|
Access Scioto County
Public Transit 2011 Year End Report
System Description There
are currently 59 transit systems in Ohio including 24 Urban and 35 Rural. Access Scioto County (ASC) is one of the Rural Systems and provides public transportation
to the City of Portsmouth, all of Scioto County and South Shore, KY. The service operates Monday through Friday from 6:00 A.M. –
6:00 P.M. under the auspices of the Scioto County Commissioners and provides curb-to-curb, shared ride, demand response transportation.
All trips must be scheduled in advance and require at least a 24-hour advance reservation which can be
made 8:00 A.M. – 4:00 P.M. Monday through Thursday. The
mission of ASC is to provide safe, reliable, affordable and efficient public transportation throughout the Scioto County area
regardless of age, race, income or disability. ASC
is funded in part by grants from the Federal Transit Administration, the Ohio Department of Transportation’s (ODOT)
Office of Transit and from contract revenue from the Scioto County Department of Job and Family Services. History Access Scioto County
(ASC) grew out of a grass-roots effort in the early 1990's by concerned citizens, civic groups, social service and government
agencies that formed the Scioto County Transportation Committee (SCTC) with the goal of establishing a countywide public transportation
system to provide transportation for those in the area who did not have a reliable means of transportation. In September of 1993, the SCTC took
a major step toward their goal when the Scioto County Commissioners applied for and received a Coordinated Transportation
grant from the Ohio Department of Transportation (ODOT). Funds from this grant provided capital and technical assistance to
help establish a transportation project in Scioto County. In
1994 the Commissioners appointed a steering committee from the members of the SCTC to work with ODOT officials and consultants
to move the transportation project forward. Members
of the steering committee included Dave Ross (Chairman) of Scioto County MRDD, Ruby Grant (Vice-Chairman) of Scioto County
Dept. of Human Services, Renee Ellis (Secretary), U.S.S.A, Inc., Jim Gerard of Scioto County Schools, Ann Sydnor of Portsmouth
City Council and Scioto County C.A.O., Sue Camp of Scioto County Children’s Services and Jeanie Miller of Portsmouth
City Schools. The steering
committee named the proposed transportation system Access Scioto County (ASC) and set about recruiting a full time coordinator
to manage the system. In
1995 the steering committee recommended Valerie Stamper to the Commissioners who appointed her the first ASC Coordinator.
With funding from the Commissioners
and ODOT’s Specialized Transit Program ASC established a partnerships with several local agencies, including Scioto
County MRDD, United Scioto Senior Activities, Inc., RSVP, and others that were already providing transportation to coordinate
transportation services for elderly persons and persons with disabilities. As part of this coordination project ASC transported its first
passengers in 1996. That year 6,139 elderly and disabled passengers were transported by ASC.
After two years
of operating under the Specialized Transit Program in 1998 ASC transitioned to the Federal Transit Administration’s
(FTA) Rural Public Transit Program. Under
this program, which is administered by ODOT’s Office of Transit, ASC received not only capital and technical assistance,
but also state and federal funds for operating expenses. Up to this point funds to operate ASC had
been provided at the local level mainly from the Scioto County Commissioners. The most significant change in moving from the Specialized Transit Program to the
Rural Public Transit Program was ASC transitioned from only providing transportation for the elderly and disabled to being
open to the public and providing transportation services available to anyone in Scioto County.
Through the continuing support
of the public, FTA, ODOT and the Scioto County Commissioners ASC continues to grow and develop and today provide service to
the public through out all of Scioto County and South Shore, Kentucky. Everyday hundreds of people from all over the area, of all ages
use ASC to travel to work, school, shopping, medical appointments and other destinations throughout the Scioto County area.
2011 PersonnelASC employed 11 people by
the end of 2011, which included 2 administrative staff, 2 operational staff and 6 drivers. This compares
to 15 employees in 2010. The
2011 ASC Staff members included: Leroy
Hackworth, Transportation Specialist/Dispatcher, employed since 1996 Dave McNutt, Driver, employed since 2008 John McNutt, Driver, employed since 1999 Larry Mullins, Coordinator, employed since 1998
Bill Potts, Driver, employed since
1999 Lisa Potts, Operations
Manager/Dispatcher, employed since 2000 Rick
Potts, Lead Driver/Dispatcher, employed since 1999 Cody
Rankins, Driver, employed since 2008 Nathan
Potts, Driver, employed since 2005 Robert
Donahoe, Driver, who rejoined the staff in 2006 after sick leave Barb Setser, Scheduler/Driver, employed since 2006 Resignations in 2011 included Penny Hubbard, Wanda Leedom, Rachel Gayheart, Tom
Lancaster and Brian Setser.
Safe Driver Awards The ASC Safe Driver Award program was established in 2000 to recognize each driver
that logs at least 1500 driving hours during the year without a preventable accident, moving violation or unexplained damage
to their bus or report of unsafe behavior reported by the public. The program was established to promote safety consciousness among our drivers and
to reward those that demonstrate a commitment to safe driving.
Drivers that
earned Safe Driver Awards in 2011 included Rick Potts for 12 years of safe driving, Bill Potts for 6 years of safe driving,
Robert Donahoe and John Mc Nutt for 5 years safe driving, Nathan Potts for 4 years of safe driving and Cody Rankins and Dave
McNutt for 2 years of safe driving. Each
driver was recognized for their dedication to safety by receiving a safety bonus based on the number of years of safe driving
that they have achieved. For
the second straight year there were no preventable or disabling damage accidents involving ASC drivers.
Financial Report
Crunching the Numbers While
the past two years have been the most financially challenging in the history of ASC, 2011 turned out to be a much kinder and
gentler year financially*. Undoubtedly
aided by the resignation of several staff members and the realization of the full impact of service cuts made during the past
few years, ASC finished 2011 in the best financial shape in years. The estimated
budget for 2011 was $808,414 however ASC finished the year $51,180 under budget despite increases in fringe benefits, vehicle
maintenance and fuel costs. To
stay within its budget ASC needed to average approximately $67,368 in operating costs per month. Operating costs in 2011 for ASC averaged approximately $63,103
per month or $4,265 below budget per month. The
reduction in staff through attrition played a key role in offsetting an approximate 3% increase in fridge benefits, 17% increase
in fuel and a 14% increase in vehicle maintenance costs. The
increases in benefits and fuel are actually more substantial than they seem when you consider that ASC had 4-less employees
and traveled 11,853 less miles in 2011 than in 2010. Undoubtedly
if the staff had remained at its 2010 level and ASC had traveled as many miles as it did in 2010 ASC wouldn’t have finished
2011 within its budget. For
example the average cost of fuel in 2010 was $3.68 per gallon compared to $4.58 per gallon in 2011. If ASC had traveled as
many miles in 2011 as it did in 2010 there would have been an additional $5,488 in fuel costs and without the reduction in
staff there would have been additional $45,000 in fringe benefits alone. *As
required by ODOT since 2009 the accrual accounting method was used to report all operational expenses and revenues in 2011.
Expenses Total operating
expenses for 2011 including vehicle maintenance* and local in-kind contribution credit were $759,234. This compares to $787,575
in total operating costs in 2010 and $839,072 in 2009. Reductions
in wages totaling over $48,000 along with a $1,721 reduction in professional and technical services, $3,140 in advertising
expenses, $2,689 in vehicle maintenance, $1,293 in supplies and $214 in travel expenses help offset an over $12,800 increase
in fuel and nearly $8,900 increase miscellaneous expenses in 2010. Overall operating expenses were reduced some 4% from 2010 down $30,341.
Since 2008 ASC operating expenses have been reduced over $211,793 or a total reduction of 22%. Operating costs in 2011 included $191,802 in administrative
costs, $48,242 in vehicle maintenance costs and $517,190 in vehicle operations costs. This compares to $252,784 in administrative, $43,533 in vehicle
maintenance and $491,258 in vehicle operations costs in 2010 and $279,563 in administrative, $46,358 in vehicle maintenance
and $513,152 in vehicle operation costs in 2009. As usual the largest percentage of ASC’s operating expenses in 2011 consisted
of wages and benefits followed by fuel and vehicle maintenance costs. ASC staff salaries and fringe benefits totaled $553,261 in 2011 including $324,757
in wages and $228,504 in fringe benefits accounting for over 73% of the total operating costs for the year.
This compares to total
payroll expenses of $594,217 in 2010 that included $372,390 in wages and $221,415 in benefits and made up over 75% of the
total 2010 operating budget. In 2009 the total payroll expense for ASC was $652,653 including $394,778 in wages and $257,875 in fringe benefits
and payroll expenses comprised over 78% of the total ASC Operating Budget. *Beginning in 2009 ODOT classified vehicle maintenance
as a capital expense and not an operating expense. In the past vehicle maintenance was reported on the quarterly invoice as
an operating expense. It is now reported on the operating invoice as a non-eligible expense and is reported as capitalized
maintenance expense on a separate invoice and paid with capital grant funds. The reimbursement rate is also higher since operating
expenses are only reimbursable up to 50% while the expense under the capital funding is reimbursable up to 90%. For the purposes
of comparison vehicle maintenance has been included in the operating expenses in this report.
| Expense | 2011 | 2010
| Change | Percentage | | |
| |
|
|
| Operator Wages
| $237,415 | $256,391 | ($18,976) | -7% | | Admin Wages | $87,342
| $116,411 | ($29,069) | -25% | | Fringe Benefits | $228,504 | $221,415 | ($7,089) | 3%
| | Pro/Tech Services
| $5,019 | $6,740 | ($1,721) | -26% | | Vehicle Maintenance | $46,457
| $40,713 | $5,744 | 14% | | Fuel | $84,947 | $72,753
| $12,194 | 17% | | Tires | $1,785 | $2,820 | ($1,035)
| -37% | | Supplies | $4,479 | $7,867
| ($3,388) | -43% | | Utilities | $9,331 | $10,324 | ($993)
| -10% | | Travel & Meetings | $0 | $69 |
($69) | -100%
| | Advertising
| $2,035 | $1,467 | $568 |
39% | | Misc. Expenses | $3,464
| $9,337 | ($5,873) | -63% | | Rent | $19,200 | $19,389
| $189 | -1% | | In-Kind Expense | $27,256 | $21,879 | $5,377
| 25% | | Total Expenses
| $757,234
| $787,575
| ($30,341)
| -4%
|
Revenue Since revenue
is proportional to expenses each year at ASC revenues for 2011 declined some 4% from 2010. Revenues were down in every category with the exception of on-bus
advertising in 2011 from 2010 including federal funds that declined approximately 2% going from $347,370 to $338,824, state
funds that dropped some 10% dropping from $90,217 to only $81,010, state elderly & disabled funds were down 9% from $4,610
to $4,217. The two
revenue categories that saw the largest decline from 2010 were contract revenues that dropped some 12% in 2011 and revenue
from general public fares that dropped nearly 30%. The
dramatic drop in general public fares is a little misleading since the 2010 general public fares were artificially high due
in part to a purchase of some $10,000 in tickets by the adult probation department of the Portsmouth Municipal Court. When
an adjustment is made to the 2010 general public fares not to include the purchase by the court the decline in general public
fares is only slightly over 9% from 2010. The
only revenue source to see an increase in 2011 was revenues from on bus advertising that increased slightly over 21% going
from $3,690 in 2010 to $4,470 in 2011. For
the third year in a row federal operating assistance made up the largest portion of revenue to operate ASC accounted for half
of ASC’s total operating revenue. This compares to nearly 44% of ASC’s total operating revenue in 2010 and some
48% in 2009. Even though
contract revenues have declined over 60% since there record high of $556,905 in 2008, revenues from the Non-Emergency Medical
Transportation (NEMT)* contract with SCDJFS still made up a substantial proportion of the ASC operating revenue accounting
for nearly 32% of total revenue again in 2011. The
decline of contract revenue since 2008 necessitated the downsizing of the ASC operating budget from nearly $971,000 in 2007
to this year’s $757,234. Only
reductions in service and staff through attrition and sufficient funding from state, federal and remaining contract revenue
have enabled ASC to continue to operate despite raising fuel and health insurance costs.
The overall breakdown of 2011 revenue includes 50% from federal
funds, 32% from contract revenue, 12% from state funds, 4% from general public fares, 1% from state elderly and disabled funds
and 1% on-bus advertising. This
compares to the 2010 revenue which included approximately 47% federal, 34% contract revenue, 12% state, 5% fares and 1% of
state elderly and disabled funds and on-bus advertising respectively.
Again in 2011 ASC finished the year without the need for any
financial support from the Scioto County Commissioners. ASC is proud of the fact that it has not been a financial burden to
the county given that it was been in a fiscal emergency since 2009. Progress continues to be made by the Scioto County Commissioners in reducing the
original 2009 deficit of $3.5 million. At the start of 2010 the deficit had been cut to $2.1 million and by the start of 2011
the deficit had been reduced to $893,716. As the county’s financial status continues to improve so does its ability
to assist ASC financially if it should become necessary in the future and the Commissioners find it prudent to do so.
Financially speaking 2011 will
go down as one of the easier years in the history ASC as retirement and resignation of several employees help off-set increases
in operating costs. Hopefully
this trend will continue in 2012; however it will more than likely to be more of a challenge in 2012 to balance available
funding with expenses.
Operating Data ASC
drivers logged 185,603 miles and 13,100 revenue hours transporting 41,512 passengers in 2011. This compares to 197,456 revenue miles and 14,107 revenue hours
while transporting 46,000 passengers in 2010 and 207,988 revenue miles and 14,851 revenue hours transporting 47,829 passengers
in 2009 and 252,951 revenue miles and 20,524 revenue hours and 69,991 passengers in 2008. 2011 marked the fifth consecutive year ridership has declined
for ASC. The total number of passengers transported by ASC in 2011 was down 9.6% compared to 2010, 13.2%
compared to 2009 and 40.7% when compared to 2008. Overall ASC ridership was down over nearly 56% in 2011 when compared to 2007 when
ASC transported a record number, 94,087 passengers. Ridership was down across the board in each category in 2011including general public
ridership that dropped approximately 9.6% going from 30,500 in 2010 to 27,563 in 2011 and contract ridership that dropped
some 10% declining from 15,500 in 2010 to 13,949 in 2011. This
compares to 27,379 general public passengers in 2009 and 20,450 contract passengers transported in 2009. It had been hoped going into 2011 that
the decline in ridership would stabilized as the full impact of the loss of the PRC and Title XX contracts and all the service
changes that have been made during the past couple of years would have run its course. The general public ridership has seemed to have stabilized somewhat
with roughly the same number of general public passengers being transported for the past four years; 28,854 in 2008, 27,379
in 2009, 30,500 in 2010 and 27,563 in 2011. 2011
saw the end of a trend that begin in 2008 of slight increases in contract ridership. Non-Emergency Medical Transportation
(NEMT) contract passengers transported for SCDJFS dropped to 13,949 after increasing from 13,282 passengers
in 2008, to 14,609 in 2009 and 15,500 passengers in 2010. Hopefully
contract ridership will remain steady in 2012 given that a substantial amount of ASC’s overall operating revenue is
derived from the NEMT contract. Unfortunately
the decline in Elderly & Disabled (E&D) passengers that started with the elimination of the Title XX* contract in
May of 2009 continued in 2011 as E&D ridership has declined nearly 43% since 2008. With the elimination of the Title XX funding many of the elderly
passengers on fixed income that had been riding at no cost have chosen to cut back on their use of ASC due to having to pay
out of their own pocket. The
total number of E&D passengers transported in 2011 was 9,509 including 2,292 contract and 7,217 in general public E&D
passengers. This compares
to 11,515 E&D passengers in 2010 including 3,082 contract and 8,433 in general public E&D passengers and 13,299 in
2009 E&D passengers including 4,079 contract and 9,220 general public E&D passengers and16,569 in 2008 including 7,948
contract and 8,621. Elderly
and disabled passengers continued to make up roughly a quarter of the ridership of ASC in 2011 comprising approximately 23%
of total passengers. This
compares to approximately 25% of the total ridership in 2010, approximately 28% of all passengers in 2009 and some 24% in
2008. No Show Passengers Good
progress continued to be made in 2011 in reducing No Show passengers. No Show passengers dropped some 12% going from 1,390
in 2010 to 1,221 in 2011. Since
2008 No Shows have been reduced by nearly 34.5%. Midway
through 2011 Leroy Hackworth took over the task of reducing No Shows when Wanda Leedom retired. Leroy has been very aggressive
in his efforts and undoubtedly will result in further reductions in No Shows in the coming year. Pickup and Drop-off Demographics As
in the past, Portsmouth and New Boston continued to be the most popular pick-up and drop-off locations for ASC passengers
in 2011. Some 67.7%
of all passengers transported in 2011 by ASC were pick-up and drop-off at locations in Portsmouth, while nearly 12% of all
trips made by ASC passengers in 2011 involved locations in New Boston. Other
popular pick-up and drop-off locations throughout Scioto County included Wheelersburg that accounted for approximately 6.3%
of total trips, Sciotoville with 3.1%, Rosemount with 2.9% of all trips, the Northwest area with 1.9% and West Portsmouth
with 1.7% of all trips rounding out the most popular pick-up and drop-off locations in 2011.
ASC Passengers by Zone |
Location
| Total Passengers | General
Public Passengers | Contract Passengers |
GP %
| Contract % | Total % |
| Portsmouth
| 28,117 | 18,012 | 10,105 | 65.4% | 72.4% | 67.7% | | New Boston
| 4,881 | 3,556 | 1,325 | 12.9% | 9.5% | 11.8% | | Wheelersburg
| 2,615 | 1,927 | 688 | 7.0% | 4.9% | 6.3% | | Lucasville
|
347 |
181 | 166 | 0.7% | 1.2% | 0.8% | | Valley Twp.
| 174 | 130 | 44 | 0.5% | 0.3% | 0.4% | | Northwest | 786 | 425 | 361 | 1.5% | 2.6% | 1.9% | | W. Portsmouth | 718 | 433 | 285 | 1.6% | 2.0% | 1.7% | | South Webster | 183 | 59 | 124 | 0.2% | 0.9% | 0.4% | | Franklin Furnace | 45 |
29 | 16 | 0.1% | 0.1% | 0.1% | | Buena Vista | 29 | 9 |
20- | 0.0% | 0.1% | 0.1% | | Friendship | 435 | 388 | 47 |
1.4% | 0.3% | 1.0% | | Sciotoville | 1,270 | 747 | 523 | 2.7% | 3.7% | 3.1% | | Minford | 322 | 263 | 59 |
1.0% | 0.4% | 0.8% | | Rosemount | 1,194 | 1,082 | 112 | 3.9% | 0.8% | 2.9% | | Morgan Twp. | 358 | 286 | 72 |
1.0% | 0.5% | 0.9% | | South Shore | 18 | 15 | 3 | 0.1% | 0.0% | 0.0% | | Other | 20 |
20 | 0 | 0.1% | 0.0% | 0.0% | | Total | 41,512 | 27,562
| 13,950 | 100% | 100% |
100% |
Medical appointments, employment, conducting personal business,
education, shopping, daycare and recreation were listed as the top purposes for passengers riding ASC during 2011.
Medical appointments accounted
for some 42% of all trips scheduled in 2011 while 20.6% of all trips were related to employment activities, 14% of all trips
involved appointments, errands and personal reasons, followed by 4.2% for educational purposes, 3.7% of all trips were for
shopping purposes, 2.7% involved trips to and from daycare and trips for recreational purposes made up 2.5% of all trips taken
by ASC passengers in 2011.
Performance The
Public Transit Index (PTI) was introduced by ODOT to Ohio's transit systems in September of 2004. The PTI rating system was developed by ODOT to assess the quality
and quantity of Ohio’s transit systems. Based on national transit research and generally accepted industry standards,
then fine tuned to Ohio’s transit systems the PTI was introduced to satisfy the growing national trend to develop a
data analysis system which reports how well transit systems are doing.
PTI Definitions Quantity of Service: Quality of Service:
Infrastructure: Safety and Reliability: Service Effectiveness: Cost Efficiency: Cost Effectiveness: Local Commitment to Transit:
PTI Level Service Rating Scales Quantity of Service:
Quality of Service:
Infrastructure:
Safety and Reliability:
Service Effectiveness:
Cost Efficiency:
Cost Effectiveness:
Local Commitment to Transit:
ASC PTI Ratings Comparisons Here
are the PTI ratings for Access Scioto County comparing 2008 through 2011: Quantity of Service:
- 2008 = County-wide service = C (3) -
2009 = County-wide service = C (3)
-
2010 = County-wide service = C (3)
-
2011 = County-wide service = C (3)
- 2008 = 252,951 miles/74,441 pop. = 3.4 = E (5) (Needs Improvement) -
2009 = 207,988 miles/76,581 pop. = 2.7 =
E (5) (Needs Improvement) - 2010 = 197,456 miles/76,334 pop. = 2.6 = E (5) (Needs Improvement) -
2011 = 185,603 miles/79,499 pop. = 2.3 =
E (5) (Needs Improvement) ASC Quantity of Service Rating: - 2008 = 4.3 = D
- 2009 = 4.0 = D
- 2010 = 4.3 = D
- 2011 = 4.3 = D
Quality of Service:
ASC Quality of Service Rating: Infrastructure:
ASC Infrastructure Rating: Safety and Reliability:
ASC Safety and Reliability Rating: Service Effectiveness: ASC Service Effectiveness Rating: Cost Efficiency:
ASC Cost Efficiency:
Cost Effectiveness:
-
2008 = $14.09 = C (3) -
2009 = $16.70 = D (4) -
2010 = $16.08 = D (4) -
2011 = &17.50 = D (4) - 2008 = $46,164/$969,027 = 4.8% = F (6) (Unacceptable)
-
2009 = $30,885/$795,671 = 3.9% =
F (6) (Unacceptable) - 2010 = $44,597/$744,042 = 16.7% = C (3) -
2011 = $31,345/$708,992 = 4.4%
= F (6) (Unacceptable) ASC Cost Effectiveness Rating: - 2008 = 4.5 = D (4)
- 2009 = 5.0 = E (5) (Needs Improvement)
- 2010 = 3.5 = C (4)
- 2011 = 5.0 = E (5) (Needs Improvement)
Local Commitment to Transit: - Percentage of Total Expenditures
from Local Cash (Line 409 Operating Invoice)
- 2008 = 0% = F (6) (Unacceptable) -
2009 = 0% = F (6) (Unacceptable)
-
2010 = 0% = F (6) (Unacceptable)
-
2011 = 0% = F (6) (Unacceptable)
ASC Local Commitment to Transit Rating: - 2008 = 6
= F (Unacceptable)
- 2009
= 6 = F (Unacceptable)
- 2010
= 6 = F (Unacceptable)
- 2011
= 6 = F (Unacceptable)
ASC PTI Profile 2008 - 2011 | Service Rating Criteria | 2008 | 2009 | 2010 | 2011 | Needs Improvement | Unacceptable
| | Quantity of Service | D
|
D
|
D
|
D
|
|
| | Quality of Service | C | C | C | C
| |
| | Infrastructure | B | B |
B
|
A
|
|
| | Safety & Reliability | A | A | A | B
| |
| | Service Effective | D | D |
D
|
D
|
|
| | Cost Efficiency | F | F | F | F
| |
X | | Cost Effectiveness | D | E |
C
|
E
|
X
|
| |
Local Commitment to Transit | F | F
| F |
F |
|
X |
ASC Overall PTI Profile Rating: - 2008 ASC Overall PTI Profile Rating = C (3.9)
- 2009 ASC Overall PTI Profile Rating
= C (3.8)
- 2010 ASC Overall
PTI Profile Rating = C (3.6)
- 2011
ASC Overall PTI Profile Rating = C (3.9)
Capital ImprovementsASC completed two capital improvement projects during 2011. They included replacing
the ASC office building heating and cooling roof unit and the replacement of the office telephone system. In February of 2011 the Scioto County
Commissioners advertised for bids for the replacement of the heating and air conditioning roof unit for the ASC office building
and the successful bidder was Scioto Valley Heating, Inc of Portsmouth with a bid of $9,987. The new unit was installed in May of 2011. In July of 2011 the Commissioners advertised
for bids for the replacement of the ASC telephone system. Two bids were received by the Commissioners one
from Total Systems Integration (TSI) of Galion, Ohio for $10,825 and one from Microman, Inc. doing business as Telephony Data
Solutions (TDS) of Dublin, Ohio for $7,186.99. TDS
was awarded the contract and installed the new telephone system on August 26, 2011. Ninety-(90) percent of the total cost of the capital improvement
projects was funded by a capital improvements grant from the Federal Transit Administration with the remainder of the funding
coming from the ASC Capital Replacement Fund.
Goals for 2011 The
following goals were established by ASC in 2011 to help improve the efficiency and effectiveness of the transit system:
- Maintain
Trip Denials below 0.5% of total annual trips.
ASC met this goal in 2011 having a Trip Denial rate of 0.5% of total annual trips.
- Reduce No Show rate below 3-percent of total annual trips. ASC met this goal in 2011 by achieving a No
Show rate of 2.9% of total annual trips.
- Promote
better cost effectiveness by lowering the cost per mile to $2.60 or below.
ASC did not meet this goal having a cost per mile of $3.82 for 2011.
- Increase
cost effectiveness by reducing the cost per passenger to $15.00 or less.ASC
did not achieve this goal having had a cost per passenger cost of $17.08 for 2011.
- Improve
cost effectiveness by achieving a farebox recovery ratio of at least 5%.
ASC did not meet this goal only achieving a farebox recovery ratio of 4.3% for 2011.
- Reduce
the average ride time below 18-minutes per passenger. ASC did not meet this goal having an average ride time in 2011
of nearly 19-minutes.
- Improve service quality by increasing average system speed above 14 mph.ASC
did meet this goal by achieving an average system speed of 14.2 mph in 2011.
- Maintain
system safety by maintaining accidents below 1 per 100,000 miles traveled. ASC
met this goal having no accidents during 2011.
- Promote system reliability by maintaining road calls below 1
per 100,000 miles traveled.ASC did not meet this goal having 2 road calls per 100,000 miles traveled
in 2011.
- Improve
system infrastructure by decreasing the number of vehicles in the fleet past their useful life from 4 to 0. ASC
met this goal having no vehicles in the fleet in 2011 past their useful life.
ASC met five of its ten goals during 2011. Goals for 2012 The
following goals have been established by ASC for 2012 to help improve the efficiency and effectiveness of the transit system:
1. Maintain Trip Denials below 0.5% of total annual trips. 2. Maintain No Show rate below 3-percent of total annual trips.
3. Improve cost effectiveness by lowering the cost per mile to $3.60 or below.
4. Increase cost effectiveness by reducing the cost per passenger to $17.00 or less.
5. Improve cost effectiveness by achieving a farebox recovery ratio of at least 4.5%.
6. Reduce the average ride time below 18-minutes per passenger.
7. Improve service quality by maintaining average system speed above 14 mph.
8. Maintain system safety by maintaining accidents below 1 per 100,000 miles traveled.
9. Promote system reliability by reducing road calls to below 1 per 100,000 miles traveled.
10. Improve
system infrastructure by maintaining the number of vehicles in the fleet past their useful life at zero.
Conclusion After
two very financially challenging years in which the operating budget had to be dramatically reduced in order to keep the transit
system in operation, 2011 was a much easier year. The reduction in staff through attrition and the service cuts and other austerity
measures that have been put in place during the previous three years made it possible for ASC to finish the year well under
budget. Hopefully our
financial situation has stabilized enough that any future service cuts can be avoided. The margin for error is still very close going into 2012 and
close attention and vigilance will be needed concerning the financial situation of ASC in order to make sure it continues
to operate at its current level. Higher
fuel costs and related products and the continued increase in health care insurance costs will be two of the major financial
threats to the financial stability of ASC in 2012. State
and federal funding appear to be secure for the coming year as well as contract revenue. This should enable ASC to operate
once again without the assistance of any local cash from the county. Hopefully 2012 will be another financially stable year and ASC will be able to finish
the year at or below its budget again.
|
