SORTA PLANNING AND OPERATIONS COMMITTEE MEETING
TUESDAY, MAY 8TH, 2018- 9:00 A.M. SORTA/METRO BOARD ROOM 602 MAIN STREET, SUITE 1200
CINCINNATI, OHIO General Items: Call to order Pledge of Allegiance 1. Approval of Planning & Operations Committee Minutes: April 12, 2018 Briefing Items
2. Bus Shelter and Bench Advertising Update (Dave Etienne) 3. Route vs. Run (Ted Meyer) 4. Ridership Reports for April 2018 (Mark McEwan)
Action Items:
5. Proposed Motion: Adoption of the Green Cincinnati Plan (Dwight A. Ferrell) 6. Proposed Resolution: Approval of CFY 2019 Streetcar Budget (Paul Grether) 7. Proposed Resolution: Approval of Contract for Riverfront Transit Center Parking (John Edmondson) 8. Proposed Resolution: Approval to Exercise Second Year Option for Transmission Fluid (John
Edmondson) 9. Proposed Resolution: Approval of Contract for A Bus Stop Optimization Project (Ted Meyer) 10. Proposed Resolution: Acceptance of Public Meeting Comments and Title VI Equity Analysis for Service
Changes and Approval of Express Service Changes for August 2018 (Ted Meyer) Other Items: Adjournment
The next regular meeting of the Planning & Operations Committee has been scheduled for Tuesday, June 12th, 2018 at 9:00 a.m., the SORTA/Metro Board Room,
602 Main Street, Suite 1200, Cincinnati, Ohio
The SORTA Board of Trustees may go into Executive “Closed” Session under the Ohio Open Meetings Act: Section 121.22(G)(1) To consider appointment, employment, dismissal, discipline, promotion, demotion, or compensation of a public employee…; Section 121.22(G)(2) To consider the purchase of property for public purposes….; Section 121.22(G)(3) Conferences with an attorney for the public body concerning disputes involving the public body that are the subject of pending or imminent court action; Section 121.22(G)(4) Preparing for, conducting, or reviewing negotiations or bargaining sessions with public employees…, Section 121.22(G)(5) Matters required to be kept confidential by federal law or regulations or stat statues; Section 121.22(G)(6) Details relative to the security arrangements and emergency response protocols for a public body or a public office; Section 121.22(G)(8) To consider confidential information related to the marketing plans, specific business strategy, production techniques, trade secrets…
PLANNING & OPERATIONS COMMITTEE THURSDAY, APRIL 12 TH, 2018 – 9:00 A.M.
SORTA/METRO MT. ADAMS BOARD ROOM 602 MAIN STREET, SUITE 1200
CINCINNATI, OHIO COMMITTEE/BOARD MEMBERS PRESENT: Heidi Black, Brendon Cull, Blake Ethridge, Allen Freeman, Robert Harris, Roderick Hinton, Pete McLinden, Mary Miller, and Kathleen Wyenandt COMMITTEE MEMBERS ABSENT: None STAFF MEMBERS PRESENT: Dwight Ferrell, John Edmondson, Patrick Giblin, Paul Grether, Darryl Haley, Adriene Hairston, Sallie Hilvers, Brandy Jones, Maria Jones, Mark McEwan, Ted Meyer, Mary Moning, Julie Motsch, Mike Nagy, John Ravasio, Cindy Resor, Carlos Rowland, David Riposo, Shannel Satterfield, and T.J Thorn OTHERS PRESENT: Tony Osterlund (Vorys, Sater, Seymour & Pease, LLP), Randy Tucker, (Enquirer/Media), Gina Marsh and Reggie S. (Human Services Chamber of Hamilton County) 1. Call to Order
Mr. Cull called the meeting to order.
2. Pledge of Allegiance
3. Approval of Minutes of March 13 , 2018
Ms. Robinson made a motion that the minutes of the March meeting be approved as previously emailed and Mr. Ethridge seconded the motion. By voice vote, the Committee approved the minutes.
4. Comments
Ms. Marsh from the Human Services Chamber of Hamilton County presented a Transportation Empowerment Fund proposal to the Committee. The purpose of this program is to support access to transportation for low income individuals in the county. This would provide free or discounted bus passes and other types of transportation options for those eligible. Ms. Marsh shared that the Human Services Chamber will present this proposal to City Council, requesting $300,000 per year for three from the Transit Tax Fund as the main source of funding for this initiative. The Committee thanked the Human Services Chambers for their presentation.
5. Proposed Resolution: Approval of Contract for Facilities Inspection Consultant
Mr. Edmondson requested a five (5) year contract with CTL Engineering for the purchase of facility inspection consultant services, at a total cost not to exceed $380,000. The Federal Transit Authority (FTA) issued a Final Rule providing guidance on sub-recipient responsibilities for maintaining a state of good repair of all assets used in the provision of public transportation and purchased with Federal funding assistance. The Committee agreed to recommend the resolution to the full Board.
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6. Proposed Resolution: Approval of Contract for Emergency Generator at Bond Hill Facility
Mr. Haley presented the recommended a six (6) month installation and five (5) year warranty agreement with Atkins and Stang for the purchase of an emergency generator, at a total estimated cost not to exceed $165,105. The current emergency backup generator is insufficient to power the entire Bond Hill facility. A new generator will provide an alternate source of power to fully operate the facility in the event of a power failure or other emergency situation. The Committee agreed to recommend the resolution to the full Board.
7. Title VI Survey Passenger Results
Mr. Meyer presented the results of the Metro passenger survey that was conducted in January 2018 in conjunction with the Title VI fare change equity analysis. He reviewed and compared results from the 2015 survey. The Committee accepted the report as presented.
8. Ridership Reports for March 2018
Mr. Cull deferred the Ridership report, as it will be presented at the April Board meeting.
9. Missed Trips Update
Ms. Hairston and Mr. Ravasio presented the Missed Trips. Mr. Ravasio defined “Missed Trip” and understanding its contributing factors. His report included reasons for missed trips, attendance, and FMLA usage. Ms. Hairston reviewed current operator headcount, 2017 retention rate for trainees, and reasons for operator and trainee lost. The Committee accepted the report as presented.
10. Streetcar Budget Update
Mr. Grether and Mr. Riposo explained causes of postponement for the Streetcar Budget and Funding Request. The delays included: City of Cincinnati communication matters, deferred budget information, reduced funding, and others. Both Mr. Grether and Mr. Riposo are anticipating the budget will be presented to the May Board and will send a formal letter to the City regarding the delay. The Committee accepted the report as represented.
11. New Business
The next regular meeting of the Planning & Operations Committee has been scheduled for Tuesday, May 8th at 9:00 A.M.
12. Adjournment The meeting adjourned at 10:27 A.M.
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STRATEGIC PLAN GOAL / OBJECTIVE
• Operational Excellence • Strategic Partnering
RECOMMENDATION This is a briefing item. No action is required at this time.
BUSINESS PURPOSE
• To address the Planning and Operations Committee questions and concerns regarding the bus shelter and bench advertising project.
SUBMITTED BY:
Attachments: Presentation
BUS SHELTER &
BENCH ADVERTISING
advertising
banning advertising in public right-of-way (ROW) goes into
effect
shelter maintenance
SORTA to advertise in public ROW on shelters
and benches
March 2017 – SORTA issued RFP for bus shelter and bench advertising and maintenance
Aug. 2017 – Contract
Inc.
• RFP sent to 74 companies
• During RFP process, City of Cincinnati revised the ordinance, reducing allowable size of ads on benches
• SORTA amended RFP to all vendors updating ad size requirement
• After RFP amendment, only one vendor submitted a proposal and one company specifically declined to propose based on the restrictive bench ad size
• 15-year contract approved by SORTA in July 2017 and awarded to Clean Zone Marketing, Inc. in August 2017
Current Advertising Status • 76 existing shelters currently have advertising
• Contracts pending on 20 more
Current Contract Requirements
• Installation schedule including priority locations for
shelters and benches
• Emergency repairs done within 24 hours and general repairs done within 10 days of notice
• Comprehensive inventory of all shelters and conditions
• Regular cleaning and inspection reports
Status • No new shelters installed
• No new benches installed
• Installation scheduled not provide
Contract Issues
CZM has been less than responsive in their communications with SORTA and has declined contract status and administration meetings with contract stakeholders. “Notice of default and request to cure for Contract No. 02-2017” mailed Apr. 27, 2018 notifying Clean Zone Marketing of non-performance on several key contract issues:
• CZM had until May 7, 2018 (10 days after date of letter) to comply.
• This slide will include the response from CZM if we receive one by the time of the
committee meeting or the board meeting.
Questions & discussion
• Individual Revocable Street Privilege (RSP) issued by Real Estate Department
and $100 fee required to add advertising to each existing shelter
• SORTA staff worked with city to revise process to cover addition of advertising to existing shelters with one blanket RSP and one $100 fee - One RSP for 58 shelters approved and 10 RSPs for new shelters currently under review by city
• New shelters require Right of Way permit issued by Department of Transportation & Engineering once RSP has been approved
• Work in streetcar ROW requires additional Track Access Authorization permit
Future Improvements • SORTA staff working with city to further streamline the permitting process
- Allowing 1 RSP to cover all new shelters proposed each year - Allowing 1 RSP to cover all new benches proposed each year
• SORTA staff working with city to increase allowable size of ads on benches to increase sales and revenue potential - Current size allowed: 324 square inches - Size proposed: 2,520 square inches - Proposed size based on bench ads in Nashville; Fort Worth; Portland, OR and other cities
• Splitting benches and shelters into two separate RFPs for future procurement
• These changes will make RFP more attractive to proposers going forward
May 2018
STRATEGIC PLAN GOAL / OBJECTIVE
• Operational Excellence RECOMMENDATION This is a briefing item. No action is required at this time.
BUSINESS PURPOSE
SUBMITTED BY:
Ted Meyer Interim Director of Service Development Manager of Planning & Scheduling
Attachments: N/A
May 2018
Routes A route is bus service that operates along a designated path
• Metro operates: -46 regular service routes -162 Xtra Service routes -66 route patterns on weekdays • Some Metro regular routes include more than one variation, known as
route patterns • Xtra Service routes only operate on days when the Cincinnati Public
Schools are open
Route Pattern
Runs A run is an Operator work assignment that pays at least 8 hours
• The service operated by Metro consists: -2,800 hours on weekdays -1,200 hours on Saturdays -780 hours on Sundays. • These hours of service are divided into work assignments for Metro Operators -The process of dividing up service hours into work assignments (runs) is called run cutting • Not all service hours can be cost effectively placed into an 8 hour work
assignment -Short work assignments that are not included in a runs are called extras.
Runs Continued… • There are currently 331 weekday runs and
102 extra’s each weekday
• The average weekday run consists of 9.1 pay hours
• The average extra is 1.9 hours
• There are currently 143 runs on Saturdays and 92 runs on Sundays. There are no extra’s on weekends during the spring service period
• Metro has 4 service periods (also known as picks) each year.
• For each pick Operators select work assignments in seniority order. Each Operator selects their 2 off days and 5 runs from the available runs and off days
• Operators can pick extra’s in addition to picking runs, if the work time of the extra does not conflict with the work time of the run
Runs Continued… • Metro currently requires about 400
Operators to cover the scheduled work each week. Each Operator is scheduled to work 5 days
• Metro employs more than 400 Operators. Consequently, not all Operators are able to pick a run
• Operators who do not pick a run work the Extra Board
• Extra Board Operators cover all absences, including vacations, sick days, funeral leave, union business, etc. Extra Board Operators also cover any unpicked extra’s
• The SORTA-ATU labor agreement influences the run cutting process
Rules Straight Run Percentage
Does not include an unpaid break
Run with unpaid break is a “Split
Run”
Coupling Small work
assignments of 7hrs or more can be combined into a run
that pays at least 8hrs
Spread Time A penalty payment
is required if the duration of any run
exceeds 11 hrs The penalty is half
time pay for all time in excess of 11 hrs
Meal Break Work of 6hrs or
more must contain a break of at least
15 minutes
Travel Time Operators are paid travel time plus a 5
minute bonus if they are required to
travel to a relief point
Run Examples
• Run #7, Route 17, block 2, QG Gar 4:19 am to Hughes Corner 12:27 pm
• Run #127, Route 38, block 1, QG Gar 5:13 am to QG Gar 7:58 am and Route 33, block 9, QG Gar 12:56 pm to 8th & State 5:34 pm
• Extra Example: Extra #214, Route 77, block 1, QG Gar 5:44 am to QG Gar 7:51 am
Questions
STRATEGIC PLAN GOAL / OBJECTIVE
• Operational Excellence RECOMMENDATION This is a briefing item. No action is required at this time.
BUSINESS PURPOSE
• This report provides a summary of monthly ridership information, both on fixed route (Local/Express), Access services, and Cincinnati Bell Connector.
• Key Performance Indicators (KPIs) such as: Average Fixed Ridership, Passenger per Hour, Passenger per Trip, and Cost per Passenger are provided to show ridership trends and variances.
SUBMITTED BY:
Attachments: Presentation
TOTAL 1,203,476 1,226,572 -1.9% -23,096 1,229,645 -2.1% -26,169 LOCAL 1,126,609 1,145,869 -1.7% -19,260 1,151,027 -2.1% -24,418
EXPRESS 76,867 80,703 -4.8% -3,836 78,618 -2.2% -1,751
YTD TOTAL 4,548,165 4,686,408 -2.9% -138,243 4,884,059 -6.9% -335,894
Current Year Prior Year Budget
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Local/Express KPIs
COST PER PASSENGER (LOCAL)
COST RECOVERY (EXPRESS) 35.1% 35.0% +0.1%
Current year Prior year KPI 3
Local/Express Missed Trips
MISSED TRIPS (ALL SERVICE) 224 57875 99.61%
Current year Prior year
MECHANICAL ISSUE 13 5.8%
TRAFFIC INCIDENT 20 8.9%
LATE OPERATIONS 8 3.6%
Access Ridership
ACCESS PARATRANSIT
ACTUAL BUDGET VARIANCE (%/#) 2017 VARIANCE (%/#)
TOTAL 19,999 18,773 +6.5% +1,226 18,098 +10.5% +1,901 WD 18,524 16,565 +11.8% +1,959 SA 747 825 -9.5% -78 SU 728 708 +2.8% +20
YTD 76,005 75,820 +0.2% +185 74,973 +1.4% +1,032
Current Year Prior Year Budget
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COST RECOVERY 12.4% 14.0% -1.6%
Current year Prior year KPI 6
7
FYTD TOTAL 421,199 496,307 -15.1% -75,108 487,395 -13.6% -66,196
Current Year
Prior Year
AVERAGE HEADWAY (PEAK/OFF-PEAK) 13:14/15:28 12:00/15:00 +1:14/+0:28
PASSENGERS PER HOUR 30.7 52.8 -22.1
COST RECOVERY 9.2% 14.3% -5.1%
Current Year
Prior Year
Green Cincinnati Plan
I move that the SORTA Board approve a comprehensive set of recommendations established by the City of Cincinnati for addressing global climate change as a City and region.
Attachments: Action Item
STRATEGIC PLAN GOAL / OBJECTIVE
• Sustainability • Operational Excellence
RECOMMENDATION Staff recommends the SORTA Board approve a comprehensive set of recommendations established by the City of Cincinnati for addressing global climate change as a City and region. FINANCIAL CONSIDERATIONS
• N/A
BUSINESS PURPOSE
• The draft Green Cincinnati Plan is focused on moving Cincinnati toward Sustainability, Equity, and Resilience. It sets measurable goals and provides specific strategies for achieving those goals. One chapter of the plan is devoted to transportation.
PROCUREMENT CONSIDERATIONS
Attachments: N/A
2018 Green Cincinnati Plan
• Mayor’s motion July 2017 called for updated plan, including: • Carbon reduction goal: 80x50 – 80% emissions reductions by 2050 • Renewable Energy: 100% by 2035 • Steering Committee of organizational leaders to guide process
2018 GREEN CINCINNATI PLAN UPDATE
2008 2013 2018
Nathan Alley, Sierra Club
Liz Blume, Xavier University
Dick Brewer, Duke Energy
Sister Barbara Busch, Working In Neighborhoods
Gerald Checco, Metropolitan Sewer District
Holly Christmann, Hamilton County Environmental Services
Alfonso Cornejo, Hispanic Chamber Cincinnati USA
Dr. Marilyn Crumpton, Cincinnati Health Department
Chad Edwards, emersion DESIGN
Mark Fisher, Cincinnati Zoo
Fred Lampe, Greater Cincinnati Building Trades
Joe Mallory, National Association for the Advancement of Colored People
Jack McAneny, The Procter & Gamble
Mary Beth McGrew, University of Cincinnati
Pastor Pete Mingo, Christ Temple F.G.B.C.
Dr. Monica Posey, Cincinnati State Technical and Community College
Brewster Rhoads, Green Umbrella, Ex Officio
Molly Robertshaw, Greater Cincinnati Foundation
Bill Scheyer, Green Umbrella
Wade Walcutt, Cincinnati Parks
PILLARS OF The 2018 GCP
Sustainability Equity Resilience
2018 Green
Cincinnati Plan
Steering Committee
Task Teams
• Community Meetings: • Xavier University • Gabriel’s Place (Avondale) • Working In Neighborhoods (South Cumminsville) • Holy Family (Price Hill) • University of Cincinnati
• Meetings with Department Directors
STORMS FOOD IN-MIGRATION
Emissions since 2006
80 Recommendations to Reduce CO2 80% by 2050
2018 Green Cincinnati Plan: 80 Recommendations to Reduce CO2 80% by 2050
Large-Scale Solar Investment Electric and Autonomous Vehicles
Energy Efficiency for Commercial Buildings Reduce Organic Waste
PLAN IMPLEMENTATION
COMMUNICATION STRATEGY
Motion
WE MOVE that the 2018 Green Cincinnati Plan is hereby endorsed and adopted as the Sustainability, Resilience and Equity Plan for the City of Cincinnati. WE FURTHER MOVE that the Administration begin implementing this Plan and begin securing the participation of potential partners who may assist in the implementation of this Plan. WE FURTHER MOVE that the City Manager provide staffing and resources to begin implementation efforts, and consider the Plan’s recommendations in developing future budgets. WE FURTHER MOVE that the Administration provide regular updates to the Mayor and City Council, evaluating the efforts to date and recommending any appropriate improvements or updates to the Green Cincinnati Plan. WE FURTHER MOVE that all Cincinnati area residents, businesses, institutions, and governmental entities are encouraged to take actions, consistent with this plan, to increase the City’s sustainability and resilience. WE FURTHER MOVE that in implementing the Green Cincinnati Plan, equity will be a top priority. The Plan’s benefits and costs will be distributed in a way that lessens the existing environmental and economic disparities in Cincinnati.
Statement Sustainability has been a core value in Cincinnati since at least 2007, when the Mayor and Council initiated development of the City’s first Sustainability Plan. Over the last 10 years, Cincinnati has not only made substantial reductions in its greenhouse gas emissions, but has done so in a way that restores the environment, creates jobs, saves money, improves public health and provides a better quality of life for Cincinnatians. In June 2017, the Mayor and Council observed that it had been almost 5 years since the Green Cincinnati Plan was updated, that many of the Plan’s goals were accomplished, and that there was a lot more to do to achieve sustainability for Cincinnati. The update process began. Ten months later, with the help of a Steering Committee, eight Task Teams, and more than 400 volunteers, Cincinnati has a roadmap for the next 5 years. The 2018 Green Cincinnati Plan is built around 3 central themes: - Sustainability: Cincinnatians should enjoy a great quality of life, now and for the indefinite future. - Resilience: Cincinnati’s weather has changed, and will continue to change. Cincinnati will do the things necessary to be prepared for intensifying storms, and intensifying heat waves. - Equity: It is unacceptable for 1 Cincinnati neighborhood to have a life expectancy 20 years shorter than another neighborhood, which is an indicator that environmental burdens fall
disproportionately on the disadvantaged. The Plan will ensure an equitable distribution of burdens and benefits. Adoption of this Green Cincinnati Plan should not be seen as the final word on how Cincinnati will address Sustainability, Resilience, and Equity. Rather, it should be considered an agreement on the urgency of the problem, a consensus on the broad direction in which we should head, and commitment to a set of actions that will begin to make the desired changes. Over time, the plan will be assessed and revised as necessary to keep Cincinnati on course toward achieving the goals of this plan. _____________________________________ ________________________________________ Mayor John Cranley Councilman David Mann, Chair Green Cincinnati Plan Steering Committee
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO. 2018-xx
WHEREAS:
1. Under the Cincinnati Streetcar Operations and Maintenance Intergovernmental Agreement (OMIGA), which the Board approved in December 2014 under Resolution No. 2014-50, SORTA oversees the operation and maintenance of the Cincinnati Streetcar.
2. As part of OMIGA, SORTA must submit an annual operating and maintenance funding request for the Cincinnati Streetcar to be approved and appropriated by the City of Cincinnati (“the City”) on an annual basis no later than two months prior to the start of the City’s fiscal year, in a manner consistent with SORTA’s existing budget authorization process.
3. SORTA has presented to the City Administration a budget including SORTA revenue sources (fares/advertising) and SORTA expenses, including Transdev contract, SORTA overhead (staff time) and direct costs.
4. The streetcar budget being submitted to the City of Cincinnati reflects expenditures for
the City fiscal year July 1, 2018 to June 30, 2019 and establishes the Cincinnati Streetcar/Metro fare policy and the level of service.
5. SORTA staff recommends that the Board authorize the transmittal to the City of Cincinnati the Fiscal Year 2019 Streetcar Operations & Maintenance Budget of $4,220,357.
THEREFORE, BE IT RESOLVED:
6. The Board hereby approves the City Fiscal Year 2019 Streetcar Operations and Maintenance Budget in substantially the form attached and authorizes and directs its transmittal to the City of Cincinnati by the CEO/General Manager, EVP/COO, or the CFO/Secretary-Treasurer on behalf of SORTA.
Attachments: Action Item
STRATEGIC PLAN GOAL / OBJECTIVE
• OPERATIONAL EXCELLENCE
RECOMMENDATION Approval of a resolution authorizing the CEO/General Manager, EVP/COO, or the CFO/Secretary- Treasurer, to transmit to the City of Cincinnati the Fiscal Year 2019 Streetcar Operations and Maintenance Budget of $4,220,357.
FINANCIAL CONSIDERATIONS
• SORTA has budgeted two revenue sources: fare revenue and advertising o Fare revenue is based on an updated seasonally adjusted monthly ridership forecast
based on a blend of actuals and forecasts with documented assumptions; o Advertising revenue is based on vendor forecast
• SORTA has budgeted for expenses:
o Operations Contractor (Transdev) -- fixed price, fixed scope contract o 8% SORTA overhead – SORTA fixed/staff costs (based on Operations Contractor cost) o Direct SORTA costs – traction power, fare media, IT costs, SORTA systems
maintenance, security detail (not including fare enforcement), etc. o Marketing costs are increasing from $26,294 to $100,000 in support of increased
ridership and fare revenue. o Any City Overhead and Direct Costs are not included; o Supplemental and charter service is not included since revenues offset costs; o The capital budget is not included; a 30 year Capital Improvement Plan (CIP) compliant
with FTA requirements is being finalized.
• There are not anticipated to be any favorable or unfavorable previous year carryovers
• The City Fiscal Year 2019 Streetcar Operations and Maintenance Budget for a total of $4,220,357.
BUSINESS PURPOSE
• Section 3.3 of the OMIGA requires SORTA to submit Operating & Maintenance Budget to the City of Cincinnati is based on City fiscal year 2019 July 1, 2018 - June 30, 2019 as required.
• This budget includes unchanged streetcar service levels and fare policy.
Attachments: Presentation
• A minor cost neutral change to the weekend level of service includes making the third peak streetcar (required to maintain 15 minute headway) a regularly scheduled service.
• The fare policy and allocations remain the same. If a streetcar only monthly pass is introduced it will be presented as a budget amendment following the required Title VI analysis.
PROCUREMENT CONSIDERATIONS
Paul Grether Dwight A. Ferrell Director, Rail Services CEO/General Manager
Cincinnati Bell Connector Budget Cincinnati Fiscal Year 2019
O&M Intergovernmental Agreement • §3.3 of the OMIGA requires SORTA to submit Operating &
Maintenance funding request to the City – At the request of City Council, presented is the 2019 Budget
• 2019 Budget is based on City fiscal year – July 1, 2018 -June 30, 2019
• Four components – Base Service – Fare Policy – City Administration’s 2019 estimated budget – SORTA Funding request
• System Generated Revenues • Cost of Operation
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Base Service – No Change to Current • Span of service:
Sunday and holidays: 9:00 a.m. – 11:00 p.m. Monday-Thursday: 6:30 a.m. – midnight Friday: 6:30 a.m. – 1:00 a.m. Saturday: 8:00 a.m. – 1:00 a.m.
• Frequency: Base frequency: 15 minutes Peak (Monday-Friday, 11 a.m.-7 p.m.): 12 minutes
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Fare Policy • No Changes to Fare Policy • Fare policy changes must be approved by Board of Trustees
and Cincinnati City Council
City Provided Budget Inputs
• City Parking Meter Contribution (Net of City Overhead) – City overhead includes estimate for parking enforcement
• City Appropriated Surplus Parking – Net of budgeted surplus
• Haile Foundation
System Generated Revenue • Fare Revenue
– New ridership projection – $0.76 / boarding average revenue July 2017 through March 2018
• Increase from $0.73 in current fiscal year
• Advertising – Projections from Advertising Vehicles
• Advertising – System and Station • Naming rights – System and Station
• FTA formula not included CFY2019
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– Monthly rather than annual forecast (seasonal) consistent with Metro budget
• Weekday • Friday • Saturday • Sunday/Holiday
Ridership Forecast Assumptions • Offsets for unusual actuals
– BLINK October 2017 (4 days) – January 2018 vehicle failures – Operator shortages (minus one peak vehicle) – Weekend service 3 peak vehicles
• Minimal Special events shutdowns
Ridership Forecast by Month Annual
Month> Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Total
Weekdays 24,733 20,574 15,105 19,000 12,592 12,384 6,804 7,104 10,464 19,044 16,983 23,344 188,131
Friday 8,240 11,215 7,964 9,149 10,355 4,700 2,904 3,858 7,340 8,684 9,595 9,488 93,492
Saturday 17,681 18,012 20,625 11,940 9,264 10,540 6,876 7,699 13,800 13,440 15,100 21,460 166,437
Sunday 10,760 6,348 14,205 6,238 3,528 4,515 2,606 3,893 5,650 6,052 9,892 9,370 83,057
Holiday 957 - 1,400 - 264 73 - - - - 2,479 - 5,173
Total 62,371 56,149 59,299 46,327 36,003 32,212 19,190 22,554 37,254 47,220 54,049 63,662 536,291
2018 2019
Operating Expenses • Transdev contract:
– September 2018 new pricing (contract year 2) • July 2018 – August 2018 $275,680/month • September 2018 – June 2019 $289,894/month
– Charter and Supplemental service rate increases • Revenues offset costs
• SORTA Overhead – 8% of Transdev Contract
• Direct Costs - traction power, fare media, IT infrastructure, systems maintenance, marketing, security, etc.
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$ %
Ridership 536,291 609,300 (73,009) (12.0%) Average per day 1,469 1,669 (200)
Fare/Rider $ 0.76 $ 0.73 $ 0.03 3.7%
Revenue Operating Revenue Fares 406,138$ 444,789$ (38,651)$ (8.7%) Other - - n/a
Total Fare Revenue 406,138 444,789 (38,651) (8.7%) Other Revenue
1,039,000$ 1,066,064$ (27,064) (2.5%) City Appropriated Surplus Parking 844,219 519,001 325,218 62.7% Haile Foundation 900,000 900,000 - 0.0% VTICA 130,000 400,000 (270,000) (67.5%) Advertising - System & Station 650,000 407,076 242,924 59.7% Naming Rights - System & Station 251,000 222,524 28,476 12.8%
Total Fares & Other Revenue 4,220,357 3,959,454 260,903 6.6%
Cost of Operations Transdev 3,450,306 3,301,791 (148,514) (4.5%)
SORTA Management Fee 276,026 264,143 (11,883) (4.5%) Direct Costs 494,025 393,519 (100,506) (25.5%)
- - - 0.0%
City Parking Meter Contribution (Net of City Overhead)
2019 Proposed
Thank you
$ % Advertising Station 500,000 129,600 370,400 286% System 150,000 277,476 (127,476) -46%
650,000 407,076 242,924 60%
Naming Rights Station 65,000 36,524 28,476 78% System 186,000 186,000 - 0%
251,000 222,524 28,476 13%
Advertising & Naming Rights
Metro Police Detail 58,700 50,000 (8,700) -17.4%
Utilities 130,000 125,000 (5,000) -4.0%
Fare Media 13,500 15,000 1,500 10.0%
Credit Card Fees 22,000 25,000 3,000 12.0%
IT Infrastructure 29,625 30,000 375 1.3%
Bank Fees 18,000 14,000 (4,000) -28.6%
Marketing 100,000 26,294 (73,706) -280.3%
Radio/Trapeze Maintenance 11,000 8,225 (2,775) -33.7%
Total Direct Costs 494,025$ 393,519$ (100,506)$ -25.5%
2018 Direct Cost Allocation
2019 Proposed
WHEREAS:
1. The Riverfront Transit Center (“RTC”) is owned by the City of Cincinnati and operated by SORTA. SORTA has a contract with a vendor to provide RTC parking services. The revenue from the parking services is held by SORTA to pay for repairs and expenses associated with the operation of the RTC. 2. A request for proposals (RFP) based on a scope of work developed by staff was released to 12 potential vendors, including 4 D/M/W/SBE. 3. Five (5) proposals were received, including one (1) D/M/W/SBE. Staff reviewed the proposals and recommends the SORTA Board accept the proposal of ABM Parking Services as the proposal most advantageous to SORTA, revenue and other factors considered, for a five (5) year contract with a guaranteed revenue of $2,606,827. THEREFORE, BE IT RESOLVED: 4. The Board hereby finds the proposal of ABM Parking Services as recommended by SORTA staff to be the proposal most advantageous to SORTA, revenue and other factors considered, and awards to it a five (5) year contract for the furnishing thereof. 5. The CEO/General Manager, EVP/COO, or the CFO/Secretary-Treasurer shall execute the contract on behalf of SORTA.
Attachments: Action Item
ACTION ITEM- APPROVAL OF CONTRACT FOR RIVERFRONT TRANSIT CENTER PARKING
STRATEGIC PLAN GOAL / OBJECTIVE
• Operational Excellence • Strategic Partnering
RECOMMENDATION Approval of a resolution authorizing the CEO/General Manager, EVP/COO, or the CFO/Secretary-Treasurer to execute a five (5) year contract with ABM Parking Services on behalf of SORTA to provide parking services for the Riverfront Transit Center (RTC).
FINANCIAL CONSIDERATIONS
• This is a five (5) year agreement with guaranteed revenues as indicated below:
• The RTC is owned by the City of Cincinnati and operated by SORTA. As a result, this revenue is held to pay for repairs and expenses associated with operating the RTC and is not SORTA’s revenue.
• This contract will begin June 1, 2018 and replaces a prior contract. The previous contract provided an annual guarantee of $109,992 or 70% of the gross revenue collected, whichever is higher.
• This contract provides a progressive annual guarantee (illustrated above) or the sum of 88% of daily parking revenues and 78% of special event parking revenues collected, whichever is greater.
• The terms of this contract provide SORTA with guaranteed revenue of $2,606,857 over 5 years.
• The terms of this contract lower the risk to SORTA for continued maintenance of the
RTC.
ABM Year 1 Year 2 Year 3 Year 4 Year 5 Total Guaranteed 500,930$ 510,948$ 521,167$ 531,590$ 542,222$ 2,606,857$
Attachments: Procurement Summary
BUSINESS PURPOSE
• The parking services at the RTC include daily parking operations for automobiles on the east and west ends outside of the RTC, charter bus parking operations during special events inside the RTC. In total there are approximately 300 spaces available on a daily bases, 24 hours per day, 7 days per week.
PROCUREMENT CONSIDERATIONS
• This is a contract for five (5) years
• ABM is the current provider and was the proposal most advantageous to SORTA, revenue and other factors considered.
• The contract procurement summary is attached.
D/M/WBE CONSIDERATIONS
• This solicitation was sent to 12 potential vendors, including 4 D/M/W/S Business Enterprises.
LEGAL CONSIDERATIONS
• Section 306.43 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services.
SUBMITTED BY:
Procurement Summary Report
Contract Information
A. Description: This proposal seeks to establish a qualified contractor to provide parking services for the Riverfront Transit Facility (RTC), located on Central between Third Street and Pete Rose Way.
B. Contractor: ABM Parking Services
C. Contract Amount: This is a revenue contract. The table below represents annual guaranteed revenue to be paid to SORTA based on anticipated gross sales for daily parking, special events, and special vehicles (charter bus, motorcycle, etc.). SORTA will be paid a monthly guarantee or a percentage of gross sales, whichever is higher.
D. Determination of Price Reasonableness: The projected revenue is determined to be fair
and reasonable based on the current pricing schedule for daily and special event parking.
E. Contract Type: Revenue Sharing
F. Performance Period: 5 Years beginning on date of execution
G. Options Available: None
H. Funding Source: N/A
I. Budget: RTC parking revenue is specifically earmarked to fund the costs associated with the operation and maintenance of the property, facilities, and equipment. Costs include cleaning, maintenance, repair, and applicable labor.
J. Participation by D/M/S/WBE Firms: None
Solicitation Information
L. Number of Solicitation Packages Sent: 12
M. Number of D/M/WBE Firms Solicited: 4
N. Date and Time for Proposal Receipt: January 15, 2018 2:00PM
O. Number of Proposals Received: 5
P. Number of Proposals Received from D/M/WBE Firms: 1
Q. Proposals Evaluated:
The Evaluation Committee scored submissions for each interested vendor based on Project
ABM Year 1 Year 2 Year 3 Year 4 Year 5 Total Guaranteed 500,930$ 510,948$ 521,167$ 531,590$ 542,222$ 2,606,857$
Approach, Firm Qualifications, Proposed Staffing, and Guaranteed Revenue. The 2 highest scoring vendors, ABM and SP+, were invited to provide additional information in an oral interview format and asked for provide a best and final offer based on current pricing schedules ($4.00 for the West Lot and $5.00 for the East Lot). ABM provided the offer with the highest guaranteed annual revenue. The ABM project approach included a more simple approach to paying at the lot, pay by phone options, and increased revenue from advance reservations for charter bus parking. Management of the lots includes regular vehicle monitoring, and fare collection and reporting processes to ensure integrity.
R. Discussion of Nonresponsive Proposals: None
S. Protests Received: None
Recommendation for Award
ABM Parking Services is determined to have submitted a proposal that provides the best overall benefit to SORTA after all factors have been considered, has the capacity to perform this contract in all respects, and is recommended for award. Concur: _____________________________________ Date /8/2018 Project Manager Prepared by: _________________________________ Date 5/8/2018 Buyer/Purchasing Agent Reviewed and Approved: _______________________ Date /8/2018 Director of Procurement
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO. 2018-xx
APPROVAL TO EXERCISE SECOND YEAR OPTION FOR SYNTHETIC TRANSMISSION FLUID
WHEREAS:
1. In May 2017, by Contract No. 21-2017 SORTA entered a one (1) year agreement with Reladyne for the purchase of synthetic transmission fluid for an original contract amount of $84,146. 2. The original contract contained an option for a second year. 3. SORTA staff recommends that the Board approve the execution of the optional second year of the contract with Reladyne at a total cost up to $87,267, for a total contractual cost not to exceed $171,413. THEREFORE, BE IT RESOLVED: 4. The Board hereby approves the execution of the optional second year of the contract with Reladyne a total cost up to $87,267, for a total contractual cost not to exceed $171,413.
Attachments: Action Item
May 2018
ACTION ITEM- APPROVAL TO EXERCISE SECOND YEAR OPTION FOR SYNTHETIC TRANSMISSION FLUID
STRATEGIC PLAN GOAL / OBJECTIVE
RECOMMENDATION
Approval of a resolution authorizing the CEO/General Manager or the Executive VP, Deputy General Manager to execute an option to continue a contract for the purchase of synthetic transmission fluid with Reladyne for a second year on behalf of SORTA at a cost not to exceed $171,413 ($84,146 for year 1 and $87,267 for option year 2).
FINANCIAL CONSIDERATIONS
• This is a one (1) year option with a total expenditure of up to $87,267.
• This contract has been budgeted for 2018 and will be funded with operating funds.
BUSINESS PURPOSE
• To provide full synthetic transmission fluid for use in our fixed route vehicle fleet.
PROCUREMENT CONSIDERATIONS
• This is an indefinite delivery, indefinite quantity type contract with a firm, fixed unit price.
• This is an option for one (1) year, contract ending May of 2019.
• The initial contract was competitively bid via an Invitation for Bid (IFB) process. Initial bid submissions were evaluated and Reladyne was determined to have submitted the lowest responsive bid from a responsible bidder. Reladyne has the capacity to perform this contract in all respects and is recommended for the available option.
• The contract procurement summary is attached.
D/M/WBE CONSIDERATIONS
• The original solicitation was sent to 23 potential vendors, including 3 Disadvantaged Business Enterprises.
Attachments: Contract Modification
LEGAL CONSIDERATIONS
• Section 306.43 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services.
SUBMITTED BY:
John Edmonson Dwight A. Ferrell Director of Procurement CEO/General Manager
04/30/201
RESOLUTION NO. 2018-xx
WHEREAS:
1. In July 2017 the SORTA Board direct staff to begin optimization bus stop spacing, to potentially increase ridership by reducing the running time on SORTA’s bus service, and, if possible, to reduce the operating cost of SORTA’s bus service. 2. Specifications were prepared by SORTA staff a bus stop optimization project and sixty-nine (69) request for proposals according to those specifications was released to potential proposers. 3. Eight (8) proposals were received. SORTA staff reviewed the proposals and recommends that the Board award a two (2) year contract to Nelson Nygaard, at a total estimated cost not to exceed $247,321. THEREFORE, BE IT RESOLVED: 4. The Board hereby finds the proposal of Nelson Nygaard to be the proposal most advantageous to SORTA, price and other factors considered, and awards to it a contract for a of bus stop optimization project, at a total cost not to exceed $247,321.
5. The Board authorizes the CEO/General Manager, EVP/COO or the CFO/Secretary Treasurer to execute a contract with Nelson Nygaard on behalf of SORTA.
Attachments: Action Item
Procurement Summary
May 2018 ACTION ITEM- APPROVAL OF CONTRACT FOR A BUS STOP OPTIMIZATION PROJECT
STRATEGIC PLAN GOAL / OBJECTIVE
• Operational Excellence RECOMMENDATION Approval of a resolution authorizing the CEO/General Manager, EVP/COO, or the CFO/Secretary-Treasurer to execute a two (2) year contract with Nelson Nygaard on behalf of SORTA at a cost not to exceed $247,321.
FINANCIAL CONSIDERATIONS
• This is a new 2 year agreement with a total not to exceed expenditure of $247,321.
• This contract has been budgeted for 2018 and will be funded with 100% operating funds. BUSINESS PURPOSE
• The purpose of this project is to optimize SORTA’s bus stops to potentially increase ridership by reducing the running time on SORTA’s bus service, and, if possible, to reduce the operating cost of SORTA’s bus service.
• To create an inventory of existing bus stops, including amenities and accessibility considerations.
PROCUREMENT CONSIDERATIONS
• This is a contract for 2 years.
• Nelson Nygaard submitted the proposal most advantageous to SORTA in terms of price and all other factors considered.
• The contract procurement summary is attached.
Attachments: Procurement Summary
D/M/WBE CONSIDERATIONS
• This solicitation was sent to 69 potential vendors, including 39 D/M/WBE Enterprises.
• SORTA did not establish a DBE participation goal for this contract.
LEGAL CONSIDERATIONS
• Section 306.43 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services.
SUBMITTED BY:
Ted Meyer Dwight A. Ferrell Interim Director of Service Development CEO/General Manager Manager of Planning & Scheduling
Procurement Summary Report
Contract Information
A. Description: Provide SORTA with a plan for the design, analysis and implementation of a bus stop optimization project.
B. Contractor: Nelson Nygaard
C. Contract Amount: Not to exceed $247,321
D. Determination of Price Reasonableness: The price is determined to be fair and reasonable based on the following:
The price is in the middle of the range of price proposals received.
Firm Price Proposal AECOM $211,892 Foursquare $224,977 RLS $240,000 Nelson Nygaard $247,321 143 Engineers $275,000 WSP $275,305 TMD $439,141 KFH $455,879
Nelson Nygaard’s price proposal is 17% more than the lowest price proposal, but
45% less than the highest price proposal.
E. Contract Type: Firm-Fixed Price
F. Performance Period: 2 Years beginning on date of execution
G. Options Available: None
H. Funding Source: 100% Operating Funds
I. Budget: The cost of this contract is included in the operating budget in the amount of $147,321 for 2018 and $100,000 for 2019.
J. Participation by D/M/S/WBE Firms: None
Solicitation Information
N. Date and Time for Proposal Receipt: 2/9/2018 2:00PM
O. Number of Proposals Received: 8
P. Number of Proposals Received from D/M/WBE Firms: 3
Q. Proposals Evaluated:
Below is the scoring and price tabulation for the initial round of evaluations:
The 3 top ranked firms were asked to make presentations to the evaluation committee and subsequently asked to submit a best and final offer (BAFO). The BAFOs were scored by the evaluation committee which resulted in an award recommendation to Nelson Nygaard.
During the vendor interview process, the evaluation team raised questions with each vendor about the method of bus stop inventory and evaluation. The original Nelson Nygaard proposal performed the inventory and evaluation remotely via internet-based resources such as Google Earth. Without request and based on that discussion, Nelson Nygaard revised their Best and Final Offer to include a cost for in-field inventory and evaluation of bus stop locations, resulting in a higher final offer. The evaluation committee agreed that the revised approach justified the higher final offer and provided SORTA with the most value.
R. Evaluation Method: After evaluation, the proposal of Nelson Nygaard was determined to represent the best combination of technical quality, price reasonableness and the ability to meet the schedule. The evaluation committee was comprised of representatives from the Planning, Communications and Safety departments. The evaluation criteria are listed below in order of relative importance:
Project Approach Staffing Price Firm Qualifications
Firm Staffing
AECOM 550 235 840 550 2,175 2
WSP 525 220 840 475 2,060 3
RLS & Associates 500 200 880 475 2,055 4
Foursquare 513 205 800 525 2,043 5
KFH 550 230 800 350 1,930 6
TMD 500 210 800 275 1,785 7
143 Engineers 400 150 680 350 1,580 8
Firm Staffing
Nelson Nygaard 575 240 920 600 2,335 1 $247,321
WSP 525 210 800 425 1,960 2 $275,305
AECOM 525 225 600 425 1,775 3 $211,892
Nelson Nygaard’s proposal was ranked the highest by the evaluation committee and is recommended for award. Their proposal scored high by all 3 members of the evaluation committee on all 4 criteria. The evaluation committee noted the following as determining factors:
Firm has extensive experience in the transit industry Firm has a lot of experience with similar projects Project approach is very thorough Experienced project team Good overall value for the price
S. Discussion of Nonresponsive Proposals: None
T. Protests Received: None
Recommendation for Award
Nelson Nygaard is determined to have submitted a proposal acceptable to SORTA, cost and all other factors considered; it has the capacity to perform this contract in all respects and is recommended for award. Concur: _____________________________________ Date 4/30/2018 Project Manager Prepared by: _________________________________ Date 4/30/2018 Buyer/Purchasing Agent Reviewed and Approved: _______________________ Date 4/30/2018 Director of Procurement
BOARD OF TRUSTEES
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION NO. 2018-xx
ACCEPTING PUBLIC MEETING COMMENTS AND TITLE VI SERVICE EQUITY ANALYSIS AND
APPROVAL OF SERVICE CHANGES WHEREAS:
1. In January 2018, the Board was provided a summary of ridership on Routes 38X, 52X, 75X, and 81X, and other express routes performing below the Board approved key performing indicators (KPI) standard.
2. By Resolution 2018-02, the Board authorized staff to conduct five (5) public meetings in
February at various locations, for the purpose of receiving public comments on the proposed express service changes planned for implementation in August 2018.
3. Title VI of the Civil Rights Act of 1964 prohibits discrimination on the basis of race, color,
or national origin in any program or activity receiving federal financial assistance. As a recipient of funds administered by the US Department of Transportation, the Southwest Ohio Regional Transit Authority (SORTA) is subject to the regulations and guidelines set forth under Title VI. This includes the requirement to conduct a service equity analysis whenever a major service change is proposed.
4. Staff recommends that the Board accept the February Public Meeting Comments and Summary, and the attached Title VI Service Equity Analysis. Staff also recommends the Board approve the services changes as proposed, as these modifications will increase ridership and passenger revenue and reduce operating expenses. THEREFORE, BE IT RESOLVED:
5. The Board hereby accepts the attached transcript of the February Public Meeting
Comments and Summary and the attached Title VI Service Equity Analysis, and directs that the acceptance for the transcript be properly documented in the minutes of the SORTA Board meeting. The Board hereby receives and considers the public comments noted therein.
6. The Board approves the proposed service changes and authorizes the CEO/General
Manager and staff to implement such changes effective August 12, 2018.
Attachments: Action Item
Public Meeting Comments and Summary Title VI Service Equity Analysis
May 2018
ACTION ITEM – ACCEPTANCE OF PUBLIC MEETING COMMENTS AND TITLE VI EQUITY ANALYSIS FOR SERVICE AND APPROVAL OF EXPRESS SERVICE CHANGES FOR AUGUST 2018
STRATEGIC PLAN GOAL / OBJECTIVE
• Sustainability • Operational Excellence
RECOMMENDATION Staff recommends the SORTA Board accept the attached public meeting summary and comments and the attached Title VI Service Change Equity Analysis. Staff further recommends the SORTA Board approve the service changes proposed for Routes 38X, 52X, 75X, and 81X for implementation on August 12, 2018. FINANCIAL CONSIDERATIONS
• The proposed service changes will reduce operating expenses. The revenue and expense changes will be included in the 2019 budget estimate.
BUSINESS PURPOSE
• The proposed service changes will improve key performance indicators for these four underperforming express routes. These changes will reduce operating expenses. The changes are designed to minimize the loss of passengers and passenger revenue.
PROCUREMENT CONSIDERATIONS
Attachments: Proposed SORTA Board Resolution Public
Meeting Comments and Summary Title VI Service Equity Analysis
Final Recommendations for Express Route Optimization
www.go-metro.com
2
Final recommendations to low performing routes based on: - Public meetings – February 12th – February 21st (5)
- Public comments – 67 official comments
- Title VI Service Equity Analysis – Required for a major
service change
Title VI Service Equity Analysis
• A service equity analysis of the proposed route optimization was performed as required by the Civil Rights Act of 1964
• The purpose of the analysis is to determine if the proposed changes cause a disparate impact on the minority population or a disproportionate burden on the low income population.
• Three of the four routes have “major changes” proposed and are therefore required to have an equity analysis
• The analysis and report was done by a third-party consultant (KFH Group) • No disparate impacts or disproportionate burdens were found in the analysis.
3
Original Proposal: Rt. 38X Glenway Crossing - Uptown
• Eliminate 2 trips in the morning and 2 trips in the afternoon (Reduce frequency)
• Run only 4 trips in the morning and 4 trips in the afternoon
• Several local routes cover the majority of the Route 38X (Primarily Route 51)
4
Original Proposal: Rt. 52X Harrison Express
• Eliminate 1 trip in the morning and 1 trip in the afternoon (Reduce frequency)
• Run only 4 trips in the morning
and 4 trips in the afternoon
5
Original Proposal: Rt. 75X Anderson Express/Anderson Job Connection & Rt. 81X Mt. Washington Express
• Combine the routing of the 75X and the 81X
• Reduce the number of express trips that the 75X currently runs from 7 morning and 7 afternoon to 5 morning and 5 afternoon. No longer run reverse commute trips. (Reduce frequency)
• Service along Salem Road will have to catch the bus on the opposite side of the street compared to the current route 81X.
6
Top Public Comments Number of Comments
Trip times too long when 81X and 75X are combined 13
Change in routing for Salem Rd. riders is a problem 7
This change leave only 1 express route for Anderson Center Station PnR 6
Route Proposal Percent of comments
75X / 81X 77%
Alternative Proposal: Rt. 75X Anderson Express/Anderson Job Connection & Rt. 81X Mt. Washington Express
• Do not combine the 81X and the 75X
• Reduce the number of express trips that the 75X currently runs from 7 morning and 7 afternoon to 5 morning and 5 afternoon. No longer run reverse commute trips.
• 81X will continue to run along the same routing, and maintain 2 morning and 2 afternoon trips
• The schedules will stagger so that morning trips leaving Anderson Park and Ride for both the 75X and 81X are more evenly spaced apart
8
Estimated Net Ridership Change
75X $77,393 -10,319 (21.4% loss) 14.8 / 9.5
Alternative Proposal: Justification For Keeping 81X
• The majority of the comments received were in regards to the 75X/81X proposal.
• The original proposal has a counter-intuitive route design, in order to reduce costs.
• The original proposal does estimate a longer commute for approximately half of the riders on the 81X, the maximum being around 15 minutes one way.
9
Recommendations
10
Estimated Net Ridership Change
Estimated Change in KPI
(New/Current)
38X Original Proposal Cut 2 trips out of the AM and 2 trips out of the PM service $116,285 -7,841
(27% loss) 10.4 / 9.5
52X Original Proposal Cut 1 trip out of the AM and 1 trip out of the PM service $75,616 -4,064
(12.0% loss) 14.6 / 13.3
75X/81X Original Proposal
Eliminate the 81X and reroute the 75X to provide access for riders along Salem Road. Cut 2 trips out of the AM and 2 trips out of the PM service for the 75%
$287,112 -13,180 (27.4% loss) 18.4 / 9.5
Total Original Proposal Totals from the original proposal $479,013 -25,085
75X/81X Alternative Keep 81X as it is and cut 2 AM and 2 PM trips from the 75X and cut the 75 reverse commute trips
$77,393 -10,319 (21.4% loss) 14.8 / 9.5
Total Recommendation Use alternative proposal based on public comment and route design $269,294 -22,224
P&O Agenda (5-18)
Planning & Ops Minutes (4-18)
Attach- Bus & Shelter Advertising update (5-18)
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Attach- Route vs Run (5-18)
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April 2018Ridership Report
Action Item - Adpotion of the Green Cincinnati Plan (5-18)
Attach- Green Cincinnati Plan (5-18)
2018 Green Cincinnati Plan
PROCESS
80 Recommendations to Reduce CO2 80% by 2050
2018 Green Cincinnati Plan:80 Recommendations to Reduce CO2 80% by 2050
Slide Number 19
Attach- Green Cincinnati Plan Draft Motion (5-18)
2018-xx (5-18) Approval of the City Fiscal Year 2019 Streetcar Budget
APPROVAL OF CITY FISCAL YEAR 2019 STREETCAR BUDGET
WHEREAS:
2019 Connector Budget (5-18)
Fare Policy
2018-xx (4-18) Approval of Contract for Riverfront Transit Center Parking
Action Item - Approval of Contract for Riverfront Transit Center Parking (5-18)
Attach- Procurement Summary-Approval of Contract for Riverfront Transit Center Parking (5-18)
Recommendation for Award
2018-xx (5-18) Approval to Exercise Second Year Option for Transmission Fluid
Action Item- Approval to Exercise Second Year Option for Transmission Fluid (5-18)
Attach-Procurement Summary-Approval to Exercise Second Year Option for Transmission Fluid (5-18)
2018-xx (5-18) Approval of Contract for Bus Stop Optimization Project
Action Item- Approval of Contract for Bus Stop Optimization Project (5-18)
Attach-Procurement-Approval of Contract for Bus Stop Optimization Project (5-18)
2018-xx (5-18) Acceptance of Public Meeting Comments and Title VI Analysis for Service Changes and Approval of Express Service Changes for August 2018
Action Item - Acceptance of Public Meeting Comments and Title VI Analysis for Service Changes and Approval of Express Service Changes for August 2018(5-18)
Attach-Recommendations for Express Route Optimization (5-18)
Final Recommendations for Express Route Optimization
Recommendations to Express Route Optimization
Title VI Service Equity Analysis
Original Proposal: Rt. 38X Glenway Crossing - Uptown
Original Proposal: Rt. 52X Harrison Express
Original Proposal: Rt. 75X Anderson Express/Anderson Job Connection & Rt. 81X Mt. Washington Express
Public Comments Summary
Alternative Proposal: Rt. 75X Anderson Express/Anderson Job Connection & Rt. 81X Mt. Washington Express
Alternative Proposal: Justification For Keeping 81X
Recommendations