Short Range Transit Plan 2006-2011

Transcription

OMNITRANS
1700 West Fifth Street z San Bernardino z California 92411
Phone: 909.379.7100 z Fax: 909.889.5779 z Web site: www.omnitrans.org
OMNITRANS
Fiscal Year 2006 - 2011 Short Range Transit Plan
June 1, 2005
Prepared by:
Omnitrans Planning Department
Proudly serving the municipalities of:
Chino, Chino Hills, Colton, Fontana, Grand Terrace, Highland, Loma Linda, Montclair, Ontario, Rancho
Cucamonga, Redlands, Rialto, San Bernardino, Upland, Yucaipa and portions of San Bernardino County
Short Range Transit Plan
FY 2006-11
Table of Contents
Section I. Introduction ...................................................................... 1
Omnitrans Mission/Vision
Vision for 2015
Purpose of SRTP
Recent Events & Accomplishments
East Valley and West Valley LCNG Stations
Environmental Review of Omnitrans Facilities
Hybrid Vehicles
Bus Rapid Transit Major Investment Study
Future Investment Study
Fontana Transit Center Expansion
Chino/Ontario Agricultural Preserve
Transit Plan
Chino Transcenter
Implementation of Employee Kiosks
90% Customer Satisfaction
Redlands Trolley
Access Zone Restructuring
September 2003 Fare Change
Facility Expansion
Trapeze Software Implementation
SRTP Relationship to Other
Omnitrans Documents
Annual Management Plan, Marketing Plan,
Service Plan and Budget
Long Range Transit Plan
San Bernardino Valley Bus Rapid Transit (BRT)
Study
Future Transit Investment Study
Omnitrans Relationship to Other Agencies
And their documents
Federal and State Agencies
Regional Agencies
County Agencies
Member Cities
Other Transit Districts/Transportation
Providers
i
Section II. System Background..................................................... 19
System Description
Board of Directors
Employees & Contract Employees
Security Measures
Omnitrans Website
Major Components of Omnitrans Existing
Capital Facilities
Revenue Vehicles
Omnitrans Transfer Centers
Administration, Operations, Yards & Storage
Fares & Interagency Coordination
Transfer and Cooperative Agreements
Section III. Current Performance and Conditions................... 31
Fixed-Route Services
Description of Services
Fare Structure
Rider Profile
System-Wide Performance
ADA Paratransit Service
Omnilink Services
Regional Transit Services and Plans
Neighboring Transit Providers
Regional Transportation Agencies and Plans
Regional Profile
Area Boundaries
Demographics of the Study Area
Inland Empire Job and Worker Growth
Inland Empire’s Competitive Advantages
Lead to Growth in Blue Collar and Service
Sector Jobs
Growth in Blue Collar and
Non-professional Jobs
Growth in High Paying Professional
Service Jobs
Community Specific Effect of Economic
Change on Population, Employment
Growth, and Transit Use
Regional Conditions Report
Journey to Work
Place of Work
Travel Time to Work
Leave for Work
Mode of Travel
Table of Contents
ii
Transit Dependence
Federal and State Compliance Information
Environmental Justice
Energy Contingency
ADA Compliance
Section IV. Service Design Guidelines &
Performance Standards.................................................................141
What is Transit For?
Overview & Background
Service Design Guidelines Background
Service Development
Evaluation
Budgeting
Public Accountability
Title VI
Goals and Objectives
Introduction
Principles
Service Design Guidelines
Route Network Structure Objective
Productivity Objective
Passengers per Revenue Hour
Seat Utilization
Service Coverage & Minimum Service
Quality Objective
Maximum Occupancy Objective
Service Reliability Objective
Transportation Network Role Objective
New Service Warrants
Fixed Route Bus
Omnilink
Express Bus
Section V. Service Plan .................................................................183
Existing Conditions Overview
Financially Constrained Scenario
Service Plan
Route Changes FY 2006
Resource Requirements
FY04-08 Fare Policy and Implementation
Plan
Up to Design Guidelines Scenario
Service Plan
Route Changes
New Routes
iii
Financially Unconstrained Scenario –
Fixed Route and Demand Response Services
Service Plan
Route Changes
New Routes
Financially Unconstrained ScenarioBus Rapid Transit Element
Bus Rapid Transit
Future Transit Demand
Access Service Changes
Observations and Findings
Future Opportunities and
Recommendations
Emergency Preparedness Plan
Benefits of System Security and Emergency
Preparedness
Section VI. Agency 5-Year Fiscal Picture .................................245
Operating Costs and Service
Farebox Revenues and Passengers
Financially Constrained Plan
Revenue Sources
Federal Funds
State Funding
Local and Regional Funding
Capital Plan
Constrained Scenario
Up to Standards Scenario
Unconstrained Scenario
Capital Plan Summary & Funding Strategy
Appendix-A: Glossary & Acronyms
Appendix-B: Current Vehicle Listing & Description of Coaches
Appendix-C: Transcenters & Facilities Description Report
Appendix-D: Capital Project Sheets
Appendix-E: Up-to-Design/Unconstrained
Maps and Schedules
Appendix-F: Performance Indicators
Under Separate Cover (available upon request)
Appendix-G: City/County Profiles
Appendix-H: Implementation Strategy
Appendix-I: Public Comments
Existing Conditions Report, Volumes I and II
Table of Contents
iv
Table of Figures
Figure II-1:
Figure II-2:
Figure II-3:
Figure II-4:
Figure III-1:
Figure III-2:
Figure III-3:
Figure III-4:
Figure III-5:
Figure III-6:
Figure III-7:
Figure III-8:
Figure III-9:
Figure III-10:
Figure III-11:
Figure III-12:
Figure III-13:
Figure III-14:
Figure III-15:
Figure III-16:
Figure III-17:
Figure III-18:
Figure III-19:
Figure III-20:
Figure III-21:
Revenue Vehicle and Summary
Fixed-Route & Regional Express
Bus Fares Effective September 2003
Omnilink Bus Fares Effective
September 2003
Access Bus Fares Effective
September 2003
Omnitrans Existing Service Map –
West Valley
Omnitrans Existing Service Map –
East Valley
Weekday Service Frequency by Route
Saturday Service Frequency by Route
Sunday Service Frequency by Route
Omnitrans Fixed Route Services Operating
Data and Performance Indicators
Map of East Valley Boardings
Map of West Valley Boardings
Top 15 Bus Stop Locations
By Boardings
Weekday Boardings per Line
Departure Schedule Adherence
Percent of Arrivals Late by Route
Weekday Passenger Boardings
By Route
Weekday Revenue Hours by Route
Weekday Passengers by Revenue
Hour by Route
Weekday Revenue Miles by Route
Weekday Passenger per Revenue
Mile by Route
Weekday Seat Utilization
by Route (Seat Miles)
Weekday Operating Cost by Route
Weekday Operating Ratio by Route
Weekday Cost per Passenger
Boarding by Route
v
Figure III-22:
Figure III-23:
Figure III-24:
Figure III-25:
Figure III-26:
Figure III-27:
Figure III-28:
Figure III-29:
Figure III-30
Figure III-31:
Figure III-32:
Figure III-33:
Figure III-34:
Figure III-35:
Figure III-36:
Figure III-37:
Figure III-38:
Figure III-39:
Figure III-40:
Figure III-41:
Figure III-42:
Figure III-43:
Figure III-44:
Figure III-45:
Figure III-46:
Figure III-47:
Table of Contents
vi
Access Service Days and
Span of Service
Access Service Fare Policy
Access Service Passengers
by Category, FY2004
Access Service Historical Ridership
Trends
Access Service Historical Comparison- Core &
Non-Core Service
Access Service Performance
Statistics FY2004
Access Services Operating Data and
Performance Indicators
Peer Review Performance Results
FY 2001 – Totals
FY 2001 – Per Unit
Access Trip Origin/Destination – West Valley
Access Trip Origin/Destination – East Valley
Cancellations, No Shows and
On-Time Performance – May 2004
Major Trip Destinations
Access Service Ride Time – May 2004
Omnilink Days & Hours of Service
Effective January 2002
Omnilink Fare Structure
Effective September 2004
Omnilink Passengers by Category –
FY 2004
Omnilink Performance Statistics –
May 2004
Omnilink Performance Statistics
HOV Lane Closures
HOV Connector Projects
Mixed Flow Freeway Projects
Population and Employment Density – West
Valley
Population and Employment Density – East
Valley
2010 Population and Employment Density –
West Valley
East Valley
Figure III-48:
Figure III-49:
Figure III-50:
Figure III-51:
Figure III-52:
Figure III-53:
Figure III-54:
Figure III-55:
Figure III-56:
Figure III-57:
Figure III-58:
Figure III-59:
Figure III-60:
Figure III-61:
Figure III-62:
Figure III-63:
Figure III-64:
Figure III-65:
Figure III-66:
Figure III-67:
Figure III-68:
Figure III-69:
Figure III-70:
Figure III-71:
Figure III-72:
West Valley
East Valley
Largest Projected Growth Industries
Blue Collar & Non-Professional
Occupations 1999-2006
Largest Projected Growth
Occupations - Occupations Related
to Blue-Collar Jobs 2001-2008
Largest Projected Growth
Industries – Professional Service
Sector 1999-2006
City of San Bernardino Population
City of Ontario Population
Comparison of Workers that Work
and Live in County
Travel Time to Work
Leave for Work, West Valley
Leave for Work, Mid-Valley West
Leave for Work, Mid-Valley East
Leave for Work, East Valley
San Bernardino Valley, Mode
Travel to Work
Mode of Travel per Work-Trip
Distribution of Ages per City
Definition of Poverty
Percent of Population Living Below
the Poverty Line
Available Vehicles per Household
Correlation between Poverty and
Vehicle Ownership
Low Income & Minority Populations,
West Valley Beyond 15-Minute Omnitrans Service
East Valley Beyond 15-Minute Omnitrans Service
vii
Figure III-73:
Figure III-74:
Figure III-75:
Figure III-76:
Figure III-77:
Figure IV-1:
Figure IV-2:
Figure IV-3:
Figure IV-4:
Figure IV-5:
Figure IV-6:
Figure IV-7:
Figure IV-8:
Figure IV-9:
Figure IV-10:
Figure IV-11:
Figure IV-12:
Figure IV-13:
Figure IV-14:
Figure IV-15:
Figure IV-16:
Table of Contents
viii
Headways, East Valley
LIM and Non-LIM Populations
Served by Omnitrans
Percentage of LIM and Non-LIM
Populations near Omnitrans Bus Stop
Amenities
Bus stops, Benches, and Shelters – East Valley
Bus stops, Benches, and Shelters – West Valley
Proposed Minimum Average Distance
Based Utilization Standards for Bus
Services
Proposed Minimum Average Time
Based Utilization Standards for Bus
Service
Span of Service Guidelines
Residential Transit Orientation Index – West Valley
Residential Transit Orientation Index – East Valley
Span of Service, East Valley,
Weekdays, AM
Weekdays, PM
Saturdays, AM
Saturdays, PM
Sundays, AM
Sundays, PM
Span of Service, West Valley,
Weekdays, AM
Weekdays, PM
Saturdays, AM
Saturdays, PM
Sundays, AM
Figure IV-17:
Figure IV-18:
Figure IV-19:
Figure IV-20:
Figure IV-21:
Sundays, PM
Stop Spacing Analysis, FY 2004
Minimum Square Feet of Floor Space
Per Standing Passenger
Seats and Standing Areas by
Bus Type
Maximum Passenger Occupancy
By Bus Type, Time Period and
Number of Wheelchairs
Figure V-1:
Existing FY 2005 Bus Service Hours
By Route and Division
Figure V-2:
Existing FY 2005 Bus Service Miles
Figure V-3:
West Valley Service Map
Figure V-4:
East Valley Service Map
Figure V-5:
Weekday FY 2006 Service Frequency
By Route
Figure V-6:
Saturday FY 2006 Service Frequency
By Route
Figure V-7:
Sunday FY 2006 Service Frequency
By Route
Figure V-8:
Fleet Requirements, Financially
Figure V-9:
Financially Constrained FY 2006 Bus
Service Hours and Peak Fleet by Route
and Division
Figure V-10: Financially Constrained FY 2006 Bus
Service Miles by Route and Division
Figure V-11: Proposed Fare Structure Changes
(Fixed Route)
Figure V-12: Proposed Fare Structure Changes
(Access and Omnilink)
Figure V-13: Up to Design Scenario FY 2006
West Valley Service Map
East Valley Service Map
Weekday Service Frequency
ix
Figure V-16:
Figure V-17:
Figure V-18:
Figure V-19:
Figure V-20:
Figure V-21:
Figure V-22:
Figure V-23:
Figure V-24:
Figure V-25:
Figure V-26:
Figure V-27:
Figure VI-1:
Figure VI-2:
Figure VI-3:
Figure VI-4:
Figure VI-5:
Figure VI-6:
Figure VI-7a:
Figure VI-7b:
Figure VI-8a:
Figure VI-8:
Figure VI-9:
Figure VI-10:
Figure VI-11:
Figure VI-12:
Table of Contents
x
Up to Design Scenario FY 2006
Saturday Service Frequency
Sunday Service Frequency
Hours and Miles
Financially Unconstrained Scenario
FY 2006 West Valley Service Map
FY 2006 East Valley Service Map
FY 2006 Weekday Service Frequencies
FY 2006 Saturday Service Frequencies
FY 2006 Sunday Service Frequencies
Financially Unconstrained Scenario FY 2006
Hours and Miles
Candidate BRT Corridors
Candidate BRT Corridors (map)
Access Service – Hours by Scenario
Revenue Service Hours
Operation Costs
Operating Costs per Revenue Hour
Passengers
Farebox Revenues
Operating Ratio – General Public Service
Operating Ratio – Specialized Service
LTF Requirements for the Financially
Constrained Plan
Performance Indicators by Service Type –
State Transit Assistance Funding
(STAF) Flow
How Local Transportation Funding
(LTF) Flows
Summary of Revenue Sources
Figure VI-13:
Figure VI-14:
Figure VI-15:
Figure VI-16:
Figure VI-17:
Figure VI-18:
Figure VI-19:
Figure VI-20:
Fleet Requirements, Financially
Paratransit/Demand Response Vehicle
Requirements
Support Vehicle Requirements
Six-Year Capital Plan – Constrained Plan
Revenues for the Six-Year Capital Plan
Discretionary Funding
Six-Year Capital Plan –
Up to Standards
Six Year Capital Plan –
Unconstrained
xi
Section I: Introduction
Reduce your plan to
writing. The moment you
complete this, you will
have definitely given
concrete form to the
intangible desire.
- Napoleon Hill
Introduction
Omnitrans is the largest transit operator within San
Bernardino County. The agency was established in 1976
through a Joint Powers Agreement and today includes 15
cities and portions of the unincorporated area of San
Bernardino County. In addition to the southwestern corner
of San Bernardino County, Omnitrans provides service to
parts of Riverside and Los Angeles Counties. Omnitrans
currently carries about 17 million passengers per year, and
although the system has enjoyed strong growth in recent
years the trend has leveled off and ridership has actually
declined slightly in the most recent 24-month period.
Omnitrans currently operates 34 fixed routes as well as a
general public dial-a-ride service, “Omnilink”, and a
paratransit service for the disabled, “Access.”
The Inland Empire region – and San Bernardino County, in
particular – is one of the fastest growing regions in
California. This presents several challenges for Omnitrans,
particularly in the current environment of constrained
financial resources. The growth in population and jobs is
matched with increasing roadway congestion. Some parts
of the service area are seeing an increase in densities, which
facilitates the provision of transit service. However sprawling,
auto-oriented development continues to be the dominant
form of growth. In the west there are strong and growing
linkages to Los Angeles County, while in the south and east
the linkages to Riverside County are dominant.
1
Omnitrans Mission/Vision
Each year, the Management Plan’s goals and objectives are
reviewed and updated to identify what will enhance overall
system performance. The mission statement for Omnitrans
generally helps guide the agency and gives a picture of what
drives employees on a daily basis:
“To provide the San Bernardino Valley with comprehensive
public mass transportation services which maximize
customer use, comfort, safety, and satisfaction while
efficiently using financial and other resources, in an
environmentally sensitive manner.”
In addition to the mission, the vision for 2015 helps
determine the annual goals and objectives that the agency
strives toward, and helps provide the framework for
documents, such as the SRTP, which are created not only to
meet mandates at the federal, state, and local levels, but also
to give the agency direction and plans for the future.
Vision for 2015
x Omnitrans is accepted by the public as the prime
provider of quality transportation service.
x Omnitrans is one of the best places of employment in
the Inland Empire.
x Omnitrans is recognized in our industry as an
innovative leader in providing transportation services.
x Omnitrans ensures that there are adequate resources
to achieve our visions.
Purpose of the SRTP
Aside from legal requirements, the objective of this Short
Range Transit Plan (SRTP) is to provide a plan to guide the
development of Omnitrans from 2006 to 2011. This plan
reviews the current regional environment, performance of
the system and the status of its plant and equipment. The
plan sets out service design guidelines that provide a policy
basis for evaluating existing service and designing new
services. The operations plan, capital plan, financial plan and
Section I
Introduction
2
implementation plan are designed to guide development of
the agency over the next six years.
This document is designed to be a tool to assist in the daily
operation, planning, financing and management of the
transit system. Over the course of the implementation
period it is possible that events may arise that were not
foreseen at the time the plan was written.
Recent Events and Accomplishments
Over the past four years, Omnitrans has worked to improve
the services it provides to the public, while remaining as costefficient and environmentally sound as possible. Blending
these three goals is not always an easy task to accomplish,
however, each year we work towards this with the well
defined goals and objectives we have in place. The
following items by no means describe each and every
accomplishment and event that have occurred in the past
four years, but focuses on some of the highlights.
East Valley and West Valley LCNG Stations
Omnitrans began operation of both its new, odorless
liquefied compressed natural gas (LCNG) fueling stations at
the San Bernardino and Montclair operations facilities by
June 2002. The stations fuel the agency's alternatively
fueled fleet of more than 100 buses. The east valley station
houses two 30,000 gallon, double-walled storage tanks and
the west valley station houses a 20,000 gallon double-walled
storage tank. The tanks store liquefied natural gas (LNG) at 250 degrees Fahrenheit, using vacuum pressure and
insulation to keep the fuel cold. As needed, the liquid is
pumped out of the tanks and passed through a vaporizer,
which changes the fuel from a liquid to compressed gas
state for transfer to the bus fuel tanks. In order to keep up
with approximately 11,000 gallons of fuel demand daily, and
to ensure that tanks are "topped off," LNG is delivered to the
facility six days per week via tanker truck.
Omnitrans
San Bernardino Facility
LCNG Storage
3
Environmental Review of Omnitrans Facilities
In March 2004, Komex H2O Science completed a study to
evaluate any potential environmental and health impacts of
Omnitrans' three fueling facilities, located at 1700 W. Fifth
Street, 234 South I Street in San Bernardino, and 4748 Arrow
Hwy. in Montclair. The study was mandated by legislation
(SB1927) authored by State Senator Nell Soto, and its
purpose was to determine whether or not Omnitrans’
fueling facilities pose a health threat to surrounding
neighborhoods. It was found that the risk from Omnitrans
does not exceed risk management guidelines set out by the
United States Environmental Protection Agency and the
California Environmental Protection Agency.
Hybrid Vehicles
In November 2002, Omnitrans put the nation’s first
electric/gasoline hybrid transit bus into service. Since then,
an additional bus has become operational, and the final of
the three hybrid buses is being tested. The bus utilizes the
latest in alternative fuel technology to drastically cut smogproducing emissions.
Omnitrans was the first
transit agency in the nation
to put a hybrid
electric/gasoline vehicle into
service in 2002
The Omnitrans hybrid buses are the first in the United States
to feature the ISE Research ThunderVolt TB40-H drive
system, combining unleaded gasoline with electricity instead
of diesel or compressed natural gas (CNG) fuel. According to
a study conducted by the California Air Resources Board, this
combination provides a significant reduction in smogproducing emissions, over and above both diesel and
comparable alternatively-fueled vehicles. The final vehicle
currently being tested has been awarded the Air Resources
Board’s first – and only – non-diesel hybrid certification for
use as an alternative fuel system in California’s transit
vehicles. Simply replacing one diesel bus with another that
utilizes the Siemens-ISE-Ford ThunderVolt hybrid system (as
Omnitrans’ does) has the same effect on emissions as
removing more than 200 cars per year from the road.
The Board’s certification opens the door to the widespread
use of this electric/gasoline hybrid system, which combines
unleaded gasoline with electricity instead of diesel or
compressed natural gas (CNG). This combination has proven
to create the lowest emission system of any type for a 40-foot
Section I
Introduction
4
vehicle. In terms of nitrous oxides (NOx) emissions, for
example, Omnitrans’ electric/gasoline hybrid bus releases 4
grams per mile, compared to 30 grams per mile for a diesel
bus and 14.34 grams for a CNG bus.
Similarly, when measuring particulate matter (PM) emissions,
Omnitrans’ electric/gasoline hybrid bus releases NO
measurable particulate matter, in comparison to nearly 0.25
grams per mile of emissions from a diesel bus, and 0.03
grams for a CNG bus.
Bus Rapid Transit Major Investment Study
In response to the community’s growth and the increasing
demand for faster, more convenient transit service,
Omnitrans is in the process of implementing a Bus Rapid
Transit (BRT) system. A BRT system is based on a light-rail
transit principle, but instead of trains and tracks, it uses buses
that are integrated with key components of the automobile
transportation infrastructure, such as roads and right-of-way,
intersections, and traffic signals. Our first step to incorporate
the technologies is to conduct a comprehensive Major
Investment Study of the E Street Corridor. This Study which
began in Fiscal Year 2003, is scheduled for completion in
Fiscal Year 2006.
Bus Rapid Transit (BRT) in
Brazil. Omnitrans is looking
into a similar BRT system for
the San Bernardino Valley.
A Future Transit Investment Study (FTIS) was created in fiscal
year 2003 to develop transit, and related funding, to meet
the needs of the growing number of people and jobs in the
San Bernardino Valley. The FTIS includes programs designed
to accommodate the expected population and employment
growth, and an increasingly aging population. It was also
the first step to identifying the future BRT corridors for the
San Bernardino Valley. The renewal of Measure I in
November 2004 was the necessary step to making this study
a reality.
Fontana Transit Center Expansion
In fiscal year 2003, Omnitrans, in coordination with the City
of Fontana, completed a renovation and expansion of the
Fontana Transit Center, located at Orange Way and Sierra
Avenue in the City of Fontana. The renovation/expansion
added 4 bus bays and permits easier transfers between bus
routes and Metrolink, as now all bus transfers occur within
5
the Center, and not on the adjacent streets.
More
information on this transcenter can be found in Appendix C.
Chino/Ontario Agricultural Preserve Transit Plan
In fiscal year 2004, Omnitrans, the City of Chino, and the City
of Ontario were awarded a grant by Caltrans to develop a
specific transportation plan for the newly developing
Agricultural Preserve areas of Chino and Ontario. This area
in particular presents a unique opportunity in that it is the
largest undeveloped area left in Southern California. By
integrating transit into the design initially, a community can
be built around multiple modes of transportation, rather
than just the automobile, giving the residents the
opportunity to choose how they like to travel, rather than
restrict them to the automobile.
The benefits of performing the transit planning tasks before
development goes in is that the infrastructure that needs to
be in place to support transit such as right-of-way,
easements, sidewalks, curb cuts and bus turnouts can be
planned and designed during the development review
period and the engineering phase rather than after the fact.
Advanced planning will result in fewer costs to the agencies
involved and more expeditious delivery of service to the
occupants of the area.
Chino Transit Center
Construction of the Chino Transit Center was completed in
January 2005. This facility is located on Sixth Street in
between Chino Avenue and “D” Street. There are seven bus
bays with shelters, information kiosks, and a Coach Operator
restroom facility. In February, Foothill Transit Line 497 started
providing service from the Chino Transit Center, to the Chino
Park-and-Ride, City of Industry Park-and-Ride, and
Downtown Los Angeles. Future transit operators that may
stop at this facility include Orange County Transportation
Authority (OCTA) and Riverside Transit Agency (RTA). Rail
service has also been identified as a possibility linking the
Transit Center to the Pomona Metrolink Station to the north
along an existing rail spur. More information on this
transcenter can be found in Appendix C.
Section I
Introduction
6
Implementation of Employee Kiosks
During Fiscal Year 2004, Omnitrans undertook the goal of
employee retention and promotion through a two part
program, the first being the implementation of Employee
Kiosks throughout the agency. Funded by a grant from the
Workforce Investment Act, Omnitrans worked closely with
the County of San Bernardino Jobs and Employment Services
and Workforce Investment Board to develop an interactive
system of kiosks available throughout its facilities. The kiosks
offer the opportunity for employees, who may be out of the
office during normal business hours (8:00 a.m. to 5:00 p.m.)
to communicate with administrative staff, and also to
investigate promotional opportunities available within the
agency and through educational advancement. Interest has
been shown at the State and Federal levels in the program
that was developed, and Omnitrans is being looked at for
the success we have with the program. After the program
period is completed in January 2005, an evaluation will be
done to determine if it can be emulated in other Agencies
nationwide.
90% Customer Satisfaction
In February, 2004 Omnitrans customers gave the transit
agency their seal of approval in a recent Attitude and
Awareness Study, more than nine in ten riders gave
Omnitrans a positive performance rating. Since the agency
earned its first 90 percent customer satisfaction rating in its
2000 Awareness Study, this is its second consecutive
customer service milestone.
Redlands Trolley
In coordination with the City of Redlands, Omnitrans began
operation of the Redlands Trolley in September 2003. This
trial program was made possible through grants from the
Federal Transit Administration 5309 program and
Congestion Mitigation and Air Quality Program. Three
trolley-replica’s were purchased and circulate through the
City of Redlands. This program has been a welcome addition
to the city and will remain in demonstration through
September 2006, at which time it will be evaluated for
continuation using regular operating funds.
7
Access Zone Restructuring
Also in September 2003, in conjunction with a fare change,
the Access Zone system was simplified from 39 small zones
to 6 large ones. This change not only simplifies riding the
system for passengers, but also for dispatchers and drivers,
who need to determine the correct fare payment.
September 2003 Fare Change
In September 2003, a fare change was implemented. It had
been 4 years since the previous fare structure was put in
place. Within the four years, the cost of providing transit
services for Omnitrans increased to a point that it was no
longer possible to obtain 20% of the cost of providing the
trips from passengers (commonly referred to as farebox
recovery). This 20% “farebox recovery” is a mandate at the
State level in order to continue to receive operating and
capital funds. The fare change also eliminated the 10-trip
pass, but added a new 7-day pass to the system. In addition,
the standard for children riding free was changed, so that it
is no longer age based (previously it was 2 children under 4
years of age rode free with a paying adult), but height
based. Children under 46” now ride free. This simplified the
boarding and payment procedures for both the coach
operators and passengers.
Facility Expansion
In March 2003, new office space was created at the
Omnitrans Montclair Facility. This expansion was necessary
to accommodate the growth that has occurred in the west
end of Omnitrans service area, and necessary staff additions
to meet this growth. With a complete overhaul, new office
space, dispatch office, drivers lounge, workout room, and
kitchen were created. Prior to the expansion, many spaces
had to perform double duty. Additional expansions are
planned in the coming years, as the future mid-valley facility
in Rancho Cucamonga becomes funded and additional
space is required at Omnitrans East Valley facility in San
Bernardino.
Trapeze Software Implementation
In Fiscal Year 2004, Omnitrans began the process of
upgrading its existing radio system to a more sophisticated
and useful voice-data radio communication system. The
existing radio system for the paratransit fleet, installed in
Section I
Introduction
8
1987 and the fixed route fleet, installed in 1994 have
become outdated and unreliable, and do not have the
functionality that is possible with the use of current
communications technologies. In addition, the system is no
longer supported, as the manufacturer is no longer in the
transit market. The new system will assist in operating
efficiencies, ensure appropriate emergency response and full
compliance with the provisions of the Americans with
Disabilities Act (ADA) and provide valuable data that can be
used to analyze performance and usage. Installation of the
new system is expected to be completed in late fiscal year
2005/early fiscal year 2006.
SRTP Relationship to Other
Omnitrans Documents
Annual Management Plan, Marketing Plan, Service Plan,
and Budget
The FY05 Annual Management Plan, Marketing Plan, Service
Plan, and Budget were presented and adopted by the Board
of Directors in June 2004, prior to the start of the 2005 Fiscal
Year on July 1, 2004. The FY05 Management Plan provides
the basis for the operations and financial outlook of the
future, which then in turn, allows future year budget
decisions to be made within a long-term context. The SRTP
includes a detailed analysis of revenue and expense
components related to the annual operating budget, as well
as a picture of how these components will translate into
service on the street.
Long Range Transit Plan
Currently, the San Bernardino Associated Governments is
preparing a Long Range Transit Plan (LRTP). The LRTP serves
as a blueprint that guides San Bernardino's transportation
development over a 25-30 year period, and this document,
the SRTP, will feed critical information about Omnitrans and
its operations to the LRTP. Central to that blueprint is the
protection of the value of investments already made in
developing the transportation system, while providing
resources to pursue innovative solutions to mobility
constraints and enhancing travel choices available. The LRTP
specifically looks at major transportation planning concerns
9
such as environmental/air quality; complete access to
transportation; alternative transportation modes (e.g., air,
rail, water, bicycle, pedestrian); the impact of land
development on the transportation system; highway
congestion; and maintenance of the existing infrastructure.
Since 1990, several changes in federal legislation have had a
substantial impact on how Metropolitan Planning
Organizations (MPOs), SANBAG, and local transit providers,
such as Omnitrans, conduct transportation planning. These
include the Clean Air Act Amendments (CAAA) of 1990, the
Americans with Disabilities Act (ADA) of 1990, the
Intermodal Transportation Efficiency Act (ISTEA) of 1991 and
the Transportation Equity Act for the 21st Century (TEA-21)
of 1998. Collectively, this legislation addresses such major
urban transportation planning concerns as:
Environmental quality;
Access to transportation;
Alternative transportation modes;
The transportation - land use linkage; and
Highway traffic congestion and maintenance of the
existing transportation infrastructure.
As previously stated, changes in legislation, changes in our
communities, and changes in transportation priorities direct
the planning focus of agencies such as SANBAG and
Omnitrans to these new areas of concern, and thus requires
a dynamic vision of the Long-Range Transportation Plan. In
the preparation of the LRTP, we will be examining and
considering any changes in the current and forecasted
transportation and land use conditions and trends.
Rendering of a Bus Rapid
Transit vehicle
San Bernardino Valley Bus Rapid Transit (BRT) Study
As the name implies, Bus Rapid Transit (BRT) is an enhanced
transit system where speed and convenience of the
customer is a priority. Along major streets, or corridors,
where current transit systems simply do not meet the
growing demand for service, BRT is an option that can speed
up the system, provide more frequent service for patrons,
and can provide more comfortable, energy efficient vehicles.
BRT combines the quality of rail transit and the flexibility of
buses. It can operate on exclusive transitways, HOV lanes,
expressways, or ordinary streets. A BRT system combines
intelligent transportation systems technology, priority for
Section I
Introduction
10
transit, cleaner and quieter vehicles, rapid and convenient
fare collection, and integration with land use policy.
While many different corridors have been identified for BRT
in the future, Omnitrans is currently undergoing a Major
Investment Study of the E Street corridor through San
Bernardino and Loma Linda for its first BRT. This corridor is
currently served by Omnitrans Route 2, at 15 minute
intervals, and provides connections to many key destinations
in the San Bernardino Valley along the way. This BRT
corridor is planned for implementation in 2010.
As the SRTP covers from 2006-2011, it is critical that it include
the necessary elements to assure that the BRT can be
funded, and the service it will provide integrated with the
regular fixed route bus lines that Omnitrans currently
operates. More information on the BRT can be found in
Section V: Service Plan.
The Future Transit Investment Study was undertaken during
fiscal year 2003 and fiscal year 2004. Its’ purpose was to
identify a program of projects and services that need to be
funded over the next 30-years, partially from Measure I
revenues. On November 2, 2004 80.03% of county voters
approved continuation of Measure I, the half-cent sales tax
for transportation improvements. This renewal provided
Omnitrans with the opportunity to shape transit funding for
the next generation. Many of the recommendations in the
Future Transit Investment Study, including senior transit and
bus rapid transit (BRT) were included with the Measure I
renewal package, and therefore need to be incorporated
into the SRTP for implementation in the near future.
11
Omnitrans Relationship to Other
Agencies and their documents
Federal and State Agencies
Federal Transit Administration
The Federal Transit Administration (FTA) is the primary
federal entity with which Omnitrans has relations, and which
is under the umbrella of the United States Department of
Transportation (USDOT). The FTA has review authority over
the federal environmental documentation produced on
Omnitrans projects. Also, a large portion of the capital grant
funding programmed to Omnitrans passes through the
FTA’s accounts. Many of these programming decisions are
made at a regional or county level (see below) with follow
up grant applications and paperwork sent to the FTA. More
information about the USDOT can be found on their web
page at www.dot.gov. Similarly, the FTA web page is at
www.fta.dot.gov.
California Transportation Commission
At the State level, the primary decision making body on the
funding of capital projects is the California Transportation
Commission (CTC), although the Governor and the State
Legislature occasionally have a direct impact on the funding
of transportation projects. The CTC was created in 1978 and
is responsible for the programming and allocating of funds
for the construction of highway, passenger rail and transit
improvements throughout California. The CTC adopts the
State Transit Improvement Program (STIP) – which details all
agency expenditures over the next 5 years - on a biannual
basis. Every change that is made to Omnitrans capital and
operating programs must ultimately be approved by the
CTC, before it can be included in a grant that goes to the
FTA. More information can be obtained about the CTC on
their web site at www.catc.ca.gov.
Caltrans
The California Department of Transportation, otherwise
known as Caltrans, is mostly known for its involvement in
streets and roads projects. However, Caltrans also acts as
staff to implement the actual programming, transfer and
Section I
Introduction
12
monitoring of grant funded projects decided upon by the
CTC for transit. Omnitrans is located within Caltrans District
8. Caltrans website is located at www.dot.ca.gov.
Regional Agencies
Southern California Association of Governments
The Southern California Association of Governments (SCAG)
has been operated by the cities and counties of Imperial, Los
Angeles, Orange, Riverside, Ventura, and San Bernardino for
the past three decades. SCAG is the largest of nearly 700
councils of government in the United States, functioning as
the Metropolitan Planning Organization for these six
counties. The region encompasses a population exceeding
15 million persons in an area of more than 38,000 square
miles.
As the designated Metropolitan Planning Organization,
SCAG researches and draws up plans for transportation,
growth management, hazardous waste management, and
air quality. More information about SCAG can be found at
www.scag.ca.gov.
Southern California Air Quality Management District
The Southern California Air Quality Management District
(AQMD) is the air pollution control agency for all of Orange
County and the urban portions of Los Angeles, Riverside and
San Bernardino counties. This area of 10,000 square miles is
home to nearly 16 million people - about half the population
of the whole state of California.
AQMD is responsible for controlling emissions from
stationary sources of air pollution as well as mobile sources
of pollution, such as buses. Guided by State and federal
laws that require this area to meet existing clean air
standards by the year 2010, AQMD has implemented Rule
1192, which requires public transit fleet operators with 15 or
more vehicles to acquire alternative fuel heavy-duty vehicles
when procuring or leasing these vehicles to reduce air toxic
and criteria pollutant emissions. In addition, AQMD provides
incentive funding through grant programs to procure
alternative fuel vehicles. More information can be found on
the AQMD at www.aqmd.gov.
13
County Agencies
San Bernardino Associated Governments
San Bernardino Associated Governments (SANBAG) is the
council of governments and transportation planning agency
for San Bernardino County. SANBAG is responsible for
cooperative regional planning and furthering an efficient
multi-modal transportation system countywide. SANBAG
serves the 1.8 million residents of San Bernardino County.
As the County Transportation Commission, SANBAG
supports freeway construction projects, regional and local
road improvements, train and bus transportation, railroad
crossings, call boxes, ridesharing, congestion management
efforts and long-term planning studies. More information can
be found about SANBAG by reviewing their website at
www.sanbag.ca.gov.
County of San Bernardino
The County of San Bernardino provides for the health, safety,
well being, and quality of life of its residents. The County also
holds five seats on the Omnitrans Board of Directors. Its
array of services directly link with Omnitrans services because
the services it provides often impact, and are impacted by,
the services Omnitrans has available for the resident. More
information can be found about the County and its services
at www.sbcounty.gov.
Section I
Introduction
14
Member Cities
Each Omnitrans member city holds a seat on the Omnitrans
Board of Directors. As the population grows, and city
populations expand, Omnitrans needs to help meet the
transportation needs of each city’s residents. Omnitrans
works closely with each city, monitoring new developments,
environmental reviews, and general plan updates, to assure
that there is a transit component that is considered through
the review processes.
Member cities include:
City of Chino
www.cityofchino.org
City of Chino Hills
www.chinohills.org
City of Colton
www.ci.colton.ca.us
City of Fontana
www.fontana.org
City of Grand Terrace
www.cityofgrandterrace.org
City of Highland
www.ci.highland.ca.us
City of Loma Linda
www.ci.loma-linda.ca.us
City of Montclair
www.ci.montclair.ca.us
City of Ontario
www.ci.ontario.ca.us
City of Rancho Cucamonga
www.ci.rancho-cucamonga.ca.us
City of Redlands
www.ci.redlands.ca.us
City of Rialto
www.ci.rialto.ca.us
City of San Bernardino
www.ci.san-bernardino.ca.us
City of Upland
www.ci.upland.ca.us
City of Yucaipa
www.yucaipa.org
15
Other Transit Districts/Transportation Providers
Finally, Omnitrans has a direct link with other transit
providers, and transit districts, that provide service into and
around the San Bernardino Valley. It is critical to ensure
open lines of communication with each of the adjacent
transit agencies, so that services can be coordinated for our
passengers, and to improve transit as a whole in Southern
California.
Neighboring Transit Districts/Agencies include:
Section I
Introduction
16
Foothill Transit
www.foothilltransit.org
Metrolink
www.metrolinktrains.org
Mountain Area Regional Transit
Authority (MARTA)
www.marta.cc
Greyhound
www.greyhound.com
Amtrak
www.amtrak.com
Metropolitan Transit Authority
(LAMTA)
www.mta.net
Riverside Transit Agency (RTA)
www.riversidetransit.com
Sunline Transit Agency
www.sunline.org
Victor Valley Transit Agency
www.vvta.org
Morongo Basin Transit
Authority (MBTA)
www.mbtabus.com
Barstow Area Transit (BAT)
www.barstowca.org
Orange County Transit
Authority (OCTA)
www.octa.net
Notes:
17
Notes:
Section I
Introduction
18
Section II: System Background
Those who cannot
remember the past are
condemned to repeat it.
- George Santayana, poet
System Background
System Description
Under authority of Title 1, Division 7, Chapter 5, as amended,
of the Government Code of the State of California,
Omnitrans was created in 1976 by a joint powers agreement
among the County of San Bernardino and the cities of Chino,
Colton, Fontana, Loma Linda, Montclair, Ontario, Redlands,
Rialto, San Bernardino and Upland. Since that time five
additional cities have joined and make up the current JPA.
(See Section I: Introduction for complete list of JPA
members.) Omnitrans was created primarily to provide a
standardized system of fares, a universal system of transfers,
and expanded transit services and facilities for the benefit of
the residents of its parties.
Board of Directors
Omnitrans is administered by a Board of Directors, made up
of the Mayor or Council Member from each member-City and
all five Supervisors of the County of San Bernardino. Each
City has one alternate Board Member who is designated by
the City Council. The County representatives have no
alternates. The alternates vote only in the absence of the
official representatives.
It is required under the JPA that the Board of Directors meet
at least one time each quarter of each fiscal year. The Board
of Directors holds its regularly scheduled meeting on the first
Wednesday of each month at 8:00 a.m. in Omnitrans Metro
Facility (San Bernardino) Board Room. All meetings are held
in compliance with the Ralph M. Brown Act.
Board meetings are presided by the Board-appointed Chair.
In addition, a Vice-Chair is elected by the Board. The
CEO/General Manager is the Secretary to the Board of
Directors. The Board of Directors is responsible for such acts
as adopting the budget, appointing the CEO/General
Manager, appointing a technical committee, establishing
policy, and adopting rules and regulations for the conduct of
business.
19
Employees & Contract Employees
Omnitrans has both directly operated services and
contracted services. At the present time, directly operated
services are provided by both represented and nonrepresented employees. Administrative staff is made up of a
combination of employees represented by the San
Bernardino Public Employees Association (SBPEA) and
employees who are not represented by a union. Mechanical
and facility personnel are also represented by the SBPEA.
Coach Operators are represented by the Amalgamated
Transit Union (ATU).
Contracted services are currently provided by the private
transportation company, Transportation Concepts. Effective
September, 2005, they will provide demand response and
paratransit ADA service for Omnitrans. The base contract
with Transportation Concepts for demand response services
began July 1, 2001 and ended June 30, 2003. The
Omnitrans Board of Directors has extended this contract
twice, for a period of one year each time. One additional
option year remains, to end June 30, 2006. The current base
contract with Transportation Concepts for fixed route
services (routes 7, 8, 9, 90, and Redlands Trolley) began
September 1, 2003 and will end August 31, 2005. Approved
by the Board of Directors in April 2005, it has been
determined that this will not be extended.
Security Measures
With the events surrounding September 11, 2001,
Omnitrans has increased its security measures drastically, to
assure the safety of its passengers, its employees, and its
assets. A state-of-the-art camera system is installed on each
fixed route vehicle Omnitrans operates. The system is made
up of five (5) cameras on each coach, a microphone near the
front entrance of the coach and a hard drive that downloads
and stores all the activities that occur on the vehicle.
Through radio download each day, the data that is collected
is stored electronically on compact discs. If an incident
occurs on a coach, or outside a coach, the recording can be
“flagged” by the coach operator, and/or can be reviewed at
Omnitrans facilities to determine who/what caused the
damage/injury on board the bus. This system has saved the
agency a significant amount of money since they were
installed in replacement of assets that were damaged by
Section II
Background
20
graffiti and tagging. In addition, the camera system has
been responsible for apprehending and convicting people
that assault Omnitrans coach operators.
In addition to the system on board the buses, Omnitrans
facilities have been better secured by the introduction of 24hour security services in fiscal year 2002. The security guards
are on duty at Omnitrans 5th Street and Montclair facilities 24
hours a day, seven days a week. Paratransit facilities located
on ‘I’ Street in San Bernardino and in Rancho Cucamonga
have security in the evenings from 6:00 p.m. to 6:00 a.m.,
with 24 hour security on weekends and holidays. Key cards
have been introduced to improve building access and
security; employee and visitor parking placards are now used
to assure that a vehicle is authorized to be on the property;
and cameras have been installed around the facilities to
monitor activities.
With the addition of the Voice-Data Communication System,
which will allow real time data transfer, additional security
measures will be available for passengers and employees
alike such as real-time emergency routing information and
real-time vehicle location information. This will ensure fast
response from emergency service agencies such as police
departments and paramedics if the need arises.
Omnitrans Website
Omnitrans is also actively utilizing the most current webenabled applications to improve its services to customers and
the general public. Information about routes and schedules
and new programs and press releases as well as requests for
proposals are available online. In addition, Omnitrans
passengers are now able to purchase their passes online,
eliminating the need to make an extra trip and come into
Omnitrans offices or pass outlets to get a new pass.
Omnitrans website is located at www.omnitrans.org.
21
Major Components of Omnitrans
Existing Capital Facilities
At the initial operation of Omnitrans, and with the creation
of a Joint Powers Agreement (JPA) between the member
cities and the County in 1976, all the equipment and facilities
previously owned by the Omnitrans members became the
property of Omnitrans. At initiation, Omnitrans capital
facilities and equipment helped operate 22 routes and two
dial-a-ride systems.
Today, while the capital equipment has changed, the
intention is still the same. Each and every dollar of capital
outlay helps to operate a complex network of 34 routes,
three Omnilink systems, and the ADA-mandated Access
system.
Revenue Vehicles
Omnitrans currently operates a fleet of 175 fixed route
vehicles and a fleet of 101 Omnilink/Access vehicles. Figure
II-1, Omnitrans Revenue Vehicle Summary gives information
related to the different coach types currently in Omnitrans’
fleet. In addition to its Revenue Vehicle fleet, Omnitrans also
has an original 1958 GM TDH 4801, which has been
restored with Omnitrans original paint scheme and logo and
is used for local events. Also shown in figure II-1 is the new
hybrid electric buses, of which one is currently in active
service. Although a total of three are on-site, work is still
being completed on two of the coaches to assure the safety
and reliability of them. A detailed list of Omnitrans current
Revenue Vehicles can be found in Appendix-B
Section II
Background
22
Figure II-1: Revenue Vehicle Summary (eff. 7/2004)
Vehicle Type
Manufacture
Date
TMC
1992 – 1993
Numbe
r
in
Fleet
24
Orion
Neoplan
New Flyer
Hybrid
Ford Goshen
New Flyer
1996
1997
2000
24
7
3
2000
2000 – 2004
91
104
Thomas
Specialty
Trolley
El Dorado
Aerotech
2003
2003
2004
Vehicle
Length
Seats
Available
Fuel Type
40.0’ –
40.3’
40.8’
40.6’
40.8’
37
Diesel
37
37
37
CNG
CNG
Gasoline/
Electric
Gasoline
CNG
16 – 20
37
12
3
23.8’
39.9’ –
40.8’
32.9’
27.0’
10
23.1’
16
CNG
CNG
Gasoline
Omnitrans Transfer Centers
With the opening of the Chino Transit Center in fiscal year
2005, Omnitrans will have a total of seven (7) Centers which
it provides service to. Centers are located in Pomona,
Montclair, Chino, Ontario, San Bernardino, and 2 in Fontana.
Each Center varies in size and amenities. A description of
each Transfer Center is included in Appendix-C.
In addition to Transfer Centers, Omnitrans also provides
transfers at six (6) regional destinations. These include
Montclair Plaza, Ontario Airport (transfer to Airport Shuttle
only), Ontario Mills, Arrowhead Regional Medical Center,
Inland Center Mall, and Redlands Mall. Descriptions of each
of these facilities are also included in Appendix-C.
In the future, Omnitrans has plans to expand the Transfer
Centers in its service area to include Chaffey College and
Yucaipa. In addition, plans are underway to relocate the San
Bernardino Transfer Facility to enhance passenger transfers.
The new location will have many new amenities, and will
add additional Metrolink access, as well as access to the
future Bus Rapid Transit (BRT) Corridor which will travel
north-south on E Street.
Administration, Operations, Yards and Shops
The majority of Omnitrans administrative staff and coach
operators are located at its San Bernardino Facility on 5th
23
Street. Also located at this facility is the main maintenance
facility which was updated in December 1999 and includes a
full service spray booth, bus wash, and fuel island (diesel,
gasoline, CNG), fare, and vacuum facility. This facility can
house up to 155 fixed route buses, and also houses the
larger of two dispatching facilities.
Omnitrans also operates a smaller staff and approximately 70
large buses out of its West Valley Facility located on Arrow
Highway in Montclair. This facility was expanded by 3,000
square feet in 2003.
Administrative staff and coach
operators from the Operations department as well as
Maintenance staff work out of this facility. In addition, a staff
member from Human Resources provides support twice a
week.
Redlands Train Station then…
and now.
In Fiscal Year 2000, Omnitrans also purchased a facility on “I”
Street in San Bernardino to operate its East Valley Access as
well as Yucaipa and Colton/Grand Terrace Omnilink services.
The operations are run by a contractor, Transportation
Concepts. A total of 70 vans can be parked at this facility.
The final piece of property owned by Omnitrans is located
on Arrow Route in Rancho Cucamonga. Purchased in July
2001, this property is slated for the Mid-Valley Facility which
will accommodate future expansion needs. This property is
28.8 acres in size and is located just east of the I-15 freeway.
Omnitrans contracted services also operates out of a leased
facility in Rancho Cucamonga and a facility owned by
Transportation Concepts in Riverside.
The Rancho
Cucamonga Facility accommodates Access Services as well
as the Chino Hills Omnilink. Transportation Concepts facility
in Riverside houses all of Omnitrans contracted fixed routes
(Regional Express Route 90; Local Routes 7, 8, and 9; and
Redlands Trolley).
Section II
Background
24
Fares & Interagency Coordination
In September 2003, Omnitrans implemented a fare increase
and structure change – the first change since July 1999.
Omnitrans fares cover approximately 20% of the overall
operating cost for the agency.
This is an important
percentage, as it is also a state requirement that transit
agencies recover at least 20% of its costs from fares, in order
to receive the supplemental money necessary to operate its
services.
Fare Policy Goals, as set out in Omnitrans adopted Fare
Policy are to:
x Optimize fare revenues and other financial resources
to ensure that Omnitrans can successfully meet its
ridership goals and service delivery objectives.
x Develop a market driven fare policy that attracts
people to transit as the region grows by promoting
the benefits and worth of transit
To support the overall goals, the following system objectives
were developed:
x Build ridership while maximizing revenue
x Price fares so that passengers pay a reasonable
amount and Omnitrans achieves systemwide farebox
recovery targets
x Maintain ease of understanding, use, enforcement,
and customer convenience of the fare structure and
ensure fare media are recognizable and durable
x Provide fare media options that meet rider needs
x Promote regional fare integration and common fare
media with connecting transit services and build intercounty ridership
x Minimize boarding times through fare technology
and media options
x Provide for regular fare structure reviews and
adjustments
x Leverage opportunities to effectively and efficiently
leverage fare technology to implement fare policies
25
The following sections illustrate Omnitrans current fare
policy.
Figure II-2: Fixed-Route &
Regional Express Bus Fares
Cash Fares
Regular
$
Senior & Disabled
$
Children 46" and under
1.15
0.50
Free
Day Passes
Full Fare
$
Senior & Disabled
$
2.75
1.25
7-Day Pass
Full Fare
Senior & Disabled
$
$
16.00
8.00
31-Day Pass
Full Fare
$
Senior & Disabled
$
Student Fare
$
41.00
20.50
29.50
Figure II-3: Omnilink Bus Fares
Regular
Senior & Disabled
Section II
Background
26
$
$
2.50
1.25
Free
Figure II-4: Access Bus Fares
Passenger
1 zone
2 zones
3 zones
4 zones
5 zones
6 zones
7 or more zones
Attendant
$
$
$
$
$
$
2.05
2.05
2.05
2.80
3.55
4.30
n/a
Free
$
$
$
$
$
$
2.30
2.30
2.30
3.05
3.80
4.55
n/a
n/a
Free
Companion
1 zone
2 zones
3 zones
4 zones
5 zones
6 zones
7 or more zones
Children 4 and under
Figure II-4: Access Bus Fares
Effective September 2003 (continued)
Subscription Passes
1 zone
$
172.50
2 zones
$
172.50
3 zones
$
172.50
4 zones
$
228.50
5 zones
$
285.00
6 zones
$
341.00
More information on Omnitrans fare policy can be found in
Section VI: Service Plan.
27
Transfer and Cooperative Agreements
Omnitrans and its surrounding transit agencies work
cooperatively to provide transit services throughout the
region. To effectively accomplish this, Omnitrans enters into
Cooperative Service Agreements with other agencies so that
the roles and responsibilities are clearly defined.
Foothill Transit – Transfers, Passes, etc are good towards the
passengers’ base fare within the prevailing fare zone at the
point of transfer. Standard rates for passes and transfers
apply.
Los Angeles County Metropolitan Transit Agency (LACMTA)
– Schedules are coordinated to the extent possible to ease
transfers between the systems. Omnitrans accepts MTA’s EZ
Transit Pass towards the passengers’ base fare within the
prevailing fare zone at the point of transfer.
Metrolink – Metrolink passes are good toward the
passengers’ base fare within Omnitrans service area, at the
point of transfer only. Omnitrans passes are not honored on
Metrolink.
Mountain Area Regional Transit Authority (MARTA) –
Transfers, Passes, etc are good toward the passengers’ base
fare within the prevailing fare zone at the point of transfer.
Standard rates for passes and transfers apply.
Riverside Transit Agency (RTA) – Transfer media is good
toward the passengers’ base fare within the prevailing fare
zone at the point of transfer. Standard rates for passes and
transfers apply.
Victor Valley Transit Authority (VVTA) – Omnitrans accepts
VVTA’s VVC One Ride Ticket, VVC Ten Trip Pass and the VVC
Monthly Pass toward the passengers’ applicable fare at
designated transfer zones (4th Street Transit Mall and Ontario
Mills). VVTA does not offer a discount to Omnitrans’
passengers for its Victor Valley Commuter Service.
Section II
Background
28
Notes:
29
Notes:
Section II
Background
30
Section III: Current Performance
and Conditions
Good plans shape good
decisions. That’s why good
planning helps to make
elusive dreams come true.
- Lester Robert Bittel
(b. 1918), Writer
Omnitrans Existing Services
Omnitrans operates throughout the urbanized area of
southwestern San Bernardino County: south of the San
Bernardino Mountains, from Upland, Montclair, and Chino in
the west to Redlands and Yucaipa in the east. The
Omnitrans service area covers approximately 480 square
miles. Omnitrans’ fixed-route system and service area for FY
2004 are illustrated in Figures III-1 and III-2.
Major
destinations within the Omnitrans service area include
transportation centers, medical centers, educational facilities,
shopping malls, business parks, and community centers.
Omnitrans currently operates three types of services:
Fixed-Route Services. The fixed-route services are comprised
of 34 local fixed-routes including one peak-hour only service,
two peak hour trippers, and one regional express route
(Route 90). Routes are operated with 40-foot buses running
primarily along major east-west and north-south corridors.
Headways vary from 15-minute to hourly service, with
approximately 18 hours of service on weekdays, 13 hours on
Saturdays, and 12 hours on Sundays.
Access Services.
Access provides public transportation
services for persons who are physically or cognitively unable
to use regular bus service (ADA certified and/or Omnitrans
Disability Identification Card holders). Access operates curbto-curb service with minibuses or vans, complementing the
Omnitrans fixed-route bus system. The Access service area is
defined as up to 3/4 mile on either side of an existing fixedroute. Service is available on the same days and at the same
times that fixed-route services operate.
Omnilink. Omnilink is a general-public, demand-responsive
service that operates in Grand Terrace/South Colton,
Yucaipa, and Chino Hills. This service circulates through a
defined, low-density service-area with minibuses picking up
and dropping off passengers. Every hour, the bus returns to
a timed-transfer point, for direct, timed connections to the
fixed-route system. This type of service is a more efficient
way to provide coverage in low-density areas compared to
traditional
fixed-route
service.
Service
operates
approximately 11 hours on weekdays, 10 hours on
Saturdays, and six hours on Sundays.
31
Fixed-route Services
Description of Services
Figures III-1 and III-2 show all 34 Omnitrans fixed-routes,
color-coded by frequency, while Figures III-3, III-4, and III-5
show the routes' operating characteristics. Figure III-6 shows
all performance data and performance indicators from FY
2002 through FY 2005. Omnitrans also provides Access and
Omnilink services. These services are described on pages 60
and 75 respectively.
Routes can be grouped into three categories (according to
their service-frequency) as follows:
Tier One Routes: Tier One routes are those routes with 15Omnitrans Route 1 at Historic
San Bernardino Depot
minute headways and that operate seven days a week. In
addition, the freeway express route – Route 90 – would be
considered Tier One service.
Tier Two Routes: Tier Two routes provide service on 30minute headways and operate seven days a week.
Tier Three Routes: Tier Three routes provide service on 60minute headways or serve only the peak hours.
Fare Structure
Omnitrans offers both standard daily fares and discounted
multi-trip and multi-day passes. Special fares are also offered
to seniors, persons with disabilities, and students.
Information on Omnitrans’ fare structure can be found in
Section II.
Section III: Current
Performance & Conditions
32
33
Figure III-1: Omnitrans Existing Service Map – West Valley
34
Insert fold out map #2 here
Figure III-2: Omnitrans Existing Service Map – East Valley
35
No Service
San Bernardino - T.E.A.M. House
7
8
9
30
31
90
202
60 - 30
60
60
60
60
45 - 50
Tripper
Fontana - Chaffey College
140
N. San Bernardino - Sierra Way - San Bndo
San Bernardino - Mentone – Yucaipa
San Bernardino - Redlands – Yucaipa
Redlands Trolley (Red Line)
Redlands Trolley (Blue Line)
Inland Empire Connection
60
Ontario - Via Francis - Ontario Mills
75
1
2
3
4
5
10
11
14
15
19
20
22
28
29
60
61
62
63
64
65
66
67
68
70
71
to 8:29
30 - 15
85 - 30
60 - 15
60 - 15
30
60 - 30
30
50 - 15
30
30
30
30 - 15
60
60
60
30 - 15
30 - 60
60 - 30
60
30
45 - 30
60
60 - 30
60
60
Route Name
ARMC - San Bernardino - Del Rosa
Cal State – E Street - Loma Linda
Baseline - Highland - San Bernardino
San Bernardino - Del Rosa - Cal State
Fontana - Baseline - San Bernardino
San Bernardino - Muscoy - Cal State
Fontana - Foothill - San Bernardino
Fontana - San Bndo/Highland - Redlands
Redlands - Colton – Fontana
Fontana Metrolink - Via Hemlock - Kaiser
North Rialto - Riverside Ave – ARMC
Southridge - Slover Ave – Kaiser
Bloomington - Valley Blvd – Kaiser
Ontario Conv Cntr - Chaffey College - Ont Mills
Fontana - Ontario Mills – Pomona
Montclair - Ontario – Chino
Chino - Ontario – Upland
Montclair - N Upland - Chaffey College
Montclair - Chino Hills
Fontana - Foothill – Montclair
Ontario - Baseline – Fontana
Chino - Montclair - Chaffey College
Ontario - Creekside - Ontario Mills
Kaiser - South Ridge - Rancho Cucamonga
Route
AM Peak
30 - 60
60
60
60
60
45 - 60
Tripper
Tripper
60
30 - 15
15
15
15
30
30
30
15
30
30
30
15
60
60
60
15
30 - 60
30
60
30
30
60
30
60
60
8:30 - 2:29
Base
30 - 60
60
60
60
60
35 - 45
Tripper
Tripper
60
30 - 15
15
15
15
30
30
30
15
30
30
30
15
60
60
60
15
30 - 60
30
60
30
30
60
30
60
60
2:30 - 17:59
PM Peak
30 - 60
60
60
60
60
35 - 60
No Service
No Service
No Service
30 - 15
30
15 - 30
15 - 30
30
30
30
15 - 30
30
30 - 60
30
15 - 30
60
60
60
15
30 - 60
30 - 60
60
30
30 - 60
60
30 - 60
60
60
18:00 - 21:59
Evening
Weekday Frequency (in minutes)
Figure III-3: Weekday Service Frequency by Route
No Service
No Service
No Service
No Service
No Service
60
No Service
No Service
No Service
30
30 - 60
30
30
30
No Service
30
60
30
60
No Service
No Service
No Service
No Service
60
15 - 30
No Service
No Service
No Service
30
No Service
No Service
60
No Service
No Service
22:00 to
Night
4:53 - 19:52
4:30 - 20:30
5:33 - 21:48
6:07 - 21:25
7:00 - 19:55
4:40 - 22:25
4:38 - 22:49
4:25 - 22:40
4:28 - 23:11
4:33 - 22:40
5:28 - 22:40
5:35 - 20:25
5:25 - 22:50
3:55 - 22:57
5:08 - 22:39
4:50 - 22:25
5:32 - 20:27
4:48 - 22:14
7:02 - 18:57
6:45 - 18:35
4:40 - 22:26
4:20 - 22:49
5:23 - 21:41
5:52 - 22:15
7:00 - 19:50
4:50 - 22:44
4:31 - 22:38
5:30 - 20:25
4:49 - 22:55
6:34 - 18:47
5:06 - 22:27
6:05 - 9:58
15:05 - 18:57
8:05 - 8:51
15:23 - 16:09
8:40 - 8:55
14:30 - 14:48
Hours
Service
Route Name
Cal State - E Street - Loma Linda
North Rialto - Riverside Ave - ARMC
Chino – Montclair - Chaffey College
San Bernardino - Mentone - Yucaipa
San Bernardino - Redlands - Yucaipa
1
2
3
4
5
10
11
14
15
19
20
22
28
29
60
61
62
63
64
65
66
67
68
70
71
75
140
202
7
8
9
30
31
90
60
60
60
60
60
50 - 45
30 - 15
15
30 - 15
30 - 15
30
60
30
30 - 15
30
30
30
20
No Service
60
60
30
60
60
60
60
40 - 30
60
60
60
60
No Service
No Service
No Service
AM Peak
to 8:29
60
60
60
60
60
45
30 - 15
15
15
15
30
60
30
15
30
30
30
20
No Service
60
60
30
60
60
60
60
30
60
60
60
60
No Service
No Service
No Service
60
60
60
60
60
45
30 - 15
15
15
15
30
60
30
15
30
30
30
20
No Service
60
60
30
60
60
60
60
30
60
60
60
60
No Service
No Service
No Service
60
60
60
60
60
45 - 60
30 - 15
15
15
15
30
60
30
30 - 40
30
30
30
20
No Service
60
60
30
60
60
60
60
30
60
60
60
60
No Service
No Service
No Service
Saturday Frequency (in minutes)
Base
PM Peak
Evening
8:30 - 2:29
2:30 - 17:59
18:00 - 21:59
Figure III-4: Saturday Service Frequency by Route
Route
36
No Service
No Service
No Service
No Service
No Service
60
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
Night
22:00 to
6:50 - 18:50
6:40 - 19:20
6:33 - 20:28
7:30 - 19:25
7:37 - 18:55
5:30 - 22:40
6:38 - 19:28
6:35 - 19:15
7:13 - 19:19
7:03 - 19:27
6:28 - 19:10
6:35 - 19:25
6:55 - 19:20
6:30 - 20:05
6:38 - 19:55
7:10 - 19:05
6:32 - 18:27
7:40 - 19:14
na
7:45 - 18:35
6:45 - 19:39
6:39 - 19:48
6:50 - 18:44
6:52 - 18:46
7:00 - 19:50
6:20 - 19:15
6:45 - 19:09
6:35 - 19:30
6:10 - 19:52
6:45 - 18:37
6:35 - 20:28
na
na
na
Service
Hours
37
Route Name
Fonana - San Bndo/Highland - Redlands
North Rialto - Riverside Ave – ARMC
Ontario Conv Cntr - Chaffey College – Ont Mills
Chino – Montclair - Chaffey College
San Bernardino - Mentone – Yucaipa
San Bernardino - Redlands – Yucaipa
Route
1
2
3
4
5
10
11
14
15
19
20
22
28
29
60
61
62
63
64
65
66
67
68
70
71
75
140
202
7
8
9
30
31
90
60
120
120
60
60
60
60 - 30
60
45 - 30
30 - 15
60
60
60
30 - 15
30
60
30
45
No Service
No Service
60
30
60
60
60
60
60
No Service
60
60
60
No Service
No Service
No Service
AM Peak
to 8:29
60
120
120
60
60
60 - 55
60 - 30
60 - 15
15
15
60
60
60
15
30
60
30
45
No Service
No Service
60
30
60
60
60
60
60
No Service
60
60
60
No Service
No Service
No Service
60
120
120
60
60
60 - 45
60 - 30
15
15
15
60
60
60
15
30
60
30
45
No Service
No Service
60
30
60
60
60
60
60
No Service
60
60
60
No Service
No Service
No Service
No Service
120
120
60
No Service
60
60 - 30
30
30
30
60
60
60
15 - 30
30
60
No Service
45
No Service
No Service
60
30
60
60
60
60
60
No Service
60
60
60
No Service
No Service
No Service
Sunday Frequency (in minutes)
Base
PM Peak
Evening
8:30 - 2:29
2:30 - 17:59
18:00 - 21:59
Figure III-5: Sunday Service Frequency by Route
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
Night
22:00 to
7:30 - 17:55
8:05 - 19:05
7:10 - 18:30
8:07 - 18:25
8:00 - 17:32
6:50 - 20:02
6:32 - 19:25
6:56 - 19:03
7:05 - 19:15
7:05 - 19:12
6:38 - 19:20
7:35 - 19:25
7:25 - 19:20
7:15 - 19:10
7:00 - 19:30
7:15 - 18:50
6:32 - 17:57
7:00 - 19:36
na
na
6:45 - 19:40
6:39 - 19:47
6:50 - 18:44
6:52 - 19:44
7:00 - 19:50
6:31 - 18:26
7:07 - 18:52
na
7:06 - 18:52
6:45 - 18:40
6:35 - 18:55
na
na
na
Service
Hours
Figure III-6: Omnitrans Fixed-route Services Operating Data
and Performance Indicators
FY 2002
Actual
Performance Measures
Fare Revenue
($000's)
10,935
Annual Change
Operating Cost
($000's)
38,203
Annual Change
FY2004
Actual
FY2005
Budgeted
10,611
-3.0%
10,914
2.9%
11,436
4.8%
46,914
22.8%
48,585
3.6%
51,114
5.2%
Revenue Miles of
Operation (000's)
Annual Change
7,087
7,780
9.8%
7,116
-8.5%
7,363
3.5%
Service Miles of
Operation (000's)
Annual Change
7,848
8,468
7.9%
7,219
-14.7%
8,251
14.3%
Revenue Hours of
Operation (000's)
Annual Change
605
601
-0.7%
566
-5.8%
581
Service Hours of
Operation 000's)
Annual Change
634
627
-1.0%
576
-8.2%
626
15,981
-2.4%
14,278
-10.7%
15,381
7.7%
Total Passengers
Carried (000's)
16,381
Annual Change
Service Performance Measures
2.6%
8.6%
Operating Cost per
Passenger ($)
Annual Change
$2.33
$2.94
25.9%
$3.40
15.9%
$3.32
-2.3%
Operating Cost per
Revenue Hour ($)
Annual Change
$63.11
$78.05
23.7%
$85.84
10.0%
$88.03
2.5%
27.06
26.59
-1.8%
25.23
-5.1%
26.49
5.0%
2.31
2.05
11.9%
23%
-21.0%
2.01
13.2%
22%
-0.7%
2.09
1.7%
22%
-0.4%
Passengers per
Revenue Hour
Annual Change
Passengers per
Revenue Mile
Annual Change
Fare Recovery Ratio
Annual Change
38
FY2003
Actual
29%
Unlike many agencies, Omnitrans does not issue transfers for
one-way cash fares. Passengers who plan to ride more than
two buses over the course of one day are encouraged to
purchase a one-day pass. The pass allows for unlimited
travel on local buses for one full day.
Rider Profile
Based on the 2003 Omnitrans Rider Attitude and Awareness
Study, the typical Omnitrans rider is a woman, is more likely
Hispanic, is 34 years old or under, rides the bus five or more
times per week, has graduated from high school, is
employed full-time outside of his/her home, and does not
have a valid driver’s license.
He/She rides the bus primarily for work or personal business,
and secondarily for medical appointments, school, shopping,
and recreational or social purposes. The household income
is $34,999 or less per year; there is at least one car in the
household and a small chance of driving it alone.
System-Wide Performance
Omnitrans has a portion of the bus fleet equipped with
Automatic Passenger Counters (APC). These buses are
circulated throughout the fleet. This provides an excellent
source of detailed information on the performance of the
system, hours, miles, running time, loads, boardings, stops
and segments of individual routes. Detailed performance
statistics for each fixed-route and route segments is provided
in the Existing Conditions Report. This report and analysis
was compiled based on APC data collected during the first
four months of 2004.
This Chapter provides a system-wide performance overview
from the APCs.
Boardings
The APC data indicated that Omnitrans has 55,394 unlinked
boardings per weekday. The busiest stop locations are
located at the seven Transcenters, as well as destinations
such as Ontario Mills, Arrowhead Regional Medical Center,
and the San Bernardino Metrolink Station. Chaffey College,
Cal State, and major hospitals and shopping centers in the
service area account for most of the remaining busy stop
locations.
39
Figures III-7 and III-8 illustrate the number of weekday
boardings by stop in the East and West Valleys. The maps
clearly show the busiest stop locations. In addition, the maps
indicate that the area north and east of downtown San
Bernardino clearly has the greatest concentration of
ridership.
Figure III-9 shows the 15 busiest bus stops in order of the
number of boardings observed by the APCs.
Figure III-10 presents weekday boardings for all fixed-route
services as well as revenue hours and passengers per
revenue hour. Omnitrans’ fixed-route services carried an
average of 27 passengers per revenue hour in FY 2004.
40
41
41
Figure III-6: East Valley Boardings
Figure III-7: East Valley Boardings
42
ction III: Current
Figure III-7: Map of West Valley Boardings
Figure III-8: West Valley Boardings
Figure III-9: Top 15 Bus Stop Locations by Boardings
Bus Stop Location
Fontana Metrolink
4th& E, San Bernardino
Ontario TC
4th & Arrowhead, San Bernardino
E & Court, San Bernardino
Arrowhead Regional Medical Center
Ontario Mills Mall
South Fontana TC
Montclair TC
San Bernardino Metrolink
Redlands Mall TC
California State University San Bernardino
Pomona TC
Sterling & Date Place
Chaffey College
Boardings
3101
1662
1299
1143
1035
997
781
665
623
592
586
565
534
471
454
The Fontana Metrolink Transcenter is the busiest single stop
location, with an average of 3,101 boardings per day.
However, downtown San Bernardino has more boardings in
total, but they are spread over several stops due to the
nature of the Transcenter. Arrowhead Regional Medical
Center (ARMC) also serves as a transfer point, which is a likely
reason why the ARMC has more activity than other hospitals
in the region. Ontario Mills, which has the largest retail
concentration in the region, has the largest volume of
passengers at any shopping center.
43
Figure III-10: Weekday Boardings per Line
1
2
3
4
5
10
11
14
15
19
20
22
28
Passenger
Boardings
4,170
4,726
3,565
3,744
1,945
1,853
1,407
4,521
2,659
2,875
768
2,120
134
% of Total
Passengers
7.5%
8.5%
6.4%
6.8%
3.5%
3.3%
2.5%
8.2%
4.8%
5.2%
1.4%
3.8%
0.2%
Revenue
Hours
113.25
124.95
92.03
85.23
65.02
52.33
66.67
102.35
122.67
102.12
28.83
91.80
11.92
% of
Total
Revenue
Hours
5.46%
6.02%
4.44%
4.11%
3.13%
2.52%
3.21%
4.93%
5.91%
4.92%
1.39%
4.43%
0.57%
29
60
61
62
63
64
65
66
67
68
70
71
75
140
217
688
5,806
1,097
1,260
265
1,133
1,809
694
1,819
606
1,024
213
59
0.4%
1.2%
10.5%
2.0%
2.3%
0.5%
2.0%
3.3%
1.3%
3.3%
1.1%
1.8%
0.4%
0.1%
11.83
50.65
199.28
47.92
55.47
25.67
68.93
76.28
41.70
106.02
26.92
48.95
8.59
1.53
0.57%
2.44%
9.61%
2.31%
2.67%
1.24%
3.32%
3.68%
2.01%
5.11%
1.30%
2.36%
0.41%
0.07%
18.1
14.0
28.9
21.7
22.4
10.2
16.3
23.0
16.5
17.4
30.4
20.8
20.7
0.0
202
7
8
9
30
31
16
1,089
892
1,211
64
92
0.0%
2.0%
1.6%
2.2%
0.1%
0.2%
0.55
40.35
44.33
46.00
15.30
12.92
0.03%
1.95%
2.14%
2.22%
0.74%
0.62%
0.0
25.8
19.2
26.7
6.1
8.6
90
853
1.5%
85.93
4.14%
10.9
55,394
100.0%
2074.29
100.00%
26.7
Contracted
West Valley
East Valley
Route
Total
44
Passengers
Per
Revenue
Hour
36.6
38.1
37.5
41.9
29.5
35.0
21.1
43.6
22.1
27.8
26.9
22.9
11.6
Schedule Adherence
The APCs collect information on the actual times at all
scheduled timepoints. The units record the actual arrival and
departure times at each stop. However, for the analysis of
schedule adherence, only the performance at published
timepoints is utilized.
Arrival times are published by Omnitrans for all timepoints.
Departure times are also published at selected locations that
are usually major transfer points. Buses are considered to be
on time if they arrive at timing points on time, early, or not
more than five minutes late. Early arrivals are not considered
to be a negative, as they would not impact transfer
connections, and it is unlikely any passengers would be
unhappy about an early arrival.
Where departure times are published, early departures and
departures more than five minutes late are considered to be
not on time. Figure III-11 shows the departure schedule
adherence results. The graph on the left shows that 4 of the
34 routes depart late on at least 10 percent of trips. The
worst performance is by Route 31(Blue Trolley Line),
departing late approximately on 18% of trips and also
arriving late on 13% of trips, suggesting inadequate running
time given for the route.
Additional routes which report frequent occurrences of
arriving and departing late include Routes 19, 62, 63, & 90.
Route 15 is the second worst performing route, with about
13 percent late departures, but does not have a high late
arrival rate, a sign of extra running time. Route 30 (Red
Trolley Line) and 67, similar to route 15, often depart late,
but arrive early, which is an indication of excessive running
time in the schedule.
Early departures appear to be a significant problem for
Omnitrans. Omnitrans operates on a timed-transfer basis
and early departures are an indication that transfers are not
being properly accommodated. The right hand graph in
Figure III-11 shows that all but 7 routes have more than 10
percent early departures. The routes that operate with a
high number of early departures and a low rate of late
arrivals are routes 11, 14, 15, 29, 140, and 202. This pattern
may be explained by various reasons such as spare running
45
time, not enough running time between certain segments,
or the need for relocation of layover points to facilitate coach
operator relief. The routes with the greatest numbers of
early departures such as routes 68, 3, 5, 4, and 90 also have
problems with late arrivals, which may be an indicator of
insufficient running time in the schedule overall or the need
for re-distribution of running time throughout different
segments due to traffic or passenger delays. An assessment
of running time data will allow for determination of where
schedule adherence is compromised in order for appropriate
schedule adjustments to take place.
Figure III-12 illustrates the arrival schedule adherence results.
The graph shows that 25 of 34 routes experienced arrival
times (at timing points) more than five minutes late, on at
least 10 percent of all trips. This is well below the
performance level expected at Omnitrans and below the
level of performance expected at most transit systems.
46
31
15
19
30
67
61
62
63
7
90
60
2
1
71
9
11
5
29
66
68
8
65
70
4
10
14
3
22
20
28
64
202
140
75
47
Route
0%
10%
20%
40%
50%
60%
70%
Percent Departing Late
30%
Percent of Departures Late by Route
80%
90% 100%
202
29
15
140
68
14
3
11
5
4
90
67
22
28
30
60
19
2
66
1
71
20
62
61
63
65
10
70
64
7
9
8
75
31
0%
10%
20%
40%
50%
60%
70%
Percent Departing Early
30%
Percent of Departures Early By Route
Figure III-11: Departure Schedule Adherence
Route
80%
90% 100%
Figure III-12: Percent of Arrivals Late by Route
(5 minutes behind schedule or more)
Percent of Arrivals Late by Route
(5 minutes behind schedule or more)
75
20
9
64
8
10
65
4
70
66
3
63
22
90
71
Route
67
31
62
1
5
61
2
68
19
28
30
140
7
14
29
60
11
15
202
0%
10%
20%
30%
40%
50%
60%
Percent Arriving Late
48
70%
80%
90%
100%
Route Performance
The APC data collected by Omnitrans allows detailed, routeby-route and segment-by-segment analysis of the
performance of the transit system. This section presents
summary data for each route in a system-wide format that
permits ranking and comparison of services.
The hours, miles, and ridership data used to prepare the
graphs that are provided in Figures III-13 through III-21 have
been derived from the APCs.
The cost data used in some of the graphs has been derived
from the cost allocation model used by Omnitrans to project
expenses over the life of this project. All of the services,
except Routes 7, 8, 9, 30, 31, and 90, use the same cost
factors to determine the cost of operation. Routes 7, 8, 9, 30,
31, and 90 use different cost data, also based on the cost
allocation model because a contractor currently operates
them and Omnitrans does not pay for deadhead hours
(effective September 2005, these routes will be brought in
house.) This means that the cost data does not reflect actual
differences in costs that might be occurring due to the use of
different fuel types or vehicle types.
The revenue data used in some of the graphs was derived
from a system-wide average fare of $0.69 for each boarding.
This means that revenue has not been allocated based on
distance traveled, time spent on the bus, or the type of
passenger (i.e. adult, senior, child, cash, monthly pass or day
pass). Short and long trips have been allocated the same
amount of revenue.
The derivations of the major data types (hours; miles;
ridership; costs; revenues) means that the addition of costs or
revenues to the indicators will generally not change the
relative ranking of routes. However, the inclusion of these
factors does provide a greater understanding of some of the
financial challenges facing Omnitrans.
49
Figure III-13 summarizes weekday passenger boardings by
route. The five routes with the most boardings in the system
are: Route 61 (serving Fontana – Ontario Mills - Pomona);
Route 2 (serving between Cal State and Loma Linda); Route
14 (linking Fontana and San Bernardino); Route 1 (serving
Colton and San Bernardino); and Route 4 (between
Highland and San Bernardino). All of them are cross-town
and operate with 15-minute headways on weekdays.
Figure III-13: Weekday Passenger Boardings by Route
Weekday Passenger Boardings by Route
61
2
14
1
4
3
19
15
22
5
10
68
66
Route
11
63
9
65
62
7
71
8
90
20
67
60
70
64
29
75
28
31
30
140
202
0
1000
2000
3000
4000
Passenger Boardings
50
5000
6000
Figure III-14 shows the number of revenue hours per route,
per weekday. The routes with the most revenue hours again
have 15-minute headways. They are followed by long
routes with half-hourly service, while the routes with the
least number of hours are peak-period single trippers.
Figure III-14: Weekday Revenue Hours by Route
Weekday Revenue Hours by Route
61
2
15
1
68
14
19
3
22
90
4
Route
66
65
11
5
63
10
60
71
62
9
8
67
7
20
70
64
30
31
28
29
75
140
202
0
50
100
150
200
250
Revenue Hours
51
Figure III-15 shows the average number of revenue
passengers by hour for each route. Routes 4, 14, 3, and 2
are busy throughout the entire day. Route 140 does not
operate all day but rather as a peak tripper, making each trip
almost full.
Figure III-15: Weekday Passengers by Revenue
Hour by Route
Weekday Passengers by Revenue Hour by Route
4
14
3
2
140
1
10
202
70
Route
5
61
71
19
9
20
7
66
22
63
15
62
67
11
75
8
29
68
65
60
28
90
64
31
30
0
5
10
15
20
25
30
35
Passengers Per Revenue Hour
52
40
45
50
Figure III-16 shows the number of revenue miles operated by
each route. Routes with large number of trips throughout
the day and longer trips appear at the top. Route 90
appears higher up the list than in previous figures because of
its higher average speeds and long distance trips. Overall,
routes are in the same relative position as in the graph of
revenue hours.
Figure III-16: Weekday Revenue Miles by Route
Weekday Revenue Miles by Route
61
90
15
2
22
19
1
68
3
14
Route
4
66
65
5
11
63
71
9
8
10
62
67
7
64
20
70
75
31
28
30
29
60
140
202
0
500
1000
1500
2000
2500
3000
Revenue Miles
53
Figure III-17 illustrates the number of passengers per revenue
mile by route. The top-ranked route is Route 202.
Figure III-17: Weekday Passenger Per
Revenue Mile by Route
Route
Weekday Passenger Per Revenue Mile by Route
202
14
4
1
2
3
10
5
19
7
61
20
140
70
11
62
63
9
66
15
29
22
68
71
60
67
8
65
75
28
64
31
90
30
0
1
2
3
4
5
6
7
Passengers Per Revenue Mile
54
8
9
Figure III-18 illustrates one of the most useful indicators,
weekday seat utilization based on passenger miles per seat
mile. This indicator provides the percentage of time (in
distance) that a seat on the bus is occupied over the entire
service day. It literally measures the amount of service being
put on the road that is being consumed. The indicator only
uses actual information that is collected by the APC, and is
not influenced by assumed averages such as revenue per
passenger.
Figure III-18: Weekday Seat Utilization
by Route (Seat Miles)
Route
Weekday Seat Utilization by Route (Seat Miles)
9
8
14
3
7
10
61
1
66
5
2
19
70
202
71
15
4
11
68
67
60
140
90
62
63
20
29
75
22
65
64
28
31
30
0%
10%
20%
30%
40%
50%
60%
Seat Utilization
*Seat Utilization by Distance Standard is 20% for all routes and 25% for Express Route 90
55
Figure III-19 compares the operating costs by route. Since
operating costs are constant rates per hour and per mile
across all services (except contracted Routes 7, 8, 9, 30, 31,
and 90), the graph is very similar to the graph of service
hours (Figure III-14), except that the bottom axis is calibrated
in dollars, rather than hours. There are some changes in
ranking due to the variable costs on the contracted routes
and some differences in the average scheduled speed of
service.
Figure III-19: Weekday Operating Cost by
Route
Route
Weekday Operating Cost by Route
61
2
15
1
68
14
19
22
3
4
66
65
11
5
90
63
10
62
71
60
67
8
9
7
20
64
70
29
28
75
30
31
140
202
$0
$2,000
$4,000
$6,000
$8,000
$10,000
Cost
56
$12,000
$14,000
$16,000
$18,000
Figure III-20 shows the operating ratio for each route. The
operating ratio is the percentage of operating costs covered
by farebox receipts. The results of this graph should be
viewed with caution since they are heavily dependent on
allocated costs and revenue assumptions.
Figure III-20: Weekday Operating Ratio by Route
Weekday Operating Ratio by Route
4
14
140
3
2
1
9
10
7
70
Route
5
202
61
19
20
8
66
22
63
15
62
11
75
71
29
68
67
65
90
60
31
28
64
30
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Operating Ratio
57
Figure III-21 shows the cost per passenger per boarding by
route. Route 30 is the most expensive route per passenger
because of the low level of ridership. An influence in this
low ridership is explained by the nature of the route, which
serves University of Redlands as a common northeastern
loop with route 31 (third most expensive route per
passenger) and the data collection process. Manual data
was collected during July 2004 with classes out of session
(due to mechanical failure of trolley equipped with APC).
This sampling period captured data for part of the alignment
that is not reflective of the ridership throughout the regular
school year. As classes are opened and student life is active
in the fall, ridership is anticipated to rise, eventually lowering
the cost per passenger.
58
Figure III-21: Weekday Cost per Passenger
Boarding by Route
Route
Weekday Average Cost Per Boarding by Route
30
64
31
28
60
90
65
67
68
29
71
75
11
62
15
63
22
66
8
20
19
61
202
5
70
7
10
9
1
2
3
140
14
4
$0.00 $2.00 $4.00 $6.00 $8.00 $10.00 $12.00 $14.00 $16.00 $18.00 $20.00
Average Cost Per Passenger Boarding
59
Access (ADA) Paratransit Service
The Americans with Disabilities Act (ADA) requires that fixedroute transit operators provide, or ensure the provision of,
“complementary” (i.e., comparable) paratransit service for
those individuals who, because of their disability, cannot use
the regular general-public fixed-route service. Omnitrans had
an area-wide community transit program serving seniors,
persons with disabilities, and social service agencies prior to
the ADA civil rights regulations enacted in 1991. With
implementation of its ADA Complementary Paratransit Plan,
Omnitrans continued to provide community transit through
its Core Access Service, but expanded the days and hours of
operation for persons eligible for ADA complementary
paratransit service to match the times of fixed-route
availability. Today, Omnitrans Access Service provides a
combination of subscription and ADA paratransit services.
The subscription service is available to persons with an
Omnitrans disability photo identification card (D-card).
Access is provided on a curb-to-curb basis. The current
contractor is Transportation Concepts, Inc.
Typical Omnitrans Access
Vehicle
According to U.S. Census data, Access’ client base is
growing, although perhaps not quite at the same rate as the
rest of the county. While the total countywide population
grew by 20.5 percent from 1990 to 2000, those aged 65 and
older increased by 17.3 percent (from 124,900 to 146,459).
Seniors comprised 8.8 percent of the total population in
1990, but only 8.6 percent in 2000 (compared to a statewide
average of 10.6 percent that year). Seniors are not allowed
to ride Access based solely on the fact that they are seniors,
but nevertheless, a large portion of Access' ridership base is
made up of seniors. Comparison of data for persons with
disabilities is not as readily available, due to changes in
reporting definitions and categories, but a total of 302,693
individuals in San Bernardino County reported some form of
disability in 2000 (19.8 percent of the civilian noninstitutionalized population aged 5 or older).
Access Service Characteristics and Fare Policy
Figure III-22 provides a schedule of Access days and hours of
operation.
60
Figure III-22: Access Service Days and Span of Service
Days
Monday - Friday
Monday - Friday
Saturday
Sunday
Hours of Service
7:00 a.m. - 6:00 p.m.
4:00 a.m. - 7:00 a.m. and 6:00
p.m. to 11:00 p.m.
7:00 a.m. - 7:00 p.m.
7:00 a.m. - 7:00 p.m.
Category
Core Service
Non-Core
Service
Non-Core
Non-Core
Core Access service is available to D-card holders and social
service agencies with which commitments existed prior to
ADA. Core service is also available to persons with ADA
certification. Non-Core service is available only to persons
with ADA certification for extended weekday hours and on
weekends. Therefore, ADA-certified persons can use Access
during all times of service, while non-ADA and social service
riders may only ride during Core times.
The fare policy is the same for Core and Non-Core service, as
shown in Figure III-23. In September 2003, Omnitrans went
from a 39 zone fare structure to a 6 zone fare structure. This
greatly improved the fare payment system for both the
passenger and the drivers. More information on Omnitrans
fare policy can be found in Section II.
Figure III-23: Access Service Fare Policy
Base Fare
Companion
Personal Care Attendant
(PCA)
Children
(46" tall and under)
$2.05 for first 3 zones; $2.80 for 4
zones; $3.55 for 5 zones; $4.30
for 6 zones.
$2.05 for first 3 zones; $2.80 for 4
zones; $3.55 for 5 zones; $4.30
for 6 zones.
Free. Must be indicated on ADA
rider Identification Card to ride
free.
Free. Limit two free per paying
adult.
It is important to note that consistent with the federal
regulations, the actual additional “zonal” fare for both ADA
riders and their companions is twice the base fixed-route
fare, but the direct charge to ADA passengers is subsidized
$0.25 through Measure I, which provides a program of
reduced fares and enhanced service for seniors and disabled
transit users in the Valley region, through the San
61
Bernardino County Transportation Authority in cooperation
with transit service agencies. In addition, a “subscription
pass” is available for riders, primarily agency clients, who
have subscription trips enrolled with Access. As an added
benefit, holders of this pass can also use it for nonsubscription trips.
Passenger Characteristics and Ridership Trends
Figure III-24 shows Access service passengers by category for
FY 2004. The West Valley has a higher percentage of
agency trips (i.e., subscription and nutrition programs)
compared to the East Valley. The East Valley, however, has a
higher percentage of ADA trips. It is interesting to note that
with the subscription fare change in September 2003, the
percent of ADA passengers versus subscription passengers
increased. In FY2001, the number of ADA and subscription
trips were approximately equal. It is clear that the fare
increase has shifted a number of people from subscription to
ADA service. One could expect this gap to continue to
increase in future years, due to the fact that the fare increase
occurred during FY2004.
Figure III-24: Access Service Passengers
by Category, FY2004
Category
Companions
Regular
Disabled
ADA
Subscription
Personal Care
Attendants (PCA’s)
Free
Total Passengers
Total Access West Valley
East Valley
1.1%
0.0%
4.3%
71.3%
16.4%
6.8%
0.8%
0.1%
3.6%
67.3%
22.3%
5.9%
1.4%
0.0%
5.0%
75.5%
10.3%
7.6%
0.1%
100%
456,922
0.1%
100%
230,919
0.1%
100%
226,003
Ridership growth has been 13.5 percent between FY98 to
FY04, as shown in Figure III-25, although the amount of
service provided (as measured in revenue hours) has grown
somewhat more.
62
Figure III-25: Access Service
Historical Ridership Trends
Access Service Historical Comparison
Category
FY98
FY99
FY00
FY01
FY02
FY03
FY04
Total
Access
Passengers 425,812 402,489 419,686 432,093 455,746 468,186 456,922
Revenue
130,871 140,511 134,830 151,621 156,179 162,533 163,498
Hours
Passengers/
Revenue Hr
3.3
2.9
3.1
2.8
2.9
2.9
%
Change
FY98-04
7.7%
28.2%
2.8
In general, many-to-one (“gather”) and one-to-many
(“scatter”) trip patterns related to group sites are more
effectively served than many-to-many (e.g., individual) trips.
ADA trips during the Core period also tend to be to key
destinations. In the Non-Core times, trips are many-to-many.
Figure III-26 indicates the impact of trip patterns on the
productivity of Core and Non-Core Services.
The decline in productivity is partially attributable to an
increase in average trip length. In FY98, trips on demand
response services operated by Omnitrans averaged 6.8 miles
compared to 11.4 miles in FY04.
This decrease in
productivity has significantly impacted the average
passengers per revenue hour carried during core service
hours. Traffic, development patterns and increases in
population are all major contributing factors to this. This also
contributes to the significant increase in passengers carried
during non-core hours. As the population increases in San
Bernardino valley, travel patterns are shifting so that the
ability to travel beyond typical daylight time is becoming
important to Access passengers.
63
Figure III-26: Access Service Historical Comparison –
Core & Non- Core Service
Category
FY98
FY99
FY00
FY01
FY02
FY03
FY04
%
Change
FY98FY04
Total Access
Passengers
425,812 402,489
419,686
432,093
455,746
468,186
456,922
7%
Revenue Hours
130,871
140,511
146,840
151,621
156,179
162,533
163,498
25%
3.3
2.9
2.9
2.8
2.9
2.9
2.8
-14%
Passengers
407,720
385,513
401,561
411,392
436,703
444,140
424,691
4%
Revenue Hours
116,669
126,790
131,833
135,118
143,758
147,302
146,211
25%
3.5
3.0
3.0
3.0
3.0
3.0
2.9
-17%
Passengers
18,092
16,976
18,125
20,701
19,043
24,046
32,231
78%
Revenue Hours
14,202
13,721
15,006
16,503
12,422
15,231
17,287
22%
1.3
1.2
1.2
1.3
1.5
1.6
1.9
46%
Passengers/
Revenue Hour
Core Service
Passengers/
Revenue Hour
Non-Core
Passengers/
Revenue Hour
Access Performance Results
Performance statistics for FY 2004 are shown on the
following page in figure III-27 for all Access service and two
groupings: (1) Core and Non-Core; and (2) West and East
Valleys. ACCESS services operating data and performance
indicators for FY 2002 to 2005 are presented in Figure III-28.
If the current cost structure had been in effect in FY01,
Access service would have failed to meet the 10 percent
farebox recovery requirement. The East Valley has the best
performance of all the groupings shown.
64
Here, trips are more highly concentrated and have a higher
percentage of group trips with passengers paying a higher
average fare.
Figure III-27: Access Service
Performance Statistics FY 2004
Category
Total Passengers
Total
Access
456,922
Total Miles
3,090,888 1,368,989
Total Hours
Revenue Miles
Revenue Hours
194,644
West
East Valley
Valley
230,919
226,003
93,784
2,528,935 1,104,457
163,498
77,700
$ 151,265
$ 47,386
Core
Non-Core
424,691
32,231
1721,899 2,745,629
345,259
100,861
173,399
21,246
1,424,478 1,104,457
1,424,478
85,798
146,211
17,287
Passenger
Revenue
Operating Cost (a)
$ 103,879 $ 138,508
$ 12,757
$7,707,297 $3,615,387 $ 3,940,645 $6,753,873
$ 802,159
Net Subsidy
$7,556,032 $3,615,387 $ 3,940,645 $6,753,873
$ 802,159
Cost Per Revenue
Hour
Subsidy Per
Passenger
Passengers Per
Revenue Hour
Average Fare Per
Passenger
Farebox Recovery
Ratio
$ 47.14
$ 47.14
$ 47.14
$ 47.14
$ 47.14
$ 16.54
$ 15.66
$ 17.44
$ 15.90
$ 24.89
2.8
3.0
2.6
2.9
1.9
$ 0.33
$ 0.21
$ 0.46
$ 0.33
$ 0.40
2.0%
1.3%
2.6%
2.0%
1.6%
(a) Operating Costs are based on FY04 budgeted.
65
Figure III-28: ACCESS Services Operating Data and
FY
2002
Actual
Performance Measures
Fare Revenue
($000's)
930
Annual Change
Operating Cost
($000's)
5,895
Annual Change
FY2004
Actual
FY2005
Budgeted
926
-0.4%
855
-7.7%
783
6,487
10.0%
7,708
18.8%
8,072
4.7%
-8.4%
Revenue Miles of
Operation (000's)
Annual Change
2,447
2,544
4.0%
2,529
-0.6%
2,645
4.6%
Service Miles of
Operation (000's)
Annual Change
3,015
3,088
2.4%
3,091
0.1%
3,162
2.3%
Revenue Hours of
Operation (000's)
Annual Change
156
163
4.1%
163
0.6%
174
Service Hours of
Operation 000's)
Annual Change
191
194
1.4%
195
0.4%
205
468
2.7%
457
-2.4%
499
Total Passengers
Carried (000's)
456
Annual Change
Service Performance Measures
6.4%
5.5%
9.3%
Operating Cost per
Passenger ($)
Annual Change
12.93
13.85
7.1%
16.87
21.8%
16.17
-4.1%
Operating Cost per
Revenue Hour ($)
Annual Change
37.74
39.91
5.7%
47.14
18.1%
46.39
-1.6%
2.92
2.88
-1.3%
2.79
-3.0%
2.87
2.7%
0.19
0.18
5.8%
14%
-9.5%
0.18
19.5%
11%
-22.3%
0.19
0.1%
10%
-12.6%
Passengers per
Revenue Hour
Annual Change
Passengers per
Revenue Mile
Annual Change
Fare Recovery Ratio
Annual Change
66
FY2003
Actual
16%
The impact of trip length between the East and West Valleys
has a significant impact on performance, as illustrated on the
following page where Core trip origins and destinations are
plotted. Clearly, the trips in the East Valley are longer than
those in the West Valley.
Omnitrans has a policy of “no denials” for ADA trips, which
contributes to the low productivity of Non-Core service.
While this has been an issue of some controversy
nationwide, due to expansive interpretations of the
regulations in the late 1990s by FTA staff and some courts, a
recent legal submittal prepared jointly by USDOT and the
federal Department of Justice (DOJ) in the case of Anderson
v. Rochester-Gennesee Regional Transportation Authority
(dated October 25, 2002) clarifies that Omnitrans’ practice is
consistent with the current interpretation. The DOT/DOJ
letter states clearly that the regulations “impose an
affirmative obligation on transit agencies to design, fund,
and implement a next-day service to meet the foreseeable
needs
of
all
ADA-eligible
individuals”,
although
circumstances truly beyond the transit system’s control might
be dealt with on a case-by-case basis.
In order to compare Omnitrans Access service to other
providers, the most recent, audited, National Transit
Database data was consulted. Omnitrans Access service
performance in FY 2001 is strong compared to peers with
similar services, as shown in Figures III-29 and III-30. Peers
were selected, both within and outside California, primarily
on the basis of fleet size and/or general community
characteristics.
67
Figure III-29: Peer Review Performance Results FY 2001 – Totals
Vehicles
Santa Cruz
Metropolitan
Transit
San Mateo
County Transit
District
San Diego MTDB
South Coast
Area Transit,
Ventura
Riverside Transit
Agency
Sunline Transit
Agency
Sacramento RTD
Fort Worth
Transportation
Authority
Greater
Richmond
Transit Company
68
Operating
Cost
68 $ 2,388,700
69 $ 7,011,900
81 $ 6,182,700
12 $ 1,350,600
49 $ 3,482,000
20 $ 2,405,500
88 $ 8,576,300
81 $ 2,791,200
40 $ 2,891,100
Maryland DOT
96 $ 9,879,800
Rivercity Transit
Authority, KY
74 $ 6,750,400
Omnitrans
82 $ 5,289,500
Revenue
Hours
Revenue
Miles
54,800
670,900
155,100
1,878,800
174,000
2,520,400
26,400
460,300
101,800
1,618,500
43,800
778,400
135,100
2,314,200
91,400
2,401,000
100,900
1,517,600
312,000
5,151,000
187,700
3,275,700
166,100
2,304,000
Unlinked Passenger
Passengers
Miles
101,500
211,800
679,800
66,000
225,600
123,700
237,500
240,000
184,500
558,500
1,779,200
3,051,400
449,000
1,549,800
1,242,200
2,092,100
2,640,400
1,886,200
584,400 5,446,000
331,800
481,500
2,875,400
4,161,400
Figure III-30: Peer Review Performance Results
(FY 2001) – Per Unit
Cost/Hour
Santa Cruz
Metropolitan
Transit
San Mateo County
Transit District
San Diego MTDB
South Coast Area
Transit, Ventura
Riverside Transit
Agency
Sunline Transit
Agency
Sacramento RTD
Fort Worth
Transportation
Authority
Greater Richmond
Transit Company
Maryland DOT
Rivercity Transit
Authority, KY
Omnitrans
$
Cost/
Passengers/
Pass. Mile
Hour
43.59 $ 4.28
1.85
Ave. Op. Ave. Trip
Cost/
Speed
Length Passenger
12.24
5.50 $
23.53
$
45.21
$
3.94
1.37
12.11
8.40 $
33.11
$
35.53
$
2.03
3.91
14.49
4.49 $
9.09
$
51.16
$
3.01
2.50
17.44
6.80 $
20.46
$
34.20
$
2.25
2.22
15.90
6.87 $
15.43
$
54.92
$
1.94
2.82
17.77
10.04 $
19.45
$
63.48
$
4.10
1.76
17.13
8.81 $
36.11
$
30.54
$
1.06
2.63
26.27
11.00 $
11.63
$
28.65
$
1.53
1.83
15.04
10.22 $
15.67
$
31.67
$
1.81
1.87
16.51
9.32 $
16.91
$
2.35
1.27
1.77
17.45
8.67 $
20.34
$
$
35.96
31.85 $
2.90
13.87
8.64 $
10.99
Source: National Transit Database, FY2001
Reservations and Scheduling Practices
Telephone reservation hours are daily from 8:00 a.m. to 5:00
p.m. ADA passengers may book individual trips up to 14
days in advance. Persons with an Omnitrans Disability ID
may request trips for Core hours (7 a.m. to 6 p.m.), on a
space-available basis, by calling in the day before. If trips
cannot be immediately fit into a run when the customer
calls, they are batched and scheduled when possible, with a
callback to the customer, usually the evening before the trip
time. Reservations must be made no later than the day prior
to the requested travel date, although same-day service
requests are met as permitted by available space.
Occasionally, same-day requests must be denied due to
Dispatch’s inability to contact an available vehicle by radio.
Maps of trip origins for the West and East Valleys are shown
in Figures III-31 and III-32 and are reflective of the high
percentage of regular trips for group and other key
destinations.
69
Figure III-31
Figure III-32
Access passengers are encouraged to telephone at least two
hours in advance for cancellations. Failure to cancel will
result in a “No Show.” Repeated no shows can result in
denial of service to that individual. Figure III-33 indicates
that cancellations for trip requests outside the Core period
(including weekends) tend to be higher than during the
Core period. Figure III-34 shows major destinations that
Access passengers travel to within the service area.
Figure III-33: Cancellations, No Shows and
On-Time Performance – May 2004
Service Type Cancelled
EV Core
WV Core
EV Non-Core
WV Non-Core
72
On-Time
Late
On Time
Late
% No
No Show No Show Complete Complete Show
9%
5%
1%
73%
5%
5%
0%
13%
5%
1%
Total
% On Time
Trips
of Trips
Scheduled Attempted
12%
6%
17,726
86%
85%
5%
5%
13,754
94%
71%
10%
6%
2,009
87%
7%
6%
1%
82%
4%
7%
2,163
94%
EV Saturday
19%
8%
1%
67%
5%
9%
513
93%
WV Saturday
10%
11%
1%
69%
9%
12%
249
89%
EV Sunday
24%
8%
2%
59%
7%
10%
335
88%
WV Sunday
24%
11%
1%
60%
3%
12%
217
94%
Figure III-34: Major Trip Destinations
Street Address
City
%
Standing
Order
Template
Adult Day Care
10221 Trademark St.
Rancho Cucamonga
201 W. Mill St.
San Bernardino
190 N. Arrowhead
Rialto
12980 2nd St.
Yucaipa
10550 Ramona Ave.
Montclair
1235 E. Francis St.
Ontario
268 N. Mcarthur Way
Upland
11406 Loma Linda Dr.
Loma Linda
5.7%
0.2%
0.2%
0.4%
0.6%
0.7%
0.8%
1.2%
1.6%
Disabled Services
2032 E. Olive St.
Ontario
25787 Mesa Ct.
San Bernardino
2107 Jane St.
Highland
6913 Buchanan Ave.
Highland
7119 Beryl St.
Alta Loma
0.9%
0.1%
0.1%
0.2%
0.2%
0.3%
Medical Facilities
399 E. Highland Ave.
San Bernardino
4445 Riverside Dr.
Chino
11375 Anderson St.
Loma Linda
1471 Riverside Ave.
Rialto
1500 N. Waterman Ave.
San Bernardino
1850 N. Riverside Ave.
Rialto
636 Brier Dr.
San Bernardino
400 N. Pepper
Colton
2.2%
0.1%
0.2%
0.2%
0.2%
0.2%
0.4%
0.4%
0.5%
Schools
557 W. 5th St.
5500 University Parkway
932 W. Cypress Ave.
27215 E. Baseline
118 E. Foothill
701 S. Mt. Vernon
2145 E. Highland Ave.
9820 Citrus Ave.
455 E. Olive St.
5885 Haven Ave.
17500 Foothill Blvd.
796 E. 6th St.
6.8%
0.2%
0.3%
0.3%
0.4%
0.5%
0.5%
0.6%
0.6%
0.6%
0.6%
0.8%
1.3%
Ontario
San Bernardino
Redlands
Highland
Rialto
San Bernardino
San Bernardino
Fontana
San Bernardino
Rancho Cucamonga
Fontana
San Bernardino
Street Address
City
%
Standing
Order
Template
Workshops
250 S. Date Ave
Rialto
2364 N. Del Rosa Ave.
San Bernardino
4669 Holt Blvd
Montclair
609 Lemon Ave.
Ontario
8880 Benson Ave.
Montclair
9007 Arrow Route
Rancho Cucamonga
8520 Archibald Ave.
Rancho Cucamonga
8333 Almeria Ave.
Fontana
740 S. Allen St.
San Bernardino
8129 Palm Lane
San Bernardino
4650 Brooks St.
Montclair
8675 Boston Pl
Rancho Cucamonga
8939 Vernon Ave.
Montclair
17.5%
0.4%
0.4%
0.6%
0.8%
0.9%
1.0%
1.3%
1.6%
1.7%
1.8%
2.0%
2.1%
2.7%
Miscellaneous
5913 Portsmouth St.
Chino
1642 W 27th St.
San Bernardino
24317 4th St.
San Bernardino
34460 Yucaipa Blvd.
Yucaipa
1700 W 5th St
San Bernardino
1 Mills Circle
Ontario
10532 Acacia St.
Rancho Cucamonga
2134 Hickory Ave.
Ontario
5000 South Plaza Lane
Montclair
2326 S. Cucamonga Ave.
Ontario
165 W. Hospitality Ln
San Bernardino
4650 Arrow Hwy
Montclair
3.7%
0.1%
0.1%
0.1%
0.1%
0.1%
0.2%
0.2%
0.3%
0.3%
0.6%
0.7%
0.9%
73
Stakeholder comments indicate that on-time performance is
better now than in the past. At the same time, stakeholders
and drivers both noted that some of the passenger ride times
seem excessive. Figure III-35 shows that about 77 percent of
Core period trips are 60 minutes or less. There are, however,
a number of trips that exceed two hours, and a small
percentage of these are more than three hours.
Figure III-35: Access Service Ride Time – May 2004
Service Type
30
Minutes
or Less
61 – 90
Minutes
91 –
120
Minutes
2+
Hours
# Trips
2+
Hours
Total
Trips
Completed
31 – 60
Minutes
EV Core
WV Core
37%
40%
33%
37%
19%
16%
8%
5%
3%
1%
480
178
14,444
16,200
EV Non-Core
WV Non-Core
39%
39%
26%
28%
18%
29%
11%
2%
5%
1%
55
4
1,034
529
EV Saturday
WV Saturday
73%
69%
19%
24%
4%
4%
1%
3%
2%
.4%
7
1
435
239
EV Sunday
WV Sunday
74%
78%
19%
15%
5%
6%
1%
.6%
.7%
0%
2
0
303
162
There are opportunities to improve scheduling efficiency and
improve customer service by reducing ride times through
load balancing between vehicles. Improving productivity is
a worthy goal, but not when ride times become excessive.
However, it should also be noted that some fixed-route trips
across the County could also be quite (comparably) lengthy.
Certification Policies and Practices
The Access eligibility process for ADA passengers is based on
a “self-certification” application form that is submitted to
Omnitrans and reviewed by in-house staff. Many agencies
today are moving toward variations on an in-person
interview or assessment to determine the extent to which an
individual can or cannot use the regular fixed-route service.
One of the most comprehensive of these is the Access
Services, Inc. program in neighboring Los Angeles County.
While in the future, Omnitrans may look at a system similar
to Los Angeles County’s Access Services, Inc. program, today
this level of analysis is not done due to staffing and
budgetary requirements of such a service.
74
In addition, any individual who has the less-stringent
Omnitrans Disability ID card (for riding the fixed-route system
at the federally-required discount fare) can ride Access on a
space available basis, during the Core period (7:00 a.m. to
6:00 p.m.).
Omnilink Services
In January 2002, Omnitrans began a new program of
community link services to provide coverage in low-density
areas that are difficult to serve effectively with traditional
fixed-route bus service. This service is called Omnilink and
includes the following:
x
Yucaipa Omnilink – the existing Yucaipa/ Calimesa
Dial-A-Ride service was renamed.
x
Grand Terrace and South Colton Omnilink – service
combines a fixed-route in South Colton and a dial-aride service for Grand Terrace. The current fixed-route
travels to Kaiser Clinic, and on an as-needed basis to
the V.A. Hospital in Loma Linda.
x
Chino Hills Omnilink – provides new dial-a-ride service
in Chino Hills west of SR-71 to the County Line.
Service is provided to the Chino Senior Center as
requested.
Omnilink provides general
public demand response
service in the cities of
Chino Hills, Colton/ Grand
Terrace, and Yucaipa.
In addition to providing policy-based service coverage in
low-density areas, Omnilink service is designed to provide
feeder service to/from Omnitrans bus routes.
Omnilink Service Characteristics and Fare Policy
A private company, under contract to Omnitrans, provides
Omnilink service. The Omnilink service provider is also the
Access Service provider. Omnilink services operate seven
days as shown in Figure III-36.
75
Figure III-36: Omnilink Days & Hours of Service
Effective January 2002
Days
Monday - Friday
Saturday
Sunday
Hours of Service
7:00 a.m. - 6:00 p.m.
7:30 a.m. - 5:30 p.m.
8:00 a.m. - 2:00 p.m.
Telephone reservation hours begin 30-minutes before
service begins and ends 30-minutes before service ends.
Passengers may make reservations up to three days in
advance of the trip. Same-day service is also provided.
Passengers making the same trip three or more days per
week may request “Repeater” service where one reservation
is made for all trips in the upcoming month.
Passengers are encouraged to telephone at least two hours
in advance for cancellations. Failure to cancel will result in a
“No Show.” Three passenger no-shows in an unspecified
time period will result in denial of advance reservation
service for six months. Repeated no-shows can result in
denial of service.
Current fares for Omnilink service are more than double the
regular cash fare for fixed-route service. This reflects the
premiere nature of curb-to-curb service.
The special
introductory fare that was being offered on the Chino Hills
and Grand Terrace/South Colton services expired in
September 2003.
However, effective January 2004,
Omnitrans 1-day, 7-day and 31-day bus passes were allowed
for payment of the Omnilink fare. In addition, free transfers
to Omnitrans fixed-route buses are available at connecting
locations. Passengers give the fixed-route driver the transfer,
and a day pass is issued, good for travel all day on the fixedroute buses. The Omnilink fare structures are in Figure III-37.
76
Figure III-37: Omnilink Fare Structure
(Effective September 2004)
Fare Categories (one-way)
Regular
Seniors (60 and over)*
Persons with a Disability*
Students*
Children (46" and under) **
$ 2.50
$ 1.25
$ 1.25
$ 1.25
Free
* Proof of eligibility required for discount.
**Limit two free per fare-paying adult.
Passenger Characteristics and Utilization
Figure III-38 provides an overview of Omnilink passengers by
type of passenger for FY 2004. Student fares are not tracked
separately and are included as Regular fares in the
summaries provided.
The Yucaipa Omnilink service is a long standing which was
called Yucaipa Dial-A-Ride prior to the implementation of
Omnilink in FY 2002. This is reflected in the high ridership
numbers. Despite the fare incentive, seniors, Nutrition
Program, ADA, and Disabled passengers prefer the Yucaipa
Omnilink service to that of Access. This may be explained by
the fact that the Yucaipa service is open to the general public
whereas Access requires advance certification. In addition,
the Yucaipa service pre-dates that of Access.
Figure III-38 Omnilink Passengers by Category –FY2004
Category
Regular & Companion
Senior
Nutrition Program
Disabled
ADA Certified
Subscription
Transfer
Free Attendant
Free Children
Total Passengers
Total Passengers
% of OmniLink Service
Yucaipa
19.5%
54.5%
0.0%
23.4%
2.1%
0.0%
0.0%
0.2%
0.3%
100.0%
36,821
80.5%
Chino
Hills
58.1%
19.9%
0.0%
14.5%
5.5%
0.0%
0.0%
1.3%
0.7%
100.0%
6,423
14.0%
Grand
South Colton
Terrace
Fixed-route
30.1%
30.3%
25.1%
19.0%
0.0%
0.0%
42.0%
39.5%
0.1%
8.1%
0.0%
0.0%
0.0%
0.0%
0.1%
0.7%
2.6%
2.4%
100.0%
100.0%
1,399
1085
3.1%
2.4%
The Chino Hills service has the highest regular ridership of
the Omnilink services. Approximately 58 percent are regular
(includes student riders). This is down from FY2002, where
approximately 87% of ridership was regular. This reduction
is mostly due to the elimination of the reduced introductory
77
fare, and the students that took advantage of the program.
The Grand Terrace/South Colton fixed-route Omnilink
services have significantly lower ridership than the other
Omnilink services.
The Grand Terrace/South Colton
Omnilink services, however, are more balanced in terms of
ridership, with seniors and persons with disabilities making
up a higher percentage of the ridership.
Performance Results
Performance statistics for Omnilink service are shown in
Figure III-39. May 2004 statistics were used for the analysis.
At this point, ridership and performance have declined since
the last SRTP.
Figure III-39: Omnilink Performance Statistics – May 2004
Yucaipa
Passengers
Total Miles
Total Hours
Revenue Miles
Revenue Hours
Passenger Revenue
Operating Cost
Net Cost
Cost per Revenue Hour
Subsidy Per Passenger
Farebox Recovery Ratio
$
$
$
$
2,992
21,145
1,272
13,995
1,101
3,618
65,342.64
61,724.64
59.35
20.63
2.7
6%
Chino Hills
$
$
$
$
661
6,599
573
4,954
460
1,042
21,722.43
20,680.43
47.22
31.29
1.4
5%
Grand Terrace/
South Colton
73
2,105
215
1,523
163
$
217
8,163.55
$
7,946.55
$
50.08
$
108.86
0.4
3%
None of the services meet even a 10-percent farebox
recovery ratio. At five passengers per hour and the current
fare, two services would achieve a 10 percent farebox
recovery ratio.
The productivity of Omnilink service, measured by
passengers per revenue hour, is below the targets
established in the Omnitrans FY 2004 – FY 2009 Short Range
Transit Plan (i.e., five passengers per hour).
The Yucaipa service is the best at 2.7 passengers per revenue
hour. Chino Hills Omnilink service is down from the last SRTP
at 1.4 passengers per hour. Performance on the Grand
Terrace/South Colton service is poor.
78
It is unlikely that any of these services will achieve
productivity targets in the near future, even with
restructuring and changes in hours of service and vehicle
deployment. Other agencies with mature demand response
feeder service have been lucky to achieve three-to-four
passengers per hour. The Yucaipa service is mature at 2.7
passengers per hour and has been declining over time. The
Chino Hills service may achieve three-to-four passengers per
hour with tweaking and the creation of peak-period routes
into Los Angeles, Riverside, and Orange Counties.
Figure III-40 presents operating data and performance
indicators for the three Omnilinks (Grand Terrace, Yucaipa,
and Chino Hills). Performance continues to decline on the
Yucaipa service, as shown in Figure III-40. This may be due,
in part, because the less expensive, and very similar, Access
service is available to persons with disabilities. Additionally,
the demographics have been changing.
While the overall population is growing, both the numbers
of elderly and low-income persons are declining. Further, as
development expands outward in the Yucaipa area, the
efficiency of the service will decline.
79
Figure III-40: Omnilink Performance Statistics
Yucaipa
FY03
Chino Hills
FY04
36,821
219,076
15,523
147,527
13,298
$
48,173
$ 797,416.51
$ 749,243.51
FY03
FY04
Grand Terrace/S. Colton
FY03
FY04
3,314
1,399
28,308
23,838
2,152
2,353
20,252
17,947
1,972
1,978
$
4,308
$
3,945
$ 81,711.44
$ 89,343.41
$ 77,403.44
$ 85,398.41
Passengers
40,640
8,153
6,423
Total Miles
206,477
54,941
66,694
Total Hours
15,815
4,145
5,431
Revenue Miles
13,127
42,402
47,647
Revenue Hours
13,534
3,637
4,318
Passenger Revenue
$
54,135
$
9,010
$
10,850
Operating Cost (a)
$ 812,416.55
$ 157,136.95
$ 205,889.21
Net Subsidy
$ 758,281.55
$ 148,126.95
$ 195,039.21
Cost per Revenue
$
60.03
$
59.97
$
43.21
$ 47.68
$
41.44
$
45.17
Hour
Subsidy Per
$
18.66
$
20.35
$
18.17
$
30.37
$
23.36
$
61.04
Passenger
Passengers per
3.0
2.8
2.2
1.5
1.7
0.7
Revenue Hour
Farebox Recovery
7%
6%
6%
5%
5%
4%
Ratio
(a) Operating Costs based on Board Adopted Cost Allocation Plan. $51.37 per total hour for Yucaipa; $37.97 per total hour for Grant
Terrace/S. Colton; and $37.91 for Chino Hills.
80
Regional Transit Services and Plans
As part of the existing conditions analysis it is important to
take into account the plans of other agencies that may have
an impact on Omnitrans’ service.
Below is a brief agency-by-agency look at planned projects
and service changes (or recently implemented changes) that
are expected to have some impact on Omnitrans and its
riders.
The agencies studied include Riverside Transit Agency, Victor
Valley Transit Authority, Foothill Transit, Mountain Area
Regional Transit Authority, Los Angeles County Metropolitan
Transportation Authority, SunLine Transit Agency, Metrolink,
Southern California Association of Governments (SCAG), and
freeway and roadway projects that have been approved
with the passing of Measure I (SANBAG).
Neighboring Transit Providers
Riverside Transit Authority (RTA)
Riverside Transit Agency realigned their Route 36 to operate
between Highland Springs Avenue in Banning to the
Redlands Mall. Specifically, routing between Banning and
Calimesa City Hall/Calimesa Senior Center remained
unchanged. However, when the route 36 departs the
Calimesa City Hall, it travels on County Line Road to the 10
freeway to reach the Redlands Mall from the Orange Street
freeway exit. Operating times are between 7:30 a.m. and
5:30 p.m. weekdays and between 8:00 a.m. and 4:00 p.m. on
Saturday. The realignment, effective July 5, 2004, connects
with Omnitrans Routes 8, 9, 15, 19, 30 (Red Line), & 31 (Blue
Line), at the Redlands Mall.
Foothill Transit
Foothill Transit, the main service provider to Los Angeles
County’s San Gabriel Valley, has implemented some changes
to routes that connect with Omnitrans. In September 2002,
a 12% increase in service went into force, but ridership
declined considerably. In response to this issue, Foothill
Transit reduced its services, effective on September 5, 2004.
The following Foothill Transit Lines that join Omnitrans
Routes were altered:
81
Line 191 (Pomona-Cal Poly), which allows transfers to
Omnitrans at the Pomona Transcenter, reduced weekend
evening service, with the last trip at Pomona Transcenter
leaving one hour earlier, westbound, and arriving one hour
earlier, eastbound. This line is served by peak headways of
30 minutes and one-hour headways during non-peak
periods on weekdays, and hourly on weekends.
Line 193 (Pomona-Cal Poly), which allows transfers at the
Pomona Transcenter, reduced eastbound weekend evening
service, with the last trip arriving at Pomona Transcenter one
hour earlier. This line is served by peak headways of 30
minutes and one-hour headways during non-peak periods
on weekdays, and hourly on weekends.
Line 292 (Claremont-Pomona), which previously allowed
transfers at the Montclair Transcenter and Pomona
Transcenter, will eliminate stops at the Montclair Transcenter.
Operation times also changed to peak hours only on
weekdays (half hourly) and weekends (hourly). This line
previously operated with Line 294 and was served by
headways of 120 minutes throughout the day on weekdays.
Line 480 (Montclair - West Covina - El Monte - Express Service
to Downtown Los Angeles), which allows transfers at the
Montclair Transcenter and Pomona Transcenter, decreased
Sunday service frequencies from 15 minutes to 20 minutes.
Line 294 (Claremont-Montclair-Pomona), which met with
Omnitrans at the Montclair Transcenter and Pomona
Transcenter, was eliminated. This line previously operated
with Line 292 and was served by headways of 120 minutes
throughout the day on weekdays and weekends.
Foothill Transit is planning to extend service on Route 497 to
meet with Omnitrans at the Chino Transit Center in March of
2005. Route 497 is planned to travel from Downtown Los
Angeles to City of Industry Park and Ride, Chino Park and
Ride, and Chino Transit Center. This line is currently
operating with 10-20 minute frequencies on weekdays only.
82
Victor Valley Transit Authority (VVTA)
Due to funding insufficiencies and ridership decline, the
Victor Valley Commuter has reduced its service, effective July
1, 2004. The down-the-hill commuter service reduced bus
service to both San Bernardino and Rancho Cucamonga
during the AM and PM peak hours. There are three inbound buses and three out-bound buses to/from San
Bernardino (with stops at 4th Street, the Metrolink Station,
and Cal State University San Bernardino). The stop at Cal
State San Bernardino is a new addition. There are three inbound and three out-bound buses to/from Rancho
Cucamonga (with stops at Metrolink Station and Ontario
Mills).
SunLine Transit Agency
Sunline Transit Agency has suspended its regional weekday
service to the Inland Empire entirely, effective July 1, 2004.
Sunlink has provided weekday service from Palm Desert and
Palm Springs to Cabazon, Banning, Beaumont, Loma Linda
and Riverside’s downtown transit Metrolink stations since
January 2000. At Loma Linda, Sunlink connected with
Omnitrans routes 2, 8, 9, & 19. In efforts to reduce operating
cost with minimal system impact, the commuter service was
determined to be halted until revenue sources are available.
Mountain Area Regional Transportation Authority (MARTA)
MARTA has no upcoming changes to its service that will
impact Omnitrans service.
Los Angeles County Metropolitan Transportation Authority
(LACMTA)
The Los Angeles County transit operators have established a
monthly pass program that gives EZ Transit Pass holders
unlimited local transfers into most of the county and
municipal transit operators at no additional charge. The
LACMTA began generating the Regional Los Angeles
County EZ Transit Pass as of July 1, 2003. The EZ Transit Pass
is accepted as valid base fare at the point of transfer
between intersecting Los Angeles County EZ Transit Pass
services (e.g. Foothill Transit) and Omnitrans services.
83
Regional Transportation Agencies and Plans
Metrolink
The Interagency Service Transfer Agreement between
Southern
California
Regional
Rail
Authority
(SCRRA)/Metrolink and Omnitrans was revised as of January
2004. The contract between both parties consists of the
agreement and an amended provision of transfer services of
Metrolink tickets, honored by Omnitrans.
Metrolink has added two additional weekday a.m. peak trips
on the San Bernardino Line, (to Los Angeles) from San
Bernardino at 4:35 a.m. to Montclair at 5:15 a.m., and (to San
Bernardino) from Montclair at 5:20 a.m. to San Bernardino at
6:10 a.m. Also on the San Bernardino Line (to Los Angeles),
the last trip departing from San Bernardino, will leave five
minutes earlier, at 7:15 p.m. Omnitrans Routes 1 and 90
currently connect with Metrolink at the San Bernardino
Metrolink Station. The schedule change occurred in October
2004.
A 4 percent increase in Metrolink fares took effect in July 1,
2004.
Freeway and Roadway Projects (SANBAG)
San Bernardino Associated Governments (SANBAG) is
undertaking a number of freeway improvement projects;
some are currently under construction and some are
projected for coming years.
Construction on State Route 210, the Foothill Freeway, is
currently in progress. Construction began on the last eight
miles of State Route 210 in Rialto in July 2003. Construction
is expected to start on the portion of the freeway in San
Bernardino in the fall of 2004. The final eight miles of Route
210 will extend through a small portion of Fontana, and
then cross through the cities of Rialto and San Bernardino.
Once completed, it will link to the existing Route 30 in San
Bernardino and include an interchange with Interstate 215
in San Bernardino. The estimated date of completion for this
last section of the freeway is 2007. Omnitrans does not
currently operate on Route 210.
84
Construction of the I-10 truck climbing lane is expected to
finish in late calendar year 2004. This project will add an
extra lane for trucks on the steep incline between Ford Street
in Redlands and Live Oak Canyon Road in Yucaipa in order
to remove the trucks from the mixed-flow lanes and reduce
congestion. Omnitrans does not currently operate on this
stretch of I-10.
The widening of Interstate 10 in Redlands is in its final design
phase. This phase will prepare the project for construction,
which is scheduled to begin in early calendar year 2005 and
last about two years. The project would add one lane in
each direction between Orange Street and Ford Street (2.5
miles) in order to match the four lanes in each direction that
are found west of Orange Street, and thereby reducing the
current bottleneck. The additional eastbound lane will
match a new eastbound lane being built as part of the I-10
Truck-Climbing Lane project. The new lanes will be built next
to the freeway median and will feature a new freeway
barrier. Omnitrans does not currently operate on this stretch
of I-10.
SANBAG is in the detailed design stages for the addition of a
High Occupancy Vehicle lane in both the northbound and
southbound directions on I-215 between I-10 and SR-30. A
number of other improvements will be made, including the
widening of bridges and reconstruction of interchanges.
The project is slated for completion by 2010. Route 90
currently operates on I-215 between I-10 and downtown
San Bernardino.
This improvement will improve the
reliability of Omnitrans Route 90 and reduce travel times.
SANBAG is working with the Riverside County
Transportation Commission to complete preliminary
engineering and environmental documents for the widening
of Interstate 215, south of Interstate 10. This 6.5-mile project
will extend from the Orange Show Road interchange in San
Bernardino through the cities of Colton, Grand Terrace and
Riverside. The project will include the possible addition of a
carpool lane and mixed flow lane, both northbound and
southbound. This work began in December 2003 and is
expected to take 5-7 years. The widening of I-215 will
improve the reliability of Omnitrans Route 90 and reduce
travel times.
85
Several grade separations (the division of railroad tracks from
surface streets) throughout San Bernardino County were
scheduled to receive funding from the state’s Traffic
Congestion Relief Program. These projects were in detailed
design when the state recommended suspending the
funding for the Traffic Congestion Relief Program in
December 2002, due to California’s budget crisis. Since that
time, work has stopped on the grade separation projects,
due to the funding uncertainty. Had full funding been made
available from the Traffic Congestion Relief Program (or if
funding is restored in the future), the projects would have
helped reduce traffic from delays at train crossings.
SANBAG has been supporting two additional interchange
projects at I-10 and Live Oak Canyon (Yucaipa) and I-10 and
Tippecanoe (Loma Linda, San Bernardino). Work on the Live
Oak Canyon Road project has stopped, due to funding
uncertainties from the state’s Traffic Congestion Relief
Program (see above). Instead, traffic signals will be installed
at this intersection to improve traffic flow through the area.
The signals are in design and are expected to be installed by
early 2005. Work is continuing on the Tippecanoe Avenue
interchange. This project is in preliminary engineering
stages, and SANBAG is continuing to collect funding for the
construction of the interchange. Funding may be provided if
San Bernardino County voters continue Measure I, the halfcent per dollar transportation sales tax, beyond its 2010
expiration date.
Southern California Association of Governments (SCAG)
Omnitrans’ service area falls within the boundaries of the
Southern California Association of Governments (SCAG), the
Metropolitan Planning Organization (MPO) for six counties
within Southern California. The purpose of the MPO is to
cooperate with federal, state, and local transportation
providers for carrying out the metropolitan transportation
planning requirements as mandated through federal
highway and transit legislation. Federal and State dollars
used for transportation projects are funneled through the
MPO and distributed to local, regional, and transit agencies
to improve mobility within its jurisdictions. Deciding how
that money gets spent is initiated through the development
of a Regional Transportation Plan (RTP).
86
On April 1, 2004, SCAG adopted the 2004 Regional
Transportation Plan (RTP) titled Destination 2030. One of
the primary goals of the plan is to “focus on improving the
balance between land use and the current as well as future
transportation systems.” Contained in the plan are several
projects that will improve mobility, accessibility, and air
quality for all residents of the region. It is important for
Omnitrans to recognize these projects as it presents an
opportunity for enhancing transit services for the residents of
our community and improving mobility throughout the
region.
The highway and arterial improvements acknowledged in
the RTP not only improves automobile mobility, but can
provide opportunities for transit vehicles to efficiently and
safely access the regional network with minimal conflict with
the automobile.
The following is a list of High Occupancy Vehicle (HOV) lane
construction identified in the RTP.
Figure III-41: HOV Lane Closures
FREEWAY (Segment)
I-215 (SR-60/I-215/SR-91 to
San Bernardino Co)
I-10 (I-15 to Yucaipa)
I-10 (Yucaipa to Riverside Co)
I-15 (Riverside Co to I-215)
I-15 (I-215 to D St)
I-215 (Riverside Co to I-10)
I-215 (SR-30 to I-15)
Planned
Completion
2015
2020
2025
2025
2020
2015
2025
County
Riverside
San Bernardino
San Bernardino
San Bernardino
San Bernardino
San Bernardino
San Bernardino
Source: SCAG RTP 2004
HOV connectors are an important element of the regional
HOV system because they minimize weaving conflicts on the
freeway and assist in maintaining speeds. The following
projects have been identified in the 2004 RTP as HOV
connector projects in our service area.
87
Figure III-42: HOV Connector Projects
FREEWAY (Segment)
Planned
Completion
County
I-10 / I-215
I-10 / I-15
2025
2025
San Bernardino
San Bernardino
Gaps in the freeway network create traffic bottlenecks
during peak use. Several new mixed-flow freeway lanes are
proposed to close gaps, increase capacity in certain
congested commuter corridors and address county-tocounty travel (especially from population-rich to
employment-rich areas).
Several routes are under
consideration in the Four Corners area where Los Angeles,
Orange, Riverside and San Bernardino Counties converge.
The following projects have been identified in the 2004 RTP
as mixed flow projects that are significant in our service area.
Figure III-43: Mixed Flow Freeway Projects
FREEWAY (Segment)
SR-71 (San Bernardino Co to
SR-91)
I-10 (Yucaipa to Ford
westbound)
I-215 (Riverside Co to SR-30)
I-215 (SR-30 to I-15)
SR-210 (I-215 to I-10)
Planned
Completion
2030
2015
2015
2025
2020
County
Riverside
San Bernardino
San Bernardino
San Bernardino
San Bernardino
SCAG also initiates, coordinates, or participates in
transportation studies that examines and identifies
opportunities to improve mobility in key areas. There are
two studies within the current Omnitrans service area which
will improve transit options for people that live in the service
area.
CHINO-ONTARIO COMMUNITY BASED TRANSPORTATION STUDY
Located south of Ontario and east of Chino, an area named
the Agricultural Preserve has been annexed by both the
Cities of Chino and Ontario. More than 13,000 acres have
been annexed into the cities for the opportunity to develop
88
residential and commercial areas over a 30-year period.
Recognizing the need for transit services, the City of Chino
listed public transportation as a “mitigation measure”
towards the development of the area. This decision became
the catalyst for this study.
In 2004, Chino, Ontario, Omnitrans, and SCAG initiated this
study to look at how transit services will be implemented
during the development of the Agricultural Preserve area.
The outcome of the study will show how transit will serve
the newly developing area as well as how it will connect to
the regional transit service. The plan completion date is
anticipated in 2005 with Chino City Council and Omnitrans
Board of Directors adopting the plan and Ontario City
Council supporting the plan.
ONTARIO AIRPORT-VICINITY GROUND ACCESS PLAN (GAP)
In 2003, SCAG initiated this plan in order to accommodate
future growth in local and regional transportation demand
due to the expansion of the Ontario Airport. The purpose of
this study is to identify the most effective ground access
improvements and the most appropriate institutional
arrangements that are capable of achieving these objectives
with the most efficient use of public funds. As the need for
public transportation grows within this area, it will be
important to implement transit service that will be beneficial
to the Airport, all stakeholders, and Omnitrans.
IMPROVING LAND USE AND TRANSPORTATION
Through the RTP, SCAG has identified that there is a need to
better coordinate transit and land use. Land use decisions
are determined through the different local jurisdictions
within Omnitrans’ service area. In the beginning of 2004,
Omnitrans staff initiated an extensive outreach effort to talk
with City Staff to assist in identifying areas of new
development. This proved to be beneficial as it gave
Omnitrans a better understanding of where development
will occur in local areas as well as assist in developing transit
services for these new areas.
Since Omnitrans does not have any authority in land use
decisions, it is important to communicate with our member
cities on how land use decisions affect transit services.
89
Regional Profile
The Omnitrans service area and the greater Inland Empire
have experienced dramatic change for the past decade. In
coming years, new job creation, population growth, and
continued economic diversification will further impact the
region.
This section’s focus is threefold:
The first part presents a brief overview of the Omnitrans
service area and discusses current and projected population
and employment densities throughout the San Bernardino
Valley.
The second part of this section reviews employment growth
projections for San Bernardino County.
The third part of this section reviews employment and
population growth by city or sub-region. It identifies cities
and sub-regions with the propensity for attracting transit
riders based on specific job sectors, employee income, and
community characteristics.
Area Boundaries
San Bernardino County can be divided into three distinct
regions. The High desert represents the majority of the
County area. The Mountain region encompasses the San
Bernardino National Forest and portions of the San Gabriel
National Forest to the south of the desert regions. The San
Bernardino Valley encompasses the valley south of the
Mountain region bordered by the Los Angeles County Line
to the west and the Riverside County Line to the south.
Orange County also borders San Bernardino County at the
southwestern most end of the County at Chino Hills State
Park.
Demographics of the Study Area
Two of the most critical factors determining transit demand
are population and employment density. Density more than
anything determines the number of people and/or activities
that are likely to be accessible by transit.
90
Figures III-44 through III-49 show the current (2000) and
projected (2010 and 2015) population and employment
densities in the Omnitrans service area. This data is available
through the Southern California Association of Governments
(SCAG). The update of SCAG’s Regional Transportation Plan
titled Destination 2030 gave SCAG staff the opportunity to
project future population and employment figures for each
City in the region. For the purpose of this study, projections
on population and employment were obtained in 5-year
increments beginning in 2000 and ending in 2015. Maps
were then produced for the Omnitrans service area, using
SCAG’s projections, to identify population densities and
employment densities within the area.
Population density is defined as the number of residents per
square mile. Likewise, job density is defined as the number
of jobs per acre. The maps are essentially an aggregate of
the total population and job densities in a color-coded index
format. The legend shows the index of combined job and
population densities. White indicates Census tracts that have
few residents per acre and/or jobs per acre. Dark red
indicate a high concentration of both residents and jobs per
acre in the Census tract.
Gray indicates a higher
concentration of residents per acre while red indicates more
jobs per acre.
91
Figure III-42: 2000 population
Figure III-44
Figure III-45
Figure III-46
Figure III-47
Figure III-48
Figure III-49
Dark red areas on the map are especially important because
they highlight areas that have a mix of both jobs and
housing. These areas have the highest concentrations of
both population and employment and generally represent
areas with the greatest transit demand. An area with a good
mix of both housing and jobs can generate and attract work
trips. This in turn, means the potential of filling buses in both
directions is greater than an area that is less mixed. Filling
buses in both directions is not only more efficient for the
transit agency, but less costly than operating buses empty in
one direction. This phenomenon in inefficiencies is typical of
communities that are rich in either housing or jobs, but not
both.
As shown in Figures III-44 and III-45, there are only a few
areas with a high mix of both population and jobs. These
areas include:
Fontana, west of Sierra Avenue and north of Valley
Boulevard;
San Bernardino, south of Highland Avenue and west
of Mount Vernon Avenue;
Downtown San Bernardino; and
Loma Linda University.
In 2010, areas with the largest concentrations in both
population and jobs (defined as areas with more than 8
residents per acre and more than 15 jobs per acre) will be
located in the following areas (Figures III-46 and III-47):
The City of Chino between SR-60 and Riverside Drive;
South Montclair between Mission Boulevard and the I10;
Upland along Arrow Highway;
Downtown Fontana;
Downtown Rialto;
Colton along Mount Vernon Avenue just south of San
Bernardino Valley College; and
Downtown San Bernardino.
By 2015, areas identified in 2010 as having significant
densities will gain additional jobs (15-30 jobs per acre) but
lose residents (8-12 residents per acre). The migration of
residents in these areas can be attributed to factors such as
98
more housing opportunities elsewhere in the region. One
area that will have more jobs than housing is the City of
Chino between Monte Vista Avenue and Mountain Avenue,
south of SR-60. SCAG predicts that the jobs will increase in
this part of the City from 2010 to 2015.
Inland Empire Job
and Worker Growth
This section focuses on employment growth within the San
Bernardino County. Data used for this section has been
extrapolated from the State of California’s Employment
Development Department, Labor Market Information (LMI)
Division.
The Inland Empire has undergone a transformation from an
area that was once noted for having huge quantities of land,
a small population, and a narrow job base into a major force
in the Southland’s economy with both population and job
levels continuing to grow.
Data obtained from LMI shows that there has been
incremental growth in the labor force between 1999 and
June 2004. Overall, there has been a 20.7% increase in the
labor force. Individuals in the labor force that were
employed increased by 19.4% between the years of 1999
and 2004. Unemployment figures also increased with the
growing labor force by 46.1% from 1999 to 2004.
Unemployment figures have not recovered from a high
unemployment rate recorded in 2002.
LMI also provides projections of job sector growth beginning
in 2001 up to 2008. These projections are based on trends
created by the U.S. Department of Labor Statistics and
historic trends within San Bernardino County. It is important
to note that these are just trends and that change in job
sectors, natural disasters, and development can have a
drastic effect on employment opportunities.
99
According to the California State Employment Development
Department, nonfarm employment will grow to a total of
123,400 jobs in San Bernardino County, a 22.2 % increase
from 2001 to 2008. The services sector will be the largest
contributor of jobs which will add 38,500 jobs. Jobs in the
trade sector will add 26,100 jobs. Government jobs will
increase by 20,600. Manufacturing employment will grow
by 14,900 jobs. Construction will continue to grow by
adding 13,100 jobs into the County. Transportation and
public utilities will increase by 6,700 jobs.
Finance,
insurance, and real estate employment will grow by 3,600
additional new jobs. Finally, mining will remain unchanged
at 700 jobs. Increases in different job sectors are determined
by development patterns, sufficient infrastructure to support
job sectors, and demand for services.
Simultaneously, the Southern California Association of
Governments (SCAG) creates employment estimates for the
number of jobs within its six-county planning area in five
year increments. According to SCAG, the number of jobs
within the 15 incorporated cities in the San Bernardino
Valley will increase by 26.6% from 2000 to 2010, or more
than 68,300 additional jobs.
Inland Empire’s Competitive Advantages Lead to Growth
in Blue Collar and Service Sector Jobs
Southern California is rapidly reaching the point where the
limited supply of undeveloped land in Southern California is
becoming increasingly expensive compared to land located
east of Los Angeles. Industrial and manufacturing sectors
need to be able to compete in the global market which
requires key factors to be set in place in order to succeed.
These land uses require large tracts of land, access to major
arterials and freeways, access to railroad facilities, the ability
to build and utilize state-of-the-art technological
infrastructure, and a strong blue-collar labor force in order to
meet the demands of production and the shipment of goods
at an international level. San Bernardino County has
encouraged
the
development
of
industrial
and
manufacturing land uses that have become the driving force
behind the economic strength of the Inland Empire. The
lower cost of undeveloped land, a blue-collar labor force,
transportation advantages (access to freeways, railroads, and
the Ontario International Airport), and state-of-the-art
100
buildings and warehouses all contribute to the success of
these industries in the region.
Growth in Blue Collar and Non-professional Jobs
Growth in blue collar and non-professional jobs can be
attributed to land-use patterns that create a demand for
certain job industries. Because of the increasing residential
population, there is a growing demand for retail,
educational, and municipal services.
Moreover, the
development
of
the
logistics,
construction,
and
manufacturing businesses in San Bernardino County has
necessitated the need for employment to ensure that these
industries remain competitive.
Given the economic growth patterns within different areas
of California, the State of California’s Employment
Development Department, Labor Market Information
Division (LMI) provides projections of growing industries
throughout the state. According to County Snapshots,
published through the LMI, the only blue-collar, nonprofessional occupation that will have the most growth is
retail trade (Figure III-50).
Figure III-50: Largest Projected Growth Industries
Blue Collar & Non-Professional Occupations
1999-2006
Industry
Retail Trade (Salespersons, Cashiers,
Food Preparation and Serving
workers, and Waiters and
Waitresses).
Percent
Growth
19.9%
Job Growth
19,900
Source: County Snapshots, 2003
Not considered as one of the largest projected growing
industries are Transportation and Material Moving
Occupations (Logistics and Goods Movement), Construction,
and Production (Manufacturing). This could be due to the
fact that the cumulative growth in retail trade occupations
will surpass other blue-collar industries in the following years.
However, projections of blue-collar employment will provide
a significant number of jobs in the County. Figure III-51
presents the fastest growing occupations related to bluecollar industries.
101
Figure III-51: Largest Projected Growth Occupations
Occupations Related to Blue-Collar Jobs 2001-2008
Industry
Occupation
Transportation and
Material Moving
(Logistics)
Truck Drivers (Heavy)
Laborers & Freight, Stock,
and Material Movers
Packers and Packagers
Truck Drivers (Light or
Delivery services)
Industrial Truck & Tractor
Operators
Driver/Sales Workers
Carpenters
Construction Laborers
Electricians
First-Line Supervisors/
Managers
Sheet Metal Workers
Team Assemblers
Welders, Cutters,
Soderers, and Brazers
Helpers—Production
Workers
First-Line Supervisors/
Managers
Construction
Production
(Manufacturing)
Percent
Growth
25.9
20.7
Additional
Jobs
2,660
2,420
25.0
23.5
1,730
1,320
21.8
960
13.8
35.7
35.6
42.2
33.9
600
2,590
1,490
950
630
40.0
21.3
32.9
580
1,780
680
23.4
660
18.0
610
Source: Labor Market Information Division
Growth in High Paying Professional Service Jobs
Over the next several years, the aggressive growth of the
Inland Empire’s population-related jobs and blue-collar jobs
are a given. The only issue is that of speed. More difficult to
anticipate is the growth in service sectors involving
technology and professional and regional corporate offices.
Here, the Inland Empire’s performance has been modest as
its natural advantages of lower land and blue-collar labor
costs have not been very important to these firms. However,
the rise in population will require additional municipal
services to ensure the health, safety, and welfare of the
residents that live in the area.
102
Again, LMI provides projections of growing industries
throughout the state. According to County Snapshots,
published through the LMI, the two industries that will grow
the most under the professional service category in San
Bernardino County include services and government (Figure
III-52).
Figure III-52: Largest Projected Growth Industries
Professional Service Sector 1999-2006
Largest Projected Growth Industries 1999-2006
Industry
Percent Growth
Services (includes
elementary and middle
30.2%
school teachers, teacher
assistants, and
registered nurses)
Government (Police and
Sheriff Patrol Officers,
24.2%
Correctional Officers,
Mail Carriers, and Fire
Fighters)
Job Growth
39,700
25,400
Source: County Snapshots
Two occupations with the greatest job growth between
2001 and 2008, which fall under this section, are General
and Operations Managers and Computer Support Specialists.
According to LMI’s projections into 2008, General and
Operations Managers will add an additional 1,560 jobs, a
21.6% increase during the period of 2001 to 2008.
Computer Support Specialists will add an additional 730 jobs
in the County, or a 71.6% increase between 2001 and 2008.
Both occupations are important to the growing industries in
San Bernardino County.
Since many logistic and
manufacturing firms are beginning to depend on computer
information systems to track goods and supplies, computer
technicians can provide technical support to trouble-shoot
system problems. More employees that work for industrial
sectors also require more managers to oversee operations
and ensure that the businesses remain competitive in the
regional market.
103
Community-Specific Effects of Economic Change on
Population, Employment Growth, and Transit Use.
The communities in San Bernardino have experienced
different growth patterns over the last decade. Communities
in the western portion of the County have grown faster than
eastern communities. The City of San Bernardino, the
traditional economic center, has maintained its primacy, but
other communities, such as Ontario have grown significantly
over the past years.
The following section provides
information on the two most populous Cities in the San
Bernardino County, the Cities on San Bernardino and
Ontario. For each City, population and employment growth
trends will be examined.
City of San Bernardino
Even with faster growth rates in other cities and some
local economic downturns, population and employment
growth within San Bernardino are expected to continue at a
steady pace. As Figure III-53 illustrates, the population is
projected to grow by more than 12% over a fifteen-year
period beginning in 2000 (185,772) to 2015 (208,000). San
Bernardino’s dominance in terms of residential and
employment population will not change significantly over
the period, but Ontario’s population—growing at a much
faster rate—will surpass that of San Bernardino.
104
Figure III-53: City of San Bernardino Population
City of San Bernardino Current and Projected Trends
250000
Pop/House/Employment
200000
208860
207021
199035
185772
150000
100000
88791
81115
110056
99337
50000
Population
2015
Year
2010
2005
2000
0
Employment
Employment Growth in San Bernardino
By 2015, the number of jobs in San Bernardino will grow to
more than 110,000 jobs, an increase of almost 36%. Growth
in different industries is not identified as part of the
projections provided through SCAG. However, it is difficult
to determine which industries will grow faster than others.
Changes in the economy, shifts in the land use patterns, and
technological advances can all play a role in which industries
will grow in the following years. Nonetheless, SCAG predicts
that areas east of the I-215 will have the highest
concentration of population and jobs within the City.
City of Ontario
Ontario is expected to surpass San Bernardino as the most
populous City in the County. As Figure III-54 illustrates,
Ontario will have a population of more than 212,000 people,
an increase of 34%. Population growth will soar between
the period of 2010 and 2015 with the City reaching 200,000
105
residents. The reason for this growth is possibly due to the
amount of available land for development and the City’s
aggressive development efforts.
City of Ontario Curre nt and Proje cte d Tre nds
250000
212734
Pop/House/Employment
200000
158331
150000
180059
171154
100000
85536
76927
109637
97366
50000
Population
2015
Ye ar
2010
2005
2000
0
Employment
Figure III-54
Employment Growth in Ontario
By 2015, the number of jobs in Ontario will grow to more
than 109,000, 29% increase over a 15 year period. Growth
in different industries is not identified as part of the
projections provided through SCAG. Unlike San Bernardino,
some areas of Ontario remain undeveloped and have the
potential to be developed into commercial or industrial landuses. This presents a unique opportunity for the City to
pursue development that will yield the most benefits. Both
commercial and industrial opportunities along the eastern
end of the City are possible while residential development in
the New Model Colony is currently planned. Should the City
decide to alter any of these land-uses, jobs within industries
will fluctuate but would continue to provide employment
opportunities.
106
Regional Conditions Report
The San Bernardino Valley represents a diverse mix of
people, needs, and opportunities in an area that continues to
grow. Located just east of Los Angeles County, the Valley
has experienced a building boom and has become a hub of
activity with a growing labor force and housing market.
Each City in the Valley contributes significantly to the growth
of Southern California as more people begin to migrate into
the area to live, work, and play.
Omnitrans provides public transportation services in this
growing area. Several fixed bus routes, ADA-mandated
demand-response, and three community shuttle programs
are designed to provide public transit services to major
destinations within the Valley and connect to the regional
transit network. Three Omnitrans routes extend into Los
Angeles or Riverside Counties. Each City has something in
common: the need for adequate public transportation
service to meet the residents’ needs. The following chapter
is used to identify commonalities within each community
and to foster dialogue that will help in identifying
transportation service needs.
This section gives an overview of the Omnitrans service area,
outlining broad city-by-city comparisons of demographic
information and journey to work statistics using data derived
from the U.S. Census 2000. Appendix G (under separate
cover) provides a more detailed discussion of each individual
city, its areas of development, and a list of Transit Goals that
can be applied to ensure that transit needs of each City are
identified.
It should be noted that there are four unincorporated areas
that have been measured by the U.S. Census. Statistics for
these areas have been included in the service area totals.
The four unincorporated areas include Bloomington (located
south of Rialto), Mentone (located northeast of Redlands),
Muscoy (located north and west of San Bernardino), and San
Antonio Heights (located north of Upland).
Journey to Work
The Journey to Work is defined as the conditions as how
residents within a particular City/area travel to work, how
long it takes, the mode used to get to work. The information
is derived from U.S. Census 2000, Summary File 3 (SF-3),
107
which surveys one-in-six households.
Responses are
weighted to reflect the entire population. Therefore, each
responding household represents six or seven other
households.
The following tables and charts were created using data
from SF-3 data. The purpose of the table is to compare
commute patterns and social-economic data in each of the
member cities. Such comparisons are helpful in identifying
areas where transit use is best utilized and in identifying
missing links that can be improved that can enhance transit
service.
Place of Work
Investigating the number of employees that work inside the
County provides an indication of how many work-trips are
local in nature. This is shown in Figure III-55. Of the 15 cities
in the Omnitrans service area, just over 64% of workers that
live in the San Bernardino Valley work in the same County.
The Cities of Highland, Redlands, Loma Linda, and San
Bernardino have the highest number of employees that live
and work in San Bernardino County (80% and above) while
the Cities of Chino Hills, Montclair, and Chino have more
residents working outside of the County (50% or more).
Reasons for working outside the County can stem from the
residents’ proximity to County borders or to employment
opportunities inside and outside the service area.
Figure III-55
Comparison of Workers that Work and Live in County
(T
o
Hi ta l
gh )
l
M and
us
Re co
y
Lo dla
m nd
a
s
L
S a M in d
n en a
Be to
rn ne
ar
d
Yu ino
ca
ip
Co a
lto
n
Bl
o Ria
Ra G om lto
r
i
nc a n ng
to
ho d
n
Cu Ter
ra
c
Sa
am ce
n
on
An
to Fon ga
ni
o tan
He a
ig
h
O ts
nt
ar
Up io
la
n
C d
M h in
on o
Ch tc
in la ir
o
Hi
lls
Sa
n
Be
rn
ar
di
no
Va
lle
y
Percent
90.0
80.0
70.0
60.0
50.0
40.0
30.0
20.0
10.0
0.0
Census Area
Work in County
108
Work Outside County
Travel Time to Work
Figure III-56 shows the travel time to work for people that
live in the service area. While these figures are likely to have
changed since the U.S. 2000 Census, the relative rankings
are still interesting. Residents of Loma Linda enjoy the
shortest commute times with more than 78% of the workers
surveyed commuting less than 30-minutes to work followed
by Redlands, and Grand Terrace. Residents of Chino Hills
commute the longest to work with more than 63% traveling
30-minutes or longer to work.
Figure III-56
Travel Time to Work
100%
60%
40%
20%
oo
m
in
gt
on
Ch
Ch
i
in no
o
Hi
ll
Co s
lto
G Fo n
ra
n
nd tan
Te a
rr
Hi ace
gh
Lo
l
m and
a
Li
n
M da
en
to
n
M
on e
tc
l
M a ir
Ra
us
c
nc
o
ho
O y
Cu nta
c a r io
m
o
Re nga
Sa
dl
an
n
An
ds
to
R
ni
i
a
Sa o H lto
e
n
Be igh
Sa
rn ts
ar
n
Be
di
n
rn
Up o
ar
di
l
a
no
Y n
Va uc d
lle a ip
y
a
(T
ot
al
)
0%
Bl
Percentage
80%
Census Area
Less than 10 Minutes
10-29 Minutes
30-59 Minutes
60+ Minutes
109
Leave for Work
Figures III-57 through III-60 show the times that residents
leave for work. The U.S. Census time period begins at 12:00
a.m. to 4:59 a.m. and extends every half hour after 5:00 a.m.
After 9:00 a.m., time sets are combined. The percentage of
work-trips tends to be higher when hours are clustered
together.
For areas in the West Valley (Chino, Chino Hills, Montclair,
San Antonio Heights, and Upland) a majority of the trips
originate before 8:00 a.m. and begin to drop after 8:00 a.m.
(Figure III-58).
Figure III-57
Percentage
Leave for Work, West Valley
20.0
18.0
16.0
14.0
12.0
10.0
8.0
6.0
4.0
2.0
0.0
9:00 10:00 11:00 12:00 4:00
8:30
8:00
7:30
7:00
6:30
6:00
5:30
12:00 5:00
a.m. to a.m. to a.m. to a.m. to a.m. to a.m. to a.m. to a.m. to a.m. to a.m. to a.m. to a.m. to p.m. to p.m. to
9:59 10:59 11:59 3:59 11:59
8:59
8:29
7:59
7:29
6:59
6:29
5:59
5:29
4:59
p.m.
p.m.
a.m.
a.m.
a.m.
a.m.
a.m.
a.m.
a.m.
a.m.
a.m.
a.m.
a.m.
a.m.
Time of Day
Chino
110
Chino Hills
Montclair
San Antinio Heights
Upland
For Mid-Valley West (cities of Fontana, Ontario, and Rancho
Cucamonga), most trips are generated from 7:00 a.m. to 7:29
a.m. (Figure III-58). Compared to West Valley, a significant
amount of trips during the day begin in the afternoon and
evening hours. This suggests that there may be a number of
residents that work night and/or graveyard shifts.
Figure III-58
Leave for Work, Mid-Valley West
16.0
Percentage
14.0
12.0
10.0
8.0
6.0
4.0
2.0
0.0
9:00 10:00 11:00 12:00 4:00
8:30
8:00
7:30
7:00
6:30
6:00
5:30
12:00 5:00
9:59 10:59 11:59 3:59 11:59
8:59
8:29
7:59
7:29
6:59
6:29
5:59
5:29
4:59
p.m.
p.m.
a.m.
a.m.
a.m.
a.m.
a.m.
a.m.
a.m.
a.m.
a.m.
a.m.
a.m.
a.m.
Time of Day
Fontana
Ontario
Rancho Cucamonga
111
Commute patterns for the Mid-Valley East Cities of Colton,
Rialto, San Bernardino, and the unincorporated area of
Bloomington are similar throughout the day. Commute trips
originating from the unincorporated area of Muscoy is high
from 6:00 a.m. to 6:29 a.m. Commute trips originating from
Grand Terrace is high from 7:00 a.m. to 7:29 a.m. The
availability of a private vehicle in each of these areas
suggests that since residents from Muscoy have limited
access to a private vehicle and must depend on other modes
of travel, Muscoy residents need to leave earlier to get to a
place of employment. On the other hand, Grand Terrace
residents tend to have more private vehicles accessible,
allowing for more independence when commuting to work;
hence residents can begin their commute trip at a later time.
Interestingly enough, Grand Terrace has one of the highest
rates of drive-alone commutes while Muscoy has one of the
highest public-transit use compared to other areas in the San
Bernardino Valley.
Figure III-59
Percentage
Leave for Work, Mid-Valley East
20.0
18.0
16.0
14.0
12.0
10.0
8.0
6.0
4.0
2.0
0.0
9:00 10:00 11:00 12:00 4:00
8:30
8:00
7:30
7:00
6:30
6:00
5:30
12:00 5:00
9:59 10:59 11:59 3:59 11:59
8:59
8:29
7:59
7:29
6:59
6:29
5:59
5:29
4:59
p.m.
p.m.
a.m.
a.m.
a.m.
a.m.
a.m.
a.m.
a.m.
a.m.
a.m.
a.m.
a.m.
a.m.
Time of Day
Bloomington
112
Colton
Grand Terrace
Muscoy
Rialto
San Bernardino
Commuters from cities in the East Valley tend to leave during
the 7:00 a.m. hour. Commute origins for these Cities do not
vary much compared to the other three areas (West Valley,
Mid-Valley West, and Mid-Valley East). Commuters from
these cities also have a higher tendency to work in the San
Bernardino County.
Figure III-60
Percentage
Leave for Work, East Valley
20.0
18.0
16.0
14.0
12.0
10.0
8.0
6.0
4.0
2.0
0.0
9:00 10:00 11:00 12:00 4:00
8:30
8:00
7:30
7:00
6:30
6:00
5:30
12:00 5:00
9:59 10:59 11:59 3:59 11:59
8:59
8:29
7:59
7:29
6:59
6:29
5:59
5:29
4:59
p.m.
p.m.
a.m.
a.m.
a.m.
a.m.
a.m.
a.m.
a.m.
a.m.
a.m.
a.m.
a.m.
a.m.
Time of Day
Highland
Loma Linda
Mentone
Redlands
Yucaipa
113
Mode of Travel
The car is by far the dominant mode of travel to work in the
Omnitrans service area accounting for 92% of work trips
(both single-occupant and carpools).
Within the San
Bernardino Valley, 75% drove alone, 17.4% carpooled, 1.5%
used bus transit, 0.7% used another form of public transit,
3.1% used other means to get to work, and the remainder
worked at home (Figure III-61). “Other” denotes motorcycle,
bicycle, walk, or another method of transit.
Figure III-61
Work at Home
Other means
Transit (Other)
Transit (Bus)
Carpool
Drive Alone
San Bernardino Valley, Mode Travel to Work
Figure III-62 shows the mode choice per City/unincorporated
area in the service area. Bus use tends to be the higher
mode of travel when comparing public transit services.
However, other alternative modes of travel (walking, bicycle,
motorcycle) are more highly utilized than public
transportation. Loma Linda boasts the highest percentage of
alternative mode use at 7.1% followed by Redlands at 5.4%.
Carpooling tends to be a popular mode of transportation per
work-trip (with the exception of drive-alone). Muscoy has a
high percentage of carpoolers (25.0%) followed by
Bloomington (23.3%) and Ontario (22.5%).
Muscoy has the highest bus transit use (3.7%) followed by
San Bernardino (3.4%), Montclair (2.9%), and Ontario (2.7%).
Rancho Cucamonga (1.2%), Chino Hills (1.2%), and Fontana
(1.1%) have higher percentages of workers using rail transit.
114
74.4
Loma Linda
77.7
69.3
77.2
78.1
San Antonio
Heights
San Bernardino
Upland
Yucaipa
115
77.4
72.7
Rancho
Cucamonga
Rialto
80.6
Ontario
Redlands
62.0
69.8
Muscoy
77.9
74.2
Highland
71.0
81.6
Grand Terrace
Montclair
73.2
Fontana
Mentone
80.1
73.2
74.9
Chino
Colton
68.1
Bloomington
Chino Hills
74.5
San Bernardino
Valley (Total)
Percent that
drive alone
15.6
13.6
20.2
11.7
20.1
12.9
12.5
22.5
25.0
19.7
15.1
13.5
18.5
12.6
19.6
19.3
13.4
16.8
23.3
17.4
Percent that
Carpool
0.7
2.5
3.4
1.9
2.4
1.4
2.0
2.7
3.7
2.9
1.3
1.7
1.9
0.8
2.5
1.8
2.0
1.4
1.0
2.2
Percent that Use
Public
Transportation
0.5
1.5
3.0
0.5
1.6
1.1
0.8
1.9
3.7
2.3
0.8
1.2
1.4
0.4
1.3
1.3
0.8
0.9
0.5
1.5
Percent that
Use Bus
0.2
1.0
0.3
1.4
0.8
0.3
1.2
0.7
0.0
0.7
0.5
0.5
0.4
0.4
1.1
0.5
1.2
0.5
0.5
0.7
Percent that use other
Public Transportation
Figure III-62: Mode of Travel Per Work-Trip (Percentage)
2.5
3.5
4.4
0.6
2.4
5.4
1.9
2.9
3.2
4.5
4.0
7.1
2.5
1.3
2.6
3.4
1.2
4.0
3.3
3.1
Percent Other
3.1
3.1
2.8
8.2
2.5
2.8
3.0
2.2
6.1
1.9
1.7
3.3
3.0
3.7
2.1
2.3
3.3
2.8
4.3
2.7
Percent that
work at
Home
Transit Dependence
Transit dependence is the measure of a household’s
dependence on public transportation to access employment,
shopping, and housing opportunities. Age, household
income, and automobile ownership are all useful indicators
of transit dependence.
Age
An analysis of age looks at three age groups, which have a
higher propensity to use transit. These include seniors (age
65 and older), college-aged residents (aged 18 to 24) and
high school students (age 14 to 17).
Seniors are a large and growing market for transit systems.
Seniors have a high propensity to use transit due to factors
such as income, and the ability to own and drive an
automobile.
Many college students have limited budgets and choose to
use transit in order to reduce their cost of living. Limited or
expensive parking at college campuses can also stimulate
transit use. The 18-24 age group is used as a surrogate for
the student population as this age group is where most
college students are found.
Similarly, the younger high school students represent a
strong market for transit as they have increased mobility
needs, but are too young or too poor to own and operate a
private car.
Figure III-63 shows the age distribution of transit-dependent
populations per City.
116
Figure III- 63: Distribution of Ages Per City
(percentage)
Age 15-17
San
Bernardino
Valley (Total)
Bloomington
Chino
Chino Hills
Colton
Fontana
Grand Terrace
Highland
Loma Linda
Mentone
Montclair
Muscoy
Ontario
Rancho
Cucamonga
Redlands
Rialto
San Antonio
Heights
San
Bernardino
Upland
Yucaipa
Age 18-24
Age 25-29
Age 65+
5.1
5.5
4.7
5.1
4.9
5.3
10.4
10.5
12.3
7.4
11.9
10.3
7.3
6.8
7.8
6.0
8.8
7.7
7.4
7.5
5.9
4.2
6.4
4.7
4.2
5.2
3.4
6.1
5.3
6.8
5.0
9.0
9.0
10.2
9.9
10.7
12.2
11.2
7.2
6.5
11.4
6.7
7.8
6.4
8.5
10.7
6.5
15.4
9.0
8.3
5.8
5.9
5.2
4.7
6.0
9.9
10.7
10.4
6.9
6.5
6.7
6.1
12.6
6.4
4.6
7.3
3.9
14.6
5.1
4.6
5.2
11.0
9.6
7.6
7.3
6.8
5.1
8.2
10.8
15.5
According to the U.S. Census, the Cities of Rialto (6.0%),
Fontana (5.3%), and Montclair (5.3%) have the highest
percentage of high school students. Loma Linda has the
smallest amount (3.4%). The Cities with the highest number
of college students age 18 to 24 are in Chino (12.3%), Colton
(11.9%), and Ontario (11.2%). The lowest is in Chino Hills
(7.4%) and Yucaipa (7.6%). Loma Linda (11.4%), Colton
(8.8%), and Ontario (8.5%) have the highest numbers of
young adults age 25-29 when compared to the other cities.
Yucaipa (5.1%) and Chino Hills (6.0%) have the least amount
of young adults. Finally, more seniors can be found in the
Cities of Yucaipa, Loma Linda, and Redlands while Chino Hills
(4.2%) and Fontana (4.7%) have the least.
117
Income
Low-income persons were identified by the number of
persons below the federal standard for poverty. Many of the
people that fall under the poverty line do not have adequate
personal transportation and thus rely on public transit for
their everyday transportation. Consequently, it is important
to understand where persons in poverty reside within the
Omnitrans service area.
Thresholds for poverty are adjusted every year to account for
changes in the Consumer Price Index. The Department of
Health and Human Services updates the poverty guidelines
annually and releases these guidelines in the Federal
Register.
Poverty, as defined by the U.S. Census
Poverty is determined by comparing the family’s income to a
set of weighted average thresholds for a given family size. If
a family’s total income is less than the threshold for the
family’s size composition, the family and everyone in it are
considered poor. If a person is not living with anyone
related by birth, marriage, or adoption, the person’s own
income is compared with his or her poverty threshold as an
“unrelated individual.” It is important to note that poverty
status was determined for everyone except those in
institutions, military group quarters, or college dormitories,
and unrelated individuals under 15 years old.
The following table (Figure III-64) shows the Poverty
Thresholds (Annual Dollar Amounts) by size of family and
number of related children under 18 years old in 1999.
118
13,032
17,184
20,723
23,835
27,425
30,673
36,897
34,417
10,070
10,075
13,290
17,029
20,127
22,727
25,912
28,967
11,156
8,667
7,990
None
11,214
10,869
8,501
8,667
7,990
Weighted
average
threshold ($)
37,076
13,410
17,465
21,024
23,930
27,596
30,944
11,440
11,483
One
16,954
19,882
22,964
26,595
29,899
36,169
36,583
Three
13,423
16,895
20,380
23,436
27,006
30,387
Two
35,489
19,578
22,261
25,828
29,206
Four
34,554
21,845
24,934
28,327
Five
Six
33,708
23,953
27,412
Related children under 18 years living in Household ($)
Source: U.S. Census Bureau, Current Population Survey
Three people
Four people
Five people
Six people
Seven people
Eight people
Nine people or
more
Two people
Householder
under 65 years
Householder 65
years and over
One person
(unrelated
individual)
Under 65 years
65 years and over
Size of family unit
Figure III-64: Definition of Poverty
33,499
27,180
Seven
32,208
Eight or
more
The following figure (Figure III-65) shows the poverty rates
for areas in the San Bernardino Valley. The percentages
indicated in the table denote the percentage of persons that
fall below the poverty line with the U.S. Census thresholds.
Figure III-65: Percent of Population
Living Below the Poverty Level
San Bernardino Valley (Total)
Bloomington
Chino
Chino Hills
Colton
Fontana
Grand Terrace
Highland
Loma Linda
Mentone
Montclair
Muscoy
Ontario
Rancho Cucamonga
Redlands
Rialto
San Antonio Heights
15.6
25.3
8.3
5.1
19.6
14.7
7.4
21.5
15.1
10.4
17.4
36.5
15.5
7.1
10.5
17.4
6.9
San Bernardino
27.6
Upland
Yucaipa
12.0
11.2
The unincorporated area of Muscoy had the highest
percentage of persons that fall below the poverty line.
According to the 2000 U.S. Census, more than one-third of
the residents that live in Muscoy (36.5%) fall below the
poverty line. The City of San Bernardino had the second
highest rate of poverty with 27.6% of its residents falling
below the poverty line.
The City of Chino Hills and the unincorporated area of San
Antonio Heights had the lowest rates of poverty (5.1 and 6.9
respectively).
120
Vehicle Availability
Vehicle availability per household is also an indication of
transit dependence. Limited access to a private vehicle
entails that there is dependence on other modes of
transportation such as carpooling, public transit, bicycle, or
other method of travel.
According to the U.S. Census, 31.8% of households in the
San Bernardino Valley only have access to one (1) vehicle
while 8.3% do not have access to a vehicle (Figure III-66). Of
the fifteen cities and four unincorporated areas, San
Bernardino has the highest rate of households without
access to an automobile (15.2%) followed by Loma Linda
(11.2%) and Colton (10.8%).
Figure III-66: Available Vehicles per Household
(percentage)
0
Cars
1 Vehicle
2
Vehicles
3+
Vehicles
San Bernardino Valley
(Total)
Bloomington
Chino
Chino Hills
Colton
Fontana
Grand Terrace
Highland
Loma Linda
Mentone
Montclair
Muscoy
Ontario
8.3
6.6
6.0
1.8
10.8
7.5
3.5
9.9
11.2
6.5
8.6
14.1
8.3
31.8
30.6
25.6
17.5
39.2
26.9
29.5
30.7
40.5
31.8
32.5
32.9
31.7
40.4
36.4
49.8
50.2
34.2
42.4
45.1
38.6
34.7
43.6
35.7
32.6
38.2
21.9
26.4
41.0
30.5
15.8
23.2
21.9
20.8
13.6
18.2
23.2
20.4
21.9
Rancho Cucamonga
Redlands
Rialto
San Antonio Heights
San Bernardino
Upland
Yucaipa
4.3
7.1
8.7
1.3
15.2
6.4
8.4
26.7
36.6
32.7
14.9
38.1
35.6
35.2
44.4
37.4
36.0
44.6
32.7
37.8
34.6
24.6
18.9
22.6
39.2
14.0
20.2
21.8
There is a correlation between the percentage of poverty in
a given area and the availability of vehicles per household
121
(Figure III-67). Areas with a high percentage of poverty also
have a high percentage of “one or zero” vehicles present per
given household. Areas with a lower poverty rates have
higher rates of vehicle ownership.
Figure III-67: Correlation between Poverty
and Vehicle Ownership (Percentage)
Muscoy
San
Bernardino
Bloomington
Highland
Colton
Montclair
Rialto
Ontario
Loma Linda
Fontana
Upland
Yucaipa
Redlands
Mentone
Chino
Grand Terrace
Percent in
Poverty
36.5
0
Vehicles
14.1
1 Vehicle
32.9
2
Vehicles
32.6
3+
Vehicles
20.4
27.6
25.3
21.5
19.6
17.4
17.4
15.5
15.2
6.6
9.9
10.8
8.6
8.7
8.3
38.1
30.6
30.7
39.2
32.5
32.7
31.7
32.7
36.4
38.6
34.2
35.7
36.0
38.2
14.0
26.4
20.8
15.8
23.2
22.6
21.9
15.1
14.7
12.0
11.2
10.5
10.4
8.3
11.2
7.5
6.4
8.4
7.1
6.5
6.0
40.5
26.9
35.6
35.2
36.6
31.8
25.6
34.7
42.4
37.8
34.6
37.4
43.6
49.8
13.6
23.2
20.2
21.8
18.9
18.2
41.0
7.4
3.5
29.5
45.1
21.9
7.1
4.3
26.7
44.4
24.6
6.9
5.1
1.3
1.8
14.9
17.5
44.6
50.2
39.2
30.5
Rancho
Cucamonga
San Antonio
Heights
Chino Hills
The unincorporated area of Muscoy and the City of San
Bernardino both have a high percentage of persons that live
below the poverty level and limited access to private
vehicles. This could explain the high dependence on public
transportation for both these areas. On the other hand,
Chino Hills and San Antonio Heights have the lowest rates of
poverty and higher rates of multiple private-vehicle
ownership per household when compared to others areas.
Yet the proportion of public transportation use is not as low
122
(2.0 and 1.9 percent respectively) compared to other areas in
the Valley. Both Yucaipa (0.7%) and Grand Terrace (0.8%)
residents tend to use public transit less and tend to drive
alone to work. This is the result of numerous transportation
options (e.g. commuter rail, express bus service, etc.) into jobrich destinations to the west and limited transit options and
job opportunities to the east.
Federal and State Compliance
Information
Environmental Justice
Environmental justice has become a significant issue for
transit properties and the communities they serve. A 1994
Presidential Executive Order required every federal agency
to “make achieving environmental justice part of its mission
by
identifying
and
addressing,
as
appropriate
disproportionately high and adverse human health or
environmental effects of its programs policies and activities
on minority populations and low income populations.” In
the context of transit, this means that Omnitrans must
ensure that its services are provided without discrimination
towards minority or low-income populations. As a recipient
of federal funding, Omnitrans is obligated to ensure that no
one is denied the benefit of transit service on the basis of
race, color, national origin or economic status. In order to
evaluate the current situation the 2000 Census data was
analyzed using GIS techniques.
San Bernardino has a large minority population (here
defined as all non-whites and Hispanic whites) and it is
widely dispersed throughout the Omnitrans service area.
Minority populations are evenly distributed throughout the
service area but are generally higher in the East Valley than
the West Valley. However, the East Valley areas of Redlands,
Yucaipa and Highland generally have a lower proportion of
minority residents.
In order to assess the degree to which Omnitrans meets Title
VI of the federal regulations, a spatial analysis was
conducted comparing populations of lower income groups
and minorities (LIM) with the presence of transit services and
facilities. The spatial distribution of the LIM population is
123
shown in Figures III-68 and III-73. These population maps
were then evaluated against four sets of route maps based
on service coverage and frequency to determine if the LIM
populations received better or worse service than non-LIM
populations.
124
Figure III-68
Figure III-69
Figure III-70
Figure III-71
Figure III-72
Figure III-73
Service
The four sets of service maps were based on a one-half mile
walking distance to a bus route, which represents the
current Omnitrans standard. The first map was limited to the
network of services that operate with a frequency of every
15 minutes or better (Figures III-68 and III-69). The second
map was based on services that operate every 30 minutes or
better (Figures III-70 and III-71), while the final map was
based on all services that operate every 60 minutes or better
(Figures III-72 and III-73).
In the next step of the analysis the populations living within
one-half mile of each level of service (15 minute, 30 minute,
or all headways) was determined. The data drawn from the
maps in Figures III-68 through III-73 were then used to
calculate the total populations, LIM and non-LIM populations
with the half mile walking distance of the service. The results
consistently found that the populations within the walking
distance zone had a higher proportion of LIM residents to
non-LIM residents.
For example, all services with a
proportion of LIM residents within a half-mile of bus service
was 55.3%, compared to the service area proportion of
52.4% for LIMs. This population of LIMs also represents 89.1
% of all LIMs living in the service area (Figure III-74).
131
Figure III-74 LIM and Non-LIM Populations Served by
Omnitrans
Service
Area
% of
Total
NonLIM
% of
Total
LIM
Total
POP
Total
Non-Lim
Total
LIM
%
NonLIM
1,278,077
608,448
669,629
47.6%
52.4%
44.7%
63.4%
55.3%
36.6%
79.2%
20.8%
89.1%
10.9%
41.0%
59.6%
59.0%
40.4%
55.6%
44.4%
72.7%
27.3%
31.8%
53.1%
68.2%
46.9%
17.1%
82.9%
33.5%
66.5%
Half-mile of Any (60-Minute and less) service
Within
1,078,367
481,927
596,440
Not Within
199,710
126,521
73,189
30-Minute Service
Within
824,994
338,191
486,803
Not Within
453,083
270,257
182,826
15-Minute Service
Within
328,384
104,286
224,098
Not Within
949,693
504,162
445,531
% LIM
Facilities
The table in Figure III-75 shows that at stops with benches or
shelters, the proportion of LIM population exceeds that of
the LIM in the general population. For example 63.7% of the
population within a half-mile of a shelter is LIM, compared to
the overall system where 52.4% percent of the population
within a half-mile of any stop is LIM. Overall 54.0% of the
population within a half-mile of a stop with a shelter is LIM,
compared to 33.9% percent that is not LIM.
The maps in Figures III-76 and III-77 illustrate the distribution
of passenger facilities or amenities in the Omnitrans service
area. The maps specifically identify bus stops with or without
benches and shelters. An analysis was conducted to
determine if Omnitrans was meeting its Title VI obligations
by ensuring that the distribution of passenger amenities
does not discriminate against LIM populations.
132
133
Total POP
Total Non-Lim
Service
Area
1,278,077
608,448
Half-mile walk of any Stop
Within
1,093,288
491,846
Not
Within
184,789
116,602
Half-mile walk of any Stop with bench
Within
765,014
316,488
Not
Within
513,063
291,960
Half-mile walk of any Stop with shelter
Within
567,466
205,964
Not
Within
710,611
402,484
%
Non-LIM
47.6%
45.0%
63.1%
41.4%
56.9%
36.3%
56.6%
Total LIM
669,629
601,442
68,187
448,526
221,103
361,502
308,127
43.4%
63.7%
43.1%
58.6%
36.9%
55.0%
52.4%
% LIM
66.1%
33.9%
48.0%
52.0%
19.2%
80.8%
0.0%
% of Total
Non-LIM
46.0%
54.0%
33.0%
67.0%
10.2%
89.8%
0.0%
% of
Total LIM
Figure III-75 Percentage of LIM and Non-LIM Populations Near Omnitrans Bus Stop Amenities
134
Figure III-76
135
Figure III-77
Energy Contingency
Omnitrans has developed an Emergency Preparedness Plan
and an Energy Contingency Plan to undertake appropriate
corrective measures in case of emergencies relative to
natural or human-caused disasters. Both plans are designed
to provide “transparent” transportation services in the event
of an emergency. The Energy Contingency Plan was
updated in 2002 and renamed the Contingency Fleet Plan.
The Contingency Fleet Plan more accurately describes the
need for contingency buses and the purpose for a
contingency fleet. The Contingency Fleet Plan not only
includes issues pertaining to energy related emergencies.
Rather, it applies to all emergencies that require additional
buses beyond Omnitrans’ normal compliment. To be in
compliance with FTA requirements, the plan required this
renaming. Otherwise, a new Contingency Plan would have
had to be developed.
The FTA compliant Contingency Fleet Plan established the
framework by which the contingency buses would be
utilized by Omnitrans in response to an emergency.
The Contingency Fleet at Omnitrans will consist of seven
large retired buses. The following buses constitute the
contingency fleet for 2004-05: 1639, 1640, 1641, 1642,
1660, 1670, and 1674. The specific bus numbers will change
as “better” or “newer” buses are retired. Omnitrans’ objective
is to have five percent of the fleet in a contingency status in
preparation for emergencies. The reason for this is that in
recent years increasing emphasis has been placed on interagency coordination and cooperation among emergency
services. Omnitrans is an essential transportation provider. As
such, Omnitrans needs to maintain a fleet of buses in a level
of readiness to fill gaps in the regional transportation system.
This contingent fleet of Omnitrans buses is ready for
purposes of evacuation, emergency medical need, fire, or
capacity needs. These needs are directly linked to Omnitrans’
Emergency Preparedness Plan. This fleet is also authorized
for use as replacement vehicles for other vehicles being
repaired in a long-term campaign.
In cases of emergencies, Omnitrans will first utilize all of the
existing fleet of service ready buses and operational spares.
Once all of these buses have been placed into service and
136
there is an ongoing need for additional buses based on the
emergency, Omnitrans will activate the contingency fleet.
The Director of Maintenance, after consultation with the
Director of Operations will provide Operations buses from
the contingency fleet to address the emergency. Once the
emergency has expired, the contingency buses will be
removed from service and returned to contingency status.
In conjunction with Omnitrans’ Contingency Fleet Plan and
Omnitrans’ Emergency Preparedness Plan, Omnitrans
undertakes additional efforts directly related to emergency
contingency planning. These efforts include actions to
increase system passenger capacity, re-pricing services to
meet short-term contingencies, and redesigning services to
economize on fuel and equipment requirements.
More detailed information can be obtained in Omnitrans’
2002 Contingency Fleet Plan and in Omnitrans’ Emergency
Preparedness Plan.
ADA Compliance
Originally submitted in 1992, Omnitrans Americans with
Disabilities Act (ADA) Plan was updated annually through
1998. In 1998, the Federal Transit Administration modified
the annual ADA reporting requirements so that public fixedroute transit operators no longer were required to file
updates to their Plans, so long as they had attained and
continue to provide paratransit services to all persons who
are unable to use the fixed-route service because of
limitations imposed by their disabilities, and if this paratransit
service meets all of their required service criteria. As
Omnitrans services did and currently continue to meet this
standard, Omnitrans is no longer required to submit an
annual update.
However, this does not discount the other areas of ADA
Compliance the Omnitrans works to meet every day. This
includes:
Bus Stop Announcements/Passenger Assistance
Accessibility at Bus Stops
Accessibility between Bus Stops and
Facilities/Developments
Fare requirements and Premium Service
137
In addition to these elements, Omnitrans works closely with
city staff, developers and social service organizations to
encourage
transit-friendly
design
and
accessibility
improvements when sites are relocated or built.
Bus Stop Announcements/Passenger Assistance
One of the main concerns of passengers is the feeling of
security that is lost when riding a bus; people may lose track
of where they are, or where they need to get off to reach
their destination. This is no different for people with
disabilities. It is a requirement under the ADA that all major
destinations, major intersections and at transfer locations are
announced on board the bus.
To ensure that this
requirement is met, Omnitrans is currently working with a
contractor to install an automatic annunciator system. With
this system, all major stop locations will be announced, and
passengers can request a particular stop along a route be
called out, no matter what the location.
Accessibility at Bus Stops
Omnitrans works closely with cities and currently uses two
documents that assist with design, engineering and
construction at new bus stops. Designing for Transit, by San
Diego Metropolitan Transit Board, assists with incorporating
elements into a development that encourages transit usage.
Orange County Transit Authority’s Bus Facilities Handbook
includes specifications, sizes, and ADA requirements when a
new stop is constructed. Over the next year, Omnitrans will
be developing its own design and construction manual to
assist cities and developers specifically within the San
Bernardino Valley when making street improvements or
incorporating a bus stop into a new facility design.
Accessibility between Bus Stops and Facilities/Developments
Another critical element to ADA compliance is one that is
often beyond the control of Omnitrans: the path of travel
between a bus stop and a particular facility’s or
developments’ entrance. As cities permit new construction,
this is often considered and necessary steps taken to assure
accessibility, but in some instances, critical elements may be
overlooked. When Omnitrans becomes aware of bus stops
that are not accessible due to path of travel issues, staff is
responsible to contact the city or county, to make them
138
aware of the problem as well. With this coordination, it is
possible to slowly improve path of travel accessibility.
Fare Requirements and Premium Service
As a Federal Transit Administration Grant Recipient,
Omnitrans must allow individuals 65 years of age and over,
persons with disabilities, and Medicare cardholders to ride
fixed-route services during the off-peak period for a fare that
is not more than one-half the base fare charged other
persons during the peak period. Omnitrans offers this halffare all day long, and it is eligible to individuals 60 years of
age and over, persons with disabilities, and Medicare
cardholders.
This requirement is for fixed-route service only. It is not
applicable to demand responsive service, such as Omnilink,
which are open to the general public, and which have their
own fare structure.
Under its fare structure, seniors,
students, and persons with disabilities ride for half of the
Omnilink regular fare.
Access Service, Omnitrans paratransit service, also has a
different fare structure. The fare for a trip charged to an
Access rider is not more than twice the fare that would be
charged to an individual paying full fare (i.e., without regard
to discounts) for a trip of similar length, at a similar time of
day, on Omnitrans’ fixed-route system. This calculation
includes transfer and premium charges applicable to a trip of
similar length, at a similar time of day, on the fixed-route
system. A personal care attendant can ride free of charge.
If a paratransit trip exceeds the minimum requirements for
complementary paratransit provided under the ADA,
Omnitrans is permitted, and does, charge a premium fare for
the trip.
139
Notes:
140
Section IV: Service Design Guidelines
& Performance Standards
A plan is a list of actions
arranged in whatever
sequence is thought
likely to achieve an
objective.
- John Argenti, author
and founder of the
Strategic Planning
Society
What Is Transit For?
Like any transit plan, this Short Range Transit Plan reflects the
need to balance the competing goals of transit. The most
difficult of these tradeoffs is between Productivity (maximum
ridership per unit of cost) and Coverage (access for all parts
of the community).
A 100% Productivity-oriented system (that is, one designed
solely for maximum ridership per hour of service) would
abandon most service to large parts of the present service
area. It would offer very intensive local service to the densest
and most transit-dependent parts of the area, which are
mostly in San Bernardino, Colton, Fontana and parts of
Chino and Montclair.
A 100% Coverage-oriented system, on the other hand,
would spread service evenly to every part of the service area,
including remote, low-density areas such as Devore or the
affluent upper foothills that are unserved today. To do this, a
“100% Coverage” system would cut frequencies on the
busiest corridors such as Foothill, Highland, Holt, San
Bernardino and Baseline, resulting in a dramatic drop in
ridership and severe overcrowding.
There is no technical answer to the question of how to
balance these two goals. The balance is a pure value
judgment. For this reason, the Board was briefed on this
issue early in FY 2002, and asked to give preliminary
direction about whether Omnitrans should shift the balance
one way or the other.
The Board’s direction is to shift this balance to about 65%
Productivity, 35% Coverage. However, the board specified
that this change should occur gradually as resources
increase; therefore, it will not be necessary to cut existing
Coverage-oriented services – though some effort can be
made to optimize the efficiency of these services. The
existing system devotes roughly 55% of its resources to
Productivity and 45% to Coverage.
141
Overview and Background
Service Design Guidelines Background
Service design guidelines, or performance measurement
guidelines, provide an objective rationale for the allocation
of transit resources. Service design guidelines provide the
tools for making decisions on the provision of transit services,
the design of routes and schedules, and the evaluation of
services. Service design guidelines serve five major functions:
Service Development
The guidelines form a consistent basis for service planning,
and, in particular, for establishing minimum levels of service.
Judgment and flexibility remain, but the guidelines assist in
the development of new services and the refinement of
existing services.
Evaluation
Service design guidelines provide targets in the form of
indicators and standards that enable the performance of the
individual routes to be evaluated and monitored by
management decision-makers.
Budgeting
The preparation of annual budgets should reflect the goal of
providing service to the policy levels established in the
service design guidelines. This should enable the Board of
Directors to focus on the policy level decisions and the
service impacts of budget adjustments.
Political decision-makers, transit customers, voters and
taxpayers should be able to readily identify the minimum
levels of service and performance that are to be provided.
The allocation of the resources of the transit system must be
seen to be based on equitable and rational criteria that are
explicit and available for public scrutiny.
Title VI
Title VI of the Civil Rights Act requires public transit agencies
receiving federal funding to ensure that that service is
provided without regard to race or the economic status of
the residents. Application of service design guidelines
Section IV
142
provides a tool for design and evaluating service that does
not discriminate on race or economic status.
The service design guidelines are intended to be flexible in
interpretation and application and to be continuously
refined. As new types of services or data sources are
introduced, revisions to the guidelines may become
appropriate. Flexibility in application and interpretation must
be maintained, as the environment in which these guidelines
will be applied is not static and will continue to change as
the region grows and transportation demand increases.
The guidelines have been designed to enable Omnitrans to
establish targets consistent with actual financial resources.
As resources improve the targets could be enhanced, or if
resources grow more limited the targets could be relaxed.
The guidelines will be applied to identify transit services that
should be improved or added, or may be falling below
acceptable performance levels. If a service fails to meet the
identified performance level further investigations and
analysis will be undertaken to confirm whether the
guidelines are being achieved, and a broad range of
potential corrective actions may be considered. The action
taken, if any, will need to be appropriate given the specific
circumstances of the service in question.
Goals and Objectives
Introduction
The overall approach has been to develop a hierarchy of
goals, objectives, indicators and standards. Under this format
the general goal statements for transit are found in the
corporate mission statement or the broad strategic direction
of the Board of Directors. The corporate mission statement is:
To provide the San Bernardino Valley with comprehensive
public mass transportation services which maximize
customer use, comfort, safety and satisfaction, while
efficiently using financial and other resources in an
environmentally sensitive manner.
The specific objectives to be achieved by the transit system
have been developed from the general agency mission
statement and the vision of allocating resources between
productivity and coverage. Performance indicators are the
143
specific, quantifiable criteria that would be used to measure
the performance of the system in relation to an objective.
Standards are the target level of performance, which would
be used to evaluate the criteria identified in the indicator.
Another element of service design guidelines are New
Service Warrants. New Service Warrants provide a tool for
planners to use that can assist in determining when new
services, or service extensions, are most appropriate.
Principles
The principles define the purpose and direction for the
service design guidelines. The principles are:
Support County & Municipal Transportation and Land Use
Goals. The service design guidelines should be supportive of
strategic transportation and land use goals of SCAG,
SANBAG, and local jurisdictions.
Redlands Trolley
Support National, State and Regional Air Quality and Energy
Goals. The service design guidelines should be supportive of
air quality and energy goals.
Customer Focus.
The service design guidelines should
address aspects of transit service that are of the highest
importance to current and potential customers.
Equal Application in all Municipalities. Guidelines should be
defined and measured in a way that does not unfairly bias
the allocation of service in favor of particular municipalities.
The same guidelines should be applied equally across the
region.
Equity to all Residents. The guidelines should promote the
availability of a basic level of transit mobility to all residents of
the Omnitrans service area, and in particular, those without
access to other modes of transportation. This principle also
includes the provision of appropriate municipal infrastructure
to support this basic level of service in all communities (e.g.
streets designated for use by transit vehicles, accessible bus
stops and bus shelters, and appropriate use of transit priority
measures). This principle also ensures compliance with
Federal Title VI requirements.
Section IV
144
Clarity.
Service design guidelines, and their supporting
reasons, should be clear and easy to understand by
customers and other stakeholders.
Typical Route
Network Types
Measurability.
Each service design guideline should be
measurable using reliable data that is currently available, or
with data that is planned to be collected in the future.
Basic Radial
Quantify all service design guidelines. Guidelines should be
quantifiable and objective. Guidelines should not be open to
subjective interpretation.
Ease of Implementation and Monitoring. The service design
guidelines should be straightforward to implement and to
monitor on a continuous basis by Omnitrans.
Hub & Spoke
Provide guidelines that are practical and easy to implement.
The guidelines should lend themselves to consistent and
continuous application by Omnitrans to identify transit
services needing further investigation for possible
adjustments.
Cost-Effectiveness.
The service design guidelines should
ensure that all transit services in the region are as costeffective as possible.
Radial/Branch
Responsiveness to Changes in Urban Form. The service
design guidelines should reflect the changing needs of
communities for transit services as they reach various levels
of urban development.
Basic Grid
Provide guidelines for the provision of transit coverage in
new developments. The guidelines should include
evaluation criteria for requests to introduce transit service in
new development areas.
Grid/Hub Hybrid
The Service Design Guidelines developed in this report are
intended to be applied to all transit services in the region
except Access. The types include:
Bus – Local services provided with standard accessible buses
serving the region’s more dense residential or employment
areas.
Trunk/Hub
145
Omnilink – Minibuses on flexible routes where the capacity
provided by standard buses is not required.
Bus Rapid Transit – A limited stop service using upgraded
facilities and a superior level of service.
Express Service - Express services operated with suburban
highway coaches on higher-speed roadways linking civic
centers and main transportation nodes.
The proposed Service Design Guidelines are structured as a
hierarchy of objectives and indicators. In this chapter each
objective, indicator, and standard are discussed. The
objectives are designed to be consistent with the Statement
of Principles outlined earlier.
Route Network Structure Objective
The purpose of this objective is to provide direction for the
overall design of the transit network. This objective also
provides guidance in terms of providing network
connectivity and ease of use. The objective is:
To operate a network of transit services that is easy to
understand and use, supports regional land use and
transportation objectives, improves accessibility, enhances
connectivity between activity centers, encourages increased
use of transit, and meets the minimum mobility needs of the
region.
The indicators for this objective create guidelines that shape
the network and connectivity of the system. The importance
of the indicators is derived from the requirement to service a
large geographic area with multiple municipalities and
regional centers with dispersed employment and commercial
areas.
Ensuring that customers easily understand the system
encourages ridership, reduces the cost of providing transit
information and reduces delays from customers seeking
information from front-line employees. Some of the service
Section IV
146
development issues that contribute to an ease of
understanding include a clear distinction between grid and
timed transfer operations, and the minimization of route
deviations and route branching or scheduled short turns.
The recommended indicators are:
All transit services should be scheduled using the timedtransfer concept except when an area has sufficient
productivity to warrant minimum daytime service
frequencies of better than 15 minutes. A grid-route system
with random transfers may be implemented in combination
with timed transfers, when headways of 15 minutes or
better are operated over a large area.
Resources for the entire system (fixed route, Access,
Omnilink) should be allocated on the basis of expending 35
percent of the budget on services providing the minimum
level of coverage and 65 percent on services that exceed the
minimum levels of service guidelines (productivity or
demand based).
For a trip-specific deviation the net person-time impact of the
diversion should not result in an adjusted deviation factor
greater than 1. The adjusted deviation factor is defined as:
The ratio of through passenger added time (in personminutes) divided by the amount of time (in person-minutes)
saved by passengers boarding and alighting in the deviation
section less the amount of added walk time for people in the
section of the original route that is abandoned. This is
represented by the formula:
(Pt x Vtt)
<1
(Pd x Wpd) - (Pa x Wpt)
Where Pt= through passengers
Vtt= additional vehicle one way travel time
Pd = actual/potential passengers served by deviation
Wpd = actual/potential passenger walking time from
regular route to average deviation point
Pa = actual/potential passengers using stops on portion of
route to be abandon
WPT = passenger walking time from abandon stops to
nearest new stop
147
This guideline for route deviations permits some deviations
at the outer ends of routes where fewer customers are
expected. However, the closer the route deviation is located
to the point where the maximum number of customers is
onboard, the less likely a deviation would meet the
guideline.
Productivity Objective
Productivity objectives and indicators are probably the most
sensitive of all transit service standards since they are most
often used to reallocate or adjust service levels. The
objective is:
To ensure that the service designs are appropriate for the
level of ridership on each route and they support the system
wide fiscal requirements of the State of California and the
objectives of the Board of Directors.
The purpose of this objective is to ensure that each individual
service is reasonably productive by providing an appropriate
frequency, vehicle, and type of service, given the level of
ridership. The objective as it is worded also notes that fiscal
objectives should be considered at a system wide level.
The productivity objective balances measuring the
usefulness or contribution of a specific transit route to
regional transportation objectives through the methods of
seat utilization and boardings (passengers) per revenue
hour.
Passengers per revenue hour is an industry-wide standard
used to determine whether a route is carrying enough
passengers to justify itself; deficient performance triggers a
study process which may lead to remedial actions including
enhanced marketing, redesign, or elimination of service.
For a system of predominantly local services such as
Omnitrans, the passengers per hour measurement approach
is broadly acceptable as a basis for comparison. Agencies
that invest heavily in long-distance express services have
much more difficulty measuring service performance.
“Boardings” are problematic because passengers may use
the service for very long distances or very short ones.
Section IV
148
Obviously a route designed to carry passengers long
distances will have fewer boardings per hour, because its
passengers take longer to serve.
Most systems recognize that boardings per hour may vary
dramatically depending on the type of route. An urban
cross-town route, such as the service on 5th Street or
Foothill, could have a very high number of boardings per
hour, but never reach full capacity due to the frequent
turnover of customers. On the other hand, a route such as
Route 90, freeway express service, could be completely full
but have a relatively low number of boardings per hour due
to the length of the express portion of the route. In order to
mitigate for this inequity, most systems establish categories
of bus routes such as peak express, express, cross-town,
mainline, local, or feeder. Specific boardings per hour targets
are established for each route classification.
Considered at the system level, the measure is governed
largely by the mix of services provided, which is a reflection
of local demographics, priorities, and values. However, if
service is divided into some simple categories, meaningful
targets can be established for boardings per revenue hour.
Services whose purpose is for Productivity and those whose
purpose is intended for Coverage are categorized. The
philosophy behind service standards depends on the route’s
purpose:
Productivity-oriented services are intended to maximize
ridership systemwide. For this reason, they are held to a
high standard that reflects the performance of the most
productive routes in the system and are subject to periodic
review. The overriding goal of Productivity service is to
maximize ridership.
Coverage-oriented services are designed for purposes other
than productivity. Low-density markets are served in the
most cost-effective way possible. Coverage-oriented routes
therefore also have standards for boardings/revenue hour,
but these should vary to reflect the cost/hour of different
types of service. For Coverage-oriented service, the bottom
line is not really productivity, but the cost of serving each
passenger, which must be kept to a minimum. This cost is a
combination of productivity and cost/hour of service.
149
Productivity standards are classified by type of service and
purpose of the service.
The standards, which should be
reviewed periodically, are based on community
transportation needs, peer review, historical performance
data, and projected financial resources. The productivity
standard is a useful indicator of the quality of service that is
provided and the cost of providing these services.
Performance standards are established separately for each
mode of service for performance assessment under the
criteria of productivity and coverage.
The service categories are based on key factors that tend to
dramatically affect productivity. The categories are defined
as follows:
Fixed Route is all-day fixed route service designed primarily
to serve short trips of less than five miles or so, AND to serve
as a feeder to Regional services (Metrolink, Regional Express)
for longer trips. Local fixed routes can be designed for
Productivity, as Routes 1, 2, 14 and 61 are, or they can be
designed for Coverage, such as Routes 20, 30 and 31.
Regional lines are all-day fixed route services designed
primarily to serve trips over five miles and to connect
regional destinations at high speed, such as Omnitrans
Route 90, linking San Bernardino, Riverside, and Montclair.
This route is productivity-oriented in its ultimate goal, but is
held to a 50% lower standard because the average
passenger-trip length is more than twice as long. It is difficult
to evaluate the value to the community of carrying fewer
people longer distances, as opposed to carrying more people
shorter distances, but this standard reflects a reasonable
approximation that reflects the unusual nature of express
service.
School Markets can produce high productivity figures, so
they must be understood separately. These lines run only at
the times when a high school or junior high school would fill
the bus, and the large loads from the school form almost all
of the ridership. School markets, of course, play a large role
in the productivity of many Local services, but their effect,
averaged out across an all-day service, is less pronounced in
the overall productivity figure.
Section IV
150
ACCESS is the paratransit service for the ADA-eligible
disabled and is available throughout the Omnitrans service
area, within ¾-mile band on either side of Omnitrans regular
fixed route bus lines. Persons with an Omnitrans Disability ID
card may ride Access Monday through Friday, 7 a.m. to 6
p.m., on a space available basis. This service is never
intended to be highly productive because it serves such a
specialized market. Its existence is required by Federal law
wherever and whenever fixed route services operate.
Omnilink is a demand-responsive service open to the general
public that provides efficient Coverage-oriented service in
low-density areas where no fixed route service is proposed.
Omnilink circulates within a defined area picking up and
dropping off passengers throughout the area at requested
stop locations. Every hour, the bus returns to a timedtransfer point, for direct, timed connections to the fixed route
system. This demand-responsive service is offered in the
cities of Yucaipa, Grand Terrace/South Colton, and Chino
Hills. The Omnilink service is not intended to be highly
productive, but more productive than ACCESS.
Seat Utilization
Seat utilization is a measurement of how much of the service
being provided (seat miles) is being consumed (passenger
miles). It is expressed as a percentage (passenger miles/seat
miles).
In the passenger airline industry the key measures of route
performance are load factor, yield, cost, and profit. Load
factor, or utilization, is based on the number of customer
miles (demand) compared to the number of seat miles
available (or capacity). Yield is the average customer fare for
the flight divided by the distance flown. The load factor rate
is used to evaluate the volume, while the yield is used to
evaluate the revenue. The yield is compared to the actual
seat-mile cost of operation to determine profitability. One of
the advantages of the use of load factor is that it provides a
performance evaluation that is independent of the aircraft
(or vehicle) size or route type. A low load factor percentage
would be an indication to change to a smaller aircraft or to
less frequent service, while a high load factor might be used
to justify a larger aircraft or more frequent service. Low
151
yields would suggest a need to raise fares. In other words
revenues and costs are looked at independently of
passengers and utilization.
Load factor, or utilization, for transit services is more complex
to calculate due to the large number of stops and the
multitude of vehicles on each route, but the advantages are
the same. The concept of measuring utilization is to
determine what “percentage” of the capacity being offered
on each route is indeed being consumed. A low utilization
would be an indication that service should be less frequent,
or a smaller vehicle utilized. Low utilization on one section of
a route would be an indication that some vehicles could be
short-turned so that service would be less frequent on that
section. A high utilization rate would indicate that more
frequent service or larger vehicles might be appropriate.
Distance-based utilization based on the distance that
passengers travel, by itself, does not assess the efficiency of
the schedule. Costs are incurred even if a bus is at a layover
point; therefore an additional indicator of time-based
utilization captures performance related to service hours and
demonstrates the efficiency of a schedule.
Time-based utilization shows that a bus route that
incorporates very long layover times as a result of the need
to make connections would be less productive than one that
is more tightly scheduled. It would also show that buses
operating in congested traffic conditions are not as
productive as buses provided with priority measures by road
authorities (municipalities).
The recommended performance indicators are:
x
Section IV
152
Each service within each type of service should
maintain a minimum average distance utilization as
measured in passenger miles per seat-miles in specific
time periods, as provided in Figure IV-1.
Figure IV-1 Proposed Minimum Average Distance Based
Utilization Standards for Bus Services
Service Type
Overall
Customer
mile/Seat
mile
Standard
Weekday
Customer
mile/Seat
mile
Standard
Saturday
Customer
mile/Seat
mile
Standard
Sunday
Customer
mile/Seat
mile
Standard
Express
Bus
Omnilink
22%
18%
18%
25%
20%
20%
15%
10%
10%
15%
10%
10%
x
Each service within each type of service should
maintain a minimum average time utilization as
measured in passenger minutes per seat-minutes in
specific time periods, as provided in Figure IV-2.
Figure IV-2: Proposed Minimum Average Time Based
Service
Type
Express
Bus
Omnilink
Overall
Customer
minutes/
Seat
minutes
Standard
17%
13%
13%
Weekday
Customer
minutes/
Seat minutes
Standard
Saturday
Customer
minutes/
Seat minutes
Standard
Sunday
Customer
minutes/
Seat minutes
Standard
20%
15%
15%
10%
5%
5%
10%
5%
5%
Any service where the distance-based utilization is more than
10 percent greater than the time-based utilization should be
reviewed to determine if efficiencies can be achieved
through service design or transit priority measures.
The standards are pegged initially at approximately the 25th
percentile for each type, in each time period. This means
that about 25 percent of the services would be subject to
review each year. An examination of the productivity of the
Omnilink service as well as some of the lowest performing
bus routes was used to develop the targets for Omnilink.
Where large bus services were included, the productivity
was prorated to reflect a 20-passenger bus rather than a
standard 38-passenger vehicle.
153
The standards for each type of service would ultimately be
adjusted to ensure that the overall transit operation was able
to meet its system-wide cost recovery objectives.
The intent is that the standards would be applied as an
average for all trips. The targets for specific time periods or
on route segments would be examined where a route failed
to meet the overall guideline.
Seat utilization based on distance (passenger miles per seat
miles), retrieved from Automatic Passenger Counter (APC)
data for the first quarter of 2004 is summarized in the
Existing Conditions. The routes with utilization of less than
20 percent are in the bottom quartile and are candidates for
review and adjustment.
Service Coverage & Minimum
Service Quality Objective
The Service Coverage and Minimum-Service Quality
Objective establishes the transit service areas within the
municipalities of the service area in which transit service may
be provided within a reasonable walking distance for
customers. The purpose of the objective is to clearly indicate
that at least a basic minimum level (coverage) of transit
service may be provided within urban areas with significant
residential or employment land uses. This is an important
distinction for Omnitrans due to the large portions of the
region that are rural or undeveloped. The service coverage
objective should indicate that there is only a commitment to
provide a basic level of service and all areas should not
expect the same level of service beyond the coverage
minimum. The proposed objective is:
To provide a minimum basic level of transit accessibility to all
urban residential and employment areas identified by
SANBAG, and that the minimum service levels meet the basic
mobility needs of the transportation disadvantaged and
transit dependent.
Several indicators are required to fully assess whether the
objective of providing a minimum level of service and access
is being met. The required indicators include:
Walking distance to transit service
Section IV
154
Hours of service
Minimum service frequencies
It appears desirable to adopt service frequency indicators
that can be applied across all routes and time periods
throughout the region. While most areas now have halfhourly, or better, service there are some routes that operate
only hourly or every 45 minutes. The areas with services
operating every 15 minutes are receiving the higher levels of
service as a result of higher ridership, not simply because
they are in the more urbanized areas. If ridership on these
routes were to fall below the productivity threshold service
would likely be reduced to half hourly. Similarly, if ridership
in other areas grows, it may become feasible to add more
service to meet the demand and increase frequencies to
every 15 minutes or better.
An indicator should therefore be used to establish the
minimum policy frequency beyond which frequencies are set
based on market demand or productivity. Numerous transit
systems have used complex tables incorporating route
classifications and time-of-day to set minimum service
frequencies. Many others, however, are able to operate with
a single guideline.
The recommended indicators for the Service Coverage
Objective are:
x All areas having a minimum residential density of 3.5
dwelling units per acre or a minimum employment
density of 10 jobs per acre, as measured over an area
of 25 acres, should be provided with a transit service
that places 90 percent of residences and jobs within .5
miles of a bus stop. Reduced walking distances may
be encouraged in situations where steep grades or
safety hazards create an unacceptable pedestrian
access route. A request-stop service should be in
effect for alighting customers on all busservices (in
local stop areas) services after 8:00 p.m. and before
5:00 a.m.
x
Bus stops should be located to minimize walking
distances, but stops should not be spaced closer than
0.2 miles, unless required for pedestrian safety or as a
result of geographic barriers.
155
x
An area shall be considered served by transit if it is
located within 0.5 miles of a fixed-route bus stop or
within area served by Omnilink. The 0.5-mile distance
should be measured using public roads, sidewalks
and walkways.
x
On weekdays, the minimum service frequency to
provide coverage should be 60 minutes from the start
of service in the morning to the end of service in the
evening. Special peak-period-only tripper services and
introductory pilot services may be excluded from this
guideline.
x
The span of service for transit should ensure that 90
percent of trips identified in the following table could
be completed at the times shown. Service should be
provided to major activity centers to correspond to
customary opening and closing times at each
location.
Figure IV-3: Span of Service Guidelines
Service
From any point in East
Valley TO Downtown
San Bernardino
From any point in West
Valley TO Ontario or
Montclair
Service
From downtown San
Bernardino TO any point
in East Valley
From Montclair or
Ontario TO any point in
West Valley
Weekdays
06:00
06:00
Earliest Arrival Time
Saturdays
Sundays &
Holidays
07:00
07:00
07:00
07:00
Latest Departure Time
Weekdays
Saturdays
Sundays &
Holidays
21:00
21:00
19:00
21:00
21:00
19:00
The walking distance indicator and population and
employment density information was evaluated using GIS
software and data from the Omnitrans stop database, the
U.S. Census, and employment data from SANBAG. Figures
IV-4 and IV-5 show the walking-distance coverage for the
Section IV
156
East and West Valleys based on the schedule and routes in
effect at the end of 2004. The red shaded areas show the
areas where the population density is greater than 3.5
households per acre. The purple shaded areas show the
areas where the employment density is greater than 10 jobs
per acre. The color of the blue shading is based on the
Residential Transit Orientation Index, with the darkest colors
representing the areas with the greatest likelihood of
generating transit ridership. Areas that are not enclosed
within the half-mile network buffer are also shown with the
corresponding transit orientation and density index.
Although it would be desirable to fully achieve the walking
distance standard, there may be instances where the bus
routing required to meet this standard would not meet the
productivity targets. In such a case, service would not
normally be provided.
The span of service and frequency of service indicators can
be measured using existing timetable information. Figures
IV-6 through IV-17 show where the existing routes fail to
meet the proposed span of service guidelines.
Omnitrans currently has a policy that bus stops must be
spaced at least 0.2 miles apart. An analysis was undertaken
using data from the APC system to determine the number of
stops on each route closer than 0.2 miles to an adjacent stop.
The results of the analysis, shown in Figure IV-19, indicate
that system-wide 13 percent of stops violate the current
policy. On two routes, more than 30 percent of stops are
spaced less than 0.2 miles apart. Any reduction in the
number of stops must be done with care to ensure that the
walking distance guideline is not violated. Reducing the
number of stops should help improve or maintain running
time on the routes with excessive stop locations.
157
Figure IV-4
Figure IV-5
Figure IV-6
Figure IV-7
Figure IV-8
Figure IV-9
Figure IV-10
Figure IV-11
Figure IV-12
Figure IV-13
Figure IV-14
Figure IV-15
Figure IV-16
Figure IV-17
Figure IV-18: Stop Spacing Analysis, FY 2004
Route Description
1
2
3
4
5
7
8
9
10
11
14
15
19
20
22
28
29
30
31
60
61
62
63
64
65
66
67
68
70
71
75
90
140
202
Total
ARMC – San Bernardino – Del Rosa
Cal State – E St. – Loma Linda
Baseline – Highland (FL) Highland Ave – San Bernardino (SL)
Highland Ave – Highland (FL) Baseline – San Bernardino (SL)
San Bernardino – Del Rosa – Cal State
N. San Bernardino – Sierra – DT San Bernardino
San Bernardino – Mentone – Yucaipa
San Bernardino – Yucaipa
Fontana – Baseline – San Bernardino
San Bernardino – Muscoy – Cal State
Fontana – Foothill Blvd. – San Bernardino
Fontana– Rialto – San Bernardino – Highland – Redlands
Fontana – Colton – Redlands
Fontana Metrolink Via Hemlock – Kaiser Hosp.
N. Rialto – Riverside Ave. – ARMC
Southridge – Slover Ave – Kaiser Hosp.
Bloomington – Valley Blvd. – Kaiser Hosp.
N. Redlands Loop – Red Line
S. Redlands Loop – Blue Line
Ontario Convention Ctr – Chaffey College – Ontario Mills
Fontana – Ontario Mills – Pomona
Montclair – Ontario – Chino
Chino – Ontario – Upland
Montclair – N. Upland – Chaffey College
65A Montclair – via Chino Ave – CIM
65B Montclair – via Edison Ave – CIM
Fontana – Foothill Blvd– Montclair
Ontario – Baseline – Fontana
Chino – Montclair – Chaffey College
Ontario – Creekside – Ontario Mills
Kaiser – Southridge – Rancho Cucamonga
Ontario – via Francis – Ontario Mills*
Montclair – Ontario – San Bernardino - Riverside
Fontana – Almeria – Chaffey College*
San Bernardino – T.E.A.M. House
Section IV
172
Stops Less than
1/5 Mile From
Previous Stop
20
30
7
3
10
26
16
28
18
1
29
22
28
11
24
4
6
9
13
4
19
3
5
4
4
Total
Stops
Percent
of Total
97
118
74
74
94
96
161
161
108
73
89
176
173
56
92
50
42
38
43
98
174
73
95
71
89
21%
25%
9%
4%
11%
27%
10%
17%
17%
1%
33%
13%
16%
20%
26%
8%
14%
24%
30%
4%
11%
4%
5%
6%
4%
11
4
14
6
9
9
1
9
6
413
118
114
142
85
141
75
20
79
16
3205
9%
4%
10%
7%
6%
12%
5%
11%
38%
13%
The Maximum Occupancy Objective balances the fiscal need
of Omnitrans to generate fare revenue with the need to
provide a safe, comfortable and attractive customer
environment on-board transit vehicles.
The proposed
occupancy objective is:
To provide transit services with adequate capacity
to provide a reasonable level of passenger comfort
recognizing the vehicle types, trip lengths, speeds
and markets being served.
The purpose of the objective is to provide a means of
ensuring that an appropriate level of service is provided for
the level of ridership on each individual route. The objective
should also ensure that overcrowding is not permitted to
occur on a sustained or regular basis. Crowded conditions
can quickly turn existing and potential customers away from
public transportation. The guidelines for this indicator must
be set at levels that provide comfortable traveling conditions
appropriate for the brand of service and the market being
served. The indicators and standards will be used to adjust
service frequencies or vehicle size.
Separate indicators are required for each type of bus service,
reflecting their different operating speeds, trip lengths and
markets served. Separate indicators and standards are
required for peak periods, a shorter peak within the peak
period, midday evening, night, and weekend periods.
173
x 90 percent of the time the number of standees at the
maximum occupancy point should not exceed person
density (in passengers per square feet) according to
the following chart.
Figure IV-19: Minimum Square Feet of Floor Space
per Standing Passenger
Type of
Peak Period
Off Peak
Service
30 Minute
60 Minute
Average
Avg.
Bus
6
12
Omnilink
No standees No standees
Express Bus
x
Under normal operating conditions no customer
should remain standing more than 15 minutes on one
bus.
Figure IV-20 shows the estimated number of seats and floor
area available for each type of bus currently in the transit
fleet. The data in Figure IV-21 also shows the maximum
occupancy standard in passengers for each of the different
types of buses in the fleet.
The APCs cannot definitively determine the average standing
time, however, on most routes they can identify potential
standing time problems by using route profiles.
Section IV
174
Figure IV-20: Seats and Standing Areas by Bus Type
Areas for Seating
Seating
Bus Type
Seats Standing with One with Two
in Sq. ft Wheelchair Wheelchairs
40’ Low Floor
38
57.9
35
31
Flyer*
40’ High Floor
40
55.9
36
32
RTS/Orion*
40’ Suburban High
45
53.9
42
39
Floor*
30’ Low Floor Mid
25
37.9
22
18
Size*
*Estimate
On some routes conformity with the standing time guideline
could also be evaluated using a point observation system.
This would be done by stationing observers prior to the
maximum load point, and again 15 minutes downstream.
An observation of people still standing downstream would
be an indication of a standee time problem or at least a
candidate for further, more detailed analysis. On services
with guidelines that do not permit standees, it would be
possible to evaluate the service using APC data. The key to
the use of the standard is to identify potential problem
routes and services. This will limit the requirement for more
detailed examination of specific conditions on every route.
The public will also easily understand the guideline.
Figure IV-21: Maximum Passenger Occupancy by Bus Type,
Time Period and Number of Wheelchairs
Bus Type
Peak 30
Minute
Average
Off Peak
60
Minute
Average
No Wheelchairs
40’ Low
Floor Flyer
40’ High
Floor
RTS/Flexible
40’
Suburban
High Floor
30’ Low
Floor
Peak 30
Minute
Average
Off Peak
60
Minute
Average
Peak 30
Minute
Average
Off Peak
60
Minute
Average
1 Wheelchair
2 Wheelchairs
48
43
45
40
41
36
49
45
45
41
41
37
45
45
42
42
39
39
31
28
27
25
23
20
175
Service reliability is an important issue for Omnitrans
customers. Existing and potential customers expect bus
services to reliably follow the published timetables. People
depend on transit to allow them to meet their personal
schedules and expect transfer connections to be performed
as published.
Schedule reliability standards are also important for transit
management, as they provide a means of measuring and
evaluating the provision of the service on the road. Failure
to meet the guidelines serves as notice to management that
corrective actions such as additional transit priority measures,
revised schedules or work practices, or rerouting of services
should be implemented.
Reliability guidelines must balance the need to assure
customers that timetables may be adhered to with the need
to allow for operating flexibility due to traffic conditions and
differences in transit vehicles (i.e. wheelchair lift or low floor
buses) that could be assigned to the same route. During
extreme weather conditions, power outages, road
construction, or other abnormal traffic situations, it may be
expected that delays and schedule disruptions occur.
The objective must stress the importance of reliability, but
also recognize that there are many factors outside the
control of the transit operators and transit management,
which may impact reliability:
To provide Bus, Express Bus, and Omnilink services that
reliably follow published schedules under normal operating
conditions.
The indicators for reliability used by the transit industry
generally relate to schedule adherence, headway
adherence, service consistency, transfer reliability, and
missed trips.
It is recommended that a single schedule adherence
guideline be applied for bus services at all times of the day.
Some arguments can be made for a stricter guideline during
off peak periods to encourage ridership, compensate for the
Section IV
176
additional transfers that may be necessary and because of
reduced roadway congestion. However, the impact of a
stricter off peak standard would likely be imperceptible to
customers.
In any case, the transit system should be striving for 100
percent schedule adherence at all times.
x 90 percent of bus trips on each route should depart
each timepoint not more than five minutes later than
the scheduled leave time, and should not depart early
x
90 percent of bus trips should arrive at the terminus
not more than five minutes late.
Where the schedule adherence of a route as measured by
the above indicators falls below the guideline, more detailed
investigations of the route should be carried out to identify
the sources of the problem. There is a broad range of
potential actions that can be taken to improve service
reliability and the most effective response may depend on
the specific situation. In some cases, municipal actions such
as provision of transit priority measures on municipal roads
used by transit would significantly contribute to improved
service reliability.
Transportation Network Role Objective
The Transportation Network Role objective was conceived to
provide an overall strategic direction to the development of
transit services.
To ensure that public transit provides an attractive and
competitive alternative to the private automobile.
Operational speed for buses is important to customers who
are almost always interested in faster travel times. It is also
critical to the transit system since slower speeds translate
directly into higher operating costs. An indicator that
measures transit operating speeds would be able to track
degradations in travel time. In response to such information,
Omnitrans could seek, and make the case for transit priority
measures and roadway geometric improvements or changes
in parking regulations. If these responses are not possible,
177
the planners and service designers may have to act by
adding more buses, or changing the schedules or routes.
A simple means of achieving this objective would be to
monitor changes in travel speeds for each type of service for
specific routes. This would allow Omnitrans to judge year-toyear performance, and would help identify areas where
schedule or route changes, or new priority measures may be
necessary. The indicator would be:
The average actual running time on each route
should be maintained or improved as
measured on a yearly basis.
This indicator does not require any comparative data from
other modes (i.e. car travel time) and as a consequence is
easy to implement. Actual speed can be determined from the
APC service-monitoring program. The data collected from
the evaluation process would be used to track individual
route performance against similar routes. In addition, the
data could also be used to track the year-to-year changes on
individual routes.
Service warrants are required to provide direction on when
new services should be initiated. Omnitrans serves a diverse
region and some flexibility may be required in adapting the
proposed warrants to every possible situation. The warrants
should be viewed as guidelines, rather than strict rules.
Fixed Route Bus
Fixed-route bus services are operated using standard transit
buses or trolleys of at least 30 feet in length. This service is
usually associated with routes that make frequent stops, but
can also include limited stop services on radial and crosstown routes.
Warrants are required to determine when bus service should
be introduced in new residential, industrial, commercial and
recreational developments. Changes to existing bus routes
would be based on the service evaluation criteria included as
part of the Service Design Guidelines.
There are two main approaches to new service warrants
commonly in use in North America. The first requires a
Section IV
178
projection or forecast of ridership. The forecast is either used
directly to determine the timing of a new service or through
surrogates such as riders per hour or cost recovery that are
derived from the ridership forecast. Ridership forecasting on
a micro-level can be extremely difficult and unreliable.
An alternative approach would be to use trip generation as
an evaluation factor. Trip generations are projected using
generally accepted standards and are available for all types
of land use, including residential, commercial, recreational
and industrial areas. There are trip generation tables that
have been produced by both national and state authorities.
The tables have generally been developed as a result of
many years of data collection and verification.
Trip
generation data is usually expressed in car trips, however
total person-trips can be developed by making some
occupancy assumptions. Trip generations are a form of
forecast based on a broad knowledge base derived from
observed behavior.
The recommended warrant for new local bus services are
based, in part, on the trip generation methodology. This
methodology has the advantage of using data that has
already been prepared for and accepted by the municipal
authorities, is available for all land uses, and incorporates
elements of both population and forecasting approaches.
In addition to the forecast trip generation volume for the
development, it is recommended that several other factors
related to the physical design of the development be
considered as part of the service warrants. For local bus
services to operate efficiently and safely in a neighborhood,
the road system must meet minimum geometric design
requirements for bus operations and provide a relatively
direct routing for the service. Where the bus route is to
terminate within the development, adequate bus terminus
facilities (e.g. street space or a bus loop for vehicle layovers)
must be available. Finally, adequate pedestrian facilities (e.g.
sidewalks and direct pedestrian routes to bus stops) and
amenities at bus stops (e.g. shelters and lighting) are
required to ensure fast and safe access by customers to the
bus service.
179
New services to be provided to areas beyond 0.5 miles of an
existing bus stop when all of the following conditions are
met:
x Minimum density of 3.5 households per acres or 10
jobs per acre as measured over a minimum area of 25
acres.
x Road and pedestrian access system that provides for
safe Access and efficient operation of transit service.
x Minimum of 1,000 total person trips generated for all
vehicle modes per service hour as measured from end
to end of proposed bus route.
x Trip generation to be based on standard trip
generation methodology and procedures in common
use in Southern California.
x Service maybe extended to additional time periods if
the route is able to sustain ridership that is 75 percent
of the minimum productivity standard during the first
year of service.
The service must meet the full productivity guideline within
2-3 years of the start of service. If, after 2-3 years, the service
is unable to meet the productivity standard, alternative
approaches such as an Omnilink service maybe considered.
If the service being provided is changed significantly, the
probationary period may be extended.
Omnitrans may also consider the impact on potential
ridership of other factors such as parking management or
travel demand management strategies that may be in effect.
Omnilink
Omnilink is the name applied to services operated with
vehicles smaller than the conventional 30-foot long transit
bus. This could include a range of options from mini-buses
to shared-ride vans. These services would be implemented
in areas where conventional buses are too expensive and
inefficient to operate.
New Omnilink service may be warranted in areas beyond 0.5
miles of an existing bus stop when the following conditions
are met:
x Minimum density of 3.5 households per acre or 10
jobs per acre measured over a minimum area of 25
acres.
Section IV
180
x
Road and pedestrian system that provides for safe
access and efficient operation of Omnilink service.
x
Projection of not less than 500 total person trips
generated for all vehicle modes per service hour as
measured from the transfer point to the end of the
route for a typical fixed route operation.
x
Trip generation to be based on data provided in traffic
impact studies prepared by or for municipalities for
subdivision or development approval.
x
Service may be extended to additional time periods if
two years of service.
Like the fixed-route services, the service must meet the full
productivity guideline within 2-3 years of the start of service.
If after this time frame the service appears unlikely to meet
the productivity standard, alternative approaches should be
considered. If the service type is changed, the probationary
period may be extended.
Express Bus
Express Bus describes services operated on highways
between municipal centers (e.g. Route 90 from Montclair-San
Bernardino-Riverside). The services utilize suburban style
coaches.
Express Bus service may be warranted when all of the
following conditions are met:
x Express Bus service should be considered if the travel
time between municipal centers by local bus services
is more than 30 minutes.
x
Express Bus services should incorporate a minimum of
15 minutes of non-stop or limited stop service.
Similar to fixed-route and Omnilink services, New Express Bus
services should meet the minimum productivity guidelines
within 2-3 years of implementation.
181
Notes:
Section IV
182
Section V: Service Plan
There came a time when
the risk to remain tight in
the bud was more painful
than the risk it took to
blossom.
- Anais Nin, writer
Service Plan
Three scenarios were developed for how Omnitrans service
could be improved over the next six-year period (FY2006FY2011). Current financial forecasts show constraints in
funding-revenue sources for Omnitrans. Thus, a financially
constrained scenario is recommended for implementation.
Existing Conditions Overview
Omnitrans currently provides about 685,624 hours of fixed
route service annually with a peak bus requirement of 146
buses. The buses operate a total of about 9,320,235 miles
annually. This operation includes seventeen buses that are
operated by a contractor. The total fleet includes 174 active
buses of which 28 are spares. This is a spare ratio of 17%.
The East Valley garage operates approximately 52 percent of
Omnitrans annual service hours and miles - a total of
356,024 hours and 4,557,980 miles.
The West Valley garage operates about 36 percent of
Omnitrans annual service hours and miles – 245,215 hours
and 3,285,345 miles.
Contracted fixed-route services routes 7, 8, 9, 30 (Red Line),
31 (Blue Line), & 90 make up about 12 percent of the annual
service hours and miles – 84,385 vehicle-hours and
1,476,908 vehicle-miles.
Annual weekday service represents more than 81 percent of
the total hours and miles. Saturday service is more than 11
percent of annual operating hours and miles and Sundays
are around 8 percent.
Figures V-1 and V-2 show the existing FY 2005 service hours
and miles across the system, broken down by route and by
division.
183
1
2
3
4
5
10
11
14
15
19
20
22
28
29
140
202
CityLink
EV Service
60
61
62
63
64
65
66
67
68
70
71
75
WV Service
EV/WV
Service
Total
7
8
9
30
31
90
Contract
Service
Total
All Services
Total
Route
3.13
6.00
2.20
2.73
1.98
1.73
1.43
3.90
3.53
4.92
1.53
2.53
0.93
0.77
1.35
0.92
2.00
41.58
1.90
10.03
1.07
2.08
1.00
2.00
2.98
2.00
4.83
1.08
2.75
1.00
32.72
74.30
3.42
3.58
3.18
1.00
1.00
4.67
16.85
91.15
1,836.36
40.35
44.33
46.00
15.30
12.92
85.93
244.83
2,081.19
Revenue
Weekday Hours
Non-
113.25
124.95
92.03
85.08
64.97
52.33
66.67
102.35
122.62
102.12
28.83
89.80
11.92
11.83
1.53
0.55
4.50
1,075.33
50.65
199.28
47.87
55.47
25.67
69.10
76.28
41.70
110.55
26.92
48.95
8.59
761.03
Revenue
Section V: Service Plan
184
2,172.34
261.68
43.77
47.91
49.18
16.30
13.92
90.60
1,910.66
116.38
130.95
94.23
87.81
66.95
54.06
68.10
106.25
126.15
107.04
30.36
92.33
12.85
12.60
2.88
1.47
6.50
1,116.91
52.55
209.31
48.94
57.55
26.67
71.10
79.26
43.70
115.38
28.00
51.70
9.59
793.75
Total
Daily
146
17
3
3
3
1
1
6
129
7
10
6
6
4
4
4
9
8
7
2
6
1
1
0
1
1
77
3
14
4
4
2
4
5
3
7
3
3
0
52
Bus
# of
1,349.96
192.39
22.00
34.58
37.22
11.92
11.30
75.37
1,157.57
81.90
89.55
65.92
65.00
45.88
25.67
44.67
78.42
92.93
73.92
22.83
43.62
NoService
10.83
NoService
NoService
NoService
741.14
34.17
93.00
23.77
23.73
25.67
25.60
55.55
35.75
48.83
11.83
38.53
NoService
416.43
Rev
75.63
15.68
2.33
3.75
3.53
1.00
1.00
4.07
59.95
3.22
4.50
3.52
4.07
2.12
1.00
2.10
2.97
4.47
4.72
1.53
2.03
NoService
0.77
NoService
NoService
NoService
37.02
1.75
6.13
0.73
1.07
1.00
1.25
2.50
2.00
2.67
1.00
2.83
NoService
22.93
Rev
1,425.59
208.07
24.33
38.33
40.75
12.92
12.30
79.44
1,217.52
85.12
94.05
69.44
69.07
48.00
26.67
46.77
81.39
97.40
78.64
24.36
45.65
NoService
11.60
NoService
NoService
NoService
778.16
35.92
99.13
24.50
24.80
26.67
26.85
58.05
37.75
51.50
12.83
41.36
NoService
439.36
Total
Saturday Hours
NonDaily
15
2
3
3
1
1
5
117
102
7
8
6
6
4
2
4
7
8
7
2
4
NoService
1
NoService
NoService
NoService
66
3
8
2
2
2
2
5
3
4
2
3
NoService
36
Bus
# of
1,038.72
116.91
20.42
14.90
16.23
10.30
9.53
45.53
921.81
35.68
70.90
63.57
63.42
23.40
22.67
22.83
63.92
88.53
42.33
21.83
24.38
NoService
NoService
NoService
NoService
NoService
543.46
34.22
91.00
23.77
24.70
23.67
23.60
32.88
35.75
42.90
11.83
34.03
NoService
378.35
Rev
55.52
9.92
1.92
1.83
1.00
1.00
1.00
3.17
45.60
1.53
4.12
2.47
2.73
1.13
0.73
0.97
2.47
2.95
2.82
1.53
0.80
NoService
NoService
NoService
NoService
NoService
24.25
1.75
5.90
0.57
1.10
1.00
1.00
1.48
2.00
2.80
1.00
2.75
NoService
21.35
Rev
1,094.24
126.83
22.34
16.73
17.23
11.30
10.53
48.70
967.41
37.21
75.02
66.04
66.15
24.53
23.40
23.80
66.39
91.48
45.15
23.36
25.18
NoService
NoService
NoService
NoService
NoService
567.71
35.97
96.90
24.34
25.80
24.67
24.60
34.36
37.75
45.70
12.83
36.78
NoService
399.70
Total
Sunday Hours
NonDaily
Bus
# of
96
11
2
1
2
1
1
4
85
3
8
6
6
2
2
2
6
8
4
2
2
NoService
NoService
NoService
NoService
NoService
51
3
8
2
2
2
2
3
3
4
2
3
NoService
34
Figure V-1: Existing FY 2005 Bus Service Hours by Route and Division
655,596.49
78,748.05
12,551.72
13,926.04
14,556.73
5,068.70
4,384.39
28,260.47
576,848.44
35,133.18
40,330.50
30,281.81
28,435.06
20,249.66
15,940.81
20,598.69
33,587.22
40,797.49
32,201.79
9,692.97
26,592.78
3,075.36
3,593.64
394.74
141.90
1,161.00
342,208.60
16,521.42
60,705.24
14,751.23
16,757.46
9,113.53
20,311.40
24,134.62
12,546.10
33,151.30
8,140.19
16,291.13
2,216.22
234,639.84
Hours
Revenue
30,027.98
5,637.22
1,096.78
1,204.47
1,047.94
359.00
359.00
1,570.03
24,390.76
1,046.57
1,983.12
869.57
1,047.07
674.47
533.57
523.41
1,280.67
1,284.69
1,649.18
549.27
795.04
239.94
237.16
348.30
237.36
516.00
13,815.39
666.95
3,195.14
341.63
646.24
359.00
629.50
969.32
616.00
1,522.44
379.90
991.25
258.00
10,575.37
Revenue
Annual
Non
685,624.47
84,385.27
13,648.50
15,130.51
15,604.67
5,427.70
4,743.39
29,830.50
601,239.20
36,179.75
42,313.62
31,151.38
29,482.13
20,924.13
16,474.38
21,122.10
34,867.89
42,082.18
33,850.97
10,242.24
27,387.82
3,315.30
3,830.80
743.04
379.26
1,677.00
356,023.99
17,188.37
63,900.38
15,092.86
17,403.70
9,472.53
20,940.90
25,103.94
13,162.10
34,673.74
8,520.09
17,282.38
2,474.22
245,215.21
Total
Total Existing
185
231.20
2,048.14
4,300.24
27,341.82
Contract Total
9.70
36.70
93.30
69.30
11.10
11.10
1,816.94
23,041.58
2,080.70
467.84
641.10
878.80
107.80
124.00
67.74
137.74
52.53
70.32
43.69
32.82
28.63
68.75
91.43
147.25
39.14
54.44
19.57
19.57
62.04
10.34
3.92
949.92
62.83
290.76
18.69
40.87
30.08
23.62
97.41
53.73
132.93
14.00
14.00
88.10
867.02
1,241.25
1,479.94
1,170.24
1,077.24
795.96
690.18
761.37
1,117.63
1,601.09
1,250.18
351.77
1,354.26
171.12
138.36
30.11
3.02
19.92
13,253.64
583.44
2,591.94
598.29
718.41
372.97
903.00
1,076.06
515.84
1,221.74
376.88
120.26
709.11
9,787.94
NonRevenue
Weekday
90
7
8
9
30
31
1
2
3
4
5
10
11
14
15
19
20
22
28
29
140
202
CityLink
EV Service
60
61
62
63
64
65
66
67
68
70
75
71
WV Service
EV/WV Service
Total
Revenue
Miles
29,389.96
4,531.44
2,090.40
504.54
734.40
948.10
118.90
135.10
24,858.52
1,308.99
1,617.68
1,222.77
1,147.56
839.65
723.00
790.00
1,186.38
1,692.52
1,397.43
390.91
1,408.70
190.69
157.93
92.15
13.36
23.84
14,203.56
646.27
2,882.70
616.98
759.28
403.05
926.62
1,173.47
569.57
1,354.67
390.88
134.26
797.21
10,654.96
Daily
Total
18,065.38
3,529.30
1,997.20
275.60
506.10
546.90
89.80
113.70
1,955.93
380.60
84.20
28.60
93.30
107.90
33.30
33.30
1,575.33
925.96
47.79
189.44
12.30
20.06
30.08
19.97
79.44
59.23
67.05
14.00
No Service
110.01
649.37
9,304.88
395.34
1,081.92
286.56
308.28
372.97
335.40
786.14
440.52
500.10
165.62
No Service
558.35
5,231.20
14,536.08
70.71
110.91
89.62
113.14
47.92
19.16
45.09
55.80
132.53
135.03
39.14
47.34
No Service
19.57
No Service
No Service
NonRevenue
Saturday
905.08
1,212.31
843.68
825.26
566.69
338.78
511.51
856.29
1,208.96
909.78
278.99
720.72
No Service
126.83
No Service
No Service
Revenue
Miles
20,021.31
3,909.90
2,081.40
304.20
599.40
654.80
123.10
147.00
16,111.41
10,230.84
443.13
1,271.36
298.86
328.34
403.05
355.37
865.58
499.75
567.15
179.62
No Service
668.36
5,880.57
975.79
1,323.22
933.30
938.40
614.61
357.94
556.60
912.09
1,341.49
1,044.81
318.13
768.06
No Service
146.40
No Service
No Service
Daily Total
13,161.93
2,042.20
1131.00
252.50
225.00
240.50
89.80
103.40
11,119.73
6,911.44
395.34
1,059.22
286.56
320.17
344.28
309.60
393.68
No Service
440.33
165.62
No Service
493.49
4,208.29
455.88
944.41
800.62
806.42
289.44
299.28
261.48
809.30
1,152.20
465.52
266.86
360.03
No Service
No Service
No Service
No Service
Revenue
Miles
1,280.42
159.80
62.40
22.30
3.80
26.90
22.20
22.20
1,120.62
577.19
47.79
175.78
12.30
20.77
30.08
19.34
58.15
No Service
75.96
14.00
No Service
89.26
543.43
34.14
100.63
71.48
67.27
26.58
13.65
20.53
46.17
80.87
53.45
39.14
23.28
No Service
No Service
No Service
No Service
NonRevenue
Sunday
14,442.35
2,202.00
1193.40
274.80
228.80
267.40
112.00
125.60
12,240.35
7,488.63
443.13
1,235.00
298.86
340.94
374.36
328.94
451.83
No Service
516.29
179.62
No Service
582.75
4,751.72
490.02
1,045.04
872.10
873.69
316.02
312.93
282.01
855.47
1,233.07
518.97
306.00
383.31
No Service
No Service
No Service
No Service
Daily Total
Figure V-2: Existing FY 2005 Bus Service Miles by Route and Division
8,628,716.99
1,390,079.12
694,361.60
147,360.22
202,183.80
266,340.90
36,882.20
42,950.40
7,238,637.87
388,746.38
490,604.93
384,937.54
360,318.34
248,453.62
210,268.72
235,344.44
372,437.34
532,291.42
391,776.96
118,316.02
403,796.61
44,148.96
42,038.38
7,768.38
779.16
5,139.36
4,237,166.56
190,456.86
776,836.74
183,301.38
217,092.45
132,433.04
265,533.60
337,008.16
155,112.72
362,670.75
113,962.66
31,027.08
236,035.87
3,001,471.31
Revenue
Miles
691,518.04
86,829.40
9,895.00
12,035.90
28,930.20
24,646.30
5,661.00
5,661.00
604,688.64
22,753.56
46,214.55
21,679.22
27,230.33
15,023.60
10,121.71
10,688.07
22,882.17
34,339.81
47,467.95
14,051.26
17,599.80
5,049.06
6,027.56
16,006.32
2,667.72
1,011.36
320,814.05
21,036.93
93,452.86
6,064.32
12,606.73
10,798.72
8,078.80
32,069.43
16,823.84
41,522.40
5,026.00
3,612.00
32,782.56
283,874.59
NonRevenue
Annual
9,320,235.03
1,476,908.52
704,256.60
159,396.12
231,114.00
290,987.20
42,543.20
48,611.40
7,843,326.51
411,499.94
536,819.48
406,616.76
387,548.67
263,477.22
220,390.43
246,032.51
395,319.51
566,631.23
439,244.91
132,367.28
421,396.41
49,198.02
48,065.94
23,774.70
3,446.88
6,150.72
4,557,980.61
211,493.79
870,289.60
189,365.70
229,699.18
143,231.76
273,612.40
369,077.59
171,936.56
404,193.15
118,988.66
34,639.08
268,818.43
3,285,345.90
Total
Service Plan
The Financially Constrained scenario assumes little growth in
funding revenue sources for Omnitrans over the next six
years.
The service plan for this scenario focuses on
improving efficiencies and service effectiveness across the
system, while maintaining and, in some cases, increasing
coverage and service frequency.
A complete route-by-route review was carried out based on
four service standards:
Productivity
Span of service and coverage
Walking distance
Duplication of service
Selected routes were modified to resolve customer and
operational issues and to raise the potential for ridership
increase. In January 2004, Omnitrans underwent a major
system restructuring that included the addition of four new
routes (28, 64, 75 and 140) and complete restructuring of
routes (8, 11, 29, 30, 31, 60, 67, 71), all of which were low in
productivity and seat utilization. The proposed changes for
FY 2006 take into account the recently redesigned routes
and the temporal need of these new/reformed routes to
mature and perform up to standards; therefore, proposed
changes for the upcoming financially constrained context
are moderate.
Most changes were concentrated on the less productive
routes according to the performance analysis presented in
Section III – Existing Conditions and Services. Routes that
had low boardings, low seat utilization, or operational
setbacks (e.g. Routes 8, 9, 20, & 28) were adjusted for
improved performance while routes that had good
performance were slightly changed or left untouched (e.g.
Routes 1, 2, 3, 4, & 14).
Figures V-3 and V-4 show the service plan with modified
routes to be implemented in FY 2006. Routes are colored
according to their service frequency.
Section V
Service Plan
186
The East Valley conserves a core of north-south and eastwest routes with 15-minute service in more densely
developed corridors, complemented by half-hourly services
in consolidated urban areas and hourly services on lower
density and peripheral areas. The West Valley features a
core of 15 minute and half-hourly services in consolidated
urban areas and complementary/feeder hourly services in
lower density and newly developed areas.
Figures V-5 through V-7 show service frequencies by route
and by service day.
187
This page intentionally left blank.
Section V
Service Plan
188
189
189
Figure V-3
Section V
Service Plan
190
Section V
Service Plan
190
Figure V-4
191
CityLink
7
8
9
30
31
90
202
140
75
Route
1
2
3
4
5
10
11
14
14L
15
19
20
22
28
29
60
61
62
63
64
65
66
67
68
70
71
Tripper
Tripper
Tripper
No
Service
Feeder
60 - 30
60
60
60
60
45 - 50
Santa Fe Depot - Downtown San Bernardino
*Highlights indicate improved frequency/service span.
30 - 60
60
60
60
60
45 - 60
No Service
60
60
Base
8:30 - 2:29
30 - 15
15
15
15
30
30
30
15
LS
30
30
30
15
60
60
60
15
30 - 60
30
60
30
15
60
30
60
60
AM Peak
to 8:29
30 - 15
85/30
60 - 15
60 - 15
30
60 - 30
30
50 - 15
LS
30
30
30
30 - 15
60
60
60
30 - 15
30 - 60
60 - 30
60
30
15
60
60 - 30
60
60
Route Name
San Bernardino - Fontana Limited Stop Service
Redlands - Colton - Fontana
Southridge - Slover Ave - Kaiser
Bloomington - Valley Blvd - Kaiser
Fontana - Ontario Mills - Pomona
Montclair - Ontario - Chino
Chino - Ontario - Upland
Fontana - Foothill - Montclair
Ontario - Baseline - Fontana
30 - 60
60
60
60
60
35 - 45
Feeder
Tripper
Tripper
60
PM Peak
2:30 - 17:59
30 - 15
15
15
15
30
30
30
15
No Service
30
30
30
15
60
60
60
15
30 - 60
30
60
30
15
60
30
60
60
30 - 60
60
60
60
60
35 - 60
Feeder
No Service
No Service
No Service
Evening
18:00 - 21:59
30 - 15
30
15 - 30
15 - 30
30
30
30
15 - 30
No Service
30
30 - 60
30
15 - 30
60
60
60
15
30 - 60
30 - 60
60
30
15
60
30 - 60
60
60
Figure V-5: Weekday FY 2006 Service Frequency by Route (in minutes)
No Service
No Service
No Service
No Service
No Service
60
No Service
No Service
No Service
No Service
Night
22:00 to
30
30 - 60
30
30
30
No Service
30
60
No Service
30
60
No Service
No Service
No Service
No Service
60
15 - 30
No Service
No Service
No Service
30
No Service
No Service
60
No Service
60
Service
Hours
4:38 - 22:49
4:25 - 22:40
4:28 - 23:11
4:33 - 22:40
5:28 - 22:40
5:35 - 20:25
5:25 - 22:50
3:55 - 22:57
5:00 - 9:00
5:08 - 22:39
4:50 - 22:25
5:02 - 20:27
4:48 - 22:14
6:02 - 18:57
6:45 - 18:35
4:40 - 22:26
4:20 - 23:21
5:23 - 21:41
5:52 - 22:15
7:00 - 19:50
4:50 - 22:44
4:31 - 22:38
5:30 - 20:25
4:49 - 22:55
6:34 - 18:47
5:06 - 22:27
6:05 - 9:58
15:05 - 18:57
8:05 - 8:51
15:23 - 16:09
8:40 - 8:55 14:30
- 14:48
6:10,6:50,7:45
16:00,17:00,18:10
4:53 - 19:52
4:30 - 20:30
4:33 - 22:48
6:07 - 21:25
7:00 - 19:55
4:40 - 22:25
Section V
Service Plan
192
Route
1
2
3
4
5
10
11
14
15
19
20
22
28
29
60
61
62
63
64
65
66
67
68
70
71
75
140
202
7
8
9
30
31
90
Route Name
AM Peak
to 8:29
30 - 15
15
30 - 15
30 - 15
30
60
30
30 - 15
30
30
30
20
No Service
60
60
15
60
60
60
60
40 - 30
60
60
60
60
No Service
No Service
No Service
60
60
60
60
60
50 - 45
Base
8:30 - 2:29
30 - 15
15
15
15
30
60
30
15
30
30
30
20
No Service
60
60
15
60
60
60
60
30
60
60
60
60
No Service
No Service
No Service
60
60
60
60
60
45
PM Peak
2:30 - 17:59
30 - 15
15
15
15
30
60
30
15
30
30
30
20
No Service
60
60
15
60
60
60
60
30
60
60
60
60
No Service
No Service
No Service
60
60
60
60
60
45
Evening
18:00 - 21:59
30 - 15
15
15
15
30
60
30
30 - 40
30
30
30
20
No Service
60
60
15
60
60
60
60
30
60
60
60
60
No Service
No Service
No Service
60
60
60
60
60
45 - 60
Figure V-6: Saturday FY 2006 Service Frequency by Route (in minutes)
Night
22:00 to
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
60
Service
Hours
6:38 - 19:28
6:35 - 19:15
6:09 - 19:19
6:33 - 19:27
6:28 - 19:10
6:35 - 19:25
6:55 - 19:20
5:30 - 22:35
6:38 - 19:55
5:20 - 19:05
6:32 - 18:27
7:40 - 19:14
na
7:45 - 18:35
6:45 - 19:39
5:40 - 22:48
6:50 - 18:44
6:52 - 18:46
7:00 - 19:50
6:20 - 19:15
5:43 – 22:23
6:35 - 19:30
6:10 - 19:52
6:45 - 18:37
6:35 - 20:28
na
na
na
6:50 - 18:50
5:40 - 19:20
5:33 - 22:28
7:30 - 19:25
7:37 - 18:55
5:30 - 22:40
193
1
2
3
4
5
10
11
14
15
19
20
22
28
29
60
61
62
63
64
65
66
67
68
70
71
75
140
202
7
8
9
30
31
90
Route Name
Route
60
120
120
60
60
60
60 - 30
60
45 - 30
30 - 15
60
60
60
30 - 15
30
60
30
45
No Service
No Service
60
15
60
60
60
60
30
No Service
60
60
60
No Service
No Service
No Service
AM Peak
to 8:29
60
120
120
60
60
60 - 55
60 - 30
60 - 15
15
15
60
60
60
15
30
60
30
45
No Service
No Service
60
15
60
60
60
60
30
No Service
60
60
60
No Service
No Service
No Service
Base
8:30 - 2:29
60
120
120
60
60
60 - 45
60 - 30
15
15
15
60
60
60
15
30
60
30
45
No Service
No Service
60
15
60
60
60
60
30
No Service
60
60
60
No Service
No Service
No Service
PM Peak
2:30 - 17:59
No Service
120
120
60
No Service
60
60 - 30
30
30
30
60
60
60
15 - 30
30
60
No Service
45
No Service
No Service
60
15
60
60
60
60
30
No Service
60
60
60
No Service
No Service
No Service
Evening
18:00 - 21:59
Figure V-7: Sunday FY 2006 Service Frequency by Route (in minutes)
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
Night
22:00 to
7:30 - 17:55
7:05 - 19:05
7:10 - 18:30
8:07 - 18:25
8:00 - 17:32
6:50 - 20:02
6:32 - 19:25
6:56 - 19:03
6:09 - 19:15
6:33 - 19:12
6:38 - 19:20
7:35 - 19:25
7:25 - 19:20
6:17 - 19:10
7:00 - 19:30
5:15 - 18:50
6:32 - 17:57
7:00 - 19:36
na
na
6:45 - 19:40
5:39 - 19:47
6:50 - 18:44
6:52 - 19:44
7:00 - 19:50
6:31 - 18:26
5:35 - 18:52
na
7:06 - 18:52
6:45 - 18:40
6:35 - 18:55
na
na
na
Service
Hours
Route Changes: FY 2006 (Implementation September
2005)
The following changes are improvements and
extensions in service beyond the Existing System.
Route 1:
Operate a peak time tripper between 7:00 a.m.
to 8:00 a.m. and 11:45 a.m. to 3:00 p.m., southbound from
downtown San Bernardino to Arrowhead Regional Medical
Center, weekdays. All net changes are for the period of
September 6, 2005 through June 30, 2006.
Net Change:
Revenue Miles
12,720
Revenue Hours
9112
Buses
1
Route 2:
Implement a schedule adherence bus from
approximately between 2:00 p.m. to 6:00 p.m., both
directions, on weekdays.
Net Change:
Revenue Miles
11,872
Revenue Hours
848
Buses
1
Route 3:
Service span will be increased in the mornings
to provide service from Downtown San Bernardino by
approximately 7:00 a.m. on Saturdays and Sundays.
Net Change:
Revenue Miles
3,854
Revenue Hours
408
Buses
0
Route 4:
Net Change:
Revenue Miles
779
Section V
Service Plan
194
Revenue Hours
56
Buses
0
Route 8:
Net Change:
Revenue Miles
3526
Revenue Hours
254
Buses
0
Route 9:
to arrive at Downtown San Bernardino by approximately
6:00 a.m. on Weekdays and by 7:00 a.m. on Saturdays.
Service span will also increase for evening service, departing
Downtown San Bernardino by 9:00 p.m. on Weekdays and
Saturdays.
Net Change:
Revenue Miles
11,024
Revenue Hours
771
Buses
0
Route 14:
to arrive at Downtown San Bernardino by approximately
7:00 a.m. on Saturdays and Sundays and in the evenings to
depart Downtown San Bernardino by 9:00 p.m. on
Saturdays.
Net Change:
Revenue Miles
13,356
Revenue Hours
954
Buses
0
Route 19:
to provide service from Fontana Metrolink by approximately
7:00 a.m. on Saturdays and Sundays.
Net Change:
Revenue Miles
5494
Revenue Hours
390
Buses
0
195
Route 20:
Service Span will be increased on weekdays in
the morning northbound trip from Marygold & Sierra to
enable connections with Fontana Metrolink by 5:30 a.m.
Net Change:
Revenue Miles
4073
Revenue Hours
320
Buses
0
Route 28:
Service Span will be increased on weekdays in
the morning trip in both directions, beginning anhour earlier
(6:02 a.m. at Marygold & Sierra), westbound.
Net Change:
Revenue Miles
2,989
Revenue Hours
212
Buses
0
Route 61:
Am service span will be increased in the
morning to arrive at Ontario Transcenter by approximately
7:00 a.m. on Saturdays and Sundays, and to depart Ontario
Transcenter by 9:00 p.m. on Saturdays. Service frequency is
improved from 30 to 15 minutes on Saturdays (from 7:00
a.m. to 6:00 p.m.) and Sundays (from 7:00 a.m. to 6:00 p.m.).
An additional trip is also implemented at the end of the day
to offer late shift workers transportation from the Fontana
Metrolink traveling westbound, weekdays.
Net Change:
Revenue Miles
120,950
Revenue Hours
8,643
Buses
0
Route 66:
Am service span will be increased in the
mornings to arrive at Montclair Transcenter by approximately
7:00 a.m. on Saturdays and Sundays and in the evenings to
depart Montclair Transcenter by 9:00 p.m. on Saturdays.
Service frequency is improved from 30 to 15 minutes on
weekdays (between 6:30 a.m. and 6:30 p.m.) and from 60 to
30 minutes on Sundays (between 9:07 a.m. to 6:08 p.m.)
Net Change:
Revenue Miles
206,276
Section V
Service Plan
196
Revenue Hours
14,840
Buses
7
New Routes:
14LTD: Route 14LTD will operate via Foothill Boulevard with
limited stops at 4th Street Transit mall, Foothill & Riverside,
Foothill & Cedar, and Fontana Metrolink from 5:00 a.m. to
9:00 a.m., on weekdays, with a 120-minute frequency.
Net Change:
Revenue Miles
7,992
Revenue Hours
852
Buses
1
The proposed trippers on Routes 1 and 2, the new route 14L,
and the schedule enhancement to Route 66 are currently
estimated to require 10 additional peak buses distributed as
shown in Figure V-8. Including
spares, the total fleet
required in FY 2006 will be 186 buses.
Figure V-8 Fleet Requirements,
Bus Type
Standard 40’ Low Floor
Redlands Trolley
Mid Size Buses
Route 90
Contingency
Total
Peak
Requirement
139
2
9
6
None
156
Spares
23
1
3
1
7
35
Total
162
3
12
7
7
191
A route-by-route comparison of the number of buses, hours
and miles required for each route for the implementation
year FY 2006 is shown in Figures V-9 and V-10. The resource
budget identifies the requirements by division, including the
services to be contracted. A full year of the new service will
require
740,938 hours of service, about 55,313 more
hours of service from existing conditions, which represents a
7.5 percent increase. The new annual mileage will be
10,433,397, an increase of about 1,113,162 miles, which is a
12 percent increase.
The East Valley garage will now operate 48 percent of the
annual service hours and 44 percent of the miles - a total of
362,005 hours and 4,634,648 miles. This represents less
than a 2 percent increase in hours and miles.
197
The West Valley garage will operate close to 40 percent of
the annual service hours and 41 percent of the miles – a
total of 293,279 hours and 4,304,084 miles, representing a
19.6 percent increase in hours and 31 percent increase in
miles.
Contracted fixed-route services will share 12 of annual
service hours and 15 percent of annual vehicle-miles.
Figure V-9 shows the Financially Constrained Bus Service
Hours and Peak Fleet by Route and Division.
Figure V-10 shows the Financially Constrained Bus Service
Miles by Route and Division.
Section V
Service Plan
198
102.12
30.33
89.80
12.92
11.83
15.30
12.92
1.53
0.55
4.50
19
20
22
28
29
30
31
140
202
CityLink
25.67
69.10
204.00
41.70
110.55
26.92
48.95
8.59
85.93
976.09
64
65
66
67
68
70
71
75
90
199
EV/WV Service
Total
2,227.95
42.16
55.47
63
WV Service
4.67
47.87
62
96.34
1.00
2.75
1.08
4.83
2.00
7.75
2.00
1.00
2.08
1.07
10.03
200.69
61
1.90
50.65
54.18
2.00
0.92
1.35
1.00
1.00
0.77
0.93
2.53
1.53
4.92
3.53
0.42
3.90
1.43
1.73
3.18
3.58
3.42
1.98
2.73
2.20
6.00
3.13
Revenue
Non-
Weekday Hours
60
1,251.86
122.62
15
EV Service
4.00
14L
52.33
10
66.67
48.88
9
102.35
44.33
8
14
40.35
7
11
85.08
64.97
92.03
3
5
128.95
4
117.50
2
Revenue
1
Route
2,324.29
1,018.25
90.60
9.59
51.70
28.00
115.38
43.70
211.75
71.10
26.67
57.55
48.94
210.72
52.55
1,306.04
6.50
1.47
2.88
13.92
16.30
12.60
13.85
92.33
31.86
107.04
126.15
4.42
106.25
68.10
54.06
52.06
47.91
43.77
66.95
87.81
94.23
134.95
120.63
Total
Daily
156
65
6
0
3
3
7
3
12
4
2
4
4
14
3
91
1
1
0
1
1
1
1
6
2
7
8
1
9
4
4
3
3
3
4
6
6
11
8
Bus
# of
1,508.71
615.34
75.37
NoService
38.53
11.83
48.83
35.75
71.09
25.60
25.67
23.73
23.77
201.00
34.17
893.37
NoService
NoService
NoService
11.30
11.92
10.83
NoService
43.62
22.83
80.38
92.93
NoService
95.84
44.67
25.67
41.49
37.78
22.00
45.88
65.46
69.32
89.55
81.90
Rev
81.76
33.13
4.07
NoService
2.83
1.00
2.67
2.00
2.50
1.25
1.00
1.07
0.73
12.26
1.75
48.63
NoService
NoService
NoService
1.00
1.00
0.77
NoService
2.03
1.53
4.72
4.47
NoService
2.97
2.10
1.00
3.53
3.75
2.33
2.12
4.07
3.52
4.50
3.22
Rev
Non-
1,590.47
648.47
79.44
NoService
41.36
12.83
51.50
37.75
73.59
26.85
26.67
24.80
24.50
213.26
35.92
942.00
NoService
NoService
NoService
12.30
12.92
11.60
NoService
45.65
24.36
85.10
97.40
NoService
98.81
46.77
26.67
45.02
41.53
24.33
48.00
69.53
72.84
94.05
85.12
Total
Daily
Saturday Hours
123
47
5
NoService
3
2
4
3
5
2
2
2
2
14
3
76
NoService
NoService
NoService
1
1
1
NoService
4
2
7
8
NoService
7
4
2
3
3
2
4
6
6
8
7
Bus
# of
1,149.85
518.68
45.53
NoService
34.03
11.83
42.90
NoService
67.76
23.60
23.67
24.70
23.77
186.67
34.22
631.17
NoService
NoService
NoService
9.53
10.30
NoService
NoService
24.38
21.83
45.51
88.53
NoService
67.84
22.83
22.67
16.23
17.90
20.42
23.40
64.32
68.90
70.90
35.68
Rev
60.90
29.90
3.17
NoService
2.75
1.00
2.80
NoService
2.96
1.00
1.00
1.10
0.57
11.80
1.75
31.00
NoService
NoService
NoService
1.00
1.00
NoService
NoService
0.80
1.53
2.82
2.95
NoService
2.47
0.97
0.73
1.00
1.83
1.92
1.13
2.73
2.47
4.12
1.53
Rev
Non-
1,210.75
548.58
48.70
NoService
36.78
12.83
45.70
NoService
70.72
24.60
24.67
25.80
24.34
198.47
35.97
662.17
NoService
NoService
NoService
10.53
11.30
NoService
NoService
25.18
23.36
48.33
91.48
NoService
70.31
23.80
23.40
17.23
19.73
22.34
24.53
67.05
71.37
75.02
37.21
Total
Daily
Sunday Hours
102
44
4
NoService
3
2
4
NoService
6
2
2
2
2
14
3
58
NoService
NoService
NoService
1
1
NoService
NoService
2
2
4
8
NoService
6
2
2
2
1
2
2
6
6
8
3
Bus
# of
708,888.95
309,050.90
28,260.47
2,216.22
16,291.13
8,140.19
33,151.30
12,546.10
59,642.26
20,311.40
9,113.53
16,757.46
14,751.23
71,348.19
16,521.42
399,838.05
1,161.00
141.90
394.74
4,384.39
5,068.70
3,593.64
3,333.36
26,592.78
10,079.97
32,686.97
40,797.49
1,032.00
34,658.14
20,598.69
15,940.81
15,513.27
14,239.04
12,551.72
20,249.66
28,503.96
30,723.64
41,362.50
36,229.68
Hours
Revenue
32,049.36
14,058.42
1,570.03
258.00
991.25
379.90
1,522.44
616.00
2,274.94
629.50
359.00
646.24
341.63
3,802.54
666.95
17,990.94
516.00
237.36
348.30
359.00
359.00
237.16
239.94
795.04
549.27
1,649.18
1,284.69
108.36
1,280.67
523.41
533.57
1,047.94
1,204.47
1,096.78
674.47
1,047.07
869.57
1,983.12
1,046.57
Revenue
Non
Annual
Figure V-9: Financially Constrained FY 2006 Bus Service Hours and Peak Fleet by Route and Division
740,938.31
323,109.32
29,830.50
2,474.22
17,282.38
8,520.09
34,673.74
13,162.10
61,917.20
20,940.90
9,472.53
17,403.70
15,092.86
75,150.73
17,188.37
417,828.99
1,677.00
379.26
743.04
4,743.39
5,427.70
3,830.80
3,573.30
27,387.82
10,629.24
34,336.15
42,082.18
1,140.36
35,938.81
21,122.10
16,474.38
16,561.21
15,443.51
13,648.50
20,924.13
29,551.03
31,593.21
43,345.62
37,276.25
Total
11.10
62.04
10.34
138.36
107.80
124.00
30.11
3.02
19.92
29
30
31
140
202
CityLink
372.97
903.00
1,753.00
515.84
1,221.74
376.88
120.26
709.11
2,080.70
12,565.44
64
65
66
67
68
70
75
71
90
WV Service
28,264.72
9.70
718.41
63
EV/WV Service
Total
88.10
598.29
62
62.83
2,110.23
934.31
14.00
14.00
132.93
53.73
155.00
23.62
30.08
40.87
18.69
290.76
583.44
2,611.80
61
1,175.92
3.92
19.57
19.57
60
15,699.28
11.10
185.12
54.44
39.14
147.25
91.43
4.50
68.75
28
1,117.63
14
28.63
32.82
1,354.26
761.37
11
22
690.18
10
69.30
370.90
919.05
9
93.30
1,250.18
641.10
8
36.70
43.69
20
467.84
7
19
795.96
5
70.32
52.53
37.22
1,077.24
4
1,601.09
1,170.24
3
67.74
137.74
15
1,535.94
NonRevenue
Weekday
30,374.95
13,499.75
2,090.40
797.21
134.26
390.88
1,354.67
569.57
1,908.00
926.62
403.05
759.28
616.98
2,902.56
646.27
16,875.20
23.84
13.36
92.15
135.10
118.90
157.93
204.69
1,408.70
410.04
1,397.43
1,692.52
41.72
1,186.38
790.00
723.00
988.35
734.40
504.54
839.65
1,147.56
1,222.77
1,673.68
1,368.49
Daily Total
20,084.39
8,957.96
1,997.20
558.35
No Service
165.62
500.10
440.52
1,003.70
335.40
372.97
308.28
286.56
2,593.92
395.34
11,126.43
No Service
No Service
No Service
113.70
89.80
126.83
No Service
720.72
278.99
1,000.22
1,208.96
No Service
1,100.17
511.51
338.78
606.69
550.90
275.60
566.69
831.70
891.28
1,212.31
905.08
Revenue
Miles
33.30
923.01
84.20
110.01
2,078.77
No Service
14.00
67.05
59.23
79.44
19.97
30.08
20.06
12.30
378.88
47.79
1,155.76
No Service
No Service
No Service
33.30
19.57
No Service
47.34
39.14
135.03
132.53
No Service
55.80
45.09
19.16
107.90
93.30
28.60
47.92
113.14
89.62
110.91
70.71
NonRevenue
Saturday
22,163.16
9,880.97
2,081.40
668.36
No Service
179.62
567.15
499.75
1,083.14
355.37
403.05
328.34
298.86
2,972.80
443.13
12,282.19
No Service
No Service
No Service
147.00
123.10
146.40
No Service
768.06
318.13
1,135.25
1,341.49
No Service
1,155.97
556.60
357.94
714.59
644.20
304.20
614.61
944.84
980.90
1,323.22
975.79
Daily Total
103.40
89.80
440.33
7,668.14
1131.00
493.49
165.62
15,692.37
No Service
No Service
1,355.20
309.60
344.28
320.17
286.56
2,426.55
395.34
8,024.23
No Service
No Service
No Service
No Service
No Service
360.03
266.86
509.99
1,152.20
No Service
864.20
261.48
299.28
240.50
267.00
252.50
289.44
819.04
848.22
944.41
455.88
Revenue
Miles
1,457.25
782.66
62.40
89.26
No Service
14.00
75.96
No Service
59.20
19.34
30.08
20.77
12.30
351.56
47.79
674.59
No Service
No Service
No Service
22.20
22.20
No Service
No Service
23.28
39.14
53.45
80.87
No Service
46.17
20.53
13.65
26.90
3.80
22.30
26.58
67.27
71.48
100.63
34.14
NonRevenue
Sunday
Annual
17,149.62
8,450.80
1193.40
582.75
No Service
179.62
516.29
No Service
1,414.40
328.94
374.36
340.94
298.86
2,778.11
443.13
8,698.82
No Service
No Service
No Service
125.60
112.00
No Service
No Service
383.31
306.00
563.44
1,233.07
No Service
910.37
282.01
312.93
267.40
270.80
274.80
316.02
886.31
919.70
1,045.04
490.02
9,184,327.15
4,203,493.75
694,361.60
236,035.87
31,027.08
113,962.66
362,670.75
155,112.72
727,596.00
265,533.60
132,433.04
217,092.45
183,301.38
893,909.74
190,456.86
4,980,833.40
5,139.36
779.16
7,768.38
42,950.40
36,882.20
42,038.38
46,986.96
403,796.61
123,251.56
397,111.00
532,291.42
9,602.76
384,218.00
235,344.44
210,268.72
244,086.62
205,626.80
147,360.22
248,453.62
361,077.34
389,745.14
501,956.93
404,097.38
726,027.59
327,118.14
9,895.00
32,782.56
3,612.00
5,026.00
41,522.40
16,823.84
46,981.20
8,078.80
10,798.72
12,606.73
6,064.32
111,889.64
21,036.93
398,909.45
1,011.36
2,667.72
16,006.32
5,661.00
5,661.00
6,027.56
5,049.06
17,599.80
14,051.26
47,467.95
34,339.81
1,161.00
22,882.17
10,688.07
10,121.71
24,646.30
28,930.20
12,035.90
15,023.60
27,230.33
21,679.22
46,214.55
22,753.56
Daily Total Revenue Miles Non-Revenue
Figure V-10: Financially Constrained FY 2006 Bus Service Miles by Route and Division
14L
1,300.75
2
Revenue
Miles
1
Route
EV Service
Section V
Service Plan
200
9,910,354.74
4,530,611.89
704,256.60
268,818.43
34,639.08
118,988.66
404,193.15
171,936.56
774,577.20
273,612.40
143,231.76
229,699.18
189,365.70
1,005,799.38
211,493.79
5,379,742.85
6,150.72
3,446.88
23,774.70
48,611.40
42,543.20
48,065.94
52,036.02
421,396.41
137,302.82
444,578.95
566,631.23
10,763.76
407,100.17
246,032.51
220,390.43
268,732.92
234,557.00
159,396.12
263,477.22
388,307.67
411,424.36
548,171.48
426,850.94
Total
FY04-08 Fare Policy and Implementation Plan
In February 2003, Omnitrans Board of Directors approved a
4-year fare policy which included a fare change that went
into affect in September 2003, and proposed two additional
fare increases in July 2005 and July 2007. Each of these
subsequent fare changes would need to be reviewed and
approved by the Board of Directors prior to their
implementation.
The initial fare increase that occurred in September 2003
allowed Omnitrans to maintain a 20% farebox recovery with
its fixed route system, and a 10% farebox recovery with its
ADA paratransit system.
With the increase in costs
associated with operating the system, the fare increase was
vital to maintaining these ratios, which are requirements in
order to continue to get operating dollars from the Local
Transportation Fund (LTF).
All of the improvements that are shown in the previous
pages are done to address passenger concerns and to meet
more of their transportation needs in the coming year. In
order to allow the system changes that were implemented in
January 2004 and the changes for September 2005 to fully
develop, it is proposed that the fare increase scheduled for
July 2005 be delayed, possibly until July 2007.
201
Figure V-11: Proposed Fare Structure Changes (Fixed Route)
Fixed Route
Cash Fares
Regular
Senior & Disabled*
Effective
September
2003
$
1.15
$
0.50
Free
Effective July 2005
(no change
proposed)
$
1.15
$
0.50
Free
Effective
July 2007
(planned)
$ 1.30
$ 0.60
Free
Day Passes
Full Fare
Senior & Disabled*
7-Day Pass
Full Fare
Senior & Disabled*
$
$
2.75
1.25
$
$
2.75
1.25
$ 3.25
$ 1.50
$
$
16.00
8.00
$
$
16.00
8.00
$ 18.00
$ 9.00
31-Day Pass
Full Fare
Senior & Disabled*
Student Fare
$
$
$
41.00
20.50
29.50
$
$
$
41.00
20.50
29.50
$ 46.50
$ 23.00
$ 33.50
*Does not include Measure I subsidy for senior and disabled passengers of $0.05 per trip.
Section V
Service Plan
202
Figure V-12: Proposed Fare Structure Changes (Access and Omnilink)
Access*
Passenger
1 zone
2 zones
3 zones
4 zones
5 zones
6 zones
Companion
1 zone
2 zones
3 zones
4 zones
5 zones
6 zones
Effective September
2003
$ 2.05
$ 2.05
$ 2.05
$ 2.80
$ 3.55
$ 4.30
$
$
$
$
$
$
Effective July 2005
(no change proposed)
$ 2.05
$ 2.05
$ 2.05
$ 2.80
$ 3.55
$ 4.30
2.30
2.30
2.30
3.05
3.80
4.55
Free
$
$
$
$
$
$
Effective July
2007 (planned)
$ 2.35
$ 2.35
$ 2.35
$ 3.20
$ 4.05
$ 4.90
2.30
2.30
2.30
3.05
3.80
4.55
Free
$
$
$
$
$
$
2.60
2.60
2.60
3.45
4.30
5.15
Free
Subscription Passes
1 zone
2 zones
3 zones
4 zones
5 zones
6 zones
$
$
$
$
$
$
172.50
172.50
172.50
228.50
285.00
341.00
$
$
$
$
$
$
172.50
172.50
172.50
228.50
285.00
341.00
$
$
$
$
$
$
195.00
195.00
195.00
258.50
322.50
386.00
Omnilink
Passenger
Regular
Senior & Disabled**
Effective September
2003
$
2.50
$
1.25
Free
Effective July 2005
(no change proposed)
$
2.50
$
1.25
Free
Effective July
2007 (planned)
$ 2.75
$ 1.35
Free
*Does not include Measure I subsidy of $0.25 per trip for Senior and Disabled passengers.
**Does not include Measure I subsidy of $0.05 per trip for Senior and Disabled
passengers.
203
Nationwide, people are turning to their cars for
transportation instead of the bus. Trends across the nation
indicate a decline in ridership is occurring due to a number
of factors, none of which are limited to the San Bernardino
Valley, but revolve around economic and employment
changes, to name just two of many factors that could be
impacting ridership on public transit nationwide. With the
improvements in service that are proposed in this SRTP,
along with the delay in a fare increase until July 2007,
Omnitrans hopes to reverse this trend in our service area,
and provide additional opportunities for people to choose
Omnitrans over their automobile in the San Bernardino
Valley.
Up to Design Guidelines Scenario
Service Plan
From numerous consultations with stakeholders and
through many service requests, riders have expressed their
need for an improved weekday span of service, improved
weekend span of service and service frequency, and
improved service frequency on major east-west and northsouth routes throughout the week.
Omnitrans existing service was analyzed to evaluate
compliance with the Service Design Guidelines presented in
the previous chapter. Findings indicate and reflect the vision
of the general public – that there are major deficiencies in
spatial and temporal coverage across the service area.
The Up to Design Guidelines scenario assumes that if
resources become available in the near future priority should
be given to bring the Financially Constrained scenario up to
standards. This means adding primarily weekday service
hours before the AM Peak and after PM Peak. It also means
adding service hours on weekends to improve temporal
coverage.
Figures V-15 through V-18 show service improvements on
weekdays and weekends over the Financially Constrained
Scenario, that would bring service up to standards.
Section V
Service Plan
204
205
Figure V-13
Section V
Service Plan
206
Figure V-14: Up To Design Scenario FY 2006 East Valley Service Map
Route Changes
extensions in service above that of the Constrained
Scenario.
TIER 1
Route 7:
Service frequency is improved from 30/60 to
15/30 minutes on weekdays and from 60 to 30 minutes on
Saturday. Sunday 60-minute frequency will remain in effect.
Route 10:
Service frequency is improved from 30 to 15
minutes on weekdays and from 60 to 30 minutes on
Saturdays. Sunday 60-minute frequency will remain in effect.
Route 19:
minutes on weekdays.
Route 22:
Route 22 will be re-routed north of Highland @
Riverside. The existing trunk of Route 22 will remain
unchanged from Arrowhead Medical Center to North Rialto.
From Cactus @ Bonhert, WB Bonhert, NB Locust, WB Casa
Grande, NB Terra Vista, NB Live Oak, NB Riverside, SB Sierra
to Fontana Metrolink. Service frequency remains at 15
minutes on weekdays, 20 minutes on Saturdays, and
improved from 45 to 40 minutes on Sundays.
Route 90:
Service frequency is improved to 15 minutes
from downtown San Bernardino to the Riverside Terminal
and 30-minute frequency from downtown San Bernardino
to Colton and Montclair, on weekdays. Service frequency
will be 45 minutes on Saturday while Sunday frequency from
downtown San Bernardino to Riverside Terminal is 45
minutes and 60 minute service from downtown San
Bernardino to Colton and Montclair.
TIER 2
Route 8:
minutes on weekdays and 120 to 60 minutes on Sunday.
Saturday 60-minute frequency will remain in effect.
Route 9:
minutes on weekdays and 120 to 60 minutes on Sunday.
Saturday 60-minute frequency will remain in effect.
207
Route 15:
The Citrus Plaza loop will be eliminated
because the new Route 17 will cover this area.
Route 67:
Service frequency will increase from hourly to
half hourly on weekdays.
TIER 3
Route 28:
Route 28 will be expanded to provide service
further north above South Fontana TC to Summit via Sierra.
Alignment will remain the same from Marlay @ Mulberry Ave
to South Fontana TC. From Fontana TC, NB Sierra, WB
Summit, SB Citrus, EB Carter, and SB Sierra to return to
Fontana TC.
Weekday hourly frequency will remain
unchanged. Service is implemented on Saturdays (7:00
a.m.–9:00 p.m.) and Sundays (7:00 a.m.–7:00 p.m.), at 60minute frequencies.
Route 29:
Route 29 will continue to provide service to
Kaiser Hospital and Bloomington High School/Junior High in
addition to extended service to North Rialto. From Fontana
TC, EB Valley, NB Locust, WB Baseline, NB Laurel, EB
Highland, SB Riverside, EB Baseline, SB Pepper, WB Valley, SB
Cedar, EB Slover, SB Spruce, WB Santa Ana, SB Cedar, WB
11th St., NB Locust, WB Slover, NB Sierra to South Fontana
TC. This route modification will cover the Pepper Corridor
with many residential and shopping opportunities along
Baseline and make service available on Valley Boulevard
between Sierra Avenue and Pepper Avenue.
Service
frequency will remain hourly on Weekdays and Saturdays.
Service will be added with hourly frequency on Sunday.
Route 71:
Route 71 will be re-routed in the western end
to exclude the stop at Rancho Cucamonga Civic Center
(Route 68 will still provide service to the Civic Center).
Alignment on Route 71 will remain the same from Fontana
TC to Ontario Mills. At Ontario Mills, it will continue NB
Milliken, WB 4th, and SB Euclid to Ontario TC. Hourly service
will be maintained on weekdays and weekends.
Route 75:
Route 75 will be re-routed in the western end
to provide extended service to the Pomona Transcenter. At
Mission @ Grove, alignment will continue westbound on
Mission and North on Main to the Pomona Transcenter, on
weekdays with 60 minute frequency.
Section V
Service Plan
208
New Routes
TIER 2
Route 18:
Route 18 will align from downtown San
Bernardino, EB 3rd NB Sterling, EB Lynwood, NB Victoria
Street to travel to San Manuel Casino. This route is intended
to provide coverage to the Casino as well as serve many
residents on 3rd @ Del Rosa. This route will operate on 30
minute frequency on weekdays and 60 minutes on
weekends.
Furthermore, the future San Manuel
commercial/industrial property on 3rd Street between
Lankershim and Victoria will slightly bring Route 18 to travel
eastbound on 3rd, NB Lankershim, WB 6th Street, continuing
NB on Sterling to regular routing. This slight deviation in
alignment will occur to provide coverage once this
commercial land is fully developed, which is likely beyond
September 2005.
Route 57:
Route 57 will start from Chaffey College, SB
Haven, EB Mission, SB Milliken which becomes Hamner, WB
Edison, NB Pipeline, and EB Chino into Chino TC. As an am
Peak Service, this route will travel from Chino TC, WB Grand
to I-60 to Diamond Bar Park and Ride, continuing on I-57 to
Brea Mall. This peak service will connect Chino TC and
passengers from Diamond Bar to the Brea Mall. Service
frequency is planned for 30 minutes on weekdays and 60
minutes on weekends.
Yucaipa Circulator: This fixed route circulator will extend the
Omnitrans service area eastward into currently unserved
areas of Yucaipa.
The north loop (N.Y.) will travel from
Yucaipa Transcenter, EB Yucaipa, NB Bryant, WB Oak Glen,
and SB 5th returning to Yucaipa Transcenter. The south loop
(S.Y.) will travel from Yucaipa Transcenter, EB Yucaipa, SB
Bryant, WB E Ave, SB California to Beaver Medical Clinic, EB
Avenue H, NB 5th returning to Yucaipa Transcenter. This
route will run every half hour on weekdays and weekends.
TIER 3
Route 17:
Route 17 is a cross-town route proposed to
travel from Redlands TC, NB Orange, WB San Bernardino, NB
Arrowhead, WB 2nd Street to San Bernardino TC. This new
alignment will cover San Bernardino Avenue between
Tippecanoe and Mountain Avenue, where there have been
numerous service requests. The Citrus Plaza on San
209
Bernardino will also be served, replacing the Route 15 Citrus
loop. Service frequency is planned for 60 minutes on
weekdays and weekends.
Route 21:
Route 21 will align from downtown San
Bernardino, WB Mill Street, SB Rancho Avenue, EB N Street,
NB La Cadena, WB E Street, NB Rancho Avenue, EB Mill
Street returning to downtown San Bernardino. This route
will serve Rancho Avenue Corridor, South Colton, Civic
Center, Colton High School and Colton Middle School.
Residents of Colton have requested Omnitrans service.
Service frequency is planned for every hour on weekdays
and weekends.
With the least additions possible, the Up to Design
Guidelines scenario requires approximately
176,540
additional annual revenue service hours from the Financially
Constrained Scenario revenue hours. Hours are used to
increase the span of service during weekdays and weekends
to meet the minimum service levels specified in the Service
Design Guidelines. About 42 percent of the additional hours
are on weekdays, and 58 percent are on weekends. Based
on average travel speeds for each particular route, the
resulting increase is about 2,045,026 annual miles.
The Financially Constrained scenario will require each bus in
the fleet to operate about 66,880 miles annually. The
additional hours in the Up to Guidelines Scenario would add
about 13,109 miles per bus per year if the peak fleet
remained at 156. This would increase maintenance costs or
require 53 additional buses for a total of 209 peak fleet to
maintain the average mileage of 59,705 per bus.
A complete detail of service changes and frequencies for this
scenario is shown in Figures V-15 through V-17.
Figure V-18 shows the Up to Design Bus Service Hours,
Miles, and Peak Fleet by Route and Division.
Section V
Service Plan
210
211
Route Name
Before AM Peak
AM Peak
Midday
PM Peak
Until 5:59
6:00 - 8:59
9:00 - 14:59
15:00 - 17:59
1
15/30'
15/30'
15/30'
15/30'
2
15
15
15
15
3
15
15
15
15
4
15
15
15
15
5
30
30
30
30
7
15/30'
15/30'
15/30'
15/30'
8
30
30
30
30
9
30
30
30
30
10
15
15
15
15
11
30
30
30
30
14
15
15
15
15
14L
Fontana - San Bernardino Limited Stop Service
LS
LS
No Service
No Service
15
30
30
30
30
17
Redlands - Via San Bernardino Ave - San Bernardino
No Service
60
60
60
18
San Bernardino - Via Sterling - San Manuel Casino
No Service
30
30
30
19
15
15
15
15
20
30
30
30
30
21
San Bernardino - Via Rancho Ave - Colton
No Service
60
60
60
22*
ARMC - Riverside Ave - Fontana
15
15
15
15
28*
Southridge - Sierra Ave - North Fontana
60
60
60
60
29*
Kaiser - North Rialto - Bloomington
60
60
60
60
30
No Service
60
60
60
31
No Service
60
60
60
57
Chino Hills - Milliken - Chaffey College
30
30
30
30
60
60
60
60
60
61
15/30
15/30
15
15
62
30
30
30
30
63
30/60
30/60
30
30
64
60
60
60
60
65
30
30
30
30
66
15
15
15
15
67
30
30
30
30
68
30/60
30/60
30
30
70
60
60
60
60
71*
Kaiser - South Ridge - Ontario
60
60
60
60
75*
60
60
60
60
Ontario - Mission - Pomona
90
Regional Express
15/30'
15/30'
15/30'
15/30'
140
No Service
AM Peak Tripper
No Service
PM Peak Tripper
202
No Service
AM Peak Tripper
Midday Tripper
No Service
CityLink
Feeder
Feeder
No Service
Feeder
N.Y./S.Y.
Yucaipa - Oakland - Beaver Medical Center
No Service
30
30
30
Colored Cells indicate new routes/service upgrades and * indicates alignment extensions beyond Financially Constrained Scenario.
Route
Figure V-15
Early Evening
18:00 - 19:59
15/30'
15
15
15
30
15/30'
30
30
15
30
15
No Service
30
60
30
15
30
60
15
60
60
60
60
30
60
15
30
30
60
30
15
30
30/60
60
60
60
15/30'
No Service
No Service
Feeder
30
Up To Design FY 2006 Weekday Frequency (in minutes)
Late Evening
Beyond 20:00
15/30'
15
15
15
30
15/30'
30
30
15
30
15
No Service
30
60
30
15
30
60
15
60
60
60
60
30
60
15/30
30
30
60
30
15
30
30/60
60
60
60
15/30'
No Service
No Service
No Service
30
4:38 -22:27
4:25 - 22:40
4:24 - 23:11
4:33 - 22:58
4:28 - 22:40
4:53 - 21:52
4:30 - 22:30
4:33 - 22:28
4:35 - 21:55
4:55 - 22:50
3:55 - 22:57
5:00 - 9:00
5:08 - 22:35
6:00 - 21:00
6:00 - 21:00
5:05 - 22:12
5:35 - 21:57
6:00 - 21:00
4:48 - 22:14
5:02 - 21:57
4:48 - 22:14
6:37 - 21:55
5:07 - 21:25
5:45 - 22:35
4:40 - 22:33
4:20 - 23:21
5:16 - 22:37
5:24 - 22:15
5:00 - 21:50
4:50 - 22:44
4:31 - 23:38
4:00 - 22:52
4:49 - 22:44
5:33 - 23:06
4:35 - 22:27
5:05 - 21:57
4:40 - 22:25
2 Trips a Day
2 Trips a Day
6 Trips a Day
6:00 - 21:00
Service Hours
Legend
New Route
Hourly
Half Hourly
20 Minutes
15 Minutes
Route Name
Figure V-16
Early Evening
18:00 - 19:59
15/30'
15
15
15
30
30
60
60
30
30
30
30
60
60
30
30
60
20
60
60
60
60
60
60
15
60
60
60
60
30
60
60
60
60
No Service
45
No Service
No Service
30
Up To Design FY 2006 Saturday Frequency (in minutes)
Before AM Peak
AM Peak
Midday
PM Peak
Until 5:59
6:00 - 8:59
9:00 - 14:59
15:00 - 17:59
No Service
15/30'
15/30'
15/30'
1
No Service
15
15
15
2
3
No Service
15/30'
15
15
No Service
15/30'
15
15
4
No Service
30
30
30
5
7
30
30
30
30
60
60
60
60
8
60
60
60
60
9
10
30
30
30
30
30
30
30
30
11
15/30'
15
15
15
14
15
No Service
30
30
30
No Service
60
60
60
17
No Service
60
60
60
18
No Service
30
30
30
19
No Service
30
30
30
20
21
No Service
60
60
60
No Service
20
20
20
22
No Service
60
60
60
28
29
No Service
60
60
60
No Service
60
60
60
30
No Service
60
60
60
31
57
No Service
60
60
60
60
60
60
60
60
15
15
15
15
61
62
No Service
60
60
60
No Service
60
60
60
63
No Service
60
60
60
64
65
No Service
60
60
60
30
30
30
30
66
60
60
60
60
67
68
60
60
60
60
No Service
60
60
60
70
60
60
60
60
71
75*
No Service
No Service
No Service
No Service
Regional Express
45/50'
45
45
45
90
140
No Service
No Service
No Service
No Service
No Service
No Service
No Service
No Service
202
N.Y./S.Y.
No Service
30
30
30
Route
Section V
Service Plan
212
Late Evening
Beyond 20:00
15/30'
15
15
No Service
No Service
30
60
60
30
30
30
30
60
60
30
30
60
20
60
60
60
60
60
60
15
60
60
60
60
30
60
60
60
60
No Service
45/60'
No Service
No Service
30
6:07 - 21:28
6:25 - 21:45
6:09 - 21:15
6:33 - 19:57
5:58 - 20:10
5:50 - 21:50
5:40 - 23:20
5:33 - 22:28
5:35 -22:25
5:25 - 22:20
5:00 - 21:45
6:38 - 22:55
7:00 - 21:00
7:00 - 21:00
5:20 - 22:55
6:35 - 21:57
7:00 - 21:00
6:00 - 22:14
7:00 - 21:00
6:45 - 22:35
6:37 - 21:55
6:07 - 21:25
6:45 - 22:35
4:45 - 23:07
5:40 - 22:46
6:50 - 21:44
5:52 - 22:46
6:00 - 21:50
6:20 - 22:15
5:15 - 22:53
5:05 - 23:00
5:06 - 22:52
5:45 - 22:37
5:35 - 22:28
No Service
5:15 - 23:40
No Service
No Service
7:00 - 21:00
Service Hours
Legend
New Route
Hourly
Half Hourly
20 Minutes
15 Minutes
213
Route Name
Early Evening
18:00 - 19:59
15/30'
15
15
15
30
60
60
60
60
60
15
30
60
60
60
30
60
40
60
60
60
60
60
60
15
60
60
60
60
30
60
60
60
60
No Service
60
No Service
No Service
30
Up To Design FY 2006 Sunday Frequency (in minutes)
Before AM Peak
AM Peak
Midday
PM Peak
Until 5:59
6:00 - 8:59
9:00 - 14:59
15:00 - 17:59
1
No Service
15/30'
15/30'
15/30'
2
No Service
15
15
15
3
No Service
15
15
15
4
No Service
15
15
15
5
30
30
30
30
7
No Service
60
60
60
8
No Service
60
60
60
9
60
60
60
60
10
60
60
60
60
11
60
60
60
60
14
No Service
15
15
15
15
No Service
30
30
30
No Service
60
60
60
17
18
No Service
60
60
60
19
No Service
60
60
60
20
No Service
30
30
30
21
No Service
60
60
60
22
No Service
40
40
40
28
No Service
60
60
60
29
No Service
60
60
60
30
No Service
60
60
60
31
No Service
60
60
60
57
No Service
60
60
60
60
60
60
60
60
61
15
15
15
15
62
No Service
60
60
60
63
60
60
60
60
64
No Service
60
60
60
65
No Service
60
60
60
66
30
30
30
30
67
No Service
60
60
60
68
60
60
60
60
70
60
60
60
60
71
60
60
60
60
75*
No Service
No Service
No Service
No Service
90
Regional Express
60
55/60'
45/60'
45/60'
140
No Service
No Service
No Service
No Service
202
No Service
No Service
No Service
No Service
N.Y./S.Y.
No Service
30
30
30
Route
Figure V-17
Late Evening
Beyond 20:00
No Service
No Service
No Service
15
30
No Service
60
60
60
60
No Service
No Service
No Service
No Service
60
No Service
No Service
40
No Service
No Service
No Service
No Service
No Service
60
15
60
60
60
60
No Service
No Service
60
60
60
No Service
No Service
No Service
No Service
No Service
6:32 - 19:55
6:05 - 19:26
6:09 - 19:34
6:33 - 20:12
5:38 - 20:20
6:30 - 19:50
6:05 - 23:05
5:10 - 20:30
5:35 - 20:25
5:25 - 20:20
6:17 - 19:56
6:38 - 19:55
7:00 - 19:00
7:00 - 19:00
5:15 - 20:50
6:35 - 19:57
7:00 - 19:00
5:55 - 20:32
7:00 - 19:00
7:00 - 19:00
6:37 - 19:55
6:07 - 19:25
7:00 - 19:00
5:45 - 21:08
5:39 - 20:46
6:52 - 20:44
5:52 - 20:44
6:00 - 20:50
6:31 - 20:26
5:35 - 19:52
7:00 - 19:00
5:06 - 20:52
5:45 - 20:40
5:35 - 20:27
No Service
5:50 - 20:02
No Service
No Service
7:00 - 19:00
Service Hours
Legend
New Route
Hourly
Half Hourly
20 Minutes
15 Minutes
57
60
61
62
63
64
65
66
67
68
70
75*
71*
90
1
2
3
4
5
7
8
9
10
11
14
14L
15*
17
18
19
20
21
22*
28*
29*
30
31
140
202
CityLink
N.Y.
S.Y.
Route
Weekday
Saturday
Revenue
Revenue
Revenue
Hours
Miles
Hours
#Veh
117.50
1,300.75
8
84.40
128.95
1,535.94
11
92.22
92.03
1,170.24
6
68.92
85.08
1,077.24
6
66.00
65.97
807.96
4
47.30
6
82.70
958.87
48.00
6
90.66
1,311.12
39.58
6
94.00
1,795.81
40.22
8
106.66
1,406.74
55.34
67.67
773.37
4
49.17
102.35
1,117.63
9
83.09
4.00
37.22
1 No Service
122.62
1,601.09
8
95.93
19.50
273.00
2
18.20
28.35
396.00
2
14.00
204.24
2,500.36
14
77.92
28.83
351.77
2
25.33
20.40
286.00
2
19.04
177.87
2,490.00
11
131.14
31.42
451.14
3
14.00
56.59
792.00
4
54.02
15.30
214.20
1
14.92
12.92
180.88
1
15.30
1.53
21.42
0 No Service
0.55
14.00
1 No Service
4.50
19.92
1 No Service
1
16.00
143.36
14.00
16.00
215.68
1
14.00
1,794.19
23,243.71
129
1,182.04
104.35
1,461.00
7
56.16
50.65
583.44
3
40.17
199.28
2,591.94
14
190.00
47.87
598.29
3
26.77
55.47
718.41
4
28.73
25.67
372.97
2
29.67
69.10
903.00
4
29.60
155.00
2,170.00
12
71.09
98.28
1,375.92
6
40.75
110.55
1,221.74
7
52.83
29.92
418.88
3
16.83
3 No Service
39.52
553.28
49.95
723.59
3
41.53
9
150.75
3,618.00
75.37
1,186.36
17,310.46
80
699.50
2,980.55
40,554.17
209
1,881.54
932.48
1,243.93
881.83
837.92
584.08
601.31
563.41
604.21
730.32
562.90
930.99
No Service
1,248.15
255.00
185.00
909.78
278.99
267.00
1,837.00
171.12
756.00
110.94
152.09
No Service
No Service
No Service
125.44
188.72
14,958.61
785.00
464.45
2,215.87
324.05
373.04
431.09
387.67
995.26
502.37
544.31
235.62
No Service
601.81
1,997.20
9,857.74
24,816.35
Revenue
Miles
8
2
1
7
2
2
8
3
4
1
1
7
8
6
6
4
4
3
3
4
4
7
1
1
97
4
3
16
2
2
2
2
5
3
4
2
No Service
4
5
54
151
No Service
No Service
No Service
No Service
#Veh
Sunday
Revenue
Hours
71.36
71.90
64.89
65.42
48.80
23.42
29.80
36.46
25.67
25.83
65.92
No Service
88.53
15.60
12.00
45.33
23.83
16.32
58.58
12.00
41.16
11.80
13.48
No Service
No Service
No Service
12.00
12.00
892.10
37.44
37.22
93.00
26.77
26.70
25.67
26.60
70.76
40.75
42.90
14.83
No Service
37.03
46.53
526.20
1,418.30
Revenue
Miles
911.36
956.25
817.40
831.74
603.62
287.28
450.00
540.27
338.85
295.74
831.14
No Service
1,152.20
218.00
158.00
502.25
291.26
229.00
410.00
144.00
576.00
100.30
141.31
No Service
No Service
No Service
107.52
161.76
11,055.25
523.00
429.90
1,085.23
324.05
346.07
373.34
348.80
857.90
502.37
440.33
207.62
No Service
536.95
1,163.00
7,138.56
18,193.81
Figure V-18 Financially Up To Design Scenario FY 2006 Hours and Miles
Route Name
N. San Bdno - Sierra Way - San Bndo
San Berndardino -Fontana Limited Stop
Red Trolley
Blue Trolley
Santa Fe Depot - Dowtown San Bernardino
Yucaipa - Oak Glen
Yucaipa - Beaver
Sub-Total East Valley
Regional Express
Sub-Total West Valley
EV/WV Service Total
Section V
Service Plan
214
8
2
1
4
2
2
4
3
4
1
1
6
8
6
6
4
2
2
4
2
2
6
1
1
82
4
3
8
2
2
2
2
6
3
4
2
No Service
4
4
46
128
No Service
No Service
No Service
No Service
#Veh
Annually
Revenue
Revenue
Hours
Miles
38,174.36
428,696.86
41,547.00
507,237.77
30,499.13
387,700.82
28,587.06
362,242.66
21,874.06
268,442.30
24,931.02
292,105.24
26,889.08
389,389.46
28,122.46
521,083.25
31,594.45
416,736.27
21,234.69
242,757.20
33,922.72
377,286.18
1,032.00
9,602.76
40,947.49
534,250.92
6,736.60
94,302.00
8,626.30
119,476.00
58,901.75
716,196.63
9,919.97
119,560.42
7,047.52
98,817.00
55,435.04
755,180.00
8,106.36
132,294.12
14,600.22
271,512.00
5,295.20
65,925.90
4,785.84
61,478.35
394.74
5,526.36
141.90
1,560.90
1,161.00
12,771.00
4,128.00
36,986.88
4,128.00
55,645.44
558,763.96
7,284,764.69
31,639.74
442,861.00
16,974.42
195,674.92
65,657.24
927,294.45
15,054.23
187,087.87
17,109.46
221,651.35
9,415.53
136,821.10
20,664.40
270,146.30
59,642.26
834,991.64
27,393.74
380,105.86
33,351.30
364,881.25
9,317.19
130,440.66
10,196.16
142,746.24
16,852.13
244,161.17
45,035.03
1,092,617.00
378,302.83
5,571,480.81
937,066.79
12,856,245.50
Fixed Route & Demand Response
Services
Service Plan
The Financially Unconstrained scenario assumes increased
funding revenue sources and increased farebox revenues for
the system. This scenario is designed as an incremental step
over the Financially Constrained and the Up to Guidelines
scenario.
It expands service frequency on currently
productive routes beyond service standards, expands the
system coverage through the implementation of new eastwest and north-south services with high ridership potential,
and provides coverage on transit-dependent areas that
today receive little transit service.
Figures V-21 through V-23 show the service plan for the
Financially Unconstrained scenario.
215
This page intentionally left blank.
Section V
Service Plan
216
217
Figure V-19
Section V
Service Plan
218
Figure V-20
Route Changes
extensions in service above that of the Up-To-Design
Scenario.
TIER 1
Route 2:
Service frequency is improved on weekdays
from 15 to 10 minutes throughout the day with 15-minute
frequency in the evening to complement the future BRT
service to be implemented on this route.
Route 14:
minutes on weekdays.
Route 15:
minutes on weekdays. The Citrus Plaza loop will be
eliminated because the new Route 17 will cover this area.
Route 18:
This route will improve service frequency from
30 minutes to 15-minute frequency on weekdays and
weekends.
Route 22:
Route 22 will be split into two branches north
of Highland and Riverside. Existing trunk of Route 22 will
remain the same from Arrowhead Medical Center to North
Rialto. At Cactus @ Bonhert, branch 22A will travel WB
Bonhert, NB Locust, WB Casa Grande, NB Terra Vista, NB
Live Oak, NB Riverside, and SB Sierra to Fontana Metrolink.
A connection will be made with North Rialto and the
Fontana Metrolink. From Cactus @ Bonhert, 22B will travel
WB Bonhert, NB Locust, WB Casa Grande, SB Sierra, WB
Summit, SB San Sevaine, WB Highland, SB Rochester, EB
Baseline, SB Victoria Park, WB Foothill, SB Milliken to Rancho
Cucamonga Metrolink.
Route 22B will serve Summit
residential and commercial sites.
Both loops will be
operating at 15 minute frequency on weekdays, 20 minutes
on Saturdays, and 30 minutes on Sundays.
Route 57: Service frequency is planned for 15 minutes on
weekdays and half-hourly service on weekends.
Route 66:
Service frequency is improved to 10 minutes on
219
Route 90:
Service frequency is improved to 15 minutes on
weekdays. Saturday and Sunday service frequency will be
15 minutes from downtown San Bernardino to Riverside and
30 minutes from downtown San Bernardino to Colton and
Montclair.
Yucaipa Circulator: This route will run every 15 minutes on
weekdays and half hourly on weekends.
TIER 2
Route 17: Service frequency is planned for 30 minutes on
Route 20A: This route will travel from Fontana Metrolink,
WB Merrill, NB Cherry, EB Highland, and NB Beech to the
Park and Ride in North Highland. Service frequency will be
half-hourly on weekdays and weekends.
Route 20B: This route will travel from South Fontana TC, SB
Sierra, WB Randall, SB Citrus, WB Valley, NB Cherry, EB
Highland, and NB Beech to the Park and Ride in North
Highland. Service frequency will be half-hourly on weekdays
and weekends.
Route 67:
Route 67 will undergo an alignment extension
on the west side of the route. Specifically, the alignment will
continue WB on Baseline and SB Monte Vista to the
Montclair Transcenter. Current service to the Ontario
Transcenter will be eliminated and replaced by the new
Route 78. The re-alignment of Route 67 will provide service
on Baseline between Monte Vista and Euclid. Service
frequency is improved from 60 to 30 minutes on weekdays.
Route 70:
minutes on weekdays and weekends.
Route 75:
minutes on weekdays and will be provided all day (not
exclusively am peak and pm peak). Service will be added on
Saturday and Sunday at 30-minute frequencies.
TIER 3
Route 30 (Red Line): There will be an addition to the
alignment in the western end of the route. From Lugonia &
Section V
Service Plan
220
Indiana Court, continue WB Lugonia, SB Alabama, returning
to Redlands Mall. This route modification will provide service
to Target, Kmart, and ESRI. This route will maintain 60minute frequency on weekdays and weekends.
Route 140: Will be canceled due to the duplication of
services.
The southern end (Fontana Metrolink) and
southern end (Chaffey College) will be replaced by the new
Route 27. Service currently served by route 140 on Baseline
between Cherry and Haven remains covered by Route 67.
New Routes
TIER 2
Route 27:
Route 27 will align from Fontana Metrolink, WB
Arrow, SB Milliken, WB into Rancho Cucamonga Metrolink,
NB Milliken, WB Arrow, and NB Haven to Chaffey College.
This route will run every half hour on weekdays and
weekends.
Route 74:
Route 74 will travel from Rancho Cucamonga
Metrolink, SB Milliken, NW Mission, SB Archibald, WB
Riverside, SB Euclid, WB Edison, NB into Chino TC. This route
will run every half hour on weekdays and hourly on
weekends.
Route 78:
This route will travel beginning on Holt &
Vineyard, WB Holt, NB Corona, EB “D”, SB Vineyard, EB
Airport Drive, NB Archibald, WB 19TH, SB Euclid to Ontario
Transcenter.
This alignment will serve the “Colonies
Crossroads” shopping center along with new residents and
schools. Service frequency will be half-hourly on weekdays
and weekends.
Route 210: Route 210 will be an express freeway service.
From Redlands TC, I-210 to the pick up point in Highland,
WB on I-210 to Riverside Avenue in Rialto, WB I-210 to
Cherry in Fontana Park and Ride, WB I-210 to Montclair TC.
This route will operate every half hour on weekdays and
weekends. This express service will provide connections to
Metrolink’s Gold Line (to Pasadena and Los Angeles) at
Montclair TC in 2014, when the Gold Line is expected to be
completed.
221
OMNILINK
x
x
x
x
x
x
x
x
Upland Omnilink: Will cover residential developments
along the foothills.
Rancho Cucamonga Omnilink: Will cover North
Rancho Cucamonga and North Fontana and also
provide peak hour service to Corona Metrolink.
Highland Omnilink: Will
cover
residential
developments along the foothills.
Devore/North San Bernardino/North Rialto Omnilink:
Will cover Hallmark Park with Wal-Mart as well as
many residents in that vicinity.
South Loma Linda Omnilink:
Will cover south
Loma Linda.
Chino Hills Omnilink: Will cover Chino Hills and also
provide peak hour service to Brea Mall on weekdays
and weekends and Corona and Industry Metrolinks
on weekdays.
Grand Terrace Omnilink: Will serve Grand Terrace
and provide peak hour service to Riverside
Transcenter.
South Fontana/South Rialto Omnilink: Will serve the
residential and industrial areas of South Fontana and
South Rialto.
The Financially Unconstrained Scenario requires 682,509
additional hours from the Constrained Scenario and 125
more peak vehicles to maintain a fleet average of 72,982
miles per year. This would add about 10,074,556 annual
miles. About 43 percent of the additional hours are on
weekdays, and 57 percent are on weekends.
A complete detail of service changes and frequencies for this
scenario is shown in Figures V-21 through V-23.
Figure V-24 shows the Unconstrained Bus Service Hours,
Miles and Peak Fleet by Route and Division.
Section V
Service Plan
222
223
Route Name
Early Evening
18:00 - 19:59
15/30'
10
10
10
30
15/30'
30
30
15
30
10
No Service
15
30
15
15
30
30
60
15
15
30
60
60
60
60
15
60
15
30
30
60
30
10
30
30
30
60
30
30
30
15
No Service
30
Feeder
15
Unconstrained FY 2006 Weekday Frequency (in minutes)
Before AM Peak
AM Peak
Midday
PM Peak
Until 5:59
6:00 - 8:59
9:00 - 14:59
15:00 - 17:59
1
15/30'
15/30'
15/30'
15/30'
2
10
10
10
10
3
10
10
10
10
4
10
10
10
10
5
30
30
30
30
7
15/30'
15/30'
15/30'
15/30'
8
30
30
30
30
9
30
30
30
30
15
15
15
15
10
11
30
30
30
30
10
10
10
10
14
LS
LS
No Service
No Service
14L
Fontana - San Bernardino Limted Stop Service
15
15
15
15
15
17
30
30
30
30
18
15
15
15
15
15
15
15
15
19
30
30
30
30
20A*
Fontana - Merrill - Highland
30
30
30
30
20B*
Fontana - Valley - Highland
60
60
60
60
21
22A
15
15
15
15
ARMC - Summit - Rancho Cucamonga
15
15
15
15
22B*
Fontana - Rancho Cucamonga - Chaffey College
30
30
30
30
27
60
60
60
60
28
60
60
60
60
29
30*
60
60
60
60
60
60
60
60
31
15
15
15
15
57
60
60
60
60
60
15
15
15
15
61
62
30
30
30
30
30
30
30
30
63
60
60
60
60
64
30
30
30
30
65
10
10
10
10
66
67*
Montclair - Ontario - Fontana
30
30
30
30
30
30
30
30
68
30
30
30
30
70
60
60
60
60
71
Rancho Cucamonga - Riverside - Chino
30
30
30
30
74
75
30
30
30
30
Ontario - Archibald -North Rancho Cucamonga
78
30
30
30
30
15
15
15
15
90
Regional Express
No Service
AM Peak Tripper
Midday Tripper
No Service
202
Regional Express
30
30
30
30
210
CityLink
Feeder
Feeder
No Service
Feeder
N.Y./S.Y.
15
15
15
15
Colored Cells indicate new routes/service upgrades and * indicates alignment extensions beyond Up To Design Scenario.
Route
Late Evening
Beyond 20:00
15/30'
10
10
10
30
15/30'
30
30
15
30
10
No Service
15
30
15
15
30
30
60
15
15
30
60
60
60
60
15
60
15
30
30
60
30
10
30
30
30
60
30
30
30
15
No Service
30
No Service
15
4:30 - Midnight
6 Trips a Day
3:00 - Midnight
2 Trips a Day
3:00 - Midnight
4:30 - Midnight
4:30 - Midnight
3:00 - Midnight
3:00 - Midnight
3:00 - Midnight
4:30 - Midnight
4:30 - Midnight
3:00 - Midnight
3:00 - Midnight
4:30 - Midnight
4:30 - Midnight
3:00 - Midnight
3:00 - Midnight
4:30 - Midnight
3:00 - Midnight
4:30 - 22:00
4:30 - 22:00
4:30 - Midnight
4:30 - Midnight
4:30 - Midnight
4:30 - Midnight
4:30 - Midnight
4:30 - Midnight
4:30 - Midnight
4:30 - Midnight
3:00 - Midnight
3:00 - Midnight
4:30 - Midnight
4:30 - Midnight
5:00 - 9:00
3:00 - Midnight
3:00 - Midnight
4:30 - Midnight
3:00 - Midnight
4:30 - Midnight
4:30 - Midnight
4:30 - Midnight
3:00 - Midnight
3:00 - Midnight
3:00 - Midnight
4:30 - Midnight
Service Hours
Figure V-21: Financially Unconstrained Scenario – FY 2006 Weekday Service Frequencies by Route and Division
Legend
New Route
Hourly
Half Hourly
20 Minutes
15 Minutes
10 Minutes
Route Name
Early Evening
18:00 - 19:59
15/30'
15
15
15
30
30
60
60
30
30
15
30
30
15
30
30
30
60
20
20
30
60
60
60
60
30
60
15
30
60
60
60
10
60
60
30
60
60
30
30
15/30'
No Service
30
30
Unconstrained FY 2006 Saturday Frequency (in minutes)
Before AM Peak
AM Peak
Midday
PM Peak
Until 5:59
6:00 - 8:59
9:00 - 14:59
15:00 - 17:59
1
15/30'
15/30'
15/30'
15/30'
2
15
15
15
15
3
15/30'
15/30'
15
15
4
15/30'
15/30'
15
15
5
30
30
30
30
7
30
30
30
30
8
60
60
60
60
9
60
60
60
60
10
30
30
30
30
11
30
30
30
30
14
15
15
15
15
15
30
30
30
30
17
30
30
30
30
18
15
15
15
15
19
30
30
30
30
20A*
30
30
30
30
20B*
30
30
30
30
21
60
60
60
60
22A
20
20
20
20
22B*
20
20
20
20
27
30
30
30
30
28
60
60
60
60
29
60
60
60
60
30*
60
60
60
60
31
60
60
60
60
57
30
30
30
30
60
60
60
60
60
61
15
15
15
15
62
30
30
30
30
63
60
60
60
60
64
60
60
60
60
65
60
60
60
60
66
10
10
10
10
67*
60
60
60
60
68
60
60
60
60
70
30
30
30
30
71
60
60
60
60
74
60
60
60
60
75
30
30
30
30
78
30
30
30
30
90
15/30'
15/30'
15/30'
15/30'
202
No Service
No Service
No Service
No Service
Regional Express
210
30
30
30
30
N.Y./S.Y.
30
30
30
30
Route
Late Evening
Beyond 20:00
15/30'
15
15
15
30
30
60
60
30
30
15
30
30
15
30
30
30
60
20
20
30
60
60
60
60
30
60
15
30
60
60
60
10
60
60
30
60
60
30
30
15/30'
No Service
30
30
Figure V-22: Financially Unconstrained Scenario FY 2006 Saturday Service Frequencies by Route and Division
Section V
Service Plan
224
5:30 - Midnight
5:30 - Midnight
Tripper
5:30 - Midnight
5:30 - Midnight
5:30 - 22:00
5:30 - Midnight
5:30 - Midnight
5:30 - Midnight
5:30 - 22:00
5:30 - 22:00
5:30 - Midnight
5:30 - Midnight
5:30 - 23:00
5:30 - 22:00
5:30 - Midnight
5:30 - Midnight
5:30 - 22:00
5:30 - Midnight
5:30 - 23:00
5:30 - 23:00
5:30 - 22:00
5:30 - 22:00
5:30 - 22:00
5:30 - 22:00
5:30 - 22:00
5:30 - 22:00
5:30 - 22:00
5:30 - 22:00
5:20 - Midnight
5:30 - Midnight
5:30 - 22:00
5:30 - 22:00
5:30 - Midnight
5:30 - Midnight
5:30 - 22:00
5:30 - Midnight
5:30 - 22:00
5:30 - 22:00
5:30 - 22:00
5:30 - Midnight
5:30 - Midnight
5:30 - Midnight
5:30 - 22:00
Service Hours
Legend
New Route
Hourly
Half Hourly
20 Minutes
15 Minutes
10 Minutes
225
Route Name
Early Evening
18:00 - 19:59
15/30'
15
15
15
30
60
60
60
60
60
15
30
30
15
30
30
30
60
30
30
30
60
60
60
60
30
60
15
30
60
60
60
10
60
60
30
60
60
30
30
15/30'
No Service
30
30
Unconstrained FY 2006 Sunday Frequency (in minutes)
Before AM Peak
AM Peak
Midday
PM Peak
Until 5:59
6:00 - 8:59
9:00 - 14:59
15:00 - 17:59
1
15/30'
15/30'
15/30'
15/30'
2
15
15
15
15
3
15/30'
15/30'
15
15
4
15/30'
15/30'
15
15
5
30
30
30
30
60
60
60
60
7
8
60
60
60
60
9
60
60
60
60
10
60
60
60
60
11
60
60
60
60
14
15
15
15
15
15
30
30
30
30
17
30
30
30
30
18
15
15
15
15
30
30
30
30
19
20A*
30
30
30
30
20B*
30
30
30
30
21
60
60
60
60
22A
30
30
30
30
30
30
30
30
22B*
27
30
30
30
30
28*
60
60
60
60
29*
60
60
60
60
30*
60
60
60
60
60
60
60
60
31
57
30
30
30
30
60
60
60
60
60
61
15
15
15
15
62
30
30
30
30
63
60
60
60
60
60
60
60
60
64
60
60
60
60
65
66
10
10
10
10
60
60
60
60
67*
68
60
60
60
60
30
30
30
30
70
71
60
60
60
60
74
60
60
60
60
30
30
30
30
75
78
30
30
30
30
90
15/30'
15/30'
15/30'
15/30'
No Service
No Service
No Service
No Service
202
Regional Express
210
30
30
30
30
30
30
30
30
N.Y./S.Y.
Route
Late Evening
Beyond 20:00
15/30'
15
15
15
30
60
60
60
60
60
15
30
30
15
30
30
30
60
30
30
30
60
60
60
60
30
60
15
30
60
60
60
10
60
60
30
60
60
30
30
15/30'
No Service
30
30
Figure V-23: Financially Unconstrained Scenario FY 2006 Sunday Service Frequencies by Route and Division
5:30 - Midnight
5:30 - Midnight
Tripper
5:30 - Midnight
5:30 - Midnight
5:30 - 22:00
5:30 - Midnight
5:30 - Midnight
5:30 - Midnight
5:30 - 22:00
5:30 - 22:00
5:30 - Midnight
5:30 - Midnight
5:30 - 23:00
5:30 - 22:00
5:30 - Midnight
5:30 - Midnight
5:30 - 22:00
5:30 - Midnight
5:30 - 23:00
5:30 - 23:00
5:30 - 22:00
5:30 - 22:00
5:30 - 22:00
5:30 - 22:00
5:30 - 22:00
5:30 - 22:00
5:30 - 22:00
5:30 - 22:00
5:15- Midnight
5:30 - Midnight
5:30 - 22:00
5:30 - 22:00
5:30 - Midnight
5:30 - Midnight
5:30 - 22:00
5:30 - Midnight
5:30 - 22:00
5:30 - 22:00
5:30 - 22:00
5:30 - Midnight
5:30 - Midnight
5:30 - Midnight
5:30 - 22:00
Service Hours
Legend
New Route
Hourly
Half Hourly
20 Minutes
15 Minutes
10 Minutes
7
8
9
30*
31
90
210
N.Y
S.Y.
57
60
61
62
63
64
65
66
67*
68
70
71
74
75
78
1
2
3
4
5
10
11
14
14L
15
17
18
19
20A*
20B*
21
22A
22B*
27
28
29
202
CityLink
Route
Total
Route Name
San Berndardino -Fontana Limited Stop
Santa Fe Depot - Dowtown San Bernardino
Sub-Total East Valley
Sub-Total West Valley
EV/WV Service Total
N. San Bdno - Sierra Way - San Bndo
Red Trolley
Blue Trolley
Regional Express
Regional Express
Yucaipa - Oak Glen
Yucaipa - Beaver Medical Center
Sub-Total Contract
Unconstrained Scenario FY 2006
4,573.49
65,143.30
281
2,900.43
Weekday
Saturday
Revenue
Revenue
Revenue
Hours
Miles
Hours
# Veh
177.61
2,486.54
9
148.50
169.01
2,001.61
11
95.38
124.62
1,584.77
8
72.25
116.65
1,476.92
8
71.10
67.17
822.91
4
50.10
108.96
1,437.13
8
55.00
69.84
797.60
4
50.76
138.12
1,508.29
12
83.34
4.00
37.22
1 No Service
247.24
3,228.63
16
96.14
50.70
710.00
3
42.90
79.17
1,109.00
4
69.75
207.65
2,541.86
14
80.51
35.49
496.00
2
30.03
45.63
638.00
3
38.61
26.52
372.00
2
22.44
210.21
2,942.00
133.32
11
113.52
134.16
1,879.00
7
72.15
1,010.00
4
61.05
31.42
451.14
3
12.00
66.89
936.00
56.60
4
0.55
3.02
1 No Service
4.50
19.92
1 No Service
2,188.26
28,489.56
140
1,383.30
261.66
3,664.00
13
115.26
52.05
599.57
3
37.77
200.59
2,608.98
14
191.35
52.26
653.17
3
54.14
58.14
752.99
4
28.36
32.07
465.96
2
29.34
71.77
937.90
4
31.18
231.34
3,275.18
15
172.75
115.44
1,616.16
6
46.53
111.89
1,236.55
7
51.63
56.80
795.20
6
30.29
52.34
758.23
3
43.14
106.26
1,488.00
5
46.81
97.50
1,365.00
5
82.50
86.39
91.06
1,276.00
5
1,591.17
21,492.89
95
1,047.44
3,779.43
49,982.45
235
2,430.74
87.70
1,016.84
6
52.00
92.16
1,332.72
6
38.42
95.50
1,824.25
6
41.80
19.30
270.20
2
16.42
17.42
243.88
1
17.34
339.45
8,146.80
16
175.50
103.53
1,451.00
5
91.21
19.50
349.44
2
18.50
19.50
525.72
18.50
2
794.06
15,160.85
46
469.69
39,716.95
Revenue
Miles
1,486.14
1,281.34
924.20
902.49
618.40
717.00
581.12
933.79
No Service
1,250.89
601.00
977.00
990.44
420.00
540.00
315.00
1,867.00
1,590.00
855.00
116.52
792.00
No Service
No Service
17,759.33
1,614.00
436.81
2,224.32
757.96
368.24
426.30
408.33
2,427.61
651.00
531.04
422.62
625.15
656.00
1,155.00
1,211.00
13,915.38
31,674.71
651.42
558.10
634.38
121.52
171.68
4,212.00
1,278.00
165.76
249.38
8,042.24
Figure V-24: Financially Unconstrained Scenario FY 2006 Hours and Miles
Section V
Service Plan
226
212
9
8
6
6
4
4
4
9
No Service
8
3
4
7
2
3
2
8
7
4
3
4
No Service
No Service
105
7
3
16
4
2
2
2
15
3
4
4
3
3
5
5
78
183
4
3
3
2
1
9
5
1
1
29
# Veh
2,585.40
Sunday
Revenue
Hours
75.02
76.73
69.90
69.52
51.02
26.33
28.92
68.84
No Service
91.74
42.90
69.75
97.84
30.03
38.61
22.44
88.94
113.52
61.05
12.00
56.60
No Service
No Service
1,191.70
115.26
37.82
189.35
54.14
29.33
27.34
29.18
104.74
46.53
45.70
30.29
38.64
46.81
82.50
86.39
964.02
2,155.72
24.92
33.64
37.04
14.80
15.57
175.50
91.21
18.50
18.50
429.68
35,917.42
Revenue
Miles
958.10
1,013.43
880.38
883.95
631.01
347.59
331.21
871.34
No Service
1,193.96
601.00
977.00
1,074.78
420.00
540.00
315.00
1,245.00
1,590.00
855.00
144.00
792.00
No Service
No Service
15,664.75
1,614.00
436.92
2,206.96
757.96
380.17
397.64
382.75
1,388.25
651.00
469.11
422.62
560.33
656.00
1,155.00
1,211.00
12,689.71
28,354.46
307.72
506.48
548.87
128.05
166.70
4,212.00
1,278.00
165.76
249.38
7,562.96
193
6
8
6
6
4
2
2
6
No Service
8
3
4
8
2
3
2
6
7
4
3
4
No Service
No Service
94
7
3
16
4
2
2
2
9
3
4
4
3
3
5
5
72
166
2
2
4
2
1
9
5
1
1
27
# Veh
1,423,447.32
57,074.40
52,286.81
39,329.36
37,196.22
22,436.88
32,204.51
22,031.64
43,312.80
1,032.00
73,273.66
17,413.50
27,470.61
62,589.04
12,189.45
15,672.15
9,108.60
65,436.12
46,078.80
24,780.75
9,318.36
22,974.22
141.90
1,161.00
694,512.78
79,149.54
17,246.22
70,976.57
18,951.22
17,913.95
11,135.40
21,563.84
73,664.96
34,483.05
33,779.82
17,713.69
17,631.36
32,142.89
97.50
32,218.87
478,668.88
1,173,181.66
26,497.52
27,413.92
28,618.04
6,555.20
6,155.43
105,303.60
35,922.95
6,899.50
6,899.50
250,265.66
Annually
Revenue
Hours
20,516,365.70
764,697.42
632,167.31
499,980.04
471,251.31
275,412.29
424,356.63
251,728.51
480,266.66
9,602.76
956,423.00
243,881.00
384,799.00
760,135.66
170,388.00
219,144.00
127,791.00
915,881.00
645,372.00
346,935.00
129,564.12
321,480.00
1,560.90
12,771.00
9,045,588.61
1,108,326.00
198,812.48
896,887.80
245,071.82
232,072.09
161,812.32
281,914.95
1,037,177.69
482,720.28
369,506.51
247,846.22
255,457.67
450,160.00
352,170.00
451,519.00
6,771,454.83
15,817,043.44
310,609.44
397,577.24
530,367.87
82,318.15
80,006.74
2,527,286.40
503,436.00
106,897.28
160,823.14
4,699,322.26
Revenue
Miles
Bus Rapid Transit Element
Bus Rapid Transit
The concept of Bus Rapid Transit – or BRT as it is more
commonly referred to – was born in the San Bernardino
Valley out of a Study Omnitrans completed in early fiscal year
2004. This Future Transit Investment Study was primarily
conducted to determine what, if any, transit needs could be
identified for the long-range (i.e., 2010 – 2030). As this SRTP
covers the beginning years of that time period, it is important
to address some of the considerations that came out of the
study, and particularly the application of BRT in the San
Bernardino Valley. It is also important to note that the
implementation of BRT hinged on the success of passing the
reauthorization of Measure I, which occurred in November
2004.
Rail transit along E Street in
Downtown San Bernardino in
the early 1900’s. A modern BRT
along E Street will mimick this
service in a cost-efficient way.
BRT improves the lives of residents in many ways, from
guaranteeing access and mobility for everyone to fostering
economic vitality and protecting the environment. Exclusive
transitways, modern stations, high-tech vehicles and
frequent service – BRT combines these features to provide
the high level of service that people have come to expect
from more expensive transit systems. BRT has advantages
because it can be built and improved incrementally, and it is
flexible enough to serve both densely populated cities and
less concentrated suburbs. BRT is also convenient because
systems can be designed so that vehicles – not passengers –
transfer from local routes to high-speed lines. Although BRT
is a relatively new form of transit, existing systems in the
United States and around the world have integrated BRT
with great success into their existing transit systems, by
carefully integrating transportation planning, land
use/zoning regulations and policies, and aggressive traffic
enforcement. BRT encompasses what good public transit is
characterized by: speed, comfort, reliability, and rider
satisfaction.
Future Transit Demand
Although we cannot predict the future exactly, we cannot
ignore it either. Some aspects of the future seem fairly
certain:
227
The number of people and jobs in the Valley will increase
over time. Between 2010 and 2030 population will increase
from 1.3 million to 1.6 million (a 24% increase), and jobs will
increase from 580,000 to 730,000 (a 26% increase). This
comes on top of a population gain of 300,000 people
between 2000 and 2010.
More people mean more trips, more cars, more traffic and
pollution.
Transit can help mitigate the problems caused by these
increases, if additional resources are found to allow transit
services to keep up with the expected population and
employment growth.
Transit investments create jobs. Every $10 million invested in
public transportation capital projects generates about 300
jobs. Investments in transit operations yield about 600 jobs
for every $10 million spent.
Omnitrans has an historic opportunity to shape
transportation funding and, by extension, the quality of life
in the San Bernardino Valley for the foreseeable future.
While the population will grow substantially in the San
Bernardino Valley, the composition of the population will be
different in 2030. On a countywide basis, 20% of the
population will be above sixty years of age in 2030
compared to a 12% share in 2000. The proportion of the
population countywide between the ages of 15 and 29 will
remain at about 23%. However, the absolute number of
young people in the Valley will grow from about 230,000 to
368,300 persons. All of these people will be looking towards
options they have available for transportation, as growing
congestion from automobiles is inevitable.
BRT offers a high quality service compared to conventional
bus services. As such, BRT is quickly becoming the
transportation investment of choice for growing urbanized
areas around the nation. Its proven technology, speed,
comfort and carrying capacity have made it an attractive and
viable transit service.
Section V
Service Plan
228
BRT is often referred to as “light rail on rubber wheels”, since
almost all of the qualities and amenities of BRT mirror those
of light rail. It is fast, at least 50% faster than regular bus
services, because it operates in an exclusive or semi exclusive
right-of-way, has priority at signalized intersections and
greater distances between stops.
Several components of BRT that allow for faster transit
service include:
Dedicated bus lanes: Full BRT implementation requires
reserving one or more lanes for the exclusive or nearexclusive use of buses. These lanes could be located in the
center of a street, on the outside lanes, or a combination of
both. The lanes could be separated from automobile traffic
by barriers, or simply signage and road markings. BRT can be
implemented without a dedicated lane, although the
performance will be reduced.
Bus signal priority: The BRT buses would receive preferential
treatment at signalized intersections so that bus speeds can
be maintained and waiting time reduced, thereby reducing
overall travel time. BRT does not, however, produce a
noticeable detrimental effect on the automobile drivers with
whom it shares the public right-of-way.
Spacing of bus stations: For BRT to achieve higher average
speeds, bus stops are placed further apart than on regular,
local lines. Stations could be spaced between one-half to
one-mile apart. Passengers destined for smaller, in-between
bus stops can transfer to a local bus.
BRT in Eugene, Oregon
Traffic improvements:
Improvements to the surrounding
streetscape that support BRT would contribute to
improvements in speed and reliability of all traffic. An
advantage of BRT is that it simultaneously improves the
operation of intersections and arterials for both bus and cars.
BRT in Germany
A further advantage of BRT is cost. BRT is less expensive than
light rail to implement, making it an excellent transportation
investment. In addition, inherent operational efficiencies are
realized by the service from its faster speeds. Many of the
229
Valley’s neighboring areas have already been studying BRT
or implementing such systems, including Los Angeles,
Phoenix, the San Francisco Bay Area and Sacramento. In fact,
over 20 U.S. cities and territories are promoting BRT.
As Valley traffic congestion worsens over the next several
years, BRT is best utilized in corridors with high travel,
population and employment densities. It is an ideal service
for commuters. Candidate corridors would be those with
existing, successful transit lines, serving major residential and
employment centers and linking other transportation modes,
especially airports and commuter rail facilities. Also, newly
developing areas that are identified as having major
residential and employment centers in the future are good
candidates.
BRT is best utilized in corridors where there is high density
residential and employment centers, as well other attractors
such as schools, shopping and medical facilities. Candidate
corridors would be trunk lines that could link other transit
service and transportation modes, and provide east-west and
north-south connections between Valley communities.
Based upon a review of Omnitrans’ ridership and
productivity trends, findings made about future
demographics in the Valley, and interviews conducted
during the initiation of BRT, the following seven candidate
BRT corridors were identified and their features are displayed
in Figure V-25.
Section V
Service Plan
230
Figure V-25
Candidate BRT Corridors
Corridor
End Points
E Street
Foothill
East
Foothill
West
Boulevard
Boulevard
Cal State to Loma Linda; evaluate
extension to Redlands
Downtown San Bernardino to
Fontana Metrolink
Fontana Metrolink to Montclair
Transfer Center
Length
(miles)
16.6
15.1
15.3
Euclid Avenue
Upland to Chino
13.7
Holt Boulevard
Pomona Transfer Center to Ontario
Mills
17.2
San
Avenue
Ontario Mills to Fontana Metrolink
8.3
HOV Interchange @ SR 60/91 to
Chino Transcenter
16.0
Bernardino
Grand/Edison
Total
102.2
The seven candidate corridors total 102 miles in length. The
general location of these corridors is depicted on the service
area map in Figure V-26.
Initial analysis demonstrates that the E Street Corridor has
the highest priority for early implementation of a major
transit investment in premium service. The E Street Corridor
currently has the highest number of existing transit trips
among the seven corridors in the Omnitrans system and has
the highest potential for additional new transit riders. This
corridor has significant opportunities to influence
redevelopment, has a high number of transit dependents,
and has the potential to improve system-wide connectivity.
Foothill Boulevard East, Holt Avenue/4th Street, and the
Mountain/Euclid/Central Avenues Corridors rank second,
third, and fourth in priority. This group of corridors is
designated as having the highest priority for early
implementation.
Although the Mountain/Euclid/Central
Avenues Corridor is ranked fourth, it could be moved up the
list of development of the Ag Preserve accelerates and
developers give high priority to reserving transportation
right-of-way for future mass transit investments.
231
The remaining three corridors exhibit characteristics that
justify the implementation of premium transit services over a
longer period. The Foothill West Corridor is the strongest of
this group and could be elevated in priority as development
occurs in the corridor in a more accelerated manner. The
same observation applies to the Grand/Edison Avenues
Corridor which serves the Ag Preserve area. It also is a
strong corridor for linkages to Los Angeles County.
Omnitrans is commissioning a Major Investment Study for
BRT on the E Street Corridor during the 2004, 2005 and
2006 fiscal years. Among the work products that will be
developed will be specific alternatives for the corridor(s).
Section V
Service Plan
232
233
Figure V-26: Candidate BRT Corridors
Access Service Changes
Observations and Findings
Overall, the performance of Access service is good and
productivity is good compared to peers. Improvement
opportunities are therefore aimed at fine-tuning the existing
service and preparing for the future, which may include a
significant increase in demand for Access services,
particularly as the population continues to age.
Opportunities for consideration include the following:
x
Improvement of subscription and nutrition program
trips, particularly in the West Valley.
x
Vehicle utilization by time of day and day of week
indicates excess vehicle capacity weekdays mid-day
and after 5:00 PM (core service ends at 6:00PM).
Vehicle utilization is also low on weekends. Because
of the “capacity constraints” provision of the ADA
regulations, Access must ensure the availability of
rides for ADA-certified passengers, but this obviously
comes at a resource cost. Some reallocation of driver
resources may be beneficial, as are ongoing efforts to
improve optimization of passenger schedules.
x
During the peak time period, ride times on some
vehicles may exceed 2 hours, although this may be
comparable to some similar fixed-route trips. While
this is largely an operational issue, Omnitrans can also
work with social service agencies to identify mutually
appropriate goals.
Service quality is generally good with on-time performance
averaging 91 percent, depending on the day and time of
service.
This includes the on-time performance for
passenger no-shows as well as trips completed.
An FTA memo from 2003 clarifies that premium fares for
subscriptions or “special” agency requests (which are beyond
ADA baseline service) are allowable. Omnitrans’ September
2003 fare study and the zonal adjustments allowed for a
clearer fare structure for passengers, while at the same time
moves toward a goal of improved farebox recovery. The
Section V
Service Plan
234
expanded “subscription pass” allows non-subscription trips to
be taken with this fare medium, which is a clear benefit to
these passengers and their social service agencies.
Social service agencies are important partners in the
development, delivery, and ongoing success of “specialized”
transportation, but they often tend to have high
expectations and demands. Because their focus is on other
services, they do not generally see themselves as part of
either challenges or opportunities for the transportation
system. Not surprisingly, their concern is for their own
clients, sometimes to the detriment of other (perhaps
equally-or-more entitled) individuals.
Omnitrans and
Contract Services staff are aware of the inherent institutional
issues and work conscientiously to deliver professional
services in a quality manner.
Operational Observations
x
Overall, there appears to be a very good relationship
among Omnitrans staff, the contractor, social service
agencies, and most passengers.
x
Reservations staff does not consistently log “refusals”
by passengers of legally offered trip time negotiations.
To do so would provide more protection in the event
of complaints.
x
The current contract has required additional street
supervision and specified scheduling staff. Anecdotal
information indicates improved customer satisfaction.
x
Centralized dispatching for both East and West
Valleys has “pros and cons”, but appears to be
working satisfactorily.
x
Radio problems are expected to lessen with new
procurements. Subject to communications availability
and performance, there appears to be good
compliance with drivers’ calling in stops to Dispatch,
which is important in knowing where the vehicles are
at any given time.
235
x
Access has multiple dedicated phone lines, which
allow for a range of customer reservations and
information availability, the ability for customers to call
in cancellations, and for Dispatch to communicate
with drivers in radio dead-zones.
x
Other information service made available by Access,
through the customer brochure and the telephone
information message, are very helpful. However,
each contains some statements that should be
corrected to ensure better compliance with the ADA
regulations.
x
As part of this review, clarification of Operating
Policies (e.g., wait time, no shows, and late
cancellations) is an opportunity for improvement
identified by both driver and social service agency
focus groups.
x
Public information materials (e.g., Access “guide”
effective
and the “five minute” Access phone
message) should be updated for better ADA
compliance.
x
Transfer sites for Access, to reduce some of the
lengthier (time and distance) trips will be evaluated
for appropriate passenger amenities and the possible
need for staff monitoring/assistance. Consideration of
comparability to conditions experienced by fixedroute passengers is an important element.
Consider options for controlling Access costs:
x
Section V
Service Plan
236
In the Financially Constrained Scenario, there will be
neither expansion nor reduction in Access service
area for January 2006. Proposed service changes will
not alter the boundaries of routes; therefore, the
Access boundary will remain unaffected. During the
major system restructuring in January 2004, the
Access area was reduced to account for the reduction
in the few trips on fixed-route bus services that were
previously made in Colton and Grand Terrace. The
reduction in the Access service allowed eligible
paratransit riders to find alternative means of travel,
while frequent users remained eligible for one
additional year. In the Access service area, new
customers may book trips that start or end inside the
3/4-mile radius of Omnitrans’ fixed-route bus service.
Customers who live, or desire trips, beyond the
boundary will be continue to be certified until January
2005, but Access trips must begin or end at the
boundary.
x
In the Up To Guidelines scenario, the span of service is
increased on Saturdays and Sundays for those Access
riders who are ADA certified to mirror fixed route
changes. The proposed span of service for Saturdays
is approximately from 6:15 a.m. to 8:30 p.m. for a
14.25-hour span of service – an increase of 2.25 hours
compared to the current 7 a.m. to 7 p.m. schedule.
The proposed span of service for Sundays is
approximately from 6:30 a.m. to 7:45 p.m. for a 13.25hour span of service – an increase of 1.25 hours
compared to the current 7 a.m. to 7 p.m. schedule.
Approximately 3.5 hours of service is needed each
weekend in the East and West Valleys. This change
would take effect in January 2006 for a net increase
of 364 revenue vehicle hours annually. Existing NonCore services on weekdays are already consistent with
the proposed span of operation for fixed route bus
service. However, additional hours of service have
been added to weekdays in FY08 to FY11 to
accommodate projected ridership increases based on
population growth in the area. Additional hours of
service each weekday is assumed for FY08 with
times the service in FY11.
x
The Financially Unconstrained scenario projects
ridership above that of the previous scenario, and
therefore additional hours of service have been
added.
In this Unconstrained Scenario, 6 peak
vehicles are forecast as necessary. Previous plans for
expansion vehicles suggested that smaller vans may
be appropriate as ADA trips tend to be longer and
less conducive to large group shared-ride loads.
237
x
Figure V-27 shows the projected hours and miles of
service for Access under the three alternative service
and funding scenario.
Figure V-27: Access Service –
Hours by Scenario
Financial Year
2005-2006
2006-2007
2007-2008
2008-2009
2009-2010
2010-2011
Access Service – Revenue Hours
Financially
Up To
Constrained
Guidelines
Scenario
Scenario
174,000
174,000
174,000
174,870
174,000
174,870
174,000
174,870
172,834
172,834
176,290
176,290
Financially
Unconstrained
Scenario
175,530
175,530
175,530
175,530
173,007
176,467
Future Opportunities and Recommendations
Ridership growth, combined with increasing trip distances, in
more recent years is considerable and may outpace available
resources. Potential strategies include:
Section V
Service Plan
238
x
Strengthen eligibility requirements and procedures,
particularly regarding “converting” passengers to
fixed route or service routes. Under the current
lenient ADA eligibility program, it would be very
difficult to enforce new behaviors. Similarly, a future
option could allow free or reduced ridership on fixed
route by ADA-eligible persons, but not until eligibility
is tightened up more. Some form of in-person
eligibility assessment, at least for one full round of
customer re-certifications, is strongly recommended to
provide a consistent baseline for future passengers
and service.
x
Monitor and evaluate Access service performance
through Siemens communications system for a period
of two years before implementing any Access routing
or scheduling changes. Siemens is slated to begin
during Fiscal year 2005 and become fully operational
by 2006. During the SRTP update in Fiscal Year 2008,
Omnitrans will seek suggestions for system
improvement based upon performance data from the
voice-data communications system. The upgrading of
the dispatch and communications system is expected
to improve efficiency of the Omnitrans Access system
while keeping costs down.
x
Develop passenger training to help seniors take
advantage of the flexibility of fixed-route transit, with
possible subsequent development of “service routes”
targeted to senior centers.
The “Bus Basics”
informational meetings designed for acquainting
seniors with Omnitrans transportation service has
shown to be successful in previous years. Continuing
senior promotion programs will occur to ensure that
the growing population of active seniors are
familiarized with alternatives to driving. Additional
mobility training (sometimes called travel training) for
other individuals or groups of passengers should
continue to be considered.
x
Access passengers have good paratransit service
available, but this can sometimes lead to their own
“complacency.” While persons certified as ADAeligible clearly have a civil right to the service, they
also have obligations to not infringe on the civil rights
of other, equally eligible, passengers and to refrain
from “controllable” behavior that is not allowed for
other passengers. Omnitrans should develop and
enforce a “Passenger Responsibilities” policy.
In
particular, consider recently enacted state legislation
(AB2184, Cohn, Chapter 650, Statutes of 2002), which
creates new categories of infractions for misbehavior
on all public transit vehicles. Access, paratransit
passengers, and advocacy organizations should form
a partnership for the ongoing health of the overall
mobility system.
The following is one
Responsibilities” Policy:
example
of
a
“Rights
and
239
ADA Paratransit passengers have the following rights:
x Courtesy and respect from public transit
personnel, including timely phone service and
accurate information
x Service comparable to fixed route
x Information available in an accessible format
x Open public involvement process for changes
in service or fares
x Reasonably well-maintained vehicles.
ADA Paratransit passengers have the following
responsibilities:
x Respect for other passengers and public transit
personnel
x Obey vehicle and service rules (including but
not limited to: no food, smoking or radios, curbto-curb service, comply with service rules for
scheduled pickup time, keep service animal
under control)
x Schedule and use paratransit service only
when fixed route service cannot be used
because of one’s disability
x Limit “no-shows” and late cancellations, since
these affect the availability and timeliness of
service to others
Overall, the Access system has been extremely user-friendly
and some expectations may be unrealistic for the future.
“Phased” changes may be necessary to protect the interests
of Omnitrans and the people of San Bernardino County.
However, any substantive changes to the adopted and FTAapproved Paratransit Plan will require an appropriate public
involvement process and, most likely, one or more public
hearings.
Section V
Service Plan
240
System Safety/Security and
Emergency Preparedness Plan
The public transportation industry faces many hazards and
threats, all of which have the potential for disrupting local
communities, causing casualties, and damaging and
destroying public and private property. At a national level,
the industry will be affected by several major events each
year; ranging from floods, earthquakes, hurricanes, tornados,
major accidents, hazardous materials spills, fires, violent
crime, and, potentially, terrorism.
System safety/security and emergency preparedness (SSSEP)
offers a valuable tool to support the efforts of transportation
managers to answer system safety/security questions. System
security is defined as the application of operating, technical,
and management techniques and principles to the safety
and security aspects of a system throughout its life to reduce
threats and vulnerabilities to the most practical level through
the most effective use of available resources
x
x
x
System safety/security provides a structured
methodology for analyzing hazards and threats and
weighing the consequences of the cost of their
resolution against the capabilities of the system to
fund improvements.
This process builds on the transportation industry’s
strong safety culture, applying analysis techniques
and management processes traditionally used for
safety hazards to security threats and vulnerabilities.
System safety/security identifies safety, security and
emergency preparedness measures that protect both
the community and transportation employees, while
keeping the system operational and effective, even
under adverse conditions.
This process allows the system, whatever its size, service, or
operating environment, to implement the most effective
system safety, security and emergency preparedness
program possible within its available resources.
Within the context of this approach, emergency
preparedness is a central feature of the program, ensuring
241
the capability to mitigate and manage those events that
cannot be prevented. Emergency preparedness is defined as
a uniform basis for operating policies and procedures for
mobilizing public transportation system and other public
safety resources to assure rapid, controlled, and predictable
responses to various types of transportation and community
emergencies
System safety/security promotes an integrated approach to
protection, identifying how all system activities come
together as part of an interdependent system that deters,
detects, assesses, and responds to threats and hazards. This
process has the following components:
x physical resources to delay and deter the adversary
and correct identified hazards;
x equipment installed to detect and assess alarms and
support surveillance;
x personnel used for safety and security systems
management, operations, and response;
x procedures essential for system operation and
effectiveness; and
x training, exercising, and assessment to assure
response capabilities and effective mutual aid and
joint public safety agency operations.
Overall, Omnitrans SSSEP mirrors the new system safety and
security program guidelines set out by the Federal Transit
Administration (FTA) System Safety and Security Department.
It also aligns Omnitrans SSSEP with the principals of the
California Standardized Emergency Management System
(SEMS).
Benefits of System Safety/Security and Emergency
Preparedness
Because security has historically been managed as part of
day-to-day transportation operations, the benefits of
preparing a formal security plan are often not recognized.
Yet, the planning process:
x
x
Section V
Service Plan
242
provides a systematic vision for its safety, security and
emergency preparedness activities;
enhances the system’s ability to coordinate with local
authorities
and
the
California
Standardized
Emergency Management System (SEMS);
x
x
supports development of best practices
technology programs; and
provides the basis for training and exercises.
and
In an era of heightened public concern and expectation,
formal system safety/security planning ensures that the
public transportation system is doing all that it can to
leverage limited resources for hazard prevention, physical
protection and effective emergency response.
By investing time and money in system safety/security and
emergency preparedness efforts, transportation managers
can reduce the likelihood of adverse effects on employees,
passengers, and the environment, as well as help to avoid
costly losses that would result from a major event. This
program can also be a valuable tool for maintaining
operational integrity.
Some of the benefits of implementing a SSSEP include:
x safeguarding employees, passengers, first responders,
the community, and the environment;
x reducing litigation risk, insurance costs, and system
impairments;
x reducing the risk of vandalism, as well as sabotage
and crimes against the system by employees and nonemployees;
x improving relationships with local authorities and
surrounding communities;
x providing a mechanism for personnel control and
accounting ;
x supporting effective crisis communications internally
and with passengers; and
x improving emergency response and joint public safety
coordination and communication
With all this critical information in mind, it became clear that
Omnitrans needed to have alternative plans in place that
could be implemented on short notice, depending on the
level of emergency that was occurring. This effort is a small
part of the overall system safety/security and emergency
preparedness that the Agency is currently undertaking to
assure the safety of employees, passengers, the community,
and the environment. All of Omnitrans departments work
243
towards the safety and security of the system in general, and
the key areas of Facility Safety and Security and Fleet Safety
and Training work jointly to oversee that day-to-day training
and all aspects of daily operations meet the goals of SSSEP.
For more information on Omnitrans safety procedures as
well as route changes in the event of an emergency or
regionally significant event, please reference Omnitrans’
Safety and Security Manuals and Emergency Preparedness
Plan.
Section V
Service Plan
244
Section VI:
Agency 5-Year Fiscal Picture
Planning is a process of
choosing among those many
options. If we do not choose to
plan, then we choose to have
others plan for us.
- Richard I. Winwood
Operating Costs & Service
Levels
Three separate financial scenarios were developed to
correspond to the three operating plans documented earlier
in this Plan, including:
x Financially Constrained Plan
x Up To Standards Plan
x Unconstrained Plan.
Figure VI-1 summarizes revenue service hours for each of
these scenarios.
Operating costs, excluding cash reserves for INBR expenses,
are shown below in Figure VI-2. Operating costs projections
are based on the FY 2006 Proposed Budget and adjusted for
projected increases of approximately four to 4.5 percent per
year for inflation. Selected categories of expense have been
increased by factors more than the inflation based on recent
trends (e.g., Medical Insurance increased more than
inflation). Fuel costs have been adjusted to reflect a change
to alternative fuels by FY 2007.
Operating costs are both variable and fixed. Variable costs
include labor, services, materials and supplies, and fuel costs
associated with operations and vehicle maintenance. These
costs vary, depending on service levels – both hours and
miles.
Fixed costs are those closely associated with
administration that generally do not change, regardless of
service levels. Figure VI-3 shows operating costs per revenue
service hour by year for each of the three scenarios. Costs
per hour decline in each scenario as a result of fixed
administrative costs being spread across a greater service
base.
245
Figure VI-1
Revenue Service Hours (in thousands)
Revenue Service Hours (in thousands)
Fiscal Year
Financially
Constrained
Up To Design
Standard
Unconstrained
2006
900
1,149
1,661
2007
900
1,149
1,661
2008
900
1,149
1,661
2009
900
1,149
1,661
2010
906
1,155
1,667
2011
909
1,159
1,670
Figure VI-2
Operating Costs ($ in millions)
Operating Costs ($ in Millions)
Fiscal Year
Section VI
5-Year Fiscal Picture
246
Financially
Constrained
Up To Design
Standard
Unconstrained
2006
$
69.6
$
78.8
$
111.9
2007
$
73.3
$
84.5
$
120.0
2008
$
76.0
$
87.0
$
124.3
2009
$
79.0
$
90.7
$
129.6
2010
$
84.1
$
95.5
$
136.2
2011
$
88.3
$
100.2
$
142.8
Figure VI-3
Operating Costs Per Revenue Hour
Operating Costs Per Revenue Hour
Fiscal Year
Financially
Constrained
Up To Design
Standard
Unconstrained
2006
$
77.29
$
68.63
$
67.35
2007
$
81.48
$
73.62
$
72.19
2008
$
84.43
$
75.72
$
74.82
2009
$
87.72
$
78.97
$
78.04
2010
$
93.46
$
82.66
$
81.74
2011
$
98.08
$
86.45
$
85.51
247
Farebox Revenues &
Passengers
Projected farebox revenues for each of the three financial
scenarios are based on an estimate of passengers and
average fare per passenger assumptions. The fare increase
assumed in the prior Plan for FY 2006, is delayed until FY
2008, or pending the results of the next Comprehensive
Operational Analysis that is scheduled for FY 2006. In FY
2008, the base fare for fixed route bus service is assumed to
increase from $1.15 to $1.30, resulting in an average fare per
passenger of $0.75 compared to the current $0.70 per
passenger. The base fare for Access service is assumed to
increase from $2.05 to $2.35 with an increase in the average
fare per passenger from $2.13 in FY 2005 to $2.18 in FY
2008.
Ridership is projected to increase due to an increase in the
span of service (hours of operation), new routes, and
increased service frequency. Service improvements are
assumed to require 24-months to achieve maturity in terms
of ridership potential. And just as service improvements
begin to generate maximum ridership, the FY 2008 fare
increase causes a decline in ridership, assumed to be
consistent with recent fare increase experience (e.g., a
decline in ridership of one to three percent for fixed route
service, ten percent for OmniLink service and three percent
for Access service). The decrease in Access service ridership
is expected to be less than that experienced in the most
recent fare increase as the proportional increase in
subscription service fares will be significantly less than the
previous fare increase. Figure VI-4 provides an estimate of
ridership for each of the three scenarios. Productivity levels
are shown in Figure VI-5. Forecast farebox revenues are
shown in Figure VI-6.
Section VI
248
Figure VI-4
Passengers (in thousands)
Passengers (in thousands)
Fiscal Year
Financially
Constrained
Up To Design
Standard
Unconstrained
2006
16,006
21,574
27,279
2007
16,240
23,089
31,921
2008
15,987
23,814
35,458
2009
16,147
23,819
35,463
2010
16,626
24,297
36,187
2011
17,119
24,776
36,910
Figure VI-5
Passengers Per Hour
Passengers Per Revenue Hour
Fiscal Year
Financially
Constrained
Up To Design
Standard
Unconstrained
2006
17.8
18.8
16.4
2007
18.0
20.1
19.2
2008
17.8
20.7
21.3
2009
17.9
20.7
21.3
2010
18.5
21.0
21.7
2011
19.0
21.4
22.1
249
Figure VI-6
Farebox Revenues ($ in millions)
Farebox Revenues ($ in Millions)
Fiscal Year
Financially
Constrained
Up To Design
Standard
Unconstrained
2006
$
11.8
$
15.0
$
18.8
2007
$
12.1
$
16.0
$
21.9
2008
$
12.7
$
17.7
$
26.0
2009
$
12.9
$
17.7
$
26.0
2010
$
13.2
$
18.0
$
26.5
2011
$
13.6
$
18.5
$
27.1
The operating ratio, for general public and specialized
transportation services are shown separately in Figure VI-7a
and VI-7b. The operating ratio is the sum of farebox
revenues, Measure I fare subsidies and advertising revenue,
divided by operating costs.
State funding requires a
minimum of 20 percent for general public service.
As
shown in Figure VI-7a, Omnitrans will have difficulty in
meeting the required 20 percent in the Financially
Constrained Scenario, due in part to operating costs
increasing faster than ridership and farebox revenues. In FY
2006 through FY 2008, Omnitrans may need to exclude
service increases from the farebox recovery calculation, as
allowed by State TDA Regulations. This strategy is a
contingency option should Omnitrans ridership and farebox
revenues be less than projected.
In FY 2006, Omnitrans will continue its assessment of service
productivity by line and time of day, making
recommendations to the Board on strategies to improve the
farebox recovery ratio through service changes. In addition,
operating costs in areas such as Workers’ Compensation and
Medical Insurance will be analyzed with new programs to
reduce and/or contain cost growth in these areas.
Section VI
250
Figure VI-7a
Operating Ratio – General Public Service
Operating Ratio -- General Public Service
Fiscal Year
Financially
Constrained
Constrained Excl.
New Service
Up To Design
Standard
Unconstrained
2006
19%
20%
21%
18%
2007
19%
20%
22%
20%
2008
19%
20%
23%
23%
2009
19%
19%
22%
22%
2010
18%
18%
22%
21%
2011
18%
18%
21%
21%
Figure VI-7b
Operating Ratio – Specialized Service
Operating Ratio -- Specialized Service
Fiscal Year
Financially
Constrained
Up To Design
Standard
Unconstrained
2006
13%
13%
13%
2007
11%
11%
12%
2008
11%
11%
11%
2009
10%
11%
11%
2010
10%
10%
11%
2011
10%
10%
10%
251
Current funding supports the Financially Constrained Plan.
For this reason, operating costs and revenues, by service
type have been included for this scenario, as shown in
Figure VI-8a.
Figure VI-8a
Financial Information
Operating Expense
Directly Operated Fixed Route Bus
Contracted Fixed Route Bus
OmniLink Service
Access Service
Total Operating Expense
Operating Revenues
Fixed Route Bus Fares
Demand Response Fares
Measure I Fare Subsidy
Measure I General Subsidy
Interest Revenue
Advertising Revenue
Total Operating Revenues
Fare Revenues By Service Type
OmniLink Service
Access Service
Year 1 FY06
Year 2 FY07
Year 3 FY08
Year 4 FY09
Year 5 FY10
Year 6 FY11
$ 58,723,532
$
906,905
$ 1,149,746
$ 8,785,994
$ 69,566,176
$ 61,502,410
$
$ 1,402,786
$ 10,433,454
$ 73,338,649
$
$
$
$
$
63,698,526
1,458,144
10,841,681
75,998,351
$
$
$
$
$
66,168,736
1,516,140
11,269,481
78,954,357
$ 70,782,846
$
$ 1,582,825
$ 11,759,642
$ 84,125,312
$
$
$
$
$
74,357,266
1,652,518
12,271,740
88,281,524
$ 10,667,400
$ 1,117,110
$
273,730
$ 5,066,597
$
405,809
$
797,000
$ 18,327,646
$ 10,985,618
$ 1,114,980
$
256,096
$ 5,392,368
$
412,302
$
828,880
$ 18,990,244
$
$
$
$
$
$
$
11,632,397
1,110,113
259,836
5,714,545
418,898
828,880
19,964,669
$
$
$
$
$
$
$
11,748,721
1,120,714
255,793
6,063,309
425,601
828,880
20,443,018
$ 12,101,182
$ 1,143,128
$
258,344
$ 6,425,370
$
434,113
$
866,180
$ 21,228,318
$
$
$
$
$
$
$
12,464,218
1,165,991
266,009
7,084,691
442,795
866,180
22,289,883
$ 10,526,590
$
140,810
$
54,240
$ 1,062,870
$ 10,985,618
$
$
54,240
$ 1,060,740
$
$
$
$
11,632,397
50,036
1,060,077
$
$
$
$
11,748,721
50,036
1,070,678
$ 12,101,182
$
$
51,037
$ 1,092,091
$
$
$
$
12,464,218
52,058
1,113,933
The operating deficit before application of operating
subsidies and capitalization of vehicle maintenance costs is
approximately $51 million in FY 2006. LTF funds are used to
pay for this deficit, as shown below in Figure VI-8b. Current
funding supports the Financially Constrained Plan.
Section VI
252
Figure VI-8
LTF Requirements for the Financially Constrained Plan
Gross Operating Expenses
Operating Revenues
Net Operating Expense
Less Capitalizated Operations
LTF Operations Subsidy
Year 1 FY06
$ 69,566,176
$ 18,327,646
$ 51,238,530
$ 9,031,310
$ 42,207,220
Year 2 FY07
$ 73,338,649
$ 18,990,244
$ 54,348,405
$ 11,577,607
$ 42,770,798
Year 3 FY08
$ 75,998,351
$ 19,964,669
$ 56,033,682
$ 12,176,154
$ 43,857,528
Year 4 FY09
$ 78,954,357
$ 20,443,018
$ 58,511,339
$ 11,141,706
$ 47,369,633
Year 5 FY10
$ 84,125,312
$ 21,228,318
$ 62,896,995
$ 11,686,039
$ 51,210,956
Year 6 FY11
$ 88,281,524
$ 22,289,883
$ 65,991,641
$ 12,281,817
$ 53,709,824
Gross Capital Expenses
FTA 5307
Reprogrammed FTA 5307
CMAQ & JARC
LTF Carryover for Capital
FTA 5310
STA
LTF Capital Subsidy
$
$
$
$
$
$
$
$
22,774,574
13,045,016
2,837,352
894,086
734,483
507,000
2,417,000
2,339,637
$ 16,698,542
$ 13,045,016
$ 24,244,210
$ 13,045,016
$ 26,937,709
$ 13,045,016
$ 20,572,565
$ 13,045,016
$
$
9,317,200
$ 9,317,200
$
$
$ 2,217,000
$ 1,044,254
$
$ 2,217,000
$ 2,254,964
$
$ 2,217,000
$ 2,254,964
$
$ 5,250,000
$
-
$ 22,140,844
$ 13,045,016
$
$
$
$
$ 5,250,000
$
-
Total LTF Subsidy Required
Current Year LTF Revenues
LTF Carryover/Capital Reserve
Current Year LTF Balance
Cumulative LTF Balance
$ 44,546,857
$ 44,236,857
$
310,000
$
$
-
$ 43,815,052
$ 42,011,052
$ 1,804,000
$
$
-
$ 46,112,492
$ 46,112,493
$
$
$
-
$ 49,624,597
$ 49,624,597
$
$
$
-
$
$
$
$
$
$
$
$
$
$
-
-
51,210,956
52,972,328
1,761,372
1,761,372
53,709,824
54,722,817
1,012,993
2,774,365
Figure VI-9 provides performance indicators of cost efficiency
and effectiveness for the Financially Constrained Plan by type
of service.
Figure VI-9
Performance Indicators by Service Type – Financially Constrained Plan
Farebox Recovery Ratios -- System
General Public Services
Specialized Transportation Service
Operating Costs Per Hour -- System
OmniLink Service
Access Service
Passengers Per Hour - System
OmniLink Service
Access Service
Year 1
FY06
18%
19%
13%
$ 77.29
$ 84.43
$ 68.00
$ 47.51
$ 52.61
17.8
21.9
15.4
2.0
3.0
Year 2
FY07
18%
19%
11%
$ 81.48
$ 86.76
$
$ 57.97
$ 62.48
18.0
22.1
2.0
3.0
Year 3
FY08
18%
19%
11%
$ 84.43
$ 89.86
$
$ 60.25
$ 64.92
17.8
21.8
1.8
2.9
Year 4
FY09
18%
19%
10%
$ 87.72
$ 93.34
$
$ 62.65
$ 67.48
17.9
22.0
1.8
2.9
Year 5
FY10
17%
18%
10%
$ 93.46
$ 99.85
$
$ 65.41
$ 70.42
18.5
22.7
1.8
3.0
Year 6
FY11
17%
18%
10%
$ 98.08
$ 104.89
$
$ 68.29
$ 73.48
19.0
23.4
1.9
3.1
The fare ratios by service type shown above in Figure VI-9
are for passenger fares only, and do not include Measure I
fare subsidies for seniors and persons with disabilities and
advertising revenue.
When these are included, the
253
systemwide farebox recovery ratio is about 19 percent for FY
2006 only and 17 to 18 percent thereafter. For this
reason,service has been segmented into general public and
specialized service for purposes of calculating the farebox
recovery ratio for State compliance purposes.
In FY 2006 to FY 2009, Omnitrans will need to decrease
costs, increase ridership and/or exclude service expansions
from the State-mandated farebox recovery calculation. In
the three optional plan years (i.e., FY 2009 through FY 2011)
Omnitrans will need to have achieved cost reductions
and/or increases in ridership and farebox revenues. This
objective may be achieved with a reduction in Workers
Compensation costs and minor service adjustments, focusing
on those services that fail to achieve 75 percent or more of
the minimum farebox recovery ratio. Ridership and fare
revenue increases may be possible as a result of increasing
population, employment and rising fuel costs.
Revenue Sources
The funding sources assumed in the Financially Constrained
Scenario are those currently available to Omnitrans, as
described below. This includes existing revenue sources at
the federal, state and local level. The level of funding
estimated to be available over the next six years is based on
the fund estimates provided by the San Bernardino
Associated Governments (SANBAG) for fiscal years 20062008 and Omnitrans projections for 2009-2011.
Federal Funds
At the federal level, TEA-21 provided funding through the
Federal Transit Administration (FTA) specifically to support
transit operating and capital needs. TEA-21 also provided for
the flexible use of funds made available through the Federal
Highway Administration (CMAQ and STP). Reauthorization
of TEA-21 has been delayed, and some changes in the
program may occur once the new Bill is signed into action.
The federal transit program, under the Federal Transit
Section VI
254
Administration (FTA), provides for urban area and statewide
formula grant programs plus several discretionary programs.
FTA Section 5307 Formula Funds
This is a formula program with funds apportioned to
urbanized areas with populations over 200,000. Funds can
only be used for capital projects including the purchase of
vehicles and facility maintenance.
Section 5307 Funds
require a 20 percent local match.
Omnitrans receives FTA Section 5307 funds from two
urbanized areas (UZA): 1) Los Angeles/Long Beach UZA;
and 2) Riverside/San Bernardino UZA.
SCAG is the
designated recipient. Using federal transit data, SCAG
determines the amount of FTA 5307 formula funds
apportioned to the areas based on a variety of variables. In
the Riverside/San Bernardino UZA, funds are apportioned
based on:
x Population
x Population Density
x Revenue Miles
In the Los Angeles/Long Beach UZA, funds are apportioned
based on the above variables as well as a bus incentive
formula that considers overall passenger miles and operating
costs.
Federal Section 5307 funds apportioned to San Bernardino
County are estimated at $17.5 million annually over the Plan
period. Approximately $13.1 million of these funds are
available to Omnitrans. The remaining $4.4 million are Fixed
Guideway Funds used for rail projects sponsored by the
Southern California Regional Railway Authority (SCRRA)
Metrolink service. Fixed Guideway funds are determined
based on revenue miles and directional route miles.
In past years, SCRRA required about $1.0 million in Section
5307 Fixed Guideway funds apportioned to San Bernardino
County for commuter rail capital purposes. The balance of
funds, approximately $3.4 million annually, were made
available to Omnitrans. Beginning in FY 2005, however,
these funds are now fully utilized by SCRRA for Metrolink
service.
255
Due to the uncertainty created by not having an approved
federal reauthorization bill, the FTA Section 5307 funds
estimated to be available to Omnitrans during the Plan
period remain constant at $13.1 million annually. The
amount available for capital purposes, however, will
fluctuate over the next six years (Appendix D -- Capital
Projects), due to the use of these funds for support of ongoing vehicle maintenance activities. While Section 5307
funds are targeted for capital purposes, operating expenses
associated with vehicle maintenance may be “capitalized”
and paid for with Section 5307 funds, up to 80 percent of
total vehicle maintenance costs.
FTA Section 5309 Discretionary Funds
A FTA Section 5309 grant provides 80 percent of the capital
funds and requires a 20 percent local match. These funds
are fully discretionary and can be somewhat difficult to
acquire.
Section 5309 discretionary funds are usually
earmarked and appropriated by Congress. Obtaining a
Congressional earmark depends on the “clout” of the local
delegation and the ability of Omnitrans or other local
officials to communicate the need for these funds.
In the past, individual jurisdictions and agencies have sought
and secured Section 5309 Discretionary Funds. While this
approach maximizes the benefits to individual jurisdictions
and agencies, such activities are outside established
planning processes. Funds secured on an individual basis
detract from the amount of funds potentially available to
overall transit funding priorities in the County. The Capital
Plan outlined in this Plan proposes that SANBAG identify the
Chaffey College Transit Center as the highest priority for
discretionary funding.
This is followed closely by
replacement paratransit vehicles and the Mid-Valley Facility.
However the Mid-Valley project is dependent on the ability
to add new services currently not in the constrained SRTP.
Additional discretionary funds would not be programmed
outside of the Countywide planning process. This approach
will help to ensure that County-wide priorities have been
agreed upon through the planning process and that other
lower-priority projects do not directly compete for limited
discretionary funds.
In the past, securing Discretionary Funding in this ad hoc
Section VI
256
manner also has had a significant impact on Omnitrans’
staffing requirements and potentially on FTA Triennial
Review compliance findings. As an eligible grant recipient,
Omnitrans is called upon to apply for, administer and accept
Discretionary Grant funds on behalf of other jurisdictions.
This requires the dedication of staff resources charged to the
operating budget. Increasing staff to accommodate this
additional work has a negative impact on Omnitrans’ ability
to maintain cost per hour increases to no more than the
increase in the Consumer Price Index (CPI). In addition, all
procurements using Federal funds must adhere to specific
federal procurement and other compliance requirements.
Failure to meet these requirements can result in findings of
non-compliance for Omnitrans.
FTA Section 5309 funds are limited to capital purchases and
fall into three categories: 1) bus or bus facilities; 2) new starts;
and 3) rail modernization. Omnitrans is eligible for Section
5309 funds in the bus or bus facilities category as well as the
new starts category. These funds are distributed directly by
FTA to support capital transit needs including vehicle
acquisition, capital equipment and other intermodal transfer
facility needs. In the past, Omnitrans has been successful in
securing “earmarks” for Section 5309 funds (e.g., Chino and
Yucaipa Transcenters in FY04).
As noted earlier, Omnitrans is pursuing FTA Section 5309
funds for its Chaffey College Transit Center, Mid-Valley
Facility, and replacement Paratransit Vehicles.
If other
jurisdictions are pursuing Section 5309 funds, these should
be identified and included in Countywide funding priorities
approved by SANBAG as part of the Short Range Transit Plan
and TIP processes.
Congestion Mitigation and Air Quality (CMAQ) Funds
Certain funds made available through the Federal Highway
Administration are considered flexible funds and can be used
for transit capital projects.
They are the Surface
Transportation Program (STP) and the Congestion Mitigation
and Air Quality Program (CMAQ). In reality, STP funds are
generally used for streets and road projects and are not
available for transit. The exception to this rule is discussed
under new funding alternatives.
257
The CMAQ program provides funds for projects that
contribute to the attainment or maintenance of federal air
quality standards. These funds are distributed by SANBAG to
all eligible jurisdictions in the County. A wide variety of
public agencies are eligible for CMAQ funds, however,
Omnitrans has received a set-aside of funds in FY 2008 and
FY 2009 for the purchase of vehicles. CMAQ funds are
primarily used for capital projects. A portion of CMAQ
funding may be used to support the operating expenses for
new or expanded transit service but only for the first three
years of operation.
SANBAG has determined priorities for the $67.4 million in
CMAQ funds estimated to be available between FY06 and
FY09.
Omnitrans has secured a commitment of
approximately $18.6 million in CMAQ funds to cover
approximately 88 percent of the cost of replacing 32 coaches
and 100 paratransit vehicles in FY 2008 and FY 2009.
Federal Funds – Other
Omnitrans has begun branching out from the traditional
transportation funding sources (e.g. FTA Section 5307, FTA
Section 5309 and CMAQ) to other Federal Agencies that
have or are beginning to provide funding to transportation
agencies.
Department of Homeland Security –
Intercity Bus Security Grant
Following September 11, 2001 the President gave a directive
to create a comprehensive transportation security strategy.
In doing so the Department of Homeland Security created
the Intercity Bus Security Grant. The objective of this
program is to improve the security for operators and
passengers by providing bus security awareness and
enhancements in over-the-road buses that are used in
intercity fixed-route service as well as other services (e.g.,
charters).
Environmental Protection Agency (EPA) – Brownfield’s
Program
In response to the increasing number of Brownfield sites EPA
created the Brownfield’s Program. A Brownfield site is
defined as any site contaminated by a controlled substance,
petroleum or a petroleum product excluded from the
Section VI
258
definition of ‘hazardous substance’ and/or mine-scarred
land.
More than 600,000 properties that were once used for
industrial, manufacturing, or commercial uses were lying
abandoned or underused due to the suspicion of hazardous
substance contamination. Brownfield areas, particularly
those in city centers, were contributing to blight and
joblessness in surrounding communities. Unknown
environmental liabilities were preventing communities,
developers, and investors from restoring these properties to
productive use and revitalizing impacted neighborhoods.
The Brownfield’s Program allows funding to be used to
assess land contamination and be used for land clean-up. In
addition, the Brownfield’s Program provides a revolving loan
fund to help expedite the clean up process.
In FY 2005, EPA agreed to assess land contamination at
Rialto and E Street for the San Bernardino Intermodal Transit
Center.
State Funding
There are two principal funding sources available from the
State of California. Both are administered through the State
Transportation Improvement Program (STIP). The first is the
Public Transportation Account (PTA). The second is the STIP
itself, which is oriented exclusively to capital improvements.
State Transit Assistance Funds (STA)
The only funds currently available to Omnitrans through the
PTA are via the State Transit Assistance Fund (STA) program.
STA funds are allocated to SANBAG and to each public
operator. Funds allocated to SANBAG are made available to
operators based on their service area population. STA funds
can be used either for transit operations or capital projects.
There are eligibility requirements that must be met in order
for a transit operator to receive these funds. The operator
must meet the applicable ratio of passenger fares to
operating cost. In addition, operators seeking STA for
operations must show that their most-recent audited
operating cost per revenue vehicle hour does not exceed the
259
prior year or average of the prior three years’ operating cost
per revenue hour adjusted by the change in the Consumer
Price Index for the same period.
Due to the State budget crisis, SANBAG estimates that STA
will remain flat through FY 2009, with an estimated
apportionment to Omnitrans of $2.2 million annually.
Beginning in FY 2010, STA funds are estimated to increase to
$7.0 million annually with Proposition 42 funding. The Plan
proposes to use these funds to as local match to federally
funded capital projects.
An additional $3.0 million in prior year unallocated carryover
funds are being held in reserve by SANBAG as a contingency
in the event that actual STA funds available to the County fall
below the forecast $3.0 million in any one year.
In the most positive scenario – the provisions of Proposition
42 and fuel taxes are enacted as originally envisioned -Omnitrans could receive an estimated annual increase of
$8.3 million annually in STA funds as soon as next fiscal year.
Given the current status of State finances, this does not seem
likely at this point in time.
Section VI
260
Figure VI-10
Local and Regional Funding
By far, the primary source of funding for transit operations at
the local level is the Local Transportation Fund (LTF). Within
each county, ¼-cent of the sales tax collected is made
available to support transit operating and capital projects.
Local Transportation Funds
In 1972, SB 325 created a fund for transportation purposes.
These funds are derived from a ¼-cent sales tax and
distributed by SANBAG. These funds are intended to be
"transit first" funding, meaning that funds are expected to be
spent on transit projects to the extent that such projects are
meeting all "transit needs that are reasonable to meet."
There is no universally accepted definition of reasonable to
meet, and individual Regional Transportation Planning
Agencies (RTPA’s) must make their own determination.
These funds can be used for capital expenditures or
261
operations or a combination thereof.
LTF is apportioned to area cities and the County based on
population and transit operators are eligible as long as
required farebox ratios are maintained. Projections estimate
5.77 percent growth annually between FY 2006 and FY
2010. A recession is forecast in FY 2011 with a resulting
impact on estimated LTF, forecast to grow at 3.4 percent
compared to the prior year.
In prior years, SANBAG drew $5.5 million annually in LTF to
support the commuter rail program. The draw for commuter
rail is expected to be $8.2 million in FY 2006 and continue in
the $8-$9 million range for FY 2007 through FY 2011. This
increase in the use of LTF is for expansion in the number of
Metrolink trains serving San Bernardino County.
The current practice is to allocate the balance of LTF, after
commuter rail needs are met, to Omnitrans. The level of LTF
available to Omnitrans in FY 2006 is estimated to be $40.5
million and $42.0 million in FY 2007, exclusive of allocated
and unallocated prior year carryover funds. In FY 2008 and
FY 2009, LTF funds are forecasted to increase to $46 and
$49.6 million, respectively. In FY 2010 and FY 2011, LTF
funds are forecasted to increase to $53 and $55 million.
Figure VI-11 shows the LTF funding cycle.
Section VI
262
Figure VI-11
Prior year LTF funds totaling $4.8 million are available to
Omnitrans to supplement current year revenues. This
includes $3.75 million of unallocated LTF available to
Omnitrans, pending SANBAG Board action.
Measure I Local Sales Tax for Transit
The ½-cent sales tax available for transportation projects in
San Bernardino County is administered by SANBAG and
includes a provision of six percent of funds for the Elderly
and Handicapped Program. There is a one percent set-aside
for ADA Mediation services and other educational projects in
the Valley. Omnitrans is allocated the remainder of these
funds to use for fare subsidy and direct services subsidy. This
sales tax is estimated to grow at the same rates as the LTF.
263
In FY 2010 the current Measure I Local Sales Tax for Transit
will sunset. In November 2004, this Measure was approved
for extension by voters and effective in 2010, Measure I will
include two percent express bus/BRT, and eight percent to
senior and disabled services, including two percent for the
creation of a centralized transit services agency (CTSA) and
continuation of the training and scholarships educational
programs that currently exist.
This Plan assumes that Omnitrans will continue to secure its
existing share of Measure I Funds as a senior and disabled
fare subsidy. These funds are estimated at $5.3 million in FY
2006 with growth of 5.77 percent annually through FY 2010
and 3.4 percent in FY 2011. It is estimated that these fare
subsidy funds will reach $7.4 million annually by FY 2011.
An additional $0.6 million in funds for BRT service are
estimated to be available in FY 2010 and to grow to $2.6
million in FY 2011, the first full year of the Measure I
Reauthorization. These funds are assumed as local match
for FTA Section 5309 capital funds for the BRT project. A
future decision that Omnitrans will need to make is whether
to implement the BRT Project on a Pay-As-You-Go Cash Basis
or through some other financing mechanism.
Also under the Measure I Reauthorization, some $3.1 million
in funds will be available for CTSA and educational program
purposes in FY 2011. Omnitrans may seek to obtain a
portion of these funds to support increased levels of service
to seniors who would otherwise not be eligible for ADA
service.
Under the constrained, up-to-standards and
unconstrained plans, Omnitrans would link service
expansion to increased Measure I funding.
Advertising and Auxiliary Revenues
Omnitrans generates revenues from investment income and
advertising allowed on its vehicles. On an annual basis,
these two sources generate about $1.2 million in revenue
that is used for operations. Because of low interest rates,
and uncertain economy, these funds are projected to
increase at a rate of 1.6 to two percent annually, far below
the forecast rate of inflation for the Plan period. A new
advertising contract will be awarded in the FY 2007 plan
Section VI
264
year. It is assumed that revenues from this contract will
increase by four percent with the new contract.
Potential New Revenue Sources
Two funding sources are identified as potential opportunities
that Omnitrans is currently working on. These include:
Dedication of a Local Funding Source – Current Measure I
funds, which sunset in 2009, were reauthorized by 80% of
the voters in the County in November 2004. Additional
funds have been made available to Omnitrans through the
extension of Measure I for express bus/BRT and
senior/disabled transit services.
Surface Transportation Program (STP) Flexible Funds
Exchanged for FTA Section 5310 Operating Funds For
Access Service – STP funds are highly competitive, but they
may be used for transit projects. For example, in Los Angeles
County, STP Flex Funds are traded for FTA Section 5310
operating funds and programmed to meet a portion of ADA
service provider contract costs.
Pursuing STP funds for
Access contract service costs is an option that has yet to be
explored.
Revenue Summary
Figure VI-12 provides a summary of existing revenue sources
and assumptions for the Financially Constrained Plan. These
revenue estimates have been reviewed by SANBAG staff as
part of the SRTP development process.
265
Figure VI-12
Summary of Revenue Sources
Revenue Category
Local Measure I Sales Tax
SB Valley Measure I E&H Funds
1% Set-Aside FY05 to FY10; 2% in FY11 (a)
6% E&H Funds for Omnitrans
2% BRT & Express Bus Reauthorization
Percentage Increase
State Transit Assistance Fund
Unallocated Carryover (b)
Countywide Allocation
SB Valley Allocation (Omnitrans)
Mountain/Desert Allocation
Percentage Increase
Local Transportation Fund (LTF)
SB Valley Apportionment
SCRRA (per current Bd. Policy)
SB Valley Allocation (Omnitrans)
Unallocated Carryover (a)
Prior Year Carryover (Omnitrans)
Percentage Increase
FTA Section 5307
SB Fixed Guideway Funds
SB Formula Funds (Omnitrans)
Total SB Apportionment Section 5307
Percentage Increase
FHWA CMAQ
Total SB Apportionment
Omnitrans Approved Projects
Percentage Increase
Year 1 Plan
FY06
Current Year
Budget FY05
Year 2 Plan
FY07
Year 3 Plan
FY08
Year 4 Plan
FY09
Year 5 Plan
FY10
$
$
5,100,000
51,000
$
$
5,049,000
-
$
$
5,340,327 $
$
5.77%
5,648,464 $
$
5.77%
$
$
$
$
3,000,000
3,000,000
2,217,000
783,000
$
$
$
$
3,000,000
2,417,000
583,000
0%
$
$
$
$
3,000,000
2,217,000
783,000
0%
$
$
$
$
$
46,358,000
7,900,000
38,458,000
9,000,000
2,848,483
$
$
$
$
$
49,032,857
8,546,000
40,486,857
3,750,000
5.77%
$
$
$
$
$
51,862,052
9,851,000
42,011,052
5.77%
$
$
$
4,405,013
13,045,016
17,450,029
$
$
$
4,405,013 $
13,045,016 $
17,450,029 $
0%
4,405,013 $
13,045,016 $
17,450,029 $
0%
4,405,013 $
13,045,016 $
17,450,029 $
0%
4,405,013 $
13,045,016 $
17,450,029 $
0%
$
$
9,150,000
-
$
$
9,350,000 $
$
2%
9,500,000 $
$
2%
9,700,000 $
9,317,200 $
2%
9,900,000 $
9,317,200
2%
Year 6 Plan
FY11
$
$
8,076,155 $
1,392,441 $
5,974,381 $
$
5.77%
6,319,102 $
$
5.77%
6,683,715 $
556,976 $
5.77%
$
$
$
$
3,000,000
2,217,000
783,000
0%
$
$
$
$
3,000,000
2,217,000
783,000
0%
$
$
$
$
$
7,000,000 $
7,000,000
5,250,000 $
5,250,000
1,750,000 $
1,750,000
Prop 42 TCRP/STAF
$
$
$
$
$
54,854,493
8,742,000
46,112,493
5.77%
$
$
$
$
$
58,019,597
8,395,000
49,624,597
5.77%
$
$
$
$
$
61,367,328
8,395,000
52,972,328
5.77%
10,467,600
3,116,900
7,350,700
2,616,900
3.40%
$
$
$
$
$
63,453,817
8,731,000
54,722,817
3.40%
4,405,013 $
13,045,016 $
17,450,029 $
0%
4,405,013
13,045,016
17,450,029
0%
9,900,000 $
9,900,000
Projects Selection TBD
0%
0%
(a) 1% Set-Aside thru all but last quarter of FY 2010 and 2% in FY 2011 for CTSA + $500,000 for Training and Scholarships
(b) Unallocated carryover of STA and LTF funds to be used to offset potential transit fund decreases resulting from State budget crisis and/or for one-time costs.
Capital Plan
Omnitrans proposes a six-year capital plan that emphasizes
replacement first and includes significant constraints
compared to previous expansion plans.
The following
outlines a capital plan based on a Constrained Funding
Scenario.
Fixed-Route Vehicles
The capital replacement plan for fixed-route vehicles assumes
constrained funding. Because of constrained funding, fleet
requirements are not projected to change over the next six
years, aside from changes in FY06.
Section VI
266
Figure VI-13
Fleet Requirements Financially Constrained Scenario
Fleet
Requirements
40’ Coaches
Inland Empire
Mid-Sized
Coaches
Redlands Trolley
Peak
129
6
9
2
FY05 Current
Spares
Total
25
154
1
7
3
12
1
3
FY06-11 Planned
Peak
Spares
Total
135
26
161
6
1
7
9
3
12
Net
Change
7
0
0
2
0
1
3
The spare ratio is 16 percent for directly-operated 40-foot
fixed route vehicles, 25 percent for the Inland Empire
Connection and mid-sized vehicles, and 33 percent for the
Redlands Trolley.
During the next six years, 100 fixed-route vehicles will
require replacement, based on a 12-year useful life cycle.
In FY 2008 and FY 2009 CMAQ will be allocated to
Omnitrans for 32 vehicles for a total of $15 million ($12
million CMAQ/$3 million local).
Paratransit/Demand Response Vehicles
The paratransit/demand response fleet is not anticipated to
grow under the constrained financial scenario, except for the
seven vehicles for which 5310 funds were received. Fleet
requirements are shown below.
Figure VI-14
Paratransit/Demand Response Vehicle Requirements
Fleet
Requirements
Paratransit
Vehicles
Peak
88
FY05 Current
Spares
Total
13
101
FY06-11 Planned
Peak
Spares
Total
88
13
101
Net
Change
0
During the next six years, 185 vehicles will require
replacement, due to their four-year life. The useful life
assumption for paratransit vehicles is four years based on
FTA definitions. CMAQ will be allocated to Omnitrans for
replacement of 100 vehicles in FY 2008 and FY 2009 for a
total of $8.3 million ($6.6 million CMAQ/$1.6 million local).
267
Mid-Life Repairs
Omnitrans’ fixed-route vehicles average more than 50,000
annual miles. As a result, mid-life overhauls are required to
ensure that vehicles are kept in top performing order. Funds
are only budgeted in FY 2007 and FY 2010 for this program.
This includes funds towards the 2001, 2002 and 2004 New
Flyers.
Capitalization of Preventive Maintenance Costs
Federal Transportation Equity Act of the 21st Century (TEA21) Section 5307 funding guidelines allow transit agencies to
utilize a portion of these formula funds for preventive
maintenance activities.
In the past, Omnitrans has
capitalized approximately 45 percent of the Maintenance
Department’s operating budget. This practice is proposed to
continue through the six-year plan period as a necessary
strategy for balancing the operating budget in this
Constrained Funding Scenario. The alternative is to use 100
percent local funds to balance the operating budget, leaving
an insufficient balance of local funds available for match of
federal capital funds. The strategy of capitalizing preventive
maintenance costs maximizes the use of federal funds in this
scenario.
Support Vehicles
This on-going program replaces existing support vehicles
when they reach the end of their useful life. Omnitrans will
be leasing vehicles for five-year terms during the life of this
SRTP, as it has been determined to be a more cost effective
method of vehicle replacement and vehicle maintenance.
The cost of the lease and maintenance is included in the
overall lease price. However, only the lease cost is included
as a capital expense; maintenance costs will be put in the
Maintenance Department annual budget. All vehicles will be
replaced on a useful-life basis. All vehicles are shown in
Figure VI-15.
Section VI
268
Figure VI-15
Support Vehicle Replacement Requirements
Support Vehicle
Types
Relief Vehicles
Maintenance
Support Vehicles
Staff Vehicles
Shop Equipment
Total Support
Vehicles
FY06
FY07
FY08
FY09
FY10
FY11
6
15
0
6
0
Total FY 06
to FY11
6
33
2
2
0
2
2
0
8
7
0
13
1
0
2
4
0
0
1
7
0
31
4
15
31
2
12
3
13
76
Facility Improvements
Scheduled facility upkeep and improvement projects are
estimated to cost $3.5 million over 6 years. This includes
$305,000 in FY 2007 for alternative fueling facilities at the
East and West Valley and $200,000 in FY08 for LCNG
(Liquefied and Compressed Natural Gas) Station
maintenance. In addition, a number of smaller interior and
exterior facility maintenance projects are planned (e.g.,
parking lot maintenance, painting of buildings, new carpet,
roof maintenance). These projects are aimed at ensuring
that facilities are safe and in good repair throughout their
useful life.
Service Equipment
New equipment is needed on an on-going basis to replace
and supplement outmoded materials now in use at both the
East and West Valley facilities. Items include brake lathes, a
fluid management system, methane sensors, automatic
external defibrillators, HAZMAT storage containers, and spill
and clean-up kits.
Office Furniture & Computer Equipment
This project includes $100,000 over the six-year plan for
office furniture and equipment. On-going Management
Information System (MIS) costs associated with system
upgrades are estimated to cost $7 million over the six-year
period.
269
Revenue Equipment
This project includes funding over the six-year plan for the
replacement of video equipment on fixed route buses.
Transit Enhancements & Passenger Amenities
TEA-21 states that one percent of federal Section 5307
apportionments must be spent on “transit enhancements.”
Such enhancements include bus shelters, landscaping and
other scenic beautification (e.g., tables, benches, trash
receptacles, lights), public art, installation of equipment for
transporting bicycles on transit vehicles, signage, and
enhanced access for persons with disabilities to mass
transportation. Over the next six years, Omnitrans proposes
to spend $1 million on transit enhancements and related
improvements in passenger amenities. Projects proposed are
for other on-going improvements to stops and zones, transit
centers, and key transfer locations.
Transit Security
TEA-21 also requires that one percent of federal Section
5307 apportionments be spent on projects that improve
transit security. These may include items such as increased
lighting at bus stops, camera surveillance of an area within,
or adjacent to, the transit system, provision of emergency
communication links, security analysis studies, salaries and
contracts for personnel involved exclusively in security, and
any other project intended to increase the security and
safety of the transit system. Omnitrans proposes $1 million
in safety and security projects. Projects proposed include
preparation of a Safety & Security Program Plan and bus yard
and public/employee parking security gate control system,
gates, and tire spikes. Funds are also proposed for disaster
preparedness and LNG/CNG risk management plans, and
on-going security and safety improvement projects.
Up-to-Standards Scenario
Up-to-Standards are a set of goals that the agency would like
to reach. As money and resources become available these
goals are achieved. Often the funding does not come all at
once however this plan also lets other agencies know plans
are in place when and if the money becomes available.
Elements that are not included in this scenario due to the
uncertainty of when this building will be completed, but will
Section VI
270
be needed none-the-less are additional relief vehicles,
office/computer equipment, security expenses, and facility
maintenance.
Mid-Valley Facility
Omnitrans has begun planning for a new mid-Valley facility
to accommodate potential growth in the fleet, should
operating funds become available. The current facilities can
accommodate up to 200 coaches. Beyond this level, a new
facility will be needed to store and maintain vehicles. To
date, Omnitrans has spent $6.3 million on this project for
land purchases and has secured an additional $2.2 million in
architectural and engineering services to design the
proposed new facility. The Mid Valley Facility is estimated to
need $55.72 million if built in FY 2010.
Expansion Vehicles
To meet the needs shown in the Up-to-Standards scenario,
an additional 50 peak coaches will be needed and 13 spares.
An estimated $42 million is needed for these coaches.
Unconstrained Scenario
Unconstrained scenario goes one step beyond Up-toStandards as it looks at the entire service area and tried to
meet all the feasible transit needs of San Bernardino Valley.
Expansion Vehicles
In order to keep pace with the projected growth in
population, Omnitrans will need to expand both its fixedroute bus and complementary ADA paratransit services, as
outlined in the service and financial plans for the
“Unconstrained Scenario.”
Omnitrans will require an
additional 38 peak transit coaches and eight spares for fixed
route operations under the Unconstrained Scenario. In
addition, six peak (and one spare) paratransit vehicles are
also required. The total cost of these vehicles is estimated at
$30 million for coaches and $0.6 million for paratransit vans.
Omnitrans will be unable to cover the cost of vehicle
expansions without the benefit of discretionary funds. In the
Unconstrained Scenario, Omnitrans will be aggressively
pursuing Congestion Mitigation and Air Quality (CMAQ)
funds to pay for 88.53 percent of the cost of these vehicles,
assuming operating dollars are available to implement the
services decribed. There is no guarantee, however, that
271
Omnitrans will receive these funds.
E Street BRT Major Investment Study
The North-South BRT service from Loma Linda to Cal State
San Bernardino will closely follow the existing Route 2
alignment. Implementation of this project includes three
planning phases: Major Investment Study; Environmental
Impact Report; and Preliminary Engineering. Funds for these
activities are included in the proposed capital plan for
$300,000 in FY 2006. Preliminary cost of the project is
estimated at $41,000,000.
Capital Plan Summary & Funding Strategy
The six-year capital improvement plan is presented in Figure
VI-16. It lists each project category and shows the funding
required over the six-year plan period to be $128 million.
Expansion efforts will require that Omnitrans secure
discretionary funding and use new financing mechanisms
for local match. And, in order to expand its fleet, Omnitrans
will require increased facility space. The costs for expansion
projects are not shown in Figure VI-16. These costs were
discussed in the capital project section above and include:
x
Mid-Valley Facility at approximately $55.7 million for
construction
x
E Street BRT at approximately $41 million for construction
(note that costs are being refined in a separate study and
are currently estimated)
x
Expansion Vehicles at approximately $73 million.
The capital needs shown in Figure VI-16 may be supported
with the revenue estimated to be available over the next six
years.
Proposed funding includes Federal Section 5307
funds estimated to be available to Omnitrans on a formula
apportionment basis. These funds require a 20 percent local
match. State Transit Assistance Funds (STAF) and a small
amount of Local Transportation Funds (LTF) are proposed as
the local match. Figure VI-17 shows revenue sources
proposed for the capital program relative to the total capital
Section VI
272
program cost. Revenues are sufficient through the life of
this plan under the Constrained Scenario.
Approximately $129 million is estimated in capital revenues
over the six-year period. This does not include potential new
discretionary sources or the local match on these funds that
may be secured in the future.
While funds are sufficient for the Constrained Funding
Scenario, additional sources (both operating and capital) will
be required for future growth in Omnitrans’ services. The
proposed strategy is for Omnitrans to seek Federal Section
5309 funds (or other federal funding) for construction of a
new facility with local match to be provided by financing
mechanisms for a total of $55.7 million. CMAQ funds have
been allocated for vehicle replacements in FY08 for a total of
$7.5 million ($6 million CMAQ/$1.5 million local) and in FY09
for a total of $7.5 million ($6 million CMAQ/$1.5 million
local). The Constrained Funding Scenario assumes the local
match of $3 million in FY 2008 and FY 2009 for vehicle
replacement.
Discretionary Grants Secured
Omnitrans has been successful in garnering support of
transit projects, including funding for five replacement
paratransit vehicles in FY 2005 and seven expansion
paratransit vehicles in FY 2006. Omnitrans will request
funding for the projects shown in Figure VI-18.
273
274
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
SERVICE VEHICLES
REPL. HEAVY DUTY COACHES
EXPAN. HEAVY DUTY COACHES
REPL. MEDIUM DUTY COACHES
SECURITY
PREVENTIVE MAINTENANCE
OFFICE EQUIPMENT
CAPITALIZATION OF LEASES
MIS
SBX
FACILITY IMPROVEMENTS
TRANSIT ENHANCEMENTS
ALT. FUELING FACILITIES
REVENUE EQUIPMENT
REPL. PARA VEHICLES
EXPAN. PARA VEHICLES
TRANSCENTER DEVELOPMENT
MID VALLEY FACILITY
GROSS CAPITAL
Redlands Trolley & JARC
34,466 $
43,100 $
$
$
$
$
894,086 $
22,774,574 $
$
21,880,488 $
-
1,415,497 $
577,822
755,080 $
521,355 $
-
163,075 $
356,447 $
300,000 $
844,121 $
89,000 $
15,000 $
7,885,149 $
163,075 $
-
-
8,247,801 $
469,500 $
2006
$
$
$
$
$
$
$
16,698,542 $
-
16,698,542 $
-
-
1,953,775 $
-
305,000 $
163,075 $
465,000 $
500,000 $
436,200 $
93,000 $
15,525 $
11,321,532 $
163,075 $
-
-
-
894,000 $
35,672 $
352,688 $
2007
36,921 $
31,000 $
$
$
$
$
$
$
$
24,244,211 $
-
24,244,211 $
-
-
4,157,000 $
-
200,000 $
163,075 $
144,937 $
-
692,569 $
97,000 $
16,068 $
11,916,079 $
163,075 $
-
-
6,548,487 $
78,000 $
2008
$
38,212 $
-
$
$
$
$
$
$
$
$
26,937,709 $
-
26,937,709 $
-
-
4,157,000 $
-
-
163,075 $
1,560,593 $
-
864,600 $
100,000 $
16,631 $
10,878,631 $
163,075 $
-
-
8,626,142 $
369,750 $
2009
Figure VI-16
Six-Year Capital Plan – Constrained Plan
$
$
$
STOPS & ZONES
TOTAL CAPITAL
$
Project
SERVICE EQUIPMENT
Section VI
$
39,550 $
-
$
$
$
$
$
$
$
19,822,408 $
-
19,822,408 $
-
-
-
499,173 $
-
163,075 $
106,678 $
-
362,910 $
104,000 $
17,213 $
11,418,964 $
163,075 $
1,416,018 $
-
5,376,252 $
155,500 $
2010
40,934 $
7,000 $
$
$
$
$
$
$
$
$
19,898,844 $
-
19,898,844 $
-
-
-
-
370,730 $
163,075 $
6,500 $
-
3,732,861 $
108,000 $
17,815 $
12,010,742 $
163,075 $
-
-
2,841,862 $
436,250 $
2011
130,376,288
894,086
129,482,202
-
1,415,497
11,022,855
1,020,528
875,730
978,450
2,640,155
800,000
6,933,261
591,000
98,252
65,431,097
978,450
-
-
23,392,743
2,403,000
225,755
433,788
Total
$
$
$
$
$
$
$
$
$
$
$
$
Annual Capital Program (Shortfall)/Surplus
Cumulative Capital Program (Shortfall)/Surplus
-
2,417,000
2,339,637
734,483
13,045,016
2,837,352
423,836
470,250
507,000
22,774,574
Year 1 FY06
STA
LTF
LTF Carryover
FTA Section 5307
FTA Section 5307 (FY 02 CA-90-Y098)
CMAQ
JARC
CMAQ/Redlands Trolley
FTA Section 5310
Total Capital Revenues
Capital Revenues
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
2,217,000
2,254,964
13,045,016
9,317,200
26,834,180
Year 3 FY08
(392,272) $ 2,589,970
(392,272) $ 2,197,698
2,217,000
1,044,254
13,045,016
16,306,270
Year 2 FY07
2,217,000
2,254,964
13,045,016
9,317,200
26,834,180
$ 5,250,000
$
$
$ 13,045,016
$
$
$
$
$
$ 18,295,016
Year 5 FY10
$ 5,250,000
$
$
$ 13,045,016
$
$
$
$
$
$ 18,295,016
Year 6 FY11
378,968
378,968
$ 19,568,000
$
7,893,819
$
734,483
$ 78,270,096
$
2,837,352
$ 18,634,400
$
423,836
$
470,250
$
507,000
$ 129,339,236
Six-Year Total
$ (103,529) $ (111,374) $ (1,603,828) $
$ 2,094,169 $ 1,982,796 $
378,968 $
$
$
$
$
$
$
$
$
$
$
Year 4 FY09
Figure VI-17
Revenues for the Six-Year Capital Plan
275
Expan. Heavy Duty Coaches
Mid Valley Facility
BRT
Chaffey Transit Center
Yucaipa Transit Center
Approved Discretionary Grants
& Other
Discretionary Requests
Repl. Paratransit Vehicles
Expan. Paratransit Vehicles
Repl. Heavy Duty Coaches
Section VI
276
FY06
* Funding has been awarded.
$1,200,000 **
$ 43,200,000 **
$ 221,250 *
$ 364,000 * $1,750,000 **
FY05
FY09
$ 1,750,000 ** $ 1,800,000 **
FY08
** Funding has or will be requested.
FY07
Figure VI-18
Discretionary Funding
FY10
FY11
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
SERVICE EQUIPMENT
STOPS & ZONES
SERVICE VEHICLES
OFFICE EQUIPMENT
MIS
SBX
REVENUE EQUIPMENT
REPL. PARA VEHICLES
TRANSCENTER DEVELOPMENT
MID VALLEY FACILITY
TOTAL
SECURITY
Project
34,466 $
43,100 $
$
$
$
29,886,934 $
-
1,415,497 $
577,822 $
755,080 $
521,355 $
-
163,075 $
356,447 $
300,000 $
844,121 $
89,000 $
15,000 $
7,885,149 $
163,075 $
-
8,006,445 $
8,247,802 $
469,500 $
2006
$
$
$
$
$
38,927,462 $
13,930,000 $
-
-
1,953,775 $
-
305,000 $
163,075 $
465,000 $
500,000 $
436,200 $
93,000 $
15,525 $
11,321,532 $
163,075 $
-
8,286,670 $
-
906,250 $
35,672 $
352,688 $
2007
36,921 $
31,000 $
$
$
$
$
$
49,894,751 $
13,930,000 $
-
-
4,157,000 $
-
200,000 $
163,075 $
144,937 $
-
692,569 $
97,000 $
16,068 $
11,916,079 $
163,075 $
-
8,576,704 $
9,692,323 $
78,000 $
2008
$
38,212 $
-
$
$
$
$
$
$
50,294,066 $
13,930,000 $
-
-
4,157,000 $
-
-
163,075 $
1,560,593 $
-
864,600 $
100,000 $
16,631 $
10,878,631 $
163,075 $
-
8,194,051 $
9,858,448 $
369,750 $
2009
Figure VI-19
Six-Year Capital Plan - Up-to-Standards
$
39,550 $
-
$
$
$
$
52,555,853 $
13,930,000 $
-
-
2,166,175 $
499,173 $
-
163,075 $
106,678 $
-
362,910 $
104,000 $
17,213 $
11,418,964 $
163,075 $
1,416,018 $
8,480,843 $
13,532,679 $
155,500 $
2010
40,934 $
7,000 $
$
$
$
$
$
$
$
31,839,723 $
-
-
-
2,242,000 $
-
370,730 $
163,075 $
6,500 $
-
3,732,861 $
108,000 $
17,815 $
12,010,742 $
163,075 $
-
-
12,540,741 $
436,250 $
2011
253,398,789
55,720,000
1,415,497
577,822
15,431,030
1,020,528
875,730
978,450
2,640,155
800,000
6,933,261
591,000
98,252
65,431,097
978,450
-
41,544,713
45,624,191
2,415,250
225,755
433,788
Total
277
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
STOPS & ZONES
SERVICE VEHICLES
OFFICE EQUIPMENT
MIS
SBX
REVENUE EQUIPMENT
REPL. PARA VEHICLES
YUCAIPA TRANSCENTER
MID VALLEY FACILITY
TOTAL
SECURITY
Project
SERVICE EQUIPMENT
Section VI
278
34,466 $
43,100 $
$
$
$
35,343,502 $
-
1,415,497 $
577,822 $
755,080 $
435,000 $
-
163,075 $
356,447 $
300,000 $
844,121 $
89,000 $
15,000 $
7,885,149 $
163,075 $
-
13,549,368 $
8,247,802 $
469,500 $
2006
$
$
$
$
45,262,436 $
13,930,000 $
-
598,048 $
1,953,775 $
-
305,000 $
163,075 $
465,000 $
500,000 $
436,200 $
93,000 $
15,525 $
11,321,532 $
163,075 $
-
14,023,596 $
-
906,250 $
35,672 $
352,688 $
2007
36,921 $
31,000 $
$
$
$
$
65,969,769 $
13,930,000 $
-
-
4,044,300 $
-
200,000 $
163,075 $
144,937 $
10,250,000 $
692,569 $
97,000 $
16,068 $
11,916,079 $
163,075 $
-
14,514,422 $
9,692,323 $
78,000 $
2008
$
38,212 $
-
$
$
$
$
$
67,401,292 $
13,930,000 $
-
-
4,185,850 $
-
-
163,075 $
1,560,593 $
10,250,000 $
864,600 $
100,000 $
16,631 $
10,878,631 $
163,075 $
-
15,022,427 $
9,858,448 $
369,750 $
2009
Figure VI-20
Six-Year Capital Plan – Unconstrained
$
39,550 $
-
$
$
$
$
68,667,312 $
13,930,000 $
-
-
2,166,175 $
-
-
163,075 $
106,678 $
10,250,000 $
362,910 $
104,000 $
17,213 $
11,418,964 $
163,075 $
1,416,018 $
14,841,475 $
13,532,679 $
155,500 $
2010
40,934 $
7,000 $
$
$
$
$
$
$
42,089,723 $
-
-
-
2,242,000 $
-
370,730 $
163,075 $
6,500 $
10,250,000 $
3,732,861 $
108,000 $
17,815 $
12,010,742 $
163,075 $
-
-
12,540,741 $
436,250 $
2011
324,734,034
55,720,000
1,415,497
1,175,870
15,347,180
435,000
875,730
978,450
2,640,155
41,800,000
6,933,261
591,000
98,252
65,431,097
978,450
-
71,951,288
45,624,191
2,415,250
225,755
433,788
Total
Notes:
279
Appendix - A
Glossary and Acronyms
Access
A demand responsive, curb-tocurb service operated by
Omnitrans and available to ADAcertified individuals or persons
with disabilities holding and
Omnitrans D-Card.
APC
Automatic Passenger Counters.
Automatic electronic equipment
installed on a limited number of
buses. The APCs count
passengers boarding and
alighting at each stop.
Deadhead
Deadhead is the time or distance
that a bus must travel when it is
not in service. Deadhead can
occur between the garage and
the start or end of a route, or
when a bus must travel between
two routes.
GIS
Geographic Information Systems
is the generic name applied to a
category of software that
conducts spatial analysis and
plots the results on maps. The
leading provider
of GIS software is ESRI, which has
its headquarters in Redlands.
Headway
Headway is the elapsed time
between buses operating on the
same route, in the same direction.
Headways on most Omnitrans
routes are 15, 30, or 60 minutes.
Interline
The integration of more than one
bus route into a single schedule.
When two routes are interlined, a
specific bus would complete a
trip on the first route, and then
proceed to the second route
before returning to the first route.
The integration is transparent to
the riders.
Layover or
Recovery
Time provided during the
scheduled operation of a bus to
provide time for the bus to regain
the correct schedule (e.g. if a bus
is operating late or early), or to
provide a short break for the
driver.
LIM
The acronym refers to LowIncome and Minority populations
that are guaranteed equal access
to services funded by the Federal
Government under Title VI.
Omnilink
A demand responsive, curb-tocurb service available to the
general public in three specific
areas: Yucaipa, Grand Terrace
and Chino Hills.
PASTACC
The Public and Specialized
Transportation Advisory and
Coordination Council [PASTACC]
is the SANBAG-sponsored
advisory body established under
the California Transportation
Development Act §92238.
PASTACC brings together public
transit operators and social
service transportation providers
to discuss the mobility issues and
challenges that confront seniors,
persons with disabilities or
persons of limited means.
PCA
A Personal Care Attendant is
someone who travels with ADAcertified passengers to provide
additional care.
Platform Hours
All of the time that a bus and
coach operator as scheduled to
be on duty. It includes revenue
and non-revenue time as well as
any layovers.
Pulsing
Most routes operated by
Omnitrans have timed
connections at transcenters. A
pulse occurs when buses on
several routes all arrive and
depart a specific transcenter at
the same time.
Regional Express
Regional Express, the name
applied to Route 90. This route
connects Montclair, San
Bernardino and Riverside.
Revenue Hours
Time that a bus and coach
operator or bus driver are
scheduled to be on duty and
operating on a route. It includes
layover time, but not deadhead.
Running Times
Running time is the actual travel
time it takes for a bus to travel
between two fixed points. It
usually refers to the travel time
between terminals or between
timepoints.
Through
Passengers
Passengers that stay on a bus
as it passes through a terminal.
Through Routing
Similar to interlining, but in this
case, the two halves of the route
share a common route number
so that it appears as a single
through route.
Timepoints
A bus stop designated in the
timetable by having a specific
arrival and/or departure time.
Tripper
A bus that comes out of the
garage to make a single trip to
cover a peak load situation or to
provide a mid-route deviation
once or twice a day (such as a
special school trip) is a tripper.
Transcenter
A major transfer point where
buses are timed to make
connections.
Appendix - B
Current Vehicle Listing and
Description of Coaches
Detailed Listing
Equipment #
0001
0002
0003
0004
0005
0006
0007
0008
0009
0010
0011
0012
0013
0014
0015
0016
0017
0018
0019
0020
0021
0022
0023
0024
0025
0026
0027
0028
0029
0030
0031
0032
0033
0034
0035
0036
0037
0038
0039
0040
0041
0042
0043
0044
0101
0102
Total Vehicles in Series: 120
Year of Manufacture
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2001
2001
Usage: Local Fixed Route Services
Fuel Type: CNG
Wheelchair Tiedown Positions: 2
Seats: 37
Width: 10.3
Dimensions - Length: 39.9 - 40.8
Manufacture Years: 2000 - 2004
Series Summary
Manufacturer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
Model #
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
License #
382013
382012
382010
382011
381997
382009
381986
382027
381996
381998
381988
382000
381985
381987
382026
381999
382002
382023
382001
381994
381989
382024
433809
382025
382022
382021
382020
382019
382028
382004
382029
382003
382006
433808
381995
382008
382018
382007
381993
381992
382017
381991
382005
382016
1041920
1041917
Mileage as of 7/23/2004
186,413.00
114,850.00
222,847.00
219,891.00
215,374.00
211,763.00
221,295.00
210,590.00
221,774.00
216,508.00
221,830.00
215,869.00
217,569.00
220,712.00
201,681.00
205,985.00
218,806.00
210,742.00
212,260.00
212,787.00
213,270.00
204,703.00
211,130.00
219,964.00
225,134.00
207,675.00
222,895.00
224,335.00
226,452.00
215,549.00
227,178.00
202,215.00
208,192.00
208,286.00
212,084.00
205,573.00
222,798.00
226,969.00
213,326.00
223,650.00
216,231.00
225,838.00
226,809.00
211,837.00
184,439.00
177,600.00
Newflyer Series Coaches
Fuel Type
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
Passenger Capacity
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
Estimated Replacement Year
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2013
2013
Detailed Listing
Year of Manufacture
2001
2001
2001
2001
2001
2001
2001
2001
2001
2001
2001
2001
2001
2001
2001
2001
2001
2001
2001
2001
2001
2001
2001
2001
2001
2001
2001
2001
2001
2001
2001
2001
2001
2001
2001
2001
2003
2003
2003
2003
2003
2003
2003
2003
2003
2003
Equipment #
0103
0104
0105
0106
0107
0108
0109
0110
0111
0112
0113
0114
0115
0116
0117
0118
0119
0120
0121
0122
0123
0124
0125
0126
0127
0131
0132
0133
0134
0135
0136
0137
0138
0139
0140
0141
0151
0152
0153
0154
0155
0156
0157
0158
0159
0160
Fuel Type: CNG
Seats: 37
Width: 10.3
Series Summary
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
Manufacturer
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
Model #
1023548
1041921
1041916
1041918
1041919
1023545
1023544
1023543
1023542
1023540
1023541
1023539
1023546
1041928
1023547
1041932
1041930
1041929
1041931
1041927
1041926
1041925
1041924
1041923
1041922
1120293
1120291
1120290
1120289
1120288
1120287
1120286
1120285
1120292
1120284
1120283
1177111
1177110
1177081
1177080
1177093
1177102
1177103
1177107
1177096
1177106
License #
171,861.00
178,625.00
181,088.00
181,801.00
181,805.00
182,735.00
180,821.00
177,974.00
185,496.00
184,258.00
180,780.00
176,446.00
179,453.00
167,945.00
178,869.00
178,432.00
176,645.00
176,253.00
183,093.00
176,726.00
183,054.00
175,766.00
177,216.00
140,972.00
174,290.00
141,166.00
146,479.00
152,231.00
142,763.00
149,381.00
141,986.00
148,667.00
153,949.00
144,329.00
147,079.00
150,220.00
33,634.00
31,641.00
34,219.00
35,142.00
31,302.00
31,777.00
34,278.00
32,974.00
31,419.00
34,074.00
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
Fuel Type
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
Passenger Capacity
2013
2013
2013
2013
2013
2013
2013
2013
2013
2013
2013
2013
2013
2013
2013
2013
2013
2013
2013
2013
2013
2013
2013
2013
2013
2013
2013
2013
2013
2013
2013
2013
2013
2013
2013
2013
2015
2015
2015
2015
2015
2015
2015
2015
2015
2015
Detailed Listing
Year of Manufacture
2003
2003
2003
2003
2003
2003
2003
2003
2003
2003
2003
2003
2004
2004
2004
2004
2004
2004
2004
2004
2004
2004
2004
2004
2004
2004
2004
2004
Equipment #
0161
0162
0163
0164
0165
0166
0167
0168
0169
0170
0171
0172
0181
0182
0183
0184
0185
0186
0187
0188
0189
0190
0191
0192
0193
0194
0195
0196
Fuel Type: CNG
Seats: 37
Width: 10.3
Series Summary
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
New Flyer
Manufacturer
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
C40LF
Model #
1177105
1177104
1177112
1177097
1177113
1177098
1177099
1177100
1177101
1177108
1177109
1177094
License #
33,909.00
32,656.00
30,404.00
30,470.00
31,120.00
32,845.00
34,159.00
30,026.00
30,317.00
25,958.00
32,525.00
33,441.00
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
Fuel Type
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
Passenger Capacity
2015
2015
2015
2015
2015
2015
2015
2015
2015
2015
2015
2015
2016
2016
2016
2016
2016
2016
2016
2016
2016
2016
2016
2016
2016
2016
2016
2016
Detailed Listing
Equipment #
0045
0046
0047
Year of Manufacture
2000
2000
2000
Manufacturer
New Flyer
New Flyer
New Flyer
Model #
C40LF
C40LF
C40LF
Usage: Local Fixed Route Services - Downtown San Bernardino
Fuel Type: Gasoline/Electric
Seats: 37
Width: 10.3
Dimensions - Length: 40.8
Manufacture Years: 2000
Series Summary
License #
1140417
1113943
12,879.00
9,085.00
0.00
Fuel Type
Gasoline/Electric
Gasoline/Electric
Gasoline/Electric
Newflyer Hybrid Series Coaches
Passenger Capacity
37
37
37
2012
2012
2012
Detailed Listing
Equipment #
700
701
702
703
704
705
706
707
708
709
710
711
712
713
714
715
716
717
718
719
720
721
722
723
Year of Manufacture
1996
1996
1996
1996
1996
1996
1996
1996
1996
1996
1996
1996
1996
1996
1996
1996
1996
1996
1996
1996
1996
1996
1996
1996
Fuel Type: CNG
Seats: 37
Width: 10.0
Series Summary
Manufacturer
Orion
Orion
Orion
Orion
Orion
Orion
Orion
Orion
Orion
Orion
Orion
Orion
Orion
Orion
Orion
Orion
Orion
Orion
Orion
Orion
Orion
Orion
Orion
Orion
Model #
05.501
05.501
05.501
05.501
05.501
05.501
05.501
05.501
05.501
05.501
05.501
05.501
05.501
05.501
05.501
05.501
05.501
05.501
05.501
05.501
05.501
05.501
05.501
05.501
License #
496883
36530
496887
36531
36536
36529
496886
496888
496890
496889
496884
496885
496882
496881
36535
36540
36532
36537
36534
36528
36538
36533
36539
36503
324,915.00
270,394.00
303,482.00
328,472.00
298,991.00
287,074.00
288,762.00
322,432.00
330,151.00
312,952.00
330,264.00
332,121.00
272,514.00
307,311.00
311,807.00
303,288.00
297,622.00
305,940.00
291,471.00
253,345.00
295,512.00
257,570.00
283,163.00
290,921.00
Orion Series Coaches
Fuel Type
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
Passenger Capacity
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
2008
2008
2008
2008
2008
2008
2008
2008
2008
2008
2008
2008
2008
2008
2008
2008
2008
2008
2008
2008
2008
2008
2008
2008
Detailed Listing
Equipment #
1643
1647
1664
1670
1673
1675
1681
1682
1683
2684
2685
2686
2687
2688
2689
2690
2691
2692
2693
2694
2695
2696
2697
2698
Year of Manufacture
1992
1992
1992
1992
1992
1992
1992
1992
1992
1993
1993
1993
1993
1993
1993
1993
1993
1993
1993
1993
1993
1993
1993
1993
Fuel Type: Diesel
Seats: 37
Width: 10.0
Manufacture Years: 1992-1993
Series Summary
Manufacturer
TMC
TMC
TMC
TMC
TMC
TMC
TMC
TMC
TMC
TMC
TMC
TMC
TMC
TMC
TMC
TMC
TMC
TMC
TMC
TMC
TMC
TMC
TMC
TMC
Model #
T80206
T80206
T80206
T80206
T80206
T80206
T80206
T80206
T80206
T80206
T80206
T80206
T80206
T80206
T80206
T80206
T80206
T80206
T80206
T80206
T80206
T80206
T80206
T80206
License #
293361
293362
293372
293397
293399
293401
293377
293378
293381
380357
380358
380359
380360
380361
380362
380363
1057385
380365
380366
380367
380368
380369
380370
380371
624,257.00
614,775.00
566,336.00
579,271.00
578,557.00
561,234.00
562,964.00
577,544.00
573,025.00
499,265.00
496,137.00
510,533.00
474,814.00
484,149.00
510,407.00
520,857.00
441,999.00
518,530.00
510,203.00
476,256.00
457,378.00
421,722.00
444,422.00
453,782.00
TMC Series Coaches
Fuel Type
Diesel
Diesel
Diesel
Diesel
Diesel
Diesel
Diesel
Diesel
Diesel
Diesel
Diesel
Diesel
Diesel
Diesel
Diesel
Diesel
Diesel
Diesel
Diesel
Diesel
Diesel
Diesel
Diesel
Diesel
Passenger Capacity
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
2004
2004
2004
2004
2004
2004
2004
2004
2004
2005
2005
2005
2005
2005
2005
2005
2005
2005
2005
2005
2005
2005
2005
2005
Detailed Listing
Equipment #
1101
1102
1103
Usage: Redlands Trolley
Fuel Type: CNG
Seats:
Width:
Dimensions - Length:
Series Summary
Year of Manufacture
2003
2003
2003
Manufacturer
Speciality
Speciality
Speciality
Model #
Trolley
Trolley
Trolley
License #
1163019
1163018
1163017
13,361.00
19,034.00
14,624.00
Specialty Series Coaches
Fuel Type
CNG
CNG
CNG
Passenger Capacity
37
37
37
2015
2015
2015
Detailed Listing
Equipment #
9701
9702
9703
9704
9705
9706
9707
Year of Manufacture
1997
1997
1997
1997
1997
1997
1997
Usage: Regional Express
Fuel Type: CNG
Seats: 37
Width: 10.0
Series Summary
Manufacturer
Neoplan
Neoplan
Neoplan
Neoplan
Neoplan
Neoplan
Neoplan
Model #
AN440
AN440
AN440
AN440
AN440
AN440
AN440
License #
E989608
E989612
E989613
E989609
E989611
E989610
E989607
495,614.00
551,673.00
511,477.00
374,614.00
381,569.00
378,798.00
507,896.00
Neoplan Series Coaches
Fuel Type
Diesel
Diesel
Diesel
Diesel
Diesel
Diesel
Diesel
Passenger Capacity
37
37
37
37
37
37
37
2009
2009
2009
2009
2009
2009
2009
Detailed Listing
Year of Manufacture
2003
2003
2003
2003
2003
2003
2003
2003
2003
2003
2003
2003
Equipment #
501
502
503
504
505
506
507
508
509
510
511
512
Usage: Local Fixed Route
Fuel Type: CNG
Seats:
Width:
Series Summary
Thomas
Thomas
Thomas
Thomas
Thomas
Thomas
Thomas
Thomas
Thomas
Thomas
Thomas
Thomas
Manufacturer
SLF232G
SLF232G
SLF232G
SLF232G
SLF232G
SLF232G
SLF232G
SLF232G
SLF232G
SLF232G
SLF232G
SLF232G
Model #
1171478
1171479
1171443
1171444
1171445
1171446
1171447
1171448
171480
1171481
1171482
1171483
License #
46,309.00
56,032.00
54,903.00
50,542.00
26,842.00
46,532.00
52,541.00
48,821.00
54,155.00
45,306.00
51,396.00
42,560.00
Thomas Series Coaches
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
CNG
Fuel Type
Passenger Capacity
2015
2015
2015
2015
2015
2015
2015
2015
2015
2015
2015
2015
Detailed Listing
Equipment #
A0811
A0815
A0816
A0821
A0823
A0824
A0826
A0827
A0828
A0829
A0830
A0831
A0832
A0833
A0834
A0835
A0836
A0837
A0838
A0839
A0840
A0841
A0842
A0843
A0844
A0845
A0846
A0847
A0848
A0849
A0850
A0851
A0852
A0853
A0854
A0855
A0856
A0857
A0858
A0917
A0918
A0919
A0920
A0921
A0922
A0923
Year of Manufacture
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
Usage: Demand Response
Fuel Type: Gasoline
Seats:
Width:
Series Summary
Manufacturer
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Model #
Van
Van
Van
Van
Van
Van
Van
Van
Van
Van
Van
Van
Minibus
Minibus
Minibus
Minibus
Minibus
Minibus
Minibus
Minibus
Minibus
Minibus
Minibus
Minibus
Minibus
Minibus
Minibus
Minibus
Minibus
Minibus
Minibus
Minibus
Minibus
Minibus
Van
Van
Van
Van
Van
Van
Van
Van
Van
Van
Van
Van
License #
E1055413
E1055412
E1055414
E1055411
E1055156
E1055153
E1055451
E1055491
E1055456
E1055163
E1055162
E1055493
E1055490
E1055160
E1055496
E1055498
E1055460
E1055494
E1055489
E1055452
E1055495
E1055492
E1055154
E1055197
E1055205
E1055150
E1055166
E1055172
E1055168
E1055169
E1055167
E1055206
E1055204
E1055260
E1055363
E1055364
E1055283
E1055365
E1055467
E1055441
E1055437
E1055410
E1055408
E1055431
E1055409
E1055428
177,109.00
164,020.00
138,661.00
165,917.00
164,022.00
161,375.00
145,755.00
164,584.00
162,445.00
161,621.00
170,151.00
136,455.00
135,570.00
150,574.00
167,315.00
144,524.00
126,839.00
136,319.00
153,289.00
153,268.00
160,464.00
147,226.00
164,788.00
163,790.00
150,719.00
152,473.00
149,912.00
175,102.00
140,011.00
124,019.00
140,953.00
146,747.00
154,250.00
128,724.00
156,422.00
115,502.00
118,916.00
169,751.00
131,328.00
144,183.00
133,321.00
136,972.00
126,501.00
113,636.00
139,800.00
124,627.00
Ford Goshen Series Coaches
Fuel Type
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Passenger Capacity
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
Detailed Listing
Year of Manufacture
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
Equipment #
A0924
A0925
A0926
A0927
A0928
A0929
A0930
A0931
A0932
A0933
A0934
A0935
A0936
A0937
A0938
A0939
A0940
A0941
A0942
A0943
A0944
A0945
A0946
A0947
A0948
A0949
A0950
A0951
A0952
A0953
A0954
A0955
A0956
A0957
A0958
A0959
A0960
A0629
A0630
A0631
A0632
A0634
A0635
A0636
Fuel Type: Gasoline
Seats:
Width:
Series Summary
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Ford GOSHEN GCII
Manufacturer
Van
Minibus
Minibus
Minibus
Minibus
Minibus
Minibus
Minibus
Minibus
Minibus
Minibus
Minibus
Minibus
Minibus
Minibus
Minibus
Minibus
Minibus
Van
Van
Van
Van
Van
Van
Van
Van
Van
Van
Van
Van
Van
Van
Van
Van
Van
Van
Van
Van
Van
Van
Van
Van
Van
Van
Model #
E1055427
E1055164
E1055207
E1055170
E1055165
E1055157
E1055254
E1055155
E0155171
E1055497
E1055161
1055173
E1055487
E1055251
E1055199
E1055250
E1055198
E1055259
E1055368
E1055366
E1055367
E1055287
E1055281
E1055286
E1055282
E1055285
E1055284
E1055220
E1055312
E1055313
E1055311
E1055310
E1055314
E1068106
E1068104
E1068105
E1055322
E1055453
E1055479
E1055455
E1055465
E1055201
E1055454
E1055457
License #
128,023.00
124,123.00
121,833.00
115,151.00
127,970.00
127,269.00
129,253.00
128,652.00
121,044.00
137,132.00
117,746.00
113,016.00
123,801.00
115,963.00
133,843.00
120,037.00
126,555.00
126,738.00
138,448.00
121,372.00
125,211.00
139,631.00
150,336.00
124,126.00
130,721.00
122,091.00
120,021.00
122,240.00
123,615.00
114,350.00
119,416.00
148,836.00
128,751.00
112,369.00
129,530.00
142,829.00
128,986.00
122,703.00
132,155.00
110,106.00
145,582.00
127,619.00
118,869.00
120,415.00
Ford Goshen Series Coaches
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Fuel Type
Passenger Capacity
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
Detailed Listing
Equipment #
AO859
AO860
AO861
AO862
AO863
AO864
AO865
AO637
AO638
AO639
Year of Manufacture
2004
2004
2004
2004
2004
2004
2004
2004
2004
2004
Fuel Type: Gasoline
Seats:
Width:
Series Summary
Manufacturer
Eldorado
Eldorado
Eldorado
Eldorado
Eldorado
Eldorado
Eldorado
Eldorado
Eldorado
Eldorado
Model #
Areotech
Areotech
Areotech
Areotech
Areotech
Areotech
Areotech
Areotech
Areotech
Areotech
License #
E1150946
E1174168
E1174169
E1174170
E1174171
E1150948
E1174172
E1150945
E1150947
E1150949
1,438.00
1,439.00
1,444.00
1,460.00
1,446.00
1,438.00
1,438.00
1,445.00
1,614.00
1,589.00
El Dorado Series Coaches
Fuel Type
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Gasoline
Passenger Capacity
2008
2008
2008
2008
2008
2008
2008
2008
2008
2008
Detailed Listing
Equipment #
5876
Year of Manufacture
1958
Usage: Service Promotion
Fuel Type: Diesel
Wheelchair Tiedown Positions:
Seats:
Width:
Series Summary
Manufacturer
GM
Model #
TDH4801
License #
E1023483
N/A
GM Series Coaches
Fuel Type
Diesel
Passenger Capacity
N/A
Appendix - C
Transcenters and Facilities Descriptions
Fourth Street Transit Mall
San Bernardino, California
Location
On Fourth Street and “E” Street in Downtown San Bernardino.
Description
The Transit Mall spreads over a four-block area and includes “E” Street as part of
the transit mall. There are several regional connections which include MARTA
and VVTA.
Facility Amenities
Amenity
Yes/No
Number of Bus Bays
Yes
Public Restrooms
No
Telephones
Yes
Lighting
Yes
Shelters
Yes
Benches
Yes
Bicycle Racks
No
Information Kiosks
Yes
Public Art Features
No
Landscaping
No
Parking Available
No
ADA Compliance
Yes
Available Driver Amenities
No
Details
There are a total of 14 bus bays.
Wall panels in shelters with bus route info and maps.
Ridership Information
Monday - Friday Pax Daily
Saturday Pax Daily
Sunday Pax Daily
4,615
2,196
1,596
Public Transit Service
Omnitrans
Rts. 1, 2, 3, 4, 5, 7, 8, 9, 10, 11,
14, 15, 90, 201, 202
Neighboring Transit Agencies
Metrolink Commuter Train Service
VVTA Commuter
No
MARTA Off the Mountain Service
Site Information
Historic Site Information
None
Current surrounding land use
Commercial - Retail and Office
Planned surrounding land use
Commercial - Retail and Office
Redlands Mall
Redlands, California
Location
Redlands Boulevard and Orange Ave.
Description
The Transfer Center is located next to the Redlands Mall in Downtown Redlands.
Omnitrans fixed-route, Redlands Trolley, and Riverside Transit Agency currently
stop at the Redlands Mall.
Facility Amenities
Amenity
Yes/No
Number of Bus Bays
Yes
Public Restrooms
No
Telephones
No
Lighting
Yes
Shelters
Yes
Benches
Yes
Bicycle Racks
No
Information Kiosks
Yes
Public Art Features
No
Landscaping
No
Parking Available
No
ADA Compliance
Yes
No
Details
There are a total of 5 bus bays at this on-street facility.
Saturday Pax Daily
Sunday Pax Daily
758
355
185
Omnitrans
Rts. 8, 9, 15, 19, Redlands
Trolley Red and Blue Lines
RTA Route 36
No
Site Information
None
Commercial
Mixed-use residential/
commercial
Fontana Metrolink Station
Fontana, California
Location
16777 Orange Way, Fontana, CA 92335
Description
This off-street facility allows transfers for Omnitrans fixed-route service as well as
Metrolink commuter rail service. This facility is one of the busiest transfer locations
second only to the Fourth Street Transit Mall in San Bernardino.
Facility Amenities
Amenity
Yes/No
Number of Bus Bays
Yes
Public Restrooms
Yes
Telephones
Yes
Lighting
Yes
Shelters
Yes
Benches
Yes
Bicycle Racks
Yes
Information Kiosks
Yes
Public Art Features
No
Landscaping
Yes
Parking Available
Yes
ADA Compliance
Yes
Yes
Details
Saturday Pax Daily
Sunday Pax Daily
3,098
1,357
843
Omnitrans
Rts. 10, 14, 15, 19, 20, 61, 66,
67, 71, 140
No
San Bernardino Line
Site Information
None
Residential (single and multifamilyt), commercial
Residential (Senior Housing),
commercial
South Fontana Transcenter
Fontana, California
Location
Sierra Avenue and Marygold Avenue
Description
This on-street facility is adjacent to Kaiser Hospital as well as several shopping
centers on Sierra Avenue. There are also a number of residential units around this
transcenter.
Facility Amenities
Amenity
Yes/No
Number of Bus Bays
Yes
Public Restrooms
No
Telephones
No
Lighting
Yes
Shelters
Yes
Benches
Yes
Bicycle Racks
No
Information Kiosks
Yes
Public Art Features
No
Landscaping
No
Parking Available
No
ADA Compliance
Yes
No
Details
Saturday Pax Daily
Sunday Pax Daily
753
513
321
Omnitrans
Rts. 19, 20, 28, 29, 61, 71, 90
No
No
Site Information
None
Hospital, residnetial, commercial
Hospital, residnetial, commercial
Ontario Transcenter
Ontario, California
Location
Sultana Avenue and D Street
Description
This on-street facility is located near the Ontario Civic Center, La Verne Law
School, and residential areas all near Downtown Ontario.
Facility Amenities
Amenity
Yes/No
Number of Bus Bays
Yes
Public Restrooms
No
Telephones
No
Lighting
Yes
Shelters
Yes
Benches
Yes
Bicycle Racks
No
Information Kiosks
No
Public Art Features
No
Landscaping
No
Parking Available
No
ADA Compliance
Yes
No
Details
Saturday Pax Daily
Sunday Pax Daily
1,321
560
450
Omnitrans
Rts. 61, 62, 63, 67, 70, 75
No
No
Site Information
None
Residential, commercial.
High-density mixed use (residential and commercial).
Montclair Transcenter
Montclair, California
Location
5091 Richton Road, Montclair, CA 91763
Description
This off-street facility provides transfer connections with several Foothill Transit
routes as well as Metrolink commuter rail. The proposed Gold Line extentsion will
terminate at this location.
Facility Amenities
Amenity
Yes/No
Number of Bus Bays
Yes
Public Restrooms
Yes
Telephones
Yes
Lighting
Yes
Shelters
Yes
Benches
Yes
Bicycle Racks
Yes
Information Kiosks
Yes
Public Art Features
No
Landscaping
Yes
Parking Available
Yes
ADA Compliance
Yes
Yes
Details
Saturday Pax Daily
Sunday Pax Daily
1,259
627
351
Omnitrans
Rts. 62, 65, 66, 68
Foothill Transit 187, 190, 292,
294, 480, 492, 690, 699
RTA 204
San Bernardino Line
Site Information
None
Industrial
Montclair Plaza
Montclair, California
Location
Monte Vista Avenue at Moreno Street
Description
This on-street facility is located adjacent to the Montclair Plaza, a key destination
located on the west end of the service area.
Facility Amenities
Amenity
Yes/No
Number of Bus Bays
Yes
Public Restrooms
No
Telephones
No
Lighting
Yes
Shelters
No
Benches
Yes
Bicycle Racks
No
Information Kiosks
Yes
Public Art Features
No
Landscaping
No
Parking Available
Yes
ADA Compliance
Yes
Yes
Details
Parking is available in mall parking lot.
Saturday Pax Daily
Sunday Pax Daily
175
108
62
Omnitrans
Rts. 62, 64, 65, 68
Foothill Transit 292, 294, 480,
492
None
Site Information
None
Commercial, retail
Inland Center Mall
San Bernardino, California
Location
Inland Center Drive
Description
Only one local route stops at this location. The stop is located in the mall parking
lot by Macy’s Department Store.
Facility Amenities
Amenity
Yes/No
Number of Bus Bays
Yes
Public Restrooms
No
Telephones
No
Lighting
Yes
Shelters
No
Benches
Yes
Bicycle Racks
No
Information Kiosks
Yes
Public Art Features
No
Landscaping
No
Parking Available
Yes
ADA Compliance
Yes
No
Details
There is only 1 bus bay.
Saturday Pax Daily
Sunday Pax Daily
289
302
244
Omnitrans
Rt. 2
None
None
Site Information
None
Commercial
Commercial
Ontario Mills
Ontario, California
Location
Ontario Mills (Mills Circle)
Description
Several Omnitrans routes as well as commuter lines from VVTA and RTA stop at
this major destination in Ontario.
Facility Amenities
Amenity
Yes/No
Number of Bus Bays
Yes
Public Restrooms
No
Telephones
No
Lighting
Yes
Shelters
No
Benches
No
Bicycle Racks
No
Information Kiosks
Yes
Public Art Features
No
Landscaping
No
Parking Available
Yes
ADA Compliance
No
No
Details
There are 4 bus bays.
Saturday Pax Daily
Sunday Pax Daily
1,212
714
427
Omnitrans
Rts. 60, 61, 70, 71,75, 90
RTA, 204
VVTA, Commuter Line
None
Site Information
None
Commercial
Commercial
Pomona Transcenter
Pomona, California
Location
101 West First Street
Description
The Pomona Transcenter is located in Downtown Pomona. This off-street facility
provides connections with L.A. County agencies as well as Metrolink Commuter
Rail line. Parking and amenities are available for passengers at this location.
Facility Amenities
Amenity
Yes/No
Number of Bus Bays
Yes
Public Restrooms
Yes
Telephones
Yes
Lighting
Yes
Shelters
Yes
Benches
Yes
Bicycle Racks
Yes
Information Kiosks
Yes
Public Art Features
No
Landscaping
Yes
Parking Available
Yes
ADA Compliance
Yes
Yes
Details
Restrooms
Saturday Pax Daily
Sunday Pax Daily
484
252
164
Omnitrans
Rt. 61
Foothill 191, 193, 195, 291, 292,
294, 480, 482, 852, 855
MTA 484
Riverside Line
Site Information
None
Commercial
Commercial
Ontario Airport
Ontario, California
Location
Airport Drive
Description
Omnitrans only has one route that stops at the Airport. Passengers can use the
Airport Shuttle to enter the Airport.
Facility Amenities
Amenity
Yes/No
Number of Bus Bays
Yes
Public Restrooms
No
Telephones
No
Lighting
No
Shelters
No
Benches
Yes
Bicycle Racks
No
Information Kiosks
Yes
Public Art Features
No
Landscaping
No
Parking Available
No
ADA Compliance
Yes
No
Details
There is only 1 bus bay.
Saturday Pax Daily
Sunday Pax Daily
12
7
7
Omnitrans
Rt. 61
No
No
Site Information
None
Airport
Airport
Arrowhead Medical Center
Colton, California
Location
400 North Pepper Avenue, Colton, California 92324
Description
The Arrowhead Regional Medical Center (ARMC) represents one of the major
destinations in the service area. Several Omnitrans routes stop at this location
providing much needed service to this hospital.
Facility Amenities
Amenity
Yes/No
Number of Bus Bays
Yes
Public Restrooms
No
Telephones
No
Lighting
Yes
Shelters
Yes
Benches
Yes
Bicycle Racks
No
Information Kiosks
Yes
Public Art Features
No
Landscaping
No
Parking Available
Yes
ADA Compliance
Yes
No
Details
Saturday Pax Daily
Sunday Pax Daily
1,596
545
273
Omnitrans
Rts. 1, 19, 22, 90
No
No
Site Information
None
Hospital, residential, commercial
Hospital, residential, commercial
Chino Transit Center
Chino, California
Location
Sixth Street between Chino Avenue and “D” Street.
Description
This on-street facility is located in Downtown Chino and replaces the Chino Civic
Center transfer point. Service to this facility began on January 31, 2005.
Facility Amenities
Amenity
Yes/No
Number of Bus Bays
Yes
Public Restrooms
No
Telephones
No
Lighting
Yes
Shelters
Yes
Benches
Yes
Bicycle Racks
No
Information Kiosks
Yes
Public Art Features
Yes
Landscaping
Yes
Parking Available
Yes
ADA Compliance
Yes
Yes
Details
Saturday Pax Daily
Sunday Pax Daily
Not Available
Not Available
Not Available
Omnitrans
Rts. 62, 63, 65A, 65B, 68
Foothill Transit, 497
No
Site Information
None
Residential, Commercial, Industrical
Commercial, Retail
East Valley Facility
Location
1700 West Fifth Street, San Bernardino, CA 92411.
Description
Houses the Agency’s Administrative, Maintenance, and Operations Departments.
Equipped to handle short and long term needs of the Agency. Eqipped to handle
major engine, paint, and body repair. Formal Board room capable of accomadating 20 board members and seat an additional 50 persons.
Facility Size
Facility Amenities
Existing
Total Lot
12.7 acres
Amenity
Administration
23,769 sq. feet
Bus Bays
Operations/
Maintenance Facilities
119,364 sq. feet
50,000 Pound
Hoists
9
Fuel, Fare, and
Vacuum Facility
3,077 sq. feet
Service Pits
3
Bus/Truck Lift
0
Bus Wash Facility
6,154 sq. feet
Automobile Lift
2
Parking
250,320 sq. feet
Bus Wash
1
Steam
Cleaning Area
1
Facility Amenities
Employee Parking
289 employee
spaces
Details
Diesel Fueling
3 tanks 20,000 gallons per tank
Guest Parking
Yes
Gasoline Fueling
1 tank
Guard House
Yes
L/CNG Fueling
2 tanks 30,000 gallons tanks
Camera System
Yes
Emergency
Power/Lighting
Yes
Wellness Facilities
Yes
Childcare facilities
No
Major Bus
Cleaning
Yes
Vehicle Detailing
Yes
Training Room
Yes
Parts Room
Yes
Garage Area
Yes
Maintenance
Offices
Yes
Preventive
Maintenance
Yes
Body Work
Yes
Storage
Yes
Bus Parking
Yes
10,000 gallons per tank
129 Spaces
West Valley Facility
Location
4748 Arrow Highway, Montclair, CA 91763.
Description
Located within 1/2 mile of the Montclair Transcenter. West Valley maintenance,
street supervision, and dispatch are conducted on site. ADA accessible. Monthly
bus pass sales outlet.
Facility Size
Facility Amenities
Existing
Total Lot
5.5 acres
Amenity
Maintenance Facility
20,475 sq. feet
Bus Bays
7,835 sq. feet
50,000 Pound
Hoists
6
Operations Facility
Service Pits
2
Bus Wash Facility
3,123 sq. feet
Bus/Truck Lift
0
Parking
75,000 sq. feet
Automobile Lift
1
Bus Wash
1
1
Facility Amenities
Details
Employee Parking
69 employee
spaces
Steam
Cleaning Area
Guest Parking
Yes
Diesel Fueling
2 tanks 25,000 gallons per tank
Guard House
Yes
Gasoline Fueling
1 tank
Camera System
Yes
Emergency
Power/Lighting
Yes
Wellness Facilities
Yes
No
L/CNG Fueling
1
Major Bus
Cleaning
Yes
Vehicle Detailing
Yes
Training Room
Yes
Parts Room
Yes
Garage Area
Yes
Maintenance
Offices
Yes
Preventive
Maintenance
Yes
Body Work
No
Storage
Yes
Bus Parking
Yes
10,000 gallons per tank
20,000 gallon storage
68 spaces
Mid-Valley Facility
Location
Etiwanda Avenue and Arrow Route.
Description
Located in the center of Omnitrans’ service area. Will be ADA accessible. Monthly
bus pass sales outlet.
Facility Size
Facility Amenities
Total Lot
28.8 acres
Amenity
Existing
~50,000 sq. feet
Bus Bays
12
~20,000 sq. feet
50,000 Pound
Hoists
9
Operations/
Administrative Facility
Service Pits
4
Fuel, Fare, and
Vacuum Facility
~13,000 sq. feet
Bus Wash Facility
Parking
Bus/Truck Lift
Yes
~5,400 sq. feet
Automobile Lift
1
~40,000 sq. feet
Bus Wash
Yes
Steam
Cleaning Area
Yes
Yes
Diesel Fueling
Yes
Guest Parking
Yes
Gasoline Fueling
Yes
Guard House
Yes
L/CNG Fueling
Yes
Camera System
Yes
Emergency
Power/Lighting
Yes
Major Bus
Cleaning
Yes
Wellness Facilities
Yes
Vehicle Detailing
Yes
TBD
Training Room
Yes
Parts Room
Yes
Garage Area
Yes
Maintenance
Offices
Yes
Preventive
Maintenance
Yes
Body Work
No
Storage
Yes
Bus Parking
Yes
Facility Amenities
Employee Parking
Details
I Street Facility
Location
234 South “I” Street, San Bernardino, CA 92410
Description
Maintenance and parking facilities large enough to handle expansion over the next
20 years. On-site fueling facility. Easy freeway access.
Facility Size
Facility Amenities
Total Lot
4.7 acres
Amenity
Existing
Office Building
4,520 sq. feet
Bus Bays
10
11,339 sq. feet
50,000 Pound
Hoists
-
Maintenance Building
Service Pits
-
Bus Wash Facility
-
Bus/Truck Lift
4
Parking
-
Automobile Lift
-
Facility Amenities
Details
Bus Wash
Yes
General cleaning
General cleaning
Employee Parking
Yes
No
Steam
Cleaning Area
Yes
Guest Parking
Guard House
No
Diesel Fueling
-
Camera System
Yes
Gasoline Fueling
Emergency
Power/Lighting
No
L/CNG Fueling
Wellness Facilities
No
Yes
No
Major Bus
Cleaning
Vehicle Detailing
Yes
Training Room
Yes
Parts Room
Yes
Garage Area
Yes
Maintenance
Offices
Yes
Preventive
Maintenance
Yes
Body Work
No
Storage
Yes
Bus Parking
Yes
2 tanks 4,000 gallon tanks
-
70 spaces for Access
West Valley Paratransit Facility
Location
9421 Feron Boulevard, Rancho Cucamonga, CA 91730
Description
Located in an industrial park. General maintenance of paratransit fleet for West
Valley.
Facility Size
Facility Amenities
Total Lot
1.3 acres
Amenity
Existing
Office and Vehicle
4,312 sq. feet
Bus Bays
No
-
50,000 Pound
Hoists
No
Fuel, Fare, and
Vacuum Facility
Service Pits
No
Bus Wash Facility
-
Parking
-
Facility Amenities
Details
Bus/Truck Lift
1
Automobile Lift
No
Bus Wash
Yes
General cleaning
General cleaning
Employee Parking
Yes
Yes
Steam
Cleaning Area
Yes
Guest Parking
Guard House
No
Diesel Fueling
No
Camera System
No
Gasoline Fueling
No
Emergency
Power/Lighting
No
L/CNG Fueling
No
Wellness Facilities
No
Yes
No
Major Bus
Cleaning
Vehicle Detailing
Yes
Training Room
Yes
Parts Room
Yes
Garage Area
Yes
Maintenance
Offices
Yes
Preventive
Maintenance
Yes
Body Work
No
Storage
Yes
Bus Parking
Yes
Fueling done off-site
60 spaces for Access
Appendix - D
Capital Project Sheets
1 of 18
Program/ Budget
2006
Budget
2007
Forecast
2008
Forecast
2009
Forecast
2010
Forecast
2011
Forecast
TOTAL
5307
34
282
25
6
347
$
$
$
$
$
200088
TR6Q
11.42.06
no change
new project
scope change
x funding change
Local $ > 20%
1
Fiscal Year
SRTP #:
Omni Budget #:
Project ID:
Program Code:
FTA Scope:
Status:
Omnitrans
$
-
$
-
$
5310 CMAQ
-
$
JA/RC
-
$
$
1
87
$
STAF
LTF
$
9
$
71
$
6
-
$
-
$
-
State/Local
Carl
AB2766 Moyer
POTENTIAL FUNDING SOURCES SUMMARY (IN $000's)
Federal
Significant Changes Since Last SRTP:
$
-
LTF Art. 3
$
STIP
Equipment will be used to replace/supplement outmoded equipment now in use. The goal is to improve operational efficiency.
Project Justification:
5309
-
TOTAL
$
43
$
353
$
31
$
$
$
7
$
434
Capital Improvement Plan 2006-2011
Bus System - Service Equipment: Purchase maintenance equipment for east and west valley facilities.
Project Description:
Service Equipment
2 of 18
Program/ Budget
2006
Budget
2007
Forecast
2008
Forecast
2009
Forecast
Forecast
2010
2011
Forecast
TOTAL
$
$
$
$
$
$
$
981111
TR2C
11.92.09
no change
new project
scope change
funding change
Local $ > 20%
2
Fiscal Year
SRTP #:
Omni Budget #:
Project ID:
Program Code:
FTA Scope:
Status:
Omnitrans
-
5309
$
-
$
5310 CMAQ
-
$
JA/RC
-
$
STAF
-
LTF
$
$
$
$
$
$
$
33
33
33
33
33
33
196
$
-
$
-
State/Local
Carl
AB2766 Moyer
Federal
5307
130
130
130
130
130
130
783 $
$
-
LTF Art. 3
$
STIP
-
TOTAL
$
163
$
163
$
163
$
163
$
163
$
163
$
978
This funding will be used to enhance pedestrian improvements in conjunction with city projects to increase accessibility to bus stops.
Transit - Enhancements: 1% Transit Enhancement.
Transit Enhancements
3 of 18
Program/ Budget
2006
Budget
2007
Forecast
2008
Forecast
2009
Forecast
Forecast
2010
2011
Forecast
TOTAL
$
$
$
$
$
$
$
Security
-
$
-
$
5310 CMAQ
-
$
JA/RC
-
$
STAF
-
LTF
$
$
$
$
$
$
$
33
33
33
33
33
33
196
$
-
$
-
State/Local
Carl
AB2766 Moyer
Federal
5309
$
-
LTF Art. 3
$
STIP
-
TOTAL
$
163
$
163
$
163
$
163
$
163
$
163
$
978
These expenditures are to abate operating costs by shifting the expenses to capital financing. According to FTA guidelines, at least 1% of Section
5307 funds must be used for security purposes.
Transit - Security: Capitalization of security costs.
5307
130
130
130
130
130
130
783 $
981114
TR2S
11.42.09
no change
new project
scope change
funding change
Local $ > 20%
3
Fiscal Year
SRTP #:
Omni Budget #:
Project ID:
Program Code:
FTA Scope:
Status:
Omnitrans
4 of 18
Program/ Budget
2006
Budget
2007
Forecast
2008
Forecast
2009
Forecast
Forecast
2010
2011
Forecast
TOTAL
$
$
$
$
$
$
$
Preventive Maintenance
Federal
State/Local
Carl
5309
5310 CMAQ
JA/RC
STAF
LTF
AB2766 Moyer
$ 2,303
$ 2,264
$ 2,383
$ 2,176
$ 2,284
$ 2,402
$
$
$
$
$ 13,812 $
$
-
$
-
LTF Art. 3
$
STIP
-
$
$
$
$
$
$
$
TOTAL
7,885
11,322
11,916
10,879
11,419
12,011
65,431
Due to changes in TEA-21, preventive maintenance of vehicles, spare parts, etc are eligible expenses.
Bus System - General: Capitalization of preventive maintenance
5307
5,582
9,057
9,533
8,703
9,135
9,609
51,619 $
981122
TR6
11.7A.00
no change
new project
scope change
funding change
Local $ > 20%
4
Fiscal Year
SRTP #:
Omni Budget #:
Project ID:
Program Code:
FTA Scope:
Status:
Omnitrans
5 of 18
Program/ Budget
2006
Budget
2007
Forecast
2008
Forecast
2009
Forecast
Forecast
2010
2011
Forecast
TOTAL
$
$
$
$
$
$
$
Management Information Systems
-
$
-
$
5310 CMAQ
-
$
JA/RC
-
STAF
LTF
$
329
$
87
$
139
$
173
$
73
$
747
$ 1,547 $
-
$
-
$
-
State/Local
Carl
AB2766 Moyer
Federal
$
-
LTF Art. 3
$
STIP
-
TOTAL
$
844
$
436
$
693
$
865
$
363
$ 3,733
$ 6,933
MIS equipment will be used to replace/supplement outmoded equipment now in use and incorporate new technologies. The goal is to improve
operational efficiency.
5309
Transit - Administration Equipment: Purchase Management Information Systems (MIS) for East and West Valley facilities and provide training for
new/upgraded equipment.
5307
515
349
554
692
290
2,986
5,387 $
SBD31055
TR2A1
11.42.20
no change
new project
scope change
funding change
Local $ > 20%
5
Fiscal Year
SRTP #:
Omni Budget #:
Project ID:
Program Code:
FTA Scope:
Status:
Omnitrans
6 of 18
Program/ Budget
2006
Budget
2007
Forecast
2008
Forecast
2009
Forecast
Forecast
2010
2011
Forecast
TOTAL
$
$
$
$
$
$
$
Office Equipment and Furniture
-
$
-
$
5310 CMAQ
-
$
JA/RC
-
STAF
LTF
$
3
$
3
$
3
$
3
$
3
$
4
$
20 $
-
$
-
$
-
State/Local
Carl
AB2766 Moyer
Federal
$
-
LTF Art. 3
$
STIP
-
TOTAL
$
15
$
16
$
16
$
17
$
17
$
18
$
98
Equipment will be used to replace worn out furnishings, expand and update administrative/support capabilities. The goal is to improve operational
efficiency.
5309
Transit - Administration Equipment: Purchase office equipment for East and West Valley facilities.
5307
12
12
13
13
14
14
79 $
SBD31073
TR2A1
11.42.20
no change
new project
scope change
funding change
Local $ > 20%
6
Fiscal Year
SRTP #:
Omni Budget #:
Project ID:
Program Code:
FTA Scope:
Status:
Omnitrans
7 of 18
Program/ Budget
2006
Budget
2007
Forecast
2008
Forecast
2009
Forecast
Forecast
2010
2011
Forecast
TOTAL
$
$
$
$
$
$
$
Stops and Zones
-
$
-
$
5310 CMAQ
-
$
JA/RC
-
STAF
LTF
$
7
$
7
$
7
$
8
$
8
$
8
$
45 $
-
$
-
$
-
State/Local
Carl
AB2766 Moyer
Federal
$
-
LTF Art. 3
$
STIP
-
TOTAL
$
34
$
36
$
37
$
38
$
40
$
41
$
226
Equipment will be used to replace/supplement current amenities at fixed-route bus stops. Equipment is needed to accommodate continuation and
expansion of fixed-route service.
5309
Bus System - Passenger Facilities ( Benches, Shelters, etc.): Purchase stops and zones equipment to replace, improve, or enhance stops in fixedroute operation.
5307
28
29
30
31
32
33
181 $
SBD31075
TR6H1
11.32.20
no change
new project
scope change
funding change
Local $ > 20%
7
Fiscal Year
SRTP #:
Omni Budget #:
Project ID:
Program Code:
FTA Scope:
Status:
Omnitrans
8 of 18
Program/ Budget
2006
Budget
2007
Forecast
2008
Forecast
Forecast
2009
2010
Forecast
Forecast
2011
TOTAL
$
$
$
$
$
$
$
Service & Support Vehicles
-
$
-
$
5310 CMAQ
-
$
JA/RC
-
STAF
LTF
$
94
$
179
$
16
$
74
$
31
$
87
$
481 $
-
$
-
$
-
State/Local
Carl
AB2766 Moyer
Federal
$
-
LTF Art. 3
$
STIP
-
Replacement vehicles are needed to replace vehicles that have reached the end of their useful life. Expansion vehicles are needed to
accommodate growth in staff and associated travel requirements.
5309
TOTAL
$
470
$
894
$
78
$
370
$
156
$
436
$ 2,403
Bus System - Service Vehicles: Purchase service vehicles. FY06: Replace - 220, 223, 312, 313, 314, 315, 316, 317, 382L, 383L, 394L, 395L, 396L,
397L, one new Dir. of Ops (L); FY07: Replace - 218, 219, 300, 301, 302, 303, 304, 305, 306, 307, 308, 358L, 359L, 360L, 361L, 362L, 363L, 364L,
365L, 366L, 367L, 368L, 369L, 370L, 385, 386L, 387L, 388L, 389L, 390L, 2448; FY08: Replace - 257, 262; FY09: Replace - 266, 322, 323, 325,
350L, 352L, 353L, 355L, 356L, 357L, 384, 0210-P; FY10: Replace - 221,222,255; FY11: Replace (2nd replacement cycle for the following) - 312,
313, 314, 315, 316, 317, 382L, 383L, 394L, 395L, 396L, 397L, Dir. of Ops from FY06 (L).
5307
376
715
62
296
124
349
1,922 $
SBD31084
TR6Q1
11.42.11
no change
new project
scope change
funding change
Local $ > 20%
8
Fiscal Year
SRTP #:
Omni Budget #:
Project ID:
Program Code:
FTA Scope:
Status:
Omnitrans
9 of 18
Program/ Budget
2006
Budget
2007
Forecast
2008
Forecast
2009
Forecast
Forecast
2010
2011
Forecast
TOTAL
Replacement Paratransit Vehicle
-
$
$ 2,167
$
-
$
$
$
6,650
3,325
3,325
5310 CMAQ
$
JA/RC
-
$
2,206
$
STAF
LTF
$
151
$
391
$
832
$
832
-
$
-
$
-
State/Local
Carl
AB2766
Moyer
Federal
$
-
LTF Art. 3
$
STIP
-
TOTAL
$
755
$ 1,954
$ 4,157
$ 4,157
$
$
$ 11,023
Discretionary funds should be requested, as per the SRTP 2006-2011, towards the purchase of replacement paratransit vehicles. Funds are shown
for request in FY08 and FY09, assuming they will be budgeted in FY10 and FY11, and they will require a local match.
Vehicles being replaced will have reached standard replacement life of 4 years/100,000 miles
5309
Paratransit - Vehicles (Repl.: Gas/Diesel): Purchase replacement paratransit vans: FY06 - 10; FY07 - 25; FY08 - 50; FY09 - 50. Vans will be lift
equipped and run on conventional fuel source, unless a CARB approved engine is found that meets Omnitrans service requirements.
5307
$
604
$ 1,563
20040211
TR5V6
11.12.04
no change
new project
scope change
funding change
Local $ > 20%
9
Fiscal Year
SRTP #:
Omni Budget #:
Project ID:
Program Code:
FTA Scope:
Status:
Omnitrans
10 of 18
Program/ Budget
2006
Budget
2007
Forecast
2008
Forecast
2009
Forecast
Forecast
2010
2011
Forecast
TOTAL
$
$
$
$
$
$
$
Capitalization of Leases
-
$
-
$
5310 CMAQ
-
$
JA/RC
-
$
STAF
-
LTF
$
$
$
$
$
$
$
18
19
19
20
21
22
118
$
-
$
-
State/Local
Carl
AB2766 Moyer
Federal
$
-
LTF Art. 3
$
STIP
-
TOTAL
$
89
$
93
$
97
$
100
$
104
$
108
$
591
Omnitrans does not own appropriate property and facilities for these purposes and therefore these expenditures can be shifted to capital financing
5309
Capitalization of Operating facility lease for West Valley Access and Omnilink service/ Voice/data communications base station and antenna tower
sites.
5307
71
74
78
80
83
86
473 $
SBD43012
TR6Q
11.46.03
no change
new project
scope change
funding change
Local $ > 20%
10
Fiscal Year
SRTP #:
Omni Budget #:
Project ID:
Program Code:
FTA Scope:
Status:
Omnitrans
11 of 18
Program/ Budget
2006
Budget
Forecast 2007
Forecast 2008
Forecast 2009
Forecast 2010
Forecast 2011
TOTAL
Fiscal Year
5307
6,394
1,307
3,168
2,733
13,602
$
$
$
$
$
Project ID: SBD90105
Program Code: TR6A7
FTA Scope: 11.12.01
Status:
no change
new project
scope change
funding change
Local $ > 20%
SRTP #: 11
Omni Budget #:
Omnitrans
$
-
5,795
6,189
$ 11,984
$
$
5310 CMAQ
$
JA/RC
-
$
$
$
$
$
753
1,131
792
109
4,284
$
STAF
LTF
$
1,499 $
355
355
Federal
$
-
$
-
State/Local
Carl
AB2766 Moyer
$
-
LTF Art. 3
$
-
STIP
TOTAL
$ 8,248
$
$ 6,548
$ 8,626
$ 3,960
$ 2,842
$ 30,225
In FY06 Over the Road Coaches programmed at $506,670 each (assumes receipt in 2008); 40-foot programmed at $555,735 each (hybrid price;
assumes receipt in FY06)
Replacement coaches are needed to replace coaches that will have reached the standard replacement life. Alternative fuel will help in attaining
regional air quality goals.
5309
Bus System - Buses (Repl.: Alt. Fuel): Purchase replacement coaches: 06- 7 Over the Road Coaches, 8 40-foot, and additional local funds
needed toward the purchase of 8 coaches scheduled for arrival in Spring 2006; 08 - 11 40-foot; 09 - 14 40-foot; 2010 - 10 40-foot; 11 - 10 40-foot.
Vehicles will be equipped with wheelchair lift or low-floor, two tie-downs, kneeling feature, air conditioning, and auxillary equipment to include
headsigns, fareboxes, radios, etc. Engines will run on alternative fuel source.
Replacement Heavy Duty Coaches
12 of 18
Program/ Budget
Budget
2006
Forecast
2007
Forecast
2008
Forecast
2009
Forecast
2010
Forecast
2011
TOTAL
$
-
$
-
$
-
$
283
$
-
$
-
$
-
-
$ 1,132
$
5307
$ 1,132
$
-
$
LTF Art. 3 STIP
-
$
$
$
$
$
$
$
TOTAL
1,415
1,415
The City of Yucaipa currently does not have a location that is formally set up for transfer between buses/modes. Because of the geographic barriers
of the City of Yucaipa, it is often separated from the rest of Omnitrans service area. However, it is a heavily traveled area - with people coming
through the City from the more eastern desert region, and having to continue on to other areas in the Omnitrans service area. The transcenter will
provide a location, central to the City, that will be used for safe transfers between modes and buses.
Bus System - Passenger Facilities: Construction of the Yucaipa Transcenter. Funds programmed in FY 2004
Yucaipa Transcenter
Federal
State/Local
Carl
5309
5310 CMAQ
JA/RC
STAF
LTF
AB2766 Moyer
$
283
20020805
TR6H
11.33.01
no change
new project
scope change
funding change
Local $ > 20%
12
Fiscal Year
SRTP #:
Omni Budget #:
Project ID:
Program Code:
FTA Scope:
Status:
Omnitrans
13 of 18
Program/ Budget
2004
Budget
2005
Forecast
2006
Forecast
2007
Forecast
Forecast
2008
2009
Forecast
TOTAL
$
-
5307
20040213
TR5V2
11.13.15
no change
new project
scope change
funding change
Local $ > 20%
13
Fiscal Year
SRTP #:
Omni Budget #:
Project ID:
Program Code:
FTA Scope:
Status:
Omnitrans
$
-
$
$
438
$
5310 CMAQ
438
-
$
JA/RC
-
$
140
$
STAF
LTF
$
140
-
$
-
$
-
State/Local
Carl
AB2766 Moyer
Federal
Expansion vehicles are needed to maintain service levels and address service requests.
5309
$
-
LTF Art. 3
$
STIP
-
TOTAL
$
578
$
$
$
$
$
$
578
Paratransit - Vehicles (Exp.: Gas/Diesel): Purchase paratransit vans for expansion. FY06 - 7. Vehicles will be lift equipped and run on conventional
fuel source, unless a CARB approved engine is found that meets Omnitrans service requirements.
Expansion Paratransit Vehicles
14 of 18
Program/ Budget
2006
Budget
2007
Forecast
2008
Forecast
2009
Forecast
Forecast
2010
2011
Forecast
TOTAL
5307
240
400
640
$
$
$
scope change
funding change
Local $ > 20%
new project
no change
Fiscal Year
Status:
FTA Scope: 11.21.01
SRTP #: 14
Omni Budget #:
Project ID: 20020804
Program Code:
Omnitrans
$
-
$
-
$
5310 CMAQ
-
$
JA/RC
-
$
110
$
STAF
LTF
$
10 $
$
100
50
50
$
-
$
-
State/Local
Carl
AB2766 Moyer
Federal
5309
$
-
LTF Art. 3
$
STIP
-
$
$
$
$
$
$
$
TOTAL
300
500
800
In 2004, Omnitrans begain a major investment study (MIS) to implement a Bus Rapid Transit (BRT) System along E Street from San Bernardino to
Loma Linda, as well as other system corridor alternatives analysis within Omnitrans service area. This is planned for conclusion in FY06.
Engineering will be done in FY07. BRT is being implemented throughout the nation to improve the viability of transit in the community (vs. the
automobile). In addition, the cost of implementing a BRT is signifcantly less than if a light rail system is implemented, making BRT a very attractive,
option. The system will be called SBX in the San Bernardino valley. Funding to begin construction will be sought as soon as possible from a variety
of sources, including FTA New Starts.
SBX Program for San Bernardino Valley-wide Rapid Transit Program.
SBX
15 of 18
Program/ Budget
2006
Budget
2007
Forecast
2008
Forecast
2009
Forecast
Forecast
2010
2011
Forecast
TOTAL
Fiscal Year
$
$
$
$
$
$
$
Facility Improvements
-
$
-
$
5310 CMAQ
-
$
JA/RC
-
STAF
LTF
$
71
$
93
$
29
$
312
$
21
$
1
$
528 $
-
$
-
$
-
State/Local
Carl
AB2766 Moyer
Federal
5309
$
-
LTF Art. 3
$
STIP
-
TOTAL
$
356
$
465
$
145
$ 1,561
$
107
$
7
$ 2,640
Facility improvements and upkeep are necessary to make sure that they are kept in working order and do not fall into disrepair.
Transit - Facilities: Improvement/upkeep of existing facilities.
5307
285
372
116
1,248
85
5
2,112 $
SRTP #: 15
Omni Budget #:
Program Code:
FTA Scope: 11.44.03
Status:
no change
new project
scope change
funding change
Local $ > 20%
Omnitrans
16 of 18
Program/ Budget
2006
Current
2007
Budget
2008
Forecast
2009
Forecast
2010
Forecast
Forecast
2011
TOTAL
5307
348
399
399
$
$
$
scope change
funding change
Local $ > 20%
X new project
no change
Fiscal Year
Status:
SRTP #: 16
Omni Budget #:
Program Code:
FTA Scope:
Omnitrans
$
-
$
$
-
$
5310 CMAQ
69
-
$
JA/RC
-
$
$
100
100
$
STAF
LTF
$
104
-
$
-
$
-
State/Local
Carl
AB2766 Moyer
Federal
5309
$
-
LTF Art. 3
$
STIP
-
TOTAL
$
521
$
$
$
$
499
$
$
499
In FY06, the current digital on-board video survelance system will be replaced. The current system is 5 years old and replacement parts for the
existing system are no longer available. Also in FY06, Omnitrans received a 5310 grant for the purchase of 3 base stations, 12 mobile radios, and a
mobile data terminal. The current system is in the process of being replaced and this grant funding will assist with the replacement of units on
paratransit vehicles.
Improvement, upkeep, or replacement of equipment used in revenue service.
Revenue Equipment
17 of 18
Program/ Budget
Budget
2006
Forecast
2007
Forecast
2008
Forecast
2009
Forecast
2010
Forecast
2011
TOTAL
$
-
$
-
$
-
STAF
$
-
JA/RC
$ 1,133
5310 CMAQ
$
$
283
283
$
LTF
-
$
-
$
-
State/Local
Carl
AB2766 Moyer
Federal
Programmed at mid-size vehicle pricing
Vehicles being replaced will have reached standard replacement life of 7 years/250,000 miles
5309
$
-
LTF Art. 3
$
STIP
-
TOTAL
$
$
$
$
$ 1,416
$
$ 1,416
Bus System - Buses (Repl.: Alt. Fuel): Purchase coaches for replacement of trolleys: FY10-3. Coaches will be alternatively fueled and equipped
with wheelchair lift or low-floor, two tie-downs, kneeling feature, air conditioning, and auxillary equipment to include, but not limited to, headsigns,
fareboxes, radios, etc.
Replacement Less-Than-30 Coach
$ 1,133
5307
SBD31088
TR6A3
11.03.04
no change
new project
scope change
funding change
Local $ > 20%
17
Fiscal Year
SRTP #:
Omni Budget #:
Project ID:
Program Code:
FTA Scope:
Status:
Omnitrans
18 of 18
Notes:
Program/ Budget
2006
Budget
2007
Forecast
2008
Forecast
2009
Forecast
Forecast
2010
2011
Forecast
TOTAL
244
160
297
701
$
$
$
$
5307
$
-
$
-
$
5310 CMAQ
-
$
JA/RC
-
$
$
$
$
STAF
74
175
61
40
$
LTF
-
$
-
$
-
State/Local
Carl
AB2766 Moyer
Federal
$
-
LTF Art. 3
$
STIP
-
TOTAL
$
$
305
$
200
$
$
$
371
$
876
Various maintenance equipment will be replaced, repaired and/or refurbished to enhance fueling capabilities and to replace parts that have
become worn or no longer able to meet up-to-date air quality standards. Refurbishment will occur every 4 years.
5309
Transit - Fueling Facilities: Rehabilitation and maintenance of alternative fueling facilities.
Alt Fueling Facilities
Estimated cost to provide updates to the CNG station is $305,000 (combined east and west valleys). This cost is from an estimate of $250,000 in FY02 dollars plus an annual increase of 5%
in out years for inflation. Regular updates to the CNG stations should be added every 4 years.
Fiscal Year
SRTP #: 18
Omni Budget #:
Project ID:
Program Code: TR6M1
FTA Scope: 11.43.06
no change
Status:
new project
scope change
funding change
Local $ > 20%
Omnitrans
Appendix - E
Up-to-Design/Unconstrained
Maps and Schedules
Up To Design Scenario FY 2006
New Route 17
(Redlands –Via San Bernardino Avenue – San Bernardino)
Description: From Redlands Transcenter, NB Orange, WB San Bernardino, NB
Arrowhead, WB 2nd St. to San Bernardino Transcenter. Route 17 will operate at 60
minutes on Weekdays, Saturday, and Sunday.
Annual Service Statistics
Route
Day of Week
Service Span
Hours
Miles
Buses
Annual Cost
(FY 06 Dollars)
17
Weekday
Saturday
Sunday
6:00 a.m. – 9:00 p.m.
7:00 a.m. – 9:00 p.m.
7:00 a.m. – 7:00 p.m.
5,031
910
796
70,434
12,750
11,118
2
2
2
$433,471
$78,406
$68,549
6,736.60
94,302.00
2 Peak
$580,425
Total
Rationale: Implementing service on San Bernardino Avenue between Tippecanoe Avenue
and Mountain View Avenue will address many service requests from residents living south
of the San Bernardino Airport. This alignment will also offer coverage to the Citrus Plaza
in Redlands in place of Route 15 and provide transportation service for the redevelopment
of downtown Redlands, Redlands Mall, and city-wide revitalization.
Additional Trip Generators: San Bernardino Municipal Court, City Hall, City Clerk,
Post Office.
2006-2011 SRTP
Appendix E
E-1
New Route 18
(San Bernardino –Via Sterling – San Manuel Casino)
Description: From downtown San Bernardino, EB 3rd Street, NB Sterling, EB Lynwood,
NB Victoria Street to San Manuel Casino. Route 18 will operate at 30 minutes on
Weekdays and 60 minutes on Weekends.
Route
Day of Week
Service Span
Hours
Miles
Buses
Annual Cost
(FY 06 Dollars)
18
Weekday
Saturday
Sunday
6:00 a.m. – 9:00 p.m.
7:00 a.m. – 9:00 p.m.
7:00 a.m. -7:00 p.m.
7,314
700
612
102,168
9,250
8,058
2
1
1
$630,200
$60,312
$52,730
8,626.30
119,476.00
2 Peak
$743,242
Total
Rationale: This route will supply service to the currently transit absent North/South strip
of Sterling Avenue between 3rd Street and Highland Avenue. Introducing Route 18 will
reduce travel time and the need of transferring for residents of Tippecanoe Avenue, south
of 3rd Street, traveling along Sterling in the mornings for employment in Highland. In
addition to coverage in Highland, the booming San Manuel Casino will receive service for
its many patrons and employees to connect to downtown San Bernardino. The future San
Manuel commercial/industrial property on 3rd Street between Lankershim and Victoria
Avenues may bring the alignment to travel EB 3rd Street, NB Lankershim, WB 6th Street,
and continuing NB on Sterling to regular routing. This extended coverage will likely occur
indefinitely after September 2005 to provide coverage to the developed commercial land.
Additional Trip Generators: Warm Springs Elementary School, ASA Learning Center,
Del Vallejo Middle School, and San Bernardino City Hall.
2006-2011 SRTP
Appendix E
E-2
New Route 21
(San Bernardino –Via Rancho Avenue – Colton)
Description: From downtown San Bernardino, WB Mill St., SB Rancho Ave., EB N St.,
NB La Cadena, WB E St., NB Rancho, EB Mill, returning to San Bernardino Transcenter.
Route 21 will operate at 60 minutes on Weekdays, Saturdays and Sundays.
Route
Day of Week
Service Span
Hours
Miles
Buses
Annual Cost
(FY 06 Dollars)
21
Weekday
Saturday
Sunday
6:00 a.m. – 9:00 p.m.
7:00 a.m. – 9:00 p.m.
7:00 a.m. – 7:00 p.m.
5,263
952
832
73,788
13,350
11,679
2
2
2
$453,477
$82,024
$71,713
7,047.52
98,817.00
2 Peak
$607,214
Total
Rationale: This alignment will address numerous service requests from residents of the
South Colton area by traveling via the Rancho Avenue Corridor to meet with Colton Civic
Center, Colton High School, Colton Middle School, and the 12000 sq. ft. multi- tenant
warehouse on Pennsylvania & D Street.
Additional Trip Generators:
Stater Brothers, Colton apartment homes, Frazee
Community Center, Fleming Park, and Colton History Museum.
2006-2011 SRTP
Appendix E
E-3
Modified Route 22
(ARMC – Riverside Avenue – Fontana)
Description: The trunk of Route 22 will remain unchanged up to Cactus & Bonhert. At
Cactus & Bonhert, continue WB Bonhert, NB Locust, WB Casa Grande, NB Terra Vista,
NB Live Oak, NB Riverside, and SB Sierra to Fontana Metrolink. Route 22 will operate at
15 minutes on Weekdays, 20 minutes on Saturdays, and 40 minutes on Sundays.
Route
Day of Week
Service Span
Hours
Miles
Buses
Annual Cost
(FY 06 Dollars)
22
Weekday
Saturday
Sunday
4:48 a.m. – 10:14 p.m.
6:00 a.m. – 10:14 p.m.
5:55 a.m. – 8:32 p.m.
45,890
6,557
2,988
642,420
91,850
20,910
11
8
4
$3,953,922
$564,951
$257,410
55,435.04
755,180.00
11 Peak
$4,776,283
Total
Rationale:
This southward continuation of the alignment will connect North Rialto with
the Fontana Metrolink.
Additional Trip Generators: Fontana City Hall, Sunrise apartment homes, Sunrise
Senior Citizen Villa, Oldtimers Foundation Senior Center, Wal-Mart, and Stater Brothers.
2006-2011 SRTP
Appendix E
E-4
Modified Route 28
(South Ridge – Slover Avenue – Kaiser)
Description: Route 28 remains the same from Southridge to Fontana Transcenter. At
Fontana Transcenter, continue NB Sierra, WB Summit, SB Citrus, EB Carter, and SB
Sierra to Fontana Metrolink. Weekday hourly frequency will remain at 60 minutes.
Service will be implemented on Saturdays and Sundays, both at 60 minute frequencies.
Route
Day of Week
Service Span
Hours
Miles
Buses
Annual Cost
(FY 06 Dollars)
28
Weekday
Saturday
Sunday
5:02 a.m. – 9:57 p.m.
7:00 a.m. – 9:00 p.m.
7:00 a.m. – 7:00 p.m.
8,106
700
612
116,394
8,556
7,344
3
3
3
$698,444
$60,312
$52,730
9,418.36
132,294.12
3 Peak
$811,486
Total
Rationale:
The northward expansion of this route will provide service to Summit
residents, Sierra Lakes new housing, shopping opportunities in North Fontana, and
ultimately connecting with South Fontana.
Additional Trip Generators: North Fontana Community Center, Stater Brothers, Sonrise
Senior Citizen Village, Sonrise Apartments, Fontana Nutrition Site, and Ujima Counseling
Clinic.
2006-2011 SRTP
Appendix E
E-5
Modified Route 29
(Kaiser – North Rialto – Bloomington)
Description: From South Fontana TC, EB Valley, NB Locust, WB Baseline, NB Laurel,
EB Highland, SB Riverside, EB Baseline, SB Pepper, WB Valley, (Bloomington loop: SB
Cedar, EB Slover, SB Spruce, WB Santa Ana, SB Cedar, WB 11th St., NB Locust), WB
Slover, NB Sierra to South Fontana Transcenter. Route 29 will remain operating at 60
minute frequency on Weekdays and Saturdays in addition to implementation of 60 minute
service on Sundays.
Route
Day of Week
Service Span
Hours
Miles
Buses
Annual Cost
(FY 06 Dollars)
29
Weekday
Saturday
Sunday
4:48 a.m. – 10:14 p.m.
6:45 a.m. – 10:35 p.m.
7:00 a.m. – 7:00 p.m.
14,600
2,701
2,099
204,336
37,800
29,376
4
4
4
$1,257,955
$232,718
$180,864
19,400.38
271,512.00
4 Peak
$1,671,537
Total
Rationale:
The northward extension of the alignment will cover the dense Pepper
Corridor with many residential and shopping locations along Baseline and respond to
service requests for Valley Boulevard between Sierra and Pepper where there are many
homes and a proposed Hotel development (NW Pepper and Valley).
Additional Trip Generators: Children Acute Care Center, San Bernardino County
Mental Health Department, Wal-Mart, Arrowhead Regional Medical Center, K-Mart,
Mobile homes, Maple Hill Apartments, and Easton Square Apartments.
2006-2011 SRTP
Appendix E
E-6
New Route 57
(Chino Hills – Milliken – Chaffey College)
Definition: From Chaffey College, travel SB Haven, EB Mission, SB Milliken/Hamner,
WB Edison, NB Pipeline, EB Chino, and SB Ramona, into the Chino Transcenter. Route
57 will operate at 30 minute frequency on Weekdays and 60 minute frequency on
Weekends.
Route
Day of Week
Service Span
Hours
Miles
Buses
Annual Cost
(FY 06 Dollars)
57
Weekday
Saturday
Sunday
5:45 a.m. – 10:35 p.m.
6:45 a.m. – 10:35 p.m.
7:00 a.m. – 7:00 p.m.
26,922
2,808
1,909
376,938
39,250
26,673
7
4
4
$2,319,625
$241,937
$164,517
31,639.74
442,861.00
7 Peak
$2,726,080
Total
Rationale:
This route will connect the Agricultural Preserve area (South Ontario/East
Chino), the Chaffey College Alta Loma (North Rancho Cucamonga) and Chino Campuses
as well as many retail centers (Grand Ave and Peyton) to the Chino Transcenter. The
east/west alignment on Edison will extend the Omnitrans service area further southward
into the developing residential area of the Agricultural Preserve.
Additional Trip Generators: Chino Hills Library, Chino Hills City Hall, Crossroads
Adult Day Health Care, Jericho Outreach Men’s Facility, YMCA-Chino Valley, Canyon
Ridge Hospital, Central Park, Ontario Airport Hilton, and Target.
2006-2011 SRTP
Appendix E
E-7
Modified Route 71
(Kaiser – South Ridge –Ontario)
Description: The alignment will remain the same from Fontana Transcenter to Ontario
Mills. At Ontario Mills, continue NB Milliken, WB 4th, and SB Euclid to the Ontario
Transcenter. Service will remain operating at 60 minutes during Weekdays and Weekends.
Route
Day of Week
Service Span
Hours
Miles
Buses
Annual Cost
(FY 06 Dollars)
71
Weekday
Saturday
Sunday
4:35 a.m. – 10:27 p.m.
5:35 a.m. – 10:28 p.m.
5:35 a.m. – 8:27 p.m.
12,887
2,077
1,889
186,686
30,091
27,384
3
3
3
$1,110,353
$178,911
$162,716
16,852.13
244,161.17
3 Peak
$1,451,980
Total
Rationale:
The westward extension of this route will create cross town linkage
throughout downtown Fontana, south Fontana, and downtown Ontario.
Additional Trip Generators: Kmart, Coram Healthcare, Lamplighter Ontario Mobile
Park, Sycamore Park Apartments, Grove Apartments, and Public Housing.
2006-2011 SRTP
Appendix E
E-8
Modified Route 75
(Ontario –Via Francis – Ontario Mills)
Description: Alignment from Ontario Mills to Mission & Grove will remain unchanged.
At Mission & Grove, continue NB Grove, WB Mission, NB Main, and WB to Pomona
Transcenter. Service will remain at 60 minutes on Weekdays only.
Route
Day of Week
Service Span
75
Weekday
5:05 a.m. – 9:57 p.m.
Total
Hours
Miles
Buses
Annual Cost
(FY 06 Dollars)
10,196
142,746
3
$878,501
10,196.16
142,746.24
3 Peak
$878,501
Rationale: The westward alignment extension will permit connections with Foothill
Transit at the Pomona Transcenter as well as various government centers on Main Street
such as the Police Station, Courthouse, and City Hall.
Additional Trip Generators: SCE, Hacienda Mobile Home Park, Grove Manor Mobile
Home Park, and Odyssey Mobile Estates.
2006-2011 SRTP
Appendix E
E-9
New Route: Yucaipa Circulator North and South Loops
Description: The North Loop will travel from Yucaipa Transcenter (Yucaipa @ 5th St.),
EB Yucaipa NB Bryant, WB Oak Glen, SB 5th to Yucaipa TC. The South Loop will travel
from Yucaipa Transcenter, EB Yucaipa, SB Bryant, WB E Ave., SB California Street., to
Beaver Medical Clinic, EB Avenue H, NB 5th Street. The Yucaipa Circulator will operate
at 30 minute frequency on Weekdays, Saturdays, and Sundays.
Route
Day of Week
Service Span
Hours
Miles
Buses
Annual Cost
(FY 06 Dollars)
Yucaipa
Circulator
Weekday
Saturday
Sunday
6:00 a.m. – 9:00 p.m.
7:00 a.m. – 9:00 p.m.
7:00 a.m. – 7:00 p.m.
8,256
1,400
1,224
92,632
15,708
13,733
2
2
2
$559,344
$94,850
$82,926
10,880.00
122,073.60
2 Peak
$737,120
Total
Rationale:
The Yucaipa Circulator will offer transportation service to an area of
significantly increasing senior population density along with many shopping centers. The
North loop will serve Stater Brothers, Regional Park, Mobile Homes along 5th Street,
Oakland, and E Street, and Yucaipa Junior High School. The South loop will serve Beaver
Medical Center, located on California & Avenue H, South of Wildwood Canyon. Both
loops will overlap service on Yucaipa Blvd. and offer timed connections with Routes 8 & 9
at the Yucaipa Transcenter, estimated to be constructed by December 2006.
Additional Trip Generators: Yucaipa Police, Post Office, City Hall, Library, Chamber of
Commerce, Bank of America, Prime Care Medical, Bryant Professional Building, Vons,
Mousley Museum of Natural History, and Mobile Estates.
2006-2011 SRTP
Appendix E
E-10
Modified Route 20A (Fontana – Merrill – Highland) & 20B (Fontana – Valley –
Highland)
Description: 20A: From Fontana Metrolink, WB Merrill, NB Cherry, EB Highland,
NB Beech to Park and Ride. 20B: From South Fontana TC, NB Sierra, WB Randall, SB
Citrus, WB Valley, NB Cherry, EB Highland, NB Beech to Park and Ride. Route 20A
schedule will alternate with 20B along Cherry. Route 20 will operate at 30 minute
frequency on Weekdays and Weekends.
Route
Day of Week
Service Span
Hours
Miles
Buses
Annual Cost
(FY 06 Dollars)
20A & 20B
Weekday
Saturday
Sunday
4:30 a.m. – Midnight
5:30 a.m. – 10:00 p.m.
5:30 a.m. – 10:00 p.m.
20,929
3,432
3,501
292,572
48,000
48,960
5
5
5
$1,803,239
$295,701
$301,615
27,861.60
389,532.00
5 Peak
$2,400,555
Total
Rationale:
20A: This proposed alignment will provide north/south service along
Cherry, north of Arrow to Highland to shopping centers on Baseline & Cherry and new
housing in north Fontana. 20B: This proposed alignment will provide east/west service
on Valley and compliment downtown Fontana revitalization on Sierra.
Additional Trip Generators: Cherry Estates Mobile Home Park, Mobile Hacienda
Park, Inland Empire Utilities Agency, and Public Housing.
2006-2011 SRTP
Appendix E
E-11
Modified Route 22B (ARMC – Summit – Rancho Cucamonga)
Description: The trunk of Route 22 will remain the same: At Cactus @ Bonhert, 22,
continue WB Bonhert, NB Locust, WB Casa Grande, SB Sierra, WB Summit, SB Beech,
WB Highland, SB Cherry, WB Baseline, NB Rochester, EB Victoria Park, SB Victoria
Park, WB Church, SB Milliken to Rancho Cucamonga Metrolink. Route 22 B will
operate at 15 minutes on Weekdays, 20 minutes on Saturdays and 30 minutes on
Sundays.
Route
Day of Week
Service Span
Hours
Miles
Buses
Annual Cost
(FY 06 Dollars)
22B
Weekday
Saturday
Sunday
5:30 a.m. – 10:00 p.m.
5:30 am. – 10:00 p.m.
34,613
5,676
5,790
484,782
79,500
81,090
7
7
7
$2,982,280
$489,044
$498,825
46,078.80
645,372.00
7 Peak
$3,970,149
Total
Rationale:
The southwestern extension of service will support Summit development
of many residential and commercial sites such as new residential areas in Rialto and
Fontana and Victoria Gardens (NW Foothill Blvd. @ I-15).
Additional Trip Generators: Public Housing, San Antonio Medical Center, Mission
Foods, Rancho Cucamonga Metrolink Station, Amtrak Station, Chaffey College.
2006-2011 SRTP
Appendix E
E-12
New Route 27 (Fontana – Rancho Cucamonga – Chaffey College)
Description: From Fontana Metrolink, travel WB Arrow, SB Milliken, WB into
Rancho Cucamonga Metrolink, NB Milliken, WB Arrow, NB Haven, continuing to
Chaffey College. Route 27 will operate at 30 minutes on Weekdays, Saturdays, and
Sundays.
Route
Day of Week
Service Span
Hours
Miles
Buses
Annual Cost
(FY 06 Dollars)
27
Weekday
Saturday
Sunday
5:30 a.m. – 10:00 p.m.
5:30 a.m. – 10:00 p.m.
18,615
3,053
3,114
260,580
42,750
43,605
4
4
4
$1,603,843
$263,003
$268,263
24,780.75
346,935.00
4 Peak
$2,135,109
Total
Rationale:
This route will connect to the Chaffey College Transcenter and is a south
eastern continuation of route 68 from Chaffey College into the Rancho Cucamonga
Metrolink.
Additional Trip Generators: Rancho Cucamonga City Hall, Superior Court, Oldtimers
Foundation Senior Center, Vocational Improvement Program, YMCA, Senior Assistance
Office, Career Institiute, Chaffey College, Adults Sports Park, Rancho Cucamonga
Metrolink, Mission Foods, Target, and Mervyns.
2006-2011 SRTP
Appendix E
E-13
Modified Route 30 (Redlands Trolley Red Line)
Description: The University Loop will remain unchanged, while additional westbound
stops are added on the Plaza loop. At Lugonia @ Indiana Court, continue WB Lugonia,
SB Alabama, EB Redlands, returning to Redlands Mall. Service will remain at 60 minute
frequency on Weekdays and Weekends.
Route
Day of Week
Service Span
Hours
Miles
Buses
Annual Cost
(FY 06 Dollars)
30
Weekday
Saturday
Sunday
4:30 a.m. – 10:00 p.m.
5:30 a.m. – 11:00 p.m.
5:30 a.m. – 11:00 p.m.
4,979
821
755
69,712
6,076
6,531
1
1
1
$429,025
$70,737
$65,034
6,555.20
82,318.15
1 Peak
$564,796
Total
Rationale:
The westward stretch of the Red Line will add 2.3 additional miles to the
current route and provide service to Target (east of Alabama & north of Lugonia), Kmart
(Corner of Alabama & Redlands), and ESRI (on Redlands Blvd., west of the mall).
Additional Trip Generators: Texonia Park, Boy Scouts, Tri City Center, Redlands Post
Office, and Redlands Heritage Hall.
2006-2011 SRTP
Appendix E
E-14
Modified Route 67 (Montclair - Ontario – Fontana)
Description: Route 67 will undergo an alignment extension on the west side of the
route. Specifically, the alignment will continue WB on Baseline and SB Monte Vista to
the Montclair Transcenter. Service frequency is improved from 60 to 30 minutes on
weekdays and will remain at 60 minutes on weekends.
Route
Day of Week
Service Span
Hours
Miles
Buses
Annual Cost
(FY 06 Dollars)
67
Weekday
Saturday
Sunday
4:30 am. – Midnight
5:30 a.m. – 10:00 p.m.
5:30 a.m. – 10:00 p.m.
29,783
2,327
2,373
416,962
32,571
33,222
6
3
3
$2,566,148
$200,451
$204,460
34,483
482,679
6 Peak
$2,971,060
Total
Rationale: Current service to the Ontario Transcenter will be eliminated and replaced by
the new Route 78. The re-alignment of Route 67 will provide service on Baseline
between Monte Vista and Euclid.
Additional Trip Generators: Montclair Transcenter, Montclair Plaza.
2006-2011 SRTP
Appendix E
E-15
New Route 74 (Rancho Cucamonga – Riverside – Chino)
Description: From Rancho Cucamonga Metrolink, travel SB Milliken, NW Mission,
SB Archibald, WB Riverside, SB Euclid, WB Edison, and NB into Chino Transcenter.
Route 74 will operate at 30 minutes on Weekdays and 60 minutes on Weekends.
Route
Day of Week
Service Span
Hours
Miles
Buses
Annual Cost
(FY 06 Dollars)
74
Weekday
Saturday
Sunday
5:30 a.m. - Midnight
27,415
2,341
2,387
383,904
32,800
33,456
5
3
3
$2,362,083
$201,657
$205,691
32,143
450,160
5 Peak
$2,769,431
Total
Rationale:
This route will connect Rancho Cucamonga and residents along Riverside
Avenue to the College Park (on Edison between Euclid and Central).
Additional Trip Generators: Chino Library, City Hall, Superior Court, YMCA, Senior
Center, Nutrition Site, Canyon Ridge Hospital, Chino Health Center, Community
Services, and Rancho Cucamonga Metrolink Station.
2006-2011 SRTP
Appendix E
E-16
New Route 78 (Ontario – Archibald – North Rancho Cucamonga)
Description: This route will travel beginning on Holt & Vineyard, WB Holt, NB
Corona, EB “D”, SB Vineyard, EB Airport Drive, NB Archibald, WB 19TH, SB Euclid
to Ontario Transcenter. This alignment will serve the “Colonies Crossroads” shopping
center along with new residents and schools. Service frequency will be half-hourly on
Route
Day of Week
Service Span
Hours
Miles
Buses
Annual Cost
(FY 06 Dollars)
78
Weekday
Saturday
Sunday
14,389
2,646
2,698
201,240
37,000
37,740
3
3
3
$1,239,727
$227,936
$232,495
19,732.57
275,980.00
3 Peak
$1,700,158
Total
Rationale:
This route will cover the North/South Archibald corridor between the
Ontario Airport and 19th Street providing service to Stater Brothers on Archibald @ 19th
St., Senior Housing on Amethyst, and the Post Office on Amethyst.
Additional Trip Generators: Rancho Cucamonga Public Library, Senior Center,
Community Center, Nutrition Site, Stater Brothers, Training Technologies College,
Ontario International Airport, Guasti Regional Park, and Frito-Lay warehouse, Colony
Shopping Center, Ontario Transcenter.
2006-2011 SRTP
Appendix E
E-17
New Route 210 (Regional Express)
Description: From Redlands Transcenter, take I-210 to the pick up point in Highland,
WB to Riverside Ave. in Rialto, WB to Park and Ride on Cherry in Fontana, and WB to
Montclair Transcenter. Route 210 will operate at 30 minute frequency on Weekdays and
Weekends.
Route
Day of Week
Service Span
Hours
Miles
Buses
Annual Cost
(FY 06 Dollars)
210
Weekday
Saturday
Sunday
26,711
4,561
4,652
374,358
63,900
65,178
5
5
5
$1,809,653
$308,974
$315,153
35,922.95
503,436.00
5 Peak
$2,433,780
Total
Rationale:
This express route will connect with the Gold Line (to Pasadena and Los
Angeles) Metrolink at Montclair Transcenter and offer service to residential development
areas along the Foothills and the Park and Ride lot on Beech Avenue (direct HOV
access).
Additional Trip Generators: San Bernardino Mulberry Childcare Centers, Redlands
DAAS Adult Services, North Fontana Community Center, Rialto Center for Brief
Therapy, Montclair Sam’s Club, Fontana Lifecraft Group Home, San Bernardino Mobile
Home Park, Fontana Jessie Turner Senior Center, Alta Loma Genesis Manor.
2006-2011 SRTP
Appendix E
E-18
Appendix - F
What Is Transit For?
Like any transit plan, this Short Range Transit Plan reflects the
need to balance the competing goals of transit. The most
difficult of these tradeoffs is between Productivity (maximum
ridership per unit of cost) and Coverage (access for all parts
of the community).
A 100% Productivity-oriented system (that is, one designed
solely for maximum ridership per hour of service) would
abandon most service to large parts of the present service
area. It would offer very intensive local service to the densest
and most transit-dependent parts of the area, which are
mostly in San Bernardino, Colton, Fontana and parts of
Chino and Montclair.
A 100% Coverage-oriented system, on the other hand,
would spread service evenly to every part of the service area,
including remote, low-density areas such as Devore or the
affluent upper foothills that are unserved today. To do this, a
“100% Coverage” system would cut frequencies on the
busiest corridors such as Foothill, Highland, Holt, San
Bernardino and Baseline, resulting in a dramatic drop in
ridership and severe overcrowding.
There is no technical answer to the question of how to
balance these two goals. The balance is a pure value
judgment. For this reason, the Board was briefed on this
issue early in FY 2002, and asked to give preliminary
direction about whether Omnitrans should shift the balance
one way or the other.
The Board’s direction is to shift this balance to about 65%
Productivity, 35% Coverage. However, the board specified
that this change should occur gradually as resources
increase; therefore, it will not be necessary to cut existing
Coverage-oriented services – though some effort can be
made to optimize the efficiency of these services. The
existing system devotes roughly 55% of its resources to
Productivity and 45% to Coverage.
F-1
There are a variety of performance indicators that can be
used to evaluate and implement new services and changes
to existing services. Choosing a variety of indicators to
monitor service can help determine if the service is providing
some sort of useful purpose, or if it is failing in multiple areas,
and why.
In order to demonstrate to the public the effectiveness of the
services Omnitrans provides, it is important to only establish
a few key and illustrative indicators to paint a clear picture.
However, this does not limit the number of indicators that
the Agency can establish behind the scenes to further
analyze the system and its resources.
For this reason, four key indicators have been established to
report on a regular basis:
Net Ridership Changes, Month-to-Month
Passengers per Hour
Fare Recovery
On-Time Performance
These indicators are common throughout the transit industry
and are easy to explain and interpret for general public use.
There are many other indicators that can be established to
monitor service internally, and that provide more insight into
why a route/service is performing a certain way. These will
be dealt with later in this chapter.
Overview and Background
Performance indicators are an important test in evaluating
the efficiency and effectiveness of service. They provide a
level of accountability in the services that are provided, and if
an indicator is noticeably different than the norm, or has
changed significantly, it is a sign that service/administration
needs to be evaluated and adjusted. This could mean
adding additional service to meet new transit needs, or
eliminating/adjusting service to utilize resources in a more
efficient manner, and to meet the productivity/coverage
goal of the Agency. It can also mean that administrative
Appendix F
F-2
resources need to be evaluated to determine if they are
being provided in the best way possible.
Service design guidelines, or performance measurement
guidelines, provide an objective rationale for the allocation
of transit resources. Service design guidelines provide the
tools for making decisions on the provision of transit services,
the design of routes and schedules, and the evaluation of
services. Service design guidelines serve five major functions:
Service Development
The guidelines form a consistent basis for service planning,
and, in particular, for establishing minimum levels of service.
Judgment and flexibility remain, but the guidelines assist in
the development of new services and the refinement of
existing services.
Evaluation
Service design guidelines provide targets in the form of
indicators and standards that enable the performance of the
individual routes to be evaluated and monitored by
management decision-makers.
Budgeting
The preparation of annual budgets should reflect the goal of
providing service to the policy levels established in the
service design guidelines. This should enable the Board of
Directors to focus on the policy level decisions and the
service impacts of budget adjustments.
Political decision-makers, transit customers, voters and
taxpayers should be able to readily identify the minimum
levels of service and performance that are to be provided.
The allocation of the resources of the transit system must be
seen to be based on equitable and rational criteria that are
explicit and available for public scrutiny.
Title VI
Title VI of the Civil Rights Act requires public transit agencies
receiving federal funding to ensure that that service is
provided without regard to race or the economic status of
the residents. Application of service design guidelines
provides a tool for design and evaluating service that does
not discriminate on race or economic status.
F-3
The service design guidelines are intended to be flexible in
interpretation and application and to be continuously
refined. As new types of services or data sources are
introduced, revisions to the guidelines may become
appropriate. Flexibility in application and interpretation must
be maintained, as the environment in which these guidelines
will be applied is not static and will continue to change as
the region grows and transportation demand increases.
The guidelines have been designed to enable Omnitrans to
establish targets consistent with actual financial resources.
As resources improve the targets could be enhanced, or if
resources grow more limited the targets could be relaxed.
The guidelines will be applied to identify transit services that
should be improved or added, or may be falling below
acceptable performance levels. If a service fails to meet the
identified performance level further investigations and
analysis will be undertaken to confirm whether the
guidelines are being achieved, and a broad range of
potential corrective actions may be considered. The action
taken, if any, will need to be appropriate given the specific
circumstances of the service in question.
The Service Design Guidelines developed in this report are
intended to be applied to all transit services in the region
except Access. The types include:
Redlands Trolley
Bus – Local services provided with standard accessible buses
serving the region’s more dense residential or employment
areas.
Omnilink – Minibuses on flexible routes where the capacity
provided by standard buses is not required.
Bus Rapid Transit – A limited stop service using upgraded
facilities and a superior level of service.
Express Service - Express services operated with suburban
highway coaches on higher-speed roadways linking civic
centers and main transportation nodes.
Appendix F
F-4
Key Reporting Indicators
There are four reporting indicators that will be used to
demonstrate the efficiency of the services.
The reporting
indicators provide an overall picture of the Agency and the
services that are provided.
Net Ridership Increase, Month-to-Month
Net ridership is a standard measure to determine how the service
is performing on the street. It is also an indicator of how the
economy is doing. Typically, if ridership numbers are flat or are
declining, it is an indication that the overall economy in the region
is doing good; people have the opportunity to purchase cars and
give up riding transit.
Ridership changes are measured based on the increase/decrease
over the same month in the previous year. An increase of 2%
each year is desirable.
Passengers per Revenue Hour (Boardings per Hour)
Passengers per revenue hour is an industry-wide standard
used to determine whether a route is carrying enough
passengers to justify itself; deficient performance triggers a
study process which may lead to remedial actions including
enhanced marketing, redesign, or elimination of service. For
a system of predominantly local services such as Omnitrans,
the passengers per hour measurement approach is broadly
acceptable as a basis for comparison. Agencies that invest
heavily in long-distance express services have much more
difficulty measuring service performance. “Boardings” are
problematic because passengers may use the service for very
long distances or very short ones. Obviously a route
designed to carry passengers long distances will have fewer
boardings per hour, because its passengers take longer to
serve.
Most systems recognize that boardings per hour may vary
dramatically depending on the type of route. An urban
cross-town route, such as the service on 5th Street or
Foothill, could have a very high number of boardings per
hour, but never reach full capacity due to the frequent
turnover of customers. On the other hand, a route such as
Route 90, freeway express service, could be completely full
but have a relatively low number of boardings per hour due
to the length of the express portion of the route. In order to
mitigate for this inequity, most systems establish categories
F-5
of bus routes such as peak express, express, cross-town,
mainline, local, or feeder. Specific boardings per hour targets
are established for each route classification.
Considered at the system level, the measure is governed
largely by the mix of services provided, which is a reflection
of local demographics, priorities, and values. However, if
service is divided into some simple categories, meaningful
targets can be established for boardings per revenue hour.
The minimum number of boardings per hour should be 20
passengers per revenue hour for all fixed routes.
Phased Implementation
A phase-in period of 24 months should be allowed to for a
service to reach the recommended service design
performance targets. Within 12 months a service should
reach at least 50% of the recommended targets for
productivity (net ridership or boardings per hour). If a route
does not meet either of these two targets it should be given
the same consideration as any service that fails to meet the
service evaluation criteria. By 18 months it should reach 75%
of the standards, and by 24 months 100% of the targets
should be attained.
Fare Recovery
Financial performance measures that involve revenue are
difficult to evaluate at the route level due to the challenge of
allocating revenue per passenger. Transfers and passes
make it difficult to accurately attribute revenue to a specific
passenger.
Costs can be measured more accurately, and cost per
passenger provides a more complete picture of the cost of
operating a particular service than simply boarding
passengers per hour. However the two indicators provide
similar information.
On a system wide basis cost recovery can be measured as
the percentage of costs covered by fares paid. California
requires that systems meet a system wide target of 20% cost
recovery for fixed routes and 10% for paratransit services.
Fare policy is complex issue. One indicator that can be used
to determine the appropriateness of the fare policy is the
Appendix F
F-6
relationship between average revenue per passenger and
the adult cash fare. Excessive discounting of fares and
reduce revenue without stimulating new ridership. This
indicator can be calculated easily and comparable figures
should be available from peer systems or nationally for
similarly sized properties.
On-Time Performance
Service reliability is an important issue for Omnitrans
customers. Existing and potential customers expect bus
services to reliably follow the published timetables. People
depend on transit to allow them to meet their personal
schedules and expect transfer connections to be performed
as published.
Schedule reliability standards are also important for transit
management, as they provide a means of measuring and
evaluating the provision of the service on the road. Failure
to meet the guidelines serves as notice to management that
corrective actions such as additional transit priority measures,
revised schedules or work practices, or rerouting of services
should be implemented.
Reliability guidelines must balance the need to assure
customers that timetables may be adhered to with the need
to allow for operating flexibility due to traffic conditions and
differences in transit vehicles (i.e. wheelchair lift or low floor
buses) that could be assigned to the same route. During
extreme weather conditions, power outages, road
construction, or other abnormal traffic situations, it may be
expected that delays and schedule disruptions occur.
The objective must stress the importance of reliability, but
also recognize that there are many factors outside the
control of the transit operators and transit management,
which may impact reliability:
To provide Bus, Express Bus, and Omnilink services that
reliably follow published schedules under normal operating
conditions.
The indicators for reliability used by the transit industry
generally relate to schedule adherence, headway
adherence, service consistency, transfer reliability, and
missed trips.
F-7
It is recommended that a single schedule adherence
guideline be applied for bus services at all times of the day.
Some arguments can be made for a stricter guideline during
off peak periods to encourage ridership, compensate for the
additional transfers that may be necessary and because of
reduced roadway congestion. However, the impact of a
stricter off peak standard would likely be imperceptible to
customers.
In any case, the transit system should be striving for 100
percent schedule adherence at all times.
x 90 percent of bus trips on each route should depart
each timepoint not more than five minutes later than
the scheduled leave time, and should not depart early
x
90 percent of bus trips should arrive at the terminus
not more than five minutes late.
Where the schedule adherence of a route as measured by
the above indicators falls below the guideline, more detailed
investigations of the route should be carried out to identify
the sources of the problem. There is a broad range of
potential actions that can be taken to improve service
reliability and the most effective response may depend on
the specific situation. In some cases, municipal actions such
as provision of transit priority measures on municipal roads
used by transit would significantly contribute to improved
service reliability.
Internal Performance
Measures
While the Agency will be reporting the four key indicators to
the Board of Directors on a regular basis, there are a number
of other indicators that will be used behind the scenes to
monitor service. Below are the general objectives and the
specific performance measures that will be used.
Appendix F
F-8
Operational Objective
Service Productivity
Service productivity can be measured using two tools:
passengers per hour, which is described in detail in the Key
Reporting Indicators, and seat utilization.
Seat Utilization
Seat utilization is a measurement of how much of the service
being provided (seat miles) is being consumed (passenger
miles). It is expressed as a percentage (passenger miles/seat
miles).
In the passenger airline industry the key measures of route
performance are load factor, yield, cost, and profit. Load
factor, or utilization, is based on the number of customer
miles (demand) compared to the number of seat miles
available (or capacity). Yield is the average customer fare for
the flight divided by the distance flown. The load factor rate
is used to evaluate the volume, while the yield is used to
evaluate the revenue. The yield is compared to the actual
seat-mile cost of operation to determine profitability. One of
the advantages of the use of load factor is that it provides a
performance evaluation that is independent of the aircraft
(or vehicle) size or route type. A low load factor percentage
would be an indication to change to a smaller aircraft or to
less frequent service, while a high load factor might be used
to justify a larger aircraft or more frequent service. Low
yields would suggest a need to raise fares. In other words
revenues and costs are looked at independently of
passengers and utilization.
Load factor, or utilization, for transit services is more complex
to calculate due to the large number of stops and the
multitude of vehicles on each route, but the advantages are
the same. The concept of measuring utilization is to
determine what “percentage” of the capacity being offered
on each route is indeed being consumed. A low utilization
would be an indication that service should be less frequent,
or a smaller vehicle utilized. Low utilization on one section of
a route would be an indication that some vehicles could be
short-turned so that service would be less frequent on that
section. A high utilization rate would indicate that more
frequent service or larger vehicles might be appropriate.
F-9
Distance-based utilization based on the distance that
passengers travel, by itself, does not assess the efficiency of
the schedule. Costs are incurred even if a bus is at a layover
point; therefore an additional indicator of time-based
utilization captures performance related to service hours and
demonstrates the efficiency of a schedule.
Figure F-1 Proposed Minimum Average Distance Based
Service Type
Overall
Customer
mile/Seat
mile
Standard
Weekday
Customer
mile/Seat
mile
Standard
Saturday
Customer
mile/Seat
mile
Standard
Sunday
Customer
mile/Seat
mile
Standard
Express
Bus
22%
18%
25%
20%
15%
10%
15%
10%
The standards are pegged initially at approximately the 25th
percentile for each type, in each time period. This means
that about 25 percent of the services would be subject to
review each year. An examination of the productivity of the
Omnilink service as well as some of the lowest performing
bus routes was used to develop the targets for Omnilink.
Where large bus services were included, the productivity
was prorated to reflect a 20-passenger bus rather than a
standard 38-passenger vehicle.
The standards for each type of service would ultimately be
adjusted to ensure that the overall transit operation was able
to meet its system-wide cost recovery objectives.
The intent is that the standards would be applied as an
average for all trips. The targets for specific time periods or
on route segments would be examined where a route failed
to meet the overall guideline.
Seat utilization based on distance (passenger miles per seat
miles), retrieved from Automatic Passenger Counter (APC)
data for the first quarter of 2004 is summarized in the
Existing Conditions. The routes with utilization of less than
20 percent are in the bottom quartile and are candidates for
review and adjustment.
Appendix F
F-10
The Maximum Occupancy Objective balances the fiscal need
of Omnitrans to generate fare revenue with the need to
provide a safe, comfortable and attractive customer
environment on-board transit vehicles.
The proposed
occupancy objective is:
To provide transit services with adequate capacity
to provide a reasonable level of passenger comfort
recognizing the vehicle types, trip lengths, speeds
and markets being served.
The purpose of the objective is to provide a means of
ensuring that an appropriate level of service is provided for
the level of ridership on each individual route. The objective
should also ensure that overcrowding is not permitted to
occur on a sustained or regular basis. Crowded conditions
can quickly turn existing and potential customers away from
public transportation. The guidelines for this indicator must
be set at levels that provide comfortable traveling conditions
appropriate for the brand of service and the market being
served. The indicators and standards will be used to adjust
service frequencies or vehicle size.
Separate indicators are required for each type of bus service,
reflecting their different operating speeds, trip lengths and
markets served. Separate indicators and standards are
required for peak periods, a shorter peak within the peak
period, midday evening, night, and weekend periods.
x 90 percent of the time the number of standees at the
maximum occupancy point should not exceed person
density (in passengers per square feet) according to
the following chart.
Figure F-2: Minimum Square Feet of Floor Space
per Standing Passenger
Type of
Peak Period
Off Peak
Service
30 Minute
60 Minute
Average
Avg.
Bus
6
12
Omnilink
Express Bus
F-11
x
Under normal operating conditions no customer
should remain standing more than 15 minutes on one
bus.
Figure F--3 shows the estimated number of seats and floor
area available for each type of bus currently in the transit
fleet. The data in Figure F-4 also shows the maximum
occupancy standard in passengers for each of the different
types of buses in the fleet.
The APCs cannot definitively determine the average standing
time, however, on most routes they can identify potential
standing time problems by using route profiles.
Figure F–3: Seats and Standing Areas by Bus Type
Bus Type
40’ Low Floor
Flyer*
40’ High Floor
RTS/Orion*
40’ Suburban High
Floor*
30’ Low Floor Mid
Size*
*Estimate
Areas for Seating
Seating
Seats Standing with One with Two
in Sq. ft Wheelchair Wheelchairs
38
57.9
35
31
40
55.9
36
32
45
53.9
42
39
25
37.9
22
18
On some routes conformity with the standing time guideline
could also be evaluated using a point observation system.
This would be done by stationing observers prior to the
maximum load point, and again 15 minutes downstream.
An observation of people still standing downstream would
be an indication of a standee time problem or at least a
candidate for further, more detailed analysis. On services
with guidelines that do not permit standees, it would be
possible to evaluate the service using APC data. The key to
the use of the standard is to identify potential problem
routes and services. This will limit the requirement for more
detailed examination of specific conditions on every route.
The public will also easily understand the guideline.
Appendix F
F-12
Figure F-4: Maximum Passenger Occupancy by Bus Type,
Time Period and Number of Wheelchairs
Bus Type
Peak 30
Minute
Average
Off Peak
60
Minute
Average
No Wheelchairs
40’ Low
Floor Flyer
40’ High
Floor
RTS/Flexible
40’
Suburban
High Floor
30’ Low
Floor
Peak 30
Minute
Average
Off Peak
60
Minute
Average
Peak 30
Minute
Average
Off Peak
60
Minute
Average
1 Wheelchair
2 Wheelchairs
48
43
45
40
41
36
49
45
45
41
41
37
45
45
42
42
39
39
31
28
27
25
23
20
Fare & Financial Objective
Costs:
Fares:
Cost per passenger by route and system.
Target to be determined.
Target system wide (ACCESS): 10%
Percentage that average fare represents
of adult cash fare. Target: to be
determined.
Scheduling Objectives
Layover Time:
Layover as a percentage of total revenue
hours. Target: to be determined.
Makeup Time:
Makeup time paid as a percentage of
total paid revenue hours. Target
to be determined.
Standby Time:
Standby time that is scheduled needs to
be compared to total scheduled
operator hours and actual
operator hours. In this way, a
comparison can be done to see if
the standby time is being
scheduled efficiently and is not in
excess of the overtime that
occurs.
F-13
Total Trips Completed
Target percentage of scheduled
trips completed not to be less
than 99%, including not more
than:
0.5% trips missed for mechanical
reasons
0.5% trips missed due to a
shortage of operators.
0.01% trips missed due to
weather.
0.01% trips missed due to
accidents
0.01% trips missed due to other
factors.
Competitiveness Objective
Service Speed
The average actual running time on
each route should be maintained or
improved as measured on a yearly basis.
ACCESS
Service
No Shows
Denials
Cost Recovery
Coverage
Average number of boardings per hour.
Target: 3.
Number of no shows per 1,000
completed trips.
Number of denials per 1,000 completed
trips.
Percentage of costs recovered from
farebox: Target 10%.
Percentage of hours of ACCESS
operated outside ¾ of a mile of an
operating Omnitrans fixed route service.
Planning Objectives
Service Coverage & Minimum Service Quality
x
Appendix F
F-14
All areas having a minimum residential density of 3.5
dwelling units per acre or a minimum employment
density of 10 jobs per acre, as measured over an area
of 25 acres, should be provided with a transit service
that places 90 percent of residences and jobs within .5
miles of a bus stop. Reduced walking distances may
be encouraged in situations where steep grades or
safety hazards create an unacceptable pedestrian
access route. A request-stop service should be in
effect for alighting customers on all bus services (in
local stop areas) services after 8:00 p.m. and before
5:00 a.m.
x
Bus stops should be located to minimize walking
distances, but stops should not be spaced closer than
0.2 miles, unless required for pedestrian safety or as a
result of geographic barriers.
x
An area shall be considered served by transit if it is
located within 0.5 miles of a fixed-route bus stop or
within area served by Omnilink. The 0.5-mile distance
should be measured using public roads, sidewalks
and walkways.
x
On weekdays, the minimum service frequency to
provide coverage should be 60 minutes from the start
of service in the morning to the end of service in the
evening. Special peak-period-only tripper services and
introductory pilot services may be excluded from this
guideline.
x
The span of service for transit should ensure that 90
percent of trips identified in the following table could
be completed at the times shown. Service should be
provided to major activity centers to correspond to
customary opening and closing times at each
location.
F-15
Figure F-5
Span of Service Guidelines
Service
Weekdays
From any point in East
Valley TO Downtown
San Bernardino
From any point in West
Valley TO Ontario or
Montclair
Service
From downtown San
Bernardino TO any point
in East Valley
From Montclair or
Ontario TO any point in
West Valley
06:00
Earliest Arrival Time
Saturdays
Sundays &
Holidays
07:00
07:00
06:00
07:00
07:00
Latest Departure Time
Weekdays
Saturdays
Sundays &
Holidays
21:00
21:00
19:00
21:00
21:00
19:00
Customer Service Objectives
Public Information
Time to Answer
Lost Calls
Average time on hold for all calls.
Target to be determined
Number of lost calls as percentage of
completed calls.
Target to be
determined
Maintenance Objectives
Productivity
Spare Ratio:
Road Calls
Number of Mechanics
Appendix F
F-16
Number
of
spares
as
a
percentage of total fleet. Target
to be determined.
Average
number
of
miles
between road call. Target to be
determined.
Average number of mechanics
per 1,000 revenue miles. Target
to be determined.
Maintenance Cost
Average maintenance cost per
revenue mile. Target to be
determined.
Miles per Gallon
Average
number
of
miles
operated per gallon of fuel used.
Manning vs. Equipment
Total manning available verses
the equipment that is provided to
do the job.
Administrative/Management
Objectives
Efficiency
Staffing
Number
of
administrative
and
management staff per 1,000 revenue
miles. Target to be determined.
Number of administrative staff and
management
as
percentage
of
operating staff.
Target to be
determined.
Getting There
Figure F-6 illustrates a flow diagram that illustrates the
overall process to finalize the management information
system, evaluate performance, develop an action plan.
Figure F-7 illustrates the detailed process that might be
involved to assess the productivity of fixed route services.
F-17
Figure F-6
Administration
Management
Services
Operations
Access
Fare &
Financial
Maintenance
Fare &
Financial
Maintenance
Establish Performance
Indicators for Key Functions
Establish Targets for
Each Indicator based
on Peers, National Norms
or Omnitrans Practice
Evaluate Current
Services/Functions
Using Indicators &
Targets
Develop Action Plans
to Bring Functions into
Line with Targets.
Implement Changes to
Services & Functions
Administration
Management
Appendix F
F-18
Services
Operations
Access
Figure F-7
Segregate routes operating for
12, 18, or 24 months & longer
Routes operating
24 months or longer
12 Month routes
Evaluate Utilization and Productivity by Route for Entire Day
Identify Routes that fail
to reach 50% of guidelines
over entire day
Pass
Fail
over entire day
Pass
over entire day
Fail
Fail
Pass
Identify time period
that fails to meet guidelines
Examine ridership and
route operation to
determine if actions can
be taken to increase ridership
Yes
Develop plan to make service
changes to improve ridership
None Possible
Develop plan to reduce or
eliminate service
Monitor impact of service
changes on ridership
F-19
Service warrants are required to provide direction on when
new services should be initiated. Omnitrans serves a diverse
region and some flexibility may be required in adapting the
proposed warrants to every possible situation. The warrants
should be viewed as guidelines, rather than strict rules.
Fixed Route Bus
Fixed-route bus services are operated using standard transit
buses or trolleys of at least 30 feet in length. This service is
usually associated with routes that make frequent stops, but
can also include limited stop services on radial and crosstown routes.
Warrants are required to determine when bus service should
be introduced in new residential, industrial, commercial and
recreational developments. Changes to existing bus routes
would be based on the service evaluation criteria included as
part of the Service Design Guidelines.
There are two main approaches to new service warrants
commonly in use in North America. The first requires a
projection or forecast of ridership. The forecast is either used
directly to determine the timing of a new service or through
surrogates such as riders per hour or cost recovery that are
derived from the ridership forecast. Ridership forecasting on
a micro-level can be extremely difficult and unreliable.
An alternative approach would be to use trip generation as
an evaluation factor. Trip generations are projected using
generally accepted standards and are available for all types
of land use, including residential, commercial, recreational
and industrial areas. There are trip generation tables that
have been produced by both national and state authorities.
The tables have generally been developed as a result of
many years of data collection and verification.
Trip
generation data is usually expressed in car trips, however
total person-trips can be developed by making some
occupancy assumptions. Trip generations are a form of
forecast based on a broad knowledge base derived from
observed behavior.
The recommended warrant for new local bus services are
based, in part, on the trip generation methodology. This
Appendix F
F-20
methodology has the advantage of using data that has
already been prepared for and accepted by the municipal
authorities, is available for all land uses, and incorporates
elements of both population and forecasting approaches.
In addition to the forecast trip generation volume for the
development, it is recommended that several other factors
related to the physical design of the development be
considered as part of the service warrants. For local bus
services to operate efficiently and safely in a neighborhood,
the road system must meet minimum geometric design
requirements for bus operations and provide a relatively
direct routing for the service. Where the bus route is to
terminate within the development, adequate bus terminus
facilities (e.g. street space or a bus loop for vehicle layovers)
must be available. Finally, adequate pedestrian facilities (e.g.
sidewalks and direct pedestrian routes to bus stops) and
amenities at bus stops (e.g. shelters and lighting) are
required to ensure fast and safe access by customers to the
bus service.
New services to be provided to areas beyond 0.5 miles of an
existing bus stop when all of the following conditions are
met:
x Minimum density of 3.5 households per acres or 10
jobs per acre as measured over a minimum area of 25
acres.
x Road and pedestrian access system that provides for
safe Access and efficient operation of transit service.
x Minimum of 1,000 total person trips generated for all
vehicle modes per service hour as measured from end
to end of proposed bus route.
x Trip generation to be based on standard trip
generation methodology and procedures in common
use in Southern California.
x Service maybe extended to additional time periods if
year of service.
The service must meet the full productivity guideline within
2-3 years of the start of service. If, after 2-3 years, the service
is unable to meet the productivity standard, alternative
approaches such as an Omnilink service maybe considered.
F-21
If the service being provided is changed significantly, the
probationary period may be extended.
Omnitrans may also consider the impact on potential
ridership of other factors such as parking management or
travel demand management strategies that may be in effect.
Express Bus
Express Bus describes services operated on highways
between municipal centers (e.g. Route 90 from Montclair-San
Bernardino-Riverside). The services utilize suburban style
coaches.
Express Bus service may be warranted when all of the
following conditions are met:
x Express Bus service should be considered if the travel
time between municipal centers by local bus services
is more than 30 minutes.
x
Express Bus services should incorporate a minimum of
15 minutes of non-stop or limited stop service.
Similar to fixed-route and Omnilink services, New Express Bus
services should meet the minimum productivity guidelines
within 2-3 years of implementation.
Omnilink
Omnilink is the name applied to services operated with
vehicles smaller than the conventional 30-foot long transit
bus. This could include a range of options from mini-buses
to shared-ride vans. These services would be implemented
in areas where conventional buses are too expensive and
inefficient to operate. Omnilink service should transport at
least 3 boarding passengers per hour.
New Omnilink service may be warranted in areas beyond 0.5
miles of an existing bus stop when the following conditions
are met:
x Minimum density of 3.5 households per acre or 10
jobs per acre measured over a minimum area of 25
acres.
x
Appendix F
F-22
Road and pedestrian system that provides for safe
access and efficient operation of Omnilink service.
x
Projection be based on data provided in traffic impact
studies prepared by or for municipalities for
subdivision or development approval.
x
Service may be extended to additional time periods if
the route is able to sustain ridership of at least 3
passengers per hour.
Like the fixed-route services, the service must meet the full
productivity guideline within 2-3 years of the start of service.
If after this time frame the service appears unlikely to meet
the productivity standard, alternative approaches should be
considered. If the service type is changed, the probationary
period may be extended.
F-23

Short Range Transit Plan 2006-2011

Transcription

Similar documents

Bus Book Changes Feature New Map Look

2016 Spring Insert.pub - Habitat For Humanity San Bernardino Area

BURRTEC NEWS

Proposed Xpress Route 423 Schedule, Fare, and Route:

Newsletter – A Year in Review January 2015

City hopes to start revival at Carousel

Froggy Drawing handout2 - Mid Mon Valley Transit Authority

PATransit Port Authority of Allegheny County DR500C Talking Bus

FUN FOR THE WHOLE FAMILY

Fastfrate Roadfrate SS.indd