HomeMy WebLinkAboutAgenda - 01-24-2005-9bORANGE COUNTY
BOARD OF COMMISSIONERS
ACTION AGENDA ITEM ABSTRACT
Meeting Date: January 24, 2005
Action Agenda
Item No. b
SUBJECT: Orange County Public Transportation Community Transportation Improvement
Plan (CTIP)
DEPARTMENT: Aging/Transportation
PUBLIC HEARING: (Y/N) No
ATTACHMENT(S):
1. Community Transportation
Improvement Plan
2. Recommendations from
Transportation Services Board and
CTIP Steering Committee
INFORMATION CONTACT:
Jerry Passmore, ext 2009
AI Terry, ext 2002
TELEPHONE NUMBERS:
Hillsborough 732-8181
Chapel Hill 968-4501
Durham 688-7331
Mebane 336-227-2031
PURPOSE: To approve the Community Transportation Improvement Plan (CTIP) for 2004-
2009 and accompanying recommendations from the Transportation Services Board (TSB) and
CTIP Steering Committee.
BACKGROUND: Orange County Public, Transportation must have an approved Transportation
Improvement Plan to qualify for North Carolina Department of Transportation, Public
Transportation Division funding of administrative and capital acquisitions. The present plan
expired in 1999. The North Carolina Department of Transportation allowed Orange County to
hire a consulting firm, Wilbur Smith Associates, Inc., in 2004 to prepare the updated plan with
assistance from the Transportation Services Board and the CTIP Steering Committee. The
membership of the CTIP Steering Committee included a variety of organizations and agencies
throughout the County with interest in community transportation. The North Carolina
Department of Transportation consultant, Ms. Gayle Worley, assisted with the completion of the
plan. Initial meetings were scheduled with the Transportation Services Board and the CTIP
Steering Committee. The following timeline outlines the dates for discussion of the CTIP with
both groups:
A. July 27, 2004 -- Transportation Services Board met with the consulting firm as an
introduction to the CTIP process
B. September 8, 2004 - CTIP Steering Committee met with consulting firm to offer direction
public and Human Services transportation should proceed in Orange County
C. September 21, 2004 -- Transportation Services Board met with consulting firm as an
update to the CTIP process
D. October 11, 2004 -- Transportation Services Board held a special meeting to discuss the
recommendations from the consulting firm
E. October 21, 2004 -- CTIP Steering Committee met to review the recommendations from
the CTIP process
F. November 16, 2004 -- Transportation Services Board reviewed the recommendations
from the Steering Committee, TSB and consulting firm
The CTIP addressed the following components:
(1) Organizational Leadership: Review policies and procedures currently adopted by
Orange Public Transportation to access the organizational approach to human services
and public transportation, including relationships with other area transit providers.
(2) Customer and Market Focus: Review such areas as the organization's understanding of
customer needs, methods whereby those needs were determined, and marketing efforts
to inform county residents of the service.
(3) Financial Management System: Reviews included, but were not limited to the financial
health of the system, the rate/fare structure, record keeping policies and procedures.
(4) Human Resources and System Operations: Employee motivational techniques,
performance review procedures, and mechanisms to ensure effective communication
among work groups are representative examples of study areas.
(5) Information and Analysis Policy/Procedure: Review the types of performance measures
used, data collection methodology and the correlation of performance measures to
improve strategies.
(6) Operations Management and Service Delivery Techniques: Review operational
procedures in all areas. Representative examples included vehicle maintenance and
compliance with state and federal regulations.
The resulting CTIP presents in detail a profile of existing transportation services and continuing
needs, recommended service and organizational alternatives, recommendations for
improvement and regional collaboration with area transit agencies, recommended marketing
efforts to ensure public awareness, and recommended capital acquisitions to provide the
system with tools to accomplish the plan.
There is one recommendation from the Transportation Services Board/CTIP Steering
Committee that differs from the consulting firm's recommendation, Currently, Orange Public
Transportation is a division under the Department on Aging. The consulting firm recommended
that Orange Public Transportation report to an Assistant County Manager as a separate
department in the interest of increased visibility and stranger administrative alignment with
senior management. The TSB and CTIP Steering Committee recommend that Orange Public
Transportation remain a part of Department on Aging pending further review, as the BOCC may
desire. It is noted that the TSB and CTIP Steering Committee felt reassignment of the division
would have to be closely considered in terms of County infrastructure (OPT funding from the
State helps to offset DOA administrative costs, for example) and the Statewide push towards
regional service providers. The Master Aging Plan also includes comments on transportation
access and efficiencies that would be pertinent to greater discussion of organizational
placement.
The recommendations contained within the CTIP as endorsed by the TSB and the CTIP
Steering Committee in priority order are summarized below. A full list of the CTIP
recommendations as presented by the consultant with comments provided by the TSB
and CTIP Steering Committee are shown in Attachment 1.
1. Conduct a retreat of the TSB for a fuller and richer discussion of important themes
such as regional transportation systems, brand image and marketing.
2. Coordinate public transportation services with Triangle Transit Authority (TTA).
TTA could potentially assume financial responsibility of the "Orange Express"
route, Hillsborough to Chapel Hill/Carrboro public route.
3. Coordinate paratransit services with Chapel Hill Transit, E-Z Rider. Orange
County may combine paratransit services for the entire county to include Chapel
Hill and Carrboro areas. This coordinated effort would allow a seamless
paratransit service to all residents in the county.
4. Purchase fare box equipment that would be compatible with other area transit
services. The fare boxes would have the capability to accept swipe cards
currently in use by TTA, Durham Area Transit Authority, and Capital Area Transit.
5. Purchase a single air wave radio system for OPT. Currently OPT shares the radio
system with other county departments. OPT radio communication should be
considered confidential and therefore a single air wave is necessary.
Once the CTIP and recommendations are adopted by the County Commissioners, the
Transportation Services Board will schedule a retreat to continue and address issues as noted
above. Further recommendations would be brought forward for BOCC consideration and final
decision-making.
FINANCIAL IMPACT: The CTIP is a five-year plan (2004-2009) with proposed capital
acquisitions during this time period. The Board of County Commissioners approved, at the
November 16, 2004 meeting, funding for the requested scheduling system with a local match of
$4,500 for FY2005-2006. There remains a local match of $3,405 if all other capital items are
approved during the five years. Operational or service level changes contemplated as a result
of CTIP findings will be further analyzed by staff and County management for any operating
budget implications before formal action is requested of the BOCC.
RECOMMENDATION(S): The Manager recommends that the Board
1. Receive as information the Community Transportation Improvement Plan (2004-2009)
prepared by Wilbur Smith and Associates (Attachment 1)
2. Approve the recommendations of the Community Transportation Improvement Plan) as
supported and submitted by the Transportation Services Board and the CTIP Steering
Committee (Attachment 2)
3. Authorize transmission of the CTIP and approved recommendations to the North
Carolina Department of Transportation as the five-year development plan for Orange
County Public Transportation
SECTION 1: INTRODUCTION
FINAL REPORT
• OF ORGANIZATION
1.1.1. TYPE OF SYSTEM
The Orange County Public Transportation Service (OPT) provides transportation
services to agency clients and general public passengers residing in the rural areas
of Orange County. Chapel Hill Transit (CHT) serves the urbanized areas of Chapel
Hill and Carrboro Additional transit service is provided within the urbanized areas by
the Triangle Transit Authority (TTA).
The OPT system is a division of the Orange County Department on Aging (DOA). A
Transportation Services Board (TSB) provides input to the OPT's Supervisor. The
TSB reflects a recent reorganization of the old Transportation Advisory Board (TAB).
1.1.2. CURRENT TRANSIT SERVICES PROVIDED TO THE COMMUNITY
OPT provides the following services:
• Transportation assistance, including a donated vehicle program
• General public bus service
• Special agency bus and van service
• Door-to-door van service
• Special event service
OPT maintains a website providing a comprehensive overview of OPT's services
and programs. The following descriptions come from the website,
http?//www.co.orange.nc.us/aging/op t/. This information is also published in
brochure form
Special Agency Bus and Van Services
OPT transports clients of Orange County community service organizations, such as
the Department of Social Services and the Orange Enterprises Inc. Routes,
operated under contract, transport people with ongoing transportation needs. The
service is open to the general public, but seating is limited, with priority for people
with employment and training needs The hours of service are 6:30 AM to 6:30 PM.
OPT provides subscription and demand-response transportation services to 17
major human service agencies in Orange County The major agencies currently
participating in the OPT system are as follows:
• Department on Aging
• Department of Social Services
• Orange Enterprises
• Orange County Health Department
• Cedar Grove Senior Center/Nutrition Program
• Efland Senior Center/Nutrition Program
• Central Orange Senior Center/Nutrition Program
• Northside Senior Center/Nutrition Program
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FINAL REPORT
Central Orange Adult Day Care Program
Sportsplex
Special Door-to-Door Van Service
OPT offers Orange County residents transportation from their residence to their
medical care providers. Non-emergency door-to-door transportation to area medical
facilities (Orange and Durham counties) or the closest provider can be arranged with
two working days notice, with possible one day notice in critical situations. Special
rates are available to senior citizens, disabled, and Medicaid eligible residents. The
service is also available to the general public. Plans are under way to offer
transportation for employment, business, shopping and other types of trips
General Public Bus Service
OPT operates one fixed route for the general public. The Orange Express route
runs four times a day, Monday through Friday, between Hillsborough and Chapel
Hill/Carrboro. It connects with Chapel Hill Transit, TTA routes, and Piedmont
Authority for Regional Transportation (PART). Limited distance route deviations may
be made for disabled persons and subscription riders, Five northbound trips are
provided from 7:00 AM to 5:00 PM, and seven southbound trips are provided from
6:30 AM to 4:00 PM.
Transportation Information and Assistance
An OPT transportation coordinator helps any county resident in need of
transportation. The coordinator develops a transportation plan with the resident,
using public services and private providers in Orange County.
The Orange County Donated Vehicle Ownership Program is coordinated by the
Department on Aging in cooperation with the Department of Social Services and the
Commission for Women. The program provides an opportunity for citizens to
receive a tax credit by donating vehicles to eligible Orange County residents who are
in a transportation crisis and/or are in a low-income category. The purpose of the
program is to provide clients with transportation for work related activities.
Feeder Transfer Service
People who live in certain areas of the county without regular bus service can
arrange to betaken from a pickup point to the nearest bus stop The dispatcher will
schedule the trip as close as possible to the desired time and coordinate transfer to
the correct bus.
Special Event Trips
Qualifying agencies and community service groups are invited to lease vehicles for
preplanned trips to locations within and outside Orange County. This service is
offered based upon availability and requires advanced notice for scheduling.
Favorite destinations include the North Carolina Zoo, the N C. State Fair, and the
many area shopping malls
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1.1.3.
1.1.4.
CHANGING TRANSIT ENVIRONMENT
SECTION 1: INTRODUCTION
FINAL REPORT
As one of the member communities in the Triangle region, OPT will be faced with a
changing transit environment over the next few years, The Triangle Transit Authority
(TTA) is in the process of designing the regional rail system While the first phase of
this project will not serve Orange County, it will have a dramatic effect on transit
systems throughout the area, If nothing else, the stations in Durham will provide an
anchor point for OPT connections to the rest of the region.
As TTA continues its rail planning activities, it
continues to evaluate the regional bus service it
provides. Recently, TTA discontinued the single
route (410) it operated in the rural area of Orange
County; a route connecting Hillsborough to Durham
and Duke Hospital. Three morning trips were
offered to Duke Hospital, and two express evening
trips were offered to Duke Hospital. In the reverse
direction, two morning express trips were offered
from Duke Hospital, and three evening trips were offered from Duke Hospital. The
service began in August 2001 and TTA's Board eliminated the service in July 2003
due to very low ridership.
A parallel effort is underway to analyze the organization of transit in the region The
mayors of Raleigh, Durham, Cary, and Chapel Hill commissioned a study to evaluate
the potential of combining their separate systems into one consolidated system
Ultimately, Chapel Hill elected not to consolidate its services at this time, but
negotiations are underway among Raleigh, Durham, and TTA on merging their
systems. Cary's C-Tran service is anticipated to be added into the merged
organization as a second phase, along with potentially NC State's Wolfline service.
OPT is not currently included in the transit consolidation analysis, but it could be
added at a later phase depending upon the wishes of the Orange County Board of
Commissioners and the new transit organization. This CTIP does not take a position
on whether OPT should be included in the new organization. The CTIP, however,
does explore the relationships to facilitate a regional transit service. OPT has
already undertaken a number of such steps, including participating in the monthly
regional transit pass program with TTA, Capital Area Transit (CAT), Durham Area
Transit Authority (DATA).
OPERATING STATISTICS
Orange County's key operating statistics are shown in Exhibit 1-1. The total number
of vehicle service hours, miles of service supplied, and passenger trips were used to
develop the performance and efficiency statistics shown in the Exhibit The percent
change for each statistic is shown, where applicable, to enable a better
understanding of the trends over recent years.
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%%ill Smith
SECTION 1: INTRODUCTION
FINAL REPORT 7
EXHIBIT 1-1: OPT KEY OPERATING STATISTICS
FY 2004 Percent change
Item FY 2002 FY 2003 Data (FY 2003 - FY
Data Data 2004
Passenger Tris 114,708 114,385 113,198 -1.3%
Revenue-Miles 491,760 411,642 333,750 -32.1%
Days in Service 316 324 250 -20.9%
Number of Vehicles 33 29 28 -15.2%
Accidents 0 0 0 0%
Total Ex enses $1,084,574 $906,519 $1,010,743 -6.8%
OPERATING
EFFICIENCY
Passenger Trips 0.23 0 28 0 34 47.8%
er Revenue -Mile
VEHICLE
UTILIZATION
PERFORMANCE
per 2 71 2 86 4 03 48.7%
Vehicle Operating
Da
Vehicle-Miles per 47,16 43.81 64.75 373%
Vehicle Operating
Da
Passenger Trips 11,0 122 162 47.3%
per Vehicle
O eratin r);
FINANCIAL
•
Cost per Passenger $9.46 $799 $8.93 -56%
Trip
Cost per Revenue- $221 $220 $303 371%
Mile
Cost per Vehicle- n/a $3403 $35.79 4.9%
Hour
'Total Expenses' includes Operating and Administrative expenses Capital expenses are not included
The above trends indicate OPT is being more efficient in carrying more riders with
fewer service resources (miles and hours), but the costs of the service resources
continue to increase.
1.1.5. MISSION, GOALS AND OBJECTIVES
The Orange County Transportation Advisory Board (TAB) adopted the Mission
Statement The Mission Statement will be presented to the recently formed
Transportation Services Board (TSB) for reaffirmation and possible modification.
This Statement is as follows.
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FINAL REPORT
Orange County Public Transportation (OPT) is a transit organization
committed to promoting a healthful quality of life for all residents of
Orange County. OPT strives to provide a comprehensive continuum of
locally accessible, community based transportation services. As a
primary transportation resource for the county, we have a responsibility
to serve residents with transportation needs. OPT is dedicated to
continuously improving the quality and economic value of transit
services, locally and regionally.
The "Orange County Master Aging Plan" contains goals and objectives for
transportation. Since OPT is part of the Department on Aging, the content of the
plan has been a management tool for OPT. Refined goals and objectives for OPT
will be an outcome of this CTIP. The goals identified by the Director and Supervisor
are to:
• Improve the general public routes, especially since the discontinuance of the
TTA route in the county
• Develop a seamless operation with other transit providers in the region
• Enhance cost-sharing efforts
• Promote an awareness of OPT's system within the community,
• Completion of the CTIP with policy decisions regarding regionalization and
organizational placement
• Re-establishment of Transportation Services Board to include the selection
of Board members and meeting dates
The last published goals and objectives were for fiscal year 2004. In January 2004
goals and objectives were presented to the Board of County Commissioners with
particular interest in the CTIP and the formation of the new Transportation Services
Board. The TSB should address the above goals and OPT's relationship with the
expanded TTA
1.1.6. SUMMARY OF RESOURCE INVENTORY
Vehicles
The OPT fleet currently consists of 2 minivans, 14 vans and 17 minibuses, a total of
33 vehicles, All vehicles are equipped with radios, and 20 vehicles are equipped
with a wheelchair lift. The system also has one supervisor car that is a surplus
Orange County vehicle. Vehicles range in model year from 1991 to 2001. From a
sample week in September 2003, the average daily pull-out is 15 vehicles, giving the
system a 120 percent spare ratio.
Facility Information
The Transportation Coordinator's office and the scheduling and dispatching
functions are all located in the Orange County Maintenance Complex. The office is
an enhanced triple-wide modular unit. Operators also report to duty at that same
location. The building is well maintained and has adequate space.
Equipment
OPT vehicles are equipped with radios, but the frequency overlaps with the Animal
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Control frequency. This overlap results in privacy concerns since passenger trip
information can be overheard. Correcting this situation will require an upgrade to the
OPT radio system. Any upgrade should be compatible with radio systems of other
area transit providers. This funding may be included in the FY 2005/2006
Community Transportation Program Grant from North Carolina Department of
Transportation.
Current Technologies
OPT has a low-tech approach to fare collection with no registering fireboxes. As a
member of the regional transit pass coalition, OPT may have to upgrade to
registering fareboxes at some point in the future to track ridership. This funding may
be included in the FY 2005/2006 Community Transportation Program Grant from
North Carolina Department of Transportation,
1.1.7. KEY FUNDING / REVENUE SOURCES
The major funding sources for OPT are State grants (45 percent), Orange County
general funds (30 percent) agency contracts (23 percent) and fare revenue (2
percent). For Rural General Public (RGP) service, the passenger fare is based on a
charge of $0.50 in city and $1.00 for travel between cities
County funds, which are allocated from the general fund, support a significant portion
of the system's operations. Community Transportation Program funds from NCDOT
(which include pass-through monies from the Federal Transit Administration) are
used to support capital and administrative needs. Additionally, NCDOT provides
funds for the Rural Operating Assistance Program (ROAP), which includes RGP,
Work First, and Elderly and Disabled Transportation Assistance Program (EDTAP)
monies. Medicaid funds are another major funding source, and are used to support
associated operating and administrative costs. Further funding comes from agency-
acquired grants that support transportation uses such as the Home and Community
Care Block Grant (HCCBG). The participating agencies are extremely active in
pursuing grants that aid in funding transportation for their customers.
1.2. BUSINESS DIRECTIONS
OPT is well received in the community because of its outstanding customer service,
An example of OPT's outstanding service is OPT's response during recent ice
storms. OPT operated when most people were afraid to drive, providing an
invaluable service to residents who had no other way to travel.
The transit merger discussions in the Triangle region will have an unknown effect on
OPT's role as a transportation provider. The implications of the merger of TTA,
CAT, DATA, and potentially other groups are discussed in this CTIP( Section 1,
Article 2.2.2).
OPT has grown in importance in recent times as more and more agencies and the
general public begin to use its services, The functional location of OPT is also
discussed in later sections (Section 1, Article 2.3 6)
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COMMUNITY TRANSPORTATION IMPROVEMENT PLAN
SECTION 2: OVERALL ORGANIZATION EFFECTIVENESS
FINAL REPORT '
2.1. SUMMARY OF STRENGTHS AND AREAS OF IMPROVEMENT
The purpose of this Community Transportation Improvement Program (CTIP) is to
help OPT build upon its strengths and improve in those areas where deficiencies
exist OPT is facing a potential transition as it continues to evolve from a human
service provider to one that offers more rural general public service in the county.
Additionally, the transit environment is changing in the Triangle, as the major urban
systems move toward a consolidated system. These changes will affect the future
role for OPT.
The following major strengths and areas of improvement associated with current
operations as they affect future service were formulated through interviews with OPT
staff, human services agencies that contract with OPT, and individual riders.
Strengths
Involved workforce
Coordination with other systems
Knowledge of market and customer satisfaction
Upgraded financial system
Areas of Improvement
TAB/TSB membership and function.
General public route coverage and service hours
Consolidation of OPT and CRT's demand-response service
Cross County Transit coordination
Agency billing rates
OPT functional location
Marketing
Capital items
The areas of improvement listed above represent some of the broad findings of this
CTIP. A number of more specific recommendations related to these and other areas
are detailed in Section 3.
2.2. SUMMARY OF ORGANIZATIONAL STRENGTHS
2.2.1. INVOLVED WORKFORCE
The organization has an active and dedicated Supervisor, who encourages the
employees to participate in decisions regarding work practices. As an example of
this, upon his hiring, the OPT Supervisor started a monthly rotation of the operators
among the routes. Previously, the operators never rotated, and consequentially did
not know all of the routes. The rotation continued for approximately a year and a
half, until discussions with the operators changed the practice to rotate once a
quarter.
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The OPT Supervisor also solicited employee feedback on the selection of an
operator uniform. He formed a committee composed of five operators and the
operations assistant to develop a standard summer and winter uniform. The OPT
Supervisor provided guidance on the available budget, but allowed the committee to
make the decision,
2.2.2. COORDINATION WITH OTHER SYSTEMS
OPT is actively involved with coordinating its services with adjacent jurisdictions.
OPT participates in the regional transit pass, as noted in Section 1, and is a member
of the Rural Regional Network. This group is composed of representatives from the
region's rural transit services. The group meets on a monthly basis to discuss
coordination issues.
OPT Administration regularly meets with the Planner and General Manager of
Chapel Hill Transit, the Orange County Transportation Planner, and the planner with
TTA. OPT and TTA held a public meeting to discuss transit issues; this meeting was
held in November 2003.
Several area transit agencies have recently implemented a web-based trip planning
service, www.gotrian Iq e.org, that includes a link to the OPT website. Unfortunately,
the OPT Orange Express route is not included in the trip planning software.
According to TTA officials, the database did not initially include demand-response
services. The Orange Express is a fixed-route, fixed-scheduled service; therefore,
the software should be able to include it in its algorithms Initial feedback from TTA
has been positive, and TTA officials will add the Orange Express once this CTIP is
finalized,
2.2.3. CUSTOMER SATISFACTION AND MARKET KNOWLEDGE
OPT Administration is proactive in determining the potential for new markets and the
satisfaction level of the existing customers. OPT started as a human service
provider, and this is still the major market OPT maintains close contact with the
agencies to keep abreast of their needs. In interviews with The WSA Team, agency
personnel were complimentary of their working relationship with OPT.
OPT Administration maintains an on-going knowledge of where service changes
may be warranted. This is accomplished by talking with the social service agencies,
monitoring the more populated areas of the county for general public service
potential, working with the Economic Development representative on where there's
potential for growth, and reviewing direct requests from members of the public.
OPT looks for ways to improve productivity. One example of a successful change is
the conversion of a route that was previously reserved for the Orange Enterprises
clients to a general public service General public riders were added at little cost,
reducing the expense to Orange Enterprises.
OPT has taken several customer surveys. OPT has recently conducted three
surveys - one with the disabled community (Winter 2001), one with faith-based
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organizations (Spring 2002), and one with the billed clients. OPT also conducts
public forums, the most recent one was in conjunction with TTA regarding TTA's
presents in Northern Orange County and the needs of Orange County residents.
OPT has been proactive in marketing its services. Among the techniques used have
been
• Interviewing the OPT Supervisor on the Public Service television station;
• Publishing articles in the Chapel Hill Herald and News of Orange;
• Publicizing the service through prominently displaying the system name and
phone number on the vehicles;
• Providing information on the service to newcomers through the Chamber of
Commerce and Visitors Center;
• Publishing flyers in both English and Spanish,
• Including the general public route in the Chapel Hill Transit route book;
• Having brochures at public information racks at human service agencies,
• Participating in all community events (Christmas parade, Hillsborough Hog
Day, and others);
• Promotions on WCHL radio; and
• Having a webpage and a link from the www.gotriangle.org website.
Additional marketing efforts will be required to publicize changes in the rural general
public service,
2.2.4. FINANCIAL MANAGEMENT SYSTEM
In 2002, Orange County upgraded its financial system to afford the latest
technologies in tracking fiscal budgets and department/division expenditures. OPT's
finances are tracked by the Department on Aging's Budget and Financial Officer.
She also has responsibility for four other divisions, The Officer monitors the budget
and provides quarterly reports for the OPT Supervisor. Interdepartmental budget
transfers are possible if required for necessary purchases, The OPT Supervisor
tracks grants in coordination with the Budget and Financial Officer. An outside firm
conducts an annual audit,
OPT proactively tries to keep its costs low by coordinating with other systems,
primarily Chapel Hill Transit and Chatham Area Transit. As noted in the
Opportunities section, OPT could do more by using the Cross County Transit
(CCTransit) website.
2.2.5. HUMAN RESOURCES / OPERATIONS
One of the strongest areas at OPT is the human resources area. OPT has in place
several programs that promote a professional workplace where employees are
encouraged to grow and perform their best. The paragraphs below outline the
strength of the program.
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FINAL REPORT
Employees are encouraged to participate in the myriad of professional development
and training courses offered by Orange County. Copies of certificates awarded for
completion of courses are maintained in not only the personnel file maintained by the
Transportation Manager but in an additional file maintained by the County's
Personnel Manager, Course topics include not only federally mandated subjects
(examples: CPR, First Aid, Bloodborne Pathogens, Defensive Driving Module,
Special Needs Awareness and Assistance) but also skills development (examples:
Microsoft Office operating programs and procedures, Notary Public, Stress
Management, Financial Planning for Retirement).
Job descriptions and the OPT Employees' Performance Review form were modified
three years ago to include quantifiable performance standards (examples: on time
performance, customer commendations and complaints, number of tardy incidents
and absences) Discussions with some of the Operators revealed that the
employees clearly understand Management's expectations of performance.
OPT Administration promotes cross training between job positions. The Scheduler
and Dispatcher can assume each other's duties whenever one orthe other is absent
from the workplace. Operators are trained to enter their time in the computerized
scheduling and compensation database. They also assist in the calculations of
OPT's number of passenger or trips by purpose included in the Triangle J. Council of
Government's annual report. One or two Operators have been cross-trained on the
Scheduler's job position. All training, no matter the type, occurs during Employees'
scheduled work shift.
OPT Administration, working with the county (Human Resources Director or
Employment Manager) initiated a "Confidentiality Agreement" that each employee is
required to sign and practice, The agreement requires employees to commit not
discussing any information pertaining to OPT operations or any of OPT's riders.
Copies of the Agreement are contained in OPT's personnel/qualification files.
Prior to the employees' Annual Reviews, copies of their performance evaluation
forms are provided. Employees complete a section entitled "Self Evaluation".
Together, OPT Administration and the Employee summarize the performance and
conduct for the past 12 months. Goals and objectives are also established for the
ensuing year. During the next year, the OPT Administration assesses how well the
Employees are performing to achieve their goals Performance based compensation
/merit pay is provided to those Employees who accomplish their goals.
Reporting directly to the Director of the Department on Aging, the OPT Supervisor's
performance is reviewed daily. Once a year, a formal review is conducted and
documented on Orange County's Work Planning and Performance Review The
Director receives input from the TSB and the Assistant County Manager, although
the input is received informally.
The OPT Supervisor's own management style is one of the strongest motivators in
OPT. He encourages Employees to go beyond their essential job tasks and
responsibilities. He provides them promotional opportunities to seek out more
challenging job positions, either within the County or outside the entire County
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organization. He has an open-door policy and maintains constant communication
with Employees, as evidenced during site visits.
Two years ago the County's Personnel Department had an external consultant
perform a County-wide job evaluation of incumbent positions to assure that the
Orange County position classification and pay plan is equitable and competitive.
OPT Employees' positions were found equivalent to positions having higher pay. As
a result, OPT positions were reclassified to a higher pay scale
OPT also held its first BusNan Roadeo competition in the Spring of 2004, with the
winners representing the organization at the NCPTA Roadeo in May 2004,
OPT uses the existing county process to hire new employees even though no new
permanent employees have been hired in the past three years. Orange County's
Personnel Department posts job openings in each county building, on the County's
website and in local newspapers. The Personnel Representative conducts an initial
interview and refers viable candidates to OPT. The OPT Supervisor and a
committee of employees select the candidates
OPT promotes a safe workplace OPT Administration is knowledgeable of resources
that support an accident-free workplace OPT Administration contacted Duke
Hospital's Physical Therapy Dept. to determine the physical requirements (via a Job
Analysis) for Vehicle Operators This info was then added to the employees' job
description as part of the minimum job requirements.
Employees conduct pre-trip inspections of the equipment. They are also responsible
for regular cleaning of the interiors of the vehicles. OPT has the SAF-T-Lock
mechanisms to secure disabled passengers' apparatus. Although these devices are
more expensive than others, they are easier to attach and detach from the floor.
Devices are not left on the floor, thereby avoiding tripping hazards to the
passengers. In addition, Orange County's Risk Management Department conducts
an annual inspection at OPT's Operating Facility.
The County has a formal grievance procedure in place to address employee
complaints and grievances, The OPT Supervisor is the first person that would have
knowledge of any concern because employees present their grievances to the
supervisor, as a first step. If the grievance isn't settled in step 1, the second step is
to address the matter to the Director of the Department of Aging, If the grievance
isn't settled in step 2, the third step is to bring the matter before the Manager. The
aggrieved may appeal to the Personnel Hearing Board, a board appointed by the
Board of County Commissioners. The Personnel Hearing Board forwards its
recommendations to the Manager who will make the final decision. An Open Door
Policy affords employees the openness and opportunities to discuss matters of
concern.
OPT Administration informs the Personnel Department anytime OPT receives a
substantive employee complaint.
Orange County 2-5
COMMUNITY TRANSPORTATION IMPROVEMENT PLAN
SECTION 2: OVERALL ORGANIZATION EFFECTIVENESS
FINAL REPORT 15
2.2.6. PERFORMANCE MEASUREMENT
OPT Administration regularly monitors the performance of the system. OPT
Administration prepares a monthly report for distribution to the Transportation
Services Board (TSB). The indicators used are.
• Cost per passenger
• Cost per mile
• Cost per hour
• Passengers per hour
• Passengers per mile
These indicators are compared with the "single county" transit operations in North
Carolina as an indicator of the relative performance of OPT. Exhibit 2-1 below
shows the comparison prepared by OPT for FY 2002, the latest available year from
NCDOT data:
EXHIBIT 2-1: OPT PERFORMANCE COMPARISON
Indicator OPT Single
Count
Cost per passenger $7.13 $8.42
Cost per mile $1.66 $1.26
Cost per hour $28.90 $22.94
Passengers per hour 4.05 2.93
-Passengers per mile 0.23 0.18
In the case of each indicator, with the exception of cost per hour, OPT exceeds the
performance of its North Carolina peers.
2.2.7. OPERATIONS MANAGEMENT
As a unit of Orange County government, OPT must comply with the policies and
procedures of the County. The County has well-established policies and
procedures.
OPT has a "Procedure Manual" that was last revised in July 2001. It was developed
by the OPT Supervisor and is in accordance with the County's entire policy manual.
Some modifications were made to address OPT's specific operating functions.
These modifications were approved by the Personnel Department.
When procedures are modified, copies are placed in the Operators' mailboxes. The
Operators sign a statement verifying they have received the modifications OPT
Administration meets with employees to discuss the modifications, sometimes in
advance of their adoption when the OPT Administration has prior knowledge of
policy changes Adherence to any changes is monitored through conducting ride
checks and observing the performance of the Operators and other personnel.
The current OPT Supervisor keeps abreast of changing regulations through several
resources. First is through his affiliation as a board member of the North Carolina
Orange County 2-6
COMMUNITY TRANSPORTATION IMPROVEMENT PLAN
SECTION 2: OVERALL ORGANIZATION EFFECTIVENESS
FINAL REPORT
Public Transit Association He also attends regular meetings with NCDOT Public
Transit Division employees. He discusses any changes in legislation or policy with
his supervisor and personnel. Any major changes that affect operations are brought
before the Transportation Services Board.
2.3. ANALYSIS OF IMPROVEMENT OPPORTUNITIES
The following paragraphs address each of the areas of improvement cited above in
Section 2.1, offering details regarding current status and improvement needs
obtained in employee and client interviews.
2.3.1. TAB MEMBERSHIP AND FUNCTION
OPT has made changes in the TAB in order to enhance the effectiveness of the
TAB. The Human Services Transportation Advisory Board (TAB) was established in
the 1980's, As this study commenced, the TAB was comprised of 21 members,
appointed by client agencies, such as the Department of Social Services, Health
Department, and Orange Enterprises. Five members are appointed by the Orange
County Board of Commissioners. Meetings were scheduled to occur on a quarterly
basis. The TAB membership included two of the five County Commissioners, which
provided the opportunity for close coordination with the Board of Commissioners
The TAB, however, was ineffective due to the redirected interest or professional
reassignment of former board members. At the time of the site visits, the TAB had
not met for eight months awaiting formation of new board, and had often failed to
achieve a quorum No more than five or six members have attended meetings
during the past year. The TAB members are all complimentary of the work of the
OPT Administration, but they have been frustrated in getting the involvement of
some of the members whose interest or concern in public transportation has
diminished.
In December 2003, the Orange County Board of Commissioners adopted changes to
the TAB by-laws, The changes to the by-laws:
• Change the name from Human Services Transportation Advisory Board to
Transportation Services Board (TSB);
• TSB serves as an advisory board to OPT rather than the Orange County
Department on Aging;
Reduced and changed voting membership to 17 members from 21
members,
• Ten members are nominated by the following agencies:
o OC Planning Department
o EMS
o Economic Development Commission
o OPC Mental Health Center
o Department on Aging
o Department of Social Services
o Health Department
Orange County 2-7
COMMUNITY TRANSPORTATION IMPROVEMENT PLAN
SECTION 2: OVERALL ORGANIZATION EFFECTIVENESS
FINAL REPORT
o Recreation and Parks
o Orange Enterprises
o Town of Hillsborough
Five members will be chosen at large by the Board of Commissioners
Two liaison members appointed by Board of Commissioners, one may be a
County Commissioner and the other may be from the County Manager's
office.
Agencies dropped from the new TSB were.
o Cedar Grove Day Care
o Durham Technical Community College
o Joint Orange/Chatham Community Action
o Piedmont Health Services
o Cooperative Extension Service
o OC Housing and Community Development
o Wake/Orange/Chatham Headstart
The term length increased from 2 years to 3 years
Non-voting members are included from Chapel Hill Transit, Durham
Technical Community College, Employment Security Commission, and TTA;
and,
Meetings are scheduled on a bi-monthly basis
On April 20, 2004, the Board of Commissioners appointed 10 members to the new
"Transportation Services Board", They designated that the County Manager or
his/her designee will attend, the representative from the Board of Commissioners
was left undetermined. Recruitment is ongoing to fill one voting and four non-voting
positions.
This new Board offers the opportunity for a rejuvenated body The receipt of this
report is eagerly awaited to help shape the future direction of OPT, The new
dynamic of the Board should be monitored to determine if any further revisions to the
by-laws are warranted.
2.3.2. OPT GENERAL PUBLIC ROUTE COVERAGE
OPT has had negotiations with TTA regarding the situation and the potential for TTA
to fund some connector services in the county, The focus has been on OPT's
north/south Orange Express route. While negotiations are not finalized, it is TTA's
policy to take over the financial responsibility for the route if it meets the performance
threshold of 25 percent farebox recovery. While this recovery level is a challenge, it
is possible that the route can meet the threshold, especially if agency contracts are
counted toward farebox revenue. The operator of the route has not been decided
(OPT or TTA), but if TTA operates, it will likely outpost a vehicle and operator at
OPT's facility. In either case, TTA would pay the cost of the route not covered by
fares.
To enhance ridership (and farebox recovery) on the Orange Express routes, OPT
should evaluate the potential for decreasing the headway to hourly during the peak
demand times, and timing the frequency to connect with Chapel Hill Transit and TTA
routes The existing north/south service, at best, has a two-hour headway.
Orange County 2-8
COMMUNITY TRANSPORTATION IMPROVEMENT PLAN
O SECTION 2: OVERALL ORGANIZATION EFFECTIVENESS
FINAL REPORT q?J
1 0
Of particular interest at the current time is the potential for an east/west general
public route in the county. TTA previously offered an east/west service from Duke
Medical Center in Durham to Hillsborough but discontinued it for low ridership (see
Section 1). This decision of TTA was met with concern by members of the
community and the Board of Commissioners, Several opinions were expressed that
OPT could more effectively and efficiently operate the service. OPT has a much
lower operating costs than does TTA, which results in a lower threshold for a
successful level of ridership.
TTA and OPT had begun to explore options to eliminating the service, but these
negotiations did not come to fruition before the route was discontinued. Interest
remains strong in the community for this regional connection.
More detailed research is required to evaluate the potential for successfully
reinstituting this service, and determining specific destinations and trip times, The
previous service hours may not have adequately matched shift times, or the route
may have missed some major destinations
OPT Administration has already determined a conceptual route for a new east/west
service that includes the potential for using the abandoned Wal-Mart lot as a park &
ride location, The route would originate in the Mebane/Efland area and could
connect with an existing DATA route just across the Durham County line,
The reintroduction of the east/west service will be possible if TTA funds the existing
Orange Express service.
2.3.3. CONSOLIDATION OF OPT AND CHT DEMAND-RESPONSE SERVICE
Orange County has two demand-response providers - OPT and the "E-Z Rider'
service offered by Chapel Hill Transit (CHT). The E-Z Rider is the federally
mandated ADA paratransit service that must be offered by all fixed-route systems.
This division of service has caused some problems in the past Riders from Chapel
Hill to Hillsborough, for example, would have to transfer from the E-Z Rider service to
OPT under the current arrangement.
Although OPT and CHT have conducted some informal discussions regarding
coordinated efforts, OPT should continue the initial discussions with CHT regarding
OPT's assuming the operating responsibility for the E-Z Rider service, while CHT
would maintain financial responsibility. OPT would operate all services and bill CHT
for the cost of any service within Chapel Hill or Carrboro. Service provided by a
single operator would coordinate trips and eliminate transfers. The initial
discussions, conducted between Wilbur Smith Associates and CHT, have been
positive, and may warrant future consideration.
Combining the services will require changes to OPT's practices. As the ADA
provider for CHT, OPT must meet the ADA requirements, which include accepting
trip reservations the day prior to travel, and providing service during all hours that the
fixed-route service operates. These changes will require OPT to have longer service
Orange County 2-9
COMMUNITY TRANSPORTATION IMPROVEMENT PLAN
SECTION 2: OVERALL ORGANIZATION EFFECTIVENESS
FINAL REPORT
hours and to operate on Saturday, as well as acquiring a new scheduling system. l
Administrative costs will increase as a result, and the pricing for services will need to
be adjusted.
The following identified demand-response service needs could be met if OPT takes
over the E-Z Rider service and institutes changes discussed in the proceeding
paragraph,
Several comments were received from agency representatives that OPT's
current hours of service from 6:30 AM to 6:30 PM were inadequate. Some
agencies need transportation service for second shift workers and general
evening travel. OPT should study these needs with the agencies, primarily
Orange Congregations in Mission, the Department of Social Services, and
the Meadowlands Senior Center.
• Some comments indicated that the shopping trips do not allow adequate time
for riders to conduct their shopping before the vehicle leaves. The schedule
for this service should be reviewed to determine how to productively lengthen
the time available for the riders.
• Some agencies were concerned with the requirement for a two day_advance
notice for a reservation The agency's clients are notable to schedule their
trip making that far in advance, which limits their ability to use the service.
2.3.4. CROSS COUNTY TRANSIT COORDINATION
While OPT has been active in meeting with other area providers, it has not taken
advantage of the Cross County Transit coordination system on the web at
www.cctransit.orq. This website assists users throughout the state to coordinate
cross county non- emergency medical trips. OPT makes a limited number of trips to
Durham County on a daily basis, and it is possible that some of these trips could be
coordinated with other systems
2.3.5. AGENCY BILLING RATES
OPT should adjust its billings rates to reflect actual cost. OPT has contracts
established with each of its agencies. These contracts are approved by the Board of
Commissioners on an annual basis. Contract rates are primarily on a mileage basis
(at $0.45 per mile), or on a combination of an hourly rate (at $19 per hour) plus a
mileage rate (at $0.45 per mile). The separate approaches reflect whether or not
OPT is supplying the driver of the vehicle. The exception to this rule is the Wheels
to Work program that is charged at a rate of $12.25 per one way trip to the DMV
Vehicle Tag Office in Durham. This service is used by persons who receive an auto
through the program and have to pick up the tag to their new vehicles.
Orange County 2-10
COMMUNITY TRANSPORTATION IMPROVEMENT PLAN
SECTION 2: OVERALL ORGANIZATION EFFECTIVENESS
FINAL REPORT aQ
Chapter 5 provides an analysis of the fully allocated costs of OPT and details the
calculation of the recommended billing rates In summary, the rates are
recommended to be adjusted to.
Per service hour: $2225
Per service mile: $ 041
These rates have been calculated based upon the SERVICE miles and hours, not
REVENUE miles and hours, The difference between the two is that "service"
includes deadheading between the garage and the first pickup/last drop off.
Revenue hours are not reported to NCDOT on the Op Stats report. These rates will
cover OPT's costs, including the local vehicle share and the creation of an operating
reserve, while providing the agencies a discount based upon NCDOT's funding.
While these rates are modestly lower than the current rates, they more accurately
reflect OPT's expenses.
2.3.6. OPT FUNCTIONAL LOCATION
OPT has historically been resident as a division within the Department on Aging
(DOA), This department was the major user of the human service transportation
services. As a consolidated human service transportation system was created, it
was logical for the new agency to remain under Department on Aging (DOA).
The focus in Orange County and elsewhere in the state is to move beyond being just
a human service agency transportation provider to become, in addition, a general
public transportation service. Many of the recommended service changes reinforce
this evolution, and the recent changes to the TSB by-laws also anticipate a greater
general public role,
As OPT's role expands as a rural general public transportation service provider, its
function is no longer tied to that of a single human service agency Multiple groups
will be using the service. The potential also exists that, as long as transportation is
resident in any one human service program, the needs of the other human service
programs will not receive as much attention.
This study considered several alternative functional locations for OPT. On one end
of the spectrum OPT could remain under Department on Aging (or any one human
service agency) On the other end, Orange County could get out of transportation all
together and allow another organization, primarily TTA, to assume those
responsibilities. In between these extremes are several other alternatives.
As noted above, the status quo is not recommended because it is not in line with the
expanded transportation responsibilities of OPT, However, should OPT remain with
Department on Aging, consideration should be given to renaming the Department on
Aging and Transportation.
TTA is a logical location since its own role is expanding with the merger discussions
underway with Raleigh and Durham. TTA's current plans, however, do not envision
any merger of paratransit functions until a much later phase, and the rural transit
Orange County 2-11
COMMUNITY TRANSPORTATION IMPROVEMENT PLAN
SECTION 2: OVERALL ORGANIZATION EFFECTIVENESS
FINAL REPORT a,
needs are not "on the radar screen" at the present TTA cannot be recommended as
the preferred option at the present time, but may be a viable option several years
from now
The organizational focus, then is to examining the potential locations for OPT within
the Orange County governmental structure, Four potential locations were identified
based upon practices at other transit systems in the state:
• As a division of Planning
• As a division of Public Works
• As a division directly reporting to one of the Assistant County Managers
(ACM)
• As a new department under the ACM.
Of these four options, the latter one is recommended. OPT has done a
commendable job of coordinating its services with the myriad of other services
offered by Orange County , Locating the function within either Planning or Public
Works runs the risk of isolating the OPT value from other departments, including the
core users in the human service agencies. Establishing OPT under one of the
ACM's elevates OPT's profile while maintaining its independence from any perceived
allegiance to a single department. The logical ACM report is to the ACM with
oversight of the human service agencies, since they remain the main OPT user.
OPT becomes independent of any one agency, but remains organizationally close to
its customers.
OPT should also be elevated to departmental level. The service OPT provides has
the potential for affecting the quality of life across all county levels. Elevating OPT to
department level could improve the stature of OPT in negotiating with TTA, CHT,
and other area services.
2.3.7. MARKETING
Along with the expansion of the rural general public services, coordination with TTA
and CHT, and new functional location, OPT needs to increase its marketing efforts.
As noted, OPT is to be commended for the marketing work it regularly does already,
but a higher level of effort is required to promote its recent changes
OPT Administration has initiated this process by requesting two design firms to
provide price quotes for a new logo and appearance for its vehicles, This change
may go so far as to recommend a new name for the system that moves it away from
its historic human service connotation The new image will be critical to make the
general public service productive.
OPT should continue its marketing efforts that are currently in its program, but
should expand the program to offer schedules and maps of the general public
services The links with CHT, DATA, and TTA should be strengthened so that each
system jointly publicizes the availability of the other OPT should also have its
general public routes incorporated into the trip planning software at
www.gotriangle.org.
Orange County 2-12
COMMUNITY TRANSPORTATION IMPROVEMENT PLAN
O SECTION 2: OVERALL ORGANIZATION EFFECTIVENESS
FINALREPORT as
The majority of these opportunities are low-cost, but they do require staff time
commitment to implement, Much of the marketing that works best is a proactive,
hands-on approach that involves meeting the likely users and distributing the
information Mass media approaches, especially television, are not worth the
expense, but the print media remains a good buy.
2.3.8. CAPITAL ITEMS
Several capital purchases will be required during the five-year time covered by this
CTIP. While they are discussed more in Section 4, the major components are:
• Continued vehicle replacement program
• New radio system to eliminate cross talk with Animal Control
• New fareboxes compatible with regional services
• New scheduling system
These items are discussed further in the next section.
Orange County 2-13
COMMUNITY TRANSPORTATION IMPROVEMENT PLAN
SECTION 2: OVERALL ORGANIZATION EFFECTIVENESS
FINAL REPORT
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Orange County 2-14
COMMUNITY TRANSPORTATION IMPROVEMENT PLAN
SECTION 3: ORGANIZATION IMPROVEMENT PLAN Final Report
o? 1
3.1. INTRODUCTION
This section represents the "Organizational Improvement Plan" (OIP) for Orange
Public Transit (OPT) Specific observations and recommendations are offered in
six areas:
• Leadership / Strategic Planning
• Customer service
• Financial management
• Human resources
• Operations
• Federal and state compliance
Individual tables detail the major issues, review findings, and make
recommendations for each of these subject areas. The tables also include a
"Status" block where OPT can comment on progress achieved in each of these
areas as the five-year plan progresses.
Each of these recommendations will be incorporated into NCDOT's OIP
software, which is used to compile the results of CTIPs conducted across the
state.
Orange County 3-1
COMMUNITY TRANSPORTATION IMPROVEMENT PLAN
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SECTION 4: FIVE-YEAR CAPITAL PLAN
FINAL REPORT 4J /
4.1. INTRODUCTION
This section discusses capital needs for OPT, including vehicle acquisition needs,
facility needs, and technology-related needs With regard to capital needs, one
focus for OPT should be in updating its vehicle fleet through the replacement of old
vehicles, and preparation for expanded services through the procurement of
expansion vehicles. Additional capital needs are for a new radio system, a new
scheduling system, and new fareboxes.
4.2. VEHICLE FLEET REPLACEMENT AND EXPANSION
4.2.1. CURRENT FLEET
Exhibit 4-1 shows the characteristics of the vehicles in the OPT fleet as of the
October Public Transportation Management System (PTMS) report to North Carolina
Department of Transportation (NCDOT). The fleet consists of 2 minivans, 14 vans,
and 17 minibuses, The mileages shown in the Exhibit were read in October 2003,
EXHIBIT 4-1: CURRENT VEHICLE INVENTORY
Fleet
Number VIN Vehicle
Type Capacity
seats/wc Lift
Equipped Model
Year Mileage
1 49121 Minibus 24 No 1992 98,579
2 26597 Minibus 14/2 Yes 1998 111,490
3 26762 an 10/3 Yes 2001 4,477
4 19648 Minibus 14/2 Yes 2000 62,310
5 85990 Minibus 10/2 Yes 1996 113,823
6 Van 612 Yes 1995 115,938
7 Minibus 14/2 Yes 2000 56,944
8 Minibus 14/2 Yes 1995 140,295
9 K61638
Van
14
No
1995
141,082
10 Van 6/
2
Yes
1997
113,968
11 Minibus 24 No 2001 11,253
12 Van 6/2 Yes 2000 51,576
13 16612 Minibus 14/2 Yes 1996 126,124
14 75861 Van 6/2 Yes 1997 119,772
15 19647 Minibus 14/2 Yes 2000 45,447
16 56696 Van 14 No 1991 167,896
17 40403 Minibus 16/2 Yes 2001 21,645
18 43135 Van 14 No 1992 123,812
19 40398 Minibus 16/2 Yes 2001 61,666
20 40401 Minibus 16/2 Yes 2001 60,767
21 61626 Van 6
/2 Ye
s
1996
132,782
22 6397 Minibus 20 No 1995 94,513
23 16611 Minibus 14/2 Yes 1996 117,712
24 19650 Minibus 14/2 Yes 2000 44,134
25 66922 Van 14 No 1992 140,339
26 66923 Van 14 No 1992 127,242
27 63099 Van 14 No 1994 139,600
28 93135 Minibus 20 No 1994 105,775
Orange County 4-1
COMMUNITY TRANSPORTATION IMPROVEMENT PLAN
%lilh S ill, %'q
SECTION 4: FIVE-YEAR CAPITAL PLAN
FINAL REPORT 3
EXHIBIT 4-1: CURRENT VEHICLE INVENTORY
Fleet
Number VIN Vehicle
Type Capacity
seats/wc Lift
Equipped Model
Year Mileage
29 93701 Minivan 7 No 1999 62,883
30 94253 Minivan 7 No 1999 62,380
31 19649 Minibus 14/2 Yes 2000 61,675
32 55066 Van 14 No 2001 50,922
33 26669 Van 10/3 Yes 2001 5,268
Since this fleet roster was prepared, OPT has acquired six replacement vehicles.
The replaced vehicles have been shown in italic and red font in the above exhibit.
Based upon a randomly selected week (September 29, 2003), the average daily
vehicles used are 19 vehicles, with a peak vehicle use of 15 vehicles. Daily vehicles
are higher than the peak pullout partly due to the use of the minivans in the evening
for an after school program. The minivans are also the only four-wheel drive
vehicles in the fleet and receive specialized use
In addition to the 15 peak vehicles in service, OPT loans out two vehicles - one to
Cedar Grove Daycare and one to Children's Learning Center. These two agencies
supply their own drivers, who are part of OPT's drug screening pool. OPT bills these
agencies only for them ileage of the vehicles. NC DOT officials are concerned about
this practice since it is essentially a charter service. Instead of the current
arrangement, OPT should give the agencies some retired vehicles that are no longer
part of the OPT fleet
Not including the two loaned vehicles, OPT has a spare ratio of 107 percent; which is
quite high, The typical industry practice is to maintain a spare ratio around 20
percent, although fleets with fewer than 50 vehicles may have a higher ratio. At the
20 percent ratio and a peak pullout of 15 vehicles, OPT would need 3 spares, for a
total fleet of 18 vehicles.
A further consideration for OPT is the mix of vehicles used. Peak minibus pullout
was 11 vehicles, and peak van pullout was 7 vehicles To provide this flexibility and
a 20 percent spare ratio for the subfleets, OPT needs 2 spare minibuses and 1 spare
van, The total fleet size should be 13 minibuses and 8 vans, or 21 total vehicles in
the fleet, plus the two loaned vehicles. Overall spare ratio would be 40 percent,
which is high, but still acceptable for the fleet size.
The minivans are the only four-wheel drive vehicles in the fleet. OPT uses these
vehicles sporadically during normal times, but during periods of inclement weather,
these are the only vehicles that can operate. These vehicles have proved to be life
savers for dialysis patients since they are the only vehicles in the county system that
continued to operate during the recent ice storms and periods of flooding During
non-inclement weather times, these vehicles can serve as supervisory vehicles for
use in monitoring the service quality.
Orange County 4-2
COMMUNITY TRANSPORTATION IMPROVEMENT PLAN
4.2.2. VEHICLE ACQUISITION SCHEDULE
SECTION 4: FIVE-YEAR CAPITAL PLAN
FINAL REPORT 2l(
Guidelines exist for the useful life of vehicles For vans, NCDOT considers the
useful life to be 100,000 miles, while the Federal Transit Administration (FTA) uses
the guideline of 100,000 miles or 4 years For minibuses of the type used by OPT,
NCDOT standards have a 130,000 mile lifespan, while FTA guidelines use 150,000
miles or 5 years. Orange County follows the NCDOT criteria for replacing vehicles,
Under these guidelines, many of the vehicles in OPT's fleet are past their useful life
and should be disposed The following vehicles are recommended for immediate
disposal based upon NCDOT guidelines of age, mileage, and whether they have a
wheelchair lift:
Already replaced
o Van 6. age and mileage
o Van 16: age, mileage, no lift
o Van 18: age, mileage, no lift
o Van 25: age, mileage, no lift
o Van 26: age, mileage, no lift
o Van 27: age, mileage, no lift
Awaiting replacement/retirement
o Minibus 8: age and mileage
o Van 9? age, mileage, no lift
o Van 10. age and mileage
o Minibus 13: age and mileage
o Van 14: age and mileage
o Van 21: age and mileage
Additionally, vehicles 1, 5, 22, 23, 28, 29, and 30 already meet the retirement criteria
based upon age, and will need to be replaced as soon as their mileage meets
NCDOT's thresholds. Including these 7 vehicles with the 12 vehicles already
meeting the criteria, 19 of OPT's 33 vehicles are nearing or past their useful lifespan.
Additional vehicles will need to be procured soon.
The following list details the recommended retirements and replacements.
• Year 1 (FY 2005): (0 vehicles to be replaced,)
The minivans should be heavily used during FY 2005 to have them approach
the retirement mileage of 100,000 miles by FY 2006; these minivans already
meet the retirement criteria based upon age, but they should still have some
good mileage in them.
Retire the following vans (no replacement).
10, 12, 14, 21
One additional van should be retired in FY 2006 to bring the van fleet in line
with the desired fleet size
Orange County 4-3
COMMUNITY TRANSPORTATION IMPROVEMENT PLAN
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FINAL REPORT
Van 9 is planned for title transfer to Animal Control This transfer should
occur during FY 2005 The five vans above could be transferred or sold if no
department or agency needs the vehicles.
No replacement vans are required since OPT received six new vans in FY
2004.
Retire the following minibuses (no replacement):
2, 8, 13,23
Minibus 2 is relatively young at six years, but it has a bad transmission that
will be costly to replace. Since it has already met the NCDOT age threshold,
it should be retired. These retirements bring the minibus fleet size in line with
the desired fleet size. To accomplish this, Vehicles 1, 22, and 28 should be
heavily used until their mileage reaches the NCDOT threshold of 130,000
miles Based upon the annual mileage of the fleet, these vehicles should
reach the retirement mileage threshold in FY 2006,
• Year 2 (FY 2006): (8 vehicles to be replaced.)
Retire the following vans (no replacement):
3
This retirement will bring the van fleet in line with the required peak pullout.
Replace the following vans:
32,33
This replacement schedule allows OPT to staggertheir vehicle replacements
so that all of the capital expense will not occur in one year
Replace the following minivans:
29,30
Replace the following minibuses:
1, 5, 22, 28
These minibuses will all meet the age requirement and they have the highest
mileage. Additional minibuses also meet the age requirement, but their
retirement has been delayed to stagger the vehicle purchases and to permit
them to gain additional mileage,
• Year 3 (FY 2007): (3 vehicles to be replaced.)
No vans need replacement
Replace the following minibuses:
4, 7, 31
Year 4 (FY 2008): (9 vehicles to be replaced.)
Replace the following vans:
The six vans acquired in FY 2004
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COMMUNITY TRANSPORTATION IMPROVEMENT PLAN
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FINAL REPORT b1
Replace the following minibuses:
15, 19,24
Year 5 (FY 2009): (3 vehicles to be replaced.)
No vans need replacement since none were acquired in FY 2005.
Replace the following minibuses:
11, 17,20
The implementation of a new east/west general public route may require additional
vehicles, dependent upon the arrangement that is reached with TTA on the
operation of the north/south route. If TTA assumes operation of this route with their
equipment, no expansion vehicles will be required for the new east/west route. To
be financially conservative, costs for these vehicles (2 in operation plus 1 additional
spare) have been included in Year 2 in the Financial Plan.
The final initiative is the assumption by OPT of the E-Z Rider service in Chapel Hill.
While OPT may be able to purchase the existing vehicles from CHT, the Financial
Plan has assumed that new vehicles must be purchased. Seven expansion vans (5
in operation plus 2 additional spares) have been programmed in Year 3.
A summarization of replacement and expansion vehicle needs, along with
associated costs, is presented in the Financial Plan (Section 5).
4.3. TECHNOLOGY NEEDS
The most pressing technology need for the OPT system is improved software to aid
in scheduling trips The current scheduling software requires three hours to prepare
the manifests, which is too long. While OPT is to be complimented for reducing the
advance scheduling requirement from three days down to two days, it needs to be
reduced further to a prior-day reservation This reduction will be a requirement for
OPT to assume responsibility for the E-Z Rider service under FTA ADA
requirements. The current system cannot provide this responsiveness.
The radio system used for communication with vehicles is also in need of upgrading.
The overlapping frequency with animal control not only is disquieting to passengers,
but it also compromises their privacy since Animal Control can learn of their
activities A new radio system is required to remedy the situation..
4.4. OTHER CAPITAL NEEDS
OPT needs new fareboxes to complement the expanded general public services,
and to facilitate better tracking of passengers by funding program. A regional
farebox procurement is being formulated, and OPT should participate along with
TTA, CAT, and C-Tran,
Orange County 4-5
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SECTION 4: FIVE-YEAR CAPITAL PLAN
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Orange County 4-6
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t
SECTION 5: FIVE-YEAR FINANCIAL PLAN
FINAL REPORT Yd
771. INTRODUCTION
This section presents information related to OPT's costs and revenues. Trends in
operating and administrative costs over recent years are shown, and future costs
over the five-year plan period are discussed. Capital costs are also discussed,
focusing primarily on the acquisition of replacement and expansion vehicles Finally,
trends in the revenues received in recent years are examined, and projections of
future revenues are addressed.
The Community Transportation Program (CTP) provides funds from North Carolina
Department of Transportation, Public Transportation Division. All Administrative
funds require a local match of 15 percent with 85 percent funded by NCDOT.
Capital funds require a local match of 10 percent with 90 percent funded by NCDOT
5.2. HISTORICAL AND PROJECTED EXPENSES I
5.2.1. HISTORICAL COST TRENDS
Operating and administrative costs for recent years are shown in Exhibit 5-1. Cost
data are illustrated for FY 2002, FY 2003, and FY 2004
The costs are organized into the same categories as are reported by the system on
its annual Operating Statistics report to NCDOT-PTD. Costs are shown for
Administrative, Capital, and Operating items. Note that in FY 2003, there were no
capital expenses Operating expenses increased due to more drivers and mileage
for discretionary rural general public services.
EXHIBIT 5-1: OPT OPERATING AND ADMINISTRATIVE COSTS
FY 2002 03 FY 2004
Administrative Expenses
Personnel Sala & Fringes $122,054 $148,898
Employee Development R
Other $14,888 4 $49,115
Subtotal Administrative Expenses $136,942 $142,402 $198,013
Capital Purchases $263,946 $188,310
Technology Purchases $2,772
-
Subtotal Capital Expenses $266,718 $0 $188,310
Driver Salaries & Fringes $414,007 $467,122 $475,087
Other Staff Salaries & Fringes $62,599 $71,259 $119,513
Fuel/Oil $175,487 $196,285 $185,070
Vehicle Maintenance
Vehicle Insurance
Purchased Transportation Expenses
Other Providers $28,821 $29,451 $33,060
Other
Subtotal Operating Expenses $680,914 $764,117 $812,730
TOTAL EXPENSES $1,084,574 $906,519 $1,199,053
Orange County 5-1
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SECTION 5: FIVE-YEAR FINANCIAL PLAN
FINAL REPORT ,/?
'7?
COST ALLOCATION
OPT's fully-allocated cost was calculated as part of the CTIP effort . FY 2004 data
were used. The cost allocation was accomplished by assigning a "cost-allocation
variable" to each category of operating and administrative expenses. The cost-
allocation variable reflects the performance measure upon which the category of
expense is based. For example, total expenses for driver salaries are dependent on
the vehicle hours of service provided, and total fuel expenses are dependent on the
vehicle miles of service provided. Fixed expenses, such as administrative expenses,
are incorporated as a fixed rate factor. Breaking down the costs into units costs
associated with hours, miles, and fixed expenses allows for a more accurate
determination of the true costs of specific services. For the sake of consistency, the
expense categories used are the same as those used for the annual Operating
Statistics report submitted by OPT to NCDOT. The cost allocation for each
individual category of expenses is shown in Exhibit 5-2.
EXHIBIT 5-2: OPT COST ALLOCATION
Administrative Expense Item
FY 2004 Cost Cost
Allocation
Variable
FY 2004 Data
Unit Cost
Personnel Salaries & Fringes $148,898 Fixed
Employee Development Fixed
Other $49,115 Fixed
Administrative Subtotal $198,013
Operating Expense Item
Driver Salaries & Fringes $475,087 Service Hours 28,236 $16.83
Other Staff Salaries & Fringes $119,513 Service Hours 28,236 $4.23
Fuel / Oil $185,070 Service Miles 453,249 $0.41
Vehicle Maintenance Service Miles 453,249
Vehicle Insurance Service Miles 453,249
Volunteers Service Miles 453,249
Other Providers $33,060 Service Hours 28,236 $1.17
Other Fixed
Operating Subtotal $812,730
TOTAL $1,010,743
The overall fully-allocated cost rates are as follows:
Fully-allocated rate per mile = $0.41
Fully-allocated rate per hour = $22.23
Fixed-rate cost factor = 1.24
These cost factors are developed by summing the individual elements from Exhibit
5-2. Cost per mile is the $0.41 for fuel, which includes maintenance expenses from
Orange County 5-2
COMMUNITY TRANSPORTATION IMPROVEMENT PLAN
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FINAL REPORT 7/
the County (costs are billed as one item to OPT). Cost per hour is the sum of $16.83
for driver salaries, $4.23 for other staff, and $1.17 for "other providers".
To accurately calculate the true costs (operating plus administrative) of providing
transportation services, the following procedure is used:
1 Multiply the number of vehicle miles by the fully-allocated cost rate per mile
($0.41).
2. Multiply the number of vehicle hours by the fully-allocated cost rate per hour
($22.23).
3. Add the results of Calculation 1 to the results of Calculation 2.
4. Multiply the result of Calculation 3 by the fixed-rate factor (1.24), to account
for fixed expenses.
5. The resulting quantity is the fully-allocated cost of providing service.
For example, assume a contract is projected to consume 40,000 annual vehicle
miles and 3,000 annual vehicle hours. The fully allocated cost would total $103,032
[((40,000 X $0.41) + (3,000 X $22.23)) X 1 24].
The fully allocated cost is not necessarily the billing rate to the individual agency.
This billing rate needs to incorporate three additional factors -the receipt of funding
from NCDOT, FTA, and fares; the need to build up an operating reserve; and the
local share of vehicle purchases. The allocated factors above are reduced to reflect
the $259,930 in DOT/FTA funds, and increased by 6 percentto create a three-month
operating reserve for OPT at the end of four years. An additional increase of
$16,746 has been included to cover the estimated annualized cost of the local share
of vehicle purchases, assuming NCDOT cost averages and a 10 percent local
match. The operating reserve provides a cushion for unexpected expenses, such as
the dramatic rise in gasoline prices this year. A 6 percent cushion will build up a
three-month cushion at the end of four years.
The adjusted fully-allocated cost rates are as follows:
Fully-allocated rate per mile = $0.36
Fully-allocated rate per hour = $19,76
Fixed-rate cost factor = 1.13
The cost billed to the client agency would be $83,258 instead of the full cost of
$103,032. This costing approach has some risks because it assumes that DOT
funding will be proportional to the total expenses of the service
To determine the appropriate billing rate, the fully allocated cost for the service is
divided by the desired unit of service (vehicle hours, vehicle miles, or passenger
trips) Using the previous example, assume a rate per vehicle hour is desired, The
unit rate for the contract would be $27.75 per vehicle hour ($83,258 / 3,000) Note
that the rate derived from the fully-allocated cost is based on specific vehicle hours
and miles of service. Thus, the provider must have confidence in these figures to
calculate an accurate rate,
Orange County 5-3
COMMUNITY TRANSPORTATION IMPROVEMENT PLAN --
SECTION 5: FIVE-YEAR FINANCIAL PLAN
FINAL REPORT q6
Under OPT's current practice of charging on a per mile and per hour basis for most
contracts, and on a per mile basis only for agencies that supply their own drivers, the
appropriate rates are the above adjusted rates multiplied by the fixed-cost factor,
The recommended billing rates are:
Per hour: $22.25
Per mile: $ 0.41
These rates are slightly below the current rate charged per mile of $0.45, but higher
than the per hour rate of $19.00.
These rates will allow OPT to cover the full cost of its services including establishing
an operating reserve and covering the local share of vehicle costs, while giving the
agencies credit for DOT funding. Note further that these rates are based upon the
existing level of service. Should OPT implement the east/west route and take over
the E-Z Rider service, these costs will need to be adjusted.
5.2.2. PROJECTIONS OF FUTURE COSTS
Exhibit 5-3 shows the estimated expenses in constant dollars for the capital
program. Dollar amounts have been projected using DOT estimated costs, and are
shown in constant dollars
EXHIBIT 5-3 PROJECTED CAPITAL EXPENSES
Year1 Year2 Year3 Year4 Year5
FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 Total
Replacement Lift Vans Number of Vehicles 0 1 0 1 0 2
Vehicles Unit Cost $ 38,500 $ 38,500 $ 38,500 $ 38,500 $ 38,500 $ 38,500
Total Cost $ - $ 38,500 $ - $ 38,500 $ - $ 77,000
Center Aisle Number of Vehicles 0 1 0 5 0 6
Vans (no lift) Unit Cost $ 29,000 $ 29,000 $ 29,000 $ 29,000 $ 29,000 $ 29,000
Total Cost $ - $ 29,000 $ - $ 145,000 $ - $ 174,000
Minivans Number of Vehicles 0 2 0 0 0 2
(no lift) Unit Cost $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000
Total Cost $ - $ 50,000 $ - $ - $ - $ 50,000
Minibuses Number of Vehicles 0 4 3 3 3 13
Unit Cost $ 44,663 $ 44,663 $ 44,663 $ 44,663 $ 44,663 $ 44,663
Total Cost $ $178,652 $133,989 $133,989 $133,989 $ 580,619
Expansion Lift Vans Number of Vehicles 7 7
Vehicles Unit Cost $ 38,500 $ 38,500 $ 38,500 $ 36,500 $ 38,500 $ 38,500
Total Cost $ - $ - $269,500 $ - $ - $ 269,500
Minibuses Number of Vehicles 4 4
Unit Cost $ 44,663 $ 44,663 $ 44,663 $ 44,663 $ 44,663 $ 44,663
Total Cost $ - $178,652 $ $ - $ - $ 178,652
Radios Total Cost $ 12,000 $ 12,000
Sched. Sys. Total Cost $ 37,000 $ 37,000
Fareboxes Number of Vehicles 13 4 15 32
Unit Cost $ 100 $ 100 $ 100 $ 100 $ 100 $ 100
Total Cost $ 1,300 $ 400 $ 1,500 $ $ - $ 3,200
TOTAL $ 1,300 $512,204 $416,989 $317,489 $133,969 $1,381,971
Local Share $ 130 $ 51,220 $ 41,699 $ 31,749 $ 13,399 $ 138,197
The vehicle acquisition schedule reflects the schedule outlined in Chapter 4. In
Orange County 5-4
COMMUNITY TRANSPORTATION IMPROVEMENT PLAN
SECTION 5: FIVE-YEAR FINANCIAL PLAN
FINAL REPORT Lf
addition to the new purchases, 5 vans and 4 minibuses will be retired and not
replaced in Year 1, and 1 van will be retired in Year 2. The expansion of the system
is programmed to have the new east/west county route implemented in Year 2,
assuming TTA funding for the north/south route; and the assumption of the E-Z
Rider system in Year 3 Implementing the E-Z Rider service in Year 3 gives more
time to negotiate the details with Chapel Hill.
The radio system has been scheduled to be upgraded in Year 3, which permits a
longer time to secure the funding from NCDOT and to amortize the costs of the
recent vehicle purchase. Included in the price is the cost of a new transmitter and
base station; the radios currently in the vehicles can be reused.
The new scheduling system is required to allow OPT to reduce the advance
reservation requirement and improve report generated statistical data. The timing of
this purchase is for the year prior to the assumption of the E-Z Rider service to give
OPT staff time to familiarize themselves with the new system's capability,
The fareboxes have their purchase staggered reflecting their anticipated need. In
Year 1, fareboxes are recommended for all minibuses, and Year 2 has three
additional fareboxes purchased for the expansion minibuses. Year 3 sees the
equipment of the van fleet coinciding with the assumption of the E-Z Rider service.
Along with an increase in capital needs, the operating expenses will increase if OPT
implements the recommended service expansion program. Exhibit 5-4 shows the
incremental operating costs associated with the new services. These costs are in
addition to the current $1,010,743 in annual operating costs.
EXHIBIT 5-4 PROJECTED INCREMENTAL OPERATING EXPENSES
Year 1 Year 2 Year 3 Year 4 Year 5
FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 Total
Later Hours Hours 2,040 2,040 2,040 2,040 2,040
Cost/Hour $ 3739 $ 37.39 $ 37.39 $ 37 39 $ 37 39
Total cost $ 76,276 $ 76,276 $ 76,276 $ 76,276 $ 76,276 $ 381,378
Orange Express Freq Hours 3,060 3,060 3,060 3,060 3,060
Cost/Hour $ 37.39 $ 37.39 $ 37.39 $ 37.39 $ 37 39
Total cost $114,413 $114,413 $ 114,413 $ 114,413 $ 114,413 $ 572,067
East/West Route Hours 6,120 6,120 6,120 6,120
Cost/Hour $ 37 39 $ 37.39 $ 37.39 $ 3739
Total cost $228,827 $ 228,827 $ 228,827 $ 228,827 $ 915,307
E-Z Rider Assumption Hours 21,420 21,420 21,420
Cost/Hour $ 37.39 $ 3739 $ 37.39
Total cost $ 800,894 $ 800,894 $ 800,894 $ 2,402,681
TOTAL $190,689 $419,516 $1,220,410 $1,220,410 $1,220,410 $4,271,434
Local Share $130,473 $ 287,041 $ 835,029 $ 835,029 $ 835,029 $ 2,922,600
Incremental operating expenses are shown for offering later evening hours,
increasing the frequency on the existing Orange Express, implementing the new
East/West route, and assuming the operation of the E-Z Rider program. Costs are
based upon $37.39 per hour, which is the existing hourly cost, plus an allowance for
capital purchases and a 6 percent reserve The hours of each service have been
Orange County 5-5
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?,?il M,w
SECTION 5: FIVE-YEAR FINANCIAL PLAN
FINAL REPORT /t
?1 7
estimated, but are necessarily uncertain given the need to further investigate
potential demand and the hours required to serve. The local share reflects the
proportion currently paid for by non-DOT and fare revenue. While these costs have
a margin of error, they give a general indication of OPT's potential costs
In addition to the capital and operating expense, the OPT Supervisor has
investigated the cost of creating a new system logo, set up fees, and installing and
removing the old logos from the vehicles is $8,500, This expense is recommended
to occur in FY 2005.
5.3. HISTORICAL AND PROJECTED REVENUE
5.3.1. HISTORICAL REVENUE TRENDS
The amounts of revenues received in each of the three prior fiscal years are detailed
in Exhibit 5-5. As can be seen in the Exhibit, contractual fees represent the primary
funding source Any deficits are covered through Orange County general funds.
The operating "other' revenue is from the Home and Community Care Block Grant.
EXHIBIT 5-5: OPT REVENUES
Administrative Revenue FY 2002 FY 2003 FY 2004
Section 5311 Administration $116,401 $132,889 $128,810
Employee Development State
Local Contributions $20,541 $23,451 $22,731
Local Match from Contractual Fees
Other
Subtotal Administrative Revenue $136,942 $156,340 $166,541
Capital Revenue
Section 5311 Capital Federal and/or State $237,551 $169,479
Tier One Technology State $2,495
Local Contributions $26,672 $18,831
Local Match from Contractual Fees
Other $2,495
Subtotal Capital Revenue $266,718 $188,310
Operating Revenue
Section 5311 Operating
ROAP Funds $106,540 $147,373 $108,150
Fares / Donations $15,906 $17,532 $22,970
Contractual Fees $238,230 $239,836 $274,863
Local Contributions $244,816 $273,230 $415,719
Volunteers
Special Events
Other $75,422 $72,208 $22,500
Subtotal Operating Revenue $680,914 $750,179 $844,202
TOTAL REVENUE $1,084,574 $906,519 $1,199,053
Orange County 5-6
COMMUNITY TRANSPORTATION IMPROVEMENT PLAN
SECTION 5: FIVE-YEAR FINANCIAL PLAN
FINAL REPORT
As shown by the increase in local contributions, non-capital transportation costs
continue to rise Revenues from participating agency programs will continue to be
the primary funding source for OPT State and Federal funds received through
NCDOT are likely to continue to grow modestly.
5.3.2. PROJECTIONS OF FUTURE REVENUES
Additional funding is anticipated from two main sources. TTA is requested/proposed
to begin funding the costs of operating the Orange Express route This revenue is
dependent upon meeting the performance threshold of 25 percent farebox recovery.
This revenue will offset the costs of the east/west route. Assuming the farebox
recovery goal is met, TTA may be willing to also fund the costs of increasing the
frequency of service to once per hour, offsetting these costs in Exhibit 5-4 If
proposed and accepted, Chapel Hill will pay for the costs of OPT's operation of the
E-Z Rider service, offsetting that expense in Exhibit 5-4. These anticipated fund
sources are only speculative at present and may not be depended upon for actual
revenue projections. All agencies would need to develop Memorandums of
Understanding/Contracts if approved by the governing bodies involved. The only
remaining incremental costs in that exhibit are the costs of the later service hours.
Orange County 5-7
COMMUNITY TRANSPORTATION IMPROVEMENT PLAN
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FINAL REPORT
5-8
Attachment 2 Gb
RECOMMENDATIONS - TRANSPORTATION SERVICES BOARD
ORANGE PUBLIC TRANSPORTATION
COMMUNITY TRANSPORTATION IMPROVEMENT PLAN (CTIP)
The OPT Transportation Services Board makes the following recommendations
based upon its review and discussion of the CTIP submitted by Wilbur Smith and
Associates.
Organizational
Functional Location - Orange Public Transportation should remain with the
Department of Aging with increased efforts to raise the visibility, importance,
benefits, and availability of public transit services. For example, the Department
could be renamed from "Department on Aging" to "Department on Aging and
Public Transit". The TSB felt that the present organizational placement should
remain until a larger and more strategic decision has been made about how and
where OPT would best fit and Orange County residents could best be served
within State's framework for increased regionalism. North Carolina Department
of Transportation, Public Transportation Division will require all single county
transit agencies to asses the possibility of coordinating efforts with other area
transit agencies. Prior to the decision, the county should consider whether a
separate building is necessary for Orange Public Transportation operations. The
NCDOT, PTD may require single county agencies to become part of a regional
transit service to improve regional transportation. Possible options for the future
might include becoming part of a regional transit system, a private non-profit
organization, a contract service (out sourced), a multi-county system, or some
combination of services.
A formal Transportation Advisory Board should be formed that reports directly to
the Board of County Commissioners. This board would have a broader interest in
all aspects of transportation to include bikeways, walkways, right of ways,
community development, etc.
2. Transportation Services Board Retreat - The Transportation Services Board
should hold a retreat to discuss regional transit opportunities and possible
solutions for the BOCC to consider.
Operations
1. Pursue Hillsborough Express Route (Hillsborough to Chapel Hill/Carrboro)
Pursue proposals for Triangle Transit Authority to assume financial responsibility
for this urban to urban route,. At the May 2004 Triangle Transit Board Meeting,
the Board asked TTA staff to increase efforts to examine a possible connection
between Hillsborough and Chapel Hill/Carrboro, where TTA may take over
responsibility of operating service along the route currently served by the Orange 51
Public Transportation (OPT) "Orange Express" route. Since that time, TTA and
OPT staff have worked collaboratively to develop a service concept that would
replace the Orange Express using a more direct routing. Meetings have occurred
on the following dates:
• June 15, 2004
• July 27, 2004
• September 21, 2004
• November 16, 2004
• January 18, 2005
At the November 16 and January 18 meeting, TTA staff received feedback from
members of the Transportation Services Board (TSB) regarding four potential service
concepts. The TSB chose one option that scheduled one vehicle for 12.83 hours per
day. The proposed route would be a 33-mile round trip, in continuous activity from
6:30 A.M. to 7:20 P.M.. The TSB Met again with TTA on January 18, 2005 and
determined a work group would be formed to finalize the route to include designated
bus stops. The final decision will be approved by the TSB and forwarded to the TTA
Board and the Orange County BOCC. North Carolina Department of Transportation,
Public Transportation Division has been involved with the negotiations between TTA
and OPT and supports the coordinated efforts of the two systems. Due to the
different costs per hour between OPT and TTA, decisions should be made concerning
which system provides the service, cost structures between the two systems, and any
possible shared funding/revenue ratios.
2. Pursue East/West Route - Should TTA funding be received for the
Hillsborough Express route, OPT should implement an East/West Route. Exact
routing needs to be determined, but could operate from Mebane to Durham
County. Financial impact to Orange County should be carefully considered.
3. Pursue development of countywide paratransit service with Chapel Hill
Transit E-Z Rider - OPT should further examine the feasibility of assuming
operational responsibility of E-Z Rider ADA service in Chapel Hill. If OPT
assumes operational responsibility of E-Z Rider service, it would mean expanding
service hours to meet ADA requirements. Chapel Hill Transit would retain
financial responsibility. By assuming E-Z Rider service, it will be necessary to
develop a budget and revenue schedule to insure all costs are included in the
negotiations of the contract between Chapel Hill and Orange County. Financial
impact to Orange County should be carefully considered,
4. Use Cross County Transit website - OPT should use the cross county transit
website at www.ectransit.org to enter its own trips and to reference other transit
agencies malting the similar trips.
5. Reduce Reservation Requirement - Reservation protocol should be developed
to accept one-day reservations. This would improve service by allowing OPT
clients to make trip reservations with one-day notice.
6. Expand Service Hours - Regardless of any contractual service arrangement with 50
Chapel Hill Transit, expansion of'hours is necessary due to the increase in OPT
clients needing transportation mid day and weekends. Through community
surveys, it has been determined that earlier and later weekday service and
Saturday public transportation is needed. To accomplish this would require
additional full time drivers. Financial impact to Orange County should be
carefully considered.
Marketing
1. Include OPT Fixed Routes In Gotriangle.org Program - TTA will be
responsible for this, but OPT should follow up to ensure its services are included
in the trip-making algorithm. There is no associated cost to OPT.
1 Create New Marketing Identity - OPT should develop and propose a new
identity and logo. The logo should be placed on all vehicles and printed
materials. An estimated cost for developing and placement of a new logo is
$8,500 for the vehicle marking and $2,500 for brochures and printed materials.
Volunteer consultation can be sought through the UNC School of Business, for
example, to help defray direct costs. Other options for developing a logo could be
through community involvement such as a contest with an award for the chosen
logo. The total for this project is $11,000 of which $9,350 is state funds and
$1,650 is local match.
3. Prepare Marketing Materials -A brochure describing the services with maps
and schedules of the fixed routes should be prepared to include Spanish versions
of each. Information should also be posted on the County website. The cost is
estimated at $2, 500 of which $2,125 is state funds and $375 is local match.
4. Update the Website - The website should be updated to reflect the current and
proposed changes, and the current location of OPT.
5. Prepare Formal Marketing Plan -Discussion of how this might be
accomplished should be included as a topic for the proposed TSB retreat.
Financial
Adjust Current Billing Rates - The billing rates to agencies should be adjusted
to match current expense levels. The TSB recommends that the rates reflect only
the costs incurred for providing transportation (frilly allocated costs). The
proposed billing rates would be reviewed and adjusted as needed on an annual
basis.
Capital
Purchase a New Scheduling System - A new scheduling and reservation system
should be purchased to allow OPT to meet the demands of increased service
levels and to provide accurate statistical data reporting. The new system would
allow one-day trip reservations and greater accuracy in billing and data collection.
NCDOT would fund 90% of the cost with a local match of 10%. An estimated
total cost for a system with four workstations is $41,000 of which $36,900 is state
funds and $4,100 is the local match.
2. Reduce Fleet Size Through Attrition - The fleet of 28 vehicles should be
reduced through attrition to a target of 21 vehicles. As vehicles meet the NCDOT
criteria they will be removed from service This should be accomplished by 2007.
3. Replace Older Vehicles - Older vehicles should be retired and new vehicles
procured as replacements. Replacement vehicles are not required until 2006.
NCDOT would continue to fund 90% of the cost with a local match of 10%.
4. Update Radio System - A new transmitter, crystals for the existing radios, and
new base stations are required to provide client confidentiality. Client's rights to
confidentiality should be protected through a single radio airwave. NCDOT
would provide 90% of the cost with a local match of 10%. The estimated cost to
convert the existing radios is $15,000 of which $1.3,500 is state funds and $1,500
is local match.
5. Participate in Regional Fare-box Procurement - Fare-boxes are required on
the general public routes to ensure compatibility with TTA and DATA services.
OPT should participate in the regional fare-box procurement. NCDOT would
provide 90% of the cost with a local match of 10%. The estimated cost for four
fare boxes is $2,800 of which $$2,520 is state funds and $280 is local match.
Recap of Financial Impact:
*NCDOT funds: $64,395
*Local Match: $ 7,905
* This does not include contractual agreements with Chapel Hill Transit or Triangle
Transit Authority.