Vacaville Transit Service Evaluation Study Final Report
Prepared for the City of Vacaville Administrative Services Department
Prepared by
LSC Transportation Consultants, Inc. This page left intentionally blank. Vacaville Transit Service Evaluation Study
Final Report ______
Prepared for the
City of Vacaville Administrative Services Department 650 Merchant Street Vacaville, CA 95688
Prepared by
LSC Transportation Consultants, Inc. 2690 Lake Forest Road, Suite C P. O. Box 5875 Tahoe City, California 96145
April 20, 2018 This page left intentionally blank. TABLE OF CONTENTS
Chapter 1: Introduction ...... 1
Chapter 2: Market Analysis ...... 3
Chapter 3: Review of Existing Service ...... 33
Chapter 4: City Coach Passenger Boarding/Alighting Data ...... 61
Chapter 5: City Coach On-Time Performance ...... 75
Chapter 6: City Coach Route Segment Analysis ...... 85
Chapter 7: City Coach Passenger Onboard Survey ...... 91
Chapter 8: Service Alternatives ...... 103
Chapter 9: Capital Alternatives ...... 133
Chapter 10: Fare and Marketing Alternatives ...... 141
Chapter 11: Transit Plan ...... 147
Appendix A: Onboard Passenger Survey Form and Detailed Results
Appendix B: Summary of Public Input
LIST OF TABLES
TABLE PAGE
1 Historic and Projected Population of the City of Vacaville ...... 4 2 Vacaville Population Characteristics ...... 5 3 Vacaville Population Not Served by City Coach: Total and Elderly ...... 7 4 Vacaville Population Not Served by City Coach: Below Poverty, Youth, Zero-Vehicle ...... 8 5 Population Projections by Age Groups for Solano County ...... 18 6 Principal Employers in Vacaville ...... 23 7 Vacaville Resident Commute Travel Characteristics ...... 28 8 Commute Patterns Into and out of Vacaville...... 29 9 Summary of City Coach Services ...... 36 10 City Coach Vehicle Utilization by Time of Day ...... 37 11 Vacaville City Coach Annual Ridership by Service and Fare Category ...... 39 12 Annual Ridership by Route ...... 41 13 Ridership by Route by Month ...... 42 14 Typical Ridership Variation by Day of Week ...... 43 15 Average Daily Ridership by Route by Month – Weekday vs. Saturday ...... 45
Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page i 16 Typical Ridership by Fare Type by Route ...... 47 17 Vacaville City Coach FY 2016/17 Cost Model...... 49 18 City Coach FY 2016/17 Estimated Revenues ...... 50 19 City Coach Route Performance Analysis ...... 51 20 City Coach Productivity by Route by Month ...... 55 21 City Coach Vehicle Fleet ...... 56 22 Scheduled Transfer Opportunities at Transportation Center and Transit ...... 58 23 City Coach Travel Times, Transfer Requirements, and Service Headways ...... 59 24 City Coach Bus Stop Inventory ...... 60 25 Ridership by Route by Hour ...... 62 26 Route 1 Average Daily Passenger Boarding/Alighting and Load by Stop ...... 64 27 Route 2 Average Daily Passenger Boarding/Alighting and Load by Stop ...... 65 28 Route 4 Average Daily Passenger Boarding/Alighting and Load by Stop ...... 66 29 Route 5 Average Daily Passenger Boarding/Alighting and Load by Stop ...... 67 30 Route 6 Average Daily Passenger Boarding/Alighting and Load by Stop ...... 68 31 Route 8 Average Daily Passenger Boarding/Alighting and Load by Stop ...... 69 32 Bus Stop Daily Boarding and Alighting Activity ...... 72 33 Maximum Observed Passenger Load by Route by Hour ...... 73 34 Summary of Vacaville City Coach On-Time Performance ...... 75 35 Route 1 On-Time Performance Analysis ...... 78 36 Route 2 On-Time Performance Analysis ...... 79 37 Route 4 On-Time Performance Analysis ...... 80 38 Route 5 On-Time Performance Analysis ...... 81 39 Route 6 On-Time Performance Analysis ...... 82 40 Route 8 On-Time Performance Analysis ...... 83 41 Vacaville City Coach Route Segment Analysis ...... 86 42 Passenger Boardings and Productivity by Run by Route Segment ...... 89 43 Transfer Patterns Between City Coach Routes ...... 97 44 Daily Passenger-Trips Between Zones ...... 98 45 Comparison of Quality of Transit Service and Daily Ridership Between Zones ...... 101 46 Routes 4 Revision Example Schedule ...... 105 47 Routes 4 Revision Scenario Service Quantity Analysis ...... 105 48 City Coach Service Alternatives Summary ...... 107 49 Routes 2 / 8 Revision Scenario Example Schedules ...... 112 50 Routes 2 / 8 Revision Scenario Service Quantity Analysis ...... 114 51 Transit Service Alternatives Performance Analysis ...... 126 52 City Coach Fare Alternatives ...... 141 53 Fare Alternatives Impacts ...... 142 54 Plan Route Departure Times ...... 148 55 Plan Service Quantity and Cost Analysis ...... 154
Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page ii LIST OF FIGURES
FIGURE PAGE
1 City of Vacaville Existing and Projected Population Growth ...... 4 2 Population Density in the City of Vacaville ...... 6 3 Youth Population Density in the City of Vacaville...... 10 4 Elderly Population Density in the City of Vacaville ...... 11 5 Density of Population with a Disability in the City of Vacaville ...... 13 6 Density of Population Living Below Poverty Level in the City of Vacaville ...... 14 7 Zero-Vehicle Households Density in the City of Vacaville ...... 15 8 Population Projections by Age Group for Solano County ...... 18 9 Vacaville Residential Densities ...... 19 10 Major Activity Centers and Proximity to Transit...... 24 11 Historical City Coach Annual Fixed Route Ridership ...... 39 12 Ridership by Route 5-Year History ...... 41 13 Monthly Ridership by Route ...... 43 14 Route Ridership by Day of Week ...... 44 15 City Coach Performance by Route ...... 53 16 Ridership by Route by Hour ...... 63 17 On-Time Performance Summary ...... 76 18 Average Minutes Late by Route by Run ...... 84 19 Route Segment Passenger Boardings per Hour ...... 87 20 Route Segment Subsidy per Passenger Boarding ...... 88 21 Passenger Primary Trip Purpose ...... 92 22 Passengers Opinion of City Coach Service ...... 93 23 Improvements That Would Most Increase Ridership ...... 94 24 Improvements That Riders Would Most Like to see...... 95 25 City Coach Origin/Destination Pattern ...... 99 26 Routes 1 and 4 Revision Scenario ...... 104 27 Example of Ridership by Run in Outlying Areas with High % School Ridership ...... 109 28 Routes 2 and 8 Revision Scenario ...... 110 29 Impacts on Ridership ...... 121 30 Impact of Alternatives on Annual Operating Subsidy ...... 125 31 Service Alternatives Passenger-Trips per Vehicle-Hour...... 127 32 Service Alternative Cost per Passenger Trip ...... 129 33 Service Alternatives Annual Operating Subsidy Impact vs Annual Ridership Impact ...... 131 34 Outlets Area Bus Stops ...... 136 35 Downtown Area Bus Stops ...... 137 36 Example of Transit System Map Showing Stop Locations ...... 145 37 Vacaville City Coach Transit Route Plan ...... 149
Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page iii This page left intentionally blank. Chapter 1 Introduction
The City of Vacaville’s City Coach program is an important service to many city residents. Between Fiscal Year (FY) 2001/02 and 2013/14, ridership grew by 155 percent, reaching over 511,000 boardings per year. Ridership has subsequently declined slightly, however, consisteent with the overall trend of transit services in the region. At the same time, there are changes occurring in the community, such as new development, changes in ppopulation characteristics and changes in school programs that all have the potential to impact the need and role of transit services.
To ensure that the City Coach program can best serve the communiity in the future, the City has conducted a thorough review and reassessment of the fixed route transit program. This plan first presents an analysis of the potential “market” for fiixed route transit services, including the results of public input processes. Next, the efficiency and effectiveness of the existing routes is reviewed. This is followed by a detailed analysis of various service modifications, including route realignments and changes in schedules. Finally, a plan is pressented that is recommended to guide services in future years.
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Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 2
Chapter 2 Market Analysis
This chapter first presents a review of existing population, trends in population, and population characteristics. Next, activity patterns are reviewed, focusing on employment patterns, student transportation patterns, and social service programs. Finally, conclusions are drawn regarding the various potential markets for transit service.
CITY OF VACAVILLE POPULATION
General Population Trends: Historic and Projected Poppulation
The City of Vacaville is a growing community, optimally located between the major metropolitan areas of the San Francisco Bay Area and Sacramento. Due to slightly lower housing costs than these larger urban areas and the attractiveness of the community, Vacaville has attracted a residential base of both those employed locally and commuterss. While early development was focused around agriculture, more recently Vacaville has shifted to a balance of commercial, public sector and bioscience, and is homme to Genentech and ALZA Corporation. Travis Air Force Base is located nearby in Fairfield, less than ten miles away. Vacaville is also known for its large factory outlet malls, and is the home of the California Medical Facility serving the state prison system.
Table 1 and Figure 1 illustrate the population and projected population in Vacaville from 1970 through 2040. As shown, Vacaville’s population increased from 21,690 residents in 1970 to 92,428 in 2010. Between 2000 and 2010, the population in Vacaville increased by four percent.
Although this population change is less than half of the ten percent population growth in California during the same period, Vacaville is expected to have a population increase of 23 percent between 2010 and 2030, while the State of Califfornia’s population is expected to grow by only 18 percent over the same period. In general, between 2010 and 2040, Vacaville’s population is projected to grow by about one percent per year.
Existing Demographics
Table 2 and Figures 2 through 7 present key demographic data for Vacaville at the US census tract level. The populations of various groups of people who have a high propensity to use transit, are presented, such as youth, elderly, residents oof zero‐vehicle households, and people with a disability. Tables 3 and 4 show data for the elderly and people living below the poverty level at the census block group level.1
1 Note that as census tract and block group boundaries do not exactly coincide with the city boundary, Tables 2 through 4 include census tracts or block groups that are partially beyond the city boundary. As a result, totals differ between these tables and between the city total. Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 3
TABLE 1: Historic and Projected Population of the City of Vacaville
Historic Projected 1970 1980 1990 2000 2010 2020 2030 2040
City of Vacaville1 21,690 43,367 71,476 88,642 92,428 102,030 113,991 124,613 Annual Percent Growth -- 10.0% 6.5% 2.4% 0.4% 1.0% 1.2% 0.9% Over Previous Period -- 100% 65% 24% 4% 10% 12% 9%
California Population 19,971,068 23,667,836 29,758,213 33,873,086 37,253,956 40,719,999 44,019,846 46,884,801 Annual Percent Growth -- 1.9% 2.6% 1.4% 1.0% 0.9% 0.8% 0.7% Over Previous Period -- 19% 26% 14% 10% 9% 8% 7%
Source: California Department of Finance Demographic Research Unit Note 1: Population forecasts for 2020, 2030, and 2040 w ere calculated by applying the 2010 ratio of Vacaville to Solano County population to future year population forecasts for Solano County. Vacaville's population includes a prison population, estimated at 7,900 in January 2010 (City of Vacaville General Plan).
Figure 1: City of Vacaville Existing and Projected Population Growth 140,000
124,613
120,000 113,991
102,030 100,000 92,428 88,642 Population 80,000 71,476 Projected
and 60,000
43,367
Population 40,000
21,690 20,000
0 1970 1980 1990 2000 2010 2020 2030 2040
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2 Zero Vehicle Households 6 Below Poverty Below 5 With a Disability 4 Elderly (65+) 4 #%#%#%#%#% Youth (10-17) Note 6: US Census S1701, Table Poverty in the Past 12 Months, ACS 2015 5 Year Estimates Note 7: State California's of Department Corrections of Rehabilitation:and Solano 2017 Report Note 8: Vacaville City Staff reported that the entire population this of census tract is considered the prisonpopulation. Miles Square Square Home) 2 0 1.4 0 -- 0 -- 0 -- 0 -- 0 -- Units Housing Occupied Occupied 0 Non- 5,500 2,049 2.4 689 13% 778 14% 359 7% 761 14% 129 6% 3,456 1,259 0.4 380 11% 293 8% 164 5% 315 9% 17 1% 6,225 2,278 1.0 723 12% 734 12% 309 5% 975 16% 104 5% 6,051 1,951 0.6 746 12% 541 9% 404 7% 390 6% 45 2% 5,860 2,448 1.0 515 9% 412 7% 438 7% 1444 25% 407 17% 4,795 1,796 1.9 534 11% 988 21% 203 4% 282 6% 33 2% 4,9015,9295,714 2,690 1,900 1.6 1,816 1.0 225 1.0 725 5% 12% 504 2,580 591 53% 9% 10% 247 534 255 5% 9% 4% 368 392 388 8% 7% 7% 396 312 15% 10 5% 1% 89 5% 3,912 1,237 5.5 728 19% 247 6% 63 2% 34 1% 5 0% 4,330 1,6083,491 3.2 1,006 328 1.0 8% 574 586 13% 17% 398 213 9% 6% 287 155 7% 4% 124 1074 8% 31% 25 2% 5,093 1,670 0.7 839 16% 452 9% 160 3% 266 5% 18 1% 4,2016,6343,034 1,476 2,337 0.7 1,040 2.2 546 1.4 744 13% 11% 522 442 514 11% 17% 8% 251 270 6% 9% 238 4% 87 561 13% 1463 3% 22% 43 195 3% 82 8% 3% 9 1% 91,892 31,969 1,935 10,598 12% 11,024 12% 4,562 5% 9,617 10% 1,692 2% Population Institutionalized 7 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Population Institutionalized 1 Total 6,757 6,757 5,500 3,456 6,051 5,860 4,795 4,901 5,929 5,714 4,330 3,491 5,093 4,201 6,634 3,034 98,649 6,757 Population 8 Census Tract Description Tract Census California State Prison State California 2530 2529.1 Area Park Meadowlands Tract # Census 2529.04 Airport Tree Nut 2529.08 East Park Beelard 2529.09 Park Nelson 6,001 3,628 3,137 0 0 0 6,001 3,628 3,137 1,068 1,250 10.1 0.4 1,090 366 519 2.2 6% 14% 379 299 340 12% 9% 5% 222 123 77 7% 3% 1% 239 241 263 8% 7% 4% 111 30 0 4% 2% 0% 13 1% 2531.01 I-80 to Drive Vacaville/Buck W. 2531.05 Allison-Elmira 2529.11 Town Leisure 2529.12 Area Elementary Ulatis/Cooper 2531.06 West Park Beelard 2531.07 Rd Peabody to St I-80/Davis of S. 6,225 2531.08 Valley Lagoon 2532.01 Park Orchard North 2529.13 Vacaville/Foxboro South 2529.14Tree Nut Cambridge 2529.15 Area Course Golf Lakes Cypress 3,912 2532.03 Area School High Vacaville 2532.04 Hills English 2532.05 Area Park Centennial 2532.06 Area Park Ridgeview TABLE 2: Vacaville Population Characteristics Population Vacaville 2: TABLE Total City of Vacaville of City Total Note 1: US Census B01003, Table ACS 2015 5 Year Estimates Note 2: US Census B25044: by Table Vehicles Tenure Available Note 3: US Census DP03: Table Selected Economic Characteristics, ACS 5 2015 Year EstimatesNote 4: US (Workers Census B01001, Table 16+ ACS Who 2013 5 Year EstimatesCommute Outside the Note 5: US Census B18106: Table Sex by Age by Self-Care Difficulty, ACS 2015 Estimates
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Figure 2 10.5 0 1 Miles Population Density I in the Vacaville Area
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TABLE 3: Vacaville Population Not Served by City Coach: Total and Elderly Bolded cells indicate top 10 census block groups with populations or densities of individuals or homes not served by City Coach in each category Total Population Elderly (65+) Population2 Not in Percent of Block Total Non- Population Persons/sq. Transit Persons/sq. Group Served by Institutionalized Not in Transit mile Not in Service mile Not in 1 Census Block Description City Coach Population Service Area Transit Area Total Area Transit Area
BG 2, Census Tract 2529.04 Nut Tree Airport 65% 2,983 1,044 295 296 104 29 BG 3, Census Tract 2529.04 Nut Tree Airport 75% 1,101 275 149 184 46 25 BG 1, Census Tract 2529.08 Beelard Park East 45% 1,363 750 8,967 175 96 1,151 BG 2, Census Tract 2529.08 Beelard Park East 100% 1,508 0 0 60 0 0 BG 3, Census Tract 2529.08 Beelard Park East 90% 757 76 7,142 90 9 849 BG 1, Census Tract 2529.09 Nelson Park 40% 1,539 923 5,307 134 80 462 BG 2, Census Tract 2529.09 Nelson Park 50% 1,598 799 846 88 44 47 BG 1, Census Tract 2529.10 Meadowlands Park Area 90% 1,196 120 7,716 93 9 600 BG 2, Census Tract 2529.10 Meadowlands Park Area 85% 1,278 192 9,000 191 29 1,345 BG 3, Census Tract 2529.10 Meadowlands Park Area 90% 2,257 226 9,564 101 10 428 BG 4, Census Tract 2529.10 Meadowlands Park Area 0% 1,320 1,320 12,336 129 129 1,206 BG 1, Census Tract 2529.11 Leisure Town 90% 2,024 202 5,500 697 70 1,894 BG 2, Census Tract 2529.11 Leisure Town 80% 1,095 219 1,615 634 127 935 BG 3, Census Tract 2529.11 Leisure Town 100% 765 0 0 289 0 0 BG 4, Census Tract 2529.11 Leisure Town 100% 1,017 0 0 745 0 0 BG 1, Census Tract 2529.12 Ulatis/Cooper Elementary Area 70% 1,504 451 7,753 121 36 624 BG 2, Census Tract 2529.12 Ulatis/Cooper Elementary Area 40% 894 536 4,912 161 97 885 BG 3, Census Tract 2529.12 Ulatis/Cooper Elementary Area 100% 851 0 0 105 0 0 BG 4, Census Tract 2529.12 Ulatis/Cooper Elementary Area 0% 1,349 1,349 4,996 98 98 363 BG 5, Census Tract 2529.12 Ulatis/Cooper Elementary Area 0% 1,331 1,331 6,861 90 90 464 BG 1, Census Tract 2529.13 South Vacaville/Foxboro 100% 1,150 0 0 134 0 0 BG 2, Census Tract 2529.13 South Vacaville/Foxboro 75% 1,380 345 7,931 63 16 362 BG 3, Census Tract 2529.13 South Vacaville/Foxboro 95% 982 49 6,138 40 2 250 BG 4, Census Tract 2529.13 South Vacaville/Foxboro 40% 1,581 949 8,687 175 105 962 BG 1, Census Tract 2529.14 Cambridge Nut Tree 50% 3,734 1,867 4,952 290 145 385 BG 2, Census Tract 2529.14 Cambridge Nut Tree 95% 1,047 52 8,512 109 5 886 BG 3, Census Tract 2529.14 Cambridge Nut Tree 85% 933 140 6,019 100 15 645 BG 1, Census Tract 2529.15 Cypress Lakes Golf Course Area 0% 1,563 1,563 708 98 98 44 BG 2, Census Tract 2529.15 Cypress Lakes Golf Course Area 30% 2,349 1,644 704 149 104 45 BG 1, Census Tract 2530 California State Prison3 0% 0 0 0 0 0 0 BG 1, Census Tract 2531.01 W. Vacaville/Buck Drive to I-80 100% 845 0 0 13 0 0 BG 2, Census Tract 2531.01 W. Vacaville/Buck Drive to I-80 100% 505 0 0 93 0 0 BG 3, Census Tract 2531.01 W. Vacaville/Buck Drive to I-80 95% 1,060 53 7,020 194 10 1,285 BG 4, Census Tract 2531.01 W. Vacaville/Buck Drive to I-80 95% 713 36 7,667 53 3 570 BG 5, Census Tract 2531.01 W. Vacaville/Buck Drive to I-80 100% 1,061 0 0 114 0 0 BG 6, Census Tract 2531.01 W. Vacaville/Buck Drive to I-80 85% 1,316 197 885 247 37 166 BG 1, Census Tract 2531.05 Allison-Elmira 100% 957 0 0 113 0 0 BG 2, Census Tract 2531.05 Allison-Elmira 100% 1,916 0 0 32 0 0 BG 3, Census Tract 2531.05 Allison-Elmira 80% 1,702 340 7,121 133 27 556 BG 4, Census Tract 2531.05 Allison-Elmira 65% 748 262 7,874 75 26 789 BG 5, Census Tract 2531.05 Allison-Elmira 100% 537 0 0 13 0 0 BG 1, Census Tract 2531.06 Beelard Park West 95% 889 44 7,664 94 5 810 BG 2, Census Tract 2531.06 Beelard Park West 100% 848 0 0 46 0 0 BG 3, Census Tract 2531.06 Beelard Park West 85% 1,719 258 7,885 153 23 702 BG 1, Census Tract 2531.07 S. of I-80/Davis St to Peabody Rd 100% 945 0 0 141 0 0 BG 2, Census Tract 2531.07 S. of I-80/Davis St to Peabody Rd 95% 2,652 133 9,051 17 1 58 BG 3, Census Tract 2531.07 S. of I-80/Davis St to Peabody Rd 100% 1,715 0 0 472 0 0 BG 4, Census Tract 2531.07 S. of I-80/Davis St to Peabody Rd 100% 913 0 0 68 0 0 BG 1, Census Tract 2531.08 Lagoon Valley 90% 2,077 208 6,700 358 36 1,155 BG 2, Census Tract 2531.08 Lagoon Valley 75% 1,242 311 9,409 128 32 970 BG 3, Census Tract 2531.08 Lagoon Valley 85% 1,011 152 373 56 8 21 BG 1, Census Tract 2532.01 North Orchard Park 0% 1,297 1,297 1,663 220 220 282 BG 2, Census Tract 2532.01 North Orchard Park 0% 1,140 1,140 3,167 144 144 400 BG 3, Census Tract 2532.01 North Orchard Park 45% 1,182 650 4,728 263 145 1,052 BG 4, Census Tract 2532.01 North Orchard Park 15% 1,176 1,000 2,138 268 228 487 BG 1, Census Tract 2532.03 Vacaville High School Area 25% 1,256 942 5,709 103 77 468 BG 2, Census Tract 2532.03 Vacaville High School Area 25% 2,037 1,528 6,790 186 140 620 BG 3, Census Tract 2532.03 Vacaville High School Area 100% 908 0 0 110 0 0 BG 1, Census Tract 2532.04 English Hills 85% 1,348 202 906 219 33 147 BG 2, Census Tract 2532.04 English Hills 90% 819 82 5,424 33 3 219 BG 3, Census Tract 2532.04 English Hills 100% 1,426 0 0 118 0 0 BG 4, Census Tract 2532.04 English Hills 100% 1,411 0 0 144 0 0 BG 5, Census Tract 2532.04 English Hills 100% 1,630 0 0 0 0 0 BG 1, Census Tract 2532.05 Centennial Park Area 100% 1,165 0 0 55 0 0 BG 2, Census Tract 2532.05 Centennial Park Area 100% 551 0 0 68 0 0 BG 3, Census Tract 2532.05 Centennial Park Area 100% 1,775 0 0 89 0 0 BG 1, Census Tract 2532.06 Ridgeview Park Area 65% 1,476 517 3,140 149 52 317 BG 2, Census Tract 2532.06 Ridgeview Park Area 10% 1,558 1,402 1,731 121 109 134 Total all Block Groups 89,975 27,175 10,542 2,922 Proportion of Group NOT IN City Coach Service Area 30% 28% Proportion of Group IN City Coach Service Area 70% 72%
Subtotal: Eastern Area Unserved 7,043 5,375 6,676 434 539 Subtotal: Southern Area Unserved 6,475 6,072 1,100 454 82 Subtotal: Northwestern Area Unserved 8,088 6,556 4,235 953 616
Note 1: Population for this table is generated from the US Census Table B01001, Sex by Age, ACS 2015 5-Year Estimates. Total population by census tract for Individuals living below poverty level was slightly lower in the the B17021 file than the population shown in the B01001 file. Note 2: US Census Table B01001, Sex by Age, ACS 2015 5-Year Estimates. Note 3: Vacaville City Staff reported that the entire population of this census tract is considered the prison population. Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 7
TABLE 4: Vacaville Population Not Served by City Coach: Below Poverty, Youth, Zero-Vehicle
Bolded cells indicate top 10 census block groups with populations or densities of individuals or homes not served by City Coach in each category
Population Below Poverty1 Youth Population2 Zero-Vehicle Households3 Not in Not in Not in Transit Persons/sq. Transit Persons/sq. Transit HH/sq. mile Service mile Not in Service mile Not in Service Not in Transit Census Block Group (BG) Description Total Area Transit Area Total Area Transit Area Total Area Area BG 2, Census Tract 2529.04 Nut Tree Airport 100 35 10 366 128 36 0 0 0 BG 3, Census Tract 2529.04 Nut Tree Airport 84 21 11 28 7 4 0 00 BG 1, Census Tract 2529.08 Beelard Park East 77 42 507 261 144 1,717 0 00 BG 2, Census Tract 2529.08 Beelard Park East 164 0 0 168 0 0 23 0 0 BG 3, Census Tract 2529.08 Beelard Park East 0 0 0 90 9 849 7 1 66 BG 1, Census Tract 2529.09 Nelson Park 45 27 155 193 116 666 6 4 21 BG 2, Census Tract 2529.09 Nelson Park 66 33 35 186 93 98 7 4 4 BG 1, Census Tract 2529.10 Meadowlands Park Area 168 17 1,084 128 13 826 9 1 58 BG 2, Census Tract 2529.10 Meadowlands Park Area 70 11 493 112 17 789 33 5 232 BG 3, Census Tract 2529.10 Meadowlands Park Area 51 5 216 257 26 1,089 30 13 BG 4, Census Tract 2529.10 Meadowlands Park Area 101 101 944 249 249 2,327 00 0 BG 1, Census Tract 2529.11 Leisure Town 182 18 495 187 19 508 161 16 438 BG 2, Census Tract 2529.11 Leisure Town 114 23 168 0 0 0 13 3 19 BG 3, Census Tract 2529.11 Leisure Town 0 0 0 38 0 0 0 0 0 BG 4, Census Tract 2529.11 Leisure Town 72 0 0 0 0 0 222 0 0 BG 1, Census Tract 2529.12 Ulatis/Cooper Elementary Area 0 0 0 178 53 918 0 0 0 BG 2, Census Tract 2529.12 Ulatis/Cooper Elementary Area 61 37 335 46 28 253 10 6 55 BG 3, Census Tract 2529.12 Ulatis/Cooper Elementary Area 231 0 0 23 0 0 0 0 0 BG 4, Census Tract 2529.12 Ulatis/Cooper Elementary Area 82 82 304 187 187 693 0 0 0 BG 5, Census Tract 2529.12 Ulatis/Cooper Elementary Area 14 14 72 291 291 1,500 00 0 BG 1, Census Tract 2529.13 South Vacaville/Foxboro 205 0 0 347 0 0 18 0 0 BG 2, Census Tract 2529.13 South Vacaville/Foxboro 48 12 276 108 27 621 0 0 0 BG 3, Census Tract 2529.13 South Vacaville/Foxboro 0 0 0 105 5 656 0 0 0 BG 4, Census Tract 2529.13 South Vacaville/Foxboro 13 8 71 279 167 1,533 00 0 BG 1, Census Tract 2529.14 Cambridge Nut Tree 137 69 182 333 167 442 16 8 21 BG 2, Census Tract 2529.14 Cambridge Nut Tree 160 8 1,301 96 5 780 42 2 341 BG 3, Census Tract 2529.14 Cambridge Nut Tree 15 2 97 75 11 484 31 5 200 BG 1, Census Tract 2529.15 Cypress Lakes Golf Course Area 0 0 0 289 289 131 0 0 0 BG 2, Census Tract 2529.15 Cypress Lakes Golf Course Area 34 24 10 439 307 132 5 4 1 BG 1, Census Tract 2530 California State Prison4 00 0 7 7 5 0 00 BG 1, Census Tract 2531.01 W. Vacaville/Buck Drive to I-80 257 0 0 165 0 0 76 0 0 BG 2, Census Tract 2531.01 W. Vacaville/Buck Drive to I-80 168 0 0 55 0 0 21 0 0 BG 3, Census Tract 2531.01 W. Vacaville/Buck Drive to I-80 66 3 437 48 2 318 7 0 46 BG 4, Census Tract 2531.01 W. Vacaville/Buck Drive to I-80 37 2 398 89 4 957 80 86 BG 5, Census Tract 2531.01 W. Vacaville/Buck Drive to I-80 55 0 0 189 0 0 0 0 0 BG 6, Census Tract 2531.01 W. Vacaville/Buck Drive to I-80 178 27 120 143 21 96 17 3 11 BG 1, Census Tract 2531.05 Allison-Elmira 148 0 0 48 0 0 132 0 0 BG 2, Census Tract 2531.05 Allison-Elmira 455 0 0 160 0 0 166 0 0 BG 3, Census Tract 2531.05 Allison-Elmira 321 64 1,343 174 35 728 54 11 226 BG 4, Census Tract 2531.05 Allison-Elmira 430 151 4,526 122 43 1,284 42 15 442 BG 5, Census Tract 2531.05 Allison-Elmira 90 0 0 11 0 0 13 0 0 BG 1, Census Tract 2531.06 Beelard Park West 173 9 1,491 196 10 1,690 00 0 BG 2, Census Tract 2531.06 Beelard Park West 17 0 0 90 0 0 0 0 0 BG 3, Census Tract 2531.06 Beelard Park West 125 19 573 94 14 431 17 3 78 BG 1, Census Tract 2531.07 S. of I-80/Davis St to Peabody Rd 269 0 0 64 0 0 0 0 0 BG 2, Census Tract 2531.07 S. of I-80/Davis St to Peabody Rd 261 13 891 469 23 1,601 00 0 BG 3, Census Tract 2531.07 S. of I-80/Davis St to Peabody Rd 217 0 0 113 0 0 40 0 0 BG 4, Census Tract 2531.07 S. of I-80/Davis St to Peabody Rd 228 0 0 77 0 0 64 0 0 BG 1, Census Tract 2531.08 Lagoon Valley 185 19 597 101 10 326 56 6 181 BG 2, Census Tract 2531.08 Lagoon Valley 54 14 409 117 29 886 25 6 189 BG 3, Census Tract 2531.08 Lagoon Valley 48 7 18 110 17 41 43 6 16 c BG 1, Census Tract 2532.01 North Orchard Park 94 94 121 117 117 150 0 0 0 BG 2, Census Tract 2532.01 North Orchard Park 29 29 81 209 209 581 0 0 0 BG 3, Census Tract 2532.01 North Orchard Park 113 62 452 65 36 260 16 9 64 BG 4, Census Tract 2532.01 North Orchard Park 46 39 84 143 122 260 17 14 31 BG 1, Census Tract 2532.03 Vacaville High School Area 277 208 1,259 211 158 959 75 32 BG 2, Census Tract 2532.03 Vacaville High School Area 112 84 373 254 191 847 28 21 93 BG 3, Census Tract 2532.03 Vacaville High School Area 172 0 0 81 0 0 8 0 0 BG 1, Census Tract 2532.04 English Hills 233 35 157 92 14 62 30 5 20 BG 2, Census Tract 2532.04 English Hills 0 0 0 127 13 841 11 1 73 BG 3, Census Tract 2532.04 English Hills 45 0 0 201 0 0 13 0 0 BG 4, Census Tract 2532.04 English Hills 610 0 0 115 0 0 56 0 0 BG 5, Census Tract 2532.04 English Hills 575 0 0 209 0 0 85 0 0 BG 1, Census Tract 2532.05 Centennial Park Area 31 0 0 123 0 0 0 0 0 BG 2, Census Tract 2532.05 Centennial Park Area 16 0 0 0 0 0 6 0 0 BG 3, Census Tract 2532.05 Centennial Park Area 1,027 0 0 463 0 0 19 0 0 BG 1, Census Tract 2532.06 Ridgeview Park Area 6 2 13 156 55 332 0 0 0 BG 2, Census Tract 2532.06 Ridgeview Park Area 76 68 84 366 329 407 9 8 10 Total all Block Groups 9,538 1,535 10,633 3,816 1,692 170 Proportion of Group NOT IN City Coach Service Area 16% 36% 10% Proportion of Group IN City Coach Service Area 84% 64% 90%
Subtotal: Eastern Area Unserved 224 278 896 1,113 4 4 Subtotal: Southern Area Unserved 100 18 935 169 12 2 Subtotal: Northwestern Area Unserved 516 333 832 537 50 32 Note 1: US Census Table B17021, Poverty Status of Individuals in the Last 12 Months by Living Arrangement, ACS 2015 5-Year Estimates. Note 2: US Census Table B01001, Sex by Age, ACS 2015 5-Year Estimates Note 3: US Census Table B25044, Tenure by Vehicles Available, ACS 2015 5-Year Estimates Note 4: Vacaville City Staff reported that the entire population of this census tract is considered the prison population.
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Overall Population
The total population of Vacaville is 98,649, per the most recent Census data (2015), while the non‐incarcerated population is 91,892. Population density, as shown in Figure 2, is highest in census tract 2529.1 (Meadowlands Park) in the southeast portion of Vacaville, served by City Coach Routes 5 and 8. Other census tracts with relatively high population density include 2529.08 and 2531.06 (Beelard Park East and West) also served by Routes 5 and 8. Census tracts with moderate population density include 2529.14 (South Vacaville/Foxboro), 2531.07 (South of I‐80/Davis Street to Peabody Road), 2531.05 (Allison‐Elmira, north of Beelard); and 2532.03 (Vacaville High School area in the northwest part of Vacaville).
Areas with the lowest population densities include 2529.04 (Nut Tree Airport) in the northeast part of town and 2529.15 (Cypress Lakes Golf Course in the far southeast of town). Other tracts with slightly higher but still low densities include 2532.06 (Ridgeview Park area) and 2532.04 (English Hills), both on the north side of town, as well as 2529.11 (Leisure Town) just south of I‐ 80, on the east side of town.
It should also be noted that the Solano State Prison and adjacent California Medical Facility is located within the city limits of Vacaville. For purposes of this study, the institutionalized population at the prison was not considered part of the population, as these individuals are not able to use transit.
Youth
Youth (persons under 18 years of age) total approximately 10,600, or 11 percent of the total population. Areas with relatively high numbers of youth include 2529.08 (Beelard Park East) and 2529.1(Meadowlands Park), with 2529.13 (South Vacaville/Foxboro) having the highest concentration of youth per square mile. All of these census tracts are south of I‐80. Census tracts with the lowest concentration of youth per square mile include 2529.04 (Nut Tree Airport), 2530 (California State Prison) and 2531.08 (Lagoon Valley). Census tracts 2529.09 (Nelson Park) and 2529.11 (Leisure Town) also have relatively low concentrations of youth. Figure 3 illustrates the density of youth population in Vacaville.
Elderly
There are around 11,000 elderly persons age 64 and over in Vacaville (which constitute 12 percent of the population). Over half of the population in census tract 2529.11 (Leisure Town), consists of elderly persons (53 percent). This census tract also has the highest concentration of elderly persons in Vacaville with 1,585 per square mile. Concentration of elderly people is relatively evenly distributed throughout the rest of Vacaville. Census tracts with the lowest concentration of elderly include 2529.04 (Nut Tree Airport) and 2529.15 (Cypress Lakes Golf Course). The density of elderly population throughout Vacaville is shown in Figure 4.
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Figure 3 10.5 0 1 Miles Youth Population Density Figure 3 I in the Vacaville Area
Youth Population Per Square Mile 5 - 200 201 - 400 401 - 600 601 - 900 901 - 1258 City Limits Existing Fixed Route Transit Service Area Midway Rd. 253206 Census Tract Numbers ¨¦§505
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Figure 4 10.5 0 1 Miles Elderly Population Density Figure 4 I in the City of Vacaville
Elderly Population Per Square Mile 30 - 150 people 151 - 350 people 351 - 550 people 551 - 850 people 851 - 1585 people City Limits
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People with a Disability
Persons who indicate they have a self‐care limitation total 4,562, or 5 percent of the county’s population. As indicated in Figure 5, census tract 2529.1 (Meadowlands Park) has the highest concentration of individuals with self‐care limitations, with census tract 2531.05 (Allison‐Elmira) having the next highest.
Low Income
There are 9,617 persons living in households below the federal poverty level (10 percent of Vacaville’s population). As shown in Figure 6, the census tracts with the highest concentration of people below the poverty level are 2531.05 (Allison‐Elmira) and 2532.05 (Centennial Park). In these census tracts people living below the poverty level make up 25 percent and 31 percent of the total population, respectively.
Zero‐Vehicle Households
There are 1,692 households without vehicles in Vacaville, or 2 percent of the total. The concentration of zero‐car households by census tract is shown in Figure 7. The census tract with the highest concentration of zero‐car households is 2531.05 (Allison‐Elmira). The next highest is 2529.11 (Leisure Town).
Transit‐Dependent Populations Not Well‐Served by Transit
As is shown in Tables 3 and 4, there are some neighborhoods with characteristics that would make them relatively transit‐dependent that are not well‐served by the existing fixed routes. Key transit‐dependent populations, including the elderly, those living below poverty level, youth, and zero‐vehicle households were analyzed at the block group level (data for individuals with a self‐care limitation were not available at the block‐group level). A one‐quarter mile buffer from the transit lines was overlaid on the census block groups, and the percent of homes within that buffer was estimated. In block groups with a very curvilinear development pattern, or in areas where direct access to transit appeared to be blocked by an irrigation canal, fence, or major highway, the estimate of homes within a quarter‐mile distance was reduced accordingly.
Based on this analysis, existing City Coach routes can be considered to serve (e.g., are within a convenient walk distance) 70 percent of the overall population of Vacaville. It is common outside of the larger cities to not provide fixed route service in areas of high auto ownership and/or relatively high incomes. As examples, less than half of homes in both Folsom and Rocklin are currently within a quarter‐mile walk of a fixed route operating throughout the day. These areas not currently served, however, do provide a potential for generating additional ridership.
The percentage of elderly and youth who are within a convenient walking distance of the transit lines was similar to that of the overall population, 72 and 64 percent respectively, which
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Figure 5 10.5 0 1 Miles Density of Population with a Disability Figure 5 I in the Vacaville Area
Disabled Persons Per Square Mile 0 - 15 16 - 150 151 - 275 276 - 500 501 - 631 placeply Existing Fixed Route Transit Area Midway Rd. Census Tract 253206 505 Numbers ¨¦§
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Figure 6 10.5 0 1 Miles Density of Population Living Below the Figure 6 I Poverty Level in the Vacaville Area
Persons Living Below the Poverty Level Per Square Mile 0 - 10 11 - 35 36 - 80
81 - 200 Midway Rd. 201 - 445 ¨¦§505 Exisiting Fixed Route Transit Service Area 252904 City Limits Monte V
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Figure 7 10.5 0 1 Miles Zero-Vehicle Household Density Figure 7 I in the Vacaville Area
Zero Vehicle Households Per Square Mile 0 - 10 11 - 30 31 - 65 66 - 120 Midway Rd. 121 - 425 505 Route Area ¨¦§ City Limits 252904 253206 Census Tract Numbers Monte V
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indicates that the distribution patterns of elderly and youth do not differ significantly from that of the overall population. However, the existing transit routes serve a higher proportion of zero‐vehicle households and people living below poverty level, with 90 percent of zero‐vehicle households within a convenient walk distance along with 84 percent of people living below the poverty level. Note that as data is not available regarding exactly where within a block group different populations are actually located it is assumed that populations of different groups are evenly distributed throughout the block group.
Areas where there are high numbers of individuals potentially not served may be good candidates for potential modifications to the transit routes to serve these areas. Grouping the block groups not served indicates that they comprise the following larger areas:
Eastern Vacaville (Census Tract 2529.09 BG1, Census Tract 2529.10 BG4, Census Tract 2529.12 BG 1, 4 and 5): The area stretches between Stonegate Drive on the north and Alamo Drive on the south, between the Route 8 service area on the west and the city limits (largely aligned with Leisure Town Road) on the east. Portions of this area are more than 1.25 miles from the nearest City Coach bus stop. As shown in the bottom portions of Tables 3 and 4, a total of 5,375 residents are more than a quarter‐mile from a bus route, at a relatively high density. Of this total population, 896 are youth (8 percent of the citywide youth population, and almost a quarter of those youths not currently served), 434 are elderly (4 percent of the citywide population) and 224 are below the poverty line. This unserved area also includes a light industrial/commercial zone along Elmira Road west of Leisure Town Road.
Southern Vacaville (Census Tract 2529.12 BG 3 and 4, Census Tract 2529.15 BG 1 and 2): This is the area bounded by the city limits to the east and south, Peabody Road to the west and Alamo Drive or the southern edge of the Route 8 service area to the north. It is the home of 6,072 Vacaville residents not currently served by City Coach (7 percent of the citywide population). Youth comprise 935 of these residents (9 percent of the citywide youth population), while elderly resident’s total 454 (4 percent of citywide elderly population). The figures for both persons living below the poverty line (100) and households without vehicles (12) indicate a relatively low potential for transit ridership.
Northwestern Vacaville (Census Tract 2532.01 and Census Tract 2532.03, All Block Groups): This is the most extensive area of Vacaville without fixed route transit service, comprising the area roughly north of Deodora Street and west of Vine Street. This area encompasses 6,556 Vacaville residents (or 7 percent of the population), including 832 youths (8 percent of the citywide youth population) and 953 elderly (9 percent of the citywide elderly population). It also includes 516 residents living below the poverty level and 50 households without a vehicle.
The remaining residential areas of Vacaville that are not within a convenient walk of a transit route are relatively small and scattered across the city.
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Projections of Population by Age
Table 5 and Figure 8 illustrate population projections by age group for Solano County between the years of 2010 and 2030, as estimated by the California Department of Demographic research2. This data provides insight into the future population trends of transit‐dependent youth and elderly groups.
As shown in Table 5, the elderly population is expected to significantly increase by the years 2020 and 2030. From 2010 to 2030, the population of young retirees (ages 60 through 74) is expected to rise by 69 percent, or 34,560 people, and the population of mature retirees (ages 75 through 84) is expected to rise by 178 percent, to just over 26,500 people. During this period, the population of seniors (ages 85 or more) is projected to grow by 169 percent, almost 21,000 people. These substantial growth rates suggest an increased need for public transit options in the coming decades. Table 5 also indicates that the Working Ages (ages 25‐59) population will actually decrease in the decade from 2010 to 2020, but by 2030 will have increased by 7 percent, approximately 11,370 people more than in 2010. College‐aged individuals, aged 20‐24, will also increase between 2010 and 2030, by 29 percent, or 8,133 people. The number of school age children (age 5 to 19) will remain relatively stable, growing only by 6 percent over the 20 years.
MAJOR ACTIVITY PATTERNS
Existing Land Use
The focus of this discussion is to consider the location of transit‐supportive residential areas and other transit generators such as social service program sites and commercial centers.
Vacaville as a whole has a fairly low‐density residential pattern, as illustrated in Figure 9. Vacaville’s General Plan, approved in August of 2015, shows 33,260 existing residential units. Most residential areas are in the “Residential Low Density” category, which means that allowable housing density is between 3.1 and 5.0 units per acre. Generally, transit‐supportive land‐use densities are around 15 units per acre. Vacaville has two land‐use categories that are close to or surpass this target density, “Residential Medium Density,” (18.1 – 14 units per acre) and “Residential High Density,” (20.1 – 24 units per acre). There is also a “Mixed‐Use Commercial” category which allows between 10 and 40 units per acre of residential development.
Areas designated medium‐ and high‐density housing and mixed‐use in the General Plan are found in several locations:
Just to the west of downtown, in the quadrant between West Monte Vista Avenue and Buck Avenue running east‐west, and Court Way (close to Orchard Avenue) and Eldridge Avenue, running north‐south. This area is directly adjacent to City Coach’s Route 2.
2 Unfortunately, this data is not available specific to the City of Vacaville. Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 17
TABLE 5: Population Projections by Age Groups for Solano County
Preschool School College Working Young Mature Age Age Age Age Retirees Retirees Seniors Total (0-4 (5-19 (20-24 (25-59 (60-74 (75-84 (85 or Year (All ages) years) years) years) years) years) years) more)
2010 412,573 26,650 86,080 28,263 200,666 49,903 14,935 12,386 2020 455,795 26,296 88,512 33,848 198,214 76,579 23,378 18,412 2030 509,230 28,151 91,431 36,396 212,034 84,463 41,491 33,318
2010-20 Change # 43,222 -354 2,432 5,585 -2,452 26,676 8,443 6,026 % 10% -1% 3% 20% -1% 53% 57% 49% 2010-30 Change # 96,657 1,501 5,351 8,133 11,368 34,560 26,556 20,932 % 23% 6% 6% 29% 6% 69% 178% 169% Source: California Department of Finance Demographic Research Unit
Figure 8: Population Projections by Age Group for Solano County 250,000
200,000
150,000
100,000
50,000
0 Preschool Age School Age College Age Working Age Young Retirees Mature Retirees Seniors (0‐4 years) (5‐19 years) (20‐24 years) (25‐59 years) (60‐74 years) (75‐84 years) (85 or more)
2010 2020 2030
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Figure 9 Vacaville Residential Densities Residential Vacaville
Source: City of Vacaville General Plan, 2015 Plan, ofVacaville City General Source:
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Within the boundaries of downtown and directly to the west of the downtown boundary, along West Monte Vista Avenue, and within walking distance of Route 2.
Along Alamo Drive, between Buck Avenue and Merchant Street. Route 2 runs along Alamo Drive.
Just outside the northeast corner of downtown, in the triangle formed by Brown Street, Markham Avenue and Novato Drive. There is also some high‐density housing just to the east of and adjacent to Brown Street. This area is served by Route 6.
Further north along Browns Valley Road, in the area bounded by Wrentham Drive and Tipperary Drive to the south and by Vaca Valley Parkway to the north. This area is served by Route 2.
Northeast of Vaca Valley Parkway, between I‐505 and I‐80. One developed high‐density residential neighborhood is close to Route 4, but most houses are more than a quarter‐ mile from the route. Much of the housing component of the North Village Development has recently been completed in this area, which is designated Residential Low, Low Medium, Medium, and High Density. Most of this area is fully outside the quarter‐mile walk distance to Route 4.
In the triangle formed by I‐80 to the north, Elmira Road to the south, and Nut Tree Road to the east. The Transportation Center is located in this area, and all of the routes pass through it.
At the east end of Leisure Town. This area is served by Route 1.
South of I‐80, in the corridor between Elmira Road to the north and Foxboro Parkway to the south, and Peabody Road to the west and Nut Tree Road to the east. This area is served fairly well by Routes 8 and 5, however there are some houses in the center of these neighborhoods that are as much as a half‐mile from these routes. Also, an irrigation ditch and several large parks in this area make access to the transit routes circuitous for some households.
The Southtown Development, also south of I‐80, is designated Residential Medium Density and lies between Nut Tree Road to the west, Vanden Road to the east, Opal Way to the south and Wimbledon Drive to the north. This area is not well‐served by transit. While some houses along the edge of this neighborhood are within one‐quarter mile of Route 8, most houses are a half‐mile or further from the route. A few parcels in this area have not yet been developed. Just to the east of this neighborhood, between Vanden Road, between Vanden and Leisure Town Road, there is an area designated as Residential Medium Density and Residential High Density. This area has also not yet been developed.
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Other undeveloped areas east of Leisure Town Road are also designated as Residential High Density or Residential Medium Density.
Planned Projects
The City of Vacaville has eight major projects that are in various stages of development. The City’s website describes what was approved for each project. Overall, these projects will add or have added approximately 7,000 new residential units. The build‐out plans for each of these projects include the following:
Nut Tree ‐ The Nut Tree is an eight phase, 70‐acre master‐planned development just north of the intersection of I‐80 and Browns Valley Road, south of the airport. Phases 1‐ 6 are complete, and included over 437,000 square feet of retail and office space developed on 42 acres. The final two phases include 216 apartment units on 12 acres (an approximate density of 18 units per acre), and just over 175,000 square feet of light warehousing and manufacturing on 10.7 acres. Both final phases are scheduled for completion in 2018. City Coach’s Route 6 goes right through the Nut Tree development area, on East Monte Vista Avenue.
Rice‐McMurtry Development ‐ There are several planned and approved development projects in the Rice‐McMurtry Development Area in the northern part of the city, north of the intersection of Vaca Valley Parkway and Browns Valley Road, about a half‐mile to a mile north of the nearest access to City Coach’s Route 2. This area is currently zoned Residential Estate (0.5 – 3 units per acre). 309 single‐family homes are planned for or are in development in this area.
North Village – the second phase of this project was recently completed. The project encompasses 2,499 residential units in low, low medium, medium, and high‐density land use classifications, a business park, commercial park, open space, and a community college and elementary school. As noted in the Existing Land Use section, the project is located directly north of Vaca Valley Parkway between I‐505 and Leisure Town Road. While some high‐density and medium‐density housing in this development is within the quarter‐mile walk distance to Route 4, most of it is beyond walking distance to the transit service.
Lower Lagoon Valley ‐ The Lower Lagoon Valley project is a planned mixed‐use development on approximately 868 acres, far to the southwest of the developed area of Vacaville. The development will include 1,025 residential units on 323 acres (just over 3 units per acre), 60 acres of business retail uses including a 10‐acre mixed‐use Town Center, a fire station, and over 450 acres of open space, recreation and mitigation lands, including an 18‐hole golf course. City staff relates that to‐date no part of this development has been built, and likely will not be built in the near‐term.
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The closest existing City Coach transit route for this area would be Route 5, with the nearest point being over 1.5 miles away from the Lower Lagoon Valley site.
Southtown – While nearly all of this development area between Nut Tree Road, Vanden Road, Opal Way and Wimbledon Drive is built out, several parcels remain undeveloped. Three phases, called Ashton 1, 2, and 3, will consist of 43 medium‐density homes on three remaining parcels. Adjacent to this area, east of Vanden Road, three other projects are planned or are in construction:
o Southtown 1A comprises 141 low‐density single‐family homes, and is nearly complete. o The Moody project is also nearly complete, consisting of 216 low‐medium density homes. o A project called Southtown 3 consists of 242 medium‐ and low‐density homes approved for a section of land east of Cogburn Circle, although these are not likely to be built in the near‐term.
Vanden Meadows ‐ Vanden Meadows is an approximately 260‐acre area bounded by Nut Tree Road on the west, the Southtown Project to the north, the railroad property to the east and the Vacaville/Fairfield buffer to the south. The properties are currently vacant and are in various phases of entitlement. The Vanden Meadows Specific Plan calls for a middle and elementary school, a new neighborhood park, and 779 medium‐ and mostly low‐density housing units. The closest transit route is Route 8, about a half‐ mile to a mile and a half from either edge of the development, as the crow flies.
Brighton Landing – Further to the east and slightly north of Southtown are the Brighton Landing and Roberts Ranch Developments. The Brighton Landing Project is approximately 217 acres in size and is bounded by Leisure Town Road on the west, Elmira Road to the north, the PG&E transmission line to the east and the Batch Property to the south. The project will include a new Catholic high school, a public elementary school, a new neighborhood park, 6.3 acres of general commercial development and up to 780 single‐family residential units (approximately 3.5 homes per acre). The closest transit route is Route 8, approximately a mile away from the center of the development area. Brighton Landing is currently under construction and is approximately half built‐ out.
Roberts Ranch – Roberts Ranch is located outside of current city limits and is bounded by Leisure Town Road on the west, Alamo Drive extension and Fry Road on the South, the Union Pacific Railroad right‐of‐way on the east, and the approved Brighton Landing project in the City of Vacaville to the north. The project will include approximately 785 single‐family residences with an average density of 3.2 housing units per acre. Twenty‐ five acres of open‐space and trails are planned, as well a site for a school. The center of the project is about eight‐tenths of a mile from the closest point on City Coach’s Route 8. Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 22
The project has not yet been started, but will likely go to construction by 2018. Additionally, in August of 2017 the Vacaville City Council will consider a proposal to change the zoning for the Green Tree Golf Course from Private Recreation and Commercial Highway to classifications that could include Residential Low Density, Residential Low Medium, Residential Medium High Density, Residential High Density, Mixed Use, Commercial Neighborhood, Public/Institutional, Schools and Public Parks. The Green Tree Golf Course is located along the southeast edge of the Leisure Town Development, just east of Yellowstone Drive, which is served by Route 1.
Major Employers and Activity Centers
The City of Vacaville’s 2016 Comprehensive Annual Financial Report lists eleven companies that employ 350 or more employees within the City of Vacaville. These companies, listed in Table 6, are distributed throughout Vacaville, with the largest concentration of employees in the northeast quadrant of the city, where Kaiser Permanente, Genentech, Simpson‐Duravent, and State Compensation Insurance Fund are located, with employment levels totaling around 3,400 amongst them. The California State Prison, located in the far southwest quadrant of Vacaville, also employs around 3,400 people. See Figure 10 for a map of these employment centers.
TABLE 6: Principal Employers in Vacaville Percent of Total Employer Address Industry # Employees Employment
California Department of Corrections 2100 Peabody Road Government 3,438 7.8%
Kaiser Permanente 1 Quality Drive Health Care 1500 3.4%
Vacaville Unified School District Multiple Locations Public Schools 1,380 3.1%
Pharmaceutical Products Genentech Inc 1000 New Horizons Way 1,004 2.3% Wholesale
City of Vacaville 650 Merchant St Government 794 1.8%
State Compensation Insurance 1010 Vaquero Cir #1171 Insurance 509 1.2% Company 1501 Helen Power Dr., plus Walmart Retail, Grocery 441 1.0% two other locations
Northbay Vacavalley Hospital 1000 Nut Tree Rd Hospitals 437 1.0%
Pharmaceutical Products ALZA Corporation 700 Eubanks Drive 383 0.9% Wholesale
Travis Credit Union Multiple Locations Banking 383 0.9%
Simpson Duravent 877 Cotting Ct Building Materials- Wholesale 375 0.9%
Source: Ci ty of Vacaville Comprehensive Annual Financial Report, Fiscal Year Ended June 30, 2016
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I Figure 10 Major Activity Centers and Proximity to Transit
Industrial Park City Limits Business Park 1/4 mile Buffer To City Coach Retail Center Routes Interchange Industrial Park
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n h S Aldridge Rd Crocker Dr S te Mcmurtry Ln
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n Dr Dr w c oo n Cobblestone Dr d S e Hawkins Rd t Glenbrook Center g Alamo Dr J e Buck Ave a Vacaville High R West St Main St Cooper Elementary Wykoff Dr
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Alamo RegencySummerfield Park Dr Plaza/ t a S a Basic Site Commercial Center Elementary t Marris IndustrialU n North Bay a nio y V n a h 80 W
a Park rc Elmira Rd Elmira Rd 2 ¨¦§ Vaca Village c e La Plaza a Pl M ard P h Ric T NutTree Rd e
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M S R t n Eugene Padan e Rutherford Dr le a d G Sierra Vista K-8 Elementary uthwo o y So od Dr w rr e la h Alamo/Peabody r C k Ferry Rd
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n o Fo s x H Lyon Rd l ound e Rd N
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ParadiseValley Rd
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Major activity centers in Vacaville are for the most part located along the I‐80 and I‐505 corridors. Figure 10 also shows industrial parks, business parks, and retail centers. Two industrial parks (Interchange and Golden Hills) lie just west of I‐505 and north of I‐80, and are not well‐served by transit. ALZA Corporation and Simpson‐Duravent, with approximately 375 employees each, are located in these parks.
In the area between I‐505 and I‐80 is Vaca Valley Business Park, home to Kaiser Permanente (1,500 employees), Genentech (1,000 employees) and the State Compensation Insurance Fund (500 employees). Two major centers of shopping activity include the Nut Tree Village/Vacaville Outlets areas, on both sides of I‐80 just west of the 505/80 interchange, and the Costco/Winco area, slightly further to the west along I‐80. Besides these four areas, there are smaller commercial and industrial/business parks scattered throughout the city. Note that the Marris Industrial Park is not served by the existing transit routes.
Employment Forecasts
California’s Employment Development Department (EDD) has forecasted industry and occupational employment in Solano County, though employment forecasts specific to Vacaville are not available. The EDD forecasts that industry employment in Solano County will increase approximately 20 percent between 2014 and 2024. It is difficult to apply this employment ratio to Vacaville, as between 2014 and 2016 alone Vacaville’s employment increased by 37 percent, according to the City’s website. If Vacaville’s employment were to grow at approximately the same rate that housing is increasing, approximately 14 percent over the next ten years,3 Vacaville could expect employment to increase by about 6,000 new jobs.
Social Service Agencies
Vacaville offers a variety of social services, most of which are located near the downtown and on existing transit routes. There are no current plans for changes of locations or other major changes that would impact transit ridership. Key social service locations include:
Vacaville Police Department First Office is located on Merchant Street at the north end of Vacaville City Hall and provides a family resource center, assistance dealing with domestic violence and assault, and a parent project for improving relationships between parents and strong‐willed children. The facility is located along City Coach’s Route 5.
Family Health Services is on 1119 East Monte Vista Avenue, and offers a primary medical and dental care clinic for infants, children, adults, and seniors, particularly those that are uninsured, low‐income, and medically underserved. The center is accessible by Route 6.
The McBride Senior Center provides senior support and advocacy, and is located at 91 Town Square, Vacaville, accessible by Route 2, Route 5, Route 6, and Route 8.
3 This does not include the North Village development, which is already mostly built‐out. Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 25
Opportunity House, located on 712 Catherine Street, provides a variety of housing and shelter services to individuals and families in need, and is also accessible by Route 2, Route 5, Route 6, and Route 8.
The Vacaville office of the Solano County Health and Social Services Department is located at 1119 East Monte Vista Ave. This department oversees assistance in the areas of behavioral health, child welfare, employment, medical/health insurance coverage, older and disabled adult services, public health and substance abuse. The office is located within walking distance of Route 2 and Route 6.
The Vacaville Veterans Memorial Building on 549 Merchant Street is home to four non‐ profit Veterans organizations and three auxiliaries. They provide support and camaraderie to Veterans as well as helping to promote programs that benefit the local community. The Veterans Memorial Building is located along Route 2.
Vacaville Unified School District
Vacaville Unified School District serves nearly 12,400 students at 18 schools. Starting in fall 2007, the school district was obliged to reduce funding for school buses, and students began to use City Coach for their transportation needs. Currently, Vacaville Unified transports only about 250 students—those that have an Individualized Education Plan (IEP), or for those who are located more than two miles away from their school due to overcrowding. Nearly all Vacaville Unified schools are served by at least one City Coach Route, and often more than one. Three schools in the northwestern part of town are not well‐served by transit. Hemlock Elementary and Orchard Elementary are well beyond a convenient walk distance from the nearest bus route (Route 2). Willis Jepson Middle School, slightly over a third of a mile from Route 2, is just beyond the convenient quarter‐mile walk distance.
School officials report that while some elementary school students use the bus to get to school, most students taking the bus are middle‐ and high‐schoolers. From some neighborhoods, such as Browns Valley, bus travel times to a middle or high school can exceed one hour, as students must transfer between bus routes to complete their trip.
Beginning in the fall of 2018, the school start times may shift. High schools would start 50 minutes later than the current start times, Middle Schools around one hour later, and elementary schools would start 15 minutes earlier. The Board of Education will make the decision as to whether to change school schedules at their September 2017 meeting.
COMMUTE PATTERNS
Commute Mode
Table 7 presents the commute travel characteristics for the cities and places within Vacaville, drawn from the American Community Survey (ACS).
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As shown, the majority of employees in each place commute to work by driving alone, resulting in 83 percent of all Vacaville city commuters driving to work alone. Overall, 0.8 percent of Vacaville residents commute by transit.
The areas with the largest percentage of employees who carpool to work are 2531.01, West Vacaville, Buck Drive to I‐80; 2532.04, English Hills; and 2532.05, Centennial Park (ranging from 14 to 17 percent of employees). Relatively small proportions of Vacaville area commuters use public transit to get to work. As shown in Table 7, the census tracts 2529.1, Meadowlands Park; 2529.14, Cambridge Nut Tree; 2531.05, Allison‐Elmira; and 2532.06, Ridgeview Park have the largest proportion of workers who use public transit, 1.5 to 1.7 percent. Areas with a relatively high number of workers who walk to work are in 2532.05, Centennial Park (4.5 percent); 2531.01, West Vacaville, Buck Drive to I‐80 (4 percent) and 2529.12, Ulatis/Cooper Elementary (3.4 percent).
County‐to‐County Commute Patterns
Table 8 illustrates the number of commuters into and out of Vacaville, drawn from the US Census 2014 Longitudinal Employer Household Dynamics (LEHD). This data is “synthesized” from employment location information collected by the Bureau of Labor Statistics, as well as residential location information from Internal Revenue Service, Social Security and other federal and state sources. There are several limitations in the data, such as when employers group employees that report to multiple sites into a single site. In addition, not all employees in the dataset commute on all workdays (and thus the LEHD data tends to over‐report longer commutes that happen less frequently in comparison with average daily commute flow). Nevertheless, the LEHD data provides the best available information on general commute patterns.
As shown, the city attracting the most Vacaville residents after Vacaville itself is Fairfield (13.8 percent).
Other common commute destinations for Vacaville residents include Sacramento (6.1 percent), San Francisco (3.7 percent) and Vallejo (2.9 percent). As also shown in Table 8, 9.5 percent of Vacaville workers commute from Fairfield. Other cities that generate a relatively large number of commuters to Vacaville include Sacramento (3.1 percent), Suisun (2.7 percent) and San Francisco (2.6 percent).
Totaling the commute figures for these locations generating significant commuting indicates that the preponderance of Vacaville residents that do not work in Vacaville commute largely to the west (27.7 percent of the total) versus those commuting to the east (7.9 percent). The balance of persons commuting to Vacaville to work is closer, with 17.1 percent commuting from cities to the west and 10.0 percent commuting from cities to the east.
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1 1.6% 3.8% 3.2% 3.2% 7.5% 3.2% 3.3% 2.1% 2.9% 4.8% 1.8% 3.0% 2.4% 1.6% 3.9% 2.0% 3.0% 3.3% 2.8% 24 73 49 62 92 56 47 57 37 98 34 21 32 85 79 82 163 110 119 Worked at Home at Worked 1 3.6% 1.7% 1.6% 2.6% 1.3% 1.1% 2.9% 1.9% 2.2% 1.8% 0.4% 2.2% 1.8% 1.1% 1.4% 1,320 3.2% Other 69 26 35 73 29 26 59 61 32 23 11 61 43 31 593 1 1.8% 4.0% 0.6% 1.7%1.3% 91.7% 1.9% 0.5% 4.5% 0.4% 0.9%3.4% 0 0.0% 1.2% Walked 27 88 16 34 30 36 63 64 12 14 96 480 1 0.8% 1.1% 1.5% 1.2% 0.7% 1.7% 0 0.0% 1.5% 0.7% 0.9%1.5% 01.3% 0 0.0% 0 0.0% 0.0% 5 0.3% 0.8% 12 25 42 23 24 22 45 20 21 45 26 322 Public Transit Public 1 9.3%9.8% 9 0.5% 0 0.0% 9.2%9.3% 0 0.0% 05.3% 0.0% 8.1% 8.3%8.3% 09.1% 9.3% 0.0% 8.4% 12.1% 0 0.0% 0 0.0% 015.8% 0.0% 11.4% 12.1% 010.9% 0.0%10.5% 814.1% 0 017.4% 0.4% 0.0% 0.0% 0 0 0.0% 0.0% 69 Carpooled 186 177 150 344 325 205 204 182 248 217 456 249 245 132 236 217 273 166 1 #%#%#%#%#%#% DroveAlone 1 Total Total 1,540 1,330 86.4% 1,9061,525 1,578 82.8% 1,261 82.7% 2,8591,692 2,311 80.8% 1,4311,964 84.6% 2,277 1,6592,066 84.5% 1,8553,241 81.5% 1,7171,434 83.1% 2,5391,293 78.3% 1,055 73.6% 1,158 89.6% 3,028 2,596 85.7% 1,5972,830 1,4192,382 88.9% 2,3322,927 82.4% 2,0221,966 84.9% 2,496 85.3% 1,707 86.8% 40,922 33,926 82.9% 4,281 10.5% Workforce Total Census Tract Description # 2529.1Park Meadowlands 2529.04Airport Tree Nut 2529.08East Park Beelard 2529.09Park Nelson 2531.01I-80 to Drive Buck Vacaville, West 2531.05 Allison-Elmira 2531.06West 2,180Park Beelard 2531.07Rd Peabody to St Davis I-80, of S. 2531.08 1,525Valley Lagoon 2532.01 70.0% Park 2,215Orchard North 2532.03Area School High Vacaville 2532.04 1,935Hills English 2532.05 87.4% Park Centennial 2532.06Park Ridgeview 2529.11Town Leisure 2529.12Elementary Ulatis/Cooper 2529.13Foxboro Vacaville, South 2529.14Tree Nut Cambridge 2529.15Course Golf Lakes Cypress TABLE 7: Vacaville Resident Commute Travel Characteristics Travel Commute 7: Resident TABLE Vacaville Source: US Census Table B08301, 2015 ACS Estimates5 2015 Year B08301, Source: US Census Table
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TABLE 8: Commute Patterns Into and Out of Vacaville Vacaville Resident Work Location Vacaville Worker Residence Location Commuting To Count Share Commuting From Count Share Vacaville , CA 7,972 21.8% Vacaville , CA 7,972 27.8% Fairfield , CA 5,029 13.8% Fairfield , CA 2,739 9.5% Sacramento , CA 2,214 6.1% Sacramento , CA 895 3.1% San Francisco , CA 1,367 3.7% San Francisco , CA 795 2.8% Vallejo , CA 1,074 2.9% Suisun City , CA 755 2.6% Oakland , CA 747 2.0% Dixon , CA 695 2.4% Napa , CA 729 2.0% Vallejo , CA 613 2.1% Davis , CA 658 1.8% Davis , CA 439 1.5% Benicia , CA 634 1.7% Woodland , CA 438 1.5% Concord , CA 535 1.5% Elk Grove , CA 396 1.4% All Other Locations 15,569 42.6% All Other Locations 12,988 45.2% Total: 36,528 100.0% Total: 28,725 100.0% Subtotal: West 10,115 27.7% Subtotal: West 4,902 17.1% Subtotal: East 2,872 7.9% Subtotal: East 2,863 10.0% Source: Longitudinal Employer-Household Dynamics from the 2014 US Census Bureau PLANNING PROCESSES IN OTHER JURISDICTIONS
The most significant project planned in the vicinity of Vacaville but outside of Vacaville’s development area is the Fairfield Train Station Specific Plan.
This transit-oriented development project, centered on a new Capitol Corridor Train Station currently under construction at the intersection of Peabody Road and Vanden Road in Fairfield, will encompass 2,972 acres and include open space, residential development, and commercial and industrial uses. The completed project is envisioned to incorporate traditional neighborhood design concepts, with a town center district and train station supported by higher density housing. Key elements of the project include:
6,800 dwelling units of a variety of housing types on 504 residential acres, with an average density of 13.5 units per acre A minimum of 3,000 dwelling units within a half-mile of the train station 47 acres of commercial and mixed-use 286 acres of industrial uses Elementary school and library 156 acres of park land 869 acres of conserved open space
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With the opening of the Fairfield-Vacaville Intermodal Train Station, Solano Transit Authority is planning to subsidize Transportation Network Companies (TNCs, such as Uber or Lyft) to provide connections between the station and major employers in Vacaville.
CONCLUSIONS
The key conclusions of this market analysis are as follows:
With a land-use pattern not typically considered conducive to transit, the City of Vacaville has managed to provide broad coverage to over 2/3 of its population, and over 84 percent of low-income and 90 percent of zero-vehicle households.
Population growth will generate a modest increase in overall potential transit market over coming years. However, the aging of the Baby Boom generation into the age categories more likely to use transit services will increase the need for transit services designed to accommodate limited mobility.
There are substantial areas of the City that are not currently served by the fixed-route system. In particular, the northwestern and southeastern portions of the City have substantial populations that could generate increases in ridership, if a cost-effective means of providing service were identified. There are also smaller pockets of unserved areas that should be considered in the evaluation of service alternatives.
Three industrial parks (Marris, Golden Hills, and Interchange) are not well-served by transit. Golden Hills and Interchange together house over 700 employees that could serve as a base of additional ridership.
The commute patterns of Vacaville residents and workers as well as the geographic and demographic characteristics of the community, however, indicate that employment trips are a relatively small market for the City Coach system. Most Vacaville residents work outside of the community, while most persons working in Vacaville commute from elsewhere. The relatively high average income levels of Vacaville residents and the fact that employment is dispersed around the community also both limit the potential for work trips on the City Coach system.
School-age children (particularly middle and high school students) are already an important existing element of City Coach ridership, but there is additional potential for ridership. The fact that almost a quarter (23 percent) of Vacaville school-aged children live in areas not served by the existing routes indicates that there may be a potential for limited-service routes to serve new neighborhoods. In addition, a careful analysis is warranted of how transit schedules may need to change to continue to support the student population.
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Development of new residential and employment/commercial centers (particularly on the northeastern and southeastern sides of Vacaville) will generate new ridership potential.
Social service program sites in Vacaville are currently well-served by the City Coach fixed routes. As there are no plans for significant changes in program locations, there is little need to consider adjustment of the route system to serve social service sites, and any new routing should ensure that the existing service sites continue to be served.
While the opening of the Fairfield Intermodal Transit Station south of Vacaville will change some travel patterns, the fact that the FAST system is planning to provide service between this station and Vacaville indicates that there is little need to adjust City Coach services to serve this new market.
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Chapter 3 Review of Existing Services
This chapter presents a summary of existing transit services, a revieew of overall ridership patterns and trends, as well as the bus fleet and bus stop improvements.
Existing Vacaville Transit Routes
Vacaville’s City Coach Transit System consists of six fixed routes that operate Monday through Saturday, a paratransit service (also known as “Special Services” or Dial‐A‐Ride), and taxi scrip program. On weekdays, the system operates from 6:00 AM to 6:30 PM, with minor variations by route (described in more detail below). On Saturdays, all of the routes operate with slightly reduced service hours, from 8:00 AM to 6:00 PM, again with some variation among routes. On both weekdays and Saturdays routes operate every 30 minutes, except that Route 1 operates every hour. Routes are designed either as loops or out‐and‐back, and all routes start and end at the Transportation Center at Allison Drive and Travis Way. Several routes also serve the Downtown Transit Plaza at 200 East Monte Vista Avenuee.
Table 9 shows the variation in operating hours, frequenccy, number of vehicles in service, number of vehicle service‐hours and vehicle service‐miles for each route. It also shows the number and service‐hours of “tripper” runs that City Coach deployss on any route. Trippers are additional buses that are sent to serve a route when passenger loads exceed the capacity of the regular service runs. City Coach uses tripper buses on Routes 2, 5 and 8 when Vacaville schools are in session.
Route 1 serves the Ulatis Cultural Center, the Library and Walmart before heading towards Nut Tree Road, Leisure Town (deviating by request from Yellowstone Drive) and Kaiser Medical Center on the east side of town. Service begiins at 6:00 AM and ends service at 5:57 PM on weekdays. On Saturdays, Route 1 begins service at 8:00 AM and ends at 5:57 PM. As noted above, the frequency is every 60 minutes, and only one bus serves the route. This route provides 12 vehicle service‐hours on an average weekday, and 10 on an average Saturday. Average weekday service miles total just over 120; average Saturday service miles are approximatelly 100.
Route 2 starts at the Transportation Center, then heads west towards the Transit Plaza along Elmira Road. It serves City Hall, then Alamo Elementary School and Willis Jepson Middle School, stops again at the Transit Plaza, then serves Browns Valley neighborhood. On weekdays, Route 2 begins serrvice at 6:00 AM and ends at 6:22 PM. On Saturdays, Route 2 begins service at 7:52 AMM and ends service at 5:52 PM. Two buses provide 30‐minute service frequencies. On weekdays, the route operates for just over 25 vehicle service‐hours and 333 vehicle serrvice‐miles. On Saturdays, the route operates 20 vehicle service hours and just over 260 miles.
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During the school year, City Coach sends out one additional bus to complete one morning and one afternoon tripper run, for a total of 1.3 vehicle service‐hours per day.
Route 4 serves the northeast end of town, including the Solano Community College Satellite Campus, Kaiser Hospital, and the State Fund (the State Fund stop is available by calling at least 15 minutes ahead). It also serves Vacaville Premium Outlets 1 and 2. Passengers can transfer between Route 1 and Route 4 at the Kaiser Hospital stop. Route 4 operates between 6:00 AM and 6:25 PM on weekdays, and between 8:00 AM and 5:55 PM on Saturdays, with 30‐minute service frequencies on all days. Only one bus is needed to provide this level of service on Route 4. Route 4 runs for 12 service hours on a weekday and 10 service hours on a Saturday, and 215 service‐miles on a weekday, and 175 service‐miles on a Saturday.
Route 5 serves the neighborhoods in the south of Vacaville. Route 5 stops at Walmart, then serves the western edge of Leisure Town, takes Nut Tree Road past the Vaca Valley Hospital south to Alamo Drive, where it then travels west, passing the Three Oaks Community Center and City Hall to stop at the Transit Plaza before turning around and returning to the Transportation Center along the same route. Route 5 also serves Vaca Pena Middle School and multiple elementary schools, although many of the elementary schools appear to be better served by Route 8. On weekdays Route 5 runs from 6:15 AM to 6:45 PM, and from 8:15 AM to 6:15 PM on Saturdays, with two buses providing 30‐ minute service frequencies. On an average weekday Route 5 provides 25 vehicle service‐ hours and 20 on an average Saturday. Average weekday service‐miles are almost 390, and just over 300 on a Saturday. City Coach also adds one tripper run to this route, which also serves as a tripper run for Route 8. As with Route 2, this tripper only operates during the school year.
Route 6 serves the more central areas of Vacaville, stopping along Harbison Drive and at Safeway/Target, then the outlet stores (including the northwest corner of Leisure Town), Nut Tree Village, and the Markham neighborhood to the north before stopping at the Transit Plaza. The bus then returns to the Transportation Center, following the same route. Operating hours are from 6:00 AM to 6:24 PM on weekdays and 7:54 AM to 5:54 P22M on Saturdays, with two buses providing 30‐minute frequencies. Route 6 provides 25 vehicle service‐hours on an average weekday, and 20 on an average Saturday, and approximately 300 weekday service‐miles and 240 average Saturday service miles.
Route 8, like Route 5, covers the south side of Vacaville, making a loop past multiple schools throughout the city. It departs directly south from the Transportation Center along Allison Drive to Aegean Way, then serves the southeast residential areas of Vacaville, heads north towards Will C. Wood High School to serve southwesterly residential neighborhoods, as well as the Brenden Theatres and the Transit Plaza. It then heads east, passing Will C. Wood High School again, to Aegean Way to return to the Transportation Center. Route 8 begins service at 6:00 AM and ends at 6:24 PM on Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 34
weekdays, and begins at 8:10 AM and ends at 6:10 AM on Saturdays, with two buses providing 30‐minute headways. Like Routes 2, 5, and 6, Route 8 provides approximately 25 vehicle service‐hours on an average weekday and 20 on an average Saturday. Average weekday service‐miles are nearly 330, and 265 on a Saturday. As noted in the description for Route 5, there is one tripper run shared with Route 5.
Paratransit service is also available for those people with certified disabilities as defined by the Americans with Disabilities Act who are unable to use the fixed route service. Paratransit service is operated door‐to‐door over the same hours and days as the fixed route service. This service is labeled “Special Services” in Table 9. Special Services provide an average of 21 vehicle service‐hours on a weekday and 6 vehicle service‐hours on a Saturday and just over 260 vehicle‐service miles on an average weekday and 84 on an average Saturday. Special Services requires three buses on a weekday and one bus on a Saturday to operate.
Vacaville’s Taxi Scrip program allows qualified individuals the opportunity to use taxi services within Vacaville’s City limits for half of the regular fare. To be qualified to use the Taxi Scrip program a participant must have a Solano County Paratransit ADA Eligibility Card. Taxi Scrip booklets can be purchased at Vacaville City Hall.
Other Transit Services
Fairfield and Suisun Transit (FAST)
In addition to fixed‐route service throughout Fairfield and Suisun, FAST transit provides four express intercity routes. Three of these routes serve the City of Vacaville.
Route 20 travels between Vacaville Transportation Center and Fairfield Transportation Center Monday through Saturday, serving Vacaville’s Davis Street Park‐and‐Ride and the Solano Town Center in between. Service is hourly between 6:42 AM and 7:35 PM. Adult single‐ride fare is $2.75.
Route 30 services are provided during morning and afternoon commute periods on weekdays, with one mid‐day run between Fairfield and Sacramento via Vacaville, Dixon and UC Davis. Stops include the Fairfield Transportation Center, Solano Town Center, Vacaville Transportation Center, Dixon Market Lane Park and Ride lot, the UC Davis campus, and downtown Sacramento. On Saturdays, there are three runs between 8:05 AM and 2:42 PM. Adult single‐ride fares are $2.75 or $5.75, depending on the length of the trip.
Route 40 is a commuter service between Vacaville and the Walnut Creek BART station via Pleasant Hill BART, Benicia, and Fairfield. This service operates on weekdays only, and runs between Vacaville and Walnut Creek BART from 4:46 AM to 8:25 am in the morning (four runs) and 3:55 PM to 8:30 PM in the evening (six runs).
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Table 9: Summary of City Coach Services Route Special 1 2 4 5 6 8 Subtotal Services Total Scheduled Service Start of Service 6:00 AM 6:00 AM 6:00 AM 6:15 AM 6:00 AM 6:00 AM ‐‐ 6:00 AM ‐‐ Weekday End of Service 5:57 PM 6:22 PM 6:25 PM 6:45 PM 6:24 PM 6:24 PM ‐‐ 6:45 PM ‐‐ Start of Service 8:00 AM 7:52 AM 8:00 AM 8:15 AM 7:54 AM 8:10 AM ‐‐ 8:00 AM ‐‐ Saturday End of Service 5:57 PM 5:52 PM 5:55 PM 6:15 PM 5:24 PM 6:10 AM ‐‐ 6:15 PM ‐‐ Service Frequency Weekday603030303030‐‐ ‐‐ ‐‐ (Minutes) Saturday603030303030‐‐ ‐‐ ‐‐ # Buses in Weekday1 2122210 3 13 Operation Saturday 1 2 1 2 2 2 10 1 11 Daily Vehicle‐Hours Weekday122512252525124 21 145 of Service1 Saturday102010202019100 6 106 Daily Vehicle‐Miles Weekday 122 333 215 389 301 329 1,690 261 1,950 of Service2 Saturday 98 261 175 304 240 265 1,344 84 1,427 Typical Tripper Service Daily Tripper Runs 2 1 1 4 Daily Vehicle‐Hours 1.3 0.8 0.3 2.4 # Buses in Operation 1.0 0.5 0.5 2 Annual Days of Tripper Service3 180 180 180 Source: Vacaville City Coach. Does not operate on holidays. Note 1: Revenue Hours. Note 2: Revenue Miles. Note 3: Annual days students attend Vacaville Unified School District classes.
There are two reverse‐commute runs between Walnut Creek BART and Vacaville in the morning and the evening. There are additional runs throughout the day between Walnut Creek BART and Fairfield that do not go all the way to Vacaville. Adult single‐ride fares are $2.75 or $5.75, depending on the length of the trip.
City Coach Vehicle Utilization by Time of Day
Table 10 shows the number of vehicles in operation throughout the day. On weekdays and Saturdays, ten vehicles are in operation for the bulk of the day. Between 1:45 PM and 2:15 PM on weekdays there is overlap between the morning and afternoon schedules for Route 5, so an eleventh bus is on the road during this window. There are also tripper runs during the early morning and mid‐afternoon, increasing the maximum number of buses in service at any one time on a weekday to twelve. On Saturdays, the schedule overlap does not occur, nor are there tripper runs, resulting in a maximum number of vehicles on the road at any one time of ten.
City Coach also operates three Special Service (paratransit) vans on weekdays and one on Saturdays, during the scheduled start and end times of fixed route. There are exceptions throughout each day of service when the vehicles are out of service due to mandated breaks and lunches.
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TABLE 10: City Coach Vehicle Utilization by Time of Day
Vehicle In Service Saturday Service # of Special Fixed Route ‐‐ Base Schedule Trippers Number of Fixed Route Buses Service Vans
15 Minutes am pm am pm Weekday Weekday Sat‐
Starting 1 2A 2B 4 5A 5A 5B 5B 6A 6B 8A 8B 2 5 8 Base Trippers Total Sat‐ urday Weekday urday 5:30 AM 1 1010 00 5:45 AM 1111 1111 8080 00 6:00 AM 11111 1 1111 10 0 10 0 0 0 6:15 AM 11111 1 1111 10 0 10 0 0 0 6:30 AM 11111 1 1111 10 0 10 0 0 0 6:45 AM 11111 1 1111 10 0 10 1 0 0 7:00 AM 11111 1 1111 1 10 1 11 1 0 0 7:15 AM 11111 1 1111 1 10 1 11 1 1 0 7:30 AM 11111 1 1111 10 0 10 2 2 0 7:45 AM 11111 1 1111 10 0 10 7 2 0 8:00 AM 11111 1 1111 10 0 10 10 3 0 8:15 AM 11111 1 1111 10 0 10 10 3 0 8:30 AM 11111 1 1111 10 0 10 10 3 0 8:45 AM 11111 1 1111 10 0 10 10 3 1 9:00 AM 11111 1 1111 10 0 10 10 3 1 9:15 AM 11111 1 1111 10 0 10 10 3 1 9:30 AM 11111 1 1111 10 0 10 10 3 1 9:45 AM 11111 1 1111 10 0 10 10 3 1 10:00 AM 11111 1 1111 10 0 10 10 3 1 10:15 AM 11111 1 1111 10 0 10 10 2 1 10:30 AM 11111 1 1111 10 0 10 10 2 1 10:45 AM 11111 1 1111 10 0 10 10 2 1 11:00 AM 11111 1 1111 10 0 10 10 2 1 11:15 AM 11111 1 1111 10 0 10 10 3 1 11:30 AM 11111 1 1111 10 0 10 10 2 1 11:45 AM 11111 1 1111 10 0 10 10 2 1 12:00 PM 11111 1 1111 10 0 10 10 2 1 12:15 PM 11111 1 1111 10 0 10 10 1 1 12:30 PM 11111 1 1111 10 0 10 10 1 1 12:45 PM 11111 1 1111 10 0 10 10 1 0 1:00 PM 11111 1 1111 10 0 10 10 1 0 1:15 PM 11111 1 1111 10 0 10 10 1 0 1:30 PM 11111 1 1111 10 0 10 10 2 0 1:45 PM 1111111 1111 11 0 11 10 3 1 2:00 PM 1111 1111111 11 0 11 10 3 1 2:15 PM 1111 1111111 1 11 1 12 10 3 1 2:30 PM 1111 1 11111 1 1 10 2 12 10 3 1 2:45 PM 1111 1 11111 1 1 10 2 12 10 3 1 3:00 PM 1111 1 11111 1 1 10 2 12 10 3 1 3:15 PM 1111 1 11111 1 1 10 2 12 10 3 1 3:30 PM 1111 1 11111 10 0 10 10 3 1 3:45 PM 1111 1 11111 10 0 10 10 3 1 4:00 PM 1111 1 11111 10 0 10 10 2 1 4:15 PM 1111 1 11111 10 0 10 10 2 1 4:30 PM 1111 1 11111 10 0 10 10 2 1 4:45 PM 1111 1 11111 10 0 10 10 2 1 5:00 PM 1111 1 11111 10 0 10 10 2 4 5:15 PM 1111 1 11111 10 0 10 10 2 4 5:30 PM 1111 1 11111 10 0 10 10 1 2 5:45 PM 1111 1 11111 10 0 10 10 1 2 6:00 PM 11 1 1 11111 9097 00 6:15 PM 1 1 1 11111 8083 00 6:30 PM 011111 5050 00 6:45 PM 11 2020 00 7:00 PM 1 1010 00
Source: City Coach Driver Run Sheets Note 1: Special service vehicle utilzation can vary by day. Data shown is for a typical day.
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Ridership
Annual Ridership
Table 11 and Figure 11 show ridership trends by fare category since 2002. Ridership as a whole was on an increasing trend between 2007 and 2014, growing by an average of about ten percent per year, and more than doubling between 2002 and 2014 (increasing from approximately 214,000 annual boardings in fiscal year 2002 to approximately 523,400 boardings in FY 2014). The largest increases in ridership occurred during the recession, in fiscal years 2008, 2009, 2010, and again in 2012. Ridership began to decline slightly starting in FY 2015. Between 2014 and 2017 ridership decreased by 15 percent. This trend is consistent with the general trend seen in similar transit systems around California, as well as nationwide.
Special Services is a part of this overall ridership, and these numbers have also been increasing over the long term. Ridership on Special Services grew by twenty percent between fiscal years 2002 and 2017 (from 13,637 to over 16,000). Unlike the fixed routes, ridership on Special Services has not declined in recent years, but rather saw a 22 percent increase over the last ten years.
One of Vacaville’s performance metrics for transit is “Annual Ridership Growth versus Area’s Population Growth.” 5 To meet the standard, ridership should grow at the same rate or greater than the area’s population. Between 2000 and 2015 population grew by about 0.8 percent per year, while ridership during the same period grew approximately ten percent per year. On a year‐to‐year level, ridership changes are not as dramatically different from population changes. Between 2013 and 2014, Vacaville’s population grew 0.6 percent, while ridership grew 4 percent. Between 2014 and 2015, Vacaville’s population grew one percent, while ridership decreased by five percent.
Annual Ridership by Fare Category
Considering ridership by fare category, student ridership has increased dramatically compared to other fare categories. As shown in Table 11 and Figure 11, in fiscal year 2002, students generated 26 percent of all ridership (about half of the adult fare ridership). By 2017, the situation has reversed, with adult fares making up 30 percent of overall ridership, and students making up 47 percent of ridership. Overall student ridership increased by nearly 300 percent between 2002 and 2017. This trend is largely a consequence of the School District discontinuing general student school bus transportation in 2009. Paid transfers followed a similar trajectory as student ridership, increasing by over 300 percent between 2002 and 2017. Senior and disabled ridership more than doubled between 2002 and 2017, increasing from just over 33,600 to nearly 75,000. Between fiscal years 2014 and 2017 ridership dropped in all fare categories, as noted above. Between fiscal years 2016 and 2017, ridership in the senior/disabled fare category rose slightly, while dropping in all other fare categories. Between 2016 and 2017, free fares and free transfers dropped significantly, from over 115,600 in 2016 to under 76,000 in 2017.
5 City of Vacaville Short Range Transit Plan, 2015, page 31. Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 38
TABLE 11: Vacaville City Coach Annual Ridership by Service and Fare Category Proportion of Fixed Route by Fixed Route Ridership Passenger Type Senior/ Free/ Paid Special Senior/ Fiscal Year Adult Student Disabled Transfer Transfer Subtotal Services TOTAL Adult Student Disabled 2001/02 74,509 38,560 33,632 46,613 7,151 200,465 13,637 214,102 51% 26% 23% 2002/03 84,780 55,602 36,106 57,898 12,476 246,862 13,193 260,055 48% 32% 20% 2003/04 76,538 52,244 36,027 48,805 13,309 226,923 14,599 241,522 46% 32% 22% 2004/05 59,385 54,370 34,855 44,089 5,497 198,196 13,413 211,609 40% 37% 23% 2005/06 63,436 52,419 35,070 38,910 6,912 196,747 14,535 211,282 42% 35% 23% 2006/07 71,475 51,199 35,652 37,174 13,456 208,956 13,410 222,366 45% 32% 23% 2007/08 76,995 63,112 39,475 52,041 34,191 265,814 14,874 280,688 43% 35% 22% 2008/09 78,827 74,762 51,729 59,130 38,013 302,461 14,312 316,773 38% 36% 25% 2009/10 74,876 98,047 60,012 78,306 39,169 350,410 14,312 364,722 32% 42% 26% 2010/11 79,067 105,147 66,233 82,357 39,608 372,412 14,212 386,624 32% 42% 26% 2011/12 88,845 135,096 69,632 117,584 34,893 446,050 13,707 459,757 30% 46% 24% 2012/13 100,762 159,668 80,057 108,007 40,881 489,375 13,179 502,554 30% 47% 24% 2013/14 105,704 167,573 79,955 113,926 44,041 511,203 12,178 523,381 30% 47% 23% 2014/15 105,129 160,970 81,895 95,439 42,145 485,578 13,880 499,458 30% 46% 24% 2015/16 98,742 171,277 72,340 115,619 34,776 492,754 16,269 509,023 29% 50% 21% 2016/17 96,382 153,183 74,678 75,648 30,130 430,021 16,340 446,361 30% 47% 23% Source: Vacaville Ci ty Coa ch, Ci ty Coa ch Performance Data
Figure 11: Historical City Coach Annual Fixed Route Ridership 600,000
Adult Student 500,000 Senior/Disabled Free or Transfer
400,000 Boardings
300,000 Passenger
200,000 Annual
100,000
0
Fiscal Year
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Annual Ridership by Route
Table 12 and Figure 12 show the changes in annual ridership by route over the most recent five‐ year timeframe. Ridership highs and lows have varied by route, although all routes experienced a five‐year low in 2016/2017, the most recent year for which data is available. Route 1 has experienced the most significant loss in ridership, with boardings steadily decreasing since 2012/20136. Over the five‐year period, ridership fell 56 percent on this service. Ridership on Route 5 followed a similar trend, dropping for two years until 2015/2016, when boardings increased three percent over the previous year. In 2016/2017, however, boardings on Route 5 dropped nine percent from the previous year, for an overall drop of 16 percent over the five‐ year period. Ridership on Route 4 was on an increasing trend until the most recent year, when it dropped 20 percent from the previous year. Over the five‐year period, however, Route 4 has only lost one percent of its ridership. Routes 2, 6, and 8 experienced ten percent, five percent, and eleven percent reductions in ridership over the five‐year period, respectively, with Route 8 having its highest ridership year in 2014/2015. Most other routes experienced lower ridership that year.
Ridership on Special Services, in contrast to the other routes, has been steadily growing since 2012/2013, and has increased 26 percent over that time. Overall, the entire system has lost twelve percent of ridership over the last five years.
Ridership by Month
Table 13 and Figure 13 show fluctuations in ridership by month and route throughout 2016. Routes 2, 4, 5, 6, and 8, which serve schools, experienced a significant dip in ridership during the summer months of June and July, with July being the lowest. For Route 5, July was 82 percent of average ridership. In August ridership on these routes began to increase, peaking in September (in September ridership on Route 5 was 110 percent of average), and then falling slightly in December and January. In March, April, and May ridership rose again, but did not reach quite September levels, with the exception of Route 8, which had the same ridership in May and September of 2016. Route 4, which serves Vaca Valley and Airport Business Parks and Kaiser Permanente Medical Center also experienced a ridership dip in the summer and the winter. December and July were the lowest ridership months for Route 4, with 84 percent of average ridership in December and 85 percent of average ridership in July. April was the highest ridership month for Route 4, with ridership at 117 percent of average. Route 1, which serves Leisure Town, had its peak ridership in May, with 194 percent of average, and its lowest ridership in October, with 66 percent of average. Ridership on Special Services did not fluctuate very much over the months, although it did experience its lowest ridership levels in July, similar to most of the fixed route services.
While Routes 5, 6, 8, and 2 appear in Figure 13 to have fluctuated significantly over the year, Route 1, with its lower ridership, actually showed the greatest fluctuations. Between its highest
6 Route 1 was restructured into the Leisure Town connect service in January 2015 making it the deviated Route. Prior to 2015 it was a regular fixed route. Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 40 and lowest month, ridership on Route 1 fluctuated 128 percentage points. Routes with the least fluctuation between the highest and lowest ridership months included Special Services, with
Table 12: Annual Ridership by Route
Fixed Route Special Fiscal Year 124568SubtotalTotalServices 2012/13 27,276 80,825 34,108 153,391 115,416 87,845 498,861 12,973 511,834 2013/14 24,960 90,674 36,075 148,638 110,809 99,973 511,129 12,178 523,307 2014/15 21,731 78,920 35,776 137,659 110,514 103,217 487,817 13,880 501,697 2015/16 16,752 81,591 41,995 142,391 120,032 90,003 492,764 16,269 509,033 2016/17 12,012 73,038 33,677 129,198 109,316 78,288 435,529 16,340 451,869 Percent Change 2012/13 to 2013/14 ‐8% 12% 6% ‐3% ‐4% 14% 2% ‐6% 2% 2013/14 to 2014/15 ‐13% ‐13% ‐1% ‐7% 0% 3% ‐5% 14% ‐4% 2014/15 to 2015/16 ‐23% 3% 17% 3% 9% ‐13% 1% 17% 1% 2015/16 to 2016/17 ‐28% ‐10% ‐20% ‐9% ‐9% ‐13% ‐12% 0% ‐11% 2012/13 to 2016‐17 ‐56% ‐10% ‐1% ‐16% ‐5% ‐11% ‐13% 26% ‐12% Source: Vacaville City Coach, Contractor Monthly Reports
Figure 12: Ridership by Route 5‐Year History 180,000
160,000
140,000
120,000
Route 8 100,000 Route 6
Boardings Route 5
80,000 Route 4 Route 2
Annual Route 1 60,000 Special Services
40,000
20,000
0 2012/13 2013/14 2014/15 2015/16 2016/17 Fiscal Year
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Table 13: Ridership by Route by Month Calendar Year 2016 Route Special Month 124568SubtotalTotalServices January 1,298 7,310 3,037 11,497 9,532 7,353 40,027 1,338 41,365 February 1,240 6,895 3,378 11,448 9,528 7,708 40,197 1,344 41,541 March 1,406 7,457 3,620 11,851 10,301 8,115 42,750 1,429 44,179 April 1,384 7,853 3,711 12,220 9,435 8,173 42,776 1,342 44,118 May 2,612 7,911 3,254 11,775 9,644 8,244 43,440 1,418 44,858 June 1,202 3,515 2,832 9,806 7,623 4,842 29,820 1,399 31,219 July 1,035 2,978 2,693 9,375 7,317 4,112 27,510 1,215 28,725 August 1,252 5,730 3,109 11,864 10,233 6,371 38,559 1,488 40,047 September 1,042 8,402 3,374 12,527 10,825 8,244 44,414 1,407 45,821 October 884 7,746 3,340 12,403 10,555 7,781 42,709 1,439 44,148 November 1,466 6,099 3,176 11,223 9,284 6,609 37,857 1,389 39,246 December 1,321 6,169 2,682 11,001 9,330 6,098 36,601 1,303 37,904 Percent of Average 1,345 6,505 3,184 11,416 9,467 6,971 38,888 1,376 40,264 January 96% 112% 95% 101% 101% 105% 103% 97% 103% February 92% 106% 106% 100% 101% 111% 103% 98% 103% March 105% 115% 114% 104% 109% 116% 110% 104% 110% April 103% 121% 117% 107% 100% 117% 110% 98% 110% May 194% 122% 102% 103% 102% 118% 112% 103% 111% June 89% 54% 89% 86% 81% 69% 77% 102% 78% July 77% 46% 85% 82% 77% 59% 71% 88% 71% August 93% 88% 98% 104% 108% 91% 99% 108% 99% September 77% 129% 106% 110% 114% 118% 114% 102% 114% October 66% 119% 105% 109% 111% 112% 110% 105% 110% November 109% 94% 100% 98% 98% 95% 97% 101% 97% December 98% 95% 84% 96% 99% 87% 94% 95% 94% Source: Vacaville City Coach only 20 percentage points difference between the high in August and the low in July, and Route 5, with a 28 percentage point difference.
Ridership by Day of Week
Ridership by day of week was evaluated during the month of May 2017, and is illustrated in Table 14 and Figure 14. During May, ridership was fairly evenly distributed across the weekdays: while ridership was highest on Monday, it was only 3 percent higher than the average of all weekdays. Ridership on Saturdays was significantly lower for all routes, including Special Services. Routes 5 and Routes 8 had the least fluctuation in ridership among weekdays, with only seven and nine percentage point differences, respectively, between the highest weekday and lowest weekday. Route 4, however, experienced significant fluctuations throughout the week, with Monday at 166 percent of average, while Tuesday through Friday was at 75 to 94 percent of average.
Saturday was the lowest ridership day for all the routes. Route 1 had the highest percent of average Saturday ridership, at 66 percent, with Routes 5 and 6 next, at 45 and 50 percent of average, respectively. Routes 2, 4, 8 and Special Services all had similar percentages of average on Saturdays‐‐between 24 and 28 percent.
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Figure 13: Monthly Ridership by Route 14,000
12,000 Route 8 Route 6
10,000 Route 5 Route 4 Route 2 8,000 Route 1 Boardings Special Services 6,000 Monthly 4,000
2,000
0
Month
Table 14: Typical Ridership Variation by Day of Week May, 2017 Route Special 124568SubtotalTotalServices
Monday 36 341 222 460 368 316 1,742 147 1,889 Tuesday 29 352 107 470 393 305 1,655 158 1,813 Wednesday 39 282 112 479 427 334 1,674 144 1,818 Thursday 37 345 126 446 409 319 1,681 145 1,825 Friday 37 340 100 468 401 322 1,667 133 1,800 Saturday 24 85 37 211 198 78 632 41 673 Percentage of Average Weekday Ridership Monday 102% 103% 166% 99% 92% 99% 103% 101% 103% Tuesday 81% 106% 81% 101% 98% 96% 98% 108% 99% Wednesday 109% 85% 84% 103% 107% 105% 99% 99% 99% Thursday 104% 104% 94% 96% 102% 100% 100% 100% 100% Friday 104% 102% 75% 101% 100% 101% 99% 92% 98% Saturday 66% 26% 28% 45% 50% 24% 38% 28% 37% Source: Vacaville City Coach
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Figure 14: Route Ridership by Day of Week
600
Monday Tuesday Wednesday Thursday Friday Saturday
500
400
300 Boardings
200
100
0 124568 Route Number
The ratio of Saturday ridership to weekday ridership was also compared across all months, for all routes, as shown in Table 15. On some routes, the ratio of Saturday to weekday ridership stayed fairly steady throughout the year, but on some routes it changed significantly, depending on the month. Summing ridership on all routes, the summer months had the highest ratio of Saturday to weekday ridership, between 51 and 55 percent, reflecting the times that school was not in session, followed by February, at 50 percent. November has the lowest Saturday to weekday ridership at 36 percent.
Saturday to weekday ridership ratios did not fluctuate very much throughout the year on Routes 4, 5 and 8. The ratio of Saturday to weekday ridership stayed between 27 and 39 percent throughout the year on Route 4, between 45 and 64 percent on Route 5, and between 25 and 57 percent on Route 8.
Routes with more fluctuation of Saturday to weekday ridership throughout the year include Routes 1, 2 and 6. For example, in July, the ratio of Saturday ridership to weekday ridership on Route 2 was 78 percent. August and June were also high at 46 and 52 percent, respectively. For all other months, Saturday ridership fluctuated between 23 and 36 percent of weekday ridership, reflecting high weekday ridership when school is in session. Route 6 showed a similar pattern. However, Route 1 showed Saturdays in December having the highest ratio to weekday ridership, at 76 percent. Other months with high ratios of Saturday to weekday ridership on Route 1 were January through June, and also August, with Saturday ridership fluctuating between 60 and 69 percent of weekday ridership, indicating that there is less commute and student ridership on Route 1.
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Table 15: Average Daily Ridership by Route by Month ‐‐ Weekday vs. Saturday Fiscal Year 2016/17 Route 124568Subtotal Average Weekday Ridership July 46 125 126 407 325 180 1209 August 49 231 129 467 406 259 1541 September 43 366 145 514 454 353 1875 October 38 348 146 517 452 346 1847 November 63 263 137 472 395 285 1614 December 51 262 112 449 382 256 1512 January 32 248 107 420 350 254 1410 February 31 249 118 393 354 260 1406 March 37 320 125 480 403 296 1662 April 34 252 110 427 357 245 1424 May 34 316 106 445 383 305 1590 June 37 171 102 372 301 208 1190 Average Saturday Ridership July 22 97 35 248 162 102 666 August 33 106 35 279 223 104 781 September 23 86 45 306 212 120 791 October 19 88 57 309 211 102 785 November 20 78 42 213 151 84 586 December 39 82 44 223 187 92 666 January20793123120287649 February 21 91 37 251 214 93 707 March23753723722890689 April23703623218585631 May24853721119878632 June 23 89 29 210 216 81 648 Ratio of Saturday to Weekday Ridership July 47% 78% 28% 61% 50% 57% 55% August 68% 46% 27% 60% 55% 40% 51% September 52% 23% 31% 60% 47% 34% 42% October 49% 25% 39% 60% 47% 29% 43% November 31% 30% 31% 45% 38% 29% 36% December 76% 31% 39% 50% 49% 36% 44% January 64% 32% 29% 55% 58% 34% 46% February 68% 36% 31% 64% 60% 36% 50% March 60% 23% 29% 49% 57% 30% 41% April 68% 28% 33% 54% 52% 35% 44% May 69% 27% 35% 47% 52% 25% 40% June 62% 52% 28% 56% 72% 39% 54% Source: Contractor Monthly Reports ‐ 2016/17 Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 45
Ridership by Fare Type by Route
City Coach has a variable fare structure for different types of riders, including adults, seniors, disabled, and youth. There are also a variety of pass types available. The fare structure is shown in the top row of Table 16.
Single‐ride fares are $1.50 for the general public, $1.25 for students (youth aged 6‐18), and $0.75 for seniors (age 65 and above)/disabled. Children under 5 with a fare‐paying adult are free. Because of the different ridership characteristics of each route, the fares collected vary by route, and overall fares may not be proportional to overall ridership. Table 8 shows the overall ridership by fare type by route for the month of May 2017, and the associated fares collected for each fare type.
Overall, the largest group is student pass holders, with over 12,000 boardings making up approximately 30 percent of total ridership. Next largest is students purchasing single rides, at around eleven percent of total rides. Senior and disabled pass‐holders as well as adult single‐ ride fares are both at around ten percent of total rides. Day passes make up a relatively small number of overall rides, at 1.5 percent for both adult and senior day pass rides. About eight percent of rides overall were “Day Pass Free.”
By route, the proportion of different fare types reflects the geographic coverage of the route. On Route 1, which serves Leisure Town, senior and disabled pass holders make up the largest percentage of riders, at 33 percent of total rides. These riders generated approximately $200 in fares in May of 2017, around 40 percent of total fares for that route. Other ridership groups of moderate proportion were adult single‐ride fare (seven percent), senior/disabled single‐ride fare (eleven percent), adult pass‐holders (twelve percent), transfers (ten percent), and persons boarding for free such as children (eleven percent).
Overall, seniors made up 48 percent of boarding’s on Route 1. Student fares made up very little of the ridership, with less than 3 percent.
Ridership on Routes 2 and 8 are heavily oriented towards students. Route 2 serves Willis Jepson Middle School and Vacaville High School, as well as three elementary schools. Route 8 serves Vaca Pena Middle School, Will C. Wood High, and Buckingham Charter High and numerous elementary schools. Both Route 2 and Route 8 serve the downtown where most of the social services are located. On Route 2, student pass holders made up 52 percent of ridership, and student single‐ride fares made up 14 percent of ridership, totaling 66 percent of overall ridership. On Route 8, student pass holders made up 39 percent of ridership, and student single‐ride fares made up 11 percent, for a total of 50 percent student ridership on this route. Adult pass‐holders were the next largest ridership groups on these routes, at 6 percent for Route 2 and 8 percent for Route 8. Seniors and disabled riders were 8 percent of the total for Route 2 and 12 percent of the total on Route 8. Transfers were relatively low on these routes, at 3 percent for Route 2 and 6 percent for Route 8. The proportion of fare revenue collected from students was quite high on both of these routes – 76 percent on Route 2 and 63 percent on Route 8. Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 46
1,387 40,474 $2,710 $27,067 $35,023 DAY FREE TOTAL LIFTS
$54 $0
$ $0 DAY TRIP PASS
PASS % 0.7% 0.7% 0.0% 0.0% 9.0% 100.0% 3.0% D STUD. $3.25 $2.00 SUMMER 0.25
&
Route
by
FREE ADULT E TRSF/ FIELD Type
0.15
Fare $
by
1.25
$ D STUD. TRSF CHILD DAY Sr 0.75
&
Ridership
$ 1.50 2017
Coach
Typical 5.3% 2.9% 11.1% 6.0% 9.0% 7.8% 9.3% 39.1% 0.8% 1.3% 0.0% 0.7% 6.8% 100.0% 0.9% 7.4%3.3% 11.4% 1.5% 1.0% 14.0% 9.7% 3.4% 11.0% 6.7% 11.8% 6.1% 33.4% 6.7% 1.9% 52.2% 0.6% 1.0% 3.0% 0.9% 0.0% 0.0% 0.0% 0.2% 8.8% 4.0% 100.0% 100.0% 42.7% 0.8% 9.3% 4.4% 11.4% 5.3% 8.3% 9.2% 9.9% 30.8% 1.5% 1.5% 0.0% 0.5% 8.0% 100.0% 3.3%
14.6%10.0% 6.1% 5.4% 13.2% 10.0% 4.6% 4.2% 7.1% 9.5% 10.0% 10.4% 12.9% 7.4% 17.9% 27.9% 2.0% 2.0% 1.6% 1.9% 0.0% 0.0% 0.0% 1.6% 10.0% 9.6% 100.0% 100.0% 4.5% 2.4% 13.0% 3.4% 4.8% 13.8% 10.3% 14.1% 9.7% 20.6 3,618 1,705 4,440 2,064 3,236 3,611 3,870 12,049 572 569 1 214 3,138 39,087 1,308 type ADULT E
$5,427 $1,279 $5,550 $310 $0 $2,524 $2,705 $8,421 $400 $398
$ City
May, Fare 16: Revenues
by
Svcs Svcs
Vacaville 1245 656 2488 335 1,623 100 118 958 87 389 672 1,064 9 515 1,466 213 123 261 85 963 514 358 508 815 407 96 791 267 439 465 916 1,106 103 365 658 513 1,427 1,0021 292 250 5702 3,977 1,978 70745 17 $98 532 681 73 2246 $372 2,6828 $503 2,863 $2,435 177 18 $75 5 67 192 $89 $1,437 $65 $504 $584 60 0 186 17 $11 $386 $1,330 26 1 $1,833 $154 $160 $39 96 $1,204 $13 0 0 0 $77 0 13 $54 $1,019 $61 $0 $0 0 153 1,103 $0 $66 307 0 $0 0 $0 $325 $72 919 48 11,081 $0 $773 $255 234 7,615 $700 77 $359 $204 $997 498 $398 9,600 500 $175 $2,780 $494 2,586 60 $1,382 $12 875 $476 $372 $51 $1,875 7,330 229 $157 $2,001 78 $3 $134 $13 $47 374 $124 67 $42 $130 $18 $12 $0 $0 $67 $0 $0 $0 $3 $0 $0 $38 $0 $0 $0 $0 $12 $0 $0 $0 $5,394 $0 $8,281 $6,460 $1,601 $506 $4,824
Fare 5 6 8 1 2 4
Total Subtotal Subtotal TABLE Route Source: Total Special Total Percent Special Total
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Routes 4, 5, and 6 had a more even distribution of rider fare types, although student ridership was still the largest proportion. Route 4 serves Vaca Valley Business Park and skirts Golden Hills Industrial Park. It also serves Kaiser Medical Center. Students (both pass‐holders and single‐ride fares) made up 25 percent of ridership on this route, followed by adult pass‐holders (14 percent), then adult single‐ride fares (13 percent).
Elderly and disabled made up 13 percent of total ridership. On Route 6, which serves downtown and the high school, students were 28 percent of total ridership. Route 5, which makes a wide loop through the south of town including stops at both transit centers had the least variation among ridership groups, with a relatively small proportion of student pass‐holder ridership (18 percent). Adult ridership was similar on all three of these routes – between 20 and 27 percent (both single‐ride fares and pass‐holders). Senior and disabled ridership varied a bit more, from a low of 8 percent on Route 4 to 13 percent on Route 5 to 19 percent on Route 6. Overall, fare revenue collected from students (pass‐holder and single‐ride fares) was 50 percent of the total fare revenue for the system in May of 2017.
Passengers Using Lift
Table 16 also documents the number of persons boarding using the wheelchair lift by route in May 2017, which is overall fairly high. Note that the lift is deployed for any passenger needing to use it (regardless of whether they are also using a wheelchair or not). Interestingly, rides that required use of the wheelchair lift made up 43 percent of rides on Route 1. The next highest was Route 5, with 4.5 percent of rides requiring wheelchair lifts followed by 3.0 percent on Route 4, 2.4 percent on Route 6, 0.9 percent on Route 8 and 0.8 percent on Route 2. Deploying the lift can significantly impact on‐time performance, particularly if multiple deployments occur along a single run.
Operating Cost Model
Expenses related to the operations of City Coach for FY 2016‐17 are presented in Table 17. This table includes operating costs for fixed route, demand response, and taxi scrip services, as well as the cost of purchased transportation from First Transit. To evaluate performance of City Coach at the route level, a “cost model” for FY 2016‐2017 was developed. As shown in the table, each expense item in the FY 2016‐2017 budget is allocated to that quantity on which it is most dependent. Maintenance costs, for example, are allocated to vehicle service miles. This provides a more accurate estimate of costs than a simple total‐cost‐per‐vehicle‐hour factor, which does not vary with the differing miles per hour between routes. City Coach has two cost model equations, one for fixed route and one for demand response.
Fixed Route Operating Cost = $27.00 x revenue vehicle‐hours + $0.40 x revenue vehicle‐miles + $878,864 x ratio of route revenue vehicle‐ hours to total revenue vehicle hours7
7 Includes Special Services (Demand Response) Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 48
Demand Response Operating Cost = $32.05 x revenue vehicle‐hours + $1.00 x revenue vehicle‐miles + $878,864 x ratio of route revenue vehicle‐hours to total revenue vehicle hours8
TABLE 17: Vacaville City Coach FY 2016/17 Cost Model Demand Cost Variable TOTAL Fixed Route Response Taxi Scrip Excluding Purchased Transportation Management Labor Fixed $93,894 $79,976 $7,072 $6,846 Management Fringe Benefits Fixed $71,896 $55,494 $8,660 $7,742 Vehicle Maintenance Services (1) Vehicle‐Miles $75,409 $49,524 $25,885 $0 Other Services Fixed $157,248 $123,480 $33,768 $0 Fuel and Lubricants Vehicle‐Miles $194,157 $152,943 $41,214 $0 Other Materials and Supplies Fixed $14,029 $13,914 $0 $115 Utilities, Other Fixed $24,486 $23,336 $1,150 $0 Casualty and Liability Vehicle‐Hours $150,468 $106,834 $43,634 $0 Interest Expense Fixed $606 $606 $0 $0 Leases and Rentals Fixed $4,947 $4,947 $0 $0 Other Fixed $7,193 $7,061 $132 $0 Total $794,333 $618,115 $161,515 $14,703 Subtotal by Cost Allocation Variable Vehicle‐Hours $150,468 $106,834 $43,634 $0 Vehicle‐Miles $269,566 $202,467 $67,099 $0 Fixed $374,299 $308,814 $50,782 $14,703 Annual Service Quantities Revenue Vehicle‐Hours 37,148 5,500 Revenue Vehicle‐Miles $504,644 $67,100 Unit Costs ‐‐ Excluding Purchased Transportation Revenue Vehicle‐Hours $2.88 $7.93 Revenue Vehicle‐Miles $0.40 $1.00 Purchased Transportation ‐ 2016/17 First Transit Rates Variable ‐ Revenue Vehicle‐Hours $24.12 $24.12 Fixed $504,565 Total Cost Equation Revenue Vehicle‐Hours $27.00 $32.05 Revenue Vehicle‐Miles $0.40 $1.00 Fixed $878,864
Source: Vacaville City Coach, MTC Claim Application, Document F(a), Operating Expenses and Revenues, FY 2017‐18, referencing FY 2016‐ 2017, adjusted. Note 1: Reflects offsetting revenues from IRS Alternative Fuels rebates.
These equations can also be used to estimate the cost of any changes in service, such as the operation of additional routes or changes in service span. It will be used as part of this study to evaluate the cost impacts of service alternatives. It should be noted that the cost model does not include depreciation or capital items (such as vehicle purchases) made during the fiscal year.
8 Includes Fixed Route Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 49
Estimated Revenues
Table 18 shows the estimated revenues for the City Coach system for fiscal year 2017. Fares, including taxi scrip and Special Services make up 20 percent of total revenues.
Federal Transit Administration Section 5307 funds provide 39 percent of revenues, and Transportation Development Act funds provide the remaining 41 percent.
TABLE 18: City Coach FY 2016/17 Estimated Revenues Fares Fixed Route $336,437 14% Special Services $32,174 1% Taxi Scrip $109,290 5% FTA Section 5307 ‐ Urbanized Area Formula Grants $928,605 39% Tranportation Development Act $958,003 41% Other $789 0% TOTAL $2,365,298 100% Source: FY 2017‐18 Application Workbook Operator Contract
The City of Vacaville has a five‐year base contract with First Transit, Inc. to operate the fixed route and paratransit service, with options for three auditioned single year term for a potential eight yearlong contract. The contract term is for the period of August 1, 2016 – July 31, 2021. As shown in Table 17, for fiscal year 2017 Vacaville paid First Transit $24.12 per revenue vehicle‐ hour and $504,565 in fixed costs. In each year of the contract both the cost per vehicle‐hour and fixed costs change. In most years the costs increase but between 2017 and 2018 the cost per hour decreases by one percent. Between 2017 and 2019 the changes in cost vary from negative one percent to seven percent per year, but starting in 2021 both the cost per vehicle‐ hour and the fixed costs increase by three percent.
The City of Vacaville provides the vehicles used in operation of the transit service. The City of Vacaville is responsible for maintenance of these vehicles and other equipment used to operate the service.
Performance Analysis by Route
The cost model was used to estimate costs for each route. Comparing the costs to route statistics such as vehicle revenue‐hours, vehicle revenue‐miles, and overall ridership results in performance data that illustrates how routes are performing in comparison to each other and to established performance metrics. Route statistics and performance outcomes are shown in Table 19.
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Total Allocated Operating
Subsidy Total Annual Allocated Recovery
20% 12% Fare Farebox Revenues Marginal
Total Total hours.
Allocated Marginal Allocated Passengers st Passenger
Co
per
revenue (1)
of
Subsidy Operating
Fixed Allocated Annual proportion
on
Analysis
Allocated
1:
Total senger Hours Variable s Revenue Allocated Marginal Pa
per
Performance
Total Hours Cost
Route
Miles 17 Revenue ‐
‐ 2016 Reports Note
Coach Miles
11.8 $2.76 $4.51 $2.20 $3.94 Year Vehicle Hour
521,943 504,040 37,869 37,059 $1,202,664 $760,429 $1,963,093 435,529 $245,203 $957,461 $1,717,890 Passengers per Monthly
City
Fiscal Analysis
19:
Fixed Fixed
Data ServicesContractor 2.8 $15.76 $23.00 $12.49 $19.74 21% 14% Services 81,225 72,454 6,381 5,772 $257,461 $118,435 $375,896 16,340 $53,332 $204,128 $322,563 12456 3.48 9.9 9.1 17.0 14.8 10.6 $9.25 $3.28 $15.37 $3.76 $1.94 $5.36 $2.16 $6.02 $3.15 $3.05 $3.54 $4.99 $8.79 $2.81 $3.25 $14.91 $1.28 $1.58 $4.89 $2.55 $5.52 $2.48 $2.97 $4.49 5% 14% 14% 3% 34% 27% 9% 16% 8% 21% 16% 10% 12456 36,429 101,7858 35,865 67,197 98,655 120,576 3,631 64,917 93,736 7,566 115,562 102,220 3,584 3,773 7,833 90,077 7,407 98,964 $111,132 3,721 7,551 7,578 $239,535 7,515 $73,534 $126,492 7,391 $151,984 $250,941 7,378 $184,666 $76,349 $391,518 $155,497 $235,673 $238,892 $406,438 12,012 $202,842 $151,664 73,038 $151,401 129,198 $387,336 $5,520 $34,458 33,677 $390,292 $205,077 $85,983 $105,612 109,316 $17,094 $357,061 $179,146 78,288 $164,958 $109,398 $63,192 $320,455 $185,747 $38,956 $172,480 $324,144 $199,936 $351,337
Route Route Marginal Route Route Total TOTAL 10.6 $3.23 $5.18 $2.57 $6.83 20% 13% TOTAL 603,168 576,494 44,249 42,831 $1,460,125 $878,864 $2,338,989 451,869 $298,536 $1,161,589 $2,040,453 Input Subtotal: Subtotal: TABLE Special Special Source: Performance
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Route 5 is the busiest of the City’s routes, with the highest vehicle revenue‐miles (just over 115,500 per year), the highest vehicle revenue‐hours (almost 7,600 in fiscal year 2016‐2017) and the highest passenger load (at just over 129,000 passengers). Because of high fare revenues on this route, it had a lower operating subsidy than three other routes. Routes 1 and 4 had the lowest vehicle revenue‐hours, at approximately 3,600 and 3,700, respectively. Route 4, however, had significantly more vehicle revenue‐miles, approximately 65,000 compared to Route 1’s 36,000 miles. Routes 1 and 4 had the lowest overall cost and lowest operating subsidy of all the routes, while Route 1 had the lowest passenger loads of all the routes (at just over 12,000 annual passengers). Routes 2, 6, and 8 had similar route statistics among the three routes, with 90,000 to 100,000 revenue‐miles each, and approximately 7,400 revenue‐hours each. Routes 2, 5, 6, and 8 all had annual operating costs near the $400,000 mark, while Routes 1 and 4 were both near $200,000. Of the six routes, Route 2 had the highest marginal operating subsidy, at just over $205,000, with Route 8 close behind at nearly $200,000. Special Services operated almost 72,500 revenue‐miles and 5,800 revenue‐hours for a total cost of nearly $376,000.
Several performance indicators measure City Coach’s efficiency and effectiveness, as shown in the lower portion of Table 19 and in Figure 15:
Passengers per vehicle‐hour indicates how many passengers are riding a route per revenue hour of service provided. This measure is also referred to as the “productivity” of a transit route. Route 5 had the highest passengers per hour at 17.0, followed by Route 6, at 14.8. Routes 2, 4 and 8 had similar passengers per hour levels, between 9.1 and 10.6. Route 1 had the lowest passengers per hour for fixed‐route at 3.4. The passengers per vehicle‐hour for the entire fixed‐route system was 11.8, very close to Vacaville’s performance standards of 12 passengers per vehicle‐hour. The figure for Special Services was 2.8, slightly better than the standard of 2.6.9
Two cost efficiency measures, marginal operating cost per passenger and marginal operating subsidy per passenger illustrate different aspects of performance. Marginal operating cost per passenger considers the cost of a route compared to ridership. Marginal operating subsidy also compares the cost of a route to ridership, but it subtracts the fare revenues received from total cost. Marginal operating cost, as compared to total allocated costs does not include fixed costs in the equation. Thus, marginal cost represents only the additional cost of running a route, assuming that fixed operating costs remain the same regardless of how many routes are operating and at what level of service. For City Coach in fiscal year 2017, Route 5 had the lowest marginal operating cost per passenger and lowest marginal operating subsidy per passenger, $1.94 and $1.28, respectively. Special Services had the highest, at $15.76 and $12.49, respectively. Of the fixed route services, Route 1 performed the worst on cost and subsidy per passenger, with a marginal cost of $9.25 per passenger and a marginal subsidy of $8.79 per passenger.
9 2015 Vacaville Short‐Range Transit Plan, page 23. Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 52
FIGURE 15: City Coach Performance by Route
Passengers per Revenue Vehicle‐Hour
‐ 20 17.0 14.8 15 Vehicle 11.8 9.9 10.6 10 9.1 Revenue
Hour 3.4 per 5 2.8
0 124568TotalSpecial Passengers Fixed Rts
Marginal Operating Cost per Passenger
$18.00 $15.76
per $16.00
$14.00 Cost $12.00 $10.00 $9.25 $8.00 $6.00 Operating Passenger $3.76 $3.28 $3.05 $2.76 $4.00 $1.94 $2.16 $2.00 $0.00 Marginal 124568TotalSpecial Fixed Rts
Marginal Operating Subsidy per Passenger
$14.00 $12.49 per $12.00 $10.00 $8.79 Subsidy $8.00 $6.00 $3.25 Passenger $4.00 $2.81 $2.55 $2.20 Operating $1.58 $2.00 $1.28 $0.00 124568TotalSpecial Marginal Fixed Rts
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Routes 2, 4, and 8 all had similar marginal costs per passenger (between $3.00 and $4.00) and marginal subsidies (between $2.55 and $3.25). The overall operating cost per passenger for fixed route was $2.76, better than the performance standard of $5.00 per passenger. The standard for Dial‐a‐Ride is $32.00 per passenger, which easily met by the Special Services’ cost of $15.76 per passenger.
Two other performance measures related to cost are total allocated cost per passenger, and total allocated subsidy per passenger. Like the marginal cost measure, they compare cost of service to overall ridership levels. Unlike the marginal cost measures, however, allocated costs distribute fixed costs among the routes (based on the proportion of revenue vehicle‐hours operated on each route). The differences in allocated cost per passenger and allocated subsidy per passenger by route directly corresponded to the differences by route in marginal costs and subsidy, with Route 5 being the lowest at $3.15 total allocated cost per passenger and $2.48 allocated subsidy, and Special Services being the highest, at $23.00 and $19.74.
Finally, Vacaville sets a standard of a 20 percent farebox recovery rate for fixed‐route services, and a 10 percent recovery rate for Dial‐A‐Ride, including taxi scrip. System‐ wide, the marginal farebox recovery rate is 20 percent for fixed‐route, and 21 percent for Special Services. Route 5 has the highest marginal farebox recovery rate at 34 percent, and Route 1 has the lowest, at 5 percent. Routes 5 and 6 along with the Special Services meet the current performance standard on a marginal basis, while the remainder of the fixed routes do not. Productivity by Route by Month
Because students make up such a large portion of City Coach’s ridership, the performance of many of City Coach’s routes varies over the year, with large drops in productivity during the summer, when school is out of session. Table 20 shows the monthly productivity of the routes for calendar year 2016. Productivity for the most part mirrors overall ridership trends by month. Of all the routes, Routes 2 and 8 showed the most notable drop of this kind. During the summer months of June and July, passenger boardings per revenue hour on Route 2 was slightly less than half of what it was during the other months, dropping from an average of 11.5 boardings per hour to an average of 5.3. Changes in productivity on Route 8 were slightly less dramatic, dropping from an average of 12.8 passenger boardings per hour in the winter, spring and fall, to 7.4 during June and July. During the month of August and also the winter months of November and December (when students have quite a few vacation days), the average boardings per hour fell to 10.4 on Route 8. Routes 4 and 5 showed the least change during the summer, with summer boardings per hour at 87 and 84 percent of average, respectively. Productivity on Route 6 dropped to 79 percent of average during July.
Route 1 did not show the same school year pattern, experiencing the lowest productivity in the month of October, and the highest in the month of May. Special Services does not show a particular pattern, with boardings per hour ranging between 2.6 and 3.1 throughout the year.
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Table 20: City Coach Productivity by Route by Month Calendar Year 2016 Passenger Boardings per Revenue Vehicle‐Hour Route Special Month 1 2 4 5 6 8 Subtotal Services January 4.5 12.5 10.2 19.1 16.0 12.4 13.5 3.0 February 3.9 10.8 10.3 17.2 14.7 11.9 12.4 2.7 March 4.5 11.7 11.1 17.9 15.9 12.5 13.2 2.8 April 4.7 12.8 12.2 19.8 15.7 13.6 14.1 2.8 May 8.3 12.4 9.9 17.7 14.8 12.7 13.4 2.8 June 4.1 5.7 9.3 15.9 12.7 8.0 9.8 3.0 July 3.5 4.9 8.9 15.2 12.2 6.8 9.1 2.6 August 4.2 9.1 9.8 18.6 16.5 10.2 12.3 3.1 September 3.6 13.7 11.1 20.3 18.0 13.7 14.7 3.0 October 2.9 12.3 10.6 19.4 17.0 12.5 13.7 3.0 November 4.9 9.7 10.1 17.6 15.0 10.6 12.1 2.9 December 4.6 10.4 8.8 18.1 15.8 10.3 12.3 2.7
City Coach Fleet
City Coach has 25 vehicles in its fleet. The fixed route fleet vehicles are all relatively new (model year 2009 or newer). All vehicles are equipped with at least two wheelchair positions and racks for two bicycles. The primary vehicles in the fleet are New Flyers, operating on compressed natural gas, with seating for 30 passengers. The other two types of vehicles in the fleet are 8‐ passenger ARBOC Spirit shuttles and Chevrolet 4500 shuttles, all gas‐powered. There are 7 shuttles and 18 full‐sized buses. The fleet is listed in Table 21.
Driver Shifts
As of June 2017, Vacaville’s service contractor employed 28 drivers, with 4 open shifts, for a total of 32 driver shifts. Twenty‐seven shifts work between 24 and 40 hours per week.
The remaining shifts work between 15 and 24 hours. One shift is 26.10 hours when school is in session, and 23.73 hours when school is not in session.
Shift legs are between two and six hours long. When drivers have shift legs over five hours long, they often have a scheduled, paid 30‐minute meal‐period during the leg, but not always. By California law drivers may not work for more than five hours without a meal period of at least 30 minutes, except when a shift leg of no more than six hours will complete the day’s work and the meal period is waived by mutual consent of the employer and the employee. Some of the shift legs shorter than five hours also include scheduled 30‐minute breaks. Drivers are also
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TABLE 21: City Coach Vehicle Fleet ID Seating Wheelchair Bike Length Replacement Number Make Year Model Fuel Capacity Positions Capacity (Feet) Year 921 New Flyer 2009 C35LF CNG 30 8 2 35 2025 922 New Flyer 2009 C35LF CNG 30 2 2 35 2025 923 New Flyer 2009 C35LF CNG 30 2 2 35 2025 924 New Flyer 2009 C35LF CNG 30 2 2 35 2025 925 New Flyer 2009 C35LF CNG 30 2 2 35 2025 926 New Flyer 2009 C35LF CNG 30 2 2 35 2025 927 New Flyer 2009 C35LF CNG 30 2 2 35 2025 928 New Flyer 2009 C35LF CNG 30 2 2 35 2025 929 New Flyer 2009 C35LF CNG 30 2 2 35 2025 930 New Flyer 2009 C35LF CNG 30 2 2 35 2025 931 New Flyer 2010 C35LFR CNG 30 2 2 35 2026 932 New Flyer 2010 C35LFR CNG 30 2 2 35 2026 933 New Flyer 2010 C35LFR CNG 30 2 2 35 2026 934 New Flyer 2010 C35LFR CNG 30 2 2 35 2026 935 New Flyer 2010 C35LFR CNG 30 2 2 35 2026 936 New Flyer 2013 Xcelsior CNG 30 2 2 35 2028 937 New Flyer 2013 Xcelsior CNG 30 2 2 35 2028 938 New Flyer 2013 Xcelsior CNG 30 2 2 35 2028 961 Starcraft 2008 AllStar Type II Gas 12 2 2 23 2015 962 Starcraft 2008 AllStar Type II Gas 12 2 2 23 2015 963 ARBOC 2014 Spirit Gas 13 2 2 23 2021 964 ARBOC 2014 Spirit Gas 13 2 2 23 2021 965 ARBOC 2014 Spirit Gas 13 2 2 23 2021 966 Chevrolet 2015 4500 Gas 13 2 2 23 2022 967 Chevrolet 2015 4500 Gas 13 2 2 23 2022 authorized and required to take a 10‐minute paid break in the middle of every four‐hour work period. Unpaid lunch breaks are 45 minutes to two hours long. There are also several positions that have a mix of short shift legs (45 minutes to just over two hours) and short, unpaid breaks (generally 5 to 30 minutes). These drivers are providing lunch and break relief throughout the day to other drivers, and are also driving tripper routes.
Route Interlining
“Interlining” is the practice of operating individual buses on more than one route (typically alternating between routes). This strategy can improve on‐time reliability (by pairing a route that sometimes runs behind schedule with one that has a relatively “slack” schedule) and can be a convenience for passengers if there is a strong pattern of transfers between two routes. City Coach interlines two routes, Routes 2 and 8, Monday through Saturday. On weekdays, interlining begins after the second morning run on each route. On Saturdays, the two routes are interlined for the entire length of service.
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Transfer Opportunities at the Transportation Center and Transit Plaza
The current City Coach route schedule is designed around key transfer opportunities at the Transportation Center and the Transit Plaza. Table 22 shows when the buses on the individual routes are at the two transfer points over the course of each hour, indicating visually when transfers can be conveniently made between the various routes.
At the Transportation Center, key transfer times occur at the top and the bottom of each hour, when buses on Routes 1, 2, 4, 6 and 8 are all on‐site and passengers can thus directly transfer from one bus to another. Route 5 is offset from the other routes by roughly 15 minutes, indicating that a 15 minute wait at the Transportation Center is required for any transfer in both directions to and from Route 5.
Direct transfers are scheduled at the Transit Plaza between Route 2 (in the westbound direction) and Route 8. This provides convenient service from the southern portions of Vacaville served by Route 8 and the western portion of Vacaville served by Route 2, though there is a long wait at the Transit Plaza in the opposite direction. There is also a very short wait between Route 2 in the eastbound direction and Route 6. Route 5 passengers have relatively short waits (less than 10 minutes) when transferring to the other three routes in one direction, but long waits in the opposite direction.
Existing Travel Times and Transfer Requirements
The existing schedule was analyzed to identify the minimum in‐vehicle travel time needed to complete trips between various zones in the transit service area10. Table 23 presents these travel times, as well as the need to transfer between buses (indicated by a “T”) as well as the frequency of service (indicated by shading). As shown, many of the individual trips require 30 to 60 minutes to complete, with the longest travel time needed for a trip between the westernmost portion of the service area on Route 2 (such as Alamo Drive/Buck Avenue) and the easternmost portion on Route 1 (such as Yellowstone Drive/Sequoia Drive) at 68 minutes. Note that many trips require differing lengths of time in one direction versus the other, and some trips (particularly to and from southern Vacaville, and between downtown and the outlets area) are shorter to complete on differing routes in the opposite directions.
Bus Stop Inventory
Table 24 shows an inventory of City Coach’s bus stops, including which stops have shelters. City Coach maintains 211 bus stops. Of these stops, 40 have shelters. Routes 5 and 1 have the most shelters, 16 and 11, respectively. The other routes each have between two and eight shelters. Only a small proportion of the bus stops (7 to 12) are depicted for each route on the printed schedule and in the mobile app.
10 The specific zones are depicted in Figure 15, below. Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 57
TABLE 22: Scheduled Transfer Opportunities at Transportation Center and Transit
Minutes Past the Hour Transportation Center Transit Plaza
:00 1 dep 2 dep 4 dep 6 dep 8 dep :01 :02 :03 :04 :05 :06 :07 :08 :09 :10 2 WB 8 arr/dep :11 :12 :13 5 arr :14 2 arr :15 5 dep 5 arr/dep :16 :17 :18 :19 6 arr :20 :21 :22 2 EB :23 6 arr/dep :24 8 arr :25 4 arr :26 :27 :28 :29 :30 2 dep 4 dep 6 dep 8 dep :31 :32 :33 :34 :35 :36 :37 :38 :39 :40 2 WB 8 arr/dep :41 :42 :43 5 arr :44 2 arr :45 5 dep 5 arr/dep :46 :47 :48 6 arr :49 :50 :51 :52 2 EB :53 :54 8 arr 6 arr/dep :55 4 arr :56 :57 1 arr :58 :59
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5 38
Vly
T 5 43 21 Headways Pkwy West
Vaca ‐ Frequency
34128 5 west Service South
Minute ‐ and
60 9122740 5 east South
5 10 42 39 37 35 TO
ZONE Requirements, 5
40 15 43 50 4 41 Frequency
5 T 469191411308 Transfer
Minute ‐
30 5 10 38 27 17 13 21 22 13 town East Markham Outlets Times, Down
T5 TTTTTT TTTTTT 37 40 56 47 35 28 31 40 48 Travel
TTT T TT T 5 TTTTTT 88 TTTT T TTTT TT TTTTT TTTTT TTT T TT T 53 30 33 54 34 11 53 30 4732 15 10 19 17 21 57 12 32 9 296166032123 070 33124040 5027307 60 681549413852 16304 Coach
Valley Central Browns Minutes
Required in City
Valley
Time 23:
East Parkway West
Central Transfer Outlets
Markham Southeast Southwest Downtown = VV
Browns T Travel
FROM ZONE TABLE
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X X X X X X 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 2 2 6, 8 Alpine St. Markham Av. Novato Peabody Tulare Harvest Marna Bowline Dr. Elmira Rd. Hume Wy. Nut Tree Nut Tree Marshall Rd. Neidham Markham Av. Markham Av. Mason St Markham Av. Markham Av. Brown St. Brown St Brown St. Brown St. Brown St Monte Vista Av. Monte Vista Monte Vista Av. Browns Valley Nut Tree Rd E Monte Vista Aegean Way Aegean Way Aegean Way Davis St Davis St Marshall Rd. Marshall Rd. Peabody Rd. AllisonElder St Orchard Elmira Rd. Markham Av. Wesley Mason St Williams Markham Av.Markham Av. Rocky Hill Rd. Meadows Dr. Meadows Dr. Rocky Hill Rd Rocky Hill Rd. Rocky Hill Rd Manzanita Dr Brown St Beelard Beelard Vanden Rd. Youngsdale Dr. Nut Tree Rd. Youngsdale Dr. Ruby Dr. Youngsdale Dr. Youngsdale Dr. Morning Glory Morning Glory Larkspur Peabody Rd. California Dr. Peabody Rd. Beelard Marshall Rd. Marshall Rd.Marshall Rd. Alonzo Ct. Davis Davis St Stevenson Davis StMarshall Rd. Davis Marshall Rd. Marshall Rd. Bowline Dr. Elmira Rd Shasta Peabody Rd. Peabody Rd. Beelard Marshall Rd. Marshall Rd. Alamo Dr. Nut Tree Rd. Peabody Rd. Alamo Dr. Peabody Rd. Peabody Rd. Marshall Rd. Davis Davis Marshall Rd. Vanden Rd. Trower Park Lucky's Sutter Little Ceasar's Markham Elementary Markham Elementary School Bus Yard School Corp. Yard Primera Iglesia Juanita Meat Market Mexico Meat Market American Tires El Pollo Loco Outlets Ice Cream Shop Meadow wood Apts. Creekside Mobile Park Creekside Village Carl's Jr. Starbucks Sandpiper Village Apts. Peabody Rd. Beelard Park Hidden Creek Apts. Nelson Park Canal Walkway Meadowlands Park Car Wash 2601 Nut Tree Cambridge Elementary Nut Tree Rd. Taco Bell Lucky's 99 cent store Will C. Wood Win Co Foods Brenden Theaters Park and Ride Davis Self Storage Padan Park Will C. Wood Shell Station 1001 Allison Dr Jepson Food Fair 610 611 612 618 620 621 626 627 629 630 631 632 801 802 803 804 805 806 808 809 810 811 813 814 815 816 818 820 821 822 823 824 826 828 829 831 832 833 834 836 839 840 842 843 617 624 838 X 622 XX 623 625 X 817 XXXX 613 614 615 X 616 619 X 628 X 800 X 807 X 812 X 819 XX 825 X 827 830 XX 835 837 XX 841 2 2 2 4 4 4 4 4 4 4 4 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 6 6 6 6 6 6 6 6 6 1, 4 5, 6 5, 6 5, 6 5, 8 5, 6 4, 5, 6 Orange Dr Orange Dr Alamo Dr. Nut Tree Rd. Tulare Alamo Dr. Bel Air Dr Lomita Novato Rocky Hill Rd. Brown valley Valley North Village PkwVaca New Horizons Vaca Valley Grasslands Quality DrOrange Dr Vaca Valley Orange Dr Lawrence Dr Lawrence Dr Nut Tree Pkwy Harbison Dr Helen Power Dr. Helen Power Dr. Nut Tree Rd. Ulatis Dr Nut Tree Rd. Marshall Nut Tree Rd. Alamo Dr. Alamo Dr.Alamo Dr. Bel Air Dr Alamo Dr.Alamo Dr. Peabody Rd. Peabody Rd. Alamo Dr.Alamo Dr. Mariposa Alamo Dr. Alamo Ln. Davis St Alamo Dr.Alamo Dr. Marshall Merchant Butcher Rd MerchantDobbins St. Elm Alamo Dr.Alamo Dr. Butcher Rd Marshall Alamo Dr.Alamo Dr. Alamo Ct. Alamo Dr. Alamo Dr.Alamo Dr. Peabody Rd. Peabody Rd. Alamo Dr.Alamo Dr. Farmington Nut Tree Rd. Nut Tree Rd.Nut Tree Rd. Marshall Nut Tree Rd.Nut Tree Rd. Elmira Nut Tree Rd. Helen Power Dr. Nut Tree Rd Monte Vista Av. Monte Vista Av. Monte Vista Av. Monte Vista Av. Monte Vista Av. Brown St WrenthamWrentham Rollingwood Amberwood Nut Tree Rd. Yellowstone Nut Tree Rd.Nut Tree Rd. Summerfield Nut Tree Rd. Elmira Vaca Pena Nut Tree Rd. Alamo Dr. Rosewood Alamo Dr.Alamo Dr. Whitehall Merchant Stevenson Alamo Dr. Beythe Alamo Dr. Mariposa Alamo Dr. Marna Nut Tree Rd.Nut Tree Rd. Woodridge Bel Air Dr Rocky Hill Rd. Rocky Hill Rd. Meadows Dr. Harbison Dr. Nugget Market Solano College Genentech State Fund Kaiser Chrysler Dealership DMV Senior Manor Motel 6 Applebees Burlington Safeway/Target Baskin Robbins Wal-Mart 991 Nut Tree St. Josephs Raleys Raleys Creekside Gardens Sycamores Lucky's Mountain Mikes St. Anne Apts 1495 Alamo First Baptist Church Apartments Wal-Mart Tony's Ace Hardware McBride Senior Center Starbucks Three Oaks 7-11 AM PM Firehouse Rosegarden Apts. Walgreens River Run Apts. 3000 Alamo Autumn Leaves Walnut Glen Vaca Pena In Shape Vaca Valley Hospital 600 Nut Tree Hometown Buffet Premium Outlets Amici's Pizza Best Buy Taco Bell Goodwill Human Services 236 237 400 402 406 407 408 409 500 501 502 503 506 507 508 509 511 513 515 518 523 525 526 531 532 533 534 535 536 537 544 545 546 547 548 601 602 603 605 606 607 608 609 403 404 519 405 505 524 527 528 530 538 539 540 541 542 543 X 520 X 529 X 235 X 401 X 504 XX 510 X 512 XX 514 516 517 XX 521 522 X 604 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 1, 5 1, 4 2, 8 2, 8 2, 5 2, 5 2, 5 2, 6 2, 6 2, 6 2, 6 2, 6 2, 6 1, 5, 6 1, 5, 6 1, 5, 6 1, 5, 6 y Orchard Anita Eldridge Nut Tree Ponderosa Teton Rushmore Sequoia Maple Poplar Isle Royale Lassen Ulatis Markham St Olympic Burton Dr Ulatis Ulatis Burton Dr Burton Dr Nut Tree Orange Dr Yellowstone Burton Dr Burton Dr Burton Dr Burton Dr Elimra RdElimira RdMason Allison Dr. Shasta Dr Depot Merchant Merchant St Alamo Dr Alamo Dr Alamo DrOrchard Buck Ave Buck Ave Buck Ave Monte Vista Ave Brown St Brown St Brown St TipperaryBrowns Valley Bantry Dr Wrentham Harwinton Ct Ulatis Burton DrBurton Dr Ulatis Burton Dr Helen Power Yellowstone Nut Tree Yellowstone YellowstoneYellowstone McKinley YellowstoneYellowstone Glacier Yellowstone Leisure Town Leisure Town Gilley WyYellowstone Leisure Town Yellowstone Bryce Yellowstone Carlsbad Cc Yellowstone Glacier Yellowstone YellowstoneYellowstone Lassen Yellowstone McKinley YellowstoneYellowstone Olympic Yellowstone Rainer Nut Tree Ct Burton Dr MasonMerchant St Cernon Elizabeth Brown St Bennett Hill Rd Brown StBrowns Valley Shannon Tipperary Woodcrest Browns Valley Wexford Tipperary Browns Valley Tipperary Waterford Tipperary Roscommon Glen Eagle Browns Valley Glen EagleCt Browns Valley Glen Eagle Bald Eagle Wrenthan Graylyn Grey Hawk Brown St Ulatis Cultural Center Ulatis/UCC Country Garden Apts Merdian Professional Center 421 Nut Tree Extended Stay America Merril Gardens Outlets Sams Club Wal-Mart Saratoga Apts River Oaks Apts. Metro Store Les Schwab City Hall Valero Big Lots Church of Latter Day Alamo Creek Park Recycle Center Housing Authority Vacaville Museum Prime Time Nutrition Juanita Market La Primera Iglesia Trailer Park VUSD lot Markham Elementary Brown St Ridgview Park Millenium/In Shape Browns Valley Elementary 100 101 102 103 105 107 108 109 110 111 112 113 114 116 117 118 119 120 121 122 123 124 125 126 127 128 129 130 131 132 133 134 135 200 201 202 203 204 205 206 207 208 209 210 211 212 213 214 215 216 217 220 222 223 224 225 226 227 228 229 230 231 232 233 104 106 115 136 219 221 218 Stop # Stop Location On Street At Street Route Shelter Stop # Stop Location On Street At Street Route Shelter Stop # Stop Location On Street Street At Route Shelter TABLE 24: City Coach Bus Stop Inventory
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Chapter 4 City Coach Passenger Boarding/Alighting Data
LSC staff and contract staff under LSC direction rode City Coach buses on various days over a two‐week period between September 16 and October 7, 2017. Datta was collected regarding the number of passengers onboard at the beginning of the run, as well as the number boarding and alighting at each stop over the course of the run. Data was collected for a total of 356 runs on weekdays, as well as 85 runs on Saturdays. This data was analyzzed to generate the information presented below.
Ridership by Route by Run
The total ridership by run was calculated for each route. The observed totals of all sampled runs for each route were factored to yield the average weekday ridership during the school year by run, as shown in Table 25. Table 25 and Figure 16 also summarize the data by hour. This data reflects the significant peaks in passenger activity on Routes 2, 5, 6 and 8, associated with school bell times. The following runs had particularly high average boarding’s:
Route 8 7:00 AM run – 70.5 passengers Route 6 6:30 AM run – 53.9 passengers Route 5 6:30 AM run – 48.8 passengers Route 2 3:00 PM run – 45.7 passengers Route 8 3:00 PM run – 45.5 passengers Route 2 2:00 PM run – 40.9 passengers Route 6 7:00 AM run – 37.8 passengers Route 6 2:00 PM run ‐‐ 35.2 passengers
At the other extreme ridership of less than 5 passengers per run was observed during the following periods:
All Route 1 runs prior to 10:00 AM, and after 3:000 PM All Route 4 runs prior to 7:30 AM, at 9:30 AM, between 11:00 AM and 12:00 PM, and after 5:00 PM. The last runs of the day on Routes 5 and 8.
In comparison with the other routes, ridership during the midday period on Routes 5 and 8 was relatively robust, with all hours between 9 AM and 1 PM generating 30 or more passenger boardings.
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TABLE 25: Average Weekday Ridership by Route by Run During School Year
Half Hourly Start Route Time 1245(1)68Total
6:00 AM 4.0 21.6 2.9 16.5 6.2 6.7 57.9 6:30 AM 16.6 4.4 48.8 53.9 17.8 141.4 7:00 AM 0.8 13.9 4.9 17.2 37.8 70.5 145.1 7:30 AM 20.8 5.3 11.5 11.9 23.7 73.2 8:00 AM 3.2 5.6 5.8 19.4 12.8 10.0 56.7 8:30 AM 5.6 2.9 16.5 7.6 6.2 38.8 9:00 AM 2.6 8.0 5.8 17.6 13.6 10.5 58.2 9:30 AM 5.6 3.6 25.1 15.9 5.6 55.8 10:00 AM 9.0 7.5 11.6 13.4 18.2 5.6 65.2 10:30 AM 6.0 6.9 19.2 13.8 8.4 54.4 11:00 AM 6.9 7.2 4.7 17.7 14.5 9.3 60.2 11:30 AM 5.8 3.9 20.6 14.3 7.8 52.3 12:00 PM 1.6 8.5 4.9 22.5 20.4 7.2 65.1 12:30 PM 16.0 7.3 20.1 14.8 8.2 66.4 1:00 PM 6.9 18.8 4.4 28.7 9.1 11.5 79.3 1:30 PM 8.0 5.1 23.9 19.9 8.3 65.2 2:00 PM 8.7 40.9 12.1 24.0 35.2 7.8 128.7 2:30 PM 24.4 9.2 40.2 31.8 22.2 127.8 3:00 PM 6.4 45.7 9.5 28.2 19.9 45.5 155.1 3:30 PM 14.0 5.1 15.1 7.2 10.0 51.4 4:00 PM 4.8 6.4 7.3 21.5 11.9 5.6 57.5 4:30 PM 5.3 5.3 18.1 5.7 20.0 54.4 5:00 PM 3.2 12.0 9.2 14.4 13.1 6.7 58.5 5:30 PM 5.6 2.9 2.9 5.7 2.2 19.3 6:00 PM 0.0 Total Weekday 58 330 145 503 415 337
Avg. Saturday 24 85 39 246 199 93
Total by Hour 6:00 AM 4.0 38.2 7.3 65.3 60.2 24.4 199.3 7:00 AM 0.8 34.7 10.2 28.7 49.8 94.2 218.3 8:00 AM 3.2 11.2 8.7 35.9 20.3 16.2 95.5 9:00 AM 2.6 13.6 9.5 42.7 29.5 16.1 114.0 10:00 AM 9.0 13.5 18.6 32.6 32.0 14.0 119.6 11:00 AM 6.9 13.0 8.5 38.3 28.8 17.0 112.5 12:00 PM 1.6 24.6 12.1 42.6 35.2 15.4 131.5 1:00 PM 6.9 26.8 9.5 52.6 28.9 19.8 144.5 2:00 PM 8.7 65.3 21.3 64.2 67.0 30.0 256.6 3:00 PM 6.4 59.7 14.6 43.3 27.1 55.5 206.4 4:00 PM 4.8 11.8 12.6 39.6 17.6 25.5 111.9 5:00 PM 3.2 17.6 12.1 17.2 18.7 8.9 77.8 6:00 PM 0.0
Note 1: Route 5 run start times are 15 minutes later than the half hourly start time. Source: Onboard counts conducted 9/26/17 through 10/5/17. Total of 356 runs
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Figure 16: Ridership by Route by Hour Weekday During School Year 100 1 2 4 5 6 8 90
80
70 Route 60 by
50 Ridership 40
Hourly 30
20
10
0 6:00 AM 7:00 AM 8:00 AM 9:00 AM 10:00 AM11:00 AM12:00 PM 1:00 PM 2:00 PM 3:00 PM 4:00 PM 5:00 PM
Daily Ridership Activity by Stop
The average weekday passenger activity (boarding and alighting) at each stop is shown in Tables 26 through 31 for each of the six fixed routes. A review of these tables yields the following highlights:
Route 1’s busiest stop is the Transportation Center, followed by Kaiser Hospital and Wal‐Mart. Of note, there were no observed passengers boarding or alighting on the four stops between Meridian Professional Center and Yellowstone/Nut Tree.
The busiest stop on Route 2 is the Transit Plaza (also used by Vacaville HS students), with a total of 164.2 passenger boarding’s and alightings over the two times per run that this stop is served, followed by the Transportation Center with 87.5. Another popular stop is Food Fair, with 58.2 passengers. Relatively low ridership is generated by the stops along Elmira Road and Mason Street, and portions of the Browns Valley area.
Busy stops on Route 4 consist of the Transportation Center, Kaiser, and Solano Community College. Relatively low ridership is generated on the stops along Orange Drive between Laurence Drive and Nut Tree Parkway. The on‐call stop at State Fund generates only 3.6 passenger‐trips per day.
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TABLE 26: Route 1 Average Daily Passenger Boarding/Alighting and Load by Stop Weekdays During School Year Passengers Load After Stop Stop On Off Total Average Maximum Transportation Center (departure) 8.7 0.0 8.7 0.8 5 Ulatis Cultural Center 2.7 0.7 3.3 0.9 5 Corner of Ulatis and UCC 0.0 0.0 0.0 0.9 5 Ulatis & Burton Dr 0.0 1.3 1.3 0.9 5 Burton Dr & Ulatis 0.0 1.3 1.3 0.8 5 Country Garden Apts 1.3 2.0 3.3 0.8 5 Burton Dr & Helen Power 0.0 0.7 0.7 0.8 5 Meridian Professional Center 0.0 0.0 0.0 0.8 5 Burton Dr & Nut Tree 0.0 0.0 0.0 0.8 5 421 Nut Tree 0.0 0.0 0.0 0.8 5 Yellowstone & Nut Tree 0.0 0.0 0.0 0.8 5 Yellowstone & Ponderosa 0.7 0.7 1.3 0.9 5 Yellowstone & McKinley 0.0 0.0 0.0 0.8 5 Yellowstone & Teton 1.3 1.3 2.7 0.8 5 Yellowstone & Glacier 0.7 2.0 2.7 0.8 5 Yellowstone & Rushmore 2.0 2.7 4.7 0.7 4 Yellowstone & Sequoia 0.7 5.3 6.0 0.6 4 Leisure Town Rd / Maple 4.0 1.3 5.3 0.7 3 Leisure Town Rd / Poplar 0.0 2.0 2.0 0.5 3 Leisure Town / Orange Dr. 0.0 1.3 1.3 0.5 3 Kaiser Hospital 6.7 7.3 14.0 0.5 3 Self Storage / Leisure Town‐Orange Dr 1.3 0.0 1.3 0.5 3 Leisure Town Rd & Gilley Rd 0.0 0.7 0.7 0.5 3 Brookdale Sr. Living 2.0 0.7 2.7 0.6 4 Yellowstone & Bryce 2.0 0.0 2.0 0.6 4 Yellowstone & Carlsbad Cc 2.7 0.7 3.3 0.7 4 Yellowstone & Glacier 0.0 0.0 0.0 0.7 4 Yellowstone & Isle Royale 0.0 0.0 0.0 0.7 4 Yellowstone & Lassen 0.7 0.0 0.7 0.8 4 Yellowstone & Lassen 0.0 0.0 0.0 0.8 4 Yellowstone & McKinley 0.0 0.0 0.0 0.8 4 Yellowstone & McKinley ‐ Olympic 1.3 2.0 3.3 0.7 4 Yellowstone & Olympic 0.7 0.0 0.7 0.8 4 Yellowstone & Rainer 0.7 0.7 1.3 0.8 4 Yellowstone & Nut Tree Ct. 0.7 0.0 0.7 0.8 4 Outlets 0.7 0.0 0.7 0.8 4 Sams Club 3.3 2.7 6.0 0.9 4 Wal‐Mart 9.3 3.3 12.7 1.1 6 Saratoga Apts 2.0 0.0 2.0 1.2 6 Burton Dr & Ulatis 0.0 0.0 0.0 1.2 6 Ulatis Cultural Center 2.0 3.3 5.3 1.1 8 Transportation Center (arrival) 0.0 17.3 17.3 0.4 3 Source: Counts conducted in October 2017, adjusted to average weekday during school year. Total of 27 runs.
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TABLE 27: Route 2 Average Daily Passenger Boarding/Alighting and Load by Stop Weekdays During School Year Passengers Load After Stop Stop On Off Total Average Maximum Transportation Center (departure) 39.7 0.0 39.7 1.8 14 River Oaks Apts. / Elmira & Allison 3.5 4.0 7.5 1.7 15 Metro Store / Elmira & Shasta 5.8 1.2 6.9 1.8 15 Les Schwab / Mason & Dept 0.6 3.5 4.0 1.8 15 Mason & Elizabeth 1.2 4.6 5.8 1.7 15 Transit Plaza 49.5 31.1 80.6 2.2 19 Merchant St & Cernon 0.0 4.0 4.0 2.1 19 City Hall / Merchant St. 5.8 1.2 6.9 2.3 19 Valero / Merchant & Orchard 4.0 2.9 6.9 2.3 20 Big Lots / Alamo Dr 7.5 4.6 12.1 2.4 20 Church of Latter Day Saints / Alamo 1.7 2.3 4.0 2.4 21 Alamo Creek Park / Alamo & Buck 1.2 5.2 6.3 2.3 20 Jepson / Elder St. 14.4 12.7 27.1 2.4 23 Food Fair / Orchard 41.5 16.7 58.2 2.8 30 Recycle Center / Orchard & Anita 1.7 2.9 4.6 2.7 30 Housing Authority / Buck & Eldridge 8.6 4.0 12.7 2.8 30 Vacaville Museum / Buck Ave 1.2 2.9 4.0 2.8 30 Transit Plaza 57.6 25.9 83.5 3.4 46 Prime Time Nutrition / Monte Vista 8.6 7.5 16.1 3.4 47 Juanita Market / Brown St. 6.9 4.6 11.5 3.5 47 La Primera Iglesia / Brown St 0.6 10.9 11.5 3.3 41 Trailer Park / Brown St 1.2 17.9 19.0 2.9 35 Brown St & Bennett Hill Rd 4.0 7.5 11.5 2.8 30 Markham Elem. / Brown & Markham 1.7 18.4 20.2 2.5 27 Brown St & Woodcrest 0.6 0.0 0.6 2.5 27 Browns Valley & Shannon 0.0 11.5 11.5 2.3 26 Tipperary & Browns Valley 5.2 10.4 15.5 2.2 22 Browns Valley & Wexford 1.7 3.5 5.2 2.1 22 Tipperary & Waterford 4.0 7.5 11.5 2.0 18 Tipperary & Roscommon 6.3 7.5 13.8 2.0 16 Ridgview Park / Tipperary & Bantry 10.4 14.4 24.8 1.9 11 Tipperary & Browns Valley 9.8 16.1 25.9 1.8 8 Millenium/In Shape 6.3 4.0 10.4 1.9 8 Glen Eagle & Browns Valley 1.7 2.3 4.0 1.9 9 Glen Eagle & Bald Eagle 0.6 2.3 2.9 1.8 9 Glen Eagle & Grey Hawk 1.7 0.0 1.7 1.9 10 Wrenthan & Graylyn Ct 2.3 4.0 6.3 1.8 10 Browns Valley Elem. / Wrentham 5.2 8.6 13.8 1.7 12 Wrenthan & Rollingwood 0.6 3.5 4.0 1.7 12 Wrentham & Amberwood 1.2 1.2 2.3 1.7 12 Nugget Market / Brown Valley 4.0 6.3 10.4 1.6 13 Transportation Center (arrival) 0.0 47.8 47.8 0.6 13 Source: Counts conducted in October 2017, adjusted to average weekday during school year. Total of 71 runs.
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Weekdays by TABLE Stop Genentech State Motel Transportation Solano Kaiser Chevron Extended Applebees Burlington Dodge Transportation Source: DMV Senior
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TABLE 29: Route 5 Average Daily Passenger Boarding/Alighting and Load by Stop Weekdays During School Year Passengers Load After Stop Stop On Off Total Average Maximum Transportation Center (departure) 43.2 0.0 43.2 1.8 18.0 Safeway/Target ‐ Harbison Dr 12.8 2.7 15.5 2.9 19.0 Baskin Robbins / Helen Power Dr 1.1 1.1 2.1 3.3 19.0 Wal‐Mart / Helen Power Dr 29.8 4.8 34.6 3.3 19.0 Burton Common Apts / Burton Dr 7.5 1.6 9.1 4.3 22.0 1350 Burton / Burton & Nut Tree 2.7 1.6 4.3 4.5 23.0 421 Nut Tree 3.2 1.1 4.3 4.6 22.0 Nut Tree Rd & Yellowstone 1.6 4.3 5.9 4.6 22.0 991 Nut Tree (at Ulatis) 0.5 1.6 2.1 4.6 22.0 Nut Tree Rd & Summerfield 6.9 2.7 9.6 4.5 22.0 Nut Tree Rd & Elmira 7.5 6.4 13.9 4.6 22.0 Nut Tree Rd & Vaca Pena 25.6 2.1 27.7 4.7 20.0 St. Josephs / Nut Tree & Marshall 11.2 8.5 19.7 5.2 38.0 Nut Tree Rd & Bel Air Dr 4.3 3.2 7.5 5.3 38.0 Raleys / Nut Tree & Alamo 20.8 13.3 34.1 5.4 35.0 Raleys / Alamo & Nut Tree 5.3 3.2 8.5 5.4 35.0 Creekside Gardens / Alamo & Bel Air 10.7 5.3 16.0 5.5 35.0 Sycamores / Alamo & Tulare 2.1 4.8 6.9 5.6 35.0 Lucky's / Alamo & Peabody 9.1 10.7 19.7 5.5 35.0 Mountain Mikes / Alamo & Peabody 7.5 10.7 18.1 5.5 34.0 Alamo Dr & Rosewood 1.1 1.6 2.7 5.5 33.0 St. Anne Apts / Alamo & Mariposa 8.5 13.9 22.4 5.4 33.0 1495 Alamo Dr (at Alamo Lane) 8.5 20.2 28.8 5.3 25.0 First Baptist Church / Alamo & Davis 8.5 6.9 15.5 4.8 20.0 Alamo Dr & Whitehall 0.5 5.9 6.4 4.9 20.0 Alamo Dr 0.5 1.1 1.6 4.8 20.0 Walnut Grove Sr Apts / Alamo & Marshall 9.1 13.9 22.9 4.8 20.0 Wal‐Mart / Alamo & Butcher 5.9 11.7 17.6 4.7 21.0 Tony's / Merchant & Alamo 2.1 10.7 12.8 4.5 21.0 Ace Hardware / Merchant & Elm 1.6 6.9 8.5 4.2 19.0 Merchant & Stevenson 0.0 3.2 3.2 4.0 19.0 Mc Bride Senior Center / Dobbins St 4.8 12.8 17.6 3.9 19.0 Transit Plaza 68.7 45.3 114.0 3.7 19.0 Merchant & Cernon 0.5 0.5 1.1 4.3 19.0 City Hall / Merchant 7.5 1.1 8.5 4.3 19.0 Valero / Merchant & Orchard 8.5 1.1 9.6 4.4 19.0 Starbucks / Alamo & Butcher 4.8 4.3 9.1 4.6 19.0 Three Oaks / Alamo & Marshall 10.1 6.4 16.5 4.5 20.0 Alamo & Beythe 3.7 1.6 5.3 4.7 21.0 7‐11 / Alamo Dr & Alamo Ct 14.4 6.9 21.3 4.8 22.0 AM PM / Alamo Dr 16.5 4.8 21.3 5.0 23.0 Alamo Dr & Mariposa 13.9 8.5 22.4 5.3 26.0 Firehouse / Alamo Dr 1.6 2.1 3.7 5.4 31.0 Rosegarden Apts./ Alamo & Peabody 7.5 6.9 14.4 5.4 31.0 Walgreens / Alamo & Peabody 10.7 8.0 18.6 5.4 31.0 Alamo Dr & Marna 3.2 3.2 6.4 5.4 30.0 River Run Apts. / Alamo Dr & Farmington 4.8 10.1 14.9 5.4 30.0 3000 Alamo 5.9 8.5 14.4 5.4 30.0 Autumn Leaves / Nut Tree Rd 10.7 9.1 19.7 5.3 30.0 Nut Tree Rd & Woodbridge 1.1 5.3 6.4 5.3 30.0 Nut Tree Rd & Bel Air Dr 1.6 2.1 3.7 5.2 30.0 Walnut Glen / Nut Tree Rd & Marshall 8.0 19.2 27.2 5.2 30.0 Vaca Pena / Nut Tree Rd 4.3 30.9 35.2 5.0 30.0 CVS / Nut Tree Rd & Elmira 4.3 7.5 11.7 4.3 15.0 Vaca Valley Hospital/ Nut Tree Rd 4.8 9.1 13.9 4.3 14.0 600 Nut Tree 5.3 11.7 17.1 4.2 14.0 Behind Outlets / Burton Dr 3.7 12.3 16.0 4.0 15.0 Sams Club / Burton & Helen Power 6.4 14.9 21.3 3.7 14.0 Hometown Buffet / Helen Power Dr 0.5 3.2 3.7 3.4 14.0 Burlington Coat Factory / Harbison Dr 5.9 17.1 22.9 3.4 14.0 Transportation Center (arrival) 0.0 34.6 34.6 3.0 13.0 Source: Counts conducted in October 2017, adjusted to average weekday during school year. Total of 62 runs. Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 67
TABLE 30: Route 6 Average Daily Passenger Boarding/Alighting and Load by Stop Weekdays During School Year Passengers Load After Stop Stop On Off Total Average Maximum Transportation Center (departure) 48.0 0.4 48.5 1.8 7.0 Safeway/Target ‐ Harbison Dr 14.1 7.9 22.0 2.0 7.0 Baskin Robbins / Helen Power Dr 1.2 1.2 2.5 2.0 7.0 Wal‐Mart / Helen Power Dr 23.6 10.8 34.4 2.8 12.0 Meridian Professional Center 2.1 1.7 3.7 2.8 12.0 Burton Dr & Nut Tree 3.3 0.0 3.3 2.9 12.0 Premium Outlets / Nut Tree Rd 3.7 2.9 6.6 2.9 12.0 Amici's Pizza / E Monte Vista 2.5 5.8 8.3 2.8 12.0 Best Buy / E Monte Vista 3.7 4.1 7.9 2.8 11.0 Taco Bell / E Monte Vista 3.3 3.3 6.6 2.9 12.0 Goodwill / E Monte Vista 2.5 3.7 6.2 2.8 11.0 Human Services / E Monte Vista & Brown 10.8 10.4 21.1 2.9 11.0 Brown St & E Monte Vista 2.1 3.3 5.4 2.8 11.0 Brown St & Hazel St 8.3 2.1 10.4 2.9 14.0 Mobile Home Park / Brown 13.7 2.9 16.6 3.1 24.0 Brown St & Bennet Hill 14.9 9.1 24.0 3.3 29.0 Brown St 2.9 1.7 4.6 3.3 29.0 Jehovas Witness / Brown & Markham 8.7 5.8 14.5 3.4 30.0 Rocky Hill Rd & Lomita 10.8 3.3 14.1 3.7 36.0 Rocky Hill Rd & Novato 7.0 2.5 9.5 3.8 41.0 Meadows Dr & Rocky Hill Rd 17.4 3.3 20.7 4.1 41.0 Trower Park / Markham Av 7.0 5.4 12.4 4.2 41.0 Markham & Wesley 7.5 4.1 11.6 4.2 42.0 Lucky's / Markham 5.8 14.9 20.7 3.9 44.0 Transit Plaza 67.1 106.9 174.0 2.7 36.0 Mason & Williams 1.7 2.1 3.7 2.6 36.0 Sutter / Mason St 9.9 5.0 14.9 2.8 34.0 Lillte Ceasar's / Markham 15.3 8.7 24.0 3.1 33.0 Markham & Rocky Hill Rd 5.0 4.6 9.5 3.1 32.0 Markham & Meadows Dr 4.1 7.9 12.0 3.0 28.0 Meadows Dr & Rocky Hill Rd 6.6 14.5 21.1 2.8 20.0 Rocky Hill Rd & Novato 6.6 5.0 11.6 2.9 18.0 Rocky Hill Rd & Manzanita 6.2 3.7 9.9 3.0 15.0 Markham Elem. / Markham & Alpine 5.8 7.5 13.3 2.9 21.0 Markham Elem. / Brown & Markham 5.4 0.8 6.2 3.0 23.0 Brown St 0.4 4.6 5.0 2.9 15.0 School Bus Yard / Brown St 12.0 9.1 21.1 3.0 11.0 School Corp. Yard / Brown St 6.6 2.5 9.1 3.1 10.0 Primera Iglesia / Brown St 2.5 3.3 5.8 3.1 10.0 Juanita Meat Market / Brown St 7.9 5.0 12.8 3.2 10.0 Mexico Meat Market / E Monte Vista 9.1 5.8 14.9 3.3 10.0 American Tires / E Monte Vista 0.8 3.3 4.1 3.2 10.0 El Pollo Loco / E Monte Vista & Br Val 1.2 2.5 3.7 3.2 10.0 Outlets / Nut Tree Rd 4.6 14.1 18.6 2.8 9.0 Outlets / Burton Dr 2.5 11.6 14.1 2.5 8.0 Sams Club / Burton Dr 4.1 23.2 27.3 1.8 7.0 Hometown Buffet / Helen Power Dr 0.8 6.2 7.0 1.6 8.0 Burlington / Harbison Dr 3.7 23.2 26.9 1.0 5.0 Transportation Center (arrival) 3.7 28.2 31.9 0.2 5.0 Source: Counts conducted in October 2017, adjusted to average weekday during school year. Total of 68 runs. Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 68
TABLE 31: Route 8 Average Daily Passenger Boarding/Alighting and Load by Stop Weekdays During School Year Passengers Load After Stop Stop On Off Total Average Maximum Transportation Center (depart) 57.8 0.0 57.8 2.1 8.0 River Oaks Apartments / Elmira & Allison 0.5 0.5 1.0 2.1 8.0 Meadow wood Apts. / Aegean Way 2.0 3.5 5.5 2.1 8.0 Creekside Mobile Park / Aegean Way 7.0 2.5 9.6 2.2 10.0 Creekside Village / Aegean Way 3.0 1.5 4.5 2.2 12.0 Carl's Jr. / Peabody Rd & Elmira 4.0 8.6 12.6 2.1 13.0 Starbucks / Peabody Rd & Hume Wy 1.0 0.0 1.0 2.1 13.0 Sandpiper Village Apts. / Peabody & Marshall 30.7 18.1 48.8 2.4 33.0 Beelard & Peabody 8.0 10.1 18.1 2.3 32.0 Beelard & Tulare 0.5 7.5 8.0 2.1 32.0 Beelard Park / Beelard 4.0 3.0 7.0 2.2 29.0 Hidden Creek Apts. / Marshall Rd 1.5 3.5 5.0 2.1 29.0 Nelson Park / Nut Tree 6.5 4.5 11.1 2.1 26.0 Canal Walkway / Marshall Rd 10.6 8.6 19.1 2.2 23.0 Meadowlands Park / Vanden 14.6 14.6 29.2 2.2 15.0 Vanden Rd & Harvest 13.6 10.6 24.1 2.2 25.0 Car Wash / Alamo Dr & Nut Tree 5.0 7.0 12.1 2.2 30.0 2601 Nut Tree 3.0 1.5 4.5 2.3 31.0 Cambridge Elementary / Nut Tree & Neidham 2.0 1.5 3.5 2.3 31.0 Youngsdale Dr & Nut Tree Rd 7.0 1.5 8.6 2.4 32.0 Youngsdale Dr & Ruby Dr 5.5 1.5 7.0 2.5 32.0 Youngsdale Dr & Marna 1.5 1.5 3.0 2.5 32.0 Youngsdale Dr & Morning Glory 5.5 1.5 7.0 2.6 33.0 Morning Glory & Larkspur 3.0 1.5 4.5 2.7 33.0 Peabody Rd & California Dr 1.0 0.0 1.0 2.7 33.0 Taco Bell / Peabody & Alamo 1.0 0.0 1.0 2.7 33.0 Lucky's / Peabody Rd 4.0 1.5 5.5 2.8 31.0 Peabody Rd & Beelard 4.0 1.0 5.0 2.8 31.0 99 cent store / Peabody 5.0 6.5 11.6 2.8 31.0 Will C. Wood / Marshall Rd 20.1 30.7 50.8 2.5 20.0 Marshall Rd & Bowline 3.0 2.5 5.5 2.6 21.0 Marshall Rd & Alonzo Ct 3.5 3.0 6.5 2.6 21.0 Marshall Rd & Davis 9.1 3.5 12.6 2.7 20.0 Win Co Foods / Davis 5.5 11.1 16.6 2.6 22.0 Brenden Theaters / Davis 2.0 12.1 14.1 2.3 21.0 Mason & Davis 0.5 3.0 3.5 2.3 21.0 McBride Senior Center / Dobbins 5.0 13.1 18.1 2.1 21.0 Transit Plaza 34.7 32.7 67.4 2.1 13.0 Mason & Williams 1.5 1.5 3.0 2.1 13.0 Davis St & Sevenson 0.0 0.0 0.0 2.1 13.0 Park and Ride / Davis St 0.5 6.0 6.5 2.0 13.0 Davis Self Storage / Davis St 5.5 1.0 6.5 2.1 16.0 Davis St & Marshall Rd 0.5 0.0 0.5 2.1 16.0 Marshall Rd & Davis 0.5 1.5 2.0 2.1 16.0 Padan Park / Marshall & Padan Sch Rd 4.5 2.0 6.5 2.2 16.0 Marshall Rd & Bowline 0.5 3.5 4.0 2.1 16.0 Will C. Wood / Marshall Rd 9.6 13.6 23.1 2.0 20.0 Shell Station / Peabody Rd 10.1 2.0 12.1 2.2 19.0 Elmira Rd & Shasta 4.0 3.5 7.5 2.2 19.0 1001 Allison Dr (at Elmira) 3.0 6.0 9.1 2.1 14.0 Transportation Center (arrive) 0.0 50.8 50.8 0.6 6.0 Source: Counts conducted in October 2017, adjusted to average weekday during school year. Total of 64 runs. Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 69
The Transit Plaza is the busiest stop on Route 5 with 114 passengers, followed by the Transportation Center with 77.8. Ridership is spread well across this route, with many stops generating 15 or more passenger‐trips per day. The only portion with low ridership on successive stops is along Nut Tree Route between Helen Power Drive and Ulatis Drive.
Route 6’s busiest stop is also the Transit Plaza (174 passengers), followed by the Transportation Center (80.4) and Wal‐Mart (34.4). Ridership is relatively low on the eastern portion of Monte Vista Avenue, but relatively strong in the Markham and downtown areas.
The higher passenger activity on Route 8 is generated by the stops serving Will C. Wood High School (including the adjacent stop at Peabody/Marshall) with a total of 122.7 passengers, followed by the Transportation Center with 108.6 and the Transit Plaza with 67.4. All portions of this route are relatively strong ridership generators.
Route 1 also includes the “Leisure Town Connect” service option, whereby passengers can call for a pick‐up at their home in the Leisure Town area (along Yellowstone Drive between Nut Tree Road and Sequoia Drive). For their trip home, some passengers will call but the majority simply asks the bus driver to drop them off at home as they board at a fixed stop. While these on‐demand passengers were recorded at the nearest stop along Yellowstone Drive by the surveyors, the transit contractor keeps a log of on‐demand service requests that can be used to more accurately review the level of on‐request activity in this area. A review of two weeks of these logs indicates an average of 6.8 pick‐up requests per day. Compared with the total passenger boardings in the Connect service area (28.9), this indicates that approximately 25 percent of all passengers in this area board (and presumably also alight) in this area using the Connect option for service to their home, while the other 75 percent board and alight at the stops along Yellowstone Drive.
As many stops are served by more than one route, it is also useful to review total ridership activity by stop, over all routes. Table 32 presents this information, ranked by the total boarding activity. Beyond the two key transit hubs (Transportation Center and Transit Plaza), other busy stops are Food Fair, Kaiser, around Will C. Wood High School, at Vaca‐Pena Middle School and Wal‐Mart. Of note, half of all passenger activity occurs at only the top 12 bus stops. On the other hand, 66 stops have less than 5 daily boardings plus alightings.
Passenger Loads
The passenger boarding/alighting data can also be used to calculate passenger loads along each route on each surveyed run. This data is particularly useful in evaluating appropriate vehicle size. The average and peak observed load is provided for each stop along each route in Tables 26‐31. In addition, this information is summarized for all six routes by run in Table 33. A review of this data indicates the following:
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Observed passenger loads are highest on Route 2 (up to 47 passengers) and Route 6 (44 passengers), followed by 38 passengers on Route 5 and 33 on Route 8. Maximum loads on Routes 1 and 4 are substantially lower, at 4 and 11 respectively. As the largest buses in the City Coach fleet have a seating capacity of 30, this indicates that up to 17 passengers are standing on the busiest runs.
Peak loads by run reflect the school bell times, but vary between routes. On Route 2, peak loads are in the afternoon (2:00 PM, 2:30 PM and 3:00 PM runs), but are much lower in the morning. On Routes 5, 6 and 8, however, peak loads occur both in the morning and the afternoon. Morning peak loads occur on the 6:30 AM run of Route 5, the 6:30 AM and 7:00 AM runs of Route 6, and the 7:00 AM run of Route 8.
Routes 1, 2 and 4 all have periods of the day with low passenger loads:
o Route 1 loads are less than 5 both prior to 11:00 AM as well as after 2:00 PM. o Route 2 loads are 5 or less from 8:00 AM to 11:30 AM. o Route 4 loads do not exceed 5 until the 10:30 AM run.
Note that these figures (the total passengers onboard at any one time) differ from the figures presented at the outset of this chapter regarding the total number of passengers boarding over the entire run.
The table also presents the 95th percentile passenger load (that number which is only exceeded on 5 percent of the runs) as well as the 90th percentile (exceeded on only 10 percent of the runs). These figures reflect the low occurrence of high passenger loads. For example on Route 2 with a maximum load of 44, only 5 percent of the runs have more than 14 passengers onboard anywhere along the route.
City Coach has a performance standard of striving to not exceed 145 percent of the seating capacity. The table presents the seating capacity that would be required to accommodate the peak loads given this standard on each route, which ranges from 6 on Routes 1 and 4 to 33 on Route 2. Compared with the existing maximum City Coach bus seating capacity of 30, this indicates that the standard is exceeded on a few runs on both Route 2 and 6.
While the focus of this discussion is the passenger loads on weekdays, Table 33 also presents the observed maximum passenger load on Saturdays. This only reaches as high as 12 (on Routes 5 and 6), indicating that weekday passenger activity is the key consideration regarding vehicle capacity.
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TABLE 32: Bus Stop Daily Boarding and Alighting Activity Average Weekday During School Year, Ranked by Boarding Activity
Stop Boarding Alighting Both Stop Boarding Alighting Both
Transportation Center 215.5 199.2 414.7 River Oaks Apts. / Elmira & Allison 3.5 4.0 7.5 Transit Plaza 210.6 135.0 345.6 Alamo Dr & Marna 3.2 3.2 6.4 Food Fair / Orchard 41.5 16.7 58.2 421 Nut Tree 3.2 1.1 4.3 Kaiser / Quality Dr & Vaca Valley 32.8 26.8 59.6 Burlington / Harbison Dr. 3.1 9.7 12.8 Sandpiper Village Apts. / Peabody & Marshall 30.7 18.1 48.8 1001 Allison Dr (at Elmira) 3.0 6.0 9.1 Wal-Mart / Helen Power Dr 29.8 4.8 34.6 2601 Nut Tree 3.0 1.5 4.5 Will C. Wood / Marshall Rd 29.7 44.3 73.9 Creekside Village / Aegean Way 3.0 1.5 4.5 Nut Tree Rd & Vaca Pena 25.6 2.1 27.7 Morning Glory & Larkspur 3.0 1.5 4.5 Raleys / Nut Tree & Alamo 20.8 13.3 34.1 Yellowstone & Carlsbad Cc 2.7 0.7 3.3 Solano College / No Village Pkwy & Vaca Valley 18.4 24.1 42.5 1350 Burton / Burton & Nut Tree 2.7 1.6 4.3 AM PM / Alamo Dr 16.5 4.8 21.3 State Fund / Grasslands (Call Stop) 2.6 1.0 3.6 Tipperary & Browns Valley 15.0 26.5 41.5 Wrenthan & Graylyn Ct 2.3 4.0 6.3 Meadowlands Park / Vanden 14.6 14.6 29.2 Tony's / Merchant & Alamo 2.1 10.7 12.8 Jepson / Elder St. 14.4 12.7 27.1 Sycamores / Alamo & Tulare 2.1 4.8 6.9 7-11 / Alamo Dr & Alamo Ct 14.4 6.9 21.3 Applebees / Nut Tree Pkwy 2.0 0.5 2.6 Alamo Dr & Mariposa 13.9 8.5 22.4 Brenden Theaters / Davis 2.0 12.1 14.1 Vanden Rd & Harvest 13.6 10.6 24.1 Meadowwood Apts. / Aegean Way 2.0 3.5 5.5 City Hall / Merchant St. 13.2 2.2 15.4 Cambridge Elementary / Nut Tree & Neidham 2.0 1.5 3.5 Safeway/Target - Harbison Dr 12.8 2.7 15.5 Yellowstone & Rushmore 2.0 2.7 4.7 Valero / Merchant & Orchard 12.6 3.9 16.5 Brookdale Sr. Living 2.0 0.7 2.7 St. Josephs / Nut Tree & Marshall 11.2 8.5 19.7 Saratoga Apts 2.0 0.0 2.0 Autumn Leaves / Nut Tree Rd 10.7 9.1 19.7 Yellowstone & Bryce 2.0 0.0 2.0 Walgreens / Alamo & Peabody 10.7 8.0 18.6 Markham Elem. / Brown & Markham 1.7 18.4 20.2 Creekside Gardens / Alamo & Bel Air 10.7 5.3 16.0 Browns Valley & Wexford 1.7 3.5 5.2 Canal Walkway / Marshall Rd 10.6 8.6 19.1 Recycle Center / Orchard & Anita 1.7 2.9 4.6 Ridgview Park / Tipperary & Bantry 10.4 14.4 24.8 Church of Latter Day Saints / Alamo 1.7 2.3 4.0 Three Oaks / Alamo & Marshall 10.1 6.4 16.5 Glen Eagle & Browns Valley 1.7 2.3 4.0 Shell Station / Peabody Rd 10.1 2.0 12.1 Glen Eagle & Grey Hawk 1.7 0.0 1.7 McBride Senior Center / Dobbins 9.8 25.9 35.7 Ace Hardware / Merchant & Elm 1.6 6.9 8.5 Sams Club / Burton & Helen Power 9.7 17.6 27.3 Nut Tree Rd & Yellowstone 1.6 4.3 5.9 Marshall Rd & Davis 9.6 5.0 14.6 Firehouse / Alamo Dr 1.6 2.1 3.7 Wal-Mart 9.3 3.3 12.7 Chevron Gas Station / Carl's Jr. 1.5 1.0 2.6 Walnut Grove Sr Apts / Alamo & Marshall 9.1 13.9 22.9 Hidden Creek Apts. / Marshall Rd 1.5 3.5 5.0 Lucky's / Alamo & Peabody 9.1 10.7 19.7 Mason & Williams 1.5 1.5 3.0 Genentech / New Horizons & Vaca Valley 8.7 10.2 19.0 Youngsdale Dr & Marna 1.5 1.5 3.0 Prime Time Nutrition / Monte Vista 8.6 7.5 16.1 Country Garden Apts 1.3 2.0 3.3 Housing Authority / Buck & Eldridge 8.6 4.0 12.7 Yellowstone & McKinley 1.3 2.0 3.3 1495 Alamo Dr (at Alamo Lane) 8.5 20.2 28.8 Yellowstone & Teton 1.3 1.3 2.7 St. Anne Apts / Alamo & Mariposa 8.5 13.9 22.4 Self Storage / Leisure Town-Orange Dr 1.3 0.0 1.3 First Baptist Church / Alamo & Davis 8.5 6.9 15.5 Trailer Park / Brown St 1.2 17.9 19.0 Beelard & Peabody 8.0 10.1 18.1 Alamo Creek Park / Alamo & Buck 1.2 5.2 6.3 Walnut Glen / Nut Tree Rd & Marshall 8.0 19.2 27.2 Mason & Elizabeth 1.2 4.6 5.8 Extended Stay / Orange Dr 7.7 7.2 14.9 Vacaville Museum / Buck Ave 1.2 2.9 4.0 Big Lots / Alamo Dr 7.5 4.6 12.1 Wrentham & Amberwood 1.2 1.2 2.3 Mountain Mikes / Alamo & Peabody 7.5 10.7 18.1 Nut Tree Rd & Woodbridge 1.1 5.3 6.4 Rosegarden Apts./ Alamo & Peabody 7.5 6.9 14.4 Alamo Dr & Rosewood 1.1 1.6 2.7 Nut Tree Rd & Elmira 7.5 6.4 13.9 Baskin Robbins / Helen Power Dr 1.1 1.1 2.1 Burton Common Apts / Burton Dr 7.5 1.6 9.1 Peabody Rd & California Dr 1.0 0.0 1.0 Creekside Mobile Park / Aegean Way 7.0 2.5 9.6 Starbucks / Peabody Rd & Hume Wy 1.0 0.0 1.0 Youngsdale Dr & Nut Tree Rd 7.0 1.5 8.6 Taco Bell / Peabody & Alamo 1.0 0.0 1.0 Nut Tree Rd & Summerfield 6.9 2.7 9.6 Yellowstone & Sequoia 0.7 5.3 6.0 Juanita Market / Brown St. 6.9 4.6 11.5 Yellowstone & Glacier 0.7 2.0 2.7 Nelson Park / Nut Tree 6.5 4.5 11.1 Yellowstone & Ponderosa 0.7 0.7 1.3 Tipperary & Roscommon 6.3 7.5 13.8 Yellowstone & Rainer 0.7 0.7 1.3 Millenium/In Shape 6.3 4.0 10.4 Outlets 0.7 0.0 0.7 Burlington Coat Factory / Harbison Dr 5.9 17.1 22.9 Yellowstone & Lassen 0.7 0.0 0.7 Wal-Mart / Alamo & Butcher 5.9 11.7 17.6 Yellowstone & Nut Tree Ct. 0.7 0.0 0.7 3000 Alamo 5.9 8.5 14.4 Yellowstone & Olympic 0.7 0.0 0.7 Nut Tree Rd & Bel Air Dr 5.9 5.3 11.2 La Primera Iglesia / Brown St 0.6 10.9 11.5 Metro Store / Elmira & Shasta 5.8 1.2 6.9 Les Schwab / Mason & Dept 0.6 3.5 4.0 Win Co Foods / Davis 5.5 11.1 16.6 Wrenthan & Rollingwood 0.6 3.5 4.0 Youngsdale Dr & Morning Glory 5.5 1.5 7.0 Glen Eagle & Bald Eagle 0.6 2.3 2.9 Youngsdale Dr & Ruby Dr 5.5 1.5 7.0 Brown St & Woodcrest 0.6 0.0 0.6 Davis Self Storage / Davis St 5.5 1.0 6.5 Alamo Dr & Whitehall 0.5 5.9 6.4 600 Nut Tree 5.3 11.7 17.1 Hometown Buffet / Helen Power Dr 0.5 3.2 3.7 Raleys / Alamo & Nut Tree 5.3 3.2 8.5 991 Nut Tree (at Ulatis) 0.5 1.6 2.1 Browns Valley Elem. / Wrentham 5.2 8.6 13.8 Alamo Dr 0.5 1.1 1.6 Car Wash / Alamo Dr & Nut Tree 5.0 7.0 12.1 Merchant & Cernon 0.5 0.5 1.1 99 Cent Store / Peabody 5.0 6.5 11.6 Dodge Chrysler / Orange Dr & Gilley Wy 0.5 1.0 1.5 River Run Apts. / Alamo Dr & Farmington 4.8 10.1 14.9 Beelard & Tulare 0.5 7.5 8.0 Vaca Valley Hospital/ Nut Tree Rd 4.8 9.1 13.9 Park and Ride / Davis St 0.5 6.0 6.5 Starbucks / Alamo & Butcher 4.8 4.3 9.1 Mason & Davis 0.5 3.0 3.5 Ulatis Cultural Center 4.7 4.0 8.7 River Oaks Apartments / Elmira & Allison 0.5 0.5 1.0 Padan Park / Marshall & Padan Sch Rd 4.5 2.0 6.5 Davis St & Marshall Rd 0.5 0.0 0.5 Vaca Pena / Nut Tree Rd 4.3 30.9 35.2 Browns Valley & Shannon 0.0 11.5 11.5 CVS / Nut Tree Rd & Elmira 4.3 7.5 11.7 Merchant St & Cernon 0.0 4.0 4.0 DMV / Orange Dr 4.1 5.1 9.2 Merchant & Stevenson 0.0 3.2 3.2 Senior Manor / Lawerence Dr & Orange Dr 4.1 2.6 6.7 Leisure Town Rd / Poplar 0.0 2.0 2.0 Brown St & Bennett Hill Rd 4.0 7.5 11.5 Burton Dr & Ulatis 0.0 1.3 1.3 Tipperary & Waterford 4.0 7.5 11.5 Leisure Town / Orange Dr. 0.0 1.3 1.3 Nugget Market / Brown Valley 4.0 6.3 10.4 Ulatis & Burton Dr 0.0 1.3 1.3 Carl's Jr. / Peabody Rd & Elmira 4.0 8.6 12.6 Motel 6 / Lawerence Dr & Orange Dr 0.0 1.0 1.0 Elmira Rd & Shasta 4.0 3.5 7.5 Burton Dr & Helen Power 0.0 0.7 0.7 Beelard Park / Beelard 4.0 3.0 7.0 Leisure Town Rd & Gilley Rd 0.0 0.7 0.7 Lucky's / Peabody Rd 4.0 1.5 5.5 Burton Dr & Nut Tree 0.0 0.0 0.0 Peabody Rd & Beelard 4.0 1.0 5.0 Ulatis and UCC 0.0 0.0 0.0 Leisure Town Rd / Maple 4.0 1.3 5.3 Davis St & Sevenson 0.0 0.0 0.0 Behind Outlets / Burton Dr 3.7 12.3 16.0 Meridian Professional Center 0.0 0.0 0.0 Alamo & Beythe 3.7 1.6 5.3 Yellowstone & Isle Royale 0.0 0.0 0.0 Marshall Rd & Bowline 3.5 6.0 9.6 Yellowstone & Nut Tree 0.0 0.0 0.0 Marshall Rd & Alonzo Ct 3.5 3.0 6.5 Study Report LSC Transportation Consultants, Inc. 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TABLE 33: Maximum Observed Passenger Load by Route by Run Weekday During School Year
Half Hourly Route Start Time 1245(1)68
6:00 AM 2 13 3 5 5 5 6:30 AM 7 5 38 44 12 7:00 AM 1 15 4 11 32 33 7:30 AM 6 3 4 5 10 8:00 AM 2 3 4 6 6 8 8:30 AM 2 2 29 5 4 9:00 AM 2 3 2 16 8 11 9:30 AM 4 2 12 10 5 10:00 AM 3 4 3 8 10 3 10:30 AM 5 6 6 10 6 11:00 AM 5 4 6 8 8 5 11:30 AM 4 5 13 10 6 12:00 PM 2 6 3 15 7 7 12:30 PM 21 6 11 10 7 1:00 PM 8 20 6 38 5 8 1:30 PM 5 3 15 9 4 2:00 PM 5 46 7 10 36 7 2:30 PM 32 11 14 27 22 3:00 PM 2 47 8 23 13 33 3:30 PM 10 8 12 6 9 4:00 PM 1 4 4 12 4 4 4:30 PM 4 8 16 6 7 5:00 PM 2 6 4 4 11 6 5:30 PM 6 7 5 3 2 6:00 PM 5
Maximum 8 47 11 38 44 33 95th % 7 14 7 16 17 11 90th % 5 11 6 12 10 8
Required Seating Capacity to Achieve Standard of 145% of Seating Maximum Load 6 33 8 27 31 23
Maximum Passenger Load on Saturday 311412126
Note 1: Route 5 run start times are 15 minutes later than the half hourly start time. Source: Onboard counts conducted 9/26/17 through 10/5/17
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Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 74
Chapter 5 City Coach On‐Time Performance
As part of the data collection that generated the onboard surveys and boarding/alighting counts, surveyors also recorded the times that stops were served on each run and route. Data was recorded at a total of 3,383 time points on weekdays, along with 1,139 time points on Saturdays. This information was analyzed to identify the on‐time performance of the individual fixed routes, as well as to evaluate the specific route segments and times of day that cause on‐ time issues. A summary of the results is presented in Table 34 and shown in Figure 17. Overall on weekdays, 70 percent of time points were served within City Coach’s identiffied standard window of 0 to 5 minutes behind schedule. An additional 2 percent of time points consisted of early arrivals at the end of the route (not a negative result). Stops served early totaled 17 percent of all observations (the large majority of these were only a few minutes ahead of schedule). Time points served 6 or more minutes behind the publisshed schedule totaled 11 percent of all observations, with 7 percent 6 to 9 minutes late, 3 percent 10 to 14 minutes late, and 1 percent 15 or more minutes late. Saturday on‐time performance was equal to or better than weekday performance on most routes. The two exceptions were Routes 4 and 6, both of which travel through the busy streets serving the Premium Outlets aand/or Nut Tree Village. Route 6 in particular reflected on‐time problems on Saturday, with 447 percent of time points 6 or more minutes behind schedule.
TABLE 34: Summary of Vacaville City Coach On‐Time Performance
Route 1 245 6 8 Total Weekdays Percent Early (Departures Only) 41% 24% 15% 17% 9% 11% 17% Percent Early (Arrivals Only) 6% 2% 4% 3% 0% 0% 2% Percent On‐Time (0‐5 Minutes Late) 49% 67% 79% 62% 75% 81% 70% Percent 6‐9 Minutes Late 3% 6% 2% 10% 7% 7% 7% Percent 10‐14 Minutes Late 0% 2% 0% 6% 5% 0% 3% Percent 15‐20 Minutes Late 0% 0% 0% 2% 3% 0% 1% Percent >20 Minutes Late 0% 0% 0% 1% 1% 0% 0% Maximum Minutes Early ‐15 ‐5 ‐5 ‐6 ‐4 ‐6 ‐15 Maximum Minutes Late 9 15 7 34 17 1134 Saturdays Percent Early (Departures Only) 55% 22% 12% 14% 10% 13% 17% Percent Early (Arrivals Only) 7% 5% 4% 2% 1% 0% 2% Percent On‐Time (0‐5 Minutes Late) 37% 66% 77% 64% 48% 80% 63% Percent 6‐9 Minutes Late 1% 1% 7% 3% 25% 6% 9% Percent 10‐14 Minutes Late 0% 5% 0% 7% 12% 1% 5% Percent 15‐20 Minutes Late 0% 1% 0% 11% 5% 0% 3% Percent >20 Minutes Late 0% 0% 0% 0% 0% 0% 0% Maximum Minutes Early ‐18 ‐4 ‐5 ‐6 ‐4 ‐5 ‐18 Maximum Minutes Late 8 20 8 20 24 10 24 Source: Surveys conducted between 9/26/17 and 10/7/17 Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 75
Figure 17: On‐Time Performance Summary
% Early (Departures) % Early (Arrivals) % On‐Time % 6‐9 min. Late % 10‐14 min. Late % 15‐20 min. Late % >20 min. Late 100%
90%
80%
70%
60% Runs
All
of 50%
40% Percent 30%
20%
10%
0% Route 1Route 2Route 4Route 5Route 6Route 8TOTAL
Additional detail for each individual route is provided in Table 38 through Table 40. In addition, Figure 18 depicts the average minutes late by route and run (at the most‐delayed point in each run) over the course of a weekday. A review of the data indicates the following by route:
Route 1 on‐time performance is affected by the Leisure Town Connect program. Time is “built into the schedule” to allow time to serve on‐demand stops. Specifically, the schedule allows 16 minutes in the eastbound direction and 12 in the westbound direction to travel the 1.1 miles along Yellowstone Drive between Nut Tree Road and Sequoia Drive (which takes only 3 minutes at the posted speed limit). Given this schedule and the fact that on‐demand requests are accommodated on only roughly half of the one‐way runs, the route is often operated substantially ahead of schedule. This could largely be addressed in a straightforward way by revising the schedule assuming no time for on‐demand requests, with a note indicating that service may operate behind schedule by up to 10 minutes.
Route 2’s on‐time performance issues are largely associated with peak school travel times, particularly on the 7:30 AM and the 3:00 PM runs. The 1:00 PM run also is often late. Weekday delays appear to be generated by high passenger activity and the need to make transfers. This route is also impacted by traffic delays in the Nut Tree and Premium Outlets areas, particularly on Saturday. On the other hand, a relatively
Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 76
high proportion of stops are served early, possibly due to low passenger activity in off‐ peak periods.
Route 4 has one of the best on‐time performances of the various routes, with only 2 percent of runs operating 6 or more minutes behind schedule. The time needed to accommodate the State Fund on‐call stop was the generator of minor delays, but the route quickly regained the schedule.
Route 5 is the most challenging for drivers to operate within the available schedule, with 19 percent of time points served 6 or more minutes behind schedule on weekdays, and 21 percent on Saturdays. The bulk of the late runs occur in the late afternoon (starting with the 2:45 PM run). The key source of delays along this route is the southern section between Marshall Road/Nut Tree Road and Marshall Road/Alamo Drive. The buses lost 5 or more minutes of scheduled time on 12 percent of the westbound runs, and 1 percent of the eastbound runs. These delays occurred at various times over the day. This route was also impacted during the surveys by a bus malfunction on one of the 10:15 AM runs that required a second bus to take over the route.
Route 6 is 6 or more minutes late at 16 percent of the time points. Other than the busy 6:30 AM and 7:30 AM runs, this route maintains schedule in the morning, but is typically behind schedule from Noon through 4:00 PM. As mentioned above, traffic delays in the Nut Tree Village/Premium Outlets areas are the source of much of the delays, along with high school passenger activity.
Route 8 has good on‐time performance, with only 7 percent of time points served 6 or more minutes late (on both weekdays and Saturdays). The runs operating late are confined to the 7:00 AM, 7:30 AM and 8:00 AM runs. The driver noted that travel times are delayed at the beginning of the month when they need to punch tickets. There is no specific portion of the route that generates most of the delays.
Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 77
TABLE 35: Route 1 On‐Time Performance Analysis Scheduled Run Start Time AM AM PM
AM AM AM AM PM PM PM PM PM
6:00 7:00 8:00 9:00 10:00 11:00 12:00 1:00 2:00 3:00 4:00 5:00 Total Average Deviation from Schedule Vacaville Transit Center (departure) 0.51.01.01.00.30.80.40.83.72.51.50.01.1 Ulatis Cultural Center 0.0 0.5 0.0 ‐0.2 ‐0.2 0.6 0.6 0.5 4.3 2.5 2.5 0.0 0.9 Burton Dr & Helen Power ‐1.5 ‐2.0 ‐0.7 ‐0.8 ‐0.8 ‐0.2 ‐0.5 1.7 4.0 3.5 1.5 ‐2.0 0.2 Yellowstone & Nut Tree ‐0.5 ‐2.0 ‐1.7 ‐1.5 ‐0.5 ‐1.2 ‐0.8 3.0 2.0 3.0 1.5 ‐3.0 ‐0.1 Yellowstone & Sequoia ‐3.0 ‐5.5 ‐5.0 ‐7.5 ‐8.3 ‐7.5 ‐4.5 ‐0.2 ‐1.3 ‐6.5 ‐6.0 ‐5.0 ‐5.0 Kaiser Hospital 0.5 0.0 2.0 ‐1.5 2.0 0.4 0.5 1.2 4.3 ‐6.0 ‐5.0 ‐4.0 ‐0.5 Brookdale Sr. Living ‐0.5 0.0 0.3 3.5 ‐0.5 1.0 1.8 1.0 3.7 ‐3.0 0.5 ‐3.0 0.4 Yellowstone & Nut Tree Ct. ‐3.0 ‐2.5 ‐1.7 ‐4.0 ‐6.0 ‐4.2 ‐4.0 ‐1.3 ‐6.0 ‐10.5 ‐6.5 ‐2.0 ‐4.3 Wal‐Mart ‐3.0 ‐3.0 ‐2.7 ‐3.0 ‐5.7 ‐4.6 ‐4.3 ‐2.3 ‐4.5 ‐10.5 ‐5.5 ‐2.0 ‐4.3 Ulatis Cultural Center ‐2.0 ‐2.0 ‐1.7 ‐0.8 ‐2.0 ‐3.7 ‐1.8 ‐1.8 ‐2.0 ‐9.0 ‐5.0 ‐2.0 ‐2.8 Vacaville Transit Center (arrival) ‐2.0 ‐2.0 ‐2.0 ‐1.3 ‐3.0 ‐3.6 ‐3.0 ‐1.5 ‐1.5 ‐5.0 ‐4.5 ‐2.7 Maximum Average Late 0.51.02.03.52.01.01.83.04.33.52.50.0
Total Timepoints 22 22 32 44 43 50 47 42 28 22 22 10 297 Departure Timepoints 20 20 29 40 39 45 42 38 26 20 20 10 270 Percent Timepoints Early (Departures Only)10101323232519136 11108 12341% Timepoints Early (Arrivals Only) 112235431110 186% Timepoints On‐Time 11 11 17 18 16 20 24 23 17 10 10 2 147 49% Timepoints 6‐9 Minutes Late 000110034010 93% Timepoints 10‐14 Minutes Late 000000000000 00% Timepoints 15‐20 Minutes Late 000000000000 00% Timepoints >20 Minutes Late 000000000000 00% Maximum Minutes Early ‐6 ‐11 ‐14 ‐17 ‐14 ‐14 ‐10 ‐6 ‐15 ‐18 ‐10 ‐5 ‐15 Maximum Minutes Late 114865589560 9 Source: Surveys conducted between 9/26/17 and 10/7/17
Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 78
Percent 5 ‐
0.7 1.3
‐ Total
PM 5:30 4
‐
0.5 1.4 1.0 0.9 1.0 1.0 0.5 2.0 2.5 1.3 ‐ ‐ ‐ ‐ ‐ ‐
PM 5:00
.0 3 ‐
PM 4:30 3
‐
0.3 0.5 1.3 0.0 0.0 0.1 1.0 0 1.7 0.0 0.3 0.2 0.5 2.6 2.3 0.0 1.0 2.5 1.0 0.5 0.0 0.2 1.7 0.0 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
PM 4:00
3 ‐
PM 3:30 3
‐
0.3 1.2 ‐
PM 3:00
2 ‐
PM 2:30 5
‐
1.3 0.0 0.5 2.5 1.5 1.6 1.0 2.3 3.0 0.6 ‐ ‐ ‐
PM 2:00 3
‐
1.0 ‐
PM 1:30 4
‐
0.7 ‐
PM 1:00
3 ‐
PM Time 12:30
4
‐
1.0 2.0 0.2 0.7 1.5 6.6 1.5 2.5 4.0 8.2 2.3 0.3 0.2 2.4 0.7 0.0 0.7 1.6 ‐ ‐ ‐ ‐
PM 12:00 Start 3
‐
0.3 0.5 ‐ ‐
AM Run 11:30
3
‐
1.2 0.7 0.2 0.8 ‐ ‐ ‐
AM 11:00 2
‐
0.2 0.4 2.0 0.5 1.3 5.8 1.8 3.5 1.2 5.4 1.2 1.7 ‐ ‐
AM 10:30 3 Scheduled
‐
‐ 0.6 0.8 ‐ 0.2 0.0 0.8 0.7 1.0 4.2 1.5 2.7 1.0 2.2 0.7 1.2 ‐ 0.8
AM 10:00 4
‐
0.5 0.6 1.0 1.4 1.0 0.7 5.2 2.7 1.0 1.8 2.0 1.5 1.2 0.5 1.7 1.5 0.3 0.0 3.0 0.5 0.8 0.2 0.2 0.7 1.0 0.5 2.8 1.0 1.5 2.5 3.4 6.0 3.7 5.0 2.3 3.0 1.2 1.5 0.4 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
AM 9:30 2
‐
1.0 0.5 ‐ ‐
AM 9:00 1
‐
0.5 1.0 0.5 2.0 0.5 1.7 0.0 1.5 ‐ ‐ ‐
AM 8:30 5 ‐ 2.0 0.5 0.3 1.5 1.7 0.0 1.0 1.0 1.0 1.5 3.3 0.0 0.7 0.0
‐ ‐ ‐ ‐ ‐ ‐ ‐
Analysis
AM 8:00 4
‐
2.0 1.3 0.3 ‐ ‐ ‐
AM 7:30 1
‐
0.3 ‐
AM 7:00
‐ 2
‐ 1.0
AM 6:30 2 10/7/17
‐ Performance
and AM 6:00 2 366116235254837209158197517215 ‐ 16 22 25 14 18 14 15 18 18 37 35 40 33 24 24 38 16 22 36 25 36 12 21 12 428 67% 0.5 1.0 3.7 5.3 0.0 0.5 1.0 0.0 1.0 0.0 0.5 1.3 4.0 7.7 2.0 1.0 0.3 2018 28 27 29 26 28 27 28 26 29 27 19 17 22 20 39 35 49 45 47 43 56 51 38 34 36 34 49 44 57 53 34 30 38 35 47 42 39 35 38 34 29 26 38 34 20 18 641 589 2.5 4.0 0.0 0.7 0.7 1.3 2.7 0.3 1.5 0.5 0.5 0.6 1.4 0.0 0.7 1.0 2.4 0.2 2.3 1.0 1.0 1.3 4.7 0.3 0.0 0.5 1.1 3.0 2.7 4.7 9.3 2.7 1.0 1.5 2.7 0.5 2.2 1.4 3.2 1.0 1.8 6.6 3.5 6.0 4.0 8.2 3.3 4.7 0.3 2.5 0.5 3.0 2.3 4.7 9.3 1.3 1.0 0.5 2.7 0.5 2.2 0.4 3.2 0.8 1.8 6.2 3.5 3.7 3.7 4.8 3.3 2.8 0.51.03.07.7 ‐ ‐ ‐ ‐ Time ‐ 9/26/17 Vista 0.0 2.7 4.3 6.3 0.7 On
Vista Only) 4 4 2 1 8 13 3 4 18 10 10 14 5 9 7 14 11 12 3 9 1 15 15 7 151 24%
2 Buck
between ae000200000000008040700000112% Late ae000000000000002010100000 1 0% Late &
ny 000012103220011020011211112% Only)
Schedule
Monte ae000000000000000000000000 0 0% Late (departure) (arrival) ae0221110000002027504040010396% Late
Monte &
/
Valley from
Late Alamo
Early Late
Hawk
/ Minutes Minutes Route
(Arrivals (Departures Center Center Dr
Minutes conducted Minutes
Time
14 20
Cernon ‐
‐ ‐ 9 Grey / Amberwood Park
‐
Browns Nutrition 6 10 15 >20 On Early Early
36: &
& Average
Timepoints Minutes Minutes
Alamo
&
Transit Transit
Deviation
/
Surveys Plaza 0.0 1.3 0.0 1.0 1.3 Plaza
Creek : Time
Timepoints e Eagle
Lots
TABLE Maximum Timepoints Timepoints Timepoints Timepoints Timepoints Timepoints Timepoints Transit Prime Departure Sourc Vacaville Big Tipperary Maximum Total Average Wrentham Transit Glen Alamo Vacaville Maximum Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 79
5 ‐
1.1 0.5
‐ ‐ Total
PM 6:00
PM 5:30
PM 5:00 500
‐
0.5 0.7 0.0 0.5 ‐
PM 4:30
PM 4:00
PM 3:30 100
‐
0.5 0.7 2.7 0.0 1.3 2.7 ‐
PM 3:00
PM 2:30 40
‐
0.5 0.5 ‐ ‐
PM 2:00
PM 1:30 50
‐
1.0 0.5 2.8 0.7 0.5 0.0 0.8 1.3 1.0 ‐ ‐ ‐
PM 1:00
2 ‐
PM Time 12:30 4
‐
2.0 2.3 0.5 3.6 2.3 3.0 2.0 1.4 3.0 2.3 4.0 0.6 1.5 0.5 3.0 2.7 4.0 2.8 4.0 1.5 2.2 3.0 2.5 3.7 0 1.4 0.5 2.7 0.2 4.4 1.7 2.0 0.0 2.2 3.8 2.5 2.0 2.0 1.4 2.0 1.5 3.0 ‐ ‐ ‐ ‐ ‐ ‐
PM 12:00 Start 1
‐
1.0 1.0 1.0 3.5 1.0 3.6 1.3 2.7 0.5 0.6 1.3 0.5 1.3 0.0 0.8 ‐ ‐
AM Run 11:30
2
‐
1.3 0.5 0.0 1.7 0.5 ‐ ‐ ‐ ‐
AM 11:00
2 ‐
AM 10:30 4 Scheduled
‐
1.0 0.5 0.0 2.0 ‐ ‐ ‐
AM 10:00
2 ‐
AM 9:30 3
‐
1.0 1.0 0.8 0.5 0.3 1.7 1.0 0.2 2.0 ‐ ‐ ‐ ‐
AM 9:00 3
‐
1.0 1.0 0.3 1.3 0.8 0.7 0.3 0.0 ‐ ‐
AM 8:30 3
‐
1.5 1.0 2.0 ‐ ‐ ‐
AM 8:00 3
‐
0.5 ‐
AM 7:30 2
‐ 2.0 1.0 0.7 0.3 0.0 0.0 0.0 1.5 1.3 1.2 1.0 1.0 1.0 1.3 0.0 0.0 2.0 Analysis
‐ ‐ ‐ ‐ ‐
AM 7:00 5
‐
1.3 0.7 2.5 0.0 1.7 1.0 0.0 0.5 1.0 0.6 0.6 ‐ ‐ ‐
AM 6:30 2
‐
1.5 0.5 0.5 2.0 ‐ ‐ ‐ ‐
AM 6:00 1 2371512163322185757345572 7 22883 00399 23347334801 326 12132324271313242820215 20203329198 8 12121818139 0020000020000040501000030 8 2% 0000000000000000000000000 0 0% 0000000000000000000000000 0 0% 8 9 9 9 19 9 7 13 19 26 33 15 6 6 10 19 24 27 15 13 29 31 22 20 5 301 79% 0000000000000000000000000 0 0% 2221221111101211000000000164% 032914392101726170301002005715% ‐ 10 14 15 19 22 15 11 23 24 37 35 22 9 14 16 27 29 30 16 14 29 31 24 23 5 382 1.0 2.02.07.00.32.21.00.50.71.51.31.21.01.01.03.52.74.42.84.02.02.23.82.54.02.0 0.5 2.02.00.70.32.00.50.50.70.30.60.70.71.01.02.01.02.60.80.30.00.20.20.50.00.00.9 ‐ 10/7/17
Performance
and
Valley 0.0 0.0
Dr
Time ‐ 9/26/17 Vaca
&
On Orange
& Only) Stop) 1.0 0.5 7.0
4 Pkwy
Valley 1.51.53.00.32.20.5 between Late Late Dr
Only) Schedule
Late (arrival) (departure) Late (Call
Dr.
Vaca
Village from Late
epartures
rrivals Late Early
&
Minutes Minutes Route A (D Center Center (
No
Dr conducted Minutes
Minutes
Time
Lawerence / Dr 14
20
‐
/ 9
‐ Grasslands Harbison
Early 10 ‐ 15 ‐ On 6 >20 Early 37:
/
Average /
Timepoints Minutes Minutes
rveys
Transit Transit Deviation
Quality Su
College Orange / Manor
Timepoints Fund /
ington l TABLE Source: Maximum Total Departure Maximum Timepoints Vacaville DMV Bur Kaiser Timepoints State Timepoints Maximum Timepoints Timepoints Timepoints Senior Average Vacaville Solano Timepoints Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 80
6 ‐
Total
PM 5:45
‐ 4
PM 5:15
1 ‐
PM 4:45
4 ‐
PM 4:15
1 ‐
PM 3:45
PM 3:15
PM 2:45
PM 2:15 46.711.06.09.07.012.08.04.0 3000
. ‐
0.2 3.7 4.0 5.5 7.0 6.7 7.5 8.5 2.2 ‐
PM 1:45 6
‐
0.3 1.2 8.0 6.7 4.0 6.0 3.3 6.5 2.5 1.8 0.2 1.4 8.3 6.8 3.7 6.0 3.7 7.0 2.0 1.8 ‐ ‐
PM 1:15 6
‐
‐ 1.81.01.86.77.55.07.54.79.04.52.3 ‐ 2.01.01.67.07.53.77.04.38.54.52.4 ‐ 3.2 ‐ 2.7
PM
Time 12:45
6 ‐
PM 12:15
Start
3
‐
AM Run 11:45
.02.53.00.00.31.78.77.73.75.54.07.01.51.8
AM 11:15 53
‐ 50
2.0 3.7 4.0 3.3 1.8 2.5 ‐
AM 10:45
Scheduled 3 ‐
AM 10:15 6
‐
‐ 4.3 2.0 ‐ 1.7 0.0 1.3 3.0 0.7 3.3 ‐ 2.7 7.0 1.5 1.7 0.3 2.6 ‐ 3.00.21. ‐ 2.3 6.2 0.8 3.3 0.7 1.6 ‐ 1.30.23.24.06.31.06.62.04.04.38.55.710.58.010.57.03.9 ‐ 3.3 6.6 2.0 2.7 1.3 1.6
AM 9:45 1
‐
0.5 ‐
AM 9:15 6
‐
1.7 4.0 0.3 1.3 0.7 0.0 1.8 0.0 1.8 2.0 0.0 ‐ ‐ ‐ ‐ ‐ ‐
AM 8:45
1.0 1.3 1.0 0.0 0.0 2.0 2.3 6.0 3.0 0.8 0.5 2.2 4.0 9.3 4.7 8.5 4.7 6.5 4.0 2.4 ‐
AM 8:15
‐ 60
4.0 1.5 2.0 0.0 1.5 2.5 4.0 2.5 0.51.02.73.01.01.01.86.06.74.85.22.03.85.07.34.510.08.010.57.04.1 3.0 2.5 2.0 1.0 3.5 2.7 1.7 3.7 2.5 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
AM 7:45 2
‐ 1.0 0.5 Analysis
‐ ‐
AM 7:15 3
‐
‐ 0.5 0.5
AM 6:45
1 ‐
AM 6:15 5 36522066334910231426771320122017161534 ‐ 3.0 2.0 3.0 2.0 0.0 0.5 2.5 1.0 0.0 1.0 2.0 1.5 0.5 1.5 3.0 0.0 0.0 1.0 2.0 4.0 2.0 2.5 0.5 0.5 1.0 23 23 23 24 29 23 39 31 36 56 48 40 36 50 51 47 59 36 45 32 24 34 24 24 665 22 21 21 22 27 21 35 29 33 52 44 36 34 46 49 44 55 33 42 29 22 31 22 22 615 Percent 3.0 2.0 0.0 1.51.51.00.00.70.00.71.70.00.00.31.73.01.51.41.01.42.34.06.07.54.09.57.52.4 0.52.52.51.50.00.52.03.30.72.23.73.71.74.61.02.53 1.53.04.02.01.32.53.55.02.07.03.76.06.75.76.62.54.08.711.07.511.58.012.08.5 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 10/7/17
Performance
and
Time ‐ 9/26/17
Dr
Marshall On
& ny 9132142931710140761865000151511217% Only)
Marshall
5
Power
& between Late 000000000001181009264676386% Late 000000000000301000908553122%
ny 111120212120011110001101183% Only)
Schedule
Harbison
Dr 1.50.02.01.01.32.01.05.02.02.43.52.36.35.73.62.53.84.75.57.511.57.311.08.54.3
Late 0000000003001020000000006 1% Marshall (departure) (arrival)
Late 010000140095151439131002336810%
/
Rd
Alamo
Marshall & Peabody
Helen /
& from &
& Late
Early Late
Tree Peabody 0.0 2.5 3.5 2.0
Power
Route
Minutes Minutes
Center Tree Center (Arrivals (Departures
Apts
&
Factory conducted Minutes
Minutes
Time 13 20 19 21 13 21 27 23 17 42 23 34 23 30 27 36 50 18 21 16 10 15 8 6 411 62%
20 14
Nut ‐ Sr ‐ ‐
Alamo Nut / Alamo ‐ 9
Burton
/
Early Early 38: Helen On 6 15 >20 10 / /
/ Average Coat
Timepoints Minutes Minutes
/
Transit Transit
Alamo Deviation
Surveys Glen / Grove Plaza
: Oaks Club Timepoints
e
Mart ‐ Josephs
TABLE Sourc Vacaville St. Average Wal Walnut Walgreens Timepoints Timepoints Lucky's Sams Maximum Timepoints Timepoints Walnut Maximum Timepoints Timepoints Total Timepoints Departure Transit Burlington Three Vacaville Maximum Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 81
Percent 4 ‐
Total
PM 5:30 3
‐
0.5 3.2 ‐
PM 5:00 2
‐
0.5 1.5 3.1 0.5 ‐ ‐
PM 4:30 2
‐
0.7 4.00.3 0.0 2.5 ‐ ‐
PM 4:00
2 ‐
PM
3:30 0 5.0
4 . ‐
PM 3:00
2 ‐
PM 2:30
1 ‐
PM 2:00
PM 1:30
PM 1:00
10 0 ‐
PM
Time 12:30
2 ‐
PM 12:00
Start
2
‐
AM
Run 11:30
1 ‐
AM 11:00
1 ‐
AM 10:30
4 Scheduled ‐
AM 10:00
3 ‐
AM 9:30 2
‐
0.5 4.31.5 2.8 2.5 4.5 2.5 4.4 4.0 8.4 3.8 3.5 8.4 5.8 3.0 17.5 5.7 12.7 17.0 8.0 11.3 10.7 8.7 1.7 11.0 4.0 1.7 0.3 3.0 6.3 0.3 1.5 5.7 4.7 0.5 3.9 0.5 3.5 3.0 3.5 4.6 7.4 2.5 5.0 12.0 11.3 8.0 9.0 2.0 3.0 0.7 4.0 1.5 4.2 1.5 2.0 2.5 0.5 2.0 4.4 1.0 2.7 9.5 10.0 4.7 5.7 1 1.5 2.5 1.7 2.2 3.2 6.4 2.0 3.2 11.0 10.7 6.7 7.7 1.7 6.3 ‐ ‐ ‐ ‐ ‐
AM 9:00
2 ‐
AM 8:30
3 ‐
AM 8:00 5 0.0 0.4 3
‐
0. 0.51.02.40.03.01.53.33.05.43.05.35.09.75.09.05.58.73.75.33.53.7 0.3 0.7 2.0 0.0 3.2 1.0 3.8 3.2 6.0 2.5 4.8 9.0 9.7 6.3 10.0 5.5 5.7 3.3 7.0 3.5 4.0 ‐ ‐ ‐
AM 7:30
Analysis
AM 7:00 30
‐
0.3 6.0 1.0 1.0 1.5 3.5 4.7 3.3 5.7 4.0 10.5 5.0 5.7 18.0 13.0 15.0 6.0 6.0 7.7 1.0 7.3 5.0 5.6 1.3 5.0 0.0 0.7 1.0 0.72.50.51.01.40.03.52.23.02.64.23.04.26.07.03.07.33.58.03.35.02.03.1 1.0 3.0 ‐ ‐ ‐ ‐
AM 6:30
AM 6:00 30 0000000000000003101000000 0% 0000000000004004125601040125% 0202000000001007575130100603212% 011050001153313144171377670106625% 507010641229331620032517452610% 1020100001000000000000002 1% 11354556876917913242118218155195024 ‐ 0.5 4.0 1.5 5.5 0.0 2.5 0.5 5.51.5 0.0 3.0 6.5 1.5 0.3 2.6 0.59.52.35.00.02.71.00.52.31.01.22.44.80.03.38.08.04.77.03.05.31.7 0.5 8.5 2.3 5.0 0.7 2.7 0.8 0.5 3.5 3.0 1.7 3.8 5.4 1.5 3.5 10.0 8.0 7.0 8.7 2.7 5.7 0.0 0.5 1.5 3.6 2826 27 25 42 39 28 26 56 52 40 39 69 65 28 26 55 52 53 50 55 52 69 65 69 65 26 24 55 52 27 25 40 37 41 39 41 39 35 33 39 36 39 38 39 36 27 265 26 247 22 14 33 21 45 34 65 15 38 40 49 53 40 16 29 14 17 21 12 24 20 32 24 22 127 48% 1.0 9.5 3.0 7.0 1.7 2.7 2.8 3.5 4.7 3.3 5.7 4.6 10.5 5.0 5.8 18.0 13.0 15.0 11.0 6.0 8.7 3.7 7.3 5.0 0.5 5.5 0.3 5.5 1.2 0.7 1.2 0.0 2.5 0.0 3.0 1.0 3.0 3.0 2.0 0.53.50.73.01.22.71.21.52.52.22.32.22.41.04.54.55.72.77.33.06.02.74.71.52.9 0.55.00.73.00.52.00.81.00.32.50.50.40.41.02.50.53.70.75.70.55.70.33.30.01.7 0.05.01.03.52.34.02.42.02.82.82.82.22.62.54.34.05.02.76.33.07.03.05.32.03.3 0.5 5.5 1.3 7.0 1.7 1.3 2.8 ‐ ‐ ‐ ‐ ‐ ‐ 10/7/17
Performance
and
Time ‐ 9/26/17
Val
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Dr Late Monte (arrival) (departure) Late
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E als
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Power Minutes Minutes Route
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Minutes
conducted Harbison ‐ Minutes Rocky Rocky
Time St
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‐
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Harbison Burton
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Average / / E
Timepoints Minutes Minutes
Dr Dr
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Transit
Transit
& / Deviation
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St
/
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Timepoints
Buy Mart
‐ Pollo
TABLE Maximum Maximum Timepoints Timepoints Total Departure Timepoints Maximum Timepoints Burlington Vacaville Timepoints Timepoints Brown Meadows Transit Meadows Best Sutter Sams Timepoints Average Safeway/Target Wal El Source: Vacaville Mexico Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 82
6 ‐
Total
PM 5:30 4
‐
3.0 1.1 3.0 1.3 1.0 1.5 1.0 1.5 4.0 0.6 ‐ ‐ ‐ ‐ ‐
PM 5:00
PM 4:30 60
‐
0.5 1.0 0.5 1.0 0.0 1.4 0.5 1.0 ‐ ‐ ‐
PM 4:00 2
‐
0.3 0.5 ‐ ‐
PM 3:30 2
‐
1.0 0.0 0.0 2.0 0.5 2.0 ‐ ‐ ‐
PM 3:00
2 ‐
PM 2:30
5 ‐
PM 2:00
3 ‐
PM 1:30 2
‐
0.3 0.8 0.3 2.0 ‐
PM 1:00 5
‐
0.5 0.7 1.5 0.3 2.0 0.2 0.3 1.7 0.0 2.0 0.0 1.0 1.8 ‐ ‐ ‐
PM
Time 12:30
3
‐
PM 12:00
1 Start
‐
AM Run 11:30
1 ‐
AM 11:00 3
‐
0.3 1.8 0.8 1.2 0.7 1.0 0.4 1.0 0.3 2.2 1.6 2.3 0.5 1.0 3.3 1.7 3.7 0.0 0.5 1.0 1.5 1.0 1.2 0.2 0.3 ‐ ‐ ‐ ‐
AM 10:30 4 Scheduled 6
‐
0. 0.9 0.3 ‐ ‐ ‐
AM 10:00
AM 9:30 20
‐
0.3 0.3 0.3 1.0 0.3 1.3 ‐ ‐ ‐
AM 9:00
3 ‐
AM 8:30
2 ‐
AM 8:00
AM 7:30
Analysis
AM 7:00
.5 6.3 2.5 1.3 1.7 1.3 1.0 0.4 1.0 1.6 0.8 1.3 0.0 0.7 1.5 0.3 3.3
6
AM 6:30
1000
‐ 2.3 6.0 6.5 0.0 0.0 0.0 1.0 1.3 1.4 1.0 3.6 1.6 1.5 1.0 5.0 2.7 0.5 3.7 1.3 1.0 2.1
AM 6:00 3 189111065646576657991045115111 ‐ 1.0 0.7 7.0 6.7 3.5 1.0 1.3 1.0 1.7 6.5 6.0 5.5 1.7 1.7 1.0 4.3 5.0 8.5 2.5 0.5 2.0 2.7 2.7 2.4 2.5 4.6 3.0 3.2 1.5 5.0 3.5 3.7 5.0 3.5 2.7 1.0 2.5 0.0 3.0 3.0 0.3 0.0 5.3 10.0 2.3 0.7 0.7 1.7 1.1 11 36 22 33 18 31 35 41 36 84 46 59 58 72 47 35 47 35 36 15 29 21 24 11 635 11 36 21 33 17 31 33 41 33 84 43 59 53 72 44 35 44 35 33 15 26 21 22 11 615 Percent 1.0 4.3 7.5 8.5 10.0 2.7 3.0 3.0 2.7 2.4 2.5 4.6 3.8 3.5 3.0 5.0 3.5 3.7 5.3 3.5 3.0 5.0 4.5 1.0 0.01.36.56.30.50.51.70.50.30.70.32.21.01.20.51.32.02.03.00.50.05.00.0 1.0 2.3 7.5 6.7 3.0 0.5 2.0 1.7 1.7 1.9 2.0 3.2 1.6 3.0 0.7 2.3 2.7 3.3 5.3 1.0 1.0 1.0 2.5 1.0 2.5 0.0 0.7 2.5 1.0 7.0 2.0 2.0 3.0 0.3 2.0 0.5 1.2 1.4 1.3 0.5 1.0 1.5 1.3 1.0 0.0 1.0 0.5 0.5 0.0 1.3 0.0 1.3 ‐ ‐ ‐ ‐ 10/7/17
Performance
and
Time ‐ 9/26/17 Way 0.0 0.3 2.5 3.0 8.0 2.7 2.7 3.0 1.0 1.7 1.0 2.2 2.0 0.7 0.5 2.3 2.0 1.7 1.7 1.0 1.5 1.5 1.5 0.0 1.9
On
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Schedule
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(departure) Late 0171631020104130294600100477%
/
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ate from Davis Late /
Elmira) L Early
Park
/
Route Minutes Minutes
Morning Center Center (Departures (Arrivals
conducted Minutes (at Davis Minutes
Time 7 31151512272934367138525561363031242712251324651481%
Marshall
Marshall
&
14 20
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‐
/ ‐ ‐
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9
Dr ‐
Dr 40: Early Early On 6 10 15 >20
Average
Timepoints Peabody 0.0 2.7 2.0 6.0 10.0 2.3 3.0 2.7 2.3 2.4 2.0 3.2 3.8 3.5 3.0 3.3 3.3 3.3 4.3 2.0 3.0 3.0 4.5 1.0 3.2 Minutes Minutes
Transit Transit Ride Deviation
Theaters
& Surveys
Plaza Wood Wood
Timepoints Allison
and C. C.
TABLE Brenden Will Vacaville Maximum Total Departure Youngsdale 1001 Meadowlands Maximum Will Beelard Park Creekside Mobile Transit Vacaville Source: Average Timepoints Timepoints Timepoints Timepoints Timepoints Timepoints Maximum Timepoints Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 83
Figure 18: Average Minutes Late by Route by Run At Location on Route Most Behind Schedule 20 Route 1 Route 2 18 Route 4 Route 5 16 Route 6 Route 8 14 (minutes) 12 Run 10 by
Late 8
6
Average 4
2
0 PM PM PM PM PM PM PM AM AM AM AM AM AM
6:00 5:00 4:00 3:00 2:00 1:00 6:00 7:00 8:00 9:00 12:00 10:00 11:00 Run Start Time (Route 5 15 Minutes Later)
Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 84
Chapter 6 City Coach Route Segment Analysis
The evaluation of the individual routes presented above can “hide” portions that are relatively productive or unproductive along a route. To evaluate at a finer level of detail, a “route segment analysis” was conducted, in which each route was divided into three or four segments. For each segment, the passenger boarding and the hours/miles of service were used to identify costs and revenues, and in turn to assess a variety of performance measures. In addition, the passenger load information was considered for each segment. Note that there are some caveats that should be considered when reviewing the results of a route segment analysis. First, passenger activity is considered only for boarding ((but not deboardings) in order to avoid “double counting” individual passengers. Some route segments may see more activity of passengers getting off of the bus rather than boarding the bus. Secondly, some segments may not have many passenger boardings but will carry high loads of passengers that are traveling between other segments, and thus may have a higher level of utility than the boarding data might indicate. Finally, transfers impact the number of passenger boardings on routes departing the Transportation Center and the Transit Plaza; these segments inherently benefit from the fact that other routes generate passenger boarrdings, rather than the land uses along the route segment.
The results of the route segment analysis are shown in Table 41:
The Passengers per Vehicle‐Mile range between a low of 0.2 (for the “return” portion of Route 4) to a high of 2.2 (for the portion of Route 2 between the Transportation Center and Transit Plaza via Allison Drive, Elmira Road and Mason Street). Other segments that rank highly by this measure are the portion of Route 6 west of Depot/Monte Vista, the other portions of Route 6, and all segments of Route 5.
The most productive segment as measured by the Passeengers per Vehicle‐Hour is the southern stretch of Route 5 between the Nut Tree/Marshall intersection and I‐ 80/Alamo Drive, with 26.9 passenger‐trips per hour. As is also shown in Figure 19, other relatively strong segments are the wesstern portion of Route 6, the portion of Route 8 between the Transportation Center aand Will C. Wood High School, Route 4 between the Transportation Center and Kaiser Hospital, and the northeastern portion of Route 5. Poor performing segments consist of Route 4 from the Outlets to the Transportation Center, and all segments of Route 1.
The Subsidy per Passenger is a key performance measure, in that it considers the key “input” to public transit (public operating funding) and the key “output” (passenger boardings). The “best” segmentss by this measure are those with the lowest values. As shown in Figure 20, the beest segments are the southern
Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 85
TABLE 41: Vacaville City Coach Route Segment Analysis Weekday (During School Year) Shading Reflects Best (Red) to Worst (Green) Passenger Load Input Data Performance Measures per Run Psgrs Psgrs Farebox Board- Vehicle Vehicle Operating per per Subsidy Return Aver- 95th Max- Route Segment ings Miles Hours Cost Mile Hour per Psgr Ratio age % imum
Trans Center - Nut Tree Rd 30 36 3.8 $117 0.8 7.9 $3.43 12% 2 5 8 Route Nut Tree Rd - Leisure Town Rd 16 36 5.9 $174 0.4 2.7 $10.39 4% 1 4 5 1 Leisure Town/Yellowstone - Kaiser 12 29 2.3 $74 0.4 5.2 $5.73 7% 1 3 4 Trans Center - Transit Plaza (S. Side) 100 45 5.7 $171 2.2 17.6 $1.24 28% 3 12 19 Route West of Transit Plaza 88 75 6.3 $199 1.2 14.0 $1.80 21% 4 13 30 2 Transit Plaza - Trans Center (N.Side) 85 93 6.8 $221 0.9 12.5 $2.12 18% 5 18 47 N. of Browns Vly/Brown St 57 75 6.3 $199 0.8 9.1 $3.02 14% 3 11 26 Trans Center - Vaca Valley Parkway 96 103 5.0 $176 0.9 19.2 $1.33 28% 3 6 8 Route Kaiser - Orange/Lawrance 43 50 4.5 $142 0.9 9.5 $2.82 15% 3 7 11 4 Premium Outlets - Trans Center 7 40 3.0 $97 0.2 2.2 $14.06 3% 2 7 9 Trans Center - Nut Tree/Marshall 177 150 9.5 $316 1.2 18.7 $1.12 37% 7 16 30 Route Nut Tree / Marshall - I-80 232 165 8.6 $299 1.4 26.9 $0.62 52% 9 23 38 5 I-80 - Transit Plaza 94 65 6.9 $212 1.4 13.6 $1.60 29% 6 13 21 Trans Plaza - I-80 116 90 7.6 $242 1.3 15.1 $1.52 28% 4 9 12 Route I-80 - Depot/Monte Vista 219 165 9.5 $324 1.3 22.9 $0.90 39% 8 30 42 6 W. of Depot/Monte Vista 84 43 5.7 $172 2.0 14.7 $1.45 28% 6 32 44 Trans Center - Marshall/Peabody 102 78 5.0 $166 1.3 20.5 $1.13 31% 4 9 20 Route S of Marshall/Peabody 138 158 9.8 $328 0.9 14.1 $1.88 21% 5 13 33 8 Marshall/Peabody - Transit Plaza 97 103 9.5 $299 0.9 10.2 $2.58 16% 4 9 22
portion of Route 5 (along Alamo Drive) which requires only $0.62 in subsidy for every passenger, followed by the Markham portion of Route 6 ($0.90), and the segments of Route 2, 4, 5 and 8 starting at the Transportation Center ($1.12 to $1.33). The most expensive segments consist of the portions of Route 1 east of Nut Tree Road/Yellowstone Drive ($5.73 and $10.39) and the last segment of Route 4 between Premium Outlets and the Transportation Center (though in this latter case the route is also serving passengers boarding on previous segments).
The Farebox Return Ratio (ratio of estimated fares to operating costs) is highest for the southern portion of Route 5 (52 percent), and is relatively high for all portions of Routes 5 and 6 as well as the portions of Route 2, 4 and 8 closest to the Transportation Center. Poorer performers consist of Route 1, and the last segments of Route 2, 4 and 8.
Table 41 also presents the passenger loads by route segment. This shows a high variation in passenger loads along the busier routes, particularly for the maximum load level. Route 2 maximum load is highest between the Transit Plaza and Markham area (generated by the afternoon student trips from Vacaville High School). Route 5 loads are highest on the southern segment (generated by the afternoon student trips from Vaca‐Pena Middle School).
Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 86
Figure 19: Route Segment Passenger Boardings per Hour Passenger Boardings per Vehicle‐Hour of Service 0.0 5.0 10.0 15.0 20.0 25.0 30.0
Route 1: Trans Center ‐ Nut Tree Rd 7.9 Route 1: Nut Tree Rd ‐ Leisure Town Rd 2.7 Route 1: Leisure Town/Yellowstone ‐ Kaiser 5.2 Route 2: Trans Center ‐ Transit Plaza (S. Side) 17.6 Route 2: West of Transit Plaza 14.0 Route 2: Transit Plaza ‐ Trans Center (N.Side) 12.5 Route 2: N. of Browns Vly/Brown St 9.1 Route 4: Trans Center ‐ Vaca Valley Parkway 19.2 Route 4: Kaiser ‐ Orange/Lawrance 9.5 Route 4: Premium Outlets ‐ Trans Center 2.2 Route 5: Trans Center ‐ Nut Tree/Marshall 18.7 Route 5: Nut Tree / Marshall ‐ I‐80 26.9 Route 5: I‐80 ‐ Transit Plaza 13.6 Route 6: Trans Plaza ‐ I‐80 15.1 Route 6: I‐80 ‐ Depot/Monte Vista 22.9 Route 6: W. of Depot/Monte Vista 14.7 Route 8: Trans Center ‐ Marshall/Peabody 20.5 Route 8: S of Marshall/Peabody 14.1 Route 8: Marshall/Peabody ‐ Transit Plaza 10.2
Route 6’s highest loads are in the Markham and downtown areas, generated by the morning trips to Vacaville High School. The greatest loads on Route 8 are on the southeastern loop, generated by both the morning and afternoon student trips from Will C. Wood High School.
On‐time performance by route segment was reviewed, but found not to generate useful information as the delays on one segment create on‐time problems on subsequent segments. The discussion of on‐time performance presented above identifies specific roadways and route segments that create delays.
Overall, the route segment analysis reveals that the central, western and southern portions of Vacaville are better “transit territory” than the northeastern or northern portions. Despite the lower development densities along the central portion of Route 5, this area is a particularly strong generator of ridership, along with the areas near downtown and the Transportation Center. The Vaca Valley Parkway area (including Solano Community College and Kaiser) also is a good generator of ridership. The areas served by Route 1 as well as the Orange Drive portion of Route 4 are relatively poor performers, indicating a need to consider changes in service plans for these corridors.
Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 87
Figure 20: Route Segment Subsidy per Passenger Boarding Operating Subsidy per Passenger Boarding $0.00 $2.00 $4.00 $6.00 $8.00 $10.00 $12.00 $14.00 $16.00
Route 1: Trans Center ‐ Nut Tree Rd $3.43
Route 1: Nut Tree Rd ‐ Leisure Town Rd $10.39
Route 1: Leisure Town/Yellowstone ‐ Kaiser $5.73
Route 2: Trans Center ‐ Transit Plaza (S. Side) $1.24
Route 2: West of Transit Plaza $1.80
Route 2: Transit Plaza ‐ Trans Center (N.Side) $2.12
Route 2: N. of Browns Vly/Brown St $3.02
Route 4: Trans Center ‐ Vaca Valley Parkway $1.33
Route 4: Kaiser ‐ Orange/Lawrance $2.82
Route 4: Premium Outlets ‐ Trans Center $14.06
Route 5: Trans Center ‐ Nut Tree/Marshall $1.12
Route 5: Nut Tree / Marshall ‐ I‐80 $0.62
Route 5: I‐80 ‐ Transit Plaza $1.60
Route 6: Trans Plaza ‐ I‐80 $1.52
Route 6: I‐80 ‐ Depot/Monte Vista $0.90
Route 6: W. of Depot/Monte Vista $1.45
Route 8: Trans Center ‐ Marshall/Peabody $1.13
Route 8: S of Marshall/Peabody $1.88
Route 8: Marshall/Peabody ‐ Transit Plaza $2.58
Route Segment Analysis by Run
To gain additional insight regarding the performance of the various routes, one measure – passengers per vehicle‐hour of service (also referred to as productivity) – was reviewed by weekday run. Table 42 presents both the average ridership by route and run, as well as the average productivity by route and run. Not surprisingly, this data also reflects the peaks generated by school ridership, particularly in both the AM and PM school bell periods on Routes 2, 5, 6 and 8.
There are also various runs with high productivity on the Route 4 segment between the Transportation Center and Kaiser, which benefits from the quick running times along I‐80 and I‐ 505. The first segments of Routes 5, 6 and 8 (departing from the Transportation Center) all have relatively good productivity through the mid‐day period, as does the segment of Route 6 between I‐80 and Depot Street. There is no particular pattern of productivity on Route 1.
Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 88
PM 5:30
PM 5:00
PM 4:30
PM 4:00
PM 3:30
PM 3:00
PM 2:30
PM 2:00
PM 1:30
PM 1:00
PM 12:30
(1)
PM 12:00
AM 11:30
AM 11:00
Run Start Time Time Run Start
AM 10:30
AM 10:00
AM 9:30
AM 9:00
AM 8:30
AM 8:00
AM 7:30
AM 7:00
AM 6:30
AM 6:00 4.947.234.08.15.24.09.34.36.27.68.78.39.43.61.63.84.37.04.93.34.32.73.31.1 0.9 2.7 2.4 2.7 5.4 1.2 1.8 1.8 7.7 2.1 3.2 2.1 3.0 6.6 8.1 9.9 30.7 32.5 15.4 1.8 4.5 0.0 3.6 1.8 0.90.81.51.20.00.01.20.30.40.40.60.50.64.02.20.84.34.25.50.70.00.40.00.0 6.3 2.9 1.2 0.6 0.6 0.9 0.0 0.9 0.81.918.013.03.12.01.53.61.72.42.93.33.23.61.40.61.41.72.71.91.21.71.01.20.4 0.40.20.60.60.61.20.30.40.41.80.50.70.50.71.51.92.37.07.53.50.41.00.00.80.4 0.6 0.5 0.0 0.2 0.7 0.4 0.3 1.4 0.6 0.73.5 0.3 3.1 0.0 6.1 0.0 4.6 0.3 0.0 0.0 4.6 1.2 1.5 1.7 2.3 1.8 2.3 16.1 8.6 3.1 17.3 16.7 21.9 2.9 0.0 1.5 0.0 0.0 2.97.73.91.95.80.02.43.92.64.20.64.53.25.33.115.56.817.48.49.75.87.35.80.0 0.7 3.4 0.9 2.0 4.7 3.2 3.8 13.6 8.1 5.4 4.4 5.0 10.4 10.4 2.7 11.5 13.6 4.7 9.5 3.2 5.4 4.7 8.8 4.1 6.4 12.9 33.4 10.7 0.0 4.1 8.4 1.9 1.3 4.1 3.4 2.9 1.0 3.3 2.6 1.3 1.0 3.2 34.7 0.0 0.0 3.9 3.2 0.0 0.3 0.7 0.7 0.24.5 14.40.82.11.10.51.60.00.71.10.71.20.21.20.91.50.94.31.94.82.32.71.62.01.60.0 2.2 4.30.21.00.30.61.41.01.24.12.51.71.31.53.23.20.83.54.11.42.91.01.71.42.71.2 3.2 5.6 1.3 3.5 4.0 3.5 0.3 2.5 3.0 3.71.1 2.4 3.7 5.0 3.5 0.0 4.3 3.3 2.1 3.7 0.0 2.7 5.6 2.8 1.3 0.0 1.3 1.1 1.5 3.2 0.0 1.3 0.3 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.3 0.2 0.0 1.0 0.0 1.5 0.02.5 0.2 5.0 13.1 0.2 4.2 0.2 0.0 0.0 1.6 0.2 3.3 0.0 0.8 0.2 0.5 0.3 1.6 0.0 1.3 0.3 1.1 0.5 0.4 0.50.0 1.3 0.3 0.0 1.0 0.0 0.0 0.5 1.9 0.4 0.9 1.3 0.0 13.6 5.7 0.0 0.0 0.0 8.5 1.5 0.0 1.3 1.1 0.0 0.9 0.9 0.0 0.9 0.0 0.9 1.9 0.0 1.4 2.8 2.8 1.9 0.0 25.3 11.5 4.6 2.3 2.3 3.513.1 0.0 41.7 12.4 3.5 9.3 3.1 16.2 10.0 1.7 11.6 2.3 10.0 7.2 1.8 8.7 0.0 10.8 0.8 10.8 14.4 2.9 10.0 1.5 9.6 1.2 6.2 5.8 10.8 16.2 2.3 8.2 2.9 3.9 1.2 3.1 0.0 4.3 0.0 9.3 1.2 0.8 I-80 - Depot/Monte Vista Plaza Transit - Depot/Monte - I-80 PlazaTrans I-80 - I-80 W. Depot/Monte of Vista Center Marshall/PeabodyTrans - Marshall/PeabodyS of Marshall/Peabody Transit - Plaza 0.0 3.4 29.0 1.3 26.0 7.0 0.0 2.6 3.0 4.4 2.5 11.9 3.1 1.6 6.3 2.6 5.0 3.3 12.6 12.6 2.0 10.1 3.2 7.1 3.5 16.0 6.3 1.6 8.2 2.3 6.3 2.6 13.9 2.6 5.0 4.6 8.8 4.0 17.6 19.1 7.6 11.2 5.0 9.2 2.6 6.6 0.7 0.0 Average WeekdayAverage in School Year Excludes Plaza Passengers on Board From Previous Segments Transit Vista Rd Nut Center- Trans Tree of Plaza Vista Rd Leisure - Rd Nut Town Tree Leisure Town/Yellowstone Kaiser - I-80 Center TransitTrans - Plaza (S. Side) - West 0.0 0.0 1.3Transit Plaza Center(N.Side) Trans - 3.8 BrownsN. of Vly/Brown St 8.1 0.6 Center VacaTrans - Valley Parkway Transit 3.5 0.0 0.0 0.0Kaiser Orange/Lawrance - - Plaza 1.4 1.0 1.0Premium Outlets Center Trans Depot/Monte - 1.2 2.3 1.5 Center NutTrans - Tree/Marshall - 0.6 0.0 0.9 0.7 2.2 /Nut Marshall Tree I-80 - Depot/Monte 0.3 0.3 1.5I-80 1.3 0.0 1.2 1.9Trans 0.8 of 1.0 0.0 0.6 0.4 0.4 1.0 1.6I-80 0.4 0.0 0.2 1.0 1.1W. 0.4 0.0 0.7 1.3 0.5 Center Marshall/PeabodyTrans - 2.3 0.0 1.0 1.1 0.4 2.9 0.0Marshall/PeabodyS of 0.6 0.0 1.0 2.3 7.2Marshall/Peabody Transit 3.5 - Plaza 0.0 0.4 1.2 1.9 0.0 1.3 0.0 1.0 1.0 0.3 1.0 4.8 0.7 6.0 0.0 0.9 1.5 Rd Nut Center- Trans Tree 2.3 5.8 0.5 1.6 0.3 0.4 2.6 Rd Leisure - Rd Nut Town Tree 3.0 5.2 2.7 0.9 0.2 5.8 0.2 0.5 1.4Leisure Town/Yellowstone 3.0 Kaiser - 0.0 1.0 3.3 0.2 2.2 1.8 Center TransitTrans - Plaza 3.6 0.6 (S. 1.7 Side) 1.2 0.2 9.5 4.4West 3.9 Transit 0.5of Plaza 4.5 1.0 0.0 0.0 0.0 0.7 2.7 0.2 0.2 2.7Transit 2.5 Plaza 0.6 Center(N.Side) Trans 0.6 - 16.9 2.9 0.0 0.9 35.5 3.3 Browns 6.6N. of Vly/Brown 1.3 1.0 St 1.7 15.2 0.0 0.6 2.1 1.5 2.5 Center VacaTrans - 1.0 Valley 1.3 6.3 Parkway 0.0 1.4 0.3 0.0 0.0 0.7 2.4 1.3 3.3Kaiser 2.5 Orange/Lawrance 0.8 - 5.1 0.3 0.0 3.5 1.4 5.1 5.1Premium 2.5 1.2 2.5 Outlets Center Trans - 0.0 8.4 3.2 7.7 5.7 Center Nut 2.0Trans - Tree/Marshall 1.3 1.3 0.0 0.3 3.2 0.0 11.1 1.8 0.0 0.7 1.6 / 1.4Nut 0.6Marshall Tree 5.9 I-80 - 0.5 7.7 1.1 5.3 3.2 0.9 4.4 0.0 0.0 9.4 4.2 3.2 1.3 1.0 1.9 2.1 0.0 0.0 5.1 2.1 0.4 0.0 0.0 0.7 0.5 1.6 1.0 1.8 4.2 0.3 0.0 5.1 0.7 10.1 0.8 1.3 1.8 2.8 0.0 6.4 2.6 2.5 2.8 1.5 1.4 14.5 15.2 0.0 3.7 0.4 0.0 11.5 0.0 0.7 1.0 7.3 0.0 5.9 0.0 3.8 6.1 19.0 26.6 1.8 4.3 0.0 1.4 5.1 4.9 7.0 3.5 3.5 0.0 12.6 3.5 7.7 0.5 0.0 3.8 1.5 1.0 6.1 12.8 0.0 14.6 3.2 1.0 2.5 6.8 7.9 5.1 2.1 1.4 0.3 9.0 8.0 21.1 4.2 1.7 0.5 0.0 22.2 0.0 7.9 12.7 9.4 1.4 13.7 34.8 7.6 10.3 16.7 1.4 2.6 6.7 7.7 0.0 17.4 12.2 3.2 0.5 0.0 6.6 0.0 6.8 2.1 16.2 8.8 0.0 5.3 9.0 13.3 0.0 0.0 15.0 0.6 0.0 2.8 4.2 14.0 0.0 8.4 0.0 0.6 0.0 1.4 4.3 2.1 0.0 0.0 0.7 0.0 2.1 0.7 0.0 1 2 4 5 6 8 1 2 4 5 6 8 Route Route Route Route Route Route Route Route Route Route Route Route Route TABLE 42: Passenger Boardings and Productivity by Run by Route Segment by by Route Run and Productivity 42: Passenger Boardings TABLE Run by Ridership Weekday Average by Run Vehicle-Hour) per Boardings (Passenger Productivity Weekday Average Note1: Route start 5 times minutes 15 later.
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Chapter 7 City Coach Passenger Onboard Survey
Onboard passenger surveys were conducted on the City Coach fixed routes in order to gain a further understanding of the current service and the ridership it serves. The survey results provide information on trip‐making patterns of existing transit ridership, as well as provide a demographic profile of current riders. Additionally, survey feedback provides insight into riders’ perception of existing services and their desires for service improveements.
The survey was a two‐sided format of a single page in English on one side and Spanish on the opposite side. A total of 703 valid surveys were collected, 9.6 percent of which were completed in Spanish. The survey instrument and detailed response data is presented in Appendix A. Key findings of this survey are as follows:
51 percent of riders were travelling roundtrip, while 49 perccent were riding one‐way. The proportion of passengers traveling for primary or secondary schooling those ride only one‐way is particularly high, at 57 percent.
79 percent walked to or from the bus to get to their origin or destination and 10 percent transferred to or from another bus. Approximately 1 percent used a bike to get to and from the bus, 1 percent used a wheelchair and another 3 percent were dropped off or picked up.
A car was available for 12 percent of passenger’s trips. Just over a quarter of passengers had a driver’s license.
The largest proportion of passengers (47 percent) are adults between 18 and 61 years of age, while 37 percent are age 6 to 17 and 15 perrcent are 62 or older.
City Coach passenger’s use the service for a wide range of trip purposes. Figure 21 indicates that the largest proportion was primarily traveling to or from high school (26 percent), followed by work (24 percent). Other common trip purposes are shopping (12 percent), medical/dental trips (11 percent) and elementary/middle school students (11 percent). In total, primary and secondary education generates 37 percent of all travel among respondents, while college generates an addition 5 percent.
When asked to describe their occupation, 31 percent indicated they werre high school students, 28 percent were employed, 12 percent were retired, 8 percent were college students, 7 percent were middle school students, and 6 percent each were unemployed and “other”.
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Figure 21: Passenger Primary Trip Purpose
Other, 4.3% Personal Business, 8.0% Work, 23.5% College, 4.6%
Medical/Dental, 10.8% High School, 26.5%
Shopping, 12.0%
Elem/Middle School, Recreational/Social, 5.5% 10.8% Multi‐purpose, 9.2%
Passengers were asked if they agreed with the statement “I would rather have fares increased than service cuts”. A solid majority of 68 percent indicated yes, while 32 percent indicated no.
Passengers were asked to rank transit service characteristics of The Bus on a scale of “poor” (1) to “excellent” (4). The results are shown in Figure 22. Overall, passengers indicate a high opinion of City Coach, with 89 percent indicating that overall service rates an Excellent or Good response, 6 percent indicating Fair and 5 percent indicating Poor. As indicated, “Cleanliness of Vehicles” received the highest rating of the individual factors, with 89 percent indicating Excellent or Good, followed closely by “Safety/Security” (88 percent), “Driver Courtesy” (87 percent) and Fares (86 percent). The categories with the lowest ratings consist of “Information at Bus Stops” (29 percent indicating poor or fair), “On‐Time Performance” (25 percent) and “Bus Stops” (19 percent).
Factors Passengers Believe Would Increase Ridership
Passengers were asked “What do you think would most increase ridership on City Coach”. A total of 327 passengers responded to this question. Responses were sorted in 12 categories, as well as a category for kudos (compliments). Note that many passengers indicated multiple
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Figure 22: Passenger Opinion of City Coach Service
1 Poor 2 Fair 3 Good 4 Excellent
100%
90%
80% 42% 48% 53% 54% 55% 55% 59% 70% 62% 63% 63% 63% 60%
60%
50%
40% 34% 23%
30% 32% 29% 30% 26% 26% 30% 25% 26% 25% 23% 20% 18% 17% 11% 11% 8% 11% 10% 10% 8% 7% 6% 8% 6% 8% 11% 5% 5% 5% 5% 6% 6% 6% 6% 8% 5% 0%
responses. The overall results are shown in Figure 23, while detailed responses are included in Appendix A. The single most common response was later hours of service, cited by 19 percent of respondents. Other common responses were service to new areas or stops (16 percent), improvements to marketing or information (10 percent), and changes to fares (10 percent). Roughly 8 percent of respondents indicated improvement in on‐time performance, Sunday service, bus stop improvements and greater frequency of service. A review of the individual responses provides the following insights:
Most of the respondents indicating the need for service to new areas or stops identified the need for additional stops along the existing routes. There were also requests for service extensions into the outlying portions of Vacaville, as well as specific requests for stops at Monte Vista/Buckhorn and Centennial Park.
Many of the responses relating to marketing/information were specifically for more advertising, real‐time bus location information on the app, and more schedule information at the bus stops.
Suggestions for fare changes focused on reducing the fare (typically to $1), having more free‐fare days, and eliminating the transfer charge.
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Figure 23: Improvements That Would Most Increase Ridership
Proportion of Responding Ridership Indicating Improvement by Category 0% 2% 4% 6% 8% 10% 12% 14% 16% 18% 20%
Later Hours of Service 18.7%
Other 18.3%
Serve New Areas or Stops 16.2%
Marketing / Info 10.4%
Fare Changes 9.8%
Improve Ontime Perf 8.9%
Kudos 8.3%
Sunday Service 8.0%
Bus Stop Improvements 7.6%
Greater Frequency 7.6% Note: Many Riders Indicated More Than One Response Improve Buses 4.9%
Routing Changes 1.5%
Earlier Service 1.2%
Bus stop improvements focused on the need for additional shelters and benches.
Recommendations for improvements in the buses focused on additional seating capacity and provision of wifi service.
The “Other” category included several comments regarding driver courtesy, as well as passenger interactions.
Improvements Riders Would Most Like to See
Passengers were also asked to respond to the question “What transit improvements would you like to see”. A total of 394 persons responded to this question, many with multiple responses. Detailed responses are included in Appendix A, and are summarized by category in Figure 24. The clear preference was for later hours of service, identified by 45 percent of respondents. This was followed by Sunday service (18 percent), service to new areas or stops (13 percent) and earlier service (11 percent)11. Responses garnering between 5 and 10 percent of
11 This figure includes those respondents indicating “longer” or “increased” hours of service without specifying a desire for earlier service, which were roughly half of these respondents. Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 94
Figure 24: Improvements That Riders Would Most Like to See
Proportion of Responding Ridership Indicating Improvement by Category 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
Later Hours of Service 44.7%
Sunday Service 17.5%
Serve New Areas or Stops 12.9%
Earlier Service 11.4%
Greater Frequency 8.4%
Improve Ontime Perf 7.1%
Bus Stop Improvements 6.6%
Kudos 6.6%
Marketing / Info 5.8%
Other 5.6% Note: Many riders indicated more than one Routing Changes 4.6% response
Improve Buses 4.1%
Fare Changes 1.5%
responses consisted of increased frequency, improved on‐time performance, bus stop improvements and improved marketing/information. A review of the detailed responses yields the following conclusions:
Many of the passengers desiring later service specified the desire for one additional hour of service.
Responses regarding service to new areas or stop were largely generically for additional stops. Specific locations mentioned consisted of Elmira/Shasta, the new train station, near Lowes, on Monte Vista by Saks 5th Avenue, Heritage Homes, Vanden Ranch, North Pointe Apartments, the Amazon warehouse, the residential area north of Solano Community College, and along Crescent Drive. Passengers who indicated they desired stops nearer their home reported that the lived near the following street intersections:
o Vanden/Oak Brook o Glen Eagle/Wrentham o Vanden/Alamo
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Of those passengers specifically desiring earlier service, the majority identified the desire for earlier hours on Saturday (such as starting at the weekday start of service).
Bus improvements focused on the need for more seating capacity, though wifi service was also mentioned.
Suggested marketing/information improvements included requests for improvements to the transit app and more real‐time information.
Bus stop improvements focused on the desire for additional shelters and benches, though the desire for public restrooms as well as a playground at the transit centers were mentioned.
There were also several comments regarding the need for routes or runs specifically for school trips.
Transfer Patterns
The passenger surveys can be used to estimate total daily transfers between the various routes. As shown in the top portion of Table 43, passengers indicated the other routes that they would use to complete their one‐way trip. The proportion of passengers on each route that transfer as part of their trip varies widely, from as low as 34 percent on Route 2 to as high as 89 percent on Route 8. These results can be factored by the average weekday ridership on each route (during the school year) to identify total daily transfers between the various routes, as shown in the bottom portion of Table 44. The highest transfer activity is between Routes 6 and 8, with 356 daily transfers (more than one third of all transfers). This is followed by transfers between Routes 5 and 6 (211) and between Routes 2 and 4 (133).
As discussed in Chapter 3, above, the current City Coach operating plan interlines buses only between Routes 2 and 8. While there are other factors that affect interlining (notably the need to provide adequate driver breaks as part of the overall cycle), from a passenger’s perspective interlining Routes 6 and 8 would be beneficial, in that it would reduce the need for passengers to physically transfer between buses and would eliminate the potential for transfers to be missed between these two routes.
Passenger Origin/Destination Patterns
The onboard survey results are also useful in evaluating passenger’s trip patterns by origin and destination. As shown in Figure 25, a system of 10 zones were established for this analysis. Data is derived from a total of 377 respondents who provided adequate information to identify both their origin zone and destination zone for their trip. The total number of respondents by trip origin and destination zone is presented in the top portion of Table 44.
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TABLE 43: Transfer Patterns Between City Coach Routes
Total Passengers Don’t Transfer To Transfer On Route Transfer 124568To Percent of Passengers Transferring 1 48% ‐ 10% 6% 23% 10% 3% 52% 2 66% 4% ‐ 30% 0% 0% 0% 34% From 4 23% 2% 23% ‐ 13% 9% 30% 77% 5 54% 4% 0% 7% ‐ 21% 14% 46% 6 11% 2% 0% 6% 25% ‐ 55% 89% Transfer 8 38% 0% 0% 13% 12% 38% ‐ 63%
Estimated Daily Transfers on Weekdays During School Year ‐‐ Sum of Both Directions And 2 4 568 1 19 7 32 14 3 2 ‐ 133 0 0 0 4 ‐‐53 37 87
Between 5 ‐‐‐211 110 6 ‐‐‐‐356
Source: Onboard Surveys
As indicated, the highest number of respondents indicated they were traveling within the Southwest Zone (25), followed by travel from the Southeast Zone to the Central Zone (24). This data can be factored by the ratio of the average school year weekday ridership to the total responses, and summed over the two directions to yield estimates of the total daily ridership between each pair of zones, as shown in the bottom portion of Table 44. This data is also depicted graphically in Figure 15. A review of this analysis reflects the diverse, “many‐to‐many” pattern of travel using the City Coach service, rather than a focus on a limited key corridors. There are however, five trips that stand out (all of which are made by more than 100 passengers per day):
Central Zone – Southeast Zone (140 one‐way passenger‐trips per day) Central Zone – Southwest Zone (125) Outlets Zone – Southwest Zone (125) Internal to Southwest Zone (120) Southwest Zone – Southeast Zone (115)
The Downtown, Markham, Outlets and Vaca Valley Parkway Zones also have multiple relatively high ridership trip pairs. However, no one OD pair has more than 8 percent of total City Coach ridership.
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TABLE 44: Daily Passenger‐Trips Between Zones Average Weekday in School Year Browns Down‐ Mark‐ South‐ South‐ Vaca Vly Valley Central town East ham Outlets east west Pkwy West
Survey Responses (1‐Way Trips) To Zone Browns Valley 2030420406 Central112402751182 Downtown5100524413 East 0413140100
Zone Markham314112100200
Outlets 26336881162
From Southeast02450138853 Southwest 5 16 3 1 2 16 16 25 3 4 Vaca Vly Pkwy0340031240 West3211211001 Estimated Daily Passenger‐Trips (Total 2‐Way) Browns Valley 10 5 40 0 35 20 0 45 0 45 Central ‐‐ 55 25 20 15 65 140 125 55 20 Downtown ‐‐ ‐‐ 0 5 45 25 45 35 25 20 East ‐‐‐‐‐‐15 10 35 0 10 0 5 Markham ‐‐ ‐‐ ‐‐ ‐‐ 55 75 5 20 0 10 Outlets ‐‐‐‐‐‐‐‐‐‐40 55 125 45 15 Southeast ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ 40 115 30 20 Southwest ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ 120 25 20 VV Parkway ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ 20 0 West ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ 5 Total Trip‐Ends by 200 525 265 100 270 500 450 640 200 160 Zone Percent of Total Daily Ridership (2‐Way) Browns Valley 1% 0% 2% 0% 2% 1% 0% 2% 0% 2% Central ‐‐ 3% 1% 1% 1% 4% 8% 7% 3% 1% Downtown ‐‐ ‐‐ 0% 0% 2% 1% 2% 2% 1% 1% East ‐‐‐‐‐‐1% 1% 2% 0% 1% 0% 0% Markham ‐‐ ‐‐ ‐‐ ‐‐ 3% 4% 0% 1% 0% 1% Outlets ‐‐‐‐‐‐‐‐‐‐2% 3% 7% 2% 1% Southeast ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ 2% 6% 2% 1% Southwest ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ 7% 1% 1% VV Parkway ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ 1% 0% West ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ 0% Total Trip‐Ends by 11% 29% 14% 5% 15% 27% 25% 35% 11% 9% Zone
Source: Survey of 377 City Coach Passengers
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Figure 25 0.50.25 0 0.5 Miles I City Coach Origin/Destination Pattern
Steiger Hill Rd 1-way Passenger Trips Per Day
5-20 Vaca Valley Pky Vaca Valley 25-50 Parkway
55-140 Browns Ave Vista Monte Trips Internal ValleyBrowns Valley Rd to Zone ¦¨§505
505 80 Vaca Valley Rd Farrell Rd
Dobbins St East
5 5
Markham Rd Town Leisure Outlets Yellowstone Dr 75
Foothill Dr WestAve Orchard
Downtown Buck Ave 5 5 5 6
Elmira Rd
Central
5 14 80 2 0 Marshall Rd ¦¨§ 1
5 2 Davis St Davis 1
Rivera Rd 165 Alamo Dr
120 Southeast Southwest
Peabody Rd
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Comparison of Passenger Trip Patterns with Transit Quality of Service
The passenger origin/destination information can be compared with the quality of service currently provided by City Coach to provide a useful evaluation of how well the current route system and schedules are serving the existing passengers. The relative quality of service between the various zones was calculated as follows:
The minimum travel time was identified, as shown in Table 23, above.
A 10‐minute “penalty” was applied if the trip requires a transfer. This reflects transit demand research that indicates passengers find the inconvenience of a transfer equivalent to an additional 10 minutes of travel time.
A 15‐minute “penalty” was applied for trips that require travel on Route 1, reflecting the inconvenience of service only once per hour. This value is half of the difference between 30 minute and 60 minute service frequency.
The resulting values provide a relative measure of quality of service, with a lower figure reflecting a better quality of service. The overall range of values was split into three levels with equal number of OD pairs: relatively good service (less than 25), average service (25 to 48) and relatively poor service (above 48). Table 45 shows both the estimated daily one‐way passenger‐trips as well as the relative quality of service shown in shading, with relatively good service in green, average service in yellow, and poorest service in red. (The grey cells reflect trips internal within each cell, which are not possible to classify as travel times would depend on specific trip origin/destination within the cell.)
Optimally, all of the highest numerical values (daily passenger‐trips) would be in green shaded cells (relatively good service), with lowest numerical values in red cells. A review of this table indicates the following:
The current City Coach service plan is doing quite a good job of serving the highest passenger OD pairs with relatively good service: all 12 of the highest ridership pairs are provided with a relatively good level of service (i.e., are in a green cell) or are internal to a zone.
The largest volume of passengers provided with average service is 35 passengers per day (Central to Outlets zone).
The largest volume of passengers provided with relatively poor service is 20 passengers per day between the Markham and Browns Valley zones.
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The majority of OD pairs provided with relatively low service also have low ridership (less than 15 passengers per day).
This analysis indicates that routes are well matched with the existing ridership patterns. There may be some potential of providing direct routes through the Transportation Center, such as between the Central Zone and the Outlets and/or Vaca Valley Parkway Zones.
TABLE 45: Comparison of Quality of Transit Service and Daily Ridership Between Zones
20 Daily 1 ‐ way Passenger ‐ Trips Best Service ‐ Less than 25 minutes equivalent travel time Average Service ‐ 25 to 48 minutes equivalent service Poorest Service ‐‐ More than 48 minutes equivalent service To Zone
Browns Down‐ Mark‐ South‐ South‐ Vaca Vly Valley Central town East ham Outlets east west Pkwy West
Browns Valley 5 52002010025025
Central 5 301510103570653010
Downtown 20 15 0 5 25 15 25 20 15 10
East 01051052005 0 5
Markham 20 10 25 5 30 40 5 10 0 5 Zone
Outlets 10 35 15 20 40 20 30 65 25 10 From
Southeast 0 70250 5 3020601510
Southwest 25 65 20 5 10 65 60 60 15 10
Vaca Vly Pkwy 0 30150 0 251515100
West 25 10 10 5 5 10 10 10 0 5
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Chapter 8 Service Alternatives
This chapter presents the analysis of a wide range of traansit service alternatives. First, overall route changes are evaluated. This is followed by a discussion of schedule changes (such as changes in service frequency), and by span of service changes. Finally, the various alternatiives are compared and an analysis on system performance is presented..
The impacts of the service alternatives on operating costs (for Fiscal Year 2017/18) were calculated using the following formula:
Change in Marginal Operating Costs = Change in Annual Vehicle‐Hours of Service * $28.41 + Change in Annual Vehicle‐Miles of Service * $0.41
This equation is based on existing contractor costs, as well as 2016/17 costs for other items factored by 3 percent for inflation.
Route Alternatives
As the individual routes operate as a system, changes inn one route can require changes in other routes. While a wide range of route alternatives were initially considered, the analysis of route modifications focused on two sets of changes: a scenario by which Route 4 would be modified, and a scenario by which Routes 2 and 8 would be modified.
As an aside, a common transit planning strategy is to focus service on high‐demand corridors, providing more frequent service on a key corridor (such as between transit centers). However, the analysis of City Coach ridership and conditions (presented in Chapter 4) indicates against this type of service plan, and there is no one key corridor with a high proportion of ridership (particularly once school trips are served).
Route 4 Revision to Better Serve Northeast Vacaville
The North Village area is a rapidly developing portion of Vacaville. At present, there are approximately 775 single family residences that are not within a quarter‐mile walk of bus stops (at Kaiser Hospital or Solano Community College). There are also active plans for additional development in the area.
Potential Route 4 Revision
In the near‐term, one option would be to revise the routte (as shown in Figure 26) to turn right onto North Village Parkway upon exiting the Community College, right on Crescent Drive to Vaca Valley Parkway. This will require relocating the existing stop (with shelter) at Genentech Study Report LSC Transportation Consultannts, Inc. Vacaville Transit Service Evaluation Study Paage 103
0.5 0.25 0 0.5 Miles Figure 26 I Routes 1 and 4 Revision Scenario
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on New Horizons Way to the east side of North Village Parkway just north of Vaca Valley Parkway. In addition, the existing main Kaiser stop would need to be relocated to a location on either side of Quality Drive, near the main Kaiser entrance. An example schedule is shown in Table 46.
TABLE 46: Route 4 Revision Example Schedule Revised Route 4 Transportation Center 8:00 AM 8:30 AM State Fund (Call Ahead) 8:05 AM 8:35 AM Solano Community College 8:06 AM 8:36 AM Crescent Dr./Parkside Dr. 8:08 AM 8:38 AM Kaiser Hospital 8:10 AM 8:40 AM DMV/Orange Dr. 8:16 AM 8:46 AM Lawrance Dr./Harbison Dr. 8:19 AM 8:49 AM Nut Tree/Harbison 8:22 AM 8:52 AM Transportation Center 8:25 AM 8:55 AM
Impact on Service Quantities and Ridership
A comparison of the vehicle‐hours and vehicle‐miles of service under this scenario compared with the existing Route 4 service plan is shown in Table 47. While vehicle‐hours would not be impacted, mileage would be increased by 2,209 per year. This would result in an increase in operating costs of $900 per year. No change would be made in the required number of peak buses.
TABLE 47: Routes 4 Revision Scenario Service Quantity Analysis
Run Parameters Weekday Service Weekend Service Annual Annual Peak Hours Miles Runs Hours Miles Runs Hours Miles Hours Miles Cost Buses
EXISTING Existing Route 4 0.50 8.8 25 12.5 220 20 10 176 3,683 64,812 $132,300 1 Total 3,683 64,812 $132,300 1
POTENTIAL SCENARIO Revised Route 4 0.50 9.1 25 12.5 228 20 10 182 3,683 67,022 $133,200 1 Total 3,683 67,022 $133,200 1
Net 0 2,209 $900 0
The additional service area in the North Village neighborhood would increase ridership by an estimated 2,800 per year, considering the number of housing units, demographic characteristics, and observed ridership in similar portions of Vacaville currently with service. Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 105
This modification would have several advantages and disadvantages:
Advantages
It provides service to approximately 260 additional homes. This will provide a good test of the ridership potential of the North Village area.
It does not materially change the cost of City Coach service.
Disadvantages
It requires relocation of two stop.
It provides a longer walk (crossing the Vaca Valley Parkway / New Horizons Way intersection) for travel to and from Genentech.
A summary of the service and ridership impacts of this alternative is presented in Table 48.
Other Options to Expand Route 4 Service Area
Given that Route 4 cannot be extended significantly within the current half‐hourly cycle length, two other options were considered that would expand the service area to the north without the need to modify Route 1:
The route could be extended to an hourly headway, using a single vehicle. This would not change the annual vehicle‐hours, but would reduce vehicle‐mileage (as the extended route would operate at an overall lower speed). As a result, annual operating costs would be reduced by approximately $12,000. However, the lower frequency of service to the existing Route 4 stops would reduce ridership by an estimated 9,500 per year. While the additional service area would add 3,000 passengers per year, the net impact in the short term (prior to additional development) would be a loss of 6,500 annual riders.
The extended Route 4 could be provided with half‐hourly service, using a second bus. However, this would increase annual operating costs by $115,800, while only increasing ridership (in the short term) by 4,900 per year.
The extended Route 4 could be provided with half‐hourly service, using a second bus. However, this would increase annual operating costs by $115,800, while only increasing ridership (in the short term) by 4,900 per year.
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TABLE 48: City Coach Service Alternatives Summary Change In Annual Service Service Service Operating Fare Operating Change in Alternative Hours Miles Cost Ridership Revenues Subsidy Peak Buses ‐‐ ‐‐ Route 4 Revisions Scenario 0 2,209 $900 2,800 $1,400 ‐$500 0 Routes 2/8 Revisions Scenario ‐3,781 ‐76,466 ‐$140,100 11,300 $5,400 ‐$145,500 ‐1 Reduce Frequency from 30 to 60 Minutes ‐‐ Monday to Saturday Reduce Rt 2 Frequency to Hourly ‐3,323 ‐44,587 ‐$113,700 ‐15,300 ‐$7,200 ‐$106,500 ‐1 Reduce Rt 4 Frequency to Hourly ‐1,779 ‐30,875 ‐$63,700 ‐9,500 ‐$4,800 ‐$58,900 0 Reduce Rt 8 Frequency to Hourly ‐3,045 ‐40,559 ‐$104,100 ‐14,600 ‐$7,300 ‐$96,800 ‐1 Total of 3 Routes ‐8,147 ‐116,021 ‐$281,500 ‐39,400 ‐$19,300 ‐$262,200 ‐2 Reduce Frequency from 30 to 60 Minutes ‐‐ Saturday Only Reduce Rt 2 to Hourly ‐ Saturday Only ‐513 ‐6,884 ‐$17,600 ‐1,000 ‐$500 ‐$17,100 0 Reduce Rt 4 to Hourly ‐ Saturday Only ‐513 ‐4,452 ‐$16,600 ‐500 ‐$300 ‐$16,300 0 Reduce Rt 5 to Hourly ‐ Saturday Only ‐570 ‐8,743 ‐$19,900 ‐3,000 ‐$2,000 ‐$17,900 0 Reduce Rt 6 to Hourly ‐ Saturday Only ‐513 ‐6,249 ‐$17,300 ‐2,800 ‐$1,600 ‐$15,700 0 Reduce Rt 8 to Hourly ‐ Saturday Only ‐513 ‐6,833 ‐$17,500 ‐1,000 ‐$500 ‐$17,000 0 Total ‐2,109 ‐26,328 ‐$71,400 ‐7,300 ‐$4,400 ‐$67,000 0 Reduce Summer Frequency to 60 Minutes ‐‐ Monday to Saturday Reduce Rt 2 Frequency to Hourly ‐640 ‐8,589 ‐$21,900 ‐1,900 ‐$900 ‐$21,000 0 Reduce Rt 8 Frequency to Hourly ‐618 ‐9,479 ‐$21,600 ‐2,500 ‐$1,200 ‐$20,400 0 Total of 2 Routes ‐1,258 ‐18,068 ‐$43,500 ‐4,400 ‐$2,100 ‐$41,400 0 Extend Weekday Evening Service by 1 Hour Route 1 249 2,540 $8,200 600 $300 $7,900 0 Route 2 249 3,337 $8,500 2,200 $1,000 $7,500 0 Route 4 249 4,333 $8,900 1,500 $800 $8,100 0 Route 5 249 3,810 $8,700 5,200 $3,500 $5,200 0 Route 6 249 3,038 $8,400 4,000 $2,300 $6,100 0 Route 8 249 3,312 $8,500 2,800 $1,400 $7,100 0 Total 1,494 20,368 $51,200 16,300 $9,300 $41,900 0 Extend Weekday Evening Service Until 9:00 PM Route 1 374 7,595 $13,800 1,700 $800 $13,000 0 Route 2 623 8,342 $21,300 4,800 $2,300 $19,000 0 Route 4 374 6,474 $13,400 3,200 $1,600 $11,800 0 Route 5 623 9,537 $21,800 12,000 $8,000 $13,800 0 Route 6 623 7,595 $21,000 8,600 $5,000 $16,000 0 Route 8 747 9,960 $25,500 6,000 $3,000 $22,500 0 Additional DAR 747 9,387 $25,300 1,500 $4,900 $20,400 0 Additional Dispatch ‐‐ ‐‐ $22,400 ‐‐ ‐‐ $22,400 Total 4,109 58,889 $164,500 37,800 $25,600 $138,900 Sunday Service ‐ 8:00 AM to 5:00 PM Route 1 230 4,665 8,500 1,200 $600 $7,900 0 Route 2 459 6,160 15,700 2,100 $1,000 $14,700 0 Route 4 230 3,983 8,200 1,100 $600 $7,600 0 Route 5 459 7,040 16,100 6,500 $4,300 $11,800 0 Route 6 459 5,592 15,500 5,900 $3,400 $12,100 0 Route 8 459 6,114 15,700 2,200 $1,100 $14,600 0 Additional DAR 459 5,760 15,500 2,100 $6,800 $8,700 0 Additional Dispatch ‐‐ ‐‐ $15,300 ‐‐ ‐‐ $15,300 Total 2,754 39,314 $110,500 21,100 $17,800 $92,700
Either of these options would only make sense once substantial additional development occurs, and are thus not considered further in this study.
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Route 2 and 8 Revisions to Expand Service Area and Increase Ridership
The review of existing demand and services presented in previous documents indicates several issues in the areas served by Routes 2 and 8 that could potentially be addressed through route revisions:
The Route Segment Analysis indicates that there are several areas of Vacaville that only generate significant transit ridership in periods with high levels of student transportation needs. Two areas in particular show this ridership pattern: the Browns Valley area (Route 2 north of the Brown Street/Browns Valley Road intersection) and southeast Vacaville (Route 8 south and east of Will C. Wood High School). Figure 27 presents a graph depicting the total daily passenger activity (boarding plus alighting) on these two route segments for each weekday run:
o In particular, ridership on the southern segment of Route 8 is very concentrated in the 7:00 AM run (arriving at Will C. Wood HS at 7:30 AM) and the 3:00 PM run (picking up high school students at 3:06 PM). These two runs serve just under half (47 percent) of the total ridership on the 24 daily runs. In the mid‐day period, ridership generation in this route segment is low, with no runs between 9:30 AM and 2:30 PM generating more than 3 passenger boardings or alightings.
o On the Browns Valley portion of Route 2, 41 percent of total daily ridership activity occurred over only three runs (6:00 AM12, 2:00 PM and 3:00 PM). Jepson Middle School generates ridership on the 6:00 AM run and the 2:00 PM run, while Vacaville High School generates ridership on the 6:00 AM run and the 3:00 PM run. Ridership between 6:30 AM and 1:30 PM as well as after 3:00 PM, with only one run generating more than 3 boardings or alightings in the Browns Valley area.
This ridership pattern indicates that these two outlying areas do not justify half‐hourly service over the whole day. They would be more effectively served with routes designed to provide hourly service, augmented with school tripper runs specifically designed to meet Middle School and High School students (though these runs would be open to all).
There are substantial existing residential areas with ridership potential that are not currently served, particularly in southeast Vacaville and northwest Vacaville.
New development currently underway in southeast Vacaville will expand the need for service to this growing area.
12 Riders boarding on this run stay on board at the Transportation Center and deboard on the 7:00 AM run at Vacaville High School and Jepson Middle School. Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 108
PM 5:30 PM 5:00 PM 4:30 PM 4:00 PM 3:30 Ridership
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To address these issues, an alternative route scenario was developed to revise Routes 2 and 8 and to add new limited services. A map showing these revised routes (not showing other existing City Coach routes not changed under this scenario) is presented in Figure 28. This scenario would consist of the following:
New “North Tripper” and “South Tripper” routes. The North Tripper would travel between the Transportation Center and the Transit Plaza, and would be designed to accommodate travel between the Browns Valley/Markham areas and Vacaville High School and Willis Jepson Middle School. An example schedule is shown in Table 29, timed around the planned 2018/19 school bell times. The South Tripper route would consist of the existing southeastern portion of Route 8, starting and ending at the Transportation Center and timed to serve Will C. Wood High School bell times. Transit routes designed specifically to serve public school student transportation needs are a common way to tailor service to best meet peaks in demand. The SolTrans system, for example, includes two routes in Benicia that connect residential neighborhoods with schools, operating two morning and two afternoon runs. Similar routes are operated in Lincoln, California and Rapid City, South Dakota. To be eligible for public transit funding, it is important that these routes be operated for the general public (rather than limited to students). This requires the following:
o The routes are within the general service area of the overall transit system. o All buses are open to the general public. o These routes are marketed as part of the overall system, with routes shown on the system map and schedules included on websites and printed schedules along with the other routes. o Terms like “school route” and “student service” should not be used. o Buses typically do not enter school property, but instead serve a typical bus stop adjacent to the schools.
Revisions to Route 2. Route 2 would be reconfigured to focus on the western portion of Vacaville, using one bus to provide service every half‐hour. The new route would operate westbound on Monte Vista Avenue, northbound on West Street, westbound on Hemlock Street and southbound Orchard Avenue between the Transit Plaza and Food Fair, providing new service to the substantial neighborhood north of the high school. A small loop would then be operative via Buck Avenue eastbound, Eldridge Street northbound and Monte Vista westbound, before returning to the Transit Plaza via Alamo Drive, Merchant Street and Dobbins Street. As the route would not continue on, residents of this large neighborhood would have convenient service both to and from the grocery store, rather than having to travel to the Transit Plaza and wait for a westbound Route 2 bus to return home. This route requires approximately 39 minutes to operate, and one bus would be used to provide service every half‐hour. This route would be scheduled to provide direct bus‐to‐bus connections at the Transit Plaza with Route 2 and the revised Route 8.
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Figure 28 0.50.25 0 0.5 Miles I CraigRoutes Ln 2 and 8 Revision Scenario
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Rice Ln Rice Vaca Valley Pky Ellsworth Rd Kilkenny Rd Akerly Dr
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TABLE 49: Routes 2/8 Revision Scenario Example Schedules
Revised Route 2 Revised Route 8 Transit Plaza 7:55 AM 8:25 AM Transit Plaza 7:55 AM 8:25 AM Hemlock/Stinson 7:58 AM 8:28 AM Davis St. PnR 7:57 AM 8:27 AM Food Fair (SB) 8:01 AM 8:31 AM Will C Wood HS 8:03 AM 8:33 AM Buck/Alamo Dr 8:06 AM 8:36 AM Shasta Dr / Aegean Way 8:07 AM 8:37 AM Merchant St/Alamo Dr 8:08 AM 8:38 AM Will C Wood HS 8:11 AM 8:41 AM Transit Plaza 8:13 AM 8:43 AM Brendan Theaters 8:16 AM 8:46 AM Transit Plaza 8:21 AM 8:51 AM
North Peak Tripper South Peak Tripper Transportation Center 8:10 AM Transportation Center 8:00 AM Browns Valley/Tipperary 8:15 AM Aegean Way 8:03 AM Glen Eagle / Wrentham 8:19 AM Peabody Rd. / Beelard Dr. 8:08 AM Browns Valley Pkwy/Wrentham 8:23 AM 2018/19 Vanden Rd. / Marshall Rd. 8:16 AM 2018/19 Meadows Dr. / Rocky Hill Rd. 8:26 AM Bell Time Youngsdale Dr. / Morning Glory Dr. 8:24 AM Bell Time Transit Plaza/Vacaville HS 8:30 AM 8:40 AM Will C. Wood High School 8:30 AM 8:40 AM Orchard/Elder/Willis Jepsen MS 8:34 AM 9:00 AM Brenden Theaters 8:35 AM Transit Plaza 8:40 AM
Orchard/Elder/Willis Jepsen MS 3:40 PM 3:32 PM Transit Plaza 3:32 PM Transit Plaza/Vacaville HS 3:50 PM 3:40 PM Davis St. Park & Ride 3:34 PM Meadows Dr. / Rocky Hill Rd. 3:54 PM Will C. Wood High School 3:40 PM 3:40 PM Browns Valley/Tipperary 3:57 PM Peabody Rd. / Beelard Dr. 3:45 PM Glen Eagle / Wrentham 4:01 PM Vanden Rd. / Marshall Rd. 3:53 PM Browns Valley Pkwy/Wrentham 4:05 PM Youngsdale Dr. / Morning Glory Dr. 4:01 PM Transportation Center 4:10 PM 99 Cent Store/Peabody 4:07 PM Elmira Road/Allison Dr. 4:10 PM Transportation Center 4:13 PM
South Hourly Transportation Center 8:00 AM Aegean Way 8:03 AM Peabody/Beelard 8:08 AM Vanden/Marshall 8:13 AM Vanden/Cogburn 8:20 AM Youngsdale/Morning Glory 8:28 AM Peabody/Marshall 8:37 AM Elmira/Allison 8:40 AM Transportation Center 8:43 AM
Reduction of Route 8. The revised route would connect the Transit Plaza with the Will C. Wood High School and Peabody/Elmira/Aegean area, as shown in Figure 28. It would operate along the existing Route 8 between the Transit Plaza and the Peabody/Marshall intersection, and then operate a loop along Shasta Drive, Aegean Way and Peabody Road before returning to the Transit Plaza. One bus would be used to operate this route every half‐hour, timed to provide direct connections with Routes 2 and 6 at the Transit Plaza. The eliminated segment would be largely served by the new Southeast Route.
New “Southeast” route, also operated once per hour. This would follow the existing Route 8 alignment (in both directions) between the Transportation Center and the Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 112
Peabody/Beelard Drive intersection. It would then operate a large one‐way clockwise loop (focusing on Marshall Road, Vanden Road, Cogburn Road, Nut Tree Road, Foxboro Parkway, Peabody Road and Beelard Drive). This route would serve both existing development as well as areas scheduled for development in the near term. It would require approximately 43 minutes to operate, once per hour.13
Note that the existing additional tripper runs on the current routes would continue to be operated (on Route 2, 5 and 8) to provide peak capacity.
An analysis of the impact on overall service quantities, costs and bus requirements is shown in Table 30. As indicated, overall vehicle‐hours would be reduced by almost 3,800 per year, while mileage would be reduced by 76,500 per year. The overall operating cost would be reduced by an estimated $140,100 per year. The peak number of buses needed to operate the service would be reduced to five from the existing six.
The impacts on ridership consist of the following:
The Southeast Route would serve an extensive new area that currently includes approximately 2,120 homes not currently within a quarter‐mile walk of a bus stop, such as along Foxboro Parkway, Cogburn Way, and the neighborhoods north and south of Alamo Drive east of roughly Meadowlark Drive. However, service to other homes totaling approximately 620 (along Youngsdale Drive and Nut Tree Road between Youngsdale Drive and Needham Drive) would be limited to school trippers only. On balance, the number of Vacaville homes served by City Coach would be increased by 1,500. Applying a per‐unit trip rate based on observed ridership rates in southeast Vacaville, this would increase ridership by an estimated 11,500 boardings per year.
The newly served neighborhood north of Vacaville High School consists of 980 additional residences as well as St. Mary’s Catholic Church, Community Presbyterian Church, and Hemlock Elementary School. This neighborhood is of relatively modest means (13 percent below poverty, compared with a citywide average of 10 percent), and has a relatively high proportion of residents that are youths or have a disability. The route could also serve stops a block east of William Jepson Middle School, serving students at additional times other than the school tripper service. Based on observed ridership and the demographics, service to this area would increase ridership by 17,700 per year.
13 An hourly route serving Browns Valley from the Transportation Center was also considered. However, setting aside the student ridership that would be served by the North Tripper, the existing ridership generated in this area indicates that this route would serve only 2 passenger‐trips per run. Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 113
TABLE 50: Routes 2/8 Revision Scenario Service Quantity Analysis
Run Parameters Weekday Service Weekend Service Annual Annual Peak Hours Miles Runs Hours Miles Runs Hours Miles Hours Miles Cost Buses
EXISTING Existing Route 2 1.00 13.42 25 25 335 20 20 268 7,365 98,837 $252,000 2 Existing Route 2 Trippers 1.00 13.42 2 2 27 0 0 0 360 4,831 $12,300 1 Existing Route 8 1.00 13.32 24.5 24.5 326 20 20 266 7,241 96,442 $247,400 2 Existing Route 8 Trippers 1.00 13.32 1 1 13 0 0 0 180 2,398 $6,200 1 Total 15,146 202,508 $517,900 6
POTENTIAL SCENARIO North Peak Tripper 0.53 9.3 3 1.6 28 0 0 0 288 5,022 $10,300 1 Southeast Peak Tripper 0.60 9.7 2 1.2 19 0 0 0 216 3,492 $7,600 1 South Hourly Route 1.00 11.3 12 12 136 10 10 113 3,558 40,205 $118,600 1 Truncated Route 20.504.6 25 12.5 115 20 10 92 3,683 33,879 $119,600 1 Truncated Route 8 0.50 6 24.5 12.25 147 20 10 120 3,620 43,443 $121,700 1 Total 11,365 126,041 $377,800 5
Net ‐3,781 ‐76,466 ‐140,100 ‐1
The elimination of service in Browns Valley (other than the tripper service) would reduce ridership by an estimated 9,500 passenger per year, based on an elasticity analysis.
Similarly, existing passengers along the southeast portion of Route 8 that would be impacted by the reduction in frequency from half‐hourly to hourly would result in a loss of 4,200 passengers per year.
On total, this route revision scenario would increase overall ridership by an estimated 11,300 per year, equal to an 8 percent increase over current Route 2 and Route 8 total ridership.
In sum, this scenario provides the following benefits:
It tailors services in Browns Valley and southeast Vacaville to better match the existing demand levels.
It provides service to a new area in northwest Vacaville (north of Vacaville High School) and provides more convenient service in southwestern Vacaville.
It provides flexibility to service newly developing areas in southeast Vacaville (Vanden Meadows, Roberts Ranch, etc.) as well as in northern Browns Valley.
Significantly, it allow the tripper service to be modified to best serve student needs (not tied to regularly scheduled routes) and to allow future modifications that do not impact the non‐tripper routes. Browns Valley residents, for example, would be provided with Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 114
direct service to Vacaville High School, avoiding the need to travel through the Transportation Center. This reduces in‐vehicle travel times by roughly 20 minutes.
Southeast Vacaville residents along the existing Route 8 south of Marshall Road would be provided with direct two‐way service to and from the Transportation Center, rather than the current arrangement of one‐way service through the Transit Plaza. This would reduce in‐vehicle travel times.
A significant (8 percent), with a substantial reduction in operating costs.
Disadvantages are:
Loss of service to the Browns Valley area, other than the tripper service. However, serving this area would require operation of an additional bus, and would serve less than two passengers per run.
Loss of service to a small area in southeast Vacaville (focused on Youngsdale Drive) other than tripper service. However, this area only generates 11 daily passenger‐trips, and the majority of passengers affected would still be within a 5 minute walk of a stop.
Elimination of service to the Vacaville Museum stop on Buck Avenue. This stop only services four passengers per day, however, and service is available nearby on Cernon Street on three other routes.
Lower service frequency in southeast Vacaville and in Browns Valley, outside of school times.
Commercial Core Circulator
Under this option a new route would be established that simply circulates in a clockwise loop around “the outlets” commercial core area, encompassing Nut Tree Village, Vacaville Premium Outlets 1 and 2, Vaca Commons, Meridian Plaza, and the Transportation Center. This route would be identical to the eastern end of existing Route 6, closing the loop with a segment on Allison Drive from the Transportation Center north to East Monte Vista Avenue. This loop is 3.5 miles in length, and requires approximately 15 minutes to operate. Including some driver recovery/layover time, this route could be operated once every 20 minutes with one vehicle, or every 10 minutes with two vehicles. A 10 minute headway is particularly important, as studies show that this level of frequency allows the passenger to “throw away the schedule” and stop being concerned about making transfers, as they know that a bus will be along shortly.
If implemented, this circulator route would allow Routes 5 and 6 to be revised to shorten the routes and reduce running times. Route 5 could be realigned to simply travel along Ulatis Drive between Allison Drive and Nut Tree Road, while Route 6 could be realigned to simply use Allison Drive between the Transportation Center and Monte Vista Avenue. The greatest
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advantage of this alternative would that it would dramatically improve the on‐time performance on Route 5 and 6, which are the two poorest routes regarding schedule reliability. Much of the delays on these routes occur in the commercial zone that would be served instead by the Circulator.
Route 5 round trip running time would be reduced by an estimated 6 minutes, while Route 6 running time would be reduced by an estimate 13 minutes. However, two buses would still be needed to operate each of these bus routes on a half‐hourly basis. As a result, costs savings on the existing routes would be minimal (limited to mileage‐related costs only). The additional Circulator Route would include approximately $200,000 in additional operating costs (depending on the specific hours of 20‐minute vs. 10‐minute headway service).
The potential of this option to generate additional ridership is limited. Experience in other similar commercial centers indicates that the majority of shoppers making multiple stops prefer to use their car both to save time, as well as to store purchases between store visits. While one potential source of new ridership is often thought to be retail employees on their lunch break, the time required to use transit to and from a lunch destination and the limited break time available means that few employees make use of a shuttle on a regular basis. Ridership would therefore be largely limited to transit riders arriving on the existing routes, who would need to transfer. Because of this, few commercial circulators in other communities have proven to be successful. Those that are typically also connect commercial properties with large high density housing, a rail station, or other major transit trip generator.
Given the high cost and poor ridership potential, this alternative is not considered further.
Service to the New Vacaville/Fairfield Train Station
A new Fairfield/Vacaville rail station recently opened along the Capital Corridor 2 miles south of Vacaville on Peabody Road.
There are several factors that should be considered in providing fixed route service to the Train Station:
There is not excess time available on an existing route to simply extend service. A new route would need to be operated from the Transportation Center. If operated over the current City Coach span of service, this route would incur an operating cost of approximately $130,000 per year.
To provide good connections to other City Coach routes, a new train station route would best be provided on an hourly headway. However, the rail service times at the train station vary substantially, precluding the ability to schedule the bus service to provide convenient transfers between the bus and rail service. This would reduce the attractiveness of the bus service.
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Many of the train service times are not within the current City Coach service times. On weekdays, 4 of the arrivals in each direction occur outside of the current span of service, while only 6 of the 11 weekend train arrival times are served on Saturdays and none are served on Sundays.
There may be other non‐fixed‐route options to provide access between Vacaville and the new rail station, such as subsidization of Transportation Network Company service (such as Lyft or Uber) to and from the Transportation Center. This would be much more cost‐effective than operating fixed route service, and could also be more convenient to the passenger in that service could be scheduled to better match rail arrivals and departures.
Service Schedule Alternatives
Reduction to Hourly Headways on Existing Routes
A relatively straightforward way of improving the productivity of the fixed route service is to reduce service frequency (without revising routes). While all routes other than hourly Route 1 currently provide half‐hourly service on a consistent basis, a review of current ridership indicates three potential candidates for reduction to hourly service in that they serve relatively low numbers of passengers per vehicle‐hour: Routes 2, 4 and 8.
Under this alternative, the runs departing at the bottom of the hour from the Transportation Center (on both weekdays and Saturdays) would no longer be operated. A 6:00 PM run would be added on Route 8 to avoid having the last run depart at 5:00 PM. The remaining runs departing at the top of the hour would continue to include the existing peak school ridership periods on Routes 2 and 8, though the shift in bell times will modify this; to be conservative, two additional school day tripper runs are assumed on these routes.
The impact on annual operating quantities and costs for each of the three routes is shown in Table 48. Costs would be reduced by $63,700 per year for Route 4, by $104,100 for Route 8, and by $113,700 for Route 2.
The impact on ridership can best be estimated by conducting an “elasticity analysis.” Elasticity analysis is a standard means of assessing the ridership impact of a change in existing service. Based upon the principals of microeconomics, it considered the proportionate change in ridership compared with the proportionate chance in service or fare factor (in this case, the service frequency), as observed in similar transit services that have observed ridership changes associated with changes in the service factor in the past. Applying this methodology to the existing ridership on each route (and adjusting for the peak school tripper service that would be provided), these service alternatives would reduce ridership by 15,300 boardings per year on Route 2, 9,500 per year on Route 4, and 14,600 per year on Route 8. Applying the average fare revenue per passenger boarding for each route, the impact on fare revenues can be estimated. Subtracting this loss of fare revenue, the net impact of these service frequency reductions would be to reduce total City Coach subsidy requirements by $106,500 for Route 2, $58,900 for Route 4, and $96,800 for Route 8. Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 117
Reduction in Service Frequency on Saturdays
City Coach ridership on Saturday is only 38 percent of average weekday ridership. This percentage is particularly low on Routes 2 (26 percent), Route 4 (28 percent) and Route 8 (24 percent). While the span of service on Saturday is shorter by 2 to 3 hours, service levels on Saturday (as measured in vehicle‐miles of service per day) are only 20 percent lower than on weekdays. As a result, the productivity of Saturday service is roughly half that of weekday service.
An option would be to reduce service frequency on Saturday to hourly. A truncated version of Route 1 (terminating at Leisure Town Hall) requiring a half‐hour would be operated opposite Route 4 on an hourly basis. One additional run would be operated departing at 6:00 PM on Routes 2, 4, 6 and 8, in order to avoid a last departure at 5:00 PM. This would also have the advantage of providing a consistent end of the service days on Mondays through Saturdays, which is easier for passengers to remember.
This option would reduce operating costs by $16,600 to $19,900 per route, for a total reduction of $88,900 if all existing half‐hourly routes were to be reduced. Ridership impacts would vary depending on current Saturday ridership, ranging from a reduction of 500 annual riders on Route 4 to 3,000 annual riders on Route 5, totaling 8,300 annual riders if all routes were to be reduced. If Routes 2, 4 and 8 were reduced to hourly (maintaining half‐hourly service on the busier Routes 5 and 6), costs would be reduced by $51,700 per year, while ridership would be reduced by a relatively low 2,500 per year.
Reductions in Service Frequency on Route 2 and/or Route 8 in Summer
At present, scheduled (non‐tripper) City Coach services operate year‐round at the same levels, even though ridership is substantially lower in the summer. In the least‐busy month (July) total fixed route ridership is 30 percent below the average during the school year. Two routes in particular have substantially lower ridership in June and July than in the remainder of the year: Route 2 (56 percent lower) and Route 8 (41 percent lower). These routes could be reduced to hourly headways during the summer (over the nine weeks from the end of the school year in the first week of June to the beginning of the school year in mid‐August). This would reduce operating costs by $21,900 per year on Route 2 and $21,600 on Route 8. Ridership would be reduced by 1,900 passenger‐trips on Route 2 and by 2,500 on Route 8. Many of the key trips on these routes would still be provided with half‐hourly service on remaining routes, such as by Route 5 and Route 6.
Revisions to Schedules to Better Serve New School Bell Times
The current schedules for those City Coach runs providing significant service to the Middle Schools and High Schools were compared with the planned new bell times. Without revisions, Route 2 service would serve the new bell times as follows:
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Morning service to Vacaville High School (bell time at 8:40 AM) would be served by the Route 2 8:10 AM arrival at the Transit Plaza, requiring a half‐hour wait before classes.
The morning bell time at Jepson Middle School (9:00 AM) would be served by the 8:48 arrival at Jepson/Elder Street, which works well.
The afternoon Vacaville High School bell time (3:40 PM) would be well served by the 3:52 PM departure from the Transit Plaza
The 3:48 PM Route 2 service time at Jepson Middle School works well with the planned 3:40 PM afternoon bell time.
Shifting Route 2 by 15 minutes would better serve the High School in the morning, but would make other connections worse.
Route 5 northbound service at 8:31 AM and 9:01 AM at the stop adjacent to Vaca‐Pena Middle School does not serve the 9:00 AM bell time well, and is an argument for shifting the Route 5 schedule to depart at the top and the bottom of the hour. This would also serve the Transit Plaza at the top and the bottom of the hour, working reasonably well with the Vacaville High School bell times at 40 minutes past the hour.
The current Route 6 schedule serves the Transit Plaza at 25 and 54 minutes pas the hour. This also works well with the Vacaville High School bell times at 40 minute past the hour.
The key times for Route 8 service are the southbound stop on Peabody Road at Sandpiper (6 and 36 past the hour), the north westbound arrival at Will C. Wood High School after operating the southeast loop (top and bottom of the hour) and the eastbound arrival at Will C. Wood High School (8 and 48 after the hour). Compared with the planned bell times at 40 past the hour, the current schedule does not provide sufficient time for students arriving in the morning from the Transportation Center to walk to classes from Peabody/Sandpiper. However, shifting the schedule would create other problems for students living in southeast Vacaville or west of the campus. This issue should be revisited after decisions regarding route modifications are made.
Revise the Route 1 Schedule to Address Operating Early
To better serve the Leisure Town area, Route 1 operates as a mix of fixed route service and the “Leisure Town Connect” Call and Ride service. As a result, the vehicle often spends time in the Leisure Town area making stops at individual homes. This is reflected in the published schedule. However, if no deviation requests are made, the driver is often ahead of schedule, resulting in 55 percent of the observed time points served ahead of the published schedule.
If no other modifications are made to Route 1, the published schedule should be modified to assume that there are no deviation calls. This would address the common pattern of operating to the scheduled stops ahead of schedule. Specifically, the following minutes past the hour are recommended:
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Transportation Center :00 Ulatis Cultural Center :03 Burton Dr./ Helen Dr./ Wal‐Mart :06 Yellowstone Dr./Nut Tree Road :09 Yellowstone Dr./Sequoia Dr. :13 Kaiser Hospital :30 Yellowstone Dr./Sequoia Dr. :34 Yellowstone Dr./Nut Tree Road :41 Burton Dr./ Helen Dr./ Wal‐Mart :44 Ulatis Cultural Center :46 Transportation Center :49
In addition, the schedule should include a note for this route indicating “Stops between the Transportation Center and Kaiser Hospital can operate up to 10 minutes later than shown.”
Revisions in the Outlets Area to Reduce Running Times on Route 5 and Route 6
Route 5 is the most problematic route with regards to on‐time performance, operating more than 5 minutes late 19 percent of the time on weekdays and 21 percent of the time on Saturdays. Route 6 also has poor on‐time performance, operating late on 16 percent of weekday runs and a full 42 percent of Saturday runs. With relatively high ridership, many passengers on other routes transfer to and from these buses. As a result, delays on Route 5 and 6 affect riders throughout the transit system. Much of the existing delay occurs in the busy Outlets area. One location of particular delay is the eastbound left turn from Burton Drive to Nut Tree Road on Route 6.
As relatively point‐to‐point routes with strong ridership along the entire length, the only potential to reduce running time is in the Outlets area. A potential revision to routes in this area, as follows:
Route 5 could be revised to travel on Burton Drive and Ulatis, rather than on Helen Powers Drive, Nut Tree Parkway and Harbison Drive, in both directions. This would reduce the route length by 0.6 miles, and reduce the time required to operate a round‐ trip by approximately 5 minutes.
Route 6 could be revised to travel on Nut Tree Parkway between Nut Tree Road and Helen Powers Drive in both directions, rather than the longer existing route via Hele Powers Drive, Burton Drive and Nut Tree Road. New eastbound stops would be established on Nut Tree Parkway just east of Helen Powers Drive and just east of the main entrance to the Express Factory Outlet, while a new westbound stop would be established just west
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of Nut Tree Road. This would save approximately 1 mile and 5 minutes of running time on every round‐trip.
Route 1 could be revised to travel via the existing Route 5/6 route between Walmart and the Transportation Center, using Helen Power Drive, Nut Tree Parkway and Harbison Drive. While this would add approximately 5 minutes to the running time, there is adequate time available to do this.
As the stops on Route 5 serving Walmart would use the existing stops on Burton Drive just west of Helen Powers Drive (rather than the existing stop on Helen Powers Drive), there would be a need for a shelter at the eastbound stop on Burton Drive.
Over the course of a year, this modification would reduce the mileage operated by City Coach buses by 9,500, yielding a cost savings of $3,900. Some passengers would be required to walk further to their destination in the Outlet area, or to travel first to the Transportation Center to transfer to a bus serving a stop closer to their destination. On the other hand, existing passengers traveling through the Outlets area simply to reach the Transportation Center would benefit from reduced travel times. In addition, a large majority of passengers would benefit from significantly improved on‐time performance resulting from Routes 5 and 6. Overall, this modification would probably result in a slight increase in ridership.
As an aside, another options was considered to revise Route 6 outbound to turn right on Allison, right on Nut Tree Pkwy, right on Harbison, left on Ulatis, left on Burton, left on Helen Power, right on Nut Tree Pkwy, and left on Nut Tree Rd. While this would eliminate the uncontrolled left turn from Burton onto Nut Tree Road (which is a source of delay), it would add 0.4 miles of overall one‐way route length, resulting in a longer overall travel time. It would also miss the existing stops near Burton Drive/Nut Tree Road.
Span of Service Alternatives
The following alternatives would change the City Coach “span of service” – the days and hours that services are operated.
Extension of Weekday Service by One Additional Evening Hour
The last run of the day currently occurs as early as 5:00 PM (on Route 1), with the latest last run occurring at 6:15 PM on Route 5. Given that approximately one third of City Coach passengers transfer between routes, for many passengers the last departure time to make a specific trip occurs even earlier. In surveys, the single greatest request for improvements is for later evening service, with 45 percent indicating it is their highest preference.
A relatively straightforward and inexpensive option would be to simply extend the current service schedule by an additional hour. As shown in Table 48, this would increase annual operating costs by $51,200 per year, if implemented over all routes. The additional ridership can be estimated by reviewing hourly ridership patterns for similar transit systems (Woodland
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and Roseville), and applying these factors to existing City Coach ridership (adjusted to eliminate student trips). Considering that some of the ridership in the additional hour would consist of persons also making additional trips earlier in the day, this alternative applied to all routes would increase annual ridership by 16,300 per year. By route, the additional ridership ranges from 5,200 on Route 5 to 600 on Route 1. Subtracting the additional fare revenue, the net impact on overall annual operating subsidy would be $41,900 per year.
Extension of Weekday Service until 9 PM on Hourly Headways
Another option for extended evening service would be to operate a lower level of service until roughly 9 PM. For Routes 2, 5, 6 and 8 (operated every half‐hour using two buses each), service would be operated hourly using one bus. Given the lower ridership levels in the evening, Route 1 could be operated in a half‐hour (dropping service to Kaiser), allowing one vehicle to operate between Routes 1 and 4. Overall, the following additional runs would be operated:
Route 1: 6:00 PM, 7:00 PM, 8:00 PM Route 2: Extension of the existing short 6:00 PM run, 7:00 PM, 8:00 PM Route 4: 6:30 PM, 7:30 PM, 8:30 PM Route 5: Extension of the existing short 6:15 PM run, 7:15 PM, 8:15 PM Route 6: Extension of the existing short 6:00 PM run, 7:00 PM, 8:00 PM Route 8: 6:00 PM, 7:00 PM, 8:00 PM
Key transfer times would occur at the Transportation Center at the top of the hour. One disadvantage would be that good connections to Route 4 would not be provided, requiring up to a 46 minute wait.
Including additional dispatch costs, this improvement would increase annual operating costs by $116,800 per year, if implemented over all routes. In addition, a minimum of one Paratransit vehicle would need to be available during the extended hours, which would incur a cost of approximately $25,300 per year, for a total cost of $164,500. Ridership (considering both the additional ridership associated with extension into the evening and the lower ridership of the less frequent service) would be 37,800, with the greatest proportion (12,000) on Route 5. Subtracting the addition of $25,600 in fare revenue, the operating subsidy would be $138,900.
Sunday Service
City Coach currently does not offer service on Sundays. In surveys, 18 percent of City Coach riders indicate that service on Sunday would be their first preference for an improvement in service (the second‐most requested improvement). Attending worship services is often cited as a reason for this service. Ridership demand for similar transit systems that offer Sunday service is lower than on Saturday. For instance, Yolobus ridership in Woodland ridership per vehicle‐ hour of service on Sunday is 84% of Saturday, while ridership in San Luis Obispo on Sunday is 85% of Saturday. As a result, Sunday service levels are typically lower than on Saturdays.
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A reasonable operating plan for City Coach Sunday service would be to operate hourly from 7:00 AM to 5:00 PM. Route 1 (dropping Kaiser service) would be operated on a half‐hourly route paired with Route 4 hourly service. One DAR vehicle would also need to be in operation over the additional hours of fixed route service. In addition, Sunday service incurs additional cost, as dispatchers need to be provided. Over the course of a year, Sunday service would incur a total operating cost of $110,500. Ridership, based upon City Coach Saturday ridership, the observed ratio of Sunday to Saturday ridership in other systems and the change in service frequency, is estimated to be 21,100 passenger‐trips per year (with the highest ridership on Routes 5 and 6). Subtracting the increase in fare revenues, the total operating subsidy impact of Sunday service would be an increase of $92,700 per year.
Comparison of Alternatives and Performance Analysis
A review of Table 48 reflects the wide variation in the impacts of the various alternatives on City Coach annual ridership. As also shown in Figure 29, these range from an increase of 37,800 (for evening service until 9:00 PM) and 21,100 (for Sunday service) to a reduction of 15,300 (for reduction in Route 2 to hourly headways). Other alternatives with relatively high potential to increase ridership are one additional hour of evening service (16,300) and the Route 2/8 modifications.
The operating subsidy impacts also vary widely, as shown in Figure 30. The most costly options would be evening service until 9:00 PM ($138,900 per year). On the other hand, reducing Route 2 service to hourly would save $106,500 annually and changes to Routes 2 and 8 would save $145,600.
Table 48 also indicates that the impact of the service alternatives on the required transit fleet size is modest. None of the alternatives would increase the number of buses in operation at peak times (though many would extend the hours of operation of the existing fleet), while the Route 2 / 8 modification and the reduction in Route 2 and Route 8 service frequency to hourly would reduce the peak number of buses in operation (by one apiece).
Alternatives Performance Analysis
An analysis of the performance of the service alternatives is presented in Table 51. This considers the following key transit service performance measures.
Passenger‐Trips per Vehicle‐Hour
The marginal passenger‐trips per vehicle‐hour is a key measure of the productivity of a transit service. Note that the Route 4 revision does not result in a change in vehicle‐hours, making this measure inapplicable. As shown in Table 51, and as also depicted in Figure 31, the Route 2 / 8 revision yields a negative number, due to a positive ridership change and a reduction in vehicle‐ hours (a desired result).
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FIGURE 29: Impact of Alternatives on Annual Ridership
‐60,000 ‐10,000 40,000 90,000
Route 4 Revisions Scenario 2,800
Routes 2/8 Revisions Scenario 11,300
Reduce Rt 2 Frequency to Hourly ‐15,300
Reduce Rt 4 Frequency to Hourly ‐9,500
Reduce Rt 8 Frequency to Hourly ‐14,600
Reduce Rt 2 to Hourly ‐ Saturday Only ‐1,000
Reduce Rt 4 to Hourly ‐ Saturday Only ‐500
Reduce Rt 5 to Hourly ‐ Saturday Only ‐3,000
Reduce Rt 6 to Hourly ‐ Saturday Only ‐2,800
Reduce Rt 8 to Hourly ‐ Saturday Only ‐1,000
Reduce Rt 2 Summer Freq. to Hourly ‐1,900
Reduce Rt 8 Summer Freq. to Hourly ‐2,500
Extend Weekday Evening Service by 1 Hour 16,300
Extend Weekday Evening Service Until 9:00 PM 37,800
Sunday Service ‐ 8:00 AM to 5:00 PM 21,100
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FIGURE 30: Impact of Alternatives on Annual Operating Subsidy
‐$300,000 ‐$100,000 $100,000
Route 4 Revisions Scenario ‐$500
Routes 2/8 Revisions Scenario ‐$145,500
Reduce Rt 2 Frequency to Hourly ‐$106,500
Reduce Rt 4 Frequency to Hourly ‐$58,900
Reduce Rt 8 Frequency to Hourly ‐$96,800
Reduce Rt 2 to Hourly ‐ Saturday Only ‐$17,100
Reduce Rt 4 to Hourly ‐ Saturday Only ‐$16,300
Reduce Rt 5 to Hourly ‐ Saturday Only ‐$17,900
Reduce Rt 6 to Hourly ‐ Saturday Only ‐$15,700
Reduce Rt 8 to Hourly ‐ Saturday Only ‐$17,000
Reduce Rt 2 Summer Freq. to Hourly ‐$21,000
Reduce Rt 8 Summer Freq. to Hourly ‐$20,400
Extend Weekday Evening Service by 1 Hour $41,900
Extend Weekday Evening Service Until 9:00 PM $138,900
Sunday Service ‐ 8:00 AM to 5:00 PM $92,700
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TABLE 51: Transit Service Alternatives Performance Analysis Values Achieving Performance Standards Shaded Psgr‐Trips Psgr‐Trips per Service‐ per Service‐ Cost per Subsidy per Farebox Hour Mile Psgr‐Trip Psgr‐Trip Ratio
Performance Standard 12.00 1.00 < $5.00 No Standard 20%
Route 4 Revisions Scenario ‐‐ 1.27 $0.32 ‐$0.18 155.6% Routes 2/8 Revisions Scenario ‐3.0 ‐0.15 ‐$12.40 ‐$12.88 ‐3.9% Reduce Weekday & Saturday Service to Hourly Reduce Rt 2 Frequency to Hourly 4.6 0.34 $7.43 $6.96 6.3% Reduce Rt 4 Frequency to Hourly 5.3 0.31 $6.71 $6.20 7.5% Reduce Rt 8 Frequency to Hourly 4.8 0.36 $7.13 $6.63 7.0% Total of 3 Routes 4.8 0.34 $7.14 $6.65 6.9% Reduce Saturday Service to Hourly Reduce Rt 2 to Hourly ‐ Saturday Only 1.9 0.15 $17.60 $17.10 2.8% Reduce Rt 4 to Hourly ‐ Saturday Only 1.0 0.11 $33.20 $32.60 1.8% Reduce Rt 5 to Hourly ‐ Saturday Only 5.3 0.34 $6.63 $5.97 10.1% Reduce Rt 6 to Hourly ‐ Saturday Only 5.5 0.45 $6.18 $5.61 9.2% Reduce Rt 8 to Hourly ‐ Saturday Only 1.9 0.15 $17.50 $17.00 2.9% Reduce All Routes to Hourly ‐ Sat Only 3.5 0.28 $9.78 $9.18 6.2% Reduce Summer Service to Hourly Reduce Rt 2 Summer Frequency to Hourly 3.0 0.22 $11.53 $11.05 4.1% Reduce Rt 8 Summer Frequency to Hourly 4.0 0.26 $8.64 $8.16 5.6% Total of 2 Routes 3.5 0.24 $9.89 $9.41 4.8% Extend Weekday Evening Service by 1 Hour Route 1 2.4 0.24 $13.67 $13.17 3.7% Route 2 8.8 0.66 $3.86 $3.41 11.8% Route 4 6.0 0.35 $5.93 $5.40 9.0% Route 5 20.9 1.36 $1.67 $1.00 40.2% Route 6 16.1 1.32 $2.10 $1.53 27.4% Route 8 11.2 0.85 $3.04 $2.54 16.5% Total 10.9 0.80 $3.14 $2.57 18.2% Extend Weekday Evening Service Until 9:00 PM Route 1 4.6 0.22 $8.12 $7.65 5.8% Route 2 7.7 0.58 $4.44 $3.96 10.8% Route 4 8.6 0.49 $4.19 $3.69 11.9% Route 5 19.3 1.26 $1.82 $1.15 36.7% Route 6 13.8 1.13 $2.44 $1.86 23.8% Route 8 8.0 0.60 $4.25 $3.75 11.8% Total (Includes Additional DAR and Dispatch) 9.2 0.64 $4.35 $3.67 15.6% Sunday Service ‐ 8:00 AM to 5:00 PM Route 1 5.2 0.26 $7.08 $6.58 7.1% Route 2 4.6 0.34 $7.48 $7.00 6.4% Route 4 4.8 0.28 $7.45 $6.91 7.3% Route 5 14.2 0.92 $2.48 $1.82 26.7% Route 6 12.9 1.06 $2.63 $2.05 21.9% Route 8 4.8 0.36 $7.14 $6.64 7.0% Total (Includes Additional DAR and Dispatch) 7.7 0.54 $5.24 $4.39 16.1%
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FIGURE 31: Service Alternatives Passenger‐Trips per Vehicle‐Hour
‐20.0 ‐10.0 0.0 10.0 20.0
Routes 2/8 Revisions Scenario ‐3.0 Increase Ridership
Reduce Rt 2 Frequency to Hourly 4.6
Reduce Rt 4 Frequency to Hourly 5.3
Reduce Rt 8 Frequency to Hourly 4.8
Reduce Rt 2 to Hourly ‐ Saturday Only 1.9
Reduce Rt 4 to Hourly ‐ Saturday Only 1.0 Ridership
Reduce Rt 5 to Hourly ‐ Saturday Only 5.3 Reduce
Reduce Rt 6 to Hourly ‐ Saturday Only 5.5
Reduce Rt 8 to Hourly ‐ Saturday Only 1.9
Reduce Rt 2 Summer Freq. to Hourly 3.0
Reduce Rt 8 Summer Freq. to Hourly 4.0
Extend Weekday Evening Service by 1 Hour 10.9 Ridership Extend Weekday Evening Service Until 9:00 PM 9.2
Sunday Service ‐ 8:00 AM to 5:00 PM Increase 7.7
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Of the other alternatives, some yield a positive value resulting from a reduction in ridership divided by a reduction in vehicle‐hours. In these cases, a low figure is preferred in that it reflects a relatively low loss in ridership for every vehicle‐hour saved. For instance, reducing Route 8 to hourly frequency on Saturday only reduces ridership by 1.9 for every hour of service saved.
Other alternatives showing a positive value reflect an increase in ridership divided by an increase in vehicle‐hours. In this case, a larger value reflects a “better” alternative as it indicates higher ridership for every additional vehicle‐hour operated. Extending Route 5 service by one additional hour is the best of these alternatives, generating 20.9 additional passenger‐ trips (including additional boardings during the current hours of service) for every additional vehicle‐hour of service.
City Coach has an adopted standard14 of a minimum of 12.0 passenger‐trips per vehicle‐hour of service. An alternative is considered to achieve this standard if it increases vehicle‐hours and results in at least 12.0 additional passenger‐trips per hour, or if it reduces vehicle‐hours and results in a reduction in ridership of less than 12.0 passengers per hour. Those achieving this standard are shown in Table 50 in green shading.
Passenger‐Trips per Vehicle‐Mile of Service
This measure yields similar results as the previous measure. Again, positive values can be a result of either an increase in both passenger‐trips and vehicle‐miles or a decrease in both passenger‐trips and vehicle‐miles. The Route 4 alternative yields a value for this measure (as it results in a change in annual vehicle‐miles) equal to 1.27 passenger‐trips per vehicle‐mile. Those alternatives achieving the adopted standard of 1.00 passenger‐trips per vehicle‐mile are shaded.
Cost Per Passenger‐Trip
The operating cost per passenger‐trip yields a negative value for the Route 2 / 8 alternatives, reflecting an increase in ridership over a decrease in costs. Of those alternatives resulting in both a decrease in ridership and costs, the “best” is the reduction in Route 4 service on Saturdays, as it saves $33.20 in costs for every passenger‐trip eliminated. The other reductions in Saturday service frequency as well as the reductions in summer service also rank relatively well by this measure. Of those that increase both costs and ridership, the “best” alternative is the modification to Route 4, which requires only $0.32 in costs for every additional passenger‐ trip. The alternatives achieving the performance standard of $5.00 per passenger‐trip (requiring less than $5.00 for every additional passenger‐trip, or generating more than $5.00 in savings for every passenger‐trip eliminated) are shown in shading. These figures are also shown in Figure 32.
14 Per the 2015 Short Range Transit Plan Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 128
FIGURE 32: Service Alternative Cost per Passenger‐ Trip
‐$20.00 $0.00 $20.00 $40.00
Route 4 Revisions Scenario $0.32
‐$12.40 Routes 2/8 Revisions Scenario Increase Riderhisip
Reduce Rt 2 Frequency to Hourly $7.43
Reduce Rt 4 Frequency to Hourly $6.71
Reduce Rt 8 Frequency to Hourly $7.13
Reduce Rt 2 to Hourly ‐ Saturday Only $17.60
Reduce Rt 4 to Hourly ‐ Saturday Only $33.20 Ridership
Reduce Rt 5 to Hourly ‐ Saturday Only $6.63 Reduce
Reduce Rt 6 to Hourly ‐ Saturday Only $6.18
Reduce Rt 8 to Hourly ‐ Saturday Only $17.50
Reduce Rt 2 Summer Freq. to Hourly $11.53
Reduce Rt 8 Summer Freq. to Hourly $8.64
Extend Weekday Evening Service by 1 Hour $3.14 Ridership Extend Weekday Evening Service Until 9:00 PM $4.35
Sunday Service ‐ 8:00 AM to 5:00 PM Increase $5.24
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Subsidy per Passenger‐Trip
This measure directly relates the key public input (funding) to the key desired output (ridership). The results exhibit the same pattern as the previous performance measure. The best of those alternatives that increase ridership is the Route 2 / 8 modifications which saves $12.88 per passenger‐trip added, followed by the Route 4 revision (saving $0.18 per passenger trip added) and Route 5 additional hour of evening service which requires a relatively low $1.00 of subsidy per additional passenger‐trip. Of those reducing subsidy requirements, the best is the reduction in Route 4 Saturday service frequency, which saves $32.60 for every passenger‐ trip lost. There is no adopted standard for this performance measure.
Marginal Farebox Return Ratio
This is the ratio of marginal passenger‐fares to marginal operating costs. The negative value for the Routes 2 / 8 revision reflects a positive condition, in that fares increase while operating costs decrease. Of those alternatives increasing ridership as well as costs, the better alternatives as reflected by a higher farebox ratio, including the Routes 4 revision (156 percent), followed by evening service on Routes 5 and 6 and Sunday service on Route 5 and 6. Those alternatives achieving the standard of 20 percent (either adding service that exceeds this value or eliminating existing service that is less than this standard) are shown in shading.
Ridership Versus Subsidy Impacts
Another means of comparing the service alternatives is to graph the two key impacts of each: the change in annual ridership and the change in annual subsidy requirements. As shown in Figure 33, each of the service alternatives were plotted with the impact on annual operating subsidy on the X axis versus the impact on annual ridership on the Y axis. The two alternatives falling in the upper left quadrant (the Route 2 / 8 modifications and the Route 4 modification) represents the best outcome, in that ridership increases while operating subsidy decreases. Those falling in the upper right quadrant represent alternatives that increase ridership while increasing subsidies, while those in the lower left represent subsidy savings that result in a loss of ridership.
Summary
In sum, this review provides useful information for making decisions regarding the individual routes, and ultimately the City Coach network as a whole. The appropriate alternatives to work into the overall plan will depend on the relative balance between the desire for ridership growth and the financial realities of available operating funding. It is also important to consider that there are many other factors (in particular, the ability to provide a dependable and safe transit service) beyond these financial and performance measures. Nonetheless, the following are key overall findings that result from this evaluation:
• The Routes 2 / 8 revisions are a clear benefit with regards to overall ridership, in that they result in a substantial increase in ridership (an 11 percent increase over the current sum for
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$200,000
$150,000
[CELLRANGE]
$100,000
Increase
-
[CELLRANGE] --
Subsidies $50,000
[CELLRANGE]
> IMPACT RIDERSHIP < Tradeoffs Ridership Increasing Ridership Ridership But Increase But Ridership [CELLRANGE] $0 0 50,000 40,000 30,000 20,000 10,000 -10,000 -20,000 -30,000 -40,000 -50,000 -$50,000
-
"Worse" Hourly
-$100,000 Tradeoffs
FIGURE 33: Service Alternatives FIGURE 33: Service Alternatives
"Better
[CELLRANGE] ReduceSaturday Service to Ridership Saving -
Cost -$150,000 Reduce Subsidy But Reduce But SubsidyReduce
- Routes2/8 Revisions Annual Operating Subsidy Impact vs. Annual Ridership Impact Subsidy Annual Impact Ridership vs. Annual Operating -$200,000 Best Alternatives Best Ridership Increase
While Reducing Subsidy ReducingWhile -$250,000 OPERATING SUBSIDY IMPACT > IMPACT SUBSIDY OPERATING
[CELLRANGE] < -$300,000
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these two routes), while also yielding a reduction in subsidy requirements. The revisions also expand the area of transit service.
The Route 4 revisions also would generate a net benefit, providing an 8 percent increase in ridership at a negligible impact in subsidy requirements. This option also provides the benefit of expanding the area of transit service.
Of the other modifications that increase ridership, the most effective is extending the weekday span of service by one additional hour, which provides a relatively high 10.9 passengers per vehicle‐hour at a relatively low cost of $3.14 per additional passenger‐trip (if implemented system wide). The least effective of these alternatives (system wide) is the provision of Sunday service.
Among the alternatives increasing the span of service, Routes 5 and 6 are substantially more effective than improvements to the other routes. A potential option would be to extend the span of service (particularly weekday evening service) on these key routes only.
Of those alternatives reducing service frequency, reducing Saturday service to hourly (system wide) and reducing weekday service in summer on Routes 2 and 8 both are relatively advantageous in that they yield substantial cost savings at a relatively low loss of ridership. Hourly service on Saturdays on Routes 2, 4, 6 and 8 could also be considered.
It should also be noted that route realignments should be checked regarding actual running times before final decisions are made.
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Chapter 9 Capital Alternatives
This chapter focuses on the bus stops served by City Coach. Each route was reviewed with respect to bus stop location, focusing on the spacing between stops. In addition, overall stop locations for the downtown area and the Outlets area were reviewed. The locations of shelters were reviewed, focusing on stops that that warrant a new shelter. Finally, the capacity of the two transit centers was reviewed.
Bus Stop Spacing/Location
Typical recommended bus stop spacing guidelines pertinent to the City Coach service area are as follows15:
Urban areas (such as commercial or downtown areas) – 500 to 1,200 feet, with a typpical spacing of 750 feet.
Suburban areas (such as residential areas) – 600 to 2,500 feet, with a typical spacing of 1,000 feet.
Stop spacing should also reflect the geography of the area. Locations adjacent to key transit generators can warrant additional stops. Long stretches of suburban arterial streets without intersecting cross‐streets can result in longer distances between functional stops. In addition, the ability to install stops given physical constraints and safety consideration is often limited.
Route 1
While the spacing between stops along Yellowstoone Drive is relatively short (600’ in some places), this is probably appropriate given the high proportion of elderly.
Route 2
There is a long distance between the existing stops at Elmira/Shasta and Mason/Depot (3,400 feet). A stop on westbound Mason Street or Elmira Street near Peabody Road would serve the surrounding commercial and residential area.
A stop on northbound Cernan south of Buck Aveenue would better serve downtown, and address the 2,400’ distance between Elizabeth/Mason and the Transit Plaza.
It is 3,400 feet between the stops on Alamo Drive at Big Lots and at the Church of Latter Day Saints. A northbound stop near Edgewood Drive or Grandview Drive would benefit
15 Source: Guidelines for the Location and Design of Bus Stops, Trannsit Cooperativve Research Program Report 19. Study Report LSC Transportation Consultannts, Inc. Vacaville Transit Service Evaluation Study Paage 133
this residential area. Given the traffic volumes and the presence of four lanes on Alamo Drive, a pullout would not be required.
A stop northbound on N. Alamo Drive south of W. Monte Vista Avenue would address the existing 3,200’ between Alamo Creek Park stop and Food Fair stop.
A stop eastbound on E. Monte Vista near McClellan St. is needed to address the 3,400’ between Transit Plaza and Prime Time Nutrition.
Route 4
A stop westbound on Orange Drive/Orange Tree Circle (western intersection) would address the 4,000 feet between DMV and Lawrence Drive.
A stop could be placed at the clinic building at Kaiser Hospital, as this is unofficially used as a drop off location, and can confuse passengers when they wish to return to the bus. This stop is 1,300’ from the front entrance stop.
Route 5
Bus stop spacing along southbound Nut Tree Road between Marshall Road and Alamo Road would be improved if the existing stop at Bel Air were removed and replaced with new stops at Stirling Drive and Woodbridge Drive. This would reduce the existing maximum distance between stops from the current 2,300 feet to a maximum of 1,500 feet.
Route 6
A stop westbound on E. Monte Vista Avenue at Vine Street would address the 2,600 feet between the stop at Lucky’s and the Transit Plaza.
Route 8
A stop westbound on Alamo Drive near Bedford Way is needed to address the 3,400 feet between Vanden/Harvest and Alamo / Nut Tree.
A stop northbound on Peabody Road near Caldwell Drive would address the 3,000 feet between Morning Glory Drive / Larkspur Drive and Peabody / California Drive.
A stop northbound on Peabody Road north of Marshall Road is needed to address the 2,500 feet between Will C. Wood High School and the Shell Station stop north of Hume Way.
Finally, the northbound stop on Peabody south of Alamo (Taco Bell) could be removed as it is close to the stop at Lucky’s and has low ridership. Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 134
Bus Stops Serving the Outlets Area
Figure 34 depicts the location of existing City Coach stops in the Outlets / Nut Tree commercial center. In general, stop locations are appropriate, and yield reasonable walk distances to and from all commercial properties. It is important to note that while providing more stops directly in front of additional commercial establishments could be convenient to passengers bound to and from the individual store, overall too many stops slows the operation of the routes for all passengers and adds to the existing on‐time performance challenges.
Bus Stops Serving Downtown Vacaville
As shown in Figure 35, there are only a few bus stops serving downtown Vacaville. While Routes 2, 5, 6 and 8 all service the Transit Plaza, this is a several block walk to and from the commercial core of downtown. While the Senior Center stop is closer to the commercial core, it is served only by Routes 5 and 8. Overall, the western portion of downtown (along with adjacent residential areas) would be better served if northbound and southbound stops were established along Cernon Street near Main Street.
Shelters
Based on the boarding counts conducted for this study and applying a standard of 10 or more boardings per day, new shelters are warranted at the following locations
West side of N. Orchard Avenue at Food Fair Example of a Half‐Shelter West Side of Nut Tree Road at Vaca Pena Middles School. (Due to limited right‐of‐way, one or two “half‐shelters” that overhang the sidewalk may be appropriate).
North side of Alamo Drive at Creekside Garden (Bel Air)
Southwest side of Alamo Drive at Alamo Court
South side of Alamo Drive at AM PM (Alamo Lane)
South side of Alamo Drive at Mariposa Avenue
South side of Alamo Drive at Walgreens (Peabody)
East side of Brown St at Mobile Home Park
East side of Brown St. at Bennett Hill
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0.25 0.125 0 0.25 Miles Figure 34 I Outlets Area Bus Stops
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0.065 0.0325 0 0.065 Miles Figure 35 I Downtown Area Bus Stops
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Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 137 Olive St North side of Meadows Drive west of Rocky Hill Road
West side of Peabody Road at Marshall Rd.
North side of Marshall Road at Will C. Wood HS
There are also several existing shelters along Yellowstone that are not warranted by passenger activity, such as at Glacier, Lassen, McKinley Olympic and Rainier. The shelter on the south side of Alamo at Marna (Route 5) is also not warranted, as well as the shelter on the east side of Nut Tree Road at Elmira Road (also Route 5).
Transportation Center
City Coach benefits from the modern Transportation Center, which is the key hub location in the system. This facility currently provides bus bays for up to 10 buses at one time. The current schedule provides up to five City Coach buses in active service at peak times, though if Route 5 is running late a sixth in‐service bus can be on‐site. In addition, up to two buses can be on‐site making vehicle or driver trade‐outs. In addition, FAST Route 30 and 40 buses are on‐site at the peak activity time several times a day, for a total of up to nine buses.
The number of buses on‐site will depend on the service alternatives selected. The service alternative with the greatest potential impact is the Routes 2 / 8 modification, which could add one peak bus for the additional hourly routes, and a second peak bus for the tripper routes. This could potentially result in up to 11 buses at peak times, depending on specific scheduling. This issue should be revisited once service strategies are finalized.
Provide a Pedestrian Path From the Transportation Center To Harbison Drive
The Transportation Center is the single most transit‐accessible location in the City Coach service area. While it is physically close to (backs up with) the Vacaville Commons shopping area (including Target and Safeway) the shortest official pedestrian route via Allison Drive, Ulatis Drive and Harbison Drive requires a 0.4‐mile walk. This could be replaced by a 300‐yard walk if a pedestrian path were provided between the northeast corner of the park‐and‐ride lot and Harbison Drive (along the northern edge of the vacant parcel just to the east of the Transportation Center parcel). While three of the City Coach routes provide a transit connection between these stops, many passengers would find it more convenient to walk between these activity centers, particularly if they are traveling in or out of the area on another route.
Transit Plaza
The downtown Transit Plaza can accommodate up to five City Coach buses at a time. The current schedule typically results in two buses at peak times, though three buses are onsite at times when Route 5 is off schedule. Depending on the service alternatives selected, up to one
Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 138 additional bus could be added (for the Route 2 / 8 modifications). This would still be within the bus capacity of the Transit Plaza.
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Chapter 10 Faare and Marketing Alternatives
Fare Alternatives
Several fare alternatives were evvaluated, as discussed below. A summary of the fares that would bee charged in the various categories is presentedd as Table 522.
TABLE 52: City Cooach Fare Alternativees
Fare Alternative Raisse All Fares Raise Single‐ Free Eliminatte Fare Category Existing Proportionately Ride Fares Only Transfers Transfers Single Riide ‐ Adult $1.50 $1.75 $1.75 $1.50 $1.50 Single Riide ‐ Youth $1.25 $1.50 $1.50 $1.25 $1.25 Single Riide ‐ Senior $0.75 $0.85 $0.85 $0.75 $0.75 Child Free Free Free Free Free Transferrs $0.15 $0.15 $0.15 Free ‐‐ Day Pass ‐ Adult $3.25 $3.75 $3.25 $3.25 $3.25 Day Pass ‐ Senior/Disabled $2.00 $2.30 $2.00 $2.00 $2.00 Half‐Month Pass ‐ Adult $18.00 $21.00 $18.00 $18.00 $18.00 30 Ride ‐‐ Senior/Disabled $19.00 $22.00 $19.00 $19.00 $19.00 Monthly Pass ‐ Adult $36.00 $42.00 $36.00 $36.00 $36.00 Monthly Pass ‐ Youth/College $21.00 $24.50 $21.00 $21.00 $21.00 Monthly Pass ‐ Senior/Disabled $18.00 $21.00 $18.00 $18.00 $18.00
Increase Base Fare too $1.75 and Raise Other Fares Propoortionately
The appropriate base fare for a public transit program iss a balance between the goals of providing mobility too as many peersons as possible and thhe need to generate farebox revenues. In particular, the Californiai Transportation Development Act, which provides much of the funding used to operrate City Coach, also imposes requirements that a minimum of 20 percent of operating costs arre funded through fare revenues. Ciity Coach is currently onnly slightly abbove this figure, which maay necessitatet either service reductions or fare increases.
At $1.50, the base onne‐way fare for the general public oon City Coach is low in coomparison with other similar systems. Base fares for other transit systems in the region are currently as follows:
FAAST (Fairfield And Suisun Transit) ‐‐ $1.75 Yolobus ‐‐ $2.25 SoolTrans ‐‐ $1.75
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Sacramento RT ‐‐ $2.50 County Connection (Contra Costa County) ‐‐ $2.00
One option would be to increase the base adult general public fare to $1.75 (or 16.6 percent), and also raise other fare categories by roughly the same proportion (keeping in mind the need for senior/disabled fares to remain no more than 50 percent of the base fare). An elasticity analysis (based on the observed change in ridership resulting from past fare increases at similar transit systems) indicates that this would reduce annual City Coach fixed route ridership by an estimated 22,900 passenger‐trips per year. As shown in Table 53, this is equivalent to 5.3 percent of annual ridership. Considering both the increase in fare per passenger and the loss of passengers, revenues would be increased by $35,400 per year, or 11 percent. This would increase the overall farebox return ratio by approximately 1.6 percent.
TABLE 53: Fare Alternative Impacts Values Achieving Performance Standards Shaded
Annual Passengers Fare Revenues % Change in % Change in With # Total Fixed Total Fixed Subsidy/ Alternative Existing Alternative Change Route Existing Alternative # Change Route Psgr
Raise All Fares 435,500 412,600 ‐22,900 ‐5.3% $336,400 $371,800 $35,400 11% ‐$1.55 (Base to $1.75) Raise 1‐Way 108,800 103,100 ‐5,700 ‐1.3% $131,659 $145,500 $13,800 4% ‐$2.42 Fare Only Provide Free 108,800 109,800 1,000 0.2% $3,300 $1,200 ‐$2,100 ‐0.6% ‐$2.10 Transfers Eliminate 23,000 20,100 ‐2,900 ‐0.7% $38,000 $51,200 $13,200 3.9% ‐$4.55 Transfers
Increase the Base Fare to $1.75 With Proportionate Increases on Other 1‐Way Fares Only
Another option would be to raise the base fare, but not raise the cost of day, half‐month, monthly and 30‐ride passes. This option has the advantage of encouraging a shift away from cash fares and towards pass use. This shift benefits on‐time performance (as passengers board quicker on average when using a pass) and also reduces the time needed for fare revenue counting. As shown in Table 53, this would reduce overall ridership by an estimated 5,700 passenger‐trips per year, or 1.3 percent. Overall farebox revenues would be increased by $13,800, or 4 percent.
Make Transfers Free
The City Coach fare structure currently imposes a $0.15 charge for a paper transfer. In public input, this was identified by passengers as an inconvenience and “hassle” that tends to discourage people from using the transit system. At present, approximately 5 percent of City
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Coach passengers pay the transfer fee. (Note that this excludes those passengers transferring with a pass.) Transfer fees generate a total of approximately $3,300 in fare revenues annually.
One option would be to eliminate the charge, providing transfers upon request as passengers board the bus. This would make City Coach be in line with the Fairfield And Solano Transit (FAST) system, where paper transfers are provided for free, for transfers between local routes. While this would eliminate the current transfer fee revenues, it would also reduce the effective fare for passengers currently paying the transfer fee, yielding small (1,000 per year) increase in ridership. Adjusted for the increase in fare revenue generated by the ridership increase, this alternative would yield an overall reduction in fare revenue of $2,100 annually.
It should be noted that one reason that some transit systems charge a small fee on transfers is to reduce the misuse of transfers. At other transit systems, there have been cases of passengers obtaining a free transfer and then handing it out the window to a friend, who then boards using the transfer slip. If this alternative is implemented, passengers and transfer slip use would need to be monitored to ensure that misuse remains within reasonable levels.
Eliminate Transfer Slips
Another way in which to change the transfer policy would be to eliminate transfer slips. There has generally been a trend in the public transit industry to simplify fares in order to reduce the barriers to use. As a nearby example, Placer County Transit recently eliminated transfers and set the price of a daypass as only 2 times the base fare ($2.50 versus $1.25). This allows passengers to make a round‐trip that includes transfers at a price that effectively avoids any cost for the second leg in each direction. Another nearby system taking this approach is SolTrans (serving Vallejo and Benecia). Rather, passengers making transfers are encouraged to use day passes.
For those passengers currently making 1‐way trips that include a transfer, this option would result in a relatively large effective fare increase, from $1.65 (adult) to $3.00 to complete a 1‐ way trip with transfer. For those passengers that frequently make a single one‐way‐with‐ transfer trip per day, this would encourage a shift to half‐month, 30‐ride or monthly passes (which provide an effective fare per ride lower than $3.00, if used frequently). Assuming that one‐third of existing 1‐way‐with‐transfer passengers shift to a pass, this option would reduce overall annual City Coach ridership by an estimated 2,900 (0.7 percent). Revenues would be increased by an estimated $13,200, or 4 percent.
This option simplifies the operation of City Coach, as transfer slips would no longer need to be provided or accounted for. This would also speed the operations of the route and reduce conflicts between drivers and passengers regarding appropriate use of transfers.
Performance Analysis of Fare Alternatives
The ridership and fare revenue impacts can be used to calculate the change in revenue (and thus subsidy) per passenger‐trip, as shown in the right‐most column of Table 53. While there is
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no adopted standard for subsidy per passenger‐trip, there is an adopted standard for operating cost per passenger‐trip equal to $5.00. Using this as a standard, none of the fare options that increase revenues while reducing ridership achieve the standard, in that they do not generate at least $5.00 in revenues for every passenger‐trip lost. However, pro viding free transfers does meet this standard, as a loss of only $2.10 in revenues results from every additional passenger‐trip served.
Marketing Alternatives
While this Service Evaluation Study does not encompass the scope of a full marketing study, two improvements have been identified, as discussed below.
Improve the Transit App to Provide Real‐Time Maps of Bus Locations
City Coach provides an on‐line tool that generates real‐time bus arrival information using the Clever Devices platform. However, this is limited to key stops only. As an example, information is directly available for only 8 of the total of 60 bus stops served by Route 5. Passengers at other stops must estimate service times based on the limited stop information. While the format would be too cluttered if all stops were to be added, another way to visually provide the information is to show the real‐time location of the individual buses on the on‐line route maps. In addition, the availability of real‐time information could be given a more prominent location on the webpage, rather than being a selection under the Routes / Maps sub‐page.
Improve Printed Maps to Show All Bus Stop Locations
Despite the growth of smartphones and on‐line information, many passengers still rely on paper schedules and brochures. The system map in the existing brochure is relatively simple graphic design, and does not indicate the location of individual stops. Showing individual stop locations can help passengers (and particularly potential new passengers) to understand how close transit service is to their trip origins and destinations, and is common on transit system maps. Figure 36 presents an example of a transit system map (from the Grand Valley Transit system serving Grand Junction, Colorado) that shows the location of specific stops. Additionally, a list of all bus stop locations by route could be provided on the website.
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Figure 36 : Showing Stop Locations Showing Example of System Map Transit
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Chapter 11 Transit Plan
This chapter presents the recommended transit plan for Vacaville City Coach. This plan has been developed based upon the following:
The evaluation of transit needs presented in Chapter 2. The detailed review of the ridership and effectiveness of the various routes and services, as presented in Chapter 3. A thorough public input process, including a total of 14 public meetings and workshops, an online survey, interviews with various transit stakeholders, and a specific survey of school parents. An extensive analysis of potential alternatives, shown in Chapter 4.
Based upon this information, a comprehensive transit service plan has been developed. This chapter first defines the recommended route structure, followed by changes in the service schedule. Bus stop modification recommendations are then presented, along with improvements to marketing and public information services.
As a whole, this plan will achieve the following:
Reduce annual operating costs by $129,000 (8 percent). Increase ridership by 17,900 per year (5 percent). Improve the effectiveness of the tripper services, and provide greater flexibility to address changes in school bell times. Provide service to new service areas in northwest Vacaville and northeast Vacaville. Better match the frequency of service to the actual ridership demand. Address the current on-time performance problems. Reflect recent reductions in transit ridership (in Vacaville, across California and across the nation) by “right sizing” the transit service for current needs.
RECOMMENDED ROUTE PLAN AND SERVICE FREQUENCY
The recommended route plan is depicted in Figure 37. As in the current route structure, a total of six routes are planned. (The current Route 8 will be renumbered as Route 3, as there is not currently a Route 3.) Table 54 presents the scheduled route departure times from the Transportation Center and/or Transit Plaza. The planned routes are described below.
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TABLE 54: Plan Route Departure Times Route 1 Route 2 Route 3 Route 4 Route 5 Route 6 Depart Depart Depart Depart Depart Depart Depart Depart Depart Trans. Transit Transit Trans. Trans. Trans. Transit Trans. Transit Center Plaza WB Plaza EB Center Center Center Plaza Center Plaza 6:00 AM 6:00 AM 6:00 AM 6:00 AM 6:12 AM 6:00 AM 7:00 AM 6:30 AM 7:00 AM 7:00 AM 6:30 AM 6:20 AM 6:50 AM 6:00 AM 6:24 AM 8:00 AM 7:30 AM 8:00 AM 8:00 AM 7:00 AM 6:40 AM 7:10 AM 6:30 AM 6:54 AM 9:00 AM 8:30 AM 9:00 AM 9:00 AM 7:30 AM 7:00 AM 7:30 AM 7:00 AM 7:24 AM 10:00 AM 9:30 AM 10:00 AM 10:00 AM 8:00 AM 7:20 AM 7:50 AM 7:30 AM 7:54 AM 11:00 AM 10:30 AM 11:00 AM 11:00 AM 8:30 AM 7:40 AM 8:10 AM 8:00 AM 8:24 AM 12:00 PM 11:30 AM 12:00 PM 12:00 PM 9:00 AM 8:00 AM 8:30 AM 8:30 AM 8:54 AM 1:00 PM 12:30 PM 1:00 PM 1:00 PM 9:30 AM 8:20 AM 8:50 AM 9:00 AM 9:24 AM 2:00 PM 1:30 PM 2:00 PM 2:00 PM 10:00 AM 8:40 AM 9:10 AM 9:30 AM 9:54 AM 3:00 PM 2:30 PM 3:00 PM 3:00 PM 10:30 AM 9:00 AM 9:30 AM 10:00 AM 10:24 AM 4:00 PM 3:30 PM 4:00 PM 4:00 PM 11:00 AM 9:20 AM 9:50 AM 10:30 AM 10:54 AM 5:00 PM 4:30 PM 5:00 PM 5:00 PM 11:30 AM 9:40 AM 10:10 AM 11:00 AM 11:24 AM 5:30 PM 6:00 PM 6:00 PM 12:00 PM 10:00 AM 10:30 AM 11:30 AM 11:54 AM 12:30 PM 10:20 AM 10:50 AM 12:00 PM 12:24 PM 1:00 PM 10:40 AM 11:10 AM 12:30 PM 12:54 PM Saturday Runs 1:30 PM 11:00 AM 11:30 AM 1:00 PM 1:24 PM 2:00 PM 11:20 AM 11:50 AM 1:30 PM 1:54 PM Shown in Bold 2:30 PM 11:40 AM 12:10 PM 2:00 PM 2:24 PM 3:00 PM 12:00 PM 12:30 PM 2:30 PM 2:54 PM 3:30 PM 12:20 PM 12:50 PM 3:00 PM 3:24 PM 4:00 PM 12:40 PM 1:10 PM 3:30 PM 3:54 PM 4:30 PM 1:00 PM 1:30 PM 4:00 PM 4:24 PM 5:00 PM 1:20 PM 1:50 PM 4:30 PM 4:54 PM 5:30 PM 1:40 PM 2:10 PM 5:00 PM 5:24 PM 6:00 PM 2:00 PM 2:30 PM 5:30 PM 5:54 PM 2:20 PM 2:50 PM 6:00 PM 6:24 PM 2:40 PM 3:10 PM 3:00 PM 3:30 PM 3:20 PM 3:50 PM 3:40 PM 4:10 PM 4:00 PM 4:30 PM 4:20 PM 4:50 PM 4:40 PM 5:10 PM 5:00 PM 5:30 PM 5:20 PM 5:50 PM 5:40 PM 6:10 PM 6:00 PM 6:30 PM
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Route 1 (Leisure Town Connect)
Route 1 will remain unchanged from the current route. It will continue to offer Call Ahead Service for the Leisure Town area. One vehicle will continue to provide hourly service. The published schedule should be revised to avoid serving stops ahead of schedule (defining the schedule assuming minimal time for deviations), with a note indicating that service times can be up to 10 minutes behind the published schedule times. This service plan will continue to provide a high quality of service to the Leisure Town area residents, and will also continue to reduce the need for more-expensive dial-a-ride service. As discussed below, additional marketing strategies should be employed to encourage additional ridership.
Route 2
Route 2 will be revised to consist of two alternating loops operating from the Transit Plaza:
The west loop will travel west on Main Street/Buck Avenue, and operate a counterclockwise loop on Eldridge Avenue, Hemlock Street, N. Orchard Avenue and back eastbound on Buck Avenue. It will then use Cernon Street, Mason Street and Davis Street to serve the Davis Street Park-And-Ride before returning to the Transit Plaza.
The north loop will travel east on E. Monte Vista Avenue, north on Brown Street, and then traverse the existing Route 2 one-way counterclockwise loop through Browns Valley before return to the Transit Plaza via Markham Avenue, Rocky Hill Road, Meadows Drive, Markham Avenue and E. Monte Vista Avenue.
One bus will be used to provide hourly service on both loops. At key bell times, the existing extension to Willis Jepsen Middle School will be operated. This route revision will provide service to a new area west and northwest of Vacaville High School. It will eliminate Route 2 service along Merchant Street and Alamo Drive. However, the Merchant Street segment will see enhanced Route 5 service (discussed below). The two stops along Alamo Drive (at the Church of Jesus Christ of Latter-day Saints and at Alamo Creek Park only serve a total of 10 passengers per day and are within a roughly 5 minute walk of continuing Route 2 service on Buck Avenue to the east.
Route 3
Route 3 will replace and revise existing Route 8. A single bus will provide hourly service from the Transportation Center, as follows:
The existing Route 8 route will be followed as far as Peabody Road/Hume Way, including service on Elmira Road and Aegean Way.
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Route 1 (Leisure Town Connect)
Route 1 will remain unchanged from the current route. It will continue to offer Call Ahead Service for the Leisure Town area. One vehicle will continue to provide hourly service. The published schedule should be revised to avoid serving stops ahead of schedule (defining the schedule assuming minimal time for deviations), with a note indicating that service times can be up to 10 minutes behind the published schedule times. This service plan will continue to provide a high quality of service to the Leisure Town area residents, and will also continue to reduce the need for more-expensive dial-a-ride service. As discussed below, additional marketing strategies should be employed to encourage additional ridership.
Route 2
Route 2 will be revised to consist of two alternating loops operating from the Transit Plaza:
The west loop will travel west on Main Street/Buck Avenue, and operate a counterclockwise loop on Eldridge Avenue, Hemlock Street, N. Orchard Avenue and back eastbound on Buck Avenue. It will then use Cernon Street, Mason Street and Davis Street to serve the Davis Street Park-And-Ride before returning to the Transit Plaza.
The north loop will travel east on E. Monte Vista Avenue, north on Brown Street, and then traverse the existing Route 2 one-way counterclockwise loop through Browns Valley before return to the Transit Plaza via Markham Avenue, Rocky Hill Road, Meadows Drive, Markham Avenue and E. Monte Vista Avenue.
One bus will be used to provide hourly service on both loops. At key bell times, the existing extension to Willis Jepsen Middle School will be operated. This route revision will provide service to a new area west and northwest of Vacaville High School. It will eliminate Route 2 service along Merchant Street and Alamo Drive. However, the Merchant Street segment will see enhanced Route 5 service (discussed below). The two stops along Alamo Drive (at the Church of Jesus Christ of Latter-day Saints and at Alamo Creek Park only serve a total of 10 passengers per day and are within a roughly 5 minute walk of continuing Route 2 service on Buck Avenue to the east.
Route 3
Route 3 will replace and revise existing Route 8. A single bus will provide hourly service from the Transportation Center, as follows:
The existing Route 8 route will be followed as far as Peabody Road/Hume Way, including service on Elmira Road and Aegean Way.
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From Peabody Road, the route will travel west on Hume Way, south on Davis Street and east on Marshall Road back to Peabody Road. This will provide service to Will C. Wood High School and WinCo, as well as new service to Costco.
The existing Route 8 one-way clockwise loop through southeast Vacaville will then be followed, including service on Beelard Drive, Marshall Road, Vanden Road, Alamo Drive, Nut Tree Road, Youngsdale Road, Morning Glory Drive and Peabody Road.
Returning to Peabody/Marshall, the route will turn west on Marshall Road to follow the outbound route in the opposite direction. Consistent with the current route, it will stay on Elmira Road rather than shifting to Aegean Way.
This route will provide two-way service between the Transportation Center and the substantial ridership along Aegean Way, Davis Street, Marshall Road and Peabody Road, and provide a level of service to southeastern Vacaville that (along with tripper service) is more consistent with the actual travel demand.
Route 4
Route 4 will be revised to better serve the new development in the North Village area. Rather than turning left when exiting Solano Community College, the route will turn right (northbound) on North Village Parkway and eastbound on Crescent Drive. Crossing Vaca Valley Parkway, the route will serve the Kaiser Hospital stop16 before returning to Vaca Valley Parkway and following the existing route back to the Transportation Center. A Call Ahead stop will be served when requested near the intersection of Orange Tree Circle and Amethyst Drive. Due to very low ridership (only 1 passenger over the 25 runs per day), service along the Lawrence Drive cul- de-sac will be eliminated. One bus will continue to provide service every half hour on Route 4.
Route 5
The key change to Route 5 will be an improvement in service frequency from every 30 minutes to every 20 minutes, using an additional bus. This reflects that Route 5 is the busiest route in the City Coach system. It is also implemented to improve the on-time performance of the route, by spreading the boarding and deboarding delays over more runs (less passenger-related delays per run).17
Route 6
Route 6 will remain largely unchanged, as it is the second-most productive route in the current system. The only change will be a streamlining of the route in the Outlets area: rather than traveling between the Nut Tree Parkway/Helen Power Drive and the Nut Tree Parkway/Nut
16 Potentially at a new stop along Quality Drive near the front entrance. 17 A detailed evaluation of options to improve on-time performance by revising the route only found that any such change would have a substantial negative impact on ridership. Study Report LSC Transportation Consultants, Inc. Vacaville Transit Service Evaluation Study Page 152 Page 149
Tree Road intersection via Helen Power Drive, Burton Drive and Nut Tree Road, the route will simply stay on Nut Tree Parkway. This significantly reduces travel time by shortening the route by 1.0 mile per round trip, as well as by avoiding the existing challenging eastbound left turn movement from Burton Drive to Nut Tree Road. While Route 6 will no longer serve the stops along Helen Power Drive and Burton Drive, the additional Route 5 service will provide convenient connections to and from the Transportation Center. Two buses will continue to be used to provide half-hourly service on Route 6.
New North Tripper Route
A North Tripper Route will be operated for two hours in the AM period and two hours in the PM period on school days, designed to conveniently connect residential areas in northern Vacaville with Vacaville High School and Willis Jepson Middle School. Example schedules timed around the planned 2018/19 school bell times are shown in Chapter 8, above. This will be a particular benefit for morning travel between the Browns Valley area and Vacaville High School/Willis Jepson Middle School, which currently requires travel through the Transportation Center.
New South Tripper Route
The South Tripper Route will operate along the existing southeastern portion of Route 8, starting and ending at the Transportation Center and timed to serve Will C. Wood High School bell times. This will also be operated for two AM and two PM hours on school days.
Ridership Impact
The impacts on ridership consist of the following:
The extension of Route 4 to Crescent Drive will expand the overall transit service area to an additional 260 single family homes, as well as to apartment complexes. This will result in a ridership increase of 2,800 per year.
The new Route 4 on Orange Tree Circle is estimated to generate 1,200 new passenger boardings per year.
The Route 2 revision will extend service to a new area northwest of Vacaville High School including approximately 500 residences as well as St. Mary’s Catholic Church, Community Presbyterian Church, and Hemlock Elementary School. The route will also serve stops a block east of William Jepson Middle School, serving students at additional times other than the school tripper service. Based on observed ridership and the demographics, service to this area would increase ridership by 9,700 per year.
The Route 2 reduction of service in Browns Valley and in the Markham area would reduce ridership by an estimated 2,700 passenger per year, based on an elasticity analysis.
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Existing passengers along the southeast portion of Route 8 that would be impacted by the reduction in frequency from half-hourly to hourly would result in a loss of 4,200 passengers per year.
The increase in service frequency on Route 5 will result in the biggest ridership increase, adding 27,800 passenger-trips per year.
The elimination of service along Alamo Drive between Merchant Street and W. Monte Vista Avenue will reduce ridership by 1,400 per year.
The Route 8 (old)/Route 3 (new) revisions will change transit connections for the areas along Davis Street and Marshall Road west of Will C. Wood High School. At present, this area has direct half-hourly connections to the downtown Transit Plaza, a convenient connection to the Transportation Plaza and a circuitous connection from the Transportation Plaza (requiring a 35-minute trip). With the revisions, no direct connections to the Transit Plaza will be available, but conveniently short (less than 10 minute) service will be provided both to and from the Transportation Plaza. An analysis of existing passenger trip patterns to and from this area and the changes resulting from the plan indicates an overall slight increase of 1,100 passenger trips per year, largely due to the much shorter travel times to and from the Transportation Center.
On total, these changes will increase ridership by an estimated 33,200 per year (or 7 percent). The improved convenience of the tripper services as well as the improved reliability on Routes 5 and 6 should also increase ridership to an unknown extent.
Cost and Subsidy Impact
Table 55 presents an analysis of the impact of the plan on City Coach fixed route service quantities and operating costs. This analysis indicates the following:
The total annual vehicle-hours of service will be reduced by 63,524, or 13 percent.
The total annual vehicle-miles of service will be reduced by 70,074, or 14 percent.
The number of fixed-route buses in operation at peak times will be reduced by one. This is a result of a reduction in the number of buses operated on Route 2 and old Route 8/new Route 3 by one apiece and the addition of one bus on Route 5.
Applying cost factors for Fiscal Year 2017/18, the marginal operating cost for City Coach fixed route service will be reduced by $126,300 per year. This is a reduction in marginal cost of 10 percent. If the fixed cost of the fixed route service is included, the overall reduction in fixed-route service costs is equivalent to 8 percent.
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The increase in ridership generated by the plan, factored by the existing average fare revenue per passengers on the various routes, indicates that passenger fare revenue will be increased by an estimated $21,100 per year (a 6 percent increase over current fixed route fare revenues). Adding this figure to the reduction in operating cost, this plan is estimated to reduce operating subsidy needs for City Coach by $147,500, or by 9 percent.
TABLE 55: Plan Service Quantity and Cost Analysis
Run Parameters Weekday Service Weekend Service Annual Annual Peak Hours Miles Runs Hours Miles Runs Hours Miles Hours Miles Marg. Cost Buses EXISTING Route 1 1.0 10.01 12 12 120 10 10 100 3,558 35,609 $116,700 1 Route 2 1.0 13.42 25 25 335 20 20 268 7,365 98,837 $252,000 2 Route 2 Trippers 1.0 13.42 2 2 27 0 0 0 360 4,831 $12,300 1 Route 4 0.5 8.8 25 12.5 220 20 10 176 3,683 64,812 $132,300 1 Route 5 1.0 15.25 25 25 381 20 20 305 7,365 112,313 $257,500 2 Route 5 Tripper 0.8 15.25 1 0.8 15 0 0 0 144 2,745 $5,300 0.5 Route 6 1.0 12.19 25 25 305 20 20 244 7,365 89,757 $248,200 2 Route 8 1.0 13.32 24.5 24.5 326 20 20 266 7,241 96,442 $247,400 2 Route 8 Trippers 0.3 13.32 1 0.3 13 0 0 0 54 2,398 $2,500 0.5 TOTAL 37,134 507,744 $1,274,200 12 PLAN Route 1 1.0 10.01 12 12 120 10 10 100 3,558 35,609 $116,700 1 Route 2 1.0 9.6 12.5 12.5 120 10 10 96 3,683 35,640 $120,300 1 Route 2 Trippers 1.0 10 4 4 40 0 0 0 720 9,960 $24,800 1 Route 3 1.0 11.7 13 13 152 10 10 117 3,807 44,542 $127,600 1 Route 3 Trippers 1.0 11.7 4 4 47 0 0 0 720 8,424 $24,100 1 Route 4 0.5 9.1 25 12.5 228 20 10 182 3,683 67,022 $133,200 1 Route 5 1.0 15.25 36 36 549 20 20 305 10,104 154,082 $353,300 3 Route 6 1.0 11.19 25 25 280 20 20 224 7,365 82,392 $245,200 2 TOTAL 33,639 437,670 $1,145,200 11 Net -3,495 -70,074 -$129,000 -1 Percent Change -9% -14% -10% -8%
In sum, this service plan provides the following benefits:
It tailors services in Browns Valley and southeast Vacaville to better match the existing demand levels.
It provides service to a new area in northwest Vacaville (northwest of Vacaville High School).
It allows the tripper service to be modified to best serve student needs (not tied to regularly scheduled routes) and to allow future modifications that do not impact the non-tripper routes. Browns Valley residents, for example, would be provided with direct service to Vacaville High School, avoiding the need to travel through the Transportation Center. This reduces in-vehicle travel times by roughly 20 minutes.
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It increases frequency of the popular Route 5. As many passengers transfer to and from this route, this provides greater mobility options throughout the system.
It will improve the on-time performance of the system, particularly on Routes 5 and 6.
It overall increases ridership by 6 percent.
It results in a significant (9 percent) reduction in operating subsidy requirement.
Other Service Plan Elements
Beyond the fixed route service plan discussed above, there are several other service-related recommendations.
Service to the new Vacaville/Fairfield Train Station
Fixed route service to the new Fairfield/Vacaville rail station would be very costly, incurring an annual operating cost of approximately $130,000 per year. In addition, ridership would be poor as many of the rail service times are outside of the City Coach hours of service and passengers would often have to wait long times between bus and rail legs of their trip. However, the City should consider working with STA to expand the first and last mile program to provide subsidized Transportation Network Company service (such as Lyft or Uber) to and from the Transportation Center. This would be much more cost-effective than operating fixed route service, and could also be more convenient to the passenger in that service could be scheduled to better match rail arrivals and departures.
Revise the Route 1 Schedule to Address Operating Early
The current Route 1 published schedule builds in time along the route to make deviations under the “Leisure Town Connect” Call and Ride service. However, if no deviation requests are made, the driver is often ahead of schedule, resulting in 55 percent of the observed timepoints served ahead of the published schedule. It is much less of an impact to passengers (and their frustration level) for a transit service to be several minutes behind schedule than it is to arrive and depart prior to the schedule. The published schedule should be modified to assume that there are no deviation calls, as follows:
Transportation Center :00 (Minutes past the hour) Ulatis Cultural Center :03 Burton Drive/ Helen Drive/ Wal-Mart :06 Yellowstone Drive/Nut Tree Road :09 Yellowstone Drive/Sequoia Drive :13 Kaiser Hospital :30 Yellowstone Drive/Sequoia Drive :34 Yellowstone Drive/Nut Tree Road :41
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Burton Drive/ Helen Drive/ Wal-Mart :44 Ulatis Cultural Center :46 Transportation Center :49
In addition, the schedule should include a note for this route indicating “Stops between the Transportation Center and Kaiser Hospital can operate up to 10 minutes later than shown.” Due to this potential delay, it is imperative that drivers on this route activate their AVL devices so that passengers can take full advantage of the City Coach mobile app to track buses.
Consideration of Expanded Weekday Evening Service in the Future
The provision of additional weekday service further into the evening is the single most common passenger request, and was found as part of this study to be a cost-effective use of public funds. However, the current financial condition of City Coach and concern about recent declines in ridership indicate that it is not currently appropriate to extend evening service. If ridership stabilizes and funding levels allow in the future, City Coach should consider extending the hours of evening weekday service. Even one additional hour of service on key runs could significantly improve residents’ ability to complete trips (such as commute trips), at a relatively modest cost.
CAPITAL PLAN
The following presents recommendations regarding bus stop locations, shelter locations, and transit center improvements. This uses the route numbering system associated with the planned routes, as discussed above.
Bus Stop Location
The stop locations were reviewed for all routes, resulting in some recommended changes. In addition, the route revisions will require some new stops.
Routes 1 and 4
Construction of a new stop (with shelter) near the main entrance of the Kaiser Medical Facility should be discussed with the Medical Facility administration. This would replace the existing stop, and eliminate the existing circuitous route through the parking lots.
Route 2
New stops will be required at Buck/Eldridge, Eldridge/Deodara, Eldridge/Hemlock and Hemlock/North Orchard, and North Orchard/Monte Vista.
A stop eastbound on E. Monte Vista near McClellan St. is needed to address the 3,400 feet between Transit Plaza and Prime Time Nutrition.
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Route 3 (Old Route 8)
A stop westbound on Alamo Drive near Bedford Way is needed to address the 3,400 feet between Vanden/Harvest and Alamo/Nut Tree.
A stop northbound on Peabody Road near Caldwell Drive would address the 3,000 feet between Morning Glory Drive/Larkspur Drive and Peabody/California Drive.
New stops will be needed along both sides of Hume Way near Costco.
Route 4
Stops eastbound on Crescent Drive just east of North Village Parkway, just east of Stratton Ranch Road, just south of Parkside Drive and just north of Quinn Drive.
The existing DMV stop on Orange Drive should be moved to east of Orange Tree Circle.
A stop westbound on Orange Drive/Orange Tree Circle (western intersection) would address the 4,000 feet between DMV and Lawrence Drive.
A Call Ahead stop on Orange Tree Circle near Amethyst Drive.
Route 5
Bus stop spacing along southbound Nut Tree Road between Marshall Road and Alamo Road would be improved if the existing stop at Bel Air were removed and replaced with new stops at Stirling Drive and Woodbridge Drive. This would reduce the existing maximum distance between stops from the current 2,300 feet to a maximum of 1,500 feet.
Route 6
A stop on Nut Tree Parkway near the Gap Outlet.
A stop on Nut Tree Parkway near Chick-fil-a restaurant.
Shelters
Based on the boarding counts conducted for this study and applying a standard of 10 or more boardings per day, new shelters are warranted at the following locations:
West side of N. Orchard Avenue at Food Fair
West Side of Nut Tree Road at Vaca Pena Middle School
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North side of Alamo Drive at Creekside Garden (Bel Air)
Southwest side of Alamo Drive at Alamo Court
South side of Alamo Drive at AMPM (Alamo Lane)
South side of Alamo Drive at Mariposa Avenue
South side of Alamo Drive at Walgreens (Peabody)
East side of Brown St. at the Mobile Home Park
East side of Brown St. at Bennett Hill
North side of Meadows Drive west of Rocky Hill Road
West side of Peabody Road at Marshall Rd.
North side of Marshall Road at Will C. Wood HS
In addition, the stop in the vicinity of Eldridge Avenue/Hemlock Street on the Route 2 extension is expected to generate sufficient ridership to warrant a shelter. There are also several existing shelters along Yellowstone that are not warranted by passenger activity, such as at Glacier, Lassen, McKinley Olympic and Rainier. The shelter on the south side of Alamo at Marna (Route 5) is also not warranted, as well as the shelter on the east side of Nut Tree Road at Elmira Road (also Route 5). These shelters could potentially be removed, if needed elsewhere or to reduce maintenance costs.
Transportation Center
The number of buses at the Transportation Center will not change under this plan, which indicates that no significant changes are required at this location. However, access to the Transportation Center should be improved. While it is physically close to the Vacaville Commons shopping area (including Target and Safeway) the shortest official pedestrian route via Allison Drive, Ulatis Drive and Harbison Drive requires a 0.4-mile walk. This could be replaced by a 300-yard walk if a pedestrian path were provided between the northeast corner of the park-and-ride lot and Harbison Drive (along the northern edge of the vacant parcel just to the east of the Transportation Center parcel). Particularly if development plans come forward for this parcel, the City should investigate the provision of a direct pedestrian connection.
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Transit Plaza
The downtown Transit Plaza can accommodate up to five City Coach buses at a time. The service plan will result in three regularly scheduled buses at peak times, along with the potential for a tripper bus, indicating that there is no need for any significant changes to the Transit Plaza.
Fare Plan
Make Transfers Free
The City Coach fare structure currently imposes a $0.15 charge for a paper transfer. It is recommended that this be eliminated, and instead transfers be provided on request for free. While this will result in a small ($3,300 per year) loss of existing revenue, it could well more than be made up through increased ridership due to the improved convenience of the overall transit services. A common strategy in transit systems to address declining ridership is to implement changes such as this to increase the overall convenience of using public transit. It also will bring City Coach in line with the Fairfield and Solano Transit (FAST) system, where paper transfers are provided for free.
Marketing Plan
While this Service Evaluation Study does not encompass the scope of a full marketing study, two improvements have been identified, as discussed below.
Improve the Transit App to Provide Real-Time Maps of Bus Locations
City Coach provides an on-line tool that generates real-time bus arrival information using the Clever Devices platform. However, this is limited to key stops only. As an example, information is directly available for only 8 of the total of 60 bus stops served by Route 5. Passengers at other stops must estimate service times based on the limited stop information. While the format would be too cluttered if all stops were to be added, another way to visually provide the information is to show the real-time location of the individual buses on the on-line route maps.
Improve the City Coach Website
The City Coach website (www.citycoach.com) is already a good website, clearly providing the pertinent information regarding all types of available transit resources in Vacaville, as well as connections to other communities. The following minor modifications are recommended:
The website should more clearly identify that services are provided on weekdays and Saturdays, without having to consult the individual route schedules.
The availability of real-time information could be given a more prominent location on the webpage, rather than being a selection under the Routes / Maps sub-page.
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On the Routes pull-down menu, also provide a page that describes the location and amenities at the Transportation Center, Transit Plaza, and the other local park-and-ride opportunities.
Improve Printed Maps to Show All Bus Stop Locations
Despite the growth of smartphones and on-line information, many passengers still rely on paper schedules and brochures. The system map in the existing brochure is relatively simple graphic design, and does not indicate the location of individual stops. Showing individual stop locations can help passengers (and particularly potential new passengers) to understand how close transit service is to their trip origins and destinations, and is common on transit system maps. Figure 11 presents an example of a transit system map (from the Grand Valley Transit system serving Grand Junction, Colorado) that shows the location of specific stops. Additionally, a list of all bus stop locations by route could be provided on the website.
Improve Marketing of Route 1 Services
The public meetings identified the need for specific improvements in marketing for the Route 1 service to Leisure Town. Recommended strategies consist of the following:
• Provide a link to City Coach on Leisure Town website. Information about transit options should also be available on the Leisure Town website.
• Hold informational meetings (with a bus available to take a short practice ride) to familiarize patrons.
• Develop a specialized flyer for Route 1 service, reflecting the uniqueness of the Call and Rider service and the fact that many residents only use Route 1. These should be readily available at the Leisure Town office.
• Advertise in Leisure Town Magazine, and work with Leisure Town to ensure that the costs of advertising are kept modest. As a supplemental effort, provide regular “press releases” to Leisure Town regarding activities and events that keep residents engaged with City Coach.
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