Resolution: RGRTA 9-2016

Resolution: RGRTA 9-2016
ADOPTION OF THE 2016-19 COMPREHENSIVE PLAN AND 2016-17 BUDGET FOR RGRTA
AND ITS SUBSIDIARY COMPANIES
WHEREAS, on March 3, Bill Carpenter, Chief Executive Officer, submitted to the Board of
Commissioners (hereinafter the “Board”) the proposed Comprehensive Plan for the Rochester
Genesee Regional Transportation Authority’s (hereinafter “RGRTA”) Fiscal Year 2016-17,
containing the proposed Strategic Plan, Operating Initiatives, Financial Plan, Operating Budget
and Performance Measurements and Fare Structure for RGRTA and its subsidiary companies for
the fiscal year ending March 31, 2017; and
WHEREAS, Board members have had sufficient opportunities to review the document, ask
questions, and obtain additional information, as they deem appropriate; and
WHEREAS, RGRTA held seven Public Hearings throughout its regional counties regarding
proposed Rate and Fare Structure changes in the RGRTA Regional Operations in January and
February of 2016; and
WHEREAS, the Board has reviewed the transcripts of said Public Hearings as well as the
response of RGRTA to questions and comments raised at the Public Hearings; and
NOW, THEREFORE, BE IT RESOLVED, that the Board hereby approves the proposed
Comprehensive Plan for Fiscal Year 2016-17, which contains the Strategic Plan, Operating
Initiatives, Financial Plan, Operating Budget and Performance Measurements and Fare Structure
for RGRTA and its subsidiary companies; and further authorizes that the Capital Reserve fund
receive up to Two Million Eight Hundred Forty-Seven Thousand Dollars ($2,847,000); said funds
to be transferred from (1) available Unrestricted Net Assets in the amount of Five Hundred
Thousand Dollars ($500,000) and (2) the total consolidated budgeted depreciation expense for
Fiscal Year 2015-16 of One Million Eight Hundred Ninety-Seven Thousand Dollars ($1,897,000),
and the total consolidated budgeted interest expense for Fiscal Year 2015-16 of Four Hundred
Fifty Thousand Dollars ($450,000).
CERTIFICATION
The undersigned hereby certifies that the above is an excerpt from the Minutes of a
Regular Meeting of the Rochester-Genesee Regional Transportation Authority, which was held on
March 3, 2016 and that the Resolution is still in full force and effect.
__________________________________
James H. Redmond, Chairman
Date: March 3, 2016
Rochester, New York
Resolution Adopting the 2016-19 Comprehensive Plan and
2016-17 Budget for RGRTA and its Subsidiary Companies
RGRTA 9-2016
Date
Goes
Here
Presented by Bill Carpenter, Chief Executive Officer
Comprehensive Plan Overview
Date Goes Here
Connecting Communities:
Knowing you better to serve you better
Theme
• Connecting Communities
• Tag line:
– Knowing you better to
serve you better
Connecting Communities
2015-2016
• Last year we built on a
new foundation and
transformed public
transportation in our
community.
2016-2017
• Now we’re developing
systems to better connect
our customers to the
community, and to better
connect RTS to the
community.
Our Collaborative Planning Process
• 3 year horizon (2016 – 2019)
o Builds on prior plans and progress to date
• Input from all RGRTA stakeholders; facilitated by an
outside partner
o Internal assessment against 2015 Strategic Framework
o Organization-wide SWOT analysis with employees (July 2015)
o Market Research: Customers and business partners
o Benchmark Comparisons: Upstate NY Peer Groups and ABBG
o Facilitated team strategy sessions
o SWOT analysis by RGRTA Board and informed by Board retreat
OUR GOAL
for the next 10 years:
Sustainable Growth:
A public transit system that people
can build their lives around.
Mission, Vision & Values
•
Our VISION
The Preferred Transportation Choice.
•
Our MISSION
We are our community’s provider and partner for safe, reliable, and
convenient public transportation that more and more people can build their
lives around.
•
Our VALUES
Integrity
Respect
Service Excellence
Performance Focus
Engagement
Fresh Thinking
Our Core Service:
Safe, reliable, convenient public transit;
$1 fare through FY 2016 - 17
To fulfill this commitment, we must:
o Constantly evaluate and improve internal operations to lower costs
o Deliver convenient, reliable service and work to exceed customer
expectations
o Retain current and acquire new business partners to grow our nowproven revenue model
Plan Assumptions
• Funding Trends
o Long-term federal highway bill
o Stable State funding
•
•
•
•
•
Demographics & Population Trends
Business, Higher Education & Employment Trends
Regionalization
Workforce & Succession Planning
Multi-year agreement with RCSD
Base Strategy
We are Customer Focused in every market we
serve.
Focused on:
o Transit Dependent
o Transit to Jobs
o College Population
o Older Adults
o Mobility Impaired
Plan Highlights
• Annual and multi-year initiatives focused on 5 key areas of strategic
focus
• Critical success indicators identified
• Progress monitored through TOPS Performance Measurement
System
• Current fare structures maintained thru FY 2016-17
• Stable ridership projected
• Maintain our business model and private sector mindset
• Strategic involvement in regional initiatives.
Plan Highlights (continued)
Operating Budget:
• Projected 2.2% spending growth
• Closed projected deficit by reducing projected expenses and
increases in all revenue categories (including State aid)
Multiyear Budget:
• The Authority has adequate fiscal resources to achieve its goals and
balance the operating budget through FY 2018-19
Capital Budget:
• Six-Year Capital Improvement Plan is fully funded and fiscally
constrained
Key Strategies
1.
2.
3.
4.
Ensure Financial Sustainability
Grow Ridership & Customer Satisfaction
Deliver Quality Service & Improve Performance
Engage Employees in Delivering on Our Brand
Promise
5. Modernize our Infrastructure
Operating Plan & Initiatives
Financial Sustainability
We manage our finances to be successful for
the near
and long-term.
Tactics: Financial Sustainability
Enterprise Data Warehouse:
• Introduce data warehouse capabilities to facilitate content analysis
and reporting of actionable data (to bend the cost curve).
Capital Asset Planning:
• Develop 10-year Capital Asset Planning process based on ‘state of
good repair’ requirements of current asset inventory and
conservative expansion forecasts.
Cost Containment:
• Ensure cost containment of health insurance and workers’
compensation.
Grow Ridership & Customer Satisfaction
We actively engage with our customers and
our communities to maximize the number of
customers we serve and their satisfaction
with our products.
Tactics: Grow Ridership & Customer
Satisfaction
Customer Relationship Management:
• Implement a CRM system that will improve internal operational
processes and result in measurable increases in customer
satisfaction and ridership.
Strategic Community Engagement:
• Support the community through consistent, proactive efforts –
including the RMAPI and FLREDC – and by identifying the
resources necessary to expand service.
Limited Stop Service:
• Implement additional limited stop service to make it easy for our
customers to enjoy the ride to our most popular destinations.
Deliver Quality Service & Improve
Performance
We design and deliver reliable,
cost-effective products consistent with our
brand promise.
Tactics: Deliver Quality Service & Improve
Performance
Transform Service Development Plan:
• We began updating our legacy route structure in 2013. We will
update the SDP to include system changes (i.e. interlining, LSS)
introduced with the RTS Transit Center.
Improve Workplace Efficiencies:
• Continue effort to strengthen existing operational processes and
implement new processes using the 5S workplace organization
method.
Update Business Continuity Plan:
• Review and update business continuity plan to ensure reliability
across the Authority.
Tactics: Deliver Quality Service & Improve
Performance (Continued)
Regional Operations Study:
• Complete study of regional operations to identify opportunities to
improve connectivity, economies of scale, commonalities, and best
practices in how we operate and provide service.
Expand Use of Route Match Software:
• Improve RTS Ontario operations by implementing tracking methods
of operator and schedule performance, and utilizing data to better
understand customer demand.
Upgrade Bus Fleet:
• Procure new buses to maintain the fleet in a state of good repair and
minimize cost.
Fleet Replacement & Upgrades
• Planned Bus Procurements for 2016-17
Location
Number of Buses
RTS Access
8
RTS Livingston
1
RTS Ontario
29
RTS Seneca
1
RTS Wayne
11
TOTAL
50
Engage Employees in delivering on Our
Brand Promise
Engaged employees enthusiastically
embrace our mission and do their best to
serve our customers.
Tactics: Engage Employees in Delivering on Our
Brand Promise
Improve Communications:
• Develop and implement communications strategy that improves
engagement and morale.
Updated Leadership Training Program:
• Develop and implement expanded leadership training program for
managers and supervisory level staff.
Succession Planning:
• Formalize succession planning model with career pathways for the
leadership team, managers, supervisors and high potential
employees.
Modernize Our Infrastructure
Ensure that RGRTA is well positioned in
terms of the required facilities, equipment,
and technologies to provide public
transportation in our community for current
and future generations.
Tactics: Modernize our Infrastructure
Fuel Focus:
• Implement fluids management system to improve tracking and
accountability of fuel usage.
Replace Radio/Bus Data Platform:
• Install new radio and bus data communications platform to improve
quality of service.
Facility Improvements:
• Progress and/ or Complete Construction:
o RTS Campus Improvement Project
o Regional Properties
Performance Measurements
Transit Organization Performance Scorecard (TOPS)
measures, monitors, & reports “critical to success” metrics.
•
FPI: Financial Sustainability
o End of Year Net Income (Deficit)
•
CSI: Customer Service Excellence
o Net Promoter Score (NPS)
•
SPI: Service Performance Index
o On-Time Performance (OTP)
•
EEI: Employee Engagement Index
o Employee Engagement, Participation, Satisfaction
KET RESULT AREAS
Financial Sustainability
Customer Satisfaction
Service Quality
Employee Engagement
SUCCESS INDICATORS
End of Year
Net Income
Net Promoter
Score (NPS)
On-time
Performance
Employee Survey
Participation
& Satisfaction
Score
GOAL POINTS
Q1 & Q3
Q2 & Q4
40
40
30
25
30
25
0
10
GOAL
100
GOAL
100
We are revising the definition of On-time Performance
Revising On-Time Performance
• We are tightening the reliability window with the goal of
improving the customer experience
– Current measurement (FY 2015-16):
• 2:59 minutes early to 5:59 minutes late
– New measurement (FY 2016-17):
• 2:00 minutes early to 5:00 minutes late
Regional Fare Value Passes
Benefits:
•
•
Easier to buy and use value passes.
Passes can be used to travel in and across the seven regional counties.
Summary
With the RTS Transit Center operating as designed, we now focus on
connecting communities through active engagement to provide service
that more people can build their lives around. We plan to do this by:
• Continuation of route redesign initiatives;
• Partnering in our community’s strategic initiatives; and
• Our commitment to updating our system’s infrastructure.
This plan will help us become the community’s Preferred Transportation
Choice.
2016-17 Budget Overview
Date Goes Here
Operating Budget
Summary FY 2015-16 & 2016-17
millions
2015-16
2016-17
Change
% Change
$32.2
$30.2
$(1.9)
-6.0%
Governmental Subsidies
50.3
53.9
3.6
7.2%
Mortgage Recording Tax
8.0
8.3
0.3
3.4%
90.5
92.5
2.0
2.2%
$65.8
$67.3
$1.5
2.4%
Non-Personnel
24.7
25.1
0.4
1.7%
TOTAL EXPENSES
90.5
92.5
2.0
2.2%
Net Income (Deficit)
$ --
$ --
$ --
Appropriated Working Capital
$ --
$ --
$ --
Net Income (Deficit)
$ --
$ --
$ --
REVENUES
Locally Generated
TOTAL REVENUES
EXPENSES
Personnel
Multi-Year Budget
Consolidated Projection FY 2016-17 to 2019-20
Millions
Budget
2015-16
Projection
2016-17
Projection
2017-18
Projection
2018-19
Projection
2019-20
TOTAL REVENUES
$90.5
$92.5
$87.3
$88.0
$88.8
TOTAL EXPENSES
$90.3
$92.5
$97.0
$102.1
$107.7
Net Income (Deficit)
From Operations &
Subsidies
$ 0.2
$ (0.0)
$(9.7)
$(14.1)
$(18.9)
$26.6
$26.6
$16.9
$2.8
$(16.1)
Estimated Available
Unrestricted Net Assets EOY
Six Year Capital Improvement Plan
Other, $1.2
Preventive
Maintenance,
$54.2
Rolling Stock,
$85.5
Transportation
Technologies,
$12.8
Equipment,
$3.6
Facilities,
$14.7
A fiscally
constrained Plan
Total Investment:
$172 million
83 projects
Authorized Workforce
2014-15
Budget
2015-16
Budget
2016-17
Budget
RTS
644
629
612
RTS Access
100
100
100
RTS Genesee
15
14
15
RTS Livingston
29
24
27
RTS Ontario
0
56
61
RTS Orleans
16
12
12
RTS Seneca
13
14
14
RTS Wayne
36
37
43
RTS Wyoming
22
20
20
Total
875
906
904
Recommendation
•
That the Board of Commissioners adopt the 2016-19 Comprehensive Plan
and 2016-17 Budget for RGRTA and its Subsidiary Companies, including
the Fare Structure as presented to the Board.