EAST-WEST BUS RAPID TRANSIT Service Plan and Operations and Maintenance (O&M) Cost Memo

Transcription

1 EAST-WEST BUS RAPID TRANSIT Service Plan and Operations and Maintenance (O&M) Cost Memo This memo documents the proposed service plan, operating statistics, and O&M cost for the East-West BRT and background bus service changes. There are two sections to this document. The service plan includes operational details for the East-West BRT, including frequency, service span, and travel time. The service plan section also describes all background bus service changes that are proposed to occur with the implementation of the BRT. The major background bus change is moving sixteen different routes off Wisconsin Avenue through downtown Milwaukee. Many of these routes are recommended to use Wells Street, which is located approximately 800 feet north of Wisconsin Avenue through the heart of downtown Milwaukee. The second section, O&M Cost Estimate, takes the operating statistics generated from the service plan and applies them to the O&M cost model to determine the annual O&M cost impact of the proposed changes. Service Plan This section provides details on the East-West BRT service plan, including both the BRT itself and background bus changes that are proposed to support the BRT. Details in this section include proposed headway, service span, and travel time for the BRT. It also includes alignment changes to background bus. East-West BRT The proposed BRT service plan assumes 10-minute headways on weekdays during the day, transitioning to 15 headways in the early evening, with wider headways in the late evening and early morning periods. Weekend service levels are assumed to be 15-minute headways during the daytime, with wider headways in late/early time periods. Table 1 details the proposed headways for the BRT. The proposed BRT span of service is like the existing Gold Line span, with weekday service from 4:30 a.m. to 1:30 a.m., Saturday service from 5:00 a.m. to 1:30 a.m. and Sunday service from 6:00 a.m. to 1:00 a.m. Table 2 presents the operating plan that has been proposed for the East-West BRT. Table 1: East-West BRT Proposed Headways Time Headway [minutes] Period Early AM Base PM E Eve Eve L Eve Weekday Saturday Sunday n/a Page 1

2 Table 2: East-West BRT Proposed Service Span Time Weekday Saturday Sunday Period Begin End Begin End Begin End Early AM 4:30 AM 6:00 AM 5:00 AM 6:00 AM n/a n/a AM Peak 6:00 AM 9:00 AM 6:00 AM 9:00 AM 6:00 AM 9:00 AM Midday 9:00 AM 3:00 PM 9:00 AM 3:00 PM 9:00 AM 3:00 PM PM Peak 3:00 PM 6:00 PM 3:00 PM 6:00 PM 3:00 PM 6:00 PM Early Evening 6:00 PM 8:00 PM 6:00 PM 8:00 PM 6:00 PM 8:00 PM Evening 8:00 PM 11:00 PM 8:00 PM 11:00 PM 8:00 PM 11:00 PM Late Evening 11:00 PM 1:30 AM 11:00 PM 1:30 AM 11:00 PM 1:00 AM BRT station-to-station travel times were estimated with a spreadsheet travel time model that takes into consideration the following bus service characteristics: Bus acceleration and deceleration rates Maximum operating speeds on segments between stations Potential delays at traffic signals BRT station dwell times Appendix A includes further details on the methodology used to develop the travel time estimate. Travel times for the East-West BRT are estimated to be: Eastbound: 36 minutes and 58 seconds Westbound: 36 minutes and 33 seconds From Milwaukee East West BRT To Table 3: East-West BRT Station to Station Travel Times Seg Dist [mi] Cum Dist [mi] Westbound Seg Time [min] Cum Time [min] Speed [mph] Seg Dist [mi] Cum Dist [mi] Eastbound Downtown Transit Center Wisconsin/Van Buren :02:06 0:02: :01:30 0:36: Wisconsin/Van Buren Wisconsin/Broadway :01:55 0:04: :01:58 0:35: Wisconsin/Broadway Wisconsin/Plankinton :01:11 0:05: :01:16 0:33: Wisconsin/Plankinton Wisconsin/5th :01:59 0:07: :01:53 0:32: Wisconsin/5th Wisconsin/9th :01:44 0:08: :01:59 0:30: Wisconsin/9th Wisconsin/12th :01:31 0:10: :01:21 0:28: Wisconsin/12th Wisconsin/16th :01:55 0:12: :01:46 0:27: Wisconsin/16th Wisconsin/27th :02:48 0:15: :02:53 0:25: Wisconsin/27th Wisconsin/35th :01:53 0:17: :01:53 0:22: Wisconsin/35th Wisconsin/45th :01:36 0:18: :01:45 0:20: Wisconsin/45th Wisconsin/52nd :01:31 0:20: :01:38 0:18: Wisconsin/52nd Hawley/Bluemound :01:31 0:21: :01:14 0:17: Hawley/Bluemound Bluemound/68th :02:04 0:23: :02:09 0:15: Bluemound/68th Bluemound/76th :01:43 0:25: :01:43 0:13: Bluemound/76th Bluemound/Glenview :01:43 0:27: :01:37 0:12: Bluemound/Glenview Bluemound/95th St :03:16 0:30: :04:14 0:10: Bluemound/95th St. 92nd/Connell (MRMC) :02:14 0:32: :02:13 0:06: nd/Connell (MRMC) Swan Road Park & Ride :03:55 0:36: :03:56 0:03: Totals : : Seg Time [min] Cum Time [min] Speed [mph] Page 2

3 Background Bus Service Changes Introduction of BRT service will provide an opportunity to modify service on other MCTS routes in the network, particularly in the downtown area along Wisconsin Avenue. All background bus service changes are proposed to maintain existing frequencies and service span. Thus, the only change to routes listed here are to the alignment. Note that service changes proposed here are assumed for purposes of estimating ridership and O&M costs. Actual service modifications will require further analysis and public input. MCTS Gold Line. This route is proposed to be eliminated and replaced. The main segment of this route (downtown to MRMC) will be replaced with the BRT service. West of MRMC the Gold Line service will be replaced with an extension of Waukesha Metro route 1 on Bluemound Road. East of downtown Milwaukee the Gold Line will be replaced with extension of route 30 on Prospect Avenue and route 21 on Downer Avenue. MCTS Route 30. This route is proposed to remain on Wisconsin Avenue between 35th Street and Cass Street in downtown Milwaukee. Route 30/30X buses will stop at all proposed BRT stations in this segment, along with additional local stops at 32 nd Street and 22 nd Street due to high ridership at these locations. East of Cass Street the 30/30x will use the Gold Line alignment on Prospect Avenue, then pick up its existing alignment on Prospect/Farwell to Maryland Avenue to UWM. Combined with BRT service, this will result in 5-minute average service frequencies at BRT stations east of 35th Street. Figure 1 shows the proposed alignment change for this route. MCTS Route 21. Currently route 21 operates between Mayfair Mall and North/Water Tower, but is extended to UWM via Downer Avenue during the Fall and Spring semesters. This route is proposed to make the extension on Downer a permanent year-round service as a supplement for eliminated Gold Line service. Figure 2 shows the proposed alignment change for this route. MCTS Route 28. This route is proposed to eliminate the deviation along Watertown Plank, 124 th Street, and North Avenue. Instead, route 28 will operate directly north-south on Mayfair Road, but will turn into the Swan Road Park and Ride lot to connect to the end of the BRT service. The change will allow Route 28 to act as a distributor for BRT passengers desiring to travel through the western part of Milwaukee County. Figure 3 shows the proposed alignment change for this route. Waukesha Metro Route 1. Gold Line service west of MRMC will be replaced by extending Waukesha Route 1 to MRMC. The proposed extension will be operated from Brookfield Square to MRMC primarily on Bluemound Road and 95 th Street, which is the exact same alignment as the Gold Line today. Waukesha Route 1 will maintain its current headway of 30 minutes during most time periods. Therefore, service west to Brookfield will be reduced from the current Gold Line. Figure 4 shows the proposed alignment change for this route. Page 3

4 Figure 1: MCTS Route 30 Proposed Alignment Change Figure 2. MCTS Route 21 Proposed Alignment Change Page 4

5 Figure 3: MCTS Route 28 Proposed Alignment Change Page 5

6 Figure 4: Waukesha Route 1 Proposed Alignment Change Page 6

7 Downtown Alignment Changes Several MCTS local routes currently operate on Wisconsin Avenue, but are proposed to be moved to other streets with the implementation of the BRT service. This section summarizes these proposed alignment changes. All proposed changes here are not expected to significantly impact route miles, nor are there headway or service span changes proposed for any of these routes. As a result, downtown alignment changes here are expected to be cost neutral 1. MCTS Route 12. This route is proposed to operate inbound via Wells Street, 6 th Street, Michigan Street, and 5 th Street to the Intermodal Station. Outbound trips would use 4 th Street, Clybourn Street, 6 th Street, and Wells Street to return to the existing alignment at 12 th Street. Figure 5 shows the proposed alignment change for this route. MCTS Route 14. This route is proposed to operate inbound and outbound through downtown via Clybourn Street/Michigan Street, 6 th Street, and Wells Street. Figure 6 shows the proposed alignment change for this route. Figure 6 shows the proposed alignment change for this route. MCTS Route 23 and Blue Line. Each of these routes is proposed to operate southbound via 17 th Street to Clybourn Street/Michigan Street, then resuming the existing alignment at 2 nd Street. The northbound trip would use Plankinton to Michigan Street/Clybourn Street to 16 th Street, then turn north to resume the existing alignment at 16 th and Wisconsin. Figure 7 shows the proposed alignment change for these routes. MCTS Route 31. This route is proposed to operate inbound to the Milwaukee Intermodal Station via Highland Avenue, 6 th Street, Michigan Street, and 5 th Street. Outbound trips would use 4 th Street, Clybourn Street, 6 th Street, and Highland Avenue to return to the existing alignment at Highland and 12 th Street. Figure 8 shows the proposed alignment change for this route. Freeway Flyer Changes Numerous commuter services operate along Wisconsin Avenue in downtown Milwaukee, including MCTS, Washington County Commuter Express, and Waukesha Metro. These routes are proposed to operate primarily on Wells Street, although there are some differences depending on how the route enters/leaves downtown. All proposed freeway flyer route changes are expected to be cost neutral. MCTS Routes 40, 43, 46, 48. Starting at I-794, these routes would operate inbound via Van Buren Street and Wells Street to 10 th Street in the AM. For outbound trips in the PM these routes would pick up the existing alignment at Wells and 8th, use Wells Street and Jackson Street back to I-794. MCTS Routes 44, 79. Starting at Clybourn and 16 th, these routes are proposed to operate inbound via Clybourn Street/Michigan Street, 10 th Street, Wells Street, and Jackson Street to I-794 in the AM. For outbound trips in the PM these routes would leave I-794 and use Van Buren Street, Wells Street, 11 th Street, and Clybourn Street back to 16 th Street. 1 With the exception of route 31, which is proposed to be extended 0.5 miles to the Milwaukee Intermodal Center. This extension will incur a small O&M cost, as discussed in the next section of this document. Page 7

8 Figure 5: MCTS Route 12 Proposed Alignment Change Figure 6: MCTS Route 14 Proposed Alignment Change Page 8

9 Figure 7: MCTS Route 23/Blue Line Proposed Alignment Change Figure 8: MCTS Route 31 Proposed Alignment Change Page 9

10 Figure 9: MCTS Routes 40, 43, 46, 48 Proposed Alignment Change Figure 10: MCTS Routes 44 and 79 Proposed Alignment Change Page 10

11 Route 49. Once leaving I-43 southbound, this route is proposed to operate in the AM inbound via 11 th Street and Wells Street to Prospect Avenue before picking up the existing alignment. In the PM, the route would leave Prospect Avenue and use Wells Street and 10 th Street to access I-43 northbound. Route 143. This route is proposed to use Wells Street between 6 th Street and Prospect Avenue, eastbound in the AM and westbound in the PM. Washington County Commuter Express. From Wisconsin Avenue at 12 th Street, this route is proposed to operate in the AM via 12 th Street, Wells Street, Jackson Street, and Mason Street, then picking up the existing alignment at Prospect Avenue. In the PM, the route would leave Prospect Avenue and use Mason Street, Van Buren Street, Wells Street, and 12 th Street to Wisconsin Avenue. Waukesha County Route 901. From Wisconsin Avenue at 12 th Street, this route is proposed to operate in the AM via 12 th Street, Wells Street, Jackson Street, and Mason Street, then picking up the existing alignment at Prospect Avenue. In the PM, the route would leave Prospect Avenue and use Mason Street, Van Buren Street, Wells Street, and 12 th Street to Wisconsin Avenue. Figure 11: MCTS Route 49 Proposed Alignment Change Page 11

12 Figure 12: MCTS Route 143 Proposed Alignment Change Figure 13: Washington County Commuter Express Proposed Alignment Change Page 12

13 Figure 14: Waukesha Route 901 Proposed Alignment Change Page 13

14 Operating Statistics Operating statistics were calculated for both the East-West BRT and background bus changes with significant operational changes. Statistics primarily consist of revenue bus-hours, revenue bus-miles, and peak vehicles. Each of these statistics was then applied to the O&M cost model to calculate O&M costs for each proposed change. The methodology for calculating operating statistics begins by determining the total one-way trips. Trips are calculated using inputs for travel times, frequency, and service span (from the service plan for BRT, or from public timetables for background bus). Second, revenue hours and revenue miles are calculated using the total number of one-way trips multiplied by the hours and miles required for a single trip. Table 4 provides operating statistics for the East-West BRT. Table 5 provides operating statistics for background bus changes. Note Table 5 only shows routes with changes. Most of the proposed alignment changes in downtown Milwaukee are essentially the same route miles and therefore are assumed to be cost neutral. Full operating statistics tables are presented in Appendix B. Table 4: East-West BRT Operating Statistics One-way Vehicles Annual Distance Time Day Peak Total Rev.-Hr. Rev.-Mi. East-West BRT M-Th , ,300 miles minutes Fri ,800 91,300 Sat 6 8 5,800 67,600 Sun 6 8 5,900 68,200 Totals , ,400 Table 5: Background Bus Operating Statistics Page 14

15 Existing Proposed Difference Annual Annual Pk Annual Annual Pk Annual Annual Pk Route Rev-Hrs Rev-Miles Bus Rev-Hrs Rev-Miles Bus Rev-Hrs Rev-Miles Bus 21 42, , , , ,156 26, , , , , , , , , , ,123 12, Gold Line 60, , , , Waukesha 1 15, , , , , , Cost Neutral Change Cost Neutral Change Cost Neutral Change Cost Neutral Change Cost Neutral Change Cost Neutral Change Cost Neutral Change Cost Neutral Change Cost Neutral Change Cost Neutral Change Cost Neutral Change Cost Neutral Change Blue Line Cost Neutral Change Waukesha 901 Cost Neutral Change WCCE Cost Neutral Change Page 15

16 Operations and Maintenance (O&M) Cost Estimate This section details the operations and maintenance (O&M) cost estimate for the proposed East-West BRT and background bus changes. Methodology An O&M cost spreadsheet model has been developed for this project to estimate the annual cost to operate, maintain, and administer a transit system for a given set of indicators. O&M costs are expressed as the annual total of employee earnings and fringe benefits, contract services, materials and supplies, utilities, and other day-to-day expenses incurred in the operation and maintenance of a transit system. The Federal Transit Administration (FTA) believes a fully-allocated cost model is the best approach to O&M costing because it is a) able to reflect cost differences by mode and service type; b) structured based on actual operating experience; and c) sensitive to future changes in cost factors. The FTA has issued guidelines that specify the following methodology for calculating O&M costs: Estimate labor and materials needed to provide a specific level of service and then apply current unit costs to the estimated future labor and non-labor items. Calculate costs based on operating characteristics by mode (e.g., light rail train-hours) rather than for all modes combined (e.g., system-wide passengers). Model each reported labor and non-labor expense separately to ensure that equations are mutually exclusive and cover all operating costs. Model expense items as variable, so that cost estimates will change with projected changes in service. A cost allocation model assumes that each operating expense incurred by a transit system is driven by a key supply variable such as revenue-hours, revenue-miles, or the number of vehicles operated during peak periods. Combining recent actual O&M costs with the quantity of relevant supply variables establishes unit costs and productivity ratios that can be applied to a different set of service indicators (such as projected future expansions or cut-backs). The result is an estimated annual O&M cost that is specific for a test scenario. The structure of this project s O&M cost models is consistent with the spreadsheets presented in Chapter 4, Operating and Maintenance Costs of the FTA s Procedures and Technical Methods for Transit Project Planning (Draft, Version 3). The models data and calculations progress from the base year expense items and amounts on the left side of the spreadsheet, through the assignment of key supply variables as cost drivers, to productivity and inflation, and revised unit costs on the right side of the worksheet. Three spreadsheet models were developed to estimate annual O&M costs for the East-West BRT service plan. A MCTS background bus O&M cost model was developed with recent actual expenses, system characteristics and service statistics as reported to the National Transit Database for the 2014 report year. The FY 2014 NTD data was used to maintain continuity from the East-West BRT Feasibility Study completed in A second background bus O&M cost model was developed for Waukesha Metro. This model used FY 2015 costs, as this was the most recent available at the time of this analysis. Page 16

17 A third O&M cost model for BRT was also developed, pivoting from the MCTS background bus cost model. The BRT model captures the bus mode s service-related expenses and costs unique to that mode (e.g., BRT facilities). The BRT cost model is based on the MCTS background bus model, supplemented with BRT-specific expense data from other locations in the US planning or operating BRT service. All three cost models assumed 2% inflation year over year 2. Thus, compounded, inflation rates are as follows: FY : 6.1% inflation FY : 4.0% inflation MCTS Bus O&M Cost Model As noted above, the cost model developed to estimate MCTS O&M cost impacts is based on MCTS 2014 NTD submittal. In FY 2014, MCTS reported $133.3 million in annual O&M expenditures for motor bus operations. They also reported 1,258,386 annual revenue bus-hours of service and 15,488,077 annual revenue bus-miles of service, with a maximum 334 buses in peak period service. Key supply variables selected as the model s cost-driving inputs are: Annual Revenue Bus-Hours The hours that vehicles travel while in revenue service over the entire fiscal year. Revenue bus-hours include layover and schedule recovery but exclude time for deadhead, operator training, and maintenance testing. Annual Revenue Bus-Miles The miles that vehicles travel while in revenue service over the entire fiscal year. Revenue bus-miles include layover and schedule recovery but exclude miles for deadhead, operator training, and maintenance testing. Peak Buses The maximum number of passenger service vehicles operated simultaneously on an average weekday. In some cases, peak buses may be used as a supply variable when the model needs to base a line item expense on overall bus system size. Operating Divisions & Heavy Maintenance Facilities The total number of garage facilities allocated to the bus mode. After selecting key supply variables, the next step in model development is to record MCTS bus expenses as a series of line items. The NTD report format categorizes operating expenses within the four functional areas of Vehicle Operations, Vehicle Maintenance, Non-Vehicle Maintenance, and General Administration. For each functional area, line item expenses are further classified as salaries/wages, fringe benefits, services, materials/supplies, utilities, casualty and liability, taxes/fees, and miscellaneous. 2 The US Bureau of Labor Statistics Consumer Price Index for the Milwaukee region was consulted for inflation rates. Inflation between 2014 Half 1 and 2017 Half 1 was just 1.8%. Because MCTS faces significant cost drivers with inflation (notably fringe benefits), it was determined to use a more conservative 2% year over year instead. Page 17

18 After the list of line items was established, each was assigned a key supply variable as its most relevant cost driver. One General Administration line item expense, Casualty and Liability, was deemed to be strongly influenced by both annual revenue bus-miles and peak buses, so this expense was evenly divided between those two supply variables. In addition to the supply variables listed above, from which line item unit costs are derived, the model also incorporates resource variables specifically to provide labor productivity ratios. NTD-reported employee work hours are included as a resource variable for estimating salaries and wages by functional area for the project. For Vehicle Operations, NTD does not subdivide total work hours by operator and non-operator so the model applies their respective ratios of reported earnings to total work hours as an estimated allocation. For all non-labor line items, the model calculates productivity using key supply variables. In addition, the model results have been inflated to 2017 dollars using a 6.1% inflation factor. Table 6 presents aggregated O&M unit costs for MCTS background bus service in 2017 dollars. The unit costs in this table reflect the dollar amount the model will adjust for each added or deleted unit of a supply variable in other words, the incremental change from the calibration. For example, for each MCTS-operated revenue bus-mile added, the model will increase its total estimate by $2.12; for each revenue bus-hour deleted, the model will subtract $63.05 from its estimate, and so forth. The full spreadsheet model is presented in Appendix C. Table 6: MCTS Bus O&M Unit Costs (In 2017 dollars) Unit Cost Mode Key Supply Variable (in $2017) MCTS Bus Cost per Revenue Bus-Hour $63.05 Cost per Revenue Bus-Miles $2.12 Cost per peak bus $46,000 Cost per operating division/garage $3,515,965 Waukesha Metro Bus O&M Cost Model The Waukesha Metro bus cost model was developed to estimate Waukesha O&M cost impacts based on Waukesha s 2015 NTD submittal. In FY 2015, Waukesha reported $5.4 million in annual O&M expenditures for motor bus operations. They also reported 61,015 annual revenue bus-hours of service and 847,951 annual revenue bus-miles of service, with a maximum 20 buses in peak period service. The methodology for developing unit costs is the same as the one used to develop the MCTS bus O&M cost model. The model results have been inflated to 2017 dollars using a 4.0% inflation factor. Table 7 presents aggregated O&M unit costs for Waukesha bus service in 2017 dollars. Page 18

19 Table 7: Waukesha Metro Bus O&M Unit Costs (In 2017 dollars) Unit Cost Mode Key Supply Variable (in $2017) Waukesha Metro Bus Cost per Revenue Bus-Hour $42.89 Cost per Revenue Bus-Miles $1.55 Cost per peak bus $46,515 Cost per operating division/garage $734,528 BRT O&M Cost Model Also necessary is an estimate of the cost to operate the proposed East-West BRT service. The BRT cost model uses the MCTS background bus model as its base, but augments it by including line items that reflect BRT-specific expenses not currently incurred by MCTS within the bus operation. Supply variables used in the BRT spreadsheet model are for estimating annual O&M costs for operating new service and for maintaining new facilities and equipment are as follows: BRT Annual Revenue Bus-Hours The hours that BRT vehicles travel while in revenue service over the entire fiscal year. Revenue bus-hours include layover and schedule recovery but exclude time for deadhead, operator training, and maintenance testing. BRT Annual Revenue Bus-Miles The miles that BRT vehicles travel while in revenue service over the entire fiscal year. Revenue bus-miles include layover and schedule recovery but exclude miles for deadhead, operator training, and maintenance testing. The model distinguishes between standard and articulated bus-miles, as described below. BRT Peak Buses The maximum number of BRT service vehicles operated simultaneously on an average weekday. BRT Stations Bus passenger facilities for East-West BRT that include features typically not included at standard bus stops, such as corridor-specific passenger shelters, enhanced and possible lighted signage and ITS features (e.g., next bus arrival real time information). Fare Vending Machines The total number of this type of equipment to be installed at BRT stations. TSP Signalized Intersections The number of intersections in the study corridor that are anticipated to provide Transit Signal Prioritization (TSP) for BRT service. Exclusive Lane Miles The number of directional lane miles that will be dedicated for BRT operations, reflecting new pavement that needs to be maintained. The East-West BRT service is anticipated to include unique features that will result in new O&M costs that are not reflected in the MCTS current bus expenses. These BRT-specific O&M expenses are modeled as follows: BRT Security Enforcement Additional security enforcement is assumed for BRT operations beyond what is provided for background bus service. A rate of one work hour for every eight revenue bus-hours was assumed for BRT Security Enforcement. An average of 1,800 work hours for every full-time employee was assumed. Annual average wages and fringe benefits were Page 19

20 assumed to be approximately $80,000 for every full-time employee. This works out to a unit cost of approximately $5.82 per revenue-hour for BRT security enforcement. It is important to note that it has been assumed riders will continue to utilize M-Cards for fare payment on buses, and that no additional personnel will be needed for fare enforcement. BRT Stop Maintenance It is assumed that additional MCTS staff or contracted services will be required annually to pay for periodic cleaning and maintenance of each BRT stop. A unit cost of $2,096 per BRT station platform has been used, which is comparable to unit costs used in other BRT studies. Fare Equipment Maintenance Fare collection O&M could include the maintenance of vending machines and validators at BRT stations. For BRT projects in Nashville and Minneapolis, transit agencies provided cost data to consultant staff that suggested a range of $3,000 to $10,000 in annual maintenance costs for each machine to stock, clean and repair them. The BRT model for this project uses the average of this range, inflated to be more representative of current year dollars ($8,596 per fare vending machine and validator). One ticket vending machine and one validator has been assumed for each station platform. ITS Signage Maintenance Planning level unit costs for ITS have ranged from $2,600 to $4,500 per directional stop in other BRT studies. For purposes of this project, an annual unit cost of $3,024 per directional stop is proposed (the lower cost from other studies, inflated). Real time informational signage is assumed at all proposed BRT stations. Surface Park-and-Ride Maintenance Planning-level maintenance costs used in recent BRT projects in Minneapolis have been $74.28 per surface space. TSP Maintenance Project may assume transit signal prioritization at selected intersections in the study corridor. A typical unit cost for ongoing TSP maintenance in other BRT studies has been $3,024 per intersection. Exclusive Lane Mile Maintenance In some cases, BRT service with exclusive lanes may require additional lane maintenance. At this time, the East-West BRT is not assuming any maintenance cost associated with lane maintenance. A unit cost of $7,810 per lane mile has been assumed for new lane mile maintenance, based on data provided in the 21st Annual Report on the Performance of Highway Systems ( ), Reason Foundation, September Table 8 presents the project s BRT O&M cost model in FY 2017 dollars. The full spreadsheet model is presented in Appendix C. Page 20

21 Table 8: BRT O&M Unit Costs (in 2017 dollars) Unit Cost Mode Key Supply Variable (in $2017) BRT BRT Annual Revenue Bus-Hours $68.87 BRT Annual Revenue Bus-Miles - Standard $2.12 BRT Annual Revenue Bus-Miles - Articulated $2.64 BRT Peak Buses $46,000 BRT Station Platforms $5,120 Fare Vending Machines/Validators $8,596 BRT Park-Ride Surface Spaces $74.28 TSP Signalized Intersections $3,024 Exclusive Guideway Lane Miles $7,810 Summary of Results The operating statistics generated by the service plan have been applied to the O&M unit costs, and the results are presented in Table 9. The BRT service is estimated to cost $5,724,500. Background bus changes are estimated to save $5,221,300. As a result, the incremental regional cost of implementing the East-West BRT service plan is $503,200. The BRT service is expected to cost $ per revenue bus-hour, while the MCTS system costs $ per revenue bus-hour, and Gold Line costs $97.91 per revenue bus-hour (all in FY2017 dollars). Thus, the BRT costs 1.9% more per bus-hour than MCTS system, and 16.9% more per bus-hour than the Gold Line. The increase in cost is driven by BRT amenities, including larger stations, ticket vending machines, and transit signal priority at intersections. Taking a closer look, the cost of the service plan is spread unevenly across MCTS and Waukesha Metro. The driver of this difference is the cost sharing agreement between MCTS and Waukesha Metro for the western part of the Gold Line from the Milwaukee/Waukesha county line to Brookfield. Eliminating the Gold Line saves Waukesha $1,067,140 in cost, while extending route 1 to MRMC only adds back $215,211, a net difference of -$851,929. MCTS, on the other hand, sees a savings of $4,369,371 from the service plan changes, but costs of $5,724,500 with the addition of the BRT. As a result, MCTS incurs a cost of $1,355,129 with the service plan changes. Page 21

22 Table 9: Incremental O&M Cost Estimates (in 2017 dollars) Unit Cost Route Route Route Gold Waukesha Mode Key Supply Variable (in $2017) Line 1 BRT Totals MCTS Cost per Revenue Bus-Hour $ , ,123 (60,275) (56,996) Cost per Revenue Bus-Miles $ ,432 (21,672) 12,753 (743,297) (725,785) Cost per peak bus $45, (11.5) (11.5) Cost per operating division/garage $3,515, Waukesha Metro Cost per Revenue Bus-Hour $ ,227 5,227 Cost per Revenue Bus-Miles $ , ,845 Cost per peak bus $46, Cost per operating division/garage $734, BRT Articulated Buses (Y/N) N BRT Annual Revenue Bus-Hours $ ,000 BRT Annual Revenue Bus-Miles - Standard $ ,400 BRT Annual Revenue Bus-Miles - Articulated $ BRT Peak Buses $45, BRT Station Platforms $5, Fare Vending Machines/Validators $8, BRT Park-Ride Surface Spaces $ TSP Signalized Intersections $3, Exclusive Guideway Lane Miles $7, Cost By Route $191,800 ($45,800) $97,800 ($5,901,500) $436,400 $5,724,500 $503,200 MCTS share $191,800 ($45,800) $97,800 ($4,834,360) $221,189 $5,724,500 $1,355,129 Waukesha share ($1,067,140) $215,211 ($851,929) Note: There may be minor differences in cost result due to round of unit costs and operating statistics in the table Page 22

23 Appendix A Travel Time Methodology The travel time methodology used for the East-West BRT is presented in this appendix. In summary, the travel time accounts for three components of the travel time in-motion time, intersection delay, and station dwell time. These Geometry & Acceleration and Deceleration Rates by Mode The travel time analysis accounts for speed limitations due to statutory speeds. These speeds are used in tandem with vehicle acceleration and deceleration rates to provide vehicle travel times between stations and along the entire proposed alignment. BRT Acceleration and Deceleration Rates Acceleration rate is a constant 1.5 miles per hour per second (mphps) from 0 to 25 mph, decreasing to 1.0 mphps when going from 0 to 55 mph. Bus deceleration rate is a constant 2.0 mphps. The above rate assumptions are subject to revision, as new information suggests modern buses and particularly hybrid buses are capable of faster rates, such as an acceleration rate closer to 2.0 mphps. Buses assumed able to reach posted speed limit. Lower speeds are assumed in congested areas for segments in mixed traffic, based on intersection LOS information when available. Traffic Signal Delay Assumptions Signalized traffic control along the corridor is incorporated into the travel time analysis to capture delay originating at signalized intersections. Intersections have been categorized into three categories, as major, intermediate, or minor, based on assumed cycle time by reviewing geometry, adjacent land uses, roadway classification and estimated volumes. Major intersections assume a 120-second cycle time, intermediate intersections assume a 90-second cycle time, and minor intersections assume a 60-second cycle time. Existing green-to-cycle (g/c) time ratios for both intersection types are assumed at 0.50, meaning that corridor streets are assumed to have the same amount of green time as cross streets. The addition of traffic signal priority (TSP) or traffic signal pre-emption at the intersection is assumed to provide an additional 10% of the total cycle time toward additional green time; thus, intersections with proposed TSP or pre-emption will assume a greater g/c ratio. The proportion of time the transit vehicle is stopped by major signalized intersections is dependent on the level of service for the intersection. LOS information was provided for some intersection in the corridor, and others were determined by reviewing travel time information for the corridor. The table below shows the class of intersection, level of service, and expected amount of delay with and without TSP. Page 23

24 Signalized delay by intersection type (in seconds) Inter. With TSP Class. LOS No TSP or Pre-Emp Class 1 A 0:00:20 0:00:12 B 0:00:23 0:00:16 C 0:00:26 0:00:19 D 0:00:30 0:00:23 E 0:00:39 0:00:32 F 0:00:53 0:00:45 Class 2 A 0:00:15 0:00:11 B 0:00:18 0:00:13 C 0:00:21 0:00:16 D 0:00:24 0:00:19 E 0:00:33 0:00:26 F 0:00:46 0:00:39 Class 3 A 0:00:11 0:00:07 B 0:00:13 0:00:09 C 0:00:16 0:00:11 D 0:00:19 0:00:14 E 0:00:26 0:00:21 F 0:00:39 0:00:34 A further adjustment to intersection level of service was made to incorporate the combination of dedicated lanes and signal priority/pre-emption. The dedicated lane reduces delay because the bus would operate free and clear of other vehicles. The table below shows the LOS adjustment added to each intersection. For signal priority intersections, the LOS was adjusted two letter grades better than existing. Because pre-emption would reduce delay more than signal priority, the LOS was increased by three letter grades. LOS delay improvement for Signal and Lane Type Initial Dedicated+ Dedicated+ Mixed+ LOS TSP Pre-Emp Pre-Emp A A A A B A A A C A A B D B A C E C B D F D C E Page 24

25 Station/Stop Dwell Time Assumptions Dwell time refers to the amount of time a transit vehicle stops at any given transit station or stop to allow passengers to board and alight. It is assumed that for East-West BRT, vehicles will stop at every defined station. Dwell time is based on assumed ridership levels and the assumption that fares will be collected off-board. Proposed dwell times listed by ridership activity and payment type are listed below. The dwell times presented in the table are based on information from the Transit Capacity & Quality of Service Manual. Dwell times assume off-board fare collection occurs at all stations on the East-West BRT. High ridership stops: 15 seconds per station Moderate ridership stops: 10 seconds per station Low ridership stops: 5 seconds per station Arterial Level of Service Assumptions Arterial levels of service (LOS) has been determined for each segment where mixed traffic operations are in effect. LOS is the amount of traffic congestion (and thus speed reduction) that the transit vehicle would experience. Speed reduction rates from the 2000 Highway Capacity Manual were applied to each mixed traffic segment to determine the expected segment speed. The table below provides the reduction rates used in the travel time model. Arterial Level of Service Speed Reduction LOS Speed Red. A 0.95 B 0.85 C 0.75 D 0.65 E 0.55 F 0.45 Source: Speed reduction factors conform with travel speed LOS as defined in 2000 Highway Capacity Manual, with consideration of intersection delay times. Dedicated Guideway Assumptions For segments with dedicated guideway, buses are assumed to be able to freely travel according to allowable maximum statutory speeds. However, assumed speeds are dependent on alignment geometry and adjacent land uses and are subject to change. For at-grade crossings at at-grade intersections, TSP was assumed and crossing delays were incorporated at major, intermediate, and minor signalized intersections as described in the previous section. Page 25

26 Appendix B Operating Statistics East-West BRT Operating Statistics East-West BRT Service Plan and Statistics Avg. 1-Way Headway Operating Hours Total Distance Day Early AM Base PM E Eve Eve L Eve Early AM Base PM E Eve Eve L Eve Hours Downtown Transit Center 8.91 M-Th to Swan Road P&R Fri via Wisconsin/Bluemound Sat Sun n/a Daily Annual One-way daily bus trips Total Day Pk Bus Rev.-Hr. Rev.-Mi. Rev.-Hr. Rev.-Mi. EARLY AM PK MID PM PK EVE NIGHT L Eve Trips M-Th ,755 30, , Fri ,755 7,800 91, Sat ,301 5,800 67, Sun ,176 5,900 68, , ,400 Page 26

27 Background Bus No Build Operating Statistics R/T Est. Lay- Daily Annual Route Pattern Direction Type Day Dir. Service Span Frequency One-way Length Speed over Rev Rev Rev Rev Peak EARLY AM PK MID PM PK EVE NIGHT EARLY AM PK MID PM PK EVE NIGHT trips length [mi] [mph] (%) Hrs Miles Hrs Miles Vehicle eb Local No School % ,819 45, wb Local No School % ,106 42, eb Local School % , , wb Local School % , , nb Local Weekday % ,140 99, sb Local Weekday % , , a to Mayfair eb Local Weekday % ,120 43, a to Mayfair wb Local Weekday % ,355 43, b to County Research Pk eb Local Weekday % ,120 51, b to County Research Pk wb Local Weekday % ,248 51, Gold Line Gold Line eb Local Weekday % , , Gold Line Gold Line wb Local Weekday % , , Waukesha 1 Waukesha to Brookfield eb Local Weekday % ,929 75, Waukesha 1 Brookfield to Waukesha wb Local Weekday % ,120 77, R/T Est. Lay- Daily Annual Route Pattern Direction Type Day Dir. Service Span Frequency One-way Length Speed over Rev Rev Rev Rev Peak EARLY AM PK MID PM PK EVE NIGHT EARLY AM PK MID PM PK EVE NIGHT trips length [mi] [mph] (%) Hrs Miles Hrs Miles Vehicle eb Local Saturday % ,990 28, wb Local Saturday % ,613 27, nb Local Saturday % ,222 18, sb Local Saturday % ,222 18, a to Mayfair eb Local Saturday % , a to Mayfair wb Local Saturday % , b to County Research Pk eb Local Saturday % , b to County Research Pk wb Local Saturday % ,071 Gold Line Gold Line eb Local Saturday % ,922 49,704 Gold Line Gold Line wb Local Saturday % ,989 50,561 Waukesha 1 Waukesha to Brookfield eb Local Saturday % ,014 12,858 Waukesha 1 Brookfield to Waukesha wb Local Saturday % ,053 13,352 R/T Est. Lay- Daily Annual Route Pattern Direction Type Day Dir. Service Span Frequency One-way Length Speed over Rev Rev Rev Rev Peak EARLY AM PK MID PM PK EVE NIGHT EARLY AM PK MID PM PK EVE NIGHT trips length [mi] [mph] (%) Hrs Miles Hrs Miles Vehicle eb Local Sunday % ,523 24, wb Local Sunday % ,378 24, nb Local Sunday % ,146 17, sb Local Sunday % ,088 16, a to Mayfair eb Local Sunday % , a to Mayfair wb Local Sunday % , b to County Research Pk eb Local Sunday % ,218 9, b to County Research Pk wb Local Sunday % ,218 9,532 Gold Line Gold Line eb Local Sunday % ,148 41,101 Gold Line Gold Line wb Local Sunday % ,295 43,013 Waukesha 1 Waukesha to Brookfield eb Local Sunday % ,928 Waukesha 1 Brookfield to Waukesha wb Local Sunday % ,928 Page 27

28 Background Bus Build Operating Statistics R/T Est. Lay- Daily Annual Route Pattern Direction Type Day Dir. Service Span Frequency One-way Length Speed over Rev Rev Rev Rev Peak EARLY AM PK MID PM PK EVE NIGHT EARLY AM PK MID PM PK EVE NIGHT trips length [mi] [mph] (%) Hrs Miles Hrs Miles Vehicle eb Local Weekday % , , wb Local Weekday % , , nb Local Weekday % ,140 92, sb Local Weekday % ,650 98, a to Mayfair eb Local Weekday % ,120 46, a to Mayfair wb Local Weekday % ,355 46, b to County Research Pk eb Local Weekday % ,120 53, b to County Research Pk wb Local Weekday % ,248 53, Waukesha 1 Waukesha to Brookfield eb Local Weekday % , , Waukesha 1 Brookfield to Waukesha wb Local Weekday % , , R/T Est. Lay- Daily Annual Route Pattern Direction Type Day Dir. Service Span Frequency One-way Length Speed over Rev Rev Rev Rev Peak EARLY AM PK MID PM PK EVE NIGHT EARLY AM PK MID PM PK EVE NIGHT trips length [mi] [mph] (%) Hrs Miles Hrs Miles Vehicle eb Local Saturday % ,523 32, wb Local Saturday % ,847 31, nb Local Saturday % ,222 16, sb Local Saturday % ,222 16, a to Mayfair eb Local Saturday % , a to Mayfair wb Local Saturday % ,066 7, b to County Research Pk eb Local Saturday % , b to County Research Pk wb Local Saturday % ,354 Waukesha 1 Waukesha to Brookfield eb Local Saturday % ,352 19,766 Waukesha 1 Brookfield to Waukesha wb Local Saturday % ,404 20,526 R/T Est. Lay- Daily Annual Route Pattern Direction Type Day Dir. Service Span Frequency One-way Length Speed over Rev Rev Rev Rev Peak EARLY AM PK MID PM PK EVE NIGHT EARLY AM PK MID PM PK EVE NIGHT trips length [mi] [mph] (%) Hrs Miles Hrs Miles Vehicle eb Local Sunday % ,973 27, wb Local Sunday % ,436 27, nb Local Sunday % ,146 15, sb Local Sunday % ,088 15, a to Mayfair eb Local Sunday % ,305 9, a to Mayfair wb Local Sunday % ,102 9, b to County Research Pk eb Local Sunday % ,218 9, b to County Research Pk wb Local Sunday % ,218 9,866 Waukesha 1 Waukesha to Brookfield eb Local Sunday % ,044 15,263 Waukesha 1 Brookfield to Waukesha wb Local Sunday % ,044 15,263 Note: changes from No Build highlighted in Gold Page 28

29 Appendix C O&M Cost Models MCTS BUS O&M COST MODEL Inflation Factor Supply Variable Unit Cost ($2014) Productivity Ratio Base Year Supply Variable Unit Cost ($2017) Bus Revenue Revenue Peak Op Div. & Resource Resource Resource/ Resource Inflation Resource Revenue Revenue Peak Op Div. & Expense Line Item Expenses Bus-Hours Bus-Miles Buses Maint. Fac. Variable Value Supply Unit Cost Factor Unit Cost Bus-Hours Bus-Miles Buses Maint. Fac. VEHICLE OPERATIONS $98,194,233 OPERATORS' SALARIES AND WAGES $37,847,630 $30.08 Work Hours 2,371, $ $16.93 $31.92 OTHER SALARIES AND WAGES $3,849,013 $962,253 Work Hours 243,242 60,810 $ $16.79 $1,021,151 FRINGE BENEFITS (Bus-Hr Driven) $36,916,187 $29.34 Work Hours 2,371, $ $16.52 $31.13 FRINGE BENEFITS (Garage Driven) $3,754,287 $938,572 Work Hours 243,242 60,810 $ $16.38 $996,020 PROFESSIONAL & TECHNICAL SERVICES $1,806,786 $5,410 Peak Buses $5, $5,741 $5,741 FUEL & LUBRICANTS $12,388,802 $0.80 Bus Miles 15,448, $ $0.85 $0.85 TIRES & TUBES $479,415 $0.03 Bus Miles 15,448, $ $0.03 $0.03 OTHER MATERIALS & SUPPLIES $374,599 $1, Peak Buses $1, $1,190 $1,190 TAXES $2,644 $7.92 Peak Buses $ $8 $8 MISCELLANEOUS $22,448 $5,612 Op Div & Garag $5, $5,955 $5,955 Total $97,441,811 VEHICLE MAINTENANCE $17,894,191 SALARIES & WAGES $6,982,694 $0.45 Work Hours 743, $ $9.96 $0.48 FRINGE BENEFITS $6,837,665 $0.44 Work Hours 743, $ $9.75 $0.47 CONTRACT SERVICES $117,350 $0.01 Bus Miles 15,448, $ $0.01 $0.01 FUEL & LUBRICANTS (Non-rev Vehicles) $98,559 $295 Peak Buses $ $313 $313 TIRES & TUBES (Non-rev Vehicles) $740 $2 Peak Buses $ $2.35 $2 REPAIR/MAINT SUPPLIES $4,008,792 $0.26 Bus Miles 15,448, $ $0.28 $0.28 CASUALTY AND LIABILITY COSTS (50%) ($154,873) ($0.01) Bus Miles 15,448, ($0.01) $1.06 ($0.01) ($0.01) CASUALTY AND LIABILITY COSTS (50%) ($154,873) ($464) Peak Buses ($464) $1.06 ($492) ($492) MISCELLANEOUS $9,406 $2,352 Op Div & Garag $2, $2,495 $2,495 Total $17,745,460 NON-VEHICLE MAINTENANCE $4,004,220 SALARIES & WAGES $1,033,809 $258,452 Work Hours 103,488 25,872 $ $10.60 $274,272 FRINGE BENEFITS $1,016,453 $254,113 Work Hours 103,488 25,872 $ $10.42 $269,667 PROFESSIONAL & TECH SERVICES $1,121,895 $280,474 Op Div & Garag $280, $297,641 $297,641 MATERIALS & SUPPLIES $773,202 $193,301 Op Div & Garag $193, $205,132 $205,132 MISCELLANEOUS $590 $ Op Div & Garag $ $ $157 CASUALTY AND LIABILITY COSTS (50%) $12,467 $0.001 Bus Miles 15,448, $ $0.00 $0.00 CASUALTY AND LIABILITY COSTS (50%) $12,467 $37.32 Peak Buses $ $39.61 $40 Total $3,970,882 GENERAL ADMINISTRATION $14,246,360 SALARIES & WAGES $3,833,370 $11,477 Work Hours 609,585 1,825.1 $ $6.67 $12,180 FRINGE BENEFITS $3,747,624 $11,220 Work Hours 609,585 1,825.1 $ $6.52 $11,907 PROFESSIONAL & TECHNICAL SERVICES $4,001,929 $11,982 Peak Buses $11, $12,715 $12,715 MATERIALS & SUPPLIES $255,646 $765 Peak Buses $ $812 $812 UTILITIES $1,671,587 $417,897 Op Div & Garag $417, $443,475 $443,475 CASUALTY & LIABILITY (50%) $119,469 $0.01 Bus Miles 15,448, $ $0.01 $0.01 CASUALTY & LIABILITY (50%) $119,469 $358 Peak Buses $ $380 $380 MISCELLANEOUS $378,855 $1,134 Peak Buses $1, $1,204 $1,204 Total $14,127,948 TOTALS $133,286,101 $59.41 $1.99 $43,347 $3,313,173 $63.05 $2.12 $46,000 $3,515,965 Resource Variable Values 1,258,386 15,448, Inflation factor representing $2014 to $2017: Page 29