Transit Division Fiscal Year 2016 Budget PresentationCity of Dubuque Public Hearings # 4.
ITEM TITLE:
SUMMARY:
SUGGESTED DISPOSITION:
Copyright 2014
Transit Division Fiscal Year 2016 Budget Presentation
ATTACHMENTS :
Description
❑ Transit Division FY16 Recommended Budget
Type
Supporting Documentation
Transit Division
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TRANSIT DIVISION
Budget Highlights
Employee Expense
Supplies and Services
Machinery and Equipment
Total
Resources
FTA Operating
FTA Capital Maintenance Grant
State Operating Assisting
Federal Pass-Thru Grant
Advertising Fees
Mini Bus Passenger Fares
Contract Transit Services
Fixed Route Passenger Fares
Greater Downtown TIF
Damage Claims/Miscellaneous
Total Resources
Debt on Intermodal Facility Paid
with Greater Downtown TIF
Total Non -Property Tax Debt
Transit Levy
Incr. (Uecr.) in 1 ransit Fund Bal.
Property Tax Support
Percent Increase (Decrease)
Personnel - Authorized FTE
FY 2013/14
Actual
1,844,617
1,419,124
33,567
3,297,308
1,107, 768
229,283
536,758
70,734
50,728
202
147,971
134,704
46,057
2,324,205
308,112
FY 2014/15
Adopted
1,959,578
1,514,093
5,283
3,478,954
FY 2014/15
Amended
1,953,563
1,547,981
5,283
3,506,827
850,966 850,966
94,550 94,550
211,111 211,111
711,159 899,886
75,000 75,000
49,002 49,002
250 250
272,210 272,210
134,704 134,704
34,054 34,054
2,433,006 2,621,733
304,013
308,112 304,013
833,302 1,086,080
(139,801) 40,132
833,302 1,086,080
36.45
304,013
% Change
FY 2015/16 from Adopted
Recomm'd FY 2014/15
2,295,950 17.2%
1,045,070 -31.0%
25,249 377.9%
3,366,269 -3.2%
1,093,168 28.5%
0.0%
249,319 18.1%
507,049 -28.7%
40,000 -46.7%
137,587 180.8%
250 0.0%
267,257 -1.8%
134,704 0.0%
40,086 17.7%
2,469,420 1.5%
308,145
304,013 308,145
1,086,080 1,093,064
200,986
1,086,080 1,093,064
38.33 38.33
41.02
1.4%
1.4%
0.6%
6,984
0.6%
Improvement Package Summary
1 of 9
This decision package would provide for realized savings from not renewing the Transit management
contract with East Central Intergovernmental Association and changing the management of the Jule to
City employees. Currently, The Jule is managed through a management contract with the East Central
Intergovernmental Association (ECIA). This five-year contract ends July 1, 2015, making this an
appropriate time to review current management and administrative staffing. The final year of the
contract totals $353,421. Under the management of ECIA, the Jule was awarded grants that made it
possible to replace the entire transit fleet with added technology and rebranding, a bus route system
redesign which has increased ridership and has resulted in increased revenues and improved driver
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training which has resulted in reduced accidents. The transition to city employees represents an
aggregation of duties resulting in a streamlining of staff and reduction in overhead costs. This
improvement package would add the following City positions to Transit's personnel complement:
Transit Manager (1.0 FTE or $123,654 annually); Transit Operations Supervisor (1.0 FTE or $97,538
annually); Confidential Account Clerk (1.0 FTE or $54,900); Operations Assistant (0.50 FTE or $22,567
annually); and Marketing Intern (0.50 FTE or $14,978 annually partially funded by a one-year $12,000
grant). The total personnel cost of City employees managing the Transit Division is $301,637. The City
has assurances from the current Transit Manager for ECIA that she will accept the same position with
the City.
Related Cost Reduction: -$353,421 — Tax Funds - Recurring
Related Cost: $313,637 — Tax Funds - Recurring
Related Revenue: $ 12,000 — Grant Revenue — Non -Recurring
Net Savings: -$ 51,784
Property Tax Impact: -$.0230/-.21%
Activity: Transit Administration
Recommend — Yes
2 of 9
This decision package would provide for realized savings from reconfiguring the bus routes after the
Intermodal Facility opens. The Transit bus routes are recommended to be restructured by merging the
Orange Fremont and Red Key West alternative hour service. This improvement package reduces part-
time driver hours by 1.50 FTE or 3,142 hours annually.
Related Cost Savings: -$105,728 — Tax Funds - Recurring
Property Tax Impact: -$.0469/-.43%
Activity: Bus Operations
Recommend — Yes
3 of 9
This decision package would provide funding for the Transit portion of the Intermodal Facility. The
requested costs include a part-time laborer (0.50 FTE), uniforms, office supplies, printing and binding,
property and liability insurance, utility expense, telephone, property maintenance, software license and
salt. This improvement package also includes parking revenue of $12,586 for 20% of the 92 Transit
spaces and rent from Burlington Trailways of $6,000.
Related Cost: $48,548 — Tax Funds - Recurring
Related Revenue: $18,586 — Rent/Parking Fees — Recurring
Net Cost Savings: $29,962
Property Tax Impact: +$.01331+.12%
Activity: Bus Operations
Recommend — Yes
4 of 9
This decision package would reduce the Free Summer Trolley service to the day of the week with the
highest visitor count at the Convention & Visitor's Bureau (CVB) and ridership based on the Fiscal Year
2014/2015 season. Transit staff recommendation is to operate the trolley on Saturdays from 10am-
6pm. Trolley rides are provided free of charge to residents and visitors, so no fare revenue will be
reduced by removing the service. The cost of fuel, driver hours and vehicle maintenance will be
reduced.
CVB staff has recommended Thursdays, Fridays and Saturdays as these are the days with the most
visitors to the CVB. Currently, the trolley runs Monday -Sunday 10am-6pm for a total cost of $44,702
and provides only 3,888 rides for the 26 weeks of service. In meeting with CVB staff, their main concern
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was that these hours and the current route be maintained even if the days of the week were reduced.
They were favorable to a Saturday schedule from Memorial Day to October 31 from 10am-6pm on the
current route based on their visitor data and ridership data for the route. The savings of the reduced
service is estimated at $29,606. The remaining cost of the reduced service is $8,635.
The trolleys could return to providing the weekday business shuttle service during the summer and
allow for a reduction in wear and tear on the medium duty vehicles. Other routes in the Jule's system
provide transportation to work and school for residents. Preservation of these routes in lieu of free
trolley service for visitors meets the comprehensive plan goal that 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; promoting a safe, clean,
timely, affordable and comfortable mode of public transportation and ensures that service is available
for transit dependent people to get to and from work on all shifts and meet the demands of business
hours; and maintaining service during the peak commuting hours promotes appropriate lifestyles and
infrastructure changes to reduce causes and impacts of global climate change.
Related Cost Reduction: -$29,606 — Tax Funds - Recurring
Property Tax Impact: -$.01331-.12%
Activity: Trolley Service
Recommend — Yes
5 of 9
This decision package would provide funding to continue the Nightrider Route which includes one part-
time dispatcher and two part-time bus operators (1.17 FTE). The Nightrider was funded for three years
by the Iowa Clean Air Attainment Program. ICAAP grant funding ends September 30, 2015. A required
component of an ICAAP application is an authorizing resolution from city council stating "The City also
agrees to be responsible for adequately maintaining and operating the routes through maintenance
level budgeting (Section 2)".
The Nightrider routes provide extended hours on Friday and Saturday evenings from 6:00 p.m. - 2:40
a.m. for both fixed route and the ADA required minibus service. In addition to evening service, the
colleges provided a portion of the funding for the route to ensure free rides during the day for students,
faculty and staff of each college.
The Nightrider has provided a total of 36,898 rides since the service began in September 2012. Of
these rides, 56% were student rides and 44% were general public riders. College students totaled an
additional 11,520 rides during the day. The Nightrider alone accounts for 6% of total ridership.
Loss of this service would have a negative impact on the stated goal of providing service for all shifts
and business hours. Dubuque will no longer have any service after 6:50pm, individuals with disabilities
will be negatively impacted as they would no longer have access to evening transportation, and citizens
utilizing the service for second shift employment transportation will be negatively impacted. A reduction
in service of this nature would constitute a substantial reduction of service and require public hearing
(2007 Code § 46-76).
Operating assistance increases due to this ridership are expected to be realized in FY17. By continuing
the service, ridership can be maintained and included in the State and Federal assistance calculation.
Providing these routes is essential to "promoting a safe, clean, timely, affordable and comfortable mode
of public transportation" and "ensures that service is available for transit dependent people to get to and
from work on all shifts and meet the demands of business hours" (Transportation Goals 4.4, 4.8); and
maintaining service during the peak commuting hours "promotes appropriate lifestyles and
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infrastructure changes to reduce causes and impacts of global climate change" (Environmental Quality
Goal 2.6).
The full year net cost in FY 2017 to operate the Nightrider routes is $73,913.
Related Cost: $88,043 — Tax Funds - Recurring
Related Revenue: $41,130 — Private Participant/Fare Revenue - Recurring
Net Cost: $46,913
Property Tax Impact: +$.02081+.19%
Activity: Fixed Route/Minibus/Administration
Recommend — Yes
6 of 9
This decision package would provide local match for the third year of the ICAAP grant to continue the
Midtown Loop & Feeder (Express & Grey Line). This route includes four part-time bus operators (1.90
FTE).These routes were funded for two years by the Iowa Clean Air Attainment Program (ICAAP). A
required component of an ICAAP application is an authorizing resolution from city council stating "The
City also agrees to be responsible for adequately maintaining and operating the routes through
maintenance level budgeting (Section 2)". The third and final year grant for the routes has been
submitted and has been recommended for approval by the Iowa Department of Transportation staff to
the commission and awards will be announced in January 2015.
The final phase of the Smarter Travel Study will guide route changes and provide cost reduction
options. This improvement package includes allocated grant funds from ICAAP through December 31,
2015 and assumes that the City will be awarded the grant to fund this route for all of FY 2016 and 2
quarters of FY17. Costs for the remaining two quarters in FY 2016 are shown as well as the
corresponding ICAAP funding.
The Grey Line and Express routes are the spine of the complete system redesign completed in January
2014 and allow for the reduced travel times and extended hours of service to better accommodate
commuters traveling to and from work (namely Dubuque Industrial Center West). The route changes in
January led to dramatic increases in ridership. Average monthly fixed -route ridership increased from
28,138 to 32,726, an increase of 14% per month. The Express route is the most popular route in the
system making up 13% of total ridership (5,700/month) and the Grey line makes up an additional 9%
(3,800/month).
Loss of these routes would have a negative impact on the stated goal of providing service for all shifts
and business hours. The city's bus routes would return to their pre January 2014 state with many trips
over 90 minutes. A reduction in service of this nature would constitute a substantial reduction of service
and require public hearing (2007 Code § 46-76).
State and Federal Operating Assistance are based on multiple factors including ridership. The Midtown
and Feeder routes are currently 22% of ridership. If these routes were discontinued, the ridership would
not be maintained and potential State and Federal operating revenues would not be realized. The
service has not been running long enough at this point to have produced an increase in our operating
assistance. Operating assistance increases due to this ridership are expected to be realized in FY18.
By continuing the service, ridership can be maintained and included in the State and Federal
assistance calculation.
Providing these routes is essential to "promoting a safe, clean, timely, affordable and comfortable mode
of public transportation" and "ensures that service is available for transit dependent people to get to and
from work on all shifts and meet the demands of business hours" (Transportation Goals 4.4, 4.8); and
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maintaining service during the peak commuting hours "promotes appropriate lifestyles and
infrastructure changes to reduce causes and impacts of global climate change" (Environmental Quality
Goal 2.6).
This improvement package funds the local match of the ICAAP grant.
Related Cost: $150,526 — Tax Funds - Recurring
Related Revenue: $238,053 — ICAAP Grant/Fare Revenue - Recurring
Net Savings: $87,527
Property Tax Impact: -$.00388/-.35%
Activity: Fixed Route/Minibus/Administration
Recommend — Yes
7 of 9
This decision package would provide funding to upgrade three Part -Time healthcare eligible bus
operator positions to three Full -Time bus operator positions. The additional cost to the city would be life
insurance, vacation and holiday benefits above those paid to Part -Time bus operators.
In FY15, The Jule budgeted for eight healthcare eligible positions. Since the beginning of the fiscal
year, one healthcare eligible individual has retired and another has resigned. There are six healthcare
eligible positions budgeted for FY16. Of these, two of the individuals in these positions will be promoted
to full-time and one is moving to Illinois and will resign his position midyear. The Jule is unique in that
we operate a standard set of service hours, so as Full -Time drivers receive more hours, other drivers'
hours are reduced or they are not replaced when they leave. We are not requesting additional positions
or hours.
The healthcare costs of $14,280 for each of the healthcare eligible employees were already budgeted
in the FY16 budget (total $42,840). This proposal is to retain those planned expenses and add the
benefits to make these full-time positions based on the current civil service list.
In the transit division, we have high turnover and staff do not feel that their role is respected due to the
large proportion of part-time positions. Drivers do not see potential for a full-time position and apply in
other city departments with full-time positions or leave the Jule for full-time employment elsewhere. The
cost to train and onboard a new driver on DOT pre -trip regulations, routes, schedules, Jule vehicle
components, policies, procedures, safety and security plan, DOT physical, drug testing, and CDL
testing, totals between $4,500 and $6,000. Currently, we're training 10-15 drivers per year. The total
cost of training is between $45,000 and $60,000. Uniforms are approximately $225/person for a total
annual cost of $2,250-$3,375.
To ensure safe driving habits, compliance with policies, knowledge of the routes and schedules and
good customer service, quality employees must be retained. The current civil service list has a large
number of qualified, quality candidates who are supporting their families and enjoy and thrive in their
positions at The Jule, serving the public in general and specifically our passengers.
Much of the public perception and customer service progress that has been made in the past year has
come from having these quality drivers on staff and we need to retain those who make our system run
better rather than risk losing them.
If funded, this improvement package would support many of the City Council priorities including
appropriate city staffing levels and financially responsible city government. The cost to consistently train
new employees is higher than that of providing full-time benefits to quality existing employees.
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Related Cost: $6,336 — Tax Funds - Recurring
Property Tax Impact: +$.00281+.03%
Activity: Fixed Route/Minibus
Recommend — No
8 of 9
This decision package would provide funding for a computer tablet to be used for staff training and
paperless accident documentation. The Jule has been working over the past year to gather data using
WebQA with regard to complaints, compliments, bus stop location requests and route information
requests. The next step is to utilize WebQA for accident documentation and tracking including taking
and storing photos, GPS location of the accident, and FTA mandated post -accident drug testing
decision forms and exchange of information. A computer tablet would be used for training purposes,
public information tables or events which would provide an improved and more efficient process for
information tracking and dissemination.
This improvement request supports the Comprehensive Plan Goal 9.3: Encourage the use of data
processing technology and advances to improve service delivery and increase employee productivity
and many of the City Council goals and priorities by supporting efforts to increase community
knowledge of public transit routes, projects and initiatives.
Related Cost: $897 — Tax Funds — Non -Recurring
Related Cost: $480 — Tax Funds - Recurring
Total Cost: $1,377
Property Tax Impact: +$.0006/+.01%
Activity: Transit Administration
Recommend — No
9 of 9
This decision package would provide funding for additional training including Intercultural Competency
(10.5 hours for each new employee). The Jule maintenance level budget does not include the extra
employee hours required for mandatory and non -mandatory training. For any hour that a driver is in
training during the service day, their route must be covered by an additional driver. To provide bus
service and training simultaneously, additional driver hours are needed for new hires. The Jule
averages approximately 15 new hires each year due to retirements and other turnover.
If funded, this improvement package would support the City Council Goal of an inclusive community.
Related Cost: $3,375 — Tax Funds - Recurring
Property Tax Impact: +$.0015/+.01%
Activity: Bus Operations
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Recommend — Yes
Significant Line Items at Maintenance Level
(Without Recommended Improvement Package)
Employee Expense
1. The City wage plan for non -bargaining unit employees will not increase and bargaining unit
employees will receive a 2.25% wage increase in FY 2016.
2. The Iowa Public Employee Retirement System (IPERS) City contribution remains at 8.93% and
the employee contribution remains at 6.18% in FY 2016.
3. The City portion of health insurance expense is budgeted to decrease from $1,190 per month
per contract in FY 2015 to $1,040 per month per contract in FY 2016 (-$28,800).
4. Employee Physicals increased from $4,162 in FY 2015 to $5,670 in FY 2016 based on FY 2014
actual of $5,670.
5. Overtime remains at $17,973 in FY 2016. Overtime actual was $48,777 in FY 2014.
6. FY 2016 reflects a full year of health insurance coverage for four part-time bus operators and
the addition of four full-time bus operators. These changes were effective January 1, 2015 as
part of the Affordable Health Care Act (+$24,960).
7. The Nightrider route funding from ICAAP ends first quarter of FY 2016 and Midtown Loop &
Feeder route funding from ICAAP ends second quarter of FY 2016. This results in a reduction of
-1.90 FTE for Midtown Loop & Feeder and -1.17 FTE for Nightrider route.
Supplies & Services
8. Safety Related Supplies increased from $0 in FY 2015 to $1,000 in FY 2016 due to adding the
replacement of seatbelts for minibus.
9. Hand Tools increased from $0 in FY 2015 to $1,000 in FY 2016 to purchase a special tool that
checks and tightens lug nuts to prevent loss of tires while on the road.
10. Uniform Purchases increased from $9,275 in FY 2015 to $13,275 in FY 2016 which represents
uniforms for 59 drivers at $225 per driver.
11. Janitorial Supplies increased from $0 in FY 2015 to $1,084 in FY 2016 based on FY 2014 actual
of $1,289. This line item represents bus cleaning supplies.
12. Promotion increased from $3,000 in FY 2015 to $9,375 in FY 2016 based on FY 2014 actual of
$6,334 and awarded an Iowa Department of Transportation grant for promotion of the
Intermodal Facility for $7,500.
13. Conferences increased from $1,000 in FY 2015 to $5,020 in FY 2016 based on adding FTA
Regional required annual training for the Director (+$1,500); Smith Safety Recertification for the
Operations Supervisor and Driver Trainer (+$2,400); and Growing Sustainable Communities
Conference for the Director (+$120). These expenses are reimbursable at 80% from the Iowa
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Department of Transportation. Currently, conferences are part of the ECIA transit management
contract and ECIA submits the reimbursement requests.
14. Telephone increased from $2,723 in FY 2015 to $7,563 in FY 2016 based on FY 2014 actual of
$9,643.
15. Radio/Pager Fee increased from $1,824 in FY 2015 to $3,000 in FY 2016 based on the actual
cost of radios at $250 per month.
16. Rental of Space decreased from $9,600 in FY 2015 to $2,400 in FY 2016 based on the City
contribution of the Burlington Trailways lease ending September 2015 or when the Intermodal
Facility opens.
17. Diesel Fuel decreased from $381,027 in FY 2015 to $293,431 in FY 2016 based on the
Nightrider route ending October 1, 2015 and the Midtown Loop & Feeder route ending
December 31, 2015 (-$35,121) and the reduction in diesel fuel costs of 16%.
18. Motor Vehicle Maintenance decreased from $241,636 in FY 2015 to $226,502 in FY 2016
based on the Nightrider route ending October 1, 2015 and the Midtown Loop & Feeder route
ending December 31, 2015.
19. Motor Vehicle Maintenance Accident decreased from $107,812 in FY 2015 to $45,000 in FY
2016 based on FY 2014 actual and FY 2015 projected.
20. Motor Vehicle Maintenance Outsourced decreased from $84,538 in FY 2015 to $36,378 in FY
2016 based on based on FY 2014 actual and FY 2015 projected.
21. Software License increased from $42,980 in FY 2015 to $67,836 in FY 2016. The Jule
implemented an ITS solution for fixed -route and paratransit which serves as the data gathering
and distribution source for the service. This software is used for driver scheduling, creation of
routes, ride scheduling for minibus, public information, Google maps, MyRide passenger
information system, bus stop next arrival time texting, confirming bus arrival and departure times
and ridership and fare tracking. This software also includes the interior LED signage showing
route names and the annunciators that announce bus stops. Both the interior LED signage and
announcement functions are required by ADA. This system implementation was completed
November 2013 and funded by a State of Good Repair grant and in FY15, the annual
maintenance costs will become the responsibility of the City. The costs provided reflect those in
the contract for service.
Machinery & Equipment
22. Equipment replacement items at the maintenance level include ($25,249):
2011 Driver Shift Change Training Vehicle MV1 $22,500
Shop Equipment $ 599
Custodial Equipment $ 200
Plexiglass Panels $ 1,950
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Debt Service
23. FY 2016 debt service includes the following ($308,145):
2012A GO Borrowing Intermodal Facility $304,912 (LY 2031)
2014B GO Borrowing Roof Improvements $3,233 (LY 2034)
The debt service payments in FY 2016 are paid with Greater Downtown TIF.
Revenue
24. Revenue projections include:
a) Federal operating and capital assistance increased from $945,516 in FY 2015 to
$1,093,168 in FY 2016 and is based off the FTA assistance projected to be received in
FY 2015. Final FTA allocations for FY2016 should be received by March 2015;
b) State operating assistance increased from $211,111 in FY 2015 to $241,819 in FY 2016
based on FY 2015 revised. Final State allocations for FY2016 should be received by
mid-January 2015. The Iowa Department of Transportation awarded the Jule promotion
funding for the Intermodal. The total project cost is $9,375 and the grant will fund $7,500
with a required City match of $1,875;
c) Federal pass-thru grant decreased from $711,159 in FY 2015 to $280,368 in FY 2016
due to Nightrider route grant ending after first quarter FY 2016 and Midtown Loop and
Feeder route grant ending after second quarter FY 2016.
d) Mini bus passenger fares increased from $49,002 in FY 2015 to $137,587 in FY 2016
based on FY 2015 first quarter plus 3% and an increase of $1.00 for minibus disabled
fares which was approved as part of the FY 2015 budget. The estimated increase in
minibus fares was $124,484 in FY 2015; however since the first minibus fare increase in
FY 2015, there have been passengers that have switched from minibus to fixed route
because of the cost increase, this trend is expected to continue with the next $1.00
increase for minibus disabled fares. When passengers switch from minibus to fixed -
route, fewer driver hours and vehicle miles are required. Since fall 2014, minibus service
has been reduced consistently by 8 hours/week and approximately 140 miles/week due t
reduced demand on Tuesdays and Thursdays.
e) Bus passenger fares increased from $187,625 in FY 2015 to $216,315 in FY 2016
based on FY 2015 first quarter and Nightrider route ending first quarter FY 2016 and
Midtown Loop and Feeder route ending second quarter FY 2016. Fiscal Year 2014
actual passenger fare revenue was $147,971;
f) Advertising Revenue decreased from $75,000 in FY 2015 to $40,000 in FY 2016 based
on reduced demand and fewer contracts; and
g) Reimbursements from the Greater Downtown TIF ($134,704) for the downtown parking
shuttle remain unchanged.
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h) Revenue for training fellowships at 80% for transit staff "conferences" (line #12) was
included in State Aid Operating. This is an increase of $4,880. These funds are only
available on a reimbursement basis, so if conferences are not attended, these funds are
not received.
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a regional response to local needs
TO: Mike VanMilligen, City Manager
FROM: Kelley Deutmeyer, ECIA Executive Director
CC: Candace Eudaley, Jule Director of Transit
Maurice Jones, Economic Development Director
Lisa Weinhold, ECIA Director of Finance and Human Resources
RE: Transit Progress Summary and ECIA Contract Renewal
DATE: November 20, 2014
PURPOSE
This memo provides a history and progress summary for the Transit Division over the five years of
ECIA's management from July 1, 2010 to present including increased revenue, grants awarded,
ridership, partnerships, accidents, and changes in training procedures.
BACKGROUND
ECIA began managing the Jule on July 1, 2010. The contract was for one year with the option to
renew for four additional years. The contract is due to end June 30, 2015. ECIA is proud of the
progress and the transformation the Jule has experienced over this past five years under our
management. Below is a summary of the significant milestones in the past five years.
Entire New Fleet with Technology and Rebranding
The City of Dubuque was awarded $2.3 million from a State of Good Repair grant in the summer of
2010 to replace the entire Jule fleet. Additional points were given to grant applicants if they
partnered with other transit providers in the region. The City partnered with the Dubuque
Community School District and the Delaware, Jackson and Dubuque Regional Transit Authority.
The City also received a Clean Fuels grant and was awarded $1.5 million. Combining both grants,
the City was awarded over $3.8 million dollars for fleet replacement and related Intelligent
Transportation Systems (ITS) technologies. The ITS related technologies include such things as
electronic fare boxes, automated vehicle announcement systems, security cameras for the fixed
and minibuses, updated scheduling software, automated vehicle locators for the fixed route and
minibuses as well as mobile data terminals for all the minibuses.
With the new fleet, came the rebranding. ECIA with City staff went through a public outreach and
input process to rebrand and rename the City transit system. The Jule was the selected name.
•
1 Dubuque Metropolitan Area Transportation Study 1 Eastern Iowa Development Corporation 1
1 Eastern Iowa Regional Utility Services System 1 Eastern Iowa Regional Housing Authority 1 ECIA Business Growth, Inc.
Region 1 Employment and Training 1 ECIA Regional Planning Affiliation 1 Region 8 Regional Transit Authority
1 7600 Commerce Park, Dubuque, IA'J2 1 www.ecia.org 1 eciaCecia.org
1 563.556.4166 1 Iowa only: 800.942.4648 f relay Iowa 800.735.2943 1 f: 563.556.0348 1
Additionally, ECIA staff created a bus wrap advertisement program for the Jule to generate revenue
for the City versus contracting with a vendor for outdated billboard advertising and receiving only
partial revenues for the advertising program. The bus wrap advertising program has been
successful and in its first year generated over $70,000 in revenue for the Jule transit system.
Ridership
The Jule underwent a system redesign in January 2014 due to an Iowa Clean Air Attainment
Program (ICAAP) Grant resulting in dramatic increases in ridership each month. These route
changes resulted in shortened ride times, increased coverage, and extended hours; many trip times
were reduced by more than half. Average monthly fixed -route ridership prior to the reconfiguration
was 28,138 while fixed route ridership after the reconfiguration has averaged 32,726, an increase of
14% per month. The new Express route is currently the most popular route in the system with
others that were added during the reconfiguration also performing very well. A visual of the ridership
by route from January to August is below.
35,000 -
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This year's increases built on previous years' success; transit ridership in Dubuque has increased
from 373,376 to 478,370, over 100,000 rides or 28 percent in the past five years. Fifty thousand
of these rides came between FY2011 and FY2012, during the first round of the Smarter Travel pilot
study, and over 30,000 rides came between FY2013 and FY2014, after The Jule's routes were
restructured. The Nightrider and college partnership have also been integral to these increases
with over 36,379 daytime and Nightrider rides to college students since September 2012. Total
FY2010-FY2014 ridership is shown below. It is also important to note that the majority of ridership
growth is in the fixed -route system which has a lower cost per ride.
* Free rides were provided to regular users for participating in the Smarter Travel Study
Revenue
A fare increase was analyzed, proposed and enacted for FY2015. In the first quarter of FY2015,
fare revenue was $31,132 higher than the first quarter of FY2014. This was the first fare increase
realized since the mid 1980's.
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FY2010
FY2011
FY2012*
FY2013
FY2014
Ridership
373,376
397,584
440,252
444,991
478,370
* Free rides were provided to regular users for participating in the Smarter Travel Study
Revenue
A fare increase was analyzed, proposed and enacted for FY2015. In the first quarter of FY2015,
fare revenue was $31,132 higher than the first quarter of FY2014. This was the first fare increase
realized since the mid 1980's.
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■
Combined FTA and STA operating funding to the city of Dubuque increased by 42% from FY2011
to FY2014. This amount is determined by ridership, miles, hours and fare revenue and Zags behind
approximately 2 years from the ridership increase to the date the additional funding is realized.
FY2014
FY2015
FY2013
FY2014
Fixed Route
Paratransit
Total
Fuced Route
Paratransit
Total
Difference
July
$11,041
$4,333
$15,373
$16,635
$6,698
$23,334
$7,961
August
$12,232
$3,833
$16,064
$24,308
$5,697
$30,005
$13,941
September
$10,844
$4,148
$14,992
$17,320
$6,893
$24,213
$9,221
Total
$31,132
Combined FTA and STA operating funding to the city of Dubuque increased by 42% from FY2011
to FY2014. This amount is determined by ridership, miles, hours and fare revenue and Zags behind
approximately 2 years from the ridership increase to the date the additional funding is realized.
Over the past four years, the amount of property tax support has remained relatively constant, but
the proportion of the budget covered by the property tax support has been reduced due to
increases in federal and state allocations, successful discretionary grant applications, advertising,
fares and partnership revenue.
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
27%
FY2011 FY2012 FY2013 FY2014
Property Tax Support
Partnerships
■ Discretionary Grants
■ Advertising
■ Farc Revenue
■ STA
■ I - IA
Grants
ECIA has worked diligently over the past five years to secure additional revenue sources and grant
funding for the Jule. The total grant funding in five years has exceeded $14.8 million. Below is a list
of the grants secured since June, 2010.
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FY2011
FY2012
FY2013
FY2014
Difference
FTA
$781,774
$884,015
$945,576
$1,115,479
STA
$164,231
$195,440
$212,925
$229,283
Total
$946,005
$1,079,455
$1,158,501
$1,344,762
$398,757
Over the past four years, the amount of property tax support has remained relatively constant, but
the proportion of the budget covered by the property tax support has been reduced due to
increases in federal and state allocations, successful discretionary grant applications, advertising,
fares and partnership revenue.
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
27%
FY2011 FY2012 FY2013 FY2014
Property Tax Support
Partnerships
■ Discretionary Grants
■ Advertising
■ Farc Revenue
■ STA
■ I - IA
Grants
ECIA has worked diligently over the past five years to secure additional revenue sources and grant
funding for the Jule. The total grant funding in five years has exceeded $14.8 million. Below is a list
of the grants secured since June, 2010.
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Grant
Amount of Grant
Type
State of Good Repair --Bus replacement and
ITS
$ 2,303,306.00
Capital
Clean Fuels Grant --Bus replacement
$ 1,500,000.00
Capital
InnerCity Bus Grant — State of Iowa Grant
$ 199496.00
Capital
For BSF
ICAAP - ARC Transfer Center
$ 298,357.00
Capital
ICAAP - Jule Route Reconfiguration and IBM
Smarter Travel
$ 135,200.00
Operating
1st year
Nightrider
ICAAP - Nightrider
$ 167,651.00
Operating
2nd year
Nightrider
ICAAP - Shopping Circulator
$ 225,907.00
Operating
PTIG- Roof & Sprinkler Repair
$ 257,800.00
Capital
State of Iowa Mobility Coordinator Grant—
Three year grant
$ 281,653.00
Staffing
State of Good Repair --Intermodal Facility
(Design)
$ 237,500.00
Capital
State of Good Repair - Intermodal
Facility/Bus Storage Facility
$ 8,000,000.00
Capital
ICAAP Grant to DMATS for Smarter Travel
Project with IBM
$ 1,050,000.00
Operating/
Research
Smarter
Travel
TOTAL
$ 14,855,766.00
Partnerships
The Jule has actively sought out and implemented partnerships in the community including the
following:
• Loras College, Clarke University, University of Dubuque: Route development and joint
funding of the Nightrider
• Project Concern: implementation of a discount bus pass purchase program for all non -profits
serving low income citizens (Project Pass)
• Every Child Every Promise/Dubuque Community School District: Free youth transportation
• Greater Dubuque Development Corporation: Workforce focused service in Dubuque
Industrial Center West based on employer needs and shifts
• Area Residential Care: JFK Circle Transfer construction project
• Loras College Off -campus Workstudy: JuleCorps on -bus mentoring program focused on
after school behavior concerns
In addition to the community partnerships, ECIA staff have worked diligently to develop strong
partnerships with the Federal Transit Administration staff in the Kanas City regional office as well as
with Iowa Department of Transportation Public Transit staff. In this past year, ECIA has invested in
sending the Transportation Director to the three weeks of FTA procurement training and now has a
fully trained procurement officer on staff for to provide oversight of all large federal procurements.
IBM Smarter Travel Project
In 2010 IBM partnered with City of Dubuque and DMATS to create a Smarter Travel Project. The
goal of this project is to create route optimization for Jule transit. The Route Optimization
component aims to utilize the systems, algorithms and analytics developed by IBM Researchers in
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combination with real-time origin, destination data gathered through smartphone and Radio
Frequency Identification Device (RFID) technology. The project is designed to study people
movement, analyze transit and transportation systems challenges in Dubuque, and improve and
optimize their operations. As part of the project scope, IBM will evaluate transit and transportation
use to develop recommended changes, continue to gather data, analyze it, revise and refine the
demand estimates, and revise the optimization recommendations based on the long term data
gathered before and during the implementation phase of the project.
In 2011 Iowa DOT awarded $1,607,000 million in ICAAP funding to DMATS for the Smarter Travel
Project. The approved grant budget included $1 million for the IBM contract. ICAAP funding is an
80% State grant and 20% local match commitment. The Smarter Travel project includes three
components, each relying on the others to provide a comprehensive approach to transforming
Dubuque's transit system with the goal of increasing ridership and reducing emissions. These
components include: (1) Smart Travel data collection, (2) Data analysis & route optimization, and
(3) Implementation of the "Midtown Loop" and "Nightrider" pilot routes. This unique three -pronged
approach addresses current riders and the way they use transit, while considering the needs of
choice riders.
ECIA staff have worked diligently since 2010 to keep this project moving forward and to negotiate a
contract with the Federal Transit Administration (FTA), Federal Highway Administration (FHWA),
Iowa Department of Transportation (IADOT) and IBM. In July 2014, the contract was finally
executed and the project has been kicked off. Chandra Ravada is the lead on the project with IBM
with support from Kelley Deutmeyer and Candace Eudaley. The synergy and momentum that has
been created with our team is critical to adhering to the project scope and meeting the required
benchmarks of the contract with IADOT.
Training Procedures
Accidents are costly, detrimental to the perception of public transit and the city of Dubuque, and
negatively impact the travel of passengers on board during the event. Accident reduction is a high
priority. Training, managing and providing an appropriate level of oversight is becoming more
difficult as the number of employees has increased.
Driver training became a major focus in FY14. To address repeat offenders and focus on core
driving skills, a 4 -hour post -accident ride -a -long with the driver trainer was initiated for any at -fault
accident. A consistent, progressive discipline policy for accidents, speeding or other dangerous
driving activity has also been instituted in coordination with the personnel department.
Due to the Affordable Healthcare Act and hours cap being changed from 1715 to 1500, in addition
to increases in service (Nightrider, Express, Shopping Circulator), a large number of additional
drivers have been hired and require training. To address both the shortage of applicants with their
CDLs and safety and accident concerns, a part-time driver trainer was hired through ECIA's
management contract in late summer 2013 to train newly hired drivers for their CDLs and conduct
post -accident re-training.
Since the trainer was hired, 14 drivers have joined the Jule that did not previously have their CDL
and all successfully completed the test on their first attempt; 7 drivers have started who had their
CDL but were trained on Jule policies and vehicles; and 11 drivers received retraining following an
at -fault accident. The number of new drivers hired with no commercial driving experience and the
total number of new drivers hired during FY14 was higher than in previous years. With this large
influx of inexperienced drivers, the number of accidents would have been expected to increase.
That was not the case. Only one of the drivers who received training from the driver trainer has
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been involved in an accident. The added focus on training and safety and spending sufficient time
upfront with each new driver has had a positive impact on overall safety, passenger and public
complaints, and accidents.
To continue this focus on safety and accident prevention, Operations Supervisor, Jodi Johnson, and
Driver Trainer, Will Frye, attended SMITH training in June 2014 funded through IDOT fellowships.
The Smith System (used by UPS, New York MTA, FedEx and others) is a training system based on
the premise that most collisions are preventable if the right driving habits are learned, practiced and
applied consistently. The SMITH System focuses on the 5 Keys that are reiterated throughout all of
its classroom style training modules and on -road training:
1. Aim High in Steering
2. Get the Big Picture
3. Keep Your Eyes Moving
4. Leave Yourself an Out
5. Make Sure They See You
By implementing these 5 keys, bus operators have more space for the vehicle, better visibility for
the driver and more time to make decisions.
All Jule drivers are being trained, classroom style and on -road, and evaluated based on the SMITH
model. The training has been well-received and has provided a much needed framework for
consistent training and retraining for all Jule employees. SMITH training materials will be a minimal
ongoing expense, but are covered at 80% reimbursement from the Iowa DOT training fund.
Accidents
The following chart provides the number of accidents, number of at -fault accidents, total accident
expenses, total vehicle miles and number of drivers for Fiscal Year 2011-2014.
Prior to FY13, accident costs were not tracked separately from routine maintenance, but from FY13
to 14, there was a reduction in accident costs. In FY11 and 12, at fault was not tracked, so the "at -
fault" number is an estimate based on review of old accident reports. Beginning in FY14, Jule staff
have begun saving this information in a database and document the outcome of accidents
immediately which provides more accurate reporting and is likely the reason for the larger
percentage of accidents recorded at -fault. The accidents in FY14 were smaller in nature with most
being minor vehicle damage, clipped mirror or scuffed bumpers as opposed to larger more serious
moving accidents (ex. rear -ending vehicles). The amount of service in miles and hours has also
increased from FY11-FY14, resulting in fewer accidents per mile and hour of service.
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FY2011
FY2012
FY2013
FY2014
Accidents
31
33
30
26
At -Fault
26
24
23
22
Internal Accident Expenses
Not tracked
Not tracked
$17,323
$10,495
Total Vehicle Miles
543,417
577,649
608,981
686,728
Miles/accident
17,529
17,504
20,299
26,412
Number of Full Time Drivers
4
4
4
4
Number of Part -Time Drivers
33
37
49
55
Prior to FY13, accident costs were not tracked separately from routine maintenance, but from FY13
to 14, there was a reduction in accident costs. In FY11 and 12, at fault was not tracked, so the "at -
fault" number is an estimate based on review of old accident reports. Beginning in FY14, Jule staff
have begun saving this information in a database and document the outcome of accidents
immediately which provides more accurate reporting and is likely the reason for the larger
percentage of accidents recorded at -fault. The accidents in FY14 were smaller in nature with most
being minor vehicle damage, clipped mirror or scuffed bumpers as opposed to larger more serious
moving accidents (ex. rear -ending vehicles). The amount of service in miles and hours has also
increased from FY11-FY14, resulting in fewer accidents per mile and hour of service.
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DISCUSSION
ECIA has appreciated the challenge and the partnership in managing the Jule transit system over
the past five years. We take great pride in the successes mentioned above and have the desire to
continue this momentum. However, we realize that the system is not the same transit system we
assumed five years ago. Many long hours have been put in by various staff to achieve everything
we have done in the past five years. As we look to the next five years, it is our desire to maintain
the system in the transformed state it is today and to continue this momentum but to continue to
improve on training and safety practices. It is important we maintain the integrity of the system and
the equipment.
However, we realize that due to budget restrictions, it is important to analyze our staffing plan as we
propose a contract renewal and provide you with a plan that is both realistic for the future of the
system but cost effective and efficient for the City. I have provided a separate memo reviewing
current staffing and proposed staffing levels and positions.
ACTION
ECIA is requesting a contract renewal for an additional five years beginning July 1, 2015 through
June 30, 2020 with an amended staffing plan. We respectfully request your consideration.
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a regional response to local needs
TO:
FROM: Kelley Deutmeyer, ECIA Executive Director
Mike VanMilligen, City Manager
CC: Maurice Jones, Economic Development Director
Candace Eudaley, Jule Director of Transit
Lisa Weinhold, ECIA Director of Finance and Human Resources
SUBJECT: ECIA Jule contract renewal with an updated staffing plan
DATE: November 20, 2014
BACKGROUND
ECIA began managing the Jule transit system for the City of Dubuque in July, 2010. The contract was
for one year with the option to renew for an additional four years. Currently ECIA is finishing its fifth
year of management. The contract is expiring on June 30, 2015. ECIA is requesting the contract be
renewed for an additional five years beginning July 1, 2015.
DISCUSSION
ECIA prides itself on providing quality staff and our ability to work as a team creating partnerships to
accomplish the most advantageous outcome for our member governments. ECIA is very proud of its
accomplishments over the past five years with the Jule. Through the course of our management,
ECIA has been able to transform The Jule transit system by: rebranding the entire system; working
with a City staff team to secure more than $13.8 million in grant funding for new buses, new Intelligent
Transportation System (ITS) technology, improvements to the existing Jule facility, the Intermodal
Center and a new Bus Storage Facility; revamped and restructured the route system; increased
ridership by more than 28%; increased fares; created a bus wrap advertising program; and have
secured funding and are in the process of implementing the IBM Smarter Travel Project.
The changes that have occurred over the life of the contract are due to the efforts of the entire ECIA
team in cooperation with City of Dubuque staff. One or two people cannot be credited with this
transformation but it has been the collaborative work of many people.
ECIA's staffing plan was designed when the initial contract was executed in 2010 and since that time
staffing needs have evolved and changed. The system is not the same as it was five years ago and
therefore staffing demands are not the same. As we project out for the next five years, we realize that
there are budget constraints but maintaining strong management and good leadership is important to
the continued success of the system. Therefore I have developed scenarios for you to consider
related to staffing the Jule over the next five years.
•
1 Dubuque Metropolitan Area Transportation Study 1 Eastern Iowa Development Corporation 1
1 Eastern Iowa Regional Utility Services System 1 Eastern Iowa Regional Housing Authority 1 ECIA Business Growth, Inc. 1
Region 1 Employment and Training 1 ECIA Regional Planning Affiliation 1 Region 8 Regional Transit Authority
1 7600 Commerce Park, Dubuque, IA 4219p2 1 www.ecia.org 1 eciaCecia.org
1 563.556.4166 1 Iowa only: 800.942.4648 f Relay Iowa 800.735.2943 1 f: 563.556.0348 1
Option 1 — Maintain the current operating structure and staffing plan
This option maintains all responsibilities under the current contract but increases the driver trainer to
20 hours per week from the current 13 to 15 hours a week and supports our continued emphasis on
safety and driver training. The current staff assigned to the Jule contract and their responsibilities are
as follows:
➢ Full-time Jule Director of Transit — The Director is the main point of contact for the City
Economic Development staff and all City Departments. Reports to the Transit Advisory Board
and ECIA Executive Director. Operates the transit system in compliance with all applicable
federal, state and local regulations. Prepare and administer all federal, state and local grants
and reports. Perform all budgeting, accounting, and financial functions required by the City
Budget and Finance Departments. Ensures compliance with all applicable environmental and
occupational safety and health laws and regulations. Develops public and private partnerships
that enhance the transit system. Main point of contact for the FTA and IADOT. Ensures
compliance with all reporting requirements. Ensures safety of employees and the transit
equipment. Coordinates with key stakeholders in the community to seek options to improve the
Jule Transit System.
➢ Full-time Transit Operations Supervisor — Responsible for overseeing the daily operations,
maintenance and employment of the Jule Transit System. Plans, supervises, and coordinates
the activities of the Jule Transit Operations. Reports to the Jule Transit Director. Responsible
for controlling the quality of service delivery to Jule customers, monitoring bus operators
adherence to Jule policies, ensuring adequate personnel for successful pullouts and oversight
of all on street operations. Ensures customer satisfaction with service provided and interacts
with the general public and answers all inquiries. Assists or dispatches relief to bus operators
in event of breakdowns, route delays, road closures and hazards. Oversees compliance with
safety regulations both on site and on the road. Oversees all driver scheduling and run picks
and maintains the scheduling records related to the hours cap and the Affordable Healthcare
Act. Investigates collision and passenger accidents, customer service reports, security reports
and vandalism reports. Follows established investigation techniques and files reports.
➢ 50% FTE Part-time Driver Trainer/Assistant (13-15 hours/week currently and with the
contract renewal would increase the hours to 20 hour/week for FY16) - Assists with driver
interviews; conducts all new driver training including CDL training and route training; Monitors
safety, route performance, customer service, site inspections and road (Bus Operator)
observations. With the contract renewal and maintaining the contract at the current level, I am
proposing to increase the driver trainer to 20 hours per week at no additional cost to expand
the work in the area of driver safety and training.
➢ 50% FTE Part-time Finance Clerk (20 hours/week) — Responsible for tracking all ticket sales;
deliver tickets to the various outlets and act as the point of contact for all tickets. Creates
purchase orders for all invoices and submits all invoices for payment to City Finance
Department. Collects, counts and deposits all money from the Mini Bus drivers, balances and
deposits funds daily. Process all timecards for drivers and dispatchers on a daily basis and
submits payroll to the City Finance Department biweekly. Tracks and monitor hours worked
and paid for all drivers related to the Affordable Health Care Act and the driver hours cap.
Tracks tire changes on the fixed route buses and submits report to Goodyear. Creates
invoices monthly for bus wrap advertising. Maintains personnel files at the Jule.
➢ 10% FTE Part-time Supportive Services Manager (avg. 4 hours/week) - Provides backup
for Jule payroll processing and daily deposits providing for a separation of duties. Processes
Jule payroll every other payroll. Prepares minutes and provide support for the Transit Advisory
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Board and the Jule Labor Management committee. Assists as needed with Jule Bus Wrap
Advertising.
➢ 10% FTE Executive Director (avg. 4 hours/week) - Responsible for overseeing and
managing the overall contract with the City for managing the Jule Transit system. Manages
ECIA staff responsible for the staffing the Jule contract. Additional point of contact for the City
Economic Development Director with the Jule Director of Transit. Assist with the annual
budget process, all personnel decisions, grant writing and administration and all special
projects including the IBM Smarter Travel Project, Intermodal Facility and the Bus Storage
Facility. Assist the Director of Transit with Triennial Review process and in ensure compliance
with all FTA and IADOT guidelines. Assists as needed with community outreach and
partnership development. Assists with preparing reports for the Economic Development
Director, City Manager and City Council.
➢ 5% FTE Director of Finance (avg. 2 hours/week) — Responsible for overseeing the finance
and personnel activities of the Finance Clerk and Administrative Assistant. Responsible for
ensuring compliance with the Affordable Health Care hours cap and the general hours cap
Including reviewing monthly reports and signing off on compliance.
➢ 5% FTE Grants and Development Coordinator (avg. 2 hours/week) — Assists with all
marketing and outreach activities including route map design, brochure design, advertisement
design. Assists with all grant writing activities.
➢ Transit Intern (part-time school year as needed with full-time summer hours) — Assists
Transit Operations Supervisor and Dispatch with filing, dispatch, and miscellaneous duties as
assigned.
➢ IT Specialist (as needed) — Oversees the Google Transit and assists with updates as routes
are modified and updated. Available to assist City IT with Routematch and onboard vehicle
technology.
Benefits: The team concept provides for support staff as needed and financial internal controls with
separation of responsibilities and allows for adequate coverage during staff absences. The
collaboration that has been critical with the ECIA transportation department for the larger projects such
as the Intermodal, Bus Storage Facility, and the IBM Smart Travel Project remains intact as well as the
collaboration with the rural transit system with ECIA managing both systems.
Cost: Contract will remain at its current FY15 rate for FY16 with the annual increase tied to the City of
Dubuque's budget adopted cost of living increase for salaried staff annually for the following four fiscal
years. Therefore, if the cost of living increase for salary staff is 1% in FY17, the ECIA contract would
increase by 1%. If there is no adopted increase, the contract would remain flat. The current FY'15
annual contract rate is $353,421.00.
Option 2 — City absorbs the finance and clerical responsibilities in-house
This option limits the staff to the Jule Director of Transit, the Operations Supervisor and the Driver
Trainer/Assistant but they maintain their current responsibilities. The Driver Trainer/Assistant in this
option is full-time at 40 hours per week and supports our continued emphasis on safety and driver
training. The finance and support staff responsibilities that ECIA currently provides staff for with the
Finance Clerk, Supportive Services Manager, Executive Assistant, and Grants and Development
Coordinator would revert to the City staff and be taken in-house at the City. The staff assigned to the
Jule contract and their responsibilities under Option 2 are as follows:
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ECIA Staff proposed with same responsibilities as outlined above in Option 1:
➢ Full-time Jule Director of Transit
➢ Full-time Transit Operations Supervisor
➢ Full-time Driver Trainer/Assistant (40 hours/week)
➢ Part-time Transit Intern
➢ Executive Director (10% FTE 4 hours/week)
Responsibilities to be assumed in-house by the City as outlined in Option 1:
➢ Finance Clerk
➢ Supportive Services Manager
➢ Director of Finance
➢ Manager Grants and Development Coordinator
➢ IT Specialist
Benefits: Management remains constant in this scenario similar to the existing staffing plan except the
finance responsibilities, supportive administrative responsibilities, grant writing and assistance with IT
related work is shifted in-house to City staff allowing for ECIA staff to focus on all operations and
general management. By shifting the financial and administrative responsibilities to the City, ECIA is
able to hire the Driver Trainer/Assistant on a full-time basis to concentrate on safety, driver training and
to assist with tracking bus maintenance. This also fills the gap from the loss of the Mobility
Coordinator in FY15. The collaboration that has been critical with the ECIA transportation department
for the larger projects such as the Intermodal, Bus Storage Facility, and the IBM Smart Travel Project
remains intact as well as the collaboration with the rural transit system with ECIA managing both
systems.
Cost: Contract will remain at its current FY15 rate for FY16 with the annual increase tied to the City of
Dubuque's budget adopted cost of living increase for salaried staff annually for the following four fiscal
years. Therefore, if the cost of living increase for salary staff is 1% in FY17, the ECIA contract would
increase by 1 %. If there is no adopted increase, the contract would remain flat.
FINANCIAL
The current FY15 contract total is $353,421. I am proposing a flat contract for FY16 and increases
tied directly to City cost of living increases in the four subsequent years with either option 1 or option 2.
The difference in the two scenarios is the staffing plan.
RECOMMENDATION/ACTION STEP
We respectfully request the City to renew the ECIA Jule Management Contract July 1, 2015 for a
period of five years maintaining the excellent partnership and continuing the momentum that has been
built in improving transit in Dubuque, Iowa. Thank you for your consideration. I look forward to further
discussing the contract on December 2, 2014.
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THE CITY OF
Di15U1
Masterpiece on the Mississippi
TO: Mike Van Milligen, City Manager
FROM: Candace Eudaley, Director of Transit Operations
Jodi Johnson, Transit Operations Supervisor
CC: Maurice Jones, Economic Development Director
Jenny Larson, Budget Director
RE: Proposed Route Cuts for FY16
DATE: December 12, 2014
PURPOSE
To discuss the opportunity to review routes and schedules in coordination with the opening of the Intermodal
Center in August 2015. Many routes and bus stops will be impacted by the transition from the 6th & Iowa St
Transfer to the Intermodal as the downtown hub, making the opening of the Intermodal an ideal time to make
other adjustments to the transit system routes and bus stops.
The structure of the system that was developed in January 2014, has served passengers well and should be
maintained to continue to provide short ride times and reduce wait times at the transfer locations. The
information contained in this proposal maintains the hub and spoke structure, but reviews individual routes
through detailed analysis of bus routes, frequency, hours of service, trip length and times of day to limit
negative impacts to all passengers, but especially those with disabilities, low income and elderly individuals.
BACKGROUND
The Jule underwent a system redesign in January 2014 resulting in dramatic increases in ridership each
month. These route changes resulted in shortened ride times, increased coverage, and extended hours; many
trip times were reduced by more than half. Average monthly fixed -route ridership prior to the reconfiguration
was 28,138 while fixed route ridership after the reconfiguration has averaged 32,726, an increase of 14% per
month. A visual of the ridership by route from January to November is below.
If
50,000 - Ogb Lg
,'1
40,000 $y, ' 29yyo �3` ` �3a �s,
30,000 'L ., 1'A' 1,1,153.1.0.,0' a9°9 6g%i gp
20,000 iru— ti �q„ � 1C.
1'f' N.C31P c,Cil-C. , 44S" g9ti0 ���$ ����
10,000 ' . - -
0
r ` aec �� 0 yr ,,ca 44 e 6e4. mace 0, cc.,;., c'.
°� �a c�o`�K e�� She �o �`e '41' k;
Qt cc` r �`°
e�° y dei" �i�' .� a5\ �r 'b ti' Jc occ y`' •ice eti 4& �, ��t
A. cue oQQe c. , roQ� roc <9la cy QST Y" �� `c�! ekry rr� ' Qo eti
<41' Ocw ey'i y ` y•,9 y'- ceay" eti C.+ C� P�\e 0. Oc ae• ec'ti Ocac,
4e" Q`C`s 00 C7 4r'� OS'
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The new Express route is currently the most popular route in the system, with many new service area routes
also performing well. The Summer Trolley, Orange 2 Fremont, Red 2 Key West, and Green 2 Port/Schmitt
have not performed well and have been analyzed for peak usage periods and recommended for consolidation
with other system routes.
The Summer Trolley service reduction was proposed during the budget process from daily service to
Saturdays only for an annual savings of $36,066.
DISCUSSION
The Orange 2 Fremont, Red 2 Key West, and Green 2 Port/Schmitt have not performed well and have been
analyzed for peak usage periods and are recommended for consolidation with other system routes.
The Orange 2 Fremont and Red 2 Key West routes are recommended for alternate hour service and to be
paired with an existing hourly service route. The schedule below is not official and has not been timed, but
provides an example of how the service would operate. Not all bus stops for each route are shown in the table.
Times for each alternate hour route are based on ridership from January to November 2014 as well as
business hours for organizations located at the major bus stops along the routes.
Fremont (odd hour service)
Key West (even hour service)
Lake Ridge
Washington
Delhi
Transfer
Plaza 20
& Cedar
Cross
Wartburg
College
Delhi
Transfer
Middle
School
DMV
KeyWest
S Grandview
Delhi
7:30
7:35 AM
7:40 AM
7:48 AM
8:00
*-*
*-*
*-*
*-*
*-*
*-*
*-*
8:30
8:35 AM
8:44 AM
8:50 AM
9:00
9:30
9:35 AM
9:40 AM
9:48 AM
10:00
*-*
*-*
*-*
*-*
*-*
*-*
*-*
10:30
10:35 AM
10:44 AM
10:50 AM
11:00
11:30
11:35 AM
11:40 AM
11:48 AM
12:00
*-*
*-*
*-*
*-*
*-*
*-*
*-*
12:30
12:35 PM
12:44 PM
12:50 PM
1:00
1:30
1:35 PM
1:40 PM
1:48 PM
2:00
*-*
*-*
*-*
*-*
*-*
*-*
*-*
2:30
2:35 PM
2:44 PM
2:50 PM
3:00
3:30
3:35 PM
3:40 PM
3:48 PM
4:00
*-*
*-*
*-*
*-*
*-*
*-*
*-*
4:30
4:35 PM
4:44 PM
4:50 PM
5:00
The Grey 1 Loras Mercy, White 2 Library YMCA, White 1 Kane, Grey 2 Hillcrest will be reconfigured to provide
more consistent service to Medical Associates East Campus and will incorporate hourly service to HyVee
South Locust, the most popular bus stop on the former Red 2 Key West route. High ridership stops on the
Green 2 Port/Schmitt will be divided between the Pinkl Point (Schmitt) and the new configuration of the Grey
and White routes. Tentative schedules for these changes are not completed.
With these changes, ridership and fare revenue on the Fremont and Key West routes may be reduced.
A service reduction of this nature will require a public hearing. The alternate hour service concept for these
routes has been discussed with the Transit Advisory Board and was well received.
FINANCIAL
Transitioning to alternate hour service to Fremont and Key West in addition to reconfiguring the Grey and
White routes while incorporating the Green 2 Port/Schmitt stops will result in one fewer bus on the road each
day. This reduction in driver hours and vehicle miles is based on 10.5 hours of weekday service and 9.5 hours
of Saturday service being removed. Mileage calculations are based on the average mileage of the impacted
routes during Q1 FY14. This savings is for 10 months, from September through June. Ridership and
passenger fares are expected to decrease slightly due to the reduced frequency to Key West and Fremont.
Funds will be required to reprint route brochures and provide flyers and notices to passengers. This reduction
in fare revenue and cost of brochures are included in the calculations on the following page.
-119-
August 2015 to June 2016
Revenue
Miles
Revenue
Hours
Hourly Rate
Fringe,
Direct
Other Direct
Cost
Total
Expense
Route Expense
Bus Operator (Part -Time)
3,142
$17.45
$3.29
$0.00
$65,158.17
Fuel (2.84/gallon; 3.5mpg)
37,148
$30,142.95
$30,142.95
Maintenance (0.55/mile)
$20,431.40
$20,431.40
Route Cost Subtotal:
$115, 732.52
Passenger Fares
$4,689 00
Operating Cost Reduction
$111,043.52
Communication Expense
Updated brochures, bus flyers, posters, cards
$4,116.00
Net Savings
$106,927.52
RECOMMENDATION
It is recommended that these route changes take effect in coordination with the opening of the Intermodal
Terminal in fall 2015 as additional changes to all routes will be required.
It is also recommended that the public hearing be held in late spring in conjunction with the public hearing for
the reduced summer trolley service to allow transit staff to time the routes and prepare final schedules for the
hearing.
-120-
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
Transit Division
Administration
and Operations
Bus Operations.
Expenditures and Resources by Department and Category
Bus
Maintenance
Budget Highlights
FY 2013/14
Actual
FY 2014/15
Adopted
FY 2014/15
Amended
FY 2015/16
Recomm'd
% Change
from Adopted
FY 2014/15
Employee Expense
Supplies and Services
Machinery and Equipment
Total
Resources
FTA Operating
FTA Capital Maintenance Grant
State Operating Assisting
Federal Pass-Thru Grant
Advertising Fees
Mini Bus Passenger Fares
Contract Transit Services
Fixed Route Passenger Fares
Greater Downtown TIF
Damage Claims/Miscellaneous
Total Resources
Debt on Intermodal Facility Paid
with Greater Downtown TIF
Total Non -Property Tax Debt
Transit Levy
Incr. (Uecr.) in I ransit I-und Lal.
Property Tax Support
Percent Increase (Decrease)
1,844,617
1,419,124
33,567
3,297,308
1,107,768
229,283
536,758
70,734
50,728
202
147,971
134,704
46,057
2,324,205
308,112
308,112
833,302
(139,801)
833,302
Personnel - Authorized FTE 36.45
1,959,578
1,514,093
5,283
3,478,954
1,953,563
1,547,981
5,283
3,506,827
850,966 850,966
94,550 94,550
211,111 211,111
711,159 899,886
75,000 75,000
49,002 49,002
250 250
272,210 272,210
134,704 134,704
34,054 34,054
2,433,006 2,621,733
304,013 304,013
304,013 304,013
1,086,080 1,086,080
40,132 200,986
1,086,080 1,086,080
-121-
38.33
2,295, 950
1,045, 070
25,249
3,366, 269
1,093,168
249,319
507,049
40,000
137,587
250
267,257
134,704
40,086
2,469, 420
308,145
308,145
1,093, 064
1,093, 064
38.33 41.02
17.2%
-31.0%
377.9%
-3.2%
28.5%
0.0%
18.1%
-28.7%
-46.7%
180.8%
0.0%
-1.8%
0.0%
17.7%
1.5%
1.4%
1.4%
0.6%
6,984
0.6%
ECONOMIC DEVELOPMENT
TRANSIT DIVISION
SUCCESS IS ABOUT PLANNING, PARTNERSHIPS AND
PEOPLE LEADING TO OUTCOMES
PEOPLE
Jule 101 Info Sessions
Campus Outreach
Safety Training — SMITH System
Complaint Tracking and Resolution
Safety & Security Manual and Training
PLANNING
Public Transportation Plan (MPO)
Transit Action Group
Transit Advisory Board
PARTNERSHIPS
Project Pass — Project Concern & Community Foundation of Greater Dubuque
Nightrider - College Partnership (UD, Loras, Clarke)
Information and Eagle Watch - Parks & Recreation Division
East Dubuque Service
Free School Transportation - Every Child Every Promise/Dubuque Community School District
Workforce Transportation - Greater Dubuque Development Corporation
Summer Trolley Service — Dubuque Convention & Visitor's Bureau
-122-
ECONOMIC DEVELOPMENT
TRANSIT DIVISION
Detail by Activity
Activity: 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 management, equipment and building utilization
and maintenance, security, route planning and evaluation, service standards,
purchasing, accounting, budgeting, safety, insurance and claims, employee selection,
training, customer service, labor negotiations (excluding interest arbitration), public
relations and marketing, equipment selection, grant applications, employee discipline
per City guidelines and all other functions required in the day-to-day operations and
long-term planning for The Jule.
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 the Iowa Department of Transportation, Office of Public Transit and
Federal Transit Administration for planning, funding and operating and capital
assistance.
The Administration Activity has the responsibility for responding to public requests for
service, identifying opportunities for service growth and improvement, negotiating
service contracts and agreements, bus scheduling and dispatch, printing, processing of
ADA applications, bus pass sales and processing, working with the personnel office on
labor negotiations, training and development, uniforms and other personnel related
issues and requirements.
-123-
ECONOMIC DEVELOPMENT
TRANSIT DIVISION
Funding Summary
FY 2013/14
Actual
FY 2014/15
Adopted
FY 2015/16
Recommended
Expenditures
$519,754
$769,204
$759,767
Resources
$1,559,460
$377,157
$392,582
Position Summary
FY 2015/16 FTE's
Transit Manager
1.00
Transit Operations Supervisor
1.00
Confidential Account Clerk
1.00
Operations Assistant
0.50
Marketing Intern
0.50
Transit Dispatch Schedule
1.00
Transit Dispatch Schedule PT
2.01
Service Worker PT
0.50
Total FTE's
7.51
Supporting City and Community Goals
Sustainable Dubuque: Reasonable Mobility
Improved Connectivity — Transportation and Telecommunications
• Smart Transportation Program
• Intermodal Transportation Facility in Millwork District
Environmental Integrity
■ AVL for Transit
Performance Measures
Administration and 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.
Goals
• Enhance the Jule's reputation among stakeholders, media and peer systems through
one-on-one contact, annual marketing campaigns, high quality route materials and
outreach and partnerships
• Use ITS/AVL and other data to ensure consistency in current services and develop future
services that are responsive to the needs of the general public
• Provide pass types and payment options that are attractive to new riders and that
coordinate with the parking department system for tracking use of the Intermodal Center
-124-
ECONOMIC DEVELOPMENT
TRANSIT DIVISION
Objective: To increase the revenue generated by partnerships and pre -paid pass
sales by 10% between FY13 and FY15.
Increased revenue and ridership are overarching goals of public transit. Cooperative
agreements and funding partnerships will open the door to additional riders, markets, and more
stable funding streams. When a potential passenger is provided a free bus pass to access
services from an organization they already do business with, they are more likely to use the
pass and consider transit for future trips.
In 2013, The Jule standardized its discount pass
structure so all non-profit and private sector partners
receive the same discount for bulk pass purchases.
This has simplified internal tracking and standardized
communication while putting pre -paid transit passes
in the hands of individuals who are likely to use
transit services.
Partnership and Pre -Paid Pass Revenue
FY13
FY14
FY15
Colleges
$34,086
$34,086
Pre -Paid Passes
$7,542
$9,949
TOTAL
$41,628
$44,035
Revenue generated through partnerships to support transit operations include partnerships with
the local colleges, non -profits and businesses through contracts or pre -paid tickets.
Pre -paid tickets that are purchased in bulk are distributed to those in need by the non-profit who
purchases them. Many of these passes are being provided to individuals in search of
employment to improve their current situation.
Objective: Evaluate Route Effectiveness and Modify Routes to Improve Efficiency
Minimum of 1 ride/mile for cross-town services, 0.75 rides/mile for west -end
routes and 0.5 rides/mile for neighborhood routes*.
The effectiveness of a transit route can be measured by rides/mile and rides/hour. Each route
should be evaluated annually to determine whether ridership is sufficient to warrant continuation
of the service at its current level. With the new route structure and ITS system online beginning
January 2014, the data necessary for completing this type of analysis will be available and with
improved accuracy on a per route basis. The Jule operates 16 daytime fixed routes (3
crosstown; 3 west -end; and 10 neighborhood routes), 4 Nightrider evening routes, summer
trolley service, business shuttle service, and paratransit service. This route -by -route evaluation
will be essential for evaluating efficiency and future sustainability of each route. *FY15 will be
the first full year that data is available for the routes using the route -by -route
comparison.
FY14 Total Rides Rides/Mile Rides/Hour
Paratransit/Minibus: 55,097 .23 2.57
Fixed Routes*: 409,021 .91 11.47
*Includes Trolley, Business Shuttle and Nightrider services
-125-
ECONOMIC DEVELOPMENT
TRANSIT DIVISION
Objective: To Eliminate the Number of Policy Related Driver Complaints through
Clear On -Board Communication and Consistent Driver Training
Large amounts of time are spent handling customer complaints which are generally due to a
lack of consistent information on policies and expectations for passengers and drivers.
Cleary articulated expectations for passengers and drivers presented online, in print materials
and on vehicles are important for consistency in behaviors of drivers and passengers. By
presenting this information in all materials and on vehicles where drivers can reference the
information and passengers have immediate access to the policies, the level of confusion and
number complaints has been dramatically reduced. Policy complaints had been a daily
occurrence prior to introducing new signage. In FY14, only 1 complaint was made regarding
misunderstanding of a policy.
Policy materials have be reformatted into a more customer -friendly, readable presentation
modeled after those used in the Portland, OR transit system.
THE JULE PUBLIC TRANSIT
Fare is Fair.
Valid and correct fare is required.
A valid ticket, pass, transfer or cash payment is
required to board the Jule.
FAILURE TO COMPLY WITH THESE RULES MAY RESULT IN IMMEDIATE REMOVAL FROM THE VEHICLE, SUSPENSION FROM THE JULE, AND/OR CML OR CRIMINAL CHARGES.
(0 (563) 589-4196 E WWW.JULETRANSIT.ORG n"JULE TRANSIT" @JULETRANSIT
IOW
-126-
ECONOMIC DEVELOPMENT
TRANSIT DIVISION
Detail by Activity
Activity: Bus Operations
Overview
The Jule bus operations include 16 daytime fixed routes, 4 Nightrider evening routes,
summer trolley service, business shuttle service, and paratransit service. Within the
Jule's budget activities, the routes are categorized as follows:
Bus Operations: 16 daytime fixed -routes and 4 Nightrider evening fixed -routes
Fixed route service provides Dubuque residents with access to services, shopping,
entertainment, community functions, and employment opportunities within the city limits.
Minibus Operations: Monday -Saturday door-to-door paratransit service in the city of
Dubuque and East Dubuque as well as the Nightrider evening paratransit service
The Americans with Disabilities Act (ADA) mandates that transit agencies offering fixed
route service must be complemented with paratransit service. Eligibility for paratransit
service is limited to individuals over 65 and those who are certified as being unable to
navigate the fixed -route system due to cognitive or physical disability. Mini -bus
promotes independence for seniors and persons with disabilities by providing door-to-
door transportation and passenger assistance
Trolley Operations: Summer trolley service and business parking shuttle services
Trolley service is offered during the summer months between key downtown tourist
locations and hotels and the business shuttle operates during peak commuting hours
providing shuttle service between downtown parking ramps and major employers.
As the city of Dubuque grew geographically, the fixed -route system did not. The recent
award of grant funds to the city have provided the opportunity for the transit system to
catch up to the expansion of the city. New routes have been developed 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.
Funding Summary
FY 2013/14
Actual
FY 2014/15
Adopted
FY 2015/16
Recommended
Expenditures
$2,545,887
$2,516,381
$2,484,256
Resources
$759,354
$2,013,477
$2,021,320
Position Summary
FY 2015/16 FTE's
Bus Operator
8.00
Bus Operator PT
23.81
Total FTE's
31.81
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ECONOMIC DEVELOPMENT
TRANSIT DIVISION
Supporting City and Community Goals
Sustainable Dubuque: Reasonable Mobility
Im proved Connectivity — Transportation and
Telecommunications
• Smart Transportation Program
• Intermodal Transportation Facility in Millwork District
Environmental Integrity
■ AVL for Transit
Performance Measures
31% of survey respondents stated
that they would be most likely to
use transit service between Spm
and 9pm
(Transit Heeds Survey, October 2013).
• G-9xn
• 9arrvnOon
• noon.2Pm
• 2.5pn
• 5.9pn
• 9Vrnmidni8In
• Midnight -Gam
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.
Goals
■ Provide a fixed -route service that is competitive with car transportation in trip length,
service areas, hours of operation and cost per ride.
• Provide door-to-door transit service for persons with the greatest need for accessible
transit as established by eligibility criteria based upon an individual's level of functional
ability.
• Collaborate with the Convention & Visitor's Bureau and downtown businesses to adjust
trolley and business shuttle service to their needs
objective: Maintain average trip length of 30 minutes and reduce or maintain
maximum headway of 60 minutes.
One of the primary goats of the Jule is to maximize its use by residents. The system changes
that occurred to January 2014 were intended to create a more user-friendly system that
provided routes and hours that accommodate more resident's work and recreation schedules.
Reductions in service, or return to previous route structure would result in a less marketable,
competitive and less useful product for residents.
All routes have a minimum of hourly service with major shopping and business areas having 30
minute service.
-128-
ECONOMIC DEVELOPMENT
TRANSIT DIVISION
Objective: Complete a survey of riders and citizens every two years to determine
service areas, hours, and frequency based on stakeholder needs.
The last survey was completed in fall 2013 and was essential in the drafting of the new routes in
January 2014 Jule staff used common service requests, surveys, and ridership data and were
able to accommodate almost all of the shortfalls that were present with the previous system.
The most common service request that was not accommodated is for bus routes to operate until
9pm on weekdays.
Objective: Evaluate Route Effectiveness and Modify Routes to Improve Efficiency
Minimum of 1 ride/mile for cross-town services, 0.75 rides/mile for west -end
routes and 0.5 rides/mile for neighborhood routes*.
The effectiveness of a transit route can be measured by rides/mile and rides/hour. Each route
should be evaluated annually to determine whether ridership is sufficient to warrant continuation
of the service at its current level. With the new route structure and ITS system online beginning
January 2014, the data necessary for completing this type of analysis will be available and with
improved accuracy on a per route basis. The Jule operates 16 daytime fixed routes (3
crosstown; 3 west -end; and 10 neighborhood routes), 4 Nightrider evening routes, summer
trolley service, business shuttle service, and paratransit service. This route -by -route evaluation
will be essential for evaluating efficiency and future sustainability of each route. *FY15 will be
the first full year that data is available for the routes using the route -by -route
comparison.
FY14 Total Rides Rides/Mile Rides/Hour
Paratransit/Minibus: 55,097 .23 2.57
Fixed Routes: 409,021 .91 11.47
Includes Trolley, Business Shuttle and Nightrider services
Objective: 100% Compliance with American's with Disabilities Act
The Americans with Disabilities Act (ADA) mandates that
transit agencies offering fixed route service must provide
comparable paratransit services for those with disabilities.
The paratransit service must provide the same opportunity
for transportation to those with disabilities as to those
without. This means that every bus stop must be ADA
accessible, availability of service must mirror that of the fixed -
route option (no rides denied 1 day prior to service request),
the majority of paratransit (minibus) trips must not be longer
than their equivalent on the fixed -route, and all vehicle lifts
must be fully operational.
-129-
98%
ADA Accessible
Bus Stops, Vehicles and Facilities
ECONOMIC DEVELOPMENT
TRANSIT DIVISION
Detail by Activity
Activity: 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 6th & Iowa. The Jule received ARRA funding in 2010
to replace the majority of its fleet which was far beyond its useful life; this did not include
replacement of the city's two trolleys. The City remains a very low priority for funding on
the DOT replacement list because of the fleet replacement in 2010.
The effectiveness of the new JFK Transfer facility, 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.
As The Jule continues to improve and provide additional services, the quality and
efficiency of its vehicles will continue to be a priority. Vehicles beyond their useful life
increase maintenance costs and the likelihood of breakdowns causing interruption of
service. As vehicles age, their fuel efficiency is also reduced. As new vehicle
technologies develop that provide improved fuel efficiency or utilize alternative fuels,
The Jule must be positioned to transition its fleet for improved air quality and greater
efficiency.
Funding Summary
60053700
FY 2013/14
Actual
FY 2014/15
Adopted
FY 2015/16
Recommended
Expenditures
$231,668
$193,369
$122,246
Resources
$5,390
$42,372
$55,518
Position Summary
FY 2015/16 FTE's
Service Worker
1.00
Service Worker PT
0.70
Total FTE's
1.70
-130-
ECONOMIC DEVELOPMENT
TRANSIT DIVISION
Supporting City and Community Goals
Improved Connectivity — Transportation and Telecommunications
• Smart Transportation Program
• Intermodal Transportation Facility in Millwork District
Environmental Integrity
• AVL for Transit
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.
Goals
■ Review annual preventative maintenance plan each year with the vehicle maintenance
supervisor prior to budgeting
Improve maintenance tracking and maximize state and federal reimbursements through
ongoing communication and coding review with vehicle maintenance supervisor and
billing clerk
■ Apply for state and federal funds to improve existing and establish additional high quality
facilities for bus storage, local transfers and intercity bus transportation partners
objective: Maintain state and federal
maintenance reimbursements at 100%.
Communication between transit and public works staff
regarding the coding of maintenance items is essential to
insure that items are properly coded and eligible for
reimbursement. Prior to FY14, maintenance
reimbursement was less than 90%.
objective: Meet or exceed federal maintenance
requirements
Review monthly maintenance reports for 80% of vehicles
serviced within 10% of established mileage threshold
-131-
100%
FY 14 Reimbursement
Preventative Maintenance Funding
80%+
Vehicles serviced within 10% of
established mileage threshold
ECONOMIC DEVELOPMENT
TRANSIT DIVISION
Objective: Secure a minimum of 80% state and federal funding for capital
projects (unless other level is established by funding agency)
By completing applications for state and federal funds for capital improvements, Dubuque's
citizens will pay less (likely only 20%) for the cost of capital improvements. For example, the
current bus storage facility is in severe disrepair and decay. State and federal funding that has
been secured and will continue to be applied for will reduce direct costs to the Dubuque
taxpayer for construction and which will also reduce ongoing operational and maintenance
costs.
Additional state and federal funds will be sought for the Bus Storage Facility, ongoing operations
at the Intermodal Facility, Phase 2 of the JFK Circle Transfer, and vehicle replacement.
Objective: Reduce Vehicle Accidents and Associated Repair Costs
Vehicle repair costs and administrative time spent handling accident investigation and
processing are a preventable operating expense of a public transit agency. Initial and ongoing
training in combination with an incentive/recognition system help to reduce preventable
accidents and incidents.
The Jule began implementing the Smith System (used by UPS, New York MTA, FedEx and
others) as a training system for its driving staff in July 2014. This consistent training and
language surrounding the issue of driving safety provides a framework for rewarding positive
behavior.
Driver training became a major focus in FY14. To address repeat offenders and focus on core
driving skills, a 4 -hour post -accident ride -a -long with the driver trainer was initiated for any at -
fault accident. A consistent, progressive discipline policy for accidents, speeding or other
dangerous driving activity has also been instituted in coordination with the personnel
department.
To address both the shortage of applicants with their CDLs and safety and accident concerns, a
part-time driver trainer was hired in late summer 2013 to get newly hired drivers their CDLs and
conduct post -accident re-training.
Since he was hired, 14 drivers have joined the Jule that did not previously have their CDL and
all successfully completed the test on their first attempt. 7 drivers have started who had their
CDL but were trained on Jule policies and vehicles; and 11 drivers received retraining following
an at -fault accident. The number of new drivers hired with no commercial driving experience
and the total number of new drivers hired during FY14 was higher than in previous years. With
this large influx of inexperienced drivers, the number of accidents would have been expected to
increase. That was not the case. Only one of the drivers who received training from the driver
trainer has been involved in an accident. The added focus on training and safety and spending
sufficient time upfront with each new driver has had a positive impact on overall safety,
passenger and public complaints, and accidents.
-132-
ECONOMIC DEVELOPMENT
TRANSIT DIVISION
-133-
FY2011
FY2012
FY2013
FY2014
Accidents
31
33
30
26
At -Fault
26
24
23
22
Internal Accident Expenses
Not tracked
Not tracked
$17,323
$10,495
Total Vehicle Miles
543,417
577,649
608,981
686,728
Miles/accident
17,529
17,504
20,299
26,412
Number of Full Time Drivers
4
4
4
4
Number of Part -Time Drivers
33
37
49
55
Total Drivers
37
41
53
59
-133-
I
I
Recommended Operating Revenue Budget - Department Total
53 - TRANSIT DIVISION
Fund
Account
Account Title
FY13 Actual
FY14 Actual
FY15 Adopted
FY16 Recomm'd
Revenue
Revenue
Budget
Budget
600 43251
RENTS & CONCESSIONS
0
0
0
6,000
43 - USE OF MONEY AND PROPERTY
0
0
0 6,0001
600 44150 FTA CAPITAL
600 44160
FTA OPERATING ASSISTANCE
I
44- INTERGOVERMENTAL
600 45721 STATE -AID OPERATING
600 45771 FED PASS THRU STATE GRANT
0 0 94,550 0
892,018 1,107,768 850,966 1,093,168
892,018 1,107,768 945,516 1,093,168
212,925 229,283 211,111 249,319
377,689 536,758 711,159 507,049
45 - STATE GRANTS
590,614 766,041 922,270
756,368
600 51310 MONTHLY RENTAL
600 51705 MINI BUS PASSENGER FARES
600 51710 EAST DBQ PASSENGER FARES
600 51715 MINI BUS CONTRACT REVENUE
600 51725 PASSENGER FARES
600 51730 ADVERTISING FEES
0 0 0 12,586
56,586 50,728 49,002 137,587
376 199 250 250
0 3 0 0
117,572 147,971 272,210 254,671
112,633 70,734 75,000 40,000
51 - CHARGES FOR SERVICES
287,167 269,635 396,462 445,094
600
600
600
600
600
53102
53605
53610
53615
53620
PRIVATE PARTICIPANT
MISCELLANEOUS REVENUE
INSURANCE CLAIMS
DAMAGE CLAIMS
REIMBURSEMENTS -GENERAL
I
53- MISCELLANEOUS
600 54109 SALVAGE SALES
28,405 39,767 34,054 34,086
556 216 0 0
0 1,022 0 0
17,910 4,929 0 0
171 123 0 0
47,042 46,057 34,054 34,086
820
0
0
0
I 54 - OTHER FINANCING SOURCES
820
0
0
01
600 59100 FR GENERAL
400 59240 FR DOWNTOWN TIF
400 59350 FR SALES TAX CONSTRUCTION
600 59360 FR GENERAL CONSTR FUND
1,198,875 968,006 1,220,784
124,881 308,112 304,013
0 0 0
56,299 0 0
1,227,768
304,912
3,233
0
59- TRANSFER IN AND INTERNAL
1,380,055 1,276,118 1,524,797 1,535,913
53 - TRANSIT DIVISION TOTAL 3,197,716 3,465,619 3,823,099 3,870,629
-134-
Recommended Operating Expenditure Budget - Department Total
53 - TRANSIT DIVISION
Fund
Account
Account Title
FY13 Actual
FY14 Actual
FY15 Adopted
FY 16 Recomm'd
Expense
Expense
Budget
Budget
600
600
600
600
600
600
600
600
600
600
600
600
600
600
600
600
600
61010
61020
61030
61050
61071
61092
61099
61310
61320
61410
61415
61416
61417
61640
61645
61650
61660
FULL-TIME EMPLOYEES
PART-TIME EMPLOYEES
SEASONAL EMPLOYEES
OVERTIME PAY
HOLIDAY PAY -OVERTIME
VACATION PAYOFF
WAGE ADJUSTMENT
IPERS
SOCIAL SECURITY
HEALTH INSURANCE
WORKMENS' COMPENSATION
LIFE INSURANCE
UNEMPLOYMENT INSURANCE
SAFETY EQUIPMENT
TOOL ALLOWANCE
MEAL ALLOWANCE
EMPLOYEE PHYSICALS
219,527
975,545
0
43,868
4,544
0
0
107,802
94,464
66,598
80,084
243
9,807
0
0
12
5,380
212,788
1,106,504
0
48,777
4,127
54
0
122,537
104,331
134,779
98,281
229
5,946
282
238
72
5,670
302,442
1,102,769
0
17,973
7,232
0
28,211
129,805
110,394
149,940
92,095
748
13,807
0
0
0
4,162
597,633
1,030,885
12,848
17,973
10,547
0
0
148,917
127,755
237,120
95,177
1,197
10,228
0
0
0
5,670
61 - WAGES AND BENEFITS 1,607,873 1,844,617 1,959,578 2,295,950
600 62010 OFFICE SUPPLIES 2,335 1,835 2,739 3,500
600 62011 UNIFORM PURCHASES 4,405 3,697 9,275 14,275
600 62013 UNIFORM MAINTENANCE 1,215 1,009 1,215 1,215
600 62030 POSTAGE AND SHIPPING 851 1,056 894 1,109
600 62033 HAND TOOLS/EQUIPMENT 0 0 0 1,000
600 62034 REPAIR PARTS/SUPPLIES 0 0 0 500
600 62060 O/E MAINT CONTRACTS 0 0 0 497
600 62061 DP EQUIP. MAINT CONTRACTS 5,343 5,091 6,374 6,374
600 62062 JANITORIAL SUPPLIES 0 1,289 0 1,084
600 62063 SAFETY RELATED SUPPLIES 0 0 0 1,000
600 62090 PRINTING & BINDING 11,410 24,273 23,521 28,387
600 62110 COPYING/REPRODUCTION 3,211 3,129 3,650 3,129
600 62130 LEGAL NOTICES &ADS 1,141 1,165 2,530 1,636
600 62140 PROMOTION 6,651 6,334 3,000 12,875
600 62190 DUES & MEMBERSHIPS 2,708 2,916 2,929 3,461
600 62206 PROPERTY INSURANCE 2,524 3,905 4,100 7,675
600 62207 BOILER INSURANCE 78 79 79 82
600 62208 GENERAL LIABILITY INSURAN 38,508 38,402 40,082 42,120
600 62240 MISCELLANEOUS 868 0 0 0
600 62310 TRAVEL -CONFERENCES 0 0 1,000 5,020
600 62320 TRAVEL -CITY BUSINESS 100 0 600 400
600 62340 MILEAGE/LOCALTRANSP 0 0 200 0
600 62360 EDUCATION &TRAINING 2,688 1,308 3,600 4,800
600 62411 UTILITY EXP -ELECTRICITY 32,188 29,350 23,905 29,138
600 62412 UTILITY EXP -GAS 37,008 21,215 22,668 20,922
600 62416 UTILITY EXP -WATER 0 0 0 1,239
-135-
Recommended Operating Expenditure Budget - Department Total
53 - TRANSIT DIVISION
Fund
Account
Account Title
FY13 Actual
FY14 Actual
FY15 Adopted
FY 16 Recomm'd
Expense
Expense
Budget
Budget
600 62421 TELEPHONE
600 62424 RADIO/PAGER FEE
600 62431 PROPERTY MAINTENANCE
600 62433 CUSTODIAL SERVICES
600 62436 RENTAL OF SPACE
600 62511 FUEL, MOTOR VEHICLE
600 62513 FUEL, DIESEL
600 62520 WARRANTY - VEHICLE/PARTS
600 62521 MOTOR VEHICLE MAINT.
600 62522 VEHICLE MAINT., ACCIDENT
600 62523 OIL & GREASE - TRANSIT
600 62524 LUB. & ANTIFREEZE -TRANSIT
600 62525 TIRES/TUBES - TRANSIT
600 62528 MOTOR VEH. MAINT. OUTSOUR
600 62611 MACH/EQUIP MAINTENANCE
600 62615 MACH/EQUIP MAINT. OUTSOUR
600 62627 CAMERA MAINTENANCE
600 62636 DE-ICING PRODUCTS
600 62663 SOFTWARE LICENSE EXP
600 62664 LICENSE/PERMIT FEES
600 62665 FALSE ALARM CHARGES
600 62667 INTERNET SERVICES
600 62671 MISC. OPERATING SUPPLIES
600 62697 LABOR RELATIONS
600 62713 LEGAL SERVICES
600 62716 CONSULTANT SERVICES
600 62726 AUDIT SERVICES
600 62731 MISCELLANEOUS SERVICES
600 62761 PAY TO OTHER AGENCY
7,156
925
17,772
2,302
0
8,746
321,500
26,451
156,075
17,323
9,905
0
26,313
26,392
140
2,803
0
0
292
65
0
0
892
2,368
1,347
9,605
3,150
9,227
456,246
9,643
0
15,844
2,380
0
1,316
364,791
0
244,753
10,496
1,531
807
47,723
55,842
0
650
0
0
26,431
0
0
0
0
0
358
10,348
600
2,255
477,302
2,723
1,824
18,183
2,372
9,600
2,212
381,027
0
241,636
107,812
0
0
12,972
84,538
0
2,803
0
0
42,980
75
0
4,786
0
2,356
0
9,276
700
0
433,857
9,063
5,961
20,783
2,380
2,400
1,613
323,884
0
234,788
45,000
0
1,000
61,333
36,378
0
2,803
1,164
1,000
66,755
75
3,218
4,786
0
2,356
0
9,276
750
0
16,866
62 - SUPPLIES AND SERVICES
1,260,225 1,419,124 1,514,093 1,045,070
600 71117 TIME CLOCK 814 0 0 0
600 71227 SIGNAGE 0 30 0 0
600 71310 AUTO/JEEP REPLACEMENT 15,442 0 0 0
600 71312 VAN/PICKUP/WAG REPL 0 0 0 22,500
600 71314 TRUCK -REPLACEMENT 0 26,709 0 0
600 71329 VEHICLE ACCESSORIES 1,077 0 0 0
600 71410 SHOP EQUIPMENT 24 599 0 599
600 71550 MISCELLANEOUS EQUIPMENT 20 1,107 0 0
600 71610 CUSTODIAL EQUIPMENT 39 0 130 200
600 72410 PAGER/RADIO EQUIPMENT 503 3,958 1,652 0
600 72417 CAMERA RELATED EQUIPMENT 2,035 1,164 1,083 0
600 72418 TELEPHONE RELATED 392 0 0 0
600 72420 BURGLAR ALARM 0 0 468 0
600 72812 PLEXIGLAS PANELS 0 0 1,950 1,950
-136-
Recommended Operating Expenditure Budget - Department Total
53 - TRANSIT DIVISION
Fund
Account
Account Title
FY13 Actual
Expense
FY14 Actual
Expense
FY15 Adopted
Budget
FY 16 Recomm'd
Budget
71 - EQUIPMENT 20,346 33,567 5,283 25,249
600 73411 EQUIP ACQUISITION
39
0
0
0
73 - CIP EXPENDITURES
39
0
0
0
400 74111 PRINCIPAL PAYMENT
400 74112 INTEREST PAYMENT
0
205,000 205,000
124,881 103,112
212,431
99,013 95,714
74 - DEBT SERVICE
124,881 308,112 304,013 308,145
600 91280 TO SECTION 8 HOUSING
374,595 0 0 0
91 - TRANSFER TO
374,595 0 0 0
53 - TRANSIT DIVISION TOTAL 3,387,960 3,605,421 3,782,967 3,674,414
-137-
Recommended Expenditure Budget Report by Activity & Funding Sounce
53 - TRANSIT DIVISION
UNDISTRIBUTED - 10600
FUNDING SOURCE: TRANSIT
Account FY13 Actual Expense FY14 Actual Expense FY15 Adopted Budget FY16 Recomm'd Budget
TRANSFER TO 374,595 0 0 0
UNDISTRIBUTED 374,595 0 0 0
TRANSIT ADMIN. - 53100
FUNDING SOURCE: DEBT SERVICE
Account FY13 Actual Expense FY14 Actual Expense FY15 Adopted Budget FY16 Recomm'd Budget
DEBT SERVICE 124,881 308,112 304,013 308,145
EQUIPMENT 16,676 1,560 5,153 24,450
SUPPLIES AND SERVICES 497,021 517,912 599,244 219,619
WAGES AND BENEFITS 0 282 164,807 493,739
TRANSIT ADMIN. 638,578 827,866 1,073,217 1,045,953
INTERMODAL FACILITY - 53370
FUNDING SOURCE: TRANSIT
Account FY13 Actual Expense FY14 Actual Expense FY15 Adopted Budget FY16 Recomm'd Budget
SUPPLIES AND SERVICES
INTERMODAL FACILITY
0 0 0 21,959
0 0 0 21,959
BUS OPERATIONS - 53400
FUNDING SOURCE: TRANSIT
Account FY13 Actual Expense FY14 Actual Expense FY15 Adopted Budget FY16 Recomm'd Budget
EQUIPMENT 712 975 0 0
SUPPLIES AND SERVICES 374,353 503,795 481,155 493,721
WAGES AND BENEFITS 777,230 980,944 1,056,322 1,103,147
BUS OPERATIONS 1,152,295 1,485,714 1,537,477 1,596,868
MINI BUS OPERATIONS - 53500
FUNDING SOURCE: TRANSIT
Account FY13 Actual Expense FY14 Actual Expense FY15 Adopted Budget FY16 Recomm'd Budget
CIP EXPENDITURES 39 0 0 0
EQUIPMENT 392 0 0 0
SUPPLIES AND SERVICES 155,870 258,325 297,389 284,550
WAGES AND BENEFITS 669,298 699,777 574,248 548,185
MINI BUS OPERATIONS 825,599 958,102 871,637 832,735
TROLLEY OPERATIONS - 53600
FUNDING SOURCE: TRANSIT
Account FY13 Actual Expense FY14 Actual Expense FY15 Adopted Budget FY16 Recomm'd Budget
SUPPLIES AND SERVICES 32,853 43,689 55,091 16,020
WAGES AND BENEFITS 61,838 58,381 52,176 38,633
TROLLEY OPERATIONS 94,691 102,070 107,267 54,653
BUS MAINTENANCE - 53700
FUNDING SOURCE: TRANSIT
-138-
Recommended Expenditure Budget Report by Activity & Funding Sounce
53 - TRANSIT DIVISION
Account FY13 Actual Expense FY14 Actual Expense FY15 Adopted Budget FY16 Recomm'd Budget
EQUIPMENT 2,566 31,033 130 799
SUPPLIES AND SERVICES 200,128 95,402 81,214 9,201
WAGES AND BENEFITS 99,508 105,233 112,025 112,246
BUS MAINTENANCE 302,202 231,668 193,369 122,246
TRANSIT DIVISION TOTAL $3,387,959.67 $3,605,420.86 $3,782,967.00 $3,674,414.00
-139-
CITY OF DUBUQUE, IOWA
DEPARTMENT DETAIL - PERSONNEL COMPLEMENT
53 TRANSIT DIVISION
FD JC WP -GR JOB CLASS
61010 Full Time Employee Expense
FY 2014
FY 2015 FY 2016
FTE BUDGET FTE BUDGET FTE BUDGET
600 7325 GE -41 TRANSIT MANAGER 0.00 0 0.00 0 1.00 95,200
600 3000 GE -34 TRANSIT OPERATIONS SUPERVISOR 0.00 0 0.00 0 1.00 72,836
600 GE -25 CONFIDENTIAL ACCOUNT CLERK 0.00 0 0.00 0 1.00 36,324
600 GD -03 TRANSIT DISPATCHER 1.00 42,825 1.00 43,467 1.00 44,624
600 0637 GD -04 TRANSIT SERVICE WORKER 1.00 49,176 1.00 47,537 1.00 48,795
600 7200 AT -01 BUS OPERATOR 4.32 155,486 6.00 215,975 8.00 299,854
TOTAL FULL TIME EMPLOYEES 6.32 247,487 8.00 306,979 13.00 597,633
61020 Part Time Employee Expense
600 GD -03 TRANSIT DISPATCHER 2.00 81,423 1.98 81,694 2.01 84,327
600 GD -03 OPERATIONS ASSISTANT 0.00 0 0.00 0 0.50 19,357
600 7210 AT -02 BUS OPERATOR 27.43 997,427 27.65 994,254 23.81 873,370
600 0637 GD -04 TRANSIT SERVICES WORKER 0.70 30,378 0.70 31,065 1.20 53,831
TOTAL PART TIME EMPLOYEES 30.13 1,109,228 30.33 1,107,014 27.52 1,030,885
61030 Seasonal Employee Expense
600 NA -38 MARKETING INTERN 0.00 0 0.00 0 0.50 12,848
TOTAL SEASONAL EMPLOYEES 0.00 0 0.00 0 0.50 12,848
TOTAL TRANSIT DIVISION
36.45 1,356,715 38.33 1,413,992 41.02 1,641,366
-140-
CITY OF DUBUQUE, IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
ACCT FD JC WP -GR POSITION CLASS
Transit Admin and Operations -FT
60053100 61010 600 GE -41 TRANSIT MANAGER 0.00 0 0.00 0 1.00 95,200
60053100 61010 600 GE -34 TRANSIT OPERATIONS SUPERVIS 0.00 0 0.00 0 1.00 72,836
60053100 61010 600 GE -25 CONFIDENTIAL ACCOUNT CLERK 0.00 0 0.00 0 1.00 36,324
60053100 61010 600 GD -03 TRANSIT DISPATCHER 0.00 0 1.00 43,467 1.00 44,624
Total 0.00 0 1.00 43,467 4.00 248,984
Run Date: 01/15/15
FY 2014 FY 2015 FY 2016
FTE BUDGET FTE BUDGET FTE BUDGET
Transit Admin and Operations -PT
60053100 61020 600 NA -48 OPERATIONS ASSISTANT 0.00 0 0.00 0 0.50 19,357
60053100 61020 600 GD -03 TRANSIT DISPATCHER 0.00 0 1.98 81,694 2.01 84,327
Total 0.00 0 1.98 81,694 2.51 103,684
Transit Admin and Operations -Seasonal
60053100 61030 600 NA -38 MARKETING INTERN
0.00 0 0.00
0.00 0 0.00
0 0.50 12,848
0 0.50 12,848
Intermodal Facility -PT
60053370 61020 600 GD -04 LABORER 0.00 0 0.00 0 0.50 21,949
Total 0.00 0 0.00 0 0.50 21,949
Bus Operations -FT
60053400 61010 600 7200 AT -01 BUS OPERATOR 3.32 119,510 4.00 142,798 5.00 187,175
Total 3.32 119,510 4.00 142,798 5.00 187,175
Bus Operations -PT
60053400 61020 600 7210 AT -02 BUS OPERATOR 16.30 602,452 17.55 629,144 15.19 555,878
Total 16.30 602,452 17.55 629,144 15.19 555,878
Mini -Bus Operations -FT
60053500 61010 600 AT -03 BUS OPERATOR 1.00 35,976 2.00 73,176 3.00 112,679
60053500 61010 600 GD -03 TRANSIT DISPATCHER 1.00 42,825 0.00 0 0.00 0
Total 2.00 78,801 2.00 73,176 3.00 112,679
Mini -Bus Operations -PT
60053500 61020 600 7210 AT -02 BUS OPERATOR 10.73 380,756 9.00 325,439 7.91 290,804
60053500 61020 600 TRANSIT DISPATCHER 2.00 81,423 0.00 0 0.00 0
Total 12.73 462,179 9.00 325,439 7.91 290,804
Trolley Operations -PT
60053600 61020 600 7210 AT -02 BUS OPERATOR -Trolley Route
Total
Bus Maintenance -FT
60053700 61010 600
Bus Maintenance -PT
60053700 61020 600
0.40
0.40
14,219 1.10
14,219 1.10
GD -04 TRANSIT SERVICE WORKER 1.00 49,176 1.00
Total 1.00 49,176 1.00
GD -04 TRANSIT SERVICE WORKER 0.70
0.70
30,378 0.70
30,378 0.70
39,671
39,671
47,537
0.71 26,688
0.71 26,688
47,537
31,065
31,065
1.00 48,795
1.00 48,795
0.70 31,882
0.70 31,882
TOTAL TRANSIT DIVISION 36.45 1,356,715 38.33 1,413,992 41.02 1,641,366
-141-
Capital Improvement Projects by Department/Division
TRANSIT DIVISION
CIP Capital Improvement Project FY 13 Actual FY 14 Actual FY 15 Adopted FY 16 Recomm'd
Number Title Expense Expense Budget Budget
3602426 RAIL PLATFORM 1,040 0 0 0
3602446 BUS STORAGE FACILITY 0 0 433,307 285,900
3602622 SOIL CONTAMINATION TEST 0 0 0 25,000
6001222 REPLACE MINI BUSES 5,032 0 0 0
6001224 REPLACE FIXED ROUTE BUSES 752,276 594,625 0 0
6001613 TRANSIT ROOF MAINT/REPAIR 0 0 0 0
6002045 KEYLINE FACILITY IMPROVE 0 0 0 0
6002235 BUS STOP IMPROVEMENTS 251,996 85,198 104,000 5,110
6002446 BUS STORAGE FACILITY 25,000 14,408 0 0
6002486 TRANSIT FUEL STATION 0 19,364 0 0
6002621 TRANSIT SECURITY CAMERAS 0 0 0 36,000
TRANSIT DIVISION TOTAL 1,035,344 713,596 537,307 352,010
-142-
City of Dubuque
Recommended Capital Improvement Program Summary
Fiscal Year 2016-2020
PROGRAM/DEPT PROJECT DESCRIPTION SOURCE OF FUNDS
FY 2016 FY 2017
FY 2018 FY 2019
FY 2020 TOTAL PAGE
TRANSIT DIVISION
Business Type
Bus Storage and Maintenance Facility
(BSMF) - Match for Federal Grant
State of Good Repair $
Grant/Public Transit
Instrastructure Grant/DIVIATS
STP Allocation/GO
Borrowing (GDTIF)
Security Cameras FTA CapitaVFTA $
Security/Sales Tax Fund
(20%)
Soil Contamination Testing GO Borrowing (GDTIF) $
Bus Stop Improvements Public Transit Grant/Sales $
Tax Fund (20%)
Vehicle Replacement Sales Tax Fund (20%)/State $
Transit Assistance
285,900 $
36,000 $
5,738,283 $ 206,240 $
- $ - $ 6,230,423 347
- $ - $ - $ - $ 36,000 349
25,000 $ 15,000 $ - $ - $ - $ 40,000 351
5,110 $ 20,000 $ 388,205 $ 20,000 $ 20,000 $ 453,315 353
Total - Transit Division $ 352,010 $
-143-
- $ 208,710 $ 214,972 $ 221,422 $ 645,104 355
5,773,283 $ 803,155 $
234,972 $ 241,422 $ 7,404,842
-144-
Transit Budget
FY2016
C..4
SUSTAINABLE
DUBUQUE
viable • livable • equitable
Transit Department Goals
Provide Transit Service in the City of Dubuque for citizens
and visitors - connecting people to employment, services,
schools and recreation - that is:
• Safe
• Accessible
• Convenient
• Consistent
• Professional
Transit Operations
The Jule is governed by local, state and federal guidelines
for providing the following services to the community:
• Fixed -Route Transit Service
• ADA Paratransit Service (MiniBus)
• ADA Paratransit Application Review
FY14: 505 applications
FYiS (projected): 700 applications
Total Ridership
Fixed Route, Paratransit (Minibus), and DuRide Services
• FY Zoio: 373,376
• FY Zoic: 397,584
• FY 2012: 4401252
• FY 2013: 444,991
• FY 2014: 478,370
• FY 2015: 535,141 (projected)
Fare Increase
Fare increase proposed during FY15 budget to address multiple grants
ending for the Transit Division over the next three years.
July i, 2014
• Full Fare increased from $i to $1.50
• Half Fare increased from $.5o to x.75
• New Pass Type: Half Fare Monthly Pass $22.50
• MiniBus Elderly increased from $2 to $3
• MiniBus Disabled increased from $i to $2
July i, 2015
• MiniBus Disabled increases from $2 to $3
235,6?
267,2`
Fare Increase Results to Date
$450,000
$400,000
$350,000
$300,000
$250,000
$200,000
$150,000
$100,000
$50,000
$-
$404,844
$310,207 $137,587
;84,347
$1951945
$177434
$55,434
$180,585 $174,158
$55,054
$56,586
$ Q0 $125,532
122,0
$50,712
117,572
$145,233
$
1
7
2011 2012 2013 2014 2015 2016
(projected) (projected)
Minibus
Fixed
Route
Transit Access
Number of address points within 1A. mile of a bus stop
Source: City of Dubuque Geographic Information System January 2014
• Old Routes (pre Jan 6, 2014)
13,808/29469
47%
• New Routes (post Jan 6, 2014)
21,956/29,169
75%
Address
points served
Improvement Package Requests
• #1- Transition from Contract Management to City
Employee Management
FT Transit Manager - Previously ECIA now City employee
FT Operations Supervisor - Previously ECIA now City employee
FT Confidential Account Clerk - New position
PT Operations Assistant/Driver Trainer - Previously ECIA now
City employee
Annual Cost Savings: $51,784
Staffing
Management, Finance, Marketing, Bus Ad Sales, Operations, Training
1 FT Transit Manager
1 FT Operations Supervisor
1 PT Operations Assistant/Driver Trainer
1 FT Confidential Account Clerk
58 PT Bus Operators
8 FT Bus Operators (4 new positions effective January 2015)
1 FT Dispatcher
6 PT Dispatchers
1 FT Service Worker
1 PT Service Worker
1_, 1...., i=unumpig
_________„__
Improvement Package Requests
• #2 -Intermodal Terminal Route Restructuring
Pair Orange Fremont and Red Key West Routes
Alternate hour service example:
• Orange Fremont (odd hour) = 7:4oam, 9:4oam, etc
• Orange Key West (even hour) = 8:4oam, io:4oam, etc
• Orange Clarke (hourly) = 7:ioam, 8:ioam, etc (no change)
• Green 2 Port/Schmitt absorbed into other routes
▪ High demand stops on Red Key West absorbed into
other routes
Annual Cost Savings: $105,728
, _
1.____,
________„_____
Improvement Package Requests
• #3 -Intermodal Operations and Maintenance
Facility to open in August 2015
Expenses
• Maintenance
• Office supplies
• Utilities
• Software
• Insurance
Revenue
• Burlington Trailways Lease
• Transit Parking Spaces
Annual Net Expense: $29,962
Improvement Package Requests
• #4 - Reduced Summer Trolley Service
Maintain Memorial Day to October 31 schedule
Maintain current stops, route, schedule
Reduce service days to Saturdays only
Saturdays have the highest visitor count to the Convention &
Visitor's Bureau and the highest ridership on the Summer
Trolley service
Annual Cost Savings: $29,606
Improvement Package Requests
• #5 - Continuation of Nightrider Route
Fixed -Route and MiniBus service from 6pm-2:4oam
Maintain funding partnership with Loras, Clarke and
University of Dubuque
Continue to welcome and engage college students and
young professionals
Continue to provide evening transportation opportunities
for disabled residents (MiniBus) and transit dependent
residents
FYi6 Expense: $46,913 (i quarter of grant funds remain)
FY117 Expense: $73,913
College Student Ridership FY2013-FY2015
5,000
4,500
41000
3,500
3,000
2,500
2,000 d
1,500 d
1,000
4.% /6/606‘, eze "0, 0/ oce, +1;\
cei
FY15
-El-FY14
-0-FY13
I.
Improvement Package Requests
• #6 - Match for Midtown Loop & Feeder Grant
Third year ICAAP grant was awarded
Provides operating funding for Express and Grey Line and
extended service hours
Essential to maintaining the progress and success of the
reconfigured routes and shortened ride times
FYi6 Expense: $87,527
1,400,000
1,200,000
1,000,000
800,000
600,000
400,000
200,000
111110111
Local Tax Support
Value of property tax support for The Jule
$1,161,393
$1,078,726
$1,044,171
$717,611
$1,o8o,000 $1,093,064
$833,302
FYio FY11 FY12 FY13 FY14 FY15 FY16
People -Planning - Partnerships
• College Partnership and Nightrider
• Dubuque Industrial Center West - shelter and service
• Project Pass - Non-profit discount program
• Transit Action Group & Transit Advisory Board
• Parks & Recreation - Eagle Watch & Activity Booklet
• Dubuque Community School District - over 1oo,00 rides/yr
• DuRide - Volunteer Driver Program Contract
Purchase of Service Contract reduced from 25,000 to $16,866
based on state aid provided per ride.
FY 16-20 Capital Improvement Projects
• $6,230,423 Bus Storage and Maintenance Facility
Reuse of old city garage & brownfield site $4,830,873 in grant funds secured
• $40,000 Soil Contamination Testing
Leaking Underground Fuel Storage Tank at 2401 Central Ave site
• $5,110 Bus Stop Improvements
ADA Compliance at all stops, includes bus shelter installation at key locations
• $36,000 Bus Security Camera System Upgrade
Update recording system on all vehicles $22,310 in grant funds secured
SMITH System Training
Classroom style and on -road training on the 5 Keys
1. Aim High in Steering
2. Get the Big Picture
3. Keep Your Eyes Moving
4. Leave Yourself an Out
5. Make Sure They See You
By implementing these 5 keys, bus operators have more space
for the vehicle, better visibility for the driver and more time
to make decisions.
SMITH is used by UPS, New York MTA, FedEx
Accident Reduction
Acci
At -Fait �
I
Internal Accident Expenses
Total Vehicle Miles
Miles/Accident
Number of Full Time Drivers
Number of Part -Time
Drivers
Accident Rate (per driver)
Accidents per 100,000 miles
31
33
30
26
FY2015
(Dec 2015)
10
26 24 23 22 8
Not
tracked
Not
tracked
$17,323
$10,495
$13,865
543,417 577,649 608,981 686,728 389,095
17,529
17,504
20,299
26,412
38,909
4 4 4 4 4
33
7
4.78
37
49
55
58
.58 .43 .37 .13
4.15
3.78
3.2
2.05
6o,000
50,000
40,000
30,000
20,000
10,000
Paratransit Ridership by Type
FY 2010, 2011, 2012, 2013, 2014 actual and 2015 projected
60,896 66,928 68,392 66,259 69,854
M
Lf\
N
Lf\
00
00
N N
N
N
1-
0
1N0
N
•
•
rn c M N
00 aJ 00 N
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0\ NO
d-
• Elderly
• Disabled
General Public
N
CO • • DuRide
N o
FY 10 Actual FY u Actual FY n Actual FY 13 Actual FY 14 Actual
FY 15
Projected
I
213,388
275,394
261,684
600,000
500,000
400,000
300,000
200,000
100,000
0
Ridership by Payment Type
FY 2010, 2011, 2012, 2013, 2014 actual and 2015 projected
373,376 397,584
440,252
444,991 478,370 535,141
168,250
205,126
184,195
242,677
198,009
218,515
227,061
230,870
247,329
FY 10 Actual FY u Actual FY 12 Actual FY 13 Actual FY 14 Actual FY 15 Projected
Non -Paying
• Paying
6o,000
50,000 -
40,000 -
30,000 -
20, 000 -
10,000 -
0
Ridership by Route
January 1, 2014 -December 31, 2014
�,
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44 4 10°
108,145
600,000
500,000
400,000
300,000
200,000
100,000
Ridership by Payment Type
FY 2010, 2011, 2012, 2014 actual and 2015 projected
440,252
373,376 397,583 5,598
40, 246
8,371
33,988
X6,619
29,272
852
66,933
67,445
60,896
48,572
98,572
29,555
' 13.916 I
68,083
64,263
66,928
1
I I I I I
60,368
27,886
21,764
68,283
36,712
68,392
444,991
6,346
40,473
110,408
19,098
41,613
7.121
26,764
83,537
40,233
67,221
478,199
535,141
2� 636
70,463
21,472
22,284
85,685
50,016
67,132
26,986
M ]MI]
79,510
32,532
CU N cB M CO CO
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0
Trolley
Business Shuttle
Student
z RFID
0
z
Transfer
College Students
Monthly
• Other
❑ 10 Ride Card
Full Fare
1/2 Fare *
• Minibus
Thank -you!
• City Council Members
• Transit Advisory Board Members
• The Jule's drivers, dispatchers, mechanics and
service workers
• City Departments and staff
• College and Community Partners
• County, State and Federal funding officials
Trade Your Car for Rides
Do you have a car in the garage that you
don't use anymore but haven't sold? Why
not convert that depreciating asset into rides?
You and DuRide can agree on a dollar value
for your car. DuRide will sell the car on
your behalf and will exchange that money for
credit into your Transportation Account. You
can use it for annual fees and pick-up fees.
You can sign up any time
of the year for DuRide.
2728 Asbury Road, Ste 330
Dubuque, IA 52001
Phone: 563.451.4999
OFFICE HOURS:
Monday - Friday: 9:00 a.m. - 4:00 p.m.
Email: info@duridedbq.com
www.duridedbq.com
GETTING SENIORS WHERE
THEY WANT TO GO.
t
CONTACT DURIDE AND TAKE OFF!
, •
What is DuRide?
DuRide is a local non-profit service that provides
a safe and personalized transportation option for
seniors who are unable or do not want to drive
any longer. DuRide offers private car service 24
hours a day, seven days a week, 365 days a year.
DuRide is a safe and economical way for seniors
to maintain their independence and stay connected
with family, friends and the community. All DuRide
volunteers complete a background check, hold a
valid driver's license, and proof of insurance.
How Do You Use DuRide?
You can call DuRide to arrange for transportation
whenever you need it, for whatever you need. If
you don't drive anymore, or don't want to get out
in the traffic or bad weather, DuRide can help.
Just call DuRide to get where you need to go.
You will ride with a licensed, insured volunteer in a
private car. You can schedule rides and carpool
with your friends to save money, too.
Use DuRide for these and other trips:
• Appointments and errands
• Grocery store and meals out
• Church services
• Visiting friends and relatives
• Taking a class
• Recreational activities - movies, concerts,
plays, casino, exercise
DuRide offers door -through -door service.
If you need help with steps, heavy doors, walkers
or carrying packages, DuRide will assist you
from the car to your home and back, if you'd like.
How Do You Sign Up?
Call or e-mail the DuRide office to get started.
When you sign up, the process is simple and
organized:
• You will pay an annual fee of $45 when you
sign up.
• For each ride you take, you will pay a small
pick-up fee for that trip. No money will
exchange hands. You don't need to tip any
driver.
• You will have your own Transportation
Account, which will keep track of your rides.
You'll receive a monthly statement and pay it
like any other bill. The statement will show the
activity you accumulated for the previous
month.
• Through grants, donations and local sponsors,
approximately half of the total cost will be
covered by funds other than yours. This keeps
DuRide affordable for Dubuque -area seniors.
• Low income residents may qualify for
assistance, upon request.
Questions? Call 563-451-4999.
City of Dubuque and DuRide
$35,000
$30,000
$25,000
$20,000
$15,000
$10,000
$5,000
-$31,250
City Funding For DuRide
............. •
$15,625
$25,000 $25,000
$22,500
• I
...... a.
$0 ,
, 1 ,
1 ,
Actual Actual Actual Actual ; Actual Request i 10% ! Budget
Reduction Proposal
FY 2010 ! FY 2011 FY 2012 i FY 2013 FY 2014 FY 2015 ! FY 2015 ; FY 2015 : •
$140,000
$120,000
$100,000
$80,000
$6Q065
$6Q000
$40,000
$16;810
" -$2Er,866
16000
$0
FY 2009 FY 2010
Total DuRide Income
$18,679
$122,988
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Number of -Rides Provided
14000
12000
10000
8000
6000
4000
2000
0
..••••••
11).i0
13400
•°•'•
93.64
• • °
6987 .
4702 .••
FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015