Santa Cruz County Grand Jury
• 2017-2018
Santa Cruz Metropolitan Transit District The Bus Stops Here
⚠️ Translation Notice: This content has been automatically translated. The original English text is the official version. Translation may contain errors.
⚠️ Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.
Findings and Recommendations 16 findings
F1
Metro experienced an anticipated revenue reduction of $26 million from 2008–2014 and had to use its reserves to fill the shortfall. This is not sustainable.
Related Recommendations (2)
R1
Metro should conduct a limited study to determine if reduced fares would generate additional revenue through increased ridership. (F1, F4, F7)
R7
Metro should adopt and adhere to a budget that does not deplete reserves for operating expenses. (F1)
F2
Metro grant writing has been insufficient and ineffective.
Related Recommendations (2)
R5
Metro should identify and secure additional funding sources. (F2, F8, F9, F10)
R6
Metro should expand their grant writing program. (F2)
F3
Many Metro Board members lack transit management knowledge of best practices or business experience, leaving them ill-equipped to address Metro's declining revenues.
Related Recommendations (1)
R3
The Metro Board should include members who have marketing, business management, or finance experience. (F3, F5, F6)
F4
Metro use of Bus Rapid Transit (BRT) industry best practices is limited.
Related Recommendations (2)
R1
Metro should conduct a limited study to determine if reduced fares would generate additional revenue through increased ridership. (F1, F4, F7)
R16
Metro should provide WiFi connection on more buses. (F4)
F5
There are no experience qualifications for Metro Board members in its bylaws, and the Board lacks the range of experience or training necessary to improve Metro’s performance.
Related Recommendations (2)
R3
The Metro Board should include members who have marketing, business management, or finance experience. (F3, F5, F6)
R4
The Metro Board, Metro management, and the Metro Advisory Committee should meet jointly on a regular basis. (F5, F6)
F6
Metro does not have joint meetings that include the Board, Metro management, and the Metro Advisory Committee. Better and more frequent communication and coordination between these bodies could improve decision making.
Related Recommendations (2)
R3
The Metro Board should include members who have marketing, business management, or finance experience. (F3, F5, F6)
R4
The Metro Board, Metro management, and the Metro Advisory Committee should meet jointly on a regular basis. (F5, F6)
F7
Manual collection of route performance data does not allow for optimal use of the HASTUS system.
Related Recommendations (2)
R1
Metro should conduct a limited study to determine if reduced fares would generate additional revenue through increased ridership. (F1, F4, F7)
R15
Metro should conduct a limited trial using AVL and HASTUS to explore bus route efficiency. (F7)
F8
Metro partnerships with UCSC and Cabrillo College have contributed significantly to Metro revenues, and Metro would benefit from additional community partnerships.
Related Recommendations (2)
R5
Metro should identify and secure additional funding sources. (F2, F8, F9, F10)
R8
Metro should consider pursuing additional private and government partnership programs, such as those with UCSC and Cabrillo College. (F8)
F9
Metro marketing functions are handled inefficiently, in significant part due to an unfilled marketing manager position. Marketing must be more than just selling advertising on buses.
Related Recommendations (2)
R2
Metro should redefine the Marketing Manager position as Director of Business Development and fund it. (F9, F10)
R5
Metro should identify and secure additional funding sources. (F2, F8, F9, F10)
F10
Metro lacks a business development manager. Currently, business development responsibilities are distributed across the organization, and are not implemented or effective.
Related Recommendations (2)
R2
Metro should redefine the Marketing Manager position as Director of Business Development and fund it. (F9, F10)
R5
Metro should identify and secure additional funding sources. (F2, F8, F9, F10)
F11
Metro design standards for bus stops and shelters have not been consistently implemented, which may negatively impact ridership.
Related Recommendations (1)
R9
Metro should create a bus stop sponsorship program that underwrites construction of bus stops in accordance with Metro’s design standards. (F11)
F12
Metro bus seats are difficult to clean and sanitize, which may negatively impact ridership.
Related Recommendations (3)
R10
Metro should improve cleanliness at transit facilities. (F12, F16)
R11
Metro should improve maintenance at transit facilities. (F12, F15, F16)
R14
Metro should use easily cleanable materials for bus seats. (F12)
F13
The lack of overnight parking at bus facilities may be a deterrent to potential riders.
Related Recommendations (1)
R12
Metro should establish overnight parking at the Scotts Valley Cavallaro Transit Center for riders. (F13)
F14
Metro’s CNG bus engines break down sooner than expected, resulting in accelerated expenses.
Related Recommendations (1)
R13
Metro should evaluate cost-effective alternatives to the CNG bus powertrain. (F14)
F15
Metro transit centers are deteriorating and in disrepair, which may negatively impact ridership.
Related Recommendations (1)
R11
Metro should improve maintenance at transit facilities. (F12, F15, F16)
F16
Metro transit centers are not clean, which may negatively impact ridership.
Related Recommendations (2)
R10
Metro should improve cleanliness at transit facilities. (F12, F16)
R11
Metro should improve maintenance at transit facilities. (F12, F15, F16)
Commendations 1
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CM1 Page 8C1. Although Metro faces difficult decisions and financial hardship, we found the employees hardworking and dedicated. Without exception they were extremely helpful and treated their customers with kindness and respect. We commend the employees for their outstanding service to the community.
Agency Responses 2
Government agencies' official responses to this report's findings and recommendations. Click on a response to see the structured breakdown.