Facts and Figures: What does it take to operate a large metropolitan public transit system?
December 15, 2009
Today, The Rapid ridership is at an all-time high. We’re taking people to work and to school. We’re providing services ranging from fixed-route service on 26 routes, countywide access, and special transit services for disabled and specia
Today, The Rapid ridership is at an all-time high. Weâre taking people to work and to school. Weâre providing services ranging from fixed-route service on 26 routes, countywide access, and special transit services for disabled and special needs persons. The Rapid also provides travel training to seniors, as well as vanpool and rideshare options. Weâre committed to providing mobility solutions. That many rides means that our fixed route buses alone racked up some 400,000 hours in operation and traveled more than five million miles. In addition, The Rapid provided:
As many as 200,000 ADA (Americans With Disabilities Act) demand response trips via our Go!Bus service.
Over 175,000 demand response trips to clients of the Kent County Community Mental Health (Network 180).
More than 15,000 demand response trips via The Rapidâs Passenger Adaptive Suburban Service (PASS).
More than 35,000 trips via our County Connection Program.
Just as with your personal car or truck, mileage means maintenance, not only on the vehicles but also on the facilities where the maintenance is done. Our mechanicsâ âto doâ list looks something like this:
165 pieces of rolling stock â including 119 fixed-route buses
24 service vehicles
16 miscellaneous vehicles/equipment (front-end loader, fork lift, etc.)
These services include as-needed repairs and an estimated 850 preventive maintenance checks required by the Federal Transportation Agency (FTA) every 6,000 miles. Facility maintenance includes:
Services on three facilities (Rapid Central Station, Wealthy Operations Center, and the Ellsworth Administrative Headquarters) totaling almost 200,000 square feet.
Maintenance of approximately 1,700 bus stops and 74 passenger shelters system-wide.
Operating The Rapid also requires keen financial focus to make sure all the resources provided during the year stay on budget. In addition, we always need to be looking out to make sure weâre planning proper capital resources to maintain our vehicle fleet and facilities. It demands channeling several revenue streams into a budget that allows us to meet all of our commitments to the region and plan for future needs, always making certain that transit is where it should be, when it should be.
These revenue streams include fares, which are growing in number each year; property tax assessments (millage) that can vary with changes in property values; capital funding that enables us to make major improvements like renovating our service facilities and replacing buses; and contracted fares â monies generated by providing transit services to townships, universities, and organizations.
As many as 200,000 ADA (Americans With Disabilities Act) demand response trips via our Go!Bus service.
Over 175,000 demand response trips to clients of the Kent County Community Mental Health (Network 180).
More than 15,000 demand response trips via The Rapidâs Passenger Adaptive Suburban Service (PASS).
More than 35,000 trips via our County Connection Program.
Just as with your personal car or truck, mileage means maintenance, not only on the vehicles but also on the facilities where the maintenance is done. Our mechanicsâ âto doâ list looks something like this:
165 pieces of rolling stock â including 119 fixed-route buses
24 service vehicles
16 miscellaneous vehicles/equipment (front-end loader, fork lift, etc.)
These services include as-needed repairs and an estimated 850 preventive maintenance checks required by the Federal Transportation Agency (FTA) every 6,000 miles. Facility maintenance includes:
Services on three facilities (Rapid Central Station, Wealthy Operations Center, and the Ellsworth Administrative Headquarters) totaling almost 200,000 square feet.
Maintenance of approximately 1,700 bus stops and 74 passenger shelters system-wide.
Operating The Rapid also requires keen financial focus to make sure all the resources provided during the year stay on budget. In addition, we always need to be looking out to make sure weâre planning proper capital resources to maintain our vehicle fleet and facilities. It demands channeling several revenue streams into a budget that allows us to meet all of our commitments to the region and plan for future needs, always making certain that transit is where it should be, when it should be.
These revenue streams include fares, which are growing in number each year; property tax assessments (millage) that can vary with changes in property values; capital funding that enables us to make major improvements like renovating our service facilities and replacing buses; and contracted fares â monies generated by providing transit services to townships, universities, and organizations.
