Capital District Transportation Authority Budget FY 2010

Transcription

1 Capital District Transportation Authority Budget FY 2010 Working to improve the quality of life in the Capital Region by providing premium regional transportation services.

2 FY2010 BUDGET Fiscal Year April 1, 2009 through March 31, 2010 Prepared by The photograph on the cover of this document features a new CDTA Hybrid Electric Bus. Photos taken by Tom Marois Raymond J. Melleady Executive Director Milt Pratt Deputy Executive Director of Finance & Administration Mike Collins Director of Human Resources Amanda Avery, Esq. General Counsel Carm Basile Deputy Executive Director of Business Development Christopher Desany Chief Information Officer Charles MacNeil Deputy Executive Director of Operations Appreciation is extended to everyone who contributed to the development of the budget and to those who will implement the plan. For budget and other information about CDTA visit Watervliet Avenue Albany, NY Ph (518) Fx (518)

3 Table of Contents Table of Contents Section Content Page Quick Reference Revenue 5 Expense 8 Transit 19 STAR 25 Maintenance 27 Facilities 31 Rail 35 Admin and Finance 39 Human Resources 42 Procurement /Inventory 47 Business Development 49 Information Technology 53 Capital Budget Budget Transmittal Letter from the Executive Director introducing the budget document 1 2. Budget in Brief Summary of Operating & Capital budgets 4 3. Agency Overview Overview of Board & Executive Department Legal Department Overview of Legal Department Operating Document Overview of Transportation, Maintenance, and Facilities Departments Administration and Finance Overview of Finance, Procurement, and Human Resources Departments Business Development Overview of the Business Development Department Information Technology Overview of the Information Technology Department Capital Budget Overview of FY2009 Capital Budget and Five Year Capital Plan 57 Appendices i. Physical Plant Overview of facilities and other asset detail 59

4 Budget Transmittal March 31, 2009 TO: CDTA BOARD OF DIRECTORS, CUSTOMERS, EMPLOYEES AND COMMUNITY MEMBERS FROM: RAYMOND J. MELLEADY, EXECUTIVE DIRECTOR Overview Balanced Budget Revenue and Expense Decrease Summarizes Financial Challenges Fare Increase Service Reduction Fleet Replacement Supports Five Year Capital Plan I am pleased to present CDTA s consolidated budget for fiscal year This document supports our mission and outlines the opportunities, challenges and issues that are part of our agenda as we move forward in this most unique economic climate. We are pleased that our budget is balanced for the fiscal year. The balanced budget was achieved thanks to our Board of Directors commitment to a common sense business plan to guide our activities. The business plan includes a fare increase scheduled for April 1, 2009, a series of service consolidations that will result in a reduction of about 4.5% of our service hours of operation, a transfer of funds from capital to operations and a general belt tightening throughout the CDTA organization. To that end, this is a no growth budget. The fare increase and service consolidation plan comes at a time when our ridership growth is at record levels. During the last fiscal year, ridership on our buses increased by more than 12%, with corresponding increases in customer revenue. Ridership increases are fueled by economic conditions, by improvements we have made to our system, most notably in reliability and efficiency, and from a growing concern for improved transportation options. In short, the Capital Region has rediscovered CDTA and the benefits we bring to the table. These benefits can be realized by customers, business leaders, employers and others. This has also resulted in a vocal advocacy for better transit services throughout our communities. Our biggest challenge is responding to the expectation that there should be more transit services available in our region. Unfortunately, this budget does not allow for system expansion. The balanced budget has no room for us to add buses to routes that are overcrowded and in dire need 1

5 Budget Transmittal 17.5 Ridership (in millions) FY2006 FY of additional capacity. It also prevents us from expanding service in areas that are underserved such as in Schenectady and on our Northway Express service. This budget does reflect a number of important projects and developments that we expect to advance this year, including real signs of progress for our Bus Rapid Transit Project on the Route 5 corridor between Albany and Schenectady. This year we will install 32 station identifying signs which will provide travelers with a good idea of what s coming on the BRT line. The identifier signs will be followed by station installation, with actual BRT service set to start by the middle of Boardings FY06 FY07 FY08 FY09 (est.) We are moving towards preliminary site design of a new facility in Saratoga. The facility will house buses, maintenance operations and a park and ride for 100 cars. With local and express service network in Saratoga growing, there is a demand for more service. The time is right for us to develop a facility in Saratoga County which will provide a base of operations for our service. We expect preliminary design work to move quickly, with groundbreaking a possibility during Another major initiative that will take place in the budget year is the consolidation of our call centers. We currently operate 3 separate call centers which provide service to different CDTA target markets. In the next several months we will consolidate these into a regional call center to be located at 85 Watervliet Avenue in Albany. We recently acquired this property, which will be in close proximity to our administrative headquarters, so that we could develop the call center and expand our training efforts. The call center will combine the latest technology with human resource integration to provide customers with the best services possible. This budget will allow us to improve on programs that recognize and reward our employees for quality performance. Over the past several years, we have seen a dramatic improvement in a number of areas, such as recruitment, training and retention, and service delivery. Most of this improvement is due to our commitment to developing a high quality workforce. We view 2

6 Budget Transmittal employee investment as a top priority and the key to quality service delivery to customers. Our workforce is recognized as one of the finest of any transit system in New York and we believe that comes from the commitments we have made in human resource development. Our specific department and functional areas are included in the pages that follow. We urge anyone who has questions about the budget or the programs and services detailed in the various CDTA departments to contact us directly. CDTA bus drives along State Street 3

7 Budget in Brief Agency Budget Summary CDTA Budget Summary FY2010 $70.47 Million Operating and $24.96 Million Capital In brief: The FY2010 budget will be in balance with revenue and expenses equaling $70,474,400. The budget is distributed across two major categories: Operating and Capital. These are treated as separate funds for budget purposes. $80.0 $70.0 $60.0 $50.0 $40.0 $30.0 $20.0 $10.0 $0.0 Operating Capital FY2006 FY2007 FY2008 FY2009 FY2010 The Operating fund finances the day today operations of the Authority. The Capital fund contains revenues and expenditures associated with capital acquisitions. The operating fund is the primary fund of the Authority. The budget includes revenue from fares, advertising, mortgage recording tax, federal (preventive maintenance) and state grant funding for operating projects, interest earnings on the operating fund balance, and other operating revenue. The operating budget expenditure categories include wages and benefits, maintenance, and operating costs. The capital budget revenues include federal and state grant funding, interest earnings on the capital reserve balance, and transfers from the operating fund. Capital expenditures include the acquisition of replacement and expansion vehicles, design and construction of passenger facilities and base improvements, technology projects, and the acquisition of information systems, communication systems, and administrative and maintenance equipment. 4

8 Budget in Brief Operating Revenue Summary Passenger Revenue 37.9% Rail Station Income 32.1% FY2009 Approved Budget FY2009 Year End Estimate FY2010 Budget Budget to Budget Amount % Passenger Revenue $ 12,471,520 $ 13,365,191 $ 17,199,082 $ 4,727, % Advertising $ 540,000 $ 540,000 $ 525,000 $ (15,000) 2.8% Mortgage Recording Tax $ 11,000,000 $ 11,000,000 $ 10,000,000 $ (1,000,000) 9.1% Operating Assistance $ 42,027,354 $ 41,502,296 $ 40,330,145 $ (1,697,209) 4.0% Rail Station Income $ 1,720,150 $ 1,720,150 $ 2,272,518 $ 552, % 85 Watervliet Ave $ $ $ 67,655 $ 67,655 Interest $ 150,000 $ 100,000 $ 80,000 $ (70,000) 46.7% Transfers from Reserves $ 2,696,395 $ 2,696,395 $ $ (2,696,395) 100.0% $ 70,605,419 $ 70,924,032 $ 70,474,400 $ (131,019) 0.2% MRT 9.1% Interest 46.7% Advertising 2.8% Operating Assistance 4% Capital Transfers 100% Passenger Revenues For the first time in 14 years CDTA will raise its base fare. This, in addition to increased ridership, will account for the significant increase in passenger revenue. Mortgage Recording Tax MRT collections totaled over $14.8 million in fiscal year Since then we have seen a significant reduction in MRT collections each year. While we still hope to end FY2009 with $11 million in MRT, it seems unlikely at this point. Accordingly we have reduced this revenue line by $1 million. Given the current local and national economies, we expect this figure to drop further next fiscal year. Operating Assistance The reduction in operating assistance is attributed to the expected 11% decrease in state operating assistance. We used more Federal capital dollars to partially compensate for the loss. 5

9 Budget in Brief Mortgage Recording Tax FY2006 FY2009 (in millions) Rail Station Income Along with our fare increase, parking rate increases will go into place for the beginning of fiscal year 2010 at the Rensselaer Rail Station. With ridership on the Albany to New York City route consistently ranking in the top 15 for Amtrak, we expect a significant increase in parking fare collected. $16.0 $14.0 $12.0 $10.0 $14.8 $13.4 $12.8 $ Watervliet Ave CDTA recently acquired more space up the hill at 85 Watervliet Ave. This building will house our consolidated call center and operator training personnel. Rent from existing tenants will provide CDTA with an additional source of revenue. Interest CDTA expects a decrease in interest revenue associated with the general downturn in the economy. $8.0 $6.0 Transfers from Reserves CDTA has exhausted excess reserves. We will not be able to cover operating expenses with this fund source in the foreseeable future. $4.0 $2.0 $ FY06 FY07 FY08 FY09 (est.) 6

10 Budget in Brief Operating Revenue 2% 7% 8% 0% 33% 50% 0% Mortgage Tax Interest Income Customer Revenue Advertising Revenue Contracts Rail Stations 85 Watervliet Ave Operating Assistance 5% 25% 70% Federal State County Operating Revenue Detail Budget 2009 Estimated Actual 2009 Budget 2010 Operating Revenue: Mortgage Tax $11,000,000 $11,000,000 $10,000, % Interest Income $150,000 $100,000 $80, % Customer Revenue Route $9,800,000 $10,762,291 $14,000, % Customer Revenue Star $385,400 $385,400 $470, % Customer Revenue Northway Comm $525,000 $525,000 $655, % Advertising Transit $440,000 $440,000 $425, % Advertising RRS $100,000 $100,000 $100, % Transit Contracts $892,500 $892,500 $870, % Access Transit Contracts $868,620 $800,000 $1,204, % Rensselaer Rail Income $1,662,550 $1,662,550 $2,212, % Saratoga Springs Train Station $57,600 $57,600 $60, % 85 Watervliet Avenue $67,655 Operating Assistance: Federal Maintenance $7,175,559 $7,175,559 $8,967, % Federal Management Support $45,000 $45,000 $45, % Travel Demand Management $158,315 $158,315 $405, % State Operating Assistance $31,619,000 $31,182,012 $28,041, % State Operating Northway Commuter $450,000 $400,000 $400, % County Assistance $1,917,000 $1,917,000 $1,917, % Job Access Grants $586,340 $586,340 $442, % Other Grants BRT $76,140 $38,070 $112, % Transfer from Reserve $2,696,395 $2,696, % Total Income $70,605,419 $70,924,032 $70,474, % 7

11 Budget in Brief Operating Expense Summary Wages 1.1% Benefits 8.6% Insurance 4.2% Maintenance & Ops 1.3% Purchased Trans 18.9% FY2009 Approved Budget FY2009 Year End Estimate FY2010 Budget Budget to Budget Amount % Wages $ 32,474,514 $ 31,603,843 $ 32,844,699 $ 370, % Benefits $ 12,522,956 $ 12,786,125 $ 13,604,552 $ 1,081, % Maintenance & Operations $ 12,682,433 $ 12,501,787 $ 12,844,005 $ 161, % Purchased Transportation $ 3,120,382 $ 3,461,518 $ 3,710,155 $ 589, % Insurance $ 1,246,680 $ 1,245,594 $ 1,299,431 $ 52, % Fuel $ 6,758,454 $ 6,991,119 $ 4,371,558 $ (2,386,896) 35.3% Other $ 1,800,000 $ 2,334,046 $ 1,800,000 $ 0.0% $ 70,605,419 $ 70,924,032 $ 70,474,400 $ (131,019) 0.2% Wages Planned and fiscally necessary service consolidations will keep our wage increase to a minimum for fiscal year This is attributed to a reduction in overtime associated with the consolidations. Fuel 35.3% Benefits Increases to employee benefits are almost entirely due to the additional cost in providing employee health care coverage. The remainder of the decrease may be attributed to CDTA contributions to social security. This increase is unusually low for this item as we expect employee turnover to remain low. Maintenance and Operations The introduction of newer vehicles into our fleet and less overall miles expected in revenue service for fiscal year 2010 will help to keep the increase to a minimum for this line item. 8

12 Budget in Brief Diesel Fuel Consumption and Cost (in Millions) Purchased Transportation The large increase in this line is attributed to a new contract brokered by Access Transit in addition to taxis for non ambulatory customers that supplements the continued increase in STAR ridership Insurance This line has remained relatively flat. Fuel A common theme throughout this budget will be the successful fuel contract CDTA locked in for fiscal year This is the only major expense category that decreased from last year. As a result, it accounts for the overall decrease in the Authority s expenses Gallons Cost FY2006 FY2007 FY2008 FY2009 9

13 Budget in Brief 18% Operating Expenses 5% 2% 6% 3% 19% 47% Wages Benefits Maintenance & Operations Purchased Transportation Insurance Fuel Other Operating Expense Detail Budget 2009 Estimated Actual 2009 Budget 2010 Expense Items: Wages $32,474,514 $31,603,843 $32,844, % FICA $2,484,300 $2,450,584 $2,512, % Health Benefits $7,163,426 $7,564,209 $8,104, % Workers' Compensation $1,800,000 $2,334,046 $1,800, % Other Benefits $2,875,230 $2,771,332 $2,987, % Professional Services $2,111,490 $1,950,448 $2,360, % Materials & Supplies $1,878,690 $1,492,309 $1,677, % Miscellaneous $807,400 $1,057,608 $799, % Maintenance Services $3,103,653 $2,623,174 $2,758, % Purchased Transportation $3,120,382 $3,461,518 $3,710, % Utilities $1,377,660 $1,419,818 $1,510, % Fuel $6,758,454 $6,991,119 $4,371, % Parts, Tires, Oil $3,403,540 $3,958,430 $3,738, % General Insurance $746,680 $745,594 $799, % Claims Paid $500,000 $500,000 $500, % Total Expense $70,605,419 $70,924,032 $70,474, % 10

14 Budget in Brief Fiscal Year 2010 Capital Budget Capital Budget by Fund Source CDTA received $15.7 million in federal funding with the enactment of the American Recovery and Reinvestment Act. This funding requires no local match and allows CDTA reduce its role in the capital plan. Source $millions % Federal $ % New York State $1.48 6% CDTA $0.85 3% $ % Capital Budget by Project Purpose CDTA s capital plan will focus on normal replacement of assets, the vast majority of which are fleet related purchases. Purpose $millions % Normal Replacement $ % State of Good Repair $0.10 <1% System Improvement $ % $ % Capital Projects for FY2010 total $24,964,250. The overwhelming majority of our capital plan is related to our fleet. With the American Recovery and Reinvestment Act (ARRA), CDTA received an unexpected but desperately needed influx of federal capital funding. This will allow us to make our entire fleet purchase for this year without the possibility of going into debt. Less than six months ago, we considered leasing as our only option for the continuation of our fleet replacement plan. The remainder of our capital plan for the year is more reflective of what we expected prior to receiving ARRA funds. In addition to replacement fixed route, paratransit, and shuttle vehicles, we will also continue our shelter program and BRT station construction components. We were also able to allocate small amounts to cover critical programmatic needs in Information Technology and Facilities. Type $millions % Facilities $ % Information Technology $ % Operating $ % Rolling Stock $ % Stops and Shelters $ % $ % 11

15 Agency Overview Mission To transport customers safely and reliably at a reasonable cost Vision To be an employer of choice in the Capital Region delivering premier transportation services that people want and quality they can rely on Goals Maintain Financial Stability Enhance Customer Service Improve Mobility and Access Integrate Transportation & Land Use Increase Employee Ownership Agency Overview The Capital District Transportation Authority (CDTA) was formed by an act of the New York State Legislature in The Authority is a public benefit corporation with a legislative purpose to provide for the continuance, further development and improvement of transportation and other services related thereto within the Capital Region Transportation District by railroad, omnibus, marine and air. In fulfilling its charge, CDTA has become the premier mobility provider in the Capital Region. CDTA is an important component of the local infrastructure, providing regional mobility solutions to thousands of people each day. For many, CDTA is their connection to vital services including employment, medical and educational needs. For some, it is a lifeline without which they cannot function in society. Continuation of these services requires a significant commitment by the community and a dedicated team of people to organize and manage a very complex and time sensitive operation. CDTA plays a vital role in linking the four counties of the Capital Region. Our services include conventional fixed transit routes, long distance commuter express routes, flexible suburban shuttle routes and paratransit service for people with disabilities. The Agency is aggressively positioning itself as the travel mode of choice in order to attract more customers. The transit system expects to exceed 15 million customers. On weekdays, more than 50,000 customer boardings occur on CDTA buses. Our system includes 55 transit routes that stretch throughout the four counties, providing service to most major business centers and neighborhoods in the region. The system is convenient for residents, and the route structure services about 80% of the region s employment locations. Although the size of the system has remained relatively constant, ridership in the past few years has increased by almost one million boardings annually. While most of the increase can be traced to a major fare restructuring effort, studies show that more ridership gains can be expected to result from a concentrated effort on service review and improvement programs. 12

16 Agency Overview Home Counties of Board Members Henry S. DeLegge Norman L. Miller C. Michael Ingersoll Donald C. MacElroy Board of Directors The nine member CDTA Board of Directors is responsible for governance of the Agency. Members, who serve five year terms, are appointed by the Governor and confirmed by the State Senate. The Board has three members from Albany County, and two members each in Rensselaer, Saratoga, and Schenectady Counties. In fiscal year 2009 CDTA, Board terms for Wayne Pratt of Rensselaer County and James Cappiello of Albany County expired after many years of distinguished service. Authorizing Environment Thomas J. Owens Denise A. Figueroa Arthur F. Young, Jr. David M. Stackrow Joseph M. Spairana Board of DIrectors Internal Audit Executive Director General Counsel Expense Item Budget 2009 Estimated Actual 2009 Budget 2010 Professional Services $14,000 $30,000 $20, % Materials & Supplies $5,000 $2,000 $5, % Travel & Meetings $2,000 $4,000 $4, % Chairman of the CDTA Board of Directors David Stackrow Total $21,000 $36,000 $29, % 13

17 Agency Overview Core Purpose Converting organizational vision into operational outcomes Core Goal To carry out the mission of the organization and maintain a positive working relationship between CDTA and its authorizing environment Executive Department Department Overview The overall mission of the Executive Department, working closely with the Board of Directors, is to build organizational capacity and ensure long term organizational success. This is accomplished through ongoing development of financial resources, relationships with stakeholders, the cultivation of leadership capacity through all levels of the organization, design and execution of accountability structures and the communication of our missions, needs and accomplishments to a broader audience in the Capital Region and beyond. In an administrative capacity, the Executive Director assists in the relationship between the Board of Directors and the Internal Audit function. Executive Director Executive Director Ray Melleady riding the bus. DED Business Development DED Operations DED Administration and Finance General Counsel Chief Information Officer 14

18 Agency Overview Department Budget Expense Item Budget 2009 Estimated Actual 2009 Budget 2010 Wages $135,585 $147,791 $152, % Professional Services $20,000 $20,000 $20, % Materials & Supplies $1,000 $550 $1, % Dues & Subscriptions $3,000 $3,000 $3, % Travel & Meetings $18,000 $13,402 $18, % Executive Director Ray Melleady and Union President Steve Green (background) appear at a New York Public Transit Association press event Total $177,585 $184,743 $194, % Annual Summary Fiscal Year 2009 saw a continuation of many efforts from prior fiscal years showing results. Relatively new policy documents like the Transit Development Plan and the Strategic Business Plan helped guide the Authority through a year that saw significant increases in ridership and a new meaning of the word capacity to go along with an overall reduction in traditional funding streams. With these two key components moving unfortunately in the opposite direction, we focused my efforts on outreach and education in the community. The efforts revolved around educating stakeholders with the hope that they would recognize the needed investment and the returns that CDTA and transit in general can give. While my efforts were focused on the grassroots level with activities like presentations, interviews, and meetings with elected officials, CDTA also covered TV, radio, print, and the web. Our efforts also covered a broad range of transit related topics such as: energy, environment, 15

19 Agency Overview short and long term transit planning, state wide initiatives through NYPTA, Union Management initiatives, and economic development as it relates to transit. Some highlights include: Energy / Environmental ECO Radio appearance with Pete Muscanelli to discuss system ridership and environmental initiatives Participated as a panel member for the annual ECO Show held at the Empire State Convention Center Presented Testimony to the Department of Environmental Conservation regarding the Diesel Emission Reduction Act. Executive Director Ray Melleady giving an interview Union Management Initiatives Workforce Development Project Empire Joint presentations to elected officials with Union president Steve Green CDTA hosted the New York State Bus Rodeo Employee Forums Economic Development Presentation to many groups especially local Chamber of Commerce branches on the business side of transit investments and transit s role in shaping local economies Met with stakeholders along the Route 5 Corridor discussing the impact of BRT in their communities 16

20 Legal Department Core Purpose Provide legal support to the Authority and its Board of Directors Core Goal To ensure CDTA holds itself to the highest standards as it relates to its mission and goals Legal Department Overview The Legal Department/Office of the General Counsel provides and/or administers all legal services, risk management services and administrative assistance for the Authority, its subsidiaries, and staff. This includes representation in legal actions commenced to pursue claims, defending against claims made against the Authority, corporate and regulatory governance, contracting, and procurement, representing management in labor disputes, representing the Authority and its subsidiaries in administrative proceedings, and handling real estate matters. The legal department provides counsel, advice and opinions to the Board, the Executive Director, managers and staff on matters relating to labor, employment, procurement, contracts, grant compliance, environmental compliance, real estate, corporate, legislative, and litigation matters. We also administer claims against the authority for property damage, and no fault. The Legal Department advocates for the position of the Authority in courts of competent jurisdiction and before a number of different administrative tribunals. During fiscal year , the department will continue to focus on providing these services in a manner that promotes continuity of services to the Authority and conserves financial resources. Because we aggressively defend claims made against the Authority and its subsidiaries, we have referred a number of claims to outside counsel for defense; this allows us to concentrate on providing organizational leadership and support. CDTA recently held Public Comment meetings on our April 1, 2009 fare increase. The Legal Department has four employees, including the General Counsel, a Paralegal, the Claims Manager, and an Executive Assistant. Together, we will continue to handle a large proportion of claims in house. Additional areas of focus include labor, contractual, and real property matters. We also enjoy the assistance of a fine panel of outside firms for which we have made additional budget allocations. In matters of Risk Management, our primary objective continues to be facilitating the prevention of claims. The Legal Department supports other Authority departments, including Operations and Human Resources, by securing independent investigation of allegations asserted against Authority employees and performing contract review, oversight and administration. The General Counsel also serves as the Ethics and Procurement Integrity Officer for the Authority. 17

21 Legal Department Legal Management General Counsel Amanda Avery Annual Summary We have budgeted a modest increase in Professional Services for this fiscal year. Several factors have caused an increase in the number of claims filed, much of which relates to increased ridership. These operational claims or claims related to passengers or accidents involving buses are attributable to more people on the bus and more service in congested areas. We have also seen increases in other types of claims such as labor law and unemployment. Working with Authority staff, we will continue to provide the highest caliber of legal services, personalized to meet our distinctive needs, in the most efficient and effective manner possible. Claims Manager Paul Lipman Department Budget Paralegal Joan Durkin Executive Assistant Edie Stalpinski Expense Item Budget 2009 Estimated Actual 2009 Budget 2010 Wages $230,721 $233,341 $246, % Professional Services $100,000 $100,000 $110, % Materials & Supplies $4,000 $4,716 $4, % Travel & Meetings $5,000 $5,840 $5, % Advertising $100 $100 $ % Claims $500,000 $500,000 $500, % Total $839,821 $843,997 $865, % 18

22 Operations Department Core Purpose Service Delivery Core Goal To ensure that Authority resources are maintained and allocated in a manner that supports the mission and values of CDTA Operations Management DED of Operations Charles MacNeil Director of Transportation (Vacant) Director of Maintenance Dennis Dugan Director of Facilities Mark Wos Operations Department The Operations Department is made up of the Transportation Department, Maintenance Department, and the Facilities Department. These three sub divisions of Operations handle all service on the street as well as maintenance of our vehicles and operating facilities. Operations is the core of what CDTA provides: safe and reliable service. Transportation Department The mission of CDTA is to provide safe, reliable, transportation at reasonable cost, and it is the function of the Transportation Department to deliver that service. This department has direct involvement with customers and is intimately associated with CDTA s primary purpose. To the vast majority of customers the bus operators are the face of CDTA. Units within this department include Field Operations, Flexible Services, and the Albany, Schenectady, and Troy Transportation Divisions. The Transportation Department encompasses dispatch and driver supervision, as well as personnel and operations management. The core purpose of the department is the delivery of transportation services safely and on time. Drivers and Supervisors are focused on protecting service quality, scheduling work assignments, responding to customers and identifying/reporting safety hazards all to accomplish the mission of the organization. Annual Summary During the past year, the department focused on organizational targets through an employee incentive program designed to enhance teamwork and problem solving collaboratively with other departments. This effort produced results measured in significant stable growth in passenger boardings, which continued during the second half of the year despite gasoline prices falling dramatically. Other targets included revenue growth and improved service reliability, both attained in impressive fashion. 19

23 Operations Department Transportation Management Director of Transportation Vacant Superintendent Albany Gary Cook Superintendent Schenectady Dave Palmer Superintendent Troy Dennis Smith Superintendent Flexible Services Rick Ferris Superintendent Field Operations Gary Guy Passenger trip totals reached a level not experienced in decades. Service reliability, measured by mean distance between service interruptions, significantly improved throughout the year. This daily effort was very striking during the recent winter months when several mornings of sub zero temperatures did prevent our hard working employees from responding to the challenges posed. Although such conditions became problematic, effective teamwork and response time mitigated many of the problems to minimize service delays to customers. Field Operations continued to provide effective street supervision as well as responsive management from Central Communications. The Field Operations collectively monitored service levels and responded to emergencies / incidents. Additional assignments were scheduled as warranted to cover extra services and special events. This department also continues to monitor bus stop and shelter conditions as well as fleet appearance and functionality in the field for components such as automated stop announcements and destination signs. The centralized system of communications allows CDTA to continue to have a shared perspective amongst drivers and supervisors over operations. On the street the bus and the driver are no longer a distinct resource, but rather an integral component of a regional system. The Flexible Services division continued to experience significant growth in the number of trips provided without the corresponding increase in resources. STAR ridership levels continue to climb at double digit percentages. Trip denials are in essence eliminated with the continued use of supplemental taxi service to cover requested trips. Improved efficiencies continue as shown in the number of trips per revenue hour, now above 1.8. Contracted in person medical assessments have resulted in a clearer objective definition of the level of service an individual needs from CDTA. Following direction by the Board of Directors, CDTA staff assembled leaders and members of regional agencies who provide various services to people with disabilities, The purpose was to create our first Disability Advisory Committee, whose charge it is to discuss and assess existing 20

24 Operations Department Operational Goals for FY2010 Fixed Route Fixed Route Fixed Route STAR Improve on time performance to 90% Maintain less than 0.3% Missed Trips Pay to Platform ratio 1.1 Maintain zero capacity denials service models and inventory resources and provide recommendations to the Board for regional cost effective service enhancements. The committee s purpose is to work toward collaboration in an effort to overcome challenges from institutional and regulatory barriers that restrict opportunities to share resources. The success of this effort would lead to the provision of more mobility options for people in the Capital Region and the CDTA service area. This fledging committee met on a quarterly basis over the past year. Planning for the introduction of Bus Rapid Transit (BRT) services was accelerated with significant ground work conducted. The department Deputy Executive Director assembled two groups to discuss and plan the necessary preparatory efforts. The smaller operations group has focused on issues of scheduling and managing coverage to insure a smooth introduction and effective service improvement to customers once the new service is introduced. The larger interdepartmental group continues to plan for support services such as maintenance of the dedicated fleet, BRT station construction and maintenance, and effective investment and use of various information technologies. Both groups meet on a monthly basis. STAR STAR Increase on time performance to 94% Increase efficiency to 1.9 trips per revenue hour Efforts continued to further engage the work force with a developing participation in quarterly employee forums at each division. These events provide opportunities for employees to learn of progress through monthly reports of passenger levels and other significant metrics, while more importantly. allowing for employees to voice questions to management and department heads on a variety of issues. For the coming year, the department will continue working toward progress and improvements in all areas. A BRT Operations Plan will be finalized while manufacturing, construction, and installation work provide the assets and amenities necessary for Phase 1 of BRT service. Increased use of technologies will improve the department s ability to manage equipment and services, leading to improved planning, decreased service disruption, and enhanced service quality to our customers. We will receive delivery of and introduce 20 new diesel electric hybrid buses to replace older equipment that has exceeded its useful life. 21

25 Operations Department Albany Transit Staff Gary Cook Superintendent FY2009 FY2010 Senior Manager 1 1 Superintendent 1 1 Administration 2 2 Supervisors 4 4 Operators Albany Transit Budget Expense Item Budget 2009 Estimated Actual 2009 Budget 2010 Operator $7,553,425 $6,986,914 $6,995, % Driver Trainee $258,750 $306,657 $258, % Transportation Admin $246,467 $191,248 $253, % Trans Supervisor $230,243 $270,433 $208, % Total Albany Wages $8,288,885 $7,755,251 $7,716, % Professional Services $60,000 $134,834 $112, % Temporary Help $7,500 $210 $2, % Fuel $2,847,019 $3,612,008 $1,708, % Oil & Lube $130,000 $141,468 $130, % Tires & Tubes $308,540 $329,604 $346, % Materials & Supplies $20,000 $19,476 $20, % Dues & Subscriptions $500 $0 $ % Travel & Meetings $7,800 $6,270 $8, % Subtotal $3,381,359 $4,243,870 $2,327, % Subtotal Albany $11,670,244 $11,999,121 $10,043, % CDTA Operator Larhonda Donnely 22

26 Operations Department Schenectady Transit Staff Dave Palmer Superintendent FY2009 FY2010 Superintendent 1 1 Administration 2 2 Supervisors 3 3 Fixed Route Saratoga Springs Schenectady Transit Budget Expense Item Budget 2009 Estimated Actual 2009 Budget 2010 Operator $2,961,108 $2,762,508 $2,867, % Saratoga Service $682,333 $883,937 $914, % Transportation Admin $170,576 $192,314 $176, % Trans Supervisor $169,782 $135,030 $156, % Total Schenectady Wages $3,983,799 $3,973,789 $4,114, % Fuel $1,741,602 $1,628,204 $1,199,235 31% Oil & Lube $20,000 $24,934 $20,000 0% Materials & Supplies $2,500 $3,904 $3,000 20% Dues & Subscriptions $500 $0 $0 100% Travel & Meetings $2,500 $552 $2,500 0% Subtotal $1,767,102 $1,657,594 $1,224, % Subtotal Schenectady $5,750,901 $5,631,383 $5,339, % CDTA operator Luis Rivera 23

27 Operations Department Troy Transit Staff Dennis Smith Superintendent FY2009 FY2010 Superintendent 1 1 Administration 2 2 Supervisors 3 3 Fixed Route Troy Transit Budget Expense Item Budget 2009 Estimated Actual 2009 Budget 2010 Operator $4,194,163 $4,082,342 $4,353, % Transportation Admin $154,867 $109,614 $160, % Trans Supervisor $170,582 $99,856 $156, % Total Troy Wages $4,519,612 $4,291,812 $4,669, % Temporary Help Fuel $1,611,830 $1,635,342 $1,052, % Oil & Lube $45,000 $21,732 $45, % Materials & Supplies $2,500 $5,544 $4, % Dues & Subscriptions $500 $ % Travel & Meetings $2,500 $0 $2, % Subtotal $1,662,330 $1,662,618 $1,103, % Subtotal Troy $6,181,942 $5,954,430 $5,773, % Dennis Smith and Jean McGill Total Transit Budget Expense Item Budget 2009 Estimated Actual 2009 Budget 2010 Total Transit Budget $23,603,087 $23,584,934 $21,156, % 24

28 Operations Department STAR Staff Rick Ferris Superintendent STAR Budget Expense Item Budget 2009 Estimated Actual 2009 Budget 2010 FY2009 FY2010 Management 2 2 Administration 1 1 Supervisors Call Takers 3 3 Operators STAR Operators Shuttle Operators PT Operator Flexible Service $2,028,239 $2,243,980 $2,348, % Flexible Service Call Takers $102,560 $78,938 $102, % Flexible Serv. Administration $103,151 $106,550 $109, % Transportation Admin WC $31,874 $31,874 $32, % Dispatch STAR $626,669 $630,274 $587, % Total STAR Wages $2,892,493 $3,091,616 $3,181, % Fuel $420,153 $7,944 $271, % Professional Services $3,000 $20,590 $75, % Materials & Supplies $5,000 $14,902 $8, % Dues & Subscriptions $500 $0 $ % Purch Trans Flexible Ser $1,249,750 $1,206,642 $1,382, % Purch Trans Shuttles 0 $10,000 $0 Travel & Meetings $3,200 $11,370 $5, % Highway Tolls $500 $15,092 $ % Subtotal $1,682,103 $1,286,540 $1,741, % Total $4,574,596 $4,378,156 $4,923, % STAR Operator Albert Innerarity helps a customer onto a STAR vehicle. 25

29 Operations Department Field Operations Staff Gary Guy, Superintendent FY2009 FY2010 Superintendent 1 1 Administration 1 1 Supervisors Field Operations Budget Expense Item Budget 2009 Estimated Actual 2009 Budget 2010 Field Oper Administration $93,924 $94,646 $97, % Street Supervision $731,097 $1,017,648 $889, % Total Albany Wages $825,021 $1,112,294 $986, % Materials & Supplies $5,000 $5,210 $5, % Travel & Meetings $6,400 $1,304 $6, % Subtotal $11,400 $6,514 $11, % Grand Total $836,421 $1,118,808 $997, % Northway Commuter Service Budget Expense Item Budget 2009 Estimated Actual 2009 Budget 2010 Purch Trans Northway $1,529,834 $1,746,056 $1,687, % Repairs $75,000 $2,134 $50, % Total Expense $1,604,834 $1,748,190 $1,737, % 26

30 Operations Department Maintenance Management Director of Maintenance Dennis Dugan Manager of Technical Training Steve Wacksman Superintendents of Maintenance Randy Premo and Chuck Berdar Maintenance Foreman (14) Mechanics (112) Maintenance Administration (3) Maintenance Department The mission of this department is to ensure that physical assets of the Authority operate as designed to meet our obligation to the riding public and that they are mechanically sound, safe, road worthy, comfortable, and clean. In doing so the Department supports the following broader goals of the Authority: Transit service operates reliably, with all vehicle design features operating proficiently and as intended Continued re branding the older fleet in the iride branding scheme Ensuring all Authority assets are performing safely for employees and our customers Including video surveillance on all new equipment Providing clear career paths for maintenance personnel for competency based promotional opportunities and to identify and close skills gaps among maintenance personnel Annual Summary The Maintenance Department made significant progress toward many goals. Improvements were made in reducing total defects per bus, from the annual maintenance audit conducted by an outside third party. This audit involves the random inspection of many buses from all divisions as well as inspections of our facilities and records. Advances were made in the Maintenance Data Software (SPEAR) that includes more accurate work records, better reporting and incorporating the time clock feature. This feature gives us the opportunity to correct timesheets and provide us with quicker and more accurate attendance reporting. Two new technician positions were created and filled to internalize maintenance work performed exclusively on the CDTA CAD/AVL equipment. In the first six months of this effort, dramatic improvements have been made to the functionality of this equipment. Other efforts include the graduation of five internal candidates from our first 1 st class mechanic training program and continued specific vendor training, made possible by the continued development of the Project Empire Career Ladder Workforce Development Program. 27

31 Operations Department Albany Maintenance Staff FY2009 FY2010 Senior Manager 2 2 Management 3 3 Administration 3 3 Technical Trainers 2 2 Supervisors 8 8 Maintenance Albany Maintenance Budget Expense Item Budget 2009 Estimated Actual 2009 Budget 2010 Maint Admin $422,593 $434,010 $411, % Maint Admin $67,036 $52,098 $101, % Maint Foreman & Trainers $573,808 $659,752 $686, % Bus Maint $3,302,391 $3,349,841 $3,350, % Total Wages Albany $4,365,828 $4,495,701 $4,549, % Maintenance employee Scott Meek Temporary Help $20,000 $20,000 $10, % Professional Serv $35,000 $30,230 $50, % Profess Ser Project Empire $40,000 $40,000 $40, % Maint Serv Buses $1,200,000 $661,388 $576, % Maint Serv Vehicles $40,000 $44,404 $40, % Fuel $137,250 $107,318 $140, % Tires & Tubes $0 $1,694 $0 Vehicle Parts $2,900,000 $3,438,998 $3,196, % Material & Supply Maint $16,540 $10,498 $15, % M & S Service $70,000 $49,522 $60, % M & S Bus Maint $900,000 $474,262 $613, % M & S Service Vehicles $20,000 $33,830 $25, % M & S Fare $20,000 $8,128 $20, % Dues & Subscriptions $100 $130 $ % Travel & Meetings $20,360 $19,012 $16, % Travel & Meetings $5,213 $8,000 Advertising $3,000 $ % 28

32 Operations Department Albany Maintenance Budget continued Maintenance Highlights 2008 Expense Item Budget 2009 Estimated Actual 2009 Budget 2010 Purchase of new gasoline STAR buses for improved fuel economy Over a 95% PMI on time performance More in house power train replacements New fuel inventory equipment to improve efficiency Reduction in fixed route inventory as older buses leave fleet 6 promotional training classes 8 vendor specific training classes Subtotal $5,422,250 $4,944,626 $4,811, % Subtotal Albany $9,788,078 $9,440,327 $9,360, % Schenectady Maintenance Budget Expense Item Budget 2009 Estimated Actual 2009 Budget 2010 Maint Foreman $172,182 $153,595 $168, % Bus Maint $1,022,477 $767,452 $993, % Total Wages Schenectady $1,194,659 $921,046 $1,161, % Schenectady Maintenance Staff FY2009 FY2010 Supervisors 3 3 Maintenance Maint Ser Buses $100,000 $88,752 $100, % Maint Ser Vehicle $0 $4,360 $5,000 Fuel $200 $303 $ % M & S Bus Maint $40,000 $34,044 $40, % M & S Service Vehicles $0 $1,126 $2,000 Subtotal $140,200 $128,585 $147, % Subtotal Schenectady $1,334,859 $1,049,631 $1,308, % 29

33 Operations Department Troy Maintenance Budget Troy Maintenance Staff FY2009 FY2010 Supervisors 3 3 Maintenance Expense Item Budget 2009 Estimated Actual 2009 Budget 2010 Maint Foreman $171,783 $263,439 $168, % Bus Maint $993,889 $872,056 $993, % Total Wages Troy $1,165,672 $1,135,494 $1,161, % Maint Serv Buses $100,000 $161,742 $100, % Maint Serv Vehicles $0 $2,558 $5,000 Fuel $400 $0 $ % Material & Supply Service $0 $2,750 $2,000 M & S Bus Maint $40,000 $49,666 $45, % Subtotal $140,400 $216,716 $152, % Subtotal Troy $1,306,072 $1,352,210 $1,313, % Total Maintenance All Divisions Expense Item Budget 2009 Estimated Actual 2009 Budget 2010 Ray and Stan talk bus maintenance in the Albany Division Total All Divisions $12,429,009 $11,842,169 $11,982, % 30

34 Operations Department Facilities Staff FY2009 FY2010 Senior Management 1 1 Management Shelter Maintenance 2 2 Facilities Maint. 4 5 RRS STS Facilities Department The Facilities department was created to focus attention on the physical plant and equipment of the facilities owned by CDTA along with maintaining the park and ride lots and the bus shelters. Due to the age of some of the facilities, challenges to modernization exist and efforts continue to maintain compliance with current federal and state statutes and laws. The goals of the department are: Maintain a preventative maintenance program for all the facilities, with the intent to reduce unnecessary repairs and replacements and maintain the improvements made to the facilities on an ongoing basis. Repair or replace equipment that has become outdated or is no longer in code compliance and continue to maintain all other existing equipment. Oversee a bus shelter program that will replace, maintain, clean and install new shelters as needed. Collaborate with Planning, Operations, and IT Departments on the construction and maintenance plans for new Bus Rapid Transit Stations along the Route 5 corridor. Once complete, these stations will be incorporated into the current shelter program The department will continue to focus on the above stated goals and objectives along with establishing roles and responsibilities for its personnel, inputting and organizing the preventative maintenance program and continuing to roll out the capital improvements program to maintain the facilities code compliance and improve their overall appearances. Front Entrance to 110 Watervliet Ave 31

35 Operations Department Fiscal Year 2010 Facility Design Consolidated Call Center Albany Facility Elevator High Speed Roll Up Doors Lift Replacement Program Albany Facility Fire Alarm System Bus Exhaust System in Schenectady Annual Summary During the past year a number of large capital projects were completed or are in the process of being completed. Upgrade and replace the make up air units for the Albany maintenance area to improve and be compliant in providing fresh air to the area Replace the bus exhaust system in Albany with an energy efficient and modern system Upgrade the fuel monitoring system at all buildings to better assist the company in staying in DEC compliance Completed and began the full operation of the Access gate system in Albany Completed the lease negotiation and construction establishing Greyhound at the Saratoga Train Station Replaced a 20,000 gallon fuel tank at the Albany division Completed an extensive resurfacing of the parking area at the Albany division In process to renovate 85 Watervliet Avenue to construct a consolidated call center and a training center In process to renovate the bathrooms and replace the elevator at the Albany division Continue the bus shelter replacement program by replacing shelters annually At the rail stations, security and safety continues to be the focus, particularly in Rensselaer. There are a number of projects completed or in the process of being completed: Completed the replacement of the expansion joints on the top deck of the parking garage and the Herrick St. Bridge. In the process of, in conjunction with NYSDOT, High Speed Rail, AMTRAK and CSX, to demolish the old Amtrak buildings, extend the existing platforms and canopies and add parking capacity at the Rensselaer Rail Station. Completed the installation of a card access system for our new space at the station and adding a vehicle access gate in the south parking lot. 32

36 Operations Department Fiscal Year 2010 Facility Construction / Installation Albany Facility Restrooms Troy Facility Emergency Back Up System Albany Facility Air Compressor System BRT Stations and site work Bus Shelter Program Schenectady Fuel Building Conversion Facilities Budget Expense Item Budget 2009 Estimated Actual 2009 Budget 2010 Albany Wages $292,760 $272,646 $323, % Maintenance $273,902 $144,385 $228, % Subtotal Wages $566,662 $417,031 $551, % Professional Services $0 $100 Maint Ser Facility $300,000 $272,898 $300, % M & S Shelter $186,000 $172,126 $189, % Travel & Meetings $2,240 $1,748 $6, % Lease & Rentals $0 $2,520 $6,000 Gas & Electric Albany $535,000 $611,704 $585, % M & S Facility $60,000 $48,982 $58, % Subtotal Albany $1,083,240 $1,110,078 $1,144, % Schenectady Maint Ser Facility $45,000 $57,522 $49, % Gas & Electric Schen $89,000 $131,470 $110, % M & S Facility $2,500 $52 $2, % Subtotal Schenectady $136,500 $189,044 $161, % 33

37 Operations Department Facilities Management Director of Facilities Mark Wos Project Management Facilities Budget continued Expense Item Budget 2009 Estimated Actual 2009 Budget 2010 Troy Maint Services Facility $60,670 $65, % Gas & Electric Troy $133,000 $138,728 $133, % M & S Facility $4,200 $7,060 $5, % Shelter Maintenance Subtotal Troy $202,200 $206,458 $203, % Total Facilities Budget $1,988,602 $1,922,611 $2,060, % Facilities Maintenance Rail Station Maintenance 34

38 Operations Department Rensselaer Rail Station Income Budget 2009 Estimated Actual 2009 Budget 2010 Income: Amtrak $59,000 $57,912 $61, % Post Office $177,000 $177,000 $177, % Office Lease $28,500 $23,500 $23, % Advertising $100,000 $100,000 $100, % Taxi/Vans $86,100 $86,685 $92, % Restaurants $42,000 $54,670 $52, % Gift Shop $60,000 $60,000 $60, % Other $0 $1,010 $1,000 ATM Machine $6,000 $6,000 $6, % Tenant Utilities $156,400 $149,836 $150, % Florist $600 $600 $ % Car Rental $4,350 $5,833 $4, % High Speed Rail $9,600 $9,600 $9, % Parking Garage $1,006,000 $1,079,216 $1,564, % Interest Income $27,000 $10,790 $10, % Many State officials gather at the Rensselaer Rail Station to announce a high speed rail initiative on March 10, Total Revenue $1,762,550 $1,822,653 $2,312, % 35

39 Operations Department FY2010 Rensselaer Rail Station projects Upgrade Security Camera System Replace concourse furniture Rensselaer Rail Station Expenses Budget 2009 Estimated Actual 2009 Budget 2010 Expenses: Wages $124,000 $115,627 $118, % Fringe Benefits $47,150 $47,000 $48, % Repairs & Maintenance $50,000 $50,000 $50, % General Liability & Building Ins $36,000 $36,000 $22, % Janitorial $150,000 $150,000 $145, % Security $86,000 $86,000 $96, % Landscaping/Snow Removal $120,000 $120,000 $130, % Elevators $14,000 $12,280 $14, % HVAC $32,000 $24,588 $28, % Electric Repairs $20,000 $36,086 $32, % Gas & Electric $460,000 $510,756 $490, % Miscellaneous $250,000 $250,000 $250, % Materials & Supplies $24,000 $25,656 $27, % Plumbing Repairs $3,500 $2,478 $2, % Parking Garage $320,000 $374,062 $350, % Parking area expansion, extension of high level platforms and canopies Total Expenses $1,736,650 $1,840,533 $1,803, % Rensselaer Rail Surplus / Deficit Budget 2009 Estimated Actual 2009 Budget 2010 Surplus / (Deficit) $25,900 ($17,879) $508, % 36

40 Operations Department Track side view of the Saratoga Springs Rail Station Front view of Saratoga Train Station Saratoga Springs Rail Station Budget Estimated Actual 2009 Budget 2010 Budget 2009 Income: Amtrak $15,600 $16,200 $15, % Amtrak Utilities $3,500 $3,400 $3, % ATM $2,500 $0 $2, % Greyhound $36,000 $38,512 $38, % Interest $434 $400 Total Income $57,600 $58,546 $60, % Expenses: Wages Greyhound $39,000 $43,339 $41, % Fringe Greyhound $12,300 $12,300 $17, % Wages $7,355 $4,055 $5, % Fringe $3,016 $304 $2, % Professional Services $4,100 $ % Materials & Supplies $4,821 $200 Maintenance Ser $29,000 $12,982 $29, % Gas / Electric $25,800 $27,160 $26, % Mat & Supp $6,000 $10,290 $6, % Phone/Cable $4,860 $3,824 $4, % Janitorial $14,200 $20,562 $14, % Insurance $2,200 $1,114 $1, % Miscellaneous $1,000 $0 $1, % Courier Service $4,056 $4,100 Total Expense $148,831 $144,807 $151, % Surplus / Deficit $91,231 $86,261 $91, % 37

41 Operations Department 85 Watervliet Ave Budget 2010 Income: Cares Incorporated $23,333 Alzheimer $33,704 Tenant Reimbursement $10,618 Total Income $67,655 Passengers board a Northway Express bus. Expenses: Wages $9,000 Fringe $3,690 Repairs & Maintenance $9,000 General Liability & Building Ins $2,000 Janitorial $16,000 Building Exterior $3,400 Landscaping/Snow Removal $16,400 Fire Alarm $1,000 HVAC $5,000 Gas & Electric $46,500 Miscellaneous $3,000 Materials & Supplies $500 Trash $1,700 Telephone $18,000 Total Expense $135,190 Surplus / Deficit $67,535 38

42 Administration and Finance Core Purpose Resource Management Core Goal To align financial and human resources with current and future needs in the most efficient and effective manner possible Administration and Finance Management DED of Administration and Finance Milt Pratt Director of Human Resources Mike Collins Director of Finance Vacant Director of Procurement and Inventory Stacy Sansky Administration and Finance Department Finance Department Overall, the CDTA Finance and Treasury Department is responsible for the flow of funds into, and out of, the organization to sustain our core mission. In carrying out this overall mission, our business activities include Revenue Collection and Reporting, Payroll, Vendor Payments/Payables, Grant Recordkeeping, Treasury functions, audit functions (including the related functions of CDTA s Internal Auditor), budget preparation and financial reporting. The overall integrity of CDTA s fiscal resources is the overriding value of the Department. During FY2008 the Finance, Treasury, and Procurement department were combined with the Human Resource and Safety department to create the Department of Administration and Finance. Annual Summary This year s Mortgage Tax receipts are expected to fall short of our original budget of $11,000,000. However, there is some optimism that falling interest rates will generate more refinancing thereby increasing the MRT collected for the balance of the 2009 fiscal year. The majority of the Mortgage Tax receipts will be used to pay operating expenses. For fiscal year 2010, we have decreased our projected MRT to $10,000,000. With the assistance of Municipal Services Group Incorporated, a financial advisory group, CDTA undertook several modeling exercises aimed at establishing the level of debt that CDTA can reasonably afford while advancing our Bus Replacement Program. Beginning with fiscal year 2010 and going forward, CDTA had planned to procure buses using various lease agreements to maintain our bus replacement plan. Based on recent developments at the federal level, CDTA will no longer have to go into debt and lease buses. The American Recovery and Reinvestment Act of 2009 commonly referred to as the stimulus package, will provide $15 million to CDTA to assist in the purchasing of a large bus replacement. Part of the requirement to receive these funds entails a commitment of obligating a minimum of 39

43 Administration and Finance 50% of the federal money within 180 days and to use the remaining 50% within two years. As a result, CDTA will be able to remain debt free for at least another two years. This positive development will also allow CDTA to use more of the federal formula money to close a projected operating budget deficit of up to $3 million dollars in FY2010. In order to balance our FY2010 budget CDTA s Board of Directors has approved a fare increase beginning April 1, We expect this increase will generate approximately $4.4 million more in fare revenue during the fiscal year. The Board also approved restructuring our service routes in order to reduce costs. As we did in FY2009, we bid out and contracted for our diesel fuel there by locking in a rate that provides budget stability for this volatile commodity. Finance Department Budget A CDTA bus outside of 110 Watervliet Ave Expense Item Budget 2009 Estimated Actual 2009 Budget 2010 Wages $792,952 $790,000 $803, % Wages Treasury $127,443 $110,000 $91, % Total Wages $920,395 $900,000 $895, % Prof Services Audit $85,000 $85,000 $85, % Prof Services Armor $7,100 $10,734 $11, % Temporary Help $5,000 $5,000 $5, % Investments Manager $9,730 $7,842 $9, % Invest Mgr Cap Proj $30,000 $35,246 $33, % Mainten Ser Account $2,000 $3,924 $4, % Mainten Ser Account $2,000 $2,000 $2, % Tickets & Passes $105,000 $105,000 $105, % M & S Accounting $12,000 $6,806 $10, % M & S Treasury $10,000 $2,242 $10, % 40

44 Administration and Finance Finance Department Budget Continued Administration and Finance Staff FY2009 FY2010 Senior Management 2 2 Accounting Treasury 4 3 Purchasing 3 3 Inventory 4 5 Administration 6 5 Training 6 6 Safety & Security Expense Item Budget 2009 Estimated Actual 2009 Budget 2010 Dues & Subscriptions $1,000 $834 $1, % Travel & Meetings $6,320 $4,886 $6, % Bank Fees $2,500 $7,196 $7, % Sub Total $277,650 $276,710 $289, % Lease & Rentals $25,000 $22,626 $25, % Telephone $120,000 $120,000 $120, % Subtotal $145,000 $142,626 $145, % Administration and Finance s staff size remained the same. Interdepartmental shifts have occurred. Total $1,343,045 $1,319,336 $1,329, % 41

45 Administration and Finance Human Resources Department Director of Human Resources Mike Collins Staff Development Safety Training Risk Management Grants Recruitment The Human Resources Department supports all functions of the organization by providing services to enhance safety, risk management, professional development, training, labor relations, human resources, benefit administration, recognition programs and retirement services for bargaining unit and Authority employees. The department is responsible for providing a wide array of services for approximately 650 bargaining unit and Authority staff employees. Annual Summary 2008 was a great year for CDTA employees. With an emphasis on Employee Development and Workforce Planning, employees were met head on with several programs designed to encourage and promote a safe, welcoming and diverse environment. This, in turn, will help them to grow their careers and best meet the needs of our customers. With turnover at a four year low and staffing levels at an all time high, our focus has changed from hiring new employees to investing in the development of our current staff. The philosophy at CDTA has long been that there is no greater investment than in human capital i.e., your employees. One of the ways that we have exemplified this is through our training programs. All of our employees have gone through a Diversity Training program which will help them to be more culturally aware and to appreciate the differences that we all have. The focus for the coming year is on Customer Service and Workplace Safety, two areas that are critical to the success of our organization. We have also introduced a wellness program to staff, which encourages them to make healthy lifestyle changes such as basic nutrition, smoking cessation and stress management. Last year CDTA rolled out a new staff recognition program called STRIVE, which involves a peer nomination process that encourages employees to recognize coworkers for going above and beyond during the normal course of their jobs. To date, the STRIVE Committee, which 42

46 Administration and Finance CDTA Bus Operator Turnover FY2005 FY2006 FY2007 FY2008 Resigned Terminated Retired 7 is made up of employees from all CDTA departments, has handed out over 50 awards to deserving staff, thus promoting the importance of individual and team contributions to the organization. April will bring the culmination of our first year with a system wide Gainsharing program, this sets firm targets in key performance areas, as well as a threshold for operating expenses. To date, we are meeting all of the set performance measures and are on track for the issuance of the first Gainsharing Award to all CDTA staff in early summer This year great emphasis was also placed on Security and Workplace Safety. An Automated Access Control System for Albany was installed, as were additional security cameras around the Albany division. We have now moved from a VHS system to one that is digital with the capability to produce real time images and easily retrieve stored video. The results are in from CDTA s first year of a comprehensive approach to manage workplace safety. The employee injury statistic results are remarkable, with a 43% reduction in frequency of claims and a 52% reduction in the in the severity of claims. There are 3 fundamental points to this approach: Employee Awareness and Training, Employee Accountability to follow safety rules and proactive procurement and maintenance of our equipment and properties. We enter into this next fiscal year ready to meet the challenges that are ahead and to best support our infrastructure. Labor Negotiations commenced in February, 2009, to facilitate the bargaining process with the ATU Union. The last collective bargaining agreement introduced some very morale boosting concepts such as a pay for performance system and an attendance bonus program. Through cooperation and teamwork, we have partnered with the ATU on several initiatives over these past few years and hope that this positive relationship will result in a contract that will best meet the needs of all CDTA employees. 43

47 Administration and Finance Human Resources Budget Accidents per 100K miles Expense Item Budget 2009 Estimated Actual 2009 Budget 2010 Personnel Wages $427,196 $434,292 $445, % Training Wages $250,654 $256,902 $259, % Personnel Other Wages $64,211 $64,876 $61, % Total Wages $742,061 $756,070 $765, % CY05 CY06 CY07 CY08 Profess Ser Personnel $20,000 $20,000 $20, % Profess Ser Physicals $75,000 $67,402 $75, % Profess Ser Training $100,000 $100,000 $100, % Training Leadership Gp $10,000 $10,000 $10, % Fingerprinting Fees $11,000 $10,020 $11, % Profes Ser. EAP $15,000 $15,000 $15, % Temporary Help $15,000 $15,000 $15, % Maintenance Service $5,000 $5,000 $5, % Security Services $150,000 $150,000 $150, % Roadeo $35,000 $35,000 $20, % Awards $80,000 $80,000 $80, % Misc Exp awards $4,000 $6,222 $6, % M & S Personnel $16,500 $15,852 $16, % M & S Safety $15,500 $15,500 $15, % M & S Training $21,000 $21,000 $21, % Property Insurance $79,922 $79,922 $83, % Liability& Phys Damage Ins $617,558 $617,558 $679, % Other Insurance $11,000 $11,000 $11, % 44

48 Administration and Finance Human Resources Budget continued Number of injuries Worplace Injuries by Severity and Frequency Frequency Severity Both the number of injuries (frequency) and the number of lost time injuries (severity) have decreased significantly in the past year. Expense Item Budget 2009 Estimated Actual 2009 Budget 2010 Dues & Sub Personnel $1,200 $1,200 $1, % Travel & Meetings $9,480 $10,314 $10, % Meetings Safety Committee $7,900 $7,900 $7, % Advertising Personnel $20,000 $20,000 $15, % Subtotal $1,320,060 $1,313,890 $1,369, % FICA $2,484,300 $2,450,584 $2,512, % Pension $400,000 $355,222 $375, % Pension CDTS # 1 $1,770,230 $1,689,692 $1,728, % Health Ins Empire Plan $1,260,000 $1,231,388 $1,503, % Health MVP $1,648,856 $1,648,416 $1,840, % Health CDPHP $4,322,334 $4,298,041 $4,977, % Medicare Reimbursement $65,000 $65,000 $75, % Dental $150,000 $155,774 $155, % R&K Section 125 $10,000 $1,458 $2, % Employee Health Payments $450,000 $0 $450, % Disability $108,000 $108,000 $108, % Life Insurance $117,000 $99,176 $117, % Unemp Ins CDTS # 1 $65,000 $65,000 $65, % Unemp Ins CDTS # 2 $50,000 $50,000 $50, % Workers' Comp $1,800,000 $2,334,046 $1,800, % 45

49 Administration and Finance Human Resources Budget continued Expense Item Budget 2009 Estimated Actual 2009 Budget 2010 Uniform Allowance $225,000 $267,020 $225, % Tool Allowance $45,000 $45,000 $45, % Meal Allowance $53,000 $50,436 $53, % Uniform Laundry $40,000 $40,000 $40, % Felonious Assault $2,000 $1,786 $2, % Subtotal $14,165,720 $14,956,039 $15,225, % Total $16,227,841 $17,025,999 $17,360, % A customer gets on a CDTA bus. 46

50 Administration and Finance Procurement & Inventory Stacy Sansky Director of Procurement and Inventory Procurement The mission of CDTA is the provision of safe, reliable transportation at reasonable cost. It is the function of Procurement and Inventory to support this mission as well as the core values of CDTA through procuring and supplying parts, supplies and services necessary for all other departments. Procurement works directly with all departments to support their work efforts. The goal is to plan for future needs accordingly and to ensure that all Federal, State and CDTA procurement guidelines are adhered to. The Senior Buyer reports directly to the Director. The Director manages the Disadvantaged Business Enterprise (DBE) Program and all sealed procurement opportunities. The Senior Buyer manages daily small purchases and transactions. Inventory directly supports the maintenance function in each bus facility to supply parts for vehicle maintenance and repair. The Inventory Manager works from the Albany Division and reports to the Director, he manages a total of 6 staff between all three divisions. Inventory Annual Summary During the past year Procurement has worked with each department at CDTA to assure that the goods and services needed for continued smooth operation of our service has been available. The Procurement Department has also begun to focus on Green and Sustainable procurement practices, and will continue to do so in the upcoming fiscal year. By shifting focus to sustainable products CDTA can reduce our carbon footprint and realize future monetary savings by diminished disposal costs and the repurposing of products. 47

51 Administration and Finance Increased Competition Through enhanced attendance at industry meetings and local trade shows CDTA is seeking out more vendors to utilize in our procurement process. Benefits of Competitive Procurements Using a competitive procurement process can have a positive effect on the cost and quality of products and services the Authority consumes. Below are two types of improvements and what products and services the Authority procured that realized these benefits. More Service, Cost Decrease Biodiesel Fuel Added cost of moving from B5 to B6 Biodiesel, but overall cost reduced from previous year by on average $1.17 per gallon. Annual savings is calculated to be at least $3,000, Same Product/Service, Cost Decrease Starters & Alternators $65, cost reduction Procurement Budget Expense Item Budget 2009 Estimated Actual 2009 Budget 2010 Purchasing Authority $150,177 $152,722 $157, % Stock Room $183,535 $266,927 $240, % Total Wages $333,712 $419,649 $397, % Dues & Subscriptions $31,000 $49,958 $50, % Profes Service General $10,000 $10,000 $10, % Temporary Help $11,086 Maint Service General $8,000 $1,514 $8, % Maint Service General $1,000 $1,000 $1, % Maint Service General $4,000 $4,000 $4, % Mat & Supp General $121,000 $106,658 $121, % Mat & Supp General $500 $0 $ % Mat & Supp General $1,200 $0 $1, % Travel & Meetings $6,300 $7,258 $6, % Advertising $15,000 $15,000 $15, % Subtotal $198,000 $206,474 $217, % Total $531,712 $626,123 $614, % 48

52 Business Development Department Core Purpose To grow the services and customer base for CDTA Core Goal To develop systems that improve the productivity of services, while improving the image and community presence of CDTA Business Development Management DED Business Development Carm Basile Service and Strategic Planning Public Information/ Marketing Sales Customer Service Business Development Department The Business Development Department is responsible for growing CDTA services and its customer base. The department provides strategic and service planning, corporate communications, sales and customer support services. This includes route planning and the delivery of customer information (call centers, web site, printed schedules). The department is responsible for all Swiper and ticket sales, public relations, market research and facility advertising. The standing goals of the department are to: Grow Organizational Ridership and Resources Grow Organizational Productivity Improve Organization Image and Community Presence Annual Summary During the upcoming year, the department will be involved in a number of activities: Ridership and Revenue Targets we will establish a ridership increase target of 3% for the year, with a corresponding 3% increase in revenue. We will also establish riders per revenue hour as an efficiency measure and set a system target (perhaps 25 customers per revenue hour). Fares and Rates we will implement our first fare increase in 14 years on April 1, As part of this work, we are reviewing fare products, with the intent of introducing new products that provide value to customers. First on the list is a 31 day rolling pass. Branding we will continue to position CDTA as a growing, vibrant system that is relevant to the community. Relevance is a key component of our positioning and advocacy efforts and this will be strengthened in message delivery. Route 5 Service (BRT) we will install identification pylons along the corridor in 2009 marking the first phase of construction. This will be followed by station installation at select stops. This is a key 49

53 Business Development Department step towards building public recognition for BRT. We will also introduce the BusPlus brand for BRT. Business Development Staff FY2009 FY2010 Senior Manager 1 1 Development 2 2 Schedulers Service Planner 1 1 Public Info Access Transit Operator FT 4 4 Operatior PT 3 3 Sales FT 4 4 Sales PT Service Planning and Implementation Plans We hope to advance service expansion plans for the Schenectady route network and for NX commuter services. The plans are ready for implementation but require operating funds. We will also review the Troy route network using review principles adopted in our Transit Development Plan. Customer Information and Communication the focus continues to be on making the system easier to understand and simpler to use. Providing tools like pod casts, blogs and electronic payment systems are high on the list of things to accomplish. We are advancing real time information at bus stops and will integrate them with our web site and other electronic communication methods. Consolidate Call Centers we will merge telephone information and access call centers at our new 85 Watervliet Avenue facility. We expect to move the units during the summer and will consolidate functions shortly thereafter. Once the units are housed together, we will merge their functions, improving efficiency and delivering improved performance to customers. Outreach, Communications and Community Relations we will continue to position CDTA in terms of relevance and influence to the community. This requires open communication with a range of constituents to drive home messages about public transportation and the important role it serves in the Capital Region. This includes meeting and outreach with elected officials, government leaders and public officials. It also includes meetings with civic groups, neighborhood associations, chambers of commerce, business groups and associations. Land Use and Development We will hold a land use workshop in the spring with local developers and development officials. We will increase our activity on land use planning issues, participating in site reviews, being active on Linkage and other studies, and advocating for transit supportive infrastructure, parking policies and site design. 50

54 Business Development Department Saratoga we have contracted with a consultant team to undertake a feasibility study for appropriate sites for a transit facility in Saratoga County. We are also advancing a plan for the future of the north/south corridor which goes beyond the I 87 corridor and looks to provide transportation connections to a wide group of communities in the study zone. Travel Demand Management we will advance regional congestion mitigation and air quality improvement initiatives. This includes a carpool matching, parking benefit programs for transit users, corporate transit programs and transportation management associations in major employment zones. Street Amenities Program we will upgrade our street amenities network, by replacing shelters to bring our inventory into a common style and expanding the network where demand warrants. Business Development Budget A CDTA bus outside the historic Saratoga Race Track Expense Item Budget 2009 Estimated Actual 2009 Budget 2010 Wages $880,028 $742,738 $845, % Wages Telephone FT $160,518 $176,600 $177, % Wages Sales $187,852 $129,620 $187, % Total Wages $1,228,398 $1,048,958 $1,210, % 51

55 Business Development Department Business Development Budget Continued Expense Item Budget 2009 Estimated Actual 2009 Budget 2010 Market Research $55,000 $265,490 $75, % Schedules $90,000 $69,204 $90, % Material & Supplies $40,000 $124,736 $75, % Dues & Subscription $3,000 $6,620 $5, % Travel & Meetings $26,000 $24,018 $30, % Advertising $365,000 $287,902 $375, % Lease New Office Space $23,500 $23,904 $23, % Subtotal $602,500 $801,874 $673, % CDTA Employees gather for a meeting at the Rensselaer Rail Station. Total $1,830,898 $1,850,832 $1,883, % 52

56 Information Technology Core Purpose To provide exceptional value through the development and support of innovative technologies Core Goal To be a technologically progressive, industry leading department that aligns itself directly with the strategic goals of the Authority Information Technology Department At CDTA, the mission of the Information Technology Department is to provide exceptional value through the development and support of innovative technologies. The primary management projects/processes of the Department include service implementation, service management (including data), customer information, safety and security, asset management, and infrastructure. The Department serves to enhance productivity by achieving operational excellence within system operations, business processes optimization, and the protection, accessibility, and availability of information. The Department provides project management services for new technology initiatives within the Authority, and coordinates with peer departments in developing policies and procedures for utilizing hardware, software, data, and personnel to achieve the strategic goals of the organization. Annual Summary Major focus for the Information Technology Department during this past year covered a number of different management areas. As always, yearly upgrades and replacements of aging server hardware have taken place. Additional investments have been made in infrastructure improvements including completing a number of business impact assessments for major enterprise systems; development of infrastructure to support a fixed camera security system; and telecommunications infrastructure consolidation. Software investments have also been made which included an Authority wide upgrade to Microsoft Office 2007, additional call center software enhancements to lay the foundation for a fully centralized call center and a metrics based approach to its management; scheduling system upgrades (including online trip planners); and continued utilization of the web as an effective mechanism to provide enhanced service to our staff and customers. The Department has decommissioned a legacy customer service tracking application and replaced it with a system that allows the Authority to track customer comments, complaints and suggestions to enable more effective responses to the needs of our ridership. Maintenance of the on board components of the Mobile Data Communications System (MDCS) has been in sourced to Authority personnel, resulting in an enhanced level of reliability of the system. The Department has also made major upgrades to our radio system tower infrastructure, adding a fourth site to address coverage and reliability issues in our Saratoga and Schenectady County regions. The first pilot of real time arrival displays has also been successfully completed. 53

57 Information Technology Information Technology Management Chief Information Officer Christopher Desany Director of Information Technology Help Desk / Systems Infrastruture Application Administration Data Services / Specialization An information management study was conducted to focus on improving business processes (and reengineering), information access tools, database administration, and management metrics. A number of additional projects were identified that will serve to improve operational aspects of the organization. Ongoing efforts to improve information access will remain a high priority for this fiscal year and beyond. To help guide the Department and serve as an investment roadmap for the next 5 10 years, the Department is always continuing to develop and enhance its Strategic Management Plan. These activities have enhanced the Department s ability to effectively service the needs of Authority staff and, more importantly, our ridership at large. Looking Forward The single most important goal of the Information Technology Department is to support the goals and objectives of the Authority as a whole. In particular, Information Technology will be looking to serve as a critical resource in maintaining financial stability, enhancing customer focus, improving mobility and access, integrating transportation and land use, and increasing employee ownership. In support of these goals, the department maintains day to day operations in the areas of hardware, software, telecommunications, infrastructure and data. Additionally, the following capital project initiatives are planned in : Software Replacement/Upgrades This project includes routine software, licensing, services and upgrades to various enterprise business applications and statistical tools for improved reporting and information flows. Other activities of this project include an additional Microsoft Exchange upgrade, a major upgrade to our Maintenance Management Information System that utilizes web technologies, database management system upgrades, and implementation of virtualization and web technologies. Hardware Replacement Upgrades This project includes the normal purchase of replacement hardware, networking, and telecommunications equipment, as well as other office hardware technology tools due to lifecycle/depreciation (5years) and/or system performance 54

58 Information Technology incompatibility. Commitments include investments in workstations, servers (including consolidation), peripherals, and general computer room upgrades. Information Technology Staff FY2009 FY2010 IT Management 2 2 Help Desk 2 2 Application Admin 4 4 Data Services 1 2 Engineering Disaster Recovery Planning (DRP) Upgrades Investment will continue this year to improve the Authority s disaster readiness and contingency planning measures. A number of enterprise systems will receive software and redundant system upgrades to improve the stability and disaster readiness of the Authority s more critical enterprise systems. Building on the work completed last year with business impact assessments, risk assessments, and documentation with be a focus of efforts this year. This project also includes working with our Facilities Department to assess the overall power management strategy of the Authority. Real Time Information In order to improve the quality and reliability of real time information to customers, there are a number of improvements to the existing Mobile Data Communications System scheduled. This includes an upgrade of the Mobile Data Communications System (MDCS), electronic schedule pilots, an expansion of our automatic passenger counters for new vehicles, and services to support automatic notifications (alerts) via phone, text messages, and e mail. These activities are intended to support the upcoming Bus Rapid Transit (BRT) implementation in future years. Call Center Consolidation Currently, the Authority has three distinct call centers located in three different locations, all performing similar work. It is the vision of the Authority to not only combine these call centers into a single physical location, but to cross train roles and responsibilities and dynamically allocate resources to where they are most needed at any one given time. The use of technology will enable operators to more effectively respond to the needs of our ridership. This project will include infrastructure (network) upgrades, telecommunications upgrades, software upgrades, and implementation of the appropriate business processes to support this new model. Application/Web Development CDTA is committed to using the Web as a tool to increase services to our customers, as well as a mechanism to improve internal and back office operations. Last year, these initiatives began with the rollout of two online trip planners. New projects include 55

59 Information Technology upgrades to the cdta.org website, automated alert notifications, social networking, an online application process, and custom built business applications for CDTA staff including a contract management system, a claims and accident tracking system, and online applications for street supervisors working in the field. These activities will require investment in off site collocation infrastructure. Process and Reporting Improvements Building on the Information Management Study work completed during the last fiscal year, additional projects have been identified for the Information Technology Department and other departments, that will focus on business processes definition (and reengineering), reporting methodologies, performance data utilization, and data cleansing. Information Technology Budget Expense Item Budget 2009 Estimated Actual 2009 Budget 2010 Information Technologies $678,360 $528,534 $647, % Total Wages $678,360 $528,534 $647, % View of a CDTA server rack Professional Services $210,260 $124,318 $285, % Telecommunications Service $274,800 $90,716 $255, % Computing Services $40,000 $4,930 $40, % Maintenance Contracts $645,453 $760,902 $766, % Materials & Supplies $30,000 $17,030 $30, % Travel & Meetings $30,000 $21,358 $20, % Subtotal $1,230,513 $1,019,254 $1,397, % Total $1,908,873 $1,547,788 $2,045, % 56

60 Capital Plan Capital Highlights Fleet We will buy 40 new vehicles from our Gillig Contract this year. Four (4) will be hybrid electric, the remaining 36 will be clean diesel ($15.6m). We will also replace six (6) paratransit vehicles ($.54m), five (5) shuttle vehicles ($.725m), and three (3) Commuter Coach style vehicles ($1.35m). BRT Stations Additional BRT related work will continue in FY2010. Stations ($2.15m), and Queue Jumpers ($1.008m) will undergo construction. Shelters CDTA will continue its shelter program ($.5m) which targets 10% of the systems shelters for replacement each year. Security All new vehicles purchased will come equipped with surveillance Capital Projects Fiscal Year 2010 Grant Funded: Federal State CDTA Total Bus Replacement $17,217,100 $821,000 $185,000 $18,223,100 Preventive Maintenance $1,078,400 $134,800 $134,800 $1,348,000 Park & Ride Lots $240,000 $30,000 $30,000 $300,000 Shelters $400,000 $50,000 $50,000 $500,000 Transfer Station Construction $200,000 $25,000 $25,000 $250,000 NY5 BRT: Stations $1,725,720 $215,715 $215,715 $2,157,150 NY5 BRT; Queue Jumpers $806,400 $100,800 $100,800 $1,008,000 Travel Demand Management $420,000 $52,500 $52,500 $525,000 Vanpool Pilot $96,000 $12,000 $12,000 $120,000 Corridor Management $92,000 $11,500 $11,500 $115,000 Air Quality Mandate $359,400 $29,300 $29,300 $418,000 Total Grant Funded $22,635,020 $1,482,615 $846,615 $24,964,250 Non Grant Funded: Total Non Grant Funded $0 $0 $0 $0 Total Capital Projects $22,635,020 $1,482,615 $846,615 $24,964,250 57

61 Capital Plan Normal Replacement Replacement of an asset that has reached the end of its useful life Fleet Street Amenities Software / Hardware High Speed Roll Up doors State of Good Repair Work done to an asset to keep it functioning and well maintained Facilities Upkeep System Improvement Investments designed to improve our system BRT Stations Transfer Station Construction Park & Ride Lots Air Quality Mandate Five Year Capital Plan by Purpose FY2010 FY2011 FY2012 FY2013 FY2014 Total Normal Replacement $ 19,391,100 $ 8,645,000 $ 32,433,891 $ 5,675,000 $ 22,041,591 $ 87,336, % 22.2% 83.9% 24.3% 83.9% 57.8% State of Good Repair $ 100,000 $ 3,995,000 $ 555,000 $ 2,575,000 $ 2,375,000 $ 9,600, % 10.3% 1.4% 11.0% 9.0% 6.4% System Improvement $ 5,473,150 $ 26,257,100 $ 5,674,200 $ 15,144,200 $ 1,840,000 $ 54,188, % 67.5% 14.7% 64.7% 7.0% 35.9% Total $ 24,964,250 $ 38,897,100 $ 38,663,091 $ 23,394,200 $ 26,256,591 $ 151,125,232 Five Year Capital Plan Summary Fiscal Year 2010 was a challenging year for budgets in general at CDTA. On the capital side, the passing of the American Recovery and Reinvestment Act made the situation much better. In terms of capital investment, this federal funding helped CDTA stand still as opposed to taking steps backward. Unfortunately receiving these funds did not allow CDTA to do more capital projects, but it did allow us to stay out of debt on our fleet purchase which is the overwhelming majority of this year s capital plan. This puts the authority in the positive position of owning our entire fleet outright with no future obligations of payment. 58

62 Appendix i Physical Plant Physical Plant Bus & Rail Facilities Albany Division (110 Watervliet Avenue, Albany) The Albany Bus Facility was originally constructed in 1968 with a floor surface area of approximately 125,500 square feet. Garage additions were completed in 1974 and 1989 and office additions were completed in 1980 and This facility serves as the Capital District Transportation Authority s administrative headquarters and is the Authority s primary bus maintenance facility. The floor surface area of the facility is currently 161,600 square feet. The Albany Division is located on the northwest corner of Watervliet Avenue in Western Albany. There are currently 155 buses assigned to the Albany Division requiring some outside parking to accommodate capacity. Schenectady Division (2401 Maxon Road, Schenectady) The Schenectady Bus Facility was originally constructed in 1974 with a floor surface area of 30,000 square feet. A garage addition was completed in 1987 that increased the total floor surface area to 45,000 square feet. This facility serves as the Capital District Transportation Authority s operating base for Schenectady and Saratoga Counties and houses approximately 50 buses. Buses getting ready to leave the Albany Division for service Troy Division (40 Hoosick Street, Troy) The Troy Bus Facility was originally constructed in 1980 with a floor surface area of approximately 60,000 square feet. This facility serves as the Capital District Transportation Authority s operating base for service to Rensselaer County and houses approximately 60 buses. Rensselaer Rail Station The CDTA Rensselaer Rail Station, which opened in September 2002, is the 9 th busiest station in the country, serving more than 750,000 people each year. The multi level facility features retail, commercial and meeting space as well as ticketing, customer comfort and travel features and conveniences. The Rensselaer Rail Station is an 80,000 square foot building, with 67,000 square feet of floor space. 59

63 Appendix i Physical Plant Saratoga Springs Rail Station The renovated CDTA Saratoga Springs station, opened in March It serves approximately 23,000 passengers each year, primarily for travel to New York City. The new station also serves the Empire Corridor with the Adirondack route, which travels to and from Canada, and the Ethan Allen route, which travels to and from Vermont. It is approximately 8,000 square feet and includes rotating art exhibits, a children s play area, and available retail space. 85 Watervliet Avenue CDTA recently purchased a building close to our Albany Facility. The purpose of this acquisition is to consolidate all call center and training activities for the organization. Customers wait in a shelter Park and Ride Lots Region wide, there are about 2000 available parking spaces in 24 Park & Ride Lots strategically located with access to transportation facilities. There are a variety of ownership and maintenance arrangements, with many shared use arrangements that mutually benefit transit, customers, and the hosting business establishment. NYSDOT or municipalities sponsor most lots and CDTA has specific ownership and maintenance responsibility for the Defreestville and Schodack Town Hall lots. Bus Shelters/Stops There are approximately 225 bus shelters served by CDTA transit services. This is an ongoing program to keep shelters and stops in a state of good repair and add to customer amenities. Shelters are added to locations according to a set of criteria that gives priority to locations with more than 100 boardings per day, transfer points, and locations where cooperative road owners or adjacent businesses are willing to share in the site preparation or ongoing maintenance of a shelter. There are over 3,500 bus stops in the CDTA system, primarily located within the public right of way. CDTA has an ongoing passenger information and amenities program to improve the function and safety of these bus stops. 60