moore& associates
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Table of Contents
Introduction ............................................................................................ 1 Chapter 1: Goals, Objectives, and Performance Standards ..................... 3
1.1 Mission and Vision ....................................................................................... 4
1.2 Program Goals and Objectives ..................................................................... 4
1.3 Performance Measures and Standards ........................................................ 6 Chapter 2: Summary of Surveys ............................................................ 13
2.1 Dial-A-Ride Survey ...................................................................................... 13
2.2 Fixed-Route Survey .................................................................................... 14
2.3 Community Survey .................................................................................... 14 Chapter 3: System Performance Analysis .............................................. 17
3.1 Fare Structure Review ................................................................................ 17
3.2 Evaluation of System Performance ............................................................ 23
3.3 Progress in Achieving Service Standards .................................................... 44
3.4 Evaluation of Organizational Structure....................................................... 45 Chapter 4: Facilities and Equipment Analysis ........................................ 47
4.1 Operations and Maintenance Facility ......................................................... 47
4.2 Downtown Transit Center .......................................................................... 48
4.3 Transit Fleet ............................................................................................... 48
4.4 Non-Revenue Fleet .................................................................................... 49
4.5 Bus Stops.................................................................................................... 49
4.6 Technology ................................................................................................. 50 Chapter 5: Needs Assessment ............................................................... 51
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5.1 Methodology ............................................................................................. 51
5.2 Background ................................................................................................ 52
5.3 Demographic Analysis ................................................................................ 53
5.4 Community Workshops .............................................................................. 54
5.5 Community Survey ..................................................................................... 55
5.6 Dial-A-Ride Survey ...................................................................................... 55
5.7 Fixed-Route Survey .................................................................................... 56 Chapter 6: Service Recommendations .................................................. 61 Chapter 7: Operations Plan ................................................................... 73
7.1 Administrative ............................................................................................ 75
7.2 Operations ................................................................................................. 76
7.3 Capital/Technology .................................................................................... 84
7.4 Marketing/Outreach .................................................................................. 87 Chapter 8: Financial and Capital Plans .................................................. 89
8.1 Transit Funding Sources ............................................................................. 89
8.2 Baseline Financial Plan ............................................................................... 91
8.3 Impact of Recommendations on Financial Plan ........................................ 103
8.4 Capital Improvement Plan ........................................................................ 109
8.5 Impact of Recommendations on Capital Improvement Plan .................... 111 Appendix A | Rider Survey .................................................................. 113 Appendix B | Community Survey ........................................................ 133 Appendix C | Dial-A-Ride Survey ......................................................... 153 Appendix D | Community Workshops ................................................. 167 Appendix E | Vehicle Inventory and Fleet Replacement Plan ............. 179
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Table of Exhibits
Exhibit 3.1.1 Fixed-route fare structure local service ............................................................................. 17 Exhibit 3.1.2 Fixed-route fare structure external services ...................................................................... 18 Exhibit 3.1.3 Demand-response fare structure .......................................................................................... 18 Exhibit 3.1.4 Peer fares .............................................................................................................................. 21 Exhibit 3.2.1 Fixed-route Performance Metrics ......................................................................................... 24 Exhibit 3.2.2 Fixed-route vehicle revenue miles/vehicle revenue hour .................................................... 25 Exhibit 3.2.3 Fixed-route passengers/vehicle revenue hour ..................................................................... 25 Exhibit 3.2.4 Fixed-route passengers/vehicle revenue mile ...................................................................... 25 Exhibit 3.2.5 Fixed-route average fare/passenger ..................................................................................... 25 Exhibit 3.2.6 Fixed-route operating cost/vehicle revenue hour ................................................................ 25 Exhibit 3.2.7 Fixed-route operating cost/passenger .................................................................................. 25 Exhibit 3.2.8 Fixed-route system map........................................................................................................ 26 Exhibit 3.2.9 Route 1 Performance Metrics ............................................................................................... 27 Exhibit 3.2.10 Route 2 Performance Metrics ............................................................................................. 27 Exhibit 3.2.11 Route 4 Performance Metrics ............................................................................................. 28 Exhibit 3.2.12 Route 5 Performance Metrics ............................................................................................. 28 Exhibit 3.2.13 Route 6 Performance Metrics ............................................................................................. 29 Exhibit 3.2.14 Route 7 Performance Metrics ............................................................................................. 29 Exhibit 3.2.15 Route 8 Performance Metrics ............................................................................................. 30 Exhibit 3.2.16 Route 9 Performance Metrics ............................................................................................. 30 Exhibit 3.2.17 Route 11X Performance Metrics ......................................................................................... 31 Exhibit 3.2.18 Route 12 Performance Metrics ........................................................................................... 31 Exhibit 3.2.19 Route 15 Performance Metrics ........................................................................................... 32 Exhibit 3.2.20 Route 16 Performance Metrics ........................................................................................... 32 Exhibit 3.2.21 Fixed-route vehicle revenue miles/vehicle revenue hour by route .................................... 34 Exhibit 3.2.22 Fixed-route passengers/vehicle revenue hour by route ..................................................... 34 Exhibit 3.2.23 Fixed-route passengers/vehicle revenue mile by route ..................................................... 35 Exhibit 3.2.24 Fixed-route operating cost/vehicle revenue hour by route ............................................... 35 Exhibit 3.2.25 Fixed-route operating cost/passenger by route ................................................................. 36 Exhibit 3.2.26 Fixed-route average fare/passenger by route .................................................................... 36 Exhibit 3.2.27 Dial-A-Ride Performance Metrics ....................................................................................... 37 Exhibit 3.2.28 Dial-A-Ride vehicle revenue miles/vehicle revenue hour ................................................... 38 Exhibit 3.2.29 Dial-A-Ride passengers/vehicle revenue hour .................................................................... 38 Exhibit 3.2.30 Dial-A-Ride passengers/vehicle revenue mile ..................................................................... 38 Exhibit 3.2.31 Dial-A-Ride average fare/passenger ................................................................................... 38
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Exhibit 3.2.32 Dial-A-Ride operating cost/vehicle revenue hour ............................................................... 38 Exhibit 3.2.33 Dial-A-Ride operating cost/passenger ................................................................................ 38 Exhibit 3.2.34 V-Line Performance Metrics ............................................................................................... 39 Exhibit 3.2.35 V-Line vehicle revenue miles/vehicle revenue hour ............................................................ 40 Exhibit 3.2.36 V-Line passengers/vehicle revenue hour ............................................................................ 40 Exhibit 3.2.37 V-Line passengers/vehicle revenue mile............................................................................. 40 Exhibit 3.2.38 V-Line average fare/passenger ........................................................................................... 40 Exhibit 3.2.39 V-Line operating cost/vehicle revenue hour ....................................................................... 40 Exhibit 3.2.40 V-Line operating cost/passenger ........................................................................................ 40 Exhibit 3.2.41 Sequoia Shuttle
External Shuttle Performance Metrics ................................................... 41 Exhibit 3.2.42 Sequoia Shuttle Internal Shuttle Performance Metrics ................................................... 41 Exhibit 3.2.43 External shuttle vehicle revenue miles/vehicle revenue hour .......................................... 42 Exhibit 3.2.44 External shuttle passengers/vehicle revenue hour ............................................................ 42 Exhibit 3.2.45 External shuttle passengers/vehicle revenue mile ............................................................. 42 Exhibit 3.2.46 External shuttle operating cost/vehicle revenue hour ....................................................... 42 Exhibit 3.2.47 External shuttle operating cost/passenger ......................................................................... 42 Exhibit 3.2.48 Internal shuttle vehicle revenue miles/vehicle revenue hour ............................................ 42 Exhibit 3.2.49 Internal shuttle passengers/vehicle revenue hour ............................................................. 43 Exhibit 3.2.50 Internal shuttle passengers/vehicle revenue mile .............................................................. 43 Exhibit 3.2.51 Internal shuttle operating cost/vehicle revenue hour ........................................................ 43 Exhibit 3.2.52 Internal shuttle operating cost/passenger.......................................................................... 43 Exhibit 3.3.1 Status of performance standards .......................................................................................... 44 Exhibit 3.4.1 City of Visalia Transit organizational chart ............................................................................ 45 Exhibit 3.4.2 First Transit organizational chart .......................................................................................... 46 Exhibit 5.3.1 Lower-income neighborhoods .............................................................................................. 54 Exhibit 7.0.1 Prioritized recommendations ............................................................................................... 74 Exhibit 7.1.1 Cost of additional staff and training ...................................................................................... 75 Exhibit 7.2.1 Potential Route 1 - -last mile service area ................................................... 79 - -last mile service area ................................................... 80 Exhibit 7.2.3 Potential Ben Maddox neighborhood circulator service area .............................................. 83 Exhibit 8.2.1 Combined Visalia Transit Baseline Financial Plan ................................................................. 92 Exhibit 8.2.2 Transit Operations Baseline Financial Plan (Account 4551) ................................................. 93 Exhibit 8.2.3 Sequoia Shuttle Baseline Financial Plan (Account 4553) ...................................................... 97 Exhibit 8.2.4 Transit Call Center Baseline Financial Plan (Account 4554) .................................................. 99 Exhibit 8.2.5 V-Line Baseline Financial Plan (Account 4555) ................................................................... 101 Exhibit 8.3.1 Recommendation 1 financial impact .................................................................................. 103 Exhibit 8.3.2 Combined Visalia Transit Financial Plan with Recommendations ...................................... 108 Exhibit 8.4.1 Baseline Capital improvement Plan .................................................................................... 110 Exhibit 8.5.1 Capital Improvement Plan with Recommendations ........................................................... 112 Exhibit A.1 Rider survey participation by route ....................................................................................... 114
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Exhibit A.2 Use of transfer/connection to another bus ........................................................................... 115 Exhibit A.3 Fare payment method ........................................................................................................... 115 Exhibit A.4 Reduced fare usage................................................................................................................ 116 Exhibit A.5 Trip purpose ........................................................................................................................... 116 Exhibit A.6 Duration of patronage ........................................................................................................... 117 Exhibit A.7 Frequency of use .................................................................................................................... 117 Exhibit A.8 Use of other travel options .................................................................................................... 118 Exhibit A.9 Alternatives to transit ............................................................................................................ 118 Exhibit A.10 On-time performance .......................................................................................................... 119 Exhibit A.11 Service frequency................................................................................................................. 119 Exhibit A.12 Hours of operation ............................................................................................................... 120 Exhibit A.13 Availability of service information ....................................................................................... 120 Exhibit A.14 Driver courtesy ..................................................................................................................... 120 Exhibit A.15 Safe operation of vehicle ..................................................................................................... 120 Exhibit A.16 Onboard cleanliness............................................................................................................. 121 Exhibit A.17 Overall service ...................................................................................................................... 121 Exhibit A.18 Preferred service change ..................................................................................................... 122 Exhibit A.19 Impact of preferred improvement....................................................................................... 122 Exhibit A.20 Age ....................................................................................................................................... 123 Exhibit A.21 Employment status .............................................................................................................. 123 Exhibit A.22 Availability of access to a personal vehicle ........................................................................... 124 Exhibit A.23 Number of vehicles in household ........................................................................................ 124 Exhibit A.24 Race/ethnicity ...................................................................................................................... 125 Exhibit A.25 Identification as Hispanic/Latino ......................................................................................... 125 Exhibit A.26 Language(s) spoken at home ............................................................................................... 125 Exhibit A.27 English proficiency ............................................................................................................... 126 Exhibit A.28 Annual household income ................................................................................................... 126 Exhibit A.29 Household size ..................................................................................................................... 126 Exhibit A.30 Rider survey instrument (English) ........................................................................................ 127 Exhibit A.31 Rider survey instrument (Spanish) ....................................................................................... 129 Exhibit A.32 Rider survey car card ........................................................................................................... 131 Exhibit A.33 Rider survey take-one card .................................................................................................. 131 Exhibit B.1 Transit usage within prior 90 days ......................................................................................... 134 Exhibit B.2 Transit service used within prior 90 days .............................................................................. 134 Exhibit B.3 Reason for riding transit ........................................................................................................ 135 Exhibit B.4 Travel to bus stop ................................................................................................................... 135 Exhibit B.5 Frequency of use .................................................................................................................... 136 Exhibit B.6 Preferred method for receiving information ......................................................................... 136 Exhibit B.7 Reason for not riding ............................................................................................................. 137 Exhibit B.8 Transit use by other household members ............................................................................. 138
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Exhibit B.9 Access to a personal vehicle .................................................................................................. 138 Exhibit B.10 Awareness of Visalia Transit ................................................................................................ 139 Exhibit B.11 Motivator to begin/increase transit usage .......................................................................... 140 Exhibit B.12 Primary transportation mode .............................................................................................. 140 Exhibit B.13 Consideration of transit as alternative to primary transportation mode ............................ 141 Exhibit B.14 Age ....................................................................................................................................... 141 Exhibit B.15 Employment status .............................................................................................................. 142 Exhibit B.16 Race/ethnicity ...................................................................................................................... 142 Exhibit B.17 Identification as Hispanic/Latino ......................................................................................... 142 Exhibit B.18 Language(s) spoken at home ............................................................................................... 143 Exhibit B.19 English proficiency ............................................................................................................... 143 .......................................................................... 143 .................................................................... 144 ........................................... 144
................................................................................. 144 ............................................................................... 145 ............................................................................................... 145 ................................................................................. 145 .................................... 146
Exhibit B.28 Community survey instrument (English).............................................................................. 147 Exhibit B.29 Community survey instrument (Spanish) ............................................................................ 149 Exhibit B.30 Community survey take-one card ........................................................................................ 151 Exhibit B.31 Community survey direct mail postcard .............................................................................. 152 Exhibit C.1 Frequency of use .................................................................................................................... 154 Exhibit C.2 Frequency of use .................................................................................................................... 154 Exhibit C.3 Length of advance reservation............................................................................................... 155 Exhibit C.4 Reason for riding .................................................................................................................... 155 Exhibit C.5 Trip purpose ........................................................................................................................... 155 Exhibit C.6 Ease of reservation-making .................................................................................................... 156 Exhibit C.7 Ability to obtain ride at desired time ..................................................................................... 156 Exhibit C.8 On-time performance ............................................................................................................ 156 Exhibit C.9 Affordability/reasonableness of price ................................................................................... 157 Exhibit C.10 Courtesy of customer service/reservation staff .................................................................. 157 Exhibit C.11 Information provided to customers ..................................................................................... 157 Exhibit C.12 Service hours ........................................................................................................................ 158 Exhibit C.13 Driver courtesy ..................................................................................................................... 158 Exhibit C.14 Vehicle cleanliness (interior) ................................................................................................ 158 Exhibit C.15 Safety onboard vehicle ........................................................................................................ 159 Exhibit C.16 Overall service ...................................................................................................................... 159 Exhibit C.17 Fare payment ....................................................................................................................... 159
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Exhibit C.18 Fare category ....................................................................................................................... 160 Exhibit C.19 Access to technology............................................................................................................ 160 Exhibit C.20 Travel companion................................................................................................................. 161 Exhibit C.21 Age ....................................................................................................................................... 161 Exhibit C.22 Race/ethnicity ...................................................................................................................... 161 Exhibit C.23 Identification as Hispanic/Latino ......................................................................................... 162 Exhibit C.24 Language spoken at home ................................................................................................... 162 Exhibit C.25 English proficiency ............................................................................................................... 162 Exhibit C.26 Home community................................................................................................................. 163 Exhibit C.27 Use of other transportation modes ..................................................................................... 163 Exhibit C.28 Dial-A-Ride survey instrument ............................................................................................. 164 Exhibit D.1 Community workshop flyer (English) ..................................................................................... 169 Exhibit D.2 Community workshop flyer (Spanish) ................................................................................... 170 Exhibit D.3 Community workshop newspaper advertisement (Visalia Times-Delta) .............................. 171 Exhibit D.4 Community workshop social media ...................................................................................... 172 Exhibit D.5 Community workshop comment card ................................................................................... 175 Exhibit D.6 Community workshop photos ............................................................................................... 176 Exhibit D.1 Fleet inventory ....................................................................................................................... 181 Exhibit D.2 Fleet replacement module, Transit Asset Management Plan (2018) .................................... 182
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1 T (SRTP) is intended to achieve two goals. First, an objective evaluation of both current and recent program performance employing quantitative (measurable) performance criteria as well as subjectively utilizing performance criteria adopted by the City of Visalia as well as -plus year public transit consulting experience. Second, a five- road map
The resulting Operations Plan (Chapter 7) presents sixteen recommendations intended to enhance the day-to-day performance of Visalia Transit, enhance the transit customer experience thereby supporting customer retention, advance new and innovative service alternatives thereby responding to the mobility needs and priorities voiced by the Visalia community (including potential transit riders), and guide the , thereby supporting the continued viability of its
transit program.
As the Short Range Transit Plan project approached completion, the nation began its third year confronting the challenges and impacts of the COVID-19 pandemic. The impact which the pandemic has had on the lives of Visalia residents cannot be understated. Two particular aspects stand out. First, the and are likely to
remain this way for many years to come. Historically, the majority of public transit trips could be attributed to 1) accessing work or employment, 2) accessing education/training, 3) accessing healthcare services, and 4) accessing shopping. The impacts of the COVID-19 pandemic have materially changed the historic travel behavior resulting in significant declines in transit ridership (in Visalia as well as nationally).
The number of Americans working remotely has increased exponentially and full return to traditional (large population) employment settings is not anticipated. Educational institutions (including College of the Sequoias) have successfully implemented distance-learning options, thereby eliminating a long-time source of Visalia Transit weekday ridership. To address the impacts of the pandemic, hospitals and medical clinics (including doctor offices) have changed the very way they operate, in many instances restricting access to facilities for large portions of the population. Utilization of tele-care services has become an increasingly common substitute to the traditional (in- development -a-ride ridership. Lastly, the pandemic has accelerated the development and availability of home delivery services. Today Visalia residents can choose to have ready-to-eat meals, their weekly groceries, and even new vehicles delivered directly to more.
So what does this mean for long-time transit providers such as the City of Visalia? Three words:
Adaptation. Diversification. Innovation.
As a long-time public transit-focused consulting firm, Moore & Associates does not subscribe to the belief that the days of traditional public transit are over. Rather we believe the pandemic serves as an opportunity (an accelerant?) for the overall re-imagining of how public transit can respond to the needs
2 of its existing customers, while also implementing innovative and cost-effective services designed to address the mobility needs and priorities of the larger community. While many Visalia residents continue to rely on Visalia Transit for their day-to-day travel needs, an emerging market segment has expressed a desire for something beyond the 40-foot bus which is typically limited for travel along key arterials.
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performance; give voice to the mobility needs and priorities of transit riders as well as the community at- large; and advance a series of Administrative, Operations, Capital/Technology, and Marketing/Outreach recommendations intended to support the continued development of Visalia Transit; while also providing Financial and Capital Plans outlining how the proposed recommendations can be realized.
In closing, it is our fond hope both the Visalia city council and its staff come to view the Short Range Transit -
transit service
across the next five years.
3 This chapter advances performance measures governing the public transit programs provided by the City of Visalia. Performance measures are also included for the role of public transit in the community, including land-use, planning, and regional connectivity. Establishment of performance measures allows progress toward goals to be tracked and achieved.
In order to evaluate the effectiveness of any transit program, it must be measured against specific goals and standards appropriate to the services it provides and the environment in which it operates. These performance measures are composed of goals, objectives, tactics, and performance standards.
Goals are statements that qualify the desired results. They are the end toward which efforts are directed. They are general and timeless, yet theoretically attainable.
Objectives provide quantifiable measures of the goals. They are more precise and capable of both attainment and measurement.
Once goals and objectives are identified, performance measures can be defined, as well as performance standards against which to measure success.
Performance measures indicate how the objective will be quantified (i.e., Operating Cost per Passenger, completion of a marketing plan, or compliance with ADA standards).
Performance standards set quantifiable targets for achieving the adopted goals (i.e., minimum annual ridership growth, bus stop amenity thresholds, or maintenance guidelines).
adopted mission and vision statements (as developed in the prior Short Range Transit Plan), identify and refine program goals, and provide measures and standards with which to evaluate progress toward those goals.
4 An organization defines its overall purpose and vision for the future through mission and vision statements. A mission statement describes what the organization does, for whom, and to what benefit.
A vision statement is a forward-thinking statement that provides guidance and inspiration across the next five to ten years. Mission and vision statements for Visalia Transit are provided below.
Mission: The overriding purpose of Visalia Transit is to provide a safe, efficient, effective, reliable, and accessible public transportation network that provides economic, social, and environmental value to the community and serves all segments of the population in the City of Visalia, Goshen, Farmersville, Exeter, and surrounding areas.
Vision: Visalia Transit is a leader in applying new technology and innovative solutions toward future progress in improving the value, efficiency, and effectiveness of its services p pace with growth in
populations and incorporate new areas, while maintaining efficiency and effectiveness throughout the system. VT provides leadership for public transportation services in City of Visalia and partnering communities.
As stated above, goals are broad statements providing direction for Visalia Transit. They are supported by measurable objectives. The prior Short Range Transit Plan (completed in 2017) carried forward the four goals included in the prior SRTP. They were:
Goal 1: Operate a high-quality public transportation system (safe, reliable, effective, efficient, and accessible).
Goal 2: Address the growing demand for new services and implement efficient and cost- effective solutions to meet the increasing public transportation needs of the community.
Goal 3: Provide leadership in public transportation for the City, nearby communities, and the industry.
Goal 4: Educate the public about transit services in the area and the benefits of public transportation to the Visalia community.
Despite recent challenges as well as the resulting from the COVID-19 pandemic, Moore & Associates believes these four goals continue to provide an appropriate and relevant framework for Visalia Transit. However, Moore & Associates has restructured the objectives, measures, and standards to more closely reflect the current transit program
operating environment as well as governance and funding considerations. We also added goals to address technology and sustainability.
Goal 5: Enhance the transit customer experience and service productivity through the use of technology.
5 Goal 6: Support environmental responsibility through sustainable practices.
The primary difference between goals and objectives is that objectives can be measured. There may not be a clear way to determine -
however, the City can measure whether the service is reliable (objective). To that end, we have identified supporting objectives for each goal.
Goal 1: Operate a high-quality public transportation system (safe, reliable, effective, efficient, and accessible).
o Objective 1: Improve operational efficiency.
o Objective 2: Improve operational performance.
o Objective 3: Maintain a high degree of reliability.
o Objective 4: Maintain a high degree of safety.
o Objective 5: Identify cost-effective service alternatives for low-performing/low- productivity routes.
o Objective 6: Maintain full staffing and improve driver recruitment and retention. o Objective 7: Increase Dial-A-Ride service productivity.
Goal 2: Address the growing demand for new services and implement efficient and cost- effective solutions to meet the increasing public transportation needs of the community. o Objective 1:
o Objective 2: Introduce transit service to new commercial development through financial partnerships with developers, employers, and tenants. o Objective 3: Continue to function as a key link within the regional transit network. o Objective 4: Identify new modes or services to balance increased demand for service with cost.
Goal 3: Provide leadership in public transportation for the City, nearby communities, and the industry.
o Objective 1: Identify alternate operational funding sources to reduce reliance on passenger fares.
o Objective 2: Earn transit industry recognition.
o Objective 3: Continue to position Visalia Transit as a quality public transit operator within the region.
Goal 4: Educate the public about transit services in the area and the benefits of public transportation to the Visalia community.
o Objective 1: -
dependent riders.
o Objective 2: Enhance Visalia Transi image within the Visalia community at- large.
o Objective 3: Improve customer satisfaction.
6 Goal 5: Enhance the transit customer experience and service productivity through the use of technology.
o Objective 1: Continue to provide and enhance mobile access to trip planning and real-time vehicle tracking.
o Objective 2: Enhance accessibility to non-cash fare media options. o Objective 3: Reduce the average revenue vehicle age and mileage.
Goal 6: Support environmental responsibility through sustainable practices. o Objective 1:
replacement.
Performance measures were developed based on historic system performance and planning activities as well as individual service performance and operations management. The following tables link the objectives to adopted performance measures whenever possible. Actual performance is then compared with recommended performance standards where available. Recommended performance measures and standards are included herein to support the Short Range Transit Plan implementation. Actual performance is discussed further in Chapter 3, System Performance Analysis.
In crafting this chapter, Moore & Associates concluded some of the performance standards included in prior SRTP appeared to be quite ambitious, even before the challenges of the COVID-19 pandemic. While aspirational goals can have a role within a performance measurement and standards framework, they must be realistic. For example, we believe inclusion of a productivity standard (e.g., passengers/VRH) that is nearly ten times greater than recent (pre-COVID) actual productivity performance is of little value. Therefore, some (prior) quantitative standards and/or measures have been revised accordingly. Finally, should a performance or productivity goal be met consistently, then it will need to be adjusted to encourage increased performance or productivity.
7 Goal Objective Performance Measure(s) Prior SRTP Performance Standard
Recommended Performance
Standard
1. Operate a high-quality
public transportation system
(safe, reliable, effective,
efficient, and accessible).
Improve operational
efficiency.
Cost/VRH by mode
(year-over-year
comparison)
Base year + CPI
Base year + CPI
Improve fixed-route
operational
performance.
Passengers/VRH by
individual route (year-
over-year comparison,
assessed quarterly)
15 passengers/VRH
(10 passengers/VRH for new
services in operation for less
than 2 years)
10% improvement over prior
year (8 passengers/VRH for
first 2 years of operation)
Maintain a high
degree of reliability.
On-time performance Fixed-route: greater than 95%
DAR: greater than 90%
Fixed-route: greater than
95%
DAR: greater than 90%
Missed trips Fixed-route: less than 1.0%
DAR: less than 2.0%
Fixed-route: less than 1.0%
DAR: less than 2.0%
Miles between road calls Fixed-route: 14,000 miles
DAR: 10,000
Fixed-route: 14,000 miles
DAR: 10,000
Maintain a high
degree of safety.
Preventable accidents
per 100,000 miles
Less than 1.5 Less than 1.5
Passenger injuries per
100,000 miles
Less than 1.0 Less than 1.0
Identify cost-
effective service
alternatives for low-
performing/low-
productivity routes.
Identify routes with high
Cost/VRH and low
Passengers/VRH
Not measured Low-performing/low-
productivity routes identified
and alternatives considered
Implementation of
alternatives
Not measured Alternatives implemented
Maintain full staffing
and improve driver
recruitment and
retention.
Open staff positions Not measured Lower turnover and higher retention rate from baseline
8 Goal Objective Performance Measure(s) Prior SRTP Performance Standard
Recommended
Performance Standard
1. Operate a high-quality
public transportation system
(safe, reliable, effective,
efficient, and accessible).
Increase Dial-A-Ride
service productivity.
Passengers/VRH (year-
over-year comparison,
assessed quarterly)
Greater than 3.0
passengers/VRH
Greater than 2.0
passengers/VRH
2. Address the growing
demand for new services and
implement efficient and cost-
effective solutions to meet
the increasing public
transportation needs of the
community.
throughout the city
of Visalia.
Percentage of households
within reasonable walking
distance of a transit stop
Fixed-route: 90% of residents
within ¾ mile of a bus stop
Fixed-route: 90% of
residents within ¾ mile of a
bus stop
Introduce transit
service to new
commercial
development
through financial
partnerships with
developers,
employers, and
tenants.
Number of partnerships Not measured Number of partnerships Implementation of service
extension/expansion
Not measured Number of new
locations/new employers
served
Continue to function
as a key link within
the regional transit
network.
Number of transfers to
other transit operators
Not measured At least 2,000 annually
Average wait time for
inter-agency transfers
Not measured Less than 20 minutes
9 Goal Objective Performance Measure(s) Prior SRTP Performance Standard
Recommended
Performance Standard
2. Address the growing
demand for new services and
implement efficient and cost-
effective solutions to meet
the increasing public
transportation needs of the
community.
Identify new modes
or services to balance
increased demand
for service with cost.
Implementation of new
modes/services
Not measured Number of new
modes/services launched or
piloted
Performance/productivity
of new modes/services
Not measured Cost/VRH
Passengers/VRH
3. Provide leadership in public
transportation for the City,
nearby communities, and the
industry.
Identify alternate
operational funding
sources to reduce
reliance on
passenger fares.
Amount of locally-
generated supplemental
revenues
Not measured Greater than or equal to
prior year
Earn transit industry
recognition.
Inclusion in industry
publications
Not measured One or more
horizon
Selection for industry
awards
Not measured One or more
horizon
Continue to position
Visalia Transit as a
quality public transit
operator within the
region.
Number of community
outreach and engagement
activities
Not measured Greater than or equal to the
number of activities pre-
pandemic
10 Goal Objective Performance Measure(s) Prior SRTP Performance Standard
Recommended
Performance Standard
4. Educate the public about
transit services in the area and
the benefits of public
transportation to the Visalia
community.
Expand Visalia
base beyond the
historic transit-
dependent.
Bi-annual customer survey
alternatives to transit
Not measured Percentage of respondents
indicating both possession
of a driver license and
access to a personal vehicle
or those indicating a viable
alternative to transit
greater than baseline.
Enhance Visalia
image
within the Visalia
community at-large.
Bi-annual customer survey
perception of transit
Not measured Rating of 3.0 or better (on a
4-point scale) with respect
to approval of/support for
transit.
Community survey
perception of transit
Not measured Rating of 3.0 or better (on a
4-point scale) with respect
to approval of/support for
transit.
Improve customer
satisfaction.
Bi-annual customer survey
satisfaction
Rating of 3.0 or better Rating of 3.0 or better (on a
4-point scale) with respect
to overall satisfaction.
Complaints per 100,000
customer boardings
Fixed-route: Less than 100 Fixed-route: Less than 100
11 Goal Objective Performance Measure(s) Prior SRTP Performance Standard
Recommended
Performance Standard
5. Enhance the customer
experience and service
productivity through the use
of technology.
Continue to provide
and enhance mobile
access to trip
planning and real-
time vehicle
tracking.
Mobile app downloads Not measured Number of downloads
increases over previous
year
Reduction in call center
volume
Not measured Number of calls less than
previous year
Enhance
accessibility to non-
cash fare media
options.
Pass sales Not measured Overall pass sales greater
than previous year
Introduction of mobile
ticketing
Not measured Increased usage year-over-
year once introduced
Reduce the average
revenue vehicle age
and mileage.
Average vehicle age Not measured Lower than previous year Average vehicle mileage Not measured Lower than previous year
6. Support environmental
responsibility through
sustainable practices.
environmental
impact through
strategic fleet
replacement.
Fleet mix of Zero-Emission
Buses (ZEBs).
Compliance with ICT
legislation.
Not measured Greater than 8.1% of
Visalia Transit fixed-route
fleet (baseline)
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13 The purpose of this chapter is to provide a brief summary of the key data arising from the projects three survey activities: 1) dial-a-ride customer survey, 2) fixed-route (local bus service) customer survey, and 3) community survey.
To assess dial-a-ride customer satisfaction as well as program performance, Moore & Associates conducted a self-administered survey of recent dial-a-ride customers. A bilingual questionnaire was distributed via first class mail to 465 individuals listed w -a-ride user database. The
survey mailer included a postage-paid reply envelope to facilitate survey return. To encourage participation, each person responding in advance of the stipulated response deadline was entered into a random drawing for one of three 50-dollar VISA gift cards.
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actual sample size was 445. Seventy valid responses were received translating to a participation rate of approximately 16 percent.
-a-ride
user. Key characteristic include:
Is age 62 years or above (65 percent).
Ride three or more times weekly (38 percent).
Resides within Visalia (83 percent).
Most common trip purpose is to access healthcare services (56 percent).
Has access to the internet (52 percent), uses text messaging (52 percent), and owns a smart phone (56 percent).
service (90 percent).
Based on the customer profile along with the overall survey data, we conclude 1) there is very high overall customer satisfaction, 2) there is little potential for possible mode- -route bus service, and 3) the program policies and procedures appear to be effective.
14 In early September 2021, a team of bilingual surveyors conducted an intercept survey across all Visalia -Line service linking Visalia and Fresno,
nor the SEKI service linking Visalia and Sequoia National Park. Persons not wishing to complete the survey while onboard the bus had the option of completing the survey online. To encourage participation, each person responding in advance of the stipulated response deadline was entered into a random drawing for a series of VISA gift cards.
Despite a ridership decline of approximately 40 percent (due chiefly to the impacts of the COVID-19 pandemic, a sample size of nearly 400 was achieved. This translates to a data confidence level of 95 percent and a margin of error of five percent.
service rider. Key characteristics include:
Is age 18-44 (48 percent).
Is currently employed (32 percent).
Most common trip purpose is to access
Lacks access to a personal vehicle (79 percent).
Lives in a household with an annual income of less than $25,000 (38 percent).
Rides three or more times weekly (50 percent).
Most preferred services enhancements:
o
)
local bus service (93.2 percent).
Based on the customer profile along with the overall survey data, we conclude 1) there is very high customer satisfaction, 2) there is a high degree of transit-dependency exhibited by the core customer group, and 3) introduction of the preferred service improvement would result in ridership growth (that is, additional weekly rides by the core customer group).
The community survey had several objectives including: 1) assess awareness as well as recent use of regarding current as well as future/potential use of Visalia Transit, 3) collect basic demographic data specific to survey participants, and 4) identify opportunities for potential Visalia Transit service enhancements.
15 Survey fielding was conducted in September 2021 at locations of significant public activity throughout the Visalia Transit local service area as well as online. Printed survey questionnaires were also available at each of the Community workshops.
Three community workshops were conducted in September 2021 to findings, and as an opportunity for Visalia residents to discuss their mobility needs and priorities. The sessions were held at the Visalia Convention Center as well as the College of the Sequoias main campus.
Real-time Spanish interpretation was available at each session.
The online survey was promoted via 1) City of Visalia social media messaging, 2) display advert in the Visalia Times-Delta, and 3) a direct mailer (postcard) to nearly 29,000 households throughout Visalia. A response or participation incentive was included (i.e., random drawing for a selection of VISA gift cards).
At the conclusion of the survey participation period, nearly 250 valid responses were received (nearly 2.5
Based on respondent profile.
Ready access to a personal vehicle (84 percent).
percent).
Propensity to use public transit in the future (86 percent).
Believes public transit provides a valuable community service (88 percent).
Believes public transit supports the local economy (85 percent).
Believes public transit is an important service for seniors and persons with disabilities (93 percent).
Based on the respondent profile as well as the overall survey data, we conclude:
1) Visalia Transit is perceived as a valuable community service (by both riders and non-riders alike). 2) The personal vehicle remains the greatest competition to public transit. 3) Visalia Transit is positively positioned as a future mobility option within a significant portion of current non-riders.
4) Targeted marketing (e.g., single-vehicle households, households within close proximity of a Visalia Visalia Transit marketing.
5) -à-vis attracting non-transit riders) are convenience, ease-of-use, and savings.
The full survey narrative with data exhibits is
16 This page intentionally blank.
17 The purpose of this chapter is to provide an assessment of current and past system performance. This chapter includes a fare structure review (including peer review), service performance analysis by mode, evaluation of progress toward existing service standards, and evaluation of organizational structure.
The current fare structure has been in effect since February 1, 2021. The local and demand-response fare structure is relatively simple. The local fixed-route service offers a base cash fare as well as one-day, seven-day, and 31-day passes at two different fare levels (general public and discounted).
All discounted fare categories are eligible for the same discounted fare. A separate promotional pass (Half-off Pass) has limited availability to new riders. Monthly and mid-monthly regional T-Passes are also honored on Visalia T
Exhibit 3.1.1 Fixed-route fare structure local service General
Public Discounted* Children+
Visalia Transit
Cash fare (one-way) $1.75 $0.85 Free
Day pass $3.50 $2.50 N/A
7-day pass $14.00 $7.50 N/A
31-day pass $50.00 $30.00 N/A
Half-off Pass (HOP)^ $25.00 N/A N/A
Monthly Regional T-Pass $55.00 N/A N/A
Mid-month Regional T-Pass $30.00 N/A N/A
*Discounted fares available to seniors (age 65+), persons with disabilities, Medicare cardholders, and active military (and families). +Up to two children age 6 or younger ride free with a fare-paying passenger.
Additional children must pay the full cash fare.
^The Half-off Pass is available to new riders only.
Purchase of any monthly pass (or reloadable fare card) makes the user eligible for the Rider Rewards program, which offers discounts or special offers at affiliated merchants throughout Visalia. Riders simply present their bus pass to participating businesses to receive the rewards.
Visalia Transit does not currently offer a transfer but does offer a day pass. The general public day pass is priced equal to two one-way fares, while the discounted day pass is nearly the same as three one-way
18 fares. Federal Transit Administration guidance regarding the Americans with Disabilities Act (ADA)1 does not address reduced fares on fixed-route service, only providing guidance specific to fare pricing for ADA complementary paratransit service. However, this inconsistency between the value provided by the day pass could be viewed as discriminatory. Similar issues are noted for the seven-day and 31-day passes.
Visalia Transit also operates two external services: V-Line and Sequoia Shuttle. V-Line offers a general public and discounted fare, although the requirements for the discounted fare are slightly different than the local service routes (For example, students are eligible for the V-Line discounted fare). Four fare products are available the one-way base fare as well as 10-, 20-, and 40-ride punch passes. Sequoia Shuttle offers a single fare for all riders a $20 round-trip fare between Visalia and Sequoia National Park.
Bus service inside the park is free.
Exhibit 3.1.2 Fixed-route fare structure external services General
Public Discounted*
V-Line
One-way/single ride $10.00 $9.00
10-ride punch pass $90.00 $80.00
20-ride punch pass $160.00 $140.00
40-ride punch pass $280.00 $240.00
Sequoia Shuttle
External shuttle (round-trip) $20.00 N/A
Internal shuttle Free Free
*V-Line discounted fares available to students, seniors, persons with disabilities, and veterans.
-response service offers just three fare products: cash fare, monthly Fast Pass, and 10-ride punch pass. There are two fare levels (general public and discounted) for the cash fare and punch pass. The monthly Fast Pass is available to ADA-certified riders only.
Exhibit 3.1.3 Demand-response fare structure
Discounted* General
Public Children+
Cash fare (one-way) $2.25 $4.00 Free
Monthly fast pass (ADA only) $75.00 N/A N/A
10-ride punch pass $22.50 $40.00 N/A
*Discounted fares available to seniors (age 65+), persons with disabilities, Medicare cardholders, and active military.
+Up to two children age 6 or younger ride free with a fare-paying passenger.
Additional children must pay the full cash fare.
1 Transportation, 4 November 2015.
19 During the first eight months of FY 20202,3 (July 2019 through February 2020), only 36.6 percent of fixed- route riders paid full-fare (either cash or by purchasing a full-fare pass). Nearly 30 percent (29.5 percent) of riders traveled on a reduced fare (senior, disabled, military, or free). Regional T-Pass users comprised 14 percent of riders, while another 13.3 percent traveled using a College of the Sequoias transit sticker.
Less than two percent of all riders used a Half-Off Pass (HOP), while less than one percent transferred from the former Tulare County Transit service.
Day passes were the most popular pass type, and were used on 28.9 percent of rides. Monthly passes (including the ADA Fast Pass and Rider Rewards pass) were used on 16.8 percent of rides. Weekly passes were the least used, comprising just 7.1 percent of rides. Together, use of these three passes far outweighed cash fares, which were used on just 13.9 percent of rides.
Overall, more than two-thirds of the rides made during this period (68.7 percent) reflect a purchased pass of some kind. If the College of the Sequoias pass is added to this, that figure rises to 81.9 percent. It is apparent multi-ride passes are very appealing to Visalia Transit customers. This should be taken into account as fare adjustments are considered in the future.
Fare collection was suspended between April 8, 2020 and January 2021 in response to the COVID-19 pandemic. Fare collection resumed on February 1, 2021. During the last five months of FY 2021, there was a higher incidence in the use of cash fares. This is likely due to the uncertain nature of the COVID-19 pandemic, which undoubtedly influenced decisions about whether or not to invest in a multi-ride pass, as well as the near total elimination of College of the Sequoia rides from the mix of fare payment options.
During those months, 22.2 percent of rides were paid using cash, while 71.7 percent were paid with a pass. Day passes were the most frequently used, followed by monthly passes.
For the peer fare review, we identified four peers operating within central California, each in an environment similar to Visalia. The peers are Golden Empire Transit (GET) (Bakersfield), Fresno Area Express (Fresno), The Bus (Merced County), and Kings Area Rural Transit (KART) (Kings County). Tulare
It should be noted Tulare has joined with other transit operators in Tulare county to form Tulare County Regional Transit. At , it was unclear what the consolidated fare structure would be.
Visalia has the highest fixed-route base fare at $1.75, followed by GET ($1.65), Merced and TIME ($1.50), KART ($1.25), and Fresno ($1.00). Fresno and TIME offer a free transfer; all other peers, as well as Visalia, offer a day pass instead. Visalia and Merced offer the best value general public day pass (equal to two one-
to 3.2 times the base one-way fare.
2 It should be noted the data shown here was recorded prior to the fare change in February 2021. 3 -19 pandemic in March
2020.
20 All peers offer a variety of non-cash fare media as well as cash fares. Four of the five peers offer reduced or discounted fixed-route fares for seniors, persons with disabilities, and Medicare cardholders. The fifth (Merced) implemented a program that allows it to provide rides to those groups for free. All offer some form of free rides for young children, although Fresno allows all children up to age 12 to ride for free.
Most offer free or reduced fares for active military and/or veterans as well. Merced, TIME, and KART offer discounted student monthly passes.
-lowest of the peers. The lowest is Fresno, which at $1.25 is just 25 cents higher than the fixed-route fare. At
TIME ($2.00), with GET and Merced both priced at $3.00. Only Visalia and TIME offer a general public fare for Dial-A-Ride. Visalia is one of just two peers that provides an unlimited monthly pass for ADA -
ride pass for paratransit.
Given Visalia
current fare structure (pricing), there is likely to be little customer tolerance for a fare increase. The exception may be if Visalia Transit can provide a significant benefit to customers that will accompany the fare change. In other words, it is unlikely a fare increase would be tolerated for simply continuation of the current service level.
21 Exhibit 3.1.4 Peer fares
Visalia Transit Tulare (TIME) Bakersfield
(GET) Fresno (FAX) Merced (The
Bus) Kings County (KART)
Fixed-Route
Base one-way
fare (general
public)
$1.75 $1.50 $1.65 $1.00
Local: $1.50;
Intercity:
$3.00
Local: $1.25
Out of town: $1.75
Discounted/
reduced one-
way fare
Senior (65+):
$0.85
Medicare: $0.85
Disabled: $0.85
Children: Free (6
and under; up
to 2)
Active military:
$0.85
Senior (65+):
$0.75
Medicare: $0.75
ADA: $0.75
Active military:
$0.75
Children: Free (5
and under; up to
2)
ADA PCA: Free
Senior (65+):
$0.80
Medicare: $0.80
Disabled: $0.80
Children: Free
(under age 6; up
to 3)
Senior (65+):
$0.50
Medicare: $0.50
Disabled: $0.50
Children: Free for
age 12 and under
Active military:
Free
Veteran: Free
Senior: Free
Disabled: Free
Children: Free
(under 46
inches)
Active
military: Free
Veteran: Free
Senior: $0.60 local/
$0.85 out of town
Disabled: $0.60 local/
$0.85 out of town
Children: Free (6 years
and under)
Active military: $0.60
local/ $0.85 out of town
Veteran: $0.60 local/
$0.85 out of town
Transfers None Free None
Free; up to 2
transfers in a
single direction
within 90
minutes
None None
Day pass Regular: $3.50
Reduced: $2.50 None Regular: $3.55
Reduced: $1.70 None
Local: $3.00
Intercity:
$6.00
Local: $4.00
Out of town: $5.50
7-day pass Regular: $14.00
Reduced: $7.50 None None None Local: $20.00 None
15-day pass None None
Regular: $30.00
Reduced:
$13.75
None None None
22 Visalia Transit Tulare (TIME) Bakersfield
(GET) Fresno (FAX) Merced (The
Bus) Kings County (KART)
31-
day/monthly
pass
Regular: $50.00
Reduced:
$30.00
Regular: $40.00
Reduced: $20.00
Student: $33.00
Regular: $45.00
Reduced:
$22.00
Regular: $36.00
Reduced: $18.00
Local: $60.00
Local
(student):
$45.00
Local (regular): $50.00
Out of town (regular):
$60.00
Local (reduced): $40.00
Out of town (reduced):
$50.00
10-ride pass None None None Regular: $9.00
Reduced: $4.50 None Local: $10.00
Out of town: $14.00
Dial-A-Ride/ADA Paratransit
Base one-way
fare (general
public)
$4.00 $3.25 None None None None
Discounted/
reduced one-
way fare
ADA: $2.25
Senior (65+):
$2.25
Disabled: $2.25
Medicare: $2.25
Active military:
$2.25
ADA: $2.00
PCA: Free
Children (7 and
under with fare-
paying adult):
$1.25
Children without
fare-paying
adult: $2.50
ADA: $3.00
ADA: $1.25
Companion:
$1.25
PCA: Free
Local: $3.00
Intercity:
$6.00
ADA: $2.50 ($5.00 if
outside service area)
Companion: $2.50
Children: $2.50
PCA: Free
Monthly pass ADA: $75.00 None None ADA: $36.00 None None 10-ride pass
Regular: $40.00
Reduced:
$22.50
General public:
$32.50
ADA: $20.00
ADA: $30.00 None None $25.00
23 In reviewing fixed-route performance, Moore & Associates sought to use metrics that would look at pre- COVID and later-COVID performance; the former for historic comparison and the latter for current performance. Therefore, we elected to utilize the following time periods in the system analysis:
Year 1: March 2018 February 2019
Year 2: March 2019 February 2020
Year 3: January 2021 June 2021
Although data for Year 3 does not represent a full year, extrapolation to a full 12 months is provided, and calculation of performance indicators based on the actual data allows for an accurate comparison.
The City of Visalia does not track operating cost by route. Therefore, in order to calculate this metric, Moore & Associates used the total operating cost for each period above divided by the total number of vehicle revenue hours operated during that period. That cost per hour was then applied to the number of vehicle revenue hours operated by each route to get operating cost by route.
Visalia Transit currently operates 13 local routes. Route 3 service ended in January 2020. As such, no route-specific analysis was provided within this section since it is no longer operating. Route 17 service was launched on October 10, 2021. Given this route operated outside of the dates used within this section, no route-specific analysis is provided in this section. As a result, only 12 routes are profiled herein.
In the years immediately prior to onset of the COVID pandemic, Visalia -route service operated approximately 1.8 million vehicle revenue miles and between 125,000 and 150,000 vehicle revenue hours annually. Ridership was strongest in Year 1, decreasing 10 percent in Year 2. Fare revenues decreased accordingly in the second year, though operating cost also decreased slightly. Following the upheaval of the initial months of the COVID-19 pandemic, Year 3 shows significant decreases in all metrics, with ridership being the most significantly impacted (down nearly 70 percent).
Exhibit 3.2.1 presents system performance metrics for the three years discussed previously. Two sets of metrics are shown for Year 3. The first represents actual performance for the specified eight-month period. The second extrapolates the data for 12 months based on the first eight months of the year. This -to-
24 Exhibit 3.2.1 Fixed-route Performance Metrics
Year 1 Year 2 Year 3
(6 months)
Year 3
(12 months est.)
Vehicle revenue hours 129,575.03 125,304.32 54,859.68 109,807.82 Vehicle revenue miles 1,793,781.03 1,761,113.83 819,683.00 1,639,366 Ridership 1,302,051 1,169,871 248,422 496,844
Fare revenue $583,204.81 $553,137.05 $152,964 $305,927
Operating cost $10,058,243.80 $10,735,600.90 $5,267,101.37 $10,534,202.76
25 Exhibit 3.2.2 Fixed-route vehicle revenue miles/vehicle revenue hour Exhibit 3.2.3 Fixed-route passengers/vehicle revenue hour
Exhibit 3.2.4 Fixed-route passengers/vehicle revenue mile Exhibit 3.2.5 Fixed-route average fare/passenger
Exhibit 3.2.6 Fixed-route operating cost/vehicle revenue hour Exhibit 3.2.7 Fixed-route operating cost/passenger
13.84 14.05
14.94 13.00
13.50 14.00
14.50 15.00
15.50 Year 1 Year 2 Year 3
10.05 9.34
4.53 0.00
2.00 4.00
6.00 8.00
10.00 12.00
Year 1 Year 2 Year 3
0.73 0.66
0.30 0.00
0.20 0.40
0.60 0.80
Year 1 Year 2 Year 3
$0.45 $0.47
$1.59
$0.00
$0.50
$1.00
$1.50
$2.00
Year 1 Year 2 Year 3
$77.62 $85.68 $96.01
$0.00
$20.00
$40.00
$60.00
$80.00
$100.00
$120.00
Year 1 Year 2 Year 3
$7.72 $9.18
$21.20
$0.00
$5.00
$10.00
$15.00
$20.00
$25.00
Year 1 Year 2 Year 3
26 Exhibit 3.2.8 Fixed-route system map
1 2
4 5
6 7
8 9
12 11x
15 16
17 To Tulare
27 Route 1 travels between the Visalia Transit Center in downtown Visalia and Government Plaza via Mooney Blvd. The route also serves Recreation Park, College of the Sequoias, Visalia Mall, and Sequoia Mall.
Service is provided between 6:00 a.m. and 9:48 p.m. Monday through Friday, and between 8:00 a.m. and 7:00 p.m. on Saturday and Sunday. Weekday frequency is 15 minutes throughout most of the day, increasing to 30 minutes after 7:00 p.m. Frequency on Saturday and Sunday is 20 minutes.
Exhibit 3.2.9 Route 1 Performance Metrics
Year 1 Year 2 Year 3
(6 months)
Year 3
(12 months est.)
Vehicle revenue hours 19,430.19 19,215.70 9,523.99 19,047.98 Vehicle revenue miles 203,121.53 202,528.00 101,342.00 202,684.00 Ridership 377,419.00 340,857.00 71,471.00 142,936
Fare revenue $113,048.10 $109,656.18 $34,651.68 $69,303.36 Operating cost $1,508,265.81 $1,646,328.60 $814,402.36 $1,828,804.72
With respect to productivity (defined as passengers per vehicle revenue hour), Route 1 has consistently ranked as the most productive. Prior to onset of the COVID pandemic stood at 19.42 in Year 1 and 17.74 in Year 2. While this indicator dropped to 7.50 in Year 3, Route 1 still outperforms all other routes.
Route 2 travels between the Visalia Transit Center in downtown Visalia and the Visalia Medical Clinic primarily via Court, Caldwell, and Akers. The route also serves Kaweah Delta Urgent Care. Service is provided between 6:00 a.m. and 9:46 p.m. Monday through Friday, and between 8:00 a.m. and 6:46 p.m. on Saturday and Sunday. Frequency is 30 minutes across all service days.
Exhibit 3.2.10 Route 2 Performance Metrics
Year 1 Year 2 Year 3
(6 months)
Year 3
(12 months est.)
Vehicle revenue hours 14,806.16 30,242.13 6,989.55 13,979.10 Vehicle revenue miles 171,235.60 187,023.38 84,305.00 168,610.00 Ridership 151,621.00 136,421.00 36,238.00 72,476.00 Fare revenue 73,112.66 $70,130.40 $34,651.68 $69,303.36 Operating cost $1,351,263.38 $1,364,126.03 $671,069.69 $1,342,139.38
With respect to productivity (defined as passengers per vehicle revenue hour), Route 2 has been somewhat inconsistent. Prior to onset of the COVID pandemic at 10.24 (sixth of 13 routes) in Year 1 and 4.51 (tenth of 13 routes) in Year 2. This indicator rebounded to
5.18 in Year 3, placing Route 2 as third out of 12 routes.
28 Route 4 travels between the Visalia Transit Center in downtown Visalia and the Visalia Medical Clinic primarily via Court, Tulare, and Akers. Service is provided between 6:00 a.m. and 9:51 p.m. Monday through Friday, and between 8:00 a.m. and 6:51 p.m. on Saturday and Sunday. Frequency is generally 30 minutes on all service days, dropping to 60 minutes during later evening hours on weekdays.
Exhibit 3.2.11 Route 4 Performance Metrics
Year 1 Year 2 Year 3
(6 months)
Year 3
(12 months est.)
Vehicle revenue hours 9,940.23 9,805.02 4,695.80 9,391.60 Vehicle revenue miles 114,803.00 114,323.00 57,410.00 114,820.00 Ridership 114,523.00 98,642.00 22,673.00 45,346.00 Fare revenue $57,240.39 $50,511.11 $14,221.18 $28,442.36 Operating cost $925,451.63 $937,524.83 $450,845.7 $901,691.54
With respect to productivity (defined as passengers per vehicle revenue hour), Route 4 has been consistently in the top half with respect to ranking. Prior to onset of the COVID pandemic passengers/revenue hour stood at 11.52 (fourth of 13 routes) in Year 1 and 10.06 (fifth of 13 routes) in Year 2. This indicator stood at 4.83 in Year 3, placing Route 4 as sixth out of 12 routes.
Route 5 travels between the Visalia Transit Center in downtown Visalia and the Visalia Medical Clinic primarily via Ben Maddox, Walnut, and Akers. Service is provided between 6:00 a.m. and 9:55 p.m.
Monday through Friday, and between 8:00 a.m. and 6:55 p.m. on Saturday and Sunday. Frequency is 30 to 45 minutes throughout the day on weekdays and 30 minutes on Saturday and Sunday.
Exhibit 3.2.12 Route 5 Performance Metrics
Year 1 Year 2 Year 3
(6 months)
Year 3
(12 months est.)
Vehicle revenue hours 10,381.91 10,192.53 4,927.72 9,855.44 Vehicle revenue miles 141,440.00 140,539.00 70,120.00 140,240.00 Ridership 75,236.00 73,087.00 20,494.00 40,988.00 Fare revenue $36,944.71 $36,885.27 $13,612.84 $27,225.68 Operating cost $940,063.25 $968,492.68 $473,112.51 $946,225.02
With respect to productivity (defined as passengers per vehicle revenue hour), Route 5 has been consistently in the lower half with respect to ranking. Prior to onset of the COVID pandemic passengers/revenue hour stood at 7.25 (ninth of 13 routes) in Year 1 and 7.17 (eighth of 13 routes) in Year
2. This indicator stood at 4.16 in Year 3, placing Route 5 as seventh out of 12 routes.
29 Route 6 travels between the Visalia Transit Center in downtown Visalia and the Visalia Medical Clinic primarily via Second and Third, Houston, Goshen, and Akers. Service is provided between 6:00 a.m. and 9:55 p.m. Monday through Friday, and between 8:00 a.m. and 6:55 p.m. on Saturday and Sunday.
Frequency is 60 minutes across all service days.
Exhibit 3.2.13 Route 6 Performance Metrics
Year 1 Year 2 Year 3
(6 months)
Year 3
(12 months est.)
Vehicle revenue hours 10,179.74 8,959.75 2,646.27 5,292.54 Vehicle revenue miles 173,859.00 208,218.22 29,434.00 58,686.00 Ridership 61,965.00 54,915.00 16,559.00 33,118.00 Fare revenue $37,247.43 $34,366.65 $9,523.84 $19,047.68 Operating cost $927,771.25 $1,815,587.44 $254,069.52 $508,139.04
With respect to productivity (defined as passengers per vehicle revenue hour), Route 6 toward the bottom with respect to ranking prior to onset of the COVID pandemic at 6.09 (tenth of 13 routes) in Year 1 and 6.13 (ninth of 13 routes) in Year 2. However, this indicator stood at 6.26 in Year 3, placing Route 6 as second out of 12 routes.
Route 7 travels between the Visalia Medical Clinic and the Target Shopping Center primarily via Akers, Riggin, Ferguson, and Dinuba Rd. Service is provided between 6:00 a.m. and 9:48 p.m. Monday through Friday, and between 8:00 a.m. and 5:48 p.m. on Saturday and Sunday. Frequency is 60 minutes across all service days.
Exhibit 3.2.14 Route 7 Performance Metrics
Year 1 Year 2 Year 3
(6 months)
Year 3
(12 months est.)
Vehicle revenue hours 17,821.97 15,496.15 2,519.08 5,038.16 Vehicle revenue miles 230,047.90 207,958.00 37,627.00 75,254.00 Ridership 158,534.00 131,726.00 4,089.00 8,178.00 Fare revenue $74,048.70 $63,171.44 $2,350.31 $4,700.62 Operating cost $1,579,765.25 $923,326.20 $241,867.95 $483,735.90
With respect to productivity (defined as passengers per vehicle revenue hour), Route 7 stood in the middle with respect to ranking prior to onset of the COVID pandemic at 8.90 (seventh of 13 routes) in Year 1 and 8.50 (sixth of 13 routes) in Year 2. However, this indicator dropped to 1.62 in Year 3, placing Route 7 as eleventh out of 12 routes.
30 Route 8 travels between the Target Shopping Center and the Visalia Transit Center in downtown Visalia p
6:00 a.m. and 10:07 p.m. Monday through Friday, and between 7:45 a.m. and 6:52 p.m. on Saturday and Sunday. Frequency is 30 to 45 minutes throughout the day across all service days.
Exhibit 3.2.15 Route 8 Performance Metrics
Year 1 Year 2 Year 3
(6 months)
Year 3
(12 months est.)
Vehicle revenue hours 8,934.59 9,180.94 4,916.05 9,832.10 Vehicle revenue miles 111,587.00 117,842.23 73,796.00 147,592.00 Ridership 75,636.00 68,937.00 19,830.00 9,660.00
Fare revenue $32,711.54 $32,892.06 $11,593.38 $23,186.76 Operating cost $818,940.50 $877,094.29 $471,992.07 $943,984.14
With respect to productivity (defined as passengers per vehicle revenue hour), Route 8 has been consistently in the lower half with respect to ranking. Prior to onset of the COVID pandemic passengers/revenue hour stood at 8.47 (eighth of 13 routes) in Year 1 and 7.51 (seventh of 13 routes) in Year 2. In Year 3, this indicator stood at 4.03, placing Route 8 as eighth out of 12 routes.
Route 9 travels between the Visalia Transit Center in downtown Visalia and Exeter via Farmersville. Service is provided between 6:00 a.m. and 8:47 p.m. Monday through Friday, and between 8:00 a.m. and 6:17 p.m. on Saturday and Sunday. Frequency is 45 minutes on weekdays and 90 minutes on Saturday and Sunday.
Exhibit 3.2.16 Route 9 Performance Metrics
Year 1 Year 2 Year 3
(6 months)
Year 3
(12 months est.)
Vehicle revenue hours 8,266.03 8,050.50 3,995.10 7,910.20 Vehicle revenue miles 151,302.00 149,600.00 77,973.00 155,946.00 Ridership 87,253.00 85,099.00 20,438.00 40,876.00 Fare revenue $62,998.35 $66,281.21 $18,302.49 $36,604.98 Operating cost $748,360.38 $770,281.61 $379,730.84 $759,461.68
With respect to productivity (defined as passengers per vehicle revenue hour), Route 9 has been consistently in the top half with respect to ranking. Prior to onset of the COVID pandemic passengers/revenue hour stood at 10.56 (fifth of 13 routes) in Year 1 and 10.57 (fourth of 13 routes) in Year 2. This indicator stood at 5.17 in Year 3, placing Route 9 as fourth out of 12 routes.
31 Route 11X is an express route traveling between the Visalia Transit Center in downtown Visalia and the Tulare Transit Center in downtown Tulare, with additional stops at the County Civic Center and College of the Sequoias. Service is provided between 6:30 a.m. and 9:30 p.m. Monday through Friday, and between 8:30 a.m. and 6:30 p.m. on Saturday and Sunday. Frequency is generally 30 minutes across all service days.
Exhibit 3.2.17 Route 11X Performance Metrics
Year 1 Year 2 Year 3
(6 months)
Year 3
(12 months est.)
Vehicle revenue hours 4,885.47 4,840.26 2,398.74 4,797.48 Vehicle revenue miles 154,196.00 157,755.00 77,844.00 155,688.00 Ridership 60,161.00 57,364.00 11,908.00 23,816.00 Fare revenue $30,827.44 $31,164.10 $8,910.18 $17,820.36 Operating cost $483,176.75 $458,307.42 $230,304.05 $460,608.10
With respect to productivity (defined as passengers per vehicle revenue hour), Route 11X has been consistently in the top half with respect to ranking. Prior to onset of the COVID pandemic passengers/revenue hour stood at 12.31 (third of 13 routes) in Year 1 and 11.85 (third of 13 routes) in Year 2. This indicator stood at 4.96 in Year 3, placing Route 11X as fifth out of 12 routes.
Route 12 travels between Sequoia Mall in Visalia and Farmersville primarily via Caldwell/Visalia Rd. and Mooney Blvd. Service is provided between 6:00 a.m. and 9:37 p.m. Monday through Friday, and between 7:57 a.m. and 6:37 p.m. on Saturday and Sunday. Frequency is 60 minutes across all service days.
Exhibit 3.2.18 Route 12 Performance Metrics
Year 1 Year 2 Year 3
(6 months)
Year 3
(12 months est.)
Vehicle revenue hours 4,979.48 5,033.15 2,508.56 5,017.12 Vehicle revenue miles 89,062.00 72,856.00 36,722.00 73,444.00 Ridership 28,926.00 19,971.00 5,306.00 10,612.00
Fare revenue $22,811.24 $14,951.00 $4,366.08 $8,732.16 Operating cost $463,294.13 $490,328.78 $240,847.92 $481,695.84
With respect to productivity (defined as passengers per vehicle revenue hour), Route 12 has been consistently in the lower half with respect to ranking. Prior to onset of the COVID pandemic passengers/revenue hour stood at 5.81 (eleventh of 13 routes) in Year 1 and 3.97 (eleventh of 13 routes) in Year 2. In Year 3, this indicator stood at 2.12, placing Route 12 as tenth out of 12 routes.
32 Route 15 travels between the Visalia Transit Center in downtown Visalia and Goshen via Mineral King/Noble, Shirk, Doe, and Goshen. The route also serves the Visalia Medical Clinic, Visalia Airport, Plaza Park, and Industrial Park. Service is provided between 6:00 a.m. 10:20 p.m. Monday through Friday, and between 7:30 a.m. and 6:35 p.m. on Saturday and Sunday. Frequency is 45 minutes on all service days.
Exhibit 3.2.19 Route 15 Performance Metrics
Year 1 Year 2 Year 3
(6 months)
Year 3
(12 months est.)
Vehicle revenue hours 4,537.04 5,500.26 4,913.10 9,826.20 Vehicle revenue miles 74,569.00 89,240.00 94,337.00 188,674.00 Ridership 13,982.00 18,084.00 12,429.00 24,858.00 Fare revenue $6,609.31 $9,493.73 $9,716.39 $19,432.78 Operating cost $439,187.00 $520,514.28 $471,708.83 $943,417.66
With respect to productivity (defined as passengers per vehicle revenue hour), Route 15 has been consistently in the lower half with respect to ranking. Prior to onset of the COVID pandemic passengers/revenue hour stood at 3.08 (twelfth of 13 routes) in Year 1 and 3.29 (twelfth of 13 routes) in Year 2. In Year 3, this indicator stood at 2.53, placing Route 15 as ninth out of 12 routes.
Route 16 travels between Sequoia Mall and the Target Shopping Center via Caldwell, Demaree, and Riggin.
The route also serves the Riverway Sports Park on request. Service is provided between 6:00 a.m. and 9:51 p.m. Monday through Friday, and between 8:00 a.m. and 6:51 p.m. on Saturday and Sunday. Service frequency is 30 minutes on weekdays and 60 minutes on Saturday and Sunday.
Exhibit 3.2.20 Route 16 Performance Metrics
Year 1 Year 2 Year 3
(6 months)
Year 3
(12 months est.)
Vehicle revenue hours 9,833.01 9,763.90 4,865.72 9,731.44 Vehicle revenue miles 116,881.00 124,763.00 78,773.00 157,546.00 Ridership 17,824.00 18,358.00 6,987.00 13,974.00
Fare revenue $10,069.22 $10,939.99 $5,086.33 $10,172.66 Operating cost $904,163.75 $955,921.95 $467,159.86 $934,319.72
With respect to productivity (defined as passengers per vehicle revenue hour), Route 16 has been consistently last with respect to ranking. Prior to onset of the COVID pandemic passengers/revenue hour stood at 1.81 in Year 1 and 1.88 in Year 2. In Year 3, this indicator stood at 1.44.
33 Route 11 is the most productive in terms of revenue miles per revenue hour (Exhibit 3.2.21). This is due to the intercity nature of the route, which travels between Visalia and Tulare and has very limited stops.
Prior to the COVID-19 pandemic, Route 6 saw good performance with this metric. Since COVID, Routes 9 and 15 are the next highest performers after Route 11.
Route 1 is consistently the most productive in terms of passengers per revenue hour (Exhibit 3.2.22), and is the only route to meet the standard of 15 passengers per hour. Prior to onset of the COVID pandemic, Routes 11 and 4 were the next-highest performing. However, since COVID, Route 6 has become the second-highest performer, followed by Routes 2 and 9.
Not surprisingly, Route 1 is also the most productive route with respect to passengers per revenue mile (Exhibit 3.2.23). It is one of just two routes (the other is Route 4) that have been above one passenger per mile within the three years analyzed. Route 1 continued to be the highest performer after COVID (0.71), followed by Route 6 (0.56).
While higher performance- and passenger-related metrics indicate higher productivity, lower cost-related metrics indicate better cost efficiency.
Operating cost per revenue hour (Exhibit 3.2.24) is consistent across all routes for each year, as it was used as the basis for determining operating cost by route.
Prior to onset of the COVID pandemic, Route 1 had the lowest cost per passenger (Exhibit 3.2.25), followed by Route 11. Route 16 had the highest cost, followed by Route 15. Since COVID, Route 1 has continued to be the most efficient route, followed by Route 6. Routes 16 and 7 have the highest costs.
Average fare per passenger (Exhibit 3.2.26) is based on fare revenues by route and does not include pass purchases from other locations. Prior to onset of the COVID pandemic, Routes 12 and 9 had the highest average fare per passenger. Routes 1 and 2 had the lowest. Since COVID, Routes 2 and 9 have had the highest fare per passenger, while Routes 1 and 7 had the lowest. This metric is likely to be greatly impacted by reduced fare cash riders and free riders, which are applied to each route. As noted in the fare review, the incidence of pass usage is relatively high, and since those purchases are not applied to individual routes, the average fare is somewhat artificially lower. The significant increase in average fare per passenger since COVID is likely due to the increase in the percentage of passengers paying a cash fare.
Key performance indicators for all routes are presented in Exhibits 3.2.21 through 3.2.26. Only Years 1 and 3 are labeled to enhance readability.
34 Exhibit 3.2.21 Fixed-route vehicle revenue miles/vehicle revenue hour by route
Exhibit 3.2.22 Fixed-route passengers/vehicle revenue hour by route
10.45 10.24 11.55
13.62 17.08
12.91 12.49
18.30 31.56
17.89 16.44
11.8910.64
5.18 12.23
14.23 11.12
14.94 15.01
19.71 32.45
14.64 19.20
16.19 0.00
5.00 10.00
15.00 20.00
25.00 30.00
35.00 Route 1 Route 2 Route 4 Route 5 Route 6 Route 7 Route 8 Route 9 Route 11 Route 12 Route 15 Route 16 Year 1 Year 2 Year 3
19.42 10.24
11.52 7.25 6.09
8.90 8.47
10.56 12.31
5.81 3.08
1.81 7.50
5.18 4.83 4.16
6.26 1.62
4.03 5.17 4.96
2.12 2.53 1.44
0.00 5.00
10.00 15.00
20.00 25.00
Route 1 Route 2 Route 4 Route 5 Route 6 Route 7 Route 8 Route 9 Route 11 Route 12 Route 15 Route 16 Year 1 Year 2 Year 3
35 Exhibit 3.2.23 Fixed-route passengers/vehicle revenue mile by route
Exhibit 3.2.24 Fixed-route operating cost/vehicle revenue hour by route
1.86 0.89 1.00
0.53 0.36
0.69 0.68 0.58
0.39 0.32
0.19 0.15
0.71 0.43 0.39 0.29
0.56 0.11
0.27 0.26 0.15 0.14 0.13 0.09
0.00 0.20
0.40 0.60
0.80 1.00
1.20 1.40
1.60 1.80
2.00 Route 1 Route 2 Route 4 Route 5 Route 6 Route 7 Route 8 Route 9 Route 11 Route 12 Route 15 Route 16 Year 1 Year 2 Year 3
$77.62 $77.62 $77.62 $77.62 $77.62 $77.62 $77.62 $77.62 $77.62 $77.62 $77.62 $77.62 $96.01 $96.01 $96.01 $96.01 $96.01 $96.01 $96.01 $96.01 $96.01 $96.01 $96.01 $96.01 $0.00
$20.00
$40.00
$60.00
$80.00
$100.00
$120.00
Route 1 Route 2 Route 4 Route 5 Route 6 Route 7 Route 8 Route 9 Route 11 Route 12 Route 15 Route 16 Year 1 Year 2 Year 3
36 Exhibit 3.2.25 Fixed-route operating cost/passenger by route
Exhibit 3.2.26 Fixed-route average fare/passenger by route $4.00 $7.58 $6.74 $10.71 $12.75 $8.73 $9.17 $7.35 $6.30 $13.36
$25.19
$42.82
$12.79
$18.52 $19.88 $23.09
$15.34
$59.15
$23.80
$18.58 $19.34
$45.39
$37.95
$66.86
$0.00
$10.00
$20.00
$30.00
$40.00
$50.00
$60.00
$70.00
$80.00
Route 1 Route 2 Route 4 Route 5 Route 6 Route 7 Route 8 Route 9 Route 11 Route 12 Route 15 Route 16 Year 1 Year 2 Year 3
$0.30
$0.23
$0.50 $0.49
$0.60
$0.47 $0.43
$0.72
$0.51
$0.79
$0.47
$0.56
$0.48
$0.96
$0.63 $0.66
$0.58 $0.57 $0.58
$0.90
$0.75
$0.82 $0.78 $0.73
$0.00
$0.20
$0.40
$0.60
$0.80
$1.00
$1.20
Route 1 Route 2 Route 4 Route 5 Route 6 Route 7 Route 8 Route 9 Route 11 Route 12 Route 15 Route 16 Year 1 Year 2 Year 3
37 -A-Ride service is a curb-to-curb service primarily for persons with disabilities who are ADA- certified. The service also accepts same-day reservations from the general public on a space-available basis. Dial-A-Ride operates from 6:00 a.m. to 9:30 p.m. Monday through Friday and from 8:00 a.m. to 6:30 p.m. Saturday and Sunday.
Exhibit 3.2.27 Dial-A-Ride Performance Metrics
Year 1 Year 2 Year 3
(6 months)
Year 3
(12 months est.)
Vehicle revenue hours 12,903.04 12,609.33 3,498.75 6,997.49 Vehicle revenue miles 178,615.00 185,006.00 50,199.00 100,398.00 Ridership 38,918.00 39,908.00 6,444.00 12,888.00
Fare revenue $72,473.36 $81,096.74 $26,709.29* $64,102.30 Operating cost $1,026,128.68 $1,103,316.38 $341,267.59 $682,535.17
*January through May 2021 only.
As a demand-response service, Dial-A-Ride revenue hours, revenue miles, and operating cost is directly dependent on demand. As such, lower ridership translates to lower operating cost (unlike fixed-route service, where the service operates largely the same regardless of ridership).
38 Exhibit 3.2.28 Dial-A-Ride vehicle revenue miles/vehicle revenue hour Exhibit 3.2.29 Dial-A-Ride passengers/vehicle revenue hour
Exhibit 3.2.30 Dial-A-Ride passengers/vehicle revenue mile Exhibit 3.2.31 Dial-A-Ride average fare/passenger
Exhibit 3.2.32 Dial-A-Ride operating cost/vehicle revenue hour Exhibit 3.2.33 Dial-A-Ride operating cost/passenger
13.84 14.59
14.35 13.40
13.60 13.80
14.00 14.20
14.40 14.60
14.80 Year 1 Year 2 Year 3
3.02 3.16
1.84 0.00
0.50 1.00
1.50 2.00
2.50 3.00
3.50 Year 1 Year 2 Year 3
0.22 0.22
0.13 0.00
0.05 0.10
0.15 0.20
0.25 Year 1 Year 2 Year 3
$1.86 $2.03
$4.14
$0.00
$1.00
$2.00
$3.00
$4.00
$5.00
Year 1 Year 2 Year 3
$79.53 $87.50 $97.54
$0.00
$20.00
$40.00
$60.00
$80.00
$100.00
$120.00
Year 1 Year 2 Year 3
$26.37 $27.65
$52.96
$0.00
$10.00
$20.00
$30.00
$40.00
$50.00
$60.00
Year 1 Year 2 Year 3
39 The V-Line travels between the Visalia Transit Center in downtown Visalia and Courthouse Park in Fresno, with additional stops at the Visalia Municipal Airport, Fresno Yosemite International Airport, and California State University-Fresno. Northbound service is operated six times each day, with departures from the Visalia Transit Center at 4:00 a.m., 6:00 a.m., 9:00 a.m., 1:00 p.m., 4:00 p.m., and 6:30 p.m.
Southbound service departs the Fresno Airport at 5:00 a.m., 7:00 a.m., 10:00 a.m., 2:00 p.m., 5:00 p.m., and 7:30 p.m. The service operates on the same schedule seven days per week.
Exhibit 3.2.34 V-Line Performance Metrics
Year 1 Year 2 Year 3
(6 months)
Year 3
(12 months est.)
Vehicle revenue hours 7,046.87 6,856.44 2,915.40 5,830.80 Vehicle revenue miles 271,155.80 251,281.00 113,736.00 227,472.00 Ridership 28,820.00 28,167.00 3,287.00 6,574.00
Fare revenue $226,019.70 $231,594.37 $17,230.55* $41,353.32 Operating cost $404,735.97 $599,938.65 $284,369.09 $568,738.18
*January through May 2021 only.
40 Exhibit 3.2.35 V-Line vehicle revenue miles/vehicle revenue hour Exhibit 3.2.36 V-Line passengers/vehicle revenue hour
Exhibit 3.2.37 V-Line passengers/vehicle revenue mile Exhibit 3.2.38 V-Line average fare/passenger
Exhibit 3.2.39 V-Line operating cost/vehicle revenue hour Exhibit 3.2.40 V-Line operating cost/passenger
38.48 36.65
39.01 35.00
36.00 37.00
38.00 39.00
40.00 Year 1 Year 2 Year 3
4.09 4.11
1.13 0.00
1.00 2.00
3.00 4.00
5.00 Year 1 Year 2 Year 3
0.11 0.11
0.03 0.00
0.02 0.04
0.06 0.08
0.10 0.12
Year 1 Year 2 Year 3
$7.84 $8.22
$5.24
$0.00
$2.00
$4.00
$6.00
$8.00
$10.00
Year 1 Year 2 Year 3
$57.43
$87.50 $97.54
$0.00
$20.00
$40.00
$60.00
$80.00
$100.00
$120.00
Year 1 Year 2 Year 3
$14.04 $21.30
$86.51
$0.00
$20.00
$40.00
$60.00
$80.00
$100.00
Year 1 Year 2 Year 3
41 The Sequoia Shuttle is a seasonal service operated by the City through a partnership with the National Park Service. The service includes both internal and external components. Internally, larger vehicles operate on four routes within the park to transport visitors at no charge. Externally, smaller vehicles are used to transport visitors from Visalia to the Park. Reservations and round-trip tickets are required for the external service.
Time periods are shown differently for the Sequoia Shuttle than for other routes. Season 11 represents operations in 2017, Season 12 in 2018, and Season 13 in 2019. The Sequoia Shuttle did not operate in 2020 or 2021 due to the COVID-19 pandemic. It is expected to resume operations for the 2022 season.
Exhibit 3.2.41 Sequoia Shuttle
External Shuttle Performance Metrics
Season 11 Season 12 Season 13
Vehicle revenue hours 6,268.09 7,203.24 3,241.31
Vehicle revenue miles 99,052.00 112,487.00 73,980.00 Ridership 12,326.00 13,488.00 6,175.00
Operating cost $438,766.30 $504,226.80 $227,811.89
Exhibit 3.2.42 Sequoia Shuttle Internal Shuttle Performance Metrics Season 11 Season 12 Season 13
Vehicle revenue hours 12,450.74 11,810.53 13,046.13 Vehicle revenue miles 174,266.00 168,290.00 212,913.00 Ridership 794,603.00 867,646.00 940,164.00
Operating cost $935,914.96 $956,874.16 $955,987.97
42 Exhibit 3.2.43 External shuttle vehicle revenue miles/vehicle revenue hour Exhibit 3.2.44 External shuttle passengers/vehicle revenue hour
Exhibit 3.2.45 External shuttle passengers/vehicle revenue mile Exhibit 3.2.46 External shuttle operating cost/vehicle revenue hour
Exhibit 3.2.47 External shuttle operating cost/passenger Exhibit 3.2.48 Internal shuttle vehicle revenue miles/vehicle revenue hour
15.80 15.62
22.82 0.00
5.00 10.00
15.00 20.00
25.00 Season 11 Season 12 Season 13
1.97 1.87
1.91 1.80
1.85 1.90
1.95 2.00
Season 11 Season 12 Season 13
0.12 0.12
0.08 0.00
0.05 0.10
0.15 Season 11 Season 12 Season 13
$70.00 $70.00
$70.28
69.80 69.90
70.00 70.10
70.20 70.30
70.40 Season 11 Season 12 Season 13
$35.60
$37.38
$36.89
34.50 35.00
35.50 36.00
36.50 37.00
37.50 38.00
Season 11 Season 12 Season 13
14.00 14.25
16.32 12.00
13.00 14.00
15.00 16.00
17.00 Season 11 Season 12 Season 13
43 Exhibit 3.2.49 Internal shuttle passengers/vehicle revenue hour Exhibit 3.2.50 Internal shuttle passengers/vehicle revenue mile
Exhibit 3.2.51 Internal shuttle operating cost/vehicle revenue hour Exhibit 3.2.52 Internal shuttle operating cost/passenger
63.82 73.46 72.06
55.00 60.00
65.00 70.00
75.00 Season 11 Season 12 Season 13
4.56 5.16
4.42 4.00
4.20 4.40
4.60 4.80
5.00 5.20
5.40 Season 11 Season 12 Season 13
$75.17
$81.02
$73.28
$65.00
$70.00
$75.00
$80.00
$85.00
Season 11 Season 12 Season 13
$1.18
$1.10
$1.02
$0.90
$1.00
$1.10
$1.20
Season 11 Season 12 Season 13
44 Data regarding two key performance measures is assessed herein. The first, operating cost per vehicle revenue hour, reflects a performance standard of base year plus Consumer Price Index (CPI). This means a modest increase (typically between one and three percent) is expected year-over-year. The fixed-route service saw an increase of 10.4 percent between Year 1 and Year 2, and a 12.1 percent increase between Year 2 and Year 3. Dial-A-Ride saw a similar increase in cost per vehicle revenue hour.
With respect to passengers per vehicle revenue hour, fixed-route had a standard of 15 or more passengers per hour, while the standard for Dial-A-Ride was three passengers per hour. The fixed-route service was not meeting this standard either before or after the start of the pandemic. Route 1 was the only route to meet the standard prior to the pandemic, though the former Route 3 came close (14.15 and 14.74 in Years 1 and 2, respectively). The Dial-A-Ride service was meeting the standard prior to the pandemic, but not subsequently.
Exhibit 3.3.1 Status of performance standards
Performance
Measure
Prior
Performance
Standard
Performance by Mode Status
Cost/vehicle
revenue hour
Base year +
CPI
Fixed-route:
Year 1: $77.62
Year 2: $85.68
Year 3: $96.01
DAR:
Year 1: $79.53
Year 2: $87.50
Year 3: $97.54
Fixed-route: 10.4%
change in Year 2 was
much higher than CPI.
Higher 12.1% change in
Year 3.
DAR: 10% change in Year
2 was much higher than
CPI. Higher 11.5% change
in Year 3.
Passengers/vehicle
revenue hour
Fixed-route:
15 DAR: >3.0
Fixed-route:
Year 1: 10.05
Year 2: 9.34
Year 3: 4.53
DAR:
Year 1: 3.02
Year 2: 3.16
Year 3: 1.84
Fixed-route: Standard
was not being met prior
to COVID-19 pandemic.
DAR: Standard was being
met prior to COVID-19
pandemic.
45 Administration Department. A full-time Transit
Manager oversees the Transit Division, reporting to the Assistant City Manager. Two analyst positions report directly to the Transit Manager: Financial Analyst and Management Analyst. The Financial Analyst manages a Senior Accounting Assistant and two Office Assistants. The Management Analyst manages a Senior Office Assistant and Community Outreach Coordinator. The Transit Manager also provides oversight to Building Technicians and Maintenance staff.
Exhibit 3.4.1 City of Visalia Transit organizational chart
The Transit Manager has been in place for approximately three years. This is her first position within the Transit industry.
The Management Analyst has been employed with the City for approximately two years. While he has prior experience working with a larger transit operator, this position was chiefly fleet maintenance oriented. At Visalia, his primary responsibility is day-to-day oversight of the Transit Operations and Maintenance contractor.
The Financial Analyst recently celebrated her twenty-first anniversary with the City; nearly all of which has been transit finance related. As such, the Financial Analyst brings a significant and valuable body of
In addition to managing the various functions typically associated with a mid-size public transit program, the City is responsible for customer service functions supporting the full slate of transit operators within Tulare County. This function includes both a call center as well as staffing a custo
46 for both the Transit Manger and the Management Analyst. Management of a public transit program has become increasingly complex across the past decade. The level and complexity of local, state, and federal compliance requirements has increased steadily. The requirements and demands of transit-related technology (i.e., service monitoring, ITS, customer-facing information, etc.) has grown increasingly complex and specialized.
Given the preceding, Moore & Associates offers three near-term recommendations: 1) consider recruitment of second Management Analyst, preferably a mid-career professional; 2) consider enrolling Management Analyst(s) in the Transit and Paratransit Management Certificate program offered by the University of the Pacific 4; and 3) arrange Syncromatics software (vendor) training for the Management Analyst.
Exhibit 3.4.2 First Transit organizational chart
Staffing levels for First Transit are dictated by the terms and conditions of a contract in-effect between the City of Visalia and First Transit.
4 The incumbent Transit Manager completed this course in 2019.
47 The purpose of this chapter is threefold: 1) summarize existing City of Visalia transit infrastructure, 2) provide an objective evaluation of said infrastructure, and 3) present recommendations for enhancing the infrastructure to ensure its capacity to support the Cit
1) Transit operations and maintenance facility,
2) Downtown Visalia Transit Center,
3) Transit revenue fleet,
4) Non-revenue (or supporting) fleet,
5) Technology (hardware as well as software), and
6) Network of bus stops.
Preparation of this chapter included consultant field observations; discussions with TCAG, City staff, and Range Transit Plan.
In 2007, the City took occupancy of a purpose-built transit and maintenance operations facility located near the cross-streets of North Ben Maddox Way and East Goshen Avenue. The cost of design and construction was approximately $11 million, funded chiefly via federal transportation dollars. The facility maintenance facility inclusive of nine bays, 3) adjoining compressed natural gas fueling facility, and 4) combination open-air and covered parking for the various transit vehicles.
The maintenance facility includes nine enclosed stalls as well as a wash rack. Of these, seven are used as service bays with mobile lifts. An additional service bay features a four-post lift and a nineth bay is utilized as a fire bay.
The compressed natural gas fueling facility was initially constructed in 2007 at a cost of $1.7 million. A CNG fueling expansion project was completed in 2017 at a cost of $2 million. The facility is believed to be 30 percent over capacity, and a $2 million upgrade is planned. The current fuel island features half-inch fueling nozzles (instead of the desired ¾-inch nozzles). In close proximity (outside security fencing) to the transit fueling island is a publicly-accessible compressed natural gas (CNG) fueling station.
nance Facility
has begun to show its age. The facility roof often leaks during rainy weather, the bus washer is beyond its useful life, and the fleet shop is at capacity. Other areas warranting attention include installation of an
48 updated fall protection system, upgrade of the (CNG fuel) vapor detection system, resurfacing of the employee parking lot, and repair or replacement of the gates surrounding the employee parking lot.
Within the fenced transit parking area there are numerous examples of deteriorating concrete, poor/inoperative drainage, and various landscaping issues (i.e., new tree wells, damaged planters, etc.).
The transit center has four contributing elements:
1) Original transit facility (constructed in 2003, cost: $4.7 million), 2) Phase II expansion (2012, cost $2.2 million),
3) Adjoining administration building (2012, cost: $1.1 million), and 4) A quartet of City-owned parking facilities located in proximity to the downtown transit center.
A slate of multi-
In addition to Visalia Transit, the transit center is served by the recently formed Tulare Regional Transit Agency (including elements of the former Tulare County and Tulare City services), the Sequoia-Kings Canyon National Park shuttle (Sequoia Shuttle), the V Line (linking Visalia and Fresno), Kings Area Regional Transit (Visalia-Hanford service), and Greyhound.
The initial phase of the transit center included 5 bus bays, while the second phase added a further 2 bays.
The adjacent three-story administration building includes public restrooms, public lobby with seating, and a transit/transportation information counter. Now approaching the ten-year mark, the admin building is slated for exterior and interior rehab as well as full exterior painting in 2023.
fixed-route buses, 11 paratransit vehicles, and five commuter coaches. A detailed fleet listing is included within Appendix E along with the proposed fleet replacement schedule.
With respect to the fixed-route fleet, future purchases will focus on battery-electric vehicles. Phase I vehicle charging infrastructure is in place at the Transit Operations and Maintenance Facility.
49 Minimum service-life categories for buses and vans
Category
Typical Characteristics Minimum Life
(Whichever comes first)
Length Approx.
GVW Seats Average Cost Years Miles
Heavy-duty large bus 35-48 ft and
60 ft artic
33,000 to
40,000
27 to
40 $325,000 to
over $600,000 12 500,000
Heavy-duty small bus 30 ft 16,000 to
33,000
26 to
35 $200,000 to
$325,000 10 350,000
Medium-duty and
purpose-built bus 30 ft 16,000 to
26,000
22 to
30 $75,000 to
$175,000 7 200,000
Light-duty mid-sized bus 25 to 35 ft 10,000 to
16,000
16 to
25 $50,000 to
$65,000 5 150,000
Light-duty small bus,
cutaway, and modified
van
16 to 28 ft 6,000 to
14,000
10 to
22 $30,000 to
$40,000 4 100,000
The City adheres to FTA guidance as it pertains to vehicle useful life. The non-revenue fleet includes a combination of Chevrolet Tahoes (chiefly field supervisory vehicles) and various utility trucks (to support fleet maintenance). As vehicles near the end of their forecast useful life, the City budgets for replacement.
Expansion of the non-revenue fleet is not anticipated at this time.
131 bus shelters. Bus stop maintenance
is performed through a combination of City and contractor staff.
An increase in the number of bus stops during the next five years would be attributed chiefly to service extension to new residential and commercial development within stop amenities will be repaired/replaced as needed.
50 Upgrade or replace fareboxes.
The current GFI fareboxes were purchased in 2013. Since that time there have been many advances in farebox technology
The overall reliability has declined while support costs for the current fareboxes has increased. These fareboxes appear to have reached the end of their practical service life and their respective age limits for
Given the complexity and cost associated with total farebox replacement, City staff has identified an opportunity to participa
the anticipated benefits are reduced unit cost, improved technical support, and increased support for regional transit fare initiatives.
Syncromatics training for staff.
Syncromatics is a powerful web-based dispatch and vehicle tracking software. It includes a variety of software elements offering enhanced transit operations reporting, real-time customer/passenger information, information interface with customer digital sign announcements to support ADA compliance, passenger counting (i.e., boarding and alighting activity), onboard WiFi capability, and paratransit dispatch support software.
During the course of preparation of t
instances where the consultant team attempted to acquire a variety of performance data through Visalia -up. In some cases, we were advised the City does not own the related software module, in others there was an absence of module-specific staff training.
51 The primary goal of this chapter is to identify specific opportunities for continued Visalia Transit service development. In doing so, the objective is to help define how public transit throughout the Visalia g horizon). Simply put,
anticipated changes
professional insight.
current as well as recent transit ridership activity. , and an important comment regarding how this is calculated is warranted.
Many transit planning studies approach latent demand chiefly by quantifying the number of persons residing within a given area or neighborhood. In other words, five thousand individuals reside within a given geographic area. Therefore, annual latent demand would be derived by multiplying 5,000 by an estimated number of unlinked trips/capita. We believe this often results in a faulty demand forecast that is typically more optimistic than likely to actually develop. By contrast, Moore & Associates employs an persons residing within a given area, the number of work-age adults is 2,000. And among these 2,000 work-age adults, vehicle ownership/access is 0.75 vehicles/person. Therefore, latent demand (that is, the likelihood to actually use public transit) is considerably less than the number of persons residing within the sample area.
When discussing transit demand analysis, we suggest our clients envision a spectrum composed of three sections. At one end of the spectrum are persons who are dedicated transit users, regardless of annual household income, number of vehicles in their household, etc. We often refer to this market segment as there is a bus stop within a block of their residence and th
In preparing the demand forecast Moore & Associates employed a multi-prong approach. First, the consultant reviewed overall population growth trends derived chiefly from data and estimates available from the federal decennial census as well as the American Community Survey. Second, demographic analysis specific to historically ride-dependent populations including seniors, persons with disabilities, low-income individuals, zero- and/or one-vehicle households, and youth was completed. Third, input received from TCAG and City staff including recent TDA Article 8 public testimony was reviewed. Fourth, input received through a variety of bilingual surveys from transit users as well as the community at-large, as well as workshops was analyzed. Fifth, the consultan
52 In preparing the Needs Assessment, Moore & Associates also considered land-use or development patterns inclusive of near-term (i.e., five years) residential as well as commercial development throughout the Visalia urbanized area.
service offerings vis-à-vis actual as well as latent and future demand.
Public transit service was initiated by the City of Visalia in 1981. For the first several years the service operated chiefly within city limits. However, over the years transit service has been extended into neighboring communities (e.g., Exeter, Farmersville, Goshen) through various cooperative funding agreement
-square mile local
service area.
route network (consisting of 13 routes) has remained largely unchanged for several years, and transit service is provided within reasonable walking distance of approximately 65 percent of Visalia households.
It is unlikely the local service area will expand significantly within the next five years, and given recent land-use patterns much of the near-
-and-
nta Fe Street), thereby facilitating convenient bus-
to-bus connections.
Historically, school-age youth represent a significant ridership component. As such Visalia Transit provides scheduled service within close proximity of nearly all local schools including College of the Sequoias, San Joaquin Valley College, Fresno Pacific, Visalia Adult School, and Brandman University.
Similar to almost every public transit provider in America, Visalia Transit has been impacted by the ongoing COVID-19 pandemic. The four key impacts are significant reduction in annual ridership, ongoing challenges recruiting and retaining qualified drivers, significant decline in annual fare revenue, and suspension of the Sequoia Shuttle service. While the City has received a variety of one-time federal transportation funding to help offset the loss of fare revenues, it is currently unclear how post-pandemic transit funding in California will be addressed. Further, based on transit market research nationally, it is unlikely Visalia Transit ridership activity will return to pre-pandemic levels for several years if ever.
Therefore, the overall goal of this current SRTP is to optimize current Visalia Transit operational performance, while identifying cost-effective solutions to address d to be quantitatively significant as well as sustainable.
53 Prior to the onset of the COVID-19 pandemic in California, Tulare County was one of the faster-growing population increased between 4.0 and 5.25 percent annually. Much of the residential growth was associated with new residential developments, many of which are located beyond
Interestingly, residential real estate prices have continued to increase across the past 18 months, suggesting Californians are investing in their primary residences versus external (often discretionary) expenditures such as travel. While the true impact of the pandemic on population growth is unknown at present, for purposes of this analysis, Moore & Associates has forecast near-term year-to-year growth at four percent.
Similar to other medium-
Visalia will continue as before, attributable in part to the relative affordability of housing as well as the state, many within this demographic will continue to own and operate personal vehicles into their 70s; eventually transitioning to mobility options such as dial-a-ride.
Based on the 2019 American Community Survey, the three primary communities (Visalia, Farmersville, and Exeter) which compose the Visalia urbanized area reported similar numbers of zero- and single- vehicle households. The absence of vehicle ownership and/or access often translates to transit- dependency.
In Exeter and Farmersville this demographic attribute is present throughout both cities. By contrast, in Visalia the incidence of zero- or single-vehicle households is more clearly defined/chiefly noted in three neighborhoods (cited below). Visalia has the lowest number of zero-vehicle households of the three cities a. Visalia is at least 40 percent lower than Exeter and Farmersville.
There are three Visalia neighborhoods which also coincide with areas of lower annual household income.
They are 1) Oval Park (bounded by Houston Avenue, Santa Fe Street, Goshen Avenue, and Mooney Boulevard); 2) the area/neighborhood bounded by Noble Avenue, Demaree Street, Tulare Avenue, and Akers Street; and 3) the area/neighborhood bounded by Noble Avenue, Edison Street/Cotta Street, Walnut Avenue, and Court Street/Locust Street. The first is served by Visalia Transit Route 6; the second by Visalia Transit Routes 2, 4, and 5; while the third is served by Visalia Transit Route 3.
54 Exhibit 5.3.1 Lower-income neighborhoods
In September 2021, the consultant team hosted three community workshops: one at the College of Sequoias main campus, and two at the Visalia Convention Center. Spanish-language interpretation was available at each session. Here are what we believe to be the key takeaways from the three sessions:
Desire for service to the Global Learning Charter School (former Fairview Elementary School). School site was served formerly via a stop at Giddings and Robin, which was less than a quarter-mile from the school.
Now children must use Route 7 and alight at Giddings and Ferguson, which is more than a half-mile from the school and requires crossing a main thoroughfare.
1) Preference for smaller vehicles operating throughout Visalia neighborhoods. Less noise and visual .
2) Request for more/larger bike racks on buses, as well as increased promotion of the transit-cycling connection.
3) Preference to focus service (including more service frequency) on higher ridership routes.
Anything less than 30-minute service frequency is not attractive.
1 3
2 55
4) Use smaller vehicles (as circulators) to travel throughout neighborhoods. To connect (feed) with larger buses operating on trunk lines/higher ridership routes.
5) Revise the V Line service to include a stop at Fresno Airport.
Survey fielding was conducted in September 2021 at locations of significant public activity (e.g., public buildings, shopping centers, etc.) throughout the Visalia Transit local service area. The bilingual survey was also available online as well as at each of the community workshop sessions. At the conclusion of the survey participation period nearly 250 valid responses had been received (nearly 2.5 times that achieved 2017 Short Range Transit Plan project).
access to a personal vehicle. Eighty-six percent of all survey respondents indicated a propensity to use public transit sometime in the future. Taken collectively, these findings positively position Visalia Transit as a likely future mobility option.
Survey responses included requests for several potential service enhancements which, if implemented, could result in increased (local service) ridership. These include (not in hierarchal order): 1) a preference for smaller vehicles such as the 15-passenger vans, 2) installation of a bus stop on McAuliff between Mills Creek and Mineral Way, 3) travel training (i.e., how to use the service, plan a trip, etc.), 4) bus stop improvements (e.g., benches, shelters, signage, lighting, etc.), 5) re-introduction of Visalia Transi Routes 7a and 7b (including stops near Town Meadows, Oak Meadows, and Target), 6) return to fare-free installation of a bus stop on Ben Maddox and Santa Fe Avenue (between Walnut and Caldwell), 9) service to Plaza Drive, 10) reduced distance between bus stops, and 11) service to the Fresno Airport.
A full discussion of the survey results is included in Chapter 2. Among the key takeaways are:
65 percent of respondents were age 62 and older.
Little potential for mode- -route service.
Despite the perception of limited mode-shift potential, technological advances in paratransit ride- matching and dispatching suggests an opportunity for continued increases in service productivity and efficiency. That is, providing the same number of requested trips using fewer vehicles and/or fewer total Vehicle revenue hours.
56 A full discussion of the survey results is included in Chapter 2. Among the key takeaways are:
52 percent of respondents are age 45 and older.
Most common
High degree of transit-dependency (79 percent lack access to a personal vehicle).
Introduction of the preferred service improvement would likely result in additional ridership.
The majority of surveyed riders can be considered work-age adults, and 32 percent indicated being employed. We believe this is particularly significant given the timing of the survey and the perceived impact which the pandemic has had on many retail and service businesses within Visalia. Based on reported annual income, we conclude many Visalia Transit riders are employed within the retail and service sectors. Suc
-
Given the significant reduction in historic transit demand attributable to the pandemic combined with transit service on an incremental as
well as trial basis. That is, we do not believe it would be fiscally responsible to introduce such service across all Visalia Transit local service routes.
Historic ridership data reveals two or three local service routes transport the majority of transit riders.
One approach could be to focus on extending the weekday service span of Route 1 until 10:00 p.m. on a trial basis for, say, 60 to 90 days. To maximize mobility options for this target market segment (i.e., persons working until 9:00 p.m.), the additional fixed-route service could be supplemented by either a trial (short-term) agreement with a local Transportation Network Company (e.g., taxi or shuttle) or utilize a couple of Visalia Transit dial-a-
defined service area.
Visalia Transit enjoys a high customer service satisfaction rating based on input from actual recent customers. This is true for both the fixed-route and dial-a-ride services, and is particularly noteworthy given some of the service delivery challenges which transit providers such as Visalia Transit have experienced due to the ongoing COVID-19 pandemic. Further, based on the community survey (the respondents of which were largely not recent Visalia Transit users), Visalia Transit enjoys a positive perception within the community at-large and is perceived as a valuable community service (even by non- riders).
57 percent of Visalia households
are within reasonable walking distance of a Visalia Transit route. Transit service coverage in Exeter, Farmersville, and Goshen is considerably less than Visalia, chiefly attributable to the amount of transit service each community is willing to purchase.
To increase the percentage of Visalia households within reasonable walking distance of transit would require a change in service delivery. We believe the most-effective means of accomplishing this would be through incremental introduction of neighborhood circulators operating within defined geographic parameters. For example, a single vehicle would operate within a defined neighborhood/area providing on-demand service. Once or twice hourly (determined chiefly by the size of the service area), the providing seamless connections for down-line travel. While this service approach would likely increase the number of two-seat trips, it would bring transit service closer to a larger share of Visalia Transit households.
mmend the
transfer or connection should be provided at no-cost. At first blush it may appear the City would be sacrificing a potentially large number of transit fares. However, if the ridership pattern for the proposed e overall Visalia Transit system, the majority of (ongoing) transit riders would likely enhance the multi-ride fare options.
approached on a trial or demonstration project basis, and that realistic service performance targets be agreed upon in advance of service initiation.
hort Range Transit Plan was the significant redesign of then Routes 7a and 7b. Yet despite the passage of nearly five years, there is still a desire among transit riders and former riders to reinstate the former route alignment.
While the City is still planning to create a satellite transit center off South Mooney Boulevard, how such a development will impact the overall local service network is unknow to the consultant. (Note: We believe to the downtown transit center in order to make certain bus-to-bus transfers.) Despite the above, we believe introduction of the satellite transit center provides an opportunity to reinstate at least portions of the former Route 7.
58 As part of the SRTP service planning process Moore & Associates reviewed 23 near-term residential or commercial development sites within Visalia to determine how each could potentially be served by Visalia Transit. Collectively, these 23 projects are expected to be completed within the next five years; a period
Seven Visalia Transit routes travel within relative proximity of the various emerging developments: Routes 5, 7, 8, 9, 15, 16, and 17. Except for Route 9 (current recovery time: 13 minutes), each of the remaining with layover time (i.e., the time available before the start of the next run. As background, ten minutes is the minimum standard for transit recovery time. Therefore, in order to provide transit service that is within reasonable walking distance of (any of) the proposed developments we believe the City has three options: 1) increase the number of buses operating on a given route, thereby increasing both recovery time as well as service frequency; 2) delete low-productivity portions of existing routes (essentially sacrificing existing riders in order to attract potential riders); or 3) create a new route with appropriate run-
operating costs.
In October 2021 the City introduced Route 17 which offers 30-minute frequency (with zero recovery time).
This newest route provides service on weekdays from 6:00 a.m. to 9:30 p.m.; and on weekends from 8:00 a.m. to 5:30 p.m. Ridership activity on Route 17 was approximately 200 rides within the first two weeks.
According to Federal Highway Administration (FHWA) research most people are willing to walk for five to ten minutes (or approximately 1/4- to 1/2-mile) to a transit stop. Therefore, in order to encourage transit usage, safe and convenient pedestrian facilities should be provided within 1/4- to 1/2-mile of transit stops. (Note: Bicyclists are often willing to ride significantly further than 1/2-mile to access transit stops/facilities depending on local topography.)
Route 17 travels within reasonable walking distance of four of the 23 new developments: Iron Ridge subdivision, Crowley Park, Hilton Homes, and Seefried Properties. A fifth development (Marcin Properties) is approximately 3/4-mile from the Route 17 alignment.
In assessing the 23 new developments, Moore & Associates opted to place each property into one of three categories: Category 1 (within reasonable walking distance of an existing Visalia Transit route), Category 2 (more than 1/2-mile from an existing transit route, yet having an opportunity for a relatively minor route adjustment or modification), and Category 3 (not near an existing transit route, and would require a new route or significant route modification).
Category 1
Reserve at Ritchie Ranch
Iron Ridge subdivision
Crowley Park (depending on building/site location)
Hilton Homes 2 Suite
59 Carleton Acres
Future high school
San Joaquin Valley Homes (Greystone subdivision, Phase 3) Seefried Properties
Parkwood
Myrtle Avenue Senior Apartments
Country Club Plaza
Untitled (Ben Maddox and Caldwell)
Untitled (SEC: Visalia Parkway and Mooney)
Orchard Walk West (Phase 2)
The Commons
Category 2
Crandell subdivision
Pratt Family Ranch
Crowley Park (depending on building/site location)
Cap Rock: Phase 2
Ritchie land annexations
Sequoia Bend Estates
Marchin Place
Brackenwood II (The Grove)
Category 3
Barn and Wood TSM
As a recipient of State Transportation Development Act (TDA) funding, the City is required to conduct an .
Chapter 5: Needs Assessment, the consultant reviewed a TCAG summary of the most recent public comments from the TDA Article 8 public hearings. Inclusion of this information within the Needs r the
Tulare County Association of Governments. These include:
Prepare an inventory of bus stops.
Extend weekday evening service by three hours.
Reinstate the former Route 7. Several requests.
Introduce service along Ben Maddox between Walnut and Caldwell. Create a bus stop at Monte Verde.
-a-ride vehicle.
Introduce bus service to Fresno State. Multiple requests.
Introduce service along Houston.
60 Introduce service to Fresno Airport.
Use smaller buses/vehicles.
Non-specific requests for increased service frequency.
Introduce service on or near Golden West.
61 The objective of this chapter is to present a selection of potential service and program enhancement herein reflect input received through the various public and community engagement activities, input from City and TCAG staff, demographic and fin
and insights.
The recommendations cover five broad categories: 1) administrative and policy, 2) operations, 3) marketing and public communications, 4) funding and coordination, and 5) capital and infrastructure.
Administrative and policy recommendations focus on regional partnerships and planning efforts.
Operational recommendations include service optimization, route realignments, selective expansions, and improvements to service frequency. Marketing and public communications recommendations focus on the communication of service information. Funding and coordination consider opportunities for partnerships between various public and private entities (chiefly within the Visalia Urbanized Area).
Finally, capital and infrastructure recommendations address vehicle/fleet, transit maintenance facilities, bus stop improvements, and the Active Transportation Network.
1. Increase staffing.
Administration Department. A full-time Transit
Manager oversees the Transit Division, reporting to the Assistant City Manager. Two analyst positions report directly to the Transit Manager: Financial Analyst and Management Analyst. The Financial Analyst manages a Senior Accounting Assistant and two Office Assistants. The Management Analyst manages a Senior Office Assistant and Community Outreach Coordinator. The Transit Manager also provides oversight to Building Technicians and Maintenance staff.
The Transit Manager has been in place for approximately three years. The Management Analyst has been employed with the City for approximately two years. While he has prior experience working with a larger transit operator, his position was chiefly fleet maintenance oriented. At Visalia, his primary responsibility is day-to-day oversight of the Transit Operations and Maintenance contractor.
The Financial Analyst recently celebrated her twenty-first anniversary with the City; nearly all of which has been transit finance-related. As such, the Financial Analyst brings a significant and valuable body of
62 In addition to managing the various functions typically associated with a mid-size public transit program, the City is responsible for customer service functions supporting the full slate of transit operators within Tulare County. This function includes a call center as well as staffing a customer service counter at the
for both the Transit Manger and the Management Analyst. Management of public transit programs has become increasingly complex across the past decade. The level and complexity of local, state, and federal compliance requirements has increased steadily. The requirements and demands of transit-related technology (i.e., service monitoring, ITS, customer-facing information, etc.) has grown increasingly complex and specialized.
Given the preceding, Moore & Associates offers three near-term recommendations: 1) consider recruitment of second Management Analyst, preferably a mid-career professional; 2) consider enrolling Management Analyst(s) in the Transit and Paratransit Management Certificate program offered by the University of the Pacific; and 3) arrange Syncromatics software (vendor) training for the Management Analyst and other staff as warranted by respective responsibilities (discussed further in Recommendation 3).
2. Upgrade or replace fareboxes.
The current GFI fareboxes were purchased in 2013. Since that time there have been many advances in farebox technology
The overall reliability has declined while support costs for the current fareboxes has increased. These fareboxes appear to have reached the end of their practical service life, and their respective age limits for
Given the complexity and cost associated with total farebox replacement, City staff has identified an the anticipated benefits are reduced unit cost, increased technical support, and increased support for regional transit fare initiatives.
3. Syncromatics training for staff.
Syncromatics is a powerful web-based dispatch and vehicle tracking software. It includes a variety of software elements offering enhanced transit operations reporting, real-time customer/passenger information, information interface with customer digital si announcements to support ADA compliance, passenger counting (i.e., boarding and alighting activity), onboard WiFi capability, and paratransit dispatch support software.
63 During the course of preparation of
instances where the consultant team has attempted to acquire a variety of performance data through -up. In some cases, we were advised the City does not own the related software module, in others there was an absence of module-specific staff training.
Simply put, good decisions start with good information (data). Having ready access to quality performance data such as accurate boarding and alighting counts, on-time performance by individual bus stops, and vehicle tracking information support quality and effective transit service planning.
We recommend the City retain a qualified professional to objectively evaluate the continued usefulness of the current Syncromatics software, identify options for software upgrade and/or replacement, evaluate cost options for obtaining the desired (future) software, and research the cost and availability of Syncromatics training for Visalia Transit staff.
4. Bus stop amenities improvements.
etc.
A system-wide Bus Stop Improvement Plan should include a comprehensive inventory of all bus stops within the Visalia Transit service area, including a description and condition of the amenities at each location (i.e., bench, shelter, lighting, trash receptacle, transit service information, etc.), as well as which route(s) serve the stop.
Once the inventory has been compiled, improvements should be prioritized based on daily activity level, ADA compliance, and overall condition. Amenities which are damaged or worn should be prioritized for replacement, and high-activity stops should be prioritized for the addition/installation of amenities. New stops added as a result of a service change or expansion should be prioritized for the installation of amenities.
At a minimum every stop should feature a pole and appropriate signage. A unique numeric identifier should also be included. Further every stop should include either a customer service phone number or a link (QR code) to the Visalia Transit website.
64 5. Implement neighborhood circulators as feeders to trunk routes.
Public requests for smaller vehicles which could go deeper into neighborhoods was revealed through both the community survey and the community workshops.
At present, approximately 65 percent of the households
within a half mile) of a Visalia Transit bus stop. Time and time again transit market -riders evaluating the
viability of transit patronage). The availability (and awareness) of a bus stop within close proximity of the -making process.
The current Visalia Transit route network covers approximately 70 percent of the city of Visalia. While minor routing adjustments will continue to be made to address operational issues as well as the completion of new residential and commercial development, Visalia Transit is essentially a mature transit system with an overall effective route network. Historically transit alignments have been located along key arterials throughout Visalia.
Increasing the percentage of Visalia households within reasonable walking distance of transit would require a significant change in service delivery. We believe the most cost-effective means of accomplishing this would be through incremental introduction of neighborhood circulators operating within defined geographic parameters. For example, a single vehicle would operate within a defined neighborhood/area providing on-demand service. Once or twice hourly (determined chiefly by the size of the service area), seamless connections for down-line travel. While this service approach would likely increase the number of two-seat trips, it would bring transit service closer to a larger share of Visalia Transit households.
vice concept we recommend the
transfer or connection be provided at no-cost. At first blush it may appear the City would be sacrificing a potentially large number of transit fares. However, if the ridership pattern for the proposed transit riders would likely embrace multi-ride fare options (i.e., passes).
approached on a trial or demonstration project basis, and that realistic service performance targets be agreed upon in advance of service initiation.
6. Maintain minimum 30-minute service frequency throughout service day on Routes 1 and 2.
Implement 15- to 20-minute service frequency during AM and PM peak service.
Transit market research conducted across the years reveals service frequency is among the top three decision factors (among non-riders) when evaluating the potential for transit use. This research also confirms 30-minute service frequency is the minimum desired service standard.
65 Across the past several years Visalia Transit has made significant inroads enhancing service frequency on its highest productivity (i.e., highest ridership) routes: Routes 1 and 2. Collectively, these two routes account for approximately 43 percent of total system ridership in an average month.
At the time of the 2022 SRTP update, the service frequency on Route 1 was 15 minutes from 600 a.m. to 700 p.m. (weekdays), and 30 minutes from 700 p.m. to 900 p.m. (weekdays). Weekend service has a 20- minute frequency between 800 am to 600 p.m.
The current service frequency on Route 2 is 30 minutes for both weekday and weekend service. The service span for Route 2 is 600 a.m. to 830 p.m. on weekdays, and 800 a.m. to 530 p.m. on weekends.
We recommend the City maintain the current service frequency on Route 1, and consider implementing increased service frequency (weekdays only) on Route 2 on a trial or demonstration project basis. The 600 a.m. to 700 p.m. (weekdays only). If this is
not possible, we recommend 15-minute service frequency be offered from 700 a.m. to 1000 a.m., and again from 300 p.m. to 700 p.m. (weekdays only).
Moore & Associates does not recommend any change to service frequency for Routes 1 and 2 specific to weekend service.
7. Consider utilizing dial-a-
The majority of participants in the fixed-route/transit rider survey were deemed to be work-age adults, with 32 percent indicating being employed. The consultant believes this to be particularly significant given the timing of the survey as well as the perceived impact which the pandemic has had on many retail and service businesses throughout Visalia.
Based on reported annual income, we conclude many Visalia Transit riders are employed within the local retail and service sectors. Such employment typically includes wo business day. As such, the availability of transit service into the late evening/night has historically been a
Given the significant reduction in transit demand attributable to the pandemic combined with the basis. That is, we do not believe it would be fiscally responsible to introduce such service across all Visalia Transit local service routes given the significant differences in individual route productivity (i.e., ridership).
While Routes 1 and 2 offer both extensive coverage as well as good service frequency, there are still many segment (i.e., persons working until 900 p.m. at local businesses), we recommend either utilization of a
66 couple of City dial-a- -
term) agreement with Uber, Lyft, or a local taxi company. Upon fare payment, riders would be offered a 800 p.m. to 1000 p.m. on weekdays), only on the day of issue, and only within the defined service area.
Given the trial nature of the recommended service we recommend the City define a relatively limited (initial) service area (for example, within two miles of the route alignments of Routes 1 and 2.) Alternatively, the trial service area could be defined further so as to focus on a specific quadrant within the city of Visalia.
8. Evaluate return of Route 7 to prior alignment.
despite the passage of nearly five years, there is still a desire among both transit riders as well as former riders to reinstate the former route alignment.
While the City is planning to create a satellite transit center off Mooney Boulevard, how such a development will impact the overall local service network is unknown to the consultant. (We believe the the downtown transit center in order to make certain bus-to-bus transfers.)
Despite the above, we believe introduction of the satellite transit center provides an opportunity to re- evaluate the current Route 7 routing and to identify cost-effective options for addressing requests for increased service. For example, destinations which are now unserved due to the modification of Route 7 include Town Meadows senior housing and Oak Meadows senior housing, linking to Target and other nearby shopping establishments.
9. Work with COS to establish an inter-campus shuttle. School days only.
Obviously, this has changed during the last couple of y classes have transitioned to virtual formats. The desire for an inter-campus shuttle was revealed through the community survey and the onboard (transit rider) survey.
While introduction of a single-seat exp
Tulare satellite campus would be the ideal, a few public transit options currently exist. For example, Visalia Transit Route 11x links the downtown Visalia Transit Center with the Tulare Transit Center via Mooney Boulevard. This route offers 30-minute service frequency on weekdays between 630 a.m. and 900 p.m.
67 The former Tulare Transit Route 7 (now operated by Tulare County Regional Transit Agency) links College -seat ride with a free
transfer.
Visalia Transit Route 1 links the downtown Visalia Transit Center with Government Plaza on Mooney Boulevard. Here, transit
Tulare campus.
While the consultant believes this request from the public warrants further review, we believe further consideration should be contingent on three factors: 1) resumption of in-person classes at both the main demand (usage), and 3) identification of a sustainable funding arrangement between the City and College of the Sequoias.
10. Support and increase awareness of the bus-bike connection.
Providing an effective interface between public transit and bicycling typically results in an expanded omising given the relatively level
topography present throughout the Visalia Transit local service area. The catalyst for this community workshops as well as the
community survey.
At the time of the 2022 SRTP update, all Visalia Transit fixed-route buses were equipped with easy-to-use bike racks capable of holding two bikes. There is currently a two-position bike rack on the front of each bus. While some large metropolitan area transit operators have installed three-position bike racks, doing so has raised concerns regarding (allowable) overall vehicle length.
promotion of the marketing/public communications regarding the availability of bike racks, production of a and the potential importance of the bus-bike connection. Second, increase in bicycle infrastructure (e.g., racks, storage pods) at transit centers as well as at high transit purchase, installation, maintenance, and promotion of bus-bike infrastructure.
11. Introduce fixed-route service to new developments.
As part of the SRTP service planning process, Moore & Associates reviewed 23 near-term residential or commercial development sites within Visalia to determine how each could potentially be served by Visalia Transit. Collectively, these 23 projects are expected to be completed within the next five years; a period
68 Seven Visalia Transit routes travel within relative proximity of the various emerging developments: Routes 5, 7, 8, 9, 15, 16, and 17. Except for Route 9 (current recovery time: 13 minutes), each of the remaining with layover time (i.e., the time available before the start of the next run.
As background, ten minutes is the minimum standard for transit recovery time. Therefore, in order to provide transit service that is within reasonable walking distance of (any of) the proposed developments we believe the City has three options: 1) increase the number of buses operating on a given route, thereby increasing both recovery time and service frequency; 2) delete low-productivity portions of existing routes (essentially sacrificing existing riders in order to attract potential riders); or 3) create a new route with appropriate run-time and recovery time. Selection of any of these options is likely to increase Visalia
In October 2021 the City introduced Route 17, which offers 30-minute frequency (with zero recovery time) between Visalia Medical Clinic and Kelsey/Hillsdale. This newest route provides service on weekdays from 6:00 a.m. to 9:30 p.m.; and on weekends from 8:00 a.m. to 5:30 p.m. Ridership activity on Route 17 was approximately 200 rides within the first two weeks.
According to Federal Highway Administration (FHWA) research, most people are willing to walk for five to ten minutes (or approximately one-quarter to one-half mile) to a transit stop. Therefore, in order to encourage transit usage, safe and convenient pedestrian facilities should be provided within one-quarter to one-half mile of transit stops. (Note: Bicyclists are often willing to ride significantly further than one- half mile to access transit stops/facilities depending on local topography.)
Route 17 travels within reasonable walking distance of four of the 23 developments: Iron Ridge subdivision, Crowley Park, Hilton Homes, and Seefried Properties. A fifth development (Marcin Properties) is approximately three-quarters of a mile from the Route 17 alignment.
The Needs Assessment (Chapter 5) identifies the 23 developments; segregates them into one of three
12. Install driver name placards inside the front of DAR vehicles.
The catalyst for this recommendation was the Dial-A-Ride customer survey conducted in August 2021.
The performance of the dial-a-ride driver team is a key contributor to actual as well as perceived customer satisfaction. Given the highly customized nature of the dial-a-ride service, the relationship between the support this, we recommend installation of driver name placards on the front interior panel of each dial- a-ride vehicle. This is a low-
some instances, both first and last names are displayed; in others, simply the dr
69 13. Repair to maintenance facility (yard) concrete.
Transit Operations and Maintenance Center was constructed in 2007. Since that time, the size changed, and fleet
technological needs have changed.
yard warrant repair and/or rehabilitation. Based on a cursory review of the facility, the consultant noted many areas of cracking/broken concrete, cracking curbs and gutters, ineffective drainage, and ineffective fleet parking space allocation. The area around the fuel island is cracking due to settling of adjacent pavement. The growth/maturation of on-site trees and vegetation warrant repair/expansion of tree wells as well as planters throughout the property.
We also recommend a comprehensive review of the entire property/facility to ensure current security requirements and protocols are being addressed.
14. Institute travel training program.
Travel training, as a mobility-enhancing strategy, has become increasingly commonplace, especially for medium to large transit programs. This is especially true for transit programs which serve significant numbers of seniors and/or persons with disabilities. Effective travel training serves to mitigate the barrier that of their family members and/or caregivers).
Travel training programs serve a dual purpose. First, they raise awareness about what transit options are available; and second, they teach the skills needed to effectively use public transit. Travel training can be provided on an individual or group basis. This would enable social service organizations and other programs to host travel training sessions for their clients. Initial activities should focus on historically ride- dependent populations, including seniors, persons with disabilities, and low-income individuals. Some areas of emphasis should include how to use the demand-response (dial-a-ride) service as well as how to navigate the fixed-route bus network.
Moore & Associates believes many social service organization clientele warrant an additional educational step: on-site mobility or travel training. This would involve a qualified Visalia Transit representative visiting social service locations throughout the local service area to conduct short informational presentations, questio
-
mobility devices, how to pay for a transit ride, rider behavior protocol, etc.).
In conducting successful travel training activities across the past 20 years, our approach has included a -ride tickets, a short (large font) presentation/discussion guide, and question/comment cards (for attendees too shy to verbally ask questions). We recommend limiting the group size to 12 and capping the session duration at 75 minutes. Given the likely target of the
70 proposed travel training sessions would be mobility-limited/disadvantaged individuals, having an actual dial-a-ride vehicle and a driver also attend has helped break through the unfamiliarity or hesitancy barrier.
as there is a rhythm which will emerge following completion of the first few sessions.
15. Ensure transit website and GTFS information is kept up-to-date.
Assign monitoring and updating Visalia Transit information to a dedicated staff member. Ensuring accurate and up-to-date transit information plays a critical role for the selection of transit by potential riders and non-riders. We recommend a monthly review of both the transit website content and the GTFS feed be completed. Perhaps the most likely person to complete this would be the Transit Community Outreach Coordinator.
16. Enhance Transit website.
important to support existing customers and attract potential customers, it is important to stay abreast of the latest technology. Potential website enhancements could include providing all content in Spanish and building a new transit-specific website that remains part of the overall City of Visalia website but can also be accessed directly through www.VisaliaTransit.com, which is already owned by the City.
Another potential enhancement is offering transit fare media sales via the transit website.
17. Consider utilizing smaller vehicles, especially for lower productivity routes and/or neighborhood circulators.
The catalyst for this recommendation was the community workshops as well as the community survey (chiefly non-transit riders).
One of the more common criticisms of public transit voiced by (chiefly) non-transit users is the perception .
heightened given the overall decline in transit ridership attributable to the pandemic. Critics often also consideration.
As noted elsewhere in this chapter
share of the total ridership. It is unlikely this situation will change absent a full-scale service redesign.
71 While the pandemic has certainly presented numerous challenges to public transit providers, we believe overall review of service delivery.
Several Visalia Transit routes have relatively low ridership (productivity), and are very likely to remain so. is these low-ridership routes that often lead to the p
the observation is made during off-peak periods (i.e., outside AM and PM commute times).
Moore & Associates envisions two opportunities here. First, substitution of smaller vehicles for larger buses on historically low-productivity routes. Given pre-pandemic as well as recent passengers/revenue hour data, utilization of a smaller vehicle (say, 12 to 15 seats) would adequately/effectively match current as well as forecast demand. While the City pays a fixed-hourly fee to its operations contractor, there is potential for cost savings based on fuel (miles per gallon), vehicle cost (smaller vehicle = lower purchase cost), and potentially lower labor cost (lower vehicle capacity, lower GVW, and no need for air brake certification).
18. Introduce service along Ben Maddox between Walnut and Caldwell.
Requests for the introduction of fixed-route transit service along Ben Maddox between Caldwell Avenue and Walnut Avenue were revealed via the community survey. The distance between Caldwell and Walnut Avenues is approximately 1.2 miles.
At present, three Visalia Transit routes travel through the area: 1) Route 5 has a stop at Walnut Avenue and Ben Maddox, then continues north on Ben Maddox; 2) Route 9 also has a stop on Walnut Avenue and Ben Maddox, then continues north on Ben Maddox; and 3) Route 12 travels east/west on Caldwell Avenue, with stops (southwest corner and northeast corner) at Caldwell and Ben Maddox.
The areas adjacent to Ben Maddox are chiefly residential, with some commercial along Ben Maddox itself.
None of the three Visalia Transit routes serving this area have sufficient additional run-time to allow/support a route modification. Therefore, we conclude the most cost-effective means of responding to this public request would be via a trial neighborhood circulator serving both sides of Ben Maddox between Caldwell Avenue on the south and Walnut Avenue on the north. Such an arrangement could provide timed connections with one of more of the current routes traveling through the area.
72 This page intentionally blank.
73 Chapter 7: Operations Plan is intended to provide further details regarding the recommendations presented in Chapter 6: Service Recommendations. Prior to its inclusion herein, the slate of 18 recommendations was discussed with City of Visalia Transit Staff From
specific to transit security, 2) include additional discussion specific to ITS/technology opportunities, and 3) include a recommendation specific to the fielding of an on- local service area.
In addition to providing implementation details, Chapter 7 also includes a recommended (relative) prioritization of the individual recommendations (e.g., short-term, medium-term, or long-term), and the identification of potential funding source(s) (where appropriate). Short-term is defined as within the next 18 months, medium-term as within 18 months to three years, and long-term as within three to five years.
In preparing Short Range Transit Plans for numerous clients throughout California and the West, the Operations (or Implementation) Plan chapter of the project report has been likened to a five-year program. We hope the City of Visalia will come to view its SRTP in a similar manner.
Lastly, to enhance the utility of Chapter 7, the recommendations included herein have been segregated into four broad categories: 1) Administrative (including policies), 2) Operations, 3) Capital/Technology, and 4) Marketing and Community Outreach.
A summary of the recommendations is provided in Exhibit 7.0.1.
74 Exhibit 7.0.1 Prioritized recommendations
# Recommendation Category
Short, medium,
long-term
1 Increase staffing. Administrative Short
2 Increase security. Administrative Short
3 Install driver name placards inside the
front of DAR vehicles.
Administrative Short
4 Implement neighborhood circulators as
feeders to trunk routes.
Operations Medium
5 Maintain minimum 30-minute service
frequency throughout service day on
Routes 1 and 2. Implement 15- to 20-
minute service frequency during AM and
PM peak service.
Operations Short
6 Consider utilizing dial-a-ride vehicles to
Operations Short
7 Work with COS to establish an inter-
campus shuttle. School days only.
Operations Long
8 Introduce transit service to new
developments.
Operations Medium
9 Consider utilizing smaller vehicles,
especially for lower productivity routes
and/or neighborhood circulators.
Operations Medium
10 Introduce service along Ben Maddox
between Walnut and Caldwell.
Operations Medium
11 Upgrade or replace fareboxes. Capital Medium
12 Syncromatics training for staff. Capital Short
13 Bus stop amenities improvements. Capital Medium
14 Transit Operations and Maintenance
Facility.
Capital Short/Medium
15 Support and increase awareness of the
bus-bike connection.
Marketing Short
16 Institute travel training program. Marketing Short
17 Enhance transit website/Ensure transit
website and GTFS information is kept up-
to-date.
Marketing Short
75 1. Increase staffing.
As cited in Section 3.4, Visalia Transit would benefit from additional 1.0 FTE to assist with increasingly complex oversight and reporting requirements. Moore & Associates recommends recruitment of an additional Management Analyst, preferably a mid-career professional with public transit experience especially project management and preferably technology oriented. Among the responsibilities which could be delegated to such a person would be: 1) heading up the farebox replacement project, 2) increasing in-house knowledge/capabilities regarding the Syncromatics platform, and 3) oversight of the proposed Bus Stop Improvement initiative. The total compensation range for this position would likely be between $75,000 and $100,000 annually.
We also recommend the Ci
Transit and Paratransit Management Certificate program offered by the University of the Pacific (Stockton, CA). Since Fall 2020, this formerly in-person professional development opportunity has one-day class includes four hours of asynchronous (prep) work and three hours of synchronous (virtual class) work. The fee for each class is $425, and an eight-class tuition of $2,695 is also available. Caltrans awards two scholarships annually covering 50 percent of the class registration fees.
Lastly, Moore & Associates recommends the City negotiate with Syncromatics for staff training specific to the hardware and software currently in use by Visalia Transit. Further details are included within Recommendation 5.
Exhibit 7.1.1 Cost of additional staff and training
FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 FY 2026/27
Additional salary & benefits $87,500 $87,500 $87,500 $87,500 $87,500 Training/certificate program $5,390 $2,695 $2,695 $500 $500 Total $92,890 $90,195 $90,195 $88,000 $88,000
2. Install driver name placards inside the front of dial-a-ride vehicles.
The catalyst for this recommendation was the Dial-A-Ride customer survey conducted in August 2021.
The performance of the dial-a-ride driver team is a key contributor to actual as well as perceived customer satisfaction. Given the highly personalized nature of the dial-a-ride service, the relationship between the . To
support this, we recommend installation of driver name placards on the front interior panel of each dial- a-ride vehicle. This is a low-
some instances, both first and last names are
76 3. Implement neighborhood circulators as feeders to trunk routes.
The Texas A&M Transportation Institute defines circulator bus transit as a short-distance, circular, fixed- route transit mode linking riders within an area (neighborhood) with major destinations. Across the past couple of decades, two forms of circulator bus transit have emerged: downtown circulators (think the former Visalia Towne Trolley) and neighborhood circulators.
A neighborhood circulator typically provides service within low-density suburban communities. In doing so it provides access to popular local destinations such as schools, grocery stores, and shopping centers.
Neighborhood circulators help residents get to their favorite local destinations without the need to use a personal vehicle (car). This service mode typically results in many benefits including decreasing single- occupant vehicle trips, reducing greenhouse gas emissions, and fostering the development (or redevelopment of) suburban spaces, all the while enhancing community (neighborhood) mobility.
(defined as within a half mile) of a Visalia Transit bus stop. Time and time again transit market research public transit. The availability (and awareness) of a bus stop within close proximity of the potent residence weighs heavily in the decision-making process.
Increasing the percentage of Visalia households within reasonable walking distance of transit service could entail a significant change in service delivery. We believe the most cost-effective means of accomplishing this would be through incremental introduction of neighborhood circulators operating within defined geographic parameters. For example, a single vehicle would operate within a defined neighborhood/area providing on-demand service. Once or twice hourly (determined chiefly by the size of the service area), seamless connections for down-line travel. While this service approach would likely increase the number of two-seat trips, it would bring transit service closer to a larger share of Visalia Transit households.
transfer or connection be provided at no-cost. At first blush it may appear the City would be sacrificing a potentially large number of transit fares. However, if the ridership pattern for the proposed , the majority of (ongoing)
transit riders would likely embrace multi-ride fare options (i.e., monthly passes).
concept be approached on a trial or demonstration project basis, and that quantifiable service performance targets be agreed upon in advance of service initiation.
77 4. Maintain minimum 30-minute service frequency throughout service day on Routes 1 and 2.
Implement 15 20-minute service frequency during AM and PM peak service.
Transit market research conducted across the years reveals service frequency is among the top three decision factors (among non-riders) when evaluating the potential for transit use. This research also indicates 30-minute service frequency is the minimum desired service standard.
Across the past several years Visalia Transit has made significant inroads enhancing service frequency on its highest productivity (i.e., highest ridership) lines: Routes 1 and 2. Collectively, these two routes account for approximately 43 percent of total system ridership in an average month.
At the time of the 2022 SRTP update, the service frequency on Route 1 was 15 minutes from 6:00 a.m. to 7:00 p.m. (weekdays), and 30 minutes from 7:00 p.m. to 9:00 p.m. (weekdays). Weekend service has a 20-minute frequency between 8:00 a.m. to 6:00 p.m.
The current service frequency on Route 2 is 30 minutes for both weekday and weekend service. The service span for Route 2 is 6:00 a.m. to 8:30 p.m. on weekdays, and 8:00 a.m. to 5:30 p.m. on weekends.
We recommend the City maintain the current service frequency on Route 1, and consider implementing increased service frequency (weekdays only) on Route 2 on a trial or demonstration project basis. The 6:00 a.m. to 7:00 p.m. (weekdays only). If this
is not possible, we recommend 15-minute service frequency be offered from 7:00 a.m. to 10:00 a.m., and again from 3:00 p.m. to 7:00 p.m. (weekdays only).
Moore & Associates does not recommend any change to service frequency for Routes 1 and 2 specific to weekend service.
5. The majority of respondents to the Fall 2021 customer/transit rider survey were deemed to be work-age adults, with 32 percent indicating being currently employed. Further, based on reported annual income, we conclude many Visalia Transit riders are employed within the local retail and service sectors. Such employment typically includes work hours and days outside the tradition
Coincidentally, public requests for extension of transit service into late evening/night hours has been a le 8
Visalia Transit Routes 1 and 2 collectively account for approximately 43 percent of total system ridership during an average month. At the time of the 2022 SRTP update, Route 1 operated until 9:00 p.m. on weekdays, while Route 2 operated until 8:30 p.m. on weekdays.
78 To address the mobility needs of persons holding late evening/night employment, we recommend the City extend weekday service on Route 1 and 2 until 10:00 p.m. on a trial or demonstration project basis.
While Routes 1 and 2 provide considerable coverage, there are still many portions of the City that would not be accessible via transit. Therefore, to maximize mobility options for Visalia residents working until 9:00 p.m. at local businesses, we r
connections from/to Routes 1 and 2 from 8:00 p.m. until 10:00 p.m. on weekdays. To accomplish this, we recommend the City either provide said service itself using a pair of City-owned dial-a-ride vehicles or enter into a short-term agreement with Uber, Lyft, or a local taxi company.
The following exhibits illustrate potential coverage areas for connecting or feeder services with Route 1 and Route 2.
79 Exhibit 7.2.1 - -last mile service area
80 Exhibit 7.2.2 - -last mile service area
id for a connecting ride. This
be valid for a specified period of time (from 8:00 p.m. to 10:00 p.m. on weekdays), only on the day of issue, and only within the defined service area. Given the trial nature of the recommended service enhancement we recommend the City define (using geo-fencing software) a relatively limited (initial) the trial service area could be defined further so as to focus on a specific quadrant within the city of Visalia.
-demand service between a Route 1 or 2 bus stop
and a single destination within the designated service area. Prospective riders would be responsible for reserving the desir
is assumed this service would operate on a -
81 6. Work with COS to establish an inter-campus shuttle (school days only).
Obviously, this has changed during the last couple of years as the majority of College of the Sequoias classes have transitioned to virtual formats. The desire for an inter-campus shuttle was revealed through the community survey and the onboard (transit rider) survey.
While introduction of a single-seat expres
its Tulare satellite campus would be the ideal, a few public transit options currently exist. For example, Visalia Transit Route 11x links the downtown Visalia Transit Center with the Tulare Transit Center via Mooney Boulevard. This route offers 30-minute service frequency on weekdays between 6:30 a.m. and 9:00 p.m.0630 and 2100 hours.
While the consultant believes this request from the public warrants consideration, we believe doing so should be contingent on three factors: 1) resumption of in-person classes at both the main College of the Sequoias campus and the Tulare satellite campus, 2) objective quantification of likely demand (usage), and 3) identification of a sustainable funding arrangement between the City and College of the Sequoias.
7. Introduce transit service to new developments.
As part of the 2022 SRTP update process, Moore & Associates reviewed 23 near-term residential or commercial development sites within Visalia to determine how each could potentially be served by Visalia Transit. Collectively these 23 projects are expected to be completed within the next five years; a period
The Needs Assessment (Chapter 5) identifies the 23 developments; segregates them into one of three odification options. In each instance an additional
vehicle would be needed to provide adequate run-time to serve one or more of the new developments.
Alternatively, the City could consider implementing a flexible route, on-demand service to provide enhanced mobility for persons residing or employed at one or more of the new residential or commercial development locations.
The think-tank Eno Center for Transportation defines on-demand service as utilization of shared vehicles through a tech-enabled application such as TripShot, Via, or TripSpark. Here the vehicle will deviate from its route to a pick-up point within walking distance of the requester. Routes can be fully dynamic and adjusted in real-time based on traffic and demand or can change over the span of a few days.
82 8. Consider utilizing smaller vehicles, especially for lower productivity routes and/or neighborhood circulators.
The catalyst for this recommendation was the community workshops as well as the community survey (chiefly non-transit riders).
One of the more common criticisms of public transit voiced by (chiefly) non-transit users is the perception the overall decline in transit rid
t consideration.
share of the total ridership. It is unlikely this situation will change absent a full-scale service redesign.
While the pandemic has certainly presented numerous challenges to public transit providers, we believe overall review of service delivery.
Several Visalia Transit routes have relatively low ridership (productivity), and are likely to remain so. is these low-ridership routes that often lead to the percept the observation is made during off-peak periods (i.e., outside morning and afternoon peak travel times).
Moore & Associates envisions two opportunities here. First, substitution of smaller vehicles for larger buses on historically low-productivity routes. Given pre-pandemic as well as recent rides/revenue hour data, utilization of a smaller vehicle (say, 12 to 15 seats) would effectively accommodate current as well as forecast demand. While the City pays a fixed-hourly fee to its operations contractor, there is potential for cost savings based on fuel (miles per gallon), vehicle cost (smaller vehicle = lower purchase price), and potentially lower labor cost (lower vehicle capacity, lower GVW, and no need for air brake certification).
9. Introduce service along Ben Maddox between Walnut and Caldwell.
Requests for the introduction of transit service along Ben Maddox between Caldwell Avenue and Walnut The distance between Caldwell and Walnut Avenues is approximately 1.2 miles.
At present, three Visalia Transit routes travel through the area: 1) Route 5 has a stop at Walnut Avenue and Ben Maddox, then continues north on Ben Maddox; 2) Route 9 also has a stop on Walnut Avenue and Ben Maddox, then continues north on Ben Maddox; and 3) Route 12 travels east/west on Caldwell Avenue, with stops (southwest corner and northeast corner) at Caldwell and Ben Maddox.
83 The areas adjacent to Ben Maddox are chiefly residential, with some commercial along Ben Maddox itself.
None of the three Visalia Transit routes serving this area has sufficient additional run-time to support a route modification. Therefore, we conclude the most cost-effective means of responding to this public request would be via a trial neighborhood circulator serving both sides of Ben Maddox between Caldwell Avenue on the south and Walnut Avenue on the north. Such an arrangement could provide timed connections with one of more of the current routes traveling through the area. See the map below for depiction of the proposed coverage area.
Exhibit 7.2.3 Potential Ben Maddox neighborhood circulator service area
84 10. Upgrade or replace fareboxes.
Odyssey fareboxes have reached the end of their
useful life, having declined in reliability while incurring increased maintenance costs.
Moore & Associates believes purchase and installation of r contrary viewpoint
would be if the City anticipates near-term adoption of a fare-free policy.
Given the complexity and cost associated with full-fleet farebox replacement, City staff has identified an the anticipated benefits are reduced unit cost, improved technical support, and the potential for participation in regional transit fare initiatives.
As noted within the increased staffing recommendations, we recommend one of the core responsibilities assigned to the proposed additional Management Analyst be procurement of the planned fareboxes.
Once the specifics of the new farebox have been agreed upon, we also recommend all Transit staff attend Management Analysts complete advanced training specific to farebox software data collection and reporting capabilities.
operations contractor.
11. Syncromatics training for staff.
As noted in Section 4.6, the Syncromatics platform is a valuable resource for operations- and fleet-related data. However, the ability to effectively use this data requires training in report generation and other database activities.
transit staff to obtain comprehensive training regarding the Syncromatics platform and its individual software components. We believe the best means of accomplishing this is via vendor-provided training conducted at the transit administration center. In addition, determining what information the City ultimately wants or needs from the Syncromatics system can help tailor training and report development
We also recommend the City hire a qualified consultant to objectively evaluate the continued usefulness of the current Syncromatics software, identify options for software upgrade and replacement, evaluate cost options for purchase of future Syncromatics software modules, and assist the Transit Manager with securing Syncromatics onsite training for City staff.
85 12. Bus stop amenities improvements.
vice. As such the siting (location),
condition, and amenities found therein play a considerable role in the safety and satisfaction of current riders (customers) as well as the attraction of future customers. Well-designed bus stops also play a role in ADA compliance.
A successful system-wide Bus Stop Improvement Plan requires commitment to an ongoing process typically requiring many years and often significant capital investment to accomplish. (Note use of the
An effective Bus Stop Improvement Plan begins with a comprehensive inventory of all bus stops including a description and condition evaluation of all amenities (i.e., benches, shelters, lighting, signage/info-posts, trash receptacles, etc.) located at the individual stop. The inventory should also identify which route(s) serve the individual bus stop.
Fortunately, the City already has a recent inventory of Visalia Transit bus stops which could serve as the foundation for a broader Bus Stop Improvement Plan initiative. The next step would be to complete a more in-depth evaluation of each stop 1) noting the condition of the respective amenities, 2) the linkage between the individual stop and the surrounding pedestrian network (i.e., adjoining sidewalks, nearby crosswalks, etc.), and 3) an evaluation of ADA accessibility (e.g., inclusion of curb cuts, concrete pad to include Project Access and National Aging and Disability Center websites.)
Improvements should be prioritized based on average daily activity, ADA compliance, and overall condition. Larger transit providers often include staffing responsible for bus stop cleaning, maintenance, and repair. Smaller operators often approach this task through a combination of in-house staffing (cleaning) as well as outsourcing (maintenance and repair).
Moore & Associates believes every bus stop should include a pole, appropriate signage, and either a customer service phone number or a link (QR code) to the Visalia Transit website. We also recommend a unique numeric identifier be assigned to each stop.
As noted above, successful Bus Stop Improvement Plans involve an ongoing, multi-year effort. Therefore, capital effort. Many transit operators within California have been successful in securing grant funding to supplement (or accelerate) their respective Bus Stop Improvement Plan initiative. Some transit providers have also developed partnership initiatives with local businesses and community organizations to
86 13. Transit Operations and Maintenance Facility
progra
As a recipient of federal transportation funding the City is required to prepare and adopt a Transit Asset Management plan every four years. The most recent Plan (2018) was prepared in-house and included both an inventory and condition evaluation of the broad array of Visalia Transit facilities. The TAM Plan also identified a list of out-
Intermediate inventory updates are prepared annually as pa reporting.
maintenance facility) warrant repair and/or rehabilitation. An in-depth facility condition analysis is beyond the scope of the SRTP update. However, among the deficiencies noted are a leaky roof, ineffective drainage throughout the bus yard, numerous areas of broken or cracked concrete, and ineffective fleet parking/space allocation. Given the scope of this matter as well as the potential cost, we recommend the City consider retaining a consultant specializing in transit facilities to conduct a thorough analysis and prepare a multi-year improvement plan.
With respect to security, the Transit Operations and Maintenance Facility features perimeter fencing along with controlled access. There are numerous security cameras placed throughout the property (although their operational condition was not evaluated). A controlled-access employee parking lot is located at the front of the facility, although there are concerns as to the operational condition of the entry gates.
Visalia Transit is currently transitioning to a zero-emission fleet (battery-electric buses). To support this effort, numerous vehicle chargers and supporting infrastructure have been (and will continue to be) installed at the Transit Operations and Maintenance Facility. However, there will still be a need to maintain both the transit and community access compressed natural gas (CNG) fueling facilities. Visalia activities will be addressed across multiple years, although funding for the initial phase has been identified.
87 14. Support and increase awareness of the bus-bike connection.
Recommended Practice: Bicycle and
Transit
and transit customers. The combination helps form a connected network of transportation options that fosters affordable mobility, equity, health, and sustainable communities.
Providing an effective interface between Visalia Transit and the local cycling community has potential for given the relatively level topography present throughout the local service area. At the time of the 2022 SRTP update, all Visalia Transit fixed-route buses were equipped with easy-to-use bike racks capable of holding two bicycles. The racks are installed on the front of each bus.
We envision two activities to support implementation of this recommendation. First, increased targeted on the Visalia Transit website, and periodic outreach with local cycling organizations. Second, enhancing activity centers.
from Caltrans to support the purchase,
installation, maintenance, and promotion of their transit-cycling initiatives.
15. Institute travel training program.
Travel training, as a mobility-enhancing strategy, has become increasingly commonplace, especially for transit providers whose customer base includes a significant number of seniors and/or persons with disabilities. Effective travel training can often miti
infrequent transit riders by increasing their comfort levels (and often those of their respective family members and/or caregivers).
Travel training serves a dual purpose. First, its raises awareness about what transit options are available; and second, it teaches the skills needed to effectively use public transit. Travel training can be provided on an individual or group basis. This would enable social service organizations and other entities to host travel training sessions for their respective clienteles, members, etc. Initial activities should focus on historically ride-dependent populations, including seniors, persons with disabilities, and low-income individuals. Areas of emphasis should include how to use the demand-response (dial-a-ride) service as well as how to navigate the fixed-route bus network.
-
clients as well as administrated and conducted such activities on their behalf. Our recommended -ride tickets,
88 presentation and/or discussion guide, and question/comment cards (for attendees too shy to verbally ask questions).
We recommend identifying a staffer within your organization as the primary travel trainer. In the case of Visalia Transit, the most likely candidate could be the newly hired Community Outreach Specialist. We have found the most successful travel training sessions are limited to 10 or 12 participants and are capped at 75 minutes. Sessions typically include a short information presentation, question-and-answer session, - eelchair lift works, securing
mobility devices, transit rider behavior protocol, etc.).
travel training program. Finally, we offer three recommendations: 1) Identify and assign the same a second person (preferably bilingual) who can assist with greeting attendees, session set-up, and in-field demonstrations; and 3) conduct participant follow-up four weeks after the presentation to assess the impact of the travel training.
16. Enhance transit website/ensure transit website and GTFS information are kept up-to-date.
Ensuring accurate and up-to-date transit information is readily available to current riders and prospective riders alike should be a cornerstone goal of any transit provider. Transit market research continues to underscore the important role that information accessibility plays in the decision by potential riders to use transit.
preferably by City staff on a rotating basis. The objective here is to evaluate the site and feed from the perspectiv -to-
understand, logical manner? Is key service information presented such that it supports easy decision- making by prospective riders? Does the site support easy trip planning? To ensure the monthly review is conducted in an effective manner, we recommend creation of a one- by the assigned reviewer. Such a document would also likely be useful in communicating requested changes to the staff tasked with site maintenance.
At the time of the SRTP update, the Visalia Transit website included many of the components deemed important to benefit both existing transit riders as well as attract prospective riders.
Potential site enhancements could include a full parallel site/content in Spanish as well as online sales of transit fare media (especially monthly passes and other multi-ride media).
89 The purpose of this chapter is to develop status quo Financial and Capital Plans that will serve as a baseline for assessing the impact of recommendations introduced as part of the Operations Plan. The Financial and Capital Plans provided herein are based largely on budget and planning documents provided by the City of Visalia. Assumptions used in calculating revenues and expenses for future years of the five-year planning horizon are detailed in Section 8.2. The Financial and Capital Plans inclusive of the cost of the recommendations are presented in Sections 8.3 and 8.5.
The primary funding sources for transit operations are local, state, and federal transportation programs.
Specifically, these include:
FTA Section 5307 This is FTA formula funding for transit operators serving urbanized areas. For urbanized areas with populations greater than 200,000, the formula is based on a combination of bus revenue vehicle miles, bus passenger miles, fixed guideway revenue vehicle miles, and fixed- guideway route miles as well as population and population density. Federal funding under this program covers up to 50 percent of the net project cost of transit operations.
FTA Section 5310 Federal funding under this section is currently used to fund the Transit Call Center and travel training activities.
Local Transportation Fund The Local Transportation Fund (LTF) provides funding under the State -Alquist-Deddeh Act
(SB 325). LTF funds are derived from a quarter-cent of the state-wide general sales tax. These tax revenues are returned to each county in which they are collected, and the counties then apportion LTF funds within the county based on population.
State Transit Assistance Fund The State Transit Assistance (STA) Fund also provides funding under the TDA. STA funds are derived from a sales tax on gasoline and diesel fuel. The State Controller allocates half of the funds based on population and the other half based on transit operator revenues for the prior fiscal year. In 2017, Senate Bill 1 provided a separate category of funding for State of Good Repair projects under the STA.
Measure R Measure R is a local half-cent sales tax for transportation approved by Tulare County voters in 2006. Half of all Measure R funds are dedicated to regional transportation projects, while an additional 35 percent are allocated to local projects. The remaining funds are intended for transit, bike, and environmental uses to support air quality.
National Park Service Funding through the National Park Service comprises much of the funding for the Sequoia Shuttle program.
FTA Section 5311(f) funds have previously been used for operation of the external Sequoia Shuttle services. However, the service no longer qualifies for these funds.
90 Additional funding sources include state and local programs and locally generated revenues. These include:
Fare revenues and ticket sales These revenues are generated from user fares and pass/ticket sales.
Low-Carbon Transit Operations Program The Low-Carbon Transit Operations Program (LCTOP) was established in 2014 to provide operating and capital assistance to transit operators to reduce greenhouse gas emissions and improve mobility, especially among disadvantaged communities.
LCTOP is administered by Caltrans in coordination with the California Air Resources Board (ARB)
CNG sales In addition to using compressed natural gas (CNG) to fuel its transit fleet, the City also collects revenues from the sale of CNG at a public fueling facility.
Cap-and-Trade Program The Cap-and-Trade Program, administered by the California Air Resources Board (ARB), provides incentives for the reduction in greenhouse gas emissions through the use of carbon credits. Carbon credits represent the reduction or removal of one metric ton of carbon dioxide from the atmosphere. The City earns carbon credits through the sale and use of compressed natural gas (CNG).
Advertising The City realizes revenues by selling advertising space on its transit vehicles.
Lease/rental revenues Additional revenues are earned through lease agreements for space at
Other operating revenue sources may include interest earnings, the sale of equipment or vehicles, rebates, and gains on investments.
The primary funding sources for transit capital projects are state and federal programs. Specifically, these include the following, many of which are the same sources used to fund operations:
FTA Section 5307 Federal funding under this formula grant program covers up to 80 percent of the net project cost of capital projects or purchases.
FTA Section 5339 Federal funding under this program can be used for bus and bus facility purchase, replacement, and rehabilitation. The City currently receives an annual (non- competitive) apportionment that partially funds its Capital Improvement Plan.
Local Transportation Fund LTF funds can be used for capital as well as operating purposes.
State Transit Assistance Fund STA funds used by the City for capital purposes are primarily those received through the State of Good Repair program under Senate Bill 1.
National Park Service Funding through the National Park Service comprises much of the funding for the purchase of vehicles for the Sequoia Shuttle program.
Other federal grant programs, such as FTA Section 5339 Bus and Bus Facilities, are competitive grants which can be used to replace, rehabilitate, and purchase transit vehicles; construct bus-related facilities; and improve technology to result in low- or no-emission vehicles or facilities.
91 The baseline Financial Plans (Exhibits 8.2.1 through 8.2.5) include operating expenses and revenues for -Line service, and the Green Line call
center. Financial Plans for individual transit accounts are provided, as well an aggregated Financial Plan for the transit program as a whole. The following assumptions were used:
A two-percent increase per annum for farebox sales and ticket sales (except for the Sequoia Shuttle, which assumes a five-percent increase beginning in FY 2023/24).
A conservative 1.5-percent increase per annum for LTF, STA, and other state grant programs.
A five-percent increase per annum for CNG sales revenues.
A two-percent increase per annum for federal funding sources.
A two-percent increase per annum for salary- and wage-related expenses.
A four-percent increase per annum for contracted transit operations.
A two-percent increase per annum for utilities.
92 Exhibit 8.2.1 Combined Visalia Transit Baseline Financial Plan
93 Exhibit 8.2.2 Transit Operations Baseline Financial Plan (Account 4551)
94 95
96 97
Exhibit 8.2.3 Sequoia Shuttle Baseline Financial Plan (Account 4553)
98 99
Exhibit 8.2.4 Transit Call Center Baseline Financial Plan (Account 4554)
100
101
Exhibit 8.2.5 V-Line Baseline Financial Plan (Account 4555)
102
103
This section presents cost estimates for the individual recommendations presented in Chapters 6 and 7 and identifies the year of implementation. For ease of review, we have utilized the Combined Financial Plan, which clearly identifies the costs of each recommendation. The specific account to which the cost applies is noted in the narrative discussion.
For operating costs projected beyond the FY 2022/23 contracted operating rates, we have assumed a five percent annual increase. All operations recommendations were calculated using FY 2022/23 rates and escalated according to year of implementation.
Recommendation 1
Increase staffing.
This would add one additional staffer at an annual compensation level (salary plus benefits) of approximately $110,000 beginning in FY 2022/23. There would also be training costs for this staffer as well as existing staff for a total of approximately $12,780 across the next five years (beginning in FY 2022/23). Training costs beyond FY 2026/27 are not estimated at this time. These additional costs are included in Account 4551 (Transit Operations).
Exhibit 8.3.1 Recommendation 1 financial impact
FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 FY 2026/27
Additional salary & benefits $110,000 $110,000 $110,000 $110,000 $110,000 Training/certificate program $5,390 $2,695 $2,695 $1,000 $1,000 Total $115,390 $112,695 $112,695 $111,000 $111,000
Recommendation 2 Install driver name placards inside the front of dial-a-ride vehicles.
At the time of this report, the cost for removeable nameplates and mounted brackets was approximately ten dollars per nameplate and ten dollars per bracket. Assuming a fleet of 11 dial-a-ride vehicles and 20 drivers, the cost to implement this would be approximately $350. As this one-time expense could be covered under the existing budget for supplies or equipment, no additional funds have been budgeted for this recommendation. Nameplates for new dial-a-ride drivers may be included in onboarding costs.
Alternatively, paper nameplates could be printed on cardstock in-house as needed, which would limit the expenditure to the cost of the 11 mounting brackets (or approximately $110).
Recommendation 3
Implement neighborhood circulators as feeders to trunk routes.
While specific neighborhood circulators have yet to be designed, we have budgeted for a six-month demonstration project for FY 2022/23 which would include 1,872 vehicle revenue hours. This provides 12 hours of service per day, five days per week, for 26 weeks. Using the dial-a-ride cost per vehicle revenue hour of $38.887 for FY 2022/23, this translates to a total hour cost of $72,796 for the demonstration er vehicle revenue mile of $0.405.
-route performance of 14.88
vehicle service miles per vehicle revenue hour. For 1,872 vehicle revenue hours, this translates to 30,008 vehicle service miles, for a total mileage cost of $11,281. This would result in a total cost for the result in an annual cost of $168,154, assuming FY 2022/23 rates.) The cost of the demonstration project is included in Account 4551 (Transit Operations) for FY 2022/23 only.
104
Recommendation 4 Maintain minimum 30-minute service frequency throughout service day on Routes 1 and 2. Implement 15 20-minute service frequency during AM and PM peak service.
Adding frequency to Route 2 for a six-month demonstration period would result in the addition of 1,690 additional vehicle revenue hours. For all-day service, using the fixed-route cost per vehicle revenue hour of $39.547 for FY 2022/23, this translates to a total hour cost of $66,834 for the demonstration project. alculated an average performance of 12.10 vehicle service miles per vehicle revenue hour for Route 2. For 1,690 vehicle revenue hours, this translates to 20,449 vehicle service miles, for a total mileage cost of $21,635. This would result in a total cost for the result in an annual cost of $176,938, assuming FY 2022/23 rates.)
For peak-hour only service, which would add only 910 vehicle revenue hours during the demonstration period, this translates to a total hour cost of $36,988. Using the average performance of 12.10 vehicle service miles per vehicle revenue hour for 910 vehicle revenue hours, this translates to 11,011 vehicle service miles, for a total mileage cost of $11,650. This would result in a total cost for the demonstration result in an
annual cost of $97,276, assuming FY 2022/23 rates.)
The cost of the all-day demonstration project is included in Account 4551 (Transit Operations) for FY 2022/23 only.
Recommendation 5
Consider providing extended weekday evening service on Routes 1 and 2.
This recommendation has two separate strategies to be considered. The first is the extension of weekday evening service on Routes 1 and 2 until 10:00 p.m. on a six-month trial basis. This would add 130 vehicle revenue hours and an estimated 1,368 vehicle service miles to Route 1, resulting in a cost of $6,588 for the demonstration period. It would add 195 vehicle service miles and an estimated 2,360 vehicle service miles for Route 2, resulting in a cost of $10,209 for the demonstration period. The total cost to implement this strategy for the six-month demonstration period would be $16,797. Annual cost of implementation would be $33,594 (using FY 2022/23 rates). The cost of the demonstration project is included in Account 4551 (Transit Operations) for FY 2022/23 only.
This assumes the FY 2022/23 fixed-route cost per vehicle revenue hour of $39.547 and cost per vehicle service mile of $1.058. The average vehicle service miles per vehicle revenue hour (FY 2021) is 10.52 for Route 1 and 12.10 for Route 2.
-end portions of
Routes 1 and 2 with rider destinations. The cost estimates provided here assume the service would be provided using City-owned dial-a-ride vehicles rather than contracting with Uber, Lyft, or a local taxi company. This assumes four hours of service per day, five days per week, for 26 weeks, using two vehicles.
This translates to 1,040 vehicle revenue hours and 15,475 vehicle service miles, for a total cost of $46,709 for the demonstration period. Annual cost of implementation would be $93,418 (using FY 2022/23 rates).
105
This assumes the FY 2022/23 dial-a-ride cost per vehicle revenue hour of $38.887 and cost per vehicle service mile of $0.405. The average vehicle service miles per vehicle revenue hour (FY 2021) for the fixed- route service is 14.88. The cost of the demonstration project is included in Account 4551 (Transit Operations) for FY 2022/23 only.
Recommendation 6
Work with COS to establish an inter-campus shuttle (school days only).
The cost of Recommendation 7 is dependent on a variety of factors including routing (which will determine vehicle revenue hours and miles), frequency, service span, and days of operation. With this many unknowns, it is impossible to calculate a proposed cost. As such, no cost estimate is provided for this recommendation.
Recommendation 7 - Introduce transit service to new developments.
While specific routes have yet to be designed, we have budgeted for a six-month demonstration project for FY 2022/23 which would include 1,560 vehicle revenue hours. Per vehicle, this provides 12 hours of service per day, five days per week, for 26 weeks. Using the dial-a-ride cost per vehicle revenue hour of $38.887 for FY 2022/23, this translates to a total hour cost of $60,664 for the demonstration project. cost per vehicle revenue mile of $0.405. Using
-route performance of 14.88
vehicle service miles per vehicle revenue hour. For 1,560 vehicle revenue hours, this translates to 23,213 vehicle service miles, for a total mileage cost of $9,401. This would result in a total cost for the regular service, it would result in an annual cost of $140,130 per vehicle deployed, assuming FY 2022/23 rates.) The cost of the demonstration project is included in Account 4551 (Transit Operations) for FY 2022/23 only.
Recommendation 8
Consider utilizing smaller vehicles, especially for lower productivity routes and/or neighborhood circulators.
The financial impact of Recommendation 9 is difficult to quantify. It is tied primarily to fuel usage and long-term vehicle replacement costs, which cannot be effectively estimated at this time. As such, no cost estimate is provided for this recommendation.
Recommendation 9
Introduce service along Ben Maddox between Walnut and Caldwell.
While a specific route has yet to be designed, we have budgeted for a six-month demonstration project for FY 2022/23 which would include 1,560 vehicle revenue hours. This provides 12 hours of service per day, five days per week, for 26 weeks. Using the dial-a-ride cost per vehicle revenue hour of $38.887 for FY 2022/23, this translates to a total hour cost of $60,664 for the demo 2020/21 performance data, we calculated an average fixed-route performance of 14.88 vehicle service miles per vehicle revenue hour. For 1,560 vehicle revenue hours, this translates to 23,213 vehicle service miles, for a total mileage cost of $9,401. This would result in a total cost for the demonstration project of $70,065. (If this service were added to Visalia Transi of $140,130, assuming FY 2022/23 rates.) The cost of the demonstration project is included in Account 4551 (Transit Operations) for FY 2022/23 only.
106
Recommendation 10 Upgrade or replace fareboxes.
The capital cost to upgrade or replace fareboxes for the fleet is yet to be determined.
Recommendation 11
Syncromatics training for staff.
There is likely to be an additional fee (over and above existing costs) for the additional training. As such, we have budgeted a one-time cost of $3,000 for this recommendation. This cost is included in Account 4551 (Transit Operations) for FY 2022/23 only.
Recommendation 12
Bus stop amenities improvements.
Actual costs to implement this recommendation will be largely dependent on repairs and maintenance needed, the current status of bus stop amenities, and what types of amenities are to be added. Therefore, we are recommending a placeholder budget of $35,000 per year (for a five-year total of $175,000). It would be up to the City to determine an annual workplan for bus stop improvements. This recommendation will be addressed within the Capital Plan.
Recommendation 13 Transit Operations and Maintenance Facility.
The capital cost to repair and/or rehabilitate the Transit Operations and Maintenance Facility is yet to be determined. Costs under this recommendation include development of an analysis and multi-year improvement plan as well as the improvements themselves. Improvements would be budgeted in the Capital Plan.
Recommendation 14
Support and increase awareness of the bus-bike connection.
There are two strategies identified under this recommendation. The first is to raise awareness of the bike- bus connection, which would be undertaken largely through marketing. We have budgeted a one-time cost of $7,500 for marketing activities and the development of collateral in support of this recommendation.
other high-activity transit locations. We believe development of these capital improvements should be tied to grant funding from Caltrans or other sources, which will also determine the project budget. This strategy would be budgeted in the Capital Plan.
Recommendation 15 Institute travel training program.
We recommend budgeting up to $25,000 annually to implement a travel training program. This is another recommendation that would be eligible for grant funding, which could cover trainer and driver staff hours, use of a vehicle, marketing and outreach, free-ride coupons, etc. For example, travel training is an eligible - under FTA Section 5310. The expenses would be budgeted under Account 4554 (Transit Call Center).
107
Recommendation 16 Enhance transit website/ensure transit website and GTFS information are kept up to date.
Such enhancements and the maintenance of GTFS information should be covered under existing budgets for marketing and website maintenance.
108
Exhibit 8.3.2 Combined Visalia Transit Financial Plan with Recommendations
109
The baseline Capital Improvement Plan (Exhibit 8.4.1) reflects existing capital projects and vehicle purchases already identified by the City. Recurring annual expenses are shown through a planning horizon of FY 2026/27.
110
Exhibit 8.4.1 Baseline Capital improvement Plan
111
Improvement Plan. This is
Recommendation 13, which calls for a bus stop improvement program. These costs are programmed
rvice, there may be a future need for additional cutaway buses. However, we do -a-ride fleet before a need has been
identified.
112
Exhibit 8.5.1 Capital Improvement Plan with Recommendations
113
Multiple approaches to community engagement were employed throughout the Short Range Transit Plan to ensure broad representation from persons residing and/or employed throughout the Visalia Transit service area. This included surveys specific to fixed-route riders and demand-response patrons, a survey of the community at-large, and community workshops.
In early September 2021, a team of trained bilingual surveyors conducted a transit rider survey across all -Line service linking
Visalia and Fresno, nor the SEKI service linking Visalia and Sequoia National Park.
Despite a ridership decline of approximately 40 percent, a sample size of nearly 400 was achieved. This translates to a confidence level of 95-percent and margin of error of five percent.
While the bilingual survey team was prepared to assist Visalia Transit customers complete the survey onboard the bus if so requested, riders were also offered the option of completing the survey online after completing their ride. Business cards with a QR code linking to the online survey were provided. -route (local bus) service is:
Age 18-44 (48 percent)
Employed (32 percent)
Rides the bus to travel to/from work (26 percent)
Lacks access to a personal vehicle (79 percent)
Lives in a household with an annual income of less than $25,000 (38 percent) Rides 3-4 day/week (26 percent)
Pays cash for their bus ride (47 percent)
At the time of the survey, scheduled service was provided on 12 distinct route alignments. All routes operated Monday through Sunday. Service is provided in Visalia, Farmersville, Exeter, and Goshen.
Interline time-transfers are available at the downtown Visalia Transit Center (Oak and Santa Fe), Tulare City transit center, and at an informal transfer center on Mooney Blvd.
Q1: Which route are you riding?
The three routes which generated the highest survey participation were Routes 1 (28.3 percent), Route 6 (12.7 percent), and Route 9 (11.3 percent). On an aggregate basis these three routes accounted for more than half (52.3 percent) of all valid surveys realized.
While the survey fielding plan did not employ a stratified sampling methodology (given the impacts which the pandemic has had on historic Visalia Transit ridership patterns), these three routes happen to be the routes of greater ridership activity.
During FY2020/21, the top three ridership routes were Route 1 (159,000), Route 2 (81,000) and Route 4 (53,000). By contrast, Route 9 ranked fifth and Route 6 ranked seventh.
114
Exhibit A.1 Rider survey participation by route
Q2: Where did you board the bus for this trip?
Survey participants were asked to identify the location of their bus ride origin or starting point using either cross-streets or a local landmark. Not surprisingly, the two transit centers were identified as the most common trip starting points: Visalia (21.5 percent) and Tulare (5.1 percent). These were followed by five
Mooney Blvd (12 boarding points) (6.9 percent),
Farmersville (8 boarding points) (2.4 percent),
Ben Maddox (7 boarding points) (2.1 percent),
Houston (7 boarding points) (2.1 percent), and
College of Sequoias (1.5 percent).
Q3. Where do you plan to get off this bus?
Here again, survey participants were asked to identify the location of where they ended their bus ride using either cross-streets or a local landmark. Not surprisingly, the two transit centers were identified as the most common trip end-points: Visalia (26.4 percent) and Tulare (3.6 percent). These were followed by Mooney Blvd (5.4 percent), Farmersville (3.0 percent), Walmart (3750 S. Mooney Blvd) (2.1 percent); and downtown Visalia, Goshen, and Orchard/Mooney.
Q4. Does this one-way trip include a transfer or connection to another bus route? Forty percent of the survey participants indicated making one or more bus-to-bus connections in order to complete the surveyed trip.
Based on recent similar transit market research conducted in other medium-size California public transit settings, this incidence of transfer is higher than average. While Visalia Transit does not offer a free or reduced local service transfer option, pricing of its day pass (which allows unlimited rides on the day of issuance) is only twice that of the cash fare, one-way ride. Therefore, for the price of a round-trip, a transit rider could purchase a day-pass and enjoy unlimited rides. This is a very attractive alternative to the traditional free or reduced bus-to-bus transfer.
28.3%
9.2% 8.9% 7.0%
12.7%
1.9%
3.5%
11.3%
9.4%
1.3%
3.0% 2.7%
0.8%
0%
5%
10%
15%
20%
25%
30%
n = 371
115
Exhibit A.2 Use of transfer/connection to another bus
While the scope of the Short Range Transit Plan did not include a formal transfer analysis, the transit rider survey revealed five of the 12 Visalia Transit routes accounted for the greatest incidence of inter-route transfer activity: Routes 1,2,4,9, and 11X.
Also of interest was the incidence of transfer between Visalia Transit and Tulare County Area Transit. Two routes were cited most frequently: Route 10 (to Dinuba), which originates at the Visalia Transit Center; and Route 40 (to Lindsay/Porterville), which originates at Government Plaza on South Mooney Blvd.
Q5. How did you pay for this ride?
In addition to the cash fare, Visalia Transit offers a variety of pass or multi- percent) was by far the most common method of fare payment. Three other fare payment options garnered
Exhibit A.3 Fare payment method
Yes
40.0%
No
60.0%
n = 355
46.8%
21.3%
15.8%
10.8%
1.9% 3.3%
0%
10%
20%
30%
40%
50%
Cash General public
pass
Student pass Senior or Disabled
pass
I did not pay Other
n = 361
116
, 77.1 percent cited th
.
Exhibit A.4 Reduced fare usage
Q6. What is the main reason you are riding the bus today? of
Exhibit A.5 Trip purpose
Q7. How long have you been riding Visalia Transit?
While survey participants were offered five response options from which to choose, the majority of (42.6 percent).
The rate of rider retention (within the population surveyed) declined approximately 75 percent (for the behavior arising from the pandemic.
General fare ,
77.1%
Reduced
fare , 22.9%
n = 153
26.0%
16.4%
19.9% 19.0%
13.2%
5.6%
0%
5%
10%
15%
20%
25%
30%
Work School Medical/Healthcare Shopping Recreation/Social Other n = 342
117
Exhibit A.6 Duration of patronage
Q8. How many times per week do you ride Visalia Transit? - -6
unt for nearly half of
the total respondent pool. This suggests a dedicated/high-use customer base.
Exhibit A.7 Frequency of use
Q9. Do you currently use any of the following travel options in a typical month? Selection of multiple responses was allowed, so the survey response tallies exceed one hundred percent.
income of less than $25,000. However, usage of Transportation Network Companies could be tied to weekend evening and/or late-night weekday mobility needs.
22.6%
5.6%
14.5% 14.8%
42.6%
0%
10%
20%
30%
40%
50%
Less than 6 months 6 months to 1 year 1-2 years 3-4 years 5 years or longer n = 359
13.5%
18.2%
26.2% 24.3%
17.7%
0%
5%
10%
15%
20%
25%
30%
Less than 1 day per week 1-2 days per week 3-4 days per week 5-6 days per week Every day n = 362
118
Given Greyhound serves the downtown Visalia Transit Center, connectivity -south long distance travel option (within the San Joaquin Valley) is Amtrak, which is located in Hanford some 20 miles distant.
Exhibit A.8 Use of other travel options
Q10. If Visalia Transit had NOT been available today how would you have made this trip? -a-
household income.
Exhibit A.9 Alternatives to transit
10.2%
4.3%
22.6%
9.7%
10.8%
6.2%
0%
5%
10%
15%
20%
25%
Taxi Private
shuttle
Uber/Lyft Ridesharing Long distance
bus (i.e.,
Greyhound)
Other
n = 371
26.5%
2.3% 3.7%
10.3%
29.1%
6.6%
21.1%
0.6%
0%
5%
10%
15%
20%
25%
30%
35%
n = 351
119
Q11. Survey participants were invited to indicate their satisfaction regarding a variety of Visalia Transit service attributes using four evaluation criteria: excellent, good, fair, and poor. compared
with other recent similar transit market research conducted in California.
Four areas for potential improvem
of these would require the expenditure of additional transit operating dollars. However, two other likely require
significant expenditures.
Exhibit A.10 On-time performance
Exhibit A.11 Service frequency
44.2% 41.8%
12.2%
1.8%
0%
10%
20%
30%
40%
50%
Excellent Good Fair Poor
n = 335
41.5%
44.7%
10.9%
2.9%
0%
10%
20%
30%
40%
50%
Excellent Good Fair Poor
n = 313
120
Exhibit A.12 Hours of operation
Exhibit A.13 Availability of service information
Exhibit A.14 Driver courtesy
Exhibit A.15 Safe operation of vehicle
40.5% 40.5%
13.3%
5.8%
0%
10%
20%
30%
40%
50%
Excellent Good Fair Poor
n = 309
45.1%
39.7%
12.1%
3.2%
0%
10%
20%
30%
40%
50%
Excellent Good Fair Poor
n = 315
52.1%
36.6%
8.2%
3.2%
0%
10%
20%
30%
40%
50%
60%
Excellent Good Fair Poor
n = 317
58.8%
34.8%
5.8% 0.6%
0%
20%
40%
60%
80%
Excellent Good Fair Poor
n = 313
121
Exhibit A.16 Onboard cleanliness
Exhibit A.17 Overall service
Q12. Which of the following potential changes would be most significant for you? Survey participants were invited to select up to three responses. Therefore, the response totals exceed 100 percent.
realized
This destination is not currently served (directly) by Visalia Transit, the nearest service point being Route orth Pointe shopping center is located on Ben Maddox north of Houston.
45.9% 43.3%
8.0%
2.9%
0%
10%
20%
30%
40%
50%
Excellent Good Fair Poor
n = 314
50.6%
42.6%
6.1%
0.6%
0%
20%
40%
60%
Excellent Good Fair Poor
n = 310
122
Exhibit A.18 Preferred service change
Q13. If the improvements you selected in Question 12 were introduced, how would it affect your use of public transit?
Nearly 70 percent of those survey participants identifying a preferred service improvement indicated implementing same would cause them to ride more often. This is quite favorable when compared with other recent transit market research conducted in California. We estimate this could result in an additional 25,000 unlinked trips annually.
Somewhat surprising is that an additional 26.6 percent indicated implementation of the desired improvement would have no impact on their transit travel behavior.
Exhibit A.19 Impact of preferred improvement
4.9%
15.4%
11.9%
14.3%
34.5%
37.5%
23.7%
0% 5% 10% 15% 20% 25% 30% 35% 40%
Other
Nothing
New destination(s)
Improved on-time performance
More weekend service
Later service hours
Increased service frequency n = 371
68.9%
4.6%
26.6%
0%
20%
40%
60%
80%
Ride more often Ride less often No change
n = 305
123
Q14. How old are you?
Based on 2019 census data, the average resident age in Visalia was 32 years. Nearly 30 percent of all residents were under 18 years of age; while approximately 12 percent were 65 years and older.
Exhibit A.20 Age
Q15. Which of the following best describes your employment status?
Based on 2019 census data for Visalia, 61 percent of persons age 16 and above were employed.
declined to nine percent for persons 65 years and older.
Exhibit A.21 Employment status
6.7%
22.9% 25.1%
19.9%
9.7%
15.6%
0%
5%
10%
15%
20%
25%
30%
Under 18 18 - 24 25 - 44 45 61 62 and older Decline to
state
n = 371
32.3%
15.4%
18.3%
11.3%
18.1%
4.6%
0%
5%
10%
15%
20%
25%
30%
35%
Employed Unemployed Student Retired Decline to
state
Other
n = 371
124
Q16. Do you have access to a personal vehicle?
Exhibit A.22 Availability of access to a personal vehicle
Q17. How many vehicles/cars are in your household?
According to 2019 census data, 5.1 percent Visalia households indicated no vehicle ownership, while
32.4 percent reported having one vehicle.
Exhibit A.23 Number of vehicles in household
Q18. With which of the following do your most closely identify? Survey participants were permitted to make multiple selections from amongst the various demographic response options. As such, the response tallies exceed 100 percent.
census data.
Yes ,
20.7%
No , 79.3% n = 338
44.3%
22.0%
19.2%
14.6%
0%
10%
20%
30%
40%
50%
None 1 2 3 or more
n = 323
125
Exhibit A.24 Race/ethnicity
Q19. Do you identify as Hispanic or Latino (of any race)?
Exhibit A.25 Identification as Hispanic/Latino
Q20. Which of the following language(s) is spoken in your home? Survey participants were permitted to make multiple selections from among the various language options.
Therefore, the response tallies exceed 100 percent. According to 2019 census data, 35.3 percent of Visalia households reported speaking a language other than English at home.
Exhibit A.26 Language(s) spoken at home
23.2%
30.7%
40.2%
3.0%
3.8%
3.0%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
Other
Decline to state
White/Caucasian
Native American/Alaska Native
Black/African American
Asian/Pacific Islander n = 371
Yes , 61.3%
No , 38.8%
n = 320
75.2%
32.3%
2.4%
0%
20%
40%
60%
80%
English Spanish Other
n = 371
126
Q21. How well do you speak English?
Exhibit A.27 English proficiency
Q22. What is your annual household income?
the average Visalia annual household income was $62,263.
Exhibit A.28 Annual household income
Q23. How many individuals (including yourself) live in your household? According to 2019 census data, the average Visalia household included 3.02 persons.
Exhibit A.29 Household size
90.5%
5.7% 3.8%
0%
20%
40%
60%
80%
100%
Very well or native
speaker
Less than very well Not at all
n = 316
38.3%
13.5%
4.9% 2.7% 1.1%
39.6%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Less than $25,000 $25,000 - $49,999 $50,000 - $74,999 $75,000 - $99,999 $100,000 - $149,999
Decline to state
n = 371
25.1%
17.3% 16.6% 16.0%
11.7% 13.4%
0%
10%
20%
30%
1 2 3 4 5 6 or more
n = 307
127
Exhibit A.30 Rider survey instrument (English)
128
129
Exhibit A.31 Rider survey instrument (Spanish)
130
131
Exhibit A.32 Rider survey car card
Exhibit A.33 Rider survey take-one card
132
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133
Transit Plan was the community survey.
The survey has several objectives including 1) assess awareness as well as recent use of Visalia Transit, 2) identify motivators as well as barriers (perceived as well as actual) regarding current and future use of Visalia Transit (and its associated services), 3) collect basic demographic data specific to survey participants, and 4) identify opportunities for potential Visalia Transit service enhancements.
Survey fielding occurred during September 2021. Data collection was via intercept surveying at locations of significant activity throughout the Visalia Transit local service area as well as online. Printed surveys were also available at each of the community workshops (Visalia Convention Center and College of the Sequoias).
The online survey was promoted via 1) City of Visalia social media messaging, 2) display advert in Visalia Times-Delta, and 3) a direct mailer (four-color postcard) to nearly 29,000 households throughout the city of Visalia. A response or participation incentive was included (e.g., random drawings for a selection of VISA gift cards).
At the conclusion of the agreed upon survey fielding period, nearly 250 valid responses were received, Plan.
Based on the survey data, Moore
participant:
Most common barrier to use of public transit: Prefer to drive own vehicle (53.4 vehicle).
Ready access to a personal vehicle (83.6 percent).
Greatest motivator to potential future use of public transit: Change in personal circumstance (44.8 percent).
Primarily drives alone (75 percent).
Propensity to use public transit in the future (86.3 percent).
Most common motivators for transit usage is lack of access to a personal vehicle/car (33.3 percent).
Preferred method of receiving public transportation information: website/internet (45.7 percent).
Has not used Visalia Transit or dial-a-ride within the 90 days prior to survey contact (68.7 percent).
Is employed (44 percent).
Speaks English at home (86.5 percent).
Believes public transit offers a valuable community service (87.6 percent).
Believes public transit supports the local economy (85.2 percent).
Believes public transit is an important service for seniors and persons with disabilities (93.3 percent).
134
Q1. Have you ridden Visalia Transit or the Visalia dial-a-ride service within the last 90 days? Slightly more than 30 percent of the respondents indicated some use of Visalia Transit services within the 90 days prior to the survey contact. This is neither surprising nor disappointing given the primary target of the community survey was residents without recent use of Visalia Transit.
Exhibit B.1 Transit usage within prior 90 days
Q2. Which public transportation services have you used within the last 90 days? Of those survey participants indicating some patronage of local public transportation within the 90 days prior to the survey contact, nearly 86 percent indicated -route).
Again, not surprising given
transit programs operating within Tulare county.
-Line.
Exhibit B.2 Transit service used within prior 90 days
Q3. Why do you typically use public transportation?
-ranked reason for using public transit/Visalia Transit. Interestingly, -
- 60 percent of all
responses.
Yes
31.3%
No
68.7% n = 259
85.9%
3.8% 10.3%
0%
20%
40%
60%
80%
100%
Visalia Transit Visalia dial-a-ride (DAR) Other
n = 78
135
Response totals exceed 100 percent as survey participants were permitted to select up to three response options.
Exhibit B.3 Reason for riding transit
Q4. How do you typically travel to the bus stop?
The vast majority (80 percent -
origin bus stop.
The topography of the Visalia Transit service area is flat, and many of the local service bus stops are within a quarter-mile of each other. Further, every Visalia Transit bus features front-loading bicycle racks, thereby supporting the bike-to-
Exhibit B.4 Travel to bus stop
Q5. In a typical week, how often do you use public transportation? , -
Nearly eight percent indicated riding every day, while 11.7 percent cited once weekly
12.3%
25.9%
22.2%
19.8%
33.3%
24.7%
27.2%
0% 5% 10% 15% 20% 25% 30% 35%
Other
Good for the environment
Easy-to-use/convenient
Less expensive than driving
Live in a single-car household n = 81
80.5%
9.1% 5.2% 5.2%
0%
20%
40%
60%
80%
100%
Walk Get dropped off Bike or skate Other
n = 77
136
Exhibit B.5 Frequency of use
Q6. What is your preferred method of receiving information about public transportation? Survey participants were asked to identify their preferred methods of receiving information regarding public transportation (specifically Visalia Transit). Given respondents were invited to select up to two options, the response tallies exceed 100 percent.
The two top-
Fortunately, at the time of the survey fielding, Visalia Transit had a website reflective of the program and service information one would typically find on many similar-sized public transit operation throughout California.
Further, the interior of Visalia Transit buses featured numerous service information postings/displays.
Exhibit B.6 Preferred method for receiving information
7.8%
19.5%
31.2%
11.7%
29.9%
0%
5%
10%
15%
20%
25%
30%
35%
Every day 4-6 days per
week
2-3 days per
week
Once a week Less than once a
week
n = 77
45.7%
33.3%
19.8%
23.5%
18.5%
7.4%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Website Onboard the
bus
Email Social media
(Facebook,
etc.)
Text
message
Other
n = 81
137
Q7. What is the main reason you do not use public transportation? In conducting similar community (non-rider) surveys throughout California, seeking to identify barriers (perceived as well as actual) contributing to non-use of public transit very often comes down to two reasons. And the Visalia community survey
.4
4.8 percent).
Exhibit B.7 Reason for not riding
Many Californians have a long-
.
atives are
measured.
remained at/near its work site for most, if not all, of the work period/hours. Obvious exceptions include persons employed in outside sales or various fieldwork. Therefore, it becomes important for transit erceived need for access to a personal
vehicle during (normal) work hours.
Q8. Do any other persons in your household use public transportation? Few of the respondents identified another member of their household as a transit user. This suggests a l
7.4%
6.8%
14.8%
53.4%
7.4%
4.5%
5.7%
0% 10% 20% 30% 40% 50% 60%
Other
Concerns about safety onboard bus.
Need my car during the day.
Prefer to drive own vehicle.
Takes too long.
Service is not available when I need to travel.
Do not know how to use it. n = 176
138
Exhibit B.8 Transit use by other household members
Q9. Do you have ready access to a car/personal vehicle? Nearly eighty-five percent of total
vehicle. This stands in stark contrast to the 20 percent of current Visalia Transit customers who indicated access to a personal vehicle.
Exhibit B.9 Access to a personal vehicle
Access to a personal vehicle, especially in a suburban or low-density communities such as Visalia, is often an indication of household income. In other words, there is a positive relationship between vehicle ownership (and by extension, number of vehicles per household) and total annual household income.
This widespread vehicle ownership also ties in with the suburban, largely single-family dwelling development found throughout Visalia. By contrast, a community featuring higher density, and a greater percentage of multi-
ions, refocusing Visalia Transit so as to offer more frequent service (i.e., 20 minute headways) along higher productivity corridors would likely capture more transit trips from many of these suburban dwellers.
14.7% 5.6% 2.8%
76.9%
0%
20%
40%
60%
80%
100%
Yes other adults Yes
children/youth
Yes both other
adults and
children/youth
No
n = 251
Yes
83.6%
No
16.4%
n = 250
139
Q10. Which statements best describes your awareness of Visalia Transit? With respect to brand awareness, nearly forty percent of all of Visalia Transit as a valuable community service (87.6 percent) ly wrong (or perceived wrong) with the current public transit program.
Further, nearly 40 percent of those surveyed indicated an (unaided) awareness of Visalia Transit, but no recent patronage of same. This suggest there is a realistic opportunity to recapture some of the former
Exhibit B.10 Awareness of Visalia Transit
Q11. What change, if any, would cause you to either begin riding Visalia Transit or increase your use of Visalia Transit?
requency
barriers typically has a lower cost.
13.9%
39.4%
31.5%
13.1%
2.0%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
Am a current rider.
Know about it and have ridden in the past.
Know about it, but have never ridden.
Aware of it, but do not know much about it.
Was not aware of it before today. n = 251
140
Exhibit B.11 Motivator to begin/increase transit usage
Q12. What is your primary means of transportation?
By contrast, 21 percent of persons participating in the recent Visalia Transit onboard (transit rider) survey reported access to a personal vehicle.
Exhibit B.12 Primary transportation mode
Q13. If the means of transportation you selected in Question 12 was no longer available, would you consider riding public transit?
This is a significant forecaster of potential future ridership growth. As discussed throughout this analysis, Visalia Transit is perceived positively by rider and non-rider al
Like many other California communities, Visalia has experienced (and will likely continue to experience)
13.5%
44.8%
18.9%
12.0% 9.7%
15.4%
10.4%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Easier access
to transit
service
information
Change in my
personal
circumstances
More
frequent
service
Later
operating
times
Additional
destinations
Nothing
would cause
me to begin
riding or ride
more often.
Other
n = 259
75.0%
7.5% 9.1% 6.3% 2.0%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Drive myself Ride with family
or friend
Public
transportation
(i.e., the bus)
Walk/bicycle Other
n = 252
141
To broaden the historic transit customer base, Moore & Associates recommends the City focus on 1) increased service frequency (especially along key arterials), 2) service delivery options (e.g., neighborhood circulators) which bring transit service closer to a greater percentage of Visalia households, and 3)
Exhibit B.13 Consideration of transit as alternative to primary transportation mode
Q14. Which of the following includes your age?
Exhibit B.14 Age
Yes
86.3%
No
13.8%
n = 240
0.4%
5.8%
31.7%
25.5%
31.7%
5.0%
0%
5%
10%
15%
20%
25%
30%
35%
Under 18 18-24 25-44 45-61 62 and older Decline to
state
n = 259
142
Q15. Which of the following best describes your current employment status?
Exhibit B.15 Employment status
Q16. With which of the following do you most closely identify?
Exhibit B.16 Race/ethnicity
Q17. Do you identify as Hispanic or Latino?
Exhibit B.17 Identification as Hispanic/Latino
44.0%
10.4%
3.5%
26.3%
6.2%
9.7%
0%
10%
20%
30%
40%
50%
Employed Unemployed Student Retired Other Decline to
state
n = 259
12.7%
21.6%
60.6%
3.9%
0.4%
3.9%
0% 10% 20% 30% 40% 50% 60% 70%
Other
Decline to state
White/Caucasian
Native American/Alaska Native
Black/African American
Asian/Pacific Islander n = 259
Yes
36.4%
No
63.6% n = 231
143
Q18. Which language(s) is spoken in your home?
Exhibit B.18 Language(s) spoken at home
Q19. How well do you speak English?
Exhibit B.19 English proficiency
Q20. Please indicate your opinion regarding the following statements about public transit in Visalia.
Exhibit B.20
86.5%
15.1%
1.9%
0%
20%
40%
60%
80%
100%
English Spanish Other
n = 259
94.9%
5.1%
0%
20%
40%
60%
80%
100%
Very well or native speaker Less than very well
n = 236
9.9% 7.7% 9.4%
73.0%
0%
20%
40%
60%
80%
Strongly Agree Somewhat Agree Somewhat Disagree Strongly Disagree n = 233
144
Exhibit B.21 Transit a valuable community service
Exhibit B.22 Transit is good for the community but not important to me
71.8%
15.8%
7.7% 4.7%
0%
20%
40%
60%
80%
Strongly Agree Somewhat Agree Somewhat Disagree Strongly Disagree n = 234
30.6%
33.6%
17.9% 17.9%
0%
10%
20%
30%
40%
Strongly Agree Somewhat Agree Somewhat Disagree Strongly Disagree n = 235
55.5%
29.7%
10.2%
4.7%
0%
10%
20%
30%
40%
50%
60%
Strongly Agree Somewhat Agree Somewhat Disagree Strongly Disagree n = 236
145
51.5%
31.2%
13.4%
3.9%
0%
10%
20%
30%
40%
50%
60%
Strongly Agree Somewhat Agree Somewhat Disagree Strongly Disagree n = 231
48.7%
35.0%
9.8% 6.4%
0%
10%
20%
30%
40%
50%
60%
Strongly Agree Somewhat Agree Somewhat Disagree Strongly Disagree n = 234
54.0%
31.5%
8.5% 6.0%
0%
10%
20%
30%
40%
50%
60%
Strongly Agree Somewhat Agree Somewhat Disagree Strongly Disagree n = 235
146
72.6%
20.7%
4.6% 2.1%
0%
20%
40%
60%
80%
Strongly Agree Somewhat Agree Somewhat Disagree Strongly Disagree n = 237
147
Exhibit B.28 Community survey instrument (English)
148
149
Exhibit B.29 Community survey instrument (Spanish)
150
151
Exhibit B.30 Community survey take-one card
152
Exhibit B.31 Community survey direct mail postcard
153
The City of Visalia provides curb-to-curb transportation for ADA-certified individuals (regardless of age) as well as non-ADA certified individuals (on a same-day, space-available basis).
The service is provided on a reservation-based, shared ride service. Persons with disabilities wishing to use the demand-response service must meet the qualifying criteria and obtain certification in advance of their first usage.
Visitors to Visalia who possess a valid ADA certification card from another public transit provider may use the Visalia Transit demand-response service while visiting the city.
Trip reservations can be made up to 14 days in advance. All Visalia Transit demand-response vehicles are equipped with lifts and/or access ramps, and can accommodate most types of wheelchairs, scooters, and other mobility devices.
One personal care attendant (PCA) may accompany one ADA fare-paying passenger free of charge, provided the PCA is picked up and dropped off at the same locations as the ADA rider. A PCA is someone who is essential to the ADA rider for their mobility as defined by the Americans with Disabilities Act.
A passenger may also request a rider for a qualifying companion. The companion must also be picked up and dropped off at the same locations as the qualifying rider. The companion must pay the same fare as the person they are accompanying.
-response service is provided throughout Visalia, Exeter, Farmersville, and Goshen (an unincorporated community in Tulare County). The service operates weekdays (6:00 am 9:30 pm), and Saturday and Sunday (8:00 am 6:30 pm). The demand-response service adheres to the same service holidays as the overall Visalia Transit program.
To assess demand-response customer satisfaction as well as program performance, Moore & Associates conducted a self-administered survey of recent demand-response patrons. A bilingual (Spanish/English), large-font survey questionnaire was mailed to nearly 500 Visalia Transit demand-response customers.
The survey mailer included a bilingual questionnaire and prepaid reply envelope. To encourage survey participation each person responding in advance of the stipulated response deadline was entered into a random drawing for one of a series of 50-dollar VISA gift cards.
-response customer
received. This translated to a response rate of nearly 15 percent. Presented herein are a series of exhibits summarizing the survey results.
154
Key Takeaways
Transit demand-response rider.
Is age 62 years or older (65.1 percent).
Rides no more than once weekly (37.1 percent), but has ridden within the past month.
Resides within Visalia (83.1 percent).
Uses the service most often to access healthcare services (56.3 percent).
Typically rides alone (66.1 percent).
percent).
-response (dial-a-ride) service?
Exhibit C.1 Frequency of use
-
response service? (Choose only one.)
Exhibit C.2 Frequency of use
36.2%
26.1%
17.4%
20.3%
0%
5%
10%
15%
20%
25%
30%
35%
40%
Less than one trip
every week
1-2 times per week 3-4 times per week 5 or more times per week
n = 69
5.6%
2.8%
5.6%
5.6%
25.4%
54.9%
0% 10% 20% 30% 40% 50% 60%
Other
Recreation/social activities
School
Work
Shopping/errands
Healthcare/medical
n = 71
155
Q3. How many days in advance do you typically make your ride reservation?
Exhibit C.3 Length of advance reservation
-response service instead of another form
of transportation?
Exhibit C.4 Reason for riding
-response service? (select up to
three)
Exhibit C.5 Trip purpose
34.8%
19.7% 22.7%
18.2%
4.5%
0%
10%
20%
30%
40%
1-2 days 3-4 days 5-9 days 10 days or more Standing
reservation
n = 66
6.9%
4.2%
15.3%
15.3%
58.3%
0% 10% 20% 30% 40% 50% 60% 70%
Other
Other options too expensive (i.e., taxis, Uber/Lyft)
Unable to ride the big bus (Visalia Transit).
No or limited access to a personal vehicle.
n = 72
90.4%
9.6%
1.4% 5.5%
12.3%
1.4% 4.1%
0%
20%
40%
60%
80%
100%
Within Visalia Within Exeter Within
Farmersville
Between Visalia
and
Farmersville
Between Visalia
and Exeter
Between Visalia
and Goshen
To Tulare
n = 73
156
Q6. Please indicate your satisfaction with respect to the follow Visalia Transit demand-response service characteristics.
Survey participants were asked to rate their satisfaction with various Visalia Transit service characteristic utilizing a four-
Exhibit C.6 Ease of reservation-making
Exhibit C.7 Ability to obtain ride at desired time
Exhibit C.8 On-time performance
58.6%
31.4%
8.6%
1.4%
0%
10%
20%
30%
40%
50%
60%
70%
Excellent Good Fair Poor
n = 70
35.7%
52.9%
10.0%
1.4%
0%
10%
20%
30%
40%
50%
60%
Excellent Good Fair Poor
n = 70
44.3%
37.1%
15.7%
2.9%
0%
10%
20%
30%
40%
50%
Excellent Good Fair Poor
n = 70
157
Exhibit C.9 Affordability/reasonableness of price
Exhibit C.10 Courtesy of customer service/reservation staff
Exhibit C.11 Information provided to customers
62.9%
27.1%
10.0%
0%
10%
20%
30%
40%
50%
60%
70%
Excellent Good Fair
n = 70
67.1%
25.7%
7.1%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Excellent Good Fair
n = 70
55.1%
29.0%
11.6%
4.3%
0%
10%
20%
30%
40%
50%
60%
Excellent Good Fair Poor
n = 69
158
Exhibit C.12 Service hours
Exhibit C.13 Driver courtesy
Exhibit C.14 Vehicle cleanliness (interior)
55.9%
32.4%
10.3%
1.5%
0%
10%
20%
30%
40%
50%
60%
Excellent Good Fair Poor
n = 68
63.8%
21.7%
14.5%
0%
10%
20%
30%
40%
50%
60%
70%
Excellent Good Fair
n = 69
62.3%
29.0%
8.7%
0%
10%
20%
30%
40%
50%
60%
70%
Excellent Good Fair
n = 69
159
Exhibit C.15 Safety onboard vehicle
Exhibit C.16 Overall service
Q7. -response service?
The most common response was .
Exhibit C.17 Fare payment
68.1%
24.6%
5.8% 1.4%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Excellent Good Fair Poor
n = 69
60.9%
29.0%
10.1%
0%
10%
20%
30%
40%
50%
60%
70%
Excellent Good Fair
n = 69
33.3%
55.1%
11.6%
0%
10%
20%
30%
40%
50%
60%
Monthly pass Cash Other
n = 69
160
Q8. Which fare category typically applies to you?
Exhibit C.18 Fare category
Q9. To which of the follow technology items do you have access? (Select all which apply.)
Exhibit C.19 Access to technology
70.8%
29.2%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Reduced fare Full fare
n = 65
52.1%
56.2%
47.9%
52.1%
23.3%
0%
10%
20%
30%
40%
50%
60%
Internet Smartphone Email Text messaging None of the above n = 73
161
-
Exhibit C.20 Travel companion
Q11. Which of the following include your age?
Exhibit C.21 Age
Q12. With which of the following do you most closely identify? (Select all that apply.)
Exhibit C.22 Race/ethnicity
67.1%
11.4%
21.4%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Alone With a companion or friend With an attendant/caregiver n = 70
1.4%
11.0%
20.5%
63.0%
4.1%
0%
10%
20%
30%
40%
50%
60%
70%
18-24 25-44 45-61 62 and older Decline to state
n = 73
13.7%
5.5%
8.2%
4.1%
64.4%
4.1%
4.1%
0% 10% 20% 30% 40% 50% 60% 70%
Decline to state
Other
Hispanic
Asian/Pacific Islander
White/Caucasian
Black/African American
Asian/Pacific Islander n = 73
162
Q13. Do you identify as Hispanic or Latino (of any race)?
Exhibit C.23 Identification as Hispanic/Latino
Q14. What is the primary language spoken in your home?
Exhibit C.24 Language spoken at home
Q15. How well do you speak English?
Exhibit C.25 English proficiency
Yes
27.1%
No
72.9%
n = 70
English
93.1%
Spanish
5.6%
Other
1.4%
n = 72
Very well or
native
speaker
89.0%
Less than
very well
11.0%
n = 73
163
Q16. In which community do you live?
County.
Exhibit C.26 Home community
Q17. In a typical month do you use any of the following transportation services (other than dial-a-ride)?
Exhibit C.27 Use of other transportation modes
84.9%
6.8%
1.4% 1.4%
5.5%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Visalia Exeter Farmersville Goshen Other
n = 73
43.8%
8.3%
4.2% 4.2%
16.7%
2.1%
20.8%
0%
10%
20%
30%
40%
50%
Visalia Transit Private shuttle Taxi Lyft/Uber Family or friends V-Line Other n = 48
164
Exhibit C.28 Dial-A-Ride survey instrument
165
166
167
168
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169
Exhibit D.1 Community workshop flyer (English)
170
Exhibit D.2 Community workshop flyer (Spanish)
171
Exhibit D.3 Community workshop newspaper advertisement (Visalia Times-Delta)
172
Exhibit D.4 Community workshop social media
173
174
175
Exhibit D.5 Community workshop comment card
176
Exhibit D.6 Community workshop photos
177
178
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179
180
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181
Exhibit D.1 Fleet inventory
Qty Year Make Make/Model Fuel PAX Service Status
5 2006 Orion S50 CNG 33 Fixed Route Active
2 2008 Orion S50 CNG 32 Fixed Route Active
7 2008 Orion S50 CNG 34 Fixed Route Active
4 2010 Orion S50 CNG 41 Fixed Route Active
3 2010 Orion S50 CNG 34 Fixed Route Active
4 2013 Gillig BRT CNG 39 Fixed Route Active
2 2016 Gillig CNG 33 Fixed Route Active
2 2009 Orion VII CNG 33 Fixed Route Active
5 2016 Gillig CNG 33 Fixed Route Active
3 2018 Proterra Proterra Electric 40 Fixed Route Active 1 2008 E450 Starcraft Allstar CNG 18 DAR Active
6 2011 Elkhart Coach EC II CNG 18 DAR Active
4 2019 E450 Starcraft Allstar CNG 19 DAR Active
3 2008 Freightliner Startrans CNG 32 Trolley Active
2 2013 Supreme Classic CNG 22 Trolley Active
7 2007 Ford Starcraft Allstar Gasoline 16 SEKI Active
2 2008 Ford Starcraft Allstar Gasoline 16 SEKI Active
2 2009 Ford Starcraft Allstar Gasoline 16 SEKI
4 2012 Gillig Hybrid Diesel Hybrid Diesel 31 SEKI
2 2012 Gillig Hybrid Diesel Hybrid Diesel 26 SEKI
2 2013 A-Z Buses Cutaway Gasoline 16 SEKI
1 2015 Ford Starcraft Allstar Gasoline 20 SEKI
3 2004 Gillig S50 Diesel 31 SEKI Active
3 2007 Ford Glaval Cutaway Gasoline 16 SEKI
2 2018 Gillig Hybrid Diesel Hybrid-Diesel 26 SEKI Active
182
Qty Year Make Make/Model Fuel PAX Service Status
3 2016 Ford Starcraft Allstar CNG 20 V-Line Active
2 2019 Gillig BRT CNG 39 V-Line Active
1 2008 E450 Starcraft Allstar CNG 18 LOOP Buses Active
Exhibit D.2 Fleet replacement module, Transit Asset Management Plan (2018)