Draft Scope of Work
Charlottesville-Albemarle Regional Transit Authority Plan
The Charlottesville-Albemarle Metropolitan Planning Organization (MPO), City of Charlottesville (City), and the County of Albemarle (County) intend to develop an expanded and enhanced regional transit service, a governing structure, and a set of mechanisms to fund this service. Both the City and the County are eager to determine how best to grow the existing municipal transit system, Charlottesville Transit Service (CTS), to become a regional transit system. JAUNT is also a public transportation provider that serves the broader region. Within the Charlottesville-Albemarle area, JAUNT’s role is to provide Americans with Disabilities Act (ADA) complementary paratransit service, along with regional services that originate outside the urban area but often include service to and from the urban area. Policy makers have agreed that they are interested in regional transit alternatives that complement and take advantage of existing JAUNT services, not in replacing JAUNT.
Establishing a Regional Transit Authority (RTA) will include three main work streams to review issues and options and select the strategies that are best suited to the needs of the Charlottesville-Albemarle area. Elements of the work streams may be conducted concurrently, and are detailed on the attached task list. These work streams are:
1. Regional transit management and governance
2. Regional transit service and operations
3. Regional transit cost estimation (operating and capital) and funding
This Scope of Work outlines a thorough process to create a unified Regional Transit Authority Plan (RTAP). The RTAP will outline how to implement the regional transit vision adopted by the MPO, City, and County - fast, frequent, dependable, and seamless service that provides direct links between and among the area’s four major destinations: Downtown, UVA/Medical Center, Pantops, and the Rt. 29 North Corridor.
The Regional Transit Authority Plan will identify routes, level of service, phasing, vehicle technology, funding mechanisms, and operating responsibilities. The MPO, City, and County intend to actively participate in the development of the RTAP, and to implement its recommendations to create an RTA that provides an attractive, competitive choice for those who travel throughout the region – residents, commuters, employees, students, and visitors.
General Division of Project Responsibilities:
The MPO recognizes that simultaneously analyzing multiple factors requires several combinations and permutations to be under consideration at any one time. In their proposals, consultants are invited to demonstrate how the variables can be best addressed. The MPO will also accept proposals that outline a different approach than that which appears in the Scope of Work, provided that approach appears to be an improvement.
In general, the consultant will be responsible for technical research and report production, while Staff (includes MPO, City, County, DRPT, VDOT, UVA, and other interested stakeholders) will be responsible for public involvement activities.
The consultant shall provide clarification to Staff of research and reports as needed. While Staff will be primarily responsible for public involvement, the consultant shall assist Staff by making technical presentations and aiding, as needed, in responses to questions and comments. The details of the Budget and Timeline outlined in this Scope of Work, along with a more specific division of responsibilities, will be finalized when a final consultant contract is negotiated.
Regional Transit Authority Plan (RTAP) Tasks:
a. Identify the advantages and disadvantages of forming a regional transit authority (RTA) that would include the County of Albemarle and the City of Charlottesville, as outlined in the Regional Transit Vision endorsed by the Metropolitan Planning Organization (MPO), City of Charlottesville City Council, and the County of Albemarle Board of Supervisors. The advantages and disadvantages should be compared to the option of Charlottesville Transit Service (CTS) increasing service within the County or City in response to funded requests for service.
b. Provide a detailed exploration of at least three potential frameworks for the organizational and management structure of the RTA; include review of other similar agencies/organizations. Recommend one of the frameworks.
c. Develop a labor analysis and recommend a staffing plan for operations and administration based on current levels of service. Identify future positions that may be necessary.
d. Provide a summary matrix that identifies all functional areas of responsibility of a transit organization (e.g. legal, human resources, accounting, facility maintenance)
e. Identify the advantages and disadvantages of incorporating University Transit Service (UTS) in the RTA. Outline options for UTS participation.
a. Estimate ridership impacts, such as the potential to attract new transit riders (e.g. how many people might begin commuting by transit who previously commuted by car). Emphasis should also be placed on the potential impact on current non-riders that currently commute alone into the Charlottesville-Albemarle area, but may participate in commuter transit, RideShare or other carpooling activities once regional transit service is provided.
b. Outline at least three potential frameworks for transit service in the Charlottesville - Albemarle area, including recommended service routes, corridors, and destinations. Recommend one of the frameworks. The frameworks should also specify how service provided by the RTA will interact with other transit service such as UTS, JAUNT, Greene County Transit, Charlottesville-Albemarle Airport, Amtrak, and others.
c. Identify areas for priority transit service, including review of how existing CTS and UTS service can be modified to work in a way that complements and takes advantage of priority transit service. This should include consideration of JAUNT in its role as a regional transit provider and as the complementary paratransit service provider for CTS.
d. Provide a summary matrix and map that identifies existing CTS routes and service showing how it is recommended that areas currently served by CTS will be served by the RTA. Include frequency, span of service, day of week, and cost comparisons. Any recommended service improvements should also be addressed in this matrix.
e. Evaluate capital needs, including vehicle, customer service, infrastructure improvements, and operations technologies.
f. Identify service standards that should be met including level of service, customer service, and others. This should also include preliminary development of performance measures to be used to monitor how well service standards are met.
a. Determine the amount of prior investment in CTS made by each member of the RTA. Review current CTS service levels and costs and consider current and planned CTS facility and equipment needs and costs.
b. Provide a summary matrix of cost estimates for operations and staffing plan for the recommended regional transit framework (Tasks 1b and 2b).
c. Provide a summary matrix that identifies how the functional areas of CTS (Task 2c) are currently funded by the City of Charlottesville and how it is recommended that they be addressed by the RTA.
d. Provide a summary matrix of facility and equipment needs for the recommended regional transit framework (Task 2b). Include cost estimates.
e. Develop a funding formula for the determination of local share for each member of the RTA, including accounting for prior investments by the members.
f. Develop new strategies for enhancing sources of revenue (e.g. potential public-private partnerships).
g. Estimate the RTA’s impact on State and Federal funds for public transportation in the Charlottesville – Albemarle area. Separately consider operating and capital funds.
a. If the Consultant concludes that forming an RTA is desirable, recommend a plan to transition from CTS to the RTA. The transition plan should address the reality that CTS is currently governed by the City of Charlottesville while the RTA will be overseen by both the City and the County. Therefore, the transition of each functional area of a transit organization listed in the summary matrix (Task 2c) must be addressed. If the Consultant concludes that forming an RTA is not desirable, then make recommendations about other initiatives that the City and County can pursue (such as contracting, enhanced service coordination, and marketing) that will improve the effectiveness of the public transportation system.
The estimated budget is outlined below. This budget is an approximation; a detailed budget estimate will be finalized when a consultant contract is negotiated.
This work is expected to take nine – twelve months to complete. Several of the subtasks will be completed concurrently. A detailed timeline will be finalized when a consultant contract is negotiated.
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