Estimation of Operating and Maintenance Costs for Transit...
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Estimation of Operating and Maintenance Costs for Transit Systems December 1992 FEDERAL TRANSIT ADMIIMISTRATION US. Department of Transportation
Transcript of Estimation of Operating and Maintenance Costs for Transit...
Estimation of
Operating andMaintenance Costs for
Transit Systems
December 1992
FEDERAL TRANSIT ADMIIMISTRATION
US. Departmentof Transportation
Estimation of
Operating andMaintenance Costs for
Transit Systems
Final Report
December 1992
Prepared by
KPMG Peat Marwick8150 Leesburg Pike, Suite 800Vienna, Virginia 22182
Prepared for
Federal Transit Administration
Office of Grants ManagementU.S. Department of Transportation
Washington, D.C. 20590
Distributed in Cooperation with
Technology Sharing ProgramU.S. Department of Transportation
Washington, D.C. 20590
DOT-T-93-21
1
TABLE OF CONTENTS
Section Page
I. INTRODUCTION I.l
Purpose of this Report 1.
1
Organization of this Report 1.2
II. PRINCIPLES OF OPERATING AND MAINTENANCECOST MODELING II. 1
Principle 1: Reflect Historical Operations II. 1
Principle 2: Anticipate Future Operations II.
2
Principle 3: Address All Functional
Responsibilities of the Transit Property II.
7
Principle 4: Focus on Major Cost Components II.
7
Principle 5: Apply Consistent Level of Service Data II. 17
Principle 6: Apply Peer Transit Property Experience II. 17
Principle 7: Apply Readily Available Information 11.22
Principle 8: Provide Fully-Allocated Costs for use in
Cost-Effectiveness Analysis 11.23
Principle 9: Structure Sensitivity Analyses 11.24
Principle 10: Document Model Theory and Application 11.25
m. SOURCES OF INFORMATION III. 1
Introduction III.l
Transit Property Budgets III. 1
Peer Property Section 15 Data III.
2
Peer Property APTA Data III. 5
Peer Property O & M Cost Models and Operating Budgets III.
6
IV. DESCRIPTION OF O & M COST DATA BASE IV. 1
Introduction IV. 1
Sources of Information IV. 1
Organization of the O & M Cost Data Base IV.
3
Development of the O & M Cost Data Base IV.
6
Guidance in Structuring of Cost Models and
Use of O & M Cost Data Base IV.
7
V. GUIDELINES FOR DOCUMENTATION OF ASSUMPTIONSIN O & M COST MODELS V. 1
Introduction V.l
Documentation of Vehicle Operations V.2Documentation of Vehicle Maintenance V.3Documentation of Non-Vehicle Maintenance V.3Documentation of General & Administrative Functions V.5
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TABLE OF CONTENTS(Continued)
Section Page
V. GUIDELINES FOR DOCUMENTATION OF ASSUMPTIONSIN O & M COST MODELS (Continued)
Appendix
1 O & M Cost Data Base
2 Cost, Labor Productivity, and Physical
Characteristics of Light Rail and Rail Rapid
Transit Properties
3 Cost, Labor Productivity, and Physical
Characteristics of Commuter Rail Properties
Documentation of Driving Variables
Documentation of Inflation
V.8V.8
\
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TABLE OF EXHIBITS
Exhibit Page
1 Analysis of Trends of O & M Cost Based on Section 15 Data II.
3
2 Example of O & M Cost Model Validation II.4
3 Example of Training Requirements Assumed in
Operating Budgets II.
8
4 Example of Termination Lapses Assumed in Operating Budgets II.
9
5 Example of Bus Transit Staffing Assumptions
in O & M Cost Model II. 14
6 Example of O & M Cost Model Cost Drivers and
Key Labor Productivity and Unit Cost Values 11, 15
7 Example of Light Rail Transit Staffing Assumptions
in O & M Cost Model 11.18
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I. INTRODUCTION
PURPOSE OF THIS REPORT
This report provides guidance regarding the development and application of operating and
maintenance (O & M) cost models and supplements the Federal Transit Administration's
Procedures and Technical Methods for Transit Project Planning. An operating andmaintenance cost data base containing representative information for motor bus, rail rapid, light
rail, and commuter rail modes is presented. The data base provides 1) labor productivity and
unit cost information that can be directly applied in structuring O & M cost models and
2) aggregate costs per unit of service for major functional areas at peer transit properties that
can be used to test the reasonableness of model results.
This report draws on the operating experience of many transit systems contained in Section 15
data reported to FTA, in detailed budgets of several representative transit systems that operate
light rail, and previously developed cost models. While this appendix is not intended as a
standard or specification, it does outline the expectations of the FTA Office of Grants
Management when it reviews operating costing methodology reports, Alternatives
Analysis/Draft Environmental Impact Statement Reports, and Detailed Financial Analysis
Reports for the Locally Preferred Alternative, including:
Level of detail: Transit systems are complex businesses composed of a
broad range of operational, maintenance, and administrative functions.
Each function is composed of many components; each component is driven
by the quantity of service provided and factors related to management and
governance board policy and legislative and regulatory mandates. Because
of inherent differences between transit systems, the level of detail in the
O & M cost model should be sufficient to assure that costs specific to the
transit property are accurately being addressed.
Extent of documentation: Because of the level of detail noted above, a
large amount of data and assumptions are included in the O & M cost
models. This information should be referenced so that when the model is
reviewed the appropriateness of the data can be assessed.
Tests of reasonableness: The results of the O & M cost models, both in
terms of total and component costs, should be carefully assessed for
reasonableness. This includes comparisons to peer transit properties andcomparisons to historiczd operations.
Sensitivity tests: The O & M cost models should be structured so that
uncertainty in various model components can be examined. Analysis of risk
is an important part of the financial analyses conducted as a part of
alternatives analyses and the analysis of the locally preferred alternative.
-LI-
ORGANIZATION OF THIS REPORT
The report begins with a discussion of ten principles of operating cost models used in
alternatives analysis and preliminary engineering. Next, the sources of information that may be
utilized in structuring O & M cost models are reviewed, including a discussion of the
advantages and disadvantages of each source. The O & M cost data base is then described,
including the sources of data, organization, and potential application. Finally, guidelines for
the documentation of O & M cost models are discussed.
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n. PRINCIPLES OF OPERATING AND MAINTENANCE COST MODELING
INTRODUCTION
This section addresses ten principles of O & M cost modeling for use in alternatives analysis
(AA) and preliminary engineering (PE). These objectives address both the process by which
O & M cost models are structured and the manner in which they are applied:
Principle 1 : Reflect historic operations
Principle 2: Anticipate future operations
Principle 3: Address all functional responsibilities of the transit property
Principle 4: Focus on major cost components
Principle 5: Apply consistent level of service data
Principle 6: Apply peer transit property experience
Principle 7: Apply readily available information
Principle 8: Provide fully-allocated costs for use in cost-effectiveness
analysis
Principle 9: Structure for sensitivity analyses
Principle 10: Document model theory and application
PRINCIPLE 1: REFLECT HISTORIC OPERATIONS
O & M cost models should reflect recent operations, including the cost experience and
associated operational trends of the transit property that will operate the transit system
addressed in AA and PE. Examination of detailed operating budgets, Section 15 data,
staffing plans, and operational data are typical points of departure for such analyses.
Among the trends that should be examined are the following:
Labor productivity: Labor productivity is affected by the union contract
and work rules and by the service profile by time of day. If no changes are
anticipated, labor productivity ratios (e.g., scheduled operator pay hours
per platform hour, actual pay hours per scheduled pay hour) should remain
unchanged.
General and administrative costs: Many transit properties find that general
and administrative costs do not grow at the rate of service growth. Some of
these costs are relatively fixed, responding to governance board policies andstate and federal legislative and regulatory mandates.
-n.i-
The process of establishing values for the various coefficients in resource build-up cost
equations (the "calibration" of the model) should be based on a careful examination of recent
cost trends. Projected improvements in labor productivity and unit cost should be justified,
e.g., planned improvements in physical plant. O & M cost models should be validated against
the current and/or prior years' budgets. To the extent that the model is based on the sameassumptions as the budget, the results should be similar to budget values.
It is recommended that if cost models are calibrated based on a single year of budget or
actual data, then they should be validated by applying the model to a different prior year.
Another approach would be to calibrate the model based on a multi-year trend of costs.
Exhibits 1 and 2 summarize an analysis in which five years of Section 15 data werereviewed. Exhibit 1 summarizes a trend analysis of aggregate costs of motor bus service
per vehicle-mile and per vehicle-hour. The erratic cost per mile experience suggests that
the recent decline might not continue and that the average value may be a better predictor
of cost. Indeed, in terms of overage cost per hour, costs have been increasing. Exhibit 2
summarizes the validation of the O & M cost model. The relatively minor variances
between modeled and historic actual costs indicate that the model was properly validated.
PRINCIPLE 2: ANTICIPATE FUTURE OPERATIONS
The most appropriate perspective in structuring O & M cost models is that they should
embody the full range of management concerns addressed in the transit property's
budgetary process. To a large extent, annual budgets (particularly "zero-based" budgets)
are a "model" of the coming year's operations. Such budgets can be the point of departure
for structuring O & M cost models.
The models should address the following types of cost factors that will change in the future:
Inflation: The O & M cost model should be able to model the impact of
inflation on costs. In particular, the models should be able to distinguish
the projected inflation rates for major cost components (including wages,
salaries, fringe benefits, fuel, and electricity) for which detailed inflation
projections may be available.
Union contract: The O & M cost model should reflect known and
anticipated changes in the union contract that will affect costs. Examples of
such changes include:
Wage changes (both lump sum payments and periodic raises)
Work rules changes which affecting computation of pay time)
In most cases, the productivity of rail operators for a new rail system will be governed by the
same collective bargaining agreement as for current bus operators. The work rules in such
agreements will, in large measure, determine the constraints on scheduling and dispatching and
on premium pay for rail operators.
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EXHIBIT 1
ANALYSIS OF TRENDS IN O & M COST BASED ON SECTION 15 DATA
Fif«re 2.2-1
Ctsi Pfr AiiMl Veliele rifle
$i.ce 7
$1.00
$0.95
$0.90
$0.85
Av»rag*
1982-93 1983-84 1984-85
Fisc4l Ytv
1985-86 1986-87
Fifire 2.2-2
C*9t P«r AoBMl YebieU Htir
$30
$29
$28
$271962-83 1983-84 1984-85
FisMi Ytar
1985-86 1986-87
Source: City and County ofHonolulu. Rapid Transit Development Project, Working Paper4.4.1, Operating and Maintenance Cost Methodology, May 4, 1988, Figures 2.2-1, 2.2-2
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EXHIBIT 2
EXAMPLE OF VALIDATION OF O & M COST MODEL
Predicted Cost
(Millions)
Actual Cost
(Millions)
Variance
Predicted
to Actual
1982-83
$53,110
$53,090
0.0%
1983-84
$53,234
$51,897
2.6%
1984-85
$54,445
$54,527
-0.2%
1985-86
$54,641
$55,049
-0.7%
1986-87
$54,587
$55,511
-1.7%
Source: City and County of Honolulu, Rapid Transit Development Project, Working Paper
4.4.1, Operations and Maintenance Cost Methodology ,May 4, 1988, Table 2-3.
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For similar service profiles (e.g., peak-to-base ratio; relative number of
straight, split, and tripper runs) future operator productivity should be similar.
This would include such measures as:
Revenue plus deadhead hours per platform hour
Scheduled pay hours per platform hour
Actual pay hours per scheduled pay hour
Fringe benefit costs: Rising health care and insurance costs are likely to
continue, most likely increasing faster than wages. For this reason, it is
likely that historical fringe benefit rates may understate future costs.
Aging fleet: Maintenance costs should reflect possible changes in the
average age of the fleet. One bus maintenance standard is that the ideal
fleet mix is an average age of six years (one-half the 12-year useful life),
with one-twelfth of the fleet replaced each year. Few transit properties
achieve this ideal, however. As a result, the age distribution varies fromproperty to property. Further, the average fleet age for a given property
changes over time, as older subfleets are retired and new subfleets are
added.
In general, maintenance costs (measured in labor hours per 1,000 vehicle
miles, parts cost per mile, and fuel consumption per mile) increase as
vehicles age. These trends can be verified through the analysis of
subfleet-level data typically available in a maintenance work order
management information system, if available. Older buses will generally
require more labor, parts, and fuel costs per vehicle-mile. If new or
rehabilitated buses will be introduced, appropriate efficiencies should beincluded.
Aging infrastructure: Similarly, the cost for maintenance facilities,
structures, and non-vehicle equipment will increase as they age. O & M cost
models should recognize that infrastructure components require additional
maintenance as they age.
New technology: New technology can be a "double-edged sword" with
respect to O & M costs. It can improve productivity and reduce costs in
some areas yet increase costs in others. For example, in the case of a newbus garage, it may be appropriate to include some operating efficiencies
resulting from improved physical layout, lighting, inspection pits, and the
like. At the same time, a new building may have lighting, ventilation, andpollution control systems that will be more expensive to operate than an
older "less efficient" building.
General administration costs: The addition of rail transit service or asignificant increase in bus service (e.g., busways) suggests that there may besignificant increases in various administrative activities. A fully-allocated
cost analysis would suggest that such increases in indirect costs would be
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proportionate to the overall increase in direct operating costs (for the
service delivery or transportation and maintenance functions).
Comparisons of alternatives require that fully-allocated costs be used in the
evaluation measures.
On the other hand, in the case of incremental changes in service (e.g.,
extension of a rail transit line) an incremental cost analysis may be moreappropriate. This is especially true where O & M cost models are
sufficiently detailed that specific administrative functions (and the
associated staff) can be clearly identified.
Changing work force: The transit industry is facing a significant change in
its work force which can have significant impacts on operating cost.
Demographers project that the number of high school graduates entering
the work force will decline each year in the 1990's. Further, reflecting
overall demographic trends, the typical new hire is more likely to bemarried and a parent, with less education and technical skills. The impacts
of these changes include:
Higher wages: Competition for skilled entry-level employees is
likely to put upward pressure on wages. While there will be
tremendous pressures to contain costs, transit managers will likely
want to avoid becoming "the employer of last resort".
Higher training costs: A diminishing number of high school
graduates and an increasing percentage of the population for
whom English is a second language are some of the most important
reasons why training costs are likely to increase.
Suboptimal utilization of manpower: Scheduling and dispatching
of operators involves managing the use of overtime as a resource.
Optimal sizing of the operator extraboard involves trade-offs
between undersizing, which results in excessive overtime premiumpay, and over-sizing, which results in excessive fixed fringe benefits
and guarantee time. Some level of overtime is, therefore, needed
to minimize costs.
Many transportation managers are finding it increasingly difficult
to schedule optimal levels of overtime from their operators. Asnoted above, operators who are married and/or parents generally
have less flexibility in their personal schedules and are less willing
to work extended hours. The long-term impact of this
phenomenon may be higher operating cost per unit of service
delivered.
Benefits costs: With more employees from households with twowage earners, employees may desire less benefit coverage if similar
coverage can be obtained through a spouse's employer. Transit
properties with "cafeteria" benefit plans may be able to provide less
fringe benefits coverage, resulting in lower costs.
-II.6-
Training: Expansion of transit service resulting from the opening of a newfixed guideway line or the extension of an existing line results in significant
training requirements. These costs usually precede revenue service by between
one to six months, depending on the requirements of each position. Exhibit 3
summarizes the advance training requirements assumed by WMATA for bus
and heavy rail positions.
Termination lapses: Turnover in personnel is an inevitable occurrence in
transit operations. Terminations result from retirement, dismissal with
cause, promotion, and other factors. Typically, budgeted positions will
assume a predetermined lapse rate. Exhibit 4 summarizes the
termination lapse rates assumed by WMATA for bus and heavy rail
positions.
PRINCIPLE 3: ADDRESS ALL FUNCTIONAL RESPONSIBILITIESOF THE TRANSIT PROPERTY
Many transit properties are not responsible for funding and staffing all of the functions
required for transit operations and capital development. The reasons for such
arrangements is often the result of institutional and organizational peculiarities of each
property. Some examples of this situation include:
City transit departments: Transit systems that are departments of city
government frequently rely on the city for various administrative services
such as bookkeeping, accounts payable and receivable, payroll, personnel,
legal counsel, risk management, police and security, and facility
maintenance.
Functions provided by other agencies: Independent transit properties maybe provided functions through agreement with other agencies. Examplesinclude police services, snow removal.
The construction and operation of a fixed guideway system will typically result in significant
increases in the demand for such outside services. Unless there is clear and documented reason
to believe that the responsible outside agencies will increase funding and staffing, the financial
analysis (and, thus, the O & M cost model) should include the costs for expanding such
functions. In the evaluation of alternatives, the various functions performed by outside
agencies should be identified.
PRINCIPLE 4: FOCUS ON MAJOR COST COMPONENTS
The level of precision (i.e., detail) in O & M cost models should be consistent with the relative
importance of each functional area being modeled. In this regard, bus O & M cost models
should address the following types of driving variables:
-II.7-
EXHIBIT 3
EXAMPLE OF TRAINING REQUIREMENTS ASSUMED OPERATING BUDGET
Department/Office/Branch/Position
Bus Service
Operators
Mechanics
Rail Transportation
Station ManagerTrain Operator
Train Supervisor
Station Supervisor
Operations Control Center Supervisor
Rail Car Maintenance
Mechanics
Rail Systems Maintenance
Automatic Train Control Technician 3.5 months
Automatic Fare Collection Technician 1.5 months
Communications Technician 1.5 months
Power Electrical Mechanic 1.5 months
Computer Technician 1.5 months
Transit Police and Security
Transit Police Officers
Special (Security) Police Officers
Facilities Maintenance
Training
Requirement
1.0 months
0.5 months
1.5 months
3.0 months
3.0 months
2.5 months
4.0 months
3.0 months
6.0 months
1.5 months
Mechanics, Equipment Operators 1.5 months
Source: Washington Metropolitan Area Transit Authority, FY 1992 General Manager's Budget,
Vol. 1, Financial Program and Summaries
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EXHIBIT 4
EXAMPLE OF ASSUMED PERCENTAGE OF WAGES AND SALARIESNOT TO BE INCURRED IN OPERATING BUDGETDUE TO VACANCIES
Department/Office Salaried Union
Independent (reporting to Genl Mgr)except Procurement 3.32% n/a
Procurement 6 . 63 % 2 . 79 %Finance 3.43% 2.79%Administration 6.63% 2.79%Design & Construction
except Construction & Facil Maint 3.43% n/a
Construction 7.50% n/a
Facilities Maintenance 3.37% 5.37%Bus Service
except Bus Operators 2.08% 0.61%Rail Service
except Rail Operators &Station Managers 5.20% 4.92%
Source: Washington Metropolitan Area Transit Authority, FY 1992 General Manager's Budget,
Vol. 1, Financial Program and Summaries
-II.9-
Peak vehicles, by type of vehicle: drives facilities maintenance and somevehicle maintenance costs, can be applied as a surrogate for system size in
projecting general administrative costs
Revenue hours, peak and off-peak: drives operator costs
Vehicle-miles, by type of vehicle: drives vehicle maintenance and claims
costs
Number of maintenance facilities: drives facilities maintenance and somefront-line supervision costs
Park-and-ride lots/spaces: drives some facilities maintenance costs
Route-miles of busway: drives some facilities maintenance costs if the
transit property is responsible for maintaining busways
For bus systems the emphasis should be placed on the following functions (numbers in
parentheses refer to Section 15 function codes):
(031) Revenue vehicle operators: This function accounts for approximately
half of total bus costs. Given significant service changes could result whenfixed guideway systems are implemented (e.g., conversion from line-haul to
feeder service, changes in peak-to-base ratio, changes in interlining) it is
likely that changes in labor productivity will occur as well. Thesophistication of the model use to address these changes will depend on the
extent of change.
Resource build-up equations should apply revenue hour projections from
the travel demand analysis to project pay hours and operator wages. Onestructure for such equations is as follows:
Operator =Revenue Hrs x Platform Hrs x Sched Pay Hrs x Act Pay Hrs
Pay Hrs Revenue Hr Platform Hr Sched Pay Hr
or (if less detailed payroll data is available)
=Revenue Hrs x Platform Hrs x Actual Pay Hrs
Revenue Hr Platform Hr
where
Platform hours/revenue hour addresses impacts of deadheading,
report time, turn-in time, meal time
Scheduled pay hours/revenue hour addresses premiums for
overtime, intervening time, and spread time
Actual pay hours/scheduled pay hours addresses extraboard
management and staffing of open runs (runs for which the
-11.10-
scheduled operator is not available due to being sick or injured, in
training, on vacation, or on other assignment)
Operator = Operator Pay Hrs x Average WageWages Pay Hr
Number of = Actual Pay Hrs x Operators
Operators Actual Pay Hrs
Wage-Related = Operator Wages x Fringe $
Fringes Hourly Wage $
[Includes FICA and pension costs]
Headcount-Related = Number of operators x Fringe $
Fringes Operator
[Includes medical and life insurancepremiums and workers compensation costs]
Transit properties with a high peak-to-base ratio should model peak and
off-peak platform hours separately. The ratio of platform hour/revenue
hour will be higher for peak periods than for off-peak period and will vary
by garage. The ratios of scheduled pay hour/platform hour and actual pay
hour/scheduled pay hour will also vary by garage. The garage-to-garage
variance typically results from different relative amounts of open workwhich is, in turn, affected by scheduling and runcutting practices and
absenteeism (related to average seniority of operators at each garage).
Transit properties expecting a significant change in the bus service profile by
time of day or significant changes in union work rules should consider applying
an operator/extraboard model to project the wage and fringe benefit costs for
bus operators. This type of model addresses the following key factors:
Mix of run types, by time of day: This includes the number of
straight, split (or "swing"), and tripper runs during the early AM,AM peak, midday, PM peak, and evening periods
Labor productivity for eacli type of run: This includes the
following measures, ideally for each operating garage:
Platform hours/revenue hour
Scheduled pay hours/platform hour
Actual pay hour/scheduled pay hour
Analysis of open runs: This includes analysis of frequency
distributions of open work on any given day.
-11.11-
Work rule-related costs: This includes premiums for intervening
time and spread time for split shifts, guarantee time
Mix of full-time and part-time operators: This includes constraints
on the application of part-time employees, e.g., maximum run
length, maximum hours worked per week.
Absenteeism: including controllable (sick, injury) anduncontrollable (holiday, vacation) absenteeism
Attrition: including terminations with cause and promotion to
other positions
Operator/extraboard cost analysis involves determining the optimal
operating staffing level by considering the trade-offs between:
Employing too few operators: which results in excessive overtime
and variable fringe benefit costs
Employing too many operators: which results in excessive
guarantee time and fixed fringe benefit costs
Revenue vehicle maintenance wages and fringes: The model should address
the different maintenance requirements of each subfleet of buses (e.g.,
intensity of required maintenance labor effort measured in terms of
mechanic labor hours per 1,000 vehicle-miles, the impacts of an aging fleet
and the introduction of new vehicles, and the implications of newmaintenance facilities.
Other labor costs: The model should project front-line supervisory staff
based on actual span of control and deployment of these personnel. Forexample, the following approaches may be appropriate:
Bus street supervisors: based on total platform hours, peak
vehicles, number of garages
Garage foremen: based on the number of mechanics
Administrative personnel are best projected based on a detailed review of
the entire organization. Exhibit 5 is an analysis of bus-related staff
(including salaried and hourly employees) in a recent cost model.
Fuel: The model should address differences in fuel consumption of each
subfleet of buses, the implications of new vehicles (particularly pollution
control mandates, and changes in operating speed resulting from newservice plans (e.g., a shift from line-haul to feeder service may lower
average speed).
-11.12-
Parts: If maintenance work order data is available, the model should address
differences in parts consumption of each subfleet of buses and the implications
of new vehicles. Particular care should be taken in accounting form costs for
major component overhaul costs (e.g., engines, transmission, anddifferentials).
Exhibit 6 presents a summary of labor productivity and unit cost coefficients used in a
recent bus O & M cost model that was applied at the route level. The model included
coefficients that were sensitive to time of day, type of vehicle, and operating garage.
Rail O & M cost models should address the following types of driving variables:
Peak vehicles, by type of vehicle: drives some vehicle maintenance costs and
can be applied as a surrogate for system size
Revenue train hours, peak and off-peak: drives operator costs
Revenue vehicle miles, by type of vehicle: drives vehicle maintenance and
propulsion power costs
Route-miles: subway, surface, aerial: drives track and structures costs
Stations: subway, surface/aerial: drives station, fare collection system,
automatic train control, and communications maintenance costs, station
manager costs
Maintenance facilities/yards: drives facilities maintenance and electricity
costs
Park-and-ride lots/spaces: drives facilities maintenance costs
Annual passengers: drives fare collection costs
For rail systems the emphasis should be placed on the following functions:
Revenue vehicle operators: The number of operators should be consistent
with the level of service provided as well as additional requirements for yard
operations and other ancillary functions. To the extent that bus and rail
operators will be subject to the same labor agreement, the labor productivity
for both modes should be consistent. If there are projected to be variances, the
reasoning for such variances should be documented.
Station operations: If stations are manned, then costs should be included for
station agents. Specific attention should be given to staffing levels consistent
with the level of responsibility of the agents (e.g., if agents manually collect
fares, then sufficient numbers of agents should be assumed during peakperiods).
-11.13-
EXHIBIT 5
EXAMPLE OF BUS TRANSIT STAFFING ASSUMPTIONS IN O & M COST MODEL
SALARY SALARY (1)
JOa WITHOUT WITH fY89
POSITION CODE BENEFITS BENEFITS FTE'S
OVERHEAD LABOR COSTS ALLOCATED TO TRANSIT OPERATIONS (FUND 1628):
ADMINISTRATION 600 NA S8S8,340 NA
MARKETING 601 NA S1, 983,621 NA
FISCAL RESOURCES 602 NA S3, 360, 005 NA
HUMAN RESOURCES 609 NA $1,398,238 NA
BUS OPERATONS BUDGET UNIT 0604:
ENGINEERING SERVICES
^inn fti »JT , OC* 9JJ, OJ
1
4100.02 $19 543 $25,241 2
Clark Tvoifit 4100.03 $21 ,422 $27,669 2
EoQ i n^6r \ 09 Tcchn 1 c i sn 1
1
4100.04 $34,493 $44,551 2
Ssni or Hechtni cs L En^ i ncer 4100.05 $57,631 $74,436 2
Assistant Mechanical Engineer 4100.06 $38,683 $49,963 2
Oivisioo Maint. Supt. 4100.07 $50,943 $65,798 2
14
MATERIAL CDWTRQL
$39 71
1
t5T 70S
Da^^a PIapIt - Qiia 4107 0? »*»•• , 000 JO
BwyVr ASSiSCSTiC 1 U£ . \JJ
Supervising Cltrk 4102.04 $28,342 $36,606 1
Clerk Typitt 4102.05 $20,025 $25,864 3
Inventory Control Assistant 4102.06 $22,355 $28,874 3
Vehicle Parts Manager 4102.07 $55,070 $71,129 1
Vehicle Parts Supervisor 4102.08 $49,755 $64,264 5
52
AGNEUS OVERHAUL t REPAIR
Overhaul Foreperson 4103.01 $39,824 $53,858 3
Mechanic G 4103.02 $34,342 $46,445 20
Mechanic 4103.03 $34,552 $46,728 22
Paint ( Body Foreperson 4103.04 $39,824 $53,857 1
Paint t Body Repairperson 4103.05 $36,838 $49,820 13
Support Mechanic 4103.06 $33,991 US, 969 3
Service Mechanic 4103.07 $31,679 $42,842 1
Service Uorker 4103.08 $30,532 $41,291 3
Feci I i tie* Uorlcer 4103.09 $25,852 $34,962 2
Upholsterer 4103.10 $37,155 $50,249 4
Maintenance Superintendent 4103.11 $55,070 $71,129 1
Cleric Typist 4103.12 $21,422 $27,669 1
Account Clerk I 4103.13 $21,422 $27,669 1
Transit Maint. Supervisor 4103.14 $47,326 $61,126 3
Vehicle Maint. Scheduler 4103.15 $32,886 $42,475 2
80
Source: Manuel Padron & Associates, Tasman Corridor Alternatives Analysis.
Operating & Maintenance Methodology Report, prepared for Metropolitan Transportation
Commission and Santa Clara County Transportation Agency, April 1990.
-11.14-
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-11.15-
Vehicle maintenance labor: The cost model should separately address routine
maintenance requirements and occasional corrective maintenance campaigns.
The financial analysis should include provision for routine rehabilitation and
replacement costs, either within the O & M cost model and/or in separate
capital reinvestment analysis.
Police and Security: This includes the costs for the following functions:
Patrol of trains, stations, park-and-ride lots, and other passenger
facilities
Investigative and administrative functions
Security of transit property facilities, including shops andadministrative buildings
Other labor: Exhibit 7 is an analysis of projected light rail staff for the
same transit property described in Exhibit 5. Note that many new light
rail positions are based on current bus positions.
Non-vehicle maintenance wages and fringes: The cost model should address
labor productivity for the following maintenance functions:
Signals/revenue vehicle movement control
Communications
Traction power
Track and structures
Fare collection equipment
Buildings and other facilities
Non-vehicle maintenance parts and supplies: The models should
separately account for parts and supplies for each of the non-vehicle
maintenance functions noted above. Particular care should be made to
assure that routine capital rehabilitation and replacement costs are
included in the financial analysis, either within the cost model (in the form
of preventative maintenance) and/or in a separate capital reinvestment
analysis.
Electricity: O & M cost models should separately address traction powerand other uses because of different demand and usage characteristics and
associated different tariff structures applied by the electric utilities.
Depending on the structure of the local electric power tariff, the model
should separately address the following power requirements:
-11.16-
Propulsion power
Station power
Chiller plants (subway stations)
Yards and ancillary facilities
In the case of extensions to existing rail systems, the models should address
energy conservation and management schemes currently underway or proposed
to minimize electric utility costs,
PRINCIPLE 5: APPLY CONSISTENT LEVEL OF SERVICE INFORMATION
The operating statistics applied in O & M cost models should meet the following internal
consistency requirements:
Consistency with travel demand analysis assumptions: The routes, service
frequency, average operating speed, peak vehicle, and train length assumptions
implicit to the travel demand analysis should be used as the driving variables in
the O & M cost models. This information should be used to develop
projections of annual revenue hours and vehicle miles.
Consistency with construction schedules: The annual service statistics in
O & M cost projections should reflect service adjustments consistent with
projected schedules for the opening of new fixed guideway segments, transfer
centers, park-and-ride lots, maintenance garages, and other facilities. This
includes both the operation of fixed guideway segments and feeder bus routes.
PRINCIPLE 6: APPLY PEER TRANSIT PROPERTY EXPERIENCE
Unless the O & M cost models will be applied in the context of expanding an existing mode,
the models will need to reflect the combined experience of engineering and planning analysis
and judgement and the experience of similar transit operations at other transit properties.
While there is much to be learned from the experience of peer transit properties, operational
and cost data from such sources should be applied with care. No two transit systems are
identical, regardless of type of service and equipment operated. The following discussion
highlights some of the important considerations in applying peer transit property data and
addresse common pitfalls observed by FTA and others:
Rail transit general and administrative (G & A) ratio: In some O & M cost
models and operating budgets the ratio of G & A cost allocated to the new rail
mode to rail operating and maintenance cost is frequently much lower than the
similar ratio for the existing bus system. The argument typically made is that
the additional positions hired for the new rail system will be limited to
management and supervisory positions directly related to rail operations.
-11.17-
EXHIBIT 7
EXAMPLE OF LIGHT RAIL TRANSIT STAFFING ASSUMPTIONS IN O & M COSTMODEL
JOB SALARY «/o SALARY w/ FY89
POSITION CXE BENEFITS BENEFITS FTE's
S33XXXX 3 33SX3XXXX3XXXXX333XXaXXX33S3
OVERHEAD LABOR COSTS ALLOCATED TC TRANSl T OPERATIONS (FUND 1628):
AOHIMISTRATION 600 NA $73,811 NA
HARKETIMG ( COMMUTER SERVICES 601 NA $170,477 NA
FISCAL RESOURCES 602 NA $288,767 NA
HUMAN RESOURCES 609 NA $120,168 NA
LIGHT RAIL OPERATIONS (B.U. 0607):
LRT ADMINISTRATION:
Ass't. General Manager 644001 $70,067 $88,474 1
Secretary I 644002 S25,406 $32,080 1
Clerk Typist 644003 $21,070 $26,605 3
Account Cleric I 644004 $20,407 $25,768 2
Light Rail Ops. Spec. (Safety) 644005 $57,976 $73,206 1
Management Analyst 644006 U4,280 $55,912 0
Admin. Support Officer 644007 $37,326 $47,132 1
Systems Engineer 644008 $55,400 $69,954 1
Light Rail Warranty Coordinator 644009 $36,796 $46,462 1
OPERATIONS:
Supt. of LRT Operations 644101 $51,782 $66,027 1
Supervisor of Sail Control 644102 $46,779 $59,648 11
Rail Operator 644103 $32,521 $44,303 35
Dispatcher 644104 $34,678 $47,242 4
Transportation Instructor 644105 $42,752 $54,513 0
VEHICLE MAINTENANCE:
Equipment Superintendent 644201 $54,146 $68,733 1
Vehicle Ma int. Supervisors 644202 $49,272 $62,546 6
Maintenance Scheduler 644203 $33,928 $43,068 0
Maintenance Instructor 644204 $44,708 $56,752 1
Maint. Specialist (Trolleys) 644205 $57,976 $73 , 595 1
Parts Supervisor 644206 $46,949 $59,597 1
Facilities Maint. Representative 644207 $33,043 $41,945 1
Electronics Technician 644208 $38,052 $51,264 2
Paint, Body I Uphot. Uoricer 644209 $38,884 $52,385 1
Electro Mechanic 644210 $38,615 $52,023 12
LRV Service Worker 644211 $30,407 $40,965 11
Faci I i ty Worker 644212 $28,571 $38,491 2
Foreperson 644213 $41,403 $55,779 5
Parts Clerk 644214 $32,407 $43,659 4
WAY, POWER & SIGNALS:
Supt. of Way, Power k Signals 644301 $58,975 $73,913 1
Supervisor of Power 644302 $46,382 $58,131 1
Supervisor of Signals 644303 $52,837 $66,221 1
Supervisor of Track Maint. 644304 $46,542 $58,331 1
Supervisor of Station t Way 644305 $40,187 $50,366 1
Overhead Line Worker 644306 $41,471 $55,542 3
Source: Manuel Padron & Associates, Tasman Corridor Alternatives Analysis,
Operating & Maintenance Methodology Report, prepared for Metropolitan Transportation
Commission and Santa Clara County Transportation Agency, April 1990.
-n.l8-
l
It is possible, however, that G & A expenses will increase proportionately to
the increase in direct operating costs (vehicle operations, vehicle maintenance,
and non-vehicle maintenance) for the combined bus and new rail transit system.
Adjustments for local conditions: O & M cost models should account for
local conditions which make the planned transit system different from peer
systems. These conditions include the following:
Labor cost factors: Most of these factors are embodied in the labor
contract for hourly employees. This includes the following cost
components:
Wages: including wage per hour, scheduled raises and lumpsum payments, and progression from entry level to top wagerate (which, along with average seniority, determines average
wage rate)
Fringe benefits: including both wage-related benefits (e.g.,
pension) and headcount-related benefits (e.g., medical, life
insurance)
Work rules: especially for operators, this includes
premium pay for report time, layover time, meal time,
intervening time, spread time, turn-in time, travel time,
guarantee time, training and other premiums.
Unit price factors:
Diesel fuel: costs per gallon for diesel fuel
Electricity: costs per kilowatt hour. Local tariffs will
determine the formula for determining electricity costs.
The formula may address such components as the numberof connection points, peak kilowatt loads, and types of use
(e.g., traction power versus lighting or other uses).
Operational factors:
Staffing practices: Because of heavy passenger loads and
union contract requirements, some properties staff trains
with more than one operator:
Conductors: Some heavy rail properties utilize
conductors to open and close doors, make train
announcements, and collect fares.
Additional operators: Some light rail properties
utilize an operator in each car when they are
trainlined.
-11.19-
Climate: Adverse weather conditions, particularly winter
weather, can result in higher costs. For example, track
tamping on ballasted track is likely to be a higher cost for
northern rail systems experiencing freeze-thaw cycles than
for southern and southwestern systems.
Deadheading: The location of bus garages, and the distance
of garages from the beginning of revenue service on routes
will vary from property to property.
Technology factors: The sophistication of overall systems andimportant components and subsystems can have important impacts
on costs. For example:
Traction motor controllers: On rail transit cars, camcontrollers are typically less efficient than "chopper"
controllers. As a result, otherwise identical cars in
identical operating conditions may consume less net
electrical power, and have less operating cost, if equipped
with chopper controllers.
Automatic train control: Less complicated rail systems
can operate effectively without expensive ATC systems.
However, as train frequencies increase and the rail
network becomes more complicated (e.g., branching and
merging routes), ATC becomes more important. ATCsystems can centralize and reduce the number of train
control personnel who might otherwise be deployed in the
field (at interlocking towers, for example). At the sametime, ATC systems require considerable maintenance
effort which may offset such savings.
Accounting for contracted services when using peer labor productivity data:
Properties that contract out certain functions may have a lower ratio of
in-house employees per unit of service than properties that do not contract
out. Care should be taken that such lower labor productivity ratios are not
inappropriately used in making comparisons or in calibrating O & M cost
models. The following functions may be performed in-house, but are
frequently contracted out:
Vehicle maintenance:
Component rebuild:
Bus: engines, transmissions, differentials,
alternators
Rail: traction motors, fan and pump motors, other
components
-11.20-
Heavy maintenance (accident repairs)
Tire maintenance
Fluid analysis (engine oil, transmission fluid)
Non-vehicle maintenance:
Snow removal
Roof repairs
Landscaping
Equipment repair
Garage and shop equipment repair
General building repair (plumbing, electrical, painting,
concrete repair)
Elevator and escalator maintenance
Communications equipment repair
Service vehicle repair
Refuse collection
Station cleaning
General administration:
Fare revenue collection and counting
Proof-of-payment (self-service) fare inspection
Ticket sales
Security police at facilities
Police patrol on vehicles & at passenger stations/ terminals
Outside legal counsel
Claims adjusting
Transfer printing and other reproduction
Custodial services
-11.21-
Overly optimistic scenarios: In planning for lower cost light rail systems,
there may be a temptation to structure O & M cost models based on the best
(lowest cost) aspects of similar systems, reflecting an assumption that "we'll bebetter". While there may be considerable justification for such an approach,
planners need to understand why various peer properties have certain cost
characteristics. Examples of these peculiarities include:
Light rail operator staffing: Light rail transit in Boston and San
Francisco have relatively higher vehicle operation costs per vehicle
mile because all vehicles should be manned, regardless of train
length, per union work rules.
Track maintenance: New California light rail systems track
maintenance staffing is low compared to northern and eastern rail
systems because of relatively infrequent service, mild climate andlack of freeze-thaw cycle, and contracting out of some track
maintenance functions.
Transit police: The SCRTD Blue line has an intensive level of
contract police protection because of relatively high crime rates in
the communities through which the line runs.
Vehicle maintenance data from peers during warranty period: Care should
be taken to consider maintenance activities that might be undertaken by the
vendor during the initial operation of new vehicles. Such initial experience
(in terms of labor productivity and unit cost per vehicle-mile) may not be
representative of longer-term cost experience.
PRINCIPLE 7: APPLY READILY AVAILABLE INFORMATION
O & M cost models should be based, to the greatest extent possible, on readily available
information. There are two reason for this:
O & M cost models should be part of the overall budgeting process applied
by management
FTA and other reviewers should be able to easily confirm the sources of
information used in structuring the model
The most important sources of information that will be available, discussed further in the
sections below, include the following:
Budgets and budgeting data: Ideally, the O & M cost models should be
structured based on the most detailed budgeting data (i.e., line item
budgets which identify individual positions and major components of
non-personnel cost)
-11.22-
Peer transit system data: The cost experience of similar transit properties
may be very useful (subject to the limitations noted above). Among the
sources of peer data are the following:
Section 15 data
APTA operating data
Peer property budgets
Peer property cost models
It is also important that driving variables in the O & M cost model (e.g., peak vehicles,
vehicle-hours, and vehicle-miles) be readily available. This information should be derived
from routine operations planning or long-range planning procedures. For example:
Revenue hours, revenue vehicle-miles, and peak vehicles are typically
derived from network analyses as part of a long-range urban transportation
planning process.
Platform hours (which include revenue hours plus deadheading andcontract-mandated pay hours for report time, turn-in time, intervening time
and similar time) may be derived either through a more detailed
runcutting-type analysis conducted by operations planning staff or may bederived by factoring the revenue hour projection, based on systemwide
average ratios of platform-hours per revenue hour.
PRINCIPLE 8: PROVIDE FULLY-ALLOCATED COSTSFOR COST-EFFECTIVENESS ANALYSIS
FTA planning guidelines require that alternatives be evaluated on the basis of equivalent
annual costs per incremental passenger. Such costs should be based on fully-allocated
operating cost. For the purposes of a cash flow analysis, however, it may be moreappropriate to consider incremental costing approaches, particularly for near-term
operations.
Fully-allocated operating cost analysis is based on the assumption that in the long-term
various administrative and overhead costs are directly related to the quantity of service
provided. This assumption is strongly supported by the cost experience of transit
properties that have implemented new fixed guideway system.s. There has, however, been
instances where incremental extensions to existing fixed guideway systems have not
resulted in proportionate increases to overhead. This has been demonstrated by recent
expansions at WMATA and San Diego Trolley. To some extent, many overhead costs are
more the result of responding to local Board of Director policy and local, state, and federal
legislative and regulatory mandates and are not directly a function of the quantity of
service provided.
-n.23-
Thus, it may be correct to project costs on an incremental basis in some applications.
However, from the standpoint of comparing alternatives (and, in the case of FTA review,
determining whether an alternative meets national cost-effectiveness standards), fully-allocated
costs should be considered.
PRINCIPLE 9: STRUCTURE FOR SENSITIVITY ANALYSES
Financial analyses in Draft Environmental Impact Statements and in detailed financial
analyses of the Locally Preferred Alternative should address the uncertainty of various
inputs and the extent such risks may affect the financial capacity of the financing entity to
undertake the transit investment. The O & M cost model should be applied in a sensitivity
analysis to consider the uncertainty in the operating cost component of the overall financial
plan.
Sensitivity analyses should establish a lower and upper bound for the operating cost
projections by applying lower and upper values for the following cost components:
Inflation: including baseline inflation rates and inflation of major cost
components that may significantly differ from the baseline rate, e.g., hourly
labor, fringe benefits, fuel, and electricity
Labor productivity: particularly for operators (e.g., pay hour per platform
hour) and mechanics (e.g., mechanic hours per 1,000 vehicle miles)
Fuel consumption: in terms of mile per gallon (e.g., in response to an older
or younger fleet or the introduction of alternative fuel buses)
PRINCIPLE 10: DOCUMENT MODEL THEORY AND APPLICATIONS
The O & M cost model should be sufficiently documented to permit simple verification of
the assumptions and sources of information used. All calculations should be clear and no
calculations should be hidden. Intermediate calculations, not required in final published
reports, should be documented in subsidiary technical memoranda. Every equation and
every coefficient in each resource build-up equation should be clearly referenced, including
the source of the information used.
Specific recommendations regarding documentation of key assumptions are included in the
last section of this appendix.
-11.24-
III. SOURCES OF INFORMATION
INTRODUCTION
This section addresses the potential sources of information that might be used to structure
an O & M cost model. These sources include:
Transit property budget
Peer property Section 15 data
Peer property APTA data
Peer property O & M cost models, budgets, and other sources of data
Each of these sources is addressed in the discussion below.
TRANSIT PROPERTY BUDGETS
One point of departure in structuring an O & M cost model is the current (or projected)
detailed operating budget of the transit property. This source can provide important
information for both the existing transit system and for proposed new technologies (e.g.,
labor unit costs). Budgets have the following advantages as a data source:
Detailed staffing data: Budgets can provide important information
regarding the staffing throughout the organization. In the case of
multi-modal organizations, the budgets may provide some information
regarding the allocation of staff by mode. This information, along with the
assumed level of service provided (e.g., vehicle-miles, revenue hours) can
yield labor productivity values.
Identification of contracting: Budgets can clearly identify the level of
contracting. This is important because low staffing levels may actually
result from high levels of contracting.
Clear documentation of assumptions: Well prepared budget documentsmay provide a concise source of information regarding assumptions of
future financial conditions. These assumptions can include:
Inflation: including hourly labor, salaried labor, hourly fringes,
salaried fringes, claims, fuel, parts, electricity
Work rule changes (e.g., changes in use of part-time operators)
Levels of service (e.g., peak vehicles, vehicle-miles, platform-hours,
hours of operation)
-III.l-
Absenteeism and other labor productivity factors
Major maintenance campaigns
Accepted internally: Quite often the budget document is accepted as the
authoritative source of financial information in a transit agency. For a
variety of reasons, other references, such as Section 15 reports and planning
documents, may not be accepted by management, governance boards, andoutside agencies as complete or accurate.
Despite these advantages, there are some limitations in the applicability of budgets as the
source of information for structuring O & M cost models:
Difficult to compare to peers: Most transit properties structure their
operating budgets according their internal organizational structure. Every
transit property is organizationally different, as a result of governance
board policy, local laws and regulations, types of service offered,
relationships with local governments, and the skills and experience of
senior managers. Such differences imply that comparisons between peers
should be done with care.
May reflect only historical trends: It is possible (indeed, likely) that future
conditions will be different than the past, resulting in changes in labor
productivity and unit costs. Examples of such future changes include:
New union contract with associated increases in wages and changes
in work rules
Aging vehicles, resulting in increased maintenance and fuel costs
New vehicles, resulting in reduced maintenance and fuel costs
SECTION 15 DATA
The Section 15 Reporting System evolved from the transit industry-initiated Project FARE(Uniform Financial Accounting and Reporting Elements). The system involves the
reporting of financial and operating data according to a standard chart of accounts on a
standardized set of reporting forms. FTA has undertaken several actions to assure that the
data submitted are accurate, uniform in definition, and timely:
The data to be provided is defined by FTA in a users guide
Transit property employees responsible for preparing the reports are
trained by FTA
Independent certified public accountants review the submissions
Contractors to FTA review the data for reasonableness, based on an
analysis of trends over time and comparisons to industry standards
-III.2-
\
The Section 15 data base provides a powerful basis for the analysis of transit operating costs.
The most important advantages include:
Industry standard: The common format in reporting aids in makingcomparisons and computing industry averages
Fine level of detail: Some of the largest transit properties in the country,
and those that have received FTA grants for management information
systems, report at Level A, which included detailed cost reports for 44 cost
functions. This allocation of costs is frequently more detailed than the
information found in operating budgets.
Despite these significant advantages. Section 15 data does have the following disadvantages
when applied for the purpose of structuring and calibrating operating cost models:
Inadequate labor detail: Section 15 does not provide for much detail in the
classification of employees. Only ten categories are available:
Vehicle operations:
Transportation administration
Revenue vehicle operator
Transportation support
Vehicle maintenance
Vehicle maintenance administration
Revenue vehicle inspection and maintenance
Vehicle maintenance support
Non-vehicle maintenance
Non-vehicle maintenance administration
Non-vehicle maintenance support
General & administrative
Marketing and planning
General administration support
This coarse level of detail limits the usefulness of Section 15 data, particularly
for rail transit modes, in the following functions:
Vehicle operations:
Provides full-time equivalents only and does not separate
full- and part-time operators
Does not distinguish between other hourly employees(e.g., depot clerks, dispatchers) and salaried employees
-III. 3-
Does not provide the same level of detail by function as the
Level A chart of accounts for expenses
Vehicle maintenance: Does not separate the following vehicle
maintenance activities:
Service and inspection (the preventative maintenancefunction)
Servicing and cleaning
Heavy maintenance: which includes both major in-house
vehicle overall and rehabilitation functions as well as somecorrective maintenance functions
Component rebuild (part of the preventative maintenance
function, sometimes extensively contracted-out)
Paint and body shop (partly preventative and partly
corrective maintenance)
Non-vehicle maintenance:
Does not separate the following functions (even though
the costs for these functions are reported by Level Areporters):
Vehicle movement control systems
Fare collection and counting equipment
Roadway and track
Structure, tunnels, and subwayPassenger stations
Operating station buildings, grounds, andequipment
Garage and shop buildings, grounds, andequipment
Communication systems
General administration buildings, grounds, and
equipment
Operation and maintenance of electrical powerfacilities
Does not distinguish between mechanics and salaried staff
(as in the case of vehicle maintenance)
General administration:
Does not distinguish among the 16 functions reported by
Level A reporters.
\
-III. 4-
Does not distinguish between non-supervisory andfront-line supervisory positions, particularly for the
following functions, which typically involve significant
levels of manpower:
Ticketing and fare collection
System security
Purchasing and stores
Inadequate breakdown of labor costs: Section 15 expense forms separate
labor costs for each function into only two object classes:
Operators' wages
Other salaries and wages
Hence, except for operators, there is no distinction between costs for
management, supervisory, administrative, support, and labor personnel.
No information regarding local cost factors: Section 15 data does not
report local cost factors that are likely to differ between transit properties,
such as:
Wage rates (e.g., top hourly wage, average hourly wage, mix of
full-time and part-time operators)
Runcutting measures (e.g., mix of straight, split, and tripper runs)
Fringe benefits (e.g., employer contributions as percentage of wageor per employee for medical/insurance, pension)
Work rules (e.g., specific provisions that result in premium hours)
No information regarding physical differences: Section 15 data does not
describe the physical differences between otherwise similar transit
properties, e.g., age of fixed plant, technology, climate, passenger loading,
fare collection technology
Errors in data definitions and reporting: Recent data is more reliable than
earlier data.
PEER PROPERTY APTA DATA
The American Public Transit Association (APTA) annually publishes Transit Operating
and Financial Statistics. The data presented are based on FTA Section 15 reports provided
directly by the transit properties, not by FTA. These data have the following advantages:
Prompt reporting: APTA usually publishes annual statistics much sooner
than FTA because the data are not subject to the intensive review that FTA
-III.5-
and its contractors undertake to assure completeness, accuracy, andconsistency of the data.
Concise reports: Data are presented by transit property, rather than bytype of expense or revenue category. Most transit properties are
summarized within two to four pages. Data include:
Operating revenues, by category
Operating expenses, by Level C function, by object class
Operating expenses, by mode:
by Level C function
Total salaries and wages, fringe benefits, services,
purchased transportation
Service data, including:
Directional route miles and miles of track
Stations
Active, total, and emergency contingency vehicles
Vehicles operated in AM peak, midday, PM peak
Vehicle operator and total employee equivalents
Unlinked passenger trips and passenger-miles
Revenue and total vehicle miles
Revenue and total vehicle hours
Gallons of fuel/kilowatt-hours of electricity
Vehicle operator wages, by type of payhour
Fringe benefits, by type of benefit.
The primary disadvantage of these data is that since it is not subject to the
same level of review as the published FTA Section 15 data, it may include
some errors and, as a result, may not be consistent with such published
Section 15 data.
PEER PROPERTY O & M COST MODELS
A third important source of operating data is operating and maintenance cost models
developed for peer transit properties (and other operating data) which underlie such
models. There are many examples of operating cost models that are based on a carefully
researched and reasoned set of assumptions.
-in.6-
The key advantages of these previously developed models include:
Provides additional data: Carefully applied, these models provide a large
amount of data that may be valid for similar transit systems.
Provides an upper and lower bound of key labor productivity and unit cost
values: These models typically span a range of values for important modelcost components that could be useful in conducting sensitivity analyses.
Reasonableness tests: The models can serve as a test for reasonable
aggregate values of costs per unit of service (e.g., cost per vehicle hour for
vehicle operations, cost per vehicle mile for vehicle maintenance)
Validation: O & M cost models which address expansion of existing fixed
guideway systems are typically structured based on actual data (prior,
current, or future year budgets). The extent to which such information is a
valid basis for projections should be addressed, however. For example, the
following changes might result in costs that would not be suggested by prior
cost experience:
Massive expansion in service, involving a significant change in the
service plan (i.e., conversion of line haul bus routes to feeder
routes), due to changes deadheading and utilization of operator
labor)
Opening of new maintenance facilities (i.e., investment in newmaintenance equipment and provision of improved workingconditions may result in increase labor productivity)
There are, however, some important limitations to the application of cost models prepared for
other transit properties:
Prospective nature: In the case of proposed new rail transit systems, the
models will be untested against actual operations.
Contracted maintenance services: The models may not reveal the implicit
assumptions regarding the quantity of work not performed in-house. This
may result in inappropriate assumptions of labor productivity.
-III. 7-
IV. DESCRIPTION OF O & M COST DATA BASE
INTRODUCTION
The O & M cost data base in Appendix 3 has been assembled to provide a body of information
to transit planners that can be useful in structuring and calibrating an O & M cost model for use
in alternatives analysis and preliminary engineering. This resource draws upon a broad body of
information from the period 1985 through 1990.
SOURCES OF INFORMATION
The data base consists of information from the following sources:
Section 15 data base: The data base contains detailed information, directly
from the reporting forms submitted by the transit systems, for 1986, 1987,
1988. This includes data for the following representative transit systems:
Light and heavy rail transit properties [Section 15 property
identification number indicated in brackets]:
Portland/Tri-Met (Oregon) [0008]
Massachusetts Bay Transportation Authority/MBTA (Boston) [1003]
Niagara Frontier Transportation Authority/NFTA (Buffalo) [2004]
New York City Transit Authority/NYCTA [2008]
Port Authority Transit Corp/PATCO (Lindenwold, NJ) [2075]
Port Authority Trans Hudson/PATH (Newark) [2098]
Southeastern Pennsylvania Transp Auth/SEPTA (Phila) [3019]
Port Authority Transit/PAT (Pittsburgh) [3022]
Washington Metropolitan Area Transit Authority/WMATA [3030]
Mass Transit Administration (Baltimore) [3034]
Metropolitan Atlanta Rapid Transit Authority/ MARTA [4022]
Metro Dade Transportation Admin/MDTA (Miami) [4034]
Greater Cleveland Regional Transit Authority/GCRTA [5015]
Chicago Transit Authority/CTA [5066]
New Orleans Regional Transportation Authority [6032]
Bay Area Rapid Transit District/BART [9003]
Santa Clara Rapid Transit District/SCCTD (San Jose) [9013]
San Francisco Municipal Railway/Muni [9015]
San Diego Trolley [9054]
Sacramento RTD [9019]
Large bus systems (properties including and representative of bus
operations in cities considering new rail transit systems):
Seattle Metro [0001]
Milwaukee County Transit System [5008]
Southwestern Ohio Reg Transit Auth (Cincinnati) [5012]
-IV. 1-
Metropolitan Transit Commission (Minneapolis) [5027]
Suburban Transit Board (Chicago/PACE) [5113]
City of Detroit [5119]
Dallas Area Rapid Transit/DART [6004]
Metropolitan Transit Auth of Harris Co. (Houston) [6008]
Via Transit (San Antonio) [6011]
Bi-State Development Agency (St. Louis) [7006]
Utah Transit Authority/UTA (Salt Lake City) [8001]
Regional Transportation District (Denver) [8006]
City and County of Honolulu [9002]
Alameda Contra Costa Co. Transit/AC Transit (Oakland)
[9014]
Southern Calif Rapid Transit Dist/SCRTD (Los Angeles)
[9021]
Orange County Transp District/OCTD (California) [9036]
Commuter rail properties:
Massachusetts Bay Transportation Authority (formerly
contracted to Boston & Maine Railroad, currently contracted
to Amtrak) [1071]
Metro-North Commuter Railroad/MNCR (New York) [2078]
NJ Transit/NJT [2080]
Staten Island Rapid Transit Operating Auth/SIRTOA [2099]
Long Island Rail Road/LIRR [2100]
Chicago Commuter Rail (Milwaukee Road, NorfolkSouthern, Heritage Corridor, and Northern Indiana
Commuter Transportation District - Illinois portion) [5118]
Illinois Central Railroad/IC (Chicago) [5120]
Chicago & North Western/C&NW [5121]
Burlington Northern (Chicago) [5122]
CalTrain Peninsula Rail Svc (San Jose-San Francisco) [9075]
Operating budgets: Operating budgets for the following large, multi-modal
transit properties were included:
WMATAMARTASeattle MetroSCRTD
Representative O & M cost models: Several O & M cost models were
reviewed and were found to be well prepared and thus useful as peer
comparisons. These models included:
Motor bus:
MARTAGCRTAHouston
-IV. 2-
Austin
UTASan Francisco MuniAC Transit
WMATA
Light rail:
SCCTD (Tasman Corridor)
Tidewater Transit
Houston
Austin
UTAPortland Tri-Met
SCRTD-Blue Line
Heavy rail:
MARTAGCRTASCRTD-Red Line
BARTWMATA
ORGANIZATION OF THE O & M COST DATA BASE
The O & M cost data base provides a structured summary of key cost components for
representative bus and rail transit systems that can be useful in structuring O & M cost
models.
The data base is structured around the Section 15 reporting system chart of accounts in a
four strata hierarchy. At each stratum, selected Section 15 and previously developed cost
model data are provided:
Stratum 1 detail: Costs per unit of service for the four Level R major
Section 15 operating functions (noted in parentheses):
(010) Vehicle operations costs per vehicle hour
(041) Vehicle maintenance costs per vehicle-miles
(042) Non-vehicle maintenance costs per peak vehicle (for bus) or
per route-mile (for rail)
(160) General administration cost per vehicle-mile and as a
percentage of the total of vehicle operations, vehicle maintenance,
and non-vehicle maintenance
-IV. 3-
This stratum includes both Section 15 and O & M cost model data. This
inform.ation could be applied to confirm that component costs (for these four
functions) are within a reasonable range.
Stratum 2 detail: Costs per unit of service for selected object classes within
each of the four major Section 15 Level R and C operating functions noted
above: (function/object classes noted in parentheses):
(010/501.01 & 501.02) Operators' wages and fringe benefits
(010,041,042,160/501.01 &501.02) Other wages, salaries, and fringe
benefits
(041/504.01) Fuel and lubricants
(041/504.02) Tires and tubes
(041/504.99) Other materials and supplies
(041/505)Electricity
(506)Casualty and liability costs
Contract services
Other non-labor costs
Only the most significant Section 15 object classes are specifically
addressed. This stratum includes both Section 15 and O & M cost modeldata.
Stratum 3 detail: Costs per unit of service for selected object classes noted
above within selected Level A operating functions:
(010) Vehicle operations:
(Oil) Transportation administration
(012) Revenue vehicle movement control
(021) Scheduling of transportation operations
(031) Revenue vehicle operation
(041) Vehicle maintenance:
(041) Maintenance administration
(051,061,062,071) Servicing, inspection and maintenance
of revenue vehicles (including routine maintenance,
accident repairs, and vandalism repairs)
(081,091) Servicing, inspection and maintenance of service
vehicles
(042) Non-vehicle maintenance:
(042) Maintenance administration - non-vehicles
(101) Maintenance of vehicle movement control system
(111) Maintenance of fare collection and counting
equipment
(122) Maintenance of roadway and track
-IV.4-
(021-025,127,128,131) Maintenance of passenger stations,
operating stations, garage and shop, and general
administration buildings, grounds, and equipment
(012) Maintenance of communication systems
(041) Operation and maintenance of electric powerfacilities
(106) General administration
(145) Preliminary transit system development
(151) Ticketing and fare collection
(161) System security
(165) Injuries and damages
(166) Safety
(167) Personnel administration
(168) General legal services
(169) General insurance
(170) Data processing
(171) Finance & accounting
(172) Purchasing and stores
(173) General accounting
(174) Real estate management
(175) Office management & services
(176) General management
(162) Customer service
(163) Promotion
(164) Market research
(177) Planning
(181) General function
Unit cost data at this level of detail can be used directly in O & M models
for selected functions.
Stratum 4 detail: Number of employees per unit of service. For Section 15
data, data is provided only for the ten major classifications of employees
requested in Section 15 reporting at the Level R and C function level:
Vehicle operations: platform hours per
Transportation administration staff
Revenue vehicle operator
Transportation support staff
Vehicle maintenance: revenue vehicle miles per
Vehicle maintenance administration staff
Revenue vehicle inspection and maintenance staff
Vehicle maintenance support staff
-IV.5-
Non-vehicle maintenance:
Non-vehicle maintenance administration staff per peakvehicle (bus) or per route-mile (rail)
Non-vehicle maintenance support staff per peak vehicle
(bus) or per route-mile (rail)
General and administrative:
Marketing and planning staff per vehicle hour
General administration support per vehicle hour
Because of the level of aggregation in the Section 15 data this information
can only be used to test the reasonableness of model results. More detailed
information is provided based on the previously developed O & M cost
models.
DEVELOPMENT OF THE O & M COST DATA BASE
The O & M Cost Data Base was developed primarily using the Section 15 data tapes for
the years 1986 through 1988 which were obtained from the Transportation Systems Center
(TSC). The data tapes were determined to be the best source of Section 15 data because:
the data tapes provide operating cost data at the detailed level actually
reported while the published report and the diskettes provide data
aggregated to the R level only
the data tapes provide data reported on Form 321: Operators' WagesSubsidiary Schedule, the only source of data for platform hours
Lotus 1-2-3 spreadsheets were created from the raw data tapes. The spreadsheets are
structured as the actual Section 15 reporting forms (i.e., lines and columns).
A hierarchy of data was developed (as noted above) to take advantage of the various levels
of detail reported under Section 15. The data base includes detailed data for the Section
15 level A reporters. The aggregated level R data includes both data reported at the Rlevel and A level data aggregated.
The Section 15 data was manipulated in specific costs/functions for consistency and ease of
analysis. Specifically:
All data for operators' wages was moved to the vehicle operations function
(A level function 031; R level function 010). The Section 15 reporting
system allows reporters to report operators' wages at each of the 44 level Afunctions.
All data reported for propulsion power was moved to vehicle operations
function (A level function 031; R level function 010). For propulsion
powered modes (i.e., rail rapid, light rail, and commuter rail), propulsion
-IV. 6-
power should be reported under the vehicle operations function according
to the Section 15 Reporting Manual. However, many rail properties
continue to report propulsion power under the non-vehicle maintenance
function, operation and maintenance of electric power facilities.
All data for insurance and claims was moved to the general administration
functions insurance and injuries and damages, respectively, at the A level.
The Section 15 reporting system allows reporters to report insurance and
claims under each of the 44 level A functions.
Joint expenses for individual object classes were allocated to modes based
on the allocation of total joint expenses to modes for each function. TheSection 15 data base allows for the reporting of joint expenses at the object
class level. The joint modes are then allocated to modes only at the
function level.
Several A level functions were aggregated for consistency and ease of
comparison to the operating cost models. For example. Section 15
distinguishes servicing and repair of revenue vehicles in four functions:
servicing revenue vehicles, inspection and repair of revenue vehicles,
accident repairs and vandalism repairs. The cost models generally did not
provide this level of distinction; however the cost models provide critical
data on number of employees which is not available in the Section 15
reporting system. Therefore, it was important that the two sources becompatible.
GUIDANCE IN STRUCTURING OF COST MODELSAND USE OF O & M COST DATA BASE
The biggest challenge in incorporating the experience of peer transit properties is the need
to be knowledgeable about the operating environment of these peer properties and the
extent to which that environment is applicable to the situation to be addressed by the
model.
In the case of rail transit systems, there is now a broad range of experience from which to
draw. This includes both newer systems and older systems operating new equipment.
Appendices 2 and 3 describe light/rapid rail and commuter rail properties, respectively, based
primarily on 1989 operating and financial data (except as noted). The following information is
presented:^
Operating expense: This is a gross measure of the size of the transit system.
Properties with higher operating expenses generally have a larger
infrastructure to maintain. New rail transit systems might best draw on the
experience of smaller properties. Extensions to larger transit systems might
best draw on the experience of larger systems.
Revenue vehicle-miles: This is gross measure of system size.
-IV. 7-
Peak vehicles: This is a gross measure of system size.
Average speed: Higher operating speeds indicate more efficient operations.
All other things being equal, at higher speeds a property can provide the samelevel of service with fewer vehicles and fewer operating personnel.
Unlinked passenger trips: This is another gross measure of system size.
Average operating expense/revenue vehicle-mile: This is an aggregate
measure of operating efficiency. As discussed below, efficiency is directly
related to labor costs, particularly wage rates.
Top hourly wage: This is an index of labor costs, although a precise
measure of average wage rates since all employees do not earn the top
wage rate. Wages are indicated for the following positions:
Operators (wages specific to operators and conductors/guards are
indicated, as necessary)
Vehicle mechanics
Labor productivity: This includes gross measures of employees per unit of
service provided for the following functions:
Vehicle operating employees/million vehicle revenue-miles
Vehicle maintenance employees/million vehicle revenue-miles
Non-vehicle maintenance employees/route-mile
General & administrative employees per million vehicle
revenue-miles
Percent contracted: Many transit properties contract-out manymaintenance functions. A high level of contracting suggests that the labor
productivity values may not be comparable to peer properties. Values are
provided for vehicle maintenance and non-vehicle maintenance.
Budget-based labor productivity data: Additional information for budget
documents is provided for selected light rail and rail rapid transit
properties.
Fiscal year of source document (these data are more recent than
the 1989 Section 15 data presented elsewhere).
Transportation labor productivity:
Hourly: platform hour per operator
Front-line supervisory: operators per supervisor
-IV. 8-
Vehicle maintenance labor productivity:
Hourly: vehicle-miles per mechanic
Front-line supervisory: mechanics per supervisor
Non-vehicle maintenance labor productivity: for power, track &structures, facilities, and signals & communication:
Hourly employees/track-mile (or route-mile, or station)
Front-line supervisory: mechanics per supervisor
Age of vehicles: Older vehicles tend to require more maintenance than
newer vehicles. Two indicators are provided:
Average age
Percent of vehicles less than or equal to 10 years old
In the case of commuter rail, this information is provided for
locomotives/trailer coaches/self-propelled coaches
Key Dates: Older facilities require more maintenance than new facilities.
The following indicators are presented:
Date
Initiation of service, expansion of service, or electrification (in the
case of commuter railroads
Vehicle size: Many properties, particularly older properties, should use
shorter vehicles to accommodate tight right-of-way clearances. This
increase the peak vehicle requirement. The following indicators are
provided:
Length
WidthSeats
Passenger capacity (average, not "crush" capacity is indicated)
Diesel/electric: This identifies whether commuter railroad are powered bydiesel engines or electric motors (or both).
Route-miles: This is an aggregate measure of system size. It represents the
end-to-end mileage of line operated. It is equal to one-half of the Section
15 "directional route-miles"; it represents the length of the "lines on a map".
Single-track mileage is thus counted the same as double-track mileage. Thefollowing detail is provided:
-IV. 9-
SubwaySurface
Aerial
Track-miles: This measure includes local and express tracks, in each
direction, as well as yard and other non-revenue track miles.
1,000 Revenue vehicle-miles/track-mile: This is an indicator of the intensity
of track use, which can affect track maintenance requirements. Alimitation in this value is that it evenly weights revenue and non-revenue
trackage. Typically, non-revenue track requires less maintenance than
revenue track, due to lower operating speeds.
Stations: This is an aggregate measure of system size. The following detail
is provided:
SubwaySurface
Aerial
Maintenance facilities: This is an aggregate measure of system size
CBD Operations: For light rail properties, this indicates whetherdowntown track is in street traffic, in a transit mall, or in subway.
Other street operations: For light rail properties, this indicates whether any
track outside of the downtown is in streets in mixed traffic.
Organizational structure: Autonomous agencies are generally responsible
for all functional areas. Agencies that are an operating unit of a statewide
or regional entity may not be responsible for various finance and other
administrative functions.
Vehicle staffing: It is important to recognize that some properties use
conductors and ticket collectors to operate doors and collect fares.
Significant sophisticated technology: This addresses the degree of
sophistication of vehicles, train control, and fare collection equipment
Type of platforms: Simple low-level platforms are less expensive to
maintain than high-level platforms, however, they result in longer dwell
times and lower overall operating speeds.
-IV. 10-
V. GUroELINES FOR DOCUMENTATION OFASSUMPTIONS IN O & M COST MODELS
INTRODUCTION
Documentation of an O & M cost model is necessary to permit FTA and other reviewers
to:
Determine the reasonableness of the cost projections
Establish lower and upper bounds in the context of sensitivity analyses
Serve as a point of departure for future studies
Educate other professionals.
Ideally, every line item and every component in every line should be documented. Theminimum requirements for documentation should include the following:
Logic behind structure, e.g., if prior models distinguished between old and
new vehicles, but future operations assume that the older vehicles will be
retired, this should be noted)
Source document(s) name(s) and transit property (or other source)
Date of data
Discussion of anticipated changes from current conditions (e.g., labor
contract, aging fleet) and, if appropriate, other reasons why historical trend
data is not used
Correlation between ranges in data base and assumptions actually used, i.e.,
explanations if outside range
Reasons for applicability of peer property data
One approach to accomplish this, in a microcomputer spreadsheet application, would be to
add comment columns for each row in the spreadsheet.
This section suggests the appropriate level of documentation of information, assumptions,
and sources of information and assumptions in the structuring and application of O & Mcost models. Specifically, documentation is important for the following:
Characterizing similar transit systems whose labor productivity and unit
cost experience is applied in the model.
Developing a checklist of changes to the model to consider in future
applications.
-V.l-
DOCUMENTATION OF VEHICLE OPERATIONS
The following issues should be addressed in the documentation of the vehicle operations
portion of O & M cost models:
(Oil) Transportatition administration: value as a percentage of total
operations costs
(012) Revenue vehicle movement control:
Bus systems:
Rationale for deployment of street supervisors (e.g., bysector or garage or per platform hour)
Potential use of automatic vehicle location technology
Rail systems:
Sophistication of train control (automatic block signals,
cab signals, automatic train control)
Level of effort required as network becomes morecomplex (e.g., increased branching) and as train
frequencies increase
General: Salaries for supervisors cuid controllers
(021) Scheduling of transportation operations:
Deployment of traffic checkers; potential changes with
implementation of rail service and feeder bus service
Sophistication of scheduling and runcutting; increased use of
automation
(031) Revenue vehicle operations:
Service profile, by time of day: mix of straight, split, and tripper
runs
Labor productivity (peak/off peak, by division to address
differences in deadheading):
Platform hours per revenue hour
Scheduled pay hours per revenue hour
Actual pay hours per scheduled pay hour
Wage rates: including average rate for full and part-time operators
Fringe benefits:
Wage related: pension, PICA
Head count-related: medical, insurance
DOCUMENTATION OF VEHICLE MAINTENANCE
The following issues should be addressed in the documentation of the vehicle maintenance
portion of O & M cost models:
(041) Maintenance administration: value as a percentage of total vehicle
maintenance costs
Each Level A function: The following should be documented for revenue
vehicle servicing (051), inspection and maintenance (061), accident repairs
(062), vandalism repairs (071); service vehicle servicing (071), fuel (081),
and inspection and maintenance (091):
Labor productivity, by type of vehicle
Average wage rates
Fringe benefits
Parts, by type of vehicle
Fuel, by type of vehicle
Contracted services
DOCUMENTATION OF NON-VEHICLE MAINTENANCE
The following issues should be addressed in the documentation of the non-vehicle maintenance
portion of O & M cost models:
(042) Maintenance administration - non-vehicles: value as percentage of
total non-vehicle maintenance cost
(101) Maintenance of vehicle movement control system
Sophistication of technology (e.g., automatic block signal, cab
signal, automatic train control
Split between way-side and control center equipment
-V.3-
(122) Maintenance of Roadway and Track
Extent of tangent and curve sections
Track wear (vehicle-miles per mile of track) compared to peer
properties
Type of rail fixation (e.g., wood tie on ballast, concrete tie on
ballast, direct fixation on floating slab)
Hours of operation: 24-hour operation limits availability of track
for extensive maintenance and increases costs
Busways: Assignment of responsibility to transit property or
highway department for roadway surface repair and lighting
(123) Maintenance of passenger stations:
Age of peer property stations
Mix of surface/aerial and subway stations
Climate (particularly for maintenance of surface/aerial stations)
Passenger traffic
Maintenance of Operating station buildings, grounds, and equipment(includes 121, 124, 128, 131):
Passenger amenities (e.g., rest rooms, enclosed waiting areas)
Landscaping responsibility of transit property or other public entity
Size and number of park and ride lots
(125) Maintenance of garage and shop buildings, grounds, and equipment:
Number and age of buildings
Size of garages (number of service positions, number of vehicle
hoists and inspection pits)
Type of activities performed (e.g., component rebuild, paint and
body shops)
(126) Maintenance of communication system:
Number of vehicles
Age of equipment
-V.4-
\
Sophistication of equipment (e.g., simple voice, AVL)
Percent of work contracted out
(127) Maintenance of general administration buildings, grounds, andequipment:
Age and size of buildings
Portion of general administration space leased and owned bytransit property
Percent of work included in capital budget
Percent of work contracted out
(141) Operation and maintenance of electric power facilities:
Number of substations (longer trains and more frequent service
may result in more traction power substations)
Sophistication of traction power substations and tie-breaker
stations)
Percent of work contracted out
DOCUMENTATION OF GENERAL ADMINISTRATION
In the cases of transit systems that are departments of municipal government, many general
administrative functions may not be addressed in the Section 15 data. The mix of workperformed in each function between in-house forces and contractors may vary fromproperty to property. While this may not affect comparisons of total cost, it probably will
affect comparisons of number of employees. Among the more important issues to be
addressed are the following:
(145) Preliminary transit system development: Service planning costs
associated with day-to-day service decisions should be included. Much of
this function is capital-related, however, and is not pertinent to projecting
operating costs.
(151) Ticketing and fare collection:
Fare collection technology
Hours of operation and hours that stations are manned
Extent of contracting out
-V.5-
(161) System security:
Extent of law enforcement responsibilities of transit property andof local governments
Intensity of police patrol function (e.g., number of stations
patrolled by each police officer)
Number of facilities with 24-hour security protection
Extent of contracting out
Extent of investigation and other administration functions
Extent of training requirements
(165) Injuries and damages
The claims experience for third party liability claims and for
workers compensation claims should be addressed separately.
Third party liability claims experience is typically very different for
bus and rail modes for a given transit property.
Workers' compensation claims experience typically varies for bus
operators, rail operators, bus mechanics, rail mechanics,
non-vehicle mechanics, station agents, and other employees (both
in terms of claims rate and cost per claim)
Third party liability claims rates and costs per claim vary fromproperty to property, depending on trends in jury awards, "deep
pocket syndrome", and other factors
Workers' compensation claims rates and costs per claim vary from
property to property, depending on state workers' compensation
laws and regulations.
(168) General legal services
Should address requirements related to contracts and tort litigation
as well as general legal issues, including drafting of legal
documents.
Many properties contract-out significant portions of this function.
(169) General insurance
Should include premiums for the following types of insurance:
Operating liability (injuries to passengers and third party
property)
Operating property (damages to transit property-owned
assets, e.g., buses, trains, equipment, facilities)
Boiler and machinery (damages to and caused bydangerous equipment)
Disappearance, Dishonesty, Destruction ("3-D") Crime(damage resulting from criminal activity)
Data processing (damages to computer equipment and
data bases)
Owners, Landlord, and Tenant (damages related to leased
real property)
Premiums will depend on loss history, market conditions, and
magnitude of (self-insured) deductible.
(172) Purchasing and stores:
Number of storerooms
Hours of operation of storerooms
Number of subfleets of revenue vehicles (as the number of
subfleets and vehicle manufacturers increases, so does the size of
the inventory and the number of storeroom bins to be managed.
(162) Customer service:
Division of responsibilities between transit property and other
regional transportation agencies
-V.7-
DOCUMENTATION OF OPERATING STATISTICS
The documentation of O & M cost model driving variables should focus on level of service
and facility descriptors:
Level of service statistics
Bus: At a minimum this should include peak vehicle, revenue
hours, and vehicle miles by type of vehicle, by operating garage. If
significant changes in service profile by time of day is anticipated,
then additional data regarding the breakdown of straight split, and
tripper runs should be addressed.
Rail: Number of peak trains, peak vehicles, and vehicle miles
Physical description of facilities
Bus: garages, park-and-ride lots, bus shelters, transfer centers,
busway route-miles
Rail: route-miles or track miles, by vertical profile (e.g., subway,
street operation, surface in private R.O.W., aerial); stations, byvertical profile; maintenance facilities and yards, chiller plants (if
subway); traction power substations
DOCUMENTATION OF INFLATION
O & M cost model documentation should address the assumed annual rates of inflation
and sources of information for the following:
Baseline rate of inflation: This is the projected rate of inflation that underlies
all projections of expenses and revenues. It is used for the basic conversion
from base year (or uninflated) to year-of-expenditure (or inflated dollars).
Typically, the local or national Consumer Price Index is used as the baseline
rate of inflation.
Incremental rates of inflation: Various components of expense andrevenue may have rates of inflation above or below the baseline rate:
Hourly wages
Fringe benefits (especially health insurance costs)
Fuel
Electricity
-V.8-
APPENDIX 1
O&M COST DATA BASESTRATUM 1
STRATUM 2
STRATUM 3
STRATUM 4
\
Stratum 1
Rail Rapid
O & M COST DATA BASESTRATUM 1
1986-1989 RAPID RAIL
LEVEL R FUNCTIONSCOST PER UNIT OF SERVICE
Vehicle Operations CosWehicle HourTransit Property 1986 1987 1988 1989
1003 MBTA $50.81 $51.59 $56.37 $56.37
2008 NYCTA 28.05 31.11 32.47 32.47
2075 Patco 37.51 37.56 38.55 38.55
2098 PATH 35.35 41.52 38.11 38.11
3019 SEPTA 21.68 19.31 27.08 27.08
3030 WMATA 31.69 39.48 38.52 38.52
3034 Baltimore MTA 33.47 33.11 26.40 26.40
4022 MARTA 17.86 18.02 18.21 18.21
4034 Miami 52.59 59.33 47.49 47.49
5015 Cleveland RTA 70.94 33.59 47.08 47.08
5066 CTA 34.47 34.18 29.75 29.75
9003 BART 41.38 47.70 44.64 44.64
Minimum 17.86 18.02 18.21 18.21
Maximum 70.94 59.33 56.37 56.37
Vehicle Maintenance CostA/ehicle MileTransit Property 1986 1987 1988 1989
1003 MBTA $1.97 $1.96 $2.06 $2.06
2008 NYCTA 1.28 1.20 1.31 1.31
2075 Patco 0.80 0.80 0.78 0.78
2098 PATH 1.30 1.31 1.24 1.24
3019 SEPTA 1.05 1.19 0.90 0.90
3030 WMATA 1.52 0.10 1.05 1.05
3034 Baltimore MTA 1.81 1.62 0.93 0.93
4022 MARTA 0.52 0.60 0.50 0.50
4034 Miami 0.61 2.32 2.10 2.10
5015 Cleveland RTA 1.56 1.73 1.77 1.77
5066 CTA 0.92 1.03 0.88 0.88
9003 BART 0.94 0.94 0.95 0.95
Minimum 0.52 0.10 0.50 0.50
Maximum 1.97 2.32 2.10 2.10
Non -Vehicle Maintenance Cost/Route MileTransit Property 1986 1987 1988 1989
1003 MBTA $532,115 $41 ,769,276 $532,606 $532,606
2008 NYCTA 954,099 488,909,565 1,119.709 1.119,709
2075 Patco 115,477 3,640.039 133.193 133.193
2098 PATH 847.755 22,746,774 953.910 953,910
3019 SEPTA 439,063 32.851.120 324.217 324,217
3030 WMATA 269,344 54,276.398 422.148 422,148
3034 Baltimore MTA 455,609 6.707.677 320.223 320,223
4022 MARTA 186,985 10.862.750 186.485 186,485
4034 Miami 261 ,720 4.272,025 89,240 89,240
5015 Cleveland RTA 88,442 5.722,550 156,756 156,756
5066 CTA 254,710 50.038,245 318,810 318,810
9003 BART 227,681 33,566,855 244,666 244,666
Minimum 88,442 3,640,039 89,240 89,240
Maximum 954,099 488,909.565 1,119,709 1,119.709
O & M COST DATA BASESTRATUM 1
1986-1989 RAPID RAIL
LEVEL R FUNCTIONSCOST PER UNIT OF SERVICE
General Administration Cost/Vehicle MileTransit Property 1986 1987 1988 1989
1003 MBTA $2.16 $2.18 $2.16 S2.16
2008 NYCTA 2.33 2.25 2.38 2.38
2075 Patco 1.57 1.82 1.70 1.70
2098 PATH 2.91 2.93 3.20 3.20
3019 SEPTA 2.95 3.27 3.08 3.08
3030 WMATA 2.45 2.22 2.59 2.59
3034 Baltimore MTA 3.24 3.34 2.72 2.72
4022 MARTA 1.04 1.24 1.47 1.47
4034 Miami 3.18 2.40 2.76 2.76
5015 Cleveland RTA 0.84 1.77 2.00 2.00
5066 CTA 1.20 1.23 1.14 1.14
9003 BART 1.26 1.24 1.27 1.27
Minimum 0.84 1.23 1.14 1.14
Maximum 3.24 3.34 3.20 3.20
General Administration Cost/
Operations and Maintenance CostsTransit Property 1986 1987 1988 1989
1003 MBTA $0.30 $0.31 $0.32 $0.32
2008 NYCTA 0.53 0.50 0.49 0.49
2075 Patco 0.52 0.38 0.55 0.55
2098 PATH 0.50 0.33 0.53 0.53
3019 SEPTA 0.63 0.74 0.75 0,75
3030 WMATA 0.57 0.50 0.57 0.57
3034 Baltimore MTA 0.44 0.49 0.69 0.69
4022 MARTA 0.50 0.56 0.68 0.68
4034 Miami 0.70 0.09 0.61 0.61
5015 Cleveland RTA 0.14 0.31 0.31 0.31
5066 CTA 0.32 0.32 0.32 0.32
9003 BART 0.36 0.33 0.35 0.35
Minimum 0.14 0.09 0.31 0.31
Maximum 0.70 0.74 0.75 0.75
Stratum 1
Light Ran
O & M COST DATA BASESTRATUM 1
1986-1989 LIGHT RAIL
LEVEL R FUNCTIONSCOST PER UNIT OF SERVICE
Vehicle Operations CostA/ehicle HourTransit Property 1986 1987 1988 1989
0008 Portland NR $29.31 $29.18 $30.16
1003 MBTA 119.03 118.77 93.97 83.88
2004 Buffalo 33.65 27.77 23.15 25.72
3019 SEPTA 27.22 27.59 35.11 36.07
3022 PAT 71.14 70.73 51.45 47.42
5015 Cleveland RTA 50.64 32.68 43.92 36.67
6032 New Orleans 29.39 26.42 22.32 22.02
9013 Santa Clara NR NR 102.83 76.10
9015 MUNI 45.15 45.36 56.27 61.50
9054 San Diego Trolley 30.22 25.77 27.98 28.84
Minimum 27.22 25.77 22.32 22.02
Maximum 119.03 118.77 102.83 83.88
Vehicle Maintenance CostA/ehicle MileTransit Property 1986 1987 1988 1989
0008 Portland NR $0.08 $1.22 $1.28
1003 MBTA 5.23 4.95 5.04 4.19
2004 Buffalo 3.02 2.38 2.36 2.38
3019 SEPTA 2.06 2.56 0.27 2.17
3022 PAT 3.81 3.49 0.30 2.24
5015 Cleveland RTA 1.56 2.05 2.10 2.05
6032 New Orleans 2.46 1.22 1.04 1.08
9013 Santa Clara NR NR 4.14 3.72
9015 MUNI 0.33 3.78 3.79 3.56
9054 San Diego Trolley 0.60 0.69 0.79*
Minimum 0.33 0.08 0.27 1.08
Maximum 5.23 4.95 5.04 4.19
Non -Vehicle Maintenance Cost/Route MileTransit Property 1986 1987 1988 1989
0008 Portland NR $2,289 $30,399 $39,981
1003 MBTA 67,275 68,111 61,411 65.231
2004 Buffalo 199,885 218.356 258,543 267.046
3019 SEPTA 54,631 61.834 39,591 48.173
3022 PAT 196,377 164,549 169,818 204.539
5015 Cleveland RTA 64,518 116,844 82,292 130.018
6032 New Orleans 30,473 53,854 46,739 4.597
9013 Santa Clara NR NR 64.631 116
9015 MUNI 126.588 123,516 117.510 127.115
9054 San Diego Trolley 24,782 24,405 19.386 29.041
Minimum 24,782 2,289 19.386 116
Maximum 199,885 218,356 258.543 267.046
* Vehicle miles for San Diego Trolley were not reported.
O & M COST DATA BASESTRATUM 1
1986-1989 LIGHT RAIL
LEVEL R FUNCTIONSCOST PER UNIT OF SERVICE
General Administration CostA/ehicle MileTransit Property 1986 1987 1988 1989
0008 Portland NR $0.09 $1.72 $1.51
1003 MBTA 4.67 4.09 3.59 4.09
2004 Buffalo 6.52 5.84 4.78 4.02
3019 SEPTA 1.33 1.52 1.37 1.81
3022 PAT 1.27 1.61 1.28 1.51
501 5 Cleveland RTA 0.84 1.59 1.76 2.32
6032 New Orleans 1.17 1.84 1.81 2.55
9013 Santa Clara NR NR 7.95 4.99
9015 MUNI 0.92 0.82 1.51 2.35
9054 San Diego Trolley 0.89 0.89 1.01*
Minimum 0.84 0.09 1.01 1.51
Maximum 6.52 5.84 7.95 4.99
General Administration Cost/
Operations and Maintenance CostsTransit Property 1986 1987 1988 1989
0008 Portland NR $0.51 $0.45 $0.37
1003 MBTA 0.30 0.27 0.25 0.32
2004 Buffalo 0.63 0.67 0.59 0.48
3019 SEPTA 0.20 0.20 0.18 0.24
3022 PAT 0.10 0.12 0.14 0.15
5015 Cleveland RTA 0.14 0.23 0.23 0.32
6032 New Orleans 0.18 0.35 0.38 0.69
9013 Santa Clara NR NR 0.50 0.37
9015 MUNI 0.10 0.08 0.14 0.21
9054 San Diego Trolley 0.36 0.35 0.37 0.38
Minimum 0.10 0.08 0.14 0.15
Maximum 0.63 0.67 0.59 0.69
* Vefiicle miles for San Diego Trolley were not reported.
Stratum 1
Commuter Rail
O & M COST DATA BASESTRATUM 1
1986-1989 COMMUTER RAIL
LEVEL R FUNCTIONSCOST PER UNIT OF SERVICE
Vehicle Operations Cost/Vehicle HourTransit Property 1986 1987 1988 1989
1071 B&M/MBTA $120.87 $126.90 NR NR2078 MTNR 77.61 84.54 81.58 90.37
2080 NJTC 83.48 81.07 74.08 69.96
2099 Staten Island* 55.09 40.35 47.63
2100 LIRR * 99.93 92.05 106.88
51 18 Chicago Commuter Rail 111.04 137.75 136.43 142.06
5120 Illinois Central 191.16 NR NR NR5121 Chicago & N. Western 104.85 104.89 104.08 105.70
5122 Burlington Northern 166.89 136.11 134.94 144.19
9075CALTRANS * 181.45 169.87 178.42
Minimum 77.61 55.09 40.35 47.63
Maximum 191.16 181.45 169.87 178.42
Vehicle Maintenance CostA/ehicIe MileTransit Property 1986 1987 1988 1989
1071 B&M/MBTA $2.98 $2.80 NR NR2078 MTNR 3.28 2.35 2.24 2.25
2080 NJTC 1.81 1.89 2.01 2.08
2099 Staten Island*
0.88 1.10 1.34
2100 LIRR *2.24 2.17 2.49
51 18 Chicago Commuter Rail 2.06 2.59 2.60 2.82
5120 Illinois Central 3.41 NR NR NR5121 Chicago & N. Western 1.46 1.55 1.75 0.19
5122 Burlington Northern 1.21 1.50 1.39 1.47
9075 CALTRANS *0.98 0.90 0.97
Minimum 1.21 0.98 0.90 0.19
Maximum 3.41 2.80 2.60 2.82
Non -Vehicle Maintenance Cost/Route MileTransit Property 1986 1987 1988 1989
1071 B&M/MBTA * *$13,273,67 NR NR
2078 MTNR 177,745.39 180,069.03 169,818.63 187,425.31
2080 NJTC 53,497.15 51,543.07 57,264.91 59,365.96
2099 Staten Island*
133,565.56 170,173.73 219,882.10
2100 LIRR *146,328.41 140,206.72 166,621.28
51 18 Chicago Commuter Rail 48,665.13 58,811.76 61,736.83 61,827.50
5120 Illinois Central 80,776.12 NR NR NR5121 Chicago & N. Western 40,469.71 41,428.47 47,588.35 52,404.61
5122 Burlington Northern 29,342.46 41,687.40 38,513.42 31,622.21
9075 CALTRANS *6,051.14 6,055.71 5,894.39
Minimum 29,342.46 6,051.14 6,055.71 5,894.39
Maximum 177,745.39 180,069.03 170,173.73 219,882.10
* Route Miles for B&M/MBTA not reported.
"In 1986 Staten Island Rapid Transit, Long Island Rail Road and CALTRANS reported all expenses
as general administration.
O & M COST DATA BASESTRATUM 1
1986-1989 COMMUTER RAIL
LEVEL R FUNCTIONSCOST PER UNIT OF SERVICE
General Administration CostA/ehicle MileTransit Property 1986 1987 1988 1989
1071 B&M/MBTA $1.14 $1.11 NR NR2078 MTNR 2.49 2.58 2.72 2,76
2080 NJTC 1.44 1.88 1.75 1.68
2099 Staten Island 5.38 1.62 2.08 1.39
2100 LIRR 7.81 1.24 1.26 1.47
5118 Chicago Commuter Rail 1.78 1.53 1.74 1.62
5120 Illinois Central 0.95 NR NR NR5121 Chicago & N. Western 0.59 0.68 0.63 0.82
5122 Burlington Northern 0.77 0.87 0.93 1.04
9075 CALTRANS 0.69 1.56 1.57 1.34
Minimum 0.59 0.68 0.63 0.82
Maximum 7.81 2.58 2.72 2.76
General Administration Cost/
Operations and Maintenance CostsTransit Property 1986 1987 1988 1989
1071 B&M/MBTA $0.14 $0.14 NR NR2078 MTNR 0.30 0.34 0.39 0.38
2080 NJTC 0.27 0.35 0.31 0.30
2099 Staten Island*
0.32 0.41 0.22
2100 LIRR *0.18 0.19 0.19
51 18 Chicago Commuter Rail 0.25 0.17 0.19 0.17
5120 Illinois Central 0.07 NR NR NR5121 Chicago & N. Western 0.11 0.12 0.10 0.13
5122 Burlington Northern 0.12 0.14 0.16 0.17
9075 CALTRANS *0.24 0.25 0.20
Minimum 0.07 0.12 0.10 0.13
Metximum 0.30 0.35 0.41 0.38
* Route Miles for B&M/MBTA not reported.
** In 1986 Staten Island Rapid Transit, Long Island Rail Road and CALTRANS reported all expenses
as general administration.
stratum 1
Motor Bus
\
O & M COST DATA BASESTRATUM 1
1986-1989 MOTOR BUSLEVEL R FUNCTIONSCOST PER UNIT OF SERVICE
Vehicle Operations CosWehicle HourTransit Property 1986 1987 1988 1989
0001 Seattle Metro $27.33 $18.64 $30.31 $33.09
5008 Milwaukee 24.79 24.99 27.64 27.31
5012QCM/SORTA 26.27 27.25 28.75 29.00
5027 Minneapolis 27.88 28.79 31.58 31.01
511 3 Chicago Sub Bus Div 26.35 26.83 27.09 27.80
51 19 City of Detroit 28.66 29.67 30.03 30.94
6004 Dallas** 21.73 21.13 24.50 29.34
6008 Houston 24.32 24.44 26.69 27.70
601 1 San Antonio 20.45 19.37 20.10 20.18
7006 Bl State 25.30 24.35 27.59 24.62
8001 Salt Lake 17.15 19.02 18.85 19.90
8006 Denver 25.30 26.18 27.09 27.63
9002 Honolulu 30.19 30.77 30.91 32.17
9014 AC Transit 28.15 31.39 33.21 35.65
9021 SCRTD 33.73 32.18 34.41 36.57
9036 Orange County 31.43 30.29 31.16 31.74
Minimum 17.15 18.64 18.85 19.90
Maximum 33.73 32.18 34.41 36.57
Vehicle Maintenance CostA/ehicie MileTransit Property 1986 1987 1988 1989
0001 Seattle Metro $0.64 $0.43 $0.83 $0.90
5008 Milwaukee 0.78 0.72 0.76 0.75
5012QCM/SORTA 0.97 0.89 0.88 0.83
5027 Minneapolis 6.97 0.69 0.73 0.76
51 13 Chicago Sub Bus Div 0.71 0.77 0.78 0.69
51 19 City of Detroit 1.58 1.28 1.31 1.46
6004 Dallas'* 0.70 0.73 0.88 0.88
6008 Houston 0.91 0.90 0.94 0.86
601 1 San Antonio 0.42 0.43 0.42 0.43
7006 Bi State 0.74 0.84 0.64 0.83
8001 Salt Uke 0.53 0.43 0.51 0.52
8006 Denver 0.84 0.76 0.81 0.82
9002 Honolulu 0.78 0.83 0.85 0.91
9014 AC Transit 0.78 0.70 0.67 0.94
9021 SCRTD 1.09 1.03 1.04 1.18
9036 Orange County 0.68 0.73 0.73 0.77
Minimum 0.42 0.43 0.42 0.43
Maximum 6.97 1.28 1.31 1.46
* Peak vehicles for Chicago-Suburban Bus Division were not reported in 1986 and 1989.
** Dallas Area Rapid Transit was assigned a new ID nubmer, 6056, in 1989.
O & M COST DATA BASESTRATUM 1
1986-1989 MOTOR BUSLEVEL R FUNCTIONSCOST PER UNIT OF SERVICE
Non-Vehicle Maintenance Cost/Peak VehicleTransit Property 1986 1987 1988 1989
0001 Seattle Metro $7,499.57 $1,499.39 $9,769.94 $10,571.61
5008 Milwaukee 5,248.92 5,703.30 6,878.72 7,031.74
5012QCM/SORTA 5,790.93 5,937.86 6,147.88 7,156.80
5027 Minneapolis 3,473.90 3,607.91 3,596.11 3,776.96
5113 Chicago Sub Bus Div* 2,177.09 2,198.70
51 19 City of Detroit 13,321.94 13,231.45 13,396.91 13,023.26
6004 Dallas** 3.822.60 4,593.66 5,562.94 6,731.99
6008 Houston 9,468.89 8,836.57 8,431.62 8,511.44
6011 San Antonio 3,196.46 3,196.83 3,860.84 3,486.58
7006 Bi State 6,495.03 6,294.77 6,631.45 6,362.64
8001 Salt Lake 2.313.14 2.447.61 2.718.32 2.916.73
8006 Denver 12,383.99 13,204.09 13,267.95 16,256.60
9002 Honolulu 2,766.64 3.264.29 3,155.22 2.870.27
9014 AC Transit 3,239.29 4,045.01 5.080.34 5.755.73
9021 SCRTD 7,382.22 8,954.16 8,278.60 6,846.30
9036 Orange County 6,408.96 6,768.38 7.212.25 7,282.02
Minimum 2313.14 1499.39 2198.70 2870.27
Maximum 13321.94 13231.45 13396.91 16256.60
General Administration CostA/ehicle MileTransit Property 1986 1987 1988 1989
0001 Seattle Metro $0.63 $0.31 $0.67 $0.70
5008 Milwaukee 0.48 0.47 0.49 0.50
5012 QCM/SORTA 0.61 0.61 0.66 0.64
5027 Minneapolis 0.51 0.58 0.54 0.63
5113 Chicago Sub Bus Div 0.72 1.17 1.35 1.39
51 19 City of Detroit 0.84 0.99 0.91 1.24
6004 Dallas** 1.02 1.02 1.46 1.14
6008 Houston 1.25 0.84 0.78 0.78
601 1 San Antonio 0.41 0.37 0.39 0.40
7006 Bi State 0.75 0.91 0.77 0.88
8001 Salt Lake 0.43 0.50 0.47 0.49
8006 Denver 0.58 0.63 0.63 0.73
9002 Honolulu 0.74 0.66 0.73 0.67
9014 AC Transit 0.75 0,79 0.90 1.00
9021 SCRTD 0.87 0.87 0.82 1.15
9036 Orange County 0.79 0.78 0.86 0.91
Minimum 0.41 0.31 0.39 0.40
Maximum 1.25 1.17 1.46 1.39
* Peak vehicles for Chicago-Suburban Bus Division were not reported in 1986 and 1989.
** Dallas Area Rapid Transit was assigned a new ID nubmer. 6056, in 1989.
O & M COST DATA BASESTRATUM 1
1986-1989 MOTOR BUSLEVEL R FUNCTIONSCOST PER UNIT OF SERVICE
General Administration Cost/
Operations and Maintenance Costs1 lailoll riOptJilj 1 OdA
1 9oO 1 QQ7 1 Qfifi 1 QQQ
0001 Seattle Metro $0.24 $0.19 $0.04 $0.21
5008 Milwaukee 0.16 0.16 0.16 0.16
5012QCM/SORTA 0.20 0.20 0.21 0.21
5027 Minneapolis 0.18 0.20 0.18 0.20
511 3 Chicago Sub Bus Div 0.29 0.44 0.51 0.55
51 19 City of Detroit 0.21 0.25 0.23 0.30
6004 Dallas** 0.45 0.44 0.55 0.38
6008 Houston 0.46 0.30 0.27 0.28
601 1 San Antonio 0.21 0.20 0.20 0.21
7006 Bi State 0.28 0.33 0.28 0.32
8001 Salt Uke 0.26 0.31 0.28 0.27
8006 Denver 0.21 0.23 0.22 0.24
9002 Honolulu 0.26 0.22 0.25 0.21
9014 AC Transit 0.27 0.27 0.28 0.26
9021 SCRTD 0.24 0.25 0.22 0.29
9036 Orange County 0.28 0.27 0.29 0.29
Minimum 0.16 0.16 0.04 0.16
Maximum 0.46 0.44 0.55 0.55
* Peak vehicles for Chicago-Suburban Bus Division were not reported in 1986 and 1989.
** Dallas Area Rapid Transit was assigned a new ID nubmer. 6056, in 1989.
stratum 2
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