The URL can be used to link to this page

Home My WebLink About09-12-2018 - MTC Agenda - Amended Final PacketG:\Transportation Division\_Transportation Committees\MTC Committee\FY 2019 MISSION: The purpose of the Mass Transportation Committee is to assist with the ongoing public transit program in the City and Cal Poly. As requested, the Committee provides advisory recommendations and input to the Council regarding routes, schedules, capital projects, fares, marketing and additional services. ROLL CALL: John Osumi (Chair – Business), Cheryl Andrus (Vice Chair - Cal Poly), Denise Martinez (Disabled), Louise Justice (Member at Large), Robin Kisinger (Senior), James Thompson (Technical), David Figueroa (Alternate), Vacant (Student), Vacant (Alternate) ANNOUNCEMENTS: None 0 min. PUBLIC COMMENT: 10 min. At this time, the public is invited to address the Committee concerning items not on the agenda but are of interest to the public and within the subject matter jurisdiction of the Mass Transportation Committee. Public comment is limited to three minutes per person. The Committee may not discuss or take action on issues that are not on the agenda other than to briefly respond to statements or questions, or to ask staff to follow up on such issues. MINUTES: July 11, 2018 (Attachment 1) PRESENTATIONS: 2019-21 Financial Plan, Finance Dept (Attachment 2) 15 min. ACTION ITEMS: 1. None x min. DISCUSSION ITEMS: 2. Committee Items x min. a) None 3. Staff Items 20 min. a) Triennial Performance Audit (TPA) FY 2014-2017 (Attachment 3) b) Transit Manager’s Report ADJOURNMENT: The next regular meeting will be held November 14, 2018. Service Complaints: Complaints regarding bus service or routes are to be directed to the Transit Coordinator at 781-7531. Reports of complaints/commendations are available to the public upon request. Agenda Mass Transportation Committee Council Hearing Room, City Hall, 990 Palm Street, San Luis Obispo Wednesday, September 12, 2018 – 2:30 pm REVISED 8/29/18 The City of San Luis Obispo is committed to including the disabled in all of its services, programs, and activities. Please contact the Clerk or staff liaison prior to the meeting if you require assistance. Page 1 of 18 G:\Transportation Division\_Transportation Committees\MTC Committee\FY 2019 DISCUSSION ITEMS: Agenda Item 3A: Staff Items – Triennial Performance Audit (TPA) The Transportation Development Act (TDA) Performance Audit for City of San Luis Obispo, which operates SLO Transit, covers a three (3)-year period ending June 30, 2017. The California Public Utilities Code requires transit operators receiving funding under Article 4.0 of TDA have a Triennial Performance Audit (TPA) of their activities. The Audit is designed to be an independent and objective evaluation of City of San Luis Obispo as a transit operator. The TPA was conducted in accordance with the processes established by the California Department of Transportation, as outlined in the PERFORMANCE AUDIT GUIDEBOOK FOR TRANSIT OPERATORS AND REGIONAL TRANSPORTATION PLANNING ENTITIES, as well as the GOVERNMENT AUDIT STANDARDS, published by the U.S. Comptroller General. Agenda Item 3B: Staff Items – Transit Manager’s Report General update on transit stats, events, and happenings. Including but not limited to: • Review of road projects, detours and temporary service changes • Review of Academic Service schedules • Marketing & promotions The next meeting will be held: November 14, 2018. ATTACHMENTS: 1. Minutes – July 11, 2018 2. Advisory Body Goal Setting Parameters 3. Triennial Performance Audit (FY 14 – 17) – Executive Summary Page 2 of 18 Minutes - DRAFT MASS TRANSPORTATION COMMITTEE Wednesday, July 11, 2018 Meeting of the Mass Transportation Committee CALL TO ORDER A Regular Meeting of the Mass Transportation Committee was called to order on Wednesday, July 11, 2018 at 4:30 p.m. in the City/County Library Community Room, located at 995 Palm Street, San Luis Obispo, California, by Mr. John Osumi, Chair. MTC Members Present John Osumi Chair – Business Denise Martinez Disabled Louise Justice Member at Large Robin Kisinger Senior James Thompson Technical David Figueroa Alternate MTC Members Absent Cheryl Andrus Vice Chair – Cal Poly City of SLO Staff Present Gamaliel Anguiano Transit Manager Megan Weeks Transit Assistant PUBLIC COMMENT ON ITEMS NOT ON THE AGENDA Mr. Eric Greening encouraged the committee to push to agendize California Proposition 6 to City Council to avoid facing funding cuts. This ballot measure proposes to repeal the Road Repair and Accountability Act, also known as Senate Bill 1 (SB 1). ANNOUNCEMENTS None. MINUTES MOTION: Ms. Louise Justice moved to approve the Minutes of the Mass Transportation Committee Meeting as amended for May 9, 2018; Ms. Denise Martinez seconded. Motion passed unanimously, carried 6-0. Page 3 of 18 DRAFT Minutes – Mass Transportation Committee Meeting of July 11, 2018 Page 2 PRESENTATION Agenda Item #1: SLO Safe Ride Mr. Mike Linn, SLO Safe Ride Owner and Co-Founder, gave brief presentation on the wide range of services SLO Safe Ride provides to SLO County and beyond. ACTION ITEMS Agenda Item #2: MTC Meeting Schedule: Frequency, Time, Location Per MTC Bylaws, the time and frequency of committee meetings are not to be altered unless approved by the City Council. The committee can revisit schedule changes in the Fall for approval. Anything outside of the allocated date and time is considered a Special Meeting. MOTION: Ms. Robin Kisinger moved that the committee move back to the 2:30 p.m. start time as stated in the MTC bylaws; Ms. Louise Justice seconded. Motion passed unanimously, carried 6-0. DISCUSSION ITEMS Agenda Item #3: Committee Items None Agenda Item #4: Staff Items a.) Transit Manager’s Report Mr. Gamaliel Anguiano gave a brief verbal update on awards received, scheduled fare increase for 31-Day Senior/Disabled discounted pass, and data and status of the transit program which included the Fiscal Year 2018 report. b.) 12 Month Update on the Short Range Transit Plan (SRTP) Mr. Gamaliel Anguiano gave an overview of transit safety, reliability, accessibility, and efficiency. Ridership was presented with comparisons of before and after results of the SRTP. PUBLIC COMMENT Mr. Eric Greening informed the committee that Cal Poly has recirculated their Master Plan with the removal of the Slack and Grand neighborhood. City staff is aware and are reviewing plans. Mr. Eric Greening asked the committee to take into consideration, when hours of operation are discussed, that service workers also make up a large portion of transit riders and tend to work well past operating hours. Page 4 of 18 DRAFT Minutes – Mass Transportation Committee Meeting of July 11, 2018 Page 3 Mr. Logan Hunter, City resident, requested clarification regarding double decker operations. Staff informed that the double decker was undergoing body work and will be placed in service accordingly when the academic school year begins. ADJOURNMENT MOTION: Ms. Louise Justice moved to adjourn the meeting; Ms. Denise Martinez seconded. Motion passed unanimously, carried 6-0. The meeting was adjourned at 5:39 p.m. NEXT SCHEDULED MEETING: Wednesday, September 12, 2018 at 2:30 p.m. Minutes prepared by Ms. Lareina Gamboa, Recording Secretary. APPROVED BY THE MASS TRANSPORTATION COMMITTEE: XX/XX/2018 Page 5 of 18 8/28/2018 1 Advisory Bodies 2019-21 Financial Plan Goal Setting Parameters 1 Purpose of the Fiscal Health Response Plan Affecting all City Funds – the purpose of the Plan is to establish a framework to respond to the long-term fiscal impacts of the significant increases in required pension contributions to the CalPERS retirement system over three years. 2 Page 6 of 18 8/28/2018 2 What is the Problem? Similar to 3,000 other agencies in California, the City faces a significant increase in required pension contributions. The City’s annual costs to CalPERS will more than double in 10 years. To address these increases, the City needs to reduce expenditures by $8.9 million in the General Fund & Enterprise Funds over the next three years.$7.8 million$19 million2014–15 ANNUAL CALPERS COST 2024–25 PROJECTED CALPERS COST San Luis Obispo is committed to… Good Fiscal Management & MCG Public Engagement Quality Services Page 7 of 18 8/28/2018 3 Key Policies and Guiding Principles Existing City policies provide foundation. Specific Policies supporting the plan include: 2001 Fiscal Health Contingency 2014 Financial Responsibility Philosophy Compensation Philosophy 2017 Long-Term Liabilities Ongoing Fiscal Health monitoring will occur. Budget changes proposed minimize service level impacts. Budget reductions proposed are implementable in three years. Sustainability principles incorporated into solutions. Capital improvement project investment will not be diminished. The City’s organizational values considered so it can continue to support and implement these values. Maintenance of facilities, infrastructure and equipment will continue. Application of unassigned fund balance to pay down debt will continue. Ongoing increases in revenue will be evaluated. City will work with the League and others to address long term changes to CalPERS 5 A Balanced Approach to Key Components of the Plan 6 30 - 40% 20 - 30% 30 - 40% General Fund New Revenues -Cannabis -Homestays New Ways of Doing Business Operating Reductions -Debt Re-Fi -Energy Efficiencies -Dept Re-structuring Employee Concessions Page 8 of 18 8/28/2018 4 External Impacts to the Plan Plan based on fiscal forecast assumptions with multiple inputs and multiple economic resources. However, it is an estimate and there could be external forces which impact it in the future. 7 Changes in Economic Conditions Diablo Closure Further CalPERS Changes Natural Disaster Implementation of the Plan The Plan will guide the Financial Plan process for the development of the City’s Major City Goals and Financial Plan for 2019-21. Departments will plan further operating reductions to achieve the $8.9M total savings/new revenue over the three year FHRP period. 8 Page 9 of 18 8/28/2018 5 Goal Setting Parameters 1. Consider increased pressure to infrastructure 2. Advancing Fiscal Health Response Plan objectives 3. Maintaining Critical Services 4. New projects and services will require trade-offs. 9 QUESTIONS? 10 Page 10 of 18 City of San Luis Obispo  FY 13/14 – FY 16/17 TRANSPORTATION DEVELOPMENT ACT (TDA) TRIENNIAL PERFORMANCE AUDIT Prepared for San Luis Obispo Council of Governments PAGE E-1 Executive Summary EXECUTIVE SUMMARY This section summarizes key findings and recommendations developed during the Transportation Development Act (TDA) Performance Audit of the City of San Luis Obispo, the transit operator of SLO Transit. The (Triennial) Performance Audit (TPA) covers a four (4)-year period for the fiscal years:  June 30, 2014 (FY 13/14);  June 30, 2015 (FY 14/15);  June 30, 2016 (FY 15/16); and  June 30, 2017 (FY 16/17). The TPA was conducted in accordance with the processes established by the California Department of Transportation, as outlined in the PERFORMANCE AUDIT GUIDEBOOK FOR TRANSIT OPERATORS AND REGIONAL TRANSPORTATION PLANNING ENTITIES, as well as the GOVERNMENT AUDIT STANDARDS, published by the U.S. Comptroller General. The TPA has six (6) sections: 1. INTRODUCTION; 2. COMPLIANCE WITH TDA; 3. STATUS OF PRIOR AUDIT RECOMMENDATIONS; 4. PERFORMANCE MEASURES AND INDICATORS; 5. FUNCTIONAL REVIEW; and 6. FINDINGS AND RECOMMENDATIONS. Overview SLO Transit, a fixed route bus service, is operated by the City of San Luis Obispo’s Transit Services division, which is responsible for administration of services, including marketing, management, and planning. The transit operations are performed under contract, currently with First Transit, Inc. SLO Transit operates a fixed route network throughout the city of San Luis Obispo and the campus of Cal Poly SLO. During the Audit period, SLO Transit operated seven (7) main routes, two (2) tripper services and a trolley service. An implementation of recommendations from the 2016 SLO TRANSIT SHORT RANGE TRANSIT PLAN (SRTP), included route changes that retain the core service areas, but added more frequency by introducing bi-directional loops, running concurrently. SLO Transit realized several major accomplishments during the Audit period, including—  Introduction of Tripper service; Page 11 of 18 City of San Luis Obispo  FY 13/14– FY 16/17 TRANSPORTATION DEVELOPMENT ACT (TDA) TRIENNIAL PERFORMANCE AUDIT Prepared for P AGE E-2 San Luis Obispo Council of Governments Executive Summary  New operations and maintenance contract;  Three (3) new replacement buses;  Adoption of a new SHORT RANGE TRANSIT PLAN (SRTP);  Modification of fare structure; and  Major reconfiguration and renumbering of routes. COMPLIANCE The City administers TDA laws and regulations in an efficient and effective manner. SLO Transit is in compliance with the TDA rules except for receiving an unsatisfactory rating for its CHP terminal inspection in FY 14/15, which was immediately corrected to obtain a satisfactory rating. PRIOR TRIENNIAL PERFORMANCE AUDIT RECOMMENDATIONS The City has demonstrated a commitment to improving its efficiency and effectiveness by partially or is in process of implementing three (3) of the four (4) recommendations from the prior Audit. Table E-1: Summary of Status of Prior Audit Recommendations NUMBER SUBJECT STATUS EXPLANATION 1 Reporting FTEs Not Implemented A review indicates that the allocated FTEs would not be significant. While currently insignificant, the City should review the City’s COST ALLOCATION PLAN annually to determine if additional FTEs for non- transit City employees should be added to the report in the future. FTEs from SLO Transit’s contractor; however, are inappropriately calculated. 2 Subsidized Taxi Program In Process The City is currently negotiating with Cal Poly on a new contract. 3 Performance Standards / RTA Coordination Partially Implemented The 2016 SRTP reviewed but did not update or refine performance standards and they are not analyzed or reported regularly. The SRTP provided options for coordination with RTA. The City is working with RTA to implement the recommendations. 4 Complaints / Accidents Standards Not Implemented The City has made substantial progress on developing standards and procedures for complaints and is continuing to make improvements. PERFORMANCE MEASURES AND INDICATORS Performance measures (operating cost, fare revenue, VSH, VSM, and passengers) are correctly calculated and tracked. FTEs are not correctly calculated. Reporting of all measures were inconsistent across reporting platforms. Page 12 of 18 City of San Luis Obispo  FY 13/14 – FY 16/17 TRANSPORTATION DEVELOPMENT ACT (TDA) TRIENNIAL PERFORMANCE AUDIT Prepared for San Luis Obispo Council of Governments PAGE E-3 Executive Summary TDA requires the calculation of five (5) performance indicators, which demonstrate productivity and cost efficiency and effectiveness of SLO Transit operations.  Cost Efficiency: During this Audit period, the SLO Transit averaged $87.98 per VSH in actual dollars, a favorable decrease of 4.3% when compared to the three (3)- year average cost of the previous TPA ($91.91). This may be related to inconsistent recording of operating costs.  Cost Effectiveness: Operating cost per passenger fluctuated during the Audit period; however, the average operating cost per passenger decreased favorably by 7.1% from $2.79 during the previous triennial reporting period to $2.59 during the current four (4) year reporting period, which may be related to the inconsistencies in the reporting of operating costs.  Productivity: During the reporting period, the City reported an average of 34.0 passengers per VSH, an increase of 3.1% when compared to the three (3)-year average of the previous triennial reporting period. Passengers per VSM increased slightly by 1.1% from an average of 2.76 during the last TPA to an average of 2.79 during this reporting period.  Labor Productivity: For the current reporting period, the average for this performance indicator was 701 VSH per FTE, a decrease of 40.8% when compared to the three (3)-year average from the previous TPA of 1,183 VSH per FTE. This may be related to the incorrect reporting of FTE by the contractor.  Farebox Recovery Ratio: During the current reporting period, the average farebox recovery ratio for the agency is 22.2%, an increase of 7.9% when compared to the average of the previous triennial reporting period. However, this again may be due to the inconsistent reporting of operating costs. FUNCTIONAL REVIEW General Management and Organization The Transit Services section of the City of San Luis Obispo Department of Public Works is responsible for the management of SLO Transit and the operations and maintenance contract. Three (3) positions (Transit Manager, Transit Coordinator, and Transit Assistant), comprise the section, which also oversees taxicabs in the City. SLO Transit receives advisory input on public transit from the City’s Mass Transportation Committee (MTC), whose members are City residents plus one representative from Cal Poly. The San Luis Obispo City Council is responsible for policy. Transit Services budget is developed as part of the City’s two (2)-year financial planning process. This process includes extensive public outreach to assist the City Council in Page 13 of 18 City of San Luis Obispo  FY 13/14– FY 16/17 TRANSPORTATION DEVELOPMENT ACT (TDA) TRIENNIAL PERFORMANCE AUDIT Prepared for P AGE E-4 San Luis Obispo Council of Governments Executive Summary establishing Major City Goals. SLO Transit provides adequate justification for changes in the budget. SLO Transit uses SLO City procedures and staff for most administrative functions, including accounts payable, payroll, and general procurement. Appropriate contract management protocols are in place. During the Audit period, the City entered into a new contract with First Transit Inc. for the operations and maintenance of SLO Transit after an extensive RFP process. Proposals were evaluated on “best-in-value” as defined by the FTA. City Staff monitors the contractor operations and regularly reviews performance and financial data. Service Planning During the Audit period, the Transit Services participated in the development of a STRATEGIC PLAN, as part of the City’s Department of Public Works. A new SRTP was completed in coordination with RTA. A high-level analysis of system ridership is conducted on a quarterly basis that can lead to minor adjustments in service, in an attempt to improve ridership, maintain acceptable performance standards, or better meet service demand. SLO Transit public outreach methodology is documented in the City’s PUBLIC ENGAGEMENT MANUAL. A new TITLE VI PLAN was adopted during the Audit period. A specific policy for fare increases and/or service reductions was also developed and adopted during the Audit period. As part of the SRTP process, community and rider surveys were conducted. A city-wide survey was also conducted by the City as part of its Land Use and Circulation elements, which included questions that are of consideration to transit. Scheduling, Dispatching, and Operations Scheduling, dispatching, and bus operations are consistent with industry norms. Personnel Management and Training SLO Transit operators are covered by the L ABOR AGREEMENT BETWEEN FIRST TRANSIT AND THE INTERNATIONAL BROTHERHOOD OF TEAMSTERS LOCAL UNION NO. 986 (EFFECTIVE JANUARY 1, 2015 THROUGH DECEMBER 31, 2017), which is currently being renegotiated. Although the contractor maintains several incentive and recognition programs, over the Audit period, the turnover rate averaged approximately 46%, which is on the higher side of the expected turnover rate. Operator training appears consistent with industry norms. Although several safety programs are in place during each year, the number of accidents increased substantially during the four (4)-year Audit period; the average VSM between Page 14 of 18 City of San Luis Obispo  FY 13/14 – FY 16/17 TRANSPORTATION DEVELOPMENT ACT (TDA) TRIENNIAL PERFORMANCE AUDIT Prepared for San Luis Obispo Council of Governments PAGE E-5 Executive Summary accidents declined to 31,102 in FY 16/17, an average decrease of 38% per year. The revision of routes in June 2017 is believed to have addressed many of the safety issues, and management has indicated the number of accidents has declined. Marketing and Public Information During the Audit period, SLO Transit adopted a new bus design to be consistent with City standards and SLO Transit’s traditional blue and yellow branding. The bus stop signs and passes support the blue and yellow branding but tend to be more linear in design with a decidedly “art deco” feel. SLO Transit schedules and maps are color-coded by route. Schedules list all stops with the timed-stops clearly defined. Both the schedules and maps are well-designed and easy to read. SLO Transit’s website could be organized to be more user friendly; SLO Transit makes extensive use of Facebook and Twitter. SLO Transit updated its Marketing Plan in December 2017 (after the Audit period). The Incident/Complaint database indicates the number of reported and confirmed incidents increased an average of 48% per year over the Audit period; however, data was only available in a limited number of formats that were difficult to analyze for trends or to determine commonality and causes for changes in the numbers. Maintenance and Facilities Facilities appear to be sufficient but are in need of repair and refurbishment. DVIs and PMIs are performed consistently. SLO Transit received one (1) unsatisfactory CHP terminal rating during the Audit period due to a non-maintenance issue that was immediately corrected. On average SLO Transit had an average of 3.3 maintenance related violations per year. In FY 16/17, five (5) violations were noted. The number of road calls increased an average of three percent (3%) per year. SLO Transit received three (3) new replacement buses in 2001, which should reduce the number of road calls. Recommendations Overall, the City’s management and contractor staff have managed the SLO Transit operations effectively and efficiently with limited resources. The following recommendations address suggestions for progress in a few limited areas of concern, which were identified through interviews with staff, management, and contractor staff, analysis of performance measures and indicators, and a high-level functional review. Page 15 of 18 This page is left intentionally blank. Page 16 of 18 City of San Luis Obispo  FY 13/14 – FY 16/17 TRANSPORTATION DEVELOPMENT ACT (TDA) TRIENNIAL PERFORMANCE AUDIT Prepared for San Luis Obispo Council of Governments PAGE E-7 Executive Summary Table E-2: Summary of Audit Recommendations RECOMMENDATION SITUATION ANALYSIS SUMMARY ACTION SUMMARY TIMELINE RESPONSIBLE PARTY 1 Revise revenue and cash handling practices to be compliant with industry best practices for an operation the size and scope of SLO Transit. The cash handling process that was observed prompted some security concerns. The vault was opened and cash was removed in a public area. The process of counting the cash was conducted in a non-secure location. It was not double counted. A comprehensive cash handling procedure will enhance the security of personnel and assets. At a minimum the procedure should include— - Securing the vault, including the management of the keys. -Securing the count room, including management of keys and personnel involved in the count. -Counting methodology and preparation of the bank deposit; and -Reconciliation between actual and expected amounts. FY 17/18 Transit Coordinator, Contractor Management 2 Provide consistent and accurate performance measure on all transit reporting, including State Controllers Reports, National Transit Database, and SLOCOG. A number of variances for SLO Transit performance measures were noted among the different reporting mechanisms during the Audit period. In addition, FTEs, as reported on the SCRs, does not appear to be consistent with the TDA definition of the number of hours worked on transit related activities. The City should initiate a procedure to ensure accurate data recording and be consistently transmitted to all agencies to which SLO Transit is required to report. SLO Transit also needs to work with its contractor to ensure FTEs are accurately reported. FY 18/19 Transit Manager, Transit Coordinator, Finance 3 Take positive steps, in cooperation with the new operations manager, to develop an espirt de corps among SLO Transit operators and contractor staff. Two (2) evident signs of poor morale were observed: a high turnover rate among operators (an average of 46% during the Audit period); and an increased number of complaints regarding operator conduct and driving. 1. Survey Employees; 2. Enhance Individual Recognition; 3. Augment Group Recognition; 4. Improve Workplace Environment; 5. Enhance Ongoing Training; and 6. Expand Communication. FY 17/18 Transit Coordinator, Transit Manager, Contractor Management Page 17 of 18 City of San Luis Obispo  FY 13/14 – FY 16/17 TRANSPORTATION DEVELOPMENT ACT (TDA) TRIENNIAL PERFORMANCE AUDIT Prepared for PAGE E-8 San Luis Obispo Council of Governments Executive Summary Table E-3: Summary of Audit Recommendations (Continued) RECOMMENDATION SITUATION ANALYSIS SUMMARY ACTION SUMMARY TIMELINE RESPONSIBLE PARTY 4 Complete a full outside maintenance audit. While the current maintenance program appears to be consistent with industry standards, a review of maintenance records included unfavorable trends, including a relatively high number of CHP inspection violations for the size of the fleet and a high number of road calls. SLO Transit has not had an outside maintenance audit in a number of years. A full maintenance audit of SLO Transit’s vehicles will help management ensure the vehicles are being maintained according to industry standards of care and will help pinpoint areas where enhanced training may be beneficial. The maintenance audit should encompass vehicle inspections by trained inspection technicians that include inspection of vehicle components, safety, ADA, maintenance records, deferred maintenance, PMI procedures, and training. FY 18/19 Transit Coordinator, Transit Manager 5 Enhance SLO Transit’s website to improve usability. The site is difficult to read and navigate. Information does not appear to be organized in a systematic way. Although SLO Transit may be constrained by the City’s web standards, the information could be reorganized to allow the viewer to find key information more quickly. FY 18/19 Transit Manager, Transit Assistant, City Web Master 6 Add Grants and Reporting Coordinator position and reallocate duties among four (4) Transit Service positions. Insufficient segregation of duties; Cumbersome analysis of data; and Competitive funding. The first step is to develop a job description that clarifies the qualifications and responsibilities of the position. A determination should be made on how the new position will impact other positions. FY 17/18 Transit Manager, Deputy Director Page 18 of 18