Nashville MTA Committee Meetings Table of Content

Transcription

1 Nashville MTA Committee Meetings Table of Content WeGo Central 400 Dr. Martin L. King Jr. Blvd. Nashville, TN Thursday, January 24, :30PM The NICE Committee will immediately follow the Operations & Finance Committee. OPERATIONS & FINANCE Committee pages 1-16 Walter Searcy, Chair Hannah Paramore Breen, Member NEW INITIATIVES & COMMUNITY ENGAGEMENT Committee pages Janet Miller, Chair Glenn Farner, Member

2 Nashville MTA Committee Meetings WeGo Central 400 Dr. Martin L. King Jr. Blvd. Nashville, TN January 24, :30 p.m. The NICE Committee will meet immediately follow the Operations & Finance Committee. OPERATIONS & FINANCE Committee Walter Searcy, Chair Hannah Paramore Breen, Member 1. Call to Order 2. Discussion Items Monthly Financial Report Compared to Budget - Ed Oliphant, CFO OF-D Pg. 1 Monthly Operating Statistics - Dan Freudberg, Dir. Of Service Quality OF-D Pg Action Items Nestor Facility Renovation Construction Contract Amendment Trey Walker, Dir. Of Engineering & Construction OF-A Pg. 9 Construction Management Services Award to CDM Smith for Nestor Facility Renovations Trey Walker, Dir. of Engineering & Construction Central Signage & Wayfinding Trey Walker, Dir. of Engineering & Construction Nolensville Pike Stop Improvement Design Task Order - Trey Walker, Dir. of Engineering & Construction Contract with TDOT to Mitigate Costs Associated with Maintaining Service During the I-440 Construction Billy Higgins, Capital Grants Administrator Award Purchase Contract for Battery & Hybrid Power Management System Repair Maria Harris, Procurement & Project Administrator OF-A Pg. 10 OF-A Pg. 11 OF-A Pg. 13 OF-A Pg. 14 OF-A Pg Other Business 5. Adjourn

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4 Nashville Metropolitan Transit Authority of Nashville & Davidson County, Tennessee Committee Discussion Item Committee Action Item Board Discussion Item Item Number: OF-D Meeting Date: 01/24/19 Item Title: Monthly Financial Report Compared to Budget BACKGROUND: Attached is a statement of operations for the month ended November 30, 2018 compared to the budget and a balance sheet as of November CURRENT STATUS: Chief Financial Officer Ed Oliphant will review the statements at the committee meeting. APPROVED: Chief Financial Officer January 18, 2019 Date 1

5 Metropolitan Transit Authority Statement of Operations Compared to Budget For the Period Ending November 30, 2018 UNAUDITED Actual Month Month End F / Prior Year Actual Budget Y-T-D F / Annual Month Budget Variance U Y-T-D Y-T-D Y-T-D Variance U Budget Revenue form Operations: Passenger Fares $564,702 $638,051 ($73,349) U $3,335,436 $2,912,353 $3,195,319 ($282,966) U $7,757,000 Access Ride 66,503 70,591 (4,088) U 364, , ,113 (5,854) U 864,900 Contract Revenues 219, , F 1,053,578 1,117,306 1,080,400 36,906 F 2,630,432 Advertising 90,192 82,000 8,192 F 483, , ,000 4,319 F 1,000,000 Other Non-Trans Revenue 88,033 82,554 5,479 F 451, , ,616 10,024 F 1,055,200 Total Operating Revenue 1,028,726 1,092,181 (63,455) U 5,688,251 5,264,877 5,502,448 (237,571) U 13,307,532 Federal/State/Local Income: Local Assistance 5,500,000 4,750, ,000 F 27,000,000 30,500,000 27,750,000 2,750,000 F 48,635,900 State Assistance 4,904, ,904,300 F 4,723,500 4,904, ,904,300 F 4,904,300 Federal Assistance - CMAQ F 799, , , F 427,350 Federal Assistance - JARC/New Free 98, ,425 (10,379) U 536, , ,130 (51,738) U 1,301,110 Total Assistance Income 10,502,346 4,858,425 5,643,921 F 33,059,298 36,322,859 28,719,480 7,603,379 F 55,268,660 Capital Revenue: Capital Operating Reimbursement F F 13,121,924 Capital ADA Reimbursement F F 2,625,000 Total Capital Income F F 15,746,924 Total Revenue $11,531,072 $5,950,606 $5,580,466 F $38,747,549 $41,587,736 $34,221,928 $7,365,808 F $84,323,116 Expenses from Operations: Labor and Fringes $4,900,182 $5,126,028 $225,846 F $23,842,585 $24,604,380 $25,054,098 $449,718 F $59,692,767 Services 896, ,697 (96,492) U 3,450,542 3,819,766 3,937, ,586 F 9,294,560 Fuel 422, ,198 26,238 F 1,794,886 2,078,740 2,206, ,958 F 5,330,280 Parts, Materials and Supplies 391, , ,274 F 2,765,713 2,396,985 2,485,935 88,950 F 6,020,556 Utilities 94, ,484 11,407 F 480, , ,167 96,354 F 1,267,100 Casualty and Liability 184, ,053 (5,560) U 912, , ,871 (4,217) U 2,121,800 Other 30,647 42,850 12,203 F 308, , ,118 68,694 F 596,053 Total Operating Expenses 6,920,654 7,291, ,916 F 33,554,685 34,440,196 35,385, ,043 F 84,323,116 Surplus / (Deficit) before GASB 33 $4,610,418 ($1,340,964) $5,951,382 F $5,192,864 $7,147,540 ($1,163,311) $8,310,851 F $0 Capital Grant Revenue 4,611,864 4,611,864 F 4,234,822 29,518,360 29,518,360 F 0 Rental income - MCC Amortization 49,167 49,167 F 245, , ,835 F Gain/(Loss) on Sale of Property F (24,701) 1,024 1,024 F Depreciation (1,279,797) (1,279,797) U (6,163,891) (6,328,889) (6,328,889) U 0 Surplus / (Deficit) $7,992,081 ($1,340,964) $9,333,045 F $3,484,929 $30,583,870 ($1,163,311) $31,747,181 F $0 2

6 Metropolitan Transit Authority Comparative Balance Sheets Month Ended Month Ended October 31, 2018 June 30, 2018 (unaudited) (audited) CURRENT ASSETS Cash and cash equivalents $9,436,171 $5,418,908 Receivables from federal, state and local government 974,557 5,742,564 Accounts receivable 1,361,045 1,344,569 Materials and supplies 2,684,615 2,698,423 Prepaid expense and other 1,147, ,554 Pension Deferred Outflow 5,590,147 5,590,147 Total Current Assets 21,194,109 21,537,165 PROPERTY AND EQUIPMENT Land 14,733,025 14,733,025 Building, shelter and benches 96,532,642 96,496,105 Revenue equipment and parts 152,845, ,380,665 Office furniture and equipment 4,966,422 4,731,572 Other 25,128,700 14,591, ,206, ,933,042 Less: Accumulated Depreciation (135,829,199) (129,492,314) Total Property and equipment, net 158,377, ,440,728 OTHER ASSETS Cash and investments for self-insurance and other 5,177,711 9,038,229 TOTAL ASSETS $184,749,186 $162,016,122 LIABILITIES AND NET ASSETS CURRENT LIABILITIES Accounts payable $2,830,504 $6,398,421 Accrued expenses 6,266,076 7,587,493 Deferred revenue 48,369 46,142 Note Payable 0 4,000,000 Total Current Liabilities 9,144,949 18,032,056 NON-CURRENT LIABILITIES Deferred Revenue 8,311,626 8,557,461 Refundable Grants 1,282,136 1,131,959 Net Pension Liability 15,207,913 15,207,913 Pension Deferred Inflow 1,306,801 1,306,801 Net other postemployment benefits obligations 62,749,296 62,749,296 NET ASSETS Invested in capital assets 150,065, ,883,267 Reserve for capital purchases 3,200,116 7,406,806 Unrestricted (97,103,261) (70,712,073) Current Year Surplus / (deficit) 30,583,870 (547,364) Total Net Assets 86,746,465 55,030,636 TOTAL LIABILITIES AND NET ASSETS $184,749,186 $162,016,122 Current > 30 days > 60 Days > 90 days Total Accounts Receivable $1,066,145 $105,798 $9,753 $179,349 $1,361, % 7.8% 0.7% 13.2% 100.0% Accounts Payable $1,700,663 $880,467 $207,826 $41,548 $2,830, % 31.1% 7.3% 1.5% 100.0% 3

7 Nashville Metropolitan Transit Authority of Nashville & Davidson County, Tennessee Committee Discussion Item Committee Action Item Board Discussion Item Item Number: OF-D Meeting Date: 01/24/19 Item Title: Monthly Operating Statistics BACKGROUND: Attached are monthly operating statistics through November 30, CURRENT STATUS: Director of Service Quality Dan Freudberg will review the statistics at the committee meeting. APPROVED: Chief Operating Officer 4 January 18, 2019 Date

8 WeGo Operations Dashboard Report November 2018 November 2017 Pct. Change Average Monthly Goals Ridership Total Passengers Bus 754, , % AccessRide (MTA) 25,723 26, % AccessRide (Overflow/Taxi) 6,272 11, % Access-on-Demand 2,848 N/A N/A AccessRide Total 34,843 38, % Total 789, , % 830,000 Passengers per Revenue Hour Bus % 18 AccessRide % 2.1 Total Scheduled Revenue Hours 56,661 56, % Total Cost Per Scheduled Revenue Hour of Service $ $ % Safety Miles Between Total Accidents 65,127 37, % 36,000 Miles Between Preventable Accidents 179, , % 300,000 Preventable Accidents % Non-Preventable Accidents % Internal Accidents % External Accidents % Service Quality Bus Trip Completion Percentage 99.5% 99.6% -0.2% 99.5% AccessRide Trip Denials % 0 Miles Between Road Calls 3,115 2, % 3,200 On-Time Performance Bus 85.0% 86.0% -1.0% 85.0% AccessRide (MTA) 82.0% 84.0% -2.0% 89.0% AccessRide (Overflow/Taxi) 87.9% 82.7% 5.2% 89.0% AccessRide Total 83.4% 83.6% -0.3% 89.0% Customer Care Passengers Carried Per Complaint Bus 5,992 8, % 8,000 AccessRide % 700 Total Calls Received 27,595 26, % Percent of Calls Answered 92.8% 94.7% -1.9% 95.0% 5

9 WeGo Operations Dashboard Report FY 2019 November FY 2018 November Pct. Change Average Monthly Goals Ridership Total Passengers Bus 4,009,830 3,984, % AccessRide (MTA) 133, , % AccessRide (Overflow/Taxi) 44,865 59, % Access-on-Demand 11,895 N/A N/A AccessRide Total 189, , % Total 4,199,632 4,177, % 4,150,000 Passengers per Revenue Hour Bus % 18 AccessRide % 2.1 Total Scheduled Revenue Hours 288, , % Total Cost Per Scheduled Revenue Hour of Service $ $ % Safety Miles Between Total Accidents 42,360 37, % 36,000 Miles Between Preventable Accidents 520, , % 300,000 Preventable Accidents % Non-Preventable Accidents % Internal Accidents % External Accidents % Service Quality Bus Trip Completion Percentage 99.1% 99.5% -0.4% 99.5% AccessRide Trip Denials % 0 Miles Between Road Calls 3,103 2, % 3,200 On-Time Performance Bus 83.2% 84.8% -1.7% 85.0% AccessRide (MTA) 83.0% 85.1% -2.1% 89.0% AccessRide (Overflow/Taxi) 79.2% 83.7% -4.5% 89.0% AccessRide Total 82.0% 84.7% -2.6% 89.0% Customer Care Passengers Carried Per Complaint Bus 5,923 5, % 8,000 AccessRide % 700 Total Calls Received 139, , % Percent of Calls Answered 93.0% 92.6% 0.4% 95.0% 6

10 MTA Operations Dashboard Glossary Metric Ridership Total Passengers Bus AccessRide (MTA) AccessRide (Overflow/Taxi) Access-on-Demand AccessRide Total Definitons Total fixed route passenger boardings on all MTA operated services Total paratransit passenger boardings on MTA vehicles Total paratransit passenger boardings on 3rd party service providers Total paratransit passenger boardings on Access-on-Demand service by 3rd party providers Total paratransit boardings (MTA vehicles & 3rd party service providers, includes Access-on Demand Ridership) Passengers per Revenue Hour Bus AccessRide Total Scheduled Revenue Hours Total fixed route passenger boardings divided by total scheduled fixed route revenue vehicle hours. Total paratransit boardings on MTA vans divided by total scheduled paratransit revenue vehicle hours. Total fixed route and paratransit scheduled revenue vehicle hours. Note: Revenue vehicle hours are total vehicle in-service hours excluding vehicle travel from the garage to the first timepoint (or pickup for paratransit) and from the last timepoint (or pickup) to the garage. Total Cost Per Scheduled Revenue Hour of Service Total fully allocated cost to deliver service divided by the total scheduled revenue hours. Safety Miles Between Total Accidents Miles Between Preventable Accidents Preventable Accidents Non-Preventable Accidents Internal Accidents External Accidents Total number of miles travelled by all MTA revenue vehicles (fixed route and paratransit) divided by the total number of accidents. Total number of miles travelled by all MTA revenue vehicles (fixed route and paratransit) divided by the total number of preventable accidents. A motor vehicle collision, in which the Operator did not do everything reasonable to avoid a collision, committed an error or failed to react to the errors of others. A motor vehicle collision in which the Operator committed no driving error and reacted reasonably to the errors of others. A motor vehicle collision that occurs on Nestor or Myatt yard. A motor vehicle collision that occurs outside of Nestor or Myatt yard. 7

11 MTA Operations Dashboard Glossary Metric Service Quality Bus Trip Completion Percentage Definitons Percentage of one-way fixed route revenue trips completed versus scheduled. AccessRide Trip Denials Miles Between Road Calls Total number of paratransit trips that cannot be scheduled within one hour before or after the customer's requested pick-up time. Any mechanical failure, excluding farebox and accidents. Bus and AccessRide metrics will be reported separately. Bus On-Time Performance Access Ride (MTA & Taxi/Overflow) Percentage of total scheduled fixed route timepoint departures occurring between 59 seconds early and 5 minutes 59 seconds late. Percentage of total trips where vehicle arrives no later than 59 seconds outside of the scheduled pickup window. Customer Care Passengers Carried Per Complaint Bus AccessRide Total fixed route passengers divided by total fixed route customer complaints. Total paratransit (MTA and 3rd Party service providers) passengers divided by total paratransit customer complaints. Total Calls Received Percent of Calls Answered Percentage of calls received that were answered. Unanswered calls are calls that are lost for any reason once in the customer call phone queue. 8

12 Nashville Metropolitan Transit Authority of Nashville & Davidson County, Tennessee Committee Discussion Item Committee Action Item Board Discussion Item Item Number: OF-A Meeting Date: 01/24/19 Item Title: Nestor Facility Renovation Construction Contract Amendment BACKGROUND: In June 2018, the Nashville Metropolitan Transit Authority (Nashville MTA) Board authorized the initiation of a contract between the Nashville MTA and Batten & Shaw Construction for renovations to the Nestor Operations and Maintenance Facility. The renovations include interior improvements to the administrative building, shop foreman s office, and maintenance restrooms and showers. The initial contract was authorized with a base amount of $2,485,186 with a not-to-exceed project total of $2,982,224 including project contingency. Prior to construction mobilization in the fall of 2018, the Nestor project was delayed due to permitting issues related to Federal Emergency Management Agency (FEMA) regulations for floodproofing structures within the floodplain. Following the delay, WeGo staff and contractors performed an updated survey of the facility to compare to flood elevations. The survey resulted in minor changes to the renovation scope to comply with floodproofing regulations. With the permitting issues resolved, and renovations scheduled to begin in February 2019, WeGo staff requests an additional $379,590 in contract authorization to account for project changes since the contract was authorized. The additional funding is allocated to the following: Floodproofing survey and requirements; Increased material costs due to project delay; Option to replace the ceiling on the second level; and, 10% increase in project contingency to account for a high potential for alterations for Americans with Disabilities Act (ADA) Accessibility needs, bringing project contingency total to 30%. Funding Source: Funding for the renovations would primarily be from the proceeds from the sale of the Clement Landport, supplemented with Section 5339 and 5307 funds that have state and local match. RECOMMENDATION: Staff requests the Operations and Finance Committee recommend the Board provide the Chief Executive Officer the authority to increase the construction contract with Batten and Shaw Construction by $379,590 to a not-to-exceed project total of $3,361,814. APPROVED: Chief Development Officer January 18, 2019 Date 9

13 Nashville Metropolitan Transit Authority of Nashville & Davidson County, Tennessee Committee Discussion Item Committee Action Item Board Discussion Item Item Number: OF-A Meeting Date: 01/24/19 Item Title: Construction Management Services Award to CDM Smith for Nestor Facility Renovations BACKGROUND: In March 2017, the Nashville Metropolitan Transit Authority (Nashville MTA) Board awarded CDM Smith with an Indefinite Delivery, Indefinite Quantity contract for program management services. Under this contract, CDM Smith has assisted WeGo staff with the engineering oversight and review of facilities improvements approved in the 2018 and 2019 Capital Budgets. In December 2017, the Nashville MTA entered into a task-order agreement with CDM Smith for plans review and bid assistance for the Nestor Facility Renovation in the amount of $70,433. With Nestor Facility Renovation construction upcoming, the Nashville MTA would like to expand the existing task order for construction services to include on-site construction management, oversight, inspections, and coordination with owner-furnished items. Additionally, CDM Smith will manage construction closeout upon completion of the renovation. Under the amended task order, CDM Smith will provide full-time, on-site personnel for the anticipated construction duration of six months. The cost associated for this task order amendment is $295,534. Funding Source: Funding for the renovations would primarily be from the proceeds from the sale of the Clement Landport, supplemented with Section 5339 and 5307 funds that have state and local match. RECOMMENDATION: Staff requests the Operations and Finance Committee recommend the Board provide the Chief Executive Officer the authority to increase the CDM Smith Nestor Facility Task Order value by $295,534 to a not-toexceed project total of $365,967. APPROVED: Chief Development Officer 10 January 18, 2019 Date

14 Nashville Metropolitan Transit Authority of Nashville & Davidson County, Tennessee Committee Discussion Item Committee Action Item Board Discussion Item Item Number: OF-A Meeting Date: 01/24/19 Item Title: Central Signage & Wayfinding BACKGROUND: As a complement to the recent renovations to WeGo Central, staff and designers have prepared plans to improve signage and wayfinding throughout the building. These signage and wayfinding improvements have been designed by Gresham Smith, WeGo s on-call engineering and architecture firm. Following customer and staff outreach, Gresham Smith presented an overall goal to present Central as an efficient, safe, and friendly environment for customers. These goals are achieved in the signage and wayfinding package by improved presentation of customer service information, wayfinding and direction signage, and an increase in pedestrian lighting throughout the terminal while integrating improvements with the new brand image. The signage and wayfinding package includes: New internally-lit bay signage; New internally-lit directional signage; Large format information signage; Information maps highlighting building amenities including bay locations; Enhanced lighting along internal crosswalks and vertical circulation areas; and, Replacement of exterior bus lane signage. Given the nature of the signage and wayfinding design package, WeGo staff engaged Batten & Shaw Construction to price the proposed improvements. As the prime contractor for the Central renovations, Batten & Shaw has familiarity and experience working throughout the building, particularly with the electrical systems which are integral to the signage and wayfinding improvements. Batten & Shaw provided WeGo with a Best and Final Offer (BAFO) of $741,784 to complete the signage improvements, including $41,300 of ownercontrolled allowances. With Nashville Metropolitan Transit Authority (Nashville MTA) Board approval, WeGo staff would award the signage and wayfinding package to Batten & Shaw as additional services under the existing contract between the two entities. Funding Source: This project is part of the MCC Renovations Project identified in the FY2018 and FY2019 Capital Plans as approved by the Nashville MTA Board. Funding for the renovations would primarily be from the proceeds from the sale of the Clement Landport, supplemented with Section 5339 and 5307 funds that have state and local match. Specifically, funding for signage and wayfinding improvements will utilize remaining contingency funds from the initial Central renovation authorization. 11

15 RECOMMENDATION: The Operations & Finance Committee recommend the Board provide the Chief Executive Officer the authority to amend the Batten & Shaw Construction with additional services to provide and install the signage and wayfinding improvements for a base amount of $741,784. The inclusion of these additional services will maintain the previously authorized project budget of $6,269,000. APPROVED: Chief Development Officer January 18, 2019 Date 12

16 Nashville Metropolitan Transit Authority of Nashville & Davidson County, Tennessee Committee Discussion Item Committee Action Item Board Discussion Item Item Number: OF-A Meeting Date: 01/24/19 Item Title: Nolensville Pike Stop Improvement Design Task Order BACKGROUND: In March 2017, the WeGo Board awarded CDM Smith with an Indefinite Delivery, Indefinite Quantity contract for program management services. In April 2018, WeGo entered into a task order agreement with CDM Smith for design and bid assistance for the Nolensville Pike Stop Improvement project under the FY18 Capital Plan. The Nolensville Pike Stop improvement project aims to improve 22 stops along the Nolensville Route 52 corridor with improved sidewalk connections, and shelters. The Nolensville Pike Stop Improvement project is also piloting new stop types with regards to bike lanes with the intention of improving the bus-to-bike- topedestrian interface along the corridor while aiding operations efficiency. The total budget for the Nolensville Pike Stop Improvement Project is $4.5 million. As design of the Nolensville Pike Stop Improvement has progressed, WeGo staff would like CDM Smith to provide additional services as part of the project. These additional services include: Additional design review meetings with agency stakeholders such as TDOT, Metro Public Works, and Metro Planning. Additional surveying services to aid in the crafting of access agreements and easements at locations requiring third-party agreements. Additional design services for a canopy structure and improved amenities at the busiest two stops along the corridor. CDM Smith s task order for the surveying, design, and bid services for 22 stop locations totaled $297,700. The anticipated costs for the additional services outlined above is $168,300. Funding Source: Funding for the renovations would primarily be from the proceeds from the sale of the Clement Landport, supplemented with Section 5339 and 5307 funds that have state and local match. RECOMMENDATION: We request the Operations and Finance Committee recommends that the Board authorize the Chief Executive Officer to increase the CDM Smith Nolensville Pike Stop Improvement Design Task Order value by $168,300 to a not-to-exceed value project total of $466,000. APPROVED: Chief Administrative Officer January 18, 2019 Date 13

17 Nashville Metropolitan Transit Authority of Nashville & Davidson County, Tennessee Committee Discussion Item Committee Action Item Board Discussion Item Item Number: OF-A Meeting Date: 01/24/19 Item Title: Contract with TDOT to Mitigate Costs Associated with Maintaining Service During the I-440 Construction BACKGROUND: The Tennessee Department of Transportation (TDOT) anticipates beginning the reconstruction of I-440 in February During reconstruction, there will be lane reductions in both directions, and merge lanes will be reduced or eliminated in some places. The anticipated duration of the project is 20 months. In project development, TDOT identified corridors and intersections most likely to be negatively impacted by the project. Although WeGo does not operate transit service on I-440 itself, it does operate service in many affected locations and significant delays to current service may be expected. WeGo staff analyzed routes in these locations to identify the trips most likely to have negative impacts. Based on this analysis, WeGo submitted a proposal to TDOT to provide supplemental service on the following: Route # & Name Route # & Name Route # & Name Oaks 7 Hillsboro 25 Midtown 3 West End/White Bridge 15 Murfreesboro Pike 55 Murfreesboro Pike BRT lite 6 Lebanon Pike 18 Airport/Downtown 96X Nashville/Murfreesboro R&R Staff submitted a budget request of $525,000 to TDOT to cover expenses incurred from deploying additional resources to reduce service impacts from the construction. The intent of the proposed funding is to maintain existing service levels on each of the routes impacted to the extent possible. These additional resources will not improve on-time performance on these routes or provide additional service. The primary objectives are to prevent missed trips and diminish extraordinarily late trips to the extent possible. The TDOT contract division is working to expedite the contract before the I-440 project is set to commence. Due to this quick turnaround, TDOT requested that the Nashville Metropolitan Transit Authority (Nashville MTA) sign the contract in advance of the January Board Meeting. No expenses will be incurred prior to January 24, nor will invoices be issued to TDOT for services rendered, and we may terminate this contract if it is not ratified by the Board of Directors. Based on the review of the Nashville MTA Board Attorney and verbal approval of the Nashville MTA Board Chair, the contract was executed and returned to TDOT on January 16, RECOMMENDATION: Based upon the explanation above, staff requests the Operations & Finance Committee recommend to the Board the ratification of the contract executed with TDOT through which TDOT would pay the Nashville MTA up to $525,000 beginning February 11, 2019 and ending December 31, 2020 in order to mitigate impacts that the I-440 construction project will have on transit schedules. APPROVED: Chief Development Officer 14 January 18, 2019 Date

18 Nashville Metropolitan Transit Authority of Nashville & Davidson County, Tennessee Committee Discussion Item Committee Action Item Board Discussion Item Item Number: OF-A Meeting Date: 01/24/19 Item Title: Award Purchase Contract for Battery and Hybrid Power Management System Repair BACKGROUND: In assessing the overall condition of our bus fleet, the hybrid battery/power systems of /2010 NABI and Gillig buses will be in need of short-term replacement in order to sustain reliable service. The hybrid battery systems on these buses are major subsystems of the bus (similar in importance and expense to an engine or transmission) and present a significant replacement expense. The 2009/2010 buses were the first hybridelectric buses in Nashville and among the earlier hybrid-electric buses in the industry. As such, there was no strong guidance on the life cycle of these systems. As we are beginning to see failures on these systems now, it is prudent to plan for mid-life replacement on our buses to assure maximum fleet reliability and budget predictability for these buses and for all hybrid-electric buses in the future. WeGo Public Transit s procurement department publicized a formal solicitation to obtain proposals from certified service providers to refresh the 21 Allison transmissions currently in our NABI and Gillig buses. Solicitation materials were sent to seven qualified vendors for review and response nationally. One proposal was received from Clarke Power Systems. Clarke Power Systems is the only local manufacturer and certified service center qualified to provide the required goods and services for this type of system repair. Procurement followed up with other solicited vendors to gauge the reasons for their lack of response, and they indicated that both lack of proximity to Nashville and the overall size of the program precluded their participation. This circumstance triggered this procurement to be deemed a single-source bid. After thorough review of the solicitation, a Best and Final Offer (BAFO) was negotiated with Clarke Power Systems for a total of $1,482,222 ($70,582 per bus excluding labor). A price analysis was conducted comparing proposal pricing to that paid recently by other transit agencies in the region, and the price was deemed reasonable. As the primary objective of this project is to refresh the existing units for extended life, staff also anticipates that certain units may not be reclaimable, requiring full replacement. An additional cost of $451,154 is estimated to be required as a contingency for this potential need, to fund full replacement on up to two buses if necessary. If approved, this battery exchange program is expected to be completed with internal manpower. Work could begin in early February, and campaign completion is anticipated by late fall Staff would immediately proceed with component order and work assignment in early February 2019 as equipment arrives on-site. Completion of the repair campaign is anticipated by late fall Labor for this campaign would be accommodated in the FY2019 and FY2020 operating budgets. The magnitude of this campaign far exceeds resources available in the FY operating budget and qualifies for consideration as a capital project based on Federal regulations and definitions. As such, it is recommended to be funded through an amendment to the Authority s Capital Improvement Plan, scheduled for separate consideration through the New Initiatives and Community Engagement Committee (NICE). 15

19 RECOMMENDATION: Staff requests the NICE Committee recommend award of a purchase contract to Clarke Power Systems in an amount not to exceed $1,933,376 for the acquisition of parts and materials for the refreshing of 21 hybrid battery/power systems. This award should be contingent on approval of a related action amending the Capital Improvement Plan, identifying a source of funding for this project. APPROVED: Chief Administrative Officer January 18, 2019 Date 16

20 Nashville MTA Committee Meetings WeGo Central 400 Dr. Martin L. King Jr. Blvd. Nashville, TN January 24, 2019 NICE Committee Janet Miller, Chair Glenn Farner, Member 1. Call to Order 2. Discussion Items Transit Facility Design Guidelines Felix Castrodad, Dir. Of Planning NICE-D Pg. 18 FY2020 Operating Budget Discussion Ed Oliphant, CFO NICE-D Pg Action Items Amend Capital Improvement Plan to fund Hybrid Battery Power System Project Julie Timm, CDO NICE-A Pg Other Business 5. Adjourn 17

21 Nashville Metropolitan Transit Authority of Nashville & Davidson County, Tennessee Committee Discussion Item Committee Action Item Board Discussion Item Item Number: NICE-D Meeting Date: 01/24/19 Item Title: Transit Facility Design Guidelines BACKGROUND: Well-designed transit infrastructure is critical for the efficient functioning of the transit system. Transit facilities need to be easily identifiable, safe, accessible, and comfortable and must meet the requirements of all users. However, the lack of detailed transit design guidelines has been a barrier in providing consistent accommodations for transit service in Nashville. Throughout the past several months, WeGo staff with the assistance of consultants from CDM Smith have been working on the development of Transit Design Guidelines to help direct the design and implementation of WeGo s transit facilities and amenities. The result of this work is a document outlining specific recommendations intended to be applied to the design, construction, and modification of transit facilities located within Metro Nashville. This is to ensure that all new, relocated, and modified transit facilities meet minimum standards and comply with respective American with Disabilities Act (ADA) requirements. The guidelines are based on the review of best practices and reflect the agency s preferences to improve safety, facilitate service operation, and enhance access to transit. They are intended for use by all types of professionals involved in the planning, design, and provision of transit facilities so that good practice can be applied consistently across the WeGo system. Input from WeGo staff as well as from local and regional transit partners including Metro Nashville, the Tennessee Department of Transportation (TDOT), the Nashville Area Metropolitan Planning Organization (MPO), and Walk Bike Nashville was part of their development. The document will offer jurisdictional partners specific physical design criteria to be coordinated with comprehensive plan policies, land use ordinances, bicycle and pedestrian plans, street design guidelines, and development requests for the suitable accommodation of transit facilities to better meet transit needs in Nashville. CURRENT STATUS: Director of Planning and Grants Felix Castrodad will present an overview of the Transit Design Guidelines at the meeting. APPROVED: Chief Development Officer January 18, 2019 Date 18

22 Nashville Metropolitan Transit Authority of Nashville & Davidson County, Tennessee Committee Discussion Item Committee Action Item Board Discussion Item Item Number: NICE-D Meeting Date: 01/24/19 Item Title: FY2020 Operating Budget Discussion BACKGROUND: We are in the process of assembling our FY preliminary budgets for submission to Metro Finance for consideration. We anticipate that this information will be due prior to the Board s February board and committee meetings and, as such, we wanted to have directional conversation in January sufficient for staff to prepare and submit a proper budget proposal. This submission will cover the Operating Budget only. To date, Metro has not issued any directive for next year s Capital Spending Plan. Unless the board discussion changes direction, staff intent is to follow our recent practice of preparing an operating budget proposal with two components: 1. A summary of funding necessary to sustain baseline operations (no increases or decreases in service and/or fare levels) factoring in anticipated trends in outside funding and expenses. 2. A proposal to fund service expansion as identified in the board-adopted nmotion Strategic Service Plan. Services proposed to be funded in the upcoming fiscal year would be those that do not require expanded fleet, as funding for fleet acquisition through the Capital Spending Plan would be a necessary prerequisite for such expansion. Largely, this expansion would be for extended service hours and additional weekend service on key routes, as well as a launch of a mobility-on-demand pilot program. During this committee meeting, Chief Financial Officer Ed Oliphant will review key trends and assumptions entering the FY2020 budget season for the purpose of generating substantive policy discussion on direction for baseline budget development, and messages. The following trends and indicators will be pertinent to our discussions: 1. Though no specific budget target was identified by Metro Finance in preliminary meetings, they gave clear indications that there will not be much (if any) room for expansion. 2. As you will recall from the FY budget, we saw a reduction in funding of $2.1 million annually from the Tennessee Department of Transportation (TDOT), as they discontinued the use of Congestion Mitigation and Air Quality (CMAQ) grants to fund service operations. This was made up through the allocation of one-time funds from the Nashville Area Metropolitan Planning Organization (MPO), but these funds will be depleted during FY2019 and a long-term solution to this structural funding problem will need to be identified. Otherwise, we anticipate static operations funding from TDOT, unless there is a significant change in direction with a new administration. 3. We are projecting general inflationary increases of 2%, including wages. However, it is important to note that we are still in collective bargaining with the Amalgamated Transit Union (ATU) Local 1235, so the total wage impact remains unknown. In addition, actual wage expenses will likely grow at a faster rate due to employees progressing through wage steps. 4. With respect to health insurance, this program is self-insured with umbrella coverage. We continue to see an uptick in claims experience, and the percentage of wages committed to health insurance. Claims expenses include both current employees and retirees receiving healthcare coverage through 19

23 Davidson Transit Organization (DTO), with retirees making up about 20% of claims over the past two years. 5. System security expenses have grown considerably over the past three years, reflecting a stepped up security presence throughout the system. We are anticipating a significant unit cost increase from Metro Nashville Police Department s (MNPD) Secondary Employment Unit in the coming year. 6. We have locked in our hedge price per gallon for FY2020 based upon what the expected fuel cost per gallon will be starting July We expect to see a significant increase in fuel costs compared to FY2019. Despite significantly improved fleet fuel economy through the introduction of more hybridelectric diesel buses to our fleet, overall fuel costs may be expected to increase $400,000-$600, Passenger revenue, including Access, is continuing to trend lower than budgeted for FY2019. Based on current trends, there is no reason to expect this to change drastically, and a decrease is incorporated into the current projection to better align with what we are seeing in FY Changes in the Authority s advertising policies and objectives will likely lead to a continue decrease in revenue compared to historic highs. However, this may be expected to be at least partially offset by increased lease revenues from our new contract with Premier Parking for the garage at Central. 9. We will continue to have some capacity to transfer Federal funding from our Capital Improvement Program into Preventive Maintenance and Americans with Disabilities Act (ADA) Paratransit expense lines in accordance with Federal regulations. However, we are approaching the limit on these transfers, as well as reducing funding available for the Capital Improvement Plan. As we develop operating budget proposals for submission to Metro, the Board may consider a number of policy issues. A small sampling includes: 1. Is our recent approach of submitting dual budget proposals (baseline + service expansion) to Metro still appropriate? 2. What is the appropriate balance between Operating Expenses and Capital Investment with respect to the application of our capital formula Federal funds? 3. How aggressive should we be in the upcoming service redesign process in reallocating service hours from lower productivity services to more productive services such as the frequent transit network or mobility on demand models? 4. This relates to an overall philosophy as to what should be our relative level of expenditure on continuing operations as is versus strategic increases and decreases in spending for new initiatives and innovation. With information gathered from this month s discussion, we will prepare the FY Metro Operating Budget Submission, and materials for next level iterations of the budget for consideration in future months. CURRENT STATUS: CFO Oliphant and Chief Executive Officer Steve Bland will lead a discussion on the information presented above with the Committee and Board to get input and direction as to what our final FY2020 baseline budget will look like and what amount will be asked from Metro Government in the form of a subsidy request. APPROVED: Chief Financial Officer 20 January 18, 2019 Date

24 Nashville Metropolitan Transit Authority of Nashville & Davidson County, Tennessee Committee Discussion Item Committee Action Item Board Discussion Item Item Number: NICE-A Meeting Date: 01/24/19 Item Title: Amend Capital Improvement Plan to Fund Hybrid Battery/Power System Project BACKGROUND: Previously, the Operations & Finance Committee considered an action item to acquire parts and equipment associated with the refreshing of 21 hybrid battery/power systems for our 2009/2010 buses. This recommendation totals $1,933,376. The significance of this expense exceeds the capacity of our operating budget, leading staff to recommend that it be treated as a capital project. This is permissible under Federal transit regulations. As there was no previously approved project in the Capital Improvement Plan associated with this expense, staff is recommending that the Capital Plan be amended to reallocate resources from other projects. Upon review of the plan, three projects were identified as the best targets for reallocation: 1. Amend funding sources for Neighborhood Stops and Centers, increasing State Improve Act Funding by $1.5 million (including match) and reducing Federal Section 5307 funding by $1.5 million (including match). Subsequent to adoption of the current capital improvement plan, WeGo Public Transit applied to the Tennessee Department of Transportation (TDOT) for funding under the Improve Act for the upcoming Nolensville Pike corridor shelter project. This application was successful, reducing the need for Federal Formula dollars. These funds ($1.2 million Federal Section 5307; $150,000 TDOT Capital Match; $150,000 Metro Capital) would be reallocated to the Hybrid Battery/Power System project. 2. Reallocate $300,000 from an approved project to begin replacement of WeGo s Paratransit Scheduling and Dispatching Software System, and $250,000 to initiate a Business Intelligence Software project. Neither of these projects is time sensitive and would be deferred to consideration in a future Capital Improvement Plan. These funds ($440,000 Federal Section 5307; $55,000 TDOT Match; $55,000 Metro Capital Match) would be applied to the Hybrid Battery/Power System Project. RECOMMENDATION: Staff requests the Operations & Finance Committee recommend an amendment to the current Capital Improvement Plan, modifying funding sources for the Nolensville Shelter Project under Neighborhood Stops and Centers and reassigning its current funding sources of a total of $1.5 million to Bus Overhaul Program; and deferring the Paratransit Scheduling and Dispatching Software and Business Intelligence Software projects, reallocating their funding of $550,000 to Bus Overhaul Program. This would provide a total of $2.05 million for the project, composed of $1.64 million in Federal Section 5307 Formula Funds; $205,000 in TDOT Capital Matching funds and $205,000 in Metro Capital Matching Funds. APPROVED: Chief Development Officer 21 January 18, 2019 Date