Regular Agenda PUBLIC HEARING

Transcription

1 Regular Agenda A PUBLIC HEARING TO CONSIDER THE CITY OF PULLMAN/PULLMAN TRANSIT S TRANSIT DEVELOPMENT PLAN (TDP) AND 2018 ANNUAL REPORT. STAFF REPORT QUESTIONS FROM COUNCIL ON STAFF REPORT OPEN PUBLIC HEARING CLOSE PUBLIC HEARING DISCUSSION ACTION TAKEN NOTES:

2 REQUEST FOR COUNCIL ACTION ACTION REQUESTED: For meeting of: 10/30/18 Hold a public hearing to consider the City of Pullman/Pullman Transit s Transit Development Plan (TDP) and 2017 annual report. BACKGROUND: All public transit agencies in the state must submit a six-year transit development plan annually to the Washington State Department of Transportation (WSDOT). The TDP serves as a measure of how local transit systems are performing and what their future plans are. The information becomes part of the WSDOT Public Transportation Division s annual report, which is presented to the State Legislature and referenced during policy and funding decisions. A condition of submittal is that the plan be presented and have the opportunity for discussion in a public forum. A later date will be set for Council to act on the TDP and any comment received during the public hearing. RECOMMENDATION: Hold a public hearing wherein the City of PullmanfPullman Transit s Transit Development Plan and 2017 annual report can be presented and discussed. FISCAL IMPACT: $ BARS Code Number SUBMITTED BY: ATTACHMENTS FOR COUNCIL REVIEW/ACTION: Name Wayne Thompson 1. Pullman Transit 2017 Annual Report and Title Transit Manager Transit Development Plan Dept. Public Works/Transit REVIEWED BY: Initial Date Department Head KG 10/19/18 City Administrator LO 24 (Xj City Attorney -d- i (As to Form) j S.R. #084

3 Pullman Transit - City of Pullman 2017 Annual Report Transit Development Plan Date of Public Hearing: October 30, 2018

4 Table of Contents Table of Contents. 2 Introduction 3 Section 1: Organization 4 Section 2: Physical Plant 5 Section 3: Service Characteristics 5 Section 4: Service Connections 13 Section 5: Activities in Dial-A-Ride 13 Fixed Route 13 Section 6: Proposed Strategies & Goals Services 15 Facilities & Equipment 16 Goals 17 Section 7: Capital Improvement Program Revenue Vehicles 17 Facilities 18 Section 8: Operating Data: 2017 (Actuals) (Forecasts) 18 Section 9: Operating Revenues and Expenditures 2017 (Actuals) (Forecasts) 19 6-Year Transportation Improvement Program (CIP Version) 20 Operating Data spreadsheet, Operating Revenues and Expenditures, Actual and Forecasts: Operating Revenues and Expenditures, Actual and Forecasts: Operating Revenues and Expenditures, Actual and Forecasts: Operating Revenues and Expenditures, Actual and Forecasts: Operating Revenues and Expenditures, Actual and Forecasts: Operating Revenues and Expenditures, Actual and Forecasts: Operating Revenues and Expenditures, Actual and Forecasts: Page I 2

5 Introduction Pullman Transit is a city-owned public transportation service, authorized in Chapter 36.57A of the Revised Code of Washington (RCW 36.57A), and located in the city of Pullman, Washington. Pullman Transit began providing public transportation services in Pullman Transit s main governing body is the Pullman City Council. The transit system is a division of the city s Public Works Department and is under the direction of the Director of Public Works. Transit staff handle day-to-day operations and administration while support services such as finance, human resources, and building and vehicle maintenance are provided by other city departments. The Transit Development Plan (TDP) provides a reference point when considering and developing future service designs, capital facilities, equipment, agency policies and other key business strategies. It also serves as the basis for developing future operating and capital annual budgets. Copies of this document are available on Pullman Transit s website. Page I 3

6 Section 1: Organization Pullman Transit s service area is the City of Pullman city limits, with a % mile extension outside of the city limits for Dial-A-Ride only. Following is the organizational chart for Pullman Transit: Director of Public Works FT Bus Washers -21 IPT Bus Washers - 3 J Pullman Transit Organizational Chart Page I 4

7 At time of publication, Pullman Transit employed: Transit Manager 1 FTE Operations Supervisor 1 FTE Transit Administrative Supervisor 1 FTE Training and Safety Officer 1 FTE Dispatchers 4.5 FTE Bus Washers 3.0 FTE Transit Drivers 28.4 FTE TOTAL 39.9 FTE Pullman Transit is funded through a combination of utility tax, fares and fare contracts, and Federal and State grants (major fare contracts are outlined in Sections 3 and 5). Section 10, Operating Revenues and Expenditures , details current and projected revenues and expenses. Section 2 Physical Plant Pullman Transit s administrative offices are located at 775 NW Guy Street in Pullman within the city s Maintenance and Operations yard. These administrative offices and bus storage facility are separate from all other city divisions located in the city yard. Conveniently, the vehicle maintenance facility is also located within the city yard, but is operated by the city s Equipment Rental Division. Section 3 Service Characteristics In 2017, Pullman Transit provided fixed-route service for the general public within the city of Pullman and on the Washington State University (WSU) campus. In addition, Pullman Transit provided corresponding accessible paratransit service (Dial-A-Ride). Because major service changes occur over the summer, our schedules are set on an academic year basis. This works well for the Pullman School District and WSU as well, so our 2017 service characteristics are summarized separately here in and blocks. Core Service A. Pullman Transit offers its accessible paratransit service (Dial-A-Ride) year-round, on a schedule concurrent with our fixed-route service (discussed below). Paratransit service is available to senior citizens (age 65 and over), and persons with disabilities (ADA and non-ada). Service was provided with four wheelchair-accessible vans and one wheelchair-accessible minibus. Section 8 below shows our operating data for the year. B. Fixed Route service is divided into two levels, Community as our baseline and Community Plus as enhanced for when WSU is in session and our population booms. Page I 5

8 Community Service This is our main, year-round service, operated during periods when WSU is not in session. The periods of operation for Community Service include the longer Summer and Christmas breaks, but also President s Day, Spring Break, and Thanksgiving Week. Routes typically consist of the year-round neighborhood routes (covering Military Hill, Sunnyside Hill, and Pioneer Hill) with connecting service to the residential portions of the WSU campus. These routes have evolved over time, by both name and design. Community Plus Service This is our enhanced service, used when the Pullman population balloons during WSU s Fall and Spring semesters. Community Plus service ran the majority of the year, except for holidays, and periods of school breaks such as spring break and summertime. The route coverage is much the same as in Community service, except evening and Saturday service goes to midnight (rather than just 6:30 p.m.) and on-campus Express service is more frequent (8-12 minutes, rather than 45 minutes). Year-round Sunday service runs from 10:00 a.m. to 5:30 p.m. Holiday Service During both the and the service years, Holiday Service consisted of running the North and South routes, along with Dial-A-Ride, from 10:00 a.m. to 5:30 p.m. Observed Holidays in 2017 include: New Years Day (day after) Labor Day Martin Luther King Jr. Day Veterans Day Memorial Day Thanksgiving (day after) Independence Day Christmas (day after) President s Day operates on Community Service levels, since university offices remain open. Service by school year is highlighted below. Notable Service Changes in 2017 Sunday service was added in August Former local school district tripper routes were appropriately renamed school bus service, after application to the FTA to continue to provide this service. Page I 6

9 LEVELS OF SERVICE FOR YOUR TRANSPORTATION NEEDS COMMUNITY PLUS (expanded service) August 18,2016 May 6,2017 (see speufic route pages for exact times) Coffee, Blue, 5ilver Loop, Crimson (Express 1), Grey (Express 2) routes, PM South, PM North, & Dial-A-Ride.. Saturday Community Plus selvice levels: Sat South, Sat North, & Dial-A-Ride (All OAR Rides after 9:00 PM must be scheduled 24 hour in advanced) 6:30 AM Midnight 9:1SAM Midnight COMMUNIIY (standard service) Community service levels: Blue, Sllvel Loop routes, & Dial-A-Ride Grey.. - Saturday Community service levels: Sat South, Sat North, & Dial-A-Ride Thanksgiving Week Christmas Break.., Presidents Day ,... su CLass Holiday, but all university offices will remain open) WSU Spring Break SummerService... 6:30 AM 7:05 AM 10:00AM 6:30 PM 6:30 PM 5:30 PM November21 26, 2016 December19, 2016 Jan 7, 2017 February 20,2017 March 13 18,2017 May8 Augustlfi,2017 HOUDAY SERVICE Holiday service levels: South, North, & Dial-A-Ride LaborDay Veterans Day Day afterthanksgiving Day after Christmas Day after New Year s.. Martin Luther King Day.. Memorial Day.. Independence Day...,.,... 10:00AM 5:30 PM September 5, 2016 November 11,2016 November 25, 2016 December26, 2016 January 2, 2017 January 16, 2017 May 29,2017 July 4,2017 PULLMAN TRANSIT IS CLOSED: Thanksgiving Day, Christmas Day, New Year s Day and all Sundays HOME GAME FOOTBALL SERVICE: This year s game day service will be determed by WSU with an emphasis on park and ride lots. For home game football schedules go to our website atwww.pullmantransit.com to get the most up to date service descriptions. Note: WSU Home Football Games: September 3rd (Eastern Washington), September 17th lldaho), October 1st (Oregon), October 15th (UCLA), November 5th (Arizona). November 12th (CAL), November 25th (Washington) Pullman School DistrictTripperService: Routes will run From August 31, June 16,2017. This service runs on days when Pullman High School and Lincoln Middle School are in session, See Tripper service pages for maps and times. Figure 1: Service Levels from the system schedule Page I 7

10 93 PULLMAN TRANSIT SYSTEM SCHEDULEI COMMUNITY AND COMMUNITY PLUS SERVICE Pullman Transit has simplified our service levels and hours. We now offer two service levels, Community and Community Plus. COMMUNITY is our baseline service level, and includes the Blue, Silver, Gray, and Loop routes, and runs 6:30am to 6:30pm Monday - Friday. Saturday the North and South routes run 10:00am to 5:30pm. COMMUNITY PLUS service is offered Fall and Spring semesters when WSU is in session. Community Plus service includes the Crimson, Gray. Coffee, Silver, Blue, Loop, North, and South routes, and operates 6:30am to Midnight, Monday - Friday. Saturday the North and South routes operate 9:15am to Midnight. NEW SUNDAY SERVICE - The North and South routes operate 10:00am - 5:30pm the North arid South utes I Standard Fare Tokens (20) Monthly Passe 5eni-Annual Pass Annual Pass buth School Year Pass Summer Youth Pass Figure 2: Service levels from the system schedule Page I 8

11 I 1 I ULLMAN Figure 3: Service calendar from the system schedule Page I 9

12 Fare Structure Fixed-route fare structure, per boarding Pullman Transit offers cash, token and pass options on its fixed routes. Transfers from one fixed route to another are free. Fares increased in August 2017, a basic adult full fare going from $0.50/trip to $0.75/trip, and all other fares adjusted accordingly. This was the first fare increase since 1999, and will conclude with a final increase to $1.00/trip in August Figure 4: Fare and pass information from the system schedule Page 10

13 .... FARES AND PASSES A valid pass or fare must be shown every time you ride! Pullman School District passes are ONLY valid Monday Friday during the public school year. When accompanied by an adult, all pre-kindergarten children can ride the bus free of charge. WSU students, staff, and faculty are pre-paid and can ride by presenting their valid WSU identification to the driv& TRANSFERS When transferring, please notify the driver in advance so that you are sure to make the proper connection. Most transfers take place at the Davis Way Transfer Station or Thatuna St. on the WSU campus. You may also transfer at other locations. FARES YOUTH ADUI1 SEMOII& (K-12) DISABUD Standard Fare Tokens (20) Monthly Pass* Semi-Annual Pass Annual Pass Youth School Year Pass N/A N/A Summer Youth Pass * N/A N/A - Monthly passes valid for calendar months only. School Year passes valid for school year only. Summer youth pass valid June August. IDENTIFICATiON CARDS WSU ID: WSU issues a number of different identification cards. The examples shown here can be used by riders who are currently affiliated with WSU. Note: Community Member ID cards are not valid for riding the bus. PHS STUDENT ID: Used by Pullman LMS STUDENT BUS PASS: Used High School students, Pullman Transit decal by Lincoln Middle School students. required. Figure 5: Fare and pass information from the system schedule Page I 11

14 Dial-A-Ride fare structure, per boarding Pullman Transit offers cash, token and pass options on its Dial-A-Ride service. Fares increased in August 2017, a basic adult full fare going from $0.40/trip to $0.60/trip, and all other fares adjusted accordingly. This was the first fare increase since 1999, and will conclude with a final increase to $0.80/trip in August The pass option was not an available for Dial-A-Ride service prior to the 2017 revision to the Pullman Transit fare structure. DIAL-A-RIDE FARES Effective August 21st, 2017 Cash (One Way) $0.60 Tokens (10) $5.50 Monthly Pass $18.00 Semi-Annual Pass $85.00 Annual Pass $ All passes may be purchased at City Hall or at the WSU Visitors Center. Figure 4: Dial-A-Ride fare and pass schedule Transit Fare Pass System for local educational institutions Pullman Transit has long-standing contracts in place with Washington State University (WSU) and the Pullman School District (PSD) to provide pre-paid fare and pass systems. For WSU, the agreement allows all students, staff, retirees, and faculty to ride the buses and Paratransit vans (if they are eligible) by showing a valid University identification card. Page I 12

15 The contract with the PSD allows students who qualify to ride the Tripper bus (this was changed to formal school bus service in 2017) by showing a school district-issued pass. These students are also eligible to ride all fixed-route services during the week, although their passes are not valid on Saturdays or when the public schools are not in session. In 2017, Pullman Transit entered into a similar agreement with the local branch of Spokane Falls Community College (SFCC). Passes provided by Pullman Transit allow SFCC students to ride, prepaid, Pullman Transit fixed routes. Section 4: Service Connections Pullman Transit provides access to the following public transportation operators and facilities: Wheatland Express, which provides service to the Spokane Airport and charter service in our area. Northwest Trailways regional bus service at Dissmores IGA three times daily. Pullman-Moscow Regional Airport (service is only provided by Dial-A-Ride and only to eligible riders of the service). Council on Aging (COAST) for partnered local Dial-A-Ride service or fixed route connections. Section 5: Activities in 2017 Dial-A-Ride Annual ridership surged to 23,121 in 2015, and has remained above 20,000 every year since then. Rides in 2017 were no exception, and we provided 20,419 trips. The service is well used and a vital part of the community s transportation infrastructure. System-wide, Pullman Transit expanded to include Sunday service in August of At the same time, fares increased by 50%. Fixed Route As noted above, service expanded to include Sundays in At the same time, we increased fares for the first time since Spokane Falls Community College joined our prepaid fare pass system in 2017, similar to agreements already in place with Washington State University and the Pullman School District. Our annual contract with the Pullman School District was clarified to provide school bus service, following consultation with, and approval from, the FTA. This replaced the former tripper concept, where we had been obligated to follow community route designs and serve the general public. Similarly, football service on WSU game days continued as a formal charter arrangement approved by the FTA Charter Service process. No private charter companies expressed the interest and ability to provide this pre- and post-game service, so we entered into a three year agreement with WSU to provide Community Event Service. The routes are developed in conjunction with WSU, setting limited park and ride stop locations, which again served over 18,000 football fans in Page I 13

16 After a five year decline in ridership, 2017 was the first year of increased fixed route trips since The year ended with a total of 1,348,276 fixed route trips, up 2.1% from Although service hours increased with the addition of Sunday service, and accompanying ridership for the day hovered around only 300, Pullman Transit was able to maintain a year-round average eof 45.2 rides per hour for This means that trip density is much higher during the busiest times of the year, where most rides are on the WSU campus, aboard the Express routes. Our solution to heavy loads has been to add shuttles to the tail end of shorter school bus routes, which come directly to the WSU campus and make loops amongst the scheduled Express buses. This increases our pickup times to just under five minutes per loop and takes pressure off of the need to transport a large number of students in a short window of time. As we have since the year 2000, Pullman Transit provided no-fare service for our community s Independence Day celebration in July. In addition to our two holiday routes (North and South), we added service from 4:15 p.m. to 11:30 p.m, including extra routes to aid in post-fireworks transport. This service was again very popular, serving more than 1,000 riders. Vehicles and Equipment (Capital) The long-awaited electric-hybrid transit buses both arrived from the Gillig factory in September These buses has been entirely grant-funded, 20% with Federal money and the 80% balance with State funds. Pullman Transit continued to apply for capital grants, and to install bus stop shelters and seats already in inventory, but did not make any other significant capital purchases in General Once again in 2017, we renewed our contracts with PSD and WSU to continue providing transportation services that directly benefit their students and staff. These agreements pre-pay the fares for all WSU and designated PSD students, who ride by simply showing a valid ID. The agreement with WSU also pre-pays the fare for their staff, faculty and retirees who show their WSU ID. Both agreements also cover the fare for eligible WSU and PSD students, as well as qualified WSU staff, faculty and retirees, on Pullman Transit s paratransit service. Contracts have been in place with WSU since 1991, and the PSD since Pullman Transit added the local branch of Spokane Falls Community College to this list of pre-pay student fare contracts in The City of Pullman and Pullman Transit are appreciative of the support and financial contributions of these groups, which greatly assist us in providing needed service in Pullman. With its existing Automatic Vehicle Locator/Global Positioning System contract expiring in 2017, Pullman Transit went through the RFP process and selected the Syncromatics AVL/GPS product. This hardware/software technology package immediately improved the public and Dispatch route tracking abilities, and gave us fingertip access to data reports we had previously lacked. Our most pressing future capital need remains the purchase of new buses and vans to replace our aging fleet. We rely heavily on State and Federal grant funding to provide 80% of these purchases, and contribute the remaining 20% match locally from reserves. To continue this pattern, we must Page I 14

17 remain vigilant over expenditures, and even frugal with our local resources. Maintaining the necessary funding for system stability will require continued support from Federal and State sources, WSU and PSD, and growth in local revenues (utility tax) through population growth. Given these stable revenue sources, we intend to continue providing the type of services our community expects for many years to come. This Transit Development Plan reflects what we want to do if funding allows. As the opportunities provide themselves, we feel it is in our best interest to pursue the potential of growth in our system. As the Pullman community grows, so will the need for additional service. Section 6: Proposed Strategies & Goals The Washington State Department of Transportation (WSDOT) requires that transit agencies report their progress towards accomplishing the state s public transportation objectives. These objectives are identified in the Washington Transportation Plan, Pullman Transit was successful at achieving the state s objectives for 2017, and is working toward those strategies for achieving the state s objectives for 2018 through Additional unfunded projects may be completed as funding becomes available. Conversely, some projects may be postponed if anticipated revenues or other funding opportunities decrease or become unavailable. Services To maintain, preserve, and extend the life and utility of prior investments in transportation systems and services Continued Effort Continuing Effort Pullman Transit added year-round Sunday in Pullman Transit continued its school bus August service relationship with the Pullman School.... District. For the first time since 1 999, Pullman Transit increased its system-wide fares. A one-way Pullman Transit is assessing its schedules and adult fare increased from $0.50 to $0.75, and in service to areas where need and demand are two years will make a final jump to $1.00. greatest through public awareness, community. involvement and verbal surveys. The local branch of Spokane Falls Community College joined WSU and the PSD as agencies Route service schedules will continue to receive providing prepaid fares to its members. adjustments to meet rider demands, and.. improve coordination between existing routes for Working through the FTAs charter service efficiency and effectiveness process, Pullman Transit initiated a three-year agreement with WSU, to provide pre and post- Dial-A-Ride services will continue to meet the game park & ride shuttle service for home requirements of the Americans with Disabilities football games. Act. Continue our partnership with WSU to meet Begin review of current available run cutting and student transportation needs and alleviate on- scheduling software to support both Fixed and campus congestion Demand Response services. Page I 15

18 Continue our partnership with the Pullman School District to meet the needs of student transportation to local schools. Pullman Transit monitors all service through road supervision or GPS tracking on a daily basis to ensure the safety of passengers and employees. Pullman Transit continues to participate in planning efforts to develop and improve alternatives to the single occupant vehicles both in our community and on the WSU campus. Continuing operational and planning coordination with the region s other public transportation providers, including Asotin County PTBA; Coast Transportation Services, Columbia County Public Transportation; Garfield County Transit and the Lewiston Transit System Participation in Washington State University s Comprehensive Transportation Plan Pullman Transit will continue to promote regional connection information with four other public transportation providers, as well as interstate bus and private carriers. Pullman Transit will seek to research future opportunities for greater connectivity to the South Eastern region of Washington State. Pullman Transit will seek to research future opportunities for greater connectivity with the region s economically disadvantaged, those needing medical transportation and Veteran transportation as the opportunities and funding arise. Pullman Transit will continue to coordinate with local law enforcement agencies and emergency services, both with the City of Pullman and with WS U. Continued active participation in local and regional planning efforts including the Palouse Regional Transportation Planning Organization. Facilities & Equipment Preserve existing public transportation facilities and equipment Continued Effort Continuing Effort. Received two 40-foot electric hybrid buses. Pullman Transit will continue to replace vehicles in accordance with the adopted fleet Applied for fixed and paratransit vehicle grants. replacement standards listed in the CIP. Replaced our AVL/GPS bus scheduling and Pullman Transit will continue to research Hybrid tracking software with Syncromatics product. Electric Transportation Equipment to cut down Continued to install in-stock shelters and simme on both noise and air pollution in the areas of seats at bus stops. transit operation. Gathered employee input on improvements to Pullman Transit will continue to follow and Davis Way transfer station research the latest developments of the State Clean Air Act as well as the Alternative Fuels Pullman Transit continues to maintain our transit Act as mandated by the State of Washington facility located on Guy St. currently set to begin in the year Pullman Transit participates in local and regional We will continue to improve shelter locations, efforts to increase and improve security trash receptacles, landscaping, and cleanliness components on routes and at bus stop locations on our buses and at the Transfer Station. throughout the service area. Continued to work with Avista, our local utility provider, to coordinate a possible facility upgrade to accommodate electric buses. Page I 16

19 Goals Pullman Transit will continue to seek a solid foundation, upon which it can grow to meet the needs of the community, at a sustainable rate. If considerable growth is on the horizon for Pullman Transit, then funding for new or expanded facilities will be part of the planning process. At the same time, an unavoidable expense will be the capital investment in replacing an aging vehicle fleet. We will face challenges, but intend to do so systematically with a positive end result being a solid part of our plan. Pullman Transit goals for Operate in a financially responsible and sustainable manner: Continue to work towards becoming an increasingly viable transportation alternative Maintain and replenish capital assets on a planned schedule Reduce environmental footprint through implementing new usage of alternative fuels and/or technology Provide effective (safe, reliable & on-time), customer-friendly local transit services that meet the needs of our community Enhance the customer experience through service enhancements and data sharing Continue to develop and strengthen our partnerships with other peer and funding agencies, Community & Economic Development groups, and our own represented employee group. Section 7 Capital Improvement Program The 6-year capital plan supports maintaining existing service, with incremental growth as needed. Pullman Transit s Capital funding priorities are: Maintenance and/or Replacement of revenue vehicles and infrastructure in accordance with Washington State Department of Transportation (WSDOT) and Federal Transit Administration (FTA) guidelines. Capital vehicle purchase is generally predicated on receipt of grant funding at the 80 percent grant I 20 percent local allocation or match. Revenue Vehicles Pullman Transit has reviewed its vehicle replacement criteria and has determined that it is feasible to extend the life of coaches from the WSDOT replacement guidelines of 12 years and/or 500,000 miles to 15 years and/or 750,000 miles. Additionally, the van replacement criteria have also been extended from the WSDOT guidelines of 5 years and/or 150,000 miles to 7 years and/or 250,000 miles. These vehicle replacement criteria changes are based on using best maintenance practices, completing scheduled preventative maintenance, and repairing vehicle system breakdowns as they occur to minimize the impact of equipment failure. Delivery of coaches is expected to be in the year after funds are encumbered but can take up to 18 months for delivery from point of bus order confirmation. The following tables reflect the desire of Pullman Transit to replace vehicles according to the aforementioned practices. This replacement schedule is provided with the assumption of Page I 17

20 funding assistance through State and Federal opportunities and does not currently have funding secured. Facilities The primary facility focus during capital projects is maintaining existing facilities, improving facility safety and placing new bus shelters. We will continue providing Simme-Seats for stops as not every stop needs a shelter, but many can use a form of seating platform. Our current transit facility on Guy Street is at capacity for housing buses inside at night and research into either a new location, or a satellite facility will need to be considered in the next several years if service expansion is to be a legitimate option. Section 8 Operating Data 2017 (Actuals) (Forecasts) Operating data for 2017 shows a long awaited increase in fixed route ridership, our first since Dial-A-Ride trips were down slightly from 2016, but still over 20,000 for the year. We anticipate both fixed and Dial-A-Ride ridership numbers to continue to rise slightly, up to 1%. Once Dial-A-Ride stabilizes, we anticipate a fleet and service hour expansion would have to be considered if the demand for service remains strong. Fixed route ridership will require a continued commitment to reviewing the efficiency of our service model, primarily the loop versus line approach, and our community s willingness to rely more on a true transfer system. Operational Data is as follows: Ridership 1,348,276 1,361,759 1,375,376 1,389,130 1,403,021 1,417,052 1,431,222 Service Hours 28,027 28,307 28,590 28,876 29,165 29,457 29,751 Mileage 329, , , , , , , Dial A Ride (actual) (I growth) (1 / growth) (I V growth) (1 / growth) (I growth) (1 growth) Ridership 20,419 20,623 20,829 21,038 21,248 21,461 21,675 Service Hours 7,095 7,166 7,238 7,310 7,383 7,457 7,532 Mileage 60,307 60,910 61,519 62,134 62,755 63,383 64,017 Forecasts for are attached as page 22. Page I 18

21 Section 9: Operating Revenues and Expenditures 2017 (Actuals) (Forecasts) Operating revenue and expenditures represent our planned local service level and economic projections. The following assumptions were used to forecast Pullman Transit s yearly projections: Fixed Route Fares/revenue = conservative, 2% increase Dial-A-Ride Fares/revenue = conservative 2% increase Local Utility Tax Base = steady, 1% growth in annual revenue at same tax base Fixed Route Expense conservative, 2% increase. Demand Response Expense conservative, 2% increase. Grant Funding Based on the unpredictable nature of grant awards, we have used a static figure throughout the ength of these projections. Page I 19

22 Section 7: Capital Improvement Program, Projects Local Funds Grant Funds Total New Bus Shelters/Seats 14,500 14,500 Solar lights at bus stops (grant contingent) 5,000 20,000 25,000 Replace Fixed-Route GPS Software 70,000 70,000 Dial-A-Ride Vehicle Replacement 14,000 56,000 70, Projects Local Funds Grant Funds Total Staff Car Replacement (Transit) 40,000 40,000 Transit Shop Electrical Infrastructure Upgrade 35, , ,000 Transfer Station Improvements 10,000 10,000 New Bus Shelters/Seats 14,500 14,500 Fixed Route Coach Replacement 136, , , Projects Local Funds Grant Funds Total New Bus Shelters/Seats 14,500 14,500 Transfer Station Improvements 50,000 50,000 Dial-A-Ride Vehicle Replacement 14,000 56,000 70,000 Solar Lights at Bus Stops 10,000 10,000 Dial-A-Ride Vehicle Replacement 70,000 70, Projects Local Funds Grant Funds Total New Bus Shelters/Seats 14,500 14,500 Transfer Station Improvements 50,000 50,000 Fixed Route Coach Replacement 136, , ,970 Solar Lights at Bus Stops 10,000 10, Projects Local Funds Grant Funds Total New Bus Shelters/Seats 14,500 14,500 Solar Lights at Bus Stops 10,000 10,000 Dial-A-Ride Vehicle Replacement 14,000 56,000 70, Projects New Bus Shelters/Seats Fixed Route Coach Replacement Solar Lights at Bus Stops Local Funds 14, ,194 10,000 Grant Funds Total 14, , ,970 10,000 Page j 20

23 Section 8: Operating Data, Fixed Routes Actual 1%increase 1%increase 1%increase 1%increase 1%increase 1%increase Vehicle Revenue Hours 28,027 28,307 28,590 28,876 29,165 29,457 29,751 Total Vehicle Hours 29,816 30,114 30,415 30,719 31,027 31,337 31,650 Vehicle Revenue Miles 329, , , , , , ,621 Total Vehicle Miles 354, , , , , , ,936 Passenger Trips 1,348,276 1,361,759 1,375,376 1,389,130 1,403,021 1,417,052 1,431,222 Total Diesel Fuel Used 85,953 Reportable Injuries 0 Fatalities 0 Total Vehicle Collisions 27 Actual 1%increase 1%increase 1%increase 1%increase 1%increase 1%increase Dial-A-Ride F Vehicle Revenue Hours 7,095 7,166 7,238 7,310 7,383 7,457 7,532 Total Vehicle Hours 7,548 7,623 7,700 7,777 7,854 7,933 8,012 Vehicle Revenue Miles 60,307 60,910 61,519 62,134 62,755 63,383 64,017 Total Vehicle Miles 64,846 65,494 66,149 66,811 67,479 68,154 68,835 PassengerTrips 20,419 20,623 20,829 21,038 21,248 21,461 21,675 Total Diesel Fuel Used 0 Total Gasoline Fuel Used 11,432 Reportable Injuries 0 Fatalities 0 Total Vehicle Collisions 13 Page I 21

24 Section 9: Operating Revenues and Expenditures, (Continued) Beginning Balances LastVrs],%sh $ Transit Fund 638, Reserve Capital Account 337,492 Total $ 975,839 Revenues Fares, Fixed Route Total Goods/Serv $ 2,334,723 $ 2,334,723 Fares, Dial-A-Ride Cden Actual $ 6,362 $ 6,362 Local Utility Taxes $ 1,173,808 $ 1,173,808 Miscellaneous Revenues $ 1,000 $ 1,000 Grants (admin by WSDOT) $ 944,801 $ 944,801 Total Available $ 5,099, ,492 $ 5,436,533 Operating Expenses Fixed Route 80% $ 3,367,423 $ 3,367,423 Dial-A-Ride 20% $ 841,856 $ 841,856 Actual Total Expenses $ 4,209,279 0 $ 4,209,279 Net Cash Available $ $ jjtal Revenue Capital Revenue (FTA) 2 electric-hybrid buses Totals S 1,320,000 $ 1,320,000 S 1,320,000 0 $ 1,320,000 Capital Exnenditures New Buses Total Capital 1,320,000 1,320,000 0 $ 1,320,000 Endirn, Cash Balances 12/31 $ 889, ,492 $ 1,227,254 Page I 22

25 Section 9: Operating Revenues and Expenditures, (Continued) Beginning Balances Transit Fund $ 644, Reserve Capital Account 583,234 Total $ 1,227,254 Revenues Fares, Fixed Route $ 2,381,417 $ 2,381,417 Fares, Dial-A-Ride $ 6,489 $ 6,489 Local Utility Taxes $ 1,185,546 $ 1,185,546 Miscellaneous Revenues $ 1,000 $ 1,000 Grants (admin by WSDOT) $ 944,801 $ 944,801 Total Available $ 5,163, ,234 $ 5,746,508 Operating Expenses Fixed Route $ 3,434,772 $ 3,434,772 Dial-A-Ride $ 858,693 $ 858,693 Total Expenses $ 4,293,465 0 $ 4,293,465 Net Cash Available S S pital Revenue Revenue 1 New ADA Van $ 56,000 $ 56,000 $ 0 S 0 Totals $ 56,000 0 $ 56,000 Capital Expenditures Transfer Station iniprovements $ 10,000 $ 10,000 NewBusShelters $ 13,000 $ 13,000 Solar lights at bus stops (grant contingent) $ 16,000 4,000 $ 20,000 Staff Car Replaceimsnt (Transit) $ 35,000 $ 35,000 Dial-A-RicleVehicleReplacement $ 56,000 14,000 $ 70,000 0 Total Capital Expenditures $ 72,000 76,000 $ 148,000 Ending Cash Balances 12/31 $ 853, , $ 1,361,043 Page I 23

26 Section 9: Operating Revenues and Expenditures, (Continued) 2019 Reserve Total Transit Capital Fund Account Beginning Balances $ 658, ,855 $ 1,361,043 Revenues Fares, Fixed Route $ 2,429,046 $ 2,429,046 Fares, Dial-A-Ride $ 6,619 $ 6,619 Local Utility Taxes $ 1,197,402 $ 1,197,402 Miscellaneous Revenues $ 1,000 $ 1,000 Grants (admin by WSDOT) $ 944,801 $ 944,801 Total Available $ 5,237, ,855 $ 5,939,911 Operating Expenses Fixed Route $ 3,503,467 $ 3,503,467 Dial-A-Ride $ 884,454 $ 884,454 Total Expenses $ 4,387,921 0 $ 4,387,921 Net Cash Available $ 849, ,855 $ 1,551,990 Capital Revenue Revenue Fixed Route Coach Replacement S 516,000 S 516,000 Totals S 516,000 0 S 516,000 Capital Expenditures New Bus Shehers S 13,000 $ 13,000 Transfer Station Improvements S 30,000 S 30,000 Fixed Route Coach Replacement $ 516, ,000 $ 645,000 Total Capital Expenditures S 516, ,000 $ 688,000 Ending Cash Balances 12/3 1 S 849, , S 1,379,990 Page I 24

27 Section 9: Operating Revenues and Expenditures, (Continued) 2020 Reserve Total Transit Capital Fund Account Beginning Balances $ 671, ,638 $ 1,379,990 Revenues Fares, Fixed Route $ 2,477,627 $ 2,477,627 Fares, Dial-A-Ride $ 6,751 $ 6,751 Local Utility Taxes $ 1,209,376 $ 1,209,376 Miscellaneous Revenues $ 1,000 $ 1,000 Grants (admin by WSDOT) $ 944,801 $ 944,801 Total Available $ 5,310, ,638 $ 6,019,544 Operating Expenses Fixed Route $ 3,573,536 $ 3,573,536 Dial-A-Ride $ 902,143 $ 902,143 Total Expenses $ 4,475,679 0 S 4,475,679 Net Cash Available $ 835, ,638 $ 1,543,865 Capital Revenue Revenue I New ADA Van $ 56,000 $ 56,000 Totals $ 56,000 0 $ 56,000 Capital Expenditures New Bus Shelters $ 13,000 $ 13,000 Tmnsfer Station hrqrovements $ 30,000 $ 30,000 Dial-A-Ride Vehicle Replacennt $ 56,000 14,000 $ 70,000 Total Capital Expenditures $ 56,000 57,000 $ 113,000 Ending Cash Balances 12/31 $ 835, , $ 1,486,865 Page I 25

28 Section 9: Operating Revenues and Expenditures, (Continued) 2021 Reserve Total Transit Capital Fund Account Beginning Balances $ 684, ,086 $ 1,486,865 Revenues Fares, Fixed Route $ 2,527,179 $ 2,527,179 Fares, Dial-A-Ride $ 6,886 $ 6,886 Local Utility Taxes $ 1,221,469 $ 1,221,469 Miscellaneous Revenues $ 1,000 $ 1,000 Grants (admin by WSDOT) $ 944,801 $ 944,801 Total Available $ 5,386, ,086 $ 6,188,201 Operating Expenses Fixed Route S 3,645,007 $ 3,645,007 Dial-A-Ride S 920,186 $ 920,186 Total Expenses S 4,565,193 0 $ 4,565,193 Net Cash Available S 820, $ 1,623,008 Capital Revenue Revenue Fixed Route Coach Replacement S 516,000 $ 516, Totals $ 516,000 0 $ 516,000 Capital Expenditures New Bus Shelters $ 13,000 13,000 Fixed Route Coach Replacement $ 516, ,000 $ 645,000 Total Capital Expenditures $ 516, ,000 $ 658,000 Ending Cash Balances 12/ , , $ 1,481,008 Page I 26

29 Section 9: Operating Revenues and Expenditures, (Continued) 2022 Reserve Total Transit Capital Fund Account Beginning Balances $ 698, ,534 $ 1,481,008 Revenues Fares, Fixed Route $ 2,577,723 $ 2,577,723 Fares, Dial-A-Ride $ 7,024 $ 7,024 Local Utility Taxes $ 1,233,684 $ 1,233,684 Miscellaneous Revenues $ 1,000 $ 1,000 Grants (admin by WSDOT) $ 944,801 $ 944,801 Total Available $ 5,462, ,534 $ 6,245,240 Operating Expenses Fixed Route $ 3,717,907 S 3,717,907 Dial-A-Ride $ 938,589 $ 938,589 Total Expenses $ 4,656,497 0 $ 4,656,497 Net Cash Available $ 806, ,534 $ 1,588,744 Capital Revenue Revenue Dial-A-Ride Vehicle Replacement S 56,000 $ 56,000 Totals $ 56,000 0 $ 56,000 Capital Expenditures NewBusShelters S 13,000 $ 13,000 Dial-A-Ride Vehicle Replacement $ 56,000 14,000 $ 70,000 Total Capital Expenditures $ 56,000 27,000 $ 83,000 Ending Cash Balances 12/31 $ 806, , $ 1,561,744 Page I 27

30 Section 9: Operating Revenues and Expenditures, (Continued) 2023 Reserve Total Transit Capital Fund Account Beginning Balances $ 712, ,300 $ 1,561,744 Revenues Fares, Fixed Route $ 2,629,277 $ 2,629,277 Fares, Dial-A-Ride S 7,165 S 7,165 Local Utility Taxes S 1,246,021 $ 1,246,021 Miscellaneous Revenues $ 1,000 $ 1,000 Grants (admin by WSDOT) 5 944,801 $ 944,801 Total Available $ 5,540, ,300 S 6,390,008 Operating Expenses Fixed Route $ 3,792,265 $ 3,792,265 Dial-A-Ride $ 957,361 $ 957,361 Total Expenses $ 4,749,627 0 $ 4,749,627 Net Cash Available $ $ 1, Canital Revenue Revenue Fixed Route Coach Replacement $ 516, , $ 0 Totals $ 516,000 0 $ 516,000 Capital Expenditures NewBusShehers $ 13,000 13,000 Fixed Route Coach Replacement $ 516, ,000 $ 645,000 Total Capital Expenditures $ 516, ,000 $ 658,000 Ending Cash Balances 12/31 $ 791, , $ 1,498,381 Page I 28

31 Regular Agenda AN ORDINANCE ESTABLISHING A NEW POSITION STAFF REPORT QUESTIONS FROM COUNCIL ON STAFF REPORT ORDINANCE NO AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF PULLMAN, WHITMAN COUNTY, WASHINGTON, RELATED TO FINANCE AND ADMINISTRATION; REPEALING PULLMAN CITY CODE CHAPTER 1.96 FINANCE DEPARTMENT AND DIRECTOR ; REENACTING PULLMAN CITY CODE CHAPTER 1.96 TO CREATE THE FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT, ESTABLISH THE POSITION OF FINANCE AND ADMINISTRATIVE SERVICES DIRECTOR, ESTABLISH THE DUTIES OF SUCH DIRECTOR, AND OTHER MATTERS PROPERLY RELATED THERETO. DISCUSSION ACTION TAKEN NOTES:

32 REQUEST FOR COUNCIL ACTION For meeting of: October 30, 2018 ACTION REQUESTED To authorize the reclassification of the Finance Director position to the Finance and Administrative Services Director position and the accompanying modifications to the City Code to create a finance and administrative services department, redefine the position and duties of the department director, and modify other current job descriptions relating to reporting authority. BACKGROUND To align the City of Pullman s administrative structure with the financial policies, forecasting and duties necessary for the successful management of the City s finances and the success of the City s new biennial budgeting process, the City Administrator has recommended the consolidation and creation of a new finance and administrative services department under a single director who will administer the City s financial planning, policies and biennial budget and provide supervisory oversight of the managers of vital administrative functions ofhuman resources, information technology services and the City Clerk. RECOMMENDATION Pass the attached Ordinance which repeals PCC 1.96 Finance Department and Director and reenacts PCC 1.96 Finance and Administrative Services Department. FISCAL IMPACT $ BARS Code Number SUBMITTED BY ATTACHMENTS FOR COUNCIL REVIEW/ACTION Name: Laura McAloon 1. Staff memo Title: Attorney 2. Ordinance No Department: REVIEWED BY Department Head Initial Date City Administrator (0. t(,( City Attorney (As To Form)

33 CITY OF PULLMAN HIGH Tech, HIGHER Education, HIGHEST Quality of Life 325 S.E. Paradise Street Pullman, WA (509) Fax (509) MEMORANDUM TO: FROM: RE: Mayor and City Councilmembers Karen Sires, Human Resources Manager Reclassification of Position DATE: October 25, 2018 A variety of circumstances have resulted in a proposal for a reclassification of a position. The newly adopted biennial budget process is well underway. One of the necessary requirements for a successful biennial budget is the coordination and guidance on city-wide strategic processes based on present and future service demands, development of written financial policies, a Comprehensive Annual Financial Report (CAFR), revenue forecasting, and multi-year financial planning. The current position of Finance Director includes some of those elements, but the new process will require a much more complex process and require a Director with not only strong financial skills but a broad background in working in a local government agency at a department director level. The structure of the City currently has a Finance Director that is appointed by the Mayor (which would continue for the new position) but reports to the City Administrator for dayto-day processes and procedures. Certain mid-level management positions for Human Resources and Information Technologies and the City Clerk report directly to the City Administrator as well. Although these positions function independently, the City Administrator is generally not the direct supervisor of mid-level management. The proposed job description for the Finance and Administrative Services Director would place the Human Resources Manager, IS Manager, and City Clerk under their supervision in an updated Finance and Administrative Services department. This change would not modify the functions of those three positions, but would modify the reporting and oversite of those positions. The position reclassification is required because of the complexity of the financial forecasting work as well as the level of supervision that will be required of the position.

34 . $11,104/mototal A proposed job description was forward to the City s pay and classification consultant, BDPA, for their review. The following is an excerpt from their analysis. This is a senior management position with oversight for finance, human resources, information technology and city clerk functions. Supervision is exercised over subordinate functional managers with prime responsibility for financial matters serving as the City s Chief Financial Officer. This job also serves as City Administrator in that person s absence. The job requires a Bachelor s degree in financial management, accounting, business or public administration and a Master s degree in Public Administration is preferred, along with at least five years management experience in public sector accounting, auditing, financial reporting, revenue collection and investment management. For internal equity purposes, BDPA recommends the position be assigned to Grade Level 25, comparable to the Public Works Director position. Under FLSA, the position is Exempt. The comparison to the Public Works Director is appropriate due to the variety of duties and number of mid-level managers reporting to the new position. To have such a diverse mix of duties, the individual taking the position is going to have to possess excellent communication skills and the public sector experience will be critical. The breakdown of the costs is as follows: 2019 Costs Proposed Costs Difference in costs $9,404/mo salary $9,7651mo* in salary $361/mo salary $1,700 insurance benefits $1,700 insurance benefits $11,465/mo $0 insurance benefits $361/mototal *This monthly salary would be based on starting an individual at Step 3. be realized if the position was hired at Step 1 or 2. Savings would The request before you tonight is to authorize the reclassification of the Finance Director position to the Finance and Administrative Services Director position and the accompanying modifications to the City Code to create a finance and administrative services department, redefine the position and duties of the department director, and modify other current job descriptions relating to reporting authority.

35 ORDINANCE NO AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF PULLMAN, WHITMAN COUNTY, WASHINGTON, RELATED TO FINANCE AND ADMINISTRATION; REPEALING PULLMAN CITY CODE CHAPTER 1.96 FINANCE DEPARTMENT AND DIRECTOR ; REENACTING PULLMAN CITY CODE CHAPTER 1.96 TO CREATE THE FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT, ESTABLISH THE POSITION OF FINANCE AND ADMINISTRATIVE SERVICES DIRECTOR, ESTABLISH THE DUTIES OF SUCH DIRECTOR, AND OTHER MATTERS PROPERLY RELATED THERETO. WHEREAS, in accordance with the duties set forth in Ch of the Pullman City Code, the City Administrator has recommended the consolidation and creation of a new finance and administrative services department under a single director who will administer the City s financial planning, policies and biennial budget and provide supervisory oversight of the managers of vital administrative functions of human resources, information technology services and the City Clerk; and WHEREAS, it is in the best interests of the City of Pullman to align the City of Pullman s administrative structure with the financial policies, forecasting and duties necessary for the successful management of the City s finances and the success of the City s new biennial budgeting process; NOW, THEREFORE, the City Council of city of Pullman, do ordain as follows: SECTION 1: Chapter 1.96 of the Pullman City Code is repealed in its entirety, together with Pullman City Ordinance Nos , 2018, , 2018; 18 1 l 2, 2018; , 1991; l, 2 and 5, 1985; B 289 2, 1976; and A 888 l, 3, 5 and 6, 1970; and reenacted as set forth below: Chapter 1.96 FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT Sections: Department created Director Appointment Director of Finance and Administrative Services Duties Severability. SECTION 2: There is hereby added a new section to Pullman City Code to read as follows:

36 Appointment Department created. The finance and administrative services department is established and created. Each department and office of the city shall maintain accounts and records of financial transactions in the manner prescribed by the finance and administrative services director. SECTION 3: There is hereby added a new section to Pullman City Code to read as follows: Director The finance and administrative services director shall be appointed by the mayor, subject to confirmation by a majority vote of the City Council. The finance and administrative services director shall serve at the pleasure of and be subject to removal by the mayor. In all cases where the Pullman City Code refers to treasurer or finance director, such provisions shall be construed to mean the finance and administrative services director. SECTION 4: There is hereby added a new section to Pullman City Code to read as follows: Director of Finance and Administrative Services Duties. The powers, duties and responsibilities of the director of finance and administrative services shall be subject to the direction and supervision of the city administrator, under the direction and authority of the mayor, limitation, the following: and shall include, without (1) Receive and safely keep all money and other negotiable instruments which come into the city treasury, and follow all laws of the state of Washington regarding the accountability therefor; (2) Keep such books, accounts, and make such reports as may be required by the Division of Municipal Corporations of the Office of the State Auditor and required practices in governmental accounting; (3) Exercise the duties of the city treasurer as provided in state law, including without limitation the duties set forth in Title 35A RCW, including without limitation, RCW 35A.2l.030 and RCW 35A ;

37 (4) Provide for the payment of expenses, material, purchases and advances by check or warrant, all as set forth in Chapter RCW; (5) Exercise the duties and authorities of the auditing officer as provided in RCW , as applicable to the city; (6) Supervise the human resources department; (7) Supervise the information technologies department; (8) Supervise the office of City Clerk; (9) Submit to the City Council and the Mayor a quarterly report showing actual revenue and expenditures against the adopted budget for the previous quarter and the fiscal year to date; (10) Prepare and present the city budget in the manner and form and at the time required by Chapter 35A.34 RCW and as directed by and in cooperation with the city administrator, and maintain continuous budgetary control of the expenditures of the several departments of the city government; and (11) Perform such other duties as directed by the mayor, or as provided by city ordinance or state law. SECTION 5: There is hereby added a new section to Pullman City Code to read as follows: Severability. If any section, subsection, sentence, clause, or phrase of this Chapter or its application to any person or circumstance is for any reason held to be invalid or unconstitutional, the remainder of the ordinance codified in this Chapter shall not as a result of said section, subsection, sentence, clause, or phrase be held unconstitutional or invalid. SECTION 6: This ordinance shall be in full force and take effect five (5) days from and after its publication, or a summary thereof is published, in The Daily News the official newspaper of the city of Pullman. PASSED by the City Council of the city of Pullman at a regular meeting held on the day of 2018.

38 the day SIGNED by the Mayor in Authentication and Approval Thereof on of Mayor Glenn A. Johnson ATTEST: City Clerk Dee Stiles Elliott Approved as to Form: City Attorney Laura D. McAloon Summary Published:

39 Regular Agenda A MOTION TO AUTHORIZE LETTER OF DIRECTION MODIFICATION AND AN EXCHANGE OF PERFORMANCE SECURITY FOR PARADISE HILLS SUBDIVISION NO. 7. STAFF REPORT QUESTIONS FROM COUNCIL ON STAFF REPORT DISCUSSION ACTION TAKEN NOTES:

40 REQUEST FOR COUNCIL ACTION ACTION REOUESTED: For Meeting of: 10/30/18 Authorize Letter of Direction Modification and an exchange of performance security for Paradise Hills Subdivision No. 7. BACKGROUND: Paradise Hills Subdivision No. 7 is complete with the exception of minor punch list items and sidewalks along five lots of the 18-building lot subdivision. Per previous Letter of Direction Modification the deadline for sidewalk construction is December31, 2018, unless a building permit has been pulled for a lot. The developer has been reminded of this requirement. For this subdivision, a note/deed of trust for Lots 2 and 3, Block 2, Paradise Hills Subdivision No. 7 is currently being held for security. The developer has an offer on one of the lots and is proposing to replace the note/deed of trust with a Letter of Credit. Staff has no concerns with the requested substitution and recommends Council authorization. RECOMMENDATION: By motion, authorize the replacement of Lots 2 and 3, Block 2 of Paradise Hills Subdivision No. 7 with a Letter of Credit as security guaranteeing the construction of public works improvements and sidewalks in Paradise Hills Subdivision No. 7 and authorize Letter of Direction Modification for Paradise Hills Subdivision No. 7. FISCAL IMPACT: BARS Code Number SUBMITTED BY: ATTACHMENTS FOR COUNCIL REVIEW/ACTION: Name Kevin Gardes 1. Paradise Hills 7 Letter of Direction Modification Title Public Works Director Dept. Public Works REVIEWED BY: Department Head City Supervisor City Attorney (As to Form) Initial KG ARL maj Date 10/25/18 10/25/18 10/25/18 S.R. #085

41 LETTER OF DIRECTION MODIFICA TION TO: FROM: RE: Pullman Development Group, LLC (Developer) Kevin Gardes, Public Works Director (Director) Paradise Hills Subdivision No. 7 (Subdivision) DATE: October 10, 2018 The original Letter of Direction for the Subdivision dated January 29, 2014, and modified on May 30, 2017, is hereby modified as follows: Performance security for public works improvements and sidewalks not constructed shall be a letter of credit. The amount of said letter of credit shall be the estimated cost for the City of Pullman to construct said public works improvements and sidewalk. All other provisions of the original Letter of Direction shall remain in effect. Authorized by motion of the Pullman City Council on Acknowledged and Accepted Date: By: Steve Mader for: Pullman Development Group, LLC

42

43 Regular Agenda A MOTION TO AUTHORIZE WORK ORDER 01 BETWEEN THE CITY AND AWC GIS CONSORTIUM FOR ADDITIONAL WORK HOURS. STAFF REPORT QUESTIONS FROM COUNCIL ON STAFF REPORT DISCUSSION ACT ION TAKEN NOTES:

44 REQUEST FOR COUNCIL ACTION For meeting of: October 30, ACTION REQUESTED Authorize Work Order 01 between the City and AWC GIS consortium for additional work hours. BACKGROUND In 2017 Information Systems brought forward a project to establish a Geographical Information Systems program to the Capital Improvement Committee for The budgetary number that was presented was $225,000 to develop a parcel base, along with a program framework. This project was approved by the committee and included in the Information Systems budget in In February the City partnered with Association of Washington Cities GIS Consortium to begin working on a GIS program. This program offers Tiered plans to Cities and Counties at reduced rates. Our initial subscription was 220 hours of consultation time which cost $20,200, knowing this would be a starting point for the larger scope. This work included research with multiple city staff, along with Whitman County and Washington State University. Through this work it produced the attached Strategic Plan as a roadmap for continuing efforts. This also produced an estimate amount of time to construct a parcel layer and begin work on establishing a formal GIS program framework. The scope of work for this change order would be to authorize additional consulting hours for the continued progress of implementing a Geographic Information Systems program. This change order covers two tasks: Task 1: Develop a base Parcel Layer - $65,000 Task 2: Begin developing a GIS Program - $25,000 This Work Order also has a fixed 10% AWC administrative fee ($8,750). The additional hours would cover the City until our renewal in March 2019 at which time we will re-evaluate our progress. RECOMMENDATION By motion, authorized Work Order 01 to continue with GIS development. FISCAL IMPACT $ 98, BARS Code Number SUBMITTED BY ATTACHMENTS FOR COUISICIL REVIEW/ACTION Name: Wayne Brannock 1. AWC GIS Consortium Work Order Authorization Title: Manager 2. GIS Strategic Plan Department: Information Systems REVIEWED BY Department Head (2. City Administrator City Attorney (As To Form) (il

45 r City ASSOCIATION or WASIUNG ION flrdybs CiTIES Non-City Entity AWC GIS CONSORTIUM WORK ORDER AUTHORIZATION Between FLO and the City of Pullman (Client). Signing of this Authorization by FLO and Client authorizes FLO to complete the Work as described below under the terms and conditions of the Master Agreement for Professional Services with the Association of Washington Cities GIS Consortium. The Master Agreement for Professional Services is fully incorporated herein by this reference. FLO Project No.: PF Work Order No.: 01 Project Name: GIS Program Development Project Location: Pullman, Washington SCOPE OF WORK additional consulting hours to use for the following projects: Task 1: Parcel layer Development ($65,000) FLO to begin implementing an efficient workf low that leverages existing supporting data to develop a city-wide parcel layer. Note that this allocated budget will allow for work to begin work. It s anticipated that the total cost of parcel layer development will be approximately $105,000, as outlined in the Parcel Layer Development scope of work attached to the GIS Strategic Plan. Task 2: GIS Program Development ($25,000) To assist with identified priorities in the GIS Strategic Plan. It s anticipated the scope will primarily consist of data cleanup and creation, migration, geodatabase schema development, creating online viewers (via AGOL), and developing SOPs. SCHEDULE OF WORK: FLO will begin work within 7 business days of receiving authorization to proceed. ESTIMATED COST OF WORK: $98,750 (broken down as follows) Fixed cost of $2,500 for 25 hours at $100 per hour. Fixed cost of $87,500 for hours at $1 10 per hour. Fixed 10% AWC admin fee of $8,750 on the total cost of the additional hours, beyond the first 25 (i.e ) So agreed to this 13th day of September, 2018 By FLO Analytics: By City of Pullman: By AWC: Signature Signature Signature Tyler Vick Printed Name Printed Name Printed Name Principal Title Title Title