Transit Working Group

Transcription

1 Transit Working Group A documentation of existing issues, barriers and recommendations A collaborative document release by MassDOT - Rail & Transit Division & Regional Transit Authorities 1 May 18, 2012 Leading the Nation in Transportation Excellence

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3 Transit Working Group The Transit Working Group (TWG) was established by MassDOT Secretary Richard Davey (Rail & Transit Administrator Davey at the time) in June 2011 as a means to begin an effort to catalog existing issues and barriers among Regional Transit Authorities (RTA), MassDOT Rail & Transit Division (RTD), and other parties involved in the regional transit system. The TWG listed issues and barriers based on completion priority and ability to implement solutions. Four specialized committees were established and tasked to meet, document, and provide recommendations to solve the listed issues and barriers. This white paper represents the outcome of the completed work by the committees established as part of the TWG. As outlined during the TWG kick-off meeting, each committee had the following responsibilities: Catalog existing barriers, either organizational, legislative or past practice, that detract from the MassDOT common goal and mission; Recognize and respect the many cultures and differences; Identify which issues and barriers are actionable, either by changing business process, policy or legislation; Review the barriers and recommend specific and detailed remedies; Work together to develop and implement a detailed, realistic action plan and provide regular joint updates to stakeholders during development. Background & Moving Forward The TWG can become an important tool to address the many obstacles and issues that have materialized between the RTAs and RTD. Many of the obstacles and issues that have developed over the years can be attributed to both parties. Previous problems and conflicts continue to have an effect on communication, trust, and the ability to give and take to find mutually agreed upon solutions. This lack of trust has led to a stalemate in promoting regional transportation improvement strategies. This stalemate can be remedied only by optimizing RTD & RTA resources, increasing collaboration, and communicating effectively. Both parties share a common goal of improving regional transportation, and the establishment of this working group is a great first step in achieving this common goal. Leading the Nation in Transportation Excellence Ten Park Plaza, Suite 3910, Boston, MA Tel: , TTY:

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5 Committee Recommendations, Data & Action Calendar/SOP Committee The calendar and standard operating procedure (SOP) committee was established to address several problems related to issues resulting from a lack of timeliness and noncommunication between RTD and the RTAs. The problems arising from these issues include last minute contract changes, lack of clarity in funding levels and disbursement timeframe, lack of awareness of internal MassDOT processes, non-conforming and confusing grant application processes, excessive number of contracts, and a lack of standardized service data submissions. Many of these issues are directly attributable to a lack of clear and concise internal processes utilized by RTD as well as inadequate external communication. By addressing the inherent problems in the internal processes and external communication procedures used by RTD, many of these undesirable outcomes can be remedied. The committee has identified two major problems that relate to the issues of a lack of timeliness and inadequate communication: Problem #1: The first problem is the lack of a consistent and regular schedule for the disbursement of funding, contract letting, and project application submittal & change requests. Recommendations: 1. Synchronize state and federal funding periods by introducing a 15-month contract that will eliminate the need for last minute changes; What are the benefits? RTD will develop annual contracts for a period of 15 months instead of the standard 12 months. This will allow contract funds to easily roll-over into the next fiscal year. This change will save valuable personnel hours that are now required to make many complex, last-minute contract changes. However, any goods and services delivered after June 29 will be reduced from the capital allocation for the following fiscal year for that particular RTA. 2. Implement (to the extent feasible) a single grant application for all federal and state funding requests and a single contract for each type of federal and state program funding awards; What are the benefits? RTD will develop a single grant application for all federal and state funding programs and a single contract for each funding program.* This single application will standardize forms and minimize the time spent submitting applications. A single contract will minimize the number of contracts and lessen RTA and RTD workloads. * Inconsistent funding may not always allow for a single program contract. 2

6 3. Implement an annual program to track and predict current and future fiscal year capital spending, operating costs, and service data. This program will be known as the Regional Transit Outlook (RTO). Recommended Action: What are the benefits? RTD will develop the RTO to collect service data and capital & operating funding requirements. RTAs can use service data to determine best practices at each authority and help coordinate capital needs. This will also provide a uniform way of tracking individual and cumulative service data. Most importantly, this will help RTD tell the RTA story to MassDOT and the public by highlighting both issues and successes. Recommendation Development Status Action Complete Complete In Development RTD implemented with RTACAP contract amendments RTD released for FY13 competitive grant process RTD will brief RTAs and release with completion deadline Problem #2: The second problem is the lack of standardized procedures and predictability in process. This problem has arisen from the need for a clear understanding of the internal Rail & Transit Division process for annual budgetary recommendations, capital funding decisions, and the application and contract approval process. Recommendations: 1. Develop a Rail & Transit Division standard operating procedure (SOP) for all internal processes; What are the benefits? RTD will develop and SOP that can be used by both internal RTD employees and external stakeholders. This SOP will allow for more effective turnover between RTD staff by documenting common processes and problems. This document will also assist external entities in understanding the processes involved to apply for funding, how projects are approved, and expected deadlines to name a few. 3

7 2. Create annual calendar so all parties involved will have a clear and concise process timeline to follow. Calendar can be found in Appendix A. What are the benefits? The committee has developed a calendar that will document dates of importance relating to fund disbursement, application deadlines, MPO processes, award letter release, capital and service planning, contracting, project reviews, financial statement due dates, program guidance release dates, and important budgetary dates. This will provide clear month by month information for all processes and deadlines and will reduce the confusion associated with general state fiscal year processes. Recommended Action: Recommendation Development Status Action In Development Complete Release upon completion Attached in Appendix A 4

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9 Service Committee The service committee was established to address several problems relating to issues of previous service reductions, current service levels, and future transit needs. The results that stem from these issues include limited or non-existent night service (past 7-8 p.m.), Sunday service, and holiday service, as well as service frequency of 1 hour on the majority of RTA routes. The limited level of service that is currently provided makes public transit use difficult for those who wish to drive less, stop driving altogether, and is extremely problematic for those that are transit dependent. In many cases, morning service begins too late in the morning and ends too early in the evening to provide service for those who have a job that requires shift work. Public transit should be an affordable, efficient, and effective option for the traveling public; the current RTA service levels do not meet these goals. The majority of these results are caused by insufficient service funding levels. Operating assistance (State Contract Assistance) from the Commonwealth covers 40% of RTA operating costs and is in the top 20% nationally. 1 Even so, state funding should be increased in conjunction with local assessments and fare increases to provide a minimum base of service that includes nights, weekends, holidays, and increased frequency, especially during peak hours. These service levels can be achieved if the state, local municipalities, and RTAs all work together to increase the level of funding for regional transit. The committee has identified three problems that relate to the issues of service reductions, service levels, and transit needs. Full committee report can be found in Appendix B. Problem #1: The first problem is the need to restore and normalize transit funding to address previous service reductions, and much needed service increases during peak hours, nights and weekends. Recommendations: 1. Provide the top three service improvements for each RTA for FY13 and the predicted operating cost. What are the benefits? Each RTA has provided a list of their respective top three service improvements. This list shows a direct cost to implement service improvements for each RTA. By providing this list, any increase in funding will be directly connected to the service provided and provide for a clear understanding of what can be expected for service in the coming fiscal year. 1 National Transit Database,

10 RTA Improvement #1 BRTA BAT Extend and increase frequency of weekday service for all routes Continue funding for 1 route Net Cost (SCA only) Service Expansion Data Rolling Stock $1,603,347 $2,100,000 $50,000 N/A CATA 1 New route UNK N/A CCRTA 2 New routes $0 N/A FRTA GATRA LRTA Increase frequency for 6 routes Add Sun. service on several routes Increase Sat. service frequency $265,530 $850,000 UNK N/A $201,295 N/A Improvement #2 Extend weekend service for all routes Continue funding for Sat. evening & Sun. Service Increase frequency of 1 route Expand service on 1 route Create travel training program Add peak hour service in 2 cities Extend evening service for 5 routes Net Cost (SCA only) Rolling Stock $568,501 N/A $226,000 N/A UNK N/A $6,715 N/A $5,000 N/A UNK N/A $95,951 N/A VTA MVRTA MWRTA MART NRTA PVTA SRTA WRTA Holiday & Boston Commute Service Increase frequency on all routes Increase frequency of 5 lines 2 New routes, extend service on 2 routes Increase frequency on main line routes Extend service hours on all routes Extend evening service hours $64,070 N/A UNK No Data Submitted N/A $ N/A $371,364 $320, Min. weekday service for 3 routes Add Saturday service to 6 routes Increase frequency for 1 route Extend evening service hours $167,395 N/A UNK N/A (FY14) N/A N/A (FY14) $110,400 N/A $1,125,000 $5,040,000 2 new routes $600,000 $2,160,000 UNK N/A $500,000 N/A Add Sunday service to all routes Increase service frequency UNK N/A $150,000 N/A 6

11 Service Expansion Data (cont.) RTA Improvement #3 Net Cost (SCA only) Rolling Stock Net Cost (SCA only) Rolling Stock Cost Total Cost BRTA BAT CATA Increase frequency of 1 route Continue funding of 2 para-transit routes Increase frequency of 1 route $301,385 $270,000 $2,473,233 $2,370,000 $4,843,233 $27,000 N/A $303,000 $0 $303,000 UNK N/A UNK N/A UNK CCRTA 1 New route $45,741 N/A $52,456 $0 $52,456 FRTA GATRA Extend weekday & Sat. service hours Extend weekday & weekend evening service hours $166,686 N/A $437,216 $850,000 $1,287,216 UNK N/A UNK N/A UNK LRTA Not Requested N/A N/A $297,246 $0 $297,246 VTA No Data Submitted UNK N/A UNK MVRTA Add 2-hours of peak service to 11 routes $126,520 N/A $357,985 $0 $357,985 MWRTA Not requested N/A N/A UNK N/A UNK MART Expand service for 1 route N/A (FY14) N/A (FY14) $159 $0 $159 NRTA Not requested N/A N/A $481,764 $320,000 $801,764 PVTA Increase frequency of evening & weekend service $400,000 $1,800,000 $2,125,000 $9,000,000 $11,125,000 SRTA Add new routes UNK N/A UNK N/A UNK WRTA 1 New route $200,000 N/A $850,000 $0 $850,000 Totals: $7.38M $12.54M $19.92M 7

12 2. Provide a list of previously implemented fare increases, service improvement delays and service reductions for each RTA. What are the benefits? Each RTA has provided a list of fare increases, service improvements, and service reductions that they implemented over the past several years due to shortfalls in service funding. This list is helpful in providing specific examples of service reductions and actions that had to be taken that had an impact on already minimal service levels. Service Reduction Data Route Reductions Fare Increases RTA Route(s) Eliminated Route(s) Altered, Consolidated or Reduced Year Fare Increase (Fixed route) Year Fare Increase (Demand Response) Year BRTA 0 Changes made to $ $ None N/A 2011 several routes.55 - $ None N/A BAT $ $ $ $ CATA No Data Submitted CCRTA $ $ $ $ FRTA 2 Changes made to Increased on 2009 several routes two routes 2009 None N/A GATRA 2 Changes made to most routes 2008 None N/A None N/A LRTA 2 5 Since 2006 None N/A None N/A VTA No Data Submitted MVRTA $ $ $ $ MWRTA No Data Submitted MART $ NRTA No Data Submitted PVTA 3 Changes made to most routes $ $ $ $ SRTA No Data Submitted WRTA 9 Changes made to several routes Since 2006 None N/A None N/A 8

13 Recommended Action: Recommendation Development Status Action 1. Data collected from 14 of 15 RTAs 2. Data collected from 10 of 15 RTAs Request: $7.38M for increased service Request: $12.54M for new rolling stock None Required Problem #2: The second problem is the lack of service data. The lack of accurate and consistent service data can be attributed to many different issues including a shortage of personnel, a lack of clear and concise reporting requirements, and unnecessary duplication of work. What are the benefits? As outlined in the Calendar/SOP Committee, Problem #1 Recommendation #3, RTD will develop the RTO to collect service data and capital & operating funding requirements. RTD plans to use this data to uniformly track individual and cumulative service data, and publish data that highlights service improvements. Recommendation: 1. Collect data from RTAs through the RTO as recommended in the Calendar/SOP Committee. Recommended Action: Recommendation Development Status Action 1. In Development RTD will brief RTAs and release with completion deadline Problem #3: The third problem is elder service needs. This problem is related to the increasing number of elderly individuals who will require public transit services currently and in the near future. Creative methods need to be developed to address both the need for increased para-transit service and to ensure elderly individuals are made aware of the existing fixed route transit system that already operates. This problem coincides with the work of the ADA/Paratransit/HST Committee. 9

14 Recommendation: 1. Work with ADA/Para-transit committee to create elder service pilot programs. Recommended Action: What are the benefits? The committee will develop individual pilot programs for each RTA that will seek to address elder transit needs, while creating efficiencies in the delivery of ADA/Para-transit service. The goals of the pilot program are to educate, inform and make fixed route service easier to use for elderly individuals. The transition from driving to requiring public transit for mobility can be sudden and these pilot programs will attempt to address these sudden mobility changes. Recommendation Development Status Action 1. In Development TBD 10

15 Finance Committee The finance committee was established to address the many issues associated with the lack of timeliness of funding including: the inability to effectively plan service for the upcoming fiscal year; difficulty in implementing a competitive application process for annual service funding; difficulty in promoting annual budgetary discipline (higher cost of service requires additional state funding); inability to promote best practices for service delivery; perpetuating the necessity for each RTA to borrow for current service year operations. The majority of these results are caused by funding service costs retroactively rather than the current year. By addressing the retroactive payment issue, these unwanted results can be remedied. The committee has identified one major problem that relates to the issue of lack of timeliness of funding. Problem #1: The problem that was identified for the finance committee is funding in arrears. Recommendations: 1. Establish figure to provide forward funding, to include Revenue Anticipation Note (RAN) repayment and closing-out remaining RAN payments from previous fiscal years. This figure would include only the portion of RANs that covered State Contract Assistance (SCA); What are the benefits? This figure represents the total cost to retire FY12 RANs and other prior year SCA related unfunded deficits. By paying off this figure in full, RTAs will no longer be required to borrow in anticipation of future revenues for SCA. 11

16 RTA RAN FY12 RAN Repayment by 06/30/12 (including interest) Forward Funding Data: All RAN Interest SCA FY12 RAN Interest (SCA Only) Previous SCA Unfunded Deficits BRTA $5,900,000 $5,988,500 $88,500 $1,822,305 $27,335 $371,809 BAT $9,800,000 $9,909,435 $109,435 $4,946,664 $55,239 $142,279 CATA $3,200,000 $3,248,000 $48,000 $1,019,708 $15,296 $0 CCRTA $10,500,000 $10,659,615 $159,615 $3,232,358 $49,136 $0 FRTA $3,100,000 $3,136,769 $36,769 $731,982 $8,682 $251,912 GATRA $10,000,000 $10,149,589 $149,589 $2,681,180 $40,108 $89,488 LRTA $7,720,000 $7,850,000 $130,000 $2,609,224 $43,938 $609,289 VTA $4,250,000 $4,294,625 $44,625 $1,125,375 $11,816 $180,867 MVRTA $12,530,000 $12,685,755 $155,755 $5,211,126 $64,777 $923,923 MWRTA $7,150,000 $7,230,217 $80,217 $2,034,363 $22,824 $0 MART $19,500,000 $19,727,698 $227,698 $4,149,741 $48,456 $1,723,243 NRTA $1.900,000 $1,930,400 $30,400 $372,634 $5,962 $21,595 PVTA $35,300,000 $35,826,558 $526,558 $16,216,342 $241,894 $5,975,759 SRTA $8,700,000 $8, $89,979 $4,383,507 $45,336 $0 WRTA $17,750,000 $17,970,642 $220,642 $8,698,546 $108,128 $1,095,147 Totals $157,300,000 $159,397,782 $2,097,782 $59,235,055 $788,925 $11,385,311 RTA Forward Funding Options Previous SCA FY12 RAN Option # SCA (FY12) *SCA (FY13) Unfunded Interest Deficits Total Actual New Funding Required Option 1 $59,235,055 $59,235,055 $2,097,782 $11,385,311 $131,953,203 $72,718,148 Option # SCA (FY12) *SCA (FY13) FY12 RAN Interest (SCA Only) Previous SCA Unfunded Deficits Total Actual New Funding Required Option 2 $59,235,055 $59,235,055 $788,925 $11,385,311 $130,644,346 $71,409,291 Option # SCA (FY12) ^SCA (FY13) (4% Inflation) FY12 RAN Interest Previous SCA Unfunded Deficits Total Actual New Funding Required Option 3 $59,235,055 $61,604,457 $2,097,782 $11,385,311 $134,322,605 $75,087,550 Option # SCA (FY12) ^SCA (FY13) (4% Inflation) FY12 RAN Interest (SCA Only) Previous SCA Unfunded Deficits Total Actual New Funding Required Option 4 $59,235,055 $61,604,457 $788,925 $11,385,311 $133,013,748 $73,778,693 *Assumes level-funding. ^Includes 4% inflationary increase over FY11 SCA. 12

17 2. Establish individual RTA Enterprise Funds to retain revenue collected through RTA owned facilities; Argument for RTA Enterprise Funds: This would allow RTAs to retain revenue from facilities which the RTAs own, examples include parking revenue and leases. This revenue could be used to maintain and improve existing facilities. This revenue would be separate from the formula that calculates the annual Net Cost of Service. As of FY10, the RTAs collected $37.8M in directly generated revenue. By retaining this revenue, RTAs would be able to improve the upkeep of existing facilities. Argument against RTA Enterprise Funds: RTAs currently have two options to retain revenue from facilities. 1. RTAs are allowed to establish individual reserve accounts and retain any facilities amount (with board approval) collected in excess of the cost of operations, 2. RTAs are allowed to establish a pooled Stabilization Fund and retain up to 15% of facility revenues collected in excess of the cost of operations. These two options make an Enterprise Fund unnecessary. In addition, the creation of an enterprise fund would increase the Net Cost of Service by $37.8M, significantly increasing the demand for State Contract Assistance and MassDOT funding requirements by the same amount. 3. Ensure accurate local assessment figures are in RTA audits, and timely local assessment payments are made to RTAs for the purpose of reducing the lag between payment and year of service. What are the benefits? This would eliminate problems that have arisen between expected and actual local assessment payments. This would also eliminate the lag between payment of local assessments to the RTAs and the actual date of service provided. Local assessment payments are made by the Department of Revenue to RTAs (through MassDOT) on a quarterly basis. Currently there is a 24 month delay between service and payment. Local Assessment Data: 1. Audits for four RTAs have in the past provided either inaccurate or incorrectly labeled local assessment data. 2. Local assessment payments are made to RTAs on a quarterly basis and cannot be changed to lump-sum payments, based on state treasurer policy. 3. To reduce lag between payment and service, local assessments would have to be increased and phased in over a period of several years to reduce the increased assessment burden on municipalities. 13

18 4. Recommend several forward funding options and provide pros and cons of each option. With forward funding, State Contract Assistance would pay for the current year of service rather than the previous year of service. What are the options? Option 1: Direct appropriation to retire RANs and interest payments; Option 2: A&F bond for amount to retire RANs and interest payments and repay debt from the Commonwealth Transportation Fund (CTF); Option 3: A&F bond for amount to retire RANs and interest payments and repay debt from a portion of $15M in dedicated sales tax to RTAs; municipalities could option to cover shortfall in service funding; Option 4: Retire RANs and interest payments as part of larger package that addresses statewide transportation funding; Option 5: RTAs bond for amount to retire RANs and repay debt through increased SCA. Option # Pro Con Option 1: Option 2: Option 3: Option 4: Option 5: - Does not requiring bonding - Easiest to implement - Uses transportation revenue to pay for transportation funding - Uses dedicated revenue source to repay bond - Provides sound fiscal justification for small increase in bond cap - May lead to tighter link between local assessments and local service levels - Does not require additional bonding or large up-front payment - Can be part of entire transportation funding debate - Lumps RTA forward funding together with RTA service funding increases - Does not require commonwealth bonding - Requires large up-front payment - Requires increase to bond cap - May reduce operating transfer to MassDOT - Requires increase to bond cap - Reduces annual RTA operating assistance - May lead to increased local assessments to make up shortfall - Does not address the issue in a timely manner, kicks the can down the road - Lumps RTA forward funding together with RTA service funding increases - Bond repaid by commonwealth on annual basis, not by RTAs - Approves bonding authority for an additional 15 independent authorities 14

19 Recommended Action: Recommendation Development Status Action 1. Complete 2. Unable to Reach Agreement 1. Being Addressed Complete 3. Not Pursued Complete Request selection of one of the recommended forward funding options No action to be taken 1. RTAs will address with auditors. DOR will send an annual local assessment payment letter to RTAs to clarify expected payments. 2. No action to be taken 3. No action to be taken Request selection of one of the recommended options for FY13 15

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21 ADA/Para-transit/HST Committee The ADA/Para-transit/HST committee was established to address ways to find efficiencies, identify creative solutions and establish service requirements for ADA/Paratransit/HST service. In coordination with the service committee, the pilot programs that are developed will help test and refine methods of cost reduction and creative solutions to service delivery. Demand for elderly, ADA, Para-transit, and HST service continues to grow and must be addressed. The majority of these results may be achieved by increasing funding for demand response transit service. However, looking for ways to increase fixed route use, providing public transit outreach to the community, and streamlining demand response delivery are a few of the ways transit service can be improved. The committee has identified one major problem that relates to the issue of ADA/Para-transit/HST service Problem #1: The problem that was identified for the committee is cost control and lack of ADA/Para-transit/HST service. Recommendation: 1. Develop coordinated plan and funding options to address ADA/Paratransit/HST service needs including measures to restrain costs. Coordinated Plan Data: Committee has yet to submit data. Recommended Action: Recommendation Development Status Action 1. UNK TBD 16

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23 Calenar / SOP Committee Lynn Ahlgren CCRTA/MWRTA Matt Bamonte MassDOT Noah Berger FTA Mary Ellen Blunt CMRPC Sue Bristol MassDOT Joe Costanzo MVRTA (Chair) Tina Cote FRTA Sue Gallien MART Angela Grant VTA Mohammed Khan MART Paula Leary NRTA Ray Ledoux BAT Mary MacInness PVTA Bonnie Mahoney MART Charles Planck MBTA Finance Committee Lynn Ahlgren CCRTA/MWRTA Matt Bamonte MassDOT Noah Berger FTA Sue Bristol MassDOT Tom Coyne WRTA Angela Grant VTA Stephen O Neil WRTA (Chair) Linda Sacchetti BAT Patti Robitaille PVTA Committee Staff Service Committee Joe Costanzo MVRTA (Chair) Frank Gay GATRA Mohammed Khan MART Ray Ledoux BAT Mary MacInness PVTA Jim Scanlan LRTA ADA / Para-Transit / HST Committee Noah Berger FTA Tina Cote FRTA Bruno Fisher MART Frank Gay GATRA (Chair) Paula George CCRTA Michael Perreault FRTA Nicole Rohan PVTA Paul Talbot CATA RTD Community Transit Programs Unit Joanne Champa Program Coordinator Kyle Emge Manager of FTA Programs Lauren Richmond Capital & Finance Coordinator 17

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25 Appendix A RTA Program Development Calendar General State Fiscal Year Process Capital Operating Capital or Operating Planning Month RTACAP ITCCAP MAP SCA 5311 Rural Operating JARC/New Freedom MPO Process Contracts in place; projects active for current SFY Contracts in place; projects active for current SFY 7/15: 90% SCA contracts released and executed for RTA previous SFY funding Contracts in place; projects active for current SFY Contracts in place; projects active for current SFY MPOs vote to release FFY TIPs for 30 day public review. July August Q4 Program Update (previous SFY): Including spending projections and Regional Transit Outlook submittal 8/15: DOT makes budget request to ANF-based on adopted budgets for next SFY MPOs vote to approve 4 year FFY TIP September MPO adopts four-year TIP; MassDOT prepares fouryear STIP Purchase Order executed with vendor MassDOT incorporates TIPS into STIP and FTA/FHWA approves by October 1st. A - 1

26 October November December January Q1 Program Update: FTA program guidance released for current FFY, including Regional Transit Outlook submittal MPO Split Letters and FTA allocations issued RTD releases capital figures for next SFY RTAs begin update of Project Lists for next SFY Q2 Program Update: Including Regional Transit Outlook submittal RTD releases capital figures for next SFY MassDOT Community Transit Grant Program Application Released Vehicles begin delivery to grantees 10/1: RTA Financial Statement due to MassDOT 12/15: MassDOT releases remaining SCA balance for previous SFY funding RTD releases SCA figures for next SFY 1/28: Governor's budget released for next SFY A - 2 Rural Applications due from eligible RTAs Consolidated applications submitted to FTA RTD releases expected FTA funding levels MassDOT Community Transit Grant Program Application Released FTA: 5316/5317 Program funding guidance issued RTD releases expected FTA funding levels MassDOT Community Transit Grant Program Application Released MPOs meet at varying intervals throughout the year. Adminstrative modification (Minor adjustments) to the TIP can be made at a publically advertised meeting. Amendments (Major changes) require a vote for 30 day review, a public meeting, and a vote to approve. MPOs solicit for 5316/5317 applications JARC/New Freedom application cycles vary for PVTA, WRTA, CCRTA & Boston Region

27 February March April May RTD reviews and approves Project Lists for next SFY and sends to OTP Based on draft capital plans, RTA's consider joint procurement opportunities Q3 Program Update: Including Regional Transit Outlook submittal RTA's begin adoption of Capital Plans MassDOT provides final capital figures to RTAs for next SFY Comments on all applications due back to RTD by May 4. Inter-agency committee meets and reviews all applications. A - 3 RTD provides Community Transit Grant Program Application Training through MPOs RPAs work with DOT and RTAs to ensure fiscal constraint & accountablity for matching funds MassDOT works with RPAs to develop financial forecasts. RPAs provide 5316/5317 project rank & prioritization to RTD

28 June Awards letters issued for next SFY Contracts sent for next SFY Executed contracts returned to MassDOT RTA's complete adoption of Capital Plans for TIP/STIP Awards letters issued for next SFY Program Federal and State budget guidance due 5/15 Vehicle escalation and final pricing set with vendor Approved applications inserted in Project List for RTAs & forwarded to OTP Contracts sent for next SFY Executed contracts returned to MassDOT Contracts sent for next SFY Executed contracts returned to MassDOT A - 4 Awards letters issued for next SFY Approved applications inserted in Project List for RTAs & forwarded to OTP Contracts sent for next SFY Executed contracts returned to MassDOT Awards letters issued for next SFY Approved applications inserted in Project List for RTAs & forwarded to OTP Contracts sent for next SFY Executed contracts returned to MassDOT RTD & RPAs meet for Weeks of Review RPAs work with DOT and RTAs to ensure fiscal constraint & accountablity for matching funds RTAs provide final draft capital plan for next 4 year FFY TIP to RPAs

29 Program Development Calendar Comments NOTES: RTACAP/ITCCAP Problem: Fix: 1. State RTACAP/ITCCAP funds are available in the 7/1-6/30 timeframe. For example, 7/1/2011-6/30/ RTA's receive Federal Transit Funds on the 10/1-9/30 timeframe. For example, 10/1/2011-9/30/ MPO's adopt multi-year TIP/STIP based on Federal Fiscal Year. For example before 9/30/ RTACAP/ITCCAP must be expended within State Fiscal Year and cannot straddle two State Fiscal Years without separate RTACAP/ITCCAP contracts for each year. NOTES: SECTION 5311 Problem: Fix: funds for the Fiscal Year ending 6/30 are not received until 6-12 months after Fiscal Year end. 1. Accelerate process of application submittal by RTA's and submittal of 5311 application by MassDOT to FTA in order that 5311 funds are received with the Fiscal Year applicable. NOTES: SCA Problem: Fix: 1. RTA audits due 10/1 and disbursement of 10% SCA balance by 12/15; RTA's with completed audits must wait 75 days for release of SCA balance. 1. RTA's with completed audits receive 10% SCA balance within 45 days of completed audit. A - 5

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31 Appendix B SERVICE COMMITTEE REPORT PART I: Documentation of Service Reductions and Impacts Each Regional Transit Authority was requested to provide information regarding any service reductions and fare increases that have been implemented since FY The actions taken by each RTA are attached to this narrative. It s clear that the RTAs have taken positive steps to improve fixed route service efficiencies by eliminating unproductive service and to manage budgets and funding levels. However, over this timeframe, the basic components of service, span, frequency and coverage, have been severely compromised to where essential local and regional mobility has either been restricted or eliminated. Given the actions taken to date by the RTAs, any suggestion that RTAs can add or restore service by simply eliminating unproductive service is highly suspect and should be discarded from any present or future discussions regarding RTA service. A. MERRIMACK VALLEY REGIONAL TRANSIT AUTHORITY 1. Fixed Route Service Reductions since FY 2006 Route Action Taken Date Communities Affected Combined with Lawrence Route 7/1/08 Lawrence 38 Hampshire Street Summer Street Deleted 7/1/09 Haverhill Reduce Peak Hour Service by 7/1/09 Lawrence Lawrence-based Routes 2 Hours Haverhill- based Routes Adjust Wkday/Sat from 60 min.frequency to 90 min. 7/1/09 Haverhill 2. Fare Increase Fares increased on all routes from $1.00 to $1.25; Senior and Disabled from.50 cents to.60 cents plus all passes increased. Fare increase effective 7/1/2009 B - 1

32 3. Fixed Route Service Reductions between FY 2002 and FY A. Bus Service Route Action Taken Date Communities Affected 76 & 76A River Road Employment Deleted 7/1/02 Andover, Lawrence 52 Amesbury/Newburyport Deleted 1/7/02 Amesbury, Newburyport 42 West Methuen Converted to Ring & Ride 1/7/02 Methuen 22 Ballardvale Combined with Rte. 21 7/1/02 Andover 22 Ballardvale Converted to Ring & Ride 10/1/02 Andover 84 Liberty Tree Mall Deleted 7/1/02 Lawrence Combined with 29 Lawrence Intown 34 Prospect Hill 7/1/02 Lawrence 53 Newburyport Shuttle Deleted 7/1/03 Newburyport 4. Fare increase for Non-ADA Elderly Transportation Effective 7/1/02, $ $3.00 B. FRANKLIN REGIONAL TRANSIT AUTHORITY Service cuts, service improvement delays, and fare increases since 2006: In August 2006 FRTA consolidated Fixed Route, ADA, and Demand Response services with the former Greenfield Montague Transportation Area. With the consolidation there was no increase FRTA administrative staff and two operations management staff positions were laid off. In December 2008 the Department of Transitional Assistance terminated its contract with FRTA to provide transportation to employment and employment training programs. In February 2009 FRTA discontinued its Veteran s Transportation Shuttle to VA facilities across the Commonwealth. In September 2009 FRTA ended its fixed route service to the North Route (Greenfield to Northfield). Also in September 2009 FRTA implemented system-wide fixed route fare, schedule, and route changes increasing fares on two routes and eliminating zone fares on four others. In addition, since 1999 we have been relying on JARC funds to help sustain operation of our Route 32 (Greenfield to Athol), which has delayed other service improvements. C. LOWELL REGIONAL TRANSIT AUTHORITY Service Cuts since 2006: a. The LRTA Downtown Circulator Route (#09)-scheduled trips reduced by two (2) hours per weekday or 520 hours per year. B - 2

33 b. Route #12 -Tewksbury via Rte.38- reduced by 3 trips per weekday or 1,170 hours per year. c. Saturday service to Route #3, #4, #6 and # 9 reduced through the combination of routes. The effect was to eliminate two routes in total and weaken the service offered along all four routes. d. No general fare increases: Free transfers eliminated. College Semester pass discontinued. D. MONTACHUSETT REGIONAL TRANSIT AUTHORITY I. Since 2006 MART has made the following cuts, delays and fare increases: a. Leominster Loop (Routes 8, 9 & 10) the frequency was reduced from 60 minutes to 90 minutes in September The demand for an increase in geography on this frequently late loop meant either add 1 additional bus or a longer headway. Due to fiscal constraints MART was forced to go with the longer headway. The result was lower ridership. b. In March 2007 MART increased all our fares (fixed route and paratransit services) by 1/3 (.33%) - see attached. c. MART has also continued to postpone service expansion of nights and weekends. MART hopes, with increased funding, to expand service on weeknights to 10pm, do full days on Saturday instead of partial, and limited Sunday service (of which there is currently none) E. BERKSHIRE REGIONAL TRANSIT AUTHORITY Cost Efficiency Efforts FY 09 FY Increase base fare 49.33% on 8/15/05 2. Increase base fare 13.63% on 9/2/08 FY 12 Cost Savings Initiatives 3. Fixed route schedule efficiencies implemented on September 2011 projected annualized savings $159,000. B - 3

34 F. WORCESTER REGIONAL TRANSIT AUTHORITY Service Cuts/Improvement Delays/Fare Increases since 2006 Elimination of two (2) suburban routes (Routes 32 & 110) Elimination of Flexible Shuttle route Elimination of five (5) city routes (Routes 20, 8, 9, 10, 21) Reduction of frequency of service on most routes Reduction of service to specific locations on routes (Mill Pond Apts; Chandler/May St; Main Circle; Plantation St, Auburn Ind. Park) Elimination of afternoon specials Significant reduction in Elder Shopper Special grocery store service Elimination of AVCOA demand response service. G. PIONEER VALLEY TRANSIT AUTHORITY Service Reduction 21% of PVTA s service was eliminated from 2003 to 2005 as follows: Sunday service eliminated on most routes - Span of service reduced on few remaining routes Evening service - span of service reduced on most routes Holiday service - Reduced or eliminated on all routes Downtown Trolley Service - Eliminated East Longmeadow Route - Eliminated Industrial Park Service - Eliminated Saturday Service - Eliminated on three routes and reduced on two routes Day Time Service Levels - Reduced on ten routes Fare Increases July 2008 $1.00 to $1.25 Fixed Route $2.00 to $ 2.50 Paratransit July 2012 Fare increase will be recommended to Advisory Board $1.25 to $1.50 Fixed Route $2.50 to $3.00 Paratransit Less of an increase for Smart Cards H. CAPE COD REGIONAL TRANSIT AUTHORITY Service cuts effective March 1, 2008: Eliminate Hyannis Villager Reduce FLEX from 9 round trips to 6; Saturday service reduced. Boston Hospital Transportation (BHT) reduced from 5 to 4 days per week (Thursday service eliminated). Fare Increases effective March 1, 2008: Fixed route fares: all types (regular, senior, disabled, day pass, transit pass) of fares doubled (100% increase in price); monthly pass discontinued. B-Bus fares: 20% increase except monthly frequent rider ticket (both regular and people with disabilities and seniors over 60) ADA: 20% increase BHT: 20% increase B - 4

35 I. BROCKTON AREA TRANSIT AUTHORITY FARE INCREASES Amount Date Fixed route: March 28, 2011 Base adult fare: $1.00 to $1.25 Ashmont adult fare: $2.00 to $2.50 Paratransit/ADA September 21, 2009 Local one-way: $2.00 to $2.50 Out of town one-way: $3.00 to $3.50 Boston round trip: $7.50 to $15.00 Parking: All day: $2.00 to $3.00 August 29, 2009 SERVICE CUTS Brockton Route 2A eliminated. July 12, ,000 rev. hours/ yr., 2.5% of total fixed route. Eliminated Boston paratransit medical trips on Monday. September 21, 2009 J. GREATER ATTLEBORO-TAUNTON REGIONAL TRANSIT AUTHORITY In response to funding cuts GATRA has undertaken the following steps: In July of 2008 GATRA cut service system wide. Most routes saw changes in timing and length. Some routes were cut entirely including bus service between the Cities of Taunton and Providence, RI and the North Attleboro Senior Shuttle. Total service eliminated amounted to $340,000. In November 2008 Sunday service was eliminated from the Plymouth routes. The Plymouth Area Link was the only route GATRA operated that had Sunday service, which was in response to the high tourist concentration in that area. B - 5

36 PART II: FY 2013 Service Improvements The second task of the Service Committee was to request of each RTA their top three service improvements which would be implemented in upcoming Fiscal Year 2013 (7/1/2012 6/30/2013). Each RTA was given wide latitude to determine what their priorities would be and how best to implement each improvement. From the submitted information, each RTA seeks to improve fixed route bus service. These actions either restore service that was eliminated in the past and/or improve bus line service with a combination of span, frequency, and coverage improvements. Several RTAs do require the acquisition of rolling stock to actually implement some of these improvements. This requirement underscores the importance of developing and implementing a coordinated and aggressive five-year operating and capital program. The RTAs would take the lead in preparing their operating and capital plans and work with various partners to implement these plans. The end product at the end of this five-year time period would be improved local and regional mobility. A. MERRIMACK VALLEY REGIONAL TRANSIT AUTHORITY 1. Provide bus service on the following holidays on a Saturday Service Schedule: Veteran s Day Martin Luther King Day Patriot s Day and add Boston Commuter Service on present weekday schedule Estimated Cost: $152,270 Estimated Revenue $ 22,840 Estimate Net Cost $129, 430 Federal: $32, 615 Local: $32, 745 SCA: $64, Provide 30-minute service for the entire service weekday on the following routes: B Estimated Cost: $397,840 Estimated Revenue $ 59,675 Estimate Net Cost $338,165 Federal: $ 85, 215 Local: $ 85, 555 SCA: $167,395 6

37 3. Restore two hours of peak hour service in eleven Lawrence-based routes eliminated in FY Estimated Cost: $300,700 Estimated Revenue $ 45,105 Estimate Net Cost $255,595 Federal: $ 64, 410 Local: $ 64, 665 SCA: $126, 520 B. FRANKLIN REGIONAL TRANSIT AUTHORITY Top three service improvements or service restorations: 1. Increased fixed route frequencies to average 30 minute headways on Route 21 and Route 22, 60 minute headways on Route 31 and Route 32, and 120 minute headways on Route 23 and Route 41 (first bus departing at 5:00am and last bus retuning at 7:15pm). Currently the total number of actual fixed route operating hours is per day and the proposed increase to fixed route frequencies would be approximately hours per day. The additional cost equates to approximately $1,219,425 per year. Current fixed route revenues are approximately 12.90% of the total cost of operation. This would require an additional increase in assistance of approximately $1,062,119, which we would anticipate would come from 5311 (50%), SCA (25%), and Local Assessments (25%). With this there would be a need to purchase additional buses and onboard fixed route equipment (fare box, cameras, AVL, etc.), in which we would use approximately $850,000 for ft transit buses and onboard equipment with RTACAP. This would not only improve service options to our existing customer base, but would also allow for us to appeal to commuters travelling to Northampton and Amherst, college students to UMass and GCC, more freedom for seniors to travel around the region without having to rely on more costly paratransit services, as well as zero-car households and the general public having reasonable public transit access to local shopping, medical, and other services. 2. Create travel training program to help transition paratransit riders onto the fixed route system. After implementing service improvement #1 above, we could train our current ADA Coordinator to become a travel trainer. This would be used to help transition paratranist riders, both ADA and Demand Response, to learn to use the fixed route for some or all of their trips. The cost would be minimal, probably less than $5000 to send staff to the training, cover travel and lodging expenses, and for marketing and promotion of this new program. The expenses, most of which would be one-time expenses, could potentially be covered within our operating budget. Having increased fixed route service and a travel training program would help get current paratransit riders onto the fixed route thereby allowing us to expand our B - 7

38 paratransit services to seniors, disabled, and low income people in towns that do not have fixed route service. 3. Expand fixed route service hours during the week and implement Saturday fixed route service. Currently we do not operate fixed route service after 7:15pm during the week or on the weekends. Extending fixed route service to cover 2 nd and 3 rd shift times would add an additional hours per day, and operating hourly fixed route service on Saturdays from 8:00am to 2:30pm would add an additional hours per day. This additional cost equates to approximately $765,491 per year. Assuming revenues following current trends as stated above, this would require an additional increase in assistance of approximately $666,743, which we would anticipate would come from 5311 (50%), SCA (25%), and Local Assessments (25%). There is no anticipated need for additional capital purchases with this service enhancement. This would allow for people working during the day to access shopping and other services after work, allow for access to employment for people working 2 nd and 3 rd shifts, and allow riders access to public transportation on the weekends for shopping, medical, and other social events. C. LOWELL REGIONAL TRANSIT AUTHORITY Service Improvements Proposed: 1. Saturday Service trip schedule would be changed to add better trip frequency along all operated routes. The schedule now operates 3/4 of the weekday routes at about half the weekday service frequency. Also, the LRTA's existing Saturday service operates 183 less vehicle hours than the normal weekday service. The added cost to implement this Saturday service upgrade would be approximately $623,203 per service year. The funding sources normally needed to offset this additional cost would be Federal (21.5%) or $ 133,989; State Contract Assistance (32.3%) or $ 201,295; Farebox recovery (14%) or $ 87,248 and Local Assessments (32.2%) or $ 200, Evening Service added to five existing key routes. These routes would service the main shopping malls; downtown Lowell ; UMass and Middlesex Community College activities; MBTA commuter rail connections;tsongas Arena and Lelacheur Park for all major events. The added cost to implement this would be approximately $ 297,063 per service year. The funding sources breakdown normally needed is detailed in Section 1. above. B - 8

39 D. MONTACHUSETT REGIONAL TRANSIT AUTHORITY I. The Top 3 Service Improvements or Restoration MART hopes to implement with an increased SCA are as follows: a. Restore the Leominster Loop back to a maximum 60 minute frequency. Adding an additional bus will allow MART to reduce the headway of Routes 2 (Main line) and 9 (Monument Sq-Wal-Mart) to a 45 minutes headway two buses headed in opposite direction. This will also allow 8 & 10 to return to a 60 minute loop and add the Senior Center (just north of the Square) as a Bus stop. MART needs to restore as soon as possible (current fiscal year). b. Increase current Fitchburg in-town route to include the new Commuter Rail Station (Wachusett) in West Fitchburg. c. Service expansion of the Commuter Bus route from Gardner to Wachusett Station. No capital is needed at this time. However an additional coach will be needed in FY14 (October 2013) when Wachusett Station opens in order to accommodate the service expansion mentioned above. The operational costs for one additional fixed route bus and one ADA van for one year is $390,456 with a net cost of service (NCOS) or $271,445 after federal assistance (17.56%) and farebox revenue (12.92%) are deducted. This NCOS would require an SCA increase or $158,802 just for point (a.) above. E. BERKSHIRE REGIONAL TRANSIT AUTHORITY Service improvements BRTA would implement: 1. Increase service to 11PM on weekdays with 30 minute headways. Projected additional operational cost of $6,413,387 with additional capital costs for vehicles of $2,100, Increase Saturday service to 10 PM and Sunday service 9 AM 9PM for additional operational cost of $568, Increase service along Route 7 from Williamstown to Pittsfield for additional operational cost of $1,205,538 and capital cost of $270,000 B - 9

40 F. PIONEER VALLEY TRANSIT AUTHORITY Service Improvement Priorities 1. Increased Frequency on main line routes: Total SCA & Local Assessment Cost: $2,250,000 Capital Cost: eight 40 ft. buses and 4 articulated Revenue Projection: $187,500 Service Benefit: required to attract Choice Riders, seniors and people with disabilities. Would eliminate the current issue of over-capacity leaving people behind and that s for transit dependent rider. 2. Two new cross-town Routes in Springfield (as opposed to the current hub and spoke) Total SCA & Local Assessment Cost: $1,200,000 Capital Cost: 6 40 ft. buses Revenue Projection: $112,500 Service Benefit: required to attract Choice Riders, seniors and people with disabilities. Reduce transfers and better access for current transit dependent riders. Target large employers and shopping centers. Would allow riders to avoid going through Springfield bus terminal which is in disrepair and minimal security. 3. Increased Evening & Weekend Service Total SCA & Local Assessment Cost: $800,000 Capital Cost: five 40 ft. buses Revenue Projection: $95,000 Service Benefit: Improved access for 2 nd, 3 rd shift and weekend workers. Much needed service for Springfield area Colleges. G. WORCESTER REGIONAL TRANSIT AUTHORITY Late Night Service o Total Cost: $500,000 o Capital Cost: None o Revenue Projection: $56,000 o Service Benefit: Tremendous service benefit for 2 nd and 3 rd shift workers, particularly service workers in Worcester s 3 hospitals, as well as retail and manufacturing workers (est.75,000 trips/year) B - 10

41 Increased Frequency of Service o Total Cost: $150,000 o Capital Cost: One additional vehicle; Already available o Revenue Projection: $50,000 o Service Benefit: Increase in ridership due to increased service and increased ability to make transfers to other buses and commuter rail (est. 66,000 trips/yr) New Route: Union Station/Hospital/College/YMCA/Greendale Mall o Total Cost: $200,000 o Capital Cost: One additional vehicle; Already available o Revenue Projection: $28,000 o Service Benefit: New route would complement new downtown development area at Union Station, including hospital and pharmacy college, as well as provide direct service for high demand-response destination for disabled to rehabilitation services & shopping (est. 37,000 trips/yr) H. NANTUCKET REGIONAL TRANSIT AUTHORITY New Service: $373,640 4 additional vehicles, includes vehicles and ITS equipped - $920,000 service areas no currently serviced would benefit residents and visitors; direct employee bus would benefit downtown workers and reduce traffic congestion and provide parking opportunities; extended Jetties Beach service would provide downtown parking opportunities in the evening hours benefiting restaurants and downtown businesses, residents and visitors; extended hours would benefit 2 nd shift workers, businesses and restaurants. Extended Hours: $110,400 no additional capital required Total operating costs $530, % - $371,364 Local Assessment at 30% - $159,156 I. CAPE ANN TRANSIT AUTHORITY 1. A direct fixed route service from Rockport to Gloucester Crossing, a new shopping center located on Route Expanded business express from downtown Gloucester to the 5 elderly housing projects, hospitals, Community Health Center and Gloucester Crossing. Frequency would be increased from one hour to every half hour. 3. Increased frequency service from downtown Gloucester to downtown Rockport via Thatcher Road. B - 11

42 J. METROWEST REGIONAL TRANSIT AUTHORITY Three Service Improvements: 1. Provide service at 30-minute headways on all routes. (Currently, with the exception of commuter shuttles, our routes have headways of one hour or greater) 2. Provide Saturday service to all of our towns. (Presently, the MWRTA provides Saturday service on 4 of 10 routes) K. SOUTHEASTERN REGIONAL TRANSIT AUTHORITY Three Service Improvements: 1. Provide longer span of service after 6 p.m. 2. Provide Sunday service. 3. Expand services for areas that are presently underserved. L. CAPE COD REGIONAL TRANSIT AUTHORITY The service improvements we have planned include the creation of two new Upper Cape fixed route services, and additional day of service for our Boston Hospital Bus and a new Hyannis Villager fixed route service. Bourne/Falmouth: Total: $139,989 (CMAQ) Fare revenue: $17,500 Fed. $122,489 SCA $0 LA $0 Bourne/Sandwich Total: $141,068 (CMAQ) Fare revenue: $17,500 Fed. $123,568 SCA $0 LA $0 B - 12

43 Additional day of service for our Boston Hospital Transportation (BRT) Total: $28,484 Fare revenue: $9,500 Fed. $8,994 SCA $6,715 LA $3,275 Hyannis Villager: Total: $170,000 Fare revenue: $40,684 Fed. $61,267 SCA $45,741 LA $22,308 Capital cost for startup should be minimal if current rolling stock is used. M. BROCKTON AREA TRANSIT AUTHORITY Rockland deviated fixed route service. JARC funding expires 9/30/2012. Cost: $50,000/yr. Sunday fixed route and ADA service: JARC funding expires 8/31/2013. Cost: $190,000/yr. Saturday evening fixed route and ADA service: JARC & New Freedom expires 8/31/2013. Cost: $36,000/yr. Avon/Stoughton paratransit service: New Freedom expires 6/30/2013. Cost: $12,000/yr. Easton paratransit service: New Freedom expires 12/31/2014. Cost: $15,000/yr. Continuation of MAP vehicle replacement for paratransit services, BAT and communities. Seven vehicles per year, $450,000/yr. B - 13

44 N. GREATER ATTLEBORO-TAUNTON REGIONAL TRANSIT AUTHORITY GATRA would like to see the following improvements/restorations: Restoration of Sunday service during the tourist season in the Towns of Plymouth, Marshfield and Wareham. There is currently no peak hour service in the two larger urban areas, Taunton and Attleboro. This limits opportunities for individuals to use public transportation to get to and from work, school or training. Funding to add peak hour service on special routes would provide more opportunities for such individuals to use public transportation. In regard to longer hours of operation, most of our service currently ends by 5:30 pm or 6 pm during the week and even earlier on Saturday. Providing longer hours of operation give individuals the opportunity to use public transportation to and from employment opportunities. Limited Sunday service in core areas should also be considered. There is no Sunday service anywhere in the GATRA region. This would provide many opportunities again for work or other social recreation type purposes. GATRA has several summer tourist areas, especially in the Town of Plymouth. GATRA has wanted to work with the town and operate more service for both Plymouth residents and the tourist communities. This could be undertaken not only in Plymouth but Wareham and other tourist based communities. Restoration of night service for employment purposes in the two Cities service. B - 14

45 PART III: The Service Committee will coordinate with the ADA Paratransit Committee to empower each RTA to develop pilot programs to address Senior Citizen Mobility. These pilot programs will be right-sized for each RTA and developed in consultation with local organizations representing senior citizens B - 15

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