nashville mta board meeting · access, customers w/out smartphones, customers under 18 years old...

Nashville MTA Board Meeting

June 25, 2020 | 2:30 p.m.

Teleconference:

Ph: 1-(888) 895-6448 | Access Code: 2450406619

Board Members: Gail Carr Williams, Chair

Janet Miller, Vice Chair Hannah Paramore Breen Walter Searcy

1. Call to Order

2. Roll Call

3. Approval of the May 14, 2020 MTA Board Minutes

4. MTA-RTA Management Contract Renewal M-A-20-009 Pg. 9

5. MTA-RTA Contract Renewal for Regional Transit Services M-A-20-010 Pg. 12

6. MTA State EasyRide Contract Renewal M-A-20-011 Pg. 13

7. MTA-RTA Contract Renewal for State EasyRide Services M-A-20-012 Pg. 14

8. FY2021 Proposed Operating Budget M-A-20-013 Pg. 15

9. Liability Insurance Renewal M-A-20-014 Pg. 22

10. MTA-RTA EasyRide Program Revenue Sharing Agreement M-A-20-015 Pg. 23

11. Hillsboro Construction Contract Award M-A-20-016 Pg. 25

12. Adjournment

Note: The Upcoming Procurement Projects List, Standard Monthly Financials, Monthly Operations and Quarterly Route Performance Reports will not be verbally presented in today’s meeting unless there are member questions, but are included in your packet for your review.

* Please Note: There will be no public comments period this month *

NASHVILLE METROPOLITAN TRANSIT AUTHORITY Board of Directors Meeting

May 14, 2020

I. Call to Order: Due to the outbreak of COVID-19 and the declaration of a state of emergency by Governor Bill Lee, the Nashville Metropolitan Transit Authority (Nashville MTA) held a special, limited agenda meeting via teleconference on Thursday, May 14, 2020 to conduct essential business to protect the health, safety and welfare of Tennesseans in light of the COVID-19 outbreak. This meeting was held in accordance with Executive Order No. 16 in order to discuss the MOD First & Last Mile Pilot and the FY2020-21Operating Budget Discussion Update

This meeting was a telephone conference meeting and did not include a physical meeting location in order to protect public health, safety, and welfare. The telephone conference did not include committee meetings, public comments, and Chair or CEO reports.

II. Roll Call of Persons Present: Gail Carr Williams, Chair; Janet Miller, Vice Chair; Hannah Paramore Breen, Member; Walter Searcy, III, Member; Secretary Margaret Behm; Chief Executive Officer Stephen G. Bland, Chief Administrative Officer Rita Roberts-Turner, Chief Financial Officer Ed Oliphant, Chief Engineer Trey Walker, Director of Service Quality Dan Freudberg, Director of Marketing and Communications Jason Minser, Director of Legislation Eric Beyer and Board Liaison Monica Howse.

A quorum was established, and Chair Williams called the meeting to order at 2:35 p.m.

III. Approval of Minutes: The minutes of the April 23, 2020 meeting were approved as amended by roll call vote. Furthermore, the Board approved by roll call vote the amendment of the previously approved March 26, 2020 minutes to reflect the Board’s approval of the February 27, 2020 and March 26, 2020 minutes.

IV. MOD First & Last Mile Pilot (NICE-D-20-004): The purpose of this discussion item is to re-introduce the concept of the Authority’s emerging “mobility on demand” (MOD) model for the Board of Directors. Staff anticipates that it will bring a recommended contracting action to the Board in June with a transportation networking company in order to initiate the first MOD pilot project in Davidson County as soon as practical after COVID-19 restrictions begin to ease. From this background information and discussion at the May Board meeting, we encourage Members to identify any questions, suggestions or concerns you have leading into that contracting action.

Bridging the gap between a fixed bus route stop and a customer’s origin or destination is a common challenge for transit agencies and their customers. This issue is particularly prevalent in the largely suburban, low to medium density developments that comprise much of Davidson County. Such development patterns, in combination with a widespread lack of pedestrian infrastructure, make it challenging for many to access WeGo’s fixed route network.

In response to these challenges, staff have been developing the framework for a demonstration Mobility on Demand project that would utilize existing demand-responsive services such as Transportation Network Companies (TNCs) to provide on-demand trips that bridge the first or last mile between bus stops on a frequent transit route and locations within a predefined service area. The core project goals for this demonstration project are to:

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Provide a proof-of-concept for a new transportation mode, thereby increasing flexibility in service planning and design

Provide context-sensitive service options where some level of public transportation is warranted but fixed route service is impractical or inefficient

Expand the geographic reach of public transportation in a financially sustainable manner

Increase ridership and efficiency on connecting fixed bus routes by expanding the potential rider market

Provide customers with disabilities additional same-day transportation options by providing door-to-bus-stop access to the fixed route network

ALIGNMENT TO AGENCY STRATEGY:

The nMotion strategic plan identifies a series of strategies and associated improvements designed to produce a strong network of interconnected mobility services. A redesign of the bus network (Better Bus) was identified through nMotion as an early action to improve the existing bus system, including the establishment of a frequent transit network of routes operating for longer hours of the day. Recognizing that one of the most significant barriers to using transit in Nashville is the difficulty in getting to and from bus stops, one key nMotion strategy highlights the need to improve access to transit. Several areas around Nashville, especially away from the city center, exhibit conditions such as lack of pedestrian and bicycle infrastructure, disconnected street networks, and more suburban development patterns that can make it difficult for people to reach transit.

Because successful transit routes rely on direct alignments through higher-density corridors, fixed-route service may not be the best way to provide convenient and cost-effective service in lower density areas. First and last mile strategies that facilitate seamless connections to frequent fixed-route service can make transit more convenient and attract new riders. In designing strategies to address these needs, nMotion recommends establishing partnerships with private ridesharing companies such as Uber to make the joint use of services easier, and to formalize relationships in a manner that will provide for a seamless experience and a better integration of the transit network.

PROGRAM DESIGN:

Staff prioritized pilot geographic areas using factors such as population and employment density, demographics, and proximity to frequent bus service. Based on this evaluation, the Antioch area in Southeast Davidson County was selected as the most suitable area for an initial demonstration program. The primary service provider for the program would be the Transportation Network Company Uber, with additional service provided by one or more existing Access 3rd party service providers. Customers would book trips directly through the Uber app or by calling the Access service provider. The Access provider would be able to accept cash payments and provide wheelchair-accessible transportation in order to achieve our overall social equity goals.

The proposed pilot cost structure is for customers to pay a base fare of $2.00. WeGo would then subsidize the additional trip cost up to a trip total of $10.00, and then the customer would be responsible for any remaining costs (if applicable). With this cost structure, most trips in the proposed zone would cost the customer $2.00 while still providing a maximum cost exposure to the agency of $8.00 per trip. The subsidy would be automatically applied during the trip booking process, and WeGo would be post-invoiced for the agency’s share of the cost. Only trips to or from designated transfer points on the #55 Murfreesboro bus route would be eligible for subsidies.

The appendix to this discussion item provides presentation slides that more graphically expand on the mobility on demand concept, and the rationale for initiating service in the Antioch area first.

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ANTICIPATED ISSUES AND MITIGATIONS:

Given the novel nature of the service for WeGo, there are potential issues that must be considered and addressed within the overall program design. Some of the most important items are listed in the table on the following page along with planned mitigations:

Item Description/Example(s) Mitigations

Equity and Accessibility

Cash payments, wheelchair access, customers w/out smartphones, customers under 18 years old

-Include Access provider in the program that can accept cash, phone-based reservations, wheelchair trips, and unaccompanied minors. -Uber gift cards available for purchase using cash at various retailers

Fiscal Sustainability

Cost increases due to increasing trip volumes, provider rates, trip lengths, or wheelchair trips

-Limit initial span of service -Limit of two trips per day per customer -Limit trips to and from select bus stops -Minimum $2.00 customer charge/trip -Maximum $8.00 WeGo subsidy/trip -Wheelchair trips offset by Access trip reductions - Subsidy level/customer cost recovery lower than or equal to typical low patronage WeGo routes

Ride Sharing

Requirement for capturing Federal formula funds, but not generally a characteristic of TNC partnerships. Uber loses revenue on ‘unmatched’ UberPool trips. UberPool service suspended indefinitely due to COVID-19

-Look at partnerships using UberPool in other cities -Share risk of revenue loss with Uber for ‘unmatched’ UberPool trips - Federal regulations regarding ridesharing “relaxed” during COVID-19 due to social distancing concerns -Consider delaying launch until COVID-19 restrictions are lifted -Consider launching without Ride Sharing (impact is ~$1.00/trip in lost formula funds)

NEXT STEPS:

Following today’s discussion, staff will incorporate feedback from the Board into the overall program design, finalize business rule definitions, and finalize contract negotiations with Uber. Staff will also begin working on program logistics including the development of operational procedures, further engagement with Access providers, and coordination with the Metro Nashville Department of Public Works and others on suitable loading and unloading locations at transfer points.

The Board should expect an action item recommending the approval of the contract with Uber in June. Following contract execution, staff will expedite remaining coordination and

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program implementation activities, including public education on the new service model, with a pilot go-live later this year as practical given COVID-19 travel restrictions.

V. FY2020-21 Operating Budget Discussion Update (NICE-D-20-005): On April 28, Mayor Cooper presented his proposed FY2020-2021 Operating Budget to Metro Council. We previously forwarded a link to his budget presentation, and a high-level summary of its contents for MTA. On May 20, 2020 at 4:15pm, we are scheduled for our budget hearing before the Budget and Finance Committee of the Council. We thought the May Board meeting, immediately before our Council hearing, would be a good time to review where we are in terms of next year’s budget with the Board, and discuss strategies moving forward.

Original MTA Budget Request for FY2020-2021

We submitted our original budget request in late January, following significant discussion of priorities with the New Initiatives and Community Engagement Committee of the Board. Obviously, this was well before the COVID-19 pandemic wreaked havoc on the worldwide economy. As in past years, we submitted a “Tier 1” request for funding to hold existing service and fare levels steady, and a “Tier 2” request asking for supplemental funds to begin implementation of our “Better Bus” service improvement program. Our Tier 1 request was for an increase of $1.5 million on our prior year appropriation of $48.6 million, or 3%. The Tier 2 request was for an additional $2.2 million to begin implementation of Better Bus initiatives (largely service hour expansion) for part of FY2020-21. From that discussion, you may recall that MTA has not received an increase in operating support from Metro Nashville since FY2017-2018.

The Onset of COVID-19 and Its Impacts on the Operating Budget

The beginning of the Coronavirus pandemic has had a number of severe impacts on MTA for both the short and long-term. Prior to Mayor Cooper’s “Safer at Home” Executive Order, we had worked with our Union and the Metro Nashville Department of Health to enhance cleaning and disinfecting practices, and to undertake operational changes to enhance the health and safety of our employees and customers. Some of these efforts included major increases in the frequency and intensity of cleaning and disinfecting activities on our revenue vehicles, in our operating facilities and at WeGo Central, adjusting Operator runs to provide for 4-day work weeks to reduce employee exposure, providing the opportunity for paid sick leave for operating employees in higher vulnerability categories (i.e.: age, pre-existing medical condition, etc.), supplemental personal protective equipment for operating employees and those with exposure to the general public, remote work arrangements for office employees, special transportation services (isolated from the general public) in cooperation with the Metro Nashville Department of Health and the Homeless Impact Division of Metro Nashville Social Services, and paid administrative leave for individuals required to be quarantined due to exposure to others who had tested positive.

At the same time, reduced travel resulting from “Safer at Home” protocols, significantly reduced ridership fare revenues due to our relaxation of cash collections on board buses to minimize contact, and downturns in other revenue resulting from lost business at the WeGo Central Parking Garage and building tenants and a downturn in advertising budget has hit our operating income hard. Prior to the pandemic, our average monthly farebox cash collections averaged over $340,000 per month. In April, we collected $92,000, a reduction of 73%. Ridership has declined by almost 2/3, from just over 30,000 trips per day to just over 10,000 trips per day. This level of ridership loss actually compares favorably to our peer transit agencies, some of whom (including the Regional Transportation Authority of Middle Tennessee) have experienced ridership losses exceeding 90%. This illustrates the absolutely essential nature of WeGo Public Transit services to the life of the City of Nashville. For the next fiscal year, we are projecting that ridership and fare revenue will begin to recover, but we are projecting an overall 50% decrease in passenger fares for the next fiscal year.

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Simultaneously, with a massive reduction in economic activity, Metro Nashville also experienced an unprecedented decline in many of its revenue sources, sales tax receipts chief among them. As this crisis began to unfold, it was clear that Metro would have an extraordinarily difficult time simply meeting our Tier 1 request, never mind our Tier 2 request.

Federal Response: The CARES Act

Recognizing the catastrophe that was unfolding, Congress passed the Coronavirus Aid, Relief and Economic Security (CARES) Act, and it was signed into law by President Trump on March 27, 2020. As part of this sweeping $2 trillion piece of legislation, $25 billion was appropriated to the Federal Transit Administration (FTA) to be distributed to public transit agencies nationwide through pre-existing formula programs. In the law, the stated purpose of the mass transit provisions of the Act was to “prevent, prepare for and respond to” the impacts of the COVID-19 pandemic. During subsequent webinars, video conferences and individual telephone communication with FTA leadership, one Federal official articulated the Federal Government’s intentions with respect to these funds quite succinctly in saying “we want transit agencies to use these funds to exit the COVID-19 crisis in essentially the same condition they entered it – neither diminished nor enriched.” CARES Act funds are, not only unprecedented in their amount – approximately 3x the average “normal” annual Federal transit appropriation, but in their flexibility. There is no match requirement, and funds can used for any purpose within the Congressional intent of the law, including operating assistance, capital project assistance, and planning support.

Through the various formulas, the Greater Nashville Metropolitan area was awarded a total of $75,737,828. Under this apportionment, funds are split based on historical formula among the 4 regional FTA grantees – the MTA, Regional Transportation Authority of Middle Tennessee, Franklin Transit and the TMA Group. This resulted in a subarea allocation outcome (conducted through the Metropolitan Planning Organization of Middle Tennessee) of $55,143,705 to the MTA, $13,786,259 to the RTA and $6,127,078 to Franklin Transit and the TMA Group. RTA’s share appears unusually large due to the nature of Federal funding formulas, where a significant percentage of the overall funding is allocated to fixed guideway systems, like commuter rail. As such, the WeGo Star creates additional funding for the RTA.

As part of MTA’s pandemic response team, we had begun planning for how supplemental Federal support might be utilized to sustain current services for our customers well before the Act was signed. In our planning, our assumptions included:

1. Sustained operating revenue losses, through all of FY2019-20, FY2020-21, and part of FY2021-22.

2. Additional operating expenses created by the pandemic, as described above.

3. Capital project (many discussed and supported by ATU Local 1235) to enhance MTA’s ability to mitigate the impact of future pandemics and other disruptive occurrences.

4. Reduced capacity of Metro Nashville to support MTA activities until the economy rebounds.

All of these impacts are eligible for CARES Act funding. Obviously, it is impossible to forecast the extent or duration of items 1, 2 and 4. Our base assumption was that we would bear the full brunt of the operating income and expense impacts of the pandemic through the remainder of calendar year 2020, with a slow return to normal through the course of calendar year 2021, but some lingering impacts into late 2022 and FY2022-23. In terms of some of our supplemental expenses (particularly our enhanced cleaning and disinfecting practices) we anticipate a permanent increase in operating expenses.

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Based on these assumptions, we developed a CARES Act Program of Projects. This Program of Projects is attached as Appendix A to this Board item. As the economic impact of the pandemic emerged, Metro Finance asked that all departments defer capital projects in the capital spending plan to the extent possible. As such, we identified 3 such projects with short-term cash flow implications for which we could replace previously approved Metro funding with CARES Act funding. These included:

1. Remaining expenditures on our next-generation fare collection system -

$4,717,393.00

2. Replacement of Access Paratransit Vans - $2,220,086.00 3. North Nashville Neighborhood Transit Center - $1,800,000.00

Total: $8,737,479.00

As Metro undertook its internal development of the FY2020-21 Operating Budget, we conducted a teleconference with Faye DiMassimo from the Mayor’s Office and Mary Jo Wiggins from Metro Finance to discuss the potential application of CARES Act funding to the Metro budget. Following up this conversation, we forwarded a summary of the discussion with our recommendations to Mary Jo and Faye. This communication was previously forwarded to Board Members as an information item, but is attached again as Appendix B.

Mayor Cooper’s Recommended Budget

On April 28, Mayor Cooper transmitted his proposed FY2020-21 Operating Budget to the Metro Council. His presentation can be found on Metro’s Web page. With respect to MTA and RTA, he announced a reduction of $22.3 million in total funding, amounting to about a 44% reduction in the combined appropriation to both agencies. A major cut to MTA funding was expected and, in fact, suggested to the City given the magnitude of the budget crisis and the challenges faced by other crucial city services. Thanks to the availability of CARES Act funding as described above, this funding reduction can be accommodated (and replaced with CARES Act funds) without any negative impact on our customers or employees in FY2020-21. This is an opportunity that is NOT available to many other functions of Metro government. In fact, it is the staff expectation that we will present the Board a proposed operating budget in June that holds current fare and service levels constant. Obviously, given current conditions, we will not be able to pursue Better Bus improvements at this time.

Appendix C contains the pages from Metro’s overall budget book that are relevant to MTA.

Implications for the MTA Board

The budget as proposed by Mayor Cooper presents no immediate threat to MTA services. If the City recovers substantially by the end of FY2020-21, and prior funding levels can be restored in next year’s budget; and ridership and other operating revenue also rebounds; the CARES Act will have met its goals and MTA customers and services will emerge from the pandemic crisis as they entered it – “neither diminished nor enhanced.” In fact, a “faster recovery” could exceed staff projections for operating revenue recovery. However, there will be substantial challenge in the MTA’s FY2021-22 if the rebound is slower, and local funding cannot be substantially restored in time to start the FY2021-22 year in July 2021. Of course, this would also have been a substantial risk had the recommendation of a $16.5 million cut in MTA subsidy and a $1 million cut in RTA subsidy been adopted. The primary difference between the two amounts is the level of cushion of CARES Act funds that will be available to cover shortfalls in FY2021-22. In the current scenario, we project this cushion to be approximately $3 million, compared to $7 million in the recommended scenario. Although this does not seem significant in percentage terms, the challenge will be timing. If the projected magnitude of any FY2021-22 budget deficit is such that a significant service reduction will be required, the long lead times necessary to advance these changes through the public hearing and Title VI processes could necessitate hearings before next year’s

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Mayor’s budget is announced. For the 2019 service cuts, the Board authorized a series of service and fare proposals to go through the public hearing process in May in order for these changes to be implemented in October. For FY2021-22, the magnitude of the cuts could be such that we cannot afford to wait until October, necessitating possible Board authorization for service reductions as early as January 2021 to be implemented in July.

Another major difference between a between any future service reductions and those enacted in 2019 is the magnitude of the negative impact of the potential cuts. In 2019, there was certainly a great deal of inconvenience and some loss of service to riders. However, most of the changes had the impact of improving the efficiency of our service, reducing service redundancy and extremely underperforming routes, and continuing to focus resources on the services used by most riders. The menu of services falling into these categories is now mostly bare. Given that Nashville already has a level of transit service well below that of its peers, any future cuts will be extremely painful, and result in a true loss to the community. Staff was asked to prepare a summary of the types of actions the Board would need to consider IF a significant deficit is projected in FY2021-22. The prepared analysis is attached as Appendix D. Obviously, we hope that none of these will need to be considered, and only the worst possible case scenario would require them all to be considered. Unfortunately, given the range of unknowns at this time with respect to the nation’s recovery, none can be ruled out at this time.

CURRENT STATUS:

CFO Ed Oliphant and Chief Executive Officer Steve Bland led a discussion on the information presented above with the Board to get input and direction for planning and communication purposes as we enter the new fiscal year. Of immediate interest will be MTA’s Budget Hearing before the Budget & Finance Committee of the Metro Council scheduled for May 20, 2020 at 4:15pm. In preparation for these hearings, Committee Chair Bob Mendes asked that each department complete a questionnaire to be provided to committee members. A copy of MTA’s response is attached as Appendix E.

Janet Miller said that she appreciated the report as well. She stated that we’re fortunate to have the CARES Act during this difficult time. She added that she, along with Board Member, Hannah Paramore Breen are always thinking about the messaging; she thinks that when we talk to budget hearing and conversations with Metro Council that we make it clear that a one-year fix is really good, but everybody needs to already be working on next year’s fiscal budget. It would be very catastrophic if we did not get those funds restored, so we need to already be working on a restoration plan for the next fiscal year. We need messaging with a long view. We have a good relationship with the Mayor’s office, but as a board we need to really advocate for funding being restored.

CEO Bland stated with the upheaval of COVID-19 and all of our staff working remotely that he had a reaction of dejection from the Planning Department that asked if this meant the end to the Better Bus. He told them no and that we needed to keep Better Bus on the forefront and that we would eventually come through this pandemic. He went on to say that at the very onsite of this pandemic Mayor Cooper recognized us as being essential service. Every day we have over 10,000 people that rely on transit services to get to essential services, this does not include people that are taking discretionary trips.

Chair Williams agreed with Vice Chair Janet Miller when she said that it is our responsibility to be good advocates. It’s not just related to the COVID-19 pandemic, but there are people still suffering from the tragic tornado that hit Nashville. We should be advocates not only for WeGo Public Transit, but for the citizens of Nashville as well. Our services are critically essential.

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VI. Closing Remarks: In closing, Chair Williams asked all members to review the board packet in its entirety. Included in the packet was the Marketing Plan prepared by Marketing & Communications team. She stated that if anyone had questions that they could feel free contact Director of Marketing & Communications Jason Minser after the conference call at [email protected]. Additionally, If anyone had questions regarding the other reports, they were advised to contact the appropriate staff person below:

Monthly Financials - Chief Financial Officer Ed Oliphant [email protected]

Monthly Operations Report - Director of Service Quality Dan Freudberg [email protected]

Upcoming Projects List - Chief Administrative Officer Rita Roberts-Turner [email protected]

VII. Adjournment: There was no further discussion and meeting was adjourned at 3:30 p.m.

Attested:

______________________________ ____________________________ Gail Carr Williams Margaret L. Behm Chair Secretary

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mailto:[email protected]




Nashville Metropolitan Transit Authority of Nashville & Davidson County, Tennessee

Board Action Item

Item Number: M-A-20-009 Meeting Date: 06/25/2020

Item Title: MTA/RTA Management Contract Renewal

BACKGROUND: The Regional Transportation Authority of Middle Tennessee (RTA) is currently operating under a management contract with Nashville MTA in which Nashville MTA provides management services overseeing all operations of the RTA. The current contract was approved by the Nashville MTA Board in 2016 for five years with an expiration of June 30, 2021. The current annual contract value is $827,520 that became effective July 1, 2018. Nashville MTA has proposed a 2% increase for a total annual contract of $844,056 which has been included in the proposed FY 2021 budget. The contract terms include a provision that allows the compensation to be adjusted beginning July 1, 2017 and each year thereafter for the life of the contract by mutual agreement of both parties. The contract states that “Nashville MTA Staff will provide executive leadership and administrative support for the RTA to carry out Financial Duties and Administrative Duties as provided herein, which shall include but not be limited to, operations, maintenance and acquisition of properties, finances, facilities and equipment, and the employment of personnel, or contracting for services, and the execution and implementation of RTA powers and duties set forth in Tennessee Code Annotated §§64-8-101 et. Seq and 64-8-201, et. Seq. all of which Nashville MTA is authorized to undertake and accomplish.” The contract value has historically been adjusted 2% to 3% every two years to account for wage and inflationary increases absorbed by Nashville MTA since Nashville MTA does not charge RTA for any separate overhead expenses such as office space, utilities, materials and supplies, etc. The following list gives a good representation of what functions and tasks are being performed for RTA. Customer Relations

• Call center for customer inquiries

• Customer counter ticket sales

• Bulk ticket sales on-line and phone orders

• Manage Emergency Ride Home Program

• Management of consignment sales

• Printing and distribution of route schedules

• Management of State Easy ride card program

• Maintain phone systems for call center

Facilities and Development/Engineering

• Use of bus bays downtown for regional buses

• Provide office space, office equipment and computer network support

• Maintenance of train stations

• Maintain Park & Ride lots

• Construction management for Hamilton Springs

• Leasing of stations for special events

• Acquire property for stations and park&ride lots

• Mt Juliet Station parking lot expansion Financial

• Annual Financial Audit Report

• Monthly financial statements compared to budget

• Develop annual operating budgets

• Management of Regional partner bus reserves

• Accounts payable

• Cash management

• Negotiations for banking line of credit

• Regular banking relationships

• Maintain accounting general ledgers

• Collect and account for fare collection

• Invoicing and collection of ticket sales

• Required annual reporting to various 9

government agencies

• Manage and complete audit finding action plans to avoid repeat findings

• Monitor and spot check train parts inventory

• Surprise audits for train tickets sold on train

• State Comptroller Audits Planning, Grants and Scheduling

• Monitor and manage the Transportation Improvement Plan (TIP)

• Grant Applications

• Grant revisions and amendments

• Grant compliance

• Quarterly grant reporting to FTA

• Quarterly meetings with FTA for rail oversight

• Public Hearings on schedule or fare changes

• Service planning for regional bus service

• Management and monitoring all routes for schedule adherence

• Route adjustments due to change in Park & Ride lot locations

• Title VI plan, compliance and monitoring

• Develop FTA required Transit Asset Management Plan

• Searching for new park & ride locations

• Represent RTA in MPO Technical Coordinating Committee meetings

• Coordinate and work with MPO and regional partners on annual federal funding allocations

• National Transit Data base (NTD) monthly and annual reporting to FTA

• Meet with businesses, municipalities, stakeholders regarding service requests

• Conduct regional studies – Northwest Corridor, Regional Park & Ride, Regional Strategic Plan (nMotion)

Operations and Safety

• Manage and monitor Gray Line buses

• Manage and monitor commuter rail services

• Manage third party quality control contractor

• Maintain fare box and ticket vending machines

• Have supervisors at Riverfront for schedule adherence of train and address customer questions

• Have Supervisors at downtown intermodal for schedule adherence and answer customer questions

• Provide all radio communications

• Federal Rail audits

• State track inspection audits

• Procure annual insurance policies for liability, property damage and director and officer’s

• Coordinate with third party administrator for any accidents or injuries

• Reconcile month regional bus invoices to scheduled service and charge liquidated damage for schedule adherence failures

• Manage security at Riverfront Station and our downtown transfer facility

• Inspect 3rd party vehicles and rail equipment and vehicles and review maintenance records

Marketing

• Website development and management

• Create Route schedules

• Manage and promote special events

• Manage advertising

• Production of brochures and system maps

• Social media

• Public information

• Media relations

• Public records requests

• Marketing promotions Executive

• Interaction with regional mayors

• Budget presentations to Nashville Mayor and Metro Council

• Public hearings

• Develop and manage capital budgets

• Capital project oversight

• Short-term and long-term planning

• Quarterly Nashville & Eastern Rail Authority Board meetings

• Cheatham County Rail Authority Planning

• Donelson Transit Oriented Development discussion

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While this is not a completely exhaustive list of duties and responsibilities, it demonstrates the value RTA receives for the management services provided by Nashville MTA staff. If you look at total budgeted general and administrative costs for RTA including the management fee, it totals approximately $1.4 million, or 13.4%, of RTA’s total budgeted operating costs. RECOMMENDATION: Staff recommends the Board approve the new amount for the contract for Nashville MTA to manage and oversee all operations of the RTA at an annual cost of $844,056, or $70,338 per month. The contract price shall become effective July 1, 2020 and terminate June 30, 2021.

APPROVED:

_________________________________ _____________________ Board Secretary Date

June 25, 2020

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Board Action Item


Item Title: MTA/RTA Contract Renewal for Regional Transit Services

BACKGROUND:

A positive working relationship has been established for many years between the Regional Transportation Authority of Middle Tennessee (RTA) and the Nashville Metropolitan Transit Authority (Nashville MTA) on regional transit programs.

Each year, the RTA contracts with the Nashville MTA for regional transit services for Davidson/Rutherford County Relax & Ride services to Murfreesboro, Tennessee, as well as connecting bus services to support the commuter train service for the WeGo Star in Nashville, Tennessee. The RTA desires to renew these contracts for the period of July 1, 2020 through June 30, 2021. Since there are different funding sources for the regional bus services and the connecting bus services, two separate contracts are required.

Contract 1 – Under the new contract for the regional bus service between Davidson and Rutherford Counties (Routes 84X, 86X and 96X), the RTA will pay the Nashville MTA for up to 60.1 hours of daily service at a rate of $110.26 per hour, or an amount not to exceed $1,683,442, covering 254 days of weekday transit service contained in the contract. The $110.26 represents a 0.7% increase in the contract price compared to the prior year and is consistent with the amount per hour charge in the Gray Line contract.

Contract 2 – Under the new contract for connecting bus services for Davidson County (Routes 64 and 93), the RTA will pay the Nashville MTA up to 11.1 hours of daily service at a rate of $110.26 per hour, or $311,145, covering the 254 days of weekday transit service contained in the contract. The $110.26 represents a 0.7% increase in the contract price compared to the prior year and is consistent with the amount per hour charge in the Gray Line contract.

A fuel escalator clause will again be included in all the new contracts to protect the Nashville MTA should the average fuel prices escalate above $2.00 per gallon. The clause stipulates that for every 25-cent increase in the monthly average per gallon cost of fuel, the hourly rate will increase $1.50 per hour for that month going forward. This will cover the Nashville MTA’s increase in operating cost due to increased fuel costs. This escalator is above and beyond the contracted amounts mentioned above. This will likely not be a factor for RTA since Nashville MTA has hedged approximately 80% of projected diesel fuel consumption at a contract price of around $1.82 per gallon.

RECOMMENDATION:

Staff recommends the Board approve the renewal of Contract 1 for regional bus services and Contract 2 for connecting bus services supporting commuter rail. Both contracts are for a period of one year beginning July 1, 2020 through June 30, 2021 for the following base amounts:

Contract #1 for a not-to-exceed amount of $1,683,442 for regional bus service; and, Contract #2 for a not-to-exceed amount of $311,145 for connecting buses supporting commuter rail.

APPROVED:

______________________________________ _________________________________

Board Secretary Date

June 25, 2019

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Board Action Item


Item Title: MTA State EasyRide Contract Renewal

BACKGROUND:

In 2006, the Nashville Metropolitan Transit Authority (Nashville MTA) and the State of Tennessee began a program for their employees in which the State would pay the work commute transportation cost for all their employees who utilize public transportation. While we have seen some decline in ridership over the past two years, the program continues to work well in helping the State with their employee parking issues and supplying WeGo Public Transit (WeGo) and the Regional Transportation Authority of Middle Tennessee (RTA) with fairly consistent ridership. The current $1.75 million contract managed by the Tennessee Department of Transportation (TDOT) is scheduled to expire June 30, 2020.

We have successfully negotiated with the State to continue the contract for FY2021 at the same rate per ride of $2.50 based upon all regional transportation services including both WeGo and RTA. AccessRide trips will be billed at $3.70 per ride. The contract will be between the Nashville MTA and TDOT with the RTA receiving its proportional share for rides provided under the program as defined in a separate sub-agreement between the Nashville MTA and RTA. The total contract amount will remain $1.75 million. The contract term is for 12 months beginning July 1, 2020 with an expiration of June 30, 2021.

RECOMMENDATION:

Staff recommends the Board approve for Nashville MTA to enter into a contract with TDOT for the EasyRide program at $2.50 per ride and $3.70 for AccessRide with a contract amount of $1.75 million and a contract term of July 1, 2020 through June 30, 2021.

APPROVED:

______________________________________ _________________________________


June 25, 2020

13


Board Action Item


Item Title: MTA/RTA Contract Renewal for State EasyRide Services

BACKGROUND:

The Regional Transportation Authority of Middle Tennessee (RTA) and the Nashville Metropolitan Transit Authority (Nashville MTA) have established a positive working relationship over the years on a regional EasyRide program involving the State of Tennessee.

For several years, the Nashville MTA along with the RTA have participated in the EasyRide program with the State of Tennessee where both agencies provide transit rides to State employees, and the State reimburses both the Nashville MTA and RTA on a cost-per-ride basis. The Nashville MTA has been the principle in this contract with the State of Tennessee and RTA’s portion of the rides provided is passed through via a separate agreement with the Nashville MTA. The State has agreed to a new contract with the Nashville MTA for the EasyRide Program for July 1, 2020 through June 30, 2021 at a cost per ride set at a weighted average of $2.50 per ride and a total contract not to exceed $1.75 million.

An analysis of state employee ridership for both the Nashville MTA and RTA services was performed, and it affirmed an effective rate of $3.15 per ride should be passed through to RTA from the Nashville MTA since RTA’s fares for regional bus service and train service are proportionately higher than the Nashville MTA’s fares.

RECOMMENDATION:

Staff recommends the Boards approval for Nashville MTA to enter into a contract with the RTA that calls for the Nashville MTA to reimburse RTA for EasyRide trips provided to State employees participating in the EasyRide program at a rate of $3.15 per ride for a period of one year, beginning July 1, 2020 through June 30, 2021.

APPROVED:

______________________________________ _________________________________


June 25, 2019

14


Board Action Item


Item Title: FY2021 Proposed Operating Budget

BACKGROUND: This action item presenting the proposed budget for FY2021 is a follow up to the May 2020 Committee meeting in which we explained the impact that the COVID-19 and resulting CARES Act had on Mayor Cooper’s recommended budget for Nashville MTA. The current budget shortfalls being experienced by Metro Nashville have the city to enact a reduction of $21.32 million to MTA’s subsidy support from Metro. This would be offset by an infusion of Federal money through the CARES Act (more detail below). Mayor Cooper’s Office and Metro’s Finance Department have verbally indicated that they have every intention of restoring these funds in future years as Metro’s financial condition improves. Despite the fact that ridership is not expected to return to normal for quite some time due to the ongoing impact the pandemic has had and will have on ridership and fare revenues, we are still proposing full bus and paratransit services would be in operation during FY2021 and CARES Act funding will be utilized to keep Nashville MTA’s budget whole and balanced. Should we end up operating at some level of service less than normal full service, the impact would likely be that less CARES Act funding would be needed for FY2021 and could be utilized in future budget years as needed. However, if Metro Government is unable to restore MTA’s subsidy funding in FY2022, we will have limited ability to react with CARES Act funding to fill the gap and will likely need to identify a combination of other funding sources or budget cuts in order to balance the FY2022 budget.

The overall proposed operating budget as compared to last year is projected to increase approximately $4.9 million, or 5.8%, to $90.0 million in FY 2021 from $85.1 million in the FY 2020 budget. This increase is largely reflective of inflationary increases in expenses along with larger increases related to enhanced cleaning and disinfecting practices adopted as a result of the COVID-19 pandemic. This budget also includes new expenses related to the implementation of our new fare collection system that will be operational sometime in FY2021. Health related expenses are increasing approximately 5.7% as a result of our current health trends and actuarial analysis as well as wage step increases and a 2.75% contractual wage increase resulting from our collective bargaining agreement.

The following summary highlights the increases and decreases in revenues for this proposed budget compared to FY 2020:

Decrease in Fare Revenue Increase in Contract Revenues

($4,018,800) $304,800

Decrease in Non-Transportation Revenue ($735,300)

Decrease in Metro Subsidy ($21,320,200)

Additional Federal Reimbursements 1,146,100

Use of CARES Act Funding $29,516,400

Total Revenue Increase $4,893,000

➢ The decrease in fare revenues is directly related to the anticipated impact the COVID-19 pandemic could

have on our ridership. This decrease is based upon a 50% decrease from last years budgeted fare revenues. Cares Act funding will be used to cover the operating expenses that would have been covered by the lost revenue.

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➢ The increase in contract revenues is primarily due to the estimated cost sharing that Nashville MTA will be receiving from RTA for its share of the back-office expenses associated with the new fare collection system which will be implemented during FY2021. There are also increases associated with the existing management contract between MTA and RTA which is proposed to increase 2% as well as Nashville MTA receiving a full year of the new train shuttle route 64 contract between MTA and RTA which was implemented in October 2019. With ridership expected to be down, especially at the start of the new fiscal year, in all likelihood, we will not receive all of the contract revenue anticipated due to operating at reduced service levels to match ridership demands. However, we will also not incur all the expense of running the train shuttles and service to Rutherford County which will be an offset to the lost contract revenue.

➢ Other non-transportation revenues are decreasing primarily as the result of rent abatement agreements we currently have in place due to the COVID-19 pandemic with our parking garage contractor as well as our Dunkin Donuts tenant at WeGo Central. We hope that both tenants will be back to full rental payments sometime during FY2021 but have anticipated only receiving 50% of normal annual rents. CARES Act funding has been programed to cover our overall operating expenses that would have been covered by the lost revenues.

➢ The decrease in Metro Government’s subsidy is based upon Metro’s adopted budget for FY2021.

➢ The anticipated increase in federal operating reimbursements is needed to offset decreases in other revenue sources. The increase is based upon an estimate of preventive maintenance and paratransit operating expenses eligible for reimbursement. Federal capital grant dollars are eligible to be converted into operating revenue dollars to reimburse preventive maintenance and ADA related expenses. We have additional expenses eligible to be reimbursed through our capital grant funding. The balance of the remaining federal 5307 capital formula funds after the operating reimbursement will be utilized for capital purposes. Use of funds for this purpose will reduce the amount of funding available for capital projects.

➢ The anticipated use of CARES Act funding is based upon the following combination of increased expenses or lost revenues that are eligible for use with this funding:

Metro subsidy shortfall from original MTA Tier 1 request $22,820,200

Estimated COVID Operating Expenses $6,696,200

Total Expense Increase $29,516,400

The subsidy shortfall represents the subsidy cut from MTA’s Tier 1 request of $50,135,900 that was originally submitted in February that included $1.5 million, or 3%, due to inflationary increases that we have not received from Metro since 2018. The estimated COVID operating expenses are made up of cleaning supplies, additional labor related to enhanced cleaning and disinfecting practices, lost fare revenues and reduced other non-transportation revenues due to estimated rent abatements previously explained.

The following summary highlights the increases and decreases in operating expenses for this proposed budget compared to FY 2020:

Labor & PTO $1,719,100

Other Fringes, FICA, and Pension $424,500

Health Insurance $801,600

New Positions $683,100

Fuel ($803,700)

Other Services $295,700

Parts, Materials, and Supplies $853,100

Contract Maintenance $706,000

Liability Insurance $65,600

Other $148,000

Total Expense Increase $4,893,000

➢ Labor and PTO related costs are increasing primarily as a result of contractual wage increases and

16

scheduled wage step increases for union wages as stipulated in our collective bargaining agreement. We have also experienced significant overtime expenses associated with enhanced cleaning and disinfecting practices for MTA vehicles and facilities, as well as pay supplements for essential workers in recognition of the conditions under which they are working.

➢ The increased FICA and pension cost directly relate to the corresponding increase in overall labor costs described above plus inflationary increases to workers’ comp. The actuarially determined employer contribution rate of 8% for our pension plan contributions remains unchanged for the FY2021 budget based upon actuarial analysis.

➢ An increase of approximately 5.7% in health care coverage is anticipated due to increased medical claim costs, administrative costs and actuarial results, as well as overall market conditions.

➢ This increase in new positions includes 12 FTE positions to support enhanced cleaning and disinfecting activities required under new Health Department requirements, to address current shortcomings in the state of good repair for our passenger fleet relating to maintenance standards and to administer new internal control processes and controls for our new fare collection system to be implemented during FY2021.

➢ Decreases in fuel costs are the result of new diesel and gasoline fuel hedging contracts along with lower estimates for open market costs for fuel compared to the current year. We hedge approximately 80% of our diesel and 75% of our gasoline consumption. FY 2021 hedging contract prices for diesel are decreasing from an average of $2.22 per gallon this year to a new contractual diesel hedge price in FY2021 of $1.82 per gallon. Unleaded fuel hedge prices are also decreasing from an average of $1.98 this year to an average contracted price in FY2021 of $1.55 per gallon. There will be further decreases recognized due to a reduction in fuel consumption related to the FY2020 service cuts.

➢ The increase in Other Services is primarily due to general inflationary and contractual increases for support services. One new expense of approximately $35,000 relates to a new retail network being put in place for a better customer convenience by having additional retail locations to sell new fare media associated with the new fare collection system.

➢ The increase in parts, materials and supplies is primarily related to additional cleaning supplies needed in order to adhere to new standards set by the Health Department for cleaning and disinfecting our revenue fleet. It also includes an increase in parts maintenance related to general inflationary increases to the cost of parts as well as increased maintenance of our aging hybrid fleet and the fact that some of our newer buses come out of their warranty period during FY2021.

➢ This increase in contract maintenance is primarily related to the implementation of the new next generation fare collection system. Approximately $437,000 is for server hosting and support provided by Metro Information Technology Department. This increase is largely being offset by the availability of additional preventive maintenance funding. The remaining increases related to software support as well as maintenance contracts surrounding all the new fare equipment associated with the system.

➢ The increase in property and liability insurance is directly related to our revenue fleet, including new buses and paratransit vehicles. Property damage premiums are directly proportional to total asset values of our revenue fleet.

➢ This increase in other expenses is due to increases in anticipated utility costs as well as increased administrative costs associated with leasehold equipment. One additional observation to note is the 8.79% increase in the cost per service hour over the budgeted cost per hour for FY2020. Frankly, this appears to be on the high side until you take into consideration that we reduced our service hours in FY21 compared to FY20 due to the service cuts that went into effect September 29, 2019. While you expect expenses to go down when service hours are reduced, you still have the same fixed costs to cover over less service hours increasing your cost per hour. Coupled with that, we have also included some unusually large one-time increases to operating expenses proposed related to additional COVID related costs in cleaning supplies and overtime hours ($1.2M), new costs associated with the

17

implementation of the new fare collection system ($1.0M) and 12 new positions ($700k). Once you account for that impact, the cost per hour is increasing approximately 3%-5%.

RECOMMENDATION:

Staff recommends the Board approve and adopt the FY2021 budget as presented here.

APPROVED:

______________________________________ ________________________________


June 25, 2019

18

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6/9/2020

Account Account FY2021 vs FY2020 % FY2022 FY2023 FY2024

Number Description Budget Variance Var FORECAST FORECAST FORECAST

401010 FULL ADULT FARES 2,609,900 5,223,700 (2,613,800) -50.0% 3,001,910 3,452,730 3,521,790

401020 SENIOR CITIZEN FARE 425,000 850,000 (425,000) -50.0% 488,750 562,060 573,300

401030 STUDENT FARE 555,000 1,110,000 (555,000) -50.0% 638,250 733,990 748,670

3,589,900 7,183,700 (3,593,800) -50.0% 4,128,910 4,748,780 4,843,760

401050 ACCESS FARES 425,000 850,000 (425,000) -50.0% 488,750 562,060 573,300

425,000 850,000 (425,000) -50.0% 488,750 562,060 573,300

402040 CONTRACT SERVICES - TRANSPORTATION 1,994,587 1,906,360 88,227 4.6% 2,034,480 2,075,170 2,116,670

405010 CONTRACT SERVICES- MANAGEMENT RTA 1,044,070 827,520 216,550 26.2% 1,064,950 1,086,250 1,107,980

3,038,657 2,733,880 304,777 11.1% 3,099,430 3,161,420 3,224,650

406030 ADVERTISING SALES REVENUE 604,900 756,175 (151,275) -20.0% 617,000 629,340 641,930

604,900 756,175 (151,275) -20.0% 617,000 629,340 641,930

407010 MISC INCOME: NON-TRANSPORTATION 128,200 158,820 (30,620) -19.3% 130,760 133,370 136,040

407030 RENTAL OF BUILDING & PROPERTY 582,600 1,136,000 (553,400) -48.7% 1,188,500 1,212,270 1,236,520

40799-408 OTHER RECEIPTS 20,000 20,000 - 0.0% 20,400 20,810 21,230

730,800 1,314,820 (584,020) -44.4% 1,339,660 1,366,450 1,393,790

2,200,000

409010 LOCAL ASSISTANCE 27,315,700 48,635,900 (21,320,200) -43.8% 50,008,220 59,421,000 61,803,010

411010 STATE ASSISTANCE 4,977,900 4,977,900 - 0.0% 5,077,460 5,179,010 5,282,590

CMAQ - - - - - -

JARC & NEW FREEDOM - - - - - -

*CARES ACT* FUNDING 29,516,373 - 29,516,373 6,927,390 - -

61,809,973 53,613,800 8,196,173 15.3% 62,013,070 64,600,010 67,085,600

422223 CAPITAL OPERATING REIMBURSMENT 17,212,435 16,066,310 1,146,125 7.1% 17,556,680 17,907,810 18,265,970

422224 CAPITAL ADA REIMBURSEMENT 2,625,000 2,625,000 - 0.0% 2,677,500 2,731,050 2,785,670

19,837,435 18,691,310 1,146,125 6.1% 20,234,180 20,638,860 21,051,640

90,036,665 85,143,685 4,892,980 5.7% 91,921,000 95,706,920 98,814,670

FY2021

PROPOSED

FY2020

FINAL BUDGET

Passenger Fares

Access

Contract Revenue

TOTAL REVENUE

Other Non-Transportation Revenue

Operating Assistance

Capital Revenue

FORECAST (FY2021 - FY2023)Metro Cut $21.3m & Reduced Other Revenues +CARES

Advertising

19


6/9/2020



FY2021

PROPOSED

FY2020

FINAL BUDGET


501-ALL SALARIES & WAGES 36,262,880 34,097,090 2,165,790 6.4% 37,260,710 38,285,980 39,339,480

502-PTO PTO BENEFITS 4,673,310 4,436,940 236,370 5.3% 4,801,850 4,933,930 5,069,600

502010 EMPLOYER F.I.C.A. 3,113,860 2,937,100 176,760 6.0% 3,199,500 3,287,490 3,377,890

502020 PENSION 3,231,890 3,017,500 214,390 7.1% 3,320,770 3,412,090 3,505,930

502030-40 HOSP, MEDICAL & SURGICAL PLAN 14,785,690 13,984,125 801,565 5.7% 15,552,980 16,357,540 17,201,200

502071 STATE UNEMPLOYMENT INS. 21,470 20,900 570 2.7% 22,110 22,770 23,450

502080 WORKERS COMP 1,101,070 1,071,600 29,470 2.8% 1,134,100 1,168,120 1,203,160

502-FF OTHER FRINGE BENEFITS 603,240 599,900 3,340 0.6% 621,360 640,020 659,220

63,793,410 60,165,155 3,628,255 6.0% 65,913,380 68,107,940 70,379,930

503023-28 PROMOTIONAL SERVICES & PROJECTS 302,500 295,000 7,500 2.5% 311,580 320,920 330,550

503031 MTA SECRETARY 10,300 10,000 300 3.0% 10,610 10,930 11,260

503032 ATTORNEY'S FEES 182,700 180,000 2,700 1.5% 188,180 193,830 199,640

503033 OUTSIDE AUDITING EXPENSE 79,825 79,825 - 0.0% 82,220 84,690 87,230

503034 WEB MANAGEMENT 61,800 60,000 1,800 3.0% 63,650 65,560 67,530

503035 SECURITY SERVICES 1,896,750 1,841,500 55,250 3.0% 1,953,650 2,012,260 2,072,630

503036 INTEREST ON LINE OF CREDIT 93,500 85,000 8,500 10.0% 96,310 99,200 102,180

503037 BANK SERVICE CHARGES 99,560 71,000 28,560 40.2% 102,540 105,620 108,790

503030 ACCESS ON DEMAND 1,877,750 1,850,000 27,750 1.5% 1,934,080 1,992,100 2,051,860

503038 PARATRANSIT OVERFLOW 2,430,000 2,430,000 - 0.0% 2,502,900 2,577,990 2,655,330

503039 OTHER SERVICES 1,991,850 1,829,300 162,550 8.9% 2,051,610 2,113,140 2,176,530

503040 TEMPORARY PERSONNEL 25,750 25,000 750 3.0% 26,520 27,320 28,140

503050 CONTRACT MAINT - SERVICE 2,277,420 1,571,390 706,030 44.9% 2,484,020 2,558,540 2,643,060

11,329,705 10,328,015 1,001,690 9.7% 11,807,870 12,162,100 12,534,730

504011 DIESEL FUEL 3,116,480 3,859,680 (743,200) -19.3% 2,348,690 3,042,040 3,133,300

504012 GASOLINE 1,151,650 1,222,460 (70,810) -5.8% 886,110 1,100,880 1,133,910

504013 LUBRICANTS 347,110 337,000 10,110 3.0% 357,530 368,260 379,310

504014 PROPANE GAS 7,050 6,850 200 2.9% 7,260 7,480 7,700

4,622,290 5,425,990 (803,700) -14.8% 3,599,590 4,518,660 4,654,220

Labor & Fringes

Fuel

Services

20


6/9/2020



FY2021

PROPOSED

FY2020

FINAL BUDGET


504022 TIRES & TUBES 576,900 576,900 - 0.0% 594,210 612,040 630,400

504990 PARTS 3,459,230 3,368,560 90,670 2.7% 3,563,020 3,669,910 3,780,000

504991 M & S GENERAL 755,500 737,820 17,680 2.4% 778,180 801,540 825,580

504995 PRINTING SERVICES 172,290 172,250 40 0.0% 177,460 182,780 188,270

504997 OFFICE SUPPLIES 72,200 78,500 (6,300) -8.0% 74,420 76,680 79,010

504998 JANITORIAL SUPPLIES 992,000 241,000 751,000 311.6% 1,021,770 1,052,420 1,083,990

504999 DATA PROCESS SUPPLIES /GENERAL 60,000 60,000 - 0.0% 61,800 63,650 65,560

6,088,120 5,235,030 853,090 16.3% 6,270,860 6,459,020 6,652,810

505021 ELECTRIC 725,270 682,030 43,240 6.3% 747,030 769,440 792,520

505022 NATURAL GAS 216,300 210,000 6,300 3.0% 222,790 229,480 236,370

505024 WATER & SEWER 66,680 63,000 3,680 5.8% 68,680 70,730 72,860

505025/6 OFFICE TELEPHONES 367,900 358,000 9,900 2.8% 378,940 390,310 402,020

1,376,150 1,313,030 63,120 4.8% 1,417,440 1,459,960 1,503,770

506030 LIABILITY & PHYSICAL DAMAGE 2,251,070 2,185,500 65,570 3.0% 2,318,600 2,388,160 2,459,800

2,251,070 2,185,500 65,570 3.0% 2,318,600 2,388,160 2,459,800

507040 LICENSING TRANS VEHICLES 900 900 - 0.0% 930 960 990

509011 DUES & SUBSCRIPTIONS 116,530 97,000 19,530 20.1% 120,030 123,630 127,330

509021-3 TRAVEL & TRAINING 190,560 209,215 (18,655) -8.9% 196,290 202,180 208,240

509071 BAD DEBT EXPENSE - GENERAL 1,550 1,500 50 3.3% 1,600 1,650 1,700

509081-991 MISCELLANEOUS-GENERAL 85,490 76,850 8,640 11.2% 88,100 90,760 93,500

509994 POSTAGE 18,540 18,000 540 3.0% 19,100 19,670 20,260

509995 FREIGHT - PARTS 38,110 37,000 1,110 3.0% 39,250 40,430 41,640

509996 BUS ROADEO EXPENSES 33,800 29,000 4,800 16.6% 34,810 35,850 36,920

512121 LEASE/RENT - STORAGE/EQUIPMT 90,440 21,500 68,940 320.7% 93,150 95,950 98,830

575,920 490,965 84,955 17.3% 593,260 611,080 629,410

90,036,665 85,143,685 4,892,980 5.7% 91,921,000 95,706,920 98,814,670

- - - - - -

RTA Mgmt Fee ($1,044,070.00) ($827,520.00) ($1,064,950.00) ($1,086,250.00) ($1,107,980.00)

Taxi Overflow & Access on Demand ($4,307,750.00) ($4,280,000.00) ($4,328,047.00) ($3,800,000.00) ($3,810,812.00)

Net Operating Expenses $84,684,845.00 $80,036,165.00 $86,528,003.00 $90,820,670.00 $93,895,878.00

Service Hours Estimated 698,000 717,700 698,000 698,000 698,000

Cost per Hour $121.32 $111.52 $123.97 $130.12 $134.52

Percentage Change 8.79% 8.8% 2.18% 4.96% 3.39%

SURPLUS/(DEFICIT)

Parts, Materials & Supplies

Utilities

Casualty and Liability

Other

TOTAL EXPENSES

21


Board Action Item


Item Title: Liability Insurance Renewal

BACKGROUND:

Every year, our WeGo Public Transit (WeGo) insurance broker shops the insurance market for renewal of the Nashville MTA’s $3 million liability policy with a $100,000 deductible per occurrence. Inquiries were made of eight different insurance companies as well as the incumbent for the upcoming policy year effective July 1, 2020 through June 30, 2021.

Five companies did not provide quotes due to lack of interest in our fleet make-up or does not quote on municipal fleets and two replied that they could not compete with our current quoted prices, or wanted a higher SIR and needed to handle claims in house. We did receive an indication from Carolina Casualty for liability only and the annual cost was $1.1 million.

The only other quote received meeting our scope was from our current insurance company, RLI Insurance (RLI), offering coverage with a $3 million limit and a $100,000 deductible per occurrence. The per vehicle type annual rates for liability coverage compared to our current policy are as follows:

Liability Coverage Current (2019-20) RLI (2020-21)

Transit Bus $3,476 $4,344 Transit Van $2,433 $3,041 Service Vehicle $1,719 $2,148 When compared to per vehicle type annual rates from other insurance providers that would give us a range, quoted rates from $ 4,418 to as high as $8,500 per vehicle. The comparison below of total costs incurred is based on the number of vehicles expected to be on hand July 1, 2020 by type of vehicle as quoted above:

Liability Coverage Current (2019-20) Proposed RLI (2020-21)

Premiums $884,220 $957,798 This represents an increase of 8.3% compared to an 8.3% increase last year. The premium will vary slightly depending on the number of vehicles and vehicle types WeGo may have in the fleet at any given time.

RECOMMENDATION:

Staff recommends the Board authorize the Chief Executive Officer to enter into a contract with RLI Insurance for our liability coverage for the period effective July 1, 2020 to June 30, 2021 for $3 million in coverage with a $100,000 deductible for a premium of approximately $957,798.

APPROVED:

______________________________________ ______________________________


June 25, 2020

22


Board Action Item


Item Title: MTA/RTA EasyRide Program Revenue Sharing Agreement

BACKGROUND:

In November 2019, the Board authorized staff to work with the Regional Transportation Authority of Middle Tennessee (RTA) to develop a pilot program for the EasyRide Program that would both address the findings reported in RTA’s Comptroller of the Treasury audits and to expand usage of the program by corporations in the region. The EasyRide Program is an employer-paid transit pass program to provide employee commuter benefits on Nashville MTA and RTA services in Middle Tennessee under the name WeGo Public Transit. The program has been used predominantly by the State of Tennessee, Vanderbilt University, Vanderbilt University Medical Center and Metro Nashville Public Schools with several other smaller users. The ability to promote the pilot program has been slowed by the COVID-19 pandemic but is ongoing with several models being tested on how to charge our corporate partners. The remaining piece to the EasyRide Program is how the revenues should be split between the two agencies. To remind the Committee, the following are the objectives of the program:

• All: Simplify program transportation benefits;

• All: Simplify program administration;

• All: Simplify program fee structure to better predict costs and revenues for annual budgeting;

• MTA/RTA: Protect existing program revenue;

• MTA/RTA: Grow program participation to increase overall ridership and operating revenue;

• MTA/RTA: Increase transparency between the two agencies on program revenue and ridership;

• Business Partners: Manage and reduce both direct and indirect transportation costs;

• Business Partners: Provide sustainable and competitive employee benefits.

Over the course of the past two performance audit reports conducted by the Office of the Tennessee Comptroller of the Treasury, findings on RTA were related to the lack of formal agreements between itself and employers participating in the EasyRide program. Current and potential business partners have expressed a strong preference for a consolidated pass program – one in which their employees could utilize a single pass for both Nashville MTA and RTA services. Although the original finding of the Comptroller of the Treasury recommended that RTA have individual contracts with each business partner, based upon the overwhelming preference expressed by them, we want to move forward with Committee approval to establish Nashville MTA as the master contractor under the program and create a revenue sharing agreement with a pricing structure to calculate revenue splits between the Nashville MTA and RTA that fairly compensates both agencies relative to the overall use of the program.

Revenues collected from business partners of the EasyRide Programs will be assigned to each agency based on a formula that weights average fare (which will skew toward the RTA due to a higher fare structure) and ridership (which will skew toward MTA due to generally higher rates of usage) equally. The annual "conflict of interest review" with the Committee will include a review of how revenue assignment was calculated for the preceding period with testing of these calculations incorporated into both agencies external audit scope

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RECOMMENDATION:

Staff recommends the Board enter into an EasyRide Program Revenue Sharing Agreement with RTA for the period of July 1, 2020 through June 30, 2021 based upon the formula explained above and that Nashville MTA will be the Master Contractor for the EasyRide Program and will share revenues with RTA based upon the calculated formula. Each Board will review the agreement on an annual basis to assess if any changes should be made to the Agreement going forward.

APPROVED:

______________________________________ _________________________________


June 25, 2020

24


Board Action Item


Item Title: Hillsboro Transit Center Construction Contract Award – Phase 1

BACKGROUND:

As discussed in previous board meetings, staff has been working to advance the development of a neighborhood transit center located along Hillsboro Pike in Green Hills. The reconstruction of Hillsboro High School and resulting required relocation of the existing stop at that location presented an opportunity to advance this project. At its February 2020 meeting, the Board approved a Cooperating Agreement with Metro Nashville Public Schools (MNPS) highlighting the nature and location of the project, the responsibilities of the parties, and the benefits to the broader community. The transit center project, funded with federal and local sources, is progressing through the design process in conjunction with a major renovation of Hillsboro High School. The transit center will be located along Hillsboro Road adjacent to the high school and immediately across Hillsboro Pike from Green Hills Mall. It will replace a heavily utilized, yet undersized, stop that is scheduled to be demolished as part of the high school renovation project and intersection relocation. The transit center would serve the 7 - Hillsboro route along with potential future extensions of nearby routes, such as the 17 – 12th Avenue South.

With the suspension of on-campus classes as a result of the COVID-19 pandemic, MNPS has been able to accelerate school renovations, and are rapidly advancing to required sitework along Hillsboro Pike later this summer. Much of this site work duplicates the nature of work (intersection improvements, underground utilities, curbing, sidewalks, etc.) that WeGo will require as part of the transit center project. As such, the transit center project can be completed in a most timely and cost-effective manner by utilizing the construction contractor being used by MNPS, American Constructors, Inc. This approach meets Federal Transit Administration (FTA) requirements for sole source procurement of construction services due to the substantial duplication costs associated with a separate construction contract, and unacceptable conditions caused by delay as school construction will displace the current bus stop. In addition, MNPS did procure these services in accordance with public bidding requirements.

CONTRACTING APPROACH:

It is the goal of the project team to advance the transit center construction integral with the high school renovation. As an initial contracting step to align with timing for the construction of underground infrastructure on the Hillsboro High School site, the project team developed a bid package for underground utilities and foundations, and requested a bid from American Constructors, Inc. Following bid opening, WeGo staff performed a cost analysis on the bid price for the underground utilities and foundations scope, comparing the bid to the independent engineer’s cost estimate and unit pricing for recently bid, similar unit price work. As a result of this analysis, conducted in accordance with Federal Transit Administration (FTA) best practices, American Constructor’s bid of $269,516 for the construction of the underground utilities and foundations was determined to be fair and reasonable. The bid also included an alternate for deep foundations with an associated added price of $105,434.50.

Final designs for the transit center structure, canopies and amenities are under development and anticipated to be complete in Fall 2020. Following completion of design, a second bid package will be sent to American Constructors to complete construction of the transit center. This package will require a similar cost analysis and Board approval upon determination that their cost is fair and reasonable. Construction of the remaining transit center items (canopies, waiting areas, interiors, etc.) will be completed in the Spring and Summer of 2021 to align with renovation activities for Hillsboro High School and its scheduled opening in time for the start of the 2021-22 school year in August 2021.

25

RECOMMENDATION:

The sole source nature of this procurement is permissive as outlined in FTA Circular C4220.1F, Chapter 6, Section 3(i) to avoid both substantial duplication costs and unacceptable delay, and the price submitted by American Constructors, Inc. has been deemed fair and reasonable in accordance with FTA best practices.

Staff requests that the Board grant the Chief Executive Officer the authority to enter into a construction contract with American Constructor’s for a base amount of $374,951 which includes the base bid and the deep foundation alternative. Due to the nature of unknowns working with underground utilities, we also recommend the Board authorize a project contingency of 20%, resulting in an authorized not-to-exceed project total of $449,941.

APPROVED:

______________________________________ ______________________________


June 25, 2020

26


Committee Discussion Item Committee Action Item Board Discussion Item

Item Number: OF-D-20-012 Meeting Date: 06/25/2020

Item Title: Monthly Financial Report Compared to Budget

BACKGROUND:

Attached is a statement of operations for the month of March 2020 compared to the budget and a balance sheet as of April 30, 2020.

CURRENT STATUS:

This report is provided for information purposes only. Chief Financial Officer Ed Oliphant will be available to address any question from the Board.

APPROVED:

______________________________________ ______________________________

Chief Financial Officer Date

June 19, 2020

27

Actual Month Month End F / Prior Year Actual Budget Y-T-D F / Annual

Month Budget Variance U Y-T-D Y-T-D Y-T-D Variance U Budget

Revenue from Operations:

Passenger Fares $142,085 $571,495 ($429,410) U $5,511,448 $5,465,925 $5,978,460 ($512,535) U $7,183,700

Access Ride 31,348 73,420 (42,072) U 699,715 690,307 699,660 (9,353) U 850,000

Contract Revenues 134,708 235,740 (101,032) U 2,211,290 2,187,204 2,279,750 (92,546) U 2,733,880

Advertising 62,123 84,830 (22,707) U 749,719 619,242 626,400 (7,158) U 756,175

Other Non-Trans Revenue 27,576 114,323 (86,747) U 945,694 1,115,710 1,098,352 17,358 F 1,314,820

Total Operating Revenue 397,840 1,079,808 (681,968) U 10,117,866 10,078,388 10,682,622 (604,234) U 12,838,575

Federal/State/Local Income:

Local Assistance 0 0 0 F 48,635,900 48,635,900 48,635,900 0 F 48,635,900

State Assistance 2,995 0 2,995 F 4,904,300 5,263,930 4,977,900 286,030 F 4,977,900

Federal Assistance - CMAQ 0 0 0 F 427,374 0 0 0 F 0

Federal Assistance - JARC/New Free 0 0 0 F 989,318 0 0 0 F 0

Total Assistance Income 2,995 0 2,995 F 54,956,892 53,899,830 53,613,800 286,030 F 53,613,800

Capital Revenue:

Capital Operating Reimbursement 12,614,335 12,783,155 (168,820) U 0 12,614,335 12,783,155 (168,820) U 16,066,310

Capital ADA Reimbursement 0 2,625,000 (2,625,000) U 0 2,625,000 2,625,000 0 F 2,625,000

Total Capital Income 12,614,335 15,408,155 (2,793,820) U 0 15,239,335 15,408,155 (168,820) U 18,691,310

Total Revenue $13,015,170 $16,487,963 ($3,472,793) U $65,074,758 $79,217,553 $79,704,577 ($487,024) U $85,143,685

Expenses from Operations:

Labor and Fringes $4,670,794 $4,755,893 $85,099 F $49,017,493 $49,632,959 $49,943,011 $310,052 F $60,165,155

Services 511,741 785,536 273,795 F 8,085,915 8,210,786 8,447,595 236,809 F 10,203,015

Fuel 333,599 439,017 105,418 F 3,787,244 3,979,772 4,581,937 602,165 F 5,425,990

Parts, Materials and Supplies 497,625 438,461 (59,164) U 4,453,523 4,382,715 4,385,761 3,046 F 5,260,030

Utilities 110,993 115,515 4,522 F 1,016,642 1,034,627 1,113,837 79,210 F 1,313,030

Casualty and Liability 240,841 177,703 (63,138) U 1,831,342 1,955,958 1,828,850 (127,108) U 2,185,500

Other 21,605 41,743 20,138 F 343,098 397,330 504,984 107,654 F 590,965

Total Operating Expenses 6,387,198 6,753,868 366,670 F 68,535,257 69,594,147 70,805,975 1,211,828 F 85,143,685

Surplus / (Deficit) before GASB 33 $6,627,972 $9,734,095 ($3,106,123) U ($3,460,499) $9,623,406 $8,898,602 $724,804 F $0

Capital Grant Revenue 581,443 581,443 F 44,266,687 11,468,505 11,468,505 F 0

Rental income - MCC Amortization 49,167 49,167 F 491,670 491,670 491,670 F

Gain/(Loss) on Sale of Property 0 0 F 13,888 12,264 12,264 F

Depreciation (1,551,859) (1,551,859) U (12,452,616) (15,860,316) (15,860,316) U 0

Surplus / (Deficit) $5,706,723 $9,734,095 ($4,027,372) U $28,859,130 $5,735,529 $8,898,602 ($3,163,073) U $0

Nashville Metropolitan Transit AuthorityStatement of Operations Compared to Budget

For the Period Ending April 30, 2020

UNAUDITED

28

Nashville Metropolitan Transit Authority

Comparative Balance Sheets

Month Ended Month Ended

April 30, 2020 June 30, 2019

(unaudited) (audited)

CURRENT ASSETS

Cash and cash equivalents $10,213,203 $4,476,832

Receivables from federal, state and local government 2,233,203 8,099,359

Accounts receivable 1,047,026 1,767,675

Materials and supplies 2,895,434 2,737,465

Prepaid expense and other 1,116,867 606,914

Pension Deferred Outflow 9,620,482 9,620,482

Total Current Assets 27,126,215 27,308,727

PROPERTY AND EQUIPMENT

Land 14,733,025 14,733,025

Building, shelter and benches 100,381,279 100,246,361

Revenue equipment and parts 165,012,048 157,207,640

Office furniture and equipment 5,250,509 5,052,630

Other 35,936,508 32,766,664

321,313,369 310,006,320

Less: Accumulated Depreciation (153,513,400) (137,979,299)

Total Property and equipment, net 167,799,969 172,027,021

OTHER ASSETS

Cash and investments for self-insurance and other 913,981 1,680,473

TOTAL ASSETS $195,840,165 $201,016,221

LIABILITIES AND NET ASSETS

CURRENT LIABILITIES

Accounts payable $831,196 $4,257,519

Accrued expenses 5,893,744 6,360,131

Deferred revenue 45,879 47,683

Note Payable 0 6,500,000

Total Current Liabilities 6,770,819 17,165,333

NON-CURRENT LIABILITIES

Deferred Revenue 7,475,787 7,967,457

Refundable Grants 443,481 455,652

Net Pension Liability 12,994,684 12,994,684

Pension Deferred Inflow 3,965,635 3,965,635

Net other postemployment benefits obligations 69,427,491 69,427,491

NET ASSETS

Invested in capital assets 160,324,182 162,033,477

Reserve for capital purchases 79,320 833,731

Unrestricted (71,376,763) (106,715,364)Current Year Surplus / (deficit) 5,735,529 32,888,125

Total Net Assets 94,762,268 89,039,969

TOTAL LIABILITIES AND NET ASSETS $195,840,165 $201,016,221

Current > 30 days > 60 Days > 90 days Total

Accounts Receivable $944,240 $41,241 $51,402 $10,143 $1,047,026

90.2% 3.9% 4.9% 1.0% 100.0%

Accounts Payable $758,127 $57,105 $5,444 $10,520 $831,196

91.2% 6.9% 0.7% 1.3% 100.0%

29




Item Title: Monthly Operating Statistics

BACKGROUND:

Attached are monthly operating statistics through April 30, 2020.

CURRENT STATUS:

This report is provided for information purposes only. Staff will be available to address any question from the Board.

APPROVED:

_____________________________________ ________________________________

Director of Service Quality Date

June 19, 2020

30

April

2020

April

2019Pct. Change

Average

Monthly

Goals

Ridership

Total Passengers

Bus 272,812 800,855 -65.9%

Access (WeGo) 8,413 26,648 -68.4%

Access (Overflow/Taxi) 2,046 6,451 -68.3%

Access-on-Demand * 1,691 5,042 -66.5%

Access Total 12,150 38,141 -68.1%

Total 284,962 838,996 -66.0% 785,000

Passengers per Revenue Hour

Bus 10.39 17.74 -41.4% 18

Access 1.28 2.04 -37.3% 2.1

Total Scheduled Revenue Hours 32,819 58,212 -43.6%

Total Cost Per Scheduled Revenue Hour of

Service $189.59 $111.65 69.8%

Safety

Miles Between Total Accidents 30,733 23,619 30.1% 36,000

Miles Between Preventable Accidents 133,176 146,437 -9.1% 300,000

Preventable Accidents 3 5 -40.0%

Non-Preventable Accidents 10 26 -61.5%

Internal Accidents 1 2 -50.0%

External Accidents 12 29 -58.6%

Service Quality

Bus Trip Completion Percentage 99.9% 99.4% 0.6% 99.5%

Access Trip Denials 0 0 0.0% 0

Miles Between Road Calls 4,932 3,874 27.3% 3,800

On-Time Performance

Bus 91.2% 79.1% 12.1% 85.0%

Access (WeGo) 93.4% 82.0% 11.4% 89.0%

Access (Overflow/Taxi) 97.5% 94.5% 3.0% 89.0%

Access Total 94.2% 84.9% 9.4% 89.0%

Customer Care

Passengers Carried Per Complaint

Bus 2,598 5,448 -52.3% 6,000

Access 639 372 71.9% 600

Total Calls Received 10,593 29,321 -63.9%

Percent of Calls Answered 98.2% 93.8% 4.7% 95.0%

* "Access on Demand service began March 2018"

Operations Dashboard Report

31

FY2020

April

FY2019

AprilPct. Change

Average

Monthly

Goals

Ridership

Total Passengers

Bus 6,753,358 7,770,907 -13.1%

Access (WeGo) 219,529 257,269 -14.7%

Access (Overflow/Taxi) 74,290 79,034 -6.0%

Access-on-Demand * 43,319 33,394 29.7%

Access Total 337,138 369,697 -8.8%

Total 7,090,496 8,140,604 -12.9% 7,850,000


Bus 17.00 17.47 -2.7% 18

Access 1.79 2.02 -11.4% 2.1

Total Scheduled Revenue Hours 519,692 572,286 -9.2%

Total Cost Per Scheduled Revenue Hour of

Service $125.80 $112.32 12.0%

Safety

Miles Between Total Accidents 40,790 40,191 1.5% 36,000

Miles Between Preventable Accidents 231,632 378,642 -38.8% 300,000

Preventable Accidents 28 19 47.4%

Non-Preventable Accidents 131 160 -18.1%

Internal Accidents 1 3 -66.7%

External Accidents 158 176 -10.2%

Service Quality

Bus Trip Completion Percentage 99.7% 99.3% 0.4% 99.5%

Access Trip Denials 0 0 0.0% 0

Miles Between Road Calls 4,899 3,617 35.4% 3,800

On-Time Performance

Bus 85.4% 83.4% 2.0% 85.0%

Access (WeGo) 83.6% 84.1% -0.6% 89.0%

Access (Overflow/Taxi) 95.6% 84.6% 11.0% 89.0%

Access Total 86.7% 84.3% 2.5% 89.0%

Customer Care


Bus 4,632 5,996 -22.8% 6,000

Access 361 368 -2.1% 600

Total Calls Received 242,245 272,605 -11.1%

Percent of Calls Answered 90.3% 93.1% -2.7% 95.0%

* "Access on Demand service began March 2018"

Operations Dashboard Report

32

Metric

Ridership

Total Passengers

Bus

Access (WeGo)

Access (Overflow/Taxi)

Access on Demand

Access Total


Bus

Access

Total Scheduled Revenue Hours

Total Cost Per Scheduled Revenue Hour

of Service

Safety

Miles Between Total Accidents

Miles Between Preventable Accidents

Preventable Accidents

Non-Preventable Accidents

Internal Accidents

External Accidents

Total number of miles travelled by all WeGo revenue vehicles (fixed

Total number of miles travelled by all WeGo revenue vehicles (fixed

route and paratransit) divided by the total number of preventable

accidents.

Total fixed route passenger boardings on all WeGo operated

services Total paratransit passenger boardings on WeGo vehicles

Total paratransit passenger boardings on third-party service

providers

Total paratransit boardings (WeGo vehicles and third-party service

providers, includes Access-on Demand ridership)

A motor vehicle collision in which the Operator committed no driving

error and reacted reasonably to the errors of others.

A motor vehicle collision that occurs on Nestor or Myatt yard.

A motor vehicle collision that occurs outside of Nestor or Myatt yard.

A motor vehicle collision, in which the Operator did not do everything

reasonable to avoid a collision, committed an error or failed to react

to the errors of others.

Operations Dashboard Glossary

Definitons

Total fixed route passenger boardings divided by total scheduled

fixed route revenue vehicle hours.

Total paratransit boardings on WeGo vans divided by total

scheduled paratransit revenue vehicle hours.

Total fully allocated cost to deliver service divided by the total

scheduled revenue hours.

Total fixed route and paratransit scheduled revenue vehicle hours.

Note: Revenue vehicle hours are total vehicle in-service hours

excluding vehicle travel from the garage to the first timepoint (or

pickup for paratransit) and from the last timepoint (or pickup) to the

garage.

Total paratransit passenger boardings on Access-on-Demand

service by third-party providers

33

Metric

Service Quality

Bus Trip Completion Percentage

Access Trip Denials

Miles Between Road Calls

On-Time Performance

Bus

Access (WeGo & Taxi/Overflow)

Customer Care


Bus

Access

Total Calls Received

Percent of Calls Answered

Percentage of calls received that were answered. Unanswered calls

are calls that are lost for any reason once in the customer call phone

queue.

Total number of paratransit trips that cannot be scheduled within one

hour before or after the customer's requested pick-up time.

Total paratransit (WeGo and third-party service providers)

passengers divided by total paratransit customer complaints.

Any mechanical failure, excluding farebox and accidents. Bus and

Access metrics will be reported separately.

Percentage of total scheduled fixed route timepoint departures

occurring between 59 seconds early and 5 minutes 59 seconds late.

Total fixed route passengers divided by total fixed route customer

complaints.

Definitons

Percentage of total trips where vehicle arrives no later than 59

seconds outside of the scheduled pick-up window.

Percentage of one-way fixed route revenue trips completed versus

scheduled.

Operations Dashboard Glossary

34




Item Title: Quarterly Route Performance Report

BACKGROUND:

Attached is the Quarterly Route Performance Report through April 30, 2019.

CURRENT STATUS:

This report is provided for information purposes only. Staff will be available to address any question from the Board.

APPROVED:

_____________________________________ ________________________________

Director of Service Quality Date

June 19, 2020

35

Change

Yr over Yr Quarterly From Pax Yr over Yr Pax Yr over Yr Yr over Yr

Rt. Quarterly Ridership Revenue Last Per Pax/Hour Per Pax/Trip On-Time OTP

No. Route Name Ridership Change Hours Year Hour Change Trip Change Performance Change

3/5 West End 145,295 -7.9% 9,606 0.4% 15.1 -8.2% 12.7 -8.2% 85.89% 4.53%

4 *** Shelby 65,869 -22.1% 4,358 -0.8% 15.1 -21.5% 9.5 -20.2% 91.60% 2.16%

7 *** Hillsboro 100,470 -0.4% 4,859 6.5% 20.7 -6.5% 14.2 -0.4% 86.60% 2.48%

22 Bordeaux 119,424 -5.4% 6,000 0.5% 19.9 -5.8% 12.0 -6.0% 90.44% 1.49%

23 *** Dickerson Pike 119,264 -5.7% 4,542 1.3% 26.3 -6.9% 18.8 -6.9% 87.48% 0.58%

50 Charlotte Pike 139,677 -8.8% 7,398 -23.9% 18.9 19.8% 14.2 12.1% 88.28% 1.47%

52 Nolensville Pike 180,979 -1.0% 12,011 0.3% 15.1 -1.3% 14.4 -1.2% 87.95% -0.08%

55 Murfreesboro Pike 254,132 4.4% 12,098 2.2% 21.0 2.1% 21.2 7.2% 86.40% 9.64%

56 Gallatin Pike 266,096 1.1% 11,343 -0.3% 23.5 1.4% 22.2 9.1% 88.46% 0.55%

Frequent Service Route Totals 1,391,204 -3.3% 72,215 -2.3% 19.3 -1.0% 15.8 0.5% 87.91% 2.56%

6 Lebanon Road 40,933 -11.6% 3,511 1.8% 11.7 -13.1% 12.0 -11.5% 83.59% 1.50%

8 8th Avenue South 58,236 24.3% 2,374 16.1% 24.5 7.1% 14.4 -0.3% 82.39% 2.57%

9 Metrocenter 28,490 -5.1% 1,375 -0.9% 20.7 -4.2% 8.2 -5.2% 89.80% -0.89%

14 Whites Creek 30,178 -15.5% 1,790 -1.5% 16.9 -14.2% 8.7 -16.1% 90.37% 1.79%

17 12th Avenue South 36,422 -26.2% 3,344 22.7% 10.9 -39.8% 6.1 -35.0% 88.54% 14.48%

18 Airport/Elm Hill 25,276 -9.9% 2,318 7.0% 10.9 -15.8% 6.7 -13.5% 87.86% 10.74%

19 Herman 67,670 -3.4% 4,184 0.4% 16.2 -3.8% 11.0 -3.9% 91.47% -1.65%

28 Meridian 22,138 -14.4% 2,129 11.5% 10.4 -23.2% 5.2 -10.0% 91.52% 1.93%

29 Jefferson 40,247 N/A 3,257 N/A 12.4 N/A 5.8 N/A 89.04% N/A

34 Opry Mills - Music Valley 18,111 -22.8% 1,591 2.0% 11.4 -24.4% 8.6 -24.1% 83.01% 0.40%

41 Golden Valley 4,726 -39.5% 310 -1.6% 15.2 -38.6% 7.7 -38.6% 88.47% 0.95%

42 St. Cecilia - Cumberland 27,074 -14.1% 1,568 0.6% 17.3 -14.6% 7.7 -14.4% 94.57% 1.53%

43 Hickory Hills 11,694 -11.2% 1,125 -2.6% 10.4 -8.9% 10.1 -9.7% 85.33% 6.97%

2 Belmont

20 Scott

30 McFerrin

44 MTA Shuttle

60 Blue Downtown Circuit

61 Green Downtown Circuit

411,193 -33.6% 28,877 -24.0% 14.2 -12.7% 8.4 -9.3% 88.15% 4.01%

Better Bus Targeted Frequent Service Network

Better Bus Local Network

These Routes Eliminated September 29, 2019

Local Route Totals

QUARTERLY ROUTE PERFORMANCE INDICATOR REPORT - Jan 2020 Through Mar 2020FY2020 - 3rd Quarter

Ridership Revenue Hours Productivity On-Time Performance

RJGG

Data Analyst

6/1/2020

12:26 PM

36

Change

Yr over Yr Quarterly From Pax Yr over Yr Pax Yr over Yr Yr over Yr

Rt. Quarterly Ridership Revenue Last Per Pax/Hour Per Pax/Trip On-Time OTP

No. Route Name Ridership Change Hours Year Hour Change Trip Change Performance Change

QUARTERLY ROUTE PERFORMANCE INDICATOR REPORT - Jan 2020 Through Mar 2020FY2020 - 3rd Quarter

Ridership Revenue Hours Productivity On-Time Performance

21 Wedgewood 9,278 -44.4% 2,810 -12.4% 3.3 -36.6% 2.4 -53.9% 91.63% -1.44%

25 Midtown Connector 11,956 -59.5% 3,194 -3.9% 3.7 -57.8% 2.9 -67.0% 87.57% 6.78%

72 Edmondson - Harding Place Connector 4,088 -44.3% 1,166 -43.8% 3.5 -0.9% 1.8 -0.6% 87.72% -1.07%

73 Bell Road 855 N/A 494 N/A 1.7 N/A 0.8 N/A 84.70% N/A

76 Madison Connector 22,919 -17.0% 1,293 3.0% 17.7 -19.5% 12.0 11.2% 92.11% 4.07%

77 Thompson Connector 9,707 -4.6% 1,740 -0.5% 5.6 -4.1% 4.2 -4.1% 95.30% 1.63%

Connector Route Totals 58,803 -35.6% 10,697 -7.9% 5.5 -30.1% 3.8 -35.6% 90.29% 1.86%

24 Bellevue Express 9,104 -17.7% 544 -8.4% 16.7 -10.2% 9.3 -16.4% 79.48% 5.49%

35 Rivergate Express 7,883 -27.9% 508 -5.1% 15.5 -24.0% 16.2 -26.7% 74.62% 3.28%

38 Antioch Express 5,154 -36.2% 551 -23.8% 9.4 -16.2% 12.7 -14.1% 59.73% 12.45%

1 100 Oaks

27 Old Hickory

33 Hickory Hollow-Hickory Plaza Express

36 Madison Express

37 Tusculum Express

Express Route Totals 22,141 -59.0% 1,603 -65.4% 13.8 18.4% 11.8 15.4% 70.92% 3.24%

SYSTEM TOTALS 1,883,342 -14.5% 113,393 -11.5% 16.6 -3.4% 12.2 -0.8% 88.06% 3.23%

*** Does not currently meet weekday service standards of frequent transit network

High performing route (25+ passengers per hour), may warrant additional service

Route approaching 12 passengers per hour

Route performing below 12 passengers per hour

Better Bus Connector Network

Better Bus Express Network

These Routes Eliminated September 29, 2019

RJGG

Data Analyst

6/1/2020

12:26 PM

37

Project Name: Repair and Maintenance Materials and Supplies

• Brief Description: Procure vendor-managed inventory and replenishment of R&M materials and supplies

• Anticipated Publish Date: June 15, 2020

• Estimated Project Value: $290,000.00 Project Name: Transit Stop Bus Shelters, Benches and Related Items

• Brief Description: Manufacture and purchase transit stop items

• Anticipated Publish Date: August 2020

• Estimated Project Value: $1,000,000.00 Project Name: Vertical Circulation Maintenance (Elevators & Escalators)

• Brief Description: Maintenance of elevators and escalators

• Anticipated Publish Date: November 2020

• Estimated Project Value: $300,000.00

38

nashville mta board meeting · access, customers w/out smartphones, customers under 18 years old...

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