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LETTER FROM THE CEO
This booklet represents the work of the dedicated people at Hampton Roads Transit to share with
you the critical role that transit plays in our region.
We have developed it because we believe we are at a crossroads in Hampton Roads. Demand for
reliable transit is at an all-time high. More people than ever are boarding buses, trains, ferries and
paratansit services. Over the last eight years, for example, we’ve seen an 87 percent increase in the
number of commutes on transit, and we expect even more to come. By 2034, Hampton Roads’
population is expected to increase 32 percent, and the region also is expected to experience a
26 percent increase in employment. Meanwhile, traffic congestion continues to be ranked as the
region’s worst transportation problem. When the public is asked what we should do to address
our most pressing transportation challenges, the recommendation that most consistently ranks
at the top of the list is to improve the transit system.
We believe there are solutions and a good start is to begin a conversation about the role transit
plays in our region. You’ll find many insights into that issue here.
It is critical that the region achieve a balanced mix of transportation alternatives. For every $1
invested in public transportation, we know it generates about 4-6 dollars in local economic
activity. Public transit also enhances business productivity by expanding the labor pool available
to local companies. An effective public transportation system will be essential to Hampton
Roads’ future.
Please take a moment to read it and think about the
role transit will play in our region’s future.
Thank you for your time.
William Harrell
President and CEO
Hampton Roads Transit
CONTENTS
HRT By the Numbers
i
HRT's Importance to the Region
The Role of Transit in the Hampton Roads Region
HRT and the Economy
What Makes a Truly Great Transit System?
How HRT is Funded
HRT at a Crossroads
Stretching the Dollars Further
2
3
5
7
9
11
13
Working to Build a Better Transit System
Moving Forward Collaboratively
16
17
BY THE NUMBERS
TRANSIT’S ROLE IN SUPPORTING A HEALTHY REGION
47,000+
The number of car trips removed from the roads each weekday by
Hampton Roads Transit, saving passengers time and money, while also
reducing harmful emissions into the environment. (page 3)
17.2 million
The number of riders Hampton Roads Transit carried on its bus, light rail,
ferry, and paratransit services in Fiscal Year 2014. (page 3)
87%
The increase in transit commuters in the Hampton Roads region over the
last eight years. (page 4)
32%
The expected increase in population in the Hampton Roads region by
2034. (page 5)
$ 1 billion
Value of new real estate development to date along the Tide Light Rail
starter line. In 2014 Norfolk approved permits for the largest number of
multifamily housing units in over 25 years. (page 6)
54%
Millennials who would consider moving to a new city for better
transportation options. Hampton Roads ranks in the bottom fifth of large
metro areas in attracting young, college educated people. (page 6)
&
&
BY THE NUMBERS
HRT’S CHALLENGE IN ACHIEVING OUR VISION
0
The number of Hampton Roads Transit bus routes operating at an allday frequency of 15 minutes or less, the industry standard for high-quality
transit service. (page 7)
3
HRT’s buses are on average three years older than the Federal Transit
Administration’s recommended average age, leading to poorer reliability.
(page 8)
71%
The portion of Hampton Roads Transit’s capital budget derived from
federal sources, nearly twice the transit industry-wide average in the U.S.
(page 9)
0%
The portion of HRT’s funding that comes from dedicated sources. Nationally,
39 percent of transit funds come from dedicated sources. (page 9)
$0
The amount of new regional transportation dollars (out of $150-$200
million annually) that are currently eligible to invest in improving regional
transit services. (page 10)
$62 million
HRT’s capital project backlog over the next seven years, which is keeping
the region from being able to achieve and maintain a modern transit
system. (page 13)
TON
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PART OF
City of Chesapeake - “...public transit service should be considered throughout the City
and region whenever economically viable to serve special target groups, and to reduce
dependency on automobiles.”
-Comprehensive Plan 2035
City of Hampton - “Traffic congestion in growing urban areas is expected to be an
ongoing national problem that will not be completely eliminated by adding
roadway capacity. Strategies must address traffic system maintenance, including existing
system efficiency, travel demand management, and providing alternative transportation
modes, as well as adding system capacity.”
-Hampton Community Plan 2006
City of Newport News - “More balance is needed in the transportation system to provide
alternative forms of transportation and help reduce congestion. Car pooling, van pooling,
greater use of public transportation, staggered work hours outside peak traffic periods,
telecommuting, enhanced bus service, bicycling, walking and the development of rapid
transit, such as light rail and commuter rail, will help reduce congestion on the City’s
streets.”
-Framework for the Future 2030
City of Norfolk - “Increased transportation options, including light rail, and the desire
to become a more bikeable and walkable city as part of the more balanced total
transportation network.”
-plaNorfolk 2030
City of Portsmouth - “The city shall commit to improving the quality of Portsmouth’s
civic infrastructure, including public facilities; parks and green spaces; attractive public
places; gateway entrances to Portsmouth; and roadway corridors that support a regional,
multi-modal transportation system”
-Destination 2025
City of Virginia Beach - “We must find more efficient means of transportation by
encouraging development patterns that rely less on a single-occupant automobile
and more on multi-occupant transportation, bicycling, walking, and on new modes of
travel that will no doubt arise in response to the need and to advance in transportation
technologies.”
-Virginia Beach Comprehensive Plan, updated 2014
James City County - “The County’s goal is to provide citizens, businesses, and visitors
with an efficient, safe, and attractive multimodal transportation system that reinforces or
is consistent with the goals and land use patterns of the Comprehensive Plan.”
-James City County 2009 Comprehensive Plan
City of Suffolk - “The City of Suffolk also recognizes the importance of developing a
balanced, efficient, multi-modal transportation network that minimizes impacts to the
environment and reinforces the quality of life that Suffolk’s citizens have come to expect.”
-City of Suffolk: Draft 2035 Comprehensive Plan
City Of Williamsburg - “An efficient transportation system will use all of these
modes(roads, sidewalks, bikeways, mass transit, and rail), providing a variety of options
for residents, visitors and businesses. The character of these transportation facilities
needs to be compatible with the land uses proposed in the Future Land Use Plan, and
should minimize impacts on Williamsburg’s residential and commercial areas.”
-City of Williamsburg’s Comprehensive Plan 2013
HRT’S IMPORTANCE TO THE REGION
Transit is Part of Our Region’s Vision for the Future
An effective public transportation system will be essential to Hampton Roads’ future as the region
continues to grow and evolve. The comprehensive plans of all our region’s jurisdictions reflect the
importance of multi-modal transportation in promoting vibrant communities. Indeed, with their residents’
best interests in mind, these cities share HRT’s enthusiasm for transit in the region.
In 2012 a regional transit vision plan1 endorsed by the Hampton Roads Transportation Planning Organization
(HRTPO) stated the following goals for the region:
;
Provide greater mobility options through an integrated high-capacity transit system.
;
Improve land use and transportation coordination by encouraging transit-supportive
development within mixed-use activity centers and corridors.
;
Reduce energy consumption, improve air quality, and mitigate climate change impacts with
a robust transit system based on renewable energy sources.
;
Promote economic growth and regional competitiveness through a transit system that
connects major activity and employment centers.
Public transportation will play a key role in reaching these goals. It is vital in balancing growth and
congestion in downtown and suburban areas with clusters of new commercial and residential development.
Transit is also an increasingly critical feature in attracting the young, educated talent that helps drive a
region’s economy
Ci
from
Don
Ex
Hampton Roads residents consistently rank traffic congestion as the region’s worst transportation problem,
and that expanding the region’s transit system is the most effective way to remedy this issue.2 In fact, during
this exciting time in the region’s history, both transit ridership and demand for better transit options are at
an all-time high. Without a high quality transit system, Hampton Roads will struggle to compete with other
metro regions.
Ad
Dis
an
is a
sh
HR
An effective transit system is critical for the health and vitality of our region. Hampton Roads
residents rank traffic congestion as the region’s worst transportation problem and believe
expanding the transit system is the most effective way to remedy this issue.
-HRTPO Survey, 2013
2
The Role of Transit in the Hampton Roads Region
HRT Ridership
Hampton Roads Transit carried 17.2 million riders in fiscal
year 2014 across its four modes. HRT is one of the few
systems in the country to operate bus, light rail, paratransit
and ferry service. While The Tide is a growing share of
HRT’s ridership, bus service is still the core of our transit
service, accounting for 87 percent of trips last year.
Transit Bus: 15 Million
87%
Light Rail: 1.5 Million
9%
Ferry: 332,378
2%
Paratransit: 311,789
2%
HRT Ridership by Mode 2014
HRT’s Impact on Regional Mobility and Accessibility
1200
1000
800
600
400
200
2011
2007
2003
1999
1995
1991
1987
0
1983
MILLIONS OF DOLLARS
Transit is a critical component of regional mobility. In
2011, congestion caused more than 46 million hours
of delay in our metro region, costing residents $932
million in lost time and productivity. That same year,
HRT service reduced regional congestion by 1.6 million
hours and removed more than 47,000 car from the road
trips each weekday,3 saving passengers time and money,
while also reducing the region’s carbon and greenhouse
gas emissions.
YEAR
Hampton Roads
Congestion Cost 4
Transit can carry more people in a much smaller footprint than cars:
116 Cars = 1 Full Light Rail Train
3 | HRT: Investing in the Region’s Future
Transportation Demand Management
To further contain traffic congestion and meet the diverse needs
of the region, HRT complements its traditional transit offerings
with the TRAFFIX transportation demand management (TDM)
program. It includes the following:
Public Transit: 2%
Walk: 3%
Other Means: 2%
;
Vanpooling – Rider referrals are offered to those
wishing to ride in a shared van, and vans are leased to
approved drivers.
;
NuRide – The nation’s largest commuter rewards
program incentivizes usage of alternative
transportation modes through such prizes as coupons
and show tickets. Trips taken using NuRide rose by
nearly 90 percent from FY2011 to FY2013.
;
Guaranteed Ride Program – This program provides
rides back to points of origin in case of emergency. In
FY2013, the program offered almost 550 rides.
;
Park & Sail Program – Interested users may park
for free at ferry lots prior to rides, incentivizing ferry
travel using HRT.
;
Teleworking – HRT encourages area employers to
allow their employees to telework at least one day
per week, thus maintaining the region’s transportation
system at a manageable level.
Worked From Home: 4%
Carpool: 9%
Single Occupancy
Vehicle: 80%
Hampton Roads Mode Split 2013 5
But There is a Long Way to Go
Public transportation currently accounts for about two percent of the region’s commute trips, yet it is
the third fastest growing commute mode in Hampton Roads over the last eight years, increasing by 87
percent.6 The demand for expanding transit options has never been higher. The better job the region
does in providing quality transportation choices, the easier it will be for people to get around the region
and reach the places that they want to go – for work, shopping, entertainment, and any other need.
12%
10%
TRANSIT MODE SHARE
80%
60%
40%
6%
4%
Northern Virginia**
Seattle, WA*
Portland, OR-WA*
Minneapolis-St. Paul, MN-WI*
Rochester, NY*
Tucson, AZ*
Charlotte, NC-SC*
Columbus, OH*
Worked at Home
Other
Walked
Public Transit
Carpool
SOV
Percent Change in Number of Commuters by Mode
2005-20137
Orlando, FL*
0%
0%
Hampton Roads*
2%
20%
-20%
8%
Richmond, VA*
PERCENT CHANGE IN MODE CHOICE
100%
Public Transit Mode Share 20138
*Indicates Census-defined Urbanized Area. American Community Survey (ACS), 2013
**Indicates average of combined Northern Virginia cities and counties as defined by the Northern Virginia Regional Commission. American Community Survey, 2013 (ACS
2008-2012 for the cities of Falls Church and Fairfax)
4
HRT and the Economy
How effectively are we preparing Hampton Roads for an
economically diverse and thriving future?
26%
32%
Increase in Jobs
Increase in Population
By 2034 Hampton Roads is expected to experience a 32
percent increase in population and a 26 percent increase in
employment.9 This makes it more important than ever that
Hampton Roads achieve a balanced mix of transportation
choices. Having high quality public transit will help ensure the region’s growth is sustainable and does
not lead to worsening congestion that hurts both livability and the region’s economy.
Every $1 invested in public transit generates $4–9 in local economic activity.10 Public transit enhances
business productivity by expanding the labor pool available to local businesses, allowing them to
find workers with the appropriate skills and training. Public transit supports thriving urban centers,
as downtown areas cannot become mixed-use, vibrant places without a variety of mobility options.
Underinvestment in transit will ultimately weaken the vitality of our core cities and reduce connectivity
to suburban/rural centers, making the region’s economy less competitive. By providing transit mobility
options, HRT supports three main pillars of Hampton Roads’ economy:
;
Military - HRT promotes a state of readiness for those serving our country by offering
improved access to the region’s military bases, installations, and naval shipyards.
By offering alternatives to driving for accessing military facilities, HRT also provides
redundancy and resiliency to the transportation network.
;
Ports - The Port of Virginia supports over 340,000 permanent jobs and generates tens of
billions of dollars in economic activity.11 HRT recognizes the importance of the Port to the
regional and state economy and seeks to improve access to and from this economic hub.
;
Tourism - From the boardwalk of Virginia Beach to the museums and cultural attractions of
Newport News, tourism has always been essential to Hampton Roads’ economy. Transit not
only allows visitors to access popular destinations but provides mobility to the hospitality
workforce tourism industry depend on.
In addition to these three sectors, HRT recognizes the necessity of the region to diversify its economy.
In 2013 the region’s economy grew by only 0.2 percent and government spending in the region dropped
by 2 percent.12 In recent years, Hampton Roads has experienced significant net negative domestic
migration, likely meaning that residents have left the region to pursue jobs elsewhere. HRT understands
the need to both capitalize on growing economic trends and retain more residents through improved
access to employment locations.13 Transit is also an important factor in attracting new employers and
the modern workforce they depend on.
The region cannot afford to build its way out of congestion with roads alone.
The cost of one major interchange replacement project costs more than the
planned three mile extension of light rail to the Virginia Beach Town Center.14
Interchange at I-264 and
Independence Boulevard
$388 million
ze
5 | HRT: Investing in the Region’s Future
Tide Light Rail Extension to
Virginia Beach Town Center
$279 million
We cannot support dense and vibrant urban centers or job access to economic
hubs in suburban areas without good transit service. Places without transit access
forgo the additional retail, office, and residential development (and tax revenues)
opportunities that transit can uniquely support.
$1 Billion
Amount of development generated along the 7.4 mile Tide light rail
in the three years since opening.15
1,000
Number of multifamily units permitted in FY2014 in Norfolk. Norfolk approved
building permits for the highest number of residential units in 25 years.
77% of these units are in multi-family developments, which not only results in more
tax revenue for the city but also supports sustainable development patterns.16
Public Transit Accommodates The Needs of All Demographics
Millennials
Millennials, the generation born between the early 1980s
and the early 2000s will increasingly drive the economic
vitality of our region.
;
;
Millennials are drawn to dense, walkable, urban
environments with ample amenities nearby,
including public transit.
Millennials state a desire to live in places that
provide a wide range of transportation options
(walk, bike, ride transit, or drive).
A robust transit system is critical in attracting the next
generation workforce to Hampton Roads. Unfortunately
we are falling behind our peers; a 2014 report from City
Observatory showed that the region trails other large metro
regions in attracting college educated young adults.17
Seniors
Many older Americans are looking to enjoy lifestyles that do
not overly-rely on cars for mobility, some by necessity and
others by choice. Affordable and accessible transportation
options allow continued independence and access to work,
shopping, medical appointments, and social activities.
A 2014 Survey of Millennials by the
Rockefeller Foundation Found:
91% of millennials surveyed
say investing in public transit is important
for job and economic growth.
54%
of millennials surveyed
would consider moving to a new city
if it offered a wider and better range of
transportation options.18
20%
of seniors 65 years or older do not drive 20
;
The number of persons age 65 and older in Hampton Roads is expected to increase by
more than 80 percent by 2040.19
;
According to the National Household Travel Survey, 20% of seniors 65 years and older do
not drive.20
;
69 percent of people in the region between 65 and 79 years of age have poor access to
public transit.21
People with Disabilities
Approximately 12 percent of Hampton Roads residents identify as having a disability.22 HRT is committed
to providing accessible transit service to people with disabilities. HRT offers origin-destination paratransit
service for riders with physical disabilities. In addition to Americans with Disabilities Act (ADA) compliant
buses, light rail stations and platforms, and ferries, HRT offers reduced fares for seniors, those with
disabilities, and Medicare card holders.
6
What Makes a Truly Great Transit System?
Hampton Roads Transit’s vision is to connect people and places together to support economic
prosperity and a high quality of life for all of Hampton Roads.
Our mission each and every day is to serve the region through high quality, safe, efficient, and
sustainable transportation services. To realize this goal, HRT – like all great transit systems – seeks to
not only provide excellent service to those who need the service most, but also attract riders who
have other transportation options available in their households.
Unfortunately, current funding does not enable the region to plan for and implement high quality
regional transit service and passenger amenities. The quality of current services does not attract
so-called “choice” riders or provide adequate service to those who truly need it. In fact, a 2014
ridership survey found that 79 percent of Hampton Roads Transit customers have no access to a
personal vehicle and 64 percent qualify as low-income.23
In order for Hampton Roads to prosper, the image and functionality of the region’s transit system as
a system of “last resort” has to change. Improving transit service will require sustained investments
in the system to support reliable operations, the development of a high-frequency transit network,
and quality passenger amenities that create a safe and comfortable experience for customers.
High-Frequency Transit Network
Zero
A core concept in providing excellent transit service is the development
of a high-frequency network of transit lines. These networks typically:
;
Operate at consistent and regular intervals.
;
Are easy to understand and use.
;
Have service frequencies of 15 minutes or less all day. High
frequencies reduce wait times and allow customers to use
the service without consulting a schedule.
HRT bus routes
operate at an allday frequency of 15
minutes or less, the
industry standard for
high-frequency transit
service
Only The Tide meets this definition of high-frequency transit. HRT
provides less bus service per capita than many transit agencies serving
regions with comparable service area populations.
San Francisco Frequent Transit
Muni lines
BART lines
Muni Metro
historic streetcar
(light rail)
cable car
L Taraval
CA
California
Richmond-Millbrae
M Ocean View
PH
Powell/Hyde
Each BART line runs every 15 minutes
N Judah
PM
Powell/Mason
5
Fulton
Bayshore Express
6
Parnassus
San Bruno Limited
9
San Bruno
21
Hayes
43
Masonic
RK
ET
MA
N
SS
MI
GE
ID
BA
Y
ON
India Basin
HUNTERS
POINT BLVD
MIDDLE POINT
ST
SAN
3RD
L
AL
WH
NE
ITH
DS
KE
LO
EL
GU
AR
BR
ET
RK
D
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WH
JOSE
JO
SE
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N
HU
HUNTERS
POINT
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ES
BRUN
PA
LO
U
O
Williams
8X
PORTOLA
9
Carroll
9L
Paul
PAUL
EXCELSIOR
Phillip and Sala Burton
Academic HS
ST
Gilman/Paul
3RD
PER
14
SIA
McLaren
Park
VA
NE
E
AV
E
3rd St & Palou W. YOUN
G
24
NEWCOMB
Revere/Shafter
BAYVIEW
Heron’s Head Park
44
Oakdale/Palou
Bacon
8X
Y
WA
Y
B
24
14L
GE
H
19T
JOS
44
SILVER
TERRACE
Persia
Balboa HS
43
WC
OM
24
Silver
44
O
S
Kirkwood/La Salle
NE
U
SAN
PHELAN
JUNIPERO SERRA
LO
ER
AL
280
49
49
J K
M
TO
W
N
RR
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Cr
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io
Mi
BAY
SHO
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E
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44
14
Balboa Park
MERCED
HEIGHTS
RG
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AN
Hudson/Innes
KD
AL
L
Thurgood Marshall
Academic HS
Y
AN
14L
MISSION
TERRACE
OCEAN
CA
OA
INGALLS
MIS
SIO
LN
LINCO
RT
AL
24
24
Cortland
CORTLAND
Richland
Silver
ER
Balboa
Park
EMBARCADERO
IO
N
HO
WA
RD
IO
OM
SS
MI
LS
TENNESSEE
POTRERO
BERNAL
HEIGHTS
SEAU
ROUS
SILV
T
Evans
3rd St & Evans
44
JUDSON
Lee
INGLESIDE
ANY
ALEM
CCSF
3RD ST
CONNECTICUT
KANSAS
MA
ST
PO
/45
ST
ST
H
ST
30
H
6T
8T
WE
ST
47
ST
GUERRERO
Islais Creek
49
30th St
EM
STILL
LYELL
JUNIPERO SERRA
H
H
MISSION
Marin
14
14L
Bernal Heights Park
J
30TH ST
GLEN
PARK
BOSW
ORTH
SUNNYSIDE
City College
of San Francisco
ST
ST
7T
SOUTH VAN NESS
CHURCH
TH
8X 49
Phelan
Loop
K
Jules
1ST
D
3R
ST
OTIS
NOE
24
Glen Park
Archbioshop
Riordan HS
T
ON
EM
H
ST
DOLORES
30th St
MONTEREY
FORESTER
19TH AVE
FR
4T
5T
H
ST
11T
TH
10
CHURCH
23rd St
8X
STRIA
43
20th St
3rd St &
20th St
CESAR CHAVEZ
Randall
GENNESSEE
NT
FO
LAKE MERCED BLVD
O
MASON
H
9T
FILLMORE
CASTRO
D
ER
ERY
LAGUNA
CASTRO
BLV
D
WESTWOOD
HIGHLANDS
PLYMOU
BLV
AD
N
MONTGOM
POWELL
KEARNY
CHINATOWN
STOCKTO
HYDE
WEBSTER
RO
DIVISADE
CLAYTON
NA
BUE
INE
RC
MASON
VAN NESS
ORTH
LEAVENW
RO
STEINER
DIVISADE
GOUGH
FRANKLIN
24
MASONIC
ND
A
SK
YL
BA
EM
STEINER
CENTRAL
22
DOGPATCH
INDU
MONTEREY
HEIGHTS
INGLESIDE
TERRACES
HOLLOWAY
South Basin
Le Conte
SELL
GIL
MAN
MA
N
Geneva
14L
Bay View
Park
NO
SAN
N
RE
BAY
SHO
SANT
OS
8X
9
SUNN
YDAL
E
O
To Daly City BART
peak periods
GENE
VA
Cow
Palace Geneva
& Rio Verde
9
ERIN
8X
N
VISITACION
VALLEY
CAG
CHI
CART
Mission & San Jose
14 14L
VISIT
ACIO
HAH
E
ER
LES
NAP
YDAL
SCHW
AN
AL
Becomes 8AX and 8BX
8X peak periods, peak direction
BRU
T
EXECUTIVE
PARK
Arleta
LITTLE
HOLLYWOOD
Bayshore &
Visitacion
9L
Sunnydale
Candlestick
Point State
Recreation Area
Candlestick
Park
SUNN
HARNEY
Bayshore
1000 ft
1/2 mi
1 mi
Scale
500 m
1 km
JOHN DALY BLVD
all stations are shown
all stations or stops are shown
only select stops are shown
EM
SAN
JO
SE
Sickles/Acton
ION
MISS
RN
OVA
FL
OU
OY
28
HILL
PRAGUE
To Peninsula
and SFO
CORD
Local-stop segment
Naglee/Lowell
Munich
& Geneva
43
MUNICH
ALE
Daly City
DALY CITY
Subway, elevated or express segment
MAN
CROCKER
AMAZON
McLaren
School
9
TH
JUNIPERO SERRA
San Francisco
Golf Club
SAGAMORE
Crocker
Amazon
Playground
SOU
Y
N
ACIO
VISIT
OUTER
MISSION
Plymouth
BROAD
N
WA
Y
M
N
OD
Olympic
Club
ORIZABA
SKYLINE BLVD
RHO
Limited-stop segment
OCEANVIEW
Arch RANDOLPH
BRO
THE
OW
EST
R DR
SA
N MUI
JAM
High Frequency Network - San Francisco
JOH
All stops are accessible except: Muni Metro stops not shown,
Glen Park Muni Metro, and some F Line stops on Market
7 | HRT: Investing in the Region’s Future
MIRALOMA
PARK
LAKESIDE
PARKMERCED
MO
Glen
Canyon
Park
44
AN
28
Mariposa
18TH ST
22nd St
24th St
9
SHERWOOD
FOREST
OCE
Stonestown
San Francisco
State University
22
9L
Mt. Davidson
Park
ST. FRANCIS
WOOD
BALBOA
TERRACE
16TH ST
17TH ST
POTRERO
HILL
24th St Mission
24th St
DIA
TS
PO
M
Junipero Serra
& Ocean
16th St
CPMC
St. Luke’s
Campus
IGH
WESTWOOD
PARK
Lake Merced
DIAMOND
HEIGHTS
O’SHAUG
HNESSY
UCSF Mission Bay
S.F.
General
Hospital
HE
Mercy HS
Stonestown
Galleria
WINSTON
K
9L
John O’Connell
HS of Tech
LA LENGUA
RB
BLVD
Harding Park
Muncipal
Golf Course
44
Mission Rock
UCSF
Mission Bay
Campus
9
16TH ST
N
T
CHANNEL
MISSION
BAY
SHOWPLACE
SQUARE
13TH ST
16th St Mission
24th St
YE
CED
S.F. State
Fixed Route Service Per Capita 2012
West Portal
MIRALOMA
Lowell HS
MASONIC
A
ND
M
MERCED
MANOR
E MER
TWIN
PEAKS
RTO
Brannan
AT&T Park
China
Basin
4th & King
4th & King
8X
Harrison
MISSION
20th St
N
T
2nd & King
47
4th St &
Townsend
30 45 47
47
47
NOE
VALLEY
LAGUNA
HONDA
43
Stern Grove
SLOAT
LAK
Fort
Funston
24
T
SOUTH
BEACH
SOUTH
PARK
101
26TH ST
Ruth Asawa
School of
the Arts
LA
K
80
45
38 38L 71
RINCON
HILL
SOUTH OF
MARKET
45
47
9L
101
DOLORES
HEIGHTS
HO
2.0
NA
1.5
M
St. Francis Circle
San Francisco
Zoo
HWY
0.5
1.0
SERVICE HOURS PER CAPITA
GREAT
0.0
LAGU
Pine Lake Park
Wawona
& 46th Ave
L
T
Twin
Peaks
MIDTOWN
TERRACE
WEST PORTAL
46TH AVE
King County Metro (Seattle, WA)
Folsom
Golden Gate
University
30
Mission HS
ND
Forest Hill
WOOD
SIDE
ULLOA
L
16th St
30
J L M
9L 14L
Transbay
5
Terminal
Montgomery
8X
YERBA
BUENA
18th St
Dolores
Park
Becomes T inbound
at West Portal
Becomes K outbound
at Embarcadero
K
CLARENDON
HEIGHTS
Laguna
Honda
Hospital
FOREST
HILL
15TH AVE
PARKSIDE
9
14
49
22
Mission
Dolores
J
24
OU
ORTEGA
L
14
11th St
47
14L
14
21
Embarcadero
INB
44
K
N
14L
F
CASTRO
T
M
L
K
ND
OU
M
9
T
HAIGHT
14L
9L
Van Ness
OAK
71
TB
OU
HAYES
VALLEY
FELL
6
Church &
L
Duboce K
J
Church
Castro
MA
ON
CLAREND
DUBOCE
6
Moscone
Center
Civic Center/
UN Plaza
8th St
Ferry Building
Ferry Building
Ferry Plaza 6 14
Mission & Main 9
5
Powell
14L
14
5th St 8X
21
HAYES
DUBOCE
TRIANGLE
Corona
Heights
Park
CORONA
HEIGHTS
17TH ST
43
QUINTARA
TARAVAL
L
ASHBURY
HEIGHTS
ET
10TH AVE
22nd Ave
Sunset
TARAVAL
Noe
CPMC
Davies
Campus
RK
TH AVE
SUNSET BLVD
TriMet (Portland, OR)
14th Ave &
Quintara
6
Abraham
Lincoln HS
COLE
VALLEY
Mt. Sutro
Open Space
Preserve
FOREST
KNOLLS
GOLDEN GATE
HEIGHTS
28
47TH AVE
GREAT HWY
St. Ignatius
College Prep
COLE
R
9TH AVE
23RD AVE
22ND AVE
6
NORIEGA
Cole
S
PARNASSU
43
6
UCSF
Parnassus
Campus
LAWTON7
71
Ortega &
48th Ave
71
STANYAN
KEZA
19TH AVE
6
43
44
PRESIDIO
STANYAN
DR
71
CARL
Arguello
IRVING
N
LOWER
HAIGHT
22
N
SUTTER
9
38L
9L
Market &
Powell
PH PM
Jones/
Taylor
TENDERLOIN
CIVIC
CENTER
City Hall
5
Opera House
Davies Symphony Hall
21
GROVE
21
71
6
Buena Vista
Park
6
38L
38
21
UNION
SQUARE
Powell
38L
38
O’FARREL
To Oakland, Berkeley
and East Bay
Washington
F
Market &
California
CA
71
FINANCIAL
DISTRICT 38
45
LOWER
NOB HILL
Leavenworth
GEARY
L
Fillmore
NORTH OF
PANHANDLE
FREDERIC
43
BUSH
Van Ness
1
Drumm
& Clay
Transamerica
Pyramid
8X
30
Asian Art UC Hastings
Sacred Heart 47
Museum College of
Cathedral Prep 49 Main
the Law
Jefferson
Library
ER
GATE Square
Van Ness MCALLIST
GOLDEN
Alamo
Square
Broadway
JACKSON
SQUARE
8X
IA
CALIFORN
Grace NOB HILL
Cathedral
St. Francis
Hospital
PINE
St. Mary’s
Cathedral
CATHEDRAL HILL
WESTERN ADDITION TURK
5L
24
43
71
43
K
K
71
INNER
SUNSET
9th Ave
JUDAH
OUTER SUNSET
Metro Transit (Minneapolis and St. Paul, MN)
HAIGHT
ASHBURY
FREDERIC
LINCOLN
MASONIC
ARGUELLO
5
8TH AVE
VER
SSO
CRO
GREAT HWY
Ocean Beach
ER KING JR DR
TH
LU
FULTON
The Panhandle
HAIGHT
HYDE
GREENWICH
BAKER
DIO
PARK PRESIDIO
LA PLAYA
TI N
M AR
JUDAH
La Playa
& Judah
HAYES
Laguna
ER
Fulton &
21
Shrader
21
St. Mary’s
Medical
Center
Becomes 71L peak periods,
peak direction
71
JAPANTOWN
SACRAME
1
PACIFIC HEIGHTS
22
Divisadero
Masonic
Parker/
Shrader
5L
5
Academy of
Sciences
CPMC Pacific
Campus
Fillmore
38L
MCALLIST
Arguello
6th
Ave
8th Ave
& Fulton
5
E
SIC RS
MU OU
NC
CO
RTI
KIN N LUT
G
JR. HE
R
ANZA
VISTA
43
MA
Chinese
Hospital
NTO
1
Green
30
CLAY
POLK
GULCH
Van Ness
& California
CA
SACRAME
1
LOWER
38
FILLMORE
University of
San Francisco
CABRILLO
de Young
Museum 44
PARK PRESIDIO
BYPASS
D Y DR
Golden Gate Park
19th Ave
N
Raoul Wallenberg
Traditional HS
RICHMOND
44
28
BALBOA
5L
IA
Divisadero
Kaiser Permanente
San Francisco
Greenwich
TELEGRAPH
HILL
NORTH
BEACH
8X
45
Y
BROADWA
NTO
San Francisco Bay
Chestnut
Coit
Tower
Washington
Square
JACKSON
UCSF
Mt. Zion
Medical
Center
43
Masonic/
Presidio
Spruce
38L
38
Sunset
City of Tucson
LAUREL
HEIGHTS
Arguello
GEARY
Kaiser French
Campus
INNER
BALBOA
FULTON
6TH AVE
6th Ave
US
TON
WASHING
Webster
& Jackson
24
Lafayette
Park
CALIFORN
1
44
44
38L
38
Balboa &
32nd Ave
38
JO HN F KE
NN
E
Charlotte Area Transit System
44
25TH AVE
5L
Cabrillo &
La Playa
20th Ave
25th Ave
44
CLEMENT
MB
UNION
45
45
TON
WASHING
Bay
BAY
LU
RUSSIAN
HILL
PACIFIC HEIGHTS
24
Alta
Plaza
California
CPMC California
Campus
44
California
& 7th Ave
1 44
28
44
Park
Presidio
OUTER RICHMOND
George
Washington HS
ANZA
33RD AVE
Greater Richmond Transit Company
32ND AVE
43RD AVE
42ND AVE
POINT LOBOS
48th Ave &
Point Lobos
38L GEARY
Sutro
To Balboa & 32nd Ave and VA
Heights
38
Medical Center on alternating trips
Park
sfcityscape.com
Copyright c 2013 Steve Boland |
47
CO
S.F. Art
Institute
47
22
PRESIDIO
1
HEIGHTS Presidio &
STREET
CALIFORNIA
1
49
Bay &
Taylor
PM
30
BAY
Galileo
Academy
of Science
and Tech
47
49
Y
BROADWA
Some trips are between
30
downtown and mid-route
1
LAKE
1
Geary &
33rd Ave
30 47
30
30
COW HOLLOW
UNION
28
SEA CLIFF
CALIFORNIA
CLEMENT
Marina &
Laguna
Fort
28
Mason
POWELL
43
TAYLOR
ESI
VETERANS BLVD
Lyon &
Greenwich
45
43
28
WEBSTER
PR
LYON
43
LOMBARD
MA
N
BAY
43
Chestnut
& Fillmore
T
CHESTNU
Chestnut &
Divisadero
30
TER
VAN NESS
22
Bay &
Fillmore
N
43 LET
LAGUNA
MARINA
RD
SO
N
N
HA
COL
The Presidio
FILLMORE
K
RIC
LIN
Main Post
RO
BRODERIC
101
DIVISADE
PKWY
BEACH
HA
MARINA
30
Palace of
Fine Arts
28
IDIO
8X
Kearny &
Powell North Point
& Beach
N
JEFFERSO
NT
MARINA
N
JEFFERSO
Crissy Field
PRES
Aquatic
Jones &
Park
Beach
Hyde &
30 49
F
North Point Beach
POINT
PH
& Van Ness
NORTH
FO
N
Legion
of Honor
DR
Haight-Noriega
Geary Limited
JACKSON
38
VA Medical Center
Van Ness-Mission
71
38L
Marina Green
COL
Pacific Ocean
Lands
End
Union-Stockton
Van Ness
49
Geary
Mission
BR
YA
LIN
28
1
VETERANS
45
47
Stockton
14
Pier 41
ZA T
PLA LO
LL ING
TO RK
PA
Regional Transit Service (Rochester, NY)
Divisadero
19th Avenue
30
Mission Limited
FISHERMAN’S WHARF
Richmond-Millbrae line goes to Daly City, not Millbrae Saturdays
The 5 goes to Cabrillo & La Playa evenings and weekends, and the
38 goes to 48th Ave & Point Lobos evenings and Sundays
The 9 ends at 2nd & Market and Geneva & Rio Verde evenings and
weekends
Central Ohio Transit Authority (Columbus, OH)
O’Shaughnessy
44
24
28
38
14L
BUCHANA
Hampton Roads Transit
Fillmore
22
Fulton Limited
9L
GOLDEN
GATE
BRIDGE
Evenings & Weekends
All lines run every 20 minutes or less, except:
Fremont-Daly City and Richmond-Millbrae
lines do not run evenings or Sundays
Limited bus lines do not run evenings, the
5L and 9L do not run weekends, and the
38L does not run Sundays
local bus
California
1
5L
8X
ION
Pittsburg/Bay PointSan Francisco International Airport (SFO)
limited/
express bus
F Market & Wharves
J Church
K Ingleside/ T Third Street
Fremont-Daly City
MISS
metro rail
Dublin/Pleasanton-Daly City
Central Florida Regional Transportation Authority (Orlando, FL)
Every 12 minutes or less
All day Monday-Friday
Subway or elevated station
Caltrain commuter rail station
Surface station
Ferry landing
Stop
Transbay Terminal regional bus center
BART one-way within San Francisco: $1.75
Muni 90 minutes (regular adult): $2 (cable car $6)
For more information, including schedules:
bart.gov | sfmta.com | streetcar.org | 511.org
Reliable Bus Service
The average vehicle age of HRT’s feet is three years above the federally recommended age of six years.
In fact, HRT has one of the oldest fleets among its peers.25 Operating a system using aging buses hurts
reliability and inflates maintenance costs. It also impacts the public’s trust in HRT; in 2014 we received
203 complaints for “no show” buses to our call center.
Target
8,000
Central Ohio Transit Authority (Columbus, OH)
6,000
Metro Transit (Minneapolis and St. Paul, MN)
Central Florida Regional Transportation Authority (Orlando, FL)
5,000
MILES
City of Tucson
Regional Transit Service (Rochester, NY)
King County Metro (Seattle)
4,000
Charlotte Area Transit System
3,000
Greater Richmond Transit Company
Hampton Roads Transit
2,000
TriMet (Portland, OR)
0
3
6
9
BUS AGE
Average Bus Fleet Age 25
12
15
July
Aug
Sept
FY12
Oct
Nov
Dec
FY13
Jan
Feb
Mar
Apr
May
June
FY14
HRT Bus Mean Distance Between Failures
High Quality Passenger Amenities
Quality passenger amenities are a critical component of making a transit system comfortable, safe,
and welcoming. Bus stops and transit centers are a powerful advertisement for any transit system. Our
peers are making their passenger amenities a priority. Transit centers should be located at high-profile
locations that are convenient to key destinations. Facilities should provide customers a safe place to wait
that is protected from rain and wind. HRT has a bus shelter program, but with funding at a minimum, the
agency relies entirely on grants to fund them. To date, the agency has placed 250 shelters out of 3,200
bus stops. The result is too many customers are forced to wait for the bus without any protection from
inclement weather.
Real Time Information, King County
30%
Average reduction
in perceived wait
time when realtime passenger
information is
available26
Sunset Transit Center, TriMet
Evelyn Butts Transfer Center, HRT
8
How HRT Is Funded
HRT’s operating and capital budgets are closely connected. An under-funded operating budget will lead
to capital funds being drawn down to meet operating needs. Conversely, an under-funded capital budget
will lead to disrepair and greater operating costs over the long-term.
HRT’s funding mix differs from the nationwide average in a few key ways and exposes the agency to
greater long-term funding uncertainty. HRT lacks a dedicated funding source, has below-average
revenue from fares, depends on jurisdiction general fund obligations for local funding, and relies too
much on stagnant federal funding for operations and capital.
Operations - Underfunded and Facing Uncertainty
HRT faces a long-term structural deficit in its operating budget. The agency strives to achieve greater
operating efficiencies, and its overall operating cost-per-unit is already well below the national average.
There are several revenue constraints:
;
No Dedicated Funding: Dedicated funding represents the largest share of transit operating revenue
in the U.S., yet HRT receives no dedicated funding at either the state, regional, or local level.
;
Over-Reliance on Federal Support: Federal transit funding is intended to support capital needs but
agencies can divert federal funds to pay for eligible operating expenses, too. Federal funds form
over twice as large a share of HRT’s operating budget than the national average, robbing its capital
budget of much-needed revenue.
;
Overly Dependent on Annual Contributions from Local Partners: HRT is unusual in that local
funding largely comes directly from the general funds of its partner jurisdictions. Hampton Roads
cannot achieve the quality transit services the public wants, needs, and deserves while relying
exclusively on local general funds for the local/regional share.
40%
9%
Local Funding
Dedicated Funding
39%
Fares and Other
19%
Federal Funding
8%
20%
Fares and Other
22%
HRT FY2014 Operating Budget
38%
State Funding
27
6%
2012 National Average Operating Budget28
Capital - Constrained with Little Growth Potential
HRT’s capital budget faces many of the same challenges as the operating budget. Too much of our
federal funding is used to support operations and what little amount is left is restricted by strict eligibility
requirements. Federal funding is expected to be stagnant over the long run, while state funding is
largely tied to the availability of local capital funds to provide a match to state grants.
6%
Local Funding
33%
23%
State Funding
12%
Federal Funds
71%
Federal Funds
44%
0%
HRT FY2015 Capital Budget (Projected)29
9 | HRT: Investing in the Region’s Future
Other
11%
2012 National Average Capital Budget30
Federal Formula Funding Up Close
51%
$7.2 Billion
Total formula funds available in 2015
Average amount of formula funds used
for capital expenses among all fund
recipients in 2010
Federal Formula
Funds
4% Fixed-Guideway Repair
(Sec. 5307, 5337, 5339)
10% Security and Amenities
23%
Capital
11% Existing Bus Leases
25% Bus and Bus Facilities
50% Any Capital Project
77%
Operating
$21 million
HRT’s Share of Funds
PROJECT ELIGIBILITY
FEDERAL ALLOCATION
USE WITHIN HRT
Most federal transit funding is
divided among transit systems
based on a formula that reflects
system size and regional
population.
While formula funds are intended for
capital, certain operating expenses like
preventive maintenance are also eligible.
HRT uses a higher share of formula funds
for operations than the nationwide
average
Of HRT’s formula funds available
for capital projects, 50% of funds
carry strict eligibility restrictions
that limit kinds of projects HRT
can fund with the money.
State Funding – A Limited Time Opportunity
~$8 billion
The amount of dedicated local
transportation funding HRT is
ineligible to receive under HB2313,
the 2013 transportation funding
bill. Unlike in Northern Virginia,
the local funding raised by the bill
cannot be used for transit in the
Hampton Roads region.
While state funding in the past has not been a huge share of
the agency’s funding, the Commonwealth has recently made
major changes to how it funds transit capital projects. The
state will now fund up to 68 percent of a project’s capital
cost depending on the type of project. These generous
funding levels allow HRT to stretch local and federal dollars
further, and could be used to help address the agency’s
significant budget shortfalls in the short term. Higher state
funding is not guaranteed in perpetuity; the current funding
levels are only anticipated until fiscal year 2019.
Dedicated Local Funding – A Missing Component
A dedicated funding source for transit operations and capital is key to Hampton Roads’ long term
success. Dedicated funding would provide the agency a stable source of revenue and allow HRT to better
leverage the existing state and federal funds available.
Up to $3
The amount of state capital funding that every additional dollar of local funding can leverage
10
HRT at a Crossroads
Chronically Underfunded Budgets
HRT has identified $62 million of unfunded capital needs at the agency over the next seven
years. These capital projects are not wish-list items, but core investments in basic needs including
consistent and predictable replacement of worn buses, passenger amenities, renovated maintenance
facilities, and IT systems. Every year this unfunded need grows as HRT’s capital needs get deferred
into the future because of a lack of funding.
On the operating side, HRT faces similar funding constraints. Over the next six years, HRT’s funding
sources will not be able to keep pace with projected increases in operating costs; funding constraints
not only limit HRT from expanding the system but may force the agency to an already constrained
transit system.
What Does This Mean for HRT and the Region
Simply put, HRT faces a funding crisis. Without additional support our facilities and vehicles will
degrade to a point where we are no longer able to function as a transit agency. Future service cuts
would reduce the utility of our system and drive away customers. We are already seeing the effects
of under-investment, from the inability to put out enough buses each day to meet service needs, to
passenger facilities that only those with no other option will utilize.
HRT: In a Cycle of Under Investment
Years of under investment in HRT’s basic needs have led to the inability to provide quality transit
service, increases in operating costs, and fewer mobility options. Without sustained investments,
no transit system can thrive and prosper and, ultimately, neither can the region. This is the current
state of transit in the Hampton Roads region.
The success of public transportation in Northern Virginia provides Hampton Roads a contrasting
example of how sustained long-term investments in transit can pay dividends to a community.
Today, Fairfax County has three times the share of transit commuters as the Hampton Roads Region,
a reflection of its more robust and high quality transit network. In Fairfax County, transit sustains
world-class business centers while supporting the development of new transit oriented communities
that are attracting young talent to the county.
Yet transit has seen a resurgence over the last decade in our region as well. The success of The Tide
light rail illustrates the power of transit as a catalyst not only for improved mobility but economic
development. Without funding to support our core capital assets, however, much of this momentum
will be lost.
UNDERINVESTMENT
POOR QUALITY SERVICE &
HIGH OPERATING COSTS
LOW RIDERSHIP &
FUNDING CHALLENGES
FEWER MOBILITY CHOICES, REDUCED QUALITY
OF LIFE, & DIMISHED ECONOMIC VITALITY
11 | HRT: Investing in the Region’s Future
Without further investments
in transit, the region cannot
meet its full potential to be
a strong, vibrant, and livable
community.
12
Stretching the Dollars Further
At Hampton Roads Transit we cannot achieve our mission of becoming the Commonwealth’s most
customer-driven transit agency without meeting our most basic capital needs. HRT has identified $256
million worth of capital needs over the next six years. These needs are not a wish list of projects to expand
our system, but instead represent investments in maintaining and modernizing our existing assets. Some
major highlights of our capital program include:
;
Fleet Modernization
;
Passenger and Operating Facility Renovations
;
IT Hardware and Software Upgrades
;
Safety and Security Enhancements
;
Maintenance of Light Rail Tracks and Systems
Our capital program includes a large number of projects that impact behind-the-scenes operations at HRT.
Initiatives such as bus replacements or improved financial and human resource management software
may sound mundane but are essential to the operations of our agency. Overall we face an estimated
capital funding shortfall of $62 million between today and fiscal year 2021.
What HRT Can Fund
Each year HRT develops a six-year Capital Improvement Plan that allows the agency to anticipate future
capital revenue and prioritize needs. HRT prioritizes investments that are essential for agency operations,
best leverage the funding programs available, and have an impact on customer comfort, convenience,
and safety. At HRT, we work our hardest to do a lot on an inadequate capital budget. With the price of
one new bus topping $430,000, HRT has chosen to rebuild as many of its existing buses as possible to
demonstrate its commitment to being good stewards of public funds. Also, over the next six years HRT
expects to make improvements such as:
;
Bus Fleet Renewal and Modernization: HRT today has one of the oldest fleets among our
peers. Investments to renew and replace our fleet represent the largest portion of HRT’s
capital budget and will bring the average fleet age down to the recommended six years
by FY2021. To stretch our dollars further, HRT is investing its limited capital resources into
programs that extend the service life of our bus fleet. In June 2014, HRT commenced a
$639,000 contract to restore nine buses. In October 2014, the agency again agreed to spend
$2.4 million to repower 38 existing buses rather than buy new ones.
;
Modernized Passenger Facilities: HRT’s passenger facilities are in major need of renovation.
Much of these investments will focus on improving bus stops with more bus shelters, better
sidewalk access, and new lighting.
;
Real-Time Passenger Information: HRT is rolling out the systems necessary to provide our
customers real-time arrival information for bus and rail service. Customers will be able to
access real-time information over the web, on mobile devices, and over the phone. HRT also
plans to install real-time displays at Tide stations and at key transit centers.
;
Renovated Operating Facilities: HRT will fund upgrades to one of our bus maintenance and
Tide maintenance facilities. Both projects will improve energy efficiency and lower operating
costs at these facilities. The Hampton renovations are a top priority at HRT as the building
has significantly deteriorated.
;
Ferry and Light Rail State of Good Repair Investments: HRT plans to fund ongoing
investments in our ferry and light rail systems to ensure they remain in a state of good repair.
Major investments range from upgraded ferry docks,\ to upkeep of the Light Rail tracks.
13 | HRT: Investing in the Region’s Future
A System with Unmet Capital Needs
HRT still has over $62 million of unmet capital needs over the next six years. The largest share of our
capital budget is spent on modernizing the bus fleet. Much of the remaining funding is locked in grants
tied to specific projects such as planning studies, spent to meet federal and state requirements, or is
limited in its eligible uses and must be spent on only certain types of projects.
HRT lacks the funding to renovate existing transit centers, add passenger amenities and safety features,
such as more shelters and better lighting, complete renovations of our oldest bus operations and
maintenance facility, replace a number of aging IT systems, and meet our backlog of maintenance needs.
And while HRT, thanks to generous state matching funds for fleet
vehicles, is able to fund replacement and rehabilitation of its existing
fleet, the unmet needs do not even include any additional buses to
allow the agency to provide more frequent and more broad service
coverage.
HRT’s projected capital
$62 million
funding shortfall between
FY16 and FY21
HRT’s capital funding mix leads to a great deal of budgetary
uncertainty; changes to federal or state funding could easily jeopardize
our capital budget.
Capital Needs vs. Funding Available
Level of Funding - Needs above line unfunded
$60 million
Capital Needs
$50 million
Other
$40 million
Planning Projects
Vehicles
$30 million
Funding Sources
$20 million
ACC (Local Matching) Funds
Other Funds
$10 million
0
City Funds
2016
2017
2018
2019
Fiscal Year
2020
2021
State Funds
Federal Formula Funds
14
IT
S
AN
R
T
E
S
V
D
A
RO
O
P
R
IM
Y
N
A
O
O
D
T
T
Y
P
G
R
M
N
I
A
K
VE
H
R
E
O
M
E
W
T
IS
YS
S
R
U
O
15 | HRT: Investing in the Region’s Future
WORKING TO BUILD A BETTER
TRANSIT SYSTEM
Successful transit agencies must plan for the future. At Hampton Roads Transit we are working with our
partners to develop immediate fixes along with a long-range and balanced approach for improving transit
in the Hampton Roads Region. There are four major components to this effort:
;
;
;
;
Working Toward a Long-Term Vision: The Hampton Roads
region has a long term vision for its future, of which transit
is a critical component. From our day-to-day operations to
long range plans, HRT remains committed to working toward
a sustainable and vibrant future for the region. Transit helps
achieve this goal by expanding mobility options, encouraging
transit-supportive development, and supporting economic
growth and competitiveness.
Focusing on the Basics: Planning for the future is futile if we
cannot ensure our existing bus, light rail, ferry, and paratransit
operations are in order. Hampton Roads Transit continues to
focus on improving its core business, even as the agency faces
constrained funding and growing capital needs. The annual
HRT Capital Investment Plan (CIP) is one key element in our
focus on the core business. The CIP determines what are the
most urgent needs and works to ensure limited capital dollars
achieve the greatest return on investment.
Address
Basic
Capital
Needs
Long-Term
Vison
Efficient
Operations
Major
Investment
and
Expansion
Plans
Using Funds Efficiently and Effectively: HRT’s hourly
operating costs are 32% below the national average.31 The
agency continually works toward providing a cost-effective
system; we are about to begin its next six-year Transit
Development Plan (TDP), which, much like the CIP, focuses
on how HRT can provide the best service to the public on a
constrained budget.
HRT’s hourly
operating costs
are 32% below the
national average.
Planning Long-Term for Major System Improvements:
The 2011 launch of The Tide light rail marked a major milestone
for HRT, and the hope is to build off this success to develop a
regional network of high quality, high capacity transit services.
Major transit improvements require extensive planning over
many years. HRT is currently in the process of finalizing design
on an extension of The Tide light rail to Virginia Beach and it
is about to start on the planning for extending high capacity
transit to the Naval Station Norfolk. On the Northside, HRT is
working with the state to secure funding to begin a study of
providing rapid transit in Newport News and Hampton.
HRT is in its
third year of
implementing some
of the most robust
capital planning
measures in
Virginia.
16
Moving Forward Collaboratively
We must work together to achieve a prosperous and thriving region.
Public and private stakeholders must work collaboratively to achieve our best possible future with
regional transit connectivity. We recognize that local and state governments face many of the same
funding struggles HRT faces.
HRT operates in a complex public policy environment, and the agency is overly affected by state
and federal funding trends largely outside of our control. HRT is too reliant on federal funding. In
order to fund basic agency operations, the agency spent nearly three times the rate of federal funds
on operations than the national average in 2012, the most recent year data is available nationwide.
This results in a significant strain on the capital budget, leaving many of HRT’s assets in great need
of upgrade and repair. This predicament is forcing the agency to play a zero-sum game, caught in
between funding critical capital needs and supporting an underfunded operating budget.
Dedicated funding is the only sustainable long-term option. Today, 39 percent of transit operating
revenue in the United States is raised through dedicated funding of some kind. Yet, in Hampton Roads
revenues are currently not dedicated or guaranteed in any way. In fact, Hampton Roads is one of
the few regions in the United States that is operating a light rail system and relying solely on local
general funds to cover the local/regional share of its budget.
HRT looks forward to working together with our many partners and advocates, the Virginia General
Assembly, the business community, and our city partners toward a common goal of ensuring the
future viability of our region through transit improvements.
39%
Amount of national transit funding derived from dedicated funding.
0%
Amount of HRT funding derived from dedicated funding.
4:1
HRT’s reliance on federal funds for operations compared to the national average.
17 | HRT: Investing in the Region’s Future
Image Credits
Unless otherwise cited below, the images in this document are the property of Hampton Roads Transit, All
Rights Reserved. Images from other sources are held in the Creative Commons and may not be reproduced
for commercial purposes without prior permission of owner.
- Page 8 (top right): Oran Viriyincy, Flicker.com, 2014
- Page 8 (bottom left): Steve Morgan, 2011
Citations
1 The Virginia Department of Rail and Public Transportation, Hampton Roads Transit, and the Williamsburg Area Transit
Authority. “The Hampton Roads Regional Transit Vision Plan.” 2012
2 Hampton Roads Transportation Planning Organization. “Hampton Roads Long-Range Transportation Plan: Visioning
Survey Report.” 2013.
3 Texas Transportation Institute. “Performance Measure Summary - Virginia Beach VA.” 2012
4 Ibid.
5 American Community Survey 1-year estimate 2013 for Chesapeake City, Hampton City, Newport News City, Norfolk
City, Portsmouth City, and Virginia Beach City.
6 Ibid.
7 Ibid.
8 Ibid.
9 Hampton Roads Transportation Planning Organization. “Hampton Roads 2000 and 2034 Socioeconomic Data by
TAZ.” 2008
10 American Public Transportation Association. “Economic Impact of Transportation Investment.” 2009
11 Virginia Port Authority. “VPA 2040 Master Plan.” 2013
12 Old Dominion University Regional Studies Institute. “State of the Region – Hampton Roads 2014.” 2014
13 Bozick, Tara, “Hampton Roads Economic Growth Slow-Going,” Daily Press, September 17, 2014.
14 2013 Cost Estimates from VDOT for an Interchange Achieving an LOS C / Virginia Beach Transit Extension Study. Year
of Expenditure 2018, excludes $27.7 million in real estate already owned by city.
15 City of Norfolk. “Transit Oriented Development Handout.” April 2014
16 City of Norfolk. “Transit Oriented Development Projects.” October 2014
17 Cortright, Joe. City Observatory. “City Report: The Young and Restless and the Nation’s Cities.” October 2014.
18 The Rockefeller Foundation. “2014 Public Opinion Survey of Millennials.” Accessed October 30, 2014
19 Weldon Cooper Center for Public Service. “Population Estimates for Virginia, its Counties and its Cities” http://www.
coopercenter.org/demographics/virginia-population-estimates Accessed Januarty 7, 2015
20 American Association of Retired Persons. “Improving Transportation Services for Seniors”. 2013.
21 Chesepeake 55 and Better Comprehensive Plan
22 American Community Survey 1-year estimate 2013 for Chesapeake City, Hampton City, Newport News City, Norfolk
City, Portsmouth City, and Virginia Beach City.
23 Hampton Roads Transit. HRT On-Board Transit Survey. 2014
24 National Transit Database Reporting Year (RY) 2012 for all reporting Transit Agencies
25 Ibid.
26 Watkins, Kari Edison, Brian Ferris, Alan Borning, G. Scott Rutherford, and David Layton. “Where Is My Bus? Impact of
Mobile Real-time Information on the Perceived and Actual Wait Time of Transit Riders.”Transportation Research Part
A: Policy and Practice 45.8 (2011): 839-48.
27 HRT 2014 Approved Budget
28 National Transit Database RY2012 for all reporting Transit Agencies
29 HRT FY2015 Projected Capital Budget
30 National Transit Database RY2012 for all reporting Transit Agencies
31 Ibid.
18
509 East 18th Street
Norfolk, VA 23504