short range transit plan 2014-2018 - rtd...

Print date: 10/18/2013

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Short Range Transit Plan 2014-2018

Final Administrative Draft

September 2013 San Joaquin Regional Transit District




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Document Author: Planning Manager

Area of application: Planning

Document location: (Insert SharePoint Division/Location)

Original issue date: (Insert Issue Date)

Revisions

Rev. No. Date Description

001 (Insert reason for changes, or identify initial drafts, be brief.)

002

Executive Summary

The San Joaquin Regional Transit District (RTD) Short Range Transit Plan (SRTP) for 2014-2018 serves as a guide for the development of the goals, objectives, and policies for future transit services in San Joaquin County over the next five years. The SRTP is developed within the context of the regional planning process, which is aimed at implementing both RTD’s Capital Improvement Program and San Joaquin County’s Regional Transportation Plan (2014).

Executive Signature

Donna DeMartino, General Manager Date




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Short Range Transit Plan 2014-2018 San Joaquin Regional Transit District

CHAPTER 1 - Overview of the Short Range Transit Plan .......................................................... 7

1.1 Introduction and Organizational Planning Objectives ................................................. 7

1.2 Purpose of the Short Range Transit Plan .................................................................. 8

1.3 SRTP Overview ..................................................................................................... 10

CHAPTER 2 - Existing Transit Services and Programs ............................................................ 11

2.1 Historical Background ............................................................................................ 11

2.2 The Organization .................................................................................................. 12

2.3 Service Area ......................................................................................................... 13

2.4 Existing Transit Operations .................................................................................... 13

2.5 Existing Special Programs ...................................................................................... 18

CHAPTER 3 - RTD Transit Fleet and Facilities ....................................................................... 21

3.1 Operations and Administrative Facilities .................................................................. 21

3.2 RTD Vehicle Fleet ................................................................................................. 22

3.3 Hybrid Bus Fleet ................................................................................................... 24

3.4 Passenger Amenities ............................................................................................. 25

CHAPTER 4 - System Performance and Evaluation ................................................................ 32

4.1 Performance Trends .............................................................................................. 32

4.2 Performance Measures .......................................................................................... 34

4.3 Performance Goals ................................................................................................ 35

CHAPTER 5 - Management Systems .................................................................................... 37

5.1 RTD’s Management Systems .................................................................................. 37

5.2 Financial Management Systems ............................................................................. 37

5.3 Asset Management System .................................................................................... 37

5.4 Fuel Management System ..................................................................................... 38

5.5 Data Management Systems ................................................................................... 38

5.6 Document Management System ............................................................................. 39

5.7 Safety Management System .................................................................................. 39




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5.8 Environmental and Sustainability Management System ............................................ 39

CHAPTER 6 - Future Service Improvements and Programs .................................................... 41

6.1 Future Service Plan ............................................................................................... 41

6.2 Capital and Infrastructure Improvements ............................................................... 47

6.3 Public Interface Improvements and Programs ......................................................... 55

CHAPTER 7 - Financial Plan ................................................................................................. 60

7.1 Current Financial Status ........................................................................................ 60

7.2 Funding Source Descriptions .................................................................................. 61

7.3 Capital and Operating Forecast .............................................................................. 65

7.4 Fleet Replacement and Expansion .......................................................................... 67

7.5 Future Funding Needs ........................................................................................... 68

CHAPTER 8 – BRT Vision .................................................................................................... 70

8.1 BRT Master Plan and BRT Blueprint ........................................................................ 70

8.2 International BRT Standards .................................................................................. 72

8.3 City of Stockton General Plan Provisions ................................................................. 73

8.4 BRT Right-of-Way Design Alternatives ................................................................... 76

8.5 BRT Success in Stockton ....................................................................................... 80

CHAPTER 9 - Future Action Strategies ................................................................................. 81

9.1 Proposed Action Strategies .................................................................................... 81

9.2 Concurrent Policy Directives: The SRTP, Other Plans, and the Public ........................ 82

9.3 Board Directives ................................................................................................... 84

Appendix A – SMA Route Maps ........................................................................................... 87

Appendix B – RTD Bench and Shelter Inventory ................................................................... 88

Appendix C – FTA Fact Sheets ............................................................................................ 89

Appendix D – FY 2014 Fare Structure .................................................................................. 90

Appendix E – Long Term Operating and Capital Forecast ...................................................... 91

Appendix F – Bus Fleet Inventory ........................................................................................ 92

Appendix G – Bus and Service Vechicle Replacement Schedule ............................................. 93

Appendix H – FY 2014 Strategic Plan ................................................................................... 94




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Chapter 1 - Overview of the Short Range Transit Plan



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Help reduce traffic congestion and air pollution in the San Joaquin valley in order to meet regional air quality goals.

The SRTP provides the support for future Federal grant applications and fulfills requirements of other funding agencies that call for projects to be listed in an adopted plan.

RTD will continue to work cooperatively with local governments, businesses, and citizens to coordinate transit planning with land use planning. RTD is committed to improving public transit services to accommodate all user needs, as well as to supporting other environmentally friendly transportation initiatives that promote walking, cycling, and high-capacity transit use within the region.

RTD will continue to maintain its network of transit services and proposes cost-effective and efficient improvements to meet increased demand and continued growth in the County. Expansion will be necessary to meet future mobility needs, improve air quality, improve quality of life, and assist in the development of a strong, integrated, and diverse economy.

1.2 Purpose of the Short Range Transit Plan The SRTP is regulated under Section 8 of the Urban Mass Transportation Act of 1964 (as amended) and is a precondition for receiving funding from the Federal Transit Administration (FTA). The purpose of the SRTP is to identify comprehensive and cooperative planning efforts made by RTD to address the growing demand for public transportation. The SRTP is a five-year capital and operating plan, submitted to the RTD Board of Directors, which governs RTD’s policies. The SRTP provides a guideline for developing RTD’s annual budget and is the basis for RTD's portion of San Joaquin County Federal Transportation Improvement Plan (FTIP).

The San Joaquin Council of Governments (COG), working with the Business Forecasting Center at the University of the Pacific, updated the population projections for San Joaquin County through the year 2040 (Figure 1.1) in July 2012. Based on these projections, San Joaquin County can expect its population to grow by approximately 36%, or 245,938 people, between 2010 and 2030.




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Figure1.1:PopulationofSanJoaquinCounty1990‐2040

- Source: Annual Population Estimates, U.S. Census Bureau; Population Projection Project, Business Forecasting Center

Concurrently with the rise in local population levels, over the course of the last four years RTD has witnessed a steady decline in available operating revenues as a result of the economic downturn in 2008. The recent projections in local sales taxes and Measure K revenues suggest that the impact of the economic recession has “bottomed out;” however, it is likely that it will take years before RTD once again receives annual operating revenues matching 2008 levels.

In an effort to balance the needs of the growing community while concurrently experiencing declining revenues, RTD has redirected its service design to focus on expanding and promoting those services that provide the most benefit to the local community.

Accordingly, the SRTP identifies the following service goals to provide the highest level of transit service to the greatest number of people within RTD’s financial means:

Enhancing SMA service by: o improving Bus Rapid Transit service and connectivity; o restoring off-peak and night frequency; and o restoring weekend service frequency

Improving the quality of Dial-A-Ride service Improving the quality of Intercity and Commuter service Improving Hopper deviated fixed-route service levels Improving administrative management through technology and training Coordinating with the City and County, as well as local developers, to incorporate transit

services and amenities within land use planning to establish transit-oriented development




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1.3 SRTP Overview The SRTP describes in detail existing services and facilities, financial forecasts, and any planned improvements to be implemented during Fiscal Year (FY) 2014 through FY 2018. RTD’s fiscal year runs from July 1 through June 30.

A summary of information covered under each chapter of this report is provided below.

Chapter 2 - Existing Transit Services and Programs Provides historical background information on the development of RTD public transit service and the rationale behind providing the many transit services available. The second chapter also provides a summary description of RTD’s existing transit operations including fixed-route, Dial-A-Ride, and special programs.

Chapter 3 - Transit Fleet and Facilities Describes RTD existing fleet, maintenance and administrative facilities, and passenger amenities.

Chapter 4 – System Performance Evaluation Highlights recent years’ trends in operating efficiencies, ridership, market penetration, cost effectiveness, farebox recovery, and maintenance effectiveness.

Chapter 5 – Management Systems Describes RTD’s management systems that assist staff in the administration of services.

Chapter 6 - Future Service Improvements and Programs Identifies future service plans for meeting population projections through FY 2018.

Chapter 7 - Financial Plan Provides information on proposed capital projects including fleet modernization and expansion, as well as improvements to transit maintenance and passenger facilities.

This chapter provides a financial forecast based on current ridership and funding sources. This chapter also discusses alternative funding sources, which go beyond the existing level of financial commitments.

Chapter 8 – Future Action Strategies Provides a summary of proposed action strategies and presents a summary of RTD’s Goals and Initiatives for the upcoming fiscal year to help meet the objectives of the SRTP.

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where space was leased from San Joaquin County, to a new location on Filbert Street in central Stockton, just off of Highway 4.

December 2006, RTD opened the new Downtown Transit Center (DTC) and relocated its administrative functions there from the Lindsay Street facility, thereby opening up additional space for operations.

In January 2007, RTD implemented a major route restructuring and transit service expansion to meet the growing transit needs in the County. The Route Restructuring and Expansion project improved existing routes and introduced new routes with new route numbers, names, schedules, and a new system map. In addition, RTD introduced Bus Rapid Transit (BRT) to Stockton with its first route along the Pacific Avenue corridor, branded as the “Metro Express.” “Metro Express: Pacific Corridor” (Route 40) provides service along a critical transportation artery in Stockton from Hammer Lane to the DTC, with stops at the University of the Pacific, Delta College, Sherwood and Weberstown Malls, Lincoln Center, and the Stockton Arena.

In January 2011, RTD opened its second BRT corridor along Airport Way, extending BRT service from the DTC into south Stockton to the Stockton Metropolitan Airport, and connecting to the Altamont Commuter Express and Amtrak station (Cabral Station). In July 2012, RTD introduced the third BRT corridor along Hammer Lane, completing the BRT expansion plan identified in the FY 2009-2013 Short Range Transit Plan. As of today, the three BRT corridors provide more than 40% of RTD’s daily ridership.

2.2 The Organization RTD receives policy direction from a five-member Board of Directors. The Directors are appointed for a four-year term with membership as follows: two by the Stockton City Council; two by the San Joaquin County Board of Supervisors; and one selected jointly by the Board of Supervisors and the Stockton City Council. The Board of Directors meets once monthly, on the third Tuesday. The Board can call additional meetings as necessary to address pressing planning, operational, and/or budgeting matters.

RTD has a General Manager/Chief Executive Officer who reports to the Board members. The General Manager/Chief Executive Officer oversees all operations of RTD as well as advocates for transit funding and community support. The General Manager/Chief Executive Officer is supported by staff in two distinct categories: administration and operation. Administrative staff departments include finance, marketing, information technology, planning, service development, grant development, procurement, human resources, and support staff. Operations staff includes drivers, mechanics, dispatchers, facilities, utilities, and customer service staff.




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The Amalgamated Transit Union Local 276 represents some RTD employees including: operators, mechanics, custodians, customer service staff, and facilities workers. The contract agreement for Stockton Metropolitan Area (SMA) operations is separate from the contract agreement for County operations (e.g., Intercity, Hopper, and Dial-A-Ride). The current labor agreement expires in July 2013. RTD anticipates negotiating that agreement in order to maintain services.

RTD’s enabling legislation requires that any intercity, interregional, and rural services provided by the district outside the SMA be subject to open competitive bidding at least once every 5 years. In 2010 RTD elected to operate the County services through two separate service contracts, with MV Transportation operating scheduled route service, and American Logistics Company (ALC) operating Dial-A-Ride services throughout the County. Both contract agreements expire in 2015.

2.3 Service Area RTD provides service throughout San Joaquin County, an area of 1,426 square miles. The following charts present population and employment predictions based on the 2011 Regional Transportation Plan.

Table 2.1 2011 RTP Population, Households, and Jobs Forecast

Base (2006) 2010 2015 2020 2025 2030 2035

Population 662,395 682,523 744,459 809,685 872,960 934,503 989,774

Households 224,754 229,674 249,057 269,845 290,743 311,358 330,105

Jobs 223,292 213,956 240,150 258,497 275,785 294,359 312,799 - Source: SJCOG, 2011 Regional Transportation Plan (note slight inconsistencies with University of the Pacific Population Projection Project)

Even with the recent downturn in the national economy, COG forecasts growth in population, housing, and associated employment within San Joaquin County; as a result, RTD anticipates increased demand for public transportation within the urbanized areas. As the regional transit provider for San Joaquin County, RTD must address mobility challenges specific to every service area. In order to reduce the costs of expanding transportation service commensurate with the anticipated population growth in the SMA, RTD is working hand in hand with the City to encourage infill and mixed use development along existing transportation networks. Without this joint effort and continuing partnerships with developers and local institutions, RTD will have a serious challenge to meet the needs of the growing community.

2.4 Existing Transit Operations RTD continues to provide a wide range of transit services in response to the ever-changing demographic, economic, and urban characteristics of San Joaquin County. RTD’s transit services are based on demand and its financial ability to provide those services.

Print date10/18/20

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SMA ADA DAR Service SMA ADA DAR is a curb-to-curb service operating in Stockton. This service is available whenever fixed route services are provided by RTD, and can be used by advance reservation only. Hours of operation are based on the service hours of the fixed route serving the particular origin/destination of the passenger.

This service is available only to persons who qualify under a certification process, governed by the Americans with Disabilities Act of 1990. All applicants must complete an application, describing in detail the nature of their disability that prevents them from using the regular fixed-route service. Applicants must obtain an approved health care professional’s statement and signature verifying the disability.

RTD’s ADA application process is provided through ADARIDE.COM, an online ADA certification service that also allows for applications over the phone with a live assistant. ADARIDE.COM has a review staff of medical professionals that review each application and identify the validity of the ADA certification claim. Each applicant is notified in writing regarding the outcome of the review. Approved applicants are then placed into the RTD computerized DAR scheduling and record-keeping system. This system has built-in features that interface with a mapping system (Trapeze), as well as other systems to provide maintenance information and a statistical analysis of the data necessary for delivering a more efficient and reliable service.

Countywide General Public Dial-A-Ride Service RTD began operating the Countywide General Public (GP) Dial-A-Ride (DAR) service in August 1998 with Measure K funds and assistance from TDA funds from San Joaquin County. The countywide service fills the gap in the geographical coverage between rural destinations and the nearest intercity travel corridor. Ridership has significantly decreased on these services over time due to many service related factors, including: increased Hopper service, increased customer awareness of fixed-route services, and improved travel-training services provided by RTD.

2.5 Existing Special Programs RTD operates a number of special programs supporting improved transit services described in the previous section.

Bicycle Amenities RTD passengers have a convenient way to get around town by combining bicycling with riding the bus and helping the environment at the same time. Bicycles can be loaded on easy-to-use bike racks on RTD buses. There is no extra charge for using the bike racks, which hold two bikes at the same time.




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RTD also provides bicycle racks at many locations throughout the SMA including the DTC and at Metro Express bus stops.

Internet Website RTD provides information via its website, http://www.sanjoaquinRTD.com. RTD is constantly updating and upgrading its website in order to provide the latest, most pertinent information for our customers. Internet-based information is a highly effective tool for recruiting new alternative transportation users. Currently, internet access is available in all County libraries, in many businesses, and is available in many homes. The website provides information on services including: route schedules, company information, and links to other transit Internet home pages, including those serving other jurisdictions within San Joaquin County. The RTD website also allows interested individuals to read RTD’s press releases, see current job postings, informational videos, and send requests and comments via email.

Wi-Fi Internet Access Public Wi-Fi access is available at the Downtown Transit Center, both in the passenger waiting areas and on the passenger boarding platforms. Passengers are able to connect to the Internet using their laptops and mobile devices to obtain information about RTD’s services.

Safe Place In January 2012, RTD and Family & Youth Services of San Joaquin County initiated the Safe Place program for RTD. Safe Place is a national youth outreach program that educates thousands of young people about the dangers of running away or trying to resolve difficult, threatening situations on their own. This program allows youth to easily access immediate help through services in their community like RTD.

RTD will display the distinctive yellow-and-black, Safe Place sticker on its buses to alert youth and young adults (ages 12 to 21 years old) that they can board any RTD bus and ask a coach operator for help. RTD will then coordinate with Family & Youth Services of San Joaquin County to transport the person to their facility.

Family & Youth Services of San Joaquin County offers the Safe Place program as part of their wide range of services designed to foster healthy families and to help San Joaquin County youth and families build better lives for themselves and their community.

Special Events

Annual “Stuff the Bus” Event “Stuff the Bus” began in 1999 and is a food drive campaign that encourages area residents to “stuff” an RTD bus with non-perishable food donations over a three-day promotion window. The November 2012 food drive marked the 14th installment of the event, which has recently expanded to include the Lodi, Manteca, and Escalon transit services. This food drive benefits




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the Greater Stockton Emergency Food Bank, the Lodi Salvation Army, as well as other local food bank charities in Manteca and Escalon. In 2012, RTD and its campaign partners collected over 26,000 pounds of food to help those in need during the holiday season.

Senior Awareness Day Each May, RTD provides free shuttle bus service to the “Senior Awareness Day” event at Micke Grove Park, located between Stockton and Lodi. Senior Awareness Day is the annual senior information fair sponsored by the San Joaquin County Human Services Agency and the San Joaquin County Commission on Aging. RTD provided roundtrip service to 1,292 passengers on May 30, 2013 for this event, which was 114 more passenger trips compared to the previous year.

Honoring Veterans Day Every year, to honor United States veterans and to thank them for all they have done to preserve our freedom, RTD offers free rides to U.S. veterans on Veterans Day on all RTD services in Stockton and San Joaquin County.

Community Events and Outreach RTD participates in various community events to help educate the public on the ways RTD is improving the local community through service. In the past, these events have included (but are not limited to):

Earth Day Family Day Green Team San Joaquin Events Bike to Work Day Dump the Pump Day Fall Festival

RTD staff will continue to provide outreach and information during these events in order to increase awareness about public transportation.

United Way Campaign Every year, during the holiday season (November through December), RTD staff supports the Stockton chapter of the United Way through various fundraising efforts. In 2012 RTD staff raised over $11,000 in charitable funds for the United Way through efforts such as: internal food sales (fundraising breakfast and lunch events), parking pass raffle, and RTD employee payroll deductions. RTD staff will continue supporting the local community through various fundraisers and community events.



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CHAPTER 3 - RTD TRANSIT FLEET AND FACILITIES

3.1 Operations and Administrative Facilities RTD’s administrative offices are located at the Downtown Transit Center (DTC), a two-story facility in the heart of Stockton’s downtown. The DTC houses RTD’s Executive management, finance, human resources, planning, service development, marketing, customer service, and procurement staff. The DTC is located at 421 E. Weber Avenue on a block bordered by Weber Avenue and California, Channel, and Sutter streets. Section 3.4 further describes the multifunctional facility in more detail.

RTD’s Metro maintenance and operations facility is located at 1533 East Lindsay Street, approximately one mile east of downtown Stockton. The maintenance building is 44,163 square feet in area and includes administrative offices, fleet operations, and a dispatch/control center. The maintenance area of the facility includes a chassis wash rack, storeroom, running repair area, fueling and wash line, and nine maintenance bays complete with seven hoists and two pits. The paved lot provides fleet storage and employee parking around the facility.

The County facility houses RTD’s contracted County service operations including Dial-A-Ride, Hopper, Intercity, and the San Joaquin Commuter service. The facility, located at 120 N. Filbert St., is approximately two and one-half miles southeast of the Downtown Transit Center near the interchange of State Highway 4 and State Highway 99. The 68,000-square-foot building is used for two primary functions: operations and maintenance. The operations section of the building includes a phone reservation center, county dispatch control center, a conference meeting room, and office space for contract services staff. The maintenance area of the facility includes portable lifts, a parts washing area, storeroom, and two additional offices. There are two staff break rooms, a quiet room, and a workout room with lockers. The facilities section of the building house storage space, a purchasing room for work and repair orders, a tire maintenance center, and a parts receivable room with storage.

RTD plans to consolidate the Metro and County facilities in the three additional properties that RTD owns to the east of the current County facility along East Myrtle Street. The Regional Transportation Center is currently designed to accommodate RTD’s administrative, operations, and maintenance needs in three new buildings to relieve crowding and provide capacity for growth. More information on the Regional Transportation Center, as well as RTD’s facility and capital expansion projects is available in Chapter 6.

Chapter 3 - RTD Transit Fleet and Facilities



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3.2 RTD Vehicle Fleet

Fixed Route Fleet RTD has a total fleet of 149 buses including the contingency fleet (FY 13). The current bus fleet is, on average, 8 years old. Table 3.1 provides a summary of the current RTD fleet. Table 3.2 identifies the total current operating fleet by manufacturer, model, year built, seating capacity, and wheelchair capacity for both directly operated and contract services.

The fixed route active fleet consists of 114 vehicles that include 40-foot urban coaches, 35-foot urban coaches, 29/30-foot urban coaches, 25-foot cutaway buses, and 45-foot over-the-road commuter coaches. The average age of the fixed route coaches is approximately 7 years. The current spare ratio is 20% for fixed route buses. This ratio remains consistent with prior fiscal years.

Table 3.1 FY 2014 - 2018 RTD Operating Fleet

Active Fleet

Inactive Fleet

Total Fleet

Peak Programmed

Spare Fleet

Spare Ratio

FIXED ROUTE

SMA 49 11 60 37 12 24% BRT 20 0 20 15 5 25% Intercity/Hopper 28 0 28 26 2 7% Commuter 18 4 22 13 5 28%

RTD Fleet Total 115 15 130 91 24 21%

Source: RTD Maintenance Department Notes:

Active Fleet – Total number of buses put into revenue service Inactive Fleet – Total number of buses not currently in service (contingency) Peak Programmed – Maximum number of buses in service during peak service period Spare Fleet –Buses allowed by Federal Transit Administration (FTA) to be held back from service for such things

as vehicle maintenance, etc. Spare Ratio – The ratio between Spare Fleet and Peak Programmed buses




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Table 3.2 Current Active Fleet SMA, Intercity, and Interregional Fixed Route Fleet

Year Life

Expectancy Manufacturer Model Seating Capacity

Fleet Size

Use

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2006 12 years Gillig Hybrid Low Floor – 35’ and 29’

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2009 12 years Gillig Hybrid Low Floor – 40’

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2008 5 Years Starcraft Type II Cutaway 6 12 Intercity/ Hopper

2003 7 Years Dodge Gasoline Van 7 2 Rural Connection

2001 12 years MCI Coach – 45’ 56 17 Commuter 2008 12 years MCI Coach 57 1 Commuter

Refer to Appendix F to see RTD’s planned vehicle replacement schedule.

Metro Express Hybrid Bus Fleet With the 2007 launch of the Metro Express Bus Rapid Transit service, RTD introduced the Gillig diesel-electric hybrid bus into the RTD fleet. To distinguish the new buses, RTD created a branding scheme that complements the buses’ design features, created to RTD’s specifications, for Bus Rapid Transit service. Among the features riders can enjoy are: wider doors, lower floors, and wheelchair ramps instead of lifts for quicker boarding; equipment for traffic signal prioritization; and quieter rides as a result of the hybrid drivetrain and regenerative braking.

RTD anticipates expanding the Metro Express fleet to include 60’ articulated diesel-electric hybrid buses. These buses will help RTD increase the service capacity along the BRT routes

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continued to purchase Hybrid buses for both SMA and BRT service. In 2013, RTD will complete the conversion of 100% of its BRT and SMA fleet to diesel-electric hybrid buses.

Environmentally speaking, hybrids provide two major benefits: low emissions and reduced fuel consumption. These hybrid-powered transit vehicles provide improved fuel economy compared to traditional diesel buses, produce up to 60% fewer nitrogen oxide emissions, and deliver 90% fewer particulate hydrocarbon and carbon monoxide emissions.

Other benefits of the diesel-electric hybrid buses include: reduced maintenance costs resulting from extended brake, engine oil and transmission oil life, 50% faster acceleration compared with conventional diesel buses, and reduced operating sound levels.

3.4 Passenger Amenities In order to fulfill its vision of being the transportation service of choice for San Joaquin County residents, RTD must provide extraordinary customer service and passenger amenities for those residents. RTD passenger amenities include enhanced boarding areas, convenient intermodal connections, efficient transfer locations, readily available public information, advanced communication systems, and efficient fare recovery systems.

Boarding Areas RTD has approximately 1,100 bus stops in San Joaquin County. In the interest of offering maximum convenience and security to passengers, RTD staff works closely with local agencies to identify optimal bus stop locations. The factors examined include: compatibility with transit and traffic operations, pedestrian safety, ADA compliance, visibility conditions, abutting properties, spacing between consecutive stops, and the proximity to trip generators.

RTD Facilities staff installs all bus stop signs. At some sites, RTD shares an existing utility pole without installing a new pole for the bus stop sign. RTD is responsible for maintenance of the bus stops, signage, information displays, and trash cans where installed.

RTD will continue to explore grant opportunities to supplement existing regional, state, and federal funding resources to continue to improve passenger amenities and customer information at bus stops throughout RTD’s service area. When funds are readily available, RTD will advance phases of the improvement program.

There are approximately 150 benches located at bus stops within the Stockton Metropolitan Area. In 2009, RTD began a campaign to remove benches that were under contract with an advertising company, and replace them with a new bench. This allowed RTD to provide new uniform benches throughout the service area. RTD also installed new bus shelters at high-density boarding locations in the City of Stockton. In 2008, RTD had twelve shelters and no benches maintained by RTD within its service area; today RTD maintains 34 shelters and 113 benches throughout San Joaquin County. RTD bus shelters include solar powered lighting,




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poster displays, and covered benches. Appendix B identifies the location of each existing shelter and bench. RTD will continue to install more bus shelters and benched as needed as funding becomes available.

Intermodal and Transfer Facilities The federal transportation bill Moving Ahead for Progress in the 21st Century (MAP-21) encourages states and metropolitan areas to increase regional mobility and promote an efficient use of the national transportation infrastructure through the development of innovative transportation plans and programs that better integrate public transit with multimodal transportation options. RTD incorporates intermodal connections throughout the County to provide convenient transportation options for transit users to continue travel via walking, biking, driving, and transferring to other bus and rail transit systems. These facilities are described below.

RTD’s fixed route system has three major transfer facilities: the Downtown Transit Center (DTC) in downtown Stockton, the Mall Transfer Station (MTS) in central Stockton, and the Hammer Triangle Station (HTS) in north Stockton. RTD implements a pulse system for its services, which improves connections for RTD’s customers. Most RTD services connect at one of the three main transfer points: the DTC, the, and the MTS.

The Downtown Transit Center The DTC is the transfer point for nearly all of RTD’s routes, and serves as the regional multimodal public transit hub for residents of Stockton and San Joaquin County. The DTC is a four-lane station with 20 centrally located passenger boarding bays and on-street boarding locations, making transfers more convenient for passengers. The DTC serves up to 24 buses at the same time to facilitate passenger transfers.

The DTC’s ground floor building features: a passenger concourse, a lobby with public restrooms, an information center, on-site customer service staff, fare vending machines, audio announcements, news displays, and electronic route arrival/departure displays. Additionally, the DTC provides a satellite police station for RTD’s contracted City of Stockton police officers, and a driver break room. The DTC also includes its boardroom, and administrative offices on the second floor. Finally, the eastern portion of the ground floor houses a 2,100-square-foot retail space, currently occupied by a café.

The DTC blends historical architecture with twenty-first century transit operations. The new building incorporates three historic building façades, which are representative of downtown Stockton. The DTC is an integral part of a partnership between RTD and the City of Stockton and modeled after the Federal Transit Administration’s Livable Communities Initiative. The center establishes a more pedestrian and transit friendly environment in downtown Stockton by




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providing streetscape enhancements, increased use of public transit, and improving traffic operations and air quality.

The Mall Transfer Station The MTS is a central hub for the pulse service system in suburban Stockton. Located approximately 3.5 miles north of the DTC, the MTS is centrally located next to the Sherwood Mall, Weberstown Mall, and San Joaquin Delta College campus. RTD completed construction of passenger improvements at the Mall Transfer Station in April 2009. The completed facility connects multiple modes of transportation including heavy pedestrian traffic, bicyclists, passenger cars, and transit operations. Improvements at the Mall Transfer Station (MTS) include benches and shelters, lighted crosswalks, and passenger amenities. Currently RTD has nine buses that stop at this location at the peak hour pulse, serving 21 routes overall throughout the day. Metro Express: Pacific Corridor (Route 40) stops adjacent to the MTS on Pacific Avenue.

The Hammer Triangle Station The HTS is a central hub for the pulse in north Stockton, serving connections to both the Metro Express Pacific Corridor and the Metro Express Hammer Corridor, Intercity and Hopper service to Lodi, and local feeder services. The HTS is located in the center of the Hammer Lane commercial zone and provides direct service to major shopping centers including: Food 4 Less, Smart and Final, Toys R Us, Orchard Supply Hardware, Home Goods, and the Skechers Outlet Store.

RTD completed Phase I construction of the HTS in March 2013. The HTS is the repurposed property of the former Hollywood Video building located in the heart of the five-point intersection of Pacific Avenue, Lower Sacramento Road, Thornton Road, and Hammer Lane. The triangle consists of three parcels, the HTS sharing space with a bank and a small commercial mall. The facility consists of four boarding locations on the former parking lot and a curb cut-out along Lower Sacramento Road, providing for five boarding locations throughout the station.

RTD anticipates continuing to improve access and amenities at the HTS. Currently the HTS provides an operator break room, a small office for RTD security and Stockton Police, and outdoor public seating and improved lighting. Future improvements include enhanced passenger information displays, indoor seating, and a customer information center.

Neighboring Jurisdiction Stations The City of Lodi opened its multimodal station in 2000, designed around a renovated rail passenger depot along the Union Pacific railroad tracks. This station is located in downtown Lodi at the intersection of East Pine Street and Sacramento Street. Lodi’s Grapeline buses provide local fixed-route services at the station. RTD operates daily service to this multimodal




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San Joaquin ACE Commuter Train Photo Courtesy of ACE

station via Intercity Route 23 and 723 and Hopper Route 93. At this station, passengers can also transfer to Amtrak trains and buses, Greyhound buses, and South County Transit from Sacramento County (serving Galt). The station also provides onsite parking, and in a public parking structure across the street.

The City of Tracy completed their Tracy Multimodal Station in 2011. RTD operates service to the station on Intercity Route 27 and Hopper Route 90, and connects to services provided by Tracy Tracer. The Tracy Multimodal Station site is located east of Central Avenue and south of Sixth Street in downtown Tracy. At this station, passengers can connect to Greyhound services. The project provides two parking areas with 220 parking spaces, including nine spaces dedicated to handicapped parking.

The City of Manteca is currently completing its new Manteca Multimodal Station and anticipates opening the station in August 2013. RTD will provide service to the station on Intercity Route 27, Hopper Route 91, and San Joaquin Commuter Route 150, and connects to services provided by Manteca Transit. The Manteca Multimodal Station site is located east of Main Street and south of Moffat Boulevard in downtown Manteca. The project is designed to provide 52 parking spaces, including four spaces dedicated to handicapped parking.

Train and Bus Connections

Amtrak Station Routes 51 and 54 provide weekday service to the Amtrak station located on San Joaquin Street in Stockton. This station serves Amtrak’s San Joaquin route.

Altamont Commuter Express Station Metro Express Airport Corridor provides direct service to the Robert J. Cabral Altamont Corridor Express (ACE) train station located at 949 E. Chanel Street in Stockton. RTD connects to ACE on weekdays allowing passengers to connect with ACE trains traveling to Lathrop, Livermore, Pleasanton, Fremont, Santa Clara, and San Jose. ACE provides services through this corridor four times daily in each direction.

Greyhound Station Routes 55 and 60 provide direct service on weekdays to the Stockton Greyhound station located along South Center Street. This service allows RTD passengers to connect to Greyhound buses, which traverse the entire United States.

Print date10/18/20

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costs RTD 2 cents (printed schedules cost six cents each on average), provides dynamic information, and uses no materials, minimizing RTD’s impact on the environment.

On-Board Amenities All RTD SMA, Metro Express, and Intercity, and some Hopper buses have electronic designation signs. The signs show the route number, name, and destination of the bus. San Joaquin Commuter coaches have curtain signs, which display the route number, name, and destination. All fixed-route buses include display racks for public announcements and notices.

Timetables are available to passengers on all buses. Passengers may request a stop without leaving their seats by activating the driver notice, a yellow plastic strip or cord located along the inner walls of each fixed-route bus. Buses are temperature controlled with both air conditioning and heaters, providing for a comfortable ride.

Bicycle Facilities RTD purchased and mounted exterior bike racks on all fixed route buses in 1996. The bike racks give cyclists an alternative mode for traveling throughout the County.

In the spring of 2013 RTD installed new bicycle racks at all of its BRT stop locations throughout the SMA. These decorative and functional bicycle racks were funded through a State transportation enhancement grant. By providing bicycle racks and bicycle lockers, RTD promotes intermodal options for passengers. This program has increased the range of service to riders whose origins or destinations are beyond walking distance to fixed route transit stops.

Park-and-Ride Lots Park-and-Ride lots are “change of mode” facilities where individuals meet and travel as a group to their destinations via transit, vanpool, or carpool. Park-and-Ride facilities vary from vacant lots, church parking lots, or intermodal transportation facilities linking individuals to other modes of transportation including transit, airport access, and rail. RTD currently serves several formal and informal Park-and-Ride lots throughout the region.

RTD manages multiple Park-and-Ride facilities by maintaining individual lease agreements funded by Measure K. This agreement provides funding to RTD to lease Park-and-Ride lots and/or to improve those lots by providing pavement markings, commuter orientation signs, designated parking spaces, and bike lockers.

Table 3.5 provides a summary of all Measure K and non-Measure K Park-and-Ride lots served by RTD San Joaquin Commuter routes.




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Table 3.5 Park-and-Ride Lots

City Location Landmark Spaces Commuter Route

Measure K Park-and-Ride Lots

Lathrop

5th Street east of I-5 (between Louise Avenue and Lathrop Road)

Lathrop Community Center

40 172

Lodi

Beckman Road and Victor Road (east of Highway 99)

ARCO Gas Station 30 163

Stockton

8407 Kelley Drive (east of I-5)

Calvary First Assembly of God

55 165

Stockton

3200 W. Benjamin Holt (west of I-5)

Marina Shopping Center

50 172

Stockton

4034 Michigan Avenue Bethany Church 45 150, 152, 165

Stockton 420 E. Fremont Street Grace Assembly Church

35 173

Tracy

Naglee Road/I-205 (north of I-205)

Naglee Road exit 180 150, 166, 172, 173

Non-Measure K Park-and-Ride Lots

Manteca

S. Main St./Mission Ridge Drive (north of 120 and west of SR 99)

Wal-Mart 50 150, 164, 166, 173

Lathrop 15360 South Harlan Road (east of Interstate 5)

Save-Mart Shopping Center

22 150, 152

Stockton

Morada Road (west of Hwy. 99)

Raley’s Shopping Center

30 166

Source: Planning and Marketing Departments



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CHAPTER 4 - SYSTEM PERFORMANCE AND EVALUATION

4.1 Performance Trends Table 4.1 System Statistics Different social trends affect transit ridership and use: the local economy, fuel pricing, unemployment levels, population demographics, land use density, and growth. It is important for RTD to recognize and respond to these trends as they change and to continuously analyze its performance statistics to determine the effectiveness of its services.

This chapter discusses the impact of RTD’s efforts to respond to social and economic changes over the past few years by examining performance trends. To gain further insight into the efficiency and effectiveness of RTD services, this chapter will outline the results of a performance review of ridership and operations. This review will allow RTD to determine the impacts of change on service efficiency, reliability, and effectiveness. The performance trends illustrate changes in the system over time, including indicators such as ridership, revenue miles, revenue hours, and farebox recovery. Table 4.1 summarizes RTD’s key system statistics.

RTD hired TransTrack Systems to store and maintain operational and fiscal statistical data. All information provided for this analysis was obtained from RTD’s TransTrack system unless otherwise noted. More information on TransTrack and RTD’s data management systems are outlined in Chapter 5.

RTD’s fiscal year runs from July 1 to June 30. Table 4.2 provides a summary of RTD’s service trends including total annual passenger trips, total annual miles, and total revenue hours for each of RTD’s modes of service for the last four fiscal years. The continuing reduction in fixed route hours and miles, as shown in Table 4.2, has resulted in decreasing ridership for SMA services. However, with the addition of new BRT services in 2012 and 2013, BRT ridership has nearly doubled in the last two years. Intercity/Hopper and Dial-A-Ride services are relatively steady with a slight annual variance. Commuter trips dropped significantly in FY 12 due to reduced operating hours as a result of a reduction in local subsidy allocations from Measure K

Key System Statistics

San Joaquin County 1,426 sq miles

Number of Vehicles 132 Number of Employees 179

ROUTES SMA Fixed Route 35 Bus Rapid Transit 3 Intercity/Hopper 15 San Joaquin Commuter 12

TOTAL 69

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for the commuter program. RTD’s overall ridership remains steady at around 4 million passenger trips annually.

Table 4.2 Service Trends FY 2010-2013 Passenger Trips 20101 2011 2012 2013

SMA 2,933,527 2,476,111 2,123,549 1,718,701 BRT 726,328 954,114 1,447,446 1,878,940

Intercity/Hopper 396,348 379,029 416,985 416,021 Commuter 294,649 246,439 207,202 213,173

Dial-A-Ride 61,414 75,233 70,028 73,457 Total 4,412,266 4,130,926 4,265,210 4,300,292

1 – Statistics for FY 2010 are from DataPoint by route (not available in TransTrack by service mode)

Revenue Hours 2010 2011 2012 2013 SMA 145,486 120,499 94,352 79,995 BRT 17,838 25,051 33,134 47,347


Dial-A-Ride 20,385 16,353 19,521 21,181 Total 252,136 236,974 211,917 208,727

Revenue Miles 2010 2011 2012 2013 SMA 1,661,837 1,389,232 1,104,559 922,439 BRT 209,536 302,740 406,046 581,160


Dial-A-Ride 269,853 232,991 289,606 316,650 Total 3,647,565 3,290,395 2,989,243 2,988,023

RTD analyzes its services by reviewing both the volume of passenger trips and the effectiveness of the service through passengers per revenue hour. The latter is especially useful for evaluating the performance of routes that have had recent additions or reductions in service hours. Table 4.3 presents RTD’s passengers per revenue hour for the last four fiscal years.

Table 4.3 Service Efficiency Trends FY 2010-2013 Passenger Trips per Revenue Hour 2010 2011 2012 2013

SMA 20.2 20.5 22.5 21.5 BRT 40.7 38.1 43.7 39.7

Intercity/Hopper 7.6 6.5 8.8 9.8 Commuter 18.3 14.6 11.8 12.0

Dial-A-Ride 3.0 4.6 3.6 3.5




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Total 17.5 17.4 20.1 20.6

Passengers per Revenue Hour (PPRH) is an indicator of service efficiency and demonstrates the effectiveness of service changes in relation to the actual increase and/or decrease in services. Although fluctuating from year to year, SMA fixed route services have consistently remained above 20 PPRH for the last four years. RTD’s BRT services continue to deliver nearly double the service effectiveness of the SMA services, at around 40 PPRH. The jump in RTD’s total PPRH in 2012 can be attributed to the transition of services from traditional SMA fixed route service to the newer and more efficient BRT services. The increased service efficiency for Intercity/Hopper services is a result of strategic service modifications in light of reduced operating revenues in 2011 and 2012. The decrease in service efficiency of Commuter services can be partially attributed to the current economic climate. In addition, RTD’s new all-day fixed route service between Stockton and the Bay Area Rapid Transit station in Dublin, CA, launched in 2012, is still being established, particularly the mid-day service.

4.2 Performance Measures In reviewing individual service efficiency and effectiveness, RTD uses the following performance measures:

Cost Efficiency The key indicators of cost efficiency are operating cost per revenue hour, operating cost per revenue mile and net subsidy per passenger trip. Operating cost per revenue hour measures the hourly cost of providing transit services including the full allocation of overhead costs and administration. The operating cost per revenue mile is the fully allocated cost of operating one mile of service. The net subsidy per passenger trip is the amount of public subsidy (local, State and Federal tax revenues) that supplements the actual costs of each individual passenger trip.

Service Reliability Service reliability is a function of interruptions to revenue service and on-time performance. If the number of mechanical road calls is low, typically the vehicles and operations show improved reliability. Conversely, if the number of road calls is high, then this indicates decreased service reliability and potentially higher maintenance costs. The onboard AVL system measures the distance between failures and service interruptions and inputs that data into Transit Master for review my Maintenance staff. RTD’s Maintenance department provides data for road calls to Executive staff for review. RTD staff review on-time performance using manifests and supervisor ride checks and field reviews. Maintaining a consistent schedule increases service reliability and demonstrates a positive image as a service provider.




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Service Efficiency The effectiveness of RTD’s routes can be measured by both passenger volume and service efficiency. The passenger volume is measured by calculating the total trips, or boardings, for the route. The efficiency of the route can be assessed by reviewing the amount of passengers per revenue hour and passengers per revenue mile. These measures indicate how many passengers use the provided services and if that service is more or less effective when comparing against peer transit services.

Farebox Recovery Ratio RTD is responsible for collecting fares for the services it provides. The Transportation Development Act determines the fare requirement, reflected as the amount of farebox revenues received divided by the cost to operate the service. RTD’s farebox recovery ratio is set at 20.3% for fixed-route services and 10% for Dial-A-Ride operations. The farebox recovery ratio also provides a measure of service efficiency as it assesses the ratio of total farebox revenues and special service revenues to fully allocated operating costs. The farebox recovery ratio is a function of a number of factors including fare policy, ridership, and cost control measures. The farebox recovery ratio is another method to measure service efficiency, but varies based upon the effectiveness of fare collection practices. RTD’s system-wide fare recovery for FY 13 was 16% (including both fixed-route and Dial-A-Ride operations). Table 4.4 provides RTD operations performance measurements for FY 10 to FY 13.

Table 4.4 Performance Measures for Fiscal Years 2010 to 2013 Performance Measures 2010 2011 2012 2013

Operating Cost per Passenger Trip $6.79 $7.31 $7.21 $6.53Operating Cost per Vehicle Revenue Hour $118.90 $127.40 $145.002 $134.62Operating Cost per Vehicle Revenue Mile $8.20 $9.20 $10.30 $9.40On Time Performance1 68% 73% 77%3 78%Passenger Trips per Vehicle Revenue Hour 17.5 17.4 20.1 20.6Passenger Trips per Vehicle Revenue Mile 1.2 1.3 1.4 1.4Farebox Recovery Ratio – Fixed Route 19% 19% 20% 21%Farebox Recovery Ratio – Dial-a-Ride 10% 10% 10% 10%1 – On Time Performance is calculated using on-board AVL equipment technology that is observing continual improvement. 2 – Increase in operating costs jumped as a result of unanticipated liability insurance claim. 3 – Commuter On-Time Performance was not recorded prior to Fiscal Year 2012.

4.3 Performance Goals In order to measure improvement and enhancement of services, RTD will attempt to meet and exceed the performance measure goals for providing service as outlined within this Plan. The goal for this section is to guide Executive staff in making results-oriented decisions that provide for:

- increased ridership




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- improved efficiency - improved reliability - increased fare revenue - reduced operating costs

Table 4.5 presents performance measure goals for the planning period (through FY 18) for all RTD services cumulatively. The intent is to make reasonable efforts to improve services in order to reach these goals within the five-year period.

Table 4.5 System-wide Performance Measure Goals for Fiscal Year 2018 System-wide Performance Measure Goals 2018 Goals

Operating Cost per Passenger Trip $ 7.70Operating Cost per Vehicle Revenue Hour $ 160.20Operating Cost per Vehicle Revenue Mile $ 11.25On Time Performance 90%Passenger Trips per Vehicle Revenue Hour 23.2Passenger Trips per Vehicle Revenue Mile 1.6Farebox Recovery Ratio – Fixed Route 20%Farebox Recovery Ratio – Dial-a-Ride 10%

Table based on generated service projections of ridership, cost, and service levels using TransTrack data.

Table 4.6 Performance Measure Goals for Fiscal Year 2018 by Service Type Performance Measure Goals by Service

SMA BRT Intercity Hopper

Commuter DAR

Operating Cost per Passenger Trip1

$ 8.10 $ 4.30 $ 11.25 $ 12.75 $ 32.75

Operating Cost per Vehicle Revenue Hour1

$ 174.70 $ 173.50 $ 146.50 $ 156.30 $ 109.50

Operating Cost per Vehicle Revenue Mile1

$ 15.20 $ 14.20 $ 9.25 $ 5.70 $ 6.80

On Time Performance2 92% 92% 85% 85% 90%Passenger Trips per Vehicle Revenue Hour

20.8 41.0 12.1 20.3 3.9

Passenger Trips per Vehicle Revenue Mile

1.8 3.3 0.8 0.7 0.3

Farebox Recovery Ratio3 20% 20% 20% 50% 10%1 – Operating Cost Goals are based on FY13 actuals, with the intent to not exceed existing cost performance levels; measured through cost allocation in TransTrack based on Revenue Hours. 2 – On Time Performance is calculated using on-board AVL equipment technology. 3 – Farebox recovery goals are predetermined through statute or contract for transit services.

It is important to establish performance goals that are ambitious but achievable in order to steer the decision making process towards continuous improvement. RTD will annually review the performance measure goals by service and determine if they are reasonable.



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CHAPTER 5 - MANAGEMENT SYSTEMS

5.1 RTD’s Management Systems RTD is in the process of establishing and maintaining viable management systems in order to maintain effective services and ensure financial accountability. In that regard, RTD has developed several programs with specific management system goals. For example, RTD’s Environmental and Sustainability Management System (ESMS) was developed as a result of board directed policy to reduce the environmental impacts associated with providing transportation service. RTD’s SPEAR data system is designed to maintain and account for RTD’s internal inventory. The following is a summary of RTD’s management systems.

5.2 Financial Management Systems RTD maintains its financial records and database using the Sungard IFAS – or Integrated Financial and Administrative Solution software. IFAS is a Web-based product designed to help improve financial efficiencies. IFAS centralizes and maintains the data for all finance related efforts including budget development and forecasting, purchase orders, accounts payable, accounts receivable, fixed assets, human resources and payroll.

In 2012, SunGard upgraded IFAS to the ONESolution financial suite in order to improve upon the software service. RTD anticipates upgrading the IFAS system within the five year period of this plan in order to improve reporting efficiency and accuracy.

RTD uses KRONOS for its timekeeping system. KRONOS provides an online software service that tracks and reports staff time and attendance. RTD has seven KRONOS time clocks located throughout RTD’s facilities, allowing staff to conveniently clock in and out as needed. The web- based KRONOS database allows management staff to review and approve work hours for their employees in a quick and efficient manner. KRONOS offers multiple upgrades for their services, and RTD management will adopt new technologies as available to improve staff tracking to control labor costs and minimize compliance risks.

5.3 Asset Management System RTD is currently using Infor Hansen’s SPEAR 4i software to support its asset management system. SPEAR is a software platform that provides real-time information for tracking maintenance records pertaining to transit vehicles, components, and facilities. SPEAR is also used for inventory control of parts, equipment, and components related to transit operations. Other features include warranty control, purchasing management for parts and document management. RTD will need to maintain and update the asset management system in order to ensure that the asset management program meets the Federal requirements and serves RTD in the development of the maintenance program.

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5.4 Fuel Management System RTD is currently using EJ Ward to monitor and manage fuel use for the SMA fleet. This system allows RTD staff to monitor fuel consumption and identify opportunities to minimize consumption, ensure fuel use and security and accountability, provide reliable fleet data, record and report fuel use, and ensure compliance with federal and state regulations. RTD will review opportunities to improve the Fuel Management System to incorporate wireless inputs for more accurate and timely data collection.

5.5 Data Management Systems RTD uses Trapeze and Transit Master software to conduct many operations functions including:

- operator timekeeping - operator staff planning (bidding and work assignments) - route planning (actual route planning, run cutting, trip planning) - bus stop management - route management - operations management - incident management - customer comment tracking - bus communications - bus location tracking - automated passenger count tracking - Dial-A-Ride passenger reservation management

RTD will need to update and upgrade the scheduling software on a regular basis to ensure an effective scheduling system.

TransTrack is RTD’s data reporting software package. TransTrack provides daily, monthly, quarterly, and annual reports for RTD staff to help make decisions that affect day-to-day operations. RTD needs to maintain and update the data management systems in order to accurately collect and report operating data so that staff can review service efficiencies and develop new services in line with this Plan and the Board’s direction. RTD staff will also be responsible for maintaining and calibrating data inputs to ensure data accuracy.

RTD is currently participating in an effort to benchmark and standardize data management for public transportation projects. The American Bus Benchmarking Group (ABBG) is a select group led by the efforts of the Imperial College of London, which has established benchmarking efforts on an international level. RTD is one of sixteen charter agencies participating in this effort, and RTD must maintain its data management programs in order to maintain effective participation and input into this group’s efforts. The ABBG will provide guidance to transit




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agencies regarding the collection and reporting of Key Performance Indicators, and will serve future generations by providing a consistent platform for public transportation service review.

5.6 Document Management System RTD is currently implementing a Document Management System using the Microsoft SharePoint software platform. Maintained remotely, SharePoint provides a secure location to store and maintain documents for RTD’s operations and management. This includes the development of an online library electronically warehousing RTD Board Policy, Plans and Reports, Protocols, Procedures, and Work Instructions. SharePoint is developed to replace RTD’s outdated and underutilized intranet service and file sharing system and will allow RTD staff to access information remotely through the Microsoft Online portal. RTD staff plan to have SharePoint fully integrated and all staff trained to use the system in FY 14.

5.7 Safety Management System RTD will develop and adopt an enhanced Illness and Injury Prevention Plan (IIPP) and Safety Management System (SMS) to ensure that RTD is not only a safe place to work, but also a safe system to ride for our customers, and a safe operation for San Joaquin County. The objectives of the Safety Management System include reducing traffic accidents, minimizing customer risk, and minimizing RTD’s exposure to liabilities that are inherent in providing public transportation services. With a focus on organization-wide safety policy, proactive hazard management, strong safety communication, targeted safety training, and clear accountabilities and responsibilities for critical safety activities, an SMS will provide RTD an enhanced structure for addressing stringent expectations. RTD’s Safety and Risk department will take a lead role in implementing this effort over the next five years.

5.8 Environmental and Sustainability Management System San Joaquin County has long recognized RTD for its corporate responsibility to the environment. RTD has received many awards for its environmental responsibility: three from TOPPS (Targeted Opportunities to Prevent Pollution in San Joaquin County), including their “P3-Premier Pollution Preventer” Award. In 2005, the San Joaquin Council of Governments recognized RTD with one of its Regional Excellence Awards for its first two hybrid buses.

In 2011, RTD received a Federal grant to participate in Environmental and Sustainability Management System (ESMS) training at the Virginia Polytechnic Institute and State University (Virginia Tech). This training is designed to assist public organizations in developing an internal management system in accordance with the International Standards Organization (ISO) 14001 standard. ISO 14001 certification is awarded to industrial and service facilities, both public and private, that meet specifically outlined environmental requirements.

RTD’s Executive team staff selected a team of individuals who have taken the lead on creating and maintaining the ESMS program for RTD. The ESMS Team completed the training in




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November 2011 and received a closure and compliance audit in July 2012. Virginia Tech staff prepared a case study on the effectiveness of the ESMS for RTD and submitted the findings of the report to the FTA.

In 2012, the initial year of the ESMS implementation, RTD adopted three targets to reduce pollution:

- Reduce fuel consumption through hybrid technology and reduced idling - Develop an electronics waste removal and recycling program - Reduce the emergency response time to environmental spills

RTD’s current goal is to complete the program by applying for ISO 14001 certification for the Regional Transportation Center when maintenance services are moved to this new location (currently under construction). RTD was successful in implementing the ESMS and will maintain the program over the next five years.



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CHAPTER 6 - FUTURE SERVICE IMPROVEMENTS AND PROGRAMS

6.1 Future Service Plan As the regional transit provider for San Joaquin County, RTD’s role in providing local and regional transit service is continuously changing to meet an ever-changing environment.

The San Joaquin Council of Governments works closely with University of the Pacific’s Eberhardt School of Business (Business Forecasting Center) to examine the population and employment trends and projections for San Joaquin County. Recent trends have presented a steady population growth and a reduction in local employment. SJCOG anticipates that the County will reach a population of 789,000 by 2020 and surpass 1,000,000 people in 2036, as shown in Figure 1 below. The local population is expected to grow 1.4% annually through 2040, which is higher than the national average of 0.9% per annum.

Figure 6.1: Population of San Joaquin County, 1990 to 2040

- Source: Annual Population Estimates, U.S. Census Bureau; Population Projection Project, Business Forecasting Center

In addition to a growing population, SJCOG is expecting the median age of the local population to steadily increase over the next 30 years. With the “baby boomer” generation steadily aging, the 60-and-over demographic will increase by 125% between now and 2040. Currently, roughly 15% of the population is over 60; that percentage will increase to exceed 21% by 2040. RTD will need to consider a growing and aging population when preparing for upcoming service changes and development.

RTD has recently observed more ridership with the launch of its BRT services throughout the City of Stockton, and has reduced local neighborhood feeder and Intercity routes as a result of

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decreased State funding levels. BRT services have proven to be effective in serving the needs of the local population as they serve local educational institutions and services. RTD anticipates that the daily transit mode share will increase from 0.8% to 1.3% by 2018, with the largest growth rate coming from the daily transit commuter trip.

Within the next five years, RTD will maintain the existing level of fixed route service based on available funding programs. Growth will occur at a pace corresponding to the demand provided by population growth in the County. RTD will continue to research ways to improve funding options to increase service levels to meet the growing demand for transit services. RTD staff will also continue to review and recommend the removal of services that are the least equitable and too costly to operate. Specifically, RTD will review and evaluate the effectiveness of General Public Dial-A-Ride services under contract to identify the efficiency of the services RTD provides. In addition, RTD will research and develop additional equitable transit options that meet the needs of the changing demographics. The system will likely serve an expanding market of seniors and student populations, more interregional work trips, and a more transit dependent population as a result of a difficult economy.

With the adoption of the current Federal transportation bill, Moving Ahead for Progress in the 21st Century (MAP-21), the reauthorization of Measure K, and the positive/upward trend in Local Transportation Fund revenues, RTD anticipates restoring local fixed route services that were cut as a result of the reduction in funds. These services will be subject to demand, and must demonstrate an effective use of subsidized funding. Although the trends look positive, RTD must observe caution and take a conservative approach. In the event of any loss in anticipated revenues, RTD will research and identify those services that disproportionally serve the City of Stockton and the County respectively, and remove those services that have the highest operating costs and least return in ridership as determined by the set performance measures. RTD will continue to adhere to the requirements of the Americans with Disabilities Act (ADA), and strive to meet the performance requirements of its funding partners.

If funding is identified, RTD anticipates expanding the Metro Express Bus Rapid Transit (BRT) service within the Stockton Metropolitan Area (SMA). This service extension will occur in south Stockton along Martin Luther King Boulevard, and east Stockton via West Lane. RTD anticipates restructuring SMA services in north and south Stockton allowing for a pulse connection at major BRT endpoints and intersections.

BRT corridors are a critical component of the San Joaquin County Regional Transportation Plan, and Sustainable Communities Strategy (RTP/SCS). The RTP/SCS is under development through the San Joaquin Council of Governments, and must identify strategies and solutions to reduce greenhouse gas emissions in order to meet air quality goals and objectives as they are outlined within State Senate Bill 375. The valley-wide target of a 5% reduction by 2020 and a 10% reduction by 2035 can only be met through an increased investment in local public




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transportation. RTD is playing a critical lead role in providing that public transportation service through focused development and improvement of specific transit corridors. Corresponding with RTD’s existing and planned BRT service lines, these transit corridors can be effective in increasing the transit mode share and decreasing local air pollution. RTD staff anticipate that at or near the end of this Plan, local public agencies and private developers will be in a better position to enhance BRT corridors with dedicated lanes, infill and mixed-use development, and higher densities surrounding RTD’s existing investments.

This chapter identifies plans for meeting the future demand forecasts through 2018.

6.1.1 SMA Fixed Route Service RTD’s fixed route services provide the core public transportation needs for the City of Stockton. Transportation needs will continue to change over time due to population growth, changing demographics, changing economic climate, and land use changes. RTD will work to improve frequencies of existing routes on weekdays and weekends as needed and based upon available resources.

In order to meet the anticipated demand for service, RTD expects to increase Bus Rapid Transit efforts. As a result, SMA services will decrease and will instead focus on providing dedicated peak hour services near educational centers and employment areas and connection services to the BRT transfer points throughout Stockton. RTD will likely expand SMA services geographically to reintroduce neighborhood services with increased frequencies during the peak hours and weekends. RTD also anticipates that there will be increased demand to expand the weekday service window to operate later in the evening on key routes. RTD staff will evaluate which expansion (weekend geographic coverage, or weekday evening service) will provide the most ridership potential and make recommendations to the Board whenever funding allows.

Table 6.1 SMA Service Projection 2014 to 2018 SMA 2013 2014 2015 2016 2017 2018Passenger Trips 1,718,701 1,761,669 1,805,710 1,625,139 1,665,768 1,707,412

Revenue Hours 79,995 81,435 82,901 79,135 80,332 81,928 Passenger Trips per Revenue Hour

21.5 21.6 21.8 20.5 20.7 20.8

The City of Stockton is currently updating the General Plan and reviewing regional development plans for new housing on both the north and south ends of the existing city limits. These projects will likely generate enough passenger demand to expand services into those new developments. Incorporating SMA Fixed Route services and BRT services into these new areas will be a priority if these development plans become a reality. RTD will work with the City to identify mitigation fees to provide services to meet this demand. It is likely that additional funding will be necessary to meet future demand beyond mitigating fees. RTD will work to




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identify funding in order to expand service into the new developments in South Stockton and North Stockton as necessary to meet demand caused by local growth. Subsequently, RTD will also encourage infill redevelopment in downtown Stockton in order to decrease the need to expand services into new territories to meet growth demands.

6.1.2 Bus Rapid Transit Service Consistent with the BRT Master Plan and BRT Blueprint (Figure 6.1 below), RTD completed the first three phases of the BRT program during the last five years: Pacific Avenue, Airport Way, and Hammer Lane corridors. RTD’s next goal is to provide BRT service on Martin Luther King Boulevard. Future BRT services are outlined in Chapter 8.

Table 6.2 BRT Service Projection 2014 to 2018 BRT 2013 2014 2015 2016 2017 2018Passenger Trips 1,878,940 1,925,914 1,974,061 2,270,171 2,610,696 2,675,964 Revenue Hours 47,347 47,347 47,347 54,449 65,339 65,339 Passenger Trips per Revenue Hour

39.7 40.7 41.7 41.7 40.0 41.0

In order to keep up with passenger demand RTD will need to maintain 10-minute frequency on the Pacific Avenue corridor. RTD will explore the demand for 12-minute or 10-minute frequencies on the Hammer Lane corridor during the span of this Plan.

The expansion of BRT services will be based on multiple factors and will be financially constrained. RTD will assess the demand for service expansion through customer surveys and analysis of the performance indicators for the service. All service expansions should meet targeted goals for the BRT service as outlined within Section 4.3 of this Plan.

6.1.3 Intercity and Hopper Service RTD provides regional connectivity through local San Joaquin County, Measure K supported Intercity route services. Intercity routes are provided by way of a deviated-fixed route service (Hopper) or a fixed route service based on the demand and the availability of ADA supporting Dial-A-Ride operations. RTD currently provides Intercity services between Stockton, Lodi, Tracy, Ripon, and Manteca.

Table 6.3 Intercity/Hopper Service Projection 2014 to 2018 Intercity/Hopper 2013 2014 2015 20161 20171 20181

Passenger Trips 416,021 426,422 443,754 456,934 505,415 550,937Revenue Hours 42,396 43,159 43,936 43,936 44,727 45,532Passenger Trips per Revenue Hour

9.8 9.9 10.1 10.4 11.3 12.1

1 – Current Measure K contracts end June 2015. RTD anticipates being able to expand the Intercity/Hopper service agreement with anticipated sales tax revenue growth.




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RTD will need to monitor the demand for expanding Intercity services to meet regional transportation demand for educational and work related trips. RTD anticipates that with the addition of new employment centers in the County, RTD may need to expand Intercity services into new territory to meet the needs of local commuters.

Improvements to Intercity services will make transit a more attractive option for San Joaquin County residents. RTD will work to identify funding resources to implement improvements to existing services including: closing service frequency gaps in the mid-day, improving route connectivity with local transit providers, and reducing peak hour headways to 60 minutes between Lodi, Tracy, and Manteca. RTD will continue to work to improve Intercity transfers with SMA buses, Hopper deviated-fixed route buses, Lodi Grapeline, Tracy Tracer, Escalon E-Trans, Manteca Transit, Ripon Transit, and other transit services that become available within the county. RTD will review and modify schedules and route alignments for Intercity services to reflect customer demand for intercity travel within San Joaquin County. Services should focus regional connections at local transportation hubs constructed in Lodi, Manteca, and Tracy and direct those services to the nearest BRT connection (i.e. Stockton Airport, the Downtown Transit Center, or the Hammer Triangle Station), thereby decreasing overall travel and allowing for increased headways for service into Stockton.

With anticipated growth in the City of Ripon and concurrent additional employment growth in the southern part of the City of Modesto, RTD will need to explore the demand to provide Intercity services from Ripon to Modesto, connecting to the Modesto Area Express, and Stanislaus Regional Transit (START) public services. This service will help to bridge the public transportation service gap between Stanislaus and San Joaquin counties.

Metro Hopper service provides deviated-fixed route services throughout the City of Stockton, supplementing the demand for Dial-A-Ride operations. This service is designed to serve the needs of the elderly and disabled population by focusing services to retirement communities, care facilities, educational centers, shopping centers, and local health institutions and area hospitals. The Metro Hopper has successfully reduced the demand for ADA Dial-A-Ride service, while providing a transportation alternative for our customers, reducing the operating cost for services per trip. RTD will need to review the stop locations of the Metro Hopper to ensure that services are effective, minimizing the need for deviations and rerouting services to meet the changing demand of our customers. RTD will ensure that through deviation windows, ADA supplemental Metro Hopper services provide improved accessibility for the residents within the City of Stockton.

6.1.4 Commuter Service RTD recognizes substantial interregional commute travel demand as a result of favorable housing prices in San Joaquin County coupled with employment opportunities in Sacramento County, Stanislaus County, and the Bay Area. Additionally, the continuing rise in fuel prices




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adds pressure on public transit providers to offer more long distance transportation service. RTD currently provides Commuter services to Sacramento, the east Bay Area (Livermore, Dublin), and Sunnyvale from locations throughout San Joaquin County. RTD’s Commuter service effectively reduces greenhouse gas emissions and traffic congestion on regional highways, providing a benefit to the commuter as well as the local community.

Table 6.4 San Joaquin Commuter Service Projection 2014 to 2018 Commuter 2013 2014 2015 20161 20171 20181

Passenger Trips 213,173 218,502 229,723 268,901 309,859 368,019Revenue Hours 17,808 17,808 17,808 17,808 17,808 18,129Passenger Trips per Revenue Hour

12.0 12.3 12.9 15.1 17.4 20.31- Existing Measure K operating agreements end June 2015; assumption that Measure K funding is maintained for FY 16-18.

In order to remain effective, RTD will need to review and monitor connections to the Bay Area Rapid Transit (BART) light rail connection in Dublin/Pleasanton and identify opportunities to improve that service. RTD can enhance the BART service by supporting the Altamont Commuter Express (ACE) heavy rail commuter line with a mid-day commute bridge between San Joaquin County and BART. Coordinating services with ACE will allow RTD to improve the effectiveness of public transportation.

Currently, RTD evaluates the origin and destination of each potential commuter route. When RTD identifies available resources, RTD will modify Commuter services by reviewing the demand for future commuter services. RTD currently recognizes a demand for expanding current Commuter services to Sacramento and the BART station in Dublin/Pleasanton. Future expansion of Commuter Services can include connections to the Pittsburg BART station and Walnut Creek.

6.1.5 Demand Response Service RTD provides General Public and ADA Dial-A-Ride (DAR) services throughout San Joaquin County. In an effort to curb the generally higher costs to provide DAR services, RTD has contracted out DAR services throughout San Joaquin County. This contracted service has reduced costs and increased service efficiencies.

Table 6.5 Dial-A-Ride Service Projection 2014 to 2018 Dial-A-Ride 2013 2014 2015 2016 2017 2018Passenger Trips 73,457 75,293 77,176 79,105 81,083 83,110 Revenue Hours 21,181 21,181 21,181 21,181 21,181 21,562 Passenger Trips per Revenue Hour

3.5 3.6 3.6 3.7 3.8 3.9




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Throughout the span of the last SRTP, RTD has effectively reduced the costs to provide DAR services throughout San Joaquin County. RTD eliminated supplemental DAR services surrounding the City of Escalon and City of Tracy, and enhanced City of Stockton ADA accessibility by developing the Metro Hopper, a city-wide deviated-fixed route system.

With the anticipated increase in the median age of San Joaquin County residents, the demand for DAR services will continue to rise. RTD will look to further improve DAR service provision through enhanced trip scheduling and routing, networking, and identifying common trip locations. By coordinating travel demand, RTD can continue to meet ADA and GP DAR demand throughout San Joaquin County without increasing the service budget. RTD will continue to train and assist passengers in transitioning from DAR services to fixed-route or deviated fixed-route buses. This effort will help optimize the system capacity and better serve the growing demand from the elderly and disabled community.

6.2 Capital and Infrastructure Improvements

6.2.1 Regional Transportation Center In the last Short Range Transit Plan, RTD identified the need for a consolidated maintenance and operations center, bringing together the outdated and undersized Metro facility and the refurbished County facility, into a new maintenance and operations center, the Regional Transportation Center (RTC). This effort was supported by RTD’s Board of Directors and staff moved forward with identifying competitive funding opportunities to construct the facility.

Beginning in 2008, RTD worked closely with the Federal Transit Administration, Monterey-Salinas Transit, and AECOM Technology Corporation to complete the design, acquisition, and environmental phases of the RTC. The design is based on a similar facility constructed by the Orange County Transportation Authority (OCTA) to maintain a fleet of 200 buses. This effort was unprecedented; using an existing federally funded facility as the foundation for the design of RTD’s RTC saved RTD approximately $1 million in design costs.

Since that time, RTD has completed the initial design and environmental phase of the RTC and has identified more than $38 million in State and Federal grant funding to begin construction. The RTC design incorporates three buildings (fuel/wash, maintenance, and administration) and parking for a fleet of over 250 vehicles. The facility will incorporate all of RTD’s operations and




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allow for growth in operations over the next 30 years. The following is a summary of amenities to be included in the completed project:

Fuel/Brake/Tire Building: The 18,620-square-foot fuel/brake/tire repair building includes: fueling equipment to dispense diesel and gasoline fuels, underground storage tanks, revenue extraction equipment, consumable recording equipment, and four bus interior cyclone cleaners to provide a total of four bus servicing drive lanes. Storage tanks shall provide a minimum capacity for 30,000 gallons of diesel, 10,000 gallons of unleaded fuel, two 5,000-gallon engine oil tanks, 5,000 gallons of automatic transmission fluid, and two 55-gallon aboveground drums of antifreeze. Also included in the fuel/brake/tire repair building will be four brake inspection pits, nighttime supervisor’s office, facility maintenance shop, facility maintenance supervisor’s office, restrooms, tire repair shop, and storage. The facility will be as identical as possible to the OCTA fuel/brake/tire repair building based on available space.

Wash Building: The 8,373-square-foot bus wash/brake/dynamometer building includes: two bus washers, water reclamation equipment, reverse osmosis final rinse water system, two bus air dryers, brake/dynamometer facility, water softening system, and equipment room.

Fleet Parking: The proposed parking facilities at the RTC is designed to stage up to 250 fleet vehicles - capacity necessary for current and future needs, including parking space for over the road commuter buses and articulated vehicles. The site shall be equipped with a surveillance security system. There will be spaces for current and future anticipated growth in RTD services, with a current design of 222 bus parking spaces, and 360 automobile parking spaces for administration, staff, and delivery. The current design includes provisions for future electrical charging stations in auto and bus parking areas.

Security Improvements: RTD expects an improvement in the monitoring of the fleet staging areas, and increased security with the completion of the RTC. Aside from providing a single access point, the facility will also include the latest in monitoring technology and improved security fencing.

Maintenance Building: At approximately 91,000-square-feet, the two-story maintenance building includes all equipment related to bus maintenance. The completed facility will be capable of maintaining a fleet of 250 large buses (two hundred 40-foot coaches and fifty 60-foot articulated buses) with 18 bus repair bays including four bays for articulated buses and two bays for automotive service; rebuild shop for engines, transmissions and small components; machine shop; brake shop; body shop; paint spray booth; tire shop with tire storage facilities; bus hoists; overhead consumable services; HVAC and exhaust systems; parts storage area; offices; computer workstations; lunch room; restrooms;

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6.2.8 Green Energy Program In an effort to reduce operating expenditures and the environmental impact associated with providing public transit service, RTD will develop an implementation strategy for adopting a Green Energy Program for RTD. This requires conducting a cost benefit analysis for the installation of alternative energy projects and green development practices at RTD facilities, identifying funding opportunities for the program, and outlining the implementation of green energy capital projects. RTD will also review opportunities to reduce energy consumption through energy efficient strategies and technology (i.e. installing LED lighting and Energy Star appliances where applicable).

Projects will likely include solar and/or wind generators at maintenance facilities, parking structures, transit stations, shelters, and associated RTD properties. The plan will outline available resources for funding and the associated strategies for retaining those funds. Funding sources will likely include Federal and State energy rebates and incentives, Federal grant funds, private energy rebates, and Measure K funds. The goal will be to significantly reduce operating expenses by taking advantage of clean energy resources that have a net positive impact on the local environment.

6.2.9 Technology Support Tablet computers and Smartphones are becoming more affordable and convenient for use in the business sector. As a result, there is a demand for tablets, smartphones, and associated resources and application software. Tablets and Smartphones may significantly improve communications in the transit industry. RTD will research opportunities to improve the management and operation of services by using tablet computers in lieu of laptops or desktop computers. Tablets can provide staff access to field manuals, asset management systems, real-time vehicle tracking (through RTD’s AVL systems), and scheduling software.

6.2.9 Bicycle Support Program RTD will continue to support the use of multiple transportation modes by committing to provide bicycle racks on all new and operating buses within the RTD fleet as well as selected bus stops and facilities.

6.2.10 Intelligent Transit Systems RTD will maintain, update, and enhance the existing Trapeze and Transit Master Intelligent Transit Systems (ITS) installed in the SMA and BRT fleet. ITS system elements include automated passenger counters, annunciators, integrated vehicle logic units, and other associated equipment on the buses. The ITS provide RTD with the ability to provide real-time schedule updates to the public at passenger facility locations (i.e. BRT Stops, DTC, Hammer Triangle Station, Mall Transfer Station), on RTD’s website, and through TextBus. ITS will also provide increased safety as dispatch will be able to review system operations in real-time and Voice over IP capabilities will provide a secondary means of direct communication with drivers




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in case of an emergency. This may be achieved through the newly available long-term evolution (4G LTE) wireless public communications access throughout the SMA. RTD staff will monitor ITS technology development and pursue new and improved services and systems where applicable.

RTD will also research and pursue opportunities to adopt an electronic yard management system, providing supervisors real-time fleet movement information. This will significantly assist dispatch and fleet management by supervisor staff throughout the day.

6.2.11 Training Programs In order to maintain effective and efficient personnel, RTD will continue to provide educational opportunities and training to staff. Training opportunities include additional Automotive Service Excellence (ASE) certification training for Maintenance staff, Transportation Safety Institute training for Supervisors and Operators, management systems training for Administrative staff, and enhanced safety and security training for all staff.

6.3 Public Interface Improvements and Programs

6.3.1 Public Website and Applications RTD has been successful in implementing an accessible and effective website for the public. RTD will maintain and enhance this website with additional developments including; adding a “mobile website” formatted for smart phone and tablet access, adding a fare calculator for commuter fares, improving online and mobile (Smartphone) fare payment, enhancing the public comment process with more developed web interaction, introducing web-based surveys, and developing an opening domain for RTD Wi-Fi service.

RTD will continue to look at technology developments and implement new technologies to maintain a state of the art and highly efficient and effective electronic communication for the public. RTD’s Marketing and Customer Service department will continue to use web-based applications and social media in order to communicate with the public. These efforts include, but are not limited to: using online social media (e.g. Facebook, Twitter), using free smart phone applications (e.g. TransiCast, AnyStop), and using text-based communications through subscription services (i.e. RTD TextBus).

6.3.2 Google Transit RTD will continue to enhance its online trip planning tool for its customers, Google Transit Trip Planner (GTTP). There are a number of benefits to maintaining the GTTP. Any Google site visitor or smart phone user using the Google Maps application is offered with public transit alternatives. Customers do not have to rely on having a printed timetable in-hand, allowing for a greater access to RTD’s services, and ultimately simplifying the public transportation experience. The GTTP uses Google’s online map features to allow riders to plan transit-oriented




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trips, using the origin, destination, and arrival time of their trip. RTD will research and pursue integrating our real-time data with Google real-time transit.

RTD will maintain the GGTP using the Trapeze software package. Trapeze supports the export of data from its proprietary format, into the format required by GGTP, which is faster, simpler, and more efficient for service changes. RTD staff will look for ways to improve RTD’s Google Transit feeds with enhanced coordination with Google, Trapeze, and any software developer looking to utilize the Google Feed for new applications and public information interfaces.

6.3.3 Fare Media and Payment Convenience RTD will look for opportunities and funding to simplify and enhance the customer experience through improved fare programs and technology. In 2010, RTD’s Transit Gap Study identified a need to improve fare collection by targeting local universities and educational institutions for a tuition-based fare. Internally, staff has identified a need to improve online fare payment and move to adopt new fare technology that will take advantage of cell phone applications and reduce printed fare media. RTD will take actions to plan and implement a smart-fare media program that takes advantage of the latest fare media technology. Through collaboration with the San Joaquin Council of Governments, local universities, and neighboring transit agencies, RTD can plan and adopt a regional fare system that simplifies fare management for both RTD and the public.

Independent of fare media technology efforts, RTD will approach local universities to adopt a tuition-based fare program that will allow boardings based on the use of student body cards. This program will reduce fare media, simplify fare transactions, increase ridership potential, and improve RTD’s farebox recovery.

6.3.4 Public Involvement To encourage public participation, RTD invites public comments by phone, fax, mail, e-mail, or in person. Press releases and information are available on RTD’s website (www.SanJoaquinRTD.com) and at the DTC for the public to comment on. RTD recognizes that increased public meetings result in better communication with the public regarding adjustments for improved service efficiencies. Open communication results in greater public involvement and satisfaction. RTD will continue to develop ways to increase and encourage more public participation.

The annual Unmet Transit Needs process is a countywide review of transportation needs that are not being met by the existing service. The Social Services Transportation Advisory Council (SSTAC) establishes the criteria defining an Unmet Need and determines the responsibility for rectifying that need. Comments obtained through the annual Unmet Transit Needs public hearing process will be evaluated and if determined feasible, will be incorporated into future




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A look inside San Joaquin RTD’s Board Room.

service improvements for all RTD services. RTD will assist the SSTAC in determining if resources are available to meet identified needs without sacrificing existing services.

RTD will continue to develop and enhance communication with the public and public input process to ensure that its services are socially equitable, and will follow civil rights law including compliance with Federal Title VI and Environmental Justice requirements.

6.3.5 Competitive Bidding Programs State law requires RTD to bid out Hopper, Intercity, and San Joaquin Commuter services every four years. This process ensures that the tax-funded operations are being provided in a competitive manner, and are operating efficiently. RTD will continue to use the competitive bidding process to provide the most cost-effective means of delivering public transportation for regional projects, using the private sector when appropriate.

RTD will maintain and enhance the “E-Bid” system, an internet-based bidding program. This effort will reduce the environmental impacts associated with the solicitation process, save on solicitation costs, and will provide RTD staff with a more efficient means to communicate with potential bidders to ensure a fair and competitive process.

6.3.6 Advocacy and Policy Development

Enhancing Local Transit Services RTD will look at opportunities to work with local jurisdictions to reduce the costs to provide public transportation service in San Joaquin County. There is a potential for a consolidated service agreement that may improve local transportation service at no additional costs to the local communities. RTD will advocate for consolidating service agreements and identifying opportunities to reduce transportation costs and present those opportunities to neighboring jurisdictions when they become available.

Promoting Regional Advocacy RTD will continue to advocate for available Measure K funding. RTD will continue to illustrate the benefits that public transit brings to the community in the areas of local economy, environmental quality, and urban development. RTD participates in various transit advocacy groups such as the American Public Transportation Association, California Transit Association, California Association for Coordinated Transportation, and others to help advocate for improved State and Federal transit funding programs.

Lobbying efforts need to focus on promoting the benefits associated with public transportation. As the regional transit provider, RTD helps to improve the quality of life and prevent the




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deterioration of the urban environment in San Joaquin County. In addition to reducing air pollution, traffic congestion, and public expenditures, transit use promotes economic development in the community. It helps to improve access to industrial and commercial areas and business districts.

RTD will take a proactive role in educating the public about the environmental and economic advantages of using public transit. RTD will continue to participate in transit coalitions that explain the benefits of public transit to the public and private organizations. RTD will support transit advocates and social service agencies that help educate the public on the true cost of private automobile use versus the benefits of using public transit.

Standardizing Policies, Protocols, and Procedures RTD will maintain a list of Board-adopted operating and financial policies. Future policies should reflect the goals for development of RTD as outlined within Chapter 8 - Future Action Strategies. RTD will also develop and maintain operating procedures by developing and adopting a procedure manual. The procedure manual will clarify the appropriate actions necessary to maintain providing an effective service, including outlining the responsibilities of dispatch, operators, and maintenance staff. This manual will also outline emergency response to environmental disaster or terrorist activity, including mass evacuation, triage response, active observation, and coordination efforts.

Maintaining Environmental Quality RTD will keep abreast with new technologies and innovations in the transit field, specifically advancement in bus operation and facility development. Oftentimes, technology innovations make operating public transportation more efficient and environmentally friendly (e.g., diesel-electric hybrid drive systems). RTD is responsible for supporting technology development that maintains transportation services while reducing the impact to the local environment.

In order to reduce the environmental impacts associated with providing public transportation services, RTD will continue to research renewable energy resources and options for clean air vehicles, determine the feasibility of new environmentally friendly technology, and pursue funding to advance effective projects.

RTD will also monitor the effectiveness of implemented technologies to ensure that they are continuing to provide an environmental benefit.

Participating in Interagency Transit Collaboration RTD will collaborate and work with neighboring jurisdictions in order to develop a seamless transit system within San Joaquin County. RTD envisions providing an integrated fare structure with all transit agencies that have service connections with RTD in the future. RTD also envisions a seamless public transit service provided throughout the State. In order to




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accomplish this, RTD staff will have to work with local and regional transit partners to coordinate services.

RTD will meet with transit partners beyond San Joaquin County (e.g., Sacramento Regional Transit, City of Modesto, Bay Area Rapid Transit) to identify future opportunities to improve passenger mobility. Interagency coordination will help develop future partnerships and foster an exchange of information that will ultimately improve transportation services.

Promoting Transit-Friendly and Transit Oriented Development There is a relationship between public land use decisions, private development, and public transit development. Land use and growth policies within San Joaquin County influence the demand for public transit services. If land use review and enforcement is inconsistent, then public transportation planning becomes ineffective and services lose equity. Public transportation performs best in places where there are pockets of dense developments with facilities that support multiple modes of travel including public transit, bicycle, and pedestrian movements.

RTD will continue to work with local governments and developers to ensure that the City of Stockton and San Joaquin County facilitate future development that considers public transit service opportunities. Transit Oriented Developments (TOD) provide for multimodal facilities within their development, supporting the demand for expanded mobility options including public transit, bicycle, and pedestrian modes. TODs allow the residents to enjoy the benefits of having more “livable” communities, as well as enhance the region’s sustainability by providing transportation alternatives that reduce the consumption of fossil fuel resources.

The San Joaquin Valley Unified Air Pollution Control District (Air District) encourages employers to develop plans that reduce the number of vehicle trips generated by their employees. TODs assist commuters by providing mobility options to change daily travel patterns, thus achieving the goals of the Air District. In a transit-friendly community, convenient public transportation services are often available within walking distances of homes and workplaces. Currently, there are many parts of San Joaquin County that do not provide proper pedestrian facilities, deterring transit use.

Measure K identifies funding for planning and constructing Smart Growth Projects in San Joaquin County. RTD will support this program to enhance the working relationships with local agencies and the San Joaquin Council of Governments to develop new projects that effectively provide transit services to new planned development.



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CHAPTER 7 - FINANCIAL PLAN

7.1 Current Financial Status The following chapter outlines the short-term financial forecast and expenditure plan for operating and capital investments for RTD through FY 18. This plan provides for the continuation of the present operation levels and reflects the anticipated future growth needs of the public transportation system.

RTD currently receives funding from three main tax revenue resources: the Federal government, the State government, and local government. RTD will continue to seek Federal funding from the current transportation act. Currently, the Moving Ahead for Progress in the 21st Century Act, or MAP-21, provides Federal funding opportunities through Federal Fiscal Year (FFY) 2014. The Federal Transit Administration (FTA) oversees the distribution of funds through this Act. RTD anticipates that the Federal government will reauthorize this Bill through continuing resolutions or adopt a similar transportation funding bill before FFY 15. This plan forecasts that RTD’s Federal capital resources will remain constant at FFY 13 levels, or slightly increase over the course of the next five years.

Other competitive sources of Federal funds may also be available. There are three main competitive/discretionary grants available for regionally significant transportation projects prioritized by the local transportation planning agency: the Surface Transportation Improvement Program (STIP), Congestion Mitigation and Air Quality (CMAQ), and Transportation Investment Generating Economic Recovery (TIGER) grant programs. These project funding resources are administered through the local transportation planning agency, the San Joaquin Council of Governments (SJCOG), and each grant requires coordinating efforts to retain funding for specific projects.

The State of California (State) provides funding through the Transportation Development Act (TDA), which provides area transit funding through a gasoline tax, and Proposition 1B. TDA funds are available from the State in two forms: State Transit Assistance (STA) and Local Transportation Funds (LTF).

Local tax revenues provided by Measure K and property tax revenue are significant operating resources for extended countywide programs, such as Intercity, Hopper, and San Joaquin Commuter services. These funding resources are critical for providing service beyond the minimum regulatory requirement, and promote the greatest use of the system. Measure K is the one-half percent sales tax earmarked for transportation in San Joaquin County, recently reauthorized by the public in 2012 for an additional 30 years.

Chapter 7 - Financial Plan



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Each of these funding programs is either competitive or formula-based. Formula programs are generally a reliable source of funds distributed to all available jurisdictions based upon population or area served. Competitive funding is applied for through grant applications, which are reviewed by committee and awarded through scoring criteria against other transit agencies. Because funding is not guaranteed, these funds are typically used for capital projects and are not budgeted until awarded.

7.2 Funding Source Descriptions The following section provides a brief description of each of the major funding resources used by RTD and their available uses.

Federal Revenues On July 6, 2012, President Obama signed into law the new two-year transportation authorization bill, MAP-21. The new law authorizes $10.6 billion in Federal Fiscal Year (FFY) 2013 and $10.7 billion in FFY 2014 for public transportation. Chapter 53 of title 49 USC, as amended by MAP-21 can be found online at http://uscode.house.gov/download/title_49.shtml ; Chapter 53 outlines the description and regulatory use of Federal funding for all transportation projects. Appendix C provides fact sheets and summaries prepared by the FTA that outline the funding programs that are used by RTD to fund projects and services:

FTA Section 5304: Statewide Transportation Planning Grant - RTD uses these funds to support long-range planning, service development, and

marketing efforts where applicable

FTA Section 5307: Urbanized Area Formula Grant - RTD uses these funds to support the preventive maintenance program, fund

security projects, and supplement RTD’s capital projects where available

FTA Section 5310: Enhanced Mobility of Seniors and Individuals with Disabilities (discretionary) - RTD applies for these funds to support Metro and County Hopper services, Dial-

A-Ride services, and Coordinated Transportation Services with other supporting agencies

FTA Section 5311: Formula Grants for Rural Areas - RTD uses these funds to support the County Hopper and County Dial-A-Ride

services

FTA Section 5337: State of Good Repair Grants (discretionary) - RTD will apply for these funds to support the capital projects outlines within this

Plan




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FTA Section 5339: Bus and Bus Facilities Formula Grants - RTD will use these funds to support the capital projects outlined within this plan,

including by not limited to fleet replacement, facility improvements, service improvements, and technology improvements

Local Revenues

Fare Revenues RTD collects fares from passengers to ride the bus. The current fare schedule is available as Appendix D.

Transportation Development Act The Transportation Development Act (TDA) is a State law that dedicates funding to local agencies for transportation and public transit needs, and it is the primary source of RTD’s operating revenues. The TDA provides two sources of funding for public transportation - the Local Transportation Fund (LTF) and the State Transit Assistance (STA) fund. Both the LTF and STA generate revenues through gasoline and sales taxes within each county. The State of California manages this revenue and distributes the funds back to the counties based on a formula distribution.

The LTF is funded from one quarter of one cent of the seven and one-half cents in California State sales tax collected per dollar of retail receipts. The allocated portion for LTF is returned to each county based on the amount of tax dollars collected in that county. The State distributes the LTF to available jurisdictions (incorporated cities and the County) based on population. RTD anticipates that LTF revenue will increase at 3% annually. RTD currently receives the full apportionment of LTF from the City of Stockton for SMA operations. RTD also receives 74% of County LTF for operations of the County Hopper, Intercity, and General Public Dial-A-Ride services.

The STA is funded from the statewide excise tax on motor vehicle fuels collected within the Public Transportation Account (PTA). The PTA is a trust fund that can only be used for transportation planning and mass transportation purposes. The State annually allocates roughly one-third of the PTA balance to transit operators as STA funds. The distribution to each eligible recipient is based on a complex formula taking into account population and public transportation operating revenues; the formula allocates 50% of the funds according to population and the remaining 50% according to transit operating revenues.

Local Property Tax RTD receives property tax revenues for properties within San Joaquin County in accordance with the Revenue and Taxation Code, Section 97. RTD sustained a significant decline in property tax revenues in FY 08 because of the declining property values associated with the declining economy. Since that time, RTD has witnessed slight increases to property tax




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revenues as the economic conditions stabilize within San Joaquin County. RTD anticipates that the Federal oversight of the mortgage industry will result in a minimal regulated growth over the next decade.

Measure K Measure K is a local San Joaquin County transportation sales tax initiative, originally passed by voters in November 1990 and reauthorized in 2012. In 2006, Measure K was approved for a 30-year renewal by the public in the 2006 election cycle. Through the 30-year renewal, Measure K is expected to generate $3.1 Billion (in 2006 dollars) for transportation improvement projects and public transportation services in San Joaquin County. The San Joaquin Council of Governments (SJCOG) administers Measure K funds and provides funding to agencies based on the regulatory requirements of the approved Measure. Measure K funds are used by RTD for a variety of regionally significant projects including BRT operations, San Joaquin Commuter operations, Intercity and Hopper operations, leasing Park-and-Ride lots, and capital projects including improvements to the Downtown Transit Center, new passenger amenities, and construction of the Regional Transportation Center. Measure K revenues are projected to grow at an annual rate of 4.5% through FY 41.

RTD currently maintains cooperative agreements with SJCOG for Measure K funds for the previously identified services and projects. These cooperative agreements will expire in FY 16. RTD anticipates maintaining and expanding these agreements as funding becomes available through additional sales tax receipts.

Congestion Mitigation and Air Quality The State apportions Federal Congestion Mitigation and Air Quality (CMAQ) funding for projects that will contribute to meeting the attainment of national ambient air quality standards for ozone and/or carbon monoxide in Clean Air Act non-attainment areas. SJCOG is responsible to select and prioritize projects for funding, in consultation with the State for this program. RTD applies for and uses CMAQ funds to purchase vehicles that have fewer emissions than traditional buses. Examples include hybrid and fully electric buses and associated bus technology. RTD anticipates using future CMAQ funds for bus replacement as they become available by the State.

Surface Transportation Program (STP) The STP is a Federal block grant used by states and local agencies for capital projects for roads, bridges, and transit. This program promotes alternative solutions to transportation problems and encourages project innovation. SJCOG is responsible to select and prioritize projects for funding, in consultation with the State for this program. RTD successfully obtained funds for the construction of the Downtown Transit Center and anticipates pursuing this program for the development of the Regional Transportation Center and associated Green Energy capital projects.




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State Transportation Improvement Program The State Transportation Improvement Program (STIP) is a multi-year capital improvement program of transportation projects on and off the state highway system, funded with revenues from the State Highway Account and other funding sources. STIP programming generally occurs every two years RTD will recommend projects for funding through the STIP to SJCOG staff as funding capacity is identified throughout the next 5 years for regionally significant capital projects such as the Regional Transportation Center and BRT dedicated right of way and expansion.

Proposition 1B In 2007, California voters passed Proposition 1 (A-E), which provided the State of California the authority to sell bonds for capital infrastructure improvements for transportation-related projects. RTD receives funding for capital projects under two of the sub categories of Proposition 1 (A-E): the Public Transportation Modernization, Improvement, and Service Enhancement Account (PTMISEA) and the Transit System Safety, Security, and Disaster Response Account (TSSSDRA). RTD has programmed funding for several projects through the two accounts provided by Proposition 1B for capital projects over the next five years, through the remainder of the program. RTD will use these funds for the Regional Transportation Center, bus procurement, technology improvements, passenger amenities, and facilities improvements.

Bus and Shelter Advertising RTD currently outsources all of the sales of advertising space on the fleet and on RTD facilities through a third party firm. RTD anticipates that outsourced advertising revenues will continue to increase through FY 18. RTD will use most of these revenues to offset the costs associated with advertising RTD’s services, and conducting outreach to the community. RTD staff will also pursue in-kind partnerships for advertising with applicable partners.

Other RTD is pursuing optional funding sources that would assist with operating or capital improvements. RTD will continue to pursue Public/Private Partnerships (PPP) and sponsorships for specific operations assistance. Examples of this include maintaining agreements with school districts, secondary education districts, and local governments to develop agreements for service and purchase of monthly passes for retail sale to the public. RTD is also looking to promote coordination with private development for the expansion of existing facilities and the construction of Transit Oriented Development in applicable locations throughout Stockton. RTD anticipates expanding PPP opportunities to fully fund specific public transportation support services in downtown Stockton.

RTD receives rental funds from the commercial portion of the DTC. Currently occupied by a café, RTD’s commercial space takes advantage of mixed-use development design by providing a




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retail location. Revenues associated with the rental space are used to support RTD’s administrative operations. RTD will also explore the potential to expand the Hammer Triangle Station to include new revenue-generating retail locations.

7.3 Capital and Operating Forecast RTD uses historical data to review trends in order to provide future revenue forecasts. RTD anticipates that revenues will continue to fluctuate as a result of the national 2008 economic recession. San Joaquin County was hit especially hard during this fiscal crisis, and as a result, RTD has regularly responded to reclining revenue resources. RTD anticipates that this fluctuation is leading towards stabilization and will present a small and steady growth in available revenues from the Federal and State governments. With the adoption of MAP-21, RTD expects a steadier flow of Federal revenues throughout the next two years; however, without a long-term federal transportation bill, revenues are not guaranteed after FY 14. RTD recognizes that these funding sources are still short of FY 07 funding levels throughout the next few years, and will likely improve upon core services as revenues increase. Appendix E presents the Long Term Operating and Capital Forecast. Table 7.1 below identifies the anticipated Operating Budget through the life of this plan.




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Table 7.1 Operating Budget FY 2013-2018 Revenues 20131 2014 2015 2016 2017 2018Passenger Fares and

Special Fares

4,709,074 4,634,812 4,750,682 4,886,085 5,008,237 5,133,443

Non-Transportation Revenues

169,740 151,140 155,674 160,344 165,155 170,109

Federal Grants

5,903,025 5,354,452 5,447,109 5,597,318 5,864,545 5,994,979

Local Property Taxes

777,019 757,170 779,885 803,282 827,380 852,202

TDA- LTF /STA

15,250,630 15,684,511 16,468,737 17,292,173 18,156,782 18,345,999

Measure K

4,837,975 4,837,975 5,079,874 5,333,867 5,600,561 5,600,561

Other Revenues

4,709,074 2,404,179 968,835 9,494 9,778 10,072 TOTAL

REVENUES 31,647,463 33,824,239 33,650,795 34,082,563 35,632,438 36,107,364

Expenditures 20131 2014 2015 2016 2017 2018

Labor and Fringes

15,456,554

16,975,318

17,074,017

17,220,831

17,787,124

17,924,138

Services

2,849,947

3,107,391

2,689,143

2,756,763

2,902,050

3,037,138

Fuel and Lubricants and Supplies

4,597,141

3,918,853

3,960,520

4,022,499

4,261,567

4,319,409

Utilities

575,260

712,205

719,777

731,042

774,489

785,001

Insurance

614,364

1,104,463

1,116,206

1,133,674

1,201,051

1,217,353

Taxes & Licenses

332,998

299,728

302,915

307,655

325,940

330,364

Purchased Transportation

6,287,195

6,814,924

6,887,383

6,995,167

7,410,908

7,511,496

Miscellaneous and Contingency

934,004

891,357

900,834

914,932

969,308

982,465

TOTAL EXPENDITURES

31,647,463 33,824,239 33,650,795 34,082,563 35,632,438 36,107,364

1 – RTD Board Adopted Budget, Fiscal Year 2013

RTD will continue to maintain the existing level of transit service (FY 13 levels) through FY 18 if current revenue resources remain constant. RTD anticipates increasing services as a result of the proposed expansion of BRT with Phases IV and V along Martin Luther King Boulevard and March Lane in Stockton near the end of this reporting period. This expansion will not create a significant impact to operating revenue resources, as RTD anticipates receiving Federal capital funding to initiate service, and Measure K funds identified for BRT service for operations.




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RTD’s capital plan includes investing in a variety of items including: hybrid fleet replacement, new electric buses (pilot program), the Regional Transportation Center, new BRT services, new improvements at major transit hubs, rehabilitating the Commuter bus fleet, new green energy projects, and new information technology including electronic fare payment systems.

The largest portion of the capital program is for the Regional Transportation Center and the preventive maintenance program. The maintenance and facility improvements will lower operating costs and provide a safer and better work environment for employees. The maintenance and facility improvements ensure that RTD will have adequate equipment and facilities for maintaining future operations. These facility improvements will increase the efficiency and reliability of buses by reducing breakdown frequency.

Construction improvements at the Hammer Triangle Station, the Mall Transfer Station and the Downtown Transit Center will provide passengers with a more attractive, safe, convenient, and comfortable travel experience.

Construction of green energy projects will improve upon the environmental impact of providing service and reduce overall operating costs.

Construction and acquisition of intelligent information technology systems will provide RTD the support necessary to observe and plan the development of the future transit system, and improve the overall customer experience. It is important to maintain existing equipment and increase performance through enhancements and upgrades. It is also important to recognize new technologies and strategically adopt them to improve our services.

7.4 Fleet Replacement and Expansion RTD will continue to maintain a modern and efficient fleet over the cycle of this Plan. As funding becomes available, buses will be replaced according to the FTA duty cycle criteria, which allows 12 years for full-sized (e.g., 40’, 45’, and 60’) transit coaches and five or seven years for Hopper and Dial-A-Ride buses. Appendix F provides the existing bus fleet inventory. Appendix G lists the bus and service vehicle replacement and expansion schedule within the limits of known resources.

RTD maintains a fleet of non-revenue, passenger support vehicles (e.g., trucks and light duty cars) that enable RTD staff to carry out daily functions. RTD uses support vehicles for route planning, travel to meetings and regulatory functions, public outreach, information distribution, driver relief, and driver supervision. It is important to maintain a modern, efficient, and reliable fleet to ensure quality customer service and effective use of taxpayer dollars.

RTD will continue to adopt a fleet replacement and expansion program to ensure that the fleet composition reflects future service requirements. For future expansion, RTD will analytically review the service demand and define the needs for the new buses before future procurement.




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This analysis will provide a recommendation for purchase based upon planned use. Future purchases will meet fleet requirements and maintain a consistent spare ratio of approximately 20% for each service type. Additionally, RTD will maintain a contingency (inactive) fleet to facilitate future expansions of transit services and reserves for unforeseen needs. RTD may rebuild coaches in its fleet as deemed appropriate to maintain this contingency. RTD Maintenance staff will identify vehicles for rebuild based on staff experience and available time.

RTD will maintain a controlled inventory of spare parts and service equipment for the active fleet within the identified maintenance facilities. This enables staff to maintain an active fleet by having the parts on-hand in case of failure. RTD will purchase other maintenance-related items and equipment, such as tools, as needed. RTD will identify opportunities to minimize parts inventory while expediting maintenance practices in order to maintain an effective inventory balance. These opportunities may include outsourcing parts management or parts delivery.

An important consideration in RTD’s fleet expansion and modernization plan is the use of new technology. RTD has taken measures to remain at the forefront of vehicle technology with the integration of diesel-electric hybrid drive buses and the upstart of two fully electric buses provided by the California Energy Commission. RTD will continue to analyze and review the availability and feasibility of using electric buses on a larger scale, and review the use of other alternative fuels before making a bus purchase. RTD will maintain an overall goal of 100% for diesel-electric hybrid drive vehicles within the operating fleet. In order to exceed this goal, RTD will continue to research available technology alternatives to improve the Hopper, Dial-A-Ride, and Commuter fleets. Factors considered in the analysis of RTD’s alternative fuel options include safety, emission levels, maintenance facility requirements (such as storage space), operating and capital costs, and technological developments. RTD supports the use and testing of hybrid and electric technology. RTD will consider using alternative fuels for future fleet expansions.

7.5 Future Funding Needs Transit funding resources have become dynamic because of the fluctuating national and local economy. Revenue resources dependent upon sales taxes and fuel purchases have diminished and RTD does not anticipate these resources to stabilize within the next couple of years. Operating and capital funding needs continue to rise as a result of increased public demand for service and increased fuel costs. RTD must develop a multi-faceted approach to funding that looks beyond existing resources in order to maintain a stable source of revenues.

RTD and local transit jurisdictions will have to collaborate to maintain effective education efforts in providing the public with the benefits of using public transportation. The public is not fully aware of the full costs associated with personal vehicle use, from an economic or environmental




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perspective. RTD will maintain the goal of garnering public and private support towards increased transit use and financial support as described within this Plan.

RTD will continue to generate support for increased revenues through the following actions:

Establish Public Private Partnerships Lobby for increased Measure K apportionments Lobby for improved Federal and State resources Increase marketing efforts

RTD will continue to improve service economic feasibility through the following actions:

Establish incremental fare increases Maintain competitive bidding for projects Effectively manage costs Effectively plan growth



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CHAPTER 8 – BRT VISION

8.1 BRT Master Plan and BRT Blueprint In 2006, RTD worked with DKS Associates to develop the BRT Master Plan. The BRT Master Plan outlined the various elements of a Bus Rapid Transit system, and provided guidance for the development of RTD’s first three corridors.

The Master Plan defined how BRT will be implemented in San Joaquin County by providing a consistent image and standards for implementation and development. These elements include transit signal prioritization, low-floor diesel-electric buses, unique service branding, prepaid fares with fare vending machines, high frequency service, and increased stop distances. The 2006 BRT Master Plan alluded to the need for future dedicated right-of-way, and potential queue jump lanes in the City of Stockton.

In 2012, based upon the development and success of RTD’s BRT services with the Metro Express Pacific Corridor and Metro Express Airport Corridor, RTD staff developed an updated BRT Blueprint. The BRT Blueprint outlines the current and proposed BRT development, highlighting the specific corridors that have the highest potential for success in Stockton and San Joaquin County

based on current travel patterns and existing and future land uses.

BRT service is currently planned for a range of corridors throughout the City of Stockton and San Joaquin County, from existing densely developed corridors to areas where transit, residential and commercial development is not yet present. RTD will implement BRT service over a number of years as funding is available and demand grows over time as a result of new development. Therefore, BRT design may differ somewhat from corridor to corridor, but should follow a set of requirements so that the BRT system characteristics are consistent.

Chapter 8 - BRT Vision



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Figure 8.1 - BRT Blueprint

The definition of BRT in the United States has varied greatly throughout the last decade; however, the Federal Transit Administration (FTA) has made it clear that BRT must include specific elements, including, at a minimum, dedicated right-of-way (guideways). RTD has not implemented dedicated guideways for any of the existing BRT corridors in Stockton due to funding and engineering constraints presented by the City. Federal funds are more likely to be obtained with dedicated right-of-way for BRT projects.

The Transit Cooperative Research Program (TCRP) has identified that a corridor should already have at least 3,000 transit riders per day before implementing dedicated right-of-way for bus transit service (Source: TCRP Report 100: Transit Capacity and Quality of Service Manual, 2nd Edition).

RTD will need to adopt a BRT Standard that is recognized in the transit industry in order to enhance the BRT Blueprint and BRT Master Plan.




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8.2 International BRT Standards The Institute for Transportation and Development Policy (ITDP), in partnership with the ClimateWorks Foundation, The International Council on Clean Transportation, Rockefeller Foundation, and the Deutsche Gesellschaft fur Internationals Zusammenarbeit (GIZ), has developed an international standard scoring system for Bus Rapid Transit projects called the BRT Standard 2013 (BRT Standard). The BRT Standard outlines the best practice and design characteristics for BRT projects, and provides scoring criteria to provide a consistent evaluation of BRT service. The BRT Standard is a tool for stakeholders and public transportation providers to ensure effective BRT development and introduce service design alternatives.

Excerpt from the BRT Standard:

“The BRT Standard is the centerpiece of a global effort by leaders in bus transportation design to establish a common definition of bus rapid transit (BRT) and ensure that BRT systems more uniformly deliver world-class passenger experiences, significant economic benefits, and positive environmental impacts.”

The BRT Standard was developed through the effort of an international technical committee of the ITDP comprised of BRT design and reviewed by practitioners from all over the world. This effort has established an international common understanding of precisely what constitutes BRT service and design. Although the BRT Standard is not yet used by the FTA to define BRT applicability for grant applications, all of the BRT Standard design elements are identified by the FTA, which does not currently have an established scoring system for applications.

BRT Standard 2013 Scoring RTD can use the BRT Standard’s detailed scoring sheet to define BRT characteristics and service design requirements. The BRT Standard scorecard provides point values for specific criteria that make up the BRT service along a specific corridor, and provides a detailed description of each criteria for agency use. The scoring criteria identify current best-practice design elements in six categories:

1. BRT Basics 2. Service Planning 3. Infrastructure 4. Station Design and Station-Bus Interface 5. Quality of Service and Passenger-Information Systems 6. Integration and Access

The scorecard provides a maximum score of 100 points.




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Figure 8.2 – BRT Standard Award Classifications

The BRT Standard should be applied to each individual trunk corridor, instead of a BRT service as a whole, as the quality and level of BRT service may adjust between corridors to respond to demand and land use patterns. RTD can use the scorecard to identify the level of existing BRT service along each corridor and outline opportunities to expand and improve BRT service to achieve a BRT service level goal.

RTD BRT Service Level Goals Before the IDTP BRT Technical Committee can score an agency, it must first meet the baseline scoring defining Basic BRT. RTD currently has all of the components and design elements of a Basic BRT status with the sole exception of dedicated right-of-way. With dedicated right-of-way improvements to the Pacific Avenue and Hammer Lane corridors, RTD will be in a good position to seek an evaluation from the IDTP.

Once RTD implements right-of-way improvements, it will seek a BRT Standard Bronze designation for the Metro Express: Pacific Corridor, and the Metro Express: Hammer Corridor.

RTD will work closely with the City of Stockton and San Joaquin Council of Governments to implement service designs that allow for Bronze award designation for existing and future BRT corridors outlined within the BRT Blueprint.

8.3 City of Stockton General Plan Provisions The BRT Blueprint presents the future design and service allocation for BRT service in the City of Stockton and connecting service to Lodi. The BRT Blueprint identifies those future corridors that will best serve the public transportation demand based on projected residential growth as identified within the City of Stockton 2035 General Plan. The corridors are not prioritized and can be built out in multiple phases based on anticipated demand. For example, RTD may prioritize expanding BRT service along 8 Mile Road when anticipated development projects build out along the corridor.




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The BRT Blueprint ties closely with the City of Stockton General Plan 2035 (General Plan) which was adopted by the City of Stockton in 2007. The General Plan recognizes many similarities in planned design and demand for higher capacity public transit services. The Transportation and Circulation Chapter of the General Plan (Chapter 8) states:

“The transportation system of the Stockton metropolitan area must accommodate a complex combination of automobiles, trucks, trains, ships, planes, and bicycles as well as transit vehicles and pedestrian traffic. Because of the tremendous variety in modes of transportation existing in the planning area, a comprehensive and flexible plan is required which will encourage the development of the entire transportation system, rather than the isolated development of one particular mode.”

This statement supports the idea of a complete street design, identifying and incorporating upgraded transportation corridors to include improved pedestrian, bicycle, and dedicated space for public transportation. As a result, RTD will need to design and propose a complete street design for future BRT corridors, and seek local and state grant funding in order to enhance corridor development. City Transportation and Circulation General Plan policies include statements that support enhanced transportation corridors including support for:

TC-1.2 Integrated Transportation System “The City shall continue to work cooperatively with the various local, State, and Federal transportation agencies (i.e., San Joaquin County, SJCOG, Caltrans, San Joaquin Regional Transit District, the Altamont Commuter Express, and Amtrak) to maintain a multimodal transportation system that is well-integrated and interconnected in terms of service, scheduling, and capacity, and that effectively accommodates planned land uses and related transportation needs, and that promotes the safe movement of people and goods and the efficient use of limited public resources.”

TC-1.3 Multi-Modal Network “The City shall work with its transportation partners to create and maintain a transportation system as a multi-modal network design to effectively accommodate planned land uses and related transportation needs.”

TC-1.9 Demand Reduction and Capacity Expansion “Strategies to reduce vehicle demand on City roadways shall be given consideration in conjunction with planned vehicle capacity expansion projects where they are demonstrated to achieve the same or similar outcome. The City shall plan and consider financial assistance for Bus Rapid Transit and other non-auto related circulation systems as a way to address peak hour congestion within the City. The City shall ensure that all planed arterial and regional road capacity projects (including lane widening) are justified based on environmental documentation in compliance with CEQA and cost efficiency.”




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TC-3.9 Programs for Smart Growth/Transit-Oriented-Development “To facilitate development of transit-oriented development projects, the City shall support and capitalize on existing and proposed “smart growth” or transit-oriented development (TOD) programs, which award funds for transportation projects to local jurisdictions that approve building permits for compact housing and mixed use development near transit.”

The Transportation and Circulation Chapter of the General Plan includes a section that is dedicated to Public Transit, and provides supporting language for BRT. Unfortunately, the General Plan has an outdated and underdeveloped explanation of BRT classifications. RTD will work with City staff to update the classifications to align with RTD’s vision and identify dedicated right of way along transportation corridors that have the greatest demand and potential for enhanced transit services. The General Plan identifies the following policy statements regarding BRT development:

TC-4.7 Transit Right-of-Way Plans “The City shall, where feasible, preserve additional right-of-way (ROW) for transit uses when mapping adjacent development areas, designing new roadways, and improvements for existing roadways.”

TC-4.8 Bus Rapid Transit “The City shall support efforts to develop bus rapid transit (BRT) within and beyond Stockton.”

TC-4.12 Light Rail “It appears that the creation of a light rail system is not feasible in the short- to middle-term of this General Plan, because there is not enough density in the City to support such as system. However, implementation of a BRT system should be designated to protect future right of way for a light rail, and plans for the transition of BRT corridors to light rail in terms of right-of-way reservation, shall be investigated.”

The City of Stockton is also seeking to expand facilities for bicycle and pedestrian access and right-of-way. It will be important for RTD to present multi-modal options to the City as we develop and enhance BRT corridors throughout the City. The General Plan provides the following policy guidance for bicycle and pedestrian development:

TC-5.6 Right-of-Way Dedications “The City shall ensure dedication of adequate right-of-way for bicycle use in the development of new arterial and collector streets, and where feasible, in street improvement projects.”

Based on these policies, RTD should present BRT expansion projects that will incorporate a multi-modal approach to dedicated right-of-way along identified transportation corridors while meeting the aforementioned BRT Standard for Bronze level designation throughout the City.




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8.4 BRT Right-of-Way Design Alternatives The American Public Transportation Association (APTA) has many resources available to public agencies to review running way design alternatives for dedicated right-of-way for bus operations, including BRT. In 2010, the APTA Standards Development Program released a “Recommended Practice” paper called: Designing Bus Rapid Transit Running Ways. This paper provides design alternatives for BRT right-of-way including median busways, bus lanes, mixed-use lanes, and queue jump lanes. The paper also provides detailed design considerations for geometry, cross section design, pavement structure, and various traffic control measures. The following bus running way design alternatives should be considered to improve BRT corridors operated by RTD:

Median Busways Median Busways are dedicated bus lanes in the median area of a corridor sometimes shared with high occupancy vehicles (HOV) or separated from mixed traffic completely, with a barrier such as a curb. These running ways must have dedicated intersection improvements in order to allow for movement with mixed traffic, including pedestrian traffic.

Figure 8.3 and 8.4 – Two-Way Median Busway




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Source: APTA RP-BRT-003-10

Bus Lanes Typically located on the outside of the mixed traffic lanes, a Bus Lane is a marked lane for bus and HOV use, and is typically only separated by paint striping or pavement treatments, allowing for mixed-use traffic to turn into property encroachments. This design alternative does not require specific traffic intersection treatments; however, they are highly recommended to improve productivity. In some areas, this is type of improvement is called a business access and transit (BAT) lane.




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Figure 8.5 – Concurrent Flow Curbside Bus Lanes on a Two-Way Street

Source: APTA RP-BRT-003-10

Mixed-Use and Queue Jump Lanes Mixed-Use Lanes are used by both bus traffic, bicycles, and single occupant vehicle traffic. Transit specific intersection improvements, such as queue jump lanes are considered by APTA to be mixed-use lanes, and they do provide a benefit to operational productivity. Improved productivity can be accomplished with adding auxiliary lanes, signage, and updated signals. Note that APTA and the FTA do not consider Mixed-Use Lanes as running ways, which result in a lower score when implementing the BRT Standard. The following are examples of Mixed-Use lanes that can be implemented for BRT services along identified corridors.




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Figure 8.6 – Queue Jump Lane Concepts and Applications

Source: TCRP, Transit Capacity and Quality of Service Manual, 2nd Edition




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The following table outlines existing intersections where existing BRT services could immediately take advantage of queue jump lanes.

Table 8.1 – Intersections for Immediate Queue Jump Lane Consideration Route Intersection Potential Direction Route 40 Pacific Avenue and Yokuts Avenue Far-Side Concept Northbound Route 40 Pacific Avenue and Yokuts Avenue Near-Side Concept Southbound Route 40 Pacific Avenue and March Lane Far-Side Concept Northbound Route 40 Pacific Avenue and March Lane Far-Side Concept Southbound Route 40 Pacific Avenue and Benjamin Holt Drive Far-Side Concept Northbound Route 40 Pacific Avenue and Benjamin Holt Drive Far-Side Concept Southbound Route 43 Hammer Lane and Thornton Road Far-Side Concept Eastbound Route 43 Hammer Lane and El Dorado Street Far-Side Concept Eastbound Route 43 Hammer Lane and El Dorado Street Far-Side Concept Westbound Route 43 Hammer Lane and West Lane Near-Side Concept Eastbound Route 43 Hammer Lane and West Lane Far-Side Concept Westbound - Note: Route 44 (Metro Express Airport Corridor) does not provide intersection design characteristics that easily allow for immediate queue jump lane construction.

8.5 BRT Success in Stockton In March 2006, RTD observed 26,367 passenger trips on Routes 6, 10, and 16 along the Pacific Avenue Corridor. With the implementation of Metro Express Pacific Corridor (Route 40) in January 2007, the BRT ridership in this corridor in March 2007 jumped to 40,041 passenger trips, a 51% increase in ridership. By March 2010, Route 40 ridership had grown to 55,320 trips, a 110% increase from 2006 levels in just four years.

In February 2011, RTD launched Metro Express Airport Way Corridor (Route 44). BRT ridership took another jump, with the combined services providing 94,949 passenger trips in March 2011. In February 2012, RTD observed 107,991 BRT trips for Routes 40 and 44 combined.

In July 2012, RTD launched the Metro Express Hammer Lane Corridor (Route 43). The ridership impact was immediate. Route 73 along Hammer Lane provided 7,706 trips in March 2012 (pre-BRT). In March 2013 RTD provided 41,334 trips along Hammer Lane with Route 43 (a 436% increase), and 173,907 passenger trips between all three Metro Express routes. The three BRT routes combined now comprise more than 45% of RTD’s overall ridership.

It is clear that RTD’s BRT service, the Metro Express, is successful. The impacts of that success can only be enhanced with more developed BRT service improvements and dedicated right-of-way.



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CHAPTER 9 - FUTURE ACTION STRATEGIES

9.1 Proposed Action Strategies RTD’s plans are guided by its Mission and Vision statements. As stated in Chapter One:

“Our primary mission is to provide a safe, reliable, and efficient transportation system for the region.”

“Our vision is to become the transportation service of choice for the residents we serve.”

The proposed actions for the planning period, from FY 14 through FY 18, are in accordance with RTD’s Mission and Vision and reflect RTD’s Core Values and Goals. RTD’s core values represent all staff, not only as an organization, but as people serving a community; these values influence day-to-day staff activities, and help RTD staff make the right decisions for the region. The following are RTD’s Core Value Statements:

Customer Service “We serve our customers well because we are empowered by the strength, contributions, and dedication of our employees. We treat each other, our customers, and our community with respect, integrity, and loyalty.”

Safety “We commit to creating a safe and responsible environment for our employees, our customers, and our community.”

Positive Work Environment “We promote a positive work environment by supporting each other through effective communication, teamwork, and appreciation for our diverse abilities and contributions.”

Sustainability “We commit to a sustainable business model that includes environmental and fiscal responsibility, business continuity, and succession planning.”

In addition, each year, RTD’s strategic plan identifies specific Goals in the areas of employee development, customer service, financial health, operations excellence, and continuous improvement. Each Goal has a set of specific Initiatives, which outline how RTD will achieve and measure these Goals throughout the year. Appendix H provides a copy of RTD’s Fiscal Year 2014 Strategic Plan that outlines the Goals and Initiatives for the fiscal year.

Chapter 9 - Future Action Strategies



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Annually, RTD’s Executive staff and managers review the Goals and Initiatives from the previous fiscal year and outline the new Goals and Initiatives for the coming fiscal year. These Goals and Initiatives are based on many influences including the general direction provided by the Board of Directors, plans and reports prepared by RTD staff (including the active Short Range Transit Plan), and RTD’s projects and priorities for the year.

9.2 Concurrent Policy Directives: The SRTP, Other Plans, and the Public RTD’s strategic plan, core values, goals, and initiatives described in this SRTP are consistent with and outlined within other regional transportation plans. Together, these regional plans provide direction towards accomplishing a more efficient transportation system that is accessible and offers local and regional mobility.

San Joaquin County Coordinated Transportation Plan The San Joaquin County Coordinated Transportation Plan (CTP) was completed in 2007 and updated in 2012. RTD is the lead agency responsible for the development of the CTP and worked closely with the SJCOG in coordinating with local service agencies to document the plan. The comprehensive analysis presented in the plan now serves as a model for other agencies developing similar plans.

The CTP is a locally developed coordinated transportation plan that identifies the transportation needs of individuals with disabilities, older adults, and the low-income population. The CTP was included as a coordination provision in the former transportation bill, Safe, Accountable, Flexible, Efficient Transportation Equity Act: A Legacy for Users (SAFETEA-LU), PL 109-059 and maintained within the current transportation bill, MAP-21. This provision requires that the development of the CTP must have the input and cooperation of transit agencies, social service agencies, community agencies, and the public. The plan provides strategies for meeting the collectively determined local needs, and prioritizes transportation services for funding and implementation.

A CTP identifies resources needed to supply transportation services efficiently and without redundancy in trips. With this SRTP and the CTP, RTD has a more comprehensive understanding of the transportation needs of the community. As a result, RTD will continue to develop strategies to enhance the transportation network and improve transit services.

Consolidated Transportation Services Agency The Consolidated Transportation Services Agency (CTSA) is commonly charged with the coordination of regional services and improvement of social service transportation programs and in preparing plans that identify the best practices for implementation and operation. RTD will continue to lobby and promote the benefits of this effort to the SJCOG and continue our




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request to be designated as the CTSA for San Joaquin County. As the regional transit provider, RTD will continue to manage the different social service transportation modes available.

In addition, RTD is actively working collaboratively with both public and private entities in providing benefits that will enhance transportation options for residents of San Joaquin County. Recent coordination partnerships have improved transportation services for the clients of United Cerebral Palsy. Additional partnerships can provide many benefits including:

- Reducing overlapping services - Increasing accessibility for the social service clients - Identifying public-private partnership opportunities - Closing gaps in service availability - Leveraging State and Federal funds - Centralizing information, resources, and dispatch services

Smart Growth and Transit Oriented Development Principles In 2012, the SJCOG adopted the Regional Smart Growth/Transit Oriented Development Plan for San Joaquin County (Smart Growth/TOD Plan). The Smart Growth/TOD Plan provides key background information and guidance that serves as a context for smart growth development in San Joaquin County. This plan was drafted with the coordination of member jurisdictions, community members, elected officials, and decision makers. The plan supports RTD’s SRTP, BRT Master Plan, and BRT forecasting by providing detailed opportunities for infill development and Transit Oriented Development. As RTD expands BRT service into other corridors, RTD will identify opportunities to incorporate the Smart Growth planning principles identified in the plan to identify opportunities for public-private partnerships and leverage funding to improve its community. The Smart Growth principles are planning guidelines which promote compact, transit-oriented, walkable, bicycle-friendly land use to strengthen existing communities with access to goods, housing, jobs and recreational areas. Features of Smart Growth development also include open public spaces, infill development, and mixed-use development. Smart Growth objectives include climate protection, environmental protection, and public health by supporting projects that reduce emissions and pollution.

RTD currently practices Smart Growth principles by providing BRT services connecting downtown Stockton with central Stockton, south Stockton, and the Hammer Lane corridor. This provides frequent service in dense areas of the City, including downtown and midtown, and the Hammer Lane commercial area. This more convenient service encourages transit use and supports incentives for multi-use development in downtown Stockton. RTD will explore additional BRT services along similar corridors including West Lane, March Lane, and the Martin Luther King Boulevard in south Stockton.




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RTD will continue to explore services in areas supporting Smart Growth development. Through a comparative analysis with local General Plans, regional projects and plans, and increased collaboration with local agencies, RTD will explore opportunities where transportation services can support walkable communities and enhance the community’s identity, access to points of interest, and mobility.

Public Participation Policy Public participation is essential to provide transportation services that address the transit needs of the community. To foster public participation during major or significant service changes, RTD holds public meetings in various areas of the County including Stockton, Lodi, Manteca, Ripon, and Tracy. RTD also holds Unmet Transit Needs public hearings annually throughout the County in cooperation with SJCOG and the neighboring jurisdictions.

RTD welcomes public participation and comment during its monthly Board of Directors meetings. Public participation helps RTD establish goals and action policies that will benefit the community.

Title VI and Environmental Justice RTD will prepare and make publicly available updates on services in accordance with Title VI of the Civil Rights Act of 1964 and Environmental Justice policies of the FTA as outlined in MAP-21. In 2011, RTD provided an updated Title VI Report to the FTA which was subsequently approved. A copy of the Title VI report is available in the DTC upon request and accessible on RTD’s website. Included in the report is an outline of RTD’s Limited English Proficiency (LEP) plan that is based on the Department of Transportation (DOT) LEP Guidance, a copy of the agency procedures for tracking and investigating Title VI complaints, a list of any Title VI investigations, complaints, or lawsuits, and a copy of RTD’s public notice of compliance with Title VI.

In addition to adhering to Title VI, RTD internally conducts Environmental Justice reviews and reporting for service and fare changes as they are warranted by the FTA. The guidance for these reports have changed with the recent adoption of MAP-21, and as of the writing of this report, RTD has not yet had a service change that has warranted an Environmental Justice report as defined within FTA guidance. When service changes warrant an Environmental Justice report, RTD will prepare an Environmental Justice report according to the Federal guidance.

9.3 Board Directives This section identifies policy directives, or guidelines for implementing the future service improvements and programs while maintaining fiscal discretion. The goals for the section are




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to guide the Board and Executive staff in making results-oriented decisions that focus on our core values:

- Customer Service - Safety - Positive Work Environment - Sustainability

The following directives will lead RTD staff towards accomplishing these goals:

In order to support employee development RTD will . . .

- create an employee culture obsessed with safety and wellness - promote open communication throughout the organization - ensure appropriate employee behavior and conduct - communicate with accuracy, quality and consistency - provide educational opportunities for employees within the organization - use recruit and retain quality employees - expand and monitor effective performance measures - ensure consistent corporate identity and message

In order to provide exceptional customer service RTD will . . .

- improve the effectiveness and productivity of transit services - provide a positive riding experience for its customers - improve mobility and service accessibility by planning for and providing improved access

at bus stop facilities - monitor customer satisfaction by regularly collecting surveys - maintain internal connectivity by planning pulse connections at key transfer locations

including BRT stops - increase quantity and quality of passenger amenities - operate, maintain, and improve RTD facilities and vehicles - promote safety and security - enhance public access to information - improve its visibility and recognition in the transit industry

In order to maintain financial health RTD will . . .

- judiciously pursue all available revenue resources to provide multiple funding alternatives

- maintain effective financial records and pass annual audits with no significant findings




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- conduct adequate planning for each new project prior to adoption - identify, program, and fully fund each new project prior to adoption - mitigate risks to reduce costs and losses

In order to maintain operational excellence RTD will . . .

- plan service to meet future demand based on population growth - maintain service equity when changing service - ensure sufficient level and quality of service throughout San Joaquin County - fill service gaps in areas that are especially transit dependent - promote activities provide outreach, education, and training to attract new riders - support the County’s efforts to accommodate Smart Growth practices in new

development - promote transit-oriented development

In order to promote community relations RTD will . . .

- meet Title VI and Environmental Justice requirements in the planning and implementation of all transportation services provided within San Joaquin County

- include the public and stakeholders in the decision making process for service planning - involve stakeholders early in the planning stages for new projects - coordinate services with other transportation agencies to improve regional mobility - support other agencies in providing improved services in San Joaquin County - use new ways to enhance public access to information

In order to reflect continuous improvement RTD will . . .

- meet and exceed current and anticipated air quality emissions standards - pursue opportunities to demonstrate and promote environmental responsibility - conduct environmental review for future projects and facilities - minimize its environmental footprint by providing green energy solutions and pursuing

energy efficiency for its facilities - identify and implement emerging technologies to improve services - seek innovative ways to operate and market our service - implement innovative projects that display an advantage or benefit to existing and

future services - promote multi-modal travel options for San Joaquin County - identify and implement future Intelligent Transportation Systems elements and

enhancements



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APPENDIX A – SMA ROUTE MAPS



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APPENDIX B – RTD BENCH AND SHELTER INVENTORY



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APPENDIX C – FTA FACT SHEETS



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APPENDIX D – FY 2014 FARE STRUCTURE



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APPENDIX E – LONG TERM OPERATING AND CAPITAL FORECAST



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APPENDIX F – BUS FLEET INVENTORY



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APPENDIX G – BUS AND SERVICE VECHICLE REPLACEMENT SCHEDULE



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APPENDIX H – FY 2014 STRATEGIC PLAN

short range transit plan 2014-2018 - rtd...

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