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Transcription

Untitled

Central Ohio Transit Authority
Board of Trustees
Appointment
City of Columbus
City of Columbus
City of Columbus
City of Reynoldsburg
City of Bexley
City of Columbus
City of Columbus
Franklin County
City of Columbus
City of Westerville
City of Whitehall
Franklin County
City of Columbus
Dawn Tyler Lee, Chair
J. Cleve Ricksecker, Vice Chair
William A. Anthony, Jr.
James E. Daley
Mabel G. Freeman, Ph.D.
James E. Kunk
Gina Ormond
Harry W. Proctor
Jean Carter Ryan
Craig P. Treneff
Richard R. Zitzke
Vacant
Vacant
Administration
President/CEO
Vice President, Planning & Service Development
Vice President, Human Resources
Vice President, Operations
Vice President, Legal Affairs/General Counsel
Interim Vice President, Finance/CFO
Vice President, Communications
Prepared by
Planning Department Staff
Michael L. Bradley, Vice President
April 2015
W. Curtis Stitt
Michael L. Bradley
Kristen M. Treadway
Clinton B. Forbes
Marchelle E. Moore
Jeffrey S.Vosler
Robert M. Stutz
2015 – 2019 Short-Range Transit Plan
Table of Contents
Table of Contents
Introduction .................................................................. 1-1
1
1.1
Purpose of the Short-Range Transit Plan.................................................................. 1-1
1.1.1
Goals of the Plan ................................................................................................1-1
1.1.2
Stakeholders .......................................................................................................1-2
1.2
Transit System Review ............................................................................................. 1-2
1.3
The Long-Range Transit Plan and NextGen process ................................................ 1-4
1.4
Transportation Improvement Program (TIP) .............................................................. 1-5
1.4.1
Operating Summary of the SRTP and TIP ..........................................................1-5
1.4.2
Capital Summary of the SRTP and TIP ...............................................................1-7
2
Overview of Public Transit in the Columbus
Metropolitan Statistical Area ....................................... 2-1
2.1
COTA Vision, Mission, and Stakeholders.................................................................. 2-1
2.1.1
Vision ..................................................................................................................2-1
2.1.2
Mission ...............................................................................................................2-1
2.2
COTA History............................................................................................................ 2-2
2.3
Organizational Structure ........................................................................................... 2-3
2.4
Historical Ridership Trends and Local Funding Efforts .............................................. 2-3
2.4.1
2.5
3
Current Funding ..................................................................................................2-5
Transit Market in the Columbus Metropolitan Statistical Area ................................... 2-5
Planning Context .......................................................... 3-1
3.1
Changes in Central Ohio ........................................................................................... 3-1
3.2
2012 – 2035 Long-Range Transit Plan (LRTP) ......................................................... 3-4
3.2.1
3.3
4
LRTP Public Input ...............................................................................................3-4
NextGen Plan ........................................................................................................... 3-5
Standards for Service Design ....................................... 4-1
4.1
Current Standards Overview ..................................................................................... 4-1
4.2
Route and Schedule Design Standards .................................................................... 4-2
i
Table of Contents
4.2.1
Service Categories..............................................................................................4-2
4.2.2
Route Directness Standards ...............................................................................4-3
4.2.3
Route Variations .................................................................................................4-4
4.2.4
Hours of Operation .............................................................................................4-4
4.2.5
Minimum Service Hours Guideline ......................................................................4-4
4.2.6
Service Frequency ..............................................................................................4-5
4.2.7
Load Standards ..................................................................................................4-6
4.2.8
On-time Performance..........................................................................................4-6
4.2.9
Missed Trips .......................................................................................................4-7
4.3
Route Performance and Evaluation .......................................................................... 4-7
4.3.1
Productivity and Economic Standards ...............................................................4-16
4.3.2
Potential Actions ...............................................................................................4-17
4.3.3
Implementation Process ...................................................................................4-23
4.3.4
Other Considerations ........................................................................................4-23
4.4
Data Collection and Service Change Process ......................................................... 4-24
4.5
Transit System Review Recommended Standards ................................................. 4-25
4.5.1
Principles ..........................................................................................................4-25
4.5.2
New Service Types ...........................................................................................4-26
4.5.3
Assigning Categories to Line Segments............................................................4-27
4.5.4
Alignment of Categories with Service Purpose..................................................4-28
4.5.5
Structure of Standards ......................................................................................4-29
4.5.6
Monitoring Service and Addressing Deficiency .................................................4-34
4.5.7
COTA Evaluation of TSR Service Standards Recommendations ......................4-37
4.6
Bus Stop Design Guide ........................................................................................... 4-37
4.6.1
Purpose ............................................................................................................4-37
4.6.2
Goals ................................................................................................................4-38
4.7
Bus Stop Spacing Guidelines .................................................................................. 4-39
4.8
Bus Stop Inventory and ADA Improvements ........................................................... 4-40
4.9
Title VI Adherence and Environmental Justice ........................................................ 4-41
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5
Current Fixed-Route Service ........................................ 5-1
5.1
Current COTA System .............................................................................................. 5-1
5.1.1
Fixed-Route Service ...........................................................................................5-1
5.2
Key Operating Statistics ............................................................................................ 5-6
5.3
Rider Characteristics................................................................................................. 5-6
6
Planned Fixed-Route System ........................................ 6-1
6.1
Service Investment Strategy ..................................................................................... 6-3
6.2
Developing the Proposed Bus Network ..................................................................... 6-4
6.3
Planned Implementation ........................................................................................... 6-5
6.3.1
Planned Park & Ride Changes ...........................................................................6-6
6.4
CMAX Cleveland Avenue Bus Rapid Transit (2017) ............................................... 6-15
6.5
Short-Range Transit Plan Public Outreach ............................................................. 6-20
6.5.1
7
Public Involvement and Implementation ............................................................6-21
COTA Fixed-Route Bus Fleet ........................................ 7-1
7.1
Active Fleet ............................................................................................................... 7-1
7.2
Fleet Spare Ratio ...................................................................................................... 7-1
7.3
Future Bus Purchases .............................................................................................. 7-1
7.4
Funding of Future Bus Purchases ............................................................................. 7-2
7.5
The COTA Contingency Fleet Plan ........................................................................... 7-5
7.6
Air Quality Improvement Programs and Alternative Fuels ......................................... 7-6
7.6.1
Conversion to Compressed Natural Gas (CNG)..................................................7-7
7.6.2
Hybrid Electric Diesel Buses ...............................................................................7-8
7.7
Fleet Maintenance Objectives ................................................................................... 7-8
7.8
Other Equipment ..................................................................................................... 7-10
7.8.1
8
Non-Revenue Vehicles .....................................................................................7-10
Mobility Services .......................................................... 8-1
8.1
Mainstream Paratransit Services .............................................................................. 8-1
8.2
Functional Ability Assessments ................................................................................. 8-4
8.3
Mainstream Paratransit Fleet .................................................................................... 8-5
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8.4
Development of Alternative Mobility Service Delivery Options .................................. 8-8
8.4.1
Will Call Program ................................................................................................8-8
8.5
Community Involvement............................................................................................ 8-8
8.6
Mobility Advisory Board ............................................................................................ 8-9
8.7
Future Paratransit Service Activities ......................................................................... 8-9
8.8
Accessible Fixed-Route Services ............................................................................ 8-10
8.9
Mobility Services and Transportation Coordination ................................................. 8-10
8.9.1
Potential Mobility Management Service Options ...............................................8-10
8.9.2
Travel Training ..................................................................................................8-11
9
COTA Transit Service Initiatives .................................. 9-1
9.1
Connecting to Outlying Employment Centers ............................................................ 9-1
9.2
Bus on Shoulder (BOS) Program .............................................................................. 9-1
9.3
Bicycles and Transit .................................................................................................. 9-2
9.4
Academic Pass Programs ......................................................................................... 9-3
9.5
Employer Pass Programs ......................................................................................... 9-4
9.5.1
Future Employer Pass Programs Plans ..............................................................9-4
9.6
Special Events .......................................................................................................... 9-4
9.7
Passenger Information .............................................................................................. 9-5
9.7.1
COTA Customer & Quality Service .....................................................................9-6
9.7.2
cota.com .............................................................................................................9-6
9.7.3
Automatic Vehicle Annunciators..........................................................................9-7
9.7.4
Service Change Public Meetings and other Public Communications...................9-8
9.7.5
Planning and Community Outreach Public Meetings...........................................9-8
10
COTA Facilities ........................................................... 10-1
10.1
Bus Storage, Maintenance and Administrative Office Facilities ............................... 10-1
10.1.1
Administrative Offices and Retail Pass Sales Center ........................................10-1
10.1.2 McKinley Avenue – Bus Storage, Maintenance, and Customer Service
Call Center Facility ..........................................................................................................10-2
10.1.3
1333 Fields Avenue – Bus Storage and Maintenance Facility ...........................10-5
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10.1.4
1330 Fields Avenue – Mainstream and Eligibility Assessment Facility ..............10-5
10.1.5
1325 Essex Avenue – Street and Remote Maintenance Facility .......................10-7
10.2
Transit Center, Bus Layover Facilities ..................................................................... 10-8
10.2.1
Linden Transit Center - 1394 Cleveland Avenue ...............................................10-8
10.2.2
Easton Transit Center – 4260 Stelzer Road ......................................................10-9
10.2.3
Easton Daycare Facility – 4242 Stelzer Road .................................................10-10
10.2.4
Near East Transit Center – 1125 East Main Street .........................................10-10
10.2.5
Proposed Northern Lights Area Transit Center/Park & Ride............................10-11
10.3
Downtown Express Terminals ............................................................................... 10-13
10.3.1
Spring Street Terminal – 33 West Spring Street..............................................10-13
10.3.2
COTA Transit Terminal – 25 East Rich Street .................................................10-13
10.4
Park and Ride Lots ............................................................................................... 10-14
10.4.1
Recent Park and Ride Development ...............................................................10-19
10.4.2
Future Park and Ride Development ................................................................10-20
10.5
Passenger Shelters............................................................................................... 10-21
10.5.1
Shelter Site Selection Process ........................................................................10-21
10.5.2
Downtown Shelters .........................................................................................10-22
10.5.3
Downtown Transit Stations .............................................................................10-23
10.6
11
Bus Stop Signs ..................................................................................................... 10-23
Intelligent Transportation Systems (ITS) ................... 11-1
11.1
Computer Aided Dispatch/Automatic Vehicle Location ............................................ 11-3
11.2
Onboard Automated Stop Announcements ............................................................. 11-4
11.3
Traveler Information Systems ................................................................................. 11-4
11.4
Electronic Fare Collection ....................................................................................... 11-5
11.5
Automated Passenger Counters ............................................................................. 11-7
11.6
Fleet Maintenance .................................................................................................. 11-7
11.7
Safety and Security ................................................................................................. 11-8
11.8
Transit Signal Priority (TSP) .................................................................................... 11-8
12
Security and Emergency Services ............................. 12-1
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Table of Contents
12.1
Passenger and Facility Security .............................................................................. 12-1
12.1.1
Special duty officers and unmarked cruisers .....................................................12-2
12.1.2
Homeland Security............................................................................................12-2
12.1.3
Identicard proximity readers ..............................................................................12-3
12.1.4
Closed Circuit Television Cameras (CCTV) ......................................................12-3
12.1.5
Park and Ride Security .....................................................................................12-4
12.1.6
Other security devices ......................................................................................12-4
12.1.7
Contracted security guards ...............................................................................12-5
12.1.8
Evacuation transportation group .......................................................................12-5
12.1.9
Mobile Emergency Operations Center (EOC) ...................................................12-6
12.2
Other Emergency Services Coordination ................................................................ 12-7
12.3
Other Security Initiatives ......................................................................................... 12-7
12.4
Ohio Public Transit Association Security Subcommittee ......................................... 12-7
12.5
Capital Crossroads Special Improvement District (SID) .......................................... 12-8
13
Administrative Support Staff ...................................... 13-1
13.1
Division of Human Resources and Labor Relations ................................................ 13-1
13.1.1
Recruitment/Retention ......................................................................................13-1
13.1.2
Compensation and Class Structure...................................................................13-2
13.1.3
Employee Recognition ......................................................................................13-3
13.1.4
Affirmative Action Plan ......................................................................................13-3
13.1.5
Biometrics Program ..........................................................................................13-4
13.1.6
Benefits/Wellness Initiatives..............................................................................13-5
13.1.7
Safety ...............................................................................................................13-6
13.1.8
Training and Employee Development ...............................................................13-7
13.1.9
Labor Relations.................................................................................................13-9
13.2
Division of Legal ................................................................................................... 13-10
13.3
Department of Supply Management ...................................................................... 13-10
13.3.1
Procurement ...................................................................................................13-10
13.3.2
Disadvantaged Business Enterprise (DBE) Program ......................................13-11
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Table of Contents
13.3.3
Small Business Development Program (BDP) ................................................13-12
13.4
Department of Information Technology ................................................................. 13-13
13.5
Quality Assurance ................................................................................................. 13-13
14
2016-2019 Transportation Improvement
Program (TIP) .............................................................. 14-1
14.1
Background............................................................................................................. 14-1
14.2
Operating Plan ........................................................................................................ 14-1
14.3
Local Funding ......................................................................................................... 14-2
14.4
Capital Plan ............................................................................................................ 14-3
14.5
Major Capital Projects ............................................................................................. 14-3
14.5.1
Bus Replacement and Expansion .....................................................................14-4
14.5.2
CMAX Cleveland Avenue BRT .........................................................................14-5
14.5.3
Non-Revenue Vehicles .....................................................................................14-5
14.5.4
Facility Construction Projects ............................................................................14-5
14.5.5
Strategic Investments – Park and Rides and Turnaround Locations .................14-6
14.5.6
Other Strategic Investments..............................................................................14-7
14.5.7
Intelligent Transportation Systems (ITS) ...........................................................14-7
14.5.8
Bus Stop Shelter and Transit Enhancements ....................................................14-8
14.6
Financial Summary ................................................................................................. 14-8
vii
Table of Contents
List of Tables
Table 4-1 Major Local Route Productivity (September 2014 Trimester)................................. 4-18
Table 4-2 Local Route Productivity (September 2014 Trimester) .......................................... 4-19
Table 4-3 Crosstown Route Productivity (September 2014 Trimester) .................................. 4-20
Table 4-4 LINK Route Productivity (September 2014 Trimester) ........................................... 4-20
Table 4-5 Express Route Productivity (September 2014 Trimester) ...................................... 4-21
Table 4-6 Reverse-Commute Express Route Productivity (September 2014 Trimester) ....... 4-22
Table 4-7 Potential Actions for Ridership Productivity Ratings .............................................. 4-22
Table 4-8 Service Categories ................................................................................................ 4-26
Table 4-9 Proposed Standards ............................................................................................. 4-29
Table 4-10 Bus Stop Spacing Guidelines .............................................................................. 4-39
Table 5-1 Existing COTA Service as of January 2015 ............................................................. 5-3
Table 5-2 COTA Fare Structure Effective January 1, 2012...................................................... 5-5
Table 6-1 Proposed TSR Frequencies .................................................................................... 6-9
Table 6-2 Existing Park and Ride Locations .......................................................................... 6-13
Table 7-1: Current Roster of Equipment .................................................................................. 7-3
Table 7-2 Active Fleet Bus Replacement Schedule ................................................................. 7-4
Table 7-3 Peak Fleet Utilization 30’/35’/40’ Fixed-Route Buses (Trimester Calendar Year) .... 7-5
Table 7-4: Non-Revenue Vehicle Purchases and Estimated Cost by Year ............................ 7-10
Table 8-1 Mainstream Report for 2013-2014 ........................................................................... 8-3
Table 8-2 Mainstream Fleet Roster as of March 2015 ............................................................. 8-6
Table 8-3 Maninstream Vehicle Replacement Schedule ......................................................... 8-7
Table 10-1: COTA Park & Ride Lots as of March 2015 ....................................................... 10-16
Table 10-2: Average Park & Ride Utilization January 2012 – January 2013 ........................ 10-18
Table 10-3 Planned Park & Rides Locations ....................................................................... 10-21
Table 14-1: Financial Summary ............................................................................................ 14-9
Table 14-2: System Capital Program .................................................................................... 14-9
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Table of Contents
List of Figures
Figure 1-1 Annualized Service Hours ...................................................................................... 1-6
Figure 2-1 Stakeholder Triangle .............................................................................................. 2-1
Figure 2-2 COTA Organization Table ...................................................................................... 2-3
Figure 2-3 2010 Columbus Metropolitan Statistical Area ......................................................... 2-6
Figure 2-4 COTA Service Area ............................................................................................... 2-1
Figure 3-1 Franklin County and U.S. Unemployment Rates .................................................... 3-2
Figure 3-2 COTA Ridership and Average Ohio Gas Price ....................................................... 3-2
Figure 3-3 Past, Current, and Projected Future Population and Jobs in Central Ohio ............. 3-3
Figure 3-4 NextGen Timeline .................................................................................................. 3-6
Figure 4-1 Major Local Line Productivity ............................................................................... 4-10
Figure 4-2 Local Line Productivity ......................................................................................... 4-11
Figure 4-3 Express Line Productivity ..................................................................................... 4-12
Figure 4-4 Reverse-Commute Express Line Productivity ...................................................... 4-13
Figure 4-5 Crosstown-Line Productivity ................................................................................. 4-14
Figure 4-6 CBUS LINK Line Productivity – 2014 ................................................................... 4-15
Figure 5-1 Fixed-Route Bus .................................................................................................... 5-1
Figure 6-1 SRTP Proposed Network Midday Frequency ......................................................... 6-2
Figure 6-2 TSR Timeline ......................................................................................................... 6-4
Figure 6-3 Current/Proposed High-Frequency Network........................................................... 6-7
Figure 6-4 Proposed Express Network .................................................................................... 6-8
Figure 6-5 Northeast Corridor Study Area ............................................................................. 6-17
Figure 6-6 CMAX Cleveland Avenue ..................................................................................... 6-18
Figure 7-1 CNG-powered fixed route bus ................................................................................ 7-7
Figure 8-1 Assessment Center................................................................................................ 8-4
Figure 9-1 I-70Bus on Shoulder .............................................................................................. 9-1
Figure 9-2 Loading Bicycle on bus .......................................................................................... 9-2
Figure 9-3 Bicycle Racks at COTA Spring Street Terminal ..................................................... 9-2
Figure 10-1 COTA Administrative Offices and Pass Sales Center......................................... 10-1
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Figure 10-2 1600 McKinley Ave. Fixed-Route Bus Storage and Maintenance Facility ........... 10-2
Figure 10-3 COTA’s CNG Fueling Station ............................................................................. 10-4
Figure 10-4 Proposed McKinley Ave. Site Plan ..................................................................... 10-4
Figure 10-5 1333 Fields Avenue COTA Fixed-Route Bus Storage and Maintenance Facility 10-5
Figure 10-6 COTA Mainstream and Eligibility Assessment Facility........................................ 10-6
Figure 10-7 Eligibility Assessment Center ............................................................................. 10-7
Figure 10-8 1325 Essex Avenue Street and Remote Maintenance Facility ........................... 10-8
Figure 10-9 Linden Transit Center......................................................................................... 10-9
Figure 10-10 Easton Transit Center ...................................................................................... 10-9
Figure 10-11 Easton Day Care Center ................................................................................ 10-10
Figure 10-12 Near East Transit Center ............................................................................... 10-10
Figure 10-13 Spring Street Terminal ................................................................................... 10-13
Figure 10-14 COTA Transit Terminal .................................................................................. 10-13
Figure 10-15 COTA Park and Ride Locations as of March 2015 ......................................... 10-15
Figure 10-16 New Albany Park and Ride ............................................................................ 10-19
Figure 10-17 COTA Passenger Shelter and Trash Receptacle ........................................... 10-21
Figure 10-18 Downtown Shelters ........................................................................................ 10-23
Figure 10-19 New Bus Stop Sign ........................................................................................ 10-23
Figure 11-1 Automatic Vehicle Location ................................................................................ 11-1
Figure 11-2 COTA Radio Room ............................................................................................ 11-3
Figure 11-3 Traveler Information ........................................................................................... 11-5
Figure 11-4 Online Trip Planner ............................................................................................ 11-5
Figure 11-5 Electronic Fare Payment .................................................................................... 11-5
Figure 12-1 Police Cruiser .................................................................................................... 12-2
Figure 12-2 Bomb-sniffing Canine Team ............................................................................... 12-2
Figure 12-3 Visible Intermodal Protection Response ............................................................. 12-3
Figure 13-1 Isokinetic Evaluation for the PCE ....................................................................... 13-2
Figure 13-2 Employee being recognized by President/CEO Stitt and VP of Operations, Forbes
............................................................................................................................................. 13-3
x
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Figure 13-3 Biometrics Program ........................................................................................... 13-4
xi
1-Introduction
1
Introduction
1.1
Purpose of the Short-Range Transit Plan
The Central Ohio Transit Authority (COTA) is the primary provider of public transit
services in the central Ohio region. COTA strives to deliver safe, reliable, and
cost-effective transportation services to the public. As such, COTA biennially
develops a five-year plan known as the Short-Range Transit Plan (SRTP). The
SRTP analyzes the transit market in central Ohio and the ability of the current
COTA system to serve the market.
The SRTP serves as a vital tool to assess COTA’s current operations, describe
future transit enhancements, and detail methods for prioritizing expenditures,
service, and funding in order to serve the community’s transit needs. As such,
this SRTP incorporates COTA’s Transportation Improvement Program (TIP) found
in Section 14. The TIP is based on the present and projected four-year service
needs of the area and identifies capital needs, cost projections, funding
requirements, and programmed service improvements.
The service recommendations and policies presented in the SRTP serve to aid in
providing a sustainable transportation system for the central Ohio region. The
SRTP also fulfills state, federal, and regional reporting requirements, and is an
important planning document justifying grant applications to both state and federal
governments.
1.1.1 Goals of the Plan
Goals for COTA’s planning efforts originated as part of the public
engagement process for the 2006 Long-Range Transit Plant (LRTP).
The original goals have evolved through public involvement while
updating previous SRTPs, as well as the 2012 LRTP.
The following goals were established to provide a clear direction for the
development of the SRTP:
•
Provide effective, safe customer-focused transit service;
•
Provide transportation alternatives to residents with disabilities;
•
Manage public resources responsibly;
•
Expand community support for public transportation; and
1-1
1-Introduction
•
Promote environmentally sustainable initiatives.
These goals provide direction for COTA when planning future transit
service and other initiatives, such as converting the fixed-route bus fleet
to compressed natural gas (CNG).
1.1.2 Stakeholders
COTA’s commitment to its stakeholders is central to the mission of the
agency.
COTA’s Mission, below, serves as a guide for agency decision makers
to be mindful of how each decision affects COTA’s customers,
employees and taxpayers.
“The Central Ohio Transit Authority is committed to excellence in serving
our stakeholders – customers, employees and taxpayers. We will
deliver quality transportation services and conduct business courteously,
safely, ethically, and reliably. We will demonstrate leadership that is
fiscally responsible and environmentally conscientious.”
Through a robust public engagement process the general public,
community leaders, local municipalities and other stakeholders directly
participate in planning for the future of COTA.
1.2
Transit System Review
The backbone of this SRTP’s service plan is derived from the recently conducted
Transit System Review’s (TSR) recommendations. Over the last 40 years, the
central Ohio region has grown tremendously. This growth is expected to
continue; by 2050, the region will add more than 500,000 more residents and
300,000 more jobs 1. COTA recognizes that to better serve the current and nearfuture region its bus network must change and adapt.
Since COTA’s formation in 1974, its bus network has grown incrementally,
building upon the original network, focusing most of its service on downtown
Columbus. However, since the region has changed over the past 40 years,
demand for transit has changed.
1
Mid-Ohio Regional Planning Commission. insight2050. www.morpc.org
1-2
1-Introduction
To meet this evolving demand for transit and ensure that COTA’s resources are
being effectively utilized, COTA undertook a strategic review of its system, the
TSR, in October of 2013. The TSR analyzed the entire bus system and services,
land use changes, the road network, operating budget and the use of technology.
The TSR Final Report (November 2014), recommends improvements for positive
changes to COTA’s bus service and network over the next three years, taking into
consideration the needs of central Ohio residents, riders and businesses.
Changes include more weekend service, increased frequencies on crosstown and
local lines, seven day a week service to employment centers such as
Rickenbacker and Polaris and similar span on most local lines.
The service plan and supporting capital plan within this SRTP are based on the
recommended changes to COTA’s bus network found within the TSR. A method
of allocating service resources between two competing goals, ridership
(efficiency) and coverage (service for all), was used to create the proposed bus
network. The proposed network allocates 70% of service to high-ridership lines
and 30% to coverage lines in areas that are important to connect, such as
Rickenbacker and Polaris. In November of 2014, COTA’s board adopted a policy
instructing COTA to use the 70/30% split as a guide for implementing and
maintaining future service. See Section 6.2 for more details.
Operational costs of the proposed bus network plan is estimated to be over the
projected amount of service COTA can afford in 2017, after which the total service
on the street will be at the highest affordable level.
As such, COTA staff is currently modifying the recommendations and will continue
modifications during the implementation of the plan to respond to public feedback,
operational challenges not fully detailed within the TSR and budget constraints.
The service plan, found in Section 6, is the most up to date proposed bus
network; however, proposed changes will be brought to the general public and
COTA’s stakeholders prior to implementation.
Implementation will occur in two phases. The first phase began in January 2015
and will implement changes to service through COTA’s normal service change
process every January, May, and September up through January 2017. The
second phase, May 2017, will implement changes that include major restructuring
of COTA’s network, such as realignments, combining services, and renumbering.
Additionally, changes in September 2017 will be reserved for making minor
schedule and alignment adjustments to the new network.
1-3
1-Introduction
The TSR also recommended changes to how COTA operates on streets within
downtown Columbus. Currently, COTA staff is evaluating the recommendations
and will present a modified plan to the general public and stakeholders in
mid-2015.
1.3
The Long-Range Transit Plan and NextGen process
As the SRTP prepares for the next five years, COTA’s Long-Range Transit Plan
(LRTP) prepares the agency for the next twenty plus years. The LRTP is about
vision and long-term goals of the agency; containing less specific details than the
SRTP, it allows the SRTP to be flexible as economic and funding conditions
change in order to achieve the goals set out in the LRTP.
The most recent plan, the 2012 LRTP, created a comprehensive strategy for
enhancing public transit in central Ohio through 2035. The 2012 LRTP primarily
focuses on enhancing bus service and the CMAX Cleveland Avenue bus rapid
transit line, and is constrained by current and projected funding levels.
Recognizing that future demand for transit in the
region may be greater than what is in the 2012
LRTP, and in conjunction with the Mid-Ohio
Regional Planning Commission’s update to the
region’s long-range Metropolitan Transportation Plan, COTA has embarked on an
initiative to create a community wide vision of the future of public transportation in
central Ohio. Named “COTA NextGen”, the effort looks to identify how the
aspirations of the public and future growth trends will influence opportunities and
demand for public transportation in the next 35 years.
The process kicked-off in the fall of 2014 and is being led by a consultant team,
Nelson\Nygaard. It will not be limited by mode or restricted by funding, allowing
for a visionary and open creative process. A robust public outreach effort will
drive the process, leading to a list of potential projects for the region with
implementation and creative funding strategies. The final result will be a
document for the public highlighting potential projects for the years 2025, 2040,
and 2050. The final report is expected to be completed in the second quarter of
2016.
These projects will be integrated directly into COTA’s 2016 Long-Range Transit
Plan, which is updated every four years.
For more information see Section 3.3 or visit www.cota.com/nextgen.
1-4
1-Introduction
1.4
Transportation Improvement Program (TIP)
With consideration given to the changing economic environment, this SRTP
serves as a tool to carefully identify where COTA plans to modify or implement
transit resources during 2015-2019.
The plan has been updated in response to comments and suggestions received
over the past four years from area residents, businesses, government agencies,
and other community stakeholders. The 2015-2019 COTA TIP can be found in
Section 14.
1.4.1 Operating Summary of the SRTP and TIP
Issue 7 was approved by voters in November 2006, and collection of the
new tax became effective April 1, 2007. COTA elected to hold its
existing, permanent 0.25% tax in abeyance for the remaining nine
months of 2007. Actual collection of both COTA levies did not begin
until January 1, 2008. Suspending the permanent sales tax was done in
order to fulfill a promise to the community to not increase the overall
effective sales tax rate in Franklin County. This commitment was made
in anticipation of an already planned 0.25% reduction in the sales tax by
Franklin County, effective December 31, 2007.
Since the passing of the temporary sales tax in 2006, as planned,
between 2008 and 2009 COTA expanded service by an additional
60,000 annual hours of service. Following a severe economic recession
that began in 2008, in 2010 COTA adjusted the planned annual rate of
service expansion from 60,000 hours of operation to approximately
40,000 hours between 2010 and 2012. In 2013, COTA was able to
readjust its service expansion in response to unexpected economic
growth adding, on average, 60,000 hours annually between 2013 and
2017.
As central Ohio continues to grow and develop, COTA will adjust its
expansion plan as more service hours become available. Developing
areas such as Dublin, the Grandview Yard, Italian Village, and
Franklinton generate additional interest in transit and economic growth.
In response, additional service hours will be distributed throughout
COTA’s service area, which includes Franklin, and small portions of
Delaware, Fairfield, Union, and Licking Counties.
1-5
1-Introduction
Figure 1-1 Annualized Service Hours
During 2015-2019, COTA will:
•
Add 70,000 hours of fixed-route service in 2015. For 2016-2017,
COTA will add approximately 58,000 annualized hours of service per
year. Due to budget constraints, expansion of service hours will
discontinue after 2017. In total, COTA fixed-route service hours will
increase by 186,000 hours from 976,000 to 1,162,000 between 2015
and 2017 (19% increase); and
•
As fixed-route service expansion occurs, COTA will continue to
provide “Mainstream” and other alternative mobility related services.
Mainstream is estimated to expand on an annual basis by
approximately 6% from 2014 service levels. Mainstream is demandresponsive service for persons with disabilities, which limit their ability
to use the fixed-route bus system. See Section 8 for more details
about mobility services.
In 2014, COTA provided approximately 265,000 total trips for persons
with disabilities. COTA’s mobility service’s budget is estimated to
increase 6% per year between 2015 and 2019.
As mentioned in Section 1.2, the TSR proposed changes to the bus
network are not finalized. Once COTA staff refines the proposed bus
network it will be taken back out to the general public to collect input.
See Section 6 for more details.
As a result of the proposed service expansion presented in this SRTP,
COTA’s projected operating expenses will increase from approximately
$117 million in 2014 to $140 million in 2019.
1-6
1-Introduction
During development of this SRTP, COTA’s initial projections of service
hours, conducted in the fall of 2014, were used to plan the service
improvements from 2015 to 2019.
1.4.2 Capital Summary of the SRTP and TIP
Capital items required for public transit service include vehicles, vehicle
maintenance facilities, passenger amenities (such as shelters and
benches), transit facilities (e.g., park and rides/transit centers), various
hi-tech computer and security related systems, etc. Many capital
elements will be required to improve and expand COTA’s transit services
over the next five years, including:
•
Fixed-route buses: The procurement process for ordering and
delivery of fixed-route buses takes approximately 12 to 18 months.
COTA will purchase 38 buses in 2015, 18 in 2016, 14 in 2017 and 28
per year in 2018 and 2019. Additionally, 14 uniquely branded buses
dedicated to the proposed CMAX Cleveland Avenue BRT line will be
purchased in 2016. All buses purchased from 2015 to 2019 will be
fueled by Compressed Natural Gas (CNG).
During this SRTP cycle, the following vehicles will be replaced:
•
2015 – Twenty-one 40’ 2001 New Flyers and Four 40’ 2003 New
Flyers;
•
2016 – Six 40’ 2003 New Flyers, Five 40’ 2004 New Flyers and Ten
35’ 2005 Gilligs;
•
2017 – One 35’ 2005 Gillig, Five 40’ 2005 New Flyers, Thirty-two 35’
2007 Gilligs, Six 30’ 2008 Gilligs;
•
2018 – Four 30’ 2008 Gilligs and Twenty-four 40’ 2008 Gilligs; and
•
2019 – Five 40’ 2008 Gilligs, Ten 30’ 2009 Gilligs and Thirteen 40’
2009 Gilligs.
In addition to replacement buses, in order to facilitate future growth of
COTA’s fixed-route system, COTA’s active fleet will expand each year
as follows:
•
2015 – Twenty-one to a total of 251 buses in the fleet; and
•
2016 – Eleven to a total of 367 buses in the fleet;
1-7
1-Introduction
•
2017 - Due to the implementation of the TSR, the total active fleet will
be reduced from 367 to 332, which includes the CMAX Cleveland
Avenue BRT buses. Although the TSR has more service overall, the
peak demand is reduced, lowering the total active fleet need. In
order to comply with and maintain the federal 20% spare bus ratio
limit, COTA will work with Federal Transit Administration (FTA)
officials regarding disposal of any vehicles that have not reached the
end of their useful life (12 years or 500,000 miles).
•
COTA will need to replace 92 Mainstream vehicles between 2015
and 2019. An additional eight vehicles will be purchased to support
expansion of Mainstream delivery services.
•
Park and rides/transit centers: COTA will make a significant
investment in the design and construction of several park and
ride/transit center facilities in order to support express-route service.
Locations include:
o Winchester Pike and Gender Road to replace the currently
leased Park & Ride on Gender Road;
o Sawmill Rd. area to replace the Dublin Dale Park & Ride that is
being relocated as part of a partnership with the City of Dublin.
This site and adjacent sites are part of a plan to redevelop the
area;
o Northern Lights area park & ride: As part of the proposed CMAX
Cleveland Avenue BRT, the current leased Northern Lights Park
& Ride site will be relocated to the immediate north of the
shopping center; and
o Meijer area transit center and park & ride: Also part of the
CMAX Cleveland Avenue BRT project, the proposed Meijer
area facility will be located near Cleveland Avenue and SR-161.
The center is proposed to have an indoor waiting environment
with real time bus arrival information. See Section 6.4 for more
details.
COTA is also proposing the following capital projects:
•
CMAX Cleveland Avenue Bus Rapid Transit (BRT) - BRT offers a
variety of tools to help increase the speed and convenience of transit
service and improve mobility, including:
o
o
o
o
o
Traffic signal priority;
Fewer stops than traditional local routes;
Uniquely branded and designed stations and vehicles;
Real-time passenger information; and
Improved pedestrian amenities.
1-8
1-Introduction
Service will operate in mixed traffic primarily along Cleveland Avenue
between downtown Columbus and SR-161 (10.3 miles), with local
service continuing north to Polaris Parkway (5.3 miles). The preliminary
project cost is $47.7 million. $38.1 million from FTA's Section 5309 New
Starts program, 80% of the project cost, has been recommended in
President Obama's Fiscal Year 2016 budget. Project benefits include:
o
o
o
o
o
o
o
o
Approximately 21% travel times savings;
Projected 15-20% increase in ridership in the first five years;
More travel options for transit dependent populations;
Improved mobility and reliability in a congested corridor;
Improved pedestrian access and safety;
Unique branding helps ease of use;
Provide next bus arrival time information; and
Creates opportunities for economic development within the
corridor.
During the 2015-2017, COTA will conduct Final Design and construction
activities, with operations beginning in May 2017. Please see Section
6.4 for additional details regarding this project.
•
Buses on Freeway Shoulder Program: In September 2015, COTA
anticipates implementation of the second Bus on Shoulder (BOS)
Corridor. The BOS program is in partnership with MORPC and the
Ohio Department of Transportation. Similar to the existing I-70
corridor between Downtown and SR-256, express buses traveling on
I-670 between Downtown and I-270 on the east side of Columbus will
be able to merge onto the freeway shoulder to avoid congestion
delays. Unlike I-70 which uses the outside (or right) berm, express
buses will utilize the inside (or left) berm of I-670 corridor.
•
McKinley Avenue Facility Renovation: This facility has been
undergoing renovations to support CNG vehicles. The facility will be
renovated to achieve Leadership in Energy and Environmental
Design (LEED) Silver certification standards. Improvements to the
facility will, among other benefits, improve energy efficiency, reduce
greenhouse gas emission, and improve operational flow efficiencies.
CNG fueling stations for buses are operational as of May 2013 and
small vehicle fueling stations are planned to be installed. COTA will
allow other government entities to fuel vehicles at a specific station.
The total cost of the project is estimated to be $97.7 million. See
Section 10.1.2 for more details.
1-9
1-Introduction
•
Fields Avenue Bus Storage and Maintenance Facility: During 20172018, COTA plans to begin an upgrade to the Fields Avenue Facility
to allow for CNG buses and vehicles to be stored and repaired within
the garage.
•
Mainstream and Eligibility Assessment Center: The facility houses all
paratransit operations, administrative offices, vehicle maintenance
and repair areas, and an eligibility assessment center. During 20172018, COTA plans to upgrade the facility to support CNG vehicles.
While funded in part by a 0.25% permanent sales tax, on December 31,
2016, COTA’s additional 10-year renewable 0.25% sales tax is set to
expire. The timing and amount of a sales tax levy to be presented to
voters has not yet been determined by COTA’s Board of Trustees. It
should be noted that the 2015-2019 SRTP assumes continuation of
COTA’s current, renewable sales tax.
The SRTP provides the community with a performance and service
delivery based approach to meet immediate transit needs while
proactively mapping out strategies to provide workable and sustainable
transit initiatives for the future. Throughout the implementation of this
plan, COTA's Board of Trustees and management staff will continue to
work vigorously to provide affordable, cost effective public transit
services to the citizens of central Ohio.
1-10
2015-2019 Short-Range Transit Plan
2 – Overview
2
Overview of Public Transit in the Columbus Metropolitan
Statistical Area
2.1
COTA Vision, Mission, and Stakeholders
2.1.1 Vision
The Central Ohio Transit Authority will be the region’s transportation
leader.
2.1.2 Mission
The Central Ohio Transit Authority is committed to excellence in serving
our stakeholders – customers, employees and taxpayers. We will
deliver quality transportation services and conduct business courteously,
safely, ethically, and reliably. We will demonstrate leadership that is
fiscally responsible and environmentally conscientious.
Figure 2-1 Stakeholder Triangle
2-1
2 – Overview
2.2
COTA History
In 1970, the Columbus and Southern Ohio Electric Company, the parent
corporation of the Columbus Transit Company (CTC), announced its decision to
dispose of the bus company. In order to preserve transit in the central Ohio
region, a group of citizens formed the Advisory Committee on Transit. One of the
Committee's first actions was to lobby the State legislature to permit the formation
of regional transit authorities. Once enacted, the next step was the creation of
COTA.
The agreement creating COTA was authorized by the Franklin County
Commissioners and the City Councils of Bexley, Columbus, Gahanna, Grandview
Heights, Grove City, Hilliard, Reynoldsburg, Upper Arlington, Westerville,
Whitehall, and Worthington. A thirteen member Board of Trustees was created
for COTA. The Board of Trustees was composed of eleven trustees appointed by
the mayors of the eleven member cities, and two trustees selected by the Franklin
County Commissioners.
On June 29, 1973, an agreement for COTA to purchase the privately owned bus
company from CTC and the Columbus and Southern Ohio Electric Company was
signed. The acquisition was effective, and COTA began providing transit service
on January 1, 1974. Ridership in the last year of CTC ownership (1973) was
12,975,000 rides total for the entire year.
Since COTA began operating in 1974, the system has grown into an integral part
of central Ohio’s transportation network. During this time, not only has the City of
Columbus continued to grow and prosper, but so have its adjoining suburban
communities. At the time of the creation of COTA, Dublin was not an incorporated
city. While in 1970 a rural village with a population of 681 people, today the City
of Dublin stretches into three counties (Franklin, Delaware, and Union), and
boasts over 42,000 residents. Having grown to the second largest city in Franklin
County behind Columbus, COTA and Dublin recognized the importance of the
growing northwest travel corridor and its impact on the region’s transportation
system. In 2008, the agreement creating the Central Ohio Transit Authority was
modified to include the City of Dublin as a COTA member city. The Board of
Trustees currently consists of thirteen members; seven appointed by the City of
Columbus, two appointed by the Franklin County Commissioners, and four city
appointed slots rotated among the other member cities.
COTA’s existing level of transit service is funded through a 0.5% local sales tax,
of which 0.25% is temporary, federal, and state assistance and farebox receipts.
2-2
2 – Overview
The majority of the funding (72% as of 2015) is generated from the local sales tax.
In 1999, central Ohio voters passed a ballot initiative, which established for the
first time a permanent, local funding source for COTA.
2.3
Organizational Structure
COTA is organized into six divisions, each of which is managed by a vicepresident. Most divisions have multiple departments managed by directors
(Figure 2-2). The President/CEO manages the activities of the organizations and
reports to the Board of Trustees, who oversee the activities of the organization, as
presented in Section 2.2.
Figure 2-2 COTA Organization Table
2.4
Historical Ridership Trends and Local Funding Efforts
COTA ridership and service began to grow in the first year of public operation.
Ridership reached its peak in 1985 with 26,700,334 passenger trips and 822,289
hours of operation. In 1986 and 1987, work stoppages negatively affected the
amount of service provided and ridership. In 1988, the downward trend was
reversed as both ridership and service increased. During this same year, COTA
went to the taxpayers and requested additional funding in the form of a local sales
tax.
With the defeat of a local sales tax issue in November of 1988, COTA was
required to make significant reductions in service in order to stretch its resources
to the November 1989 election. As a result, COTA's ridership dropped in 1989.
In November 1989, voters passed a temporary ten-year, 0.25% sales tax that
provided the essential local funds to restore the productive service eliminated in
1989 and provide for modest growth in the system.
2-3
2 – Overview
In order to provide financial support for the implementation of COTA’s 1995
Expanded Bus Plan, COTA placed an additional 0.25% 10-year temporary sales
tax issue on the ballot in November 1995. Following the close defeat of this issue,
COTA developed a long-term plan (Vision 2020) which included both expansion of
COTA’s bus service and the introduction of commuter and light rail service.
Facing the expiration of the 1990 ten-year 0.25% sales tax, COTA sought
permanent funding for existing levels of service and additional funding to
implement Vision 2020. Two separate 0.25% sales tax issues, Issues 20 and 21
were placed on the November 1999 ballot for voter approval. Issue 20
successfully passed and established for the first time in COTA's history a
permanent source of funding; however, Issue 21 did not pass.
Strategic partnerships aimed to expand transit service and increase ridership
have been formed with many local colleges, universities, social service agencies,
and businesses. These partnerships have had a positive impact towards
improved transit service in the central Ohio area, however, as the national
economy began experiencing a downward trend in 2001, public transit systems
across the country, including COTA, experienced dwindling local, state, and
federal assistance.
Over the following several years, COTA’s yearly budgets were negatively
impacted by rapidly increasing healthcare insurance, fuel, and utility costs. During
the six-year period from 2001 to 2006, COTA was forced to reduce fixed-route
service hours by approximately 25%. In January 2006, in an effort to maintain a
balanced and fiscally responsible budget, COTA was forced to raise fixed-route
and mobility service bus fares by an average of 12%. As a result, COTA’s
fixed-route ridership declined to 14,797,951 passengers in 2006.
During these difficult times, COTA recognized that as the region was growing,
unmet transportation needs were also increasing throughout the community. In
the fall of 2005, COTA began soliciting public and community stakeholder input in
order to develop the LRTP. In November 2006, COTA placed before voters a 10year, renewable 0.25% sales tax levy (Issue 7). Issue 7 successfully passed, and
effective January 1, 2008, has been combined with COTA’s permanent 0.25%
local sales tax approved in 1999.
Since the passing of the temporary sales tax in 2006, as planned, between 2008
and 2009 COTA expanded service by an additional 60,000 annual hours of
service. Following a severe economic recession that began in 2008, in 2010
COTA adjusted the planned annual rate of service expansion from 60,000 hours
2-4
2 – Overview
of operation to approximately 40,000 hours between 2010 and 2012. In 2013,
COTA was able to readjust its service expansion in response to unexpected
economic growth adding, on average, 60,000 hours annually between 2013 and
2017.
2.4.1 Current Funding
COTA receives funding from a permanent 0.25% sales tax and the
10-year renewable 0.25% sales tax. Current funding levels are required
in order to continue the planned annual rate of service expansion from
2015 to 2017. On December 31, 2016, the current renewable 0.25%
sales tax is set to expire. At the time of development of this document,
COTA’s Board of Trustees has not yet decided on the timing or amount
of a sales tax levy to be presented to voters prior to December 31, 2016.
This document assumes continuation of the ½% sales tax rate through
2019.
2.5
Transit Market in the Columbus Metropolitan Statistical Area
The Columbus Metropolitan Statistical Area (MSA) consists of eight counties in
central Ohio. The counties include: Delaware, Fairfield, Franklin, Licking,
Madison, Morrow, Pickaway, and Union. The 2013 5-year American Community
Survey population estimate for the MSA is estimated to be 1,926,242 2. Franklin
County is estimated to have 1,181,824 3 people, making it the MSA’s largest
county in terms of population. A map of the Columbus MSA and COTA Service
Area are shown in Figures 2-3 and 2-4, respectively. There are 26 incorporated
municipalities in Franklin County. Columbus is the largest city in Franklin County,
with a population of 800,594 4.
COTA’s service and taxing areas consist of Franklin County and small portions of
Delaware, Fairfield, Licking, and Union Counties See Figure 2-3). The areas
served outside of Franklin County are within municipalities that are signatories to
the COTA agreement. COTA’s service and taxing areas have a combined
population of 1,235,615 5.
2
U.S. Census Bureau, 2009-2013 5-year American Community Survey Population Estimates/MORPC
U.S. Census Bureau, 2009-2013 5-year American Community Survey Population Estimates/MORPC
4 U.S. Census Bureau, 2009-2013 5-year American Community Survey Population Estimates/MORPC
5 U.S. Census Bureau, 2009-2013 5-year American Community Survey Population Estimates/MORPC, based on
COTA service area as of March 16, 2015.
3
2-5
2 – Overview
Figure 2-3 2010 Columbus Metropolitan Statistical Area
2-6
2 – Overview
Figure 2-4 COTA Service Area
2-1
3 – Planning Context
3
Planning Context
In order to effectively develop the SRTP, it is necessary to consider the context in which
the plan is being developed. This includes examining external factors, such as shifts in
population and jobs, as well as coordination with COTA’s existing long-range plans.
3.1
Changes in Central Ohio
Within the Columbus metropolitan area, much of the growth occurring in both
population and employment in the past several decades has occurred around or
outside of I-270. This trend has led to a shift in travel patterns by many area
residents and workers away from the central city to the outer edges of Columbus
and its surrounding suburbs. Before 2006, COTA faced a continuing challenge of
stretching operating dollars to provide adequate transportation services for the
central Ohio area. In 2006, the passing of Issue 7 provided a 10-year temporary
local sales tax of 0.25%. COTA was able to use these additional funds to begin
an ambitious service expansion plan. COTA will seek a renewal of the 10-year
temporary sales tax; however, a time frame has not yet been determined by the
Board of Trustees.
The central Ohio region has experienced substantial growth in both population
and jobs over the past 40 years, a trend that is expected to continue well into the
future. As seen in Figure 3-3, the Mid-Ohio Regional Planning Commission’s
(MORPC) projections for central Ohio show an increase in population of 500,000
people, and 300,000 additional jobs by 2050. Between 2010 and 2035, MORPC
projects that the population within COTA’s service area will grow by approximately
20%. Slightly over 60% of the total growth is expected to occur outside I-270.
Conversely, in terms of job growth, slightly less than 60% of the estimated 29%
growth in jobs is expected to occur within I-270.
3-1
20
$4.00
19
$3.50
18
$3.00
17
$2.50
16
$2.00
15
$1.50
14
2004
$1.00
2005
2006
Sources:
COTA Farebox Ridership
Energy Information Administration
2007
2008
2009
2010
Number of Annual Rides
2011
2012
2013
2014
Average Ohio Gas Price
Figure 3-2 COTA Ridership and Average Ohio Gas Price
3-2
Average Ohio Retail Gas Price
Total Annual Rides in Millions
Figure 3-1 Franklin County and U.S. Unemployment Rates
2,500,000
2,339,000
2,260,800
2,108,700
2,000,000
1,958,750
1,823,600
1,581,050
1,500,000
1,449,000
1,377,400
1,109,000
1,000,000
1,152,050
1,234,650
1,339,500
1,405,250
873,900
500,000
1990
2000
2010
2020
population
2030
2040
2050
Source:
MORPC
jobs
Figure 3-3 Past, Current, and Projected Future Population and Jobs in Central Ohio
Greater roadway congestion is expected to contribute to an increased need for
mass transit in central Ohio. According to the 2012 Report on Urban Mobility
published by the Texas A&M Transportation Institute, Columbus area drivers
spent 40 hours stuck in traffic in 2011, more than any other major city in Ohio. By
2035, MORPC projects an increase of nearly 300% in total roadway congestion
for the central Ohio region.
Changing conditions within central Ohio play a key role in how COTA develops
plans for the future. Additional external factors influencing demand for public
transit include land use and development patterns, employment levels, fluctuating
gas prices (Figure 3-1 and 3-2), and socio-economic factors. These are all
elements, which present both challenges and opportunities when planning for the
future of public transportation in the region. Integrating short-range initiatives into
the Authority’s long-range plans is also critical. A brief description of COTA’s
Long-Range Transit Plan and its components follows.
3-3
3.2
2012 – 2035 Long-Range Transit Plan (LRTP)
The 2012 LRTP created a comprehensive strategy for significantly enhancing the
public transit system in the central Ohio region through 2035. Utilizing a variety of
methods to ensure public participation, COTA developed the LRTP in response to
the growing transportation needs of the central Ohio region by providing an
expanded, reliable, and safe transit system for the future.
COTA typically updates the LRTP every four years. The update allows COTA to
adjust its plans based upon current demographic, economic, and traffic
conditions, as well as federal and State funding changes. In December 2014,
COTA began the process to update the LRTP, named the “NextGen”. The plan
will be developed throughout 2015, with an expected completion date of April
2016. Section 3.3 describes the Next Gen Plan in greater detail. In response to a
changing economy, the 2012 update was created to provide a plan, which
reflected COTA’s current and projected ability to provide transit service within the
region. The next update will be based on demographic, economic, traffic, and
funding conditions in 2016.
3.2.1 LRTP Public Input
Public input regarding transit services and facilities in central Ohio for the
next 25 years was essential throughout the long-range planning process.
From the outset, feedback from the general public, business and
community leaders, bus riders, and focus groups shaped each
component of the plan. COTA’s public involvement process focused on
obtaining input from riders and the general public on the types of new
and improved services that they desire in the future.
Participants at the various meetings offered many suggestions for
service improvement changes, including:
•
More frequent and convenient service for a broader portion of the
community than has been available in the past;
•
An emphasis on convenient access to jobs, including second- and
third-shift employment opportunities;
•
Improved mobility services and transportation for individuals with
disabilities;
•
Relieving overcrowding on existing bus routes;
3-4
3.3
•
Improved neighborhood-to-neighborhood and suburb-to-suburb
connections;
•
Additional park and rides/transit centers in outlying areas, served
by faster and more direct service;
•
More timely and easier access to route and schedule information
via the use of current technologies including variable electronic
message displays, as well as improved access through a variety of
devices including desktop and laptop computers, smart phones,
and tablets;
•
Consideration of fixed-guideway options such as light rail, highoccupancy vehicle (HOV) lanes, etc.; and
•
Development of alternatives to fluctuating gas prices.
NextGen Plan
In the fall of 2014, COTA kicked-off COTA
NextGen, an initiative to create a community wide
vision of the future of public transportation in
central Ohio. COTA NextGen looks to identify how
the aspirations of the public and growth trends will
influence opportunities and demand for public transportation in the next 35 years.
Nelson\Nygaard Consulting Associates were chosen to lead this effort.
According to insight2050 6, the region will add over 500,000 residents and 300,000
jobs by 2050. To prepare for this growth, the NextGen initiative will evaluate
potential transit projects developed through an extensive public engagement
process, identifying both potential timelines for implementation and a variety of
funding sources.
The goals of the plan are to:
•
Create a community vision for the future of public transportation in central
Ohio;
•
Prepare central Ohio for future growth;
•
Support local and regional plans with transit investment options; and
6
insight2050 is an initiative headed by the Mid-Ohio Regional Planning Commission, Columbus 2020
and ULI Columbus to proactively plan for development and population growth over the next 30+
years. Visit getinsight2050.org for more information.
3-5
•
Identify conventional and creative revenue options.
•
NextGen’s planning process is divided into three phases, shown in
Figure 3.4. The first phase identifies the future transit needs and
opportunities of the region based on public engagement and data
analysis. Alternative projects will be developed at the end of Phase 1. In
Phase 2, projects will be evaluated and prioritized using first a conceptual,
more qualitative method to rank the projects. Then the top ranked
projects will be prioritized through a more rigorous, qualitative process
with direct input from stakeholders and the public. Finally, in phase 3, the
consultant team will recommend timelines for potential implementation
and creative funding options, such as private-public partnerships.
Figure 3-4 NextGen Timeline
The process will not be limited by mode or restricted by funding. Evaluation and
prioritization methods will integrate public values as well as preparing the region
to enter into federal funding processes, such as New Starts. The final result will
be a document for the public highlighting the top ranked projects for the years
2025, 2040, and 2050. These projects will be integrated directly into COTA’s
2016 Long-Range Transit Plan.
Visit www.cota.com/nextgen for more details.
3-6
4 – Standards for Service Design
4
Standards for Service Design
COTA maintains a process to evaluate performance of the transit system using
Board-adopted standards for productivity and service design. The current
standards were developed through a Comprehensive Operations Analysis (COA)
completed in 2001. In 2014, as part of the Transit System Review (TSR), a
consultant recommended new standards that support the methodology behind the
proposed news bus network described in the TSR.
Until the implementation of the TSR is completed, in May 2017, COTA will
continue to use the current standards. Discussion of the proposed standards in
the TSR are found in Section 4.5.
4.1
Current Standards Overview
Performance standards are the primary criteria for route evaluation and
recommendation processes and are applied to both service changes and the
design and monitoring of new routes. Service changes occur every trimester and
are designed to improve the productivity of existing and planned services. They
include schedule, frequency, and alignment changes; more information can be
found in Section 4.4.
COTA’s Route and Schedule Design Standards codify good transit planning and
operational practices. These guidelines and standards serve several purposes:
•
To inform decision-makers, who may not have a background in the transit
industry, about good transit practices;
•
To provide an objective basis for planning new services and evaluating
existing services;
•
To serve as a “compass” to both staff and decision-makers who often may
be caught up in reactive responses to external factors; and
•
To support the route performance evaluation process and standards
described in the second set of performance monitoring indicators.
A second set of indicators, Route Performance Evaluation Measures, are used in
an annual evaluation of existing services that generate recommendations for
service changes designed to improve the productivity of existing and planned
services.
4-1
The recommended Route and Schedule Design Standards and Route
Performance Evaluation Process are described in the following sections.
4.2
Route and Schedule Design Standards
As mentioned above, COTA’s Route and Schedule Design Standards codify good
transit planning and serve to guide the planning and operations of COTA’s
fixed-route bus system. Current lines that do not meet the design standards
should be considered for evaluation and modification while new lines should be
designed based on the standards listed below.
The following categories are components of COTA’s design standards:
•
Service Categories;
•
Route Directness Standards;
•
Route Variations;
•
Hours of Operation;
•
Service Frequency;
•
Load Standards;
•
On-time Performance; and
•
Missed Trips.
4.2.1 Service Categories
COTA operates the following types of routes:
•
Local routes: make all stops and operate between downtown
Columbus and various neighborhoods or townships within COTA’s
service area (see Figure 2-4). The vast majority of COTA vehicle
service hours are operated on local routes;
•
Express routes: operate to provide fast service between downtown
Columbus and suburban areas and park and ride facilities. Service is
usually operated during the AM and PM peak travel time periods in
the primary direction of travel. However, some routes serve “reverse
commute” markets and operate in the non-peak direction of travel
(i.e., from downtown to outlying employers in the AM). Between
4-2
downtown Columbus and the outlying segments of the route, most
buses operate with “closed doors” (i.e., no stops);
•
Crosstown routes: operate between various neighborhoods or
townships within COTA’s service area and do not serve the
downtown area; and
•
LINK routes: are generally short routes operated by smaller vehicles
that are intended to serve short, non-work trips or serve as feeders to
local and/or express routes, as well as neighborhood activity centers,
including COTA transit centers. COTA operates only one LINK route,
the CBUS downtown circulator. (See Section 5.1 for more details)
4.2.2 Route Directness Standards
COTA bus routes shall be designed to operate as directly as possible, to
and from major destinations, in order to minimize passenger travel time.
Buses shall operate on major arterial streets as much as possible.
However, there may be, situations in which a route deviates from the
shortest, most direct alignment. Such situations include a mid-route
deviation to serve a particular trip generator or end-of-line terminal loop.
LINK routes, which are designed to collect and distribute people in a
specified service area, are exempt from this standard.
When a deviation exists or is being considered, the gain in convenience
to those passengers who are boarding or alighting during the deviation
must be balanced against the additional travel time for the passengers
traveling through. The following standards shall be applied to all route
deviations and/or terminal loops:
•
To the extent possible, two-way service shall be provided on the
same street;
•
Express service shall be routed in the most direct manner possible;
•
Deviations from the basic route alignment to serve activity centers
will be made only when they have the potential to attract new riders
equal to or exceeding the route performance evaluation standard
(riders per hour) for the corresponding route category;
•
Additional time to operate route deviations should not exceed five
minutes (one-way) or 10% of the one-way travel time, whichever is
less;
•
No mid-route loops shall be operated; and
4-3
•
Terminal loops shall not exceed 25% of a route’s total length.
4.2.3 Route Variations
It is sometimes more efficient to provide service to a certain area with
one route having several branches than to operate several different
routes. In addition, some bus trips on a route may not go to the end of
the line due to very low ridership in that area at a particular time of day
(this is known as a “turnback”). These actions can result, however, in a
system that is much more difficult for current as well as potential transit
passengers to understand and utilize. Therefore, to provide a userfriendly service and to encourage maximum use of the system by all
current and potential riders, the following standards for branches and
turnbacks shall apply:
•
No line shall have more than two (2) distinct branches;
•
No line shall have more than one (1) turnback; and
•
When two lines are interlined (e.g., #2 North High, #31 Worthington
Express), each line shall be treated as a separate line for the
application of this standard.
4.2.4 Hours of Operation
Hours of operation refer to the time between the first and last trip
operated on a route (also referred to as the “span of service”). In order
to maximize the opportunities for passengers to connect with other
routes, a consistent span of service is desirable. Although COTA
operates most of its network later into the evening, the proposed
minimum span of service for each Service Category is:
4.2.5 Minimum Service Hours Guideline
Weekday
Local ....................5:30 a.m. to 10:30 p.m.
Express ................6:00 to 8:30 a.m. and 4:00 to 6:30 p.m.
Crosstown ............6:00 a.m. to 8:00 p.m.
LINK .....................Will vary by LINK route
Saturday
Local ....................6:00 a.m. to 10:30 p.m.
Express ................Not operated
4-4
Sunday and Holidays
Local ....................7:30 a.m. to 9:30 p.m.
Express ................Not operated
Due to differences in ridership levels and funding limitations, some
variation in days operated and start/end times among routes are
expected. For this reason, the proposed spans of service are intended
as guidelines rather than standards.
4.2.6 Service Frequency
The frequency of service on a particular route, known as the headway or
time interval between successive buses, will be based on the existing or
projected ridership and load standards (i.e., maximum possible number
of passengers onboard a bus). On some routes, however, during certain
periods of low ridership, determining frequency based on ridership
demand may lead to very infrequent service. So infrequent, in fact, that
the service is no longer viewed by passengers as a reliable or
convenient means of travel. Therefore, minimum standards of service
frequency may be applied to assure that a reliable, attractive level of
service is available throughout the day.
The following are minimum guidelines for COTA service frequency for
each Service Category:
Time Period
Local
Weekday
AM/PM peak 30 min.
Midday
60 min.
Night
60 min.
Saturday
60 min.
Sunday
60 min.
Express
Crosstown
LINK
60 min.
NA
NA
NA
NA
30 min.
60 min.
NA
60 min.
60 min.
NA
NA
NA
NA
NA
Clock headways, which are service frequency intervals of 10, 15, 20, 30,
and 60 minutes should be maintained whenever possible. This makes
the service easier to understand and more predictable to passengers,
4-5
which is particularly important during periods when the service is
infrequent (i.e., more than 30 minutes). Although clock headways are
recommended, current funding levels and vehicle availability make this
operating structure difficult to implement on a system-wide basis.
4.2.7 Load Standards
The intent of load standards is to balance passenger comfort and safety
with operating costs. These standards define maximum passenger
loads at different times of day to ensure acceptable levels of rider
comfort and safety, while providing COTA good operating efficiencies.
The load standards shown below represent the total number of riders as
a percent of the number of seats on the bus:
Time Period
Weekday
AM, PM peak
Midday
Night
Saturday
Sunday
Local
Express
Crosstown
LINK
120%
100%
100%
100%
100%
100%
100%
100%
100%
100%
120%
100%
100%
100%
100%
120%
100%
100%
100%
100%
These load standards should be applied to the average ridership and
number of seats per bus for a period of 60 minutes. Passenger loading
on individual bus trips may exceed the standard. If the load standard is
exceeded for any 60-minute period, COTA will evaluate the potential for
improving the service frequency. If the standard is exceeded for
particular trips, but not for a sustained 60-minute period, COTA will
evaluate the possibility of adjusting schedule times to focus more service
before and after the overloaded trip(s).
The maximum time that an individual passenger should be expected to
stand on a given trip is 15 minutes.
4.2.8 On-time Performance
To ensure that transit riders have confidence that service will perform
reliably in accordance with the public timetables prepared and distributed
by COTA, on-time performance standards have been established. A
vehicle is considered “on-time” when its arrival is from zero to 4 minutes
and 59 seconds after the scheduled time. A vehicle is considered “late”
when it arrives five minutes or more after the scheduled time. To
4-6
improve the quality of service provided on express lines, in 2010, COTA
revised the policy on arriving at stops early. Express buses can arrive at
stops up to five minutes early after leaving the last stop outside of
Downtown in the morning and after leaving the last stop within
Downtown in the evening. Reverse-commute express buses from
Downtown to the suburbs are allowed to arrive five minutes early after
leaving the last stop within Downtown in the morning and after leaving
the last stop outside of Downtown in the evening.
It is impossible to achieve and maintain 100% on-time performance due
to varying traffic and weather conditions, construction activity, detours,
accidents, and other external factors. Nevertheless, every effort will be
made to ensure that all COTA buses operate on-time. The following on
time performance standards shall apply:
•
80 - 90% of all buses should arrive at scheduled time points
“on-time.”
If a route or individual trip(s) is consistently running late, COTA will
review the schedule and take remedial actions—such as schedule
and/or travel time modification and improved on-street supervision—at
the earliest opportunity.
4.2.9 Missed Trips
COTA, like all other transit agencies, misses scheduled trips due to a
shortage of drivers, mechanical problems, or accidents. The percentage
of trips operated is defined as the ratio of trips actually operated divided
by the scheduled number of trips. The annual objective shall be to
operate a minimum of 99% of scheduled trips.
4.3
Route Performance and Evaluation
COTA continually receives requests from throughout its service area for changes
to existing service and for new service in growing areas in and around Franklin
County. Additionally, COTA may be operating some routes that are not attracting
enough riders to justify continuing those services. In order to be consistent in the
evaluation of service proposals, and to ensure that the service being operated
represents the most cost-effective use of available resources, the following Route
Performance Evaluation Process has been developed.
4-7
The Route Performance Evaluation Process relies on the analysis and ranking of
existing and proposed routes based on a ridership productivity standard –
ridership per revenue hour of service or passengers per revenue trip. The
Evaluation Process also uses a ridership economic standard of subsidy per
passenger trip for all routes. The process is as follows:
1.
2.
3.
4.
5.
6.
7.
Develop productivity standards for each Service Category;
Calculate performance measures for all proposed and existing routes;
Identify “substandard” services;
Evaluate service modifications;
Obtain approval from appropriate decision-makers;
Implement the modifications; and
Monitor route performance.
The application of productivity and economic standards to existing routes is a
flexible process. The purpose of the standards is to help identify routes that are
most in need of service modifications, such as restructuring to eliminate less
productive segments or branches, adjusting service frequency to better reflect the
demand for service, or providing additional promotion of routes with low ridership.
Route elimination is intended as a last resort, when it has been determined that
no cost-effective actions are able to improve the productivity of the route.
In addition, the evaluation of existing routes is not intended to preclude changes
to routes that meet the minimum standards. In many cases, it may be possible to
improve the productivity of routes that meet or exceed the standards by making
minor changes to service frequency, span of service or trip times.
The productivity of existing routes will be reported each trimester. The evaluation
of possible service modifications and approval and implementation of
recommended modifications will be conducted annually. Additionally, the
productivity standards will be reviewed annually, using ridership and other data for
the previous 12-month period for which data is available.
A 2010 route evaluation process revealed that a select number of lines within
COTA’s local routes are carrying nearly half of COTA’s average daily ridership.
As a result, in 2010, a regrouping of local routes was established to provide a
more equitable comparison of route performance. Rather than evaluating
productivity within a single “local routes” group that included all local routes, local
routes have been classified into “major locals” and “locals”. Similarly, for express
routes, reverse commute express routes have been given a separate
classification from the typical peak period, peak direction express routes. While
4-8
peak direction express routes primarily serve the high-density downtown
employment area, reverse commute express routes are designed to help central
city residents gain access to lower-density suburban area employment markets.
Separating these two distinct express types allows a fairer comparison of their
overall performance.
Following each service period trimester, as part of each trimester’s productivity
evaluation, planning staff develops ridership graphics, which include route
performance for the most recent three trimesters. Graphs are produced for each
route type: major local, local, express, reverse commute express, crosstown, and
LINK. Productivity graphs for each of these route categories utilizing January to
December 2014 weekday ridership data are presented on the following pages.
4-9
Major Local Line Productivity
Jan. 2014 – Sep. 2014 Trimesters
Weekday Date Averaged Over Trimester Period
Sept. 2014
Major Locals
AVG = 29
Figure 4-1 Major Local Line Productivity
4-10
Local Line Productivity
Sept. 2014
Local
AVG = 19.6
Figure 4-2 Local Line Productivity
Routes #13, #14, and #19: Operates during peak period only. Route #21: Operates late night Thursday – Saturday. Route #222: Operated late night Friday – Saturday
Route #98: The #98 Columbus Zoo runs seasonally and is omitted from the Productivity Chart in order to avoid skewing Local Line Productivity.
4-11
Express Line Productivity
Sept. 2014
Express
AVG = 11.8
Figure 4-3 Express Line Productivity
4-12
Reverse Commute Line Productivity
Jan 2014 – Sep 2014 Trimesters
Sept. 2014
Reverse Commute
AVG = 6.9
Figure 4-4 Reverse-Commute Express Line Productivity
4-13
Crosstown Lines Productivity
LINK Line Productivity
May 2014 – Sept. 2014 Trimesters
Sept. 2014
Crosstown
AVG = 15.6
Figure 4-5 Crosstown-Line Productivity
4-14
Sept. 2014
LINK
AVG = 26.5
Figure 4-6 CBUS LINK Line Productivity – 2014
4-15
4.3.1 Productivity and Economic Standards
COTA uses ridership productivity and economic subsidy as its primary
measures of transit performance. Ridership productivity is measured in
terms of riders per revenue hour of service (Local, Crosstown, and LINK
routes) or riders per revenue trip (Express routes). Economic
performance is measured by calculating the subsidy per passenger trip
based on boardings. Routes within each service category will be ranked
according to the productivity and measures and compared to the
minimum standards identified for each service category. A productivity
rating will then be calculated for each route and a corresponding list of
actions (see Table 4-7) will be identified for further evaluation.
New routes should meet the applicable standards for the service
category after one year of operation. All new routes will be reviewed
each trimester and routes that have not shown adequate progress
toward meeting the standards will be targeted for marketing promotions
or possible service modifications to improve productivity.
The ridership and economic standards are calculated as follows:
Passenger boardings per revenue hour – The number of average daily
boardings per route (as reported by COTA’s Automatic Passenger
Counter data) divided by the daily number of revenue hours of service.
The standard is calculated as the average of all routes in each service
category.
Passenger boardings per revenue trip – Because express routes may
vary significantly in route length and one-way travel times, a different
ridership productivity measure is used. This measure is defined as the
number of average daily boardings (as reported by COTA’s farebox
data) divided by the number of daily revenue trips. The standard is
calculated as the average of all express routes.
Operating subsidy per passenger boarding – The average daily
operating cost (direct operating cost) of a route less average daily
passenger revenue divided by number of passenger boardings. The
standard is calculated as the average of all routes in each service
category.
4-16
The ridership productivity measure for each route then will be ranked
and their productivity rating will be calculated as a percentage of the
productivity standards:
Local, Crosstown and LINK routes:
Ridership productivity rating = 1 + (Route riders per hour – Standard riders per hour)
Standard riders per hour
Or
Express routes:
Ridership productivity rating = 1 + (Route riders per trip – Standard riders per trip)
Standard riders per trip
And
Economic productivity rating = 1 + (Standard operating subsidy – Route operating subsidy)
Standard operating subsidy
Tables 4-1 through 4-4 summarize the productivity standards for the
Local, Crosstown, LINK, and Express service categories, respectively.
4.3.2 Potential Actions
The potential actions that may be evaluated, recommended, and
ultimately implemented for each route will be determined by its
productivity rating. A productivity rating greater than 100% (i.e., better
than average performance), may indicate a need to increase service on
the route in order to better serve unmet transit demands or reduce
passenger loads (passengers per seat). On the other hand, a
productivity rating less than 100% (i.e., worse than average
performance) may indicate a need for actions to increase ridership or
reduce service levels.
For any route that has a productivity value less than 50%, an in-depth
analysis of that route’s performance should be conducted. That analysis
should assess the comparative productivity of each scheduled trip and
route segment (for weekdays, Saturdays, and Sundays) with the
objective of identifying unproductive services. Potential actions
designed to increase ridership and/or reduce service levels include
4-17
marketing, promotions, reducing the span of service (i.e., eliminating
early morning or night trips), stretching the service frequency, changing
the route alignment, and, as a last resort, eliminating the route. COTA
may also elect to hold informal public meetings to elicit comments from
existing and potential riders regarding ways to improve service.
Similarly, an in-depth analysis should be conducted for any route that
has a ridership productivity value greater than 150%. Potential actions
may include increasing the span of service (e.g., adding early morning or
night trips, implementing new Saturday or Sunday service), improving
the service frequency, or adding a new route.
Less detailed analyses should be conducted for the remaining routes
that have productivity values greater than 50% and less than 150%.
Table 4-7 lists potential actions that can be evaluated for varying levels
of productivity ratings.
Table 4-1 Major Local Route Productivity (September 2014 Trimester)
Weekday
Line
#
Line Name
1 Cleveland/Livingston
2 E Main/N High
10 E Broad/W Broad
Standard for Route Type
Productivity
(Pass/Rev. Hr)
27.44
28.25
31.87
28.96
Productivity Subsidy per
Index
Passenger
0.95
$1.32
0.98
$1.25
1.10
$1.14
1.00
$1.07
4-18
Subsidy
Index
0.94
0.99
1.09
Combined
Index
0.94
0.98
1.09
1.00
1.00
Table 4-2 Local Route Productivity (September 2014 Trimester)
Weekday
Line
#
3
4
5
6
7
8
9
11
12
131
141
15
16
18
192
213
Productivity Productivity
Line Name
Index
(Pass/Rev. Hr)
W Mound/Northwest Blvd
17.49
0.89
Indianola/Parsons
20.12
1.03
West 5th Ave
13.69
0.70
Sullivant/Mt Vernon
22.91
1.17
Neil/Whittier
22.79
1.16
Hamilton Ave/Frebis
23.03
1.17
Leonard/Brentnell
15.29
0.78
Oak/Bryden/St Clair
18.52
0.94
McKinley/Fields
17.83
0.91
US 33/Watermark
6.32
0.32
Harmon/Greenlawn
6.67
0.34
Grove City
18.45
0.94
E Long/S High
21.09
1.08
Kenny
18.92
0.97
Arlington/Grandview
9.24
0.47
Night Owl
18.76
0.96
19.60
1.00
Subsidy per
Passenger
$2.92
$2.27
$3.73
$1.96
$1.74
$1.99
$3.27
$2.42
$3.26
$14.92
$16.67
$2.51
$2.23
$2.41
$7.15
$2.52
Subsidy
Index
0.823
1.056
0.644
1.222
1.380
1.206
0.734
0.990
0.740
0.161
0.144
0.957
1.077
0.996
0.335
0.952
Combined
Index
0.86
1.04
0.67
1.20
1.27
1.19
0.76
0.97
0.82
0.24
0.24
0.95
1.08
0.98
0.40
0.95
$2.40
1.00
1.00
1
Route operates peak period only trips between downtown and COTA McKinley Ave. garage. Most service hours on
this line would transfer into deadhead hours on other lines if this line were discontinued.
2 Service is peak period only, with 60 minute frequency of service.
3 Operates only on Thursday, Friday, and Saturday nights.
Note: The #98 Columbus Zoo runs seasonally and is omitted from the Productivity Table in order to avoid skewing
Local Line Productivity.
4-19
Table 4-3 Crosstown Route Productivity (September 2014 Trimester)
Weekday
Productivity Productivity Subsidy per Subsidy Combined
Index
Passenger
Index
Index
(Pass/Rev. Hr)
7.27
0.47
$8.25
0.427
0.45
17.52
1.12
$5.57
0.633
0.88
11.52
0.74
$3.07
1.147
0.94
10.77
0.69
$5.57
0.633
0.66
16.75
1.07
$3.07
1.147
1.11
13.49
0.86
$4.17
0.845
0.85
13.65
0.87
$4.43
0.795
0.83
19.55
1.25
$2.65
1.333
1.29
18.85
1.21
$2.73
1.29
1.25
9.92
0.64
$5.91
0.596
0.62
8.81
0.56
$7.05
0.500
0.53
Line # Line Name
80 OSU/Lennox
81 Hudson/Ohio
82 Grandview/OSU
83 Oakland/Weber
84 Hilliard/Arlington/OSU
87 Cassady
89 Hamilton Rd
92 James/Stelzer
95 Morse/Henderson
96 5th Ave
118 Sawmill
15.61
1.00
$3.53
1.00
1.00
Table 4-4 LINK Route Productivity (September 2014 Trimester)
Weekday
Line # Line Name
70 CBUS
Subsidy
per
Subsidy
Index
Passenger Index
Combined Index
(Pass/Total. Hr)
23.00
1.00
$2.77
1.00
1.00
23.00
1.00
$2.77
1.00
1.00
Note:
Only Total Hours were available as of September 2014 trimester. During the September 2014 Trimester the
CBUS was free to all passengers.
4-20
Table 4-5 Express Route Productivity (September 2014 Trimester)
Weekday
Line # Line Name
30 Smoky Row
31 Worthington
32 Crosswoods
33 North Central
34 Karl
35 Tamarack
36 Annehurst
37 Westerville
38 Easton
39 New Albany
41 Gahanna
43 E Broad
44 North Reynoldsburg
45 Reynoldsburg
46 Eastland
47 Brice
49 Southeast
53 Lincoln Village
55 Gender
57 Hilliard
58 Dublin
60 Arlington
61 Kenny
64 Grove City
66 Hilliard/OSU
67 East Hilliard
Index
(Pass/Rev. Hr)
13.00
1.06
13.92
1.27
18.22
1.02
9.25
0.72
13.10
1.01
8.17
0.65
20.05
1.46
8.48
0.82
17.30
1.31
10.45
0.63
16.20
0.90
15.00
0.84
12.86
0.98
18.22
0.95
8.98
0.60
22.06
1.17
11.27
0.88
19.76
1.14
16.95
1.04
15.27
1.14
18.62
1.34
10.00
0.65
18.37
1.38
16.97
0.97
10.65
0.67
7.88
0.53
Subsidy per
Passenger
$4.36
$4.36
$3.71
$9.30
$5.50
$10.26
$2.66
$8.18
$4.12
$4.58
$5.16
$5.56
$5.84
$3.42
$9.05
$3.10
$7.30
$3.18
$4.73
$4.26
$2.72
$9.67
$3.53
$3.57
$8.40
$11.31
Subsidy
Index
1.080
1.080
1.271
0.506
0.856
0.459
1.770
0.576
1.142
1.028
0.913
0.847
0.806
1.375
0.520
1.519
0.645
1.482
0.996
1.107
1.732
0.487
1.334
1.318
0.561
0.416
Combined
Index
1.07
1.17
1.15
0.61
0.93
0.56
1.62
0.70
1.22
0.83
0.91
0.84
0.89
1.16
0.56
1.34
0.76
1.31
1.02
1.13
1.53
0.57
1.36
1.14
0.62
0.47
14.73
1.00
$4.71
1.00
1.00
Note: The #52 OSU-Airport runs seasonally and is omitted from the Productivity Table in order to avoid
skewing Express Route Productivity.
4-21
Table 4-6 Reverse-Commute Express Route Productivity (September 2014 Trimester)
Weekday
Line # Line Name
27 Brooksedge
29 Polaris
40 New Albany Bus. Park
48* Eastgreen
54 London-Groveport
56 Tuttle
59 Dublin/Metro
65* Southpark
68* Hilliard/Westbelt
Index
(Pass/Rev. Hr)
4.43
0.45
11.23
0.78
8.39
0.49
5.81
0.25
14.37
0.69
9.15
0.51
8.98
0.78
11.14
0.53
10.98
0.61
8.84
Subsidy per
Passenger
$13.12
$5.97
$9.33
$13.58
$4.04
$9.86
$6.75
$5.13
$6.07
Subsidy
Index
0.593
1.305
0.835
0.574
1.928
0.790
1.153
1.518
1.283
Combined
Index
0.52
1.04
0.66
0.41
1.31
0.65
0.96
1.02
0.95
$7.79
1.00
1.00
1.00
*Starred reverse-commute express routes utilize a bus that travels from a COTA garage to a suburban area to then
operate as a regular express route to downtown. The travel time from the station to the beginning of the route, known
as deadhead, would use COTA resources whether or not the reverse-commute express route were in-service.
Reverse-commute express routes provide access to suburban jobs for COTA customers. Please note that significant
COTA resources would not be saved if the reverse-commute express route was discontinued. For example, in the
morning, the #65 Southpark travels from the COTA garage to Downtown, to Southpark, then to the Grove City Park
and Ride, at which time it becomes the #64 Grove City, operating between the Park and Ride and Downtown.
Table 4-7 Potential Actions for Ridership Productivity Ratings
Potential Actions
Reduce Service / Increase Productivity
1. Marketing Promotions
2. Reduce Span of Service
3. Stretch Service Frequency
4. Change Route Alignment
5. Eliminate Route
02525% 50%
5075%
75100%
100150%
150%+
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
No
Yes
Yes
Yes
Yes
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
Yes
Yes
No
Yes
Yes
Yes

Increase Service /
Decrease Productivity
1. Increase Span of Service
2. Improve Service Frequency
3. Add New Route
4-22
4.3.3 Implementation Process
The Route Performance Evaluation Process, previously described,
should be conducted annually. For remedial actions that constitute a
non-substantial change in service (less than 25% of daily revenue hours
or route miles), COTA’s Scheduling and Planning Departments should
make recommendations to the Vice President of Planning and Service
Development and the President/CEO for approval and implementation.
For major actions (more than 25% of daily revenue hours or route miles),
the Scheduling and Planning Departments should present their
recommendations to a staff committee comprised of the Operations and
Planning and Service Development Divisions. After the committee
concurs, recommendations should be advanced to the Vice President of
Planning and Service Development, the President/CEO and Board of
Trustees for approval and implementation. Major actions may also
require public comment meetings prior to implementation.
4.3.4 Other Considerations
In the course of applying the Route Performance Evaluation Process,
COTA has recognized that there are special circumstances that should
also be considered in addition to the technical measures described
above. For certain routes, a quantitative evaluation alone may not
accurately portray the benefits that are derived to both passengers and
non-passengers. Following are four categories of routes that may be
exempt from the Route Performance Evaluation Process.
•
“Lifeline” routes serve disadvantaged constituents, primarily
low-income riders. Without the existence of bus service, the users or
residents would not be able to obtain key services. Lifeline locations
include the following four categories: subsidized housing,
publicly-operated social service facilities, publicly-operated hospitals,
and public post-secondary schools. A “Lifeline” route uniquely serves
one or more of the above locations (no other local route operates
within ¼ mile of the location);
•
Newly implemented routes are exempt from the Route Performance
Evaluation Process for a period of one-year from the start-up date.
During this period, route performance should be monitored and
reported each trimester and minor revisions can be made to improve
performance. Major revisions to the newly implemented routes
should not be made until the end of the one-year (“break-in”) period.
4-23
This exception can also be applied to poorly performing routes that
have a major service revision within the past year;
4.4
•
Certain COTA routes may be implemented as demonstration
services intended to address a particular function for a specified time
period. These routes may be exempt from the Route Performance
Evaluation Process if the service has regional or local significance;
and
•
A portion of operating expenses for certain routes may be subsidized
by other public agencies, government programs, or private
businesses (e.g., Federal Job Access and Reverse Commute grants
and OSU). COTA may elect to exempt these routes from the Route
Performance Evaluation Process, or add the subsidy contribution to
the passenger revenue in the economic productivity criteria.
Data Collection and Service Change Process
Route performance data is used to evaluate service. COTA collects data in a
number of ways:
•
138 buses equipped with Automatic Passenger Counters (APC) provide
COTA with travel time, passenger activity at the bus stop level, passenger
load data, and other statistics used in route planning. As of January 2015,
COTA operates an active fleet of 336 buses and 156 APC units; and
•
Electronic Fareboxes collect revenue and ridership data through customer
and driver interaction with the units. COTA's entire active fleet of fixedroute buses is equipped with these fareboxes.
The current system includes coin/bill insertion (which registers fare input
based on size, so all bills are classified as $1), a magnetic stripe pass
read-only swipe reader, and a Ticket Reading and Issuing Machine.
Additionally, the operator has access to a keypad that allows recording of
fares that are not readable by the farebox.
In March 2010, COTA, with the assistance of IBI Group, completed a Fare
System Preliminary Engineering study. A technological upgrade to the
current system, which incorporated increased memory and computing
speed within the shell of the existing fare collection system, was
implemented in 2011. Two of the major outcomes of this upgrade include
the ability to read and validate OSU Buck ID’s and capture transaction
details for all fare payments. During 2015, COTA will hire a consultant to
investigate the feasibility for implementing a contactless smart card
system or open fare payment system in order to provide flexible fare
payment options.
4-24
The Planning and Service Development Division recommends service changes;
the division prepares a list of changes that are reviewed by the Board of Trustees
and the President/CEO. The final set of service changes is then directed to the
offices and departments that have responsibility for the implementation of new
service. The division staff monitors the progress of each service change to
ensure the process stays on schedule. Changes are scheduled three times a
year on the first Monday of January, May, and September.
4.5
Transit System Review Recommended Standards
The Transit System Review (TSR) presents a recommend bus network that was
developed through public input and based on the concept of allocating resource
between two competing service goals: efficient, high-ridership service and
low-ridership, coverage service that serves essential locations. New service
design standards were developed to support the underlying principles of the TSR.
See Section 6.1 for more information regarding the TSR.
The recommend standards take into account the performance of COTA’s current
bus network and the demographic and economic conditions in central Ohio.
However, COTA will re-evaluate the proposed standards prior to implementation
in May 2017, to ensure compliance with Federal polices and to better fit the
mission, vision, and values of the agency.
The following recommendations were developed by the consultant team that led
the TSR process and through close consultation with COTA.
4.5.1 Principles
The key principles used in developing standards from the TSR report (Appendix
B) are:
•
Standards should measure services against their actual purposes, not
purposes for which they are not intended.
•
While standards are conventionally applied to lines, some standards only
make sense at the level of the line segment because a line may come
apart into two or three segments that differ in purpose.
•
While standards are conventionally applied to lines, the real outcomes of
transit happen at the level of the network. Care should be taken in
assessing a line as deficient if performance on other lines is likely to be
heavily affected by its demotion or deletion. This is especially true of the
4-25
network of high-frequency services, where the interdependence between
the elements of the network is the whole point of the design.
In the proposed bus network, service was designed to fulfill a ridership or
coverage purpose. The physical characteristics of where a route served
determined whether a service should be ridership or coverage. Section 6.1
details the difference between the two purposes.
4.5.2 New Service Types
A key part of the TSR is the introduction of redefining how service is categorized.
Local and crosstown categories are replaced with frequent (15 minute or better),
30-minute and 60-minute service type categories. The express, peak only,
service category is retained.
Additionally, service performance will be evaluated by its purpose, either ridership
for high frequency lines or coverage for 60-minute and express lines. 30-minute
service will be split between ridership and coverage, a discussion of determining
which category a service falls into is found below.
Table 4-8 Service Categories
SERVICE TYPE
MAP COLOR
Frequent Network



30minute
Service
60minute
Service
Express
Service
ALL-DAY FREQUENCY

PURPOSE
< = 15
min

Ridership

Red

Blue

30 min

Mixed

Green



Coverage

Orange
60 min
peak
trips
only

Coverage
In the future, there may be need for other categories such as BRT (Bus Rapid
Transit) as a fifth category above the Frequent Network, with a Ridership purpose.
It is conceivable that at some point there could be ridership-justified Express
services, though this is likely only when the costs and inconvenience of driving
alone reach a level that pushes larger numbers of people to seek an alternative,
as tends to be the case in more congested cities.
4-26
4.5.3 Assigning Categories to Line Segments
One challenge of using frequency-based or purpose-based standards is that part
of a line may be in one category and part in another. Many lines in the proposed
network have an inner frequent segment, which is clearly ridership-justified and
less frequent tails, or branches which could be considered coverage-justified.
In these cases, it is recommended that:
•
If the low-frequency portion of a line is less than 10% of the total revenue
hours, the entire line can be analyzed in the higher-frequency category.
•
Otherwise, the frequent and infrequent segments should be separated and
assigned to separate categories.
If a low frequency arises from a mid-route split or minor variant, the line should be
identified in the higher-frequency category.
To analyze the productivity of an inner versus an outer line segment, where the
inner segment has higher frequency and usually higher ridership, the following
analytical method is used:
•
For ridership:
o Using APC data, identify the total inbound boardings and outbound
alightings 7 that occur on the outer segment. Add these two numbers
together to get the total ridership that makes some use of the outer
segment.
o Subtract this number from the total line ridership to get boardings
assignable entirely to the inner frequent segment.
•
For cost drivers such as vehicle hours or revenue hours:
o Using a costing tool such as Transitmix.net, estimate the cost of
operating the frequent inner segment alone, excluding the outer
segment.
o Assign that cost to the inner segment. Assign the difference between
that cost and the line’s full cost to the outer segment.
7
This method counts each trip once and does not double-count trips that are entirely within the outer
segment. If there are difficulties with counting alightings, simply count the total inbound boardings and
double, presuming most trips are round trips, to capture the trips alighting in the segment.
4-27
It is not necessary that this calculation be calibrated to actual costs, so long as the
percentage split emerging from the analysis is correct. Several other input versus
output metrics can be counted in similar ways.
4.5.4 Alignment of Categories with Service Purpose
The Board approved guidelines for allocating 70% of resources to ridership
service and 30% to coverage service requires a method of assigning routes to
one of the two categories. Assigning a route of one of the two purposes is
straightforward except in the case of 30-minute service.
The following methodology is proposed to be used:
•
Frequent lines are ridership justified. The expensive concentration of
resources on certain streets is an inefficient way to provide coverage but
seems to be essential for the best ridership outcomes, as demonstrated
by the high performance of frequent lines in the existing network.
•
Hourly lines are coverage justified. This minimal level of service
generates poor productivity wherever it is operated. Instead, the purpose
of this level of service is about extending a basic level of access to as
many people or jobs as possible. This implies spreading resources thinly
across a large area, which is the coverage goal.
•
Express lines are coverage justified because, currently, the Columbus
area lacks the traffic congestion, downtown-parking costs and other
disincentives to driving that would motivate nine-to-five long-distance
commuters to seek alternatives to driving in large numbers. This may
change over time and it is possible that a ridership-justified express
service could emerge in the future.
•
Half-hourly lines may have a mixture of both purposes. Segments may
be:
o Ridership-justified, because they are top performers in the half-hourly
category and ready for promotion to frequent service as soon as
resources permit; or
o Coverage-justified, if the necessary conditions for very high ridership
are not present, but ridership is still high enough to justify the
frequency. Typically, this means that the line is unlikely to graduate
into the Frequent Network, but is more productive than it would be if
the service were cut to hourly.
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4.5.5 Structure of Standards
Table 4-9 presents the recommended standards to adopt following full
implantation of the TSR recommendations (May 2017). The specific thresholds of
each standard were estimated by the consultants and subject to revision. The
rows of the table represent the main service types with a note as to their purpose.
Since frequent services are ridership-justified and hourly services are coveragejustified, the standards for these represent a recommended approach to
evaluating these services against their purposes.
Table 4-9 Proposed Standards
For the 30-minute category, it is recommended that lines be evaluated against a
standard that is partway along the range between the two extremes.
The columns of the table are organized by the type of standard – i.e. what kind of
performance is to be measured. The table sorts standards into three very
different kinds:
•
Defining Features are part of the definition of a category. If a service does
not have these features, it should not be in this category.
4-29
•
Input Targets. These describe features of the transit product to be
provided.
•
Output Targets. These describe outcomes of the product, including
ridership (and related measures) as well as coverage (and related
measures).
It is the output targets that are the ultimate measure of transit’s success. Input
targets are designed to encourage the creation of a network that will deliver on the
output targets, but if the two kinds of target fall out of alignment, the input targets
must be refined to better deliver the outputs. However, the proposed input targets
do reflect significant professional experience, including the lessons of COTA’s
own existing ridership patterns, regarding how inputs are likely to correspond to
outputs, especially ridership or productivity outputs.
Defining Features: Frequency
All-Day frequency is the single most important defining standard. All-day means
“throughout both peaks, the daytime period between them, and into the early
evening.” Span standards below clarify this range.
Defining Features: Span
The TSR recommends matching the span to the frequency categories and
purpose. Using this system, the justification for a long span is much higher for
ridership-justified services than for the coverage-justified.
Weekend span is proposed to be increased. Riders who rely on transit tend to
have work and errand commitments seven days a week. To reflect these
realities, the proposed network extends minimum spans on ridership-justified
services to 18 hours weekday, 17 Saturday, and 15 Sunday. Coverage services,
whose purpose is more “lifeline”, tolerate a shorter minimum span but still a longer
one than is used today: a span of 14 hours, 7 days a week is recommended.
Defining Features: Stop Spacing
COTA has existing Board Adopted bus stop guidelines. This section presents
recommendations for how these guidelines could be updated once the proposed
network is fully implemented. COTA will consider the recommended spacing to
determine if a change is warranted in the current guidelines.
4-30
Closely-spaced stops make it easier to access a service but make that service
less attractive to riders, because it runs more slowly and often less reliably. When
planning for high ridership it is important to encourage customers to gather at the
fewest possible, stops to reduce the total time used to accelerate and decelerate
at each stop per bus.
For the local-serving lines (Frequent, 30-min, hourly) stop spacing should be set
according to the following principles:
•
Frequent Network stop spacing can be up to 1/4 mile and should not be
less than 800 feet, because the heavy ridership and high level of
investment by COTA both require that these lines move expeditiously.
Stop spacing up to 1/4 mile is increasingly accepted for high-frequency
services when accompanied with appropriate amenities.
•
Spacing on hourly coverage lines can be much closer, because these lowridership services rarely stop at every stop. Stop spacing thus has less of
an impact on speed and reliability than it does on frequent services.
•
Regardless of spacing standard, stops for service in opposite directions
should not be placed where it is not safe for an able-bodied person to
cross the street in most traffic conditions.
•
As a line approaches a low-ridership endpoint, fewer passengers are
trying to ride through a stop and the likelihood of the bus stopping at every
stop is lower. In this case, stop spacing can be closer but should still not
exceed the indicated minimum.
Input Target: Reliability and On-time Performance
The proposed on-time performance standard is constant across all of the all-day
service types and similar to the current standards. Under normal conditions, the
Frequent Network is likely to experience the greatest delays, and it will be
tempting to set lower standards for it. However, it also carries the most people, so
its delay counts most heavily in determining the customer experience of service.
For this reason, a strong commitment to on-time performance on the Frequent
Network is essential.
Input Target: Amenity
Signage and information systems should convey the categories of service as
useful information for the public.
4-31
Beyond this, all infrastructure investment should be guided by trying to improve
the customer experience of the greatest possible number of people. This means
that stop amenities should be keyed to the number of boardings at that stop,
though higher amenity may be appropriate in a developing area where much
higher ridership is expected at build-out.
In general, the busiest stops will be on the Frequent Network, so these will be
where the overall benefit of amenities is greatest. Some downtown and park-andride stops on the Express network may also justify amenities based on brief peaks
of demand.
Input Target: Loading
The existing standard of 120% maximum seated load, which generally reflects a
comfortable standing load, is retained, with 100% for express services.
Output Target: Ridership
The ridership measure that matters most is productivity. Productivity is typically
measured as boardings per revenue hour of service. Where fares are constant
across the network, farebox recovery tracks with productivity, so managing for
one outcome effectively manages for the other.
The productivity standards shown here are not acceptable minimums, but rather
an acceptable average across all lines in the category. On any one route,
productivity less than 2/3 of this average should be considered cause for review.
This approach is especially important for the Frequent Network because it is a
network. Relying too narrowly on line-by-line evaluation can miss the strong level
of interdependence.
The justification for the recommended targets is as follows:
•
Frequent Network’s target of 28 boardings/revenue hour is slightly below
the current performance of the three existing Frequent routes (1, 2, and
10). The recommended network improves service even on these corridors
and reduces duplicative services, so productivity on these corridors is
likely to rise. However, the dramatic expansion of the Frequent Network
under the plan may reduce productivity slightly as other corridors are
introduced into the network.
•
The 30-minute network’s target of 17 boardings/revenue hour matches
current average performance of 17.5. Some loss of productivity in this
4-32
layer should be expected as the most productive 30-minute segments are
promoted out of this category and into the Frequent Network under the
plan. On the other hand, the reduction of duplication should have an
upward impact on ridership.
•
The hourly network’s target of 10 boardings/revenue hour is below existing
performance of 12.9 boardings/hour; again, because some of the stronger
services are being promoted while new outer-suburban coverage is being
added in this category. Since all hourly services are justified by coverage,
the coverage standard takes precedence over the ridership standard
because coverage, not ridership, is the purpose of these services.
•
The Express network’s standard of 15 boardings/vehicle hour is above the
current performance. The Express network is considerably streamlined
under the plan and an increase in ridership is expected to occur.
For the Express network, it is important to set the standard in terms of total
vehicle hours, not revenue hours. The difference is deadhead time – time spent
traveling out of service, typically between the operating base and the point where
the bus enters or leaves the line. Reporting boardings/revenue hour therefore
conceals the real cost of one-way express services, artificially inflating their
performance. For this reason, targets for express services should be expressed
as boardings / total vehicle hour. For other services, revenue hours are
acceptable because the difference ratio of revenue hours to vehicle hours is
roughly constant.
Output Target: Coverage
The primary outcome of coverage service is a basic level of access to as many
people and jobs as possible. The measure of this outcome is the percentage of
the COTA service area’s residents and jobs that are within a fixed access
distance of service. A typical coverage standard takes the form:
__ % of population and jobs will be within ___ (distance) of service.
The coverage analysis will need to be periodically updated as development
patterns change.
A 1/4 mile air distance is used as the standard distance. The use of air distances
is a problematic approximation, because the actual walkability of communities
varies widely across the region. A coverage standard that reflected actual
customer experience would be preferred if sidewalk location data is available.
4-33
4.5.6 Monitoring Service and Addressing Deficiency
The role of service standards is to provide measurable benchmarks against which
performance can be monitored. The standards provide a clear signal when some
aspect of performance is unacceptable. That signal should trigger an evaluation
of the problem and a plan of action for resolving it.
The frequency and nature of monitoring varies by the type of standard:
•
Frequency, Span, Stop Spacing, and Coverage are the outcome of
planning activities and can be verified for compliance with the standards at
the time a plan is proposed and adopted. Systemwide coverage should
also be reviewed whenever updated population and jobs data is available,
to observe whether coverage rates have changed due to shifts in
population and job locations even as the system has remained static.
•
On-Time Performance is available on at least a monthly basis. These
standards should be achievable on average over each month, though
exceptions may be made for long periods of severe weather. On-time
performance problems should be addressed as quickly as possible.
•
Productivity should be achieved as an annual average including a
complete cycle of seasons. Any new service or network element should
be allowed to run an entire year before judgments are made about
inadequate productivity of certain segments. Appropriate marketing –
especially distinctive branding and marketing of the Frequent Network – is
a key precondition for success at that layer.
The following guidelines apply to the monitoring of standards:
•
Productivity outcomes are the result of an entire network layer of a given
frequency. Thus, the standard presented in the table is the average
across the entire layer that should be achieved, while a deficiency for a
single line is identified only when that line drops below two thirds of that
standard. This is important to ensure that the interdependence of
elements of a network is recognized when a line is declared deficient.
•
Productivity standards are segment-based, so they will require segmentlevel assessment of ridership.
•
To capture the interdependence of Frequent lines, any low-performing
Frequent line should be analyzed as follows before considering reducing
its frequency:
o Does the line have an inner segment which connects with other
Frequent lines and outer segments that do not?
4-34
If so, look at the productivity of these outer segments in isolation to see
if these are the cause of poor performance.
If so, the segmentation of the line can be revised and the outer
segment demoted to a lower frequency and service category.
o Does the line show strong evidence of high transfer volumes at key
Frequent network intersections?
If so, assume that any service reduction will cause ridership drops not
just on the line under study but also on the intersecting line.
•
On-Time performance should be reviewed on the route level based on
monthly reports. It is usually possible to determine whether a delay
problem correlates with a particular route segment, a particular time of
day, a particular operator, or a particular vehicle type. The appropriate
action will depend on this analysis.
Updating Service Purposes as Networks and Performance Change
In the service standards Table 4-9, the purpose column indicates the intention
behind each kind of service: ridership or coverage.
In the future, it will be necessary to update this evaluation as ridership evolves.
This updating is not necessary for monitoring the service standards, since halfhourly services have their own standards that reflect their mixed purpose, but it is
necessary to determine whether the overall split of the budget between ridership
and coverage matches the adopted policy.
The primary challenge is the 30-minute category. Frequent services are all
ridership-justified. Hourly services are all, by definition, coverage services.
Express services should be presumed to be coverage services until such time as
they begin to perform in a range where – measured in boardings / vehicle hour –
they begin to match the performance of the Frequent Network. At that point, a
category of ridership-justified Express services can be created.
When determining the purpose of a half-hourly service, the following
considerations can be used.
•
If the segment’s productivity is in the range of Frequent Network services,
then it is a ridership service.
•
If the segment’s productivity, compared to that of the total network, is
below the percentile defined by the percentage of the network devoted to
4-35
coverage, then it is a coverage service. For example, the current
allocation assigns 30% of service to the coverage goal, so if the
productivity of the route is in the bottom 30% systemwide, it can be
assigned to that coverage goal.
•
If ridership is clearly very different on one part of a segment than another,
divide the segment into smaller segments and assign purpose separately
and see if this produces segments satisfying the above criteria.
In certain cases:
•
If there are clear reasons to expect ridership to dramatically improve soon,
such as imminent development or redevelopment, provisionally assign the
line to the ridership purpose. Any such imminent improvement should be
an improvement in one or more of the necessary features for ridership that
arise from the built form: density, walkability, linearity, and continuity.
•
If the built environment is mostly unfavorable to transit (in terms of
generally low density, walkability, linearity, and continuity) and shows little
sign of changing for the better, assign the line to the coverage purpose.
There is no way to completely remove professional judgment from the process of
inferring intentions from services, which is why the allocation of service between
ridership and coverage is a guideline. Allocating service to one of the purposes
may change during re-evaluation processes.
Reviewing 30-minute Purpose Ranking
When a 30-minute segment is assigned to a ridership or coverage purpose, it
should be reviewed in the following terms:
•
Half-hourly segments categorized as ridership may be in line for promotion
to the Frequent Network as resources permit. However, there may be
cases – such as segments driven by a strongly daytime-only or peak
demand – where the service may stabilize at 30-minute base frequency as
optimal for maximum productivity, and continue to satisfy the standard for
a ridership-justified line (i.e. the Frequent Network standard).
•
In this case, service should be reviewed by whether its frequency is
deserved, as opposed to the hourly frequency that is typical of coverage
service. There may be extenuating circumstances; for example, in some
cases, no resources may be saved by reducing the frequency, or the
frequency may be created by hourly branches further out that cannot be
cut further.
4-36
4.5.7 COTA Evaluation of TSR Service Standards Recommendations
As mentioned above, COTA will evaluate the proposed standards and method of
allocating purpose prior to implementation in May 2017. Standards may change
based on changes to the proposed bus network in Section 6.
The Short-Range Transit Plan will be updated in 2017 with the finalized
standards.
4.6
Bus Stop Design Guide
4.6.1 Purpose
This COTA Bus Stop Design Guide manual is intended to act as both an internal
resource for COTA and as guidance for municipalities and developers to create
and review development proposals to ensure that they are consistent with COTA
standards and guidelines for providing adequate accessibility and amenities at
bus stops. The manual is available for review and download at www.COTA.com.
In general, COTA is solely responsible for the siting and installation of new bus
stops, whether those stops are simply a signpost in the ground, a passenger
shelter, or a transit hub with enhanced passenger amenities. COTA staff provides
initial recommendations regarding where bus stops will be placed and what
amenities, if any, will be installed. COTA then works with the appropriate
jurisdiction to obtain permits for the installation of the bus stop and determine the
final location. If COTA constructs concrete passenger pads or shelters at a bus
stop, it is responsible for ensuring that the bus stop meets all federal, state, and
local regulations, including those associated with the Americans with Disabilities
Act (ADA).
While it is COTA’s role to provide public transit service in the central Ohio region
and to install bus stops, in general it is the role of municipalities and developers to
provide infrastructure for pedestrians, motorists, and bicyclists to access that
transit service. Thus, when new development or redevelopment occurs at or near
an existing COTA bus stop location, it is the developer’s (or municipality’s)
responsibility to ensure that the bus stop can be adequately served by COTA’s
transit vehicles and easily accessed by transit customers. Adherence to the
Americans with Disabilities Act (ADA) guidelines as well as applicable roadway
design standards are important to providing access to transit.
4-37
COTA encourages developers to take existing and proposed bus stops into
account from the beginning of the planning and design processes. Developers
and local officials should seek the guidance of COTA staff in making design
decisions on development and local infrastructure that affects transit stops.
Please note, however, that it is the responsibility of the developer to ensure that
all construction and design regulations are met, particularly when they are more
stringent than COTA guidelines.
4.6.2 Goals
These guidelines will help COTA, developers, and municipalities meet the needs
of the community by pursuing the following goals:
•
Bus stops should be placed in convenient locations that do not
compromise the safety of customers, pedestrians, bicyclists, or vehicles.
•
Bus stops should be spaced to maximize the efficient operation of transit
service while not requiring riders to walk excessive distances (i.e. greater
than one half mile) to the nearest bus stop.
•
Bus stops should be clearly and consistently identifiable with up-to-date
information for riders about services at the bus stop.
•
Bus stops should have appropriate amenities based on the usage of that
stop and the surrounding land use.
•
Where reasonable, bus stops should be accessible. Americans with
Disabilities Act (ADA) considerations will be given top priority in the siting
and design of new and existing bus stops.
•
Bus stops should be well-maintained and free of trash and vandalism.
•
Facilities surrounding bus stops such as roadways and pedestrian
amenities should be transit-supportive and designed according to sound
engineering practices.
COTA should solicit community input for all major bus stop changes and respond
promptly to inquiries and complaints from customers and bus stop neighbors.
4-38
4.7
Bus Stop Spacing Guidelines
Bus stops should be spaced to balance the need for a quick in-vehicle travel time
with considerations of the distance customers must travel to access the bus stop.
When stops are spaced closely together, customers have convenient access as
they are likely traveling a short distance to the nearest bus stop. However, closely
spaced stops are likely to result in a longer ride for customers because of the
number of times the bus needs to decelerate, come to a complete stop, and then
accelerate and re-merge into traffic. Having fewer stops along a bus route will
inconvenience some customers who will be required to travel further to the
nearest stop, especially if they have a mobility limitation. At the same time,
having a greater distance between bus stops benefits passengers by reducing the
in-vehicle travel time and benefits the transit agency through reduced
maintenance costs of underutilized bus stops. Therefore, optimally spacing bus
stops can have positive impacts on the quality of service as well as operational
effectiveness and efficiency.
COTA developed new bus stop spacing guidelines in 2009 (Table 4-10). The
guidelines were developed based on the review of research studies on the optimal
spacing of bus stops, existing bus stop spacing standards at other transit
agencies, and feedback from the public, municipalities, and other stakeholders.
Table 4-10 Bus Stop Spacing Guidelines
Density
High Density, CBD, Shopping
(>20 persons/acre)
Fully developed residential area
(10 – 20 persons/acre)
Low density residential
Rural (or Express Bus Service)
Bus Stop Spacing Range
500 – 700 ft.
700 – 850 ft.
850 – 1200 ft.
1200+ ft.
These are general guidelines and the actual placement of bus stops is influenced
by additional factors. When placing new bus stops or analyzing existing stop
spacing, COTA examines the following criteria:
•
Ridership – COTA will prioritize removing stops with low ridership rather
than stops with very high ridership, which may result in uneven spacing on
portions of the lines, if for example two very high ridership stops exist in
close proximity to each other;
4-39
4.8
•
Crosswalks- COTA will prioritize placing new stops at intersections with
safe crosswalks to discourage unsafe pedestrian crossings, which may
result in uneven stop spacing on portions of the lines;
•
Accessibility – COTA may choose not to place or to remove stops along
unsafe roadways with no pedestrian amenities, even if the spacing
guidelines call for more closely spaced stops;
•
Special Populations – COTA may place stops more closely together if the
stops are in close proximity to concentrations of people with mobility
limitations, elderly populations, or medical facilities;
•
Nearby Destinations – COTA may place stops more closely than the
guidelines call for if there are major trip-generating destinations such as
employment centers; and
•
Transfer Opportunities – COTA may place stops more closely together
than recommended if it is necessary to do so in order to make transfers
possible between multiple lines.
Bus Stop Inventory and ADA Improvements
The bus stop is the building block of COTA’s transit system and is the primary
location where passengers interact with the transit service. Thus, it is important
that COTA has an accurate and detailed dataset regarding the physical and
service-related attributes of each bus stop in the system. COTA staff began a
detailed inventory of all 4,000 bus stops in late 2012. Bus stops are being
inventoried with a handheld computer device that can collect several attributes of
each bus stop (such as the presence of shelters and sidewalks) as well as GPS
location and photographs.
One of the major goals of this bus stop inventory is to take stock of the pedestrian
accessibility to each of COTA’s bus stops, with particular attention paid to
accessibility for persons with limited mobility and adherence to the standards put
forth by the Americans with Disabilities Act (ADA). With the accessibility
information gathered during the bus stop inventory process, COTA’s long-term
goal is to regularly pursue funding opportunities to improve bus stops and
increase accessibility.
As a first step towards this goal, in 2012 COTA partnered with the City of
Columbus’ now-dissolved Division of Mobility Options to apply for a Federal
Transit Administration (FTA) grant to build sidewalk connections to important bus
stops. COTA used several sources of data to identify bus stops without sidewalk
4-40
connections that persons with disabilities were likely to use. The joint grant
application submitted by the MORPC recommended that the FTA grant the full
funding amount of $638,194 to the City of Columbus and COTA. COTA plans to
continue pursuing similar funding opportunities in future years in order to improve
accessibility to bus stops throughout the service area.
4.9
Title VI Adherence and Environmental Justice
In addition to the previously discussed evaluation procedures, COTA's planning
process is sensitive to the needs of minority communities. As a federally funded
and regulated transit provider through the FTA, COTA has a responsibility to
adhere to the objectives of Title VI of the Civil Rights Act of 1964 as well as the
policies set forth in the Executive Order on Federal Actions to Address
Environmental Justice in Minority Populations and Low-Income Populations
(1994).
Title VI
The objectives of the FTA Title VI program are as follows:
•
To ensure FTA-assisted benefits and related services are equitably
distributed without regard to race, color or national origin;
•
To ensure that both the level and quality of transit services provide equal
access and mobility for any person without regard to race, color or
national origin;
•
To prevent the denial, reduction, or delay in benefits related to programs
and activities that benefit minority populations or low-income populations;
•
To ensure that access to the planning and decision-making process is
open and provided without regard to race, color or national origin;
•
To ensure that decisions on the location of transit facilities and services
are made without regard to race, color or national origin; and
•
To ensure meaningful access to programs and activities by persons with
limited English proficiency.
These objectives are the basis for the implementation of the FTA Title VI program.
To comply with these objectives, COTA has adopted the suggested methodology
and framework set forth in the Title VI reporting guidelines (FTA Circular 4702.1B)
for compliance assessment.
4-41
By using this methodology, COTA will monitor and compare performance of all its
routes based on level of service and quality of service criteria. To facilitate this
evaluation, COTA will continue to collect data relating to its service standards,
such as load factor, vehicle assignment, frequency, and on-time performance.
These analyses will be conducted on a route-by-route basis each service change
period, thus enabling a system-wide evaluation. Where a variance exists, these
findings will be used to modify service delivery in order to comply with the Title VI
program’s stated objectives.
In 2013, COTA submitted a new Title VI triennial report to FTA, which
documented the results of this methodology and showed COTA’s compliance with
the Title VI regulations during years 2010-2013.
Environmental Justice (EJ)
Although no formal report is required, FTA requires transit providers to incorporate
environmental justice and non-discrimination principles into transportation
planning and decision-making processes as well as environmental review for
specific projects. The two primary classes considered are minorities and lowincome populations.
Three main principles guide the EJ process:
•
To avoid, minimize, or mitigate disproportionately high and adverse
human health and environmental effects, including social and economic
effects, on minority populations and low-income populations;
•
To ensure the full and fair participation by all potentially affected
communities in the transportation decision-making process; and
•
To prevent the denial of, reduction in, or significant delay in the receipt of
benefits by minority and low-income populations.
EJ policy requires analysis of transit activities if a low-income and/or minority
population is impacted by such activities. The analysis compares the impacts of
low-income and minority populations to those of non-low-income and non-minority
populations. COTA reviews the results of the analysis to guide decision makers in
choosing alternative actions that reduce the difference in impacts between lowincome and minority populations and non-low-income and non-minority
populations.
4-42
5 – Planned Service Changes
5
Current Fixed-Route Service
5.1
Current COTA System
COTA’s public transit services are
provided via two primary service
operations: fixed-route service and
paratransit service. The following
information describes in greater detail the
important role each of these programs
serves in providing transit service to
central Ohio residents.
Figure 5-1 Fixed-Route Bus
5.1.1 Fixed-Route Service
The backbone of COTA’s public transit system is fixed-route bus service.
Service is provided on a repetitive, fixed-schedule basis along specific
streets, with vehicles stopping to pick up passengers at, and deliver
passengers to, specific locations. COTA currently operates four types of
fixed-route service and may add two additional types in the future:
Current Fixed-route Service Types
Local:
Service, which operates primarily on arterial streets and
connects to the Downtown Central Business District.
Local service makes all stops along the route, with
spacing between stops based on COTA’s bus stop
spacing standards.
Crosstown: Non-radial service that does not enter the Downtown
Central Business District. Crosstown service makes all
stops along the route, with spacing between stops
based on COTA’s bus stop spacing standards.
Express:
Service that operates at peak periods between an
outlying origin point and either the Downtown Central
Business District or other major employment centers.
Reverse-Commute Express Service generally operates
at peak periods and usually originates at the Downtown
Central Business District and has a final destination at
an outlying employment center.
5-1
LINK:
Service confined to a specific locale, such as a
downtown or neighborhood, with connections to major
traffic corridors and/or transfer points.
Potential Future Services
Limited-Stop:
Service operates along major transit corridors with
stops only at major transfer points and destinations.
Limited-stop service operates at a lower frequency
and span of service than Local service, but provides
reduced travel times between major destinations.
Bus Rapid Transit (BRT):
A form of limited-stop service that incorporates higher
service frequency. BRT service provides the use of
technologies to increase speed of service such as
traffic signal priority and off-board payment options.
BRT also offers unique route branding and increased
passenger amenities.
A timed-transfer system goes into effect at 10:00 p.m. on weekdays
allowing passengers to conveniently transfer in the downtown.
Currently, the final transfer trip from the downtown is 12:00 a.m. on
weekdays, 12:00 a.m. on Saturdays, and 9:00 p.m. on Sundays.
COTA offers a late-night line that serves major destinations. Line 21
Night Owl provides late-night service on Thursday, Friday, and Saturday,
between Downtown, the Arena District, Short North, OSU, and the Park
of Roses along North High Street from 7:00 p.m. to 2:45 a.m.
Table 5-1 summarizes the COTA fixed-route service by day of week and
time of day. Maps of the entire COTA system, as well as evening,
Saturday and Sunday service follow the Existing Service table. COTA’s
current passenger fare structure is included in Table 5-2.
5-2
Table 5-1 Existing COTA Service as of January 2015
Route
LOCALS
#1 Cleveland/Livingston
#2 E. Main/N. High
#3 W. Mound
#3 Northwest Blvd.
#4 Indianola/Parsons
#5 W. Fifth Ave.
#6 Sullivant/Mt. Vernon
#7 Neil/Whittier
#8 Hamilton/Frebis
#9 Leonard/Brentnell
#10 E. Broad/W. Broad
#11 Oak/Bryden/St.Clair
#12 McKinley/Fields
#13 US 33/Watermark
#14 Harmon/Greenlawn
#15 Grove City
#16 E. Long /S. High
#18 Kenny
#19 Arlington/Grandview
#21 Night Owl
(*Thursday, Friday, and Saturday only)
EXPRESS
#27 Brooksedge (Reverse)
#29 Polaris (Reverse)
#30 Smoky Row
#31 Worthington
#32 Crosswoods
#33 North Central
#34 Karl
#35 Tamarack
#36 Annehurst
#37 Westerville
#38 Easton
#39 New Albany
#40 New Albany Business Park
(Reverse)
#41 Gahanna
#43 E. Broad
#44 N. Reynoldsburg
#45 Reynoldsburg
AM
Weekday
MID
PM
Evening
Saturday
Sunday &
Holiday
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
No
No
x
x
x
No
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
No
No
No
x
x
No
x
x
x
x
x
x
x
x
x
x
x
x
x
No
No
x
x
x
No
x
x
x
No
x
x
x
x
x
x
x
x
x
No
No
x
x
x
No
No
No
No
x*
x
No
x
x
x
x
x
x
x
x
x
x
x
x
No
No
No
No
No
No
No
No
No
No
No
No
x
x
x
x
x
x
x
x
x
x
x
x
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
x
No
x
No
No
No
x
x
x
x
No
No
No
No
x
x
x
x
No
No
No
No
No
No
No
No
No
No
No
No
5-3
Route
EXPRESS (continued)
#46 Eastland
#47 Brice
#48 Eastgreen (Reverse)
#49 Southeast
#52 OSU/Airport
AM
#53 Lincoln Village
#54 London-Groveport (Reverse)
#55 Gender
#56 Tuttle (Reverse)
#57 Hilliard
#58 Dublin
#59 Dublin/Metro (Reverse)
#60 Arlington
#61 Kenny
#64 Grove City
#65 Southpark (Reverse)
#66 Hilliard/OSU
#67 East Hilliard
#68 Hilliard/Westbelt (Reverse)
CROSSTOWNS
#80 OSU/Lennox
#81 Hudson/Ohio
#82 Grandview/OSU
#83 Oakland/Weber
#84 Hilliard/Arlington/OSU
#87 Cassady
#89 Hamilton Rd
#92 James/Stelzer
#95 Morse/Henderson
#96 5th Ave.
#118 Sawmill
CBUS Link
#70 CBUS Link
(operates at beginning and end of OSU
academic quarters)
Weekday
MID
PM
Evening
Saturday
Sunday &
Holiday
x
x
x
x
No
No
No
No
x
x
x
x
No
No
No
No
No
No
No
No
No
No
No
No
x
x
x
x
x
x
x
No
x
x
x
x
x
x
x
x
x
x
x
x
No
x
No
No
No
No
No
No
No
No
No
No
No
No
x
x
x
x
x
x
x
x
x
x
x
x
x
x
No
x
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
No
x
x
x
x
x
x
x
x
x
x
No
x
x
x
x
x
x
x
x
x
x
x
x
No
x
No
x
x
x
x
No
No
x
x
No
No
No
No
x
x
x
No
No
x
x
x
x
x
x
5-4
Table 5-2 COTA Fare Structure Effective January 1, 2012
CASH FARES
Local, Crosstown
Express
COTA LINK
Transfers (valid for 2 hours)
$2.00¹
$2.75
$1.00¹
FREE¹
PASSES
1-Day Pass
Adult
Reduced Fare
Agency
$4.50⁴
$2.25⁵
$4.00
7-Day Pass
$25.00⁴
31-Day Pass
Local
Express
Discount Fare
(Senior Discount with Key ID Card and children 48”
tall to 12 years of age)
Mainstream
$62.00²
$85.00
$31.00
$105.00³
SPECIAL REDUCED FARES (For Fixed-Route Service)
Senior Discount/Key Card
Senior Discount/Key Card COTA LINK
ADA Card
Children 48” tall and over through 12 years of age
Children under 48” tall
(Limit 3 with an adult family member)
$1.00
$0.50⁶
FREE
$1.00
FREE
PROJECT MAINSTREAM
ADA trip
Non ADA trip
$3.50
$5.00
¹In addition to a transfer ticket, an additional $0.75 is required when transferring from Local or Crosstown to Express
service. Senior and Key cardholders do not pay upcharge for Express lines
²An additional $0.75 upcharge when used on Express routes.
³An additional $1.50 upcharge required for non-ADA trips.
⁴An additional $0.75 is required on Express routes.
⁵Senior ID Card, Key Card, Children 48”+ tall through 12 years of age.
⁶ An additional $0.50 upcharge when transferring to Local or Express routes.
5-5
5.2
Key Operating Statistics
COTA provides the Federal Transit Administration (FTA) with financial and
operating statistics on a yearly basis. The annual National Transit Database
Report summarizes this data. Key operating statistics from COTA’s unaudited
2013 National Transit Database Report are found in Appendix A.
5.3
Rider Characteristics
During the spring and fall of 2013, an on-board passenger survey was conducted
on all COTA routes. The survey was conducted in cooperation with MORPC, the
region’s metropolitan planning organization, ODOT, the Federal Transit
Administration (FTA), and the Ohio State University. The purpose of the survey
was to capture accurate and reliable travel patterns and socio-demographic
characteristics of the community’s transit passengers. The details obtained
through the use of the survey are being utilized to help update MORPC’s regional
transportation model, and to assist with future transit planning and marketing
efforts.
Among other important data derived from the 2013 survey, key findings included:
Over half of all riders are under 35 years of age (55%). Express bus riders are more
likely to be between 35 and 64 years of age (67%);
What is your age?
5-6
71% of rider households have an annual income of less than $25,000; while
81% of express riders have an annual income greater than $25,000;
Total Annual Household Income
70% of riders are employed;
Employment Status?
5-7
About 61% of all riders are transit-dependent;
How many cars, trucks, etc. are available to your household?
53% of riders are African-Americans, 41% are White/Caucasians;
What is your race/ethnicity?
5-8
25% make at least one transfer to complete a one-way trip; and
Number of transfers during a one-way trip
51% of trips are work related.
Trip purpose?
5-9
6 – Planned Fixed-Route System
6
Planned Fixed-Route System
COTA will continue to make significant improvements to the bus network through May
2017. These planned improvements are based on recommendations from the Transit
System Review (TSR), a yearlong study of COTA’s bus network led by a consultant
team, IBI Group Inc., and completed in October 2014. (See Section 4.5) The
recommendations in the TSR were developed with input collected through substantial
public outreach, including public meetings, focus groups, an advisory committee, COTA
Board of Trustees, an online survey, and social media. The plan can be found on
COTA’s website at www.cota.com/tsr.
The proposed bus network in the TSR forms the foundation of the planned service
changes found in this SRTP (See Figure 6.1). The planned service changes will
substantially improve the bus network, including the following:
•
10% increase in ridership after two years of implementation;
•
Twice as many high frequency lines with 15 minute or better service, all
day, seven days a week, growing from six to twelve;
•
A grid-like system to reduce the need to travel Downtown for transfers;
•
Major expansion of weekend service, reflecting the all-week nature of
retail and service employment;
•
New connections to suburbs and job centers seven days a week (such as
Polaris, Rickenbacker and New Albany);
•
Clock-face frequency, meaning the bus will come every 15 (or less), 30 or
60 minutes;
•
Alignments are easier to understand with fewer deviations and straighter
alignments;
•
More trips per express line, but fewer express routes overall; and
•
Better use of capital resources.
•
More use of Easton Transit Center as a major transfer location;
•
More use of COTA’s downtown transit terminals;
•
Fewer buses in the fleet, but same amount of service;
Reduce need for future additional storage and maintenance facilities.
6-1
Figure 6-1 SRTP Proposed Network Midday Frequency
6-2
To guide the creation and implementation of the proposed network, the consultant team
recommended that COTA adopt a policy as to how to allocate its bus service. COTA is
often asked to provide both high-ridership, efficient service in busy corridors, such as
High Street, and coverage service to regionally important locations, such as job centers
and low-income neighborhoods in less dense areas, that generate low-ridership.
As such, the proposed network allocates approximately 70% of bus service to
high-ridership service and 30% to coverage service, mirroring the current network. This
allocation policy will be used when modifying or expanding the bus network following full
implementation of the TSR recommendations scheduled for May 2017.
6.1
Service Investment Strategy
In November 2014, COTA’s Board of Trustees adopted the recommendation
service allocation policy, directing staff to invest approximately 70% of bus service
into high-ridership lines and 30% into coverage lines, service in regionally
important areas that likely generate low-ridership. This policy is meant as a
guideline to be applied when the final implementation of the TSR is complete and
for all future changes to the bus network beyond that point. This strategy reflects
COTA’s current bus network, which also invests approximately 70% of service in
high-ridership lines and 30% in coverage.
High-ridership lines serve corridors such as N. High St., E. Broad St., W. Fifth
Ave., E. Main St., Cleveland Ave., and Livingston Ave. This service and the
surrounding corridor exhibit universal characteristics that generate high-ridership:
•
Walkability – Service is easy and safe to access, such as a prevalence of
sidewalks and pedestrian crossings;
•
Density – There are many people living and jobs located around the
service;
•
Linearity – Service can travel in a reasonably straight line that riders and
potential riders perceive as direct;
•
Continuity – The corridor service travels along has few gaps where there
are no potential riders, such as parking lots, vacant lots and rural green
space;
•
Uniqueness – Service does not overlap or compete with other service
within ¼ mi. unless the demand within the overlapping and competing
area is high.
6-3
Coverage lines serve areas that do not exhibit characteristics of high-ridership
service, but yet are important to serve. These areas include low-density suburban
communities, e.g., the Rickenbacker area, New Albany Business Park, HilliardRome Rd., and Polaris Fashion Place.
The methodology for determining if a service falls into the ridership or coverage
category is found in Section 4.5.
6.2
Developing the Proposed Bus Network
The process to complete the TSR was divided into three main phases with the
review completed in October 2014 (See Figure 6-2). In the first phase, the
consultant team assessed the current conditions of COTA’s bus network as well
as regional demographic information, such as population and job locations. The
assessment provided line-by-line narrative describing factors that contribute to the
performance of each line.
Using this information, in the second phase the consultant team led a three-day
workshop to develop three alternative transit networks. Each network
demonstrated what the bus network could look like if service was allocated in
different ways between high-ridership and coverage lines. The three alternatives
presented a bus system allocating 90% of service to high-ridership lines and 30%
to coverage, 50% to high-ridership lines and 50% to coverage and 70% to highridership lines and 30% to coverage. In January, a project advisory committee
comprised of business, social service and advocacy leaders from across central
Ohio and focus groups were formed to guide the project.
Figure 6-2 TSR Timeline
6-4
The three alternatives were presented to several public and stakeholders for
input. Five public meetings were held in March 2014 as well as a project advisory
committee meeting. The preferred alternative was the third that allocated 70% of
service to high-ridership lines and 30% to coverage, similar to COTA’s existing
system.
Guided by public and stakeholder input, a single, proposed bus network was
developed in the third phase. The consultant team led a workshop with staff and
a separate workshop with COTA’s Board of Trustees to create the proposed
network. In May and June of 2014, the network was taken back to the public,
advisory committee and focus groups. Comments received were incorporated
into refinement of the network.
In October 2014, a final report was delivered to COTA from the consultant team.
In November 2014, COTA’s Board of Trustees accepted the report, noting the
quality of work complete, but did not officially adopt the plans within. The intent is
to allow COTA staff to refine the proposed plans and present the refined plans to
the public for an additional opportunity to provide feedback.
6.3
Planned Implementation
COTA plans to implement the proposed network in two phases. Phase I will
implement changes that have relatively minor impacts on current riders and the
bus network during COTA’s service changes every January, May and September
between January 2015 and January 2017. Public meetings will be held to solicit
comments as per COTA’s service change practice.
The remainder of the changes not implemented in Phase I will be implemented in
Phase II, on May 1, 2017. Phase II will include those major realignments that are
too complex to integrate into a normal service change process, renumbering of
many lines, consolidation of duplicative service, discontinuation of service and
restructuring of express service. On-time performance and any other operational
issues identified after implementation will be adjusted in September 2017.
In the summer of 2015, COTA plans to hold public meetings regarding the
proposed network to finalize the plans. Additionally, an extensive outreach effort
will be developed to inform riders of final changes.
Additionally, Planning and Scheduling staff are working to make adjustments to
service based on a low projection of estimated service hours to implement the
plan provided by the project consultant.
6-5
6.3.1 Planned Park & Ride Changes
As part of the CMAX Cleveland Avenue Bus Rapid Transit project,
COTA plans to open a new transit center and Park & Ride near
Cleveland Avenue and SR-161 next to Meijer, and to move the Northern
Lights Park & Ride to a new location immediately north of its current
location.
In the southeast, COTA plans to move the current Canal Winchester
Park & Ride south on Gender Road to a newly constructed location at
Winchester Pike in 2016.
In the northwest, COTA plans to relocate the Dublin Dale Drive a Park &
Ride. The location has yet to be identified. COTA was approached by
City of Dublin Officials in late 2014 regarding the City’s Bridge Street
District development plans. The 1,100 acre mixed-use development,
commercial, housing, entertainment, civic and park amenities. The
development plans require use of COTA’s existing park and ride site. As
COTA desires to align its goals with those of local communities, efforts
continue to identify a new park and ride location that best serve our
customer’s mobility needs, while supporting Dublin’s efforts to attract
new businesses, jobs, residents, and visitors.
See Section 10.4 for additional details.
6-6
Figure 6-3 Current/Proposed High-Frequency Network
6-7
Figure 6-4 Proposed Express Network
6-8
Table 6-1 Proposed TSR Frequencies
TSR Proposed Local Frequencies
Route
#
Route Name
Frequency
Early
AM
(5:30am6:30am)
Frequency
AM
PEAK
(6:30am
9:00am)
MID
(9:00am4:00pm)
PM
(4:00pm7:00pm)
EVE
(7pm10:00pm
10
15
10
30
Segment
Type
Purpose
Trunk
Ridership
Trunk
Coverage
60
30
30
30
30
Late Night
(10:00pm1:00am)
Weekday
Span
(hours)
Sat
Base
Sat
Eve
Sun
Base
Sun
Eve
Sat/Sun
Span
(hours)
16
30
30
30
30
16/15
60
19.5
30
30
30
30
18/16
11
CMAX Cleveland
Avenue BRT
Cleveland
1
Kenny / Livingston
1
Livingston
Trunk
Ridership
30
10
15
10
15
30
19.5
15
15
15
15
18/16
Kenny
Trunk
Ridership
30
10
15
10
15
30
19.5
15
15
15
15
18/16
1a-Kenny - Dublin
Branch
Coverage
60
40
60
40
60
60
19.5
60
60
60
60
15/15
1b-Kenny - Hard Rd
Branch
Coverage
60
40
60
40
60
60
19.5
60
60
60
60
15/15
BRT
1
2
E Main / N High
2
N High
Trunk
Ridership
30
10
15
10
15
30
19.5
15
15
15
30
18/16
E Main
2b-East Main - County
Line
Trunk
Ridership
30
10
15
10
15
30
19.5
15
15
15
30
18/16
2
Branch
Ridership
60
20
30
20
60
60
19.5
30
30
30
30
18/16
2L
N High-Polaris Limited
Trunk
Ridership
30
30
30
30
30
30
19.5
30
30
30
30
18/16
3
Northwest Blvd / Parsons
3
Parsons
Trunk
Ridership
60
15
30
15
30
60
19.5
30
30
30
30
18/16
3
Northwest Blvd
Trunk
Ridership
60
15
30
15
30
60
19.5
30
30
30
60
18/16
4
Indianola / S High
6-9
Route
#
Route Name
Frequency
Segment
Type
Purpose
Early
AM
(5:30am6:30am)
Frequency
AM
PEAK
(6:30am
9:00am)
MID
(9:00am4:00pm)
PM
(4:00pm7:00pm)
EVE
(7pm10:00pm
Late Night
(10:00pm1:00am)
Weekday
Span
(hours)
Sat
Base
Sat
Eve
Sun
Base
Sun
Eve
Sat/Sun
Span
(hours)
4
Indianola
Trunk
Ridership
60
15
30
15
30
60
19.5
30
30
30
60
18/16
4
S High
Trunk
Ridership
60
15
30
15
30
60
19.5
30
30
30
60
18/16
5
W 5th Ave / Whittier
W 5th Ave
Trunk
Ridership
60
15
15
15
30
60
19.5
15
30
15
30
18/16
5a-W 5th Ave- Wilson
5b-W 5th Ave- Renner
P&R
Whittier
Branch
Coverage
60
60
60
60
60
60
19.5
60
60
60
60
18/16
Branch
Coverage
60
60
60
60
60
60
19.5
60
60
60
60
18/16
Trunk
Ridership
60
15
15
15
30
60
19.5
15
30
15
30
18/16
9a Whittier - Rickenbacker
9b Whittier - Gender Town
Center
Branch
Coverage
60
30
30
30
60
60
19.5
30
60
30
60
18/16
Branch
Coverage
60
30
30
30
60
60
19.5
30
60
30
60
18/16
Trunk
Ridership
30
15
15
15
15
30
19.5
15
15
15
15
18/16
6
Sullivant / Mt Vernon - E
5th Ave
Sullivant and Mt Vernon
(common segment of 6-15)
Sullivant
Trunk
Ridership
60
30
30
30
30
60
19.5
30
30
30
30
18/16
6
Mt Vernon - E 5th Ave
Trunk
Coverage
60
30
30
30
30
60
19.5
30
30
30
30
18/16
8
Karl
Trunk
Ridership
60
15
15
15
30
60
19.5
15
30
15
30
18/16
10
E Broad / W Broad
E Broad
10-East Broad - County
Line
Trunk
Ridership
30
10
12
10
15
30
19.5
12
15
12
15
18/16
10
Branch
Ridership
60
20
24
20
30
60
19.5
24
30
24
30
18/16
5
5
6
6
6-10
Route
#
Route Name
Frequency
Segment
Type
Purpose
Early
AM
(5:30am6:30am)
30
Frequency
AM
PEAK
(6:30am
9:00am)
MID
(9:00am4:00pm)
PM
(4:00pm7:00pm)
EVE
(7pm10:00pm
Late Night
(10:00pm1:00am)
Weekday
Span
(hours)
Sat
Base
Sat
Eve
Sun
Base
Sun
Eve
Sat/Sun
Span
(hours)
10
12
10
15
30
19.5
12
15
12
15
18/16
20
20
20
30
15
30
30
30
60
9
10
W Broad
Trunk
Ridership
12
McKinley/Fields
Trunk
Coverage
15
Grove City / Mt Vernon Stelzer
Grove City
Trunk
Coverage
60
30
30
30
30
60
19.5
30
30
30
30
18/16
15
Mt Vernon - Stelzer
Trunk
Coverage
60
30
30
30
30
60
19.5
30
30
30
30
18/16
17
Brentnell / W Mound
17
W Mound
Trunk
Coverage
60
30
60
30
60
60
19.5
60
60
60
60
15/15
17
Brentnell
Trunk
Coverage
60
30
60
30
60
60
19.5
60
60
60
60
15/15
18
Bryden / Joyce
18
Bryden
Trunk
Coverage
60
60
60
60
60
60
15.5
60
60
60
60
15/15
18
Joyce
Trunk
Coverage
60
60
60
60
60
60
15.5
60
60
60
60
15/15
Ohio
Trunk
Ridership
60
10
15
10
15
60
19.5
15
15
15
30
18/16
Branch
Ridership
60
20
30
20
30
60
19.5
30
30
30
30
18/16
15
80
80 Ohio Crosstown Fairwood Loop
85
Brice Rd
Trunk
Coverage
60
60
60
60
60
60
15.5
60
60
60
60
15/15
86
Hilliard-Rome Rd
Trunk
Coverage
60
60
60
60
60
60
15.5
60
60
60
60
15/15
6-11
Route
#
Route Name
Hamilton Rd
89
89 Hamilton Rd Rickenbacker
Frequency
Segment
Type
Purpose
Early
AM
(5:30am6:30am)
Trunk
Coverage
60
Select
Trips
Coverage
Frequency
AM
PEAK
(6:30am
9:00am)
MID
(9:00am4:00pm)
PM
(4:00pm7:00pm)
EVE
(7pm10:00pm
Late Night
(10:00pm1:00am)
Weekday
Span
(hours)
30
30
30
60
60
19.5
60
60
5.5
Sat
Base
Sat
Eve
Sun
Base
Sun
Eve
Sat/Sun
Span
(hours)
30
Wee
kday
Only
60
30
Wee
kday
Only
60
15/15
0
92
Stelzer
Trunk
Ridership
60
15
15
15
15
60
19.5
15
15
15
30
18/16
93
Hudson
Trunk
Ridership
60
15
30
15
60
60
19.5
30
60
30
60
18/16
Trunk
Ridership
60
15
30
15
30
60
19.5
30
30
30
30
15/15
94
N Broadway
94 North Broadway
Crosstown - Hilliard-Rome
Rd
Branch
Coverage
60
30
60
30
60
60
19.5
60
60
60
60
15/15
Morse
95 Morse Crosstown Tuttle
Trunk
Ridership
60
15
15
15
30
60
19.5
15
30
15
30
18/16
95
Branch
Ridership
60
30
30
30
60
60
19.5
30
60
30
60
18/16
96
Dublin-Granville
Trunk
Coverage
60
30
30
30
60
60
19.5
30
60
30
60
18/16
400
Airport
Trunk
Coverage
60
60
60
60
60
60
15.5
60
60
60
60
15/15
6-12
7 – COTA Fixed-Route Bus Fleet
Table 6-2 Existing Park and Ride Locations
Existing Map Site
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
Name / Date Effective
Berwick Plaza
2/24/1975
Broad & Southampton
1/1/1974
Cleveland & Mecca Loop
Crosswoods
7/14/1993
Delawanda
10/1/2003
Dublin Dale Dr.
1995
Eastland Mall
1/5/2009
Easton Transit
5/1/2002
Gender Rd.
1/4/2010
Great Southern
1974
Griggs Dam
12/18/1995
Grove City
9/17/1987
Hilliard Cemetery Rd.
9/2/1986
Hilliard United Methodist
Church
1/1/2008
Indianola & Morse
10/1981
Macy’s Kingsdale
1974
Livingston & Barnett
9/29/1982
Main & Weyant Loop
New Albany
4/2002
Northern Lights
1978
Location
Refugee Rd. & Winchester Pike
W. Broad St. & Southampton Ave.
Cleveland Ave. & Mecca Rd.
7460 Huntington Park Dr.
4939 N High St.
4450 Dale Dr.
4138 Refugee Rd.
4260 Stelzer Rd.
5336 Gender Rd.
S. High St. & Obetz Rd.
Riverside Dr. & Nottingham Rd.
2321 Old Stringtown Rd.
4199 Parkway Ln.
5445 Scioto Darby Rd.
4720 Indianola Ave.
3206 Tremont Rd.
3380 E. Livingston Ave.
E Main St & Weyant Ave.
20 S. Third St. (United Methodist
Church)
Cleveland Ave. at Innis Rd.
6-13
Existing Map Site
21
22
23
24
25
26
27
28
29
Name / Date Effective
Olentangy and Bethel
1982
Renner Rd.
1/5/2009
Reynoldsburg
7/1985
Royal Plaza
7/1986
St. Andrew
11/10/1994
St. Peter's
11/10/1994
Westerville
1/9/1981
Westwoods
10/25/1994
Whitehall
6/28/1993
Location
4990 Olentangy River Rd.
5608 Renner Rd.
2100 Birchview Dr.
Agler Rd. & Stygler Rd.
1985 Swansford Dr
6899 Smoky
Row Rd.
312 W. Main St.
55 Westwoods Blvd.
6-14
4540 E.
Broad St.
6.4
CMAX Cleveland Avenue Bus Rapid Transit (2017)
Bus Rapid Transit (BRT) offers a variety of tools to help increase the speed and
convenience of transit service and improve mobility, including but not limited to:
•
Traffic signal priority;
•
Fewer stops than traditional local routes;
•
Uniquely branded and designed stations and vehicles;
•
Real-time passenger information; and
•
Improved pedestrian amenities
In November 2010, COTA was awarded grant funding from FTA’s former Section
5339 Livability Funding Opportunity: Alternative Analysis Program to investigate
BRT and other transit alternatives in the northeast travel corridor (see Figure 6.5).
COTA operates several lines within this corridor, including the #1 Cleveland Local.
As one of COTA’s busiest lines with 4,900 average weekday riders, this line
experiences frequent standing loads.
An Alternatives Analysis (AA) was conducted in 2011-2012, and in June 2012,
COTA’s Board of Trustees adopted a 15.6 mile Locally Preferred Alternative
comprised of a combination of Bus Rapid Transit (BRT)
service operating in mixed traffic primarily along
Cleveland Avenue between downtown Columbus and
SR-161 (10.3 miles), with enhanced local service
continuing north to Polaris Parkway (5.3 miles).
Additionally, MORPC adopted the project into the region’s Metropolitan
Transportation Plan.
In April 2013, COTA received approval from the FTA to enter into the next phase,
Project Development, which included preliminary engineering and an
environmental study. The project was awarded environmental clearance in July
2014, and following completion of preliminary engineering in August 2014, an FTA
Small Starts grant funding request was submitted on September 8, 2014. In
February 2015, it was announced that the CMAX project is included in President
Obama’s federal fiscal year 2016 budget that was submitted to Congress for
adoption. The President’s proposed budget includes an 80% ($38.1 million)
federal funding level for the estimated $47.7 project cost, the maximum funding
6-15
level for Section 5309 federal grants. The remaining 20%, or $9.6 million, will be
funded from COTA’s local sales tax receipts.
Started in December 2014, COTA will continue with the current phase of the
project, Final Design, which is expected to be completed in the fall of 2015. Final
Design includes completing engineering and design to the 100% level, acquisition
of real estate, development of cooperative agreements with the City of Columbus,
Franklin County, City of Westerville and the Ohio Department of Transportation,
and several other tasks necessary to complete prior to start of construction.
Figure 6-6 displays the CMAX Cleveland Avenue BRT alignment, stations, and
transit facilities (Northern Lights Shopping Center area park and ride and Meijer
area transit center and park and ride). In total for both directions, there are
62 designated BRT stations. On weekdays, the BRT will operate at 10-minute
service frequency during peak hours and 15-minute service frequency during
off-peak hours between downtown Columbus and SR-161, and on weekends
30-minute service frequency.
BRT buses will operate within existing traffic lanes along the corridor, and to
improve on-time performance, traffic signals will be coordinated along Cleveland
Avenue between Fort Hayes and SR-161 to allow buses priority through
intersections if buses are running off schedule. With fewer stops, BRT travel
times can be reduced by 21% over current Local Line 1 Cleveland trip times. An
example rendering of a CMAX station can be found in Figure 6-7.
Elements found in more robust BRT systems (e.g., Cleveland’s Healthline, etc.)
include dedicated, bus-only travel lanes, and off-board fare collection for a
majority of the route. Unfortunately, while dedicated bus lanes exist on High
Street in the Downtown area during peak travel times, Cleveland Avenue does not
have the capacity to allow for implementation of dedicated bus lanes. Due to cost
constraints, at this time COTA does not plan to implement an off-board fare
collection system, however, select high boarding activity stations will be outfitted
with ticket vending machines designed to speed-up the boarding process.
6-16
Figure 6-5 Northeast Corridor Study Area
6-17
Figure 6-6 CMAX Cleveland Avenue
6-18
Projected costs and service hours are programmed into COTA’s 2013-2017 TIP
(TIP) financial model found in Section 14. Major capital items include 14 new,
uniquely branded CNG powered
buses and shelters, construction of a
park and ride in the Northern Lights
area, a transit center and park and
ride in the area of SR-161 and
Cleveland Avenue, resurfacing of
curb lanes along Cleveland Avenue
between Westerville Road and SR161, implementation of signal priority
for buses along Cleveland Avenue, real-time passenger information displays at
BRT stations, and ticket vending machines at select high boarding locations along
the route.
Project benefits include:
•
Travel time savings of approximately 21 percent;
•
A projected 15% to 30% increase in ridership within the first five years;
•
More travel options for transit-dependent populations;
•
Improved pedestrian access and waiting areas;
•
Unique branding helps ease of use;
•
Next bus arrival time information; and
•
Opportunities for economic development within the corridor.
It is estimated the BRT project will be completed and introduced into service in
May 2017.
Key to the success of any major service investment such as BRT is close
coordination and partnership with local agencies, community stakeholders, and
community leaders. Similar to efforts established during the AA, development of
BRT service will require close coordination with the City of Columbus, City of
Westerville, Franklin County, Clinton Township, the Village of Minerva Park,
ODOT, MORPC, and other agency and stakeholder initiatives to help enhance the
Northeast Corridor by:
•
Improving mobility options;
6-19
•
Promoting economic development opportunities, and;
•
Promoting quality and affordable housing.
It should be noted that in conjunction with implementation of BRT service on
Cleveland Avenue, the existing #1 Cleveland Local will be modified to operate
between Downtown and SR-161 (rather than to Ohio Health’s Westerville Campus
on Polaris Parkway), with 30-minute frequency of service all day, and will serve all
local stops along the modified route.
6.5
Short-Range Transit Plan Public Outreach
Public engagement and conversation is critical to the success of COTA’s planning
efforts. Not only does COTA conduct outreach as a public agency, COTA also
relies on its riders, community leaders, local governments, business communities,
and other stakeholders to provide invaluable input about current and future transit
needs. Typically, two rounds of public meetings are held during the process of
developing the SRTP, one set in the fall previous to the completion of the
document and one set in the spring.
However, since the service plan and supporting capital plan are based on the
proposed changes in the Transit System Review, which included substantial
Public and stakeholder outreach, only one set of public meetings were held for
this SRTP. (See Section 6 for more details).
As part of the TSR process, two rounds of public meetings were held in March
and May of 2014. Each round consisted of five meetings held in various
communities throughout COTA’s service area. The public was able to provide
input both at the meetings and online through social media, email, and COTA’s
website (www.cota.com/tsr).
In addition to public meetings, three focus groups
and an advisory committee were formed. The
advisory committee was comprised of
representation of a cross-section of COTA and
community stakeholders, such as business
leaders, social services, passengers and
community leaders. The focus groups were similarly comprised of a large crosssection of stakeholders but included more technical and user focused discussion
including individuals such as local municipal staff, young professionals, disabled
6-20
riders, seniors, and social service transportation providers. At the beginning of
the study, an online survey was launched to gauge the needs of the community.
COTA’s Board of Trustees was also kept engaged with the process. As
representatives of the community and governing board of COTA, their input,
discussion, and support led to the successful completion of the document. In
November 2014, COTA’s Board accepted the final report and adopted the 70%
ridership/30% coverage service allocation guidelines. See Section 6.1 for more
details.
6.5.1 Public Involvement and Implementation
The proposed bus network in this plan is not a finalized network, but
represents the current, most up-to-date version of the proposed network.
COTA has been and will continue to refine the network, identify
operational challenges, adjust alignments, and make other related
changes. COTA staff estimates that the bus network proposed in the
TSR contains slightly more service than what is expected to be
affordable in 2017. The final bus network plan is expected to be finished
by the end of 2015 after public outreach is conducted.
As mentioned in 6.1, the implementation of the TSR will be conducted in
two phases. The first using the normal service change process, will
propose to implement changes in the TSR that minimize the impacts on
the structure of the current network, during COTA’s normal service
change process. These include increases in frequency and alignment
changes that do not affect other lines. Phase one began in January
2015 and will continue through January 2017. Public input will be
collected during regular service change meetings.
Phase 2 will be completed in May 2017 with September 2017 reserved
to make minor adjustments. Most of the changes in the TSR will occur
in Phase 2. In the summer and fall of 2015, COTA plans to hold public
meetings to present the refined proposed bus network. The input
collected will be directly incorporated into the decision making process to
finalize the proposed network. Comments will still be accepted
throughout the process up until implementation, similar to how COTA
currently continually collects comments regarding plans.
In late 2016 and/or early 2017, COTA will conduct an expansive
outreach initiative that will educate riders and the Public on the
6-21
upcoming major changes to the system in May 2017. To encourage
current riders to plan their new trips or find alternative transportation
options, COTA will be developing an outreach strategy in 2015 that
seeks to inform riders far in advance of the changes.
6-22
7
COTA Fixed-Route Bus Fleet
7.1
Active Fleet
As of March 2015, COTA operates an active fleet of 336 coaches. An additional
8 buses are kept in reserve as an inactive or contingency fleet, and two buses are
inoperable and scheduled for sale or salvage. COTA also has a “historical” bus
that is used for special events and parades. For more information on COTA’s
fleet, including the number of coaches, status, year of manufacture, manufacturer,
and seating capacity, see Table 7-1.
7.2
Fleet Spare Ratio
By Federal guidelines, the number of spare vehicles in the active fleet should not
exceed 20% of the number of vehicles operated in maximum service. As of
March 2015, COTA operated 257 buses in the morning peak period and
280 buses in the PM peak period. The remaining active vehicles are retained as
emergency spares (i.e., for breakdowns, manufacturer recalls, passenger
overload relief, and special service) or for preventive maintenance (PM).
7.3
Future Bus Purchases
Federal Transit Administration (FTA) guidelines state that heavy-duty transit
coaches have a minimum 12-year or 500,000 mile service life. Each year, COTA
implements service changes on the first Monday in January, May, and
September. As such, COTA’s bus replacement and expansion planning efforts
are targeted to meet the vehicle needs for each future service change period.
Table 7-2 and Table 7-3 provide a detailed listing of COTA’s bus replacement
schedule and the planned acquisition of expansion vehicles necessary to carry
out this SRTP service plan is discussed in Section 6.
As described in Section 1, COTA anticipates an estimated 19% increase in annual
service hours over the next three years. The procurement process for ordering
and delivering fixed-route buses takes approximately 12 to 18 months. COTA
uses a “level buying” program as much as possible for bus acquisitions to
minimize the variable number of buses that are purchased each year. This
approach allows COTA to reduce the average age of the fleet and increase the
fleet size to meet service expansion requirements. In the long term, this program
allows COTA to better plan for the capital expenses related to bus purchases.
7-1
7.4
Funding of Future Bus Purchases
Funding for future bus replacement and expansion involves a variety of sources,
including Federal Congestion Mitigation and Air Quality (CMAQ) grants, Federal
Section 5309 grants, Federal Section 5307 Urban Formula grants, the Ohio
Department of Transportation’s (ODOT) Public Transit Grant Program funds, and
COTA’s local sales tax receipts. CMAQ provides funding for projects and
programs in air quality non-attainment and maintenance areas for ozone
(discussed in Section 7.6), carbon monoxide, and particulate matter aimed at
reducing transportation related emissions. CMAQ funds are apportioned to
qualifying areas according to a formula based on population and severity of
pollution. In central Ohio, the CMAQ funds are administered by the Mid-Ohio
Regional Planning Commission (MORPC).
Every two years, MORPC solicits applications for transportation projects and
programs that are located within its transportation planning area. In June 2014,
MORPC solicited applications for awarding funding to projects and programs for
State Fiscal Years (SFY) 2016-2019. At the present time, COTA is scheduled to
receive over $7.4 million in MORPC attributable CMAQ funds during SFYs
2016-2019 to assist in funding future Compressed Natural Gas (CNG) vehicle
replacements.
There is formidable competition for federal and state assistance and the
availability of various federal and state monies to fund all future bus replacement
and expansion needs is not a given. COTA will actively pursue other possible
sources of capital grant monies, including a partnership with MORPC to identify
opportunities for funding COTA's bus replacement needs. The successful
passage of Issue 7 in 2006 was critical in providing additional local funding
resources to help offset shortfalls in federal and state capital assistance, and in
allowing COTA to expand much needed transit services in central Ohio.
7-2
Table 7-1: Current Roster of Equipment
Total Fleet As of December 2014 (Note: All buses are ADA accessible)
Manufacturer
Power
Length
Seating Capacity
Number of Vehicles
Active
2014
GILLIG
CNG
40'
39
A/C – Ramp
21
21
1
2014
GILLIG
CNG
35’
32
A/C – Ramp
7
7
1
2014
GILLIG
CNG
30’
23
A/C – Ramp
8
8
1
2013
GILLIG
CNG
40’
39
A/C – Ramp
18
18
2
2013
GILLIG
CNG
35’
32
A/C – Ramp
12
12
2
2012
GILLIG
Diesel
40'
39
A/C – Ramp
23
23
3
2011
GILLIG
Diesel
40'
39
A/C – Ramp
37
37
4
2011
GILLIG
Diesel
30'
23
A/C – Ramp
3
3
4
2010
GILLIG
Diesel
40'
39
A/C – Ramp
37
37
5
2010
GILLIG
Diesel
Hybrid
40'
39
A/C – Ramp
6
6
5
2010
GILLIG
Diesel
30'
23
A/C – Ramp
3
3
5
2009
GILLIG
Diesel
40'
39
A/C – Ramp
30
30
6
2009
GILLIG
Diesel
30'
23
A/C – Ramp
10
10
6
2008
GILLIG
Diesel
40'
39
A/C – Ramp
30
29
2008
GILLIG
Diesel
30'
23
A/C – Ramp
10
10
7
2007
GILLIG
Diesel
35'
32
A/C – Ramp
32
32
8
2005
New
Flyer
Diesel
40’
39
A/C – Ramp
5
5
10
2005
GILLIG
Diesel
35’
32
A/C – Ramp
12
11
Diesel
40’
39
A/C – Ramp
5
5
11
Diesel
40’
38
A/C – Ramp
10
10
12
Diesel
40’
39
A/C – Ramp
21
19
Diesel
40'
53
A/C – Lift
1
2004
2003
2001
1963
New
Flyer
New
Flyer
New
Flyer
GMC
Total
341
Sale Pending
Special Service
Contingency
Equipment
Year of Manufacture
Fleet
Age
In-Active
1
1
2
10
1
52
2
Active Fleet Average Age (in years)
7-3
7
14
2
1
336
(years)
5.729
Table 7-2 Active Fleet Bus Replacement Schedule
NOTE: End of Year - September Numbers
YEAR
2001
2003
2004
2005
2005
2007
2008
2008
2009
2009
2010
2010
2010
2011
2011
2012
2013
2013
2014
2014
2014
2014
2015
2015
2016
2016
2017
2018
2019
MFG
NEW FLYER
NEW FLYER
NEW FLYER
GILLIG
NEW FLYER
GILLIG
GILLIG
GILLIG
GILLIG
GILLIG
GILLIG
GILLIG
GILLIG
GILLIG
GILLIG
GILLIG
GILLIG
GILLIG
GILLIG
GILLIG
GILLIG
GILLIG
GILLIG
GILLIG
GILLIG
GILLIG
GILLIG
TBD
TBD
LENGTH
SEATING
BUY QTY
40'
39
62
40'
39
10
40'
39
5
35'
39
12
40'
39
5
35'
32
32
30'
23
10
40'
39
30
30'
23
10
40'
39
30
30'
23
3
40'
39
37
40'
39
6
30'
23
3
40'
39
37
40'
40
23
40'
39
18
35'
32
12
40'
38
21
35'
31
7
30'
24
2
30'
24
6
40
39
33
35
31
5
TBD
TBD
18
40'
38
14
TBD
TBD
14
TBD
TBD
28
TBD
TBD
28
(entered by hand)
Total Active Fleet Size
PEAK FLEET
Red Figures represent # of vehicles extended beyond their
Less than 20% Spare Ratio
useful life of 12 years
Contingency
Total Fleet
2015
Historical Special Fleet
Total Total Fleet
1.
2.
POWER PLANT
DIESEL
DIESEL
DIESEL
DIESEL
DIESEL
DIESEL
DIESEL
DIESEL
DIESEL
DIESEL
DIESEL
DIESEL
D / HYBRID
DIESEL
DIESEL
DIESEL
CNG
CNG
CNG
CNG
CNG
CNG - CBUS
CNG
CNG
CNG
CNG - BRT
CNG
CNG
CNG
6
5
11
5
32
10
29
10
30
3
37
6
3
37
23
18
12
21
7
2
6
33
5
2016
1
5
32
10
29
10
30
3
37
6
3
37
23
18
12
21
7
2
6
33
5
18
14
2017
4
29
10
30
3
37
6
3
37
23
18
12
21
7
2
6
33
5
18
14
14
2018
5
10
30
3
37
6
3
37
23
18
12
21
7
2
6
33
5
18
14
14
28
351
293
362
302
332
277
332
277
17
3
37
6
3
37
23
18
12
21
7
2
6
33
5
18
14
14
28
28
332
277
58
60
55
55
55
4
355
5
367
0
332
0
332
0
332
1
356
1
368
1
333
1
333
1
333
Total Active Fleet is all buses determined to be eligible for active service. Does not include contingency vehicles and
buses, which may be out of service due to a major accident or fire damage.
Bus replacement and expansion schedule is based upon expansion of services hour calculated in Q4 of 2012. Current
increase in service hours is greater than listed but only those hours allocated to planned service are listed. See
Section 1.4.1 and 6 for more details.
7-4
2019
Table 7-3 Peak Fleet Utilization 30’/35’/40’ Fixed-Route Buses (Trimester Calendar Year)
1st
Tri
2015
2nd
Tri
3rd
Tri
1st
Tri
2016
2nd
Tri
3rd
Tri
1st
Tri
2017
2nd
Tri
3rd
Tri
1st
Tri
2018
2nd
Tri
3rd
Tri
1st
Tri
2019
2nd
Tri
3rd
Tri
5
4
9
5
-2
6
4
-29
0
0
0
0
0
0
0
280
284
293
298
296
302
306
277
277
277
277
277
277
277
277
56
56.8
58.6
59.6
59.2
60.4
61.2
55.4
55.4
55.4
55.4
55.4
55.4
55.4
55.4
Actual Spare Fleet
56
56
58
59
59
60
61
55
55
55
55
55
55
55
55
Total Active Fleet
336
20.0
%
340
19.7
%
351
19.8
%
357
19.8
%
355
19.9
%
362
19.9
%
367
19.9
%
332
19.9
%
332
19.9
%
332
19.9
%
332
19.9
%
332
19.9
%
332
19.9
%
332
19.9
%
332
19.9
%
Additional Peak
Vehicles
PM Peak Bus
Requirement
Calculated Spare (20%
Of Peak)
Actual Spare Ratio (%)
1.
2.
3.
Peak Fleet is those vehicles planned to be in service during the morning and evening peak periods.
Active Spare Ratio = Active Spare Fleet / PM Peak Bus Requirement
Total Active Fleet is all buses determined to be eligible for active service. Does not include vehicles, which are out of
service due to a major accident or fire damage, or contingency vehicles.
7.5
The COTA Contingency Fleet Plan
In addition to the active fleet, COTA maintains a small quantity of coaches
designated as a contingency fleet.
The size of COTA’s contingency fleet is based on average age of the operational
fleet, service miles, new purchases, future service plans, and space available to
store the vehicles. The contingency fleet may be required under the following
conditions:
•
Unanticipated Ridership – A sudden unanticipated increase in bus
ridership could require a corresponding increase in the level of bus
service. Such a ridership increase would most likely occur as a result of
an energy-related emergency or weather conditions. However, a similar
situation could occur due to a major transportation corridor construction
project (causing extreme delays, etc.) or the failure of a major
transportation facility such as a river crossing, etc.
•
Catastrophic Loss of Active Bus Fleet – A sudden unanticipated
decrease in the availability of buses in the active bus fleet could
require that buses in storage be placed back into service. Such an
event could occur if a significant number of buses were damaged or
destroyed by fire, tornado, flood, or other act of nature. A similar need
could arise as a result of the premature failure of a major component of a
group or sub fleet of buses, e.g., an engine or transmission failure, or
cracking of structural frame members.
•
Bus Unavailability – An event that would require major bus fleet
expansion may well be national in scope (an energy crisis for example).
7-5
Consequently, many transit agencies may be attempting to secure
additional buses at the same time. This could result in long lead times to
acquire needed buses, which would be prohibitive in terms of responding
to the crisis at hand.
•
7.6
Maintenance – Buses in the contingency fleet are on a 6,000-mile
Preventive Maintenance (PM) schedule in accordance with COTA’s
approved Maintenance Plan. Periodic start-ups will occur between
normal PM inspections so that the fleet remains ready for service at all
times. Vehicle history records are maintained for each bus.
Air Quality Improvement Programs and Alternative Fuels
Over the past two decades, an increasing number of
alternative fuels and new emerging bus technologies
have been developed and commercialized. Selecting
the best fuel and technologies for COTA’s transit fleet
is a high priority. COTA is committed to contributing
to the growth of regional alternative fuel use and to
being a leader in environmental stewardship.
The Environmental Protection Agency (EPA) has
mandated a reduction in the emissions of nitrous
oxide, sulfur dioxide, and hydrocarbons. In 2000,
COTA joined forces with MORPC’s Air Quality
Program, which was formed to address the region’s
growing air quality issues. This program’s membership includes representation
from local governments, health-based organizations, businesses, and
environmental interests.
Low-sulfur petro-diesel engine emission reductions, mandated by the EPA, offer
significant opportunities for fine particulate matter and ozone improvements.
Through the use of alternative engine fuels, COTA will continue to be proactive in
improving air quality in the region. One initiative COTA has implemented to
improve the region’s air quality and quality of life is using alternative fuels such as
CNG and reducing its dependency on petrodiesel. As mentioned above, COTA
has begun to transition its fleet from diesel buses to CNG buses. This change will
reduce costs and result in quieter buses and cleaner air.
The transition to CNG buses will decrease greenhouse gas emissions as
compared to the existing diesel-fueled buses. CNG is a fueling system that is
used successfully in many US transit agencies and is even more prevalent in
7-6
other countries. This reliable technology achieves significant air quality
improvements. According to the U.S. Department of Energy Alternative Fuels and
Advanced Vehicles Data Center,
In April 2004, the EPA designated the central Ohio region as “non-attainment” for
failing to meet minimum air quality standards for ozone. In addition, Franklin,
Delaware, Licking, and Fairfield counties are designated as “non-attainment”
regions for particulate matter (2.5 microns). A study conducted by the U.S.
Department of Energy concluded that CNG buses emitted 85% less total
particulate matter than their diesel counter parts. CNG buses also emitted 53%
less nitrogen oxide NOx and 89% less carbon monoxide (CO) than diesel buses.
Additionally, Franklin County is currently listed as “maintenance” status for eighthour ozone, meaning the County has achieved EPA attainment standards but has
not been fully classified as an attainment zone. According to the Clean
Alternative Fuels: Liquefied Natural Gas fact sheet published by the EPA in 2002,
CNG produces 50% less volatile organic compounds (VOCs) than diesel fuel.
The VOCs contribute directly to an increase in ground level ozone measures. The
gradual conversion to CNG from diesel will improve air quality in the COTA
service area.
7.6.1 Conversion to Compressed Natural Gas (CNG)
Starting in 2013, COTA
began transitioning its fleet
from the use of
conventional diesel fuel
(ULSD) to CNG. CNG is
less expensive than diesel
when compared to the
average price of gallons
per Btu. It is financially
Figure 7-1 CNG-powered fixed route bus
prohibitive to replace all
buses at one time with CNG alternatives. As such, COTA will use a
phased approach, dependent upon funding, by replacing up to onetwelfth of its fleet annually. COTA presently has a CNG fueling stations
at the McKinley Avenue bus garage. Included in this SRTP timeframe is
the conversion of both the Fields Avenue and mobility services facilities
to CNG. The conversion is projected to begin in 2017. (See Sections
10.1.3 and 10.1.4).
7-7
COTA is scheduled to take delivery of 38 new CNG powered buses by
the beginning of March 2015, replacing 21 of the 2001 series buses; the
remaining are needed for expansion. This is the 3rd year of a five-year
contract with Gillig Corporation in which COTA will order up to 30 buses
per year to meet service and replacement requirements. COTA’s
replacement schedule for the next five years is included in Table 7-2.
During this timeframe, COTA will not only be replacing an estimated
100 coaches but also adjusting the number of coaches to meet service
requirements. In total, COTA’s active fleet will change from 351 buses
to a projected 332 buses by 2017 due to service changes detailed in
Section 6.
7.6.2 Hybrid Electric Diesel Buses
In June 2010, COTA placed into
service six hybrid electric buses.
The buses were purchased with the
assistance of $2.1 million in CMAQ
Improvement Program funds
through the combined efforts
Figure 6-2: Hybrid-electric fixed route bus
of ODOT and MORPC. As a
result of this assistance, COTA is able to evaluate the environmental and
economic benefits of operating hybrid electric buses in the central Ohio
region.
While this technology has allowed us to improve the fuel economy of a
transit bus by 36%, as well as reduce noise and overall emissions, it has
yet to be determined if the significantly higher acquisition cost of these
vehicles warrants additional purchases.
7.7
Fleet Maintenance Objectives
Preventive Maintenance (PM) is a mainstay of COTA’s maintenance efforts, with
reliability improving steadily over the past three years. It is COTA’s intention to
constantly improve the PM program, moving from a position of reactive
maintenance to a more deliberate, consistent, and proactive maintenance
operation.
The Vehicle Maintenance department is responsible for the development of
scheduled COTA maintenance programs. All programs are reviewed annually for
adequacy and applicability. Manufacturer’s recommendations, historical data on
7-8
bus system performance obtained from the Ellipse Asset Management software
system, and direct feedback from bus maintenance provide the foundation for
evaluating the PM program’s effectiveness.
The PM functions outlined are set forth in detailed step-by-step procedures found
in bus manufacturer’s maintenance manuals and COTA standard practice
bulletins, standard operating procedures, and maintenance directives located at
each operating division and maintenance shop. Completed preventive and
corrective maintenance activities are documented on the appropriate forms,
reviewed and certified by a supervisor, and entered into the reporting system.
The scheduled maintenance program is designed to prolong bus reliability by
detecting potential defects and correcting them before they fail. It also allows
equipment requiring lubrication, measurement, and adjustment to be serviced.
Buses are withdrawn from service at regular mileage-based intervals to permit the
following PM actions:
•
Inspection of equipment to determine its condition compared with
established standards;
•
Routine service: lubricating, replacing filters, replenishing fluids, and
making adjustments;
•
Cleaning of exterior and interior surfaces and equipment; and
•
Scheduled replacement of electrical and mechanical equipment.
The PM inspections are conducted at the following intervals:
•
A-Inspection: This general PM is performed every 6,000 miles. It includes
an oil change, lube service and a general inspection of all major areas as
outlined on the PM checklist;
•
B-Inspection: This PM is performed every 12,000 miles and incorporates
all the requirements outlined for the “A” inspection plus additional checks
to some of the major areas of the vehicle, including replacement of fuel
filters;
•
C-Inspections: This PM is performed every 24,000 miles and includes the
requirements as outlined on the A and B PM’s plus additional detailed
checks into the major areas of the vehicle, including the replacement of
transmission and engine air filters;
7-9
•
D-Inspection: This PM is performed every 48,000 miles and includes the
requirements as outlined on the A, B, and C PM’s plus additional detailed
checks into the major areas of the vehicle, including replacement of all
fluids and filters; and
•
E-Inspection: This PM is performed every 96,000 miles and includes the
requirements as outlined the A, B, C, and D PM’s plus a transmission and
coolant flush.
ADA Equipment: Ramp equipped coaches are inspected during the normal PM
process.
HVAC PM - is “date” based and is scheduled twice a year.
Engine Tune-Up: are “date” based and are scheduled once a year.
7.8
Other Equipment
In addition to the primary passenger amenities such as buses, park and ride lots,
bus stops and shelters, COTA employs other equipment and facilities as part of a
behind-the-scenes effort to keep operations running efficiently. This equipment is
described below.
7.8.1 Non-Revenue Vehicles
COTA has established a replacement schedule and identified additional
fleet requirements to support transit operations through 2019. Various
types of service vehicles are distributed among the departments that
support operations, including passenger automobiles and vans, police
cruisers, heavy-duty service trucks (bucket, box, flat bed), and pickup
trucks. Over the span of this SRTP, 38 vehicles in total are scheduled
for purchase. COTA staff utilizes these vehicles for administrative
functions, maintaining COTA infrastructure, and supporting maintenance
activities on the fixed-route fleet. The cost of the non-revenue vehicles
is $1,666,100 and will be funded from the dedicated local sales tax.
Table 7-4: Non-Revenue Vehicle Purchases and Estimated Cost by Year
2015
2016
2017
2018
2019
Quantity
8
8
8
6
8
Est. Cost
$510,000
$369,000
$334,000
$225,000
7-10
$330,000
8 – Mobility Services
8
Mobility Services
COTA’s Mobility Services department is responsible for meeting the requirements of the
Americans with Disabilities Act (ADA) by providing paratransit service that complements
the fixed-route fleet. Paratransit operations serve the elderly and persons with
disabilities. Mobility Services will continue to develop alternative transportation options
that exceed COTA’s traditional fixed-route and paratransit services.
COTA’s vision is to be the region’s transportation leader. This goal includes providing a
full service mobility management system that requires a variety of functions and
activities to meet the needs of the community. In the years ahead, COTA will continue
to strive for recognition as being more than a transportation provider.
8.1
Mainstream Paratransit Services
COTA Mainstream Paratransit service is provided for individuals who are unable
to use the regular fixed-route bus service due to a disability. The service is based
on ADA eligibility criteria. Transportation service is provided throughout the
COTA service area, which includes Franklin County and select portions of
Delaware, Fairfield, and Licking counties (see Figure 2-4).
Since 2011, COTA has contracted with First Transit, a transportation service
provider, to perform paratransit service operations. Contract cost is negotiated
annually.
Operating statistics for Mainstream are monitored on a daily, weekly, and monthly
basis. The service provider contract requires ADA compliance as well as
adherence to various performance standards including:
•
Zero ADA trip denials;
•
On-time performance;
•
Productivity goals for passenger trips per revenue hour;
•
Missed trips;
•
On-board monitoring; and
•
Vehicle maintenance requirements.
Statistical outcomes also include customer-service requests, customer trips,
operating expenses, revenue recovery, and other indicators. Outcomes are
8-1
tracked and reported monthly. Information is compared to prior months and prior
years to analyze and assess significant trends or anomalies regarding service
delivery. Table 8-1 summarizes Mainstream operating results for COTA’s
calendar years.
One component in providing alternative methods to traditional mobility service
delivery is COTA’s non-ADA service. Non-ADA service is offered to customers
who reside more than ¾ mile away from fixed route service or travel outside of
service area but within COTA’s taxing district.
8-2
Table 8-1 Mainstream Report for 2013-2014
8-3
8.2
Functional Ability Assessments
Federal regulations require COTA to
determine ADA eligibility by performing
physical functional assessments at its
Mainstream and Eligibility Assessment Facility.
The assessment process determines which
applicants are eligible and includes a focus on
functional and observational aptitudes.
The assessment center includes a variety of
simulated features that applicants may
Figure 8-1 Assessment Center
encounter while using COTA, including stairs,
ramps with varied slopes, sidewalks, broken
sidewalks, grassy, gravel, and sandy terrain, a passenger shelter, a simulated
traffic light with crosswalk, a scale to weigh applicants in their mobility device to
determine if they are within ADA maximum weight limits, and a permanent halfbus with all the functionality of a larger, fixed-route vehicle. Video recordings of
five distinct COTA bus lines can be displayed on the bus window monitor
providing paratransit applicants with real images of the bus traveling down the
street. While on the bus, applicants are asked to pull the stop request cord when
a previously noted landmark is on the screen.
All assessments are performed by COTA’s trained Eligibility Administrators. All
re-certifications for service and first-time applicants are required to attend a
functional assessment unless it has been determined that the customer has a
“permanent” disability and their functional abilities are unlikely to change. The
process is necessary to ensure all customers and applicants are treated fairly and
equitably.
Mainstream provides reservations (maximum seven days in advance) and
subscription (standing orders) service. Subscription customers have the ability to
travel from the same origin to the same destination at least once a week.
Customers may request reservations as needed. In compliance with ADA
regulations, COTA takes every opportunity to schedule at least 50% of total trips
during any service hour as subscription service. This policy helps to manage the
service more efficiently while providing maximum convenience to customers.
COTA’s goal is to log as many subscription trips as possible while complying with
ADA guidelines.
8-4
8.3
Mainstream Paratransit Fleet
Mainstream’s current active fleet consists of 64 vehicles. There are two additional
vehicles that are held out of service and are used as training buses.
In 2014, COTA purchased 12 MV-1 vehicles. MV-1 vehicles are van-like in
design with a more durable frame, side loading entry ramp and seating for up to
six people. 2015 vehicles have not yet been purchased.
COTA plans for routine replacement of
existing Paratransit vehicles that will be
approaching their expected useful life over
the next five year planning cycle. COTA
intends to utilize federal Section 5307
monies to help fund future Paratransit
vehicle purchases through 2019. As such,
COTA’s replacement schedule is based on
FTA’s criteria for the minimum useful life of
transit buses and vans.
Figure 7-2: MV-1 Vehicle
Transit agencies purchasing transit buses and vans using federal capital funds
are required to keep these vehicles in service for a minimum period of time
(years) and/or number of miles prior to that vehicle’s retirement to ensure effective
use of federally funded assets. This minimum service-life requirement differs
based on bus and van size and other characteristics. For planning purposes,
COTA follows a minimum five-year or 150,000 mile limit, whichever comes first,
minimum life FTA criteria for Paratransit vehicles. Because Paratransit vehicles
usually reach 150,000 in approximately four years, the replacement plan
(Table 8-4) for Paratransit vehicles is based on a four-year lifespan.
In 2012, COTA procured its first hybrid (diesel-electric) vehicle for its Paratransit
fleet. Staff has evaluated the life cycle costs of operating this vehicle and has
determined that there is not a beneficial savings through its daily operation to
substantiate the significantly higher acquisition cost.
COTA will continue to seek ways to lower Mainstream vehicle operating and
maintenance costs while working to reduce particulate emissions for improved air
quality in the region.
8-5
Table 8-2 Mainstream Fleet Roster as of March 2015
Special Service
Contingency
In Active
Manufacturer
Power
Length
Seating
Capacity
Equipment
Number
of
Vehicles
Active
2014
Champion
Chevy
Diesel
24'
8
Braun
12
12
12
2014
MV-1
Gas
24'
TBD
12
12
12
2013
Champion
Chevy
Diesel
24'
8
9
9
18
2012
Arboc
Hybrid
24'
8
1
1
3
2012
Champion
Chevy
Diesel
24'
8
Braun
19
19
57
2011
Champion
Chevy
Diesel
24'
9
Braun
13
11
66
64
Braun
Total
8-6
2
Sale Pending
Year of
Manufacture
Average
Active Fleet
Age
(in
years)
44
2.21
Table 8-3 Maninstream Vehicle Replacement Schedule
Year
MFG
Power
Length
Seating
Lift?
Buy Qty
2015
2008
StarCraft
Chevy
DIESEL
24'
9
Y
2011
Champion
Chevy
DIESEL
24'
TBD
Y
2012
Arboc
Chevy
HYBRID/
DIESEL
24'
TBD
2012
Champion
Chevy
DIESEL
24'
2013
Champion
Chevy
DIESEL
2014
Champion
Chevy
2014
Y
1
1
TBD
Y
21
12
24'
TBD
Y
14
9
4
DIESEL
24'
TBD
Y
9
12
12
MV-1
GAS
24'
TBD
Y
24
12
12
10
2015
Champion
Chevy
DIESEL
24'
TBD
Y
20
20
20
20
12
2016
TBD
TBD
TBD
TBD
Y
20
20
20
20
14
2017
TBD
TDB
TBD
TBD
Y
20
20
20
20
2018
TBD
TDB
TBD
TBD
Y
20
20
20
2019
TBD
TBD
TBD
TBD
Y
20
Total Fleet Size
Red figures represent # of vehicles extended
beyond their useful life of 4 years or 150,000
miles.
TBD = To be
determined
2016
2017
2018
2019
20
66
68
70
72
74
58
60
62
64
66
6
6
6
6
6
20
18
18
18
18
Peak Fleet
Spares
Fleet
Replacement
Fleet
Expansion
0
2
2
2
2
Active Fleet
64
66
68
70
72
Training
Buses
2
2
2
2
2
The 2015-2019 SRTP TIP program calls for conversion of mainstream vehicles
from diesel to CNG Powered engines. Located at Fields Avenue, the mobility
services facility is scheduled to be converted in the 2017-2018 timeframe, in
conjunction with the conversion of the Fields Ave fixed route bus storage facility.
8-7
8.4
Development of Alternative Mobility Service Delivery Options
Due to the potential rising cost of and increased demand for Paratransit service,
COTA continues to explore methods of cost reduction while meeting the
transportation needs of the community.
COTA continues its mission to provide transportation options for Mainstreameligible customers. COTA’s non-ADA transportation provides demand response
to customers who want to travel outside of COTA’s ADA service area.
Service hours for non-ADA trips are:
Monday-Friday
Saturday
Sunday
5:00 a.m. - 10:00 p.m.
7:00 a.m. - Midnight
7:00 a.m. - 10pm
Non-ADA trip fare is $5.00 per trip. Customers must call 24 hours in advance to
schedule service. There is no charge for personal care attendants accompanying
passengers. COTA uses the following initiative to reduce operating costs.
8.4.1 Will Call Program
COTA’s “Will Call” program is for eligible Mainstream customers who
require long-term medical treatment such as dialysis, or chemotherapy.
The program was designed to supplement Mainstream service and help
alleviate situations where customers have to wait for the vehicle after
finishing their treatment.
Customers contact the Will Call transportation provider directly to
schedule trips. The service is available Monday through Friday from
5:00 a.m. to 9:00 p.m. The fare for this service is $4.00.
In 2012, COTA awarded a one-year contract to Universal Transportation
Systems, LLC (UTS) to operate the Will Call Program, with an option to
renew up to two additional one year terms. Currently, the Will Call
program provides approximately 300 trips per month.
8.5
Community Involvement
COTA staff works closely with members of its Accessible Transportation Advisory
Committee (ATAC). The COTA Board of Trustees recognizes ATAC as
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community members who can help improve COTA’s service by providing
feedback from a customer’s perspective. The group meets monthly to discuss
transportation issues, and twice a year (June and November) with members of
COTA’s leadership team.
8.6
Mobility Advisory Board
The COTA Mobility Advisory Board was established to advise the organization on
possible transportation solutions.
The group meets bi-monthly to provide feedback about COTA’s transportation
services and regional demands. The group is comprised of community
organizations who are able to offer advice concerning transportation issues
regarding persons with disabilities, older adults and those who need rides to work.
The following organizations are members of COTA’s Mobility Advisory Board:
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
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AARP WorkSearch Foundation
Alvis House
Central Ohio Area Agency on Aging
Jewish Family Services
Columbus City Schools
Frankin County Department of Developmental Disabilities
Franklin County Department of Job and Family Services
National Church Residences Center for Senior Health dba
Heritage Day Health
OSU Extension Service
City of Columbus (Transportation Division)
MORPC
Lifecare Alliance
Franklin County Office on Aging
Columbus State Community College
MidOhio Board of Independent Living Environment
Future Paratransit Service Activities
The SRTP includes a projected increase in Mainstream service that addresses
existing and future needs of the community served. As such, Mobility Services
plans the following initiatives during the next five years:
•
Expand the eligibility assessment process to include trip by trip eligibility.
This is a way to evaluate environmental, architectural and transit system
barriers in the service area to better meet the needs of our passengers.
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8.8
•
Continue to increase paratransit services to complement fixed-route
service increases. This will include increases in the non-ADA and Will Call
programs.
•
An update to the Trapeze scheduling software system that will enable
customers to schedule and confirm trips via the Internet. In addition,
customers will have cell phone access to route and trip information.
Accessible Fixed-Route Services
COTA continues to improve the accessibility of bus stops based on passenger
requests and information from previous bus stop inventories. Additionally, several
Intelligent Transportation Systems (ITS) projects such as Automated Vehicle
Annunciators (AVA) have been implamented to help improve transit services for
individuals with disabilities. Further information about ITS-related projects can be
found in Section 9.
8.9
Mobility Services and Transportation Coordination
The following information describes coordinated mobility projects.
8.9.1 Potential Mobility Management Service Options
During the SRTP timeframe, innovative service options and programs
have been identified which include but are not limited to the following
areas:
•
Extend fixed-route service coverage;
•
Enhance reverse commute service;
•
Partner with agencies that provide employment van shuttle service;
•
Continue partnerships with transportation providers for Fairfield
County Board of Developmental Disability and Franklin County Job
and Family Services;
•
Partner with agencies for demand-response service;
•
Partner with agencies on the development of a dial-a-ride program;
and
•
Continue to participate in vanpooling/ridesharing programs.
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8.9.2 Travel Training
COTA provides trip-specific travel training to individuals or groups who
would like to learn how to ride the bus.
•
Travel training sessions will continue to be provided to individuals
who are not native-English speakers, such as members of the Somali
and Latino communities.
•
COTA staff provides an orientation program for new eligible
customers. The program is also offered to customers who have
already been certified to use paratransit service. The training
educates customers on how to use Mainstream service effectively
and efficiently.
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9 – COTA Initiatives
9
COTA Transit Service Initiatives
9.1
Connecting to Outlying Employment Centers
There are a growing number of employment centers in central Ohio outside of
Downtown Columbus. In an effort to connect inner-city residents to suburban job
opportunities, COTA offers several reverse commute express lines that travel
from Downtown Columbus to outlying areas. Because these lines often end at
transit centers or Park & Rides, they do not directly connect employees to their job
sites. In an effort to address this gap in “last mile” service, COTA hopes to
partner with local municipalities, employers, and the Mid-Ohio Regional Planning
Commission (MORPC) to offer shuttle service from COTA facilities to employment
centers. In 2014, COTA partnered with the City of New Albany to launch the
SmartRide shuttle. Funded by New Albany, the service connects COTA’s New
Albany Park & Ride to all employers in the New Albany International Business
Park, which boasts more than 12,000 jobs. COTA will continue to look for
opportunities to replicate this successful model in other outlying employment
centers.
9.2
Bus on Shoulder (BOS) Program
In coordination with ODOT and MORPC, in 2006,
COTA began operating express buses on
freeway shoulders. Buses traveling on I-70
between downtown Columbus and SR-256 east
of Downtown are able to merge onto the freeway
shoulder to avoid congestion delays. Buses may
use the shoulder when traffic speeds drop below
35 mph, and buses may not exceed traffic
speeds by more than 15 mph.
Figure 9-1 I-70Bus on Shoulder
Utilized under bus operator discretion, the I-70 BOS project has resulted in
reduced travel times and improved schedule adherence for the express routes
using this freeway. As such, during 2015, COTA, ODOT, and MORPC are again
partnering to implement the region’s second BOS corridor – I-670 between
downtown Columbus and I-270 east of Downtown. While the first corridor along
I-70 utilizes the outside (or right) berm, the I-670 corridor will utilize the inside, or
left shoulder, similar to Cincinnati’s I-71 BOS corridor. To date, test runs have
been conducted and coordination continues with state and local police agencies.
Following installation of freeway marker signs and training of COTA operators,
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implementation for the I-670 BOS corridor is scheduled to begin
September 8, 2015.
9.3
Bicycles and Transit
Integrating bicycles with transit provides numerous
benefits. Bicycling increases bus stop accessibility
and provides greater mobility to customers at the
beginning and end of their transit trips. Bicycle on
transit services provide bicyclists with option to use
transit to avoid riding after dark, in poor weather,
or in areas that do not provide comfortable bicycle
access. Improving bicycle and transit connections
may also help to decrease automobile traffic
congestion and help reduce air pollution by
reducing motor vehicle trips.
Figure 9-2 Loading
Bicycle on bus
COTA supports and encourages bicycle access
to its terminals, facilities, and services by
providing accommodations for customers using
bicycles when practicable. All COTA fixed-route
buses are equipped with a bicycle rack that
holds two bicycles, allowing customers to take
their bicycle with them while using public transit.
COTA will continue to build on the progress of
its successful Bike & Bus program through
Figure 9-3 Bicycle Racks at
collaboration with partners such as MORPC
COTA Spring Street Terminal
and bicycling advocate groups. In addition,
bicycle parking is included, where feasible, when upgrading or building new
facilities.
COTA is a sponsor of MORPC’s Columbus Metro Bike Map. The map depicts
bicycling routes throughout the central Ohio region based on bikeway levels of
service. A printed map is updated and distributed, free to the public, every few
years. The map is also available in an interactive online format, which is routinely
updated. More information is available online at:
http://morpc.org/transportation/bicycle-pedestrian/columbus-metro-bike-map.
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9.4
Academic Pass Programs
COTA has developed pass partnerships with The Ohio State University (OSU),
Columbus City Schools (CCS) and Columbus College of Art and Design (CCAD)
by providing students access to transit services at a reduced cost.
COTA’s partnerships began with OSU began in 1997 and with CCS and CCAD in
2006. The programs offer students access to any COTA bus with their student
identification card. Beginning in 2012, OSU students switched from showing their
student ID to swiping it through the farebox, and beginning January 2015, COTA
launched a swipe conversion with CCAD as well. For unlimited use of the COTA
system, OSU students pay a $13.50 fee per semester, and CCAD provides COTA
$18.50 per student per semester. Students from CCS can ride on specified dates
and times at a fare rate of $1.00 per student ride.
These partnerships serve to provide mobility to students, open up destinations to
people unfamiliar with the city, and attract new riders to COTA who may become
long-term transit riders after graduation.
In addition, COTA has introduced new service around OSU based largely on
requests and recommendations from OSU students. Through the terms of the
contract, COTA employs an OSU student as a Marketing Intern each year to
provide valuable professional experience while presenting COTA with a unique
advantage of student-to-student marketing. COTA is currently working with
CCAD to determine new collaborative opportunities with students there as well.
Ridership of OSU students represented approximately 7.6% of overall system
ridership in 2014. As a result of the strong student support for the partnership, the
program has led to numerous improvements to COTA service in the OSU area,
effectively connecting OSU to the entire COTA network. COTA’s TSR plan
proposes changes to how the OSU area is served by transit. In conjunction with
OSU’s 2014 Comprehensive Transportation and Parking Plan, the university
operated Campus Area Bus Service (CABS) would serve as the transit option for
moving through the campus area. COTA’s proposed TSR network focuses on
improving connections between OSU and the central Ohio region and would bring
customers to the periphery of the university where they could transfer to CABS to
reach destinations within campus. More information about planned changes to
COTA’s system can be found in Section 6.
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9.5
Employer Pass Programs
COTA has a strong partnership with Franklin County. Currently Franklin County
employees qualify for a subsidized bus pass that is supported by both the County
and COTA. Franklin County grants employees a 70% discount from passes,
which is automatically deducted from their paycheck. As long as Franklin County
has a minimum enrollment of 350 participants, COTA offers a 10% discount to the
pass. The 2014 cost for an enrolled Franklin County employee for a Local 31-Day
Pass would cost $12.40; the 2014 cost for the same employee for an Express
31-Day Pass would cost $17.20. After enrolling through County payroll, the cost
of the pass is automatically deducted, and the pass is also automatically activated
on the employee’s photo ID badge.
9.5.1 Future Employer Pass Programs Plans
Franklin County and COTA are collaborating to turn the current pass
program in to an “All-for-One” pass, which would grant all Franklin
County employees access to the pass. Franklin County would be billed
on a per-ride basis, so any employee who swipes their badge on a
COTA bus will later be paid for at a subsidized rate.
The Ohio State University has expressed interest in a Faculty & Staff
program for many years. COTA is working with OSU on finalizing a
program that would grant a $4 discount to employees at a pre-tax rate.
Employees would register with OSU Payroll & HR, and in return their
employee photo ID (BuckID) would be activated to swipe upon boarding.
The employee’s pass would offer unlimited rides per month.
9.6
Special Events
COTA will continue to provide supplementary bus service for special events
including:
•
Red, White & BOOM! (Columbus’ downtown Independence Day
celebration): COTA augments its normal fixed-route service with additional
trips on local routes as well as evening express service between select
Park & Ride facilities and the central business district;
•
Ohio State University home football game service. Due to strong demand
for parking and limited availability of spaces on campus, COTA, Ohio
State, and the Ohio Expositions Commission have partnered since 1998
to provide direct bus service between the Ohio Expo Center and Ohio
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Stadium. Before and after each home football game, COTA also provides
express service at the Crosswoods and Delawanda Park & Rides, and
offers increased frequency of service on 2 North High Street and
18 Kenny Road local lines; and
•
Summer festivals and community events: COTA provides additional fixedroute service during Columbus’ busy summer festival season. Working
closely with festival organizers and local authorities, COTA adds capacity
to local lines and the CBUS downtown circulator to accommodate festival
goers, reduce parking stress on downtown and adjacent neighborhoods,
and encourage alternative transportation to and from these large events.
Events include The Columbus Arts Festival, Columbus PRIDE Festival,
ComFest, Columbus Jazz and Rib Festival, Highball Halloween, New
Year’s Eve and the NHL All-Star Game.
Meeting, convention and event recruitment: COTA works closely with Experience
Columbus, the Greater Columbus Sports Commission and the City of Columbus
to ensure transportation needs are met and concerns are addressed when
recruiting large meetings, conventions and events, such as the 2016 Democratic
National Convention and the 2017 Women’s Final Four. COTA’s marketing,
planning and operations staff continually reviews the merits of each of these
services on a case-by-case basis before a decision is made to commit transit
resources.
9.7
Passenger Information
COTA provides information to its customers and other stakeholders in a variety of
ways:
•
Website and social media;
•
Timetables: COTA designs, updates and produces a printed timetable for
every route with maps, departure and arrival times at timepoints, and other
information for customers;
•
System Map: COTA designs, updates and produces a large fold out map
of COTA’s system with important customer information and how to use
public transit in central Ohio;
•
Brochures: COTA designs and produces brochures on various topics to
inform new and existing customers about special programming, how to
access public transit in central Ohio and other topics. A sampling of
brochures available include: senior services, how to ride guide, fares,
Catch the CBUS, opportunities for Ohio State students, and seasonal
Summer YouthPass information;
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•
Commuter bulletins: COTA designs commuter bulletins about service
changes and disruptions, special promotions and notifications,
opportunities for public input and public meetings, that are placed on
coaches, passenger shelters and impacted bus stops;
•
Display monitors: COTA places customer information on display monitors
in the lobby of 33 N. High St,, including public meeting notifications,
special promotions, fares and customer service information;
•
On-board announcements: COTA places audio announcements of
relevant passenger information on coaches; and
•
On-board placards: COTA designs, produces, and installs on-board
placards with information about riding COTA, regulations and expected
behaviors, security information and other topics to inform customers about
riding public transit and tips to make their experience as pleasant as
possible.
9.7.1 COTA Customer & Quality Service
COTA’s pass sales and customer service center is located in the lobby
of the William J. Lhota Building at 33 N. High St. in downtown Columbus.
Fare media, Senior, Key and ADA identification cards, schedule
information, and Lost and Found items can be obtained at this location.
COTA has three Ticket Vending Machines (TVMs) located in downtown
at the William J. Lhota Building, COTA Transit Terminal (25 E. Rich St.),
and Spring Street Terminal (33 W. Spring St.). In addition, fare media is
available for purchase at 63 outlet locations throughout Franklin County
(39 public and 24 private).
A customer information center (which provides telephone information to
the public), and COTA's Quality Service offices are operated at McKinley
Operations, 1600 McKinley Ave. Schedule and other COTA information
also can be obtained interactively via telephone or COTA’s website
24 hours a day. In 2014, COTA’s customer information call center
received 1,645,075 calls.
9.7.2 cota.com
In 2014, unique visits to cota.com averaged 100,000 per month. In
February 2015, COTA launched an improved, device-responsive
website. Customers can more easily plan trips, access schedules,
destinations, service changes, public meetings, and employment and
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vendor opportunities. For the first time, COTA customers will be able to
purchase bus passes online. Information is displayed as HTML and
PDF’s for customers’ convenience. In addition, COTA is providing
information about detours, delays, and changes in schedules, which
customers may subscribe to and receive by text or through email.
Information about COTA programs and initiatives [e.g., Bus Stop Service
Improvement Project (BSSIP)] are accessible online. Customers
continue to have the ability to plan their trip using Google Transit.
Customers may access line and schedule information by texting their
bus stop ID to a designated number.
In addition to the website, COTA manages a Facebook, Twitter,
Instagram and YouTube account to stay engaged with customers.
COTA is constantly evaluating other social media tools to determine their
value to COTA and customers alike.
As part of the SRTP, COTA will continue to monitor and invest in the
latest computer hardware and software, and Internet technologies
available to deliver accurate and timely transit information to central Ohio
residents.
9.7.3 Automatic Vehicle Annunciators
Over the past several years, COTA has made a significant investment in
Intelligent Transportation Systems (ITS), to better manage and improve
how COTA communicates and offers services to the public. One
component of ITS, the Automatic Vehicle Annunciator (AVA) is a project
that was initiated in January of 2003 and was fully functional for public
use in May 2005 (see Section 11.2). The AVA automatically announces
and displays next stop information for the benefit of hearing and visiondisabled passengers. This system also improves service to COTA’s
riders, especially to people not familiar with the stops of a particular
route; or, to all riders when visibility is poor or limited due to nighttime
hours or inclement weather conditions.
The AVA System enables COTA to meet or exceed all ADA
requirements and will be included in all future bus buys.
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9.7.4 Service Change Public Meetings and other Public
Communications
COTA regularly communicates to its passengers on board the bus, at
bus stops, and on the website via commuter bulletins, interior placards,
website updates, and information brochures that feature upcoming
events and news about the COTA system.
COTA holds public input and comment meetings to discuss service
adjustments prior to the January, May, and September service changes.
For each service change period, a minimum of four public meetings are
held to solicit public input regarding potential service modifications. Two
meetings are held three to four months prior to the service change
implementation date in order to encourage public feedback to service
proposals, and if feasible, adjustments are made by staff to the potential
modifications. A second set of two community outreach meetings are
held to present the final draft list of modifications, and to solicit additional
feedback.
Commuter bulletins will also continue to be posted at bus stops affected
by a proposed service modification. Bulletins posted at bus stops
include a description of the proposed modification, maps (if applicable),
and instructions regarding how to provide feedback to COTA about the
proposed changes. Commuter bulletins will also be posted on COTA
buses, which indicate the routes that will be affected by a service
modification.
9.7.5 Planning and Community Outreach Public Meetings
COTA routinely solicits public input and feedback when planning future
transit enhancements. COTA engages robust public involvement and
public comment programming to meet all requirements under Title VI,
ADA, and Environmental Justice regulations.
With a focus on soliciting public input and listening to what our
customers, community residents, and businesses have to say about their
public transit system, COTA will continue efforts to utilize this valuable
information for improving the bus system. Each year COTA staff
develops a Community Outreach and Education Plan (COEP).
Implementation of the COEP has enabled COTA to develop new
constituencies and community partnerships, engage the community in
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the planning process, and provided COTA officials with valuable
community input on transit initiatives.
Ongoing outreach activities include, but are not limited to, convening
targeted community leaders for roundtable discussions; serving on
various planning committees; delivering presentations to neighborhood
groups, business and social/civic organizations; providing travel training
for immigrant/English as a Second Language groups, and meeting with
citizen advisory groups, local governments, elected officials, etc. Over
the past three years, COTA has conducted and/or participated in over
1000 outreach activities.
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10 – COTA Facilities
10 COTA Facilities
10.1 Bus Storage, Maintenance and Administrative Office Facilities
10.1.1 Administrative Offices and Retail Pass Sales Center
In 2010, COTA relocated its administrative
offices to 33 North High Street in order to
assume a greater presence at Broad and
High streets, where much of its service
operates. Purchased in 2008, COTA’s
administrative office, pass sales center,
and an operator relief station are located
just north of the intersection of Broad
Street and High Street in downtown
Columbus.
COTA customers have convenient access
Figure 10-1 COTA
Administrative Offices
and Pass Sales Center
to the pass sales and customer
information center located in the lobby at
33 North High. This location serves as the
main pass sales outlet for COTA passes, as well as the location where
customers can be photographed in order to obtain a senior or Key
Discount ID Card.
Inside the lobby customers have access to free information about COTA
services including route timetables, system maps, service change
guides, and rider handbooks. In 2013, as part of the fare collection
system upgrade, COTA installed a ticket vending machine at this
location.
The upper floors of 33 North High Street house COTA’s administrative
operations, which is in proximity to much of COTA’s fixed-route service.
Therefore, no parking is provided for the approximately 100
Administrative employees. All employees are encouraged to ride COTA
to and from work. Many employees have opted for the convenience of
COTA service and are now daily users of the very service they work
each day to plan, schedule, and manage.
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By encouraging transit professionals to ride the bus daily, the community
realizes an environmental benefit by having fewer single occupancy
vehicles on the road each day. Employees provide input and ideas
about COTA service through an interactive feature called “My Ride”
available on the company’s intranet website.
The 33 North High Street location also hosts COTA Board meetings and
other public meetings, greatly improving accessibility via public transit.
Built in 1905, this 78,240 square foot, ten-story building has been
renovated to like-new conditions and designed to meet Leadership in
Energy & Environmental Design (LEED) green building certification
requirements. In 2012, the US Green Building Council (USGBC)
awarded the building a “Silver” certification. This certification further
demonstrates COTA’s commitment to improving the environment
through sustainable site development, water savings, and improved
energy efficiency.
As of January 2015, COTA occupies eight floors, including the lower
level that contains a driver report center, an employee wellness center,
and a print services office. Approximately 24,000 square feet of the
space is currently leased on the remaining three floors.
10.1.2 McKinley Avenue – Bus Storage, Maintenance, and Customer
Service Call Center Facility
Located at 1600 McKinley
Avenue, this 400,000 square foot
bus storage and maintenance
facility was completed in 1980. It
has indoor storage capacity for
240 large 40-foot buses. This
maintenance facility can perform
all services required for the bus
fleet. It contains both heavy and
Figure 10-2 1600 McKinley Ave.
Fixed-Route Bus Storage and
light maintenance areas, a body
Maintenance Facility
shop, paint shop, and where the
cleaning of the buses is
performed by including two-automated bus washers. As of March 2015,
thirty-four routes operate out of the McKinley Avenue facility.
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The McKinley Facility houses the customer call center. Housed next to
COTA’s radio communications and dispatch operations, this location is
adjacent to COTA’s operational hub.
After more than 30 years in service, the McKinley Avenue Facility
experienced numerous mechanical, electrical, and equipment failures.
In order to remedy these problems COTA is currently in the midst of a
projected $97.7 million renovation and construction project. Because of
the size, complexity, and cost of the project, the work is being executed
in phases.
Following is a summary of project improvements completed by phase:
•
Phase 1 was completed in 2010 at a cost of $7.3 million. During this
phase, COTA upgraded various safety related features, including the
replacement of aging vehicle lifts and critical support equipment in
heavy maintenance.
•
Phase 2 of the capital project was completed in 2013 at a cost of
$32.5 million. This phase consisted primarily of two specific
components:
o Construction of a Compressed Natural Gas (CNG) Fueling
Station. COTA made the decision to convert its diesel fleet to
CNG-powered vehicles. This commitment, based on both
environmental and economic factors, will result in air quality
improvement and substantial reduction in operating fuel costs.
o Recommendations necessary to meet CNG compliance
standards.
•
Phase3A/3B construction began in 2014 with an estimated cost of
$30.2 million. This phase includes several major elements:
A satellite CNG fueling station
CNG expansion to 240 buses
New bus wash equipment
A 30,000 square foot addition housing a new operator
dayroom and training areas
o First floor interior improvements and renovation of the second
floor administrative areas
o HVAC, plumbing and electrical upgrades
o
o
o
o
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The renovation will also:
•
•
•
•
•
•
Improve energy
efficiency;
Reduce greenhouse
gas emissions;
Meet all code
requirements for CNG
operations and ADA
accessibility;
Improve operational
Figure 10-3 COTA’s CNG Fueling Station
flow efficiencies and
best practices;
Expand fleet storage capacity to 275 buses; and
Accommodate current and long-term facility administration
programming needs.
The remaining $27.7 million is designated for Phase 3C which includes a
new exterior façade, test track, and miscellaneous interior concrete
repairs. Renovations are designed to meet Leadership in Energy and
Environmental Design (LEED) Silver certification. LEED design and
construction will result in lower long-term operating costs.
Figure 10-4 Proposed McKinley Ave. Site Plan
In 2013, COTA purchased its first 30 CNG buses; the current CNG fleet
totals 104 with the delivery of 38 buses delivered first quarter 2015.
Since the useful life of a transit bus is 12 years it is anticipated that
COTA's entire fleet will be converted to CNG-powered buses by 2025.
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This is projected to generate fuel savings of up to $7 million annually,
compared to current diesel costs.
10.1.3 1333 Fields Avenue – Bus Storage and Maintenance Facility
This site is one component that makes
up COTA’s Fields Avenue Campus. As
described below, the Campus also
includes the Mobility Services facility
and the Street and Remote
Maintenance facility. Located 1333
Fields Avenue, this facility was
constructed as a one-story
275,130 square foot building in 1984
was designed to accommodate
Figure 10-5 1333 Fields Avenue
COTA Fixed-Route Bus Storage and 180 coaches.
Maintenance Facility
In 2009, COTA undertook a complete
renovation of the Fields Avenue facility. The Fields Avenue renovation
allows for the possible operation of articulated buses from this facility.
The $18 million Fields Avenue facility renovation design included
innovative, energy-efficient, and environmentally responsible
construction methods; the building was commissioned receiving a LEED
“Gold” certification. At the time of its commissioning, it was one of only
five LEED Gold buildings in central Ohio.
As COTA expands its CNG fleet, this facility will be upgraded to
accommodate CNG-fueled vehicles. It is anticipated that this project will
begin in 2017, contingent upon available funding. As of March 2015,
33 routes operate from Fields Avenue.
10.1.4 1330 Fields Avenue – Mainstream and Eligibility Assessment
Facility
This 104,000 square-foot facility is located on the east side of COTA’s
Fields Avenue Campus. The building houses operation, maintenance
and administrative functions for Mainstream, COTA’s demand-response
service for persons with disabilities. In 2011, COTA relocated
Mainstream operations into this newly constructed facility.
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The facility cost $21.5 million. Eighty-five percent, or $17.63 million of
the project costs were funded through federal grants ($9.4 million from
Section 5309 and $5.1 million from the American Reinvestment and
Recovery Act, and $3.1 from CMAQ) and 18% or $3.9 million, from local
funding sources.
Figure 10-6 COTA Mainstream and Eligibility Assessment Facility
The facility includes:
•
•
•
•
•
•
Storage and maintenance for up to 110 paratransit vehicles;
Six vehicle maintenance bays;
Administrative offices;
State-of-the-art eligibility assessment center;
One vehicle wash; and
Two fueling islands.
As of March 2015, the Mainstream fleet size consists of 64 cutaway
vehicles. In 2013, COTA purchased MV-1 (mobility vehicles) model
vehicles (see Section 8.3). The building was located as close as
possible to the center of the Mainstream pick-up and drop-off locations
so that deadheading costs are minimized. As COTA expands its CNG
fleet, plans are to upgrade this facility to accommodate CNG-fueled
vehicles. Contingent upon available funding, it is anticipated this
upgrade project will begin in 2017.
As part of COTA’s sustainability commitment, the facility was designed
to qualify for “Silver” certification under the LEED program as defined by
the USGBC. In late 2012, COTA received confirmation from USGBC
that the facility met Silver Certification. The building takes advantage of
abundant natural lighting in the administrative offices and bus storage
area, reducing the dependence on artificial lighting. Sustainability
characteristics designed to reduce operational costs also include:
10-6
•
Below floor HVAC systems providing both heat and air conditioning
(as opposed to ceiling systems), reducing the heat and air
conditioning lost when traveling through typical air ducts;
•
Rainwater harvesting system consisting of three 15,000-gallon
underground storage tanks which capture rainwater from the roof and
store it for bus wash and toilet use;
•
Irrigation-free landscaping
•
White membrane roofing; and
•
Roller compacted concrete (RCC) in the employee and visitor parking
areas reduce the heat produced by typical oil-based products. With
the volatility of oil prices, RCC has become an alternative that is less
expensive and more durable.
The facility includes a state of the art
“Eligibility Assessment” center,
consisting of a half-bus with all the
functionality of a larger, fixed-route
vehicle. The modified testing bus is
capable of kneeling, has functioning
destination signs, and an automatic
vehicle-annunciation system. Video
recordings of five distinct COTA bus
Figure 10-7 Eligibility
lines can be displayed on the bus
Assessment Center
window monitor providing paratransit
applicants with real images of the bus traveling down the street. The
center also has varying degrees of ramps and sidewalk configurations
that test the physical abilities of transit users, and a mock-signalized
intersection with walk/don’t walk signs that have ambient noise levels to
mimic a real-life travel scenario.
10.1.5 1325 Essex Avenue – Street and Remote Maintenance Facility
In 2008, COTA purchased a 2.23-acre site at 1325 Essex Avenue with
an existing 12,000 square foot building which was constructed in the late
1980s. In 2012, COTA performed a renovation and expansion of the
Essex Avenue facility, which was completed in 2013 for $3.7 million
dollars. The renovation of the existing facility and the addition of 8,000
square feet of maintenance/storage space, parking lot expansion
construction of a salt dome, and newly installed mechanical/electrical
10-7
systems to meet current
operational demands and
future system growth.
The completed
renovation project was
awarded LEED “Silver”
certification. This facility
houses staff and
equipment for the Street
and Remote Department
to support the
Figure 10-8 1325 Essex Avenue Street and
maintenance of bus stops
Remote Maintenance Facility
and shelters located
throughout our
approximately 560 square-mile service area. The Street and Remote
department performs a variety of support functions for approximately
3,700 bus stops, including: pavement repairs, concrete work, excavation,
installation of sign poles, new passenger shelter installation, and special
event support.
10.2 Transit Center, Bus Layover Facilities
10.2.1 Linden Transit Center - 1394 Cleveland Avenue
Located at the intersection of Cleveland and 11th Avenues, this inaugural
urban transit center opened in October 1999. The 20,500 square-foot
facility is part of COTA's Livable Communities Initiative (LCI) project for
the Linden area, and includes such amenities as childcare and health
care. Seven bus routes currently serve the transit center to COTA’s
fixed-route services. Express bus routes serving the Linden Transit
Center also provide connections to job centers around the I-270
Outerbelt, such as the Polaris area located just north of I-71 and I-270,
the Easton development area near Morse Road and I-270, and the New
Albany Business Campus.
Since opening, Linden has also served as a successful communitybased facility providing increased services for the surrounding
neighborhood—for example, providing accessible and affordable
meeting space for neighborhood civic groups, community meetings,
election polling, and
10-8
other gatherings. The
Federal Transit
Administration (FTA)
provided $2.1 million in
funding for the Linden
Transit Center, with an
additional $268,000 from
the Ohio Department of
Transportation (ODOT).
Figure 10-9 Linden Transit Center
With revenue generated
through tenant occupancy,
the operating costs are fully recovered.
10.2.2 Easton Transit Center – 4260 Stelzer Road
Opened in May 2002, this facility
is located on 2.76 acres of land
that was generously donated by
the Limited and Georgetown
Companies. Serving commuters
in northeastern Franklin County,
the Easton Transit Center is
located just north of Morse Road
at the southeast corner of Transit
Drive and Stelzer Road.
As part of COTA's LCI project
Figure 10-10 Easton Transit Center
for the Easton area, the transit
center contains a 1,360 square
foot enclosed space that includes a waiting area, staff attendant booth
(no longer in operation) and driver restroom. The transit center also
includes 41 parking spaces, 4 dedicated large-bus bays, and platform
space for 4 to 5 smaller, circulator buses. Five bus lines currently serve
the transit center, including local, crosstown, and express service,
providing direct connections to many of Easton’s shopping, dining, and
entertainment venues.
10-9
10.2.3 Easton Daycare Facility – 4242 Stelzer Road
Constructed in 2005, the
daycare is conveniently
located on a contiguous parcel
with the Easton Transit Center
providing easy access for
COTA passengers. The 9,948
square-foot facility consists of
administrative offices,
conference rooms,
dedicated infant, toddler and
Figure 10-11 Easton Day Care Center
pre-school rooms (with
restroom facilities for each area), activity areas, a kitchen, restrooms,
and a fenced outside play area. This facility can accommodate up to
135 children. In June of 2010, COTA entered into a new five-year lease
agreement with Childcare Centers, LLC. The provider is responsible for
monthly lease payments to COTA for the facility, and is responsible for
all operating costs. The lease payments cover the yearly maintenance
costs for the transit center.
10.2.4 Near East Transit Center – 1125 East Main Street
In 2005, COTA completed the
construction of the 9,647 squarefoot transit center, located on the
southeast corner of East Main
Street and Champion Avenue.
Through a partnership with the
Columbus Compact Corporation
[a non-profit 501 (c) (3)
organization charged with the
administration of the Department
of Housing and Urban
Figure 10-12 Near East Transit Center
Development (HUD)
designated Empowerment Zone (EZ) for distressed communities], COTA
obtained the 0.74-acre parcel. The building opened in September 2005
with a medical facility as the major tenant. With the addition of a cell
phone service store, this facility serves to help attract COTA customers.
COTA passengers are able to wait inside the facility, which is equipped
10-10
with comfortable benches. Two bus lines currently serve the Near East
Transit Center. The building’s operating costs are covered through
lease payment revenues.
10.2.5 Proposed Northern Lights Area Transit Center/Park & Ride
Included in the 2015-2019 COTA TIP is the development of a new,
COTA owned park and ride facility in the Northern Lights area along
Cleveland Avenue as part of the Cleveland Avenue BRT Project. The
proposed facility will replace the existing leased park and ride location at
Northern Lights Shopping Center, an urban strip mall development and
primary destination within the Cleveland Avenue corridor.
Development of a park & ride in this area has been under consideration
for several years, and aligns with various area plans focused on
improvements to the area, including Franklin County’s Clinton-Mifflin
Land Use Plan and City of Columbus Linden Area Traffic Management
Plan. The #1 Cleveland Local connects areas of lower income, minority
populations to important employment centers such as downtown
Columbus, St. Ann’s Hospital, and Columbus State Community College.
COTA’s existing bus stop and layover location within the Northern Lights
Shopping Center complex is the busiest passenger activity stop outside
of the Downtown area, with a combined average of nearly 1,000
boardings and alightings occurring each weekday.
The #1 Cleveland is COTA’s second busiest line in the system. With the
addition of BRT ridership in the corridor is projected to grow 15-30%
within the first five years of BRT operation.
The leased park and ride location is limited to 60 parking spaces, a
passenger shelter on a concrete passenger platform, and a bus bay area
that accommodates only two 40-feet, fixed-route vehicles. As part of the
CMAX BRT project, the proposed new park and ride to be constructed in
2016 will have 129 parking spaces and 6 bus bays. The facility will also
be designed to accommodate 60’ articulated busses should COTA
purchase these in the future.
Funding for the park and ride has been budgeted in the project costs for
the proposed Cleveland Avenue BRT service (see Section 14.5.2). In
2015, COTA plans to purchase property that will meet the needs for
expanded service along this area of Cleveland Avenue. An
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environmental review as required by the National Environmental Policy
Act (NEPA) has been conducted and approved. Final design will be
completed in 2015 with construction occurring in 2016. This facility is
scheduled to be completed in late 2016/early 2017. Real estate costs
are estimated at $2 million and construction costs at $1.8 million in year
of expenditure.
Development of a park and ride will include significant public
involvement, including meetings with officials from Clinton Township,
Franklin County, and City of Columbus, area commissions, civic
associations and other community stakeholders, and meetings open to
the general public. COTA desires to increase the number of available
park and ride spaces, provide an enclosed passenger waiting area,
restrooms for bus operators, and space to accommodate a minimum of
six 40-foot, fixed-route buses.
10-12
10.3 Downtown Express Terminals
COTA has two downtown terminals that
are utilized by express routes during
peak travel periods. In support of
COTA’s commitment to convert its fleet
from diesel to CNG-fueled vehicles, it
was necessary to make improvements
to these facilities, as well as the need to
improve customer waiting areas and
amities for increased future use of the
facility.
Figure 10-13 Spring Street Terminal
10.3.1 Spring Street Terminal – 33 West Spring Street
This terminal is located on Spring Street between High and Front
Streets. The terminal was demolished and completely renovated during
2014, reopening in February 2015.
The $2.4 million improvement project includes modifications to make the
terminal CNG and ADA compliant, make all entrances compliant with
COTA standards for minimum clearance, and incorporate COTA’s new
branding initiatives. These improvements include a new canopy and
structure; new pavement, striping, and indoor patron waiting areas with
way-finding between stations. New light fixtures, security system, digital
signage, and branding have been installed throughout the terminal.
10.3.2 COTA Transit Terminal – 25 East Rich Street
In 1989, COTA moved into its
41,000 square-foot South Express
Terminal. The terminal is located
east of High Street between Rich
and Main Streets adjacent to
Columbus Commons Park. Access
to the terminal is from both Rich and
Main Streets. Elevators at both
entrances provide pedestrian access
to the terminal from all levels. The
terminal is able to accommodate ten
Figure 10-14 COTA Transit Terminal
10-13
buses at one time, five in each direction.
Terminal design permits buses to pull in at an angle and pull out directly
after passenger boarding and alighting. This feature increases the
safety for COTA's passengers and facilitates the smooth flow of buses
through the terminal. Currently, twenty express routes and one local
route serve this facility.
Improvements to this location, were completed in 2014, which allow for
the operation of CNG-fueled vehicles. The central portion of the terminal
is a dedicated waiting area for bus patrons. The waiting area has been
equipped with heating sources to increase passengers’ comfort as they
wait. New ceilings, lighting, overhead doors, and security equipment
were installed. Upgrades to restrooms, a new security kiosk, branding
televisions, and marketing imagery throughout the facility provide
improved service from this terminal. This area will also receive a new
floor finish that is durable and safe for all weather conditions and easy to
maintain with installation to be completed in the first quarter of 2015.
10.4 Park and Ride Lots
COTA operates a network of commuter Park & Ride lots throughout Franklin
County and encourages their use to reduce central Ohio traffic congestion during
peak period travel times and to help improve the region’s air quality. Park & Ride
facilities allow commuters throughout the area to conveniently access COTA’s bus
lines. Each Park & Ride provides free parking. The Park & Rides provide access
to various destinations, primarily in downtown Columbus.
As of March 2015, COTA operated 28 Park & Ride lots throughout Franklin
County. A map and description of these lots are presented in Figure 10-15 and
Table 10-1, respectively. There are 2,304 free parking spaces provided at the
Park & Ride lots. Average usage of the lots, as of March 2015, is shown in
Table 10-2. The New Albany, Dublin Dale Drive, and Gender Road locations
have the highest percentage of use, while Reynoldsburg has the highest average
number of spaces used.
COTA’s Park & Rides include a mixture of COTA-owned and leased facilities.
COTA has partnered with area churches and shopping centers in order to provide
Park & Ride service, which is mutually beneficial for COTA, its customers, and
local retail merchants and churches.
10-14
Passenger amenities typically provided at the Park & Rides include enclosed and
comfortable passenger shelters with bench seating and bus schedule information,
while several locations include open-air bike racks.
Figure 10-15 COTA Park and Ride Locations as of March 2015
10-15
Table 10-1: COTA Park & Ride Lots as of March 2015
Map
Site
1
2
3
4
5
6
7
8
9
Name
and Date
Effective
Location
Refugee Rd.
Berwick Plaza
& Winchester
1975
Pike
W. Broad St.
Broad &
&
Southampton
Southampton
1974
Ave.
7460
Crosswoods
Huntington
1993
Park Dr.
Delawanda
4939 N High
2003
St.
Dublin
Dale Dr.
1995
Eastland Mall
2009
Easton Transit
2002
Gender Rd.
2010
Great
Southern
1974
4450 Dale Dr.
4138 Refugee
Rd.
4260 Stelzer
Rd.
5336 Gender
Rd.
S. High St. &
Obetz Rd.
City
Number
Of
Shelter
Spaces
Serving
Agreement
Columbus
60
Yes
#46
Informal
agreement
Columbus
68
Yes
#10, #53
COTA Owned
Columbus
169
Yes
#2, #31, #32
COTA Owned
Columbus
58
Yes
#2, #4 #31, #95
COTA Owned
Dublin
82
Yes
#58, #59
COTA Owned
Columbus
27
Yes
#11, #46, #92
Lease
Columbus
41
Yes
#16, #38, #40,
#95
COTA Owned
Canal
Winchester
40
No
#55
Lease
Columbus
84
Yes
#4, #16
Lease
10
Griggs Dam
1995
Riverside Dr &
Nottingham
Rd.
Columbus
28
Yes
#58, #59
City of
Columbus
Informal
Agreement
11
Grove City
1984
2321 Old
Stringtown
Rd.
Grove City
150
Yes
#15, #64, #65
COTA Owned
Hilliard
90
Yes
#66, #67, #68
COTA Owned
Hilliard
37
Yes
#57, #66, #67
Lease
Columbus
105
Yes
#4, #95
Informal
Agreement
Upper
Arlington
46
Yes
#3, #19, #60,
#83, #84
Informal
agreement
Columbus
101
Yes
#1, #92
COTA Owned
12
13
14
15
16
Hilliard
4199 Parkway
Cemetery Rd.
Ln.
1986
Hilliard United
Methodist
5445 Scioto
Church
Darby Rd.
2008
Indianola &
4720
Morse
Indianola Ave.
1981
Kingsdale
3206 Tremont
Macy’s
Rd.
1974
Livingston
3380 E.
& Barnett
Livingston
1982
Ave.
10-16
Number
Of
Shelter
Spaces
Map
Site
Name
and Date
Effective
Location
City
17
Main &
Weyant
1974
E. Main St. &
Weyant Ave.
Columbus
12
New
Albany
18
19
20
21
22
23
24
25
26
27
28
20 S. Third St.
(United
Methodist
Church)
Northern
Cleveland
Lights
Ave. at Innis
1978
Rd.
Olentangy and
4990
Bethel
Olentangy
1982
River Rd.
Renner Rd.
5608 Renner
2009
Rd.
Reynoldsburg
2100
1985
Birchview Dr.
Royal Plaza
Agler Rd. &
1986
Stygler Rd.
St. Andrew
1985
1994
Swansford Dr.
St. Peter's
6899 Smoky
1994
Row Rd.
Westerville
312 W. Main
1981
St.
55
Westwoods
Westwoods
1994
Blvd.
Whitehall
4540 E.
1993
Broad St.
New Albany
2002
Serving
Agreement
Yes
#2
COTA Owned
26
No
#39
Lease
Columbus
60
Yes
#1, #9, #27 #35
#37, #40, #83,
#87
Lease
Columbus
150
Yes
#30, #95
Lease
Columbus
116
Yes
#5, #57, #66
COTA Owned
ReynoldsBurg
214
Yes
#1, #2 #45 #47,
#48
COTA Owned
Gahanna
40
Yes
#41, #42
Lease
Dublin
14
No
#30
Lease
Columbus
20
No
#30
Lease
Westerville
230
Yes
#1, #27, #33,
#36,#37
Lease with City
of Westerville
Columbus
100
Yes
#10,#53
COTA Owned
Whitehall
148
Yes
#10,#43,
#87,#89
COTA Owned
**Actual utilization may vary due to shared use lot
10-17
Table 10-2: Average Park & Ride Utilization January 2012 – January 2013
Total # of
Spaces
Average # of
Spaces Used
Average Capacity
Utilization
Berwick Plaza
60
10
17%
Broad/Southampton
68
8
12%
Crosswoods
169
35
21%
Delawanda
58
25
43%
Dublin Dale Dr
82
60
73%
Eastland Mall
27
3
11%
Easton Transit
41
12
29%
Gender Rd
40
28
70%
Great Southern
84
13
15%
Griggs Dam
16
10
63%
Grove City
150
33
22%
Hilliard Cemetery Rd
90
13
14%
Hilliard United Methodist Church
37
2
5%
Indianola & Morse
105
24**
23%
Kingsdale Macy’s
46
20**
43%
Main & Weyant
12
0
0%
Livingston & Barnett
101
17
17%
New Albany
26
20**
77%
Northern Lights
60
27
45%
Olentangy & Bethel
150
13
9%
Renner Rd
116
49
42%
Reynoldsburg
214
92
43%
Royal Plaza (Gahanna)
40
8
20%
St. Andrew’s
14
5
36%
St. Peter’s
20
7
35%
Westerville
230
79**
34%
Westwoods
100
12
12%
Whitehall
148
21
14%
646
28%
Location
TOTAL P&R SPACES
2392
**Actual utilization may vary due to shared use lot
10-18
10.4.1 Recent Park and Ride Development
COTA continues to pursue
additional Park & Ride locations in
order to help reduce vehicle miles
traveled (and the associated carbon
emission levels), alleviate present
and future traffic congestion in the
region, and help promote public
transit as a viable option in meeting
an individual’s transportation needs.
Projects completed since the last
SRTP (2013-2017) are listed below.
Figure 10-16 New Albany
Park and Ride
Redesign and development of the Groveport and Parson Loop
•
This redevelopment added sidewalks and more pedestrian friendly
mobility. It also resurfaced the road after years of deterioration and
improved the Park & Ride’s aesthetics.
New Albany Park & Ride
•
The New Albany Park & Ride is located approximately one mile north
of SR 161 and SR 62 in the New Albany Business Park. The site
was approved for purchase by the COTA Board of Trustees in
November 2013.
•
COTA previously leased twenty-six parking spaces from the New
Albany United Methodist Church located at 20 South Third Street.
The new Park & Ride is designed for a total of one hundred seventysix parking spaces. Initially, Phase I was constructed with eightyeight (88) parking spaces. Additional spaces will be added as
needed to accommodate demand. COTA completed the project in
August 2014.
•
COTA has increased its express and reverse commute services to
New Albany upon completion of the Park & Ride. To that end, COTA
has formed a partnership with the City of New Albany, which provides
shuttle service within the business park to and from the Park & Ride
for the reverse commute service.
10-19
10.4.2 Future Park and Ride Development
Population growth, volatile gas prices, and an increased awareness of
potential cost savings and environmental benefits derived from the use
of public transit remain strong factors for development of future Park &
Rides.
Strategically purchasing Park & Ride locations ensures COTA has a
more permanent presence and an opportunity to provide long-term
service to the region. The following locations were identified as priority
areas for future Park & Rides over the next five years:
•
Northern Lights area (see Section 10.2.5)
•
Cleveland Avenue & SR-161 area
•
Southeast Columbus/Canal Winchester, Gender Road and US-33
area; and
o The land was purchased along Gender and Winchester Pike roads.
There are additional parcels that are planned to be sold as part of
the purchase to offset the purchase price. The Park & Ride will be
designed in 2015, constructed in 2016, with an anticipated opening
date of September 2016.
•
Northwest Dublin Area (lease facility)
In conjunction with the proposed CMAX Bus Rapid Transit project,
COTA proposes to redevelop an existing Park & Ride and develop a
new Park & Ride near Cleveland Avenue. A new COTA-owned Park &
Ride facility in the Northern Lights area is proposed to replace the
existing leased Park & Ride location at the Northern Lights Shopping
Center. In addition, COTA proposes to construct a new transit
center/Park & Ride just south of the Cleveland Avenue and SR-161
intersection in 2016.
The Canal Winchester and Dublin areas have seen significant residential
and commercial growth and development over the last decade.
Potential Park & Rides locations would be identified and purchased as a
strategic investment for future service. The Dublin area Park & Ride
location has yet to be identified.
Critical to expanding Park & Ride locations is working with area
communities, engaging the public, and identifying and purchasing the
10-20
necessary property in an area that provides accessibility, visibility, safety
and bus service as a competitive mode of transportation with the
automobile. Proposed Park & Ride locations are shown in Figure 10-15.
Table 10-3 Planned Park & Rides Locations
Planned Park & Rides Labels
Description
1
Dublin Area
2
Northern Lights Area
3
Cleveland Ave & SR 161
4
Canal Winchester, Gender Road & US-33 area
10.5 Passenger Shelters
COTA owns and maintains approximately 372 passenger shelters, primarily
located at major boarding or transfer locations, Park & Rides, shopping centers,
and medical facilities. While COTA strives to provide comfortable waiting areas
for all passengers, shelter installation must be
prioritized due to limited resources.
In 2014 COTA created the Bus Stop Design
Guide, it contains site guidelines for passenger
shelters as well as specifications on bus stops,
ADA compliance, and bus pads. This guide is
used by COTA, municipalities, and developers in
order to create areas that are developed as
transit oriented design (TOD).
Figure 10-17 COTA
Passenger Shelter and
Trash Receptacle
10.5.1 Shelter Site Selection Process
COTA uses ridership figures as the primary criterion for determining
which bus stops warrant shelters. Locations with 35 passenger
boardings per day or more will be considered for shelters. Yet, there are
additional criteria that are taken into account when considering shelter
placement:
•
Proximity to medical facilities;
•
Proximity to senior housing;
•
Frequent wheelchair lift usage;
10-21
•
Major transfer point;
•
Serves a park & ride;
•
Serves a major activity center; and
•
Shelters funded and maintained by others.
If a bus stop meets COTA’s shelter criteria, it may be considered for
passenger shelter placement. Meeting these criteria, however, does not
guarantee shelter installations. Existing site conditions such as the
following may make shelter placement unfeasible:
•
Adequate shelter of some type is readily available
•
Shelter location is not approved by the local authorities
•
Shelter location generates severe local citizen/business opposition
•
Inadequate Right-of-Way
•
Lack of existing pedestrian amenities
10.5.2 Downtown Shelters
COTA partnered with students from the Columbus College of Art and
Design (CCAD), to design new passenger shelters that replaced those
currently installed along High Street in downtown Columbus. The
installation was completed in the fall of 2014. As noted earlier, COTA’s
Transit System Review may result in some service changes in the
downtown area. If this creates a significant increase in bus volumes on
another downtown street, the new shelters may also be placed at the
downtown stops along that street.
10-22
Medium shelter
Large shelter
Figure 10-18 Downtown Shelters
10.5.3 Downtown Transit Stations
COTA staff is investigating implementation of several “Transit Stations”
within the Downtown area. These stations would be located at high
boarding and/or transfer locations. While the station concept is still
under development, it is envisioned that these facilities would be
somewhat larger than the typical downtown shelter, provide enhanced
weather protection, and have additional amenities. The number and
location of transit stations is identified during the Transit System Review
discussed in Section 4.5.
10.6 Bus Stop Signs
As of March 2015, COTA has 3,532 bus stops installed
throughout the COTA service area. In 2014, COTA began
installing new bus stop signs that will eventually replace all of
the existing signs. The new sign is designed with similar
dimensions as the existing sign. It includes a highly reflective
film that will improve nighttime visibility for both customers
and drivers.
Initially, COTA will use the new sign when implementing
new design as needed. COTA will begin replacing 20 to
25% of the signs each year over the next four to five
years.
10-23
Figure 10-19 New
Bus Stop Sign
11 – Intelligent Transportation Systems (ITS)
11 Intelligent Transportation Systems (ITS)
In the public transit sector, ITS represent a range of technologies including, Computer
Aided Dispatch/Automatic Vehicle Location (CAD/AVL), traveler information, electronic
fare payment, transit security systems, Automated Passenger Counters (APC), vehicle
fleet monitoring devices, traffic signal priority, and a variety of operations and planning
oriented applications. For several years, COTA has implemented a number of new
technologies that are utilized to support operations and planning, including those which
improve on-time performance and reliability.
During the 2015-2019 SRTP timeframe, COTA will complete the implementation of an
updated ITS system including dynamic message signs at key high ridership stops, park
and rides, transit centers, and selected shelters that will provide riders with next bus
arrival information. Additionally, COTA will make available real-time next bus arrival
information via web-enabled mobile technologies such as smart phones and tablets.
COTA will implement traffic signal priority at intersections along Cleveland Avenue to
allow for the faster, more efficient movement of public transit vehicles through
congested corridors and investigate its use within other traveled corridors as well. The
following section describes COTA’s short-range technology initiatives to improve
operations and enhance service to our customers.
As one of several alternatives to costly
infrastructure solutions, ITS provides the
technology to enable people to make smart
travel choices, and continued deployment of ITS
strategies is an important component of COTA’s
long-range and short-range transit plans.
ITS has created opportunities to respond
proactively to increasing demand for efficient
operation of public transit services, and to
convey information in a more timely manner to
our customers. This includes global positioning
system (GPS) technology that provides real-time
schedule information to riders, electronic fare
payment for greater customer convenience and faster boarding times, and devices that
integrate with traffic signal systems allowing transit vehicles priority over other vehicles.
Figure 11-1 Automatic Vehicle
Location
11-1
COTA plans to implement advances in vehicle dispatching, tracking, and
telecommunications that will result in safer, more reliable, more responsive and more
accessible service. COTA’s ITS enhancements are designed to:
•
Make bus travel easier for all passengers, including those with hearing and
vision disabilities;
•
Avoid traffic congestion and improve on-time performance;
•
Provide timely and comprehensive transit information such as real-time “next
bus” arrival information on variable message signs located at key high
ridership stops, park and rides, transit centers and selected shelters;
•
More timely and easier access to route and schedule information via the use
of current technologies including variable electronic message displays, as
well as improved access through a variety of devices including desktop and
laptop computers, smart phones, and tablets; and
•
Provide real-time transit performance and customer data via automated
reports and dashboards for COTA management decision making.
Specific components of COTA’s overall ITS initiatives include:
•
Computer Aided Dispatch/Automatic Vehicle (CAD/AVL);
•
Onboard automated stop announcements;
•
Traveler information systems;
•
Automatic Passenger Counters (APC);
•
Fleet maintenance technologies;
•
Safety and security, and
•
Transit signal priority.
Over the next five years, COTA will pursue implementation of the following
technologies:
•
More advanced web-based and interactive voice response (IVR) traveler
information systems for both fixed-route and paratransit riders;
•
Driver training and on-board vehicle monitoring systems;
•
Transit intelligence system for internal management;
11-2
•
Demand response systems to improve paratransit operations and customer
interfaces (e.g., IVR and Internet based reservation capabilities, automated
certification notifications, etc.);
•
Fleet maintenance technologies, and
•
Transit signal priority.
11.1 Computer Aided Dispatch/Automatic Vehicle Location
The heart of COTA’s ITS program is its
CAD/AVL system. This system provides COTA
dispatchers and supervisors with the capability
of real-time location tracking of each bus. GPS
devices placed on each fixed-route, demandresponse, supervisor, and maintenance vehicle
allow dispatchers to monitor a particular
vehicle’s location. Additionally, the system can
automatically calculate important operational
Figure 11-2 COTA Radio Room
metrics for fixed-route vehicles, such as
whether the bus is running on-time, early, or
late compared to scheduled times. The system, which is integrated with Franklin
County’s 800 MHz radio system, sends and receives fleet data over the same
radio frequencies used by dispatchers to communicate with COTA operators.
In addition to tracking a vehicle’s location in real time, the CAD/AVL system also
archives information for future performance analysis, and assists in incident
resolutions. This archive function provides the ability to “playback” events on a
computer, allowing staff to review and remedy where buses encountered delays
or other operational issues along a route. Further, data retrieval allows for a wide
range of incidents and disputes to be resolved quickly and easily; eliminating the
need to spend numerous hours of limited staff time resolving issues. Additional
analysis includes the ability to determine if the current route structure is providing
the greatest efficiencies, and if recent service changes are having the intended
effect on route efficiency and customer convenience.
Between 2009 and 2012, COTA replaced its CAD/AVL software on fixed-route
and paratransit buses with a system from Trapeze ITS, a division of Trapeze
Group, a leading global provider of solutions for public transit. In 2015, COTA will
complete the installation of this newer technology that also incorporates several
ITS components:
11-3
•
Electronic manifest for paratransit operations;
•
Driver training and on-board vehicle component and performance
monitoring;
•
Paratransit demand response systems (IVR and Internet-based
reservation communication and automated notification); and
•
Paratransit secure web-based service that enables passengers, service
providers and other users to view, request and cancel demand response
trips.
11.2 Onboard Automated Stop Announcements
Enhancing the experience of riding on a COTA vehicle is a major component of
the ITS program. COTA completed installation of an Automated Vehicle
Annunciator (AVA) system in 2005 to make bus travel easier for all passengers,
especially those with hearing and vision disabilities.
As a bus approaches a stop, the AVA system automatically announces the next
stop, as well as displaying it on a variable message sign inside the bus. The
announcements are made using the bus’ existing public address system that has
speakers inside and outside the bus. The variable message signs are ceilingmounted at the front of each bus inside the vehicle.
Utilizing a CAD/AVL system which tracks locations of all buses, COTA’s fixedroute fleet provides benefits, not only for passengers with hearing and vision
disabilities, but also to other riders who may not be familiar with the stops on a
particular route, and to passengers who have difficulty identifying their bus stop
location due to poor or limited visibility at night or during inclement weather. The
AVA system was completed with the installation of the new CAD/AVL system, in
2012. All new buses will be equipped for this system.
11.3 Traveler Information Systems
This ITS application provides a web-based itinerary planner through which
customers can access interactive screens on the COTA web site to input
origin/destination and arrival/departure information, quickly generate itineraries for
trips, look up popular destinations, and receive complete, printable itineraries
including maps, transfers, stop locations, fares, and travel instructions. In 2008,
COTA partnered with Google to provide trip planning for COTA’s customers via
Google Maps. In addition to Trapeze’s “Bus Tracker” web-based itinerary trip
11-4
planner, customers now have two options for obtaining trip planning information
via the web.
Future travel information
initiatives planned for the
2015-2019 timeframe will
feature “next bus”
information at high volume
passenger locations, a
web-based email
Figure 11-4 Online
subscription service to
Trip Planner
notify customers via
email when their bus is
within a specified time from the stop, or if
there is an unexpected change in normal bus
operation. This real-time data could be sent
to devices including flat panel displays at
passenger shelters and transit centers.
Figure 11-3 Traveler
Information
As the Trapeze ITS installation comes to completion, COTA will display “next bus”
information at main transit hubs, transit centers, and other high volume passenger
shelters via display panels. These signs will provide a time-based countdown for
the arrival of the next bus in addition to informing the customer if the bus they
were waiting for has left or is yet to arrive. A time-based countdown is considered
to be the most user-friendly format for presentation and can be readily
implemented with scheduled time, current time, and schedule adherence data.
11.4 Electronic Fare Collection
Providing easier payment options is another
way in which COTA’s ITS program will
enhance the customer’s experience.
Electronic fare payment and collection
systems that collect and process fares
enable customers to use a variety of
mediums (magnetic stripe cards, smart
cards, mobile ticketing, cash, etc.) to pay for
transit trips, while simplifying fare collection
for the transit agency. Electronic forms of
Figure 11-5 Electronic Fare
Payment
11-5
payment can also identify passengers for billing purposes.
Currently, the fareboxes support exact change (using both coin and paper) and
COTA’s magnetic fare cards. Installed in 1995, the fareboxes have served COTA
well and lasted far beyond their estimated useful life of eight years. In 2010,
COTA, along with consultants from IBI Group, completed an assessment of the
current system and available smart card technology in the marketplace. As a
result of this study, a phased approach will be taken to upgrade COTA’s fare
collection technology. In 2011, Phase 1 upgraded the existing system and in
2015, COTA will hire a consultant to explore other means of electronic payment
during Phase 1.
Starting in March 2011, Phase 1, allowed magnetic verification of each OSU
student ID presented as fare payment. OSU and COTA shared a goal of
accurately measuring student ridership and ensuring that only currently enrolled
students were allowed to use their IDs for payment. The upgrade also provided
enhancements that benefited the Columbus City Schools (CCS) pass program, as
well as other group programs. Among other benefits resulting from this upgrade,
the fareboxes provide transactional data for each boarding including GPS
location, method of payment, and a unique identifier for magnetic media used or
issued during the transaction. Resulting data is used by planning and marketing
staff to better understand the use of the system.
The Phase 1 upgrade and refurbishment project was completed at a cost of under
$2.35 million, or $5,329 per farebox, which included labor, materials, and spare
parts, two sets of related garage vault and computer equipment, and associated
network hardware and software. Phase 1 was completed by June 30, 2011.
Upgrading the farebox system to incorporate advanced technologies would allow
COTA to:
•
Consolidate and simplify the number of discounted fare options;
•
Speed passenger boarding times at bus stops;
•
Generate ridership information based on farebox data;
•
Allow passenger boarding data to be evaluated at the bus stop level; and
•
Reduce farebox maintenance costs.
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The system would encourage the use of pre-paid fare methods and allow users to
select the product that best fits their individual needs. In April 2015 COTA will
enlist the services of a technology consultant to in part, recommended an
advanced technology payment system.
11.5 Automated Passenger Counters
ITS applications will continue
to enhance COTA’s ability to
ensure that public transit
serves as many customers as
possible. APCs use electronic
sensors near the front and
rear doors of selected COTA
fixed-route vehicles to count
daily boardings and alightings
at each bus stop. As future
bus buys are executed, COTA
will continue to maintain APC
units on approximately 30% of
the total fleet. Utilizing APC data, COTA planners can make timely decisions
affecting route alignments and improved vehicle on-time performance, all with a
goal to increase ridership, improve system efficiency and reliability, and ultimately,
customer satisfaction.
Figure 9-6: Automated Passenger Counters
11.6 Fleet Maintenance
Included with the Trapeze CAD/AVL upgrade is the ability to provide enhanced
maintenance capability to the fleet through vehicle component monitoring (VCM).
VCM, or Preventive Maintenance (PM) software, enables automatic monitoring of
transit vehicle engine components and provides warnings to COTA’s maintenance
personnel if failures are about to occur. This element would eventually integrate
with COTA’s existing maintenance records software.
To monitor the COTA vehicle, an on-board microcomputer will be connected to
various input devices: engine sensors, GPS receiver, ramp deployment signals,
and odometer sensors, which can record characteristics such as
acceleration/deceleration, speed/RPM, engine run time, and cumulative distance
traveled. External sensors can also be connected to the on-board microcomputer
to record temperatures (engine, coolant, interior passenger comfort), road
11-7
conditions (vibration), air compression usage (tire pressure), and stress on
brakes. When the vehicle returns to the garage, the data can be downloaded via
the wireless local area network to the maintenance system in order to help
maintenance personnel conduct proactive fleet maintenance in a more timely and
efficient manner, reducing overall maintenance costs.
COTA’s future ITS plans also include an Intelligent Vehicle Initiative (IVI).
IVI systems are designed to enhance the safety of the bus by providing crash
warning and crash avoidance capabilities. IVI systems address behaviors
including following too close, unintended lane departures, driving too fast around
turns, and other operational characteristics. The plan to implement IVI
technologies is currently being evaluated and is not being planned for deployment
in the 2015-2019 timeframe.
11.7 Safety and Security
Ensuring the safety of customers and operators is one of COTA’s highest
priorities. Over the last few years, COTA, along with many other public
organizations, has expanded interest in security to include its fleet and facilities.
(See Section 12)
Examples of ITS technologies used in ensuring a safe and secure environment
include a video surveillance system, which incorporates three cameras in each
fixed-route bus, images from which are stored automatically to hard drives on the
buses. Additional on-board security features include emergency alarms and other
sensitive security features, which allow dispatchers to monitor situations on the
bus and act accordingly. COTA also currently monitors its facilities with a closed
circuit television (CCT) surveillance system. Finally, each COTA facility maintains
controlled access through a key card system.
Over the 2015-2019 timeframe, COTA will continue to make significant
investments in ITS security and safety technologies. Examples include the
CAD/AVL upgrade described above, and other equipment that will assist COTA in
monitoring and responding to situations on board vehicles, along the routes, and
at transit facilities.
11.8 Transit Signal Priority (TSP)
Over the past few years, implementation of various ITS technologies has been
conducted by several local municipalities. For example, the City of Columbus and
the Ohio Department of Transportation (ODOT) have installed real-time cameras
11-8
at numerous intersections and highway areas in central Ohio in order to help
monitor traffic flow, decrease traffic incident response times, and improve overall
safety of operations.
Another area of ITS integration and partnering with local agencies includes the
ability to interface with the City of Columbus’ traffic signal system and provide
COTA buses priority at certain intersections when buses are running late. TSP
enables a green light or truncate a red light (with certain parameters). The CMAX
BRT project will utilize TSP, and COTA will continue to work closely with City of
Columbus Traffic Engineers to ensure proper design of the system. COTA
planning and IT staff will also investigate the potential for replicating TSP along
other high ridership and high traffic congestion times corridors during the 20152019 SRTP timeframe.
COTA completed an AA study in 2012, which examined the feasibility of operating
a Bus Rapid Transit (BRT) line along Cleveland Ave. Part of this study included
implementing signal priority, primarily along Cleveland Ave. See Section 14.5.6
for more information.
Over the next five years, COTA will continue to pursue diverse ITS technologies
to increase mobility and enhance transit operations by making travel safer, more
efficient, cost-effective, and convenient.
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12 – Security and Emergency Services
12 Security and Emergency Services
COTA places a high priority on employee and passenger safety and security. COTA
places a high priority on the importance of preparedness for and responding to a variety
of security-related incidents and emergencies that may result from natural or humanmade disasters.
COTA is an active community partner in regional security and emergency response
planning, playing a vital role in response to and recovery from emergencies and other
unexpected catastrophic events. Such emergencies, especially those that call for the
mobilization of transportation resources, require effective and efficient coordination
across a broad spectrum of agencies.
COTA’s capability to mobilize resources is profoundly affected by the decisions and
directives of others, including law enforcement, fire, and emergency medical services,
and local and state planning agencies. To better manage these effects, COTA is
actively involved with local central Ohio communities in planning and preparing for
emergencies. COTA is prepared to provide specific functions that are identified in local
emergency operations plans. Those functions may include but are not limited to:
•
The emergency evacuation of citizens from disaster affected areas;
•
Identification and transportation of citizens with disabilities;
•
Evacuation of schools and day care centers;
•
Temporary/in-place sheltering of evacuated citizens; and
•
Transportation of meals, goods, and supplies to an affected area for victims,
emergency responders, or to support recovery operations, planned security,
and emergency preparedness activities.
12.1 Passenger and Facility Security
Over the past decade, COTA reorganized and increased its security
enhancements to ensure the safety and well-being of its passengers, employees,
and facilities and to provide an environment that is welcoming to customers. To
develop an overall picture of the organization, the Security Department conducted
Security Risk, Threat, and Vulnerability Assessments to determine weaknesses
and strengths in the COTA structure. Several areas targeted for improvement are
described below.
12-1
12.1.1 Special duty officers and unmarked cruisers
COTA maintains vehicles for use by uniformed Columbus Police officers.
The cars are equipped with interior red and blue lights, public address
systems, sirens, police computers, and radio equipment. These vehicles
allow COTA to double its resources and reduce the time to respond to
coaches in need of assistance.
The computers allow officers to
immediately receive information on
an individual’s criminal status
without awaiting the availability of a
police dispatcher to conduct a
search. The radios provide the
advantage of direct contact to the
Columbus Division of Police
Communications Room for
immediate response from on-duty
police officers, helicopter support,
K9 units, etc., when warranted.
Figure 12-1 Police Cruiser
Police officers routinely ride COTA coaches providing an additional level
of protection for customers and operators. At their discretion, police
departments across Franklin County are asked to stop coaches and
conduct a courtesy walk-through. COTA has budgeted $$660,000 to
hire Special Duty Police Officers for 2015, with inflationary increases
included in each additional year of this plan.
12.1.2 Homeland Security
COTA has initiated several additional
standards to improve its ability to
detect and deter terrorist activities
within its system. These deterrents
include, but are not limited to:
•
Bomb-sniffing, canine detection
teams – Members of the
Transportation Security
Figure 12-2 Bomb-sniffing
Canine Team
12-2
Administration (TSA), Columbus
Division of Fire Bomb Squad, and
the Ohio Highway Patrol Canine
Teams work hand in hand with
COTA to search coaches at
pre-determined checkpoints and
COTA facilities to ensure the safety
of passengers, employees, and
equipment during heightened
security conditions. The
Figure 12-3 Visible Intermodal
searches serve as a deterrent
Protection Response
for anyone that may be
considering plans to cause
harm to the transit system; and
•
Visible Intermodal Protection Response (VIPR) – The TSA, Ohio
Highway Patrol, the Ohio State University Police and the Columbus
Division of Police coordinate with COTA to provide a VIPR during
OSU football games, Arnold Classic and Columbus’ Red, White, and
Boom activities. VIPR provides up to 75 federal agents and police
officers to improve the security of COTA passengers, employees,
and equipment during the busiest days of the year. VIPR officers
ride with passengers, check parked vehicles at park and rides,
conduct canine searches on buses, and scout crowds for suspicious
activities.
12.1.3 Identicard proximity readers
COTA will continue to ensure enhanced security around all facilities.
Proximity identification card readers are located at exterior entrances
and exits for transit centers and terminals while pedestrian gates and
employee ID card readers control access of employees to main parking
areas at COTA’s two-bus maintenance and storage facilities. All
equipment will be maintained or upgraded with the latest available
technologies throughout the SRTP timeframe.
12.1.4 Closed Circuit Television Cameras (CCTV)
CCTV cameras have been installed on all COTA buses and facilities.
COTA’s major facilities are being upgraded to a new Pelco system as
each facility undergoes renovation. In 2009, COTA upgraded the CCTV
equipment on buses to include audio capture capabilities. All future bus
orders will be equipped with CCTV.
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12.1.5 Park and Ride Security
By the end of 2017, eleven COTA Park and Ride locations will have
wireless cameras installed. By 2017, COTA plans to install wireless
cameras at all COTA owned park and ride locations. COTA has
received permission from the City of Columbus to use city owned fiber
optics and wireless systems to help reduce the price of COTA equipment
and surveillance.
CCTV systems at the Fields Avenue bus garage, Mainstream
administration and mobility assessment center building, and
administrative offices at 33 N. High Street have each recently received
an upgraded Pelco camera system. The new system allows COTA to
pre-set programs in the system to automatically move, focus, and
auto-zoom cameras to cover extended areas while utilizing fewer
cameras. During the 2015–2019 timeframe, security plans include
enhancing and replacing Vicon CCTV equipment at the McKinley bus
garage and Essex maintenance storage building, and at the Linden,
Easton, and Near East transit centers with Pelco CCTV equipment in
order to provide operational consistency among facilities.
12.1.6 Other security devices
Similar to each bus in COTA’s existing fleet, all future bus buys will
include the following security related features:
•
Exterior destination signs that can be activated to read “Emergency,
Please Call Police,” followed by a silent alarm to COTA’s Radio
Room;
•
Convex mirrors to allow the operator complete vision of passengers ;
•
Bus identification numbers painted on coach tops for easy aerial view
(e.g., by police helicopters);
•
A GPS radio to provide real-time bus location information; and
•
Emergency buttons included in an upgraded radio system in order to
provide a priority and second level of priority notification to the Radio
Room.
12-4
12.1.7 Contracted security guards
COTA contracts security guard services to protect its main headquarters
at 33 North High Street, and the two bus garages twenty-four hours
during the weekdays, weekends, and holidays. COTA has budgeted
$220,000 for security guard services in 2015, with inflationary increases
included in each additional year of this plan.
12.1.8 Evacuation transportation group
In 2006, COTA, the Mid-Ohio Regional Planning Commission (MORPC),
Franklin County Emergency Management and Homeland Security
Agency (FCEMHS), and the City of Columbus, formed a regional
evacuation transportation group to discuss emergency response,
evacuation routing, signage, and transportation resources with agencies
in the greater Columbus area that have a stake in evacuation planning.
On a regular basis, this group discusses the following topics:
•
Transportation resources;
•
Evacuation routing and signage;
•
Review of existing evacuation plans; and
•
Incident management.
FCEMHS’s vision is to continue to develop and update a regional
transportation evacuation plan that adds to and complements existing
emergency preparedness plans. This strategy contains a summary of
transportation options in the event of an evacuation, including
evacuation routes out of the area, fuel and food supply provision routes
to the area, shelter provisions, flexible and static signage, use of various
Intelligent Transportation Systems (ITS) such as radio communications,
traffic signal coordination, etc., and law enforcement.
COTA also coordinates closely with the Franklin County Emergency
Management Agency (FCEMA) and Chemical Emergency Preparedness
Advisory Council (CEPAC) on evacuation training in the event of an
emergency. This training has included an annual simulated plane crash
at Port Columbus International Airport, Rickenbacker Air Base, or Bolton
Field. In addition, COTA has been involved in several emergency
evacuations (actual and simulated) in Franklin County in recent years.
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During disaster events, it may become necessary to protect citizens by
moving or relocating them from areas of the county that are threatened
to areas that are more secure. Conducting these types of movements is
COTA’s primary responsibility as Franklin County’s #1 Emergency
Support Function (ESF) Transportation Coordinator, assisted by support
agencies charged through an ESF as part of the Franklin County
Emergency Operations Plan.
“ESF 1 Transportation” is responsible for management of transportation
systems and management of transportation infrastructure during threats
or in response to actual incidents. Activities under this ESF are directed
by the Franklin County Engineer’s Office (FCEO) and COTA with
support from many other transportation industry entities. Transportation
encompasses all transit surface modes, including land-based wheeled
vehicles, trucks, and buses traveling on streets, roads, highways, and
bridges; air travel, rail routes; transportation infrastructures (roads,
routes, and bridges) and assets that move people and supplies in and
out of Franklin County.
ESF 1 presents a coordinated approach to manage surface
transportation support, services, and infrastructure essential for
emergency response, and to provide public transportation to temporarily
replace or augment services affected in an emergency. It is also
responsible for restoration of the transportation infrastructure following a
public emergency and for ensuring the existence of routes designed to
promote the movement of goods, services, equipment, and personnel
toward emergency staging areas and any emergency location.
Evacuation will be undertaken when it is perceived that there is or may
soon become an unacceptable level of risk to health and/or safety of
people in a given area.
12.1.9 Mobile Emergency Operations Center (EOC)
In March 2013, COTA purchased a mobile EOC to enhance the
effectiveness of COTA’s emergency response for assistance to Franklin
County Emergency Responders. COTA has been identified by the
Emergency Management and Homeland Security Agency as the Transit
Coordinator for Franklin County. COTA personnel are responsible for
contacting and assigning other agencies to assist in evacuations while
tracking the number and types of vehicles, personnel, and assignments
12-6
involved. The Mobile EOC is equipped with radios for communication
with COTA personnel and other agencies, chalkboards, a meeting room,
computers, and other equipment which will improve communication in
and response to emergency situations.
12.2 Other Emergency Services Coordination
COTA is the transportation representative of the Ohio Department of Homeland
Security’s (ODHS) Border/Transportation Security Chemical, Biological,
Radiological, Nuclear, and Explosive (CBRNE) Advisory Committee. The object
of this committee is to review and revise all policies and procedures to protect the
borders of Ohio from attacks via waterways, land, or air. The committee
participants include but are not limited to the ODHS, Ohio State Highway Patrol,
Ohio Department of Natural Resources, TSA, Amtrak, CSX Transportation,
Norfolk Southern Railroad, Ohio Central Railroad, Ohio National Guard, Franklin
County Sheriff, Columbus Division of Fire Bomb Squad, Columbus Division of
Police, and the United States Coast Guard.
12.3 Other Security Initiatives
To help minimize crime and provide increased security for passengers,
employees and facilities, COTA is exploring the possibility of establishing a transit
police department either within the Authority or within the Columbus Police or
Sheriff’s Department. The Authority will analyze crime statistics between the City
of Columbus and COTA’s service area; crimes committed on COTA coaches and
property compared to similar crimes at other agencies; and, determine what
additional personnel and funds are needed to protect COTA and its customers.
12.4 Ohio Public Transit Association Security Subcommittee
In November 2006, members of COTA’s staff recommended and initiated a new
Ohio Public Transit Association (OPTA) Security Sub-Committee. This group has
representatives from every major, and many of the smaller and rural,
transportation systems within Ohio. The members provide training and
development for the Security Program Plan, Emergency Disaster and
Contingency Plan, Security Tool Kit ingredients, and procedures for the National
Incident Management System (NIMS).
This committee will continue to spearhead the Ohio Homeland Security’s
Transportation version of the computer-based Law Enforcement Response Plan
(LERP). The primary purpose of the LERP is to identify equipment and other
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resources each authority has available, which can be utilized during emergency
evacuation situations.
Specialties and best practices initiatives have been identified and shared with all
transit agencies involved in this effort. Agencies have developed key networking
partners to assist in the planning and design of their particular authority’s security
program.
12.5 Capital Crossroads Special Improvement District (SID)
Since COTA’s inception, downtown Columbus has been the heart of COTA’s
transit market, and remains the largest employment center in the central Ohio
region. Capital Crossroads is a private sector organization created by downtown
property owners in 2001. Its primary purpose is to make downtown Columbus the
cleanest, safest, and most attractive commercial area in central Ohio. Funded by
more than 500 property owners, the SID serves a 32-square block area between
the Greater Columbus Convention Center and I-70. The downtown SID
Ambassadors provide safety and cleaning services to the District seven days a
week.
COTA continues to be an integral funding partner to the Capital Crossroads SID
project. COTA’s participation in SID funding will protect and enhance COTA’s
downtown facilities and be a great benefit to Authority personnel and its
customers. In 2015 COTA renewed its yearly agreement with the SID, and
contributed $100,000 towards providing supplemental maintenance, security and
other essential services within the District.
12-8
13 – Administrative Support Staff
13 Administrative Support Staff
COTA’s administration is comprised of six divisions plus the President’s Office. The
agency’s administrative organizational structure is displayed below. While many
divisions and departments are directly responsible for implementing, planning and
supporting bus operations and facilities, such as the Operations, Service Planning and
Communications and Marketing divisions, other divisions and departments support the
rest of the administration.
Human Resources, Labor Relations, Legal divisions, Information Technology, Supply
Management, and two departments within the Finance Division, are such examples.
Below are summaries of the support divisions and departments, briefly outlining
programs and functions of each one.
13.1 Division of Human Resources and Labor Relations
The Division of HR and Labor Relations is a strategic partner and support unit for
all areas of the Authority. HR provides assistance and expertise in many areas
including: benefits administration, compensation and classification, employee
development and training, employee and labor relations, safety, and attracting top
talent. COTA works closely with all of the Managers and Supervisors throughout
the organization and every employee. The Division consists of the following:
•
The Office of Vice President;
•
HR Services;
•
Safety; and
•
Employee Development.
The HR Division strives to find and retain the best-qualified candidates for all
positions within the Authority. Even with the financial hardships many
communities are facing, central Ohio continues to thrive and grow, which creates
a very competitive environment for attracting and retaining top talent. The HR
Division continues to balance this challenge with being a good steward of public
funds.
13.1.1 Recruitment/Retention
COTA hires over 100 Bus Operators per year, on average. The
recruitment process is designed to ensure qualified individuals are hired
13-1
and trained to safely perform all aspects of the position. Operators are
screened based on their application for employment and are invited to
attend a three and a half-hour briefing to introduce them to the position
and evaluate their customer service skills. Those who have the skills to
move forward in the process are interviewed by COTA management,
references are checked, criminal history and driving records are
evaluated, and a drug test and physical exam are completed. Applicants
must obtain an Ohio Department of Transportation (ODOT) physical
card, pass the written portions of the Commercial Driver’s License (CDL)
test, and obtain a CDL permit prior to hire.
In addition, a comprehensive job analysis was completed in 2012
thoroughly defining the essential functions of
several high incumbent positions.
Environmental factors as well as the
physical demands of the position were
analyzed. This data was evaluated by a
third party to create a minimum score on a
Physical Capability Evaluation (PCE) 8
specifically for the Bus Operator position.
Figure 13-1 Isokinetic
Evaluation for the PCE
Applicants for this position are required to
successfully complete and achieve a passing score on the PCE to
ensure they can safely perform all physical requirements of the position.
This program’s effectiveness is monitored monthly and additional high
incumbent positions are being evaluated for implementation in the future.
13.1.2 Compensation and Class Structure
Salary structures are an important component of effective compensation
programs and help ensure the pay levels for groups of jobs are
competitive externally and equitable internally. An effective salary
structure allows COTA to reward performance and the development of
skills while controlling overall base salary costs by providing a cap on the
range paid for particular jobs. Job analysis data is a critical component
of the salary structure and is used as the foundation for most functions
and activities within the HR discipline. In an effort to improve services
and maximize productivity, the HR department evaluates opportunities to
leverage new technology, outsource transactional non-core tasks, and
8
PCE is a registered trademark of Industrial Physical Capabilities Services
13-2
streamline internal processes. It is more essential than ever to make
sure spending provides the most efficient services to our employees and
benefits our stakeholders.
13.1.3 Employee Recognition
COTA understands the
importance of recognizing
our people for their
accomplishments. The
HR Division works hard to
balance being good
stewards of public funds
with improved employee
morale and job
satisfaction through a
quality recognition
Figure 13-2 Employee being recognized by
President/CEO Stitt and VP of Operations, Forbes
program. This
recognition program is
intended to reinforce COTA’s values, reduce turnover and create a
positive culture.
As a part of the Customer Experience Project Initiative, in 2014, the
Smile Award Recognition Program was introduced. It provides an
opportunity to recognize and reward employees for going above and
beyond in the area of customer service. This program enables all
employees to recognize their fellow co-workers regardless of level within
the organization.
13.1.4 Affirmative Action Plan
It is critical to the management team and Board of Trustees that the
Authority’s culture provides diversity and inclusion. COTA provides
equal employment opportunity to all employees regardless of race, color,
religion, sex, sexual orientation, gender identity, creed, national origin,
age, political affiliation, military or veteran status, and disability, except
where being able-bodied is a bona fide occupational qualification for a
specified position.
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COTA’s policy affects all employment practices and prohibits
discrimination in any terms, conditions, or privileges of employment.
COTA takes these legal obligations seriously and takes positive
affirmative action to ensure our workforce is representative of the
community in which we serve. If underrepresentation is discovered,
goals are established, communicated, and monitored to ensure
progress.
COTA is proactive in managing our healthcare and workers
compensation programs including implementing an ambitious health and
wellness program. We understand safe, healthy employees are happier,
more productive, and efficient.
13.1.5 Biometrics Program
In 2012, COTA management
successfully negotiated a biometrics
screening program into its contract
with the Transport Workers Union
Local #208 for employees and
spouses in the health plan to
participate in a comprehensive
34-panel blood and nicotine test,
blood pressure measurement, and
health history questionnaire.
Each employee and spouse is
assigned a unique, achievable goal
and is rewarded, through premium
incentives, for participation in the
program and for achieving the goal
on an annual basis. Covered adults
Figure 13-3 Biometrics Program
are supported with year-round tools
and resources designed to keep
them engaged and empowered to take control of their health, which has
a direct correlation to COTA’s controlling its health care expenses.
Smoking is still the leading preventable cause of death in the United
States, causing 443,000—or nearly 1 of every 5—deaths annually9.
Smokers contribute, on average, an additional $3,500 to health care
9
Centers for Disease Control and Prevention: Tobacco Control State Highlights 2010
13-4
expenses each year10. Therefore, nicotine users who did not cease their
use in 2013 began paying the highest premium level beginning in 2014.
In 2015, COTA management successfully negotiated an increase to the
employee premium contribution while continuing the same incentives for
employees and spouses, where applicable, who participate in the
program. An incentive was also introduced for nicotine users to
encourage participation in the program, while still requiring a higher
premium contribution than non-nicotine users.
13.1.6 Benefits/Wellness Initiatives
HR aggressively managed its health insurance costs and achieved only
a 2.56% increase in premiums for the 2015 calendar period. This
increase compares very favorably to the national average health care
premium rate, which is an increase of 4.9% and 6.3% for 2012 and 2013
respectively 11. In addition, significant plan design changes were
negotiated with the Transport Worker’s Union Local #208 for the 2016
and 2017 plan years to help drive behaviors to lower cost options, and
achieve future cost savings. To further manage COTA’s health care
expenses, options to self-insure may be evaluated and medical,
prescription, dental and visions plans will be marketed for competitive
bid for the plan year beginning in 2016.
HR’s initiative centers around the concept that health insurance costs
will only decrease through ensuring employees have a vested interest in
and a clear understanding of their health status. COTA continues to
educate and provide resources to our employees on the importance of
being proactive with their annual exams and with their relationship with
their physician(s).
COTA continues to focus on its wellness initiatives through the “On the
Road to Wellness” program with administrative and represented
employees serving as wellness ambassadors, regular visits from a
Registered Dietician, publication of a monthly wellness newsletter,
benefits fairs, and holding and encouraging participation in events
designed to increase physical activity. The program will utilize the
10
11
Interactive Health Solutions
As reported and predicted by Aon Hewitt Health Value Initiative Database
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aggregate results of the biometric program to focus wellness initiatives
on the most prevalent modifiable health risks in COTA’s covered
population.
Lastly, compliance with and implementation of phased-in provisions of
the Affordable Care Act will have a significant impact on HR priorities
and expenses in the coming years as we continue to make the best
business decisions in a volatile health insurance market.
13.1.7 Safety
In 2014, the COTA Safety Committee was re-established and remains a
priority initiative for 2015. The Committee’s make-up includes a crosssection of management and represented employees. The intent of the
Committee is to identify, eliminate, minimize, and/or control safety
hazards and their associated risks. Safety Awareness will be a focus,
with safety training classes being offered on topics such as
slips/trips/falls, eye/ear protection, fire safety, safe work practices, etc.
The Committee will also assist with audits, safety, and wellness fairs and
manage a new company-wide Safety Award Program, which will be
implemented in the first quarter of 2015.
Submission of safety suggestions and/or concerns will be reviewed and
evaluated by the Committee. The suggestions and concerns must
positively contribute to the safety and wellbeing of COTA’s employees.
The Committee will also promote the new focus on safety by partnering
with COTA’s Communications Department to assist in marketing the
safety campaign initiatives.
During 2014-2015, the Safety Department will complete Job Task
Analysis (JTA) reports on several positions at COTA. The JTA
evaluation of the Operator position was completed in 2014. COTA
currently employs over 500 Operators out of a work force of
approximately 960. Along with this JTA for Operators, a PCE test has
been developed and implemented. Successful applicants for the
Operator position will take this functional capacity test prior to their
placement in the position.
This process helps to ensure that our employees understand the
essential functions of their positions and can safely and effectively
perform them. Other positions within the organization will have a JTA
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completed along with an appropriate PCE as this program expands.
This process promotes the health and safety of our employees and will
reduce the potential injuries that could occur if a person cannot safety
perform the duties in the position.
As a Self-Insured Employer in Worker’s Compensation, COTA continues
to save approximately $2.5 million dollars per year. The Safety
Department routinely partners with the Ohio Bureau of Workers
Compensation – Division of Safety and Hygiene for safety consulting,
environmental testing, on-site training, and on-site safety inspections.
COTA has used their services in the past and will increase requests this
year to include safety inspections of each COTA property to ensure
compliance with Occupational Safety and Health Administration
requirements.
13.1.8 Training and Employee Development
COTA’s ongoing commitment to the growth and success of its
employees will continue grow in the next five years. Initiatives of the
Training and Development department include:
•
Efficiencies:
Training and employee development at COTA focuses on driving
efficiencies cross-functionally across the organization. We continue
to evaluate all training programs in place and identify synergies
needed between departments. A needs analysis continues to identify
cost efficiencies within the department pertaining to delivery methods
and learning retention. This includes, but is not limited to, research
on learning management systems, webinar platforms, developer
resources, and cross-functional department resources.
•
William J. Lhota Leaders of the Future program:
COTA created a leadership program in 2007 known as the “Leaders
of the Future Program.” The program, which lasts 12 months, is
designed to engage, cultivate, and enhance the leadership
competencies and skills of current and emerging leaders within the
organization. In 2012, the program was renamed the “William J.
Lhota Leaders of the Future Program” in honor of our former
President/CEO William J. Lhota. Acceptance into the program is a
competitive process and employees are hand-selected by the
Authority’s Executive Leadership Team based upon the strength of
their application and interview.
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The program focuses on developing a leadership philosophy and
leadership soft skills in the participants. Through partnerships with
community leaders, we are able to share real-life leadership
experiences with them. They are also mentored by a member of
COTA’s Executive Leadership Team. Lastly, each class is assigned
a leadership project designed to advance the Authority.
To date, the program has graduated 42 participants.
•
Onboarding:
Training and Development continues to focus and improve the
onboarding experience from the recruiting process to the hire date.
As an initiative in 2013, COTA analyzed the New Hire Orientation
program and identified ways to make it more effective.
Improvements include, but are not limited to, efficiencies with timing
and scheduling, updates to the Harassment-Free Work Environment
Training, and participant training material revisions. Our continued
focus will be to explain COTA’s vision, mission, and core values to
new employees and share with them who we are as a company
along with how the employees benefit from working at COTA.
•
Leadership Training:
In 2013, Training and Development evaluated and started to build a
foundational leadership program for the Authority’s leadership. The
program focuses on strengthening the current leadership skills and
drives toward a consistent leadership culture across the organization.
COTA will continue to expand this program in 2015.
The program includes training modules on Getting Started as a New
Leader, Essentials of Leadership, Resolving Conflict, Coaching for
Success, and Managing Performance Problems. We will identify
additional modules on delegation and setting performance
expectations in 2015. In addition, mandatory training such as
ADA/FMLA, Harassment, Ethics, etc. has also been incorporated.
The program has been delivered to the embedded base leadership
within COTA and is incorporated into New Hire Leadership Training.
•
Customer Service Training:
Customer service training began as a focus midyear of 2013 for the
entire Authority. A needs analysis was performed with all
departments to identify internal and external customer interactions.
As a result, The COTA Customer Experience Program was created.
The program began in the first quarter of 2014 with the launch of the
DRIVE the Customer Experience Newsletter. The newsletter
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includes customer service related articles, recognition, training
announcements, books, and quotes. In addition to the newsletter, we
delivered the training course DISC to all of the Administrative
employees. DISC focusing on self-awareness of your own work
style, and how to adapt to other work styles. In Q2 of 2014, we
launched the SMILE Award Recognition program, which focuses on
employees who go above and beyond with their customer service
skills. The Customer Experience Program will continue with the
launch of the course Critical Elements of Internal Customer Service
to all administrative employees, and the course Delivering
Exceptional Customer Service to all external customer facing
employees. We will continue to focus on improving our employees’
customer service skills in order to reach a high customer satisfaction
rate internally and externally.
•
Professionalism/Communications Training:
Moore Counseling and Mediation was hired in the third quarter of 2014
to deliver Professionalism/Communications training to individual
departments at COTA. The training focuses on professional behavior
and effective communication in the work environment. The training is
followed by a mediation session and a two-hour follow-up session at a
later date. The success of the training has inspired us to continue the
program in 2015.
13.1.9 Labor Relations
Three quarters of COTA’s employees belong to the Transport Workers
Union Local 208. There are three different bargaining units: 1) Bus
Operators; Vehicle and Facilities Maintenance; 2) Customer Service
Representatives; and 3) Cashier Clerk/Farebox Pullers. It is extremely
important to the leadership team of COTA that the partnership with the
Union is strengthened through positive and productive dialogue and
relations. The Authority cannot provide the best service to its customers
without this relationship.
The HR Division is charged with promoting and cultivating this
relationship. In addition, the HR Division works hard to provide coaching
and counseling to all of the supervisors and managers to ensure they
are providing the best leadership to their teams. Initiatives that sought to
improve the relations throughout the organization and work towards a
positive collective bargaining process began in 2014.
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13.2 Division of Legal
The Legal Division consists of six full-time employees: Vice President of Legal
Affairs/General Counsel; Senior Legal Counsel; two Associate Counsels, Claims
Adjuster, and an Administrative Assistant. In addition, from time to time, the
Division hires law clerks to assist with legal and claims matters and to provide
valuable practical experience to law students.
Of the Legal Division’s six full- time employees, four are attorneys. Collectively,
the attorneys’ responsibilities are to advise and represent the Board of Trustees
and the President/CEO on all legal issues and concerns affecting the
organization, including making recommendations for policy changes to comply
with all laws and regulations as well as organizational goals. In addition, the
attorneys advise, consult and represent all Division Vice Presidents and
management staff on all legal concerns with particular emphasis on labor
relations, employment, workers’ compensation, personal injury defense and other
tort litigation, administrative policies, and contractual (procurement) issues,
including research and representation in all courts of law and administrative
tribunals. Lastly, the attorneys are responsible for managing all outside legal
services provided to the organization.
COTA’s Claims Adjuster conducts thorough accident investigations involving
property damage and personal injuries. The investigation process involves
on-the-scene interviews with witnesses and principals involved. The Claims
Adjuster also communicates with outside attorneys, doctors and other specialists
concerning appropriateness of claims and advises the Vice President of Legal
Affairs/General Counsel and/or Associate Counsel accordingly.
Lastly, the Administrative Assistant provides administrative support to the entire
Division, which includes, but is not limited to, preparing correspondence,
maintaining calendars and the Division’s filing system.
13.3 Department of Supply Management
13.3.1 Procurement
The COTA Supply Management Department is responsible for the
effective implementation of a procurement process that fosters fair and
open competition and is conducted under the highest ethical standards
for the purchase of goods and services. This process is implemented in
accordance with the rules and regulations of FTA Circular 4220.1F and
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Section 306.43 of the Ohio Revised code, resolutions approved by the
COTA Board of Trustees and COTA by-laws.
Procurements are initiated after receiving a statement of need, a cost
estimate, confirmation that the cost is included in the current budget and
the determination of the type of procurement method. A request for bids
is used when there are complete and adequate specifications or
purchase description, the selection can be made on the basis of price,
and no negotiations are required. A request for proposals is used when
complete specifications are not available, the selection is not based
strictly on price (and includes other evaluation criteria, such as
qualifications, experience, references, and understanding of the project)
and negotiations are required. To achieve maximum participation and to
promote full and open competition, solicitations are distributed to
vendors via email, advertised locally, and posted on the COTA website.
The Supply Management Department includes a Director, a Purchasing
Coordinator, a Manager of Supply Management, three Purchasing
Agents, a Contracts Administrator, a Contracts/DBE Program
Administrator, a Stores Manager, and a Stores Supervisor. The Supply
Management Department supports the entire organization through a
centralized procurement function, which includes contract administration
and stores management.
Procuring goods and services for COTA is a cooperative effort, and it is
the responsibility of all COTA staff involved in the procurement process
to employ sound judgment and appropriate standards of ethics and
fairness in carrying out their individual responsibilities and tasks.
13.3.2 Disadvantaged Business Enterprise (DBE) Program
COTA is committed to the elimination of discrimination in business
practices, including the procurement of goods and services. To this end,
COTA has established a DBE Program, as required by Section 26
of 49 CFR.
It is the policy of COTA to utilize ready, willing, and able disadvantaged
and small businesses, and to use the best efforts possible to level the
playing field in the marketplace by ensuring these firms have the
opportunity to participate in the procurement process.
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The Program, which the Board has adopted, is designed to identify
eligible businesses to ensure these enterprises have an equal
opportunity to compete for contracts and sub-contracts and to establish
overall race-conscious and race-neutral goals for contracts to be
awarded.
COTA’s CFO/Vice President of Finance is designated as the DBE
Compliance Officer, and has primary responsibility for developing,
managing and implementing the DBE Program. The CFO/Vice
President of Finance reports to the President/CEO, who has the overall
responsibility to ensure the program is conducted effectively and
equitably by COTA. The Supply Management Department is tasked with
the day-to-day implementation of the DBE Program, including
development of the annual goals, reporting as required by the FTA and
COTA policy, and monitoring contractor compliance.
13.3.3 Small Business Development Program (BDP)
COTA has initiated a DBE/SBE Development Program in accordance
with Title 49 CFR Appendix C to Part 26 and its own internal guidelines.
This program is managed and implemented by the Supply Management
Department.
The purpose of the program is to provide training and developmental
assistance to move DBEs and SBEs into non-traditional areas of work
and/ or become independently competitive in the marketplace outside
the DBE program, and with COTA’s own purchasing system in areas
that have historically lacked DBE participation.
The COTA BDP permits certified Disadvantaged Business Enterprises
(DBEs), as defined in Title 49 CFR Part 26.2 to participate in the
program, and in accordance with Title 49 CFR Part 26.39, has opened
the program to other small business concerns (i.e., minority-owned,
women-owned, small business enterprise (SBE), EDGE and HUBZone
businesses). COTA’s BDP is comprised of two phases: Phase 1 –
Developmental and Phase 1I – Transitional.
COTA anticipates that this program will result in an increased level of
DBE/SBE participation in contracts with COTA, as well as in contracts
with other local and regional agencies.
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13.4 Department of Information Technology
The IT Department is an integral unit that supports the organization’s
technological and communications needs across COTA’s four primary facilities
and many satellite locations. This support includes that of servers and storage,
networking, desktop and mobile, cellular and land phones, network security, and
system applications.
The IT Department is currently focused on ensuring that COTA has the needed IT
infrastructure in place to support the short and long ranged transit plans. This will
enable us to prepare for technology changes in the transit industry with a renewed
focus on security, systems integration, automation, usability, and reliability. All of
these efforts will result in enhancing the passenger experience through the use of
technology.
The IT Department reports to the CFO and is led by the Director of IT with
additional input and oversight provided by the Technology Steering Committee.
The Technology Steering Committee is comprised of Directors that represent
many of COTA’s core business functions. The Technology Steering Committee is
designed to work in conjunction with the Capital Program Committee to ensure
that priority, funding, and resources are in alignment for execution of technology
related initiatives.
13.5 Quality Assurance
Within the Operations Division, the Quality Assurance department utilizes various
resources to measure and acquire data in relation to Absenteeism, Road Calls,
actual miles driven, materials and fluids used in maintaining the fleets (and how
those impact budgets) resource hours spent (including overtime) in maintaining
the fleets, and the On-Time Performance of bus service.
They also review and develop the data collection and input procedures for an
array of metrics, identify validity issues (as in conferring with persons originating,
handling, entering, or receiving data to identify problems and resolve issues
and/or errors), research and analyze current and historical data; generate
statistical models and trends to assess performance and cost measures; identify
issues and assist in development of strategies to achieve performance and cost
efficiencies.
Quality Assurance constantly monitors the data for these areas as well as the
processes and integrity of the data collected. This monitoring ensures that FTA
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and ADA requirements are achieved and mitigate risk to the authority. This also
allows the team to identify opportunities to improve operational performance.
Quality Assurance also supports the Operations Division through our Warranty
Program. Our Warranty Program coordinates warranty processing of
components utilized for our fleet and support equipment, and also coordinates
implementation of any retrofits and campaigns to address fleet issues. We also
capture and track off-site warranty repairs performed by Original Equipment
Manufacturer (OEM) shops for Enterprise Asset Management system (EAM)
reporting. As a result of our dedicated efforts, we save hundreds of thousands of
dollars each year through a combination of parts and labor supplied under OEM
warranty, reducing COTA funds and Public Tax Dollars spent for annual parts
and labor.
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14 – Transportation Improvement Program
14
2016-2019 Transportation Improvement Program (TIP)
14.1 Background
The TIP delineates a four-year operating and capital plan. Listed in the TIP tables
on the following pages are annual service levels, operating and capital expenses,
and anticipated financing levels.
To avoid confusion, it should be noted that although this program was designed to
span four State fiscal years (2016-2019), it actually covers five fiscal years for the
Central Ohio Transit Authority (COTA). COTA begins its fiscal year January 1st,
while the State of Ohio begins its fiscal year July 1st, and the Federal Government
begins its fiscal year October 1st. Therefore, it is necessary for the span of this
document to encompass five COTA fiscal years (i.e., 2015-2019) in order to meet
state and federal requirements of a four-year program.
A discussion of the operating and capital components of the TIP follows.
14.2 Operating Plan
The 2016-2019 four-year TIP operating plan represents COTA’s continued
response to the growing transportation needs of the central Ohio region by
providing an expanded, reliable, and safe transit system. The following is a
summary, with supporting tables, of the four-year operating component of the TIP
including years 2016 through 2019. The most recently projected data for 2015
has also been included in each of the tables.
Table 13-1 displays the existing and projected bus hours of service. The hours of
service represent implementation of COTA’s Transit System Review (TSR)
service plan. The consultant led TSR analyzed the entire bus system and
services, land use changes, the road network, operating budget and the use of
technology. The TSR Final Report recommends improvements for positive
changes to COTA’s bus service and network for the period 2015-2017, taking into
consideration the needs of central Ohio residents, riders, and businesses. As this
planning document assumes maintaining COTA’s existing 0.5% sales tax for
operating revenue, the projected amount of annual service hours COTA can
afford to operate, 1,162,097, will be reached by the end of 2017.
A primary goal of the TSR is to improve the effectiveness and continued
expansion of the bus network within existing budgetary constraints. Community
engagement with the public and stakeholder groups has been key to the ongoing
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refinement of the proposed TSR network. Section 4.5 describes the TSR in
greater detail.
In addition to TSR modifications, The TIP calls for continued system-wide
expansion of COTA’s fixed-route and paratransit bus service. Overall, the SRTP
calls for a 19.3% increase in fixed-route service hours by 2017. As a result of the
increase of fixed-route service coverage, the capital plan includes dollars for fleet
expansion, and the Mobility Services budget includes funds for a 26% increase in
Mainstream service between 2015 and 2019. A more detailed discussion of
Mobility Services and Mainstream is contained in Section 8.
The number of vehicle hours directly impact each year’s operating expenses.
Direct cost per hour and indirect expenses as budgeted for 2015 are included in
Table 13-1. From 2015 through 2019, the direct cost per hour was increased by
approximately 2.5% per year to account for general inflation, estimated future fuel,
and escalating employee benefits costs. A 3.5% increase in cost per year has
been budgeted for expanded Mainstream services in order to offset inflation and
increase service hours in concert with the fixed route.
Operating revenue was estimated based on 2014 operating revenue and historical
trends. In order to keep pace with inflation and to achieve a target level of 20%
farebox recovery ratio, a fare increase has been budgeted to take effect in 2018.
In addition, this plan assumes that the average rate of interest on COTA’s
investment portfolio will continue to be less than 1% per year from 2015 to 2019, a
significantly lower return on investment then experienced during previous SRTP
cycles.
Section 14.6, the financial summary of the TIP, summarizes the various sources
of revenue and assistance and relates this income to total operating and capital
expenses.
14.3 Local Funding
In November 1999, COTA won approval by voters to make an existing 10-year
0.25% temporary sales tax, scheduled to expire in 2000, permanent. In
November 2006, Issue 7 was approved by voters and created an additional
ten-year renewable, 0.25% sales tax to help fund expanded transit services
described in the LRTP through December 31, 2016. This TIP assumes a
continued local sales-tax funding rate of 0.5%. Although no exact date can be
given at this time, during the 2015-2019 timeframe, COTA’s Board of Trustees is
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expected to consider the timing of placing before voters a renewal request for the
existing 0.25% 10-year temporary sales tax.
Projecting the sales tax revenue over the next five years is challenging in part due
to changing consumer spending habits (e.g., volatile oil prices, etc.). For 2015,
COTA’s sales tax is expected to make up approximately 85% of total operating
revenues. Recent monthly sales tax receipts have shown positive growth;
however, much uncertainty still exists regarding future receipts. Given these
economic conditions, the TIP analysis assumes that the tax receipts will grow at
an annual rate of approximately 3% for the years 2015 to 2019.
14.4 Capital Plan
An outline of the Capital Acquisition Plan is provided in Table 13-2. All projects in
the 2015 column have been fully funded as outlined by the Authority’s approved
budget. Major capital items in Table 13-2, such as buses, park and rides, and
other facilities are described in greater detail in Sections 7 and 10 respectively.
Major capital items will be funded primarily with Federal Section 5307 Urbanized
Area Formula program grants and Congestion Mitigation Air Quality (CM/AQ)
funds. Total capital expenditures planned for 2015-2019 are just under $291
million. Major components of the capital program are discussed in Section 14.5.
Existing federal transportation bill language gives regional transit authorities the
latitude to use their Section 5307 Federal Formula Assistance on the
capitalization of maintenance. This plan assumes that Section 5307 Urban
Formula assistance will be utilized for any funding shortfall from other sources for
revenue vehicle replacement and/or other qualifying capital projects.
On July 6, 2012 President Obama signed into law a new two-year transportation
authorization, entitled MAP-21. MAP-21 moved Section 5309 Bus and Bus
Facilities Program to a new Section 5339 Bus and Bus Facilities Program. Funds
will be transferred by the state to supplement the urban formula grant program
(§5307). MAP-21 stipulates an 80% federal and 20% local and state participation
on all CMAQ Section 5307 and 5339 grants. On August 8, 2014 Congress
passed an extension of MAP-21 through May 31, 2015.
14.5 Major Capital Projects
The total five-year Capital Acquisitions Plan is projected to cost nearly
$291 million as identified in Table 13-2. During this SRTP timeframe, COTA is
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proposing significant capital improvement investments aimed to strengthen and
provide new transit services in the central Ohio area.
14.5.1 Bus Replacement and Expansion
Replacement of aging existing coaches and purchasing new coaches
necessary to meet fixed-route and paratransit expansion plans continues
to be a priority at COTA.
•
In addition to the traditional FTA Section 5307 funding, COTA has
programmed Congestion Mitigation/Air Quality funds (i.e., MAP-21
Attributable Funds) in the regional TIP. During SFYs 2015-2019,
$7,412,000 in MORPC attributable CM/AQ funding will be used
towards assisting with the purchase of fixed-route coaches;
•
In conjunction with the increase in fixed-route service hours during
2015-2019, COTA will be expanding the fixed-route active fleet from
330 to 367 coaches (this total may change due to changes in available
service hours). The procurement process for ordering and delivery of
fixed-route coaches takes approximately 12 to 18 months. On
average, COTA will purchase 28 buses annually from 2015-2019. In
2016, 14 buses for the proposed CMAX Cleveland Avenue BRT
service are scheduled to be purchased as part of the buy, and the BRT
fleet will replacement schedule will be maintained separately due to
their unique design and special branding. As much as possible, COTA
desires to maintain a “smoothing” approach to bus purchases in order
to replace vehicles in a predictable and timely manner, which allows
COTA to ramp up service levels as quickly as possible within financial
constraints; and
•
COTA currently uses 64 vehicles to operate “Mainstream”, a
complementary paratransit service for individuals who are unable to
use the regular fixed-route bus service due to a disability. As the fixedroute system expands from 2015 through 2019, and the TSR changes
implemented, COTA anticipates purchasing additional paratransit
vehicles to accommodate expected increases in paratransit service.
As a result, the Mainstream fleet is projected to expand by two vehicles
each year from 2016 through 2019, resulting in a total fleet size of
74 vehicles by 2019. To provide for this expansion, during the
2015-2019 SRTP COTA has budgeted $7.5 million for the purchase of
replacement and expansion paratransit vehicles.
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14.5.2 CMAX Cleveland Avenue BRT
In February 2015, President Obama presented his 2016 federal fiscal
year budget to Congress for adoption, which includes $38.2 million in
federal Section 5309 Small Starts Capital Investment Grant funds for the
CMAX Cleveland Avenue BRT project. This recommended funding
represents 80% of the $47.7 million total project cost. The remaining
20% local match requirement ($9.5 million) will be funded by COTA’s
local operating funds.
14.5.3 Non-Revenue Vehicles
Non-revenue vehicles are utilized to assist in the operations of COTA’s
services. COTA has established a consistent replacement schedule for
service vehicles. Examples include vehicles for street supervisors,
street facility and road crews, security operations, etc. The non-revenue
fleet mix includes cars, vans, large trucks, dump trucks, and pick-up
trucks. The estimated program cost for non-revenue support vehicles
over the next five years is programmed at $1.7 million.
14.5.4 Facility Construction Projects
Continued renovation of the McKinley Avenue bus storage,
maintenance, and customer service call center facility is included in the
Capital Plan. Described in greater detail in Section 10.1.2, this facility
has experienced numerous mechanical, electrical, and equipment
failures. Consequently, staff will continue renovation to the building and
grounds.
This major renovation project was designed in several phases. With
completion of Phases 1 and 2, major components of the facility (vehicle
lifts, air handlers, vehicle exhaust systems, etc.) were replaced or
upgraded. During 2015, $17.6 million has been budgeted for Phase 3 A
and B, and includes renovations to administration and customer service
and vehicle maintenance areas, as well as construction of a satellite
CNG fueling station.
During 2016-2018, $31.6 million has been budgeted in order to fund the
last phase (3 C) of this long-term renovation project. COTA plans to use
local money for this project; however, staff will make every effort to
pursue available federal funding opportunities if they arise.
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COTA will pursue sustainable development practices in the renovation of
this facility in order to achieve LEED “Silver” certification when this
renovation project is completed.
Additionally, renovation of the Fields Avenue Bus Storage and
Maintenance Facility and Mobility Services buildings are planned to
convert the facilities to service CNG vehicles beginning in 2017. Within
the SRTP timeframe, $35.5 million has been budgeted for these two
projects.
14.5.5 Strategic Investments – Park and Rides and Turnaround Locations
Park and rides and express service were analyzed in the TSR. Poorly
performing express services are proposed to be discontinued or
streamlined to create fewer services but with more trips per line. The
number of express lines are planned to be reduced with implementation
of the TSR (see Section 4.5 for details). Under-used park and ride lots
are de-emphasized but most areas with express service still have a
nearby park-and-ride lot with linking express service.
During this SRTP timeframe, COTA will also:
•
Relocate the Dublin Dale Drive Park and Ride to the Sawmill Rd. area
(September 2015);
•
Relocate park and ride service from a leased lot on Gender Road to a
COTA-owned park and ride site which will be constructed in Canal
Winchester near Gender Road and Winchester Pike (2016);
•
Relocate the Northern Lights Park and Ride site. Presently, this
leased site limits COTA to 60 park and ride spaces and is inadequate
to meet the demands of the proposed CMAX Cleveland Avenue BRT
service. As such, the BRT project includes construction of a new,
COTA-owned facility just north of the Northern Lights Shopping Center;
and
•
In conjunction with the proposed CMAX BRT project, a new transit
center/park and ride will be constructed just south of the Cleveland
Avenue/SR-161 intersection (2016)
14-6
14.5.6 Other Strategic Investments
Improving transportation capacity in the region will require investing in
resources that make transit more convenient, reliable, and responsive.
These investments could include:
•
Fixed-guideway options such as BRT;
•
Non-fixed-guideway options such as BRT in mixed-traffic, a type of
BRT service with fewer amenities than a full BRT;
•
Investigating the feasibility of developing downtown transit stations;
•
Other capital investments that directly support transit use.
Fixed-guideway alternatives are modes of transit that are reserved solely
for a specific type of mass transit vehicle. Because fixed guideways are
utilized by transit vehicles only, they allow for the quick and timely
transport of people to and from key urban centers. Primary examples of
fixed-guideway transit can be divided into Commuter Rail (CR), Light
Rail Transit (LRT) and BRT alternatives.
In total, COTA has programmed $11 million in the TIP for strategic
investment planning and acquisitions that provide transportation options
in the most congested traveled corridors of the region.
14.5.7 Intelligent Transportation Systems (ITS)
ITS is the application of various technologies that improve information,
control, and communication systems for a region’s transportation
system, including public transit. Examples include travel information
systems, traffic signal priority for emergency or public transit vehicles,
fleet maintenance systems, and numerous other applications. COTA’s
ITS applications are designed to make bus travel easier and more
convenient, reduce traffic congestion, provide timely and comprehensive
transit information, improve on-time performance, and facilitate
integration of COTA’s operations into a regional transportation network.
Example components of COTA’s ITS plans include:
•
Passenger information systems that provide real-time bus arrival/
departure information;
14-7
•
Signal priority systems that adjust traffic signal timing to expedite bus
service; and
•
Electronic fare collection systems, which speed up passenger
boarding, and provide opportunities for riders to renew bus passes
remotely, using the Internet.
ITS components already in place at COTA include:
•
CAD/AVL;
•
Onboard automated stop announcements;
•
APCs; and
•
Safety and security systems.
During the period covered by the 2015-2019 SRTP, COTA has budgeted
nearly $1 million for various ITS project components described in greater
detail in Section 11. Included in the plans is the installation of COTA’s
real time passenger information.
14.5.8 Bus Stop Shelter and Transit Enhancements
COTA’s Capital Improvement Plan includes improvements to various
passenger amenities such as installation and replacement of bus stop
signs, shelters, information displays, trash cans, etc. Investments in
these amenities are designed to provide convenient, comfortable, and
safe passenger waiting areas for customers. To meet this goal, COTA
has programmed $4.1 million for associated transit improvements during
the 2015-2019 timeframe.
14.6 Financial Summary
Table 13-1 is a financial summary of the system, which displays COTA's projected
annual fixed-route service levels, sources of revenue, operating expenses, net
capital outlays and resulting cash balances.
Since the passage of a 10-year renewable 0.25% sales tax in November 2006,
COTA has initiated implementation of many transit enhancements described in
the 2006 LRTP. In 2008, however, a major nationwide economic slowdown
began which has negatively impacted several sectors of the economy, and led to
significantly higher unemployment rates in the region. In 2010, COTA adjusted its
14-8
rate of annual service hour expansion as described in the 2012 LRTPs from
60,000 annual hours to 30,000 annual hours. Economic improvement in the last
few years allowed COTA to increase annual hours of expansion to approximately
60,000 hours per since 2013. COTA will continue to maintain prudent
management of its financial resources and a conservative projection of future
local sales tax receipts and federal and state financial assistance.
This five-year plan (2015-2019) represents implementation of recommendations
that were included in the TSR bus service plan, and takes into account numerous
public and stakeholder comments received during development of the TSR
service plan. During 2015-2017, COTA plans to continue to expand service at an
annual rate of approximately 60,000 hours. In addition, COTA will continue to
monitor the performance of existing routes to help ensure that the transit system
is operating efficiently and so operational resources can be allocated in the most
efficient manner.
COTA's Board of Trustees and management staff will continue to work vigorously
to provide affordable, cost-effective public transit services to the citizens of
Central Ohio.
14-9
Table 11-2 System Capital Program Table 14-1: Financial Summary
CENTRAL OHIO TRANSIT AUTHORITY
SRTP 2015-2019 levy continuation
Beginning service hours
Change in hours
Ending service hours
Projected
2015
974,100
71,986
1,046,086
Projected
2016
1,046,086
60,673
1,106,759
Projected
2017
1,106,759
55,338
1,162,097
Projected
2018
1,162,097
0
1,162,097
Projected
2019
1,162,097
0
1,162,097
Passengers
20,097,113
21,825,172
23,663,493
23,158,722
23,663,493
SOURCES
Total Sales and Use Tax
Passenger Revenues
Federal Asst.(JARC, 5307, Misc Grants)
State Assistance
Fuel Tax Refund (State)
Investment Income
Lease Income
Other (Miscellaneous)
$ 118,662,710
$ 20,840,706
$
$
$
709,851
$
204,265
$
716,908
$
45,382
$ 122,222,591
$ 22,632,703
$
$
$
692,449
$
487,429
$
716,908
$
45,382
$ 125,889,269
$ 24,539,042
$
$
$
686,679
$
505,259
$
716,908
$
45,382
$ 129,036,500
$ 25,936,842
$
$
$
656,384
$
490,832
$
716,908
$
45,382
$ 132,262,413
$ 26,502,165
$
$
$
626,090
$
572,063
$
716,908
$
45,382
TOTAL SOURCES
$ 141,179,821
$ 146,797,462
$ 152,382,538
$ 156,882,849
$ 160,725,020
USES
Operating Labor
$ 37,412,808
$ 40,557,271
$ 43,670,559
$ 45,854,087
$ 48,146,792
Adminstrative Labor
Benefits
Services
Paratransit
$ 15,761,746
$ 24,150,844
$ 9,664,791
$ 7,912,423
$ 16,542,105
$ 25,262,596
$ 7,989,026
$ 8,387,168
$ 17,326,789
$ 27,539,721
$ 8,378,986
$ 8,890,398
$ 17,846,592
$ 28,916,707
$ 8,588,461
$ 9,423,822
$ 18,381,990
$ 30,362,542
$ 8,803,173
$ 9,989,251
Fuel
$
$
$
$
$
Other Materials and Supplies
Utilities
Casualty & Liability Costs
Other
TOTAL USES
$ 8,455,668
$ 2,012,594
$
348,753
$ 2,628,184
$ 117,130,803
$ 9,080,491
$ 2,062,908
$
377,700
$ 2,712,575
$ 121,520,598
$ 9,693,491
$ 2,114,481
$
406,027
$ 2,797,835
$ 129,607,479
$ 9,935,828
$ 2,167,343
$
416,178
$ 2,867,781
$ 134,618,987
$ 10,184,224
$ 2,221,527
$
426,583
$ 2,939,475
$ 140,057,744
$24,049,018
$25,276,864
$22,775,059
$22,263,861
$20,667,277
($26,783,060)
($9,119,863)
($18,058,704)
($32,984,346)
($44,848,820)
$ 127,351,589
$ 116,631,105
NET (OPERATIONS)
Capital
Ending Cash Balance- in Current Dollars
8,782,992
$ 106,478,234
8,548,758
$ 122,635,235
8,789,192
14-10
8,602,188
8,602,188
$ 92,449,562
Table 14-2: System Capital Program
CENTRAL OHIO TRANSIT AUTHORITY
System Capital Program
SRTP 2015-2019
Fiscal Year
2015
2017
2016
2018
2019
SOURCES
State Funding
Federal Funding
TOTAL SOURCES
1,695,872
30,516,006
32,211,878
1,049,393
35,625,985
36,675,378
1,567,312
25,228,710
26,796,022
1,747,258
27,683,280
29,430,539
1,764,731
31,635,121
33,399,852
18,563,946
509,375
7,654,488
2,971,482
61,970
4,834,016
17,851,933
1,276,302
2,560,000
1,375,820
-
16,414,437
369,000
22,600,000
2,567,830
750,000
3,500,000
750,000
1,200,000
2,100,000
1,475,290
-
7,359,413
334,000
7,400,000
2,350,000
65,353
3,500,000
11,167,000
1,200,000
2,100,000
1,519,548
-
15,307,578
225,000
10,000,000
857,422
67,324
3,500,000
27,495,000
784,926
2,100,000
1,565,135
-
15,919,881
330,000
24,000,000
883,359
69,360
3,500,000
28,500,000
808,670
2,100,000
1,612,089
-
1,335,606
1,250,000
500,000
512,500
525,313
58,994,938
52,976,557
37,495,314
62,414,884
78,248,672
(26,783,060)
(16,301,179)
(10,699,292)
(32,984,346)
(44,848,820)
USES
Fixed Route Buses- CNG
Non-revenue Support Vehicles
Bus Rapid Transit
Park & Ride's
ITS
Com puter Hardw are \ Softw are
Facility Im provem ents
Shop / Other Equipm ent
Strategic Investm ents- Property
Paratransit Vehicles
Bus Stops, Shelters/Signage Etc..
Transit Enhancem ents
TOTAL USES
Local Capital Requirement
14-11
Appendences
Appendix A NTD Information
1
Appendences
2
Appendences
Appendix C
List of Acronyms
Acronyms
Name
ADA
Americans with Disabilities Act
APC
Automatic Passenger Counter
AVA
Automated Voice Annunciator
BOS
Bus On Shoulder
BRT
Bus Rapid Transit
BSSIP
Bus Stop Spacing Improvement Project
CAD/AVL
Computer-Aided Dispatch and Automatic Vehicle Location
CEI
Cost Effective Index
CIP
Capital Improvement Program
CMAQ
Congestion Mitigation and Air Quality
COTA
CR
Commuter Rail
CTC
Columbus Transit Company
DEIS
Draft Environmental Impact Statement
EPA
Environmental Protection Agency
EPS
Electronic Payment System
FTA
Federal Transit Administration
FY
Fiscal Year
GPS
Global Positioning Satellite
HUD
Housing and Urban Development, (Department of)
ITS
Intelligent Transportation System
LPA
Locally Preferred Alternative
LRT
Light Rail Transit
LRTP
Long-Range Transit Plan
LRV
Light Rail Vehicle
MORPC
Mid-Ohio Regional Planning Commission
mph
miles per hour
MSA
Metropolitan Statistical Area
NCTP
North Corridor Transit Project
NEPA
National Environmental Policy Act
ODOT
Ohio Department of Transportation
PE
Preliminary Engineering
PI
Public Involvement
ROW
Right of Way
3
Appendences
Acronyms
Name
SAFETEA-LU
Safe, Accountable, Flexible, Efficient Transportation Equity
Act: A Legacy for Users (Federal surface transportation
authorization for 2005-2009)
SFY
State Fiscal Year
SRTP
Short-Range Transit Plan
TIP
Transportation Improvement Program
TOD
Transit-Oriented Development
VCM
Vehicle Component Monitoring
YOE
Year of Expenditure
4

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