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AGENDA TITLE:
MEETING DATE:
PREPARED BY:
Adopt Resolution Adopting City of Lodi Short Range Transit Plan Update
June 5, 2019
Public Works Director
RECOMMENDED ACTION Adopt resolution adopting City of Lodi Short Range Transit Plan
Update.
BACKGROUND INFORMATION: ln October 2018, the City Council authorized the City Manager to
execute a Professional Services Agreement with LSC
Transportation Consultants, lnc. (LSC) to prepare the City of Lodi
Short-Range Transit Plan (SRTP) update. A SRTP is a 1O-year planning document designed to
provide an operating and financial blueprint for the provision of transit service in a community. While
the City's current SRTP was adopted by City Council in May 2013, the San Joaquin Council of
Governments (SJCOG) requested localtransit agencies update their SRTPs to coincide with the
Regional Transportation Plan, which extends through Fiscal Year 2027128. This synchronized
effort of SRTPs provides consistency amongst all the agencies in the region and also allows for easier
programming of funding over that 10-year period.
City staff began the SRTP process with a kick-off meeting, followed by data collection, information
gathering, and public outreach activities in the community. Public participation included on-board
surveys and workshops (poster sessions) at the Loel Senior Center, Lodi Public Library, and the
Transit Station. LSC presented highlights of the "Draft" SRTP in a PowerPoint presentation at the
March 26,2019 Shirtsleeve meeting. The presentation consisted of an overview of existing transit
services, recommendations for route modifications, service frequency, fare structure, marketing and
financial strategies to enhance public transit services in Lodi, within the constraints of realistic future
funding projections.
The proposed service modifications recommended in the SRTP include minor operational adjustments to
each of the five fixed routes, policy and operational improvements to the Grapeline, Dial-A-Ride, VineLine
systems (including a student discount fare program), and updated projections for capital investment in
facilities and vehicles.
Since the findings demonstrate that Lodi's transit service is operating efficiently, satisfactorily serves the
highest passenger volume activity centers and neighborhoods in Lodi, and that overall customer
satisfaction is high, LSC is recommending the proposed service modifications be implemented on a
"demonstration" basis to evaluate the service modifications permanent implementation. "Demonstration"
projects are exempt from meeting the performance objectives set by SJCOG, thereby having no impact on
Lodi's Local Transportation Fund funding stream if the improvements fall short of target.
As recommended in the SRTP, and with Council's approval, City staff will implement the
recommended service modifications before the end of Fiscal Year 2019/20. There is sufficient funding
to absorb the service modifications in the proposed Fiscal Year 2019/20 transit budget. All future year
projections for operating and capital expenses will be budgeted accordingly and based on revenue
projections provided by SJCOG.
APPROVED:
Stephen , City Manager
K:\Trânsit\Short Range Trans¡t Plant2018 SRTP Update\Counc¡l Accept 6_5_19\CC Accept SRTP.doc 5116t2019
Adopt Resolution Adopting City of Lodi Short Range Transit Plan Update
June 5, 2019
Page2
Chapter 10 of the SRTP update summarizes the proposed operating and capital recommendations
through Fiscal Year 2028129, and is attached as Exhibit A. The full copy of the prepared Draft SRTP
Update, including the Executive Report, is available for review at the Public Works Department, and on the
City website.
FISCAL IMPAGT:The additional operational costs for the proposed route changes and
other proposed service enhancements are estimated to be $120,000 for
Fiscal Year 2019120. Due to phasing in the recommendations during the
latter part of Fiscal Year 2019/20, the pro-rated costs will be absorbed in
the proposed Fiscal Year 2019/20 transit budget. No general funds are
utilized for transit operating or capital improvement costs. Transit is
funded exclusively with FTA Section 5307 funds, TDA, Measure K, fare
box revenue, and other miscellaneous revenue.
FUNDING AVAILABLE: Not applicable.
arles E. Swimley, Jr
Public Works Director
Prepared by Georgia Lantsberger, Transportation Manager
CES/GL/tdb
Attachment
K:\Transit\Short Range Transit Plan\201 I SRTP Update\Council Accept 6_5_1g\CC Accept SRTP.doc 511612015
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2019 SRTP Update Page 111
Chapter 10
Short Range Transit Plan
INTRODUCTION
The following plan presents service enhancements, capital improvements, management plan
elements and marketing and financial strategies to enhance public transit services in Lodi,
within the constraints of realistic funding projections. It is based on a review of existing transit
service and demand conditions, analysis of a wide range of alternatives, as well as public input.
(A summary of public input opportunities provided in this study is included in Appendix C.) This
chapter presents the individual plan elements in brief, based on the substantial discussions
presented in previous chapters; the reader is encouraged to refer to previous chapters for
additional background on the plan elements. The overall plan features are presented
graphically in Figure 26.
SERVICE PLAN
The recommended service enhancements are listed below and depicted in Figure 26.
Fixed Route Service Recommendations
As discussed in detail below, the following fixed route service plan is recommended as a
demonstration project that should be implemented and monitored for a minimum of six
months:
Route 1 should be realigned to jog off of Lower Sacramento Road on West Elm Street to
better serve ridership in the neighborhoods around the South Mills/West Lodi
intersection and to provide running time on Route 3 to extend that route (as discussed
below). To avoid the delay and hazard of traveling through the Safeway parking lot, the
route should go north on Mills Avenue instead of Tienda Drive and return to Kettleman
Lane on Tienda Drive. An additional stop should be placed on Lower Sacramento Road
just north of the Safeway driveway to allow passengers to still board and alight in close
proximity to the west end of the shopping mall. With these changes, Route 1 would still
be 12.6 miles in length, which can be effectively operated in an hour. This modification
provides running time on Route 3 needed to in turn allow Route 5 to be extended to
Reynolds Ranch.
Route 2 should also be modified to move the route out of the Safeway parking lot. In
addition, a second bus should be used to provide weekday half‐hourly service on this
popular route, with new departures from the Transit Center on the hour from 9 AM
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2019 SRTP Update Page 113
through 4 PM (ending the new service at 5 PM). In addition to providing more
convenient service for Route 2 riders, it will improve options for transfers to Route 3 at
the Transit Center, and improve options for transfers to and from Routes 1, 3, 4 and 5 at
the Kettleman and Lower Sacramento Stop.
Route 3 should be extended to serve the northeast Lodi area, in order to provide more
convenient service to this area, and to allow Route 5 service to shift from this area to
the Reynolds Ranch area. This extension should depart the Downtown Transit Center
along the Route 5 alignment as far as the Calaveras/Lockeford intersection. The bus
should then continue east over SR 99 and serve the existing Route 5 loop (Beckman,
Turner and Cluff), returning westbound on E. Lockeford Street and following the Route 5
alignment south on Stockton Street and west on Pine Street to the Transit Center. This
will greatly reduce the overall travel time for trips between northeast Lodi and the
Transit Center (and on to other destinations) currently provided by Route 5 and will also
provide two different departure times from the Transit Center to various stops in
northeast Lodi every hour. To provide the running time needed for this extension,
Route 3 should travel along Ham Lane between Elm Street and Lockeford Street (rather
than jogging west to Mills Avenue), with the area along Mills Avenue instead served by
Route 1. In addition to shortening the route length, this will bypass much of the school
traffic in the area. In addition, service should be eliminated south of West Kettleman
Lane. Instead, West Kettleman Lane should be used between S. Ham Lane and Sylvan
Way, with service to this southern area provided by Route 4, as discussed below.
Route 4 should be shifted off of S. Ham Lane between W. Kettleman Lane and W.
Century Boulevard to serve the existing Route 3 stops in this area, via W. Century
Boulevard, South Mills Avenue, Sylvan Way and Sand Creek Drive. The stops along W.
Kettleman Lane would still be served by Routes 2 and 3. The only stops that would lose
all service are along S. Ham Lane northbound at Chianti Drive (which serves 2.7
passengers per day, based on surveys) and southbound at Burgundy Lane (which does
not typically serve any passengers). However, as the Chianti Drive stop is only a walk of
a few minutes from stops on Kettleman Lane, the loss of ridership would be less than
140 passenger‐trips annually. This revised route would be 12.0 miles in length (the
same as the existing route).
Route 5 should be extended southward to provide stops in the Reynolds Ranch area,
with a terminal loop around Rocky Lane and Reynolds Ranch Parkway. Specifically, the
route should travel south on Reynolds Ranch Parkway, turn left (north) on the road west
of Home Depot, left on Rocky Way and right onto Reynolds Ranch Parkway northbound.
This rapidly‐growing area is both a commercial center and employment center (with
employees at both stores and at Blue Shield), and also includes the Revel Lodi senior
community and nearby residential neighborhoods. (As this area develops, the route
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2019 SRTP Update Page 114
could be modified to serve new land uses in this area). The running time needed to
make this extension is provided by shifting the northwest Lodi service to Route 1, as
discussed above.
While the existing Route 5 on‐call stop serving the DMV office on Pixley Parkway should
continue to be served, the published schedule should be revised to reflect the running
time without the deviation. This deviation on Route 5 is served only 10 percent of the
time. Instead of the vehicle waiting curbside in the middle of the route when the stop is
not requested, the route should be scheduled as if a deviation is not requested, simply
operating behind schedule for the once‐a‐day‐on‐average runs where a deviation is
requested. This will provide improved service quality for the majority of the runs. A note
should be added to the schedule that due to occasional deviation requests, the bus may
operate up to 5 minutes after the published time, but will still allow passengers to
transfer to other routes at the Transit Center.
Slightly Modify Weekend Fixed Routes: The weekend routes should remain unchanged,
with the exception of the revisions to Routes 1/30 and 2/22 to avoid traveling through
the Safeway/Target Shopping Center and that the loop south of Harney Lane to serve
Reynolds Ranch should be added to Route 5/31. As the resulting Route 5/31 would still
be 12.0 miles in length and as the DMV on‐call service is not available on weekends, the
route can still be reliably operated in an hour.
Eliminate the 3:30 Runs on Sunday: The low productive 3:30 PM runs should be
eliminated on Sundays, in order to improve overall service productivity. While it will
result in a loss of roughly 20 passenger‐trips per Sunday, it will save $13,850 in public
operating subsidy.
These fixed‐route modifications (with the exception of the reduction in Sunday service) should
be implemented for a minimum of six month on a demonstration basis. This reflects that
ridership response may differ from the forecasts prepared in this study, and that operational
issues may arise. Over this demonstration period, ridership and operational data should be
collected, monitored and analyzed to address the following key questions:
Is new ridership being generated by the extension of service to the Reynolds Ranch
area? (At the end of six months, weekday passenger trips to or from these new stops
should total at least 20.)
Is new ridership being generated by the half‐hourly service on Route 2? (At the end of
six months, average weekday ridership on Route 2 should be increased by at least 40
passenger boardings.)
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2019 SRTP Update Page 115
Can the revised routes be operated with adequate on‐time reliability, and provide
adequate driver break time? (There should be no reduction in overall on‐time
reliability.)
Have the modifications improved the service to the passengers? (After six months, a
short on‐board passenger survey should be conducted to identify whether the majority
of ridership feel the modifications have either been a benefit or have resulted in no net
change in the service.)
Depending on the results of these monitoring efforts, the following could occur:
The fixed‐route modifications continue as implemented.
Changes in the modifications could be analyzed and implemented to address specific
issues, or to improve on the modifications.
The service could revert back to the existing plan.
GrapeLine DAR and VineLine Service Recommendations
In addition to these improvements to GrapeLine fixed routes, Chapter 6 outlines improvements
to policies and operations of the VineLine and GrapeLine DAR program which should be
followed. Included among those recommendations are:
Continue to assess weekend DAR service ridership and continue to look for
opportunities to combine weekend ADA routes, where possible.
Through long‐term participation in Access San Joaquin (ASJ), continue to move more
DAR and ADA paratransit passengers to fixed‐route services where appropriate and
possible. Continue to regularly coordinate with ASJ and monitor client satisfaction with
ASJ process.
If cancellations and no‐shows rate is consistently higher than 5%, consider strategies to
reduce number of cancellations and no‐shows. (See Chapter 6 for details)
Manual review of automatically generated schedules to help catch conflicts and issues.
Enhanced service monitoring.
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Centralized call center for reservations; evaluate long‐term as a potential offshoot of
ASJ.
Coordination of services in outlying areas of City of Lodi and surrounding communities.
Continue to seek additional revenue sources for DAR and paratransit.
Service Plan Impacts
Table 29 depicts the annual operating cost for GrapeLine, including the base case cost plus
additional recommendations. The costs assume a 2.3 percent annual inflation rate. As shown,
the various plan elements will add $120,000 to the first year of the plan period (a 3.5 percent
increase over the base case), rising to a $250,000 increase (5.9 percent) in the final year of the
ten‐year plan.
Ridership projections for all alternatives are based on the demographics of the area as well as
historical ridership trends, peer system comparisons and studies of how ridership has
responded in similar systems to similar changes. Typically, it takes two years for expanded
services to reach full ridership potential if the service is well advertised. The base ridership is
expected to increase by approximately half the rate of population growth in the area (0.065
percent annually) reflecting trends in the past several years. The resulting ridership forecasts
are shown in Table 30. Ridership is forecast to increase by 8.3 percent in the first year of the
plan (25,000 new boardings), rising to 12.8 percent (41,000 new boarding) in the long‐term.
Significantly, the percentage ridership increase is more than twice the percentage increase in
Table 29: Lodi SRTP Estimated Annual Operating Cost
Numbers in Thousands
Plan Element
2019‐
20
2020‐
21
2021‐
22
2022‐
23
2023‐
24
2024‐
25
2025‐
26
2026‐
27
2027‐
28
2028‐
29
Base Case Operating Cost (1)$3,432 $3,510 $3,591 $3,674 $3,758 $3,845 $3,933 $4,024 $4,116 $4,211 $38,094
Service Plan Elements
Route Realignment $26 $27 $27 $28 $29 $29 $30 $31 $31 $32 $291
Half‐Hourly Route 2 Service 9AM‐5PM $110 $113 $115 $118 $121 $123 $126 $129 $132 $135 $1,222
Eliminate Sunday 3:30 PM Runs ‐$15 ‐$15 ‐$15 ‐$16 ‐$16 ‐$16 ‐$17 ‐$17 ‐$17 ‐$18 ‐$161
Subtotal: Service Plan Elements $120 $120 $130 $130 $130 $140 $140 $140 $150 $150 $1,350
Percent Change 3.5% 3.4% 3.6% 3.5% 3.5% 3.6% 3.6% 3.5% 3.6% 3.6%3.5%
Additional Activities (2)
Increased Marketing $0 $63 $66 $67 $69 $70 $72 $73 $75 $77 $631
Increased Bus Stop Maintenance $0 $20 $20 $21 $21 $22 $22 $23 $23 $24 $197
Subtotal $0 $80 $90 $90 $90 $90 $90 $100 $100 $100 $830
Total Operating Cost (2)$3,552 $3,710 $3,811 $3,894 $3,978 $4,075 $4,163 $4,264 $4,366 $4,461 $1,350
Percent Change 3.5% 5.7% 6.1% 6.0% 5.9% 6.0% 5.8% 6.0% 6.1% 5.9%
Note 1: Per 2019/20 draft budget; includes variable and fixed operating costs; assumes 2.3% annual inflation.
Note 2: Assumes additional activities are implemented in 2020/21.
Source: LSC Transportation Consultants, Inc.
Fiscal Year
10‐Year Plan
Total
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2019 SRTP Update Page 117
operating cost, indicating a substantial improvement in the overall cost efficiency of the transit
program.
Table 31 shows the estimated fare revenue, based on the projected ridership. The added
passengers increase farebox revenues by $12,000 in the first year of the plan, rising to $20,000
per year by the end of the plan period (an 8.3 percent increase).
Table 30: Lodi SRTP Estimated Annual Ridership
Numbers in Thousands
Plan Element
2019‐
20
2020‐
21
2021‐
22
2022‐
23
2023‐
24
2024‐
25
2025‐
26
2026‐
27
2027‐
28
2028‐
29
Base Case (1)
Fixed Route 272 274 276 278 280 282 283 285 287 289 2,807
DAR 31323232323233333333 323
Total 304 306 308 310 312 314 316 318 320 323 3,130
Service Plan Elements
Route Realignment 14202222222223232323 214
Half‐Hourly Route 2 Service 9AM‐5PM12161819191919191919 180
Eliminate Sunday 3:30 PM Runs ‐1 ‐1 ‐1 ‐1 ‐1 ‐1 ‐1 ‐1 ‐1 ‐1 ‐11
Total 25353940404040414141 383
Percent Increase 8.3% 11.5% 12.8% 12.8% 12.8% 12.8% 12.8% 12.8% 12.8% 12.8%12.2%
Total Ridership 329 341 347 349 352 354 357 359 361 364 3,513
Note 1: Base case ridership assumed to grow at half the pace of population growth (0.67% annually).
Source: LSC Transportation Consultants, Inc.
Fiscal Year
10‐Year Plan
Total
Table 31: Lodi SRTP Estimated Annual Farebox Revenues
Numbers in Thousands
Plan Element
2019‐
20
2020‐
21
2021‐
22
2022‐
23
2023‐
24
2024‐
25
2025‐
26
2026‐
27
2027‐
28
2028‐
29
Base Case (1)
Fixed Route $161 $162 $163 $164 $165 $167 $168 $169 $170 $171 $1,660
DAR $60 $61 $61 $62 $62 $62 $63 $63 $64 $64 $623
Total $221 $223 $224 $226 $227 $229 $231 $232 $234 $235 $2,283
Service Plan Elements
Route Realignment $7 $9 $11 $11 $11 $11 $11 $11 $11 $11 $103
Half‐Hourly Route 2 Service 9AM‐5PM$6$8$9$9$9$9$9$9$9$9 $86
Eliminate Sunday 3:30 PM Runs ‐$1 ‐$1 ‐$1 ‐$1 ‐$1 ‐$1 ‐$1 ‐$1 ‐$1 ‐$1 ‐$7
Subtotal: Service Plan Elements $12 $17 $19 $19 $19 $19 $19 $19 $19 $20 $182
Percent Increase 5.4% 7.5% 8.3% 8.3% 8.3% 8.3% 8.3% 8.3% 8.3% 8.3% 8.0%
Net Farebox Revenues $233 $240 $243 $245 $246 $248 $250 $251 $253 $255 $2,465
Note 1: Base case ridership assumed to grow at half the pace of population growth (0.67% annually).
Source: LSC Transportation Consultants, Inc.
Fiscal Year
10‐Year Plan
Total
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2019 SRTP Update Page 118
CAPITAL IMPROVEMENTS
Transit services require ongoing capital investment in facilities and rolling stock. Capital
investments in both vehicles and passenger amenities can also attract additional riders, while
improving the quality of service and safety/security of existing riders. In addition, investment in
ongoing maintenance of passenger amenities will address some of the issues of vandalism at
stops, and investment in fareboxes and DoubleMap will benefit customers and operators. The
Capital Plan is presented in Table 32, and discussed below.
Vehicles: Lodi will need to replace 15 fixed route vehicles and 23 fixed route/DAR
vehicles in the plan period. The cost of vehicles over the plan period is estimated at
$20,149,000. Starting in 2026, vehicles will be Battery Electric Buses, per State
requirements.
AVL Technology: To enhance services, it is recommended that the fixed route vehicles
be equipped with AVL technology, which will add an estimated $8,000 per vehicle. As
shown in Table 32, this will add an estimated $313,000 in capital cost over the plan
period.
Bus Stop Improvements: A large bus stop improvement program to improve shelters
and accessibility to stops is planned for 2020/21, and replacement of five shelters every
four years is included in the plan. This is projected to cost a total $664,000 over the plan
period. In the Reynolds Ranch area, two stops are already available (with pullouts and
shelters) along Reynolds Ranch Parkway just to the south of Rocky Way and Lebaron
Table 32: Lodi GrapeLine & VineLine SRTP Capital Plan
Numbers in Thousands
Plan Element
2019‐
20
2020‐
21
2021‐
22
2022‐
23
2023‐
24
2024‐
25
2025‐
26
2026‐
27
2027‐
28
2028‐
29
Total Vehicle Needs
Number of Buses 05601106604 38
Total Cost (1)$0 $2,766 $3,419 $0 $2,516 $0 $3,848 $5,473 $0 $2,128 $20,149
AVL on Fixed Route Vehicles $0 $41 $49 $0 $91 $0 $49 $49 $0 $33 $313
Bus Stop Improvement Program $0 $570 $0 $0 $0 $45 $0 $0 $0 $49 $664
$0 $0 $0 $125 $17 $18 $18 $19 $19 $20 $235
Sunset Village Transit Hub $0$0TBDTBD$0$0$0$0$0$0 TBD
Total Capital Plan Elements $0 $3,377 $3,468 $125 $2,623 $63 $3,915 $5,541 $19 $2,230 $21,361
Source: LSC Transportation Consultants,TBD = To Be Determined
Note 1: All costs include 3 percent annual inflation. Bus stop improvement and passenger accessibility planned for 2020/21; assumes
$50,000 investment (plus inflation) in bus stop improvements annually thereafter.
Fiscal Year
10‐Year Plan
Total
Fare Payment Software &
Maintenance
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Boulevard, though a stop on Rocky Way closer to Costco and Dick’s Sporting Goods
should also be considered.
Online fare purchasing software and continued maintenance is recommended (starting
in 2022/23), adding $235,000 over the plan period.
The Sunset Village Hub will need to be evaluated and engineered, and the cost is yet to
be determined.
The total cost of capital equipment over the plan period is estimated at $21,361,000, as shown
in Table 32.
MARKETING PLAN
The marketing ideas outlined in Chapter 9 should be implemented, with the priorities to
include:
Continued branding and upkeep of vehicles and bus stops to ensure a positive image of
transit.
Continued updates to the website to optimize navigation to key information and to
improve compatibility with smartphones.
Continue publishing and making available print materials, particularly at senior housing,
social service agencies and other locations which serve transit dependent populations.
Regular messaging through social media and DoubleMap.
Outreach to schools and senior centers.
Enhanced use of social media.
Marketing is currently under‐funded, and the marketing budget should be increased to
approximately 2 percent of the total budget, or an additional $63,000 beginning in Fiscal Year
2020‐21, as shown in Table 29. The increased funding could be used by Lodi staff for increased
outreach and social media activities, potentially with a part time position, or increased through
a larger role by the contractor.
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INSTITUTIONAL PLAN
Adopt Updated Goals and Performance Measures
The City of Lodi staff should review goals, objectives and standards presented in Chapter 3 and
Table 15, and adopt performance measures which are in line with current operating conditions
while still providing appropriate incentives to improve services.
Explore City of Lodi Operation of Hopper and Commuter Routes
Routes 23, 723 and 93 all serve both Lodi and Stockton and are currently provided by RTD. Lodi
should explore the costs (including capital costs) and other issues associated with the City
operating the services instead of RTD. Chapter 9 lists numerous considerations for undertaking
this analysis.
FINANCIAL PLAN
Modifications to the Fare Structure
A day‐pass is recommended, along with elimination of transfers. This will have a negligible
impact on revenues, but will improve rider convenience and eliminate potential abuse of
transfers.
In addition, Lodi should consider providing discounted fares for local students, using new
funding sources. This is common in many other transit systems, and can be effective in
expanding ridership, helping solve traffic issues around school bell times and helping to
encourage a new generation of transit users.
Rely on a Wide Range of Sources to Fund Transit Services and Capital Improvements
The results of Tables 29 through 32 were used to develop the Financial Plan, as presented for
each of the ten years of the Short Range Transit Plan period in Table 33. In addition to
passenger fare revenues, this Financial Plan incorporates the following funding sources:
FTA Section 5307, Urban funds for ongoing operating costs.
Local Transportation Funds for ongoing operating costs.
Measure K to subsidize ongoing operating costs.
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Table 33: Lodi SRTP Financial PlanNumbers in Thousands2019‐20 2020‐21 2021‐22 2022‐23 2023‐24 2024‐25 2025‐26 2026‐27 2027‐28 2028‐29TotalOPERATING PLANBase Case Costs $3,432 $3,510 $3,591 $3,674 $3,758 $3,845 $3,933 $4,024 $4,116 $4,211 $17,965Operating Plan Elements (From Table 29)$120 $200 $220 $220 $220 $230 $230 $240 $250 $250 $980Total Operating Costs $3,552 $3,710 $3,811 $3,894 $3,978 $4,075 $4,163 $4,264 $4,366 $4,461 $18,945Operating RevenuesPassenger Fares (From Table 31)1$228 $234 $238 $239 $241 $242 $244 $246 $247 $249 $1,181LTF Transit 2$1,326 $1,433 $1,483 $1,516 $1,550 $1,594 $1,630 $1,676 $1,723 $1,761 $7,307State Transit Assistance (STA) $28 $29 $29 $30 $31 $31 $32 $33 $34 $34 $147FTA 5307 3$1,400 $1,432 $1,465 $1,499 $1,533 $1,569 $1,605 $1,642 $1,679 $1,718 $7,329Miscellaneous 4$164 $168 $172 $176 $180 $184 $188 $193 $197 $202 $861LCTOP $5 $5 $5 $5 $5 $6 $6 $6 $6 $6 $26Measure K $400 $409 $419 $428 $438 $448 $458 $469 $480 $491 $2,094Total Operating Revenues $3,552 $3,710 $3,811 $3,894 $3,978 $4,075 $4,163 $4,264 $4,366 $4,461 $18,945CAPITAL PLAN Capital Costs (From Table 32) $0 $3,377 $3,468 $125 $2,623 $63 $3,915 $5,541 $19 $2,230 $21,361Capital RevenuesFederal 5339 ‐ Vehicles 5$0 $2,213 $2,735 $0 $2,013 $0 $3,078 $4,378 $0 $1,703 $16,120Federal 5339 ‐ Facilities 5$0 $489 $40 $100 $86 $50 $54 $54 $15 $81 $970LTF ‐‐ For 20% Local Match $0 $675 $694 $25 $525 $13 $783 $1,108 $4 $446 $4,272Total Capital Revenues $0 $3,377 $3,468 $125 $2,623 $63 $3,915 $5,541 $19 $2,230 $21,361Anticipated LTF Allocation 6$2,519 $2,577 $2,636 $2,697 $2,759 $2,822 $2,887 $2,953 $3,021 $3,091 $27,961Total LTF Expenditures (Op & Cap) $1,326 $2,108 $2,176 $1,541 $2,074 $1,607 $2,413 $2,784 $1,727 $2,207 $19,963Anticipated Unallocated LTF Revenues $1,193 $469 $459 $1,156 $684 $1,215 $474 $169 $1,294 $884 $7,998Note 1: Includes the passenger fares identified in Table 30, minus LCTOP funds, which will be applied to offset student fares.Note 2: LTF is applied to meet operating needs based on amount of anticipated additional operating revenues.Note 3: FTA 5307 is assumed at existing levels, increasing with the rate of inflation.Note 4: Miscellaneous includes: advertising, solar, Greyhound commission, CNG sales, damage to property, investment earnings, reimbursable charges, Note 5: Requires 20 percent local matchNote 6: 2019/20 allocation of $2,518,766, plus 2.3 percent annual rate of inflation.STA ‐ State Transit Assistance LTF ‐ Local Transportation FundsSource: LSC Transportation Consultants, Inc.Fiscal Year
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2019 SRTP Update Page 122
Miscellaneous revenues (Advertising, CNG sales, etc.) for ongoing operating costs.
Local Transportation Funds are also used for facility and bus stop improvements.
The FTA 5339 Formula Capital Program is the key source of funding for vehicle purchases and
technology improvements, as well as passenger amenities. TDA funds are also used for capital
purposes.
As shown in Table 33, both the operating financial plan and the capital financial plan are
balanced in each of the plan years. While the annual total LTF requirements will vary over the
plan period, it will remain within the total LTF available to the City of Lodi. LTF revenues will
cover approximately 37 to 39 percent of operating costs each year, while FTA 5307 will cover
approximately 39 percent of operating costs. Fare revenues will cover approximately 6.2
percent each year, compared to approximately 5.6 percent currently.
RESOLUTION NO. 2019-94
A RESOLUTION OF THE LODI CITY COUNCIL
ADOPTING THE CITY OF LODI SHORT-RANGE
TRANSIT PLAN UPDATE
NOW, THEREFORE, BE lT RESOLVED that the Lodi City Council does hereby
adopt the City of Lodi Short-Range Transit Plan update; and
BE lT FURTHER RESOLVED that the Short-Range Transit Plan update is on file
in the Public Works Department and available for public review.
Dated: June 5,2019
I hereby certify that Resolution No. 2019-94 was passed and adopted by the City
Council of the City of Lodi in a regular meeting held June 5,2019, by the following vote:
AYES: COUNCIL MEMBERS - Johnson, Kuehne, and Mayor Chandler
NOES: COUNCIL MEMBERS - Mounce
ABSENT: COUNCIL MEMBERS - Nakanishi
ABSTAIN: COUNCIL MEMBERS - None
NIFER
Clerk
FERRAIOLO
2019-94