CLAREMONT TRAFFIC AND TRANSPORTATION COMMISSION MEETING AGENDA
Council Chamber Thursday 225 Second Street May 25, 2017 Claremont, CA 91711 7:00 PM
COMMISSIONERS
EVAN RUTTER CHAIR
ZACHARY COURSER WALTER FARMER
JACK BLAIR CHUCK FREITAS JULIE MEDERO JENNIFER STARK
CALL TO ORDER THE MEETING OF THE TRAFFIC AND TRANSPORATION COMMISSION
ROLL CALL
CEREMONIAL MATTERS, PRESENTATIONS, AND ANNOUNCEMENTS Presentation by Romel Pascual, CicLAvia Executive Director, Four Cities Golden Route CicLAvia Event, April 2018.
PUBLIC COMMENT This time has been set aside for persons in the audience to make comments on items within the subject matter jurisdiction of the Traffic and Transportation Commission that ARE NOT LISTED ON THIS AGENDA. Members of the audience will have the opportunity to address the Traffic and Transportation Commission about ALL OTHER ITEMS ON THIS AGENDA at the time those items are considered.
Under the provisions of the Brown Act, the Planning Commission is prohibited from taking action on oral requests but may refer the matter to staff or to a subsequent meeting. The Traffic and Transportation Commission will respond after public comment has been received. Please state your name. Each speaker will be limited to four (4) continuous minutes.
CONSENT CALENDAR All matters listed on the consent calendar are considered to be routine and may be acted upon by one motion after public comment has been received. Most items have been previously considered by the Traffic and Transportation Commission. Only Commissioners may pull an item for discussion. Now is the time for those in the audience who wish to speak to items listed on the consent calendar. Each speaker will be limited to four (4) continuous minutes of comment on the consent calendar as a whole. Page 2 Traffic and Transportation Commission Agenda May 25, 2017
Routine Administrative Items
1. TRAFFIC AND TRANSPORTATION COMMISSION MINUTES OF MARCH 23, 2017
Recommendation: Staff recommends that the Traffic and Transportation Commission approve and file the Traffic and Transportation Commission meeting minutes of March 23, 2017. Attachment(s): Draft Traffic and Transportation Commission Meeting Minutes of March 23, 2017
PUBLIC HEARINGS
ADMINISTRATIVE ITEMS
2. CLAREMONT DIAL-A-RIDE SERVICE ASSESSMENT
Recommendation: Staff recommends that the Traffic and Transportation Commission recommends that the City Council: A. Support Pomona Valley Transportation Authority with the implementation of a single phone number and the creation of the mobility manager position at a cost of $10,000 per year; B. Secure a consultant for the first phase of a transit website at an estimated cost of $60,000; C. Add $5,000 to 2017-18 DAR budget for website maintenance; D. Add a dedicated driver to the Claremont Dial-a-Ride service at a cost of $35,000 annually; and E. Extend the general public hours of operation as recommended by AMMA, at a cost of approximately $30,000 per year. Attachment(s): 02.01 City of Claremont Short Range Transit Plan
3. BUS STOP SHELTER CONCEPTUAL DESIGN
Recommendation: Staff recommends that the Traffic and Transportation Commission recommends the following concepts to be included in the specification language for the development of the final design concept: A. A two or four post metal structure, with lighting, and a dome or pitched roof; B. With the capability to incorporate signage; and C. If necessary, include new design for benches and trash receptacles. Attachment(s): A – Foothill Transit Bus Stop Pole B – Claremont’s Current Bus Shelters C – Design Concepts
4. METROLINK RAILROAD GATE OPERATIONS
Recommendation: Staff recommends that the Traffic and Transportation Commission review the information provided, and receive and file the staff report.
REPORTS Page 3 Traffic and Transportation Commission Agenda May 25, 2017
Commission
Mayor/Chair Meeting
Commissioner Comments
Staff
Briefing on Council Meetings
Briefing on Other Items
Upcoming Agendas and Events
a. Gold Line review b. Foothill/Harvard and Foothill/Yale studies c. Complete Streets Policy d. CGU Master Plan e. Traffic Calming Policy
ADJOURNMENT
THE NEXT REGULAR MEETING OF THE CLAREMONT TRAFFIC AND TRANSPORTATION COMMISSION WILL BE HELD ON JUNE 22 , 2017 AT 7:00 P.M. IN THE CLAREMONT CITY COUNCIL CHAMBER, 225 SECOND STREET.
MATERIALS RELATED TO AN ITEM ON THIS AGENDA, AND SUBMITTED TO THE TRAFFIC AND TRANSPORTATION COMMISSION AFTER PUBLICATION OF THE AGENDA, ARE AVAILABLE TO THE PUBLIC IN THE CITY CLERK’S OFFICE AT 207 HARVARD AVENUE, CLAREMONT, MONDAY THROUGH THURSDAY, 7 AM – 6 PM. SUBJECT MATERIALS WILL BE MADE AVAILABLE ON THE CITY WEBSITE AS SOON AS POSSIBLE - www.ci.claremont.ca.us . For more information, please call the City Clerk’s Office at 909-399-5461.
IN COMPLIANCE WITH THE AMERICANS WITH DISABILITIES ACT 0F 1990, THIS AGENDA WILL BE MADE AVAILABLE IN APPROPRIATE ALTERNATIVE FORMATS TO PERSONS WITH DISABILITIES. ANY PERSON WITH A DISABILITY WHO REQUIRES A MODIFICATION OR ACCOMMODATION IN ORDER TO PARTICIPATE IN A CITY MEETING SHOULD CONTACT THE CITY CLERK AT 909-399-5461 “VOICE” OR 1-800-735-2929 “TT/TTY” AT LEAST THREE (3) WORKING DAYS PRIOR TO THE MEETING, IF POSSIBLE.
I, JUDY CHEN-KO, ADMINISTRATIVE ASSISTANT OF THE CITY OF CLAREMONT, CALIFORNIA, HEREBY CERTIFY UNDER PENALTY OF PERJURY THAT THE FOREGOING AGENDA WAS POSTED AT CLAREMONT CITY HALL, 207 HARVARD AVENUE, ON MAY 18 , 2017 PURSUANT TO GOVERNMENT CODE SECTION 54954.2.
ANY ITEMS WHICH HAVE NOT BEEN INITIATED BY 10:00 P.M. WILL BE CONTINUED TO THE NEXT REGULARLY SCHEDULED TRAFFIC AND TRANSPORTATION COMMISSION MEETING. FURTHER, ANY ITEM INITIATED BEFORE 10:00 P.M. ON WHICH A CONCLUSION HAS NOT BEEN REACHED BY 10:15 P.M. WILL BE CONTINUED TO THE NEXT REGULARLY SCHEDULED MEETING OF THE TRAFFIC AND TRANSPORTATION COMMISSION.
POST THROUGH: MAY 26, 2017 225 Second Street Claremont Traffic and Transportation Claremont, CA 91711 Commission Agenda Report
File #: 1929 Item No: 1.
TO: TRAFFIC AND TRANSPORTATION COMMISSION
FROM: LORETTA MUSTAFA, CITY ENGINEER
DATE: MAY 25, 2017 Reviewed by: Finance Director: N/A
SUBJECT:
TRAFFIC AND TRANSPORTATION COMMISSION MINUTES OF MARCH 23, 2017
RECOMMENDATION
Staff recommends that the Traffic and Transportation Commission approve and file the Traffic and Transportation Commission meeting minutes of March 23, 2017.
PUBLIC NOTICE PROCESS
This item has been noticed through the regular agenda notification process. Copies are available at the City Hall public counter, the Youth Activity Center, the Alexander Hughes Community Center, the City website, and the Claremont Public Library.
Submitted by: Prepared by:
Loretta Mustafa Judy Chen-Ko City Engineer Administrative Assistant
Attachments: Draft Traffic and Transportation Commission Meeting Minutes of March 23, 2017
CLAREMONT Page 1 of 1 Printed on 5/18/2017 powered by Legistar™
TRAFFIC AND TRANSPORTATION COMMISSION REGULAR MEETING MINUTES Thursday, March 23, 2017 – 7:00 p.m. City Council Chamber 225 W. Second Street, Claremont, California
CALL TO ORDER
Commissioner Rutter called the meeting to order at 7:01 p.m. There was one audience member.
ROLL CALL
PRESENT: Commissioners Blair, Courser, Farmer, Medero, and Rutter
ABSENT: Commissioner Freitas
ALSO PRESENT: City Engineer Loretta Mustafa; Associate Engineer Maria Tipping; and Administrative Assistant Judy Chen-Ko
CEREMONIAL MATTERS, PRESENTATIONS AND ANNOUNCEMENTS
PUBLIC COMMENT
Chair Rutter opened public comment. Seeing no one wishing to speak, public comment was closed.
CONSENT CALENDAR
Chair Rutter opened public comment. Seeing no one wishing to speak, public comment was closed.
Written Communications
There were no written communications.
Routine Administrative Items
1. Approval of the Traffic and Transportation Commission Meeting Minutes of February 13, 2017
Commissioner Farmer requested that the names of the speakers who presented for the Claremont Senior Bike Group be included in the February 13, 2017 meeting minutes.
Commissioner Courser moved to approve the Traffic and Transportation Commission meeting minutes of February 13, 2017, with Commissioner Farmer’s Traffic and Transportation Commission Minutes March 23, 2017 Page 2 of 4 requested inclusion; seconded by Commissioner Medero, and carried on the following vote:
AYES: Commissioners Blair, Courser, Farmer, Medero, and Rutter NOES: None ABSENT: Commissioner Freitas
PUBLIC HEARINGS
ADMINISTRATIVE ITEMS
2. Oxford Avenue Speed Survey
City Engineer Mustafa presented on the Oxford Avenue Speed Survey.
City Engineer Mustafa stated that she received a call from Jim Marchant who expressed that he was pleased with the staff recommendation.
Commissioner Courser is glad to have an enforceable speed limit since it was a previous concern to the Commission. He asked for clarification regarding the 85th percentile rule. City Engineer Mustafa stated that there is a stipulation that, if a speed survey results in a rounding up of the speed limit from the 85th percentile speed, the City is allowed to round down without having to cite any additional findings. This was not the case in this instance, as the City used findings to round down the speed limit.
Chair Rutter is pleased with the results of the traffic calming and thanked staff for their work. Chair Rutter asked if the City can implement traffic calming measures before starting speed surveys to accelerate the process. City Engineer Mustafa stated that it is something to consider as staff looks at upcoming speed surveys.
Commissioner Blair asked for clarification regarding how speed surveys are conducted in the field. City Engineer Mustafa stated that staff provided the Police Department with a large set of State regulations and rules regarding speed measurements. Surveys cannot be conducted during times of congestion, they must be conducted at a certain distance from stop controls or signals, the individual conducting the survey must be in an unmarked vehicle, etc. Commissioner Blair asked what the acceptable minimum count is for a speed survey. City Engineer Mustafa responded that the acceptable minimum count is 100 cars. 50 cars is acceptable on streets with very low traffic.
Commissioner Farmer commended the Commissioners who recommended traffic calming when the Commission first reviewed this item.
Chair Rutter opened public comment. Seeing no one else wishing to speak, Chair Rutter closed public comment.
Traffic and Transportation Commission Minutes March 23, 2017 Page 3 of 4
Commissioner Medero moved that the Traffic and Transportation Commission recommend that the City Council adopt, through local ordinance, the updated speed limit zone on Oxford Avenue, thereby maintaining the previous 25 mph speed limit on this street; seconded by Commissioner Courser, and carried on the following vote:
AYES: Commissioners Blair, Courser, Farmer, Medero, and Rutter NOES: None ABSENT: Commissioner Freitas
REPORTS
Commission
3. Mayor/Chair Meeting
Chair Rutter reported on the March 6, 2017 Mayor/Chair meeting which included discussions regarding laws related to personal devices being able to be requisitioned in accordance with the public records act, and the Architectural Commission’s work with the Pomona College Museum of Art appeals.
Commissioner Courser asked what would be subject to search in accordance with the Public Records Act. Chair Rutter responded that the City Attorney is working on a memo with more information.
4. Commissioner Comments
Commissioner Blair commented on the new stop signs at Harvard and Harrison. City Engineer Mustafa stated that the stop signs have been requested due to several concerns, including the curvature of the roadway, sight distance concerns for eastbound drivers, sight distance issues for northbound drivers, and the visibility of pedestrians crossing in the crosswalk on Harvard Avenue. Commissioner Blair asked if there are any plans to align the curb to the roadway heading southbound. City Engineer Mustafa stated that staff is looking into this, but that it is not an easy installation because of an existing catch basin at this location.
Chair Rutter asked what the average cost of striping is. City Engineer Mustafa stated that there are many factors considered in the cost, including the type of paint and the number of projects being painted. The ladder crosswalks can range from $3,000 to $5,000.
Commissioner Medero is very happy with the stop signs at Harvard and Harrison. Commissioner Medero asked if there are any materials the Commission can start reviewing for the Gold Line. City Engineer Mustafa stated that staff plans to bring a summary to the Commission. In addition, staff will send information to the Commission on the certified EIR for the Gold Line. Traffic and Transportation Commission Minutes March 23, 2017 Page 4 of 4
Commissioner Courser stated that he would like some kind of presentation on what to expect for the Gold Line.
Staff
5. Briefing on Council Meetings
City Engineer Mustafa reported on the upcoming City Council meetings which included discussions regarding the specific plan for Indian Hill Boulevard.
6. Briefing on Other Items
None
7. Upcoming Agendas and Events
a. Ciclavia Event Update b. Gold Line review c. Foothill/Harvard and Foothill/Yale studies d. Active Transportation Plan/Complete Streets Policy e. CGU Master Plan f. Traffic Calming Policy
ADJOURNMENT
Chair Rutter adjourned the meeting at 7:34 p.m.
______Chair Rutter
ATTEST:
______Judy Chen-Ko, Administrative Assistant
225 Second Street Claremont Traffic and Transportation Claremont, CA 91711 Commission Agenda Report
File #: 1934 Item No: 2.
TO: TRAFFIC AND TRANSPORTATION COMMISSION
FROM: LORETTA MUSTAFA, CITY ENGINEER
DATE: MAY 25, 2017 Reviewed by: Finance Director: N/A
SUBJECT:
CLAREMONT DIAL-A-RIDE SERVICE ASSESSMENT
SUMMARY
The City of Claremont’s general public Dial-a-Ride (DAR) program is funded by Federal, State, County, and local funding sources, including fares. These funds are distributed through Los Angeles County Metropolitan Transportation Authority (LACMTA). LACMTA requires a performance review of all State funded recipients to ensure proper use of funds. Through the review process it was recommend that the City conduct a service assessment to understand current characteristics in ridership and identify any unmet areas of need or latent demand.
In 2016, Pomona Valley Transportation Authority (PVTA) secured a contract with AMMA Transit Planning (AMMA) on behalf of the City of Claremont to conduct the Claremont Dial-a-Ride Assessment. Additionally, the assessment includes recommendations on service enhancements to better serve the residents of Claremont. There are four areas of improvement identified in the assessment; which include: marketing and outreach, service capacity and on-time performance, expansion of service, and the development of a transit smart phone application. The assessment is now ready for review and recommendation.
RECOMMENDATION
Staff recommends that the Traffic and Transportation Commission recommends that the City Council: A. Support Pomona Valley Transportation Authority with the implementation of a single phone number and the creation of the mobility manager position at a cost of $10,000 per year; B. Secure a consultant for the first phase of a transit website at an estimated cost of $60,000; C. Add $5,000 to 2017-18 DAR budget for website maintenance; D. Add a dedicated driver to the Claremont Dial-a-Ride service at a cost of $35,000 annually; and E. Extend the general public hours of operation as recommended by AMMA, at a cost of approximately $30,000 per year.
CLAREMONT Page 1 of 9 Printed on 5/18/2017 powered by Legistar™ ALTERNATIVES TO RECOMMENDATION
In addition to the staff recommendations; there are the following alternatives:
A. Request additional information. B. Secure a consultant for the full website design at a cost of $90,000. C. Add a part-time dedicated driver to the Claremont Dial-a-Ride service for $17,500 a year. D. Do not extend the hours of service for the general public riders.
FINANCIAL REVIEW
In 2017-18, Claremont plans to appropriate approximately $377,000 in local and State funds, and staff estimates receiving $45,000 in fare revenue. In addition, the City plans to appropriate $170,000 from its annual Proposition A allocation. These combined funding sources total $592,000 and represent the total planned revenue to fund the DAR program in 2017-18.
Staff’s recommendations will be funded by increased annual allocations from State and local funds and the City’s annual allocation of Proposition A funds. In 2017-18, Claremont is eligible to receive approximately $430,000 in State and local funds. Should staff’s recommendations be approved, the full $430,000 in State and locals funds will be appropriated to the DAR operation.
Additionally, the City is eligible to receive approximately $670,000 in Proposition A revenues in 2017- 18. To fund the recommended service enhancements an additional $22,000 in Proposition A funds is required, for a total of $192,000 for the DAR operation. The one-time expenditure of $60,000 for the development of the new website will also be appropriated out of the Proposition A annual allocation. For a total Proposition A allocation of $252,000 in 2017-18.
2016-17 2017-18 2017-18 (with Staff Recommendati ons) Revenue Fares $ 75,000 $ 45,000 $ 50,000 Regional Funds $385,000 $377,000 $430,000 Prop A Local Return $125,000 $170,000 $192,000 Total Revenue $585,000 $592,000 $672,000 Expenditures Operations $425,000 $395,000 $395,000 Administration $161,000 $197,000 $197,000 Total Expenditures $585,000 $592,000 $592,000 On-Going Expenditure - Staff Recommendations Single Phone Number and Mobility $ 10,000 Manager Website Maintenance (6 months) $ 5,000* Dedicated Driver $ 35,000 Extended Service Hours $ 30,000
CLAREMONTTotal On-Going Expenditures Page 2 of 9 $672,000 Printed on 5/18/2017 powered by Legistar™ One-Time Expenditure Recommendation Website Development $ 60,000
2017-18 Grand Total $732,000 2016-17 2017-18 2017-18 (with Staff Recommendati ons) Revenue Fares $ 75,000 $ 45,000 $ 50,000 Regional Funds $385,000 $377,000 $430,000 Prop A Local Return $125,000 $170,000 $192,000 Total Revenue $585,000 $592,000 $672,000 Expenditures Operations $425,000 $395,000 $395,000 Administration $161,000 $197,000 $197,000 Total Expenditures $585,000 $592,000 $592,000 On-Going Expenditure - Staff Recommendations Single Phone Number and Mobility $ 10,000 Manager Website Maintenance (6 months) $ 5,000* Dedicated Driver $ 35,000 Extended Service Hours $ 30,000 Total On-Going Expenditures $672,000
One-Time Expenditure Recommendation Website Development $ 60,000
2017-18 Grand Total $732,000 *In 2017-18 only $5,000 in website maintenance fees will be seen, since the website will only be active for a portion of the year.
The staff cost to prepare this report and administer this program is estimated at $1,495 and is included in the operating budget of the Community Services Department.
ANALYSIS
Background
The City of Claremont began its general public DAR service in 1975. DAR is a demand response transit service available to all Claremont residents at an affordable price. In 1996, DAR was reorganized into two parts: a taxi component and a group service component. The taxi service is usually for single passengers, but can be used for groups of three or fewer traveling to the same destination. The group service is for groups of six or more individuals traveling to the same destination. Groups typically ride in one of the City-owned paratransit buses. DAR is operated by private contractors and managed by the Pomona Valley Transportation Authority (PVTA), which is a joint powers authority comprised of the cities of Claremont, San Dimas, La Verne, and Pomona. The Board consists of two Councilmembers from each city; Councilmembers Joseph Lyons and Corey Calaycay currently represent Claremont on the PVTA board.
Travel on DAR is limited to the City of Claremont. Transportation to other public transit services such as Foothill Transit, Metrolink, and other regional transportation services is also provided. Service is also provided to the County Courthouse, the Social Security Administration Offices, and the medical facilities surrounding Pomona Valley Hospital and to the Montclair Plaza. All fares are for a one way trip. A summary of the fare structure is shown below:
Fares General Public/Youth $2.50 Senior/Disabled (S/D) $1.50 Outside of City (General Public) $4.00 Outside of City (S/D) $2.50 After Hours (Youth) $4.00 After Hours (S/D) $2.50 Additional Rider $1.00 Group Service $1.00
Claremont Dial-a-Ride is designed to complement local regional transit services. These regional services include: Get About, Foothill Transit, Metrolink, and Access Services. Get About is a paratransit service available to the senior and disabled population. Get About provides discounted CLAREMONT Page 3 of 9 Printed on 5/18/2017 powered by Legistar™ paratransit service available to the senior and disabled population. Get About provides discounted transit on a reservation basis to the cities of La Verne, Pomona, San Dimas, and Claremont. Foothill Transit is a fixed route bus service that operates regionally and provides transfers to the Metro and Omnitrans. Metrolink is a commuter rail service that connects Claremont to many destinations throughout Southern California. Access Services provides paratransit services to disabled passengers throughout Los Angeles County.
The California Public Utilities Code requires all recipients of State transit funding to complete an independent review of local transit programs every three years in order to maintain funding eligibility. This review is coordinated through the LACTMA. The City was found to be compliant in all areas during the most recent review. However, the report suggested a service enhancement of retaining a transit consultant to perform an assessment of the service and to develop a marketing plan to reach groups identified as underserved, particularly those with limited English proficiency.
Claremont Dial-a-Ride Service Assessment
In the fall of 2016, a Request for Proposals was released by PVTA on behalf of the City of Claremont for the procurement of transit assessment services. In January 2015, interviews were held with four consultants who submitted responsive bids. Staff from PVTA, City of San Dimas, and City of Claremont sat on the interview panel. The interview panel selected AMMA transit consultants based on their interview scores and past experience. AMMA began collecting viable ridership and financial data from the City, PVTA, and other local transit organizations. Through the summer months, AMMA conducted interviews with select target audiences and surveys were sent via US mail to registered DAR users. This combined information developed the Claremont Dial-a-Ride Service Assessment (Attachment).
The assessment details the current transit environment in Claremont, gaps in service and opportunities for growth, marketing improvements, financial outlook, and service improvement strategies. The assessment identified four areas in need of enhancement: customer service, service capacity and on-time performance, expansion of service, and the development of a transit smart phone application, which are detailed below.
Customer Service
Findings
Through the assessment, it became abundantly clear that Claremont residents have a wealth of public transportation options. Claremont residents have the ability to access Claremont Dial-a-Ride, Get About, Foothill Transit, Metrolink, and Access Services. These local services vary in terms of: 1) service area, 2) service hours, 3) fares, and 4) eligibility. The great variety of services and their varying features lend to confusion when trying to select and access the most appropriate service.
While there are an abundance of services available, the assessment yielded the numerous phone numbers needed to access these services as a barrier to rider access. One phone number is used to register, while another is used to reserve a ride and another for additional information and/or questions. This leads to confusion and inconsistency in information being relayed to riders. The assessment also pointed to an information gap between the other modes of transportation that are not operated by the City. The assessment recommendations call for the development of a consolidated trip planning tool, which would help identify the most appropriate transit resource for a given trip.
CLAREMONT Page 4 of 9 Printed on 5/18/2017 powered by Legistar™ Single Phone Number
AMMA Recommendation
Develop a single phone number for all transportation functions, including: registration, reservation, information, and trip planning. This one point of contact would also assist with trip planning, special service requests, and complaints. A single phone number for all transportation needs would alleviate confusion and streamline service.
Staff Recommendation
PVTA is currently researching a phone system that can accommodate a single number system. In doing so, PVTA will assume direct responsibility for rider registration and information. Additionally, PVTA applied for Federal Transportation Authority 5310 funding for the creation of a mobility manager. The mobility manager will be responsible for assisting riders in selecting and accessing the best available transportation option. If successful in securing 5310 funds, PVTA will establish the single phone number and mobility manager function in FY 2018.
Since the single phone number will be available to the four member agencies, the implementation cost will be funded through PVTA’s capital fund reserve. It is estimated the mobility manager will cost $120,000 annually. PVTA currently contracts for registration and customer service functions at a cost of $85,000. This amount will be applied to the cost of the mobility manager, and remaining $35,000 will be distributed proportionately amongst the member agencies. The potential cost to Claremont is approximately $10,000 annually. If FTA 5310 funding is secured, the programs will be 90% funded from federal sources; with the remaining costs to be distributed proportionally amongst the four member agencies, with Claremont’s share at approximately 25%.
At this time, staff recommends the implementation of a single phone number and the creation of the mobility manager position. The final cost associated with these improvements will not be realized without knowing if FTA 5310 funds have been secured. Once the cost is determined staff will include the funding in the FY 2018-2020 budget cycle. The highest potential cost to Claremont would be approximately $10,000 annually.
Go-Claremont Website
AMMA Recommendation
The assessment recommends the creation of a Go-Claremont Website that would provide information about all the services available for travel to, from, and within Claremont. The website would include an interactive map and a multi-modal trip planner that would include all viable transportation options along with fare and eligibility requirements. The planner would include Claremont Dial-a-Ride, Get About, Foothill Transit, and Metrolink routes.
Staff Recommendation
PVTA has researched the development for a Go-Claremont website as part of the research for the development for a similar tool for San Dimas, La Verne, and Pomona services. The Request for Proposals (RFP) is scheduled to be released in September 2017. If desired, PTVA could release a joint RFP for the PVTA site and Claremont’s independent site.
CLAREMONT Page 5 of 9 Printed on 5/18/2017 powered by Legistar™ The cost of a website can vary significantly based on the level of special features desired. A site that includes an all-in-one multi-modal trip planner, which will provide origin and destination details along with time frame details, will cost approximately $90,000 to develop along with an on-going annual expense of approximately $25,000 for maintenance. A site that includes trip planner services, but no time frame information, will cost approximately $60,000 to develop with an estimated annual maintenance cost of $10,000.
Staff recommends implementing a new website in a phased approach. Phase 1 will include an updated website with trip planning functionality at a cost $60,000 with an annual maintenance cost of $10,000. Implementation of the website is estimated to occur in late 2018, so in FY 2018 a $5,000 annual maintenance cost is assumed. Phase 2 will enhance the new website to include estimated arrival time information.
Enhance Vehicle Branding
AMMA Recommendation
The assessment recommends a fresh look for Claremont Dial-a-Ride vehicles that is a better representation of the service and can be used for advertisements.
Staff Implementation
Staff began implementation of this recommendation with the purchase of four new Claremont Dial-a- Ride vehicles in FY 2017. These vehicles are now in service with a new design that is consistent with the colors and design of Claremont’s sanitation fleet. What used to be white vehicles with subdued Claremont Dial-a-Ride logos are now green consistent with the City’s new sanitation fleet vehicles. The cost of the new design is included in the capital cost estimates for fleet replacements. Four replacement vehicles will be purchased in FY 2018 and will be consistent with the new design.
Printed Material Upgrade
AMMA Recommendation
Printed transit materials are wordy and not user-friendly.
Staff Implementation
Work with PVTA to develop more user-friendly materials with clear, consistent guidelines and information. No additional cost to the City.
Targeted Outreach and Promotion
AMMA Recommendation
The assessment recommends targeted outreach to specific ridership groups, including: seniors, youth, low-income persons, veterans and commuters.
Staff Implementation
PVTA has begun the process by scheduling information and feedback presentations to groups CLAREMONT Page 6 of 9 Printed on 5/18/2017 powered by Legistar™ PVTA has begun the process by scheduling information and feedback presentations to groups representing target markets. Once a mobility manager is on board, expanded outreach to target groups will be included as part of the work plan for the mobility manager.
Service Capacity and On-Time Performance
Finding
The assessment brought to light the perception that both the taxi and group service experience capacity issues. During peak hours the service does struggle with capacity issues often causing rides to be late; nevertheless, the service averages a 95% on-time rate. During non-peak hours, the taxi service runs on-time. Group service is severely limited in the number of groups that can be served during the afternoon due to the lack of available drivers during the high demand period.
AMMA Recommendation
To improve overall on-time performance, it is recommended that a dedicated driver be hired to manage the cab service. A dedicated driver will dedicate their time to Claremont at all times. This will help on-time issues, particularly during peak times, and help to avoid extremely late rides.
Staff Recommendation
Add an additional dedicated driver to the Claremont Dial-a-Ride service. The cost to add a dedicated full-time driver is $35,000 annually.
Staff Implementation
PVTA has retained a transportation consultant to analyze the operations of the group service. The primary objective is to restructure the schedule in order to provide additional service capacity during mid-day peak demand. This will allow PVTA to serve more group customers. The cost for this analysis is included as a portion of the PVTA administration services.
Expansion of Service Hours and Area
Findings
Riders from the general public have shorter service hours allocated than the hours available to youth, senior and disabled riders. Youth and the Senior/Disabled riders may use the service 24 hours a day at a premium rate outside the normal service hours. Extending the service hours available to the general public will encourage ridership that is being lost to other demand response services.
AMMA Recommendation
The assessment recommends extending Dial-a-Ride cab service hours for the general public. Currently, the general public hours are Monday - Friday from 6:00 a.m. to 7:00 p.m. and Saturday 7:00 a.m. to 10:00 p.m. The assessment recommends extending the hours to Monday - Saturday 6:00 a.m. to 10:00 p.m. and adding Sunday from 6:00 a.m. to 6:00 p.m.
The assessment also recommends expanding the service areas or adding additional destinations. Currently, the service operates within the City and to select locations outside of the City. These select locations include, Pomona Valley Medical Center, Casa Colina, the Pomona Courthouse, the Social CLAREMONT Page 7 of 9 Printed on 5/18/2017 powered by Legistar™ locations include, Pomona Valley Medical Center, Casa Colina, the Pomona Courthouse, the Social Security Office, Montclair Plaza, and Montclair TransCenter.
Staff Recommendation
Extend suggested hours of operation as recommended by AMMA, at a cost of approximately $30,000 per year and monitor ridership to ensure growth is within allowable budgetary means. By expanding service hours, it is assumed ridership will trend upwards; the rate at which ridership will grow is unknown.
Staff does not recommend expanding the service area at this time. Locations outside the current service have not been identified by DAR riders as an unmet need. Residents have other means of transportation, other than DAR, such as Get About and Foothill Transit to reach destinations outside the current service area. Staff recommends monitoring ridership with the increased hours of service. Once the increased service is in effect for 18 months, analyze the impact on the service, and look into the possibility of expanding the service area at that time.
Transit Smart Phone Application
AMMA Recommendation
The assessment recommends a phased implementation of a smart phone application to allow riders to book trips, check estimated time of arrival, and pay fares.
Staff Recommendation
In FY 2018, PVTA will be evaluating available technology that will 1) allow riders to pay fares electronically; 2) receive digital vehicle status updates; and 3) book trips electronically. These upgrades will first go into effect through the implementation of a new website. Once this new technology is up and running on the new website, staff recommends the implementation of a smart phone application for these services.
CEQA REVIEW
In accordance with the California Environmental Quality Act (CEQA) section 15061(b)(3), CEQA does not apply to this action because there is no potential for causing a significant effect on the environment because the riders are currently obtaining rides from other services rather than DAR during the proposed increased hours of operation, and the proposed increased hours of operation are not during peak traffic periods. Moreover, the creation of the website or the utilization of a mobility manager will not create any environmental effects because there will be no physical changes within Claremont. Additionally, the addition of a dedicated driver has no potential for causing a significant effect on the environment because there will be no increase in rides. A dedicated driver will only cause a change in the on-time rate for current rides. As such, the general exemption is applicable for this action and no additional environmental review is needed at this time.
PUBLIC NOTICE PROCESS
This item has been noticed through the regular agenda notification process. Copies are available at the City Hall public counter, the Youth Activity Center, the Alexander Hughes Community Center, the Claremont Public Library, and the City website. Copies of the SRTP will be provided to the Los Angeles County Metropolitan Transportation Authority and the Pomona Valley Transportation CLAREMONT Page 8 of 9 Printed on 5/18/2017 powered by Legistar™ Angeles County Metropolitan Transportation Authority and the Pomona Valley Transportation Authority.
Submitted by: Prepared by:
Roger Bradley, Cari Dillman Community Services Director Management Analyst
Attachment: City of Claremont Short Range Transit Plan
CLAREMONT Page 9 of 9 Printed on 5/18/2017 powered by Legistar™
Service Assessment for Claremont Dial -a-Ride
Final Report
Submitted to:
Submitted by:
November 2016
Service Assessment for Claremont Dial-a-Ride, 2016
1. INTRODUCTION AND SUMMARY ...... 1 Service Assessment and Claremont Short Range Transit Plan ...... 1 Assessment Purposes ...... 1 Approach and Key Findings ...... 2 Assessment Recommendations ...... 6
2. CURRENT ENVIRONMENT FOR CLAREMONT PUBLIC TRANSPORTATION ...... 8 Inventory of Services ...... 8 Census and Demographic Information ...... 16 Claremont Dial-a- Ride Performance and Trends ...... 19 Estimating Transit Utilization ...... 24 Trips Per Capita Measure Reflecting Potential Demand ...... 27
3. ASSESSMENT OF GAPS AND OPPORTUNITY ...... 29 Outreach to Identify Gaps & Opportunities ...... 29 Interview Findings ...... 29 Claremont Dial-a-Ride User Survey ...... 33 Common Destinations of Claremont Dial-a-Ride Users ...... 44 Gaps, Needs and Market Opportunities ...... 46
4. MARKETING ASSESSMENT ...... 48 The Challenge ...... 48 Customer Experience Review ...... 49 Marketing Objectives ...... 51 Marketing Recommendations ...... 51
5. FINANCIAL ASSESSMENT ...... 57 Available Funding Sources and Eligible Uses ...... 57 Five Year Projection of Costs and Revenues ...... 65
6. SERVICE IMPROVEMENT STRATEGIES ...... 66 Assessment Overview ...... 66 Available Funding ...... 66 Strategic Direction Underlying Transit Investment ...... 67 Marketing-Related Recommendations ...... 68 Capital Project Recommendations ...... 69 Administrative and Operational Recommendations ...... 73
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Service Assessment for Claremont Dial-a-Ride, 2016
1. INTRODUCTION AND SUMMARY
Service Assessment and Claremont SRTP
This service assessment of the Claremont Dial-a-Ride program is undertaken for several purposes: to document service characteristics of current riders and their trip purposes and to identify gaps in service, areas of unmet need or latent demand. Important to this service assessment is to provide direction to the City of Claremont and to its administrator, the Pomona Valley Transportation Authority, as to how best to use available transit funding, including both capital and operating reserves.
Several years ago, the Claremont Dial-a-Ride was experiencing tremendous demand that threatened to outstrip resources. Ridership growth between 2009 and 2012 was not sustainable, with both trip-making and the operating budget doubling. Policy actions made at that time, with input from the public, increased fares and appear to have contributed to significantly reduced demand for service.
With the preparation of the CLAREMONT DIAL-A-RIDE SHORT RANGE TRANSIT PLAN 2015-2018, it was apparent that the implications of ridership changes needed to be more clearly understood and that more information was needed to direct future decision-making, resulting in this CLAREMONT DIAL-A-RIDE SERVICE ASSESSMENT. Assessment Purposes
A series of guiding questions, defined by City staff, the PVTA Administrator and the consultant team were identified which shaped the direction of this Assessment:
1. Who are current Claremont Dial-a-Ride users and what are their needs? 2. Is the current Dial-a-Ride service design the best match for market needs? 3. What recommendations can better address Dial-a-Ride user needs and market opportunities? 4. Are there additional markets and mobility opportunities Claremont should pursue? 1 SERVICE ASSESSMENT FOR CLAREMONT DIAL-A-RIDE, 2016
5. What 5-Year Financial Plan construct will best use available resources, in accordance with state and federal guidelines, to further a responsive Claremont mobility program?
These questions inform this Service Assessment approach and shape its findings and recommendations.
Approach and Key Findings
Assessment Approach n Analyzed existing conditions - identified available public transit providers and larger human service transportation programs; described the City’s population characteristics; documented Dial-a-Ride’s taxi and dedicated van program performance; and presented measures to suggest transit demand. n Assessment of needs and gaps – involved 1) a service ride-along; 2) one-to-one stakeholder interviews with nine agencies, talking with about 15 persons; 3) a consumer focus group with more than a dozen participants at Pilgrim Place; and 4) a mail-back survey of Dial-a-Ride users with 24% response from among over 500 registered users. A late project workshop invited feedback on findings and early recommendations from stakeholders. n A marketing assessment – reviewed print and website information provided to customers as well as service branding to assess the ease and clarity by which the Claremont Dial-a-Ride program communicates with the ridership public. n A funding assessment – reviewed the broad array of Federal, State, regional and local funding, a total of 15 funding sources available to Claremont for public transportation, identified eligible uses and the limitations on each of these fund sources. Key Assessment Findings Presented in Chapter 2, the inventory, demographics assessment and performance review brought critical contextual information.
Figure 1-1, Claremont Public Transit Utilization, 447,000 Passenger Boardings (FY 14/15) A rich network exists. In addition to Claremont Dial-a-Ride, residents and visitors have access to Metrolink’s regional rail, seven Foothill transit routes, Access countywide ADA paratransit and the Get About regional paratransit.
Figure 1-2, Foothill Transit Annual Boardings
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Transit target markets within Claremont include a high proportion of seniors (17.7%), youth and low-income households without cars, veterans who aren’t driving and commuters traveling into or leaving the city and who may consider alternatives to driving alone.
Rail and Fixed Route Transit use is about 3,000 passenger trips per week. Seven Foothill Transit routes serve Claremont with heaviest use at the Metrolink station and shopping locations at Foothill and Towne, Foothill and Mountain and in South Claremont. Both are important regional connectors to Union Station, Metro’s Gold Line and Omnitrans’ San Bernardino Valley service.
Demand response options are multiple and potentially confusing to customers. Claremont Dial-a-Ride provides about 900 trips per week in taxis and dedicated vans. High use destinations include local grocery and shopping, destinations in the Village and medical services on Monte Vista and in the Pomona Valley Hospital area. With the Pomona Valley Transportation Authority’s Get About programs, multiple choices exist for paratransit riders. To new riders, and even seasoned riders at times, the service areas, fares and phone numbers to call can be confusing.
Figure 1-3, Demand Response Options Available to Eligible Claremont Riders
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Figure 1-4, Dial-a-Ride Taxi-Based Performance Claremont Dial-a-Ride key performance indicators are very solid for its taxi-based and group van- based service. In considering the five- year service performance, the FY 14/15 transition to a new contractor had both cost and operational challenges, with some increase in per passenger costs and some early difficulties with service reliability.
There has been some decline in taxi service productivity and a 2% increase in its per passenger cost, very modest Figure 1-5, Dial-a-Ride Group Van-Based Performance growth when considered over a multi- year period. Group van service has improved its productivity by 24% to an impressive 8 passenger trips per hour. Cost per passenger has risen 10%, again related to a new contract pricing basis. For both systems, cost per passenger of $9.26 for taxi trips and $6.95 for group van users are excellent per trip costs for a demand responsive service.
In terms of the rider experience, taxi trips are reported at 99% and van trips at 96% on-time, although these were not independently verified through this assessment. There was some indication through the community outreach that actual experience in the earlier months of the new taxi contractor were not this good. The no-show rates for both systems have decreased significantly, reducing wasted resources with deployment of vehicles for trips that are not ultimately provided. Reported Gaps and Needs from Assessment Outreach Reported in Chapter 3, findings from the Dial-a-Ride users survey, consumer focus group and stakeholder interview discussions included the following:
n Service area confusion, in terms of where Dial-a-Ride users can and cannot travel. n Desire for service area expansion in modest areas at the edges of the current service area. n Service confusion with uncertainty around use of Claremont Dial-a-Ride, PVTA’s Get About, One Stop Over the Line and Ready Now. n Service capacity perceptions with by both taxi and van users, that the system is overfull during certain periods and unable to accept additional riders.
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n Information gaps about Claremont Dial-a-Ride where there are a variety of sources for information about the area demand responsive programs, not always with consistent responses. n Information gaps about other modes of public transportation with Dial-a-Ride users reporting use of a considerable breadth of modes, including bicycling and walking, rail, fixed-route and hail service use, there is no current consolidated trip planning tool to help identify the most appropriate mode for a given trip. n Service quality compliments and some concerns with multiple compliments and commendations expressed, considerable appreciation for the $1.50 trip for seniors available on Claremont Dial-a- Ride. Service complaints related to on-time performance and methods of communicating when service delays occur. n Bus stop improvements and enhancements, including at locations frequented by Dial-a-Ride users, were requested by many to include benches and shelters to provide protection from the weather. Marketing Assessment Findings Chapter 4 details the marketing assessment, drawing upon findings from other project activities and including a customer experience review. Key findings include:
n There is an envious array of public transportation services available. n The menu of services available is complicated related to fares, to service hours, to hours of operation and to service areas, as shown in the example below of a hypothetical trip between Claremont High School and the Montclair Plaza. Table 1-1, Different Trip Characteristics for a Trip from Claremont High School to Montclair Plaza General Public Senior/Disabled Additional Rider
Foothill Transit (significant walking) $1.25 $.50 Full fare
Claremont Dial-a-Ride (registration required) $4.00 $2.50 $1.00
Claremont Dial-a-Ride after hours (registration N/A $2.50 $1.00 required)
Get About (registration and advanced reservation N/A $1.00 N/A required)
Ready Now (disabled only, certification required) N/A $4.50 N/A
n Multiple telephone numbers support these multiple services and are presented to users on the PVTA website and in its brochure where Claremont Dial-a-Ride information is provided. n Marketing objectives identified include: 1) making learning about the options as easy as possible, 2) providing information in a clear, easy-to-access format, 3) enhancing the customer experience at each step (information, registration, reservations, service delivery) and 4) increasing customer understanding and satisfaction through clear policies consistently communicated.
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Financial Assessment Claremont’s available fund sources are significant – fifteen as of this writing with some available to Claremont specifically as one of the 14 original “included Operators” within Los Angeles County, meaning that the City is a direct recipient of Federal transit funding. Chapter 5 describes the Federal, state, regional and local fund sources, their purposes and eligible uses, also presented in a tabular format for ease of use by the City and Claremont Dial-a-Ride administrators.
Importantly, with this array of funds and both opportunities and restrictions on uses of particular funds, it is critical to ensure that funds are appropriately used and reported. This project provided to the City and Dial- a-Ride administrators an Excel-based Financial Plan by which to track actual and projected expenses by fund source. This will be an important tool to assist staff in complying with periodic federal and regional audits.
Assessment Recommendations
Chapter 6 articulates two Claremont mobility goals by which to address the strategic issues identified through this Claremont Dial-a-Ride service assessment:
Mobility Goal 1 - Provide high quality public transportation services that fill mobility gaps for Claremont residents.
Mobility Goal 2 - Improve the user-friendliness of services through enhanced communications and technology.
Recommendations presented in Chapter 6 are detailed in relation to marketing recommendations and as a prioritized list of service improvement strategies presented as capital and operating projects by which to support both goals and address the assessment findings. The prioritized capital or operational recommendations include estimated costs and descriptive information, as well as identifying the possible fund source for each. Marketing-Related Recommendations Recommendations were detailed in five areas of: branding, user friendliness, passenger information, targeted outreach and promotion and public relations.
Figure 1 -6, Preliminary Claremont Dial-a-Ride Brand Branding recommendations include: 1) establishing a consistent look and logo for Claremont Dial-a-Ride and 2) using vehicles as well as shelters and benches as marketing tools for Claremont Dial-a-Ride.
User friendliness recommendations are a series of actions that will make it easier for customers to understand and use Claremont Dial-a-Ride. These include: 1) immediate registration procedures; 2) smartphone app to request and track a ride; 3) expanded pass sales options; 4) providing expanded service
6 SERVICE ASSESSMENT FOR CLAREMONT DIAL-A-RIDE, 2016 hours for all; 5) consistent service policies; and 6) one number access.
Passenger information recommendations relate to how PVTA and the City of Claremont communicate the Dial-a-Ride transportation program in print, on line and via mobile phone. Specifically, a GoClaremont website is recommended to consolidate all the mobility choices available to Claremont transit users and prospective users. And GoClaremont printed information is recommend for information specific to Claremont, complementing the website information.
Targeted Outreach and Promotion activities are suggested in order to make greatest use of Claremont stakeholders who regularly interact with the various target markets for transit, including senior, youth, low- income persons, veterans and commuters.
Public relations actions are recommended, to present as newsworthy events the development of a new GoClaremont smartphone app, a new website, expansion of Dial-a-Ride service hours and so forth. A new calendar and regular news releases help to expand community awareness of the City’s activities to promote mobility for its residents, persons coming to Claremont as visitors, students or employees and those commuting from Claremont to elsewhere. Program of Service Improvement Strategies Finally, a program of eight capital projects and three operational projects is proposed with project descriptions, estimated costs and potential fund sources detailed in Chapter 6. These are:
Capital Project Recommendations: 1. Bus stop enhancements 2. Enhanced vehicle branding 3. One-stop transportation portal for Claremont 4. Upgraded print materials 5. NEXT Bus displays at key transit stops/ facilities 6. Transit mobile phone app 7. Transit security 8. Gold Line Station improvement reserve
Administrative and Operational Recommendations 1. Create single phone number experience 2. Consider extending Dial-a-Ride service hours and days 3. Extend Dial-a-Ride service area to specific major destination areas
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2. CURRENT ENVIRONMENT FOR CLAREMONT PUBLIC TRANSPORTATION
Inventory of Services
A network of transportation services designed to meet the transportation needs of Claremont residents are described in this chapter with further detail of each service provided in Table 2-3.
Public Transportation
Metrolink The Metrolink network spans across six Southern California counties: Los Angeles, Orange, Riverside, Sane Bernardino, San Diego and Ventura. Claremont residents have access to the Southern California regional rail network at the Metrolink station on First Street in the Claremont Village. The Claremont station is served by the San Bernardino Line that operates within an east/west corridor between downtown Los Angeles at Union Station and the 3rd Street train depot in San Bernardino. The San Bernardino Line services 13 stations, seven days per week and has the highest utilization of any Metrolink line. Metrolink fares vary depending on the distance of the desired trip. As part of a multi-agency cooperative agreement, Metrolink passes can be used to ride many of Southern California’s fixed-route buses, including Foothill Transit.
Foothill Transit Foothill Transit is the second largest municipal transit provider in Los Angeles county delivering fixed-route service to the residents of the San Gabriel and Pomona Valleys. Foothill provides approximately 14 million annual trips with a fleet of 330 buses. Seven Foothill Transit routes come into and serve parts of Claremont. Figure 2-1: Foothill Transit System Map
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Foothill Transit’s general public cash fare on local routes is $1.25. Commuter routes and long distance routes that provide connections to downtown Los Angeles are upwards of $4.90. Transfers opportunities exist between Foothill routes as well as to board L.A. Metro, Metro Rail, Omnitrans and OCTA buses.
Access Services Inc. Access Services (Access) provides ADA complementary paratransit service for Los Angeles county residents. Under the Americans with Disabilities Act (1990), complementary paratransit service is required for passengers who are unable to navigate the public bus system; unable to get to a point from which they could access the public bus system; or have a temporary need for these services because of injury or some type of limited duration cause of disability. The Federal Transit Administration requires transit operators to provide paratransit service for persons with disabilities, complementary to the fixed-route services available to the general public.
Access service is provided on a curb-to-curb demand response basis to any ADA paratransit eligible individual needing to travel within ¾ mile of any Los Angeles County fixed-route public bus or Metro Rail stations during the operating hours of those services. Reservation are made on a next-day basis for shared- ride service that generally operates during the hours of 4:00 am and midnight, seven days per week with limited service is available between midnight and 4:00 am. The Access program provides almost 3.5 million trips annually. Eligibility for use of Access Services is determined through an in-person functional evaluation based on a person with a disability’s ability to use public transit. Free transportation on an Access vehicle can be provided to travel to the evaluation appointment.
The one-way fare is based on the distance of travel. In the Los Angeles basin, trips under 20 miles are $2.75, while trips over 20 miles are $3.50. The local fare to travel within the Santa Clarita Valley or the Antelope Valley is $2.00. Transfers between the three areas are either $6.00 or $7.00. Fare coupons are also available for purchase in denominations of $2.75 and $0.75. Riders can also pay with any major credit card, eliminating the need to carry exact change to pay the driver.
Access has recently added a beyond-the-curb component to its base curb-to-curb service, which allows a driver to assist passengers up to 60 feet beyond the vehicle as long as the vehicle is within the driver’s line of sight.
Pomona Valley Transportation Authority The Pomona Valley Transportation Authority is the subregional provider, operating as a Joint Powers Authority between four Pomona Valley cities: San Dimas, La Verne, Pomona and Claremont. These cities provide the primary funding for the specialized transportation provide within the PVTA service area through Los Angeles County’s Proposition A local sales tax measure. Programs operated under the PVTA banner include the Get About programs, Claremont Dial- a-Ride and San Dimas Dial-a-Ride.
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Get About The core Get About program is a shared ride, door-to-door demand response service provided across the four participating cities and to some limited areas of Covina and Glendora. Get About uses a mix of vans, minivans and taxi cabs depending on the location and mobility needs of the rider. Persons with a disability and older adults ages 60 and over are eligible to use the service after registration is established. Get About operates seven days per week, from 6:00 am to 7:30 pm on weekdays, from 7:30 am to 5:00 pm on Saturdays and from 8:30 am to 5:00 pm on Sundays. The fare for a one-way regular service trip is $1.00 and $2.00 per one-way trip in to the western extended area in to Covina and Glendora. A book of 12 tickets can be purchased at a discounted $10.00 price.
One Step Over the Line The Get About program offers an enhanced zone priced premium dial-a-ride service that allows for travel into specific areas of San Bernardino County. Each zone allows for travel deeper in to San Bernardino County at a cost that ranges from between $2.50 to $12.00 per one-way trip. Trips are provided as far east as Loma Linda and operates during the same hours as the core Get About service.
Ready Now In efforts to meet the immediate transportation needs of persons with disabilities, PVTA introduced Get About’s Ready Now service to allow trip scheduling in as little as 45 minutes prior to pick-up. Ready Now serves the same geographic area and the same service hours as the core Get About service but at a premium charge of $4.50 per one-way trip.
Claremont Dial-a-Ride The city of Claremont offers a general public dial-a-ride service to its residents through a shared ride cab service and group-trip based van service. Riders can travel throughout the city limits of Claremont as well as some locations in neighboring Pomona, such as the Pomona Valley Medical Center, Casa Colina, Pomona Courthouse and social security office. Rider may also make trips to the Montclair Plaza and Montclair Transcenter.
Reservations for Claremont Dial-a-Ride can be made up to seven days in advance or in as little as 45 minutes prior to a desired pick-up time. Accommodations for riders in wheelchairs or using other mobility devices can be made when communicated during the reservation process. Group van service reservation for groups of six or more riders must be made at least 72 hours in advance as reservations are subject to vehicle availability.
Service is available 24 hours per day to older adults, persons with disabilities and children under 16. Children six years or younger must be accompanied by a rider 12 years or older. For all other adults over 16 years of age, service is available Monday through Friday from 6:00 am to 6:00 pm and on Saturday between 7:00 am and 6:00 pm. A matrix of rider fares is shown in Table 2-2.
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Table 2-1 Passenger Fares for Claremont Dial-a-Ride
General Public within Claremont $2.50
Seniors & Disabled within Claremont $1.50
General Public Outside of Claremont $4.00
Seniors & Disabled Outside of Claremont $2.50
Seniors, riders with disabilities outside of regular service hours $2.50
Riders under age 16 outside of regular service hours $4.00
Additional rider when two riders travel from the same pick up address to the $1.00 same destination
Group Van Service per rider $1.00
Senior and Disabled (10 rides) Ticket Book $15.00
General Public (10 rides) Ticket Book $25.00
Human Services Transportation While public transit’s goal is to make transportation available to those that need it, funding constraints and geographic limitations impose restrictions to the level of service that can be delivered. Human and social services agencies often provide transportation assistance to their clients in efforts to the fill the gap between the mobility needs of their clientele and what public transit has to offer. These programs are able to have more flexibility and can be specialized to fit the travel needs of particular populations that are often times more vulnerable than the general public.
211 LA County Los Angeles County residents can find information on how to access the many human and social services resources that are available to them by contacting 211 LA County. 211 serves as a one- stop, centralized information portal for transit information that includes trip planning for public transit and specialized programs that offer transportation, travel vouchers and volunteer or mileage reimbursement.
As a mobility management program, 211 LA County has implemented a travel training program and created partnerships with Los Angeles County transit agencies and employers to provide additional mobility options for workers.
Community Senior Services The Community Connections program operated by Community Senior Services is a volunteer driver based mileage reimbursement program that is open to older adults and persons with 11 SERVICE ASSESSMENT FOR CLAREMONT DIAL-A-RIDE, 2016 disabilities in the San Gabriel Valley. The rider recruits a driver of their choosing and schedules their own trips. The rider is then paid a per mile rate in which they are responsible for reimbursing the driver. This program is especially useful for Claremont resident because it allows for travel in to San Bernardino. Cross- county travel is not always possible through most transportation providers due to funding restrictions. Volunteer driver programs offer a low-cost operational alternative to traditional demand response services and are useful in offsetting the higher cost of providing conventional public transit.
Regional Center Transportation The San Gabriel/Pomona Regional Center system offers services to persons with developmental disabilities through funding by the state Department of Developmental Services. These funds support a range of transportation services, including family member reimbursements, transportation contractors, medical transportation, public transportation, and taxis. Transportation is generally provided to facilitate participation of regional center clients in learning workshops, residential facilities and day activity programs.
Other Human Service Programs There are several other human services transportation programs that are available to Claremont residents. Some programs operate accessible vehicles and can accommodate persons traveling in wheelchairs or using mobility devices. Other programs are providing van service or subsidizing the cost of transportation through the purchase of bus passes, taxi vouchers, gas cards or mileage reimbursement. Service details of these additional programs can be found in Table 2-3.
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Table 2-2: Inventory of Public Fixed Route Transportation
Public Fixed-Route Transportation Agency Program Service Details Eligibility Service Area Fare Operating Hours Passenger Trips# of vehicles
Monday - Friday Heavy rail commuter trains that Service available at all stations provide commuter services Los Angeles, Metrolink fares are calculated with Southern California throughout five Southern California Orange, Ventura, a distance-based formula using the Saturday and Sunday 13,444,752 Regional Rail Metrolink Counties. Consists of seven lines and General Public Riverside, and San shortest driving distance between Service available on Antelope 274 Railcars Annual Trips Authority (SCRRA) 55 stations operating on 388 miles of Bernardino stations, with an 80-mile maximum Valley, Inland Empire-Orange rail network. It travels up to 90 miles Counties charge for Monthly Passes County, Orange County, 91 and per hour. San Bernardino lines. Exact times vary.
1-Ride Base Fare: Monday-Sunday Metro Rail is Los Angeles County's rail General Public: $1.75 Service hours vary by day of the mass transit system with two subway S/D: $0.75 peak, $0.35 off-peak week and particular rail line. Los Angeles County and four light rail lines. The system K-12: $1.00 Generally from 4:00 am to 11:00 Metropolitan Metro Rail 113,168,662 runs a total of 62 stations and over 73 General Public Los Angeles County No transfers included. pm 275 Railcars Transportation (Light Rail) Annual Trips miles of track. Operates the Metro Authority (Metro) Purple, Metro Red, Metro Blue, Metro Metro-to-Muni Transfer: Some lines operate between the Green and Metro Gold lines. General Public/Students: $0.50 hours of 11:00 pm and 3:00 am Senior/Disabled: $0.25 on the weekends.
7-Day Pass: $25.00 Operates Metro Local service, Metro Los Angeles County Monday-Sunday Rapid (limited-stop), Metro Express 30-Day Pass: Metropolitan 359,502,231 Metro Bus (commuter), and Metro Liner (Bus General Public Los Angeles County General: $100.00 2,366 Buses Transportation Service hours vary by day of the Annual Trips Rapid Transit BRT) services throughout S&D: $20.00 Authority (Metro) week and particular bus route. Los Angeles County. College: $43.00 k-12: $24
Local Service: Adult: $1.25 Service hours vary between day Foothill Transit is the regional fixed- S&D: $0.50 of the week and particular route. route bus provider for the San Gabriel Student: $1.25 Foothill 14,058,929 Foothill Transit and Pomona Valleys, including express General Public San Gabriel Valley Children(< 5): $ Free Generally: 5:00 am to 10:44 pm 266 Vehicles Transit Annual Trips bus routes to Pasadena and weekdays Downtown Los Angeles. Express and Commuter: General Public: $2.45 to $4.90 Silver Streak runs 24/7 weekdays S&D: $1.15 (Silver Streak)
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Table 2-3: Inventory of Public Demand Responsive Services Public Demand Response Services
Agency Name of Service Service Description Eligibility Service Area/Travel to Adjacent CitiesService Hours Fare One-way Pax Trips Vehicles
In the Los Angeles basin, trips under 20 miles $2.75, while trips Curb-to-curb ADA over 20 miles are $3.50. complimentary paratransit Monday-Sunday The local fare within the Santa service within ¾ mile of Certified Clarita Valley or the Antelope any Los Angeles County During the same individuals with Valley is $2.00. Access Services Inc. ACCESS fixed-route public bus and Los Angeles County hours of service of 3,481,204 1,228 an ADA eligible within ¾ miles of any local bus provider in disability Transfers between the three areas Metro Rail stations during the area of service are either $6.00 or $7.00. Fare the hours those services requested. coupons are also available for are in operation. purchase in denominations of $2.75 and $0.75
Claremont city limits, as well as to the medical facilities in the Pomona Valley General Public/Youth $2.50 Pomona Valley Curb-to-curb, demand Mon-Fri Medical Center area, Casa Colina and Senior 60+/Disabled $1.50 Outside Transportation Claremont response, shared ride cab General Public, 6-am to 7-pm 2 owned + surrounding facilities, the Pomona of City $4.00 (GP), $2.50 (S&D) 55,264 Authority/ City of Dial-A-Ride service and group trip Senior/Disabled Sat Cab Fleet Courthouse, the Social Security office Additional Riders $1.00 Claremont service 7-am to 6pm and the Montclair Plaza and Montclair After Hours: $4.00 (GP), $2.50 (S/D) TransCenter. Mon-Fri 6-am to 7:30-pm Pomona Valley The Pomona Valley: Claremont, Sat Seniors/Disabled $1.00 One-way or Door-to-door demand Senior 60+, 97,869 Van Transportation Get-About LaVerne, Montclair Plaza, and San 8:30-am to 5-pm you may purchase 12 tickets for response service Disabled 17,159 cab Authority Dimas Sun $10.00 7:30-am to 5-pm
Inside of 60 fwy/Mountain ave/and Any destination in San Bernardino Mon-Fri Upland: $2.50 Door-to-door demand County as far east as Mountain Avenue 6-am to 7:30-pm East of mountain/west of Campus: response service for Pomona Valley Get-About between 23rd St. Upland to the north Sat $4.00 residents of the Pomona Senior 60+, Transportation One Step Over the and 60 Fwy. Ontario to the South. 8:30-am to 5-pm East of Campus/west of Milliken: 4,812 Valley that need to travel Disabled Authority Line Riders may also travel to medical Sun $6.00 to locations in San facilities further east as far as Loma 7:30-am to 5-pm East of Milliken to Waterman/ Bernardino County Linda Hospital. Loam Linda: $12.00
Mon-Fri Door-to-door demand 6-am to 7:30-pm Pomona Valley response service for same The Pomona Valley: Claremont, Sat Get-About Persons with Transportation day service requests; as LaVerne, Montclair Plaza, and San 8:30-am to 5-pm $4.50 per one-way trip 16,563 Ready Now disabilities Authority little as 45 minutes prior Dimas Sun to trip 7:30-am to 5-pm
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Table 2-4: Inventory of Specialized Transit Providers
Specialized Transportation Providers Agency Service Description Service Area/Travel to Adjacent Cities Transportation Subsidy Service Hours Vehicles
Mobility Management services include Purchasing taxi vouchers for clients; 211 LA County is a countywide agency. We travel training; an easy to search Through partnership agreements with work with Job Club Participants in El Monte transportation resources portal; Antelope Valley Transit Authority and Los on travel training, trip plans, and travel 211 LA County centralized transit information and Angeles County Office of Education, 211 N/A navigation services. We provide those referral; trip planning and transit LA County provides shuttle service services to Palmdale and Lancaster Job Club navigation; as well as travel vouchers in transportation for low income job seekers Participants, as well as employment related targeted areas; and volunteer driver in the Antelope Valley We have accessible vans for Claremont, East Los Angeles, Glendale, Ability First No subsidies transportation to field trips or other Inglewood, Pasadena, Long Beach. Azusa, Claremont, Covina, Diamond Bar, Trips can be taken Community Senior Services - Mileage reimbursement program. Glendora, La Verne, Pomona, San Dimas, Reimbursing clients for mileage anytime a volunteer N/A Community Connections Walnut, West Covina driver is available. Gas vouchers, bus passes, bus tokens, Purchasing transit passes, tickets for San Gabriel Valley, Riverside and San Foothill AIDS Project information regarding available, referral clients; Purchasing taxi vouchers for Monday thru Friday 1 Bernardino counties for eligibility screening for access clients; Providing clients with gas cards Purchasing transit passes, tickets for 1st Tuesday of the Pilgrim Congregational Church Church Van Pomona Valley 5 clients; Providing clients with gas cards Month Purchasing transit passes, tickets for Fixed route transportation to day San Gabriel Valley from western service area clients; Purchasing taxi vouchers for San Gabriel/Pomona Regional services by specialized transportation border of Altadena, El Monte to eastern Monday through Friday clients; Reimbursing clients for mileage; 95 Center companies; on-demand service; taxi service area border of Claremont and 5am to 6pm Subsidizing travel training; Subsidizing service for out-of-area medical trips Pomona and all cities in between. travel aides/escort Vanpool services to individuals receiving medication and/or therapy services; vanpool services to persons Purchasing transit passes, tickets for Monday-Friday Tri-City Mental Health Authority Pomona, Claremont, La Verne 12 participating in wellness center groups clients; Providing clients with gas cards 8am-5pm regularly; access to medical appointments and social service agency Western Assemblies Home Appointments, shopping and outings Upland, Claremont, Pomona No subsidies 10 per day 1
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Census and Demographic Information
City of Claremont Population Examination of population trends is important towards understanding the potential for transit use in the City of Claremont. Such trends can be identified in the overall population and specific markets that may use public transit such as seniors, persons with disabilities, and transit dependent populations. Figure 2-2 provides a comparison of these categories between the 2000 Census and the 2014 American Community Survey (ACS) for the City.
Figure 2-2
The total population in the City of Claremont grew modestly since the 2000 Census reporting period. As of the 2014 (ACS), total population grew to 35,569, a 4.7% increase when compared to the 2000 Census.
Further examination by age cohort (age cohorts are defined as youth ages 17 and under, adults between 18- 64, and seniors age 65 and over) shows that the proportion of youth and adults dropped slightly between 2000 and 2014. The proportion share of youth dropped from 20.2% in 2000 to 19.2% in 2014 while adults age 18-64 dropped from 64.9% of the population to 63% during the same period. However, the proportion of the population seniors increased from 15% of the population to 17.7% in 2014. This increase in the senior
16 SERVICE ASSESSMENT FOR CLAREMONT DIAL-A-RIDE, 2016 population can be attributed to a number of conditions such that include the baby boomer generation transitioning into the senior status as well as greater longevity among seniors. This suggests the ongoing importance of seniors as a key market for transportation services and to encourage transit use within this population segment.
Persons with disabilities also grew between the two reporting periods. However, a direct comparison of persons with disabilities between 2000 and 2014 cannot be completed due to the difference in the methodology accounting disabilities. In 2000, disabilities were measured as “go-outside-home” whereas in 2010, the Census now tracks physical limitations, which are indicated in Table 2-5 following.
Claremont demographic information supports other key findings related to potential transit markets within the City:
n Adults with disabilities constitute 3.2% of the adult population. n Seniors with disabilities constitute 4.7% of the senior population. This percentage will continue to grow as the baby boomer group continues to grow older and become less mobile. n Low-income adults have grown slightly to 7.4% when compared to the previous census. Unfortunately, seniors under the poverty level have increased by 72.6% from 186 to 321 by 2014.
Veteran status is examined under the 2014 ACS, also presented in Table 2-5 following. Given the two wars from the previous decade there has been an increase in the veteran population during this reporting period. Veterans represent a potential transit market due to much needed access to employment and healthcare opportunities. Veterans represent 5.8% of the City’s population.
Table 2-5 shows that 10.9% of veterans are unemployed and 2.1% reported as living at Federal poverty levels in the past 12 months. Veterans over the age of 65 make up 3.5% of the Claremont population compared to adult veterans who constitute only 2.3% of the total population. These percentages will continue to fluctuate as adults begin to transition into civilian life and Vietnam era veterans grow older.
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Table 2-5
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Claremont’s Economy Like many cities, Claremont has slowly recovered from the economic recession in 2008. This recovery has allowed a gradual uptick in several economic conditions within the City. The following descriptions originate from the Southern California Association of Government’s (SCAG) City Profile, which was completed in 2015 and presents a comprehensive snapshot of the City and economic and performance trends. Many of these trends can have a direct relationship to the provision of public transit services within and outside of the City.
The majority of Claremont residents drive alone to work. Other commuters either carpool or walk, bike, or telework which, as a total, represents 20% of the working population. Only 5% of workers use public transportation to travel to work. SCAG’s City Profile provides information on where individuals travel to work. Almost 19% of commuters work in Claremont while 13.3% travel to Los Angeles. Commuters typically travel to a number of destinations throughout Southern California including major employment centers in Pomona (6.6%), Ontario (3.4%), and Anaheim (1.5%).
Total jobs were obtained from SCAG’s City Profile, which was retrieved from the California Employment Development Department. In 2013, total jobs within the City was at 18,175, a 2.8% decrease from 2007. The education sector was largest job sector in the City at 54.6% of total jobs. Retail jobs represent the second highest sector at 8.1% followed by professional services at 7.9%.
Such employment indicators point to the possibility of strengthening intra-city connections within the downtown core and the Claremont Colleges. Because of the diffuse nature of commute trips originating from Claremont, strengthening inter-city transit service may only yield modest gains in transit ridership.
The Gold Line extension will provide an important new option of travel for those working in the Foothill communities such as Pasadena, providing higher quality transit access to employment and retail opportunities for transit dependent populations and others.
Claremont Dial-a- Ride Performance and Trends
Five Year Performance Review The Dial-A-ride program for the city of Claremont is divided in to two operating modes: taxi service operated by American Cab and group service operated by PVTA using city owned vehicles. The performance of these two systems is examined here over a five-year period, detailing actual performance for FY 2012 through FY 2015, and annualized projections for FY 2016 based upon eight months of data. Due to differences in the two operating modes, performance statistics are first separated between taxi and group service, then analyzed as a total system.
Performance trends are rated as either positive or negative based on the desired output over the five-year period or in relation to contractual standards where these exist. A neutral rating is given where performance is at an acceptable level but there has been minimal fluctuation in the measure over the five-year period.
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Review of Taxi Service Table 2-6 following presents taxi-based performance. The taxi component of Claremont Dial-a-Ride saw a drop in ridership in FY 2014 of almost 50% due to a fare increase. As ridership decreased, so did revenue hours, revenue miles and operating cost.
Compensation through the taxi service contract is paid on a per-trip basis less the passenger fares collected by the operator but including extra compensation for transporting wheelchair passengers.
The service contract sets forth performance standards for on-time performance and no shows, as presented in Table 2-6. No-shows secured a positive rating for performing at or below 1%, which well below the set standard of 4%. Current fiscal year data projects no-shows to rise slightly to 1.6% which is still comfortably in compliance but something to monitor in the near term. The taxi service has done very well in terms of on-time performance, receiving a positive rating for delivering more than 99% of all trips within the 30- minute pick-up window.
Farebox recovery has been improving year-over-year, climbing from 10% in FY 2012 to 21% in FY 2015 and projected to achieve 27% in the current fiscal year. Complaint levels are measured as a ratio, tracking the number of complaints per thousand trips delivered. Very positive data is reported as complaints number in the single digits per year, registering less than 1 complaint per 1,000 passengers annually.
Review of Group Van Service Table 2-7 following presents group van service performance. Trip delivery on the group service rose from 13,466 to 16,053 over the first three years then dropped to 13,739 in FY 2015. While a target of 22,800 annual trips exists for group service, a rating was not given for this indicator as with demand response systems it is often more important to manage demand in respect to overall cost than to strive for higher ridership. No-shows are continuing to decline from 1.8% in FY 2012 to one-tenth of a percent in FY 2015, well below the standard of 2%.
Also of positive note is the annual increase in productivity, exceeding the 10 passenger threshold in the each of the last three years, peaking at 12.19 in FY 2015 and projected to hit 14.24 in the current fiscal year. Only one complaint was registered for the group service over the five-year span, an extraordinary achievement (Table 2-7).
On-time performance received a neutral rating due to the fluctuation in for year-to-year assessment. However, the 92% threshold was met the last two years and is projected to be in compliance at the end of this fiscal year. Negative ratings were given to both cost per passenger and cost per revenue mile due to rising cost figures but some of that is likely due to the new contract rates that went in to effect in FY 2014.
Total System Overview Overall, Claremont Dial-a-Ride fairs positively when assessing the program as a whole. Total ridership is declining but so are operating costs, revenue hours and revenue miles. Targets were met or exceeded for no-shows, farebox recovery and on-time window. Although total operating cost is declining, the cost per passenger is still struggling to remain below the $9.00 threshold and cost per mile is slowly increasing each year. Complaints remain a positive indicator system-wide at less than 0.2 complaints per 1,000 passenger trips as seen in Table 2-8 following the detailed performance for the taxi and group services.
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Table 2-6: Claremont Dial-a-Ride Taxi Performance Data
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Table 2-7: Claremont Dial-a-Ride Group Van Performance Data
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Table 2-8: Claremont Dial-a-Ride Total System Performance Data
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Estimating Transit Utilization
Transit utilization in Claremont was estimated for this Assessment, in order to describe the current level of transit use and from which to suggest the opportunity for increased utilization.
Figure 2-3 depicts almost a half-million annual transit boardings by mode for FY 2014/15, reflecting one-way passenger trip data collected from Claremont Dial-a-Ride and Get About, Foothill Transit stops within Claremont and Metrolink boardings at the Claremont station.
Figure 2-3
Figure 2-4 depicts boardings for the month of February for Claremont Dial-a-Ride, well-distributed around the City, as well as outside the city to the Pomona Valley Hospital Medical Center complex and Montclair Hospital.
Figure 2-5 depicts boardings and alightings for seven Foothill Transit routes and shows heaviest utilization at the Metrolink station, on Indian Hill near the Village and at Towne and Foothill Blvd.
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Figure 2-4
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Figure 2-5
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Trips Per Capita Measure Reflecting Potential Demand
A measure of trips per capita provides a means of understanding how transit services within the City stands compares to the provision of transit service throughout the region. This measure is calculated by taking the number of total unlinked passenger trips and dividing by an area’s population and ultimately measures public transportation consumption at regional, county, or local levels. The Southern California Association of Governments (SCAG) uses this measure to assess regional performance as it relates to transit use and an ever-growing regional population. Presently, a regional goal of 34.9 trips per capita was established as part of SCAG’s 2016 REGIONAL TRANSPORTATION PLAN/SUSTAINABLE COMMUNITIES STRATEGY (RTP/SCS).
In FY 14/15, transit boardings of just over 447,000 passenger trips within the City of Claremont reached 12.9 trips per capita. This is significantly lower than SCAG’s regional goal and when compared to more densely populated and transit rich Los Angeles County, trips per capita in the City is much lower than the County’s 62.7 trips per capita as identified in the 2016 – 2019 Coordinated Public Transit-Human Services Transportation Plan for Los Angeles County. However, Claremont is much more suburban than much of Los Angeles, with resultant lower housing density. Claremont’s 12.9 trips per capita is both a solid figure in the present and establishes a baseline of utilization that suggests opportunity for growth.
Table 2- 9 following details the boardings by service by which this trips per capita calculation was derived.
Since trips per capita provide an understanding of where the provision of transit service currently stands, it also gives an indication of where the provision of service and demand will need to go. Transit utilization only grows as the provision of service increases (i.e. extended hours, improved frequency, new and expanded service) or the abundance of alternative, reliable forms of transportation services become available. In addition, demand for public transportation services can grow depending on a variety of factors. This can include continued growth among Claremont’s aging population that comes to appreciate the benefit of using alternatives to driving.
While Claremont may not itself achieve the regional goal of 34.9 trips per capita, major investment transit service expansion is likely to increase transit utilization. Future projects such as Metro’s Gold Line light rail extension will provide another transit option for people living in the City thus potentially increasing trips per capita. In addition, service enhancements on Metrolink and Foothill Transit can also contribute to growing ridership and thus fulfill demand for reliable transit services throughout the region.
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Table 2-9, City of Claremont Trips per Capita Basis
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3. ASSESSMENT OF GAPS AND OPPORTUNITY
Outreach to Identify Gaps & Opportunities
A series of outreach activities were undertaken in April and May to understand how the Dial-a-Ride service is working for riders, group van trip, and to suggest what improvements to the service. Outreach activities included: 1) a series of interviews with nine stakeholder agencies whose clients use the Dial-a-Ride cab and group van service; 2) a user focus group at Pilgrim Place; 3) a ride on Dial-a-Ride; and 4) a survey of Dial-a- Ride users which achieved a 23% response rate.
Agency stakeholders interviewed included: Claremont After School Program, Claremont City Youth Programs, Claremont Unified School District, Community Senior Services, Foothill Aids Project, Joslyn Community Center, The Pilgrim Place, and the Services Center for Independent Living.
The user survey was a two-page survey mailed to riders in English and Spanish. A cover letter described how riders could submit their completed survey for returned with the pre-paid Business Reply envelope. Riders were given a month to respond to the survey which asked riders to rate different aspects of the service, suggest the types of improvements that would be helpful, respond about available transportation options, and how they get transportation information.
Including stakeholders, the riders focus group and the survey respondents a total of 155 persons contributed to this process. The following sections report on the findings from this outreach. A concluding discussion identifies gaps and market opportunities suggested for Claremont’s public transportation program.
Interview Findings
Stakeholder Interviews: Dial-a-Ride Cab Service Conversations with stakeholders provided a rich understanding of how both individuals riders and groups use the Dial-a-Ride service. Also, stakeholders pointed to improvements that could increase efficiency, ease of use, and comfort for of riders. This section reports on existing conditions as understood by stakeholder who use or whose clients use the service, and enumerates service improvements they proposed.
On-Time Performance Concerns about on-time performance were raised in several settings. Generally, consumers expressed satisfaction or at least acceptance of the 15 to 20 minute waits, but occasional longer waits and the following additional issues were reported:
n Though occurring infrequently, some individuals have reported 60 to 90 minute waits.
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n Clients reported longer waits early in 2016 but some of that seems to have been corrected. n There is a perception of capacity issues in the afternoon between 1 and 3 p.m., when youth are getting out of school. Clients report to agencies that this is a bad time to travel, often with long waits.
Dispatch, Trip Reservations and Registration for Service While many seasoned riders report ease in reserving trips through dispatch, some rides report issues related to long wait times to reach a dispatcher, inconsistent information, and fear of being abandoned.
n Some riders report long waits on the telephone and calls dropped frequently while they are on hold. n Riders sometimes perceive that the dispatcher or call taker is handling too much. n Riders report that dispatch has been saying no to same-day reservations, leading to the perception that advance reservations are only for medical trips and not for other trip purposes such as hair or banking. o Riders would like clarification on when to call for medical and when to call for “other” trip purposes. o Senior Center staff report that dispatch gives priority to medical trips.
n One time was told “I’m sorry, there is no one in your area to pick you up” on a will-call, return trip home from downtown Claremont. Very difficult situation to get home. n Riders expressed uncertainty about how much time to call ahead on same day trip requests. They usually try to call 1 hour ahead. n One rider reported fear of being abandoned on the return trip, when attempting to schedule a same day ride. n A rider at the Pilgrim’s Health Services Center reported that she places calls to reserve trips and it works well. n A new rider reported that registering through the Jocelyn Center worked smoothly and she was immediately “put in the system”.
Information / Awareness / Promotion In all settings, conversation turned to information issues, including ensuring that riders and potential riders had access to correct information about the service and also promoting Claremont Dial-a-Ride so riders know it’s available when they need it.
n Some riders and agency personnel alike expressed confusion about the difference between ACCESS and Dial-a-Ride. n Some riders requested more information and clarity about the tip policy. n Pilgrim’s Transportation Committee would like to do more promotion of Dial-a-Ride before riders need to use it. o Pilgrims would like to post information on the Pilgrim Place website as well as encourage use of Dial-a-Ride website by those Pilgrims who are technologically-savvy. o They are interested in encouraging use of Dial-a-Ride by those still driving. o The Pilgrim’s Transportation Committee would like to sell tickets through Pilgrim Place Administration and pursue the possibility of purchasing tickets online.
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n Consider promoting Claremont Dial-a-Ride to college-aged CLASP volunteers Claremont Colleges, especially to CLASP volunteers who could use the Cab service to get back to the colleges volunteering.
Service Area Topics That Claremont Dial-a-Ride serves several destinations outside of city limits greatly expands riders’ mobility, yet also presents some confusion and a persistent wish for more expansion. Service are topics that arose during stakeholder interview included:
n Agency staff reported that new users can find it complicated to understand where the service goes. n Service area descriptions can be confusing for riders to understand as the brochures don’t list how far a rider can travel near a specific out-of-area destination. Also, drivers sometimes drivers give confusing information. For example, riders request clarity about specific stops allowed in the following locations: o In the area of Pomona Valley Hospital; o Kaiser facility in Montclair; o Doctors near Bonita and Towne; o Some doctors’ offices at the edge of the City; o Kaiser in Fontana.
n There is confusion about out-of-Claremont allowable pick-ups. For example, one rider reported that an Upland doctor’s office was served one time on Claremont Dial-a-Ride, but the next time the request for the same trip was denied. n Riders would like to get to Costco in Montclair or San Dimas and an another pick up location at Montclair Plaza.
Other Miscellaneous concerns about Dial-a-Ride cab service included:
n Riders would like more benches with shelters for protection from sun at locations and where they can wait for Dial-a-Ride in comfort and ability to see the vehicle approach. One customer on the Pilgrim Place Transportation Committee reported waiting inside where it was cool and there was a seat, but couldn’t see the vehicle and was marked as a no-show.
Stakeholder Interviews: Dial-a-Ride Group Bus Service This section reports on discussion with agencies who use the Group Service for their clients. Discussions revealed that the service is working very well and agencies contacted are pleased with the service and their interaction with PVTA staff. There are, however, areas that can be improved or where expectations or policies can be more clearly communicated. Those comments are reported here.
Pick-up Window and Dwell Time Agencies who use the group service understand why the pick-up window exists and don’t often have problems with it, but it can present the following complications:
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n The window is large, complicating scheduling for group pick ups according to comments from City Youth Programs. n Drivers often come at the very end of the window or can be late, arriving after the window. n There is no process for what to do if the driver is late, yet riders are penalized when they aren’t outside when driver arrives. According to the City Youth Programs drivers have left instead of calling anyone or waiting a few more minutes. n CLASP program managers generally report working effectively with dispatcher on pick-ups and schedules.
Capacity The group service is perceived to be at capacity. Were there additional capacity, users would utilize it for the following services.
n City Youth programs is in process of adding a new service (1 bus) after school to bring San Antonio students to the YAC. They know this is the busy period and worry about the potential for adding additional services. n CLASP is currently using 5 vans and could potentially use 2 more if there were available: o 1 to transport additional students from Sumner to their CLASP site (there are students at Sumner who would enroll in the program is they had transportation). o 1 to transport college student volunteers from the colleges (one or two pick up locations) to their various CLASP site.
Other Miscellaneous concerns about Dial-a-Ride group service included: • Bike safety training, bike promotion and Safe Routes To Schools are all important to encourage bike use and to protect safety of youth and other bicyclists.
General Comments
Innovations/ Information Constituents offered various ideas about innovations and information opportunities.
n A GoClaremont website holds promise and could include: o Interactive Map showing Dial-a-Ride service area and outlying destinations o Google Maps showing Dial-a-Ride areas o Trip Planner that provides fixed route but also Dial –A-Ride options o Special services for Seniors and persons with disabilities remain critical and multiple avenues of communication about these services are important. n A smart phone application to show where cab is and when it will arrive.
Needed Service Improvements Comments offered by those interviewed that represented improvements or enhancements to the existing service design included the following:
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n Need better training of dispatchers and CSS staff to provide consistent answers. n Need to insure enough cabs are available to improve on-time performance. Need to insure drivers have some training. n Registration needs to be instant or have an emergency procedure. n Need additional pass sales outlets – they can buy passes and resell. n Consider moving to 24/7 service hours for all riders.
Claremont Dial-a-Ride User Survey
Approach and Design After discussion with City staff and PVTA administrators, a mail-back survey approach was chosen to obtain input about the service from currently registered dial-a-ride users. The survey’s intent was to invite user ratings of the service and user perspectives on various service features.
The initial survey design borrowed some questions from PVTA’s regular survey process, as well as an intercept survey developed last year for PVTA. The draft was reviewed by staff, tested and some modifications made. Surveys were mailed during May 2016 to a mailing list of almost 600 names with addresses, persons registered with dispatch. The list was provided by the Dial-a-Ride contractor. With the survey open for approximately four weeks, it secured a 24% response rate, as follows: Mailed Surveys 596 Bad Returns 57 10% Net Surveys Mailed 539
Completed Surveys Returned by 6/5 117 Additional Surveys Returned post 6/5 12 Total and Percent Returned 129 24%
While the majority of respondents reported Claremont home addresses, seven of those responding by June 5th indicated other cities of residence that included: Pomona, LaVerne, Rancho Cucamonga, Los Angeles, Bloomington. Survey Respondents Persons responding to this Claremont Dial-a-Ride rider survey, are older, likely female, most no longer driving nor with a valid drivers’ license. The 23% response rate reflected 117 individuals. Many were disability certified and about a third used a wheelchair, scooter or walker to help with mobility. Eight in ten respondents were over age 50 and more than half over age 71. Just 3% were youth under the age of 20.
An impressive 91% of respondents have a cell phone and about half indicate it has smart phone, Internet capabilities. A majority of respondents, 55% are using the Internet regularly or occasionally.
And also importantly, these respondents reported use of broad mix of transportation alternatives. While all but 3% use Claremont Dial-a-Ride, significant use rates of walking, bicycling, fixed-schedule transit, rail, Los Angeles ACCESS paratransit, and Uber or LYFT hail services were reported.
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Figure 3-1
Respondents were mostly likely to have 50% When did you last ride Claremont Dial-a-Ride? 45.3% used the service at some point during 45% past month (78%). The group was 40% 35% 33.3% about evenly split between those who 30% use it at least weekly (45%) and those 25% who use it one to three times a month 20% 16.2% (45%). Almost 3% of respondents had 15% registered to use the Dial-a-Ride, 10% presumably within the past six months, 5% 2.6% 2.6% 0% but had not yet used the service at all Within the last week Within the last Within the last six More than six I have not ridden month months months ago Claremont Dial-a- (Figure 3-1). Ride N=117
Figure 3-2
Eighty percent of the respondents were over the age of 50 with the largest proportion (26% of all respondents) between the ages of 80 to 90. More than half of respondents (55%) are age 71 and older. Youth respondents, under age 20, were just 3% of the total (Figure 3-2).
Figure 3-3
Dial-a-Ride respondents are primarily female, 75% of respondents (Figure 3-3).
The distribution of race and ethnicity of survey respondents, presented in Figure 3-4, reveals that six in ten are Caucasian (60%). The next most commonly reported group are Asian or Pacific Islander (19%), followed by Latino/ Hispanic (14%) and African American/ Black (6%). Surveys were provided in English and three Spanish language surveys were returned.
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Figure 3-4
Clearly a transit-dependent population, three-quarters of respondents (77%) reported they do not own a car, with a comparable number indicating they do not have a valid drivers’ license (70%) (Figures 3-5A and 3- 5B).
Figures 3-5A and 3-5B
Figure 3-6
In terms of mobility limitations and disability, two-thirds (66%) indicate they have some type of disability, certified either by the PVTA organization or by Los Angeles County ACCESS, the Americans with Disabilities Act (ADA) provider (Figure 3-6).
While most respondents do not report any type of mobility device, 9% indicate they use a wheelchair or scooter while 18% use a walker (Figure 3-7).
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Figure 3-7
About Claremont Dial-a-Ride Use and Transit Experience Figure 3-8
When asked about frequency of use, a solid third of respondents are using the service irregularly, less than once a month. Presumably the Dial-a-Ride program provides them a safety net transportation alternative. More than half (52%) are using the service on a weekly basis with about two in ten using it several times a week (Figure 3-4).
Survey respondents report a range of transportation modes, with family and friends as most common (47%). A third (31%) report walking while a quarter (24%) report riding fixed-route transit, Foothill Transit and 12% indicate they use Los Angeles ACCESS paratranist. The same proportion are still driving themselves for some trips. Get About (34%), Get About Ready Now (10%) and Get About One Stop Over the Line (6%) are all reported as used, as well as Uber/ LYFT (6%) and San Dimas Cab (5%) (Figure 3-9).
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Figure 3-9
When asked about how Dial-a-Ride is used, consistent with an older, transit dependent population, the most commonly-reported trip purpose reported is medical by six in ten persons. Shopping was the second most common trip (46%) followed by various, other appointments. Recreation trips were 23% and school trips were just 10% perhaps reflecting the small proportion of youth among respondents. (Figure 3-10).
Figure 3-10
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Figure 3-11
Asked about experience with Dial-a-Ride dispatch, while almost half (49%) report it is “very helpful”, more than two in ten indicate it was only “somewhat helpful” (18%) or “not helpful” (8%) (Figure 3-11).
Getting Transit-Related Information It is important to this Service Assessment to understand where people get information about transit options available to them, in order to suggest the ways and strategies by which this can be improved.
Claremont Dial-a-Ride survey respondents indicated that they are primarily (50%) using the printed schedules, brochures and flyers, consistent with an older population familiar with and used to that medium for conveying information (Figure 3-12).
Figure 3-12
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About two in ten are report they get information from dispatch (20%).or directly from drivers (18%). A similar number seek information about transit on the Internet (18%) while some look to the bus stop signs for information (8%). Among the “other” modes identified were agency staff or doctor’s office personnel, among others, assisting the respondents with transportation arrangements.
Figure 3-13
When asked directly about Internet use, although 45% of respondents indicate they do not use the Internet, a majority of these respondents report they do use the Internet, 34% regularly and 21% occasionally, perhaps less than once a week (Figure 3-13).
Because cell phones are an increasingly important way in which transit information is secured, both for trip planning and Figure 3-14 in real time to determine where one’s ride may be, several questions were asked about cell phone ownership and use. What is most encouraging is that 91% of these survey respondents – with all but two not responding at all – report they own a cell phone (Figure 3-14). This is important in terms of the ability of dispatch to communicate with riders and of riders themselves to be assured that they can communicate with dispatch during the trip, when necessary.
A majority of Claremont Dial-a-Ride respondents report their cell phone is a basic phone without Internet access (69%) (Figure 3-15). Nonetheless, and perhaps somewhat conflicting, over half report that their phone does have Internet access (52%), but possibly they are not using this feature (Figure 3-16).
Figure 3-15 Figure 3-16
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These are encouraging trends in cell phone use and in mobile telephone access to the Internet, pointing to the growing ability for this population of transit users to communicate easily and in real time.
As a final exploration into information methods used by Dial-a-Ride users, Figure 3-17 following identifies a number of Internet tools and social media communication methods. And while almost half (43%) report they use none of these, a strong third (35%) are using Google Maps and could potentially use Google Transit to plan transit trips, with 24% indicating they do already use their telephone and transit applications to secure trip planning information. A quarter (25%) are using Facebook and just 5% are using Twitter. Those indicating “other” identified various websites and transit agency telephone numbers used for information.
Figure 3-17
Figure 3-18 When asked about interest in consolidation of transit information onto a single, easy-to-use website for Claremont residents, a solid majority (41%) indicated “yes, definitely” it would help and almost another quarter (22%) said “yes, possibly”, more than six in ten responding affirmatively. (Figure 3- 18).
40 SERVICE ASSESSMENT FOR CLAREMONT DIAL-A-RIDE, 2016
Rating Claremont Dial-a-Ride Service Elements Important to this survey was to understand user perspectives as to what was working well for riders and where they may not be quite satisfied.
City and PVTA staff worked with the consultants to identify 13 discrete service elements for which customer ratings were sought. These ranged from how the customers interact with the system at time of registration, through dispatch or with the drivers to assessments of the service area, operating hours and cost.
Figure 3-19
Rate Claremont Dial-a-Ride performance on the following elements, sorted by most satisfied:
Registering to use the service Cost of riding Dial-a-Ride Overall Rating of Claremont Dial-a-Ride service Reservation agents are courteous and responsive Ability to get a SAME DAY trip reservation Drivers are courteous Ease of getting information about Claremont Dial-a-Ride Hours of Dial-a-Ride service Taxis/vans are clean and comfortable Taxi/van arrives within 45 minutes of call Dial-a-Ride goes where I want to go Ability to get an ADVANCE RESERVATION Taxi/van arrives within 15 minutes of my ADVANCE…
0 20 40 60 80 100 120
Very Satisfied Satisfied Neutral Unsatisfied Very Unsatisfied Not Applicable
Figure 3-19 presents the thirteen elements ranked by those which received the highest “very satisfied” ranking. Highest ranked elements, “highly satisfied” ratings were:
n Registering to use the service with 78% indicating they are “highly satisfied.” n Cost of riding Dial-a-Ride at 66%, significant given the fare hike in 2014. n Receiving more than 60 percent “highly satisfied” rankings were Overall Rating of Claremont Dial-a- Ride, Reservation agents are courteous and Ability to get a same day reservation. n The service element of Drivers are courteous was rated at 60% “highly satisfied”. Another way to consider these ratings by is by reviewing those that received “Very Unsatisfied” and “Unsatisfied” ratings.
n 18% of respondents indicated “Very Unsatisfied” or “Unsatisfied” for Dial-a-Ride goes where I want to go (Figure 3-20). This was followed at some distance by responses about the availability and timeliness of service with:
41 SERVICE ASSESSMENT FOR CLAREMONT DIAL-A-RIDE, 2016
n 6% of respondents indicating dissatisfaction with Ability to make a SAME DAY reservation; n 8% indicating dissatisfaction with Taxi/van arrives within 15 minutes of my ADVANCE reservation; n 9% reporting dissatisfaction with Taxi/van arrives within 45 minutes of my call. Figure 3-20
Rate the Claremont Dial-a-Ride Performance on the following elements, sorted by most unsatisfied:
Dial-a-Ride goes where I want to go
Ability to get a SAME DAY trip reservation
Taxi/van arrives within 15 minutes of my ADVANCE…
Taxi/van arrives within 45 minutes of call
Ease of getting information about Claremont Dial-a-Ride
Reservation agents are courteous and responsive
Ability to get an ADVANCE RESERVATION
Overall Rating of Claremont Dial-a-Ride service
Hours of Dial-a-Ride service
Taxis/vans are clean and comfortable
Registering to use the service
Drivers are courteous
Cost of riding Dial-a-Ride
0 20 40 60 80 100 120
Very Unsatisfied Unsatisfied Neutral Satisfied Very Satisfied
Finally, survey respondents had opportunity to respond to an open-ended question regarding Claremont Dial-a-Ride. Figure 3-21 presents the results from the 67 persons who responded, the bulk of whom provided a compliment or otherwise indicated that they were satisfied (46%).
42 SERVICE ASSESSMENT FOR CLAREMONT DIAL-A-RIDE, 2016
Figure 3-21
The largest group of negative comments (19%) related to long waits, a desire for shorter wait times and more timely pick-ups. This type of comment is very typical of a demand response service where some level of waiting for the vehicle is inherent in the service design. Two riders described very long wait times with no message or call from dispatch as to when their vehicle would come; 4% of respondents asked for better procedures to notify the rider when a vehicle is late or will be later than expected.
Consistent with the previous ratings of dissatisfaction, 18% of these respondents wanted to see some expansion of the service area. Service area expansion requests included going farther into Pomona along Park Avenue to various dentist and doctors’ offices; going one block further than the service currently goes in several areas; going somewhat beyond Casa Colina to other facilities in Pomona.
Ten percent of respondents requested better customer service from both dispatchers and drivers, including a desire that drivers are better informed about service options available to Dial-a-Ride users. One rider indicated she was uncertain as to whether and when to call Claremont Dial-a-Ride or Get About.
Some attention to policies and policy consistency was indicated by several persons (4%), related to the allowable number of grocery bags and traveling with grocery carts. Three riders indicated that drivers could be rude or unhelpful about grocery carts. There seemed to be some confusion about Claremont Dial-a- Ride’s ability to transport children from school or to allow children to travel with a fare-paying passenger.
Six percent (6%) of respondents made positive comments about the economical cost of Claremont Dial-a- Ride. Several individuals commented that they are using Uber and LYFT, often preferring its short wait time and less cumbersome means of making a reservation or paying for the trip.
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Common Destinations of Claremont Dial-a-Ride Users
A final area of interest, in relation to user perspectives and what that can tell us about markets, was to better understand how the service is used in relation to most common destinations. Figure 3-22 following maps the 20 most common destinations, using six months of data provided by the Claremont Dial-a-Ride dispatcher.
Top and second-most reported destinations over this six-month period are:
1. Claremont Villas Senior Community on Indian Hill 2. State Brother and CVS complex at Foothill and Towne Avenues 3. Mountain Village Senior Apartments on Bonita At the third tier of use-levels are the Claremont Transit Center and El Roble Intermediate School which also overlaps with the Jocelyn Senior Center as adjacent destination nodes.
Lower ranked were senior housing at Pilgrim Place and to a lesser extent, the Claremont Village Green Apartments, each registering significant recurring destinations.
At a fifth-tier ranking of use were shopping destinations of Sprouts, Vons and Trader Joes, with Starbucks, the Super King Market, and Montclair Plaza as sixth-tier use-level rankings.
Pomona Valley Health Care Centers on Monte Vista and Kaiser Permanent on San Jose both registered at the fifth-tier level of use.
44 SERVICE ASSESSMENT FOR CLAREMONT DIAL-A-RIDE, 2016
Figure 3-22
45 SERVICE ASSESSMENT FOR CLAREMONT DIAL-A-RIDE, 2016
Gaps, Needs and Market Opportunities
Reported Gaps and Needs Outreach findings of gap or need reported in this section include the following areas for continuing attention as Claremont moves its public transportation program forward:
n Service area confusion – Dial-a-Ride users are uncertain as to where they can travel and where they cannot travel on Claremont Dial-a-Ride. This is sometimes contributed to by information from the CCS registration team, the Dial-a-Ride dispatch and Dial-a-Ride drivers that is conflicting. n Service area expansion – Dial-a-Ride users would like to see some modest expansion at the edges of the service area, often just one block, to meet certain trips needs which are often reported as medical trip purposes. n Service confusion – Dial-a-Ride users are sometimes uncertain as to which of the several services available to them to use, including Get About, One Stop Over the Line and Ready Now. n Service capacity – There is a perception by both taxi users and van users that these services are at capacity and cannot carry additional riders. This may relate to particular times of day, notably afternoons when school gets out. n Information gaps about Claremont Dial-a-Ride – Agency personnel and Dial-a-Ride users expressed the need for more information, available in a variety of medium, by which to answer questions about Claremont Dial-a-Ride services. Information is sought from a variety of sources that include all personnel associated with the Claremont Dial-a-Ride program – CCS staff, dispatchers and drivers – whom users and other rely upon for accurate information. n Information gaps about other modes of public transportation – Dial-a-Ride users report an impressive breadth of modes of travel, including considerable Active Transportation of walking and bicycling, fixed-route use, rail service and private hail services. Consolidated information about mobility choices available to these users and other Claremont residents could help to increase utilization of the growing array of mobility choices available. n Service quality – There were many compliments and expressions of appreciation for the Claremont Dial-a-Ride service. That said, continued attention to service reliability, to on-time performance and to methods of communication and recovery when inevitable service delays occur are very important to users and stakeholders. n Bus stop improvements – Benches and even shelters at common destinations is requested by Dial- a-Ride users, whether or not those locations are served by fixed-schedule public transportation. Market Opportunities This Assessment has brought back information about a range of markets that the City of Claremont can consider in relation to its public transportation program.
n Growing older adult population – Claremont has an impressive proportion of older adults, at almost 18% it is solidly above the statewide average of 12% and is a group that is growing. Continued attention is indicated to the mobility needs of active older adults, of those who are decreasing or giving up driving and those who may be frail elderly persons.
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n Low-income residents of Claremont – Both low-income older adults and those who are not seniors but have just one family car or no household vehicles are markets that remain important to Claremont’s general public transportation program. Although use of Uber and LYFT hail services was reported by Dial-a-Ride users, these services are more expensive per trip and the Dial-a-Ride remains a more cost-effective option. Positive comments about the Dial-a-Ride fares were received through the survey process, despite the significant fare increase to $2.50 for general public and $1.50 for seniors in 2014. The Claremont Dial-a-Ride is an economical alternative. n Veterans – There is an increase in the number of veterans in Claremont, as a consequence of two wars over the past decade. Some of these newer veterans are lower income and struggling to locate work and other basic necessities. Older veterans, particularly Vietnam era military veterans, are increasingly decreasing their driving and may be seeking alternative travel modes. Ensuring that local veterans organizations have easy access to public transportation information is helpful. n Agency personnel – Staff at schools, human service organizations, health care facilities and doctors’ offices are among those gatekeeper stakeholders who are sometimes assisting Dial-a-Ride users in planning a trip and in booking a trip. They have information needs and represent an important market that often requires some form of outreach. n Active transportation users – Impressive numbers of Dial-a-Ride survey respondents, 41%, reported that they bicycle or walk to move about the community while the census information suggest that 20% of Claremont residents walk or bicycle to work. This points to the ongoing importance of street and road improvements that foster safe pedestrian and bicycle use as well as community promotions that both encourage safety by bicyclists and pedestrians but promote “share the road” practices with automobile drivers. n Safety net transportation – General public users, both youth and adults, spoke to the importance of having access to the Dial-a-Ride program, even if for sporadic use when other means of transport are unavailable. Similarly, with many older adults often relying upon family and friend, Claremont Dial-a-Ride becomes an important option that can ease requirements on other family members and promote the independence of the user. n Internet and cell phone users – Clearly it is important that Claremont embrace the technology in relation to trip planning and trip transaction functions, both for its Dial-a-Ride and in relation to other transportation services used by Claremont residents. With 91% of survey respondents using a cell phone and half of these with Smart phone capabilities, attention to transit applications for the telephone is warranted. By the same token, expanding Claremont’s public transportation web presence to embrace the range of other modes available and used by residents, will have value to many beyond just the current Dial-a-Ride users of whom 55% report some Internet use.
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4. MARKETING ASSESSMENT
The Challenge
Through the services of PVTA, Foothills Transit, Metrolink and Access Services, Claremont residents enjoy a diversity of transportation options. Section 2 of this report documents the many services available within Claremont, including demand response, fixed route and rail services. Together, these services create a comprehensive network of transportation alternatives, with each option tailored to the needs of specific target groups.
n Metrolink and Foothills Transit’s Silver Streak, offer quick access to regional destinations including downtown LA. n Foothills Transit’s local routes provide fixed route service both within Claremont and to adjoining communities within the Valley. n Access Services provides county-wide complementary paratransit for persons unable to use the fixed route and rail options. n PVTA offers a menu of specialized demand response services that fill the “transportation gaps” within the Pomona Valley – serving first and last mile needs, offering a low cost alternative for immediate local trips, delivering easy, low cost options for seniors and persons with disabilities, and facilitating group travel. This array of services would be the envy of any community. The challenge is not in creating services – they exist – but in helping potential users to understand and select the option that best meet their travel needs.
The current menu of services is “complicated.” The same trip can be made on several different services, each with its own fare and requirements. Which is the best option depends on your age or disability status, time of day you are traveling and whether or not you make an advance reservation. For example, if I want to travel from my home near Claremont High School to the Montclair Plaza to go shopping I have several choices, as detailed in Figure 4-1:
Figure 4-1, Different Trip Characteristics for a Trip from Claremont High School to Montclair Plaza
General Public Senior/Disabled Additional Rider
Foothill Transit (significant walking) $1.25 $.50 Full fare
Claremont Dial-a-Ride (registration required) $4.00 $2.50 $1.00
Claremont Dial-a-Ride after hours (registration N/A $2.50 $1.00 required)
Get About (registration and advanced reservation N/A $1.00 N/A required)
Ready Now (disabled only, certification required) N/A $4.50 N/A
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If you are traveling to a medical facility outside of the Get About area, One Step Over the Line may add an additional option. If you are traveling with a group, the Claremont Dial-a-Ride group van service costs only $1.00 per riders but requires significant advance planning.
Understanding all of these options and what each has to offer, may require visiting several websites, reading a number of brochures or making calls to multiple phone numbers. This assumes the potential user knows about the websites, has all the brochures and knows who to call.
Even if you only consider the demand response options offered by PVTA, it can be confusing.
n Which services do I qualify for? n How do I register and how long does that take? n When should I call for Dial-a-Ride vs Get About Ready Now for an immediate trip? n Is my medical destination within the One Step Over the Line service area? n What types of trips can I make on each service? n What are the boundaries of each service and what are the destinations outside those boundaries that are also served? It’s a lot to figure out. Especially for a person who may have little or no experience using public transit and who until recently drove his or herself.
In this section, we will consider the current visibility and usability of PVTA’s services and potential strategies for making those services more user-friendly for both existing and new customers.
Customer Experience Review
Passenger Information Information about Claremont Dial-a-Ride is available on-line at pvtrans.org, through colorful brochures such as the one shown here and by calling one of several phone numbers. Figure 4-2 PVTA Website A visitor to the PVTA website homepage is immediately confronted with icons for seven services. But which one to click on? The thoughtful reader might notice a menu link beneath the bold icons which says Local Transportation Guide. If you click on this link you do in fact get a list of available services with a brief overview of each...excellent. However, the list is not the same as the seven icons. It includes additional options (Access Services, Foothill Transit and Metrolink) but does not include many of those for which there
49 SERVICE ASSESSMENT FOR CLAREMONT DIAL-A-RIDE, 2016 are icons.
So let’s say our customer decides to click on Claremont Dial-a-Ride because she lives in Claremont. Now she is taken to a page that is quite text heavy and goes on for several scrolls. Everything she needs to know is here, but it appears a little daunting at first glance and requires quite a bit of time and attention to understand. The first rule of website design is that “people on-line don’t read, they scan.” Websites need to communicate quickly. The Claremont Dial-a-Ride page does not.
Brochure One option the web site gives the user is to download a PDF of the Claremont Dial-a-Ride brochure. Like the website, the brochure provides a great deal of information but in a similarly text heavy Figure 4-3 fashion.
One of the most basic questions a person is likely to have is “where can I go on Claremont Dial-a-Ride.” Both the website and brochure answer this question with a paragraph of densely packed text.
Claremont Dial-a-Ride operates within the boundaries of Claremont. Service is also provided to the medical facilities in the Pomona Valley Medical Center area, Casa Colima and surrounding facilities, the Pomona Courthouse, the Social Security office as well as the Montclair Plaza and Montclair Transit Center.
In neither case is a map provided to illustrate the service area. Nor is any reference made to the fact that additional destinations can be reached via Get About (if the rider is 60+ or has a disability.) Note: the brochure does provide information about Get About under Other Transportation Services and the website of course has several icons for Get About, Get About One Step Over the Line and Get About Ready Now. Getting Registered Before a person can use Claremont Dial-a-Ride, they must register through Community Senior Services. (This is the first of several phone numbers they will need to call.) The registration process is quite simple and can be completed in person, by phone or by mail (using a form downloaded from the website). A single registration qualifies the rider for Claremont Dial-a-Ride and (if they are 60+ or disabled) for Get About.
From a customer point of view, it would be ideal if registration were “immediate,” such that a person could register and then request a trip. However, this is not currently the case with all services, and there is sometimes a 24 hour lag before a person’s registration is “in the system.” The potential rider must register and then wait a day before calling the taxi provider (the second phone number) or Get About (another phone number) to request a ride. Reservations/Requesting a Ride Once a person is registered, their next dilemma is who to call for a reservation – Claremont Dial-a-Ride or Get About each has its own dispatch center. This is only an issue for seniors and persons with disabilities
50 SERVICE ASSESSMENT FOR CLAREMONT DIAL-A-RIDE, 2016 who qualify for Get About, but often use both services.
For existing Dial-a-Ride users who were interviewed as part of this assessment, making reservations seemed to create the greatest confusion. There were various understandings about when advance reservations are taken – for medical trips only, for other time sensitive appointments or for any trip purpose. Apparently dispatch staff gives inconsistent answers to this question and often tells callers they can only make advance reservations for medical appointments. There is also lack of clarity about destinations served (specifically in relation to Pomona Valley Hospital and other out-of-Claremont areas.) Again, different dispatchers may give different answers.
For persons with disabilities, the issue of destinations served is even more complicated. The One Step Over the Line service reaches an extensive zoned service area that is not well communicated or consistently understood by riders or dispatchers. Riding Claremont Dial-a-Ride As to the delivery of service, most riders are quite satisfied with Claremont Dial-a-Ride. They rate the comfort of vehicles and the courtesy of drivers quite highly (though some riders interviewed noted that they like Get About drivers even better). There is a very low level of dissatisfaction with on-time performance. The most dissatisfaction (though still minor) is with destinations served by Dial-a-Ride. Some of this may be the result of lack of understanding of the service area and connecting options.
Marketing Objectives
Effective marketing and communications offers the potential to maximize the benefits of Claremont’s excellent transportation network. To do this, marketing should pursue three objectives:
n Make learning about the transportation options available as easy as possible….reduce the work required of potential users. n Provide information in a clear, easy-to-access manner that allows discovery of the best transportation option for a given individual and trip. n Enhance the customer experience at each step - passenger information, registration, reservations and service delivery – through the use of technology. n Increase customer understanding and satisfaction through clear policies that are consistently communicated via all channels – on line, in print and thru dispatchers and drivers.
Marketing Recommendations Figure 4-4 Branding Branding is marketing at its most basic. It is how we identify and build visibility for a product or service and everything associated with it. For a public transportation service, vehicles are the most visible manifestation of the brand. However, printed materials, websites, signage and other elements are also part of the system’s brand.
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Figure 4-4 is the branding currently used for the Claremont Dial-a-Ride on brochures and the PVTA website. However, no consistent branding is used on Dial-a-Ride vehicles – most of which are taxis operated by the taxi contractor. This means that the Claremont Dial-a-Ride is essentially invisible on the streets of Claremont.
PVTA should consider the following strategies for more consistently branding Claremont Dial-a-Ride in order to increase visibility and awareness of the service: Figure 4-5 n Establish a consistent look and logo for Claremont Dial-a-Ride. This brand should be used on owned vehicles, decals on taxis, website and printed materials. PVTA has begun this process with the consideration of graphics for new vehicles. Figure 4-5 is one of the looks being considered.
The key to branding is consistency. The dominant color and logo should be adapted for use on all elements associated with Claremont Dial-a-Ride. n Use vehicles and potentially shelters/benches as marketing tools for Claremont Dial-a-Ride. PVTA’s dedicated vehicles and the taxis which provide Dial-a-Ride service are seen by thousands of residents each day. By boldly branding the dedicated vehicles and asking taxi operators to display some branded identification that they are part of the Claremont Dial-a-Ride program, PVTA can greatly increase the visibility of the service. In addition to the logo and branding, the web address and phone number should be included as part of vehicle graphics.
If PVTA pursues a strategy of establishing benches or shelters at key pickup locations, these offer another opportunity for highly visible branding.
NOTE: Later in these recommendations we will discuss the idea of a Go-Claremont approach to delivery of passenger information. PVTA may wish to consider rebranding the Claremont Dial-a-Ride with this name to give it a more contemporary, general public image. User Friendliness While PVTA offers excellent services that are highly rated by users, there are a number of actions that would make Claremont Dial-a-Ride (and its other demand response services) easier for customers to understand and use. These changes will benefit both existing and new riders. n Immediate Registration Individuals often make the decision to use public transit when other options fail them – a car breaks down, an expected ride cancels, their driver’s license is revoked. In these cases, the ability to use Dial-a- Ride immediately would be advantageous. This would be facilitated by having a single point of contact that could handle both registration and an initial reservation. For example: if an unregistered individual calls up for a ride, they could be registered on the spot and a ride provided.
52 SERVICE ASSESSMENT FOR CLAREMONT DIAL-A-RIDE, 2016 n Smartphone App to Request and Track Ride According to Pew Research, 68% of Americans currently have a smartphone – nearly twice as many as four years ago. Already, most Claremont Dial-a-Ride users surveyed have cell phones – many of them smartphones. TNC’s like Uber and Lyft have demonstrated the potential of easy to use smartphone apps to increase acceptance and use of demand response transportation services.
It is highly recommended that PVTA continue its current development of an app that will allow Claremont Dial-a-Ride users to request a ride, track the arrival of the cab, and potentially pay for the ride. n Expanded Pass Sales Options It appears that many Dial-a-Ride users prefer having tickets to having to carry exact cash. Currently, tickets can be purchased only at City Hall, requiring the rider to make an additional trip simply to buy tickets. It is recommended that additional options for purchasing passes be offered. These might include:
n On-Line sale of tickets, with delivery by mail. Most Dial-a-Ride users have computer access so this would be highly convenient. It might be necessary to charge a delivery fee to cover postage and credit card fees. n Sale of tickets through key origins and destinations. It would be ideal if tickets were available for purchase at locations that are already frequented by Dial-a-Ride users such as senior residential communities or pharmacies. n Provide 24/7 Service for All Currently, Claremont Dial-a-Ride service is available 24 hours a day for seniors (60+), persons with disabilities and youth 16 and younger. For others, it is available from 6 am to 7 pm on weekdays and from 7 am to 6 pm on Saturday. This complicates communications and limits a key use of the service by adults and college students – to go out to dinner or other evening activities. For simplicity of communication, and to expand the potential market for Claremont Dial-a-Ride, PVTA might consider establishing a uniform policy that service is available 24/7 to all potential users. n Consistent Policies As the outreach summary noted, there is significant confusion among users – many of whom use both Claremont Dial-a-Ride and Get About – about various policies. It is important that PVTA establish and clearly communicate the policies relating to:
n Advanced reservations: Are advance reservations available for all types of trips or only for medical appointments? How far ahead can advance reservations be made? n Service area: Exactly where can a rider go on Claremont Dial-a-Ride – particularly in relation to the out of town destinations? Similar clarity needs to be established for Get About and One Step Over the Line. Consistent and clear information should be conveyed in printed materials, on the website and thru all staff, particularly dispatchers. At present, riders say that different dispatchers give different answers, resulting in confusion and frustration. n One Number Access Currently, demand response users in Claremont may need to call three different phone numbers to
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access PVTA’s services:
n 909-621-990 (Community Senior Services) for registration n 909-623-0183 (the taxi contractor) for Dial-a-Ride reservations n 909-596-5964 (Get About contractor) for Get About trips or Group Trips Ideally, a single phone number would provide access to all available services. This could be accomplished by having a central operator who determines the callers needs (including the need to get registered) and then transfers them to the correct service for scheduling. Or it could be accomplished by a simple phone tree. In either case, having a single phone would greatly increase the user- friendliness of the system and ease the promotional effort. Passenger Info Passenger information is the “direction” for using a transportation service. It needs to be clear, accurate, easy to understand and readily accessible in a variety of formats – in print, on line and via mobile phone. The customer experience review noted several limitations of Claremont Dial-a-Ride’s current passenger information tools:
n Text heavy – too much reading required to understand the basics n No service area map to clearly communicate where you can go n No easy way to compare the advantages of PVTA’s various demand response services available to Claremont residents To overcome these limitations, PVTA will need to completely rethink its delivery of passenger information for Claremont services. One approach would be to deliver information about all transportation services available from a Claremont-centric point of view. This concept was (Figure 4-6) well received by survey respondents. This conceptual map following demonstrates this way of thinking by showing the demand response alternatives available for trips in the Claremont area.
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Figure 4-6: Demand Response Transportation Options from Claremont
Get About Claremont DAR $2.50 GP/$1.50 SD $1.00 SD Only $4.50 Ready Now-Dis Only
Montclair Plaza Get About DAR $4.00 GP/$2.50 SD Extension Casa Colima Get About $1.00 SD Only $2.00 SD Only $4.00 GP/$2.50 SD Ready Now $4.50 Dis Only Ready Now $4.50 Dis Only Montclair Transit Cntr DAR $4.00 GP/$2.50 SD Get About $1.00 SD Only Ready Now $4.50 Dis Only Pomona Valley Med Center $4.00 GP/$2.50 SD Montclair Med Cntr Get About $1.00 SD Only Ready Now $4.50 Dis Only
Mt. SAC Cal Poly Pomona $1.00 SD Only $1.00 SD Only Ready Now $4.50 Dis Only Ready Now $4.50 Dis Only
n Go -Claremont Website A transportation website specific to Claremont could provide information about all of the services available for travel to, from and within the City of Claremont. Key features of the website would be:
n Interactive Map showing the Claremont Dial-a-Ride/Get About service areas and outlying destinations served. This would allow users to clearly determine if their destination is served. n Multi-Modal Trip Planner that would return all viable public transportation options for a given trip, along with fare and eligibility requirements: • Fixed Route (Foothills Transit or Metrolink trip plan) with fare • Claremont Dial-a-Ride (phone number and fare) • Get About/One Step Over Line (with fare, senior/disabled and reservation requirement) • Ready Now (with fare and disability requirement) Recognizing that GTFS-flex is not yet a reality, it is not expected that the trip planner would return the same type of trip plan for demand response service that it does for fixed route. Simply, that it would identify based on the point of origin and destination, those demand response services which have both locations within their service area. It would then provide a basic profile for that service such as:
Claremont Dial-a-Ride
Open to General Public
Mon-Fri 6 AM to 7 PM; Sat 7 AM to 6 PM
General Public Fare: $2.50; Senior/Disabled Fare $1.50
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Instant Registration Required
Call 909-623-0183 for Reservations or Immediate Pickup within 45 minutes n Go -Claremont Printed Information specific to Claremont Dial-a-Ride Printed information might focus more specifically on the Claremont Dial-a-Ride general public service, but retain a reference to the additional services available to seniors and persons with disabilities. The design of the printed guide should mirror that of the website, using less text and more graphics for immediate communication.
n Map showing service area and outlying destinations served by Claremont Dial-a-ride n Clear and prominent communication of reservation number, hours, low fares, available to all – minimize text n Include reference to Go Claremont website for expanded options for seniors and persons with disabilities. Targeted Outreach/Promotion Once the basic strategies outlined above are in place, it will be important for PVTA to communicate this information to gatekeepers for its various target audiences. Key among these are:
n Social Service Agency Staff n Mangers and Resident Representatives at Senior Complexes n School Personnel n Local Colleges n Veterans Organizations n Local Medical Facilities This communication can be accomplished through a combination of emails, mailings, distribution of new passenger guides and outreach presentations to staff and clients at key partner agencies. Public Relations Many of the actions recommended above are newsworthy events – a new Go Claremont app, a new website, expansion of Dial-a-Ride to 24/7 for all, etc. It is recommended that PVTA create a news calendar to capitalize on these events. News releases should be issued to local publications and websites (Claremont Courier, Claremont Independent, etc.) as well as to gatekeepers such as those described above.
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5. FINANCIAL ASSESSMENT
Available Funding Sources and Eligible Uses
The City of Claremont has a broad – and some might add “confusing” – array of fund sources available for use on its transportation projects from Federal, state, regional and local sources. Importantly, the City is one of only 14 original “Included Operators” within Los Angeles County, meaning that it is a direct recipient of Federal transit funding.
This broad range of transit funding comes, however, with an obligation to account for, track and be able to report on the use of the dollars originating from each fund source. This obligation to follow the individual fund sources – often referred to as the “colors” of funding – through the appropriation, programming and expenditure process can pose a huge burden on the City if not built directly into its accounting systems and processes.
This section will list the available fund sources by level, describe the sources of the funding where appropriate and list the eligible uses for each fund source. The section concludes with a summary table showing fund sources and eligible uses for easy reference. 1. FEDERAL FUND SOURCES
FTA Section 5307, Urbanized Area Formula Grants Fund Source: Congressional appropriation
Eligible Activities:
n Capital Projects. n Planning. n Job access and reverse commute projects that provide transportation to jobs and employment opportunities for welfare recipients and low-income workers. n Operating costs in areas with fewer than 200,000 in population. n Operating costs, up to certain limits, for grantees in areas with populations greater than 200,000, and which operate a maximum of 100 buses in fixed-route service during peak hours (rail fixed guideway excluded). Source: FTA Program Fact Sheet
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2. STATE FUNDING SOURCES
State Transportation Assistance; State Transit Assistance Available for Other Purposes 99315 Fund Source: Funded 75% from receipts of diesel fuel sales tax, 25% state budget appropriation.
Funds made available pursuant to subdivision (a) of Section 99312, shall be available for all of the following purposes:
(a) To the department for bus and passenger rail services pursuant to Sections 14035, 14035.5, and 14038 of the Government Code.
(b) To the department for funding of public transit capital improvement projects in the state transportation improvement program, pursuant to Section 14529 of the Government Code.
[purposes (c) through (g) do not apply to the City]
Source: California Public Utilities Code, Chapter 4. Transportation Development, Article 6.5, Transportation Planning & Development Account, Section 99315
Low Carbon Transit Operations Program [LCTOP] One of several programs funded as part of the 2014-15 State of California budget which has a goal of reducing greenhouse gas emissions and achievement of other benefits. These programs are funded by auction proceeds from the California Air Resources Board’s Cap-and-Trade Program, with proceeds deposited into the Greenhouse Gas Reduction Fund (GGRF). LCTOP is administered by Caltrans and the program was appropriated $100m in FY2015-16 and will be appropriated 5% of the GGRF on an on-going basis.
Approved projects in LCTOP will support new or expanded bus, ferry or rail services, expand intermodal transit facilities, and may include equipment acquisition, fueling, maintenance and other costs to operate those services or facilities, with each project required to reduce greenhouse gas (GHG) emissions. For agencies whose service area includes disadvantaged communities, at least 50 percent of the total monies received shall be expended on projects that will benefit disadvantaged communities.
Although allocated by formula, Caltrans is responsible for ensuring that the statutory requirements of the program are met and will require recipient agencies to report on their compliance.
Source: Caltrans, Low Carbon Transit Operations Program (LCTOP) Guidelines FY 15-16, December 2015.
The Highway Safety, Traffic Reduction, Air Quality and Port Security Bond Act of 2006 [Prop 1B] The Bond Act of 2006 authorized $19.925 billion in state general obligation bonds for specified purposes, among which two are received by the City of Claremont.
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§ Public Transportation Modernization, Improvement, and Service Enhancement Account (PTMISEA) Fund Source: This program may receive up to $3.6 billion over a 10–year period, funds must be appropriated by the Legislature.
5. Eligible Projects PTMISEA funding is available for transit capital projects in the following categories: n Rehabilitation, safety, or modernization: includes purchase of equipment (such as bus engines, computer systems, and signage) for rehabilitation, operation, modernization, or safety. n Capital service enhancement or expansion, such as modernization of bus shelters, transit centers, and operation and maintenance facilities, for design and/or construction phases. n New capital projects: new construction, expansion, or modernization of buildings, bus shelters, transit centers, and operation and maintenance facilities, for design, right-of -way, or construction phases. n Bus rapid transit improvements: construction or expansion of BRT lanes or equipment. n Rolling stock: purchase, replace or rehabilitate transit vehicles, such as buses, vans, paratransit vehicles, and rail transit vehicles. Note: Environmental work is not eligible for PTMISEA funding.
Funds may not be used for administration, operations, or routine maintenance.
Source: California Department of Transportation, Public Transportation Modernization, Improvement, and Service Enhancement Account (PTMISEA) Guidelines, July 2013
§ Proposition 1B Security Fund Source: This program may receive up to $1 billion over a 10–year period, funds must be appropriated by the Legislature.
Eligible Expenditures Eligible activities include the following: A. A capital project that provides increased protection against a security or safety threat including, but not limited to, the following: a. Construction or renovation projects that are designed to enhance the security of public transit stations, tunnels, guideways, elevated structures or other transit facilities and equipment; b. Explosive device mitigation and remediation equipment; c. Chemical, biological, radiological and nuclear explosives search, rescue or response equipment; d. Interoperable communications equipment; e. Physical security enhancement equipment; f. The installation of fencing, barriers, gates or related security enhancements that are designed to improve the physical security of transit stations, tunnels, guideways, elevated structures or other transit facilities and equipment; and g. Other security and safety-related projects approved by Cal OES.
B. A capital project that increases the capacity of transit operators to prepare for disaster- response transportation systems that can move people, goods, emergency personnel and equipment in the
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aftermath of a disaster.
C. Other allowable costs under California Government Code 16727 (a) include costs directly related to construction or acquisition including, but not limited to, planning, engineering, construction management, architectural, and other design work, environmental impact reports and assessments, required mitigation expenses, appraisals, legal expenses, site acquisitions, necessary easements, and warranties, as approved by Cal OES.
NOTE: Management and Administration (M&A) costs are not allowable for Prop 1B funds.
Source: California Governor’s Office of Emergency Services, Fiscal year 2013-14 California Transit Security Grant Program, California Transit Assistance Funds (CTSGP-STAF), Program Guidelines and Applications Kit, October 4, 2013. (www.calema.ca.gov)
3. REGIONAL FUND SOURCES
AB 2766 Subvention Fund Program Fund Source: 40% of $4 of annual $12 vehicle registration surcharge in the South Coast Air Quality Management District to fund air pollution efforts.
Eligible uses of Subvention Funds include: n Alternative Fuels/Electric Vehicles [Purchase/lease, conversion, infrastructure, mechanic training, research and development] n Vehicle Emissions Abatement [Purchase/repowering of off-road equipment, add-on of control equipment, old vehicle scrappage] n Land Use [planning that would reduce auto trips and goods movement] n Public Transportation [Construction/reconstruction/rehabilitation/maintenance of transit facilities to increase use of the system, Information access equipment, transit operations, transit fare subsidies, research and development] n Traffic Management and Signal Coordination [traffic calming, traffic flow or signalization, alternative mode signalization, traffic management research and development] n Transportation Demand Management [employer-based work-related trip reduction, other trip reduction incentive programs, vanpool programs, park and ride lots, telecommunication, Transportation Management Association/Transportation Management Organization, Transportation Control Measure Effectiveness Research and Development. n Market Based Strategies [Parking management and congestion pricing, R&D] n Bicycles [Bicycle lanes, trails and bridges, other bicycle facilities, bicycle usage, bicycle R&D] n PM reduction Strategies [Road dust control, PM R&D] n Public Education [Short term Public Education, long term public education] n Miscellaneous Projects Note: “Local Governments are never allowed to purchase or sell AB 2766 funds.” [p.27]
Source: South Coast Air Quality Management District, AB 2766 Subvention Fund Program Resource Guide, March 2013 (www.aqmd.gov/docs)
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Metro Formula Allocation Procedures [FAP] Annually, Metro allocates certain funds as directed by Metro Board policy to Metro, the municipal transit operators or cities based on factors such as population, passenger trips, and projected receipts.
§ Prop A 40% Discretionary (95% of 40%) 40% of revenues from voter-enacted ½ cent sales tax [1980] for public transit purposes. Allocated to county bus operators based on projected receipts plus the CPI.
Eligible Uses: Any transit purpose, but current practice limits expenditures to bus capital and operations.
§ Prop C 5% Security 5% of revenues from voter-enacted ½ cent sales tax [1990] for public transit purposes. 90% is allocated to Metro and municipal operators on the basis of unlinked passenger trips; 10% is allocated to Metro for internal security.
Eligible Uses: Improve and expand rail and bus security; transit service/facilities security; security incentives, improvements and demonstration projects.
§ Prop C 40% Discretionary 40% of revenues from voter-enacted ½ cent sales tax for public transit purposes. Currently allocated at discretion of Metro Board and non-Metro operators and agencies after all other funding opportunities are exhausted. Programs currently funded with this source are: Foothill Mitigation, transit service expansion, base restructuring, Municipal Operator Service Improvement Program (MOSIP), overcrowding relief, and bus security enhancements.
Eligible Uses: Improve and expand bus services Countywide, provide fare subsidies, increase graffiti removal and prevention, and increase energy-efficient, low-polluting public transit service. May be used for Call For Projects and other regionally-significant transit programs at the discretion of Metro Board.
§ Measure R 20% Bus Operations 20% of revenues from voter-enacted ½ cent sales tax [2008] allocated to Metro and non-Metro operators and agencies for bus operations.
Eligible Uses: Countywide bus service operations, maintenance and expansion.
§ Measure R Clean Fuel Capital Facilities and Rolling Stock Portion of 35% of Measure R funds as allocated by Metro Board allocated to Metro and non-Metro operators and agencies.
Eligible Uses: Purchase of clean fuel facilities and vehicles.
4. LOCAL FUND SOURCES
Transportation Development Act Fund Source: A Local Transportation Fund is derived from ¼ of 1 cent of the statewide General Sales Tax revenues [1972]. Although the product of a state legislation, Metro considers LTF as local transit fund source. Statewide receipts are apportioned to each county on the basis of tax collections. Within LA County, revenues are allocated on the basis of vehicle service miles and passengers.
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Eligible Uses: Public Transportation System Claims 99262 Claims for public transportation systems may include claims for money for all purposes necessary and convenient to the development and operation of the system, including planning and contributions to the transportation planning process, acquisition of real property, construction of facilities and buildings, purchase and replacement of vehicles (including those usable by disabled persons), and system operation, maintenance, and repair, payment for any of which purposes may take the form of direct expenditures or payment of principal and interest on equipment trust certificates, bonded or other indebtedness, or any amounts in accomplishment of a defeasance of any outstanding revenue bond indenture.
Source: California Public Utilities Code, Chapter 4. Transportation Development, Article 4, Claims for Funds, Section 99262
Proposition A and C Local Return Funds
Fund Sources: Both Prop A and C are voter-enacted ½ cent sales taxes for public transit purposes. 25% of Prop A and 20% of Prop C are returned to the cities within Los Angeles County on a per capita basis for public transit uses.
Eligible Uses: The following are eligible uses of both Proposition A and C: [See Source for detail] n Public Transit Services – Operating n Bus Stop Improvements and Maintenance n Public Transit – Capital n Transportation Systems Management (TSM) n Transit Security n Fare Subsidy n Transportation Planning n Transit Marketing n Park-And-Ride Lots n Transportation Facilities/Transportation Enhancements (TE) n Metro Rail Capital n Right-of-Way Improvements n Commuter Rail n Capital Reserve n Direct Administration n Other
The following are exclusive uses of Proposition A funds: n Signal Synchronization n Fund Exchange n Transportation Demand Management
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The following are exclusive uses of Proposition C funds: n Signal Synchronization & Traffic Management n Transportation Demand Management n Congestion Management Program (CMP) n Bikeways and Bike Lanes n Street Improvement and Maintenance n Pavement Management Systems (PMS)
Source: Metro, Proposition A and C Local Return Guidelines, 2007 Edition, pp. 2-7 [http://media.metro.net/images/lr_guide.pdf]
Measure R Local Return Funds
Fund Source: Measure R is a voter-enacted ½ cent sales tax for public transit purposes. 15% of Measure R receipts are returned to the cities within Los Angeles County on a per capita basis for public transit uses.
Eligible Uses: The following are eligible uses of Measure R Local Return funds: [See Source for details] n Streets and Roads n Traffic Control Measures [Signal Synchronization, TDM, TSM] n Bikeways and Pedestrian Improvements n Public Transit Services n Public Transit Capital n Transit Marketing n Planning, Engineering and/or Study, Congestion Management Program n Transportation Administration n Local Funding Contributions (matching funds)
Source: Los Angeles County Metropolitan Transportation Authority, Measure R Local Return Guidelines, 2010, pp. 5-20 [http://media.metro.net/projects_studies/local_return/images/measure_r_local_return_gui delines.pdf]
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Figure 5-1: Eligible Uses of Transit Fund Sources
--
sit sit Fund Source Fuels Street Street Roads Transit Transit Tran Transit Facilities
Security Vehicles Planning Capital Capital TSM/TDM Bicycles / / Bicycles Marketing Pavement Pavement Safety and and Safety Pedestrian Pedestrian Alternative Alternative -- Operations Exchanged Impr’ment / Streets and and Streets Traffic Mgmt Traffic Maintenance Enhancement Signalization / / Signalization Be Can Funds Transit Capital Transit Administration Mgmt Systems Mgmt
FTA Section 5307 C X X X
State Transit Assistance X X X Low Carbon Transit Operations Program (LCTOP) X X X X X Public Transit Modernization, Improvement, and Service X X X Enhancement Account (PTMISEA) Proposition 1B Security X
AB 2766 Subvention Funds C C X X X X FAP: Prop A 95% of 40% Discretionary X X X X FAP: Prop C 5% Security X
FAP: Prop C 40% Discretionary X X C X
FAP: Measure R Bus Operations X FAP: Clean Fuel Facilities and Rolling Stock X X X TDA Local Return Fund X X X X X X X X X Proposition A Local Return X X X X X X X X X X X X Proposition C Local Return X X X X X X X X X X X X X X Measure R Local Return X X X X X X X X X
Legend: X = Eligible Use; C = Conditional Use
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Five Year Projection of Costs and Revenues
Working with City and PVTA staff, AMMA developed an Excel-based City of Claremont Public Transportation Financial Plan document and tool that tracks actual and projected revenues from the various federal, state and local fund sources, projects capital and operating funding requirements and anticipated revenue sources, maintains a record of Claremont’s vehicle fleet and expected replacement schedule, and records prospective capital projects for further development and inclusion in the plan. The individual tables in this Public Transportation Financial Plan spreadsheet are as follows:
Table 1: Available Fund Balances Lists all federal, state and local transit fund sources and, by year, the actual or projected revenue amount, expenditure or programming of funds, and potential lapsing amounts;
Table 2: Capital Projects Lists planned vehicle purchases and other capital projects showing federal matching amounts and sources of funding;
Table 3: Operating Costs and Funding Lists the projected operating costs for Claremont Dial-a-Ride and Get About services through FY2020-21 and the projected funding sources;
Table 4: Fleet Life Lists all current City of Claremont transit vehicles with their projected useful life and year of replacement. This table feeds into Table 2;
Table 5: Possible Future Capital Projects This table provides a format for listing of possible future capital projects, short description and projected operating and capital costs. Table is designed to be a convenient record of possible projects.
Table 6: Actual Cash Values This table is built from the vehicle data shown in Table 4 and provides an estimated value of the Claremont vehicle fleet for risk management purposes.
This Excel spreadsheet has been provided to City and PVTA staff in a separate communication.
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6. SERVICE IMPROVEMENT STRATEGIES
Assessment Overview
This final chapter presents recommendations in response to this Assessment’s findings, which included:
Central contextual findings include the availability and use of substantial public transit within and around Claremont – 447,000 passenger trips taken in FY 14/15 on a rich network of Metrolink, seven Foothill Transit routes, Access Americans with Disabilities Act paratransit services, the Get About programs and Claremont Dial-a-Ride. Target markets – current and prospective transit users – are older adults, youth and low- income persons without cars, veterans who are not driving and commuters.
Transportation utilization levels are measured by Claremont’s current trips per capita rate, a measure of the use of transit in relation to population, which is currently at 12.8 transit trips per person per year. This is a very solid number for a small, suburban community and provides a baseline against which to measure future, increased use of public transportation, particularly after the Gold Line service is extended to Claremont.
Performance review of the Claremont Dial-a-Ride program shows it to be providing cost-effective service, per passenger trip subsidy costs of $8.91 in the most recent reporting year which is an extremely low trip cost for a demand responsive program. Key performance indicators show very favorable trends, if also some increase in unit costs with the selection of a new taxi contractor. Reduction in no-show rates is significant and reduces waste of vehicle resources. Modest service quality issues exist, echoed in the outreach process, as Claremont Dial-a-Ride taxi and van services strive for reliable service and the best possible on-time performance.
Key outreach findings from an extensive public outreach effort brought back user and agency stakeholder experiences that included: confusion about Dial-a-Ride service area and service policies, including which service to use, experiencing the service at capacity at certain times of day and unable to accept trips, information gaps related to both Claremont Dial-a-Ride and other modes of public transportation, some concerns about wait time and missed trip but also service compliments and a desire for more bus stop enhancements.
Customer review findings supported outreach comments, with an array of public transportation choices and a menu of possible services that is complicated for the customer to navigate. Multiple telephone numbers, paper and website information that present many choices can be complex and confusing for the new user or for a frail, older adult. More detailed findings point to a breadth of strategies by which to improve the customer experience.
Available Funding
In terms of defining possible projects by which to improve Claremont Dial-a-Ride, it is important to review available funding. Chapter 4’s Financial Assessment identified annual funding to the City from fifteen
66 SERVICE ASSESSMENT FOR CLAREMONT DIAL-A-RIDE, 2016 specific federal, state, regional and local fund sources or programs, each with its own expenditure guidelines and restrictions. The allocated funds from eleven of these sources are fairly dependable, although sales tax- based funds did decline during the recession and some sources are potentially subject to adjustment by the METRO Board.
On an annual basis, these transit funding sources will yield a total of about $1,240,000 during the current 2016/17 fiscal year, not including the Local Return revenues from Proposition C and Measure R, which are applied to non-transit projects by City Council policy. As shown in the figures below, projected operating costs for the City’s transit program result in a modest annual fund balance that can be available for vehicle replacement and other transit improvement projects. Similar fund balances can be anticipated in future years depending on normal operating cost increases and vehicle replacement requirements.
In addition to the current transit revenues, however, judicious fund management by the City has generated significant fund reserves. For many of these sources, funds need to be expended on selected transit improvement projects or specifically placed in capital reserves for long-term projects such as the Gold Line extension. Some funds may lapse within this fiscal year, so action needs to be taken in a timely manner.
Table 6-1, Available Public Transportation Funding
FY2016/17 FY2016/17 + Reserves Projected Transit Fund Revenues $1,239,728 $4,268,651 FY2016/17 Projected Operating Costs Claremont Dial-A-Ride $474,000 Get About 390,000 (864,000) (864,000) Available Transit Funding Balance $ 375,728 $3,404,651
Strategic Direction Underlying Transit Investment
Our outreach to community organizations and current transit riders has given us a sensitivity to the obstacles encountered in travel both within the Claremont community and to more distant destinations through regional transit providers such as Foothill Transit and Omnitrans. At the same time, analysis of available transportation options discloses the wealth of services that are available as well as the gaps and difficult interfaces that exist. To guide the City’s investment in transit service improvements and the public’s ability to understand and access these services, two goals are suggested to address the strategic issues identified:
1. Provide high quality public transportation services that fill mobility gaps for Claremont residents; and
2. Improve the user-friendliness of services through enhanced communications and technology.
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Inherent in these goals is our finding that the existing Claremont transit program substantially meets local transportation needs within the city and, consequently, no totally new transit services are proposed. Instead, existing services need to be adjusted to meet changes in local travel needs and to better communicate and facilitate the use of those services.
Recommendations follow, presented in terms of the marketing review and in relation to an overall Program of Projects to strategically improved services and detailed in relation to capital and operating expenditures.
Marketing-Related Recommendations
Recommendations developed from the customer service review were detailed in Chapter 4 in five areas of: branding, user friendliness, passenger information, targeted outreach and promotion and public relations and support both mobility goals articulated above.
Figure 1 -6, Preliminary Claremont Dial-a-Ride Brand Branding recommendations include: 1) establishing a consistent look and logo for Claremont Dial-a-Ride and 2) using vehicles as well as shelters and benches as marketing tools for Claremont Dial-a-Ride.
User friendliness recommendations are a series of actions that will make it easier for customers to understand and use Claremont Dial-a-Ride. These include: 1) immediate registration procedures; 2) smartphone app to request and track a ride; 3) expanded pass sales options; 4) providing expanded service hours for all; 5) consistent service policies; and 6) one number access.
Passenger information recommendations relate to how PVTA and the City of Claremont communicate the Dial-a-Ride transportation program in print, on line and via mobile phone. Specifically, a GoClaremont website is recommended to consolidate all the mobility choices available to Claremont transit users and prospective users. And GoClaremont printed information is recommend for information specific to Claremont, complementing the website information.
Targeted Outreach and Promotion activities are suggested in order to make greatest use of Claremont stakeholders who regularly interact with the various target markets for transit, including senior, youth, low- income persons, veterans and commuters.
Public relations actions are recommended, to present as newsworthy events the development of a new GoClaremont smartphone app, a new website, expansion of Dial-a-Ride service hours and so forth. A new calendar and regular news releases show help to expand community awareness of the City of Claremont activities to promote mobility for its residents, persons coming to Claremont a visitors, students or employees and those commuting from Claremont to elsewhere.
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Capital Project Recommendations
To implement both mobility goals stated above, eight specific capital projects are recommended to the City. These recommended projects are listed in Figure 6-1 with projected capital and annual operating costs and possible funding sources. Additional detail on each recommended project follows. 1. Bus Stop Enhancements There are presently about 39 Foothill Transit stops within the city, ranging from a simple bus stop sign on a post to shelters with benches. The City has identified 25-30 stops that could use enhancements and has secured funding from Caltrans (PTMISEA) and Foothill Transit (Bus Stop Enhancement Program). Under the proposed project, all bus stops within the city would be surveyed to establish their current size, amenities, and significance in terms of transit ridership. Using this information, a program of improvements would be developed to bring selected stops into compliance with ADA accessibility requirements, install shelters at key stops, replace/install benches and trash receptacles, and to install route and schedule information at high traffic stops. Importantly, as a recipient of federal transit assistance, this stop enhancement work will comply with the requirements of Title VI to ensure that improvements are done without bias as to their neighborhood locations and ethnicity of transit riders.
The projected capital costs of this project have been estimated based on City of Claremont estimates and a similar bus stop enhancement project begun by the City of Redondo Beach in 2012 and still under way. This project involves 83 existing and new bus stops with a range of improvements from a simple bus stop sign and bench to an ADA accessible shelter with bench, trash receptacle and transit information. In preliminary estimates, the City has estimated an average cost per bus stop of about $5,000. As a comparison, the City of Redondo Beach has experienced an actual average cost per stop of about $12,000, due to the need for extensive hardscape work in order to comply with ADA accessibility requirements. The capital costs of the Claremont bus stop project have been shown as a range in order to allow for a thorough assessment of existing bus stops and determination of the level of enhancement which the City wishes to implement. 2. Enhanced Vehicle Branding As a component of the recommended full branding of the Claremont Dial-a-Ride, it is further recommended that its most visible assets, the vehicles, be used advertise and present the service. This helps both current and prospective users. Although the Claremont Dial-a-Ride uses taxis as well as dedicated buses, there is value in branding all vehicles as moving bill boards for the service to promote awareness among the community at large and prospective riders. For existing riders, the arrival of a branded vehicle that they recognize assures them that their ride is here. The City and PVTA staff are pursuing potential brand images and the selected version should be used consistently on both owned vehicles and with decals on taxis.
3. One-Stop Transportation Portal for Claremont
A recommended one-stop transportation information portal is central to realizing both the mobility goals of filling mobility gaps and improving user friendliness of the service through enhanced communication and technology. Proposed and described in more detail in the Chapter 4 Marketing Review as GoClaremont, this follows a similar-such portal called GoLA, establishing a single location to show consolidated
69 SERVICE ASSESSMENT FOR CLAREMONT DIAL-A-RIDE, 2016 transportation information and providing access to the wide array of available transportation. A trip- planning tool is an important feature of such a website, critical given the number of transportation choices already available to Claremont residents, commuters and visitors. Google Transit’s trip planners and others will bring back the specific transportation options that can serve an individual’s particular trip needs. This GoClaremont site would include all of the Claremont-centric services of Claremont Dial-a-Ride, Get About and the other PVTA services for which Claremont residents may be eligible. It would also include links to other regional transportation services, such as Metrolink, Foothill Transit and Omnitrans.
With the coming of the Gold Line and the continuing maturation of Los Angeles County’s transportation network, providing Claremont residents with a reliable and comprehensive guide to this network is a critical service to Claremont. Easy information access for current and prospective users alike will do much to encourage use and provide a trusted point of access to the region’s transportation services. 4. Upgraded Print Materials
With branding decisions finalized, it is recommended that print materials be revised to further communicate the brand and to present Claremont Dial-a-Ride information in a more user-friendly manner. A consistent “look” for the print and website information should be designed, building upon the marketing objectives presented in Chapter 4 to ensure that information is presented in a clear, easy-to-access manner that enhances the customer experience at each step. Print materials will include the riders’ guide and informational flyers, possible registration forms and any other printed communication tools the program uses. 5. NEXT Bus Displays at Key Transit Stops/Facilities NEXT Bus – or similar technology – would provide riders at key transit stops and transfer points with visual and auditory announcements of the time or number of minutes until the arrival of the next transit vehicle on a certain route. Such displays directly address transit riders’ desire to know when their bus will arrive and provide an assurance regarding the reliability of the transit service. Literature has shown that transit users are much more comfortable and willing to wait when they know how long a wait is anticipated.
Foothill Transit is presently working on implementing such information technology within its system and the City could piggyback to add displays at key points within the City. Between two to three such signs are recommended, at the Metrolink station and either in South Claremont adjacent to the Indian Hill shopping or along Foothill Blvd. and Indian Hill where there are significant Foothill Transit boardings.
6. Transit App
With the advent of smart phone applications that enable easy trip reservation and payment for demand response services via Uber and Lyft, the City of Claremont is advised to explore the appropriate use of such technology in relation to its Claremont Dial-a-Ride program. With a focus on customer service, and in recognition of the increased use of smart phones by older adults as well as most of the rest of the population, this Assessment recommends that the City actively explore opportunities to bring such technology to the trip reservation and trip payment transactions of its Dial-a-Ride program. A phased implementation of a smart phone transit app for the Claremont Dial-a-Ride program may be appropriate, starting perhaps with a PayPal-type payment option form the smart phone and moving towards more 70 SERVICE ASSESSMENT FOR CLAREMONT DIAL-A-RIDE, 2016 seamless trip reservation and trip payment methods.
7. Transit Security
As noted in Section 5, Financial Assessment, the City of Claremont receives relatively small amounts of annual funding that must be expended on security activities and improvements. In the past, these funds were expended on transit security services in and around the Claremont Depot. Public interest has been expressed to make bathroom facilities available once again to the public at the Depot, which would necessitate resumption of the security services in that area. Other security improvements that could be considered might include lighting and security cameras at high-volume bus stops within the city and improvements in the Depot area for the Gold Line extension. 8. Gold Line Station Improvements
Over and above the construction of the Gold Line track systems, station platforms and basic infrastructure which will be the responsibility of the Gold Line Extension Authority, the City may wish to fund other improvements related to the Gold Line service such as modifications to the Claremont Depot to handle increased passenger traffic, improved pedestrian, non-motorized, and auto access to the station area, signage and information systems, and more. A number of the funding sources presently received by the City could be used to carry out such projects, the challenge being to the City to define prospective Gold Line- related projects and estimated budgets in order to begin reserving available funds against these near-future projects.
As there have been no specific projects yet identified, the Capital Projects table shows both capital and operating costs for Gold Line Station Improvements as “tbd” – to be determined – however, it is expected that such projects could easily cost much more than the City could set aside in the time available.
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Figure 6-1: Capital Project Recommendations
Possible Cost Order of Project Name Short Description Annual Possible Fund Sources Notes Capital Priority Operating Project may improve accessibility of bus City is presently stops, updated design and provision of Prop 1B PTMISEA working on this and Bus Stop stop amenities such as shelters, $360,000 NA TDA Local Return Funds may pursue a 1 Enhancements benches, trash receptacles, and route Prop A Local Return design/build information. implementation Prop 1B PTMISEA Enhanced Vehicle New Claremont logo/color scheme for $10,000 NA TDA Local Return Funds 2 Branding all City transit vehicles Prop A Local Return A consolidated transportation A GoClaremont Prop 1B PTMISEA One-Stop information web portal, with a trip information portal AB2766 Subvention Funds Transportation Portal planner and Claremont Dial-a-Ride and $65,000 $1,500 can help to 3 TDA Local Return Funds for Claremont PVTA service information and with links promote the Prop A Local Return other services coming Gold Line Upgraded Print Development and production of new TDA Local Return Funds n/a $10,000 4 Materials passenger guide and collateral materials Prop A Local Return Project would install displays at key Projected cost for NEXT Bus Displays at Prop 1B PTMISEA transit stops and facilities that would NEXTBus displays at key transit $20,000 $4,000 TDA Local Return Funds 5 provide time until arrival of next bus at 2 locations within stops/facilities Prop A Local Return that stop/facility. city. Prop 1B PTMISEA This may evolve as Development, implementation and AB2766 Subvention Funds a phased activity, Transit App $50,000 TBC 6 ongoing support of smart-phone app TDA Local Return Funds starting as a PayPal Prop A Local Return option. Prop 1B Security Possible resumption of transit security FAP Prop C 5% Security Transit Security tbd $7,000 7 services at the Claremont Depot. TDA Local Return Funds Prop A Local Return FTA Section 5307 Establishing a State Transit Assistance formal reserve will As yet undefined. Improvements could Prop 1B PTMISEA both ensure that no Gold Line Station include modification of existing tbd tbd FAP Prop A 95% of 5% funds lapse and 8 Improvements Claremont Station for use as Gold Line Discretionary that Claremont has station. TDA Local Return Funds available funds Prop A Local Return when needed.
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Administrative and Operational Recommendations
In addition to the capital projects recommended above, our analysis of the Claremont Dial-a-Ride has identified a limited number of administrative and operational changes that would improve the rider experience, simplify the use of Claremont’s transit services, or meet presently unsatisfied travel needs. These recommended changes are listed in Figure 6-2 and discussed below. 1. Create Single Phone Number Experience Individuals new to Claremont Dial-a-Ride presently must telephone one number to register to use the service and another, once they have completed their registration, to request a ride. This process is unnecessarily cumbersome and should be replaced with a single phone number with automated routing options. Additionally, the registration process should be streamlined to allow on-phone registration of a new rider and then the capability to transfer the caller to the Dial-a-Ride reservation function to request their ride.
This improvement may require specialized software and technology to allow the presentation of menu options to the caller and to effect “hot” transfers of calls to the appropriate service provider or administrative function. An estimate of $35,000 has been made of the possible capital equipment/technology needed for this improvement and a continuing operating cost of $5,000 per year. 2. Consider Extending Dial-a-Ride Service Hours and Days for General Public Presently, general public riders over the age of 16 may ride Monday through Friday from 6:00a.m. to 7:00 p.m. and on Saturday from 7:00 a.m. to 6:00 p.m. Seniors, disabled individuals and children under age 16, however, may use the Dial-a-Ride 24 hours a day, seven days a week.
It is recommended that the service hours and days for general public riders be extended to satisfy travel needs expressed during project outreach efforts and would also simplify Dial-a-Ride policies and reservation practices. The recommended changes are as follows:
Weekdays, Monday through Friday: Extend general public service hours from 7:00pm to 10:00pm.
Saturdays: Extend general public services hours to begin an hour earlier at 6:00am and to 10:00pm rather than ending at 6:00pm as presently.
Sundays: Allow general public use from 6:00am to 6:00pm. Currently there is no general public service on Sundays.
On a weekly basis, this proposal would add 32 hours of service during which general public riders could use the Dial-a-Ride services when they cannot presently. If we assume that this would result in an added 3 passengers per vehicle revenue hour – which is one-third the current productivity on the taxi services – this expansion of service would result in increased ridership of 96 passengers per week. Based on an average cost of $9.00 per taxi trip, this proposal could cost up to $45,000 annually.
73 SERVICE ASSESSMENT FOR CLAREMONT DIAL-A-RIDE, 2016
3. Extend Dial-A-Ride Service Area to Specific Major Destinations As stated in the Claremont Dial-a-Ride brochure: “Claremont Dial-a-Ride operates within the boundaries of Claremont. Travel is also available to medical facilities in the Pomona Valley Medical Center area, Casa Colina and surrounding facilities, the Pomona Courthouse, the Social Security Office as well as the Montclair Plaza and Montclair Transcenter.”
It is recommended that Dial-a-Ride service be extended specific facilities and major destination in response to public input received during the project. In some cases such as with medical offices, the service area extension might describe a satellite area encompassing a number of buildings rather than a single address or facility.
Estimation of the potential cost of this proposal is difficult since specific destinations have not been identified and ridership is consequently unknown. However, if we estimate that extension of Dial-a-Ride service to a limited number of specific destinations would increase annual system mileage by 10 percent, this would result in an increase of about 7,413 miles per year. At the present operating cost of $5.30 per mile, the proposed service extension could cost about $39,289 annually, or about $40,000.
74 SERVICE ASSESSMENT FOR CLAREMONT DIAL-A-RIDE, 2016
Figure 6-2: Administrative/Operational Recommendations
Possible Projected Cost Order of Project Name Short Description Possible Fund Sources Notes Priority Capital Operating
Capital/Tech:
- Prop 1B PTMISEA
A single phone number would be - FAP Prop C 40% created for all Claremont Transit 1 Single Call Number $40,000 $5,000 - TDA Local Return functions, from rider registration through trip reservations. Operating:
- TDA Local Return
- Prop A Local Return
Dial-A-Ride service hours would be Operating: Extend General Public Dial- extended on weekdays and 2 N/A NTE $45,000 - TDA Local Return A-Ride Hours & Days Saturdays and Sunday service reinstituted for general public riders - Prop A Local Return
To meet expressed trip needs, Operating: Extend Service Area to specific destinations or satellite 3 N/a NTE $40,000 - TDA Local Return Specific Major Destinations areas would be designated for extended Dial-A-Ride service - Prop A Local Return
75 SERVICE ASSESSMENT FOR CLAREMONT DIAL-A-RIDE, 2016
76 225 Second Street Claremont Traffic and Transportation Claremont, CA 91711 Commission Agenda Report
File #: 1933 Item No: 3.
TO: TRAFFIC AND TRANSPORTATION COMMISSION
FROM: LORETTA MUSTAFA, CITY ENGINEER
DATE: MAY 25, 2017
Reviewed by: Finance Director: N/A
SUBJECT:
BUS STOP SHELTER CONCEPTUAL DESIGN
SUMMARY
There are approximately 80 Foothill Transit bus stops in the City; each stop has varying degrees of amenities, including: benches, trash receptacles, and/or shelters. The City has secured Proposition 1B funding, the Public Transportation Modernization, Improvement, and Service Enhancement Account (PTMISEA), as well as funding from the Foothill Bus Stop Enhancement Program (BSEP) to enhance bus stops within the City of Claremont. The City’s Bus Stop Enhancement Program will improve approximately 30 frequently used bus stops in the City. The Enhancement Program will provide an appropriate level of new amenities at each stop.
Currently, the City does not have a standard bus stop shelter design. Because there is no design standard, there are two types of shelters throughout the City at very limited locations. As part of this program, a standard bus stop design will be developed and used for all bus stop shelters moving forward. Prior to the release of the Request for Proposals (RFP) for the City’s Bus Stop Enhancement Program, staff is requesting direction on specification language that will guide the development of a final design for City bus stop shelters. The RFP will include conceptual design recommendations for the development of the final design standard. The successful bidder will be responsible for finalizing the bus stop design for final consideration and approval by the Traffic and Transportation Commission, Community and Human Services Commission, Architectural Commission, and City Council. Included in this report are conceptual standards that will be included in an RFP to create a standard shelter design for the City.
RECOMMENDATION
Staff recommends that the Traffic and Transportation Commission recommends the following concepts to be included in the specification language for the development of the final design concept:
CLAREMONT Page 1 of 4 Printed on 5/18/2017 powered by Legistar™ A. A two or four post metal structure, with lighting, and a dome or pitched roof; B. With the capability to incorporate signage; and C. If necessary, include new design for benches and trash receptacles.
In addition to the staff recommendations; there are the following alternatives:
A. Choose an alternate structure, material, or roof type. B. Not recommend the ability to incorporate signage. C. Not recommend lighting. D. Refer back to staff for additional information.
FINANCIAL REVIEW
The estimated cost for the Bus Stop Enhancement Program is unknown until a final design is approved. However, the City has secured $113,525 in PTMISEA funds and $35,000 in BSEP funds, for a combined total of $148,525 for the project. Any additional funding required for the program will be secured through reserved Federal Transportation Authority (FTA) 5307 funds. The City has approximately $900,000 in reserve FTA 5307 funds. The City typically uses FTA 5307 funds for vehicle replacements; however, the City reserved Transit Development Act (TDA) and State Transit Assistant (STA) funds for vehicle replacements that are scheduled in FY 2018, leaving the full amount of reserve FTA 5307 funds available for this project.
The staff cost to prepare this report and administer the design process is estimated at $2,619 and is included in the operating budget of the Community Services Department.
ANALYSIS
Background
Foothill Transit owns and operates the bus system in the City. There are approximately 80 bus stops throughout the City, each with different amenities, including: benches, trash receptacles, and/or shelters. Foothill Transit determines bus routes and bus stop locations. Foothill Transit is solely responsible for the bus stop pole and sign indicating which bus route the bus stop services. An example is included as Attachment A. Any other amenities at the bus stop are the City’s responsibility to purchase, install, and maintain.
Foothill Transit provided staff with a list of the most frequently used bus stops within the City. Using this list, staff inspected each location to determine which amenities currently exist at each stop, including: benches, trash receptacles, and/or shelters. During the inspection, staff determined which locations have ample space for enhancements. Using this information staff developed an initial list of recommended enhancement locations for this project. Foothill Transit is currently going through a process of changing routes, the route change could affect the initial list of recommended locations. The list of recommended locations will be revised based on any changes made by Foothill Transit and will be brought back to the Traffic and Transportation Commission for review and approval with the final shelter designs.
Bus Stop Enhancement Program
The City does not have a standard design for bus shelters. The purpose of a standard design for bus shelters is to streamline the installation of bus shelters in the future. Currently, the City’s standard bus stop bench and trash receptacle, which are found at several bus stops throughout the CLAREMONT Page 2 of 4 Printed on 5/18/2017 powered by Legistar™ bus stop bench and trash receptacle, which are found at several bus stops throughout the community, are consistent with those found in the Village. This is for ease of maintenance and replacement. However, these standard items may not match the new shelter design. The goal of this process is to develop a standard bus stop shelter design, and if necessary, a standard bench and trash receptacle design that complements the shelter. Moving forward, the standard design will be implemented as new bus stops are installed.
Two shelter types can be found in the community. These shelters are both large four pillar structures that cost upwards of $40,000 per shelter (Attachment B). With the use of federal, state, and local transit funds for this project, the City is bound by any requirements under the Americans with Disabilities Act (ADA). Any new construction around a public transit facility, including bus shelters, is required to be ADA accessible once construction is complete. Given this ADA requirement, the majority of the community’s high-use bus stops, which could potentially receive a shelter, do not have available space to support a shelter the size of those that already exist and meet the requirements of ADA accessibility. Given the size constraints and cost of these shelters, it is not feasible to install them throughout the City. Therefore, it is recommend that a new design be developed that would meet both the aesthetic needs of the City as well as fit within the space available at an affordable cost.
Design Concepts
Bus shelters vary in different size, material, and design. Shelters can be artistic or simple, with varying options in roofing, side panels, seating, lighting, and signage. Based on the design concepts in Attachment C, staff is seeking direction on specification language to be included in the RFP that will provide direction to the successful contractor to develop the final design proposals. These specification concepts will also be brought forward to the Community and Human Services Commission. Following the Commission meetings, an RFP will be released with the combined recommendation for conceptual designs.
Staff is seeking direction on the following shelter design concepts. Examples of each concept can be found in Attachment C:
1. Structure type a. Enclosed b. Two post c. Four post 2. Structure material a. Metal b. Powder coated steal c. Aluminum 3. Roof type a. Dome: rounded b. Flat c. Pitched: at an angle d. Cantilever: attached at one end extending out 4. Signage a. With signage capabilities b. Without signage capabilities 5. Lighting a. With lighting capabilities
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Prior to construction, final designs will be brought forward through the following Commissions for review and approval: Architectural Commission; Traffic and Transportation Commission; and Community and Human Services Commission. Following Commission approval, staff will present recommendations to the City Council for consideration and final approval.
CEQA REVIEW
In accordance with the California Environmental Quality Act (CEQA), this item is statutorily exempt pursuant to CEQA Guidelines section 15262 which states “[a] project involving only feasibility or planning studies for possible future actions which the agency, board, or commission has not approved, adopted or funded does not require the preparation of an EIR or negative declaration but does require consideration of environmental factors. The discussion of the design plans will not have an impact of the environment. In addition, the installation of the bus shelters will be categorically exempt from CEQA pursuant to ICEQA Guidelines section 15301. This Class 1 exemption allows for minor alterations of existing uses with little or no expansion. The bus stops currently exist and, as such, the installation of bus shelters will be minor alterations of the existing uses. None of the exceptions to the categorical exemptions set forth in State CEQA Guideline section 15300.2 applies to the proposed project because the proposed project: (1) is not located in a uniquely sensitive environment, (2) is not located within a highway officially designated as a state scenic highway, (3) is not located on a hazardous waste site, (4) would not have a cumulative impact, (5) would not have a significant substantial adverse change in the significance of a historical resource. Therefore, no further environmental review is required.
PUBLIC NOTICE PROCESS
This item has been noticed through the regular agenda notification process. Copies are available at the City Hall public counter, the Youth Activity Center, the Alexander Hughes Community Center, the Claremont Public Library, and the City website.
Submitted by: Prepared by:
Roger Bradley Cari Dillman Community Services Director Management Analyst
Attachments: A - Foothill Transit Bus Stop Pole B - Claremont’s Current Bus Shelters C - Design Concepts
CLAREMONT Page 4 of 4 Printed on 5/18/2017 powered by Legistar™ Attachment A Attachment B
First Street at Metrolink Parking Lot First Street at Claremont Depot Attachment C
8’ L x 8’ H Structure type: Two post Structure material: metal A Roof type: Pitched Signage: not feasible Lighting: compatible
7’ L x 6.5’ W x 8’ H Structure Type: Two post B Structure Material: Powered coated steal Roof Type: Dome, Cantiveler Signage: not feasible Lighting: not feasible
5’ W x 10’ L Structure Type: Enclosed Structure material: Aluminum Roof type: Flat C Signage: compatible Lighting: compatible Trash receptacle: not included 9 L x 5 W Shade Structure Structure Type: Four post Structure Material: Metal Roof Type: Dome D Signage Lighting
13’ L x 6’ W x 9’ H E Structure type: Two post Structure Material: steel Roof Type: Pitched, Canitveler Lighting
225 Second Street Claremont Traffic and Transportation Claremont, CA 91711 Commission Agenda Report
File #: 1936 Item No: 4.
TO: TRAFFIC AND TRANSPORTATION COMMISSION
FROM: LORETTA MUSTAFA, CITY ENGINEER
DATE: MAY 25, 2017 Reviewed by: Finance Director: N/A
SUBJECT:
METROLINK RAILROAD GATE OPERATIONS
SUMMARY
Over the past several years, staff has received a number of complaints regarding the operation of the Metrolink gates at the Indian Hill Boulevard and College Avenue crossings. The main concern is related to the gate activation, as there are times when the lights and bells activate and the gates go down, only to be followed by the gates going up, and then lowering again just a short time after they are raised (so that the train can cross the tracks).
City staff has continuously been in contact with Metrolink staff regarding this concern, and has consistently received a response indicating that the gate raising and lowering is not due to a gate malfunction. In actuality, the gate operation involving the lowering/raising/lowering sequence is intended as a means of reducing the amount of traffic queues waiting at the downed gates. A recent meeting was held with representatives from Metrolink to discuss this matter, and identify potential solutions to the concerns regarding the raising and lowering of the gates.
This report is provided as an update to the Traffic and Transportation Commission (TTC) on the status of the Metrolink gate operations, and to inform the TTC that staff will continue to monitor the gate functions, and dialog with Metrolink on future changes as needed.
RECOMMENDATION
Staff recommends that the Traffic and Transportation Commission review the information provided, and receive and file the staff report.
ALTERNATIVES TO RECOMMENDATION
In addition to the recommendation, there is the following alternative:
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FINANCIAL REVIEW
The staff cost to prepare this report is estimated at $748 and is included in the operating budget of the Community Development Department.
ANALYSIS
The Metrolink gate operation at both the Indian Hill Boulevard and College Avenue crossings has been an ongoing concern, particularly with respect to situations which occur when gates begin to lower as drivers are crossing the tracks. Comments regarding the apparent erratic operation of the gates have been received from residents and commuters. In addition, this issue has been raised by members of the Traffic and Transportation Commission.
Over the past several years, numerous contacts and discussions have been held between Metrolink and City staff to address the reasoning behind the gates raising and lowering, and the possible solutions to the impacts caused by this operation. Most recently, a meeting was conducted with Metrolink representatives, including Metrolink staff from signal maintenance, signal and communications systems, technical services, and the electrical contractor. Details on this meeting are provided further on in this staff report.
The gate operations at Indian Hill Boulevard and College Avenue are dependent on a number of factors, including the length of time that the train remains in the station, the length of the train itself, and the movement sensors in the track. Below is a summary of the various scenarios for the eastbound and westbound trains that have caused concern, and an explanation on the cause of the gates to initially go down, then go up to allow cars to cross, and then go down again as the train approaches.
Gate Operation Concerns - Indian Hill Boulevard and College Avenue crossings
Westbound Trains
1. As westbound trains approach the station, the gates at Indian Hill Boulevard and College Avenue both go down.
a. Depending on the length of the train, the gates will remain down at College Avenue while the train is in the station, or will go back up when the train is in the station. This is dependent on the distance between the back of the last train car and the College Avenue intersection.
b. Gates remain down at Indian Hill Boulevard while the train is in the station. A motion detector is incorporated into the electrical circuits to recognize that the train has stopped. A timer then measures the length of time that the train is stopped at the station. This timer is usually set for one-minute, as this is the typical dwell time at the station (the setting of the timer has since been revised, as noted in further detail later in this report). If the train remains in the station longer than one minute, the gates at the crossings are designed to recover (raise), unless a train is approaching from the opposite direction. Metrolink has indicated that the gates raise up after one-minute so that the gates at the crossing are not down for an extended period of time, and do not
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Therefore, in cases where the train exceeds the one-minute time period (large groups getting on/off the train, passengers needing assistance, etc.), the gates go up at the crossings while the train is in the station. Once the train begins to move (as sensed by the detector), the gates will then go down again at the Indian Hill crossing to allow for the train to cross. The amount of time that the gates are raised depends on the amount of time that the train stop exceeds the one-minute timer.
c. If the gates at College Avenue have remained down while the train is in the station, then they will raise as the westbound train approaches Indian Hill Boulevard.
d. The gates at the Indian Hill Boulevard crossing will go back up after the train has cleared the tracks.
Eastbound Trains
2. As eastbound trains approach the station, the gates at both Indian Hill Boulevard and College Avenue will go down.
a. The gates at Indian Hill will raise once the train passes the intersection.
b. The gates remain down at College Avenue while the train is in the station.
c. If the time that the eastbound train remains stopped at the station exceeds the amount of time on the station timer, the gates will raise at College Avenue. As the train begins to move towards College Avenue, the gates will once again be lowered.
Recent Meeting with Metrolink staff
As previously noted, City staff and Metrolink representatives recently met to discuss Claremont’s concern with the gate operations. At the meeting, several questions were raised regarding a variety of issues. Following is a list of some of the questions asked by City staff, and the responses from Metrolink.
1. Why do the gates have to be in the down position at Indian Hill Boulevard for a westbound train during the time that the train is stopped at the station?
Metrolink Response:
Metrolink’s electrical circuitry does not have the ability to determine whether or not the approaching trains are stopping at the station, or are “express trains” that continue through the station without stopping. Also, the engineer in the train does not have a signal device that controls the gate operation in this manner. Therefore, the gates need to come down at Indian Hill Boulevard in preparation for potential express trains.
Similarly, this is why the gates will go down at College Avenue for eastbound trains that are stopped at the station.
2. Why do the gates remain down at College Avenue once the westbound train has passed and
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Metrolink Response:
There are cases where the westbound train is stopped at the station, and the gates remain down at College Avenue. The gate down time at College Avenue is based on the length of the train, and the distance from the back of the train to the College Avenue intersection. For trains that are longer, the back of the train extends to a point that is too close to the intersection, and the gates are then triggered to remain down.
3. Why is the timer set at one-minute, which appears to be too short of a time period, and results in the issue of gates going up and down at a crossing? Can additional time be added?
Metrolink response:
The timer has been set at various times, and was set at a 90-second setting for a period of time. However, with this 90-second setting, Metrolink was receiving numerous complaints from drivers indicating that the gates were down for too long, and the traffic was backing up significantly, with extended wait times at the tracks. Metrolink indicated that they are very concerned with potential safety issues associated with these longer wait periods, as driver frustration often results in unsafe behaviors, with cases where drivers go around the gates and cross the tracks. Pedestrians and bicyclists may also make unsafe decisions and go around the gates to avoid the extended wait time.
In response to this explanation, City staff brought up concerns with the resulting down/up/down activity at the gates, and the safety issues involved with this operation. More specifically, staff has received complaints that drivers have barely cleared the tracks before the gates have completely lowered. There have been cases where the gates have physically come down on the top of the car (however, it should be noted that, in order for the gate to come down on a car, it is likely that the driver entered the crossing as the gates were descending).
Further conversation at the meeting resulted in the decision to increase the station timer from 60 seconds to 80 seconds, to decrease the chance of the gates lowering, and then raising and lowering again. This change was made approximately four weeks ago, and staff has been monitoring the gate operations. Staff has since noted to Metrolink that the situation has improved; however, there continue to be instances of the gates raising and lowering. City staff and Metrolink will continue to work together to determine the best amount of time for the station timer to ensure that the gate operations are acceptable to both parties.
4. Concerned residents have noted that there are times when the gates are up, and the train can be seen approaching the intersection while the gates are up. Please explain this situation.
Metrolink response:
As noted, there are times when the gates are up and then start to lower as the train approaches the intersection. Metrolink indicated that the gate operations are based on timers and detection devices related to the train movement. The engineer in the train does not have the ability to control the gate operations.
Metrolink also cited the following Federal General Code of Operating Rules (GCOR), which CLAREMONT Page 4 of 6 Printed on 5/18/2017 powered by Legistar™ Metrolink also cited the following Federal General Code of Operating Rules (GCOR), which are the railroad operating rules that cover employee responsibilities, signaling equipment, procedures for safe train movement, dealing with accidents and other topics that directly and indirectly affect railroad safety. More specifically, Section 6.32.2 addresses the movement of a train with respect to the at-grade crossings, as follows:
6.32.2 Automatic Warning Devices
Under any of the following conditions, a movement must not foul a crossing equipped with automatic warning devices until the device has been operating long enough to provide warning and the crossing gates, if equipped, are fully lowered:
§ Movement has stopped within 3,000 feet of the crossing. § Movement is within 3,000 feet of the crossing and speed has increased by more than 5 MPH. § Movement is closely following another movement. § Movement is on other than the main track or siding. or § Movement enters a main track or siding within 3,000 feet of the crossing.
Employees must observe all automatic warning devices and report any that are malfunctioning to the train dispatcher or proper authority by the first available means of communication. Notify all affected trains as soon as possible.
Staff requested further explanation to the above-cited section, as the language regarding the referenced distances and speeds did not clearly explain the correlation between the train movements and the gate activation. Metrolink clarified the meaning of the above Section language by stating that the locomotive engineer is required to verify that the gates are down before entering the crossing. This does not mean that they cannot be moving toward the crossing, but only that they cannot move past the shoulder of the roadway until the gates are down.
The above questions were the primary topics of concern discussed most recently with Metrolink. These questions, however, do not provide a full representation of all issues of concern; rather, the meeting was to address the most pressing topic as it related to the gate activations. Staff and Metrolink will continue to meet on a regular basis to ensure that current and future areas of concern are addressed. With respect to the gate operation, staff will also continue to work with Metrolink on the appropriate allotment of time for the station timer.
CEQA REVIEW
The update to the Traffic and Transportation Commission on the Metrolink gate operations does not commit to any specific project; as such, this item is not a CEQA project. The update will not have a significant effect on the environment because the action will not result in or lead to a physical change in Claremont. Therefore, no additional environmental review is needed at this time.
PUBLIC NOTICE PROCESS
This item has been noticed through the regular agenda notification process. Copies are available at the City Hall public counter, the Youth Activity Center, the Alexander Hughes Community Center, the CLAREMONT Page 5 of 6 Printed on 5/18/2017 powered by Legistar™ the City Hall public counter, the Youth Activity Center, the Alexander Hughes Community Center, the City website, and the Claremont Public Library.
Submitted by:
Loretta Mustafa City Engineer
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