bay transit transit development plan: fiscal years … · bay transit transit development plan:...

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October 2009

Bay Transit i October 2009 Transit Development Plan: FY 10‐15

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1.1 History ............................................................................................................ 1‐1

1.2 Governance .................................................................................................... 1‐2

1.3 Organizational Structure ................................................................................ 1‐4

1.4 Transit Services Provided and Areas Served .................................................. 1‐6

1.5 Fare Structure ................................................................................................ 1‐7

1.6 Fleet ............................................................................................................... 1‐7

1.7 Existing Facilities ............................................................................................ 1‐7

1.8 Transit Security Program ............................................................................... 1‐8

1.9 Public Outreach .............................................................................................. 1‐8

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2.1 Goals and Objectives ...................................................................................... 2‐1

2.2 Service Performance Standards ..................................................................... 2‐5

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3.1 Historical and Existing Service Perspective .................................................... 3‐1

3.2 Peer System Review ....................................................................................... 3‐4

3.3 Public On‐Board Passenger Survey ................................................................ 3‐6

3.4 Level of Support for Transit ........................................................................... 3‐9

3.5 Focus Groups and General Community Input ............................................. 3‐10

3.6 Recent Changes in Patronage, Operating Costs, and Operating Revenue .. 3‐11

3.7 Deviations from Service Standards and Potential Remedies ...................... 3‐14

3.8 Potential Solutions to Gaps or Service Deficiencies .................................... 3‐17

3.9 Potential Remedies for Equipment and Facility Deficiencies ...................... 3‐17

3.10 Title VI Report and FTA Quadrennial Review .............................................. 3‐18

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4.1 Demographic Analysis of Anticipated Population

and Employment Changes ............................................................................. 4‐1

4.2 Potential Service Expansion and Facility Needs ............................................ 4‐6

Bay Transit ii October 2009 Transit Development Plan: FY 10‐15

4.3 Estimates of Capital and Operating Costs for Identified Improvements ..... 4‐14

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5.1 Service Recommendations ............................................................................ 5‐1

5.2 Facility Recommendations ............................................................................. 5‐2

5.3 Other Recommendations ............................................................................... 5‐4

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6.1 Vehicle Replacement Program ...................................................................... 6‐1

6.2 Facility Improvement Program ...................................................................... 6‐1

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7.1 Operation and Maintenance Costs and Funding Sources ............................. 7‐1

7.2 Bus Purchase Costs and Funding Sources ...................................................... 7‐5

7.3 Facility Improvement Costs and Funding Sources ......................................... 7‐6

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8.1 Coordination with Other Plans and Programs ............................................... 8‐1

8.2 Service Performance Monitoring ................................................................... 8‐2

8.3 Annual TDP Monitoring ................................................................................. 8‐2

AAppppeennddiicceess

A. FTA Triennial Review Report*

B. Title VI Report*

C. Fleet Inventory from DRPT’s On‐Line Grant Application System (OLGA)

D. Operating and Capital Expenses and Revenues – A 3‐Year Retrospective

E. Transit Rider On‐Board Survey Results

F. Stakeholder’s Meeting Minutes: March 12, 2009

*Currently defined as a service that is provided in a rural portion of the Commonwealth, Bay Transit is not required to prepare and submit its own separate Title VI report or the associated FTA Quadrennial Review; therefore, Appendix A and Appendix B are not included as part of this document.

Bay Transit iii October 2009 Transit Development Plan: FY 10‐15

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Table 1‐1. Bay Transit Fare Structure Table 3‐1. Operating Statistics for Bay Transit, FY2006‐FY2008 Table 3‐2. Peer Group Comparison Summary Table 3‐3. Bay Transit System Revenues and Operating Assistance FY2006‐FY2008 Table 3‐4. Allocation of Net Operating Assistance FY2006‐ FY2008 Table 4‐1. Present Day Population and Employment Summary Table 4‐2. Future Year Bay Transit Service Area Population Estimates (All Ages) Table 4‐3. Future Year Bay Transit Service Area Population Estimates of Elderly Persons

(65 or Older) Table 4‐4. Bay Transit Fleet Replacement Program, FY2009‐FY2015 Table 4‐5. Estimated Cost of Base Fleet Vehicle Replacement Program, FY2009‐FY2015 Table 4‐6. Operating Statistics of Bay Transit, FY2008‐FY2015 Table 4‐7. System Revenues and Operating Assistance of Bay Transit, FY2008‐FY2015 Table 4‐8. Estimated Annual Operating Miles of Proposed Fixed Routes Table 4‐9. Estimated Cost per Revenue Mile of Proposed Fixed Routes Table 4‐10. Estimated Annual Operating Miles of Proposed Fixed Routes Table 4‐11. Capital Cost of Proposed Fixed‐Route Service Expansions Table 4‐12. Total Annual Cost of Proposed Fixed‐Route Service Expansions Table 4‐13. Cost Estimate for Computerized Scheduling and Dispatching System Table 4‐14. Annual Passenger Estimation for Bay Transit Table 7‐1. TDP Financial Plan for Funding Annual O&M Costs Table 7‐2. TDP Financial Plan for Funding Bus Purchases Table 7‐3. TDP Financial Plan for Funding Facility Improvements

Bay Transit iv October 2009 Transit Development Plan: FY 10‐15

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Figure 1‐1. Counties Served by Bay Transit Figure 1‐2. Bay Transit Organizational Chart Figure 3‐1. Annual Passengers, FY 2006‐FY 2008 Figure 3‐2. Annual Operating Costs, FY 2006‐FY 2008 Figure 3‐3. Cost Per Passenger, FY 2006‐FY 2008 Figure 3‐4. Peer Comparison Figure 3‐5. Bay Transit System Revenues and Operating Assistance FY2006‐FY2008 Figure 3‐6. Allocation of Net Operating Assistance FY2006 – FY2008 Figure 4‐1. Projected Population (All Bay Transit Service Jurisdictions) Figure 4‐2. Proposed Fixed‐Route Services Figure 4‐3. Northern Neck Proposed Fixed Transit Routes

Bay Transit 1‐1 October 2009 Transit Development Plan: FY 10‐15

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Bay Transit began its operations in 1996 in Gloucester County, in the coastal area directly east of Richmond, Virginia.

From its beginning, Bay Transit has been an operating division of Bay Aging, a multi‐county Area Agency on Aging. Bay Aging initiated the transit service with one bus and provided only two days of demand‐responsive, door‐to‐door type service per week, with a focus on the provision of basic transportation services to residents of Gloucester County.

Service soon grew to a fleet of two buses in 1998, and it has continued to steadily expand over the years. Through the use of a rural public transportation demonstration funding grant from the Virginia Department of Rail and Public Transportation (DRPT), which required a five percent local government match, service was expanded first into Lancaster County and then in December 1999 into Essex County.

Bay Transit’s new transit service enjoyed interest and support from the public. Citizens of the local governments asked County supervisors to request transit service from Bay Transit. Bay Transit would typically provide service on a demonstration basis, and then would continue to operate these services with the use of federal, state, and local government financial support to supplement passenger fares. Currently, local government financial support represents 25 to 30 percent of annual operating expenses.

With the good reputation for quality service developed during the initial years of the operation, Bay Transit has continued to look for ways to expand their services. Initially, the individual counties imposed service restrictions that essentially created a group of ten separate small systems. However, inter‐county on‐demand service was soon requested and service demands for the local community colleges increased in Gloucester County and Richmond County.

Today, Bay Transit operates on‐demand public transportation services in 12 counties: Charles City, Essex, Gloucester, King and Queen, King William, Lancaster, Mathews, Middlesex, New Kent, Northumberland, Richmond, and Westmoreland. Bay Transit also serves the towns of West Point and Colonial Beach and runs seasonal trolley service in the towns of Kilmarnock, Irvington, White Stone, Urbanna, and Colonial Beach.

Based on 2000 Census data, the 12‐county area served by Bay Transit, shown in Figure 1‐1, covers approximately 2,700 square miles and has an estimated population of approximately 150,000 people.


Figure 1‐1. Counties Served by Bay Transit

From its initial fleet of just a few vehicles, Bay Transit has grown to now include in 2009 a fleet of 68 vehicles comprised of 12 to14 passenger handicapped accessible buses, vans, trolleys, and service and support vehicles that serve all ages of passengers and all trip purposes.1 The system carried over 156,000 passenger trips in 2008.

Recently, on April 27, 2009, Bay Transit broke ground for a new operations and maintenance facility at 111 Commerce Parkway in the Commerce Park of Warsaw. The almost 11,000 square foot facility will include an area for operations and dispatch, as well as a fleet maintenance shop.

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The operation of Bay Transit is managed by Bay Aging, the regional Area Agency for Aging (AAA). Bay Aging is a nonprofit organization that provides services for older adults and persons with disabilities of all ages in the Middle Peninsula and Northern Neck regions of the Commonwealth.

1 NOTE: Seven of the 12 to 14 passenger vehicles will be sold in the summer of 2009.


The Bay Aging Board of Directors consists of one director from each of 10 counties and one member‐at‐large, as shown below.

Bay Aging Board of Directors

2008 - 2009

Mr. Luther J. Derby, Jr. Essex County P. O. Box 267 Tappahannock, VA 22560 Mr. Joseph Curry Lancaster County P. o. Box 737 Kilmarnock, VA 22482 Mr. Ed Clayton Mathews County 1205 Aarons Beach Road Diggs, VA 23045 Mrs. Carolyn Gray, Secretary Richmond County 3945 Folly Neck Road Warsaw, VA 22572 Dr. Elton Smith, Jr. King & Queen County P. O. Box 27 Shacklefords, Virginia 23l56 Mr. Kenneth E. Smith, Treasurer Gloucester County 7083 Tracey Court Gloucester, VA 23061 Mrs. Diana Pitts Middlesex County P. O. Box 191 Urbanna, VA 23175 Mr. Manuel Haynie, Vice Chairman Northumberland County Bayside Realty P. O. Box 281 Reedville, VA 22539 Ms. Sara Looney Westmoreland Co. 3 Marshall Avenue Colonial Beach, Va. 22443


Mr. Jim Mickens, Chairman King William Co. 1809 Churchville Road West Point, VA 23181 Mr. James N. Carter, Jr. At Large Board Member P O. Box 300 Irvington, VA 22480

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Bay Aging supervises the operation of Bay Transit. A senior manager from Bay Aging serves as the overall Transit Director, with two Division Managers responsible for the management of the day‐to‐day operations of Bay Transit.

There are five major operations/dispatch offices for Bay Transit. These offices are located in Essex County, Gloucester County, Lancaster County, the Town of Colonial Beach, and New Kent County. Each office has a Regional Operations Supervisor who reports to the respective Division Manager.

Currently, Bay Transit has a total of 90 employees. Of this total, 16 are full‐time and 74 are part‐time employees. The latter group primarily represents the vehicle drivers. The full‐time staff constitutes the management, administration operations, scheduling personnel, and some full‐time drivers. All of these individuals are employees of Bay Aging.

An organization chart for Bay Transit is shown in Figure 1‐2 below.


Figure 1‐2. Bay Transit Organizational Chart


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Areas Served. As shown in Figure 1‐1 in Section 1.1, the service areas include the counties of Charles City, New Kent, Essex, Gloucester, King and Queen, King William, Lancaster, Mathews, Middlesex, Northumberland, Richmond, and Westmoreland and the Towns of West Point and Colonial Beach.

Transit Services Provided. Bay Transit currently provides on‐demand services in all counties within the Middle Peninsula and Northern Neck Planning District Commission (PDC) regions from 6:00 AM to 6:00 PM, Monday through Friday. Riders are requested to call Bay Transit at least 24 hours in advance of the scheduled appointment. In 2008, Bay Transit provided over 156,000 passenger trips, with over half of these being work‐related trips. It is estimated that the average one‐way distance of the typical passenger trip provided by Bay Transit is between 9 and 12 miles. Bay Transit buses offer fixed‐route service in the towns of Colonial Beach and West Point. Three trolleys provide fixed‐route service in the towns of Kilmarnock, Irvington, White Stone, Colonial Beach, and Urbanna during the summer months and some fall and winter holiday weekends. The availability of Federal Job Access and Reverse Commuting (JARC) program funding has been important in recent years for the operation of Bay Transit. With this funding and the local government funding match, Bay Transit was able to operate late evening services (6 PM to 8 PM). When the JARC funding ended, Bay Transit was forced to eliminate the late evening services. Previously provided midday services also were reduced. Work trip‐related transit services are now being primarily provided only during the AM and PM peak periods.

Several years ago, Bay Transit developed an initial plan for potential system growth, but recent limitations on funding provided by the different federal, state, and local government agencies is the major constraint on the ability to expand the services beyond what is presently being provided. As described above, Bay Transit has had to eliminate some previously operated services due to program funding restraints. While this action resulted in some modest ridership declines, the high cost of gasoline in 2008 resulted in continuing growth in transit demands and ridership has been returning to previously observed levels in recent months.

In January, 2009, VDRPT announced an 8.469 percent decrease in the amount of formula assistance that would be provided by the Commonwealth in Fiscal Year 2009. Subsequently, in February, 2009, Bay Transit cut one hour of service per day on at least one bus in each county. VDRPT has announced additional operating expense reductions of 10 percent for FY 2010. Similarly, since DRPT recently changed their policy on state operating assistance support due to a reduced level of available funding, and with the 2008 federal regulations restricting the provision of charter services by public transportation agencies, Bay Transit


is no longer able to provide charter services to local charity or non‐profit events. Local agencies appreciated this service and several complaints were generated when it was discontinued.

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The Bay Transit fare structure for the demand–responsive services is shown in Table 1‐1. The base boarding fare for most of the Bay Transit services is a flat‐fee of $1.00 per trip. There is an additional $1.00 fee charged when a rider transfers from one bus to another. Only one county (Lancaster County) is charging a base boarding fare of $2.00 per trip. Trolley fares are $.25 per ride per person.

Bay Transit accepts cash fares on an exact fare basis and does not have a dedicated fare box in their vehicles. Another payment method that is used by Bay Transit is a booklet of ten tickets sold at a discounted price of $8.00 per booklet.

Table 1‐1. Bay Transit Fare Structure

Base Fare – all areas except Lancaster County $1.00/trip

Base Fare – Lancaster County $2.00/trip

Additional fare for transfer $1.00

Booklet of 10 tickets – discounted fare $8.00

Local businesses and the community colleges do not contribute funding to Bay Transit, and little or no funding resources have been provided from commercial revenues.

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Bay Transit’s major services are provided in the form of demand‐response services. Based on the vehicle data available from DRPT, Bay Transit presently has a total inventory of 68 vehicles located in the facilities of the different counties. Thirty‐three (33) of these 68 vehicles have diesel engines, while the other 35 vehicles use gasoline engines. The passenger fleet primarily consists of 12 to 14 passenger handicapped accessible vans. Appendix C at the end of this report details the Bay Transit’s fleet inventory, including vehicle identification number, make, model, year, seated capacity, engine type, wheelchair accessibility, and service type.

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The service area of Bay Transit covers the counties of Charles City, New Kent, Essex, Gloucester, King and Queen, King William, Lancaster, Mathews, Middlesex,


Northumberland, Richmond, and Westmoreland and the Towns of West Point and Colonial Beach. Since this area is large, Bay Transit has several facilities to store and maintain their vehicles. Currently, Bay Transit has a central administrative office in Urbanna in the same complex that houses the Bay Aging main offices. In addition, operations facilities are located in Essex County, Gloucester County, Lancaster County, New Kent County, and the Town of Colonial Beach.

Recently, on April 27, 2009, Bay Transit broke ground for a new operations and maintenance facility at 111 Commerce Parkway in the Commerce Park of Warsaw. The almost 11,000 square foot facility will include an area for operations and dispatch, as well as a fleet maintenance shop with two vehicle bays with lifts. The facility is scheduled to be open in the summer of 2010.

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Currently, Bay Transit does not have GPS devices, on‐vehicle cameras, or alarm sensors installed in their vehicles. All vehicles have two‐way radios on board to allow communication with each of the operations facilities.

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The service area of Bay Transit is rural and a majority of the local residents are considered to be low‐income. While Bay Transit provides public transportation for “all people, of all ages, for all reasons”, most of Bay Transit’s services currently are perceived to be primarily for the elderly in the region.

While some limited surveys of passengers have been conducted in past years, these have focused more on the ridership in one or a small group of counties. Bay Transit has not conducted any system‐wide surveys or surveys of non‐riders.


22..00 GGOOAALLSS,, OOBBJJEECCTTIIVVEESS,, AANNDD SSTTAANNDDAARRDDSS Bay Transit is a service of Bay Aging. Bay Aging is a non‐profit, 501(c) (3) Area Agency for Aging that has been serving the residents of the Middle Peninsula and Northern Neck regions of the Commonwealth since 1978.

While the focus of the parent agency, Bay Aging, is on the provision of programs and services for older adults and persons with disabilities of all ages, the stated vision of Bay Transit is:

“Public Transportation Service for ALL People, of ALL Ages, for ALL Reasons!”2

This mission statement of Bay Transit is:

We believe that every citizen must be assured accessible and safe transportation to the local destination of their choice without regard for disability, age, or economic status.

In support of its defined mission, Bay Transit is enhancing its generalized operating policies and procedures that will be reviewed and acknowledged by each of the system’s employees.

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As a non‐profit community transit service for a 12‐county region, Bay Transit provides primarily 24‐hour advance reservation, on‐demand, curb‐to‐curb transit service. Seasonal trolley fixed‐route services are provided in Urbanna, Kilmarnock, and Colonial Beach.

As part of this TDP work effort, specific goals, objectives, and standards have been defined to guide Bay Transit operations and activities over the TDP time period. Goals center on specific themes. Objectives have been defined within each goal. Future updates of the Long‐Range Rural Transportation Plans for the Middle Peninsula PDC and the Northern Neck PDC regions and specific town and county Comprehensive Plans should take into consideration these goals and objectives.

GOAL 1: Provide reliable demand‐responsive service, and modified fixed‐route service, that meets the transportation needs for all residents of the Bay Transit service area.

Objective 1.1: Provide transit service connections between residential areas and commercial areas with jobs, education, shopping, and medical services.

This objective is to be accomplished through the following minimum activities:

2 http://www.baytransit.org/


Document and record customer service requests.

Coordinate regularly with the Towns and Counties and to identify planned new developments that might warrant transit service.

Survey riders at least once every five years to determine rider service needs.

Objective 1.2: Provide easily identifiable stop locations along routes and passenger shelters, if warranted.


Establish safe bus stop locations when modifying an existing alignment or implementing new service.

Work with Town and County Public Works Department and Virginia Department of Transportation (VDOT) staff in developing stops with high ridership demands.

Monitor ridership activity at high demand stops to determine if/when passenger waiting shelters are needed.

GOAL 2: Market existing transit services.

Objective 2.1: Actively market transit services as a viable travel option within the entire Bay Transit service area.


Maintain “Bay Transit System, Route, and Schedule Guide” for users of the transit system.

Continue to update transit information on the Bay Transit and Bay Aging web sites and establish links to those web sites maintained by the towns, counties, and PDCs within the service area.

Participate in community events to promote public transportation.

Maintain a mailing list of organizations and social service agencies that represent markets that are likely to ride transit and provide service information to those organizations and agencies.

Objective 2.2: Explore potential demand to expand hours of operation and/or cost‐effective transit service to areas outside of the current 12‐county Bay Transit service area.


Initiate exploration meetings with Town, County, and PDC staff and local officials to determine potential transit service needs.


Such meetings should take place no less frequently than once a year.

GOAL 3: Deliver modified fixed‐route and demand‐responsive services in a cost‐effective manner.

Objective 3.1: Maintain a system‐wide farebox recovery ratio (farebox revenues/total operating expenses) that meets or exceeds standards identified in Section 2.2 of this TDP.


Record and monitor trends in passenger trips by route and county service area.

Record and monitor monthly transit operations expenses and farebox revenues.

Objective 3.2: Hold administrative costs to approximately 20 percent of total operating budget.


Continue to record and monitor monthly transit operations expenses and farebox revenues.

Objective 3.3: Achieve system‐wide demand‐responsive and modified fixed‐route ridership levels that meet or exceed standards identified in Section 2.2 of this TDP.


Maintain and monitor monthly ridership reports for all demand‐responsive and fixed‐route services, with ridership reported on a county‐level basis for all demand‐responsive operations and on a route‐segment basis for all fixed‐route services.

Implement corrective measures if ridership falls below established standards for specific county operations or town‐level fixed‐route services for more than two (2) months in a row. Such corrective measures may include: modifications to vehicle dispatching and scheduling procedures for demand‐responsive operations, route alignment for fixed‐route services, service frequency, and span of service and/or fare adjustments.

GOAL 4: Deliver modified fixed‐route and demand‐responsive services in a safe manner.

Objective 4.1: Ensure that transit service operators maintain an accident rate less than the standard identified in Section 2.2 of this TDP.



Maintain a training program for new employees.

Review Operating Policies and Procedures at least once a year and update as necessary.

Review those policies and procedures as part of all training efforts with new staff. Also review with existing staff at least once every two years.

Objective 4.2: Ensure that an adequate fleet of vehicles is maintained for demand‐responsive services.


Identify the need for replacement vehicles based on industry standards for defined useful life of vehicles. For most buses operated by Bay Transit, the defined useful life is four years or 100,000 revenue miles of service.

Maintain a spare ratio of at least 10 percent of total number of vehicles at all times for each of the three principal multi‐county sub regions (Northern Neck, Middle Peninsula, and Charles City/New Kent Counties) for demand‐responsive services.

GOAL 5: Provide transit services that are accessible to citizens.

Objective 5.1: Provide transit services that are accessible to all population groups within the 12‐county Bay Transit service area.


Comply with the applicable requirements of the Americans with Disabilities Act (ADA).

Provide the ADA‐eligible population with door‐to‐door paratransit service that is comparable to service provided by the fixed‐route system in those towns where fixed routes are being operated.


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This TDP work effort has identified the following service standards to be monitored on a monthly basis by Bay Transit administrative staff.

Ridership Service Productivity Measures

The following system‐wide service standards are proposed based on a review of ridership characteristics over the past several months:

Modified Fixed‐Route Standard – Monthly system‐wide fixed‐route ridership should maintain levels equivalent to 1.40 passenger trips per revenue hour.

Demand‐Response Standard – Monthly demand‐response service should maintain ridership levels equivalent to 2.0 passenger trips per revenue‐hour with average one‐way ride times not exceeding 50 minutes. Monthly demand‐response service should maintain ridership levels equivalent to 1.5 passenger trips per revenue‐hour with average one‐way ride times exceeding 50 minutes.

Corrective measures should be investigated if ridership on Bay Transit’s services fall below the levels identified above for a period of three (3) consecutive months.

Cost‐Effectiveness Measures

Fixed‐Route Standard ‐ Bay Transit’s farebox recovery ratio (farebox revenues as a percentage of operating expenses) for fixed‐route services shall remain at approximately 2.0 percent. Corrective measures should be investigated if the farebox recovery ratio falls below this standard for three (3) consecutive months.

Demand‐Response Standard – Bay Transit’s farebox recovery ratio for demand‐response service should remain within the range of 5.0 to 8.0 percent. Corrective measures should be investigated if these thresholds are not met for three (3) consecutive months.

Vehicle Maintenance Performance Measures

The following two standards shall be monitored with regards to vehicle maintenance performance:

Bus Preventive Maintenance Inspections – Preventive maintenance shall be conducted on all vehicles in the transit fleet per the vehicle manufacturer recommendations.

Revenue Vehicle Failures – Bay Transit should maintain a standard of no more than 0.15 revenue vehicle failures per 1,000 revenue bus‐miles of service.


33..00 SSEERRVVIICCEE AANNDD SSYYSSTTEEMM EEVVAALLUUAATTIIOONN The purpose of this chapter is to describe the recent performance of the Bay Transit system relative to generally accepted performance standards for the demand‐responsive transit mode associated with this system. This assessment describes the manner in which Bay Transit is providing public transportation services to the residents of the 12‐county region in which it operates. Each of the following sections discusses one facet of this evaluation process.

33..11 HHiissttoorriiccaall aanndd EExxiissttiinngg SSeerrvviiccee PPeerrssppeeccttiivvee

Bay Transit is one of the newer public transportation systems in the Commonwealth of Virginia. From the initiation of service in Gloucester County in 1996, the system has expanded to now offer services across a total of 12 counties.

As the system has continued to grow and expand, changes have been regularly observed in virtually all relevant comparative factors, from the number of revenue‐miles and revenue‐hours operated each year to the total system operating costs and the number of passengers transported. With many of the service changes having been observed over just the past several years, it is difficult to apply a traditional five‐year service history to the system.

The most comprehensive assembly of statewide system performance data for public transit systems in Virginia was published in 2007.3 Although the title of this statewide transit performance report indicates that it presents data for the period FY 2002 – FY 2006, this information is typically only provided for the larger and better established urban bus and rail systems in the Commonwealth.

In the case of Bay Transit, and virtually all of the other small municipal and rural public transit systems in the state, only data for FY 2006 is provided in this report. As a result, the historical evaluation of Bay Transit operations associated with this TDP has only been able to consider the three‐year period from FY 2006 through FY 2008. Table 3‐1 and the subsequent charts illustrate several operating statistics in each of these three years.

3 Virginia Transit Performance Report (FY2002‐FY2006); Virginia Department of Rail and Public Transportation; Richmond, Virginia; 2007.

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provided and the higher fuel costs experienced during FY 2008 for the gasoline and diesel‐powered vehicle fleet operated by Bay Transit. All of these cost and ridership response factors will need to be regularly monitored and reported by the system’s management in order to identify trends of both a positive and a negative nature.

33..22 PPeeeerr SSyysstteemm RReevviieeww

A peer system review compares system characteristics and performance for Bay Transit with those of other systems of similar size and operational characteristics. While comparing Virginia systems to those in other states is certainly appropriate, in the case of rural demand‐response systems, there are advantages to keeping the comparison limited to other Virginia systems. This is due to the fact that state funding rules and procedures and the relationship of rural public systems to various human services agencies can differ greatly from state to state. Thus, the systems considered for inclusion in this peer system review were limited to systems within Virginia.

A number of criteria were used to select the systems to be included in the comparison. Only rural systems operating exclusively or primarily demand‐responsive service were considered, due to the relatively unique operating environments and characteristics of these systems. Another of the criteria was that the systems all be multi‐county operations. This is also due to the operating environments of these systems as well as the general trip characteristics of these types of systems. Other criteria used in the selection of the peer systems included service area population, system size, and the number of annual passenger trips served.

Based on these criteria, three systems were selected for inclusion in the peer system review. These systems include Mountain Empire Transit (MEOC), 4‐County Transit, and JAUNT. These systems are all multi‐county rural systems providing primarily or exclusively demand‐responsive service. Table 3‐2 and Figure 3‐4 summarize the general system characteristics and key performance indicators for the three selected systems and Bay Transit for FY 2008. The average values for the peer systems are also included in the table.

Bay Transit’s service area population is very close to the average for the three peer systems. The average for the peer systems for both of these measures is higher than it otherwise would be due to the size of the JAUNT system. This is impacted by the fact that JAUNT’s service area includes a small urban area rather than strictly a rural area.

Bay Transit’s annual vehicle revenue miles and vehicle revenue hours are both higher than the average for the three peer systems, with the total number of vehicle miles being considerably higher. This is due to the fact that the geographical size of Bay’s service area is quite large, resulting in relatively longer trips and higher miles per hour than that of any of the peer systems.


The annual number of unlinked passenger trips for Bay Transit is more than ten percent lower than the peer system average for both JAUNT and 4‐County Transit, but higher than the total number of trips for MEOC. Bay Transit’s rate of passengers per revenue mile is the lowest of the four systems. This also is most likely due to the size of the service area and the fact that the average passenger trip is quite likely longer than those of the other systems. By contrast, while Bay Transit’s rate of passengers per revenue hour is also lower than the peer system average, it is not the lowest of the four systems.

As shown in Table 3‐2 and in Figure 3‐4, the overall average unit operating cost for Bay Transit is quite comparable to the values of the peer systems. While Bay Transit’s cost per trip of $15.76 is above the average for the three peer systems, this is due to the extremely low value reported for 4‐County Transit. Bay’s cost per trip is actually lower than that for the other two peer systems and certainly appears to be in line with other systems within Virginia.

Table 3‐2. Peer Group Comparison Summary

Characteristics and

Performance Indicators

MEOC 4‐County Transit

JAUNT Peer

Systems Average

Bay Transit

Service Area Population

91,019 114,940 200,000 135,320 130,000

Total System Operating Cost

$1,354,143 $1,629,633 $4,566,275 2,516,684 $2,459,305

Total Vehicle Revenue Miles

647,584 1,154,672 1,750,276 1,184,177 1,664,376

Total Vehicle Revenue Hours

53,059 56,874 83,564 64,499 75,045

Total Unlinked Passenger Trips

75,641 184,140 270,875 176,885 156,067

Passengers per Revenue Mile

0.12 0.16 0.15 0.15 0.09

Passengers per Revenue Hour

1.43 3.24 3.24 2.74 2.08

Cost per Trip $17.90 $8.85 $16.86 $14.23 $15.76

Cost per Vehicle Revenue Mile

$2.09 $1.41 $2.61 $2.13 $1.48

Cost per Vehicle Revenue Hour

$25.52 $28.65 $54.64 $39.02 $32.77


Figure 3‐4. Peer Comparison

Bay Transit’s cost per vehicle revenue mile of $1.48 is more than 30 percent below the peer system average of $2.13 per vehicle revenue mile, and it is lower than two of the three systems. Similarly, Bay Transit’s cost per vehicle revenue hour of $32.77 is approximately 16 percent lower than the peer system average of $39.02 per vehicle revenue hour.

Overall, while Bay Transit’s productivity values are lower than those of its peers, this is primarily due to the nature of the system’s service area and the relatively long passenger trips that it provides. The unit cost figures for Bay Transit are certainly in line with those of its peer systems indicating a reasonable level of system efficiency.

33..33 PPuubblliicc OOnn‐‐BBooaarrdd PPaasssseennggeerr SSuurrvveeyy

Appendix E at the end of this report presents a technical memorandum with detailed findings from the on‐board transit rider survey.

Using these survey results, the typical Bay Transit rider can be characterized as follows:

Passenger Demographics:

Gender: The majority of the passengers are female.

Age: The findings suggest that Bay Transit is providing basic mobility services to a

broad cross‐section of the service area population and is not, as some might

perceive it to be, a system transporting only elderly residents.

Race: African‐American and Caucasian are the top two races using Bay Transit

service, representing over 90 percent of ridership.

$0.00

$10.00

$20.00

$30.00

$40.00

$50.00

$60.00

Cost per Trip Cost per Vehicle Revenue Mile

Cost per Vehicle Revenue Hour

MEOC 4‐County Transit JAUNT Peer Systems Average Bay Transit


Education Level: Approximately 80 percent of the passengers indicated that they

either possessed a high school degree (48 percent) or had not graduated from high

school (32 percent).

Annual Household Income: Persons with low income are the major users of Bay

Transit.

Frequency of Ridership: A high level of repeat ridership further indicates that Bay

Transit is providing an essential mobility service to a broad cross‐section of its

passengers.

Passenger Trip Characteristics:

Trip Origin/Destination: The vast majority (84.7 percent) of the passengers started their

trips from their home. The results demonstrate that the current ridership is using the

Bay Transit system for basic mobility purposes between their homes and their

workplace or other important destinations.

Reason for Riding Bay Transit: The responses indicate that the current ridership can be

classified as “transit captives”; that is, they have few if any other travel options available

and if the current transit service was not provided, the subject trip would probably not

be made.

Service Ratings:

The service factors presented for rating were as follows:

Reservation procedures

Bus on‐time performance

Hours of bus service

Cost of bus fare

Sense of security on the buses

Cleanliness of buses

Courtesy/friendliness of bus drivers

Overall service rating

For each of these eight evaluation measurements, those that responded to the survey provided combined ratings of “Very Good” or “Good” in the range of approximately 80‐95 percent for almost every measurement. The findings represent a very positive reaction from the passengers of Bay Transit. They also indicate that the current users are satisfied with the overall services provided by Bay Transit.


Future Service Needs:

More than half of respondents viewed the following suggested areas of potential service improvement as being “Very Important” or “Somewhat Important”

Less advance time to schedule trip

Expand hours / days of service

33..44 LLeevveell ooff SSuuppppoorrtt ffoorr TTrraannssiitt

Bay Transit has received a positive reaction from the people of the region and residents regularly express the opinion that it is a good service for the community. When Bay Transit initiated their services, not all counties in the Middle Peninsula and Northern Neck PDC regions were covered. Citizens of the local governments asked County supervisors to request transit service from Bay Transit, and this service would typically be provided initially on a demonstration basis for some period of time. If determined to be successful, the service would continue with the use of federal, state, and local government financial support to supplement passenger fares. The system has been successful, as Bay Transit now provides service to a 12‐county area.

The change in transit service demand appears to be generally keeping pace with observed population growth in the region. Bay Transit developed an initial plan for potential system growth, but recent limitations on funding provided by the different federal, state, and local government agencies is the major constraint on the ability to expand the services beyond what is presently being provided.

A stakeholder’s meeting was conducted on March 12, 2009 (meeting minutes included in Appendix F). At this meeting, the following comments were offered by the attendees regarding the current Bay Transit service:

A representative of DRPT indicated that funding was an issue for each transit system in Virginia. However, DRPT had matched the maximized funding available for Bay Transit for the last couple of years.

A representative of the Town of Colonial Beach mentioned that there were certain demands for transit services from Colonial Beach to the community of Montross, but apparently the services cannot be provided by Bay Transit due to funding limitations.

Westmoreland County, the second biggest county in Northern Neck, currently has only one Bay Transit vehicle for transit services.

Colonial Beach has their own buses running transit services, with the representative of Colonial Beach expressing the willingness that they would like to cooperate with Bay Transit to develop a plan to provide more transit services between the jurisdictions.


Some private business owners have expressed a willingness to substitute the operating cost for Bay Transit fixed‐route services if the route can serve their locations.

One representative suggested that Bay Transit should obtain the opinions of people who currently do not use the transit services to help determine their willingness to use transit services if the transit system fits their needs.

Representatives at this stakeholder’s meeting expressed the following suggestions for Bay Transit’s consideration:

o Request Stimulus Funding to purchase additional vehicles o Keep the fare at its current level o Consider the potential for commuter rail service to Richmond in the long term future o Work with Westmoreland County to provide more buses o Support for drivers to have more training o Expand services to the areas that attract tourists o Build walking and biking trails to connect major attractions o Reroute Bay Transit services to cover more areas

One representative suggested that DRPT should encourage carpool, vanpool, and other transportation programs to increase use of the public transit systems.

In general, there appears to be a good level of local government support for the continued operation of Bay Transit, but the finances of all the local governments are being strained at the present time. As a result, the potential for significant increases in local operating assistance is viewed as being unlikely over the next few years.

33..55 FFooccuuss GGrroouuppss aanndd GGeenneerraall CCoommmmuunniittyy IInnppuutt

DRPT recently changed their previous policy on state operating assistance support due to a reduced level of available funding. Combined with the effects of new federal regulations issued by FTA restricting the provision of local charter type services by public transportation agencies, Bay Transit is no longer able to provide transit services to local charity organizations or the sponsors of local non‐profit events.

This change has generated a number of complaints from many local agencies with respect to the challenges it presents to increasing community involvement with such activities. These local community groups and private citizens are supportive of providing additional public transit services in the region, but they are unable to generate local government support for increased public funding.

During the course of the TDP development process, Bay Transit agency staff and the consulting team received a number of suggestions from the representatives of the counties that currently have Bay Transit services. Most of those that offered these suggestions are not users of the system. What they suggested as potential service improvements included better on‐time


performance and an expanded service frequency (longer hours of operation during the day as opposed to initiation of service on weekends).

33..66 RReecceenntt CChhaannggeess iinn PPaattrroonnaaggee,, OOppeerraattiinngg CCoossttss,, aanndd OOppeerraattiinngg RReevveennuuee

Over the past three years, the number of annual passengers transported by Bay Transit has increased from 140,632 persons in FY 2006 to 156,067 in FY 2008, with the annual ridership in FY 2007 being slightly higher at 157,190 persons. This net increase in annual ridership of 15,435 persons over a period of two years represents an 11 percent increase over this time period. Much of this reported ridership increase appears to be attributable to the continuing expansion in transit service; from 1.21 million revenue miles in FY 2006 to 1.66 million revenue miles in FY 2008 (an increase of 37.2 percent in revenue miles), and from 61,822 revenue hours in FY 2006 to 75,045 revenue hours in FY 2008 (a 21.4 percent increase in annual revenue hours).

As would be expected with increases in services of this magnitude, annual system operating costs have also experienced a significant increase, from $1.78 million in FY 2006 to $2.46 million in FY 2008 (an increase of 38.2 percent).

When these total annual values are expressed in terms of unit factors, somewhat different conclusions can be drawn. For example, the average passengers per revenue hour value of 2.27 observed in FY 2006 declined to a value of 2.08 passengers per revenue hour in FY 2008. Yet this change only represents an 8.4 percent decline in this productivity factor. Even at this lowered value, the factor is still in an acceptable range when compared to the average of the three peer transit systems (see Section 3.2).

Similarly, the average cost per passenger increased from $12.65 per passenger in FY 2006 to $15.76 per passenger in FY 2008, or a change of approximately 24.6 percent. Much of this increase appears to be attributable to the observed increase in system operating costs, with much of the increase due to both significantly more service being provided and the higher fuel costs experienced during FY 2008 for the predominantly diesel and gasoline powered vehicle fleet operated by Bay Transit.

All of these cost and ridership response factors need to be regularly monitored and reported by the system’s management in order to identify trends of both a positive and a negative nature.

Table 3‐3 and Figure 3‐5 present a summary of the Bay Transit system’s annual revenues and operating assistance for Fiscal Years 2006 to 2008. As shown in the table, system passenger revenues experienced consistent growth over this period, from $94,779 in FY 2006 to $119,602 in FY 2008. This represents an increase of approximately 26.2 percent over the two year period, a rate of increase higher than the 11 percent increase in annual passengers reported in Table 3‐1. The average revenue per passenger of $0.67 in FY 2006 increased to a value of $0.77 per passenger in FY 2008. Contract revenues were $164,022 in FY 2006 and decreased slightly to $156,937 in FY 2008.


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As noted earlier in this chapter, total system operating costs have steadily increased in recent years. The total annual system operating costs (defined here as passenger fares + contract revenues + operating assistance) are reported to have increased from $1,847,040 in FY 2006 to $2,529,854 in FY 2008. This represents an increase of approximately 37 percent. With system revenue miles of service increasing from 1.21 million miles in FY 2006 to 1.66 million miles in FY 2008, the observed increase in total system operating costs appears to be reasonable.

Total reported revenues (passenger fares + contract revenues) in FY 2006 of $258,801 represented approximately 14.0 percent of the total reported operating cost of $1,847,040. In FY 2008, the total reported revenues of $276,539 represented approximately 10.9 percent of the total reported operating costs in that fiscal year. Passenger fares alone represented 5.1 percent of total reported operating costs in FY 2006, 4.6 percent of total reported operating costs in FY 2007, and 4.7 percent of total reported operating costs in FY 2008. As shown in the chart, in all three years, most of Bay Transit’s income is from federal and local operating assistance.

As shown in Table 3‐4 and Figure 3‐6, the share of operating assistance provided by local governments, the Commonwealth of Virginia, and the Federal government have fluctuated somewhat from year to year. The Federal Transit Administration’s share of total net operating costs has ranged from 41 percent in FY 2006, 46 percent in FY 2007, and 47 percent in FY 2008.

Table 3‐4. Allocation of Net Operating Assistance FY2006‐FY2008

Funding Source FY2006 FY2007 FY2008

Local Governments 25% 30% 29%

State Government 26% 19% 15%

Federal Government 41% 46% 47%

Contract Revenues 10% 8% 7%

Other 2% 5%

Totals 104% 103% 103%

Source: Bay Transit


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2. Create consistency in transit service and infrastructure throughout Maryland.

3. Establish measurable guidelines for transit.

4. Provide a basis for securing funding for transit improvements.

The Maryland Transit Guidelines encompassed all of the transit modes operating in the state, from large urban fixed‐guideway systems to small urban area bus and rural demand‐responsive services. For the purposes of the Bay Transit TDP, the following Maryland service guidelines developed for application to rural, general public, demand‐responsive transit services will be applied:

Reservations

Span of Service

System Access and Availability

Directness

Dependability

Rider Compliance and No Show Policy

Financial

Productivity

The application of each of these guidelines to the current operations of Bay Transit is discussed below.

Reservations. This criterion delineates both the minimum and maximum amount of time in advance of requested service that a rider is required to place a reservation with the transit system operator. The MTA minimum reservation period for non‐ADA service such as that operated by Bay Transit is “noon on the prior day” and the maximum reservation period is two weeks. Bay Transit requires a 24‐hour advance notice for individual trips and allows for regular trips to be prescheduled several weeks in advance. The current service satisfies this service guideline.

Span of Service. The MTA guidelines define “span of service” as the duration of time when service is “made available” and is measured from the earliest to the latest pick‐up times. For rural, non‐ADA services, the MTA guidelines define span of service as from 7:00 AM to 6:00 PM on weekdays. Bay Transit currently operates Monday through Friday between the hours of 6:00 AM and 6:00 PM. The current service satisfies this service guideline.

Loading Guideline. The MTA service guidelines indicate that no standees are permitted at any time on demand‐responsive vehicles throughout the State of Maryland. Bay Transit satisfies this guideline by requiring all passengers to wear seatbelts at all times on the vehicles and never allowing standees on any trip.


System Access and Availability. The MTA guidelines define the minimum “access” for demand‐responsive service to be the provision of “curb‐to‐curb” transportation. This guideline is being satisfied by Bay Transit. The MTA guideline for “availability” defined compliance as service being provided for any trip purpose on a space/time available basis within the agency’s operating service area. Bay Transit is in full compliance with this guideline across the 12‐county area that it serves.

Directness. The MTA guidelines recommend that a demand‐responsive trip should take no more than an hour (60 minutes) for a driving distance of up to 20 miles and discourage transfers on demand‐response systems. Bay Transit does not schedule passenger transfers for those trips that have both their origin and their destination within a single county service area. Transfers are limited to those trips that require a passenger to use separate vehicles when traveling from one county to another. Given the large geographic size of the 12‐county region served by Bay Transit, non‐adherence to this MTA guideline is deemed to be reasonable and acceptable. Based on a review of a small random sample of driver logs and reservation sheets, the maximum trip time guideline is being satisfied. Dependability. The MTA guideline for dependability measures whether the service is operated as scheduled and whether the service picks up all passengers who have made reservations. The MTA service guidelines involve two criteria: schedule adherence and trip fulfillment. The MTA schedule adherence criteria define “on‐time” as being 15 minutes early to 15 minutes late for pick‐ups, and up to 15 minutes late for drop‐offs. The associated “on‐time” percentage for pick‐ups and drop‐offs is 90 percent. Bay Transit currently operates a manual dispatching system with modest levels of computer assistance. Driver assignment sheets define the time of all scheduled pick‐ups over the course of the service day and drivers record the actual times that pick‐ups and drop‐offs take place for each trip. Based on a review of a small random sample of driver logs and reservation sheets, the schedule adherence guidelines appear to be satisfied. Similarly, the trip fulfillment criterion is being satisfied by all scheduled trips being served.

Rider Compliance and No Show Policy. All demand‐responsive transit system operators should strive to provide all eligible patrons with no turn downs. To accomplish this objective, persons that are consistent “no shows” must be denied service so that other riders can use the available system capacity. Since its earliest days of operation, Bay Transit has implemented and maintained a consistent set of policies related to rider compliance and “no shows”. Records are maintained of those persons who make a reservation but are not available to be picked up within the designated time period or who cancel a reservation on short notice. Written notification is provided to these individuals of the potential for suspension of service if the situation continues. Suspension of service has been applied where necessary and appropriate. It appears that this service criterion is being satisfied.

Financial. The cost of operating a demand‐response transit system can be measured by several basic financial factors. The most commonly used factors are the average system‐wide cost per passenger and the average system‐wide cost per vehicle hour of service provided. As described


earlier in this chapter, Bay Transit appears to be operating a very efficient and cost effective service. The current average cost per passenger during FY 2008 was $15.76, and Bay Transit’s average cost per vehicle hour of service provided was $32.77 during FY 2008, a value approximately 16 percent lower than the average experienced by the other three peer transit systems.

Productivity. The most useful measure of a demand‐response system’s productivity is passengers per revenue hour because it provides the operating agency with a method to measure service without focusing on operating costs. As noted earlier in this chapter, Bay Transit’s system‐wide passenger per revenue hour factor during FY 2008 was 2.08, as compared to the average value for this factor experienced by the three peer transit systems of 2.74. Given the fact that most of the peer systems provide service to much smaller geographic areas, typically only a single county as opposed to the 12‐county region served by Bay Transit, this finding is not unexpected. Comparing this operating statistic for Bay Transit to the same measure for its most comparable peer system, MEOC Transit, results in a much more favorable finding. While Bay Transit carried 2.08 passengers per revenue hour during FY 2008, MEOC Transit carried 1.43 passengers per revenue hour. It would thus appear that Bay Transit is providing service in a very cost‐effective manner.

33..88 PPootteennttiiaall SSoolluuttiioonnss ttoo GGaappss oorr SSeerrvviiccee DDeeffiicciieenncciieess

Bay Transit’s services are essentially all demand‐response in nature. Year‐round fixed‐route services are offered weekdays in the Towns of Colonial Beach and West Point. Three seasonal trolleys run seasonal weekend fixed routes in the towns of Colonial Beach, Kilmarnock, White Stone, Irvington, and Urbanna. As described above, the system appears to be providing these services in an efficient and cost‐effective manner. As evidenced by the results of the on‐board ridership survey, the current passengers appear to be pleased and supportive of the transit services that are being provided.

With that said, the service factor of “On‐time Performance” may be the single most important factor that the current riders believe is in need of improvement. This factor has also been noted by the Bay Transit management, who recently initiated a needs assessment for paratransit services scheduling software. The primary purpose of this project is to assess the current primarily manual scheduling practices of Bay Transit and to recommend scheduling and dispatching software that can be employed to increase operational efficiencies and ridership. This needs assessment project began in May 2009 and is planned to be completed by the end of 2009.

33..99 PPootteennttiiaall RReemmeeddiieess ffoorr EEqquuiippmmeenntt aanndd FFaacciilliittyy DDeeffiicciieenncciieess

Since the initiation of service in 1996, Bay Transit has been successful in both acquiring the vehicles required to operate its service on a regular basis and in obtaining federal, state, and local government operating assistance. However, they have been constrained by limitations on


obtaining appropriate administrative and maintenance facilities. The Bay Transit senior management and administrative staff currently share space with their co‐workers of Bay Aging at the latter’s main offices in Urbanna, Middlesex County. Actual operations and maintenance functions are distributed across a number of locations on both the Northern Neck and Middle Peninsula portions of the 12‐county service area. Area operations managers typically work out of the Bay Aging offices in their particular area, with vehicle maintenance services provided by private contractors. Recognizing the need to address this issue, Bay Transit has been working closely with DRPT and its local government partners over the past several years on the planning and design of its first new dedicated operations and maintenance facility. This work culminated on April 27, 2009 with groundbreaking ceremonies in the Commerce Park of Warsaw, Virginia for an 11,000 square foot transit facility that will include space for operations and dispatch functions as well as a fleet maintenance shop consisting of two vehicle bays with lifts. The combined design and construction cost for the Bay Transit operations and maintenance facility is $2,720,327.5 The construction of this new facility is anticipated to be completed by Spring 2010, with operations out of the center beginning in Summer 2010. The Warsaw center will serve as the dispatch location for all twelve (12) counties. Bay Transit is also beginning to plan for the development of a Middle Peninsula administration and maintenance facility to accommodate its needs in the central and southern portions of the Middle Peninsula and those in New Kent and Charles City Counties. The specific location for this facility has not yet been identified. The current thinking of Bay Transit management is that this facility should be in operation within the next five to seven years, or within the time‐frame associated with this initial Transit Development Plan.

33..1100 TTiittllee VVII RReeppoorrtt aanndd FFTTAA QQuuaaddrreennnniiaall RReevviieeww

As a designated subrecipient of FTA capital and operating assistance funding through the Virginia Department of Rail and Public Transportation (DRPT) whose services are provided in a rural portion of the Commonwealth, Bay Transit is not required to prepare and submit its own separate Title VI report or the associated FTA Quadrennial Review. However, Bay Transit is still required to follow the Title VI and Title VI‐dependent guidelines for Federal Transit Administration recipients as described in FTA Circular C 4702.1A. Thus, for example, the appropriate provisions of the NEPA process were followed in connection with the planning, design, and construction of the new Warsaw transit operations and maintenance center. Similarly, all official publications issued by Bay Transit include appropriate language concerning non‐discrimination.

5 Bay Transit has Groundbreaking Ceremony for Warsaw Transit Facility; http://www.drpt.viginia.gov/nnews/details.aspx?id=379.


44..00 SSEERRVVIICCEE EEXXPPAANNSSIIOONN PPRROOJJEECCTT DDEESSCCRRIIPPTTIIOONNSS This chapter presents a description of potential service and facility improvement needs over the multi‐year duration of the transit plan. This discussion should be viewed not as a “wish list”, but rather as documentation of those reasonable potential actions to improve the existing transit system over the next five to seven years. The contents of this chapter include the following elements:

Demographic analysis that identifies anticipated changes in population and employment within the service area.

A description of potential needs based on the work undertaken to date in connection with the TDP development. This work reflects inputs from the transit agency staff, other regional stakeholders, and the technical analysis undertaken by the members of the consultant team.

Preliminary capital and operating cost estimates associated with each of the various identified potential needs and a discussion of potential policy, funding, or operating issues associated with the defined needs. This data will include estimates of potential ridership response to the various service improvements.

Each of these topics is discussed in more detail below.

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The Bay Transit service area encompasses a 12‐county region in the eastern part of the Commonwealth of Virginia that is predominantly rural in character. With the exception of a number of small urban centers that house concentrations of population and employment, most of the land area is primarily agricultural, forest, or wetlands.

As shown on Table 4‐1, the estimated present day population of the Bay Transit service area (based on 2008 data) is approximately 168,300 persons, spread across a total land area for the 12 counties of approximately 2,664 square miles. The resulting average population density is approximately 63.2 persons per square mile.

The more densely‐populated portion of the region is composed of the six counties that constitute the Middle Peninsula PDC. These six counties contain approximately 92,240 persons, or approximately 55 percent of the total service area population.

The four counties that comprise the Northern Neck PDC area contain approximately 50,987 persons, or approximately 30 percent of the regional total, with the two counties (Charles City County and New Kent County) within the Richmond Regional PDC containing the remaining 25,037 persons, or approximately 15 percent of the regional total.


Between 2000 and 2008, the Richmond Region population grew the most (22.8 percent), followed by the Middle Peninsula (10.2 percent). The Northern Neck grew very little (3.3 percent).

Recent estimates assembled by the Virginia Employment Commission show that the total employment within these twelve counties is approximately 80,500 jobs. As shown in Table 4‐1, this estimate includes approximately 45,200 jobs in the six Middle Peninsula PDC counties, approximately 22,800 jobs in the four Northern Neck PDC counties, and the remaining 12,400 jobs in Charles City and New Kent Counties.

Table 4‐1. Present Day Population and Employment Summary

PDC and Counties Population

Percent Change in Pop‐ulation

County Area (Sq. Miles)

Population Density

(Persons/Sq.Mi.) 2009

Employment

2000 2008 2000 2008

PDC 18 ‐Middle Peninsula

Essex County 9,989 11,091 11.0% 276.4 36.1 40.1 5,382

Gloucester County 34,780 38,656 11.1% 253.3 137.3 152.6 19,702

King and Queen County 6,630 6,830 3.0% 324.4 20.4 21.1 3,110

King William County 13,146 16,040 22.0% 285.2 46.1 56.2 7,965

Mathews County 9,207 9,038 ‐1.8% 103.1 89.3 87.7 4,242

Middlesex County 9,932 10,585 6.6% 142.3 69.8 74.4 4,841

Total PDC 18 83,684 92,240 10.2% 1384.7 60.4 66.6 45,242

PDC 17 ‐ Northern Neck

Lancaster County 11,567 11,466 ‐0.9% 150.0 77.1 76.4 5,153

Northumberland County

12,259 12,915 5.4% 216.4 56.6 59.7 5,468

Richmond County 8,809 9,144 3.8% 206.1 42.7 44.4 3,877

Westmoreland County 16,718 17,462 4.5% 277.7 60.2 62.9 8,338

Total PDC 17 49,353 50,987 3.3% 850.2 58.0 60.0 22,836

PDC 15 ‐ Richmond Region

Charles City County 6,926 7,212 4.1% 204.0 34.0 35.4 3,541

New Kent County 13,462 17,825 32.4% 225.0 59.8 79.2 8,861

Total PDC 15 (partial) 20,388 25,037 22.8% 429.0 47.5 58.4 12,402

Service Area Total 153,425 168,264 9.7% 2663.9 57.6 63.2 80,480

Sources: 2000 Population and County Area ‐ 2000 Census 2008 Population Estimates ‐ http://quickfacts.census.gov/qfd/states/51/51036.html 2009 Employment Data (Average: January – June 2009) ‐ Virginia Employment Commission

Future year forecasts of population for each of the 12 counties in the Bay Transit service area for the years 2010, 2020, and 2030 were obtained from the Virginia Employment Commission.


Employment projections for these rural counties were not available from the Virginia Employment Commission.

For the purposes of the Bay Transit TDP, a future plan horizon year of 2015 has been identified, six years from the current base transit operations year of 2009. Table 4‐2 presents estimates of future population for the years 2010, 2015, 2020, and 2030 for each of the Bay Transit service area counties. The 2015 estimates were interpolated from the 2010 and 2020 estimates.


Table 4‐2. Future Year Bay Transit Service Area Population Estimates (All Ages)

PDC and Counties 2010 2015 2020 2030

Change: 2010‐2015

Number Percent

PDC 18 ‐ Middle Peninsula

Essex County 10,969 11,465 11,960 12,974 496 4.5%

Gloucester County 40,474 43,244 46,013 51,824 2,770 6.8%

King and Queen County 6,891 7,039 7,187 7,564 148 2.1%

King William County 16,187 17,653 19,119 22,227 1,466 9.1%

Mathews County 9,097 9,087 9,077 9,068 ‐10 ‐0.1%

Middlesex County 11,012 11,534 12,055 13,181 522 4.7%

Total PDC 18 94,630 100,021 105,411 116,838 5,391 5.7%


Lancaster County 11,485 11,481 11,477 11,478 ‐4 0.0%

Northumberland County 13,420 14,004 14,587 15,821 584 4.3%

Richmond County 8,333 9,117 9,900 10,512 784 9.4%

Westmoreland County 17,483 17,910 18,336 19,261 427 2.4%

Total PDC 17 50,721 52,511 54,300 57,072 1,790 3.5%

PDC 15 ‐ Richmond Region PDC

Charles City County 7,431 7,682 7,932 8,749 251 3.4%

New Kent County 18,681 21,176 23,671 29,496 2,495 13.4%

Total PDC 15 (partial) 26,112 28,858 31,603 38,245 2,746 10.5%

Service Area Total 171,463 181,389 191,314 212,155 9,926 5.8%

Source: 2000 Census and Virginia Employment Commission Community Profiles for each county.

As Table 4‐2 shows, almost all of the Bay Transit service area counties are projected to experience increases in population from 2010 to 2015. Only Mathews County and Lancaster County are projected to experience very small decreases in population. In these two counties, the anticipated percentage change resulting from these decreases is expected to be less than 0.1 percent, which can be considered as no change in the total population. For the overall Bay Transit service area, the total estimated population increase is projected to be 9,926 persons from 2010 to 2015, or a percentage change over this period of 5.8 percent. On an average annual basis, this equates to approximately 1.1 percent per year.

Table 4‐3 illustrates the current and projected future service area population of persons age 65 or older.


Table 4‐3. Future Year Bay Transit Service Area Population Estimates of Elderly Persons (65 or Older)

PDC and Counties 2010 2015 2020 Change, 2010‐2015

Number Percent

PDC 18 ‐ Middle Peninsula

Essex County 1,914 2,143 2,372 229 12.0%

Gloucester County 5,676 7,016 8,356 1,340 23.6%

King and Queen County 1,265 1,385 1,505 120 9.5%

King William County 2,118 2,647 3,175 529 25.0%

Mathews County 2,198 2,253 2,307 55 2.5%

Middlesex County 2,706 2,933 3,160 227 8.4%

Total PDC 18 15,877 18,376 20,875 2,499 15.7%


Lancaster County 3,122 3,019 2,916 ‐103 ‐3.3%

Northumberland County 3,944 4,050 4,156 106 2.7%

Richmond County 1,688 1,767 1,846 79 4.7%

Westmoreland County 3,422 3,616 3,809 194 5.7%

Total PDC 17 12,176 12,452 12,727 276 2.3%

PDC 15 ‐ Richmond Region PDC

Charles City County 1,193 1,453 1,712 260 21.8%

New Kent County 2,297 3,401 4,504 1,104 48.0%

Total PDC 15 (partial) 3,490 4,853 6,216 1,363 39.1%

Service Area Total 31,543 35,681 39,818 4,138 13.1%

Source: 2000 Census and Virginia Employment Commission Community Profiles for each county.

As shown on Table 4‐3, the population of elderly persons age 65 or older is projected to increase from 2010 to 2015 for all counties in the Bay Transit service area except Lancaster County. Lancaster County is projected to experience a decrease of approximately 103 persons age 65 or older between 2010 and 2015. This value represents a 3.3 percent decrease in the elderly population of this county. For the overall Bay Transit service area, the total number of elderly persons is projected to increase from approximately 31,543 persons in 2010 to approximately 35,681 persons in 2015. This change in the number of elderly residents of 4,138 persons from 2010 to 2015 represents a percentage change of approximately 13.1 percent, or approximately 2.5 percent per year. Figure 4‐1 below presents the existing population and the projected total and elderly populations for the Bay Transit service area jurisdictions in the years 2010, 2015, and 2020, compared to the 2008 base year. The elderly population (65+) for 2008 was not readily available, but it can be assumed that it is a similar portion of the total population as 2010.


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cycle is continued over the next several years, Table 4‐4 illustrates the total passenger fleet size and the anticipated average vehicle age between 2009 and the TDP horizon year of 2015.

Table 4‐4. Bay Transit Fleet Replacement Program, FY2009‐FY2015

Passenger Vehicle Fleet Calendar Year 2008 ‐ 2015

Model Year No. of Vehicles

2008 2009 2010 2011 2012 2013 2014 2015

1988 1 1

1999

1990 1 1

1991 1 1

1992 1 1

1993

1994 1 1

1995 1 1

1996

1997

1998 1 1

1999 2 2

2000 1 1

2001 2 2 2

2002 6 6 6

2003 7 7 7 7

2004

2005 7 7 7 7 7

2006 10 10 10 10 10 10 5

2007 5 5 5 5 5 5 5 5

2008 10 10 10 10 10 10 10 10 10

2009 ‐ 7 7 7 7 7 7 7

2010 ‐ 7 7 7 7 7 7

2011 ‐ 7 7 7 7 7

2012 ‐ 7 7 7 7

2013 ‐ 7 7 7

2014 ‐ 7 7

2015 ‐ 7

Total Vehicles 57 57 54 53 53 53 55 57 59

Average Age 5.6 4.3 4.1 4.1 4.2 4.4 4.5 4.7

Assumptions: Current fleet size remains relatively constant; 7 vehicles to be acquired each year starting 2009.


Applying the average vehicle acquisition cost of $56,500 in the current year (2009) and applying an average annual inflation rate of 2.0 percent over the period of 2010 to 2015, the typical average annual cost associated with the acquisition of several replacement vehicles each year over this period is shown in Table 4‐5.

Table 4‐5. Estimated Cost of Base Fleet Vehicle Replacement Program, FY2009‐FY2015

Model Year

Avg. Vehicle Cost

2008 2009 2010 2011 2012 2013 2014 2015 Total Cost

2009 $56,500 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

2010 $57,600 $ ‐ $ ‐ $403,200 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $403,200

2011 $58,800 $ ‐ $ ‐ $ ‐ $411,600 $ ‐ $ ‐ $ ‐ $ ‐ $411,600

2012 $60,000 $ ‐ $ ‐ $ ‐ $ ‐ $420,000 $ ‐ $ ‐ $ ‐ $420,000

2013 $61,200 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $428,400 $ ‐ $ ‐ $428,400

2014 $62,400 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $436,800 $ ‐ $436,800

2015 $63,600 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $445,200 $445,200

Totals $ ‐ $ ‐ $415,100 $436,100 $457,800 $480,900 $504,700 $529,900 $2,545,200

Note: Average Vehicle Cost each year assumes 2.0 percent inflation rate.

As illustrated in Table 4‐5, the average vehicle cost today of $56,500 could increase to approximately $63,600 by the year 2015 assuming an average annual inflation rate of 2.0 percent, and with the average vehicle cost rounded to the nearest $100. The total estimated cost of acquiring seven vehicles each year for a period of six years would be approximately $2,545,200.

Table 4‐6 and Table 4‐7, respectively, illustrate the anticipated operating statistics and operating assistance funding levels associated with the continuing operation of the Bay Transit system at present day service levels. These tables assume that the currently observed vehicle miles and hours of service would remain basically unchanged over the next several years, with the anticipated increase in service area population defining the magnitude of the anticipated passenger growth. The latest available budget information for Bay Transit is FY 2010. Therefore, operating expenses are assumed to experience an average annual increase of approximately 2.0 percent starting from FY 2011 to FY 2015.


Table 4‐6. Operating Statistics of Bay Transit, FY2008‐FY2015

Operating Statistics FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015

Annual Passengers

156,067 157,784 159,519 161,274 163,048 164,842 166,655 168,488

Annual Operating Costs

$ 2,459,305 $ 2,420,176 $ 2,582,544 $ 2,634,195 $ 2,686,879 $ 2,740,616 $ 2,795,429 $ 2,851,337

Annual Revenue Miles

1,664,376 1,664,456 1,664,456 1,664,456 1,664,456 1,664,456 1,664,456 1,664,456

Annual Revenue Hours

75,045 75,175 75,175 75,175 75,175 75,175 75,175 75,175

Passengers per Revenue Mile

0.094 0.095 0.096 0.097 0.098 0.099 0.100 0.101

Passengers per Revenue Hour

2.08 2.10 2.12 2.15 2.17 2.19 2.22 2.24

Cost per Passenger

$15.76 $15.34 $16.19 $16.33 $16.48 $16.63 $16.77 $16.92

Cost per Revenue Mile

$1.48 $1.45 $1.55 $1.58 $1.61 $1.65 $1.68 $1.71

Cost per Revenue Hour

$32.77 $32.19 $34.35 $35.04 $35.74 $36.46 $37.19 $37.93

1. The percentage of Annual Passenger increase is assumed to be 1.1% based on the regional population increase, beginning in FY 2009. 2. FY2010 Operating Cost obtained from DRPT FY2010 district budget data. Beginning in FY2011, the Annual Operating Cost calculated assuming a 2.0%/year inflation rate.

3. Annual Revenue Miles assumed to be constant through the life of the TDP period. 4. Annual Revenue Hours for FY 2009 provided by Bay Transit and assumed to be constant through the life of the TDP period. 5. FY2010 Passenger Fare and Contract Revenue Total obtained from DRPT FY2010 district budget data and assumed to be constant through the life of the TDP period. 6. Federal Operating Assistance reflects estimated FTA Section 5311 and FTA 5316 funds; assumed to remain flat at FY2010 levels.

7. FY2010 State Operating Assistance obtained from DRPT FY2010 district budget data. The increase in State Operating Assistance, as per DRPT, is assumed to be 1.77% in FY2011, 2.90% in FY2011‐FY2012, 3.50% in FY2012‐FY2013, 3.16% in FY2013‐FY2014, and 3.16% in FY2014‐FY2015.

8. Net Operating Cost calculated as Total Cost less Passenger Fares and Contract Revenues.


Table 4‐7. System Revenues and Operating Assistance of Bay Transit, 2008‐2015

System Revenues

and Operating Assistance

FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015

Passenger Fares

$119,602

$120,000 $ 121,234 $ 122,568 $ 123,917 $ 125,280

$ 126,658 $ 128,051

Contract Revenues

$156,937

$157,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000

$ 25,000 $ 25,000

Local Operating Assistance

$679,436

$621,219

$757,793

$799,821

$837,315

$872,444

$909,785 $947,704

State Operating Assistance

$357,891 $411,839

$469,501

$477,811

$491,668

$508,876

$524,957 $541,545

Federal Operating Assistance

$1,095,597

$1,071,118

$1,208,972

$1,209,000

$1,209,000

$1,209,000

$1,209,000 $ 1,209,000

Other Match $120,391

$39,000

Totals

$2,529,854

$2,420,176 $2,582,500 $2,634,200 $2,686,900

$2,740,600 $2,795,400 $ 2,851,300

Net Operating

Cost

$2,253,315

$2,143,176 $2,436,266

$2,486,632

$2,537,983 $2,590,320

$2,643,742 $2,698,249

1. The percentage of Annual Passenger increase is assumed to be 1.1% based on the regional population increase, beginning in FY 2009. 2. FY2010 Operating Cost obtained from DRPT FY2010 district budget data. Beginning in FY2011, the Annual Operating Cost calculated assuming a 2.0%/year inflation rate.

3. Annual Revenue Miles assumed to be constant through the life of the TDP period. 4. Annual Revenue Hours for FY 2009 provided by Bay Transit and assumed to be constant through the life of the TDP period. 5. FY2010 to FY2015 Passenger Fare and Contract Revenue Total estimate obtained from Diana Giles, CFO, Bay Transit. 6. Federal Operating Assistance reflects estimated FTA Section 5311 and FTA 5316 funds; assumed to remain flat at FY2010 levels.

7. FY2010 State Operating Assistance obtained from DRPT FY2010 district budget data. The increase in State Operating Assistance, as per DRPT, is assumed to be 1.77% in FY2011, 2.90% in FY2011‐FY2012, 3.50% in FY2012‐FY2013, 3.16% in FY2013‐FY2014, and 3.16% in FY2014‐FY2015.

8. Net Operating Cost calculated as Total Cost less Passenger Fares and Contract Revenues.


Potential Service Expansions

As described in previous sections of this TDP document, currently Bay Transit only provides demand‐response transit services. However, the staff of Bay Transit and several stakeholders have identified the potential need in the region for the initiation of fixed‐route services. Based on the demand of services, three potential fixed routes have been identified in this TDP, as shown in Figure 4‐2 and described below:

Proposed Fixed‐Route 1: Gloucester Point – Urbanna – Tappahannock: This route starts from Gloucester and follows Rt. 17 to get to Urbanna and then to Tappahannock. The one‐way distance of this route is approximate 62 miles and travel time is estimated at 1 ½ hours for a one‐way trip. The following figure shows the proposed route.

Proposed Fixed‐Route 2: Colonial Beach – Montross – Warsaw – Tappahannock: This

route starts from Colonial Beach and follows Rt. 205 to Montross, then Rt. 3 to Warsaw, and then travels to Tappahannock via Rt. 360. The one‐way distance of this route is approximately 40 miles, and travel time is estimated at 1 hour for a one‐way trip. The following figure shows the proposed route.

Proposed Fixed‐Route 3: Kilmarnock – Warsaw – Kilmarnock: This route is a loop route.

It starts from Kilmarnock to get to Warsaw via Rt. 3 and then follows Rt. 360 and Rt. 200 to return to Kilmarnock. The loop distance of this route is approximately 70 miles, and travel time is estimated at 1 ½ hours for a typical one‐loop trip. The following figure shows the proposed route.

The routes shown in Figure 4‐3 were submitted by the Northern Neck Planning District Commission as their suggestion for potential new fixed‐route services. Note that the green route in Figure 4‐3 matches the Proposed Fixed‐Route 2 and the red loop route in Figure 4‐3 matches Proposed Fixed‐Route 3. The PDC suggested the following service details for these potential routes:

1. The loop could be implemented in two or more phases. The Colonial Beach‐to‐Warsaw segment might be Phase One as it would provide service between two regional employment centers, as well as regularly scheduled transportation to/from Rappahannock Community College.

2. The ideal fixed‐route schedule would be six or seven days a week, with buses running

primarily from 6 AM to 9 AM and 4 PM to 7 PM on weekdays, and another schedule on weekends, depending on demand.


Figure 4‐2. Proposed Fixed‐Route Services

Two additional suggestions for expanded service were presented at the Final Stakeholder Meeting on October 7, 2009. This meeting was held to discuss the contents of this TDP and review its final recommendations. During the general question and answer period at the end of the meeting, the following two services were discussed and it was agreed that they would be included in the TDP for reevaluation and consideration, if funding were to become available in the future:

1. Commuter service from New Kent/Charles City to Richmond or Williamsburg. This

service would be provided Monday through Friday, with one trip in the morning and a

return trip in the evening.

2. The extension of existing demand‐response service to include later evening hours (after

6:00 PM) and/or weekend service (primarily Saturday).


Figure 4‐3. Northern Neck Proposed Fixed Transit Routes


Computerized Scheduling and Dispatching System Another transit service improvement that Bay Transit has proposed is the planned acquisition of a computerized scheduling and dispatching system. Bay Transit is presently using manual methods to schedule and dispatch their vehicles.

Based on their experiences with the manual method, they have found that it is not an efficient means to operate their system. Therefore, Bay Transit currently is in the early phases of a process to acquire a computerized scheduling and dispatching system to operate their system. A needs assessment of paratransit services scheduling software has recently been initiated, with completion expected by the end of calendar year 2009. The funding mechanism for the acquisition of the computerized scheduling and dispatching system has not yet been identified.

Based upon limited experience in other communities, it is anticipated that implementation of such a computerized scheduling and dispatching system may be able to achieve operational efficiencies. Bay Transit suggests that the overall annual system ridership could experience an increase of approximately 10 percent per year following implementation of the system (assumed as FY 2012).

Administration and Maintenance Center

Based on the transit demand growth in the Bay Transit service area, a new administration and maintenance center has been proposed to be built in the Middle Peninsula. It has been assumed that this new facility could be funded and constructed within the five to seven year TDP time‐frame. The size of this proposed administration and maintenance center is assumed to be similar to that of the Warsaw facility, which broke ground on April 27, 2009 and is anticipated to be completed in 2010.

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The previous section identified the potential improvement needs for Bay Transit. In this section, the capital and operating costs associated with these improvements are evaluated and estimated.

1. The cost of three fixed‐route services

The cost of the three new proposed routes includes the capital cost and estimated operating cost. The capital cost for the new fixed routes are anticipated to include the cost for the required new vehicle purchase. The operating cost includes all the expenses for the operation of the transit service. For examples: the salaries of Bay Transit staff, motor fuels, motor tires and parts, etc.

The latest available budget information from FY 2009 was used to estimate both future capital and operating cost. All cost estimations are based on this current year budget information with


the application of an assumed 2.0 percent annual inflation rate for each of the future years through the TDP horizon year of 2015.

It is assumed that these new fixed routes will be implemented in FY 2012, and that the transit services will be operated 12 hours per day, 5 days per week. The total number of operating days for the transit service is assumed to be 250 days per year. Two options are considered for each route: one vehicle running the route or two vehicles running the route. Based on the information associated with the Federal Recovery Act stimulus funding allocation to Bay Transit, the anticipated average cost of each of these additional required vehicles is approximately $56,500.

The methodology to determine the operating cost of the fixed‐route services is based on the annual operating miles of fixed routes and the cost per revenue mile. The annual number of revenue miles associated with each of the three proposed routes is the product of the miles of each round trip on the route, the number of round trips assumed to be operated per day on each route, and the assumed number of service days per year.

Table 4‐8 below summarizes the annual operating miles of the proposed fixed routes described in the previous section. It should be noted that a 5 percent deadhead mileage factor has been added to the initially estimated annual revenue miles of service for each route to arrive at the estimated total annual operating miles for the route.

Table 4‐8. Estimated Annual Operating Miles of Proposed Fixed Routes

Proposed Fixed Route Option Annual Operating Miles of Proposed Fixed Routes

FY2010 FY2011 FY2012 FY2013 FY2014 FY2015

Route (1) Gloucester Point – Urbanna – Tappahannock

Option 1 – one vehicle

0 0 130,200 130,200 130,200 130,200

Option 2 – two vehicles

0 0 260,400 260,400 260,400 260,400

Route (2) Colonial Beach – Montross – Warsaw – Tappahannock

Option 1 0 0 126,000 126,000 126,000 126,000

Option 2 0 0 252,000 252,000 252,000 252,000

Route (3) Kilmarnock – Warsaw – Kilmarnock

Option 1 0 0 147,000 147,000 147,000 147,000

Option 2 0 0 294,000 294,000 294,000 294,000

Totals Option 1 0 0 403,200 403,200 403,200 403,200

Option 2 0 0 806,400 806,400 806,400 806,400

Note: Total annual operating miles = total estimated revenue miles plus 5 percent deadhead mileage.

Based on the FY 2009 Bay Transit budget information, the average cost per revenue mile of operation is $1.48 per mile. By applying an annual inflation rate of 2.0 percent, the cost per revenue mile for each of the future years is summarized in Table 4‐9 below.


Table 4‐9. Estimated Cost per Revenue Mile of Proposed Fixed Routes

Cost per Revenue Mile

Proposed Fixed Route FY2010 FY2011 FY2012 FY2013 FY2014 FY2015


Option 1

$1.48

$1.51

$1.54

$1.57

$1.60

$1.63

Option 2

$1.48

$1.51

$1.54

$1.57

$1.60

$1.63


Option 1

$1.48

$1.51

$1.54

$1.57

$1.60

$1.63

Option 2

$1.48

$1.51

$1.54

$1.57

$1.60

$1.63


Option 1

$1.48

$1.51

$1.54

$1.57

$1.60

$1.63

Option 2

$1.48

$1.51

$1.54

$1.57

$1.60

$1.63

Note: Present (FY2009) cost per revenue mile = 1.45 dollar/mile. Assumed annual inflation rate is 2 percent.

The annual operating costs for the proposed fixed routes are calculated by multiplying the estimated number of annual operating miles by the average cost per revenue mile. Table 4‐10 summarizes the estimated annual operating costs for each of the proposed fixed‐route services.

Table 4‐10. Estimated Annual Operating Miles of Proposed Fixed Routes

Operating Cost

Proposed Fixed Route FY2010 FY2011 FY2012 FY2013 FY2014 FY2015


Option 1

$ ‐

$ ‐ $200,300

$204,400

$208,400

$212,600

Option 2

$ ‐

$ ‐

$400,700

$408,700

$416,900

$425,200


Option 1

$ ‐

$ ‐

$193,900

$197,800

$201,700

$205,700

Option 2

$ ‐

$ ‐

$387,800

$395,500

$403,400

$411,500


Option 1

$ ‐

$ ‐

$226,200

$230,700

$235,300

$240,000

Option 2

$ ‐

$ ‐

$452,400

$461,400

$470,700

$480,100

Total

Option 1

$ ‐

$ ‐ $620,400

632,900

$645,400

$658,300

Option 2

$ ‐

$ ‐

$1,240,900

$1,265,600

$1,291,000

$1,316,800


For these proposed fixed‐route services, the anticipated need for new vehicle purchases is the capital cost for the system. It is assumed that the services will be operated in FY 2012 and that replacement vehicles will be purchased in FY 2015 to conform to normal four‐year service life per 100,000 miles of revenue service criteria. Table 4‐11 below summarizes the capital cost of the proposed fixed‐route services.

Table 4‐11. Capital Cost of Proposed Fixed‐Route Service Expansions

Proposed Fixed Route Option Capital Costs

FY2010 FY2011 FY2012 FY2013 FY2014 FY2015



$ ‐ $ ‐ $ 60,000 $ ‐ $ ‐ $ 63,700


$ ‐ $ ‐ $ 120,000 $ ‐ $ ‐ $ 127,300



$ ‐ $ ‐ $ 60,000 $ ‐ $ ‐ $ 63,700


$ ‐ $ ‐ $ 120,000 $ ‐ $ ‐ $ 127,300



$ ‐ $ ‐ $ 60,000 $ ‐ $ ‐ $ 63,700


$ ‐ $ ‐ $ 120,000 $ ‐ $ ‐ $ 127,300

Note: Present (FY2009) vehicle purchase cost is $56,500 per vehicle. Assumed annual inflation rate is 2 percent.

The combination of the estimated annual operating cost and the capital cost in the year in which it is expected to occur is the total estimated cost of the proposed fixed‐route service expansions. These totals are summarized in Table 4‐12.


Table 4‐12. Total Annual Cost of Proposed Fixed‐Route Service Expansions

Proposed Fixed Route

Total Cost

FY2010 FY2011 FY2012 FY2013 FY2014 FY2015

Route (1) Gloucester Point – Urbanna –

Tappahannock

Option 1

Operating Cost

$ ‐

$ ‐ $200,300 $204,400

$208,400

$212,600

Capital Cost

$ ‐

$ ‐ $60,000

$ ‐

$ ‐

$63,700

Option 2

Operating Cost

$ ‐

$ ‐

$400,700

$408,700

$416,900

$425,200

Capital Cost

$ ‐

$ ‐ $120,000

$ ‐

$ ‐

$127,300

Subtotal

Option 1 Cost $ ‐

$ ‐ $260,300

$204,400

$208,400

$276,300

Option 2 Cost $ ‐

$ ‐

$520,700

$408,700

$416,900

$552,500

Route (2) Colonial Beach – Montross – Warsaw –

Tappahannock

Option 1

Operating Cost

$ ‐

$ ‐ $193,900

$197,800

$201,700

$205,700

Capital Cost

$ ‐

$ ‐ $60,000

$ ‐

$ ‐

$63,700

Option 2

Operating Cost

$ ‐

$ ‐ $387,800

$395,500

$403,400

$ 411,500

Capital Cost

$ ‐

$ ‐

$120,000

$ ‐

$ ‐

$127,300

Subtotal

Option 1 Cost $ ‐

$ ‐ $253,900

$197,800

$201,700

$269,400

Option 2 Cost $ ‐

$ ‐

$507,800

$395,500

$403,400

$538,800


Option 1

Operating Cost

$ ‐

$ ‐ $226,200

$230,700

$235,300

$240,000

Capital Cost

$ ‐

$ ‐

$60,000

$ ‐

$ ‐

$63,700

Option 2

Operating Cost

$ ‐

$ ‐

$452,400

$461,400

$470,700

$480,100

Capital Cost

$ ‐

$ ‐

$120,000

$ ‐ $ $127,300

total

Option 1 Cost $ ‐

$ ‐

$286,200

$230,700

$235,300

$303,700

Option 2 Cost $ ‐

$ ‐

$572,400

$461,400

$470,700

$607,400

Grand Total

Option 1 Cost $ ‐

$ ‐

$800,400

$632,900

$645,400

$849,400

Option 2 Cost $ ‐ $ ‐

$1,600,900 $1,265,600 $1,291,000 $1,698,700


2. The cost of the planned computerized scheduling and dispatching system

As described in the previous section, the planned computerized scheduling and dispatching system is the system improvement Bay Transit is in the initial phases of acquisition. Bay Transit initiated a contract with a consulting firm to research the appropriate scheduling and dispatching software for Bay Transit in April 2009. It is assumed that this system will be acquired and first operated within the TDP’s six‐year time‐frame.

A similar study was conducted by PBS&J in 2008 for Loudoun County, Virginia. As the research results showed, there are different kinds of software that could be applied to a transit system such as Bay Transit. The average cost of this type of software is approximately $350,000, with an annual licensing fee of approximately $2,000. Assuming similar software is implemented for Bay Transit by FY 2012, Table 4‐13 below summarizes the cost estimation of the software.

Table 4‐13. Cost Estimate for Computerized Scheduling and Dispatching System

Total Cost

FY2010 FY2011 FY2012 FY2013 FY2014 FY2015

Scheduling and Dispatching System

$ ‐ $ ‐ $2,122 $2,165 $2,208 $ 2,252

Capital Cost

FY2010 FY2011 FY2012 FY2013 FY2014 FY2015

$ ‐ $364,140 $ ‐ $ ‐ $ ‐ $ ‐

Total Cost

FY2010 FY2011 FY2012 FY2013 FY2014 FY2015

$ ‐ $364,140 $2,122 $2,165 $ 2,208 $ 2,252

Note: Present (FY2009) system cost is $350,000 with annual licensing fee of $2,000. Assumed annual inflation rate is 2 percent. Costs for the system will be finalized in a subsequent update to the TDP once an RFP is issued and proposals are received.

Due to the improved operational efficiencies, Bay Transit expects that their annual system ridership will increase by approximately 10 percent in the year following the software implementation (FY 2012). The estimated annual ridership with and without the dispatching system is summarized in Table 4‐14 below.

Table 4‐14. Annual Passenger Estimation for Bay Transit

Passengers FY2010 FY2011 FY2012 FY2013 FY2014 FY2015

Annual Passengers w/o dispatching system*

159,519 161,274 163,048 164,842 166,655 168,488

Annual Passengers w/dispatching system

159,519 161,274 179,353 197,810 199,986 202,186

* Note: It is assumed that a 1.1 percent annual passenger increase will occur on the current base system due to area growth. Then with the software implementation, starting in FY 2012, an additional 10 percent ridership increase is expected.


3. The cost of a new Administration and Maintenance Center

The funding for this administration and maintenance facility has been previously identified as a Federal earmark without the requirement of any local matching funds. The total allocated budget for the center is $2,615,113 and it is expected that this new facility could be constructed at the end of the TDP’s six‐year time‐frame in FY 2015. Note that based on a review of preliminary feasibility studies, the cost of the facility is estimated to be slightly higher than this budgeted amount.


55..00 SSEERRVVIICCEE AANNDD FFAACCIILLIITTYY RREECCOOMMMMEENNDDAATTIIOONNSS This chapter identifies service and facility needs that are recommended for inclusion over the multi‐year duration of the transit plan. A more comprehensive listing of potential services and facility needs were identified in the prior chapter of this TDP. Recommended service and facility improvements presented in this chapter are based on the anticipated funding availability levels during the TDP time period.

Where sufficient federal, state, and local funding has been identified for either the estimated capital or operating costs associated with a specific recommendation, the activity has been categorized as achievable under the fiscally “constrained” transit development plan. Where a substantial portion or the total required amount of estimated capital or operating costs for a specific action cannot be easily identified, the activity has been identified as being in need of additional funding and has been considered to be achievable only under the fiscally “unconstrained” transit development plan. This designation does not mean that the action cannot be accomplished during the six‐year TDP cycle ending in FY 2015, but rather that additional sources of federal, state, or local funding beyond those currently anticipated to be available to the Bay Transit system will need to be identified and committed to the specific project.

55..11 SSeerrvviiccee RReeccoommmmeennddaattiioonnss

Chapter 4 of this TDP identified the following potential service improvements for consideration over the TDP’s six‐year time period of FY 2010 to FY 2015 in addition to the continuation of the current Bay Transit level of operations:

The initiation of fixed‐route services.

o Proposed Fixed‐Route 1: Gloucester Point – Urbanna – Tappahannock

o Proposed Fixed‐Route 2: Colonial Beach – Montross – Warsaw – Tappahannock

o Proposed Fixed‐Route 3: Kilmarnock – Warsaw – Kilmarnock

As was noted in Chapter 4, two options were proposed for each route, the first being the operation of each of the three routes with a single bus, and the second being the use of two buses on each route to provide more reasonable headways on the order of once an hour. It was assumed that both of the proposed routes could start operation in FY 2012 if the necessary capital and operating funding could be made available. The estimated annual total costs of these options were approximately $800,000 (Option 1) and $1.6 million (Option 2) in first year of operation (FY 2012).

Taking into consideration the current Bay Transit financial condition and anticipated funding levels in the near‐term future, it appears to be unlikely that Bay Transit would be financially able to initiate the new fixed‐route services.


As was described in Chapter 3, the total annual revenues (passenger fares and contract revenues) generated by Bay Transit’s operations in FY 2008 represented approximately 10.9 percent of the total annual operating costs. The remaining net operating costs were funded during that year through a combination of local government (29 percent), state government (15 percent) and federal government (47 percent) funds.

Because of the recent economic downturn, it is expected that the local government tax base will not be growing at a significant rate. In addition, future federal and state funding levels are somewhat uncertain at this point, with the level of state operating assistance support having recently experienced a reduction in funding.

Therefore, it is recommended that Bay Transit’s top priority as defined in this TDP be a focus on maintaining the current demand‐response service levels in the near‐term. The proposed initiation of three new fixed‐route services should only be considered an element of the “unconstrained” TDP program of projects. Should additional operating assistance funds become available from federal, state, or local sources, one or more of these three routes could be designated as an element of the “constrained” TDP program of projects.

55..22 FFaacciilliittyy RReeccoommmmeennddaattiioonnss

Chapter 4 of this TDP identified several potential facility improvements for consideration over the TDP’s six‐year time period. The improvements are as follows:

Existing operating vehicle acquisition / replacement as vehicles reach the end of their designated useful life

Computerized Scheduling and Dispatching System

Administration and Maintenance Center in the Middle Peninsula

Existing operating vehicle acquisition / replacement

The American Recovery and Reinvestment Act (ARRA) identified Bay Transit as one of the rural and small urban public transit systems in Virginia to receive Federal Recovery Act stimulus funding. Through this program, Bay Transit was identified as the recipient of seven replacement passenger transport vans at a total cost of $395,900. This allocation will take the form of 100 percent Federal funding with no state or local matching funds required.

Therefore, it is expected that seven vehicles will be replaced for Bay Transit in FY 2009 using the ARRA stimulus funding. In addition, Bay Transit has typically acquired an average of 7 or 8 vehicles each year. Assuming that during the TDP’s six‐year time period, the typical vehicle replacement schedule is continued, then from FY 2009 to FY 2015, Bay Transit should be expected to be able to acquire approximately seven new/replacement vehicles each year, as shown in Table 4‐4. This historically observed vehicle replacement schedule is thus viewed as an element of the “constrained” TDP program of projects.


Computerized Scheduling and Dispatching System

As described in Chapter 4 of this TDP, Bay Transit currently is in the early phases of a process to acquire a computerized scheduling and dispatching system to improve the operations of their system. A needs assessment of paratransit services scheduling software has recently been initiated, with the completion of this activity expected by the end of calendar year 2009. The funding mechanism for the acquisition of the computerized scheduling and dispatching system has not yet been identified; however, it is assumed that this system will be acquired and first operated within the TDP’s six‐year time‐frame.

Administration and Maintenance Center

Construction of a new operations and maintenance facility for Bay Transit in Warsaw, Virginia began on April 27, 2009, and it is anticipated to be completed in 2010. Based on the transit demand growth in the Bay Transit service area, an administration and maintenance center has been proposed to be built in the Middle Peninsula.

The funding for this administration and maintenance facility has been previously identified as a Federal earmark without the requirement of any local matching funds. The total allocated budget for this facility is $2,615,113, and it is expected that this new facility could be constructed at the end of the TDP’s six‐year time‐frame in FY 2015. Note that based on a review of preliminary feasibility studies, the cost of the facility is estimated to be slightly higher than this budgeted amount.

Since the funding for this facility has already been identified and approved, this project should be defined as an element of the “constrained” TDP list of projects for Bay Transit.

Assuming the allocated capital funding from Federal and state governments and ARRA stimulus funding are all available for Bay Transit in the TDP’s six‐year time‐frame, the facility improvements recommended for implementation for each year are as follows:

FY2009 Seven replacement vehicles (ARRA stimulus funding) FY2010 Seven replacement vehicles FY2011 Seven replacement vehicles Computerized Scheduling and Dispatching System FY2012 Seven replacement vehicles


FY2013 Seven replacement vehicles FY2014 Seven replacement vehicles Construction of an Administration and Maintenance Center in the Middle Peninsula FY2015 Seven replacement vehicles

55..33 OOtthheerr RReeccoommmmeennddaattiioonnss

The comments received from the on‐board survey conducted for Bay Transit in February and March 2009 suggested that Bay Transit consider the extension of their service hours to include weekend service. These riders currently have to seek a family member or friend’s assistance or use other options to travel on weekends. This request may be a potential service improvement that Bay Transit can study further following the acquisition and implementation of the computerized scheduling and dispatching system. No specific time‐frame has been identified for this study effort, and no local government funding has been assumed in the TDP’s financial plan. The installation of surveillance cameras and GPS devices for the vehicles of Bay Transit are another potential improvement that Bay Transit could consider. Currently, no surveillance cameras or GPS devices are installed in the buses. However, based on Bay Transit’s current request for a computerized scheduling and dispatching system, this type of equipment may be needed for the implementation of all aspects of the dispatching system. With the computerized scheduling and dispatching software not yet acquired or implemented, no specific time‐frame has been identified for the possible installation of the on‐board surveillance cameras and GPS devices, and no funding sources have been assumed in the TDP’s financial plan.


66..00 CCAAPPIITTAALL IIMMPPRROOVVEEMMEENNTT PPRROOGGRRAAMM This chapter describes those capital programs (vehicles, facilities, and equipment) required to carry out the operations and services set forth in the TDP service and facility recommendations that were presented in the prior chapter.

66..11 VVeehhiiccllee RReeppllaacceemmeenntt PPrrooggrraamm

As was noted in prior chapters of this TDP, Bay Transit presently has a total vehicle inventory of 68 vehicles located in the facilities of the different counties. Thirty‐three (33) of these 68 vehicles have diesel engines, with the other 35 vehicles using gasoline engines. The passenger fleet primarily consists of 12 to 14 passenger handicapped accessible vans. Model years range from 1988 through 2008.

In recent years, Bay Transit has typically acquired five to ten vehicles in any given year, an average of seven or eight vehicles each year. These represent both replacements for existing vehicles that have reached the end of their useful life and the acquisition of additional vehicles for the provision of expanded services. The seven vehicles to be obtained during 2009 using Federal Recovery Act stimulus funding thus represent the system’s recently observed typical vehicle acquisition / replacement cycle. This allocation will take the form of 100 percent Federal funding with no state or local matching funds required.

Assuming that this typical vehicle replacement cycle is continued over the next several years through available funding from Federal, State, and Local governments, Table 4‐4 illustrates the total passenger fleet size and the anticipated average vehicle age between 2008 and the TDP horizon year of 2015.

66..22 FFaacciilliittyy IImmpprroovveemmeenntt PPrrooggrraamm

Chapter 4 of this TDP also identified two potential facility improvements for Bay Transit over the TDP’s six‐year time period. These two improvements were the acquisition of a computerized scheduling and dispatching system and the construction of an administration and maintenance center.

Bay Transit currently is in the early phases of a process to acquire a computerized scheduling and dispatching system to improve the operations of their system. A needs assessment of paratransit services scheduling software has recently been initiated, with the completion of this activity expected by the end of calendar year 2009. The funding mechanism for the acquisition of the computerized scheduling and dispatching system has not yet been identified; however, it is assumed that this system will be acquired and first operated within the TDP’s six‐year time‐frame.

The funding for the planning, design, site acquisition, and construction of the administration and maintenance facility has been previously identified as a Federal earmark without the


requirement for any local matching funds. Note that based on a review of preliminary feasibility studies, the cost of the facility is estimated to be slightly higher than the budgeted amount. It is expected that this new facility could be constructed near the end of the TDP’s six‐year time‐frame in FY 2015.


77..00 FFIINNAANNCCIIAALL PPLLAANN The financial plan is a principal product of the TDP. It is in this chapter that an agency demonstrates its ability to provide a sustainable level of transit service over the TDP time period, including the rehabilitation and replacement of capital assets. This chapter identifies potential funding sources for annual operating and maintenance costs, funding requirements and sources for bus purchases, and funding requirements and sources for other facility improvements.

77..11 OOppeerraattiioonn aanndd MMaaiinntteennaannccee CCoossttss aanndd FFuunnddiinngg SSoouurrcceess

Based on the latest budget information available from Bay Transit, the system’s operating budget was approximately $2.4 million in FY 2009. Funding sources for the adopted FY 2009 operating budget were as follows:

Federal Funds ‐ $1,071,118 (44%)

State Funds ‐ $411,839 (17%)

Local Government and Other Match Funds ‐ $660,210 (27%)

Passenger Fares and Contract Revenues ‐ $277,000 (11%)

This TDP’s financial plan begins with these costs and funding sources and those in the currently proposed FY 2010 system budget as the “base year” values for the estimation of future year operating costs and revenue streams.

Annual operation and maintenance (O&M) costs during the TDP time period are projected to grow from approximately $2.4 million in the FY 2009‐FY 2010 period to over $2.8 million by FY 2015. It is assumed that a two percent annual inflation rate is applied to these “base year” costs to estimate the annual O&M costs over the TDP time period.

Federal operating assistance funds are assumed to remain at essentially a constant amount during the TDP time period. In FY 2010, the presently budgeted federal operating assistance fund level of $1,208,972 is projected to cover approximately 47 percent of Bay Transit’s total annual O&M costs. This percentage is projected to decrease each year during the TDP time period since the total O&M costs are assumed to increase at a rate of two percent each year due to inflationary factors, and the amount of annual Federal operating assistance funds are assumed to remain at a constant level of approximately $1,209,000 from FY 2011 through FY 2015.

The Virginia Department of Rail and Public Transportation (DRPT) has identified $469,501 in state operating assistance for Bay Transit in FY 2010 in its Transportation Improvement Program. The DRPT’s TIP reflects a 19 percent growth in state operating allocations from its Mass Transit Trust Fund on a statewide basis between FY 2010 and FY 2015. Based on the


information from DRPT, little growth in the allocation of state operating assistance funding to Bay Transit has been assumed beyond the FY 2010 budgeted amount over the duration of this TDP cycle. The percentage increases in the anticipated annual state operating assistance are 1.77% in FY 2010‐FY 2011, 2.90% in FY 2011‐FY 2012, 3.50% in FY 2012‐FY 2013, 3.16% in FY 2013‐FY 2014, and 3.16% in FY 2014‐FY 2015. The annual state operating funding level will be increased by these percentage increases from the FY 2010 funding level (approximately $469,500) through the TDP time period.

State formula assistance grants for public transportation operating expenses are awarded on the basis of the total annual amount of state funds available expressed as a percentage of the total annual amount of transit operating expenses, subject to a cap of 95% of eligible expenditures. Eligible expenditures are defined as costs of administration, fuel, tires, and maintenance parts and supplies (payroll costs of mechanics and drivers are excluded). Projections for state operating assistance, as identified in the TDP financial plan, have been provided for planning purposes and may fluctuate up or down based on the aforementioned parameters.

State capital program grants from the Mass Transit Trust Funds (MTTF) are awarded to all public transportation capital projects deemed to be eligible, reasonable, and appropriate at a uniform level of state participation. The goal is to reach the maximum state share of capital expenses of 95%, but there have not been sufficient funds to support transit capital projects at this level since the Mass Transit Trust Fund was created in 1986. This level of participation or “state share” of capital project expenses is calculated by dividing the amount of state funds available for capital projects each year by the amount needed to support the non‐federal share of all eligible transit capital projects for the year. Beginning in FY 2008, additional capital funds from the Transportation Capital Projects bond proceeds authorized under Chapter 896 of the 2007 Acts of Assembly have been available annually at a maximum state matching share of 80% in the Transit Capital Fund.

The estimated annual farebox and other revenues for Bay Transit are assumed to remain essentially the same between FY 2009 and FY 2011. This assumption reflects the very modest changes in service area population that are anticipated during this period of no more than 1.0 percent each year, and no anticipated change in the annual revenue vehicle‐hours of operation to be provided across the Bay Transit service area.

Farebox and other revenues are projected to increase more noticeably from FY 2012 to FY 2015 due to the operational efficiencies that are expected to be experienced by the system as a result of the implementation of the computerized scheduling and dispatching system. As discussed earlier in Chapter 4 of this TDP, Bay Transit anticipates that the implementation of this computerized scheduling and dispatching system in FY 2011 could generate a 10 percent increase in ridership compared to those anticipated without consideration of this operational improvement in FY 2012.


Table 7‐1 presents the TDP financial plan for the funding of the annual O&M costs through the TDP six‐year time period. Using the assumptions identified above of the level of Federal and State operating assistance funding, the required local government funding requirements are anticipated to steadily increase through the TDP time period, from approximately $694,471 in FY 2010 to approximately $891,192 in FY 2015.

As a percentage of the total estimated system operating costs, the local government share is anticipated to increase from approximately 27 percent of the total annual cost in FY 2010 to approximately 31 percent of the total annual cost in FY 2015.


Table 7‐1. TDP Financial Plan for Funding Annual O&M Costs

TDP Financial Plan for: Service O&M Costs FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015

Annual Revenue Hours 75,045 75,175 75,175 75,175 75,175 75,175 75,175 75,175

Annual Operating Costs $ 2,459,305 $ 2,420,176 $2,582,544 $2,634,195 $2,686,879

$2,740,616 $2,795,429 $2,851,337

Anticipated Funding Sources

Federal $ 1,095,597 $ 1,071,118 $1,208,972 $1,209,000 $1,209,000

$1,209,000 $1,209,000 $1,209,000

State $357,891 $411,839 $469,501 $477,811 $491,668 $508,876 $524,957 $541,545

Farebox $119,602 $120,000 $121,234 $122,568 $ 123,917

$125,280

$126,658 $128,051

Farebox Recovery Ratio 5% 5% 5% 5% 5% 5% 5% 4%

Other (Contract Rev & Other) $277,328 $196,000 $25,000 $25,000 $25,000 $25,000 $25,000 $ 25,000

Local Gov't Funding Required $679,436 $621,219 $757,837 $799,816 $837,294 $872,460

$909,814

$947,741

Local Gov't Funding Percentage 28% 26% 29% 30% 31% 32% 33% 33%

Notes:

1. Annual Revenue Hours for FY 2009 provided by Bay Transit and assumed to be constant through the life of the TDP period.

2. FY2010 Operating Cost obtained from DRPT FY2010 district budget data. Beginning in FY2011, the Annual Operating Cost calculated assuming a 2.0%/year inflation rate . 3. Federal Operating Assistance reflects estimated FTA Section 5311 and FTA 5316 funds; assumed to remain flat at FY2010 levels.

4. FY2010 State Operating Assistance obtained from DRPT FY2010 district budget data. The increase in State Operating Assistance, as per DRPT, is assumed to be 1.77% in FY2011, 2.90% in FY2011‐FY2012, 3.50% in FY2012‐FY2013, 3.16% in FY2013‐FY2014, and 3.16% in FY2014‐FY2015 . 5. FY2010 to FY2015 Passenger Fare and Contract Revenue Total estimate obtained from Diana Giles, CFO, Bay Transit.


77..22 BBuuss PPuurrcchhaassee CCoossttss aanndd FFuunnddiinngg SSoouurrcceess

As noted in Chapter 6 of this TDP, no service expansion has been proposed that would increase Bay Transit’s bus fleet size. The bus purchases during the TDP time period are only for bus replacements.

In FY 2009, Bay Transit has been identified as the recipient of seven replacement passenger transport vans at a total cost of $395,900 through ARRA funds. This allocation will take the form of 100 percent Federal funding, with no state or local matching funds required.

Assuming that the historically observed cycle of seven vehicle replacements per year for Bay Transit is continued between FY 2011 and the TDP horizon year of FY 2015, the remaining bus purchases have been assumed to be funded through FTA’s Section 5311 Program. This assumption anticipates a continuation of the traditional shared allocation of costs with 80 percent funding provided by the Federal Government, 10 percent funding by the State Government, and 10 percent funding by the Local Governments. For the bus purchase prices, a 2 percent annual inflation rate is applied. Table 7‐2 presents the suggested TDP financial plan for funding bus purchases through the TDP six‐year time period.

Table 7‐2. TDP Financial Plan for Funding Bus Purchases

TDP Financial Plan for Bus Replacements

FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015

Bus Replacements 7 buses 7 buses 7 buses 7 buses 7 buses 7 buses 7 buses

Bus Replacement Costs $395,900 $403,400 $411,500 $419,700 $428,100 $436,700 $ 445,400


Federal ‐ ARRA $395,900

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Federal ‐ FTA 5311 Program (80%) $ ‐ $322,700 $329,200 $335,800 $342,500 $349,400 $356,300

State (10%) $ ‐ $ 40,300 $41,200 $42,000 $42,800 $43,700 $44,500

Local Government Funding Required (10%) $ ‐ $ 40,300 $41,200 $42,000 $42,800 $43,700 $44,500

(All Costs in Year of Expenditure Dollars) Notes: 1. Bus replacements by year identified in Chapter 6 of TDP.

2. Bus replacement costs assumed to be $56,500 in current year (FY2009) dollars.

3. Table reflects 2.0 percent per year inflation in bus acquisition costs.

4. FY2009 buses being acquired through the use of ARRA funding. 5. All other buses assume 80 percent funding through FTA Section 5311 program, 10 percent funding from State, and remaining 10 percent from local governments.


77..33 FFaacciilliittyy IImmpprroovveemmeenntt CCoossttss aanndd FFuunnddiinngg SSoouurrcceess

Several facility improvements have been identified for Bay Transit. These improvements include the acquisition and implementation of a computerized scheduling and dispatching system and the construction of an administration and maintenance center. It also should be noticed that the construction of a new operations and maintenance facility for Bay Transit in Warsaw, Virginia began on April 27, 2009, and it is anticipated to be completed in 2010.

Based the findings from a similar study conducted by PBS&J in 2008 for Loudoun County, Virginia, the average cost of acquiring the computerized scheduling package software suitable for Bay Transit’s needs is estimated to be approximately $350,000. With the application of a two percent annual inflation rate to the assumed current year cost of $350,000, the cost of this computerized scheduling package software is estimated at approximately $364,140 in FY 2011. The funding mechanism for the acquisition of the computerized scheduling and dispatching system has not yet been identified; however, it is assumed that this system will be acquired and first operated within the TDP’s six‐year time‐frame.

The administration and maintenance center has been proposed to be built somewhere in the Middle Peninsula. The funding for this administration and maintenance facility has been previously identified as a Federal earmark without the requirement of any local government matching funds. The total allocated budget for this facility is $2,615,113, and it is expected that this new facility could be constructed at the end of the TDP’s six‐year time‐frame in FY 2015. Note that based on a review of preliminary feasibility studies, the cost of the facility is estimated to be slightly higher than this budgeted amount.

Table 7‐3 presents the TDP financial plan for the funding of these two additional facility improvements through the TDP six‐year time period.


Table 7‐3. TDP Financial Plan for Funding Facility Improvements

TDP Financial Plan for: Facility Improvements FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015

Computerized Scheduling Package $30,000 $ ‐

$364,140

$2,122 $2,165

$2,208 $ 2,252

Warsaw Multimodal Facility $ ‐

$917,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Second Maint. and Operations Center $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$2,615,100 $ ‐

Total Facility Improvement Costs

$30,000

$917,000

$364,140

$2,122 $2,165

$2,617,308

$2,252


Federal ‐ ARRA $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Federal ‐ FTA 5309 and 5311 Programs $ ‐

$733,600

$291,300

$1,700

$1,700 $2,093,800 $1,800

State

$30,000

$183,400

$36,400

$200

$200 $523,500

$200

Local Gov't Funding Required $ ‐ $ ‐ $36,400

$200

$200 $ ‐

$200

Notes:

1. Facility improvement costs identified in Chapter 4 of TDP.

2. Table reflects 2.0%/year inflation in capital costs beginning in FY2010. 3. The cost of the Computerized Scheduling Package includes $30,000 for a feasibility study conducted in FY2009, the budgeted package purchase price of $350,000 (FY2009 dollar), and the annual license fee of $2,000. Costs for the system will be finalized in a subsequent update to the TDP once an RFP is issued and proposals are received. 4. Warsaw Multimodal Facility and the Second Maintenance and Operation Center funded through SAFETEA‐LU Federal and State allocations, no Local Funding required. 5. Capital expenditures in FY2011 and beyond assume 80% funding through FTA programs, 10% State funding, and remaining 10% Local Funding. 6. The total construction budget of Warsaw Multimodal Facility is approximately $2.7 million. $917,000 is allocated in FY2010. The remaining budget has been spent in land acquisition, site plan design, building plan design, etc. in the previous years.


88..00 TTDDPP MMOONNIITTOORRIINNGG AANNDD EEVVAALLUUAATTIIOONN Similar to any other multi‐year duration planning document, the transit development plan (TDP) for a specific public transit system must be regularly monitored and evaluated in order to maintain its usefulness over time. The previous chapters of this TDP have presented a comprehensive evaluation of the Bay Transit system’s service and cost characteristics. The key elements that have been addressed in this TDP effort include:

The development of suggested goals, objectives, and general performance standards that can be used to help guide the further development of Bay Transit’s services.

A detailed evaluation of existing service characteristics, with a discussion of the system’s current strengths and weaknesses.

A peer agency review that compares the recent service and financial characteristics of Bay Transit to those of other similar systems operating in the Commonwealth of Virginia.

An on‐board ridership survey that identified the primary socioeconomic characteristics of the current riders, their satisfaction with the existing services, and potential service improvements that are desired by the riders.

A description of potential service and facility improvements for consideration in the TDP.

A series of recommended service and facility improvements for inclusion in the TDP, with the year of the improvements identified as appropriate.

A discussion of the funding requirements and potential funding sources for the capital and operating costs associated with the recommended service and facility improvements.

This TDP represents an initial step in the future service and facility improvements for the Bay Transit system. In order to ensure the relevance of the TDP over time, it will be important for Bay Transit to regularly coordinate with other transportation and land use planning efforts across its multi‐jurisdictional service area, to continue to monitor service performance, and to provide DRPT with annual updates regarding implementation of the ultimately adopted TDP service and facility improvements program.

88..11 CCoooorrddiinnaattiioonn wwiitthh OOtthheerr PPllaannss aanndd PPrrooggrraammss The completion of this TDP requires that it be coordinated with a variety of other ongoing land use and transportation planning efforts at the county, regional, and statewide levels. For example, the public transit‐oriented goals and objectives suggested by this TDP should be reviewed and incorporated into the transportation‐related goals and objectives sections of each of the county comprehensive plans for the 12 counties that are currently being served by Bay


Transit. The multi‐jurisdictional long‐range regional transportation plans developed by the Northern Neck, Middle Peninsula, and Richmond Regional Planning District Commissions, in cooperation with the Virginia Department of Transportation (VDOT) and the Department of Rail and Public Transportation (DRPT), should also include appropriate references to the Bay Transit TDP.

At the statewide level, the TDP recommendations for Bay Transit should be incorporated into the public transportation elements of the DRPT developed six‐year state transportation improvement program (SYTIP) and the statewide multimodal long‐range transportation plan VTrans2035.

88..22 SSeerrvviiccee PPeerrffoorrmmaannccee MMoonniittoorriinngg In prior chapters of this TDP, a group of specific system‐wide performance measures and operating guidelines have been identified for application to a rural demand‐responsive public transit system such as Bay Transit. The adoption of these operating guidelines will allow for the system’s management to regularly monitor the performance of Bay Transit to help ensure that existing performance characteristics do not degrade over time.

Where changes in performance are identified, appropriate corrective measures should be investigated. These corrective actions might involve route adjustments for local fixed‐route services, modifications to service frequency (headway), and/or span of service adjustments. Bay Transit presently has a basic performance monitoring program in place, with an emphasis on tracking ridership, service‐hours, service‐miles, and operating costs and revenues on a monthly basis at the county and system‐wide levels. As the system continues to grow and develop, this process should be expanded as necessary.

An important element of this performance monitoring process should be a regularly scheduled update of the on‐board ridership survey conducted as part of this TDP process. In order to comply with current DRPT guidelines, a new on‐board survey should be undertaken at least once during each six‐year TDP cycle. With the initial system‐wide survey being conducted in the spring of 2009, the next such survey should be conducted no later than during the spring of 2015.

88..33 AAnnnnuuaall TTDDPP MMoonniittoorriinngg The current TDP guidelines issued by DRPT require the submittal of an annual update letter that describes the progress being taken towards implementing the TDP’s recommendations and any significant changes to the currently adopted TDP. These changes should include, but not be limited to, system expansions or reductions, new services or facilities being planned or implemented, organizational/governance changes, changes to the current fare structure, or other actions. The recommended contents of this “TDP Update” letter include, but are not limited to, the following:


A summary of ridership trends at the system and service area/local route level for each of the previous 12 months.

A description of those TDP goals and objectives that have been advanced over the previous 12 months.

A description of any service and facility improvements that have been implemented in the previous 12 months, including the identification of those that were identified in this TDP.

An update to the TDP’s list of recommended service and facility improvements. This update should specifically identify those service or facility improvements that are being shifted to a new year, are being eliminated, and/or are being added. This update of recommended improvements should be extended one more fiscal year into the future in order to maintain a six‐year TDP planning period.

A summary description of current fiscal year capital and operating costs and the associated federal, state, and local funding sources.

Updates to the capital and operating financial plan tables presented in Chapter 7 of this TDP. These tables should be extended one more fiscal year into the future in order to maintain a six‐year TDP planning period.

*Note: Information from the OLGA system for Bay Transit’s fleet inventory was inaccurate; therefore, the information in this Appendix was obtained from Bay Transit’s actual inventory.

AAPPPPEENNDDIIXX CC..

FFLLEEEETT IINNVVEENNTTOORRYY

FFrroomm DDRRPPTT’’ss OOnn‐‐LLiinnee GGrraanntt AApppplliiccaattiioonn ((OOLLGGAA)) SSyysstteemm**

AAPPPPEENNDDIIXX DD..

OOPPEERRAATTIINNGG AANNDD CCAAPPIITTAALL EEXXPPEENNSSEESS AANNDD RREEVVEENNUUEESS

AA 33‐‐YYeeaarr RReettrroossppeeccttiivvee

FY2006 FY2007 FY2008 FY2009Passenger

Fares 94,778.97$ 101,640.00$ 119,602.00$ 120,000.00$

Contract

Revenue 164,022.00$ 158,781.00$ 156,937.00$ 157,000.00$

Local

Government 416,591.00$ 619,933.00$ 679,436.00$ 621,219.00$

State 445,718.00$ 385,318.00$ 357,891.00$ 411,839.00$

Federal 693,318.00$ 949,759.00$ 1,095,597.00$ 1,071,118.00$

Other Match 32,612.00$ 120,391.08$ 39,000.00$

Total 1,847,039.97$ 2,215,431.00$ 2,529,854.08$ 2,420,176.00$

Expenses 1,779,268.00$ 2,146,390.00$ 2,459,304.89$ 2,420,176.00$

State 26% 19% 15% 18%

Local

Government 25% 30% 29% 27%

Federal 41% 46% 47% 47%

Contract

Revenue 10% 8% 7% 7%

Other 2% 0% 5% 2%

Totals 104% 103% 103% 100%

Bay Transit October 2009 Transit Development Plan: FY 10‐15 E‐1

AAPPPPEENNDDIIXX EE..

TTRRAANNSSIITT RRIIDDEERR OONN‐‐BBOOAARRDD SSUURRVVEEYY RREESSUULLTTSS

EE..11 OOnn‐‐BBooaarrdd SSuurrvveeyy PPrroocceessss

In September 2003, Bay Transit conducted a transit customer satisfaction survey. They distributed approximately 300 surveys and achieved a 28 percent rate of return. The survey results generated the following major findings:

86 percent of the respondents indicated that they were regular riders of Bay Transit.

90 percent of the respondents said that their basic mobility needs were being met.

86 percent of the respondents indicated that the transit services were being provided on time.

77 percent of the respondents mentioned that the riders did not have trouble scheduling a return trip.

Based on the results summary, most of the responses were positive and riders were generally satisfied with the services that Bay Transit provided at that time. These results were encouraging in that they indicated that the staff of Bay Transit was doing a good job.

As an element of this initial TDP, a more comprehensive onboard passenger survey was conducted in February and March of 2009 to collect more up‐to‐date information on the demographic and travel characteristics of current riders. The summary results are being used as one element of the service evaluation process.

A copy of the survey questionnaire is presented in Figure E‐1 below. This survey included four basic groups of questions:

Demographic information

Trip‐specific information

A rating by the passengers of the current day service being provided

Passenger suggestions as to the importance of future service improvement needs

The summary results of the 2009 on‐board ridership survey are presented in the tables and figures in the following sections. The compiled raw survey data from the returned surveys is contained in the Data Input Sheets at the end of this Appendix. This data includes the written comments provided on the various survey forms. The contents of this data are sorted by each of the individual county service areas to allow for comparison between each of the areas in which Bay Transit currently operates.


Figure E‐1. On‐Board Survey Questionnaire for Bay Transit


EE..22 SSuurrvveeyy RReessppoonnssee RRaatteess

A total of 1,197 on‐board surveys were distributed. The total number of returned surveys was 523, which equates to a return rate of approximately 44 percent. Table E‐1 presents the number of surveys distributed and returned in each of the individual county service areas. The following tables summarize the system‐wide results of the on‐board ridership survey of Bay Transit.

Table E‐1. Distribution of Passenger Surveys and Return Rate by County

County / Service Area Number of Surveys

Distributed

Number of Surveys Returned

Percent Return Rate

New Kent/Charles City County 177 42 23.7% King William County/King & Queen County/Town of West Point

84 70 83.3%

Gloucester County 274 141 51.5% Mathews County 65 22 33.8% Lancaster County 153 74 48.4% Northumberland County 83 27 32.5% Middlesex County 57 20 35.1% Essex County 122 46 37.7% Westmoreland County 37 14 37.8% Richmond County 52 29 55.8% Town of Colonial Beach 60 24 40.0% Dahlgren 33 14 42.4%

Totals 1,197 523 43.7%


EE..33 RReessppoonnsseess ttoo SSuurrvveeyy QQuueessttiioonnss

E.3.1 DEMOGRAPHIC SURVEY INFORMATION

Summary. Table E‐2 summarizes the passenger characteristics of the current Bay Transit ridership based upon the information contained in the returned surveys.

Table E‐2. Summary of Bay Transit Passenger Characteristics

Gender Number Percent Household Annual

Income Number Percent

Male 150 29.7% Under $10,000 193 49.4%

Female 355 70.3% $10,000 ‐ $20,000 116 29.7%

No Response 18 $20,000 ‐ $30,000 31 7.9%

Total Responding 505 100.0% $30,000 ‐ $40,000 27 6.9%

$40,000 ‐ $50,000 10 2.6%

Age Number Percent Over $50,000 14 3.6%

19 or under 29 5.7% No Response 132

20‐29 48 9.5% Total Responding 391 100.0%

30‐39 48 9.5%

40‐49 78 15.4%

Frequency of Ridership

Number Percent

50‐59 88 17.4%

Less than once a month

16 3.1%

60 or older 214 42.4% Once or twice a month 33 6.5%

No Response 18 1 day a week 26 5.1%

Total Responding 505 100.0% 2‐3 days a week 242 47.4%

4 or more days a week 194 38.0%

Race Number Percent No Response 12

Caucasian 169 33.8% Total Responding 511 100.0%

African‐American 302 60.4%

Hispanic 6 1.2%

Other 23 4.6%

No Response 23

Total Responding 500 100.0%

Educational Level Number Percent

Not High School Graduate 156 31.5%

High School Graduate / GED 236 47.6%

Some College 75 15.1%

College Degree or Higher 29 5.8%

No Response 27 Total Responding 496 100.0%


Gender

As Figureresponse

t velopment Pla

e E‐2 shows,es reported a

n: FY 10‐15

Fig

female passat approxim

F

gure E‐2. Su

sengers respately 29.7 p

Female70%

E‐5

urvey Result

ponded at a ercent.

ts: Gender

rate of 70.3

Male30%

percent, wi

October

th male

r 2009


Age

The passwere defof Bay Trpercent oage categ

Among tage bracThose paof the toservices perceive

t velopment Pla

sengers’ agefined. Basedransit, with of survey regories.

the riders yockets, while assengers thotal ridershto a broad it to be, a s

n: FY 10‐15

F

es are relatid on the ridethe percent

espondents.

ounger thanapproximat

hat reportedip. These fcross‐sectio

system trans

60 or older42%

Figure E‐3. S

ively well‐diership survetage of tran This value

n 60, approxtely 19.0 ped their age afindings sugon of the sesporting only

r

E‐6

Survey Resu

istributed acey results, ridsit passengeis also the h

ximately 32.ercent wereas 19 or undggest that Bervice area y elderly res

19 or und6%

50‐5917%

ults: Age

cross each oders age 60 ers that are highest sing

8 percent we in the 20‐der represenBay Transit populationsidents.

der

20‐2910%

31

of the diffeor older are60 or olderle percentag

were in the 29 and 30‐3nt approximais providin and is not,

30‐3910%

40‐4915%

October

rent rangese the major r making upge for any o

40‐49 and 539 age bracately 5.7 peg basic mo, as some m

r 2009

s that users 42.4 of the

50‐59 ckets. rcent bility might


Race

African‐Acombineonly 1.2 p

t velopment Pla

American ad percentagpercent and

n: FY 10‐15

F

nd Caucasiage of these tw 4.6 percent

AfricAme

60

Figure E‐4. S

an are the wo races is 9t of the repo

can‐rican0%

Hispanic1%

Oth5%

E‐7

Survey Resu

top two r

94.2 percentorted ridersh

er%

lts: Race

races using t Hispanic ahip, respectiv

Caucasian34%

Bay Transand Other ravely.

n

October

sit service.aces represe

r 2009

The ented


Educatio

With resindicatedfrom higattendedbachelor

t velopment Pla

n Level

spect to thed that they egh school (3d some coller’s degree.

n: FY 10‐15

Figure

reported eeither posse1.5 percentege, while 5

G

Some

College Dor High

6%

E‐5. Survey

education leessed a high t). Approxim5.8 percent

High School Graduate / GED

48%

e College15%

egree her

E‐8

y Results: Ed

vel, approxischool degrmately 15.1reported h

Not

D

ducation Lev

imately 79.1ree (47.6 pe percent ofaving earne

t High School Graduate

31%

vel

1 percent ofercent) or haf the riders ed at least a

October

f the passenad not gradureported haa collegiate

r 2009

ngers uated aving level


Annual H

Persons total Baywith 49.4per year.and $30,$40,000 $50,000 incomes persons degree represen

t velopment Pla

Household In

with low iny Transit res4 percent of. Approxima,000, while per year. Twere approof over $50surveyed (2of non‐respnting all of th

$20,000 ‐$30,000

8%

n: FY 10‐15

ncome

Figure E‐6.

ncome are tspondents ref the passenately 7.9 pean additionaThose reporoximately 20,000 per ye25.2 percenpondents, ihe income le

$10,0$20,030%

$30,000$40,000

7%

Survey Resu

he major useported lessngers reportrcent of rideal 6.9 percerting annual .6 percent ear were 3.6t) did not rit would aevels found i

000 ‐000%

‐0

$40,000 $50,000

2%

E‐9

ults: Annual

sers of Bay s than $20,0ting a houseers reportedent reportedhousehold of the tota6 percent. respond to ppear that n the Bay Tr

‐0

Over $504%

l Household

Transit. A 000 for theiehold incomd an annual d annual incincome leveal ridership, Interestinglythis questiothe syste

ransit service

Under 4

0,000

d Income

total of 79.r household

me level of leincome of bomes betweels of betwewhile thos

y, just over on. Yet evem is transe area.

$10,0009%

October

1 percent od annual incess than $10between $20een $30,000een $40,000se with repoa quarter on with this porting pe

r 2009

of the come, 0,000 0,000 0 and 0 and orted of the high rsons


Frequenc

Most of regular bdays a wCombininthat respclassifiedindicatesits passe

t velopment Pla

cy of Ridersh

the riders tbasis. A totaweek, with ang these twponded used as “regulars that Bay Trngers.

n: FY 10‐15

hip

Figure E‐7

that participal of 38.0 pean additionao values inde Bay Transr” rather tharansit is pro

L

4 or moa w38

. Survey Re

pated in thiercent of theal 47.4 percdicates that it services an occasionaoviding an es

Less than oncemonth3%

ore days week8%

E‐10

sults: Frequ

is survey ree riders repocent reportinapproximatemore than al riders. Thssential mob

e a

uency of Rid

ported usinorted a riderng use of thely 85.4 pertwo days p

his high levebility service

Once or twicemonth7%

2‐3 days a47%

dership

ng Bay Transrship frequehe system 2rcent of the per week ael of repeat e to a broad

e a

1 day a we5%

a week%

October

sit services ncy of 4 or 2‐3 days a wtotal passenand can thuridership fud cross‐sectio

eek

r 2009

on a more week. ngers us be rther on of


E.3.2 TRIP‐SPECIFIC SURVEY RESULTS

Summary. Table E‐3 summarizes responses to the on‐board survey questions related to the trip being made at the time of the administration of the survey.

Table E‐3. Results of Survey Topic ‐ About Your Trip Today

Trip Origin Type Number Percent

Trip Destination

TypeNumber Percent

Home 427 84.7% Home 53 10.5%

Work 30 6.0% Work 193 38.2%

School/College 6 1.2% School/College 23 4.6%

Shopping 4 0.8% Shopping 38 7.5%

Medical/Dental 11 2.2% Medical/Dental 53 10.5%

Social/Recreational 6 1.2% Social/Recreational 56 11.1%

Service Agency 3 0.6% Service Agency 20 4.0%

Other 17 3.4% Other 69 13.7%

No Response 19 No Response 18

Total Responding 504 100.0% Total Responding 505 100.0%

Reason for Riding Number Percent

Don't have a car 251 50.4%

Car not available 63 12.7%

Prefer to ride bus 46 9.2%

To save time 7 1.4%

To save money 19 3.8%

Disability/unable to drive 82 16.5%

Other 30 6.0%

No Response 25

Total Responding 498 100.0%


Trip Orig

The vast the naturegion, th

Approximlocation. “Medical

t velopment Pla

in

majority (8ure of the he remainin

mately 6.0 p The thrl/Dental”, “S

Home

Medical/De

n: FY 10‐15

Figu

84.7 percentBay Transit g trip origins

percent of tree next mSchool/Colle

6

11

W

ental So

ure E‐8. Surv

t) of the passystem’s ds were distri

the passengmost frequeege”, and “So

6%

1%1%

2% 1%

Work

ocial/Recreati

E‐12

vey Results:

ssengers stademand‐respibuted acros

gers reporteent trip orocial/Recrea

1%

3%

Schoo

ional Servic

Trip Origin

rted their trponsive opess a wide ran

ed starting rigins wereational”.

85%

ol/College

ce Agency

n

rips from therations acrnge of trip p

their trips e cited as

Shopping

Other

October

eir home. Goss a 12‐courposes.

from their being “Ot

g

r 2009

Given ounty

work ther”,


Trip Dest

The top percent, four destfor 10.5 These remobility

t velopment Pla

tination

four trip de”Social/Rectinations accpercent of tsults demonpurposes be

1

1

Home

Medic

n: FY 10‐15

Figure

estinations wcreational” acount for 73the trips, fonstrate thatetween thei

10%

1%

4%

al/Dental

E‐9. Survey

were noted at 11.1 perc3.5 percent ollowed by “St the currentir homes an

8%

14%

Work

Social/Re

E‐13

y Results: Tr

as being ”Wcent, and ”Mof the total tShopping”, “t ridership isd their work

10%

5%

ecreational

rip Destinat

Work” at 38Medical/Dentrips. “Hom“School/Colls using the kplace or ot

%

School/Colle

Service Age

ion

8.2 percent, tal” at 10.5

me” was the lege”, and “Bay Transit ther importa

38%

ege Sh

ncy O

October

“Other” at percent. Tcited destin“Service Agesystem for ant destinat

hopping

ther

r 2009

13.7

These ation ncy”. basic ions.


Reason fo

When asmost freqAvailablereasons fhighest rsuch as “the respo These reis, they hnot provtrips beicould resmeaning

t velopment Pla

for Riding Tra

sked to identquently indie” (12.7 percfor using Baresponse at “To save timondents, res

sponses indhave few if vided, the sung made fosult in signifful employm

1%

n: FY 10‐15

ansit

Figure E‐10.

tify the princated that tcent). Comy Transit ser16.5 percenme” or “To sspectively.

dicate that thany other tubject trip wor work, shoficant negatiment or nece

9%

4%

17%

Don't have Prefer to riTo save moOther

. Survey Res

ncipal reasonhey “Did Nobined, theservice. The fat, followed bave money”

he current rtravel optiowould probaopping, or mive effects oessary medic

13%

%

6

a carde busoney

E‐14

sults: Reaso

n why they wot Have a Cae two respoactor of “Disby “Prefer to” were only

idership canons availableably not be medical/denton the abilitycal services.

6%

on for Riding

were riding r” (50.4 peronses accounsability/unabo ride bus” acited by 1.4

n be classifiee and if themade. Wittal purposesy of the stud

Car not To saveDisabilit

g Transit

the bus, surcent) or thanted for 63.ble to drive”at 9.2 percen4 percent an

ed as “trans current trath a large ps, the lack ody area pop

50%

availablee timety/unable to

October

rvey respondt a “Car Wa1 percent o” was the sent. Other fand 3.8 perce

it captives”;ansit serviceercentage oof basic moulation to o

drive

r 2009

dents s Not of the econd actors ent of

; that e was of the obility btain


E.3.3 SE

Figure Edevelopeoffered b

R

B

H

C

For eachprovidedpercent fthose for

Courtes

t velopment Pla

ERVICE RATI

E‐11 and Taed to obtainby Bay Trans

eservation p

us on‐time p

Hours of bus

ost of bus fa

h of these d combined for almost er “Bus On‐tim

Reservat

Bus On‐Tim

Hour

C

Sense of Se

Clean

sy/Friendlines

n: FY 10‐15

INGS SURVE

able E‐4 sun the view sit. The serv

procedures

performance

service

are

eight evaluratings of “every measume Performa

Figure

tion Procedure

me Performanc

s of Bus Servic

Cost of Bus Far

ecurity on Buse

nliness of Buse

ss of Bus Driver

Overall Servic

Very Good

EY RESULTS

mmarize thof the currice factors p

e

uation mea“Very Goodurement. Tance” and “H

E‐11. Surve

0% 10%

es

ce

ce

re

es

es

rs

ce

Good Ok

E‐15

he responseent riders apresented fo

surements, d” or “Goodhe two servHours of Bus

ey Results: S

20% 30% 4

kay Poor

es to the sas to qualityor rating wer

Sense of

Cleanline

Courtesy

Overall s

those thatd” in the ranvice factors ws Service”.

Service Ratin

40% 50% 60

Very Poor

survey quesy of servicere as follows

f security on

ess of buses

y/friendlines

service ratin

t respondednge of apprwith the low

ngs

% 70% 80%

Not Sure

October

stions thate currently bs:

the buses

ss of bus driv

g

d to the suroximately 8west ratings

% 90% 100%

r 2009

were being

vers

urvey 80‐95 were


Table E‐4. Survey Results: Service Ratings Reservation Procedures

Number Percent

Sense of Security on Buses

Number Percent

Very Good 218 45.8% Very Good 286 59.7%

Good 182 38.2% Good 165 34.4%

Okay 61 12.8% Okay 27 5.6%

Poor 7 1.5% Poor 1 0.2%

Very Poor 2 0.4% Very Poor 0 0.0%

Not Sure 6 1.3% Not Sure 0 0.0%



Bus On‐Time Performance

Number Percent Cleanliness of Buses Number Percent


Good 189 38.8% Good 172 35.7%

Okay 76 15.6% Okay 34 7.1%

Poor 15 3.1% Poor 5 1.0%





Hours of Bus Service Number Percent Courtesy / Friendliness

of Bus DriversNumber Percent


Good 179 39.8% Good 129 26.7%

Okay 74 16.4% Okay 16 3.3%

Poor 10 2.2% Poor 1 0.2%





Cost of Bus Fare Number Percent Overall Service Number Percent


Good 96 20.2% Good 159 33.5%

Okay 22 4.6% Okay 29 6.1%

Poor 1 0.2% Poor 2 0.4%






For “Bus On‐time Performance”, 80.3 percent of the riders rated this service factor “Very Good” or “Good”. Approximately 15.6 percent of the riders rated this service factor as being “Okay”, with a total of 3.7 percent rating this factor as “Poor” (3.1 percent) or “Very Poor” (0.6 percent).

In the case of “Hours of Bus Service”, 78.4 percent rated this service factor as being “Very Good” or “Good”. Approximately 16.4 percent of the riders rated this service factor as being “Okay”, with a total of only 2.6 percent rating this factor as “Poor” (2.2 percent) or “Very Poor” (0.4 percent).

The highest positive service factor ratings were for “Cost of Bus Fare”, with a total of 95.2 percent rating this “Very Good” and “Good”, and “Courtesy/Friendliness of Bus Drivers”, at 96.1 percent rating this factor “Very Good” or “Good”.

The “Overall Service” rating for Bay Transit was 93.1 percent “Very Good” or “Good”, and 6.1 percent “Okay”. Only 0.4 percent of the riders rated the current service as “Poor”, with none rating it as being “Very Poor”.

These findings represent a very positive reaction from the passengers of Bay Transit. They also indicate that the current users are satisfied with the overall services provided by Bay Transit.


E.3.4 FUTURE SERVICE IMPROVEMENTS SURVEY RESULTS

Table E‐5 and Figure E‐12 summarize the responses to those survey questions pertaining to potential service improvements that Bay Transit might wish to consider. The three suggested areas of potential service improvement were:

Less advance time to schedule trip

Expand hours / days of service

Improve security on buses

Table E‐5. Survey Results: Future Service Improvements

Less Advance Time to Schedule Trip

Number Percent Improve Security

on BusesNumber Percent

Very Important 142 37.5% Very Important 80 23.3%

Somewhat Important 109 28.8% Somewhat Important 84 24.4%

Not Important 92 24.3% Not Important 143 41.6%




Expand Hours/ Days of Service

Number Percent

Very Important 226 54.7%

Somewhat Important 82 19.9%

Not Important 81 19.6%

Not Sure 24 5.8%

No Response 110 Total Responding 413 100.0%


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10

22

22

22

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1218

Glo

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Cou

nty

2/11

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90

62

10

54

06

22

22

22

02

24

44

01

1220

Glo

uces

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Cou

nty

2/10

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8:20

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23

24

01

6M

ain

Str

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Glo

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62

31

11

11

12

22

2

112

21G

louc

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9 8:

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41

40

41

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ourt

Hou

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Glo

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40

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31

00

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Nee

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uses

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and

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r rid

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Abi

lity

to s

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rides

on

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1222

Glo

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nty

2/11

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31

21

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iver

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11

11

11

23

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Sho

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12

31

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112

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louc

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52

21

41

11

13

33

12

42

33

13

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1246

Glo

uces

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Cou

nty

2/11

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22

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01

Hay

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0 B

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nty

2/12

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12

15

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44

112

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20

51

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22

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20

112

49G

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26

12

14

31

11

11

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11

11

01

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112

52G

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ount

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9 9:

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61

11

41

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11

11

11

10

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112

54G

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61

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41

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ain

Str

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11

11

11

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20

0 S

atur

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112

56G

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ount

y2/

11/0

9 9:

301

32

22

41

2G

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este

r V

A2

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laza

21

11

11

11

10

20

01

1257

Glo

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ter

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nty

2/11

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9:30

25

23

15

11

Glo

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ter

VA

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r V

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33

01

11

10

01

00

112

60G

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este

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ount

y2

31

10

41

62

Glo

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VA

11

11

11

11

11

11

11

1261

Glo

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Cou

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22

24

01

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Driv

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es V

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01

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11

00

00

Cro

ss to

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112

63G

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04

12

51

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ourt

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21

11

12

00

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112

64G

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y2/

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9 13

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21

41

05

11

Glo

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VA

2H

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VA

22

32

12

31

21

11

01

1265

Glo

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ter

Cou

nty

2/11

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91

24

13

41

1H

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11

11

11

11

12

13

01

1276

Glo

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Cou

nty

2/11

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26

22

14

51

Cou

nty

6C

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23

31

22

21

11

20

112

77G

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r C

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y2/

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9 8:

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62

21

40

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Cou

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63

32

11

21

11

22

01

1278

Glo

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Cou

nty

15

22

15

11

Glo

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VA

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louc

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22

21

11

11

22

20

112

79G

louc

este

r C

ount

y2/

13/0

9 6:

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52

21

40

5G

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21

12

11

11

11

00

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1293

Glo

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Cou

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16

44

44

11

Ced

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33

13

11

23

23

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1294

Glo

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54

01

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11

10

11

11

00

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1295

Glo

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26

23

24

11

4523

Geo

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Was

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Was

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22

21

12

22

21

20

112

96G

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ount

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9 9:

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64

00

41

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Sen

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Cen

ter

12

22

21

21

11

22

01

1297

Glo

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nty

2/11

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92

01

21

40

16

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11

11

10

10

00

00

112

98G

louc

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r C

ount

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9 9:

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61

22

41

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r V

A8

Glo

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VA

12

32

22

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21

12

1 E

xpan

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Glo

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nty

26

22

05

18

86

20

00

00

00

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00

113

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r C

ount

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11/0

9 8:

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61

12

41

1G

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A8

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21

11

11

11

13

43

01

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Glo

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12

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11

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11

11

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113

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21

41

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k, G

louc

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tree

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11

11

11

11

00

00

Goo

d as

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1303

Glo

uces

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nty

2/13

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12

24

11

Hay

es V

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Map

le D

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Glo

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12

22

22

22

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13

1 W

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113

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ount

y2/

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61

32

51

14

Map

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0 W

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1305

Glo

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ter

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nty

2/18

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92

61

01

10

129

49 C

hero

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d8

Glo

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ter

VA

61

11

11

11

10

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1306

Glo

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51

3412

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Far

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1308

Glo

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2/11

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248

52 F

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1309

Glo

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2/11

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113

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22

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Glo

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2/11

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21

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11

11

11

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113

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11

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Rt.

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51

11

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20

01

1315

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2/12

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61

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10

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11

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00

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113

17G

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61

31

52

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11

11

01

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113

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35

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11

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41

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113

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32

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11

51

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26

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1373

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11

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26

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1374

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22

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1208

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62

11

51

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22

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1209

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22

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112

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44

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112

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44

44

112

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24

12

25

11

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VA

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r, V

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11

11

11

11

31

31

112

53G

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y2/

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26

21

24

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11

11

11

11

01

01

Wee

kend

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1254

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2/13

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64

23

41

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64

44

11

13

62

41

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Tim

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1265

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nty

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92

62

10

40

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12

21

11

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10

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serv

ice

112

66G

louc

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r C

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22

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11

Glo

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7G

louc

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01

00

11

11

00

00

112

67G

louc

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r C

ount

y3/

18/2

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26

21

04

01

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6G

louc

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33

33

33

33

01

00

112

68G

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r C

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26

11

65

11

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ter,

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louc

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11

11

11

11

01

00

112

69G

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y3/

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16

41

14

11

61

21

22

22

01

12

22

112

70G

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ount

y3/

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16

31

24

01

61

22

22

22

22

40

00

Sat

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1271

Glo

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ter

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nty

3/18

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92

61

31

51

1G

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VA

22

23

22

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20

00

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atur

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Ser

vice

112

72G

louc

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ount

y3/

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21

22

34

11

Glo

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ter,

VA

7G

louc

este

r, V

A1

11

11

11

11

11

11

112

73G

louc

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r C

ount

y3/

18/2

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26

22

24

11

Glo

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ter,

VA

7G

louc

este

r, V

A3

11

11

11

11

01

00

112

80G

louc

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r C

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y3/

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26

14

25

11

Glo

uces

ter,

VA

7G

louc

este

r, V

A1

22

22

22

22

11

11

112

81G

louc

este

r C

ount

y3/

18/2

009

26

03

15

11

Glo

uces

ter,

VA

7G

louc

este

r, V

A6

22

22

22

22

11

11

112

82G

louc

este

r C

ount

y3/

18/2

009

26

12

14

01

Glo

uces

ter,

VA

1G

louc

este

r, V

A1

12

21

12

11

10

00

Sat

urda

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1283

Glo

uces

ter

Cou

nty

3/18

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90

62

21

41

1G

louc

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r, V

A6

Glo

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ter,

VA

61

11

11

11

11

00

01

1284

Glo

uces

ter

Cou

nty

3/18

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91

61

32

51

1G

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r, V

A8

Glo

uces

ter,

VA

12

22

12

21

12

12

0W

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1285

Glo

uces

ter

Cou

nty

3/18

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92

61

26

41

11

11

11

11

11

10

00

01

1287

Glo

uces

ter

Cou

nty

3/18

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92

61

22

41

1G

louc

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r, V

A1

Glo

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ter,

VA

13

33

22

22

21

12

0W

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1288

Glo

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ter

Cou

nty

3/18

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92

61

22

51

1G

louc

este

r, V

A8

12

22

11

11

12

22

0W

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1289

Glo

uces

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Cou

nty

3/18

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90

00

00

00

00

00

00

00

00

00

00

01

1290

Glo

uces

ter

Cou

nty

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90

00

00

00

00

00

00

00

00

00

00

01

1291

Glo

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Cou

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90

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00

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00

00

00

00

00

00

01

1320

Glo

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Cou

nty

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92

62

22

40

1G

louc

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r, V

A5

Glo

uces

ter,

VA

63

11

11

11

10

10

01

1321

Glo

uces

ter

Cou

nty

3/18

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91

61

22

40

1G

louc

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r, V

A5

Glo

uces

ter,

VA

62

20

11

11

20

10

01

1322

Glo

uces

ter

Cou

nty

3/18

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91

21

32

41

1G

louc

este

r, V

A3

Gle

nns

12

36

13

32

22

42

01

1323

Glo

uces

ter

Cou

nty

3/18

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91

41

26

51

1G

louc

este

r, V

A2

Glo

uces

ter,

VA

63

22

21

11

11

21

01

1324

Glo

uces

ter

Cou

nty

3/18

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92

61

11

51

1G

louc

este

r, V

A2

Glo

uces

ter,

VA

62

12

22

21

21

11

01

1325

Glo

uces

ter

Cou

nty

3/18

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92

64

10

41

11

31

00

00

00

01

00

01

1326

Glo

uces

ter

Cou

nty

3/18

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92

61

10

42

11

60

23

10

13

11

32

41

1327

Glo

uces

ter

Cou

nty

11

13

13

01

Glo

uces

ter,

VA

3G

louc

este

r, V

A2

32

31

11

11

00

00

113

28G

louc

este

r C

ount

y2

61

03

40

1G

louc

este

r, V

A5

Glo

uces

ter,

VA

61

11

11

11

10

10

01

1329

Glo

uces

ter

Cou

nty

11

12

05

01

Glo

uces

ter,

VA

2G

louc

este

r, V

A6

22

22

22

22

00

00

113

30G

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r C

ount

y2

41

33

20

1G

louc

este

r, V

A5

Glo

uces

ter,

VA

61

11

11

11

14

14

01

1331

Glo

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Cou

nty

25

12

05

01

Glo

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VA

8G

louc

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r, V

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11

11

11

11

11

33

113

32G

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y1

11

12

31

3G

louc

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r, V

A1

Glo

uces

ter,

VA

11

11

11

11

11

11

11

1333

Glo

uces

ter

Cou

nty

26

22

04

01

Glo

uces

ter,

VA

5G

louc

este

r, V

A6

11

11

11

11

31

30

113

34G

louc

este

r C

ount

y2

62

20

50

1G

louc

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r, V

A2

Glo

uces

ter,

VA

12

23

12

21

23

23

01

1335

Glo

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ter

Cou

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15

14

55

11

Glo

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VA

56

23

32

22

12

32

31

113

36G

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ount

y3/

19/0

9 10

:50

26

42

34

11

Glo

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VA

5G

louc

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r, V

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33

32

20

12

11

11

Sch

edul

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113

37G

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r C

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y1

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22

40

12

21

33

11

11

21

12

01

1338

Glo

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Cou

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25

23

15

11

Glo

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VA

2G

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33

01

11

11

21

00

113

39G

louc

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r C

ount

y3/

19/2

009

25

12

05

01

21

21

11

12

11

21

20

113

40G

louc

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r C

ount

y3/

18/0

9 8:

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62

32

40

1G

louc

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A6

Glo

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ter,

VA

61

02

22

01

14

44

41

1341

Glo

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Cou

nty

3/18

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92

62

11

45

18

Glo

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VA

30

00

10

10

01

00

01

1342

Glo

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ter

Cou

nty

3/18

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91

51

41

31

1G

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r, V

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Hay

es V

A1

11

11

11

11

01

00

113

43G

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r C

ount

y3/

18/2

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20

32

04

01

Cou

nty

82

01

00

03

00

01

00

113

44G

louc

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r C

ount

y3/

18/0

9 7:

302

60

11

40

127

29 P

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n H

ill R

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Hay

es, V

A1

Mai

n S

tree

t, G

louc

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ourt

Hou

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02

02

24

22

01

00

113

45G

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este

r C

ount

y3/

18/0

9 9:

252

64

36

45

173

80 W

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Bay

Agi

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Str

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33

22

32

21

13

41

1346

Glo

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Cou

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3/18

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92

61

22

51

270

00 E

lm S

tree

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17

10

00

00

00

00

00

01

1347

Glo

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Cou

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3/20

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5:45

25

22

14

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Mai

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Ren

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11

11

11

11

11

32

01

1348

Glo

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Cou

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3/20

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25

13

25

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3245

Woo

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Glo

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VA

2M

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Str

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Glo

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21

11

11

11

10

24

01

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Glo

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Cou

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3/20

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12

12

11

Ark

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11

11

11

11

10

113

50G

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y3/

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14

12

05

16

Wel

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Bow

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Alle

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33

31

12

12

31

04

113

51G

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ount

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20/0

9 8:

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42

20

51

1G

louc

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A8

Glo

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VA

12

22

12

22

21

11

01

1352

Glo

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Cou

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3/20

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92

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20

51

1G

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Glo

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VA

12

22

12

21

12

30

31

1353

Glo

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Cou

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92

51

24

40

5H

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y3

12

21

22

22

01

00

113

54G

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y3/

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25

13

13

11

2538

Ced

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Driv

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Hay

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22

21

11

11

31

40

113

55G

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21

12

12

11

7100

Mar

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Hay

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21

11

11

33

30

113

56G

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26

23

24

11

Glo

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VA

5G

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22

20

11

11

12

23

01

1357

Glo

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Cou

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91

31

30

55

0G

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Hou

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11

11

11

11

22

30

113

58G

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ount

y3/

20/2

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24

12

25

11

Glo

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Brid

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Hay

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hopp

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Cen

ter

13

25

11

11

12

13

01

1359

Glo

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Cou

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3/20

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92

61

13

40

14

Glo

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VA

60

20

22

31

10

00

01

1361

Glo

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Cou

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3/19

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12

25

11

Glo

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Vill

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Sou

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Glo

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Dar

11

11

11

11

11

11

01

1362

Glo

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Cou

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21

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11

Glo

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2T

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Glo

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50

11

11

11

00

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01

1363

Glo

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Cou

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12

12

15

11

1635

Tyn

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Hou

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32

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22

22

10

113

64G

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Yor

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Glo

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VA

11

11

11

11

10

10

01

1370

Glo

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Cou

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Hou

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11

11

13

11

41

40

113

77G

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y3/

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12

03

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Kin

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m4

Kin

g W

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11

11

11

11

13

20

Pra

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the

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Glo

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Cou

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3/20

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11

15

01

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Bel

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Nor

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Mai

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A6

22

31

12

11

11

10

Exp

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1379

Glo

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ter

Cou

nty

3/20

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7:20

15

22

15

01

3334

Map

le K

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266

32 M

ain

Str

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Glo

uces

ter

VA

62

23

11

21

11

33

41

1447

Mat

hew

s C

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9 9:

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21

21

31

1M

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Glo

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Mat

hew

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ree

Clin

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22

21

11

11

01

00

Pra

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the

serv

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114

50M

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ws

Cou

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26

21

14

11

Riv

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181

15 B

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Hud

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VA

11

11

11

11

10

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0 S

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serv

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114

80M

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ws

Cou

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91

31

22

52

1M

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ws

VA

2G

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11

11

11

11

31

30

114

81M

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ws

Cou

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2/11

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51

41

23

41

1D

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VA

8G

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11

11

11

11

11

00

114

82M

athe

ws

Cou

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26

10

04

12

Glo

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VA

1M

athe

ws

VA

73

23

11

11

21

10

0 F

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afe

now

114

83M

athe

ws

Cou

nty

2/11

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15:3

02

11

20

41

8M

athe

ws

VA

1M

athe

ws

VA

11

12

21

11

11

20

4

114

88M

athe

ws

Cou

nty

2/11

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15:0

52

22

20

51

2G

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Mat

hew

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22

21

12

11

11

31

Whe

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1489

Mat

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21

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11

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1490

Mat

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26

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16

64

20

11

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00

114

93M

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Cou

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91

61

32

50

6M

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VA

2M

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VA

23

22

22

21

12

22

01

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Mat

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26

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Mat

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Mat

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22

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11

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10

114

96M

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Cou

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92

62

11

45

1M

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6M

athe

ws

VA

63

33

33

11

22

22

01

1497

Mat

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Car

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Mat

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Add

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Mat

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Mat

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11

Por

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01

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01

1501

Mat

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55

2M

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VA

2G

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11

11

11

11

11

11

Nig

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115

03M

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92

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41

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Mat

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21

30

115

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2/11

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Nor

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115

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Rt.

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31

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22

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115

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Cou

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2/11

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Nor

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Glo

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VA

11

33

11

41

11

13

01

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Mat

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54

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11

11

11

11

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01

1509

Mat

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9 6:

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Boh

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11

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Pra

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115

10M

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Cou

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92

42

11

51

1N

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Har

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22

22

02

11

00

115

11La

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Cou

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2/11

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Nut

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21

22

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22

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12

115

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2/11

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04

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Nut

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11

11

11

13

31

01

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Lanc

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51

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Whi

te S

tone

22

22

22

22

20

10

01

1514

Lanc

aste

r C

ount

y2/

11/0

9 6:

112

22

32

51

1M

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sk V

A2

Mos

quito

Poi

nt R

oad,

Whi

te S

tone

23

43

22

22

32

11

01

1515

Lanc

aste

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9 6:

152

22

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51

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ffice

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VA

13

14

22

21

32

13

1 E

very

one

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1516

Lanc

aste

r C

ount

y2/

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9 8:

232

61

20

40

1La

ncas

ter

VA

6K

ilmar

nock

VA

11

22

11

11

13

33

01

1517

Lanc

aste

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ount

y2/

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009

13

32

44

11

Kilm

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Mor

atti

Co

12

22

22

22

21

13

01

1518

Lanc

aste

r C

ount

y2/

11/0

9 7:

531

52

11

51

1La

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ter

VA

5K

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VA

12

33

11

11

12

11

01

1519

Lanc

aste

r C

ount

y2/

11/0

9 7:

532

52

21

51

1La

ncas

ter

VA

2K

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nock

VA

12

22

11

11

22

11

01

1520

Lanc

aste

r C

ount

y2/

11/2

009

26

23

21

11

Kilm

arno

ck V

A5

Kilm

arno

ck V

A1

11

11

12

11

21

20

115

21La

ncas

ter

Cou

nty

2/11

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9:30

24

21

04

11

Wee

ms

2K

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nock

VA

12

22

22

22

21

11

01

1522

Lanc

aste

r C

ount

y2/

11/0

9 10

:08

24

21

24

11

Lanc

aste

r V

A2

Irvi

ngto

n V

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33

31

11

13

11

10

115

23La

ncas

ter

Cou

nty

2/11

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11:0

82

51

11

21

1Li

b-La

nshi

re1

Kilm

arno

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11

11

11

11

11

11

115

24La

ncas

ter

Cou

nty

2/11

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52

34

26

50

128

8 S

choo

l Str

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1K

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VA

11

11

11

11

10

00

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1541

Lanc

aste

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9 6:

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32

13

55

1C

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Sta

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213

42 L

ittle

Bay

Roa

d, W

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Sto

ne V

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11

11

11

11

00

04

115

42La

ncas

ter

Cou

nty

2/11

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11

21

24

11

Prid

e of

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inia

2P

ride

of V

irgin

ia1

21

02

11

11

22

22

115

43La

ncas

ter

Cou

nty

2/11

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8:30

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11

14

11

439

Lum

ber

Lost

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Kilm

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11

21

21

11

22

20

115

44La

ncas

ter

Cou

nty

2/11

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10:0

01

61

46

21

1La

ncas

ter

VA

4K

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VA

31

22

11

11

12

33

01

1545

Lanc

aste

r C

ount

y2/

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9 10

:00

26

12

14

51

Kilm

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Kilm

arno

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22

22

22

11

32

30

115

25La

ncas

ter

Cou

nty

3/18

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6:25

24

11

24

11

Mid

dles

ex V

A2

Mid

dles

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11

11

11

11

33

30

115

26La

ncas

ter

Cou

nty

3/18

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92

52

31

21

8La

ncas

ter

Cou

nty

5K

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, Va

61

11

12

11

10

10

01

1527

Lanc

aste

r C

ount

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25

13

23

11

Urb

anna

2M

iddl

esex

VA

11

11

11

11

12

02

01

1528

Lanc

aste

r C

ount

y3/

17/2

009

15

23

14

11

21

33

33

33

33

01

00

115

29La

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ter

Cou

nty

3/18

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92

21

22

41

55

Kilm

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a1

22

01

21

22

11

20

115

30La

ncas

ter

Cou

nty

3/18

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92

21

22

31

1K

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1K

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13

33

12

31

31

12

01

1531

Lanc

aste

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23

12

45

18

Pilo

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72

22

11

11

10

10

0N

eed

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ion

if 15

min

late

115

32La

ncas

ter

Cou

nty

3/18

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92

61

30

21

1M

iddl

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VA

4W

alm

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21

11

11

11

11

10

01

1533

Lanc

aste

r C

ount

y3/

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009

22

22

15

52

2U

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33

33

33

33

11

00

115

34La

ncas

ter

Cou

nty

3/18

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90

62

11

44

22

71

00

00

00

00

00

01

1535

Lanc

aste

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ount

y3/

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12

12

45

11

Har

tfiel

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13

32

12

11

32

13

01

1536

Lanc

aste

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y3/

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9 10

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22

24

11

Mid

dles

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12

24

12

21

32

12

01

1537

Lanc

aste

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12

23

12

11

Har

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Del

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13

31

11

11

11

14

115

38La

ncas

ter

Cou

nty

3/18

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92

62

20

40

01

10

30

00

00

00

00

01

1539

Lanc

aste

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ount

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9 8:

402

32

41

41

1Lo

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Hill

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4

Glo

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21

22

11

11

13

13

01

1540

Lanc

aste

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ount

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23

13

13

11

Kilm

, VA

3G

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12

13

31

11

21

30

redu

ce $

2 fa

re to

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115

46La

ncas

ter

Cou

nty

3/18

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8:25

26

22

04

01

Mid

dles

ex V

A7

Mid

dles

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A1

11

11

11

11

31

30

115

47La

ncas

ter

Cou

nty

3/18

/09

7:25

26

21

04

01

Mid

dles

ex V

A6

Mid

dles

ex V

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11

31

11

11

21

20

115

48La

ncas

ter

Cou

nty

3/18

/09

7:15

16

11

04

51

Mid

dles

ex V

A6

Mid

dles

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11

11

11

11

33

30

115

49La

ncas

ter

Cou

nty

3/18

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92

62

10

40

1U

rban

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Mid

dles

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21

31

11

11

21

30

115

50La

ncas

ter

Cou

nty

3/18

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92

62

20

40

1W

ater

view

6M

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esex

VA

12

23

11

11

12

13

01

1551

Lanc

aste

r C

ount

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9 8:

302

62

22

31

1U

rban

na7

Mid

dles

ex V

A1

11

11

11

11

12

20

115

52La

ncas

ter

Cou

nty

3/18

/09

7:45

16

21

04

01

drag

on R

un7

Mid

dles

ex V

A5

11

11

11

11

01

00

115

62La

ncas

ter

Cou

nty

3/18

/09

6:18

14

21

25

01

Nor

thum

berla

nd V

A2

Kilm

arno

ck1

22

21

11

11

41

40

115

63La

ncas

ter

Cou

nty

3/18

/09

6:35

23

21

25

01

Nor

thum

berla

nd V

A2

Nor

thum

berla

nd V

A2

22

22

22

22

31

10

Wee

kend

ser

vice

115

64La

ncas

ter

Cou

nty

3/18

/09

7:35

25

13

05

01

Nor

thum

berla

nd V

A2

Lanc

aste

r 2

23

32

22

22

21

10

Wee

kend

ser

vice

115

65La

ncas

ter

Cou

nty

3/18

/09

6:25

15

21

00

01

Nor

thum

berla

nd V

A5

Ric

hmon

d C

ount

y1

11

11

11

11

31

30

Wee

kend

ser

vice

115

66La

ncas

ter

Cou

nty

3/18

/09

8:25

24

22

14

01

Nor

thum

berla

nd V

A2

Ric

hmon

d C

ount

y1

23

62

21

22

01

03

Wee

kend

ser

vice

115

67La

ncas

ter

Cou

nty

3/18

/09

6:15

13

22

05

01

Nor

thum

berla

nd V

A3

Ric

hmon

d C

ount

y2

22

21

11

21

01

00

115

68La

ncas

ter

Cou

nty

3/18

/09

8:00

14

22

15

42

21

21

21

11

21

14

13

115

69La

ncas

ter

Cou

nty

3/20

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91

62

10

40

1N

orth

umbe

rland

VA

81

21

11

11

11

33

33

115

70La

ncas

ter

Cou

nty

3/20

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92

42

31

40

1N

orth

umbe

rland

VA

2N

orth

umbe

rland

VA

11

11

11

11

13

13

0W

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nd s

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ce1

1578

Lanc

aste

r C

ount

y3/

18/0

9 6:

401

42

21

55

1K

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nock

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nock

21

11

11

11

11

11

11

1579

Lanc

aste

r C

ount

y3/

18/0

9 6:

452

51

22

51

1K

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11

22

22

21

10

10

01

1580

Lanc

aste

r C

ount

y3/

18/0

9 7:

102

61

22

41

1La

ncas

ter

Cou

nty

5La

ncas

ter

02

22

22

22

23

23

01

1582

Lanc

aste

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ount

y3/

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9 7:

401

12

12

41

2P

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of V

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Whi

te S

tone

11

11

11

11

12

13

01

1583

Lanc

aste

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ount

y3/

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00

00

00

00

00

00

00

00

00

00

00

115

84La

ncas

ter

Cou

nty

3/18

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8:45

26

12

14

46

Kilm

arno

ck6

Kilm

arno

ck6

23

21

22

12

11

10

115

85La

ncas

ter

Cou

nty

3/18

/09

9:30

24

24

05

11

Kilm

arno

ck2

Kilm

arno

ck1

11

11

11

11

11

44

115

86La

ncas

ter

Cou

nty

3/18

/09

9:30

23

12

05

01

Kilm

arno

ck2

Irvi

ngto

n V

A1

10

00

00

00

00

00

115

91La

ncas

ter

Cou

nty

3/18

/09

6:24

22

23

45

11

Mol

lusk

VA

2D

r of

fice

13

14

41

11

22

12

1on

e ra

te fo

r al

l rid

ers

115

92La

ncas

ter

Cou

nty

3/18

/09

7:32

13

32

45

11

Kilm

arno

ck2

Mor

atti

Co

13

33

33

33

31

13

01

1593

Lanc

aste

r C

ount

y3/

18/0

9 6:

212

22

31

51

1M

ollu

sk V

A2

Whi

te S

tone

22

33

21

12

32

11

01

1594

Lanc

aste

r C

ount

y3/

18/0

9 6:

001

52

22

51

1S

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Irvi

ngto

n V

A2

23

31

11

11

11

00

115

95La

ncas

ter

Cou

nty

3/18

/09

6:00

24

12

04

11

Lanc

aste

r2

Whi

te S

tone

22

22

22

22

20

10

01

1596

Lanc

aste

r C

ount

y3/

18/0

9 8:

102

52

21

51

2La

ncas

ter

2K

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nock

VA

12

13

11

11

12

11

0C

hg fa

re b

ack

to $

11

1597

Lanc

aste

r C

ount

y3/

18/0

9 8:

202

32

21

01

1La

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ter

7K

ilmar

nock

VA

11

12

12

11

11

11

01

1598

Lanc

aste

r C

ount

y3/

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009

25

24

25

11

Lanc

aste

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Wee

ms

VA

21

11

11

11

10

00

01

1599

Lanc

aste

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ount

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9 8:

322

42

12

41

1La

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VA

7La

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11

11

11

11

10

00

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11

1600

Lanc

aste

r C

ount

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9 8:

300

61

26

40

1La

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ter

VA

8K

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VA

12

22

22

22

20

00

01

1601

Lanc

aste

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ount

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9 9:

522

21

21

31

1W

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Lanc

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11

11

11

11

11

30

116

02La

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ter

Cou

nty

3/18

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82

42

32

41

2La

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2La

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12

33

11

11

20

10

01

1603

Lanc

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9 10

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26

21

14

11

8K

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VA

13

22

22

22

21

11

01

1604

Lanc

aste

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ount

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31

20

50

1K

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1La

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ter

11

11

11

11

10

00

01

1605

Lanc

aste

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ount

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22

12

41

1K

ilmar

nock

VA

2La

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ter

22

22

22

22

22

12

01

1626

Nor

thum

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ount

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9 6:

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51

20

51

1K

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Was

te W

ater

Pla

nt2

Kilm

arno

ck V

A5

11

11

11

11

01

00

116

27N

orth

umbe

rland

Cou

nty

2/11

/09

6:25

14

21

25

11

Ree

dvill

e 2

Lanc

aste

r 2

11

11

11

11

21

40

116

28N

orth

umbe

rland

Cou

nty

2/11

/09

7:08

26

21

14

11

89 S

choo

l Str

eet,

Kilm

arno

ck V

A2

1621

Qic

Roa

d1

11

11

11

11

00

00

116

29N

orth

umbe

rland

Cou

nty

2/11

/09

7:20

05

13

05

11

Nor

thum

berla

nd V

A7

Soc

ial S

ervi

ces

Nor

thum

berla

nd2

33

31

03

13

32

00

116

30N

orth

umbe

rland

Cou

nty

2/11

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90

52

20

43

22

12

30

32

02

21

11

01

1631

Nor

thum

berla

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ount

y2/

11/0

9 8:

402

22

31

41

1N

orth

umbe

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VA

2N

orth

umbe

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VA

12

00

00

00

00

20

01

1637

Nor

thum

berla

nd C

ount

y2/

11/2

009

15

04

02

11

00

22

21

11

22

21

00

116

38N

orth

umbe

rland

Cou

nty

2/11

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91

32

20

44

22

03

33

33

33

32

32

21

1642

Nor

thum

berla

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ount

y2/

12/2

009

22

20

05

11

2C

ount

y5

11

11

11

11

10

00

116

43N

orth

umbe

rland

Cou

nty

2/11

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9:15

25

13

15

11

Hea

thsv

ille

2R

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ille

62

22

11

11

12

23

01

1644

Nor

thum

berla

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ount

y2/

11/2

009

24

23

25

12

Foo

d Li

on H

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svill

e2

Foo

d Li

on H

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svill

e7

33

32

22

22

01

00

116

45N

orth

umbe

rland

Cou

nty

2/11

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92

62

20

01

1N

orth

umbe

rland

VA

6G

ame

12

00

00

00

00

00

01

1647

Nor

thum

berla

nd C

ount

y2/

10/0

9 6:

202

42

12

50

2N

orth

umbe

rland

VA

21

22

22

22

22

22

22

116

48N

orth

umbe

rland

Cou

nty

2/11

/09

6:30

14

21

15

11

1154

Che

stnu

t Gro

ve, B

row

nsto

re2

Blu

ff P

oint

Roa

d2

22

21

11

11

41

40

116

49N

orth

umbe

rland

Cou

nty

2/11

/09

6:32

23

24

54

11

Nor

thum

berla

nd V

A2

Kilm

arno

ck V

A2

13

01

13

12

01

00

116

50N

orth

umbe

rland

Cou

nty

2/11

/09

7:48

22

12

14

11

Bur

gess

, Nor

thum

berla

nd8

War

saw

VA

73

12

11

11

21

12

01

1651

Nor

thum

berla

nd C

ount

y2/

11/0

9 7:

481

51

01

54

1B

urge

ss, N

orth

umbe

rland

2B

urge

ss, N

orth

umbe

rland

73

11

12

11

21

12

01

1652

Nor

thum

berla

nd C

ount

y2/

11/0

9 7:

451

42

21

31

1F

olly

Roa

d, H

eath

svill

e V

A8

Hea

thsv

ille

VA

12

22

11

11

23

13

01

1653

Nor

thum

berla

nd C

ount

y2/

11/2

009

24

23

11

11

8B

urge

ss, N

orth

umbe

rland

12

22

22

22

22

11

01

1654

Nor

thum

berla

nd C

ount

y2/

11/2

009

25

21

14

11

Nor

thum

berla

nd V

A2

12

22

22

22

21

11

11

1655

Nor

thum

berla

nd C

ount

y2/

11/0

9 8:

322

42

20

51

1C

alla

o, N

orth

umbe

rland

Apa

rtm

ent

2W

arsa

w, B

uyrit

e1

22

21

11

11

11

30

116

56N

orth

umbe

rland

Cou

nty

2/11

/09

8:32

22

11

14

51

Nor

thum

berla

nd V

A4

Tap

paha

nnoc

k1

12

21

11

11

31

20

116

57N

orth

umbe

rland

Cou

nty

2/11

/09

8:32

26

11

14

11

Nor

thum

berla

nd V

A4

Tap

paha

nnoc

k1

12

21

11

11

31

20

116

58N

orth

umbe

rland

Cou

nty

2/12

/200

92

42

11

51

22

30

00

00

10

01

00

01

1659

Nor

thum

berla

nd C

ount

y2/

11/0

9 8:

571

32

32

51

1V

illag

e B

P H

andy

Sto

re3

War

saw

13

33

11

11

22

13

01

1691

Nor

thum

berla

nd C

ount

y2/

11/0

9 14

:20

24

23

44

11

Lofts

burg

, Nor

thum

berla

nd V

A2

War

saw

, Ric

hmon

d C

ount

y2

11

11

11

11

11

10

116

93N

orth

umbe

rland

Cou

nty

2/11

/200

92

32

00

51

1N

orth

umbe

rland

VA

21

03

02

22

22

11

10

117

41M

iddl

esex

Cou

nty

2/11

/09

6:28

24

11

25

01

Mid

dles

ex V

A2

Mid

dles

ex V

A5

11

11

11

11

11

30

117

42M

iddl

esex

Cou

nty

2/11

/09

6:50

25

23

14

11

Lanc

aste

r V

A5

Kilm

arno

ck V

A1

12

21

22

10

42

20

117

43M

iddl

esex

Cou

nty

2/11

/09

7:00

13

14

35

11

War

e V

A2

Kilm

arno

ck V

A5

11

11

11

11

21

30

117

44M

iddl

esex

Cou

nty

2/11

/09

8:05

16

41

24

01

Mid

dles

ex V

A5

Glo

uces

ter

VA

30

00

00

00

01

00

01

1745

Mid

dles

ex C

ount

y2/

11/0

9 8:

251

52

21

21

1H

artfi

eld

VA

8M

iddl

esex

VA

12

22

12

22

22

23

01

1746

Mid

dles

ex C

ount

y2/

11/0

9 8:

302

52

21

55

22

11

11

11

11

01

11

01

1747

Mid

dles

ex C

ount

y2/

11/0

9 8:

452

32

41

41

14

Rt.

33 /

Rt.

619

22

22

11

11

13

13

0 N

eed

wee

kend

ser

vice

s1

1748

Mid

dles

ex C

ount

y2/

11/0

9 9:

002

23

21

54

22

51

21

23

22

34

00

01

1749

Mid

dles

ex C

ount

y2/

10/2

009

20

22

14

48

87

01

00

00

20

10

00

117

50M

iddl

esex

Cou

nty

2/11

/09

9:30

22

22

25

51

Mid

dles

ex V

A2

Glo

uces

ter

VA

11

11

11

11

14

21

01

1751

Mid

dles

ex C

ount

y2/

11/0

9 10

:35

12

12

45

01

Top

ping

VA

21

13

31

21

11

21

30

117

52M

iddl

esex

Cou

nty

2/10

/200

92

51

22

51

1M

iddl

esex

VA

2D

elta

ville

VA

12

23

11

11

20

10

01

1753

Mid

dles

ex C

ount

y2/

11/0

9 11

:30

16

14

14

14

Del

tavi

lle M

arke

t1

Wee

ms

VA

51

26

11

11

10

00

01

1754

Mid

dles

ex C

ount

y2/

10/0

9 11

:50

15

22

25

11

7237

Geo

rge

Pul

ler

HW

Y4

Tra

star

11

11

11

11

10

00

01

1772

Mid

dles

ex C

ount

y2/

11/0

9 7:

151

61

10

45

1W

are

VA

6M

iddl

esex

VA

11

21

11

11

13

33

01

1773

Mid

dles

ex C

ount

y2/

11/0

9 7:

452

42

10

45

1M

iddl

esex

VA

6M

iddl

esex

VA

11

21

11

11

13

33

31

1774

Mid

dles

ex C

ount

y2/

11/0

9 8:

101

52

10

44

1M

iddl

esex

VA

6M

iddl

esex

VA

41

11

11

11

13

33

31

1778

Mid

dles

ex C

ount

y2/

11/0

9 8:

302

62

12

31

1W

arne

r, M

iddl

esex

6S

alud

a, M

iddl

esex

13

33

33

33

22

32

01

1779

Mid

dles

ex C

ount

y2/

11/0

9 8:

302

62

11

31

1S

alud

a, M

iddl

esex

6S

alud

a, M

iddl

esex

13

33

33

33

12

31

01

1780

Mid

dles

ex C

ount

y2/

11/0

9 8:

002

62

10

44

1M

iddl

esex

VA

6M

iddl

esex

VA

11

21

11

11

13

33

31

1816

Ess

ex C

ount

y2/

11/0

9 6:

102

02

12

55

12

12

33

33

22

22

24

41

1817

Ess

ex C

ount

y2/

11/0

9 6:

432

60

21

11

12

32

00

00

00

00

10

01

1818

Ess

ex C

ount

y2/

11/2

009

26

21

14

11

Ess

ex C

ount

y2

Sho

ppin

g C

ente

r1

22

22

22

22

10

00

118

19E

ssex

Cou

nty

2/11

/09

6:43

26

22

14

11

Ess

ex C

ount

y6

12

00

00

00

01

00

01

1820

Ess

ex C

ount

y2/

11/0

9 7:

002

42

22

51

1E

ssex

Cou

nty

2T

app

VA

12

22

01

21

11

12

41

1821

Ess

ex C

ount

y2/

11/0

9 7:

032

42

43

21

1E

ssex

Cou

nty

5E

ssex

Cou

nty

61

11

11

11

10

00

1 C

ompl

aint

the

disp

atch

ers

118

22E

ssex

Cou

nty

2/11

/09

7:28

25

22

25

11

1955

Bat

tery

Roa

d, E

ssex

2S

outh

side

Hot

el, E

ssex

13

22

23

22

31

11

01

1824

Ess

ex C

ount

y2/

11/0

9 7:

281

54

45

30

36

51

46

34

56

11

23

41

1825

Ess

ex C

ount

y2/

11/0

9 7:

232

62

15

40

18

10

00

00

00

00

00

01

1826

Ess

ex C

ount

y2/

11/0

9 7:

361

61

32

34

1La

nevi

ew V

A4

Tap

paha

nnoc

k2

11

11

11

11

33

00

118

27E

ssex

Cou

nty

2/11

/09

8:36

26

22

12

11

Tap

paha

nnoc

k4

Wal

-Mar

t, T

appa

hann

ock

10

00

00

00

00

00

01

1828

Ess

ex C

ount

y2/

11/0

9 8:

442

42

33

51

129

49 A

shda

le R

oad

2T

ES

31

11

11

11

10

00

01

1829

Ess

ex C

ount

y2/

11/0

9 10

:02

25

22

14

41

4F

ood

Lion

1

03

30

00

00

01

00

118

30E

ssex

Cou

nty

2/11

/09

10:0

62

52

32

21

1T

appa

hann

ock

4W

al-M

art,

Tap

paha

nnoc

k1

11

11

11

11

01

00

118

31E

ssex

Cou

nty

2/11

/09

11:1

72

42

11

40

1B

ehin

d R

acew

ay8

Rig

ht in

Tow

n1

43

31

33

44

23

20

Com

plai

nt th

e di

spat

cher

s1

1832

Ess

ex C

ount

y2/

11/0

9 11

:17

26

23

13

11

1000

C W

inst

on R

oad

4E

ssex

Squ

are

13

13

11

11

21

13

0 C

ompl

aint

the

disp

atch

ers

118

33E

ssex

Cou

nty

2/12

/09

11:5

32

32

11

54

1T

own

2T

own

12

22

22

22

21

11

0 W

eeke

nd R

ides

118

34E

ssex

Cou

nty

2/10

/09

10:3

41

52

23

51

1C

ount

y2

Tow

n3

12

11

11

11

31

30

118

35E

ssex

Cou

nty

2/11

/09

10:0

62

21

11

51

1K

ing

Str

eet

2W

inst

on S

tree

t1

11

11

11

11

21

10

118

36E

ssex

Cou

nty

2/11

/09

10:3

42

42

42

41

1T

appa

hann

ock

Bou

leva

rd8

Tap

paha

nnoc

k B

oule

vard

12

13

11

11

11

10

01

1837

Ess

ex C

ount

y2/

11/0

9 11

:00

16

21

14

11

1000

H W

inst

on R

oad

8T

appa

hann

ock

VA

12

22

12

21

22

32

01

1857

Ess

ex C

ount

y2/

11/0

9 6:

091

51

12

51

114

52 E

ssex

Mill

Roa

d2

780

Ber

ryhi

ll R

oad

51

11

11

11

10

10

01

1858

Ess

ex C

ount

y2/

11/0

9 6:

140

00

00

00

00

00

00

00

00

00

00

0

118

59E

ssex

Cou

nty

2/11

/09

6:23

00

00

00

00

00

00

00

00

00

00

00

118

60E

ssex

Cou

nty

16

22

14

11

Tap

paha

nnoc

k V

A5

Tap

paha

nnoc

k V

A6

11

11

11

11

33

33

118

61E

ssex

Cou

nty

2/11

/09

7:10

25

24

24

11

1036

Tow

nhou

se D

rive,

Ess

ex C

ount

y2

Wal

-Mar

t, E

ssex

Cou

nty

13

22

12

21

12

12

01

1862

Ess

ex C

ount

y2/

11/0

9 7:

102

22

20

41

1C

ount

y2

12

22

22

22

12

22

21

1863

Ess

ex C

ount

y1

32

21

55

82

11

11

11

11

10

00

01

1864

Ess

ex C

ount

y2/

11/0

9 7:

102

32

21

41

3T

appa

hann

ock

VA

3T

appa

hann

ock

VA

11

12

11

11

11

11

11

1865

Ess

ex C

ount

y2

52

01

51

22

11

11

11

11

11

11

11

1866

Ess

ex C

ount

y2

62

21

54

1T

appa

hann

ock

VA

2T

appa

hann

ock

VA

11

11

11

11

10

00

01

1867

Ess

ex C

ount

y2/

11/0

9 7:

351

42

11

45

17

War

saw

12

23

11

11

10

10

01

1868

Ess

ex C

ount

y2/

11/0

9 8:

001

52

22

51

1K

ing

and

Que

en C

ount

y2

Tap

paha

nnoc

k V

A6

12

22

22

11

12

24

118

69E

ssex

Cou

nty

2/11

/09

8:10

24

21

14

15

Hos

pita

l1

Ess

ex M

oble

Hom

e T

raile

r P

ark

11

11

11

11

12

13

41

1870

Ess

ex C

ount

y0

00

00

00

00

00

00

00

00

00

00

01

1871

Ess

ex C

ount

y2/

11/0

9 9:

102

62

26

55

11

Cou

nty

11

11

11

11

00

00

01

1872

Ess

ex C

ount

y2/

11/0

9 9:

422

60

10

30

1C

ount

y8

Cou

nty

31

11

11

11

11

11

11

1873

Ess

ex C

ount

y2/

11/2

009

12

22

35

51

Dun

nsvi

lle2

Tap

paha

nnoc

k V

A7

11

31

11

11

31

30

118

74E

ssex

Cou

nty

2/11

/09

10:3

51

22

21

45

12

31

11

11

66

61

11

11

1875

Ess

ex C

ount

y2/

11/0

9 12

:35

23

10

01

11

Sun

ny S

ide

Roa

d5

Tap

paha

nnoc

k V

A1

11

11

11

11

11

10

118

76E

ssex

Cou

nty

15

11

04

11

Ess

ex C

ount

y4

Tap

paha

nnoc

k V

A3

22

22

22

22

02

00

119

19E

ssex

Cou

nty

2/11

/09

14:3

41

31

23

51

1T

appa

hann

ock

VA

2T

appa

hann

ock

VA

11

11

11

11

12

12

01

1920

Ess

ex C

ount

y2/

11/0

9 15

:05

24

21

34

11

2T

appa

hann

ock

VA

11

00

00

00

00

00

11

1921

Ess

ex C

ount

y2/

11/0

9 15

:00

11

10

05

13

Tap

paha

nnoc

k S

enio

r A

cade

my

8O

mal

ly T

imbe

r P

rodu

cts

71

11

11

11

13

31

1 O

pen

clos

ed r

oute

s1

1922

Ess

ex C

ount

y2/

11/0

9 15

:24

14

22

25

12

Tap

paha

nnoc

k V

A1

Kin

g an

d Q

ueen

Cou

nty

11

21

01

11

01

21

11

1923

Ess

ex C

ount

y2/

11/0

9 15

:55

15

22

24

11

Kin

g W

illia

ms

5T

appa

hann

ock

Dia

lyis

32

22

11

11

13

33

01

1966

Wes

tmor

elan

d C

ount

y2/

11/0

9 6:

451

12

12

51

1M

ontr

oss,

Wes

tmor

elan

d2

Mon

tros

s, W

estm

orel

and

11

11

11

11

10

00

0 P

ick

us u

p w

here

they

dro

p us

off

at1

1967

Wes

tmor

elan

d C

ount

y2/

11/0

9 7:

001

12

12

51

1M

ontr

oss,

Wes

tmor

elan

d2

Mon

tros

s, W

estm

orel

and

11

12

12

11

23

23

0 P

ick

up in

the

afte

rnoo

n w

here

I ge

t off

at p

each

grov

e1

1968

Wes

tmor

elan

d C

ount

y2/

11/0

9 7:

301

12

22

51

13

13

53

11

32

34

02

11

1969

Wes

tmor

elan

d C

ount

y2/

11/0

9 7:

502

42

21

41

1Je

rusa

lem

Bap

tist C

hurc

h3

Rap

p. C

omm

. Col

lege

, War

saw

11

11

11

11

10

10

0 M

ore

buse

s1

1970

Wes

tmor

elan

d C

ount

y2/

11/0

9 8:

002

32

21

54

2W

estm

orel

and

2W

estm

orel

and

32

22

22

22

21

11

11

1971

Wes

tmor

elan

d C

ount

y2/

11/0

9 8:

302

52

11

23

1W

estm

orel

and

8W

estm

orel

and

72

22

22

22

21

11

11

1972

Wes

tmor

elan

d C

ount

y2/

11/2

009

26

21

12

41

Wes

tmor

elan

d C

ount

y8

10

10

00

00

00

00

21

1973

Wes

tmor

elan

d C

ount

y2/

11/2

009

11

03

33

01

81

11

11

11

11

22

22

119

74W

estm

orel

and

Cou

nty

2/12

/09

9:00

16

11

24

11

Mon

tros

s, W

estm

orel

and

5W

arsa

w6

12

21

21

11

33

30

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Bay Transit October 2009 Transit Development Plan: FY 10‐15 F‐ 1

AAPPPPEENNDDIIXX FF..

BBAAYY TTRRAANNSSIITT SSTTAAFFFF AANNDD SSTTAAKKEEHHOOLLDDEERRSS MMEEEETTIINNGG Interviews with Bay Transit staff and stakeholders were held on March 12, 2009 at the Bay Transit office in Urbanna, Virginia. Agenda

PROJECT STAKEHOLDERS MEETING AGENDA

Bay Transit Urbanna, Virginia

March 12, 2009

10:00 AM

1. Self Introduction of Attendees

2. Overview of Transit Development Program (TDP) Process

3. Review of Project Scope of Work Elements

4. Summary of Initial Findings

a. Transit system service and operating characteristics and history b. Service area demographic and travel characteristics c. Transit agency interaction with other public and private organizations

5. Stakeholder Perspectives on:

a. Project specific issues and concerns b. Potential system goals, objectives, and service standards c. Desired outcomes of the project

6. Next Steps in Study Process

7. Potential Next Meeting Date(s)

8. Adjourn

LUNCH SERVED


Attendees

Attendee Organization

Christina Greene Charles City County

Trish King Colonial Beach

David Whitlow Essex County

Georgette Hurley Gloucester County

Frank Pleva King William County

William Pennell Lancaster County

John Shaw Mathews County

Marcia Jones Middlesex County

Kelli Le Duc New Kent

Vonnie Reynolds NNPDC

Luttrell Tadlock Northumberland County

Trent Funkhouser West Point

Russ Culver Westmoreland County

Allyn Gemerek Bay Aging

Cle Johnson Bay Transit Southern Division

Darrel Feasel DRPT

Lenea England Bay Transit

Melissa Phillips Bay Transit

Pat Sanders Bay Transit Northern Division

Lewis Grimm PBS&J

Kevin Chiang PBS&J

Session Notes Following self introductions, Lewis Grimm provided an overview of the TDP process and a summary of the initial findings from the on‐board ridership surveys conducted by Bay Transit in February 2009. The following is a summary of comments and discussion items: Financials

Darrel Feasel indicated that funding is an issue for each transit system in Virginia; however, DRPT has matched the maximum funding available to Bay Transit for the last couple of years.

Darrel Feasel had a question about the FY 2007 Contract Revenues that were shown in the presentation slide of Revenues and Operating Assistance. The FY 2007 revenue number seems considerably lower than the revenue numbers in FY 2006 and FY 2008.


Darrel Feasel described the sources of funding for transit systems in Virginia. In general, the federal government contributes 50 percent, the state government contributes 25 to 30 percent, and the local government contributes 20 to 25 percent of the cost.

Darrel Feasel mentioned that the Stimulus Funding for DRPT will be used to purchase replacement buses.

Representatives suggested the following uses for Bay Transit Stimulus Funding: maintain current fare structure; explore the potential for commuter rail; add more buses in Westmoreland County; provide additional driver training; expand services in the tourist attraction areas; build biking trails; and reroute buses to cover more of the service area.

Security

Lenea England suggested that for security purposes, Bay Transit should install video recording systems in their vehicles.

Darrel Feasel explained that there are a limited number of bus security incidents reported to DRPT. He could only recall one specific incident.

In general, surveillance cameras are installed to provide additional evidence regarding any potential disagreements or altercations that could occur on buses.

Driver training is very important. In an emergency situation, the driver should contact the dispatcher and call 911 immediately.

Services

Trish King mentioned that there were demands for transit service from Colonial Beach to Montross, but it was discussed that the services cannot be provided by Bay Transit.

Westmoreland County, the second biggest county in Northern Neck, only has one Bay Transit vehicle.

Colonial Beach provides some of their own transit bus service; however, Ms. King expressed a willingness to cooperate with Bay Transit of Westmoreland to work out a plan to provide transit service between the jurisdictions.

The County board members asked about the buses with empty seats running in the middle of the day. Bay Transit staff responded that they need the capacity (number of seats) provided by those vehicles to meet the AM and PM peak demands. These same size vehicles are thus running empty in the middle of the day as the demand is lower.


Darrel Feasel mentioned that if Bay Transit thought that fixed‐route service for some “hot spots” should be provided, then it should be indicated in the TDP as a potential improvement if funding is available for its implementation.

Some private business owners are willing to subsidize the operating cost for Bay Transit fixed‐route services if the route serves their location.

One representative suggested that we should gather the opinions of residents who do not currently use the transit system. This information would help to determine their willingness to use transit services if the transit system could be designed to fit their needs.

One representative mentioned that the connection to another transit system is an important need for their system.

Bay Transit staff mentioned that a reduction in county funding contributions would result in a reduction of services provided by Bay Transit.

The potential was considered for service expansion to Newport News or Richmond in five years. There are residents in the Bay Transit service area that currently commute to Richmond.

One representative asked how gas prices are affecting the Bay Transit operation.

One representative suggested that DRPT should encourage carpool, vanpool, and other transportation programs to increase the usage of the public transit systems.

Darrel Feasel asked the consultant staff to identify the boundaries of the TDP study areas with regard to the different planning agencies (MPO and US Census). This delineation is important to clarify the transit system funding sources.

Bay Transit hopes to expand their services to include fixed‐route services.

bay transit transit development plan: fiscal years … · bay transit transit development plan:...

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