HomeMy WebLinkAboutStaff Report 5.B 01/28/2008 Part 130
CITY OF PETALUMA, CALIFORNIA
AGENDA BILL
January 28, 2008
Agenda Title:
Meeting Date:
Resolution Approving the 2007-2018 Short Range Transit Plan for Petaluma
January 28, 2008
Meeting Time: ® 3:00 PM
❑ 7:00 PM
Categorv: ❑ Presentation ❑ Consent Calendar ❑ Public Hearing ❑ Unfinished Business ® New Business
Department:
Director:
Contact Person:
Phone Number:
Public Works
Vinnt Marengo
(/� /14
John Siragusa
778-4421
Cost of Proposal: $74,720
Account Number: 3397 /3398
Amount Budgeted: $74,720
Name of Fund:
Transit FTA Section 5803,
Planning
Attachments to Agenda Packet Item:
1. Resolution Approving the 2007-2018 Short Range Transit Plan for Petaluma
2. Petaluma 2007-2018 Short Range Transit Plan
Summary Statement:
Consultants Moore and Associates have submitted the final draft of Petaluma's Short Range Transit Plan (SRTP).
The SRTP covers the Petaluma fixed -route and complementary paratransit services, and updates the previous
plan, which was adopted by the City Council in May 2006. This Plan meets MTC's requirements as they apply to
the City, and has been presented to the Transit Advisory Committee. Primary components include the following:
• An overview of the current Petaluma Transit system.
• An analysis of performance with regard to the system's goods, objectives and performance standards.
• Service and system evaluation of fixed -route and paratransit service.
• Update of a 10 -year Operation Plan and Budget.
• Update of a 10 -year Capital Improvement Program.
Recommended City Council Action/Suggested Motion:
City Council to approve the 2007-2018 Short Range Transit Plan for Petaluma.
R vi wed b Admm. vcs. Dir:
ReCity Attorney:
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Approve b Ci Manager:
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Date: /l�l��
Date:
Date.
Rev. #
Date Last Revised:
File: S:\Transit & Transportation\CC Agenda Bills\Short Range
Transit Plan\2007-2018 Full SRTP\Agenda Bill Full Short Range
Transit Plan 2007-2018.doe
CITY OF PETALUMA, CALIFORNIA
JANUARY 28, 2008
AGENDA REPORT
FOR
RESOLUTION APPROVING THE 2007-2018 SHORT RANGE TRANSIT PLAN FOR
PETALUMA
1. EXECUTIVE SUMMARY:
Consultants Moore and Associates have submitted the final draft of Petaluma's Short
Range Transit Plan (SRTP).
The SRTP covers the Petaluma fixed -route and complementary paratransit services, and
updates the previous plan, which was adopted by the City Council in May 2006. This
Plan meets MTC's requirements as they apply to the City, and has been presented to the
Transit Advisory Committee. Primary components include the following:
• An overview of the current Petaluma Transit system.
• An analysis of performance with regard to the system's goods, objectives and
performance standards.
• Service and system evaluation of fixed -route and paratransit service.
• Update of a 10 -year Operation Plan and Budget.
• Update of a 10 -year Capital Improvement Program.
2. BACKGROUND:
The document focuses on two items, cited in the SRTP, that should be noted: a)
implementation of recommendations for fixed -route and transit systems, and b) the
paratransit recommendations, which have been updated and continue to be monitored.
Let it also be noted, that this document has been reviewed three times in front of the
Transit Advisory committee. MTC does not require any public outreach for approval;
however, staff and the TAC went above the requirements to ensure the public had the
opportunity to weigh in on the process.
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Transit Plan Reso 2007-2018.doc
a. Implementation of recommendations for the City's fixed -route and paratransit systems
The fixed -route recommendations are:
o Increase service frequency on East 1Vashingtorn Boulevard corridor to 10 -minute
intervals.
We have three routes departing on 4th and C for the Eastside: Four buses depart at
35 minutes after the hour, one departs on the hour, and one departs 10 minutes
after the hour, providing three different time points for passengers to travel east
and west across town. However, one of the buses that departs at 35 minutes after
the hour travels through the western neighborhoods before proceeding across
town. Our routes currently are lined up with students using our services and
several disabled adult groups, whose work schedules require bus service twice per
day. Staff is currently undergoing a full route analysis and will bring back further
recommendations to the Transit Advisory Committee. This analysis is not
necessary to complete the SRTP. Additionally, staff will have the opportunity in
two years to update this plan through the "Mini" SRTP process.
o Increase connectivity to regional services.
City staff has been working with the regional providers on this topic.
0 Extend evening service hours for both fixed -route andparatransit service.
Staff is working on a plan to extend the hours of service in March of 2008;
however, this will all depend on securing federal operating funds. Staff is
currently in the process of working with MTC and the FTA on this issue.
0 Eliminate the flag stop policy.
Flag stops are a hallmark of our passenger -friendly system, which accommodates
elderly and students alike who travel hilly Westside neighborhoods, where
passenger stops are sometimes spaced unevenly. For the small percentage of
boardings and alightings that take place, the perception, especially among the
elderly and disabled, is that the transit system is willing to make an extra effort,
which is very positive. Staff does agree with converting flag stops with high -
boarding activity into the schedule.
0 Develop criteria far establishing and deleting stops.
City transit staff agrees with this recommendation and is currently working with
our GIS department to map all stops and to identify upgrades and preventive
maintenance processes.
0 Inzplenzent planned fare increase.
Staff and the Transit Advisory Committee agree with this recommendation.
However, in light of our loss of ridership over the past seven years, staff is not
recommending any increase until the Fall of 2008.
b. The paratransit recommendations have been updated and continue to be monitored, as
well as performance monitoring procedures for fixed route operations
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Transit Plan Reso 2007-2018.doe
3. ALTERNATIVES:
a. Modify the 2007-2018 Petaluma Short Range Transit Plan.
b. Reject the 2007-2018 Petaluma Short Range Transit Plan. This alternative may put
funding from MTC in jeopardy.
4. FINANCIAL IMPACTS:
Petaluma's transit system is funded by TDA, STA, Measure M and farebox revenue.
5. CONCLUSION:
Accept recommendations and implement the Plan as funding allows.
6. OUTCOMES OR PERFORMANCE MEASUREMENTS THAT WILL IDENTIFY SUCCESS OR
COMPLETION:
Increase in ridership and confidence in the City's transit system.
RECOMMENDATION:
Approve the 2007-2018 Short Range Transit Plan for Petaluma.
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Transit Plan Reso 2007-2018.doc
ATTACHMENT 1
RESOLUTION
APPROVING THE 2007-2018 SHORT RANGE TRANSIT PLAN FOR PETALUMA
WHEREAS, Moore and Associates was hired to update the City of Petaluma 2005-2018
Short Range Transit Plan (SRTP); and
WHEREAS, the Metropolitan Transportation Commission supported the study and
provided funding for the project; and
WHEREAS, MTC requires an update to the SRTP every five years in the form of a Full
WHEREAS, Moore and Associates has prepared a Short Range Transit Plan.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of
Petaluma accepts the findings of the 2007-2018 Short Range Transit Plan for Petaluma and
approves the updated plan.
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Transit Plan Reso 2007-2018.doc
SHORT RANGE TRANSIT PLAN
ren"willyamr
JANUARY 2008
1 j associates
City of Petaluma
Short Range Transit Plan
FY 2007/08 — 2017/18
Petaluma Transit
Revised July 2007
Federal transportation statutes require the Metropolitan Transportation Commission
(MTC), in partnership with state and local agencies, develop and periodically update a
long-range Regional Transportation Plan (RTP), and a Transportation Improvement Plan
(TIP) which implements the RTP by programming federal funds to transportation projects
contained in the RTP. In order to effectively execute these planning and programming
responsibilities, MTC requires each transit operator in its region which receives federal
funding through the TIP, prepare, adopt, and submit to MTC a Short Range Transit Plan
(SRTP).
The preparation of this SRTP has been funded in part by a grant from the United States
Department of Transportation (USDOT), through Section 5303 of the Federal Transit Act.
The contents of this SRTP reflect the views of the consultant, and are not necessarily those
of USDOT, the Federal Transit Administration, or MTC.
MOORE & ASSOCIAT
MOORE & ASS(
1. OVERVIEW
DEMAND ASSESSMENT
[001]
[008]
2. GOALS, OBJECTIVES, 8, STANDARDS [021]
3. SERVICE & SYST E&A EVALUATION [027]
RIDE CHECK ANALYSIS [027]
01,1113041RD SURVEY ANALYSIS [060]
A
A OTE" RTS
F C
COMMUNITY SURVEY ANALYSIS [075]
SERVICE EVALUATION [092]
PEER, REVIEW [110]
4. OPERATIONS PLAN AND BUDGET [126]
A
5. CAPITAL IMPROVEMENT PROGRAM [153]
MOORE & ASS(
Page Int--nflona...'illy Blonk
MOORE & ASSOC
CHAPTER I -OVERVIEW
Located in southern Sonoma County, Petaluma lies approximately 39 miles north
of the Golden Gate Bridge. California Highway 101 and Washington Street,
divide the community into quadrants. For example, the segment east of CA
Highway 101 and south of Washington Street is referred to as the southeast sector
of the city.
Petaluma has become increasingly attractive as a bedroom community for persons
employed either within the San Francisco Bay Area, Santa Rosa, or neighboring
Napa, Marin or Solana counties. Petaluma's population has more than doubled
across the past two decades, with Census 2000 reporting 54,548* residents. The
California Department of Finance forecasts the city's population will grow to
63,500 by 2020.
Incorporated in 1858, the city includes 14 squares miles of land area. Overall
density is 3,950 persons/square mile. The City maintains a proactive
development review process, resulting in ❑ balanced mix of residential and
commercial development. The Petaluma River is at the heart of the community. A
historic downtown flanks the river and contributes to the community's authentic
Victorian charm. To the east lie Petaluma's newer neighborhoods and retail
centers. Surrounding the city, dairy ranches and agricultural -related land provide
significant open space areas.
Historically, Petaluma's economy was poultry -based. Today, most of the small,
independently -owned farms have been merged into few, larger producers.
Petaluma's core industries include poultry, dairy, telecommunications, and
tourism. There is also a growing film industry.
' Number taken directly from US Census Bureau Quick -facts web pale
MOORE & ASSI
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Governance
Petaluma is a charter city with a council-manager form of government. The city
council is composed of seven members, one of whom functions as mayor and one
as vice -mayor. The mayor is directly elected during municipal elections held on
even years. Council members are elected at -large for a four-year term, and serve
on a city-wide basis. Terms overlap, resulting in at least three seats being open for
election every two years.
Organizational Structure
The City's public transit program, marketed as Petaluma Transit, features a single
full-time employee, the City's Transportation Manager (See Exhibit 1-1). The
Transportation Manager is responsible for oversight, day-to-day program
administration, and grants. Traditionally, the City has relied on the assistance of
outside consultants with respect to service planning, marketing, and compliance
activities.
Exhibit 1-1 Transit Services Organizational Chart
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At the time of this study, consideration was being given to the hiring of a part-time
Transit Analyst to assist with overall program activities. Further, given the evolving
transportation needs of the Petaluma community, we recommend and, the City
has approved modifying the Transit Manager's overall focus to one of a Mobility
Manager role. The new role, "Transportation Manager' was created in
September 2007
The operations, maintenance, and first-line program administration of Petaluma
Transit is provided through multi-year engagements with one of two service
contractors: MV Transportation for the fixed -route service and Petaluma People
Services Center for the paratransit service. Each vendor assigns a full-time
manager to its respective program, both of whom are domiciled at the City's
Public Works facility at 555 North McDowell Boulevard.
Transit vehicle maintenance, washing, and fueling are also performed at the
North McDowell facility. With the recent delivery of new, larger transit buses, we
believe this facility will need to be either upgraded significantly or a new transit -
dedicated site will need to be developed. City staff has conducted an appraisal of
this site and will be making recommendations in the next twelve months on what
specific improvements need to made or, the sale of the property along with a
relocation plan. Funds to make these types of improvements may come from
several sources, FTA capital, TDA or Federal ear -marks.
Contracts with MV Transportation and PPSC run through December 31, 2009 and
June 30, 2009, respectively.
Operations and financial reports are submitted by the respective contractor on a
monthly basis. An obvious benefit of this co -location at the North McDowell
facility is streamlined communications. Based on our on-site observation of
program management, we conclude the City's Transportation Manager embraces
an active role in program oversight, and interacts with contractor staff on a daily
basis.
MOORE & AS!
The Petaluma Transit fleet is comprised of both City -owned and contractor -owned
vehicles (See Exhibit 5-1).
Petaluma Transit
Fixed-P.oute Service
The City initiated fixed -route service in 1976. Today, Petaluma Transit
provides schedule service along five separate alignments using a fleet of
Year 2007 Gillig 35 -foot, low -floor transit coaches. All routes operate on
a 60 -minute headway. Service is provided from approximately 6:30 a.m.
to 6:00 p.m., Monday through Friday; and from 10:00 a.m. to 4:30 p.m.
on Saturday.
Paratronsit Service
The City's poratransit service was initiated in 1982. It functions as the ADA
complementary component of the overall public transit network. As such,
its operating schedule mirrors the fixed -route service.
The service is open to ADA -certified patrons and general paratransit-
eligible persons in Petaluma. The program is a reservation -based, shared -
ride service. The program utilizes six vehicles: two provided by PPSC and
four provided by the City.
Other Transit Services
Sonoma County Transit and Golden Gate Transit also provide transit
service within Petaluma. Sonoma County Transit, the countywide public
transit service, provides service along three distinct alignments within
Petaluma: Lines 40, 44, and 48. Service is provided in Petaluma from
5:30 a.m. to 10:00 p.m. on weekdays, and from 7:00 a.m. to 7:30 p.m.
on weekends.
Due to the limited road network linking east and west Petaluma, there is
some duplication of service between Petaluma Transit and Sonoma County
MOORE $ ASSOCIE
Transit. One positive aspect arising from this is the number of co -terminal
service points allowing inter -service transfers.
Golden Gate Transit is'a regional transit service linking Petaluma with San
Francisco and Santa Rosa. GGT operates five distinct alignments within
Petaluma: Lines 73, 74, 75, 76, and 80. While operating times vary by
route, GGT service is available on at least one route seven days a week,
twenty-two hours a day. Similar to Sonoma County Transit, connections
with Petaluma Transit can be made at several co -terminal locations
throughout the community.
In November 2007, the City dedicated the Transit Mall located at East
Washington and Copeland Streets. The new Transit Mall is intended to be
the public transportation focal point of the community, featuring cross -
platform connections between Petaluma Transit, Sonoma County Transit,
and Golden Gate Transit. Adjacent to the Transit Mall is a right-of-way
owned by Sonoma Marin Area Rail Transit (SMART). Long-term regional
transportation plans include possible provision of scheduled rail service
along this corridor.
Existing Facilities
In partnership with the County of Sonoma, the City undertook the design and
development of a new Transit Mall within Petaluma. With its opening in November
2007, the Transit Mall will be located on Copeland Street, between East
Washington and East D Streets. The Mall will replace the historic on -street transfer
site located at Fourth and C Streets.
The Transit Mall will serve as a regional transfer facility for Petaluma Transit,
Sonoma County Transit, Golden Gate Transit, and Amtrak feeder bus service.
(Note: the current Amtrak and Airporter location is the fair grounds. The future of
the fairgrounds may force the relocation of these services to the Transit Mall). In
addition to public transit, the facility will include private taxis and regional
airporter service, and will feature bicycle lockers and racks.
MOORE & ASSO(
Fare structure
Petaluma Transit's adult passes fare for its fixed -route service is one dollar. Up to
two children (under the age of five) may ride free with each fare -paying adult.
Seniors (age 65 and above) and persons with disabilities ride at a reduced rate of
fifty cents. Petaluma Transit also offers a 10 -ride transit pass, although there is no
monetary savings afforded.
One aspect of Petaluma Transit's marketing efforts is a monthly pass offering
unlimited rides (within the month of issuance) priced at thirty dollars. A student
monthly pass is available for twenty-five dollars and a senior/disabled version at
fifteen dollars. Passes may be purchased at:
• Finance Department in City Hall,
• Lucchesi Community Center, or
• Via mail using transit pass envelopes available onboard the vehicles.
Note: City staff is currently working on an internet purchase option
While use of monthly pass often dilutes a program's average fare indicator, we
believe this concern is offset by increased patron loyalty as well as overall
convenience.
Intra -service transfers are free with paid fare. These transfers are valid only at four
transfer points:
• Ellis and East Washington Streets,
• Petaluma Plaza North Shopping Center,
• 4th and C Streets, and
• Washington Square Shopping Center.
Transfers provided by other transit systems within Sonoma County connecting with
Petaluma transit are worth one dollar on both Golden Gate Transit and Sonoma County
Transit.
MOORE & ASSOCI?
The City's paratransit service features a single fare of two dollars (reflective of ADA
policy).
Pass
MOORE &
Exhibit 1-2 Fare Structure
DEMAND ASSESSMENT
Of the 466,891 residents in Sonoma County, 11.7 percent live in Petaluma.
Between 1990 and 2000, the City's population increased approximately 26.3
percent. The growth rate is now forecast at one percent/annum.
The greatest population concentrations are located in northern and eastern
Petaluma. We believe this can be attributed to the availability of housing units, as
well as proximity to schools, shopping centers and healthcare facilities.
While Petaluma has seen an increase in the number of residents 65 years and
older, the increase for those 85 years and older has been even greater. We
believe this trend will continue bringing with it increased demand for public transit
service.
MOORE & ASSOC
Exhibit 1-3 Population Change
Exhibit 1-4 Population Distribution
City of Petaluma
Total Population
by Cencuo Block Group
= n- Ilion
m mm - 3000
3001-3000
31101-4000
4001 or more
Ride -Dependent Population
Typically, a community's ride -dependent population is composed of youth,
seniors, persons with disabilities, persons living at or below the federal poverty
level, and those locking access to a personal vehicle.
Utilizing ESRI ArcView 9.2 Geographic Information Systems (GIS) software, Moore
& Associates created a series of demographic illustrations by linking demographic
data gathered through the 2000 federal census. In doing so, we have identified
zones within the Petaluma Transit service area reflecting significant concentrations
of ride -dependent persons.
MOORE & AS
Youth Population
For the purposes of this study, youth is defined as individuals under 18 years of
age. In 2000, the number of youth in Petaluma was equal to 26.4 percent of the
city's population. School-age youth are a core customer component of most
transit programs as they reflect a high degree of ride -dependency (i.e., lack a
driver's license and/or access to a personal vehicle). Given the concentration of
youth population combined with the location of schools, public transit as a home -
to -school travel alternative is important. In conducting our surveys of current
transit riders, we conclude school is a popular travel motivator.
The highest concentration of youth resides in the southeastern quadrant. This is
logical given the concentration of single-family dwellings located therein, as well
as the supporting infrastructure (i.e., schools). Santa Rosa Junior College is on
Sonoma Mountain Parkway. Two high schools, Sonoma Mountain Continuation
High School* and Casa Grande High School, are located on Casa Grande Road,
wile Kenilworth Junior High School is on Riesling Road. Three of the 14
elementary schools in Petaluma are in the southeastern area: McDowell on South
McDowell Boulevard, La Tercera on Albin Way, and Miwok on Saint Francis Drive.
Other secondary schools in Petaluma include San Antonio High School on Vallejo
Street, Petaluma High School on Fair Street, Carpe Diem High School on Fair
Street, Saint Vincent's High School on Keokuk Street, and Petaluma Junior High
School on Bantam Way.
*For more information go to: http:H/ .sonomamountainhigh.org/
MOORE & ASSO(
Exhibit 1-5 Youth Population Distribution
City of Petaluma
Youth Population
by Census Block Group
00.100
101 -200
201 - 300
301-400
401 or rram
MOORE & ASE
Elderly Population
For purposes of this study, elderly population is defined as individuals over the age of
65. In 2000, the number of elderly in Petaluma was equal to 11 percent of the city's
population.
Our analysis revealed significant concentrations of seniors residing within the northern
and southeastern portions of the city. A high senior concentration may correlate with
the nearby medical facilities. Kaiser Permanente Medical Center is located at the
intersection of Lakeville Highway and Pine View Way and the Petaluma Valley Hospital
is at the intersection of Professional Drive and North McDowell Boulevard.
Another section of the city, near downtown Petaluma, has a high concentration of
seniors. This may be attributed to the area's healthcare facilities such as Evergreen
Health and Rehabilitation Center 300 Douglass Street, and Oaks Alzheimer's. and
Dementia Clinic, 450 Hayes Lane.
The large senior population in this area may also correlate with the concentration of
assisted living centers in northeastern Petaluma. In addition, senior activity centers
such as the Petaluma's Senior Center and Senior Cof6 on Novak Drive are located in
this portion of the city.
Petaluma Ecumenical Properties (PEP) provides low-income senior housing at the
following locations:
• 700 Daniel Drive
• 231 Wilson Street
• 1275 Lindberg Lane
• 306 Mountain View
• 210 Douglas Street
MOORE & ASS(
1400 Caufield Lane
739 South McDowell Blvd.
1405 Caufield Lane
575 Vallejo Street
579 Vallejo Street
167 Edith Street
Exhibit 1-6 Senior Population Distribution
MOORE &
Persons with Disabilities
Under the Rehabilitation Act of 1973, disability is defined as "a physical or mental
impairment that substantially limits one or more major life activities" (29 U.S.C.
§705(9)). According to Census 2000 there are 7,928 persons with disabilities age
5 years and older within the study area, translating to approximately 15.6 percent
of the total population.
Exhibit 1-7 illustrates the highest concentrations of disabled individuals reside in
areas east of the Petaluma River. We believe this could be attributed to proximity
of healthcare and rehabilitation centers.
Kaiser Permanente Medical Center is located at the intersection of Lakeville
Highway and Pine View Way, Petaluma Valley Hospital at the intersection of
Professional Drive and North McDowell Boulevard, and Kentfield Rehabilitation on
Lynch Creek Way.
MOORE & ASS(
City of Petaluma
Persons with Disablllites
by Census Block Group
0-100
Q 101-400
201- 300
301-460
401 or more
MOORE & ASS
Exhibit 1-7 Disabled Population Distribution
Low -Income Population
According to Census 2000, approximately six percent (3,245) of the residents of
Petaluma were living at or below the poverty federal poverty level. The Federal
Poverty Guidelines for 2000 define an individual earning less than $8,350 per
year as living below the poverty line.
The greatest concentration of persons of lower income is in the central and
southeastern portions of Petaluma. These individuals may not have access to a
personal vehicle as their primary mode of transportation. Therefore, many rely on
public transit.
Located at 1500 Petaluma Boulevard South, in southwest Petaluma, are the
Committee on the Shelterless (COTS) and Petaluma People Services Center
(PPSC). COTS provide temporary housing for homeless persons and families in
transition. At this location PPSC has its Sonoma -Works program, which is the
southern Sonoma County welfare -to -work program.
Exhibit 1-8 Low -Income Households Distribution
MOORE & ASS(
Incidence of Vehicle Ownership
The number of households in Petaluma lacking access to a personal vehicle is
1,147. This translates to 2.1 percent of the total population. The distribution of
households without access to a personal vehicle corresponds to those areas
featuring high populations of youth, seniors, and the disabled. The highest
concentration of these ride -dependent populations is in south central (downtown)
and eastern Petaluma.
City of Petaluma
Households without
Access to a Personal Vehicle
by Census Block Group
0_25
M20-60
51-75
70-ID0
101 or more
MOORE & ASS
Exhibit 1-4 Incidence of Vehicle Ownership
Trip Generators
The identification of major activity centers throughout the Petaluma Transit service
area provides a basis of the following:
• Identifying and quantifying demand for a change in the existing public
transit service.
• Identifying temporal and spatial service gaps.
The identified activity takes place largely in the central downtown area. The data
was collected through boarding and alighting counts conducted as part of our ride
check analysis.
MOORE & ASS
Exhibit 1-10 Significant of Trip Generators
City Hall
11 English St.
US Army Recruiting
223 N. McDowell Blvd.
Transportation Department
611 Payran St.
Army National Guard
Vallejo St.
US Post Office
120 Fourth St.
US Post Office
1601 Corporate Cir.
Petaluma Police Department
969 Petaluma Blvd.
Petaluma High School
201 Fair St.
Willow Tree School
137 Payran St.
Community Preschool of Petaluma
76 Oak St.
Play & Learn Pre -School
100 Gnoss Concourse
Santa Rosa Junior College
680 Sonoma Mountain Pkwy.
University Northern California
1304 Southpoint Blvd.
Church of Christ
370 Sonoma Mountain Pkwy.
Petaluma Community Church
620 E. Washington St.
Open Door Christian Church
16 Fifth. St.
Petaluma Historical Museum
20 Fourth St.
Boulevard Cinemas
200 C St.
Petaluma Womens Club
518 B St.
Petaluma Market
210 Western Ave.
Petaluma Fairgrounds
100 Fairgrounds Dr.
Petaluma Municipal Airport
601 Skyranch Rd.
McNear School
605 Sunnyslo a Ave.
Grant School
200 Grant Ave.
Petaluma Community Center
320 N. McDowell Blvd.
Petaluma Public Library
100 Fairgrounds Dr.
Salvation Army
721 S. McDowell Blvd.
Community Support Network
21 Faye Ct.
Petaluma Animal Control
840 Hopper St.
Military Antiques & Museum
300 Petaluma
Petaluma Senior Community
211 Novak Dr.
North Bay Children's Center
405 S. McDowell Blvd.
Petaluma Recycling Center
315 Second. St.
Boys and Girls Club
203 Maria Dr.
Petaluma Swim Center
900 E. Washington St.
Petaluma Parent Nursery School
810 Madison St.
Valley Orchards Retirement Apt.
2100 E. Washington St.
Children's Corner
629 E. D St.
Veterans Outreach
1094 Petaluma Blvd. S
Cypress Hill Memorial Park
430 Magnolia Ave.
Sonoma County Martial Arts Center
149 Kentucky St.
Aeroventure
1561 Skyranch Rd. Ste. B
Petaluma People Services Center
1500 Petaluma Blvd. S
Royal Oaks Senior Community
11530 Royal Oak Dr.
MOORE & AS:
Petaluma Valley Hospital
,, .
400 N. McDowell Blvd.
Petaluma Valley Hospital Community
Health 1301 Redwood Way
Evergreen Health & Rehab
300 Douglas St.
Pleasant Care Convalescent
523 Hayes Ln.
Central Animal Hospital
203 D St.
Kaiser Foundation Hospital
393 Walnut St.
Safeway
373 S. McDowell Blvd.
US True Care Pharmacy
505 Jefferson St.
Sav-On Drugs
939 Lakeville St.
G&G Supermarket
701 Sonoma Mountain Pkwy.
Crystal Mountain Spring Water
630 Bordeaux Dr.
Beneficial California
913 Lakeville St.
Job Service
680 Sonoma Mountain Pkwy
Plaza North Shopping Center
259b N. McDowell Blvd.
Kmart
261 N. McDowell Blvd.
Payless Shoe Source
131 N. McDowell Blvd
MOORE & AS
Exhibit 1-11 Key Trip Generators
City of Petaluma
Trip Generators
o Retail
a Schml
a Health Care
e Govemrent
• Community
• Community
= Business
MOORE & Af
CHAPTER t - GOALS, OBJECTIVES, AND STANDARDS
This section advances a Performance Measurement System for the City of
Petaluma's public transit program. The foundation for this Performance
Measurement System reflects the data gathered as part of the peer review analysis
completed as part of the overall Short Range Transit Plan process.
Although a direct match to these services provided under the Petaluma Transit
banner is unlikely, the value of the peer review lies in the identification of an
"acceptable' or "normal" range of performance. Data from this analysis was
combined with the goals, objectives, and quantifiable criteria developed as part of
the City's prior Short Range Transit Plan.
Goals, Objectives, and Measures
An effective Performance Measurement System is composed of goals, objectives,
and standards.
• Goals are statements that qualify the desired results. They are the end
toward which efforts are directed. They are general and timeless, yet
theoretically attainable.
• Objectives provide quantifiable measures of the goals. They are more
precise and capable of both attainment and measurement.
• Standards set quantifiable targets for achieving the adopted goals.
The following tables link the adopted goal to the quantifiable measure; and then
present insight into actual recent performance associated with the City's public
transit program.
MOORE &
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CI-j3A P ER - SERVICE AND SYSTEM EVALUATION
RIDE CHECK ANALYSIS
Moore & Associates conducted a comprehensive ride check during the week of
April 16, 2007 to evaluate Petaluma Transit's fixed -route on-time performance.
This boarding and alighting survey assessed how many passengers got on the bus
(boarding) and off the bus (alighting) at each individual stop.
Our sample size includes 122 of the possible 133 trips operating within the
evaluation period. Ridechecks were conducted across all service days (i.e.,
weekdays and Saturday) as well as all day -parts. At its essence, a ride check has
two primary objectives:
1. Contrast actual on-time performance with published schedule
times, and
2. Assess ridership or service productivity at the individual bus stop
level.
Fixed -Route On -Time Performance
Our methodology for assessing the City's fixed -route service performance included
data gathering at the beginning (departure), midpoint (departure), and end point
(arrival) of each trip. Petaluma Transit's on-time performance was assessed under
actual field conditions. Methodology for determining the on-time performance was
the same as employed in numerous communities throughout California. In doing
so, our firm's survey coordinator synchronizes his time -piece with the time
reported by the local phone company. The survey coordinator, in turn,
coordinates those time -pieces provided to our field survey personnel. Trained
survey personnel then ride the buses collecting data at each published time -points
along each route alignment. The data collected by the surveyors is then entered
into Statistical Package for the Social Sciences (SPSS) spreadsheets where it is
cleaned, coded, and analyzed.
x1410000
The following criteria were used to evaluate on-time performance:
• On-time: defined as trip departure between the published time
and before the fifth minute post the published time.
• Early: defined as any departure prior to the published
scheduled time.
• Late: defined as any departure occurring five or more minutes
after the published time.
System -Wide
As part of its prior Short Range Transit Plan, the City of Petaluma adopted an on-
time performance standard of 95 -percent. This means that no less than 95
percent of all trips surveyed within a given evaluation period must meet the "on-
time" performance criteria defined above.
Actual performance (i.e., 41.5 percent), as assessed during the week of April 16,
2007, fell well below the adopted standard.
During the data collection period, the City's Transportation Manager requested
our evaluation take into consideration the introduction of new transit buses on
Route 2 North. Therefore, our survey analysis includes two separate data sets:
one inclusive of the total sampling (i.e., 122 trips) and one excluding those trips
operated by any of the City's new buses (i.e., trips occurring on Route 2N, April 19
and 20).
There is no single factor or contributor (internal or external) responsible for the
poor on-time performance with respect to the fixed -route service. Among the
influencing factors are:
• Local road construction,
• Schedule deficiencies,
• Driver break periods and shift changes,
• Flag stops,
• Traffic levels/flow,
MOORE & ASSOC
• Wheelchair boardings/alightings, and
• Usage of new buses on Route 2 North (April 19 and April 20).
Employing the evaluation criteria discussed above, overall schedule adherence
was 56.6 percent at trip start, decreasing to 31.1 percent at mid -run, and
increasing slightly to 36.9 percent by trip end. The following tables illustrate
Petaluma Transit's 1) overall on-time performance and 2) performance excluding
Route 2 North on April 19 and 20. The data from our evaluation is further
segregated by those trips sampled on weekdays versus those trips sampled on
Saturday.
Exhibit 3-1 Average On -Time Performance
W_eekda 40.2%
1 7.7%
50.1%
Saturd4 ON1 39.6%
1 27.1%
29.2%
Exhibit 3-2 Average On -Time Performance (Excluding New Buses)
We believe this most significant finding is the high incidence of late departures
(from trip starting point). On a system -wide basis, Petaluma Transit buses
departed late 40.1 percent of the time. Buses departed late from trip mid -point
57.4 percent of the time. Finally, buses arrived late at the final stop of the
individual run 39.3 percent of the time.
The average for late departures throughout the service was 45.6 percent. During
the survey period, the incidence of late departures resulted in several driver
requests to bypass posted bus stops and/or "cut short" routes. While
understandable as a short-term tactic, continued reliance on such a strategy
contributes to a public perception of service unreliability.
MOORE & ASSO(
Early departures, also termed "running hot," were less apparent yet more
problematic. "Running hot' is a serious problem because prospective riders could
arrive at a given bus stop in advance of the published time yet actually "miss" the
bus because it has departed early. System -wide, 3.3 percent of the surveyed trips
began their run early, 9.8 percent of departed their trip midpoint early, and 18.9
percent arrived at trip endpoint prior to the published schedule.
Exhibit 3-3 On -Time Performance by Trip -Segment
Exhibit 3-4 On -Time Performance by Trip -Segment (Excluding New Buses)
We believe the increase in early arrivals (i.e., as the surveyed trip progressed)
indicates drivers were not waiting long enough at published schedule time -points.
The cumulative impact of those actions is steadily increasing the variance between
schedule time and actual running time. Recommendations for improved on-time
performance include enhanced driver training and adjustment of schedule to
adequately allocate time between established time points.
The following exhibits illustrate on-time performance for the City's fixed -route
service.
MOORE & ASSOCIF
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
MOORE & ASSOC
Exhibit 3-5 On -Time Performance for All Routes
40.1%
On-time Early Late
Exhibit 3-6 On -Time Performance for All Routes (Excluding New Buses)
41.5
J r
� 1
10.x%
On-time Early Late
Route -by -Route
System -wide, Petaluma Transit's weekday on-time performance stood at 55
percent at trip start. On.weekdays, Route 3 North posted the best trip -start on-
time performance (77.8 percent), while Route 3 South posted the poorest (35.3
percent).
When assessed at trip mid -point, system -wide on-time performance stood at 28.2
percent. Route 3 North had the best on-time performance (51.9 percent) while
Route 2 North had the poorest (9.5 percent). At trip end, on-time performance
improved slightly (36.8 percent). Route 1 posted the best on-time performance
(66.7 percent) and Route 2 North the poorest (25.0 percent).
On an aggregated basis, Saturday operations exhibited slightly better on-time
performance at trip start (56.3 percent) and mid -point (37.5 percent). The best
on-time performance at trip -start was noted on Route 2 North and Route 3 North
(66.7 percent each), while the poorest was Route 2 South (0 percent). Assessed at
trip mid -point, Route 2 South had the best on-time performance (50 percent),
while Route 2 North and Route 3 North posted the poorest (33.3 percent each). At
trip -end, on-time performance was lower than weekday on-time performance (i.e.,
25 percent). Route 2 South noted the best on-time performance (50 percent), while
Route 3 North (Clockwise) had the lowest (16.7 percent).
Interestingly, the City's fixed -route on-time performance did not vary dramatically
between inclusion and exclusion of new transit vehicles. Collectively, at trip -start,
on-time performance reached 56.6 percent. Route 3 North posted the best on-
time performance (77.8 percent), while Route 3 South had the poorest (35.3
percent). At trip mid -point, Route 3 North exhibited the best performance (51.9
percent) while Route 2 North had the lowest (10.0 percent). Assessed at trip end,
Route 1, once again, had the highest on-time performance (66.7 percent).
However, when including all trips, it was Route 3 South, showing the lowest (23.5
percent) at trip -end. With respect to Saturday operations, system on-time
performance was the some across all trip segments when excluding the new
buses.
WAMS
• _PJ#GE
Exhibit 3-7 On -Time Performance by Route
Exhibit 3-8 On -Time Performance by Route (Excluding New Buses)
MOORE & ASS(
The City's Transportation Manager took serious action with the fixed -route
contractor to immediately improve on-time performance following the April survey.
These measures included management changes, revised data collection
procedures, increased road supervision, and a new on-time tracking system.
Fixed -Route Boarding and Alighting
In addition to recording schedule adherence at published time -points, our field
survey personnel recorded boarding and alighting activity at each designated bus
stop. The associated data was recorded on the same trip sheets used to evaluate
on-time performance. Data from individual trip sheets was subsequently imported
into Microsoft Excel spreadsheets. From there, system boarding and alighting
activity was calculated and assessed by individual route, stop, and day -part.
Taken collectively, the boarding and alighting data allowed Moore & Associates to
develop a clear picture of ridership patterns on Petaluma Transit. Four distinct
time blocks were identified:
• 6:35 a.m. to 9:35 a.m.
(early morning)
• 9:35 a.m. to 12:35 p.m.
(late morning)
• 12:35 p.m. to 3:35 p.m.
(early afternoon)
• 3:35 p.m. to 6:35 p.m.
(early evening)
MOORE & ASSO(
Boarding by Day -Part
Our analysis revealed Petaluma Transit's weekday boarding activity peaked
during the early afternoon day -part. During this day -part, 52 trips were
evaluated. This translates to 637 boardings (1 2.8/trip).
In the second highest period, early morning, 21 trips were evaluated covering 227
boardings (10.2 boardings/trip). Throughout the balance of the service day, total
boardings varied only slightly.
Exhibit 3-9 Boarding Averages by Day -Part
14.0
128
12.0
10.2
10,0
9.7
6.0
6:35 a.m to 9:35 a.m. 9:35 a.m to 12:35 p.m. 12:35 p.m to 3:35 p.m. 3:35 p.m to :35 P.M.
The following table summarizes individual route productivity by cloy -port. Route 2
South was the most active route, while Route 1 was the least. The early afternoon
clay -part noted the highest incidence of transit boardings per trip across all routes.
The early evening day -part had the lowest boarding activity.
MOORE &
Exhibit 3-10 Day -Part Boarding Averages
Alighting by Day -Part
Similar to system boardings, Petaluma Transit's alighting activity peaked during
the early afternoon day -part. It is clear alighting activity builds steadily from the
beginning of the service day before peaking in the early evening day -part.
14.0
12.0
10.0
10.0
8.0
6.0
.
Exhibit 3-11 Alighting Averages by Day -Part
11.8
6:35 a.m to 9:35 a.m. 9:35 a.m to 12:35 p.m. 12:35 p.m to 3:35 p.m. 3:35 p.m to 6:35 p.m.
Routes 2 South and 2 North posted the greatest overall alighting activity (13.5 and
12.8 alightings, respectively). Route 1 had the lowest alighting activity (5.7
alightings) due in large part to the modest number of significant trip generators
along the alignment.
MOORE & ASSO
Exhibit 3-12 Day -Part Alighting Averages
Route -by -Route Analysis
A route -by -route analysis is conducted to identify key stops as well as points of
significant activity. Boarding and alighting data attained from each time point was
geocoded using ESRI ArcView 9.2 Geographic Information System software. From
there, maps were generated as visual representation of boarding and alighting
trends.
Route 1 — Cherry Valley
From Fourth Street at C Street, Route 1 travels eastbound to begin the Cherry
Valley loop. Once reaching McNear Avenue, the first stop location, the route
proceeds toward Sunny Slope Road via Mission Drive, Mountain View Avenue,
Grant Avenue, and I Street. Several trip generators are located in relative
proximity: three high schools, four elementary schools, and multiple retail centers.
Following the Cherry Valley portion of the run, the route passes through
Washington Square and Petaluma Plaza, a path common to all Petaluma Transit
alignments.
Route 1 ridership peaked during the early morning day -part. Ridership remained
steady through the late morning day -part. During our ride check, Route 1 was
revealed to be the least utilized route, averaging six riders/run. During the survey
period drivers cut "short" several runs contributing to the public perception of
service inconsistency, perhaps explaining the very modest ridership.
MOORE &
Exhibit 3-13 Route 1 Boarding and Alighting by Day -Part
MOORE & ASSOC
Exhibit 3-14 Route 1 Boardings/Activity
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eta uma ranstt
Deviated Stops �%`� t
0-5
0 6-10
0 11 or more v'1,
Fixed Stops
6-10 I
11 or more
—Route 1 �
MOORE & ASSOC
Deviated Stops
0 0-q
O 5-10
O 11 armors
Fixed Stops
• 1-5
O 6-10
® llormom
MOORE & ASSO
Exhibit 3-15 Route 1 Alightings/Activity
Route 2 South — McDowell
Route 2 travels from Fourth Street at C Street to Lakeville Highway using the
primary arterials of East Washington Street, South McDowell Boulevard, and Casa
Grande Road.
During the survey period Route 2 posted significantly greater ridership than Route
1. We believe much of this can be attributed to the location of several key trip
generators along the route. Along Route 2, there are schools, healthcare center
(i.e., Kaiser Permanente Medical Center), and retail centers.
Based on our ride check data, the majority of Route 2 boardings occur during the
early afternoon, while most alightings occurred during the early evening.
Exhibit 3-16 Route 2 Boarding and Alighting by Day -Part
6.35 a.mao_9.35a ,9--_-
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89
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12.7
7
9 35 a ntto 12 35 m
78
65
9.8
8.1
8
12 35..i ta335'm
178
1017
15.0
10
3135--p- maa 6:35= :m =
57
72
14.3
18.0
4
=13 0
F29
MOORE &
Service points distinct from other Petaluma Transit routes are located at the
intersections of Baywood Drive and St. Francis Drive, Lakeville Apartments, and
Kaiser Permanente Medical Center. Each of these time points experienced a
modest level of ridership during the survey period.
Exhibit 3-17 Route 2 South McDowell Boarding/Activity
17
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MOORE & ASSOC
Exhibit 3-18 Route 2 South Alightings/Activity
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MOORE &
Route 2 North - McDowell
Route 2 north originates at the intersection of Fourth and C Streets. For much of its
alignment, it mirrors North McDowell Boulevard by way of East Washington Street;
the common thoroughfare to all Petaluma Transit routes. Located along North
McDowell Boulevard are a hospital, post office, several apartment complexes and
retail centers.
Route 2 north had the highest average ridership (14.5 riders/trip) of all Petaluma
Transit routes. Boordings for Route 2 North peaked during the late morning day -
part. Alighting activity peaked during the early morning and late morning day -
parts. Boarding and alighting activity reflect travel patterns typical of on -route trip
generators.
Exhibit 3-19 Route 2 North Boarding and Alighting by Day -Part
&35 a IWT
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15.7
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MOORE 8 ASSO
Exhibit 3-20 Route 2 North Boardings/Activity
f
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Route 2N Boa, in s-,,2—
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0 0-5
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i
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i 11 or more
a e N
MOORE & ASSOC
Exhibit 3-21 Route 2 North Alightings/Activity
rO
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eta uma Transit
Deviated Stops��
0 0-5 lll-�---
0 6-10 I
0 11 or mom
Fixed Stops—t
• 6-5
• 6-10
71 or more
-� Roule 2N
MOORE & ASSOC
Route 3 North — Ely
Route 3 north originates at the intersection of Fourth and C Streets, before
traveling along Maria Drive and Sonoma Mountain Parkway. Unlike other
Petaluma Transit routes, Route 3 North diverts to Jefferson Street. Santa Rosa
Junior College and several schools (elementary and high schools) located along
the alignment providing the majority of on -route riders.
This route experienced its greatest ridership activity (i.e., boardings and alightings)
during the early afternoon day -part. By contrast, the period of lowest activity
occurred during the late morning day -part.
Exhibit 3-22 Route 3 North Boarding and Alighting by Day -Part
The primary source of Route 3 ridership were schools located along this route.
Time points included Maria and Sonoma Mountain Parkway, North and South Ely
Blvd and East Washington Street, and Casa Grande High School. The majority of
ridership occurred at published time points versus flag stops.
MOORE & ASSO
Exhibit 3-23 Route 3 North Boardings
rU
rl
t
1^
Route 3N Boardin s �
e a uma Transit
Deviated Stops _J ,
G 0-5 l
O 6-10
O 11 or more
Fixed Stops t �j
a-5 `.I'i
• s-10 ���-" i
® 11 or more
® Route 3N
MOORE 8 ASSO(
Exhibit 3-24 Route 3 North Alightings
� t
��" "'�'� ! j^4, �•'._ r„`.j"` 't f?*u3'Cy f r' f^•, f
t\
------------------
Route 3N Alihtin s
eta uma Fango vires,
Deviated Stops'. y '�
0 0-5
O 6-10
O 11ormom
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Fixed Stops
• 0-5
• 6-10
® 11 or more
Route 3N
MOORE & ASSC
Route 3 South — Ely
Route 3 South and Route 3 North follow the same path, yet in opposing directions
at McDowell Boulevard north of East Washington Street. Route 3 South travels
along South McDowell Boulevard, passing the same time points, but in reverse
order. Route 3 South is the only Petaluma Transit route not operating on Saturday.
Not surprisingly, this route has the some ridership variances as Route 3 North,
experiencing minimal overall ridership (7.4 riders/run). Boarding and alighting
activity peaks during the early afternoon day -part and is lowest in the late
morning.
Exhibit 3-25 Route 3 South Boarding and Alighting by Day-Pait
MOORE & ASSO
Exhibit 3-26 Route 3 South Board in 9s/Activity
f l /
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74
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v
Route 3S Boardin
eta umaransrt�'s
Deviated Stops
l
O 6-10 r
l
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Fixed Stops
• 4-5 f� i
a $-10
0 11 or more
— Rovte 3S
MOORE & ASSOCIATE;
Exhibit 3-27 Route 3 South Alightings/Activity
r'
Route 3S Alk htin s�
_ —__ fes• � �,
eta uma Traniff Jti
Deviated Stops
0 0-5
0 6-10
Q 11 ormore
Fixed Stops _
0-5
0 6-10
11 or mom
0
MOORE & ASSOCIATES
Paratransit Performance Analysis
Moore & Associates evaluated the City's paratransit service through a review of
trip sheets dated between May 14 and May 31, 2007. Our review reflects a 100 -
percent sampling.
The primary evaluation focus was on-time performance. Per City policy, customer
pick-up is subject to a 30 -minute window. Moore & Associates recommends the
City consider reducing the window to 10 minutes prior to and after scheduled
appointment.
The following criteria were used to evaluate on-time performance:
• On-time: defined as van arrival at the scheduled pick-up point
within the 30 minute window.
• Early: defined as any arrival at the pick-up point more than 16
minutes prior to the scheduled pick-up time.
• Late: defined as any arrival at the pick-up point more than over
16 minutes after the scheduled pick-up time.
On -Time Performance
The City's paratransit program posted an on-time performance of 85.9 percent
across the two-week evaluation period. The incidence of early arrival was
calculated at 7.7 percent, while the incidence of late arrival was 6.4 percent.
Taking into consideration the established 30 minute pick up and/or drop-off
policy, Moore & Associates believe the service's current on-time performance of
85.9 percent is too low. Rather, we believe the 95 -percent performance standard
remains valid.
The data - presented in Exhibit 3-28 covers a two-week period commencing
Monday, May 14, 2007, and reflects a six-day service period. The service
reached top on-time performance (94.3 percent) on Tuesday, May 22. Thursday,
May 17 yielded the poorest on-time performance (79 percent). During the survey
MOOP.E & A550C
period, late arrivals ranged from 1.1 percent to 11.8 percent. The incidence of
early arrivals is greater than late arrivals. Early arrivals ranged from 1.6 percent
to 13.3 percent. Six of the 14 survey days noted an incidence of early arrival
above 10 percent.
Exhibit 3-28 Demand -Response On -Time Performance
In addition to our on-time performance evaluation, Moore & Associates analyzed
PPSC's paratransit trip sheets to develop a listing of popular origin and destination
pairings. By doing so, a path has been initiated for the possible establishment of
subscription trips thereby enhancing service productivity.
The Old Adobe Developmental Services (GADS) is the top origin and destination
pairing. OADS is located at 235 Casa Grande Road. OADS provides
opportunities for individuals with developmental challenges. As noted in Exhibit 3-
28, 1,818 one-way trips were made throughout the survey period. Of the total
MOORE & ASSOf
Early•
s Time
_.
051407 A'P _
2
5
109
117
2.6%
4.3%
93.2%
4
10
111
137
8.0%
10.9%
81.0%
7
5
�P-ffii
73
5
0516 tlT-
148
175
10.3%
5.1%
84.b-/
051707 =- 17ruP-0ff_
6
71
94
119
9.29/
11.8%
79.0°/
05"18,07. �oR-
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7
129
157
7.0%
10.8%
82.2°/
-_ Adc4Jp :
5
70
05.79 07 _ ='
2
27
33
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6.1%
81.8
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0
115
128
7.0%
3.1%
89.8%
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3
1
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Pi
82
87
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1.1%
94.3%
En OrtlP C7ft _J
13
4
0523.07_
4
0
126
147
11.61/6
2.7%
85.7%
8
2
052407_
111
127
10.2%
2.4%
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In addition to our on-time performance evaluation, Moore & Associates analyzed
PPSC's paratransit trip sheets to develop a listing of popular origin and destination
pairings. By doing so, a path has been initiated for the possible establishment of
subscription trips thereby enhancing service productivity.
The Old Adobe Developmental Services (GADS) is the top origin and destination
pairing. OADS is located at 235 Casa Grande Road. OADS provides
opportunities for individuals with developmental challenges. As noted in Exhibit 3-
28, 1,818 one-way trips were made throughout the survey period. Of the total
MOORE & ASSOf
trips made, eight percent were trips made to/from the Old Adobe Developmental
Services.
Dialysis was the next most -frequented origin and destination pairing. The center is
located at 715 South Point Boulevard and was the focus of seven percent of the
total trips.
The Senior Center Nutrition Site was the third-highest pairing: 91 trips. This
translates to nearly five percent of the total trips cited during the survey period. It is
located at 211 Novak Drive.
Another popular origin and destination pairing was Adobe Farm located at 2115
Adobe Road. Adobe was the focus of almost four percent of the total trips
surveyed. The 30 -acre pumpkin farm serves as a recreational site for children as
well as adults.
The last location among the top five origins and destinations was the Kaiser
Permanente Medical Center located at 3900 Lakeville Highway. This facility offers
a variety of medical services and is one of the largest healthcare facilities in
Petaluma.
MOORE &
Exhibit 3-29 Most Common O&D Pairings
MOORE & ASSO
Exhibit 3-30 Origin Points
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Cancellations and No -Shows
A trip cancellations is created when a reservation is cancelled not less than two
hours before the reservation time.. By contrast, a no-show is assigned when a
client is not at the designated pick up location or does not present himself when
the driver arrives or failure to cancel their trip with the required two hours' notice.
The incidence of cancellations during the two-week evaluation period was 4.1
percent, while the occurrence of "no-shows' was 1.2 percent. The highest
incidence of cancellations occurred on Tuesday, May 22. Tuesday, May 15
experienced the greatest number of "no-shows" (3.6 percent).
Moore & Associates recommends the City initiate ongoing outreach with its
paratronsit customers to communicate the impact of both trip cancellations and
patron no-shows. Many similar programs include a policy wherein frequent
occurrence results in a temporary loss of service privileges.
Exhibit 3-32 Incidence of Cancellations and "No -Shows"
MOORE & ASSOi
day period. A bilingual (England/Spanish) survey was made available to all
persons age 16 and older boarding Petaluma Transit buses throughout the survey
period.
A self-administered customer survey of adult riders traveling onboard Petaluma
Transit was conducted during the week of April 16, 2007. The survey had several
objectives:
• Collect information at the rider level.
• Codify travel patterns within the "transit rider" population.
• Assess customer satisfaction with respect to certain service attributes.
• Develop a "transit rider" demographic profile.
• Identify potential service enhancements and their likelihood to utilize
these enhancements.
• Identify "most favored" marketing or promotional channels.
Methodology
To assure statistical validity, Moore & Associates undertook two steps. First, we
employed a stratified random -sample methodology. This approach allowed our
survey team to obtain a balanced sample reflecting each Petaluma Transit route's
relative ridership. Second, the survey was conducted across a five-day week,
throughout all day -parts, including Saturday. In doing so, a broad cross-section
of persons using transit throughout a typical service week could participate.
Moore & Associates was responsible for the recruitment, training, and oversight of
all survey personnel. The validity of each survey form was verified by our firm's
Survey Coordinator, who also provided on-site supervision throughout the data
collection process. Survey forms reflecting partial completion or faulty data were
not included in the final data sample so as to minimize incidence of data skewing.
Further, a pre-test of the survey instrument was conducted using a sample size
MOORE & ASSC
.. R
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equal to 10 percent of the overall survey target. This pretest failed to identify any
problem with survey comprehension, survey flow, or possible response bias
Once the data collection stage was deemed complete, the survey data was
imported into our firm's Statistical Package for the Social Sciences (SPSS) software
platform. The raw survey data was then cleaned and coded, thereby allowing us
to present both simple frequencies as well as relationships (i.e., cross -tabulations)
between individual data sets. From this data, Moore & Associates developed both
system -wide and line -specific conclusions.
A statistically -valid sample of 319 surveys was obtained translating to a 95 -
percent confidence level with a ± 5.47 percent margin of error. The objectives
outlined within the City's Short Range Transit Plan were either met or exceeded
across all routes.
Travel Patterns
In a two-part question, respondents were queried as to their trip purpose, with
many survey participants indicating multiple responses from among the options
provided. Part 1 asked respondents to identify the starting point (origin) of their
current trip. When asked where they were traveling from, nearly half of all
respondents indicated home (48.9 percent), followed by school (19 percent), work
(12.6 percent), and shopping (8.9 percent).
MOORE & ASSOC
60.0%
50A%
40.0%
30.096
20.0%
10.0%
0.0%
48.996
t -
1L6%
8.9%
Exhibit 3-33 Trip Purpose (Origin)
Work Home School Shopping Medical Social Other
Services
The intent of Part 2 was the identification of travel purpose/respondent
destination. Approximately 32 percent of all survey participants indicated going
home, 18 percent to work, 15 percent to school, and 14 percent shopping.
60.0%
50.0%
40.0"/
30.0"/
20.0%
10.0'/
0.05
18.3%
Exhibit 3-34 Trip Purpose (Destination)
8.0%
Work Fbrre School Shopping Uladical Social other
Services
Survey participants were asked how often they rode Petaluma Transit during a
typical week. On an aggregate basis (i.e., combining of top two responses), more
than two-thirds of the customers surveyed indicated riding Petaluma Transit at
least three times/week.
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60.0
50.0
40.0
30.0
20.0
10.0%
o.o i
Exhibit 3-35 Incidence of Ridership
First Time Once per month Twice per month 1-2 days per 3-4 days per 5 or more days
week week per week
On the surface, it appears Petaluma Transit is capturing a significant share of
those trips currently being made within its service area. However, when
comparing the number of people residing and/or working within Petaluma (versus
the number of core riders), we believe the current Petaluma Transit customer base
is numerically modest. The primary motivator for selecting Petaluma Transit is tied
to a relatively high ride -dependency within the core customer group. An
opportunity to attract a greater number of "choice riders' is apparent.
When asked how long they have been using Petaluma Transit, nearly 38 percent
of respondents indicated a period of more than three years. Another 27.3 percent
indicated riding one to three years. A further 20.6 percent indicated riding for one
to six months. From these observations, we conclude the current Petaluma Transit
customer base features:
1. Dedicated core riders,
2. A very limited number of "choice" riders, and
3. Low incidence of trial ridership.
As noted throughout our market research narrative, Moore & Associates believes
the most successful public transit programs are market-driven. Further, it is
nearly impossible to realize sustainable ridership growth focusing principally on
continued patronage from a ride -dependant population. The reason for this is
simple: The goal of most ride -dependent persons is to transition into vehicle
ownership.
MOORE & ASSO(
In addition to reliability improvements (i.e., on-time performance), we recommend
the City undertake a series of targeted marketing campaigns designed to expand
Petaluma Transit's customer base beyond its historic ride -dependent base.
Among the tactics we recommend are targeted direct mailings, enticing trial
ridership, and rewarding ongoing patronage (i.e., customer loyalty program).
60.0%
50.0%
40.0%
30.01'.
20.01'.
10.0%
0.0%
Exhibit 3-36 Length of Patronage
20.6%
First Time 1-5 months 7-12 months 1-3 years More than 3 years
Survey participants were asked how they accessed the bus stop. More than 80
percent responded walked, with the balance spread fairly evenly across remaining
response options.
When asked how they would continue their trip upon alighting the bus, 59.3
percent responded walk. Nearly 30 percent indicated transfer to another bus, with
8.5 percent continuing their trip via Golden Gate Transit or Sonoma County
Transit.
We believe this is noteworthy for two reasons. First, the credit value of a Petaluma
Transit transfer to Golden Gate Transit was recently raised to one dollar. This
gives Petaluma Transit riders more of on incentive to use Golden Gate Transit,
thereby underscoring the value of inter -service transfer options. In other words, the
more flexibility and availability of transfers, the more transfers will be utilized.
MOORE 8
A follow up question was posed asking if Petaluma Transit customers would be
more likely to ride [Golden Gate] if your transfer ticket was worth more. Slightly
more than half responded affirmatively (52.9 percent).
Second, this identifies a ridership growth opportunity available through targeted
marketing of transit as a "systemic' travel alternative; versus travel that is focused
on a single -line, destination basis.
100.0%
80.0%
60.0%
40.0°%
20.0%
0.0%
Exhibit 3-37 Access to Bus Stop
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MOORE & ASSOC
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Exhibit 3-38 Access from Bus Stop
To further assess personal mobility options, Petaluma Transit was asked how they would
make the surveyed trip had the bus not been available. Again, the most frequent response
was walk (46.1 percent). This finding is not surprising given the high percentage of
respondents citing, walking as a means of accessing Petaluma Transit. Only 12.4 percent
indicated they would not make the trip if transit were not available.
MOORE 8 ASSOC
59.3
60.0%
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40.0%
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10.0%
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33%
36%
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Transferred:
Transferred: Other
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Golden Gale
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County
Transit
Transit
To further assess personal mobility options, Petaluma Transit was asked how they would
make the surveyed trip had the bus not been available. Again, the most frequent response
was walk (46.1 percent). This finding is not surprising given the high percentage of
respondents citing, walking as a means of accessing Petaluma Transit. Only 12.4 percent
indicated they would not make the trip if transit were not available.
MOORE 8 ASSOC
so.0 i
50.0
40.0%
30.0
20.0%
10.0%
0.0%
Exhibit3-39 Mobility Alternatives
Drove Walk Bicycle Taxi Would not make Friend/ Family
this trip
To assess familiarity with transit -friendly locations, respondents were queried
regarding awareness of the park and ride facility at the Petaluma Fairgrounds.
Nearly 41 percent answered affirmatively.
Fare Type
Survey participants were asked to indicate which of three fare categories typically
apply to them adult, student, senior (65 or older)/disabled. Of those responding,
47 percent cited adult, 33 percent cited student and the remaining 20 percent
described themselves as within the senior/disabled category.
Additionally, each survey respondent was asked to identify his/her typical fare
payment method. More than 80 percent cited paying with cash, while a combined
12 percent indicated using non-cash alternatives such as the monthly pass or 10 -
ticket booklet. We believe this data reveals a valuable ridership growth
opportunity. Simply put, a majority of current Petaluma Transit riders are not
taking advantage of multi -ride (i.e., discount) fare payment options. When
combined with the high incidence of persons making several trips via transit, this
affirms an overall lack of community awareness regarding Petaluma Transit fare
options and/or a lack of awareness among the current customer base as to the
potential savings available via non-cash fare options.
MOORE 8 ASSOC
Considering the majority of Petaluma Transit riders would benefit from non-cash
fare options (65 percent cite riding three or more days per week), we believe a
major factor influencing the selection of non-cash fare alternatives is lack of
awareness shortage of pass sales purchase options, or combination of the both.
Our experience in conducting market research of similar communities reveals the
benefits realized between a transit provider and its fare sales partners.
Exhibit 3-40 Typical Fare
Similar to the transit rider, transit operators benefit from the availability of non-
cash fare media. First, it typically reduces average dwell time at bus stops,
supporting on-time performance. Second, it reduces administrative workload
including the time required to process cash proceeds. Third, it reduces the
incidence of fare evasion as the customer enjoys quantifiable savings with each
subsequent trip made. Fourth, independent market research shows a positive
correlation between non-cash fare media and customer loyalty/length of
patronage.
MOORE & ASSO
50.0%
40.0
e
30.0%
20.0%
�'
6
100%
28%
0.3% 0.3% 1.0%
—
Cash 10 -Ride Pass PT Pass Free PT Transferred: Transferred: SRJC Card
Transfer SCT GGT
Similar to the transit rider, transit operators benefit from the availability of non-
cash fare media. First, it typically reduces average dwell time at bus stops,
supporting on-time performance. Second, it reduces administrative workload
including the time required to process cash proceeds. Third, it reduces the
incidence of fare evasion as the customer enjoys quantifiable savings with each
subsequent trip made. Fourth, independent market research shows a positive
correlation between non-cash fare media and customer loyalty/length of
patronage.
MOORE & ASSO
Customer Satisfaction
Our survey asked Petaluma Transit riders to share their satisfaction with regard to
a series of specified service attributes. Participants were directed to indicate their
opinion towards each attribute as excellent, good, fair, or poor. For analysis
purposes, responses were then translated to a numerical rating scale, wherein one
signifies "excellent" and four signifies "poor'. The mean score for each attribute is
presented in Exhibit 3-41. "Overall satisfaction" translates to mean score of
attributes on an aggregate basis.
Exhibit 3-41 Service Attribute Satisfaction
1.44
2.06
1.80
2.05
2.13
1.97
1.86
1.82
1.93
1.90
We believe the preceding table sheds important light on several opportunities for
Petaluma Transit ridership growth and/or service enhancement. Service hours, on-
time performance, and service frequency were the attributes receiving the lowest
ratings. Customer perceptions of on-time performance directly correlate with our
findings of poor on-time performance during our concurrent ride check.
However, on overall satisfaction rating of 1.90 indicates favorable customer
perceptions of Petaluma Transit services. This rating offers an opportunity for
growth in customer loyalty and the ridership that normally follows. When a
Petaluma Transit customer receives good customer service, he/she will share the
MOORE & ASSOC
experience with others. In contrast, when a customer receives poor service, he/she
will pass that experience on to everyone he/she encounters, including fellow
riders. Therefore, it is important the City ensure all interaction between the
community and customer service personnel be positive.
Service Enhancements
Survey participants were provided with a list of six service enhancement options
and asked to select the one item they would most like to see implemented or
enhanced, as well as an option to cite their own. Despite this qualifier, many
respondents indicated multiple enhancements.
While incidence of individual response was distributed across the range of
possible options, the most -frequently cited attribute was later evening service (26.2
percent), followed by more frequent service (24.4 percent), Sunday service (19.1
percent), and longer Saturday hours (18.6 percent).
The correlation of requests for extended service hours and greater frequency with
the attributes receiving the lowest satisfaction rating presents opportunity for
service enhancements most desired among Petaluma Transit's current riders.
MOORE & ASSOC
Exhibit 3-42 Preferred Enhancements
100.0%
......_. ____..
..._..
....___
......
.._..... ...... ..
80.0
60.0%
40.0
26.2%
24.4
18.6%
19.1%
20.0%4.79/6
2::�
0.0%
_
Run later In P.M
Run earlier in
Run nure
Longer hours
Sunday service Serve another
AJA
frequently
on Saturday
destination
Moore & Associates performed data cross -tabulations between individual service
improvement and individual route (on which the respondent was traveling).
Responses were consistent with system -wide results, as respondents exhibited a
preference for later evening service on nearly all of the Petaluma Transit routes.
Given the above cited improvements garnered a very similar response pattern, we
asked survey participants how the desired service improvement might affect their
patronage. Nearly 61 percent indicated implementation of a desired service
improvement would cause them to add 5 or more trips per week. This was
followed by 3 to 4 more trips per week (18.7 percent) and I to 2 more trips/month
(15 percent).
A data cross -tabulation was performed comparing individual service improvement
with probable patronage. Respondents indicating later evening service had the
greatest propensity (15.5 percent) to add 5 or more trips/week. By contrast,
among persons citing destinations not currently served had the lowest propensity
(3.4 percent) to add 5 or more trips/week.
MOORE & ASSO(
Demographic Profile
Using the aggregate data collected as part of the on-board/customer survey
process, Moore & Associates developed a demographic profile of the typical
Petaluma Transit customer. The profile rider is female (65 percent), age 18-44
(44.6 percent), and largely ride -dependent (66.9 percent).
Respondents most commonly identified themselves as being student (36.4
percent), followed by employed full-time (18.4 percent), employed part-time (16.6
percent), and retired (12.4 percent).
Among those customers surveyed, nearly 29 percent fell within the age 25-44
demographic, followed by age 18-24 (16.8 percent), age 45-64 (15.4 percent),
and 65 years or older (13.9 percent). Interestingly, with an existing demand -
response service already in place, such high response rate from aged 65 or older
riders implies that many seniors are currently taking advantage of Petaluma
Transit fixed -route service versus the paratransit service. This figure is consistent
with Census 2000 data which assigns 11 percent of the city's population to
persons 65 years or older.
MOORE &
Exhibit 3-43 Rider Age
Based on the survey data, we believe 66.9 percent of the current Petaluma Transit
customer base can be termed highly ride -dependent. This translates to the
absence of a valid driver license and/or access to a personal vehicle.
Respondents were queried as to their total annual household income.
Approximately 61.0 percent indicated less than $20,000 per year. This statistic
further supports our supposition that the majority of current -day Petaluma Transit
patrons are ride -dependent. These findings are in contrast with the average
household income within Petaluma; which, according to Census 2000, stands at
$61,679 annually.
MOORE & ASSOC
60.0
50.0%
400%
30.0%
20.0%
10.0-1.
0.0%
MOORE & ASSO
Exhibit 3-44 Household Income
Less than $10,001 to $20,001 to $30,001 to $40,001 to More than
$10,000 per year $20,000 per year $30,000 per year $40,000 per year $50,000 per year $50,000 per year
COMMUNITY SURVEY ANALYSIS
The City of Petaluma, as the administrator of Petaluma Transit, contracted with
Moore & Associates, Inc. to conduct a telephone survey of households throughout
Petaluma. The survey was undertaken as a core component of the City's 2007
Short Range Transit Plan.
Conducted across a five-day period in April 2007, the survey had several
objectives:
• Assess awareness of public transit service in general, and Petaluma
Transit specifically.
• Identify actual or perceived barriers impacting patronage of
Petaluma Transit.
• Gain insight into typical travel patterns within the survey sample.
• Identify "most favored" marketing or promotional channels.
Methodology
A telephone survey of persons age 16 and older within 443 households was
conducted throughout Petaluma. The survey sample was developed using a
random -sample methodology. This approach assures accurate random number
representation (i.e., both published and non -published listings) within a given
geographic territory.
Three qualifiers were utilized to refine the survey pool to individuals positively
positioned to patronize public transit in general and Petaluma Transit specifically.
The first qualifier addressed participant age (i.e., minimum of 16 years of age).
Second, participation was limited to residents of Petaluma. Third, respondents
were asked to identify with one of three possible categories: current rider,
potential rider, or staunch non -rider of public transit. Current riders were defined
as patrons of Petaluma Transit. Participants indicating they would ride if the bus
were to drop-off and pick-up within one block of their desired origin and
destination pairing were defined as potential riders. Staunch non -riders are those
respondents who would not ride even if ideal transit conditions were met. This last
qualifier was intended to eliminate staunch non -riders; thereby targeting persons
MOORE & ASSOC
most likely to benefit from changes within the current public transit delivery
approach.
To assure statistical validity, two additional steps were taken. First, calls were
placed across a five-day week during afternoon and evening day -parts (i.e.,
12:00 p.m. to 8:00 p.m.). Second, "commercial" phone numbers were deleted
from the pool of sample numbers.
Our firm's Survey Coordinator conducted a pre-test of the intended survey
instrument using a sample size equal to 10 percent of the target sample (i.e., 40
respondents). Our pre-test revealed the third qualifying question would not yield
the results anticipated. Rather it was determined a 100 -percent sample of the
general population would be more effective. Offen times staunch non -riders
identify themselves as such, yet based on response trends, these respondents still
reveal some potential to use public transit. No additional issue was identified
either with respect to survey comprehension (within the intended audience), survey
flow, or potential response bias.
Moore & Associates was responsible for the recruitment, training, and oversight of
all telephone survey personnel. The survey was conducted through our Los
Angeles area office. The survey was completed using Computer -Aided Telephone
Interviewing (CATI) software, which significantly reduces the potential for data
entry error. This software allows the data collection methods and sample usage to
be monitored in real time, maximizing efficiency of the survey team as well as
usability of the survey data.
The survey data was then entered into our Statistical Program for the Social
Sciences (SPSS) software platform. All data was cleaned and coded. The SPSS raw
data was then exported into Microsoft Excel where the tables were translated into
graphs to facilitate a clear, visual representation of the findings.
Our approach resulted in a statistically valid sample of 443. With sample error
variation of ±4.66 percent at the 95 -percent level of confidence. This means one
MOORE &
can be 95 -percent confident the findings discussed herein reflect Petaluma's
general population within 4.66 percent.
Demographic Information
Of the 443 survey participants, a slight majority was female (54 percent)
identifying themselves within the age category of 65 and over (24.6 percent). The
vast majority of respondents (89.6 percent) indicated English as their primary
language.
Survey respondents were queried as to length of residency. Nearly 65 percent
indicated living in the community for more than ten years. By contrast, only 5.4
percent indicated living in the community for less than two years.
With respect to household income, nearly eight percent indicated having a
household income between $15,000 and $34,999. The single -largest cluster cited
a household income of greater than $75,000 per year (25.7 percent).
Household income generally draws the largest incidence of response declines. A
large number of respondents (45.8 percent) declined to reveal their household
income range. This response is indicative of a sensitivity regarding demographic
information. Although not conclusive, this information often alludes to a lower
household income.
MOOP.E & ASSO(
Exhibit 3-45 Household Income
Due to the low incidence of household incomes under $15,000 (3.4 percent),
Moore & Associates conducted a cross -tabulation between persons or family
members who indicated some patronage of Petaluma Transit versus those persons
citing a household income of $15,000 or less.
Surprisingly, only 40 percent of those participants with household incomes of
$15,000 or less indicated some use of Petaluma Transit. We believe this
represents a great opportunity to market Petaluma Transit services within this
specific demographic.
A further cross -tabulation revealed the majority of respondents (60 percent) with
annual incomes of less than $15,000 were aware of Petaluma Transit services; yet
only 40 percent actively ride the bus. We believe this can be attributed to several
possible reasons including ineffective and/or "broad stroke" marketing, lack of
service to preferred destinations, and unreliable service (evidenced by poor on-
time performance).
Few respondents (4.7 percent) indicated having only one licensed driver within
their household, while 55.1 percent indicated having two licensed drivers. Less
than one percent indicated not having any licensed drivers. When queried
MOORE & ASSC
regarding a physical or mental impairment impacting their personal mobility, 10.1
percent responded positively.
To effectively obtain ridership growth, we believe the City must employ a two -
prong approach: rider retention and expansion via the attraction of new riders.
Improved rider retention may require existing service modifications (i.e., hours of
operation, frequency), while new riders may require additional services (i.e.,
service to new areas).
General Awareness
In order for Petaluma residents to use Petaluma Transit services, they must first be
aware of it. Approximately 49 percent of those households contacted expressed
some level of (unaided) awareness of Petaluma Transit and/or its services. This
finding compares favorably with similar market research conducted by Moore &
Associates in "like peer' communities throughout California.
Exhibit 3-46 illustrates a cross -tabulation between (unaided) awareness and
respondent age. A high level of awareness regarding Petaluma Transit and/or its
services exists within all age categories. Respondents in the age 76-78 category
exhibited the highest awareness (63.6 percent). Interestingly, those respondents
within the next subcategory (age 79-24) reflected the lowest level of awareness
despite the fact they generally remain in the some market research strata as the
group with the highest level of awareness.
MOORE & ASSOC
100.0
80.0
60.0
40.0
20.0
0.0%
Exhibit 3-46 Awareness by Age Group
16-18 years old 19-24 years old 25-44 years old 45-64 years old 65 years old Decline to state
and over
A data cross -tabulation between awareness level and household income revealed
a positive correlation between total household income and respondent awareness.
That is, as household income increases, level of awareness increases (3.4 percent
for household income under $15,000 to 25.7 percent for household income over
$75,000). This relationship is important as public transit market research
traditionally confirms persons of low-income are among the core groups
benefiting the greatest from publicly -funded transportation alternatives. In our
opinion, this finding can be attributed to 1) the overall affluence of the Petaluma
community, and 2) the absence of effective outreach targeting low-income
persons/households.
To effectively market Petaluma Transit to persons of low-income, Moore &
Associates recommends a "grassroots' style marketing strategy. This type of
marketing effort takes into account our experience that many low-income persons
often do not have access to traditional advertising channels (i.e., television, radio,
and newspaper); and therefore adjusts promotional or communication tactics
accordingly. Possible outreach channels include community groups, social service
organizations, and faith -based organizations.
MOORE & ASSOC
Of those persons expressing some level of awareness of Petaluma Transit and/or
its services, 76.6 percent indicated they or a family member had ridden Petaluma
Transit within 12 months of the survey contact.
Respondents who expressed an awareness of Petaluma Transit, but who had not
patronized the service within the 12 months prior to the survey contact, were
queried as to possible barriers. Nearly 51 percent indicated a preference for
driving alone, followed by takes too long to get to my destination (14.3 percent),
need my car during the day (4.1 percent), and service does not go where I need to
go (4.1 percent). A further 22 percent of the non -rider sub -population stated they
do not patronize Petaluma Transit for reasons other than those listed.
60.0
50.0
40.0
30.0
20.0
10.0
0.0%
Exhibit 3-47 Possible Barriers
Prefer to drive Takes too long Does not go Need my car Other Costs too much
alone where I need to during the day
Respondents indicating takes too long as a barrier to using public transit are
resistant to leaving their vehicles at home as they perceive the time required to
travel via bus as significantly longer than their personal vehicle. Assuming
appropriate service scheduling, Moore & Associates recommends the City
undertake marketing efforts targeting convenience and potential savings
associated with public transit patronage. Doing so could serve to position
Petaluma Transit as a viable travel alternative among potential "choice riders".
MOORE & ASSOt
Persons expressing an awareness of Petaluma Transit, yet not presently riding,
represent an important growth opportunity. In our opinion, this segment of
potential riders underscores our observation Petaluma Transit has failed to capture
an appreciable share of the "choice rider' market present within its service area.
This market segment could be persuaded to shift travel modes should Petaluma
Transit services be improved and/or modified so as to better suit their travel
patterns. The Petaluma community must perceive the City's transit services to be
on par with their current mode with respect to comfort, reliability, flexibility, and
cost.
Further, in comparing the latent demand (i.e., non -rider) survey data with that
collected as part of the concurrent onboard customer survey, we believe the
deficiencies regarding "destinations served" and "typical travel time" (i.e., ride
duration) become more critical.
Given half of the respondents indicated a preference for drive alone, it is clear
people see it easier to "fight" traffic than utilize Petaluma Transit. Those persons
indicating they need their car may not be familiar with 1) the Petaluma Transit's
service coverage area, 2) transfer opportunities with other regional providers, or
3) the true cost of driven/vehicle ownership.
Travel Patterns
Prior experience with public transportation greatly impacts an individual's
perception, familiarity, and likelihood of riding again. Survey respondents who
indicated they or a member of their household had ridden Petaluma Transit
sometime within the 12 months prior to the survey contact were queried regarding
how often they typically ride the bus. Sixteen percent indicated they or a family
member typically make one to four roundtrips per week, closely followed by
respondents indicating making five or more roundtrips per week (16.9 percent).
MOORE & ASSOCI
100.0%
80.0
60.0
40.0
20.0%
0.0%
Exhibit 3-48 Ridership Frequency
More than fire One to four times More than once Less than once Only rode once Formerly rode, but
times per week per week per month per month no longer do so
We believe the preceding chart provides important insight into Petaluma Transit's
competitive position as a transportation alternative given more than 16.2 percent
of those persons surveyed indicated they formerly rode, but no longer do so. We
believe this loss of customers can be attributed to several factors. Data cross -
tabulation between former riders and potential barriers reveals an even
distribution except for the 52.2 percent who we believe may be termed stanch
non -riders.
MOORE & ASSOC
Exhibit 3-49 Former Riders vs. Barriers
60.0%50.0% ------
400% =__400i
Thirty-six percent of respondents identified themselves (or someone living within
their household) as being employed full-time. Approximately 27 percent are
employed within Petaluma; yet only 2.5 percent cite public transit as their mode
choice for their commute to work. This subgroup (i.e., persons who live and work
in Petaluma) represents a core market of potential riders. A supplementary cross -
tabulation was conducted to identify employment locations of full-time workers
who utilize public transit. Most of these respondents commute to either San
Francisco or Rohnert Park. In the event the City improves transit on-time
performance, and implements the recommended marketing activities, we believe
there is a strong likelihood Petaluma Transit could capture a larger share of intra -
community trips.
MOORE & ASSO
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
Exhibit 3-50 Employed Full -Time vs. Mode Preference
Among persons indicating some patronage of public transit, Moore & Associates
sought to identify their most frequented service or route. Nearly 35 percent cited
Golden Gate Transit. Among Petaluma Transit riders, the most frequented route
was Route 1 (Cherry Valley), at 30.4 percent.
MOORE &
Exhibit 3-51 Route Frequency
So.0%
50.0%
In addition to its transit program, the City also promotes other alternative
transportation modes (TDM). Pork -and -ride lots located throughout the
community support options such as carpooling and vanpooling (in addition to
regional public transit). A majority of respondents (62.8 percent) cited awareness
of the City's park-and-ride lots. The most frequently cited were Lakeville (51.5
percent), Petaluma Boulevard (15.5 percent), and the fairgrounds (12.5 percent).
It is likely the Lakeville Park -and -Ride lot, which features 135 parking spaces, is
the most popular given its location at the CA Highway 101 Lakeville exit.
MOORE & ASSO(
34.8 %
40.0%
30.496
30.0%
21.7°/,
,
20.0%
__
_
10.0%
_3
's
4.3%
—___
4.3 % .,. _.-,......_
4.3%
0.0
�
oNN aZ0 mz
y �s
-
y
yU1Ed
m
a
U
In addition to its transit program, the City also promotes other alternative
transportation modes (TDM). Pork -and -ride lots located throughout the
community support options such as carpooling and vanpooling (in addition to
regional public transit). A majority of respondents (62.8 percent) cited awareness
of the City's park-and-ride lots. The most frequently cited were Lakeville (51.5
percent), Petaluma Boulevard (15.5 percent), and the fairgrounds (12.5 percent).
It is likely the Lakeville Park -and -Ride lot, which features 135 parking spaces, is
the most popular given its location at the CA Highway 101 Lakeville exit.
MOORE & ASSO(
Exhibit 3-52 Awareness of Park- and Ride
50.0%
----
51.5
50.0%
_--
40.0%
30.0%
15.5%
20.0%
12.59/6
_ 75%
— 10.0%
10.0%
-
1.5% 0.5%
__
0.0%
Fairgrounds Highway 101 Lakeville Petaluma Golden Gate Downtown Santa Rosa Not Sure
BIW.
Our survey also sought to identify the "most likely" means by which current riders
obtain information regarding Petaluma Transit services. The importance of the
internet as a promotional channel was underscored (28.1 percent), confirming the
wisdom of the City's recent decision to significantly enhance the Petaluma Transit's
website. We believe the telephone response can be tied to the general information
calls received either at the City's Transportation Manager's office or via the City's
two transit operations contactors. This underscores the importance of timeliness as
well as clarity of response. Although Moore & Associates is a strong proponent of
targeted direct mail, it is obvious that this marketing strategy is not a favorable
channel within the Petaluma community based on the modest mail response (three
percent) and the results recent promotional campaigns.
The single greatest response (43.7 percent) revealed information at the individual
bus stop level. Given this finding, we recommend the City allocate a portion of its
FY 2008 TFCA grant monies to further enhance service information at the bus stop
level.
MOORE & ASSO(
60.0%
so.0 r
40.0%
30.0%
20.0%
10.0%
0.0%
Exhibit 3-53 Typical Information Channels
Telephone Website Through the mall Al the bus stop
Opinions about Public Transit
Our survey of households throughout the Petaluma Transit service area included a
series of statements in which respondents were asked to agree or disagree using a
four -point numerical scale (wherein 1 = strongly disagree, 4 = strongly agree).
A majority of survey participants (64.1 percent) indicated support in the concept
for public transit (and by extension, Petaluma Transit) as means of providing
mobility for seniors and persons with disabilities. Many within the some response
group also believe one of the cornerstone goals of public transit is to provide
mobility for low-income residents (58.9 percent).
Although commendable, we believe this reveals a mindset of "public transit is for
other people, not for me" among Petaluma residents. Rather than being
discouraged, we believe this represents an opportunity for the City to alter this
perception, thereby tapping into o wealth of potential customers.
Our experience in numerous communities throughout California supports our
belief a targeted marketing strategy serves to inform the community at -large of the
potential cost savings associated with public transit for at least a portion of all trips
made; not mere reliance on ride -dependent persons. By developing a marketing
MOORE & ASSO(
strategy which seeks to position Petaluma Transit as the community's
"dependable" travel alternative, a portion of the some among the non -rider
market segment could be encouraged to mode -shift away from primary reliance
on the single -occupant vehicle.
Exhibit 3-54 Prevailing Opinions: Public Transit
Importance of Service Attributes
Survey participants were asked to rank the relative importance of six individual
service attributes using a four -point rating scale (wherein 1 = not at all important,
4 = very important). The mean score from each attribute was used to calculate a
final or overall rating.
Each Petaluma Transit service attribute received a strong importance rating. As to
be expected, some attributes earned higher ratings than others: increase public
awareness/marketing (3.24 rating), serve new destinations (3.08 rating), and
operate service later in the evening (2.99 rating).
Exhibit 3-55 Attribute Importance: Public Transit
MOORE & ASS(
Sources of Information
In an effort to identify optimal channels for the promotion of Petaluma Transit, our
survey included a question regarding listenership vis -6 -vis area radio outlets. This
information represents the entire city of Petaluma, not merely those persons
identifying themselves as current public transit riders.
Respondents were asked to list their top two radio station preferences. Based on
simple frequencies, the most popular radio stations were news talk AM 810 (11.1
percent) and KIST 100.1 FM (9.9 percent).
100.0%
80-0%
60.0%
40.0%
20.0%
0.0%
Exhibit 3-56 Radio Stations
KGOV AM 810 KO®' 88.5 FM KFFA/ 94.1 FM KZST/ 100.1 FM Other
While radio can be an effective advertising tool for larger public transit programs
within the region (i.e., San Francisco Muni, AC Transit), we do not believe it
represents a cost-effective tool for Petaluma. We base our belief on three factors:
overall costs (i.e., production and buy), cost per thousand (i.e., reach), and relative
size of the Petaluma Transit service area. Rather, we encourage the City to utilize
radio as an "earned media" opportunity, while focusing its marketing along more
targeted opportunities (i.e., direct mail, community print, Internet blasts).
Survey respondents were queried as to which newspaper they most frequently
read. The Santa Rosa Press Democrat ranked highest (65.3 percent). The Son
MOORE & ASSO(
Francisco Chronicle ranked next (14.6 percent), followed by the Argus Courier
(11.9 percent).
Exhibit 3-57 Newspapers
80.0%
_..... .__
653/
70.0%
60.0%
-- -
50.0%
--
_
aa.g%
-= 14.6%
=
2009%o
-
- = 4.7%
=
IM
0.0%
Argus Courier New York Tmes Press Oemacrat San Francisca Other
Chronicle
Given the data presented in Exhibit 3-57, we believe the City would be best served
by employing a strategy of periodic media buys within the Press Democrat and
Argus Courier. While Argus Courier buys would probably be less costly, the Press
Democrat offers greater penetration and a more frequent publication schedule. In
either event, should the City decide to pursue print advertising, we recommend
inclusion of a tracking mechanism (i.e., free -ride coupon, specific phone
number/extension, etc.)
Lastly, 78.1 percent of survey participants indicated having Internet access at their
residence that demonstrates this should be ❑ crucial medium for providing
information.
MOOP.E 8 ASSO
SERVICE EVALUATION
Moore & Associates conducted an operational assessment of the City's public
transit fixed -route and paratransit services. Our evaluation included an
assessment of actual quantitative performance contrasted against City -adopted
performance standards.
FIXED -ROUTE SERVICE
Service Overview
Exhibit 3-58 presents performance indicators for the fixed -route service. The
indicators were evaluated across a five-year period facilitating, trend analysis.
Operating costs for FY 2005/06 were up $238,242 due to increased maintenance
costs, purchase of four spare vehicles, and lower revenue hours due to fleet
reliability. Another factor was increased maintenance and operations consultant
fees.
Exhibit 3-58 Fixed -Route Performance Indicators
Perim rmance Measure .F_ -`2001102. W-�2002t03-FY2003104-=FY-2004M5i- FY:2005/06
-�: ___ O eratln_=CosY'AciiiaG$
$779,864
$827,086
$859,447
$880,971
$1,119,214
_ - =.. Fare -Revenue Actual'.6;
$111,457
$130,458
$131,000
$86,707
$88,173
- -Vehicle Service'HeOrs
14,968
14,905
14,783
15,726
73,019
eilcleser.0667iiles
168,598
182,727
193,544
201,196
140,658
759,956
165,640
163,775
159,690
159,423
Performance'.Indicators :
..
...
O eratta CostTVSH (Actudti$'.
$52.10
$55.49
$58.14
$58.24
$B5.97
'O Braun CosVPassen er Actual:
$4.88
$4.99
$5.25
$5.52
$7.33
- _ _==P_assen err7U5R
10.69
11.11
11.08
10.56
12.25
assen e`tsLVSM
0.95
0.91
0.85
0.79
1.13
Firebox Readve Actual:$
14.3%
15.8%
15.2%
9.8%
7.5
- _D eraBn Cdst1VSM Actual-
0.09
0.08
OAB
4.38
8.31
USMNSf-1
11.26
12.26
13.09
13.30
10.80
-:Fare/Passeilge[
$0.70
$0.79
$0.80
$0.54
$0.55
MOORE & ASSC
Ridership Trends
Ridership peaked in FY 2002/03 with 165,640 patrons, 3.6 percentage points
higher than the previous fiscal year. The following fiscal year, this indicator began
to steadily decline, experiencing its greatest drop between FY 2003/04 and FY
2004/05. In FY 2004/05 ridership leveled out, experiencing a decline of less
than one percent the succeeding fiscal year.
The 2005 American Community Survey estimated the City's population increased
one-half of one percent between 2000 and 2005. From FY 2001/02 and FY
2005/06, total ridership declined less than one-half of one percent.
The City's adopted performance standard stipulates year-to-date transit ridership
should not decrease unless funding decreases. We recommend the City consider
revising this standard to specify annual ridership for the fixed -route service
increase at a rate equal to at least that of the city's overall population growth.
170,000
155,640
165,000
160,000
155,000
Exhibit 5-54 Annual Ridership
159,423
FY 2001/02 FY 2002/03 FY 2003/04 FY 2004/05 FY 2005/06
MOORE & ASSO
Passengers/Vehicle Service Hour
One of the most commonly used yardsticks for evaluating a transit program's
service effectiveness is Passengers/Vehicle Service Hour (VSH).
The City's indicator has fluctuated over the past five fiscal years. Passengers/VSH
increased 16 percent between FY 2004/05 and FY 2005/06, the most significant
rise across the years within the scope of this study. That fiscal year ridership
leveled and the number of VSH declined 16.2 percent.
The prior SUP set a benchmark for this indicator of not less than 13
Passengers/VSH. Actual performance during FY 2005/06 indicates
Passengers/VSH is nearing this benchmark. Given recent fixed -routes
performance, we recommend the standard remain unchanged.
12.50
12.00
11.50
11.00
10.50
10.00
MOORE & ASSOt
Exhibit 3-60 Passengers/VSH
2.25
11.11 11.08
69
10.56
FY 2001/02 FY 2002/03 FY 2003/04 FY 2004/05 FY 2005/06
1.5
1.4
1.3
1.2
1.1
1.0
0.9
0.8
0.7
0.6
0.5
Possengers/Vehicle Service Mile
Similar to the previously noted performance indictor, Possengers/Vehicle Service
Miles (VSM) measures service effectiveness.
The City's Passengers/VSM indicator decreased steadily between FY 2001/02 to
FY 2004/05, declining on average five percent/annum. During FY 2005/06 this
indicator increased by 30 percent. Ridership remained steady across FY 2004/05
and FY 2005/06 while the system's fixed -route service traveled 43 percent less
miles.
The City's prior SUP did not include a recommendation for this indicator.
Therefore, based on recent actual performance, we recommend a standard of not
less than 1.5.
Exhibit 3-61 Possengers/VSM
FY 2001102 FY 2002/03 FY 2003104 FY 2004/05 FY 2005/06
MOORE & ASSOC
1.1
0.9
os
FY 2001102 FY 2002/03 FY 2003104 FY 2004/05 FY 2005/06
MOORE & ASSOC
Operating Cost/Vehicle Service Hour
Operating Cost/Vehicle Service Hour (VSH) is an indicator of service efficiency.
Efficiency is defined as the extent to which a service is meeting the intended goals.
This indicator remained steady from FY 2001/02 to FY 2004/05, hovering
between fifty and eighty dollars. Similar to many of the previous indicators, the
City's fixed -route Operating Cost/VSH rose significantly (35.1 percent) in FY
2005/06. The increase was the result of a hike in operating cost (24.7 percent)
and a decline in service hours (16.2 percent). The recent escalation in operating
cost is most likely due to increases in fuel pricing which has affected nearly every
transit operation in the nation.
In addition, the reduction of hours for Route 3 South as well as a settlement with
the operations contractor regarding lost service hours resulted in skewed data for
this indicator.
As noted in the prior SRTP, uncontrollable contributing external factors to the
increase in operating costs is selection of a new operations contractor and the
rising cost of both fuel and commercial liability insurance. The cost of fuel is
borne directly by the City, while insurance is addressed on a pass-through basis.
MOORE & ASSOC
Exhibit 3-62 Operating Cost/VSH
$8.00
$7.00
$6.00 $5.52
$5.25
$5.00
$4.00 $4.88 $4.99
$3.00
$2.00
$1.00
$0.00 ,
FY 2001/02 FY 2002/03 FY 2003/04 FY 2004/05 FY 2005/06
MOORE & ASSO(
$8.00
$zoo
$6.00
$5.00
$4.00
$3.00
$2.00
$1.00
$0.00
Operating Cost/Passenger
Operating Cost/Passenger is yet another indicator intended to assess cost-
effectiveness.
The City's fixed -route Operating Cost/Passenger indicator rose 2.6 percent
between FY 2001/02 and FY 2004/05 before peaking the subsequent year. We
believe this can be attributed to the previously noted external cost factors In the
case of Petaluma, annual ridership failed to increase sufficiently to offset increased
operating cost.
The prior SUP did not establish a benchmark for this indicator. Based on actual
recent performance, we believe an indicator of not less than ten dollars is
reasonable.
Exhibit 3-63 Operating Cost/Passenger
$7
$5.52
FY 2001/02 FY 2002/03 FY 2003/04 FY 2004/05 FY 2005/06
MOORE & ASSOC
Farebox Recovery
Subsequent to the 2000 federal census, the city of Petaluma was re-classified from
a non -urbanized to an urbanized area. According to the State of California's
Transportation Development Act (TDA), if the claimant is categorized as urbanized
area, it must maintain a ratio of fare revenue to operating cost of not less than 20
percent. Since the City was designated as an urbanized area after the 1980
federal census, the Metropolitan Transportation Commission has the option of
granting the City up to five years from July 1 of the following year of the census to
meet the designated farebox recovery standard. In summary, the City's fixed -route
service must achieve the designated farebox recovery ratio of 20 percent during
FY 2006/07.
This indicator experienced a declining trend since reaching a peak of 15.8 percent
in FY 2002/03. We believe contributors to this decline include the difference
between the service's higher operating costs and lower fare revenue. In FY
2005/06, operational cost was nearly 25 percent higher than the previous fiscal
year, while fare revenue increased only two percent.
In the event the City's fixed -route service fails to achieve the required farebox
revenue indicator, non -transit monies such as general funds can be used as
backfill (in order to avoid possible reduction in future TDA allocations).
MOORE 8
16.0%
16.0%
14.0%
12.0%
10.0%
8.0%
6.0%
4.0%
2.0%
0.0%
15.6%
Exhibit 3-64 Forebox Recovery
7.5%
FY 2001/02 FY 2002/03 FY 2003/04 FY 2004/05 FY 2005/06
MOORE & ASSC
Fare/Passenger
The final performance indicator we analyzed was the ratio between total fare
revenue and total passenger counts.
The graph illustrates the fluctuation over the past five fiscal years. Between FY
2001/02 and FY 2003/04 this indicator steadily rose an average of 6.5 percent
before notably dropping 47.3 percent. The decline is a result of a significant
decrease in the fare revenue from FY 2003/04 to FY 2005/06. This trend may be
attributed to patrons utilizing non-cash fare options (i.e., monthly pass, 10 -ride
transit pass) versus traditional cash fare. With the slight increase in fare revenue,
the indicator increased approximately two percent the succeeding year.
$1.00
$0.90
$0.80
$0.70
$0.60
$0.50
FATIMOMMI
Exhibit 3-65 Fare/Passenger
$0.79
$0.80
$0.70
$0.55
$0.54
FY 2001/02 FY 2002103 FY 2003/04 FY 2004/05 FY 2005/06
Service Overview
This section evaluates the City's paratransit service using performance indicators.
The indicators were evaluated over a five year period.
Exhibit 3-66 Paratransit Performance Indicators
a-
Pertormance;Meas&eF- -= =s;
FY 2001/02 FY 2002/03 e
FY 2003/04
FY 2004/05
FY 2005/06
-- ' O efatin -CnsL Actual€$`
$310,991
$378,810
$325,000
$333,123
$468,516
-= F-aiE=88Vsnue AcFu&IE$-
$31,216
$37,921
$36,026
$34,855
$36,639
�. ._. ____ 17ehiclBServibe;Hou[s
$6,187
$6,628
$6,937
$7,379
$7,334
-_ _=__==�=/elildle_Seia?leeMles
58,036
64,407
64,809
66,421
68,502
Passen-ers
14,169
19,291
19,927
19,109
18,458
..
_CDsMH Actual$
$50.27
$57.15
$46.85
$45.15
$63.88
- _D-eratin CostFP-asSen er Actual;$-.
$21.95
$19.64
$16.31
$17.43
$25.38
lessen eir/VSfl
2.29
2.91
2.87
2.59
2.52
_- ;P..assen'ers/USM.
0.24
0.30
0.31
0.29
0.27
arebez.RdbOb AcluB[$
10.0%
10.0%
11.1%
10.5%
7.B
eratia CostNSM? Actual
$0.11
$0.10
$0.11
$5.02
$6.84
- ==YSMNSH
9.38
9.72
9.34
9.00
9.34
Fa[ePd55609eC
$2.20
$1.97
$1.81
$1.82
$1.99
INIMM3%!
Ridership Trends
Ridership on the City's paratransit service grew between FY 2001/02 and FY
2002/03 and largely remained steady during the next four years. Across the five-
year period ridership realized moderate growth.
The 2000 federal census estimated 7,855 seniors reside within Petaluma 7,855
(14.4 percent of total population). The Census also estimated 8,500 persons with
disabilities live within Petaluma (15.6 percent of the total population). This sub -
population (i.e., seniors and persons with disabilities) make up a significant
portion of the community.
Similar to the fixed -route service, the City's adopted standard states that annual
ridership should not decrease unless funding decreases. Given the City's current
demographic composition, we recommend this indicator be modified to tie
ridership growth to population growth.
25,000
20,000
15,000
10,000
5,000
01
Exhibit 3-67 Annual Ridership: Porotransit
19,29118.45B
19,109
14,169
FY 2001/02 FY 2002/03 FY 2003/04 FY 2004/05 FY 2005/06
MOORE 8 A55OCIA
Passengers/Vehicle Service Hour
One of the most commonly employed yardsticks of service efficiency is
Passengers/Vehicle Service Hour (VSH). Efficiency is defined as those resources
required to achieve the reported outcome.
This indicator has maintained a steady pace across the past five fiscal years,
ranging between 2.3 to 2.9 Passengers/VSH. The indicator reached a high of
2.91 during FY 2002/03. A slow decline ensued the succeeding fiscal years. The
most significant decline occurred between FY 2003/04 and FY 2004/05 (10.9
percent).
The City's prior SRTP set a benchmark for this indicator of not less than 2.5
Passengers/VSH. Actual performance during FY 2005/06 reveals the indicator
has reached its benchmark. Given actual recent performance, we recommend the
city consider raising the standard to not less than 3.0 percent.
3.50
3.00
2.50
2.00
1.50
1.00
0.50
0.00
MOORE E ASSOC
Exhibit 3-68 Passengers/VSH
2.91 2.87
2.52
2.59
29
FY 2001102 FY 2002/03 FY 2003/04 FY 2004/05 FY 2005/06
Passengers/Vehicle Service Mile
Another commonly employed yardstick for assessing transit service efficiency is
Passengers/Vehicle Service Mile (VSM). The Passengers/VSM indicator remained
steady during FY 2001/02 to FY 2005/06. We believe this can be attributed to
steady ridership growth (i.e. 3 percent/ annum).
The City's prior SUP did not include a benchmark for this indicator. In light of
recent performance, we recommend the City consider setting a benchmark of not
less than 0.3 Passengers/VSM.
Exhibit 3-69 Possengers/VSM
$0.32
$0.30
$0.28
$0.26
$0.24
$0.22
$0.20
FY 2001/02 FY 2002/03 FY 2003/04 FY 2004/05 FY 2005/06
MOORE & ASSOC
Operating Cost/Vehicle Service Hour
Operating Cost/Vehicle Service Hour (VSH) has fluctuated across the last five years
within the scope of this evaluation. Between FY 2001/02 and FY 2002/03,
paratransit operating cost increased 12.1 percent. The FY 2002/03 indicator was
up nearly 17.9 percent.
The rollercoaster trend continues. The indicator experienced it greatest decline
between FY 2002/03 and FY 2003/04 (22 percent). We believe the decline can
be attributed to lower operating costs (16.6 percent) combined with a modest
increase in annual service hours (4.5 percent). Since FY 2004/05, the indicator
has increased approximately 29.3 percent. The recent increase is probably due in
large part to sharp increases in fuel prices.
No benchmark was set for Operating Cost/VSH in the prior SRTP. Based on actual
performance, we recommend the city consider adopting a performance standard
of not more than $65.00.
$80.60
$70.00
$60.00
$50.00
$40.00
$30.00
$20.00
MOOP.E &
Exhibit 3-70 Operating Cost/VSH
$63.BB
15
FY 2001/02 . FY 2002/03 FY 2003/04 FY 2004/05 FY 2005/06
Operating Cost/Passenger
Operating Cost/Passenger declined between FY 2001/02 and FY 2003/04. In
succeeding fiscal years, the indicator rose as high as $25.38 in FY 2005/06, 31.3
percentage points more than the prior year.
The City's prior SRTP did not establish a benchmark for this indicator. Therefore,
based on actual recent performance, we recommend the City consider adapting a
performance standard of not greater than $24.00.
Exhibit 3-71 Operating Cost/Passenger
$27.00
$25.00
$23.00
$21.00
$19.00
$17.00
$15.00
F 2001X2 F 20OM3 F 2003X4 F 2004X5 F 2005105
MOORE & ASSOC
Farebox Recovery
Farebox recovery reflects the percentage of total operating cost "recovered"
through passenger fares.
Given its receipt of TDA funds, the City has a farebox ratio of standard of not less
than 10 percent. Although recent performance has fallen below this standard, we
believe the City should make every reasonable effort to achieve the 10 percent
standard. Failure to do so could place the City's future TDA allocations in
jeopardy. Further, in those instances where annual forebox falls below the
stipulated threshold, the City could be required to "backfill" using other non -transit
funding (i.e., general fund).
15.0
10.0
10.0
5.0%_
0.0%
Exhibit 3-72 Farebox Recovery
10.5%
7.8
FY 2001/02 FY 2002/03 FY 2003/04 FY 2004/05 FY 2005/06
MOORE &
Fare/Passenger
The Fare/Passenger indicator declined for the City's paratransit service. This
indicator has fluctuated between $1.81 and $2.20 across the last five fiscal years.
Given that fare structure remained relatively unchanged, we believe this
fluctuation can be attributed to variances in annual ridership.
The prior SUP recommended an indicator no greater than the Consumer Price
Index. Given recent actual program performance, we believe an indicator of not
less than $2.10 is appropriate.
Exhibit 3-73 Fare/Passenger
$3.00
$zs° $2.20
$1.97 $1.99
$2.00
$1.81
$1.82
$1.50
$1.00
FY 2001/02 FY 2002103 FY 2003/04 FY 2004/05 FY 2005/06
u • • i A
PEER REVIEW
A tried and true method of evaluating the effectiveness of a transit service is the
peer review. We believe the peer review provides a valuable addition to the City's
Short Range Transit Plan, as it compares the effectiveness of Petaluma Transit with
similar transit programs in California. Our analysis also illustrates the amount of
service provided by each peer in relation to the number of persons riding within
the respective service area.
The City offers both fixed -route and paratransit service. It is often challenging to
find an exact match to a service and/or the community the program serves.
Therefore, our approach is to identify like -peers using the following criteria (listed
in hierarchical order):
1. Comparable service areas, population, and fleet size.
2. Similarity in type of services offered (i.e., fixed -route and
demand -response).
3. Similarity in funding and governance.
4. Comparable performance indicators (i.e. operating cost,
annual ridership).
The goal of the peer review is not to identify a direct match, but rather to advance
a range of acceptable performance. The following table provides data
comparison between Petaluma and like -peers. All performance indicators reflect
FY 2005/06 data. Demographic data was obtained from the 2000 federal
census.
Exhibit 3-74 Cornerstone Evaluation Criteria
MOORE & ASSOC
PEER PROFILES
Union City Transit
Union City Transit is the administrator of public transit services within its namesake
and surrounding areas. Services include Union City Transit fixed -route service and
a complementary paratransit service, Union City Paratransit.
Union City Transit operates an intercity fixed -route service consisting of four
distinct alignments: Alvarado -Niles, Whipple, Almaden, and Seven Hills. The
Alvarado -Niles Route operates on Alvarado -Niles Road and travels throughout
southern Union City. The Whipple Route travels along Union City Boulevard in
western Union City and between Whipple Road and Decoto Road on the eastern
side of the community. The Almaden Route runs through central and eastern
Union City along Almaden Road. The Seven Hills Route travels throughout Union
City.
All routes stop at the community's BART rail station. Transfers are also available to
AC Transit and Dumbarton Transit.
Union City Transit is a fixed -route service operating Monday through Friday from
4:15 a.m. until 10:20 p.m.; Saturday from 7:00 a.m. until 7:30 p.m.; and Sunday
from 8:00 a.m. until 6:30 p.m. The adult base fare is $1.50. Seniors (age 60 and
over) and persons with certified disabilities pay 50 cents. Monthly passes are also
available for $40.00 for adults and $14.00 for seniors and persons with
disabilities.
The City's complementary paratransit service has the same hours as UCT. The
fare for Union City Paratransit is $2.25, for travel within city limits. Union City
Paratransit riders must be ADA -certified.
MOORE &
Clovis Transit
The City of Clovis offers fixed -route service (Clovis Stageline) and paratransit
service (Clovis Roundup).
The Clovis Stageline fixed -route service consists of five routes: Route 10, 50, 60,
65 and 70. Route 10 travels within northern and western Clovis with service on
major arterials such as Barstow Avenue, Fifth Street, and Alluvial Avenue. Route
50 operates throughout northeast and southwest Clovis with stops along Ashlon
Avenue, Pollasky Avenue, and Armstrong Avenue. Route 60 travels around central
and northeastern Clovis. This route alignment has service from Shaw Avenue up
to Temperance Avenue. Route 65 offers a loop service in southern Clovis on Shaw
Avenue, Fowler Avenue, and Dakota Avenue. Route 70 provides service from
central Clovis to the Regan Education Center east of Clovis during peak hours.
The adult base fare for Clovis Stageline is one dollar. Seniors age 55 and older
along with persons with disabilities pay 50 cents. Transfers to Fresno Area Express
are available from Routes 60, 65 and 70. The fare for intercity service to Fresno
ranges from $1.75 to $2.50.
The Clovis Roundup operates Monday through Friday from 6:15 a.m. until 6:15
p.m. Service is also available on weekends from 7:30 a.m. until 3:30 p.m. The
program is eligibility -based: persons 55 years of age and above or ADA -certified
residents. The adult base fare is one dollar.
Vacaville City Coach
Vacaville City Coach provides a fixed -route service with a complementary
paratransit service for ADA -certified persons. Fixed -route service is provided
Monday through Friday 7:00 a.m. to 6:00 p.m. and Saturdays 9:00 a.m. to 5:00
p.m. Paratransit service operates Monday through Friday from 6:30 a.m. to 6:00
p.m. and Saturdays 9:00 a.m. to 5:00 p.m.
MOORE &
The adult base fare for fixed -route service is $1.50. Monthly passes are available
for $45.00 for adults, $25.00 for seniors/persons with disabilities, and $28.00 for
youth.
Fixed -route service is comprised of eight alignments: Route 1, 2, 4, 5, 6, 6B, 7,
and B. Route 1 provides service in western Vacaville via Orchard Avenue and
Main Street. Route 2 serves central Vacaville along Marshall Road from the
transfer point on the west side of the city to the one on the east side. Northeast
Vacaville is served by Route 4 along Yellowstone Drive and Orange Drive. Route
5 serves a large area of southern Vacaville along Alamo Drive and Nut Tree
Road. Northern Vacaville is served by Route 6 along Monte Vista Avenue and up
Brown Street. Route 6B also serves north central Vacaville along Monte Vista
Avenue and as far south as Hume Way. Route 7 and 8 serve nearly identical loop
alignments running in opposite directions. This loop alignment runs down to
Youngsdale Drive and along Peabody Road up to the Transit Mall.
Lodi Transit
The Lodi Gropeline provides a fixed -route service with a complementary general
public paratronsit service. Fixed -route service is provided Monday through Friday,
from 6:15 a.m. to 7:00 p.m. On weekends four of the five fixed -routes operate
from 7:45 a.m. until 3:00 p.m.
All of the routes begin at Lodi Station. Route 1 circulates through the northwest
portion of the community. Route 2 travels through the central part of the city, and
Route 3 through the western portion of Lodi. Route 4 travels through the city's
southwest section and Route 5 through the eastern part of the community.
The adult base fare for fixed -route service is one dollar. The fare for seniors (age
60 or older), persons with disabilities, and Medicare card holders is 50 cents.
Paratransit service is available seven days/week. Reservations may be scheduled
as early as 6:15 a.m., same day pick-ups begin at 8:00 a.m. The service runs
until 9:00 p.m., Monday through Friday. Reservation service commences at 7:45
a.m. and operates until 6:00 p.m. on Saturday, and 7:45 a.m. up to 4:00 p.m.
on Sunday. Same-day scheduled service starts at 8:00 a.m. until 5:00 p.m. on
Saturday, and 8:00 a.m. through 3:00 p.m. on Sunday. The adult base fare for
paratransit service is $5.00 and base fare for ADA -certified or senior patrons is
$1.50.
MOORE & ASSOC
FIXED -ROUTE PEEP. REVIEW
Listed within Exhibit 3-75 are comparisons between Petaluma fixed -route
performance indicators for Fiscal Year 2005/06 and the selected peers.
Exhibit 3-75 Fixed -Route Key Indicators
08[atln Gose" =i
$1,119,214
$2,574,949
$1,125,486
$1,997,120
$1,220,692
$1,220,692
$1,607,492
Fere Revenue= _
$88,173
$313,162
$77,325
$280,029
$179,381
$179,381
$187,614
Vebffcle Serilce_H&f VSH =`-i
13,019
38,519
16,825
32,331
22,103
22,103
24,559
Vehmle.Servlez'MIIes SM -==
140,658
524,267
277,718
613,067
278,709
278,709
366,884
159,423
398,006
139,622
295,871
282,803
282,803
255,145
Total Fleet= --
15
15
11
12
8
12
12
Peak Fleet -
11
Rotation
5
B
8
B
8
0 eratln CostiVSH ==
$85.97
$66.85
$66.89
$61.77
$55.23
$66.85
$67.34
$7.96
- $4.91
$4.05
$3.26
$4.38
$4.38
$4.91
0' era6n CosHPassen er-
$7.02
$6.47
$8.06
$6.75
$4.32
$6.75
$6.52
Passen ersNSH _
12.2
10.3
8.3
9.2
12.8
10.3
10.6
Passers ers/USM =_
1.1
0.8
0.5
0.5
1.0
0.8
0.78
F.are6ozRecove
7.9%
12.2%
6.9%
14.0%
14.7%
12.2%
11.1%
Average FarelPassenger =_
$0.55
$0.79
$0.55
$0.95
$0.63
$0.63
$0.69
* Operating costs for FY 2005/06 were up $238,242 due to increased
maintenance costs, purchase of four spare vehicles, and lower revenue hours due
to vehicle issues. Another factor was increased maintenance and operations
consultant fees.
Annual fixed -route ridership numbers reflect the total number of fixed -route
passengers during FY 2005/06. Petaluma, although 62.5 percent below average,
faired well considering the extremely high ridership recorded for Union City Transit
(56 percent above peer average), which skewed the peer data.
MOOP.E & ASSOC
500,000
400,000
300,000
200,000
100,000
0
Exhibit 3-76 Annual Ridership
Petaluma Union City Clovis Vacaville Lodi
Two performance indicators are employed to assess service efficiency: Operating
Cost/Vehicle Service Hour (VSH) and Operating Cost/Vehicle Service Mile (VSM).
Efficiency is defined as resources required to achieve the reported outcome. When
compared with the peer operators, both indicators demonstrated a low level of
service efficiency for Petaluma Transit.
Lodi's Operating Cost/VSH was the lowest in the peer group, 22 percent below
the average. Petaluma had the highest (27 percent above the peer average).
$100.00
$80.00
$60.00
$40.00
$20.00
$0.00
Exhibit 3-77 Operating Cost/VSH
Petaluma Union City Clovis Vacaville Lodi
MOORE & ASSOCI,
Petaluma had the lowest indicator amongst the peers in terms of service efficiency
measured by Operating Cost/VSM. By contrast, Vacaville had the highest
efficiency.
$10.00
$8.00
$6.00
$4.00
$2.00
$0.00
Exhibit 3-78 Operating Cost/VSM
Petaluma Union City Clovis Vacaville Lodi
—Average ($4.91)
MOOP.E & ASSO
Operating Cost/Passenger is an indicator of cost -efficiency. Efficiency is defined as
the extent to which a service is meeting its intended goals.
Petaluma had the second highest indicator within the peer group, over 7 percent
above the peer average. Lodi had the lowest, 51 percent below the peer average.
Exhibit 3-79 Operating Cost/Passenger
$10.00
$8.00
$6.00
$4.00
$2.00
$0.00
Petaluma Union City Clovis Vacaville Lodi
PassengersNSH indicates how many passengers ride a transit service on a per -
annum basis. Petaluma had the second highest amongst peers with an indicator
at 12.2 PassengersNSH, 15 percent above the average.
15.0
12.0
9.0
6.0
3.0
0.0
Petaluma
MOORE & ASSOCI
Exhibit 3-80 Passengers/VSH
Union City Clovis Vacaville Lodi
1.5
1.0
0.5
0.0
Petaluma demonstrated a high level of effectiveness with ❑ ratio of 1.1 for the
Passengers/VSM indicator, 41 percent above the peer average. Clovis and
Vacaville fell well below the peer average. Clovis and Petaluma have comparable
annual ridership, varying only 14 percent. However, Clovis traveled nearly 97
percent more miles than Petaluma. The Clovis service area is approximately two
square miles larger than Petaluma. With some routes, Clovis is running half-hour
and one-hour headways, whereas Petaluma runs 60 -minute headways, running
more service miles with higher frequency.
Exhibit 3-81 Passengers/VSM
Petaluma Union City Clovis Vacaville Lodi
MOORE & ASSOC
A transit program's farebox recovery ratio calculates the percentage of operating
cost recovered through passenger fares. It is the most common measure of public
subsidy of a transit service. Petaluma's forebox recovery ratio was 7.9 percent, 40
percent below the peer average.
20.0%
15.0%
10.0%
5.0%
0.0%
Exhibit 3-82 Farebox Recovery
Chart Title
Petaluma Union City Clovis Vacaville Lodi
Average Fare/Passenger is another measure of cost -efficiency. Petaluma tied with Clovis
for the lowest average Fare/Passenger. Its base fare is one dollar. In comparison, Lodi's
base fare is also one dollar, while the base fare for Vacaville and Union City are $1.50.
By charging only fifty cents more per passenger, Union City and Vacaville are realizing a
difference of 24 cents and 40 cents, respectively.
$1.00
$0.80
$0.60
$0.40
$0.20
$0.00
Exhibit 3-83 Average Fare/Passenger
Chart Title
Petaluma Union City Clovis Vacaville Lodi
MOORE & ASSO(
PARATRANSIT PEER REVIEW
Our paratronsit peer review compared key Petaluma performance indicators for
Fiscal Year 2005/06 with those of four "like peer' transit programs.
Exhibit 3-84 Paratronsit Key Indicators
0 eratin :Dost = ?
$468,516
$624,208
$1,181,610
$351,623
$1,271,197
$624,2081
$779,431
Fare Revenue =
$36,639
$34,984
$65,175
$29,742
$108,8851$336,639F$55,085
7,334
9,478
19,784
6,751
28,1394,297
VehlcleSeiVtceMiles VSM
68,502
91,049
268,930
76,501
230,7577,148
18,458
19,848
45,531
14,537
67,3343,142
6
5
11
6
179
6
Rotation
10
3
169
$63.88
$65.86
$59.73
$52.08
$45.1857.35
C1 eratin-sCosWSM = _
$6.84
$6.86
$4.39
$4.60
$5.51
$5.51
$5.64
Or eratin -9Cosr/Passen 'er `
$25.38
$31.45
$25.95
$24.19
$18.88
$25.38
$25.17
Passen2rsNSH =
2.5
2.1
2.3
2.2
2.4
2.3
2.29
0.3
- 0.2
0.2
0.2
0.3
0.2
0.23
FareboxRecove - -=
7.8%
5.6%
5.5%
8.5%
8.6%
7.8%
7.2%
AVeraBe Fare /Passenger:
$1.99
$1.76
$1.43
$2.05
$1.62
$1.76
$1.77
MOORE &
Paratransit ridership numbers were inconsistent and highly variable amongst the
peers. Petaluma was below average by nearly 80 percent for this indicator. Lodi
was 103 percent above the average. If Lodi were removed from the group,
Petaluma would be less than 34 percent below the peer average. As previously
noted, we recommend the City improve the system's dependability (i.e., on-time
performance) and implement targeting marketing strategies.
Exhibit 3-85 Ridership
The Operating Costs/VSH indicator for the City's paratransit service performed
competitively with its peers. This indicator was approximately 11 percent above
average. Lodi was less than 27 percent of the peer average. This can be
attributed to lower operating costs and greater annual revenue hours.
Exhibit 3-86 Operating Cost/VSH
MOORE 8 ASSOC
With respect to Operating Cost/VSM, Petaluma again performed competitively
when compared to the peers. We believe this can be attributed to the relatively
modest number of service miles traveled during the last fiscal year. Petaluma's
paratransit service indicator was nearly 21 percent above the peer average. Clovis
performed best with an indicator of only $4.39/VSM.
$10.00
$8.00
$6.00
$4.00
$2.00
$0.00
Exhibit 3-87 Operating Cost/VSM
Petaluma Union City Clovis Vacaville Lodi
In terms of service effectiveness, Petaluma's paratransit service faired well. The service
carried nearly 9 percent more passengers than the peer average. Union City ranked
lowest amongst the peers (2.1 percent).
3.0
2.5
2.0
1.5
1.0
0.5
0.0
Exhibit 3-88 Passengers/VSH
Petaluma Union City Clovis Vacaville Lodi
MOORE & ASSOC
Petaluma's paratransit service Passengers/VSM indicator is similar to the previous
indicator, receiving the highest rank among like -peers. Both Petaluma and Lodi posted
the highest Passengers/VSM (0.3).
Exhibit 3-89 Passengers/VSM
The farebox recovery ratio for the City's paratransit service was 8 percent below the peer
average. It should be noted that all of the peers had a relatively similar farebox recovery
ratio with the exception of Clovis and Union City. Although 7.8 percent is below the
recommended 10 percent recovery ratio, Petaluma has performed well against it peers.
10.0%
8.0%
6.0%
4.0%
2.0%
0.0%
Exhibit 3-90 Farebox Recovery
Petaluma Union City Clovis Vacaville Lodi
MOORE & ASS(
$2.50
$2.00
$1.50
$1.00
$0.50
$0.00
The City's paratransit service collects $1.99 per passenger, near the peer average
of $1.77. Clovis had the lowest average Fare/Passenger at $1.43, nearly 24
percent below the peer average. The highest value for this indicator was posted by
Vacaville. Although the fare for paratransit service is two dollars in both Vacaville
and Petaluma, Vacaville receives an average of $0.84 more Fares/Passenger.
Lodi is the only paratransit program among the peers offering service to the
general public. The fare for general public paratransit service is five dollars.
Exhibit 3-91 Average Fare/Passenger
Petaluma Union City Clovis Vacaville Lodi
MOOP.E & A55O(
CHAPTER 4 -OPERATIONS PLAN AND BUDGET
OPERATIONS PLAN
This plan presents the necessary framework to support those service alternatives
proposed by Moore & Associates, City staff, and its operations contractors. Both
quantitative and qualitative data for Petaluma Transit's fixed -route and paratransit
services were assessed to create scenarios relating the City's adopted performance
standards. An important aspect of this assessment is the incorporation of new
factors that will influence service, including the introduction of the new Transit
Mall, forecast population growth, and planned development. Similarly, funding
opportunities and constraints were considered in the creation of the following
plans.
Within the proposed routing, a reduction in Vehicle Service Miles (VSM) will occur
while Vehicle Service Hours (VSH) will increase. Less VSM will improve on-time
performance by decreasing the length of individual routes translating to improved
on-time performance. Fewer miles traveled also extend the average vehicle
lifecycle. Increase in VSH will create more frequent headways which entail more
frequent service. An addition of 15 new bus stops will slightly impact the traffic
and signage in the newly served areas of Petaluma. The proposed routing will
bring service to areas of Petaluma that were not previously served by public
transit.
Because the Petaluma Transit fixed -route service does not receive federal funding,
the City is not required to complete a Federal Transit Authority (FTA) Triennial
Review or file a Title VI report.
The City's paratransit service receives FTA Section 5310 funding and therefore is
required to file a Title VI report and complete a FTA Triennial Review.
MOORE &
Fixed-Rauie Service Recommendations
Based on our comprehensive evaluation of the City's fixed -route service, we
believe the service is performing below typical industry standards. Customer
dissatisfaction is apparent as 58 percent perceive the service to be
underperforming. The city's population increased 27 percent between 2000 and
2005, yet transit has not been adjusted to accommodate increased demand.
Another issue which contributes to the service's modest satisfaction rating is poor
on-time performance (40.1 percent).
With the addition of the new Transit Mall and the need to eliminate overlapping
and redundant route alignments, we conclude that in order to achieve greater
productivity, Petaluma Transit must re -align its routes. The proposed system would
not only streamline the routes, but would also provide enhanced coverage. The
resulting schedules would enhance frequency and improve on-time performance.
MOORE &
Exhibit 4-1 Current System
Exhibit 4-2 Proposed System
Petaluma Transit
Proposed Route System
Proposed Rowe 1
..ate.. Ropnzd Route 1 idpper
Rope. d Rowe 3
e—?mpomd Role 3
.ems Proposed Rome 4
MOORE & ASSO
The City's previous SRTP included proposed stops for Petaluma Transit fixed -route
service. According to the update set forth in the 2006 Mini-SRTP, the City plans to
add all the recommended transit stops by August 2007, concurrent with the
opening of the Transit Mall. This has been taken into account in developing this
study.
The stops recommended in the prior SUP have been analyzed in context with the
new route alignments. The majority of these stops will be included in the
proposed alignments. A total of eight stops have been eliminated due to low
ridership or because they are no longer within areas covered by the proposed
routings.
Fourteen additional stops have been proposed as ❑ result of the new route
alignments.
MOORE & ASSOCIATES
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Exhibit 4-4 Proposed System Routes and Stops
Petaluma Transit
Proposed Routes & Stops
® Proposed Route t
— proposed Route t Tepper
— Proposed Route 2
® Proposed Route 3
=Proposed Route
o Existing Bus Stop
.. Proposed Bus Stop
o Eliminatetl Bus Stops
As illustrated in Exhibit 4-6, proposed Route 1 would provide increased access for
those living in single-family dwellings. This route also provides service from these
areas to commercial districts downtown as well as schools in the area.
Proposed Route 2 also serves those living in single-family dwellings north of
downtown. It provides these residents with access to recreational areas as well as
commercial centers.
Those seeking access to commercial and healthcare facilities would utilize
proposed Routes 3 and 4. Schools are also prominent in this area.
The northwestern portion of the community is served by proposed Route 4. This
area of the city has the widest variety of zoning restrictions. This route gives access
to parks, industrial areas, businesses, schools, and healthcare centers.
MOORE &
Exhibit's -5 City Zoning Map with Proposed System
Petaluma Transit
Proposed Route System
® Roposed Route I
—P posed Route I Tdpper
® Roposed Route 2
® Reposed Route 3
e Roposed Route 4
MOORE &
Proposed Route 1
Proposed Route 1 provides service to the southern portion of Petaluma on
a 30 -minute basis.
The trip commences at the Transit Mall at E. Washington and Copeland
Streets. The proposed alignment would continue to cover the downtown
section of the city west of Petaluma Boulevard. However, coverage east of
Payran Street has been omitted in order to eliminate overlapping coverage
and reduce miles.
Route 1 would head westbound on Washington Street then continue south
onto Petaluma Blvd where patrons can access points of interest such as the
Petaluma Historical Museum, post office, Boulevard Cinemas, Petaluma
People Services Center, and Veterans Outreach.
The route would continue on McNear Avenue, head north onto Mission
Drive, southwest at Mountain View Avenue and then west onto Grant
Avenue where it will stop at Grant Avenue and Kelly Lane near Grant
Elementary School. The bus would then head northeast along I Street to
Sunnyslope Road to Sunnyslope Avenue. Then Route 1 would continue to B
Street and EI Rose Avenue. Most of the current coverage along Sunnyslope
Avenue would be eliminated given lack of trip generators and ridership in
this specific area.
The bus would continue east on B Street and north on Fair Street stopping
at Bassett Street and Western Avenue. Heading east on Western Avenue,
Route 1 would provide service to community services. Continuing, the bus
would head north onto Howard Street and then Oak Street, going north on
Keokuk Street it would pass Cypress Hill Memorial Park. After moving onto
Magnolia Ave and then Petaluma Boulevard, the remainder of the route
will travel southbound through Lakeville Street onto Jefferson Street to
Payron Street where it will service the Fairgrounds, before returning to the
Petaluma Transit Mall, finishing its approximate 7.5 -mile run.
MOORE & ASSOCIATES
The estimated difference of additional revenue miles per day is 40.5. This
estimate takes into consideration the additional hour of service expected to
be implemented in August 2007 on a 30 -minute frequency.
We recommend Route 1 also include a tripper bus that will alleviate the
crowding of students from Petaluma High School, Petaluma Junior High
School, and St. Vincent's High School. The proposed tripper service would
not require an additional bus. Rather, during these peak hours, Route 1
would run on a 45 -minute headway.
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Exhibit 4-6 Proposed Route 1 with Stops
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Proposed Route 2
Route 2 covers the high ridership areas northeast of McDowell Boulevard
North. Current service along McDowell Boulevard South would be
eliminated and would be covered by Proposed Route 3 and Proposed
Route 4. This route would operate on a 15 -minute frequency in the
morning and afternoon to accommodate the areas with the heaviest
ridership, and 30 -minute frequency mid-day.
The run would commence at the Transit Mall and heads east on East
Washington Street where it stops at Washington Square Shopping Center
and the Valley Orchard Retirement Center. It would then head north on
Sonoma Mountain Parkway serving Santa Rosa Junior College and the
Parkway Plaza Shopping Center. The trip continues on Sonoma Mountain
Parkway, then south on Maria Drive covering the Waugh Kids Care s
along the thoroughfare and the Petaluma Valley Hospital. The bus would
then continue to E. Madison Street heading west passing the Petaluma
Senior Center. Heading south onto McDowell Boulevard North, the bus
would stop at the Plaza North Shopping Center before continuing south on
McDowell Blvd. North and west on E. Washington Street to locations
including the Petaluma Swim Center and Whole Foods Market prior to
completing its 8.4 -mile run at the Transit Mall.
MOORE 8
Exhibit 4-8 Proposed Route 2 with Stops
Petaluma Transit
Proposed Route 2
— Current Route 2
proposed Route
Proposed Bus Stops
Eosung Bus Smps
0 aminated steps
MOORE &
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Proposed Alternative Route 2
City staff created an Alternative Route 2 recommendation similar to the
current Route 2 alignment. Proposed Alternative Route 2 North also travels.
along South McDowell Boulevard, but eliminates one segment which
currently exists on the north side of East Washington Boulevard headed
downtown. This proposed route would begin at the Transit Mall, travel east
along East Washington Street then south on South McDowell Boulevard,
east to McDowell Extension, west onto Lakeville Highway, also servicing
downtown along Keller Street and 4'h & C Streets, terminating at the new
Transit Mall.
The most significant change on the Proposed Alternative Route 2 South is
service along Lakeville Highway. Service would continue along East
Washington Street to South McDowell Boulevard, to Ely Boulevard South to
Frates Road, and then to McDowell Boulevard South Extension. From
here, the alignment would travel west along Lakeville Highway where it
would eventually intersect with D Street, turn south to service downtown
and terminate at the Transit Mall. This proposed alignment would utilize
existing stops along Lakeville Highway and capturing the new residential
and commercial development. The new alignment would also serve the
new Goodwill store located at Caulfield Lane and Lakeville Highway.
This route would operate on a 60 -minute frequency throughout the service
day.
MOORE & ASSO(
Exhibit 4-10 Proposed Alternative Route 2 with Stops
Petaluma Transit
Alternate Route 2S
Curtent Route 2
Ument Rout.2Slops
Propoo dRoute 25
e Propo%od Rw1e25tcps
MOORE & ASSC
Proposed Route 3
Proposed Route 3 is the longest proposed route, running nearly 11 miles
round-trip. The service would have 30 -minute headway and operates 12.5
hours a day, a total of 264.25 miles per day. This proposed route has a
difference of nearly 40 miles per day as it replaces two routes, 3N 7 3S.
Route 3 covers the current route areas of 2S and partially 3N and 3S, and
eliminates service coverage south of Washington Street in order to provide
comparable service the southern end of current Routes 2 and 3.
Route 3 would start at the Transit Mall and continue east along E.
Washington Street stopping at the Petaluma Swim Center and Town Plaza
Shopping Center. It would then continue south on McDowell Boulevard
South stopping by Safeway and North Bay Children's Center. The bus
would continue west on Caulfield Lane stopping at St. Francis by St.
Francis Residential Care, and then head south stopping near Miwok Valley
Elementary School. Route 3 then continues east, stopping at Casa Grande
and McDowell Boulevard South where it would continue south to the post
office on Corporate Circle. The bus then loops around on Cypress to stop
at Kaiser Permanente on Lakeville Highway and then north to Frates Road
and Lakeville Highway. Route 3 then would head north and then east to
stop at Casa Grande High School where it would travel north to Ely
Boulevard South and Village East Drive. The trip would then head east to
stop on Ely Blvd South and East Washington Street, by Valley Orchid
Apartments. Once on East Washington, it would head to the west to stop at
Washington Square Shopping Center and then west back to the Transit
MOIL
MOORE & ASSO
Exhibit 4-12 Proposed Route 3 with Stops
MOORE &
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Proposed Route 4
Proposed Route 4 is a new route, with one-hour headway, that would serve
the northwestern portion of the city including the Petaluma Village
Premium Factory Outlets and the Industrial Center (C & P Microsystems,
Rhodehouse Wood Works, and R. McClure Electric Company.
This proposed route begins at the Transit Mall and continues west on
Washington Street, stopping on Petaluma Boulevard. Once on Petaluma
Boulevard, the routes continues north to stop on Oak Street, Lakeville
Street, Magnolia Avenue, and the Petaluma Village Premium Outlets. The
alignment then continues east on Corona Road and then north on
Industrial Avenue to stop on Auto Center Drive and near C & P
Microsystems, Inc. Route 4 then heads northeast on Redwood Highway to
stop on McDowell Boulevard to serve the surrounding businesses. The
proposed alignment then continues south onto McDowell Boulevard to stop
on Willowbrook Court near the surrounding office buildings. Remaining on
McDowell Boulevard, the route would serve trip generators such as U.S.
Post Office, Petaluma Estates, Sunrise Park, Petaluma Plaza, and Petaluma
Community Center. The route then heads south on Washington Street
returning to the Transit Mall.
MOORE & ASSOC
Exhibit 4-14 Proposed Route 4 with Stops
Petaluma Transit
Proposed Route 4
® Current Route t
Current Rout_= 2
Proposed Route Y
o Propusetl Bus Sops
• Easunq Bus Stops
• Bimnated stops
MOORE & ASSC
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Paratransit Recommendations
The City's paratransit service is open to persons with physical or mental
impairments impacting their ability to use fixed -route transit service. This program
functions as the City's ADA -complementary service. As such, its hours of operation
mirror those of the fixed -route service. The paratransit service requires six vehicles.
Based on the results of our evaluation of the service's performance, the most
obvious issue affecting paratransit service efficiency and effectiveness is poor -on-
time performance.
To improve scheduling and on-time performance, paratransit dispatching staff
should coordinate trips to the most popular origins and destinations (Exhibit 4-14).
Doing so would free up time to serve other destinations and patrons more
efficiently. We can conclude from this chart that within the 14 -day sampling 55
pick-ups and 38 drop-offs were made at Old Adobe Developmental Services
(GADS). This equates to six roundtrips per day to this location.
Exhibit 4-16 Paratransit Origins and Destinations
As of July 2007, the draft of a FTA -required Coordinated Human Services Plan
commissioned by the MTC was in review. In the interim, Moore & Associates
recommends PPSC utilize all resources (i.e., Sonoma County Area Agency on
MOORE & ASSO(
Aging Transit) when coordinating with local and Bay Area social services agencies
to maximize funding and improve service performance.
Average Trip Time and Trip Length
We recommend the City monitor trip times and lengths on a regular basis.
Increases in trip times could indicate poor dispatching and/or scheduling, poor
allocation of drivers and/or vehicles, increases in traffic congestion, and should be
routinely discussed with the operations contractor.
Every week, we recommend PPSC staff review a random sampling of not less than
two paratransit vehicle driver logs. A calculation of trip times in Microsoft Excel
may be included along with an average trip time for that day's activity. Formal
monitoring would provide the paratransit service with a means to quickly
recognize trends and to respond to them.
No new activities or service changes are planned in accordance with the ADA for
the paratransit service.
No additional proposed revisions or improvements to fixed -route services intended
to enhance usage by persons with disabilities and older adults are under
consideration at this time. This recommendation assumes all recommendations
from the 2007 mini-SRTP are implemented, including, fixed -route enhancements
for persons with disabilities and seniors.
MOORE & AS!
OPERATIONS BUDGET
Proposed Operating Expenses and Performance Assumptions
Five-year operating expenses have been projected using the following
assumptions:
1. Recommendations outlined within this chapter would be
implemented within a period of three to five years.
2. Fixed -route ridership would increase no less than 10
percent/annum.
3. Paratransit ridership would increase no less than four
percent/annum.
4. Purchases of Petaluma Transit replacement vehicles and
poratronsit expansion vehicles would occur during the fiscal
year identified in the Capital Plan.
5. All expenditures in the Capital Plan would occur within the fiscal
year identified.
b. Marketing is set at four percent of total operating budget for FY
2007/08, and not less than three percent each year thereafter.
7. Operational costs were based on City -provided data.
8. The rate of inflation is forecast at three percent/annum.
9. Periodic adjustments to the Petaluma Transit fare structure
would occur.
MOORE & ASSOCIE
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CHAPTER'5 - CAPITAL IMPROVEMENT PROGRAM
Our Capital Plan outlines the supporting infrastructure necessity to carry forth the
operations and services set forth in the Operations Plan and Budget discussed in
Chapter 4.
Fixed -Route Capital Improvements
In 2007, the City acquired four new 35 -foot, heavy-duty transit buses. The average
age of the current active fixed -route fleet inclusive of new vehicles is 5.3 years. The
FTA service life of the newly acquired buses is 10 years or 350,000 miles. Although
these four vehicles will not require replacement during the course of this 10 -year
Capital Plan, most vehicles within the fleet will be either leased, sold, or otherwise
retired by the end of FY 2007/08.
Further, we recommend the continued purchasing of vehicles with wheelchair lifts
and bicycle racks.
Paratransit Capital Improvements
By the end of August 2007, the paratransit service acquired two paratransit mini -vans
to replace two of the existing City -owned paratransit vehicles. The average age of
the current paratransit fleet inclusive of these new vehicles is 5.1 years. The FTA
service life of the newly acquired mini -vans is four years or 100,000 miles. Given
these paratransit mini -vans often reach four years before 100,000 miles, the average
vehicle within the City's paratransit fleet is being retired at six years. Therefore, the
newly acquired mini -vans should be replaced no later than 2013. Other paratransit
vehicles will require replacement within the next two years.
Exhibit 5-1 Petaluma Transit Fleet Inventory and Recommended Replacement Schedule
* Despite their age, these vehicles have not yet accumulated the number of miles indicated in the
FTA Service Life Policy guidelines.
**Pending replacement by "on -order" vehicles.
v
A
B
C
D
E
F
G
H
I
J
2
Parairaiisd
_
- -'
-
3
7
IN SERVICE
2003
FORD
E350
GAS
61,841
54483
ACTIVE
2009'
4
10
IN SERVICE
1997
FORD
CANDIDATE
DIESEL
178,216
88654
ACTIVE"
2003
5
30
IN SERVICE
2000
FORD
BUS
GAS
178,285
40641
ACTIVE"
2006
6
31
IN SERVICE
2001
FORD
BUS
GAS
181,139
40672
ACTIVE
2007
7
##
ON ORDER
2007
2013
8
Nk
ON ORDER
2007
2013
9
PPSC-Ouyned �_
"'
10
4
INSERVICE
2003
BRAUN
TRANSPORTER
GAS
35,132
2049
ACTIVE
2009`
11
5
INSERVICE
1997
1 FORD
I AEROTECH I
DIESELI
146,278
10576
ACTIVE
2006
12
FIKed-route
==
_
— =
-- -
-
—
13
11
Retired
1989
Orion
Orion II
Diesel
388,468
05324
SPARE
2001
14
21
IN SERVICE
2003
Chevy
Cut -a -way
Gas
85,472
00819
SPARE
2011`
15
22
IN SERVICE
2003
Chevy
Cut -a -way
Gas
70,123
00948
SPARE
2012'
16
23
IN SERVICE
2003
Chevy
Cut -a -way
Gas
71,497
00565
SPARE
2011;
17
24
IN SERVICE
2003
Chevy
Cut -a -way
Gas
83,121
00687
SPARE
2012'
18
25
IN SERVICE
2003
Chevy
Cut -a -way
Gas
72,290
01020
SPARE
2009'
19
26
IN SERVICE
2003
Chevy
Cut -a -way
Gas
75,693
00892
SPARE
2012'
20
27
IN SERVICE
2000
Ford
Cut -a -way
Gas
214,244
91587
SPARE
2006
21
28
INSERVICEI
2000
Ford
I Cut -a -way
Gas
233,597
91591
SPARE
2006
22
29
IN SERVICE
2000
Ford
Cut -a -way
Diesel
178,564
40640
SPARE
2006
23
32
IN SERVICE
2000
Ford
Cut -a -way
Diesel
192,162
40693
SPARE
2006
24
33
IN SERVICE
2007
Gillig
Transit Bus
Diesel
150
77482
ACTIVE
2017
25
34
IN SERVICE
2007
aillig
Transit Bus
Diesel
175
77483
ACTIVE 1
2017
26
35
IN SERVICE
2007
Gillig
Transit Bus
Diesel
172
77484
ACTIVE
2017
27
36
IN SERVICE
2007
Gillig
Transit Bus
Diesel
145
77485
ACTIVE
2017
28
1
1
* Despite their age, these vehicles have not yet accumulated the number of miles indicated in the
FTA Service Life Policy guidelines.
**Pending replacement by "on -order" vehicles.
v
Capital Amenities
Transit Mall
The Petaluma Transit Mall serves as a regional transfer facility for Petaluma Transit,
Sonoma County Transit, Golden Gate Transit, and Amtrak connector bus service. In
addition, taxis and regional airporter services use the facility. The Transit Mall is located
on Copeland, between East Washington and East D Streets.
The Transit Mall provides dedicated on -street parking for up to nine transit vehicles,
minimizing impact on surrounding traffic flow. The following table describes revenue
sources used for the Transit Mall.
Exhibit 5-2 Revenue Sources for Transit Mall
Bus Stop Amenities
The addition of bus stops amenities such as signage, bicycle racks, and/or shelters should
be installed at these locations in the following table.
Exhibit 5-3 Proposed Locations
Introducing amenities at bus stop locations is a cost-effective way to raise awareness and
provide a higher level of customer service. The Community Survey Analysis revealed 43.7
percent of current riders obtain information at the bus stop. Customer signage informs
new and current riders where to access the service and advises potential riders Petaluma
Transit operates within the area.
MOORE & ASSOC
Transportation Fund for Clean Air Grant
The City of Petaluma applied for a Transportation Fund for a Clean Air (TFCA) grant in
June 2007. This grant is administered by the Bay Area Air Quality Management District
(BAAQMD) to fund activities such as congestion management, rail -bus integration,
demonstration project in telecommuting, bicycle facility improvements, and infrastructure
improvements aimed at reducing motor vehicle emissions.
The City of Petaluma requested TFCA funding to support an ongoing marketing program
that promotes alternate transportation, clean air, and congestion management activities.
Funding from the grant will be used to promote the Petaluma Transit "Walk, Bike, and
Bus" campaign that has a bicycle and pedestrian focus. The goal of this project is to
promote bicycling and walking in combination with public transit as a practical way of
reducing traffic congestion, improving air quality, and promoting a healthy lifestyle in
Petaluma and Sonoma County.
The City would install or upgrade bicycle racks and lockers in locations where they can be
utilized by transit customers, as well as install or upgrade bicycle racks on transit buses.
Also, the City would implement a public outreach and education program both informing
residents and visitors of their options regarding alternative and public transportation and
instructing as to their use. The City would promote the integration of bicycle and
pedestrian routes into Petaluma Transit marketing materials so as to encourage the use of
multiple modes of alternative transportation.
The TFCA grant been approved by the Bay Area Air Quality Management District
(BAAQMD) . The grant will be funded over a two-year time period with a final amount of
$143,000.
MOORE & ASSOC
City of Petaluma General Plan
According to the City of Petaluma's Draft General Plan (2005-2025), public transit is not
currently an integral mode of travel within the city. The City recognizes this and is aware
of public transit's increasing importance. Through the General Plan, Petaluma seeks to
promote increased public transit usage and a greater concentration on transit for future
transportation.
The goal of the General Plan's Mobility Element is to promote the expansion of Petaluma
transit and the intensification of public usage. The Element has introduced several policies
and programs to achieve this goal:
• The bus transit system is to be expanded to offer frequent and suitable
service along major city corridors serving shopping, education, and
employment destinations.
• Support Transit -Oriented Development in the Petaluma Depot area
including transit corridors such as Washington Street, Petaluma Boulevard,
McDowell Boulevard, and Lakeville Street.
• Uphold a transit system which maintains nominal cost to the riders.
• Organize transit enhancements, endeavors, and schedules among
Petaluma Transit, Sonoma County Transit, Golden Gate Transit,
paratronsit, commuter rail, and schools.
This SRTP considered these policies when developing recommendations. The proposed
realignment of the existing routes and the proposed new routes offer frequent and reliable
service to significant trip generators.
The City of Petaluma forecasts population growth and transit demand will require
Petaluma Transit to improve its services, both operationally and capital. Within the scope
of the General Plan multiple transit improvements are expected. Some programs are
minor (i.e., future fare reductions/expansion), and do not require supplemental funding
sources. However, the larger -scale projects (i.e., ferry and water taxi), could only
materialize with federal assistance. The City anticipates requesting future FTA funding
which may fall outside the scope of the SRTP.
MOORE & ASSOCIP
Exhibit 5-4 General Plan Proposed Transit Projects
Public transit
Real Time Transit Information
$
1,500,000.00
$ 1,200,000.00
$300 000.00
25%
$75,00G.00
Future Fare Reductions / Expansions
$
75,000.00
$ 15,000.00
$60,000.00
25%
$15,000.00
SRJC Impact Fees
$
50 000.00
$ 40 000.00
$10,000.0
25%
$2,500.00
Implement TDM Program
$
100,000.00
$
$100,000.00
100%
$100.000.00
Potential 8RT
$
10 000 000.00
$ 8.000,00G.00
75%
$1,500,000.0
Plan for future bus stop enhancements
$
1,000.000.00
—$2,000=0.00
$ 800,000.00
$200,000.00
50%
$100,000.00
Fe" and Water Taxi
$
20,000,000.00
$ 16,000 000.00
$4,000,000.0
50%
$2.000.000,0
Airport / Transit asset
$
3,000,000.00
$ 2,400,000.00
$600.000.00
50%
$300,000.00
Parkinq Structure Next to Transit Mall
$
5,000,000.00
$ 1,250,000.00
$3,750,000.00
75%
$2,812,500.0
The City has galvanized the goal of the General Plan Mobility Element by applying
for the FOCUS Priority Development Area Application. The FOCUS program is a
combined venture of Association of Bay Area Governments (ABAG), Metropolitan
Transportation Commission (MTC), and the Bay Area Air Quality Management
District (BAAQMD), to institute regional development priorities with the aid of
voluntary participation of cities, counties, or other groups in the Bay Area. The
areas of emphasis for FOCUS are those jurisdictions located along major transit
corridors. With the potential funds from the FOCUS grant Petaluma would be able
to initiate the goals and policies that are described in the Mobility Element of the
General Plan.
MOORE & ASSOCIF