Rochester Genesee Regional Transportation Authority Annual Report

Transcription

1 Rochester Genesee Regional Transportation Authority Annual Report

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3 Mission To provide public transportation services and commit to the continuous improvement of such services in the greater Rochester region. Vision RGRTA will become recognized in the United States as the leading provider of public transportation assessed by the use of innovative measurement systems. RGRTA will continue to provide efficient, cost-effective, sustainable public transportation with a commitment to customer satisfaction. RGRTA will maintain reasonable fares for our customers who depend upon us for transportation and will create amenities to retain existing customers and attract new customers. Quality Statement RGRTA is committed to providing exemplary service to our customers through the use of innovative practices, cuttingedge technologies, and the continuous improvement of our performance. RGRTA will accomplish this by strengthening our financial position, engaging in strategic planning, focusing on our customers feedback, engaging our employees, and utilizing a rigorous objective measurement process. Values Be a Champion Own RGRTA. We are individually responsible for our collective success. Participate Silence means that you re okay with what is going on. If you disagree, you need to say so. We need to know what you think and then we all need to support the ultimate decision. Customer Focused We exist because of them and we depend on them for our paychecks. We strive to meet their expectations and exceed them. Respect We treat each other with honor, dignity, and respect. We show this by working hard, being on time and prepared, and helping each other succeed by meeting deadlines. Communication If you don t know, then ask. We do not guess. We, Not I We are fully engaged in advancing and defending each other. We don t advance our selfinterest over that of a colleague. We create an environment that helps each other to shine and succeed. Help To Succeed We are committed to identifying problems, opportunities and weaknesses within the Authority. We are equally committed to identifying ways to address them. Defend Decisions We fight with passion for our respective positions until a decision is made. And then we defend with equal passion that decision so that no one would ever know we felt differently. Continuous Improvement We are personally successful if the Authority is successful. We personally dedicate ourselves to getting better, smarter and more efficient so the Authority can do the same. Data Driven We are driven by gathering quality information to drive our decision making. Anticipation We work to think ahead. Today we are thinking about what we ll need tomorrow. Tomorrow we think about what and where we want to be next week. 1

4 R G R TA B o a r d o f Co m m i s s i o n e r s john g. doyle, jr. chairman Thomas R. Argust leslie m. goldstein karen c. pryor Paul j. battaglia, cpa michael p. jankowski treasurer james h. redmond secretary Allen s. bernstein barbara j. jones henry smith, jr. 2

5 Over the last five years, in order to realize the ambitious objectives contained in the Authority s Vision Statement and to ensure that its Strategic and Operating Plans are being aggressively and successfully implemented, management has relied on performance measurement systems which, in turn, are based on the ongoing collection and analysis of data and information. Without question, the success that the Authority enjoys today is the result of the use of performance measurement systems. milo i. turner RGRTA Executive Management Team Hal Carter, General Counsel; Randal Weaver, Chief of Operations; Robert Frye, Chief Financial Officer; Mark Aesch, Chief Executive Officer; Debbie Griffith, Chief Administrative Officer; and Miguel Velazquez, Chief Information Officer. frank vitagliano, jr. vice chairman francis j. falzone non-voting member 3

6 R G R TA S u b s i d i a r i e s S tat s & Fa c t s Regional Transit Service Batavia Bus Service Livingston Area Transportation Service Seneca Transit Service ridership 16,825,791 no. of buses 256 no. of employees 590 ridership 63,127 no. of buses 12 no. of employees 16 ridership 269,660 no. of buses 29 no. of employees 29 ridership 74,864 no. of buses 9 no. of employees 13 service area population 731,780 service area population 58,133 service area population 63,169 service area population 34,241 Lift Line ridership 179,670 Orleans Transit Service Wayne Area Transportation Service Wyoming Transit Service no. of buses 48 no. of employees 102 service area population 731,780 ridership 68,106 no. of buses 9 no. of employees 16 service area population 42,308 ridership 151,950 no. of buses 27 no. of employees 31 service area population 91,491 ridership 86,343 no. of buses 20 no. of employees 23 service area population 41,826 4

7 H i g h l i g h t s f r o m a p r o d u c t i v e y e a r Advanced Traveler Information System ATIS In the fiscal year, two ATIS signs were launched in testing mode at the RGRTA headquarters on E. Main Street and at the Rochester Institute of Technology. This wireless-based technology integrates realtime bus location data derived from satellite-based networks to determine bus arrival times at upcoming destinations. The arrival time information is continually displayed and updated on electronic signage at bus stops and may also be accessed via the internet. This information improves the effectiveness of transportation service by reducing customer wait times and anxiety. Dollar Fare Returns With Ridership At A 20 Year High Regional Transit Service celebrated the anniversary of rolling back the bus fare to its 1991 rate of $1. When across the country public transportation systems are raising fares and cutting service in response to financial pressures, RGRTA celebrated all fare structures remaining stable at the levels. Ridership is at a 20 year high in Rochester even as ridership began to wane and even decrease at a national average of 5%, the Authority saw a modest growth of 0.4% in 2009 and remains stable at 17.7 million customers. TOPS Keeps RGRTA Focused The Transit Organization Performance Scorecard (TOPS) provides a comprehensive view for RGRTA s Board of Commissioners, management, employees, customers and the community as to how each subsidiary company is performing with the Strategic Plan on a quarterly basis. Since its inception in 2008, the TOPS performance measurement system has garnered national and international attention from other transit organizations. 5

8 Bus Naming Campaign RGRTA created a new tradition that celebrates the employees and their families by naming new buses in Monroe, Orleans, Genesee, Seneca, Livingston, Wayne and Wyoming Counties after children and grandchildren ages 12 and under.

9 Co n n e c t i n g to Co m m u n i t i e s Books on Buses Launched in May 2001, the RTS Books on Buses program encourages elementary school children to read. Books donated from schools, organizations and agencies are available on all RTS buses for children ages 1-9. More than 100 schools, libraries, publishers and other organizations have donated over 70,000 books to the RTS literacy program. Just One Can Do Wonders! Regional Transit Service (RTS) and Al Sigl Community of Agencies once again partnered in support of the Al Sigl Just One campaign. This combines two promotional campaigns to directly support the facilities and resources of Al Sigl Center; the $1 fare and donate $1 to Al Sigl. As part of a Connecting to Communities Strategic Pillar, RTS is building relationships with community groups. The motivation behind working with groups such as Al Sigl is to broaden our community presence in support of programs that have a significant impact on our customers lives. We are proud to assist with Al Sigl and help extend their outreach potential to the more than 50,000 customers that ride public transportation everyday. 6

10 R G R TA P R O J E C T S P O I S E D TO D r i v E t h e LO C A L E co n o m y Preliminary architectural rendering of the RGRTA campus improvement project. 8

11 Since 1969, RGRTA transportation services have been taking people to work. Now, on the verge of two major capital construction projects, the Authority is ready to put people to work. RTS Transit Center The development of a new Transit Center in downtown Rochester will create hundreds of construction related jobs for the working families. The completed center will provide more than 50,000 daily customers with shelter from the elements as they make their way to and from work, school and appointments. Total project costs for the new Transit Center are estimated at $47 million, with 80% of funding from Federal Transit Administration funds, 10% from New York State Department of Transportation funds, and 10% contribution from RGRTA. Preliminary architectural rendering of the RTS Transit Center. RGRTA Campus Improvement Project In the fiscal year, the Authority completed several steps moving the project forward toward construction, including: Completion of a detailed Project Implementation Plan FTA issuance of a Categorical Exclusion completing their environmental review. Receipt of ARRA grant award for $3,921,004 and contracted with a Design Build Criteria Consultant to prepare the Design Build RFP. Issuance of the RFP to the design build proposers. 9

12 F I N A N C I A L R E P O R T: fourth straight Surplu s ac h i e v e d Internal Control Statement This statement certifies that management has documented and assessed the internal control structure and procedures of the Rochester Genesee Regional Transportation Authority for the fiscal year ended March 31, This assessment has found the Authority s internal controls to be adequate, and to the extent that deficiencies were identified, the Authority has developed corrective actions plans to reduce any corresponding risk. The Governor s proposed budget for State Operating Assistance (STOA) reflected a cut of $5.1 million from enacted level, representing a 15% reduction. This cut was more than two times the average of the other upstate transit systems. Upon the enactment of the budget all systems were reduced equitably; a cut of 2.1%. This action restored approximately $4.4 million in aid to RGRTA. Of note during the fiscal year the Legislature approved mid-year cuts whereas they were done on an equitable basis. All systems were cut 2.1%, representing a reduction of $1.2 million for RGRTA. The Authority concluded fiscal year with a fourth straight year of net income, or surplus from operations and governmental subsidies totaling $2.2 million. However, after excluding a $5.6 million accounting charge for the accrued liability of Other Post Employment Benefits (OPEB), which requires no actual funding, and excluding a one time charge of $10.8 million for asset impairment related to the defunct Renaissance Square project, net income from operations and governmental subsidies totaled $3.4 million. Fixed route subsidy agreements with educational institutions and other community organizations continue to be a strong revenue stream for generating net income and reducing the Authority s reliance on state aid. During fiscal 2010, revenue from subsidy agreements grew 9.7%, totaling $14.2 million and exceeded fare media based revenue by 20%. Also critical to the Authority s revenue stream is State Operating Assistance (STOA) which totaled $31.6 million for Although this is a decline of 6% from the prior year, it marks the third consecutive year that aid has been distributed equitably. By comparison, fare based revenues totaled $11.8 million, representing a decline of 4.1% from the prior year. The decline is due to the RTS fare reduction in the Fall of Total operating expenses for the period ending March 31, 2010 were $78.3 million a decrease of $0.2 million from the prior year. Excluding the previously described OPEB charges of $5.6 million and $7.4 million for 2010 and 2009, respectively, total operating expenses grew $1.6 million to $72.7 million, representing a 2% increase from the prior year. Balance Sheet The Authority s balance sheet as of March 31, 2010 demonstrates continued progress towards achievement of the Authority s strategic goal of long-term financial success. Total net assets were $91.5 million, representing an increase of $6.9 million from the prior year. This was largely driven by the replacement of 50 revenue vehicles and investments in technology. Total unrestricted net assets measured $19 million representing a decrease of $1 million or 5% from the prior year. These assets provide the Authority with important flexibility to meet future financial challenges. Transit Demand and Productivity Public transportation service demand across all operating companies held steady at 17.7 million customer trips, representing a slight increase of.4% from the prior year. This also continues to be the highest level of service demand in The adjacent chart provides customer trip data for each of the Authority s operating companies as compared to the prior year.

13 On a consolidated basis, service productivity, as measured by customers per revenue mile, improved 2%. The chart below provides comparative data for service productivity at each of the Authority s subsidiary companies for 2010 and the prior year. RGRTA Customer Trips (000s): FY 2010 vs. 09 RTS Lift Line BBS LATS OTS STS WATS WYTS Consolidated , , , ,651 %Change 0.5% -1.1% 2.8% -5.0% 14.6% 16.2% -3.2% -18.6% 0.4% Customers Per Revenue Mile: FY 2010 vs. 09 RTS Lift Line BBS LATS OTS STS WATS WYTS Consolidated %Change 0% 0% 6% -60% 15% 12% 17% -15% 2% 11

14 CURRENT ASSETS BALANCE SHEET 2009 vs (000s) AUDITED FY 2010 FY 2009 VARIANCE % Cash and Short-Term Investments $23,527 $31,474 $(7,946) -25% Accounts Receivable Total $15,403 $11,281 $4,122 37% Self insurance & capital reserve funds $9,543 $10,727 $(1,184) -11% Other Current Assets $801 $808 $(7) -1% Total Current Assets $49,274 $54,289 $(5,015) -9% NONCURRENT ASSETS Capital Assets, Net $70,516 $60,215 $10,301 17% Notes Receivable $- $8 $(8) Paratransit reserve fund $3,148 $3,027 $122 4% Other post employment benefits reserve fund $8,614 $4,397 $4,217 96% Total Noncurrent Assets $82,278 $67,648 $14,631 22% Total Assets $131,553 $121,937 $9,616 8% CURRENT LIABILITIES Accts Payable and Other Current Liability $8,564 $7,956 $607 8% Accrued Wages, Vacation, Pension, Taxes $4,385 $7,360 $(2,975) -40% Reserve for WC and Total Reserve for Claims $5,995 $6,735 $(740) -11% Soil Remediation Liability $289 $211 $79 37% Inventory Reserve $443 $- $443 Total Current Liabilities $19,677 $22,262 $(2,585) -12% LONG TERM LIABILITIES Accrued OPEB liability $20,042 $14,438 $5,604 39% Capital Lease Obligation net of current portion $64 $126 $(62) -49% Soil Remediation Liability net of current portion $296 $489 $(193) -39% Total Long Term Liabilities $20,402 $15,053 $5,349 36% Total Liabilities $40,079 $37,315 $2,763 7% NET ASSETS Invested in Capital Assets, net of capital lease $70,390 $60,029 $10,360 17% Unrestricted $21,084 $24,592 $(3,508) -14% Total Net Assets $91,474 $84,621 $6,852 8% TOTAL LIABILITIES AND NET ASSETS $131,553 $121,937 $9,616 8% 12 REVENUE, EXPENSES & CHANGES IN NET ASSETS 2009 vs (000s) AUDITED FY 2010 FY 2009 VARIANCE % OPERATING REVENUE Total Customer Fares $11,763 $12,287 $(523) -4.3% Total Route Subsidies $14,165 $12,909 $1, % Total Other Revenues $1,492 $2,109 $(617) -29.2% Total Operating Revenue $27,420 $27,304 $ % Operating Expenses & Depreciation Total Personnel Expenses $57,106 $57,982 $(875) -1.5% Total Non Personnel Expenses $21,202 $20,501 $ % Total Operating Expenses (Excluding Depreciation) $78,309 $78,482 $(173) -0.2% Total Depreciation $9,244 $8, % Total Operating Expenses & Depreciation $87,552 $87,335 $ % LOSS FROM OPERATIONS $(60,132) $(60,031) $(101) 0.2% Non Operating Income (expense) Interest Earnings $477 $1,106 $(629) $-56.9% Mortgage Tax Receipts $7,059 $7,165 $(106) -1.5% Loss on Impairment of Capital Assets $(10,687) - $(10,687) % Other Non Operating Income (Expense) $99 $(784) $ % Total Non Operating Income (Expense) $(3,052) $7,487 $10, % EXTERNAL OPERATING ASSISTANCE SUBSIDIES Federal $6,879 $7,042 $(163) -2.3% State of New York $31,551 $33,511 $(1,960) -5.8% Local Government Entities $3,726 $3, % Total External Operating Assistance Subsidies $42,156 $44,279 $(2,123) -4.8% CHANGE IN NET ASSETS BEFORE CAPITAL $(21,028) $(8,265) $(12,763) 154.4% CONTRIBUTIONS CAPITAL CONTRIBUTIONS Federal $24,634 $9,160 $15, % State $3,246 $1,845 $1, % Total Capital Contributions $27,880 $11,005 $16, % Change in Net Assets $6,852 $2,741 $4, % Net Assets BOY $84,621 $81,881 $2, % NET ASSETS EOY $91,474 $84,621 $6, %

15 LO O K I N G F O R WA R D To Looking ahead to the fiscal year, the Authority will move forward in implementing new cutting-edge technologies through the Technology Initiatives for Driving Excellence (TIDE) program giving customers a travel experience second to none. The Authority is also looking forward to: Continuing to build our connection to the community through continuing major businesspartnerships with the Rochester City School District, Rochester Institute of Technology, the College at Brockport, SUNY Geneseo, Nazareth College and Bryant Stratton and by establishing new partnerships throughout the local and surrounding areas. Keeping all fare structures for all subsidiaries at their current levels including the recent enacted fare reduction at Regional Transit Service (RTS), Lift Line, and the Wyoming Transit Service (WYTS). Sustaining another year of projected net income. 13

16 Rochester Genesee Regional Transportation Authority 1372 East Main Street Rochester, New York