RFP_Keyline Transit Comprehensive Operational AnalysisTHE CITY OF Dubuque
DT T~ ~ AM--AmPaiical~t~-
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Masterpiece on the Mississippi
n
2007
TO: The Honorable Mayor and City Council Members
FROM: Michael C. Van Milligen, City Manager
SUBJECT: Requests for Proposals -Comprehensive Operational Analysis (COA) of
the Keyline Transit System
DATE: August 12, 2008
Transit Manager Jon Rodocker is recommending issuance of a Request for Proposals
for a Comprehensive Operational Analysis of the Keyline Transit System.
Although funds for the study are not included in the FY 2009 budget, Budget Director
Jennifer Larson has indicated that the cost of the study can be paid from the carry over
monies of the FY 2008 General Fund.
I concur with the recommendation and respectfully request Mayor and City Council
approval.
,~e~-
Michael C. Van Milligen
MCVM/Iw
Attachment
cc: Barry Lindahl, City Attorney
Cindy Steinhauser, Assistant City Manager
Jon Rodocker, Transit Manager
Dubuque
THE CTTY OF
DUB E
~ r
Masterpiece on the Mississippi
2007
TO: Michael C. Van Milligen, City manager
FROM: Jon Rodocker, Transit Manager
SUBJECT: Request for Proposals -Comprehensive Operational Analysis (COA)
of the KeyLine Transit System
DATE: August 7, 2008
Introduction
The purpose of this memorandum is to request City Council authorization to issue a
Request for Proposals (RFP) to solicit proposals from qualified contractors to provide a
Comprehensive Operational Analysis (COA) of the KeyLine Transit System. The
proposed RFP is attached to this memorandum.
Background
With a steady decline in ridership from as early as 1951 with annual ridership of
6,728,894 to 1,639,469 annual rides in 1972, the transit system was transferred from
Interstate Power (private entity) to the City of Dubuque in September 1973. Service
hours and fleet size have also eroded over the decades. Keyline Transit, City of
Dubuque, is seeking innovative ways to improve the existing transit service in an effort
to increase ridership and transit connectivity within the community. While the primary
focus is examining the existing system, possible expansions into new areas or markets
should be recommended if ridership and economic feasibility warrants it.
Discussion
The Keyline COA will review all transit services and make recommendations on how to
improve deficiencies and determine ways of making the entire system more efficient,
flexible, and customer-oriented. The COA would review services provided by the RTA
within the Keyline Transit service area to identify any duplication of services, potential
efficiencies through coordination and to provide analysis of how the overlap of service
areas impacts federal, state and local funding for the two systems. The consultant
would examine potential partnerships with area businesses for possible route and
schedule revisions to accommodate employment transportation
Task 1. Review Land-use and Socioeconomic Data and Conduct Surveys.
Task 2. Review of Existing Data/Service Area Field Observations
Task 3. Analyze Fixed Routes
Task 4. Paratransit (Mini-bus) Analysis
Task 5. Downtown Trolley Route Analysis
Task 6. Marketing Program
Task 7. Analyze Equipment and Facility Needs
Task 8. Analyze Financial Needs
Task 9. Develop Transit Improvement Plan and Implementation Plan
Task 10. Presentation of Findings
Although funds for this study are not included in the FY09 budget, Budget Director
Jenny Larson has indicated that the cost of the study can be paid from the carryover
monies of the FY08 General fund.
A Selection Committee comprised of the following persons will review the RFP's and
make their recommendation to the City Manager:
Kelly Larson, Human Rights Director
Cindy Steinhauser, Assistant City Manager
Dave Heiar, Economic Development Director
Laura Carstens, Planning Services Manager
Tim Horsfield, Parking Supervisor
Joel Lightcap, Transit Board Member
Jon Rodocker, Keyline Transit Manager
Joanne Kiefer, Keyline Office Administrator
Steve Heinz, Keyline Fixed Route Operator
Tim Mauer, Keyline Mini-bus Operator
Kelley Deutmeyer, ECIA
Ken TeKippe, Finance Director
Recommendation
recommend moving forward with the Request for Proposals process to solicit
proposals from qualified contractors to provide a Comprehensive Operational
Analysis (COA) of the Keyline Transit System.
Action Step
The action step for the City Council is to authorize the issuance of a Request for
Proposals to provide a Comprehensive Operational Analysis (COA) of the Keyline
Transit System.
City of Dubuque, Iowa
REQUEST FOR PROPOSALS
KEYLINE TRANSIT Comprehensive Operational Analysis (COA)
INTRODUCTION
The City of Dubuque, Iowa is soliciting proposals from qualified consulting firms to
prepare a Comprehensive Operational Analysis (COA) of the KeyLine Transit System.
The KeyLine Transit system is administered by a Transit Manager who reports to the
Economic Development Director and City Manager. Policy is provided by the City
Council acting on the advice of the Dubuque Transit Trustee Board. The KeyLine
Transit's Board of Trustees meets monthly on the second Thursday of the month at 4:15
p.m. in the Carnegie-Stout Public Library.
The present KeyLine Transit system consists of four scheduled routes; the Red, Green,
Orange, and Gray Lines; a paratransit system, and a seasonal trolley system that
serves the downtown area along with the Port of Dubuque. The scheduled route service
operates year around, Monday-Friday from 6:00 a.m. to 6:00 p.m. and Saturday hours
from 8:00 a.m. to 5:30 p.m. It does not operate on Sundays. The buses operate with
one hour headway (the time between buses). The four scheduled routes serve
approximately 90% of the population of the City of Dubuque. The scheduled service fare
is $1.00 for adults and $.50 for children (age 5-17) and seniors (age 65 and over). All
Dubuque students with a school ID and all children under 5 years of age ride for free.
The trolley system is seasonal (May-September).
In light of the steady decline in ridership from as early as 1951 annual ridership of
6,728,894 to 1,639,469 annual rides in 1972, the transit system was transferred from
Interstate Power (private entity) to the City of Dubuque in September 1973.Service
hours and fleet size have also eroded over the decades. The City of Dubuque is
seeking innovative ways to improve the existing transit service in an effort to increase
ridership and transit connectivity within the community.
With an annual operating budget of $2.4 million, KeyLine serves approximately 276,139
passengers per year, expending approximately 47,538 revenue hours of service. Fixed
Route ridership increased by 9.6% during FY 2007-2008 from the previous year, largely
due to student ridership.
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KeyLine's paratransit (mini-bus) program utilizes ADA and radio-equipped vehicles.
Service is provided the same hours as the fixed route system and ADA fare is $1 per
trip. Approximately 59,364 passenger trips per year are made using this service.
KeyLine currently has approximately 824 persons registered as ADA-eligible riders with
its paratransit program. Eligibility is based on functional inability to utilize regular fixed
route services. The City also provides mini-bus (Demand Response) service to any
individual who is age 65 or older, at a cost of $2.00 per ride.
In addition, the Region 8 Dubuque, Delaware, and Jackson County Regional Transit
Authority (RTA) provides approximately 38,000 disabled rides, 4,100 senior rides and
24,000 early childhood rides annually within the KeyLine Transit service area. The
disabled rides are subscription in nature and generally fall beyond the KeyLine ADA
paratransit requirements. Senior rides are subscription in nature and are contracted
individually with families.
The city of Dubuque provides approximately 53% of the annual Keyline budget figure.
These funds come from the City's "general fund" account, which is comprised primarily
of local property tax revenues. As a division of the City of Dubuque, Keyline effectively
"competes" with other general government services operation. This subjects the annual
budget process to continuing uncertainty as it attempts to plan future services and
capital requirements.- COMMUNITY BACKGROUND
The City of Dubuque is located on the Mississippi River in northeastern Iowa, adjacent
to Illinois and Wisconsin. The City is approximately 30 square miles in area, with a
population of approximately 60,000 persons. The City's annual budget is over $100
million and funds a full range of services. The City's website is www.cityofdubugue.orq.
The community has a stable and diversified manufacturing base and a growing service
sector. Dubuque is the major retail, medical, educational, and employment center for
the tri-state area. Tourism continues to be a major economic force in the community.
City government works in collaboration with the private sector to promote economic
development.
INFORMATION TO BE INCLUDED IN PROPOSAL
To simplify the review process and to obtain the maximum degree of comparability, the
proposal shall include the following information and shall be organized in the manner
specified below.
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Letter of Transmittal
Provide a letter of transmittal briefly outlining the consultant's understanding of the work
and the name, address, telephone number, fax number and email address of the
consultant's primary contact person.
Profile of Firm
Provide general information about the firm and the firm's area of expertise as regards
this RFP, including the qualifications of the project manager and other key personnel
who would be assigned to the project. State the size of the firm, the size of the firm's
professional staff, the location of the office from which the work on this project is to be
performed, and the number and nature of professional staff to be employed on a part-
time basis. Indicate other information that will reflect the philosophy of the firm regarding
its approach to this project and how this approach will result in the successful
completion of the project.
Discuss the firm's ability to integrate this project into the firm's present workload. A
statement should also be included with regard to whether the consulting team currently
has the capacity to undertake the project or whether it intends to engage additional staff
or team members.
List the names of the anticipated Project Manager and other key personnel associated
with the project and their qualifications and experience. Identify the principal supervisory
and management staff, including partners, managers, other supervisors and subject
matter experts who would be assigned to this project. Provide as much information as
possible regarding the number, qualification, training, and any relevant continuing and
professional education of the specific staff to be assigned to this project.
Project Manager, partners, management, other supervisory staff and specialists may be
changed if those personnel leave the firm. These personnel may also be changed for
other reasons with express written permission of the City of Dubuque; however, in either
case, the City retains the right to approve or reject replacements. Other personnel may
be changed at the discretion of the consultant, provided that the replacements have
substantially the same or better qualifications or experience.
Scope of Services
Provide a description of the means or strategy by which the consultant would satisfy the
scope of services and/or an alternative or hybrid strategy recommended by the
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consultant -what process and outcomes the consultant would suggest to make the
project better.
Include a section which establishes a work plan for the firm's approach to the
completion of the project. The work plan, at a minimum, should include those
components outlined on the RFP. The consultant should indicate in the proposal those
aspects that might be completed by City staff. All results from this project will remain the
property of the City of Dubuque.
Proposed Project Schedule
Provide a project schedule outlining the time period and estimated completion date of
proposed scope of work. This should include a schedule for and description of all
deliverable products throughout the period, including monthly progress reports to the
RFP committee. Products should be delivered in hardcopy and electronic formats
compatible with the City's computer software and hardware. It is the intent of the City
that the project will be completed within approximately 6-8 months of signing a contract.
Certificate of Insurance
The selected firm will be required to meet the City's insurance requirements for
professional services (see attached Insurance Schedule C).
Fees and Compensation
Provide a proposed cost plus expenses budget for completion of the proposed scope of
services, with cost breakdowns by scope element. Include hourly rates of personnel to
be assigned to the project. The consultant should also include in the proposal their
typical schedule or reimbursable activities and associated expenses. Quotation of fees
and compensation shall remain firm for a period of at least 90 days from the proposal
submission deadline. Please separate the proposed budget from the other portion of the
RFP submittal. Initial screening will be done by the selection committee without benefit
of knowing the consultant's proposed fee for service.
References
Include at least 3 client references (including individual contacts and telephone
numbers) with similar projects that have been completed in the last five (5) years. List
the names of the key personnel proposed for Dubuque KeyLine COA who worked on
the referenced projects.
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Describe the name and location of other sub-consulting firms that would be used by the
firm in the project and the approximate percentage of the work that would be performed
by each of these firms. Include the experience and qualifications of the sub-consultant
firm and its key personnel in working on similar projects. Identify any minority or women-
owned business enterprises.
SUBMISSION REQUIREMENTS
An original and eleven copies of the proposal shall be received in the office of the City
of Dubuque's Clerk's Office, 50 West 13th Street, Dubuque, Iowa 52001 by 2:00 p.m.
CDT on September 23 2008.
Each bidder (consultant) assumes full responsibility for delivery and deposit of the
completed proposal package on or before the deadline. The City of Dubuque is not
responsible for any loss or delay with respect to delivery of the proposals.
The City of Dubuque reserves the right to reject any and all proposals and to negotiate
changes with any bidders. The City of Dubuque reserves the right to negotiate with
more than one bidder simultaneously.
The City of Dubuque is not liable for any cost incurred by any bidders prior to the
execution of an agreement or contract. Nor shall the City of Dubuque be liable for any
costs incurred by the bidder that are not specified in any contract.
Any changes in these instructions, the general conditions or scope of work, or other
requirements will be accomplished by an addendum in writing, sent to all prospective
proposers. All such addenda shall become a part of the contract. Each prospective
proposer is required to acknowledge receipt of all addenda in writing. Failure to
acknowledge receipt of all addenda may cause the proposals to be considered non-
responsive, and therefore, rejected.
The City of Dubuque is an Equal Employment Opportunity Employer.
REMEDIES/SANCTIONS FOR BREACH OF CONTRACT
Without limiting in any manner other remedies or damages to which KeyLine Transit
may be entitled in law or in equity and/or under this contract in the event of a breach by
the contractor, or failure by the contractor to satisfactorily complete the work it contracts
to do herein, KeyLine Transit shall be entitled to recover the full amount of its cost which
are related in any manner to soliciting a new proposal or proposals, which include all or
any portion of the work the contractor has agreed to perform under this contract. Should
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contractor fail to substantially complete the work covered by this contract within the time
specified, and unless such delay is caused by actions entirely beyond the control of the
contractor. Contractor shall likewise be liable to KeyLine Transit for all expenses and
damages, direct and consequential, resulting from such delays.
EVALUATION CRITERIA
Proposals will be screened to ensure that they meet the minimum requirements of the
proposal format. A review of qualifying proposals will be evaluated by a selection
committee. Criteria considered by the committee will include the following:
Qualifications and experience of the firm
Qualifications and experience of the principal consulting staff proposed to work
on the project.
Design approach/methodology in completing scope of services.
Grasp of project requirements and level of interest
Creativity and problem solving ability
Ability of consultant team to demonstrate initiative, motivation and knowledge of
the City of Dubuque
Responsiveness and compatibility between consultants and City
General attitude and ability to communicate
Ability to listen, be flexible, and follow and/or implement direction and/or ideas or
concepts
How the consultant team interacts with the general public, City staff, and public
officials.
Ability of the consultant to maintain a high level of direct interaction and
communication with City officials
Proposed schedule required to complete project.
Proposed cost to complete project
Review of references
Consultants may be invited to an interview with the selection committee.
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The committee shall recommend the selection of a successful consultant to the City
Manager, who in turn will make a recommendation to the City Council. Final
determination of the selected consultant shall be made by the Dubuque City Council.
Questions regarding this RFP should be directed to Jon Rodocker, Transit Division
Manager, by telephone at 563-589-4341, fax at 563-589-4340 or a-mail at
IrodockerCc~cityofdubugue.org
A pre-proposal conference is scheduled for Thursday August 28, 2008 at 9:00
a.m. Central Time at City Hall, 50 West 13t" Street, in Conference Room B.
*Attendance is suggested but not required.
SCOPE OF WORK
The City of Dubuque is looking for a consultant(s) that can not only provide the typical
qualifications to conduct an Comprehensive Operational Analysis but also have the
ability to provide innovation, originality, and creativity in examining and proposing
service concepts, potential market expansions, and system efficiencies.
The KeyLine COA will review all transit services and make recommendations on how to
improve the deficiencies of the lowest performing routes or services and determine
ways of making the entire system more efficient, flexible, and customer-oriented. While
the primary focus is examining the existing system, possible expansions into new areas
or markets should be recommended if ridership and economic feasibility warrants it.
The consultant should review services provided by the RTA within the KeyLine Transit
service area to identify any duplication of services, potential efficiencies through
coordination and to provide analysis of how the overlap of service areas impacts
federal, state and local funding for the two systems. The consultant should examine
potential partnerships with area businesses for possible route and schedule revisions to
accommodate employment transportation.
The following items are the work tasks to be included in the KeyLine study
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Task 1. Review Land-use and Socioeconomic Data and Conduct Surveys.
The results of the 2000 census and current census projections shall be reviewed for the
City of Dubuque. The development of any major employment centers, residential areas,
shopping malls, or other traffic generators during the past fifteen years will be studied.
These changes, plus the possible effect of modifications in transportation behavior due
to the country's energy situation, environmental concerns and land use ("smart growth")
issues, create the need to conduct market surveys which will be instrumental in
developing an improved transit service plan. Keyline management, office personnel,
operators and line personnel will be interviewed to canvass their opinions regarding the
current system's strengths, weaknesses and opportunities. They can also provide
important baseline data to be used for continuous planning of transit services. The COA
shall include a comprehensive and proactive approach to public input and dialogue
that solicits and incorporates public comment at key junctures in the study. This shall
include presentations and/or updates to appropriate public groups, the Transit Board or
City Council when needed. The public participation activities shall be designed to reach
a broad representation of the community and shall include both existing customers and
those who do not currently use Keyline and RTA in Dubuque, with an emphasis on
reaching those who are transportation disadvantaged. In addition, the consultant will
develop a standard interview form to solicit opinions about Keyline and perceived needs
for transit services. Among the key area leaders and major community stake holders to
be interviewed are:
o Keyline Board of Trustees
o City Manager
o Mayor and City Council
o City Director of Economic Development
o City Planning Director
o Dubuque Community Schools Superintendent
o Holy Family Schools Superintendent
o Director of East Central Intergovernmental Association
o Dubuque Area Chamber of Commerce
o East Dubuque Area Chamber of Commerce
o Executive Director of Area Agency on Aging
o Mercy & Finley Hospital and Medical Associates Officials
o Local College/University Officials
o Representatives of the Neighborhood Association's
o Business Community Representatives
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o Retirement Communities/Nursing Home Representatives
o RTA Director of Transit Services
o Iowa Workforce Development Director
o Dubuque County Supervisors
o .Crescent Community Center Representatives
o Area Residential Care Representatives
The ridecheck survey will provide a complete 100% sample of everyday, weekday and
Saturday bus trips. The ride checks will provide stop and segment level ridership
information, identify the location of peak load points and allow the updating of scheduled
running items.
Data Collection and Supervision
Data collection will be administered and supervised by the consultant team. The survey
should be conducted over afour-week period, including three weeks of regularly
scheduled surveys and one week of "make-ups". The Saturday surveys should be
conducted over five consecutive weekends during the four-week survey period with the
same work force.
Preparation for data collection in Keyline's service area will include the supplying of the
consultant with a bus stop inventory. The consultant shall conduct a 2-3 day training
session for the checkers instructing them how to collect the data as well as how to
interact with staff and the public. Checkers will ride on-board the vehicles to conduct
ridechecks. For each scheduled time point, the checker will record the time on a data
form. For each stop, checkers will record the number of alighting and boarding
passengers.
Quality Assurance
A number of procedures should be implemented to achieve acceptable levels of
accuracy, accountability, and completeness.
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1. Checkers will receive comprehensive training by the consultant prior to the onset of
actual data collection. The training session will provide classroom instruction,
supervised practice checking in the field, plus an initial screening of each individual's
abilities.
2. Checkers will manually record data on pre-printed survey forms. Checkers will
complete information at the start of the trip including run, vehicle, and operator
numbers; and passenger load at trip start. Checkers will also be responsible for
reporting unusual circumstances or conditions encountered during the trip. Examples
would include accidents, inclement weather, vehicle breakdowns, and other factors that
might affect operation of the route and thus, ridership and schedule data. Checks will be
redone as necessary.
3. Once the ridership survey is initiated, the consultant will immediately verify each
day's data to insure that checkers have correctly and accurately followed the proper
procedures. Checker performance in-vehicle will also be sampled by the consultant.
Checkers not meeting standards will be retrained or replaced from the available pool of
trained checkers.
4. Complete checks for each entire route in a consecutive 1 to 2 day period shall be
completed whenever possible. To ensure that checks take place as scheduled
everyday, adequate report time will be built into the checkers schedules. In addition, a
modest extra board of checkers will be available to cover no-shows.
Administration of the ridership survey will require that Keyline provide a small area at
the Transit Center for survey staff. This area will be used for daily checker reporting and
coordination with Keyline staff.
Data Processing
The consultant will collect the completed survey forms and tabulate the data on
computer spreadsheets. Before developing summaries, simple logic checks will be
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performed on the resulting files to identify any anomalies. The spreadsheet program
should produce a summary of boarding's, alighting, and departing load by stop, time
period, segment, and for the full day. The program should produce a loading profile on a
per trip basis or over the full day or other time period of interest.
Key variables will be tabulated from the edited data, including:
o Total daily ridership (boarding's)
o Total and average ridership per trip for each time period
o Daily boarding's and alighting for each segment
o Total and average boarding's, alightings and load for each segment and time
period
o Peak load for each period and peak hour and location of peak load point
o Run time per trip and per segment
o Average and standard deviation of run time for each time period
o Average overall speed on each segment
o Headway variability (for high frequency routes) or scheduled adherence (for
lower frequency routes) at key points for each time period
o A report of the maximum vehicle size needed for each route
Task 2. Review of Existing Data/Service Area Field Observations
The consultant team will organize and review available data and reports that pertain to
the existing and envisioned transit system and current and planned transportation and
land use conditions that could affect transit service. Possible data sources include:
o Highway/street network information
o Planned roadway improvements
o Route travel time data
o Daily service requirements
o Public timetables and system maps
o Area base maps
o Fare structure
o Annual operating budget
o List of equipment and facilities
o Operator labor agreement
o Work rules
0 2000 Carte Goble Associates, Inc Study
0 2002 Dubuque Metropolitan Area Transportation Study
0 2004 KeyLine Paratransit Review
0 2005 Dubuque Metropolitan Area Transportation Study
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0 2008 Walker Consultant Parking Study
Key documents to be collected by the consultant team are daily and monthly route
summary reports, productivity and ridership reports which Keyline prepares to
determine ridership characteristics of each route. Productivity factors such as
passengers per bus-mile and passengers per bus-hour will be developed to rank routes.
In order to familiarize the consultant team with Keyline service area and transit routes,
team members will drive each fixed route to determine the following:
o Aspects and conditions of Keyline service area.
o Current route alignments and passenger transit facilities.
o Major traffic generators, street networks, community .characteristics and
geographic areas.
Task 3. Analyze Fixed Routes
Data relevant to the current route structure, scheduling, and cost of service will be
obtained from the National Transit Database and will be reviewed on a system-wide and
route-by-route basis. Each route will be field checked, and in some cases, transit
operation specialists will ride certain bus runs. This review will include in-depth
discussions with the transit management staff.
The consultant should identify any service problems such as circuitous routing,
inadequate headway, service duplication, abuse of transfers, passenger
inconveniences, traffic engineering impediments and related matters. Implementable
recommendations should be developed for solving the problems based on service
parameters and operating guidelines set by the Keyline.
The consultant will conduct a complete on/off-passenger count on every trip on every
route in the system for weekday and Saturday service. The consultant will prepare a
bus stop list (data provided by Keyline) hire the temporary traffic checkers, and assign
someone to assist with the passenger count. The Consultant will train the checkers and
organize the passenger count.
From the on/off-board counts and system operating data, the consultant will develop the
following data by route:
o Total ridership
o Passengers per hour
o Passengers per mile
o Average and maximum loads by time of day
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o Passengers carried by time of day
o Operating ratios (revenue/expense) by line
o Schedule Adherence
o Major traffic generators
o Passengers per thousand population in service zones
Information for the individual routes will be compared with the system average to
identify those routes that need attention in terms of additional marketing, alteration, or
deletion from the system.
One of Keyline's primary goals is its commitment to improved service and coverage,
along with expansion of service span and/or coverage. Therefore, the consultant should
look closely at unserved areas where there is a potential demand for public
transportation. This would include not only unserved areas in the City of Dubuque but
also the possible expansion of service in the urbanized areas surrounding the city.
The consultant should also consider any creative, innovative, or more cost-efficient
means of providing transit services to the community. This could include feeder routes,
downtown circulator routes, cross-town routes, park & ride routes, point-deviation routes
or general public demand-responsive routes, etc. In addition, the consultant should be
prepared to consider how the application of ITS (Intelligent Transportation System)
technologies could be applied to these innovative service models.
From the data developed in Tasks 2 & 3, the consultant will prepare a series of
statements showing the effect of eliminating the least utilized services of the system on:
o System revenue
o System expense
o System passengers
The results of the bus rides, general household, and employment center surveys will
provide input relative to the identification of service needs. This information, plus the
understanding of current operations developed through the background data review and
the work on earlier tasks should be used to analyze deficiencies or excesses in the
present service pattern.
The consultant shall develop line service profiles based upon the on/off passenger
counts and system train checks. The profile will show ridership by route segments,
preferably one-half mile increments. A bus transfer matrix should also be developed to
show transferring between routes. The fieldwork by the consultant should not only
identify and verify possible ridership generators and travel patterns, but also
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simultaneously produce implementable ways of serving them. This task should also
produce several route configuration alternatives and service levels that will be tested
against the proposed goals, objectives, and performance standards.
Alternative analysis shall include but not be limited to the following:
a) Maintaining the existing route system and service levels
b) Expanding service areas
c) Increasing frequency of service
d) Elimination of under-utilized services
e) Total modification of the current routes
f) Replacement of fixed route service with a less costly alternative service
g) Partnership and coordination with RTA's city and county routes
Complete projections for all of the following should be developed for each alternative.
Identification of facilities and equipment needed (including utilization of existing facilities
and equipment and the prospects for rehabilitation); identification of service parameters,
by route, including headway, running times, hours of operation. round-trip time, and
areas serviced; and equipment and the prospects for rehabilitation; The effect on
system revenue, system expense and system ridership. The study shall also review
how any anticipated service recommendations might impact The Washington
Neighborhood.
Task 4. Paratransit (Mini-bus) Analvsis
The analysis shall include an evaluation of current routes, RTA routes/rides within the
Keyline Transit service area, including a route productivity analysis, and
recommendations on improvements to the systems as well as coordination efforts or
potential partnerships between the systems and recommendations for overall
improvements. Efforts will be concentrated on the lowest performing segments or routes
and the efficiency of the Route-Match Dispatching Software. Attention will be paid to
making routes more efficient and addressing capacity constraints. The operating and
financial implications of the proposed service changes shall be identified.
Task 5. Downtown Trolley Route Analvsis
The analysis shall outline a trolley route system and prioritize needs and show how
additional demands can be met in the future. This analysis should evaluate
recommendations of the 2008 Parking Study which recommends various ways transit
can work more closely with the Parking Division.
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Task 6. Marketing Program
The consultant shall review and make recommendations on the marketing program.
This will include media advertising literature, web site design and dissemination of
public information, etc.
Task 7. Analyze Equipment and Facility Needs
An inventory of existing capital equipment, including rolling stock and fixed facilities, will
be obtained by Keyline.
Based upon the inventory and inspection work of previous tasks, the current equipment
and facilities of Keyline will be evaluated. In addition, the immediate and long-range
equipment facility needs required by each of the service program alternatives will be
formulated. These needs will be outlined on a year-to-year basis over afive-year period.
It will be determined if the maintenance and storage facilities are adequate for future
years.
In addressing equipment needs and bus replacement, the consultant will take into
account the new emissions requirements contained in the latest EPA standards;
recommendations should be made on how to best meet those standards.
Task 8. Analyze Financial Needs
An integral part of the data collection and review will be identification of current and
potential sources of revenue, which support operation of Keyline. Past, as well as
current data will be obtained in order to establish trends for each revenue source.
National Transit Database reports, annual audits, and Section 9 records kept by the
Keyline will provide the basis for this review.
A financial analysis will be prepared for the service improvement alternatives developed
earlier. This financial analysis will include both operating and capital cost requirements
for the five-year planning period.
The consultant will analyze the ability of existing local funding mechanisms to meet the
budgetary requirements and will investigate all possible funding alternatives under
federal and state law. In addition, the effect of various fare changes on ridership and
system revenue will be discussed.
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Task 9. Develop Transit Improvement Plan and Implementation Plan
The results of the service plan alternatives (including equipment and facility needs and
financial planning) will be prepared in draft form. After a period of review and reaction
from Keyline and transit staffs, an overall transit improvement plan covering afive-year
period will be developed and documented. The action steps in the implementation plan
will be developed so that changes can be monitored and adjustments can readily be
made relevant to actual ridership levels experienced.
The essence of any implementation plan should be flexibility, i.e., if the high projections
are realized, the plan may be implemented, financed, and the needs adequately met,
but on the other hand, if the projections fall short, adjustments need to be made early
enough so that resources are not wasted.
The finale product of the study will be a five-year transit development program that will
include a yearly program narrative for recommended service changes. Elements of the
final report should include:
o Recommendations for new or restructured routes.
o Recommended levels of service.
o Presentation of alternative fare structures with a discussion of their effect on
revenue and passengers carried.
o Physical plant improvements and capital requirements.
o Projected operating results in the form of annual pro forma income statements
(including analysis of non-farebox revenue sources).
o Recommendation for Transfer Center(s) Size and Amenities.
o Recommendation for Partnership and elimination of duplication of services
Since implementation of a COA is oftentimes a difficult problem, the consultant shall
develop an implementation plan for Keyline to use. Once an alternative service model is
selected by Keyline, the consultant should be prepared to assist Keyline staff in
developing route maps and timetables. The plan should be based upon the
recommendation in the COA and should identify all possible barriers to implementation.
It should also reflect the timing, responsibilities, and tasks for Keyline.
Task 10. Presentation of Findings
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The consultant will prepare documentation of the results of the COA in sufficient detail
to enable Keyline staff to successfully implement the service recommendations, and
provide local decision-makers and public with valuable information regarding Keyline's
existing performance and future direction. The consultant will present findings of the
COA in report, electronic and graphics media. The consultant will provide a detailed
report on the top 5 recommendations to be made from the information gathered in the
study.
Product/Deliverable: The consultant will prepare a Draft COA Report that
documents all of the aforementioned work elements, results, and
recommendations. The report should also include at least three examples of
other similar sized transit systems that have successfully utilized the proposed
recommendations. After a suitable period of review by the committee, the
consultant will prepare the final COA Report, incorporating review comments.
Lastly, the consultant team will present the recommendations of the COA to the
City Council at a regularly scheduled Council meeting and will be required to
attend at least one work session with the City Council at a time and date to be
established as the study develops. The consultant is required to deliver drafts as
well as final copies of the study.
Draft Copies:
11 hard copies
1 electronic copy in MS Office compatible format
1 electronic in PDF format Final Copies:
Final Copies:
20 hard copies
1 electronic copy in MS Office compatible format
1 electronic copy in PDF file format
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