3 Southwest Metro Transit RevieSouthwest Metro _ rans~t.
YEAR 2000 IN REVIEW
Year 2000 in review
Ridership and related statistics:
· Overall ridership increased by 42,326 fides or 8%
· Express ridership increased by 67,489 or 15%
· Fare box revenue increased by 65,792 or 8%
· Overall subsidy per passenger decreased by $.31 per (8%)
Budget:
· System revenue was $333,766 higher than anticipated (37%)
· Tax revenue was $220,952 less than anticipated (6%)
· Total expenditures were $237,434 tess than anticipated (5%)
· $487,536 is available to put into reserves ($137,482 budgeted)
Total year end reserves $3,192,707 (53% at target)
Other Year 2000 Milestones
· Y2K compliant.
· Secured $15,389,000 in re~onal and federal grants for the period 2000-2004.
· Brought 6 Mci Coaches into fleet.
· Transferred all services to Laidlaw. Saved an estimated $600,000 in operating costs.
· Brought maintenance and dispatch in-house. Gained greater control and saved over
$75,000 annually.
· Created utility positions-allowing 8 hours pieces of work to be developed-allowed.
SMTC to eliminate many outside contracts, saving the agency $10,000+ annually.
· Negotiated funding reimbursement for UPASS program, in turn initiated new iervice
to the University of Minnesota.
Secured grant amendment from ~MNDOT to perfoTM TDM activities.
Hired Business Liason to assist area businesses with their transportation problems.
· Expanded vanpool program from 5 to 11 vans.
· Revised performance incentive program for LTS staff.
· Developed and implemented a number of internal and external policies that provide
better consistency to overall operations.
· Updated computers and software.
· Evaluated all positions and conducted staff reorganization.
· Installed security cameras at Southwest Station.
· Constructed additional parking at Southwest Station.
Other Year 2000 Milestones (cont'd)
Developed master plan for the Southwest Station site.
Negotiated sale of Southwest Station property.
Negotiated payback provision with MNDOT (property + $2 million).
Replaced water and sewer lines at Southwest Station.
Completed phase I of garage remodeling.
Visio n/Overridin~ Goal:
"We envision ourselves as a premier transit systemmone that is committed to
excellence. We will make every effort to meet the needs of our customers and to
provide value to the communities we serve."
Premier starts with the basics in transit:
Bus Cleanliness/Maintenance-Our cleaning and preventative maintenance
program on vehicles assures our customers a comfortable and reliable fide.
(Complete preventive maintenance check conducted every 10,000 miles which is
better than the national average).
Drivers pride-Our drivers (front line) are the strength of Southwest Metro because
care and consideration is the norm, not the exception.
Training-We provide extensive training in all areas of the operation, with a high
level of importance placed on customer service and safety training.
OnTime Performance- Southwest Metro Transit is on-time 97% of the time, a
remarkable feat, considering growing traffic congestion and winter weather.
Premier beyond the basics:
Coach Buses- Business class comfort on our express routes.
Southwest Station- Southwest's largest and fastest growing park & ride facility
provides amenities that make riding a bus easy and comfortable.
Vanpooling-Vanpools go where traditional transit can not operate efficiently.
They offer the convenience of the car at a transit price.
We listen-Many of our improvements in service come from customer requests,
decisions are made to fulfill or anticipate customers needs. We also provide our
customers with many opportunities to interact with our staff including: customer
service window and answering service - open Monday through Friday, 6:00 a.m. to
6:30 p.m.; Listening post - once a month a member of the management staff makes
themselves available during the a.m. peak to answer any customer's questions;
Web site - post updated information and where a customer can provide direct
comments to staff or the Commission; E-mail tree where we communicate urgent
messages to riders concerning things such as snow alerts.
3-22-01
STRATEGIC PLAN- ACTION STEPS
SERVICE
Goal:
Deliver a system that meets the mobility needs of citizens and businesses in a cost-
effective manner.
Action Plan:
Establish system performance standards
· Establish system design standards
Develop new and modify existing service
· Mentify and secure priority infrastructure
· Menti~ and develop parmershipsfor service deliveo;
· Coordinate service to our service area with other regionalproviders
· Develop a plan to address the growing reverse commute needs
· Develop field monitoringprogram
· Establish fare policy that enhances ridership without negatively impacting
revenues
· Ensure that facilities meet the satisfaction of our customers
· Develop 5 year operations and capita/plan --
FINANCE
Goal:
Stabilize and strengthen our financial position.
Action Plan:
· Develop operating reserves
· Develop capital reserves
· Examine opportunities for moreprivatization of system
· Become more entrepreneurial in se~wice approach
· Identify and implement revenue-generating opportunities
(facilities/investments)
· Upgrade accounting software
· Develop grant strategy (when and what- CIP)
· Prepare risk management assessment
· Evaluate and adjust sea*vice for cost effectiveness
· Develop and implement internal audit procedures (are we getting what we are
paying for)
· Develop agency financial policy (budgeting, capital, reserves, investments...)
CAPITAL
Goal:
Provide quality vehicles and facilities
Embrace technology
Secure infrastructure improvements
Action Plan:
· Develop CIP
· Develop and implement maintenancepolicies andprocedures
· Secure new bus garage
· Identify and secure priority infrastructure needs
· Work on developing more stable and equitable capitalfundingprocess
· Complete bus shelterplan
· Complete bus stop andpark & ride signing project
· Secure additional park & ride facility in Chanhassen
· Examine impact of internalizing operationalfimctions provides by contractors
· Explore partnership opportunity with EPfor development of Southwest Station
· Secure additional vehicles
· Develop and implement technology plan
· {dpgrade computer network
· Equip fleet with new paint scheme
STAFF AND COMMISSION
Goal:
Transform culture to one of quality, focusing energy and talents on customers,
teamwork, communications, commitment, and integrity
Action Plan:
· Develop Procedures (wherever feasible) the operation
· Focus on priorities
· Provide training
· Provide clear goals and expectations
· Develop incentiveprogramfor contract operator
· Develop consistent evaluation and compensationprogram
· Ensure that a high level of customer service is beingprovided
· Review andprioritizeprojects
· Enhance opportunities for Commission and Staff to work together more as a
team
GOVERNANCE
Goal:
Strengthen partnerships with citizens and governments.
Provide vision for the furore.
Ensure organizational capabilities function effectively.
Action Plan:
Increase accountability
Create greaterpresence of Commi~'sioners
Become more active in theplanningprocess (city, region, state)
Become recognized as innovative leaders in how we do things
Lead discussion on regional issues
Develop participation process
· Conduct strategic planningprocess and update
· Review Joint Powers Agreement
· Review Roles and Responsibilities of Commission and Staff
· Evaluate Stafffunctions and complement
'MARKETING
Goal:
Encourage greater use of our system ar~.d increase revenue generated through the
farebox
Action Phtn:
· Createpublic awareness/inform thepublic better
· Target current and£otential consumers
· Encourage trial use of our services
· Create stronger tie into our three communities
Major 2001 Initiatives
Begin Construction of parking deck.
· Enter into land sale ag-reement with North American Properties.
· Construct additional parking space at Southwest Station (250+).
· Facilitate development of Southwest Station site.
· Complete water and sewer project/landscaping.
· Secure federal formula funds.
· Secure federal and re~onal capital gants- 2005 and 2006.
· Obtain additional funding for parking deck ($2.5 million).
· Bring two additional MCI coaches into fleet.
· Replace five small vehicles.
· Complete 5 year transit development plan.
· Update strategic plan.
· Purchase and install bus wash.
· Implement new circulator and 494 service.
· Revise reporting procedures and documents.
· Implement marketing plan.
· Increase vanpools by an additional 10.
· Begin overhead/rehab of citiliner and gillig fleet.
· Develop policies and procedures manual.
· Complete risk management assesment.
· Issue RFP's for operational functions.
Hire and retain quality staff.
Monitor and improve sen, ice quality and customer service.