Management Work Plan FY Presented to the YCTA Board of Directors March 17, 2011

2 Work Plan Table of Contents Highlights from 3/5/11 Retreat Page 3 Management Objectives Page Budget Page 9 – 12 Analysis & Statistical Charts Page Organizational Chart Page 19 Diversity Statement Page 20

3 Focus fine-tuning…  Address changes to funding programs  CBA that supports strategic direction  Solutions to Gettysburg traffic issues downtown  Performance Improvement  Funding Partners

4 Management Objectives The objectives are categorized by goals identified in the 2010 – 2012 Strategic Plan. The actions noted in the work plan are not an all inclusive list of actions from the Strategic Plan, but rather a range of short-term actions. These actions were identified as priorities and will continue to advance the goals outlined in the Strategic Plan.

5 Goal 1 Enhance the customers’ mobility experience by emphasizing and delivering friendly, consistent and reliable services. 1.Complete and begin implementation of outcomes from the Transit Development Plan 2.Targeted Corridor marketing based on ridership data and route analysis (based on TDP outcomes) 3.Market Express services – Launch of RT 15N & maintenance of RT 83N & 83S 4.Community Education Plan – Phase 2 1.Paratransit: Focus on HS Providers 2.Fixed Route: Employer Welcome Kit 3.Freedom Transit Service 5.Performance Improvement 1.Departmental Procedures 2.Training to Proficiency 3.Baseline Measurements

6 Goal 2 Build a culture of excellence through a committed workforce that shares a vision of mutual trust and respect. 1.Internal messaging/actions to provide greater line of sight. 2.Partner with the workforce to develop a CBA which supports the organization’s overall strategies. 3.Purchase and implement an electronic human resource software and payroll data collection program. 4.Continue to strengthen our Human Resource functions, including; finalize draft handbook, grievance management system, continue staff development plan. 5.Fully implement on-road supervision, on-board evaluations with a coaching/training component.

7 Goal 3 Utilize technology to improve operations, enhance mobility and improve customer services. 1.Use ITS to improve Paratransit Operations: Shorten ride times, increase passengers per hour, reduce paid driver hours, and improve on-time performance. 2.Service Standards Management Program Route performance criteria, Bus stop utilization, On-time performance, transfer/route usage to determine connectivity needs. 3.Implement State Paratransit Software Web-based reservations, automated EVS & expanded IVR capabilities. 4.Finalize Call Center Action Plan Management software, Traffic containment & reduction, CS enhancement strategies.

8 Goal 4 Leverage regional transit service & leadership to secure resources needed to advance mission & vision. 1.Act 44 Funding Replacement. 2.Sponsor Municipal Training to link land use and transit. 3.Federal Transportation Authorization Legislation. 4.Address 200K UZA requirements and challenges. 5.Prepare for the ACT 44 Performance Assessment. 6.Business Development: ID partnerships for sustainability. 7.Actively implement outcomes identified in HST Proposal. 8.Participate in SRTP regional commuter study. 9.Continue active participation in APTA and PPTA.

9 Annual Budget & Financial Statistics

10 Annual Budget & Financial Statistics

11 Annual Budget & Financial Statistics

12 Annual Budget & Financial Statistics

13 Budget Analysis Expense Increase Analysis Budget Expenses increase: %, %, %, %, % New Positions: Assistant Controller Unfilled: Operations Supervisor, Maintenance Clerk, Customer Advocate/Mobility Trainer Fixed Route Collective Bargaining Year: Conservative approach Technology: On-board WiFi and other automation support Maintenance: Increased cost due to aging fleet (parts and beautification) Utilities: Electric rate cap Staff Development: Support strategic plan and performance appraisal process Unknowns: Fuel, HST outcomes (fare increase) Purchased Transportation: Increased expenses ~ greatest % is funded through MATP Revenue Analysis  Budget assumes paratransit fare restructure with fare increase  Minimal increase in ridership ~ 3% (FR & PT)  Reduction in HSDF funding  Funding Summary for FY2012: o Using all available Federal 5307 funds  Using $500,000 of ACT 44 to balance paratransit budget  $390,000 of ACT 44 reserves need to balance budget 60% of Increase is Fuel

14 Annual Budget & Financial Statistics

15 Annual Budget & Financial Statistics Therapeutic Summer Camps (MATP) begin 83 N launch and additional Therapeutic camps 83 S launch and continued growth of Therapeutic camps State Budget– life sustaining service level Adding after-school program Therapeutic Summer Camps (MATP) begin 83 N launch and additional Therapeutic camps 83 S launch and continued growth of Therapeutic camps State Budget– life sustaining service level Adding after-school program Therapeutic Summer Camps (MATP) begin 83 N launch and additional Therapeutic camps 83 S launch and continued growth of Therapeutic camps State Budget– life sustaining service level Adding after-school program Therapeutic Summer Camps (MATP) begin 83 N launch and additional Therapeutic camps 83 S launch and continued growth of Therapeutic camps State Budget– life sustaining service level Adding after-school program

16 Annual Budget & Financial Statistics Joined SAFTI

17 Proposed Organizational Chart

18 Annual Budget & Financial Statistics

19 Organizational Chart Open Positions: 1- Assistant Controller 1- Data Entry Clerk 1- Operations Supervisor 3.5 Customer Care Reps 1- Mechanic.5 HR Specialist 1 Trainer Executive Director Controller Assistant Controller Accounting Supervisor Accountin g Clerks Data Entry Clerk Director of Human Resources HR Specialist System Safety Supervisor Trainer Business Development Mgr Paratransit Services Manager Lead Scheduler Schedulers Lead Mobility Planning Mobility Planning Associates Lead Customer Service Customer Care Reps Planning & Procurement Mgr Operation Manager Operations Supervisor Lead Dispatcher Dispatchers FR & Para Operators Maintenance Manager Maintenance Supervisor Adams Co. Mechanic Class A Mechanic Class B, Class C & Porters Executive Assistant Building & Grounds

20 Diversity Statement The diversity of the people of York County has been the source of innovative ideas and creative accomplishments throughout the County’s history and will provide inspiration into the future. Diversity refers to the variety of personal experiences, values, and worldviews that arise from differences of culture and circumstance. Our concept of diversity through inclusion embraces such differences as race, ethnicity, gender, age, religion, language, abilities/disabilities, sexual orientation, socioeconomic status, and geographic region, and more. In order for the York County Transportation Authority to achieve its mission, it must seek to serve the diversity among its passengers, stakeholders and employees. The diversity of the people of York County has been the source of innovative ideas and creative accomplishments throughout the County’s history and will provide inspiration into the future. Diversity refers to the variety of personal experiences, values, and worldviews that arise from differences of culture and circumstance. Our concept of diversity through inclusion embraces such differences as race, ethnicity, gender, age, religion, language, abilities/disabilities, sexual orientation, socioeconomic status, geographic region, and more. In order for the York County Transportation Authority to achieve its mission, it must seek to serve the diversity among its passengers, stakeholders and employees. Diversity Statement

21 Transit Agency Status FY  Current Financial Position  Current Operations  Service Statistics/Trends  Funding Statistics/Trends  Other Information/Assumptions  Capital Status Review

22 Current Financial Position Reserves SourceBalance PTAF$422,107 ASG$0 BSG$44,368 Section 1513$3,899,106 Local~ Other$23,615 Proceeds/Sales $66,267 Zarfoss Rd Rent

23 Line of Credit Level of Short-Term Debt/Loans— Identify each line of credit (excludes long-term bond financing) Name of Financial Institution Amount of Available Credit Interest Rate Current Credit in Use Metro Bank - Line of Credit $500,0003.5% $0 Current Financial Position

Accounts Payable – Past due 90 days and over 24 Current Financial Position VendorAmount Past DueEstimated Pay Date Lebanon Co. ATA $16,882 (Rec’d 9/16/11) $51,768 (Rec’d 10/6/11) 30 days after DotGrant Capital available for invoicing Accounts Receivable – Past due 90 days and over Program/AgencyAmount Past Due Date Requisitioned Estimated Pay Date MATP$126,933Nco/No Contract? MH/MR$99,753 $35,300 Nco/Wait for Promise York/Wait for Auth. 11/30/2011 PA DOT$69,951To Be Invoiced 30 days after DotGrant Capital available for invoicing Lifeskills$3, /2011;5/2011; 6/2011; 8/ /10/2011

25 Organizational Chart Open Positions: 1- Assistant Controller 1- Data Entry Clerk 1- Operations Supervisor 3.5 Customer Care Reps 1- Mechanic.5 HR Specialist 1 Trainer Executive Director Controller Assistant Controller Accounting Supervisor Accountin g Clerks Data Entry Clerk Director of Human Resources HR Specialist System Safety Supervisor Trainer Business Development Mgr Paratransit Services Manager Lead Scheduler Schedulers Lead Mobility Planning Mobility Planning Associates Lead Customer Service Customer Care Reps Planning & Procurement Mgr Operation Manager Operations Supervisor Lead Dispatcher Dispatchers FR & Para Operators Maintenance Manager Maintenance Supervisor Adams Co. Mechanic Class A Mechanic Class B, Class C & Porters Executive Assistant Building & Grounds

26 York & Adams Fixed Route union contract: Expires 12/30/11 York FR DriversCurrent Starting wage$15.80 (80%/90 days) TBD Top wage$19.00 (+ bonuses) Average wage$19.37 Contract wage increase Average 3% Job ClassificationNumber- Full Time Number-Part Time Drivers6954 Mechanics11 Dispatchers6 Clerical132 Administration101 Building/grounds11 Porters5 Contract Provisions & Job Classification

27 Important Contract Provisions  Use of part-time employees- all paratransit is considered PT. Currently no FR – have placed the issue on the table  Number/percent of “split shift” drivers- 33% for FR. Up to 90 min unpaid breaks unless some splits for PT.  Overtime – After 8. Currently seeking after 40. YTD - 6% (high as 12.6% for FY2011). FMLA, older/longevity workforce  Outsourcing – Express and PT  Other- greater share of healthcare

28 Healthcare Plan UnionNon-Union Basic Coverage Current Coverage Teamsters H&W (incl. dental, vision, life pkg) Health Assurance $1,000 deduct w/ $750 HRA Current RateSingle - $580.55/mo Family - $1,715,.25/mo Single - $505.18/mo Family - $1,515.54/mo Plus HRA Amts. 2012Under Neg.Currently Quoting 2012If same – Single - $ Family - $1, Estimate – Single -$555 Family -$1,670 Employee Contributions Current Single-$76.92/mo (13.2%) Family - $148.85/mo (8.7%) Single - $0/mo Family - $148.65/mo (10%) 2012Under Neg. Co-Payment at Physician’s Office Current $15 PCP/$25 Specialist$15 PCP/$30 Specialist 2012 $20 PCP/$30 Specialist$15 PCP/$30 Specialist

29 Pension – Defined Contribution SEP UnionNon-Union Employee Contributions Current6% FY % – Current Neg. 6% Minimum Age to Qualify for Retirement CurrentN/A FY N/A Minimum Number of Years to Qualify for Retirement CurrentN/A FY N/A Minimum Number of Years to be Vested CurrentN/A FY N/A o Pension is designed as a SEP (Simplified Employee Pension) Contributions are made monthly in the employees’ name at a defined contribution level – currently 6% of gross earnings o Financial impact is based on actual gross earning of eligible employees o 2008 – Negotiated out of the Define Benefit – estimated potential liability reduction: $2M

Fuel 30  Current Cost per Gallon Contract rate or market rate?  Contract rate - $3.058  Market rate - $ Terms of contract (if applicable)  Contract rate is through 6/30/2012  Market rate is agreement through Fuelman; pricing is based on OPIS; Effective rate is $0.04-$0.06/per gallon less than pump pricing less taxes  Projected Cost per Gallon and Basis for Projection Contract rate or market rate?  Contract rate - $3.30  Market rate - $3.90 Terms of contract (if applicable)  RFP issued in June of each year with a contract period of the authority’s fiscal year Current Operations

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32 Fixed Route Fares  Provide average fare: Current Amount Future Amount  Describe fare policy: Keep pace with inflation; comparable to peers, when increased, done in a multi-year process. Fare TypeIncrease Date Current Amount Planned Increase Amount After Increase Base Fare 2008$1.40Part of TDP$1.50 ? 2% annual, next one due on $1.35 $1.30 $1.25 $1.00 Zone Fares $1.65TBD Other multi-ride tickets/passes (Add as appropriate) 31-Day - $ Ride – $13.00 Day Pass – $4.25

33 Shared Ride Fares:  Date of Last Fare Increase -  Current Average fare $13.72 AAA 3 rd party sponsorship – complex issue for Customer Reps.  Planned Changes Early 2012 Average fare ~ $ Simplify sponsorship arrangements. Describe Fare Policy- Shared Ride fares must cover the cost of the service, increase as needed. It is preferred to increase in conjunction with Fixed Route Fare increases. Shared Ride Fares

34 Cost Savings Initiatives InitiativePlanned Action and Implementation Date Projected Savings Joint ProcurementsFuel, vehicles – every opportunity Coordination: Call center, maintenance, dispatch/scheduling makes York look bad, N.Co & ACTA look good $5k per month Parts ProcurementSpring 2012Up to 30% HealthcareCompetitive process, adjusting deductibles and creating HRA - ongoing 10s of thousands SAFTI

35 FY FY FY FY FY Total Operating Expenses $8,445,089$9,410,261$10,118,341$9,885,377$8,394,025 Total Operating Revenue $1,658,248$1,652,400$1,730,170$1,679,600$1,569,610 Total Operating Deficit $6,786,841$7,757,861$8,388,171$8,205,777$6,824,415 Subsidies: Federal$3,173,726$3,186,642$2,804,028$2,051,200$1,706,120 State$3,300,559$4,243,035$5,239,550$5,792,755$4,738,381 Local$312,556$328,184$344,593$361,822$379,914 Total Funding$6,786,841$7,757,861$8,388,171$8,205,777$6,824,415 Fixed Route Funding

“Labor” – 71.8% 36

37 Fixed RouteFY FY FY FY FY Rev. Veh. Miles1,498,9071,514,735 1,363,2621,022,446 Rev. Veh. Hours113,254115, ,86077,895 Passenger Trips1,508,9271,623,8101,591,3341,543,5941,358,362 ACT 44 PERF. MEASURES Pass. Trips/Hour Op. Cost/Hour$74.57$81.54$87.68$95.18$ Op. Rev./Hour$14.64$14.32$14.99$16.17$20.15 Op. Cost/Trip$5.63$5.80$6.36$6.40$6.18 Fixed Route Service Statistics/Trends

Shared Ride Funding 38 FY FY FY FY FY Operating Expense $1,751,179$1,815,700$4,036,347$4,184,937$4,407,201 Passenger Revenue $152,572$163,500$283,825$289,502$299,634 Lottery /Other/AAA $1,057,252$1,152,200$1,912,170$1,950,413$2,018,678 MATP$0 $1,858,642$1,988,747$2,058,353 Balance-$541, ,000+18,290+43,724-30,536

Shared Ride Statistics/Trends 39 Shared-RideFY FY FY FY FY Total Veh. Miles 602,663537,6001,216,2801,179,7921,085,408 Cost per Mile$2.90$3.38$3.32$3.55$4.06 Total Veh. Hours 36,91034,60077,18074,86568,875 Cost per Hour $47.44$52.48$52.30$55.90$63.99 Total Pass. Trips 88,18191,500162,150154,043138,638 Cost per Trip$19.86$19.84$24.89$27.17$31.79 Rev. per Trip$13.72$14.38$25.00$27.45$31.57 Trips per Hour

40 Capital Needs Plan