San Luis Obispo Council of Governments RIDE-ON ...€¦ · Figure 4-8 Importance of Factors...

San Luis Obispo Council of Governments

RIDE-ON TRANSPORTATION PLAN AND FUTURE STRATEGIES REPORT

May 2015

This Strategic Plan update was made possible by a Federal Transit Administration (FTA) Small Urban Planning grant, administered by the California Department of

Transportation (Caltrans). The findings and recommendations are solely those of the consultant team and are not explicitly endorsed by the FTA or Caltrans.

Cover Photos Courtesy of Ride-On (Source: Ride-On on Facebook)

Ride-On Transportation Plan and Future Strategies Report San Luis Obispo Council of Governments

Table of Contents Page

Executive Summary ............................................................................................................... ES-1 1 Introduction ......................................................................................................................1-1 2 CTSA Programs ................................................................................................................2-1

Existing Services ....................................................................................................................... 2-1 CTSA Service Performance ................................................................................................. 2-11

3 TMA Programs .................................................................................................................3-1 Existing Services ....................................................................................................................... 3-1 TMA Services Performance .................................................................................................... 3-4

4 Vanpool Users Survey Summary .....................................................................................4-1 Methodology ............................................................................................................................ 4-1 Findings ..................................................................................................................................... 4-2 Conclusion .............................................................................................................................. 4-13

5 Summary of Input from Focus Groups and Ride-On Board .............................................5-1 Consolidated Transportation Services Agency (CTSA) Focus Group ............................. 5-1 Transportation Management Association (TMA) Focus Group ........................................ 5-5 Ride-On Board Meeting ........................................................................................................ 5-8 Conclusion .............................................................................................................................. 5-10

6 Goals, Objectives, And Performance Standards ..............................................................6-1 Background ............................................................................................................................... 6-1 Mission ....................................................................................................................................... 6-1 Key Challenges & Opportunities .......................................................................................... 6-2 Setting Goals and Objectives ............................................................................................... 6-3 Evaluating Performance ......................................................................................................... 6-8 Conclusion .............................................................................................................................. 6-12

7 Strategies .........................................................................................................................7-1 Program Recommendations ................................................................................................... 7-4 Existing Mobility Management Efforts in San Luis Obispo County: ............................ 7-22 Rideshare as the Regional Mobility Manager ................................................................ 7-22 Organizational Recommendations .................................................................................... 7-30 Conclusion .............................................................................................................................. 7-33

8 Financial Plan ..................................................................................................................8-1 Operating Cost Projections ................................................................................................... 8-1 Existing and Projected Operating Revenues ...................................................................... 8-4 Capital Improvement Projects and Cost Projections ......................................................... 8-6 Potential Funding Sources ...................................................................................................... 8-8 Conclusion .............................................................................................................................. 8-10

Appendix A: Ride-On Regional Partners ................................................................................ A-1 Appendix B: Ride-On CTSA Programs .....................................................................................B-1 Appendix C: Ride-On TMA Programs ..................................................................................... C-1 Appendix D: Original/Pre-Test Supplemental Survey Responses ........................................... D-1

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Table of Figures Page

Figure ES-1 Existing and Projected CTSA Service Levels and Operating Costs ........................... ES-5 Figure 2-1 Agricultural Workers Vanpool Performance, FY 2008/09 – FY 2012/13 ............. 2-2 Figure 2-2 Community Interaction Program Performance, FY 2005/06 – FY 2012/13 ........... 2-4 Figure 2-3 Medi-Cal Service Performance, FY 2005/06 – FY 2012/13 .................................... 2-5 Figure 2-4 Private Pay Program Performance, FY 2005/06 – FY 2012/13 ............................. 2-6 Figure 2-5 Senior Shuttle Performance, FY 2005/06 – FY 2012/13 ........................................... 2-8 Figure 2-6 Tri-Counties Regional Center Program Performance, FY 2005/06 – FY

2012/13 ................................................................................................................................ 2-9 Figure 2-7 Veterans Express Shuttle Performance, FY 2009/10 – FY 2012/13 ..................... 2-10 Figure 2-8 Ride-On CTSA Service Performance, FY 2005/06 – FY 2011/12 ......................... 2-12 Figure 3-1 Ride-On Vanpool Services .................................................................................................. 3-3 Figure 3-2 Ride-On Vanpool Fleet ........................................................................................................ 3-3 Figure 3-3 Ride-On TMA Service Performance, FY 2009/10 – FY2012/13 .............................. 3-5 Figure 3-4 Ride-On Vanpool Program Performance, FY 2009/10 – FY2012/13 .................... 3-6 Figure 4-1 Age of Survey Respondents ............................................................................................... 4-2 Figure 4-2 Household Incomes of Survey Respondents ..................................................................... 4-3 Figure 4-3 Vanpool Respondent Origin and Destinations ................................................................ 4-4 Figure 4-4 Days per Week Commuting by Ride-On Vanpool ........................................................ 4-5 Figure 4-5 Primary Mode of Access to Ride-On Vanpool Meeting Point ..................................... 4-5 Figure 4-6 Average Monthly Spend on Ride-On Vanpool Services .............................................. 4-6 Figure 4-7 Preferred Primary Commuting Mode if Ride-On Vanpool Were Not Available ... 4-7 Figure 4-8 Importance of Factors Influencing Decision to Join Ride-On Vanpool ....................... 4-7 Figure 4-9 Employer-Provided Preferred Parking for Carpools and Vanpools ......................... 4-8 Figure 4-10 Employer Subsidies for Vanpools ...................................................................................... 4-9 Figure 4-11 Employer Subsidies and Monthly Spending on Vanpools .......................................... 4-10 Figure 4-12 Most Difficult Aspects of Operating a Ride-On Vanpool for Drivers ...................... 4-11 Figure 4-13 Overall Satisfaction with Ride-On Vanpool Service ................................................... 4-12 Figure 4-14 Level of Interest in Potential Amenity Improvements ................................................... 4-13 Figure 6-1 Recommended Service Standards for Ride-On Senior and Specialized Services 6-10 Figure 6-2 Recommended Service Standards for Ride-On Shuttle Services .............................. 6-11 Figure 6-3 Recommended Service Standards for Ride-On Vanpool Program .......................... 6-11 Figure 7-1 San Luis Obispo County: Areas of Higher Transit Dependency .................................. 7-2 Figure 7-2 San Luis Obispo County: Geographic Distribution of Population Density ................. 7-3 Figure 7-3 Jobs per Square Mile in the Greater San Luis Obispo County

Employment Area (Includes Northern Santa Barbara County) .................................. 7-15 Figure 7-4 Employee Residences of those with Jobs in the Greater San Luis Obispo

County Employment Area (Includes Northern Santa Barbara County) .................... 7-16 Figure 7-5 Ride-On and Characteristics of an Effective Human Services Transportation

Broker for San Luis Obispo County ................................................................................. 7-20 Figure 7-6 Conceptual Implementation Steps toward a Ride-On Human Services

Transportation Brokerage ................................................................................................. 7-25 Figure 8-1 Five-Year Operating Cost and Revenue Projections ..................................................... 8-2 Figure 8-3 Five-Year Estimated Capital Costs and Revenue Projections ...................................... 8-7

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Figure 8-4 Potential Funding Sources ................................................................................................... 8-9 Figure 8-5 Five-Year Summary Funding Plan ................................................................................... 8-11 Figure D-1 How Long Have You Been Commuting in a Ride-On Vanpool? (n=39) .................... D-1 Figure D-2 How Far is it From Your Home to the Vanpool Meeting Point (in Miles)? (n=39) .... D-2 Figure D-3 Do you Have Access to a Personal Vehicle That You Could Use Every Day

Instead of a Vanpool? (n=39) ........................................................................................... D-2 Figure D-4 Which of the Following, if Any, Do You Dislike About Your Vanpool? (Select All

That Apply) (n=39) .............................................................................................................. D-3 Figure D-5 Would You Be Willing to Pay More Per Month for Your Vanpool to Provide

Such Amenities (Wi-Fi, Upgraded Seats, Etc.)? (n=39) ................................................. D-3 Figure D-6 How Much More Would You Be Willing to Pay (for Extra Amenities)? (n=6) ......... D-4 Figure D-7 Would You Consider Switching to a Different Vanpool Provider for the Sole

Purpose of Such Amenities? (n=39) ................................................................................... D-4 Figure D-8 Based on Where You Live Today, Have You Ever Had to Turn Down or Change

Jobs Because Transportation to and from Work Was Too Difficult or Expensive? (n=39) ..................................................................................................................................... D-5

Figure D-9 Have You Received Assistance From Ride-On in Forming Your Vanpool? (for Vanpool Drivers) (n=13) ..................................................................................................... D-5

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EXECUTIVE SUMMARY In 1987, United Cerebral Palsy (UCP) of San Luis Obispo County created its first transportation service, and services have expanded ever since as part of a comprehensive set of mobility programs known as Ride-On Transportation (Ride-On). This document, the Ride-On Transportation Plan and Future Strategies Report, is designed to serve as a roadmap for a more efficient, cohesive and dynamic set of programs over the next five years and beyond.

OVERVIEW OF RIDE-ON Ride-On Transportation provides two general types of services in San Luis Obispo County: community service transportation (in its role as the designated Consolidated Transportation Services Agency, or CTSA) and general transportation/commuter service (in its role as a Transportation Management Association, or TMA). Ride-On is unique among other public transit or paratransit operators in the County because of its highly diverse and wide-ranging menu of services.

CTSA

Ride-On was designated as the CTSA for the San Luis Obispo County region by the San Luis Obispo Council of Governments (SLOCOG) in 1988. Since then, it has grown to include social service partner groups as well as contracted services for other purposes. Current CTSA partnerships for social service transportation include, but are not limited to, Tri-Counties Regional Center (TCRC) and Medi-Cal transportation. Other CTSA services include Senior Shuttles, the Agricultural Workers Vanpool program and the Veterans Express Shuttle. Ride-On also provides some smaller-scale CTSA services.

Looking at an eight-year period beginning in FY 2006, Ride-On has seen overall operating costs for its CTSA programs rise significantly (by 74%). This has been coupled with an increase in ridership (37%) and a more than doubling of service hours (142%). While operating cost per passenger rose by 28%, operating cost per hour fell by 28%. Over the course of the analysis period, passenger productivity fell by 43% from 5.8 passengers per hour in FY 2005/06 to 3.3 passengers per hour in FY 2012/13. These values vary widely by individual program.

TMA

Ride-On’s TMA programs include a multitude of services to better manage transportation demand and meet the commuting needs of the general public in San Luis Obispo County. Ride-On coordinates more than 30 vanpools in San Luis Obispo County, which are operated by volunteer drivers to major employment centers. For a monthly fee, Ride-On provides each vanpool with a van, fuel, maintenance, insurance, vehicle cleaning, and vehicle registration.

Ride-On’s other TMA programs include the Airport/Amtrak Shuttle, participation in the SLOCOG Rideshare Emergency Ride Home program, a Kid Shuttle, Lunchtime Express service to

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restaurants in downtown San Luis Obispo, and group transportation services for outings and special events. In FY 2012/13, Ride-On’s general TMA Services transported more than 46,000 riders and collected more than $140,000 in fare revenues and payments. In the same year, Ride-On’s Vanpool program transported just under 333,000 riders at an operating cost of $1.76 per rider (over $580,000 annually), achieving a cost recovery ratio of 177%.

VANPOOL USERS The effort to assess the value of Ride-On’s vanpool program included a survey of Ride-On vanpoolers. The survey revealed useful and relevant information for Ride-On’s strategic planning effort.

The survey found the vanpool users come from a variety of economic backgrounds, and most of them live in Atascadero and Paso Robles and travel to San Luis Obispo. The wide range of respondents’ household incomes suggests that Ride-On vanpools provide service to a variety of users and employment centers. Points of origin for Ride-On vanpools are more numerous and widely dispersed than points of destination, which is to be expected, and a vast majority of respondents drive alone to access their vanpool meeting point.

Most use a Ride-On vanpool to commute to work four or five days a week. They indicate that if Ride-On vanpool services were not available they would choose to drive alone, suggesting Ride-On’s service makes a notable impact on these commuters’ travel patterns. The vast majority said that a reduced commute cost was the most important factor in their decision to join a Ride-On vanpool. Nearly three-quarters of respondents indicated that their employer subsidizes at least some of their commute costs.

Overall, nearly 80% of surveyed vanpool participants are “very satisfied” with the Ride-On vanpool service, though a majority of respondents indicated that they would be in favor of upgraded seating on Ride-On vanpool vehicles.

STAKEHOLDER INPUT The consultant conducted focus group meetings with key stakeholders interested in Ride-On’s programs and services. These included about 20 individuals representing public agencies, human service agencies, private nonprofits, and the business community. In addition, the consultant led a discussion with the Ride-On Board as part of a regularly scheduled Board meeting.

Stakeholders talked about their opinions of Ride-On, and shared a mix of reactions. They were overwhelmingly supportive of the organization as a nonprofit and as a local player. The fact that Ride-On is part of UCP was deemed “appealing,” although nearly half of the stakeholders were unaware that Ride-On is a UCP program. They said Ride-On offers a good mix of services and has been a good partner in the community. They talked about the variety of services provided by the organization, as well as the overall good availability of those services.

Participants said Ride-On is appreciated for operating services and providing transportation options at a reasonable cost. Ride-On’s vanpools were described as “affordable” and the availability of vanpools and shuttles to North Santa Barbara County was seen as a benefit.

Participants in the meetings expressed some concerns about Ride-On’s ability to effectively manage all of its programs and suggested that Ride-On’s scope of services could be confusing for a new rider (“caller”). Feedback was also provided regarding the need to advance marketing and outreach, develop technologies, improve service levels, and better coordinate with other services,



including the Regional Transit Authority (RTA). Stakeholders indicated opportunities for Ride-On include gurney transport, a taxi voucher program, subscription buses, and a service brokerage.

GOALS, OBJECTIVES, AND PERFORMANCE STANDARDS The following updated Mission Statement is proposed for Ride-On:

Ride-On Transportation is dedicated to improving access in San Luis Obispo County. A community-based leader in accessible transportation since 1993, Ride-On supplements regional public transit programs by coordinating and operating specialized transportation services and shuttles. Ride-On’s broad portfolio of services offers efficient and affordable connections throughout San Luis Obispo County.

The primary goals recommended for Ride-On are as follows:

Organization Goals

− Specify Ride-On’s role in the regional transportation network.

− Continue to upgrade, expand, and reinvigorate Ride-On’s marketing and customeroutreach strategy.

− Continue to improve staff and management efficiency and effectiveness.

Community Services (CTSA Services) Goals

− Clarify the role of Community Services in the region and highlight the distinctionbetween Ride-On’s services and RTA’s ADA Runabout service.

− Maximize service efficiency and reliability.

General Transportation (TMA Services) Goals

− Ensure the effectiveness of the suite of General Transportation services.

− Ensure Ride-On’s fleet and maintenance facilities are appropriate to continue to meetexisting and planned future service obligations.

− Continue to deliver high-quality customer service and make ongoing improvements to the customer service program.

Commuter Services Goals

− Improve outreach to existing vanpool participants.

− Expand vanpool marketing efforts.

− Enhance the quality of the onboard experience by pursuing targeted fleet upgrades.

Performance measures and standards are also proposed for assessing progress towards achieving established goals and objectives, and particularly how to allocate scarce resources.

STRATEGIES While Ride-On provides better coverage of the county than nearly any other transportation provider and has a unique set of skills and experience in addressing the needs of seniors, people with disabilities, people with low incomes and commuters through its various programs, Ride-On’s Board and management is enthusiastic about opportunities to expand services and play an even stronger role in facilitating and providing transportation services.



Recommendations focus on a specific set of strategies that Ride-On has identified as being critical to its growth and development. To succeed with some of the strategies will require changes to external factors – new approaches from SLOCOG and policy decisions on paratransit operations from transit providers in San Luis Obispo County. Nevertheless, Ride-On can modify its current operations, build capacity, improve its customer service, and continue to work with partner organizations in San Luis Obispo County to demonstrate that it can grow and become an even more important partner for providing transportation services.

Immediate-Term Strategies

In the immediate term, it is recommended that Ride-On continue to improve its marketing and public information through website enhancements, more comprehensive printed information about vanpools, an audit of Ride-On’s telephone customer service, enhancements to Ride-On’s brand on vanpool vehicles, and more coordinated marketing/improved marketing campaigns.

Ride-On is also encouraged to enhance and implement new services for the CTSA including the addition of group trips to the Senior Shuttle program; building a successful volunteer driver program (or set of programs) in San Luis Obispo County, either by expanding the role of the Wilshire Good Neighbors Program or working to develop new programs; operating as a cost-effective feeder service in some of the most rural portions of the county to link riders with RTA routes; and building the vehicle maintenance program for smaller providers in San Luis Obispo County.

Specific service recommendations for the Ride-On TMA include online reservation requests and automated scheduling and booking of shuttle vehicles; marketing Ride-On’s Lunchtime Express service as a unique benefit for Ride-On vanpool users (or discontinuing this relatively unknown service that receives no financial support); and more aggressively working with employers to identify needs and seek ways to encourage and subsidize transportation alternatives (it is noted that Ride-On does not fit the traditional definition of a TMA because it receives no employer, developer, or other private funding other than payment for its services).

Expansion and enhancement of the commuter vanpool program is a critical recommendation for Ride-On. Key elements of this effort to increase its number of vanpool users by at least 10% over a five-year period include actively working with major employers to promote and expand the Ride-On vanpool program and the introduction of a variety of information technologies and public information tools, as well as vehicle enhancements.

Mid-Term Strategies

Mid-term recommendations include implementation of a countywide human service transportation brokerage, whereby Ride-On would work with multiple nonprofit and for-profit transportation providers. Ride-On would schedule and assign trips to the various providers to facilitate the most cost-effective and appropriate mode of transport for an individual based on any number of factors, including location of the origin and destination, a person’s unique needs and mobility constraints, and the individual’s affiliation with organizations that may provide funding to support the trip.

Another mid-term recommendation is for Ride-On to position itself as a contract operator for ADA paratransit operations. The ability for Ride-On ultimately to become an ADA paratransit contract operator will be dependent on several external factors, the most important of which will



be whether RTA/Runabout determines that it is prudent to contract out for the ADA paratransit function.

Organization

In order to achieve these strategic recommendations, a set of organizational recommendations are included:

Ensure that the Board of Directors has the right experience and skills to oversee thetransportation programs

Improve performance monitoring and reporting

Implement some additional technology upgrades

Improve the relationships with partner agencies, including SLOCOG and Rideshare

To support these efforts, Ride-On has proposed to establish a CTSA Advisory Committee.

FINANCIAL PLAN The financial plan projects costs and revenues for Ride-On’s three major programs (see Chapter 8). Figure ES-1 below shows service levels, costs and revenues for the CTSA services.

Figure ES-1 Existing and Projected CTSA Service Levels and Operating Costs

Year End Actuals (FY 2013/14) FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20

Service Hours Tri-Counties Regional Center

40,135 40,336 41,142 41,965 42,805 43,661

Medi-Cal Services 9,230 9,507 9,792 10,086 10,388 10,700 Agricultural Workers Program

4,150 4,358 4,575 4,804 5,044 5,297

Other CTSA Services 3,385 3,419 3,453 3,488 3,522 3,558 Service Hours 56,900 57,619 58,963 60,343 61,760 63,215 Operating Costs

Tri-Counties Regional Center

$2,095,890 $2,169,560 $2,279,340 $2,394,675 $2,515,845 $2,643,147

Medi-Cal Services $570,414 $605,152 $642,006 $681,104 $722,583 $766,589 Agricultural Workers Program

$149,608 $161,801 $174,987 $189,249 $204,672 $221,353

Other CTSA Services $205,706 $213,996 $222,620 $231,592 $240,925 $250,635 Operating Costs $3,021,618 $3,150,510 $3,318,954 $3,496,620 $3,684,026 $3,881,724 Operating Revenues


$2,119,740 $2,119,740 $2,119,740 $2,119,740 $2,119,740 $2,119,740

Department of Health Care Services (State of CA)

$855,000 $900,000 $945,000 $992,250 $992,250 $992,250

TDA 4.5 $550,000 $550,000 $550,000 $550,000 $550,000 $550,000 Other Revenues $426,221 $433,903 $444,720 $452,654 $460,784 $469,115

CTSA Operating Revenues $3,950,961 $4,003,643 $4,059,460 $4,114,644 $4,122,774 $4,131,105



The figure lists the three major services of the CTSA: Tri Counties Regional Center, Medi-Cal services and the Agricultural Workers Program. The cost of these and other CTSA services is estimated at nearly $3.2 million in the first year of the plan and is expected to rise commensurate with increased service levels to $3.8 million after five years.

CTSA services are supported by several different funding programs with the largest share coming from the Tri-Counties Regional Center contract, the State Department of Health Care Services and TDA.

The financial plan assumes no new funding sources, but notes potential funding sources that could be pursued to supplement existing services and pay for new capital projects.

Given the fluctuation and uncertainty in public subsidies, it is prudent for Ride-On to maintain a reserve fund. These anticipated surplus funds should be set aside in an operating and capital reserve fund for Ride-On in the event the agency receives lower-than- expected public funds, has unanticipated operating expenses, needs matching funds for capital grants and/or experiences unforeseen circumstances associated with providing services.



1 INTRODUCTION Ride-On Transportation provides a wide array of transportation services for social service agencies, seniors, people with disabilities, and the general public throughout San Luis Obispo County. A private organization, Ride-On operates as part of the nonprofit United Cerebral Palsy (UCP) of San Luis Obispo County. In 1987, UCP created its first transportation service, the Community Interaction Program (CIP), to better meet the mobility needs of adults with development disabilities in the area.

Today, Ride-On provides two general types of transportation services in San Luis Obispo County: community service transportation (as the designated Consolidated Transportation Services Agency, or CTSA, for the County) and general public and commuter transportation (as a Transportation Management Association, or TMA). Ride-On also partners with a large number of organizations throughout San Luis Obispo County. See Appendix A for an overview of Ride-On’s partnerships in FY 2013/14.

The remaining chapters in this report present information about existing services, stakeholder input, proposed goals and objectives, recommended service changes and enhancements, and a financial plan.

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2 CTSA PROGRAMS As the designated Consolidated Transportation Services Agency (CTSA) for San Luis Obispo County, Ride-On provides social service transportation programs for seniors and persons with disabilities. CTSA services typically provide mobility options for customers taking occasional trips for purposes such as medical appointments, shopping, or recreation. In addition to its own CTSA programs, Ride-On provides support such as maintenance and driver training for other social service agencies that operate transportation programs in the area.

Since FY 2005/06, Ride-On has seen a number of changes to its CTSA programs as demand for its services have increased. Most significant was the creation of the Agricultural Workers Vanpool program in 2009 (modeled after a similar program in the San Joaquin Valley) and the Veterans Express Shuttle in 2007. Additionally, the Senior Shuttle service schedule was expanded within the city of San Luis Obispo and Five Cities area to three days a week. A full overview of all Ride-On CTSA programs along with key operating and financial statistics is provided as Appendix B.

EXISTING SERVICES

Agricultural Workers Vanpool Program (AgVan)

The Agricultural Workers Vanpool program, or AgVan, provides commuter vanpools for agricultural workers in San Luis Obispo County. Three of the eight vanpools originate in San Luis Obispo County and five bring workers from out of the county into San Luis Obispo County. Over the past several years, the program has doubled in size largely due to the introduction of longer van routes that cross county lines.

The service, which operates seven dedicated vans year round and leases two additional vehicles during peak season, picks up and drops off agricultural workers at locations that are prearranged between riders and drivers. Users pay a weekly fare based upon miles per week: $15.00 (0-250 miles), $20.00 (251-450 miles), $25.00 (451-550 miles), and $30.00 (551-700 miles).

In FY 2012/13, AgVan transported over 29,500 workers to and from agricultural sites in San Luis Obispo County at an operating cost of $4.70 per rider (approximately $138,500 annually). In that fiscal year, the AgVan program collected over $76,500 in fare revenues for a farebox recovery ratio of 55%; ultimately, however, the service operated at an annual loss of just over $21,500. The service, which constitutes two percent of Ride-On’s fixed cost budget allocation, was first funded by an Agricultural Worker Transportation Program (AWTP) grant from the California Department of Transportation. Due to difficulties in extending this funding, this service has more recently been funded by the federal Job Access and Reverse Commute (JARC) rural program (matched with the CTSA LTF monies). With the JARC cycle due to end in September 2014 due to changes in federal legislation, the region has since committed regional discretionary State Transit Assistance (STA) funds to maintain the current services.



Since its inception in FY 2008/09, the AgVan program has seen its operating costs rise drastically (from $13,932 in FY 2008/09 to 138,464 in FY 2012/13, or 894%. The largest single-year jump was in FY 2009/10, when ridership increased by 345%. This has been offset by major increases in fare revenue (from $6,522 in FY 2008/09 to $76,630 in FY 2012/13, or 1,075%) and ridership (from 3,500 users in FY 2008/09 to 29,524 in FY 2012/13, or 741%). Although operating costs per hour and per person have risen (by 119% and 18% respectively over the five-year period), passenger productivity reached its highest level by FY 2011/12 (7.7 passenger per hour) while the farebox recovery ratio reached 55% by FY 2012/13. See Figure 2-1.

Figure 2-1 Agricultural Workers Vanpool Performance, FY 2008/09 – FY 2012/13

Although it largely provides service to out-of-county residents, since its inception in 2009, the AgVan program has proved to be beneficial to workers, employers, and the greater community of San Luis Obispo County as a whole. Riders of the vanpool are able to share the cost of their commute, saving money, fuel, and effort; and employers benefit from greater reliability of worker arrivals at no cost to their operations. Additionally, the program has removed a number of uninsured vehicles from the roads, thus improving safety and reducing liability for both riders and the general public.

Ride-On attributes much of the program’s success over the past several years to its designated bi-lingual coordinator, who has worked with drivers to coordinate vanpools, which can be difficult as

Agricultural Workers Vanpool (AgVan)

Performance Measures FY 2008/09 FY 2009/10 FY 2010/11 FY 2011/12 FY 2012/13

Operating Cost $13,932 $61,958 $87,147 $163,126 $138,464

Annual Change N/A 345.0% 41.0% 87.2% -15.1%

Fare Revenue $6,522 $13,232 $21,835 $65,285 $76,630

Annual Change N/A 103% 65% 199% 17%

Vehicle Service Hours 848 1,544 1,736 3,650 3,841

Annual Change N/A 82.0% 12.0% 110.3% 5.2%

Passengers 3,511 6,887 11,210 28,022 29,524

Annual Change N/A 96.0% 63.0% 150.0% 5.4%

Performance Indicators FY 2008/09 FY 2009/10 FY 2010/11 FY 2011/12 FY 2012/13

Oper. Cost per Hr. $16.43 $40.13 $50.20 $44.69 $36.05

Annual Change N/A 144.0% 25.0% -11.0% -19.3%

Oper. Cost per Psgr. $3.97 $9.00 $7.77 $5.82 $4.70

Annual Change N/A 127.0% -14.0% -25.1% -19.3%

Psgrs. per Hour 4.1 4.5 6.5 7.7 7.7

Annual Change N/A 8.0% 45.0% 18.1% 0%

Farebox Recovery 46.8% 21.4% 25.1% 40.0% 55.3%



demand fluctuates between growing seasons. Ride-On has found that traditional methods of marketing such as radio advertisements are ineffective in penetrating this particular market where potential riders place a high value on trust. Methods such as word of mouth and promotion at community events have proved to be much more successful in growing the program.

Community Interaction Program (CIP)

The Community Interaction Program, or CIP, provides door-to-door transportation service within San Luis Obispo County for riders with developmental disabilities. The service, which has been in operation since 1987, is one of the original transportation programs initiated by UCP, Ride-On’s parent organization.

Drivers are trained to assist riders with special needs, including performing supportive tasks at trip destinations. The service, which uses Ride-On’s general CTSA fleet, operates after 5pm on weekdays and 24 hours a day on weekends. Fares for the service are $3.00 each way to anywhere in the county.

In FY 2012/13, the Community Interaction Program (CIP) transported nearly 3,400 riders (approximately 2% of total CTSA ridership) at an operating cost of $16.71 per rider (approximately $56,500 annually). In that fiscal year, the CIP collected over $10,000 in fare revenues for a farebox recovery ratio of 18%; ultimately leading to a loss of over $17,000. The service constitutes one percent of Ride-On’s fixed cost budget allocation, and is financed by the Tri-Counties Regional Center (TCRC) which provides about $6,000 in funds annually, Transportation Development Act (TDA) funds, and supplemental grant operating funds from the FTA’s New Freedom rural Program (for one funding cycle).

As shown in Figure 2-2, reported operating costs for the Community Interaction Program fell significantly (by 67%) over the past eight fiscal years. This change can largely be attributed to a shift in the way that program costs were determined. In FY 2008/09, SLOCOG decided to include the CIP, which had previously been a stand-alone program receiving its own TDA funding, in the CTSA reporting matrix.1 As a result of this accounting change, operating cost per hour and per passenger decreased (by 68% and 66% respectively). Over this period, vehicle service hours, ridership, and passenger productivity remained steady.

1 This change was made primarily to streamline CTSA reporting by lowering administration costs and avoiding duplicate state reports.



Figure 2-2 Community Interaction Program Performance, FY 2005/06 – FY 2012/13

Community Interaction Program (CIP)

Performance Measures

FY 2005/06

FY 2006/07

FY 2007/08

FY 2008/09

FY 2009/10

FY 2010/11

FY 2011/12

FY 2012/13

Operating Cost $173,762 $100,341 $97,498 $105,028 $65,567 $81,386 $49,544 $56,678

Annual Change N/A -42.3% -2.8% 8.0% -38.0% 24.0% -39.1% 14.4%

Fare Revenue N/A N/A $5,826 $9,581 $7,994 $8,494 $8,187 $10,176

Annual Change N/A N/A N/A 64% -17% 6% -4% 24%

Vehicle Service Hours 1,472 1,536 1,247 1,701 1,311 1,591 1,369 1,482

Annual Change N/A 4.3% -18.8% 36.0% -23.0% 21.0% -14.0% 8.2%

Passengers 3,489 3,367 3,072 2,879 2,727 2,971 2,729 3,392

Annual Change N/A -3.5% -8.8% -6.0% -5.0% 9.0% -8.1% 24.3%

Performance Indicators

FY 2005/06

FY 2006/07

FY 2007/08

FY 2008/09

FY 2009/10

FY 2010/11

FY 2011/12

FY 2012/13

Oper. Cost per Hr. $118.05 $65.33 $78.19 $61.76 $50.03 $51.15 $36.19 $38.26

Annual Change N/A -44.7% 19.7% -21.0% -19.0% 2.0% -29.2% 5.7%

Oper. Cost per Psgr. $49.80 $29.80 $31.74 $36.48 $24.04 $27.39 $18.15 $16.71

Annual Change N/A -40.2% 6.5% 15.0% -34.0% 14.0% -33.7% -8.0%

Psgrs. per Hour 2.37 2.2 2.5 1.7 2.1 1.9 2.0 2.3

Annual Change N/A -7.5% 12.4% -32.0% 23.0% -10.0% 4.9% 14.9%

Farebox Recovery N/A N/A 6.0% 9.1% 12.2% 10.4% 16.5% 18.0%

The CIP provides a benefit to the community by empowering individuals with developmental disabilities to make their own travel arrangements. In comparison to alternatives, the CIP offers a relatively low price for users, particularly given the wide geographic scope and flexible schedule the service currently offers.

Medi-Cal/CenCal

The Medi-Cal/CenCal program provides service to approved Medi-Cal users (based on income bracket) who cannot use public transportation to medical appointments. The program provides service to local appointments within San Luis Obispo County as well as regularly scheduled long-distance trips to medical centers and VA hospitals in Los Angeles and the San Francisco Bay Area. To be eligible to use the service riders must be preapproved by Medi-Cal, the low-cost healthcare program provided by the California Department of Health Care Services. The service, which



utilizes Ride-On’s general CTSA fleet, runs 24 hours a day, every day of the year (except Christmas) by appointment and charges no fare to riders. The service provides benefit to the community as it comes at zero direct cost to users and provides service to outlying areas that are underserved by transit. More recently, Ride-On has begun to explore coordination with Runabout, RTA’s countywide ADA Paratransit service, to shift some of Runabout’s customers with medical appointments and eligible for that alternative to the more affordable Medi-Cal rides, thus relieving pressure on Runabout’s capacity.

In FY 2012/13, the Medi-Cal/CenCal program transported over 22,500 (equivalent to 12.4% of total CTSA ridership) riders at an operating cost of $24.97 per rider (approximately $563,000 annually). While fares are not charged to riders themselves for the service, Medi-Cal provides Ride-On a $35.30 reimbursement per round trip; plus an additional $1.30 per mile for each rider. In FY 2012/13 the Medi-Cal/CenCal service generated nearly $800,000 in revenue. The service which constitutes 21% of Ride-On’s fixed cost budget allocation is funded entirely by reimbursements from the State of California’s Department of Health Care Services.

Figure 2-3 Medi-Cal Service Performance, FY 2005/06 – FY 2012/13

Medi-Cal


FY 2005/06

FY 2006/07

FY 2007/08

FY 2008/09

FY 2009/10

FY 2010/11

FY 2011/12

FY 2012/13

Operating Cost $81,022 $137,060 $304,628 $389,315 $338,470 $366,740 $527,838 $563,491

Annual Change N/A 69.2% 122.3% 28.0% -13.0% 8.0% 43.9% 6.8%

Vehicle Service Hours 1,205 2,183 4,214 6,624 7,964 7,829 9,771 9,399

Annual Change N/A 81.2% 93.0% 57.0% 20.0% -2.0% 24.8% -3.8%

Passengers 3,037 5,069 10,330 15,144 16,705 17,232 21,038 22,567

Annual Change N/A 66.9% 103.8% 47.0% 10.0% 3.0% 22.1% 7.3%


FY 2005/06

FY 2006/07

FY 2007/08

FY 2008/09

FY 2009/10

FY 2010/11

FY 2011/12

FY 2012/13

Oper. Cost per Hr. $67.24 $62.79 $72.29 $58.77 $42.50 $46.84 $54.02 $59.95

Annual Change N/A -6.6% 15.1% -19.0% -28.0% 10.0% 15.3% 11.0%


Annual Change N/A 1.4% 9.1% -13.0% -21.0% 5.0% 17.9% -0.5%

Psgrs. per Hour 2.52 2.3 2.5 2.3 2.1 2.2 2.2 2.4

Annual Change N/A -7.9% 5.6% -9.0% -8.0% 5.0% -2.1% 11.5%



As shown in Figure 2-3, over an eight-year trend period, operating costs for Ride-On’s Medi-Cal service have risen by 595%, with vehicle service hours increasing by 680%. Rising operating costs have been coupled with comparable increases in ridership, which resulted in an 11% decrease in operating cost per hour and a six percent decrease in operating costs per passenger. Over this period, passenger productivity remained relatively steady.

Private Pay

Ride-On’s Private Pay program provides transportation services for individuals who may not be eligible for other CTSA programs but require door-to-door transportation between locations within San Luis Obispo County and northern Santa Barbara County. The service is available 24 hours a day, but requires that reservations be made in advance. Services are provided at market-rate fares, comparable to taxis, and one-way range from $20 for a trip within San Luis Obispo to $176 for a long-distance trip to Guadalupe or Orcutt.

Figure 2-4 Private Pay Program Performance, FY 2005/06 – FY 2012/13

Private Pay


FY 2005/06

FY 2006/07

FY 2007/08

FY 2008/09

FY 2009/10

FY 2010/11

FY 2011/12

FY 2012/13

Operating Cost $88,765 $65,038 $74,490 $75,514 $57,488 $54,894 $44,527 $45,689

Annual Change N/A -26.7% 14.5% 1.0% -24.0% -5.0% -18.9% 2.6%


Annual Change N/A N/A N/A -3% 3% -22% -2.8% -3.6%

Vehicle Service Hours 1,393 846 899 1,108 1,055 833 645 614

Annual Change N/A -39.3% 6.3% 23.0% -5.0% -21.0% -22.6% -4.8%

Passengers 3,329 2,075 1,894 1,984 2,201 2,317 2,265 1,736

Annual Change N/A -37.7% -8.7% 5.0% 11.0% 5.0% -2.2% -23.4%


FY 2005/06

FY 2006/07

FY 2007/08

FY 2008/09

FY 2009/10

FY 2010/11

FY 2011/12

FY 2012/13

Oper. Cost per Hr. $63.72 $76.88 $82.86 $68.15 $54.50 $65.90 $69.03 $74.41

Annual Change N/A 20.6% 7.8% -18.0% -20.0% 21.0% 4.8% 7.8%


Annual Change N/A 17.6% 25.5% -3.0% -31.0% -9.0% -17.0% 33.9%

Psgrs. per Hour 2.39 2.5 2.1 1.8 2.1 2.8 3.5 2.8

Annual Change N/A 2.6% -14.1% -15.0% 17.0% 33.0% 25.4% -19.4%



As shown in Figure 2-4, in FY 2012/13, the service transported over 1,700 riders (roughly 1% of total CTSA ridership) at an operating cost of $26.32 per rider (over $45,500 annually). In that fiscal year, the Private Pay program collected approximately $46,000 in fare revenue. The service constitutes two percent of Ride-On’s fixed cost budget allocation.

Over an eight-year trend period, operating costs for Ride-On’s Private Pay program have fallen by 49%. This has been accompanied by a 56% drop in vehicle service hours and a 48% decrease in ridership due to a large drop in the number of requests for the service, likely a result of some users shifting to programs that offer lower cost alternatives (including services provided by Ride-On). Since FY 2005/06 operating costs per hour have increased by 17%, while costs per passenger returned to previous levels after a moderate rise. Productivity, measured in passengers per hour, increased by 17% over the eight-year period.

Senior Shuttles

The Senior Shuttles provide door-to-door transportation service within designated areas of San Luis Obispo County for seniors aged 65 years and older. Ride-On’s general CTSA fleet, which includes wheelchair lift-equipped vehicles, is used for the service. Due to limited funding, the service operates Monday through Friday between 9:00 a.m. and 5:00 p.m. on different days of the week in different service areas. For example, rides within the City of San Luis Obispo are available Tuesday, Wednesday, and Friday; rides in North County as well as the North Coast are available Monday and Wednesday; rides in South County are available Tuesday and Thursday, and rides in the Five Cities area (Arroyo Grande, Grover Beach, Pismo Beach, Shell Beach, Oceano) operate Tuesday through Thursday. The fare for a one-way ride is $3.00. The same person can only use this service up to four times a month, which can result in ride denials or the need for seniors to find alternatives to make other trips in that month.

As shown in Figure 2-5, in FY 2012/13, the Senior Shuttle transported 5,300 riders (3% of total CTSA ridership) at an operating cost of $24.88 per rider (approximately $132,000 annually). In that fiscal year, the service collected almost $16,000 in fare revenue for a farebox recovery of 12%. The Senior Shuttle service is actually a combination of two differently funded services. A portion of the service is supported by State Transit Assistance (STA) funds. In the Five Cities area, local jurisdictions and the County support the service with either Local Transportation Funds (LTF) or general funds. The Senior Shuttles program accounts for 6% of Ride-On’s fixed operating costs.

Over an eight-year trend period, operating costs for the Senior Shuttle rose by 278%, but fluctuated over the course of the trend period, peaking in FY 2007/08, when the service was expanded mostly due to the addition of Saturday service in all corridors, which was discontinued the following year.



Figure 2-5 Senior Shuttle Performance, FY 2005/06 – FY 2012/13

Senior Shuttle


FY 2005/06

FY 2006/07

FY 2007/08

FY 2008/09

FY 2009/10

FY 2010/11

FY 2011/12

FY 2012/13

Operating Cost $34,883 $74,281 $166,038 $121,430 $114,805 $101,684 $109,693 $131,876

Annual Change N/A 112.9% 123.5% -27.0% -5.8% -12.9% 7.3% 16.8%


Annual Change N/A N/A N/A -36% 20.3% -3.6% 5.4% 4.4%

Vehicle Service Hours 497 1,023 2,004 1,707 2,505 1,798 2,635 1,651

Annual Change N/A 105.8% 95.9% -15.0% 31.9% -39.3% 31.8% -59.6%

Passengers 1,102 2,631 5,536 3,961 4,688 4,555 5,067 5,300

Annual Change N/A 138.7% 110.4% -28.0% 15.5% -2.9% 10.1% 4.4%


FY 2005/06

FY 2006/07

FY 2007/08

FY 2008/09

FY 2009/10

FY 2010/11

FY 2011/12

FY 2012/13

Oper. Cost per Hr. $70.19 $72.61 $82.85 $71.14 $45.83 $56.55 $41.63 $79.88

Annual Change N/A 3.5% 14.1% -14.0% -55.2% 19.0% -35.9% 47.9%

Oper. Cost per Psgr.

$31.65 $28.23 $29.99 $30.66 $24.49 $22.32 $21.65 $24.88

Annual Change N/A -10.8% 6.2% 2.0% -25.2% -9.7% -3.1% 13.0%


FY 2005/06

FY 2006/07

FY 2007/08

FY 2008/09

FY 2009/10

FY 2010/11

FY 2011/12

FY 2012/13

Psgrs. per Hour 2.22 2.6 2.8 2.3 1.9 2.5 1.9 3.2

Annual Change N/A 16.0% 7.4% -17.0% -22.9% 26.1% -31.7% 40.1%



Ride-On’s Tri-Counties Regional Center (TCRC) program provides door-to-door transportation service for adults with developmental disabilities to day programs and employment sites. The service is dedicated to clients of the Tri-Counties Regional Center, a non-profit that provides support for individuals with developmental disabilities in San Luis Obispo, Santa Barbara, and Ventura Counties. The service, which utilizes Ride-On’s general CTSA fleet, operates Monday through Friday between 5:30 a.m. and 5:30 p.m. The service is offered at no cost to riders.



Figure 2-6 Tri-Counties Regional Center Program Performance, FY 2005/06 – FY 2012/13

Tri-Counties Regional Center (TCRC)


FY 2005/06

FY 2006/07

FY 2007/08

FY 2008/09

FY 2009/10

FY 2010/11

FY 2011/12 FY 2012/13

Operating Cost $1,298,078 $1,735,489 $1,941,990 $1,784,248 $2,078,109 $2,250,267 $1,844,772 $1,946,049

Annual Change N/A 33.7% 11.9% -8.0% 16.0% 8.0% -18.0% 5.5%

Vehicle Service Hours

18,714 21,550 21,855 22,978 42,866 42,005 39,332 38,387

Annual Change N/A 15.2% 1.4% 5.0% 87.0% -2.0% -6.4% -2.4%

Passengers 123,786 129,582 132,319 131,075 134,616 125,943 124,338 120,565

Annual Change N/A 4.7% 2.1% -1.0% 3.0% -6.0% -1.3% -3.0%


FY 2005/06

FY 2006/07

FY 2007/08

FY 2008/09

FY 2009/10

FY 2010/11

FY 2011/12 FY 2012/13

Oper. Cost per Hr. $69.36 $80.53 $88.86 $77.65 $48.48 $53.57 $46.90 $50.70

Annual Change N/A 16.1% 10.3% -13.0% -38.0% 11.0% -12.4% 8.1%


Annual Change N/A 27.7% 9.6% -7.0% 13.0% 16.0% -17.0% 8.8%

Psgrs. per Hour 6.61 6.0 6.1 5.7 3.1 3.0 3.2 3.1

Annual Change N/A -9.1% 0.7% -6.0% -45.0% -5.0% 5.4% -0.7%

As shown in Figure 2-6, in FY 2012/13, the TCRC program transported over 120,500 riders (66.1% of total CTSA ridership) at an operating of $16.14 per rider (over $1.9 million annually). In that fiscal year, the service, which is free to riders, generated over $2 million in revenue from payments from the Tri-Counties Regional Center. The program, which comprises over half of Ride-On’s fixed cost operating budget allocation, is funded entirely by the TCRC.

Over an eight-year trend period, Ride-On’s TCRC program saw overall operating costs rise by 50% (from $1.3 million in FY 2005/06 to $1.9 million in FY 2012/13) as vehicle service hours increased by 105% to more than 38,000 in FY 2012/13. Operating costs per passenger rose from $10.49 in FY 2005/06 to $16.14 in FY 2012/13, and ridership remained fairly consistent. With the increase in service hours, passenger productivity fell by more than one-half over the eight-year period, from a high of 6.6 to a low of 3.o to 3.2 in the last four years of the trend data. Since the



service accounts for a majority of total CTSA demand (over 66% in FY 2012/13), this large drop in productivity disproportionately affected the overall CTSA services productivity over this timeframe.

Veterans Express Shuttle

The Veterans Express Shuttle provides door-to-door service to San Luis Obispo and Santa Maria veterans’ clinics for veterans with disabilities or who lack alternate means of transportation. Additionally, the service provides connections to the VA (Veterans Administration) bus, which provides service to medical appointments for veterans in Los Angeles, Santa Barbara, and Ventura Counties. Hours of operation for the service are based upon reservations for rides, which due to funding restrictions are limited to one a month per user. Fares for the service are $3.00 each way.

In FY 2012/13, the Veterans Express Shuttle transported over 950 riders (0.5% of total CTSA ridership) at an operating cost of $42.05 per rider (over $40,000 annually). In that fiscal year, the service collected more than $2,800 in fare revenues for a farebox recovery ratio of seven percent (7%).

As shown in Figure 2-7, over its four years of operation the Veterans Express has seen moderate increases in ridership and service hours. Over the four years both operating costs per hour and per passenger have decreased by 34%. Passenger productivity has remained static at one passenger per hour. The opportunity to work more closely with the Veterans Administration (VA), which has expressed interest in the use of a volunteer driver program, has not yet been fully explored and could both increase travel options as well as offer a more cost-effective approach.

Figure 2-7 Veterans Express Shuttle Performance, FY 2009/10 – FY 2012/13

Veterans Express

Performance Measures FY 2009/10 FY 2010/11 FY 2011/12 FY 2012/13

Operating Cost $45,141 $63,904 $58,481 $40,244

Annual Change N/A 42.0% -8.5% -31.2%

Fare Revenue $1,957 $3,252 $8,191 $2,871

Annual Change N/A 66% 151.9% -64.9%

Vehicle Service Hours 687 1,096 1,200 924

Annual Change N/A 60.0% 9.5% -23.0%

Passengers 705 1,099 1,235 957

Annual Change N/A 56.0% 12.4% -22.5%

Performance Indicators FY 2009/10 FY 2010/11 FY 2011/12 FY 2012/13

Oper. Cost per Hr. $65.74 $58.29 $48.73 $43.55

Annual Change N/A -11.0% -16.4% -10.6%

Oper. Cost per Psgr. $64.03 $58.15 $47.35 $42.05

Annual Change N/A -9.0% -18.6% -11.2%

Psgrs. per Hour 1.0 1.0 1.0 1.0



Wilshire Good Neighbors Program

The Wilshire Good Neighbors Program trains volunteers to use their own vehicles to provide transportation for seniors to and from pre-approved destinations. The program is aimed at clients who cannot navigate the Senior Shuttle services, other public transit/local Dial-a-Ride options, or Runabout, and require a high level of supervision (i.e., door-through-door service instead of curb-to-curb). Volunteers choose their hours and earn a $25 fuel reimbursement for every 100 miles traveled. The service operates daily based on scheduled appointments and comes at no cost to riders.

In FY 2012/13, the Wilshire Good Neighbor Program transported approximately 1,000 riders at an operating cost of $34.12 per rider (over $34,000 annually). The program, which is financed by a New Freedom Grant and TDA funds (as a local match, and since replaced by state toll credits), is not part of Ride-On’s fixed cost budget allocation or profit/loss reporting.

The service is part of a greater Good Neighbors Program that aims to offer safety net services for seniors and adults with disabilities through volunteers sourced from the local community. The Wilshire Foundation Community Services uses paid staff from their Good Neighbor unit actively seeking out new volunteer drivers; in the first year of the program, the pool of drivers was less than 10 volunteers; the most recent count was in the order of 40 with most volunteers serving the central area and the Five Cities area. The number of volunteers is expected to grow as more drivers are trained. This program will be further evaluated in the pending update of the 2007 Coordinated Transportation Plan; in addition access to 2015 Expanded 5310 grant program (replacing the prior New Freedom program) managed by Caltrans (for rural counties like San Luis Obispo) is due to resume the pilot program funding by fall 2015. The funding has grown from $30,000 to $40,000 (mostly staff-related costs).

CTSA SERVICE PERFORMANCE Over the eight-year trend period, Ride-On has seen overall operating costs for its CTSA programs rise significantly (by 74%). This has been coupled with an increase in ridership (37%) and a more than doubling of service hours (142%). While operating cost per passenger rose by 28%, operating cost per hour fell by 28%. Over the course of the analysis period, passenger productivity fell by 43% from 5.8 passengers per hour in FY 2005/06 to 3.3 passengers per hour in FY 2012/13.

Overall CTSA performance is shown in Figure 2-8.

Annual Change N/A 0% 0% 0%

Farebox Recovery 4.3% 5.1% 14.0% 7.0%



Figure 2-8 Ride-On CTSA Service Performance, FY 2005/06 – FY 2011/12

All Ride-On CTSA Programs


FY 2005/06

FY 2006/07

FY 2007/08

FY 2008/09

FY 2009/10

FY 2010/11

FY 2011/12 FY 2012/13

Operating Cost $1,676,510 $2,112,210 $2,584,644 $2,489,468 $2,761,538 $3,006,022 $2,797,981 $2,922,491

Annual Change N/A 26.0% 22.4% -3.7% 10.9% 8.9% -6.9% 4.4%


Annual Change N/A N/A N/A 2% 13% -4% 48.9% -22.2%

Vehicle Service Hours

23,281 27,138 30,219 34,966 57,932 56,888 58,602 56,298

Annual Change N/A 16.6% 11.4% 15.7% 65.7% -1.8% 3.0% -3.9%

Passengers 134,743 142,724 153,151 158,554 168,529 165,327 184,694 184,041

Annual Change N/A 5.9% 7.3% 3.5% 6.3% -1.9% 11.7% -0.4%


FY 2005/06

FY 2006/07

FY 2007/08

FY 2008/09

FY 2009/10

FY 2010/11

FY 2011/12 FY 2012/13

Oper. Cost per Hr. $72.01 $77.83 $85.53 $71.20 $47.67 $52.84 $47.75 $51.91

Annual Change N/A 8.1% 9.9% -16.8% -33.0% 10.9% -9.6% 8.7%


Annual Change N/A 18.9% 14.0% -7.0% 4.4% 11.0% -16.7% 4.8%

Psgrs. per Hour 5.8 5.3 5.1 4.5 2.9 2.9 3.2 3.3

Annual Change N/A -9.1% -3.6% -11.2% -35.4% -0.1% 8.4% 3.7%


Contract Income $1,797,329 $2,041,267 $2,033,163 $2,483,357 $2,763,784 $2,772,834 $3,051,797 $3,429,409

TDA Income $422,881 $430,239 $494,990 $430,229 $411,015 $371,254 $454,732 $515,108



3 TMA PROGRAMS As a Transportation Management Association (TMA), Ride-On provides a multitude of services to better manage transportation demand and meet the commuting needs of the general public in San Luis Obispo County.

A full overview of all Ride-On TMA programs along with key operating and financial statistics is provided as Appendix C .

EXISTING SERVICES

Airport/Amtrak Shuttle

The Airport/Amtrak Shuttle provides door-to-door transportation service to the San Luis Obispo County Regional Airport, Santa Maria Municipal Airport, and Amtrak stations in San Luis Obispo County (San Luis Obispo and Paso Robles). The service, which utilizes Ride-On’s CTSA fleet, operates 24 hours a day daily with advanced reservations and is available to all residents of and visitors to San Luis Obispo County. Availability of the service at the peak periods for the social services programs can be, at times, an issue. The service begins at a base fare of $20, increasing depending on destination, and $5 per additional rider. In FY 2012/13, the Airport/Amtrak Shuttle transported over 450 riders at an operating cost of $32.13 per rider (approximately $15,000 annually). The service is funded entirely through fare revenue.

Emergency Ride Home

The Emergency Ride Home program provides “on-demand” service for vanpool, carpool, and transit commuters who need an option for unscheduled or unexpected trips. The service is available Monday through Friday from 8am to 7pm at a cost of $5 per ride. In FY 2012/13, the service transported only four riders at a cost of $50 per rider. The program is funded through fare revenue and a $45 reimbursement per rider from Rideshare. In addition to the services provided by Ride-On, Rideshare provides reimbursement for other emergency ride home options such as taxis and Enterprise Rent-a-Car; this may be the reason why ridership for this program is so low.

Kid Shuttle

The Kid Shuttle provides transportation service for events and excursions oriented towards children such as birthday parties, daycare programs, field trips, recreation programs, and summer camps. The service is available 24 hours a day by reservation and charges groups a $75 hourly base rate with additional fares based on a sliding scale. In FY 2012/13, the service transported over 1,000 children at a cost of $1.96 per rider. This service is highly seasonal.



Lunchtime Express

The Lunchtime Express provides free round trip service for any party of two or more to restaurants in Downtown San Luis Obispo. The service operates Monday through Friday from 11am to 2pm. The service, which utilizes excess capacity during Ride-On’s slowest service period, is supported through TMA funds. In FY 2012/13, the service transported just under 200 riders, with a majority of trips taking place during the holiday season.

Special Events

Ride-On provides a myriad of group transportation services for outings such as bachelor/bachelorette parties, corporate events, weddings, and wine tours under the umbrella of “Special Events.” The charter services are available 24 hours a day with advanced reservations and charges event specific hourly rates. Additionally, two programs which are marketed separately, the University and Visitor Shuttle services, are included as Special Event programs for reporting purposes. The University Shuttle provides transport for university groups at the California Polytechnic State University, San Luis Obispo, such as student organizations and Greek life. The Visitor Shuttle provides charter-type transportation service to points of interest in the County and along the Central Coast for groups visiting San Luis Obispo County.

In FY 2012/13, Ride-On’s Special Event services transported over 44,500 riders at a cost of $2.49 per rider (approximately $110,000). In that fiscal year, the charter services generated over $236,000 in revenue.

Vanpool

Ride-On coordinates over thirty vanpools in San Luis Obispo County (see Figure 3-1) operated by volunteer drivers to local employment centers. For a monthly fee Ride-On provides each vanpool with a van, fuel, maintenance, insurance, vehicle cleaning, and vehicle registration. The average monthly fare per rider is between $75 and $120. In FY 2012/13, the Vanpool program transported almost 333,000 riders (8.78 per service hour) at an operating cost of $1.76 per rider.

Ride-On offers two types of vanpools: (1) private and (2) public. Each private vanpool serves a single employer site (e.g., PG&E, CMC, Caltrans). These vanpools are not open to the public and are subject to changes in the workplace, such as shift changes. The public vanpools are open to public and serve multiple employees. Ride-On currently only has three public vanpools, but staff indicate they are focusing on increasing the number of public vanpools.

In the late 1990’s, the TMA was the sole provider of commuter vanpool services in the region, with the exception of two employer-based fleets run by Cal Poly and Caltrans. In the early 2000's, the completion of major freeway construction along the Cuesta Grade led to the closure of the freeway and implementation of a mitigation program, which included very large vanpool fare subsidies by the state. Subsequently, at the state level, Caltrans opted to no longer run its own vanpools statewide. Those changes gradually brought the attention of national vanpool companies, which showed the ability to successfully compete with the Ride-On TMA. This trend supports the fluctuation in the size of the vanpool fleet with fewer private employers as TMA customers, further amplified by the pending closure of the solar power plant vanpools (construction near completion).



Figure 3-1 Ride-On Vanpool Services

Route Days # of Vehicles Total Monthly

Miles

Total Monthly Hours

# of Active Riders

Atascadero-San Miguel M-F 1 1,210 44 11

Atascadero-SLO Daily 1 1,240 62 15

Atascadero-SLO 5 Days 1 1,562 44 14

Los Osos-SLO 4 Days 1 918 36 12

Nipomo-SLO M-F 2 2,420 88 24

Paso Robles-SLO M-F 11 16,060 484 155

Paso Robles-SLO Daily 2 3,937 124 37

Paso Robles-SLO 4 Days 1 1,760 44 8

Paso Robles-Soledad Daily 2 10,106 124 26

Pismo Beach-SLO M-F 1 880 44 14

Santa Margarita Daily 1 1,000 62 14

Santa Maria-Arroyo Grande M-F 1 1,210 44 12

Santa Maria-Santa Margarita M-F 1 4,048 88 8

Santa Maria-SLO Daily 3 6,355 186 42

Santa Maria-SLO M-F 1 1,672 44 12

Shandon-San Miguel M-F 1 1,320 44 8

SLO-San Miguel M-F 1 3,344 44 9

A summary of Ride-On’s vanpool fleet over the past six years is provided in Figure 3-2. Note that the significant increase in reverse commute vans in 2012 is largely due to solar plant construction in northeast San Luis Obispo County.

Figure 3-2 Ride-On Vanpool Fleet

April 2008

April 2009

April 2010

October 2011

October 2012 2013*

February

2014 6-Year

Change

Vans to public employers

15 21 20

23

25 66.7%

Vans to private employers

13 7 6 6 4 -69.2%

Other reverse commute vans

0 3 1 22 7 N/A

Total # of active vans 28 31 27 32 51 32 36 28.6% Notes: Vanpool fleet information by service type not available for 2011 and 2013. * Month not specified for 2013. 2009 reverse commute to south Monterey County (Soledad jail) 2012-to date reverse commute to solar plants (north east SLO County)



TMA SERVICES PERFORMANCE For profit/loss reporting Ride-On records performance indicators from TMA services in two categories: general TMA Services (Airport/Amtrak Shuttle, Emergency Ride-Home, Kid Shuttle, Lunchtime Express, and Special Events) and Vanpool Services.

In FY 2012/13, Ride-On’s general TMA Services transported more than 46,000 riders at an operating cost of $2.64 per rider (approximately $122,000 annually). In that fiscal year, TMA Services collected more than $140,000 in fare revenues and payments. The services, which constitute four percent of Ride-On’s total fixed operating budget allocation, achieved a profit of over $38,500 for that fiscal year.

In FY 2012/13, Ride-On’s Vanpool program transported just under 333,000 riders at an operating cost of $1.76 per rider (over $580,000 annually). In that fiscal year, the Ride-On Vanpool program collected over $450,000 in fare revenue for a cost recovery ratio of 177%. The program, which constitutes three percent of Ride-On’s total fixed operating budget allocation, achieved a profit of almost $445,000 for that fiscal year. TMA Vanpool ridership constitutes nearly 60% (59.3%) of total Ride-On demand (i.e., CTSA and TMA programs combined).

See Figure 3-3 and Figure 3-4 for an overview of TMA and Vanpool service performance over the past four full fiscal years. Since FY 2009/10, operating costs for TMA programs have risen significantly, peaking at over $130,000 in FY 2011/12. During this period vehicle service hours rose by more than 17%, while ridership increased by 22%. Operating costs for vanpool services also rose significantly, by more than $300,000 between FY 2009/10 and FY 2012/13. During this period, vehicle service hours went up by 132% while ridership increased by 155%.



Figure 3-3 Ride-On TMA Service Performance, FY 2009/10 – FY2012/13

All Ride-On TMA Programs (Except Vanpools)


Operating Cost $86,603 $125,463 $130,162 $122,049 Percent Change N/A 44.9% 3.7% -6.2%

Fare Revenue $113,574 $121,862 $145,983 $141,704 Percent Change N/A 7.3% 19.8% -2.9%

Vehicle Service Hours 1,960 1,880 2,885 2,298 Percent Change N/A -4.1% 53.5% -20.3

Passengers 38,085 32,902 41,310 46,271 Percent Change N/A -13.6% 25.6% 12.0%

Performance Indicators FY 2009/10 FY 2010/11 FY 2011/12 FY 2012/13

Average Cost/Hour $44.19 $66.74 $45.12 $53.11 Percent Change N/A 51.0% -32.4% 17.7%

Average Cost/Rider $2.27 $3.81 $3.15 $2.64 Percent Change N/A 67.7% -17.4% -16.3%

Riders/Hour 19.4 17.5 14.3 20.1

Percent Change N/A -9.9% -18.2% 40.6

Average Fare per Rider $2.98 $3.70 $3.53 $3.06

Percent Change N/A 24.2% -4.6% -13.3%

Average Subsidy/Rider $2.27 $3.81 $3.15 $2.64

Percent Change N/A 67.7% -17.4% -16.3%

Farebox Ratio 131.1% 97.1% 112.2% 116.1% Percent Change N/A -25.9% 15.5% 3.5%

Sources: 2008-2012 Vanpool Performance Reports (SLOCOG) and TDA Quarterly reports 2009-2014 (Ride-On). Both sources are non-audited and there are inconsistencies among monthly and quarterly values



Figure 3-4 Ride-On Vanpool Program Performance, FY 2009/10 – FY2012/13

Ride-On Vanpool Programs


Total Operating Cost $283,187 $216,873 $456,553 $583,382

Percent Change N/A -23.4% 110.5% 27.8%

Fares $305,824 $192,558 $449,248 $612,092 Percent Change N/A -37.0% 133.3% 36.2%

Hours 16,336 14,462 28,166 37,892 Percent Change N/A -11.5% 94.8% 34.5%

Riders 130,465 146,139 325,943 332,946* Percent Change N/A 12.0% 123.0% 2.1%


Average Cost/Hour $17.34 $15.00 $16.21 $15.40

Percent Change N/A -13.5% 8.1% -5.0%

Average Cost/Rider $2.17 $1.48 $1.40 $1.75 Percent Change N/A -31.6% -5.6% 25.1%

Riders/Hour 8.0 10.1 11.6 8.8 Percent Change N/A 26.5% 14.5% -24.1%

Average Fare per Rider $2.34 $1.32 $1.38 $1.84 Percent Change N/A -43.8% N/A N/A

Average Subsidy/Rider -$0.17 $0.17 $0.02 -$0.09

Percent Change N/A -195.9% N/A N/A

Farebox Ratio 108.0% 88.8% 98% 105% Percent Change N/A -17.8% N/A N/A

Sources: 2008-2012 Vanpool Performance Reports (SLOCOG) and TDA Quarterly reports 2009-2014 (Ride-On). Both sources are non-audited and there are inconsistencies among monthly and quarterly values * Reported number from SLOCOG is much higher (375,996), and is based on information from different sources provided by Ride-On TMA staff.



4 VANPOOL USERS SURVEY SUMMARY

The effort to assess the value of Ride-On’s vanpool program included a survey of Ride-On vanpoolers. The purpose was to solicit information from commuters who are riders or drivers of the vanpools. The purpose of the survey was to offer supportive information, when considered along with stakeholder input and the performance data, about the role of the Ride-On vanpool program and to assist Ride-On in developing a strategic approach to better serve San Luis Obispo County’s vanpool commuters. No other emerging vanpool providers (Cal Poly, vRide or Enterprise) were contacted for this outreach effort that solely focused on the Ride-On program. Results of a combined effort might have led to somewhat different findings.

METHODOLOGY Paper survey questionnaires were developed by the consultant and distributed by Ride-On staff to vanpool drivers. Drivers distributed them on Ride-On vanpool vehicles during the month of June 2014, asking passengers to take a few minutes to complete a survey. Drivers were also encouraged to complete the survey.

The survey collected information on riders’ commuting behaviors and expenses in addition to demographic characteristics, such as age, income, and gender. It also gauged riders’ opinions of current service. Additional questions were included to be answered by Ride-On vanpool drivers to assess what are the most difficult aspects of providing the service.

In addition to the paper surveys administered onboard Ride-on vanpool vehicles, both passengers and drivers were given the option of completing the survey in an online format.

Prior to the administration of the survey for which results are summarized in this chapter, a different version of the survey was prepared as an online-only survey. Ride-On staff encountered challenges in distributing information about the survey to all vanpool users. Due to the very limited initial response, the vanpool survey was redesigned, somewhat abbreviated, and then re-deployed in both printed and online formats. Only the online responses to questions which were identical to the shorter survey have been included in this analysis.

The original/pre-test survey was longer than the final survey and included some additional questions. Responses to those questions, although they represent only a limited sample, have been included in the Appendix to supplement the other survey results.

A total of 177 surveys were completed, representing a response rate of 42% (Ride-On vanpools carry approximately 420 individuals). This slight underrepresentation may be due to the fact that surveys were offered during the summer, when riders may have been on vacation.



FINDINGS The survey results are discussed in the following sections.

Profile of Vanpool Users Respondents’ (drivers and riders) provided information about their age, gender and household income.

Figure 4-1 Age of Survey Respondents

n=164

As shown in Figure 4-1 above, more than one-half of survey respondents were between the ages of 35 and 54, representing the predominant working-age cohort. A quarter of respondents were between the ages of 55 and 64. The youngest demographic (18 to 24) and the oldest demographic (65 or older) had the fewest survey respondents, comprising just two and seven percent (2% and 7%) of the total respectively. Most respondents were male (57%).

18 to 24 2%

25 to 34 10%

35 to 44 17%

45 to 54 39%

55 to 64 25%

65 or older 7%



Figure 4-2 Household Incomes of Survey Respondents

n=160

Ride-On vanpool users come from a variety of economic backgrounds (Figure 4-2). While more than a quarter of respondents (25%) indicated that they have an annual household income between $75,000 and $99,999, almost a fifth of survey respondents (19%) indicated that they have an annual household income between $25,000 and $49,999. According to the U.S. Census Bureau, the median household income in San Luis Obispo County for the years 2008-2012 was approximately $59,500.2 These findings indicate that Ride-On vanpools not only provide commuting options to users from a variety of income brackets, but represent a critical means for riders who earn substantially less than the county’s median household income (approximately one-quarter of respondents). Ride-On’s organizational emphasis on keeping vanpools as “affordable as possible” (based on staff comment) may be an incentive for use by populations with lower incomes. Data is not available about income characteristics for users of vanpools managed by Ride-On’s competitors, Enterprise and vRide.

Travel Characteristics The survey evaluated travel characteristics of vanpool users, asking riders to identify their origins and destinations, frequency of vanpool use and amount on money they spend on vanpool services.

2 http://quickfacts.census.gov/qfd/states/06/06079.html

$0-$24,999 4%

$25,000-$49,999

19%

$50,000-$74,999

19%

$75,000-$99,999

26%

$100,000-$124,999

14%

$125,000-$149,999

8%

$150,000-$174,999

6%

$175,000 and up 3%

Other 1%



Origin & Destination of Trips

Figure 4-3 Vanpool Respondent Origin and Destinations

n=175

As shown in Figure 4-3 above, survey respondents were asked to indicate the origin and destination of their respective vanpools. Atascadero and Paso Robles were the primary points of origin, with approximately two thirds of respondents indicating that they board their vanpool in one of these two North County cities. This matches vanpool origin-destination data provided by Ride-On: there are 16 vanpool routes between SLO and these cities (50% of total routes) with a total ridership of 229 (54% of total reported ridership). Other significant points of origin for Ride-On vanpools were Nipomo (8%) in South County and the City of Santa Maria (14%) in northern Santa Barbara County.

While not a significant point of origin, the City of San Luis Obispo was the overwhelming destination for the vast majority of survey respondents (81%). Other destinations for Ride-On vanpoolers included Avila Beach (10%) and San Miguel (8.5%).

Arroyo Grande

Atascadero

Avila Beach

Grover Beach Los Osos Nipomo Paso

Robles Pismo Beach

San Luis Obispo

San Miguel

Santa Margari

ta

Santa Maria Shandon Templet

on Other

Origin 1 58 0 3 2 14 59 5 2 0 2 24 2 3 0

Destination 0 0 18 0 0 0 0 0 141 15 0 0 0 0 1

0

20

40

60

80

100

120

140

160

Res

pond

ents



Frequency of Use

Figure 4-4 Days per Week Commuting by Ride-On Vanpool

n=177

As indicated in Figure 4-4 above, a vast majority (87%) of survey respondents use a Ride-On vanpool to commute to work four to five days a week. Only about one in ten riders indicated they use the service to commute between one and three days each week. Only three respondents (2%) noted that they commute via a Ride-On vanpool more than five days a week. Although most Ride-On vanpools operate Monday through Friday, several vanpools operate Monday through Thursday or every day of the week (including weekends).

Mode of Access to Vanpool

Figure 4-5 Primary Mode of Access to Ride-On Vanpool Meeting Point

n=177

1-3 days a week 11%

4-5 days a week 87%

More than 5 days a week

2%

Drive alone 85%

Carpool or get dropped

off 8%

Walk 3%

The van picks me up at

home 1%

Other 3%



As shown in Figure 4-5 above, a large majority of survey respondents drive alone to access their vanpool meeting point. Fewer than 10% indicated that they carpool or get dropped off at their meeting point, while just three percent indicated that they walk and three percent use an alternate mode. Only one percent (1%) of users get picked up at their home (or start their trip at home), and nobody indicated they bike or take transit to their vanpool.

Payment & Use Characteristics The cost of riding a vanpool is usually a key contributing factor as to why people opt to use a vanpool instead of driving alone (see discussion on page 4-7). Vanpool users were asked how much they spend each month on their vanpool commute.

Figure 4-6 Average Monthly Spend on Ride-On Vanpool Services

n=177

As shown in Figure 4-6 above, 37% of survey respondents indicated that they spend between $101.00 and $120.00 on average per month on Ride-On vanpool services. Just under a quarter (23%) indicated they spend between $75.00 and $100.00 on average per month on the service, while 15% noted that they spend above $120.00 per month to commute via a Ride-On vanpool. The smallest percentage of respondents (11%) indicated that they spend less than $75.00 on their Ride-On vanpool.

Below $75.00 11%

Between $75.00 and

$100.00 23%

Between $101.00 and

$120.00 37%

Above $120.00

15%

Other 14%



Figure 4-7 Preferred Primary Commuting Mode if Ride-On Vanpool Were Not Available

n=177

When asked what their preferred primary mode of commuting would be if Ride-On vanpool services were not available (Figure 4-7, above), 71% of respondents indicated that they would choose to drive alone, while just over a quarter said that they would carpool. Only one percent (1%) of respondents noted that they would choose to take transit to work if Ride-On vanpool services were not available.

Figure 4-8 Importance of Factors Influencing Decision to Join Ride-On Vanpool

n=176

Survey respondents were asked to rate on a scale of “not important” to “very important” the role that a variety of aspects of vanpool ridership played in their decision to join a Ride-On vanpool

Carpool 27%

Drive alone 71%

Ride the bus 1%

Other 1%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Reduced cost of commute

Reduced need to use personal vehicle

Parking issues at workplace

Time savings

Stress reduction

Environmental concerns

Employer incentives

Opportunity to talk with friends/coworkers

Opportunity to read or use phone/tablet

Not Important Somewhat Important Important Very Important



(see Figure 4-8). With over 85% of respondents indicating that it was “very important,” a reduced cost of commute was the most important factor in respondents’ decisions to join a Ride-On vanpool, followed by the reduced need to use a personal vehicle (“very important” for 77% of respondents). Other aspects that were an “important” or “very important” factor in influencing the decision to join a Ride-On vanpool for a majority of respondents were environmental concerns, employer incentives, and stress reduction.

Parking issues at one’s place of work was the only factor that a majority of respondents indicated was “not important.” Opportunities to read, use a phone/tablet or talk to coworkers were less important to respondents than factors regarding cost or reduced reliance on a personal automobile.

Employer Characteristics Figure 4-9 Employer-Provided Preferred Parking for Carpools and Vanpools

n=171

As shown in Figure 4-9, a majority of survey respondents indicated that their workplace provides preferred parking for carpools and vanpools. While this may contribute to a respondent’s choice to commute via a Ride-On vanpool, riders and drivers indicated that parking at the workplace was not a major factor in choosing to use a Ride-On vanpool. Nevertheless, research and policy reports have shown that preferred parking can encourage employees to consider alternatives to driving alone: it provides a marketing tool, emphasizing that alternatives exist.3

3 Vanpool Benefits: Implementing Commuter Benefits as One of the Nation’s Best Workplaces for Commuters. United States Environmental Protection Agency, Office of Air and Radiation, 2005.

Yes 72%

No 18%

I don't know 10%



Figure 4-10 Employer Subsidies for Vanpools

n=175

As shown in Figure 4-10, nearly three-quarters (74%) of respondents indicated that their employer subsidizes at least some of their commute costs. Sixty-two percent (62%) of respondents stated that they are provided a partial financial subsidy for commuting via vanpool by their employer, while 12% of respondents said their employer covers the entire cost of their vanpool trips. Six percent (6%) indicated that that their employer provides pre-tax commuter subsidies but does not pay any of their vanpool costs. This information suggests that building relationships with employers is an important tool for marketing the services of Ride-On, because employers support plays a key role in encouraging commuters to use vanpools.

About one in 10 vanpoolers (11%) indicated that their employer provides neither a pre-tax salary deduction for commute costs nor a subsidy for vanpool commutes. Many of the other factors described above (see Figure 4-8), including cost savings, stress reduction, reduced wear and tear on personal vehicles, etc. are thus important determinants for these users.

Yes - Employer pays the full cost

of vanpool 12%

Yes - Employer pays a partial cost

of vanpool 62%

No - Employer pays none of

vanpool costs, but offers pre-tax

salary deduction for commute costs

6%

No - Employer pays none of

vanpool costs and does not offer a pre-tax salary deduction for commute costs

11%

Not sure 9%



Figure 4-11 Employer Subsidies and Monthly Spending on Vanpools

Does Your Employer Provide a Financial Subsidy for Vanpools?

Monthly spend on Ride-On vanpool services

Yes (79%) No (21%)

Response Percent (100%)

Employer Pays Full Cost

(5%)

Employer Pays Part of Cost

(74%)

Pre-Tax Salary Deduction For

Commute Costs Available

(7%)

No Pre-Tax Salary Deduction Available

(14%) Below $75.00 3 (43%) 7 (7%) 2 (20%) 4 (21%) 16 (12%) $75 - $100 0 (0%) 33 (33%) 2 (20%) 3 (16%) 38 (28%) $101 - $120 3 (43%) 47 (47%) 2 (20%) 6 (32%) 58 (43%) Above $120 1 (14%) 13 (13%) 4 (40%) 6 (32%) 24 (18%)

Response Percent 7 (100%) 100 (100%) 10 (100%) 19 (100%) n=136 Excludes “other” responses.

The consultant assessed if there is a correlation between employer-provided vanpool subsidies and the amount that riders spend on vanpool services per month. The findings are inconclusive, however, because many vanpool riders pay the full monthly charge for the vanpool and then submit claims for partial reimbursement from their employer. Overall, individuals who receive a financial subsidy from their employer do not pay less for vanpool services than those who do not receive a subsidy. Because an overwhelming majority of respondents who were aware of their monthly vanpool costs indicated that their employer provides a partial subsidy, a larger sample would need to be achieved to determine if there is a correlation between a lack of subsidies and higher monthly user costs.



Driver Feedback Individuals who drive Ride-On vanpools (either as primary drivers or as back-up drivers) were asked about the most challenging elements of being a vanpool driver.

Figure 4-12 Most Difficult Aspects of Operating a Ride-On Vanpool for Drivers

n=52

Of the survey participants, 13% (23 respondents) identified themselves as full-time drivers, and another 18% (32 respondents) identified themselves as back-up drivers.

Drivers were asked about the most difficult aspects of operating a Ride-On vanpool, and the results are shown in Figure 4-12. According to drivers, the single most difficult aspect of driving a Ride-On vanpool was finding new riders (34%), followed closely by recruiting back-up drivers (28%). Other difficulties included driving every day (27%), collecting fares (21%), and retaining riders (15). Vehicle maintenance – something Ride-On staff provides and describes as a key benefit for vanpools – was identified as a challenge by only 11% of drivers, suggesting a degree of success in Ride-On’s maintenance program approach. Likewise, balancing rider needs was identified as a challenge by only eight percent (8%) of riders.

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

40.0%



Service Satisfaction & Feedback Figure 4-13 Overall Satisfaction with Ride-On Vanpool Service

n=176

Overall, nearly 80% of surveyed vanpool participants are “very satisfied” with Ride-On vanpool service (see Figure 4-13). Moreover, a total of 98% of vanpool survey participants are either “somewhat satisfied” or “very satisfied” with Ride-On service; only one percent of survey respondents, a total of two survey respondents, indicated that they were “very dissatisfied” with the level of the service. Of course, persons who are dissatisfied may have decided to discontinue their use of Ride-On Vanpools, and vanpoolers report dwindling numbers (in the comments on the survey), suggesting that opportunities exist to improve the vanpool program.

In addition to asking about survey respondents’ overall level of satisfaction with Ride-On, the survey queried vanpool riders about potential future improvements to service (Figure 4-14).

Very satisfied 79%

Somewhat satisfied

19%

Somewhat dissatisfied

0% Very dissatisfied

1%

Not sure 1%



Figure 4-14 Level of Interest in Potential Amenity Improvements

A majority of respondents indicated that they would be in favor of upgraded seating on Ride-On vanpool vehicles. Ride-On’s competitors offer individual bucket seats or “captain-style” seating, but Ride-On’s vehicles have bench seats, allowing for more riders per vehicle. In the pre-test survey, riders were asked if they would be willing to pay more per month for their preferred amenities, and of the 39 respondents, 56% indicated they would not, further suggesting that Ride-On’s attraction is in the low cost of commuting rather than the “bells and whistles.” (See Appendix Figure D-5).

Just over 40% said that they would be interested in the provision of Wi-Fi on Ride-On vanpool vehicles, which is an available amenity in the other vanpool services operating in San Luis Obispo County. “Other” suggestions for improvements included cup holders, bike racks and USB ports.

Vanpool users were asked to leave any comments that they had about their Ride-On vanpool. Of those who left comments (25% of survey respondents) a majority included words of encouragement, expressing their appreciation for their vanpool and the valuable alternative that the service provides.

Some respondents listed concerns that usage of their particular vanpool was dwindling and that they feared the service might disappear. One way to combat this, as suggested by some survey respondents, would be for Ride-On to better coordinate with major employers to recruit new riders.

CONCLUSION The survey revealed useful and relevant information for Ride-On’s strategic planning effort. The wide range of respondents’ household incomes suggests that Ride-On vanpools provide service to

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

Wi-Fi Satellite radio

GPS Upgraded seats (e.g., reclining, individual,

high backed, etc.)

Bike rack Mobile app Other (please specify)

n=155



a variety of users and employment centers. Points of origin for Ride-On vanpools are more numerous and widely dispersed than points of destination, which is to be expected, and a vast majority of respondents drive alone to access their vanpool meeting point.

If Ride-On vanpool services were not available, a vast majority of respondents would drive alone to and from work either by necessity or choice, but their decision to use Ride-On vanpools is based on reduced commute costs and reduced needs to use a personal vehicle.

Preferential vanpool parking is offered by many employers, but does not appear to be a primary factor in influencing the use of Ride-On vanpools. Employers' financial support for Ride-On vanpoolers is likely a more important factor. Most respondents’ employers pay a portion of vanpool costs.

Finally, an overwhelming majority of survey respondents indicated that they are “very satisfied” with the current level of service that Ride-On vanpools provide. Nevertheless, a majority of respondents would like to see upgraded seats on Ride-On vanpool vehicles as a potential improvement to existing services.

Some tools for Ride-On to establish more open communication with the vanpool riders could include the following:

Setting up an e-database of all riders

Tracking rider retention by route and gathering feedback on the reasons for leaving thevanpool and how the person travels now

Using an e-newsletter as a way to stay in touch with the commuters

Establishing a direct rapport with employers served (other than drivers) for anticipatingpossible changes in work hours or growth in the labor force

Conducting similar surveys periodically, if needed, with the help of Cal Poly students.



5 SUMMARY OF INPUT FROM FOCUS GROUPS AND RIDE-ON BOARD

The consultant conducted two focus group meetings on July 23, 2014 with key stakeholders interested in Ride-On’s programs and services. These included about 20 individuals representing public agencies, human service agencies, private nonprofits, and the business community. For the most part, these stakeholders were identified by Ride-On staff, and represent a sample of the types of individuals and organizations with which Ride-On interacts on a regular basis. Stakeholders were asked to elaborate on the role their organization plays in providing or arranging for transportation with Ride-On or their personal experience using Ride-On’s services. They talked about strengths, weaknesses and opportunities for the organization.

In addition, the consultant led a discussion with the Ride-On Board as part of a regularly scheduled Board evening meeting on July 23.

The intention of this summary is to present the array of concerns voiced by participants in these meetings. It is important to note that their feedback reflects the views, opinions, and perceptions of those who participated and that the resulting information was not verified or validated for accuracy of content. Nevertheless, much of the information provided and the feedback to questions raised by the consultant substantiates comments gathered from staff at Ride-On, SLOCOG, and Rideshare, and thus provides a basis for the development of goals, objectives and performance standards in Chapter 6.

This chapter provides an overview of the discussion from each of three meetings:

The Consolidated Transportation Services Agency Stakeholder Meeting, which focused onRide-On’s programs geared toward seniors and people with disabilities who reside in SanLuis Obispo County

The Transportation Management Association Stakeholder Meeting, with representativesfrom the business community, public agencies, and nonprofits, as well as commutervanpool users

The Ride-On Board

CONSOLIDATED TRANSPORTATION SERVICES AGENCY (CTSA) FOCUS GROUP Participants in the CTSA focus group included nine representatives from seven different health, human service, and transportation organizations in San Luis Obispo County. Participants voiced their opinions about current social services transportation in San Luis Obispo County, and offered ideas about potential future opportunities for Ride-On.



Transportation Observations and Perceptions Participants identified some transportation challenges facing seniors and those with disabilities in San Luis Obispo County.

In regard to available transit service for people with disabilities, participants noted that there is currently no option other than an ambulance for gurneys or large wheelchairs, and that co-pays are high for that type of service. Other challenges for people with disabilities include the need for more same-day service and the limited availability of transportation options on the weekend, especially on Sunday.

Some of the challenges described by participants are endemic to any community with a sizeable senior population: aging members of the population are finding it difficult to transition from driving to increased reliance on public transportation for regional mobility. Moreover, some seniors were said to have a “resistance” to riding the bus, and it was noted that there would be a need to educate seniors on how to get a free pass and ride the bus.

Other challenges are linked to the geographic conditions of San Luis Obispo County: topographical barriers result in a lack of convenient east-west connections between the inland communities and the coastal recreation areas. In addition, clusters of Spanish-speaking residents who have limited English language skills hold jobs in the hospitality industry and travel long distances to workplaces. Some coastal communities, like Oceano and Cambria (especially its Spanish-speaking community), were described as underserved by transit and specialized providers like Ride-On.

Perceptions of Ride-On Participants identified a number of strengths, weaknesses, and opportunities for Ride-On.

Strengths

According to stakeholders, strengths include the following:

Personalized service. Ride-On offers a personalized touch, with drivers called“friendly” and “caring.” The Executive Director of the organization was noted as beingespecially helpful in assisting local agencies and transportation providers and wasdescribed as a “good resource” and a “mentor.” Ride-On’s Business Manager was called“superb” by one participant.

Safe. As a whole, the organization was deemed safe and trustworthy, and service wasnoted to be reliable.

Visible. Participants were pleased that Ride-On is very visible in the community andtalked about seeing the Ride-On vehicles throughout San Luis Obispo County.

Weaknesses

Participants highlighted several weaknesses of Ride-On’s current operations. These included the following:

Organizational capabilities. Ride-On’s management of service and outreach topartner organizations was identified as a weakness. In particular, participants wonderedwhether the organization was able to effectively manage all of its programs – given the



wide range of services offered – and suggested that Ride-On’s scope of services could be confusing for a new rider (“caller”).

Marketing and outreach. Participants questioned whether new users would know tocall 5-1-1 or Ride-On directly for information about services, and expressed concern aboutRide-On’s limited marketing and outreach, particularly regarding ridesharing options.Despite feedback that Ride-On services are visible in the community, participants voicedconcern that others (people who are not social services stakeholders) are “not familiarwith Ride-On.” One participant said that in his community, Cambria, there is “noawareness” of Ride-On’s services.

Operations. Focus group attendees identified several challenges regarding Ride-On’sfleet, scheduling, and the service area. A few participants said that Ride-On’s schedulingof the Senior Shuttle and availability of subsidized private pay services on days the shuttleis not operating was confusing, and that offering more service days for the Senior Shuttlewould allow for greater flexibility. Two stakeholders talked about the need for bettergurney transport as an alternative to pricey ambulance trips.

Coordination. Participants noted that Ride-On could improve its integration with RTAservices, particularly with a timed transfer in Morro Bay and a new link to the RTA routein Nipomo. Participants identified a need for out-of-county service for non-veterans, andexpressed dissatisfaction with the long travel times from Los Osos to Morro Bay and SanLuis Obispo on RTA.

Opportunities for Ride-On Generally, participants agreed that Ride-On would continue to perform a needed role in San Luis Obispo County, and suggested opportunities for improvements and new supplemental services. These key needs and opportunities are summarized below:

Volunteers. Participants noted that Ride-On currently experiences challenges gettingvolunteers, and suggested that the organization could explore higher reimbursements andother non-financial incentives for volunteers to encourage greater participation. Oneparticipant voiced a strong opinion that the lack of volunteers for the Wilshire GoodNeighbor program was a major flaw of the program.

Role of Ride-On in San Luis Obispo transportation management. Participantsnoted that there are opportunities for better collaboration with Rideshare, in addition tomaking clear the differences between the two programs. They suggested that withimproved management at Ride-On, the organization could act as a social servicesmobility management “broker” in San Luis Obispo County. Participants noted that drivertraining is also an opportunity area for Ride-On: Ride-On can train drivers from otheragencies, much like it provides maintenance services. While Ride-On already providessuch support services to other local nonprofits with their own transportation programs,this assistance has very low visibility and Ride-On does not get full credit for itscontribution to its partners.

Improved senior services. It was noted that a potential conflict could arise in puttingseniors on Ride-On rather than on fixed-route services given the goal of helping seniors touse transit independently. Nevertheless, they stressed that there is demand to increaseSenior Shuttle service frequency to every day, with 24 hour advance reservations to helpmitigate the increase in service. In this regard, successful models in Santa Barbara and



Monterey Counties should be examined and Ride-On could learn how to enhance and grow its current model.

New services. Expansion to areas with unserved needs was identified as an opportunityfor increased Ride-On services, and participants expressed interest in contracting withlocal taxi providers to implement a taxi voucher program, based on experience with thistype of service in Los Angeles County. A few participants said that this could help mitigatethe need to provide Ride-On service to more remote areas. Attendees also highlighted theneed for accessible taxis, a concept also recommended for the longer haul ADA Runabouttrips, as proposed to the RTA in June 2014. Finally, participants also identified anopportunity for last-minute rides at an increased fee.

Outcomes The primary outcomes of this meeting are as follows:

• Ride-On is a key partner in San Luis Obispo County. Few alternatives to Ride-On’s services exist.

• Ride-On provides a quality transportation program, but does not effectivelymarket its services and capabilities.

• There is a lack of confidence in Ride-On’s capacity to manage the vast numberof programs currently in place.

• Although Ride-On staff meet with partner agencies in the county, theorganization has not pursued coordinated transportation efforts with othertransportation providers.

• Opportunities exist for new services: gurney transport, a taxi voucherprogram, and a service brokerage are potential new programs.



TRANSPORTATION MANAGEMENT ASSOCIATION FOCUS GROUP Following the CTSA focus group, the consultant conducted a meeting with 14 individuals who were deemed to be stakeholders for Ride-On’s Transportation Management Association (TMA) services. These individuals currently, or in the past, used one or more services from among Ride-On’s commuter, shuttle, and general public transportation programs or represent agencies/organizations that work with Ride-On.

The participants spoke about their experiences with Ride-On, some of Ride-On’s vanpool and airport transportation competitors, and their own goals (or their organization’s goals) for enhancements to the range of transportation options available in San Luis Obispo County.

Transportation Observations and Perceptions Participants discussed their perceptions of San Luis Obispo County’s transportation programs, services and challenges. Some of the things that were highlighted as being positive about San Luis Obispo County, in general, are that although traffic exists, it is not especially problematic; summertime means a drop in traffic in the northern end of the county and much of the slow traffic is caused by trucks traversing the county’s highways.

Participants talked about the availability of the vanpool programs in the county as strengths in the network, as well as the “Youth Ride Free Program” which has resulted in children teaching their parents about the benefits of using transit and the ease of riding buses. Participants also talked about the availability of Ride-On, RTA, and SLO Transit services as good qualities of the transportation network.

Along with the positive elements of the transportation network are some weaknesses. These included concerns about the limited frequency on some of RTA’s routes (e.g., the schedule for Route 15 is approximately once every three hours), and the low ridership on some of the transit services. Participants also talked about the lack of transportation to Hearst Castle (for visitors and employees, although it should be noted that Route 15 provides service to the Visitor’s Center), and the fact that some routes use buses that are too small for summer youth outings (seasonal capacity issues). It should be emphasized that special free youth shuttles operated over the years have rarely attracted enough riders to justify the investment.

Perceptions of Ride-On Participants talked about their opinions of Ride-On, and shared a mix of reactions. They were overwhelmingly supportive of the organization as a nonprofit and as a local player. The fact that Ride-On is part of United Cerebral Palsy (UCP) was deemed “appealing,” although nearly half of the participants were unaware that Ride-On is a UCP program. They said Ride-On offers a good mix of services and has been a good partner in the community. They talked about the variety of services provided by the organization, as well as the overall good availability of those services.

Participants said Ride-On is appreciated for operating services and providing transportation options at a reasonable cost and that Ride-On’s on-time performance for its shuttles is better than it was a few years ago. Ride-On’s vanpools were described as “affordable” and the availability of vanpools and shuttles to Santa Barbara County was seen as a benefit.



The organization is also very visible, according to participants: people know the Ride-On name and logo, and it is seen throughout San Luis Obispo County, although many participants knew very little about the variety of transportation services provided by Ride-On. In most cases, participants identified Ride-On as the provider of services they used. For example vanpool users perceived Ride-On as a vanpool program and were surprised to learn that Ride-On also operates shuttle services and various social service transportation programs. Those who had purchased shuttle transportation service from Ride-On indicated they were unaware that the organization operated a vanpool program. None of the participants were aware of the Lunchtime Express program, but there was a high level of interest in the program.

Participants talked about the advantages of having a very good staff member at Ride-On, identifying the TMA Coordinator as very helpful and as a good problem solver.

Although many positive attributes were noted, the professionalism/customer-service orientation of Ride-On’s other staff members was noted as an organizational weakness. A participant described an instance of a late bus driver complaining about a lack of sleep. Other participants said they had left messages for Ride-On staff and not had calls returned, or described a lack of follow-though by staff regarding requests for service or responses when problems arose. There was consensus among participants that things “fall through the cracks,” with some assumptions made about the level of skill among some Ride-On administrative and operations employees. In fact, quality control was identified as the primary challenge faced by Ride-On. If this is indeed a predominant perception, it likely factors into opinions about other elements of the service, and should be addressed immediately.

Other weaknesses of the organization include unique problems that participants had experienced when using Ride-On’s services. For example, vanpool users talked about the vans being “old,” although one participant said she was generally comfortable with the bench seats in the vehicle (“they are good for getting more people in the van”) and suggested that other members of her vanpool would be concerned about paying more if Wi-Fi or other amenities were added. One participant talked about his employer pulling out of the Ride-On vanpool program, switching to Enterprise and then later to vRide as a result of the condition of Ride-On’s vans, stating “the quality of the vans was not up to par.” He described the competitors’ vans as nicer, “with cloth interiors and carpeting as opposed to vinyl seats and rubber floors” and also noted the Ride-On van had been a compressed natural gas (CNG) vehicle “and it kept breaking down, but Ride-On provided poor customer service.” Both vRide and Enterprise provided new vans.

Users of the shuttle buses talked about the limitations of Ride-On’s shuttle vehicles, saying Ride-On did not have enough large vehicles so they had chartered a bus from Silverado Stages. Two participants talked about bus capacity problems resulting in significant delays for group trips and about on-time performance problems with shuttles in general. One participant said that the lack of a P/A system on the larger buses was a disadvantage of using Ride-On. Another participant recalled an unsuccessful request for a trip to San Luis Obispo Airport.

Opportunities for Ride-On Participants generally said they would like to see Ride-On be successful and suggested opportunities for improvements and new services. The key needs/opportunities are summarized by theme as follows:



Special event shuttles. Participants said that Ride-On should provide more shuttleservices to the general public traveling to special events, including concerts, fairs, andmovies.

Commuter transportation. Participants talked about implementation of subscriptionbus/employer bus services, like a “Google Bus” that employers support to improvecommuter transportation options. They also talked about the importance of improvedincentives for starting a new vanpool.

Marketing. Ride-On’s website was seen as not especially useful and poorly designed.One participant suggested a map would be useful to show the various services, wherevanpools operate, etc. One participant described the website as follows: “there’s a lotgoing on, but it’s not what you’re looking for.” Suggestions were also offered for links tothe RTA website and irideshare.com. Participants were very interested in the servicesoffered by Rideshare.

Some participants asked whether Ride-On opted not to market its services because it is anonprofit or lacks the budget to do so. They said that Ride-On must do a better job tomarket its brand, and they said the Ride-On flyers were not especially useful. Ride-Onshould embrace other forms of media to market its services.

Technology. Ride-On is seen as a low-tech operation from the consumer’s point ofview. Several participants talked about the need for an app to schedule a ride, to checkthe on-time performance of a vanpool, and to communicate with other vanpool members.The consultant noted that Ride-On does not communicate with vanpool riders via emailand asked whether email communications would be beneficial. Participants indicatedthey were important.

New services. Participants talked about interest in a late night taxi service, andsuggested this could be a new market for Ride-On.

Customer service training. The need for “better driver attitudes” and improvedprofessionalism at Ride-On were identified as important opportunities for staffing at theorganization.

Outcomes Key outcomes of this meeting are as follows:

• Ride-On’s status as a nonprofit and local organization is a contributor to itspositive image.

• Concerns exist about accountability: the quality of administrative systems,structures and oversight within the Ride-On organization is uneven.

• Ride-On is seen as the low-cost transportation option compared with itsvanpool and charter service competitors.

• Ride-On’s lack of consumer technologies, informational tools and vehicleamenities is an obstacle when competing with other vanpool providers.

• Opportunities exist for expanded general public services and improvedcommuter transportation services.



RIDE-ON BOARD MEETING Nelson\Nygaard conducted a one-hour workshop with the Ride-On Board to share the findings of the focus groups and solicit input on the organization’s primary challenges and opportunities. The full Board was not in attendance; no Ride-On staff was present except for the Executive Director.

Given the limited amount of time available for the discussion, the consultant reviewed the strengths and weaknesses identified by stakeholders and asked from comments from the Board. The Board also provided input on additional needs and opportunities.

Overall, Board members concurred with some of the positive and negative perceptions of Ride-On that were voiced in the earlier focus group meetings. Board members acknowledged that work needs to be done to maintain and enhance Ride-On’s relevance in San Luis Obispo County. The other challenges identified in this meeting were as follows:

Funding. Ride-On needs additional funding to be able to expand programs. There is alot of uncertainty around funding.

Capacity. Ride-On has limited weekday capacity in the afternoon due to standing socialservices contract trips. This issue was raised in a focus group meeting and acknowledgedin the Board discussion.

Purpose of Ride-On. One Board member noted that Ride-On’s greatest strength is inthe CTSA programs and that this is where the agency should focus. Board members said,from their experience, most non-stakeholders think of Ride-On as a social servicestransportation program. Ride-On must focus on ways to serve seniors and students,which Board members identified as critical markets for the organization.

Collaboration with SLOCOG. The Board indicated the need for an improvedrelationship with SLOCOG. It was noted that Regional Rideshare was graduallyincreasing its role in the vanpool area. Some Board members inferred that Rideshare'sposition within the larger SLOCOG organization (the funding and programming agencyfor formula and discretionary Federal grants) could represent "a conflict of interest."Furthermore, some perceived that Rideshare was attempting to take over Ride-Onservice.

Marketing. Several Board members indicated that they did not know about Ride-On’swebsite. The Executive Director noted that consumers do not “look at the website andsee if we can meet your needs,” but the Board discussed the importance of the websiteand said improvements are merited.

The discussion focused on the primary opportunities for Ride-On. Feedback provided includes the following:

Marketing. Ride-On has had a marketing plan for the last ten years and reviews it on aregular basis. Ride-On staff indicated the agency hired a consultant to review both theUnited Cerebral Palsy and Ride-On marketing plans and that they are revising the planaccording to her feedback.

A few Board members said that Ride-On should strategize an updated marketing plan.One Board member added that “people need to know that Ride-On gives rides to 550,000San Luis Obispo County residents each year.” Several members of the Board said thatbetter marketing can inform the community of the connection between Ride-On andUnited Cerebral Palsy. One Board member said there is a need to improve upon the “call



us and we’ll figure out what you need” approach that Ride-On currently has, and instead rely more on technology and partners. No Board members discussed the issue of whether 5-1-1 is a more appropriate avenue for assisting callers with alternatives.

Ride-On needs to improve its communications pieces, including the website and printed materials and Ride-On should consider the development of smartphone app. Board members acknowledged there is more competition than there used to be and that Ride-On needs to catch up.

Board members also talked about the large number of small licensed care (6 beds) facilities in San Luis Obispo County and wondered if they might present a marketing opportunity for Ride-On. Board members talked about offering senior living facilities an opportunity to contract with Ride-On (Ride-On could be the vendor for their transportation services rather than them operating service in house).

Coordination with other transit providers. Board members discussed the value of coordinating better with other transportation providers and possibly developing a smart card for payment on any of the providers. For example, one could use the smart card to pay for RTA trips, Ride-On trips and taxi rides. One Board member suggested developing an app for payment instead of a smart card.

Technology. Board members said that investing in technology should be a top priority for Ride-On. They said that Ride-On should “embrace technology on the customer side” and also use technology to improve productivity and capacity.

Fundraising. Ride-On should take advantage of its name recognition and general community support to solicit funds to support its programs. An opportunity exists for Ride-On to encourage people to donate money to fund specific projects: the senior shuttle program, volunteer drivers, purchase a new vehicle. A key component of this fundraising effort would be to “reduce the costs of ridership for those in need.”

Confirm mission of Ride-On. Based on some questions from the consultant, the consensus was that Ride-On needs to be cautious about trying “to be everything for everybody.” One Board member said Ride-On needs to make connections for people to specific services. According to another Board member, the strength of Ride-On is the CTSA programs, and it will be important for the agency to build on its strengths.

Ensuring that messaging about Ride-On focuses on the fact that the organization is a local nonprofit was a key topic of discussion. One Board member suggested a tagline for the agency might be “Ride-On offers more than just a ride: your dollar helps provide support for United Cerebral Palsy.”

There was consensus that the TMA services are confusing. One Board member said, “It is really just a shuttle program.” Indeed, the consultant pointed out that technically, Ride-On does not function as a TMA. Board members suggested highlighting the various types of shuttles that Ride-On offers without calling them out as separate services. The Executive Director talked about the importance of letting people know that “they can use Ride-On to go somewhere with friends.”

Differentiate Ride-On’s vanpool program. Board members suggested the need to reach out to employers to actively market Ride-On’s vanpool program. Ride-On’s Executive Director questioned whether employers, in fact, need to be involved, and explained that the Ride-On program attracts users because it is inexpensive and provides better service. He explained that the other providers (Enterprise and) give maintenance vouchers, which is inconvenient to users, while Ride-On provides the maintenance for its



own vanpools. Some Board members said they saw opportunities to improve Ride-On’s vanpool program through the introduction of new consumer technologies. The consultant noted that Rideshare staff has suggested the notion of a partnership to lead to help facilitate the growth of Ride-On’s vanpool program.

New service types. Some Board members discussed the need to address same-day requests, and again questioned whether technology tools could allow people to request rides and be picked up. The Executive Director talked about Ride-On’s efforts to become a broker of social services transportation for San Luis Obispo County and noted that both SLO Safe Ride and RTA have signed on to Ride-On’s effort to secure a Ladders of Opportunity Initiative grant to help make this happen. This suggests a major strategic initiative of Ride-On would be to become a social services mobility manager in San Luis Obispo County. The Executive Director explained that Ride-On “has the skills to coordinate and direct people to public transit options.”

Outcomes Key outcomes of this meeting are as follows:

• Ride-On must invest in consumer-focused technologies to stay competitive and improve service quality.

• Ride-On can do a better job of managing programs and services.

• Training of staff and improving the customer service orientation of the organization are important.

• Ride-On’s CTSA services are the core services in the program. All other services, except for vanpools, represent a shuttle program. Ride-On must be more assertive in seeking ways to provide new services to San Luis Obispo County CTSA populations.

• Ride-On should be reaching out to employers to build its vanpool program.

CONCLUSION Based on the input provided in the three meetings, key strengths of Ride-On are as follows:

It provides personalized service.

It is a local nonprofit organization.

It has been visionary in trying to address a wide range of needs.

It is an important community resource.

Key weaknesses that were noted are as follows:

It does not market its services effectively.

It suffers from problems related to administrative accountability and customer service.

It has not kept up with its vanpool and charter service competition.

It is limited by capacity and funding constraints.

Ride-On offers very few consumer-focused technologies for scheduling rides, marketing, or public information.



6 GOALS, OBJECTIVES, AND PERFORMANCE STANDARDS

BACKGROUND Efforts to provide effective supplemental transit services in San Luis Obispo County began in 1987, when the United Cerebral Palsy (UCP) organization established its Community Interaction Program (CIP) door-to-door service. In 1988, UCP was designated a Consolidated Transportation Services Agency (CTSA) by the San Luis Obispo Council of Governments, and in 1993, it established Ride-On to expand the role of the CTSA. Since then, Ride-On has added a host of services to supplement conventional public transit service in the region and operates several programs under its TMA arm.

Since 2006, when the agency’s previous Short Range Transit Plan was prepared, the landscape of transportation options in San Luis Obispo County has changed, partly as a result of Ride-On’s innovative services and legacy. In light of these changes, Ride-On faces a variety of challenges as well as opportunities, and it is necessary to revisit the agency’s goals and objectives to ensure that Ride-On can continue to function effectively and efficiently in the future.

MISSION A key first step in ensuring Ride-On’s future success is reviewing its mission statement, which briefly defines what Ride-On is and provides a unifying foundation on which the program bases its daily operations. Ride-On’s current mission statement, set forth in the 2004 Strategic Plan, is as follows: “The mission of Ride-On is to provide efficient and affordable door-to-door service to the residents of San Luis Obispo County and supplement regional and local transit services to increase access while reducing the number of vehicles on the road.”

Per discussions with the organization’s Executive Director during the course of this project, and in response to feedback received through outreach processes, we propose the following refined mission statement which is designed to encompass both CTSA and TMA services:

Ride-On Transportation is dedicated to improving access in San Luis Obispo County. A community-based leader in accessible transportation since 1993, Ride-On supplements regional public transit programs by coordinating and operating specialized transportation services and shuttles. Ride-On’s broad portfolio of services offers efficient and affordable connections throughout San Luis Obispo County.



This mission statement is designed to be flexible and foundational, to both engage the public (i.e., as an “elevator speech”) and to provide Ride-On with a renewed direction and sense of purpose that can guide the organization as it moves into the future.

KEY CHALLENGES & OPPORTUNITIES Ride-On currently faces several key challenges, largely due to the changing landscape of transportation services in San Luis Obispo County. These challenges create opportunities for Ride-On to continue to improve the services it provides. These challenges and opportunities include:

Continue to Deliver Quality Service. While Ride-On has a few known capacity issues, particularly during the afternoon hours (primarily a result of commitments under its Tri County Regional Center contract), there is also an opportunity for Ride-On to more aggressively market some of its other unique services, like the Lunchtime shuttle. Additionally, there are operational challenges to ensuring quality service, including rising fuel prices and workers compensation/health insurance policy costs, and the continuing difficulty of sourcing drivers in the improved economy (particularly as RTA wages have increased). Given these myriad challenges, Ride-On must continue to ensure that it can adequately meet the needs of its existing commitments before adding new services.

Management & Oversight. Over the past decade and with the support of the UCP/Ride-On Board of Directors, Ride-On has made strides towards empowering Ride-On supervisors to run CTSA and TMA operations, reducing the number of employees who directly report to the Executive Director. Nevertheless, there is always an opportunity to continue to make organizational refinements for greater efficiency and effectiveness, particularly as customer service demands and reporting requirements change.

Marketing & Outreach. Ride-On currently markets its services on many platforms, including print media, local television and radio, online, and in person at various transportation fairs. Through all of these methods, Ride-On encourages prospective riders to call, where they will reach a live person to help them organize their trip. Despite this range of services, opportunities for improvement exist as many non-stakeholders think of Ride-On solely as a purveyor of social services transportation and are unaware of its general shuttle and vanpool services. Likewise, many vanpool riders are unaware of the other services that Ride-On provides.

Increased TMA Service Competition. Since 2006, competing services like Enterprise and have entered the regional vanpool market, offering customer-focused amenities (e.g., Wi-Fi, deluxe seating, smart phone apps) that generally exceed those provided by Ride-On. Silverado Stages provides charter and shuttle services that competes with Ride-On’s various shuttle services. Social media, Regional Rideshare and a regional emphasis on alternative transportation modes have made information about transportation options more accessible. The transportation landscape has changed since 2006, with improvements in technology enabling efficiencies in customer outreach as well as within transit



organizations. Ride-On will need to continue to adapt to the changed conditions in order to maintain its critical role and expand its services.

Ride-On’s Regional Role. Over the past several years, responsibilities for regional mobility management have shifted from Ride-On to Regional Rideshare. Transportation Plan and Future Strategies Report provides an opportunity to reevaluate and re-confirm Ride-On’s role within San Luis Obispo County’s transportation management structure.

SETTING GOALS AND OBJECTIVES The value of establishing goals is that they provide strategic direction for Ride-On. They also help the organization be proactive in how it shapes its service, rather than reactive to regional competitors or public sentiment. The following goals in support of Ride-On were developed based on current operating characteristics, stated priorities of stakeholders, and the markets for transit services. The objectives to support each goal are, in most cases, actions that can be taken by Ride-On to help move the agency toward reaching these goals.

This section is broken into four parts: the first part discusses goals and objectives that apply to Ride-On as a whole, focusing largely on internal management and organization. The next three sections apply to Ride-On’s three main service program types, based here on the categorizations presented on Ride-On’s website (i.e., “Community Service,” “General Transportation,” and “Commuter Service.”)

Goals & Objectives for the Ride-On Organization Organization Goal 1: Specify Ride-On’s role in the regional transportation network. In discussions with Ride-On as part of this project, the Executive Director described a worthy vision of Ride-On as a “broker” for regional social service transportation programs. In order to fully realize this vision (in addition to continuing its accessible and connective services), Ride-On must:

Ensure that Ride-On has all the information, staff, and resources to act as a broker. To do so, Ride-On should conduct a review of peer agencies that perform in this role and gather feedback about what Ride-On would need to add this functionality.

Explore ways to improve marketing and technological integration with other regional systems (see Organization Goal 2 below).

Organization Goal 2: Continue to upgrade, expand, and reinvigorate Ride-On’s marketing and customer outreach strategy. Ride-On currently markets its services on a wide variety of platforms, including print media, television and radio ads, in-person transportation fairs, and brochures.

While Ride-On’s services are comprehensive, unlike its regional competitors, Ride-On’s current website does not allow signing up for service online. Additionally, despite its wide variety of current outreach efforts, some regional stakeholders and potential users are still unaware of Ride-On’s focus and function. Ride-On should continue to refocus its marketing efforts, modernizing the Ride-On website and exploring other means of effectively getting the word out. Objectives to achieve this goal include:



Continue building Ride-On’s brand as a family of services for a variety of users. Ride-On could also consider following the example of SLO Transit, which partners with a Cal Poly marketing class to develop and implement new marketing campaigns (and which also worked with student developers to build and maintain the SLO Bus Tracker app).

Continue updating the organization’s marketing strategy, determining how and why certain tools and means will be used and how to determine which tools have been successful.

Continue to work with their marketing consultant to modernize, streamline, and increase the functionality of the Ride-On website.

− Strengthen recognition of the Ride-On brand to all user groups. For example, the website could feature photographs of potential users such as seniors, students, veterans, and employees linking to potential services that might appeal to them.

− Improve the functionality of the website to include online scheduling (or requests) in addition to providing phone numbers for riders to call. Add more visible links to Ride-On’s social media profiles.

− Emphasize Ride-On’s local history, nonprofit status, legacy, and experience as a contrast to new competition from national and regional transportation providers.

Organization Goal 3: Continue to improve staff and management efficiency and effectiveness. Business management training should continue to be provided to key members of staff to improve customer service quality and financial performance analysis in order for Ride-On to assume the responsibility for being a premier broker of mobility services on the Central Coast. Objectives include:

Continue to keep the Board informed about the operational realities of Ride-On and ensure Board members fully understand their responsibilities as agency overseers and policymakers.

Continue to upgrade the organization’s technological tools and capabilities for accurate and timely data reporting, improved customer service, and local, regional, and interagency dispatch.

Ride-On Program Goals & Objectives This section of the chapter identifies goals and objectives to achieve those goals for each of Ride-On’s three primary service categories, as proposed in Organization Goal 1 above. These are the same categories as featured on Ride-On’s website.

Community Services (CTSA Services)

Community Services Goal 1: Clarify the role of Community Services in the region and highlight the distinction between Ride-On’s services and RTA’s ADA Runabout service.

To ensure that the ultimate aim of Ride-On – getting people who need transportation where they need to go – is met, Ride-On should ensure that its Senior and Specialized services are uniquely identifiable within the regional transportation context. In other words, Senior and



Specialized services should not be shown to be in competition with other public transportation services or to be ambiguous in terms of function. Objectives include:

Highlight the uniqueness of Ride-On and the role of the services the organization provides. For example, clarify that part of each Ride-On fare supports the mission of UCP.

Continue to identify the differences between Ride-On and RTA’s Runabout service to reduce customer confusion and educate the public about those differences (i.e., continue to clarify the ADA requirements for Runabout).

Continue to educate the public and agency representatives about the major differences in operating rules, funding sources (dedicated versus no dedicated operating funds) and reporting requirements due to the distinct funding sources.

Encourage connections and improve collaboration between Ride-On and RTA’s Runabout service as appropriate.

Meet regularly with transit staff from adjacent properties to review service options and coordination opportunities.

Continue to author grant applications with regional agencies and planning entities.

Community Services Goal 2: Maximize service efficiency and reliability.

This is a critical goal for Ride-On, to improve and maintain the quality of services it provides. Some objectives include:

Ensure availability of sufficient safe and reliable in-service vehicles to meet the daily pullout requirements.

Operate on schedule within adopted on-time performance standards.

Continue to consistently monitor and evaluate services in accordance with adopted service standards.

Explore opportunities to revise fare structure to ensure minimum standards are met and that fares are deemed equitable across the county.

Minimize non-revenue hours operated on all services.

Continue to maintain a minimum/maximum fleet size that ensures an optimal spare to in-service fleet ratio.

General Transportation (TMA Services)

General Transportation Goal 1: Ensure the effectiveness of the suite of General Transportation services.

Objectives include:

Continue to perform cost/benefit analyses of all shuttle services, eliminating, repurposing, or rebranding services if needed.

Given the charter-style operations that are provided, assess any vulnerabilities of Ride-On’s shuttle program to ensure that the organization, as a recipient of federal transit funds, is in full compliance with all federal laws regarding the operation of charter services and the use of federally funded vehicles as for-hire shuttle vehicles.

Eliminate or streamline underutilized and or unprofitable services.



Modify services that do not in some way support Ride-On’s core values or mission.

Explore opportunities to reduce duplications between Ride-On General Transportation services and Rideshare programs and services.

General Transportation Goal 2: Ensure Ride-On’s fleet and maintenance facilities are appropriate to continue to meet existing and planned future service obligations.

Objectives include:

Continue to ensure that communication and dispatch resources are up-to-date, driver-friendly, and allow for collaboration with neighboring large and small transit and paratransit operations.

Program for appropriately sized and located secure maintenance/storage facilities. With fleet diversification, consider opportunities to outsource some of the more specialized functions for the fleet family, for which special accommodations would not be cost-effective.

General Transportation Goal 3: Continue to deliver high-quality customer service and make ongoing improvements to the customer service program.

Stakeholder feedback was mixed regarding shuttle staff professionalism; even though most feedback was generally positive, one bad experience can have a huge effect on potential ridership–particularly given the increasing importance of online review sites where it is difficult to respond to and/or rebut a user’s claims. Objectives include:

Maintain Ride-On’s commitment to hire high quality, experienced, customer-focused staff as drivers.

Conduct a survey of users to assess opinions on customer service and driver support. As needed, enhance driver and customer service staff training program to ensure employees take personal responsibility to respond to customer needs and project professionalism.

To improve dispatch and scheduling of trips, continue to ensure that all staff members are fully aware of Ride-On’s diverse types of services, as well as of programs offered by other regional providers.

Employ management tools and standards to ensure that customer service staff’s actions are monitored and corrected as appropriate: complaints are properly addressed, telephone calls are returned, and road supervision is enhanced.

Commuter Services

Commuter Services Goal 1: Improve outreach to existing vanpool participants. Currently, Ride-On does not have a way of reaching existing vanpool participants quickly and effectively. The organization must reach participants through a van’s driver. Upgrading the scheduling and reporting tools for the vanpool program will help Ride-On communicate more effectively with program participants, and allow the agency to build a strategy to retain existing riders in a competitive market. Ride-On has already been making efforts to improve driver training in that program. Objectives include:



Digitize the vanpool driver and participant directory for faster and easier mass communication.

Create safety skills and safe driving training programs for Ride-On’s vanpool drivers.

Develop an outreach campaign for current vanpool riders, including regular newsletters, email alerts, and social media pages. Even if few riders sign up for these services, their presence helps future riders understand that Ride-On actively manages the vanpool program with quality customer experience as its primary goal. Email updates to vanpool participants can be used to promote other Ride-On services and streamline the feedback process.

As part of Ride-On’s larger strategy to continue to modernize its technological capabilities, explore opportunities to create, manage, and modify vanpools through Ride-On’s website or a third-party mobile app.

Commuter Services Goal 2: Expand vanpool marketing efforts.

Ride-On does not currently market its vanpool program as much as it could. Opportunities exist to work more closely with employers and regional mobility partners to help promote the organization’s services. Objectives that address this goal are as follows:

Coordinate with Rideshare to more actively market the value of Ride-On vanpools as a local, nonprofit, reasonably priced employee mobility option.

Continue to develop a plan to provide additional features in vanpool vehicles for a higher monthly fee.

Consult with existing vanpool partners (i.e., participating employers) on unmet needs and opportunities for increased partnerships.

Provide recruiting incentives for existing riders.

Market select General Transportation services, particularly the Lunchtime Shuttle, as additional perks available to certain Ride-On vanpool program customers.

Commuter Services Goal 3: Enhance the quality of the onboard experience by pursuing targeted fleet upgrades.

In general, Ride-On’s competitors in the vanpool market such as Enterprise and operate vehicles with a higher level of amenity than those offered by Ride-On. Stakeholders talked about challenges in working with Ride-On to provide maintenance (rather than just taking the van to a nearby service station, as some of the agency’s competitors offer) and that Ride-On must consider upgrading its fleet to remain competitive. Objectives that address this goal are as follows:

Select “bucket-style” individual seating over benches for passengers during fleet renewal or acquisition. (Note: Ride-On currently has seven vanpools with individual bucket seats.)

Continue to research the costs of providing additional amenities offered by competitors such as Wi-Fi and potential ways to fund these improvements (i.e., grants, user fees, etc.).

Continue to ensure vehicles are appropriately cleaned and maintained, and replaced based on a proposed replacement schedule.



EVALUATING PERFORMANCE

Overview Performance measures and standards are valuable tools for assessing progress towards achieving established goals and objectives, particularly how to allocate scarce resources. By providing a consistent set of performance standards, Ride-On staff and the UCP/Ride-On Board will have consistent direction on how to allocate, prioritize and deploy current and future services. Their use in the service planning and allocation process will avoid potentially inequitable, and possibly inefficient, allocations of service.

This section reviews Ride-On’s transportation performance monitoring requirements, as established by SLOCOG in April 2013. In addition to naming the precise measures by which Ride-On should monitor its performance, we have suggested standards for these measures, which set thresholds that Ride-On can use to gauge its performance. It is important to define measures and standards as follows:

• A measure is a basis for comparison; a reference point against which other factors can be evaluated.

• A standard is a recommendation that leads or directs a course of action to achieve a certain goal. Typically, a standard is a target and oftentimes represented as a numerical value.

Proposed Service Standards In April 2013, SLOCOG approved expanded performance reporting requirements for Ride-On effective July 1, 2013. Ride-On must report 20 types of data for its CTSA services, Senior Services, TMA services, and Commuter Vanpool Services:

Revenue Hours

Revenue Miles

Riders/Hour

Riders/Mile

Operating Cost

Overhead Costs

Total Costs

Operating Cost per Revenue Hour

Average Subsidy per Rider (Fares Only)

Operating Cost per Rider

Revenues (Fares Only)

Revenue (Fares and Contract Income)

Farebox Recovery (Fares Only)

Farebox Recovery (All Revenues)

Average Fare/Rider

Average Subsidy per Rider (All Revenues – transportation and other sources)

Entire Service - Number of Complaints

Entire Service - Number of Vehicle Breakdowns

Entire Service - Number of Accidents

Of these 20 data types, we have identified 10 that are the most important performance measures to evaluate Ride-On’s current and future success. Even still, not all of them are deemed appropriate for all of Ride-On’s service types.



Figure 6-1 below presents an overview of the recommended performance measures and service standards for Ride-On’s key service types, which have been largely based on Ride-On’s FY13 performance and industry standards. For purposes of developing measures and standards, this Transportation Plan and Future Strategies Report proposes the use of two categories to refer to the various senior and specialized services:

Door-to-door trips are demand-response services that Ride-On provides whereby an individual requests a trip for which he or she is eligible from one location to another. These would effectively include the Community Interaction Program (CIP), Medi-Cal/Cen-Cal, Tri-Counties Regional Center, Senior Shuttle Veterans Express, Private Pay trips, and future non-group senior services.

Group trips represent services which are designed to serve multiple riders traveling to or from the same destinations within a similar time span. Ride-On staff are interested in making the Senior Shuttle services more focused on providing group trips.



Figure 6-1 Recommended Service Standards for Ride-On Senior and Specialized Services

Quality/Reliability Measures Proposed Service Standards by Service Type

Passengers per Revenue Hour 1) Door to Door: a) Local: 3.5 passengers per

hour b) Regional: 2.5 passengers

per hour

2) Group Trip a) Local: 6 passengers per hour b) Regional: 4 passengers per hour

Operating Cost per Revenue Hour $75 per hour

Operating Cost per Rider 1) Door to Door: a) Local: $18 per rider b) Regional: $30 per rider

2) Group Trip a) Local: $12.50 per rider b) Regional: $17.50 per rider

Farebox Recovery 1) Door to Door: 10%

2) Group Trip a) Local: 20% b) Regional: 15%

Average Fare per Rider 1) Door to Door: a) Local: $3.00 b) Regional: $5.00

2) Group Trip a) Local: $2.50 b) Regional: $4.50

Average Subsidy per Rider 1) Door to Door: a) Local: $15 per rider b) Regional: $25 per rider

2) Group Trip a) Local: $10 b) Regional: $13

On-Time Performance 1) Door to Door: c) Local: 95% of vehicles

arrive within 15 minutes of scheduled pick up time.

a) Regional: 90% of vehicles arrive within 15 minutes of scheduled pick up time.

2) Group Trip a) Local: 95% of vehicles arrive

within 15 minutes of scheduled pick up time.

b) Regional: 90% of vehicles arrive within 15 minutes of scheduled pick up time.

Passenger Complaints/ Boardings

The number of complaints should not exceed 0.01% of the total boardings. The benchmark is 15 complaints/100,000 boardings

Breakdowns/Miles Operated Fewer than 1 breakdown/100,000 revenue miles

Accidents / Miles Operated Fewer than 1 preventable accident/100,000 revenue miles

No-show/late cancellation rate for consumers

No Shows=<1.5% Late Cancellations=<2.5% Cancelled at door=<3%

Trips Cancelled No trips should be cancelled; the benchmark is zero tolerance



Figure 6-2 highlights a short list of recommended performance standards for the shuttle services. Because the shuttle services operate for a profit, the primary benchmark should be profitability.

Figure 6-2 Recommended Service Standards for Ride-On Shuttle Services

Quality/Reliability Measures Proposed Service Standards

Cost Recovery Complete cost recovery (100%) at a minimum. Based on past profitability, shuttles revenues are assumed to be approximately 200% of operating costs.

Average Subsidy per Rider There should be no organizational or public subsidy for shuttle services


Accidents / Miles Operated Fewer than 1 preventable accident/100,000 revenue miles

Passenger Complaints/ Boardings

The benchmark for shuttle services is 5 complaints/100,000 boardings

Vanpool quality/reliability measures differ substantially from the other programs. Recommended measures and service standards are shown in Figure 6-3

Figure 6-3 Recommended Service Standards for Ride-On Vanpool Program


Passengers per Revenue Hour 6

Passengers per Revenue Mile 0.2

Vanpool Occupancy Rates by Route Reach 50% by end of first 6 months; at least to 80% by end of first year

Program Growth Rate 5% increase in vanpool users per year

Operating Cost per Rider $2.00 per rider

Cost Recovery Complete cost recovery (100%) plus 10% profit, inclusive of user fees, employer contributions, and grant funding. If State and Federal funding is provided, changes to cost structure should be employed to achieve full cost recovery without requirement for profit

Average Cost Per User Direct vanpool use/participation program costs to the passenger should be $120 per month or less

Maintenance Expense as a Proportion of Operating Expense

15% or lower




Passenger Vanpool Servicing Passenger vanpools should be serviced (oil change and other preventative) maintenance every 7,500 miles

Passenger Complaints The number of complaints should not exceed 0.02% of the total boardings. 1/5,000 passenger trips


Accidents / Miles Operated The baseline for vanpools is no preventable accidents

Vanpool Vehicle Replacement Vanpool vehicles should be replaced every 5 years or 125,000 miles, whichever comes first

CONCLUSION It is important that Ride-On monitor performance using a formal and consistent set of targets. Using a suggested set of measures, this chapter outlines an initial set of standards to address the basic goals highlighted for efficient operations and customer satisfaction. The standards are based on a combination of industry norms, current performance, and identified benchmarks from Ride-On’s existing reports.

Adopted standards can be written into approved service and operating policies, and offer Ride-On a good justification for implementing service changes or modifying the way services are provided (e.g., consolidating certain services, expanding others, or upgrading others to modern standards). Standards will need to be periodically revisited and updated as operating conditions continue to evolve. While there are benefits from maintaining a consistent set of standards, it is a good idea to consider whether they continue to reflect the Ride-On’s priorities about every three years.

Goals, objectives and performance standards need to reflect the best thinking of agency staff members; it is critically important that they be understood and adopted by the UCP/Ride-On Board. Once adopted, these policies give Board members and staff a basis for making changes to service or prioritizing one type of investment over another. The adoption process can sometimes be eased when members of the Board understand that standards inform, but do not dictate, decisions. Once adopted, goals and objectives may be used periodically as guideposts to ensure that Ride-On’s future operational and infrastructural decisions are in line with its core mission.

In the context of this Transportation Plan and Future Strategies Report, the goals and objectives put forth in this chapter provide a foundation for recommendations in Chapter 7.



7 STRATEGIES This chapter builds upon the findings presented in the previous chapters to recommend a set of specific actions for Ride-On to address its goals.

While Ride-On provides better coverage of the county than nearly any other transportation provider and has a unique set of skills and experience in addressing the needs of seniors, people with disabilities, people with low incomes and commuters through its various programs, Ride-On’s Board and management is enthusiastic about opportunities to expand services and play an even stronger role in facilitating and providing transportation services

In operating Ride-On’s CTSA services, the organization essentially provides a safety net – a basic level of transportation to address the needs of individuals who are not served effectively by existing transit operations or who are affiliates of organizations that provide financial support for a specific set of services that Ride-On operates. Through its TMA programs, Ride-On operates a robust set of services for the general public and organizations seeking to charter buses, making use of excess capacity on its CTSA fleet and supplementing the fleet with vanpools and larger shuttle buses.

Although stakeholders talk about the need for more transportation options in San Luis Obispo County, limited funding and the challenge of working within specific funding silos, as well as increasing vanpool commuter options, means that Ride-On must continue to be strategic in terms of seeking opportunities to expand its services and, in doing so, improve the quality and reliability of the services it offers.

An analysis of Census data shows that transit-dependent individuals live throughout San Luis Obispo County (see Figure 7-1). Based on a set of historic data and transit user trends, the factors which suggest higher levels of transit dependency are population density, employment density, age (under 18 or 65 and older), households with no cars, and non-English speaking households. Areas around Paso Robles and also portions of the southwest corner of the county–in the Five Cities area and Nipomo–have more limited transit service options and Ride-On’s services can fill gaps in some of these areas. It should be noted the larger census tract to the north and west of Paso Robles, shown as a higher-demand tract, is large and mostly low-density, but includes San Miguel, which changes the profile of the entire tract.

As shown in Figure 7-2, however, some of these are areas have lower population densities, which makes it more challenging to achieve productivity standards. The demographic data suggests that Ride-On may benefit by contracting with other providers in some of these areas and should also continue its efforts to increase ridership by operating scheduled group trips.



Figure 7-1 San Luis Obispo County: Areas of Higher Transit Dependency



Figure 7-2 San Luis Obispo County: Geographic Distribution of Population Density



The following sections focus on a specific set of strategies that Ride-On has identified as being critical to its growth and development. To succeed with some of the strategies will require focused efforts by the Ride-On TMA to gain competitiveness in the commuter vanpool market. It will also require changes to external factors–new approaches from SLOCOG and policy decisions on paratransit operations from transit providers in San Luis Obispo County. Nevertheless, Ride-On can modify its current operations, build capacity, improve its customer service, and continue to work with partner organizations in San Luis Obispo County to demonstrate that it can grow and become an even more important partner for providing transportation services. Strategies to facilitate this role for Ride-On, identified in order of immediate to midterm, are as follows:

1) Improving Ride-On branding/messaging and public information,

2) Enhancing and implementing new services

3) Expanding and enhancing the commuter vanpool program

4) Becoming a countywide human service transportation brokerage, and

5) Positioning itself as a contract operator for ADA paratransit operations

The chapter also includes a set of organizational considerations for Ride-On to effectively implement the recommendations of this plan.

PROGRAM RECOMMENDATIONS

I. Improve Ride-On Marketing, Public Information and Customer Service

Implementation: Immediate Term – Year 1

Background

A key challenge facing Ride-On is the desire for service expansion to better address transportation needs in San Luis Obispo County, while ensuring program growth is sustainable and can be managed given available resources. Ride-On does not currently have a formal outreach program, so this strategy is focused on building relationships. Outreach means dedicating staff to activities that may seem less important than keeping programs operational from day-to-day. But in reality outreach is one of the most critical functions that can be undertaken to ensure the success and sustainability of Ride-On and its programs. Successful outreach efforts will result in a well-informed public, supportive public officials, potential for additional public and private funding, and loyal riders.

Approach

Ride-On outreach objectives are as follows:

Build support for Ride-On in San Luis Obispo County. Outreach activities must inform and educate the public about the availability of Ride-On’s various services. Ride-On must also provide outreach to political leaders, human service agencies, and business interests in San Luis Obispo County. This is particularly important for building the organization’s programs, securing sustainable funding, and for soliciting private participation in support of Ride-On



Ensure Ride-On’s programs are understandable and recognizable. The focus is on Ride-On’s identity–ensuring that people understand what Ride-On is and how the organization’s programs might serve them. Lack of visibility makes Ride-On programs less likely to achieve popular support and private funding.

Inform and educate the public about transportation options in San Luis Obispo County. Ride-On must provide regular positive press outreach about the program’s purposes and accomplishments; continue to coordinate with SLOCOG, Rideshare, RTA and other providers, jointly develop informational materials about transportation services in San Luis Obispo County; emphasize the role transportation plays in mobility for county residents; and emphasize the value of investing in transportation for seniors, low-income residents and people with disabilities.

Provide comprehensive information about becoming a partner of Ride-On. Ride-On must provide easy-to-understand outreach information and host meetings with prospective partners to ensure they understand the organization’s objectives and capabilities.

Currently, Ride-On’s marketing function relies on its participation in coordination meetings at a regional level, advertisements and press releases, and printed brochures which provide abbreviated information about the services offered. All of Ride-On’s tools encourage people to call Ride-On for more information.

Implementation

The following strategies were identified and are briefly discussed as being appropriate for Ride-On’s information and outreach efforts.

Website

Printed Materials

Customer Service

Updated Branding of Ride-On Services

Coordinated Marketing

Website

Ride-On engaged a marketing consultant to evaluate its existing services and public information. Key observations were that the Ride-On website has solid content, there are some good photos, and the commuter service page is good. Suggested improvements were that the website needs a facelift, needs more and better images, should be reconfigured to be mobile friendly, and needs an email collector.

Transportation providers of all sizes usually include a great deal of information about their services on the internet: their mission, service information and alerts, fares and scheduling information, links to other transportation providers, etc. Increasingly, transportation providers have also expanded their web presence onto social media websites such as Facebook or Twitter where more direct communication to existing and potential riders is possible. When Facebook or Twitter users “like,” or “follow” the provider’s page or account, these users receive real-time notice of any updates in programs or services, and whether there are any special offers or service



alerts.4 Ride-On maintains a Facebook page with nearly 450 “likes” (as of February 2015) https://www.facebook.com/RideOnSLO and posts numerous updates and events to the page. The page is far more dynamic that the existing Ride-On website. Ride-On’s Twitter account has almost 200 followers and maintains an active dialog with interested users. (Ride-On also has a Google+ page which is not updated). Both Facebook and Twitter posts can be consolidated using any number of free (or inexpensive) software packages, including HootSuite, allowing Ride-On to reach people via whatever their preferred information tool might be.

Ride-On’s marketing consultant also recommended a monthly newsletter, which is a good idea for maintaining contact with stakeholders and riders.

Ride-On has made some recent updates to its website which has made it more user friendly. It has categorized its services as Community Service, General Transportation and Commuter Service, however as a result of these categorizations some information gets buried. For example Ride-On’s vanpools are listed under Commuter Service, while they are, in fact, the only commuter service that Ride-On offers. An opportunity exists to highlight the vanpool program, provide more comprehensive information about it on the website, and make it the cornerstone of the commuter service program. Ride-On is encouraged to look at peer vanpool programs sites hosted by Enterprise and vRide. Because a web search for “San Luis Obispo County Vanpools” appropriately highlights the services provided by Regional Rideshare (although Ride-On is included among the top search result listings), anyone getting information from Regional Rideshare will likely evaluate the websites of the three available programs only to find more limited information about Ride-On’s programs than what is provided by the competition.

Ride-On may also want to consider reorganization of the website, highlighting primary markets and the services available to each market. For example, an individual seeking information about transportation for someone with a disability who is not ADA certified would be challenged to find the right programs to click on. Likewise, the Senior Shuttle is not necessarily the only transportation solution for seniors.

Printed Materials

Ride-On’s service brochures are good at showing the variety of programs and services that Ride-On offers. Each brochure offers relatively limited information about the program, and patrons are encouraged to call Ride-On to get information about the program. Ride-On would benefit from a more comprehensive information brochure about its vanpool program.

Customer Service

Customer service is one of Ride-On’s greatest strengths. Users comment about the helpfulness and customer orientation of the drivers: they are responsive, sensitive to rider needs, and professional.

At the same time, telephone customer service is one of the organization’s shortcomings. Although Ride-On has a detailed procedures manual for telephone customer service staff to follow, stakeholders noted significant challenges in reaching office staff, getting return phone calls, and follow-through by telephone representatives. Two of the five most recent calls made to Ride-On by the consultant were disconnected by Ride-On staff. For an organization that asks all potential

4 On Facebook, when a user “likes” a transportation provider page, they will have the option to “Get Notifications” from the provider in addition to having updates show up in the user’s News Feed.


https://www.facebook.com/RideOnSLO


customers to call to learn about how Ride-On can meet service needs, it can be discouraging for callers who believe that telephone staff are not necessarily accountable for their actions. It is recommended that Ride-On perform an audit of its telephone customer service to determine whether the problems are with the telephone infrastructure, staffing procedures, or training of people who answer the phone at Ride-On. People who call regularly to schedule rides may have very good experiences, but concerns exist that Ride-On may be losing some of its potential customers by not responding to their needs on the phone or by not providing timely follow-up.

Updated Branding of Ride-On Vehicles

Branding means creating an image for a product. The brand identity makes it easy to understand and recognize. Ride-On has strong brand identity and its vehicles are especially visible on streets and highways all across San Luis Obispo County.

Ride-On offers a family of services, and it may be appropriate to differentiate some of those services from one another. As noted above, commuter vanpools are not readily recognizable as a distinct Ride-On service. A slightly varied paint scheme and something that indicates that vanpools are available to commuters would provide a moving billboard of sorts, potentially encouraging people to investigate their commute options with Ride-On.

A number of transportation providers have taken liberties with their logos on vehicles, repurposing elements of them to fit the shape of a bus or van. Ride-On could rethink its traditional use of white vans and modify the logo for the vehicles to make for a more dramatic look (making it larger, at an angle, etc.), which could be a useful strategy for differentiating vanpools from other general public services and from specialized services for seniors and people with disabilities.

Coordinated Marketing

The primary objective for an information and advertising campaign should be to provide good public information. Although awareness of Ride-On is generally good, stakeholders indicated they had limited knowledge of the services that Ride-On offered beyond those services that they themselves used or promoted.

Several informal marketing and outreach strategies are carried out at Ride-On, even though the outreach function is highly decentralized:

Outreach to people with disabilities through a number of different forums in San LuisObispo County and through partnerships with the agencies that contract with Ride-On.

Special projects to solicit private funding and promotion of those partnerships via Ride-On’s newsletters and on Facebook.

Responding to requests for public presentations and outreach related to day-to-dayservices and programs.

TMA collaboration with Rideshare and 511 to ensure Ride-On’s services and programs areeffectively marketed to the public.

Working with nonprofits throughout San Luis Obispo County to provide transportationfor special events, donated old buses, etc.

Ride-On is indeed a community player and is encouraged to continue to build partnerships and work with nonprofits that have supported its mission. At the same time, Ride-On has opportunities to reclaim some of the outreach functions for TMA services that it effectively ceded



to Rideshare. The goal is not to compete with the information that Rideshare is providing, but to build support for its own programs and bolster ridership on its vanpool and shuttle services.

Ride-On’s orientation has been to make transportation as responsive as possible to the needs that exist and develop creative solutions. Ride-On would be well served to maintain its own database of major employers and try to schedule regular outreach meetings at worksites to engage employees and ask them about their transportation and/or ridematching needs.

Ride-On would also benefit by piggybacking on local public information and advertising campaigns. The San Luis Obispo Vintners and Growers Association, Visit San Luis Obispo County, the chambers of commerce, and other organizations advertise via presentations, travel brochures, informational campaigns, and newsletters. Ride-On would benefit from working with these organizations and other local boosters to improve the dissemination of information about its services (especially shuttle and private pay services) in the region. Furthermore, enhanced coordination and shared advertising opportunities should be explored with Amtrak and human service providers that operate in the county. By pooling limited advertising resources, the agencies can focus on the seamlessness of travel and how they collaborate to get people to their destinations.

Finally, as Ride-On’s marketing consultant indicated, some of the best advertising Ride-On can get is by word of mouth and by making use of free access to the public and the press. Writing regular press releases that highlight Ride-On’s services and delineate the differences among its services is recommended. The Tribune, New Times, Paso Robles Daily News and a number of smaller papers, websites and blogs, radio stations, as well as the local cable access station, regularly seek informative news items and are glad to make available news in the public interest. Because Ride-On is a nonprofit and provides a community service, published press releases can amount to regular media exposure and can be especially useful in targeting ridership for Ride-On’s vanpool program.

Ultimately, Ride-On may remain unaware of its successes (or have dissatisfied customers that are unknown). Individuals will make an effort to complain if something goes wrong; rarely do they take the time to offer praise. Knowing the customer service issues that may arise can help Ride-On staff to make modifications or take other corrective actions as needed. Ride-On must monitor its marketing and public information progress. By providing good customer service, Ride-On users can call to describe poor experiences or problems with rides. A telephone number alone, however, is often not enough to encourage somebody to call. Ride-On users may be more comfortable, or may find it easier, to provide feedback using comment cards, on-board surveys, or the Internet.

A monitoring program will provide important information about the effectiveness of the marketing and public information efforts. Evaluating the marketing program enables Ride-On staff to reevaluate marketing goals and identify new strategies. Evaluating marketing efforts enables Ride-On to enhance the most successful programs and shift resources away from programs that have either reached their greatest success or require a change in emphasis.



II. Service RecommendationsImplementation: Years 1-2

CTSA Services

Formalize Addition of Group Trips to Senior Shuttle Program

Regularly scheduled door-to-door service would continue to be available to seniors, but it is proposed that on select weekdays and at scheduled times pre-arranged group trips will be offered to grocery stores and other (to be determined) high-volume activity centers. Ride-On has sought to implement these services on the Senior Shuttle in recent months.

Pre-arranged group trips would be provided as an on-call service, meaning that even though the bus is scheduled to provide service on a particular date and time, it would only operate if there are reservations on the scheduled day. Passengers would be required to request service 24 hours in advance. If no trips are requested, it would be unnecessary to operate the service and the Shuttle could simply provide door-to-door service.

A key objective for Ride-On would be to provide transit-dependent seniors a specialized service with policies to allow for more grocery bags on board the vehicle and a higher level of driver assistance. The Santa Barbara model of a senior group trip is based on financial coverage by a local organization; that organization is solely responsible for arranging rides to/from the common pick up point (such as senior center or community center) and there is no more dispatching responsibility for the paratransit provider. The destination might be a special event, itself sponsored by the same or another organization. This type of service is a lot more cost effective than a conventional dial-a-ride; it also has a social value not offered to solo riders.

It is expected that group service would be more productive than the regular Senior Shuttle service and achieve a higher farebox recovery ratio. The Senior Shuttle is constrained due to limited funding and it makes sense from an efficiency standpoint to begin to modify the operation of that service.

Ultimately, a Senior Shuttle that provides primarily group trips would offer more productive service by carrying a higher number of passengers per hour than the door-to-door dial-a-ride operation that represents most Senior Shuttle trips today.

There are not significant cost implications of making modifications to the operations, but the potential benefits in terms of riders served could be significant. It should be noted that in some communities, private businesses such as supermarkets have helped to cover the costs of group trips when their business is the destination. Ride-On should explore partnerships with potential destinations to determine if additional funding can be secured to support the Senior Shuttle service.

Develop or Partner with Support Organizations to Expand Volunteer Driver Program

San Luis Obispo County would benefit from a volunteer driver program, which is typically integrated as part of a human services brokerage (see page 7-23). Ride-On could expand the role of the Wilshire Good Neighbors Program or work to develop a new volunteer driver program which could be the most cost-effective way to serve rural San Luis Obispo County residents and those who need special assistance. Several volunteer driver' programs tied to senior centers or



nonprofit organizations helping seniors and persons with disabilities already exist in San Luis Obispo County. Prior to attempting to develop a larger program, which may not be suitable for local needs and practices unique to each community, it will be relevant to build a rapport with existing programs (North Coast and North County) and consider using their practices as a model for other parts of the county. Limitations of the Wilshire effort include a broad territory and limited coordination with volunteer drivers in place, as well as the established Santa Barbara County program, especially for inter-county medical trips.

Volunteer driver programs are often sponsored by nonprofit organizations for several reasons, including the familiarity many nonprofits have with managing volunteer-based activities, funding opportunities available to nonprofits, and the perception that operating a volunteer driver program is riskier for an entity with “deep pockets,” such as a public entity.

The specific parameters of a volunteer driver program in San Luis Obispo County will need to be defined, however it could be targeted to isolated seniors and people with disabilities who are unable to drive themselves, access transit services, or use a contracted provider at an affordable rate (e.g., those who might be required to pay Ride-On’s private pay rates).Some volunteer driver programs prioritize or limit service to certain types of trip purposes, such as medical trips or nutrition-related trips. Many volunteer driver programs provide services free of charge, but others choose to incorporate a user fee such as a suggested per-trip donation to support the program, which may be optional to accommodate low-income individuals.

There are several means of reimbursing volunteer drivers for services provided, including mileage reimbursement, per trip reimbursement, and/or non-cash incentives such as discounts for local programs or business, or special events. Volunteer drivers using their own vehicles (or vehicles provided by an agency) can provide transportation and can be more cost effective as a replacement for some of the longer trips that are being made today by Ride-On. A volunteer driver program could sometimes include long distance trips outside of San Luis Obispo County to serve specialized destinations not found in the county, while providing personalized service for populations that do not have access to a car or the ability to drive.

While many volunteer programs reimburse or incentivize drivers, some do not, but these efforts usually are relatively small, often managed through a church or senior volunteer program. Without such incentives, it may be difficult to recruit regular volunteer drivers.

Provide Links to Regional or Local Transit Services/Operate as a Feeder Service

Ride-On feeder service may be more cost effective than operating a vehicle across the county with one or two riders. Feeder service is recommended to provide a link between the most rural portions of San Luis Obispo County and RTA services. This would allow Ride-On users to transfer to and from RTA fixed-route services.

Ride-On customers outside the RTA service area could request a trip and be taken to an RTA bus stop or other regional transit station. At that location, they would be able to connect to RTA. For their return trip, the rider would be able to consult the RTA schedule and reserve a Ride-On vehicle to meet them at the transfer location. This service could also be available to Ride-On’s CTSA target populations or any consumers traveling to locations outside the RTA service area.

Passengers would use this service only if they have an incentive for doing so, and reduced costs of travel across the county could be a significant incentive for many riders (instead of paying Ride-On’s private pay rates). The marketing information should illustrate this as an option for consumers. In addition, agencies that contract for Ride-On services could specify that they will



only provide trips up to a certain distance, meaning that their clients would be required to transfer to RTA service for trips beyond this distance.

Coordinating the transfer with RTA requires minimal work for Ride-On, RTA, or any other transit provider staff because transfers would only be made for persons capable of making a transfer on their own. To connect to RTA bus services with limited frequency, on-time reliability of Ride-On will be essential. A direct radio link between RTA dispatch and Ride-On would ideally be established so drivers could radio ahead for transfers and transfer locations.

This recommendation should be considered by Ride-On as a cost-saving measure for users and for the agency in certain portions of the county where it is relatively easy to serve places beyond the RTA service area (with vehicles stationed in outer areas). It may be a challenge to determine which funding sources and agencies will cover the operating costs of these feeder trips. Another challenge might be the number of deadhead miles required for some Ride-On vehicles to travel to the pickup location. Ride-On stores vehicles at locations in North County and in San Luis Obispo, so operationally this strategy could be cost-effective for Ride-On.

Effectively, someone can use Ride-On today to make a trip and transfer to RTA services, but this is not promoted and no coordination is currently taking place between dispatching centers to ensure smooth transfers are being made. Ultimately, this strategy can be a way to offer improved countywide access and greater flexibility for riders and contracting agencies, cost savings, and better coordinated use of resources. Likewise, Ride-On’s coordination with RTA serves to build a relationship with the agency that emphasizes ingenuity and collaboration.

It should be noted that this type of transfer arrangement is not appropriate for individuals making certain types of trips (such as dialysis and Alzheimer’s trips) because they need a higher level of care from transit providers. Some people who use a wheelchair or mobility device may also find transfers between the Ride-On vehicle and RTA to be difficult in some locations. Ride-On and RTA will also need to resolve concerns about liability, regarding who is responsible when a transfer is being made between different providers. Too many transfers or poorly executed transfers may have an adverse effect on productivity and customer satisfaction.

Serve as a Maintenance Coordinator and Provider

Ride-On can serve as a link between nonprofit transportation providers in San Luis Obispo County and a unified maintenance function. Ride-On should serve in both a coordination/ administrative and referral role, while also performing the maintenance services needed for other providers. Ride-On provides maintenance services in an informal capacity, but could significantly expand its partnerships to provide maintenance services. The expansion may require improvements to its own maintenance facility or securing an additional facility.

Ride-On can charge a direct fee for its maintenance services that is competitive with other providers in the county and use that income to support its various CTSA programs. Ride-On could also use its in-house maintenance program as a way to train staff at smaller organizations to provide simple maintenance services.



TMA

Online Reservation Requests or Automated Scheduling and Booking of Shuttle Vehicles

As noted above, Ride-On’s website is useful but basic and requires individuals to call for more information in all areas. Several competing shuttle services have developed on-line request forms and other tools to allow prospective charter users to get a quote for service without making a call. For some operators, real-time automated price quotes are available, while others have on-line forms that generate an email and the provider then emails a response back, usually within one business day. Ride-On does not currently post its shuttle rate or private pay schedule on line, but should consider doing so to encourage more people to book trips.

Likewise, for someone who would like to use Ride-On’s services to travel to the airport or for other personal reasons, an on-line booking feature would allow the service to more readily compete with programs like Uber or even San Luis Obispo Yellow Cab. Even services like Fetch provide basic pricing for their taxi-style service, even if booking is not available on-line. Ride-On might also consider developing an app to allow for scheduling of private pay trips.

Although these recommendations are included for Ride-On’s TMA services, it is worth noting that online reservations might also be helpful for some seniors, allowing them to reserve a ride online and receive a confirmation via e-mail instead of calling to reach a customer service agent by phone (during weekday business hours only).

Market Lunchtime Express Service as Benefit for Ride-On Vanpool Users or Discontinue Service

Ride-On's Lunchtime Express is promoted as a service that provides transportation to a sponsoring restaurant in San Luis Obispo for free, although Ride-On staff acknowledge that there are no sponsoring restaurants any longer. Services may be scheduled on weekdays for travel between 11:00 a.m. and 2:00 p.m. for parties of two or more. Ride-On staff indicate this service is provided as a gesture of goodwill in San Luis Obispo, offering all employees (and residents) a free trip to lunch. Nevertheless, it may not make smart business sense for Ride-On and does little to support Ride-On’s goals if Ride-On chooses not to actively promote the availability of the service.

At the same time, Ride-On has sought to set its vanpool program apart from the competition. One strategy to do so may very well be to offer the Lunchtime Express service in San Luis Obispo, where the majority of the vanpools travel, as a unique benefit of being a Ride-On vanpool user. A Ride-On vanpooler (and, perhaps, a guest) would have exclusive access to the Lunchtime Express service, which could be more heavily promoted to vanpool users and prospective users as a reason to opt for Ride-On vanpools over vRide or Enterprise. Ride-On could reestablish partnerships with selected eateries to help sponsor the program or simply to provide discounts or other benefits to Ride-On vanpoolers.

Ride-On has been hesitant to market the service due to concerns that it will become popular and demand will rise. The result has been a program with low use that is not actively marketed but is nevertheless held up as an example of a commitment to the community by Ride-On. A more effective and strategic approach will be either (1) to discontinue the service entirely and use the available resources to cultivate partnerships with local businesses/private pay riders or (2) to actively market the service to a limited user group (vanpoolers and their colleagues) as both a community benefit and a smart marketing tool for Ride-On.



Work with Employers to Identify Other Needs and Seek Ways to Encourage and Subsidize Other Transportation Alternatives

As noted elsewhere in this report, Ride-On’s TMA was originally conceived as an employer partnership in which sponsoring employers would fund trip reduction and commute alternative programs through Ride-On. According to the Association for Commuter Transportation TMA Handbook, the South Coast Air Quality Management District (SCAQMD) defines a TMA as “a private/nonprofit association that has a financial dues structure joined together in a legal agreement for the purpose of achieving mobility and air quality goals and objectives within a designated area” The Florida Department of Transportation defines a TMA as “…public/private partnerships formed so that employers, developers, building owners, and government entities can work collectively to establish policies, programs and services to address local transportation problems. TMAs realize their potential in addressing traffic congestion, air quality, and occasionally, employment issues through TDM strategies. TMAs are established within a limited geographical area to address the transportation management needs of their members. TMAs are expected to obtain private sector financing in addition to public funding.”5

Ride-On does not fit the definition of a TMA because it receives no employer, developer, or other private funding other than payment for its services. It also does not have an advocacy, information resource, or educational component. Effectively, Ride-On is not a TMA in the traditional sense, but could work to become one. For example, a TMA that solicits financial support from employers could be charged with developing congestion mitigation solutions to support the employers’ efforts, could work with an array of employers to develop specific commute alternatives, could have an ongoing source of funding to pay for programs like the Lunchtime Express and other shuttle services, and could work with regional entities like Rideshare and RTA to establish transportation services that encourage the use of alternative modes. In many ways, the Ride-On TMA is perceived by stakeholders as “the business arm” of the organization, focusing on chartered shuttles, taxi-style services, and vanpools. While vanpools fit the mission of a TMA, shuttle and private pay services usually do not (unless they are employer- or developer-sponsored services), which suggests Ride-On could consider rebranding its TMA services as a Regional Shuttle Program, which would make it easier for employers and prospective vanpool users to understand the role of this arm of Ride-On. Even Ride-On’s website uses “General Transportation” as the terminology for the services provided by the TMA arm (this term is also not especially instructive as to the services provided).

To reengage as a TMA in San Luis Obispo County, Ride-On is encouraged to begin working with employers, schools, developers, and larger residential complexes to develop specific transportation solutions to serve the needs of their residents/tenants/employees. For each, Ride-On can propose a set of programs and services to improve mobility and propose an action plan to fund those services. Working in tandem with efforts being led by Rideshare, Ride-On can build its reputation as a key partner in solving the various congestion and parking challenges that institutions and businesses face in parts of San Luis Obispo County.

5 The TMA Handbook: A Guide to Successful Transportation Management Associations, National Center for Transit Research’s (NCTR) National TDM and Telework Clearinghouse, 2001.



III. Expand and Enhance Commuter Vanpool ProgramImplementation: Years 2-3

Background

Ride-On’s vanpool program advertises itself as a cost-effective strategy to commute to work, with average monthly costs per rider ranging from $75 to $120. Ride-On staff pride themselves on operating the “WalMart of vanpool programs,” suggesting that the cost to each rider on a Ride-On vanpool is much lower than the costs of competing vanpool providers, but that vehicles have fewer amenities than those of competing vanpool providers.

Vanpools are a good solution for San Luis Obispo County. They provide a commuter-focused transportation option to serve longer-distance commute needs and offer a cost-effective model where riders pay a greater share of costs than traditional bus operations, making them a lower-cost commute solution than traditional buses for the organizations providing the service.

Enough commuters must live in close proximity to one another and share a work destination, which works well in this region where jobs are relatively concentrated in San Luis Obispo and Santa Maria, as well as some jobs in Paso Robles. Employees live throughout the county and are well distributed, with many San Luis Obispo County area employees also residing in Santa Maria (see Figure 7-3).

As shown in Figure 7-4, some of the jobs in the employment area are filled by residents of surrounding counties, including Santa Barbara County, Kern County, Kings County, and Monterey County. Other than Santa Maria, many of these locations are lower density communities, which can make it more difficult to find vanpool partners. Also, because vanpools rely on passengers to cover a good proportion of their operating costs, they still may be too high for some to participate and are usually not applicable for part-time employees.



Figure 7-3 Jobs per Square Mile in the Greater San Luis Obispo County Employment Area (Includes Northern Santa Barbara County)



Figure 7-4 Employee Residences of those with Jobs in the Greater San Luis Obispo County Employment Area (Includes Northern Santa Barbara County)



Approach

Ride-On’s vanpool operating characteristics are as follows:

Commuters are assigned to a specific vanpool group/van operating on a fixedschedule. Drivers and existing vanpool users also recruit new members of theirvanpool and the route is ultimately determined by individuals in a specific vanpool.

Vanpools can make multiple stops along the route to pick up riders and/or have asingle fixed pick-up location.

Each vanpool group determines the travel time that works for the schedules of all itsmembers and adheres to that agreed upon schedule.

There is no flexibility in the departure/arrival times unless predetermined andapproved by all members of the group.

Riders are responsible for their own travel if they are unable to make the fixeddeparture times. The Rideshare-sponsored Guaranteed Ride Home Program providesan option for vanpoolers who must work late or leave early due to an unexpectedevent.

Monthly fares are calculated based on number of riders per vanpool group, are paidin advance by the vanpool group, and divided among the vanpool participants.

Ride-on vanpools requires two volunteer drivers; one primary driver and one back-updriver.

Implementing vanpools is comparatively inexpensive versus the development of new transit services, and can benefit from funding from a number of markets, including the vanpool users, the employers, and the sponsoring agency.

Ride-On’s vanpool program was once more robust due to high public subsidies during the Cuesta Grade construction period, high ridership during construction of the large solar project in the northeast part of the county, and prior to the arrival of competing vanpool lessors (vRide and Enterprise). With a stable market, Ride-On had done relatively little to upgrade the vanpool program or expand the employer outreach to market the program, but Ride-On has an opportunity to do so. In fact, Ride-on staff have said that they have turned over the marketing of their vanpool program to Regional Rideshare. It should be noted that neither vRide nor Enterprise has turned over their marketing efforts to Regional Rideshare; it is not in Ride-On’s best interest to reduce its own marketing efforts.

Implementation

This planning process assumes that Ride-On can increase its number of vanpool users by at least 10% over a five-year period by undertaking the following efforts:

Actively work with major employers to promote and expand the Ride-On vanpoolprogram. Ride-On should restart its outreach activities to employers in San Luis ObispoCounty (and Santa Maria) immediately. Meeting with commute coordinators, offeringincentives to employees, or setting up a table about vanpools in the lunchroom haveproven to be useful tools for other vanpool programs seeking to add new services andgrow their ridership. Typically up to 10% of a vanpool program’s revenues are invested inmarketing the service.



Implement web-based and app-based technologies to allow for scheduling of vanpools,communication among vanpool users, and direct communications from Ride-On tovanpool users. At this time, Ride-On has no way of communicating with its vanpoolers,except via its drivers. Nearly all major transit agencies and social driving sites/apps offerforums for riders and drivers to communicate with one another on a formal platform andseek agency-based customer service as needed. It is recommended that, at a minimum,Ride-On develop a new vanpool enrollment protocol that includes collection ofinformation about participants, including their emails and phone numbers. This way,Ride-On can send out communications about its services, provide alerts, notify specificindividuals about issues that arise, etc. Enhancements might include establishment of abilling platform so that vanpool riders can pay Ride-On directly for the services they use(and avoid working through the vanpool driver), or an app that provides real-timeinformation about where a specific van is and provides alerts about pickup and departuretimes. The app might also allow for instant messaging between vanpool riders and waysto reach out to users of other vans. Optimally, as a marketing tool the app might makeavailable special promotions and discounts available in San Luis Obispo County to peoplewho commute via Ride-On’s vanpools.

Consider financial incentives to vanpool users to recruit more vanpool participants.Existing vanpool users are Ride-On’s best assets for expanding knowledge about availablevanpools and increasing use of the program. Recruitment incentives (a “free month ofvanpool use for you and any new user who chooses a Ride-On vanpool for at least threemonths”) can also be effective. Of course, the natural incentive is that the cost per ridergoes down with the addition of each new rider.

Invest in new, more comfortable vehicles with improved amenities. Ride-On has somevehicles with bucket/captain-style seating, but most have bench seating. The bucket seatsoffer a more comfortable riding experience, based on research provided by Ride-On’scompetitors. Ride-On should investigate ways to improve the quality of seating in newvehicles, and consider offering inexpensive Wi-Fi onboard. Assuming Ride-On canmaintain its pricing advantage over its competitors, these amenities would enhance theoverall attractiveness of the services.

Develop a unique brand for Ride-On vanpools and put it on the vehicles, along withinformation about how to join and the benefits of a vanpool. vRide and Enterpriseinclude identifying information, contact phone numbers and sometimes promotionalinformation about their vanpool vehicles on the exterior of the vehicles. If a Ride-Onvanpool were clearly identified as such, it would provide a latent marketing opportunityfor Ride-On to expand its ridership base and expand its vanpool market. “Ride-OnVanpool: Commute with us for less than the price of a full tank of gas each month.”“Comfortable seats, free Wi-Fi – all for less than $5.00 per day.” The phone number andwebsite should be larger and clearer on the vehicle.



IV. Transition to a Countywide Human Service TransportationBrokerage Implementation: Years 2-5

Background

With strong interest from Ride-On’s staff, it is recommended that the concept of coordinated mobility in the form of a human service transportation brokerage be explored as a mechanism for the expansion, administration and funding of regional transportation services in San Luis Obispo County that go beyond the services offered by the public transit providers. This is a model that can be implemented over time: the expectation is that a true transportation brokerage may not be in effect during the course of this Transportation Plan’s five-year planning horizon.

The consulting team discussed the concept of a human service transportation brokerage with Ride-On staff, board members, and project stakeholders. In order to most effectively implement such a model, a brokerage would provide a single link to all of the primary transportation services available to seniors, people with disabilities, and persons of low income.

The primary advantage of a brokerage model is centralization of information, scheduling, operations, and funding. Based on experience from across the US, some other advantages of a brokerage model are as follows:

Increased awareness of transportation options and use of these options

Increased cost-effectiveness of existing services (because trips are often allocated tolower-cost providers)

Cost-efficiencies by consolidating trip reservations and scheduling staff

Maximized opportunities for ride sharing/comingling of riders

Improved service delivery and customer satisfaction

Increased service levels as a result of cost savings

Approach

Ride-On has a relevant set of skills for carrying forward a brokerage in San Luis Obispo County. As one of the largest human service organizations and transportation providers, Ride-On has strong experience in a number of transportation programming efforts. It has operated it own services, provided contracted services for several different funders, and participated in a wide range of coordination meetings and activities in San Luis Obispo County. The Executive Director has indicated that assuming the lead role as a human services transportation broker would be appropriate for Ride-On and that the organization has the resources, skills and experience to do so effectively.

Effective brokering of services usually requires a set of specific skills, practices, and tools, which are highlighted in Figure 7-5. The categories included in the table are based on best practices among transportation brokers.



Figure 7-5 Ride-On and Characteristics of an Effective Human Services Transportation Broker for San Luis Obispo County

Characteristics of an Effective Human Services Transportation Broker for San Luis Obispo County Ride-On? Implications for Ride-On

Determinant Regarding Potential Effectiveness

Countywide focus? Yes – Ride-On covers all of San Luis Obispo County

Brokers transportation services?

No – Ride On only operates its own services

Ride-On will need to build partnerships and expand its capacity with other transportation providers who may be able to more effectively or efficiently serve some trips. Ride-On staff is trained to refer callers to all public transit options and taxis, and encourage callers to register with Runabout if they feel they could qualify for ADA services.

Leader in transportation coordination efforts?

Yes – As the CTSA, Ride-On is tasked with focusing on coordination efforts and works closely with SLOCOG

The pool of CTSA partners needs to grow in order to justify the capital investment into this concept.

Organizational focus on transportation services?

Yes – United Cerebral Palsy’s primary focus is on transportation services

Operates call center for scheduling and dispatch?

Yes Will need to expand hours and days o operation. One barrier may be the use of manual dispatch by most of the social services transportation providers.

Provides information and referral/travel navigation service?

Yes – Ride-On provides assistance to individuals who call. Based on feedback from staff, Ride-On rarely needs to refer callers to other services because it can meet most needs.

Provides public information about programs/services?

Yes. There is a potential for a perceived conflict of interest in first offering Ride-On-sponsored services.

Administers funding for transportation services?

No – SLOCOG administers funding for transportation in San Luis Obispo County. Ride-On administers UCP funding.

With potential competition for funding, Ride-On will ideally work with SLOCOG to ensure a reliable and ongoing funding source for brokering services.

Serves all target demographics/constituencies?

Yes Very few programs exist for persons of low income, except for medical-only trips for pre-approved appointments.

Experience working with an array of providers?

Yes



Characteristics of an Effective Human Services Transportation Broker for San Luis Obispo County Ride-On? Implications for Ride-On

Experience with vouchers/direct payment programs?

Yes – Ride-On has established programs for reimbursement of it services by the partner agencies whose clients are served

Perceived as neutral? Possibly – Ride-On has many strong supporters and because it serves a wide array of users, it should be perceived as a neutral entity. Nevertheless, some organizations, may perceive Ride-On as serving a special set of interests, working with only selected organizations, etc.

Clearer communication from Ride-On about its breadth of services can help ensure support for the organization’s efforts. Ride-On will need to work cooperatively with SLOCOG, Rideshare and other organizations to ensure the organization’s mission is fully understood. It may be appropriate for Ride-On to divest some of its services (and have them operated by other providers) to reduce the likelihood of perceived conflicts of interest.

Not a Key Determinant Regarding Potential Effectiveness

Provider of transportation services?

Yes – Although Ride-On provides services, some successful brokers do not provide the transportation services that operate as part of the brokerage: they may schedule rides, but assign trips to an array of different providers. Some stakeholders perceive brokering and providing service as a conflict of interest; others consider it a significant benefit.

By providing technical support, vehicle maintenance, access to its software, etc. Ride-On can illustrate that no conflicts exist. Ride-On can also work with stakeholders and partner organizations to demonstrate initiatives to allocate trips to other providers, including minority-owned businesses, local providers, taxi companies, and transit operators to illustrate the community benefits from Ride-On’s success in operating service.

Maintains its own vehicles? Yes

An organization like Ride-On, with its strong skills and knowledge of operating transportation services would appear to be the most appropriate organization in San Luis Obispo County to initiate an effective human service transportation brokerage. Some critical elements of success for Ride-On will be project governance, cost allocation/reimbursement models, and service delivery standards. An effective brokerage requires a champion agency to take the lead on the mobility coordination role. The agency must be respected by partner agencies and have the experience and capacity to lead a brokerage.

As the designated Mobility Manager, Regional Rideshare and its successful 511 program play a pivotal role in connecting people with services in San Luis Obispo County. It will be essential to coordinate with Rideshare to ensure a proposed Ride-On human service brokerage does not duplicate any of the existing efforts underway.



EXISTING MOBILITY MANAGEMENT EFFORTS IN SAN LUIS OBISPO COUNTY: RIDESHARE AS THE REGIONAL MOBILITY MANAGER

A division of SLOCOG, the San Luis Obispo Regional Rideshare program (Rideshare) offers a “One-Stop Shop” for regional transportation information and provides commuter services assistance to businesses, individuals and organizations on the phone, on the Internet and in person. The program is responsible for developing, maintaining and using commuter profile statistics and customer service feedback mechanisms for ongoing planning and improvements. Rideshare has a website—irideshare.org— which serves as the main portal for information and access to the programs and tools available in San Luis Obispo County. Rideshare’s Mobility Management Program aims to bridge the communications gap between transit agencies and social services agencies. Presentations and/or trainings are held with social service agencies such as the Department of Social Services (Adult Services Division), Family Care Network, the Women’s Shelter and Community Action Partnership. Rideshare received grant funding toward this coordinated effort. Through this program, Rideshare is providing a variety of services including:

The 511 service (see below) that provides consolidated transportation information in English and Spanish (phone and web)

Launch of a county-wide online multi-modal trip planner Personalized trip planning assistance by telephone One-on-one transportation training with agency staff Transportation information presentations and training Transportation information centers Organized group transit field trips Mobility training to become a trainer for each agency (“train the trainer program”) Mobility Management annual workshop

511 service was launched in San Luis Obispo County in December 2010. It provides a three-digit telephone number to access transportation information on road conditions, public transportation, shuttles, ridesharing and roadside assistance (in English and Spanish). A live traffic map is also available on the Rideshare/511 website and is accompanied by a multimodal trip planning tool. Rideshare’s efforts to promote the availability of the 511 service include a television, radio and print marketing campaign. The 511 project has six major components and is meant to serve as an all-in-one transportation information tool for the region: 511 Telephone Application Public Transportation, Ridesharing and Roadside Assistance Menu

Options 511 Telephone Application Road Conditions Menu Option 511 Telephone Application Spanish Speaking Assistance 511 Telephone Application Floodgate Feature 511 Highway Signs 511 Website Although part of Rideshare’s mission is to work with social service agencies, arguably the program’s greatest successes have been in the realm of commuter and employment transportation, while Ride-On has continued to be viewed by many stakeholders as the “go-to” program for human service transportation. This plan for Ride-On assumes opportunities exist to better coordinate the information and referral functions of 511 with the human service transportation offerings of Ride-On.



Implementation

Ride-On would serve as the Human Services Transportation Broker for the transportation-disadvantaged population and CTSA for all of San Luis Obispo County. In this role, Ride-On will provide services that complement existing ADA paratransit services, and hold contracts with at least two large entities (Tri-Counties Regional Center and Medi-Cal) that generate sufficient revenue to subsidize non-revenue generating services, along with revenues from TMA services. Other potential revenue generators might include fees paid by private providers operating services under a Ride-On brokerage or a role as maintenance provider for other transportation services in the county.

Call Center: As a broker, Ride-On would function as a centralized location for alltransportation services targeting seniors, people with disabilities and low-incomeresidents. This would include all modes of transportation other than fixed-route andparatransit services. When an individual from a target group calls Ride-On, staff will beable to either schedule a trip for the individual on one of the services provided by a Ride-On or a Ride-On partner, or arrange a trip with another provider.

Transportation Provider: Ride-On will partner with multiple nonprofit agencies andprivate providers in the region that provide transportation services through a variety ofservice models. Ride-On would serve both as a broker and a direct provider oftransportation services (see below). If circumstances change with regard to the currentarrangement for ADA paratransit services, Ride-On may choose to provide all or part ofSan Luis Obispo County’s ADA paratransit services (see page 7-26).

Broker a variety of different service types and assign passengers to the mostcost effective. Types of trips that can be offered in San Luis Obispo County include theexisting door-to-door or curb-to-curb transportation services that Ride-On and someother providers offer (including Runabout) as well as an enhanced set of door-through-door transportation services (providing a higher level of service for people, includingassistance with grocery bags or navigating stairs). Types of services that might beincluded are the following:

− Taxis and private providers. One way to broaden the capabilities of a brokerageinclude offering rides via taxi and other small private providers. As part of a brokerage, an agreement would be developed between Ride-On and one or more participating taxi/shuttle companies. Use of taxis or small private providers may be more cost effective for local trips outside of the city of San Luis Obispo or more rural trips with origins and destinations farther afield. A determination will need to be made about the cost threshold that would trigger use of a taxi or private shuttle trip rather than Ride-On making that trip. One of the potential obstacles of taxis/private providers – the need for more accessible vehicles – could be overcome if incentives to help transportation providers purchase accessible vehicles could also be used to encourage their participation in a brokerage program.

− Volunteer Drivers. Ride-On could expand the role of the Wilshire Good Neighbors Program or work to develop a new volunteer driver program which could be the most cost-effective way to serve rural San Luis Obispo County residents and those who need special assistance (some of the door-through-door trips noted above).

− Specialized medical/gurney transportation. Some stakeholders called for specialized medical/gurney transportation to be made available in San Luis Obispo County by a provider other than an ambulance. Ride-On could work with specialized



providers to ensure that vehicles and trained specialists are available to provide these services as part of the brokerage.

− Group trips. While Ride-On has been successful at comingling riders from different partner organizations and using different funding sources, little effort has yet been made to formalize the scheduling of organized group trips. Group trips or community shuttles can be fixed-route or demand-response services in urban, suburban, or rural communities that provide a lifeline operation. This is especially valuable where services can be provided more efficiently by grouping passengers with a common destination and scheduling their trips at the same time. Group trips are typically far more cost effective than demand-response trips (the ones Ride-On currently provides as its primary approach to operations). Ride-On has made some movement toward scheduling group trips as part of the Senior Shuttle.

− Public transit. Public transit operators should be a component of any brokerage program. When appropriate, the brokerage function can indicate that a certain trip is only available by public transit (or only available at certain times or in certain directions).

Although becoming the broker for trips for seniors, people with disabilities and low-income individuals is the goal, in the short-term Ride-On can develop this capacity by providing travel navigation services.

Existing administrative staff at the Ride-On office would be trained to perform this function, in which callers receive assistance in planning/booking their trip. Ride-On will need to identify potential partners for service provision, and develop memoranda of understanding regarding the roles and responsibilities of each party. These agencies could then serve either as potential referrals or providers of trips, based on an agreed-upon reimbursement mechanism.

With success in providing travel navigation services for human service transportation, Ride-On could then initiate the role of brokering trips. As a broker, Ride-On would assume the responsibility for centralized scheduling and dispatching for existing transportation providers, determining which provider is the most cost effective and most appropriate for target population group. Ride-On would be responsible for trip assignments, trip volumes and trip allocation.

Brokerage activities are eligible to receive funding under SAFETEA-LU (Safe, Accountable, Flexible and Efficient Transportation Equity Act: A Legacy for Users). Brokering trips is effectively a mobility management function, which is an eligible capital expense under most U.S. Federal Transit Administration (FTA) programs, which means FTA can fund 80 percent of mobility management expenses. Fifty-five percent of FTA Section 5310 funds must be spent on capital projects that address the transportation needs of seniors and people with disabilities and must be derived from a locally developed, coordinated public transit-human services transportation plan. SLOCOG will be initiating this plan in 2015, and with Ride-On’s involvement, is expected to identify opportunities for brokering services and determining the demand for a brokerage in San Luis Obispo County.

In addition to FTA funding to support a brokerage, other funding sources may include Social Services and Community Services Block Grants, Administration on Developmental Disabilities funds, Area Agencies on Aging funds, and centers for independent living.6

6 Additional information on potential funding sources is available from the National Resource Center for Human Service Transportation Coordination (www.NRCtransportation.org).



For an effective brokerage, it is recommended that Ride-On establish a CTSA Advisory Group made up of elected officials, organizations and jurisdictions serving the needs of seniors, people with disabilities and low-income residents. This might include human service agencies, transportation providers, and riders. The Advisory Group would evaluate the brokerage function and provide governance recommendations to the UCP Board, which would continue to be the decision-making body for Ride-On. Ride-On would also ideally be included in the Social Services Technical Advisory Committee (SSTAC) agenda for a regular update on the development of the brokerage system and other service issues.

Figure 7-6 illustrates implementation steps toward a human services transportation brokerage, over a conceptual two-year period as proposed by Ride-On. This may be somewhat aggressive, so the timeframe should be considered only for guidance.

Figure 7-6 Conceptual Implementation Steps toward a Ride-On Human Services Transportation Brokerage

Determine oversight/policy body for transportation coordination:

establish CTSA Advisory Group Discuss potential roles for

brokerage to assess resources

Initiate meetings on development of uniform service policies with taxi

providers and other potential operators to participate in brokerage

Develop memoranda of understanding and contracts to allow for new operators to serve

RIde-On users Develop approach for

billing/reimburemeent with Ride-On's partner transportation

providers

Secure necessary RouteMatch modules, tablets for supplemental

transportation providers, and additional software licences as

appropriate

Consider responsibilities and actions for public awareness,

publicizing policies and approach, improving travel navigation and

information & referral Launch brokerage

As services are implemented, conduct evaluations of

administration, effectiveness and impacts

As brokerage demonstrates success, expand with new providers

and partners

Regular/ongoing meetings of CTSA Advisory Group

0-6 months 0-6 months 6-12 months

6-12 months 12-18 months 1-2 years

2-3 years Ongoing



IV. Position Organization as a Contract Operator for ADAParatransit Operations

Implementation: Mid-Term (to be determined)

Background

The Ride-On Board has expressed interest in assuming a new role in the provision of paratransit service in San Luis Obispo County. The Board wants to explore the required processes for the agency to position itself as a contractor for ADA paratransit operations. This means that Ride-On, which currently is a direct provider and contractor of transportation services, would expand its role to provide day-to-day operations for Runabout, the ADA paratransit service now directly operated by RTA (or for another service in the county). This is a good time to explore this option because RTA has recently initiated a joint planning process with SLO Transit that will consider options for reducing costs on its Runabout service, which is the complementary ADA service to all fixed-route operations (local and regional). Options could be for Ride-On to serve as the sole contract operator of the countywide ADA paratransit service or to operate a portion of the service in a specific geographic area or to provide overflow trips.

Under this option, Ride-On could become the contractor to RTA following a competitive Request for Proposals (RFP) process in which Ride-On would be selected.

In its capacity as the CTSA, Ride-On administers and directly operates a variety of services. Annual FY 2012/13 operating costs totaled nearly $3 million and carried approximately 184,000 passengers.

Approach

Each of Ride-On’s programs and services has its own policies and procedures, funding sources, and reporting requirements. Although Ride-On is accustomed to adhering to a myriad of requirements from funders, regional and local agencies, as well as the organization’s own internal guidelines, there would be several new policies and procedures Ride-On would have to assume to become one of the ADA paratransit contractors in San Luis Obispo County. Many of these requirements are tied to Federal Transit Administration (FTA) 5307 and 5311 funds that Runabout receives, and provisions of the Americans with Disabilities Act (ADA). Additionally, Ride-On may also encounter challenges in responding to a formal RFP with rigorous cost requirements and strict contractual considerations.

Ride-On has a long history of being a leader in delivering transportation services throughout San Luis Obispo County. The agency has expanded its reach since it began providing door-to-door service for UCP by introducing a variety of innovative services under the TMA. Since 1993, Ride-On has increased staff resources and capabilities, purchased vehicles and established formal and informal relationships with many of the agencies it serves, its funders, and other transportation services in the county.

Although Ride-On has been a major transportation provider in San Luis Obispo County for over twenty years and enjoys a good reputation, there are some challenges that Ride-On may need to overcome to be successful in securing an ADA paratransit contract agreement.

Responding to a rigorous RFP that includes a detailed cost proposal and other specific proposal requirements is a challenging endeavor in itself. To be competitive in the market and selected as



the preferred contractor would be a significant accomplishment for Ride-On. The agency would need to demonstrate and convince the selection committee that Ride-On is capable of operating an ADA service and adhering to all of the ADA requirements which are more rigid and comprehensive than what Ride-On is accustomed to with its current suite of services.

To be awarded the operations contract as an ADA vendor, Ride-On is encouraged to take some immediate steps to position itself for this important opportunity including:

Enhance Quality Record Keeping and Reporting – To demonstrate that Ride-On is capable of providing high quality and detailed reports that will be required to adhere to ADA requirements and National Transit Database (NTD) reporting, Ride-On should enhance its current reporting by including key performance trends, highlights of key statistics, whether performance is meeting or exceeding standards or client expectations, and charts and graphs to help tell the story of each of its myriad of services.

Continue to Advance the Agency’s Technology Tools – To improve customer relations, data management capabilities, and to provide timely and responsive data reporting, Ride-On will continue to upgrade its technological capabilities through guidance from outside experts including hands-on training for all staff.

Ensure High Quality Service – Providing high-quality existing services is paramount for Ride-On to be well positioned to take on additional services. This means that service needs to be reliable (no missed trips or service denials), on-time, and with few passenger complaints. One way to demonstrate to future administrators and decision makers is to prepare, publish and distribute an annual report that highlights all of the services currently operated by Ride-On. The report need not be very costly to produce, but it should demonstrate accomplishments, include testimonials from satisfied clients and riders, and demonstrate administrative staff qualifications and experience.

Update and Refine Procedures Manual – To ensure full compliance with ADA regulations, Ride-On’s procedures manual will need to be updated. New metrics will need to be established regarding telephone hold time, scheduling, the amount of time that riders are on vehicles, etc. Many of the policies that would need to be incorporated into the procedures manual would come from Runabout.

Implementation

The sections below highlight some of the prerequisites to making ADA-contractor status an opportunity for Ride-On. In reviewing budget challenges raised by growing ADA demand and the much higher operating cost of longer inter-community trips, consideration for partly contracting (longer trips only) could be proposed in the upcoming Joint Plan between the RTA and SLO Transit. Ride-On would thus need to position itself as a partner ready to take on this very unique type of service and ensure continuity with the current program.

Federal Fund Requirements

Transit agencies that receive Federal funding need to report on several aspects of their operation. One of the most important reports they make are of their safety, security, finances, and ridership, which form the basis of their entry in the NTD. As a federal fund recipient, RTA must annually submit a report to the NTD.


http://www.ntdprogram.gov/ntdprogram/

http://www.ntdprogram.gov/ntdprogram/


National Transit Database

All recipients of FTA 5307 formula funds must collect record and file transit financial and service data and submit it to the National Transit Database. This is a requirement of all agencies receiving these funds regardless if services are directly operated or contracted. This means that if Ride-On were a contractor of RTA to operate its Runabout service, then it would have to collect and provide a series of data to RTA on an annual basis. The types of data that NTD requires includes transit organization characteristics, vehicle fleet size and characteristics, revenues and subsidies, operating and maintenance costs, safety and security, vehicle fleet reliability and inventory, and services consumed and supplied. Some of the information such as organizational data and funding will fall under the purview of RTA while the data on operating statistics and safety considerations would be the responsibility of Ride-On as the contracted provider.

Americans with Disabilities Act

Another requirement of public transit agencies that receive federal funds is how well the service meets the requirements of the Americans with Disabilities Act. The federal regulations require that a public fixed-route system “must provide paratransit services which are comparable to the level of service provided to individuals without disabilities.”

ADA regulations require transit providers to conduct an eligibility determination process that strictly limits eligibility for complementary paratransit service to individuals who are not able to use accessible fixed-route services due to a disability. This important function would not be within the contractor’s responsibility. If Ride-On were to provide ADA service for RTA, then RTA would provide a list of eligible ADA individuals and specify their eligibility status which could include full eligibility (eligible for all trips), conditional eligibility (some trips) or temporary eligibility (eligible for defined period of time).

If Ride-On were to provide complementary ADA paratransit service for the RTA, then it must adhere to all of its provisions. While Ride-On may already have several policies and procedures in place to comply with the ADA, there may be some changes that will be required to ensure strict adherence with the Federal Law. Some of these provisions are listed below.

− Reservations – Riders must be able to schedule a ride for “next day service.” Even though it may be convenient and efficient for riders to book several days or a week in advance, the ADA requires that reservations must be accepted if scheduled one day in advance.

− No Trip Purpose Restrictions – There may be no restrictions or priorities based on trip purpose. Service must be provided regardless of the nature of the trip.

− No Capacity Constraints – Under the ADA, capacity constraints are defined as any operational patterns that limit access to service. There can be no service denials.

− Personal Care Attendant (PCA) – Personal care attendants must be allowed to ride with passengers at all times.

− Timely Pick-Ups and Ride Times – The ADA states that travel time on the ADA service should be comparable to the travel time on fixed-route bus. This means that even though ADA service is often a shared ride, the travel time requirement must be considered when grouping rides.


http://publictransport.about.com/od/Glossary/a/Overview-Of-The-Americans-With-Disabilities-Act-Part-I-Paratransit.htm

http://publictransport.about.com/od/Glossary/a/Overview-Of-The-Americans-With-Disabilities-Act-Part-I-Paratransit.htm


− Subscription Service – This can be a convenience for riders traveling to the same place at the same time on a regular basis. While subscription service can also be beneficial to an ADA paratransit contractor, they are not required to provide subscription service. If it is offered, then it can restrict and/or prioritize subscription service to maintain a maximum level of fifty percent (50%) subscription trips as required by the ADA.

Contractual Considerations

Ride-On has traditionally followed a fairly loose approach to contracting. This approach appears to be working quite well for their current contracts with social service agencies and other non-profit organizations. Arrangements are somewhat informal and function more as partnerships than formal contract agreements with strict reporting requirements, performance standards and incentive and penalty payments. If Ride-On were to enter into a contract for paratransit operations with RTA or another transit agency or jurisdiction, then a more formal contract would be required and enforced.

The first step to secure a paratransit contract would be to respond to an RFP or Request for Bid (RFB). Developing a proposal that adheres to strict guidelines and parameters for submitting cost proposals can be challenging in the competitive bidding environment of paratransit (and transit) operations. Typically this type of RFP would state the specific services to be performed, whether maintenance and storage of vehicles is required, and the specific reports and other materials to be submitted to the contacting agency on a monthly basis. The scope of services in an RFP would identify the days and hours of service to be operated (with the provision that these may need periodic updates in line with seasonal variations/fixed-route service changes), the service area, personnel requirements (drivers, dispatchers, reservationists, etc) alternative language (Spanish) needs, guidelines for training programs, and reporting requirements, records and periodic surveys. It may also include incentives and penalties.7

7 It is very common for paratransit (and transit) contracts to include performance standards for operations, safety, and customer service and require that contractors meet minimum qualifications. Performance is typically evaluated primarily through monthly reports from the contractor and require and making performance data accessible at any time may also be required. Financial incentives and penalties are commonly used to enforce meeting or failing to meet certain performance standards. Financial incentives or bonus payments are rewards for achieving or exceeding performance standards whereas penalties are imposed for failing to meet performance standards. Contracts sometimes state that consistent substandard performance may result in contract termination. Typical types of performance standards for paratransit operations include:

• On-Time Performance • Ride Time • Passenger Productivity • Telephone Hold Time • Passenger Complaints • Miles Between Road Calls • Miles Between Accidents

For example, a paratransit contract may have a performance standard that states that passengers must be picked up no more than 15 minutes before or after the scheduled pick-up time. The performance standard may be 90% which means that within a given month if on-time performance does not meet the 90% standard, than a monetary penalty could be imposed. In turn, if on-time performance exceeds the 90%, then an incentive payment may be made. Incentives and penalties can be an effective strategy to ensure the contractor provides a high level of performance.



The FTA mandates quarterly reports in which typically the day-to-day contractor must provide the data to the transit and/or paratransit agency. The types of reports and required data include:

• Number of total and revenue service miles and total and revenue service hours

• Number of passenger boardings (by fare type if appropriate)

• Passenger fare revenue

• Operating costs including a breakdown of operations, vehicle maintenance and administration

• Safety reports on the number and type of accidents, preventable and non-preventable, and major incidents that involve any type of personal injury

• Total number of scheduled trips missed with detailed explanations for the missed trip(s)

• Number of all vehicle breakdowns and road calls

• Listing of all passenger complaints with action taken

• Total number of service denials

Cost Proposals or Bids

Preparing and submitting a cost proposal or bid is critically important. If Ride-On is responding to an RFP, then cost would be one of several evaluation criteria with others likely including relevant operational experience, having a designated on-site manager, reference checks, and proposal content. If Ride-On is responding to an RFB, then the contracting agency is required to select the lowest responsive bid. It is therefore imperative that Ride-On has all the information it needs to submit an appropriate and realistic cost proposal or bid. This means that Ride-On must be aware of all its costs for putting service on the streets and that fully loaded costs are included in the cost proposal or bid.

Typically, contracting agencies will provide a form or spreadsheet for submitting cost proposals that include fixed and variable costs. Administrative cost items such as office rent, telephone and health insurance are fixed costs; variable costs are associated with driver wages, maintenance expenses, fuel and other items that vary with the number of hours and miles of service. Ride-On will need to be careful when submitting a bid to ensure that its fully loaded costs for putting service on the street is all inclusive. If Ride-On were to underbid, it could be a financial loss and put the agency in a compromising position.

ORGANIZATIONAL RECOMMENDATIONS The organizational structure of Ride-On has remained largely intact since its founding in 1993. While the overall perceptions of Ride-On are good and key stakeholders expressed overwhelming support for the organization as a nonprofit agency and local player in the transportation arena, there are opportunities to enhance the organizational structure, especially in the context of the agency assuming new roles and responsibilities.

Board of Directors Ride-On’s decisionmaking body, which is the UCP Board of Directors, includes a selection of business leaders, transportation professionals, local volunteers, and advocates. The importance of the Board of Directors cannot be overstated. One of the key objectives of this Transportation



Plan and Future Strategies Report is to educate the Board about the operational realities of Ride-On and ensure Board Members fully understand their responsibilities as agency overseers and policymakers.

A governing board is a policymaking body whose many roles and responsibilities can be categorized into three major functions:

1. Innovation – provide strategic guidance and direction. With the development of this Transportation Plan and Future Strategies Report, the Board’s role is to take a leadership position in directing the agency on where it is headed and what it should become in the short and long term.

2. Oversight – oversee service performance as well as legal and fiduciary responsibilities. In addition to monitoring service performance, the Board needs to be well versed in its own rules and regulations as well as the laws that govern the services and their funders. This means that Board members need to understand not only transit and paratransit services, but also social service transportation, innovative service delivery models, service policies and their relationship to paratransit services and financial planning and analysis.

3. Representation – represent customers, clients and citizens of San Luis Obispo County. With the wide variety of Ride-On services and the diverse markets it serves, the Board should be well represented by both transit-dependent and discretionary riders, seniors and people with disabilities, non-riders, key stakeholders and be geographically diverse.

Given the Board’s importance and high levels of responsibility, it is wise to ask: “What are the experience and skill sets required for an effective Board of Directors?” This is not an easy question to answer. While there are numerous skills and competencies that are desirable, are there essential requirements that some if not all Board members should posses? Ideally, many Board members should have employment experience as a principal in a transit or paratransit environment or served in another human service or business environment as a financial officer, accountant or auditor for a minimum of five years. Given the social service function of Ride-On’s clients and contracts, Board members should ideally have significant work experience in local government or nonprofit agencies. Additional desirable skills or abilities include but are not limited to legal experience and contract negotiation, finance and personnel management, understanding of the ADA, basic understanding of transit funding programs and how funds can be used, strategic planning and program evaluation, and public relations skills. It is also very important for Board members to understand budgetary constraints and financial issues that shape important decisionmaking, especially with regard to capital investments and bidding on services.

Board members must have the ability to work independently and as a group, demonstrate commitment to the agency’s mission, and know how to prioritize and multi-task. Ideally, Board members should also ride one of the Ride-On services at least quarterly to truly understand how services work from a rider’s perspective.

Performance Monitoring and Reports Determining how well Ride-On is performing requires an understanding of the agency’s goals and objectives as well as its performance standards. On a monthly basis, the Board should be provided with a performance report for each of Ride-On’s major services showing current performance of key statistics and comparing them with these statistics for the prior year and



whether performance standards are being met. In addition to key transportation statistics, the Board should be provided with a monthly status on the agency’s operating budget. A simple spreadsheet would be adequate to show the budget line items, actual expenditures and any variance with a brief explanatory note.

Given the complexity of Ride-On services, a key question is: What type and level of reporting is appropriate for the Board, staff, partners and funders to effectively monitor performance? This is a challenging question that will require Ride-On and SLOCOG to collaborate and agree on an appropriate number and type of performance statistics. The goal is to reduce the current complex reports that are labor intensive to produce and may not be very valuable to truly understand performance. Effective performance reports focus on a limited number of performance metrics. See page 6-8 for discussion of recommended performance standards.

Technology Upgrades Transportation providers of all sizes increasingly rely on technology for enhancing their customer interface, for keeping track of vehicles on the road, for collecting operational data, and for performance monitoring. One of the challenges revealed during the stakeholder meetings was that “Ride-On’s lack of consumer technologies, informational tools and vehicle amenities is an obstacle when competing with other vanpool providers.” This finding is coupled with a theme that Ride-On is seen as a low-tech operation from the consumer’s point of view. Through the focus groups, it was learned that customers would like an app to schedule a ride, to check the on-time performance of a vanpool, and to communicate with other vanpool members.

A key objective for Ride-On is to upgrade the organization’s technological tools and capabilities for accurate and timely data reporting, improved customer service, and local, regional, and interagency dispatch.

To ensure that all data are tracked consistently and correctly, Ride-On should develop a centralized database for financial recordkeeping and statistical data to meet regional and federal reporting requirements. This database would be managed by the staff accountant/data manager. It is assumed that this would be a relatively low-cost investment and is therefore not included in the financial plan.

Ride-On is upgrading its safety technologies by putting cameras on buses and these costs have been budgeted for existing years.

Enhance Partner Relationships As an innovative service provider that tailors its services to a variety of different markets and coordinates with many different local and regional transportation agencies, it is imperative that Ride-On have excellent relationships with other agencies and its partners including SLOCOG.

The stakeholder interviews and focus groups revealed that Ride-On is a very visible agency; people know the Ride-On name and logo, and it is seen throughout San Luis Obispo County, although many participants knew very little about the variety of transportation services provided by Ride-On. Further evidence indicated that there is some ambiguity about the role Ride-On serves in the region and how its services relate to Runabout and Regional Rideshare. This is understandable from a lay person’s perspective given the number of public transit and human service providers in the region.



To position Ride-On to take on new challenges, provide new services, and clarify and reconfirm its role in the region, Ride-On must be proactive and reach out to other providers in partnership. The agency is encouraged to regularly meet with RTA’s Runabout staff to review and discuss proposed service changes, explore coordination opportunities and share other relevant information. It is also desirable for Ride-On to reach out to its partner agencies and other transportation providers within the county as well as connecting neighboring services such as SMAT or SMOOTH to share information about their respective services and pursue coordination efforts between South San Luis Obispo and North Santa Barbara counties.

Of paramount importance is for Ride-On to improve its relationship with SLOCOG. As the regional agency responsible for allocating funds and establishing regional policies and reporting requirements, it is in Ride-On’s best interest to have a good working relationship with SLOCOG. A practical starting point is for Ride-On and SLOCOG to mutually agree on the appropriate elements to include in quarterly financial and operating reports. This will enable Ride-On to better monitor performance of its family of services while also enabling SLOCOG to meet its fiduciary responsibilities.

Consulting Assistance The Ride-On Board of Directors and staff expressed interest in expanding its consultant services in the field of human service transportation. This is a small niche market although it is a growing field as more agencies around the country are moving toward mobility management and brokerage services. To be better positioned and competitive with other public and private companies in this field, Ride-On should be more specific on exactly what services it is offering and consider developing a simple business plan. The plan need not be complicated or lengthy. It should identify the specific consulting services to be offered, the types of clients to be pursued, and outline its staff capabilities and rate structure. Ride-On may also want to prepare a one-page fact sheet advertising its services and post it on its website, distribute it at conferences and share it with partner agencies. Although Ride-On currently has many years of experience in the field of social service transportation and is considered a leader in the industry, its consulting services may be more valuable and sought after following one or two years of experience managing a brokerage system. Lessons learned such as hurdles encountered in setting up a brokerage and how they were overcome, cobbling together the funding commitments and building the momentum would be extremely valuable and timely for other agencies as they initiate brokerage services.

CONCLUSION This chapter highlights key areas for development for Ride-On over the next five years.

In the immediate term, these include a series of opportunities to improve Ride-On’s marketing and public information through website enhancements, more comprehensive printed information about vanpools, an audit of Ride-On’s telephone customer service, enhancing Ride-On’s brand on vanpool vehicles, and more coordinated marketing and improved marketing campaigns.

Ride-On is also encouraged to enhance and implement new services for the CTSA including the addition of group trips to the senior shuttle program; building a successful volunteer driver program (or set of programs) in San Luis Obispo County, either by expanding the role of the Wilshire Good Neighbors Program or working to develop new programs; operating Ride-On as a cost-effective feeder service in some of the most rural portions of the county to link riders with RTA routes; and building the vehicle maintenance program for smaller providers in San Luis



Obispo County. Specific service recommendations for the Ride-On TMA include online reservation requests and automated scheduling and booking of shuttle vehicles; marketing Ride-On’s Lunchtime Express service as a unique benefit for Ride-On vanpool users (or discontinuing this relatively unknown service that receives no financial support); and more aggressively working with employers to identify needs and seek ways to encourage and subsidize transportation alternatives (it is noted that Ride-On does not fit the definition of a TMA because it receives no employer, developer, or other private funding other than payment for its services).

Expansion and enhancement of the commuter vanpool program is a critical recommendation for Ride-On. Key elements of this effort to increase its number of vanpool users by at least 10% over a five-year period include actively working with major employers to promote and expand the Ride-On vanpool program and introducing a variety of information technologies and public information tools, as well as vehicle enhancements.

Mid-term recommendations include implementation of a countywide human service transportation brokerage, whereby Ride-On would work with multiple nonprofit and for-profit transportation providers. Ride-On would schedule and assign trips to the various providers to facilitate the most cost-effective and appropriate mode of transport for an individual based on any number of factors, including location of the origin and destination, a person’s unique needs and mobility constraints, and the individual’s affiliation with organizations that may provide funding to support the trip.

Another mid-term recommendation is for Ride-On to position itself as a contract operator for ADA paratransit operations. The ability for Ride-On ultimately to become an ADA paratransit contract operator will be dependent on several external factors, the most important of which will be whether RTA/Runabout determines that it is prudent to contract out for the ADA paratransit function.

Finally, in order to achieve these strategic recommendations, a set of organizational recommendations are included. These include recommendations for the Board and the establishment of a CTSA Advisory Committee.



8 FINANCIAL PLAN This chapter presents the operating and capital cost projections and funding programs for Ride-On for the next five years. Operating costs and revenues to support the services are presented first followed by a discussion of capital needs consisting primarily of vehicle replacements. The chapter concludes by summarizing a five-year funding plan outlining existing funding sources and potential new funding opportunities.

OPERATING COST PROJECTIONS

Service Costs Service costs are projected for the three major Ride-On programs: CTSA Services, the TMA Vanpool program, and other TMA services. Because the contracts with the Tri-Counties Regional Center and Medi-Cal, along with the Agricultural Workers Program, represent the largest of the CTSA services, their projected operating costs and revenues are presented separately from other CTSA services. Costs are based on the hourly cost of service consistent with their FY 2013/14 actual costs with an annual three percent inflation rate. Other CTSA and TMA costs are also based on hourly service costs with annual inflation rates applied for each service. Service levels (number of annual service hours) vary for each service and are defined below.

The top half of Figure 8-1 provides the breakdown of operating costs by year and the bottom half lists the revenue sources and projected amounts to fund the services. In the first year of the plan, operating costs are projected at just under $4 million and are assumed to increase commensurate with higher service levels to nearly $5 million by FY 2019/20. A summary of each service follows.



Figure 8-1 Five-Year Operating Cost and Revenue Projections

Year End Actuals

(FY 2013/14) FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 Service Hours CTSA Services Tri-Counties Regional

Center 40,135 40,336 41,142 41,965 42,805 43,661 Medi-Cal Services 9,230 9,507 9,792 10,086 10,388 10,700 Agricultural Workers

Program 4,150 4,358 4,575 4,804 5,044 5,297 Subtotal Primary CTSA Services 53,515 54,200 55,510 56,855 58,237 59,657

Other CTSA Services 3,385 3,419 3,453 3,488 3,522 3,558 Subtotal CTSA Service Hours 56,900 57,619 58,963 60,343 61,760 63,215 TMA Vanpool 37,892 38,650 39,423 40,211 41,016 41,836 TMA Services 2,298 2,344 2,391 2,439 2,487 2,537 Total Service Hours 97,090 98,613 100,777 102,993 105,263 107,588 Operating Service Costs

CTSA Services Tri-Counties Regional

Center $2,095,890 $2,169,560 $2,279,340 $2,394,675 $2,515,845 $2,643,147 Medi-Cal Services $570,414 $605,152 $642,006 $681,104 $722,583 $766,589 Agricultural Workers

Program $149,608 $161,801 $174,987 $189,249 $204,672 $221,353 Other CTSA Services $205,706 $213,996 $222,620 $231,592 $240,925 $250,635 Subtotal CTSA Operating Costs $3,021,618 $3,150,510 $3,318,954 $3,496,620 $3,684,026 $3,881,724 TMA Vanpool $654,016 $687,109 $721,877 $758,404 $796,779 $837,096 TMA Services $128,596 $135,103 $141,939 $149,121 $156,667 $164,594 Total CTSA and TMA Operating Costs $3,804,230 $3,972,722 $4,182,770 $4,404,145 $4,637,472 $4,883,414 Operating Revenues CTSA Revenues Tri-Counties Regional

Center $2,119,740 $2,119,740 $2,119,740 $2,119,740 $2,119,740 $2,119,740 Community Interaction

Program (CIP) $39,725 $40,536 $41,347 $42,174 $43,017 $43,877 Dept. of Health Care

Services (State of CA) $855,000 $900,000 $945,000 $992,250 $992,250 $992,250 Private $36,033 $36,768 $37,503 $38,253 $39,018 $39,799 STA and CTSA's TDA

funding $116,400 $120,000 $123,600 $127,308 $131,127 $135,061 Agricultural Workers

Program $84,000 $88,200 $92,610 $97,241 $102,103 $107,208



Year End Actuals

(FY 2013/14) FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 Veterans Express $21,874 $22,320 $22,766 $23,222 $23,686 $24,160 TMA Reimbursements

(for vehicle use) $109,800 $109,800 $109,800 $109,800 $109,800 $109,800 Transit Development Act

(TDA) 4.5 $550,000 $550,000 $550,000 $550,000 $550,000 $550,000 CTSA Passenger Fares $102,390 $104,479 $109,703 $111,897 $114,135 $116,418 TMA Revenues TMA Services $132,347 $135,048 $137,749 $140,504 $143,314 $146,180 CMAQ $9,800 $10,000 $10,200 $10,404 $10,612 $10,824 TMA Vanpool Fees $499,090 $499,090 $499,090 $499,090 $499,090 $499,090 Used Vehicle Sales $12,000 $12,000 $12,000 $12,000 $12,000 $12,000 Gas Tax Refund $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 Total CTSA and TMA Operating Revenues $4,688,198 $4,747,981 $4,811,109 $4,873,882 $4,889,893 $4,906,407

Annual Surplus/(Deficit) $883,968 $775,260 $628,339 $469,738 $252,420 $22,994 Cumulative Surplus/(Deficit) $883,968 $1,659,228 $2,287,567 $2,757,304 $3,009,725 $3,032,718

Notes: Hourly costs CTSA, TMA Vanpool and TMA services are based on 2013/14 year end costs and adjusted annually for inflation. Costs based on service hours with annual 3% inflation. Congestion Mitigation and Air Quality (CMAQ) estimate is based on market demand and how other private for-profit companies compete in this new program

CTSA Services In the first year of the plan, CTSA service hours are projected at just under 58,000 and are estimated to increase to approximately 63,000 by FY 2019/20. A breakdown of these hours by the major programs is summarized below.

• Tri-Counties Regional Center. In the first year of the plan, service hours are estimated at 40,336. Beginning in FY 2016/17, service levels are anticipated to increase two percent per year, to 43,661 hours by FY 2019/20.

• Medi-Cal. Service hours are expected to increase three percent per year for the next five years due to full implementation of the Affordable Care Act. In the last year of the plan, Ride-On is expected to provide 10,700 service hours for Medi-Cal patients.

• Agricultural Workers Program. Increased demand for this program is anticipated with an annual five percent growth rate in service hours, from 4,358 hours in the first year of the plan rising to nearly 5,300 after five years.

• Other CTSA service hours are projected to range between 3,400 and 3,500 in the next five years.

In the first year of the plan, CTSA operating costs are estimated at $3.15 million and gradually increase to $3.88 million in FY 2019/20.



TMA Vanpool The TMA Vanpool program is expected to grow modestly at two percent per year. Operating costs are projected based on 38,650 annual service hours in the first year of the plan and by FY 2019/20, vanpool service levels rise to 41,836 hours. Based on its cost-effective hourly rate of $17.78, service costs are estimated at $687,109 in the first year of the plan and gradually increase to more than $837,000 after five years.

TMA Services Nearly 2,400 to 2,500 service hours are anticipated for TMA services in the next five years. Costs are minimal and based on an hourly rate of $57.64 in the first year, with annual operating costs projected just above $135,000. Costs increase gradually each year and at the end of five years are estimated at just under $165,000.

EXISTING AND PROJECTED OPERATING REVENUES Ride-On services are supported by several different funding programs from private sector funds to traditional paratransit funds to Department of Rehabilitation funds (through contractual arrangements with the Regional Center). Passenger fares are also a small but important revenue source. A minor surplus is projected each year and becomes part of the agency’s reserve funds. Each of the operating fund sources and the level of commitment expected in the next five years are listed below.

CTSA Revenues Tri-Counties Regional Center. Ride-On has a major contract with the Tri-Counties

Regional Center to pay for its door-to-door transportation services. The Tri-Counties Regional Center is expected to continue its financial commitment at approximately $2.12 million per year for the next five years.

State Department of Health Care Services (Medi-Cal). With full implementation of the Affordable Care Act, increased demand in service is expected in the next five years. Funding levels range from $900,000 to nearly one million dollars from the State Department of Health Care Services.

Agricultural Workers Program (currently discretionary State Transit Assistance (STA) regional “special project” to replace prior federal Job Access Reverse Commute (JARC) monies). Funding levels are planned at $88,000 per year, and are expected to increase to $107,000 at the end of five years.

Community Interaction Program. Between $40,000 and $44,000 per year is estimated for the Community Interaction Program’s contribution to the CSTA.

Senior Shuttles. The Senior Shuttles are funded with STA and the CTSA's TDA funding. A modest annual increase of three percent per year in funding for Senior Shuttle service is expected in the five-year time frame, ranging from $120,000 to $135,000.

TMA Reimbursement for Vehicle Use. The CSTA is reimbursed by the TMA for use of its vehicles. This is projected at $109,000 per year for the next five years and is not included in the TMA revenues.



Transportation Development Act (TDA) 4.5. Conservative estimates for TDA 4.5 are assumed at the current level of $550,000 per year and will remain flat for the next five years.

Private Funds. A small amount—just under $40,000 per year—is expected each year of the plan from private sources.

Veteran’s Express. This minor revenue source is expected to provide between $22,000 and $24,000 per year.

A summary of the FY 2019/20 CTSA costs and revenues and their proportional shares is shown in Figure 8-2 below. The Tri-Counties Regional Center contract accounts for two-thirds of CTSA costs and Medi-Cal services represent about 20% of the CTSA costs. The remaining 12% include the Agricultural Workers Program and other CTSA services. Approximately 75% of operating revenues come from two sources: the Tri-Counties Regional Center contract and the State Department of Health Care Services. TDA and STA funds account for about 16% of total revenues with the balance from a variety of public and private sources including passenger fares.

Figure 8-2 FY 2019/20 CTSA Costs and Revenues

Costs

Tri-Counties Regional

Center, 68%

Medi-Cal Services, 20%

Agricultural Workers

Program , 6%

Other CTSA Services , 6%



Revenues

TMA Revenues TMA services. Approximately $135,000 is assumed for TMA services with an annual

growth rate of two percent per year, rising to $146,000 at the end of five years.

Congestion Mitigation and Air Quality (CMAQ). A very modest amount of CMAQfunding is projected to support vanpool services. In the first year $10,000 is estimatedwith growth at two percent per year.

TMA vanpool fees. Just under $500,000 per year is estimated from TMA vanpool fees.This amount is based on fares that are paid by vanpool users. Vanpool fares havefluctuated in recent years depending on service levels and ridership ranging between$190,000 and $600,000 (and are assumed to be no more than $450,000 annualizedbased on current ridership, although Ride-On anticipates Vanpool growth in theimmediate term, even with the elimination of its solar plant routes).

Miscellaneous revenues. These consist of gas tax refunds and the sale of used buses at$60,000 and $12,000, respectively, per year.

CAPITAL IMPROVEMENT PROJECTS AND COST PROJECTIONS Ride-On’s primary capital needs are replacement vehicles when they reach their useful life. The only other capital project in the next five years is to purchase cameras to place on board vehicles. A summary of the vehicle needs and their estimated costs and funding sources is presented in Figure 8-3.

Tri-Counties Regional Center, 50%

Community Interaction Program

(CIP), 1%

Department of Health Care Services (State

of CA), 23%

Private, 1%

STA and CTSA's TDA funding, 3%

Agricultural Workers Program , 3%

Veterans Express, 1%

TMA Reimbursements (for

vehicle use), 3%

Transit Development Act (TDA) 4.5, 13%

CTSA Passenger Fares, 3%



Figure 8-3 Five-Year Estimated Capital Costs and Revenue Projections

FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 5-Year Total

Capital Costs Replacement Vehicles1,2

No. of Vans 7 4 7 2 2 22

No. of Buses 7 4 8 4 4 27

Cost 3 $616,000 $362,560 $722,473 $389,011 $400,681 $2,490,725

Onboard Cameras $60,000 $0 $0 $0 $0 $60,000

Digital Phone System $25,000 $0 $0 $0 $0 $25,000

Total Capital Expenses $676,000 $362,560 $722,473 $389,011 $400,681 $2,550,725

Capital Revenues FTA 5310 or Other Federal Funds 4 $364,000 $214,240 $441,334 $227,287 $234,106 $1,480,967 Rural Transit Grant 5 $52,500 $0 $0 $0 $0 $52,500 Private Funds $186,000 $94,760 $170,805 $50,265 $51,773 $553,604 Subtotal $602,500 $309,000 $612,139 $277,553 $285,879 $2,087,071 Toll Credit or Local Match $98,500 $53,560 $110,334 $111,458 $114,802 $488,654 Total Capital Funding $701,000 $362,560 $722,473 $389,011 $400,681 $2,575,725

Notes 1) Five vehicles were replaced in 2014 and 2015. 2) A total of 49 vehicles should be replaced in the next five years. 3) Bus costs are $65,000 and van costs are $23,000. Two Dodge vans are estimated to cost $48,000. Costs are assumed to increase 3%/year. 4) Ride-On will pursue FTA 5310 funds for replacing buses and will use its own funds for replacing vans. If 5310 or other federal funds are not secured, then some vehicles will operate beyond their useful lifecycle. 5) These funds will be used to purchase onboard cameras.



Vehicle Replacements As shown in Figure 8-3, a total of 49 vehicles should be replaced in the next five years including 22 vans and 27 buses. Ride-On’s practice has been to acquire wheelchair accessible buses and slightly used 15-passenger vans. Traditionally, FTA 5310 funds are sought to pay for the buses and the vans are purchased with private funds. The figure shows that in the next five years nearly $1.5 million in federal funds will be needed to pay for replacement buses. Since Caltrans currently has a cap of $400,000 in FTA 5310 funds per year for a transit agency, this Transportation Plan and Future Strategies Report conservatively assumes that only 80% of the bus costs would be available on a year-by-year basis. Ride-On should explore other federal funding sources since there is no guarantee of being awarded the full amount needed or that Caltrans will lift the cap any time soon. Federal funding opportunities are presented later in this chapter.

Although Ride-On has successfully been awarded FTA 5310 funds in FYs 2013/14 and 2014/15, there are no committed federal funds going forward. If Ride-On is not successful in securing additional FTA 5310 funds or other federal funds to replace its buses, then Ride-On will have to postpone replacements and operate vehicles beyond their useful life.

Onboard Cameras Ride-On is planning to purchase cameras for its vehicles. They will be a helpful tool for Ride-On to monitor quality control and for liability issues in the event of an incident on board a vehicle. A Rural Transit Grant in the amount of $60,000 has been submitted and Ride-On is anticipating grant approval.

Telephone Replacement Ride-On needs to replace its outmoded analog telephone system with a digital system. A total of $25,000 is included in the first year of the plan. Private funds will be used to pay for the upgraded system.

Facility Needs A recommendation from a 2006 Joint Maintenance Facility Study was for Ride-On and RTA to merge facilities for storage and maintenance of vehicles. However, the plan has not moved forward and Ride-On still needs to address its facility needs. Staff indicated no immediate needs for a new facility.

POTENTIAL FUNDING SOURCES The financial plan assumes no new funding sources. Potential funding sources that could be pursued to supplement existing services and pay for capital investments are presented below. Federal funding opportunities are presented first followed by potential new revenues derived from state, regional and local sources. Some of the revenue sources are currently being explored, although there are no firm commitments at this time. Figure 8-4 lists potential funding sources and their allowable uses, as well as other considerations.



Figure 8-4 Potential Funding Sources

Program Fund Source Funding Purpose

Allowable Use of Funds Comments

FTA Section 5309 Capital Program (Congressional Earmarks)

Provides Federal funds for bus and bus facilities and New Rail Starts

Transit capital projects

Work with Congressional delegation to secure federal funding for high priority large-scale capital projects in the transportation bill (2012). Projects may be positioned to receive “earmarks” in the next funding cycle if they are high profile and have local and regional support.

FTA Section 5309 Ladders of Opportunity Initiative Grant

As part of the FTA 5309 discretionary program, approximately $100 million is available


Ride-On submitted a Ladders of Opportunity Grant in August 2014 for replacement vehicles.

FTA Section 5309 State of Good Repair Initiative

To improve and maintain buses and bus facilities in good physical condition; as part of the FTA 5309 discretionary program, approximately $650 million is available


This funding is intended to support FTA’s new requirement for a transportation asset management plans that requires systematic process of operating, maintaining, and improving the physical assets of a system to achieve and sustain a desired state of good repair over the lifecycle of the assets at minimum possible cost

Vehicle Registration Fee (VRF)

SB 83 was signed into law in October 2009. This law authorizes a countywide transportation planning agency to propose an annual VRF of up to $10 on motor vehicles registered within the County. The revenue generated would be used for specific transportation programs and projects identified in an Expenditure Plan

VRF may only be used to pay for programs/ projects that bear a relationship or benefit to owners of motor vehicles paying the fee and must be consistent with a regional transportation plan.

SLOCOG can elect to place a VRF before the voters. It would provide SLO County the opportunity to obtain a dedicated local funding source for transportation improvements that benefit or mitigate the automobile. The measure must be approved by a majority of voters.

Retail and Merchant Contributions

Retailers may share in the cost of transportation improvements especially if one-time capital improvements or contributions.

Flexible May require agreement between Ride-On and private interests – public/private partnerships.

Employer Contributions

Employers may share in the cost of transportation improvements if beneficial to their employees.

Flexible Employers sometimes are willing to underwrite transportation to support their workers getting to/from worksite.



Program Fund Source Funding Purpose

Allowable Use of Funds Comments

Bus Stop Sponsorships

Although not necessarily a large revenue generator, Ride-On could consider sponsorships at bus stops and even on buses.

Bus Advertising Portland Streetcar has a major private sector bus sponsorship program that generates approximately $250,000 per year. For bus stop signs, businesses pay $500 per month for each stop. In return, the business has their name posted at each end of the shelter, an audible announcement of the business over the Streetcar communication system at the sponsored stop location(s) as well as their name printed on brochures.

Partnerships with Advertising Agencies

To increase operating revenue and/or provide passenger amenities

Flexible AC Transit and MUNI in the San Francisco Bay Area have contracts with Clear Channel to provide shelters and other passenger amenities. Another option is to sell advertising on buses – either panels or bus wraps.

CONCLUSION Figure 8-5 presents the combined operating and capital costs and shows the funding sources and projected amounts to cover expenses over the next five years. The top portion of the figure shows projected operating and capital costs by year. Capital costs vary by year depending on the number and type of vehicles that need replacement. Operating and capital revenues are shown in the bottom half of the figure with operating funds first followed by capital funding sources. It is important to note that at this time there is no commitment of federal funds to replace Ride-On’s vehicles when they reach the end of their useful lifespan.

The bottom two rows of the figure present the annual and cumulative surplus projected for each year. Given the fluctuation and uncertainty in public subsidies, it is prudent for Ride-On to maintain a reserve fund. These anticipated surplus funds should be set aside in an operating and capital reserve account for Ride-On in the event the organization receives lower-than-expected public funds, has unanticipated operating expenses, needs funds for capital grants and/or experiences unforeseen circumstances associated with providing transportation services.



Figure 8-5 Five-Year Summary Funding Plan

FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 EXPENSES Operating Expenses $3,972,722 $4,182,770 $4,404,145 $4,637,472 $4,883,414 Capital Expenses $701,000 $362,560 $722,473 $389,011 $400,681 Total Expenses $4,673,722 $4,545,330 $5,126,618 $5,026,483 $5,284,095

REVENUES

Operating Revenues

CTSA Revenues Tri-Counties Regional Center $2,119,740 $2,119,740 $2,119,740 $2,119,740 $2,119,740 Community Interaction Program (CIP) $40,536 $41,347 $42,174 $43,017 $43,877 Dept. of Health Care Services (State of CA) $900,000 $945,000 $992,250 $992,250 $992,250 Private $36,768 $37,503 $38,253 $39,018 $39,799 STA and CTSA's TDA funding $120,000 $123,600 $127,308 $131,127 $135,061 Agricultural Workers Program $88,200 $92,610 $97,241 $102,103 $107,208 Veterans Express $22,320 $22,766 $23,222 $23,686 $24,160 TMA Reimbursements (for vehicle use) $109,800 $109,800 $109,800 $109,800 $109,800 Transit Development Act (TDA) 4.5

$550,000 $550,000 $550,000 $550,000 $550,000

CTSA Passenger Fares $104,479 $109,703 $111,897 $114,135 $116,418 TMA Revenues

TMA Services $135,048 $137,749 $140,504 $143,314 $146,180 CMAQ $10,000 $10,200 $10,404 $10,612 $10,824 TMA Vanpool Fees $499,090 $499,090 $499,090 $499,090 $499,090 Used Vehicle Sales $12,000 $12,000 $12,000 $12,000 $12,000 Gas Tax Refund $60,000 $60,000 $60,000 $60,000 $60,000

Capital Revenues

FTA 5310 or other Federal Funds $364,000 $214,240 $441,334 $227,287 $234,106

Rural Transit Grant $52,500 $0 $0 $0 $0

Private Funds $186,000 $94,760 $170,805 $50,265 $51,773

Toll Credit or Other Local Match $98,500 $53,560 $110,334 $111,458 $114,802 Total Revenues $5,508,981 $5,233,669 $5,656,355 $5,338,904 $5,367,089

Annual Capital & Operating Surplus/(Deficit)

$2,494,487 $688,339 $529,738 $312,420 $82,994

Cumulative Capital & Operating Surplus/(Deficit)

$3,182,826 $1,218,076 $842,158 $395,414



Appendix A Ride-On Regional Partners Information provided by Ride-On:

A. Organizations Serving People With Disabilities

1. Achievement House: provides transportation Monday through Friday; Rides provided: 15,242

2. NCI: provides transportation Monday through Friday; support their acquisition of vehicles. Rides provided: 20,568

3. Casa De Vida: provides transportation to day programs Monday-Friday. Rides provided: 11,308

4. Escuela Del Rio: provides transportation to three facilities Monday-Friday; secured a small bus through the 5310 program; NCI Tip, Sr and Base. Rides provided: 29,580

5. Options: provides transportation to their program Monday-Friday; Rides provided: 2,376

6. People First: provides transportation to their evening meeting and events. Rides provided: 126

7. Tri-Counties Regional Center: coordinated transportation for individuals with developmental disabilities; provide special rides for medical services Rides provided: 122,778

8. R&D Transportation: coordinate transportation for Tri-Counties Regional Center; perform quarterly terminal inspections at Ride-On; participate in driver training sessions;

9. Association of Amputee Surfers: donate a vehicle for the group to use when they hold their summer surf camps.

10. Department of Rehabilitation: coordinate transportation for individuals who have jobs in the community;

11. UCP’s Community Interaction Program (CIP): provides transportation with driver support in the community in the evenings and weekends for residents with developmental disabilities. Rides provided: 4,536

12. LEAP 1: coordinate transportation for individual’s developmental disabilities to day programs. Rides provided: 16,274

13. EVR SLO: coordinated transportation for individuals with developmental disabilities to their daily work program. Rides provided: 7,442

14. Senior Program: coordinate transportation for seniors to go to a day program service. Rides provided; 8,382

15. EVR Grover: coordinated transportation for individuals with developmental disabilities to their daily work program. Rides provided: 4,656

16. Mailing and More: coordinated transportation for individuals with developmental disabilities to their daily work program. Rides provided: 6,950

Nelson\Nygaard Consulting Associates Inc. | A-1


B. Organizations Serving Seniors

1. Danish Care Center: Providing ambulatory and wheelchair transportation to Medical services for residents living in a skilled Nursing facility. Rides provided: 506

2. Pacific Care Center: Providing individual rides for residents in wheelchairs to their appointments

3. Mission View Care Center: Providing ambulatory and wheelchair transportation to monthly senior activities/outings. Provide transportation to medical services for residents living in a skilled Nursing facility. Rides provided: 1,298

4. SLO Senior Center: Provide transportation to monthly senior activities/outings. Rides provided: 3

5. Manse on Marsh: Provide transportation to monthly senior activities/outings. Rides provided: Rides provided: 12

6. Morro Bay Senior Center: Provide transportation to monthly senior activities/outings

7. Paso Robles Senior Center: Provide transportation to monthly senior activities/outings.

8. Arroyo Grande Care Center: Providing ambulatory and wheelchair transportation to monthly senior activities/outings. Provide transportation to medical services for residents living in a skilled Nursing facility. Rides provided: 264

9. Bayside Care Center: Providing ambulatory and wheelchair transportation to medical services for residents living in a skilled Nursing facility. Rides provided: 992

10. Vineyard Hills: Providing ambulatory and wheelchair transportation to medical services for residents living in a skilled Nursing facility. Rides provided: 494

11. Judson Terrance: Providing ambulatory and wheelchair transportation for residents for shopping, errands, and medical services. Rides provided: 342

12. Bella Vista Transitional: Providing ambulatory and wheelchair transportation for discharged patients and transportation to medical services for residents living in a skilled Nursing facility. Rides provided: 1,444

13. Country Care: Providing ambulatory and wheelchair transportation for discharged patients and transportation to medical services for residents living in a skilled Nursing facility. Rides provided: 84

14. San Luis Obispo Transitional Care: Providing ambulatory and wheelchair transportation for discharged patients and transportation to medical services for residents staying in a transitional facility. Rides provided: 289

C. Medical Facilities and Organizations

1. Sierra Vista Hospital: Provide transportation for discharged patients going home or to other transitional facilities. Provide individual rides for appointments. Rides provided: 158

2. Arroyo Grande Hospital: Provide annual fund raiser/event transportation. Provide transportation for discharged patients going home or to other transitional facilities. Rides provided: 132



3. French Hospital: Provide annual fund raiser/event transportation. Provide transportation for discharged patients going home or to other transitional facilities. Provide individual rides for medical appointments. Rides provided: 179

4. Twin Cities Hospital: Provide transportation for discharged patients going home or to other transitional facilities. Provide individual rides for appointments at the hospital and surrounding clinics. Rides provided: 116

5. SLO Davita Dialysis Center: Provide individuals who cannot use public transportation to get to medical treatments/appointments, Monday-Saturday. Rides provided: 2,135

6. Central Health Clinics: Provide individual rides to CHC’s 21 clinics in San Luis Obispo County. Work with CHC’s Transportation Coordinator to use public transit and door-to-door transportation options. Rides provided: 34,548

7. CenCal Health Services: Provide individual rides for patients who cannot use public transit. Provide long distance rides to hospitals in Los Angeles, Palo Alto, and San Francisco. Rides provided: 22,652

8. AIDS Support Network: Provide consultation on clients’ transportation needs

9. American Heart Association: Provide consultation on social service transportation for their clients

10. Alzheimer’s Association: Sponsor and participate in the annual Alzheimer’s Walk. Partner with them for driver training. Consult on client transportation.

11. American Cancer Society: Consult on transportation options for their clients.

12. Templeton Dialysis: Provide individuals who cannot use public transportation to get to medical treatments/appointments, Monday-Saturday. Rides provided: 5,378

13. Pismo Dialysis: Provide individuals who cannot use public transportation to get to medical treatments/appointments, Monday-Saturday. Rides provided: 1,998

D. Organizations Serving Children

1. SLO YMCA: Provide transportation to Children’s events/activities/camp.

2. SLO Department of Recreation: Provide transportation to Children’s summer events/activities/camp.

3. South County Youth Coalition: Provide transportation to children’s events/activities/camp.

4. Templeton Youth Center: Provide transportation to children’s vents/activities/camp.

5. California Children’s Services: Provide transportation to children’s events/activities/camp.

6. Central Coast Gymnastics: Provide transportation to children’s events/activities/camp.

7. Canyon Creek Learning Center: Provide transportation to children’s events/activities/camp.



8. Morro Bay Parks and Recreation: Provide transportation to children’s events/activities/camp.

9. Nipomo Recreation: Provide transportation to children’s events/activities/camp.

10. Child Development Center: Provide transportation to children’s events/activities/camp.

11. Campfire Boys and Girls: Provide transportation to children’s events/activities/camp.

12. Boys and Girls Club of Oceano: Provide transportation to children’s events/activities/camp.

13. Cal Poly Trekkers: Provide transportation to children’s events/activities/camp.

E. Nonprofit Organizations

1. Performing Arts Foundation: Provide and coordinate transportation for yearly fundraisers, special events, tours, and safe rides home.

2. San Luis International Film Festival: Provide and coordinate transportation for yearly fundraisers, special events, tours, and safe rides home.

3. San Luis Botanical Gardens: Provide and coordinate transportation for yearly fundraisers, special events, tours, and safe rides home.

4. SLO Arts Council: Provide and coordinate transportation for yearly fundraisers, special events, tours, and safe rides home.

5. SLO Symphony: Provide and coordinate transportation for yearly fundraisers, special events, tours, and safe rides home.

6. Land Conservancy: Provide and coordinate transportation for yearly fundraisers, special events, tours, and safe rides home.

7. Ballet Theatre of SLO: Provide and coordinate transportation for yearly fundraisers, special events, tours, and safe rides home.

8. Morro Bay Harbor Festival: Provide and coordinate transportation for yearly fundraisers, special events, tours, and safe rides home. Assist with coordination of weekend shuttles for their festival in Morro Bay in October.

9. Monday Club: Provide and coordinate transportation for yearly fundraisers, special events, tours, and safe rides home.

10. SLO Sportsmen’s Association: Provide and coordinate transportation for yearly fundraisers, special events, tours, and safe rides home.

11. Lighthouse Keepers: Provide and coordinate transportation for yearly fundraisers, special events, tours, and safe rides home. Assisted organization with acquisition of a vehicle to use for their tours.

12. Central Coast Railroad: Provide and coordinate transportation for special events and tours.

13. St. Patrick’s Church: Provide and coordinate transportation for yearly fundraisers, special events, tours, and safe rides home.



14. Central Coast Wine Classic: Provide and coordinate transportation for yearly fundraisers, special events, tours, and safe rides home.

15. Cambria Historical Society: Provide and coordinate transportation for yearly fundraisers, special events, tours, and safe rides home.

16. SLO Kiwanis Club: Provide and coordinate transportation for yearly fundraisers, special events, tours, and safe rides home.

17. Hospice Partners of SLO County: Provide and coordinate transportation for yearly fundraisers, special events, tours, and safe rides home.

18. Elder Hostel: Provide and coordinate transportation for yearly fundraisers, special events, tours, and safe rides home.

19. Architectural Society: Provide and coordinate transportation for yearly fundraisers, special events, tours, and safe rides home.

20. People Self-Help Housing: Provide and coordinate transportation for yearly fundraisers, special events, tours, and safe rides home.

21. Woods Human Society: Provide and coordinate transportation for yearly fundraisers, special events, tours, and safe rides home.

22. Transitions Mental Health: Assisted with the acquisition of a bus, assist with transportation planning for their programs.

23. San Luis Obispo Chamber of Commerce: Provide and coordinate transportation for Business Fairs and yearly Business Expo Fair for networking business information.

F. Governmental Agencies

1. County of San Luis Obispo: Provide transportation for afternoon group lunches with the Lunch time Express. Organizing and coordinating work commuting with van-pools and event transportation. Provide shuttle service and tours.

2. SLO Council of Governments: Provide transportation for afternoon group lunches with the Lunch time Express. Organizing and coordinating work commuting with van-pools and event transportation. Plan transportation development to meet needs of seniors and veterans.

3. SLO Regional Rideshare: Coordinate community outreach to increase awareness of public transit and social services transportation. Identify social service transportation unmet transportation needs to develop a plan to meet those needs. Organizing and coordinating work commuting with vanpools and individual transportation.

4. Air Pollution Control District: Organizing and coordinating work commuting with vanpools and event transportation. Provide buses for tours of projects in San Luis Obispo County. Coordinate the acquisition of green vehicles for the Ride-On fleet.

5. California Men’s Colony: Organizing and coordinating work commuting with vanpools.

6. Cal Poly University: Provide transportation for afternoon group lunches with the Lunch time Express. Refer vanpool candidates at Cal Poly to their vanpool system. Provide shuttle service for their large events.



7. Veterans Administration: Work with agency to meet the transportation needs for veterans to their medical appointments. Provide the Veterans Express service to help meet that need. Recruit volunteer drivers for the VA’s Volunteer Driver Shuttle.

G. Private Companies

1. Pacific Gas and Electric: Provide and coordinate transportation for on-site public and private tours. Provide employee workplace shuttling and employee commuter vanpooling.

2. First Solar: Provide and coordinate transportation for on-site public and private tours. Provide employee workplace shuttling and employee commuter vanpooling.

Mobility Management Activities: 1. Veteran’s Health & Wellness Fair: Outreach for contacting Veteran’s services to

provide transportation options. Constant contact with Veteran’s service and Veteran’s clinic to coordinate transportation options.

2. Alzheimer’s Walk in SLO and Atascadero: Transportation and information outreach with family and Alzheimer facilities.

3. San Luis Obispo Commission on Aging: Proving transportation information and presentations to the aging and agencies for the elderly.

4. Arroyo Grande and San Luis Obispo Chamber of Commerce: Stay in contact and keep in touch with the general businesses and supply information for general events and vanpooling.

5. Medical facilities and Physician’s offices: Continues distribution of transportation information cards

6. Long term Care Ombudsman Service: Providing ongoing information for long term care residents.

7. Senior Living Consultants: consulting on providing continuous information for their clients.

8. Seronda Senior Services: consulting transportation options for area seniors. 9. South County Regional Transportation Mobility Fair: information booth. Annual

fair for community outreach and awareness on Mobility options on transportation 10. San Luis Obispo Chamber Business Expo: transportation mobility information for

medical, senior, veteran, public event transportation, and vanpool options. 11. Mission View Care Center: Continuous contact with Skilled Nursing facilities to help

with last minute transportation appointments and discharge of patients. Provide on-going medical transportation and special activity transportation

12. AG Care Center: Continuous contact with Skilled Nursing facilities to help with last minute transportation appointments and discharge of patients. Provide on-going medical transportation and special activity transportation

13. Bella Vista Transitional, Vineyard Hills, Bayside Care Center Country Care, Danish Care Home, Transitional Care: Continuous contact with Skilled Nursing facilities to help with last minute transportation appointments and discharge of patients. Provide ongoing medical transportation



14. Manse on Marsh: Providing monthly activities outings and informing residents of the different senior transportation options.

15. Area Senior Centers: (Arroyo Grande, San Luis Obispo, Oceano, Paso Robles) Presentations given on Senior and medical transportation options that are available. Coordinating and offering monthly shopping shuttle for seniors.



Appendix B Ride-On CTSA Programs

CTSA Agricultural Workers

Vanpool (AWVP) Community Interaction

Program (CIP) Medi-Cal / CenCal Senior Shuttle Wilshire Good Neighbor

Program Tri-Counties Regional

Center Veterans Express Shuttle Private Pay

Service Areas SLO County SLO County SLO County (long-distance service) SLO County (Varies by day) SLO County SLO County SLO County SLO County and Northern

Santa Barbara County

Description Provides commuter vanpools for agricultural workers living

or working in San Luis Obispo County.

Provides door-to-door transportation service for riders with developmental

disabilities.

Provides service to approved Medi-Cal users who cannot use public transportation to medical appointments. The

program provides services to local appointments as well as

regularly scheduled long distance trips to the UCLA

Medical Center, UCSF Medical Center, Stanford

Medical Center, and the Los Angeles Veterans Hospital

Provides shuttle services within designated service

areas for activities such as shopping, errands, medical

appointments, work

Trains volunteers to user their own vehicles in order to

transport clients to and from pre-approved destinations.

Volunteers choose their hours and earn $25 in fuel

reimbursement for every 100 miles

Provides door-to-door transportation for adults with developmental disabilities to

their day programs or employment sites

Provides door-to-door service to San Luis Obispo and Santa

Maria veteran’s clinics for veterans with disabilities or

veterans who have no means of transportation. The service also provides connections to the VA Bus which provides service to appointments in

Santa Barbara, Ventura, and Los Angeles Counties.

Provides a service option for people who are not affiliated with other CTSA programs

but who require transportation to locations within San Luis Obispo County and to and Northern Santa Barbara

County.

Target Users Agricultural workers in SLO County

Riders with developmental disabilities

Approved Medi-Cal riders: Individuals who cannot use

public transportation to get to medical appointments

Seniors (Age 65+) Seniors who cannot navigate

the Senior Shuttle Service (need constant supervision)

TCRC Clients Disabled veterans, veterans lacking mobility

Seniors, people with disabilities

Benefits

Riders share cost to work, reduces SOV

trips/emissions/congestion, zero cost to employers,

increases employee reliability for employers, bilingual

information, Improves safety for riders and

public as it replaces unsafe (uninsured) POVs

Empowers individuals to make their own travel

arrangements, low fare for anywhere in the county,

Drivers are trained to assist and transport users with special needs, “driver will

support the rider in the community upon request,” daily service, late service

Provides rides in outlying areas that are not served by public transit, ride is free for

user. Generates significant income

for Ride-On

Wheelchair lift equipped vehicles, Bilingual information

Offers transportation to seniors that need a high level

of supervision

“Good neighbors make great communities"

Provides transportation to individuals who cannot

navigate public transportation, free for riders, dedicated to

TCRC riders only

Provides access to medical care for veterans who lack

mobility, previously profitable, online donations page

Provides mobility options for those without other

transportation options.

Weaknesses Demand for service dips

between growing seasons, difficulty with driver monitoring

Program originally designed around weekend service only

More than 50% drop in profit between FY12-13 and FY13-14 (this was due to a higher

allocation of fixed cost due to significant increase in

ridership), Trips cannot be one way, Extended doctor

appointments impact driver’s schedules

Service is provided to certain areas on a limited number of

days, space limited, reservations are

recommended to be made 3-4 days in advance

Difficult to recruit and train volunteers

Ride-On is not permitted to contact riders directly.

Rides limited to once per month High cost to user

Nelson\Nygaard Consulting Associates Inc. | B-1







Hours of Operation Pick up and drop off times

arranged between users and driver

After 5PM M-F All day on Weekends

24/7 by appointment (except Christmas Day)

City of SLO: 9AM-5PM/T,W,F Five Cities: 9AM-5PM/T,W,R*

North County: 9AM-5PM/M,W*

South County: 9AM-5PM/T,R* North Coast: 9AM-5PM/M,W*

City of Los Osos: 9AM-5PM/M,W,F

Daily based on scheduled trips

Weekdays from 5:30AM to 6:30PM

Based on reservations made 2-3 days prior

24/7 with advanced reservations

Hours of Service FY13 3,841 1,481.5 9,399 1,651 1,249 38,387 924 614 Annual Ridership FY13 29,524 3,392 22,567 5,300 1,008 120,562 957 1,736

Riders per Hour FY13 7.69 2.29 2.40 3.20 0.81 3.14 1.04 2.83

Fare

Weekly fare based on miles per week: $15 (0-250 miles)

$20 (251-450 miles) $25 (451-550 miles) $30 (551-

700)

$3 / each way Free for approved Medi-Cal

riders (Ride-On bills the State of California)

$3 / each way Free Free $3 / each way

Services are provided at market-rate fares, comparable to taxi fares. Range from $20

for a trip within San Luis Obispo to $176 for a long-

distance trip to Guadalupe or Orcutt

Total Operating Costs FY12/13 $138,464.45 $56,678.92 $563,491.31 $131,876 $34,389.01 $1,946,049.61 $40,243.58 $45,689.11

Fixed Cost Expenses FY12/13 $28,146.77 $14,073.38 $295,541.06 $84,440.30 Not part of CTSA cost

calculations $844,403.04 $14,073.38 $28,146.77

Variable Cost Expenses FY12/13 $110,317.68 $42,605.54 $267,950.25 $47,436.02 $1,101,646.57 $26,170.20 $17,542.34

Cost per Revenue Hour $36.05 $38.26 $59.95 $79.88 $27.53 $50.70 $43.55 $74.41

Cost per Rider $4.70 $16.71 $24.97 $24.88 $34.12 $16.14 $42.05 $26.32

Revenue FY12/13 $119,045.77 $39,367.82 $799,418.54 $120,298.60 $34,389.01 (from grant/CTSA funds) $2,026,839.37 $41,952.00 $48,182.83

Passenger Fare Revenue $76,630.81 $10,176.00 $0.00 $15,900.00 n/a $0.00 $2,871.00 $7,007.47

Farebox Recovery Ratio 55% 18% N/A 12.1% n/a 0% 7% 15.3%

FY2012-13 Profit/Loss -$21,546.90 -$17,311.12 $235,927.22 -$11,577.73 $80,789.76 $1,708.41 $2,493.72

Funding Source(s)

California State Agricultural Worker Transportation

Program (AWTP) grant, TDA (STA) {previously JARC

funded}

CTSA, TCRC, New Freedom Grant

Medi-Cal; Contracted with Cen-Cal to bill the State of

California for each approved user

CTSA, County and four cities fund Five Cities Senior

Shuttle (LTF and general funds), TDA

CTSA, New Freedom Grant TCRC Funding Donations, “public and private

contributions,” STA funds, Ride-On TDA funds, fares

Passenger fares

Fixed Cost Budget Allocation 2% 1% 21% 6% N/A 60% 1% 2%








Vehicle Quantity/Type 7 vehicles year round, 9

during peak season (May-October)

CTSA Fleet (assigned as needed)

CTSA Fleet (assigned as needed) Wheelchair lift equipped Volunteer’s private vehicle CTSA Fleet (assigned as

needed) CTSA Fleet (assigned as

needed) CTSA Fleet (assigned as

needed)

Average Monthly Miles 14,204 2,103 26,300 3,412 717 181,021 3,024 1,122

Marketing Mechanisms

Coordinator attends community events, van logos

from AWVP, brochure(Eng/Esp), web

Newsletter, information cards, information fairs,

presentations, web,

Information fairs, info cards, TV, radio, brochure, web,

social media Twitter/Facebook, #ROSLO) https://twitter.com/RideOnSLO

https://www.facebook.com/RideOnSLO?ref=ts

Information fairs, info cards, TV, radio, brochures, web,

social media (Twitter/Facebook, #ROSLO) https://twitter.com/RideOnSLO


Radio, info cards, information cards, brochure, web

Radio, brochure, web, social media (Twitter/Facebook,

#ROSLO) https://twitter.com/RideOnSLO


Information fairs, info cards, TV, radio, web

Data Sources

AgVan Brochures, http://www.ride-

on.org/community_services.phtml?TYPE=agricultural_workers_van

pool , Profit and Loss Spreadsheets SRTP, Fixed Cost Allocations(doc); Ride-

On staff

Profit and Loss Spreadsheets SRTP, Fixed Cost Allocations(doc),

http://www.ride-on.org/community_services.phtml?TYPE=community_health_progr

am , Ride-On staff

Brochure, http://www.ride-on.org/community_services.phtml

?TYPE=cencal_health ,Profit and Loss Spreadsheets

SRTP, Fixed Cost Allocations(doc),

http://www.dhcs.ca.gov/services/medi-cal/eligibility/Pages/Medi-CalFAQ2014.aspx , Ride-On

CTSA Services (doc)

Brochures, http://www.ride-on.org/community_services.phtml

?TYPE=senior_shuttle ,Profit and Loss Spreadsheets

SRTP, Fixed Cost Allocations(doc), Ride-On

staff

Brochure, http://www.wcsgoodneighbor.

org/ , Ride-On staff Ride-On staff

Brochure, http://www.ride-on.org/community_services.phtml

?TYPE=veterans_shuttle ,Profit and Loss Spreadsheets

SRTP, Fixed Cost Allocations(doc), Ride-On

CTSA Services (doc), Ride-On staff

Ride-On staff

Notes

Traditional marketing has shown to be ineffective; word

of mouth and going to community events have been

most successful marketing efforts.

Successful program, hands-on coordinator, potential for

expansion.

Original UCP Transportation Service, in operation since

1987

Medi-Cal provides free or low-cost health coverage for

California residents who meet eligibility requirements. Medi-

Cal is a service of the California Department of

Health Care Services.

Reimbursement from Medi-Cal is $35.30 RT + $1.30/mile

*Five Cities (Arroyo Grande, Grover Beach, Pismo Beach,

Shell Beach, Oceano) *North County (Shandon,

Creston, San Miguel, Paso Robles, Templeton, Santa

Margarita, Atascadero, San Luis Obispo)

*South County (Nipomo, the Five Cities, Avila Beach, San

Luis Obispo) *North Coast (Cambria, Morro Bay, Cayucos, Los Osos, San

Luis Obispo) Limited rides per month, advanced reservations

required, specific schedules aimed at senior housing

complexes to boost ridership Ride-On does not accept AAA

funds because “too much reporting is required.”

20 Volunteers and growing

Volunteer driver handbook: http://www.wilshirecommunityservices.org/pdfs/Driver%20P

acket.pdf

Driver must be 21+ to volunteer

Ride-On provides matching

funds for New Freedom Grant and recruits volunteers to

become drivers for the program, but is not

responsible for scheduling the service.

Ride limit due to lack of funding

Donation page: https://npo.justgive.org/nonprofits

/donate.jsp?ein=93-1141809

Contact Info Eustaquio Valdez: (805) 597-

4074 [email protected]

Ellen Gruetzmacher (805) 543-2039 (805) 541-8747 (805) 541-8747 (805) 547-7025 Rosie Hebron (805) 501-9942

R&D Transportation (805) 541-8747 (805) 541-8747


https://twitter.com/RideOnSLO









http://www.ride-on.org/community_services.phtml?TYPE=agricultural_workers_vanpool




http://www.ride-on.org/community_services.phtml?TYPE=community_health_program




http://www.ride-on.org/community_services.phtml?TYPE=cencal_health



http://www.dhcs.ca.gov/services/medi-cal/eligibility/Pages/Medi-CalFAQ2014.aspx



http://www.ride-on.org/community_services.phtml?TYPE=senior_shuttle



http://www.wcsgoodneighbor.org/

http://www.wcsgoodneighbor.org/

http://www.ride-on.org/community_services.phtml?TYPE=veterans_shuttle



http://www.wilshirecommunityservices.org/pdfs/Driver%20Packet.pdf



https://npo.justgive.org/nonprofits/donate.jsp?ein=93-1141809

https://npo.justgive.org/nonprofits/donate.jsp?ein=93-1141809


Appendix C Ride-On TMA Programs TMA Airport/Amtrak Shuttle Emergency Ride Home Kid Shuttle Lunchtime Express Special Event University Shuttle Vanpool Visitor Shuttle

Service Areas All of SLO County SLO County and the City of Santa Maria (drop-off only) SLO County City of SLO SLO County Cal Poly SLO County SLO County/Central Coast

Description Door to door shuttle service to SLO & Santa Maria Airports, also serves Amtrak stations.

Provides “on-demand” mobility for those who commute by any

mode but POV.

Provides shuttles for events and field trips oriented towards children such as: birthday parties, summer camps,

recreation programs, and day care programs.

Free round trip service for any party of two or more to

Downtown San Luis Obispo restaurants.

Provides to and from transportation Services for group transportation services to special

events such as: weddings, bachelor/bachelorette parties,

corporate events, and wine tours.

Provides transport for university groups to locations such as:

special events, meetings, conferences, and social outings.

Ride-On Vanpool service provides: Vans, insurance,

maintenance, fuel, registration, and cleaning for employers

commuter programs.

Provides to and from transportation Services for group transportation to special events

such as: weddings bachelor/bachelorette parties, Corp events and wine tours.

Target Users Residents of and visitors to SLO County

Vanpool, carpool, or bus commuters who need an option for unscheduled or unexpected

mobility Children’s Groups Business community in the City

of San Luis Obispo Designated driver transportation for groups, events with limited

parking

Greek life, student organizations, University of Cal Poly Sa Luis

Obispo Employees and Employer’s of

San Luis Obispo County Visiting groups, hotels

Benefits

Provides option for people traveling to interregional transit

modes. Reduces need for parking and

car rentals

Helps promote Mass Transit

“commuter insurance”

Subsidized by some employers

Safe transportation option. Available charter-type service

option for

youth services

Introduces Ride-On Services. Encourages Public

transportation. Promotes commerce in the Downtown area

Provides safe transportation to and from events. Reduces

parking and road conjunction. Available charter-type service

option

Available charter-type service option

Reduces VMT/Congestion/ Emissions

Amenities: AM/FM radio, AC, tinted windows

Available charter-type service option

Weaknesses Driver availability for early am

and late pm Arrivals and departures. Airline delays.

Cost of operation.

No Funding Source

Capacity of vehicle

Lack of community awareness

Low use; no funding to support service

Growth in the service will lead to losses for Ride-On

Capacity of vehicles. Capacity of vehicles

Lack of funding, which keeps cost to rider high

A typical vanpool does not get “funding”; it is meant to be self

sufficient

Capacity of vehicles

Hours of Operation 24hrs / Daily with advanced reservations 8AM-7PM/M-F 24hrs / Daily with advanced

reservations

11AM-2PM /M-F

Busiest during holiday season

24hrs / Daily with advanced reservations Data not available 24 hrs 24hrs / Daily with advanced

reservations

Annual Ridership 470 4 1085 194 44,518 Data not available 332,946 Data not available

Fare

View Regional Fare Chart

SLO Column +$10,+$5 per additional rider

$5 (Paid by employer for employees of SLO County, Cal

Poly, and City of SLO)

Based on estimates.

Prices fluctuate depending on services.

Free

Based on estimates


Based on estimates


Average cost per rider: $75-$120/month

Based on estimates


Revenue $20,301 $200 $3,450 $0 $236,695 Data not available $1,027,817

Cost per Rider $32.13 $50 $1.96 $0 $2.49 $1.76

Total Operating Costs FY 12/13

$15,100 $200 $2,125 Data not available $109,845 Data not available $583,382 Data not available

Nelson\Nygaard Consulting Associates Inc. | C-1


TMA Airport/Amtrak Shuttle Emergency Ride Home Kid Shuttle Lunchtime Express Special Event University Shuttle Vanpool Visitor Shuttle

Funding Source(s) Fares

Fare revenue/Rideshare sponsorship

$45 per rider (Rideshare reimbursement

Hourly rate $75 with sliding scale fares based on estimates. TMA revenues Fares based on hourly rate Fares/charter fees to Cal Poly

organizations Vanpool user fees Fares/charter fees

Vehicle Quantity/Type CTSA Fleet Data not available Data not available Vans/buses Data not available Data not available 46 dedicated Ford vans Data not available

Average Monthly Miles 1,735 25 12 20 2,356 Data not available 109,648 Data not available

Marketing Mechanisms

Information Cards, website. Radio, bi-weekly ads in Mustang

Daily (Cal Poly paper), KSBY television advertising, SLO

Chamber of Commerce

Community outreach, Information airs, farmer’s market



Chamber of Commerce, Community Outreach, Information Fairs, SLO

Rideshare




Rideshare

Brochure, web, radio, KSBY, SLO Chamber of Commerce

Community outreach

Radio, web, bi-weekly ads in Mustang Daily (Cal Poly paper), monthly ad in SLO City News, 3

annual ads in SLO Life Magazine, bi-weekly ad in New

Times + ad in annual bridal publication, KSBY, Central Coast

Wedding publication, SLO Chamber of Commerce, Community out-reach




Rideshare




Rideshare




Rideshare

Data Sources www.ride-on.org, brochure, TMA

Services>TMA Background Information

http://www.ride-on.org/commuter_services.phtml?TYPE=emergency_ride_home

www.ride-on.org www.ride-on.org, brochure, TMA

Services>TMA Background Information

www.ride-on.org www.ride-on.org

Commuter Vanpools (TMA Services>Vanpool Info)

http://www.ride-on.org/commuter_services.phtml

?TYPE=vanpool Ride-On staff, 5/9/14

www.ride-on.org

Notes

Request notice required (3-4 business days),

Promotes economic vitality of region

Other options may be difficult for commuters, although some have

experienced long waits with Ride-On

Only 4 trips were taken during the last fiscal year.

Requires online registration and online reimbursement

(https://www.irideshare.org/public/home.aspx )

Does not provide transportation to or from schools or for any

school sponsored events

24 hr notice required for select downtown San Luis Obispo

restaurants.

Promotes economic vitality of region.

Promotes economic vitality of region

All general vanpool vans have less than 100,000 miles (low average). All First Solar vans

are over 100,000 miles. Replacement will not become a

factor for 2 to 3 years for general fleet. Most of the First Solar

vans will be retired after service period.

Accommodates 10-26 riders Promotes economic vitality of

region

Contact Info (805) 541-8747 (805) 541-2277 (805) 543-7862 (805) 541-8747 Wedding: (805) 543-7862 (805) 543-7862 (805) 543-7862 (805) 541-8747

Nelson\Nygaard Consulting Associates Inc. | C-2

http://www.ride-on.org/







http://www.ride-on.org/commuter_services.phtml?TYPE=vanpool




https://www.irideshare.org/public/home.aspx

https://www.irideshare.org/public/home.aspx


Appendix D Original/Pre-Test Supplemental Survey Responses

As noted in the Chapter 4, there were two deployments of this survey. The first deployment of this survey included several additional questions for vanpool riders. Due to the limited number of responses to the following questions, these findings have not been integrated into the overall summary of survey findings, but have been included in this Appendix and provide context for the other responses. Given the small sample, the total number of responses is shown in each figure’s title.

Figure D-1 How Long Have You Been Commuting in a Ride-On Vanpool? (n=39)

Less than 6 months

5% 6 months to less than 1

year 15%

1 year to less than 2 years

23%

2 years to less than 3 years

5%

3 years to less than 5 years

10%

5 years or more 39%

Other (please specify)

3%

Nelson\Nygaard Consulting Associates Inc. | D-1


Figure D-2 How Far is it From Your Home to the Vanpool Meeting Point (in Miles)? (n=39)

Figure D-3 Do you Have Access to a Personal Vehicle That You Could Use Every Day Instead of a Vanpool? (n=39)

0 to 0.5 miles 13%

0.5 to 2 miles 41%

2 to 10 miles 41%

Over 15 miles 5%

Yes - complete

access, but choose not

to use 90%

Yes - but with

inconvenience to others

5%

No/not every day

5%



Figure D-4 Which of the Following, if Any, Do You Dislike About Your Vanpool? (Select All That Apply) (n=39)

Figure D-5 Would You Be Willing to Pay More Per Month for Your Vanpool to Provide Such Amenities (Wi-Fi, Upgraded Seats, Etc.)? (n=39)

76.9%

0.0% 0.0% 0.0% 7.7%

2.6% 7.7%

0.0% 10.3%

I have no problems with my vanpool

Dependability Seating comfort Interior temperature or noise

Other (if any, please specify)

Yes 16%

No 56%

I don't know 28%



Figure D-6 How Much More Would You Be Willing to Pay (for Extra Amenities)? (n=6)

Figure D-7 Would You Consider Switching to a Different Vanpool Provider for the Sole Purpose of Such Amenities? (n=39)

Up to $5/month

33%

Up to $10/month

50%

More than $20/month

17%

Yes 10%

No 80%

I don't know 10%



Figure D-8 Based on Where You Live Today, Have You Ever Had to Turn Down or Change Jobs Because Transportation to and from Work Was Too Difficult or Expensive? (n=39)

Figure D-9 Have You Received Assistance From Ride-On in Forming Your Vanpool? (for Vanpool Drivers) (n=13)

Yes 8%

No 92%

Yes 15%

No 85%


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