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