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Cost Allocation <br /> * Developed approximation of costs per trip for each contract/service type <br /> * Used the ITRE Cost Allocation model, and operating data from OPT (by route/service, <br /> not passenger trip) <br /> * Cost per trip varies by service, but all services are subsidized by a combination of local <br /> and state operating funds <br /> Near-Term Service Plans-Funded <br /> * Orange-Chapel Hill (Cedar Grove) Connector <br /> * Rural Zonal Route-Deviation Services <br /> * Later Senior Center Service <br /> * Orange-Alamance Connector (US 70 Mid-day service) <br /> * Efland-Hillsborough Commuter Loop <br /> Unfunded Potential Expansion <br /> * OPT Staff Plan-$202,124 annual additional operating (based on incremental hourly <br /> costs): <br /> • Expand US 70 Mid-day to Durham <br /> • Add Reverse Loop to Hillsborough Circulator <br /> • Hillsborough Circulator Saturday service <br /> • Extend Route 420 Peak to Cedar Grove <br /> • Saturday US 70 service <br /> * Potential Additional-$368,928 annual additional operating (based on incremental hourly <br /> costs): <br /> • Daily service—rural route deviation zones <br /> • Additional demand-response-seniors <br /> * Total potential fleet size: 29 <br /> Service Plans <br /> * Planned services are appropriate service types given densities and trip patterns. <br /> * Performance measures to be used to monitor implementation <br /> * Consideration of unfunded potential expansion based on ridership <br /> Organizational Options <br /> * Add transit planner job function <br /> * Keep transit in Planning and Inspections, or <br /> * Move transit into Asset Management Services, or <br /> * Create a new separate transit department, or <br /> * Consolidate with another provider. <br /> Transit as Separate Department (flow chart) <br /> Summary Comments <br /> * Fleet, compliance, facilities significantly improved <br /> * Staffing role key-need for transit planning/grants management functions <br /> * Shift to broader role with more fixed-route, route-deviation general public services is <br /> well underway <br /> * With a larger operating program, organizational options need to be considered <br /> * Need to monitor performance of new services <br />