YOLO-LRTP-Final-10-2

Sacramento Council of Governments Yolo County Transit District Long-Range Transit Plan: FY 2009-10 to FY 2018-19

Presented by:

5840 Red Bug Lake Road Suite 165 Winter Springs, FL 32708 Phone: (407) 977-4500 Fax: (407) 977-7333 [email protected] Final Report 2036 Nevada City Hwy, #200 Grass Valley, CA 95945 October 2009 Phone: (530) 271-0177 Fax: (530) 271-0626 [email protected]!

NSIT RESOURCE CENTE

TABLE OF CONTENTS

Executive Summary ...... ES-1 Chapter 1: Introduction...... 1-1 Long Range Transit Plan Objective...... 1-1 Historic Perspective...... 1-1 Report Organization ...... 1-3 Chapter 2: Transit Needs...... 2-1 Community Trends ...... 2-1 Population and Employment Trends ...... 2-2 Yolobus Ridership Trends ...... 2-8 Changes in Senior and Disabled Demographics...... 2-12 Annual Unmet Transit Needs Hearings ...... 2-14 Chapter 3: Transit Service and Plan...... 3-1 Service Improvement by Year ...... 3-7 Summary by Community ...... 3-9 Currently Planned Capital Improvements...... 3-12 Chapter 4: Financial Plan ...... 4-1 Introduction and Assumptions ...... 4-1 Operating Costs...... 4-2 Operating and Capital Revenues ...... 4-8 Capital Expenditures ...... 4-10 Financial Plan Summary...... 4-16

List of Figures 2-1. SACOG Population and Employment Projections...... 2-2 2-2. Yolo County Population Growth: 2005-2018 by TAZ ...... 2-3 2-3. Yolo County Employment Change: 2005-2018 by TAZ ...... 2-4 2-4. Daily Person Trips Growth from Davis: 2005-18 ...... 2-5 2-5. Daily Person Trips Growth within West Sacramento: 2005-18 ...... 2-7 2-6. Daily Person Trips Growth from Woodland: 2005-18...... 2-8 2-7. SACOG Projection of Transit Trips ...... 2-9 2-8. Yolobus Ridership Trends ...... 2-10 2-9. Yolobus Fixed Routes and Ridership ...... 2-11 2-10 Department of Finance Projections by Age for Yolo County ...... 2-14 3-1. Yolobus Revenue Hours: 2009-10 ...... 3-1 3-2. Route 42 Intercity Service Map ...... 3-3 3-3. West Sacramento Route Map ...... 3-4 3-4. Woodland Route Map...... 3-5 3-5. Davis Express Route Map...... 3-6 3-6. Summary of Incremental Fixed Route Revenue Hours and Buses... 3-10 3-7. Future Route Network for West Sacramento ...... 3-11 4-1A Yolobus Changes in Service Supply: FY 2009/10 - FY 2013/14 ..... 4-4 4-1B Yolobus Changes in Service Supply: FY 2014/15 – FY 2018/19... 4-5 4-2A Projected Operating Revenue and Operating Costs: FY 2009/10 – FY 2013/14 ...... 4-6

4-2B Projected Operating Revenue and Operating Cost: FY 2014/15 – FY 2018/2019 ...... 4-7 4-3. Yolobus Fares ...... 4-8 4-4. Yolobus Fleet Plan ...... 4-11 4-5A Capital Expenses and Revenue: FY 2009/10 - FY 2013/14 ...... 4-14 4-5B Capital Expenses and Revenue L FY 2014/15 – FY 2018/19 ...... 4-15

Yolo County Transit District Executive Summary Long-Range Transit Plan Final October 2009

Executive Summary

Long Range Transit Plan Objectives

A Short-Range Transit Plan for YCTD was completed in August 2006 with five year forecasts that anticipated considerable improvements in transit service. In March 2008, Sacramento Area Council of Governments (SACOG) adopted the Metropolitan Transportation Plan (MTP) 2035. As succinctly summarized in the MTP:

“The Metropolitan Transportation Plan 2035 links land use and transportation planning with $42 billion in transportation investments in the six county Sacramento Region over the next 28 years.”

The MTP provides a framework for significant increases in travel by transit. Region wide, total transit trips are expected to increase from 101,000 per day in 2005 to 326,000 per day in 2035. Annual growth in transit trips over the planning period is 4% per year, more than twice the rate of population change. The primary objective of the Long-Range Transit Plan is to update the Short-Range Transit Plan, providing a ten- year plan to FY 2018-19, the mid-point of the Metropolitan Transportation Plan 2035. The Long-Range Transit Plan is meant to expand the planning horizon to FY 2018-19 by:

! Updating the Short Range Transit Plan by expanding the planning horizon from FY 2012-13 to FY 2018-19.

! Documenting transit needs by incorporating SACOG 2018 model results.

! Providing service plan and fare recommendations.

! Planning for facility development.

! Establishing a detailed operating and capital financial plan.

Services Provided

The Yolo County Transportation District administers Yolobus, which operates local and intercity bus service 365 days a year in Yolo County and neighboring areas. Yolobus consists of 22 fixed routes and provides local, intercity, express/commute and rural service throughout Yolo County. Outside of Yolo County, Yolobus provides service to downtown Sacramento, the Sacramento International Airport and Vacaville. Local service is provided in Woodland and West Sacramento, and is supported by the intercity Route 42 which provides an hourly loop between Davis, Woodland, West Sacramento, and downtown Sacramento. It operates in both directions and provides the only public

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bus service to Sacramento International Airport, serving it from both Sacramento and Woodland. Time transfers to Woodland local service are available at the County Fair Mall. Express service operates on the freeway between cities during commute periods with a premium fare, and commute service also operates only during peak periods, but links closer communities, usually without operating on the freeways.

Yolobus makes connections with other local public transportation systems, including Unitrans and Fairfield-Suisun Transit in Davis, Vacaville City Coach in Vacaville, as well as Capitol Corridor trains to Fairfield and the Bay Area, and Regional Transit and Light Rail in Sacramento. It is possible to make direct connections to other regional operators that serve downtown Sacramento, such as Yuba-Sutter or El Dorado Transit.

Most of the 48 fixed-route buses use CNG, which is considered one of the lowest emission buses available in the transit industry. YCTD has ordered several 45-foot intercity coaches with 57 seats, and these are not available with CNG.

YCTD is responsible for general administration, service and policy planning, contract oversight, service monitoring and evaluation, preparation of annual operating and capital budgets, provision of the fixed route and paratransit fleet, and service marketing. The contract operator is responsible for the hiring, training and supervision of all operations, maintenance, and road supervisory staff, the operation, fueling, and maintenance of service vehicles, the booking and dispatching of all Yolobus Special (Paratransit) trip requests, client registration, and the preparation of management reports.

During FY 2009-10, YCTD will operate 122,895 vehicle revenue hours of service, including 106,654 hours of Yolobus service and 16,241 hours of Paratransit.

Market Penetration

Transit ridership has grown rapidly on the local fixed route service. The 1.81 million riders in FY 2008-09 represented a 22% increase over the previous year. Annual Paratransit ridership is modest at approximately 18,200 trips, an increase of 1,600 from the previous year. Total annual transit trips per capita increased from 6.8 to 9.1 during the past five years. When Davis Unitrans ridership is added (Davis undergraduate students ride Unitrans for free – supporting the system with their registration fees), YCTD and Unitrans together account for approximately 24 annual trips per capita for the County population.

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Population and Employment Growth

Yolo County, which has four cities and a large unincorporated primarily agricultural area, had a population of 168,000 according to the 2000 Census, which represented a growth of 19% compared to 1990. The 2009 population is estimated at approximately 200,000 persons according to the California Department of Finance, of whom 65,000 live in Davis, 54,000 reside in Woodland, and 47,000 live in West Sacramento. Winters, the fourth city, has about 7,000 residents.

While West Sacramento is adjacent to and across the river from the City of Sacramento, the other cities are geographically separate and distinct, surrounded by agricultural land. In terms of transportation access, Davis and West Sacramento are connected to the region via I-80 while I-5 connects Woodland to the Sacramento Metropolitan Airport and the City of Sacramento. Route 113 links Davis and Woodland.

Median income in the County was below the regional average, particularly in West Sacramento, which had a median household income of $31,700 in 1990 compared to the County average of $40,770 and the Sacramento County average of $43,816. The West Sacramento proportion of families below the poverty level, at 17%, was almost double the County proportion of 9%. YCTD ridership reflects both the significant low income and large student populations, two demographic groups that have higher transit ridership patterns than the general population.

SACOG projections show Yolo County growing 27% from 2005 to 2018, although the County is approaching the 2013 forecast of 204,132 people in 2009. West Sacramento is expected to grow the most rapidly, 50% between 2005 and 2018, compared to 24% for Woodland and 14% for Davis.

According to SACOG projections, the greatest growth in person trips will be internal trips within Davis, Woodland, and West Sacramento. Beyond that the largest increase in travel will be between West Sacramento and downtown Sacramento, North Natomas, and other nearby Sacramento districts.

Yolobus Plan Recommendations

The key recommendations of this 10-year transit plan include development of new commute routes serving developing areas of West Sacramento, expanded service to the Cache Creek Casino, reducing headways to 30 minutes on the Route 42 Intercity service, and additional commute trips linking downtown Sacramento with each of the communities. One new local route is also proposed for a developing area on the fringe of Woodland. An additional 500 hours of Paratransit service are proposed for each year of the planning period, boosting the current 16,241 annual hours of service to 20,741 by FY 2018-19.

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The financial analysis indicates that implementing all of these enhancements in the year indicated would only be feasible with a new source of revenue or high rate of growth in sales tax. These include the following fixed route changes by year:

FY 2010-11 14 new trips on the Route 215 Cache Creek service from Woodland, adding 6,000 additional revenue hours. The subsidy for this would be contributed by the tribe.

FY 2014-15 Three new routes are programmed between the expanding Southport neighborhood of West Sacramento and downtown Sacramento. Subsidy for the additional 4,950 annual hours should be provided by developer contributions.

FY 2015-16 Doubling the frequency on the West Sacramento new routes created in the previous year, and additional commute service from Woodland and Davis, adding approximately 9,800 hours of service.

FY 2016-17 The largest programmed increase is 8,000 additional hours on intercity Route 42, expanding the span of service hours. Other increases include the new Woodland local route for approximately 3,000 annual hours, and smaller increments of Davis and West Sacramento commute services.

FY 2017-18 Another 8,000 hours would start reducing headways on Route 42; other increases include Davis and West Sacramento commute service and additional trips on the Route 220 service which links Vacaville, Winters, and Davis.

FY 2018-19 A final increment of 19,000 annual hours would be added to Route 42, bringing headways to 30 minutes. A new local route in West Sacramento would add 10,400 more hours, and the number of Davis commute trips would continue to expand.

Figure ES-1 summarizes the additional revenue hours and vehicles required to implement the Long-Range Transit Plan for fixed route service. In addition, 4,500 annual hours and three additional Paratransit vehicles are planned to provide enhancements for the Paratransit service.

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Figure ES-1. Summary of Incremental Fixed Route Revenue Hours and Buses

Additional Revenue Additional Vehicles Hours

West Sacramento 22,428 10

Woodland 5,404 4

Davis 8,500 9

Yolo County 42,000 6

Total 78,332 29

Financial Planning Considerations

The financial plan provides the details on costs and revenues from FY 2009-10 to FY 2018-19 based both on present revenue projections and on the recommendations described above. Assumptions on cost inflation per hour and other expenditures are based on past experience and anticipated future trends. Likewise, on the revenue side, forecasts will be generated starting from the MTP financial projections updated with new information since the adoption of the MTP 2035. Adjustments to fares are based on financial needs and in order to achieve farebox recovery objectives.

The capital plan is based on fleet replacement and expansion needs as well as facility improvements and other capital projects such as park-and-ride lots.

The number of revenue vehicle hours is the primary variable that determines operating cost. The analysis details the forecasts of revenue hours, broken down by type of service and geographic location as described in chapter three.

The hourly cost of operations and maintenance, as well as any staffing costs, are subject to inflation, generally assumed to be 2.5-3% annually unless higher by contractual arrangement or specifics of the particular operation. The operating cost projections are based on applying the anticipated number of revenue hours by the hourly service cost projection. The bus operating cost of approximately $101 per hour for Yolobus buses and $75 per hour for Paratransit shown in the figure for FY 2009-10 was calculated by dividing total operating costs by revenue hours, so these figures include all overhead, administrative, and fuel costs. This is a fully- loaded operating cost including fuel, insurance, and administration as well as operations and maintenance. This is a very reasonable cost per hour, particularly considering the use of CNG vehicles for the Yolobus service.

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The operating plan shows a significant shortfall of operating funds with the desired service expansions. As cited previously, full implementation will require either an expansion of existing funding sources or a new source of funding. The last three years of the plan show an operating deficit of $880,000, $2.29 million, and $5.6 million respectively. The total 10-year shortfall would be approximately $9.4 million, so almost 60% in the final year of the plan as a result of reducing headways to 30 minutes for several key routes. The capital needs of the District appear to be fundable with existing and programmed sources.

The basic adult fare for Yolobus is $2.00, with an additional $1 for express commuter service. The senior and student fare is $1.00 and a student monthly pass is available for $42.50. Fares were increased approximately 25-30% in April 2009. The DAR fare for seniors and disabled is $3 to $5 depending on distance. Fare increases are included in FY 2012-13 and FY 2017-18 to help balance the budget. These would be on the order of $0.25 for adult cash with proportional increases in other fares

YCTD does not use all Local Transportation Fund (LTF) funds generated in Yolo County. The plan would increase use of LTF funds from approximately $5.5 million in FY 2008-09 to $8.1 million by FY 2018-19, which represents about 2/3 of the $12.6 million projected LTF revenue in FY 2018-19. Davis uses a portion of its funds to support Unitrans and bikeway maintenance, and Woodland and Yolo County use a portion of their funds for non-transit projects.

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CHAPTER 1: Introduction

This chapter describes the objectives of the Long-Range Transit Plan (LRTP). It then provides a historical perspective of the development of transit service by the Yolo County Transit District (YCTD).

Long Range Transit Plan Objectives

A Short-Range Transit Plan for YCTD was completed in August 2006 with five year forecasts that anticipated considerable improvements in transit service. Some of the improvements have been implemented but some have been delayed because new development has slowed somewhat. In March 2008, Sacramento Area Council of Governments (SACOG) adopted the Metropolitan Transportation Plan (MTP) 2035. As succinctly summarized in the MTP:

“The Metropolitan Transportation Plan 2035 links land use and transportation planning, with $42 billion in transportation investments in the six county Sacramento Region over the next 28 years.”

! Updating the Short Range Transit Plan by expanding the planning horizon from FY 2012-13 to FY 2018-19.

! Documenting transit needs by incorporating SACOG 2018 model results.

! Providing service plan and fare recommendations.

! Planning for facility development.

! Establishing a detailed operating and capital financial plan.

Historic Perspective

Yolo County is one of the counties that make up the Sacramento Metropolitan Area, which stretches from the central valley to the foothills of the Sierra Mountains. Yolo

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County, which has four cities and a large unincorporated, primarily agricultural area, has, according to the California Department of Finance, a 2009 population of approximately 200,000 persons of whom 65,000 live in Davis, 54,000 reside in Woodland, and 47,000 live in West Sacramento. Winters, the fourth city, has about 7,000 residents.

While West Sacramento is adjacent to and across the river from the City of Sacramento, the other cities are geographically separate and distinct, surrounded by agricultural land. In terms of transportation access, Davis and West Sacramento are connected to the region via I-80 while I-5 connects Woodland to the Sacramento International Airport and the City of Sacramento. Route 113 links Davis and Woodland. Amtrak and the Capitol Corridor trains make a stop in Davis on their route between Sacramento and the San Francisco Bay Area.

The Yolo County Transportation District (YCTD) was created in 1997 to replace an earlier Transit Authority. The duties of the agency were expanded as described below: 1

! To provide public transit services in Yolo County, both fixed route and paratransit;

! Serve as the Consolidated Transportation Services Agency (CTSA) for the County;

! To act as the Congestion Management Agency for Yolo County;

! Serve as the agency responsible for countywide coordination of transportation system planning, programming and prioritization of significant projects; and

! Serve as the coordinating agency for all state and federal funding applications, where appropriate.

The agency budget primarily reflects the transit operating and capital function, although major transportation planning activities, such as technical and environmental studies for a potential West Sacramento streetcar, also can affect the budget. The seven person YCTD Board consists of representatives of the four cities, Yolo County, and the University of California at Davis and Caltrans, which have ex-officio Board membership.

The Yolo County Transportation District administers Yolobus Special (Paratransit) an ADA paratransit service which operates local and intercity bus service 365 days a year in Yolo County and neighboring areas. Paratransit serves Davis, West Sacramento, Winters, Woodland, downtown Sacramento, Sacramento International Airport, Cache Creek Casino, Esparto, Madison and Knights Landing. Local bus service within Davis is

1 Source: Yolo County Transportation District, Short-range Transit Plan, August 2006

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primarily operated by the University-operated Unitrans system; Paratransit service within Davis is provided by Davis Community Transit; and YCTD provides the intercity and commute service connecting Davis with Woodland, Sacramento, West Sacramento, and Winters.

In 1993, the YCTD was among the first transit agencies in California to use compressed natural gas bus technology, and now most of the 48 fixed-route buses use CNG, which is considered one of the lowest emission buses available in the transit industry. YCTD has ordered several 45-foot intercity coaches with 57 seats, and these are not available with CNG.

In addition to fixed route service, YCTD is responsible for ADA complementary paratransit services in Yolo County, which were consolidated in January 1997. The two main providers are Yolobus Special, the paratransit service provided by YCTD and Davis Community Transit (DCT). YCTD provides local ADA paratransit services in Woodland and West Sacramento, inter-city ADA paratransit services between specific Yolo County communities, and rural ADA route deviation services. The Yolobus Special service is provided for persons who are unable to use Yolobus Special or Unitrans wheelchair accessible fixed route service because of a “functional” disability. Applicants are screened based on mobility aid use, and questions pertaining to difficulties getting to and from a bus stop, understanding instructions, waiting at a bus stop, and cognitive capabilities. Professional verification of the applicant’s condition is required. Herein after the ADA paratransit service will be referred to as Paratransit.

YCTD is responsible for general administration, service and policy planning, contract oversight, service monitoring and evaluation, preparation of annual operating and capital budgets, provision of the Yolobus and Paratransit fleet, and service marketing. The contract operator is responsible for the hiring, training and supervision of all operations, maintenance, and road supervisory staff, the operation, fueling, and maintenance of service vehicles, the booking and dispatching of all Paratransit trip requests, client registration, and the preparation of management reports.

Report Organization

Chapter 2 provides an overview of transit needs between 2005 and 2018 in the Yolo County Transit District service area. Forecasts on population and employment increases between 2005 and 2018 provided by SACOG are presented. Origin and destination model data provided by SACOG are mapped to better understand potential growth in transit demand by FY 2018-19. Demographic projections from the SACOG Senior and Disabled Mobility Study are highlighted.

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Chapter 3 is the service plan. Service plan recommendations are provided for the local routes and paratransit services.

Chapter 4 is a detailed financial plan. A discussion is provided of existing and future revenue sources. The FY 2008-09 budget and budgeted FY 2009-10 figures are used as a starting point. Operating cost projections between FY 2009-10 and FY 2018-19 are provided. A capital plan between FY 2009-10 and FY 2018-19 for new buses and park-and-ride facilities is also provided. The required revenues for both operating and capital are included.

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CHAPTER 2: Transit Needs

This chapter presents population and employment trends in Yolo County, transit ridership trends in the County, and anticipated growth in transit demand based on SACOG modeling and demographic trends.

Community Trends

The largest employer in the County is the University of California at Davis with about 12,000 employees and 31,000 students, including undergraduate and graduate programs. UC Davis students represent a substantial percentage of the Yolo County population although not all live in Davis or the County. The median age in Davis was 25 in 2000, compared to 29.5 for the County. This compared to a median age of almost 34 for Sacramento County and 38 in Placer County which has a significant retiree population.

Median income in the County was below the regional average, particularly in West Sacramento, which had a median household income of $31,700 in 1990 compared to the County average of $40,770 and the Sacramento County average of $43,816. The West Sacramento proportion of families below the poverty level, at 17%, was almost double the County proportion of 9%. YCTD ridership reflects both the significant low income and student populations, two demographic groups that have higher transit ridership patterns than the general population.

Annual ridership per capita has been increasing for Yolobus. The ridership of 1.81 million trips for 2008-09 represented 9.1 annual rides per capita, compared to 6.8 five years previously in 2004-05. Since Davis undergraduate students ride Unitrans for free (they support the system with their registration fees), the three million annual riders

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represents a very high ratio of annual trips per capita within Davis, and adding Unitrans and Yolobus together would yield approximately 24 annual rides per capita for the County.

Population and Employment Trends

As shown in Figure 2-1 below, SACOG projections show Yolo County growing 27% from 2005 to 2018, although the County is approaching the 2013 forecast of 204,132 people in 2009.

Figure 2-1. SACOG Population and Employment Projections

Rest of West Yolo Yolo Population Sacramento Woodland Davis County County 2005 40,440 50,794 64,330 17,336 172,900 2013 57,788 57,464 69,071 19,809 204,132 2018 60,825 63,236 73,374 22,597 220,032 % change 2005-18 50% 24% 14% 31% 27%

Employment 2005 30,736 26,032 28,172 7,598 92,538 2013 39,399 28,375 33,748 8,528 110,050 2018 42,793 30,858 35,519 9,505 118,675 % change 2005-18 39% 18% 26% 25% 28%

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Figures 2-2 and 2-3 show the anticipated growth of population and employment in Yolo County between 2005 and 2018. Winters, Eastern Woodland, northeast Davis, and West Sacramento are expected to see the most population growth and presumably residential development. West Davis and northern and eastern (along the river) sections of West Sacramento are expected to have the greatest employment growth during the 13 year time span. While the large Esparto-Capay Valley zone is expecting both population and employment growth, the employment growth is related to the expansion of the Cache Creek Casino and does not represent an expansion of jobs throughout the traffic analysis zone (TAZ).

Figure 2-2. Yolo County Population Growth: 2005 to 2018 by TAZ

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Figure 2-3. Yolo County Employment Change: 2005 to 2018 by TAZ

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Figures 2-4 through 2-6 illustrate the growth in intercity travel between 2005 and 2018 for the three principal cities of Yolo County, and figure 2-7 shows a SACOG projection of growth of transit trips internally and between communities. In each case, the numerical increase in travel is greatest for internal trips within the communities.

Figure 2-4 shows project change in travel patterns between Davis and other regional analysis districts (RAD); analysis zones defined by SACOG. The greatest volume of travel as well as the largest increase will be between Davis and Woodland with 22,000 daily trips, a growth of almost 5,000 trips a day. The projections also show the volume of daily trips between Davis and downtown Sacramento growing by 641 trips a day for a total of 14,848 trips, which is the second largest volume between communities. Travel between Davis and both North Natomas and West Sacramento is expected to each grow by approximately 2,000 trips daily.

Figure 2-4. Daily Person Trips Growth from Davis: 2005-2018

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Figure 2-5 shows projected change in travel patterns between West Sacramento and other RAD’s. Although West Sacramento is in Yolo County, its stronger travel relationship is with communities in Sacramento County, including 84,342 daily trips to downtown (a growth of 25,528 daily trips), East Sacramento (25,700 daily trips), Landpark (32,693), and North Natomas with 20,777 daily trips, a doubling from 2005 volumes.

Figure 2-5. Daily Person Trips Growth from West Sacramento: 2005 to 2018

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Figure 2-6 shows the projected travel patterns between Woodland and other communities. The largest projected volumes of travel are between Woodland and Davis, with 22,000 trips, and North Natomas with 9,056 trips, a doubling of 2005 travel. Although travel to downtown Sacramento is only projected to grow by 413 daily trips, the volume of 8,000 daily trips is substantial. The 3,536 daily trips between Woodland and West Sacramento are also substantial, as is the growth of 1,037 trips.

Figure 2-6. Daily Person Trips Growth from Woodland: 2005 to 2018

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Figure 2-7. SACOG Projection of Person Trips

Regional Analysis 2018 Change 2005- % Change Districts 2018 2005-2018 Between West Sacramento Internal 189,666 74,808 65% Downtown Sacramento 84,342 25,528 43% North Natomas 20,777 10,628 105% Land Park 32,693 5,669 21% East Sacramento 25,693 5,882 29% Davis 9,848 1,897 24% Between Woodland and Woodland 415,388 84,118 25% Downtown Sacramento 8,015 413 5% North Natomas 9,066 4,539 101% Davis 22,038 4,782 28% Between Davis and Davis * 442,342 76,410 21% Downtown Sacramento 14,848 641 5% North Natomas 4,781 2,071 76%

Yolobus Ridership Trends

Yolobus consists of 22 fixed routes and provides local, intercity, express/commute and rural service throughout Yolo County. Outside of Yolo County, Yolobus provides service to downtown Sacramento, the Sacramento International Airport and Vacaville. Local service is provided in Woodland and West Sacramento, and is supported by the intercity Route 42 which provides an hourly loop between Davis, Woodland, West Sacramento, and downtown Sacramento. It operates in both directions and provides the only public bus service to Sacramento International Airport, serving it from both Sacramento and Woodland. Time transfers to Woodland local service are available at the County Fair Mall. Express service operates on the freeway between cities during commute periods with a premium fare, and commute service also operates only during peak periods, but links closer communities, usually without operating on the freeways.

Figure 2-8 shows ridership trends for Yolobus and Figure 2-9 provides brief route descriptions along with annual ridership and ridership per hour. As will be noted, the Intercity Route 42 service accounts for approximately a third of Yolobus ridership, and Route 215, the intercity route between Woodland and the Cache Creek Casino, accounts for significant ridership as well. It is unique in that Yolobus receives a

Transit Resource Center 2-8 Yolo County Transit District Transit Needs Long-Range Transit Plan Final October 2009 significant subsidy from the Tribe for both the purchase of buses for the service and operating assistance.

Route 220 provides local service in Winters, with intercity connections to Vacaville and Davis. Routes 216 and 217 provide lifeline service between rural communities and the Woodland County Seat, operating two trips a day twice a week.

Figure 2-8. Yolobus Ridership Trends

FY01-02 FY02-03 FY03-04 FY04-05 FY05-06 FY06-07 FY07-08 FY08-09 Fixed 1,303,657 1,248,883 1,201,697 1,230,312 1,307,400 1,362,732 1,485,782 1,811,716 Route Paratransit 16,241 14,937 14,417 14,699 12,585 15,028 16,650 18,224 TOTAL 1,319,898 1,263,820 1,216,114 1,245,011 1,319,985 1,377,760 1,502,432 1,829,940

As seen in Figure 2-8, Yolobus ridership has fluctuated somewhat, but has shown solid increases during the past few years. After Yolobus service generated 1.3 million annual trips in FY 2001-02, it declined about 8% to 1.2 million trips during the following two- year recessionary period, before coming back to 1.3 million trips by FY 2005-06. Since then it gained four percent, nine percent, and had a 22% gain comparing FY 2008-09 to the previous year. Unlike other recessionary periods, the current one showed a large patronage increase, presumably related to high gasoline cost during summer and fall 2008. However, the ridership gains have continued during 2009 despite lower gas prices and rising unemployment.

Because of the large service area, Yolobus does not operate out of one central “transit center,” but rather has several smaller transfer locations where some routes have timed connections. Many connections are made via Route 42 at the County Fair Mall in Woodland, along West Capitol Avenue in West Sacramento, at the Memorial Union in Davis and at several locations throughout Downtown Sacramento. Connections to other transit agencies can also be made in Davis (to Unitrans, Fairfield-Suisun Transit and Amtrak), in downtown Sacramento (to RT and several other providers) and in Vacaville (to Vacaville City Coach and Fairfield-Suisun Transit).

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Figure 2-9. Yolobus Fixed Routes and Ridership

Annual Ridership Riders/Hour Route Description Category Jan 2009 2007-08 2008-09 43 Davis – Sacramento Express 35.7 69,134 89,511 44 South Davis – Sacramento Express 26.6 38,319 42,665 45 Woodland – Sacramento Express 27.9 58,547 70,919 230 W. Davis - Sacramento Express 27.6 36,175 43,091 231 Sacramento - Davis Express 11.0 2,657 3,594 232 Davis - Sacramento Express 27.4 10,513 13,287 39 W. Sac. (Southport) – Commute 17.5 29,269 38,780 Sacramento 241 W. Sacramento – Sacramento Commute 20.4 13,107 15,358 242 Woodland – Davis Commute 34.9 7,823 12,584 42 Intercity Loop Intercity 21.7 551,207 649,885 215 Woodland – Cache Creek Intercity 22.5 237,864 292,734 Casino 220 Vacaville – Winters – Davis Intercity 9.6 15,534 20,677 35 West Sacramento (Southport) Local 8.0 29,134 42,396 40 West Sacramento Loop Local 15.8 68,834 88,955 41 West Sacramento Loop Local 15.8 66,687 78,219 210 West Woodland Loop Local 13.0 90,852 46,852 211 West Woodland Loop Local 16.3 79,942 83,686 212 East Woodland Loop (new 08- Local 12.2 0 54,683 09) 214 East Woodland Loop (new 08- Local 11.8 0 34,832 09) 240 West Sacramento – Sacramento Local 17.6 74,967 83,840 216 Woodland – Knights Landing 2 trips twice a week 1,014 1,302 217 Woodland – Yolo - Dunnigan 2 trips twice a week 797 1,040 340 West Sacramento - Sacramento Commute 273 Total 1,485,044 1,811,716

Transit Resource Center 2-10 Yolo County Transit District Transit Needs Long-Range Transit Plan Final October 2009

Comparing the performance and route network in FY 2008-09 to that reported in the August 2006 Short-Range Transit Plan indicates good progress in most respects. The Route 42 Intercity service that links Woodland, Sacramento, West Sacramento and Davis remains the most significant trunk line. Due to an increase in service on other routes, Route 42 has dropped from 43% of total Yolobus patronage in 2004 to 36% by October 2008 during which 61,150 passengers rode the service. Almost 650,000 used the route during FY 2008-09 – an increase of almost 100,000 trips from the previous year. With the development and expansion of the Cache Creek Casino, the 215 route that links it with Woodland has become the second most utilized route, with 292,000 passengers during 2008-09, 16% of total patronage. Several other routes, including Route 43 Davis to Sacramento peak period express route, and two local routes which link West Sacramento to downtown Sacramento (routes 40 and 240) each generate about five percent of the patronage and about 8,000 monthly trips.

Like any transit service, there is a great variety in route productivity, with several commute routes showing productivity rates of 34 passengers per hour (routes 43 and 242), and the well utilized 42 and 215 routes which operate every day generating approximately 21-22 passengers per hour. Weekday and Saturday service is much more productive than Sunday, but YCTD operates Sunday service to provide lifeline connections. For example, the route 42 intercity service carries 24 passengers per hour on weekdays, 20 passengers per hour on Saturdays, but only 8 passengers per hour on Sundays. Route 211 local service in Woodland generates 18 passengers per hour on weekdays, 13 per hour on Saturdays, but only six per hour on Sundays. The worst performing route, the 221 Winters local service, generated fewer than one passenger per hour, and was recently eliminated from the route network.

Considering future transit demand, the most rapid population growth is anticipated in West Sacramento, in the redevelopment area closest to the river and downtown Sacramento and new development in the Southport area. Figure 2-1 showed the 50% population increase anticipated in West Sacramento between 2005 and 2018. Forecasts of total travel and growth of transit trips indicate significant growth within West Sacramento, across the river to downtown Sacramento, as well as to other Sacramento districts such as Natomas, Land Park, and East Sacramento. While Paratransit is responsible for trips to the downtown area, current plans anticipate the patrons would continue to transfer to Regional Transit for trips to other areas besides downtown.

YCTD has evaluated the feasibility of streetcar, linking West Sacramento Transit Center, including West Sacramento City Hall, West Sacramento Los Rios Community College, Yolo County Library and West Sacramento Community Center, and development along Tower Bridge Gateway with downtown Sacramento. The project would be primarily funded through developer contributions and creation of an assessment district. Currently YCTD, City of West Sacramento, City of Sacramento and Sacramento Regional Transit are completing phase 2 of the project which includes Environmental and Preliminary Engineering work.

Transit Resource Center 2-11 Yolo County Transit District Transit Needs Long-Range Transit Plan Final October 2009

West Sacramento

YCTD has worked with the City of West Sacramento to require, as part of a development agreement, that three developments in the Southport area contribute both capital and operating funds as part of the development approval. However, all three of the developments are on hold as a result of FEMA’s concerns about the adequate level of flood protections and the current housing market. When the developments proceed, YCTD will receive $1.7 million in one-time capital funds and an on-going contribution of up to $600,000 annually from each development to support operating costs of additional service.

Paratransit Special Service

The Yolo County Paratransit service is operated by Yolobus, with the exception of trips within Davis which are operated by Davis Community Transit. YCTD provides ADA complementary paratransit service within ! of a mile of fixed route service for those unable to use fixed route service because of a functional disability. Riders need to be registered and certified as eligible. For the rural areas, including registrants in Winters, Capay, Dunnigan, Yolo, and Knights Landing, the scheduled buses will divert up to ! of a mile to accommodate ADA clients.

According to the 2006 SRTP, ridership on the Paratransit service declined 10% over a five year period ending in 2004, and revenue hours declined by 17% over the same period. Passenger productivity increased from 1.62 to 1.74 passengers per revenue hour, but operating cost per passenger increased significantly to a FY 2004-05 subsidy level of $51.38 per trip. Results since then have been mixed. FY 2008-09 Paratransit ridership increased to 18,224, an increase of 45% during the past four years. However, passenger productivity has declined to 1.12 passengers per revenue hour and the operating cost per passenger was at approximately $70 per trip for FY 2008-09. With the substantial increase in senior population, increasing demand for Paratransit service is anticipated.

Changes In Senior And Disabled Demographics

Aging of the population is well documented. In 2005, SACOG completed the regional Senior and Disabled Mobility Study, which documented the projected increase in the population aged 65+ for Sacramento and other counties. As the study pointed out:

! Population projections have been developed by the California Department of Finance (DoF). DoF projections are from a regional economic model which makes assumptions about future levels of migration into each county.

! According to DoF projections, the number of people age 55 or older in the Sacramento Region will increase by approximately 580,000, or 153%, between 2000 and 2030. As shown in Figure 2-10 below, the population of people over 55 and 65

Transit Resource Center 2-12 Yolo County Transit District Transit Needs Long-Range Transit Plan Final October 2009

is expected to grow much faster than Yolo County population as a whole. This will increase demand for both Yolobus and Paratransit service.

Figure 2-10. Department of Finance Projections by Age for Yolo County

Yolo 2000 2010 2020 2030

Total 169,882 222,277 271,040 320,434 55+ 27,713 41,581 58,936 76,746 65+ 15,928 19,987 30,952 43,708 75+ 7,821 8,314 11,030 18,126 % 55+ 16% 19% 22% 24% % 65+ 9% 9% 11% 14% %75+ 5% 4% 4% 6%

Local input was received during the study process at Yolo County. Preferred solutions relevant to transit were mentioned at public meetings and are summarized as follows:

! More emphasis on the needs of elders and persons with disabilities in the transportation planning process, including universal design and transit oriented development in a way that works for all users.

! Greater public participation.

! Focusing transit funds on more frequent midday, evening, weekend, and Neighborhood Ride service, not just commuter services.

! Prioritized bus stop amenities such as shelters and benches, safety mechanisms on bus doors to keep them from closing too quickly, low-floor buses, upgrades to wheelchair restraints, and real-time transit information technology, safety improvements at bus stops and on buses, including improved lighting and visibility at stops.

! More “seamless” service with common transfer points for Yolobus and Paratransits as well as universal fare cards.

! Better linkages of smaller communities to larger ones.

! For demand-responsive services, smaller vehicle and jitney services, expanded demand-responsive and community/volunteer transportation programs.

! More taxis that are regulated, insured, supervised, offer a variety of passenger payment options and accessible vehicles, and include discounts/sliding scales/subsidies for low-income seniors/persons with disabilities.

Transit Resource Center 2-13 Yolo County Transit District Transit Needs Long-Range Transit Plan Final October 2009

! More funding for these purposes, as well as looking at distance-based pricing, and priority for rides based on medical need.

For Yolobus transit, seniors and members of the disabled community stressed more buses for more service, including nights and weekends and more spaces for wheelchair users, accompanied by enforcement of stop announcements and reserved spaces for seniors and persons with disabilities. Participants also prioritized sensitivity training for all drivers on smooth driving of large buses or paratransit vehicles, and simulations to understand varied impairments.

The highest priority for workshop participants was supplemental, subsidized, accessible (ramp-equipped) taxi service, similar to that in San Francisco. The next was for expanded demand-responsive service hours, and greater same-day flexibility for adding riders seeking destinations similar to those with advance reservations. Attendees suggested shuttles to high-demand destinations, and that large medical facilities, such as Kaiser, provide transportation to medical appointments for those needing transportation assistance. Lastly, the group suggested developing a centralized list, managed by a transportation broker or coordinator, of groups or agencies with accessible vehicles which could transport disabled persons during unplanned situations, such as an illness at work or a vehicle break-down.

Annual Unmet Transit Needs Hearings

Each year SACOG holds unmet transit needs hearings throughout Yolo County including the principal cities and Winters. After reviewing testimony received at the Yolo County hearings in March 2007 and February 2008, the SACOG board found “no unmet transit needs that were reasonable to meet” based on established criteria. Service- related comments in SACOG’s Unmet Needs Hearings Summary included:

! Adding lighting to increase bus stop safety;

! Increasing service on Route 35 in West Sacramento to provide consistent hourly service;

! Increasing service to the Southport area of West Sacramento; and

! Adding 3-bicycle racks to buses since the 2-bicycle racks are sometimes full.

YCTD has a program to improve bus stops, has addressed the Route 35 concerns and plans to add service in the Southport area when the level of development and transit demand increases. YCTD has implemented 3-bicycle racks on large Yolobus buses.

An additional hearing in October 2008 included requests for expanded midday service in West Sacramento, express service in Woodland from the developing Spring Lake subdivision, and Paratransit service directly to the Amtrak Station in Davis. YCTD is seeking funding in some cases and in others indicates that there is not sufficient development or demand for the requested enhancements at this point.

Transit Resource Center 2-14 Yolo County Transit District Transit Service Plan Long-Range Transit Plan Final October 2009

CHAPTER 3: Transit Service Plan

There are four elements of transit service for Yolo County residents – commute trips to jobs in other communities, intercity service between communities, including Sacramento and Sacramento International Airport, local Yolobus service within the individual cities, and Paratransit service for seniors and the disabled. As is typical, commute and intercity service are generally well utilized, and performance on local routes is mixed. As shown in Figure 3-1, approximately 106,500 annual revenue hours are budgeted for fixed route service during FY 2009-10. The intercity routes account for almost 50% of revenue hours, followed by West Sacramento with 25%, Woodland at 19%, and Davis at 10% - which exclusively represents commute service to Sacramento. The Davis hours do not include the separate local service provided by Unitrans within Davis.

Figure 3-1. Yolobus Revenue Hours: FY 2009-10

Fixed Route Area Budgeted Hours

Yolo County 49,186

West Sacramento 26,881

Woodland 19,777

Davis 10,810

Total Fixed Route 106,654

Paratransit (Yolobus Special) 16,241

Total Revenue Hours 122,895

The Paratransit service is budgeted for 16,241 revenue hours during FY 2009-10.

As briefly described previously, Route 42, the intercity route that connects Woodland, Davis, West Sacramento, Sacramento, and Sacramento International Airport with hourly clockwise and counterclockwise loops is the most important route for YCTD. More than a half million annual riders use the route, approximately a third of YCTD ridership. The route makes scheduled transit center stops in Woodland, and interfaces with Unitrans in Davis at the UC Davis transit center, links to local YCTD routes in West Sacramento, and links with Sacramento RT and other agencies, including Yuba-Sutter Transit, at downtown Sacramento stops. When funding is available, YCTD is planning to increase service on route 42. The first goal is extending the span of service – both on weekdays and weekends. The next step would be increasing service from hourly trips to trips

Transit Resource Center 3-1 Yolo County Transit District Transit Service Plan Long-Range Transit Plan Final October 2009

every 30 minutes. If funding remains limited, the improvements will be incremental – first during peak ridership times, then the remainder of weekday hours, then weekend hours. Figure 3-2 illustrates route 42. Because the full cycle takes over two hours, each leg of the route turns back in downtown Sacramento, allowing YCTD to operate the hourly service in both directions with five rather than six buses.

Route 215, which connects Woodland and the Cache Creek Casino, is well utilized by employees. The Casino is seeking development approval for additional expansion, a project that will increase the labor force by up to an additional 1,000 persons.

The geographic span of YCTD, ranging from Vacaville to Sacramento, makes it impossible to graphically illustrate the route structure on a single map. Figures 3-3, 3-4, and 3-5 illustrate the YCTD route networks for West Sacramento, Woodland, and Davis express service respectively. The service to Vacaville, Esparto – Cache Creek, Yolo, Dunnigan, and Knights Landing is not shown on these maps, but can be found at: http://www.yolobus.com/m3.html

As shown in Figure 2-1, SACOG projections anticipate West Sacramento to have the highest change in population from 2005 to 2018, 50% compared to 27% countywide, 24% for Woodland, and less for the remaining communities. If this growth occurs, much of it planned for the Southport area of West Sacramento, YCTD will implement both new commute services and additional local service in West Sacramento, connecting the new development with the employment center of downtown Sacramento.

With the exception of the new routes in West Sacramento, and possibly splitting the Route 45 Express service from Woodland to Sacramento into two routes serving different parts of Woodland, other YCTD planned service improvements consist of adding trips to existing routes, both commute and local service. The standard local 60 minute headways will be shortened to 30 minutes wherever possible and financially feasible. In general, the transit industry has found that reducing headways on well- used services significantly increases ridership. The following sections lay out anticipated improvements by year. As described further in Chapter 4, this plan will require additional funding to implement. Examples of new sources could include a Yolo County sales tax, a new source related to California S.B. 375 legislation to reduce greenhouse gases or funds resulting from federal cap and trade legislation.

Transit Resource Center 3-2 Sacramento Int’l Airport Figure 3-2. Route 42 Intercity Service Map Terminal B Terminal A

E. Main & Yolobus- Matmor YCTD

E. Main 42B 42B N 42A 5 42A E. Gum 5

romtaM Woodland tsaE T County Fair Mall Transit Center Transfers available: Community & Senior 42B Center 210 211 Woodland Route 42A & 42B Map 212 214 Local Routes Road 25A Legend 215 Cache Creek Shuttle Madison, Esparto, Capay Route 42A & 42B Bus Route 42A T Transit Centers Timepoints Sacramento Need help planning a trip? Other Bus Stops Call Yolobus! Merkley & West Capitol Landmarks 5 42A 1-800-371-2877 Transit Center Transfers available: Light Rail (Sacramento Regional Transit) 35 Southport Local Light Rail Stations 40 West Sacramento Local 42B Counter-Clockwise ? West Sacramento Local This map does not show all bus stops served on the Route 42. 41 Clockwise ¿Necesita ayuda con su viaje? For details on specific stop locations, please contact Yolobus. 240 West Sacramento - Sacramento West Capitol ¡Llame a Yolobus! Shuttle at 5th St. 1-800-371-2877 West Capitol See 113 West Capitol at Harbor at Enterprise T Downtown West Capitol Raley Sacramento Field Detail Map West Sacramento 80 F Street Mace Downtown Sacramento Detail at Covell Covell at 2nd Covell 42B To Airport/ Alhambra 42A Park & Woodland F Street 42B Anderson Ride Lot at Hanover 5th 6th 7th 8th 9th 10th 11th 12th 13th 14th 15th Davis 42A H St El Cemonte J St Mace Amtrak at 8th I St University nosrednA Downtown/ & Chiles Mall Russell 5th Central Park Cowell Downtown Sacramento Restriction: Passengers may J St Old Downtown

. NOT travel FROM a bus stop in downtown Sacramento Sacramento Plaza K St T Amtrak Memorial Union Terminal TO another bus stop in downtown Sacramento via L St UC Davis 42A Transfers available: Yolobus for a one-way trip. Contact Sacramento Regional State L St. Capitol Memorial Unitrans Lines: 42B Capitol Winters, B, E, F, G Transit for local service within downtown Sacramento. at 13th Union 220 Vacaville To West L St. N St K, M,P, Q Sacramento/ at 6th O St Winters Route 30: Davis 3-3 220C Commute Dixon, Vacaville, S F S Fairfield G A R D E N S T A T E H W Y 1 6 L E V E E Fi g u r e 3-3: S U N S E T F O U N T A I N West Sacramento Route Map I 80

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Mi l es E T A V I R P 3-5 Figure 3-5. Davis Express Route Map

To Woodland Davis Express Map Catalina Grande at Grande Solito 113 230 Monarch N Covell at Covell at Covell Pole Line at Wright Sutter Hospital Marketplace

42 Anderson Anderson Covell 232 Alhambra Plaza Community 42 Temple Monarch at Loyola Covell Covell Park Covell 232 Tulip 230 Pole Line 231 & 232 PM 43 Mace Park Covell & Ride Lot Davis F St. at 42 at Sycamore Covell 232 High School 43 Loyola 43 To Anderson Loyola Alhambra Lake Arlington Nugget Sacramento at Hanover & Longs Mace Arlington at Shasta 232 14th 42 Villanova 43 80

230 113 F St. 44 Chiles El Cemonte 42 Chiles Arlington Calaveras Eisenhower 231 Ensenada 44 at Lake at Amador F St Eisenhower at 5th 230 University 43R

Alameda Mall nosrednA 5th St. 44 231 Cowell

230 Arthur Russell Amtrak Russell 44 43 80 Cowell at Cowell Chiles 231 42 Downtown El Macero 43R Davis 230 Drummond Mace at at Mace Arthur 44 Shopping Chiles B St. at Alameda 44 Safeway (Nugget)

43R Kaiser 231 Drummond UC Davis 1st St. Lillard 113 Memorial Union 44

A St. Drew

La Rue 43R Richards 44 231 44 Cowell Legend Hutchison 1st St. Timepoints UC Davis at D Cowell Silo at Drew Landmarks

230 Routes 43, 43R, 44, 230, 231 & 232 operates 230 Monday-Friday (excluding holidays) during peak-hours only. Routes 42A & 42B operates hourly service 7 days 80 a week to Sacramento, W. Sacramento, Woodland, & Sac Int’l Airport (see 42 schedule for details).

Note: Not all bus stops are shown on this map. For specific bus stop locations, please contact Yolobus: 1-800-371-2877.

3-6 Yolo County Transit District Transit Service Plan Long-Range Transit Plan Final October 2009

Service Improvements in 10 year Long-Range Transit Development Plan by Year

The following projects are included by year of implementation. As a result of constrained financial capacity and a weak economy, the most substantial desired improvements are deferred until the later years of the 10-year plan period.

FY 2009-10

The Yolobus service development for the current year is the new Route 340, which includes 8 morning and 7 afternoon commute trips between the new CALSTRS building in West Sacramento and downtown Sacramento. This service will be accomplished with existing buses and is fully funded by CALSTRS as part of an agreement with the City of West Sacramento.

FY 2010-11

Yolobus service would increase by 14 daily trips (7 round trips, 7 days a week) on Route 215 between Woodland and Cache Creek Casino. This would require 6,000 hours of additional revenue service, going from 34 daily trips and 13,801 annual hours to 48 trips and 19,801 hours. Three buses are needed to operate the 14 new trips on this route. This new service will be accomplished with existing buses plus one additional and will be funded by Cache Creek Casino as part of an agreement with Yolo County.

Paratransit service would increase approximately 3% or 500 hours.

FY 2011-12

Paratransit service would increase approximately 3% or 500 hours. This will require an additional vehicle this year and every two to three years thereafter.

FY 2012-13

Paratransit service would increase approximately 3% or 500 hours.

FY 2013-14

Paratransit service would increase an additional 500 hours, bringing the annual total to 18,241 hours.

FY 2014-15

Three new West Sacramento express routes would be implemented over a two year period, half this year and half the following year. Routes 36, 37, and 38 will provide peak period express service from three expanding Southport developments to

Transit Resource Center 3-7 Yolo County Transit District Transit Service Plan Long-Range Transit Plan Final October 2009

downtown Sacramento. This would require three additional buses, each of which would make four daily peak period trips, and 4,950 annual hours. Net operating and capital support for the new service is programmed from development agreements between the sponsors and the City of West Sacramento. The start date for this service depends on the pace of development and the funds associated with that development. If the housing market is slow to recover, this increment could be delayed beyond this year.

Paratransit service would increase an additional 500 hours, bringing the annual total to 18,741 hours. This would require an additional vehicle.

FY 2015-16

The second increment of West Sacramento service would be implemented, generating an additional 4,950 annual hours of service and requiring three additional buses providing four more peak period trips for each bus on weekdays. Service on Routes 36, 37, and 38 would be doubled unless the pace of development differs substantially, in which case service could be fully implemented at a slower rate.

Two additional increments would be provided for express commute service, a net 2,345 hours for Woodland and an additional 2,500 hours for Davis. Route 46 would serve West Woodland, with eight peak period trips requiring four buses, but two trips and one bus would be eliminated from Route 45, which would be shortened. Route 46 would operate 3,100 annual hours but 755 hours would be subtracted from the current 3,508 hours of service on Route 45.

Davis commute express service would be extended, adding one bus to provide an additional trip on Route 43 and two buses to provide four trips on Route 232. Together, these would add 2,500 hours of annual revenue service.

Paratransit service would increase by an additional 500 hours, bringing the annual total to 19,241 hours.

FY 2016-17

Route 48 would provide peak period express service from northern West Sacramento to downtown Sacramento. One bus and four trips would generate 1,050 annual hours of service.

Two trips would be added on Route 44 express service from Davis to Sacramento and two trips on Route 230, also operating between Davis and Sacramento. The 2,000 incremental hours would require two additional buses.

A new local route would be developed in Woodland, serving the Spring Lake Community area in southeastern Woodland. This will require one bus and 3,059 annual revenue hours, providing hourly service for 12 hours per day on weekdays.

Transit Resource Center 3-8 Yolo County Transit District Transit Service Plan Long-Range Transit Plan Final October 2009

The first increment of 8,000 annual hours of additional service would be added to Intercity Route 42, extending the span of service with earlier and later trips. This would not require additional buses but would generate 10 additional trips daily.

Paratransit service would increase by an additional 500 hours, bringing the annual total to 19,741 hours.

FY 2017-18

Route 48 service from northern West Sacramento to downtown Sacramento would be doubled, requiring one bus. Four more peak period trips would generate 1,050 annual hours of service.

Two more trips would be added on Route 44 express peak period service from Davis to Sacramento and two trips on Route 230, also operating between Davis and Sacramento. The 2,000 incremental hours would require two additional buses.

Ten additional trips and five buses would be added to Intercity Route 42. This increase of 8,000 revenue hours would provide 30 minute headways during peak periods. Four additional trips, 1,000 annual hours, and one bus would be added for Route 220 which links Vacaville, Winters, and Davis.

Paratransit service would increase by an additional 500 hours, bringing the annual total to 20,241 hours. This would require an additional Paratransit vehicle.

FY 2018-19

Headways would be reduced to 30 minutes on Route 42 Intercity service during off- peak hours, adding an additional 25 trips. Implementing this seven days a week would require 19,000 additional annual hours of service. This would not require additional buses but provide consistent 30 minute headways on this key trunk line, easing transfers to other routes.

Several West Sacramento local routes would have headways reduced from 60 to 30 minutes on weekdays. This would generate 10,428 additional revenue hours and require two additional buses. Four additional trips, requiring two additional buses, would be added to Davis – Sacramento peak period commute Route 232, adding 2,000 hours for that route.

Paratransit service would increase by an additional 500 hours, bringing the annual total to 20,741 hours.

Summary by Community

Figure 3-6 shows the distribution on incremental hours by community. With its anticipated growth rate, the largest increment of service would be in West Sacramento

Transit Resource Center 3-9 Yolo County Transit District Transit Service Plan Long-Range Transit Plan Final October 2009

and in Intercity Service including Route 42 which serves the three primary Yolo County cities and Sacramento, as well as Route 215 which serves Woodland and the Cache Creek Casino. The Woodland incremental service is a new route into a developing neighborhood plus a new commute route service linking East Woodland with Sacramento. The service improvements for Davis are commute period express services to Sacramento, the primary role for YCTD in Davis in addition to the intercity service.

Figure 3-6. Summary of Incremental Fixed Route Revenue Hours and Buses

Additional Revenue Hours Additional Vehicles

West Sacramento 22,428 10

Woodland 5,404 4

Davis 8,500 9

Yolo County 42,000 6

Total 78,332 29

West Sacramento

New routes serving West Sacramento include four express routes between different areas of the City and downtown Sacramento. Their starting dates are dependent on the pace of development, as all of the capital and operating subsidy is to be contributed by developers.

Woodland

The population growth rate in Woodland is expected to be considerably slower than in West Sacramento, so the principal service change is expected to be adding a local route to serve the Spring Lake development. If commute demand increases, Route 45 will be split, with a new Route 46 serving East Woodland.

Transit Resource Center 3-10 O R C H A R D C A M P D E N

C O R D 1 2 4 B A R A N D A S R I V E R Fi g ur e 3- 7: L E X U R T O L D R I V E R R I V E R P L A Z A

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0 2 4 BEN H A M 8 G L O R I A H T 4 1 Ro Su tT e A 2 R 4 G1 L2 O a W. m . Ya A F nd 2 p .m . 3-11 Yolo County Transit District Transit Service Plan Long-Range Transit Plan Final October 2009

Davis

Four Davis to Sacramento commute routes would increase service levels, including one bus on Route 43 and two buses on Route 232, anticipated for FY 2015-16 implementation, increases of one bus on Routes 44 and 230 in both FY 2016-17 and FY 2017-18, and another two bus increase in Route 232 in FY2018-19. Together, these increases would add 8,500 annual revenue hours.

Intercity

The largest single increase in service would be improving service on Intercity Route 42, providing 35,000 additional hours of service on this route in three increments. The first increment would extend operating hours seven days a week, adding 8,000 hours in FY 2016-17. In FY 2017-18, five additional buses would be required to create 30 minute headways between 7 am and 7 pm on weekdays, accounting for 8,000 additional hours. A further incremental 19,000 hours is slated for FY 2018-19, adding 30 minute headways at remaining times. One additional bus will be required for Route 215, the Woodland – Cache Creek Casino service. This increase in service, to be implemented in FY 2010-11, would generate 6,000 additional hours of service, but with the agreement between YCTD and the Tribe, should not result in increased public subsidy. The final service increase would be four additional daily trips on Route 220, the service linking Davis, Winters, and Vacaville. One additional bus providing this service would add 1,000 annual hours of revenue service, slated for FY 2017-18.

Currently Planned Capital Improvements

The largest element of capital costs will be replacement of rolling stock and additional buses and Paratransit vehicles required to meet future service levels. YCTD has procured six 45-foot over-the-road coaches that will be used for highly used intercity or commute routes, and is also re-engineering nine older high floor buses which have greater seating capacity than the low floor buses which have been purchased for local service. As ridership expands, particularly on longer commute routes, YCTD should evaluate the need for additional higher capacity buses.

In addition, as service expands in the district, the Woodland facility will be inadequate for overnight storage of the expanded fleet. With particular expansion in the West Sacramento area and long deadhead times from the current yard to West Sacramento, YCTD should either have a parking area for buses there or a second maintenance facility. At present, YCTD anticipates that West Sacramento will provide space for a joint streetcar/bus facility. Thus, the capital budget does not fund a West Sacramento facility.

Other capital needs include replacement of non-revenue vehicles, major rehabilitation of facilities and vehicles, radio and computer system upgrades, and bus stop improvements and lighting.

Transit Resource Center 3-12 Yolo County Transit District Financial Plan Long-Range Transit Plan Final October 2009

CHAPTER 4: Financial Plan

Introduction and Assumptions

The financial plan provides the details on costs and revenues from FY 2009-10 to FY 2018-19 based on the recommendations in previous chapters. The financial plan is based both on known facts and on projections based on historical precedence. Some of the key facts which are known are:

! The operations and maintenance for both Yolobus and Paratransit are provided by a contractor who shares the agency’s facilities in Woodland;

! Yolobus fares were increased in April 2009, going from a basic cash fare of $1.50 to $2.00. Express bus fares were increased from $2 to $3. Paratransit fares were also increased substantially.

There are several key assumptions used in the financial plan, including:

! Overall inflation rates will remain at historical levels of 3%. District financial forecasts anticipate operating costs increasing at between two and three percent annually.

! Congress will reauthorize federal spending for both operating and capital purposes in its six-year authorization. Historically, there has been a jump in revenues available the first full year of federal reauthorization.

! Congress will reauthorize the Congestion Mitigation Air Quality (CMAQ) federal funds and YCTD will be eligible to obtain these funds toward bus procurements or park and ride facilities.

! While there will be short-term fluctuations in the economy, the availability of the 1/4 cent sales tax that funds a significant proportion of local transit service will be available and will increase again during FY 2010-11.

! State Transit Assistance (STA) funding, including Proposition 42 monies, have experienced significant fluctuation in recent years, and the Governor has eliminated STA funds for the next five years. The current financial plan does not assume a resumption of STA funding until FY 2013-14. YCTD has programmed these funds for capital but not operating funds.

! It is assumed that PTMISEA (Proposition 1B) funds will be available statewide through FY 2016-17, based on the current level of commitments and delays in selling bonds. According to SACOG projections, YCTD will be eligible for approximately $6 million in these funds over the funding cycle.

Transit Resource Center 4-1 Yolo County Transit District Financial Plan Long-Range Transit Plan Final October 2009

The financial plan provides projections of costs and revenues from FY 2009-10 to FY 2018-19. An operating budget will be created based on projected changes in transit service levels for Yolobus and Paratransit. Assumptions on cost inflation per hour and other expenditures are based on past experience and anticipated future trends. Likewise, on the revenue side, forecasts will be generated starting from the MTP financial projections updated with new information since the adoption of the MTP 2035. Adjustments to fares are based on financial needs and in order to achieve farebox recovery objectives.

The capital plan is based on fleet replacement and expansion needs as well as facility improvements and other capital projects such as park-and-ride lots.

Operating Costs

There are several main components of operating cost. These are:

! The number of hours of service provided;

! The hourly costs of operations and maintenance, whether provided by a contractor or public employees;

! The staffing costs required to administer and provide quality control over operating and capital program; and

! Fuel costs.

The number of revenue vehicle hours is the primary variable that determines operating cost. Figure 4-1A and Figure 4-1B (pages 4-4 and 4-5) details the forecasts of revenue hours, broken down by type of service and geographic location as described in the previous chapter. In FY 2009-10, there were 164,654 and 16,241 vehicle revenue hours budgeted for Yolobus fixed route and Paratransit services, respectively. In FY 2018-19, the number of Yolobus fixed route vehicle revenue hours is expected to increase to 184,612, and Paratransit to 20,741 vehicle revenue hours.

The hourly cost of operations and maintenance, as well as any staffing costs, are subject to inflation, generally assumed to be 3% annually unless higher by contractual arrangement or specifics of the particular operation. As noted during FY 2008-09, fuel costs can fluctuate considerably, and while they have recently dropped from the extremely high levels during summer 2008, the long-term trend is expected to be upward, particularly as steps to reduce greenhouse gases and improve air quality affect operations.

The operating costs shown in Figure 4-2A and Figure 4-2B are based on applying the projected number of revenue hours by the hourly service cost projection. The bus operating cost of approximately $101 per hour for Yolobus buses and $75 per hour for Paratransit shown in the figure for FY 2009-10 was calculated by dividing total operating costs by revenue hours, so these figures include all overhead, administrative, and fuel

Transit Resource Center 4-2 Yolo County Transit District Financial Plan Long-Range Transit Plan Final October 2009 costs. This is a fully- loaded operating cost including fuel, insurance, and administration as well as operations and maintenance.

Figure 4-2A and Figure 4-2B reveal a significant shortfall of operating funds for the planned service expansions. As cited previously, full implementation will require either an expansion of existing funding sources or a new source of funding. The last three years of the plan show an operating deficit of $880,000, $2.29 million, and $5.6 million respectively. The total operating shortfall over the 10-year plan period would be $9.4 million, of which approximately 60% would occur in the last year, primarily as a result of 31,400 hours of revenue service added that year for new routes in West Sacramento and providing consistent 30-minute headways on intercity route 42 which operates both clockwise and counterclockwise loops connecting Woodland, Sacramento, West Sacramento, and Davis, including providing the only transit service to Sacramento International Airport.

Transit Resource Center 4-3 Yolo County Transit District Financial Plan Long-Range Transit Plan Final October 2009

Figure 4-1A Yolobus Changes in Service Supply: FY 2009/10- FY 2013/2014

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Transit Resource Center 4-4 Yolo County Transit District Financial Plan Long-Range Transit Plan Final October 2009 Figure 4-1B Yolobus Changes in Service Supply: 2014/15- FY 2018/2019

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Transit Resource Center 4-5 Yolo County Transit District Financial Plan Long-Range Transit Plan Final October 2009

Figure 4-2A Yolo County Transit District: Projected Operating Revenue and Operating Cost: FY 2009/10- FY 2013/14

FY 2009-10 FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 Budgeted Projected Projected Projected Projected Operating Revenue Fixed Route LTF 4,912,731 5,189,379 5,182,260 5,393,048 5,212,358 Non-Transportation Revenue (Interest) 90,574 94,197 97,965 101,883 90,574 FTA 5307 930,000 900,000 900,000 1,131,687 1,140,955 FTA JARC 122,000 192,500 200,200 174,138 181,103 FTA 5311 321,074 333,917 347,274 130,000 133,900 Cache Creek Casino 1,081,716 1,612,425 1,674,884 1,740,883 1,809,295 Passenger Fares 2,481,460 2,706,108 2,976,719 3,274,391 3,601,830 CalTrans Professional Development Grant 30,000 0 0 0 0 CalSTIR 74,000 74,000 74,000 74,000 74,000 Fuel Rebate (CNG) 355,389 355,389 355,389 355,389 355,389 Developer Funds Other 348,057 144,240 197,337 70,000 298,048

subtotal Fixed Route 10,747,001 11,602,155 12,006,028 12,445,419 12,897,452

Paratransit (Yolobus Special) LTF 641,505 712,054 746,866 776,530 814,742 Non-transportation Revenue (Interest) 60,000 61,800 63,654 65,564 67,531 FTA 5307 237,957 220,000 220,000 220,000 220,000 FTA New Freedom 42,500 60,000 60,000 60,000 60,000 Passenger Fares 50,818 52,343 53,913 55,530 57,196 Local Operting Assistance 183,925 181,964 181,663 184,144 178,984 subtotal Paratransit 1,216,705 1,288,160 1,326,096 1,361,768 1,398,453

Total Operating Revenue 11,963,706 12,890,315 13,332,124 13,807,187 14,295,904

Operating Costs Fixed Route Operating Hours 106,280 112,280 112,280 112,280 112,280 Fixed Route Operating Costs/Hour $101.12 $103.33 $106.93 $110.84 $114.87 Fixed Route Operating Costs $ 10,747,001 $ 11,602,162 $ 12,006,013 $ 12,445,411 $ 12,897,451 Farebox Recovery Ratio 23% 23% 25% 26% 28%

Paratransit Operating Hours 16,241 16,241 16,241 16,241 16,241 Paratransit Operating Costs/Hour $75 $77 $79 $81 $84 Paratransit Operating Costs $ 1,216,705 $ 1,249,687 $ 1,286,489 $ 1,321,096 $ 1,356,685 Service increases $ 38,473 $ 79,212 $ 122,015 $ 167,069 Paratransit Operating with increase $ 1,216,705 $ 1,288,160 $ 1,365,701 $ 1,443,111 $ 1,523,754

Total Operating Costs $11,963,706 $12,890,322 $13,371,715 $13,888,522 $14,421,205

Shortfall ($0.43) ($6.43) ($39,590) ($81,335) ($125,301)

Transit Resource Center 4-6 Yolo County Transit District Financial Plan Long-Range Transit Plan Final October 2009

Figure 4-2B Yolo County Transit District: Projected Operating Revenue and Operating Cost: FY 2014/15- FY 2018/19

FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 Projected Projected Projected Projected Projected Operating Revenue Fixed Route LTF 5,213,578 5,648,108 6,641,017 6,733,219 7,056,270 Non-Transportation Revenue (Interest) 94,197 97,965 101,883 105,959 110,197 FTA 5307 1,160,617 1,171,041 1,181,883 1,193,158 1,204,885 FTA JARC 188,347 195,881 203,716 211,865 220,340 FTA 5311 137,917 142,055 112,371 150,706 155,227 Cache Creek Casino 1,880,733 1,954,856 2,031,984 2,112,083 2,194,879 Passenger Fares 3,969,558 4,398,319 4,682,488 4,968,534 5,368,667 CalTrans Professional Development Grant 0 0 0 0 0 CalSTIR 74,000 74,000 74,000 74,000 74,000 Fuel Rebate (CNG) 355,389 355,389 355,389 355,389 355,389 Developer Funds 465,845 967,131 1,004,058 1,042,272 1,081,179 Other 298,048 298,048 298,048 298,048 298,048 subtotal Fixed Route 13,838,229 15,302,794 16,686,839 17,245,233 18,119,081

Paratransit (Yolobus Special) LTF 854,875 897,747 934,686 981,692 1,031,134 Non-transportation Revenue (Interest) 69,556 71,643 73,792 76,006 78,286 FTA 5307 220,000 220,000 220,000 220,000 220,000 FTA New Freedom 60,000 60,000 60,000 60,000 60,000 Passenger Fares 58,912 60,679 62,500 64,375 66,306 Local Operting Assistance 173,319 166,175 166,229 157492 147795 subtotal Paratransit 1,436,662 1,476,244 1,517,207 1,559,564 1,603,520

Total Operating Revenue 15,274,891 16,779,037 18,204,045 18,804,798 19,722,601

Operating Costs Fixed Route Operating Hours 117,230 127,025 141,134 153,184 184,612 Fixed Route Operating Costs/Hour $118.04 $120.47 $122.56 $125.37 $126.40 Fixed Route Operating Costs $ 13,838,249 $ 15,302,871 $ 17,297,707 $ 19,205,156 $ 23,335,517 Farebox Recovery Ratio 29% 29% 27% 26% 23%

Paratransit Operating Hours 16,241 16,241 16,241 16,241 16,241 Paratransit Operating Costs/Hour $86 $88 $91 $93 $96 Paratransit Operating Costs $ 1,393,754 $ 1,432,153 $ 1,471,893 $ 1,512,986 $ 1,555,630 Service increases $214,543 $ 264,544 $ 317,199 $ 372,634 $ 431,029 Paratransit Operating with increase $ 1,608,297 $ 1,696,697 $ 1,789,092 $ 1,885,620 $ 1,986,659

Total Operating Costs $ 15,446,546 $ 16,999,568 $ 19,086,799 $ 21,090,776 $ 25,322,176

Shortfall ($171,654) ($220,531) ($882,753) ($2,285,978) ($5,599,574)

Transit Resource Center 4-7 Yolo County Transit District Financial Plan Long-Range Transit Plan Final October 2009

Operating and Capital Revenues

The primary sources of operating revenues are fares, local funds, and federal funding. Small amounts of state funding can be used for operating support in some cases. These are summarized in Figure 4-2A and Figure 4-2B. Other key sources of operating revenue for YCTD include the Cache Creek Casino, developer funds for West Sacramento new service, and a fuel rebate for using CNG.

Fares

The basic adult fare on Yolobus is $2.00, slightly less than the $2.50 Sacramento Regional Transit fare. A monthly pass is available for $85.00. The senior (62+) and student fare is $1.00 and a senior/student monthly pass is available for $42.50. Express bus fares are approximately 50% higher than base fare. As noted in Figure 4-3, fares were increased substantially in April, 2009. The increase included raising the base adult fare from $1.50 to $2.00 and the student monthly pass from $24 to $42.50. . The Paratransit fare for seniors and disabled is $3.00 for local service and $4 for intercity service. UC Davis, CSU Sacramento undergraduate students and Los Rios community College students ride for free with a valid student ID.

Fare increases are included in FY 2012-13 and FY 2017-18 to help balance the budget. These would be on the order of $0.25 for adult cash with proportional increases in other fares. Figure 4-3. Yolobus Fares

September 2005 April 2009 Adult cash fare $1.50 $2.00 Student cash fare $.75 $1.00 Senior/disabled cash fare $.60 $1.10 Adult monthly pass $60.00 $85 Student monthly pass $24.00 $42.50 Senior monthly pass $40 $42.50 Adult express fare $2.00 $3.00 Adult express pass $80 $110 Paratransit cash fare $1-2 $3.00-5.00

Transit Resource Center 4-8 Yolo County Transit District Financial Plan Long-Range Transit Plan Final October 2009

State and Local Funds

The Local Transportation Fund (LTF) is derived from the Transportation Development Act (TDA) funds. The basis is a Local Transportation Fund (LTF) funded by ! cent of the statewide sales tax that is collected in each county. While it is dedicated to transit, remaining funds can be used for street and road purposes if there are no unmet transit needs. The LTF fund is used for both operating assistance and capital needs, and is used to backfill remaining deficits after other funding sources are exhausted. Approximately $5 million of LTF funds are budgeted for fixed route operations during FY2009-10 and an additional $640,000 in LTF is budgeted for Paratransit operations.

YCTD does not use all LTF funds generated in Yolo County. Approximately $2.4 million of LTF would not be used by YCTD for 2009-10 but this includes $1.1 million in Davis LTF used for Unitrans, Davis paratransit, and bikeway maintenance. Woodland, Winters, and Yolo County also receive LTF funds which go to non-transit projects. The plan would increase use of LTF funds from approximately $5.5 million in FY 2008-09 to $8.1 million by FY 2018-19, which represents about 2/3 of the $12.6 million projected LTF revenue in FY 2018-19.

While there is some uncertainty whether the retail economy will recover sufficiently by FY 2010-11 to grow again at historic levels of 5-6% annually, recent growth of major retailers in the County, including Ikea, Costco, and Target, should diminish retail leakage from Yolo County and is the basis for projecting future growth rates of 5% annually. The additional transit service programmed in the latter years of the LRTP may require that a higher proportion of LTF funding be allocated to transit, but this financial plan shows a potential operating deficit and does not show an increase in LTF funding to support the additional hours of service.

In addition to LTF funds, YCTD has received State Transit Assistance (STA) funds which were used primarily for capital needs. However, the recent negotiations and the state budget have cut STA funds by 50% in FY 2008-09 and eliminated the funding source for the next four years. Therefore, STA funds should not be projected until FY 2013-14 when it is restored as a funding source, gradually escalating back to levels received for FY 2008-09.

Allocations of Proposition 1B state transportation bond funds will be available for specific projects between 2009 and 2016, but it is difficult to sort out specific timing or amounts until the state budget picture becomes clearer. At least two of the programs under Proposition 1B have generated capital funding for YCTD, including the Public Transportation Modernization, Improvement and Service Enhancement Account (PTMISEA) and the Transit System Safety, Security, and Disaster Response Account. YCTD has received these funds which can be used for capital needs, from bus acquisition to bus stop amenities such as lighting.

Transit Resource Center 4-9 Yolo County Transit District Financial Plan Long-Range Transit Plan Final October 2009

Federal Funds

The primary source of federal transit funding for YCTD is Section 5307 which is used for both Yolobus and the Paratransit service. For metropolitan population areas greater than 200,000 Section 5307 funds are limited to capital purchases, preventive maintenance, planning, or Paratransit operations. Historically, these funds have increased 5% annually, with an additional 5% when the funding is re-authorized every six years. This would produce the additional increments in 2010 and 2016 if the past pattern continues. YCTD received approximately $1.2 million in Section 5307 funding for FY 2009-10, including about $240,000 for Paratransit.

SACOG projects a net increase of about $700,000 annually for Woodland in FY 2011-12 after the census results transfer Woodland from the Section 5311 Rural program to the Section 5307 Urban program. The amount of Section 5311 rural funding will be reduced but the County and Winters will still be eligible for this funding. YCTD also receives Section 5316 (JARC) funds, to assist in transit providing access to jobs.

Another federal program is the Congestion Mitigation Air Quality (CMAQ) program, which is administered by SACOG in order to improve air quality in non-attainment areas. This can be used for projects such as vehicle emission upgrades or park-and- ride lots. Additional expenditures for park-and-ride facilities are anticipated within the 10-year planning period in order to facilitate Capitol Corridor usage and operating express buses from park-and-ride lots.

Other Fund Sources

YCTD has negotiated several agreements which provide substantial operating and capital support for the District. The largest one to date is with the Tribe owning Cache Creek Casino which generates approximately $1.1 million toward the operating subsidy for Route 215 which provides access to jobs for many casino employees. Development agreements with three West Sacramento developers could each generate up to $600,000 annually toward operating support and $1.7 million capital contribution, according to the River Park Development Agreement between the City of West Sacramento and Richland Planned Communities, Inc. These amounts are subject to adjustment for inflation based on the Consumer Price Index for the region.

Capital Expenditures

The most significant capital requirements will be the need to purchase additional vehicles plus replace much of the existing fleet. Buses have a 12-14 year life, while paratransit vehicles have a 5-7 year usage life. Figure 4-4 shows the proposed fleet plan for the YCTD. The West Sacramento Streetcar is not included in the capital plan as funding would be from non-traditional sources.

YCTD is rehabilitating nine buses (model year 1996) in FY 2009-10 used for commuter service because they have more seats than new buses. A total of 30 expansion buses

Transit Resource Center 4-10 Yolo County Transit District Financial Plan Long-Range Transit Plan Final October 2009 will be needed to meet the Yolobus fixed route program. This is in addition to the replacement of 35 original or rehabilitated buses. All of the Paratransit buses and vans will need replacement within the 10-year period – twice for the 2007 Paratransit bus and 2008 Paratransit vans. In addition, there would be an increase of three additional Paratransit buses.

Major bus purchases need to be made almost each year from FY 2012-13 onward, with a peak of 17 new buses required both in FY 2012-13 and FY 2016-17. A Capitol Corridor garage at Davis is included in FY 2011-12. Expenditures for bus components, upgrades and supportive equipment; passenger amenities at bus stops; and maintenance and operating facilities are shown at relative steady levels throughout the planning period.

Figure 4-4. Yolobus Fleet Plan

10 11 12 13 14 15 16 17 18 19 ------Action FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

Replace Yolobus 3 17 2 13 Buses Expand Yolobus 1 3 9 4 9 4 Buses Replace Paratransit 2 1 3 5 1 Vehicles Expand Paratransit 1 1 1 Vehicles

In contrast with the operating plan that shows a deficit in the latter years, there appear to be sufficient funding sources to meet the capital needs of the District.

West Sacramento Streetcar

The West Sacramento Streetcar project is estimated to cost $50 – 100 million. In addition to its transportation value, it is viewed as a potential stimulus to continued redevelopment along the River and downtown West Sacramento. Since there are many regional transportation needs, the goal is to develop the streetcar using non- transportation funding sources. The following excerpt from the 2007 City of West Sacramento Downtown Streetcar Feasibility Study summarizes the funding options developed in the plan for its development:

Transit Resource Center 4-11 Yolo County Transit District Financial Plan Long-Range Transit Plan Final October 2009

6.1.1 Development Related

Four principal sources fall under this category. The sources are the Community Facilities District (CFD), Special Assessment District, Tax Increment Financing (TIF), and Development Impact Fees. A brief description is presented with an estimate of a potential range of funding for each.

Community Facilities District A community facilities district (CFD or Mello-Roos CFD) assesses property owners to pay for specific infrastructure that benefits the district. Revenues can be collected up front or paid over a fixed period of time in annual assessments. The formula for assessing property can be very flexible. For a streetcar, it could be variable, based on a property’s distance from the streetcar, with those closest to the alignment paying more. Other factors in the assessment formula could include the size of the parcel, the number or size of residential units, the amount of commercial space, fronting footage along the streetcar, and other factors. Phase 1 Report – May 2007 Page 74 Downtown/Riverfront Streetcar Study. CFDs must be approved by a 2/3 majority of property owners. However, this only applies when the planned area is essentially vacant or only made up of commercial properties. If there are more than 12 registered voters in the proposed district, then the CFD must go to a public vote of all registered voters in the district. This could present a much higher hurdle to achieving the 2/3 support. The potential funding range is from $5 million to $50 million. This was calculated by estimating total property value within the area served by the proposed streetcar line, using data provided by SACOG for each of the TAZs, and projected to 2015. Assessment rates of 2% and 3% of total value were applied to low and high estimates of value to derive the potential funding range.

Special Assessment District Special Assessment Districts are very similar to Mello-Roos CFDs in intent, logistical implementation, and result. Like a CFD, special assessment districts are geographical areas in which property owners receive a special benefit from new publicly-financed infrastructure, and assessments are made on property in order to build and sometimes operate that infrastructure. Special assessment districts are widely used in California. Assessment Districts are authorized by three pieces of legislation—dating from 1911, 1913, and 1915—that allow for the collection of assessments (1911 and 1913) and for bonds to be issued, paying for the improvements or operations related to assessments (1915). Thus, the districts have a very long history of legal precedence and infrastructure funding in the state. Since 1913, assessment districts can fund public transportation projects, so this will not be an issue in the case of the streetcar.

Transit Resource Center 4-12 Yolo County Transit District Financial Plan Long-Range Transit Plan Final October 2009

The potential funding range is from $5 million to $50 million, derived in the same manner described for CFDs. Assessments could be paid upfront in a lump sum, or spread over time and repaid with annual installments.

Tax Increment Financing Tax increment financing (TIF) is one of the most powerful urban financing tools available. All of the streetcar alignment is within redevelopment districts in Sacramento and West Sacramento. However, budgets in both districts are over- committed with projects, and other project funding priorities would need to be delayed in order to add the streetcar to the project list. Nevertheless, doing this should be strongly considered by both cities since the streetcar is exactly the kind of infrastructure project that TIF is designed for, to lay the groundwork for more intensive private investment that will generate higher property taxes in the future.

Development Impact Fees Development impact fees can be collected on new development that occurs within the project area. The fees cover the capital cost of the infrastructure needed to serve new development and are paid by the people who occupy or use the new development. The potential funding range is from $1 million to $5 million. Phase 1 Report – May 2007 Page 75 Downtown/Riverfront Streetcar Study

6.1.2 City Sources

Two principal sources fall under this category, and one source is applicable to both cities. The sources are the extension of the West Sacramento ! cent sales tax, and the second is General City Funds.

West Sacramento ! cent Sales Tax West Sacramento’s Measure K provides for a "-cent citywide sales tax to fund a variety of projects. This is actually a combination of two separate !-cent sales taxes, one of which is set to expire in 2013. This source has been approved and the transportation portion is set aside for streetcar acquisition.

Transit Resource Center 4-13 Yolo County Transit District Financial Plan Long-Range Transit Plan Final October 2009 Figure 4-5A Yolo County Transit District Capital Expenses and Revenue: FY 2009/10- FY 2013/14

FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 Budgeted Projected Projected Projected Projected Capital Plan - Expenses Buses $ 3,514,286 $ - $ 179,000 $ 11,825,681 $ 287,040 Bus components, rehab, and upgrades $ 4,114,717 $ 350,000 $ 410,500 $ 371,315 $ 382,454 Passenger facilities $ 3,409,759 $ 242,180 $ 35,249,445 $ 35,256,929 $ 15,264,636 Operations/Maintenance facilities $ 3,355,848 $ 1,799,939 $ 801,712 $ 185,587 $ 461,644 Total Capital Expenses $ 14,394,610 $ 2,392,119 $ 36,640,657 $ 47,639,512 $ 16,395,774

Capital Plan - Funds Secton 5307 $ 1,923,500 $ 115,567 $ 431,333 $ 508,900 $ 590,345 Davis Section 5307 $ - Section 5309 authorized (1,2,3) $ 1,936,800 $ 388,154 $ 339,198 $ 5,215,159 $ 15,000,000 Section 5317 (New Freedoms) $ 72,000 ARRA $ 502,509 PTMISEA $ 2,676,245 $ 625,000 $ 400,000 $ 800,000 OSH $ 522,252 $ 170,126 $ 170,126 $ 170,126 $ 170,126 SACOG Regional/Local $ 1,000,000 Cache Creek Resort and Spa $ 622,308 $ 50,000 $ 50,000 $ 50,000 $ 50,000 STA $ 1,441,314 Developer Fees $ 35,000,000 $ 35,000,000 CMAQ $ 3,607,950 $ 5,215,159 TDA - Capital $ 18,000 $ 43,272 $ 250,000 $ 250,000 $ 250,000 Capital Reserves $ 735,482 State Transit Assistance $ 335,303 Other (4) $ 336,250 $ 430,168 Total Capital Revenues $ 14,394,610 $ 2,392,119 $ 36,640,657 $ 47,639,512 $ 16,395,774

Transit Resource Center 4-14 Yolo County Transit District Financial Plan Long-Range Transit Plan Final October 2009 Figure 4-5B Yolo County Transit District Capital Expenses and Revenue FY 2014/15- FY 2018/19

FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Projected Projected Projected Projected Projected Capital Plan - Expenses Buses $ 4,219,295 $ 6,987,596 $ 13,302,344 $ 7,361,203 $ 3,359,017 Bus components, rehab, and upgrades $ 445,428 $ 405,746 $ 417,918 $ 483,501 $ 443,370 Passenger facilities $ 272,575 $ 280,753 $ 4,289,175 $ 297,851 $ 306,786 Operations/Maintenance facilities $ 221,878 $ 5,350,934 $ 310,844 $ 445,163 $ 132,532 Total Capital Expenses $ 5,159,176 $ 13,025,028 $ 18,320,281 $ 8,587,717 $ 4,241,704

Capital Plan - Funds Secton 5307 $ 675,862 $ 765,656 $ 859,938 $ 958,935 $ 1,062,882 Davis Section 5307 Section 5309 authorized (1,2,3) $ 1,214,188 $ 8,190,246 $ 6,776,400 $ 3,735,142 $ 1,679,508 Section 5317 (New Freedoms) ARRA PTMISEA $ 400,000 $ 400,000 $ 400,000 $ 400,000 OSH $ 170,126 $ 170,126 $ 170,126 SACOG Regional/Local Cache Creek Resort and Spa $ 50,000 $ 50,000 $ 4,050,000 $ 50,000 $ 50,000 STA Developer Fees $ 1,800,000 $ 2,600,000 CMAQ $ 5,214,817 $ 2,994,640 $ 200,314 TDA - Capital $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 Capital Reserves State Transit Assistance $ 599,000 $ 599,000 $ 599,000 $ 599,000 $ 599,000 Other (4) Total Capital Revenues $ 5,159,176 $ 13,025,028 $ 18,320,281 $ 8,587,717 $ 4,241,704

Transit Resource Center 4-15 Yolo County Transit District Financial Plan Long-Range Transit Plan Final October 2009

Summary

Implementation of the full improvement plan will require either a more optimistic growth in existing revenues than is currently forecast or an additional funding source. If these are not forthcoming, some of the desired service improvements can be deferred.

The operating costs shown in this analysis are based on applying the projected number of revenue hours by the hourly service cost projection. The bus operating cost of approximately $101 per hour for Yolobus buses and $75 per hour for Paratransit was the starting point for the analysis. This is a fully- loaded operating cost including fuel, insurance, and administration as well as operations and maintenance.

The last three years of the plan show an operating deficit of $880,000, $2.29 million, and $5.6 million respectively. The total operating shortfall over the 10-year plan period would be $9.4 million, of which approximately 60% would occur in the last year, primarily as a result of 31,400 hours of revenue service added that year for new routes in West Sacramento and providing consistent 30-minute headways on intercity route 42 which operates loops connecting Woodland, Sacramento, West Sacramento, and Davis, including providing the only transit service to Sacramento International Airport.

YCTD does not use all LTF funds generated in Yolo County. Approximately $2.4 million of LTF would not be used by YCTD for 2009-10 but this includes $1.1 million in Davis LTF used for Unitrans. The plan would increase use of LTF funds from approximately $5.5 million in FY 2008-09 to $8.1 million by FY 2018-19, which represents about 2/3 of the $12.6 million projected LTF revenue in FY 2018-19. The primary source of federal transit funding for YCTD is Section 5307 which is used for both Yolobus and the Paratransit service. YCTD received approximately $1.2 million in Section 5307 funding for FY 2009-10, including about $240,000 for Paratransit.

In addition to the funding described above, YCTD has negotiated several agreements which provide substantial operating and capital support for the District. The largest one to date is with the Tribe owning Cache Creek Casino which generates approximately $1.1 million toward the operating subsidy for Route 215 which provides access to jobs for many casino employees. Development agreements with three West Sacramento developers could each generate up to $600,000 annually toward operating support and $1.7 million capital contribution, according to the River Park Development Agreement between the City of West Sacramento and Richland Planned Communities, Inc. These amounts are subject to adjustment for inflation based on the Consumer Price Index for the region.

The most significant capital requirements will be the need to purchase additional vehicles plus replace much of the existing fleet. Buses have a 12-14 year life, while paratransit vehicles have a 5-7 year usage life. The West Sacramento Streetcar is not included in the capital plan as funding would be from non-traditional sources.

Transit Resource Center 4-16 Yolo County Transit District Financial Plan Long-Range Transit Plan Final October 2009

A total of 30 expansion buses will be needed to meet the fixed route program. This is in addition to the replacement of 35 original or rehabilitated buses. All of the Paratransit buses and vans will need replacement within the 10-year period – twice for the 2007 Paratransit bus and 2008 Paratransit vans. In addition, there would be an increase of three additional Paratransit buses. Major bus purchases need to be made almost each year from FY 2012-13 onward, with a peak of 17 new buses required both in FY 2012- 13 and FY 2016-17.

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