a 17% spare
ratio for express fixed route service, and an 11% spare ratio for demand responsive service. The
system total spare ratio is currently 17.39%, as reported on Table L-3 of this report.
Bus Replacement Plan
Table Lr2 of this report indicates a total of 54 vehicles in active service. Of that number, the City of
Santa Clarita owns 33 fixed route vehicles. ATE, the service contractor, owns the 11 demand
responsive vehicles, Antelope Valley Bus Inc. Owns 10 buses used for San Fernando and Antelope
Valley bus Services. The successful proposer in the RFP process currently underway for the service
contract for the next five years will be expected to provide the same numbers of equipment to
compliment the City owned 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 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
from the street, sidewalks and other amenities that create a pleasant and safe environment for
20
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.
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 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 Development Plan
The need to expand transit service is well documented. Transit expansion should keep pace with
employment and population growth. While this expansion will help achieve the goal to reduce the
percent of trips made by auto, further service increases in later years will be necessary. However
several questions remain unanswered. A Transit Development Plan is currently being prepared which
will address the following:
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 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 identifies streets which could be classified
in advance as transit routes and be designed to include direct pedestrian access from the
21
surrounding areas and accommodate transit vehicles; recommends a street pattern to assure
transit can operate within reasonable walking distance of all areas that warrant transit service;
and determines resources needed to accommodate expected growth over the next twenty
years.
Inventory all existing areas that are within 1/4 mile of a bus route where pedestrian access is
not available and recommend solutions.
22
SYSTEM PROJECTS SUMMARY
1rTABLES
Table L-1 Current Fare Structure
Table L-2 Fleet Inventory
Table 1-3 Historical Fleet Characteristics
Table L-4 Projected Fleet Characteristics
Table L-5 Historical/Projected Financial Status
23
InUIV L-- I
Current Fare Structure: FY 1996
Type of Service
Fixed Route Demand Responsive
Regular
Elderly
Disabled
Blind
Medicare
Student
College
Express
Express Zone Surcharge
Cash Transfers
Regular within System
Regular to other System
Elderly
Disabled
Medicare
Cards (specify number of uses)
Regular
Elderly
Disabled
Medicare
Regular
Elderly
Disabled
Medicare
Student
College
Regular Express
Regular Express Zone Stamp
Joint Passes with MTA
Regular
Elderly
Disabled
Student
College
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TABLE L-3
HISTORICAL FLEET CHARACTERISTICS
*Spare Ratio - Spares for MaintlPeak-Hour Fleet
#New Vehicles = Used Equipment
@New Vehicles = Contracted under lease
SCTL396.XLS
LOCAL FIXED ROUTE
EXPRESS FIXED ROUTE
1994
Audited
1995
Audited
1996
Estimate
1994
Audited
1995
Audited
1996
Estimate
Peak -Hour Fleet
19
19
19
10
9
18
Spares For Maint.
3
4
4
1
2
3
Spare Ratio*
15.79%
21.05%
21.05%
10.00%
22.22%
16.67%
Energy Configency Reserve
0
0
0
0
0
0
Inactive Fleet
0
0
0
0
0
1 0
Total Vehicles
22
23
23
11
11
21
New Expansion Vehicles
4#1
0
0
0
01
10
New Replacement Vehicles
0
0
0
0
0
0
*Spare Ratio - Spares for MaintlPeak-Hour Fleet
#New Vehicles = Used Equipment
@New Vehicles = Contracted under lease
SCTL396.XLS
DEMAND
RESPONSIVE SERVICE
SYSTEM TOTALS
1994 1995 1996
Audited Audited Estimate
1994 1995
Audited Audited
1996
Estimate
Peak -Hour Fleet
10
9
9
39
37
46
Spares For Maint.
0
1
1
4
7
8
Spare Ratio*
0.00%
11.11%
11.11%
10.26%
18.92%
17.39%
Energy Configency Reserve
0
0
0
0
0
0
Inactive Fleet
0
0
0
01
0
0
Total Vehicles
10
10
10
43
44
54
New Expansion Vehicles
0
0
0
0
0
0
New Replacement Vehicles
0
0
0
0
0
0
*Spare Ratio - Spares for MaintlPeak-Hour Fleet
#New Vehicles = Used Equipment
@New Vehicles = Contracted under lease
SCTL396.XLS
TABLE L-4
PROJECTED FLEET CHARACTERISTICS
*Spare Ratio = Spares for Maint/Peak-Hour Fleet
@New Vehicles = Contracted under lease. SCTL496.XLS
DEMAND
RESPONSIVE SERVICE
LOCAL FIXED ROUTE
1997
Planned
EXPRESS FIXED ROUTE
1997 1998 1999 1 2000
Planned Planned Planned Planned
1997
Planned
1998 1999
Planned Planned
2000
Planned
Peak -Hour Fleet
19
19
19
19
18
18
18
18
Spares For Maint.
3
3
3
3
3
3
3
3
Spare Ratio*
15.79%
15.79%
15.79%
15.79%
16.67%
16.67%
16.67%
16.67%
Energy Contigency Reserve
0
0
0
0
0
0
0
0
Inactive Fleet
0
0
0
0
0
0
0
0
Total Vehicles
22
22 1
22 1
22
1 21
21 1
21 1
21
New Expansion Vehicles
0
0
0
0
0
0
0
0
New Replacement Vehicles
1 0
0
0
0
0
0
0
0
*Spare Ratio = Spares for Maint/Peak-Hour Fleet
@New Vehicles = Contracted under lease. SCTL496.XLS
DEMAND
RESPONSIVE SERVICE
SYSTEM TOTALS
1997
Planned
1998 1999
Planned Planned
2000
Planned
1991
Planned
1998 1999 2000
Planned Planned Planned
Peak -Hour Fleet
15
15 15
15
52
52 52 52
Spares For Maint.
1
1 1
1
7
7 7 7
Spare Ratio*
6.67%
6.67% 6.67%
6.67%
13.46%
13.46% 13.46% 13.46%
Energy Contigency Reserve
0
0 0
0
0
0 0 0
Inactive Fleet
0
0 0
0
0
0 0 0
Total Vehicles
16
16 16
16
59
59 59 59
New Expansion Vehicles
6
0 0
1 0
6
0 0 0
New Replacement Vehicles
10(c)
1 01 0
1 0
10
0 0 0
*Spare Ratio = Spares for Maint/Peak-Hour Fleet
@New Vehicles = Contracted under lease. SCTL496.XLS
J " �
TABLE L - 5
HISTORICAL AND PROJECTED FINANCIAL STATUS
SOURCE AND APPLICATION OF FUNDS FOR CAPITAL AND OPERATIONS
BY YEAR OF EXPENDITURE (S 000)
MODE: SANTA CLARITA TRANSIT
SOURCE OF CAPITAL FUNDS:
LOCAL CAPITAL GRANTS
System Genemted
General Fwd
Pr.p ALo A Return laA 284 341 82 285 265 265
Pmp. A Other (Specify)
Prop. C Discretion
Prop. C Local Retum
Prop. C Other (Specify)
Other Local (Specify)
TOTAL CAPITAL REVENOE816 Biel916 818 616 818 818
'TOTAL CAPITAL EXPENSES 818 8741 816 1 816 1 818 1 B1e e16
SOURCE OF OPERATING FUNDS:
LOCAL CASH GRANTS AND REBIBURSEMENTS
P.,ger Fmes
469
888
841
868
IA00
IA32
1A85
Special Transit Service
Chaser Service Revenues
Au iliwy Transport tion Revenues
No,uanspomtion Revenues
PrA Discretionary
861
1318
1183
IA04
1M9
Pt,p AL.1 Return
1,134
2A09
881
1 M 9
1248
1298
1.811
Prop A Incentive fwd
Prop A Other (Specify)
Pr C Dscretimy
138
H
16
Pr CLocal Rehm
830
IA53
IAS
1,182 1
U20
115A
1299
Prop, C Other (Specify)
Other Local (Specify) LA Coral
210
104 1
5821
5991
919
699
859
TOTAL OPERATING REVENUES 5,949 1 8715 i 7201 9X51 8.418 1 8,158 8,311
TOTAL OPERATING EXPENSES 5948 1 8715 1 7,2451 BA45 I BA29 1 8.75811A,331
Purchaud Service -Included m Plw
Purchased Service -Not included m Plan
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