2. CONFIRM QUORUM/ STATEMENT OF CONFLICT

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1 SOLTRANS TECHNICAL ADVISORY COMMITTEE (TAC) AGENDA Technical Advisory Committee 2:00 PM, Monday, March 27, 2017 Finance Conference Room, 1st Floor, City Hall 555 Santa Clara Street, Vallejo, CA Public Comment: Pursuant to the Brown Act, the public has an opportunity to speak on any matter on the agenda or, for matters not on the agenda, issues within the subject matter jurisdiction of the agency. Comments are limited to no more than 3 minutes per speaker unless modified by the Board Chair, Gov t Code (a). By law, no action may be taken on any item raised during the public comment period (Agenda Item IV) although informational answers to questions may be given and matters may be referred to staff for placement on a future agenda of the agency. Americans with Disabilities Act (ADA): This agenda is available upon request in alternative formats to persons with a disability, as required by the ADA of 1990 (42 U.S.C ) and the Ralph M. Brown Act (Cal. Govt. Code ). Persons requesting a disability related modification or accommodation should contact Suzanne Fredriksen, Clerk of the Board, at (707) during regular business hours at least 72 hours prior to the time of the meeting. Staff Reports: Staff reports are available for inspection at the SolTrans office, during regular business hours, 8:00 a.m. to 5:00 p.m., Monday-Friday. You may also contact the Clerk of the Board via at Suzanne@soltransride.com. Supplemental Reports: Any reports or other materials that are issued after the agenda has been distributed may be reviewed by contacting the SolTrans Clerk of the Board and copies of any such supplemental materials will be available on the table at the entry to the meeting room. Agenda Times: Times set forth on the agenda are estimates. Items may be heard before or after the times shown. 1. CALL TO ORDER (2:00-2:05 p.m.) 2. CONFIRM QUORUM/ STATEMENT OF CONFLICT 3. APPROVAL OF AGENDA 4. OPPORTUNITY FOR PUBLIC COMMENT (2:05-2:10 p.m.) 5. ACTION ITEMS 1 The complete SolTrans Board Meeting Packet is available on SolTrans Website at

2 5.A. Fiscal Year (FY) Proposed Operating and Capital Budget Suggested Action: Approve/provide feedback on the FY Proposed Operating and Capital Budget Assumptions and Framework. (PRESENTER: Kristina Botsford, Finance and Administration Manager) Staff Report - FY Proposed Operating and Capital_Budget.docx Attachment A - Proposed Operating Revenue and Expense by Mode (Proposed).pdf Attachment B - FY Proposed Capital budget.pdf Proposed Budget_FY _PowerPoint Presentation.pdf 5.B. Budget Outlook Through Fiscal Year (FY) Suggested Action: Provide feedback on the Budget Outlook through FY (PRESENTER: Kristina Botsford, Finance and Administration Manager) Staff Report - Budget Outlook for FY thru FY docx Attachment A - 10 Year Outlook Summary.pdf Budget Outlook Through FY 2027_PowerPoint Presentation.pdf 5.C. Draft Fiscal Year (FY) SolTrans Performance Measures Suggested Action: 1) Provide feedback on the Draft FY Performance Goals and Measures and direct staff to forward the feedback received to the Board of Directors for their consideration. 2) Forward a recommendation to the Board of Directors to approve the Draft FY Performance Goals and Measures. 3) Provide feedback on the new, proposed Mission Statement and forward a recommendation to the Board of Directors for action. (PRESENTERS: Michael Abegg, Planning and Operations Manager; Kristina Botsford, Finance and Administration Manager; Patricia Carr, General Services Manager; Suzanne Fredriksen, Board Clerk) Staff Report - Draft FY Performance Goals and Measures.docx Attachment A - DRAFT FY SolTrans Performance Measures.pdf Attachment B - SolTrans Organizational Chart.pdf NON-ACTION/ INFORMATIONAL 6. DISCUSSION ITEMS 6.A. Mare Island Demonstration Service Status Suggested Action: Informational. (PRESENTER: Michael Abegg, Planning and Operations Manager) Staff Report - Mare Island Promotional Service.docx Attachment A - February Board Report.pdf Attachment B - Board Report Presentation.pdf Attachment C - New Route 9 Schedule & Map.pdf Attachment D - Survey and Results Summary.pdf 6.B. Public Outreach Report for February 2017 Suggested Action: Informational. (PRESENTER: Mandi Renshaw, Program Analyst I) 2 The complete SolTrans Board Meeting Packet is available on SolTrans Website at

3 Staff Report - Public Outreach Report.docx Attachment A Marketing and Outreach Calendar.pdf Attachment B - Marketing and Outreach Update.pdf 6.C. April 2017 Service Changes and Demonstration Service Updates Suggested Action: Informational. (PRESENTER: Michael Abegg, Planning and Operations Manager) Staff Report - April 2017 Service Changes & Demonstration Service.docx Attachment A - Rt 78 April Schedules.pdf Attachment B - Rt 80 April Schedules.pdf 7. NON-DISCUSSION ITEMS 8. STAFF BRIEFINGS This time is reserved for SolTrans Staff to provide a five-minute briefing to the TAC on various items of interest. No action will be taken on these matters except to possibly place a particular item on a future agenda for TAC consideration. 9. ADJOURNMENT 10. MEETING MINUTES 10.A. TAC Meeting Minutes of Suggested Action: Informational. TAC Minutes of pdf 3 The complete SolTrans Board Meeting Packet is available on SolTrans Website at

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5 AGENDA ITEM 5A TAC MEETING DATE: MARCH 27, 2017 Solano County Transit TO: PRESENTER: SUBJECT: ACTION: TECHNICAL ADVISORY COMMITTEE KRISTINA BOTSFORD, FINANCE & ADMINISTRATION MANAGER FISCAL YEAR (FY) PROPOSED OPERATING AND CAPITAL BUDGET MOTION ISSUE: The FY Proposed Operating and Capital Budget will be presented to the SolTrans Board of Directors for feedback on April 20, 2017, with the final proposed budget presented for adoption on May 18, Staff is seeking feedback from the Technical Advisory Committee (TAC) on the FY Proposed Budget prior to seeking Board action in April. DISCUSSION: SolTrans budgets for operations fall under three modes: 1) Fixed Route Bus Service, 2) Demand Response, which includes Paratransit Service in Vallejo and General Public Dial-a- Ride (GP DAR) in Benicia, and 3) the Local Taxi Scrip Program. Direct expenses are budgeted for each mode. The remaining overhead expenses are allocated to each mode, based on the percentage of direct costs and administrative time spent on each mode. The same allocation has been used since the Agency began operations in July 2011, and is 86% to Fixed Route, 12%-14% to Demand Response, and 0%-2% to the Taxi Scrip Program, depending on the type of expense being allocated. SolTrans operating budget has three main cost drivers, which represent 85% of the budgeted costs, and they are as follows, with the approximate portion of the total budget: Contracted Transit Services with National Express Transit (NEXT) 62% Fuel 10% Salaries and Benefits 13% FY OPERATING BUDGET SUMMARY: The total FY Operating Budget (Attachment A) is being proposed at $14,810,000 (the prior year (PY) approved budget was $14,030,000), and is broken out per mode, as follows: 5

6 Mode Table 1 FY Proposed Budget Fixed Route $12,697,277 Paratransit / GP DAR $1,849,319 Taxi Scrip $263,404 Total $14,810,000 Combined Farebox Recovery Rate 25.4% Transit Service Revenue Hours: SolTrans discontinued the Route 200 supplemental ferry service on December 31, 2016, and at the same time started Route 82, which is one weeknight roundtrip from the El Cerrito del Norte BART station to the San Francisco Transbay Terminal and back. The Mare Island Pilot Route 9 runs through May 28, 2016, and it will be determined at the May Board meeting whether or not to continue this route. Projected fixed route hours include a full year of service changes made during FY In addition, 4,000 hours are budgeted for service additions to respond to demand or operating conditions during the fiscal year, or to implement service initiatives. Staff are compiling a list of possible service initiatives totaling 5,500 annual hours for future Committee and Board consideration. Paratransit and GP DAR hours have been lowered to reflect current trends in ridership as more paratransit riders opt to use fixed route service. Projected farebox revenues and proposed operating costs are based on the following number of revenue service hours: Fixed Route 100,300 hours (2,080 hours less than the PY budget) Paratransit 10,200 hours (500 hours lower than the PY budget) GP DAR 2,900 hours (100 hours lower than the PY budget) Key Factors Driving Budget Increase: The total budget of $14,810,000 is a $780,000 (5%) increase over the current year budget, and is being driven by three major factors: Transit Service Contract The contracted fixed expenses and variable rates for hours of revenue service operated escalate each year, increasing the total operating contract costs by $266,000, offset by a reduction in service hours equating to $106,000, netting an increase in expense associated with the transit service contract of approximately $160,000. Salaries and Benefits for permanent and temporary employees are increasing by $233,000, to reflect a full year salary and benefits from hiring a General Services Manager last September and the Community and External Affairs Officer expected to be hired this Spring, as well as potential cost of living adjustments (COLA) and merit increases. The budget assumes a new Executive Director will be hired by July 1,

7 Reimbursement from the Water Emergency Transportation Authority (WETA) As discussed above, Route 200 supplemental ferry service has been discontinued. The prior year budget included a reimbursement from WETA of $450,000 that will no longer be realized. Part of the reimbursement covered SolTrans fixed overhead operational costs that will still need to be included in expenses and funded with other sources. Other Assumptions are reflected as follows: Fuel Until January 2017, SolTrans used only diesel and unleaded fuel. In January 2017, SolTrans received its first 6 Compressed Natural Gas (CNG) buses, with 4 more expected in the middle of next fiscal year. These buses need to be fueled offsite, with fuel being consumed for the deadhead miles to and from the fueling facility in American Canyon. SolTrans is constructing an on-site fueling facility that is expected to be operational by September In addition to the cost of the natural gas, SolTrans will incur additional electrical costs to power the generators needed to compress the natural gas. SolTrans also received its first 2 electric buses in February These buses will be charged daily at the operating and maintenance facility. Estimating fuel costs is challenging due to the lack of real cost data. The electric buses are not yet in service and the CNG buses have just been deployed on a rolling basis; therefore, a full-month of cost is not available at this time. Staff has used known costs and industry benchmarks to estimate the total cost of fuel, keeping in mind that the use of diesel fuel will decrease. As actual cost data becomes available, Staff will revise the fuel cost for the final proposed budget. If actuals differ from the final budget by 10% or more, Staff will come back to the Board with a proposed budget adjustment. Fuel is being budgeted at $1,500,000. The prior budget was $1,615,000 but current year actuals are projected to be $1,250,000 due to diesel and unleaded fuel prices remaining low. Operating Revenue Assumptions: Fixed Route Farebox revenue budget will stay the same, which is just a fraction less than the current year projected actuals, based on declining ridership trends. SolTrans will use FTA Section 5307 funds for operations, to the full extent possible, and State Transit Assistance Funds (STAF), with TDA funds used to fund operations as a last resort. The past 3 years SolTrans received approximately $670,000 annually in 5307 JARC and STAF Lifeline funds but this funding ends June 30, The call for projects will be this Spring and the amount of new funding is unknown. To be conservative, SolTrans will budget to receive $300,000 next year in STAF Lifeline and JARC and will budget to use TDA to replace the remainder of the funding. If additional funding becomes available during the year, the JARC and STAF funds will be used first before TDA funds. Parking revenue from the Curtola Park and Ride Hub is being kept flat based on current year actual projections. Paratransit/GP DAR Farebox revenue is budgeted to decrease based on current year projections. This aligns with the lower number of revenue hours that the service operates due to lower ridership as 7

8 Paratransit riders are encouraged to take fixed route when they are able, at a much lower fare. Taxi Scrip Program Local Taxi Scrip sales have been budgeted to decrease in line with current-year actual projections. Farebox Recovery Rate: The combined farebox recovery rate (all modes combined) is budgeted at 25.4%. This is 0.4% lower than the PY budget and 2.6% lower than the projected actuals for the current year. FY CAPITAL BUDGET SUMMARY: The total FY Proposed Capital Budget is $5,914,805. This amount reflects new budget and revenue requests only in FY However, Staff will be requesting that the Board authorize the carryover of capital funds from FY , in order to complete ongoing projects. (Please see Attachment B for full details on the proposed capital budget and project descriptions.) The major additions to the Proposed Capital Budget are as follows: Vehicle Maintenance and Equipment SolTrans is in the process of replacing engines on the hybrid fleet that we use for local routes. The current year budgeted for 16 engine replacements and we need to do 3 more in the next fiscal year at a cost of $26,000 each. We have also budgeted $100,000 for the replacement of the DPIM hybrid gate component for the Gilligs. This component costs approximately $20,000 and needs to be replaced as needed as they wear out. Facilities Maintenance and Equipment We are requesting $440,000 for needed equipment to maintain the fleet, a fuel management and fleet maintenance software system, and general upgrades to the facility. The funds are also needed to add to the bus wash budget to ensure we have enough funds to cover the cost of the replacement that is being put out for bid this month. Additionally, funds are needed to replace bus shelters or add amenities to existing shelters. Vehicles SolTrans continues to replace the diesel commuter fleet with CNG buses. We need to budget funds for the remaining buses that we will be replacing next year. Additionally, we are budgeting for replacement of 3 paratransit cutaways. All new budget requests listed above were included in the 10 year budget outlook last year as well as in the updated outlook. FISCAL IMPACT: The proposed FY Operating Budget is $14,810,000, and the proposed Capital Budget is $5,914,805. The combined Budget is $20,724,805, plus carryover from the prior year capital budget, and it is fully funded through the sources outlined in Attachments A and B. Additionally, the proposed operating budget will be financed significantly with farebox revenue and federal grant sources. In doing so, SolTrans can fund capital projects with more flexible and less restrictive state grant funds, as well as save its TDA funds in reserve. The TDA funds can, therefore, accrue interest and generate additional funding for the Agency. 8

9 PERFORMANCE GOAL: Goal 2 - Optimize the financial health of SolTrans, as required for providing services that meet the needs of the citizens of the Cities of Benicia and Vallejo; Objective C - Strategically align financial resources with operational and capital priorities; Strategy (i) - Develop operations and capital priorities and program federal, state, regional and local funds according to Boardapproved priorities, and (ii) Complete the annual Operating & Capital Budget and Mid-Year Budget Adjustment. RECOMMENDATION: Approve/provide feedback on the FY Proposed Operating and Capital Budget Assumptions and Framework. Attachments: A. FY Proposed Operating Revenue and Expense by Mode (Proposed) B. FY Proposed Capital Budget (Proposed) 9

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11 SolTrans Attachment A Operating Revenue by Mode PAGE 1 OF 2 FY FY FY Actuals Adopted Projected Approved Budget Actuals Budget Fixed Route Revenue Farebox Revenue $ 3,483,041 $ 3,448,386 $ 3,464,747 $ 3,448,386 FTA Section 5307 Operating Assistance 2,366,082 2,800,000 2,500,000 2,800,000 FTA Section 5307 JARC 140, , ,254 FTA Section 5311 Non Urbanized Area 40,000 STAF Population 519, , , ,000 Transportation Development Act (TDA) 2,108,862 3,162,507 3,085,340 4,387,449 Regional Measure 2 (RM 2) 1,407,338 1,526,340 1,511,441 1,511,441 Curtola Parking Fee Revenue 66, , , ,000 Other/Interest 66, ,000 75,000 75,000 Subtotal Fixed Route Revenue 10,197,665 11,884,602 11,483,897 12,697,276 Paratransit (Demand Response) Revenue FTA Section % ADA set aside 302, , , ,111 TDA 1,041,950 1,197,729 1,195,523 1,368,209 STAF Operating Assistance 87, , , ,000 Farebox Revenue 53,657 75,000 56,571 55,000 Subtotal Paratransit Revenue 1,484,824 1,864,308 1,756,236 1,849,320 Taxi Scrip Revenue Taxi Scrip Local 85, ,000 80,000 80,000 TDA 104, , , ,404 Subtotal Taxi Scrip Revenue 189, , , ,404 FAREBOX REVENUE 3,621,707 3,623,386 3,601,318 3,758,386 FUNDING SOURCE REVENUE 8,249,909 10,406,614 9,898,820 11,051,614 Total Revenue $ 11,871,616 $ 14,030,000 $ 13,500,138 $ 14,810,000 Fixed Route Farebox Recovery 34.5% 29.0% 30.2% 27.2% Demand Response Farebox Recovery 3.4% 4.0% 3.2% 3.0% Overall Farebox Recovery 31.1% 25.8% 28.0% 25.4% 11

12 SolTrans Attachment A Operating Expenses by Mode PAGE 2 OF 2 A B C D D B D C FY FY FY CY projected CY Budget vs. Actuals vs. Actuals Adopted Projected Approved Proposed Proposed Budget Actuals Budget Budget budget Fixed Route Expenses Transit Service Contract $ 7,127,250 $ 7,683,980 $ 7,535,284 $ 7,865,722 $ 181,742 $ 330,438 Security 176, , , ,000 (75,000) 4,846 Reimbursement From WETA (510,427) (450,000) (329,005) 450, ,005 Fuel 836,662 1,425,000 1,110,000 1,330,000 (95,000) 220,000 Facility and Vehicle Maintenance 141, , , ,484 53,357 15,876 Professional Services 368, , , ,908 19,178 (43,867) Advertising & Marketing 209, , , ,720 8,600 13,210 Salaries and Benefits 1,006,256 1,359,042 1,279,900 1,577, , ,015 Accounting, Auditing & Legal 158, , , ,720 (2,580) 6,261 General Administration 584, , , ,808 53,506 39,597 Subtotal Fixed Route Expenses $ 10,098,592 $ 11,884,601 $ 11,483,897 $ 12,697,276 $ 812,676 $ 1,213,381 Paratransit (Demand Response) Expenses Transit Service Contract 1,193,884 1,266,020 1,214,206 1,244,278 (21,742) 30,072 Fuel 106, , , ,000 (20,000) 40,000 Salaries and Benefits 150, , , ,121 12,109 12,321 General Administration 129, , , ,921 14,645 10,690 Subtotal Paratransit Expenses $ 1,579,410 $ 1,864,308 $ 1,756,236 $ 1,849,320 $ (14,988) $ 93,083 Taxi Scrip Expenses Scrip Local 158, , , ,000 (20,000) Salaries and Benefits 25,040 64,946 64,300 66,964 2,018 2,664 General Administration 12,072 36,144 35,705 36, Subtotal Taxi Scrip Expenses 196, , , ,404 (17,686) 3,399 Total Expenses $ 11,874,065 $ 14,029,999 $ 13,500,139 $ 14,810,000 $ 780,002 $ 1,309,863 Net Income (Expense) $ $ 1 $ $ 12

13 ATTACHMENT B FY PROPOSED CAPITAL BUDGET NEW REQUESTS # Project Amount 1 Vehicle Maintenance & Equipment $ 353,000 2 Facility Maintenance & Equipment $ 240,000 3 Information Technology $ 100,000 4 Vehicles $ 5,221,805 5 Branding (Bus Decals, Signage) $ 6 Compressed Natural Gas (CNG) Fueling Facility $ TOTAL: $ 5,914,805 CAPITAL PROJECT DESCRIPTIONS Vehicle Maintenance & Equipment Capitalized vehicle maintenance (i.e. engine rebuilds, transmissions, differentials) and major equipment needed to maintain vehicles. For FY we need to continue to rebuild engines for 19 Gillig Buses from our local fixed route fleet (most of this was budgeted for FY and will be carried over). We also expect to replace or rehab the components in the hybrid power module in several of the buses in the local fleet and replace fareboxes on our paratransit fleet. Facility Maintenance & Equipment Capitalized facility maintenance (i.e. upgraded electrical capacity), bus shelters, and major equipment needed to maintain facilities. Also an additional $50,000 for the new bus wash in addition to the $300,000 previously budgeted. Information Technology All technology related equipment including servers, security cameras, AVL components, and new software for fuel and vehicle maintenance management, as well as asset management and accounting software. This new request is in addition to the carryover from the Prior year estimated to be $75,000. Vehicles For FY we will receive 4 Solano Express CNG buses, order 6 more, add 1 electric bus to our existing 2 electric buses for our local fleet, and we will replace 3 paratransit buses, in addition to the 4 budgeted for in FY CARRYOVER PROJECTS Branding Continued branding of the new buses being purchased as well as our local fleet. CNG Fueling Facility Construction of a CNG Fueling Facility at the O&M facility at 1850 Broadway will be continuing and completed by August

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15 PROPOSED FY OPERATING & CAPITAL BUDGET Presented to: SolTrans Technical Advisory Committee on March 27, 2017 By: Kristina Botsford, Finance & Administration Manager 15

16 OPERATING BUDGET FRAMEWORK Budget for 3 modes with indirect costs generally allocated as follows: Fixed Route 86% Paratransit/Dial-A-Ride 12% Local Taxi Scrip Program 2% 16

17 PROPOSED FY OPERATING BUDGET VS. CURRENT YEAR $780,000 (5.6%) Increase over FY Budget Main Cost Drivers in Proposed Budget (% of Budget): Transit Service Contract (62%) Fuel (10%) Salaries and Benefits (13%) Collectively, these make up roughly 85% of our annual operating budget. 17

18 TRANSIT SERVICE CONTRACT Proposed Budget $9,110,000 (Increase of $160,000) 62% of Proposed Operating Budget Key Reasons for Increase Net decrease in revenue hours due to elimination of Route 200 supplemental ferry service in Dec. 2016; however, adding 4,000 hours for possible service changes (-$106,000) Approximately 4% increase in service contract variable rates and fixed costs ($266,000) 18

19 SERVICE REVENUE HOURS Fixed Route Proposed Budget 100,300 Hours 120, ,000 80,000 82,600 86,837 97,775 99, ,300 FY Actuals FY Actuals 60,000 FY Actuals 40,000 FY Projected Actuals 20,000 FY Proposed Budget - Fixed Route 19

20 SERVICE REVENUE HOURS Service Hours for Proposed Budget Paratransit: 10,200 Dial-a-Ride: 2,900 18,000 16,000 14,000 12,000 16,300 15,230 13,942 13,445 13,100 FY Actuals FY Actuals 10,000 FY Actuals 8,000 6,000 4,000 2,000 FY Projected Actuals FY Proposed Budget - Paratransit & Dial-a-Ride 20

21 EMPLOYEE SALARIES/BENEFITS BUDGET CONSIDERATIONS Proposed Budget of $1,878,000 13% of Operating Budget Assumes Full Year of Salaries/Benefits for 13 Board-Approved, Full-time Employees Allows for Merit Increases and COLA Full Year of Community & External Affairs officer and new Executive Director hired by July 1 st at current ED s salary 21

22 FUEL 10% of overall operating budget Proposed Budget of $1,500,000 $260,000 over current year projected actuals Key Assumptions: Diesel Fuel consumption will decrease Unleaded Fuel usage will be flat Natural Gas fuel will be purchased off-site through August and then onsite fueling at a lower cost Electricity will be used for 2 buses with a 3 rd bus added later in fiscal year plus the CNG compressor Due to several unknowns on actual cost and exact timeline, fuel costs will need to be reassessed periodically until the CNG facility operational for a full quarter 22

23 REVENUE COMPARISON 23

24 Proposed Operating Budget Overview Mode FY Budget FY Projected Actuals FY Proposed Budget Fixed Route $11,884,602 $11,483,897 $12,697,276 Paratransit (Demand Response) $1,864,308 $1,756,236 $ 1,849,320 Taxi Scrip Program $ 281,090 $ 260,005 $ 263,404 Total $14,030,000 $13,500,138 $14,810,000 Farebox Recovery Ratio* 25.8% 28% 25.4% *Reflects farebox recovery ratio for the full system (Fixed Route + Paratransit/DAR + Taxi + Parking revenue). 24

25 FY CAPITAL PROJECTS TO BE CARRIED OVER TO FY Vehicles Funding for the replacement intercity buses that have been ordered this fiscal year and one electric bus Facility Maintenance New Bus Wash Vehicle Maintenance Funding for engine replacements on the local fleet Branding Branding of new buses and the local fleet Compressed Natural Gas Fueling Facility Facility is being constructed and is expected to be completed August

26 FY NEW CAPITAL REQUESTS Project # Project Description Vehicle Maintenance: Engine replacements, parts, and labor, equipment, supplies for maintaining vehicles in a State of Good Repair (SOGR). Facility Maintenance: Purchase of parts, equipment, labor for maintaining facilities/bus stops in SOGR and bus stop improvements. Information Technology: Fleet maintenance and asset management software, fuel management software, and additional equipment as needed such as servers, security cameras, and AVL components. Vehicles: Additional funds for the purchase of the remaining replacement intercity buses and replacement paratransit buses. Requested Amount $353,000 $240,000 $100,000 $5,221,805 TOTAL REQUEST: $5,914,805 26

27 FY PROPOSED CAPITAL FUNDING FOR NEW REQUESTS FUND SOURCE AMOUNT FTA SECTION 5307 ANNUAL FORMULA $3,240,458 FTA SECTION 5339 FORMULA FUNDS $736,414 TDA/AB664 $1,937,933 FY TOTAL PROPOSED CAPITAL FUNDING FOR NEW REQUESTS: $5,914,805 27

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29 AGENDA ITEM 5B TAC MEETING DATE: MARCH 27, 2017 Solano County Transit TO: TECHNICAL ADVISORY COMMITTEE PRESENTER: KRISTINA BOTSFORD, FINANCE & ADMINISTRATION MANAGER SUBJECT: BUDGET OUTLOOK THROUGH FISCAL YEAR (FY) ACTION: MOTION ISSUE: Per the SolTrans Budget Policy adopted by the Board on March 24, 2011, the Executive Director must provide the Board with a 10-Year Budget Outlook no later than April of each year. Staff seeks input from the Technical Advisory Committee (TAC) on the draft 10-Year Budget Outlook prior to taking it to the Board in April. DISCUSSION: Staff has recently completed a review and update of the projected operating and capital revenues and expenditures for the next ten-year period, through FY The financial forecast was developed utilizing conservative revenue projections and realistic operating and capital cost estimates based upon information currently available. Incorporated into this review is a preliminary fare analysis to determine the ability of the current fare structure to meet projected fiscal needs and the timing and magnitude of possible future fare adjustments. Ten-Year Financial Forecast The Ten-Year Financial Forecast (Attachment A) provides information on projected operating and capital funding needs over the next ten-year period (from FY through Fiscal Year ), and the anticipated revenue which will be available to fund those costs. Staff has been working on the development of this forecast over the past several months. With the economic volatility experienced in recent years and more recently with the new federal administration, forecasting financial activity ten years into the future is a difficult task. Staff has completed this analysis, utilizing information currently available on future economic conditions, and also professional judgment on the future funding requirements needed for SolTrans to continue to provide efficient and quality transit service. The key assumptions upon which the Ten-Year Financial Forecast was developed are summarized below. Operating Revenue Sufficient revenue must be available in each year to fund annual operating expenses, and to maintain the operating reserve level of 15% of operating costs. Overall, costs are rising faster than revenue which will lead to fare increases, changes in service, reductions to controllable costs and the need to find other sources of revenue. Farebox and Taxi Scrip revenues are projected to increase by 1% per year due to increased ridership after the flat year we are projecting this fiscal year. A fare increase of 29

30 5% was included in the analysis for FY and every three subsequent years during the forecast period, in order to maintain a positive net operating position. However, based on current projections, it appears that we need to evaluate increasing fares during the next fiscal year or in FY Revenue from Curtola Park and Ride Hub is projected to increase from an assumed 5% fee increase every two years, beginning in FY Staff anticipates that nearby lots will be increasing their fees, resulting in more parkers at our Park and Ride Hub. STAF funding revenue based is expected to be less than received in the past. Current year allocations are pending due to changes in the program by the State Controller s Office and with more agencies now considered eligible to receive this funding, and the amount of diesel taxes collected by the state declining, we expect that this funding will be be flat for the next fiscal year. An annual inflation factor of 2% was applied beginning in FY An annual inflation factor of 2% was applied to TDA funding beginning in FY An annual inflation factor of 1.5% was applied to Section 5307 funding in each year of the forecast. Competitive/One-time operating revenue is projected to increase only slightly over the next ten-year period. The overall farebox recovery ratio remained at approximately 26-27% during the ten-year forecast period. Operating Expenses Total hours of service have declined this year with the discontinuation of Route 200, with the exception of the addition of Route 82, which is one run into San Francisco on weeknights, and for the Mare Island Pilot program. Staff anticipates adding potentially 4000 hours of service next year for various minor scheduling changes. A reduction in maintenance costs of 10% is anticipated in FY due to the completion of the new maintenance facility and the use of more efficient CNG and electric buses. An inflation factor of 3% was assumed for other operating costs, with the exception of the contracted transit service cost which will increase by 4% per year until this contract expires June 30, There are 2 one year extension options which will also increase costs 4% annually unless we renegotiate the contract. Capital Revenue A total of $46 million in capital revenue is projected over the ten-year forecast period. Ongoing annual sources, including TDA and FTA funds, as well as the remaining Proposition 1B PTMISEA and California Office of Emergency Services (CalOES) Funds (program has ended and no new funding is available under this program), will be utilized primarily to fund fleet replacement costs and CNG facility expenses. Ongoing funding from the State s Low Carbon Transportation Operations Project (LCTOP) is expected to continue, however the annual allocation has fluctuated dramatically and has dropped significantly making this an unreliable revenue source. Anticipated competitive STIC funding from FTA and AB 664 Regional Grant funds has been included with an inflation factor. Competitive one-time grants are not included but Staff will be aggressively pursuing competitive grants and positioning the agency so that we are ready to take on projects if the funding is awarded. 30

31 Capital Expenses Total capital expenditures over the ten-year forecast period total $45.6 million. Ongoing capital needs include vehicle maintenance and equipment costs, funding to address maintenance needs throughout the system, technology upgrades, fleet replacement costs, including the Solano Express fleet, paratransit vans, electric buses for the local fixed route, and support vehicles. One-time capital projects anticipated over the next ten-year period include the completion of a CNG fueling facility ($4.7 million total), enhanced system security equipment ($3.7 million), continued bus branding efforts ($0.4 million), purchase of software to improve financial and vehicle maintenance reporting capabilities ($0.2 million), electrical upgrades and charging stations to support the expanded use of electric buses ($0.4 million), and funding for possible bus yard expansion and major facility upgrade costs ($1.0 million). Fare Analysis The SolTrans Fare Policy, which was adopted by the Board of Directors on December 17, 2015, states that the need to consider fare adjustments should be done annually, concurrent with the development of the annual budget and financial projections. The policy also states that an analysis of SolTrans fare structure and fare revenue projections should be completed at least every three years and presented to the Board of Directors with the draft budget, with the stated goal of incremental fare adjustments on a gradual basis to avoid the need for significant increases in any one year. The policy also identifies the circumstances under which the Board will consider a fare increase as the projected or actual failure to meet the required farebox recovery ratio, failure to meet operating obligations, or the failure to maintain the Board-approved operating reserve level. Based upon the assumptions included in the Ten-Year Financial Forecast as identified above, it is anticipated that the Agency s current fare structure will be sufficient for the next fiscal year or two. An adjustment to fare revenue of 5% is forecasted for FY , with potentially two additional increases of the same magnitude projected after each three-year period. However, based on the current forecast information, it appears that a fare increase should be considered sooner than Increases of these approximate amounts may be necessary to maintain a positive net operating position and also to maintain the required operating reserve level. Staff will continue to closely monitor current and projected future revenue and expenditures, and will analyze the impact of adjusting fares in 2018 or early 2019 and return to the TAC and the Board with a recommendation. Summary of 10-Year Budget Outlook The 10-Year Budget Outlook shows the following, given the aforementioned assumptions and inputs: Sufficient funding will be available through annual formula allocations to meet annual operating needs and set-aside funding for capital projects, and for the 15% operating reserve. The TDA savings identified in the Capital Fund will fill the revenue gaps in those years where annual formula allocations may be insufficient for meeting combined capital and operating needs for at least the next 6 years. By the end of FY , the Capital Fund will have insufficient funding for replacing the full fleet of local buses that will have exceeded their 12-year useful lives by then. (Note: 31

32 Engine rebuilds, scheduled for FY through FY will extend the lives of these buses a few more years, but they may contribute to higher maintenance costs.) Staff will need to pursue competitive grant funds aggressively, in an effort to obtain funding for future capital needs. Issues of Concern over the Next 10 Years The FAST Act passed by Congress in December 2015 has given us 5 years of guaranteed federal funding. However, after 5 years federal funding becomes uncertain. The new federal administration has unknown priorities and the amount of future funding for transit is very uncertain. No replacement funding to the expiring Proposition 1B PTMISEA funds. Aging, Local Fixed Route Fleet: 12 Local fixed route buses (model year 2011) will need to be replaced between FY and FY , and current projections show insufficient funding to replace them. Under the current funding conditions, SolTrans will not be able to expand service, not only due to insufficient operating funds, but because we do not have funding to replace our fleet nor the funds to purchase additional buses for new service. Opportunities Over the Next 10 Years Given the forty (40) buses expected to be replaced over the next 10 years, the estimated savings to SolTrans will be approximately $4 million (capital and operating savings combined). The recent (and any future) system expansion may be able to increase operational efficiencies, improve system performance and ridership. In doing so, the Agency s opportunities to obtain performance-based grant funds may be greater. The State s Cap-and-Trade Program may provide opportunities for additional funding. Increased funding opportunities may become available at the Curtola PNR building through the lease of vending space and advertising. Fare increases or special fare programs (i.e., discounts for low-income individuals not currently using transit) could generate additional revenue to expand service. Through annual budget savings and Staff s effectiveness at competing for annual grant awards, we may be able to grow the reserve for bus replacements. FISCAL IMPACT: The 10-Year Budget Outlook provides a framework through which the fiscal strength of the Agency can be assessed over an extended period of time. Through ongoing assessments of the Agency s financial strength, using a set of assumptions, as directed by the Board of Directors, the Agency has the opportunity to plan more effectively to meet its future needs as well as to take the appropriate actions in a timely manner to ensure that the system continues to be sustainable. In addition, the 10-Year Budget Outlook serves as a good starting point for building the annual budget, as it allows Staff to gauge to the greatest extent possible, any potential impacts to the Agency caused by fiscal decisions made in any given year. 32

33 PERFORMANCE GOAL: Goal 2 - Optimize fiscal health and long-term sustainability; Objective C - Strategically align financial resources with operational and capital priorities. RECOMMENDATION: Provide feedback on the Budget Outlook through FY Attachments: A. SolTrans 10-Year Financial Forecast 33

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35 SOLANO COUNTY TRANSIT (SOLTRANS) TEN YEAR FINANCIAL FORECAST (THROUGH FY 2027) ATTACHMENT A FISCAL YEAR: FY PROJECTED FY FORECAST FY FORECAST FY FORECAST FY FORECAST FY FORECAST FY FORECAST FY FORECAST FY FORECAST FY FORECAST FY FORECAST TEN YEAR TOTAL OPERATING BUDGET OPERATING REVENUE $ 14,635,919 $ 14,377,221 $ 14,592,246 $ 14,987,126 $ 15,185,410 $ 15,403,226 $ 15,842,043 $ 16,240,256 $ 16,456,341 $ 16,931,094 $ 17,158,534 $ 157,173,496 OPERATING EXPENSES $ 13,501,030 $ 14,744,135 $ 14,544,135 $ 15,026,472 $ 15,525,120 $ 16,040,641 $ 16,573,618 $ 17,124,655 $ 17,694,377 $ 18,198,429 $ 18,719,932 $ 164,191,514 NET OPERATING REVENUE $ 1,134,889 $ (366,914) $ 48,111 $ (39,347) $ (339,710) $ (637,415) $ (731,576) $ (884,400) $ (1,238,036) $ (1,267,335) $ (1,561,398) $ (7,018,018) TRANSFER TO OPERATING RESERVE (1) $ 225,154 $ 186,466 $ $ 72,351 $ 74,797 $ 77,328 $ 79,947 $ 82,656 $ 85,458 $ 75,608 $ 78,225 $ 812,835 NET OPERATING REVENUE AVAILABLE FOR CAPITAL PROJECTS $ 909,735 $ (553,379) $ 48,111 $ (111,697) $ (414,507) $ (714,743) $ (811,522) $ (967,055) $ (1,323,494) $ (1,342,943) $ (1,639,623) $ (7,830,854) CAPITAL PROJECT BUDGET TDA RESERVE FOR CAPITAL $ 7,460,000 $ 8,369,735 $ 5,900,382 $ 8,267,591 $ 9,887,666 $ 9,207,192 $ 8,228,768 $ 7,074,595 $ $ TRANSFER FROM OPERATING $ 909,735 $ (553,379) $ 48,111 $ (111,697) $ (414,507) $ (714,743) $ (811,522) $ (967,055) $ (1,323,494) $ (1,342,943) $ (6,191,230) CAPITAL PROJECT REVENUE BEFORE TDA $ $ 7,285,986 $ 4,085,113 $ 2,665,181 $ 668,803 $ 672,476 $ 676,201 $ 6,816,229 $ 4,883,810 $ 2,097,696 $ 29,851,494 CAPITAL PROJECT EXPENSES $ $ 9,201,959 $ 1,766,014 $ 933,409 $ 934,770 $ 936,157 $ 1,018,851 $ 22,011,300 $ 4,939,220 $ 1,941,414 $ 43,683,094 NET TDA FUNDS AVAILABLE (NEEDED) FOR CAPITAL $ 8,369,735 $ 5,900,382 $ 8,267,591 $ 9,887,666 $ 9,207,192 $ 8,228,768 $ 7,074,595 $ (9,087,532) $ (1,378,903) $ (1,186,660) $ 36,913,098 SUMMARY OF PROJECTIONS TOTAL SOLTRANS REVENUE $ 14,635,919 $ 21,663,207 $ 18,677,359 $ 17,652,307 $ 15,854,213 $ 16,075,702 $ 16,518,243 $ 23,056,484 $ 21,340,151 $ 19,028,790 $ 169,866,456 TOTAL SOLTRANS EXPENSES $ 13,726,184 $ 24,132,560 $ 16,310,150 $ 16,032,232 $ 16,534,687 $ 17,054,126 $ 17,672,416 $ 39,218,611 $ 22,719,054 $ 20,215,450 $ 189,889,287 ANNUAL SURPLUS/(SHORTFALL Use of available TDA Reserve) OPERATING RESERVE (15% of Annual Operating Budget) $ 909,735 $ (2,469,353) $ 2,367,209 $ 1,620,075 $ (680,474) $ (978,424) $ (1,154,173) $ (16,162,127) $ (1,378,903) $ (1,186,660) $ (20,022,831) $ 1,962,639 $ 2,149,105 $ 2,149,105 $ 2,221,455 $ 2,296,252 $ 2,373,581 $ 2,453,527 $ 2,536,183 $ 2,621,641 $ 2,697,249 FOOTNOTES (1) Amounts of TDA funds are set aside annually to maintain an operating reserve that is equal to 15% of each year's projected, annual operating expens 35

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37 BUDGET OUTLOOK THROUGH FY Presented to: SolTrans Technical Advisory Committee on March 27, 2017 By: Kristina Botsford, Finance & Administrative Manager 37

38 BUDGET OVERVIEW ELEMENTS Budget Outlook: FY 2018 FY 2027 Required by SolTrans Budget Policy Outlines a basic strategy for investing projected revenues Highlights fiscal impacts from investment decisions Good foundation for annual budget process Helps us plan for large capital investments for maintaining the system in a state of good repair, primarily vehicle replacements 38

39 BUDGET OUTLOOK: PROJECTED OUTCOMES FOR OPERATIONS EXPENSES Operating expenses are rising faster than projected revenues Transit service contract has 4% automatic escalation factor Difficult to predict future fuel prices Possible fixed route service expansion (4,000 hours) is reflected for FY only, offset by the elimination of Route 200 in December 2016 The agency will maintain a 15% operating reserve. 39

40 BUDGET OUTLOOK: PROJECTED OUTCOMES FOR OPERATIONS REVENUE Fare increases of 5% have been included every 3 years starting in FY but need to be considered to start earlier Ridership and farebox revenue have flattened out as compared to the last 4 years Curtola Park & Ride parking fee increases of 2% have been included every 2 years starting in FY Starting a new 3 year funding cycle for STAF Lifeline and JARC funds Awards not made until middle of next FY 40

41 BUDGET OUTLOOK: PROJECTED OUTCOMES FOR CAPITAL EXPENDITURES Fleet and facilities will be maintained in a state of good repair. Intercity Fleet will be fully replaced by 2019 with CNG buses. Local Fleet will be maintained with engine replacements scheduled for most buses in with remainder in the next fiscal year Budgeted for Electrical infrastructure needed to support multiple electric buses Budgeted for $1.9M in facility improvements/expansion over the next 6 years Budgeted for $1M in capital improvements for Curtola starting in FY over a 4 year period Budgeted for equipment replacement as we replace the local buses fareboxes, security cameras & related equipment, etc. At this time, replacements for 11 local fixed route buses (model year 2011) are projected to be unfunded by FY

42 BUDGET OUTLOOK: ISSUES OF CONCERN Expiration of Proposition 1B (10-Year State Transportation Bond) for funding capital projects and security equipment FAST Act passed by Congress only for 5 years, however budget outlook assumes the level of federal funding to increase 1.5% each year continuing for next 10 years This may be too aggressive Operating reserve only 15% (Approximately 2 months of expenses) - need to consider increasing this based on the current political climate Soltrans uses federal funding for about 20-25% of its operating budget Operating Expenses rising faster than available operating revenue 42

43 BUDGET OUTLOOK: ISSUES OF CONCERN, CONTINUED No funding for fleet expansion impacts our ability to increase service levels as population grows and transit demand increases. No additional operating funds projected that would allow for any service expansion Fuel Prices need to closely monitor cost of diesel fuel. The projected cost savings from switch to CNG and Electric buses should offset major increases in diesel fuel long-term, but shortterm there will be an impact with higher diesel fuel prices 43

44 BUDGET OUTLOOK: OPPORTUNITIES Operational savings through CNG conversion and addition of electric vehicles to fleet Strategic changes in service levels & adjustments to operational policies can improve performance & competitiveness for grant funds, specially Federal STIC funds which are based on various performance measures Cap-and-Trade Program potential for discretionary grants and/or increase in allocations for formula funds Effectiveness of staff in competing for discretionary grants will allow the agency to grow the capital reserve and minimize the number of unfunded bus replacements in the future. 44

45 AGENDA ITEM: 5C TAC MEETING DATE: MARCH 27, 2017 Solano County Transit TO: PRESENTER: SUBJECT: ACTION: TECHNICAL ADVISORY COMMITTEE MICHAEL ABEGG, PLANNING AND OPERATIONS MANAGER KRISTINA BOTSFORD, FINANCE AND ADMINISTRATION MANAGER PAT CARR, GENERAL SERVICES MANAGER SUZANNE FREDRIKSEN, BOARD CLERK DRAFT FISCAL YEAR (FY) SOLTRANS PERFORMANCE MEASURES MOTION ISSUE: The SolTrans Technical Advisory Committee (TAC) is being asked to provide feedback on SolTrans Draft FY Performance Measures. These have traditionally guided Staff efforts in pursuing and implementing the Agency s mission and associated priorities. DISCUSSION: The SolTrans organization is essentially organized around the following functional areas/divisions: 1) Finance and Administration: Functions generally include capital and operating budgeting, accounting, grants administration, financial forecasting, fiscal and administrative policy development, employee benefits, procurement, and fiscal reporting and audits for compliance with regional, state and federal agencies. 2) Planning and Operations: Functions generally include service contractor oversight, service planning, operations planning, project management and customer service. 3) General Services: Functions generally include maintenance of the fleet, facilities, information systems, technologies, and bus stops, as well as the management/implementation of construction and other special projects needed to support the planning and operations division. 4) Community and External Affairs: Functions generally include the management of legislative affairs, marketing, public outreach, and other activities/programs that build upon the Agency s relationships with external stakeholders locally, regionally and on the state and national levels. 5) Administrative Support by the Board Clerk: Functions generally include managing the administrative functions of the office, board support, and human resources. 45

46 The FY Performance Goals and Measures (Attachment A) reflects the work plan proposed for the five functional areas within SolTrans. The three division managers (Finance and Administration Manager, Planning and Operations Manager and the General Services Manager), the Board Clerk and the current Executive Director worked collaboratively together since January to develop the document, and SolTrans Technical Advisory and Public Advisory Committees are being asked to provide feedback prior to being taken to the Board for action. Furthermore, please note that the Community and External Affairs division has yet to be staffed by the new Community and External Affairs Officer (CEAO), which is a new position recently established by the Board of Directors in December (A recruitment is underway right now.) At this point, community and external affairs activities are primarily handled by the Planning and Operations Manager, his Staff and consultants, while the Executive Director and the Finance and Administration Manager have been managing legislative affairs and policy analyses. As a result, the final content of Goal #4 (Build and maintain community trust and value in the transit system.) will be fully fleshed-out as soon as the new CEAO is hired and comes on board. In the meantime, feedback on what is considered as top priorities for the new CEAO is being sought. FISCAL IMPACT: No fiscal impact is associated with this action. PERFORMANCE GOAL: Goal 4 Develop an efficient and effective team of employees for ensuring long-term organizational viability; Objective A Establish a clear organizational structure and staff roles and strengthen staff expertise and sense of ownership; Strategy iv Complete Annual Goals and Performance Measures for the following fiscal year. RECOMMENDATION: 1) Provide feedback on the Draft FY Performance Goals and Measures and direct staff to forward the feedback received to the Board of Directors for their consideration. 2) Forward a recommendation to the Board of Directors to approve the Draft FY Performance Goals and Measures. 3) Provide feedback on the new, proposed Mission Statement and forward a recommendation to the Board of Directors for action. Attachments: A. Draft FY Performance Goals and Measures document B. SolTrans Organizational Chart 46

47 Mission, Values and Goals MISSION STATEMENT: Current: "We deliver safe, reliable, and efficient transportation services that effectively link people, jobs, and communities." Proposed: "We provide safe, reliable, courteous, efficient, and convenient transportation services that effectively link people, jobs, and communities." VALUES: GOALS: SAFETY is never compromised CUSTOMERS are our purpose 1. Service IMPROVEMENT is continuous 2. Infrastructure We envision the FUTURE when we make decisions today 3. Finance We exercise fiscal DISCIPLINE 4. Community trust and value We are responsible for the ENVIRONMENT 5. Team development We are TRUSTEES of the community's transit system 6. Business practices We COLLABORATE to exceed our own abilities We seek JUSTICE - social, economic, and environmental 47

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49 Approved: Last Updated: FY Solano County Transit (SolTrans) Performance Goals and Measures The intent of the Performance Goals and Objectives for SolTrans is to guide Staff s decision-making processes and to organize the Agency s activities in a meaningful manner, in order to effect positive change and improve performance, as desired by the Board of Directors for carryingout SolTrans mission: We provide safe, reliable, courteous, efficient, and convenient transportation services that effectively link people, jobs, and communities." The following goals provide a framework for pursuing our mission: 1) Deliver transit services which meet the needs of SolTrans customers; 2) ensure vehicles and buildings are maintained in a state of good repair; 3) optimize fiscal health and sustainability; 4) build and maintain community trust and value in the transit system; 5) develop an efficient and effective team of employees for ensuring long-term organizational viability; and 6) establish and maintain effective business practices which support operational efficiency, legal compliance and best practices. In order to achieve these goals, objectives and strategies are outlined in the table below. Performance on each is then tracked according to progress made on a specified standard or milestone or pure accomplishment of a specific strategy or activity. Also, in some cases, performance in a particular area is ongoing, and in this case, Staff will keep the board informed on notable progress made. GOALS/OBJECTIVES/STRATEGIES Standard/Milestone Performance Measurement Achievement/Progress 1. GOAL: Deliver transit services which meet the needs of SolTrans customers. A. OBJECTIVE: Deliver safe services. i. Strategy: Maintain and improve operating contractor s safety and training practices Activity 1: Audit operating contractor s personnel records. Annually Activity 2: Perform site visit to substance abuse collection site(s). (Share with Objective F) Annually Page 3 of 21 49

50 Approved: Last Updated: Activity 3: GOALS/OBJECTIVES/STRATEGIES Report safety data and show improvement in safety climate. Performance Measurement Standard/Milestone Achievement/Progress Monthly ii. Strategy: Identify and remedy inadequate bus stop locations. (Share with Goal 2) Activity 1: Activity 2: Perform stop location audits. Respond to all customer requests for review of stop safety. 20 each quarter, starting in July % of requests reviewed and responded to iii. Strategy: Audit operational practices and policies for potentially unsafe situations. Activity 1: Activity 2: Activity 3: Hire external auditor to assess. Conduct formal safety review with operating contractor staff. Maintain suggestion box policy for contractor staff to identify safety concerns. Quarterly Ongoing Activity 4: Attend contractor s safety meetings. Quarterly B. OBJECTIVE: Deliver reliable services. i. Strategy: Improve on-time performance of fixed route service. Page 4 of 21 50

51 Approved: Last Updated: Activity 1: GOALS/OBJECTIVES/STRATEGIES Report on-time performance to the public, Board and partners. Performance Measurement Standard/Milestone Achievement/Progress Monthly Activity 2: Revise schedules to improve on-time performance. Up to 3 times per year Activity 3: Activity 4: Conduct formal service delivery performance reviews with contractor staff. Advocate to Caltrans and other agencies for transit advantages that deliver speed and reliability. Quarterly Ongoing, as needed ii. Strategy: Monitor reliability of demand-response services and identify necessary adjustments. Activity 1: Activity 2: Implement MyRide for Paratransit customer information system. Work with operating contractor to improve call center and scheduling practices. Complete by December 2017 Ongoing iii. Strategy: Improve customer access to near-real-time information. Activity 1: Activity 2: Identify additional locations for dynamic signage. Partner with MTC/511 and others to increase access to real-time information across platforms. Identify top five locations by December 2017; determine funding parameters/availability by June 2018 Real-time info in 511 by December 2017 Page 5 of 21 51

52 Approved: Last Updated: Activity 3: GOALS/OBJECTIVES/STRATEGIES Use social media to provide service delivery updates. Standard/Milestone Ongoing; strategy defined by September 2017 Performance Measurement Achievement/Progress C. OBJECTIVE: Deliver courteous service. i. Strategy: Monitor operating contractor s customer service training programs. Activity 1: Audit customer service training records. Annually Activity 2: Identify opportunities for training partnerships. Identify one new opportunity every six months ii. Strategy: Respond effectively to customer concerns and complaints. Activity 1: Activity 2: Activity 3: Establish thresholds and report on progress against thresholds for customer contact responses. Review contact data to identify patterns of customer complaints and translate to actions. Continue to implement enhanced customer service management tools. Thresholds established by September 2017; begin reporting in December 2017 Quarterly with annual summary Ongoing iii. Strategy: Reward courteous service. Activity 1: Encourage participation in APTA and other customer service challenges. Ongoing Page 6 of 21 52

53 Approved: Last Updated: Activity 2: GOALS/OBJECTIVES/STRATEGIES Improve reward structure for front-line personnel surpassing expectations. Performance Measurement Standard/Milestone Achievement/Progress June 2018 iv. Strategy: Provide customer materials that inform rider choices. Activity 1: Activity 2: Partner with Solano Mobility Call Center to better route callers to appropriate services. Revise publication program to provide consistent information paths. Finalize by September 2017 December 2017 v. Strategy: Monitor ADA Eligibility Program to ensure justice in service availability. Activity 1: Review certification and recertification standards. Annually Activity 2: Activity 3: Conduct independent customer satisfaction survey to identify opportunities for improvement. Identify additional outreach opportunities for potential eligible customers. March 2018 June 2018 D. OBJECTIVE: Deliver efficient services. i. Strategy: Report performance of individual routes and other service groupings. Activity 1: Implement routine reporting of performance from CAD system. September 2017, reporting daily, monthly and annually Activity 2: Use performance reports to identify poorly-utilized service elements. Ongoing Page 7 of 21 53

54 Approved: Last Updated: GOALS/OBJECTIVES/STRATEGIES Standard/Milestone Performance Measurement Achievement/Progress ii. Strategy: Seek out new service models where existing services are inefficient. Activity 1: Activity 2: Activity 3: Activity 4: Define plan for local Mobility-on-Demand-based service initiatives. Work with Solano Transportation Authority to advance Express Corridor Plan Implementation. Coordinate with partners to implement revisions to intercity paratransit programs. Define appropriate service type and levels for Mare Island. December 2017 for inclusion in the FY budget Ongoing Complete by September 2017 iii. Strategy: Procure transportation services for period starting July 1, 2018 Activity 1: Activity 2: Review option terms in existing service contract and evaluate cost and benefit of exercising option year(s). Release Request for Proposals including industry bestpractices and specific needs identified by SolTrans Staff. August 2017 October 2017 Activity 3: Award contract for services or exercise options(s). March 2018 E. OBJECTIVE: Deliver convenient services. i. Strategy: Identify unserved and underserved trip-making needs. Page 8 of 21 54

55 Approved: Last Updated: Activity 1: Activity 2: GOALS/OBJECTIVES/STRATEGIES Utilize planning and data tools to define needy populations. Craft and implement improved service plan for South Vallejo neighborhood. Performance Measurement Standard/Milestone Achievement/Progress Ongoing April 2018 ii. Strategy: Review and revise routings, stop locations, and schedules to improve immediate convenience of existing services. Activity 1: Activity 2: Identify route extensions, frequency improvements, and span increases most likely to attract additional riders. Participate in City/County/Caltrans reviews of roadway improvements to identify transit opportunities. Ongoing Ongoing iii. Strategy: Improve justice in fare payment policies and procedures. Activity 1: Activity 2: Activity 3: Identify and address barriers to increased Clipper participation and reduce the use of magnetic passes and tickets. Identify and reduce/eliminate inequities and inefficiencies in fare levels and policies. Seek opportunities for streamlining the range of reduced fare programs. December 2017 September 2017 September 2017 iv. Strategy: Improve customer access to service information. (Share with Goal 4, Objective A, Strategy i.) Page 9 of 21 55

56 Approved: Last Updated: Activity 1: Activity 2: Activity 3: GOALS/OBJECTIVES/STRATEGIES Identify and implement improvements to availability and display of Route and Schedule information in shelters and other public locations. Improve delivery of real-time service information through multiple channels (see Objective B, Strategy 3). Identify modifications to printed customer information materials and roll out consolidated program of materials. Performance Measurement Standard/Milestone Achievement/Progress December 2017 Ongoing June 2018 F. OBJECTIVE: Comply with laws and regulations i. Strategy: Perform required oversight activities of contractors. Activity 1: Perform contractor records audit. Annually Activity 2: Perform substance abuse site visit. Annually ii. Strategy: Maintain standards necessary for FTA Triennial Review compliance. Activity 1: Activity 2: Update publications based on reportable items from Review reporting procedures for service-based statistical data. September 2017 December GOAL: Ensure vehicles and buildings are maintained in a state of good repair. A. OBJECTIVE: Provide transit operations with maintained and safe vehicles. Page 10 of 21 56

57 Approved: Last Updated: GOALS/OBJECTIVES/STRATEGIES Standard/Milestone Performance Measurement Achievement/Progress i. Strategy: Provide tools to vendor to plan and monitor vehicle maintenance activities. Activity 1: Activity 2: Activity 3: Implement maintenance management system that schedules, tracks and documents vehicle maintenance activities. Set goals and targets with vendors that define SolTrans SGR. Implement a daily dashboard that tracks PMI compliance, safety checks and the percentage of vehicles in operation. ii. Strategy: Provide oversight of vendor maintenance activities. Activity 1: Audit vendor s maintenance training records. Ensure training is made available to maintenance personnel whenever there is a change in vehicle type, components or systems. Vendor to report training compliance to GS quarterly. Activity 2: Audit PMI compliance documentation. A minimum of monthly iii. Strategy: Maintain the appearance of SolTrans vehicles. Activity 1: Issue the RFP for a new bus wash and complete construction. Construction completed by May 2017 Page 11 of 21 57

58 Approved: Last Updated: Activity 2: Activity 3: GOALS/OBJECTIVES/STRATEGIES Perform weekly inspections of 20% of the fleet focusing on appearance and safety. Track expiration of wrap advertising and have it removed within 48 hours. Performance Measurement Standard/Milestone Achievement/Progress On-going On-going B. OBJECTIVE: Obtain vehicles and facilities that are aligned with our values of fuel efficiency and environmental responsibility. i. Strategy: Engage in continuous education on the latest fleet technology and practices in fuel efficiency. Activity 1: Participate in industry workshops, webinars and publications. Activity 2: Activity 3: Activity 4: Collaborate with other transit agencies to gain knowledge and implement best practices. Provide reports to the Board on best practices and industry standards. Acquire a fuel management system to track and report our usage of CNG, electric, diesel and unleaded fuel sources. Meet with other agencies at least quarterly Twice per fiscal year ii. Strategy: Renew bus fleet UBL utilizing low or zero emission vehicles. Activity 1: Purchase replacements of small buses. Order in April, deliver by December Activity 2: Complete replacement of high floor diesel buses. Order by July, deliver by July 2018 Page 12 of 21 58

59 Approved: Last Updated: iii. Activity 3: Continue staged replacement of express/commuter fleet. Strategy: Partner with energy providers and transit agencies to gain knowledge on green building construction and maintenance. Order two by December 2017; secure funding for three by October Activity 1: Activity 2: Activity 3: Activity 4: Get a PG&E energy assessment of SolTrans buildings and set energy usage goals. Lower energy usage of buildings through monitoring of heating, cooling and lighting during off peak hours. Reduce water usage of landscapes by replacing sprinklers with drip systems when applicable. Explore and make recommendations to the Board on purchasing and installing solar panels at the O&M facility. C. OBJECTIVE: Ensure the agency maintains attractive, safe and welcoming facilities. i. Strategy: Create a facilities maintenance plan using the O&M specifications. ii. Activity 1: Set up scheduling calendar with vendors for ongoing maintenance inspections of building components. Strategy: Create a reporting tool for employees, vendors and the public to report facility irregularities. Activity 1: Define scope of work and timetable for inspection, maintenance and repair of bus shelters and bus stops. D. OBJECTIVE: Deliver capital projects on-time and within budget. i. Strategy: Utilize planning resources that incorporate timeline and expense reporting. Page 13 of 21 59

60 Approved: Last Updated: E. OBJECTIVE: Comply with laws and regulations. i. Strategy: Work in conjunction with MTC to create a Transit Asset Management plan as required by the FTA. August 2018 Activity 1: Activity 2: Establish targets SGR to meet requirements from the FTA. Serve on the MTC panel to select a consultant for the regional TAM plan 100% completion by June 2017 ii. Strategy: Create Safety Management System (SMS) to meet FTA mandates. Activity 1: Activity 2: Write a policy for the Board to approve and adopt as overall framework for the SMS. Collaborate and confer with Staff, the vendor and the Executive Director to define and document their roles and responsibilities as it pertains to the SMS. April 2017 May 2017 Activity 3: Conduct a hazard and risk analysis. September 2017 Activity 4: Activity 5: Establish a safety and performance monitoring and measurement. Document safety communication, promotion and training. 3. GOAL: Optimize fiscal health and sustainability. A. OBJECTIVE: Maximize revenue from federal, state and regional grants. i. Strategy: Pursue competitive grants. Page 14 of 21 60

61 Approved: Last Updated: Activity 1: Activity 2: Maintain connections with funding and vendor partners to ensure project readiness (shovel-ready). Obtain at least one competitive grant per fiscal year. ii. Strategy: Monitor operational data to maximize performance based funding. Activity 1: Activity 2: Develop dashboard report in Avail to track key data points. Dedicate one analyst to monitor performance ratios and alert management to opportunities for maximizing funding. iii. Strategy: Maximize funding from all appropriate/allocated funding sources (federal, state and local). Activity 1: Activity 2: Activity 3: Program federal funding in a manner that maximizes regional funding. Pursue State Transit Assistance Lifeline Funds to the fullest amount available. File required performance reports on-time to maintain eligibility. B. OBJECTIVE: Ensure compliance with federal, state and local fiscal regulations and reporting. i. Strategy: Successfully manage the federal and TDA triennial review processes (July 2014 June 2017). Activity 1: Activity 2: Ensure all Staff is trained on the process. Complete the reviewer s information request on-time. Page 15 of 21 61

62 Approved: Last Updated: Activity 3: Prepare for the on-site review based on the reviewers focus areas. ii. Strategy: Maintain accounting records to successfully complete the financial audit and report to the State Controller. Activity 1: Activity 2: Activity 3: Close the fiscal year timely and prepare for the audit. Manage the annual audit process and draft financial statements. Prepare the State Controller s Report. iii. Strategy: Comply with NTD reporting requirements to ensure eligibility for grants. Activity 1: Dedicate one analyst to data reporting and analysis. iv. Strategy: Maintain compliance with FTA regulations and internal policies. Activity 1: Activity 2: Ensure procurement procedures and contract management systems are in place. Ensure compliance with DBE and Civil Rights policies. C. OBJECTIVE: Ensure financial resources are aligned with agency goals/values. i. Strategy: Annually complete the 10-year budget outlook for operations and capital. Activity 1: Determine the need to increase fare revenue over the next 10 years per our Board approved Fare Policy. Page 16 of 21 62

63 Approved: Last Updated: Activity 2: Activity 3: Determine the maximum operating expenses that allow us to maintain farebox recovery. Determine capital priorities based on Board-approved goals and priorities within our funding constraints. ii. Strategy: Prepare annual operating and capital budgets that align with the 10-year budget outlook. Activity 1: Monitor spending versus the budget and provide updates to the Board. Quarterly Activity 2: Bring budget adjustments to the Board. As needed iii. Strategy: Maintain appropriate operating and capital reserves. Activity 1: Activity 2: Prepare detailed analysis to determine reserves needed to maintain operations based on funding risk factors. Determine capital reserve needed to maintain assets in a state of good repair. D. OBJECTIVE: Influence and shape legislative policies that affect our fiscal health. i. Strategy: Maintain relationships with federal and state representatives. ii. iii. Strategy: Actively participate in CTA and APTA to ensure our priorities are communicated. Develop legislative priorities with our federal and state lobbyists. Page 17 of 21 63

64 Approved: Last Updated: iv. Maintain relationships with STA and our peer agencies to influence legislation. 4. GOAL: Build and maintain community trust and value in the transit system. A. OBJECTIVE: Foster active community marketing and outreach programs. i. Strategy: Identify pairings of mission elements and community segments and choose appropriate methods for communicating those matches. (Shared with Goal 1, Objective E, Strategy iv.) Activity 1: Activity 2: Activity 3: Redefine advertising strategies including print, radio, television, and advanced media. Define online and social media practices to meet expectations of customers and broader community. Consolidate and streamline written publications to provide effectively segmented information to existing, new and potential riders. ii. Strategy: Increase knowledge and understanding of rider and potential rider markets. Activity 1: Activity 2: Perform outreach activities that include extensive intake of information. Increase transparency of Staff thought process during all stages of service development. B. OBJECTIVE: Build community partnerships. i. Strategy: Seek out local artists and craftsmen to enhance the beauty and vibrancy of SolTrans place in the community. Page 18 of 21 64

65 Approved: Last Updated: ii. iii. iv. Strategy: Maintain contact with local vendors to provide goods and services when prudent. Strategy: Identify and partner with governmental entities, NGO s, and forprofit organizations that can deliver specific services better than SolTrans. Strategy: Continue to implement service promotions to enhance participation in community activities. C. OBJECTIVE: Explore opportunities in underserved and disadvantaged parts of the community. i. ii. Strategy: Develop data tools to identify communities of concern and communicate findings. Strategy: Identify potential partners in communities of concern (may include operating partners, resource identification partners, outreach partners, etc ) D. OBJECTIVE: Partner with community on emergency response. i. Strategy: Review existing community emergency response plans and identify enhanced SolTrans role. December 2017 ii. Strategy: Publish SolTrans community emergency action plan. June 2018 iii. Strategy: Participate in regional transit/transportation emergency plan activities. Ongoing 5. GOAL: Develop an efficient and effective team of employees for ensuring long-term organizational viability. A. OBJECTIVE: Establish a clear organizational structure and Staff roles and strengthen Staff expertise and sense of ownership. i. Strategy: Provide Staff training and professional growth opportunities. Managers to create annual work plans that outline professional 65 Page 19 of 21

66 Approved: Last Updated: development. ii. iii. iv. v. vi. vii. Strategy: Establish Staff contributions for building/strengthening the organization based upon performance measurements and annual and biannual reviews. Strategy: Conduct facilitated, structured team-building/strategic planning session(s) with SolTrans Staff and Board of Directors. Strategy: Complete Annual Goals and Performance Measures for the following fiscal year. Strategy: Conduct an Organizational Assessment through the American Public Transit Association, in an effort to strengthen the Agency. Strategy: Revise organizational structure as necessary to meet Agency priorities, any potential recommendations from the FTA Triennial Review, and/or any recommendations that come out of the APTA peer review. Strategy: Conduct salary and benefits surveys per SolTrans Performance Management Program and adjust compensation packages as needed to recruit and retain valued employees. Establish goals and objectives for each Agency position per the performance management program. Organize Strategic Planning Sessions. Obtain Board approval by June of each fiscal year. Complete by June B. OBJECTIVE: Increase SolTrans Presence Among Staff and Within the County, Region and State. i. ii. iii. Strategy: Continue to build SolTrans presence in the Cities of Vallejo and Benicia, Solano County, the MTC region, and the transit industry as a whole. Strategy: Create and disseminate regular newsletters for the public and the Board on Agency developments/updates. Strategy: In the event of a local, county, or regional emergency or need, provide operational or administrative support to other transit agencies or organizations, as long as such help does not compromise organizational stability or fiscal health. (Example: Provide augmented transit service The Board will be kept informed as revisions are considered. Conduct surveys every 5 years (following 2015), as shown on the Pay for Performance calendar. Participation in local, regional, state and national committees. Provide regular updates in monthly Executive Director s Report included in Board meeting packets. Produce at least 2 newsletters peer year. Provide assistance as appropriate and provide regular updates to the Board. Page 20 of 21 66

67 Approved: Last Updated: iv. to/from San Francisco in the event of a BART strike, if funding is provided by MTC, and sufficient Staff/equipment is available.) Strategy: In order to help Staff raise public awareness of SolTrans, complete re-branding of transit equipment/assets. Rebrand local fixed route fleet by June 2017, and rebrand other SolTrans vehicles as they are replaced. C. OBJECTIVE: Emphasize the value of employee contributions to the organization and strengthen their sense of teamwork. i. Strategy: Establish and maintain employee appreciation and recognition programs. Activity: Continue the annual awards ceremony for employees that celebrate safety, customer service, and other operational achievements. Hold an event by December of each year, 6. GOAL: Establish and maintain effective business practices which support operational efficiency, legal compliance and best practices A. OBJECTIVE: Ensure agency compliance with laws governing local agency transparency, including the Ralph M. Brown Act, the CA Public Records Act (PRA), and the CA Fair Political Practices Commission (FPPC) regulations i. ii. Strategy: Board Clerk to attend annual League of Cities City Clerks New Law Seminar to stay current on changes in legislation. Strategy: Establish a Records Retention Schedule in order to comply with regulations and best practices for records and information management. 100% completion of New Law Seminar by Dec. 2017; internal compliance auditing is on-going 100% completion by June 2018 B. OBJECTIVE: Ensure agency compliance with federal and state employment laws i. Strategy: Board Clerk to attend a minimum of two training sessions annually as the HR point of contact for the agency, to stay current on changes in employment legislation, and to update employee handbooks (as needed). 100% completion June 2018 Page 21 of 21 67

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69 Approved : June 19, 2014 Revised: December 15, 2016 SOLTRANS ORGANIZATIONAL STRUCTURE Board of Directors Executive Director 1.0 FTE Mona Babauta DBE Liaison Officer & Civil Rights Officer Board Clerk 1.0 FTE Suzanne Fredriksen Community & External Affairs 1.0 FTE Vacant Administrative Clerk, 1.0 FTE Agnes Gacayan Finance & Administration 1.0 FTE Kristina Botsford General Services Manager 1.0 FTE Patricia Carr Planning & Operations 1.0 FTE Michael Abegg Accountant 1.0 FTE Kelly Plett Program Analyst II 1.0 FTE Dennis Ybarra Program Analyst I 1.0 FTE Angela Jackson Program Analyst I 1.0 FTE Mandi Renshaw Program Analyst I 1.0 FTE Bisi Ibrahim Program Assistant 1.0 FTE Angel Anderson 69

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71 AGENDA ITEM 6A TAC MEETING DATE: MARCH 27, 2017 SOLANO COUNTY TRANSIT TO: PRESENTER: SUBJECT: ACTION: TECHNICAL ADVISORY COMMITTEE MICHAEL ABEGG, PLANNING AND OPERATIONS MANAGER MARE ISLAND DEMONSTRATION SERVICE STATUS INFORMATIONAL ISSUE: SolTrans operated a 3-month promotional service to Mare Island from December 1, 2016 through February 28, At the February 16, 2017 Board meeting, the service was authorized as a Demonstration Route for three additional months, through May 27. The purpose of this item is to update the Committee on the status of the route. DISCUSSION: Attachments A and B contain the February Board Report with a discussion of the history of service planning for Mare Island since the formation of SolTrans, as well as the presentation materials with updated statistics. The Mare Island stakeholder group helped to develop a service plan that was agreed upon in mid This service was estimated to cost, after fare revenue, $230,000 per year and potentially attract up to 100 daily trips. This would result in farebox recovery of approximately 13% and a net cost per passenger of about $10. In preparation for the approval and implementation of the budget, a Staff update was presented in March 2016, indicating that the addition of service to Mare Island would require 2,500 hours of additional service, and that a 50% share of the subsidy required, that is, $115,000 annually, should be sought from island stakeholders or, potentially, Mare Island Community Facilities District (CFD) funds. Funding for service increases in the budget was not specifically earmarked for Mare Island, but rather for whatever service increases would become necessary due to demand growth or to react to other market opportunities. In the interest of collecting live data on the Mare Island service, as well as to understand the interest among stakeholders in participating in funding the service launch, a temporary promotional service was initiated starting on December 1, (See Attachment C) This service operates fewer hours per day than the full project as defined previously, and as a promotional service, it is limited to a three-month period, ending February 28, The route operates from the Vallejo Transit Center and Vallejo Ferry Terminal, and incorporated the extensive feedback of the stakeholder processes of the previous three years. Performance information is summarized in Table 1: 71

72 Table 1: Promotional Mare Island Service Performance Data (Dec Mar. 2017) Month Total Approximate Cost/Month (full Riders rate = $101/hour)* Cost/Rider Rider/Hour December hours $19,998 $ January hours $19,190 $ February hours $17,775 $ March Projected hours $19,998 $ Total 3-month $57,028 $212/Rider Average of 0.45/ hour Projected 4-month $77,025 $178/Rider Average of 0.54/ hour *NOTE: The full rate is the fully-allocated rate for local service calculated through our Cost Allocation Model (CAM), and this rate is used to benchmark performance against other SolTrans routes. However, the marginal rate, which only includes the cost/hour charged by our service contractor and fuel (excludes overhead costs), is less than half the full rate and is used to calculate the budget needed to operate the Mare Island service. The cost/rider for the Mare Island Service contrasts with the average cost/rider for SolTrans current, local bus routes, which is $6.50 per rider. In addition, although ridership (on a per hour basis) rose from month to month, it is only half the ridership of previous new local service implementations after three months, and from a business perspective, far from a sustainable level. Furthermore, SolTrans local routes carry approximately 12 passengers per hour, whereas the Mare Island service carried only an average of 0.45 passengers per hour during the first three months of service. By continuing this route beyond the initial three-month Promotional period, it is considered a Demonstration Route which means that the costs must be evaluated based on fully-allocated costing (as part of SolTrans entire route system) rather than simply the incremental cost. This is because the success of any route is based on the impact on systemwide performance measures including riders per hour, farebox recovery ratio, and subsidy per passenger. In addition, Demonstration Routes ordinarily receive a higher level of public participation in the modification and/or elimination process, as witnessed by the Route 20 work that Staff have performed. By contrast, a Promotional service is designed by Staff based on limited public participation, in the case of Route 9 primarily the Mare Island stakeholders. FISCAL IMPACT: The promotional service period has cost $22,000 in direct operating costs (hourly operating cost in NEXT contract and fuel = marginal rate) between December 1, 2016 and February 28, 2017, in addition to another $23,000 direct costs, primarily marketing and outreach expenses. To continue the service for an additional three months as a Demonstration Route, while charging the fully allocated rate, will cost an additional $60,000. An important consideration is not only whether this money is spent well in serving Mare Island, but also whether the resources are more critically needed elsewhere. As noted, the original service increase budget of 2,500 service hours for FY was intended to meet the greatest needs throughout the SolTrans system, and continuing the service to the end of the fiscal year will consume nearly all of this resource. 72

73 PERFORMANCE GOAL: Goal 1 Maximize the safety, reliability and efficiency of transit services to allow for long-term system sustainability and competitiveness for grant funds; Objective B - Establish process for developing and implementing service plans/enhancements for improving system performance and reliability; Strategy iii - Continuously document system strengths/ weaknesses and outline solutions for improvement; Objective C - Increase SolTrans fixed route system performance, including ridership; Strategy i - Explore opportunities for expanding service to unserved or underserved areas while being mindful of farebox recovery standards, Agency budget constraints, and opportunities for maintain or attracting new funding (specific Activity cited); Goal 2 - Optimize fiscal health and long-term sustainability; Objective C - Strategically align financial resources with operational and capital priorities; Goal 3 - Enhance customer satisfaction and build community support for public transportation. RECOMMENDATION: Informational. Attachments: A. February 16, 2017 Board Report B. Board Report presentation, adjusted to include final February and partial March statistics C. New Route 9 Mare Island promotional service map and schedule D. Mare Island Survey Form and Summary of Results 73

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75 AGENDA ITEM 9D BOARD MEETING DATE: FEBRUARY 16, 2017 SOLANO COUNTY TRANSIT TO: PRESENTER: SUBJECT: ACTION: BOARD OF DIRECTORS MICHAEL ABEGG, PLANNING AND OPERATIONS MANAGER MONA BABAUTA, EXECUTIVE DIRECTOR MARE ISLAND PROMOTIONAL SERVICE STATUS MOTION ISSUE: As noted in the Executive Director s report, SolTrans has operated a 3-month promotional service to Mare Island. The promotional period for this route ends on February 28, Feedback is requested from the Board regarding the termination of the route or conversion to a regular demonstration route, with or without modifications. DISCUSSION: Since SolTrans formation, the desire for service to Mare Island has been regularly expressed by the community. In 2013, SolTrans conducted a market analysis survey which indicated that the largest markets for potential ridership included employees and students at Touro University and Mare Island Health and Fitness Academy (a Vallejo public school). Primary transit demand was expressed as Monday through Friday, during morning and extended evening commute hours. This survey was combined with demographic analysis, from which the key finding was that students and employees on the island come from a wide area of the North Bay while residents commute to job locations well beyond the SolTrans service area. Any service for Mare Island would need to consider good regional transit connections including the Ferry, Route 80, and perhaps Vine Transit and Route 85 as well. There was no recommended service plan at that time, rather, the conclusions were rolled into the systemwide Route Restructuring Study starting in mid The Route Restructuring Study identified three possible service configurations for Mare Island (fixed-route, flex-route, and dial-a-ride), but did not recommend the addition of any service. Service investments were, instead, made to concentrate additional frequency in areas of Vallejo with more developed infrastructure and clearly evident demand and travel patterns. These improvements were initiated in January, In the summer of 2015, Staff convened a more focused group of stakeholders consisting primarily of major, island entities among which were VA Clinic, Touro, Lennar Mare Island, and the Vallejo Unified School District. Given the small size and relative affluence of the residential community on the island, the market for residents connecting to the mainland did not seem to be an integral factor in continuing to work toward the launch of a service. SolTrans also engaged the consultant services of Alan Zahradnik to outline a detailed service plan including infrastructure improvements needed for successful transit service. 75

76 This stakeholder group continued to meet through the remainder of 2015 and into mid A service plan was developed that incorporated stakeholder desires and concerns, the original transit vision from the City of Vallejo s Specific Plan, and the practical requirements of operating on the unfinished roadway and pedestrian infrastructure. This service was estimated to cost, after fare revenue, $230,000 per year and potentially attract up to 100 daily trips. This would result in farebox recovery of approximately 13% and a net cost per passenger of about $10. In preparation for the approval and implementation of the budget, a Staff update was presented in March, 2016, indicating that the addition of service to Mare Island would require 2,500 hours of additional service, and that a 50% share of the subsidy required, that is, $115,000 annually, should be sought from island stakeholders or, potentially, Mare Island Community Facilities District (CFD) funds. This service plan was reviewed by the Public Advisory Committee in June, While funding was included in the budget for increased service, it was not specifically identified for Mare Island, but rather for whatever service increases would become necessary due to demand growth or to react to other market opportunities. In the interest of collecting live data on the Mare Island service, as well as to understand the interest among stakeholders in participating in funding the service launch, a temporary promotional service was initiated starting on December 1, (See Attachment A.) This service operates fewer hours per day than the full project as defined previously, and as a promotional service, it is limited to a three-month period, ending February 28, The route operates from the Vallejo Transit Center and Vallejo Ferry Terminal, and incorporated the extensive feedback of the stakeholder processes of the previous three years. Performance information is summarized in Table 1: Table 1: Promotional Mare Island Service Performance Data (Dec 2016 Feb 2017) Month Total Approximate Cost/Month Riders (full rate = $101/hour)* Cost/Rider Rider/Hour December hours $19,998 $ January hours $19,190 $ February Projected hours $17,776 $ Total Projected $56,964 $220/Rider Average of 0.48/ hour *NOTE: The full rate is the fully-allocated rate for local service calculated through our Cost Allocation Model (CAM), and this rate is used to benchmark performance against other SolTrans routes. However, the marginal rate, which only includes the cost/hour charged by our service contractor and fuel (excludes overhead costs), is less than half the full rate and is used to calculate the budget needed to operate the Mare Island service. The cost/rider for the Mare Island Service contrasts with the average cost/rider for SolTrans current, local bus routes, which is $6.50 per rider. In addition, although ridership (on a per hour basis) rose from month to month, it is only half the ridership of previous new local service implementations after three months, and from a business perspective, far from a sustainable level. Furthermore, SolTrans local routes carry approximately 12 passengers per hour, whereas the Mare Island service has carried only an average of 0.48 passengers per hour. 76

77 FISCAL IMPACT: The promotional service period has cost $22,000 in direct operating costs (hourly operating cost in NEXT contract and fuel = marginal rate) between December 1, 2016 and February 28, 2017, in addition to another $20,000 in marketing and outreach expenses, primarily. An important consideration is not only whether this money is spent well in serving Mare Island, but also whether the resources are more critically needed elsewhere. As noted, the original service increase budget of 2,500 service hours for FY was intended to meet the greatest needs throughout the SolTrans system, and continuing the service to the end of the fiscal year will consume nearly all of this resource. PERFORMANCE GOAL: Goal 1 Maximize the safety, reliability and efficiency of transit services to allow for long-term system sustainability and competitiveness for grant funds; Objective B - Establish process for developing and implementing service plans/enhancements for improving system performance and reliability; Strategy iii - Continuously document system strengths/ weaknesses and outline solutions for improvement; Objective C - Increase SolTrans fixed route system performance, including ridership; Strategy i - Explore opportunities for expanding service to unserved or underserved areas while being mindful of farebox recovery standards, Agency budget constraints, and opportunities for maintain or attracting new funding (specific Activity cited); Goal 2 - Optimize fiscal health and long-term sustainability; Objective C - Strategically align financial resources with operational and capital priorities; Goal 3 - Enhance customer satisfaction and build community support for public transportation. RECOMMENDATION: Direct Staff to implement changes to the Mare Island promotional service which may include discontinuance, modification, or extension as a demonstration route. Attachments: A. Route 9 Mare Island promotional service map and schedule B. Mare Island Survey Form and Summary of Results 77

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79 MARE ISLAND PROMOTIONAL SERVICE STATUS Originally Presented to: The Solano County Transit Board of Directors on February 16, 2017 Statistics adjusted as of March 13, 2017 By: Michael Abegg, Planning and Operations Manager Mona Babauta, Executive Director 79

80 ROUTE AND STOPS Destinations: Vallejo Transit Center Ferry Building Vallejo Yacht Club Vallejo School District Vino Godfather Mare Island VA Clinic Touro University Mare Island Museum Dry Docks 2 80

81 SCHEDULE WESTBOUND VALLEJO TRANSIT CENTER FERRY TERMINAL MARE ISLAND WAY / FLORDIA VALLEJO UNIFIED SCHOOL DISTRICT VA CLINIC TOURO UNIVERSITY EASTBOUND 8TH / RAILROAD VA CLINIC VALLEJO UNIFIED SCHOOL DISTRICT MARE ISLAND WAY / FLORDIA FERRY TERMINAL VALLEJO TRANSIT CENTER 7:00 7:03 7:04 7:10 7:15 7:22 7:27 7:34 7:40 7:46 7:47 7:50 8:00 8:03 8:04 8:10 8:15 8:22 8:27 8:34 8:40 8:46 8:47 8:50 10:00 10:03 10:04 10:10 10:15 10:22 10:27 10:34 10:40 10:46 10:47 10:50 11:00 11:03 11:04 11:10 11:15 11:22 11:27 11:34 11:40 11:46 11:47 11:50 2:00 2:03 2:04 2:10 2:15 2:22 2:27 2:34 2:40 2:46 2:47 2:50 3:00 3:03 3:04 3:10 3:15 3:22 3:27 3:34 3:40 3:46 3:47 3:50 5:00 5:03 5:04 5:10 5:15 5:22 5:27 5:34 5:40 5:46 5:47 5:50 6:00 6:03 6:04 6:10 6:15 6:22 6:27 6:34 6:40 6:46 6:47 6:

82 MARKETING PROGRAM Press Releases: Service Operating November 30 th FREE Island Getaway January 12 th Direct Mailers to Residents and Businesses 3,800 Website and Social Media Postings Community Outreach to Mare Island Businesses: Passed out 5,000 fliers Touro University Vallejo Senior Center VA Clinic Forest Service Blu Homes Dry Docks Vino Godfather VUSD Mare Island Museum Lennar Congressman Mike Thompson & Senator Bill Coal Shed Dodd's offices Ferry Terminal VA Resource Center City of Vallejo WETA Chamber of Commerce Global Center for Success Free Fare January 14 to February

83 RIDERSHIP ANALYSIS - SURVEY On bus, on web, mail 11 responses 6 riders, 5 non-riders Comments: Timing with Ferry Timing with Touro classes, esp. evening Grocery store access for residents 83

84 RIDERSHIP ANALYSIS 1, 7% 2, 14% 2, 14% 4, 29% What stops do you use? (Survey) 5, 36% VA clinic Ferry Terminal Touro VUSD Azuar Dr VTC 7, 15% What stops do you use? (Board/Alight data VTC excluded) 5, 11% 17, 38% 12, 27% 4, 9% VA Clinic Ferry Terminal Touro VUSD Azuar 6 84

85 PERFORMANCE ANALYSIS Month Riders Cost/Rider Rider/Hour December 21 $ January 98 $ February 136 $ March Projected 157 $ Project Total Projected for 3-Month Promotional Period Riders 85 Riders/Month Cost $207/Rider Productivity 0.46 Riders/Hour SolTrans Typical Local Route Performance Cost $6.50/Rider Productivity 12 Riders/Hour 85

86 FISCAL IMPACT Three-month demonstration has cost $45,000 in direct costs (service, fuel, direct marketing costs) Full Demonstration route will cost $60,000 through May and $230,000 for FY17-18 Negative impact on system performance due to farebox recovery <1% Other, better opportunities for system enhancements to meet community needs 86

87 RECOMMENDATION Direct staff to implement changes to the Mare Island promotional service which may include discontinuance, modification, or extension as a demonstration route. 87

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89 Trinity Marin ROUTE / RUTA 9 MARE ISLAND / ISLA MARE LEGEND Transit Center Time Point Bus Stop Entertainment/ Ferry Terminal Grocery Hospital Walnut Vallejo Unified School District North Bay Veterans Res. Ctr. Kansas MARE ISLAND Causeway Mare Island Technology Academy 89 Mare Island Ferry Dock VA Clinic Park & Ride School Senior Center Shopping Center Public Services Community Center Azuar Railroad Island Mare Island Museum Santa Clara Sacra Marin City Hall & Library Vallejo Transit Center SEE INSET Vallejo Ferry Terminal Touro University Mare Island Way MARE ISLAND ST Capitol Branciforte City Hall Library Vallejo Ferry Terminal St Vincent Elem. Santa Clara Broadway Sacramento Maine Florida Carolina Capitol Virginia Georgia Vallejo Transit Center Tenne Fl Sonom DOWNTOWN VALLEJO Winch Lincoln Elem. Sonoma York Pennsylvania Curtola Maine Local Fares / Tarifas Locales One Ride / Uno Viaje Adult / Adulto $1.75 Youth / Jóvenes (6 18) $1.50 SDM: Senior 65+; Disabled; Medicare / Edad de 65+; Discapacitados; Medicare $0.85 ADA Paratransit Certified / Certificado ADA Paratránsito $0.25 Day Pass / Pase de Día Adult / Adulto $4.00 Youth / Jóvenes $3.00 SDM $ Ride Ticket / Boleto de 10-Viajes Adult / Adulto $15.00 Youth / Jóvenes $12.00 SDM $ Day Passes / Pase de 31-Días Adult / Adulto $56.00 Youth / Jóvenes $44.00 SDM $28.00 Customer Service For schedules, connecting services, and assistance with trip planning, please call (707) between 8:00 am and 5:30 pm weekdays, or dial 511 for Bay Area transit information. Schedule information is also available at com, or Google Transit. Atención al Cliente Para horarios, servicios de conexión, y asistencia con planificación de viajes, por favor llame al (707) , 8:00 am y 5:30 pm entre semana, o marque 511 para recibir información del tránsito en el Área de la Bahía. Información sobre los horarios también esta disponible en org, o Google Transit. SOLANO COUNTY TRANSIT Customer Service / Servicio al Cliente Vallejo Transit Center 311 Sacramento St. Vallejo, CA Phone (707) MARE ISLAND Touro University - Vallejo Transit Center WEEKDAY SATURDAY DEMONSTRATION ROUTE THROUGH MAY 27, 2017 SERVICE TO Touro University VA Clinic North Bay Veterans Resource Center Mare Island Technology Academy EFFECTIVE DECEMBER 1, 2016 A PARTIR DE 1 DICIEMBRE 2016

90 ROUTE / RUTA 9 MARE ISLAND / ISLA MARE - VALLEJO TRANSIT CENTER MONDAY SATURDAY / LUNES SÁBADO OUTBOUND / SALIENTE WESTBOUND/ AL ESTE Vallejo Transit Center Vallejo Ferry Terminal Vallejo School District VA Clinic Touro University (Lander) INBOUND / ENTRANTE EASTBOUND/ AL OESTE Touro University (Lander) VA Clinic Vallejo School District Vallejo Ferry Terminal Vallejo Transit Center 7:00 7:03 7:10 7:15 7:22 7:27 7:34 7:40 7:47 7:50 8:00 8:03 8:10 8:15 8:22 8:27 8:34 8:40 8:47 8:50 10:00 10:03 10:10 10:15 10:22 10:27 10:34 10:40 10:47 10:50 11:00 11:03 11:10 11:15 11:22 11:27 11:34 11:40 11:47 11:50 2:00 2:03 2:10 2:15 2:22 2:27 2:34 2:40 2:47 2:50 3:00 3:03 3:10 3:15 3:22 3:27 3:34 3:40 3:47 3:50 5:00 5:03 5:10 5:15 5:22 5:27 5:34 5:40 5:47 5:50 6:00 6:03 6:10 6:15 6:22 6:27 6:34 6:40 6:47 6:50 Note: Route 9 Mare Island fare is free through May 27, 2017! Nota: La tarifa de la ruta 9 Mare Island es gratuita hasta el 27 de mayo de 2017! Your Island Getaway Visit Mare Island and all it has to offer! Destinations on or near the route include: Vallejo Unified School District Touro University 665 Walnut Ave Azuar Ave Mare Island VA Outpatient Clinic 201 Walnut Avenue Vino Godfather Winery 500 Walnut Ave North Bay Veterans Resource Center 1000 Azuar Drive Alden Park 8th St & Walnut Ave Mare Island Museum 1100 Railroad Ave St Peter s Chapel 1181 Walnut Ave Mare Island Sports Center 785 Walnut Ave San Francisco Bay Ferry Dock 1050 Nimitz Ave Mare Island Officers Mansions 800 Walnut Ave Mare Island Academy 400 Rickover Ave PM trips indicated in bold / Viajes PM indican en negrita Holiday Schedule No service on Easter, Memorial Day, July 4th, Labor Day, Thanksgiving, Christmas Day, and New Year s Day. SolTrans operates Saturday service on the Friday after Thanksgiving, Martin Luther King Day, Presidents Day, and on Veteran's Day when it falls on a weekday or Saturday. Transferring within SolTrans Service Area If you are transferring to another route, you will need to pay an additional fare or utilize a Day Pass, 10-Ride Ticket, or 31-Day Pass for travel. Fares Please have the proper fare and valid identification ready upon boarding as this keeps the service on time. Children Up to two children age 5 and under ride free per fare paying passenger. Additional children pay youth fare. Discount Fare Eligibility Senior 65+ / Disabled / Medicare Recipients To qualify for the Senior/Disabled/Medicare fare, you must present one of the following: Photo ID with birthdate indicating 65+ Valid Medicare Card with photo ID Regional Transit Connection (RTC) Card DMV Disabled License Plate Registration DMV Disabled Parking Placard printout ADA Paratransit ID Regional Transit Connection (RTC) Discount Card The RTC Discount Card is available to persons with qualified disabilities. Call Customer Service for more information. MARE ISLAND Horarios en Días festivos No hay servicio en Pascuas, Día de Conmemoración de los Caídos, el 4 de julio, el Día del Trabajador, el Día de Acción de Gracias, Navidad y el día de Años Nuevo. SolTrans funciona con el horario de Sábados en los siguientes días festivos: día posterior al Día de Acción de Gracias, Día de Martin Luther King, Día de los Veteranos de Guerra y el Día del Presidente. Transferencia dentro del área de servicio de SolTrans Si trasborda a otra ruta, tendra que pagar una tarifa adicional o usar un Pase de Día, un Boleto de 10-Viajes o un Pase de 31-Días para el viaje. Tarifas Porfavor tenga la tarifa adecuada y la identificación válida listos al momento de abordar para mantenener el servicio a tiempo. Niños Hasta dos niños de 5 años o menos viajan gratis por pasajero que pague la tarifa. Los niños adicionales pagan la tarifa para jóvenes. Elegibilidad para descuento en la tarifa Personas Mayores 65+ años de edad/ Discapacitados/Receptores de Medicare Para calificar para la tarifa para Personas Mayores/ Discapacitados/Medicare debe presentar uno de los siguientes: Identificación con fotografía, 65+ años Tarjeta válida de Medicare con identificación con fotografía Tarjeta Regional Transit Connection (RTC) Registro de la placa por discapacidad DMV Impresión del permiso de estacionamiento para discapacitados DMV ADA Paratransit ID Tarjeta de descuento de Regional Transit Connection (RTC) La tarjeta de descuentos RTC está disponible para personas calificadas con discapacidades. Llame a Servicio al Cliente para más información. Look for special bus stops marked with the Mare Island symbol 90 SHUTTLE

91 Wilson Baxter Benson MARE ISLAND G Mare Island (M.I.) Shuttle Survey 1. Have you ridden the MI shuttle? Yes No Louisiana If YES, how many times have you ridden the MI Shuttle? Wyoming And, where do you board the shuttle? Which stop do you get off the shuttle at? A C Walnut Walnut Azuar Azuar Pintado A And, what is your final destination? 3rd Vallejo Shool District Office If NO, why not? (mark all the apply) I was not aware of it. The times and/or frequency are not convenient. It does not stop where I need to go. Other, please explain: Vino Godfather B Connolly Oscar St Oscar Ln 2. Would Military you Quarters add a stop on the route? Yes No If YES, where? 3. Would you Alden recommend Park any time changes to the route? Mare Island If YES, when? Mare Island Causeway Kansas Nimitz 2nd 4th 7th E Poplar Rickover Waterfront Ave Railroad Railroad Oak 5th 8th Tisdale Tyler Ferry 10th Bagley 311 Sacramento St, Vallejo, CA th 10th Azuar 13th F l a g Harbor Way Mare Island VA Clinic Mare Island Museum Touro University s h 13th 14th Cosset SHUTTLE Tennessee Alabama Ohio Kentucky Florida Carolina Georgia Nimitz Nimitz i p Railroad Railroad Club Moore Talos Ferry Terminal Visitor Information Dry Docks Vallejo Santa Clara Sacramento Transit Center Maine Curtola Pkwy 91 Marin

92 Summary of Results: Route 9 Mare Island Community Survey Total Responses: 11 Riders: 6 (55%) Non-Riders: 5 (45%) Times Ridden (83% of Riders) 3+ 1 (17% of Riders) Boarding/Alighting Locations (do not add to 100% due to duplicates) VA Clinic 2 (20%) Azuar Dr 2 (20%) Ferry Terminal 5 (50%) Touro 4 (40%) Vallejo Transit Center 1 (10%) Of Non-Riders, Why not? (do not add to 100% due to duplicates) Not aware 2 (40%) Times not convenient 3 (60%) Route not convenient 1 (20%) Desired Additional Stops US Forest Service 2 (18% of all surveys) Other comments More constant for some of the more Mare Island residents, need access to grocery stores. Time better to Touro University classes. Coordinate with Ferry schedule. Evening trip to meet Route 80 or 82 late southbound trips would be helpful. 92

93 AGENDA ITEM 6B COMMITTEE MEETING DATE: MARCH 27, 2017 Solano County Transit TO: TECHNICAL ADVISORY COMMITEE PRESENTER: MANDI RENSHAW, PROGRAM ANALYST I SUBJECT: PUBLIC OUTREACH REPORT FOR FEBRUARY 2017 ACTION: INFORMATIONAL ISSUE: SolTrans focus is to identify opportunities for public outreach through strategic partnerships, and to establish public outreach programs and activities that are valued by the community. DISCUSSION: The Technical Advisory Committee (TAC) last received a Marketing and Public Outreach Report in April 2016; therefore, the current report summarizes the remainder of 2016 and highlights the events and promotions Staff plans to participating in to build relationships with community organizations for the 2017 calendar year. August o o September o o o o October o o SolTrans hosted Back-to-School Transit Fairs in both Benicia and Vallejo. The Vallejo Fair was held on August 11 th at the Vallejo Transit Center and the Benicia Fair was held on August 18 th at the Benicia Public Library, where Staff was on hand to help plan school trips via public transportation and give away SolTrans Youth Day Passes. SolTrans hosted a table at Casa De Vilarassa to educate residents on travel options in Benicia and to promote the new Route 20. SolTrans provided free rides and a shuttle service to the Food Oasis at the fairgrounds, an event to provide Vallejo residents access to healthy foods. SolTrans hosted the Coastal Clean-up Event at the SolTrans Curtola Park and Ride Hub to clean up the area surrounding the lot. SolTrans hosted a table at the Greater Vallejo Recreation District s Vallejo Celebrates Youth. SolTrans hosted a booth at Vallejo s Unity Day. SolTrans provided a community shuttle to Mare Island for Vallejo s Waterfront Weekend. SolTrans transported veterans to and from the North Bay Stand Down event. 93

94 o o November o o December o January o o SolTrans provided free rides to the public, participating in the SoFit City Event. SolTrans hosted a table at the Senior Health and Technology Fair. SolTrans hosted a Route 20 Town Hall meeting on the bus, sharing upcoming service changes and getting rider feedback. Holiday Promotions Fare: Saturday Shopping fare on Route 78 and Route 85 allowing riders to purchase $2-day passes and one way trips for $1, making shopping needs outside of Benicia and Vallejo more accessible. Ride Local Free Thanksgiving Weekend, encouraging riders to shop locally the weekend after Thanksgiving. December Dollar Days - Day passes for $1 and free weekends on local routes. Benicia Holiday Sleigh Rides - Free bus service to Benicia s Christmas tree lighting. SolTrans transported Vallejo and Benicia seniors to the Senior Coalition s Cover Your Assets Fraud Prevention Class Staff presented on transportation options for seniors at the Florence Douglas Senior Center. Sponsorships: Staff has also participated in community programs and events through sponsorships, and in return, receives recognition through marketing and logo placement. In FY15-16, SolTrans spent over $17,000 in community sponsorships; examples of some of the community programs and events are: Vallejo Admirals, Solutions for at Risk Youth Firefighters/EMS Academy, Vallejo s Unity Day, Benicia Film Festival, and Vallejo Chamber. Staff plans to continue to support the Benicia and Vallejo communities in FY16-17 by sponsoring programs and events that enhance the communities, promote SolTrans, and increase public awareness of SolTrans services. Planned Outreach for 2017: Staff plans to continue building the existing relationships with community partners and attend the already calendared 28 outreach events, as well as explore new partnerships to enhance events with public transportation information. Staff will continue to research ridership trends and find new ways to build ridership with fare promotions and free community shuttles to events in both Benicia and Vallejo (see Attachment A). FISCAL IMPACT: The cost of promotional materials and support for community outreach is included in the current year operating budget as part of the overall advertising and marketing budget for FY

95 PERFORMANCE GOAL: Goal 3 Enhance customer satisfaction and build community support for public transportation; Objective D Establish a public outreach program that is valued by the community and result in strong, mutually beneficial partnerships. RECOMMENDATION: Informational. Attachments: A Marketing and Outreach Calendar B. Marketing and Outreach Update PowerPoint Presentation 95

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97 2017 Marketing & Outreach Calendar Month Activity Event Type January Senior Financial Elder Abuse presentation Class Bus Service Promotion Pilot Route 20, through March 2017 Route February Jessie Bethel Family Night outreach Senior Mini- Medical School Shuttle Bus Service Promotion 2nd Fridays Art Walk (March- August) Reduced Fare Promotion March St Patricks Day Ride Free after 4pm Reduced Fare Promotion Youth and College Student Ride FREE, Spring Break Reduced Fare Promotion Senior Mini- Medical School Shuttle Bus Service Promotion Earth Day by Valcore Outreach April Benicia Mini- Makers Faire Outreach Route 20 Surveying and Marketing Ride Free Reduced Fare Promotion May June July Earth Day by Solano Community College Bike to Work Day Benicia Open Studios Carneval Fantastico Vallejo Business Connection Expo Franklin Middle School Family Night Cinco De Mayo Vallejo Route 20 Carquinez Village Group Tour Memorial Day Shuttle Florence Douglas Senior Center Gala and Auction Benicia and Vallejo Farmers Market Pista Sa Nayon Juneteenth Summer Slice Reduced Youth Passes, through August 2015 (Possible) Summer Wednesday Concerts Dump the Pump SolTrans 4th Anniversary of Assuming Transit Operations Benicia Torchlight Parade (4th of July Parade) July 3rd Vallejo 4th of July Parade July 4th Vallejo Outreach Back to School Transit Fair Vallejo Admirals employee appreciation day Outreach Outreach Bus Service Promotion Bus Service Promotion Outreach Sent Outreach Items Outreach Outreach Bus Service Promotion Sponsorship Outreach Outreach Outreach Reduced Fare Promotion Outreach / Sponsorship Reduced Fare Promotion Reduced Fare Promotion Outreach Outreach Outreach internal outreach 97

98 August September October November December Benicia Back to School Transit Fairs Vallejo Transit Fair Casa De Vilarrasa: Route 20 Changes National Night Out Vallejo Cal Maritime Community Resources Fair BCTC Tour GVRD Vallejo Celebrates Youth Unity Day Coastal Clean Up SolTrans Sponsored Wednesday Night Concert SoFit City Event Jessie Bethel Family Night Senior Health & Tech Fair SoFit City Event Pinktober Vallejo Waterfront Weekend "Ride & Buy Local" Thanksgiving Weekend Senior Luncheon Thanksgiving Shuttle November Service Improvements Tabling State-Wide Medical and Health Exercise Shopping Saturdays Thanksgiving to Christmas Benicia Tree Lighting December Ride Local for $0.25/$1.00 day-pass and Weekend FREE Senior Luncheon Christmas Shuttle Outreach Outreach Outreach Outreach Outreach Bus Service Promotion Outreach Outreach/ Sponsorship Sponsorship Outreach / Sponsorship Bus Service Promotion Outreach Outreach Bus Service Promotion Bus Service Promotion Bus Service Promotion Reduced Fare Promotion Bus Service Promotion Outreach Bus Service Promotion Reduced Fare Promotion Bus Service Promotion Reduced Fare Promotion Taxi Scrip 98

99 ATTACHMENT B Agenda Item 6B SOLTRANS MARKETING AND OUTREACH UPDATE Presented to: The Solano County Transit Technical Advisory Committee on March 27, 2017 By: Mandi Renshaw, Program Analyst 99

100 2016 IN REVIEW Outreach Events 28 Pass Type Number of Passes Adult 385 Youth 190 SDM ( Senior, Disabled, Medical)

101 2016 IN REVIEW Bus Service Promotion

102 2016 IN REVIEW Reduced Fare Promotions 8 102

103 PUBLIC LAUNCH MyRide Service Up Date MyRide Public website access Website was launched July 2016 MyRide Texting Service MyRide Mobile App MyRide Wi-Fi Onboard MyRide for Paratransit Texting service was launched August Bus stops are currently being equipped with stop ID and texting instructions. The iphone mobile app is available free in the app store Wi-Fi on all Express Buses, Paratransit and Dial-A-Ride Buses Automated alerts via phone or text to paratransit customers 103

104 2017 Month Activity Event Type January Senior Financial Elder Abuse presentation Class February Jessie Bethel Family Night outreach Senior Mini- Medical School Shuttle Bus Service Promotion Bus Service Promotion March April 2nd Fridays Art Walk (March- August) Youth and College Student Ride FREE, Spring Break Reduced Fare Promotion Reduced Fare Promotion Earth Day by Valcore Outreach Benicia Mini- Makers Faire Outreach Earth Day by Solano Community College Outreach 104

105 THANK YOU! 105

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107 AGENDA ITEM 6C TAC MEETING DATE: MARCH 27, 2017 SOLANO COUNTY TRANSIT TO: PRESENTER: SUBJECT: ACTION: TECHNICAL ADVISORY COMMITTEE MICHAEL ABEGG, PLANNING & OPERATIONS MANAGER APRIL 2017 SERVICE CHANGES AND DEMONSTRATION SERVICE UPDATES INFORMATIONAL ISSUE: Update on service changes to go into effect on April 2, 2017, and information on upcoming service change plans. DISCUSSION: Two administrative service changes will take place effective April 2, These affect weekday service on Routes 78 and 80. Also, there are informational updates on the two SolTrans Demonstration routes, Route 9 Mare Island and Route 20 Columbus. Route 78 I-680 Express Schedule Improvement Route 78 has had continuing schedule adherence problems in the afternoon rush hour. This is primarily from unrealistic running time assumptions and inadequate layover time scheduled at the Walnut Creek terminal. Buses run late eastbound from Vallejo to Walnut Creek, and as a result, depart late from Walnut Creek. This problem has especially affected the 5:30 p.m. trip leaving Walnut Creek. Coupled with unreliable BART service in recent months, and the need for Route 78 trips to be timed for Diablo Valley College work and class times, and both bus and BART times at Pleasant Hill and Walnut Creek, it has resulted in significant customer frustration. A new trip will be inserted, starting at Diablo Valley College, and providing the 5:30 p.m. departure from Walnut Creek, while the existing eastbound 4:25 p.m. trip will move to a 4:30 p.m. departure from Vallejo, and operate a 5:40 p.m. departure from Walnut Creek. The change will increase the scheduled revenue hours on the route by 1.33 hours; however, it will allow the elimination of a current practice of staging a bus daily at Walnut Creek to cover for whatever trips may run late. Depending on when the staged bus is deployed, this practice costs between 1.5 and 3.0 hours daily. As part of the pending STA Express Corridor Study improvements, the entire Route 78 schedule requires significant review of running times, layover and routing practices, and trip times. This will be a major component of SolTrans work on the implementation of the STA plan. 107

108 Route 80 I-80 Express Schedule Improvement In a similar way, the adjustments to the Route 80 schedule will allow the elimination of a daily staged bus in the afternoon peak period. The changes insert a sixth bus into the afternoon schedule on Route 80, which currently operates with five (plus the staged bus). This will allow for a significant increase in the layover time at El Cerrito del Norte BART, and consequently, an improvement in reliability. I-80 has at times been unusually unpredictable, even for buses that are able to use the HOV (Diamond) lane south of the Carquinez Bridge. The existing operation using one afternoon staged bus has provided flexibility for moderate delays, but during the most severe incidents, Route 80 may still require additional service to be added on a daily basis. However, the revised schedule, which requires 2.0 additional revenue hours, will normally be less costly than the staging plan used today. It is important to note that adding two additional PM peak buses is causing Staff to review the capital plan for vehicle replacements. With the elimination of the two buses required for Route 200 afternoon service, it was assumed that 16 express buses would be adequate. It may be that a 17 th bus is necessary to maintain reliable service with the new pullout needs. Mare Island Service A complete discussion of Route 9 Mare Island comprises a separate agenda item. Route 20 Columbus Route 20 Columbus was updated twice in 2016 to attempt to deliver more reliable and effective service. While these updates were well-received, they have resulted in only modest increases in ridership and efficiency, measured year-over-year. On a per-hour basis, Route 20 carries about one-quarter of the riders of the next-lowest regular route, Route 8. A free ride promotion, which was successful last spring in jump-starting ridership, will be repeated in late March through the end of April, in conjunction with the more limited-time, but all-route Spring Break promotion. Staff had also hoped to find ways to enable this route to directly serve Six Flags. The running time challenge of doing so has made that impossible without another major disruption to the service schedule. Instead, customers wishing to travel between Benicia and Six Flags are encouraged to connect at Sereno Transit Center to Route 5; as well, local service policies on Route 85 are being relaxed to allow it to be used within Vallejo to access Six Flags. FISCAL IMPACT: The April changes will increase scheduled daily revenue hours of service by 3.33; however, there will be a reduction of over 4.0 hours on most days resulting from the elimination of daily staged buses. Supplemental buses will only be required in the event of major incidents on the freeway, causing long periods of major delay. The net effect of the changes, then, should be neutral or a reduction in costs. Continued operation of Route 20 costs approximately $320,000 per year. Farebox revenue recovery is less than 10% for this route, reducing overall system performance. While this effect is modest, nevertheless it is important to keep close watch on routes not contributing adequately to system performance. 108

109 PERFORMANCE GOAL: Goal 1 - Maximize the safety, reliability, and efficiency of transit services to allow for long-term system sustainability and competitiveness for grant funds; Objective C Increase SolTrans fixed route system performance, including ridership; Strategy i Explore opportunities for providing service to areas not currently served or not served extensively (while being mindful of farebox recovery standards and Agency budget constraints); Strategy iii Identify sustainability of the Route 20 and other programs (i.e., discounted bus fares for low-income students in Benicia) and services. Goal 2 - Optimize the financial health of SolTrans as required for providing transit services that meet the needs of the citizens of the Cities of Benicia and Vallejo.; Objective C Strategically align financial resources with operational and capital priorities; Strategy iii Develop operations and capital priorities and program federal, state, regional and local funds according to Board-approved priorities. RECOMMENDATION: Informational. Attachments: A. Route 78 April Schedules B. Route 80 April Schedules 109

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111 Marin ROUTE/RUTA 78 I-680 EXPRESS City Hall Library Vallejo Ferry Terminal San Ma SEE INSET Vallejo Transit Center Broa Lincoln Elem. Napa MARE ISLAND STRAIT LEGEND Transit Center Time Point Bus Stop Entertainment/ Ferry Terminal Grocery Hospital Maine Florida Curtola Park & Ride Hub Sonoma Winchester Magazine Porter 5th Solano Lincoln Del Sur Springs Curtola Oakwood Benicia Park & Ride BEVERLY HILLS School Senior Center Shopping Center Public Services Community Center Glen Cove Georgia CARQUINEZ STRAIT Holiday Schedule No service on Easter, Memorial Day, July 4th, Labor Day, Thanksgiving, Christmas Day, and New Year s Day. SolTrans operates Saturday service on the Friday after Thanksgiving, Martin Luther King Day, Presidents Day, and on Veteran's Day when it falls on a weekday or Saturday. Transferring within SolTrans Service Area If you are transferring to another route, you will need to pay an additional fare or utilize a Day Pass, 10-Ride Ticket, or 31-Day Pass for travel Rollingwood Capitol Mare Island City Hall Vallejo Ferry Terminal SOMERSET DOWNTOWN VALLEJO INSET Benicia Library GLEN COVE Santa Clara Maine Sacramento Capitol Virginia Georgia Vallejo Transit Center W. 14th Benicia H. S. Sonoma York Pennsylvania Curtola Benicia M.S. Mary Farmer Elem. W. 7th BENICIA Military Benicia City Park 2nd 1st Diablo Valley College Safeway Taylor Sun Valley Mall Benicia Senior Ctr. Benicia Library & City Hall 5th Contra Costa Oak Park Geary Walnut Creek BART E. 5th St. Dominic Elem. Concord 242 Monument Pleasant Hill BART Treat Robert Semple Elem. BENICIA INDUSTRIAL PARK Ygnacio Valley PLEASANT HILL, WALNUT CREEK, & DIABLO COLLEGE To Walnut Creek (See Inset) Horarios en Días festivos Noy hay servicio en Pascuas, Día de Conmemoración de los Caídos, el 4 de julio, el Día del Trabajador, el Día de Acción de Gracias, Navidad y el día de Años Nuevo. SolTrans funciona con el horario de Sábados en los siguientes días festivos: día posterior al Día de Acción de Gracias, Día de Martin Luther King, Día de los Veteranos de Guerra y el Día del Presidente. Transferencia dentro del área de servicio de SolTrans Si trasborda a otra ruta, tendra que pagar una tarifa adicional o usar un Pase de Día, un Boleto de 10-Viajes o un Pase de 31-Días para el viaje. Route 78 is operated by SolTrans and is partially funded by Regional Measure Two ( 3rd dollar bridge tolls) that were approved by Bay Area voters at the March 2004 election, and allocated by the Metropolitan Transportation Commission (MTC). rev a Solano Express Fares / Tarifas Solano Express One Ride / Uno Viaje Adult / Adulto $5.00 Youth / Jóvenes (6 18) $4.00 SDM: Senior 65+; Disabled; Medicare / Edad de 65+; Discapacitados; Medicare ADA Paratransit Certified / Certificado ADA Paratránsito Day Pass / Pase de Día $2.50 $0.50 Adult / Adulto $10.00 Youth / Jóvenes (6 18) $8.00 SDM $ Ride Ticket / Boleto de 10-Viajes Adult / Adulto $ Day Passes / Pase de 31-Días Adult / Adulto $ Customer Service For schedules, connecting services, and assistance with trip planning, please call (707) between 8:00 am and 5:30 pm weekdays, or dial 511 for Bay Area transit information. Schedule information is also available at com, or Google Transit. Atención al Cliente Para horarios, servicios de conexión, y asistencia con planificación de viajes, por favor llame al (707) , 8:00 am y 5:30 pm entre semana, o marque 511 para recibir información del tránsito en el Área de la Bahía. Información sobre los horarios también esta disponible en org, o Google Transit. SOLANO COUNTY TRANSIT Customer Service / Servicio al Cliente Vallejo Transit Center 311 Sacramento St. Vallejo, CA Phone (707) I-680 EXPRESS Vallejo Transit Center - Walnut Creek BART WEEKDAY SATURDAY SUNDAY SERVICE TO Curtola Park & Ride Hub City Park, Benicia Diablo Valley College Sun Valley Mall Pleasant Hill BART EFFECTIVE APRIL 2, 2017 A PARTIR DE 2 ABRIL 2017

112 ROUTE / RUTA 78 I-680 EXPRESS / VALLEJO TRANSIT CENTER - WALNUT CREEK BART MONDAY FRIDAY / LUNES VIERNES SATURDAY / SABADO INBOUND / SALIENTE EASTBOUND / AL SUR OUTBOUND / ENTRANTE WESTBOUND / AL OESTE INBOUND / SALIENTE EASTBOUND / AL SUR Vallejo Transit Center Curtola Park & Ride Hub City Park (Military/ First) Diablo Valley College Pleasant Hill BART Walnut Creek BART Walnut Creek BART Diablo Valley College City Park (Military/ First) Curtola Park & Ride Hub Vallejo Transit Center 5:50 5:54 6:06-6:28 6:36 6:36 6:51 7:08 7:18 7:24 6:15 6:19 6:31-6:53 7:03 7:15-7:35 7:45 7:51 6:40 6:44 6:56-7:18 7:28 7:30 7:45 8:02 8:12 8:18 7:00 7:04 7:16-7:38 7:48 7:55-8:15 8:25 8:31 7:40 7:44 7:56-8:18 8:28 8:35 8:50 9:06 9:16 9:22 8:00 8:04 8:16-8:38 8:48 8:48 9:03 9:19 9:29 9:35 9:00 9:04 9:16-9:38 9:48 9:50 10:03 10:19 10:29 10:35 10:00 10:04 10:16-10:38 10:48 10:50 11:03 11:19 11:29 11:35 11:00 11:04 11:16-11:38 11:48 11:50 12:03 12:19 12:29 12:35 12:00 12:04 12:16-12:38 12:48 12:50-1:10 1:20 1:26 12:30 12:34 12:46 1:01 1:16 1:26 1:30-1:50 2:00 2:06 1:30 1:34 1:46 2:01 2:16 2:26 2:30-2:50 3:00 3:06 2:30 2:34 2:46 3:03 3:18 3:28 3:32-3:52 4:02 4:08 3:30 3:34 3:46 4:03 4:18 4:28 4:32-4:52 5:02 5:08 4:10 4:14 4:26-4:51 5:01 5:08-5:28 5:39 5: :56 5:11 5:21 5:30-5:50 6:00 6:06 4:30 4:34 4:46 5:06 5:21 5:31 5:40-6:00 6:10 6:16 5:15 5:19 5:31 5:51 6:06 6:16 6:20-6:40 6:50 6:56 6:00 6:04 6:16-6:41 6:51 6:55-7:15 7:25 7:31 6:20 6:24 6:36-6:59 7:09 7:20-7:40 7:50 7:56 7:00 7:04 7:16-7:38 7:48 7:55-8:15 8:25 8:31 7:40 7:44 7:56-8:18 8:28 8:35-8:55 9:05 9:11 8:20 8:24 8:36-8:58 9:08 9:15-9:35 9:45 9:51 Depart Sun Valley Mall 2 minutes later Arrive Sun Valley Mall 2 minutes earlier Note: Sunvalley Mall stops are on Contra Costa Blvd at Viking Drive and south of Golf Club Rd. Fares Please have the proper fare and valid identification ready upon boarding as this keeps the service on time. Children Up to two children age 5 and under ride free per fare paying passenger. Additional children pay youth fare. Discount Fare Eligibility Senior 65+ / Disabled / Medicare Recipients To qualify for the Senior/Disabled/Medicare fare, you must present one of the following: Photo ID with birthdate indicating 65+ Valid Medicare Card with photo ID Regional Transit Connection (RTC) Card 112 DMV Disabled License Plate Registration DMV Disabled Parking Placard printout ADA Paratransit ID Regional Transit Connection (RTC) Discount Card The RTC Discount Card is available to persons with qualified disabilities. Call Customer Service for more information. Vallejo Transit Center Vallejo Transit Center Curtola Park & Ride Hub Curtola Park & Ride Hub City Park (Military/ First) City Park (Military/ First) Contra Costa Blvd Contra Costa Blvd Walnut Creek BART Walnut Creek BART OUTBOUND / ENTRANTE WESTBOUND / AL OESTE Walnut Creek BART Walnut Creek BART Contra Costa Blvd Contra Costa Blvd City Park (Military/ First) City Park (Military/ First) Curtola Park & Ride Hub Curtola Park & Ride Hub Vallejo Transit Center 6:40 6:44 6:56 7:11 7:26 7:30-7:52 8:02 8:08 8:20 8:24 8:36 8:51 9:06 9:10-9:32 9:42 9:48 10:00 10:04 10:16 10:31 10:46 10:50-11:12 11:22 11:28 11:40 11:44 11:56 12:11 12:26 12:30-12:52 1:02 1:08 1:40 1:44 1:56-2:21 2:25 2:38 2:54 3:04 3:10 3:20 3:24 3:36-4:01 4:05 4:18 4:34 4:44 4:50 5:00 5:04 5:16-5:41 5:45 5:58 6:14 6:24 6:30 6:40 6:44 6:56-7:21 7:25 7:38 7:54 8:04 8:10 8:40 8:44 8:56-9:21 9:25 9:38 9:54 10:04 10:10 SUNDAY / DOMINGO INBOUND / SALIENTE EASTBOUND / AL SUR OUTBOUND / ENTRANTE WESTBOUND / AL OESTE Vallejo Transit Center 8:20 8:24 8:36 8:51 9:06 9:10-9:32 9:42 9:48 10:00 10:04 10:16 10:31 10:46 10:50-11:12 11:22 11:28 11:40 11:44 11:56 12:11 12:26 12:30-12:52 1:02 1:08 1:40 1:44 1:56-2:16 2:25 2:38 2:54 3:04 3:10 3:20 3:24 3:36-3:56 4:05 4:18 4:34 4:44 4:50 5:00 5:04 5:16-5:36 5:45 5:58 6:14 6:24 6:30 6:40 6:44 6:56-7:16 7:25 7:38 7:54 8:04 8:10 8:40 8:44 8:56-9:16 9:25 9:38 9:54 10:04 10:10 PM trips indicated in bold / Viajes PM indican en negrita Tarifas Porfavor tenga la tarifa adecuada y la identificación válida listos al momento de abordar para mantenener el servicio a tiempo. Niños Hasta dos niños de 5 años o menos viajan gratis por pasajero que pague la tarifa. Los niños adicionales pagan la tarifa para jóvenes. Elegibilidad para descuento en la tarifa Personas Mayores 65+ años de edad/discapacitados/ Receptores de Medicare Para calificar para la tarifa para Personas Mayores/ Discapacitados/Medicare debe presentar uno de los siguientes: Identificación con fotografía, 65+ años Tarjeta válida de Medicare con identificación con fotografía Tarjeta Regional Transit Connection (RTC) Registro de la placa por discapacidad DMV Impresión del permiso de estacionamiento para discapacitados DMV ADA Paratransit ID Tarjeta de descuento de Regional Transit Connection (RTC) La tarjeta de descuentos RTC está disponible para personas calificadas con discapacidades. Llame a Servicio al Cliente para más información.

113 ROUTE/RUTA 80 I-80 EXPRESS / VALLEJO TRANSIT CENTER - EL CERRITO DEL NORTE BART ROUTE/RUTA 82 I-80 EXPRESS / VALLEJO - SAN FRANCISCO MONDAY FRIDAY / LUNES VIERNES 113 MORNING/MID-DAY SERVICE / SERVICIO DE LA MAÑANA AFTERNOON/EVENING SERVICE / SERVICIO DE LA TARDE SOUTHBOUND / AL SUR NORTHBOUND / AL NORTE SOUTHBOUND / AL SUR NORTHBOUND / AL NORTE Sereno Transit Center* Vallejo Transit Center Curtola Park & Ride El Cerrito del Norte BART El Cerrito del Norte BART Sonoma & Winchester Curtola Park & Ride Vallejo Transit Center 80 4:15* 4:27 4:32 4:50 5:15 5:33 5: :50* 5:02 5:07 5:25 5:30 5:48 5: :05* 5:17 5:22 5:40 5:45 6:03 6: :15* 5:27 5:32 5:57 6:00 6:18 6: :28* 5:40 5:45 6:10 6:15 6:33 6: :55 6:00 6:25 6:30 6:48 6: :10 6:15 6:40 6:45 7:03 7: :25 6:30 6:55 7:00 7:18 7: :34 6:39 7:11 7:15 7:33 7: :48 6:53 7:25 7:30 7:48 7: :03 7:08 7:40 7:45 8:03 8: :19 7:24 7:56 8:00 8:18 8: :40 7:45 8:10 8:15 8:33 8: :55 8:00 8:25 8:30 8:48 8: :10 8:15 8:40 8:45 9:03 9: :32 8:37 8:55 9:00 9:18 9: :02 9:07 9:25 9:30 9:48 9: :32 9:37 9:55 10:00 10:18 10: :02 10:07 10:25 10:30 10:48 10: :32 10:37 10:55 11:00 11:18 11: :02 11:07 11:25 11:30 11:48 11: :32 11:37 11:55 12:00 12:18 12: :02 12:07 12:25 12:30 12:48 12: :32 12:37 12:55 1:00 1:18 1: :02 1:07 1:25 1:30 1:48 1: :32 1:37 1:55 2:00 2:18 2: :02 2:07 2:25 2:30 2:48 2:53 * Sereno Transit Center is served by designated trips only. Sonoma Blvd. is served by designated trips morning only. PM trips indicated in bold / Viajes PM indican en negrita Vallejo Transit Center Curtola Park & Ride El Cerrito SF SF El Cerrito del Norte Transbay Transbay del Norte BART Terminal Terminal BART Curtola Park & Ride Vallejo Transit Center Sereno Transit Center* 80 2:22 2:27 2:45 2:52 3:10 3: :40 2:45 3:03 3:10 3:28 3: :55 3:00 3:18 3:25 3:43 3: :10 3:15 3:33 3:40 4:05 4: :25 3:30 3:48 3:55 4:20 4: :40 3:45 4:03 4:10 4:35 4: :55 4:00 4:18 4:25 4:50 4: :10 4:15 4:33 4:40 5:05 5: :25 4:30 4:48 4:55 5:20 5: :45 4:50 5:08 5:10 5:35 5: :00 5:05 5:23 5:25 5:50 5: :15 5:20 5:38 5:40 6:05 6: :30 5:35 5:53 5:55 6:20 6: :45 5:50 6:08 6:10 6:35 6: :00 6:05 6:23 6:25 6:50 6: :15 6:20 6:38 6:40 7:05 7: :30 6:35 6:53 6:55 7:20 7: :45 6:50 7:08 7:10 7:30 7: :00 7:05 7:23 7:25 7:45 7:50 8:02* 80 7:15 7:20 7:38 7:40 8:00 8: :55 8:15 8:20 8:32* 80 7:45 7:50 8:08 8:16 8:36 8: :25 8:30 8:48 8:56 9:16 9: :05 9:10 9:28 9:36 9:56 10:01 10:13* 82 9:25 9:30 9:48 10: :45 9:50 10:08 10:16 10:36 10: :30 11:01 11:21 11:26 11:38* 80 10:45 10:50 11:08 11:16 11:36 11:41 11:53* * Sereno Transit Center is served by designated trips only. PM trips indicated in bold / Viajes PM indican en negrita Route 82 (Transbay Trips) use WestCAT bus stop at Transbay Terminal SATURDAY / SÁBADO SUNDAY / DOMINGO SOUTHBOUND / AL SUR NORTHBOUND / AL NORTE SOUTHBOUND / AL SUR NORTHBOUND / AL NORTE Sereno Transit Center* Vallejo Transit Center Curtola Park & Ride El Cerrito del Norte BART El Cerrito del Norte BART Curtola Park & Ride Vallejo Transit Center Sereno Transit Center* 5:55* 6:05 6:08 6:27 6:35 6:55 7: :25* 6:35 6:38 6:57 7:00 7:20 7: :05 7:08 7:27 7:32 7:52 7: :35 7:38 7:57 8:00 8:20 8: :05 8:08 8:27 8:32 8:52 8: :35 8:38 8:57 9:00 9:20 9: :05 9:08 9:27 9:32 9:52 9: :35 9:38 9:57 10:00 10:20 10: :05 10:08 10:27 10:32 10:52 10: :35 10:38 10:57 11:00 11:20 11: :05 11:08 11:27 11:32 11:52 11: :35 11:38 11:57 12:00 12:20 12:25 12:05 12:08 12:27 12:32 12:52 12:57 12:35 12:38 12:57 1:00 1:20 1:25 1:05 1:08 1:27 1:32 1:52 1:57 1:35 1:38 1:57 2:00 2:20 2:25 2:05 2:08 2:27 2:32 2:52 2:57 2:35 2:38 2:57 3:00 3:20 3:25 3:05 3:08 3:27 3:32 3:52 3:57 3:35 3:38 3:57 4:00 4:20 4:25 4:05 4:08 4:27 4:32 4:52 4:57 4:35 4:38 4:57 5:00 5:20 5:25 5:05 5:08 5:27 5:32 5:52 5:57 5:35 5:38 5:57 6:00 6:20 6:25 6:05 6:08 6:27 6:32 6:52 6:57 6:35 6:38 6:57 7:00 7:20 7:25 7:05 7:08 7:27 7:30 7:50 7:55 7:35 7:38 7:57 8:00 8:20 8:25 8:05 8:08 8:27 8:30 8:50 8:55 8:35 8:38 8:57 9:00 9:20 9:25 9:05 9:08 9:27 9:30 9:50 9:55 10:07* 9:35 9:38 9:57 10:00 10:20 10:25 10:30 10:33 10:52 11:01 11:21 11:26 11:38* Sereno Transit Center* Vallejo Transit Center Curtola Park & Ride El Cerrito del Norte BART El Cerrito del Norte BART Curtola Park & Ride Vallejo Transit Center Sereno Transit Center* 7:55* 8:05 8:08 8:27 8:32 8:52 8:57 8:25* 8:35 8:38 8:57 9:00 9:20 9:25 9:05 9:08 9:27 9:32 9:52 9:57 9:35 9:38 9:57 10:00 10:20 10:25 10:05 10:08 10:27 10:32 10:52 10:57 10:35 10:38 10:57 11:00 11:20 11:25 11:05 11:08 11:27 11:32 11:52 11:57 11:35 11:38 11:57 12:00 12:20 12:25 12:05 12:08 12:27 12:32 12:52 12:57 12:35 12:38 12:57 1:00 1:20 1:25 1:05 1:08 1:27 1:32 1:52 1:57 1:35 1:38 1:57 2:00 2:20 2:25 2:05 2:08 2:27 2:32 2:52 2:57 2:35 2:38 2:57 3:00 3:20 3:25 3:05 3:08 3:27 3:32 3:52 3:57 3:35 3:38 3:57 4:00 4:20 4:25 4:05 4:08 4:27 4:32 4:52 4:57 4:35 4:38 4:57 5:00 5:20 5:25 5:05 5:08 5:27 5:32 5:52 5:57 5:35 5:38 5:57 6:00 6:20 6:25 6:05 6:08 6:27 6:32 6:52 6:57 6:35 6:38 6:57 7:00 7:20 7:25 7:05 7:08 7:27 7:32 7:52 7:57 8:09* 7:35 7:38 7:57 8:00 8:20 8:25 8:37* PM trips indicated in bold / Viajes PM indican en negrita * Sereno Transit Center is served by designated trips only.

114 Admiral Callaghan Sonoma Marin To Market Street/ Financial District Del Sur Magazine Winchester Sonoma MARE ISLAND STRAIT Benicia Oakwood Fleming Sereno Transit Center Vallejo Ferry Terminal Vallejo Transit Center EL CERRITO El Cerrito Del Norte BART VALLEJO Curtola Park & Ride Hub BENICIA Redwood Lincoln Solano Tuolumne Tennessee Tennessee Vallejo/San Francisco Ferry Broadway Route 82 to San Francisco Florida LEGEND Transit Center Time Point Bus Stop Entertainment/ Ferry Terminal Grocery Hospital Park & Ride School Senior Center Shopping Center Public Services EAST Community VALLEJO Center Springs BEVERLY HILLS Early AM NB Trips Only Sereno Maine Santa Clara Marin Sacramento Mare Island ROUTES/RUTAS 80/82 I-80 EXPRESS Seafood FEDERAL City TERRACE Daniels Sereno Transit Center CVS/ Walmart Kaiser Medical Center Curtola Park & Ride Hub Limited Trips Vallejo Ferry Terminal DOWNTOWN Vallejo Transit Center Solano Express Fares / Tarifas Solano Express One Ride / Uno Viaje Express Transbay Adult / Adulto $5.00 $10.00 Youth / Jóvenes (6 18) $4.00 $8.00 SDM: Senior 65+; Disabled; Medicare / Edad de 65+; Discapacitados; Medicare ADA Paratransit Certified / Certificado ADA Paratránsito $2.50 $5.00 $0.50 $1.00 Day Pass / Pase de Día Adult / Adulto $10.00 N/A Youth / Jóvenes $8.00 N/A SDM $5.00 N/A 10-Ride Ticket / Boleto de 10-Viajes Adult / Adulto $45.00 * 31-Day Passes / Pase de 31-Días Adult / Adulto $ ** * Use 2 swipes of Express 10-Ride Ticket ** Pay $5 cash additional with Express 31-Day Pass Customer Service For schedules, connecting services, and assistance with trip planning, please call (707) between 8:00 am and 5:30 pm weekdays, or dial 511 for Bay Area transit information. Schedule information is also available at www. SolTransRide.com, or Google Transit. Atención al Cliente Para horarios, servicios de conexión, y asistencia con planificación de viajes, por favor llame al (707) , 8:00 am y 5:30 pm entre semana, o marque 511 para recibir información del tránsito en el Área de la Bahía. Información sobre los horarios también esta disponible en o Google Transit I-80 EXPRESS Vallejo Transit Center - El Cerrito del Norte BART WEEKDAY SATURDAY SUNDAY SERVICE TO Vallejo Transit Center Curtola Park & Ride Hub El Cerrito del Norte BART VALLEJO INSET SOLANO COUNTY TRANSIT Customer Service / Servicio al Cliente Vallejo Transit Center 311 Sacramento St. Vallejo, CA Phone (707) LIMITED SERVICE TO Sereno Transit Center San Francisco EFFECTIVE APRIL 2, 2017 A PARTIR DE 2 ABRIL 2017 ROUTE/RUTA 80 I-80 EXPRESS / VALLEJO TRANSIT CENTER - EL CERRITO DEL NORTE BART ROUTE/RUTA 82 I-80 EXPRESS / VALLEJO - SAN FRANCISCO Holiday Schedule No service on Easter, Memorial Day, July 4th, Labor Day, Thanksgiving, Christmas Day, and New Year s Day. SolTrans operates Saturday service on the Friday after Thanksgiving, Martin Luther King Day, Presidents Day, and on Veteran's Day when it falls on a weekday or Saturday. Transferring within SolTrans Service Area If you are transferring to another route, you will need to pay an additional fare or utilize a Day Pass, 10-Ride Ticket, or 31-Day Pass for travel. Fares Please have the proper fare and valid identification ready upon boarding as this keeps the service on time. Route 82 Special Note: Transbay Fares apply to trips departing or arriving San Francisco Transbay Terminal. Express Fares apply between El Cerrito del Norte BART and stops in Vallejo. Children Up to two children age 5 and under ride free per fare paying passenger. Additional children pay youth fare. Discount Fare Eligibility Senior 65+ / Disabled / Medicare Recipients To qualify for the Senior/Disabled/Medicare fare, you must present one of the following: Photo ID with birthdate indicating 65+ Valid Medicare Card with photo ID Regional Transit Connection (RTC) Card DMV Disabled License Plate Registration DMV Disabled Parking Placard printout ADA Paratransit ID Regional Transit Connection (RTC) Discount Card The RTC Discount Card is available to persons with qualified disabilities. Call Customer Service for more information. Route 80 is operated by SolTrans and is partially funded by Regional Measure Two ( 3rd dollar bridge tolls) that were approved by Bay Area voters at the March 2004 election, and allocated by the Metropolitan Transportation Commission (MTC). Horarios en Días festivos Noy hay servicio en Pascuas, Día de Conmemoración de los Caídos, el 4 de julio, el Día del Trabajador, el Día de Acción de Gracias, Navidad y el día de Años Nuevo. SolTrans funciona con el horario de Sábados en los siguientes días festivos: día posterior al Día de Acción de Gracias, Día de Martin Luther King, Día de los Veteranos de Guerra y el Día del Presidente. Transferencia dentro del área de servicio de SolTrans Si trasborda a otra ruta, tendra que pagar una tarifa adicional o usar un Pase de Día, un Boleto de 10-Viajes o un Pase de 31-Días para el viaje. Tarifas Porfavor tenga la tarifa adecuada y la identificación válida listos al momento de abordar para mantenener el servicio a tiempo. Ruta 82 Nota Especial: Las tarifas Transbay se aplican a los viajes que salen o llegan a la Transbay Terminal en San Francisco. Las tarifas Expresas se aplican entre El Cerrito del Norte BART y paradas en Vallejo. Niños Hasta dos niños de 5 años o menos viajan gratis por pasajero que pague la tarifa. Los niños adicionales pagan la tarifa para jóvenes. Elegibilidad para descuento en la tarifa Personas Mayores 65+ años de edad/discapacitados/ Receptores de Medicare Para calificar para la tarifa para Personas Mayores/ Discapacitados/Medicare debe presentar uno de los siguientes: Identificación con fotografía, 65+ años Tarjeta válida de Medicare con identificación con fotografía Tarjeta Regional Transit Connection (RTC) Registro de la placa por discapacidad DMV Impresión del permiso de estacionamiento para discapacitados DMV ADA Paratransit ID Tarjeta de descuento de Regional Transit Connection (RTC) La tarjeta de descuentos RTC está disponible para personas calificadas con discapacidades. Llame a Servicio al Cliente para más información. Capitol Vallejo Ferry Terminal City Hall Library Mare Island Santa Clara San Pablo Potrero Sacramento Capitol Virginia Georgia Sonoma York Maine Vallejo Transit Center Curtola DOWNTOWN VALLEJO El Cerrito del Norte BART Potrero EL CERRITO DEL NORTE Folsom St Fremont St Beale St Main St Spear St Future Transbay Transit Center (under construction) Transbay Temporary Terminal (WestCAT Gate) Mission St Howard St SAN FRANCISCO 114