Agenda - Council Work Session - 02/23/2016

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USES OF FUNDS Major expenditures in the 2015-2020 Transportation Division capital improvement plan include the following: 2015 Transportation Division CIP Use of Funds by Functions: $3,181 Million 2% Technology and 1 % Other Provider Equipment $66 (Non -Fleet) $15 4% Faciliti Fleet $470 14% Transitways $2,509 • Uses of funds by department consist of transitways 79%, fleet 14%, facilities 4%, other providers (non -fleet) 1% and technology and equipment 2%. The transitways category is the predominant user by department due to the construction of the Green Line Extension and bus rapid transit. • Uses of funds by category include transitways 77%, preservation 19%, and expansion 4%. If the 2015-2020 capital improvement program excluded transitways, the remaining capital program would focus on transit system preservation at nearly 90%. CHALLENGES AND OPPORTUNITIES The Transportation Division faces considerable budget challenges in supporting its operations and capital needs. • Increases in congestion are having a significant impact on citizens and businesses. •Transit operating funding per capita is lower than peer regions, which limits the amount of transit service that can be made available. • Existing capacity for bus facility storage is nearing its limit to meet ridership demand with service and buses. • Regional transportation requires reliable dedicated funding to support continued C-7 base -line service and future service growth needs and expansion. STAFFING Staffing for the Transportation Division includes bus operators, mechanics, police and administrative staff. PERFORMANCE MEASURES Key performance measures for the Transportation Division include measurements of operating and budget efficiencies by type of operation. Performance is measured by comparison with prior -year performance and with comparison to peer agencies. Key performance measures for the Transportation Division include: • Ridership by type of transit service • Fleet size and peak bus level • Revenue miles and revenue hours operated • Cost per passenger trip • Operating expense per revenue mile • Operating expense per revenue hour • Operating expense per passenger mile • Fare box recovery ratio •Average revenue per passenger trip • Boardings per revenue hour • Subsidy per passenger trip In addition to these performance measures, comparisons of actual operating results versus budget are monitored during the year and are reported on a quarterly basis. This allows the Council and operations management to closely monitor operations performance and make adjustments as necessary in a timely manner. The Council's goal of doubling ridership is based on growing ridership from 73.3 million rides in 2003 to 146.6 million in 2030. The annual growth rate needs to average a 2.6% increase in ridership each year to meet this goal.