City of Ripon
2026 Short Range Transit Plan
Prepared by LSC Transportation Consultants
Prepared for the
City of Ripon
April 8, 2026
City of Ripon
2026 Short Range Transit Plan
Prepared for
City of Ripon
259 N. Wilma Ave
Ripon, CA 95366
(209) 599-2108
Prepared by
LSC Transportation Consultants, Inc.
2690 Lake Forest Road, Ste. C
Tahoe City, CA 96145
(530) 583-4053
April 8, 2026
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TABLE OF CONTENTS
Chapter 1: Introduction...................................................................................................................................... 1 Chapter 2: Study Area Characteristics .......................................................................................................... 3 Study Area ................................................................................................................................................ 3 Population Characteristics............................................................................................................................ 3 Transit-Dependent Population ..................................................................................................................... 5 Employment and Economy........................................................................................................................... 8 Major Activity Centers................................................................................................................................ 13 Recent Planning Studies.............................................................................................................................. 19 Chapter 3: Overview of Existing Transit Services ..................................................................................23 Introduction .............................................................................................................................................. 23 City of Ripon Transit Services...................................................................................................................... 24 Fare Structure ............................................................................................................................................. 25 City of Ripon Transit Capital Assets ............................................................................................................ 26 Other Transit Providers in the Ripon Area.................................................................................................. 26 Private Transportation................................................................................................................................ 29 Chapter 4: Blossom Express Public Survey Results...............................................................................31 Introduction .............................................................................................................................................. 31 Blossom Express Onboard Passenger Survey ............................................................................................. 31 Ripon Online Community Survey................................................................................................................ 31 Chapter 5: Recent Transit Operations and Performance ....................................................................33 Introduction .............................................................................................................................................. 33 Blossom Express Ridership.......................................................................................................................... 33 Dial-A-Ride Ridership .................................................................................................................................. 37 City of Ripon Transit Services Financial Review.......................................................................................... 39 Blossom Express Performance Analysis...................................................................................................... 42 Dial-A-Ride Performance Analysis .............................................................................................................. 43 Conclusion .............................................................................................................................................. 44 Chapter 6: Goals, Objectives, and Standards ............................................................................................45 Introduction .............................................................................................................................................. 45 Recommended Goals, Objectives, and Standards...................................................................................... 45 Chapter 7: Service Alternatives .....................................................................................................................49 Introduction .............................................................................................................................................. 49 Alternatives Analysis................................................................................................................................... 50 Conclusions .............................................................................................................................................. 57 2026 Short Range Transit Plan LSC Transportation Consultants, Inc.
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Chapter 8: Capital Alternatives......................................................................................................................59 Introduction .............................................................................................................................................. 59 Transit Vehicles........................................................................................................................................... 59 Administrative and Operations Facility....................................................................................................... 59 Passenger Facilities..................................................................................................................................... 60 Chapter 9: Institutional Alternatives...........................................................................................................61 Introduction .............................................................................................................................................. 61 Conclusion .............................................................................................................................................. 61 Chapter 10: Marketing Alternatives ............................................................................................................63 Introduction .............................................................................................................................................. 63 Chapter 11: Short Range Transit Plan.........................................................................................................67 Plan Assumptions........................................................................................................................................ 67 Service Plan .............................................................................................................................................. 67 Administrative and Marketing Plan ............................................................................................................ 71 Capital Plan .............................................................................................................................................. 72 Financial Plan .............................................................................................................................................. 73 Implementation Plan .................................................................................................................................. 73 Appendix A: Demographic Maps
Appendix B: Blossom Express On-Board Passenger Survey Results Appendix C: Regional Driver Pay Rates
LIST OF TABLES
Table 1: Historic and Current Population ..................................................................................................... 5 Table 2: Ripon Population Projections by Age Category .............................................................................. 5 Table 3: City of Ripon Demographic Characteristics..................................................................................... 7 Table 4: City of Ripon Transit Needs Index ................................................................................................... 9 Table 5: Ripon Local and Regional Commute Patterns - 2022.................................................................... 11 Table 6: Ripon Current and Annual Employment....................................................................................... 12 Table 7: Blossom Express Fares .................................................................................................................. 25 Table 8: Blossom Express Vehicle Fleet ...................................................................................................... 26 Table 9: Boarding and Alighting (Tuesday and Thursday) .......................................................................... 36 Table 10: FY 2023-24 Blossom Express Operating Expenses...................................................................... 40 Table 11: FY 2023-24 Blossom Express Operating Revenues ..................................................................... 41 Table 12: Blossom Express FY 2023-24 Cost Model.................................................................................... 41 Table 13: Blossom Express Parameters and Performance FY 2023-24....................................................... 42 Table 14: Historical Dial-a-Ride Operational Characteristics...................................................................... 43 Table 15: FY 2023-24 Dial-a-Ride Performance Measures ......................................................................... 44 Table 16: Blossom Express Service Alternatives Analysis........................................................................... 51 2026 Short Range Transit Plan LSC Transportation Consultants, Inc.
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Table 17: Blossom Express Service Alternatives Performance Analysis..................................................... 52 Table 18: Blossom Express Regional Connections...................................................................................... 55 Table 19: City of Ripon Short Range Transit Plan - Operating Costs........................................................... 69 Table 20: City of Ripon Short Range Transit Plan - Ridership ..................................................................... 75 Table 21: City of Ripon Short Range Transit Plan - Fare Revenue .............................................................. 76 Table 22: City of Ripon Transit Financial Plan............................................................................................. 77
LIST OF FIGURES
Figure 1: Study Area...................................................................................................................................... 4 Figure 2: Transit Needs Index ..................................................................................................................... 10 Figure 3: Ripon Activity Centers.................................................................................................................. 13 Figure 4: Modesto Activity Centers ............................................................................................................ 14 Figure 5: Planned Developments in Ripon.................................................................................................. 18 Figure 6: City of Ripon Organizational Chart............................................................................................... 23 Figure 7: Blossom Express Route ................................................................................................................ 24 Figure 8: Blossom Express Historical Ridership........................................................................................... 33 Figure 9: Blossom Express Ridership by Route by Month FY 2023-24........................................................ 34 Figure 10: Blossom Express Ridership by Weekday.................................................................................... 34 Figure 11: Blossom Express Ridership by Type........................................................................................... 35 Figure 12: Annual Blossom Express Service Quantities.............................................................................. 37 Figure 13: Blossom Express DAR Historical Ridership................................................................................. 38 Figure 14: Blossom Express DAR Ridership by Month................................................................................ 38 Figure 15: DAR Ridership by Type............................................................................................................... 39 Figure 16: Annual DAR Service Quantities.................................................................................................. 39 2026 Short Range Transit Plan LSC Transportation Consultants, Inc.
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Chapter 1
INTRODUCTION
Mobility is an essential issue that influences the economy, environment, and overall well-being across a region. The City of Ripon is located in the San Joaquin Valley, roughly 65 miles south of Sacramento and 12 miles north of Modesto. Ripon’s population includes a moderate proportion of seniors, persons with disabilities, and low-income individuals, all of whom increase the need for transit services. The City responded to the transit needs of the area in 2013 by providing a transit system, Blossom Express, with fixed route and demand response services, including connections to regional transit services provided within the San Joaquin Valley. While Blossom Express strives to provide an efficient service to meet the needs of residents, the area and the economic climate are ever-changing and evolving.
The City has retained LSC Transportation Consultants, Inc., to prepare a 2026 update to the Short-Range Transit Plan (SRTP). The SRTP analyzes the current setting for transportation in the Ripon area and then evaluates a wide range of alternatives or potential changes to public transit designed to improve mobility and/or cost efficiency over the next 10 years.
This SRTP reviews the factors influencing transit demand in Ripon, such as regional demographic information and existing unmet transit needs. Existing transit providers, as well as other intercounty services that operate within the county, are then summarized in Chapter 3. Chapter 4 includes a summary of the onboard passenger surveys conducted along Blossom Express services during November 2024. In the fifth chapter, a performance analysis of recent Ripon operations is conducted to determine the effectiveness of the current public transit services. Chapter 6 provides recommended goals, objectives, and standards, while Chapter 7 analyzes possible service alternatives that 1) address the strengths and weaknesses of the transit program, and 2) address concerns identified through public and stakeholder outreach, as discussed in Chapter 4. Chapter 8 presents the anticipated 10-year capital needs for Ripon, which include replacement vehicles, bus stops, and shelter improvements. Chapter 9 discusses the current transit landscape with regard to private contracting for transit drivers, and Chapter 10 summarizes marketing alternatives for Ripon to consider moving forward. Finally, Chapter 11 details the recommended Plan elements.
The information presented in this report will be used to inform the development of service, capital, funding, and institutional alternatives to be considered for inclusion in the final, updated 2026 Ripon SRTP.
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Chapter 2
STUDY AREA CHARACTERISTICS
STUDY AREA
The City of Ripon is located in the San Joaquin Valley, approximately 65 miles south of Sacramento and 12 miles north of Modesto (Figure 1). Covering 5.5 square miles, Ripon is home to approximately 16,092 residents (US Census Bureau 2020 Decennial Census), meaning the population density is about 2,925 persons per square mile1
. The City is bounded by the Stanislaus River to the South, with farmlands surrounding the City on all sides, a small greenbelt area of rural land to the south, and the small community of Salida to the Southeast. US Highway 99 (Hwy 99) is the major roadway running northsouth through the City, connecting it with the Sacramento and Stockton area to the north and Modesto to the south. There are no direct connections for daily passenger service via Amtrak or Greyhound. The closest depots are Modesto or Stockton.
POPULATION CHARACTERISTICS
Historic and Projected Population
It is important when planning transit services to not only consider current characteristics of the population living in the service area but also how the population has changed and is likely to continue changing with time. Historical population information, sourced from the US Census Bureau, for Ripon, is shown in Table 1. As shown, in 2010, the population of the City of Ripon was 13,792. In 2015, the total population increased by 7.3 percent to 14,801 (1.4 percent annually). The population has continued to increase by another 8.7 percent (16,092 people) as of the 2022 census data. Overall, Ripon’s population is increasing at a proportional, similar rate to the rest of San Joaquin County.
Projections for population growth by age for the City of Ripon are shown in Table 2. As population projections by the City at the age group level are unavailable, San Joaquin County population projections by age group were applied to the City of Ripon population. With this in mind, the total population of Ripon is expected to increase by nearly 20 percent between 2020 and 2030. During the most recent decade (2010-2020), older populations between the ages of 65 and 74 years old grew the most (103.6 percent). Over the next 10 years, those between the ages of 75 and 84 years old will continue to grow the most out of any other age group (57.9 percent). The oldest senior population (85 years and older) is the second population age group to see high growth rates of 30.7 percent over the next decade. This will likely drive increased demand for transportation services catered to the needs of seniors, such as nonemergency medical transportation or paratransit. 1 "Ripon (city) QuickFacts". United States Census Bureau. 2026 Short Range Transit Plan LSC Transportation Consultants, Inc.
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The number of school-age young persons in Ripon will increase by 1.4 percent from 2020 to 2030, but is then estimated to remain relatively unchanged between 2030 and 2040, with only a 0.5 percent increase. Alternatively, the region is expecting a decline in school-aged (-7.8 percent) and college-aged (-
3.1 percent) populations over the next 10 years. If these projections prove to be correct, transportation for youth and college-aged populations may not be as high a priority amongst different age groups.
TRANSIT-DEPENDENT POPULATION
One of the main priorities of a public transit system is to meet the mobility needs of the transitdependent population. This includes youths, senior adults, persons with a disability, low-income persons, and persons who live in zero-vehicle households. These groups are more likely to rely on transit for everyday trips.
Table 1: Historic and Current Population
Population
% Annual
Growth Population
% Annual
Growth Population
% Annual
Growth
City of Ripon 13,792 -- 14,801 1.4% 16,092 1.2%
San Joaquin County 687,744 -- 726,106 1.1% 793,229 1.3% State of California 37,253,956 -- 38,907,642 0.9% 39,538,223 0.3% Source: US Census and California Department of Finance. 2010 2015 2022
Table 2: Ripon Population Projections by Age Category
Year
Total
(All Ages)
Preschool
(0-4 years)
School Age to
Young Adult
(5-19 years)
College Age
(20-24 years)
Working Age
(25-64 years)
Young
Retirees
(65-74 years)
Mature
Retirees
(75-84 years)
Older Seniors
(85 or older)
2010 13,792 1,172 3,958 455 6,730 786 483 221
2020 16,049 1,119 3,203 738 8,248 1,600 530 611
2030 19,244 1,135 2,953 715 8,892 1,970 837 799
2040 21,176 1,141 2,956 645 8,983 1,637 696 1,469
2010 to 2020 Change
Number 2,257 -53 -755 283 1,518 814 47 390
Percent 16.4% -4.5% -19.1% 62.2% 22.6% 103.6% 9.7% 176.5% 2020 to 2030 Change
Number 3,195 16 -250 -23 644 370 307 188
Percent 19.9% 1.4% -7.8% -3.1% 7.8% 23.1% 57.9% 30.7%
2030 to 2040 Change
Number 1,932 6 3 -70 90 -333 -141 670
Percent 10.0% 0.5% 0.1% -9.8% 1.0% -16.9% -16.9% 83.9%
Sources: San Joaquin Council of Governments, Adopted 2022 RTP/SCS Plan, Appendix Q; State of California, Department of Finance, Race/Ethnic Population with Age and Sex Detail, 2000–2010. Sacramento, California, September 2012; California Department of Finance. Report P-2B: Population Projections by Individual Year of Age, 2020-2060, California Counties and Total Population Only By Age and Race/Hispanics, and Gender: 2000-2010;
American Community Survey 5-Year Estimates for 2010 and 2020 Note: 2030 and 2040 projections were available for San Joaquin County, but not for the City of Ripon, so to calculate the projected population changes, the county change percentage was applied to the city population numbers. 2026 Short Range Transit Plan LSC Transportation Consultants, Inc.
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Demographic data about where potentially transit-dependent persons live within Ripon is shown in Table 3 at the census tract block group level, with detailed maps depicting this data included in Appendix A. The demographic groups considered to be transit-dependent are not exclusive from each other, and some people may fall into more than one category and therefore be double-counted. Despite this technicality, the census data is still valuable in showing trends regarding where large numbers of persons who may benefit from transit are living. Highlights from Table 3 include:
• A quarter (26 percent) of Ripon residents are youths under the age of 18. As approximately 22 percent of the State of California population are youths, Ripon has a slightly higher percentage of youths compared to the statewide. The greatest concentration of Ripon youths lives within Census Tract 50.03, Block Group 3 (14 percent or 657 people), and Census Tract 50.04, Block Groups 2 and 4 (13 percent or 594 or 608 youth, respectively). • Ripon residents who are senior adults over the age of 65 make up 15 percent of the total population. This is similar to the proportion of older adults statewide. The greatest concentration of Ripon senior adults lives within Census Tract 50.01, Block Group 2 (26 percent of seniors living in Ripon, or 690 people), followed by Census Tract 50.01, Block Group 3, Census Tract 50.03, Block Group 3, and Census Tract 50.04, Block Group 2 each have 11 percent of the total senior population (289-300 people).
• 5 percent of Ripon residents have a disability of some type. This is below the average for the State of California, which has an 11 percent disabled population as a whole. Approximately 22 percent of Ripon’s disabled residents (190 disabled people) live in Census Tract 50.01, Block Group 4. This is followed by 17 percent (147 disabled people), living in Census Tract 50.01, Block Group 2, and 15 percent (136 disabled people), living in Census Tract 50.04, Block Group 3.
• The City of Ripon has 5 percent (829 people) of its total population living below the poverty level. This is quite a bit less than the average poverty level percentage of California (12 percent).
The areas of Ripon with the highest concentration of people living below the poverty line are Census Tract 50.04, Block Group 4 (39 percent or 323 people), Census Tract 50.03, Block Group 2 (24 percent of people in poverty or 196 people), and Census Tract 50.04, Block Group 2 (13 percent or 110 people).
• It is estimated that 2 percent of Ripon households are zero-vehicle households, lower than the State of California’s 7 percent average. Of the 2 percent, or 108 households, currently living without access to a vehicle, 15 percent of the zero-vehicle households in Ripon, or 17 households, are located in Census Tract 50.01, Block Group 2. Another 12 percent of the zerovehicle households in Ripon, or 12-13 zero-vehicle households, are located within Census Tract
50.03, Block Group 3, Census Tract 50.04, Block Group 2, and Census Tract 50.04, Block Group 4. 2026 Short Range Transit Plan LSC Transportation Consultants, Inc.
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Table 3: City of Ripon Demographic Characteristics
Area Description # % # % # % # % # %
50.01 1 W. Stockton Ave - S. of Hwy 99 0.9 1,047 316 7% 64 2% 13 1% 0 0% 432 8 7%
50.01 2 W. of S. Acacia Ave - S. of Hwy 99 0.6 2,560 492 11% 690 26% 147 17% 17 2% 913 17 15%
50.01 3 E. of Manley Rd - N. of HWY 99 0.3 677 56 1% 289 11% 0 0% 0 0% 281 5 5%
50.01 4 W. of Manley Rd - N. of HWY 99 0.3 1,908 441 10% 225 8% 190 22% 36 4% 629 11 11%
50.03 2 E. of Ripon Rd - N. of Frontage Rd/Milgeo Ave 0.3 1,688 434 9% 215 8% 69 8% 196 24% 530 10 9%
50.03 3* W. of Ripon Rd - N. of Milgeo Ave 6.7 2,211 657 14% 300 11% 108 12% 70 8% 687 13 12%
50.03 4* N. of Frontage Rd - HWY 99 3.3 1,429 314 7% 210 8% 99 11% 77 9% 589 11 10%
50.04 1 N. of Stanislaus River - W. of S. Moher Rd 3.8 1,054 325 7% 119 4% 8 1% 0 0% 312 6 6%
50.04 2 S. of Main Street - E. Jack Tone Rd 0.2 1,847 608 13% 295 11% 99 11% 110 13% 599 12 12%
50.04 3 S. of Main Street - W. of Jack Tone Rd 0.2 1,384 372 8% 132 5% 136 15% 0 0% 463 10 9%
50.04 4* N. of Stanislaus River - E. of Curtis Ave 7.8 1,643 594 13% 148 6% 12 1% 323 39% 599 12 12% Total 24 17,448 4,609 26% 2,687 15% 881 5% 829 5% 6,034 108 2% Source: US Census Bureau American Community Survey 2022 5-Year Estimates. X% = (bolded) tracts with the highest percentage of population type.
Block
Group
Square
Miles
Total
Persons
Note 1: Data is not available by Block Group, so the Census Tract proportions were calculated and then applied to the Block Groups to estimate the Zero-Vehicle Households.
Total
Households
Zero-Vehicle
Households1
Youth
(Under 18 Years) Seniors (65+)
Persons with a
Disability
Persons Below
Census Poverty Level
Tract
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Transit Needs Index
It is helpful to consider all five of the potentially transit-dependent groups simultaneously to paint a better picture of what areas of Ripon have the greatest relative transit needs. To better compare the transit needs of different neighborhoods in the City, LSC developed a Transit Needs Index (TNI) (Table 4) for Ripon using the demographic data presented in Table 3.
The first step in developing the TNI was to calculate the density of each specific transit-dependent group within each census tract block group (for example, there are 345 youth per square mile in Census Tract
50.01, Block Group 1). Then, the ranges of densities for each subpopulation were divided into quintiles.
Population densities in the highest quintile were assigned a score of 5 to represent the high density and resulting high transit need, while the lowest population densities were assigned a score of 1 to represent the lower need for transit. The scores for each subgroup were then summed to yield an overall transit needs index rank for each census tract (Table 4 and Figure 2). Ultimately, the TNI measures the relative need for transit services from the population living in the census tracts, with possible values ranging from a low of 5 to a high of 25. A score of 25 indicates the greatest relative need for transit services considering all five transit-dependent subgroups.
The area south of Main Street, between Jack Tone Road and Robert Avenue (TNI score of 24) has the highest overall transit need.
EMPLOYMENT AND ECONOMY
Some of the most regular transit riders are those who rely on the bus for commuting to and from work.
This section reviews the Ripon economic characteristics influencing transit demand for the purpose of commuting.
Major employers can be significant transit trip generators due to the many employees who need to get to and from work in many areas. Located in the southeastern area of Ripon are large industrial businesses such as Diamond Pet Food, Ripon Manufacturing Company, NuCal Foods. Also in this area are trucking companies, including California Freight, Wever Trucking, and Apple Freight. The City of Ripon is considered a bedroom community for other Central Valley locations, such as Stockton, Modesto, or Manteca. As such, many of Ripon’s residents commute to and from another area for work. Table 5 shows where employees who work in Ripon live and where residents of Ripon commute for work. 2026 Short Range Transit Plan LSC Transportation Consultants, Inc.
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Table 4: City of Ripon Transit Needs Index
Legend
1 2
3 4
5 Census
Tract
Block
Group Area Description
Youth (Under 18
Years)
Senior Adults
(65+)
Persons with a
Disability
Persons Below
Poverty Level
Zero-Vehicle
Households
50.01 1 W. Stockton Ave - S. of Hwy 99 1 1 1 1 1 5
50.01 2 W. of S. Acacia Ave - S. of Hwy 99 2 4 2 1 3 12
50.01 3 E. of Manley Rd - N. of HWY 99 1 4 1 1 2 9
50.01 4 W. of Manley Rd - N. of HWY 99 3 3 5 1 3 15
50.03 2 E. of Ripon Rd - N. of Frontage Rd/Milgeo Ave 3 3 2 5 3 16
50.03 3* W. of Ripon Rd - N. of Milgeo Ave 1 1 1 1 1 5
50.03 4* N. of Frontage Rd - HWY 99 1 1 1 1 1 5
50.04 1 N. of Stanislaus River - W. of S. Moher Rd 1 1 1 1 1 5
50.04 2 S. of Main Street - E. Jack Tone Rd 5 5 4 5 5 24
50.04 3 S. of Main Street - W. of Jack Tone Rd 3 2 5 1 3 14
50.04 4* N. of Stanislaus River - E. of Curtis Ave 1 1 1 1 1 5 *= Census Tract is partially outside of the City of Ripon Source: LSC Transportation Consultants, Inc.
Rank
Very Low Rank
Low Rank
Medium Rank
High Rank
Very High Rank
Overall Transit
Needs Index Rank
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2022
Counties
# of
Jobs
% of
Total Cities/Towns
# of
Jobs
% of
Total
San Joaquin County 2,073 43% Ripon 925 19%
Stanislaus County 1,717 36% Modesto 721 15%
Merced County 250 5% Manteca 301 6%
Sacramento County 71 1% Stockton 223 5%
Contra Costa County 54 1% Turlock 171 4%
Fresno County 53 1% Salida 123 3%
Alameda County 52 1% Ceres 122 3%
Santa Clara County 48 1% Riverbank 112 2%
Los Angeles County 42 1% Oakdale 97 2%
Calaveras County 37 1% Tracy 89 2%
Tuolumne County 32 1% Escalon 65 1%
Madera County 25 1% Merced 64 1%
Monterey County 24 1% Lodi 53 1%
Kern County 19 0% Lathrop 47 1%
Solano County 19 0% Livingston 37 1%
Other Cities 262 5% Other Cities 1,628 34%
Total 4,778 Total 4,778
Counties
# of
Jobs
% of
Total Cities/Towns
# of
Jobs
% of
Total
San Joaquin County 3,014 37% Ripon 925 11%
Stanislaus County 1490 18% Modesto 898 11%
Alameda County 1072 13% Stockton 588 7%
Santa Clara County 664 8% Manteca 444 5%
Contra Costa County 312 4% San Jose 283 4%
Sacramento County 267 3% Tracy 257 3%
San Francisco County 162 2% Fremont 225 3%
San Mateo County 145 2% Livermore 192 2%
Los Angeles County 118 1% Oakland 181 2%
Placer County 85 1% San Francisco 162 2%
Solano County 71 1% Pleasanton 117 1%
Orange County 53 1% Salida 110 1%
Fresno County 52 1% Lathrop 106 1%
San Bernardino County 46 1% Sacramento 106 1%
Sonoma County 39 0% Ceres 91 1%
Other Counties 487 6% Other Cities 3,392 42%
Total 8,077 Total 8,077
Source: US Census Bureau LEHD Database, 2022
Table 5: Ripon Local and Regional Commute Patterns
Where Ripon Workers Commute From
Where Ripon Residents Work and Commute to
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As shown in Table 5, only 11 percent of employed City of Ripon residents work within the City of Ripon.
Ripon residents commute to the Cities of Modesto (11 percent, or 898 people) and Stockton (7 percent, or 588 people). Nearly 70 percent of all Ripon residents work in either San Joaquin County (37 percent, or 3,014 people), Stanislaus County (18 percent, or 1,490 people), or Alameda County (13 percent, or 1,072 people). At the same time, 19 percent of the jobs located within the City of Ripon are held by Ripon residents, with another 15 percent (721 people) commuting from Modesto.
Private vehicles are the primary form of commute transportation for Ripon residents, as 90 percent of City of Ripon workers either drive alone or carpool to get to their place of work. In comparison, only 1 percent use public transit to complete their commute2
.
This dataset does not indicate whether a job is held by a remote worker. Despite the data not clarifying who works in-person or remotely, most of this information can be logically assumed. For instance, most Ripon residents holding jobs that are technically located in Los Angeles County are likely working remotely. Even with these caveats, the Census LEHD data still provides useful information about popular commute patterns that could potentially be served by transit.
Employment and Unemployment Statistics
Table 6 shows the current labor force, including the number employed and unemployed, as well as the historical employment since 2018. Aside from a higher unemployment rate during the pandemic in 2020 (4 percent), Ripon has experienced strong employment, with the percentage of unemployment being
1.8 percent in 2022.
2 U.S. Census Bureau. (2022). Sex of Workers by Means of Transportation to Work [B08006 for 2022].
Table 6: Ripon Current and Annual Employment
Month (2023) Labor Force Employment Unemployment
Unemployment
Rate
January 7,900 7,700 200 2.20%
February 8,000 7,800 200 2.20%
March 8,000 7,800 200 2.20%
April 8,000 7,800 200 1.90%
May 8,000 7,900 200 1.90%
June 8,000 7,900 200 2.10%
July 8,000 7,900 200 2.10%
August 8,100 7,900 200 2.20%
September 8,100 8,000 200 2.20%
October 8,100 8,000 200 2.20%
November 8,100 7,900 200 2.20%
December 8,000 7,900 200 2.30%
Year Labor Force Employment Unemployment
py
Rate
2022 8,000 7,800 100 1.8%
2021 7,700 7,400 200 3.0%
2020 7,500 7,200 300 4.0%
2019 7,600 7,400 200 2.0%
2018 7,500 7,400 200 2.1%
Source: California Employment Development Department, Unemployment Rates 2026 Short Range Transit Plan LSC Transportation Consultants, Inc.
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MAJOR ACTIVITY CENTERS
A large proportion of transit trips, if not to work, are to other major activity centers such as hospitals, grocery stores, social service agencies, tribal headquarters, and schools. Figures 3 and 4 identify some important activity centers in Ripon (Figure 3) and nearby communities of Salida and northern Modesto (Figure 4), including schools, government offices, major shopping areas, parks, and senior services.
There are limited government, social services, and medical and dental services in Ripon, and many residents travel to Stockton and Manteca in San Joaquin County and Modesto in Stanislaus County for these services. Social services provided through San Joaquin County are located in Stockton. 2026 Short Range Transit Plan LSC Transportation Consultants, Inc.
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Ripon Activity Centers
• Senior Centers typically generate a need for transportation for the programs offered, particularly congregate meal programs. The Ripon Senior Center offers services and activities to residents who are 50 years of age or older. The senior center also offers congregate meals Monday through Friday at 11:30 AM.
• Bethany Home Society of San Joaquin County (Bethany Homes) operates several facilities offering senior living, including independent living, residential living, assisted living, memory care, and skilled nursing. This organization has a continuing partnership with the City of Ripon and operates the City’s DAR vehicle, even for local residents who are not clients of Bethany Homes. Bethany Homes also offers adult day-care services and in-home care services to clients. • Cleo’s Nursing Services is an organization of group homes that offer assisted living services to clients requiring more day-to-day care than they may be able to receive in a traditional residential environment.
• Almond Blossom Apartments is a low-income housing in Ripon. Apartments are rented, offering a sliding scale based on a person’s income ability. There is an income cap on how much a person can make to be able to live in the apartments.
• Ripon Interfaith Food Pantry and Clothing offers Ripon residents food and clothing assistance on Thursday mornings and evenings.
• Clinton McCausland American Legion Post 190 offers services and support to veterans in Ripon, CA, including Voucher Services for assistance, including emergency housing, food, utilities, and prescriptions. The organization also operates a volunteer transport service called VEAP, which has a van and relies on volunteer drivers to drive qualifying passengers (current or former service members of the US Armed Forces and/or their family members who reside in San Joaquin County) to appointments, errands, and some recreational opportunities. • Ripon City Hall offers many services to residents, including paying utilities and applying for permits. There is also information available to residents about many aspects of city governance. • Ripon Memorial Library offers assistance to residents with technology and accessing the internet, and also offers some recreational programs.
• The United States Post Office offers many services, including money orders, passport applications, and change of address.
• Medical Services in Ripon are somewhat limited, as there is no hospital or urgent care in Ripon.
Residents travel to Modesto, Manteca, Stockton, or other regional medical facilities. There are a handful of primary care practices and dental offices in Ripon. There are also two pharmacies in Ripon where prescriptions can be filled, a Walgreens and a CVS. • Grocery and Retail Stores in Ripon include Save Mart, Dollar General, Tractor Supply, and Dollar Tree.
• Banks in Ripon include BMO, Bank of Stockton, and Oak Valley Community Bank. 2026 Short Range Transit Plan LSC Transportation Consultants, Inc.
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Relevant Modesto Activity Centers
Blossom Express follows a route south of Hwy 99 to Northwestern Modesto, where there are medical services, including hospitals, laboratories, pharmacies, and retail complexes with numerous retail stores. • Medical Facilities in Modesto include:
o Kaiser Permanente Modesto Medical Center and Medical Offices, 4601 Dale Rd o Sutter Health, 3612 Dale Rd
o Vintage Faire Nursing and Rehabilitation Center, Suite B, 3620 Dale Rd o DaVita Archway Dialysis of Modesto, 3800 Dale Rd
o Walgreens Pharmacy, 4201 Dale Rd
o Pharmacy I Kaiser Permanente Dale Road Medical Offices, 3800 Dale Rd o CVS Pharmacy, 2900 Standiford Ave
o CVS Pharmacy, 3900 Sisk Rd
• Grocery and Retail Stores along Blossom Express in Modesto include Costco, Trader Joe’s, Vintage Fair Mall, and Vintage Commons retail complex (includes Best Buy, Target, TJ Maxx). • Banks in Modesto include one Wells Fargo.
Ripon Unified School District
The Ripon Unified School District serves approximately 5,183 students at 5 elementary schools, K-8 schools, and high schools3
. The school district provides transportation for students who live in rural areas of the school district and for qualified individuals with disabilities. Parents who live in Ripon and have able-bodied students may pay a small fee to enroll their students in the school bus services.
Because Blossom Express runs on Tuesdays and Thursdays, and not Mondays through Fridays, it is not a reliable transportation means for students to travel to or from their schools. Elementary and K-8 schools are listed below:
• Kindergarten through 8th Grade
o Colony Oak Elementary School, 22241 S Murphy Road, Grades K-8, 443 students o Ripon Elementary School, 509 W Main St, K-8, Grades 459 students o Ripon Elementary School, 415 Oregon St, K-8, Grades 471 students o Weston Elementary School, 1660 Stanley Dr, Grades K-8, 439 students o Park View Elementary School, 751 Cindy Dr, Grades K-8, 461 students • High School (Grades 9-12)
o Ripon High School, 301 N Acacia Ave, Grades 9-12, 1,048 students o Harvest High School, 729 W Main St, Grades 9-12, 25 students 3 Source: School profile. (CA Dept of Education). (n.d.). https://www.cde.ca.gov/sdprofile/details.aspx?cds=39686506109284 2026 Short Range Transit Plan LSC Transportation Consultants, Inc.
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Planned Development Projects in Ripon
Development is expected in Ripon in the near future; however, many projects are still in the preapplication phase, and project details are limited. Below is a list of some (not all) current planned developments in Ripon. Figure 5 shows relevant planned developments as they relate to the Blossom Express route.
Proposed Residential Developments
• Meadowood Subdivision, 980, 1050, and 1001 Warren Road – medium-density residential subdivision with 88 lots.
• Pereira Subdivision, 22874 & 22898 N. Ripon Road – a low-density residential project with 48 lots.
• The Cottages at Pine & Acacia, 230 N Acacia Avenue – low-density and attached tri-plex with an ADU.
• Gilbert Drive Townhomes, 126 & 154 Gilbert Drive – medium-density 16-unit townhouse complex.
Recently Completed and Future Planned Commercial Developments New planning developments play a crucial role in shaping the future of urban and rural areas by addressing the changing needs of communities. The relationship between these developments and transportation services is fundamental, as efficient and well-integrated transit options can enhance accessibility, reduce traffic congestion, and promote sustainable growth. By thoughtfully aligning transportation services with new developments, we can ensure that residents have easy access to employment, education, healthcare, and recreational opportunities, ultimately improving the overall quality of life and fostering economic vitality. The following is a short list of both recently completed and future planned residential and commercial developments in Ripon (also shown in Figure 5).
Recently Completed
• The Terraces at Bethany Home, 816 W Main Street/Vera Avenue – construction of a 106,894 sq. ft. residential care facility.
• Legacy Athletic Center (Ride 209) Fitness Club, 711 Kamps Way – construction of a 25,554 sq. ft. fitness facility.
Future Planned
• Blue Lite Expansion, 258 Frontage Road – converting a convenience store into a hotel. • TownePlace Suites by Marriott Hotel, 333 E. Main Street – construction of a 54,382 sq. ft. hotel.
• Arc Way Commercial Center, 769 Frontage Road – construction of a gas station with a convenience store and a retail building shopping center. 2026 Short Range Transit Plan LSC Transportation Consultants, Inc.
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RECENT PLANNING STUDIES
The SRTP should both reflect and complement the goals and strategies presented in other related studies recently adopted in Ripon. Recently completed plans related to the SRTP effort include local studies related to land-use, including:
(These studies were reviewed while updating the SRTP to ensure the final 10-year plan aligns with the work of these other studies).
County and Regional Plans
San Joaquin Council of Governments Regional Transit Systems Plan (2016) In its role as the local Regional Transportation Planning Agency (RTPA), the San Joaquin Council of Governments (SJCOG) is responsible for long-range planning in the San Joaquin region. The Regional Transit Systems Plan is a plan that encompasses all the different transit and bus operators in the county, including the City of Ripon.
San Joaquin County General Plan 2035 (2016)
SJCOG developed the General Plan, a document that serves to set policy regarding land use and development. The document sets forth guidelines to minimize urban sprawl and specifically promote compact and/or horizontal development planned close to transit access. 2022 Regional Transportation Plan (RTP) and Sustainable Communities Strategies (SCS)
SJCOG developed a combined RTP and SCS plan. One of SJCOG’s responsibilities is to prepare updates to the RTP every four years so San Joaquin County can qualify for federal and state transportation funding.
An RTP is a long-range transportation planning document that outlines strategies and projects to improve state highways, local roads, public transit, tribal transportation, and aviation in the study area during the upcoming twenty years. An SCS is developed as an approach to meeting greenhouse gas emission reduction targets for cars and trucks with a transportation policy and land use development policy. The most recent update to San Joaquin County’s RTP and SCS was completed in 2022.
Relevant to the Ripon SRTP update:
• The rail commission and San Joaquin Joint Powers Authority are considering extending options for rail service to Sacramento, including adding a new station in Ripon • Developing infrastructure to support intracity transit was identified as a priority for several cities in San Joaquin County, including Ripon.
• An existing initiative will continue to use Vamos EZHub as a cashless mobile ticketing and fare payment system on all the transit agencies in San Joaquin County, including Ripon’s Blossom Express.
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FY 2024-2025 Unmet Transit Needs
SJCOG is the designated Regional Transportation Planning Agency (RTPA) for San Joaquin County. Per the California Transportation Development Act (TDA), RTPAs are required to hold an annual hearing to determine unmet transit needs in the region. TDA funding must be spent on any unmet transit needs deemed through the hearing process to be reasonable to meet before the RTPA can allocate any TDA funding to other types of transportation projects, such as street and road maintenance. SJCOG uses the following definitions for unmet transit needs:
The following definition was approved by the SJCOG Board in February 2018: “Unmet Transit Needs are those trips required but not currently provided within San Joaquin County for residents who use or would use public transportation to meet their life expectations (school, work, shopping, errands, recreation, etc.).”
Definition of “Reasonable to Meet” Unmet Transit Needs
An unmet transit need that meets the definition of Unmet Transit Needs above and meets all the following criteria shall be considered reasonable to meet:
1. Equity – The proposed UTN will increase equity for transit-dependent populations, older individuals, persons with disabilities, and populations identified by Title VI.
2. Operational Feasibility – The system can be implemented safely and in accordance with local, state, and federal laws and regulations.
3. Potential Ridership – The proposed service will meet ridership potential metrics, as defined by the Social Services Transportation Advisory Council (SSTAC).
4. Cost Effectiveness – The proposed transit service will not affect the ability of the overall system of the implementing agency or agencies to meet the applicable Transit Systems Performance Objectives or the state farebox ratio requirement after the exemption period if the service is eligible for the exemption.
5. Funding – The proposed service would not cause the claimant to incur expenses in excess of the maximum allocation of all TDA (LTF and STA) funds.
Based on public feedback received through the FY 2023-24 Unmet Transit Needs process, the Social Services Transportation Advisory Council (SSTAC) identified 42 Unmet Transit Needs in San Joaquin County that would be reasonable to meet.
There were two comments that were submitted to be considered as an unmet need in the City of Ripon; however, none of them were considered reasonable to meet.
1. Ripon to Manteca/Lathrop ACE Station. - This comment was considered an Unmet Transit Need but was not reasonable to meet.
2. Provide service on Blossom Express, 5 days a week, as well as additional trips. - This comment is not considered an Unmet Transit Need.
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City of Ripon Plans
City of Ripon General Plan 2040
Adopted in 2006, the City of Ripon General Plan is a comprehensive, long-range plan that guides and prioritizes future development and city projects. The study consists of multiple elements that are focused on specific topics such as land use, circulation, community health and safety, open space and conservation, housing, and economic development. Each element outlines goals, policies, and implementation programs for its specific focus. Ripon residents had multiple opportunities to provide input to ensure the plan’s goals and policies reflect residents’ concerns.
The General Plan’s Chapter 3: Circulation discusses topics related to the SRTP:
Intercity Transit - The City of Ripon planned to enhance its public transit services to better serve residents, particularly the elderly and physically disabled. The goal to transition to a professional service with a larger fleet, offering daily trips and possibly limited fixed-route options during peak hours has been met. The City recognized the adaptability of transit services and was prepared to invest in transit as demand increases, adjusting plans based on community growth and the needs of Ripon residents.
Intracity Transit – At the time of the adoption of the General Plan, the City of Ripon offered a dial-a-ride service with a 9-passenger bus, operated by volunteers for seniors and disabled individuals. This service includes weekly trips to Modesto for medical appointments and shopping. Additionally, the San Joaquin Regional Transit District (SJRTD) provides fixed-route service to Ripon and the surrounding areas. By 2016, significant demand for commuter services was expected. The SJCOG has initiated a regional transit service with SJRTD, featuring a weekday fixed-route system connecting Stockton, Manteca, and Ripon, serving both commuters and shoppers with stops throughout the community.
Train Service – Rail service is provided by agencies other than Ripon’s Blossom Express, but ACE, a rail line between Stockton and San Jose, may provide commuter services to the Ripon area in the future.
Park and Rides Lots – To continue to serve commuters, a Park and Ride lot is available at the Industrial Avenue location. A mention was made of developing another one near the Olive interchange, but this has not happened at this time.
City of Ripon 2009 Short Range Transit Plan
The 2009 City of Ripon SRTP was set forth to create a plan to expand and provide new, professional transit services to replace a volunteer-driven dial-a-ride service. The plan considered current population demographics, conducted surveys, and incorporated other community feedback to determine what kind of transit service would best serve Ripon.
The plan proposed one fixed route that provided service between the Ripon Senior Center and the Vintage Faire Mall. A similar service was implemented between the Ripon Library and the Modesto Target. The service now runs twice a week (Tuesdays and Thursdays) and has four runs per day (two AM and two PM routes). The SRTP also laid out a plan for administrative oversight, maintenance, marketing, and a financial plan that was fiscally responsible, while also providing the city with the transit service.
North Pointe Specific Plan-2015
North Pointe is a 310-acre area located in northern Ripon. The North Pointe Specific Plan was developed and adopted in 2015 as a long-range plan to provide guidance as to how the development of the North 2026 Short Range Transit Plan LSC Transportation Consultants, Inc.
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Pointe area would occur. The document primarily focuses on economic development, land use, character, circulation, infrastructure, and financing.
Chapter 4, Transportation Planning and Streetscape Design, discusses transit planning for the North Pointe area of Ripon, particularly:
“4.1 Transportation Planning Objectives”
Integrate pedestrian, bicycle, transit, and open space features into the Plan to encourage reduced automobile use and vehicle miles traveled.
Plan for the potential future expansion of transit service in the Plan Area.
Transit Facilities
There are two existing fixed-route bus services to the NPSP Area. One is operated by RTD, with a single stop on Colony Road near Goodwin Drive, and the other is operated by the City of Ripon with a single stop at the same location. However, it is reasonable to anticipate that as the NPSP Area develops, the need for expanded transit service will substantially increase. Therefore, potential additional future bus stop locations were explored and identified for Hope Dr, Colony Rd, Fulton Ave, and River Rd.
Park-and-Ride
A Park-and-Ride parking lot was under construction during the adoption of the North Pointe Specific Plan immediately outside of the NPSP Area at the northwest corner of the SR-99/ Jack Tone Road Interchange. Plans called for this 0.95-acre site to be developed with an approximately 60-space parking lot. Construction is being funded through the Congestion Mitigation and Air Quality Improvement Program.”
City of Ripon Housing Element Update - The City of Ripon developed its Housing Element to set guidelines for future residential developments with meaningful actions, guidelines, and metrics to accomplish the goals set by the Housing Element. Those that relate to transit:
“The Transportation Element seeks to reduce the reliance on cars and increase the convenience of alternate modes through new connections and improved circulation for transit, bikes, and pedestrians.
Goal D: Encourage Energy Efficient Conservation in Residential Development Policy D2. Encourage high-density residential development and development projects serving senior, disabled, and other special needs households to be located in areas that have services (grocery stores, pharmacies, schools, parks, etc.) within walking distance and/or are served by public transit.” 2026 Short Range Transit Plan LSC Transportation Consultants, Inc.
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Chapter 3
OVERVIEW OF EXISTING TRANSIT SERVICES
INTRODUCTION
There are a number of public, private, and non-profit organizations that operate transit and transportation services in the City of Ripon. While all of these organizations help move people around, each transportation program differs in the types of services, availability, and passenger eligibility it offers. This chapter primarily discusses the services and amenities of the city’s public transit system, Blossom Express and Dial-A-Ride (DAR), with a brief description of other regional services summarized afterward.
Organizational Structure and Transit Staffing
The Ripon City Council serves as the governing board for Blossom Express transit services. A full chart of the City of Ripon government organization is shown in Figure 6. Transit services are managed by the City of Ripon. The City contracts with SJRTD to provide the Blossom Express driver. City staff oversee passenger data collection and funding. The current Dial-A-Ride service is managed by the City and operated by one of two volunteer drivers on an as-needed basis. 2026 Short Range Transit Plan LSC Transportation Consultants, Inc.
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CITYOF RIPON TRANSIT SERVICES:
The City of Ripon operates one fixed route service, Blossom Express. A demand response Dial-A-Ride service is also available to the general public, and ADA paratransit services operate as scheduled daily.
These services are presented and evaluated below.
Blossom Express Fixed Route
Generally, Blossom Express transit service is offered on Tuesdays and Thursdays, between 9:25 AM and 2:00 PM. All regular weekday fixed routes run on hourly headways. Below is a brief description of Blossom Express service, which is depicted in Figure 7. 2026 Short Range Transit Plan LSC Transportation Consultants, Inc.
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The Blossom Express operates between 9:25 AM and 2:00 PM and serves a loop of Ripon, drives south on Hwy 99 to Northern Modesto, and serves a loop of retail and medical providers. The service then travels north along Hwy 99 back to Ripon. The bus completes 4 loops, and on the 5th loop, it will only drop off passengers. The service begins at the Ripon Memorial Library on Main and Elm at 25 minutes after the hour in the morning and 15 minutes after the hour in the afternoon.
Major stops in Ripon along this route include shopping destinations (Save Mart, Dollar General, CVS, Walgreens), services (Banks, the Post Office, City Hall, medical services), and residential areas within Ripon. Major stops in Modesto include large retail complexes (Target/Vintage Commons, Vintage Faire Mall, etc.) and medical complexes (Kaiser Permanente, DeVita Archway Dialysis Clinic). Transfers to San Joaquin RTD Route 91 are available at 10:51 AM at the Ripon Senior Center (intersection of Wilma and 4th) and the intersection of W. Colony and Goodwin at 10:45 AM. STANRTA Route 48 transfers are available at the Vintage Faire Mall and Kaiser Permanente Medical Center. Transfers to STANRTA Routes 22, 30, 31, 37, 48, the 70 ACE Commuter, and the 80 Stockton Commuter routes are available at the Vintage Faire Mall as well.
Blossom Express Dial-A-Ride
The City of Ripon provides on-demand door-to-door services through the Dial-A-Ride (DAR) services for qualifying disabled and older populations of Ripon. Previously, the DAR service was operated through a partnership between the City and Bethany Homes. Since Bethany Homes has purchased their own vehicle, they provide services in-house as needed. The City’s DAR is currently not openly advertised, as staffing resources are limited. The DAR service operates within the city limits on weekdays between 8:00 AM and 5:00 PM and costs $15.00 to travel within the City’s 15-mile radius. Longer rides are available with an additional cost of $0.67 per mile (per IRS rates). To book a ride, one must call City Hall (209-599- 2108) at least 24 hours in advance. While passengers have historically been affiliated with Bethany Homes residents, the service is available to all disabled and senior residents; however, many community residents seem to be unfamiliar with the service.
FARE STRUCTURE
Blossom Express
One-way fares for the general public are $2, and discount fares (senior/disabled/Medicare) are $1.00 per one-way trip (Table 7). Discounted fare is valid for seniors (Ages 60 and up), K-12 students, college students with a valid school ID, Medicare cardholders, and Certificate of Eligibility cardholders.
Table 7: Blossom Express Fares
Fare Type Regular Discounted1
One Way Fare $2.00 $1.00
Deviation $2.00 $1.00
Full Day Pass Fare $4.00 $2.00
Ten-Ride Discount Booklet $16.00 $8.00
Source: City of Ripon
Note 1: Discounts are for seniors (age 60 and older), Medicare card holders, students (children ages 5 through 17 and college students with valid School ID), and Certificate of Eligibility card holders.
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Passengers may request the bus to deviate from the route up to 1 mile; the fare for the deviation is $2 for a general fare and $1 for a discounted fare. Monthly passes are not available; however, there are full-day passes ($4 general fare and $ 2 discount fare), and 10-ride tickets are $16 for the general public and $8 for students with IDs/seniors/disabled/Medicare
DAR FARES
Senior and disabled residents pay $15.00 per ride if it is within the 15-mile radius of Ripon. With prior approval, rides can be provided for a distance of greater than 15 miles for an additional $0.67 per mile, per IRS mileage rates.
CITYOF RIPON TRANSIT CAPITAL ASSETS
Blossom Express Vehicle Fleet
As shown in Table 8, the Blossom Express transit program has a total of two vehicles in the fleet. The fixed route vehicles both have a capacity of 30 passengers, with one to three wheelchair positions. Both vehicles have a two-capacity bike rack and are fueled by compressed natural gas (CNG). Vehicles are fueled and maintained by city employees at city-owned facilities. Based on the age of each vehicle, they have both reached their useful life per Federal Transit Administration (FTA) regulation and should be planned for replacement.
Passenger Amenities
During the onboard passenger surveying process, LSC evaluated a total of 23 bus stops. Of these, 21 have Blossom Express signs mounted on posts, 8 have benches, and 5 have shelters. Many of the stops with benches and/or shelters are maintained by StanRTA and do not belong to the City of Ripon, but Blossom Express passengers benefit from them anyway. Of the bus stops that have mounted signs, 6 were fading, so the City of Ripon may consider replacing these signs sometime in the future.
OTHER TRANSIT PROVIDERS IN THE RIPON AREA
Ripon has several other transit providers that operate within the region and provide important connections to Ripon from regional and inter-regional areas. These transportation services are described below.
Altamont Corridor Express
The Altamont Corridor Express runs from Stockton to San Jose, offering 4 round trips per day. The route does not run directly through Ripon, so passengers would need to travel south to Stockton to make the connection. Fares from Stockton to San Jose are approximately $15.50 one way.
Table 8: Blossom Express Vehicle Fleet
Agency ID Make Cutaway Model Year Mileage Capacity
69 Gillig G27B102N4 Low Floor 2012 59,473 30 2027
82 Gillig Low Floor 2018 34,047 30 2033
Source: City of Ripon
Note 1: Assumes a 12-15-year or 150,000-250,000 mile useful life based on FTA useful life recommendations for transit vehicles.
Est. Vehicle
Replacement Date1
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eTrans
The City of Escalon transit service eTrans is available to the general public. This dial-a-ride service operates within the City of Escalon and provides a connection to Riverbank. eTrans also offers a flex route to Modesto, which serves the Vintage Faire Mall and the Kaiser Permanente Medical Center.
Blossom Express passengers can transfer to eTrans in Modesto. eTrans services are fare free.
San Joaquin Regional Transit District
The San Joaquin Regional Transit District (RTD) provides public transit services in the Stockton Metropolitan Area, as well as Intercity, Interregional, and Rural Transit Services countywide. Below is a description of services as they pertain to the City of Ripon. • Route 91 operates between Ripon and the RTD Downtown Transit Center in Stockton. There are five Northbound trips with the first trip starting at 6:55 AM, and four Southbound trips with the first one starting at 7:30 AM. This route operates on weekdays. Major transfer points are located at the RTD Transit Station, Manteca Transit Station, the Ripon Save Mart at Colony and Goodwin Dr, and the Ripon Senior Center at Fourth St and Wilma Ave. This route is designed as a commuter route between Ripon and Stockton.
General public fares for Intercity and Hopper services are $1.50, and discount fares are $0.75 per oneway trip with the option to buy a general fare 1-day pass for $3.00 or a 31-day pass for $65. General Public Fares for Commuter services are $7.00, with the option to buy a monthly pass for $167. There are no timed transfers between Route 91 and Blossom Express.
Access San Joaquin
Access San Joaquin is the Consolidated Transportation Services Agency (CTSA) for San Joaquin County.
The CTSA was formed by local transit agencies and the SJCOG in October 2018. The local agencies that participate in the CTSA include:
• Altamont Corridor Express
• Escalon eTrans
• Ripon Blossom Express
• Lodi GrapeLine
• Manteca Transit
• Tracy Tracer
• San Joaquin RT
Access San Joaquin includes several programs designed to provide flexible options for increased mobility, particularly for rural areas, off-peak times, and passengers with mobility limitations.
Additionally, Access San Joaquin provides ADA eligibility screening on behalf of all member transit agencies. ADA-eligible passengers can then receive and use the Access Pass (identifying them as an ADAeligible passenger). Non-ADA seniors and disabled passengers can also apply for the Discount Fare Card through Access San Joaquin, which identifies them to all member transit agencies. This process has reduced the redundancy of screenings in the County. The programs operated by Access San Joaquin are described below:
• Americans with Disabilities Act (ADA) Assessment – An in-person eligibility assessment for services.
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• Travel Training – Helps seniors and disabled persons learn how to use public transit. • Discount Fare Cards – Offers eligible seniors, persons with disabilities, and Medicare cardholders the use of certain services for no more than one-half the regular base fare. • Access Pass – Free fare program allowing ADA-certified passengers to ride most fixed-route services free of charge.
• My Ride – A program that reimburses travel costs for ADA-certified passengers whose transportation needs are met by friends or family.
Van Go!
Van Go! is an app-based, on-demand, ADA-accessible, rideshare program available for those residing in underserved areas. Van Go! currently operates in all areas of San Joaquin County, except for trips completely within the City of Stockton. Van Go! provides dial-a-ride style trips for passengers, 7 days per week between 8:00 AM and 5:00 PM. The fare to ride is $4.00 per person for the first 5 miles of the trip and then $0.50 per mile after this.
Additional elements of the service include:
• Transfers are free to fixed-route bus service, excluding commuter buses. • Rural Pick Up allows you to travel anywhere within the RTD Van Go! service area. • Vehicles are accessible and can transport wheelchairs. Drivers are professionally trained, licensed, and prepared to help.
• Weekend & holiday service is available when other transportation services are closed. • As a ridesharing service, passengers are likely to share the van with other passengers in route to their destinations.
My Ride Volunteer Driver Program
Another opportunity for residents to increase mobility is the My Ride Volunteer Driver Program, offered by Access San Joaquin. This is a mileage reimbursement program to allow residents to arrange medical trips with friends or family. The passenger and driver both apply and sign waivers, and upon processing, the passenger is eligible to receive reimbursement for medical trips at the IRS mileage rate (currently $0.67/mile). The program covers trips to San Joaquin, Stanislaus County, and other contiguous counties to San Joaquin County. Currently, personal, medical-related, and essential travel trips within the program area are reimbursed.
DIBS
The DIBS (Demand-Induced Behavioral Strategies) program, offered by SJCOG, is a comprehensive Transportation Demand Management initiative designed to promote smart travel options. By encouraging carpooling, vanpooling, transit use, biking, and walking, DIBS aims to reduce traffic congestion, cut vehicle emissions, and improve air quality in the region4 . The DIBS program offers a
reimbursement of $400 a month per van to organize and provide vanpool services to others. 4 https://www.sjcog.org/626/Dibs---Smart-Travel?form=MG0AV3 2026 Short Range Transit Plan LSC Transportation Consultants, Inc.
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American Legion Ripon Vets Serving Vets Van
The Ripon chapter of the American Legion offers a volunteer-driven ride program to current and former service members of the U.S. Armed Forces and their family members if they reside within San Joaquin County. The program owns and operates a 7-passenger wheelchair-capable van. The program will drive its passengers to doctor’s appointments, errands, grocery shopping, and, when pre-approved, to some social or recreational events.
Connections with Regional Transit Services
Blossom Express services connect with regional transit services, including SJRTD Route 91; however, a long wait time is required. Transfers to STANRTA Routes 22, 30, 31, 37, 48, the 70 ACE Commuter, and the 80 Stockton Commuter routes are available at the Vintage Faire Mall. The City of Escalon transit service, eTrans, connects to the Blossom Express at the Vintage Faire Mall and the Kaiser Permanente Medical Center.
PRIVATE TRANSPORTATION
While Ripon lacks direct access to private transportation providers, it is located in nearby communities as described below.
Greyhound
For Greyhound services, Ripon residents must travel to Modesto or Stockton. Greyhound operates an intercity bus service along State Route (SR) 99 as part of the route connecting Sacramento with Los Angeles. Two northbound and two southbound trips depart daily. One-way fares from Stockton to Sacramento range from $18 to $22, depending on the distance and type of passenger. One-way fares from Modesto to Sacramento range from $21 to $25, depending on the distance and type of passenger.
Passengers traveling from Ripon to Sacramento will need to transfer from the RTD Transit Center to the Greyhound Station in Stockton by taking RTD Routes 515, 510, 315, or 47.
Amtrak San Joaquins
There is no direct connection between the Blossom Express and an Amtrak station; however, passengers may connect to Amtrak services in Stockton or Modesto. The Amtrak San Joaquins route operates between the southern terminus of Bakersfield (with connecting bus service to Los Angeles) and the northern terminus of Sacramento. There are 6 southbound trips daily and six northbound trips daily.
Fares from Modesto to Bakersfield are approximately $27.00 one way, and fares to Sacramento are $13.00-$33.00. Passengers who wish to travel from Ripon to Sacramento or from Sacramento to Ripon through Stockton must transfer to SJRTD Route 91, travel to the SJRTD Transit Center, and then transfer to either Route 315 or 510 to reach the Amtrak station less than one mile away (0.8 miles). Those traveling to Sacramento through Modesto will have to transfer to the Vintage Faire Mall via StanRTA’s Route 25. As part of the Valley Rail Project, a new train station in Ripon will be built as part of the San Joaquin Amtrak rail route.
Legacy Limousine Service
Legacy Limousine Service offers private limousine services and general ride services, depending on availability. Services include luxury vehicles for special events and airport transportation to local, regional, and international airports. Services are available throughout San Joaquin, Sacramento, Stanislaus, Amador, Calaveras, and Merced Counties.
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Tuleen Limousine
Based out of Manteca, Tuleen Limousine offers town car and limousine services for special events and tours of the San Francisco Bay Area.
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Chapter 4
BLOSSOM EXPRESS PUBLIC SURVEY RESULTS
INTRODUCTION
Public outreach and surveying are critical components of transportation planning initiatives. By engaging the community and gathering diverse input, planners can ensure that the transportation system meets the needs and preferences of all stakeholders. Effective public outreach fosters transparency, trust, and collaboration, leading to more inclusive and equitable solutions. Surveys provide valuable data on travel behaviors, preferences, and challenges, which can inform decision-making and help prioritize resources.
The following section provides an overview of the onboard passenger survey completed in November 2024, followed by preliminary Community Survey results gathered during December 2024.
BLOSSOM EXPRESSONBOARD PASSENGER SURVEY
LSC conducted onboard passenger surveys on board Blossom Express on November 12th and 14th, 2024.
Trained survey staff rode Blossom Express to distribute and collect surveys, as well as to assist passengers with taking the survey. The on-board survey timeframe covered the full range of operating hours on Tuesday and Thursday, which represents a complete week of Blossom Express service.
The survey instrument consisted of a one-page questionnaire printed on cardstock; the questions were presented in English on one side and Spanish on the reverse side. The survey included 12 multiplechoice and short-answer questions, as well as a write-in comment section. In all, 4 survey responses were received, 3 in English and 1 in Spanish. Over the survey period, 7 one-way trips were made by a total of 4 passengers, all of whom participated in the survey. A more detailed summary is included in Appendix B.
Key Findings
• Blossom Express is utilized by a diverse range of age groups, primarily for short trips to complete a singular errand.
• Most riders lack a feasible or cost-effective alternative means of transportation to Blossom Express.
• Information about Blossom Express services can be difficult to access, and most users depend on asking the driver for service information.
• Perceptions of Blossom Express services are very positive; there is room for improvement in service reliability, information accessibility, bus stop amenities, and improved regional connectivity with other regional transit service operators.
RIPONONLINE COMMUNITY SURVEY
The online community survey was launched in November 2024 and is still currently open. It contains a total of 28 questions focused on travel patterns, demographics, and general impressions of transportation within the region. To notify the community and encourage participation, the survey was sent to each regional stakeholder and featured in the monthly Ripon newsletter. As of the end of December, there are 23 responses. The following is a brief overview of the input received, with a more detailed analysis being provided in a future Tech Memo once the survey has closed. 2026 Short Range Transit Plan LSC Transportation Consultants, Inc.
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Key Findings
• About 78 percent of respondents (18 respondents) do not currently use Blossom Express. o Of the remaining five participants who use the service, two use it twice a year, two use it once a week, and one uses Blossom Express 2-5 times per year. • Web searching and asking staff for information were some of the most popular ways folks obtain information about transportation services.
• Recreational and social outings were the most popular trip purposes, followed by shopping. • Of those who indicated using other transportation services, ACE and Amtrak were the only ones frequented by survey participants.
• 85 percent of participants (17 respondents) replied that COVID-19 did not change their need for transportation.
• 80 percent of participants (16 respondents) had never heard of the Vamos App. • A majority (95 percent, 19 respondents) would use public transit for the Almond Blossom Festival.
• Almost half (45 percent, 9 respondents) indicated they would use public transit to get to and from local junior colleges. Of these responses, most indicated an interest in traveling to Modesto Junior College, followed by San Joaquin Delta College. • 78 percent agree that public transit is important to the City of Ripon. 2026 Short Range Transit Plan LSC Transportation Consultants, Inc.
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Chapter 5
RECENT TRANSIT OPERATIONS AND PERFORMANCE
INTRODUCTION
In this chapter, Blossom Express and Dial a Ride’s passenger trip data is analyzed, followed by vehicle service hours and miles. The chapter concludes with operational and financial histories as well as a performance assessment of Blossom Express as a whole.
BLOSSOM EXPRESS RIDERSHIP
Annual Ridership
Figure 8 shows Blossom Express ridership for FY 2018-19 through FY 2023-24. Much like other transit systems, the Blossom Express ridership was significantly affected by the COVID-19 pandemic. Ridership decreased by 30 percent between FY 2018-19 and FY 2019-20 and decreased by another 60 percent during the pandemic. Compared to pre-pandemic (FY 2018-19), FY 2023-24 represents a 39 percent ridership decline; however, the ridership numbers have been consistent over the last three years.
Ridership by Month
Many transit systems experience seasonal fluctuations in ridership throughout the year. Figure 9 depicts Blossom Express’s monthly ridership by route for FY 2023-24. Systemwide monthly ridership was highest in April (91 passenger trips) and February (84 passenger trips), with slightly lower ridership in October and December (36 passenger trips each, respectively).
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Boardings by Day of Week
The Blossom Express runs on Tuesdays and Thursdays. Figure 10 shows boardings by day of the week over the last three fiscal years (FY 2022-23, FY 2023-24, and FY 2024-25 YTD). As illustrated, Tuesday has the greatest number of boardings by day of the week, with an average of 70 percent of all boardings year after year, whereas Thursday experiences closer to 30 percent of all passenger trips. 2026 Short Range Transit Plan LSC Transportation Consultants, Inc.
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Ridership by Type
The Blossom Express offers public transit service to all residents. Those who use the transit service the most include Bethany Home residents, seniors, or those with disabilities, and the general public (Figure 11). More than half (52 percent or 734 riders averaged for FY 2022-23, FY 2023-24, and FY 2024-25 YTD) of riders were Bethany Home residents. Seniors or those with disabilities accounted for 22 percent or 318 riders, averaged for the past 3 complete fiscal years. Those who are students (6 percent or 91 riders) and those who are from the general public (19 percent or 276 riders) made up the smallest groups of Blossom Express riders for the last 3 fiscal years.
Boardings by Stop
Table 9 shows the weekly boarding activity recorded during LSC’s surveying period on November 12th and 14th in 2024. As shown, a total of 7 passenger-trips were recorded over the surveying time. Bethany Homes and the Vintage Faire Mall were the most frequently used stops during the observation period.
Based on the passenger trips recorded for FY 2023-24, the average daily ridership is 6.6 passenger trips per service day, indicating that the boarding and alightings recorded during the surveying period were less than the average.
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Table 9: Boarding and Alighting (Tuesday and Thursday)
Stops On Off
Ripon Library (Elm/Main)
Stockton/Main
Ripon Senior Center (Wilma/4th) 0 1
Vera (2nd/3rd)
Bethany Home Wilma/2nd 2 1
U.S. Post Office* 1275 W. Main Street 1 0
Town Square Apartments Main/Nikkel
Jack Tone/Canal
Save Mart (Colony Road) COURTESY STOP ONLY 1 1
W. Colony/Goodwin RTD: Route 91, 10:45 AM 1 0
W. Colony/Fulton
N. Ripon/Colony
N. Ripon/Boesch
E. Milgeo/John Roos
E. Milgeo/Azalea
N. Manley/Nevada
Stouffer Park/N. Manley
E. Main/Oak
Kaiser Permanente Hospital Dale, Modesto MAX: Route 28 1 Dale/Veneman, Modesto 1
Vintage Faire Mall, Modesto MAX Routes: 25, 30, 31, 36, 37, & 41 2 1 Applebee's @ Target Shopping Center Sisk/Vintage, Modesto Best Buy @ Target Shopping Center Sisk, Modesto
Ripon Library (Elm/Main) 1
Total 7 7
Total
Source: LSC Conducted Boarding and Alighting counts taken 11/12/2024 and 11/14/2024 2026 Short Range Transit Plan LSC Transportation Consultants, Inc.
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Vehicle Service Miles and Hours
Similar to ridership, recent years have seen the Blossom Express service levels impacted by service interruptions due to the pandemic. In the last five years, service levels were highest in FY 2022-23 (Figure 12). During the pandemic FY 2019-20, Blossom Express operated 30 percent fewer vehicle service miles (VSM) and 29 percent fewer vehicle service hours (VSH). In FY 2023-24, service levels returned to pre-pandemic levels.
DIAL-A-RIDE RIDERSHIP
Annual Ridership
Figure 13 shows Blossom Express DAR ridership for FY 2019-20 through FY 2023-24. The highest year of DAR ridership was FY 2019-20, with 234 rides. Ridership plummeted during FY 2020-21 (28 rides) and did not rebound or increase, even after COVID-19. For the last 4 fiscal years, there has been an average of 26 rides per year.
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Ridership by Month
Many transit systems experience seasonal fluctuations in ridership throughout the year. Figure 14 depicts Blossom Express’s monthly ridership by route for FY 2023-24. Systemwide monthly ridership was highest in April, May, and February (6 DAR rides each), with 0 rides in 6 months of the last fiscal year (January, June, August, September, November, December).
Ridership by Type
DAR is a public transit service that is offered to the general public (Figure 15). The service had the highest ridership in FY 2019-2020, with 224 seniors, 9 disabled persons, and 1 youth rider using the service. After the rate of senior riders dropped, and the number of disabled persons increased for the next four fiscal years. The rate of youth stayed very low. 2026 Short Range Transit Plan LSC Transportation Consultants, Inc.
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Vehicle Service Miles and Hours
Vehicle Service Miles and Hours for DAR were highest in 2019-2020 (520 VSM and 90.6 VSH) and then decreased sharply in FY 2020-21. VSM and VSH have stayed fairly consistent over the last several fiscal years (Figure 16).
CITYOF RIPON TRANSIT SERVICES FINANCIAL REVIEW
The sustainability of transit services is dependent on the balance between revenues and costs. The City of Ripon’s final FY 2023-24 budget is reviewed in this section and then used to develop a cost model to analyze the transit performance of its service.
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Operating Expenses for Blossom Express
Blossom Express operating expenses (not including DAR) totaled approximately $72,190 in FY 2023-24 (Table 10). This represents a 46 percent increase over FY 2022-23, in part due to high rates of inflation experienced in recent years and increases in contractor costs.
The top annual expense for Blossom Express is the SJRTD contracted driver services, which represent nearly 38 percent of the annual operating budget. It should be noted that the contract increased by 49 percent over the previous fiscal year. Vehicle maintenance and repair made up 21 percent of operating expenses, which represents a 249 percent increase over FY 2022-23. Salaries and labor of City of Ripon staff made up 14 percent of FY 2023-24 operating expenses.
Revenue Sources
The City of Ripon’s transit operating revenues stem from a few different sources (Table 11). Major revenue sources include their SJCOG allotment of Transportation Development Act (TDA) Local Transportation Funds (LTF) (the statewide sales tax), and Measure K (local sales tax) funding. Recently, the City was re-classified as a Rural Urbanized Area as part of the latest census. With this, the City now receives FTA 5311 funds. However, since this funding source requires a 50 percent match, the City has not been able to fully allocate this revenue, resulting in the deferral of funding to RTD and Escalon.
In the past, Blossom Express operations were primarily funded with Measure K funds. Recently, SJCOG required that 25 percent of LTF funds provided to the local jurisdictions be spent on public transit.
Therefore, beginning in FY 2023-24, a much larger amount of revenue is now available for public transit uses. In FY 23-24, Blossom Express received $172,608 in LTF funds as part of the SJCOG allotment; however, this amount will decrease to around $200,000 annually going forward.
Since the City was moved to the Rural Urbanized Area as part of the last census, the City now receives FTA 5311 funds. This funding source requires a 50 percent match from the City. For the first couple of years of receiving these funds, the City has not been able to fully allocate, resulting in deferring the funds to RTD and Escalon.
Expenses FY 2023-24
Salaries & Benefits $10,407
Professional & Specialized Services $750
Contract Services (RTD Contracted Service) $27,280
Fuel $8,753
Vehicle Insurance $10,103
Vehicle Maintenance & Repair $14,834
Office Supplies/Advertising/Legal Etc. $63
Total $72,190
Source: City of Ripon Final and Adopted Budgets 2022/23 - 2024/25 Table 10: FY 2023-24 Blossom Express Operating Expenses 2026 Short Range Transit Plan LSC Transportation Consultants, Inc.
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Cost Allocation
A cost model was developed for the Blossom Express fixed route as a way to better evaluate the cost efficiency of fixed route services in the City of Ripon (Table 11). To develop a cost model, each Blossom Express operating expense was allocated to the service quantity (VSH or VSM) upon which it is most dependent. The costs not dependent on service levels, such as auditor services or legal counsel, were designated as fixed costs. The model divided the sum of these costs allocated to VSH and VSM by the respective annual service quantity level for FY 2023-24.
FY 2023-24 Blossom Express Operating Cost Model =
$60.62 x annual vehicle service hours + $3.50 x annual vehicle service miles + $17,021 in fixed costs Revenue FY 2023-24
Farebox Revenue $908
Transportation Development Act (TDA) Local Transportation Fund (LTF) SJCOG Allotment $172,608
Measure K $70,461
Bethany Home Rent $1,000
Federal Transit Administration (FTA) 5311 $0
Interest $14,277
Total Revenues $259,254
Source: City of Ripon Final and Adopted Budgets 2022/23 - 2024/25 Note 1: The total LTF funds allocated to the City is $690,433. Since the City of Ripon population is below 25,000 residents, the City is required to allocate a minimum of 25% for transit purposes. The remaining amount could be used either for transit or street and road maintenance.
Table 11: FY 2023-24 Blossom Express Operating Revenues Table 12: Blossom Express FY 2023-24 Cost Model
Expense Category FY 23-24 Hour Mile Fixed
Salaries & Benefits $10,392 $4,287 $6,105
Professional & Specialized Services $750 $750
Contract Services (RTD Contracted Service) $27,280 $27,280 Fuel $8,753 $8,753
Vehicle Insurance $10,103 $10,103
Vehicle Maintenance & Repair $14,834 $14,834
Office Supplies/Advertising/Legal Etc. $63 $63
Total $72,175 $27,280 $27,874 $17,021
Annual Service Quantity 450 7,974 --
Cost per Unit by Variable (Cost Model) $60.62 $3.50 $17,021 Source: City of Ripon
Variable
Note 1: Total costs are based on approved values for FY 2023-24.
Note 2: Annual service quantities based on FY 2023-24.
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BLOSSOM EXPRESS PERFORMANCE ANALYSIS
For the period of FY 2023-24, the cost model was applied to operations data to calculate standard performance metrics such as passenger-trips per hour and subsidy per passenger-trip. This analysis will help to identify potential changes to Blossom Express transit service to be analyzed as part of the next phase of the study. The service parameters used in the performance analysis are summarized in Table
13. Passenger-Trips per Hour
The relative productivity of transit service can be assessed by calculating the average number of passenger-trips completed per vehicle service hour. Based on this metric and background data collected from Ripon, Blossom Express averaged 1.9 passenger-trips over the last six fiscal years. The year with the highest passenger-trips per hour was FY 2019-20, at 2.5 passenger-trips. The year with the lowest passenger-trips per hour was FY 2020-21 (0.8 passenger-trips). The most current year (FY 2023-24) was
1.5 passenger-trips per hour.
Passenger-Trips per Mile
The number of passenger-trips carried per vehicle service mile is another indicator of transit productivity. Low mileage services tend to carry more passenger-trips per mile compared to high mileage services. On average, the Blossom Express carried 0.09 passengers per mile in FY 2023-24.
Historically, FY 2019-20 had the greatest number of passengers per mile (0.14 passengers per mile). The lowest number of passenger-trips per mile was FY 2020-21, with 0.05 passengers per mile.
Total Operating Cost per Passenger-Trip
Operating cost per passenger-trip includes not only direct operating costs such as driver salaries and fuel, but also the other fixed costs included in Table 10, such as marketing, computer supplies, legal counsel, etc. Fixed costs are allocated to each route based on the proportion of the total systemwide vehicle service hours operated by said service. Systemwide, the operating cost per passenger-trip in FY 2023-24 was $105.37.
Table 13: Blossom Express Parameters and Performance FY 2023-24 Fiscal Year
PassengerTrips
FY 2023-24 685 450 7,974 $72,175 $55,154 $921
Fiscal Year Hour Mile
FY 2023-24 1.5 0.09 $105.37 $104.02 $160.39 1.3%
Blossom Express Service Parameters
Service
Hours
Service
Miles
Fully Allocated
Operating Cost
Marginal
Operating Cost
1 Fare
Revenue
Blossom Express Service Performance
Passengers per… Total Operating
Cost per
Passenger-Trip
Total
Operating
Subsidy per
Passenger-Trip
Total Operating
Cost per
Service Hour
Farebox
Ratio 2
Sources: City of Ripon, LSC
Note 1: Marginal operating costs do not include fixed costs.
Note 2: Farebox calculations do not represent official calculations for TDA eligibility. 2026 Short Range Transit Plan LSC Transportation Consultants, Inc.
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Total Operating Subsidy per Passenger-Trip
The operating subsidy (operating costs minus fare revenue) per passenger-trip represents the amount of taxpayer subsidy per passenger-trip required to operate the transit system and is an excellent measure of cost efficiency. As annual fares are quite low for the service, the operating subsidy is nearly the same as the full operating cost at $104.02 per passenger-trip in FY 2023-24.
Total Operating Cost per Hour
Another metric traditionally monitored by transit agencies is the total operating cost per vehicle service hour. Total operating costs per hour for FY 2023-24 were $160.39 per service hour.
Farebox Ratio
The farebox ratio represents the proportion of operating costs paid for by fare revenues. The Blossom Express received $921 in passenger fare revenue in FY 2023-24. This equates to a 1.3 percent farebox ratio. This farebox ratio figure does not reflect the official calculation of farebox ratio for TDA eligibility purposes. That calculation incorporates local support revenue, such as Measure K, and is conducted by the fiscal auditor.
DIAL-A-RIDE PERFORMANCE ANALYSIS
As discussed in earlier Chapter 3, the current Dial-A-Ride (DAR) service is not advertised widely.
Therefore, ridership is quite low (30 passenger trips in FY 2023-24). Bethany Homes rents the vehicle from the City, and the City pays for maintenance and fuel for this vehicle. The City maintains a separate operating budget for the DAR service. The following discusses the performance of the DAR service for FY 2023-24 as shown in Tables 14 and 15:
• 0.17 passenger trips per vehicle mile.
• 1.2 passenger trips per vehicle hour.
• The expense for running DAR in FY 2023-24 was $2,478. • The Cost per Passenger Trip was $96.80.
• Cost per Passenger Hour was $112.95.
• Although the DAR flyer indicates a fare of $15 per trip within a 15-mile radius, no fare revenue was recorded for FY 2023-24.
Table 14: Historical Dial-a-Ride Operational Characteristics FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24
Vehicle Service Miles 520 214 168 110 180
Fare Revenue 0 0 0 0 0
Vehicle Service Hours 90.56 57.8 21.98 13.83 25.71
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CONCLUSION
In summary, the City of Ripon operates a very small essential fixed route service to several hundred residents every year within a very small budget. With its limited days of operation, it may not meet the needs of those needing to travel outside of Tuesdays and Thursdays. The performance analysis indicated that productivity or passenger-trips per hour is low for a fixed route system. Additionally, cost efficiency (operating cost per trip) is high compared to fixed route services. On-board and community surveys (preliminary results) distributed as part of this effort indicate that passengers would like to see increased transit services to local junior colleges and the annual Almond Blossom Festival. Participants also mentioned that they would like to see more information about the current services being offered in the region.
The Dial-A-Ride service is not well-known. Although DAR has the potential to help meet the needs of passengers needing to travel longer distances, it does not appear to be used in that manner. Only a small amount of City funds is dedicated to this program. In the forthcoming Alternatives Tech Memo, ways in which to increase ridership and cost-effectiveness for both services will be explored.
Table 15: FY 2023-24 Dial-a-Ride Performance Measures
PassengerTrips Service HoursService
Miles
Fully
Allocated
Operating
Cost
Fare
Revenue
Operating Data 30 25.71 180 $2,904 $ -
PassengerTrips per hourPassenger
Trips per Mile
Cost per
Hour Cost per Trip
Performance Indicator 1.2 0.17 $112.95 $96.80
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Chapter 6
GOALS, OBJECTIVES, AND STANDARDS
INTRODUCTION
Transportation goals, objectives, and standards are essential in shaping a short-range transit plan that effectively meets community needs. Goals provide a broad vision, ensuring transit services align with regional mobility, equity, and sustainability priorities. Objectives break down these goals into actionable steps, guiding decisions on service improvements, accessibility, and efficiency. Standards establish measurable benchmarks, such as on-time performance, rider satisfaction, and coverage, ensuring accountability and consistency. Together, these elements create a strategic framework for responsive, equitable, and reliable transit service.
RECOMMENDED GOALS,OBJECTIVES, AND STANDARDS
In the previous SRTP, various goals, objectives, and standards were described in the context of considering a possible fixed route service in the City of Ripon. The following provides suggested performance goals and standards for Blossom Express to continue improving mobility.
Planning and Management Goal:
To evaluate strategies that help management maximize productivity while meeting the transit needs of the community and to develop a transit program that supports environmental and economic goals in the service area.
Planning Standard – The SRTP shall be updated at a minimum of every 10 years.
Service Monitoring Standard – Monitoring reports on the effectiveness and efficiency of transit service will be collected and reviewed monthly. These reports will include information on ridership, operating costs, status of bus stop amenities, and capital programs.
Land Use Planning Standard – The local transit staff will review development proposals within the City of Ripon to identify the effects of development on transit service and to ensure site plans and amenities are compatible with the transit program.
Service Effectiveness Goal:
To maximize the ridership potential of transit services.
Fixed-Route Effectiveness Standard – On an average annual basis, serve a minimum of 1.5 oneway passenger-trips per vehicle service hour for services that have been in place for three or more years.
Marketing Standard – Conduct marketing efforts to ensure that all service area residents are aware of area transit services. Conduct targeted marketing efforts for high-potential groups, including the elderly, disabled, students, low-income, transit-dependent residents, and commuters. Provide a schedule and marketing poster in Spanish. Marketing costs should be equivalent to at least 3 percent of the total transit annual budget.
Regional Connectivity Standard – Efforts shall be made to provide convenient connections to other public transit services in the region, providing connecting services to Manteca, Modesto, and other regional communities.
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Operating Cost Per Hour Control Standard – As an SRTP has not been completed since the implementation of the Blossom Express, a reasonable standard is to use existing performance (baseline FY 2023-24 = $160.39) and increase for inflation annually.
Operating Cost Per Passenger Trip Control Standard – Similar to the cost per hour, the cost per passenger trip standard is recommended at the current performance of $105.37, adjusted for inflation annually.
Marginal Operating Cost per Trip Standard – When evaluating the relative performance of service alternatives, it is important to look at the marginal operating cost per trip. This performance indicator excludes fixed costs such as utilities or administrative staff salaries. For example, if the transit service is increased to operate more hours during the day, these fixed costs will not increase, but driver hours and fuel will increase. Blossom Express’s baseline marginal cost per trip for FY 2023-24 is $95.27.
As with all performance standards related to cost, this should be increased annually at the rate of growth of the Consumer Price Index.
Service Quality Goal:
To provide safe, reliable, and convenient public transit services.
On-Time Performance Standard – 90 percent of all fixed-route trips should be operated on time, except when travel is unduly impeded by traffic or weather conditions. On-time is defined as not early, and not more than five minutes late.
Passenger Amenity Standard – Shelter should be considered at all bus stops serving 15 or more passenger boardings per day. Seating should be considered at all bus stops serving 10 or more passenger boardings per day. Benches and shelters will only be installed in existing state or County rightof-way, except where written confirmation from the property owner can be obtained to install a bench or shelter on private property. On an annual basis, the City Engineer will identify potential sites and prepare an installation priority list. Currently, there are no stops exceeding these ridership levels.
Passenger Load Standard – For passenger safety and comfort, vehicles should be sized and the transit service operated to require standees on no more than 10 percent of the runs for any route, and to avoid any recurring loads of more than 150 percent of the seated capacity.
Accident Standard – Maintain a minimum of 100,000 miles traveled between preventable collision accidents.
Maintenance Standard – Maintain a minimum of 40,000 miles between road calls. Road calls are defined as any time passenger service is interrupted for more than five minutes due to a mechanical failure (except for flat tires).
Vehicle Cleanliness Standard – The exterior of each vehicle used in service will be washed twice weekly, and the interior will be swept daily and detailed at least weekly. Vehicle detailing includes mopping the floor, washing the windows, and removing any minor stains that may have accumulated on the passenger seats. A vehicle that experiences a major stain will be removed from service as soon as possible and cleaned/repaired before re-entering service.
Training Standard – All services shall be provided by trained, courteous, respectful employees who appreciate the needs of the passengers. Each driver shall have a minimum of eight hours annually of ongoing driver training.
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The following data categories are recommended for careful supervision of services, which should be collected on a regular, ongoing basis:
• Passenger Boarding/Alighting – Though the daily recording of passenger activity by the drivers can seem burdensome, this information is vital in tracking ridership by stop and assuring the various funding agencies that their dollars are providing a benefit to their constituents. • On-time Performance – Comprehensive records of on-time performance are useful in determining proper scheduling and ensuring quality service. • Missed Passengers – Drivers should radio to the dispatcher the number of passengers who must be left on the curb due to full vehicle loads. As a critical determinant of overall service quality, the number and location of missed passengers should be carefully tracked. • Annual Passenger Survey – Onboard surveys are a vital source of planning information regarding the ridership and the purpose of their trip-making. In addition, surveys are the single best way to gain “feedback” regarding the service. Funding for annual onboard surveys should be a priority.
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Chapter 7
SERVICE ALTERNATIVES
INTRODUCTION
A successful transit system significantly influences economic vitality, environmental sustainability, and overall quality of life. This chapter delves into a comprehensive analysis of potential changes to both Blossom Express fixed route and Dial-A-Ride transit services. The chapter begins by looking at ways in which to possibly expand existing services. Improving Blossom Express service efficiency, frequency, and schedule span is then explored. The chapter concludes by looking into the larger regional transit network and how to improve connectivity between Ripon and nearby major urban areas.
For each alternative, the impacts on ridership and operating costs are estimated. Ridership and cost estimates assume implementation in FY 2025-26 and are based on the following parameters:
• The City of Ripon Transit Budget FY 2024/25 operating budget was increased by 3 percent for inflation and was used to estimate the operating costs of Blossom Express and Dial a Ride, assuming no change to service levels (“status quo” scenario) in FY 2025/26. The per-hour and per-mile costs were then used to estimate the cost impacts of the various alternatives, per the following equation:
o Change in Marginal Operating Cost = $77.82 X Change in Vehicle Service Hours + $5.21 X Change in Vehicle Service Miles
• For the alternatives evaluations which follow, operating cost estimates represent “marginal” costs. In other words, fixed costs are excluded from the analysis unless identified specifically.
The reason for looking at the marginal costs of potential changes or improvements is that fixed costs (such as administrative staff salaries, utilities, and supplies) will not change if service levels are increased or decreased. However, fuel/maintenance costs (cost per mile) and driver salary costs (costs per hour) will increase incrementally as vehicle hours and miles are increased. Fixed costs and capital costs will be included in the discussion when the Draft Financial Plan is prepared.
• Status quo ridership estimates assume an average increase in ridership of 3 percent from FY 2023-24 levels. This is consistent with post-pandemic trends. Ridership estimates for service alternatives are based on ridership data from peer systems and standard transit demand elasticity factors, depending on the alternative. Elasticity is an economic term which measures the change in the behavior of one variable in response to the change in a related variable. For example, if service levels are doubled, historical data from transit services in similar areas has shown that ridership will not double but rather increase by around 47 percent. Elasticity factors vary for different variables such as headways, total travel time, or transfer time. Variation has also been found in urban areas vs. suburban areas or during peak or non-peak periods. The Transit Cooperative Research Program (TCRP) Report 95 Traveler Response to Transportation System Changes Chapter 9 – Transit Scheduling and Frequency is a good resource for transit elasticity factors.
• Service was assumed to include the status quo of 104 service days (Tuesdays and Thursdays), unless otherwise noted.
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• The assumed average cash fares received per boarding are based on FY 2023-24 data. The average cash fare values were calculated by allocating the total annual cash fare revenue received on Blossom Express and Dial a Ride, and allocated to each route based on the proportion of ridership. This equates to a fixed route average fare paid of $1.31 for Blossom Express fixed route services.
ALTERNATIVES ANALYSIS
Expanding transportation service span options is crucial for meeting the diverse needs of commuters, especially those who work irregular hours or rely on transit during off-peak times. By exploring and implementing various schedules, transit authorities can ensure that services are more inclusive and accessible, catering to early morning and late-night travelers. This approach not only improves the convenience and reliability of public transit but also supports equitable mobility by accommodating the varying lifestyles and work patterns of the community. In essence, a well-thought-out service span can significantly enhance the overall efficiency and usability of the transit system. The following includes an overview of various service span alternatives as well as an analysis to provide a clearer understanding of the costs of implementation. Findings for each possible transit alternative are presented in Table 16, with a performance analysis shown in Table 17
Extend Existing Service Hours 8:30 AM to 3:30 PM
Current Blossom Express hours are between 9:30 AM and 2:30 PM, which includes four round trips from Ripon to Modesto on Tuesdays and Thursdays. While this may accommodate mid-day trips for current passengers, it was expressed during public surveys and stakeholder interviews that earlier morning and later afternoon service would better accommodate the needs of the community. Additionally, during our stakeholder outreach, Bethany Homes expressed that their clients would appreciate a longer span of service to accommodate more errands in combination with a recreational or medical trip to Modesto and back. With this in mind, adding two additional service hours to the existing service day was evaluated. The following provides a summary of costs, projected ridership, and possible fare revenues. • Extending service on Tuesdays and Thursdays would increase existing marginal costs by $34,100 per year.
• Adding hours of service could result in an increase of 77 passenger trips per year and approximately $100 in fare revenues.
• Providing this additional service would cost $441.62 per passenger trip.
Providing Blossom Express on Wednesdays or Fridays
Community surveying and stakeholder outreach indicated adding another weekday of service would allow residents to take advantage of more social and recreational programming in the area while providing more opportunities to go to Modesto for shopping and/or medical appointments. Tables 16 and 17 present the possible alternative of providing another weekday of Blossom Express service on either Wednesday or Friday during the current service schedule (9:30 AM to 3:30 PM), as well as an expanded day of service (8:30 AM to 4:30 PM).
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Table 16: Blossom Express Service Alternatives Analysis Hours Miles Runs Hours Miles Hours Miles
Status Quo 446.25 8389.5
Blossom Express Fixed Route 1.00 18.8 4.25 4.25 79.9 105 450 7,974 $61,700 706 $921 $60,779 Dial-a-Ride -- -- -- -- -- 258 7 180 $1,200 31 $1,200
Total 457 8,154 $62,900 736 $921 $61,979
-450 $30,500 $30,000
Extend Service by 2 hours (Tues/Thurs)
8:30 AM to 3:30 PM 1.00 18.8 2 2.00 37.6 105 210 3,948 $29,800 180 $200 $29,600 One Additional Weekday Service (Wed)
Existing Service Span (9:30 AM-2:30 PM) Wed.
Net Impact 1.00 18.8 4.25 4.3 79.9 51 217 4,075 $30,800 150 $200 $30,600 Extended Service Span Tues., Wed., & Thurs. (8:30 AM - 3:30 PM) Net Impact 529 9,941 $75,100 400 $500 $74,600
Expand Service to 5 Days a Week
Existing Service Span (9:00 AM-2:30 PM) 1 18.8 4.25 79.9 255 0 20,375 $92,100 Net Impact -450 12,401 $30,500 380 $500 $30,000
Extended Service Span (8:30 AM to 3:30 PM) 1 18.8 6.25 6.3 117.5 255 1,594 29,963 $226,200 Net Impact 1,144 21,989 $164,600 590 $800 $163,800
Full Service Day (8:30 AM to 5:00 PM) 1 18.8 7.25 7.3 136.3 255 1,849 34,757 $262,400 Net Impact 1,399 26,783 $200,800 690 $900 $199,900
Weekend Services
Saturday Service 2 Round Trips 1.00 18.8 2 3 37.6 51 153 1,918 $17,400 100 $131 $17,269 Special Event Shuttle
Special Event Shuttle Services 2x per year 5 64 3 15 192 $1,700 450 $590 $1,110 Evening Microtransit Service (1)
Friday and Saturday Microtransit (5:00 PM - 9:00 PM) 4 102 408 902 $43,300 820 $3,280 $40,020 Thursday Microtransit to Farmer's Market (5:00 PM - 8:00 PM) 60 $4,890 120 $480 $4,410 Service to All City of Ripon
Expand Deviation Area to All of City of Ripon - - 102 0 9 $46 9 $0 $50 Deviated Service to SJVC
By Request Service to SJVC (Salida) 0.08 0.6 2 0.2 2.4 51 10.2 122 $1,100 20 $30 $1,100 Note 1: Includes annual technology costs.
Estimated FY 2025-26
Annual Marginal
Cost Fare Revenues
Marginal
Operating
Subsidy
Run Parameters Daily Service Days per
Year
Annual Annual
Ridership
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• With the current scheduled service span (9:30 AM to 3:30 PM), providing another day of Blossom Express service would result in an operating cost of $86,100 annually. With an extended schedule of two additional service hours, the service would cost $106,300 annually. • Passenger trips would increase by between 147 and 225 trips annually, depending on which length of service the additional weekday would be provided. • This alternative would also result in high costs per passenger trip (between $586.38 and $474.58 per trip).
Add Saturday Service
Expanding public transit service to include Saturdays can greatly enhance accessibility and convenience for various communities. Many people rely on public transportation for essential activities such as shopping, attending medical appointments, and/or participating in social activities. By offering Saturday service, transit systems can better support those with non-traditional schedules or limited transportation options. Respondents to the community survey requested Saturday service. If Blossom Express operated on Saturday service from 9:00 AM to 2:00 PM (two round-trips), it would result in an additional cost of $16,300 annually. A review of Saturday ridership as compared to weekday ridership for small community transit systems shows that Saturday ridership represents roughly five percent of ridership for the week. Applying this factor to Blossom Express equates to an increase of only 34 passenger-trips per year with the addition of Saturday service.
Table 17: Blossom Express Service Alternatives Performance Analysis Ridership
Vehicle
Hours
Marginal
Operatin
g Costs
Marginal
Operatin
g Subsidy
Psgr-Trips
per ServiceHour
Marginal
Cost per
Psgr-Trip
Recommended Performance Standard 1.50 $85.42
Extend Service by 2 hours (Tues/Thurs)
8:30 AM to 3:30 PM 180 210 $29,800 $29,600 0.9 $165.56
One Additional Weekday Service (Wed)
Net Impact 150 217 $30,800 $30,600 0.7 $205.33
Net Impact 400 529 $75,100 $74,600 0.8 $187.75
Expand Service to 5 Days a Week
Existing Service Span (9:00 AM-2:30 PM) 380 -450 $30,500 $30,000 -0.8 $80.26 Extended Service Span (8:30 AM to 3:30 PM) 590 1,144 $164,600 $163,800 0.5 $278.98 Full Service Day (8:30 AM to 5:00 PM) 690 1,399 $200,800 $199,900 0.5 $291.01 Weekend Services
Saturday Service 2 Round Trips 100 153 $17,400 $17,269 0.7 $174.00 Special Event Shuttle
Special Event Shuttle Services 2x per year 450 15 $1,700 $1,110 30.0 $3.78 Evening Microtransit Service (1)
Friday and Saturday Microtransit (5:00 PM - 9:00 PM) 820 408 $43,300 $40,020 2.0 $52.80 Thursday Microtransit to Farmer's Market (5:00 PM - 8:00 PM) 120 60 $4,890 2.0 $40.75 Deviated Service to SJVC
By Request Service to SJVC (Salida) 20 10 $1,100 $1,100 2.0 $55.00 Indicates Alternative Meets Standard
Change From Existing Service (Annual)
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Special Event Services
Special event public transit services are vital for managing transportation needs during high-demand occasions such as festivals, concerts, sporting events, and parades. By providing targeted transit services, cities can ensure smoother travel for attendees while reducing traffic congestion and allowing for a more enjoyable experience for all. Special event transit options also foster accessibility and inclusivity, allowing individuals without private transportation to participate in community events. In particular, the community indicated a desire to have public transit to the Almond Blossom Festival and the Fourth of July Fireworks event hosted at the Mistlin Sports Complex north of Ripon.
One potential issue with Special Events transportation is the federal regulations regarding Charter Service. The FTA has specific regulations in place governing the provision of Charter Service, and it is important to understand these regulations in context of providing Special Event transportation. If the Special Event transportation is determined to be Charter Service, the service must be advertised to private industry operators so that they may bid to provide the service, and the process generally becomes too cumbersome for small transit systems to administer. The intent is to disallow an unfair advantage to the publicly subsidized transit system in providing the service.
The FTA definition of Charter Service is as follows:
“‘Charter service’ means, but does not include demand response service to individuals:
• Transportation provided by a recipient at the request of a third party for the exclusive use of a bus or van for a negotiated price. The following features may be characteristic of charter service:
o A third party pays the transit provider a negotiated price for the group; o Any fares charged to individual members of the group are collected by a third party; o The service is not part of the transit provider’s regularly scheduled service, or is offered for a limited period of time; or
o A third party determines the origin and destination of the trip, as well as scheduling; or • Transportation provided by a recipient to the public for events or functions that occur on an irregular basis or for a limited duration, and:
o A premium fare is charged that is greater than the usual or customary fixed-route fare; or o The service is paid for in whole or in part by a third party.” In the City of Ripon, for example, if a third party were conducting an event at the Mistlin Sports Complex and wished to financially support the City-operated shuttle service to the field, the service would be considered a charter service. However, if the City of Ripon wished to provide shuttle service for free or regular fare, this would not be considered Charter Service.
Therefore, under this alternative, the City of Ripon would provide half-hourly transportation between special events at the Mistlin Sports Complex and the Ripon High School parking lot located on Acacia Ave. for a total of five hours. The cost of this service is estimated to be $77.82 per hour of service operated. If service were provided for a total of five hours per event day, for three full event days, the annual cost would be $2,200, with an estimated ridership of 450 passengers. For planning purposes, the City of Ripon should determine how many events it would like to serve with transportation and provide a maximum dollar amount in the budget for such events.
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Coordination with Regional Transit Operators
As a part of the regional transit network, it is essential to consider the possible connections between Blossom Express and other transit providers. As shown in Table 18, while there are possible connections between services, many only function well in one direction, meaning passengers are unable to get back to Ripon very easily without very long wait times, if at all. The following provides an overview of current connections and concludes with possible solutions.
San Joaquin RTD Route 91
The Blossom Express and San Joaquin’s RTD Route 91 share two stops within the City of Ripon. While there are limited opportunities for those riding Route 91 to transfer to Blossom Express and continue southbound towards Modesto, there are currently no connecting services for passengers in Ripon to connect with Route 91 running northbound to Manteca.
The only option for folks in Ripon to currently make a trip to Manteca is by booking a ride through San Joaquin’s Van Go! program. Having to plan a trip and book it ahead of time, as opposed to having a regularly scheduled trip north, is the major disadvantage of not having a reliable fixed route service northbound to Manteca. However, for some, Van Go! is more convenient due to its curb-to-curb service and the ability to reserve a trip ahead of time.
The “S” in Modesto
Blossom Express connects to S routes at three major stops in Modesto: Kaiser Permanente, Village Faire Mall, and Target. As shown in Table 18, there are several connections for Blossom Express passengers to transfer to and from S routes at the Village Faire Mall, with wait times as little as 5 and 10 minutes.
Transfer wait times are longer at the Kaiser Permanente and Target stops, but are still reasonable, with the longest wait time under 30 minutes to connect northbound to Blossom Express.
Service to New Areas
Additional Areas Within the City of Ripon
Expanding Blossom Express services to new areas of Ripon was requested in the community survey; however, it appeared that many of these requests were already within the 3/4-mile deviation area (Figure 16). As shown, almost all of Ripon is currently being served by Blossom Express. As illustrated, the only area currently unserved by Blossom Express is the farthest southwest portion of the city. As the unserved areas of Ripon are quite small, a possible alternative would be to provide deviated Blossom Express services to anywhere within the City of Ripon boundaries. As shown in Table 16, the costs of providing this service are nominal and would be worth simplifying the service as currently provided.
Manteca
During discussions with current stakeholders, it was mentioned that trips to Manteca would be helpful for some of their clients to run errands. While Manteca is a little closer to Ripon than Modesto, by only a few miles, there is no major medical center like Kaiser. There are similar grocery stores, such as Target and Trader Joe's; however, these same shopping destinations are being served along the current Blossom Express Modesto route.
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City Major Bus Stop Transit Service/Route
Blossom Express (SB to Modesto) 9:44 AM 10:44 AM 12:34 PM 1:34 PM SJ RTD Route 91 (NB to Manteca) - - 12:05 PM - 3:10 PM 7:40 PM Blossom Express (SB to Modesto) 9:30 AM 10:30 AM 12:20 PM 1:20 PM SJ RTD Route 91 (NB to Manteca) 9:05 AM - 12:15 PM - 3:20 PM 7:50 PM Blossom Express (SB to Modesto) 10:01 AM 11:01 AM 12:51 PM 1:55 PM The S Route 48 9:20 AM 10:20 AM 11:12 AM 12:24 PM 1:19 PM 2:24 PM 3:18 PM Blossom Express (SB to Modesto) 10:10 AM 11:10 AM 1:00 PM 2:00 PM The S Route 22 10:10 AM 10:30 AM 11:10 AM 11:30 AM 11:50 AM 12:10 PM 12:30 PM 12:50 PM 1:10 PM 1:30 PM 1:50 PM 2:10 PM The S Route 25 10:15 AM 10:45 AM 11:15 AM 11:45 AM 12:15 PM 12:45 PM 1:15 PM 1:45 PM 2:15 PM 2:45 PM 3:15 PM The S Route 30 9:35 AM 10:05 AM 10:35 AM 11:35 AM 12:05 PM 12:35 PM 1:05 PM 1:35 PM 2:05 PM 2:35 PM 3:05 PM The S Route 31 10:00 AM 11:00 AM 11:30 AM 12:00 PM 12:30 PM 1:00 PM 1:30 PM 2:00 PM 2:30 PM 3:00 PM The S Route 37 10:13 AM 10:43 AM 11:13 AM 11:43 AM 12:13 PM 12:43 PM 1:13 PM 1:43 PM 2:13 PM 2:43 PM 3:13 PM The S Route 48 10:25 AM 11:17 AM 12:24 PM 1:24 PM 2:24 PM 3:25 PM The S Route 80 NB 10:42 AM
The S Route 80 SB 12:15 PM
The S Route 90 WB 10:00 AM
The S Route 90 EB 12:45 PM
Blossom Express (SB to Modesto) 10:15 AM 11:15 AM 1:05 PM 2:05 PM The S Route 31 10:05 AM 10:35 AM 11:05 AM 11:35 AM 12:05 PM 12:35 PM 1:05 PM 1:35 PM 2:05 PM 2:35 PM 3:05 PM Source: Current Blossom Express and RTD Route Schedules, Website.
Within 15 Minutes of Connecting.
Between 16 and 30 minutes of Connecting.
Table 18: Blossom Express Regional Connections
CITY OF RIPON
MODESTO
Colony and Goodwin
(Save Mart)
Wilma and 4th
(Senior Center)
Dale
(Kaiser Permanente)
Village Faire
Target
Current Schedule
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Furthermore, public transit is currently being provided by the San Joaquin Regional Transportation District (SJRTD) Route 91 between Ripon and Manteca. Ripon passengers may take Route 91 from Ripon at 8:55 AM, 12:05 PM, and 3:10 PM, with return trips from Manteca to Ripon at 12:13 PM, 3:19 PM, and 7:48 PM. In addition, a Ripon resident may schedule a Van Go ride from Ripon to Manteca and back if they need curb-to-curb service. For these reasons, a specific Blossom Express Manteca route was not fully evaluated in an effort to avoid duplication of existing services Deviations and Dial-A-Ride
As demonstrated in Chapter 3, the Dial-A-Ride service historically had more ridership than in recent years. This has been due in part to Bethany Homes beginning to provide more private, in-house trips for their residents, who were previously the majority of passengers using Dial-A-Ride. During the community outreach and passenger surveys conducted as part of this study, there was a clear indication that people are currently unaware of transportation services being provided in Ripon, including Dial-ARide and the option for ¾ mile deviations from the fixed route. For these reasons, it is recommended that the City focus its efforts on adding a part-time driver to provide more consistent service. With more consistent driver presence, the City can begin marketing the Dial-A-Ride services currently being provided. A more detailed discussion of staff time needed to increase marketing efforts is included under Chapter 6.
Microtransit
Microtransit is a relatively new form of demand-response public transit. Through the use of technology and phone apps, it is possible for a passenger to request a ride “on-demand” within certain areas and at certain times. The benefit of microtransit is that it is not limited to a set route with set stops, but rather, passengers can be picked up at their curb and dropped off at the curb of their destination. This allows homes on the outlying edges of neighborhoods to be served more directly. The disadvantage of microtransit is that if there is high demand for service, there could be a 30-minute or longer wait for a ride. Passengers who depend on public transit to travel to work or make appointments at specific times may find microtransit less convenient.
Microtransit has been successful in areas that are not easily served by a fixed route, low-productivity fixed routes, or during the evenings and weekends, when there is less demand. Two potential microtransit options for the City of Ripon would be to operate services within the city limits between 5:00 PM and 9:00 PM on Friday and Saturday, and between 5:00 PM and 8:00 PM on Thursday to accommodate the Farmers Market between May and September. Van Go! Currently, San Joaquin RTD’s microtransit service is not available during these evening hours. These new services would allow Ripon residents to go out to dinner or visit friends outside the hours of the Blossom Express or Van Go! services.
One van would be required to operate this service while still providing a wait time of around 30 minutes.
The program should first be implemented as a 2 to 3-year pilot program. As the City does not currently have a small demand response type vehicle or driver, a good option for the City of Ripon would be to amend the contract with San Joaquin RTD to provide evening microtransit. Another option would be to circulate a Request for Proposal for a turnkey operation. In total, it is estimated that microtransit service on Friday and Saturday nights would cost on the order of $43,300, with Thursday service costing $4,890 annually.
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When reviewing other microtransit systems in the Central Valley, it is reasonable to assume that a service in Ripon would carry around 2 trips per vehicle hour. This equates to an annual ridership of 1000 one-way passenger trips. Ridership is also dependent on how expensive the passenger perceives the service as well as how quickly passengers receive a ride. A free service with a large number of vans available for pick-ups will garner significant ridership, along with significant costs. San Joaquin RTD Van Go service charges $4.00 for the general public and $3.00 for discounted passengers. It is recommended that the City of Ripon apply the same fare structure to evening microtransit in Ripon. Accounting for fare revenues, the total annual operating subsidy of this alternative would be $43,900.
CONCLUSIONS
Table 17 presents the relative impact of each of the alternatives compared to the status quo on ridership, vehicle hours, and operating costs. As indicated in the Goals and Performance Measures section, the following performance standards are recommended:
• Passenger-trips per vehicle service hour - 1.5
• Marginal operating cost per trip - $85.42
As shown, three of the above alternatives meet these standards. The following summarizes the findings of Table 17:
• The options that increase fixed route service hours and days have a high marginal operating cost per trip and low productivity (passenger-trips per vehicle hour). • Special Event Shuttle service would provide 30 passenger trips per hour during local events at the nominal cost of $3.78 per passenger trip. This service would also serve to raise awareness of the Blossom Express while also alleviating traffic congestion to and from Mistlin Sports Complex and providing a frequent form of transportation between events and central Ripon. • Microtransit services during weekend evenings (between 5:00 PM and 9:00 PM) would provide
1.7 passenger trips per vehicle hour at between $40.75 and $52.80 per passenger trip. This service would encourage more residents to consider alternative forms of transportation beyond driving a personal vehicle while providing safe, convenient curb-to-curb service for evening recreational activities.
It should also be noted that marketing and creating greater awareness of services will have the largest impact on ridership with the lowest cost. Additional city staff time of roughly 10 hours per month could have a significant impact on ridership. After a good marketing program has been implemented, ridership could potentially return to pre-COVID levels of around 1,000 trips per year. 2026 Short Range Transit Plan LSC Transportation Consultants, Inc.
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Chapter 8
CAPITAL ALTERNATIVES
INTRODUCTION
Capital investments include funding for physical components of the transit system, such as vehicles, facilities, and passenger amenities. Capital investments are necessary to provide safe, dependable, and comfortable services, yet require substantial planning and funding on the part of the transit agency.
While there is always a degree of uncertainty when planning capital improvements, as unanticipated needs arise or prices change, it is still helpful to identify known capital needs to assist with funding. This chapter presents capital projects for the City of Ripon to implement throughout the 10-year planning period to enhance the passenger experience and improve Blossom Express’s cost efficiency.
TRANSIT VEHICLES
Vehicle Replacement Needs
Transit vehicles must be regularly replaced to maintain a safe and reliable fleet. As the vehicle procurement process can take multiple years, transit agencies must identify their vehicle needs well in advance.
The California Air Resources Board (CARB) Innovative Clean Transit (ICT) regulation will begin impacting transit vehicle procurement in 2026, at which point 25 percent of small transit agency fleet bus purchases will be required to be ZEBs. By 2029, this purchasing requirement will increase to 100 percent. By 2040, all vehicles in the fleet will need to be ZEBs. To meet these standards, transit agencies must purchase either battery-electric buses (BEBs) or fuel-cell electric buses (FCEBs).
Currently, Zero Emission Buses (ZEBs) are more expensive than gas or diesel vehicles. As Ripon pursues the transition to ZEBs, it will need to secure additional match funding for capital grants. While ZEBs are currently more expensive, the ZEB market is constantly changing as new models are released and older models are improved, making it hard to predict future pricing. The City is currently replacing its small cutaway vehicle used for Dial-A-Ride with a van. During the on-board survey effort, a large full-size 40+ passenger bus was used to operate Blossom Express.
Considering the low ridership on Blossom Express, it is recommended that Ripon continue to evaluate whether it is more appropriate to replace its larger vehicles with two (2) 15-passenger vehicles with at least one wheelchair position. This size vehicle would also be sufficient for providing special event shuttle service, as discussed in the previous chapter. If a vehicle is replaced in 2026 or later, it will need to be zero-emission. Therefore, the City will also need to install charging infrastructure.
ADMINISTRATIVE AND OPERATIONS FACILITY
The City of Ripon administrative offices and operations facility are located at 259 N. Wilma Avenue in Ripon. There are no major upgrades planned for the facility during the 10-year SRTP planning period. 2026 Short Range Transit Plan LSC Transportation Consultants, Inc.
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PASSENGER FACILITIES
Passenger facilities, such as bus stop shelters, benches, and signs, make it easier to find the stop and make the time spent before boarding more comfortable. While Blossom Express is a smaller system, there are a significant number of bus stops. During the passenger surveying efforts, LSC surveyed a total of 23 bus stops in the area to evaluate whether they need improvements.
Bus Stop Improvements
The scale of possible bus stop improvements in the City are limited as the ridership is fairly low.
However, there were three bus stops that did not have any sort of signage: the stops located at Stockton Ave. and Main St., and the Save Mart stop located on Colony Rd. It is recommended that these stops have clear signage installed.
In addition to stops without signage, several other stops were observed to have very faded signage, making it hard for passengers to see which bus serves that particular stop. There was one stop in Ripon at 2nd and 3rd St., which needs to be replaced, with five bus stops in Modesto needing replacement. The following stops in Modesto were faded and need replacement:
• Dale and Veneman
• Vintage Faire Mall
• Applebee's at the Target Shopping Center
• Dale St. / Kaiser Permanente Hospital
• Best Buy at the Target Shopping Center
It is estimated that the cost of installing new signage can vary between $300 and $500 per sign. With this in mind, we anticipate a cost of $1,000 to be spent on local Ripon signage repair, with another $2,500 to be spent replacing faded signage in Modesto.
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Chapter 9
INSTITUTIONAL ALTERNATIVES
INTRODUCTION
The City of Ripon currently contracts Blossom Express operations to SJRTD. In recent years, operating costs have risen sharply, prompting an evaluation of Ripon’s transit peers to determine whether to explore alternative contractors or bring operations in-house.
This trend of increasing costs is not unique to Ripon; transit operators nationwide, particularly in California, face similar challenges. Rising wages for drivers and transit staff, driven by higher living costs and industry-wide pay increases, have led to driver shortages and heightened competition within the transportation sector. Additionally, significant increases in insurance premiums—both for transit liability and staff benefits—have further escalated personnel costs. A more detailed table showing current driver wage rates by organization/contractor is included in Appendix A.
Key Findings
• Ripon’s current operations contract with SJRTD includes driver pay rates in line with peer transit agencies.
• SJRTD continues to face driver shortages, which could disrupt Blossom Express operations.
However, this challenge is not unique to SJRTD.
• Private operations contractors typically scale per-hour costs based on contract size. Smaller transit agencies, like Ripon, generally pay higher costs per service hour compared to larger agencies.
• Ripon’s higher cost of living, compared to nearby areas, is reflected in regional home price differences. If Ripon brings operations in-house, the city should anticipate higher driver wages to attract and retain qualified staff.
CONCLUSION
While bringing operations in-house could potentially reduce costs in some ways, it also carries a heightened risk of service interruptions due to driver shortages, especially given the small scale of Ripon’s transit operations.
Implementing a competitive procurement process for operations would help ensure the best value for services. However, providing transit services “in-house” using City of Ripon staff is not recommended, as there would be substantial administrative and other overhead costs. During writing, Ripon negotiated with SJRTD to outline a three-year operating agreement and was able to negotiate the waving of a 20 percent upcharge for drivers in reserve due to the limited span of operations. A review of the proposed agreement appears to be a fair agreement, given the staffing challenges experienced by regional operators and the quality of staff SJRTD has provided to Ripon in the past. 2026 Short Range Transit Plan LSC Transportation Consultants, Inc.
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Chapter 10
MARKETING ALTERNATIVES
INTRODUCTION
Marketing and public outreach are essential components of a small rural public transit system, playing a pivotal role in connecting communities and enhancing accessibility for all. Effective marketing strategies raise awareness about transit options, benefits, and schedules, ensuring that residents are informed and able to utilize these services. Frequent public outreach opportunities foster community engagement and trust, creating a two-way dialogue by which residents' needs and feedback shape transit solutions.
By emphasizing the importance of public transit through targeted marketing and outreach efforts, small rural areas can improve mobility, support local economies, and enhance the overall quality of life for their residents. As many community survey responses requested services to already serviced destinations, it was apparent during this study that the residents of Ripon do not know the current transportation resources available to them. This section discusses potential opportunities to raise public transit awareness within the City.
Developing a Marketing Campaign
The lack of current community knowledge regarding the schedule and destinations of Blossom Express requires a stronger marketing effort city-wide. An effective marketing campaign could be organized internally or outsourced to a marketing agency through an RFP. A successful marketing campaign would focus on target audiences through several strategies as described in additional detail below.
Goals and Objectives
The major goals and objectives that should be accomplished through the marketing campaign should include:
1. Raising Awareness/Education: Creating awareness and improving local knowledge of Blossom Express.
2. Increasing Community Engagement: Having a presence at local events such as the Almond Blossom Festival, Farmers' Markets, Ripon Senior Center events, etc.
Overview of Marketing Strategies
The marketing campaign could feature the following strategies:
• Brand Identity: While Blossom Express currently has its own logo and webpage within the City of Ripon’s website, the city should continue to look for ways to keep the page updated and easy to navigate. The logo should be clearly used on any marketing materials with matching color schemes and updated photography to catch the attention of residents and potential passengers. • Target Audiences: Marketing materials, radio ads, and/or TV commercials should target the audience and general messaging for such marketing materials and commercials. • Community Stakeholders and Events: Building on the list of stakeholders and community members identified during this study, marketing materials should be consistently distributed throughout the year. Several mediums of marketing materials should be developed for this outreach, including:
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platform posts on Facebook, Instagram, and Twitter, if applicable. o A few pop-up promotional events could introduce the service to potentially new customers.
As mentioned above, this could include having a booth at the Almond Blossom Festival, Farmers Markets, Ripon Senior Center events, etc.
• Website Updates: The website should be kept up to date and feature the schedule at the very top of the page for quick access.
Branding
One of the most important tools for
marketing a transit system is the agency’s
physical presence in the community.
Branding can include logos, color schemes,
photography, and anything else that
physically represents the transit service.
While there is a logo for the Blossom
Express, it is recommended that it be
featured on the website, on new buses,
and at bus stops
Recommendation
• Bus Stop Signage: As discussed in Chapter 4, some existing bus stop signs have faded and become hard to read. It is recommended that the new bus stop signage with a simple Blossom Express logo would raise community awareness of the current bus service being provided.
Website
The City of Ripon currently hosts a website page for the Blossom Express service; however, this page is very “scroll-heavy” with a lot of information, including the actual schedule, being located at the very bottom of the page with a simple link that is easy to miss. Reorganizing the website to feature the most important information at the top, while also adding a logo and noticeable branding, would help website traffic quickly identify the route and schedule.
Recommendations
• Move the current schedule to the top of the webpage: The City should update the website to include downloadable schedules, route maps, and fare information at the very top of the page.
A downloadable PDF that includes all this information would also be a helpful resource for social service agencies and senior living homes.
• Add Connections to Schedule: Adding a small note next to each stop that connects to another system (for example: Modesto’s S Line at Faire Village Mall) could further assist passengers in planning their trip.
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Marketing Materials
Printed rider guides provide directions for riding the bus and act as promotional tools. Passenger guides are
especially valuable for people who do not have a mobile device to access service information while on the go.
Other marketing materials would include flyers, banner
ads on local newspaper websites, printed ads in other
media outlets, and additional bus signage throughout
Ripon.
Special Events, Promotions, and Partnerships
Special events and promotions reward current riders and encourage new residents to try transit.
Common promotional events for transit include free fare days, discounted seasonal passes, and complimentary transit to and from popular local events. These types of promotions require dedicated funding sources, one example being the Low Carbon Transit Operations Program (LCTOP) funds. Another lower-cost option for promoting the transit system is to partner with local organizations with interests relevant to transportation and transit.
The City should consider hosting a few pop-up promotional events to introduce the service to potential new customers. As mentioned above, this could include having a booth at the Almond Blossom Festival, Farmers Markets, Ripon Senior Center events, etc.
Travel Training
Some transit agencies offer a travel training program where new riders who may be intimidated by or unfamiliar with riding the bus can walk through the boarding process with a City staff member or driver.
This kind of program helps to educate and raise the comfort level of passengers, with a particular focus on seniors and persons with disabilities. The City of Ripon does not currently offer a travel training program, and should consider advertising this service on its website and partnering with social service agencies, particularly Bethany Homes.
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Chapter 11
SHORT RANGE TRANSIT PLAN
This Short Range Transit Plan for the City of Ripon Blossom Express and Dial-A-Ride service is the result of public and stakeholder outreach, discussion with the Ripon staff, and analysis of the alternatives evaluated in Chapters 7 and 8.
PLAN ASSUMPTIONS
Forecasts of annual operating and administrative costs were developed as presented in Table 19. “Base case” or “status quo” operating and administrative cost forecasts were based on the City of Ripon FY 2025-26 Transit Budget. An annual inflation escalator of three percent was applied to FY 2025-26 costs to project operating costs for each year of the 10-year planning period (FY 2026-27 through FY 2035-36).
Ridership and corresponding fare revenue for each SRTP element were estimated as presented in Tables 20 and 21. The “base case” ridership represents service levels as of FY 2024-25. Passenger trips have increased by approximately 1 percent annually to account for Ripon’s population growth and increased marketing of the service.
SERVICE PLAN
Operating costs, ridership, and fare revenue estimates for the Blossom Express service plan elements are shown in Tables 19 through 21 and described below. The reader is encouraged to review Chapter 7 (Alternatives Analysis) for more detailed information on how each plan element was developed and analyzed. The following elements are recommended for implementation over the next five years. In 2030, the City Council could consider implementing some of the service expansion alternatives discussed in Chapter 7, if feasible. Each plan element is described below:
Expanded Dial-A-Ride Service
Dial-A-Ride transit services play a major role in ensuring that people who cannot easily use fixed-route transit still have dependable access to essential destinations. Stakeholder and public engagement revealed that many people would like service outside the hours and service area of Blossom Express.
Dial-A-Ride is currently offered 5 days a week to destinations within a 15-mile radius of the City of Ripon to seniors and those with disabilities. However, this service is not actively marketed, as there are only a few volunteers available to drive the van. In light of public and City Council input, the Dial-A-Ride program should be expanded and promoted as follows:
• Offer demand-response service to destinations in Stanislaus County within a 15-mile distance of the City, Monday through Thursday. This service area would include Walmart and Winco in Modesto (requested destinations). The DAR service would not include destinations in San Joaquin County which could be served by the existing VanGo! Service. The hours would be similar to the current Blossom Express schedule (9:30 AM to 2:30 PM), with a 24-hour advance reservation required. The service would be open to the general public and available for any purpose. The fare should be higher than that of Blossom Express to encourage the use of the fixed route when possible. The general public fare should be $15 per one-way trip, while a lower fare of $5 per one-way trip would be available to seniors and the disabled. 2026 Short Range Transit Plan LSC Transportation Consultants, Inc.
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• The City of Ripon will need to hire a part-time driver to operate the Dial-A-Ride van to make the program successful. One option would be to share an employee with the Senior Center. This staffer could also assist with marketing and promotion of the service. The City of Ripon will need to ensure that the drivers operating the DAR service participate in ongoing transit driver training and in the City’s drug and alcohol testing program. Although the driver of the smaller van would not be required to obtain or maintain a commercial driver's license, the ongoing training provided to transit drivers helps ensure the driver can demonstrate proficiency in operating the vehicle safely and in assisting passengers.
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Table 19: City of Ripon Short Range Transit Plan Operating Costs Plan Element FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FY 31-32 FY 32-33 FY 33-34 FY 34-35 FY 35-36 Base Case Operating Costs(1)
Fixed Route Per Hour and Per Mile $63,550 $65,460 $67,420 $69,440 $71,520 $73,670 $75,880 $78,160 $80,500 $82,920 Dial-A-Ride $6,260 $6,450 $6,640 $6,840 $7,050 $7,260 $7,480 $7,700 $7,930 $8,170 Fixed Costs $76,420 $78,710 $81,070 $83,500 $86,010 $88,590 $91,250 $93,990 $96,810 $99,710 Total $146,230 $150,620 $155,130 $159,780 $164,580 $169,520 $174,610 $179,850 $185,240 $190,800 Plan Element
Expand DAR service to Stanislaus County 4 days a week $71,200 $73,300 $75,500 $77,800 $80,100 $82,500 $85,000 $87,600 $90,200 $92,900 Extend Existing Service Hours Tues. & Thurs.
(8:30 AM - 3:30 PM) $0 $31,610 $32,560 $33,540 $34,550 $35,580 $36,650 $37,750 $38,880 $40,050 Friday and Saturday Microtransit
(5:00 PM - 9:00 PM) $44,600 $45,940 $47,320 $48,730 $50,200 $51,700 $53,250 $54,850 $56,500 $58,190 Thursday Microtransit to Farmers Market
(5:00 PM - 8:00 PM) $5,040 $5,190 $5,340 $5,500 $5,670 $5,840 $6,010 $6,190 $6,380 $6,570 Special Event Shuttle Services (2x per year) $0 $0 $1,860 $1,910 $1,970 $2,030 $2,090 $2,150 $2,220 $2,280 Expand Deviation Area to All of City of Ripon $50 $50 $50 $50 $50 $50 $60 $60 $60 $60 Additional Transit Planning and Marketing Support $20,600 $21,900 $23,900 $26,900 $31,200 $37,300 $45,900 $58,100 $75,800 $101,900 Total Recommended Plan Elements $141,490 $177,990 $186,530 $194,430 $203,740 $215,000 $228,960 $246,700 $270,040 $301,950 Total Operating Costs $287,720 $328,610 $341,660 $354,210 $368,320 $384,520 $403,570 $426,550 $455,280 $492,750 Note 1: Base case operating costs based on City of Ripon FY 2024-25 budget and increased for inflation by 3% annually.
SRTP Recommendations
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Although it is likely that DAR trips would only be requested once or twice a week, the Financial Plan conservatively assumes the maximum possible cost for the expanded DAR service. After one year, the City should review ridership and costs associated with the Dial-A-Ride service to assess the financial feasibility of the program. If annual ridership does not exceed at least the 30-trips per year currently carried, the program should be reevaluated. After one year, the driver should conduct surveys of Dial-ARide passengers to determine if the service area and hours meet the needs of passengers.
Evening Weekend and Farmers Market Microtransit Service On‑demand microtransit provides a flexible way to travel in smaller suburban communities. Rather than following fixed routes and set bus stops or schedules, vehicles operate within a defined service area and respond to real‑time trip requests, thereby connecting passengers to key destinations such as shopping, dining, and community events. Bethany Homes noted that later‑evening service would be a valuable addition for Ripon, especially for their clients hoping to go out for evening social events.
This service may also appeal to general public residents going out to dinner in the evening or attending the Farmers Market that’s open between May and September. This plan recommends that these microtransit services be provided through an extension of SJRTD’s Van Go! service on Friday and Saturday evenings between 5:00 PM and 9:00 PM and on Thursdays between 5:00 PM and 8:00 PM, when the Farmer’s Market operates. The Study Team reviewed various options for providing the service (internally and contracting with different entities). Extending the existing contract with RTD was the most cost-effective option and could be implemented relatively quickly.
The microtransit plan elements will add roughly $51,130 in annual operating costs beginning in FY 2027-
28. Friday and Saturday evening microtransit is projected to carry an additional 820 passenger trips per year over the status quo ridership, with Farmers Market microtransit adding 120 passenger trips per year over status quo. The Ripon Chamber of Commerce will assist the City with the marketing efforts necessary to launch the new microtransit services.
Expanded Blossom Express Service on Tuesday and Thursday (8:30 AM – 3:30 PM) Community surveys and stakeholder interviews highlighted the need for a longer Blossom Express service span to allow more time in Modesto to conduct errands, as well as have more travel time options. Many riders noted that the current schedule doesn’t allow for earlier morning appointments or later afternoon social engagements or personal errands. Additionally, during our stakeholder outreach, Bethany Homes expressed that their clients would appreciate a longer span of service.
After the expanded DAR option has been implemented and evaluated, the City could consider expanding the service span of Blossom Express by two additional service hours each service day (Tuesday and Thursday) with a schedule of 8:30 AM to 3:30 PM. This adjustment would provide riders with greater flexibility, reduce scheduling barriers, and improve overall access to key regional destinations. The surveys conducted at the end of the first year of Expanded DAR service should ask passengers if the 9:30 AM to 2:30 PM service span still meets their needs. If there is still a desire for a longer service day to the Vintage Faire Mall, this plan element should be implemented.
The Financial Plan (Table 22) assumes that expanded Blossom Express Service would be implemented in FY 2027-28. Extending service on Tuesdays and Thursdays would increase existing marginal costs by $31,610 in FY 2027-28, increasing by 3 percent each year after. The extended hours would result in an additional estimated 184 passenger trips per year.
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Special Event Shuttle Services
Providing shuttles for large-scale events such as the Almond Blossom Festival and the Fourth of July Fireworks at Mistlin Sports Complex would help mitigate congestion and raise public awareness of transportation options within a community. It is recommended that this service be implemented as needed beginning in FY 2028-29 and could result in an increase of roughly 460 passenger trips per year, depending on the events service. The additional annual operating cost is estimated to be $2,730 annually.
Expand Deviation Area to Serve City of Ripon
A small portion of the City is not included in the ¾ mile deviation area offered by Blossom Express.
Allowing the residents of the entire city to request a ¾ mile deviation would have limited financial impacts ($50 annually) and simplify transit service. This change will generate only a few additional passenger trips (approximately 10 per year). It should be noted that there may be sections of the city which are not easily accessible using the Blossom Express bus. Therefore, deviation requests must be considered on a case-by-case basis.
ADMINISTRATIVE AND MARKETING PLAN
Many local jurisdictions that operate public transit dedicate a significant portion or a full staff member to overseeing the transit system. Currently, an on-call transit consultant is used to fill this need, along with oversight from the City Administrator/City Engineer. One of the significant findings from the existing conditions review and surveys was that Blossom Express is not well known in the community.
Transit-specific marketing could increase ridership on Blossom Express and will also be a key component of the rollout of evening microtransit services.
Therefore, as part of this SRTP, roughly $20,000 is allocated to Additional Transit Planning and Marketing Support each year. This money can be used to fund part-time staff to implement plan changes, monitor the Van Go! contract with SJRTD, and execute marketing recommendations. This could be accomplished through increasing the contract with the current on-call transit planning consultant or hiring a part-time staff person.
Marketing Recommendations
Online Community Survey responses indicate that few residents are familiar with the existing Blossom Express or Dial‑A‑Ride services. To reinforce the recommended service changes, expanded marketing and outreach efforts are needed to strengthen public understanding and improve the community’s awareness and perception of Blossom Express. Chapter 10 outlines several strategies to enhance public awareness of the service, including updating the agency website, replacing outdated bus stop signage, and distributing information through press releases, printed materials, and email communications using the stakeholder database developed as part of this planning process.
In addition to increasing marketing efforts, it would be beneficial for current passengers to have better access to trip planning services. This plan recommends that Blossom Express organize its stop and schedule information into General Transit Feed Specification (GTFS) format so that riders can use transit apps, such as Google Maps and Transit, to find current bus stops and schedules. Maintaining information in GTFS will make Blossom Express more visible to visitors and residents, support trip planning, and help connections to other regional transportation providers such as SJRTD and StanRTA. 2026 Short Range Transit Plan LSC Transportation Consultants, Inc.
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To implement this recommendation, either a transit consultant or city staff member could compile Blossom Express’s stop locations, schedules, and route information into the standard GTFS format— either by using free tools like GTFS editors, working with a vendor, or partnering with the regional planning agency for technical support. Once the feed is created, it can be published online and kept up to date as service changes.
CAPITAL PLAN
Transit services require ongoing capital investment in facilities and vehicles. Capital investments in both vehicles and passenger facilities can attract additional riders while improving the quality of service and safety of existing riders.
Fleet Replacement
Although Blossom Express vehicles will reach the end of their useful life in terms of years during this planning period, they will not in terms of miles. Given the low ridership on the service, when vehicles are replaced, they could be replaced with a smaller-capacity bus. Another factor to consider is that, per CARB regulations, all new vehicle purchases made in FY 2029-30 and beyond will need to be zeroemission. Therefore, it is recommended that the City replace one of the Blossom Express Gilligs with a smaller 29-foot low-floor CNG bus in FY 2028-29. This size vehicle would also be sufficient for providing special event shuttle service. This vehicle will need to be purchased prior to the end of FY 2028-29 and is expected to cost approximately $780,000 to be funded with SB 125 funds.
The next vehicle purchase is slated for FY 2034-35, when the DAR vehicle will be eligible. This vehicle will need to be EV. A placeholder for vehicle cost and associated charging infrastructure is shown in the financial plan.
The next replacement date for the Gilligs used for Blossom Express is outside of the 10-year window; however, it is recommended that the City of Ripon review upcoming vehicle replacement needs in FY 2034-35, particularly as new ZEVs are quite expensive.
Passenger Facilities
Passenger facilities represent bus stop shelters, benches, and signs, information kiosks, etc. The quality of passenger amenities is an important factor in a passenger’s overall perception of a transit service. It is recommended that existing Ripon bus stops be maintained and replaced as needed over the duration of the planning period. A small amount of money ($1,000) is set aside in the financial plan every other year for this purpose.
CNG Fueling Station Improvement Project
The City of Ripon is planning a major upgrade to its CNG Fueling Station over the next several years.
PG&E will install a new distribution-level gas line to replace the existing transmission-level service currently supplying the station. The city will also replace the two existing CNG compressors with new units designed for distribution-pressure operation. The total project cost is estimated at approximately $1.9 million and will be funded with SB 125 funds. This is reflected in the financial plan below.
Zero-Emission Vehicle Charging Infrastructure
Per CARB requirements and state goals, public transit fleets should be 100 percent zero-emission by 2040. In preparation for a transition to battery electric technology, the financial plan shows a placeholder of $15,000 for charging infrastructure in the later years of the plan. 2026 Short Range Transit Plan LSC Transportation Consultants, Inc.
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FINANCIAL PLAN
Table 22 presents the 10-Year Operating and Capital Financial Plan for the City of Ripon’s transit services. As shown, sufficient revenue is available for SRTP elements and planned capital projects, including future vehicle replacement and other capital costs. The financial plan is based on the City of Ripon FY 2025-26 budget and assumes the following:
• Passenger fares are based on anticipated passenger trips and population growth. • The SJCOG requirement that 25 percent of LTF revenue be spent on transit remains throughout the planning period. LTF revenue was based on the City of Ripon's budgeted projections. • Revenue received through Measure K will remain flat over the planning period. • Federal Transit Administration (FTA) 5311 operating revenue is assumed and escalated at the rate of 2 percent annually, in an amount up to half of the total operating costs, as allowed per the FTA. FTA funds are a transit-specific funding source. As the City of Ripon is not taking advantage of funding through the FTA, this money is currently being allocated to other jurisdictions in San Joaquin County.
• SB 125 revenue is assumed for FY 2026-27 and will fund the CNG bus purchase and CNG compressor project.
As shown, the recommended existing service enhancements, microtransit service, transit-specific staff time, capital improvements, and marketing strategies are funded over the next 10 years without funds being diverted from the City General Fund or other purposes.
IMPLEMENTATION PLAN
The following section outlines an implementation plan for the City of Ripon transit services over the next 10 years.
FY 2026-27
• Implement Farmers Market and Friday and/ Saturday evening Van Go! microtransit services. o Amend contract with RTD for expanded Van Go! service
o Market the new service through the Chamber of Commerce • Promote and implement an expanded Dial-A-Ride Service. o Hire part-time Dial-A-Ride/Senior Center driver
o Advertise Dial-A-Ride program through the Senior Center, Bethany Homes, and other City media outlets
o Monitor ridership and costs every six months
• After a year, it is recommended that a survey of Dial-A-Ride and Van Go! passengers be conducted to understand if these new services meet the needs of the community. Depending on service productivity, survey results, and budget, the City could then consider expanding the hours of Blossom Express in FY 2027-28 (noted below). More specifically, the following would trigger the consideration of expanding Blossom Express hours:
o Low ridership on the DAR service (below ridership estimates in Table 20) o Passenger comments regarding the need for a longer service day o Higher than estimated costs of expanded DAR due to a high level of dead-heading to pick up/drop off passengers
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FY 2027-28
• Extend Blossom Express hours on Tuesdays and Thursdays as a pilot service for one year. • Replace one of the Gilligs with a CNG bus. Evaluate the continued need for a large bus.
FY 2028-29
• Provide Special Event Shuttle twice a year for major City events. • Market Special Event Shuttle services through the Chamber of Commerce and Event Staff. • Re-evaluate the microtransit (Van Go!) pilot program. If microtransit does not carry 2.0 passenger-trips per hour on average, consider elimination of the program. • Re-evaluate Blossom Express service hours expansion. Conducted boarding and alighting counts for two weeks.
FY 2029-30 through FY 2035-36
• Evaluate all services annually to ensure that they are within budget and meeting the needs of the community.
• Add Wednesday Service on Blossom Express - If Blossom Express ridership remains at or above 700 trips per year and is warranted through survey input. • Replace the DAR vehicle with an electric small bus.
• Plan for the replacement of one of the Blossom Express vehicles with a Zero-emission vehicle. 2026 Short Range Transit Plan LSC Transportation Consultants, Inc.
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Table 20: City of Ripon Short Range Transit Plan - Ridership Plan Element FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FY 31-32 FY 32-33 FY 33-34 FY 34-35 FY 35-36 Base Case Ridership
Fixed Route 720 720 730 740 750 750 760 770 780 780
Dial-A-Ride 30 30 30 30 30 30 30 30 30 30
Total 750 750 760 770 780 780 790 800 810 810
Plan Element
Expand DAR service to Stanislaus County 4
days a week 100 101 102 103 104 105 106 107 108 109
Extend Existing Service Hours Tues. & Thurs.
(8:30 AM - 3:30 PM) 0 184 185 187 189 191 193 195 197 199 Friday and Saturday Microtransit
(5:00 PM - 9:00 PM) 828 840 840 850 860 870 880 890 900 910 Thursday Microtransit to Farmers Market
(5:00 PM - 8:00 PM) 121 122 124 125 126 127 129 130 131 133 Special Event Shuttle Services (2x per year) 0 0 460 470 470 480 480 490 490 500 Expand Deviation Area to All of City of Ripon 10 10 10 10 10 10 10 10 10 10 Subtotal Plan Elements 1,049 1,247 1,711 1,735 1,749 1,774 1,788 1,812 1,826 1,851 Total Plan Ridership 1,799 1,997 2,471 2,505 2,529 2,554 2,578 2,612 2,636 2,661 SRTP Recommendations
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Table 21: City of Ripon Short Range Transit Plan - Fare Revenue Plan Element FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FY 31-32 FY 32-33 FY 33-34 FY 34-35 FY 35-36 Base Case Fare Revenue
Fixed Route $930 $940 $950 $960 $970 $980 $990 $1,000 $1,010 $1,020 Dial-A-Ride $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total $930 $940 $950 $960 $970 $980 $990 $1,000 $1,010 $1,020 Plan Element
Expand DAR service to Stanislaus County 4
days a week $1,000 $1,010 $1,020 $1,030 $1,041 $1,051 $1,062 $1,072 $1,083 $1,094 Extend Existing Service Hours Tues. & Thurs.
(8:30 AM - 3:30 PM) $0 $204 $206 $208 $210 $212 $214 $217 $219 $221 Friday and Saturday Microtransit
(5:00 PM - 9:00 PM) $3,310 $3,350 $3,380 $3,410 $3,450 $3,480 $3,520 $3,550 $3,590 $3,620 Thursday Microtransit to Farmers Market
(5:00 PM - 8:00 PM) $480 $490 $490 $500 $500 $510 $510 $520 $520 $530 Special Event Shuttle Services (2x per year) $0 $0 $610 $610 $620 $630 $630 $640 $650 $650 Expand Deviation Area to All of City of Ripon $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Subtotal Plan Elements $4,790 $5,050 $5,710 $5,760 $5,820 $5,880 $5,940 $6,000 $6,060 $6,110 Total Plan Fare Revenue $5,720 $5,990 $6,660 $6,720 $6,790 $6,860 $6,930 $7,000 $7,070 $7,130 SRTP Recommendations
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Table 22: City of Ripon Transit Financial Plan
FY26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FY 31-32 FY 32-33 FY 33-34 FY 34-35 FY 35-36 Operating Revenues
Passenger Fares $1,010 $1,020 $1,030 $1,040 $1,050 $1,060 $1,070 $1,080 $1,090 $1,100 Federal Transit Administration (FTA) 5311 $108,260 $109,405 $128,810 $134,255 $139,455 $145,380 $149,329 $152,316 $155,362 $158,469 Transportation Development Act (TDA) Local
Transportation Fund (LTF) $274,600 $277,300 $280,100 $282,900 $285,700 $288,600 $291,500 $294,400 $297,300 $300,300 Bethany Home Vehicle Rental for DAR $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 Measure K $58,583 $58,583 $58,583 $58,583 $58,583 $58,583 $58,583 $58,583 $58,583 $58,583 Interest $8,000 $8,000 $8,000 $8,000 $8,000 $8,000 $8,000 $8,000 $8,000 $8,000 Carryover balance $1,233,108 $1,402,561 $1,571,749 $1,455,312 $1,601,500 $1,742,068 $1,878,291 $2,004,093 $2,102,662 $2,098,127 Total Operating Revenue $1,684,561 $1,857,869 $2,049,272 $1,941,090 $2,095,288 $2,244,691 $2,387,773 $2,519,472 $2,623,997 $2,625,579 Base Case Operating $146,230 $150,620 $155,130 $159,780 $164,580 $169,520 $174,610 $179,850 $185,240 $190,800 SRTP Recommendations $141,490 $141,490 $177,990 $186,530 $194,430 $203,740 $215,000 $228,960 $246,700 $270,040 Total Operating Costs $287,720 $287,720 $328,610 $341,660 $354,210 $368,320 $384,520 $403,570 $426,550 $455,280 SRTP Fare Revenue $5,720 $5,990 $6,660 $6,720 $6,790 $6,860 $6,930 $7,000 $7,070 $7,130 Balance $1,402,561 $1,571,749 $1,722,812 $1,601,500 $1,743,068 $1,878,291 $2,005,093 $2,117,662 $2,199,127 $2,171,869 Operating Revenue Needed for Capital Projects $0 $0 -$267,500 $0 -$1,000 $0 -$1,000 -$15,000 -$101,000 $0 Net Operating Fund Balance $1,402,561 $1,571,749 $1,455,312 $1,601,500 $1,742,068 $1,878,291 $2,004,093 $2,102,662 $2,098,127 $2,171,869 Capital Revenues
FTA 5339 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
SGR $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
SB 125 $2,400,000 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Capital Revenue $2,400,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 Capital Expenditures
Vehicle Replacement $0 $0 $780,000 $0 $0 $0 $0 $0 $100,000 $0 Bus stop improvements $1,000 $0 $1,000 $0 $1,000 $0 $1,000 $0 $1,000 $0 ZEB Charging Infrastructure $0 $0 $0 $0 $0 $0 $0 $15,000 $0 $0 CNG Upgrade $1,885,500 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Capital Costs $1,886,500 $0 $781,000 $0 $1,000 $0 $1,000 $15,000 $101,000 $0 Balance $513,500 $513,500 -$267,500 $0 -$1,000 $0 -$1,000 -$15,000 -$101,000 $0 Operating Revenue Needed for Capital Projects $0 $0 $267,500 $0 $1,000 $0 $1,000 $15,000 $101,000 $0 Net Capital Fund Balance $513,500 $513,500 $0 $0 $0 $0 $0 $0 $0 $0 Source: City of Ripon FY 2025-26 budget
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DEMOGRAPHIC MAPS
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Appendix B
BLOSSOM EXPRESS ON-BOARD PASSENGER SURVEY RESULTS
INTRODUCTION
The City of Ripon retained LSC Transportation Consultants, Inc. to prepare the 2024 Short Range Transit Plan (SRTP). As a part of this effort, LSC conducted onboard passenger surveys on-board Blossom Express on November 12th and 14th 2024. Trained survey staff were on-board the bus to distribute and collect surveys, as well as to assist passengers with taking the survey. The on-board survey timeframe covered the full range of operating hours on Tuesday and Thursday, which represents a complete week of Blossom Express service.
The survey instrument consisted of a one-page questionnaire printed on card stock; the questions were presented in English on one side and Spanish on the reverse side. The survey included 12 multiplechoice and short-answer questions, as well as a write-in comment section. This appendix explores the survey results. In all, 4 survey responses were received, 3 in English and 1 in Spanish. Over the survey period, 7 one-way trips were made by a total of 4 passengers, all of which participated in the survey.
RESULTS
Age of Riders
• All survey participants came from different age groups, the only groups that were not represented were youth under the age of 18, and young adults between the ages of 25 and 34.
This indicates that Blossom Express is utilized by a diverse group of community members, not exclusively seniors.
Trip Patterns
• All 4 of the responses were collected between 9:30 AM and 10:15 AM during the first Blossom Express Trip of the Day.
• Three out of the four participants boarded the route in Ripon, and one in Modesto. o One passenger boarded at Bethany Home for a shopping trip to Save Mart, they returned to Bethany Home via a route deviation on the second AM Blossom Express Trip.
o One passenger boarded at Bethany Home for a Medical Trip to Kaiser Permanente in Modesto, this passenger did not make a return trip via Blossom Express o One passenger boarded at the W Colony and Goodwin stop near Save Mart and got off at Dale and Veneman to connect to Stan RTA to get to school, they made a return trip from Vintage Faire Mall to the Ripon Senior Center stop on the first afternoon Blossom Express trip.
o One passenger boarded at the Vintage Faire Mall and got off at the Ripon Library to visit the Eye Doctor, Bank, and Post Office in Ripon. They made a return trip to Modesto from the Ripon Post Office on the first afternoon Blossom Express Trip. 2026 Ripon Short Range Transit Plan – Appendix B LSC Transportation Consultants, Inc.
City of Ripon Page B2
These trip patterns indicate that most participants utilize Blossom Express to make short trips for a specific task and that the service is more widely used by residents of Ripon than those who reside in Modesto.
Means of Travel to Bus Stop
• Two of the participants walked to reach their stop at Bethany Home, and W Colony and Goodwin.
• One lived at Bethany Home
• One took the Stan RTA Dial-A-Ride (DAR) from their home to connect with Blossom Express.
These responses indicate that Blossom Express stop locations within Ripon are well located to provide convenient access for residents.
Alternative Means of Transportation to Blossom Express
• Three out of the four participants did not have access to a vehicle that they could have used to make their trip.
• If Blossom Express was unavailable:
o Two participants would not make their trip.
o One would take a Taxi, Uber, or Lyft.
o One would drive their personal vehicle.
• Three out of four participants reported that they ride Blossom Express at least once a week, and the remaining participant reported that they ride 1 to 4 days a month. • Only one participant reported that they utilize other Regional Transit services, that person reported that they utilize the StanRTA ADA Paratransit DAR service. o One participant provided a write-in comment that other regional transit services “don’t exist”.
These responses indicate that many Blossom Express passengers are regular riders, and without the service, they would lack a cost-effective means of transportation to complete their trips.
Blossom Express Information Access
• None of the participants reported that they utilize the Blossom Express webpage or social media to access Blossom Express route or schedule information. o Two participants reported that they asked the driver for information. o One participant reported that they asked Bethany Home staff for help. o One participant reported that they called the Blossom Express hotline.
These responses potentially indicate that Blossom Express riders are not adept at using information technology to access Blossom Express information, or that the current webpage is not user-friendly. The website currently does not display a route map, and the scheduling timetable is difficult to locate on the webpage. The current webpage also advertises that electronic bus passes can be purchased via the Vamos Mobility app, when attempting to do so in the app the message is provided that Blossom Express “Service is not bookable in the application”, additionally reviews from the app as recent as 10/24/2024 2026 Ripon Short Range Transit Plan – Appendix B LSC Transportation Consultants, Inc.
City of Ripon Page B3
report that the app has serious technical issues and frequently does not allow users to utilize passes that they have purchased in the app.
The City-provided Blossom Express hotline on the other hand provides friendly, responsive, and knowledgeable service to users seeking information during their business hours which are 7:30 AM to 5:30 PM, Monday through Thursday.
Passenger Opinions of Blossom Express Services
Three of the 4 participants responded to a question that asked participants to rate aspects of Blossom Express’s services on a one (poor) to five (excellent) scale. • The categories of service frequency, value for fare, safety on both bus and at stops, driver courtesy, bus cleanliness, customer service, bus stop location, and overall satisfaction with the service were rated five out of 5 across all participants. • One participant rated the categories of reliability/on-time performance, and ease of understanding service offerings as four out of five, while other participants rated these categories as five out of five.
• Another participant rated the categories of bus stop features, and regional connectivity with other transit services as poor, while other participants rated these categories as 5 out of 5.
This participant voiced specific requests for improvement which included providing a stop shelter at the Post Office stop, and that the timing of connections with San Joaquin RTD, and Stan RTD routes are not optimized.
These responses indicate that overall riders are very happy with the service, especially the level of customer service provided by drivers. Solutions that would improve passenger opinions of the service reassessing the timing of routes to increase on-time performance and regional connectivity, as well as bus stop improvements like replacing faded signs, as well as providing shelters, route maps, and schedules at primary stops.
Open Ended Response
None of the participants provided any write-in comments or suggestions in the open-ended response section of the survey. However, one participant voiced to the surveyor several comments and suggestions.
• Blossom Express is the only area public transit offering that allows users to reach destinations across the San Joaquin / Stanislaus County line, which was described as “the bane of existence for public transit users”.
• “Blossom Express should increase marketing and provide an in-person focus group, there are lots of older folks who would really benefit from the service but don’t know about it. If you want to reach the community members of Ripon focus on reaching out to religious organizations, eldercare providers, and the agricultural community.” 2026 Ripon Short Range Transit Plan – Appendix C LSC Transportation Consultants, Inc.
City of Ripon Page C-1
Appendix C
REGIONAL DRIVER PAY RATES
2026 Ripon Short Range Transit Plan – Appendix C LSC Transportation Consultants, Inc.
City of Ripon Page C-2
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2026 Ripon Short Range Transit Plan – Appendix C LSC Transportation Consultants, Inc.
City of Ripon Page C-3
Table C-1: Peer Driver Pay Rates
Organization Contractor Starting Top Average Benefits
SJRTD Proposed Ripon Agreement $27.39
Retirement, Comprehensive Health,
PTO and Paid Holidays
SJRTD In-House $19.74 $25.82 $22.78
Paid CDL Traning, Retirement,
Comprehensive Health, PTO and
Paid Holidays
Ripon USD In-House $20.15 $30.48 $25.32 --(1)
Lodi Transdev $21.30 -- --
Merced Transdev $21.22 $28.11 $24.67
StanRTA Transdev $21.86 -- --
Manteca MTM $22.00 $26.00 $24.00
Affordable Medical, Dental, and
Vision Insurance, Paid training, and
Overtime opportunities.
Tracy MTM $23.00 -- -- 401(k)
Peer Average $21.32 $27.60 $24.19
Note 1: Ripon USD part-time employees are potentially elgible for Calpers dependent on hours worked per fiscal year.
Comprehensive health insurance, life
insurance, tuition reimbursement,
maternity / paternity leave, and 401K.
Commercial Driver’s License
(CDL) Training
Source: Transportation Operator and Contractor Job Ads
Advertized Job Ad January 2025
Driver Pay Rate