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Jule Transit Division Fiscal Year 2018 Budget Presentation Copyright 2014 City of Dubuque Public Hearings # 3. ITEM TITLE: Jule Transit Division Fiscal Year 2018 Budget Presentation SUMMARY: SUGGESTED DISPOSITION: ATTACHMENTS: Description Type Recommended FY18 Transit CIP Supporting Documentation Recommended FY18 Transit OP Supporting Documentation Masterpiece on the Mississippi Dubuque NI-Amerlca City 2007 • 2012 • 2013 DATE: February 16, 2017 FROM: Maurice Jones, Economic Development Director TO: Jule Transit Division Employees Parking Division Employees CC: Candace Eudaley-Loebach, Transit Manager Economic Development 50 West 13th Street Dubuque, IA 52001-4805 Office (563) 589-4393 Fax (563) 589-1733 TTY (563) 690-6678 www.econdev@cityofdubuque.org www.cityofdubuque.org RE: Parking and Transit Co -Location at Intermodal Center With the recent retirement of the Parking Division Supervisor, we are exploring opportunities for collaboration, efficiency, and effectiveness between Transit and Parking. Initially, this will include co -location and administrative cross -training. Effective 2/27/2017, Parking administrative staff and Parking Enforcement Officers (PEOs) will be based out of the Intermodal Center. The Parking Division will be managed by the Economic Development Director, but will share space and administrative resources with The Jule. Transit and Parking are both part of the Economic Development Department and as such, Candace will be working closely with me to evaluate the needs of both Parking and Transit and assist with the transition. Both Transit and Parking have vacant Account Clerk positions. There is an active civil service test for these positions, however, hiring is on hold while we explore the opportunities for cross -training and shared duties. There are still many items and possible changes that we'll be working on over the next few months and we appreciate your patience and cooperation along the way. If you have any questions about the co -location, please feel free to talk with Candace or me. Service People Integrity Responsibility Innovation Teamwork Coaches' Network Transportation Survey Project HOPE started the Coaches' Peer Learning Network in November 2015 to provide space for coaches to learn about community resources and network with their peers. "Coaches" are professionals working with individuals to meet their self- sufficiency goals and span organizations such as NICC, Dubuque Community Schools, the VNA, City Housing, homeless shelters and Express Employment. 25 coaches took an informal survey, reflecting their experiences over the last year. Their responses are averaged here: 54% of clients estimated to have not taken or lost a job due to a lack of transportation 33% of clients estimated to have not taken a class or dropped out of their education 1,022 ti m es organizations paid for critical/necessary transportation 91 tI m es coaches used their own personal funds to secure transportation for a client Clients lack reliable access to destinations other than school b- work • 80% healthcare centers • 76% childcare • 60%grocery stores • 48% to shopping/clothing-provider centers • 40% to social/recreational activities and functions • 13% other includes: • Religious functions • Life -coach appointrnents • Obtaining IDs or SS cards 64©/© say the frequency/times of buses services do not meet client needs 16% say the frequency/times of buses services have met client needs 64% say there are areas of the city where additional transit services are necessary 80% say that evening service needs to be expanded every night of the week for one or more routes 32% fervently indicated that transportation to Peosta is necessary "Transportation past 6:50 is greatly needed because many people in the lower income population are working second shift or floating shift jobs that require them to work until 10pm or later. They are able to get to work but never have stable rides home." See reverse for route specific responses. 0.7 r i Q7 On Weekdays ( Monday -Thursday), what times of the day would your clients be most likely to use the Jule services? Anewer ed: 26 sawed; 6:00am- 9:00050 9:1100m - 12:00pm 12:991-3100950 3:00pm-6:00950 6:00pm- 9:O0pm 9:00pne Midnight Midnight 6:06ane 0% 10% 2055 30% 40% 50% 60% 70% 80% 904. 100% Q9 On Saturdays, what times of the day would your clients be most likely to use the Jule services? 06r50e6 095 25 5,014.9101d d 6:00am - 9:00091 9:000n0 - 12:00pm 12:06pm-3:00pm 3:00pm - C:OOpm 6:0Opm - 9:00pm 9:00pm- Midnight Midnight 6:00am 0% 10% 20% 3095 40% 50% 60% 70% 60% 90% 100% 4110 On Sundays, what times of the day would your clients be most likely to use the Jule services? An2w0r40. 2O ppe d:1 6:00am - 9:00am 9:00am - 12:O0pm 12:00pin- 3100950 3:OOpm - 6:OOpm 6:00pm- 9:00pm 9:00pm - MidnigM Midnight 6:00am 0% 10% 20% 30% 40% 50% 60% T0% 60% 90% 100% 09 On Fridays, what times of the day would your clients be most likely to use the Jule services? Answared: 23 090796010 6:09am-9:00am 9:002m- 02:00pm 12:00900- 3:00pm 3:00950- 0100prrl 6A0pm - 9100pm 9:OOpm- Midnigld Midnight 6:OOam 1111111111111111111111111111111 0% 10% 20% 30% 40% 50% 6D% 70% 60% 90% 100% 013 For WEEKEND service after 6:40pm, which routes, or areas of the city would you like to see bus service? Ilona, I dont think we nee_. nightrider Routes.. Green 32nd Plok Terrace... Red & Green Mercy/South.,. Orange Clarke (Clarke... Gray Kone (Kane SI,_. 1(1'LTOcrest (Uniaernily... Yellow MA West (Medkal... Bmwn shopper (Ashuryllyye... Purple Shopper iwalmart,_. An:meted: 20 Shipped:5 0% 10% 20% 30% 40% 50% 60% 70% 80% 60% 100% 012 For WEEKDAY service after 6:50pm, which routes, or areas of the city would you like to see bus service? 4&,oasoroOl a1 5Ccl004:0 4 llone,1 don' think we nee... nightrider Routes... Green 32nd & Pink Terrace... Red & Green Mercy/South... Yellow MA West (Medical... Brown Shopper (Asbury HyVe... Purple Shopper (Waimea,... 0% 10% 20% 30% 40% 50% 60% 70% 80% 80% 100% 014 For SUNDAY service, which routes, or areas of the city would you like to see bus service? Aim/ rerettr 04 Skipped: 0 0hink we nee... Ilona, I d90Y nightrider Routes... Green 32nd & Pink Terrace_. Red & Green MersylSouth... Orange Clarke !Clarke... Yellow MAwest (Medical... Brown Shopper (Asbury HyVe... Purple Shopper (Waimert,... 111111111111111111111111111111111111 0% 10% 20% 30% 40% 5030 60% 70% 60% 90% 100% DEPARTMENT: STATE PROGRAM: PROJECT TITLE: PROGRAM: 8C Economic Development Business Type Bus Stop Improvements DEPARTMENT: 53 P Transit Division PRROJOD ECT FD/CIP NO: 600-2235 COST $ 94,999 2016 2017 ACTUAL AMENDED BEYOND EXP BUDGET PROJECT BUDGET 2017-18 2018-19 2019-20 2020-21 2021-22 2022 A. EXPENDITURE ITEMS $ 4,336 $ 30,663 Construction $ 3,000 $ 3,000 $ 3,000 $ 3,000 $ 3,000 $ 10,000 Equipment $ 7,000 $ 7,000 $ 7,000 $ 7,000 $ 7,000 $ 4,336 $ 40,663 TOTAL $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ B. PROJECT FINANCING $ 4,336 $ 40,663 Sales Tax Fund (20%) $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 4,336 $ 40,663 TOTAL $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ PROJECT DESCRIPTION This CIP requests funds for bus stop improvements, including ensuring that all bus stops are fully accessible, ADA compliant, and feature amenities including bus shelters, trash receptacles, lighting, seating, and other safety amenities. The Jule is in the process of evaluating all bus stops for ADA compliance and developing a plan for all stops, by route with the goal of updating 8-10 bus stops per year based on existing bus stops that have a high number of riders. Data from the ADA study being completed through Building Services Dept will also be used in determining compliance and best practices for bus stops. Costs include paving the area between the sidewalk and curb, on-pole seating and solar powered, push button lighting. The proposed options are not standalone, but are all contained on the bus stop pole. Bench seating is attached to the base of the pole and the lighting is attached to the top, with a push button to activate the lighting midway up the pole. This is a low cost method of providing seating and lighting at bus stops at the same time that we install the ADA features. Elderly residents have often requested seating at the bus stops. Images of the proposed concepts are attached. Approximately 30% of the requested funds would be to install the pavement and 70%would be to install either seating, lighting or both at high demand stops. The proportion of the cost of pavement vs. equipment varies by geographic area of the city and depends on the type and presence of sidewalk/trail access. JUSTIFICATION Key elements in improving the perception of public transit and ensuring safety of passengers at bus stops and transfers include benches, adequate lighting, bus shelters, visible signage that indicates the locations of bus stops, increased accessibility for disabled persons and the general public through the installation of concrete pads and/or pathways at bus stops, and the placement of bicycle racks and trash receptacles at major transfer locations. ADA compliance at all bus stops and facilities is necessary and currently lacking in some areas of the community. This CIP addresses the expected costs for compliance and much needed general improvements and updates to transit facilities. RELATIONSHIP TO OTHER PROJECTS This project implements the Comprehensive Plan's Transportation Goal summary- "The location and quality of public transit infrastructure, in addition to providing accessibility to all areas of the community are important factors for new and expanding business, industry and residential development. In addition, this project 349 implements the Comprehensive Plan's Transportation Goal Four: To encourage an efficient, affordable and accessible transit system in the city for the transit-dependent population and as an alternative means of transportation, objective 4.4) Promote a safe, clean, timely, affordable, and comfortable mode of public transportation; Environmental Goal One: To encourage the creation of a sustainable environment that successfully balances urban growth and development with ecological constraints, objective 1.7) Promote appropriate lifestyles and infrastructure changes to reduce causes and impacts of global climate change; Goal Two: To promote conservation practices that result in responsible use of non-renewable natural resources, objective 2.6) Promote walking, mass transit use, and cycling through infrastructure development to reduce energy consumption; Land Use and Urban Design Goal Eight: To provide physical accessibility throughout the city, objectives 8.1) Encourage and facilitate urban accessibility by walking, cycling and/or public transit as well as by auto, 8.3) Facilitate, where possible, enhanced accessibility within existing development, 8.5) Promote assurance with the provision of access to persons with disabilities. Infrastructure Goal Ten: To provide, maintain, and improve City-owned buildings, structures, facilities, and properties, objective 10.2) Support accessibility to City-owned buildings, structures, facilities and properties. RELATIONSHIP TO SUSTAINABILITY PRINCIPLES This project implements the Sustainable Principle of Reasonable Mobility. As The Jule continues to focus on providing safe, reasonable and equitable transportation choices for all citizens, the security, accessibility, and quality of its bus stops and facilities will continue to be a priority. ADA compliance and maintenance of existing transit shelters and facilities is essential. 350 DEPARTMENT: STATE PROGRAM: PROJECT TITLE: PROGRAM: 8C Economic Development Business Type Bus Storage and Maintenance Facility DEPARTMENT: 53 TOTAL Transit Division (BSMF) PROJECT FD/CIP NO: 360-2446 COST 600-2446 $ 6,817,174 2016 2017 ACTUAL AMENDED BEYOND EXP BUDGET PROJECT BUDGET 2017-18 2018-19 2019-20 2020-21 2021-22 2022 A. EXPENDITURE ITEMS $ 83,233 $ 692,067 Design& Engineering $ 5,211,760 Construction $ 481,240 $ 313,874 Equipment $ 35,000 $ 83,233 $ 6,217,701 TOTAL $ 516,240 $ — $ — $ — $ — $ B. PROJECT FINANCING $ 1,295,094 State of Good Repair Grant $ 1,169,823 Public Transit Grant $ 83,233 $ 2,502,294 DMATS STP Funds $ 220,000 $ 887,218 GO Borrowing $ — $ 363,272 Greater Downtown TIF $ 261,240 Private Participant $ 35,000 $ 83,233 $ 6,217,701 TOTAL $ 516,240 $ — $ — $ — $ — $ — PROJECT DESCRIPTION The Jule Operations and Training Center is under construction at the former public works maintenance facility, superfund site on Kerper Blvd. This CIP requested matching funds (20%) for State and Federal Grants for the replacement of The Jule's current Bus Storage and Maintenance Facility (BSMF). The total project cost, including construction but not Site Selection/Environmental Analysis, is estimated at$6.4 million. State and Federal funds have been received for 80%of the total cost. 20% local match is/was required for each of these funding sources and was reflected in previous year CIPs. In FY18, this CIP reflects the roof repayment owed to Iowa DOT for its previous funding of roof and fire sprinkler replacement at the 2401 Central Location. JUSTIFICATION The 2401 Central location was in need of structural and ventilation repairs and the high traffic volumes and truck traffic on central Ave/HVVY52 make it difficult and unsafe for buses pulling out of and returning to the garage. There is also not adequate space in the garage for any future fleet expansion. The Jule Operations and Training center will be located at a city-owned superfund site allowing for the improvement and reuse of an existing site near the entry to the city. 351 RELATIONSHIP TO OTHER PROJECTS The Transportation Element of the Downtown Dubuque Master Plan includes as a priority action: to access potential funds for transit improvements. Implementation tasks for this priority action include: Monitoring of state and federal funding programs and appropriations for the design and implementation of transit and transit system related enhancement projects; advocate for federal funds to build a multi-modal facility in the Port of Dubuque including a transit hub. This project supports the Port of Dubuque Master Plan's objective to create a pedestrian and transit-oriented environment. This project implements the Comprehensive Plan's Transportation Goal summary - "The location and quality of public transit infrastructure, in addition to providing accessibility to all areas of the community are important factors for new and expanding business, industry and residential development. In addition, this project implements the Comprehensive Plan's Transportation Goal Four: To encourage an efficient, affordable and accessible transit system in the city for the transit-dependent population and as an alternative means of transportation 4.4) Promote a safe, clean, timely, affordable, and comfortable mode of public transportation 4.5) Promote the best possible transit system in the most cost-efficient manner Environmental Quality Goal One: To encourage the creation of a sustainable environment that successfully balances urban growth and development with ecological constraints 1.7) Promote appropriate lifestyles and infrastructure changes to reduce causes and impacts of global climate change Environmental Quality Goal Two: To promote conservation practices that result in responsible use of non-renewable natural resources 2.6) Promote walking, mass transit use, and cycling through infrastructure development to reduce energy consumption; Land Use and Urban Design Goal Six: Encourage the concept of mixed-use development to create diverse and self-sufficient neighborhoods 6.3) Consider limiting sprawl and aggregate travel time through use of mixed-use developments Infrastructure Goal Ten: buildings, structures, facilities, and properties, objective 10.1) Support maintaining and improving the energy efficiency and aesthetic qualities of City-owned buildings, structures, facilities, and properties Infrastructure Goal Eleven: To plan for, build, or improve infrastructure systems to meet anticipated growth and development needs 11.1) Encourage development and redevelopment in areas where existing infrastructure is underutilized City Fiscal Goal Six: To improve City government productivity and service delivery and identify alternative means of service delivery 6.1) Review all City services and programs for operational efficiencies to improve service levels and delivery, and/or to implement cost containment measures. RELATIONSHIP TO SUSTAINABILITY PRINCIPLES This project implements the Sustainable Principle of Reasonable Mobility. As The Jule continues to focus on providing safe, reasonable and equitable transportation choices for all citizens, the security, accessibility, and quality of its operations facility will continue to be a priority. A facility that provides safe vehicle access and is compliant with building and fire codes is essential. 352 DEPARTMENT: STATE PROGRAM: PROJECT TITLE: PROGRAM: 8C Economic Development Business Type Radio Replacements DEPARTMENT: 53 TOTAL Transit Division PROJECT FD/CIP NO: 600-2604 COST $ 95,000 2016 2017 ACTUAL AMENDED BEYOND EXP BUDGET PROJECT BUDGET 2017-18 2018-19 2019-20 2020-21 2021-22 2022 A. EXPENDITURE ITEMS Equipment $ 95,000 $ — $ — TOTAL $ 95,000 $ — $ — $ — $ — $ B. PROJECT FINANCING $ — Sales Tax Fund (20%) $ 95,000 $ — $ — TOTAL $ 95,000 $ — $ — $ — $ — $ — PROJECT DESCRIPTION This project provides for the replacement of thirty-two (32)vehicle-mounted, multi-band, two-way radios, three portable radios and three base unit radios used by the Transit Division to communicate with each bus in the field and those of other departments, including the City's public safety departments. These radios are also used to communicate with other public agencies during times of emergency and/or natural disaster. Due to Federal Communications Commission (FCC) regulations, the current radios need to be upgraded or replaced by July 1, 2018. JUSTIFICATION The noted radios are used daily by the Transit Division for dispatch to vehicle communications. They are especially essential for communication with vehicles, other departments, and public safety departments/agencies during periods of severe weather and other emergencies. Past experience has shown that cellular telephone communications are unreliable and often compromised by high usage during extraordinary weather and disaster events. RELATIONSHIP TO OTHER PROJECTS This project implements the Comprehensive Plan's Public Safety Goal Two:To maintain appropriate readiness response capabilities in all areas of public safety; objective 2.3) Support communications capabilities with operational personnel and equipment. RELATIONSHIP TO SUSTAINABILITY PRINCIPLES This project implements the Sustainable Principle of Community Health and Safety. 353 DEPARTMENT: STATE PROGRAM: PROJECT TITLE: PROGRAM: 8C Economic Development Business Type JFK Circle Transfer Phase 2 DEPARTMENT: 53 TOTAL Transit Division PROJECT FD/CIP NO: 600- COST $ 401,445 2016 2017 ACTUAL AMENDED BEYOND EXP BUDGET PROJECT BUDGET 2017-18 2018-19 2019-20 2020-21 2021-22 2022 A. EXPENDITURE ITEMS Design& Engineering $ 54,710 Construction $ 323,432 Other $ 23,303 $ — $ — TOTAL $ — $ 401,445 $ — $ — $ — $ B. PROJECT FINANCING $ — Public Transit Grant $ 321,156 $ — Sales Tax Fund (20%) $ 80,289 $ — $ — TOTAL $ — $ 401,445 $ — $ — $ — $ C. IMPACT-OPERATIONS Operating Cost (Savings) $ 37,463 $ 38,586 $ 39,744 $ 41,333 Operating Revenue PROJECT DESCRIPTION This CIP requests funds for Phase 2 JFK Circle Transfer project in FY18. The new JFK Transfer (canopy) at the Area Residential Care (ARC)facility was completed in FY14. A Public Transit Infrastructure Grant(PTIG) for the Phase II portion of the ARC Transfer Center project will be pursued during FY18 for use in FY19 (2018-19) and the required local match is requested in this CIP. Phase II funding would allow for the construction of an enclosed waiting area with public amenities. Additional maintenance staff hours would be required to empty trash cans, clean bathrooms and interior waiting area and complete other light maintenance at the facility. These costs as well as costs for associated property maintenance, toilet paper, paper towels, etc are included in the operating cost line. The project was delayed from FY17 to FY19 as the City sought funding from PTIG for completion of the Bus Storage Facility. Draft renderings of Phase 2 are attached. JUSTIFICATION Key elements in improving the perception of public transit and ensuring safety of passengers at bus stops and transfers include benches, adequate lighting, bus shelters, visible signage that indicates the locations of bus stops, increased accessibility for disabled persons and the general public through the installation of concrete pads and/or pathways at bus stops, and the placement of bicycle racks and trash receptacles at major transfer locations. ADA compliance at all bus stops and facilities is necessary and currently lacking in some areas of the community. This CIP addresses the expected costs for compliance and much needed general improvements and updates to transit facilities. The Phase II portion of the ARC Transfer Center will establish a comfortable and weather-proof waiting area for passengers transferring buses on the West side of Dubuque. 354 RELATIONSHIP TO OTHER PROJECTS This project implements the Comprehensive Plan's Transportation Goal summary - "The location and quality of public transit infrastructure, in addition to providing accessibility to all areas of the community are important factors for new and expanding business, industry and residential development. In addition, this project implements the Comprehensive Plan's Transportation Goal Four: To encourage an efficient, affordable and accessible transit system in the city for the transit-dependent population and as an alternative means of transportation, objective 4.4) Promote a safe, clean, timely, affordable, and comfortable mode of public transportation; Environmental Goal One: To encourage the creation of a sustainable environment that successfully balances urban growth and development with ecological constraints, objective 1.7) Promote appropriate lifestyles and infrastructure changes to reduce causes and impacts of global climate change; Goal Two: To promote conservation practices that result in responsible use of non-renewable natural resources, objective 2.6) Promote walking, mass transit use, and cycling through infrastructure development to reduce energy consumption; Land Use and Urban Design Goal Eight: To provide physical accessibility throughout the city, objectives 8.1) Encourage and facilitate urban accessibility by walking, cycling and/or public transit as well as by auto, 8.3) Facilitate, where possible, enhanced accessibility within existing development, 8.5) Promote assurance with the provision of access to persons with disabilities. Infrastructure Goal Ten: To provide, maintain, and improve City-owned buildings, structures, facilities, and properties, objective 10.2) Support accessibility to City-owned buildings, structures, facilities and properties. RELATIONSHIP TO SUSTAINABILITY PRINCIPLES This project implements the Sustainable Principle of Reasonable Mobility. As The Jule continues to focus on providing safe, reasonable and equitable transportation choices for all citizens, the security, accessibility, and quality of its bus stops and facilities will continue to be a priority. ADA compliance and maintenance of existing transit shelters and facilities is essential. 355 Transit Division -55- This page intentionally left blank. -56- TRANSIT DIVISION FY 2016 FY 2017 FY 2018 % Change From Budget Highlights Actual Budget Requested FY 2017 Budget Expenses Employee Expense 2,418,251 2,399,231 2,563,729 6.9% Supplies and Services 1,000,301 1,044,080 1,033,271 -1.0% Machinery and Equipment 3,144 30,798 13,733 -55.4% Debt Service 3,233 3,160 3,274 3.6% Total 3,424,929 3,477,269 3,614,007 3.9% Resources FTA Operating 1,088,108 1,110,417 1,174,784 5.8% State Operating Assistance 279,126 279,748 288,522 3.1% Federal Pass-Thru Grant 198,436 284,227 58,313 -79.5% Medicaid Reimbursement - 48,000 34,823 -27.5% Advertising Fees 28,473 40,000 28,473 -28.8% Mini Bus Passenger Fares 131,671 125,569 121,141 -3.5% Fixed Route Passenger Fares 195,650 222,507 185,265 -16.7% Downtown Shuttle Service - GDTIF 134,704 134,704 134,704 0.0% Sales Tax 20% - Debt Service 3,233 3,160 3,274 3.6% Burlington Trailways Rent 5,626 - 7,500 0.0% Private Participant 35,708 75,000 84,280 12.4% Miscellaneous 10,643 - 8,216 0.0% Total Resources 2,111,378 2,323,332 2,129,295 -8.4% Transit Levy 896,852 1,172,885 1,484,712 26.6% Incr. (Decr.) in Transit Fund Bal. (416,699) 18,948 - 0.0% Property Tax Support 896,852 1,172,885 1,484,712 311,827 Percent Increase (Decrease) 26.6% Personnel -Authorized FTE 41.02 43.84 43.84 -57- INTERMODAL RAMP -33%TRANSIT FY 2016 FY 2017 FY 2018 % Change From Budget Highlights Actual Budget Requested FY 2017 Budget Expenses Employee Expense 5,576 9,126 — 0.0% Supplies and Services 8,381 23,839 17,117 -28.2% Machinery and Equipment 279 0.0% Parking Administrative Overhead 6,358 0.0% Debt Service 304,913 333,958 345,240 3.4% Total 319,149 366,923 368,715 0.5% Resources Intermodal Ramp Rental 20,491 14,017 36,941 163.5% Greater Downtown TIF- Debt Service 304,913 333,958 345,240 3.4% Total Resources 325,404 347,975 382,181 9.8% Annual Operating Surplus (Deficit) 6,255 (18,948) 13,466 32,414 Percent Increase (Decrease) 171.1% Personnel -Authorized FTE — — — Improvement Package Summary 1 of 2 This decision package would provide funding for route and schedule changes based on ridership data and information gathered at public input sessions. The base proposal requested would provide bus service every weekday from 6 a.m. through 9 p.m.; bus service Friday and Saturday until 9 p.m. in the summer and until 2:40 a.m. during the school year; and the Intermodal Center open and staffed 8 hours each day Monday through Friday and 4 hours every Saturday. Options for evening service were provided during the FY17 budget process totaling $256,896 and $411,935 for reduced fixed-route-type service and full schedule of daytime fixed-route service, respectively. Staff began reviewing ridership on all routes, times of day and days of the week for opportunities for consolidation while continuing to serve high ridership stops and areas in an attempt to reduce the overall cost of the proposed service increase based on the public preferred reduced fixed- route option. City Council has consistently asked about the expansion of bus service into weekday evening hours to allow residents to work a variety of shifts, complete shopping trips after work, and attend community events including city council meetings. During the City Council goal setting public input sessions in spring/summer 2016, the topic of evening service was the main focus of data gathering. Participants were provided a summary of The Jule's daytime and Nightrider service routes hours and maps and asked a series of questions to help them think about how and where they travel after 7pm. They were then provided with three service options and associated costs for addressing evening transportation. -58- 91% of participants were in favor of additional evening service. 70% of participants were in favor of a reduced fixed-route-type service with an estimated cost of$256,896 or$7.07 to the average homeowner. 21% were in favor of extending the full schedule of daytime fixed-route service until 9pm with an estimated cost of$411,935 or $11.34 for the average homeowner. Equipped with this information, staff began reviewing ridership on all routes, times of day and days of the week for opportunities for consolidation while continuing to serve high ridership stops and areas in an attempt to reduce the overall cost of the proposed service increase based on the public preferred reduced fixed-route option. Step #1: Review daytime routes and ridership by day of the week Daytime Rides by Day of the Week FY2016 100,000 80,133 82,858 80,000 75,525 76,141 74,822 60,000 42,055 40,000 20,000 0 Monday Tuesday Wednesday Thursday Friday Saturday Saturday, daytime ridership is the lowest when compared to other days of the week. It is common for transit systems to run a reduced schedule on Saturdays due to the reduced level of morning and afternoon commuters and school traffic. There are generally fewer car and bus trips taken on Saturdays. Currently, The Jule operates the same level of service on Saturdays as on weekdays, meaning that even though service levels are high, people are not traveling on those days. Combining routes on Saturdays to key locations is the focus of developing daytime efficiencies to reallocate those funds to provide the desired evening service. Step #2: Review Saturday ridership to ensure coverage of high demand stops and areas Only 35% of stops served more than 1 person per day of service. The top 10% most used bus stops are listed below with total rides on Saturdays for the past year. Total Saturday Total Saturday Passengers Bus Stop Location Passengers FY16 per Week of Service FY16 JFK Rd at Hoover School 2,089 40 Kennedy Mall 1,969 38 Central Ave and 24th St 892 17 Walmart 602 12 HyVee NW Arterial 573 11 Pennsylvania Ave at Penn Place Apartments 544 10 -59- Total Saturday Total Saturday Passengers Bus Stop Location Passengers FY16 per Week of Service FY16 Central Ave and 19th St 413 8 Shopko 374 7 Main St and 15th St 367 7 Main St and 12th St 355 7 Mindframe Theatre 334 6 Central Ave and Kaufmann Ave 329 6 Medical Associates Chavenelle Rd 315 6 JFK Rd at Arby's 299 6 Jackson St and 19th St 292 6 Eagles on Elm St 275 5 Target 242 5 Jackson St and 28th St 241 5 HyVee on S Locust St 231 4 Dodge St HyVee 221 4 Central Ave and 17th St 208 4 Locust St and 6th St 207 4 Locust St and Angella St 205 4 Hill St and 5th St 197 4 Jackson St and 24th St 194 4 Windsor Ave and 24th St 191 4 Jackson St and 17th St 184 4 Step#3: Draft Routes that Provide Service to High Demand Saturday/Off-Peak Stops Staff have developed a set of routes that cover high demand areas using four fixed-route vehicles for Saturday service. The proposed evening service routes will be the same as the Saturday routes, but will include the addition of ADA required MiniBus service. Saturday daytime service already includes Minibus service in its existing costs. Route service area descriptions are below: Bus 1 Intermodal Center Windsor Ave Mercy/Medical Associates East Campus Central Ave 9`" to 32nd Delhi Transfer Terrace Heights Washington Middle School Jackson St 11`" to 22nd HyVee S. Locust Bus 2 Intermodal Center West Locust St Loras College Senior High School -60- Eagle Grocery Clarke University (Locust St stop below campus) Rhomberg Ave University of Dubuque Schmitt Island Asbury Rd (East of JFK) Delhi Transfer St. Mary's Apartments Bus 3 Intermodal Center Senior High School Loras College Clarke University (Locust St stop below campus) Bluff St 1st to 14th University of Dubuque Locust St 15t to 9th Pennsylvania Ave Delhi Transfer NW Arterial HyVee West Locust St Goodwill Bus 4 Delhi Transfer Walmart University of Dubuque Highway 20/Dodge HyVee Pennsylvania Ave Target Kennedy Mall Kmart/Plaza 20 Step#4: Compare Trip Length for Old Service with Trip Length for Proposed Service With any change to service, Jule staff review trip times (1) pre-January 2014, (2) post January 2014, post Intermodal opening and compare with the proposed services. The table below provides the trip length comparison. Common Trips Proposed evening and Saturday Trip Length Depart Arrive Current schedule Schedule Change Kennedy Mall 20 21 Increase 1 Target/Dodge St. HyVee 35 36 Increase 1 Wahnart/Lowes 25 26 Increase 1 Kohl's NW Arterial Intermodal HyVee 25 42 Increase 17 Kennedy Mall 20 21 Increase 1 Target/Dodge St. HyVee 35 36 Increase 1 Delhi Transfer Walmart/Lowes 40 26 Increase 1 -61- Common Trips Proposed evening and Saturday Trip Length Depart Arrive Current schedule Schedule Change Mystique Casino &Ice Arena 40 44 Increase 4 Kennedy Mall 35 41 Increase 6 Target/Dodge St. HyVee 50 56 Increase 6 Walmart/Lowes 40 46 Increase 6 35 60 KmartlSav-a-lot (every other hour) Hourly service Increase 25 Windsor Ave. Kohl's NW Arterial &Davis St. HyVee 40 62 Increase 22 Kennedy Mall 35 41 Increase 6 Target/Dodge St. HyVee 50 56 Increase 6 Walmart/Lowes 40 46 Increase 6 35 60 KmartlSav-a-lot (every other hour) Hourly service Increase 25 Kohl's NW Arterial The Point HyVee 40 62 Increase 22 Kennedy Mall 25 12 Decrease 13 Target/Dodge St. HyVee 45 27 Decrease 18 Clarke Mercy,Ma East,Pro Arts 15 28 Increase 13 University Senior High _ Walmart1Lowes 35 17 Decrease 18 School Hy-Vee S. Locust 48 13 Decrease 35 Kennedy Mall 20 6 Decrease 14 Target/Dodge St. HyVee 35 21 Decrease 14 UD Walmart/Lowes 25 11 Decrease 14 Kennedy Mall 25 11 Decrease 14 Target/Dodge St. HyVee 40 22 Decrease 18 Walmart/Lowes 30 15 Decrease 15 Kohl's NW Arterial Loras HyVee 30 27 Decrease 3 The Point 25 25 no change Kennedy Mall 30 31 Increase 1 Target/Dodge St. HyVee 45 46 Increase 1 Walmart/Lowes 35 36 Increase 1 Hy-Vee S. Locust 30 32 Increase 2 24th& Kohl's NW Arterial Central HyVee 35 37 Increase 2 Base Proposal Board consensus was that the data provided by staff support the reduced Saturday service and offers the ability to leverage those savings to achieve a long-term goal of the Board, evening weekday service. The Board also noted the importance of consistency across each evening (Monday-Saturday) to make the routes easier to understand while knowing that that would change the Nightrider routes by -62- providing additional service until 9pm and returning to the late evening schedule from 9pm-2:40am in the school year and stopping service at 9pm in the summer. Alternate #1 Based on ridership levels to the Key West and Fremont areas, board consensus was that fixed-route service should be eliminated and an appointment based service offered at the MiniBus rate of$3/ride could be offered as a pilot to gauge demand. Alternate #2 Based on requests from staffing agencies and conversations with Iowa Workforce Development staff, the board discussed a pilot appointment-based service for second shift workers that would operate after the proposed fixed-route service ended at 9pm and run until midnight at the minibus rate of$3/ride. Transit board members will continue to review any changes to the proposal and provide input during the planning process. Step#6 Summarize Staffing Coverage Needs If approved, Jule vehicles will be in active operation from 5:30am to 9pm, or 16 hours per day on weekdays and weekends during the summer and 21 hours per day on weekends during the school year. This level of service would require "second shift" lead-type positions to cover the extended evening hours. Proposed costs include expenses for a full-time dispatcher, full time service worker and full-time operations assistant to serve as lead points of contact during the "second shift" of service. These positions exist currently, however all are approximately 20-30 hours/week. An additional change to staffing levels is proposed at the Intermodal Center. It is currently staffed by a dispatcher 4 hours/day Monday-Friday 10am-2pm and the Confidential Account Clerk attempts to cover the reception window the other hours of the day. This dispatcher does not perform the full dispatch duties, providing a receptionist/customer service function, selling passes, answering questions about fixed-route service, and taking calls for route and stop questions. By replacing this "dispatch" position with a receptionist level position, 8 hours can be covered at the Intermodal on weekdays as well as half-day coverage on Saturdays. Step#7: Provide Cost for Proposed Base Service and Pilot Alternates The base proposal is to offer evening service 6pm-9pm Monday-Saturday; and Saturday daytime service reduction. Saturday service is reduced based on historical demand.Areas with high ridership continue to receive service. No Saturday service to Medical Associates West, Dubuque Industrial Center West. Weekday and Saturday service to Fremont and Key West is removed. These routes continue to experience low ridership and service proposed by the Smarter Travel Study can be implemented in its place. The proposed Smarter Travel route covers University from Pennsylvania to Highway 20,Access Rd to Brunskill Rd, Kmart and Shopko. Evening fixed-route and minibus service are available until 9pm on weekdays. Increased Intermodal Center ticket window hours to include Saturdays. This base proposal increases part-time Fixed Route driver hours by 666 hours annually (+0.32 FTE); increase part-time MiniBus driver hours by 749 hours annually (+0.36 FTE); decrease part-time Dispatch hours by 3,524 hours annually (-1.69 FTE); increase full-time Dispatch hours by 2,080 -63- annually (+1.0 FTE); increase part-time Intermodal Customer Service/Receptionist hours by 2,288 hours annually (+1.1 FTE); decrease part-time Service Worker hours by 1,456 hours annually (-0.70 FTE); increase full-time Service Worker hours by 2,080 hours annually (+1.0 FTE); decrease part-time Operations Assistant hours by 1,144 hours annually (-0.55 FTE); and increase full-time Operations Assistant hours by 2,080 hours annually (+1.0 FTE). Net increase in FTEs is 1.84 (3,819 hours annually). There would also be increase revenue realized of$23,158 in Fixed Route Passenger Fares and $12,835 in MiniBus Passenger Fares to offset the additional cost. The following chart summarizes the cost of the base proposal and FTE impact of the base proposal: FTE Hours Expense Cost Change Change Change Part-time Fixed Route Drivers $ 14,103 0.32 666 Fixed Route Diesel Fuel $ 777 Fixed Route Maintenance $ 1,680 Part-time MiniBus Drivers $ 16,241 0.36 749 MiniBus Diesel Fuel $ 739 MiniBus Maintenance $ 1,739 Part-Time Dispatchers $ (88,723) -1.69 (3,524) Full-Time Dispatcher $ 69,961 1.00 2,080 Part-Time Intermodal Customer Service/Receptionist $ 47,231 1.10 2,288 Part-Time Service Worker $ (41,310) -0.70 (1,456) Full-Time Service Worker $ 75,007 1.00 2,080 Part-Time Operations Assistant $ (26,445) -0.55 (1,144) Full-Time Operations Assistant $ 64,075 1.00 2,080 Total Base Proposal $ 135,075 1.84 3,819 The $135,075 of additional cost would be offset by $35,993 in additional fare revenue which results in net cost of$99,082 for the base proposal. With new service and expected additional ridership, the state allocation would likely increase after two years of the new service, however this amount is based on a variety of factors that change from year to year and are dependent on how other systems in Iowa perform, making it difficult to provide an estimate. The Alternate #1 proposal is to offer Key West and Fremont appointment based service during all operating hours. Alternate #1 increases part-time MiniBus Driver hours by 624 hours annually (0.30 FTE). This alternate provides appointment-based service to Fremont and Key West. Passengers must make appointments one day in advance and trips will be grouped with other passengers. Each one-way trip costs $3. -64- The following chart summarizes the cost of alternate #1 and FTE impact: FTE Hours Expense Cost Change Change Change Part-time MiniBus Drivers $ 13,534 0.30 624 MiniBus Diesel Fuel $ 739 MiniBus Maintenance $ 1,739 Total Alternate #1 $ 16,012 0.30 624 Costs are based on daily usage of the appointment-based service mirroring the ridership levels on the fixed-route system. If demand for the service is lower, costs would be lower. The Alternate #2 is to offer second shift (9 p.m. - 11:30 p.m.) appointment-based service Monday through Saturday.Alternate #2 increases part-time MiniBus Driver hours by 1,747 hours annually (0.84 FTE). Alternate #2 offers appointment-based service from 9pm-11:30pm. Passengers must make appointments one day in advance and trips will be grouped with other passengers. Each one-way trip costs $3. The following chart summarizes the cost of alternate #2 and FTE impact: FTE Hours Expense Cost Change Change Change Part-time MiniBus Drivers $ 37,896 0.84 1,747 MiniBus Diesel Fuel $ 1,848 MiniBus Maintenance $ 4,347 Total Alternate #2 $ 44,091 0.84 1,747 This improvement level request is for the base proposal. Related Cost: $ 135,075 Tax Funds Recurring Recommend - No Related Revenue: $ (35,993) Passenger Fares Recurring Net Cost: $ 99,082 Property Tax Impact: $ 0.0418 0.38% Activity: Transit Administration/Fixed Route/MiniBus/Service/Intermodal 2 of 2 This decision package would provide funding for armored courier service for its fixed route fareboxes for improved security. The Finance Director recommended that The Jule move to an armored courier service for its fixed route fareboxes for improved security in FY17. The improvement package was submitted based on pricing provided by the courier company. The improvement package request was approved for FY17, however, in contacting the courier company to begin service they stated that due to the number of fare canisters being transported, the fee would be higher. This request includes funds to begin courier service in FY18 based on the updated pricing provided by the courier company. -65- Locked canisters are currently transported to the bank by Public Works staff (service worker), once per week. The canisters are unlocked by bank staff and deposited into the correct account. The empty canisters are picked up and returned to the garage by the same staff member. The armored courier would complete the transport of the canisters to and from the bank. Related Cost: $ 4,156 Tax Funds Recurring Recommend -Yes Property Tax Impact: $ 0.0018 0.02% Activity: Transit Administration Significant Line Items Employee Expense 1. FY 2018 employee expense reflects a 2.0% wage package increase. 2. The Iowa Public Employee Retirement System (IPERS) City contribution is unchanged at 8.93% and the employee contribution is unchanged at 6.18% in FY 2018. 3. The City portion of health insurance expense is unchanged from $1,325 in FY 2017 to $1,325 in FY 2018 per month per contract. 4. Overtime is unchanged from $17,973 in FY 2017 to $17,973 in FY 2018. FY 2016 Actual was $14,294. 5. Holiday Overtime is unchanged from $10,722 in FY 2017 to $10,722 in FY 2018. FY 2016 Actual was $8,930. 6. Unemployment Insurance increased from $16,451 in FY 2017 to $26,666 in FY 2018 based on FY 2016 Actual of$26,875. 7. During FY 2017 it was discovered that Transit full-time equivalents were understated by 2.82 FTE (5,866 hours annually) related to improvement packages approved in FY 2015 and FY 2016 (Shopping Circulator, Nightrider, Saturday Paratransit Service). FY 2018 reflects the correct number of approved full-time equivalents and associated cost. The following chart shows the discrepancies and the associated cost. Position FTE Change Hour Change Cost Part-Time Bus Operator 1.46 3,037 $ 58,698 Part-Time MiniBus Operator 1.43 2,974 $ 63,082 Part-Time Trolley Operator -0.60 -1,248 $ (27,173) Part-Time Dispatcher 0.50 1,040 $ 25,536 Part-Time Operations Assistant 0.03 63 $ 1,383 Total Change 2.82 5,866 $ 121,526 -66- Supplies & Services 8. General Liability Insurance Expense decreased from$41,576 in FY 2017 to $40,409 in FY 2018 based on FY 2017 less -3%. 9. Electricity Utility Expense increased from $38,075 in FY 2017 to $50,553 in FY 2018 based on FY 2016 Actual of$47,652 plus 6%. 10. Diesel Fuel decreased from $318,154 in FY 2017 to $204,665 in FY 2018 based on FY 2016 Actual of$205,405. 11. Tire Expense increased from $62,560 in FY 2017 to $64,769 in FY 2018 based on FY 2017 plus 4%. MiniBus tires are budgeted to be replaced every year; however these tires were not purchased in FY 2016. FY 2016 Actual was $42,011, which did not reflect a purchase of MiniBus tires of$19,330. 12. Motor Vehicle Maintenance increased from $242,575 in FY 2017 to $317,295 in FY 2018 based on FY 2016 Actual of$310,614 plus 2% and review with the Vehicle Maintenance Supervisor of upcoming repairs based on vehicle mileage and age as well as what work can be done in house and what has to be outsourced. 13. Motor Vehicle Maintenance Outsourced increased from $39,468 in FY 2017 to $109,851 in FY 2018 based on FY 2016 Actual of$104,511 plus 5% and review with the Vehicle Maintenance Supervisor of upcoming repairs based on vehicle mileage and age as well as what work can be done in house and what has to be outsourced. 14. Software License decreased from $71,333 in FY 2017 to $58,589 in FY 2018 due to one-time programming expenses in FY 2017. Machinery & Equipment 15. Equipment replacement items include ($13,733): Garage Floor Sweeper $ 13,733 Total Equipment $ 13,733 Debt Service 16. FY 2018 debt service includes the following ($345,395): Final Call Amount Debt Series Source Purpose Payment Date $ 301,512 2012A G.O. GDTIF Intermodal Facility 2031 2021 $ 3,274 2014B G.O. Sales Tax 20% Roof Improvements 2034 2021 $ 40,609 Planned GDTIF Jule Operations & Training Facility 2037 $ 345,395 Total Transit Debt Service -67- Revenue 17. Federal operating assistance increased from $1,110,417 in FY 2017 to $1,174,784 in FY 2018 and is based off the FTA assistance projected to be received in FY 2017. The funding allocations are expected to increase just under 2% annually. The Federal operating assistance apportionment has changed to total population and population density only. Previously this calculation also included the number of residents in poverty. FY 2016 Actual was $1,088,108. Final FTA allocations for FY 2018 should be received by March 2017. 18. State operating assistance increased from $279,748 in FY 2017 to $288,522 in FY 2018 based on FY 2017 revised. 19. Federal pass-thru grant decreased from $284,227 in FY 2017 to $58,313 in FY 2018 due to the Midtown Loop and Feeder route grant ending January 2017. The reduction in grant revenue was anticipated and part of an approved recurring improvement package in FY 2017 to continue the Midtown Loop and Feeder route with property tax funds. 20. Mini bus passenger fares including East Dubuque Passenger Fares and Mini Bus Contract Revenue, decreased from $125,569 in FY 2017 to $121,141 in FY 2018. The decrease is based on losing trips effective December 1, 2016 because of changes to sheltered workshops hours and funding. The rules have changed which have extended the workday for disabled individuals in those programs past the service hours offered by the Mini bus. 21. Bus passenger fares decreased from $222,507 in FY 2017 to $185,265 in FY 2018 due to breaking out Medicaid fares for fixed route. FY 2016 Actual passenger fare revenue was $195,650 which included Medicaid fares. 22. Medicaid Fares decreased from $48,000 in FY 2017 to $34,823 in FY 2018. The FY 2017 Budget was an estimate based on projections of the new Medicaid program that started in FY 2016. FY 2018 budget is including both fixed-route and mini bus Medicaid fares. Fixed route has been steady ridership; however mini bus has been much less than anticipated due to rides provided by other local providers. 23. Reimbursements from the Greater Downtown TIF for the downtown parking shuttle is unchanged from $134,704 in FY 2017 to ($134,704) in FY 2018. -68- Intermodal Ramp 24. The total budget for the Intermodal Ramp prior to being split between Parking (67%) and Transit (33%) is as follows: FY 2016 FY 2017 FY 2018 % CFange From FY 2017 Budget Highlights Actual Budget Requested Budget Expenses Employee Expense 16,744 28,971 19,267 -33.5% Supplies and Services 25,796 75,685 51,716 -31.7% Machinery and Equipment 837 0.0% Debt Service 304,913 333,958 345,240 3.4% Total Expenses 348,290 438,614 416,223 -5.1% Resources Operating Revenue-Parking System 68,792 44,500 111,941 151.6% Greater Downtown TIF - Debt Service 304,913 333,958 345,240 3.4% Total Resources 373,705 378,458 457,181 20.8% Net Operating Surplus(Deficit) 25,415 (60,156) 40,958 101,114 Personnel -Authorized FTE 0.50 — 0.25 FY 2017 revenue to date (five months) from the Intermodal Ramp is $35,791. -69- This page intentionally left blank. -70- ECONOMIC DEVELOPMENT TRANSIT DIVISION Build and operate a sustainable public transit system that provides safe reliable and efficient transportation options for all persons while supporting the economic growth and environmental goals of the community. Economic Development Transit Advisory Board TransitDivision I I Administration Bus Bus Operations and Operations Maintenance SUCCESS IS ABOUT PLANNING, PARTNERSHIPS AND PEOPLE LEADING TO OUTCOMES PEOPLE PLANNING Jule staff reach out to a diverse set of The Jule plans for the future through community members and organizations community surveys, focus groups, to provide information and help plan contacts with social service agencies, future services. We invest in our staff the Transit Advisory Board, and the and our quality of service through Metropolitan Planning Organization. ongoing safety and driver training. rr n.._ . • _ l/ lid_ P. VI , : 1 , -it. .qty -r r ` --"!✓I/- � -. _� t 11 / SIE • lily I( r f� • Oir • ,„ ; 110 • V, PARTNERSHIPS Jule staff work with community organizations and non-profits to help increase access to and awareness of transit services. We do this by developing partnerships to keep information flowing between employers, service providers, program offerings, local college students, and K-12 students, staff and administrators and city staff. -71- ECONOMIC DEVELOPMENT TRANSIT DIVISION Resources $400,000 $350,000 $300,000 $250,000 — $200,000 $150,000 $100,000 1111— $50,000 $0 - Mini Bus Passenger Fees Fixed Route Fares GDTIF Private Participant Medicaid FY 2016 FY 2017 FY 2018 Resources and Property Tax Support $1,600,000 $1,400,000 $1,200,000 $1,000,000 $800,000 I I $600,000 I I $400,000 � I I $200,000 ■ I $0 FTA Operating State Operating Federal Grant Advertising Fees Property Tax Support FY 2016 FY 2017 FY 2018 The Transit Division is supported by 43.84 full-time equivalent employees, which accounts for 70.94% of the department expense as seen below. Overall, the departments' expenses are expected to increase by 3.93% in FY 2018 compared to FY 2017. -72- ECONOMIC DEVELOPMENT TRANSIT DIVISION Expenditures by Category by Fiscal Year i $2,418,251 Employee Expense $2,399,231 $2.56311 Supplies and Services $1,044,080 $3,144 Machinery and Equipment I $30,798 I $13,733 $3,233 Debt Service $3,160 $3,274 i $0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 FY 2016 U FY 2017 FY 2018 Administration and Operations Overview Public transportation in the City of Dubuque is delivered through the transit division, The Jule. The Jule manages fixed-route, paratransit and contract services (DuRide and Burlington Trailways) and maintains transit vehicles, bus stops and other capital infrastructure. Management functions include property, vehicle, and equipment management, maintenance and selection, evaluation or routes, safety, security, and funding sources, employee hiring, training, payroll and discipline, public relations, marketing, accounting, and submission of grant applications for continued funding as well as compliance with state and federal transportation rules and regulations. The Transit Advisory Board is a 5 member board that advises the city council on executing agreements and grants relating to the transit system operation, the purchase of new equipment and establishing rates and fares. The Administration Activity provides management and maintenance of the accounting and statistical records for the benefit of the Transit Board, City Manager, City Council and State and Federal Departments of Transportation (DOT) and Federal Transit Administration (FTA). Reporting statistical information and maintaining compliance with state and federal guidelines including the American's with Disabilities Act (ADA) is essential in addition to collaboration with -73- ECONOMIC DEVELOPMENT TRANSIT DIVISION the Iowa Department of Transportation, Office of Public Transit and Federal Transit Administration for planning, funding and operating and capital assistance. Administration and Operations Funding Summary FY 2017 FY 2016 Actual Budget FY 2018 Requested Expenditures $786,436 $798,587 $835,666 Resources $574,477 $463,338 $86,992 Administration and Operations Position Summary FY 2018 Transit Manager 1.00 Transit Operations Supervisor 1.00 Confidential Account Clerk 1.00 Operations Assistant 0.55 Marketing Intern 0.50 Transit Dispatch Schedule 1.00 Transit Dispatch Schedule PT 2.30 Laborer PT 0.55 Service Worker PT 0.70 Total FT Equivalent Employees 8.60 -74- ECONOMIC DEVELOPMENT TRANSIT DIVISION Performance Measures Administration and Operations -Activity Statement Be Responsive: Provide safe, accessible/convenient, professional transit service in the City of Dubuque Goal: Financially Responsible & High Performance Organization Outcome #1: Communicate Clearly. Provide consistent communication of passenger expectations. Post policies in a consistent format, online, on buses, and in print materials. Each bus is outfitted with one large (11"x17") sign containing all policies for driver and passenger reference. All service changes, weather alerts or policy changes are posted in buses, shelters and at impacted bus stops as well as through social media (twitter and facebook) and disseminated through the City's Notify-Me system. in The Jule Public Transportation m %1 Oink 211=MIONIE Page Messages Notifications 0 Insights Publishing Tools Settings Help• ■* _ ■u■ .um • !Tr 1 ® I The Jule . ,7/�Z`. -.rI pg,T4.0011, ., The Jule 1111 www.JuleTransit.org k. The Jule Public I `563-5e9-4196 Transportation . f• / \ - - d J @JuleTrensit / ' ' I — t Home - •— .e..- _...� t� About a Liked O e --More +Add a Button Photos Reviews I Status■Photo/Video®offer,Event+ se,- Government Organization Bus Line Likes gmWrite Dubuque,Iowa Write something... 3.7***** open Now Videos Events 4 Search for posts on this Page c;) BUS STOP CHANGES EFFECTIVE NOVEMBER 7, 2016 The Red 2 Mercy/Ceras will now serve the Locust Street and Main Street stops previowly served by the Green 2 Mercy/S locust. OGIST ST MAIN ST PICKUP TIME CHANGES Stop Location Routs Pickup Time Locust St&1st St Red 2 Mercy/Loral :36 Locust St&6th St Red 2 Mercy/Lords :38 9th&Mein St Red 2 Merry/Loral :40 Main St&14th St Orange 1 Clarke :07 Main St&12th St Orange 1 Clarke :08 6th St&Iowa St Orange 1 Clarke :12 -75- ECONOMIC DEVELOPMENT TRANSIT DIVISION Bus Operations Overview The city of Dubuque has grown geographically and the city's fixed-route transit system needed to catch up. The award of grant funds to the city for this expansion has provided the opportunity for the transit system to serve more residents and businesses. New routes were developed in 2014 and tweaked in 2015 to serve new areas of the community more efficiently and effectively. A system overhaul offering new service areas, more frequent service and quicker connections between downtown and the west end destinations was rolled out in January 2014. Bus operations encompasses seasonal or special services including: • Summer Trolley service is provided from Labor Day through October on Saturdays from 10am-bpm. • Weekday Business Shuttle service connects downtown parking ramps and employer locations during morning and afternoon commute times Nightrider weekend evening service, including MiniBus, operates Friday and Saturday nights from 6pm-2:40am during the school year and 11 pm during the summer. Bus Operations includes the following daytime fixed-route services as well as the door-to-door MiniBus services that operate from 6:05am-6:50pm on weekdays and 8:05am-6:25pm on Saturdays: The Jule City of Dubuque Transit Division z Route Map Clarke s JFK CIRCIna DELHI INTERMODAL TRANSFTRANSFER TRANSFER Bases leave at I � vee Buses lem Buses leave at 6 :00&:30 :00&:30 :15& 45 D X1 EXPRESS B S Fremont ._ Key Wast 111 PPer -76- ECONOMIC DEVELOPMENT TRANSIT DIVISION 15-minute non-stop service between the Intermodal Transfer and JFK Circle Transfer provides v EXPRES' a quick connection between downtown and west end locations. MA Wesi Service from the JFK Circle Transfer to Pennsylvania Ave, Radford Rd, Chavenelle Rd and the o YLOWI DICW NW Arterial to Hempstead High School, Ditmer Recycling, Radford Court, Innovation Dr, Nordstrom,BioLife,and Medical Associates West vp Service from the JFK Circle Transfer to Kohls,HyVee,Goodwill,Aldi,near Hoover Elementary • BRWN 1 SHoPih School, Sunset Park,Asbury Rd, Pennsylvania Ave,and Hempstead High School.This route provides afternoon service to Roosevelt Middle and Carver Elementary Schools. v Service from the JFK Circle Transfer along JFK Rd to Kennedy Mall,Mindframe Theater, to PRPL 1 SSouPn Highway 20,Walmart,Lowes,Dodge St HyVee,Target,and Shopko. Service from the Intermodal Transfer to 32nd St via Jackson St and returning to the transfer GRN1 32nd St using Saunders St to provide service to neighborhoods East of Central Ave.The bus reconnects with Central Ave near Fulton Elementary School. Merry/ Service from the Intermodal Transfer to the South Locust HyVee,Mercy Hospital and Medical GRN2S.Locust Associates East Campus. Service between the Delhi Transfer and JFK Circle Transfer while traveling along Asbury Rd, GREY] Kane Chaney Rd,Kaufmann Ave,and Kane St near Wahlert High School and Mazzuchelli Middle School. Service between the Delhi Transfer and JFK Circle Transfer while traveling to Flora Park and GREY2 Hillrres Pool, Irving Elementary School,and University of Dubuque. C f Service from the Intermodal Transfer along Windsor Ave to Linwood Cemetery,Mount St. R E D l linwoo i Francis,Audubon Elementary School,Prescott Elementary School,and near Jefferson Middle a, School. w Merryl Service between the Intermodal Transfer and the Delhi Transfer while traveling to Medical R E D2 lotus Associates East, Mercy Hospital, Loras College,and near Lincoln Elementary School. . U a Service from the Intermodal Transfer along Rhomberg Ave to the Point Neighborhood, near r;i PINK 1 Pcmt/ Sutton Pool,Audubon Elementary School, Eagle's Grocery Store as well as Kerper Blvd Mystige businesses and Schmitt Island/Mystique. ferrate Service from the Intermodal Transfer to Terrace Heights via Jackson St and Peru Rd returning PINK 2 to the transfer using Peru Rd and Central Ave providing service near Fulton Elementary Neighs School. Service between the Intermodal Transfer and Delhi Transfer while traveling to Allison ORNG 1 Clotke Henderson Park.Clarke I lniversity,Seninr High School.Our I ady of Cuadelupe Flementary School,Jackson Park and near Prescott Elementary School. 12 Service from the Delhi Transfer via Grandview Ave, Rockdale Rd and returns via Bryan St = URN G2 Key Wes providing service to Key West DMV,Rockdale Rd,South Grandview Ave, Bryant Elementary ry School and near Table Mound Elementary School. z ai w a, Service from the Delhi Transfer along North Grandview Ave past Washington Middle School to O RN G3 Fremon Highway 20,Cedar Cross Rd,and returning to the transfer on Fremont providing service to r,i Wartburg Seminary. -77- ECONOMIC DEVELOPMENT TRANSIT DIVISION Bus Operations Funding Summary FY 2016 FY 2017 FY 2018 Actual Budget Requested Expenditures $2,516,020 $2,535,734 $2,631,768 Resources $1,411,049 $1,604,482 $2,163,672 Bus Operations Position Summary FY 2018 Bus Operator FT 8.00 Bus Operator PT 26.24 Total FT Equivalent Employees 34.24 Highlights of the Past Year • PLUS - Integrate and implement technology into fare payment and tracking • Design and bid the Jule Operations and Training Center - reuse of city Superfund site Smart Transit - Using data to optimize routes, reduce costs and increase ridership • SmarterTravel - Research project with IBM to monitor non-bus travel patterns and compare those results with Jule routes for possible adjustments Future Initiatives • Continue to explore integration of technology into fare payment and tracking and collaboration with other departments for dual pass options • Complete construction and begin operations of the Jule Operations and Training Center • Transit Advisory Board to evaluate definition of"Transit Access" and define target demographics for higher access levels Performance Measures Bus Operations-Activity Statement Provide safe, accessible/convenient, professional transit service in the City of Dubuque for citizens and visitors - connecting people to services, employment, schools and recreation. Goal: Improved Connectivity Outcome #1: Connect People to Opportunity. Provide access to transit services so citizens can get to work, school, and recreational opportunities. Transit Access = 5 minute walk to a bus stop -78- ECONOMIC DEVELOPMENT TRANSIT DIVISION 75% of residents live within a 5 minute walk from a bus stop 92% of schools are within a 5 minute walk from a bus stop* *Table Mound and St. Columbkille are within a 10 minute walk distance Transit Ridership = +25% in 2012 600,000 - 549,635 553,388 550,000 - 500,000 - 478,370 450,000 440,252 444,991 397,584 400,000 - 373,376 350,000 - 300,000 2010 2011 2012 2013 2014 2015 2016 Outcome #2: Be Responsive. Spring 2016 Council Goal Setting Public Input Session Ask for input and make Focus: Evening Service Options recommendations that reflect the needs of citizens. Method: Participants were provided a summary of The Jule's daytime and Nightrider service routes hours and maps and asked a series of questions to help them think about how and where they The Jule conducts a transit survey at least travel after 7pm. They were then provided with three service every two years as well as focus groups options and associated costs for addressing evening and online route and stop request transportation. opportunities on an ongoing basis. Result: 91% of participants were in favor of additional evening service. The Jule's Transit Advisory Board meets monthly to evaluate routes and discuss 70% of participants were in favor of a reduced fixed-route-type and prioritize service needs. service with an estimated cost of$256,896 or$7.07 to the average homeowner. The most common service request that 21% were in favor of extending the full schedule of daytime fixed- The Jule receives is for bus routes to route service until 9pm with an estimated cost of$411,935 or operate until at least 9pm on weekdays. $11.34 for the average homeowner. Look for opportunities to provide input on The Jule's website (www.juletransit.or_q) or sign up for transit notifications through the City's Notify-Me system. The Jule also sends out notices and survey links through its Facebook and Twitter accounts. -79- ECONOMIC DEVELOPMENT TRANSIT DIVISION Outcome #3: Improve quality of life. Provide quick travel times so people can spend less time on the bus and more time doing what they choose. Pre 2014 Travel Post August 2015 Time Savings Time Travel Time JFK Circle to The Jule(2401 Central) 75 min 35 min 40 min The Point to Medical Associates West 95 min 50 min 45 min Downtown Transfer to Kohls/HyVee 45 min 25 min 20 min University of Dubuque to Walmart/Lowes 50 min 25 min 25 min Clarke University to Mercy/Medical Associates 45 min 18 min 27 min East Loras College to Kennedy Mall 39 min 25 min 14 min The Point to Target/HyVee 85 min 50 min 35 min li Goal: Economic Prosperity -It . . Outcome #4: Make it Easy. Coordinate with non-profits, colleges, and other city departments to make accessing transit passes and services simple and affordable. The Jule partners with the following organizations and city departments to make access to transit passes easier and more affordable. NEIa Hillcresto■ Merc SASC =1T I', Services DUBUQUE Northeast Iowa Area Agency on Aging Set Sail-True North vrr,F� 1 Fnqky, Access2Care �� 'I , OPENING DOORS`� LMaria Tam ShakerIrrt Medicaid Enterprise ID 4 PubuqrjR., Clarke LORAS COLLEGE University of Dubuque UNIVERSITY 41 St. Raphael / City of Dubuque Finance ProjectConcern Department—manages Cathedral I conneclhq people toservices Crescent Community bus pass sales at City Hall *These organizations purchase passes in bulk at a 25%discount and provide them to their clients in need -80- ECONOMIC DEVELOPMENT TRANSIT DIVISION Outcome #5: Be Equitable. Provide the same opportunity for use of public transit services to those with disabilities as to those without. `,- Conduct review of all bus stops, shelters and facilities and , before adding new bus stops, evaluate access and .' infrastructure needs for ADA compliance. .....i .; , Choose future buses that provide the greatest amount of independence and access for those in our community with mobility impairments. Drive on ramps promote independence and require less maintenance than mechanical lifts. 10 I . -.----,, ,e _tet. o — a ,-w Bus Maintenance Overview The Public Works Mechanics and Service Workers, led by the Vehicle Maintenance Supervisor, conduct all maintenance of transit vehicles. Primary responsibilities are preventative maintenance inspections and major and minor repairs to various vehicle systems, including purchasing and stocking parts and supplies in accordance with Federal Transit Administration (FTA) and City of Dubuque policies. Service workers also conduct cleaning of fixed-route vehicles and facilities, which include benches, shelters, the bus storage facility and The Jule's three transfer locations at JFK Circle, Delhi, and at the Intermodal Center. The effectiveness of the new Intermodal and JFK Transfer facilities, ITS equipment, Smarter Travel Study recommendations and passenger information software rely on buses being in good condition, with few breakdowns and delays in service due to mechanical failure. High quality vehicle maintenance and replacement as the fleet reaches the end of its useful life is essential to maintaining the integrity of the transit system. Bus Maintenance Funding Summary FY 2016 FY 2017 FY 2018 Actual Budget Requested Expenditures $119,241 $139,788 $143,299 Resources $296,497 $60,815 $69,508 -81- ECONOMIC DEVELOPMENT TRANSIT DIVISION Bus Maintenance Position Summary FY 2018 Service Worker 1.00 Service Worker PT 0.70 Total FT Equivalent Employees 1.70 Hiahliahts nt nip Nast Ypar ▪ Completed 91.3% of preventative maintenance on vehicles within 10% of the mileage threshold ▪ All vehicles and The Jule's three transfers are covered by security cameras. ▪ Completed ADA review of all Point Neighborhood bus stops ruLure rnitiauvv, ▪ Plan for capital replacement of vehicles and focus on ramp entry for improved access for individuals with mobility impairments. ▪ Research alternative fuel technologies and conduct cost-benefit analysis ▪ Research and seek funding for vehicle replacement Performance Measures Bus Maintenance-Activity Statement Ensure safe, clean and reliable transit service through regular maintenance and inspections of the transit fleet including information technology hardware and software. Goal: Financially Responsible & High Performance Organization Outcome #6: Drive and maintain city vehicles like they're our own. Reduce accidents and associated costs through ongoing driver training and conduct regular vehicle cleaning and maintenance to extend the life of the fleet The Jule hired a part-time CDL and safety trainer and began The- implementing the Smith System (used by UPS, New York MTA) as a training system for its driving staff in July 2014. Key 1 Bim Nigh In Steering. Key 2 Get The Big Picture This consistent training and language surrounding the issue Key 3 Keep Your Eyes Moving of driving safety provides a framework for rewarding positive Key 4 Leave borsch An Out behavior. Key 5 Make Sure They See You Drivers receive annual ride-a-long safety refresher training v..�.,..,..,.y k.,. and post-accident training to help reinforce good driving practices and habits. -82- ECONOMIC DEVELOPMENT TRANSIT DIVISION Even with the expansion of transit service, drivers are driving more miles with fewer accidents. This focus on training and safety has reduced the number of at-fault accidents by 32% and a 62% decrease in accident expenses since the beginning of the program (FY14-FY16). The Jule's buses drive city streets a minimum of 12 hours per day. Mileage thresholds for preventative maintenance Goal 80%+ reflect the constant usage of these vehicles in all weather conditions. Vehicles serviced within 10%of mileage threshold FY16 91 .3% Light Duty: 5,000 miles preventative maintenance threshold Medium and Heavy Duty: 6,000 miles preventative Vehicles serviced within 10%of maintenance threshold mileage threshold .rY, \ a 2660 /1...., i \ IIIP-. . �— I ".tw II`` y .NoMI• NM r , _ , ........_liiite ci, j 7 - ., • • • iip - , . , . ___. _ ,, . — ; 1 z, -83- This page intentionally left blank. -84- Recommended Operating Revenue Budget - Department Total 53 -TRANSIT DIVISION FY15 Actual FY16 Actual FY17 Adopted FY18 Recomm'd Fund Account Account Title Revenue Revenue Budget Budget 600 43251 RENTS&CONCESSIONS 0 5,626 0 7,500 600 43255 VENDING MACH COMMISSION 0 86 0 86 43-USE OF MONEY AND PROPERTY 0 5,712 0 7,586 600 44160 FTA OPERATING ASSISTANCE 501,266 1,088,108 1,110,417 1,174,784 44-INTERGOVERMENTAL 501,266 1,088,108 1,110,417 1,174,784 600 45701 STATE GRANTS 0 1,201 0 0 600 45721 STATE-AID OPERATING 242,876 277,925 279,748 288,522 600 45771 FED PASS THRU STATE GRANT 552,671 198,436 284,227 58,313 45-STATE GRANTS 795,547 477,562 563,975 346,835 605 51305 DAILY FEES 0 0 3,307 6,403 600 51310 MONTHLY RENTAL 0 20,491 0 0 605 51310 MONTHLY RENTAL 0 0 10,710 0 600 51312 LEVEL 1 0 0 0 12,313 600 51313 LEVEL 2 0 0 0 7,881 600 51314 LEVEL 3 0 0 0 7,881 600 51325 LOCUST ST-CERT.SALES 0 0 0 2,463 600 51705 MINI BUS PASSENGER FARES 87,688 130,500 124,905 102,681 600 51710 EAST DBQ PASSENGER FARES 420 1,153 664 1,153 600 51715 MINI BUS CONTRACT REVENUE 5 18 0 17,307 600 51725 PASSENGER FARES 234,201 195,650 222,507 185,265 600 51727 MEDICAID FARES 0 0 48,000 34,823 600 51730 ADVERTISING FEES 50,012 28,473 40,000 28,473 51-CHARGES FOR SERVICES 372,326 376,285 450,093 406,643 600 53102 PRIVATE PARTICIPANT 28,910 35,708 75,000 84,280 600 53530 SPECIALIZED SERVICES 0 0 0 3,130 600 53605 MISCELLANEOUS REVENUE 1 0 0 0 600 53610 INSURANCE CLAIMS 13,714 8,275 0 4,000 600 53615 DAMAGE CLAIMS 702 2,282 0 1,000 600 53620 REIMBURSEMENTS-GENERAL (557) 0 0 0 53-MISCELLANEOUS 42,770 46,265 75,000 92,410 600 59100 FR GENERAL 1,220,784 1,077,456 1,307,589 1,619,416 400 59240 FR DOWNTOWN TIF 304,013 304,913 333,958 345,240 400 59350 FR SALES TAX CONSTRUCTION 386 3,233 3,160 3,274 59-TRANSFER IN AND INTERNAL 1,525,183 1,385,602 1,644,707 1,967,930 53-TRANSIT DIVISION TOTAL 3,237,092 3,379,534 3,844,192 3,996,188 -85- Recommended Operating Expenditure Budget - Department Total 53 -TRANSIT DIVISION FY15 Actual FY16 Actual FY17 Adopted FY 18 Recomm'd Fund Account Account Title Expense Expense Budget Budget 600 61010 FULL-TIME EMPLOYEES 281,625 572,185 607,725 629,060 600 61020 PART-TIME EMPLOYEES 1,153,029 1,095,897 1,055,852 1,183,163 605 61020 PART-TIME EMPLOYEES 0 0 7,173 0 600 61030 SEASONAL EMPLOYEES 4,650 8,032 13,123 13,334 600 61050 OVERTIME PAY 28,054 14,294 17,973 17,973 600 61071 HOLIDAYPAY-OVERTIME5,516 8,930 10,722 10,722 600 61092 VACATION PAYOFF 553 4,134 0 0 600 61310 IPERS 130,455 151,230 153,734 165,585 605 61310 IPERS 0 0 640 0 600 61320 SOCIAL SECURITY 111,636 127,562 131,841 141,852 605 61320 SOCIAL SECURITY 0 0 549 0 600 61410 HEALTH INSURANCE 149,940 306,605 271,300 254,399 600 61415 WORKMENS'COMPENSATION 92,095 95,177 111,885 116,794 605 61415 WORKMENS'COMPENSATION 0 0 473 0 600 61416 LIFE INSURANCE 306 567 1,216 1,256 600 61417 UNEMPLOYMENT INSURANCE 10,058 26,875 16,451 26,666 600 61640 SAFETY EQUIPMENT 1,652 602 925 925 605 61640 SAFETY EQUIPMENT 0 0 291 0 600 61650 MEAL ALLOWANCE 42 0 0 0 600 61660 EMPLOYEE PHYSICALS 6,648 6,161 6,484 2,000 61-WAGES AND BENEFITS 1,976,259 2,418,251 2,408,357 2,563,729 600 62010 OFFICE SUPPLIES 2,639 1,488 3,570 1,817 605 62010 OFFICE SUPPLIES 0 0 315 0 600 62011 UNIFORM PURCHASES 12,485 9,970 13,500 10,856 605 62011 UNIFORM PURCHASES 0 0 0 299 600 62013 UNIFORM MAINTENANCE 986 1,052 1,215 1,073 600 62030 POSTAGE AND SHIPPING 961 642 1,009 750 605 62030 POSTAGE AND SHIPPING 0 0 315 74 600 62033 HAND TOOLS/EQUIPMENT 0 627 1,000 640 600 62034 REPAIR PARTS/SUPPLIES 0 913 500 950 600 62035 COURIER FEES 0 0 1,222 5,427 600 62060 O/E MAINT CONTRACTS 0 920 497 938 605 62060 O/E MAINT CONTRACTS 0 0 157 0 600 62061 DP EQUIP.MAINT CONTRACTS 6,374 7,035 7,208 7,739 600 62062 JANITORIAL SUPPLIES 0 1,380 3,664 3,071 600 62063 SAFETY RELATED SUPPLIES 0 456 1,000 1,762 600 62090 PRINTING&BINDING 18,343 9,977 24,741 9,696 605 62090 PRINTING&BINDING 0 0 866 246 600 62110 COPYING/REPRODUCTION 1,298 910 1,947 905 605 62110 COPYING/REPRODUCTION 0 0 362 0 600 62130 LEGAL NOTICES&ADS 3,898 1,236 3,898 1,261 600 62140 PROMOTION 3,000 12,318 12,875 12,875 600 62190 DUES&MEMBERSHIPS 2,929 2,929 3,530 3,530 600 62204 REFUNDS 0 13 0 0 -86- Recommended Operating Expenditure Budget - Department Total 53 -TRANSIT DIVISION FY15 Actual FY16 Actual FY17 Adopted FY 18 Recomm'd Fund Account Account Title Expense Expense Budget Budget 605 62204 REFUNDS 0 0 0 13 600 62206 PROPERTY INSURANCE 4,567 7,216 4,769 4,003 605 62206 PROPERTY INSURANCE 0 0 3,307 2,203 600 62207 BOILER INSURANCE 79 79 79 0 600 62208 GENERAL LIABILITY INSURAN 37,283 35,537 39,912 38,792 605 62208 GENERAL LIABILITY INSURAN 0 0 1,664 1,617 600 62310 TRAVEL-CONFERENCES 0 3,828 7,680 5,034 600 62320 TRAVEL-CITY BUSINESS 0 0 400 400 600 62360 EDUCATION&TRAINING 1,706 2,170 4,800 3,500 600 62411 UTILITY EXP-ELECTRICITY 26,027 47,652 30,897 44,749 605 62411 UTILITYEXP-ELECTRICITY0 0 7,178 5,804 600 62412 UTILITYEXP-GAS22,155 18,576 22,830 20,433 605 62412 UTILITY EXP-GAS 0 0 595 0 600 62415 UTILITY EXPENSE STORMWATR 566 1,949 4,000 1,256 605 62415 UTILITY EXPENSE STORMWATR 0 0 1,260 439 600 62416 UTILITY EXP-WATER 0 5,885 1,239 6,003 605 62416 UTILITY EXP-WATER 0 0 1,794 671 600 62421 TELEPHONE 1,960 6,868 4,827 6,846 605 62421 TELEPHONE 0 0 992 385 600 62424 RADIO/PAGER FEE 1,824 6,107 5,962 4,862 600 62431 PROPERTY MAINTENANCE 14,332 14,971 22,267 14,964 605 62431 PROPERTY MAINTENANCE 0 0 2,117 1,478 600 62433 CUSTODIAL SERVICES 1,473 1,650 0 0 605 62435 ELEVATOR MAINTENANCE 0 0 945 1,231 600 62436 RENTAL OF SPACE 9,600 1,600 0 0 600 62511 FUEL,MOTOR VEHICLE 1,305 4,194 1,692 5,013 605 62511 FUEL,MOTOR VEHICLE 0 0 47 49 600 62513 FUEL,DIESEL 329,110 205,405 318,154 204,665 600 62521 MOTOR VEHICLE MAINT. 273,331 310,614 242,575 317,295 600 62522 VEHICLEMAINT.,ACCIDENT 19,615 8,052 22,115 8,712 600 62524 LUB.&ANTIFREEZE-TRANSIT 0 0 1,000 0 600 62525 TIRES/TUBES-TRANSIT 33,093 42,011 62,560 64,769 600 62528 MOTOR VEH.MAINT.OUTSOUR 42,789 104,511 39,468 109,851 600 62611 MACH/EQUIP MAINTENANCE 2,832 17 0 0 600 62614 EQUIP MAINT CONTRACT 0 145 0 3,519 605 62614 EQUIP MAINT CONTRACT 0 0 0 1,478 600 62615 MACH/EQUIP MAINT.OUTSOUR 1,759 0 2,803 0 600 62627 CAMERA MAINTENANCE 0 1,081 2,106 1,102 600 62636 DE-ICING PRODUCTS 0 211 1,000 216 605 62636 DE-ICING PRODUCTS 0 0 945 492 600 62663 SOFTWARE LICENSE EXP 21,974 62,128 70,924 58,589 605 62663 SOFTWARE LICENSE EXP 0 0 409 0 600 62665 FALSE ALARM CHARGES 0 0 93 0 605 62665 FALSE ALARM CHARGES 0 0 61 0 -87- Recommended Operating Expenditure Budget - Department Total 53 -TRANSIT DIVISION FY15 Actual FY16 Actual FY17 Adopted FY 18 Recomm'd Fund Account Account Title Expense Expense Budget Budget 600 62666 CREDIT CARD CHARGE 0 1,357 369 617 605 62666 CREDIT CARD CHARGE 0 0 431 638 600 62667 INTERNET SERVICES 5,265 3,923 4,306 4,306 600 62671 MISC.OPERATING SUPPLIES 189 80 0 0 600 62692 LANDFILL FEES 0 230 0 235 600 62697 LABOR RELATIONS 1,101 120 1,101 1,000 600 62699 CASH SHORT AND OVER 0 8 0 0 600 62716 CONSULTANT SERVICES 1,579 23,229 9,276 11,000 600 62717 CRIMINAL BACKGROUND CHECK 0 779 10,000 5,000 600 62726 AUDIT SERVICES 700 3,750 1,000 750 605 62726 AUDIT SERVICES 0 0 79 0 600 62761 PAY TO OTHER AGENCY 452,203 22,500 22,500 22,500 62-SUPPLIES AND SERVICES 1,361,330 1,000,299 1,067,919 1,050,388 605 63316 LESS OPER.&MAINT.RECHRG 0 0 0 6,358 63-ADMIN/OVERHEAD/STORES GAR 0 0 0 6,358 600 71110 MISC.OFFICE EQUIPMENT 0 112 0 0 600 71117 TIME CLOCK 125 0 0 0 600 71211 DESKS/CHAIRS 0 441 0 0 600 71227 SIGNAGE 0 0 26,400 0 600 71318 HEAVY EQUIP-REPLACEMENT 0 0 0 13,733 600 71410 SHOP EQUIPMENT 0 1,043 500 0 600 71616 SNOW BLOWER 0 166 0 0 600 72410 PAGER/RADIO EQUIPMENT 573 0 1,000 0 600 72412 CABLE TV RELATED EQUIP 0 60 0 0 600 72417 CAMERA RELATED EQUIPMENT 298 120 1,000 0 600 72418 TELEPHONE RELATED 0 995 898 0 600 72420 BURGLAR ALARM 920 0 0 0 600 72812 PLEXIGLAS PANELS 0 206 1,000 0 71-EQUIPMENT 1,916 3,143 30,798 13,733 400 74111 PRINCIPAL PAYMENT 205,000 212,431 229,433 238,020 400 74112 INTEREST PAYMENT 99,398 95,715 107,685 110,494 74-DEBT SERVICE 304,398 308,146 337,118 348,514 53-TRANSIT DIVISION TOTAL 3,643,903 I 3,729,839 I 3,844,192 I 3,982,722 -88- Recommended Expenditure Budget Report by Activity & Funding Source 53 -TRANSIT DIVISION TRANSIT ADMIN. -53100 FUNDING SOURCE:DEBT SERVICE Account FY16 Actual Expense FY17 Adopted Budget FY18 Recomm'd Budget DEBT SERVICE 308,146 337,118 348,514 EQUIPMENT 1,3 67 898 0 SUPPLIES AND SERVICES 189,596 209,272 190,828 WAGES AND BENEFITS 521,082 537,255 572,485 TRANSIT ADMIN. 1,020,190 1,084,543 1,111,827 INTERMODAL FACILITY -53370 FUNDING SOURCE:TRANSIT Account FY16 Actual Expense FY17 Adopted Budget FY18 Recomm'd Budget EQUIPMENT 734 0 0 SUPPLIES AND SERVICES 46,626 22,190 39,599 WAGES AND BENEFITS 27,031 28,972 32,754 INTERMODAL FACILITY 74,392 INTERMODAL RAMP -53380 AL FUNDING SOURCE:INTERMODAL RAMP Account FY16 Actual Expense FY17 Adopted Budget FY18 Reconnn'd Budget ADMIN/OVERHEAD/STORES GAR 0 0 6,358 SUPPLIES AND SERVICES 0 23,839 17,117 WAGES AND BENEFITS 0 9,126 0 INTERMODAL RAMP 0 32,965 jmilli BUS OPERATIONS -53400 FUNDING SOURCE:TRANSIT Account FY16 Actual Expense FY17 Adopted Budget FY18 Recomm'd Budget EQUIPMENT 0 28,400 0 SUPPLIES AND SERVICES 532,426 520,533 528,309 WAGES AND BENEFITS 1,161,025 1,108,383 1,183,903 I= BUS OPERATIONS 1,693,451 1,657,3 MINI BUS OPERATIONS -53500 FUNDING SOURCE:TRANSIT Account FY16 Actual Expense FY17 Adopted Budget FY18 Recomm'd Budget EQUIPMENT 0 1,000 0 SUPPLIES AND SERVICES 204,525 244,783 241,952 WAGES AND BENEFITS 591,412 567,877 646,785 MINI BUS OPERATIONS 795,937 813,6 TROLLEY OPERATIONS -53600 FUNDING SOURCE:TRANSIT -89- Recommended Expenditure Budget Report by Activity & Funding Source 53 -TRANSIT DIVISION Account FY16 Actual Expense FY17 Adopted Budget FY18 Recomm'd Budget SUPPLIES AND SERVICES 21,354 30,560 22,639 WAGES AND BENEFITS 5,279 34,198 8,180 -11M1r 111 ROLLEY OPERATIONS 26,633 64,758 1111 BUS MAINTENANCE -53700 FUNDING SOURCE:TRANSIT Account FY16 Actual Expense FY17 Adopted Budget FY18 Recomm'd Budget EQUIPMENT 1,043 500 13,733 SUPPLIES AND SERVICES 5,774 16,742 9,944 WAGES AND BENEFITS 112,423 122,546 119,622 II .M III. PM BUS MAINTENANCE 119,241 139,788 143,299 TRANSIT DIVISION TOTAL $3,729,842.11 $3,844,192.00 $3,982,722.00 -90- CITY OF DUBUQUE , IOWA DEPARTMENT DETAIL- PERSONNEL COMPLEMENT 53 TRANSIT DIVISION FY 2016 FY 2017 FY 2018 FD JC WP-GR JOB CLASS FTE BUDGET FTE BUDGET FTE BUDGET 61010 Full Time Employee Expense 600 7325 GE-41 TRANSIT MANAGER 1.00 $ 95,200 1.00 $ 102,604 1.00 $ 110,047 TRANSIT OPERATIONS 600 3000 GE-34 SUPERVISOR 1.00 $ 72,836 1.00 $ 74,416 1.00 $ 75,614 600 GE-25 CONFIDENTIAL ACCOUNT CLERK 1.00 $ 36,324 1.00 $ 39,012 1.00 $ 38,571 600 GD-03 TRANSIT DISPATCHER 1.00 $ 44,624 1.00 $ 45,560 1.00 $ 46,293 600 637 GD-04 TRANSIT SERVICE WORKER 1.00 $ 48,795 1.00 $ 49,820 1.00 $ 48,581 600 7200 AT-01 BUS OPERATOR 8.00 $ 299,854 8.00 $ 301,637 8.00 $ 309,954 TOTAL FULL TIME EMPLOYEES 13.00 $ 597,633 13.00 $ 613,049 13.00 $ 629,060 61020 Part Time Employee Expense 600 GD-03 TRANSIT DISPATCHER 2.01 $ 84,327 2.51 $ 108,957 2.30 $ 102,347 600 GD-03 OPERATIONS ASSISTANT 0.50 $ 19,357 0.53 $ 20,960 0.55 $ 22,684 600 7210 AT-02 BUS OPERATOR 23.81 $ 873,370 26.10 $ 973,557 26.24 $ 996,779 600 637 GD-04 TRANSIT SERVICES WORKER 0.70 $ 31,882 0.70 $ 34,874 0.70 $ 35,435 605 GD-04 LABORER 0.50 $ 21,949 0.50 $ 22,770 0.55 $ 25,918 TOTAL PART TIME EMPLOYEES 27.52 $1,030,885 30.34 $1,161,118 30.34 $1,183,163 61030 Seasonal Employee Expense 600 NA-38 MARKETING INTERN 0.50 $ 12,848 0.50 $ 13,123 0.50 $ 13,334 TOTAL SEASONAL EMPLOYEES 0.50 $ 12,848 0.50 $ 13,123 0.50 $ 13,334 TOTAL TRANSIT DIVISION 41.02 $1,641,366 43.84 $1,787,290 43.84 $1,825,557 -91- CITY OF DUBUQUE,IOWA ACTIVITY PERSONNEL COMPLEMENT SUMMARY FY 2016 FY 2017 FY 2018 ACCT FD JC WP-GR POSITION CLASS FTE BUDGET FTE BUDGET FTE BUDGET Transit Admin and Operations-FT 60053100 61010 600 GE-41 TRANSIT MANAGER 1.00 $ 95,200 1.00 $ 102,604 1.00 $ 110,047 60053100 61010 600 GE-34 TRANSIT OPERATIONS SUPERVISOR 1.00 $ 72,836 1.00 $ 74,416 1.00 $ 75,614 CONFIDENTIAL ACCOUNT 60053100 61010 600 GE-25 CLERK 1.00 $ 36,324 1.00 $ 39,012 1.00 $ 38,571 60053100 61010 600 GD-03 TRANSIT DISPATCHER 1.00 $ 44,624 1.00 $ 45,560 1.00 $ 46,293 Total 4.00 $ 248,984 4.00 $ 261,592 4.00 $ 270,525 Transit Admin and Operations-PT 60053100 61020 600 NA-48 OPERATIONS ASSISTANT 0.50 $ 19,357 0.53 $ 20,960 0.55 $ 22,684 60053100 61020 600 GD-03 TRANSIT DISPATCHER 2.01 $ 84,327 2.51 $ 108,957 2.30 $ 102,347 Total 2.51 $ 103,684 3.04 $ 129,917 2.85 $ 125,031 Transit Admin and Operations- Seasonal 60053100 61030 600 NA-38 MARKETING INTERN 0.50 $ 12,848 0.50 $ 13,123 0.50 $ 13,334 Total 0.50 $ 12,848 0.50 $ 13,123 0.50 $ 13,334 Intermodal Facility-PT 60053370 61020 600 GD-04 LABORER 0.50 $ 21,949 0.50 $ 22,770 0.55 $ 25,918 Total 0.50 $ 21,949 0.50 $ 22,770 0.55 $ 25,918 Bus Operations-FT 60053400 61010 600 7200 AT-01 BUS OPERATOR 5.00 $ 187,175 5.00 $ 187,001 5.00 $ 193,086 Total 5.00 $ 187,175 5.00 $ 187,001 5.00 $ 193,086 Bus Operations-PT 60053400 61020 600 7210 AT-02 BUS OPERATOR 15.19 $ 555,878 16.65 $ 619,222 16.73 $ 632,196 Total 15.19 $ 555,878 16.65 $ 619,222 16.73 $ 632,196 Mini-Bus Operations-FT 60053500 61010 600 AT-03 BUS OPERATOR 3.00 $ 112,679 3.00 $ 114,636 3.00 $ 116,868 Total 3.00 $ 112,679 3.00 $ 114,636 3.00 $ 116,868 Mini-Bus Operations-PT 60053500 61020 600 7210 AT-02 BUS OPERATOR 7.91 $ 290,804 9.34 $ 350,146 9.39 $ 359,939 Total 7.91 $ 290,804 9.34 $ 350,146 9.39 $ 359,939 Trolley Operations-PT 60053600 61020 600 7210 AT-02 BUS OPERATOR-Trolley Route 0.71 $ 26,688 0.11 $ 4,189 0.12 $ 4,644 Total 0.71 $ 26,688 0.11 $ 4,189 0.12 $ 4,644 Bus Maintenance-FT 60053700 61010 600 GD-04 TRANSIT SERVICE WORKER 1.00 $ 48,795 1.00 $ 49,820 1.00 $ 48,581 Total 1.00 $ 48,795 1.00 $ 49,820 1.00 $ 48,581 Bus Maintenance-PT 60053700 61020 600 GD-04 TRANSIT SERVICE WORKER 0.70 $ 31,882 0.70 $ 34,874 0.70 $ 35,435 Total 0.70 $ 31,882 0.70 $ 34,874 0.70 $ 35,435 -92- CITY OF DUBUQUE,IOWA ACTIVITY PERSONNEL COMPLEMENT SUMMARY FY 2016 FY 2017 FY 2018 ACCT FD JC WP-GR POSITION CLASS FTE BUDGET FTE BUDGET FTE BUDGET TOTAL TRANSIT DIVISION 41.02 $1,641,366 43.84 $1,787,290 43.84 $1,825,557 -93- Capital Improvement Projects by Department/Division TRANSIT DIVISION CIP FY 15 Actual FY 16 Actual FY 17 Adopted FY 18 Recomm'd Number Capital Improvement Project Title Expense Expense Budget Budget 3602446 BUS STORAGE FACILITY 0 65,625 1,124,910 261,240 3602622 SOIL CONTAMINATION TEST 0 0 0 0 6001222 REPLACE MINI BUSES 0 0 145,874 0 6001224 REPLACE FIXED ROUTE BUSES 105,797 0 0 0 6001613 TRANSIT ROOF MAINT/REPAIR 216,440 0 0 0 6002045 KEYLINE FACILITY IMPROVE 2,442 0 0 0 6002235 BUS STOP IMPROVEMENTS 2,141 4,030 20,000 10,000 6002446 BUS STORAGE FACILITY 40,000 17,500 4,613,373 255,000 6002486 TRANSIT FUEL STATION 36,508 0 0 0 6002604 RADIO REPLACEMENT 0 0 0 95,000 6002621 TRANSIT SECURITY CAMERAS 0 36,000 0 0 TRANSIT DIVISION I I _ iI ; I , I.I; sil 'I I ,I .,i1: -94- PRGRM/ DEPT PROJECT DESCRIPTION FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 TOTAL PAGE TRANSIT DIVISION Business Type Bus Stop Improvements $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 50,000 350 Bus Storage and Maintenance Facility(BSMF) $ 516,240 $ — $ — $ — $ — $ 516,240 352 Radio Replacements $ 95,000 $ — $ — $ — $ — $ 95,000 354 JFK Circle Transfer Phase 2 $ — $ 401,445 $ — $ — $ — $ 401,445 355 Total-Transit Division $ 621,240 $ 411,445 $ 10,000 $ 10,000 $ 10,000 $1,062,685 -95- This page intentionally left blank. -96- TRANSIT BUDGET FY2018 Jule Operations & Training Center Anticipated completion Fall 2017 Public Transportation in Dubuque Public Transportation in the City of Dubuque is delivered through the transit division, The Jule The Jule manages fixed-route, paratransit, trolley and contract services (DuRide and Burlington Trailways ) and maintains current and plans for future transit vehicles, bus stops, and other capital infrastructure. Public Transportation in Dubuque Public Transportation in the City of Dubuque is delivered through the transit division, The Jule Three Transfer Locations ►Intermodal (Downtown) ►Delhi (Midtown) ►JFK Circle (West End) ►12 Bus Shelters ►Over 280 Bus Stops ►13 Light Duty ►12 Medium Duty ►4 Heavy Duty ►2 Trolleys 1 2 3 Daytime Transit Service 14 daily fixed-routes + door-to-door MiniBus service 6:05 AM –6:50 PM weekdays 8:05 AM –6:25 PM Saturdays Evening, Seasonal and Park & Ride Service ►Nightrider weekend evening service + door-to-door MiniBus service ►Friday and Saturday nights ►6 PM –2:40 AM during the school year and 6 PM –11 PM during the summer ►Summer Trolley Service ►Saturdays , Memorial Day –October 31 ►10 AM –6 PM ►Weekday Park & Ride Shuttle service connects downtown parking ramps and employer locations during morning and afternoon commute times Who We Are ►Bus Operators ►60 Part-Time ►8 Full -Time ►Dispatchers ►6 Part-Time ►1 Full -Time ►Administration/Clerical/Training ►1 Full -Time Transit Manager ►1 Full -Time Operations Supervisor ►1 Part-Time Operations Assistant/Driver Trainer ►1 Full -Time Confidential Account Clerk What We Do We Connect People to Opportunity by providing access to work, school, and recreational opportunities ►Transit Access = 5 minute walk ►75% of residents live and work with a 5 minute walk ►92% or 22 of 24 elementary, middle and high schools are within a 5 minute walk We Improve Quality of Life through quick travel times so people can spend less time on the bus and more time doing what they choose ►Most trips are under 30 minutes Previous Travel Time Current Travel Time Time Savings JFK Circle to The Jule (2401 Central)75 min 35 min 40 min The Point to Medical Associates West 95 min 40 min 55 min Downtown Transfer to Kohls/HyVee 45 min 25 min 20 min University of Dubuque to Walmart/Lowes 50 min 25 min 25 min Clarke University to Mercy/Medical Associates East 45 min 18 min 27 min Loras College to Kennedy Mall 39 min 25 min 14 min Our Service Philosophy We’re Professionals and we show in it how we wear our uniforms, communicate with passengers, partner with organizations and share the road with all modes ►Post information online, in route brochures, in all vehicles, through social media and notify-me ►2 daytime dispatchers field 400 calls per day (33 per hour) ►Transit is the 10th most visited page on the City website (14,809 unique page views) ►Work with non-profits, schools, businesses and other community organizations and city departments to share information, gather input and ensure access to transit services and city programs through pass purchase partnerships. ►Conduct outreach in the community and host facility tours to inform on services and gather input on transportation needs. Budget Connection: Courier Service $4,156.00 ►Armored courier service for weekly fare canister deposits improves security and reduces opportunity for theft ►Initially requested for FY17, however costs exceeded original estimates, so the project was put on hold. This request will fund the full cost. Our Service Philosophy We provide services for ALL members of the community, and ensure equal access and experience for passengers with disabilities ►76,411 rides to residents with disabilities and 19,174 to residents over age 65 ►Plan bus stops and vehicle purchases to increase independence for seniors and residents with disabilities ►Comply with and work to exceed the Americans with Disabilities Act (ADA) requirements ►We plan routes to serve all members of the community especially those who need transit services Budget Connection: CIP Bus Stop Improvements $10,000 in FY18 ►FY17 –Point Neighborhood bus stops were reviewed and installation of ADA measures will be complete in spring. ►FY18 & FY19 –Jackson Street stops are planned for review and improvement Our Service Philosophy We use technology and data to make decisions ►Jule staff worked with Public Works, Parking and Parks departments to create a master map of sidewalk snow removal for reduced duplication of efforts in compliance with ADA snow removal ►We utilize ReMix software to draft routes and see impacts to neighborhoods and populations in real time. ►Route information is now available online and in real-time using MyRide software. ►Swipe card technology allows us to better track and manage our ridership data and report to stakeholders Our Service Philosophy We Drive and Maintain City Vehicles Like They’re Our Own. ►Reduce accidents and associated costs through ongoing driver training and conduct regular vehicle maintenance to extend the life of the fleet. ►CDL and Safety Trainer ensures drivers are well trained and comfortable before heading out on the road ►New drivers receive an average of 100 hours of training before transporting passengers on their own ►32% reduction in number of accidents since 2014 ►62% decrease in accident costs since 2014 Budget Connection: Bus Storage Facility $6,217,701 ($516,240 in FY18) $5,187,211 in grant funds secured New Bus Storage Facility includes on-site CDL training course and training conference room Reduces deadhead miles to fueling location Replaces existing facility that is too small and outdated for proper vehicle maintenance Reuse of old city garage and brownfield site Budget Connection: Radio Upgrade $95,000 ►Brings Transit to the same network as other city departments ►Radios are used daily for driver to dispatch communication and are essential for communication with public safety in an emergency event ►The Jule is the main evacuation “tool” for public agencies during a natural disaster or other emergency ►Due to Federal Communications Commission (FCC) regulations, the current radios need to be upgraded or replaced by July 1, 2018 Our Service Philosophy We gather input and respond to community member concerns ►The Jule conducts a transit survey every two years as well as focus groups and opportunities for online route and stop requests through our website on an ongoing basis ►The Transit Advisory Board meets monthly to evaluate routes, discuss and prioritize service and facility needs ►The most common service request continues to be bus service until 9pm on weekdays. IBM Smarter Travel data supports demand for an off-peak route system weekdays evenings ►Staff responded to 232 questions, comments, concerns or compliments from the public through WebQA in the first 7 months of FY17 Online Forms: •Compliments •Complaints •Suggestions •Bus Stop Requests College Students by the Numbers College students at participating schools ride all routes free with their school ID. Schools pay an annual fee for student access. ►4,188 = Total students in the college partnership ►1,131 = Unique students rode the Jule from July 1, 2016 -December 31, 2016 ►27% of students rode the bus at least once ►15,468 = Total bus rides were taken by college students ►13 = The average number of rides per student ►186 = Most rides taken by a single student Total Ridership* Fixed-route, Paratransit (MiniBus) and DuRide service 373,376 397,584 440,252 448,438 478,370 548,769 553,387 520,930 - 100,000 200,000 300,000 400,000 500,000 600,000 * Ridership data is likely underreported due to a software issue. The TripSpark tech team is scheduled to be onsite this spring to correct and help adjust the data. Current estimate is approximately 5-7% data loss. Annual Ridership Comparison July -December 22 7 , 9 3 7 28 , 2 9 5 17 0 , 8 8 4 5, 8 0 1 17 , 8 7 3 4, 8 8 1 16 7 26 7 , 8 2 5 28 , 6 9 5 21 9 , 1 1 1 6, 2 3 6 9, 9 0 8 3, 6 5 5 22 0 26 5 , 7 7 5 26 , 9 0 3 22 5 , 9 9 1 6, 6 8 5 5, 3 8 9 60 4 20 3 24 6 , 2 4 2 24 , 9 3 1 20 7 , 8 5 4 6, 3 2 6 6 , 2 7 1 64 9 20 0 Total Ridership Minibus Fixed-Route DuRide Business Shuttle Trolley Government Assistance FY14 FY15 FY16 FY17 * Ridership data is likely underreported due to a software issue. The TripSpark tech team is scheduled to be onsite this spring to correct and help adjust the data. Current estimate is approximately 5-7% data loss. Ridership by Route July-December 2016 35 , 3 1 4 24 , 9 5 1 24 , 7 1 1 19 , 9 5 3 15 , 9 2 7 13 , 0 1 1 12 , 5 3 0 12 , 1 8 4 11 , 2 9 0 10 , 8 3 2 8, 5 6 6 8, 3 3 5 7, 4 3 6 7, 1 5 5 7, 0 9 6 6, 8 2 1 6, 3 2 6 6, 2 7 1 2, 6 4 9 1, 1 8 9 1, 0 0 1 91 1 70 3 64 9 39 8 17 2 11 8 0 5,000 10,000 15,000 20,000 25,000 30,000 35,000 40,000 * Ridership data is likely underreported due to a software issue. The TripSpark tech team is scheduled to be onsite this spring to correct and help adjust the data. Current estimate is approximately 5-7% data loss.