CINCINNATI STREETCAR TRANSPORTATION AND ... - Go Metro...Cincinnati Streetcar TMOP Version 3.0 Page | iii October 29, 2012 LIST OF ACRONYMS ADA Americans with Disabilities Act AADT

CINCINNATI STREETCAR

TRANSPORTATION AND MAINTENANCE OPERATIONS

PLAN (TMOP)

Version 3.0

October 29, 2012

Document Revisions

Revision Number Effective Date

Operating Plans Report September 14, 2010

Cincinnati Streetcar Transit Program Operating Plan

Version 0.1

December 1, 2010

Operational Funding Sources Overview - Addendum

to Version 0.1 (Version 0.21)

May 6, 2011

Cincinnati Streetcar Transit Program Conceptual

Operating Plan (Version 0.3)

August 4, 2011

TMOP Version 1.0 August 9, 2011

TMOP Version 2.0 April 23, 2012

TMOP Version 3.0 October 29, 2012

Cincinnati Streetcar TMOP Version 3.0 Page | i

October 29, 2012

Table of Contents

1.0 INTRODUCTION ..................................................................................................................................... 1

1.1. PURPOSE OF THE PLAN....................................................................................................................... 1

1.2. ORGANIZATION OF THE TMOP ........................................................................................................... 1

2.0 PROJECT DESCRIPTION ........................................................................................................................... 3

2.1. ALIGNMENT ..................................................................................................................................... 3

2.2. STREETCAR/TRAFFIC OPERATIONS ....................................................................................................... 3

2.3. TRACTION POWER AND OVERHEAD CONTACT SYSTEM ........................................................................... 6

2.4. STATIONS ......................................................................................................................................... 7

2.5. VEHICLES ......................................................................................................................................... 8

2.6. MAINTENANCE AND OPERATING FACILITY (MOF) ................................................................................. 8

2.7. COMMUNICATIONS ......................................................................................................................... 10

2.8. FARE COLLECTION ........................................................................................................................... 10

3.0 SERVICE PLAN ..................................................................................................................................... 11

3.1. HOURS OF SERVICE .......................................................................................................................... 11

3.2. SCHEDULING ................................................................................................................................... 11

3.2.1. FREQUENCY ................................................................................................................................ 11

3.2.2. SCHEDULE RECOVERY ................................................................................................................... 11

3.2.3. EXTRA SERVICE............................................................................................................................ 11

3.2.4. VEHICLE RUN TIMES .................................................................................................................... 12

3.3. RIDERSHIP PROJECTIONS .................................................................................................................. 12

3.4. FLEET REQUIREMENTS ..................................................................................................................... 13

3.5. OPERATING STATISTICS .................................................................................................................... 13

3.6. ADA COMPLEMENTARY PARATRANSIT SERVICE .................................................................................. 14

4.0 TRANSPORTATION OPERATIONS ............................................................................................................ 15

4.1. NORMAL OPERATIONS ..................................................................................................................... 15

4.1.1. DAILY TRAIN OPERATIONS ........................................................................................................ 15

4.1.2. OPERATIONS CONTROL CENTER ................................................................................................ 16

4.2. SPECIAL/COMMUNITY EVENT OPERATIONS ........................................................................................ 16

4.3. FAILURE MANAGEMENT ................................................................................................................... 17

4.3.1. CAUSES OF FAILURES ............................................................................................................... 17

4.3.2. SERVICE RECOVERY STRATEGIES ................................................................................................ 18

4.3.3. RESTORATION OF SCHEDULED SERVICE ....................................................................................... 20

4.3.4. FOUL WEATHER ...................................................................................................................... 20

Cincinnati Streetcar TMOP Version 3.0 Page | ii

October 29, 2012

5.0 MAINTENANCE OPERATIONS ................................................................................................................ 22

5.1. REVENUE VEHICLE MAINTENANCE ..................................................................................................... 22

5.1.1. REVENUE VEHICLE MAINTENANCE PROGRAM ............................................................................. 22

5.1.2. PREVENTATIVE/SCHEDULED MAINTENANCE................................................................................ 22

5.1.3. CORRECTIVE/UNSCHEDULED MAINTENANCE ............................................................................... 23

5.1.4. CLEANING AND SERVICING ........................................................................................................ 23

5.1.5. MAJOR OVERHAULS TO RENEW/ENHANCE RAIL FLEET ................................................................. 24

5.1.6. BALANCE OF VEHICLE DEMAND AND SUPPLY ............................................................................... 24

5.1.7. MAINTENANCE SPARE RATIO .................................................................................................... 24

5.2. FACILITIES MAINTENANCE ................................................................................................................ 25

5.3. TRACK MAINTENANCE ..................................................................................................................... 27

5.4. TRACTION POWER ........................................................................................................................... 28

5.5. OVERHEAD CATENARY SYSTEM ......................................................................................................... 28

5.6. SIGNAL AND COMMUNICATIONS SYSTEM ........................................................................................... 29

6.0 OPERATING AND MAINTENANCE COSTS AND STAFFING REQUIREMENTS ..................................................... 30

6.1. DESCRIPTION OF METHODOLOGY ...................................................................................................... 30

6.2. ORGANIZATIONAL STRUCTURE .......................................................................................................... 31

6.3. SYSTEM AND OPERATING CHARACTERISTICS ....................................................................................... 31

6.4. OPERATING AND MAINTENANCE COST ESTIMATES............................................................................... 32

6.5. STAFFING REQUIREMENTS ................................................................................................................ 32

7.0 ORGANIZATIONAL RESPONSIBILITIES ...................................................................................................... 34

7.1. CITY OF CINCINNATI......................................................................................................................... 34

7.2. SORTA ......................................................................................................................................... 34

7.3. SORTA MANAGER OF RAIL SERVICES ................................................................................................ 34

7.4. STATE SAFETY AND SECURITY OVERSIGHT PROGRAM ........................................................................... 35

7.5. FEDERAL TRANSIT ADMINISTRATION .................................................................................................. 35

Cincinnati Streetcar TMOP Version 3.0 Page | iii

October 29, 2012

LIST OF ACRONYMS

ADA Americans with Disabilities Act

AADT Average Annual Daily Traffic

AASHTO American Association of State Highway and Transportation Officials

ACI American Concrete Institute

ANSI American National Standards Institute

APC Automatic Passenger Counter

APS Auxiliary Power Supply

AREMA American Railway Engineering and Maintenance-of-Way Association

ASTM American Society for Testing and Materials

CAD/AVL Computer Assisted Dispatching/Automatic Vehicle Locator

City The City of Cincinnati

DC Direct Current

EIA Energy Information Administration

FC Fare collection

FTA Federal Transit Administration

ICEA Insulated Cable Engineers Association

IDS Intelligent Decision Support

IEC International Electrotechnical Commission

IEEE Institute of Electrical and Electronics Engineers

IVLU Integrated Vehicle Logic Units

MDT Mobile Data Terminals

METRO Transit system operated by SORTA

MMIS Maintenance Management Information System

MOF Maintenance and Operations Facility

MSR Maintenance Spare Ratio

NEC National Electrical Code

NEMA National Electrical Manufacturers Association

NTD National Transit Database

OCC Operations Control Center

OCS Overhead Contact System

ODOT Ohio Department of Transportation

O&M Operations and Maintenance

PE Preliminary Engineering

PM Preventative Maintenance

PMO Project Management Oversight

PMOC Project Management Oversight Contractor

PMP Project Management Plan

PUC Public Utilities Commission

RFP Request for Proposal

ROW Right-of-Way

SCADA Supervisory Control and Data Acquisition

SORTA Southwest Ohio Regional Transit Authority SSP System Security Plan

Cincinnati Streetcar TMOP Version 3.0 Page | iv

October 29, 2012

SSPP System Safety Program Plan TAP Track Access Permit

TES Traction electrification system TMOP Transportation and Maintenance Operations Plan TO Task Order

TOM Task Order Manager

TOR Top of Rail

TPSS Traction Power Substations

TVM Ticket Vending Machine

UBC Uniform Building Code

UL Underwriters Laboratories

Cincinnati Streetcar TMOP Version 3.0 Page | 1

October 29, 2012

1.0 INTRODUCTION

The City of Cincinnati is completing the Final Design phase of development of the Cincinnati Streetcar

Transit line. The streetcar program is a transit corridor between downtown Cincinnati and the University

of Cincinnati/Uptown area, with an approximately 3.6 track-mile starter line operating between

downtown Cincinnati and Findlay Market. This streetcar line could be the first line in a potential

network of rail-based services for the greater Cincinnati region.

1.1. PURPOSE OF THE PLAN

The Transportation and Maintenance Operations Plan (TMOP) documents the operations and

maintenance practices necessary to deliver transit services for the starter line in a safe, dependable, and

efficient manner, and to provide quality transit service to the riders. The intent of the TMOP is to:

• Guide system design to assure conformance to the operating intent

• Define the Project’s service and operating characteristics

• Define the Project’s operating and maintenance policies and objectives

• Define the staff’s responsibilities and organizational relationships required to operate and maintain

the Project

• Define the system and operating requirements for assuring service dependability and system

availability

The TMOP is intended to serve as a frame of reference for future design refinements and as a basis for

detailed definition of operations and maintenance methods, practices, and costs. The plan will also

document procedures required for preparation of revenue service.

As the Cincinnati Streetcar starter line progresses through final design, this document shall be

continually reviewed and updated as necessary.

1.2. ORGANIZATION OF THE TMOP

The remaining sections of the TMOP are organized as follows:

• Chapter 2 – Project Description: Provides an overview of the Project, describes the proposed

alignment and its interface with other transportation modes, and describes the facilities and

systems associated with the Project.

• Chapter 3 – Operating Plans: Provides a detailed description of the operating plans for each phase

of the Cincinnati Streetcar Project.

• Chapter 4 – Transportation Operations: Describes the activities required to provide revenue service,

including descriptions of normal operations, special event operations and abnormal operations.

• Chapter 5 – Maintenance Operations: Identifies requirements for maintenance of vehicles, facilities

and equipment.


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• Chapter 6 – Organizational Responsibilities: Identifies each organization involved with the Project

and their respective roles in designing, constructing, maintaining and operating the system.


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2.0 PROJECT DESCRIPTION

This chapter presents a description of the operating characteristics and infrastructure that will be

provided as a part of the Cincinnati Streetcar system.

2.1. ALIGNMENT

The starter line consists of an approximately 3.6 track-mile alignment that runs between downtown

Cincinnati and the site of the Maintenance and Operations Facility (MOF) located in the Over-the-Rhine

neighborhood at the southwest corner of Race and Henry Streets. Beginning at a special driver relief

stop at the MOF, the track alignment will travel in one direction as follows:

• South on Race Street to Central Parkway

• East on Central Parkway to Walnut Street

• South on Walnut Street to 2nd Street

• East on 2nd Street to Main Street

• North along Main Street from 2nd Street to 12th Street

• West on 12th Street to Elm Street

• North on Elm Street to Henry Street

• East on Henry Street to Race Street

A total of 1818 passenger stops will be located along the starter line, plus a layover platform located at the MOF. A

basic map of the starter line and passenger stops is presented in Figure 2-1.

The track will be built at-grade and the streetcars will operate in mixed traffic. The streetcar will operate in shared

lanes with automobiles, buses, bicycles, and other vehicles. No dedicated right-of-way for streetcar travel is

included in the first phase alignment The only exclusive sections of track will be located in the MOF yard .

2.2. STREETCAR/TRAFFIC OPERATIONS

Southbound trips will start near the intersection of Race and Henry after a scheduled period of driver

layover/schedule recovery time. The streetcar will operate in mixed-traffic and follow existing, conventional traffic

signals. Three stations will be located along the Race Street segment.

After turning east on Central Parkway, the streetcar will run in mixed-traffic adjacent to the Central Parkway

landscaped median. Towards the end of this section, the track will take a small section of the median to permit a

right-hand turn onto southbound Walnut Street. One station near the intersection of Central Parkway and Vine

Street is planned for this short segment.

The streetcar will operate in mixed-traffic following conventional traffic signals along the west side of the street for

the entire length of the southbound Walnut Street track segment. There will be stations located at three

intersections, including one diagonally across from SORTA’s downtown transit center – Government Square.

The southern end of the alignment runs along a short segment of the south side of 2nd

Street in mixed-traffic

following conventional traffic signals. One station is planned for this segment to serve the Great American

Ballpark, The Banks mixed-use development, National Underground Railroad Freedom Center, and other activity

centers in this area.

After stopping at the 2nd

Street station, the streetcar will run north on Main Street to Twelfth Street in the Over-

the-Rhine neighborhood. The streetcar will travel along the east side of Main from 2nd

Street until changing to the


October 29, 2012

west side of Main at the mid-block signal between 5th

and 6th

Streets from which it will travel along the west side

of Main to Twelfth Street. Once again, the streetcar will be operating in mixed-traffic and largely following the

conventional traffic signals. Five stations will be constructed between 2nd

Street and Twelfth Street.

The streetcar will turn west and travel along the north side of Twelfth Street, servie a portion of the Over-the-

Rhine neighborhood that already has undergone significant redevelopment. One station is planned for this

segment near the intersection of Twelfth Street and Vine Street.


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FIGURE 2-1: CINCINNATI STREETCAR ALIGNMENT MAP


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At the intersection of Twelfth Street and Elm Street, the track will turn north on Elm Street and travel along the

east side of Elm to Henry Street. The streetcar will operate in mixed-traffic following conventional traffic signals.

Four passenger stops are planned for this segment.

The streetcar will then run a short distance along the north side of Henry Street, from which it will access the

where it will start another trip the MOF or proceed to Race Street, where it will turn south.

The following provides a more detailed summary of where the track will be placed and the traffic signalization:

• Race/Henry – Race/Findlay: right through lane

• Race/Findlay – Race/Elder: right curb lane

• Race/Elder: track crosses two lanes from right curb lane to left through lane at Elder; signal is utilized to give

streetcar a head start

• Race/Elder – Race/Central Parkway: left through lane

• Central Parkway/Race – Central Parkway/Vine: left curb lane

• Central Parkway/Vine – Central Parkway/Walnut: left turn lane (to make large right hand turn south to

Walnut); signal is utilized to give streetcar a head start

• Walnut/Central Parkway – Walnut/Fifth: right through lane

• Walnut/Fifth – Walnut/Third: right curb lane then shift to right through lane at mid-block using existing signal

• Walnut/Third – Walnut/2nd

: right curb lane to make large left-hand turn; existing signal is used to give

streetcar a head start

• 2nd

/Walnut – 2nd

/Main: right curb lane

• 2nd

/Main – Main/Fifth: right curb lane

• Main/Fifth – Main/Sixth: right curb lane shifting two lanes to left through lane; existing mid-block signal is

utilized to give streetcar a head start

• Main/Sixth – Main/Twelfth: left through lane

• Main/Twelfth – Twelfth/Elm: right through lane (there is only one through lane)

• Elm/Twelfth – Elm/Henry: right through lane

• Elm/Henry – Henry/Race: left through lane (street closed to non-delivery traffic)

2.3. TRACTION POWER AND OVERHEAD CONTACT SYSTEM

The streetcars are propelled by electric traction motors. Energy to drive these motors is supplied to the vehicles

by rectifier substations located along the wayside through a system of distribution cables, switches and an

overhead contact system (OCS). A pantograph is mounted on each vehicle to interface with the OCS and collect

electrical current for the vehicles.

Direct Current (DC) traction power is supplied to the OCS by three (3) traction power substations (TPSS)

with a rated output of 750 volts at full load. The TPSS are located near the following intersections:

• 2nd/Main

• Court/Walnut

• Race/Findlay

These substations consist of modular prefabricated transformer/rectifier units with a weatherproof

enclosure completely assembled and tested at the factory. The TPSS are located as close as practicable

to the wayside tracks, and the equipment is rated for extra heavy duty traction service. At rated input

voltage, the maximum output voltage at 1% of full load at the substation bus will not exceed 795 volts.


October 29, 2012

The substation design is based on low voltage primary power with ratings of at least 500 kW. The

purpose of this configuration is to eliminate the need for parallel feeders, reduce return rail voltages to

limit stray current, and minimize the real estate required.

The overhead contact system (OCS) includes the contact wire and physical support systems. The OCS consists of

the conductors (including the contact wire), in-span fittings, jumpers, conductor terminations, and associated

hardware from which the vehicle draws power through physical contact of the pantograph on the contact wire.

The design of the OCS is coordinated with the vehicle dynamic performance characteristics and track geometry to

provide a system where the pantograph maintains contact with the contact wire for proper current collection

under all operating conditions.

A single, fixed, variable tension, contact wire style OCS is used on the main lines and yard lead tracks to the main

line. The system is split into tension lengths and overlapped at intersections of tension lengths. Overlap

arrangements are installed to provide a smooth mechanical transition between tension lengths. The OCS is

sectionalized by insulating these overlaps wherever possible. Contact wire attachment to the MOF was made in

collaboration with the building structural designer.

The physical support system consists of foundations, poles or masts, guys, insulators, brackets, cantilevers, and

other assemblies and components necessary to support the OCS so that contact will be maintained during all

operating conditions. The support system is double insulated throughout the OCS.

Cincinnati standard strain poles are utilized for the OCS poles. Typically, bolted base type round- tapered poles are

used everywhere except in the MOF yard where wide flange poles are used and in other areas where special poles

were specified. Poles located in pedestrian areas have a base cap covering the foundation. Each foundation has a

ground connection installed and all poles are grounded to the foundation reinforcement bars. The pole base plate,

foundation reinforcing bars, anchor bolts and ground rod (if required) are electrically connected. Poles are sized in

accordance with NESC.

The feeder system consists of the feeder conductors, jumpers, switches, and associated hardware that connect the

TPSS dc positive feeders to the contact wire.

In addition to the mainline substations, a smaller substation is located at the MOF. This substation will provide the

auxiliary power supply for the vehicles while they are in the MOF yard .

All materials, apparatus and equipment, and installation methods conform to the requirements of the latest

edition of applicable AASHTO, ACI, ANSI, AREMA, ASTM, EIA, ICEA, IEC, IEEE, NEC, NEMA, NESC, PUC, UBC, UL, and

other local and state codes.

2.4. STATIONS

The Cincinnati Streetcar is served by 18 stations,plus a layover platform at the MOF . These stations are located at

the following street intersections:

• (Layover Platform)SB Race Street @ Elder Street (Findlay Market)

• SB Race Street @ Liberty Street

• SB Race Street @ 12th

Street (Washington Park)

• EB Central Parkway @ Vine Street

• SB Walnut Street @ 9th

Street


Street


Street

• EB 2nd

Street


October 29, 2012

• NB Main Street @ 4th

Street


Street


Street

• NB Main Street @ Court Street


Street

• WB 12th

Street @ Vine Street

• NB Elm Street @ 14th

Street (Washington Park)

• NB Elm Street @ Liberty Street

• NB Elm Street @ Elder Street (Findlay Market)

• NB Elm Street @ Henry Street

All of these stations are constructed in the public right-of-way alongside the street curbs and will be for streetcar

use only. All streetcar passenger stops comply with the Americans with Disabilities Act (ADA) of 1990.

Each station includes a passenger shelter built with a steel frame with back walls and shorter walls on both ends of

the shelter constructed of tempered glass. All stations include a bench integrated into the overall design. Other

passenger amenities such as, lighting and signage are also provided.

The station platforms will vary in width and they will be 14 inches over top of rail (TOR) in height to meet the FTA

level-boarding requirement. Where needed, railings will be installed to separate the passengers from adjacent

traffic and to maximize passenger safety. ADA-approved detectable warning pavers will be installed at all

unprotected curb side edges.

2.5. VEHICLES

The City of Cincinnati has selected CAF USA to provide a fleet of five streetcars but a final negotiated contract is

expected in October 2012. The following sections reflect the currently available information about the streetcar.

2.5.1. Basic Configuration

The City of Cincinnati streetcar is an electrically powered vehicle with an operating cab at both ends and

doors on both sides. This design will allow the vehicles to operate in both directions and to serve stations

with platforms on either side.

The center section of the articulated vehicle has two sets of double-leaf doors on each side. The end

modules rest on motor trucks while the center module is suspended. ADA requirements will be met with

a level-boarding platform design.

The CAF streetcar is a 100 percent low-floor vehicle that can accommodate seated, standing and

wheelchair passengers. Space will also be provided for bicycles.

2.5.2. Propulsion

The Cincinnati Streetcar will be powered by 750 Vdc electric traction equipment. There are four 70 kW

motors per truck; one motor is suspended in the truck at each wheel. The propulsion equipment allows

the vehicle to operate in all required conditions.

2.6. MAINTENANCE AND OPERATING FACILITY (MOF)


October 29, 2012

A new Maintenance and Operations Facility will be constructed to serve as the hub for Cincinnati Streetcar

maintenance and operations. The MOF will serve the following functions either in the building or in the facility’s

yard area:

• Streetcar storage

• Operator report area

• Operator and maintenance training

• Streetcar service and inspection

• Streetcar interior and exterior cleaning

• Streetcar air-conditioning, pantograph and resistor unit repair

• Fare collection (FC) equipment repair, storage and inspection

• Traction electrification system (TES) service and inspection

• Facilities maintenance

• Parts storage

• Operations administration

• Maintenance administration

• Electronic component repair

• Communications equipment repair, storage and inspection

• Storage for maintenance-of-way (MOW) materials

• Electrical substation for MOF and nearby OCS

The MOF will also contain general administrative offices, employee lockers, training/break/conference room space

and equipment storage. The MOF will be located in the Over-the-Rhine neighborhood on the eastern half of a

block bounded by Henry Street, Race Street, Findlay Street, and Elm Street.

Initially, two vehicles can be parked in the maintenance building and up to six streetcars can be stored in the yard.

The facility will have the capacity to store up to 12 vehicles when the streetcar system is expanded and the yard is

fully developed.

The maintenance area of the facility will contain a two-bay work area with a mezzanine level to facilitate working

on a full range of structural and mechanical components. Portable jacks will be available to lift the entire

streetcar, and a 7.5 ton capacity bridge crane will be provided to lift the heaviest streetcar component, an

assembled motor truck. The bridge crane will be located to allow removal and replacement of roof-mounted

components and to allow a highway flatbed tractor/trailer to position itself under the crane for loading motor

trucks for shipment.

The mezzanine will have gates so that rooftop equipment can be serviced by maintenance personnel without

requiring tie off and harness. Services on the platforms shall include: compressed air outlets, 120 Vac receptacles,

welder receptacle, approved railings and gates, under-platform lighting, exhaust ventilation system, and an

emergency OCS shutdown.

An auxiliary power supply (APS) cord, plug and switch will safely provide streetcar auxiliary power to the cars when

the shop OCS is not energized. APS provisions will be provided at each rooftop access platform, and the APS will

be interlocked with the OCS to assure mutually exclusive operation. Emergency shutdown push-buttons for the

OCS will be located throughout the shop at convenient, well-traveled locations.

The maintenance area will include an overhead crane, maintenance pit, and other features that are found in a light

maintenance facility for rail vehicles. Activities performed at the MOF include cleaning, daily and periodic

inspections, preventive maintenance and running repairs. Heavy duty maintenance will be performed off-site by

qualified subcontractors. SORTA's Queensgate maintenance garage is located approximately one mile from the

MOF. Some body repair work could be performed at this location.


October 29, 2012

Space outside the building will be designated for washing the exterior of the streetcars. The infrastructure needed

to supply wash water and direct it to the sanitary sewer following recycling and pre-treatment will be provided. All

wash/rinse water will be collected, treated and then discharged in accordance with applicable codes, standards

and laws.

2.7. COMMUNICATIONS

A communications system that is compatible with the equipment found on SORTA fixed-route buses will be

installed on each streetcar as a part of the overall transit management system. The new communications system

consists of two major components. The first is the TransitMaster IDS – Intelligent Decision Support system, and

advanced computer-aided dispatching system, by Trapeze ITS.

Integrated Vehicle Logic Units (IVLU) and Mobile Data Terminals (MDT) are included in this system. The IVLU is a

modular on-board computer that helps control, monitor, record and oversee transit management systems like

Computer Assisted Dispatching/Automatic Vehicle Locator (CAD/AVL) and Automatic Passenger Counters (APC).

MDTs are an on-board information and communications system to improve communications between dispatch

and the vehicle operator.

The TransitMaster IDS equipment will be supported with a two-way voice radio communication system using

Motorola XPR25 radios.

The Operations Control Center (OCC) will be co-located and integrated with the existing SORTA METRO OCC at the

Queensgate facility. The OCC will, through the computer-aided dispatching and radio communications

functionalities of the Transitmaster system, oversee streetcar operations. The OCC will also be the location of the

SCADA control board from where monitoring and traction power system management will occur.

2.8. FARE COLLECTION

The final configuration of the fare collection system is under development pending final approval of the fare policy.

It is likely to include a combination of wayside and on-vehicle vending of fare media. The fare policy will be time

based tickets, featuring a 2-hour and a 24-hour (day) ticket. In an attempt to begin integration of the streetcar into

the existing METRO transit system, METRO 30-day passes will also be honored.

Fare equipment will consist of Ticket Vending Machines (TVM) located both on the vehicle and at the stops

(wayside). Wayside TVM units will be allocated based on forecast ridership with higher ridership stations having

more units and lower ridership stations having fewer or no units. Stations with no wayside TVMs will have signage

directing patrons to purchase fare media on the vehicle.

The fare system, similar to virtually all modern light rail and streetcar systems, will function as an ‘honor’ based

system based on random ticket inspections and fines for fare evasion. As is typical for an honor system, fare

evasion rates will be monitored and inspection levels adjusted to ensure the targeted low rate of evasion is met.

The current METRO revenue collection system, which functions at the bus operating garages as a typical farebox

based system, will be supplemented with a revenue collection system at the MOF and field revenue collection to

service the TVMs as appropriate.


October 29, 2012

3.0 SERVICE PLAN

The starter line will operate in Downtown Cincinnati and the Over-the-Rhine neighborhoods. This modern

streetcar service will form a stronger connection between the two areas and strengthen their long-term viability.

The streetcar will serve the residents, employees, visitors, businesses and institutions located in these areas and

offer an attractive transportation alternative for all types of trips. It will also help encourage the redevelopment of

underutilized buildings and land in Over-the-Rhine.

The principal service goal for the streetcar system is to offer convenient, local trips during different time periods

and levels of demand. Another important service goal is to provide strong connections between the streetcar,

fixed-route transit, and pedestrian and bicycle transportation. This section of the TMOP presents detailed

information about the proposed service and operational characteristics of the Cincinnati Streetcar starter line.

Following implementation of the TMOP, service standards will be adopted by SORTA, in collaboration with the City,

to govern Cincinnati Streetcar service provision.

3.1. HOURS OF SERVICE

The Cincinnati Streetcar will operate Monday through Thursday and on Sunday from approximately 6:00 a.m. to

10:00 p.m. On Friday and Saturday, it will operate from approximately 6:00 a.m. to 12:00 a.m. On SORTA

designated holidays, the streetcar will follow the Sunday schedule. The designated holidays on which SORTA

operates a holiday schedule include New Year’s Day, Memorial Day, Independence Day, Labor Day, Thanksgiving

and Christmas.

3.2. SCHEDULING

3.2.1. FREQUENCY

On weekdays, the streetcar will run every 12 minutes between 10:00 a.m. and 9:00 p.m. The streetcar

will operate every 15 minutes on weekdays before 10:00 a.m. and after 9:00 p.m. and on Saturday,

Sunday, and designated holidays. Preliminary schedules for each of these periods are provided in the

Appendix.

Operating schedules will be closely monitored and revised, as needed, once daily operations begin and

the actual ridership demand is identified.

3.2.2. SCHEDULE RECOVERY

Layover/recovery time has been built into the initial streetcar schedules to get back on schedule if any

delays occur during a regularly scheduled trip. Similar to the Metro’s fixed-route bus operations,

layover/recovery time will be monitored on a regular basis after the streetcar begins revenue service and

revised as needed to maintain a high standard of on-time performance.

A combination of stand-by operators, staggered shift changes or streetcar transportation supervisors will

be utilized for streetcar operator breaks. The appropriate number of “extra board” operators will be

included in the staffing plan to fill in for other operators during sick days, vacation leaves and other

absences.

3.2.3. EXTRA SERVICE

The amount of service provided can be increased when demand is higher than normal (e.g. baseball and

football games and large entertainment events) by placing the additional ready-reserve streetcar vehicle


October 29, 2012

into service additional METRO buses. In addition, a "bus bridge" can be used to replace the streetcar

service during unforeseen service disruptions. Both of these operations procedures will depend on the

availability of extra buses. SORTA’s primary responsibility is to operate its own regularly scheduled bus

service.

The streetcar alignment is divided into two “loops” which are connected through the crossovers located

at Twelfth and Race Streets. Extra frequent service can also be provided on one of the loops by using an

extra vehicle and short turning on just one of the loops (Over-the-Rhine or Downtown) if desired.

3.2.4. VEHICLE RUN TIMES

The estimated round-trip travel times used to develop the preliminary streetcar schedules are based on

SORTA’s bus operations and scheduling experience, assumed acceleration/ deceleration rates for modern

streetcars, and a 20-second average dwell time at each stop.

The system is being designed without traffic signal priority at signalized intersections. However, certain

signals activated by the streetcar will be installed to trigger a signal phase that will allow certain streetcar

turning movements and avoid any conflicts with automobile traffic.

The weekday run times range from 24-29 minutes at an average speed of 7.03 MPH to 8.50 MPH. On

Saturday, Sunday and holidays, the run times range from 21-25 minutes at average speeds ranging from

8.16 MPH to 9.71 MPH.

3.3. RIDERSHIP PROJECTIONS

Ridership projections, an integral part of a viable operating plan, help determine service levels, vehicle

requirements, equipment quantities (e.g., number of ticket vending machines), station design, standard operating

procedures, and staffing and operating cost estimates.

For the Cincinnati Streetcar, demand for multiple modes of transportation (automobiles, bus, and taxis) in the

form of average annual daily traffic (AADT) were estimated by using a travel demand model. Such a model

estimates the level of demand of potential riders by first estimating the cost of traveling in various transportation

options, using local factors such as income, mobility, and origin and destination pairs. Travel demand is then

estimated by aggregating the number of potential riders who have the lowest general cost of traveling in each

mode. Specifically, the estimates are for both peak and off-peak periods and special events such as sporting

events.

Ridership forecasts account for population and employment in a quarter mile radius around the streetcar

alignment. It is assumed that auto trips diverted to the streetcar will remain constant during the analysis horizon,

but that the new trips in the study area would likely be more 'transit-oriented', which reflects the propensity of

developments around transit to induce a higher amount of internal capture, walking, biking and transit use – as

opposed to auto use. Table 3-1 indicates the estimated daily ridership and peak hour maximum line load for the

starter line.

Ridership forecasts are sensitive to the fares, e.g. the cost of the trip, including the cost/type of the base fare,

transfer privileges, passes, etc. Since the final fare policy for the Streetcar is still in development, the following

ridership forecast represents an assumed fare policy that is “middle of the road”; it is similar to the existing zone

one fare structure for METRO but without transfer privileges.

Table 3-1: Projected Daily Ridership and Peak Hour Load


October 29, 2012

PARAMETER STARTER LINE

(2015)

Daily Boardings 1,926

Peak Hour Maximum Line Load 193

3.4. FLEET REQUIREMENTS

The streetcar service, as currently designed, will require three vehicles in maximum scheduled revenue service

during the weekday peak periods and two vehicles during off-peak periods and on weekends and designated

holidays. A fourth vehicle will be used for special services as required. The fifth vehicle is the maintenance spare.

This is reflected in the Cincinnati Streetcar Rail Fleet Management Plan which will include additional details

including projected fleet overhauls, replacements and future vehicle procurements for system expansions, as

required.

3.5. OPERATING STATISTICS

Table 3-2 presents the estimated daily, weekly and annual revenue vehicle-hours and vehicle-miles that are based

on the preliminary schedules. These estimates do not account for any special services discussed in 3.2.3 that may

be operated from time to time.


October 29, 2012

TABLE 3-2: OPERATING STATISTICS

Layover

cost

Time

(hrs)

Distance

(mi)

Time

(hrs)

Time

(hrs)

Distance

(mi)

Friday 1 3 36.10 299.70 11.40 0.30 0.33 85 47.8 300.03

MTWT 4 3 32.90 271.16 10.60 0.30 0.33 77 43.8 271.49

Saturday 1 2 27.15 260.45 9.05 0.20 0.22 74 36.4 260.67

Sunday &

Holiday1 2 24.35 231.91 7.85 0.20 0.22 66 32.4 232.13

TOTALS PER

WEEK7 *** 219.2 1876.7 70.7 1.9 2.09 533 291.8 1878.79

TOTALS PER

YEAR365 *** 11431.3 97859.56 3687 99.1 109.01 27793 15217.4 97968.57

(a) Trips start on Race at Henry; Service span 600 - 2400; Operating 3 streetcars from 1000 - 2100; Trip distance: 3.4 mi.

Revenue trip cost Garage Deadhead cost

Service GroupDays per

Week

Blocks per

day

Trips per

Day

Time (hrs)

per day

Distance

(mi) per day

3.6. ADA COMPLEMENTARY PARATRANSIT SERVICE

SORTA provides ADA complimentary paratransit service within the entire service area of the Cincinnati Streetcar as

required by the Americans with Disabilities Act. Any impacts of extending this required paratransit service to

support streetcar will be addressed in the operating and maintenance agreement between SORTA and the City of

Cincinnati.


October 29, 2012

4.0 TRANSPORTATION OPERATIONS

This chapter presents a description of streetcar operations (system opening, revenue service, and closing

procedures) and abnormal operations procedures necessary to provide revenue service.

4.1. NORMAL OPERATIONS

This section describes normal vehicle operations, encompassing system opening, revenue operations, and system

closing procedures.

4.1.1. DAILY TRAIN OPERATIONS

System Opening

Prior to the start of revenue service, several activities must be accomplished: (1) operating staff must report for

duty; (2) vehicles must be prepared for service; and (3) vehicles are moved from the Maintenance and Operating

Facility (MOF) into revenue service.

Staff Reporting – Prior to the start of service and/or their individual shift assignments, operations staff will report

to the operations sign-up area. Personnel will then be informed of pertinent notices and bulletins and be briefed

on any problems or special needs. The Supervisor will inform Train Operators of their vehicle number and its

location in the yard. The Supervisor, with access to operator schedules, vehicle availability, and maintenance data

will record the arrival times of personnel.

Vehicle Preparation – Vehicles will be prepared and assigned to runs by the Supervisor based on data supplied by

the Mechanical department. In advance of staff report time, the Supervisor will direct qualified maintenance

personnel to prepare , and position the required number of vehicles for revenue service. Upon reporting for duty

and receiving assignment, each operator will board the streetcar; walk through it to inspect for cleanliness,

vandalism, or defects; and correct and report any noted deficiencies. Maintenance personnel also will perform

pre-departure inspections and tests.

Introduction of Trains into Revenue Service – Following their preparation for revenue service, Streetcar Operators

will move the streetcars through the yard and onto the street. The Operations Control Center (OCC) Streetcar

Dispatcher will be responsible for monitoring the dispatching of streetcars according to scheduled departure times.

Revenue Service

Normal streetcar service on the Cincinnati Streetcar system will be provided according to established operating

timetables and policies and procedures established in the Rail Operations Standard Operating Procedures Manual.

Relief procedures will be established for shift changes and to provide a rest period for Streetcar Operators at

intervals set according to schedule. The MOF will be the designated relief point, which provides necessary

conveniences and accessibility for Streetcar Operators. A special small area of raised curb has been designed along

Race Street adjacent to the MOF entrance to facilitate the boarding and alighting of Streetcar Operators to and

from streetcars in the street for Operator swaps.

Revenue service will begin with the dispatching of trains from the MOF. The first streetcar dispatched will function

as a sweep train, running the alignment at reduced speeds reporting obstructions, track conditions, and other

potential wayside problems to OCC. A train will either be removed or added to revenue service during period

changes to meet the operating requirements. At the close of revenue operations, several activities will need to

be accomplished: (1) passengers must be informed of end-of-service; (2) vehicles must be removed from service

and stored in the MOF; (3) staff must check out.


October 29, 2012

End-of-Service Announcements – At a reasonable time before system closing, Train Operators will use the

passenger announcement (PA) system to alert patrons to the scheduled end of operations. Announcements will

be made periodically on each train.

Vehicle Removal – All streetcars leaving revenue service will stop at the MOF stop, and the operator will walk

through the passenger compartment to make sure that all passengers have disembarked. Trains will then be taken

to the MOF at the conclusion of revenue service where they will be serviced, inspected, maintained (as required),

and stored to be made ready for service the next morning. Prior to turning the streetcar over to the maintenance

personnel, each Train Operator will inspect the train interior and exterior for defects. Operators will fill out defect

cards noting any defects or operating problems experienced with the streetcars and return them to the operations

sign-in office.

Staff Checkout – At the end of their shifts, all operating personnel will report back to the location from which they

received their shift assignment, sign-out, and return all equipment that was issued to them at the beginning of

their assignment.

Non-Service Hours – Non-revenue service hours will provide time for track and wayside maintenance activities that

is not interrupted by scheduled revenue operations, including maintenance activities by third parties, such as

utility providers or other work requiring a Track Access Permit (TAP) issued by SORTA. These activities may require

the removal of power from some sections of the OCS. The OCC, in conjunction with field supervisors, will monitor

and coordinate with maintenance crews working along the main line and remove power to the OCS as appropriate

using the designated “safe-out” procedures.

4.1.2. OPERATIONS CONTROL CENTER

All mainline and MOF operations will be performed under the authority and direction of Rail Supervisors in

accordance with established rules, procedures, and operating timetables. In addition to the Rail Supervisors, all

streetcar operations will be monitored from the Operations Control Center (OCC) using the communications links

and equipment described in Chapter 2. The relationship between the OCC and the supervisors will be very similar

to the procedures currently used for SORTA bus, with the exception that the OCC will also have responsibility for

SCADA and traction power system management.

The OCC is staffed 24-hours a day. During regular streetcar revenue operations, the facility will be staffed by a

dispatcher responsible as a Rail Controller. The rail controller dispatcher will monitor the streetcar Transitmaster

system (transportation), manage the SCADA system (traction power), coordinate with Transportation, Vehicle

Maintenance and Facilities Maintenance personnel; monitoring of security/fire alarms; and communications with

outside agencies (i.e., Police, Fire, ODOT) including Track Access Permit holders. Rail Control functions during the

OCC dispatcher's break and lunch periods will be covered by qualified OCC supervisory staff.

The designated OCC dispatcher working as a rail controller will support the field transportation supervisors. OCC

Dispatchers will also monitor equipment intrusion devices, respond to emergency telephone calls, and system

alarms. OCC dispatchers also may direct Streetcar Operators to relay pertinent information to passengers aboard

trains.

OCC will respond to emergencies as reported by the radio, telephone, SCADA monitoring system, or other sources

by directing Streetcar Operators and field personnel. When there is a disruption to the service, the OCC Dispatcher

will be jointly responsible for implementing emergency procedures, depending on the nature of the problem.

4.2. SPECIAL/COMMUNITY EVENT OPERATIONS

The Cincinnati Streetcar system will serve a variety of special events, both regularly recurring such as sports games

and annual and one-time events such as festivals and concerts. Service may be augmented for special events, with


October 29, 2012

the ready-reserve vehicle being used to provide additional service. Additional METRO buses may also need to be

provided to support higher ridership demands during special events.

4.3. FAILURE MANAGEMENT

This section describes the types of equipment or system failures that may cause schedule delays or service

disruptions and specifies actions necessary to minimize service disruptions and restore full service. All failure

recovery actions will be conducted jointly by the OCC and the designated supervisor on duty.

4.3.1. CAUSES OF FAILURES

Several types of failures or incidents could delay or disrupt scheduled service. These include failures of vehicles or

vehicle equipment, track or wayside equipment; conflicts with automotive traffic or pedestrians, traffic signal

issues and passenger activities. Most failures occur infrequently, such as wayside and track failures. Various types

of failures are described generally below.

Vehicle Failures – Vehicle failures can occur for a number of reasons. Depending on the nature of these failures,

trains may be unable to move under their own power; may operate only at reduced speeds or in one direction; or

may result in extended station dwell times.

The type of failure and location of the train will determine whether the vehicle can continue in revenue service or

whether it should be removed from service. If removal from service is necessary, passengers will alight at the

nearest stop and the train will be moved to the MOF where it can be repaired.

If the disabled train cannot be moved from revenue tracks within 15 minutes of failure, then alternative operating

strategies will be implemented so that service can be restored to the affected section. OCC will direct the

operating strategies and determine whether to dispatch a replacement streetcar.

Wayside Problems – Wayside equipment failures may include downed power wires, damaged or downed support

poles, substation failures, malfunctioning signals and malfunctioning track switches. These failures will cause the

Streetcar to adapt the service or suspend service.

Other wayside problems include physical damage to the rails or supporting track bed, flooding, collapse of street,

obstruction of tracks (i.e., stalled or illegally parked/stopped vehicles), train derailments, and power outages.

Emergency situations involving utilities that occur during streetcar operation may require the utility company

and/or emergency response personnel and equipment to enter or be located on or adjacent to the streetcar right-

of-way, causing service delays or disruptions. To minimize the effects of these emergency situations on streetcar

operation and to ensure proper coordination and response among all involved organizations, procedures defining

organization responsibilities have been developed through a Track Access Permit procedure that will be included in

the City of Cincinnati Street Restoration Handbook. This procedure has been developed to ensure coordination and

safety between the utilities, other entities accessing the right-of-way, the City and SORTA rail operations. Also, the

track access policies establish inter-organizational agreements between the City, utilities and other agencies

regarding the utilities' access to streetcar right-of-way in emergency and non-emergency situations (for

normal/scheduled maintenance).

Accidents, Incidents and Other Emergencies – Under this general heading are grouped a number of events which

may interfere with normal train service, even when their cause is external to Cincinnati Streetcar operation,

including the City responding to other police and fire related emergencies. Potential conflicts with general traffic

and pedestrians can occur because streetcars will be operating in mixed traffic. When these conflicts result in

accidents involving injury or property damage, scheduled operations are delayed. Depending on the accident,


October 29, 2012

delays may range from a few minutes to an hour or more if police, ambulance, or other outside assistance is

rendered.

Actions by passengers can extend station stops or disrupt operations. In the simplest case, extended boarding or

alighting times may result due to excessive crowds. However, there also is potential for medical emergencies,

attempted suicides, and felonious activities (i.e., assault on passengers or operator, vandalism, etc.) which could

disrupt service. Depending on the nature of the incident, delays may be significant.

4.3.2. SERVICE RECOVERY STRATEGIES

Service recovery is a two-step process; first resolving an equipment or system failure, and then restoring scheduled

service. This section describes various failure recovery and service restoration strategies the OCC, Transit

Supervisors, and Streetcar Operators may use to deal with service disruptions. Details on these strategies will be

provided within the standard operating procedure for many specific situations. However, for unforeseen situations

that are not covered in any SOP, it is recognized that Rail Supervisors and other personnel must use their best

judgment in responding. OCC will monitor the status of Cincinnati Streetcar operations using available displays

and communications equipment. Depending on the nature of the failure, one or more of the following actions

presented in Table 4-1 may be appropriate.


October 29, 2012

TABLE 4-1: SERVICE RECOVERY STRATEGIES

Event(s) Strategy(s) Response(s)

•

Rail vehicle

malfunction

Troubleshooting Making minor repairs, or using bypass switches, cut-out switches, or circuit breakers. This street repair may be directed by

OCC or a Rail Supervisor. Street troubleshooting will always be followed up with a defect report, which notes the problem

and corrective action and forwarded to the Vehicle Maintenance department.

Vehicle equipment

malfunction

Equipment

Bypass

The OCC or Transportation Supervisor will direct the Train Operator to take appropriate actions. After the problem has

been bypassed, the OCC or Transportation Supervisor will determine whether the train can continue revenue operations,

or be moved to the maintenance facility and replaced by another train.

Section of track is

blocked by a

disabled streetcar

or other failure;

Disabled Streetcar

Single-loop

Operations

OCC or a Rail Supervisor could direct single-loop operations either for downtown or Over-the-Rhine. Transit Supervisors or

other qualified personnel will be assigned to each end of the single-loop section to operate manual track switches and

supervise train operations.

Removal of

Disabled

Streetcar

Vehicle can be towed or pushed by another vehicle to the nearest station where all passengers will leave the disabled

train through the use of the vehicle towbar coupler. In no circumstances will passengers remain onboard either the

disabled or the working train towing or pushing the disabled vehicle. Operating procedures for pushing/towing a disabled

train will be prescribed in the Transportation Standard Operating Procedures. OCC will determine the safest method for

removing the disabled train and will monitor the situation. A Transit Supervisor, will be directed to the scene to supervise

the operation.

Replacement of

Disabled

Streetcar -

Removed from service and may be replaced by another train, depending on equipment availability. The disabled train will

be moved to the maintenance facility until it can be repaired. The OCC will dispatch the replacement train from the yard

to the appropriate location where the train will begin revenue service.

Unusual operating

condition is

expected to

interrupt streetcar

service for an

extended period of

time

Temporary

Suspension of

Service

Manager of Rail Services may suspend service on the affected segment and replace it with alternative service (i.e., buses).

When alighting and boarding occurs away from a station platform, passengers may require assistance.

Transportation Supervisors would be directed to the scene to supervise the operations and provide assistance to

passengers.

Reduce Service

Frequency

OCC may reduce the frequency of service on a line segment until the failure is resolved. SORTA may operate supplemental

bus service in order to provide adequate capacity at the lower frequency.


October 29, 2012

4.3.3. RESTORATION OF SCHEDULED SERVICE

After the equipment or system failure has been resolved, non-revenue equipment and staff will return to their

normal base and revenue streetcars will adopt strategies to return to scheduled operations. The appropriate

strategy (or strategies) will depend on the deviation of actual operations from scheduled service. For deviations of

less than the length of one service headway, late streetcars can be advanced by reducing the scheduled station

dwell times and end-of-line layover times and early streetcars can be retarded by increasing dwell and layover

times. The Computer-Aided Dispatching function of the Transitmaster system will assist the OCC and streetcar

operators to return to the regular schedule. These strategies are described below:

Changing Scheduled Station Dwell Times - The average dwell time will vary by station and time of day. Similarly,

early streetcars could be retarded by increasing station dwell times. Station dwell times would be adjusted by the

Train Operator at the direction of the OCC or Supervisor.

Changing Scheduled Layover/Recovery Times – The preliminary weekday schedules include scheduled recovery

times that vary from 2 to 12 minutes, depending on the time of day. Late streetcars can be advanced by reducing

the scheduled layover, and early trains could be retarded by increasing layovers. Layover times would be adjusted

at the direction of OCC or Supervisors.

Changing Scheduled Run Assignments – If system or equipment failures result in delays that exceed the service

headway, then the Dispatcher can temporarily reassign operator runs. This will result in at least one missed trip

and the subsequent reassignment of succeeding trains and operators.

Dispatch Stand-by Trains – The ready reserve streetcar, if available, can be inserted into revenue service, replacing

disabled trains.

Segment Recovery Strategies – A service recovery strategy will depend on the location and nature of the condition

which necessitates unusual operations. It is not possible to identify all possible incidents that would require

emergency operations, let alone develop specific emergency operating strategies for all likely events. The

following goals will be used to guide the definition of emergency operating strategies.

• Ensure safe operations for passengers, personnel and equipment

• Provide access to/from MOF at all times

• Maintain revenue service to all stations

• Minimize passenger inconvenience (e.g., induce transfers, walk to adjacent stops, etc.)

• All emergency operations should be directly supervised by authorized personnel unless otherwise subverted

to law enforcement or emergency agencies

4.3.4. FOUL WEATHER

It is the goal of the Cincinnati Streetcar to provide passenger service during all but the most severe weather

conditions. An Emergency Operations Plan will provide detailed directions when weather conditions affect regular

service. Some basic operating strategies are described below for inclement weather.

Flooding – Whenever there are unusually heavy rains or opportunities for standing water along the alignment, the

track will be patrolled by maintenance personnel at frequent intervals. Whenever water is above the head of the

rails, supervisory personnel will be available to direct the streetcars through the area with caution. Signal cases

and other electrical boxes will be inspected frequently to ensure they are not subject to water intrusion.

Heavy Snow/Ice – Whenever there is heavy snow and/or ice, streetcar operations will begin 24-hour operation to

prevent the buildup of ice on the OCS. Whenever snow or ice is above the head of the rails, supervisory personnel


October 29, 2012

will be available to direct the trains through the area with extreme caution, with a particular emphasis on looking

out for ice buildup in the streetcar flangeway and turnouts.

High Winds – Operations will be suspended when sustained wind speeds are in excess of 112 kph (70 mph). In the

event there are problems associated with high winds (i.e., wires or objects blocking the trackway), OCC will assess

the problems and operational response to insure continued scheduled service.

Power Failures – If traffic signals go dark or operate on flash due to power interruption, the Streetcar Supervisor

will determine if it is safe to continue streetcar operations. Several traffic signals protect “streetcar only”

movements, and loss of traffic signal operations at these critical intersections may preclude operations if flaggers

are not available.


October 29, 2012

5.0 MAINTENANCE OPERATIONS

This chapter presents a description of maintenance operating procedures for revenue vehicles, non-revenue

vehicles, and facilities and systems.

Rail Vehicle Maintenance and Rail Facilities Maintenance are responsible for making available to Rail

Transportation, on a timely basis, the facilities and equipment necessary to operate the Cincinnati Streetcar safely,

efficiently, and economically. Controlled maintenance over the life of a system is economical; conducive to lower

operating costs, and contributes to an increased availability of facilities and equipment. The primary objectives of a

controlled maintenance program are to:

• Maximize the safety, comfort, and convenience of passengers and employees

• Protect property and equipment

• Minimize system downtime

• Minimize operating costs

5.1. REVENUE VEHICLE MAINTENANCE

This section describes the maintenance activities to ensure vehicles are maintained for operations.

5.1.1. REVENUE VEHICLE MAINTENANCE PROGRAM

Elements of the revenue vehicle maintenance program will include preventive (scheduled) maintenance, corrective

(unscheduled) maintenance, routine cleaning and servicing, and major campaigns to correct component failures. A

more detailed vehicle maintenance plan, incorporating spare parts, training, special tools, equipment for the MOF

and the overall vehicle maintenance strategy, will be developed in conjunction with the vehicle manufacturer.

These elements are described below.

5.1.2. PREVENTIVE/SCHEDULED MAINTENANCE

The objective of preventive maintenance is to detect and correct potential problems before they cause a vehicle to

fail while in service. Preventive maintenance is a program of progressive, scheduled inspections and servicing.

Inspections will be performed by Streetcar Technicians under the supervision of the Maintenance Supervisor. The

most basic inspection is comprised of a visual inspection of the vehicle interior and exterior and related

subsystems to identify potential safety defects or abnormal conditions. Typical items to be checked are wheel rims,

seating, lighting, stanchions,

, voltmeter reading, annunciator panel readings, destination signs, mirrors, pantograph, door operation, exterior

body, HVAC equipment, etc.

Objectives of the Preventive Maintenance (PM) program are to:

• Maximize passenger comfort and satisfaction

• Reduce service failures and resultant corrective maintenance

• Prolong facility and equipment life

• Ensure operational safety and system dependability

• Minimize system maintenance costs

• Optimize workload schedules


October 29, 2012

PM programs consist of a variety of tasks, which are scheduled and performed at specified intervals. The vehicle

manufacturer will provide a detailed schedule. The following is a typical streetcar service and maintenance PM

program .

Inspection Series Schedule Approximate Time Duration

Safety every 15 days 1 hour

"A" every 45 days 8 hours

"B" every 90 days 8 hours

"C" every 180 days 2-3 days

"D" every 360 days 3-5 days

The Safety inspections will be performed by Streetcar Technicians, checking the vehicle interior and exterior for

visible wear and damage, testing brakes and electrical systems for proper functioning, checking fluid levels, and

inspecting mechanical components.

The "A", "B", "C" and "D" inspections are progressively more comprehensive in terms of items inspected and

replaced. Mechanics will visually inspect all vehicle components and systems for wear and damage, replace fluids

and lubricants as required, assure that components are functioning within design specifications, and perform

component changes, minor modifications, fleet campaigns, and wheel truing, as necessary.

According to the A-B-C-D schedule, each revenue vehicle will be inspected and serviced every 45 days, or eight

times a year, in the following progression: A, B, A, C, A, B, A, D. Preventive maintenance will be scheduled using a

computerized system that will include car history and component failure history information tracking.

Vehicle Mechanics and Electro-mechanics will conduct PM programs under the supervision of a Maintenance

Supervisor. Streetcar vehicle inspection schedules will be coordinated between the Maintenance Scheduler and

Maintenance Supervisors. Maintenance personnel will follow specified inspection procedures and prepare

appropriate reports.

5.1.3. CORRECTIVE/UNSCHEDULED MAINTENANCE

A Corrective Maintenance Plan will be required that specifies the responsibilities and performance of corrective

actions and establishes guidelines for removing trains from service. Corrective maintenance will restore a revenue

vehicle to service following a failure to a system or component. Corrective maintenance consists of

troubleshooting, repairing failed equipment, and returning the equipment to service as quickly as possible.

Corrective maintenance will be addressed as a result of defects noted by Streetcar Operators and Maintenance,

defects found during inspection, vehicle failure in service, and crashes. In all cases, risk will be assessed and a

decision made to repair immediately or log for repair during the next scheduled maintenance activity. The

Streetcar will utilize Line Replaceable Unit maintenance for components in an effort to maximize fleet availability.

All such occurrences will be logged on the computerized vehicle history record.

5.1.4. CLEANING AND SERVICING

A Cleaning and Servicing Plan will be developed that specifies regular cleaning and servicing responsibilities,

activities and intervals. The following is an overview of the expected cleaning and servicing program.

Daily light servicing will be performed in the MOF following return from PM revenue service. This level of servicing

will be comprised of litter and trash removal as well as graffiti inspection. Graffiti will be brought to the attention

of the supervisor on duty for corrective action. Cleaners will sweep floors, remove graffiti, remove light stains or


October 29, 2012

spills, replace torn or defaced upholstery, replace safety seals, inspect headlights, perform a general interior and

exterior inspection, and replenish passenger literature racks. Defects beyond the scope of the servicing staff will

be brought to the attention of the supervisor on duty for corrective action.

Comprehensive interior cleaning will be performed at periods not to exceed 30 service days. All interior wash

activity will be recorded on a work order and entered into a maintenance management information system

(MMIS). Additionally, the supervisor on duty will be responsible for a follow up quality check prior to the vehicle’s

return to service.

Exterior washes will be performed daily following return from PM revenue service (weather permitting). Hand

scrubs will be performed at least quarterly to address areas of the vehicle that are not cleaned by the wash

equipment.

5.1.5. MAJOR OVERHAULS TO RENEW/ENHANCE RAIL FLEET

Components needing rebuilding will be removed and replaced with service-ready components as part of the Line

Replaceable Unit strategy. At five year intervals, vehicles will be required to undergo a minor overhaul consisting

of rebuilding the trucks, replacing the pantograph, refurbishing the interior, repairing body damage and repainting

the exterior. At intervals of ten years, vehicles will be required to undergo a major overhaul consisting of minor

overhaul items listed above plus rebuilding doors, replacing interior finishes, renovating the undercar structure,

and replacing the batteries. These activities will be extensive and may result in a vehicle being out of service for 2-

4 weeks or more. The overhaul program will be important to the life and reliability of the fleet.

Provision should be made for the overhaul and repair of various vehicle subcomponents through a combination of:

• Vendor recommendations

• Scheduled preventive maintenance inspection

• Knowledge gained through experience of operating the system

• Consideration of climatic conditions affecting components

• Fleet age

Component repair and overhaul could be either performed by the SORTA or by outside contractors. The level of

component repair to be accomplished by the operator will depend on the equipment that is procured and an

analysis of in-house and contract maintenance costs. This will be detailed in the detailed Cincinnati Streetcar

Vehicle Maintenance Plan.

5.1.6. BALANCE OF VEHICLE DEMAND AND SUPPLY

Table 5-1 summarizes existing and forecasted demand for rail cars through 2023, as well as the anticipated fleet

size for the same period. Demand encompasses the vehicles needed to provide passenger service and the cars

required for equipment maintenance purposes. This forms the basis for the Cincinnati Streetcar Rail Fleet

Management Plan.

5.1.7. MAINTENANCE SPARE RATIO

The Maintenance Spares Ratio (MSR) is the percentage of extra vehicles in a fleet, over and above the number

actually required to provide scheduled peak period service. It is also a primary measure of how efficiently a fleet is

being used. Rail transit systems typically maintain a MSR of 10% to 30%, depending on the age and condition of

the vehicles, the vehicle fleet size, and the effectiveness of the maintenance program.


October 29, 2012

Following implementation of the Cincinnati Streetcar Project starter line, SORTA will closely monitor the

maintenance program to ensure that the revenue vehicles remain in good condition and the planned MSR can be

maintained.

5.2. FACILITIES MAINTENANCE

A goal of the Cincinnati Streetcar project is to provide a clean, reliable and safe environment for passengers,

employees and the general public. The objective will be to maintain these assets in operating condition to ensure

safety, reliability and cost-effectiveness. This will be achieved through keeping the assets operating in a clean and

an attractive condition to reduce unnecessary and unbudgeted capital and operating costs. The result will be a

high level of customer satisfaction, a cost-effective operation and improved quality of service.


October 29, 2012

TABLE 5-1: VEHICLE DEMAND/SUPPLY BALANCE

Vehicle Demand & Supply at

End of Calendar Year (Dec. 31) CY 2015 CY 2016 CY 2017 CY 2018 CY 2019 CY 2020 CY 2021 CY 2022 CY 2023 CY 2024

Vehicle Demand

Service Operation:

1 Peak Vehicles 3 3 3 4 4 4 4 4 4 4

2 Standby Vehicles (Ready Reserve) 1 1 1 1 1 1 1 1 1 0

3 Peak Vehicle Requirement 4 4 4 5 5 5 5 5 5 4

Maintenance:

4 Preventive & Corrective Maintenance 1 1 1 2 2 2 2 2 2 2

5 Major Overhaul (total vehicles during year) 0 0 0 0 0 0 0 0 0 1

6 Total Maintenance Fleet Demand 1 1 1 2 2 2 2 2 2 2

7 Total Vehicle Demand 5 5 5 7 7 7 7 7 7 6

Vehicle Supply

Vehicles Owned/Purchased

8 Vehicles Owned 5 5 5 7 7 7 7 7 7 7

9 Procurement of New Vehicles 0 0 2 0 0 0 0 0 0 0

10 Total Vehicles Owned 5 5 7 7 7 7 7 7 7 7

11 Total Vehicles Out of Service 0 0 2 0 0 0 0 0 0 1

12 Total Vehicle Supply 5 5 5 7 7 7 7 7 7 6

Balance of Vehicle Demand & Supply

13 Excess (Deficit) Vehicles 0 0 0 0 0 0 0 0 0 0

14 Operating Spares Ratio 25% 25% 25% 40% 40% 40% 40% 40% 40% 50%

15 Fleet Spares Ratio 0% 0% 40% 0% 0% 0% 0% 0% 0% 0%


October 29, 2012

A maintenance management system with appropriate staffing levels for related disciplines and clear definitions for

in-house or contracted functions needs to be developed as part of the overall maintenance strategy. A periodic

review of contracted and in-house functions should be undertaken to ascertain cost effectiveness, cycle time,

customer inconvenience and future expansion. In addition, a facilities and systems maintenance plan should

establish a preventive maintenance system, personnel training requirements, and a plan for a capital cost

replacement program for equipment nearing life expectancy. The existing SORTA Maintenance Management

Information System will be utilized to the extent possible to manage maintenance activities.

Stops - The Design Criteria requires standardization of materials and equipment which will improve maintainability,

reduce parts inventory and repair costs, and facilitate future preventative maintenance programs.

Maintenance functions for passenger stops include the following:

• Pick-up and disposal of garbage

• Clean and re-lamp light fixtures

• Remove graffiti

• Replace broken glass

• Clean platforms, benches, windbreaks, canopies and edge markers

• Replace/repair transit information boards, as required

• Repair/replace canopies, windbreaks, waste receptacles

• Ensure platform vertical edge markings are maintained on an established schedule

• Landscape Service

MOF - Maintenance functions required at the maintenance and operating facility include the following:

• Service emergency batteries

• Inspect fire alarm systems and batteries

• Maintain exterior doors and mechanisms

• Maintain circuit breakers, motors, and pumps

• General plumbing, maintain O/H reels and drainage

• General repairs to walls, cabinets, doors, etc., concrete repairs and small paint jobs (structural)

• Janitorial work in the yard, maintenance shop, and Operators building

• Vandalism/graffiti control

• Landscaping services

• Maintain ventilation, heating and air conditioning equipment including controls

• Provide maintenance services for fire protection (sprinklers and alarms)

As the design progresses, additional maintenance functions may be defined. These could include hoists (hydraulic),

recycling programs, disposal of industrial wastes and designated substances. SORTA may contract for some of the

above-listed maintenance services.

5.3. TRACK MAINTENANCE

Maintenance of track and right-of-way will require a skilled workforce. Authorization from the OCC will be required

before any work can be conducted on the track. All maintenance personnel will be required to be familiar with

streetcar system safety rules and procedures, and will be required to wear appropriate safety clothing (e.g., hard

hat, work shoes, safety vest).

Streetcar operators will be notified of any required restrictions through bulletins, notices and flagging procedures.

Flagging will be required for maintenance work other than inspections being performed in the trackway during

revenue service hours. Any maintenance work affecting vehicular traffic will be coordinated with the appropriate

governmental agency (e.g., City of Cincinnati, Ohio Department of Transportation).


October 29, 2012

SORTA personnel will perform track inspections and routine maintenance. Track inspections identify any defects

such as worn rail, gauge deviation, elevation or alignment change, loose or damaged fastenings or other defects.

Streetcar Operators on the sweep train will notify the OCC of any apparent defects. the OCC will, in turn, notify the

Maintenance Supervisor. In addition, qualified track inspectors will routinely inspect the track.

SORTA personnel will perform routine preventive and corrective track maintenance functions and emergency

repairs. Routine corrective maintenance and emergency repairs will be completed by SORTA staff or contractors.

Routine tasks include cleaning of the flangeway, adjustments to restraining rails and minor repairs of turnouts.

Major and specialized maintenance and replacement work performed on an irregular basis may be contracted,

such as rail grinding, major rail replacement, or turnout repairs.

Below is a recommended schedule for track inspections and maintenance:

• Pre-Shift Track Sweep (Daily): Perform a driving visual inspection of the entire length of track, ensuring the

track is clear of large debris and obstructions preventing right-of-way passage and notify OCC.

• Track Inspection (Weekly): Physically inspect the rail at common points of heavy wear. Visually inspect the

concrete, tiles and other elements of the track slab, with special attention given to the flangeway. Check that

the track drains are clear and free of debris. Inspect the condition of frogs, points, throats and stock rails,

looking for unusual or heavy wear, cracking, pitting or shelling.

• Switch Maintenance (Weekly): Open the switch enclosures, clean, inspect, adjust and lubricate as necessary

the switch pads, points, stock rail and all moving interior switch components. Test the switch and indicator

correspondence for proper operation using the track feeler gauge.

• Track Cleaning and Walking Inspection (Quarterly): Perform a walking visual inspection for heavy wear and

clean the entire length of track for debris removal either by City personnel or a contractor may be used to

perform the cleaning duties.

• Switch Inspection and Maintenance (Annually): Steam pressure wash components of the switches to clean out

debris and excess lubrication build-up as appropriate. Clean, inspect, adjust and re-lubricate all moving

interior switch components.

Heavy track maintenance should be performed by licensed contractors using specialized equipment and

certified welders, and will be done in coordination with SORTA personnel.

5.4. TRACTION POWER

Three substations will supply the necessary traction power for the operation of this system. Maintenance of

traction power facilities will require a skilled workforce or contractor to perform the following tasks:

• Test, calibrate, adjust and maintain relays/interlocking devices in substations

• Wire switchboards and perform trouble shooting as required

• Calibrate and adjust meters as required

• Check, test and maintain batteries

• Clean, maintain and replace defective parts in circuit breakers

• Maintain AC and DC breakers, rectifiers, transformers and associated auxiliary equipment

5.5. OVERHEAD CONTACT SYSTEM


October 29, 2012

The overhead contact system includes running wire, conductors and supports. Maintenance of the overhead

contact system will involve:

• Maintaining, inspecting and repairing overhead wire, tensioning system, fittings, feeder cables, conductors,

jumpers, switches, spans, insulators, cross ties, cross arms, lightning arresters, crossovers, etc,

• Inspecting and maintaining (corrosion control) suspension poles

5.6. SIGNAL AND COMMUNICATIONS SYSTEM

It is recommended the following items be maintained:

• Voice communications units in the streetcar vehicles

• Portable radios

•

• Telephones and various communication cables

• Inter-office communications systems

• OCC consoles / Transitmaster system

• Other computers

• Traffic signals and streetcar detection system

• SCADA


October 29, 2012

6.0 OPERATING AND MAINTENANCE COSTS AND STAFFING REQUIREMENTS

This section presents operating and maintenance (O&M) cost estimates and staffing estimates for the Cincinnati

Streetcar starter line. Annual O&M costs were estimated with a cost model developed for this study. The model

estimates the annual budget of a mature, post-warranty system to administer, operate and maintain streetcar

services (initial year’s costs may be lower due to vehicle and systems warranties). The model estimates only

operating costs; it excludes all expenses associated with capital project development, such as design engineering,

construction management, testing and inspection, and depreciation.

This section begins with a brief description of the O&M cost-estimating methodology. Operating characteristics

associated with each service plan are then presented, followed by the cost estimates. The cost estimates are then

evaluated with various cost-effectiveness measures, such as cost per vehicle- hour and cost per car-mile. This

section closes with a discussion of projected staffing levels.

6.1. DESCRIPTION OF METHODOLOGY

The streetcar cost model was developed based on actual financial and operating data for seven U.S. streetcar

systems as reported in each agency's FY2010 National Transit Database report to the FTA. The systems used as a

basis for the O&M cost model are as follows:

• Little Rock, AR (Vintage Trolley)

• Tampa, FL (Vintage Trolley)

• Memphis, TN (Vintage Trolley)

• New Orleans, LA (Vintage Trolley)

• Kenosha, WI (Vintage Trolley)

• Seattle, WA (Modern Streetcar)

• Tacoma, WA (Modern Streetcar)

It is recognized the majority of these peer systems use replica historic car designs. However, all of them follow

current FTA rules and regulations and are bound by safety and security plans which are in compliance with State

Safety Oversight agencies. All utilize operators and maintenance personnel that are covered by union agreements

which also govern the affiliated bus transit operations. While certain maintenance functions are different, the

basic pattern of inspections and preventive maintenance is similar. From an operational standpoint, vehicle

performance is almost identical, and each vehicle requires an operator. Therefore, the use of vehicle miles and

vehicle hours as major cost drivers account for the vast majority of cost incurrence, regardless of the type of

vehicle used. Also, the streetcar model uses NTD data of transit providers that only run streetcar and not light rail,

since NTD does not break out costs between the two modes.

The model has specific line item casts tabulated for each streetcar cost center (e.g: vehicle operations, vehicle

maintenance, facilities maintenance, administration). Within each cost center line items are designated as labor,

services, materials, utilities, fuel, taxes, insurance, and miscellaneous.

Specific line items are dedicated to unique labor positions, such as electro-mechanic and streetcar operator, and

for unique non labor expenses such as traction power. Because they are modeled separately, line items are

mutually exclusive and cover all operating costs. O&M costs are calculated from the quantity of service supplied

and other system characteristics.

The model uses a fringe benefit rate of 45%, based on an average of other streetcar systems benefit packages.

Salaries were based on average rates from peer streetcar operators. Other non-labor related costs were based on

average rates for streetcar operators (NTD 2010).


October 29, 2012

6.2. ORGANIZATIONAL STRUCTURE

The O&M cost model necessarily incorporates some organizational assumptions. The Cincinnati

Streetcar will be operated directly by SORTA who will be responsible for all streetcar transportation and

maintenance functions. SORTA's Director of Rail Operations will oversee the following functions: Rail

Transportation, Rail Vehicle Maintenance, and Rail Facilities Maintenance, and Administration.

The determination of which operating and maintenance functions will be performed by SORTA in-house

and which will be performed by SORTA contractors has not been determined. This costing model can be

applied to either approach; it is the intent of SORTA, in conjunction with the City, to determine the most

cost-effective and appropriate model for service delivery by function. This will incorporate the refined

vehicle maintenance plan, which will determine the functionality and capabilities of the MOF.

The City and SORTA are developing an Intergovernmental Agreement that will not only specify the terms

and conditions under which SORTA will deliver streetcar services to the City, but it will also define roles

and responsibilities. The IGA will assign functions between the City and SORTA with regard to which

organization has primary responsibility for different direct and indirect operating and maintenance

functions required for streetcar operation.

6.3. SYSTEM AND OPERATING CHARACTERISTICS

System and operating characteristics determine, directly or indirectly, the estimated costs for all line items in the

model. Some labor and non-labor expenses are linked to secondary variables, such as total wages in a cost center.

System and operating characteristics used to estimate O&M costs are as follows:

• Peak Cars – The maximum number of streetcar vehicles in scheduled service.

• Annual Revenue Vehicle-Miles – The total vehicle-miles that are operated in revenue service, excluding

deadhead mileage

• Annual Revenue Vehicle-Hours – The total vehicle-hours operated in revenue service, including end-of-

line layover time but excluding report and deadhead time.

• Passenger Stations – The number of passenger stations in the system.

• Directional Route-Miles – The number of revenue track-miles, excluding the yard and MOF.

• Maintenance Facilities – The number of streetcar maintenance and storage facilities

Table 6-1 presents the system and operating characteristics inputted in the Streetcar O&M cost.

TABLE 6-1: SYSTEM AND OPERATING REQUIREMENTS

System Characteristics Phase 1

Peak Cars 3

Fleet Cars 5

Rev. Car-Miles 97,860

Rev. Car-Hours 11,431


October 29, 2012

Directional Route Miles 3.6

Rail Stops 18

Maintenance Facilities 1

6.4. OPERATING AND MAINTENANCE COST ESTIMATES

Operating and maintenance costs for the service plan is presented in Table 6-2. These estimates are for direct

costs associated with Streetcar operation only and are based on an analysis using peer streetcar system cost

comparisons for preliminary order of magnitude planning estimates. A Cincinnati specific detailed ground up

budget for streetcar operations, including both direct and indirect costs, will be developed as the division of

functions between the City and SORTA is finalized. Appendix A contains the more detailed line item lists. Costs

were developed based on FY 2010 operating and financial statistics of peer streetcar systems and adjusted to FY

2014 dollars at a current 1.5% per annum rate of inflation between 2010 and 2011 and a historic 3.0% per annum

rate of inflation between 2012-2014 for the projected opening year. Note that this estimate is also exclusive of

the operation of the ready reserve vehicle which will be operated from time to time for peak demand and other

special event services a described in 4.2. This estimate represents the annual cost for the base scheduled service

as described in section 3.

TABLE 6-2: OPERATING AND MAINTENANCE COST ESTIMATES

System Characteristics Phase 1

Annual O&M Cost $2,491,915.98

Avg. Cost per Car-Hour $154.01

Avg. Cost per Car-Mile $29.60

Avg. Cost per Peak Car $622,978.99

Cost per Route-Mile $696,065.92

The “reasonableness” of the cost estimates was assessed by comparing the model’s unit cost results with actual

unit costs from peer streetcar systems.

• The cost per revenue train-hour for existing streetcar systems ranges from $76 (Memphis) to $251 (Tacoma),

with an average cost of $164 per car-hour.

• The cost per revenue car-mile for existing systems ranges from $11.99 (Memphis) to $37.92 (Seattle) with a

peer group average of $25.65 per car-mile.

The Cincinnati Streetcar starter line cost estimates fall within the ranges of the existing peer systems.

6.5. STAFFING REQUIREMENTS

The O&M cost estimates are based on an assumed staffing plan that reflects the following organizational divisions:

• Streetcar Transportation

• Streetcar Vehicle Maintenance

• Streetcar Facilities Maintenance

• Streetcar Administration

The model uses labor classifications and productivity rates derived from actual staffing levels of comparable

streetcar systems. For each labor position, the number of full-time employees was calculated as a function of


October 29, 2012

system characteristics (stations, route-miles) and service level (peak vehicles, annual car-hours and car-miles. In

some cases, a partial FTE is indicated. This means that the duties assigned to the position require less than a full

time person. Rather than simply assigning a person to the function full time, other means should be used to allow

the work to be done with maximum efficiency. For example, the positions of Operations Manager and

Maintenance Manager should be combined into one position. In a similar manner, certain administrative functions

may be combined, although this may require careful attention to the skill sets of people recruited and hired for

these positions.

Table 6-3 lists the number of full-time employee equivalents required for the streetcar operating scenario.

TABLE 6-3: STAFFING REQUIREMENTS

Department/Position Phase 1

Vehicle Operations

Manager of Rail Transportation 0.5

Transit Supervisor/Rail Controller 3 .0

Train Operator 10.0

Transportation Instructor 0.5

Fare Inspector 3.0

Subtotal 17.0

Vehicle Maintenance

Manager of Maintenance 0.5

Systems/Equip. Engineer 0.5

Maintenance Foreman/Instructor 1.0

Mechanic 1.0

Vehicle Service Person 1.0

Subtotal 4.0

Non-Vehicle Maintenance

Manager of Maintenance 0.5

Track Maintainer 0.5

Facility Maintainer 0.5

Power & Signal Maintainer 0.5

Fare Equipment Maintainer 0.5

Subtotal 2.5

General Administration

Director of Streetcar 1.0

Rail Safety & Security Officer 0.5

Accounting Support 0.5

HR Support 0.5

Customer Service Support 0.5

Subtotal 3.0


October 29, 2012

Total Full-Time Employees 26.5

7.0 ORGANIZATIONAL RESPONSIBILITIES

This section presents organizational responsibilities as they relate to the operations and maintenance of the

Cincinnati Streetcar system.

7.1. CITY OF CINCINNATI

The City of Cincinnati will serve as the lead agency to manage the project. The City of Cincinnati will own the

system and will manage design, construction, and other contractors for the project. A Project Management

Organizational Chart is provided in the Cincinnati Streetcar Project Management Plan (PMP).

7.2. SORTA

The City will work in partnership with the Southwest Ohio Regional Transit Authority (SORTA), the region's transit

provider. The City and SORTA have executed an Intergovernmental Agreement under which SORTA, as an FTA

grantee, will serve as the recipient of federal grant funds awarded to the project and the City of Cincinnati will

serve as a sub-recipient. SORTA will be responsible for grant management activities related to the federal grants.

The City and SORTA have further agreed to develop a Streetcar Operating and Maintenance Agreement, whereby

SORTA will serve as the operator of the streetcar system, either by itself or through one or more third party

contracts.

SORTA will be directly responsible for all operations, maintenance, and servicing of revenue vehicles including:

preventive maintenance, corrective maintenance, inspection, cleaning and servicing, and major campaigns. The

City will provide oversight, and some administrative functions, including planning, design and construction of

future extensions as well as funding for capital and operating costs of the streetcar system.

SORTA may elect, at its option, to contract with one or more third parties to perform certain work associated with

the operation and maintenance of the system, up to and including providing all such functions. This decision will

be made after SORTA and the City have defined reasonable available options, evaluated cost and efficiency trade-

offs of each, and arrived at an overall operating and maintenance management plan.

7.3. SORTA MANAGER OF RAIL SERVICES

SORTA has recruited and hired a person who will be the Manager of Rail Services. This position will have the

following responsibilities, at a minimum:

• Daily oversight of streetcar operations and service to ensure compliance with service standards and budgets,

including oversight of all contracted services and compliance with all FTA regulations;

• Coordination with the appropriate staff of the individual Signatory Member Agencies (i.e City, SORTA, ODOT)

in the event of an emergency (such as the need for bus bridges, public service announcements, or security);

• Timely and comprehensive operational input to and coordination with the individual Signatory Member

Agencies in order to respond to the needs and requirements of the individual Signatory Member Agencies and

to enhance existing Cincinnati Streetcar service and future expansions;


October 29, 2012

• Develop a Fleet Management Plan, Systems Safety Program Plan and such other Plans that are called for by

local state and Federal regulations for review and approval by SORTA, the City and FTA.

• Implement the approved plans, and assure that the provisions of such plans are complied with, either by

SORTA, affected contractor(s), or other responsible parties.

• Ensure the maintenance of a high standard of customer relations with all users of the streetcar system; and

• Perform such other duties and responsibilities pertaining to the Cincinnati Streetcar as may be assigned from

time to time by SORTA.

This list of duties may be adjusted as further decisions are made regarding the degree to which various operations,

maintenance and administrative functions will be performed by contract or retained within the overall SORTA

organization.

7.4. STATE SAFETY AND SECURITY OVERSIGHT PROGRAM

The State Safety and Security Oversight Program, administered by the Ohio Department of Transportation (ODOT),

will review and monitor the System Safety Program Plan (SSPP) and System Security Plan (SSP) for the streetcar

system prepared by SORTA, and will perform the review and audit functions normally provided by such agencies.

7.5. FEDERAL TRANSIT ADMINISTRATION

The Federal Transit Administration (FTA) is the agency that provides the directives, guidelines and funding for

transit projects. FTA directives govern planning, environmental review, revenues adequacy and funding required

to be addressed by start-up services. As the Project construction progresses, reporting schedule, budget,

construction, and risk status and issues to the FTA will be accomplished through monthly progress reports and

quarterly status reports as required by the specific terms and conditions of the various grants and other FTA rules

and regulations.


October 29, 2012

APPENDIX A – DETAILED LINE ITEM OPERATING AND MAINTENANCE COST ESTIMATES


October 29, 2012

Object Average Productivity Cost ESTIMATED ESCALATED

COST ITEM Dept. Class Salary Factor Driver FTEs Cost '10$ Cost '11$

VEHICLE OPERATIONS

Manager Rail Transportation 100 LABOR $75,000 0.50 YARD 0.5 $37,500 $41,601

Transit Supervisor/Controller 100 LABOR $45,000 3.00 YARD 3.0 $135,000 $149,764

Train Operator 100 LABOR $40,000 1,650 TR HOURS 9.0 $360,000 $399,370

Transportation Instructor 100 LABOR $45,000 0.50 YARD 0.5 $22,500 $24,961

Fare Inspector 100 LABOR $30,000 0.75 PEAK CARS 2.5 $75,000 $83,202

Fringe Benefits 100 LABOR 45.0% V.O. wages $283,500 $314,504

Prof/Tech Services 100 SERV $1.51 TR HOURS $17,207 $19,088

Materials/Supplies 100 MATL $0.04 TR HOURS $465 $515

Utilities/Propulsion Power 100 UTIL $0.75 CAR MILES $73,852 $81,929

Misc. Expenses 100 MISC $222.19 V.O. FTEs $3,444 $3,821

Vehicle Operations Subtotal 15.5 $1,008,467 $1,118,754Train Hours/FTE 737 737

V.O. Cost/Train-Hour $88.22 $97.87

VEHICLE MAINTENANCE $0

Manager Maintenance 200 LABOR $75,000 0.50 YARD 0.5 $37,500 $41,601

Systems/Equip. Engineer 200 LABOR $75,000 0.05 FLEET CARS 0.5 $37,500 $41,601

Maintenance Foreman/Instructor 200 LABOR $45,000 1.00 YARD 1.0 $45,000 $49,921

Mechanic 200 LABOR $40,000 0.20 CAR MILES 2.0 $80,000 $88,749

Vehicle Service Person 200 LABOR $25,000 0.25 FLEET CARS 1.5 $37,500 $41,601

Fringe Benefits 200 LABOR 45.0% V.M. wages $106,875 $118,563

Prof/Tech Services 200 SERV $0.47 CAR MILES $45,823 $50,835

Materials/Supplies 200 MATL $1.46 CAR MILES $142,525 $158,112

Misc. Expenses 200 MISC $143.90 V.M. FTEs $791 $878

Vehicle Maintenance Subtotal 5.5 $533,515 $591,860Car-Miles/FTE 17,793 17,793

V.M. Cost/Car-Mile $5.45 $6.05

NON-VEHICLE MAINTENANCE $0

Manager Maintenance 300 LABOR $75,000 0.50 YARD 0.5 $37,500 $41,601

Track Maintainer 300 LABOR $40,000 0.10 RTEMILE 0.5 $20,000 $22,187

Facility Maintainer 300 LABOR $35,000 0.05 STATION 1.0 $35,000 $38,828

Power & Signal Maintainer 300 LABOR $45,000 0.13 RTEMILE 0.5 $22,500 $24,961

Fare Equipment Maintainer 300 LABOR $45,000 0.05 STATION 1.0 $45,000 $49,921

Fringe Benefits 300 LABOR 45.0% N.V.M. wages $72,000 $79,874

Prof/Tech Services 300 SERV $36,519 RTEMILE $130,737 $145,035

Other Mat'ls & Supplies 300 MATL $2,563 RTEMILE $9,175 $10,178

Misc. Expenses 300 MISC $90.00 N.V.M. FTEs $315 $349

Non-Vehicle Maintenance Subtotal 3.5 $371,912 $412,584Route-Miles/FTE 1.02 1.02

Non-V.M. Cost/Route-Mile $103,886 $115,247

GENERAL ADMINISTRATION $0

Director Streetcar 400 LABOR $100,000 1.00 YARD 1.0 $100,000 $110,936

Accounting Support 400 LABOR $32,900 0.01 Total FTEs 0.5 $16,450 $18,249

HR Support 400 LABOR $32,100 0.01 Total FTEs 0.5 $16,050 $17,805

Customer Service Support 400 LABOR $21,300 0.15 PEAK CARS 0.5 $10,650 $11,815

Fringe Benefits 400 LABOR 45.0% G.A. wages $64,418 $71,462

Prof/Tech Services 400 SERV $15,545 PEAK CARS $46,635 $51,735

Materials/Supplies 400 MATL $4,431 PEAK CARS $13,293 $14,747

Utilities 400 UTIL $1,563 Total FTEs $42,209 $46,825

Insurance 400 INSUR $0.76 CAR MILES $74,457 $82,600

Taxes 400 TAX $91.92 FLEET CARS $460 $510

Misc. Expenses 400 MISC $7,951 G.A. FTEs $19,876.95 $22,051

General Administration Subtotal 2.5 $404,498 $448,734Peak Car/FTE 1.20 1.20

Non-G.A./Peak Car $134,833 $149,578

TOTALS/COST SUMMARY 27.0 $2,318,393 $2,571,933

Labor Costs: $1,697,443 $1,883,075

Non-Labor Costs $616,715 $684,159

AVERAGE COSTS Cost per Train-Hour: $202.82 $225.00

Cost per Car-Mile: $23.69 $26.28

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