HomeMy WebLinkAbout2006-11-07 - AGENDA REPORTS - TRANS DEV PLAN (2)Agenda Item:,
CITY OF SANTA CLARITA
INTEROFFICE MEMORANDUM
TO: Mayor Weste & Councilmembers
FROM: Ken Pulskamp, City Manager ��
DATE: November 7, 2006
SUBJECT: TRANSPORTATION DEVELOPMENT PLAN
RECOMMENDED ACTION
City Council receive presentation and provide feedback.
BACKGROUND
Since its inception in July 1992, the City of Santa Clarita has been one of the fastest-growing
public transportation providers in Los Angeles County. The City of Santa Clarita provides
fixed -route local and commuter express bus service, as well as dial -a -ride paratransit services.
This project will update the long-range transit needs study (completed January 1997) that will
project future service requirements. Development patterns within the Santa Clarita Valley
require plans for alternative transit delivery systems and services.
The Transportation Development Plan (TDP) Update is intended to project future service needs
and identify a corresponding financial plan necessary to meet such needs. The TDP will
encompass a ten-year period, covering the City of Santa Clarita's fiscal years 2006 to 2015. The
TDP will provide the mechanism for the City of Santa Clarita's ongoing planning activities and
act as the document by which the City can communicate its service plans and financial needs to
the various funding jurisdictions.
During the City Council Study Session scheduled for Tuesday, November 7, 2006, the City
Council will receive a presentation from City staff and Michael Fajans and Associates on the
study and its findings.
ATTACHMENTS
Executive Summary
KP:CH:hds
SANTA CLARITA TRANSPORTATION DEVELOPMENT
PLAN - EXECUTIVE SUMMARY
Background — Population and Employment
The City of Santa Clarita was incorporated in 1987. City boundaries encompass more than 51
square miles in the Santa Clarita Valley, about 35 miles northwest of downtown Los Angeles. The
City is triangular in shape, straddling I-5 and Route 14, spreading west and northeast of the junction
mostly between those two major freeways. The City is composed of a series of distinct
communities, including Canyon Country, Newhall, Saugus and Valencia. Development is
predominantly residential, with areas of industrial and commercial uses as well as retail uses along
major streets. "Valencia Town Center" contains a regional mall with surrounding retail, office and
residential uses. The Six Flags Magic Mountain amusement park is also located in the
unincorporated area west of the City, just west of I-5.
1. SCAG planning forecasts and those in the One Valley One Vision Technical Background Report
make it clear that the Santa Clarity Valley Planning Area will continue to grow rapidly
during and beyond the 10 -year planning period. Although the percentage of growth will
diminish as the base population expands, the absolute amount of population growth will
not diminish. Santa Clarita had a population of 110,000 at its 1987 incorporation and grew
to approximately 165,000 in 2005. By the year 2015, the City's population is expected to
exceed 210,000, a growth rate among the fastest for communities within Los Angeles
County.
The surrounding unincorporated areas and rural fringes, including Stevenson Ranch,
Castaic, and other new development along Route 14, exceeded 75,000 people in 2005 and
are also growing rapidly. The combined Santa Clarita Valley population (City plus
unincorporated) is anticipated to grow to more than 300,000 residents by 2010 based on
existing development entitlements and current growth trends. The SCAG 2015 forecast of
336,000 residents in the valley represents a 34 percent increase from the 2005 population.
Other development proposals under consideration or anticipated by Los Angeles County
could raise the Santa Clarita Valley build -out population to more than 400,000 after 2025,
including 60,000-65,000 additional residents in the proposed Newhall Ranch project west
of I-5 and south of Route 126.
Table 1. Population and Employment Projections
Source: Southern Califomia Association of Governments
Michael Fajans & Associates
Draft Santa Clarita Transportation Development Plan
2000
2005
2015
2020
2005-15
Growth
%
amount
Total SCV Planning Area Pop,
212,611
243,000
336,000
368,000
38%
93,000
Total SCV Plantung Area
employment
60,511
68,500
96,400
105,470
41%
27,900
Source: Southern Califomia Association of Governments
Michael Fajans & Associates
Draft Santa Clarita Transportation Development Plan
2. Extensive information is available regarding development approvals and plans, but it is
difficult to anticipate build -out rates with any accuracy. For example, the 1996 Transit
Development Plan anticipated completion of the Porta Bella/Whitaker and Newhall Ranch
developments, but neither project was in development by mid 2006. Given the
shortcomings in available information, this TDP has opted to use overall growth rates
combined with specific information about major developments. Areas projected to
produce significant job growth include Gate King, Centre Pointe, and expansion of the
Valencia Industrial Center. Large new residential developments are expected to include
River Park Village, Whitaker-Bermite, specific plans for Downtown Newhall and North
Newhall, Stevenson Ranch, and Newhall Ranch.
3. The rate of forecast employment growth in the Santa Clarita Valley is slightly higher than
forecasts for housing and population meaning that over time, a somewhat higher
proportion of local residents will work locally than currently is the case. However, in
absolutely terms, these growth trends are likely to still result in 20-25,000 additional
residents commuting out of Santa Clarita over the next two decades. Thus, continued
expansion of Metrolink commuter rail service and regional bus connections will be needed
in addition to expansion of local transit service.
4. Santa Clarita has a relatively young population, with a lower proportion of elderly residents
than most similar suburban cities. While only three percent of households do not have
access to an automobile, there are neighborhoods where income levels are substantially
below the average for the City and the proportion of households without access to a motor
vehicle is well above the community average.
Thus, it appears likely that expanded transit service will be required to serve projected community
growth; however, the projected geographic expansion of the community will not make provision of
efficient and effective transit service any easier.
Santa Clarita Transit History
The City of Santa Clarita assumed responsibility for local transit in 1991 from Los Angeles County,
which had developed an embryonic transit network. A small City staff provides supervision over a
contract operator. Over time, the local fixed route network and dial -a -ride service was expanded.
Under City management, a number of new regional express services to various points in the San
Fernando Valley, West Los Angeles, and downtown Los Angeles were added or improved. A 1996
Transit Development Plan (IDP) analyzed the transit service at that time and made
recommendations for improvements and modifications. Since the previous TDP, total system
ridership has nearly tripled.
1. Metrolink commuter rad service was established in 1992, with one station, Santa Clatita. A
second station, Via Ptincessa, is located in the Canyon Country area and opened in 1994 in
the wake of the San Fernando Valley earthquake. The Newhall Station, the third one in
Santa Clarita, opened in 2000. There are now twelve daily trains in each direction, with five
trains departing Santa Clarita to Union Station before 8 a.m. Three of the twelve daily
trains in each direction do not extend to the Antelope Valley, and SCT provides connecting
express buses for those trips.
Michael Fajans & Associates
Draft Santa Clarita Transportation Development Plan
2. Express buses operate to and from the Antelope Valley, Olive View Hospital in Sylmar,
downtown Los Angeles, Van Nuys, Westwood/Century City, and Woodland Hills. The
number of buses used in this service has increased from 18 in 1996 to 28 in 2005-06.
3. A new Transit Maintenance Facility opened in April 2006, replacing scattered facilities
rented from the private sector.
4. All regular local bus routes operate every 30 minutes seven days a week over most route
segments. Excellent transit access is provided to the Valencia Town Center, the Newhall
area, and the core areas of Canyon Country. The route structure has evolved logically,
reflecting growth patterns, and the opening of new transit centers such as the McBean
Transfer Station (NITS) adjacent to the Valencia Town Center, and Newhall Metrolink
Station adjacent to the Newhall business district.
5. In the past ten years, annual ridership on the local fixed route network grew from 1.1
million annual riders to 3.3 million annual riders, while annual ridership on the express
buses increased from 107,000 to 352,000 annual riders before declining to 303,000 riders in
FY 2004-05. It increased back to 314,000 in FY 2005-06. In contrast, dial -a -ride annual
patronage only increased from 60,000 riders to a peak of 85,000 riders before decreasing to
68,800 passengers during FY 2005-06.
6. Santa Clarity provides a challenging environment for transit service and in fact all forms of
mobility. Terrain, watercourses, and utility corridors interrupt travel corridors and a limited
number of arterials channel traffic down canyons and along riverbeds. Walled communities
and steep hills make it difficult for many residents to conveniently access buses operating
on arterials. Pedestrian "paseos" in Valencia provide access to arterials in some
neighborhoods.
Transit Performance
Regional Express Routes
Most peak direction service on the regional express routes is well utilized, with the
exception of Route 798 -Van Nuys and midday Route 790 -Olive View Hospital/Syhnar.
Review of ridership and discussions with SCT's "Commuter Ambassadors" suggests some
schedule changes are warranted, particularly earlier morning and later afternoon trips to and
from downtown Los Angeles. As Metrolink service expands, route 795 schedules to and
from Antelope Valley may need to be adjusted to be more complementary to rail schedules,
particularly to coordinate with rail trips that turn back in Santa Clarita, not extending to
Lancaster.
2. Extensions of HOV lanes on the I-5 and I-405 will improve on-time reliability for express
services, which are subject to typical freeway delays.
3. The busiest boarding locations for express buses include the Santa Clarita Metrolink Station,
the Cinema park-and-ride lot, the Newhall Metrolink Station, and at informal park-and-ride
facilities at San Fernando Road and Sierra Highway, adjacent to where the buses enter the
Route 14 freeway. The route along McBean Parkway, Orchard Village, and Lyons Avenue
Michael Fajans & Associates
Draft Santa Clarita Transportation Development Plan
increases travel time within the community and reduces productivity and suggests rerouting
of most express trips along San Fernando Road north of the Newhall Metrolink station.
Local Fixed Route
4. Since the last TDP, the number of weekday and Saturday service hours has increased
markedly; Sunday service was initiated; and ridership increased by a greater degree. Overall
transit system productivity increased — the number of passengers per vehicle service hour
increased from 21.8 in 1995-96 to 30.2 in 200405 for the fixed route local service. A
maximum of 34 buses operate in local fixed route service during peak periods when school
is in session.
5. The on -tithe performance of local fixed route service is a significant problem for Santa
Clarita Transit, particularly from mid-aftemoon to 7:00 p.m. Initial observations were
verified and quantified in a comprehensive line -by-line analysis performed as part of the
TDP Update. Routes 1/2 and 5/6 have the most difficulty maintaining on-time
performance, with delays throughout the system but most focused within a few miles of the
MTS. For example, Route 1 averaged 13-16 minutes behind printed schedule tithes; Route
2 averaged 6-11 minutes behind schedule; and Route 5 ran 8-28 minutes behind schedule.
6. Delays experienced at major intersections due to long traffic signal cycle times have a major
negative impact on schedule reliability. The City has installed a sophisticated traffic control
network. It is recommended that Santa Clarita Transit and the City's Traffic Engineering
Department work together to identify critical intersections where traffic signal priority
(TSP) for buses could improve transit performance. One location where benefits could
immediately be obtained is the Santa Clarita Metrolink Station exit onto Soledad Canyon
Road where 5 to 10 minutes delays are common for buses and autos leaving the station
after p.m. peak period train arrivals.
7. During the past 10 years, The William S. Hart School District has gradually eliminated
school buses to junior high and high schools. SCT has provided services to the schools,
and productivity on the "600" series has been excellent. As student enrollment continues to
grow rapidly and the school district is regularly opening new schools, SCT school -oriented
routes and schedules are adjusted annually.
8. The highest transit ridership areas in Santa Clarita include the Newhall community, the
Canyon Country area focused on the Soledad Canyon/Sierra Highway intersection, and by
students traveling to and from school over the entire community.
9. While a portion of new development is projected to be "infill" in currently developed areas,
much anticipated development in the Santa Clarity Valley will continue to be low density
housing on the fringes of the existing developed area. In most cases, this type of
development generates a low proportion of transit riders compared to older, established
areas.
10. The completion of the "cross -valley connection" within the next two years — e.g., extension
of Newhall Ranch Roach east of Bouquet Canyon Road connecting with Golden Valley
Road - will significantly reduce congestion on Soledad Canyon Road and the
Michael Fajans & Associates iv
Draft Santa Clarita Transportation Development Plan
Soledad/Bouquet Canyon intersection. However, there will be added traffic and congestion
at Newhall Ranch Road intersections with Bouquet and McBean. This will help on-time
performance on Routes 5 and 6 but may adversely affect the performance of Routes 1/ 2,
3/7 and 4.
Dial -a -Ride Service
11. DAR service is highly concentrated, 25% of trips serve the Adult Day Care Center and an
additional 15% serve the Senior Center in Newhall.
12. Despite an increasing population, ridership and productivity has declined on the DAR
service. The 275-300 DAR passengers represent only two percent of daily patronage but
almost 20 percent of the transit budget.
13. It is not clear that the $29 compensation per trip from Access Services Inc. (ASI) for ADA -
eligible trips covers actual costs incurred by SCT.
14. The DAR dispatchers are not sufficiently geographically oriented or well trained with the
installed Route Match AVL software.
15. Both the dispatch and call taking functions have been understaffed, resulting in long
telephone wait times and client dissatisfaction. The level of staff training could also be
considerably better.
Recommendations
Regional Express Routes
1. Development of a major (500+ spaces) park -and -tide lot at the intersection of San
Fernando Road and Sierra Highway should be the highest priority capital improvement for
enhancing the regional service. By diverting some bus riders from parking at the Metrolink
stations, this also would represent a cost-effective way of increasing parking capacity at the
Newhall and Santa Clarita Metrolink Stations.
2. SCT should consider substituting a route to the Red Line/Orange Line North Hollywood
and Universal City Red Line Stations for the existing 798/793 Van Nuys route. This could
operate initially as an all day 60 minute headway service, increasing to every 30 minutes
during the day depending on ridership trends. This route would also provide the maximum
number of transfer opportunities to San Fernando Valley bus routes connecting to most
areas of northern Los Angeles, as well as to/from the Burbank shuttles, the Red Line
subway, and the Orange Line busway.
3. With the increasing success of the new Route 8 Syhnar service, SCT should consider
eliminating the Route 790 service to Olive View Medical Center.
Michael Fajans & Associates
Draft Santa Clanta Transportation Development Plan
4. Regional service should take a more direct route through the community; trips starting at
the Santa Clarita Metrolink Station on Soledad Canyon should operate to/from Newhall via
San Fernando Road.
5. Schedules should be modified to increase productivity of regional buses. Reverse commute
trips for buses making second trips should operate in express mode to the MTS, and then
start their second trip there and operate via San Fernando to Newhall and Sierra/San
Fernando. Reverse commute buses returning to the Transit Maintenance Facility should
operate in service to the MTS and VIC.
6. If regional express ridership increases substantially, SCT should consider new routes to
downtown Los Angeles from Canyon Country and Castaic (if a park-and-ride lot can be
developed at the latter).
Table 2. Projections of Annual Operating Hours for Regional Service
Route
Current total
hours
weekday/total
Short-term
total hours
weekday
Short-term
total hours
Medium-term
total hours
weekday
Medium-term
total hours
790 Olive View
1,241
0
0
0
0
795 Antelope Valley
2,930
1,500
1,500
0
0
796/791 Warner Center
6,813
6,813
6,813
7,154
7,154
797/792 UCLA/
Century City
7,376
8,400
8,400
8,400
8,400
798/793 Van Nuys
Red Line/Orange line
8,070
8,000
10,500
12,000
15,600
799/794 downtown LA
13,390
13,390
13,390
14,060
14,060
8 Sylmar
7,273/9,738
7,273
9,838
7,273
9,838
Total Revenue Hours
46,987/49,452
45,376
50,441
48,887
55,052
Source: Michael Fajans & Associates
Local Fixed Route
Michael Fajans & Associates vi
Draft Santa Clarita Transportation Development Plan
As an immediate action, schedules need to be made more realistic, with recovery time built-
in. Alternatively, some trips on low ridership "tails" can be eliminated or reduced, which
should assist in developing more realistic schedules without adding too many buses. When
the CAD/AVL software is in place, some tails can be considered for route deviation
"hybrid" services as well.
8. Some routes are much too long, with one-way distances approaching 20 miles or more in
one direction, and round trip "cycle times" of nearly three hours. Local routes such as the 1
or 6 should begin or end at the MTS or Newhall, rather than operating extraordinarily long
routes all the way "across town " Depending on how run cuts actually work out, the option
remains for buses to interline multiple routes, but separating route numbers for long legs
provides the option for designing a schedule that works more efficiently.
9. As the system expands, bus meeting points should be strengthened at Newhall and Via
Princessa Metrolink Stations, as it will not be practical to focus all transfers at the MTS.
10. The following route modifications, illustrated in figure 1, are recommended for relatively
short-term implementation:
Route 1. This should operate to Whites Canyon via Via Princessa rather than
Soledad Canyon. The Whites Canyon end should be extended to Heller Court,
providing new service further up Whites Canyon but eliminating a long turn -around
loop on neighborhood streets. The Sierra Highway end of Route 5 should become
a lA branch that either alternatives with the Whites Canyon service, or acts as a
local feeder to Route 1 within the Canyon Country area.
Route 2. This should become a route connecting Castaic, Val Verde, the Commerce
Center, and Valencia Industrial Center (VIC) to the MTS. During peak periods, it
should use Avenue Scott in the VCC; during non -peak periods it should serve the
Rye Canyon and new Wal Mart shopping area, traveling via Newhall Ranch
Boulevard.
Route 3/7. Consideration should be given to converting these on clockwise and
counter -clockwise loops as shown on figure 1, with a small deviation to serve Magic
Mountain when the park is open.
Route 4. There should be two branches at the ends of this line. Besides the existing
LARC branch on Bouquet Canyon, an alternating branch should go up Plum
Canyon to Heller Circle, providing a cross town link with Route 1. To the south,
one branch would consider the existing route, the other would use the Old Road
between McBean and Lyons, serving the retail area along The Old Road and
western portions of Lyons.
Route 5. This would be eliminated.
Route 6. This would operate between the Newhall Metrolink Station and its current
eastern terminus, with some trips truncated at the Via Princessa Stations and others
continuing to Shadow Pines.
Michael Fajans & Associates vii
Draft Santa Clarita Transportation Development Plan
F,guee 1 SCT Local Routes: Proposed Short -Term Route Structure
Michael Fajans & Associates vitt
Draft Santa Clarita Transportation Development Plan
Route 10. This is a new route that would operate between Castaic and Newhall via
The Old Road and Lyons Avenue. A route l0A would provide the school trippers
to the schools at the end of Valencia Boulevard and also provide service to the
Stevenson Ranch area in -lieu of routes 5 and 6.
11. These modifications, with schedules adjusted to reflect existing travel times, would require
approximately 20 percent more bus hours than the current fixed route schedule.
12. A new high school in Castaic is planned for 2009 and will necessitate additional school -
oriented routes. Additional development of both junior highs and high schools is
anticipated for the Sierra/Vasquez area in 2010-11 and Newhall Ranch in 2011-13.
13. The CAD/AVL Request for Proposal (RFP) should provide a database for post processing
of information, and the project should be designed to include the capability of operating
hybrid or "flex -routes" in low productivity areas, as well as blending service modes for
vehicles.
14. The following route modifications, as illustrated in figure 2, are recommended for the
medium-term, or 5-10 years out when development proceeds and new road linkages are
available:
• Routes 3/7. As further development occurs, these routes should be extended
further west on Magic Mountain Parkway and Valencia Boulevard. Portions could
be converted to hybrid service.
• Route 4. A service extension into development beyond Plum Canyon should be
probed with a hybrid route.
• Route 5. This new route would connect Canyon Country/Via Princessa Metrolink
to the MTS via new extensions of Via Princessa and Magic Mountain Parkway,
serving the new Whittaker-Bemiite development. It would operate south of MTS
on the current Route 4 linkage, but continue south of Lyons Avenue on Wiley
Canyon.
• Route 9. This route could serve the rapidly developing Lost Canyon Road east of
Highway 14. It would operate on Golden Valley, exiting to serve Centre Pointe,
and use the new segment of Newhall Ranch Road east of Bouquet Canyon. It could
either travel to the MTS via McBean Parkway or loop through North Valencia on
Seco Canyon and Decoro Drive. Segments of the route might operate in hybrid
mode.
• Route 11. This potential hybrid route would serve the Newhall Ranch Landmark
Village along Henry Mayo Drive, connecting to the MTS via Commerce Center
Drive and Magic Mountain Parkway.
• Route 12. This route would connect new development in the Copper Hill/Tesoro
area with the MTS via Copper Hill Drive. It could providethe future route with
hybrid service.
Michael Fajans & Associates ix
Draft Santa Clarita Transportation Development Plan
Figure 2 SCT Local Routes: Proposed Medium-Term Route Structure
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Michael Fajans & Associates x
Draft Santa Clarita Transportation Development Plan
The medium-term modifications would require 49 buses, including Station -link and school trippers,
compared to 34 at present and 38 in the short-term scenario. Annual bus revenue hours would
increase to 174,000, an increase of 64 percent over current operations.
Table 3. Santa Clarita Transit: Local Routes Projected Vehicle Hours and Peak
Bus Requirements
Source: Michael Fajans & Associates from SCT Current Hourly Data
Michael Fajans & Associates xi
Draft Santa Clarita Transportation Development Plan
Base
Estimated
Total
Estimated
Total
Estimated
Total
Weekday
Hours per
Hours,
Hours,
Hours,
Hours,
Hours,
TOTAL
Peak
Route
Headway
Weekday
Weekday
Saturdays
Sat -day
Sundays
Sunday
HOURS
Buses
EXISTING SERVICE
1/2
30
108.3
28,170
72.8
3,714
61.4
3,377
35,261 8.0
3/7
30/60
26.3
6,839
25.0
1,275
24.3
1,335
9,949 2.0
4
30
57.9
15,065
47.8
2,436
21.3
1,171
18,672 4.0
5/6
30
128.4
33,384
97.4
4,966
73.6
4,046
42,396 10.0
501-504
n/a
21.8
5,592
5,592 4.0
620-638
n/a
30.0
5,386
5,386 6.0
s
school
Totals
1
1 372.8
1 94,436
243.0
1 12,391
180.5
9,929
116,756 34.0
PROPOSED, SHORT TERM
1
30
87.0
22,272
67.0
3,484
40.0
2,200
27,956
7.0
2
30
49.0
12,544
30.0
1,560
28.0
1,540
15,644
3.0
3/7
30/60
40.0
10,240
24.0
1,248
22.0
1,210
12,698
3.0
4
30
60.0
15,360
48.0
2,496
21.0
1,155
19,011
4.0
5
30
0.0
0
0.0
0
0.0
0
0
0.0
6
15
115.0
29,440
90.0
4,680
50.0
2,750
36,870
8.0
9
n/a
0.0
0
0.0
0
0.0
0
0
0.0
10
60
42.0
10,752
40.0
2,080
40.0
2,200
15,032
3.0
501-504
n/a
21.8
5,592
0.0
0
0.0
0
5,592
4.0
620-638
n/a
30.0
5,386
0.0
0
0.0
0
5,386
6.0
School
Totals
444.8
1 111,586
299.0
15,548
201.0
11,055
138,189
38.0
PROPOSED, MEDIUM TERM
1
30/30
87.0
22,272
67.0
3,484
40.0
2,200
27,956
7.0
2
30
49.0
12,544
30.0
1,560
28.0
1,540
15,644
4.0
3/7
30/60
45.0
11,520
24.0
1,248
22.0
1,210
13,978
3.0
4
30
70.0
17,920
48.0
2,496
21.0
1,155
21,571
5.0
5
30
48.0
12,288
28.0
1,456
26.0
1,430
15,174
3.0
6
15
115.0
29,440
90.0
4,680
50.0
2,750
36,870
8.0
9
30
60.0
15,360
28.0
1,456
28.0
1,540
18,356
4.0
10
60
42.0
10,752
40.0
2,080
40.0
2,200
15,032
3.0
11
60
16.0
4,096
14.0
728
0.0
0
4,824
1.0
12
60
16.0
4,096
14.0
728
0.0
0
4,824
1.0
501-504
n/a
18.0
4,626
4,626
3.0
620-638
School
n/a
33.0
5,940
5,940
7.0
Totals I
i
599.0 1
150,854
383.0
19,916
255.0 1
14,025
184,795
49.0
Source: Michael Fajans & Associates from SCT Current Hourly Data
Michael Fajans & Associates xi
Draft Santa Clarita Transportation Development Plan
Dial -a Ride Service
16. In the immediate -term, it is essential that the level of training and knowledge of DAR
dispatch and call -taking personnel be increased significantly, with consistent staffing of
these functions by properly trained persons with excellent knowledge of the service area.
17. If dispatch and call -taking performance does not improve, the City should consider taking
over these functions when a new operating contract takes effect in 2007. SCT should move
forward quickly to install Interactive Voice Recognition (IVR) technology to assist call
taking staff in reducing customer hold times.
18. SCT should provide greater outreach to riders to explain the nature of DAR service (e.g., it
is a shared ride service, not a taxi service).
19. The dispatching function should take full advantage of available technology to develop
"quasi -routing", sweeping routes. In order to do this efficiently, it will be necessary to
"negotiate" with riders to adjust pickup/drop-off times and standing pickup reservations.
20. Some DAR vehicles should be confined to limited geographic zones to handle
concentrations of short trips. At present, vehicles tend to wander around too much.
21. SCT should acquire City -owned vehicles for DAR service; at present DAR buses are owned
by the service contractor and may not always be available.
Finance and Capital Projects
1. If there are no significant changes in present funding formulas, it appears that SCT will
maintain sufficient financial capacity to fund limited service expansion, subject to keeping
escalation in operating expenses under tight control.
2. Major sources of operations and preventive maintenance funding (e.g. FTA Section 5307,
TDA Article 8, Proposition A Discretionary) may not keep pace with inflation.
3. SCT will need to rely more heavily on Proposition A and C Local Return sales tax funds,
which are subject to declining revenues during economic recessions.
4. Capital funding is highly dependent on grants for individual projects, but there does not
appear to be any major hindrance regarding accessibility to capital funds.
5. With the completion of SCT's new Transit Maintenance Facility, acquisition of replacement
buses and park -and -tide facilities are the major capital priorities. In addition to standard
bus replacement, SCT should consider the acquisition of a number of 30 -foot low floor
buses that can be used both for low -patronage fixed route service, hybrid services, and
more heavily utilized DAR service.
6. The Via Princessa Metrolink Station should be upgraded to match the standards established
by the Newhall and Santa Clarita stations. In addition, the City should develop a set of on -
street bus stops on northwest bound Via Princessa adjacent to the station coupled with
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Draft Santa Clarita Transportation Development Plan
stairs and a tamp down to the station level. This will allow for future bus to bus time -
transfers at the station without local buses having to make time-consuming diversions into
the station.
Michael Fafans & Associates site
Draft Santa Clarita Transportation Development Plan