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Home My WebLink AboutCommuter Rail Committee-Agenda Packets-9/8/2008GitY of ~~ Il~ 7'exa`~ PUBLIC NOTICE COMMUTER RAIL COMMITTEE Monday, September 8, 2008 7:00 P.M. Colleyville Center, 5301 Riverwalk Drive The agenda for this meeting will be as follows: 1. Call to Order 2. Approval of Minutes: August 25, 2008 3. Introduction of Mike Johnston, Interim Assistant City Manager 4. Presentation and question and answer with James Spriggs, Past President of the Irving Chamber of Commerce 5. Discuss and review research to date regarding station impact, the proposed commuter rail project and additional concerns/issues to be addressed 6. Discuss restructure/refocus of existing subcommittees 7. Citizen Comment 8. Adjournment I certify that this notice was posted on the City Hall Bulletin Board on Thursday, September 4, 2008, by 5:00 pm. Christine Loven Management Assistant ----~--. ~~_~ ~_.-.. ..._o...........-:.-.- ~C ~~:~ ~I~(;r~~`-+ Commuter Rail Committee Minutes -August 25, 2008 1. Call to Order Chairman John Gooding called the meeting to order at 7:00 p.m. Present: Bart Butler, Urmesh Shah, John Gooding, Paul Vigiletti, Kristen O'Ragan, Linda Baker, Mike Muhm, Joyce Hammill, John Paul Burnett, James Day, Clif Davis, John Leeper, Fred Mills, Keath Hance Absent: David Grimes, Roger Nelson, Rich Hendler Staff: Kelly Cooper, Terry Leake, Doug Cooper 2. Approval of Minutes: August 11, 2008 August 19, 2008 Urmesh Shah made a motion to approve the August 11, 2008 minutes. Paul Vigiletti seconded the motion, the motion carried. John Gooding made a motion to approve the August 19, 2008 minutes. John Leeper seconded the motion, the motion carried. 3. Report from Terry Leake, Finance Director regarding tax rate Ms. Terry Leake spoke regarding the rail funding as spoken at Pre Council. The tax rate is not changing; it is the same as it was for FY 2008. There is an increase in valuation and new construction. There is no funding for this project in the FY 2009 budget. This year there was very limited expenditure growth in any area. Council provides commitment to one million for street resurfacing and no tax increase. 4. Report from Doug Cooper, Lieutenant regarding crime statistics Doug Cooper reported that he had contacted several area cities regarding crime statistics before and after the opening of a commuter rail station. Richland Hills indicated they had limited crime at station site and limited crime in and around neighborhoods located near stations. Irving also reported minimal crime at the station and surrounding neighborhoods. Fort Worth has experienced some increases and some decreases; however this is seven years of data which will Commuter Rail Committee Meeting Minutes August 25, 2008 7;00 p.m, Page 3 of 4 Additional discussion took place with regard to a 6-10 question survey, and additional public meetings to receive more input. Michael Muhm asked, what is the goal in reaching the population, 5% and 10%. Kristen O'Regan asked will their voice be heard. One criticism of the last meetings is that they weren't heard but rather were divided into smaller groups. Linda Baker included that the committee has no obligation to sell this, we are to gather the facts and present to City Council. Urmesh Shah included that the committee knows what they are asking the public and educate. The last public meetings did not do enough. We must get organized, plan of action to reach more people and that we also need to present the impact the train wi!! have on the city also. James Day indicated that a survey was needed. John Paul Burnett said the committee has to look beyond tomorrow...look 15 years down the road. Bart Butler asked how much input do we need? Can't beat ourselves up to get information. How much more invest in this piece? Information is out there we can't shove it down their throats. Joyce Hammill asked where is the train going to go, how will people get downtown, How many people in Colleyvi!!e are going to get on the train? John Gooding discussed a meeting he will have with the NCTCOG this Friday at 1:00 p.m. They wilt present information on the rail which we will be able to use in presenting to the community. 5. Committee went back to agenda number five and determined to table this item until Fred Mills and John Gooding could suggest a grouping and bring back to the committee at a later date for approval. The committee agreed. 7. Discuss Economic Impact Study -Work with Colleyville City Council to assure funding and undertaking of a Colleyville "T" Station economic impact study John Gooding led the discussion indicating that the NCTCOG has 40 million in grant money available in May for land acquisition, planning and infrastructure. He told the committee he would like the City to write a grant to study ED of the area and possible planning. Staff indicated that in May 2009 is the calf for projects that it would take several months for approval, but May was the deadline. Urmesh Shah included that there would be some type of development on the property eventually. If a station it would be one type of development, without a station another type of development. We are a regional player and there are risks up and down in the city. Fred Mills stated that Economic Development would be very helpful that there would be spin off benefits for Colleyville. 8. Discuss Restructure/Refocus of existing subcommittees The Environmental Impact Statement (EIS) will document the anticipated impacts the proposed Southwest-to-Northeast Rail Corridor project may have on all nearby natural, cultural, and social environments. Impacts that affect the following conditions will be investigated: Group 1 Parklands Land Use Air Quality Floodplains/Hydrology Hazardous Materials Safety/Security Rights-Of-Way/Property Construction Noise/vibration Group 2 Social/Economic Cultural, Historical, Pale ontological Energy Utilities Traffic Transit/Transportation Community Facilities Group 3 Soils Water Quality Biological/Threatened and Endangered species Wetlands Agriculture/Farmland Environmental Justice Visual/Aesthetic Cumulative Effects Page 1 of 2 ~~ Michael Johnston From: John Gooding jcomrailcom@gmail.com] Sent: Sunday, September 07, 2008 6:54 PM To: Michael Johnston Subject: Friday Presentation Mike - I would like to include this email in Mondays agenda packet - Thanks John Karla -Thanks in advance for meeting with Kelly Cooper and myself on Friday. I wanted to send you a few of the facts we spoke about last week so you or your staff can tailor the presentation (if possible ) toward our citizen base. White collar professionals make up a high percentage of the Colleyville population - 43% of the population (total population approximately 23,000) has household incomes above $100,000 and 20.8% have incomes over $200,000. The average home's assessed value for 2008 is $391,133, our city has 7,759 households, with no muti-family housing. The homes average assessed value in the proposed station location is well above the city's average. Colleyville has no "destination" commercial developments or employment centers -the City's total employment is approximately 6,000 people or 455 people employed per city square mile. The proposed station site has 13.2 acres available for development with 30 % of this land located in a flaodplain -there are approximately 20 acres immediately adjacent to this site which is owned by Chesapeake gas company to be used as a future natural gas drilling site. We are interested in: 1) Transit oriented development. 2) Station design and amenities - we would want a station that blends in with the surrounding architecture -mainly brick/stone buildings. 3) Noise mitigation for immediate surrounding area, concern for overflow parking and security options also for immediate surrounding area. 4) NOT becoming a parking lot for Northeast Tarrant County residents who wish to take the proposed train. Our committee is investigating satellite parking options. 5) Future regional mobility issues -including population projections, congestion projections, highway funding deficits ,needed infrastructure improvements and funding shortfalls. 6) Benefits of commuter rail -including but not limited to air quality and noise benefits vs. automobiles, congestion avoidance, etc. 7) Specific destinations available for Colleyville citizens on proposed Southwest-to-Northeast Rail Corridor -including large employment centers, entertainment venues (museums, zoo, Stockyards, Dallas West End, etc.) and any other destinations that maybe of interest to our citizens. Where will the 9/8/2008 Yage G vI L train stop be at DFW Airport and what transportation options are available once arriving at the airport. Some destinations are available with a transfer from the proposed SW-to-NE rail line -what are they, where does a transfer take place, additional costs, an estimated time frame -would all be of interest. 8) Future destinations with future proposed public transportation routes -along with proposed timeframe. I understand this request is for quite a bit of information - but I also believe you may have already have most of this information -although not in one package. In the end we would like to use this information to educate our citizens on the proposed commuter operation as well as the proposed station stop here in Colleyville. I would like to come away with a powerpoint presentation we could give to several of our community and civic groups. Thanks Again John Gooding 9/8/2008 {. ~y. r~. ~`• ~~~f ° r the '~ Jr~, ,i ,u . R. Aa:Y`- ~. ~• .., Ct I r .. - -~ " ,,~ ~. - .~ .s- ,.. ~, t,' c;~...~ ,~~,~ y .. "'~~' ~ _ ~~r ~ ~ .. ..~n ~ ~.... ~ K T "N'~ "may"-., t ~ "-- g ~~~~y" ~M. . L. ~--" - _ .~- .~-- L ^.- _ ==-_'"`-~-- ~;,i3i~.re~ ~~; ~~- .~ ...- " ~,.-tom"" .~" „1; ,_ -- ~ _ s __ _ ,~.,,..__.- v~ . , ._- ,.,_, - l ~ _~ ~" ! ~/ ., i ~. :~ - , ~ _ _ ~~ ~..._~~...~~ J1 ie~r r i ~ ~ ~ {..~ , p o ~~ "4'y.! ~ r ~ ~ y ~~" :~".y~JNY' ;~J~~~ fd ~ Ss-.. > "r' t3 , e ^^ T _ • ~ Fiscal 2007 Business Plan & Annual Budget FORT .WORTH TRANSPORTATION AUTHORITY ~T ~~ FORT WORTH, TEXAS ~. ~. FORT WORTH TRANSPORTATION AUTHORITY FY 2007 Business Plan and Budget Table of Contents Board of Directors ...................................................................................................................... l Letter from the President ...........................................................................................................2 List of Principal Officials ..........................................................................................................3 FWTA Organization Chart ........................................................................................................4 GFOA Distinguished Budget Presentation Award ....................................................................5 FY 2007 Business Plan Business Plan Introduction ............................................................................................6 Mission and Goals ........................................................................................................10 FY 2006 Accomplishments ..........................................................................................12 FY 2007 Organizational Charts, Goals, Objectives and Departmental Projects .........14 FY 2007 Budget Budget Introduction .....................................................................................................85 Five-Year Financial Forecast .......................................................................................90 Operating Budget Summary ........................................................................................91 Summary of Positions ..................................................................................................96 Capital Budget Capital Improvements Program ...................................................................................98 Appendix Glossary .....................................................................................................................123 Transit Acronyms .......................................................................................................126 Fare Structure .............................................................................................................127 Service Area Map ......................................................................................................128 ~ `_ ~ ,: FORT WORTH TRANSPORTATION AUTHORITY 2007 Board of Directors 1 Robert Jameson Chairman Eduardo Caiias Vice Chairman Robert Parmelee Secretary Reby Cary Paul Geisel Jeane Grisham Mary Volcansek Gary Havener Curtis Toombs the `, THE FORT WORTH TRANSPORTATION AUTHORITY 2007 BUSINESS PLAN & ANNUAL BUDGET Letter from the President January 2007 This is the 2007 Business Plan and Budget for the Fort Worth Transportation Authority (The T). This "Plan" and Budget are The T's guide and schedule for providing economical and efficient transportation services to the citizens of The T's service area and member cities. It also documents planned capital expenditures, which will further enhance The T's ability to provide efficient transportation service. The T's Strategic Plan, adopted in 2005, has been used to help 4 guide the staff in the development of goals outlined in this plan. This Business Plan then, becomes the annual operational plan for implementing that Strategic Plan. The Business Plan was developed through a series of meetings in 2006 including a Board of Directors retreat and a staff retreat. During that retreat, the Strategic Plan was used along with a list of accomplishments for 2006 to build on for goals for 2007. The Budget is balanced and r was approved by the Board of Directors on September 21, 2006. The Business Plan focuses on complementing the Budget and fulfilling goals set out in the Strategic Plan. The Goals of this Business Plan and Budget address operational issues facing The T and related to each of the Goals identified in the Strategic Plan. The primary organization goal is to increase ridership, both in the short term through service improvements, marketing and other improvements and in the long term through projects relating to developing a regional transit network, more commuter rail corridors and regional cooperation. The T's Board of Directors and staff are committee to accomplishing the diverse components of this plan and we expect to report consistent progress in achieving the established goals. Sincerely, R~~'~/ Richard L. Ruddell President/Executive Director ~" 2 FORT WORTH TRANSPORTATION AUTHORITY List of Principal Officials October 1, 2006 Board of Directors Robert Jameson, Chairman Eduardo Canas, Vice-Chairman Robert Parmelee, Secretary Reby Cary Jeane Grisham Gary Havener Robert Parmelee Curtis Toombs Mary Volcansek Administration President/Executive Director Executive Vice President/Chief Operating Officer Senior Vice President Vice President/Chief Financial Officer Trinity Railway Express/Chief Operating Officer Vice President Project Management Director of Transportation Services Assistant Vice President General Counsel Director of Accounting Director of Human Resources Director of Information Technology Director of Maintenance Director of Marketing Director of Paratransit Operation Director of Planning Director of Contract Administration & Purchasing Richard L. Ruddell Anthony V. Johnson Nancy Amos Robert Harmon OPEN Ken Frost Al Johnson Carla Forman Sylvia Hartless Rebecca Thornton Melanie Kroeker Bobbie Morton Ron Anderson Richard Maxwell Lauri Brown Curvie Hawkins Don Bransford ~"° 3 ~~ ''~ U `~ ~ a I ~ s U 1 ~" ' Q o o ~ ~ Q . a~ U W ~, ~ G '~ Q ~ y n > ~~„ ~~ ~ ~ ~ O G,t~ ~p 3 : ~ ~ ~ 0 ~ ~, ~ ~ ~' '~'"~ Q _ ~ ~ x ~, W ~ d y ~ .~ h ~ Q ~..-, d a ~ a ~_ ~ _~ U O F., ctl a x o x x s. ~ ~ o n. ~ ~ c¢' '~ '~ x ~ 3~ ~° x ~ ~. ~ o ~ U v Q ~ o a~ ~~ ~~ ~ o ~ O ~ as a~ O ~ n bq p; N ~ ~ .~ v Gt, 0 ~ bA ro a v GO ~ ^ fY. ~ . ~ ~ w. ~ T ~ O ~ y .C-~ ~ 'b W O `~' ~. y L~. cn y 0 U ~ ~.~,.~ O b~.0 qj .~ G ~ ~ v p .. ~.. .~ Op ., a> a~ :~ ~~ ~ ~ a ~ U ~ ~ ~ N 0 O N a~- ~ C.' U w ~ 4 n+ GOVERNMENT FINANCE OFFICERS ASSOCIATION D is tin u fished j ~ r Bud e t Presentation g Award PRESENTED TO Fort Worth Transportation Authority Texas For the Fiscal Year Beginning October 1, 2005 President Executive Director 5 FORT WORTH TRANSPORATION AUTHORITY 2QQ7 business Plan Introductan General ~~ The Fort Worth Transportation Authority (the "FWTA" or "The T") is a regional transportation authority of the State of Texas, created pursuant to Chapter 452 of the Texas Transportation Code, and confirmed by a public referendum on November 8, 1983. At the time of inception, a $.0025 or one-fourth cent sales tax was imposed on certain retail sales within the City of Fort Worth in order to provide a stable funding source for mass transit operations. As called for on the original ballot, the sales tax rate was increased to $.0050 or one-half cent in January 1989. For the first several years of its existence, the FWTA provided services only to Fort Worth; however, in November 1991, voters in the City of Lake Worth approved a $.0050 or one-half cent sales tax rate increase for the purpose of joining the transportation system. The communities of Blue Mound and Richland Hills followed suit in May of 1992. Effective September 13, 2003, voters in the City of Lake Worth elected to withdraw as a member of the transportation system. - . On November 7, 2006, voters in the City of Grapevine elected to approve a $.0050 or half-cent sales v tax increase for transportation, of which The T will receive $.0038 or three eights cent sales tax for the construction and operation of a commuter rail through Grapevine and into DFW Airport. This is a significant milestone in support of public transportation in Tarrant County. This action by the Grapevine citizens marks the first time in 15 years that a new city has joined with the FWTA, which will help make transit options available on a regional basis. On November 16, 2006, The T's Board of Directors adopted the Preliminary Locally Preferred Alternative for Transit Improvements. Grapevine is at the northeast end of the proposed 40-mile ~, ~ Southwest-to-Northeast Transportation Corridor that begins near Dirks Road, in southwest Fort ` Worth and runs northeast through downtown Fort Worth and 16 other cities. From Grapevine, the route will turn south in to Dallas Fort Worth International Airport. The T is committed to partnering with Fort Worth and Grapevine as well as other Tarrant County '~ cities to help alleviate growing congestion through the strategic expansion and enhancement of public transportation. The FWTA has specific legal authority defined in the State enabling legislation. Anine-member Board of Directors governs it, with eight members appointed by the Fort Worth City Council and one ~' member appointed by the Tarrant County Commissioners Court. The Board of Directors establishes .~ policies, reviews and adjusts services, develops and maintains along-range service plan, approves all purchases exceeding $25,000, and ratifies the FWTA's Operating and Capital Budgets. K..I: ~~ The President/Executive Director of FWTA works directly for the Board of Directors under an employment contract. Approximately 95 employees including senior staff and department heads also work for the FWTA under the direction of the President/Executive Director. Pursuant to a contractual agreement, McDonald Transit Associates, Inc. manages the operations of the FWTA's 6 ~.:¢ public transit bus system including fixed route operations, MITS operations and bus and facility maintenance. Service Area The FWTA service area includes the cities of Fort Worth, Richland Hills and Blue Mound, all located in Tarrant County, in north-central Texas. The area encompasses 322 square miles and serves a population of 672,550 as of January 1, 2006. This does not include the City of Grapevine who joined with The T through a contractual arrangement earlier this year as part of the proposed Southwest-to-Northeast Transportation Comdor. The proposed service is projected to begin in 2013. Tarrant County is one of the fastest growing urban counties in the United States. It was established in 1849 and now consists of 41 incorporated areas, covering 864 square miles. Tarrant County led all counties in Texas by adding 59,300 persons, as of January 1, 2006, pushing the county's total population to 1,702,250 residents. Tarrant County is ranked third in the state, and eighteenth in the United States. The FWTA also provides service to the area through its joint venture Trinity Railway Express (TRE) commuter rail service. This commuter rail service between downtown Fort Worth and downtown Dallas provides several park and ride facilities along the heavily traveled highway 183!121 corridor from Fort Worth to Dallas, and extends The T's services to many customers who do not live in the service areas of public transportation authorities. Another way The T provides service outside its fixed route service area is through vanpools. Partially paid for through federal grants, vanpools are established by working with employers and their employees. Additionally, the FWTA provides transportation services to others outside its service area through federal grant programs designed to assist non-member cities with their transportation needs such as the North East Transportation Services (NETS) and Tarrant County Transportation Services (TCTS). Facilities Hershel R. Payne Transportation Complex, a consolidated facility completed during fiscal year 1997, serves as the FWTA maintenance, operations and administration center just east of downtown Fort Worth. The T operates transfer centers at two area malls, La Gran Plaza de Fort Worth at I-35 South and Seminary Drive and Ridgmar Mall at I-30 and Green Oaks. Locating a transfer center on mall property is good for local merchants and FWTA customers. These facilities provide outstanding passenger amenities, while efficiently transferring our customers to other parts of the service area. The East Fort Worth Transfer Center is located at 4100 East Lancaster. This facility was originally 7 constructed in 1999 and renovated in 2003 to include additional passenger amenities. During early 2006, the landscaping was enhanced to include new stonewalls and an upgraded sprinkler system. The facility also received a new coat paint to match the color scheme of all of our new bus shelters. This covered transfer center provides a convenient and safe place for passengers to efficiently transfer to buses going to different parts of the service area. The Airporter Park-and-Ride facility, constructed in 1989 at 1000 East Weatherford, is owned by the FWTA and is operated by a contract service provider as a base for providing transportation between ~,~- downtown Fort Worth and the Dallas/Fort Worth International Airport. Apark-and-ride facility located at the intersection of I-35 and Alsbury Road in far south Fort Worth provides for commuter express bus service to downtown Fort Worth and to the Bell Helicopter assembly plant. There are five THE stations in Tarrant County, which are as follows: 4 - Texas and Pacific (T&P) Station at Lancaster and Throckmorton Streets. Wood Partners Group developed condominiums on the upper floors, above The T's waiting room. - Intermodal Transportation Center (ITC) at 9th and Jones Streets. The T's Customer Service Call Center is located here and it is our major transfer center. Enterprise Rent-A- Car, Amtrak and Greyhound Bus Lines lease space at the ITC. - Richland Hills Station at Handley-Ederville Road and Highway 121; - Hurst/Bell Station at Bell Spur off Highway 10 across from Bell Helicopter; - CentrePort/DFW Airport Station off Highway 360 just south of DallaslFort Worth (DFW) Airport. This station has an expanded parking lot, a restroom and shuttle service to DFW Airport. Service Updates Total bus ridership for the year ended September 30, 2006, was 6,256,000, an increase of 720,000 passenger trips or 13% over fiscal year 2005. Part of this increase was due to a new express route to the Alliance Airport Corridor, system additions and other minor changes. Another factor in our increasing rider ship is the relocation of displaced persons from New Orleans, due to hurricane Katrina. In addition, the cost of fuel had a major impact on ridership during fiscal year 2006. Grant Funded Programs The FWTA currently has five granted funded programs. These programs are: - The Vanpool Program, which is open to anyone whose trip begins or ends in the FWTA E service area. This program is funded through a federal grant with a local match from the ~,~ FWTA. In addition, program fees are charged to offset a portion of the program's operating costs; °' ' - The North East Trans ortation Services p (NETS) provides rides for the elderly or disabled -< within the seven-city area (Bedford, Euless, Grapevine, Hurst, Keller, North Richland Hills and Watauga). The FWTA oversees the operation and the American Red Cross is the provider; 8 - Tarrant County Transportation Services (TCTS) provides rides for the elderly or disabled. This service is for residents within Tarrant County, but outside the FWTA service area. The American Red Cross is the provider and the FWTA oversees the operation; - Regional Transportation Demand Management is a program designed to encourage employers to manage their employees' commutes by purchasing E-Passes for their employees; and - Northeast Tarrant County Job Access funds were made available to The T through the NCTCOG to fund transportation service expansion from the THE CentrePort Station to employment sites in CentrePort. As required by Job Access Funding, the service provides access to employment, occupational training and other employment-related activities. Trinity Railway Express (TRE) The Trinity Railway Express provides passenger rail service between the cities of Fort Worth and Dallas. The 34-mile route serves ten stations, and is anchored at each end by restored railroad stations: Dallas Union Station, built in 1916, and the Texas & Pacific Passenger Terminal in Fort Worth, an art deco structure opened in 1931. THE had 75,383 Tarrant County hoardings during September 2006, which is a decrease of 3,122 passenger trips over September 2005. Average weekday ridership for September 2006 was 8,576 passengers, a decrease of 270 passengers. The former Rock Island line used by THE was jointly purchased by the cities of Dallas and Fort Worth in 1983. The cities turned THE ownership over to the FWTA and Dallas Area Rapid Transit (DART), who developed and now manage the TRE. Herzog Transit Services dispatches and operates THE trains and provides track maintenance under an operating contract. Burlington Northern Santa Fe (BNFS) and Union Pacific Rail Road (UPRR) have rights to operate freight trains on the line for a fee. THE purchased 13 Rail Diesel Cars (RDCs) from Via Rail Canada in 1993 and refurbished by AMF Transport). These are diesel powered push pull train sets. Additions to the fleet include (6) locomotives and (10) refurbished bi-level coaches, which were purchased from Canada's GO Transit, and are supplemented by (7) cab cars. Frequent service is provided Monday through Friday between Dallas and Fort Worth. On Saturdays, trains operate between Dallas and Fort Worth on 90-minute headways between Dallas and Fort Worth. There is no Sunday service. Airline passengers can take advantage of the free shuttle buses that run between terminals at the Dallas-Fort Worth Airport and the THE CentrePort station. Evening and Saturday THE trains also make a 10th stop at Victory Station for passengers attending Dallas Stars and Dallas Mavericks home games and special concerts at the American Airlines Center. 9 FORT WORTH TRANSPORTATION AUTHORITY 2007 BUSINESS PLAN THE ~ISSICIN We will provide quality public transportation to meet the mobility needs of our region. f}UR STRATEGIC GOALS 1. Enhance Public Transit 2. Expand Transit Options for Regional Travelers 3. Create a More Seamless Regional Transit System 4. Provide Rapid Travel Options 5. Support the Sustainable Development of the Region 6. Improve the Perception of Public Transportation 2007 GOALS Increase Ridership: This remains the number one goal of the organization, as I believe it should. With a 13% increase in ridership in 2006, it will be difficult to maintain increases after such a stellar year. However, despite a leveling of gasoline prices and no more influx of guests from New Orleans because of Hurricane Katrina, I believe we should set a goal of maintaining our ridership increases of the past two years and then increasing this by the end of the year. Completion of Major Projeets in 2007: Several major projects were begun in 2006 and need to be completed or significant progress made. The following goals are set: a. Have CentrePort Project 75% completed by year's end. b. Conducted a major study of BRT feasibility in Tarrant County. c. Reconstruct bus-loading area of ITC to move buses off of Jones Street. d. Contract for a restaurant or convenience store at ITC with build out. e. Increase parking at T&P station by 100 spaces. Complete Customer Service Initiative: This has been a major project that past two years and work remains to address many improvement areas identified in the initial CSI study. Also, there is a need to continue Customer Service Training for all employees. ~ 10 SW-to-NE Corridor Work: While this could be one of the major projects, because of its level of importance to the future of The T and Tarrant County, it deserves its own item. In 2007 we will develop, complete and approve a Real Estate Acquisition Plan, purchase property for future rail stations along the corridor and complete the Environmental Impact Study by Apri12008. Fark and Ride Study: We will complete and present to the Board a Park and Ride study for The T service area outlining future locations for park and ride lots, a plan for implementing the study recommendations and begin the first year's implementation of the plan. Departmental Gaals: These and many other goals and objectives of the different departments of The T will be presented in each department's listing within the 2007 Business Plan. 11 the ~ FORTH WORTH TRANSPORTATION AUTHORITY 2007 BUSINESS PLAN Accomplishments - 2006 ~'' The following is a list of accomplishments achieved by The T during 2006. This list represents the more significant accomplishments and it includes those that relate to The T's mission statement and the expressed organizational goals that formed the basis of the 2006 Business Plan. It is important to understand the organization's most recent accomplishments in order to gain an understanding of what needs to be accomplished in the next year and beyond. Improving ridership remains our number one goal: 2006 Business Plan Goals Accomplished - Ridership up 13% - Customer Service Training for all employees - SW-NE Corridor Alternative Analysis and LPA - Weathered Strike and successfully negotiated new labor contract - Major Projects for 2006 o WiFi contract for THE o Completion of double tracking at Hurst Station o Successfully bidding and beginning work on CentrePort Project o Cameras on all MITS vans o Security Improvement on THE Additional Goals Accomplished: Government Relations/Marketing/Planning - Assisted with successful Grapevine election - Increased vanpools from 118 to 146 - City of Kennedale joined TCTS - Successful Emergency Operation Drill - New Passenger Shelters Installed - Rosa Parks event - First Regional Free Fare Day - Dump the Pump campaign - Implemented DBE online registration 12 ~. Operations - Received 15 new buses - Opening Greyhound at the ITC - Painted and landscaped Eastside Transfer Center - New Alliance Route #69 - New Route # 16 to Medical District - Implemented a new telephone system - Subrogation Claims of $220,000 successful - Safety Awards Banquet Property and Finance - Completed year under budget - Completed Audit without comments - Distinguished Budget Award - Hyde Park Transit Plaza purchased - THE Gas Lease completed - Baylor All Saints agreed to dedicate land for station Other - Hired three new Directors (HR, Purchasing, IT) and Executive Assistant. 13 ~> 14 the The T 2007 Business Plan Legal As Counsel for The T, my goal is to protect The T's legal interest and maintain its operations ~~ within the scope established by applicable laws. This will include providing legal counsel to the Board of Directors, the President/Executive Director and senior staff, identifying and analyzing legal issues, drafting key documents, presenting clear recommendations, and assuring legal compliance. I will prepare and review proposed contracts, leases, formal agreements and other legal instruments, select and manage relations with outside counsel and ensure Board meetings are conducted in compliance with all relevant statutes. ~_ Organizational Goal: INCREASE RIDERSHIP Departmental Goal: Lease ITC Rental Space by 12-31-07 Departmental Project: Solicit a suitable tenant to provide food and other retail items. Negotiate lease terms and conditions including build-out and rental. Tenant to be operating by calendar year-end. Organization Goal: IMPROVE ACCOUNTABILITY AND PERFORMANCE Department Goal: Improve accountability to FTA regarding The T's operations and finance. Department Project: Support the Triennial Review process, ensuring that all documents are submitted for desk review in a timely manner. During the site visit ensure all questions are answered properly. ~.: 15 epc1~I1'tental Surr~~'~`~ D Department Legal Department Number 0110 Department Summary of Purpose and Goals As Counsel for The T, my goal is to protect The T's legal interest and maintain its operations within the scope established by applicable laws. This will include providing legal counsel to the Board of Directors, the President/Executive Director and senior staff, and identifying and analyzing legal issues, drafting key documents, presenting clear recommendations, and assuring legal compliance. Measurable Goals and Objectives FY 2006 Actual FY 2007 Bud et I will prepare and review proposed contracts, leases, formal agreements and other legal instruments, select and manage relations with outside counsel and ensure Board meetings are conducted in compliance with all relevant statutes. Lease ITC rental space to a food concessionaire by 12/31/07 12/31/07 Support the Triennial Review process, ensuring that all documents are submitted for desk review in a timely manner. During the site visit ensure all questions are answered properly. 16 the The T 2007 Business Plan Human Resources Responsible for hiring personnel, addressing personnel training personnel and employee benefits related issues, and processing of all workers comp and . unemployment claims. Organizational Goal: INCREASE RIDERSHIP Departmental Goal: Implement a behaviorally based screening tool to assist in selecting new hires that exhibit excellent customer service skills resulting in reduction of valid customer service complaints by 50 %. Departmental Project: Train HR staff to utilize selection tool and create profiles on all open positions for more effective hires that possess customer service skills. Responsibility: Tern Moore, and Tara Tibbetts Completion Date: Ongoing through FY07 Coordinating Departments: Hiring Supervisors Departmental Goal: Increase number of Hispanic employees hired in 07 in an effort to increase Hispanic ridership and participation in the transit system. Hispanic employees can make the use of the transit system much more user-friendly for passengers of Hispanic origin. Departmental Project: Increase recruiting efforts in the Hispanic community. Last year's overall Hispanic hiring percentage was 11.9% for all position at The T. Increase the number of Hispanic employees overall to 13.9%. The current population for 2004 Census of Hispanics in Tarrant County is 23.2%. Our goal is to narrow the gap between the number of Hispanic employees, to the point it matches the percentage of the Hispanic population in the metropolitan area. Responsibility: Tara Tibbetts and Marketing Completion Date: Ongoing throughout 2007 Coordinating Departments: Human Resources and Marketing ~: 17 tea; Organizational Goal: CUSTOMER SERVICE IMITATIVE CLOSING THE GAP Departmental Goal: All employees complete refresher training in customer service and supervisors completion of Coaching Training. Departmental Project: Design refresher training content and implement scheduling process to attain goal including Implement specialized training by MHATC (Mental Health Association of Tarrant County). Responsibility: Terri Moore and MHATC Completion Date: December 31, 2007 Departmental Goal: Develop a strategy for implementing bilingual training initiatives. Departmental Project: Implement Bilingual sexual harassment training for all employees, and Bilingual phrase training for operators. Responsibility: Terri Moore and CSI Steering Committee Completion Date: December 31, 2007 Departmental Goal: Drive the process of "Closing the Gap" Customer Service Initiative work plan. Departmental Project: Assessing and updating progress on "Close the Gap" work plan action items through October 2006. To be completed - by January 3 1, 2007. Develop a new work plan through December 2007 to be completed - by March 1, 2007. Organizational Goal: COMPLETION OF MAJOR PROJECTS IN OUR 2006-07 CAPITAL BUDGET Departmental Goal: Utilize 2007 Capital Budget to expand and enhance the Fitness Center. Departmental Project: Secure city code requirements for expanding the Fitness Center building. Responsibility: Michael Whitmarsh, the Procurment Department, and Ken Frost Completion Date December 31, 2007 Organizational Goal: IMPROVE ACCOUNTABILITY AND PERFORMANCE REPORTING PROCESSES WITHIN THE T. Departmental Goal: Develop metrics to measure human capital. 18 Departmental Project: Develop strategies and methods to measure how program outputs, people, and processes affect outcomes. Responsibility: Human Resources Completion Date: December 31, 2007 Departmental Goal: Reduce 401K audit findings by 50%. Departmental Project: Implement all corrective action resulting from 2006 401K audit findings by February 1, 2007. Completion Date: August 2007. Responsibility: Melanie Kroeker and Accounting/Finance Departmental Goal: Develop metrics to measure human capital. Departmental Project: Develop strategies and methods to measure how program outputs, people, and processes affect outcomes. Responsibility: Human Resources Completion Date: December 31, 2007 Departmental Goal: Completion of the Triennial Review Departmental Project: Human Resources will assist in the successful completion of the -~ Triennial Review for those areas under Drug Free Workplace, Drug and Alcohol Program, and Equal Employment Opportunity ~ $ Completion Date: May/June 2007. Responsibility: Melanie Kroeker, HR, and Monique Pegues ~, ~.4 19 ~ttmenta~ s~m~'9~ Department Human Resources Department Number o140 Department Summary of Purpose and Goals The Human Resource Department is an internal service oriented team that assists in the development, implementation, and investigation of employee benefit issues that enhance the ability of the employees to better perform their individual assignments. The HR team implements federal, state, and local policies that affect the status of all employees and internal programs to assist (workers compensation, FMLA, FSLA, EEO/AA, State Wage and Hour, Unemployment, Healthcare and other benefits, HIPAA, FTA Drug and Alcohol requirements, confidentiality, disciplinary action, ADA, Training, EAP, 401(k) savings plan, employee wellness programs, and pre-employment testing). Measurable Goals and Objectives FY 2006 Actual FY 2007 Bud et Administer the Drug and Alcohol Program in accordance with Submitted Be compliant the FTA Guidelines and to submit the FTA-MIS drug and results by the by the Feb alcohol report by the deadline. deadline Feb 2007 deadline 2006 Conducted HR will Annual conduct an Coordinate Annual Benefits Enrollment Annual Benefits Fair Benefits Fair October 13, 2006. on October 12, 2007 Compile and review PEP Midyears and Annuals by deadline. Ensure annual review of compensation is completed and compare with HAY recommendations Midyears were Annual Hay completed on review will time and be completed. annuals were In progress delayed due to for FY07 strike. PEPS. 20 Completed initial Customer Completion All employees complete refresher training in customer Service for all date service and supervisors completion of Coaching Training. employees December Training by 31, 2007. December 31, 2006. Utilize 2007 Capital Budget to expand and enhance the Refurbished existing In progress to Fitness Center. building in complete in March 06. FY07. ~< Increase recruiting efforts in the Hispanic community. Last year's overall Hispanic hiring percentage was 11.9% for all Increase position at The T. Increase the number of Hispanic In 2006 the number of employees overall to 13.9%. The current population for 2004 total number of Hispanic Census of Hispanics in Tarrant County is 23.2%. Our goal Hispanics that were hired employees is to narrow the gap between the number of Hispanic ° totaled 11.9 /o. overall to employees, to the point it matches the percentage of the 13.9%. Hispanic population in the metropolitan area 21 The T 2007 Business Plan Trinity Railway Express Operation Provides commuter rail service from downtown Fort Worth to downtown Dallas Organizational Goal: INCREASE RIDERSHIP Departmental Goal: Contractor to continue to provide outstanding customer service along with accurate and timely information to the THE Customers. Departmental Project: On-going oversight of Herzog Management regarding customer courtesy training of their employees and maintaining disciplined announcement protocols. Continue to respond to all customer inquiries regarding TRE. Measurement: Increase ridership by 3%. Organizational Goal: COMPLETION OF MAJOR FY07 CAPITAL PROJECTS Departmental Goal: Participate in THE capital projects as required and assist with the development of technical requirements. Departmental Project: Provide T Project Management with technical support and operating information as needed for THE capital projects. Measurement: Major capital projects are completed according to established schedule. Organizational Goal: COMPLETION OF THE CUSTOMER SERVICE INITIATIVE Departmental Goal: Participate in the customer service initiative completion. Departmental Project: Participate in the customer service training sessions during 2007. Determine how to incorporate the customer service initiative into day- to-day interactions with external customers. Respond to all customer inquiries and complaints within two business days. Interface with T staff as appropriate to handle THE customer complaints. Continue to look for new ways to meet the needs of the THE customers. ~< : 22 Measurement: No complaints from THE customers regarding lack of timely response to inquiries and complaints. Organizational Goal: IMPROVE ACCOUNTABILITY AND PERFORMANCE REPORTING WITHIN THE T Departmental Goal: Provide accurate data to the accounting department. Departmental Project: Provide THE daily ridership, and miles and hours of service. Measurement: No changes to information provided to the accounting department. Organizational Goal: IMPROVE THE PERCEPTION OF PUBLIC TRANSPORTATION Departmental Goal: Participate in THE activities to positively promote TRE's image. Departmental Project: Conduct meet the management sessions at THE stations. Ride on THE once a quarter and interact with passengers. Measurement: Complete each of the projects described. Organizational Goal: IMPLEMENTATION OF THE STRATEGIC PLAN Departmental Goal: Provide technical assistance and input toward efforts for the new SW/NE Corridor commuter rail service. Departmental Project: Provide T project team with necessary information to advance service on the SW/NE Corridor line from southwest Fort Worth to DFW Airport. Measurement: No project delays caused by THE staff. Departmental Goal: Deploy WI-FI services aboard THE trains. Departmental Project: Provide technical assistance for successful implementation of WI-FI. Measurement: WI-FI operational on THE trains by July 31, 2007. Departmental Goal: Identify necessary activities to enhance security of the THE system and implement programs to reduce risks to the THE assets and customers. Departmental Project: Provide technical assistance and direction for goal activities. Measurement: Completion of security upgrades at the EMF and implementation of programs to reduce risks to the THE Customers. 23 ~rtmenta~ sumR'~~ Department T~ Department Number 3100 Department Summary of Purpose and Goals To provide passenger rail service between the cities of Fort Worth and Dallas. This includes regular commuter passenger service and special event service to the American Airlines Center. To continue to make track improvements that will allow more frequent service in Tarrant County and possibly express, limited stop service. Measurable Goals and Obtectives FY 2006 Actual FY 2007 Budget Subsidy per passenger $3.60 $3.50 Passengers per Hour 131.33 129.92 Passengers per Mile 6.18 6.08 On-time Performance 97.8% 98.0% 24 intrnr~n~tinn 2007 Business Plan Project Management Department The Project Management Department consists of two employees, the Vice President and his Executive Assistant. The nature and volume of the department workload is such as to defy measurement. The department performs a variety of functions that vary from day-to-day. It is both a resource for problem-solving and technical advice. Much of the work handled is of a 5 technical nature and relates more to the tools needed to expand the fixed assets of The T. Absent this department, The T would be in a continuous relationship with an outside consultant. Performance Measurement ~' ' Our performance is entirely related to specific tasks originated by Senior Management or from outside authorities (e.g. NCTCOG). These tasks then require the procurement of technical or construction effort from outside resources. This flow is sporadic and inconsistent. Its speed of processing depends on the outside entities to whom the work has been entrusted. We measure our performance in terms of the accuracy and timeliness of each task passing through the department, together with a running record of the efficiency of the consultants doing ~~ work for us. Due to this unpredictable workload, I have developed a philosophy of "no back log". Within the r restraints described above, I attempt every day to clear the workload or to have it identified in terms of hurdles to be jumped to get it out of the department. Improvement of Talents As Vice President, I have more than 50 years of experience in construction design and management, divided equally between the public and private sectors. One never ceases to learn, but no specific areas require changing. My Executive Assistant continues to improve her understanding of the technical nature of our business. She avails herself of every opportunity to improve her awareness and knowledge of policies, procedures, and technical understanding. ~.. Resource PlanninE My position in the Department is likely to become vacant either should I choose to retire or poor health dictates it. Prudence would suggest a plan to train a replacement in the next two years. ~,_s ~, 25 Attachment A Outside agencies with which the department has a relationship: Public City of Fort Worth City of Richland Hills Texas Department of Transportation Texas Department of Licensing and Permitting North Central Texas Council of Governments Tarrant County Engineers Department Quasi-Public DART Fort Worth and Western Railroad Burlington Northern Santa Fe Railroad Union Pacific Railroad Private, Service Greyhound Lines Enterprise Car Rental Koll Developers Private, Professional Arredondo, Zepeda and Brunt CMJ Engineers Freese and Nichols, Inc. Hanson Wilson, Inc. Lockwood, Andrews and Newnam, Inc. Parsons Brinckerhoff Turner, Collie and Braden URS Construction Contractors Construction Management Services Northstar Construction 26 Attachment B Projects handled in the last 12 months Construction CentrePort Station Improvements and Double Tracking (25% complete) Greyhound installed at the Intermodal Transportation Center (ITC) Hurst Siding Improvements, Double Tracking and Quad Gates ITC Monument Sign Design, completed in bid phase Adding five bus bays at the ITC Texas and Pacific Station parking lot expansion, phase III Design, Leading to Construction 10 tasks completed in the Indefinite Delivery and Quantity (IDQ) contract Hershel R. Payne complex expansion of warehouse space Hyde Park Transit Plaza (to 90% drawings) ~` ~, 27 Attachment C Goals for 2007 Completion of Construction ITC addition of five bus bays T&P Station parking lot expansion, phase III Amtrak platform the repair CentrePort Station Improvements and Double Tracking (75% complete) Initiation of Construction ITC additional restrooms Completion of design/construction Hyde Park Transit Plaza Midway/Trinity Railway Express (TRE) Bridge, lowering of pavement Long Term Provide assistance with the Environmental Impact StatementlPreliminary Engineering (EIS/PE) aspect of the Southwest to Northeast corridor commuter rail project. Prevent bridge strikes at Euless South Main Bridge. Develop land tract at 8`h Street and Grove (downtown). Consider next round of IDQ design contracts (after completion of Freese and Nichols contract). General Continue to provide as-needed technical assistance to all other departments. 28 gpc1ltmental sum~'r'~`'r'~ D Department Project Management Department Number o11~ Department Summary of Purpose and Goals To provide project management service for all capital expenditure related capacity enhancement projects on both bus and trinity railway express (TRE) facilities. To provide a technical resource base for other T departments. Measurable Goals and Objectives FY 2006 FY 2007 Actual Budget CentrePort station improvements and Double Tracking* $5,000,000 $11,000,000 Add 100 parking spaces at Vickery Blvd. Park-and-ride $500,000 7`h Street Parking Log Landscaping, Paving and Zero Improvements Build out an addition of restrooms to the Southwest leased $200,000 space at the ITC Expansion of warehouse space at the HRP complex $300 000 Added bus bays at the ITC $150,000 Design and construct pavement lowering at Midway and $200 000 THE , * CentrePort final total is $20,000,000, the figures above represent progressive payments. 29 ~~ 30 ti The T FY2007 Business Plan Maintenance Department Responsible for daily preventative maintenance of bus fleet and all T facilities .$ ~,: Organizational Goal: COMPLETE MAJOR CAPITAL PROJECTS Departmental Goals: Procure all major capital projects approved in the FY07 Budget. Procure 100% of buses necessary to support the increasing mobility needs of our region as determined by planning and operations. Responsibility: Ron Anderson, Ed Thompson Measurement: Complete by August, 2007. Coordinating Departments: Operations, Procurement, and Planning. Departmental Goal: Replace tanks on 17 Flxible CNG Transit Coaches in order to increase the useful life of these vehicles beyond the standard 15 years determined by FTA. Responsibility: Ron Anderson, Ed Thompson, Procurement Measurement: Complete by September 2007 Coordinating Departments: Maintenance, Procurement Departmental Goal: Dispose of all buses permanently removed from service in order to comply with FTA requirements regarding spare ratios. Responsibility: Dave Sagan Measurement: Complete by May 2007 Coordinating Departments: Maintenance, Accounting Departmental Goal: Oversee construction of T storage facility to ensure it meets specifications and meets the needs of The T. Responsibility: Bill Wagner, Rod Ford, Ron Anderson Measurement: Complete by July 2007 Coordinating Departments: Maintenance, Procurement, Special Projects. 31 Departmental Goal: Oversee complete installation of CNG compressor at the service station. Responsibility: Ross Hardin, Rod Ford, Bill Wagner Measurement: Complete by August 2007 Coordinating Departments: Maintenance, Procurement Departmental Goal: Overhaul CNG unit #1 Responsibility: Ross Hardin, Rod Ford Measurement: Complete by July 2007 Coordinating Departments: Maintenance Departmental Goal: Overhaul spare Catepillar engine. Responsibility: Ross Hardin, Rod Ford Measurement: Complete by July 2007 Coordinating Departments: Maintenance Organizational Goal: COMPLETION OF CUSTOMER SERVICE INITIATIVE (close and mind the dap). Departmental Goals: Ensure that all maintenance department employees complete customer service training as scheduled. All supervisors will attend customer service training as scheduled. This project will help our supervisors understand their role in supporting the needs of the operations department. Responsibility: Ron Anderson, Dave Sagan, Bill Wagner Measurement: Complete by Sep 2007 Coordinating Departments: Human Resources Departmental Goal: Provide refresher customer service training to 100% of the mechanics/service attendants, and facility maintenance personnel. This project will ensure that mechanics and other support personnel are aware of the impact they have on our internal/external customers as they perform their duties in the shop as well as out on the road. 32 Responsibility: Measurement: Coordinating Departments Organizational Goal Departmental Goal: Departmental Project: Responsibility: Measurement: Ron Anderson, Dave Sagan, Bill Wagner Complete by Sep 2007 Human Resources IMPROVE ACCOUNTABILITY AND PERFORMANCE REPORTING PROCESS WITHIN THE T Ensure that maintenance reporting provides accurate data to all departments requiring this information. Track parts utilizing Ellipse. Tracking must be 100% accurate as the parts budget is 20% of the overall maintenance budget. Dave Sagan, Spencer Davis, Robbie Holtzinger 100% accuracy Coordinating Departments: Maintenance, Accounting Departmental Project: Manage overall vehicle expenditures to remain under budget of $5.25M Responsibility: Ron Anderson, Dave Sagan, Spencer Davis, Maintenance Supervisors. Measurement: Department is under budget by Sep 2007 Coordinating Departments: Maintenance, Accounting Departmental Project: Manage overall facility expenditures to remain under budget of $2.6M Responsibility: Ron Anderson, Bill Wagner, Rod Ford Measurement: Department is under budget by Sep 2007 Coordinating Departments: Maintenance, Accounting Departmental Project: Complete 100% of schedule preventive maintenance inspections as scheduled. Responsibility: Maintenance Staff Measurement: 100% completion on time Coordinating Departments: Maintenance, Operations 33 Departmental Project Responsibility: Measurement: Coordinating Departments Departmental Project: Responsibility: Measurement: Maintain miles between road calls for bus. Maintenance staff 10,000 miles Maintenance, Operations Improve miles between road calls for MITS by 10% to 5400 Maintenance staff 5400 miles Coordinating Departments: Maintenance, MITS Departmental Goal: Improve accountability to FTA regarding The T's operations and finance Departmental Project: Support the Triennial Review process, ensuring that all documents are submitted for desk review in a timely manner. During the site visit ensure all questions are answered properly. Responsibility: Maintenance staff Coordinating Departments Grants, Maintenance Organizational Goal: IMPLEMENTATION OF STRATEGIC PLAN Departmental Goal: Investigate use of hybrid vehicles to meet future mobility needs of our region. Departmental Project: Coordinate with Original Equipment Manufacturers to determine availability of hybrid vehicles available to meet the service needs of The T. Responsibility: Ron Anderson, Edward Thompson Measurement: March 2007 Coordinating Departments: Operations, Maintenance 34 Dgpclrtme~tal SumR'9~ De artment Maintenance 0170,130, p Department Number 0310 ~~ Department Summary of Purpose and Goals To provide cost effective mechanical services that include safe, clean, and reliable transit vehicles and facilities for use by operators, mechanics and administration personnel to ensure they are able to accomplish their mission. 1. Ensure that fleet maximum reliability is accomplished through planned maintenance activities such as preventive maintenance inspections. Conduct follow-ups by supervisory personnel to ensure that repairs are accomplished in a timely manner and that all standard maintenance practices are followed. 2. Utilize HR training in improve supervisory skills of management team 3. Maintain parts inventory that eliminates vehicle downtime. Routine cycle counts will be conducted to ensure that maximum/minimum levels of stock are established based on usage. 4. Control cost per mile. Eliminate waste that results from poor maintenance practices. Provide maintenance training that reduces costs resulting from the remove and replace method of diagnostics. 5. Improve work environment in service station that will ensure that cleaning and servicing of vehicles is accomplished in a professional manner. 6. Maintain facilities. Use established maintenance schedules to ensure that all equipment is maintained to OEM standards, thus reducing catastrophic failures. 7. Ensure that no more than 20% of the fleet is out of service at any time. Measurable Goals and Objectives FY 2006 Actual FY 2007 Bud et Parts Cost per Mile $0.26 $0.25 Average Miles per road call 9965 10,000 35 the ~'' The T 2007 Business Plan MITS Department To provide quality public transportation services that respond innovatively to the diverse and changing mobility needs of persons with disabilities in our community within established budgetary guidelines. Organization Goal: INCREASE RIDERSHIP Departmental Goal: The Transit Ambassador Team will evaluate and train new MITS eligible clients to use fixed route bus service. Departmental Project: The Transit Ambassadors will increase new client training by 5% to achieve a goal of 50 clients per ambassador for a total of 149 clients and 34 groups. ^ Coordinate training efforts with FWISD Special Education Coordinator, Paul Kaufman to shift MITS passengers to FRBS. ^ Evaluate new MITS applicants for ability to ride fixed route bus service Responsibility: Greg Scott and Transit Ambassadors Completion Date: September 2007 Coordinating Departments: Bus Operations, MITS Administration Departmental Goal: Promote the use of free wheelchair fixed route bus service through marketing and the MITS + 1 pass program to all MITS eligible passengers to achieve a 5% increase for a total 126,375 training trips. Departmental Project: Promote MITS + 1 pass program through customer and community awareness (i.e. Community Awareness Meetings, MITSAC, brochures, etc.) Responsibility:. Lauri Brown, mark Shoop, Greg Scott, and MITS team Completion Date: September 2007 Coordinating Departments: Marketing Departmental Project: Responsibility: Completion Date: ~. _ Conduct Town Hall Meetings with Customers to Gather Information and Answer Questions Lauri Brown, Mark Shoop, Greg Scott, MITS Team April and July 2007 36 Coordinating Departments: Operations Organizational Goal: COMPLETION OF CUSTOMER SERVICE INITIATIVE (CLOSE AND MIND THE GAP) Departmental Goal: Reduce Repetitive Customer Service complaints Departmental Projects: ^ Provide coaching and retraining on all customer service complaints for operators and contract drivers ^ Provide consistency in coaching and progressive discipline for all operators ^ Provide consistency in staff training ^ Conduct thirty, sixty and ninety day training checks for all new operator hires ^ Complete Laws of Leadership Training with Supervisors during Bi-weekly staff meetings ^ Conduct Town Hall meetings with Drivers to inform and answer questions ^ Conduct Customer Service Refresher Training for MITS Drivers ^ Implement Operator of the month award program ^ Ensure operators are in compliance with labor agreement Responsibility: Lauri Brown, Adrianne Cook, Janice Pearce, Operations Supervisors, Hubbard Johnson Completion Date: Ongoing Coordinating Departments: HR, and Bus Operations Organizational Goal: IMPROVE ACCOUNTABILITY AND PERFORMANCE REPORTING PROCESSES WITHIN THE T Departmental Goal: 100% Accurate Reporting of On-Time Performance for FRBS and MITS using ITS/AVL-APC Departmental Project: Monthly statistical on-time report information gathered from performed Trapeze manifest summary. Responsibility: Lauri Brown, Mark Shoop, Janice Jackson, and Adrianne Cook Completion Date: June 2007 Coordinating Departments: IT and Bus Operations 37 Departmental Goal: Implement Secret Shopper survey on MITS service Quarterly. Departmental Projects: ^ Contract with Secret Shopper service to survey MITS service from a customer service perspective quarterly. ^ Retrain and coach operators when survey results warrant action Responsibility: Lauri Brown and MITS Team Completion Date: Quarterly Coordinating Departments: Bus Operations Departmental Goal: Improve accountability to FTA regarding The T's operations and finances. Departmental Project: Support the Triennial Review process, ensuring that all documents are submitted for desk review in a timely manner. During the site visit ensure all questions are answered properly. Responsibility: Lauri Brown and the MITS Team Coordinating Departments: Grants and Operations Organizational Goal: IMPROVE THE PERCEPTION OF PUBLIC TRANSPORTATION e" r ~ Departmental Goal: Community Involvement to increase awareness of The T ~~- Departmental Projects: ^ Hold MITSAC Meetings Quarterly ^ Provide Transit Ambassador Travel Training with FWISD Special Education Students ^ Meet with groups of MITS customers to get feedback and share information Professional Uniform look for staff and operators r Volunteer in the community ~' Responsibility: Lauri Brown, The MITS Team Completion Date: Ongoing Coordinating Departments: Bus Operations 38 Departmental Goal: Improve Appearance and Reliability of Contract Fleet Departmental Projects: Improve cleanliness of contract fleet Replace contract vehicles older than 4 model years Inspect Contract Fleet Quarterly Responsibility: Lauri Brown, Janice Pearce Completion Date: Ongoing Coordinating Departments: CFO 39 e~~Rl@~tal Sum~''r'~`~ D Department MITS Department Numbers 2100- ~~nn Department Summary of Purpose and Goals To provide quality public transportation services that respond innovatively to the diverse and changing mobility needs of persons with disabilities in our community within established budgetary guidelines. I. Maintain a cost effective level of service to keep up with the growing demand for MITS transportation within our service area. 2. Ensure compliance within the guidelines of ADA. 3. Ensure safe service for MITS customers. 4. Ensure quality customer friendly service for MITS customers. 5. Offer alternative transportation options for MITS customers. Measurable Goals and Objectives FY 2006 Actual FY 2007 Bud et In-house Trips per Revenue Hour 2.19 1.95 Preventable Accidents per 100,000 miles 2.39 2.00 Total on Time Performance 89.1 % 90% Total Avera e Cost er Tri $29.87 $33.56 Operator OT=Percentage of Total Hours of Payroll 20% > 1 S% Operator Re-training on Customer Service 100% 100% Complaints per 100,000 Passengers 13 12 Support Triennial review process, to ensure total compliance with all FTA regulations. ~; 40 the Organizational Goal: Departmental Goal: The T 2006 Business Plan Fixed Route Bus Operations Responsible for daily bus service operation INCREASE RH)ERSHIP Increase fixed route bus ridership by 5% over FY2006. FY07 ridership goal is 6,568,475 passenger trips. Departmental Projects: Complete four class of meet the manager meetings with the customers. Meetings are scheduled for 1/9/07, 4/10/07, 7/10/17, 10/9/07. Develop transfer policy that dictates the wait time and transfer procedures at timed transfer locations. Work with Planning Department to develop park and ride express service in FY07. Implement service expansion that will be developed by the Planning Department. Utilize trapeze and the camera system to ensure proper on time performance. Maintain on time performance of 95%. Coordinate with Maintenance and Finance to develop a vehicle replacement plan to ensure vehicle availability for service expansion. Also coordinate vehicle utilization to ensure that the high capacity routes have higher capacity vehicles assigned. Continue to provide and expand shuttle service to Texas Motor k Speedway during NASCAR weekends. Look for opportunities to ~- expand awareness of the service and increase ridership. Operate community group trips within the prescribed guidelines of the FTA. Recipients of the community group trips are defined in .the Charter Regulations. ~` Organizational Goal: COMPLETION OF MAJOR PROJECTS IN FY07 CAPITAL BUDGET Departmental Projects: Coordinate the procurement of over the road coaches, fixed route buses for delivery in FY07. Investigate the use of Hybrid buses in the T fixed route fleet. ~; > 41 Work with maintenance to identify the future replacement for the MITS Orion fleet. Complete the installation of the camera and ITS system in all of the T's revenue vehicles. Schedule work around for the construction of new bus bays at the ITC. Construction should be completed by May 2007. Organizational Goal: COMPLETION OF CUSTOMER SERVICE INITIATIVE Departmental Goal: Reduce the number of customer service complaints by 20% from 1,136 in FY 06. Departmental Projects: Customer Service Retraining with HR each month throughout the Year. Coordinate with the Planning Department to implement a Staff Bus Ride-Check Schedule. Recruit top quality operator candidates through the use of the BOSS and START screening processes. Develop and implement a Customer Service Award Program to identify and reward top performers. Employ secret-shoppers(checkers) from an outside source quarterly to identify problem areas, and implement a program to correct these problems. Organizational Goal: IMPROVE ACCOUNTABILITY AND PERFORMANCE REPORTING PROCESSES WITHIN THE T Departmental Projects: Coordinate with IT and Maintenance to equip the entire FRBS fleet with Trapeze Video software that report 100% accurate On-Time performance information. Coach and retrain all employees identified by the secret-shopper reports that are not following proper procedures. Establish a quarterly training program for all frontline supervisors In accident investigation, conflict resolution, ADA requirements, FMLA rights, writing, speaking, and coaching skills. 42 Organizational Goals: IMPROVE THE PERCEPTION OF PUBLIC TRANSPORTATION Departmental Projects: Enforce operator and staff dress codes Participate in community activities such as meals on wheels, Big Brothers and Big Sisters, mentoring, and other public organization. Coordinate with Maintenance to maintain the cleanliness and reliability of the FRBS fleet. Make contact with a compliant immediately after receiving a customer compliant, and strive to rectify the situation to the satisfaction of all parties within 72 hours. Departmental Goal: Improve accountability to FTA regarding The T's operations and finance. Departmental Project: Support the Triennial Review process, ensuring that all documents are submitted for desk review in a timely manner. During the site visit ensure all questions are answered properly. Responsibility: Bus Operations Coordinating Departments: Operations and Grants 43 ~I'~IYle~tal Sum~'g`~ Department Bus Operations Department Number 1 too 1200 Department Summary of Purpose and Goals To provide innovative, cost effective, and customer friendly public transportation that responds to the diverse and changing needs of the region. Transportation services will be provided in the most cost effective manner through a combination of fixed route, route deviation, commuter express and contracted services. The goals of the department include: 1. Ensure compliance with ADA regulations pertaining to announcements, transfer points, time points, and major points of interest. 2. Maintain the safest, timely, and highest quality of public transportation services. 3. Develop more customer friendly and service oriented bus operator. 4. Use available technology to improve on-time performance and cost efficiency. 5. Maintain positive connections between bus service and Trinity Railway Express. 6: Continue the development of a more professional, customer oriented, supervisory staff. 7. Meet departmental goals pertaining to authorized staffing levels and minimize operator overtime. 8. Improve system efficiency by increasing passengers per hour average by 10%. Measurable Goals and Objectives FY 2006 Actual FY 2007 Bud et Subsidy per Passenger $3.80 $4.06 Passengers per Hour 17.18 17.41 Passengers per Mile 1.55 1.58 Number of Passenger Trips 6,255,690 6,443,391 Preventable Accidents per 100,000 1.53 1.75% On-Time Performance 96.9% 97% Operator Overtime= Percentage of total hours of payroll. 10% 8% Operator Re-training on Customer Service 100% 100% Complaints per 100,000 Passengers Support the Triennial Review process, ensuring that all documents are submitted for desk review in a timely manner. During the site visit ensure all questions are answered properly. 44 The T 2007 Business Plan Information Technology Responsible for the acquisition, implementation and maintenance of all technology related systems and services. Organization Goal: INCREASE RIDERSHIP Departmental Goal: Manage the implementation of a wireless Internet access for customers aboard the THE plus selected Light Rail service. This is a joint project between, DART, THE and The T. Departmental Projects: Implement Intelligent Transportation System, Phase II. This phase will include: ^ On board camera system for fixed route buses and paratransit vehicles. System will include G-Force technology to automatically tract and record incidents. ^ Automatic Passenger Counters on a subset of fixed route buses. ^ Integration of ITS components with other on board tools as well as the Trapeze scheduling system. Simplify and improve information and fares through upgrades to the Ticket Vending Machines, Passenger Information System, and Single ID Card initiatives. Organization Goal: CUSTOMER SERVICE INITIATIVE Departmental Goals: Improve the IT policies and operating procedures to provide effective support for staff and frontline employees. Ensure good customer service to staff by improving the availability of Trapeze, Ellipse, and ITS. Departmental Projects: Improve the new telephone system with a focus on the ACD } functions to provide more efficient management of calls for the Customer Service Department and the dispatch area. .~. Enhance the CAS (Customer Assistance System) to provide the ability to manage and track customer responses more efficiently through the supporting departments. Departmental Goal: Improve accountability to FTA regarding The T's operations ' and finances. ': 45 Departmental Project: Support the Triennial Review process, ensuring that all documents are submitted for desk review in a timely manner. During the site visit ensure all questions are answered properly. Responsibility: Bobbie Morton and IT Department Coordinating Departments: Grants and IT Services 46 ~~tmentai s~rir~rr'g'A~ Department Information Technology Department Number. 0150 Department Summary of Purpose and Goals To provide and support Information Technology solutions which are effective, reliable, within budget and delivered with exceptional customer service and user satisfaction. Measurable Goals and Obiectives FY 2007 FY 2007 Actual Bud et Implement Intelligent Transportation Systems on time and within $286 136 $1 963 188 budget , , , Upgrade the THE Passenger Information System to maintain ' $0 $375 000 consistency with DART s proposed improvements. ' Implement fiber optic network infrastructure. $4,689 $200,000 Upgrade the network infrastructure to improve uptime efficiency and increase the bandwidth to support all internal applications. $0 $50,000 Enhance the existing security camera system with intruder $0 $27 000 detection devices and increase visibility on the bus yard. , Upgrade the Identicard System and the WinPak Pro proximity $5 300 $50 000 security cards into a single ID Card Solution. , , Upgrade the traditional rack mount servers to a blade $0 $100 000 environment to provide hardware redundancy and auto failover. , Improve various components of the Network Infrastructure. $15,000 $50,000 Upgrade the Ticket Vending Machine software to be more $0 $100 000 customer friendly and allow Braille panels for visually impaired. , Upgrade the mobile data terminals for the MITS vans with real- $0 $83 000 time information and Global Positioning System (GPS) tracking. , Resolve TriActive service requests in a timely fashion and with $0 $0 exceptional customer service. Support the Triennial Review process, ensuring that all documents are submitted for desk review in a timely manner. During the site visit ensure all questions are answered properly. 47 the The T 2007 Business Plan Property Management Department Responsible for facility/amenities improvements and leasing. Organizational Goal: INCREASE RIDERSHIP Departmental Goal: Have a signed contract for retail space by March 31, completed restaurantlretail space by December 31 (in conjunction with Legal Department) Departmental Projects: Have repairs to ceiling at T&P completed -contract with Gideon Toal via Wood Partners by March 315`, work completed by December 315` (in conjunction with Legal Department) Increase paid rentals at ITC by 20% of rentals in 2006 Organizational Goal: IMPLEMENTATION OF THE CUSTOMER SERVICE INITIATIVE Departmental Goal: Create a quarterly newsletter involving all aspects of ITC: tenants, upcoming events, and capital improvement projects that involve ITC. Departmental Projects: Book 75% of available weekend dates at T&P in 2007, compared with 45% in 2006. Add 100 parking spaces to Park and Ride lot on Vickery (T&P) Locate and create a WiFi server room at ITC Upgrade air conditioning system at ITC Design and construction of public restrooms Add five additional bus bays at ITC Repair and extension of Amtrak platform Restaurant finish-out CNN Monitors in lobby Responsibility: Legal Counsel, Property Manager Departmental Goal: Improve accountability to FTA regarding The T's operations and finances. ~' 48 Departmental Projects: Support the Triennial Review process, ensuring that all documents are submitted for desk review in a timely manner. During the site visit ensure all questions are answered properly. Responsibility: Kristen Camereno Coordinating Departments: Property Management, Administration, Legal 49 g~rtmenta~ surn~'~~ Q Department Property Management Department Number 0110 Department Summary of Purpose and Goals Managing both ITC and T&P facilities and rentals, while minimizing departmental costs, and maximizing potential revenues. Measurable Goals and Obiectives FY 2006 FY 2007 Actual Bud et 1. Increase paid rentals at ITC by 20% of rentals in 23 Paid 28 Paid 2006 Rentals Rentals 2. Book 75% of available weekend dates at T&P in 45% = 70% = 76% 2007, compared with 45% in 2006. $48K 3. Have a signed contract for retail space by March 31 S`, completed restaurant/retail space by December NA NA 31S` (in conjunction with legal dept.) 4. Have repairs to ceiling at T&P completed -contract with Gideon Toal via Wood Partners by March 31S` ~ work completed by December 31 S` (in conjunction NA NA with legal dept) 5. Support the Triennial Review process, ensuring that all documents are submitted for desk review in a timely manner. During the site visit ensure all NA NA questions are answered properly. 50 The T 2007 Business Plan Risk Management Safety Responsible for the Risk Management and Safety Services provided to the Fort Worth Transportation Authority and it's stakeholders . Organizational Goal: INCREASE RIDERSHIP Departmental Goal: It is the goal of the Risk & Safety Department to increase ridership by insuring a safe and accident free environment This will be accomplished through increased education and awareness of operators and supervisors, monitoring statistical data and addressing negative trends. It is our FY07 Goal to reduce Preventable Incidents /Accidents by 20 % over 2006 actual. On- Going. Departmental Projects: The Risk & Safety Department will play a leadership role in the implementation of the Smith System Driver Improvement System, FY07 goal is to train 80% of all employees who drive FWTA vehicles. Implementation of a Fleet Monitoring System for all FWTA vehicles that is based on the 5 Keys to Safe Driving principles. ' ` FY07 Goal is to have 1-800 stickers installed on all "T" vehicles in -- the first quarter of 2007. With the support of FWTA Information Technology Division ~` develop aweb-based Driver Improvement training program that incorporates the principles of the Smith Safety Driver Improvement Program. Goal is to have program complete in the ' second quarter of FY07. Departmental Goal: Ensure that Risk & Safety Department completes a through inspection of all facilities in FY07 owned by FWTA for compliance with OSHA, NFPA regulations. On-Going '~° Departmental Projects: Continue to use the accident and incident database developed in FY06 to be better track and trend incident /accidents. Hold a Quarterly Safety Meeting for all Operators in MITS & OPS to review current issues in Safety. ~~. ~~ 51 Organizational Goal: IT IS THE FY07 GOAL TO CONTINUE TO SUPPORT THE CUSTOMER SERVICE INITIATIVE Departmental Goals: Ensure good customer service to both internal and external stakeholders of the Risk & Safety Department by establishing a goal of timely addressing all requests. Improve accountability to FTA regarding The T's operations and finances. Departmental Project: Support the Triennial Review process, ensuring that all documents are submitted for desk review in a timely manner. During the site visit ensure all questions are answered properly. Responsibility: Coordinating Departments Brian Hecht, Operations, MITS Grants, Risk Management 52 epattmental Sum~'~~ D Department Risk Management Department Number 0145 Department Summary of Purpose and Goals To manage and to reduce the risk of loss from major accidents and to protect the assets of the transportation authority through purchases of insurance, safety inspections, security, claims administration, training, and accident prevention. To provide security for the safety of employees and passengers, protection of transit assets through proactive use of part-time police officers and contract security personnel in a effort to prevent injuries and limit exposures to loss. To support other departments with accident investigations, safety improvements, complete theft or loss of assets investigations, and assistance in identification and elimination of hazards to minimize losses. To ensure the T complies with all local, state and federal guidelines in safety, claims settlement procedures and environmental compliance. To support other departments in meeting safety goals, protecting company assets and providing a safe place to work. Improve the health of the organization. Measurable Goals and Obiectives FY 2006 FY 2007 Actual Bud et Implementation of the Smith System Driver Improvement System, FY07 goal is to train 80% of all employees who drive FWTA vehicles. Implementation of a Fleet Monitoring System for all FWTA vehicles that is based on the 5 Keys to Safe Driving principles Reduction in Preventable Accidents for Operations/MITS by 20% in FY07 Complete a through inspection of alI facilities in FY07 owned by FWTA for compliance with OSHA, NFPA regulations. Support the Triennial Review process, ensuring that all documents are submitted for desk review in a timely manner. During the site visit ensure all questions are answered properly. x~ 53 The T Business Plan - 2007 Risk Management Security Responsible for facility and transit security services provided to the Fort Worth Transportation Authority and its customers. Organizational Goal:- COMPLETE MAJOR PROJECTS OF'07 CAPITAL BUDGET Departmental Goal: Enhancing security awareness at all transfer centers and train stations through training of supervisors and security personnel, as well as the strategic deployment of personnel to decrease criminal activity at troubled locations. Departmental Projects: Develop annual training for transit officers, ITC security, and supervisors on the detection of suspicious packaging. Complete installation of new camera equipment and software upgrades to T's administration building, and provide training to essential personnel. Organizational Goal: IMPROVE ACCOUNTABILITY & PERFORMANCE PROCESSES Departmental Projects: Develop and implement standard operating procedures for security and transit officers to increase visibility at our train and transfer stations. Evaluate and improve money room audit procedures to maintain fair box collection integrity. Completion of FTA Top 20-List to obtain compliance with Department of Homeland Security. Organizational Goal: IMPROVE PERCEPTION OF PUBLIC TRANSPORTATION Departmental Project: Provide security awareness of on-sight surveillance to our customers and general public, by establishing sign markings at all transit facilities. ~s 54 Departmental Goals: Ensure good customer service to both internal and external stakeholders of the Risk & Safety Department by establishing a goal of timely addressing all requests. Improve accountability to FTA regarding The T's operations and finances. Departmental Project: Support the Triennial Review process, ensuring that all documents are submitted for desk review in a timely manner. During the site visit ensure all questions are answered properly. Responsibility: Kevin Hunt, Operations, MITS Coordinating Departments: Grants, Security 55 epclfh'nental surn~'~`~ D Department Transit Security Department 0145 Department Summary of Purpose and Goals Manages and supervises apart-time staff of 30 (+) Transit Security Officers, including 14 (+) contracted security officers. Manages training for security personnel (both outside security contractors and Transit Security Officers) in the use of the T's security systems. Investigates losses through interviews and security audits. Development of a comprehensive security plan that covers all T property and interests; and remains current on security measures and audit techniques for loss prevention and employee safety. Measurable Goals and Objectives FY 2006 FY 2007 Actual Bud et Develop comprehensive security infrastructure plan that enhances security at all of the FWTA's facilities. Includes camera systems, and access controls and alarms. Install information signage alerting customers and general public to security systems and emergency procedures. Work with DART to complete infrastructure reinforcements recommended by the THE vulnerability study. Develop and implement standard operating procedures for security/transit officers to increase visibility at our train /transfer centers. Evaluate and improve money room audit procedures to ensure fare box collection integrity. Develop monthly security audit for all security systems and infrastructure, to include all camera locations, access points, guards, and all fare collection equipment. Completion of FTA Top 20-List to obtain compliance with The Department of Homeland Security. Coordinate with operations to help provide street supervision, and develop a patrol sheet detailing daily activity while patrolling bus service. Support the Triennial Review proves, ensuring that all documents are submitted for desk review in a timely manner. During the site visit ensure all questions are answered properly. ~ -' 56 6~ii ,. ~~ •,~ 57 me ~• The T 2007 Business Plan Customer Relations Provides customer information for TRE, fixed route bus, rider request and para-transit services via the telephone, Internet and kiosk. Organizational Goal: INCREASE RIDERSHIP Departmental Goals: Research and prepare plan to discuss Interactive Voice Response (IVR) for the call center. Focus recruiting and hiring efforts on bilingual CSRs. Become more responsive to our Spanish-speaking customers by present staff becoming proficient in Spanish. Organizational Goal: CUSTOMER SERVICE INITIATIVE Departmental Goal: Incoming calls handled professionally and effectively. Departmental Projects Develop professional development for Lead Reps and CSRs. Continuous CS training for CS staff. Organizational Goal: IMPROVE ACCOUNTABILITY AND PERFORMANCE REPORTING PROCESSES WITHIN THE T Departmental Goal: Develop a form "Thank You" letter to customers, implemented into the CAS system for commendations received for CS and Operations staff. Departmental Projects Prepare and implement: Customer Service Business Practices Employee Requirements and Professional Expectations booklet for all CS staff. Departmental Goal: Coordination of CS staff to cover peak hours of operations of the call center and kiosk- without overtime. Departmental Project: Monthly meetings with MITs/Operations for better communications and teamwork. 58 ~~Itfi@tlt~l Sum~'r'g`~ Department Customer Service Department Number o120 Department Summary of Purpose and Goals Our main objective this year is to have a highly specialized, extreme customer friendly, staff of customer service professionals. A group of employees who have set the mark for excellence and expertise in every facet and function of our position. • Research and prepare plan to discuss Interactive Voice Response (IVR) for the call center. • Focus recruiting and hiring efforts on bilingual CSRs. • Become more responsive to our Spanish-speaking customers by present staff becoming proficient in Spanish. • Incoming calls handled professionally and effectively. • Continuous CS training for CS staff. • Prepare and implement Customer Service Business Practices Employee Requirements and Professional Expectations booklet for all CS staff. Measurable Goals and Objectives FY 2006 FY 2007 Actual Bud et Monthly Meetings with MITs/Operations. NA 12 Revision of the Call answered percentage for better customer service. 90+% CS staff is proficient in conversational Spanish. 40% Professional development for all staff. By Aug. 2007 Customer service training to include but not limited to; sensitivity for our special need customers, how to deal with By difficult customers, diversity issues of customers and in the May 2007 work place. Come in under budget for 2007. > 100% 59 the FY 2007 BUSINESS PLAN DBE PROGRAM MANAGEMENT Increase opportunities for Disadvantaged Business Enterprises (DBE) and other minority owned businesses to participate in The T's procurement process. Organizational Goal: COMPLETION OF MAJOR PROJECTS IN THE FY 2007 CAPITAL BUDGET Departmental Goal: Ensure that Disadvantaged Business Enterprise (DBE) firms and other minority or women-owned business have fair and equitable opportunity to participate in the T's procurements and/or major projects in the FY 2007 Capital Budget. Departmental Projects: To accomplish this goal will require a fresh approach to small business/DBE utilization, and the implementation of a program to address (3) key areas of the T's DBE program: • Outreach/Education Efforts: Utilize creative efforts to both disseminate information about the program. • Effective Contract Specific Goal Formation and Implementation Coordinate with the T's Purchasing department in the assignment "x of contract specific DBE goals, while working to increase DBE participation. Departmental Goal: Certification/Technical Assistance and Compliance Departmental Projects: Provide technical assistance to vendors seeking DBE Certification with the North Central Texas Regional Certification Agency. Assist with monitoring and enforcement mechanisms to ensure that work committed to DBEs is actually performed by DBEs, while ensuring that the T's DBE program is in compliance with federal regulation. 49 CFR Part 26 Departmental Goal: Increase visibility of the T's DBE Program both internally and externally through improved communication. Increase the understanding of The T's DBE program. ~x 1{ ': 60 FY 2007 BUSINESS PLAN GRANTS ADMINISTRATON Responsible for managing existing discretionary and formula funding, While ident~ing new funding opportunities and increasing DBE participation for our organization within the community. Organizational Goal: INCREASE RIDERSHIP Departmental Goal: Manage existing discretionary and formula funding and identify new funding opportunities including New Freedom and JARC funds to improve services to increase ridership. Organizational Goal: COMPLETION OF MAJOR PROJECTS IN OUR 2007 CAPITAL BUDGET Departmental Goal: The accomplishment of the completion of major projects in the FY 2007 Capital Budget will require the proper utilization of a number of grants administration functions including grants management, proper financial management and effective communication. Departmental Projects: Grants Management: Improve timing of all grant applications y (including the FY 2007 formula grant), amendments, and budget revisions utilizing FTA guidance and technology to ensure that fixnds are available during the implementation phases of major ~-~ projects in the FY 2007 Capital Budget. Proper Financial Management: Ensure systematic producers for drawdowns and quarterly grant activities are accurate and timely information, resulting in a clean reporting to FTA and other funding sources. Effective Communication: Continuation and implementation of ~ ~' improved internal communication mechanisms to ensure proper grant tracking and reporting. Utilize effective external communication for improved tracking of projects and funding ° while targeting fixture funding opportunities. Departmental Goal: Provide oversight to the T's programs as an FTA grantee to j ensure that the organization is managing the programs in accordance with federal requirements. Departmental Project: Communication and Education: Provide resources to T staff members on an as needed base to ensure compliance with federally assisted programs. ~y 61 Organizational Goal: IMPROVED ACCOUNTABILITY AND PERFORMANCE REPORTING PROCESSES Departmental Goals: Prepare staff for and provide oversight to FTA's Triennial Review of The T, including the desk review and sight visit in Summer 2007. Continue communication with FTA Region VI office on a regular basis. Provide updated information to FTA staff on the status of the SW/NW Corridor and other projects. Organizational Goal: IMPLEMENTATION OF THE STRATEGIC PLAN Departmental Goal: Respond to Call for Projects and properly manage submission of projects for inclusion in the Transportation Improvement Program and State Transportation Improvement Program to ensure funds are available at the appropriate time for various projects in the strategic plan. 62 (~p~I~tental Sum~'g~ V" Department DBE, Grants Department Number o112 Department Summary of Purpose and Goals Grants: Manage existing discretionary and formula funding and identify new funding opportunities including New Freedom and JARC funds to improve services to increase ridership. Provide oversight to The T's programs as an FTA grantee to ensure that the organization is managing the programs in accordance with federal requirements. Respond to Call for Projects and properly manage submission of projects for inclusion in the Transportation Improvement Program and State Transportation Improvement Program to ensure funds are available at the appropriate time for various projects in the strategic plan. DBE: Encourage Disadvantaged Business Enterprise 9DBE) firms participation in The T's procurements and/or major projects in the FY 2007 Capital Budget. Measurable Goals and Obiectives FY 2006 I FY 2007 Actual Budget DBE Goal 17% 63 The T 2007 Business Plan Intergovernmental Relations/Special Projects Provides grant funded transportation needs outside The T s Service Area and manages intergovernmental partnerships. Organizational Goal: INCREASE RIDERSHIP (Choice and Dependent Riders) Departmental Goal: Expand service utilizing outside funding. Departmental Project: Identify opportunities to expand T service at CentrePort and elsewhere utilizing outside funding sources like JARC. Identify opportunities to expand Tarrant County Transportation Service (TCTS). Measurement: Ten percent increase revenue hours and ridership on CentrePort route and TCTS. Departmental Goal: Continue to provide input regarding The T and THE service changes. Departmental Project: Establish a research and analysis capability for The T that will assist in injecting accurate data into the decision process. Utilize Customer Comment System to provide specific requests for and complaints about The T and THE service. ~' ~,` vas Measurement: Ridership increases on routes with service changes. Departmental Goal: Increase NETS ridership. Departmental Project: Identify vans that can be purchased with available federal funds and provide NETS support staff assistance as needed to expedite the process. Work with NETS participating cities to promote NETS service after the new vans have been purchased. Measurement: Ten percent increase revenue hours and ridership by September 30, 2007. 64 Organizational Goal: COMPLETION OF MAJOR FY07 CAPITAL PROJECTS Departmental Goal: Participate in major capital projects as required. Departmental Project: Assist with process to purchase new vehicles for NETS. Measurement: Major capital projects are completed according to established schedule. Organizational Goal: COMPLETION OF THE CUSTOMER SERVICE INITIATIVE Departmental Goal: Participate in the customer service initiative completion. Departmental Project: Participate in the customer service training sessions in 2007. Determine how to incorporate the customer service initiative into day-to-day interactions with external customers. Respond to all customer inquiries and complaints in a timely manner. Interface with operations and THE as appropriate to handle customer complaints. Continue to look for new ways to meet the needs of the customers. Measurement: No complaints from T customers regarding lack of timely response to inquiries and complaints. Organizational Goal: IMPROVE ACCOUNTABILITY AND PERFORMANCE REPORTING WITHIN THE T Departmental Goal: Provide accurate data to the accounting department. Departmental Project: Provide NETS, TCTS and Route 30 CentrePort ridership. Accurately process invoices for purchased transportation. Measurement: No changes to information provided to accounting. Organizational Goal: IMPROVE THE PERCEPTION OF PUBLIC TRAIV~SPORTATION Departmental Goal: Participate in community activities to positively promote The T's image. 65 Departmental Project: Deliver meals on wheels. Serve on the REACH board. Participate in special events like Victory Lane Express, Holiday Light Tours and Jazz on the Boulevard. Ride on a T route once a quarter as assigned by the planning department. ~:a: Measurement: Complete each of the projects described. Organizational Goal: IMPLEMENTATION OF THE STRATEGIC PLAN Departmental Goal: Completion of Johnson County Rail Planning Study. Departmental Project: Oversee the Johnson County Rail Planning Study process including issuing the Request for Proposals through completion of the study and final report. Process payments to the consultant within two days. Measurement: Study completed according to the timeline established with the consultant selected to perform the study. 66 Depcll~l@~tal Surr~~'~`~ Department NETS Department Number 9og4 Department Summary of Purpose and Goals To provide Northeast Transportation Service (NETS) for elderly and disabled persons residing in Bedford, Euless, Grapevine, Haltom City, Hurst, Keller, and North Richland Hills. 1. To provide public transportation options for elderly and disabled persons living cities in the NETS service area through a partnership with American Red Cross for the service provision. 2. To monitor the NETS service provided by American Red Cross to ensure it meets the established standards and goals. 3. To completely recover the administrative costs for the program. Measurable Goals and Objectives FY 2006 Actual FY 2007 Bud et Percent of trips on-time 94.17% 96% Passenger trips per hour 1.63 2.00 Tri denials 3.28% <1.0% 67 ~itr~lental sum~'9~ Department TCTS Department Number 9083 Department Summary of Purpose and Goals To provide transportation for elderly and disabled persons residing in areas of Tarrant County where there is no public transportation. 1. To provide public transportation options for elderly and disabled persons living cities in Tarrant County other than those served by the T, Handitran and NETS. 2. To obtain a commitment for financial participation from the cities receiving ~- transportation from the program. These funds will be used to cover administrative costs or local match that cannot be recovered through the grant. 3. To provide transportation services for residents in financially participating cities for $2.50 per one-way trip and for residents in non-participating cities for $10.00 per one-way trip.. 4. To completely recover the administrative costs for the program. t, Measurable Goals and Ob'ectives FY 2006 FY 2007 Actual Bud et Acquire and maintain participating cities 10 11 ~;_ 68 the The T 2007 Business Plan Marketing/Vanpool & Regional Transportation Demand Management ~. Responsible for marketing and advertising The T to increase awareness and improve ridership. Organizational Goal: INCREASE RIDERSHIP BY 5% Departmental Goal: Increase ridership on fixed and express bus routes Departmental Projects: Continue ADVO direct mail with free Day Pass Coupon for fixed route bus prospects 6 times per year. Continue targeting bus prospects with print ads in La Vida, Black News, Senior News, Horizons, and Meadowbrook News. Coordinating Departments: Marketing, Operations, and Planning Departmental Goal: Increase ridership on THE Departmental Projects: Continue targeting Choice riders through print ads in Star- Telegram Commute Page, Fort Worth Business Press, La Vida and La Estrella, Senior News, Horizons, Fort Worth Weekly and Radio traffic sponsorships Roll out WiFi and Commuter Alert in early 2007 - On board ads - Include in general advertising Target leisure market -Continue cooperative advertising with DART. Partner with MAVS, trade for ads - Continue to promote Game Trains to AAC - Promote Fort Worth destinations i.e. Stockyards and Cultural District and events like parade of Lights, Main Street, etc. Coordinating Departments: Marketing, Accounting, Herzog, DART Measurement: Increase ridership over 2006 .~ 69 t Departmental Goal: Increase ridership with Special Events Departmental Project: Continue to market T services to special events: - Holiday Light Tour, December 2006 - Stock Show Shuttle, January/February 2007 - Main Street Arts Festival, April 2007 - TMS Shuttle, April and November 2007 - Zoo Trolley, Spring Break and Summer 2007 - Jazz on the Blvd, September 2007 Coordinating Departments: Marketing, Operations, and Accounting Measurement: Ridership Departmental Objective: Effectively improve coverage, frequency and service span Departmental Goals: Explore incentives for carpooUvanpool Increase ridership in Vanpools Departmental Projects: Goal is to reach and maintain 160 vanpools by 9/30/07 Increase % of capacity of 80% Target Alliance area companies Cross train Employer Relations Assistant on vanpool operations Effectively improve coverage Departmental Goal: Explore incentives for carpooUvanpool Departmental Projects: Develop ads to promote Ride Share line Increase number of carpool matches Continue to clean up database Departmental Goal: Increase number of Employee Transportation Coordinators Departmental Project: Target companies with ETC - Conduct quarterly training for ETCs. Departmental Goal: Increase E-Pass sales to employers by 10% over 2006 70 Departmental Projects Attend Chamber Fest trade show at Will Rogers in November 2006 Attend Area Chamber meetings, events and seminars. Continue to make sales calls on targeted businesses in CBD and CentrePort. Continue to attend NTCAC Employer Outreach Committee meetings. Coordinating Departments: Marketing, Customer Service Measurement: Increase sales by 10% k Organizational Goal: EXPAND TRANSIT OPTIONS FOR REGIONAL TRAVELERS Departmental Goal: Expand vanpool and related services as element to TDM program ~ Organizational Goal: CREATE A MORE SEAMLESS REGIONAL TRANSIT SYSTEM Departmental Goal: Promote T's on-line trip planning when released Departmental Project: Encourage employer participation in the regional trip planning -~~ website (Try Parking IT.com) ` Strategic Plan Goa14: Provide rapid transit options Organizational Goal: REDUCE TRAVEL TIME ON THE Departmental Goal: Conduct Marketing research (with DART) for THE strategic plan Strategic Plan Goal 5: Support the Sustainable Development of the Region Organizational Goal: IMPROVE AIR QUALITY Departmental Goals: Support North Texas Clean Air Coalition Support TRTC Public Outreach w Support City of Fort Worth MAQ plan ~' ~a 71 Strategic Plan Goal 6: Improve the perception of Public Transportation Organizational Goal: POSITION PUBLIC TRANSPORTATION AS ATTRACTIVE TRAVEL MODE Departmental Goal: Continue to brand T services to general public Departmental Projects: Continue print advertising in Star-Telegram Commute page Continue ads on Fort Worth cable programs Continue radio traffic ads during ozone season Continue public relations i.e. media releases Continue quarterly Stakeholder newsletter "Connections" Continue quarterly "Thinking outside the Bus" community cable show Departmental Goal: Improve Community Relationships Departmental Projects Continue Adopt-A-School activities including Student/Teach of the month, Mystery Trips, Team Fort Worth, and the Pen Pals program Continue involvement in Chambers, FWISD, Downtown Fort Worth Inc., Fort Worth South, NCTCOG, NCTCAC, DFW, City of Fort Worth, Stockyards Business Association and other stakeholder groups Develop and staff Junior Achievement program at Kirkpatrick Middle School Coordinating Departments: Marketing Measurement: Number of activities Departmental Goals: Continue sponsorships of area chamber golf tournaments and annual meetings, community special events, etc. Departmental Projects: Continue Greater Fort Worth, Hospanic, Blank Chamber, Northwest Metroport and Grapevine Chambers, and Downtown Fort Worth, Inc., Fort Worth South and Historic Camp Bowie sponsorships. Sponsor Fort Worth Chamber Trade fest Tradeshow November at Will Rogers. Including purchasing for DBE's. 72 Develop sponsorship opportunities with La Gran Plaza de Fort Worth through Panorama. Continue sponsorship opportunities with Fort Worth Zoo, CATS, and TCU. Coordinating Departments: Marketing Measurement: Number of sponsorships ~: . Departmental Goal: Joint marketing and coordination of special events - Holiday Light Tour - Stock Show Shuttle - Main Street - TMS - Zoo Trolley - Jazz on the Blvd - MAVS Game Trains - Brahmas, Flyers - DART THE COOP Organizational Goal: ENHANCE THE PROFESSIONAL IMAGE OF THE T Departmental Projects: Hispanic Chamber Board and Committees Community Outreach Liaison continue on Goalition Committee, WTS Golf Tournament Committee, Hispanic Chamber Committees Director will continue on NTCAC Board, FWHCC Board, and TRTC Public Education Committee. ~'" Communication Manager continue PRSA Board. ,: Departmental Goals: Improve accountability to FTA regarding The T's operations and finances. Departmental Project: Support the Triennial Review process, ensuring that all documents are submitted for desk review in a timely manner. During the site visit ensure all questions are answered properly. Responsibility: Richard Maxwell, Marketing Department Coordinating Departments: Grants, Marketing Department 73 ~: ~ttmenta~ su~m~'9r~ Department Marketing Department Number o12s Department Summary of Purpose and Goals To increase ridership through comprehensive marketing programs which promote the T's services, educates and informs traditional public transportation customers, choice riders and the general public. Improve community relations and build community support through community outreach, public relations, with a special emphasis on the Hispanic market. Increase awareness of T services and strengthen T corporate identity though strategic branding initiatives. 1. Aggressively market T services to increase ridership on bus and rail. 2. Continue community outreach activities to improve image as a community partner. 3. Develop and implement advertising and public relations designed to improve awareness and trial of the T and strengthen corporate brand. 4. Extend the T's education and sales efforts through strategic alliances. Measurable Goals and Objectives FY 2006 Actual FY 2007 Bud et Increase ridership on bus and rail 8,062,206 8,465,316 Improve Community Relations through: Community outreach activities 20 24 Community presentations 12 12 Strengthen brand identity: Media promotional activities 3 4 Distribute quarterly stakeholder newsletter 4 4 Support the Triennial Review process, ensuring that all documents are submitted for desk review in a timely manner. During the site visit ensure all questions are answered properly. 74 ep8i`~l@rttal Sum~'s~ D Department vanpool & RTDM Department Number 9080, 9nRi Department Summary of Purpose and Goals Measurable Goals and Objectives FY 2006 FY 2007 Actual Bud et Total Participating Employers with Regional Trip Reduction 254 264 Programs Total Vanpools 149 160 ' Total Vanpool Passenger Trips (YTD) 515,950 (as 585,950 of Sept. 06) Employers Subsidizing (TransiCheck Vouchers & E-Pass 23 27 Program) z To increase Vanpool Riders Per Day 897 977 Support the Triennial Review process, ensuring that all documents are submitted for desk review in a timely manner. During the site visit ensure all questions are answered properly. lAdded 70,000 passenger trips based on 68,000 added for FY06) ~__ 75 the The T 2007 Business Plan Planning Responsible for planning improvement of the operating efficiencies of The T service Organizational Goal: IMPLEMENTATION OF STRATEGIC PLAN Departmental Goal: Initiate EIS/PE Process for the Southwest-to-Northeast Corridor Departmental Project: Secure consultant help for the EIS by April ls`, 2007 and complete the EIS/NEPA process by April ls`, 2008. Submit New Starts Application to FTA by May 2008. Organizational Goal: IMPLEMENTATION OF STRATEGIC PLAN Departmental Goal: Complete Park and Ride Study Departmental Project: Finalize the Park and Ride Study, which will help determine most effective placement of park and ride facilities and identify specific sites. Prepare for presentation to The T Board of Directors by April 2007 meeting. Organizational Goal: IMPLEMENTATION OF STRATEGIC PLAN Departmental Goal: Initiate and Complete East Lancaster Bus Rapid Transit Feasibility Study Departmental Project: Oversee the development and completion of a BRT study along E. Lancaster, which will determine the most feasibility bus treatments along the corridor. Complete the study by December 2007. Organizational Goal: IMPLEMENTATION OF STRATEGIC PLAN Departmental Goal: Lead the implementation of the THE Strategic Plan Departmental Project: Work with DART and THE staff to develop the THE strategic plan assuring The T's best interests are maintained through the process. Organizational Goal: INCREASE RIDERSHIP Departmental Goal: Increase Ridership by 5% 76 Departmental Project: Plan fixed-route bus service during FY07which improves ridership by 5% by introducing bus service to new areas and new key businesses that meets The T's Key Performance Indicators. Organizational Goal: COMPLETION OF MAJOR PROJECTS Departmental Goal: Manage the planning process for placement of downtown passenger shelters. Departmental Project: Manage the design of downtown passenger shelters through coordination with the Downtown Passenger Shelter Task Force consisting of downtown business community and interested stakeholders. Have future design complete by March 2007. Initiate construction bid process by Summer 2007. Organizational Goal: CUSTOMER SERVICE INITIATIVE Departmental Goal: Institute T Staff Ride Checks Departmental Project: Coordinate and administer bus ride checks to be conducted by T staff. Initiate process during January 2007 and arrange for quarterly progress reports to T Senior Staff. Departmental Goal: Improve performance of The T's Trip Planner website Departmental Project: Update key landmarks and bus stop inventory to improve accuracy of website. Get website back online by January 31 S`, 2007 Departmental Goal: Enhance working relations between planning dept. and bus operators Departmental Project: Use the Route Monitoring Committee (RMC) to gain input and backing from operators. Display RMC success using a poster- . advertisement in clubroom. Give feedback to operators via bulletin boards and memos. Hold a quarterly "Planner Is In" day in the clubroom to receive input from bus operators. Departmental Goal: Improve regional planning and coordination capabilities Departmental Project: Train key planning staff on TransCad ridership modeling to allow for better coordination/production with COG on future ridership modeling efforts. 77 Organizational Goal: IMPROVING ACCOUNTABILITY. AND PERFORMANCE ~: REPORTING PROCESS Departmental Goal: Meeting coordination with FTA staff Departmental Project: Maintain on-going coordination meetings with FTA staff as part of the EIS efforts for the Southwest-to-Northeast Corridor study. Meet at least once per month. Departmental Goal: Improve accountability of FTA regarding The T's operations and finances. Departmental Project: Support the Triennial Review process, ensuring that all documents are submitted for desk review in a timely manner. During the site visit ensure all questions are answered properly. 78 gpar~mentai Sum~'9~ D Department Planning Department Number ot6o Department Summary of Purpose and Goals Responsible for coordinating and administrating the service, strategic and rail planning activities of The T. Measurable Goals and Objectives FY 2006 FY 2007 Actual Bud et Initiate EISIPE Process for the Southwest-to-Northeast EIS completed Corridor Apri12007 Complete Park and Ride Study Apri12007 Initiate and Complete East Lancaster Bus Rapid Transit Feasibility Study Lead the implementation of the THE Strategic Plan Increase Ridership by 5% By 9/30/07 Manage the planning process for placement of downtown Implement by passenger shelters. 9/30/07 Institute and administer T Staff Ride Checks Initiate by Feb. 2007 Improve performance of The T's Trip Planner website March 2007 Enhance working relations between planning dept. and bus "The Planner is operators In" Sessions Train T employees to Regional planning and coordination capabilities perform . modeling 9/30/07 Meeting coordination with FTA staff Yes Support the Triennial Review process, ensuring that all documents are submitted for desk review in a timely manner. During the site visit ensure all questions are answered properly. 79 ~' v? 80 Organizational Goal: Departmental Goal: Departmental Project Responsible: The T 2007 Business Plan Finance (Accounting/Budget & Procurement) Manages the finances of The T and provides financial guidance and procurement services to other departments. INCREASE RIDERSHIP Simplify fare media and coordinate with DART. Communicate with DART on a regular basis (quarterly) regarding fare policy, potential changes and fare media design. Accounting Coordinating Departments: CFO and Marketing Organizational Goal: COMPLETE MAJOR PROJECTS IN THE FISCAL 2007 CAPITAL BUDGET Departmental Goal: Work with the various departments in developing their capital budgets. Departmental Project: During the annual budget process, assist departments in their future capital needs, including the status of current project schedules and funding. This should also include the status of projects in progress and their completion dates. Departmental Goal: Monitoring Capital Projects and their expenses. Departmental Project: The Budget Analyst will set-up the projects as needed in the project module. The expenses are monitored on a monthly basis. This will help ensure that expenditures are coded correctly. As projects are completed, the expenses are capitalized and the projects are closed monthly. The Director of Accounting will assist the Grants Administrator in reviewing federally funded projects and monthly reimbursements of those allowable expenses. Departmental Goal: Procurements are processed according to federal and state regulations. ~, t: 81 Departmental Project: Procurement will monitor, oversee the bid process and review all progress payments on construction projects. Ensure that all payments are made within 30 days, unless other wise stated in the contract and comply with all federal regulations, such as the Davis- Bacon Act. Responsible: CFO, Director of Procurement, Director of Accounting, Budget Analyst and Grants Administrator Coordinating Departments: All departments Organizational Goal: COMPLETION OF THE CUSTOMER SERVICE INITIATIVE Departmental Goal: Improve the Finance Department's customer service to internal departments and vendors. Departmental Project: All staff will attend refresher customer service training on their anniversary date. Responsible: All financial staff Coordinating Departments: Human Resources, CFO Organizational Goal: IMPROVE ACCOUNTABILITY AND PERFORMANCE Departmental Goal: Review processes and ensure that tasks are being complied in the most efficient manner possible. Departmental Projects: Update the procurement manual by 9-30-07. Complete FY08 Business Plan and Budget Book by 11-30-07. Use Trapeze miles and hours for performance measures by 9-30- 07. Review and coordinate reporting from the Ellipse Incident Module by 9-30-07. Departmental Goal: Improve accountability of FTA regarding The T's operations and finances. Departmental Projects: Support the Triennial Review process, ensuring that all documents are submitted for desk review in a timely manner. During the site visit ensure all questions are answered properly. 82 Responsible: CFO, Budget Analyst, Director of Accounting and Director of Procurement, Accounting. Coordinating Departments: Human Resources, CFO, Risk Management and Operations Organizational Goal: IMPROVE THE PERCEPTION OF PUBLIC TRANSPORATION Departmental Goal: Be more visible in the community during FY07. Departmental Project: Actively participate with a community group or community activity. Management will ride the bus at least quarterly during the year. Participate in outside T activities during the year. Responsible: CFO, Budget Analyst, Director of Accounting, Director of Procurement and Procurement and Finance staff. Coordinating Departments: Marketing and Executive Administration. Organizational Goal: OTHER Departmental Goal: Implement a fare increase by September 30, 2007. The new fare structure is expected to increase fiscal 2008 line service revenues by approximately $351,000 or 10% over budgeted 20071ine service revenues. Departmental Projects: Coordinate with DART to maintain a seamless fare structure. Make presentation to the Board of Directors and obtain preliminary approval. Hold public meetings and evaluate customer comments. Make final recommendations to the Board of Directors and obtain final approval. Notify customers of the changes. ~. Responsibility: Finance Coordinating Departments: DART, TRE, and Marketing 83 ~pclrftnental surn~'~~ Department Finance Department Number of is Department Summary of Purpose and Goals Manages the finances of The T and provides financial guidance and procurement services to other departments. Measurable Goals and Objectives FY 2006 Actual FY 2007 Bud et Increase ridership 5.0% 6,255,690 6,568,475 Farebox accuracy .13% +/-.5% Completion of TVM user interface By 6-30-07 Update procurement manual By 9-30-07 Use Trapeze miles and hours for performance measures By 9-30-07 Implement fare increase By 9-30-07 84 the FORT WORTH TRANSPORTATION AUTHORITY Fiscal Year 2007 Budget Introduction The adopted fiscal 2007 operating budget meets key financial standards adopted by the Authority's Board of Directors to ensure a sound financial future. The operating expenses included in the budget for fisca12007 are $52,436,000. The T also budgeted for increased sales tax revenue based on the continuation of retail sales growth in Fort Worth. Budgeted sales tax receipts are based on local economic trends, including unemployment. The overall employment picture in The T's service area has improved slightly over the past year. The nationwide unemployment rate is 4.6%; we are currently reporting 4.5% The budget continues to recognize the importance of efficient service that meets the needs of our customers, while maintaining a balanced budget. Some of the principal issues facing The T are h fuel increases, the demand for increasing service, and labor costs. One of the primary objectives of the fiscal year 2007 budget is to build reserves for future commuter rail expansion. Prioritizing other capital projects and limiting increases in operating expenses to critical services will accomplish this goal. The following is a description of The T's accounting and budget process and system of controls. Internal Control Structure The T's management is responsible for establishing and maintaining an effective internal control '' structure designed to ensure that the Fort Worth Transportation Authority's (FWTA or The T) ~ti assets are protected from loss, theft or misuse. Management is also responsible for ensuring that accurate accounting data is compiled to allow for the preparation of financial statements in 1: conformity with generally accepted accounting principles. ~ :; In developing and evaluating the FWTA's accounting system, emphasis is placed on the adequacy of internal controls. Internal accounting controls are designed to provide reasonable, but not absolute, assurance regarding the protection of assets against loss from unauthorized use and/or disposition, and the reliability of financial records used to prepare financial statements. The concept of "reasonable assurance" recognizes that the cost of the control should not exceed the benefits likely to be derived and the evaluation of costs and benefits requires estimates and judgments by management. ~~ All internal control evaluations occur within the above framework. Management believes The T's internal accounting controls adequately safeguard assets and provide reasonable assurance of ~ ; proper recording of financial transactions. Management also believes the data accurately and fairly presents the financial position, results of operations, and cash flows of the FWTA. Lastly, ~p ~? 85 they believe that all disclosures necessary to enable the reader to gain the maximum understanding of The T's financial affairs have been included. Description of Fund and Fund Type The activities of the FWTA are similar to those of proprietary funds of local jurisdictions and, therefore, are reported as an enterprise fund. The activities are accounted for on a flow of economic resources measurement focus. With this measurement focus, all assets and liabilities associated with operations are included in a single fund type. Furthermore, The T does not have any component units and does not meet the requirements to be included as a component unit in other governmental entities. Basis of Accounting The FWTA's accounting transactions and fnancial records are accounted for using the accrual basis of accounting. Under the accrual basis of accounting, revenues are recognized in the accounting period in which they are earned and expenses are recorded at the time liabilities are incurred. The T also follows generally accepted accounting principles (GAAP) in accounting for its activities and preparing its financial statements. Basis of Budgeting The FWTA maintains control over operating expenses by adopting an annual operating budget. Budgets are prepared on the accrual basis consistent with GAAP except no provision for depreciation is made. Budgetary Controls Proposed operating and capital budgets for the upcoming fiscal year are developed from March through June. The FWTA's management submits annual proposed operating and capital budgets to its Board of Directors in July. Following public discussion of the proposed budget, the Board of Directors adopts a preliminary budget, which is then forwarded to the governing bodies of the jurisdictions participating in the FWTA. After a minimum of 30 days allowed for review by member cities, the Board of Directors adopts the operating and capital budgets in a public meeting held before October 1, the start of The T's fiscal year (see the detailed budget calendar below). The President/Executive Director is authorized to transfer budgeted amounts between departments; however, the Board of Directors must approve any revisions that alter the total expenses. Therefore, total expenses may not exceed total appropriations. Formal budgetary integration is employed as a management control device during the year. 86 Management's control of the adopted budget is maintained at the department level. It is the responsibility of each department head to manage the department's operations so as to ensure that the use of funds is consistent with the goals and programs authorized by the Board of Directors. In addition, the Budget Analyst and Chief Financial Officer review overall expenses for the organization as a whole to ensure that budgetary parameters are not exceeded. 3 The FWTA also maintains an automated accounting system for budgetary control, with monthly expense reports distributed to department heads. Generally, the sum of cash disbursements and outstanding accruals is not permitted to exceed the approved allocation for a given department or capital project. Unencumbered appropriations to the operating budget lapse at year-end, but are carried forward to the ensuing fiscal year on all authorized capital projects. Encumbered appropriation balances are carried forward to the succeeding year in both the operating and capital budgets and need not be reappropriated. Procedure for Amending the Operating and Capital Budget As stated above, the President/Executive Director is authorized to transfer budgeted amounts between departments; however, the Fort Worth Transportation Authority Board of Directors must approve any revisions that alter the total expenses/expenditures of The T. To initiate a supplemental budget appropriation, a Department Head prepares and presents a formal policy document titled "ECA" to the Board of Directors. This document provides an explanation of the purpose and the amount of the supplemental appropriation. Once the Board of Directors has approved the appropriation, the adopted budget is increased to add the additional funds_ Guide for Development of the Ouerating Budget There are several short-term operational and financial policies of the FWTA that guided the ~~= development of the fisca12007 operating budget. These include: ' - Key goals of the organization will be implemented. This includes increasing ridership, ` improving accountability and performance reporting, improving the perception of public transportation, continuing the customer service initiative, implementing the strategic plan and completing the major projects in the fisca12007 capital budget. - Debt will not be incurred to finance any operating or capital improvements. - A one million dollar self-insurance reserve will be maintained. - Transit fares, valid for Metroplex-wide travel, will match fares charged by DART in order to promote a seamless fare structure between the two authorities. - Productivity of bus service will be improved to promote efficiency and compare more favorably to peer system averages on key performance measures. 87 The following table is a timeline of the development of the FY07 Operating and Capital Budget: Budget Calendar Staff Kick-Off Meeting Pre-budget meetings have already been scheduled. The focus of these will May 10-12 be to communicate this year's budget message and address any questions that may arise. At that time the Budget Instruction Manual will be distributed and the FY07 Budget Tracking Sheets e-mailed on May 12`h Departments compile proposed budgets Ma 1S-Ma 30 y y Debbie Dupre, the Budget Analyst, will meet with each department head to provide assistance (as needed) in developing his/her operating and capital budgets. Departmental Operational Budgets due May 31 All departments submit FY06 re-estimates and requests for FY07, including improvement/reduction proposals. June 2 Capital Budget Proposals due Departments submit requests for Capital Budget proposals both new and any project in FY06 that won't be finished until FY07. Budget Discussions June 8 -June 16 Budget discussions will be held for the larger departments (Operations, Maintenance and MITS). Meetings for the other departments will be held on an as needed basis. July 13 Final Proposed Budget mailed to the Board of Directors July 20 Budget Workshop with the Board of Directors July 20 preliminary Budget adopted by the Board of Directors July 24 preliminary adopted budget mailed to member cities. The preliminary adopted budget will be sent to the cities of Fort Worth, Blue Mound and Richland Hills for review. September 21 Adoption of the FY07 Budget at the Executive Committee meeting 88 Debt Administration As of September 30, 2006, The T had the ability to incur debt with the approval of the voters within its service area; however, there has been no such vote and The T has not incurred any outstanding debt. This debt position is the result of a conservative financial management policy, which seeks to avoid incurring debt or credit liabilities that extend beyond 30 days. This policy is consistent with the promises made to the voters in the original service plan adopted in 1983. That plan states that The T will only issue bonds in accordance with its authorizing legislation. If bond issues are necessary, a public referendum will be held as required by this section of the law. In order to avoid the use of bonds, The T anticipates major financial needs and pays for them through continuing investment and by aggressively seeking all available federal grant funding. Cash Management and Investments The T administers a comprehensive cash management program, which includes the effective ~' - collection of accounts receivable, the prompt deposit of receipts to The T's bank accounts, the timely payment of obligations, and the prudent investment of available cash in accord with a written investment policy. The policy establishes the following objectives, listed in priority ' order: A. Understanding of the suitability of the investment to the financial requirements of The T. B. Safety. Preservation and safety of the invested principal. C. Liquidity. The T's investment portfolio will remain sufficiently liquid to meet all operating requirements and pay obligations at the time due. D. Marketability of the investment if the need arises to liquidate the investment before maturity. E. Diversification of the investment portfolio. F. Yield. The T's investment portfolio shall be designed with the objective of attaining a rate of return throughout budgetary and economic cycles commensurate with The T's investment risk constraints and the cash flow characteristics of the portfolio. As provided in State law (Chapter 452 of the Texas Transportation Code and the Texas Public Funds Investment Act), The T's investment policy also provides that funds may be invested only in the following: A. Obligations of, or guaranteed by, governmental entities, including obligations of the United States or its agencies and instrumentalities; B. Certificate of Deposit; ~: ~- 89 C. Fully collateralized repurchase agreements; D. Bankers' acceptances rated not less than A-1 or P-1; E. Commercial paper rated not less than A-1 or P-1; F. Mutual funds meeting certain specified conditions; or G. Investment pools if authorized by resolution approved by the Board of Directors. The T's investment policy also stipulates the types of financial institutions with which The T may make investments and establishes specific collateral and safekeeping requirements. Five-Year Financial Forecast The Five-Year Financial Forecast (the "Forecast") is used as a planning tool for management and the Board of Directors (the "Board"). The Forecast is a comprehensive overview of all planned cash flow of The T. It includes revenues, operating expenses, capital project revenues and expenditures, and other payments and receipts. This Forecast includes the financial impact of future rail expansion in separate line items titled "contribution from rail project partners" and "capital expenditures rail expansion, net". Adopted (amounts in thousands) Actual Budget Forecast FY2006 FY2007 FY2008 FY2009 FY2010 FY2011 Total Operating Revenues Total Operating Expenses Street Improvement Fees Net Operating Surplus Contribution from rail project partners Increase in fund balance before capex Beginning Fund Balance Funds Available for Capital Expenditures Capital Expenditures, net $ 64,681 $ 62,700 $ 65,468 $ 68,903 $ 71,628 $ 74,330 47,206 52,436 54,288 56,887 59,800 62,668 2,711 1,523 80 82 85 87 14,764 8,741 11,100 11,934 11,743 11,575 - 3,062 7,645 7,950 8,268 8,599 14,764 11,803 18,745 19,884 20,011 20,174 30,208 38,041 36,992 50,750 46,081 37,874 44,972 49,844 55,737 70,634 66,092 58,048 6,931 10,022 3,771 1,989 2,730 3,830 Capital Expenditures Rail Expansion, net - 2,830 1,216 22,564 25,488 26,766 Ending Funds Available for Capital $ 38,041 $ 36,992 $ 50,750 $ 46,081 $ 37,874 $ 27,452 90 Oneratin~ Budget Summar The Operating Budget Summary is a comprehensive overview of revenues, operating expenses, and capital project revenues and expenditures. It presents actual financial results for fiscal 2005 and 2006 and budgeted information for fiscal 2006 and 2007. The "% diff' column represents the percent difference between the fiscal 2007 budget and the fiscal 2006 actual results. Operating Budget Summary r ~, (amounts in thousands) Service Revenues Fixed Route Para-transit THE E-Pass !Special Service Total Service Revenues Other Revenues Sales Tax Investment Advertising Operating Grants Capital Grants Contributions from Partners Miscellaneous Rental Income Total Other Revenue Total Revenue Operating Expenses Salary and Benefits Services Fuels and Lubricants Tires and Tubes Maintenance Materials Supplies and Materials Utilities Insurance Taxes and Fees Miscellaneous Total Operating Expenses Street Improvement Fees Other non-operating expense Net Surplus Available for Capital Expenditures and Reserves FY 2005 FY 2006 FY 2007 Unaudited Actual Budget Actual %Diff Budget %Diff $ 2,378 $ 2,418 $ 2,668 10.3% $ 2,652 -0.6% 735 690 760 10.1% 782 2.9% 802 813 946 16.4% 953 0.7% 427 334 578 73.1% 481 -16.8% 4,342 4,255 4,952 16.4% 4,868 -1.7% 38,853 38,602 42,009 8.8% 43,727 4.1% 442 750 1,223 63.1% 1,200 -1.9% 226 240 176 -26.7% 150 -14.8% 12,494 13,603 13,756 1.1 % 10,257 -25.4% 2,326 31,447 9,330 -70.3% 27,594 195.8% 751 621 871 N/A 5,135 489.6% (180) 150 960 540.0% 150 -84.4% 650 650 734 12.9% 650 -11.4% 55,562 86,063 69,059 -19.8% 88,863 28.7% 59,904 90,318 74,011 -]8.1% 93,731 26.6% 24,157 26,214 25,307 -3.5% 27,681 9.4% 12,900 13,932 14,129 1.4% 16,024 13.4% 2,046 3,148 3,141 -0.2% 3,605 14.8% 213 241 261 8.3% 250 -4.2% 1,829 1,705 1,864 9.3% 1,896 1.7% 273 281 285 1.4% 313 9.8% 993 1,057 1,235 16.8% 1,259 1.9% 272 300 254 -15.3% 355 39.8% 85 98 88 -10.2% 103 17.0% 649 798 610 -23.6% 950 55.7% 43,417 47,774 47,174 -1.3% 52,436 11.2% 2,570 2,711 2,711 0.0% 1,523 -43.8% - - 31 - $ 13,917 $ 39,833 $ 24,095 -39.5% $ 39,772 65.1% 3... 91 ~a Service Revenues The T receives service revenues from various sources. The significant revenue sources are as follows: Fixed route revenue includes all farebox fees collected from passengers on fixed operating routes and passes sold at various outlets; Paratransit revenue represents fares paid by Mobility Impaired Transportation Services (NITS) passengers and other agencies; ~ THE revenue represents fares collected from passengers on the THE commuter rail and passes sold at various outlets; and E-Pass revenues are monies collected from businesses that purchase annual passes for their employees. Other Revenues Sales tax and grant revenues are The T's main sources of revenue and represent approximately 46.7% and 40.4%, respectively, of The T's total revenue budget. The fiscal 2007 budget also includes revenue from advertising, ITC and T&P rental fees and investment earnings. The fiscal 2007 sales tax was budgeted to increase 4.1 % from the fiscal 2006 actual amount. The T's management considered the national economic trend, the local economy, the local unemployment rate and the local sales tax trends when determining the sales tax budget. This following chart represents the projected sales tax through fiscal year 201 l: Projected Sales Tax Revenue (000's) $65,000 $6z,os~ $60000 $59,204 $56,460 $ $ 5,000 $53,845 $50'000 $46,789 $45,000 $40,000 2007 2008 2009 2010 2011 * Note: The Projected Sales Tax Revenue table includes sales tax proceeds from Grapevine. These proceeds were not including in the fiscal 2007 operating budget, as the election to approve the sales tax increase had not taken place at the time of the budget adoption. Fiscal 2007 capital program revenues are budgeted to increase approximately $18.3 million from fisca12006 actual results. This increase is due to the expected federal reimbursement on a significant increase in fisca12007 capital expenditures. 92 The Federal Transit Administration formula grant represents a significant source of grant revenue that The T receives each year. Traffic and population density in the Fort Worth-Dallas Metroplex are used in the calculation that determines how much federal grant assistance is distributed to the transit authorities in this region. The North Central Texas Council of Governments (COG) then determines the split of the funds between Dallas Area Rapid Transit in Dallas, The T in Fort Worth and the Denton County Transit Authority. The T has some control over the manner in which these formula grant dollars are spent (e.g. operating expenses or capital expenditures), and management anticipates approximately $9.0 million will be used for preventive maintenance costs and paratransit operations -~~ in fiscal 2007, which is a decrease of approximately $3.3 million from fiscal 2006. This decrease is due to the anticipated redirecting of a portion of the formula grant dollars from operating revenue to capital grant reimbursement revenue. The following chart and table presents The T's major revenue sources over the last five years. Major Revenue Sources (amounts in thousands) $50,000 $40,000 $30,000 $20,000 ^ Sales Tax ^ Operating Grant Assistance $10,000 ^ Capital Grant Reimbursement $- 2002 2003 2004 2005 2006 Fiscal Year Sales Tax Revenue Operating Grant Assistance Capital Grant Reimbursement Capital 2002 2003 2004 2005 2006 $ 34,970 $ 34,129 $ 35,913 $ 38,853 $ 42,009 11,780 12,508 10,150 13,246 13,756 29,754 15,215 7,448 2,326 9,330 The T's capital projects are funded primarily with federal grants from the Federal Transit r - Administration. Other capital project funding comes from sales tax revenue, contributions from ,_~, other entities and local fares. The fiscal 2007 budgeted capital expenditures are $43.0 million and approximately 64.2% of this amount is expected to be funded by federal grants. ~, The capital projects in the fiscal 2007 budget are summarized in the "Capital Budget" section. Capital investment for years beyond fiscal 2007 relate primarily to the Southwest to Northeast Rail Project,TRE improvements, replacement of aging buses, maintaining capital assets, and upgrading ~ existing assets. ~> ,~ 93 The most significant capital project for fiscal 2007 is CentrePort Improvements. The design phase was started in fiscal 2005 and completed in the first quarter of fiscal 2006. Construction began in fiscal 2006 and will be completed in fiscal 2008. This project is necessary because of unstable ground under the track as it heads east out of the CentrePort Station. This project includes the removal of the existing embankment in this area and replaces it with two bridges. The first bridge will divert the THE to the southern track while the remaining fill is removed to allow the second (northern) bridge to be constructed on the current track alignment. Since a "shoofly" will be needed to accomplish the detour, the scope includes work that is complimentary to future double tracking. This project calls for the construction of a turnout east of the US Highway 360 Bridge and a second track south of the existing track through CentrePort Station via a second turnout at Valley View Road. A second platform at CentrePort, south of the existing platform, will be added to serve the second track. The largest impact the capital program has on the operating budget is if we do not expend as much as projected. Therefore the federal reimbursements will be less, and our actual revenue for fiscal 2007 will be less than budget. Operating Expenses Salaries and fringe benefits are The T's largest expense category. The largest employee group, bus operators and mechanics, are covered under a collective bargaining unit agreement. Anew three- year contract was executed effective September 30, 2006. Services primarily consist of purchased transportation, which includes payments to third-party contractors. Third-party contractors operate the THE service and certain grant funded programs. Additionally, The T's paratransit service called Mobility Impaired Transportation Service (NITS) contracts approximately 50.0% of its trips. NITS employees provide the most difficult and challenging trips and contractors provide the easier service. This allows The T to keep the cost per trip less than that provided by NITS employees alone. Contracting NITS service represents an effective way to control the high cost of providing transportation to persons with disabilities. The largest portion of the other expense categories is fuel and lubricants, which increased 14.8% in the fiscal 2007 budget from the fisca12006 actual amount. This increase is primarily due to expected increases in bus and vanpool service. The majority of The T's fuel consumption is from natural gas as most of its buses are fueled by compressed natural gas. The T is currently in the second year of a two-year fixed price natural gas contract. Street Improvement Fees Street improvement fees are not considered an operating expense; instead, they are viewed as a separate expense category. The T has traditionally remitted a portion of its annual sales tax revenue collected from each member city to that member city for street repairs. Management of The T and officials of the member cities agreed to an arrangement whereby both could benefit from efficient transfer sales tax proceeds back to the cities for specific street projects. The street improvements benefit The T because its buses operate more safely and with less wear on the vehicles when the streets are in good condition. The member cities benefit because they have more money to dedicate to street repair. 94 Fiscal 2007 Street Fees paid to the City of Fort Worth (COFW) are 3.75% of The T's sales tax revenue related to COFW during the previous calendar year. Street fees for Richland Hills and Blue Mound are 15% of sales tax revenues collected the previous calendar year related to those cities. The following table represents the summary of budgeted positions for fiscal 2007 compared to actual positions for 2005 and 2006. The positions represent full time equivalents. ~` 95 Summary of Positions Actual Actual Budget Fiscal Years 2005 2006 2007 Administration Departments: Administration: Executive Administration 11.0 10.0 11.0 Project Management 2.0 2.0 2.0 Customer Relations 17.0 17.5 18.0 Finance: Accounting 11.5 11.0 11.5 Procurement and Contract Admin 3.S 3.S 3.S Chief Financial Officer 2.0 2.0 2.0 Human Resources: Human Resources 6.0 7.0 7.S Risk Management 11.5 11.5 12.5 Information Systems 8.0 8.5 9.S Maintenance: Maintenance Administration 11.0 11.0 11.0 Facilities Maintenance 21.5 26.0 28.5 Marketin¢ S.0 S.0 S.0 MITS Administration 19.0 19.0 20.0 Operations Administration 17.5 16.5 18.5 Planning 3.5 3.0 3.0 Trinity Railway Express 2.0 2.0 2.0 Total Administration 152.0 155.5 165.5 Operating Departments: MITS: MITS Operations 37.5 37.5 50.0 MITS Maintenance Vehicle 11.0 11.0 12.0 Fixed Route Operations: Bus Operations 197.5 197.5 215.0 Maintenance Vehicle 81.0 81.0 82.0 Total Operating 327.0 327.0 359.0 Total Administration and Operating Grant-funded Programs: Vanpool 1.0 1.0 2.0 RTDM 3.0 3.0 3.0 Jobs Access Tarrant County Transit Services Northeast Transportation Service Total Grant Funded 4.0 4.0 S.0 Total 483.0 486.5 S29.S 96 Discussion of Summary of Positions The following is a summary of significant staffing changes in the fiscal year 2007 budget. • MITS Operations and Bus Operations: The increase from fiscal 2006 actual to fiscal 2007 budget is the result of unfilled fiscal 2006 budgeted positions as of September 30, 2006. These positions will be filled in the coming months to help minimize overtime costs. • Operations Administration: There were two vacancies at the end of fiscal 2006. These positions will be filled in 2007. • Facilities Maintenance: Due to a large turnover, some of the positions were vacant at the end of fiscal 2006. These positions will be filled in the up coming months. • Risk Management: Due to an increase in safety training and insurance claims one clerical position was added for fisca12007. • Information Technology: One position and the addition of a part-time consultant were necessary in fiscal 2007 because of the changes in our network and infrastructure needs. Employment Levels 5 Year Actuals 400.0 300.0 200.0 100.0 0.0 ~ '- 97 ®Staff Bargaining Unit the FORT WORTH TRANSPORTATION AUTHORITY FISCAL YEAR 2006 CAPITAL IMPROVEMENTS PROGRAM Total Federal Other Local Budget Share Share Share FY 2006 Projects to be carried over to FY 2007: Bus Maintenance - Replacement of Wilson II CNG Unit $ ],597,750 - $ 269,822 $ 1,327,928 CNG System Additions & Upgrades 350,000 280,000 - 70,000 Auxiliary Storage Facility 284,000 - - 284,000 Miscellaneous Equipment & Repair 189,000 - - 189,000 CNG Annex (Cover with Gantry Crane) 85,000 - - 85,000 Trinity Railway Express CentrePort Improvements 23,256,198 15,975,000 3,937,500 3,343,698 y. - Purchase of Track &Right-of--Way 5,000,000 1,600,000 - 3,400,000 THE Service Improvements/Hurst Siding 3,757,710 2,596,457 - 1,161,253 THE Train Set Phase I 1,300,000 - - 1,300,000 Power Crossover at ITC 800,000 - - 800,000 THE PIS Upgrades 375,000 300,000 - 75,000 Other Hyde Park Transit Plaza 4,960,058 3,968,046 446,006 496,006 Intelligent Transporation System 2,344,703 1,875,762 - 468,941 Far North Fort Worth Park & Ride 862,000 608,451 - 172,400 Downtown Passenger Shelters 850,306 680,245 170,061 Shelter Replacement -Multi-Year 788,900 631,112 157,788 ITC Finish Out/Upgrades: _ ` Expand and Improve Parking (ITC) 433,367 346,693 86,674 ~ Bums Street Realignment 1,000,000 800,000 - 200,000 Ninth Street Improvements 187,500 - 187,500 New Historic Trolley Shelter 142,072 - 142,072 ~x ITC Lease Build out 100,000 100,000 ~ CentrePort Parking Lot Drainage Improvements 93,832 93,832 T'VM Software Upgrade 100,000 100,000 F MITS GPS & Data Terminals 83,000 83,000 z Bus Stop Signs -Multi Year 55,000 44,000 11,000 Total FY06 Project Carried Over to FY07 48,995,396 29,705,766 4,653,328 14,505,153 ~' x '€ 9g Total Federal Other Local Budget Share Share Share FY 2007 "New" Capital Projects: Bus Maintenance FY07 Vehicle Procurement Capital Maintenance - T Facilities Parking Lot & Bus Lot Repairs - FY07 Methane/Carbon Dioxide Detection System Johnson Controls Upgrade Brake Lathe Vacuum System Trinity Railway Express Southwest /Northeast Preliminary Engineering THE Capital Maintenance - FY07 THE /Fort Worth & Western Connection Design Midway Road Bridge Feasibility 2,744,252 2,252,979 - 491,273 150,000 120,000 - 30,000 100,000 - - 100,000 80,000 - - 80,000 70,000 - - 70,000 15,000 - - 15,000 9,000,000 2,400,000 4,000,000 2,600,000 2,394,616 1,915,693 - 478,923 150,000 - - 150,000 100,000 - - 100,000 Other Siena Vista Transit Plaza 1,288,000 1,030,400 50,000 207,600 Additional Parking Vickery 308,061 246,449 - 61,612 Documents Imaging System 300,000 - - 300,000 ITS Communication Sysem 277,000 221,600 - 55,400 Amtrak Platform Improvements & Repairs 249,590 - - 249,500 Network Upgrades 200,000 - - 200,000 7th Street Landscape & Improvements to Parking Lot 150,000 - - 150,000 Bus Rapid Transit (BTR) Study 100,000 - - 100,000 Fitness Center Expansion (Modular Building) 81,176 - - 81,176 36" Plotter 15,000 - - 15,000 Check Writer 12,000 - - 12,000 Total "New" FY07 Projects 17,784,695 8,187,121 4,050,000 5,547,484 Grand Total -All Projects $ 66,780,091 $ 37,892,887 $ 8,703,328 $ 20,052,637 99 Proiect Title: Replacement of Wilson II CNG Unit Description of Project: This project provides for replacement of the Wilson II CNG skid with a new Waukesha powered five-stage Ariel compressor with Murphy controls equivalent to the Waukesha unit installed in 2004. The Murphy controls installed in the 2005 Upgrade will be re-used. This skid system has long outlasted the performance measurements as established by the manufacturer. This unit has been our primary gas compression unit since installation July 1996 Total budget $ 1,597,750 Prior Year Actual Expenses - Projected expenditures (What you expect to spend this year): Fisca12007 $ 1,597,750 Operating budget effect: None Sales tax $ 1,327,928 Federal - Other 269,822 Proiect Title: CNG System Additions 8~ Upgrades Description of Project: Our CNG fuel management system must be upgraded due to the loss of our Universal/Emsco manufacturer, who went bankrupt in 2000. Parts for three (3) of our dispensers are no longer available on the market. We must retrofit to a supplier/manufacturer, Tulsa Gas, from whom parts are readily available. The system must have the Wilson #2 CPU upgraded along with the replacement of the GE Fanuc panel to a Murphy Control panel in order to ensure un-interrupted servicing of our CNG fleet. Completion date for this project will be the end of fiscal year 2006 or early 2007. Total budget $ 350,000 Sales tax Prior Year Actual Expenses 274,143 Federal Other Projected expenditures (What you expect to spend this year): Fisca12007 $ 75,857 Operating budget effect: None ~. $ 70,000 280,000 None ~,' 100 Proiect Title: Auxiliary Storage Facility Description of Project: This is a covered storage area, designed to protect equipment and tools from the weather. It will also provide better security. Schedule of project cost: Source of funding: Total budget $ 284,000 Sales tax $ 284,000 Prior Year Actual Expenses - Federal None Other None Projected expenditures (What you expect to spend this year): Fisca12007 $ 284,000 Operating budget effect: None Proiect Title: Miscellaneous EpuipmentlRenair Description of Project: This project is for the purchase of miscellaneous equipment and / or repair such as a trailer, floor scrubbers, CNG Engine Repair, 3/4 ton truck, CAD Engine Repair, chassis room conversion and a valve body tester. Schedule of project cost: Source of funding: Total budget $ 189,000 Sales tax $ 189,000 Prior Year Actual Expenses - Federal None Other None Projected expenditures (What you expect to spend this year): Fisca12007 $ 189,000 Operating budget effect: None 101 Protect Title: CNG Annex -Cover with Gantry Crane Description of Project: Project provides for construction of a roof covering extending the length of the CNG engine and compressor annex with a Gantry crane installed. This will allow for removal of the enclosures for each individual unit and provide extra ventilation capacity to keep all units of the annex from overheating during the summer months. Schedule of project cost: Source of funding: Total budget $ 85,000 Sales tax $ 85,000 Prior Year Actual Expenses - Federal None Other None Projected expenditures (What you expect to spend this year): Fisca12007 $ 85,000 Operating budget effect: None. Protect Title: CentrePort Improvements Description of Project: This project represents the removal of the existing embankment in this area and it replaces with two bridges. The first bridge will divert the THE to the southern bridge while the remaining fill is removed to allow the second (northern) bridge to be constructed on the current track alignment. Since a "shoofly will be needed to accomplish the detour, the scope includes work that is complimentary to future double tracking. This project calls for the construction of a turnout east of the highway 360 Bridge and a second track south of the existing track through CentrePort Station via a second turnout at Valley View Road. It will also add a second platform at CentrePort, south of the existing platform, to serve as the second track. Schedule of project cost: Source of funding: Total budget $ 23,256,198 Sales tax Prior Year Actual Expenses 1,723,807 Federal Other Projected expenditures (What you expect to spend this year): Fisca12007 $ 9,000,000 Fiscal 2008 12,532,391 Operating budget effect: Maintenance ~. ~'' 102 $ 3,343,698 15,975,000 3,937,500 Proiect Title: Purchase Tracks and Right-or Way Description of Project: The Union Pacific Railroad (UPRR) has expressed interest in selling the right-of--way and track rights for approximately two miles of track between Tower 60 and Sixth Street junction known as part of the Duncan subdivision. This project will protect right-of--way needed for the Cottonbelt line conversion. Schedule of project cost: Source of funding: Total budget $ 5,000,000 Sales tax $ 3,400,000 Prior Year Actual Expenses $4,645 Federal $1,600,000 Other None Projected expenditures (What you expect to spend this year): Fisca12007 $ 4,995,355 Operating budget effect: Rail maintenance costs will increase with the new quad gates. Proiect Title: THE Service Imyrovements/Hurst Siding Description of Project: Extend existing Trinity Railway Express (TRE) rail siding eastward and westward for a total of approximately one mile. Upgrade switches; install new signal equipment and adjust remote signal locations; install new crossing pads and quad gates at the Norwood Road crossing. This project will enhance the efficiency of the THE services. Total budget $ 3,757,710 Prior Year Actual Expenses 3,457,222 Sales tax $ 1,161,253 Federal $2,596,457 Other None Projected expenditures (What you expect to spend this year): Fisca12007 $ 300,488 Operating budget effect: None 103 Proiect Title: THE Train Set Phase I Description of Project: This project is for the purchase of (1) new bi-level coach and (3) bi-level cab cars. amount represents 10% of the total project cost and is the T's 50% match of the local ; has the grant and will purchase the rolling stock. Total budget $ 1,300,000 Sales tax $ I,? Prior Year Actual Expenses - Federal Other Projected expenditures (What you expect to spend this year): Fisca12007 $ 1,300,000 Operating budget effect: None Proiect Title: Power Crossover at the ITC Description of Project: This project is to install signals and power switch crossover from shared track at Stn control point. Schedule of project cost: Source of funding: Total budget $ 800,000 Sales tax Prior Year Actual Expenses - Federal Other Projected expenditures (What you expect to spend this year): Fiscat 2006 $ 800,000 Operating budget effect: None 104 The project hare. DART 00,000 None None as a new 0,000 None None Project Title: THE PIS Un;~rades Description of Project: This project is to upgrade the THE Passenger information system, to maintain consistency with DART's proposed improvements. Schedule of project cost: Source of funding: Total budget $ 375,000 Sales tax $ 75,000 Prior Year Actual Expenses - Federal 300,000 Other None Projected expenditures (What you expect to spend this year): Fisca12007 $ 375,000 Operating budget effect: None Project Title: Hyde Park Transit Pla a Description of Project: This project is a joint venture with the City of Fort Worth. It represents the cost to purchase property, design and construct a transfer plaza at Hyde Park. This transfer plaza will enhance customer comfort, provide convenient and safe transfer areas and have information displays to provide up-to-date vehicle and scheduling information. It is the redevelopment of the former library site at Ninth Street and Throckmorton Street. Schedule of project cost: Total budget $ 4,960,058 Prior Year Actual Expenses 2,347,769 Source of funding: Sales tax Federal Other $ 496,006 3,968,046 496,006 Projected expenditures (What you expect to spend this year): Fisca12007 $ 2,612,289 Operating budget effect: None 105 Proiect Title: Intelligent Transportation Systems Description of Project: The Intelligent Transportation System includes cameras, automatic passenger c unters, data communications, mobile data terminals, and global positioning capabilities that will fe d into a back office, integrated computer system. An integrated scheduling system will use this data o provide the following functions: Automatic Vehicle Locator, Computer Automated Dispatch, Rine ry Planning, and information for more informed decisions concerning bus schedules. These systems are the T's component of the Regional ITS. These specific systems ; re needed to move public transit to a level of convenience and reliability that will entice riders aw y from self- transport options. The technical specifications and delivery for the fixed route trip pl nner will be coordinated with DART to create a system that is seamless to riders going from or. side of the metroplex to the other. Schedule of project cost: Source of funding: Total budget $ 2,344,703 Sales Tax $ 4 8,941 Prior Year Actual Expenses 381,515 Federal 1,8 5,762 Other Projected expenditures (What you expect to spend this year): Fisca12007 $ 1,963,188 Operating budget effect: None Proiect Title: Far North Fort Worth Park & Ride Description of Project: This project is for the purchase of land and the design and construction of a Park & Fort Worth near the Alliance Corridor. Total budget $ 862,000 Sales tax Prior Year Actual Expenses 9,502 Federal Other Projected expenditures (What you expect to spend this year): Fisca12007 $ 852,498 Operating budget effect: None in far north 1 2,400 6 9,600 None 106 Project Title: Downtown Passenger Shelters Description of Project: This project is for the modernization of Houston and Throckmorton Streets bus shelters as well as other downtown locations. Schedule of project cost: Source of funding: Total budget $ 850,307 Sales tax $ 170,062 Prior Year Actual Expenses 429 Federal 680,246 Other None Projected expenditures (What you expect to spend this year): Fisca12007 $ 849,878 Operating budget effect: None Proiect Title: Shelter Replacements -Multi- Year Description of Project: This is a multi-year project for the purchase and installation of new shelters in our service area. Total budget $ 788,900 Sales tax Prior Year Actual Expenses 136,303 Federal Other Projected expenditures (What you expect to spend this year): Fisca12007 $ 752,597 Operating budget effect: None $ 157,788 631,112 None 107 Protect Title: ITC Finish Out UpPrades -Expand & Improve Parkin Description of Project: This project is for the expansion of additional parking spaces and new bus bays at the (: Schedule of project cost: Source of funding: Total budget $ 433,367 Sales tax $ 88,6 Prior Year. Actual Expenses $5,805 Federal $346,6 Other N. Projected expenditures (What you expect to spend this year): Fisca12007 $ 425,064 Operating budget effect: None Protect Title: Burns Street Realignment Description of Project: This project is for the realignment of Burns Street. It is a joint venture between The T and the City of Richland Hills. The project will reduce the delays caused by entering and exit ng the THE Richland Hills Station parking lot and will increase ridership from this station. Total budget $ 1,000,000 Sales tax $ Prior Year Actual Expenses - Federal Other Projected expenditures (What you expect to spend this year): Fisca12007 $ 1,000,000 Operating budget effect: None 0,000 108 Proiect Title: Ninth Street Improvements Description of Project: This project is a joint venture between the T and the City of Fort Worth (the "City") for the construction of pedestrian improvements along the Ninth Street comdor between the ITC and the proposed Hyde Park Transfer Plaza. This beautification to the ITC's "front door" includes reconstruction of the sidewalks and crosswalks with brick accents, street trees and tree grates, landscaping, irrigation systems, pedestrian lighting, pedestrian way finding signs, benches and trash receptacles. The City is the primary agent in this joint venture and the T will provide 50% of the local match. An Inter-local Agreement has been executed with the City. Total budget $ 187,500 Prior Year Actual Expenses 32,607 Sales tax $ 187,500 Federal Other Projected expenditures (What you expect to spend this year): Fisca12007 $ 154,893 Operating budget effect: None Proiect Title: New Historic Trolley Shelter Description of Project: This project is necessary to bring the two static displays into uniformity with their historical significance. The money will be used for the additions of such historical elements as luggage racks, window shade material, marker light lens frames, spittoons, as well as other items of historical significance. This project will include moving, set-up and construction of a shelter for our historic trolley. Schedule of project cost: Source of funding: Total budget $ 142,072 Sales tax Prior Year Actual Expenses Federal Other Projected expenditures (What you expect to spend this year): Fisca12007 $ 142,072 Operating budget effect: None $ 142,072 109 Proiect Title: ITC Lease Build out Description of Project: This project is for the build out specifications for a future tenant at the Intermodal T ansportation Center. The existing spaces were left unfinished to accommodate the new leases. Schedule of project cost: Source of funding: Total budget $ 100,000 Sales tax $ 11 0,000 Prior Year Actual Expenses - Federal None Other None Projected expenditures (What you expect to spend this year): Fisca12007 $ 100,000 Operating budget effect: None ~: .. Proiect Title: CentrePort Parking Lot Drainage Improvements Description of Project: This project is to improve the drainage at the CentrePort Parking Lot. Poor damage to the landscaping. Schedule of project cost: Source of funding: Total budget $ 93,832 Sales tax $ Prior Year Actual Expenses - Federal Other Projected expenditures (What you expect to spend this year): Fisca12007 $ 93,832 Operating budget effect: None 110 is causing 3,832 None none Proiect Title: TVMSoftware Un~rade Description of Project: This project is for the purchase of software, that will be more customer oriented and will reduce the number of screens per transaction. It also includes Braille panels for the visually impaired. Schedule of project cost: Total budget $ 100,000 Sales tax $ 100,000 Prior Year Actual Expenses Federal None Other None Projected expenditures (What you expect to spend this year): Fisca12007 $ 100,000 Operating budget effect: None Proiect Title: MITS GPS & Data Terminals Description of Project: This project is for the purchase and installation of additional mobile data terminals for the MITS vans. This enables us to have real-time information and Global Positioning System (GPS) tracking. Schedule of project cost: Source of funding: Total budget $ 83,000 Sales tax $ 83,000 Prior Year Actual Expenses - Federal None Other None Projected expenditures (What you expect to spend this year): Fisca12007 $ 83,000 Operating budget effect: None 111 Proiect Title: Bus Ston Suns -Multi Year Description of Project: This project is a multi-year project for the purchase and installation of new bus sto signs in our service area. Total budget $ 55,000 Sales tax $ 1,000 Prior Year Actual Expenses 15,491 Federal 4,000 Other one Projected expenditures (What you expect to spend this year): Fisca12007 $ 39,509 Operating budget effect: None Proiect Title: FY07 Vehicle Procurement Description of Project: This project is for the purchase of six (6) buses and three (3) vans to replace vehicles tl at will reach their useful life during FY07 and for increased service because of additional ridership. Total budget $ 2,744,252 Sales tax $ 4. 3,273 Prior Year Actual Expenses - Federal 2,2. 2,979 Other one Projected expenditures (What you expect to spend this year): Fisca12007 $ 2,744,252 Operating budget effect: None 112 Proiect Title: FY07 Capital Maintenance - T Facilities Description of Project: This project represents all capital maintenance and improvements on the HRP building and other facilities. It includes painting and repairing interior and exterior walls, repairing or replacing HVAC units as necessary and any other capital maintenance activities that may occur. Schedule of project cost: Total budget $ 150,000 Prior Year Actual Expenses Projected expenditures (What you expect to spend this year): Fisca12007 $ 150,000 Operating budget effect: None Source of funding: Sales tax $ 30,000 Federal .120,000 Other None Proiect Title: Parking & Bus Lot Concrete~Asphalt Repairs - FY07 Description of Project: This project is for periodic repairs on our parking lots and various bus lanes or any FWTA facility. This will include re-striping as well as asphalt work. Schedule of project cost: Source of funding: Total budget $ 100,000 Sales tax $ 100,000 Prior Year Actual Expenses - Federal None Other None Projected expenditures (What you expect to spend this year): Fisca12007 $ 100,000 Operating budget effect: None 113 Proiect Title: Methane/Carbon Dioxide Detection System Description of Project: Project provides for replacement of the Methane/Carbon Dioxide detection system in bus, van and body shop. Sensors, computer, software and battery backup interface with currently installed audio and visual alarm system. This system alerts all employees working in either shop when methane and/or carbon dioxide levels in the shop have reached levels that could be hazardous to their health. Shops are then evacuated and appropriate measures are taken to return the air to acceptable levels. This is a safety requirement. ` Schedule of project cost: Source of funding: Total budget $ 80,000 Sales tax $ 80,000 Prior Year Actual Expenses Federal Other None Projected expenditures (What you expect to spend this year): Fisca12007 $ 80,000 Operating budget effect: None Proiect Title: Johnson Controls Un~rade Description of Project: This system controls all the air conditioning for the HRP complex. Replacing these controls will provide state of the art equipment that is maintainable and parts are available. Our current system is becoming increasingly unreliable and difficult to maintain. This will also provide more economical HVAC for our facilities. Schedule of project cost: Source of funding: Total budget $ 70,000 Sales tax $ 70,000 Prior Year Actual Expenses - Federal None Other None Projected expenditures (What you expect to spend this year): Fisca12007 $ 70,000 Operating budget effect: None 114 Proiect Title: Brake Lathe Vacuum System Description of Project: Project provides for purchase and installation of a vacuum system for the brake lathe in the van shop. When brake drums and blocks are cut the shavings and dust create a safety hazard. A closed vacuum system covering the cutting area of the lathe is needed to provide a safe work environment for our employees. Schedule of project cost: Source of funding: Total budget $ 15,000 Sales tax $ 15,000 Prior Year Actual Expenses - Federal None Other None Projected expenditures (What you expect to spend this year): Fisca12007 $ 15,000 Operating budget effect: None Proiect Title: SW-to NE Environmental Imngct Study& Preliminary Engineering Description of Project: The study following The T's SW-to-NE Alternative Analysis will be the EIS as required by the National Environmental Policy Act of 1969. Preliminary Engineering may be combined with this effort. The T is required to prepare detailed analyses of any capital project such as a proposed rail line that significantly affect the quality of the environment. Total budget $ 9,000,000 Prior Year Actual Expenses 179,553 Projected expenditures (What you expect to spend this year): Fisca12007 $ 4,820,447 Fisca12008 $ 4,000,000 Operating budget effect: None Sales tax $ 2,600,000 Federal 2,400,000 Other 4,000,000 115 Project Title: THE Capital Maintenance FY07 Description of Project: This project is for capital maintenance of the THE assets. These costs are split evenly with DART. The amounts shown on this schedule are the T's share. Specifically, the funds requested for fiscal F_ , 2007 will provide The T's portion of the funds needed for the capital repair and maintenance on the THE right-of--way and rolling stock. x- x Schedule of project cost: Source of funding: Total budget $ 2,394,616 Sales tax $ 478,923 Prior Year Actual Expenses - Federal 1,915,693 t Other None Projected expenditures (What you expect to spend this year): Fisca12007 $ 2,394,616 tr Operating budget effect: ~ ... None _ Project Title: THE /Fort Worth & Western Connection Design Description of Project: This project is the design phase for the connection of the UP to the Fort Worth and Western line. Schedule of project cost: Source of funding: b Total budget $ 150,000 Sales tax $ 150,000 -- Prior Year Actual Expenses - Federal None Other None Projected expenditures (What you expect to spend this year): ~,; Fisca12007 $ 150,000 Operating budget effect: ~- None ~ `. x 116 ~: Project Titte: Midway Road Bridge Feasibility Study Description of Project: This project is a study to lower the road pavement under the bridge at Midway Road. Total budget $ 100,000 Sales tax $ 100,000 Prior Year Actual Expenses - Federal None Other None Projected expenditures (What you expect to spend this year): Fisca12007 $ 100,000 Operating budget effect: None Project Titte: Sierra Yista Transit Pla .a Description of Project: This project is for a transfer center on the southeast side of our service area. Total budget $ 1,288,000 Sales tax $ 257,600 Prior Year Actual Expenses - Federal 1,030,400 Other 50,000 Projected expenditures (What you expect to spend this year): Fisca12007 $ 400,000 Fisca12008 $ 888,000 Operating budget effect: Maintenance Costs None 117 Proiect Title: Additional Parking Vickery Description of Project: Convert the existing landscaped area, south of the existing security fence and between the entrance and exit ramps, to general parking with a minimum of 80 spaces. Review all existing striped parking bays and determine if some or many areas currently striped for traffic, to avoid parked stalls, could be safely converted by re-striping. Schedule of project cost: Source of funding: Total budget $ 308,061 Sales tax $ 61,612 Prior Year Actual Expenses - Federal 246,449 Other None Projected expenditures (What you expect to spend this year): Fisca12007 $ 308,061 Operating effect: None Proiect Title: Document Imaging System Description of Project: This project is for a document imaging system that will help reduce our paper and storage dependence and help us meet our records retention requirements. Total budget $ 300,000 Sales tax $ 300,000 Prior Year Actual Expenses - Federal None Other None Projected expenditures (What you expect to spend this year): Fisca12007 $ 300,000 Operating budget effect: Maintenance Costs None 118 Proiect Title: ITS Communication Systems Description of Project: This project provides for the improvements to the network infrastructure due to the overload of existing network resources. The network routers, switches, and other various components of the network infrastructure will be upgraded to handle the bandwidth capacity necessary to support the new security camera system. This project provides the lighting of the fiber strands dedicated to The T for the foundation of a network infrastructure necessary to run all internal applications across all train platforms, THE office, Lancaster office, and the ITC The existing security system will be enhanced with cameras and the bus yard will have intruder detection devices. Schedule of project cost: Source of funding: Total budget $ 277,000 Sales tax $ 55,400 Prior Year Actual Expenses - Federal 221,600 Other None Projected expenditures (What you expect to spend this year): Fisca12007 $ 277,000 Operating budget effect: None Proiect Title: Amtrak Platform Improvements & Repairs Description of Project: This project includes the rehabilitation of one existing center island low-level cast-in-place concrete commuter rail station platform structure. Damaged tiles will be removed and brick pavers will be installed adjacent to the tactile warning surface (TWS) zone. Schedule of project cost: Source of funding: Total budget $ 249,590 Sales tax Prior Year Actual Expenses - Federal Other Projected expenditures (What you expect to spend this year): Fisca12007 $ 249,590 Operating budget effect: None $ 249,590 None None 119 Proiect Title: Network Upgrades Description of Project: This project is for the upgrade of the E-Pass System ($50,000), network server upgrade ($100,000 and various other components of our network infrastructure ($50,000). Schedule of project cost: Source of funding: Total budget $ 200,000 Sales tax $ 200,000 Prior Year Actual Expenses - Federal None Other None Projected expenditures (What you expect to spend this year): Fisca12007 $ 200,000 Operating budget effect: None Proiect Title: 7`-" Street Landscape and Improvements to Parking Lot Description of Project: Improvements to Parking at 7`'' Street and Spur 280, enhancement of existing parking lot to include landscaping and re-striping. A minimum of 35 reserved spaces is required. Schedule of project cost: Source of funding: Total budget $ 150,000 Sales tax $ 150,000 Prior Year Actual Expenses - Federal None Other None Projected expenditures (What you expect to spend this year): Fisca12007 $ 150,000 Operating budget effect: None a 120 Proiect Title: Bus Rapid Transit Study (BTR) Study Description of Project: This project is for a feasibility study from East Lancaster to downtown. The study will look into dedicated lanes as well as signal prioritization. Schedule of project cost: Total budget $ 100,000 Prior Year Actua] Expenses Projected expenditures (What you expect to spend this year): Fisca12007 $ 100,000 Operating budget effect: None Source of funding: Sales tax $ 100,000 Federal None Other None Proiect Title: Fitness Center Expansion Description of Project: This project is for the addition of a new modular building for the fitness center expansion. The building includes A/C and carpet. The new building will primarily be used of exercise classes. The old building cannot accommodate the number of people already signed up for classes during perk hours. One of the benefits will be decreased number of sick days lost per employee and decrease on the job injuries, which will decrease overall healthcare costs and premiums. Schedule of project cost Total budget $ 81,176 Prior Year Actual Expenses - Projected expenditures (What you expect to spend this year): Fisca12007 $ 81,176 Source of funding: Sales tax Federal Other $ 81,276 None None Operating budget effect: None 121 Project Title: 36"Plotter Description of Project: This new plotter will allow for more efficient and aesthetically pleasing map creations. It will also assure map-making abilities of the planning department are not disrupted by mechanical breakdowns. Schedule of project cost: Source of funding: Total budget $ 15,000 Sales tax $ 3,000 Prior Year Actual Expenses - Federal 12,000 Other None Projected expenditures (What you expect to spend this year): Fisca12007 $ 15,000 Operating budget effect: ': None Project Title: Check Writer Description of Project: Replace standard register check writer in accounting. Spare parts are no longer available for the model currently in use. Equipment was purchased in 1997 and upgraded in 1999 and 2004. Total budget $ 12,000 Sales tax $ 12,000 Prior Year Actual Expenses - Federal None Other None Projected expenditures (What you expect to spend this year): Fiscal 2007 (If needed) $ 12,000 Operating budget effect: None c 122 Glossary Accessible Service -Buses operating in regular service with wheelchair lifts, kneeling functions or other devices that permit disabled passengers to use the service. Accessibility - (1) The extent to which facilities are barrier free and useable by disabled persons, including wheelchair users. (2) A measure of the ability or ease of all people to travel among various origins and destinations. Accrual Basis -Revenue and expenses are recorded in the period in which they are earned or incurred. Alight - To get off a transit vehicle. Plural: "Alighting." Allocation - An administrative distribution of funds. Alternative Fuel - A liquid or gaseous non-petroleum fuel, used to power transit vehicle. Usually refers to alcohol fuels, mineral fuels, natural gas, and hydrogen. Automatic Vehicle Location (AVL.S') -Technology that tracks the current location of fleet vehicles to assist in dispatching, scheduling and answering specific customer inquiries. Board - To go onto or into a transit vehicle. Plural: "Boardings." ` Budgeting -The documentation of intended expenditures over a specified period (normally one year) along with proposals for how to meet them. Bus - A rubber-tired road vehicle designed to carry a substantial number of passengers, commonly operated on streets and highways for public transportation service. Bus Stop - A curbside place where passengers board or alight transit. a ~~ Bus Shelter - A structure constructed near a bus stop to provide seating and/or protection from the weather for the convenience of waiting passengers. Bus Miles -The total miles of travel by bus, including both revenue and deadhead travel. Capital -Long-term assets, such as property, buildings, roads, rail lines, and vehicles, used for more than one year. Capital Costs -Costs of long-term assets of a public transit system such as property, buildings, vehicles, etc. Capital Improvement Program -The list of capital projects for a five to seven year programming period. 123 Capital Project -Construction and/or procurement of district assets, such as transit centers, transit vehicles and tracks. Commuter Rail -Local and regional passenger train service between a central city, its suburbs and/or another city, operating primarily during commute hours. Congestion Mitigation and Air Quality (CMAQ) -Federal funds available for either transit or highway projects which contribute significantly to reducing automobile emissions, which cause air pollution. Corridor -Abroad geographical band that follows a general directional flow or connects major sources of trips. It may contain a number of streets and highways and many transit lines and routes. Deadhead -The movement of a transit vehicle without passengers aboard; often to and from a garage or to and from one route to another. Disabled -With respect to an individual, a physical or mental impairment that substantially limits one or more of the major life activities of such an individual. Disadvantaged Business Enterprise (DBE - A business owned and operated by one or more socially and economically disadvantaged individuals as stated under section eight of the small business act. Earmark - A federal budgetary term that refers to the specific designation by congress that part of a more general lump-sum appropriation be used for a particular project; the earmark can be designated as a minimum and/or maximum dollar amount. Exclusive Right-of--way - A highway or other facility that can only be used by buses or other transit vehicles. Expense -The amount of assets or services used during a period. Fare -Payment in the form of coins, bill, tickets and tokens collected for transit rides. Fare Box - A device that accepts coins, bills tickets and tokens given by passengers as payment for rides. Fare Box Recovery Ratio - A measure of the proportion of transit operating expenses covered by passenger fares. It is calculated by dividing a transit operator's fare box revenue by its total operating expenses. Fare Box Revenue -Total revenue derived from the payment of passenger fares. Fare Structure -The system set up to determine how much is to be paid by various passengers using the system. Federal Transit Administration (FTA) -Apart of the U.S. Department of Transportation (DOT). The FTA administers the federal program of financial assistance to public transit. 124 Fixed Route -Transit service provided on a repetitive, fixed-schedule basis, along a specific route. t' ~- ~~> Intermodal -Switching from one form of transportation to another. Operating Cost -The total costs to operate and maintain a transit system. Operating Expense -Monies paid in salaries, wages, materials, supplies and equipment in order to maintain facilities and equipment, operate vehicles and settle claims. Para-transit -Transportation service required by ADA for individuals with disabilities who are unable to use fixed-route transit systems. The service must be comparable to the fixed route service in terms of hours of service and areas served. Passenger Miles -Total number of miles traveled by passengers on transit vehicles. Revenue -Money that comes into a business from the sale of goods or services. Revenue Miles -Miles operated by vehicles available for passenger service. Revenue Passenger - A passenger from whom a fare is collected. Rolling Stock -The vehicles used in a transit system, including buses or rail cars. Service Area - A geographic area provided with transit service. Transit Dependant -Someone who must use public transportation for his/her travel. Total Miles -The total miles includes revenue, deadhead and maintenance services miles. Vanpool - A group of passengers who share the use and cost of a van to travel to and from pre- arranged destinations together. Vehicle Miles- Number of miles traveled by a vehicle. Zone Fares -Different fares for different regions of service. 125 Transit Acronyms As with any industry, the public transportation industry has a unique set of jargon. Many of the frequently used terms and acronyms are as follows: ADA Americans with Disabilities Act APTA American Public Transportation Association CBD Central Business District CIP Capital Improvement Plan CMAQ Congestion Mitigation and Air Quality CNG Compressed Natural Gas COG Council of Governments (also NTCOG) DBE Disadvantaged Business Enterprise DART Dallas Area Rapid Transit ECA Executive Committee Action (the T) FHWA Federal Highway Administration FTA Federal Transit Administration FWTA Fort Worth Transportation Authority FY Fiscal Year ILA Interlocal Agreement IR Informal Report ITC Intermodal Transportation Center MITS Mobility Impaired Transportation Service MITSAC Mobility Impaired Transportation Service Advisory Committee MPO Metropolitan Planning Organization MTA Metropolitan Transit Agencies NCTCOG North Central Texas Council of Governments (also COG) NTC North Texas Commission RTA Regional Transportation Authority STP-MM Surface Transportation Program -Metropolitan Mobility SWTA Southwest Transit Association TIP Transportation Improvement Program TOD Transit Oriented Development THE Trinity Railway Express TTA Texas Transit Association TXDOT Texas Department of Transportation USDOT United States Department of Transportation 126 Fort Worth Transportation Authority Fare Structure September 30, 2006 Bus Single Ride Adult $ 1.25 Child/Student * $ .50 Senior/Disabled * $ .50 THE Single Ride Reduced * (entire region) $ .50 Local (T service area only) $ 1.25 Premium (entire region) $ 2.25 Bus/TRE Day Pass Reduced * (entire region) $ 1.00 Local (T service area only) $ 2.50 Premium (entire region) $ 4.50 Bus/TRE Monthly Pass Reduced * (entire region) $15.00 Local (T service area only) $40.00 Premium (entire region) $70.00 Paratransit Per Trip Fare $ 2.50 Transfers THE passes valid as free transfers on all bus routes. Free bus transfers available on all buses for connection to different routes. Transfers valid for two hours from time of issue. * Reduced rate available for Child/Student ages 5-18 (valid I.D. required ages 12-18.) Senior/Disabled with identification. 127 128 N W E FORT WORTH Geographic Information S. I 'l S o I u r i o n s