HomeMy WebLinkAboutItem 7a. Study Session - Transit Innovation Study Review Item 7a
Department: Public Works
Cost Center: 5201
For Agenda of: 1/23/2024
Placement: Study Session
Estimated Time: 90 Minutes
FROM: Matt Horn, Public Works Director
Prepared By: Alex Fuchs, Mobility Services Business Manager;
Lucia Pohlman, Sustainability and Natural Resources Analyst
SUBJECT: STUDY SESSION: TRANSIT INNOVATION STUDY REVIEW
RECOMMENDATION
1. Receive and file Transit Innovation Study; and
2. Provide any necessary direction to staff to finalize the report and begin
implementation; and
3. As recommended by the Mass Transportation Committee, adopt a Draft Resolution
entitled, “A Resolution of the City Council of the City of San Luis Obispo, California,
approving a pilot program expanding fare options for K -12 students for San Luis
Obispo (SLO) Transit.”
REPORT-IN-BRIEF
Note for the reader, this is largely the same report as was publicly distributed for the
November 7, 2023, meeting. The report has been slightly revised to include the following
elements: 1. Added, as an attachment, a draft Resolution (Attachment A) approving a
pilot program to expand the fare and pass options for K-12 students with a discussion of
the pilot program under the report heading "Opportunities for Immediate Action" section.
2. Added language regarding a recent grant opportunity through SLOCOG which
allocated money to fund several Transit Innovation Study recommendations. The report
has also been modified to incorporate questions raised by the Council prior to the hearing.
The City is committed to reducing climate emissions and to increasing the use of
alternative transportation options. Transit plays an integral role in meeting both initiatives.
SLO Transit’s ridership was significantly impacted by COVID-19, as were most other
transportation operators throughout the nation. This, however, has given SLO Transit a
unique opportunity to incorporate new technologies and innovative service options to
restore ridership and to further the City’s climate action and mode split objectives.
A Transit Innovation Study was conducted to explore and evaluate transit operational
improvements. The findings of the study were compiled into a report, included with this
report as Attachment B, and provides actionable recommendations to help meet the City’s
climate and mode split objectives. The study’s recommendations are planned to be
Page 583 of 668
Item 7a
implemented with the 2024-25 Supplemental Budget and future budgets, the upcoming
Short-Range Transit Plan update, and future updates to applicable planning documents.
POLICY CONTEXT
General Plan Circulation Element Program 1.7.1 - San Luis Obispo should increase
the use of alternative forms of transportation (as shown on Table 1)1 and depend less
on the single‐occupant use of vehicles.
Climate Action Plan Connected Community Goal 1 - Achieve General Plan Mode Split
Objective by 20302.
Climate Action Plan Connected Community Action 4.2.A - Incorporate
recommendations from the Transit Innovation Study into the Short-Range Transit Plan
and begin implementation immediately.
2023-25 Financial Plan Major City Goal 5.3.k - Begin planning implementation of
strategies recommended in Final Transit Innovation Study, including incorporation of
near‐term strategies as part of planned SLO Transit/RTA Short Range Transit Plan
update as called for in CAP Connected Community Task 4.2.A and in the APMP
Strategies 1.C.
DISCUSSION
Background
Introduction to the SLO Transit Innovation Study
The Transit Innovation Study presents the City of San Luis Obispo with a unique
opportunity to reimagine SLO Transit. In 2014, the City set an ambitious mode split
objective target for 12% of trips to occur by transit. In 2020, through the adoption of the
Climate Action Plan, the City set a time-bound goal to accomplish its mode split objectives
by 2035, while it simultaneously experienced a dramatic decline in transit ridership due
to the COVID-19 pandemic. To restore ridership to pre-pandemic levels, SLO Transit
needs to provide the community with approximately 500,000 additional passenger trips
annually above what was provided last fiscal year. This commitment to increasing transit
ridership necessitates moving beyond incremental change and investing in transformative
solutions.
1 Table 1 – Modal Split Objectives – shows 12% of trips by transit by 2035.
2 General Plan Mode Split Objective of 7% of trips by transit by 2030.
Page 584 of 668
Item 7a
Figure 1 - SLO Transit Annual Ridership
Transportation is the largest source of the City’s climate emissions3, and transit is a key
mechanism for reducing emissions. The City also recognizes that public transit is more
than a climate solution – it is equally a housing, parking, equity, and inclusivity solution.
As the construction of new subdivisions nears completion, the City will increasingly rely
on infill development to keep pace with housing demand. As new housing increases the
density of existing neighborhoods, SLO Transit can help alleviate parking concerns while
providing an affordable mobility option for a growing community of people who work, live,
and play in San Luis Obispo.
This opportunity to bolster and improve SLO Transit is strengthened by the City’s recent
staffing and organizational changes. San Luis Obispo’s new Mobility Services Division
brings together Transit, Active Transportation, and Parking Services to allow greater
coordination between all forms of mobility managed by the City. This internal
reorganization reflects the fact that transit cannot succeed by itself. SLO Transit’s future
success depends on complementary first and last-mile connections and innovative
mobility services that give SLO community members the confidence to rely on transit as
a dependable and go to means of transportation.
For this reason, the SLO Transit Innovation Study is a key element to help identify
strategies for new multi-modal transportation and transformative solutions to increase
transit ridership and reach the 12% transit mode split object ives. Public Works staff, as
part of the bi-annual Active Transportation Plan update , plans to conduct a randomized
survey of residents to gather travel and commute data that will allow for an update of the
3 2016 Greenhouse Gas (GHG) emissions inventory estimated that 63% of all emissions were from on-road
transportation.
Page 585 of 668
Item 7a
City’s mode split percentages.
Objectives of the SLO Transit Innovation Study
The overall purpose of the Transit Innovation Study is to evaluate new technology and
new delivery modes that will support the City’s current transit network and help the City
achieve its established mode shift goals of 12% transit trips, 20% bicycle trips, and 18%
of trips via walking, carpools, and other forms by 2035 for trips made by City residents.
The study presents actionable recommendations to improve fixed -route transit service,
explore alternative service modes, and broadly enhance transit as a viable alternative to
private automobile travel. The Transit Innovation Study recommends improvements for
current transit operations to restore ridership while also taking steps to enhance transit's
potential to achieve diversity, equity, and inclusion goals through affordable and
dependable mobility options.
Development of these actionable recommendations was led by the external consultant,
Arcadis (formerly IBI Group), in response to needs identified by internal and external key
stakeholders and were subsequently vetted and prioritized in a staff-facilitated
stakeholder workshop. Ultimately, the study’s recommendations will be pursued through
the 2024-25 Supplemental Budget and future budgets, upcoming Short -Range Transit
Plan update, and future updates to the Climate Action Plan, Active Transportation Plan,
and other applicable plans.
Innovations Evaluated by the Study
The study evaluated a variety of technologies and innovations that SLO Transit could
implement to reestablish ridership and to help meet the mode objectives. These
technologies and innovations were categorized into five themes as shown in Figure 2
below. The themes helped to frame the discussion with the stakeholders and
communicate overall prioritization as well as priorities for each theme.
Figure 2 - Transit Innovation Study Themes
Page 586 of 668
Item 7a
Theme One: Critical Upgrades that Support Ongoing Operations
The first category includes “Critical Technology” upgrades that support ongoing
operations such as replacing computer-aided dispatch and automated vehicle locater
systems (CAD/AVL), upgrading automatic passenger counters, and replacing and
improving camera systems on fixed-route vehicles. An updated AVL system will allow
SLO Transit to reliably track and provide real-time bus location information to the
community to build confidence when using or considering use of transit. Key stakeholders
agreed these upgrades are necessary for successful ongoing transit operations.
Theme Two: Technologies that Improve Riders’ User Experience
The second category, “User Experience,” includes technology advancements that
improve riders’ user experience. These technologies consist of the enhancement of real -
time passenger information4, pursuing open-loop payments through California’s
Integrated Travel Project (Cal-ITP), and establishing a Mobility-as-a-Service platform5.
An open-loop payment system is a technology that enables riders to pay for transit fees
via credit card or a transit card. This open-loop payment system reduces the “friction” in
the payment process and ensures that SLO Transit is accessible to the next generation
of transit users. Cash payments would still be accepted on -bus since many transit users
lack access to bank cards and mobile devices. Internal and external stakeholders agree
that an open-loop payment system is best pursued at a regional level, in coordination with
the San Luis Obispo Regional Transit Authority (SLORTA), which will make it easier for
low-income verified transit users to access reduced fares regardless of whether using
regional or local bus routes.
Theme Three: Fare Program Updates to Increase Transit Opportunities
The “Fare Programs” category incorporates fare program updates that increase transit
accessibility. Ideas like expanding the downtown access program, expanding fare options
for students, seniors, and low-income riders, and exploring institutional partnerships are
included in this category. These fare program updates would enable SLO Transit to
become more convenient and affordable to key community groups while also better
connecting the City’s suburbs to the downtown core. Strategic partnerships with RTA, Cal
Poly, school districts, hospitality businesses, and developers are also crucial to getting
more riders. In all cases, fare program updates must be paired with robust
communications and marketing efforts to ensure that residents and commuters are aware
of the programs and how to participate.
Theme Four: Bus Shelter and Street Improvements for Rider Safety and Comfort
The “Shelters and Streets” category covers physical improvements to the bus stops
themselves such as improved lighting, improved shelters, and sufficient bike parking.
4 Real-Time Passenger Information Systems (RTPI) provide customers with information about the nature
and status of transportation services. RTPI can include on-board next stop announcements and predictions
for stop arrival times, bus stop dynamic message signs (DMS), and customer self -service tools.
5 Mobility-as-a-Service (MaaS) refers to the integration of various transportation services into a single,
comprehensive, and on-demand mobility application. MaaS applications can host a diverse menu of
transport options, including public transport options, rid esharing services, and active transportation options
such as bikeshare, e-scooter share and walking directions.
Page 587 of 668
Item 7a
Access improvements around transit stops, like pedestrian crossings, will be addressed
as part of larger right-of-way improvement efforts like those occurring now through the
City’s SLO in Motion projects.
This category also touches on constructing mobility hubs to promote bus rider transfers
to different mobility options at strategic stops and constructing bus bulb-outs at downtown
stops to increase safety and reduce bus travel time. Low-cost amenities like bike racks,
dedicated carshare spaces, and transit facilities can be co-located as a way for the City
to pilot mobility hubs. Depending on adoption, higher-cost amenities can then be pursued
and implemented later.
Contributors to the workshop agreed that creating a safe, comfortable, and secure
environment was important to increasing ridership. Stakeholders emphasized the
importance of using a standardized design language and creating an ongoing
maintenance plan for this solution category.
Theme Five: Enhanced Service and Alternate Transit Options
The “Enhanced Service” category focused on improvements to SLO Transit’s fixed route
service as well as the addition of new mobility options that could be operated by SLO
Transit or in coordination with third parties. This category includes service enhancements
that decrease headways, launching car and bike share programs, and offering micro -
transit services. The City’s Climate Action Plan identifies bike share implementation as
early as 2024 if such a program is determined to be feasible. Stakeholders who
participated in the Transit Innovation Study process overwhelmingly agreed that
enhanced service (i.e., running buses more often on popular fixed routes) is vital t o
increasing ridership.
With enhanced service often comes with increased operational, equipment, and supplies
costs and there are typically trade-offs between a transit program’s fixed route geographic
coverage and its headways. To overcome this challenge, the study recommends
implementing enhanced service levels on certain routes and providing alternative mobility
services such as on-demand micro-transit on other routes to offset those costs.
Transit Innovation Study Recommendations
The study’s recommendations summarized in Table 1 below are intended to enhance
mobility, restore ridership, and improve technology. The top five recommendations,
identified as High-Priority items, include enhancing fixed route services, pursuing an
open-loop payment system, and technological upgrades (new CAD/AVL system, auto
passenger counters, and real-time passenger information). Additional details about each
topic and evaluative criteria are available in the final draft of the report included in
Attachment B to this report.
Page 588 of 668
Item 7a
Table 1: SLO Transit Innovation Study Recommendations
# Recommendation Category Relevance
to SLO
Impact to
Ridership Timeframe Cost Priority
1 Enhanced Service on Fixed
Routes
Enhanced
Service High High Medium High HIGH
2 Pursue open-loop payments
through Cal-ITP
User
Experience High High Medium Medium HIGH
3 Replace CAD/AVL System on
Fixed-Route Vehicles
Critical
Tech High Low Short High HIGH
4
Upgrade Automatic Passenger
Counters on Fixed-Route
Vehicles
Critical
Tech High Low Short Medium HIGH
5 Enhance Real-Time Passenger
Information
User
Experience Medium High Short Medium HIGH
6 Replace and Improve Camera
Systems
Critical
Tech High Low Short Medium MEDIUM
7 Fare Changes for Students,
Seniors, Low-Income Riders
Fare
Programs High High Short Low MEDIUM
8 Explore Institutional Partnerships Fare
Programs Medium High Medium Low MEDIUM
9 Pursue Micro-Transit Mobility
Services
Enhanced
Service Medium High Long Medium MEDIUM
10 Expand Downtown Access
Program
Fare
Programs High Medium Short Low MEDIUM
11 Launch a Bikeshare Program Enhanced
Service Medium Low Short Low MEDIUM
12
Install Lighting, Shelters, and
Bike Parking at Applicable Bus
Stops
Shelter and
Streets Medium Medium Medium Medium MEDIUM
13 Establish a Mobility-as-a-Service
Platform
User
Experience Medium Medium Long High LOW
14 Investigate and Establish Mobility
Hubs
Shelter and
Streets Medium Medium Medium High LOW
15 Launch a Carshare Program Enhanced
Service Medium Low Medium Medium LOW
16 Implement a Transit Signal
Priority Strategy
Enhanced
Service Low Low Medium High LOW
17 Add Bus Bulb-outs Downtown Shelter and
Streets Medium Low Long Medium LOW
Implementing Transit Innovation Study Recommendations
Immediate Opportunities for Action
While most of the Transit Innovation Study recommendations can be integrated into the
Short Range Transit Plan (SRTP) that is currently underway and expected to be complete
Page 589 of 668
Item 7a
in Spring 2025, there are opportunities for the following four actions that can be addressed
administratively and immediately to boost ridership. These actions include:
1. Pursue open-loop payment system in coordination with RTA and with support from
the California Integrated Travel Project (Cal-ITP).
On June 7, 2022, Council adopted Resolution No. 11330 (2022 Series) authorizing
the Public Works Director to apply for future transit program funding opportunities
and to execute related documents. In October 2023, SLOCOG released a call for
projects for Transit and Intercity Rail Capital Program (TIRCP) and for Zero-
Emission Transit Capital Program (ZETCP) grant funding. As part of the call for
projects, SLOCOG submitted a request to fund a region-wide open-loop
contactless payment system.
On December 6, 2023, SLOCOG’s board approved the allocation of $2.6 million in
TIRCP funds for fiscal year 2024-25 to pursue region-wide coordination and
implementation of an open-loop contactless payment system. The allocation
package has been submitted to the issuing agency, California State Transportation
Agency (CalSTA), for review. If the package is considered complete and projects
are determined eligible for funding, then CalSTA will notify SLOCOG of the
approval and disbursement.
SLO Transit staff will then work SLOCOG, RTA, other providers, and Cal-ITP to
scope, procure, and implement the project. No changes to the Transit Fund will
need to occur since SLOCOG is the agency through which the open-loop payment
system project is funded.
2. Pursue grant funding opportunities for technological upgrades.
In November 2023, staff submitted projects to SLOCOG for funding through the
TIRCP and ZETCP programs. On December 6, 2023, SLOCOG’s board approved
the allocation of $880,000 in TIRCP funds for fiscal year 2024-25 for auto vehicle
locator system6 and for on-bus security camera system upgrade projects. Same
as the above project funding, the allocation package has been submitted to the
issuing agency, CalSTA, for review.
If funding is approved by CalSTA, then staff will present to Council an updated
Transit Fund forecast that includes revenue and associated capital project
expenses for these projects. Staff is still estimating costs to upgrade both systems
and may need to secure additional funding even if the TIRCP funding is awarded.
3. Expansion of fare options for K-12 students.
The Transit Innovation Study recommends expanding fare-free options for K-12
students beyond what is provided during summer months. Analyzing the potential
6Automated Vehicle Location (AVL) technology provides tools to track vehicle position at a predefined
interval and provides tools to manage operations in real-time from a centralized or remote-control center.
AVL technology serves as a core component to many other transit technology applications that rely on
vehicle location.
Page 590 of 668
Item 7a
impacts of such an expansion should be done in conjunction with the other fare
expansion options recommended in the study and will take significant staff time
and outreach since the cumulative effects of implementing discounted fare
programs could jeopardize SLO Transit’s ability to maintain its required 20%
minimum farebox recovery ratio7.
As an immediate solution to address the need for expanded student fare and pass
options, staff recommends Council adopt a Draft Resolution (Attachment A)
establishing a pilot program allowing SLO Transit to offer a discounted single-ride
fare and a discounted 15-ride pass for K-12 students effective February 1, 2024,
through June 5, 2025. During the 2022-23 fiscal year, trips using a 31-Day Student
Pass represented about one percent of all SLO Transit trips. However, it is not
known how many regular fares and pass trips are taken by K -12 students. If
adopted, staff will monitor monthly statistics to track the effects of the new fare and
pass options on ridership and revenue.
The recommendation is in line with correspondence received by the City from K -
12 parents requesting more student fare options beyond the discounted 31-day
pass. Expanding discounted fare and pass options for K -12 students increases
access to safe and affordable transportation. The new fare and pass rates may
also provide minor financial relief to parents who cannot afford the 31-day Student
pass currently offered by SLO Transit. It also exposes students to transit as a
viable transportation alternative. Table 2 lists the current and proposed fare and
pass type costs offered by SLO Transit.
Table 2: Proposed Expansion of SLO Transit Pass and Fare Options
Fare Type Current Rate Proposed Rate
Regular $1.50 $1.50
Student (K-12) N/A $1.00
Senior/Disabled $0.75 $0.75
Pass Type Current Rate Proposed Rate
31-Day Regular $40.00 $40.00
31-Day Student (K-12) $25.00 $25.00
31-Day Senior/Disabled $20.00 $20.00
16-Ride Regular $24.00 $24.00
15-Ride Student (K-12) N/A $15.00
15-Ride Senior/Disabled $11.25 $11.25
7-Day $15.00 $15.00
5-Day $12.00 $12.00
3-Day $7.00 $7.00
1-Day $3.25 $3.25
Regional Day Pass $5.50 $5.50
7The farebox recovery ratio is the percentage of total operating expense s that are made up by passenger
fares. The figure is calculated by dividing total passenger -fare revenue by total operating expenses. The
Federal Transit Administration (FTA) requires transit agencies that operate in Urbanized Zones to meet a
20% minimum farebox recovery ratio.
Page 591 of 668
Item 7a
The pilot program would allow sufficient time for an impact analysis of expanding
fare-free rides for K-12 students to be completed and presented to Council as part
of the 2025-27 Financial Plan.
4. Updates to the Downtown Access Pass (DAP) Program.
The Transit Innovation Study recommends policy changes to the DAP program to
simplify the enrollment and re-enrollment processes. Eliminating the 90-day re-
verification requirement and making this simply an annual renewal process could
facilitate participation and simplify program administration.
Instead of email, it is also recommended that users can enroll online by completing
an easy to access form, which could be made available by the City through the
Laserfiche platform. These policy changes can be done administratively and with
little impact on staff workload.
Other changes recommended like including regional services in the DAP program
and expanding boundaries for eligible participants will take more analysis that can
be accomplished through the Short-Range Transit Plan update process.
Integration into Short-Range Transit Plan
The Transit Innovation Study report recommendations will inform the SRTP development
process, which kicked-off October 3, 2023. One of the main deliverables of the SRTP is
a Transit Operations Plan and associated constrained budget for a five -year period
beginning in Fiscal Year (FY) 2026. Recommendations that are appropriate for inclusion
in the Transit Operations Plan include fixed-route service changes, analysis of micro-
mobility services, fare changes, and cost estimates for technological improvements. The
SRTP schedule has the Transit Operations Plan going before the necessary advisory
bodies, including City Council, between May and June 2024 for review and comment. A
final draft of the SRTP is scheduled to go before Council in Spring 2025 for consideration.
Study Session Feedback
Staff is interested in receiving feedback from Council on the recommendations in the final
draft of the report. Several questions are listed below to help facilitate the discussion.
1. Does Council agree with the prioritization of the recommendations?
a. If not, how should the recommendations be re-ordered to better address the
transit needs of the community?
2. Are there items not listed in the recommendations or considered as part of the
study that Council would like to see included in the final report?
3. Does Council agree with the implementation approach described above?
4. Which recommendations would Council like further analyzed through the Short -
Range Transit Plan update process?
Page 592 of 668
Item 7a
Previous Council Action
1. November 7, 2023 – Council continued the item to the January 23, 2024, meeting
after taking public comment. Since the November 7th meeting, staff has added
information regarding potential funding through the TIRCP and ZETCP programs
as well as added, for Council’s consideration, a draft Resolution approving a pilot
program expanding fare and pass options for K-12 students.
2. June 6, 2023 – Council adopted the 2023-25 Financial Plan which includes the
Climate Action Major City Goal.
3. February 21, 2023 – Council adopted the 2023 Access and Parking Management
Plan which serves as Parking Services’ guiding policy document and inc luded
recommendations that align with the City’s broader climate action goals and mode
split objectives.
4. December 13, 2022 – Council adopted the Climate Action Plan 2023-27 Work
Program which reaffirms the direction to achieve the mode split objectives by 2030
and directs staff to incorporate the Transit Innovation Study findings into the Short
Range Transit Plan update.
5. August 16, 2022 – Council received a report on the Transit Program Analysis and
gave strategic direction that the City will continue operating SLO Transit.
6. February 2, 2021 – Council adopted the Active Transportation Plan, which
identifies the close relationship between transit and active transportation in
achieving the City’s mobility goals.
7. August 18, 2020 – Council adopted the Climate Action Plan for Community
Recovery, which established 2030 as the new date for the City to achieve the
General Plan mode split objectives.
8. December 9, 2014 – Council adopted the Land Use and Circulation Elements of
the General Plan, which established the mode split objective of 12% of trips
occurring via transit.
Public Engagement
Throughout the development of the Transit Innovation Study, Transit staff and the
consultant, IBI Group, solicited feedback from internal and external stakeholders. Internal
stakeholders consisted of Transit staff, the Active Transportation Manager, and Office of
Sustainability staff. External stakeholders consisted of representatives from Cal Poly,
Downtown SLO, San Luis Obispo Chamber of Commerce, San Luis Obispo Regional
Transit Authority (RTA), San Luis Obispo Council of Governments (SLOCOG), Mass
Transportation Committee members, and Active Transportation Committee members.
IBI Group produced seven memos on topics ranging from existing conditions and needs
assessment to service enhancements evaluation. Between May and August of 2023
memos were sent to both internal and external stakeholders for review and comment.
The comments were then incorporated into their respective memos and compiled into a
Page 593 of 668
Item 7a
draft report. Staff completed an initial review of the draft report then scheduled a workshop
through which stakeholders would have an opportunity to review the recommendations
as presented by the consultant and to re-prioritize them based on their experiences of
transit in the City and beyond.
Stakeholder Workshop
On September 25, 2023, staff held a stakeholder workshop and invited those involved in
the memo review process as well as representatives from the City’s Community
Development Department, Ride-On Transportation, Cal Poly’s Associated Students, Inc.
(ASI), SLO Climate Coalition, YIMBY Action, and Diversity SLO. The two-hour workshop
included a breakout session based on participants’ areas of interests, a recommendation
prioritization exercise, and an open discussion about the applicability of the
recommendations to SLO Transit.
Staff used Slido during the workshop for participants to rank the draft recommendations
based on the effect of their ability to increase ridership. The top 5 priorities were
developed based on input from fourteen (14) of the participants. The clear number one
priority was Enhance Service on Fixed Routes which focuses on reducing headways by
adding trips to existing routes and exploring the need for new routes. The number two
priority was pursuing an open-loop payment system which would allow for greater
payment flexibility and reduce cash handling for operators. An open -loop payment system
would be pursued in coordination with RTA, so riders of both systems can use their
preferred payment option seamlessly across both transit services. Slido poll results are
included as Attachment C to this report.
Figure 3 - Slido Poll Results from Stakeholder Workshop
Page 594 of 668
Item 7a
On November 13, 2023, staff met with Laguna Middle School staff to discuss expanding
K-12 fare and pass options. School staff forwarded my contact information and the
proposed student pass and fare options to the school’s Parent Teacher Association (PTA)
and would provide information to parents who purchase 31-day student passes from the
school. As of the drafting of this report, no feedback was received as a result of the
outreach.
CONCURRENCE
The City’s Office of Sustainability and Natural Resources and the Active Transportation
Manager concur with the recommendations and priorities detailed within the Transit
Innovation Study report.
The draft Resolution approving a pilot program to expand fare and pass options for K -12
students was presented to the Mass Transportation Committee (MTC) at a regularly
schedule meeting on Wednesday, January 10, 2024. The MTC received staff’s
presentation of the item and recommended that City Council adopt the draft Resolution
approving the pilot program.
ENVIRONMENTAL REVIEW
The California Environmental Quality Act (CEQA) does not apply to the recommended
actions in this report, because the action does not constitute a “Project” under CEQA
Guidelines Section 15378. The Transit Innovation Study report and temporary expansion
of discounted fare and pass options are administrative activities of a governmental
agency that will not result in direct or indirect physical impacts on the environment . Future
projects, programs, and actions listed in the Transit Innovation Study report may be
subject to CEQA, per the normal environmental review process.
FISCAL IMPACT
Budgeted: Yes Budget Year: 2023-24
Funding Identified: Yes
Fiscal Analysis:
Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund
State
Federal
Fees
Transit Fund $ 0 $ 0 $ 0 $ 0
Total $ 0 $ 0 $ 0 $ 0
Page 595 of 668
Item 7a
There are no financial impacts directly associated with the receiving and filing of the
Transit Innovation Study final report. The Transit Innovation Study report update was
funded through the adoption of the 2021-23 Financial Plan. The initial budget was
$75,000 and IBI Group’s proposal came in at $74,805. The project is funded through the
Transit Fund’s Contract Services account.
Staff anticipates minimal impact on Transit Fund revenue resulting from the expansion of
student fare and pass options. Parents and students will likely continue to purchase the
31-day pass or purchase the proposed 15-ride pass as a more flexible option. The pilot
program period gives staff time to evaluate actual financial impacts and provide an
analysis to Council for their consideration.
Implementation of recommended action items detailed in the study is not covered in the
fiscal impact section of this report but will be analyzed and presented as individual actions
are taken to Council for review and approval.
ALTERNATIVES
1. Council could choose not to receive and file Transit Innovation Study. Staff does
not recommend this alternative because the report has been reviewed and updated
based on stakeholder input, includes prioritized recommendations to best reestablish
SLO Transit ridership, and will inform the Short Range Transit Plan.
2. Council could choose not to adopt the draft Resolution. Staff does not
recommend this alternative because expanding fare options is supported by the
Transit Innovation Study report and has been requested by parents of K -12 students.
ATTACHMENTS
A - Draft Resolution approving a pilot program expanding fare options for K-12 students
B - Transit Innovation Study Final Report Draft
C - Slido poll results from 9-25-2023 Stakeholder Workshop
Page 596 of 668
R ______
RESOLUTION NO. _____ (2024 SERIES)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, APPROVING A PILOT PROGRAM EXPANDING
FARE OPTIONS FOR K-12 STUDENTS FOR SAN LUIS OBISPO (SLO)
TRANSIT
WHEREAS, cash fares and prepaid pass options for SLO Transit have not
changed since April 2017; and
WHEREAS, SLO Transit only offers a discounted 31 -Day pass for K-12 students
as well as fare free rides during summer months in coordination with other transit
providers throughout the region; and
WHEREAS, the City recently completed a Transit Innovation Study which
recommends providing more accessible fare options for students by expanding fare free
rides for K-12 students beyond the summer months; and
WHEREAS, analyzing potential impacts of expanding fare free rides for K -12
students will take significant staff time and outreach since it could jeopardize SLO
Transit’s ability to maintain its required 20% minimum farebox recovery ratio; and
WHEREAS, since September 2023, the City has received correspondence from
parents of K-12 students requesting expanded fare and pass options beyond the 31-Day
pass similar to those offered by SLO Transit for senior and disabled riders; and
WHEREAS, as an immediate solution to addressing the need for expanded
student fare and pass options, staff recommends establishing a pilot program allowing
SLO Transit to offer a discounted single ride fare and a discounted 15 -Ride pass for K-
12 students at the rates shown in Exhibit A effective February 1, 2024, through June 5,
2025; and
WHEREAS, the pilot program would allow sufficient time for an impact analysis of
expanding fare free rides for K-12 students to be completed and presented to Council as
part of the 2025-27 Financial Plan; and
WHEREAS, offering expanded fare and pass options increases access to
affordable transportation for K-12 students and provides minor financial relief to parents
while also increasing local transit ridership; and
WHEREAS, at a regularly scheduled meeting on January 10, 2024, the Mass
Transportation Committee considered the proposed changes to SLO Transit’s rate
structure and made a recommendation that Council adopt the Draft Resolution; and
WHEREAS, at its regular meeting on January 23, 2024, the City Council
considered the proposed changes to SLO Transit’s rate structure.
Page 597 of 668
Resolution No. _____ (2024 Series) Page 2
R ______
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of San Luis
Obispo that the recitals stated above are true and correct and that SLO Transit’s fare rate
structure is hereby adopted as set forth in and incorporated herein as Exhibit A.
Upon motion of Council Member ___________, seconded by Council Member
___________, and on the following roll call vote:
AYES:
NOES:
ABSENT:
The foregoing resolution was adopted this _____ day of _______________ 20 24.
___________________________
Mayor Erica A. Stewart
ATTEST:
______________________
Teresa Purrington
City Clerk
APPROVED AS TO FORM:
______________________
J. Christine Dietrick
City Attorney
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the
City of San Luis Obispo, California, on ______________________.
___________________________
Teresa Purrington
City Clerk
Page 598 of 668
Resolution No. _____ (2024 Series) Page 3
R ______
EXHIBIT A
Fare Type Current Rate Proposed Rate
Regular $1.50 $1.50
Student (K-12) N/A $1.00
Senior/Disabled $0.75 $0.75
Pass Type Current Rate Proposed Rate
31-Day Regular $40.00 $40.00
31-Day Student (K-12) $25.00 $25.00
31-Day Senior/Disabled $20.00 $20.00
16-Ride Regular $24.00 $24.00
15-Ride Student (K-12) N/A $15.00
15-Ride Senior/Disabled $11.25 $11.25
7-Day $15.00 $15.00
5-Day $12.00 $12.00
3-Day $7.00 $7.00
1-Day $3.25 $3.25
Regional Day Pass $5.50 $5.50
Effective February 1, 2024, through June 5, 2025, unless
otherwise further modified by adopted Resolution
Page 599 of 668
Page 600 of 668
Final Report
SLO Transit Innovations Study
Prepared for SLO Transit
by Arcadis IBI Group
Page 601 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY SLO TRANSIT INNOVATIONS STUDY
Prepared for SLO Transit
Document Control Page
CLIENT: SLO Transit
PROJECT NAME:
REPORT TITLE: SLO Transit Innovations Study
IBI REFERENCE:
VERSION:
DIGITAL MASTER:
ORIGINATOR: Josh Albertson, Brady Vanlo, Steve Wilks , Debjit Banerjee
REVIEWER: Nihit Jain
AUTHORIZATION: Santosh Mishra
CIRCULATION LIST:
HISTORY: V3.0 October 30, 2023
Page 602 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATIONS STUDY
Prepared for SLO Transit
Table of Contents
i
Executive Summary ...................................................................................................................... 1
Introduction ................................................................................................................................... 6
1 Background ......................................................................................................................... 7
2 Existing Conditions and Needs Assessment .................................................................. 9
2.1 Stakeholders ............................................................................................................ 9
2.2 Existing Systems ...................................................................................................... 9
3 On-Board Technology Upgrades for Ongoing Operations .......................................... 12
3.1 CAD/AVL System Replacement ............................................................................ 12
3.2 APC Replacement ................................................................................................. 13
3.3 Improved Camera Systems ................................................................................... 14
4 Technologies that Improve Riders’ User Experience ................................................... 16
4.1 Enhanced Real-Time Passenger Information Systems ......................................... 16
4.2 Open Loop Payments ............................................................................................ 18
4.3 MaaS Platform ....................................................................................................... 18
5 Fare Program Updates to Increase Transit Accessibility ............................................. 20
5.1 Fare Changes for Student, Senior, and Low-Income Riders ................................. 21
5.2 Institutional Program Recommendations ............................................................... 22
5.3 Downtown Access Passes ..................................................................................... 23
6 Bus Shelter and Street Improvements for Rider Safety and Comfort ......................... 26
6.1 Update Bus Stop Amenity Inventory ...................................................................... 26
6.2 Lighting Improvements ........................................................................................... 28
6.3 Shelter Improvements ............................................................................................ 28
6.4 Bike Parking ........................................................................................................... 29
6.5 Mobility Hubs ......................................................................................................... 32
6.6 Bus Bulb Outs ........................................................................................................ 33
7 Service Enhancements .................................................................................................... 35
Page 603 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATIONS STUDY
Prepared for SLO Transit
Table of Contents (continued)
ii
7.1 Enhanced Service on Fixed Routes ...................................................................... 35
7.2 Pursue Microtransit Mobility Services .................................................................... 38
7.3 Implement Bikeshare Program .............................................................................. 38
7.4 Implement Carshare Program ............................................................................... 39
7.5 Implement a Transit Signal Priority Strategy ......................................................... 40
8 Summary............................................................................................................................ 43
8.1 Recommendations ................................................................................................. 43
8.2 Funding Sources .................................................................................................... 45
Appendix A – Existing Systems ................................................................................................ 48
Appendix B – Needs Assessment ............................................................................................. 52
TABLES
Table 1: SLO Transit Innovations Study Recommendations ............................................... 5
Table 2: Recommendations related to Improvements to On -Board Technology .............. 12
Table 3: Recommendations Related to Innovative Mobility Concepts .............................. 16
Table 4: Recommendations Related to Fare Policies and Programs ................................ 20
Table 5: SLO Transit Fare Programs ................................................................................. 20
Table 6: SLO Transit Fare Categories ............................................................................... 21
Table 7: Recommendations Related to Bus Stop Enhancements ..................................... 26
Table 8: Recommendations Related to Service Enhancements ....................................... 35
Table 9: Recommendations for SLO Transit ..................................................................... 44
Table 10: FTA Grant Opportunities .................................................................................... 47
Table 11: Systems Inventory ............................................................................................. 49
Table 12: SLO Transit Needs ............................................................................................ 53
FIGURES
Figure 1. SLO Transit Service Map ...................................................................................... 8
Figure 2: SLO Transit Existing Systems ............................................................................ 11
Page 604 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATIONS STUDY
Prepared for SLO Transit
Table of Contents (continued)
iii
Figure 3. An example of an RTPI sign at a Massachusetts Bay Transportation Authority
(MBTA) Implementation Bus Stop ................................................................... 17
Figure 4: Levels of MaaS ................................................................................................... 19
Figure 5: Downtown Access Pass Program Boundaries .................................................. 24
Figure 6: Downtown SLO Transit Center ........................................................................... 27
Figure 7: Orcutt at Laurel Bus Stop ................................................................................... 27
Figure 8: South at Parker (E) Bus Stop ............................................................................. 29
Figure 9: Bike racks at Chorro and Monterey St ................................................................ 30
Figure 10: CalPoly Bike Lockers Located on Village Dr. ................................................... 31
Figure 11: Mobility Hub Example (Source: SANDAG) ....................................................... 33
Figure 12: Bus Bulb Outs (Source: NACTO) ..................................................................... 34
Page 605 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
1
Executive Summary
The Transit Innovations Study presents the City of San Luis Obispo with a unique opportunity
to reimagine SLO Transit. In 2020, the City set an ambitious mode-split objective target for
12% of trips to occur on transit by 2035, while it simultaneously experienced a dramatic decline
in transit ridership due to the COVID-19 pandemic. SLO Transit needs to provide the
community with approximately 500,000 additional trips every year to return to pre-pandemic
levels when the mode split objective was established. This bold and ambitious commitment to
increasing transit ridership necessitates moving beyond incremental change and investing in
transformative solutions.
Transportation is the largest source of the City’s climate emissions, and transit is a key lever
to reduce emissions. The City also recognizes that public transit is more than a climate solution
– it is equally a housing, parking, equity, and inclusivity solution. As the construction of new
subdivisions comes to a close, the City will increasingly rely on infill development to keep pace
with housing demand. As new housing increases the density of existing neighborhoods, SLO
Transit can alleviate parking concerns while providing an affordable mobility option for a
growing community of people that work, live, and play in San Luis Obispo.
This opportunity to bolster and improve SLO Transit is strengthened by the City’s recent
staffing and organizational changes. San Luis Obispo’s new Mobility Services Division brings
together Transit, Active Transportation, and Parking Services to allow greater coordination
between all forms of mobility the City oversees including pedestrian, bike, car, and transit. This
staffing change reflects the fact that transit can’t succeed by itself. SLO Transit’s future
depends on complementary first-last mile connections and innovative mobility services that
give SLO community members the confidence to leave their cars at home or become single-
car households.
The City has also recently affirmed that operating an independent transit service provides
unique benefits and tangible value to the community. The Transit Program Analysis findings
supplied evidence in support of maintaining an independent SLO Transit, alongside
recommendations to partner with San Luis Obispo Regional Transportation Authority to
implement certain solutions at a regional scale. As the majority of transportation trips in San
Luis Obispo start or end outside of the City, pursuing thoughtful regional solutions that make it
easy to transfer between transit providers is key.
This Transit Innovations Study builds on these findings and recommends and prioritizes
innovations including critical technology upgrades for ongoing operations; technologies that
improve riders’ user experience; fare program updates for low-income, senior, and youth
populations; enhanced fixed-route service and complementary alternative mobility services,
and bus shelter and street improvements for rider safety and comfort. The City has never been
more ready to offer community members integrated multi-modal transportation options, new
ideas, and transformative solutions as it works steadfast to reach its 12% transit mode split
target over the next twelve years.
Page 606 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
2
SLO Transit Innovations Study
This SLO Transit Innovations Study evaluates opportunities for innovative technology and new
mobility services to support the City’s current transit network and help the City achieve its
established mode shift goals of 12% transit trips, 20% bicycle trips, and 18% of trips via
walking, carpools, and other forms by 2035.
The study aims to put forth actionable recommendations to improve fixed-route transit service,
explore alternative service modes, and broadly enhance transit as a viable alternative to private
automobile travel. By further investigating and implementing the new technologies and mobility
strategies, the SLO Transit Innovations Study strives to improve current transit operations and
restore ridership while also taking steps to enhance transit's potential to achieve diversity,
equity, and inclusion goals through affordable and dependable mobility options.
The SLO Transit Innovations Study, led by the external consultant IBI Group, provides
actionable recommendations that relate to transit and other innovative mobility concepts.
These recommendations were developed in response to needs identified by internal and
external transit staff and key stakeholders and were subsequently vetted and prioritized in a
stakeholder workshop. Ultimately, the study’s recommendations will be pursued through the
2024-25 Supplemental Budget, upcoming Short-Range Transit Plan update, and future
updates to the Climate Action Plan, Active Transportation Plan, and other applicable plans.
Innovations Evaluated by the Transit Innovation Study
In total, the study recommends 19 transit innovations for SLO Transit’s consideration, which
are categorized into the five themes below.
On-Board Technology Upgrades for Ongoing Operations
The first category “Critical Technology” includes upgrades that support ongoing operations
such as replacing computer-aided dispatch and automated vehicle locater systems
(CAD/AVL), upgrading automatic passenger counters, and replacing and improving camera
systems on fixed-route vehicles. Key stakeholders agreed these upgrades are necessary for
successful ongoing transit operations.
Page 607 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
3
Technologies that Improve Riders’ User Experience
The second category “User Experience” houses technology advancements that improve riders’
user experience. These technologies consist of the enhancement of real-time passenger
information, pursuing open loop payments through California Integrated Travel Project (Cal-
ITP), and establishing a Mobility-as-a-Service platform. An open-loop payment system—an
on-board technology that enables riders to pay for the bus via credit card or a transit card—
would reduce friction in the payment process and ensure that SLO Transit is accessible to the
next generation of younger transit users. Internal and external stakeholders agree that an open
loop payment system is best pursued at a regional level in coordination with San Luis Obispo
Regional Transit Authority (RTA), and that it should make it easy for low-income verified transit
users to access reduced fares.
Fare Program Updates to Increase Transit Opportunities
The “Fare Programs” category incorporates fare program updates that increase transit
accessibility. Ideas such as expanding the downtown access program, implementing fare
changes for students, seniors, and low-income riders, and exploring institutional partnerships
were grouped into this bucket. These fare program updates would enable SLO Transit to
become more convenient and affordable to key constituencies while also better connecting the
City’s suburbs to the downtown core. Key partnerships with RTA, Cal Poly, school districts,
hospitality businesses, and developers are crucial to getting more riders on regional transit. In
all cases, fare program updates must be paired with robust communications and marketing
efforts to ensure that residents and commuters are aware of the program/s and how to
participate.
Bus Shelter and Street Improvements for Rider Safety and Comfort
The final category “Shelters and Streets” covers physical improvements to the bus stops
themselves such as improved lighting, improved shelters, and sufficient bike parking. It also
touches on constructing mobility hubs to promote bus rider transfers to different mobility
options at strategic stops, and constructing bus bulb-outs at downtown stops to increase safety
and reduce bus travel time. Contributors to the workshop agreed that creating a safe,
comfortable, and secure environment was important to increasing ridership. Stakeholders
emphasized the importance of using a standardized design language and creating an ongoing
maintenance plan for this solution category.
Enhanced Service and Alternate Transit Options
The “Enhanced Service” category focused on improvements to SLO Transit’s fixed route
service as well as the addition of new alternative mobility options that could be operated by
SLO Transit or third parties. This category includes service enhancements that decrease
headways, launching car and bike share programs, and offering micro-transit services.
Stakeholders who participated in the Transit Innovation Study process overwhelmingly agreed
that enhanced service (i.e., running buses more often on popular fixed routes) is vital to
increasing ridership. As enhanced service often comes with a high price tag and staffing
burdens, there are typically trade-offs between a transit program’s fixed route geographic
coverage and its headways. To overcome this challenge, the study recommends implementing
enhanced service on certain routes with reduced coverage in other areas, as long as
alternative mobility services (i.e., on-demand micro-transit) are introduced provide a feasible
alternative for existing SLO Transit riders.
Page 608 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
4
Transit Innovation Study Recommendations
The study’s recommendations summarized in the table below aim to address SLO Transit
needs and further its goals of enhancing mobility, restoring ridership, and improving
technology. Each of the columns and the values displayed are described in more detail
throughout the report.
Relevance to SLO
This column evaluates the degree to which the respective solution maps to the needs of SLO
Transit and the City. Through extensive conversations with SLO Transit staff, City staff, and
stakeholders this categorization was developed and updated throughout the project to
characterize the interests of the community and of the organization relating to a given solution.
‘High’ relevance reflects a solution that directly maps to a need identified through the needs
assessment and that received high interest throughout the project. ‘Medium’ directly maps to
a lower priority need or high need and received moderate interest. ‘Low’ relevance solutions
generally reflect emerging trends that may address some needs for SLO Transit but received
lesser interest.
Impact to Ridership
Some recommendations will help directly restore ridership or aim to improve transit reliability
so as to expand ridership. These are coded as ‘High’ impact. ‘Medium’ impact
recommendations should help improve ridership but are expected to be less impactful than
high-ridership impact solutions. Other recommendations are internal planning efforts or
operational improvements that will help SLO Transit maintain service levels and efficient
operations but may not directly impact ridership. These are coded as ‘Low’ impact.
Timeframe
Recommendations are sorted into projects that can likely be completed in the short -term (1-2
years), medium term (2-3 years), or long-term (3+ years).
Cost
In line with purchasing policies from the City of San Luis Obispo, recommendations may be
considered low, medium, or high cost. Low-cost recommendations are Tier 1 purchases
(<$10,000 for professional services or <$15,000 for capital projects). Medium-cost
recommendations are Tier 2 or 3 purchases ($10,000-$70,000 for professional services or
$15,000-$200,000 for capital projects). High-cost recommendations are Tier 4 and above
purchases (<$70,000 for professional services or >$200,000 for capital projects).
Priority
This column provides an overall summary priority level considering stakeholder feedback and
all other factors presented in this table. ‘High’ priority items are recommended to be integrated
into near term policy, budgetary, and programmatic decisions, and thereby initiated within the
next 6-12 months. ‘Medium’ priority items are targeted to begin in 12-24 months. ‘Low’ priority
items, while still worth pursuing, have dependencies or other long range planning efforts that
make those efforts more realistic to be pursued in 24+ months. Priority is distinct from
‘Timeframe’ which only provides guidance on how long each effort may take to complete.
Page 609 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
5
Table 1: SLO Transit Innovations Study Recommendations
# Recommendation Category Relevance
to SLO
Impact to
Ridership Timeframe Cost Priority
1 Enhanced Service on Fixed Routes Enhanced
Service High High Medium High HIGH
2 Pursue open loop payments through
Cal-ITP
User
Experience High High Medium Medium HIGH
3 Replace CAD/AVL System on Fixed-
Route Vehicles
Critical
Tech High Low Short High HIGH
4 Upgrade Automatic Passenger
Counters on Fixed-Route Vehicles
Critical
Tech High Low Short Medium HIGH
5 Enhance Real-Time Passenger
Information
User
Experience Medium High Short Medium HIGH
6 Replace and Improve Camera
Systems
Critical
Tech High Low Short Medium MEDIUM
7 Fare Changes for Students, Seniors,
Low-Income Riders
Fare
Programs High High Short Low MEDIUM
8 Explore Institutional Partnerships Fare
Programs Medium High Medium Low MEDIUM
9 Pursue Micro-Transit Mobility
Services
Enhanced
Service Medium High Long Medium MEDIUM
10 Expand Downtown Access Program Fare
Programs High Medium Short Low MEDIUM
11 Launch a Bikeshare Program Enhanced
Service Medium Low Short Low MEDIUM
12 Install Lighting, Shelters, and Bike
Parking at Applicable Bus Stops
Shelter and
Streets Medium Medium Medium Medium MEDIUM
13 Establish a Mobility-as-a-Service
Platform
User
Experience Medium Medium Long High LOW
14 Investigate and Establish Mobility
Hubs
Shelter and
Streets Medium Medium Medium High LOW
15 Launch a Carshare Program Enhanced
Service Medium Low Medium Medium LOW
16 Implement a Transit Signal Priority
Strategy
Enhanced
Service Low Low Medium High LOW
17 Add Bus Bulb-outs Downtown Shelter and
Streets Medium Low Long Medium LOW
Page 610 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
6
Introduction
The Transit Innovation Study evaluates opportunities for new technology and new delivery
modes that will support the City’s current transit network and help achieve its established mode
shift goals of 12% transit trips, 20% bicycle trips, and 18% of trips via walking, carpools, and
other forms by 2035. These goals emphasize the need to bolster transit and other active
transportation modes as viable alternatives to the private automobile. Historically, SLO Transit
has been largely focused on traditional fixed-route bus service. This study will lend insight into
new technologies and innovations to improve fixed-route service as well as innovative transit
concepts related to micro-transit, micro-mobility, fare structures, and more.
By further investigating and implementing the new technologies and mobility strategies
discussed in this plan, SLO Transit strives to improve current transit operations and restore
ridership while also taking steps to enhance transit's potential to achieve diversity, equity, and
inclusion goals through affordable and dependable mobility options.
The Transit Innovation Study is informed by and helps support the City’s many existing
planning documents, including the:
o Land Use Element of the General Plan which represents a generalized blueprint for
the future of the City of San Luis Obispo by setting forth a pattern for the development
of land within the City’s planning area.
o Circulation Element of the General Plan which aims to recognize implications of land
use policy on all modes of movement and establishes mode shift goals, policies,
standards, and implementation measures that work with the Land Use Element
update and address both existing and potential circulation opportunities and
deficiencies.
o Active Transportation Plan which sets forth goals for San Luis Obispo to become an
active transportation friendly city where people of all ages, incomes, backgrounds
and ability levels have access to sustainable transportation options that are healthy,
comfortable, convenient and affordable.
o Access and Parking Management Plan which provides context on commuter
transportation and identifies opportunities to improve parking policies and strategies
in an effort to encourage more sustainable modes of transportation.
o Climate Action Plan which establishes a Council adopted community-wide goal of
carbon neutrality by 2035 with an objective to achieve the mode split objective of 7%
transit use by 2030 and 12% transit use by 2035.
The Transit Innovation Study provides actionable recommendations that relate to transit and
other innovative mobility concepts for possible inclusion in the 2024-25 Supplemental Budget,
and future updates to the Climate Action Plan, Short-Range Transit Plan, Active Transportation
Plan, and other future applicable plan updates. The Transit Innovation Study also strives to
address diversity, equity, and inclusion goals through affordable and dependable mobility
options.
Page 611 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
7
1 Background
San Luis Obispo (SLO) Transit is a municipal system administered through the City’s Public
Works Department. SLO Transit plays a crucial role in providing safe transportation options for
students at the California Polytechnic State University (Cal Poly), residents, local employees,
and visitors. SLO Transit works with other departments within the City for ongoing planning
and improvement of mobility services in the region.
In addition, SLO also works with the San Luis Obispo Council of Governments (SLOCOG)
which serves as the Regional Transportation Planning Agency (RTPA) and Metropolitan
Transportation Organization (MPO) for the County as well as San Luis Obispo Regional Transit
Authority (RTA) which operates the regional fixed-route and paratransit services. SLO Transit
contracts its operations for the provision of drivers, dispatching, road supervision, and
maintenance. Transdev (formerly First Transit) is the City’s current contractor.
The program’s services are provided via the City’s Transit Fund, which is made up of federal
funding, state funding, and local revenue. Like many agencies, ridership and farebox revenue
for SLO Transit have decreased since the COVID-19 pandemic. Restoring ridership numbers
to pre-pandemic levels remains a top priority for SLO Transit.
Currently, the transit program has eight fixed routes operating throughout the downtown and
surrounding area and maintains the following capital assets:
• 17 revenue vehicles and 2 support vehicles
• Operations and maintenance facility
• Bus wash system
• Transit center with sawtooth bays and four deluxe shelters
• 165 bus stops
In addition to SLO Transit, the City is serviced by the San Luis Obispo Regional Transit
Authority (RTA). RTA provides intercommunity public transportation. RTA’s service area
includes all of San Luis Obispo County and extends into Santa Barbara County to the south.
RTA provides regional fixed-route service and Americans with Disabilities Act (ADA)
complementary paratransit service (Runabout) for RTA fixed-route as well as SLO Transit
routes.
Page 612 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
8
Figure 1. SLO Transit Service Map
Page 613 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
9
2 Existing Conditions and Needs Assessment
This section outlines the current technologies utilized by SLO Transit for operations and
administration as well as the technologies used by drivers and riders on-board. In addition, a
needs assessment was conducted to analyze the current state of SLO Transit’s fixed-route
transit technology and the needs that stem from those systems and related systems. It is
important to note that the list of needs developed for this plan, while critical to this effort, are
not exhaustive. Other needs identified in previous planning documents were considered in
creating recommendations. These included:
• Achieving mode split of 7% transit use by 2030 in pursuit of carbon neutrality, as outlined
in the Climate Action Plan and Short-Range Transportation Plan
• Reducing emissions through improving active transportation offerings and amenities
such as additional bike parking, as discussed in the Active Transportation Plan
• Easing the cost of transportation for low-income individuals, as described in the Access
and Parking Management Plan
• Need to reduce headways and improve on-time performance as identified in the Short-
Range Transportation Plan.
2.1 Stakeholders
To document existing systems and assemble a list of needs, virtual meetings were conducted
in January and February 2023 with City of San Luis Obispo staff and contracted staff, who
handle operations and maintenance on behalf of SLO Transit. These meetings included
discussions with key personnel and departments including transit planning, operations,
maintenance, administration, active transportation, sustainability, and finance.
Once the SLO Transit assembled the list of needs, it shared this list with relevant external
stakeholders including Mass Transportation Committee (MTC) members, Downtown SLO,
SLOCOG, the Chamber of Commerce, and RTA. These organizations continued to share
feedback and were involved throughout the remainder of the project as well.
2.2 Existing Systems
The technologies relevant to SLO Transit operations can be grouped into the following
categories:
• Onboard: Refers to technology systems installed onboard SLO’s bus fleet. These
systems often interface with the central systems through cellular data communications,
radio communications, or satellite.
• Central: Refers to systems that are installed for SLO operations, maintenance, and
planning. This includes central automatic vehicle location (AVL) components as well
as farebox software, camera software and maintenance management systems.
• Garage: Refers to systems that are installed at SLO’s garages and in the yard. These
systems are often interfaced with the central systems through a direct wired network
connection, and with onboard systems through wireless data communications access
Page 614 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
10
points. This includes diagnostic software and electric charging components for battery
electric buses (BEBs).
• Public Systems: Public-facing systems are closely integrated with central systems but
disseminate information to the public via the Internet using an external customer
interface (e.g., SLO Transit website or third-party applications). These systems are
accessible outside the firewall to protect the central systems from external network
threats.
A high-level system interconnect diagram is provided in Figure 2 to show relationship
between various systems and technologies. Appendix A provides an inventory of these
existing systems and more details as to their function in the current transit environment.
Page 615 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
11
Figure 2: SLO Transit Existing Systems
Page 616 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
12
3 On-Board Technology Upgrades for Ongoing Operations
Technologies impact every aspect of fixed-route services including planning, schedule
development, operations, maintenance, revenue management, providing timely information to
customers, and many others. In conjunction with the SLO Transit needs found in Section 2, an
industry scan of relevant transit technologies was prepared to help inform the possibilities SLO
Transit could pursue to improve operations.
Of the twelve technologies discussed in the industry scan, three solutions were identified as
particularly relevant to SLO Transit needs and priorities. These on-board technology
improvements are critical for maintaining ongoing fixed-route services and are notable pain
points for SLO Transit; unreliable vehicle location data, inconsistent passenger counts, and
aging camera systems place the agency at a disadvantage when it comes to maintaining
operations. This section provides a summary of three on-board technology solutions, their
relevance to SLO operations, and an estimate of costs involved with procuring each
technology.
Table 2: Recommendations related to Improvements to On-Board Technology
# Recommendation Relevance
to SLO
Impact to
Ridership Timeframe Cost Priority
3
Replace CAD/AVL
System on Fixed-Route
Vehicles
High Low Short High HIGH
4
Upgrade Automatic
Passenger Counters on
Fixed-Route Vehicles
High Low Short Medium HIGH
6 Replace and Improve
Camera Systems High Low Short Medium MEDIUM
3.1 CAD/AVL System Replacement
Computer Aided Dispatch/Automated Vehicle Location (CAD/AVL) technology provides tools
to track vehicle position at a predefined interval and provides tools to manage operations in
real-time from a centralized or remote-control center. CAD tools provide the capabilities to
communicate with drivers, monitor route and schedule adherence and respond to
events/incidents. AVL technology serves as a core component to many other transit
technology applications that rely on vehicle location (e.g., real-time passenger information
signage and on-board next stop announcements).
CAD/AVL systems also provide data for offline reporting and analyses. The system includes
mobile data computer (MDC) on vehicles that are equipped with schedule data and
communicate with a central control software in real-time.
Many CAD/AVL systems designed for fixed-route transit are feature-rich and boast
comprehensive integration with other transit systems (such as APCs, Headsigns, etc.).
However, there are also CAD/AVL Lite systems that can be cheaper and focus primarily on
vehicle tracking and microtransit capabilities. On-board features typically include GPS antenna
Page 617 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
13
and receiver, on-board computer, mobile data terminal, and radio or cellular data
communications modem. Software is typically cloud-based and allows for operation on a
variety of central-end hardware.
Based on SLO Transit operational needs as shown in Figure 2, SLO Transit’s current CAD/AVL
system is not functioning properly and lacks many of the features critical for fixed-route
operations. Operations staff reported instances of the current system glitching and freezing,
and difficulties performing reporting. Staff also identified issues with incorrect vehicle locations
appearing on the SLO Transit app and vehicle estimated time of arrival (ETAs) not always
being correct.
Because the CAD/AVL system interfaces with critical components such as real-time passenger
information signs at SLO Transit Center, the SLO Transit application, and annunciators on
board, it means that sometimes, incorrect location data from the CAD/AVL system is being
shared, which affects the arrival times and stop announcements that riders see and hear when
using the bus. This has a direct impact on rider experience and impacts evaluations of the
system.
The replacement of the CAD/AVL system is a high priority recommendation that addresses
needs for improved dispatch, administration reporting, and customer service operations.
Despite limited impacts to ridership directly, the project team determined this solution directly
addresses a critical need relating to unreliable information and dysfunctional technology, and
that such a solution would greatly benefit current and future SLO Transit riders.
3.1.1 Cost
For the traditional CAD/AVL systems which would be recommended for fixed-route vehicles,
the major cost components are divided across three categories: central systems, onboard
systems and project implementation and testing. The cost for CAD/AVL systems is dependent
on the included features and functionality but is typically in the range of $15,000-$20,000 per
vehicle for onboard systems and $500,000-$1,500,000 for central software and systems, plus
10-20% of the total amount for project management, testing, documentation and training. In
addition, ongoing warranty and support costs can be significant, ranging from 10-20% of the
total project hardware, software, and implementation cost on an annual basis.
Total costs for a project of this size for SLO Transit could be on the lower side, depending on
the features included. For a fleet of SLO Transit’s size, an improved CAD/AVL system would
likely be in the range of $300,000-$500,000.
3.2 APC Replacement
Automated Passenger Counters (APCs) are useful tools for system planning, performance
monitoring and reporting. APCs provide detailed boarding and alighting information at each
doorway for each stop and time along a route. Data on passenger volumes and stop-level
passenger activity can be used to plan route changes, service level adjustments and
investments in bus stop amenities. APC technology consists of sensors located on the bus
(door-mounted or overhead) along with controllers and a central software that collects and
process the data.
Page 618 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
14
APC software can either be a stand-alone system or it can be integrated into a CAD/AVL on-
board computer. APC systems can provide real-time capacity data (through CAD/AVL system)
or provide data for offline analysis after download and post-processing. An integrated system
reduces additional post processing and allows for a single data repository.
SLO Transit’s existing APC system is run through the AVL system. It was installed on most of
the buses, but they have not worked as intended since installation. Because the APC system
directly estimates ridership, an improved APC system can provide 100% passenger mile data
for annual NTD reporting, which would eliminate need for extensive sampling and help improve
accuracy. This also directly impacts funding the agency may receive. It also impacts planning
efforts related to increasing ridership as it provides a helpful gauge of system performance.
3.2.1 Cost
APC system costs for onboard APC equipment range from $2,000 to $3,500 per vehicle for 2
door vehicles. APC software costs range from $10,000-$15,000 for software that does not
post-process counts to $50,000-$100,000 for software that does complex post-processing and
generates multiple reports and visual dashboards.
Total costs for SLO Transit would be near $75,000 for a system that does not perform post
processing, or $125,000 for a system that does include those functions.
3.3 Improved Camera Systems
Video surveillance is often used to ensure safety and deter theft or violence on vehicles.
Camera technology can also allow agencies to perform additional functions such as automatic
bus lane enforcement, passenger count, and incidence management. This can include
cameras (either IP or analog), a digital/network video recorder (DVR, NVR), a router or WLAN
to connect to a central system.
SLO Transit vehicles have two different camera systems. Most vehicles have older SEON
systems, while 3 buses have more modern cameras that interface with CAD/AVL software.
The two different systems result in procedural inconsistencies for data backup and incident
reporting. In addition, some of the equipment is older and becoming outdated.
Because of the inconsistent and aging systems, incidents that occur onboard are often
reviewed through DriveCam, which is reliable but only captures one angle and is not useful for
incidents that occur on the side of the bus. An improved camera system could allow SLO
Transit to capture multiple angles for incident reporting, allow for wireless transfer of data, and
standardize processes. The City would also benefit from ensuring WLAN functionality on new
buses for ease of data transfer in the future. Improved camera capabilities are considered a
short-term and high-need issue for safety and security purposes.
3.3.1 Cost
Costs for camera systems are largely contingent on the resolution of data capture and number
of cameras installed within a vehicle. For a typical 40-foot vehicle for a fleet of SLO Transit’s
size, the costs are as follows:
• On-Board Equipment and Installation:
Page 619 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
15
o Hardware: $3,000-$8,000 per vehicle
o Integration with other systems, including emergency alarm and CAD/AVL for login
information tagging: $10,000 - $25,000, based on previous experience
integrating.
• Camera system software:
o $50,000-$200,000 for implementation, software, documentation, training, and
testing.
o $20,000-$100,000 per year for ongoing support (the higher end assumes hosted
software and data storage)
This would put total costs for a project of this size in the range of $150,000 to $200,000 for all
materials, software, and installation on 17 vehicles. This would not include ongoing storage
costs.
Page 620 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
16
4 Technologies that Improve Riders’ User Experience
When community members ride on SLO Transit, they use technology to find out when the bus
is coming, where they should wait, and to pay for their fare. As smartphone technology
becomes increasingly ubiquitous, SLO Transit has an opportunity to invest in technology that
reduces friction and increases convenience for bus riders. The user-facing technology
improvements recommended in this section are vital to operating a convenient transit system,
winning over the next generation of San Luis Obispo’s transit users, and seamlessly provide
discounted passes and reduced costs for low-income riders and other eligible community
members.
While SLO Transit riders would benefit from any improvements in payment, real-time
passenger information, and other trip planning technologies, this study recommends pursuing
user-facing technology improvements at a regional scale and in close collaboration with
community partners and key stakeholders including SLORTA, SLOCOG, Cal Poly, and social
services providers that manage income-verified programs in the community.
Table 3: Recommendations Related to Innovative Mobility Concepts
# Recommendation Relevance
to SLO
Impact to
Ridership Timeframe Cost Priority
2 Pursue open loop payments through Cal-
ITP, in coordination with RTA High High Medium Medium HIGH
3 Enhance Real-Time Passenger
Information Medium High Short Medium HIGH
13 Establish a Mobility-as-a-Service Platform Medium Medium Long High LOW
4.1 Enhanced Real-Time Passenger Information Systems
Real-Time Passenger Information Systems (RTPI) provide customers with information about
the nature and status of transportation services. RTPI systems and technology can vary
between the information they provide and how they are presented. In recent years, there has
been increased focus on providing schedule information in a standardized format (most
commonly General Transit Feed Specification (GTFS) for integration with trip-planning
applications, real-time vehicle location signage, and systems that relay service-related alerts
to customers.
RTPI can also include enroute information, like on-board next stop announcements and
predictions for stop arrival times. RTPI technology consists of a real-time data feed with
prediction information, on-board audio and visual announcement components, stop dynamic
message signs (DMS), customer self-service tools, interactive voice response systems that
can be interfaced with scheduling systems and CAD/AVL to obtain static and real-time
information.
According to SLO Transit, the current RTPI signage at SLO Transit Center and the trip planning
application currently used by travelers don’t always reflect accurate times. This lack of correct
information can reduce trust in the system, which hurts ridership restoration efforts. An
Page 621 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
17
improved and accurate RTPI system at SLO Transit Center and more accurate times relayed
through the app may improve customer experience, and in turn boost ridership efforts.
The improvement in the RTPI system will require an improvement in the entire real -time data
pipeline, including:
• Data generation as part of scheduling and CAD/AVL system, including onboard
announcements
• Real-time prediction information generation and dissemination
• Real-time information display and presentation (through display signs, mobile apps,
and other means)
Figure 3. An example of an RTPI sign at a Massachusetts Bay Transportation Authority (MBTA)
Implementation Bus Stop
4.1.1 Cost
Costs for RTPI systems are contingent on the type of technology implemented on vehicles and
at stops and transit centers. Costs associated with each system are as follows:
• On-Board Announcements:
o Hardware: $1,000-$3,000 per vehicle
o Creation of announcement database with geo-triggers $30,000 - $50,000
• CAD/AVL System: covered in Section 3.1.1.
• Real-time prediction and dissemination system: $30,000 – 60,000 annually (Software
as a Service, subscription-based business model).
• LED/LCD wayside signage: $5,000 - $20,000 per location (dependent on the type of
signage, and needs for power and communications)
• E-paper wayside signage: $2,000 - $4,000
Page 622 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
18
This would put total costs for a project of this size in the range of $30,000 to $100,000 for
backend prediction generations, plus some additional cost for stop-level predictions. For
budgeting purposes, SLO Transit could allocate $100,000 for total real-time passenger
information improvements.
4.2 Open Loop Payments
Open Payments refer to the use of finance sector cards or mobile payment apps that may be
used for payment of goods and services, offering more payment modes for customers. Open
payments can help reduce cash handling expenses and expensive ticket vending machines
(TVMs). The majority of the fare vendors are developing this functionality, and the system can
be integrated with mobile wallets which help users integrate pay directly through their Apple or
Google wallets.
While closed-loop payments utilizing tap cards (currently used by SLO Transit) can still play a
big role in introducing and maintaining incentives for regular riders, open loop payments can
facilitate ease of ridership particularly for visitors or infrequent users of the system. In previous
discussions, SLO Transit staff expressed strong interest in allowing customers to pay for transit
services with direct use of credit cards to make ridership easier. This recommendation also
has potential to increase ridership by attracting new riders who may not have a transit card or
app and do not wish to use one.
4.2.1 Cost
Like Cal-ITP and Clipper 2.0 projects in California, open loop payment projects are often
pursued at a state or regional level. The effort would require collaboration with financial
vendors and other stakeholders, but this would allow for pooling of resources in what can be
a cost-intensive endeavor, sometimes in the multiple millions of dollars. For an agency of SLO
Transit’s size, this collaborative approach would be recommended for implementing an open-
loop payment system.
4.3 MaaS Platform
Mobility-as-a-Service (MaaS) refers to the integration of various transportation services into a
single, comprehensive, and on-demand mobility application. MaaS offers users the value of
accessing mobility applications through one single application and payment channel (instead
of multiple ticketing and payment operations). MaaS applications can host a diverse menu of
transport options, including (but not limited to) public transport options, taxi and ridesharing
services, and active transportation options such as bikeshare, e-scooter share and walking
directions or a combination thereof when programs are established at SLO Transit. The
functions of a MaaS application may range, but typical functionality includes trip discovery, trip
planning, and trip payment options.
There are five different levels of MaaS, as depicted in Figure 4. While there have been several
implementations of MaaS in recent years, most agencies have yet to realize the full potential
of a Level 4 Integrated Application. Most United States-based examples are Level 0 or 1 MaaS
systems, with a couple examples of Level 2 and 3 deployments that the industry hopes to
progress to in the near future.
Page 623 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
19
Figure 4: Levels of MaaS
As SLO Transit pursues its bikeshare efforts and potentially adds other services like micro-
transit, a MaaS platform that can integrate those options and allow for booking and payment
in one place becomes particularly relevant. This idea is in line with goals expressed in the
Active Transportation Plan which discusses the need for a streamlined process for riders using
bikeshare, carshare, and transit in the future. A MaaS platform could also allow for easier
disbursement of transit passes and application of certain discounts, or a combined
transportation ‘wallet’ which allows users to spend money on a variety of services from one
account.
Because MaaS platforms thrive when a diverse set of transportation modes are presented, the
recommendation is that SLO Transit first identify and expand what those modes are, and then
establish and incorporate them into one application. This could also be pursued as a regional
effort incorporating services and improving planning, payment, and booking for not just SLO
Transit but also RTA and others. Overall, MaaS presents an opportunity to gain new riders
who may more easily compare and use a variety of transit modes when presented in a single
interface, but this is a long-term solution dependent on the success of individual services and
not a high priority need as identified in the needs assessment.
4.3.1 Cost
Costs for MaaS platforms vary depending on the number of modes, contract details with 3rd
party platforms and the level of integration. Contract costs may include development costs,
software integration fees, ticketing fees, transaction fees, and other operational costs.
Depending on the model used, costs can range from $100,000 into the millions depending on
the scale of the project. Grant funding is typically pursued to assist with this effort.
Page 624 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
20
5 Fare Program Updates to Increase Transit Accessibility
This category of recommendations focuses on pre-negotiated fares and other programs that
make it cheaper and easier for certain users to take the bus. There are dozens of ways to
create fare programs to increase ridership and provide affordable fares. This study
recommends improvements to fare programs for students, seniors and low-income riders that
would extend fare-free periods and better support community members who depend on the
bus to get around. It also recognizes an opportunity to explore additional institutional
partnerships with local businesses and developers, and to create a program that makes it
easier for organizations and associations to buy bulk bus passes for their members.
Lastly, this study recommends changes to SLO Transit’s existing Downtown Access Program
to reduce program enrollment burdens and increase benefits. It is important to note however,
that fare program updates and new offerings are only as successful as the marketing and
communications campaigns that spread the word in the community. Table 5 provides more
information on those programs along with their strengths and limitations.
Table 4: Recommendations Related to Fare Policies and Programs
# Recommendation Relevance
to SLO
Impact to
Ridership Timeframe Cost Priority
6
Implement Fare Changes for
Students, Seniors, and Low-
Income Riders
High High Short Low HIGH
12 Explore Institutional
Partnerships Medium High Medium Low MEDIUM
5 Expand Downtown Access
Program High Medium Short Low HIGH
Table 5: SLO Transit Fare Programs
NAME DESCRIPTION ELIGIBILITY STRENGTHS LIMITATIONS
Downtown
Access Pass
(DAP)
A physical or mobile
bus pass that is free
for employees in
downtown
To be used for
commute purposes to
and from downtown
Currently used by
about 30 people
Employees in the
Downtown SLO
Parking District
Renewed Annually
Ridership tracked
by physical/digital
taps
Reduces demand
for parking by
encouraging
downtown
employees to take
the bus
Available as both a
physical card and
through the Token
Transit App
Limited to
employees who
work in downtown
only
Requires renewal
efforts by the rider
about every three
months
Page 625 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
21
Partnership
with Cal Poly
TAPS
Cal Poly students,
faculty, and staff ride
free
Must have valid Cal
Poly ID
Cal Poly affiliates
make up ∼58% of
annual passenger
trips
Is funded by
parking citation
revenue from the
Cal Poly
Excludes other
schools in and near
the city
There are also a variety of rider categories that qualify for free or reduced fare depending on the
circumstances. Those category-based policies are outlined in Table 6.
Table 6: SLO Transit Fare Categories
NAME DESCRIPTION ELIGIBILITY STRENGTHS LIMITATIONS
Summer
Youth Ride
Free
A regional program
that allows K-12
students to ride for
free during the
summer months by
using their student
ID as verification
Lasts from Mid-June to
Late August
Must be in grades K-12
with a student ID
Youth make up 4.8% of
population
Applies to all transit
agencies in the region
Is for summer
only and does
not provide
free service
for students
during the
school year
Senior and
Disabled Card
“VIP” riders 80+
years old ride free
A physical ID card
that allows riders to
purchase the
discount single-ride
and multiday passes
on SLO Transit
Disabled riders with
verification
Riders 65-79 Years Old
Legal residents of San
Luis Obispo
Elderly population
makes up ∼5.2% of
population and disabled
makes up ∼6.4%
Provides free or
discounted travel to all
riders 65+ years old and
riders with disabilities
Restricted to
legal City
residents
Requires
application
processes
and
identification
While these programs and policies go a long way toward providing affordable rides and incentivizing
transit ridership, there are several steps SLO Transit could take to further bolster incentives and expand
policies to best recruit and maintain riders.
5.1 Fare Changes for Student, Senior, and Low-Income Riders
Providing accessible fare options can help riders get to destinations, shorten boarding times,
and welcome new riders to the transit system. The suggestions below expand on the current
accessible fare programs offered at SLO Transit for student, senior, and low-income riders.
Page 626 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
22
5.1.1 Fare-Free Periods
Fare-free periods are periods in which SLO Transit offers free fares for riders. Currently, SLO
offers Cal-Poly students and K-12 students free fares during the summer by presenting their
student IDs to drivers.
To increase fare-free periods, it is recommended that SLO Transit implements the following
suggestions:
o Extend student free period beyond summer or to include holidays
o Extend the program to allow Seniors access to free rides for part of the year
5.1.2 Fare-Free Categories
Fare-free categories are a type of fare program where a specific rider demographic or fare
category does not need to pay for fares at any time. These programs are typically supported
by either an eligibility verification program, fare collection technology, or in the simplest
instances, by simply requiring operators to visually verify a known government agency issued
ID.
To expand fare-free categories it is recommended that SLO Transit implement the following:
•Low-Income Rider Pilot Program. This would allow riders who qualify for federally
funded social welfare programs, for example, to receive discounted rides. The
recommendation would involve starting this as a 12-month pilot program.
•Senior/Disabled and VIP program. The discounts and pass types can be the same
as Senior/Disabled as well, but further market and rider research is recommended
before confirming program eligibility and discounts.
5.2 Institutional Program Recommendations
Institutional Pass Programs are institutional affiliate-oriented fare programs that provide
discounted or free travel for affiliates of participating organizations. Institutional programs are
typically supported by a designated point of contact from each institution who serves as a
coordinator and point of contact between the transit agency and employees.
The organizations benefit by paying an upfront cost to give their employees free or subsidized
transit for the decided duration of time. The transit agencies benefit by receiving program fees
that are independent from the affiliate use, or sometimes tied to the total population of the
affiliates within the institution, making an institutional program a reliable source of funding.
In this model, the eligibility criteria are set by the transit agency and the institutional partner
through program policies:
•Participants – all affiliates or defined subsets (e.g., off-campus students only)
•Services – full system or specific routes
The program can be funded by participating organizations through:
•Standard fee schedule (e.g., price per participant, number of participants)
•Negotiated funding agreements (specific to one organization)
Page 627 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
23
• Price per trip/transaction
In the cases where programs are tied to fare transactions or trips by affiliates, the agencies
are then required to implement technology to account for those fare transactions separately
from other transactions. Institutional pass programs are typically supported by fare collection
technology, with riders typically required to validate their affiliation through ID cards, affiliated
smart cards, or more recently, mobile app-based fare media.
Below are core recommendations for expanding the current institutional programs at SLO
Transit:
• Expand Cal Poly SLO Ridership program to other organizations served by SLO
Transit. A few partnerships that could be explored include:
o Cuesta College
o County of San Luis Obispo Government
o Various Unified School Districts
o Surrounding motels and hotels
▪ Hotel San Luis Obispo
▪ Garden Street Inn
▪ SLO Brew Lofts
▪ Granada Hotel & Bistro
▪ Hostel Obispo
• Simplify process for bulk bus passes, expanding this option beyond just developers.
5.3 Downtown Access Passes
The Downtown Access Pass is a physical or electronic bus pass that can be used by
employees in downtown San Luis Obispo to ride the bus for free. It is intended to encourage
bus commutes to and from downtown and is currently used by about 30 people. All employees
that work in the Downtown SLO Parking District are eligible for the program, however,
utilization of this program is relatively low. There are two ways SLO Transit could consider
expanding the program to boost ridership.
Page 628 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
24
Figure 5: Downtown Access Pass Program Boundaries
5.3.1 Geographic Expansion
The eligibility area for the Downtown Access program was designed to help alleviate the
demand for parking in the downtown area while providing a transit benefit to its employees.
There may be additional areas that would benefit from similar programs.
Key areas of expansion are districts that are already relatively well served by existing transit
routes and have existing businesses and population. Any areas with new housing
developments, notably mixed-use developments are also recommended places to consider.
Looking at SLO Transits current service, the following areas are:
o The Historic Railroad District
o South Higuera St. near SLO Public Market
o Mill Street Historic District
o Old Town Historic District
5.3.2 Policy Changes
Policy changes will also play a large part in expanding the program. The project team
recommends SLO Transit transform Downtown into a fare-free boarding zone for all riders.
This policy benefits riders who are both leaving downtown and traveling with the downtown
fare free zone and further encourages transit use as the primary mode of transportation
downtown. Further analysis to farebox ratio should be incorporated in making this decision,
but initial review indicates farebox revenue impacts would be minimal for a small enough
boarding and alighting area.
Page 629 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
25
Another recommendation would be to improve the DAP enrollment and reenrollment process.
Currently, eligibility expires after 90 days, and users must email SLO Transit with identification
to have their pass extended. Then they must send an annual renewal email as well. Eliminating
the 90-day reverification requirement and making this simply an annual renewal process could
facilitate participation and simplify program administration. Instead of email, it is also
recommended that users can enroll online by completing an easy to access form, which could
be made available by the City through the Laserfiche platform. Another possibility to improve
the process would be to provide reloadable smartcards limited to downtown access as the
pass that riders receive.
The project team also recommends that the program be expanded to include regional services
such as RTA as well. While additional coordination may be required, this would further bolster
enrollment and could attract more people to transit.
Page 630 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
26
6 Bus Shelter and Street Improvements for Rider Safety
and Comfort
Bus stops are a ubiquitous symbol of transit systems that may influence perception of the
system. For riders, a bus stop can provide informational value, in addition to comfort and
security while waiting for a bus. These features can vary widely from stop to stop and include
amenities ranging from information systems that can provide riders with arrival estimates, to
benches and coverings for comfortability. It is critical for bus stops to reinforce comfortability
and safety to maintain and attract riders. Security for transit riders will be attained through
updating and thoroughly maintaining bus stop amenities. Accessibility will be increased
through the interrelation of physical improvements, enhanced service, and updated
technology.
Furthermore, bus stops have been a focus for many transit agencies’ accessibility
improvements, after the enactment of the Americans with Disabilities Act in 1992. Outcomes
from studies have also shown that increased levels of amenities at bus stops can make elderly
and disabled riders comfortable with using transit systems and that appropriate amenities can
increase overall appeal. This study recommends three types of bus stop enhancements to
improve rider experiences and outcomes.
Table 7: Recommendations Related to Bus Stop Enhancements
# Recommendation Relevance
to SLO
Impact to
Ridership Timeframe Cost Priority
12
Install Lighting,
Shelters, and Bike
Parking at Applicable
Bus Stops
Medium Medium Medium Medium MEDIUM
14
Investigate and
Establish Mobility
Hubs
Medium Medium Medium High LOW
17 Add Bus Bulb-outs
Downtown Medium Low Long Medium LOW
6.1 Update Bus Stop Amenity Inventory
SLO Transit currently operates 165 bus stops, outfitted with varying amenities. While some
stops feature modern and up to date technology and design, much of the infrastructure that
supports SLO Transit is aged and is nearing the end of its lifespan.
As shown in Figure 6, the most feature-rich amenities at bus stops are located at the downtown
transit center. Here, riders can find four deluxe shelters with seating, route maps, real-time
arrival information and refuse bins. The road features a concrete pad for bus stops, and
sawtooth bays to accommodate boarding for multiple routes.
Page 631 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
27
Figure 6: Downtown SLO Transit Center
By contrast, Figure 7 is representative of most other SLO Transit stops, that have significantly
fewer amenities. Most stops feature static bus arrival information in the form of printed
schedules, smaller waiting areas and more outdated shelters. Others have just a route and
destination indicator sign with no seating, shelter, or refuse bins.
Figure 7: Orcutt at Laurel Bus Stop
However, there needs to be a complete inventory of all bus stops, their associated amenities,
and ridership at each stop to best determine priority locations for improvements. One way to
assess priority locations is by utilizing stop level ridership data. Simply put, the more a bus
stop is used, the more riders it serves and the more it may benefit from upgrades and
improvements.
The process for identifying these high ridership stops generally includes sorting Automated
Passenger Counter (APC) stop-level data from highest to lowest. If APC data is unavailable or
unreliable, fare collection information can also be used to evaluate boardings and lightings at
each stop. Neither APC nor fare data was reliable enough or available for this study. Therefore,
performing a complete bus stop amenity inventory and ridership analysis to properly assess
Page 632 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
28
the benefits to each stop is recommended. This process would not yield any direct benefits to
ridership but would help determine appropriate improvements discussed in subsequent
sections.
6.1.1 Costs
A full bus stop amenity inventory and analysis could cost around $25,000 which would likely
include inventory as well as location specific recommendations based on ridership data.
6.2 Lighting Improvements
Adequate lighting is an important component to safety and security at bus stops. When existing
streetlights don’t provide adequate lighting, proper lighting should be provided to ensure the
safety and security of all transit riders. Bus stops should also be visible from nearby buildings,
roads, near crosswalks and well-lit so transit riders and bus operators are able to locate the
stop. Lighting can be affixed within bus stop shelters or on bus sign poles. Lighting can often
leverage solar power for operation.
Lighting improvements was expressed as a high priority for SLO Transit, and identifying
appropriate locations is contingent on the analysis mentioned in Section 6.1.
6.2.1 Costs
Costs for lighting improvements are contingent on the complexity of installation, wattage and
other factors. Prices range between $1,000 to $15,000.
6.3 Shelter Improvements
Shelters or shade coverings at bus stops provide riders with increased comfort regardless of
the time of the year. Shelters can reduce the impact of winds and provide relief for rain or
intense sunshine. Shelters can also house a variety of amenities for riders that can improve
satisfaction with wait times, improve safety perceptions, and provide information systems.
Through previous discussion, adequate shade and shelter improvements were listed as high
priority items from SLO Transit engineering team. After the full inventory described in Section
6.1 is complete, priority can be placed on making improvements to shelter at locations with the
highest ridership without shelter.
Page 633 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
29
Figure 8: South at Parker (E) Bus Stop
6.3.1 Cost and Implementation
Cost of shelters may vary based on the complexity of their design, but generally have a base
cost of at least $4,0001. As a general rule, transit shelters are recommended at all stops with
more than 30 riders per day. In addition, shelters should be considered at locations that are
exposed to weather, at transfer points or at stops with relatively high use by seniors and
children. Implementation of shelter improvements is contingent on the analysis mentioned in
Section 6.1.
6.4 Bike Parking
Supplying adequate bike parking at bus stops and transit centers can supplement transit
ridership by enhancing access to stop-adjacent destinations and boosting intermodal
connectivity. Often, this takes the shape of bike corrals or dedicated bike lockers near bus
shelters. Most of the bike racks offered in SLO are like those shown in Figure 9, which offer
on-street parking for 2-3 bicycles on the sidewalk.
1 Source: Metro Transit https://www.greatermadisonmpo.org/planning/documents/BusStopAmenitiesStudy.pdf
Page 634 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
30
Figure 9: Bike racks at Chorro and Monterey St
Selection of the type of bike parking an agency offers is contingent on the volume of bike traffic
on a given road, weather, and available space. This ranges from on-street bike parking (e.g.,
corrals or U-rack clusters) to on-demand parking options such as Bike Link lockers. On-street
bike racks should be located close to, without being directly in front of entrances of high
demand locations for bicyclists and can take the place of one to two vehicle parking spaces
where bicycle parking demand is high and sidewalk space is constrained. These corrals
typically provide parking for 6 bikes (per single parking space) or 18 bikes for two 10’ parking
spaces.
For more long-term parking options, some agencies or organizations install dedicated bike
lockers that provide bicyclists with a secure bike locker that keeps the bike clean, dry, and
ready to ride any time of the year. These lockers typically have a higher installation cost and
are offered to bicyclists at an hourly or monthly rate. CalPoly offers this service at 14 locations
across the university’s campus (See Figure 10).
Page 635 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
31
Figure 10: CalPoly Bike Lockers Located on Village Dr.
6.4.1 Costs
Costs for bike racks and lockers are contingent on the type of infrastructure chosen, and how
many bicycles can park at the given location. Cost estimates can be found below:
• Single U-style bike rack (1-2 bicycles): $125-150 per rack
• Contemporary U-style bike corral (6-8 bicycles): $450-800 per corral
• Bike lockers (1 bike per locker): ~$2000 per locker.
Single-occupancy vehicle trips dominate transportation mode splits in most cities, including San Luis
Obispo. To reduce traffic and achieve more sustainable outcomes, a much larger percentage of people
taking transit trips alongside other modes will be necessary. One way to achieve that increase in transit
share is to incentivize public transit use by implementing initiatives to provide strategic advantages to
transit operations in the transportation network. These transit priority strategies allow transit to be more
competitive on travel times, reliability, comfort, and convenience as compared to other vehicles.
Some examples of transit priority measures include bus-only lanes, signal priority for transit vehicles, or
other physical or regulatory modifications that give public transit priority over other vehicles.
Studies of various deployments have shown that the cities with clear priority policies and strategic
implementation plans have had the most successful deployments. It is critical to identify individual
initiatives within the larger deployment and assign priority levels according to the city’s predefined
criteria such as budget, resource usage, and schedule.
Page 636 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
32
Initial projects are often selected based on their ability to demonstrate the benefits of the measures so
that they can serve as benchmarks for future implementations. It can also help in placing standards for
organizing planning work as well as drawing up a guidebook for including external and internal
stakeholders who play an important role in the overall success of the project.
6.5 Mobility Hubs
Mobility hubs are places in communities that bring together services such as public transit,
bikeshare, carshare and other options in one place to provide first -last mile solutions without
use of a private vehicle. Mobility hubs are typically located where transit services already come
together, or in communities and locations where transportation is needed the most to support
transit connectivity and ridership as well as improved overall mobility for the region.
Mobility choices are constantly evolving and features of a mobility hub are tailored to the
unique needs of an individual community. When executed properly, they not only cater to the
transportation needs of today, but those of the future as well. Implementing one or more
mobility hubs in San Luis Obispo would require follow-up work to identify specific locations
most beneficial to SLO Transit. One location of interest would be SLO Transit Center given the
existing confluence of fixed-route service. Figure 11 shows an example mobility hub mock up
from San Diego with 12 different services and amenities, including bikeshare, package
delivery, EV charging and more.
Page 637 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
33
Figure 11: Mobility Hub Example (Source: SANDAG)
6.5.1 Costs
Funding for mobility hub projects depends on the types of amenities provided, location of the
hub, and more. Funding varies from traditional government grants and dedicated revenue
streams to more cooperative implementation partnerships. In general, project costs range
between $250,000 - $2 million for complete hubs, including planning, design, construction, and
marketing. One approach the City could take is testing a few low-cost amenities at a central
location and testing the viability of the hub concept, without committing to resources that
cannot be later removed or altered. Additional investment could then be applied to high-
performing mobility hub locations.
6.6 Bus Bulb Outs
Bus bulb-outs are curb extensions that are placed in line with curb-side parking areas and help
passengers board and alight in travel lane itself. This helps eliminate the need for buses to pull
in and out of travel lanes and reduces the overall dwell time buses incur from it, in-turn making
transit service faster and more and reliable. Bus bulb-outs also provide spaces for essential
amenities like wayfinding maps, bio-swells, transit shelters, and others, that plays an important
role in enhancing the overall experience of the transit user.
Page 638 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
34
While the length and width of the extensions are allowed to vary somewhat based on street
geometry, vehicle types, and urban context, the length should be about two buses long,
especially at far side stops and routes with frequent service, so that buses do not block the
intersection while queuing up. The width should be enough to deploy a wheelchair accessible
lift onto the bulb. Another important factor is to keep in mind at the design stage is to include
cut throughs for easy movement of bikes, so that it doesn’t block a bike lane, if present on the
approach.
Figure 12: Bus Bulb Outs (Source: NACTO)
6.6.1 Costs
The price range for bus bulbs can range between $15,000 and $70,000 per bulb and
depends on variables such as drainage needs, utility relocation, construction materials and
patron amenities2.
2 PedSafe http://www.pedbikesafe.org/pedsafe/countermeasures_detail.cfm?CM_NUM=16
Page 639 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
35
7 Service Enhancements
Service enhancements are instrumental to improving current rider experiences and to
attracting future riders. Community stakeholders unanimously agree that “enhanced service
on fixed routes” is the number one recommendation that is capable of increasing SLO Transit
ridership. Specifically, focused efforts on decreasing headways on priority routes has been
underscored as a preferred method to streamline and develop confidence towards transit
within riders.
In addition, there are several newer mobility concepts that may help improve a city or region’s
transportation ecosystem. These concepts focus on services and mobility improvements
beyond traditional fixed-route and on-demand service that transit agencies are typically
expected to provide. When implemented, these concepts can help to provide a more holistic
and complete approach to transportation which may help reduce car-dependence and
emissions in line with San Luis Obispo’s mode split objectives and carbon neutrality goals.
Table 8: Recommendations Related to Service Enhancements
# Recommendation Relevance
to SLO
Impact to
Ridership Timeframe Cost Priority
1 Enhance Service on
Fixed Routes High High Medium High HIGH
9 Pursue Micro-Transit
Mobility Services Medium High Long Medium MEDIUM
11 Launch a Bikeshare
Program Medium Low Short Low MEDIUM
15 Implement Carshare
Program Medium Low Medium Medium LOW
16 Implement a Transit
Signal Priority Strategy Low Low Medium High LOW
7.1 Enhanced Service on Fixed Routes
One of the most critical needs identified by SLO Transit and stakeholders was the need to
improve existing fixed-route bus service. While several strategies in this study relate to that
effort (i.e., improving onboard technology, investing in transit-friendly infrastructure), this
section refers primarily to planning strategies that can be utilized to facilitate more frequent
service. Improving frequency is one of the most direct ways of transporting more riders and
improving evaluations of the system.
According to the most recent Short Range Transit Plan (SRTP), SLO Transit averages 3,615
daily boardings on weekdays, and roughly 950-1,200 boardings on weekends. Per the National
Association of City Transportation Officials’ (NACTO) categorizations, that weekday ridership
number falls under ‘moderate volume’, which generally warrants headways between 10 and
15 minutes.3 Even along SLO Transit’s highest ridership routes (routes 3 and 4, which
3 NACTO https://nacto.org/publication/transit-street-design-guide/introduction/service-context/transit-frequency-volume/
Page 640 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
36
constitute roughly half of all SLO service) headways are occurring at 30-minute intervals, or
two buses per hour. As updates to the SRTP are made, the City should consider improving
frequency along these two routes on weekdays, particularly during the academic year, to
accommodate more passengers and improve service performance. If any other routes or
periods of time are determined to be moderate or high demand through the course of the City’s
SRTP update, those routes and periods should also be considered for frequency
improvements. Consideration of increased service frequency (or headways) needs to consider
passenger transfer behavior and timed or pulse transfer policy.
Given the stated priority of these improvements, the project team recommends these
modifications be explored further while updating the SRTP over the next year, and
implemented shortly thereafter (within two years), acknowledging that some improvements
may take longer to implement than others.
There are several strategies to improve fixed-route service frequency. Those that are
particularly relevant to the SLO operating environment are:
1. Optimizing Existing Routes: Optimizing routes can reduce wait times by better
aligning service with peak demand and can further reduce travel times by improving
transfers between routes. It can also bolster reliability by ensuring proper buffer times
to accommodate delays, resulting in more predictable and efficient service. This
strategy may involve modifications to existing routes or changes to schedules to
accommodate specific stops more frequently. Implementation of schedule and route
changes is often done in phases, to allow for continuous monitoring and fine-tuning to
ensure the schedules meet passenger needs and sufficiently reduce wait times. It's
critical that any such changes be communicated to the public in advance.
2. Establishing Express Bus Services: Express buses offer quicker, skip-stop service
along predetermined routes. Express service can often drastically reduce travel times
and are particularly useful if there are specific origins and destinations with high
demand that are not sufficiently served by current routes. For example, express routes
could be explored as a faster service to get downtown. This can also work to promote
economic development by providing quicker access to business districts, job centers,
and shopping areas.
3. Increasing Available Fleet and Drivers: Putting more buses on the road, especially
during peak periods, is one of the most direct ways to decrease headways. While this
does come with cost and hiring drivers is still difficult for many agencies like SLO Transit
at this time, adding to this capacity allows for more buses to be dispatched and can
drastically improve frequency. It can also serve as a reliability backstop by providing
maintaining service when a bus faces mechanical problems or delays.
4. Expanding Service Operating Hours: Extending service hours can help ensure
passengers are able to rely on transit throughout the day and night. This strategy
should be implemented only if data suggests there is a demand for trips outside of
current operating hours. However, such changes were made in the 2016 SRTP and
will likely be valuable to revisit again. This expansion does not affect the time between
buses but rather overall frequency of buses visiting a given stop and improves transit
accessibility. It can be particularly useful for those working irregular hours. This strategy
also affects the schedule optimization process outlined above.
Page 641 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
37
Evaluating where and when to make these changes will require several data sources that should
be used when updating the SRTP. These include:
• Ridership Data: To understand passenger demand and ridership patterns, including
transfers.
• Historical Performance Data: To assess on-time performance, delays, and regular
service interruptions.
• Stop Utilization Data: Information about the number of passengers boarding and
alighting at each stop, helping to identify high demand stops and areas.
• Travel Time Data: Data on the time it takes for buses to travel between stops, helping
to pinpoint areas with significant delays.
• Traffic Data: Information including traffic congestion, road conditions, and
infrastructure that might affect bus service speeds.
• Demographic Data: Demographic information about the areas surrounding stops and
routes, which can provide insights into the potential demand for transit service.
• Origin-Destination Data: To determine passenger travel patterns and the need for
express routes.
Once the data has been analyzed and specific implementations of these strategies has been
finalized, the City should also ensure that key performance indicators related to frequency of
service are up to date and able to track performance by any given time interval. Important KPIs
for evaluating frequency include:
• Ridership: Has the number of passengers changed by route or route segment?
• Headways: How frequently are buses operating along a given route in one hour? Is this
number below the targeted threshold (i.e., 15 minutes)?
• Average Wait Time: How long are passengers waiting for a vehicle when they arrive at
a stop?
• Customer satisfaction: How happy are customers with bus frequencies? Can they rely
on fixed-route transit to get them where they need to go in a timely manner? Are transfer
times coordinated amongst route schedules?
Tracking these variables should allow the City to report on the impact of frequency improvements
and identify specific areas in which further improvement may be warranted. Further, it is
important to consider the impact on transportation equity and accessibility for vulnerable or
underserved populations - evaluate whether increased headways disproportionately affect
certain communities.
7.1.1 Costs
The cost of implementing any frequency improvements can be quite high. While some minor
modifications to schedules and routes may be relatively inexpensive, hiring additional drivers,
implementing express bus service, and expanding operating hours can add hundreds of
thousands of dollars in operating costs. New buses, particularly electric buses, are typically in
the range of one million dollars as well. Although these costs are high, research shows that the
Page 642 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
38
benefits of improved frequency can outweigh the costs by multiple fold.4 Funding sources to
assist with these costs are discussed further in section 8.2.
7.2 Pursue Microtransit Mobility Services
In addition to traditional fixed-route service improvements, there are several opportunities to
implement on-demand mobility or fixed-route microtransit that may help supplement current
service and further expand ridership. This section outlines a step-by-step approach to
determining what specific alternative mobility transit solution would be most appropriate for SLO
Transit’s needs and the impacts on cost and ridership.
7.2.1 Identifying Zones or Market Segments of Focus
This is the first step in the process for determining if alternative service is necessary and
feasible is establishing zones or market segments to focus on. This will provide a better
understanding of what locations and geographic span is being considered for something like
microtransit service, and what riders that are not currently being served by fixed route would
be served by new modes. This is important before using the framework described below to
select an alternative/supplemental service solution.
7.2.2 Using the Ridership and Cost Assessment Model
A Cost and Ridership Estimation Model was developed to assist the City in the planning and
deployment of, or modifications to, mobility service scenarios in the future. The model can be
found as an attachment.
Once zones or market segments have been established as areas of focus, the ridership and
cost assessment tool can be used to evaluate the impacts of each proposed alternative service
model to see what would be most beneficial to SLO Transit. Specific variables of the model
are pre-filled with industry-informed values but can be modified by any user to calculate costs
and ridership per any defined set of criteria.
It is recommended that SLO Transit follow this process for evaluating and selecting alternative
transit services to complement fixed-route service and further expand mobility offerings.
7.3 Implement Bikeshare Program
Bike sharing is one example of micromobility in action. Typically, micromobility refers to small,
lightweight vehicles used by one person to travel distances usually less than 10 miles.
Typically, travel using these modes does not exceed roughly 15 MPH. While some personal
devices like skateboards, roller skates, and hoverboards may fall under the category of
micromobility, this category largely consists of bikes, e-bikes, and e-scooters.
Many cities offer access to shared bikes as part of a micromobility program. These programs
can vary widely in size and structure as well as the types of devices provided. While some
4 Human Transit https://humantransit.org/basics/the-transit-ridership-recipe
Page 643 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
39
cities offer shared bikes with fixed docking locations around the city, others offer bikes that are
“dockless” and can be parked anywhere (though even in these cases, parking regulations such
as “lock-to” requirements can be implemented). Cities typically partner with third-party
companies for the provision, deployment, and maintenance of micromobility devices.
Monitoring of the program can either be done by reporting and coordination between cities and
companies or through other third-party software monitoring and tracking tools.
Bikeshare programs can play a major role in addressing first-last mile transit concerns and
offer relatively affordable rides to the general public for trips within a predefined geographic
area. Bikeshare is particularly appealing for densely populated communities where residents
and visitors can travel to several key destinations within a relatively short trip.
Bikeshare has been of particular interest to the San Luis Obispo community for some time. As
outlined in the City’s Active Transportation Plan, the City has already been engaged in a pilot
bikeshare program in partnership with Cal Poly and is interested in expanding the program to
a wider area. The City has been working to identify potential locations for future bikeshare
stations in pursuit of this effort.
7.3.1 Costs
Costs to implement a city-managed bikeshare program typically range from $3,000 to $5,000
per bike. These costs include the bike itself but also docking stations, rental kiosks, and other
minor capital costs. For programs delivered by third-parties, particularly used in dockless bike
scenarios, contracts can be cheaper or of no cost to the city and require less direct oversight
by staff. SLO Transit is most interested in pursuing a third-party provided docked bikeshare
system at no cost to the City.
7.4 Implement Carshare Program
Carsharing is a type of car-rental service in which passengers can rent vehicles for hours or
days at a time. This is in contrast to traditional car-rental services which charge by the day and
typically only allow for pickup at brick-and-mortar locations. Carsharing is often provided under
two models: peer-to-peer rentals and company-based rentals. Peer-to-peer rentals (like Turo)
allow individual car owners to lease their vehicle to others looking to borrow a car for a hours
or days at a time. Company-based rentals involve a company (like ZipCar) owning vehicles
and often renting parking spaces from a city, and then renting those vehicles to individuals for
either hours or days.
Carsharing aims to provide additional flexibility in travel to those who may not own a car. Like
ridesharing (e.g., Uber, Lyft) it can allow people to take trips otherwise inaccessible without a
vehicle. In addition to affordability and convenience, carsharing can help alleviate emissions
by reducing reliance of personal vehicles. Often, carsharing services include both app-based
and web-based interfaces for reserving, booking, and paying for rentals.
For SLO Transit, carsharing will likely not have a large impact on ridership. However, it does
support car light and car free lifestyles, which are key to achieving the mode split goals the
City has established. Beyond furthering those goals, it can also provide access to key
Page 644 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
40
destinations for those who may not have a private vehicle, further expanding mobility offerings
for all groups.
7.5 Implement a Transit Signal Priority Strategy
Single-occupancy vehicle trips dominate transportation mode splits in most cities, including
San Luis Obispo. To reduce traffic and achieve more sustainable outcomes, a much larger
percentage of people taking transit trips alongside other modes will be necessary. One way to
achieve that increase in transit share is to incentivize public transit use by implementing
initiatives to provide strategic advantages to transit operations in the transportation network.
These transit priority strategies allow transit to be more competitive on travel times, reliability,
comfort, and convenience as compared to other vehicles.
Some examples of transit priority measures include bus-only lanes, signal priority for transit
vehicles, or other physical or regulatory modifications that give public transit priority over other
vehicles.
Studies of various deployments have shown that the cities with clear priority policies and
strategic implementation plans have had the most successful deployments. It is critical to
identify individual initiatives within the larger deployment and assign priority levels according
to the city’s predefined criteria such as budget, resource usage, and schedule.
Initial projects are often selected based on their ability to demonstrate the benefits of the
measures so that they can serve as benchmarks for future implementations. It can also help
in placing standards for organizing planning work as well as drawing up a guidebook for
including external and internal stakeholders who play an important role in the overall success
of the project.
7.5.1 Conducting a TSP Plan
Transit Signal Priority (TSP) is an operational strategy that facilitates the movement of transit
vehicles through traffic-signal controlled intersections. Some key benefits of implementing a
TSP project include reducing queues, minimizing delays, and decreasing travel time for
emergency vehicles. TSP can improve traffic flow and safety and enhance public response.
By reducing time lost at traffic signals, TSP can also reduce bus running time; and with
conditional priority one can reduce the variability in the running time. This can lead to improved
transit service and increased transit attractiveness.
A TSP plan would be a follow-up project and should be largely considered if there continue to
be traffic impacts along specific routes post-construction. A TSP plan would likely follow the
process identified herein.
7.5.1.1 Community Engagement
Community engagement is a critical component of any planning study. For transit priority
measures, constituents and users of the system can play a key role in identifying transit
reliability issues and travel time delays. Stakeholders can also be consulted when developing
a list of what transit traffic measures are realistic for SLO Transit’s context and the impact
those adjustments may have on other related services or programs. A few ways to engage the
public on these topics may include onboard passenger surveys, online surveys disseminated
through the website or social media, and in-person tabling at local community events.
Page 645 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
41
7.5.1.2 Data Collection and Analysis
Survey data can be combined with operations data to identify choke points, high delay areas,
and other corridors that may require treatments depending on KPIs. Areas where high ridership
routes currently operate with recurring delay are ideal candidates for improvements. Some of
the operational data that can be used to find to determine these areas of focus include:
• Ridership by stop and by route
• Travel time
• Vehicle delay
o Running delay: delays on on-time performance associated with traffic on a
route
o Signal delay: delays related to intersection red lights
o Merge delay: delays associated with buses pulling over from a general traffic
lane to a bus stop, or from a bus stop back into general traffic
• Passenger delay
o Load delay: delays associated with boarding and alighting of passengers.
Typically weighted by ridership.
• Revenue vehicles/hour
Once a list of potential sites has been identified from the data, a number of additional factors
may help the City narrow down the list of sites and determine which treatments to pursue. This
analysis includes examination of:
• Physical constraints
o Existing curb-to-curb roadway capacity opportunities
o Locations of bus stops relative to intersections
• Infrastructure jurisdiction analysis
o Jurisdiction that manages and owns each identified roadway segment and
immediately adjacent bridges, underpasses, overpasses, ramps, etc.
o Jurisdiction that manages and owns each traffic signal along each identified
segment of roadway
• Pedestrian, bus stop, and accessibility considerations:
o Number of current bus stops impacted
o Inventory of existing stop amenities (shelters, floating stop, etc.)
• General pedestrian conditions assessment
o Curb ramps and other accessibility needs
o Street crossings and pedestrian safety
o Other items identified by the project team
• Existing or planned bike infrastructure.
Page 646 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
42
o Future bike infrastructure as identified in the SLO Active Transportation Plan
• Existing or planned roadway investments
o Whether the roadway has had repaving, major tactical projects, or capital
reconstruction implemented in the past ten years, and/or whether
reconstruction or reinvestment in the roadway is planned in the near future.
• Cost
o How much is each intervention being considered going to cost in the specific
context in which it would be implemented
• Potential Improvement
o Comparing real operational data to potential data after improvements (e.g.,
transit signal priority infrastructure at intersection X is estimated to reduce
travel times on that route by 10%)
7.5.1.3 Steps towards Implementation
Once specific treatment(s) and location(s) have been identified, the city would then take formal
steps to pursue the project. This generally includes identifying funding sources, getting
approval from City Council, and releasing any associated RFPs/RFQs for the proposed work.
Implementation on transit traffic projects can take one year or more depending on the scale of
the project.
SLO may need to partner with other jurisdictions or agencies if the improvements involve
changes to shared infrastructure (such as moving a bus stop) or improvements in roadways
owned by other entities. Even in the event no other services are impacted, it will be critical for
SLO to maintain involvement of other regional stakeholders and communicate with the
community regarding improvements throughout the process.
7.5.2 Costs
TSP planning efforts can cost vary depending on the scope of the analysis and the number of
locations being considered. Once a plan is complete, prices for TSP infrastructure can range
from $8,000 to $35,000 per intersection, not including supporting central software.
Page 647 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
43
8 Summary
The SLO Transit Innovations Study investigated a broad variety of transit technologies and
mobility opportunities and presents SLO Transit with only the most applicable solutions that
may be of value to incorporate into short-range transportation planning efforts. The tailored list
of recommendations was evaluated and sorted based on relevance to SLO, impact to
ridership, timeframe, cost, and stakeholder feedback in order to determine each
recommendation’s overall priority. This provides clear and actionable next steps for the City
as it looks to improve service and add to future planning documents.
8.1 Recommendations
Table 9 summarizes the recommendations discussed in this plan. Each of the columns and
the values displayed are described in more detail below.
Relevance to SLO: While each of these recommendations is generally relevant (other
potential solutions have already been eliminated over the course of this project) this helps
evaluate how directly each solution maps to the established needs of the city.
Impact to Ridership: Some recommendations will help restore ridership or aim to improve
transit reliability so as to expand ridership. These are coded as high impact. Others are internal
planning efforts or operational improvements that will help SLO Transit but may not have as
direct an impact on ridership. These are coded as low impact.
Timeframe: Short range projects are recommended to be implemented within the next 6-12
months. Medium range items are projects that could be initiated between 12-24 months. Long-
term items, while still worth pursuing, have dependencies or other long range planning efforts
that make those efforts more realistic to be pursued 24+ months from the publishing of this
study. Note that this is distinct from ‘Timeline’ which only provides guidance on how long each
effort may take to complete once initiated.
Cost: In line with purchasing policies from the City of San Luis Obispo, recommendations may
be considered:
• Low cost: Tier 1 and Tier 2 purchases (<$40,000 for professional services or <$60,000
for capital projects)
• Medium cost: Tier 2 or 3 purchases ($40,000-$70,000 for professional services or
$60,000-$200,000 for capital projects)
• High cost: Tier 4 and Tier 5 purchases (<$70,000 for professional services or >$200,000
for capital projects)
Priority: This provides an overall priority level considering all other factors presented in this
table.
Page 648 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
44
Table 9: Recommendations for SLO Transit
# Recommendation Category Relevance
to SLO
Impact to
Ridership Timeframe Cost Priority
1 Enhanced Service on Fixed Routes Enhanced
Service High High Medium High HIGH
2 Pursue open loop payments through
Cal-ITP
User
Experience High High Medium Medium HIGH
3 Replace CAD/AVL System on Fixed-
Route Vehicles
Critical
Tech High Low Short High HIGH
4 Upgrade Automatic Passenger
Counters on Fixed-Route Vehicles
Critical
Tech High Low Short Medium HIGH
5 Enhance Real-Time Passenger
Information
User
Experience Medium High Short Medium HIGH
6 Replace and Improve Camera
Systems
Critical
Tech High Low Short Medium MEDIUM
7 Fare Changes for Students, Seniors,
Low-Income Riders
Fare
Programs High High Short Low MEDIUM
8 Explore Institutional Partnerships Fare
Programs Medium High Medium Low MEDIUM
9 Pursue Micro-Transit Mobility
Services
Enhanced
Service Medium High Long Medium MEDIUM
10 Expand Downtown Access Program Fare
Programs High Medium Short Low MEDIUM
11 Launch a Bikeshare Program Enhanced
Service Medium Low Short Low MEDIUM
12 Install Lighting, Shelters, and Bike
Parking at Applicable Bus Stops
Shelter and
Streets Medium Medium Medium Medium MEDIUM
13 Establish a Mobility-as-a-Service
Platform
User
Experience Medium Medium Long High LOW
14 Investigate and Establish Mobility
Hubs
Shelter and
Streets Medium Medium Medium High LOW
15 Launch a Carshare Program Enhanced
Service Medium Low Medium Medium LOW
16 Implement a Transit Signal Priority
Strategy
Enhanced
Service Low Low Medium High LOW
17 Add Bus Bulb-outs Downtown Shelter and
Streets Medium Low Long Medium LOW
Page 649 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
45
8.2 Funding Sources
The following presents current and potential funding sources for SLO Transit’s consideration
in pursuing the recommendations outlined above.
The City receives its funding from fare revenues generated from its fixed-route service mode
as well as contributions from local, state, and federal grant subsidy programs. The funding
sources discussed in this section include both actual and projected revenue sources from the
latest adopted budget supporting operations and capital.
Note that partnerships with third-party providers (i.e., contracting microtransit on-demand
services to a company) can also limit upfront costs to agencies. Such strategies are not
outlined in detail here and would need to be explored further in coordination with any such
provider.
8.2.1 Local Transit Funding Sources
Passenger Fares: One of the largest direct local revenue sources is derived from SLO
Transit’s farebox, which helps support operations and meet state-required performance
measures. Farebox revenues are composed of cash fares sold on the bus, passes purchased
at various vendors (including City Hall Finance counter, SLO Chamber of Commerce, Boo Boo
Records, Laguna Middle School, and SLO High School), and digital passes purchased through
the Token Transit mobile app.
Parking Fund: SLO Transit typically receives $20,000 annually from the parking fund;
opportunities to increase parking fees to subsidize transit improvements could be explored
further.
Tourism Business Improvement District (TBID): The TBID assessment is currently 2%,
which is comparable to other TBIDs in the state. To increase funding, opportunities to expand
the TBID assessment fee to 2.5% or 3% based on geographic zones could be explored.
Sponsored Routes or Services: SLO Transit does not currently collect revenue from local
businesses for sponsoring routes or services. While this strategy does come with some costs
and benefits, some agencies do use sponsorships to fund particular improvements or services
throughout the city.
Transportation Development Act (TDA): Enacted by the State Legislature in 1971 to make
funds available for transit, pedestrian way and bikeway projects, transportation planning,
ridesharing and street and road improvements. TDA funds are the largest sole source of
operating revenue for most public transportation systems in the state. Funds for the TDA come
from 1/4 cent of the retail sales tax (for LTF), and from sales taxes on diesel fuel (for STA).
These funds are allocated annually by SLOCOG to eligible claimants under two funding
programs: the Local Transportation Fund (LTF) and the State Transit Assistance (STA).
Local Transportation Fund: LTF tax revenues are collected by the Board of Equalization but
administered locally through SLOCOG, which then allocates the revenue to local jurisdictions
based on population. Local jurisdiction LTF contributions are made to RTA as a requirement
of their membership in the Authority to fund the regional transit service.
G-20 Measure: SLO residents passed a new city sales tax measure, G-20, in November 2020
that is anticipated to provide approximately $20 million annually to preserve and enhance
quality of life by accomplishing a variety of objectives, one of which is for transportation
Page 650 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
46
improvements such as repairing potholes, reducing traffic congestion, and expanding bike
lanes. SLO Transit will benefit from this new tax measure indirectly through City projects that
enhance local operating conditions and multimodal access and connectivity. The measure
expenditure plan does not include direct funding to SLO Transit.
8.2.2 State Transit Funding Sources
Senate Bill 1: The most recent development at the state level concerns the passage and
signing into law of SB 1 (Beall) in April 2017. SB 1, The Road Repair and Accountability Act of
2017, provides the first significant, stable, and ongoing increase in state transportation funding
in more than two decades. SB 1 is composed of a series of measures and revenue
enhancements such as increases in the diesel and gasoline excise and sales taxes and vehicle
registration fees.
State of Good Repair: The State of Good Repair (SGR) program is the result of the passage
of SB1 and provides approximately $105 million annually to transit operators in California for
eligible transit maintenance, rehabilitation and capital projects. The SGR program benefits the
public by providing public transportation agencies with a consistent and dependable revenue
source to invest in the upgrade, repair and improvement of their agency’s transportation
infrastructure, and in turn improve transportation services. These funds are allocated under
the State Transit Assistance (STA) Program formula to eligible agencies pursuant to Public
Utilities Code (PUC) section 99312.1. Half is allocated according to population and half
according to transit operator revenues.
Proposition 1B – Public Transportation Modernization, Improvement, and Service
Enhancement Account: On November 7, 2006, California voters approved Proposition 1B,
the Highway Safety, Traffic Reduction, Air Quality, and Port Security Bond Act of 2006. This
act authorized the issuance of $19.925 billion in general obligation bonds to invest in high-
priority improvements to the state’s surface transportation system and to finance strategies to
improve air quality. Among the programs contained in Proposition 1B is the $3.6 billion Public
Transportation Modernization, Improvement, and Service Enhancement Account (PTMISEA).
PTMISEA funds are to be used to fund various mass transportation projects, including
rehabilitation, safety, or modernization improvements, capital enhancements or expansion, rail
transit improvement, bus rapid transit improvements, the acquisition of rolling stock, and other
similar investments.
California Air Resources Board – Low Carbon Transit Operations Program: The Low
Carbon Transit Operations Program (LCTOP) is one of several programs that are part of the
Transit, Affordable Housing, and Sustainable Communities Program established by the
California Legislature in 2014 by Senate Bill 862 (SB 862). The LCTOP was created to provide
operating and capital assistance for transit agencies with the goal of reducing greenhouse gas
(GHG) emissions and improve mobility, with an emphasis on serving Disadvantaged
Communities (DAC) and low-income communities. This program is administered by Caltrans
in coordination with the California Air Resources Board (CARB) and the State Controller’s
Office (SCO). These funds are part of the State Cap-and-Trade program and are derived from
annual auction proceeds in the GHG Reduction Fund.
CARB issues competitive grant solicitations for the Air Quality Improvement Program (AQIP)
and Low Carbon Transportation Greenhouse Gas Reduction Fund Investments pursuant to
AB 118. Each fiscal year, CARB must submit a proposed funding plan to its board for approval.
The funding plan serves as the blueprint for expending the AQIP funds appropriated to CARB
Page 651 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
47
in the state budget. Annual funding allocations could aid in future procurements of low- or zero-
emission transit and support vehicles.
California Air Resources Board - Sustainable Transportation Equity Project (STEP):
Includes implementation grants for transportation strategies that include Active Transportation,
Fixed-Route Transit, and Shared Mobility. These strategies are meant to encourage mode shift
from single-occupancy combustion vehicles, fill transportation gaps, and prioritize first/last mile
connections.
8.2.3 Federal Revenue Sources
The Federal Transit Administration (FTA) provides financial and technical assistance to local
public transit systems. Since 1964, the FTA has partnered with state and local governments
to create and enhance public transportation systems, investing more than $11 billion annually
to support and expand public transit services. The FTA provides annual formula grants to
transit agencies nationwide as well as discretionary funding in competitive processes.
The following table lists key FTA formula and competitive discretionary grant opportunities:
Table 10: FTA Grant Opportunities
FORMULA DISCRETIONARY
Section 5307: Urbanized Area Formula
Funding Program
Sections 5303, 5304, and 5305:
MPO/Statewide/Non-MPO Transportation
Planning
Section 5329: Public Transportation
Safety and Oversight
Section 5309: Capital Investment Grant
program (New Starts, Small Starts, Core
Capacity)
Section 5337: State of Good Repair (High
Intensity Fixed Guideway and High Intensity
Motorbus)
Section 5339: Bus and Bus Facilities and
No and Low Emission
Page 652 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
48
Appendix A – Existing Systems
Page 653 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
49
Table 11: Systems Inventory
TECHNOLOGY VENDOR DESCRIPTION END USERS MAJOR
FUNCTIONS AND
USERS
Onboard Systems
Mobile Data
Terminal
Bishop Peak The onboard central
processing unit that is
connected to and
manages data across all
the onboard systems,
automatic vehicle
location (AVL), audio
announcement system,
internal signs, headsigns,
and camera system (for
some vehicles).
Bus Driver Operator
communications,
performance
viewing
AVL Tablet Bishop Peak The onboard central
processing unit that is
connected to and
manages data across all
the onboard systems,
automatic vehicle
location (AVL), audio
announcement system,
internal signs, headsigns,
and farebox.
Bus Driver,
Maintenance
Communications,
data processing,
data storage, real-
time location and
schedule tracking,
headsign
management,
internal sign
management
Farebox Genfare Is a validating farebox
that accepts cash and
magnetic stripe paper
tickets.
Driver,
Finance,
Maintenance
Validating cash
and fare media
payments.
Collecting and
storing cash
transactions.
Onboard Camera
Systems
SEON Onboard security video
monitoring and
management system
equipment installed
across the vehicle fleet
except three (3) vehicles.
Each set of onboard
system equipment
consists of an HVR
integrated with multiple
interior and exterior
cameras.
Operations Security video
footage
Driver-facing
Camera Systems
DriveCam Onboard security video
equipment comprising of
gyroscope and
accelerometer used for
performance and incident
monitoring
Operations,
Reporting
Security video
footage
Central Systems
Page 654 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
50
Fixed Route
Scheduling
System
Excel/Email Software that is used to
generate the fixed route
schedule, blocks, runs,
and driver rosters
Scheduling Timetables,
operator runs,
mileage for NTD
Dispatching Bishop Peak The central software
used for vehicle tracking
and real-time
dispatching, operations.
Dispatch,
Maintenance
Dispatch
management,
messaging,
location and
schedule
monitoring,
operations data
communications.
Operations
Reporting
Bishop Peak,
internally
developed
reports
A data warehouse and
reporting tool for
operational data captured
by the AVL system.
Planning,
Management
On-time
performance and
other reporting on
AVL data.
Maintenance and
Management
System
Hexagon The central software that
is used for managing
workflows for all work
orders related to
preventive maintenance
(PM) and repairs for
vehicle components,
purchase order
management for parts
and generating
maintenance reports.
Repairs conducted by
contractors are also
tracked in this system.
Maintenance Work order
management,
parts inventory
management,
parts fulfillment.
Fare System Genfare Data
System, Token
Transit
Central data
management and
processing system for all
Genfare fare system
equipment.
Finance,
Maintenance,
Planning
Revenue
collection,
Planning data
analysis
Video
Management
Software
SEON Central video
management software to
manage camera video
from HVRs and cameras
installed across the SLO
fleet. The software allows
staff to search, tag,
download video
wirelessly and playback
videos.
Maintenance,
Safety
System video
monitoring,
training, risk
management,
claims
management.
Garage Systems
Page 655 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
51
Vehicle
Diagnostic
Software
Engine
Diagnostic
software
Used to assess vehicle
health and performance;
software can vary
depending on vehicle
model and is often
different depending on
manufacturer.
Maintenance,
Safety
Vehicle health,
maintenance and
monitoring
Farebox Probing Genfare Farebox data probe
system to export fare
data from fareboxes into
central fare data system
Finance,
Maintenance
Farebox data
collection and
management
system.
EV Charging
Infrastructure
ChargePoint Chargers, dispensers,
and related equipment
that is used to power
electric vehicles.
Currently SLO has a
mobile charging set-up,
but permanent charging
infrastructure is planned
for the yard.
Operations,
maintenance,
planning
Charging and fuel
monitoring,
operations
Customer Systems
Real-time
Information
SLO Transit
app
The real-time information
dissemination software
used to provide
passengers information
about the vehicle
locations and arrival
predictions.
Customers,
Community
Relations
Customer
information
dissemination.
Fare Payment Token Transit
App
Mobile application that
lets customers buy and
activate transit tickets
from their phone
Finance,
Maintenance,
Planning
Revenue
collection,
Planning data
analysis
Third-Party
Applications
Transit App,
Moovit App,
Twitter
A variety of platforms that
are used to provide
customers information
about SLO service on
customers preferred
platform.
Community
Relations
Customer
information
dissemination and
detour
management.
Page 656 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
52
Appendix B – Needs Assessment
Page 657 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
53
Table 12: SLO Transit Needs
NO. NEEDS SUPPLMENTARY INFORMATION CATEGORY PRIORITY
1 Eliminate glitching/freezing of CAD system Dispatchers currently report system freezing periodically
and are sometimes unable to tell where the buses are
through the CAD/AVL system.
Dispatch High
2 Annunciators in the buses should work
100% of the time
Right now, annunciators work around 70% of the time.
Sometimes drivers must announce stops.
Customer
Service,
Operations
High
3 Transit app should work across all device
types
Sometimes app works well on iPhones but not on
Android.
Customer
service
High
4 Electronic incident reporting features that
allow for distribution, electronic filing, and
ability to run reports in more automated
fashion.
Incident reports are currently done on paper and
dispatch scans paper reports and sends them out to all
relevant departments. This can cause delays and
increases manual burden on staff.
Administration High
5 Replace technology systems that have
reached the end of their useful life
SEON camera system aboard certain buses have
reached the end of its useful life and should be
replaced.
Operations High
6 A more reliable method of counting
passengers
The existing APC system is run through the AVL
system. It was installed on most of the buses, but they
have not worked as intended since installation. City
would like this replaced with an NTD-compliant system.
Administration High
7 Improved CAD/AVL reporting capabilities A system that can perform runtime reports or more
reliable passenger counts would alleviate manual
reporting requirements and improve processes.
Administration,
Reporting
High
8 Improved fare payment interface and open-
loop contactless payments
Currently, only a few residents know about Token
Transit app that they can use to pay fares on SLO
Transit buses. It does not allow for the use of credit
cards or contactless payment on buses directly.
Customer
Service
High
9 A Mobility-as-a-Service (MaaS) application
that integrates transit, carshare, parking, EV
charging, and bikeshare
The city's Active Transportation Plan includes a goal of
better integrating transit, carshare, and bikeshare.
Active
Transportation
High
Page 658 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
54
10 Initiate or expand bike and car share
services
City staff would like to initiate docked bikeshare and
expand the carshare program (ZipCar) currently at
CalPoly.
Active
Transportation
High
11 A customer-facing transit app that shows
real-time bus location and predicted arrival
times more accurately
The current transit application shows bus location but is
not always reliable. The predicted bus arrival times does
not always consider on-route delays or detours. The City
would like to explore other technologies that do allow for
rerouting and reflect accurate arrival times.
Customer
Service
High
12 A user-friendly hotline for supporting
common bus location-based inquiries.
SLO gets calls from customers about bus arrival times
when there are delays or detours that are not reflected
in the app. Current operations would benefit from some
real-time information to be available to customers over
the phone without manual intervention. City would like to
explore IVR in multiple contexts for providing information
to customers.
Customer
Service
High
13 A reliable, user friendly interface for
reporting
Currently MS Access is used to prepare reports for the
city, and the interface is outdated. City would like to use
staff time as efficiently as possible.
Administration High
14 Integrated camera system on buses that
provides the same capabilities fleet-wide
Currently, buses have two different systems- most have
older SEON systems, while 3 buses have camera
systems that interface with CAD/AVL software. The two
different systems result in procedural inconsistencies for
data backup and incident reporting. Upgrading to a
single camera system that allows for wireless transfer of
data would be beneficial.
Operations Medium
15 An integrated system where drivers can log-
in fewer times
Currently, every time before starting a shift, drivers must
log-in to three different systems: Bishop Peak, NFC, and
the Genfare platform.
Operations Medium
Page 659 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
55
16 Additional camera angles and seamless file
sharing for onboard video
Checking video footage after an incident is primarily
done through DriveCam because it is more user-
friendly. However, DriveCam only captures one angle
and is not useful for incidents that occur on the side of
the bus. These incidents require using a thumb drive to
manually extract the footage from the onboard camera
systems hard drive.
Administration Medium
17 Integrated software for 3 different models of
EV buses
SLO Transit may soon have Battery Electric Buses from
3 different vendors (moving forward, it will be a single
manufacturer)- New Flyer, Proterra, and Gillig. While the
chargers will be universal, the diagnostic software will
be proprietary for each vendor. This could lead to using
three different software products for vehicle diagnostics.
Maintenance Medium
18 Bike locker locations and reservation
capability
Riders do not currently have the ability to easily reserve
bike locker spaces and track their availability.
Active
Transportation
Medium
19 Working detour communication features on
transit application
This feature on the transit app has not been working as
intended.
Customer
Service
Medium
20 Address service reliability routes 2a and 3 Long wait times on these routes is partially a product of
construction work but impacts riders' ability to get where
they need to go on time.
Service
Planning
Medium
21 Bus stops should incorporate real-time ETA
signage at more stops and ETAs should be
accurate
Real-time posts are not always accurate and are only
located at a few select stops. Other stops could benefit
from upgraded infrastructure and accurate prediction
data.
Bus stops Medium
22 Dashboard for easy access to operational
statistics
City staff relies on First Transit for reporting information
such as revenue, miles, and vehicle hours. An
accessible dashboard to check operational data from
the city side would assist with NTD reporting and
verification.
Administration,
Reporting
Medium
Page 660 of 668
ARCADIS IBI GROUP FINAL REPORT
SLO TRANSIT INNOVATION STUDY
Prepared for SLO Transit
56
23 Easier process for acquiring free transit
passes and potential integration with a
MaaS application for doing this
Downtown employees in San Luis Obispo are permitted
to receive free transit passes, but passes require going
to a specific office location and employees must re-
enroll every month
Fareless/Comm
uter Programs
Medium
24 Digital wayfinding capabilities Bike and pedestrian wayfinding are inadequate in some
areas. A digital wayfinding system could be an
affordable solution in targeted areas.
Active
Transportation
Low
25 A way of conveying bike parking locations
and availability
There is currently no system for residents to know the
locations and availability of bike parking spaces.
Active
Transportation
Low
26 E-bike charging infrastructure As e-bikes become more prevalent, there may more
demand for public bike charging stations.
Active
Transportation
Low
27 More automated process for schedule
changes
Schedule changes from the City to the operator are
currently communicated via email. While the process
works fine, there is interest in exploring technologies
that may be available to ease schedule change burden
or lessen the number of steps involved.
Service
Planning
Low
28 City access to maintenance data Currently, First Transit is responsible for reporting all
maintenance data to SLO Transit; this process would be
simplified and data could be more easily verified if city
staff had a login to review data or information from
Hexagon were shared directly into SLO Transit systems,
or if the operator were required to use SLO City systems
for data sharing.
Administration,
Reporting
Low
Page 661 of 668
Page 662 of 668
Transit Innova tion StudyStakeholder Wor kshop
22 - 26 Sep 2023
Poll results
Page 663 of 668
Table of contents
Pleas e rank t he following recommendations from the Transit Innovat ion St udy in
order of t heir ability t o increase SLO Transit's ridership.
Page 664 of 668
Ranking poll
Please rank the following recom mendations
from the Transit Innovation Study in order of
their ability to increase SLO Transit's ridership.
(1/4)
0 1 4
1.Enhance d Se rvic e on Fixed Ro ute s.
17.21
2.P ursue open loop payments thro ugh Cal-ITP, in c o o rdinatio n
with RTA.
14.93
3.Replace CAD /AVL System o n Fixe d-Route Vehic les .
13.79
4.Upgrade Auto matic Pass enger Co unters o n Fixed-Ro ute
Vehicle s.
13.07
5.Enhance Real-Time Pass enger Info rmation.
12.79
Page 665 of 668
Ranking poll
Please rank the following recom mendations
from the Transit Innovation Study in order of
their ability to increase SLO Transit's ridership.
(2/4)
0 1 4
6.Replace and Improve Camera Sys te ms .
12.07
7.Imple ment Fare Change s fo r Students , Se niors , and Lo w-
Inco me Riders.
10.86
8.Explore Ins titutional Partne rships.
10.64
9.Imple ment Microtrans it Mo bility Se rvic es .
10.43
10.Expand the D o wnto wn Acc es s Program.
9.71
Page 666 of 668
Ranking poll
Please rank the following recom mendations
from the Transit Innovation Study in order of
their ability to increase SLO Transit's ridership.
(3/4)
0 1 4
11.Es tablish a Mobility-as -a-Servic e Platfo rm.
9.43
12.Install L ighting at Applic able Bus Stops .
9.36
13.Install Shelters at Applic able Bus Stops.
9.07
14.Launch a Bikes hare P rogram.
8.50
15.Inve stigate and Es tablish Mobility Hubs.
7.36
Page 667 of 668
Ranking poll
Please rank the following recom mendations
from the Transit Innovation Study in order of
their ability to increase SLO Transit's ridership.
(4/4)
0 1 4
16.Launch a Carshare P ro gram.
6.64
17.Install Bike P arking/Bike Loc kers at Applic able B us Stops .
5.50
18.Imple ment a Transit Signal P rio rity s trate gy.
5.36
19.Add Bus Bulb-o uts Do wntown.
3.29
Page 668 of 668
1
Transit Innovation Study Review
City Council Meeting January 23, 2024
2
Recommendations
1.Receive and file Transit Innovation Study;
2.Provide any necessary direction to staff to finalize the report and begin
implementation; and
3.As recommended by the Mass Transportation Committee, adopt a Draft
Resolution entitled, “A Resolution of the City Council of the City of San
Luis Obispo, California, approving a pilot program expanding fare
options for K-12 students for San Luis Obispo (SLO) Transit.”
3
Mode Split Objectives
In 2014, the City set ambitious Mode Split Objectives with the adoption of
the Land Use and Circulation Elements of the General Plan.
Mode*2019**2035
Single-Occupancy Vehicle 61%50%
Walking, Carpool, and Other Forms 20%18%
Transit 2%12%
Bicycle 16%20%
*City Resident Trips
**City Transportation Survey
4
SLO Transit Annual Ridership
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023
General Ridership Cal Poly Ridership Total Ridership
5
Transit Innovation Study Objectives
PURPOSE
Evaluate new technology and new delivery
modes that support the City’s existing transit
network and help the City achieve its mode split
objectives.
OUTCOME
Present actionable recommendations to improve
fixed-route transit service, explore alternative
service modes, and broadly enhance transit as a
viable alternative to private automobile travel.
6
Transit Innovation Study Themes
7
Reading the Table of Recommendations
#Recommendation Relevance
to SLO
Impact to
Ridership Timeframe Cost Priority
3
Replace CAD/AVL
System on Fixed-Route
Vehicles
High Low Short High HIGH
Overall Ranking
Description of
Recommendation
The degree to which
the solution fits the
needs of SLO Transit
and the City
Ability to Directly
Restore Ridership
Short-term (1-2 years)
Medium-term (2-3 years
Long-term (+3 years)
Based on City’s
Purchasing
Policy Tiers
Summary
Priority Level
8
Theme One: Critical Upgrades that Support
Ongoing Operations
#Recommendation Relevance
to SLO
Impact to
Ridership Timeframe Cost Priority
3
Replace CAD/AVL
System on Fixed-Route
Vehicles
High Low Short High HIGH
4
Upgrade Automatic
Passenger Counters on
Fixed-Route Vehicles
High Low Short Medium HIGH
6 Replace and Improve
Camera Systems High Low Short Medium MEDIUM
9
Theme Two: Technologies that Improve
Riders’ User Experience
#Recommendation Relevance
to SLO
Impact to
Ridership Timeframe Cost Priority
2
Pursue open loop
payments through Cal-
ITP, in coordination with
RTA
High High Medium Medium HIGH
3 Enhance Real-Time
Passenger Information Medium High Short Medium HIGH
13 Establish a Mobility-as-
a-Service Platform Medium Medium Long High LOW
10
Theme Three: Fare Program Updates to
Increase Transit Opportunities
#Recommendation Relevance
to SLO
Impact to
Ridership Timeframe Cost Priority
6
Implement Fare
Changes for Students,
Seniors, and Low-
Income Riders
High High Short Low HIGH
12 Explore Institutional
Partnerships Medium High Medium Low MEDIUM
5 Expand Downtown
Access Pass Program High Medium Short Low HIGH
11
Theme Four: Bus Shelter and Street
Improvements for Rider Safety and Comfort
#Recommendation Relevance
to SLO
Impact to
Ridership Timeframe Cost Priority
12
Install Lighting,
Shelters, and Bike
Parking at Applicable
Bus Stops
Medium Medium Medium Medium MEDIUM
14 Investigate and
Establish Mobility Hubs Medium Medium Medium High LOW
17 Add Bus Bulb-outs
Downtown Medium Low Long Medium LOW
12
Theme Five: Enhanced Service and Alternate
Transit Options
#Recommendation Relevance
to SLO
Impact to
Ridership Timeframe Cost Priority
1 Enhance Service on
Fixed Routes High High Medium High HIGH
9 Pursue Micro-Transit
Mobility Services Medium High Long Medium MEDIUM
11 Launch a Bikeshare
Program Medium Low Short Low MEDIUM
15 Implement Carshare
Program Medium Low Medium Medium LOW
16 Implement a Transit
Signal Priority Strategy Low Low Medium High LOW
13
Stakeholder Review and Feedback
Memo Review
The consultant produced seven memos on
various topics throughout the study process.
The memos were sent to internal and external
stakeholders for review and comment. The
feedback was incorporated into the memos
which were then compiled into a draft report.
Stakeholder Workshop
On September 25, 2023, staff held a
stakeholder workshop to review the draft
recommendations and to re-prioritize them
based on the potential to increase ridership.
14
Implementing the Recommendations
Immediate Opportunities for Action
1.Pursue open-loop payment system in coordination with RTA and support from
the Cal-ITP
2.Pursue grant funding opportunities for technological upgrades
3.Expansion of fare options for K-12 students
4.Expansion of Downtown Access Pass (DAP) Program
Integration into Short Range Transit Plan
1.Enhance fixed-route services
2.Pursue micro-transit mobility services
3.Explore institutional partnerships
4.Bus shelter enhancements
15
Immediate Opportunities for Action
Pursue Open-Loop Payment System
Open-loop refers to the use of mobile apps, banking cards, and contactless
payment methods to pay for transit fares instead of cash and pre -paid passes.
On December 6, 2023, SLOCOG’s Board approved the
allocation of $2.6 million in grant funding to pursue a
region-wide open-loop payment system. SLO Transit and
RTA are included in this effort.
Next step is for the issuing agency, California State
Transportation Agency (CalSTA) to review the allocation
package. If approved, SLOCOG will be notified of
approval to disburse funds.
16
Immediate Opportunities for Action
Pursue Grant Funding Opportunities for Technological Upgrades
In November 2023, staff submitted projects to SLOCOG for funding through the
Transit and Inter-City Rail Capital Program (TIRCP).
On December 6, 2023, SLOCOG’s board approved the allocation of $880,000 in
TIRCP funds for fiscal year 2024-25 for Auto Vehicle Locator system and for on-bus
security camera system upgrade projects.
The allocation package has been submitted to the issuing agency, CalSTA , for
review. If approved, staff will present to Council an updated Transit Fund forecast at
Supplement that includes capital project expenses for these projects.
17
Immediate Opportunities for Action
Expansion of Fare Options
for K -12 Students
As recommended by the
Mass Transportation
Committee, staff
recommends adopting a Draft
Resolution approving a pilot
program expanding fare
options for K-12 students
Fare Type Current Rate Proposed Rate
Regular $1.50 $1.50
Student (K-12)N/A $1.00
Senior/Disabled $0.75 $0.75
Pass Type Current Rate Proposed Rate
31-Day Regular $40.00 $40.00
31-Day Student (K-12)$25.00 $25.00
31-Day Senior/Disabled $20.00 $20.00
16-Ride Regular $24.00 $24.00
15-Ride Student (K-12)N/A $15.00
15-Ride Senior/Disabled $11.25 $11.25
7-Day $15.00 $15.00
5-Day $12.00 $12.00
3-Day $7.00 $7.00
1-Day $3.25 $3.25
Regional Day Pass $5.50 $5.50
Effective February 1, 2024, thru June 5, 2025
18
Immediate Opportunities for Action
Expansion of Downtown Access Pass Program
19
Task Description
TASK 1 Project Adminstration
TASK 2 Project Goals & Finalize Scope of
Services
TASK 3 Overview of Transit Systems
TASK 4 Goals, Objectives and Standards
TASK 5 Service and System Evaluation
TASK 6 Operations Plans and Budgets
TASK 7 Capital Improvement Programs
TASK 8 Analyze Coordination among RTA and
SLO Transit
TASK 9 Draft Joint Plans
TASK 10 Final Joint Plans x x
Consultants On-Site Meeting/Presentation
Meetings/Outreach KO S SI PM
Deliverables WP1 WP2 WP3 WP4 WP5 WP6 WP7 WP8 AD DR FR
Meetings/Outreach = KO = Kick Off; SI= Stakeholder Interviews/Driver drop-in; S = Onboard and Online Surveys; PM = Public Meetings;
Deliverables = WP (Working Paper); AD = Admin Draft; DR = Draft Report; FR = Final Report = On-site vist xx Genevieve Vacation
July Aug Sept
Table 2: San Luis Obispo Regional Transit Authority and San Luis Obispo Transit Joint Short Range Transit Plan
Schedule
2023 2024
Sept Oct Nov Dec Jan Feb Mar Oct Nov DecAprMayJune
RTAC/MTC
RTAC/MTC
RTAC/MTC
Board/Council
Board/
CouncilSteering
Steering
City Council
We are Here
20
Study Session Feedback
1.Does Council agree with the prioritization of the recommendations?
a. If not, how should the recommendations be re-ordered to better address
the transit needs of the community?
2. Are there items not listed in the recommendations or considered as part of the study that
Council would like to see included in the final report?
3. Does Council agree with the implementation approach described above?
4. Which recommendations would Council like further analyzed through the Short-Range
Transit Plan process?
Staff is interested in receiving feedback from Council on the recommendations in the final
draft of the report. Several questions are listed below to help facilitate the discussion.
21
Recommendations
1.Receive and file Transit Innovation Study;
2.Provide any necessary direction to staff to finalize the report and begin
implementation; and
3.As recommended by the Mass Transportation Committee, adopt a Draft
Resolution entitled, “A Resolution of the City Council of the City of San
Luis Obispo, California, approving a pilot program expanding fare
options for K-12 students for San Luis Obispo (SLO) Transit.”