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HomeMy WebLinkAboutSpecial Agenda (68) ATASCADERO CITY COUNCIL SPECIAL MEETING MARCH 19, 1997 CITY ADMINISTRATION BUILDING 6500 PALMA AVENUE, 4T" FLOOR ROTUNDA ROOM 6:00 P.M. rL_ George Harold Ray Jerry Ken Luna Carden Johnson Clay Lerno O This agenda is prepared and posted pursuant to the requirements of Government code Section 54954.2. By listing a topic on this agenda, the City Council has expressed its intent to discuss and act on each item. In addition to any action identified in the brief general description of each item, the action that may be taken shall include: A referral to staff with specific requests for information; continuance;specific direction to staff concerning the policy or mission of the item; discontinuance of consideration; authorization to enter into negotiations and execute agreements pertaining to the item; adoption or approval; and, disapproval. Copies of the staff reports or other documentation relating to each item of business referred to on the agenda are on file in the office of the City Clerk (Room 208) and in the Information Office (Room 103), available for public inspection during City Hall business hours. The City Clerk will answer any questions regarding the agenda. In compliance with the Americans with Disabilities Act, if you need special assistance to participate in a City meeting or other services offered by this City, please contact the City Manager's Office, (805) 461-5010, or the City Clerk's Office, (805) 461-5074. Notification at least 48 hours prior to the meeting or time when services are needed will assist the City staff in assuring that reasonable arrangements can be made to provide accessibility to the meeting or service. CALL TO ORDER PLEDGE OF ALLEGIANCE ROLL CALL COUNCIL COMMENTS COMMUNITY FORUM BUSINESS ITEMS: 1. CITY COUNCIL MINUTES January 14, 1997 (City Clerk's recommendation: Approve) 2. PUBLIC WORKSHOP: ATASCADERO TRANSIT SERVICE A. Municipal Transit Service Overview/Briefing [Brady Cherry] (Staff recommendation: Review & approve modified proposed Short-Range Transit Plan. Direct staff to pursue the development of an implementation plan for Fixed Route Service in addition to Dial-A-Ride Service) B. Presentation of Short-Range Transit Plan [Paul Jewel, Nelson/Nygaard, Transit Consultants] (Staff recommendation: See above) C. Public Comment Agenda Item: A - 3 Meeting Date: 5/27/97 Approved as submitted ' ATASCADERO CITY COUNCIL SPECIAL MEETING MARCH 19, 1997 MINUTES Mayor Johnson called this Special Meeting to order at 6:05 p.m. and Councilman Carden led the Pledge of Allegiance. ROLL CALL: Present: Councilmembers Luna, Clay, Lerno, Carden and Mayor Johnson. Absent: None. Others Present: Marcia M. Torgerson, City Clerk. Staff Present: Robert Grogan, Interim City Manager; Brady Cherry, Community Services Director; Roy Hanley, City Attorney; Lt. Bill Watton, Acting Chief of Police. COUNCIL COMMENTS: Councilman Carden stated that he had spoken with Supervisor Ryan concerning the Zoo. He explained that Supervisor Ryan suggested that rather than the Atascadero City Council approach the County asking for funds for the Zoo, that we should get together and develop a JPA with the County. Councilman Carden also said that the County will be looking toward a North County Government Center. He suggested that Atascadero should make a major effort to attract this Center to Atascadero or otherwise we will lose it to Paso Robles. COMMUNITY FORUM: Eric Greening, 7365 Valle, shared information regarding the local water EIRs. He explained that the Salinas Dam Expansion EIR will be coming out first. The Nacimiento Draft EIR will be out in May. BUSINESS ITEMS: 1. CITY COUNCIL MINUTES - January 14, 1997 (City Clerk's recommendation: Approve) Motion: By Councilman Luna, seconded by Councilman Carden to approve the City Council minutes of January 14, 1997. Motion passed unanimously by a 5:0 roll-call vote. CC 3/19/97 Page 1 2. PUBLIC WORKSHOP: ATASCADERO TRANSIT SERVICE A. Municipal Transit Service Overview/Briefing [Brady Cherry] (Staff recommendation: Review & approve modified proposed Short-Range Transit Plan. Direct staff to pursue the development of an implementation plan for Fixed Route Service in addition to Dial-A-Ride Service) B. Presentation of Short-Range Transit Plan [Paul Jewel, Nelson/Nygaard, Transit Consultants] (Staff recommendation: See above) C. Public Comment Brady Cherry, Community Services Director, provided staff report and responded to questions from Council Councilman Luna asked, assuming that Atascadero receives the $15,000 STA from SLOCOG, what would be the time-line for implementing a fixed service. Mr. Cherry answered that he could have an implementation plan back to the Council within 60 days and the actual service in place in 1 1/2 - 2 years. Councilman Lerno asked Mr. Cherry if he was recommending dropping Dial-a-Ride. Mr. Cherry responded by stating that because Atascadero has a large amount of citizens who depend on Dial-a-Ride and who would not be able to take advantage of the proposed transit plan, he would not recommend discontinuing Dial-a-Ride. Mayor Johnson brought up for discussion the fact that students make up a large percentage of Dial-a-Ride users. He suggested that the schools should enhance their bus service to take pressure off the Dial-a-Ride program. Councilman Clay asked some questions concerning set up costs, replacing old vehicles, raising rates and expressed his desire to have Saturdays included in the study and his preference for a combination of fixed transit system and Dial-a-Ride. Councilman Carden asked if Atascadero could have a policy of full cost recovery for student transportation within the Atascadero Unified School District. Mr. Cherry responded that we would have to charge them full cost, $5.00 each way. However, he would have to research and make sure there is nothing in the grant that would prohibit- such an action. Paul Jewel, Senior Associate Planner, Nelson/Nygaard Associates, handed out conceptual implementation plans (see Exhibit A). He explained that his firm was hired by SLOCOG to assist in the completion of the current year's transit development plan. He went onto explain possible alternatives and displayed maps and proposed bus routes. Mr. Jewel then responded to questions of Council Dan Herron, Transportation Planner, SLOCOG, expressed SLOCOG's support for whatever Atascadero decides to do. He went on to state that Dial-a-Ride will still be a large portion of Atascadero's transit service. Mr. Herron then answered Council questions. Patrick McNiff, Director of Operations, Laidlaw Transit, explained that in Paso Robles the fixed route slowly increased and ultimately passed Dial-a-Ride in number of riders. Mr. McNiff then responded to Council questions. CC 3/19197 Page 2 Alan Cantrell, Regional Transit Manager, SLORTA , offered to run the Dial-a-Ride program . for Atascadero and reviewed his proposal (see Exhibit B). Mr. Cantrell then answered Council questions. PUBLIC COMMENT Eric Greening, 7365 Valle, Citizens Transportation Advisory's Committee representative on RTAC, expressed his support for the direction Atascadero is heading. He also expressed his concern of SLORTA's policy to stop their fixed route service in a city that provides their own fixed route service. Tom Parks, 8251 Toloso Road, stated that as a volunteer he designed the maintenance program for City vehicles. He stated that his main concern is the age of the City's vehicles and their high mileage. Sherri Fontan, Executive Director, Escuela Del Rio, commented that the residents from their 4 facilities make up 1/4 of the total customers of Dial-a-Ride. She went on to explain that it would be important to them to keep the subscription service available to the public along with the fixed route service. Mayor Johnson called a recess at 8.08 p.m. and the meeting resumed at 8.18 p.m. Rush Kolemaine, P.O. Box 1990, reviewed the written report he prepared and submitted to the Council (report on file in the City Clerk's office). PUBLIC COMMENT CLOSED. Lengthy Council discussion ensued and Mr. Cherry answered Council questions. MOTION: By Councilman Luna, seconded by Councilman Carden to approve the modified proposed short range transit plan that includes option #3 and the updates to the various vehicle figures. Motion passed by a unanimous vote, 5:0. MOTION: By Councilman Luna, seconded by Councilman Lerno to direct staff to pursue the development of an implementation plan for fixed route service in addition to Dial-a-Ride service. Motion passed by a unanimous vote, 5:0. MOTION: By Councilman Carden, seconded by Councilman Clay to direct staff to pursue direct involvement with SLORTA in taking over fixed route and Dial-a-Ride. Motion passed 4:0 with Councilman Luna abstaining. Councilman Clay asked Roy Hanley, City Attorney, to explain abstention. Mr. Hanley stated that it is in the Municipal Code that an abstention is counted as a yes vote. He went on to state that he is dubious of the enforceability of counting an abstention as a yes vote. MA YOR JOHNSON ADJOURNED THE MEET/NG A T 8:40 P.M MINUTES RECORDED BY: MARCIA M. TORGERSON, City Jerk 3 EXHIBIT A San Luis Obispo Council of Governments City of Atascadero Technical Addendum Short Range Transit Plan CONCEPTUAL IMPLEMENTATION PLAN March, 1997 Submitted by: elsoninygaard consulting associates CONCEPTUAL IMPLEMENTATION PLAN This technical addendum discusses the actions required to implement fixed route service in Atascadero (Alternative #3). It outlines a series of tasks to be undertaken prior to the introduction of fixed route service including ongoing efforts after service has been initiated. An implementation schedule is included, as well as a review of marketing efforts that should be carried out before service initiation. Additionally, monitoring techniques to assess the success of the new service are discussed. The first year of service is a "demonstration" period, where the system is closely monitored to determine if it is performing up to pre-determined performance standards. If the system is not performing up to par, several pre-determined options will be in place, including terminating the program. STEPS TO IMPLEMENTATION Figure 1 lists the steps required to implement fixed route service in FY 1997/98. The implementation of new service takes at least a year of preparation, there are a number of important stops that must be taken well in advance. Several of these steps include: • Finalize operating budget • Finalize route design • Finalize bus stop location and installation of signs/poles • Resolve any capacity and/or ADA issues with SLORTA (Runabout) • Negotiate with the contract operator for fixed-route service • Prepare fixed-route and revised Dial-A-Ride brochures • Implement marketing program • Develop a program for data collection and performance monitoring The City should consider establishing a community advisory committee to provide input as plans are being developed for fixed route implementation. In addition to the benefit of consensus building in the public participation process, the committee could be used to test various aspects of fixed route implementation plans and could provide valuable feedback on the marketing materials to ensure they will be easily understood and well received by the local residents. NELSONI NYCAARD CONSULTING ASSOCIATES 1 MARCH, 1997 G 2 n Q 4 � � r RIC Q F� gca a °; W % h> d O ro O Q Q O O � a oO E •0 c C `0 04 ° 4J x (D a o p� Y tea,-03 03oc to 4n w cu V C O 3C •i OO.� .0 •C OU U > ccc _• c ocE � E o � c � a ` •c "Lc C� o°o :3 a U ro 0u ro LL U U o p in 0 a a o � E0 mLn C) -C CA H on a� O 'n d : 1► :: O Q' E �- O V w R aO O y Y d O Ln •c y Q +.;; :: O in Y C O A ti-'.:': v X ? R a O d "O o a� ca c m ° aj E a' w e cma c c a L !� v c �c R c a o c c E E o W Z iiU � � u a � VUQV E C� O N L.L .. a, aj CL 0 c as u CL LWc U �- c p a4 3 c CLO 0 O. CL Q � U_ al c acA > C) p < -'aQ -i ° y Q ro c CA E c c E •- 0. ce Q Q ca E c o E t E v 'C a cv p ro y ,u i C E c E to Q s. N 'p d c Q W ii � vOi n � U � � U � H LQ p Q .� ¢ v O R ? H U N N O _ �; 00 H Q U. ,� y C O O O C "O O 7 U -0 C .a Q O E U w is i m O L oO t O Z U C _ C ° Z ry� .O C U CL u ►. V L ° Q NC ` ° to Ne m o v t 0 s p '? -o a, v E o .! z O r Oc � � - cu Q3 a R� � v E � > O ° wo U c' ° moa U � - 0CX . �, _ _ o . E a>i N 0 ro o E c c n� ° a>i �a ° (U o m 0Z C. 0 ouLLi% p op CL- LW` � pw Z z y z CITY OF ATASCADERO SAN LUIS OBISPO COUNCIL OF GOVERNMENTS SHORT RANGE TRANSIT PLAN IMPLEMENTATION SCHEDULE Figure 1 outlines a_ schedule that can be utilized for fixed-route implementation and monitoring. These "steps" are critical in implementing and maintaining a successful fixed- route system. The new services need to be in place for a minimum of one year, and preferably two, in order to determine if they are performing up to pre-determined performance standards. Anything less than one year does not allow for an adequate "shakedown" period. The entire implementation and monitoring process takes a commitment of at least two years. Performance Standards Performance standards are important in that they serve as benchmarks for determining how well services are operating. Performance standards ensure that services are being provided in an efficient and cost-efficient manner and that customer service levels are being maintained. The development of performance standards was based on both an analysis of Atascadero's existing system performance and a comparison of standards for similar services in other small fixed-route start-up systems. Separate performance standards are proposed for the fixed route and Dial-A-Ride services. Performance should be compared to service standards on an on-going basis. However, only year-end performance data should be used to determine if standards are actually being met. New transit services go through three distinct performance phases, and thus each phase should have its own set of standards: Phase 1: Start up to 6 months Phase 2: 6 months to 1 year Phase 3: Beyond 1 year (Mature service) During the "start up" phase, actual performance is expected to be considerably below adopted service standards. From 6 months to 1 year, the service will begin to "mature" and performance should increase slightly. After 1 year of service, performance standards should be fully achieved. There are two major service standard categories: cost effectiveness and service productivity. For cost effectiveness, it is recommended that the City of Atascadero use three separate measures: farebox recovery ratio, subsidy per passenger, and cost per service hour. To measure service productivity, passengers per service hour and passengers per revenue mile should be examined. Figure 2 presents the recommended performance standards for fixed- route and revised DAR service. NELSONI NYGAARD CONSULTING ASSOCIATES 3 MARCH, 1997 oa <n 2 v O V V oc �. ........ . ��J'['�♦ U) CLO Ln IA r r .......... _� \ Lf) C-4 CR iwMt Z u'' . o N Q V � L co 464 W `^ ... v� RS 'G W 'Q i L ti. M .Y� a O ki N O rz •� W ...Gl O res ' o •'- a � � _ � 'C7 > bA V :: cn U Q O C vi v j NO NO Z cn a. V LL. U U V O O a ce m Q � j 2 ►+ O 2 W CITY OF ATASCADERO SAN LUIS OBISPO COUNCIL OF GOVERNMENTS SHORT RANGE TRANSIT PLAN PERFORMANCE MONITORING If, after the year-long-demonstration period, the performance standards have not been met, the City of Atascadero can elect to make adjustments/modifications to the service or allow an additional grace period in order to achieve desired service standards. After the grace period, if actual performance remains below the adopted standards, the City will have three options: 1. Continue operating the service, but change the performance standard 2. Modify the service by eliminating unproductive segments 3. Discontinue service The City of Atascadero will need to carefully evaluate each option before determining a course of action. In order to determine if standards are being met it will be necessary for the City of Atascadero to implement a comprehensive performance monitoring program. This monitoring program should include the performance standards mentioned above, plus a data collection and reporting process to capture and document performance on a regular basis. The transit administrative staff should collect data from the contract operator and present it to the City Council in either a monthly or quarterly "Transit Status Report." The report should present the current performance standard data for the period plus the cumulative year-to-date information. The report should present actual performance information and compare the data to adopted performance standards. Much of the data collection can be made the responsibility of the service operator in a contractor's monthly report. Transit administrative staff would be required to provide supplemental information to the monthly contractor reports. Close monitoring is especially important in the first few months of service when minor service refinements may be warranted. Ridership surveys In addition to the basic monitoring measures above, the City of Atascadero may want to conduct an on-board survey of the riders on the fixed-route service after the first 6 months or 1 year of service. The objective of the survey would be: • Determine the travel patterns of riders to determine which, if any, route segments are unproductive. • Examine use patterns to determine if fixed route ridership is composed of "new riders" or riders who have switched from Dial-A-Ride service. NELSONINYGAARD CONSULTING ASSOCIATES 5 MARCH, 1997 CITY OF ATASCADERO SAN LUIS OBISPO COUNCIL OF GOVERNMENTS SHORT RANGE TRANSIT PLAN • Evaluate the demographics of riders to ensure that the target populations are served and that the marketing materials are oriented appropriately. • Identify service improvements that my be valuable to riders. After the service is fully mature, surveys should be conducted at least every year to obtain rider input and update the passenger profile. Marketing The success of any transit service is dependent on public acceptance and understanding of the services being offered. Fixed route service cannot succeed in Atascadero unless the system captures the public's interest, inspires them to try it, and then reliably delivers what was promised. Switching from demand-responsive to fixed-route service requires convincing passengers that the fixed route will serve their needs more reliably and with greater flexibility than the existing Dial-A-Ride. Chapter 5 of the Atascadero Short Range Transit Plan discussed in detail a number of methods to attract riders to the proposed fixed-route system. Marketing and public outreach are critical elements to the long term health of the transit system. To pay for marketing activities, 2.5% of the annual operating costs are budgeted for this purpose (refer to Chapter 7 Financial Plan). Although this amount is adequate for routine marketing activities, a larger commitment may be required in the year preceding fixed-route service implementation. SUMMARY The implementation of new fixed-route transit service is a complex process where many "steps" are involved to ensure a successful and smooth transition. It is important to establish performance standards and measures before fixed-route service is implemented. These standards provide a basis to gauge the success of the new service. A performance monitoring program after the new service is in place is essential in obtaining the necessary data to calculate performance measures. Last, marketing and public outreach efforts are critical elements for the success of the new service. NELSONI NYGAARD CONSULTING ASSOCIATES 6 MARCH, 1997 EXIBIT B CUA r A' San Luis Obis Regional Transit Authority Po g 1150 Osos Street,Suite 206 San Luis Obispo,CA 93401 (805) 781-4465 541-CCAT FAX(805) 781-1291 541-2544 Alan G. Cantrell John S.Bates TRANSIT MANAGER TRANSIT SYSTEMS COORDINATOR MEMORANDUM TO: Atascadero City Council members Brady Cherry, Community Services Director FROM: Alan Cantrell, SLORTA Regional Transit Manager SUBJECT: Proposal to Provide Administrative Support for Atascadero Dial-a-Ride DATE: March 18, 1997 The San Luis Obispo Regional Transit Authority (SLORTA) has been asked to provide a proposal to administer and possibly operate the Dial-a-Ride (D-A-R) for the City of Atascadero. In order for SLORTA to fully analyze the present operation, we would need to meet with City staff to determine the level of support that would be requested. At a minimum, SLORTA can provide administrative oversight of the daily operation of the Dial-a-Ride contract operation. This would be charged to the City at a rate of$30.00 per hour (fully loaded rate, including labor, travel, telephone, supplies and equipment). SLORTA currently provides a similar service at the same rate to the South County Area Transit (SCAT) system in the Five Cities area. For this fee, SLORTA staff would: ❑ review operations reports supplied by the contractor ❑ assemble, review and prepare an analysis of monthly reports for the City Council, attend Council meetings once a month to present the status report, and recommend action for Council consideration. ❑ meet with the contractor's project director on an as needed basis (but not less than once a week) to discuss transit operations, maintenance schedules,-and reporting requirements. Daily contact will be by telephone. Weekly meetings will be in person with the project director for the Atascadero D-A-R. This Project Director position can be shared with other transit operations to generate local transit system savings. SLORTA staff estimates that it would require approximately hours a week, or approximately $8,000 on an annual basis to assume this responsibility (5 hrs week X $30 per hour X 52 weeks = $7,800.) This effort should relieve City staff of day-to-day operational issues. If requested, SLORTA, through its contractor (LAIDLAW), can provide computer-assisted dispatch and ride request services for Atascadero D-A-R. Once the Atascadero D-A-R database of clients was loaded, the cost for this service would be minimal. If SLORTA is requested to prepare a proposal to assume full administration and operation of the transit system, my staff would need time to assemble a proposal, including a breakdown of all services to be provided and costs for these services. This proposal may include ride reservations, transit operations, transit promotions and general marketing, brochures, transit maps and timetables, supervision, maintenance, capital procurement, preparation of budgets, financial analysis, ridership analysis, local, state and federal reporting requirements, grants solicitation and general administration. SLORTA is a member of CaITIP, a transit insurance pool, which offers extremely competitive rates for liability insurance, vehicle damage insurance and officials errors and omissions coverages. These services can be expanded to cover the D-A-R operation in Atascadero. SLORTA Key Personnel Sketches General: The SLORTA administrative staff is composed of four core employees listed below. Additionally, there are two Regional Rideshare staff members, not funded from the SLORTA budget, who are part of the overall SLORTA staff. The Regional Transit Manager, Alan Cantrell, has been in public transit service for 24 years. Since October 1992, he has been the chief administrative officer of SLORTA. He earned a Masters in Management from Redlands University, and has attended numerous local, state and federal transit training workshops, conferences and seminars. He is responsible for overall administration of the SLORTA system, which includes CCAT, Runabout, Dialysis Transportation and Ridesharing. He is a contract employee, serving at the pleasure of the twelve member SLORTA Board of Directors. He is on the board of CALTIP, as well as the California Association for Coordinated Transportation (CalACT), a professional organization for paratransit and rural transit. The Transit Systems Coordinator, John Bates, has been in public transit for six years with SLORTA. He has 21 years of supervisory, training and heavy equipment maintenance experience with Caltrans. He holds an AA degree from Cuesta College in business administration. He is responsible for the daily fixed route transit system and capital procurement. He has been with SLORTA since its inception. The Accountant II, Marnie Sousa, is a CPA. SLORTA shares this position with SLOCOG on a 50/50 basis. She graduated from Cal Poly School of Business in 1989. She has performed financial audits of transit systems in California, and has worked as the CPA for SLORTA for over three and one-half years.. She is responsible for the annual State Controller's reports, coordination of annual financial audits, monthly financial analysis of the entire SLORTA system, A/P and A/R, as well as the paymaster and benefits coordinator for SLORTA. Susan Medina, Transit Systems Analyst, has worked in local public transit for seven years. She is responsible for transit operations reports, ridership statistics, monthly transit operations summary reports, graphs and charts. She analyses the monthly contractor invoices submitted by LAIDLAW for the operation of CCAT, Runabout, and Dialysis. She is also the staff person responsible for compliance with the Americans with Disabilities Act. She has been with SLORTA since its inception. All safety sensitive positions at SLORTA are required to submit to Federal Transit Administration Drug and Alcohol testing. SLORTA is a member of the CSAC drug and acohol consortium.