Exhibit 1
Compliance Review
Shuttle Bus Services Contract at the Fort LauderdaleHollywood International Airport
June 4, 2012
Report No. 12-11
Office of the County Auditor
Evan A. Lukic, CPA
County Auditor
Compliance Review of Shuttle Bus Services Contract
Table of Contents Executive Summary ......................................................................... 2
Purpose and Scope .......................................................................... 3
Methodology ..................................................................................... 3
Background ...................................................................................... 4
Findings and Recommendations .................................................... 9
APPENDIX A ................................................................................... 15
APPENDIX B ................................................................................... 19 APPENDIX C ................................................................................... 22 1
Office of the County Auditor
Compliance Review of Shuttle Bus Services Contract
Executive Summary
This report presents our compliance review of the contract between Limousines
of South Florida, Inc. (LSF) and Broward County for shuttle bus services at Fort
Lauderdale-Hollywood International Airport (FLL). This review was undertaken
as a follow up on two previous reviews of shuttle bus services at the airport;
Review of the Contract with ShuttlePort, LLC., dated June 18, 2007 and Airport
Employee Parking Lot Costs, dated August 20, 2007.
The objectives of our review were to evaluate LSF’s compliance with County
contract requirements, assess the effectiveness of contract administration by the
Broward County Aviation Department (BCAD), and ascertain management’s
actions in response to recommendations made in the two prior reviews.
Based on our review, BCAD’s contract administration over shuttle bus services
has significantly improved and the majority of applicable findings identified in the
two prior reports have been resolved, resulting in cost savings of approximately
$7.6 million. 1 The specifics of each finding and recommendation from these two
reports are detailed in Appendices A and B.
0F
Although BCAD has reduced the shuttle bus fleet and increased the headways
on some routes, partially implementing our recommendations, additional
operational changes may be warranted as recommended by Leigh Fisher
Management Consultants, in their report dated January 2012, attached as
Appendix C. 2
1F
As noted above, contract administration relating to shuttle bus services at the
airport has significantly improved since our prior reviews. In our current review,
we noted the following matters of contract compliance and process improvement:

LSF did not fully comply with four key contract requirements regarding:
o Preventative maintenance of the supplemental fleet in 2011,
o Training and hiring,
o Environmental pollution liability insurance, and
o The Living Wage Ordinance.
 LSF’s billing process is manual and lacks adequate review, resulting in
minor undetected billing errors.
 BCAD did not enforce disincentive charges for Performance Standard
Breaches required by the contract.
1
2
Shuttle cost for fiscal year (FY) 2006 was approximately $16.4 million compared to $8.8 in FY 2011.
Appendix C also includes LSF’s management response to the Leigh Fisher report, dated January 2012. 2
Office of the County Auditor
Compliance Review of Shuttle Bus Services Contract
We have included recommendations in this report to address the findings noted
above.
Purpose and Scope
The purpose of our review was to evaluate whether Limousines of South Florida,
Inc. (LSF) complied with selected 3 contract provisions. We also evaluated
Broward County Aviation Department’s (BCAD) contract administration, and
followed up on management’s actions taken in response to recommendations
noted in two prior reviews of:
2F


The shuttle bus services contract with ShuttlePort, LLC., dated June 18,
2007, and
Airport Employee Parking Lot Costs, dated August 20, 2007.
Our current review covered the contract period of March 1, 2009 through
December 31, 2011.
Methodology
To accomplish our objectives, we:
 Reviewed
o The contract between Limousines of South Florida, Inc. and
Broward County dated February 3, 2009, 4 and related
amendments,
o LSF’s invoices, Dispatch Sheets, Daily Vehicle Inspection Reports
(DVIRs), time cards and other supporting documentation for
January, July and December 2011,
o LSF’s DVIRs, work orders and fuel logs for two supplemental buses
in 2009 and 2010 and all 10 supplemental buses in 2011,
o LSF’s drivers records for selected employees,
o A sample of LSF’s Living Wage paychecks and insurance waiver
forms for January 2010 and July 2011,
o LSF’s customer complaints reports in 2011,
o BCAD’s wait time inspection reports and selected Ground
Transportation Vehicle Inspection Reports in 2011, and
o Selected internal and external agencies’ reports on the review of
LSF’s driver records, vehicle maintenance and shuttle bus
3F
3
The review did not include an evaluation of compliance with the Community Disadvantage Business
Enterprise (CDBE) requirements in the contract. 4
An interim contract commenced on May 1, 2008 prior to the permanent contract that became effective on February 3, 2009.
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Office of the County Auditor
Compliance Review of Shuttle Bus Services Contract




operations at Fort Lauderdale-Hollywood International Airport
(FLL).
Examined documentation to support compliance with selected contract
provisions,
Performed follow-up on management’s response to recommendations
noted in our prior compliance reviews of:
o The shuttle bus services contract with ShuttlePort, dated June 18,
2007, and
o Airport Employee Parking Lot Costs, dated August 20, 2007. Interviewed LSF, BCAD and BCT staff, and Toured and observed the shuttle bus operations at FLL. Background
On February 3, 2009, the Board of County Commissioners entered into a fiveyear contract with Limousines of South Florida, Inc. (LSF). Under the contract,
LSF provides 24 hours a day, seven days a week shuttle bus services at the Fort
Lauderdale-Hollywood International Airport (FLL) between the terminals, the
parking facilities, the Consolidated Rental Car Facility (RCC), and Port
Everglades. The current shuttle bus system consists of five routes. Table 1
below shows a summary of the five shuttle bus routes, and facilities served and
hours of operations.
Table 1 FLL Shuttle Bus Routes and Hours of Operation Routes
Facilities Served
Hours of Operations
RCC
Economy Parking Lot
Inter-Terminal (loop)
Terminals and RCC
Terminals and Economy Parking
All Terminals
24 hours
24 hours
15 hours (6am–9pm)
Parking Garage Tram
Palm and Hibiscus Garages
24 hours
RCC and Port Everglades
On Demand
Port Everglades
5
4F
Source: Prepared by the County Auditor’s Office from information obtained from BCAD
Exhibit B of the contract requires LSF to schedule sufficient number of buses and
trams, and coordinate their positions throughout the designated routes to meet
passenger demand and maintain maximum passenger wait time as follows:
5
The Port Everglades route is operated at the request of Alamo Rent a Car to transport their customers
to/from the RCC and Port Everglades. The cost of the service is reimbursed by the rental car company
under a separate agreement with BCAD.
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Office of the County Auditor
Compliance Review of Shuttle Bus Services Contract
Economy Parking Lot Route
RCC Route
Parking Garage Tram Route
Inter-Terminal Route
Port Everglades
15 minutes
10 minutes 6
8 minutes
15 minutes
on demand
5F
Shuttle Bus Operations
As of December 31, 2011, LSF had 124 fulltime employees; 87 drivers and 37
other staff (managers, supervisors, dispatchers, mechanics, safety training staff,
etc.) to operate a fleet of 43 vehicles for the shuttle bus services at FLL.
Drivers
LSF drivers must pass drug and medical tests and possess a commercial driving
license at least three years prior to employment. The contract includes driver
qualification criteria used by the Broward County Transportation Department
(BCT). The contract prohibits LSF from employing or retaining drivers whose
driving record include the following:
a) More than one moving violation in the past three years,
b) An at-fault accident in the last three years,
c) Reckless driving within the last seven years,
d) Driving under the influence within the last seven years,
e) Hit-run or hit-run property damage,
f) Reckless driving causing injury, or
g) Combination of any violation that indicate a pattern of irresponsibility or
poor judgment.
Equipment
As of December 31, 2011, the shuttle bus fleet consisted of a “Core Bus Fleet” of
43 vehicles and “Supplemental Bus Fleet” of ten buses. All vehicles are owned
by the County and the “Core Bus Fleet” is leased to LSF for $1 per vehicle per
year.
 Core Bus Fleet
The “Core Bus Fleet” consists of 35 buses, two CoBuses, 7 three trams,
and three non-motorized trailers.
6F

Supplemental Bus Fleet
The "Supplemental Bus Fleet" of 10 buses is designed to meet periodic
increases in demand or for specific on-demand services as requested by
6
As advised by BCAD staff, the maximum passenger wait time for RCC route was changed from 8 to 10
minutes in 2011. The amendment was finally approved by the Director of Aviation on May 4, 2012.
7
The two very large buses (accommodate about 100 standing passengers) are used for the
loading/unloading of passengers at remote aircraft parking positions in aircraft emergencies.
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Office of the County Auditor
Compliance Review of Shuttle Bus Services Contract
BCAD. However, the buses were never utilized and the supplemental
fleet was officially removed from service effective January 1, 2012.
Trip Scheduling
LSF prepares trip schedules based on historical passenger counts and airport
schedules. The regular shifts for drivers are typically 8 hours with a 30 minute
break after 4 hours of driving. The trip schedule is prepared weekly by the LSF
General Manager and adjusted daily by the dispatcher to facilitate actual flight
delays or cancelations.
Billing Process
Services are billed to the county based on the contract rate per hour times the
total actual hours of bus service provided.
At the start of a route before leaving the lot, drivers are required to perform a pretrip vehicle inspection and complete a Daily Vehicle Inspection Report (DVIR),
noting the condition and starting mileage of the vehicle. Once the inspection is
completed, the DVIR is time stamped by the dispatcher to document the start of
the billing period. At the end of the shift, the driver performs a post-trip vehicle
inspection, documents the end of shift mileage, and the dispatcher time stamps
the DVIR to document the end of the billing period.
Daily, the dispatchers prepare an electronic spreadsheet (Dispatch Sheet) to
record the information on the DVIR, such as bus number, driver’s name, starting
and ending shift time and calculated total service hours by route. Bi-monthly, the
Dispatch Sheets are tallied and forwarded to the billing manager who prepares
the invoice. After the invoices are signed by the project manager, the invoice
packages including copies of the Dispatch Sheets are sent to BCAD for payment.
Passenger Counts and Customer Complaint Reporting
LSF is required to provide BCAD with bi-monthly reports on the number of
passengers transported and monthly reports summarizing the number of
customer complaints.

Passenger Count
Drivers are required to manually count passengers transported and report
the total to the dispatcher for each trip. The dispatcher tallies the total
number of the passengers by route daily and submits a report to BCAD
along with the bi-monthly invoice showing total passenger counts. For the
contract period of March 1, 2009 through December 31, 2011, LSF
transported approximately 14.9 million passengers. Table 2 on the next
page shows the passengers transported for calendar years 2009 through
2011.
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Office of the County Auditor
Compliance Review of Shuttle Bus Services Contract
Table 2
Passengers Counts
By Calendar Year 2009 through 2011
Calendar Year
Passenger Count
2009 (Note 1)
2010
2011
Total
4,005,330
5,485,932
5,425,497
14,916,759
Source: Prepared by the County Auditor’s Office from information obtained from LSF.
Note 1: Passenger count for the period from March 1, 2009(beginning of contract) to
December 31, 2009.

Customer Complaints
Customer complaints about shuttle services can be made to either BCAD
or LSF using a self-addressed stamped card available on the buses, via
telephone using numbers displayed on the buses, or via internet through
FLL.NET. Complaints that are received by BCAD are forwarded to LSF.
Complaints that are made directly to LSF or forwarded from BCAD are
investigated by LSF staff and summarized in a monthly report to BCAD.
Insurance
The contract requires LSF to provide Comprehensive General or Commercial
Liability, Business Automobile Liability, Environmental Pollution Liability and
Worker’s Compensation insurances. Each policy must identify the County as an
additional named insured on the insurance certificate.
Contract Administration
BCAD Operations personnel are responsible for oversight of shuttle bus
operations and administration of the contract. The duties include:
 Review and approval of invoices,
 Random daily inspection of buses and passenger wait times,
 Periodic reviews of driver records and bus maintenance records, and
 Review of compliance with Living Wage requirements.
Invoice Review Process
The BCAD Operations Manager reviews the bi-monthly invoice and compares
the hours documented on the Dispatch Sheets to the hours billed. The invoice is
approved by the Operations Manager, Director of Operations and BCAD’s
Finance Division management prior to forwarding to the County’s Accounting
Division for payment.
Vehicle Inspections and Passenger Wait Time Monitoring
BCAD Operations staff performs daily random inspection of vehicles, observes
customer wait times on a test basis and documents the results on a Ground
Transportation Vehicle Inspection Report (Inspection Report).
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Office of the County Auditor
Compliance Review of Shuttle Bus Services Contract
 The passenger wait times are summarized by route and immediately
discussed with LSF’s management to determine the cause if the wait time
exceeds 15 minutes.

Vehicle inspections are performed to ensure equipment safety and to
determine whether drivers are complying with contractual requirements.
Discrepancies noted during the inspection are reported to LSF for
correction.
Living Wage Monitoring
The contract with LSF is subject to the County’s Living Wage Ordinance. BCAD
Operations staff reviews the payroll records for LSF and its subcontractors twice
a year to ensure compliance with Living Wage requirements.
Payments to LSF
The contract provides for hourly rates that include all costs associated with the
operation of the shuttle bus service (maintenance, repairs and fuel). Table 3
below shows three phases of hourly rates established in the contract:
Table 3 Hourly Billing Rates Phase Number
Shuttle Bus
Hourly Range
Operating Hourly
Billing Rate
Phase One
150,000 – 175,000 hours
$ 60.53 per Hour
Phase Two
175,001 – 200,000 hours
$ 60.40 per Hour
Phase Three
200,001 – 225,000 hours
$ 62.80 per Hour
Source: As described in Article 5.2 of the LSF contract
Any change in phases of the hourly rate requires a continual increase or
decrease in service hours for three consecutive months and the approval of the
Director of BCAD. Since inception of the contract the County has paid LSF the
Phase One rate of $60.53 per hour.
In addition to the hourly rate, the contract required the County to pay LSF $1,190
per vehicle per month to provide preventative maintenance on ten supplemental
buses owned by the County. The preventative maintenance program was
discontinued on January 1, 2012.
Payment Summary
During the period March 1, 2009 through December 31, 2011, the County paid
LSF approximately $24.7 million, including preventative maintenance costs of
approximately $405,000, summarized in Table 4 on the next page:
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Office of the County Auditor
Compliance Review of Shuttle Bus Services Contract
Table 4 Payments to LSF By Calendar year through December 31, 2011 Calendar Year
Amount
2009 (Note 1)
$
7,073,924
2010
8,530,212
2011
9,117,141
Total
$
24,721,277
Source: Prepared by the County Auditor’s Office from information obtained from
Advantage and BCAD
Note 1: Payments for services from March 1, 2009 (beginning of contract) to December 31,
2009
Findings and Recommendations
Finding 1: BCAD’s contract administration over shuttle bus services has
significantly improved and the majority of applicable findings identified in
the two prior reports have been resolved.
We performed a follow up review of two related previous reports: The shuttle bus
services contract with ShuttlePort LLC., dated June 18, 2007 and Airport
Employee Parking Lot Costs, dated August 20, 2007. We found BCAD’s contract
administration over shuttle bus services has significantly improved and the
majority of applicable findings identified in the two prior reports have been
resolved. The specifics of each finding, recommendation and follow up action
are detailed in Appendices A and B.
We also noted that BCAD reduced the shuttle bus fleet and increased the
headways on some routes, partially implementing our recommendations. Similar
recommendations were included in a report issued by Leigh Fisher Management
Consultants, dated January 2012, attached as Appendix C.
Although management has taken significant steps in improving contract
administration relating to shuttle bus services at the airport, our current review
disclosed matters of contract compliance and process improvement detailed in
Findings 2 through 4 below.
Finding 2: LSF did not fully comply with four key contract requirements.
We reviewed documentation to support compliance with selected contract
requirements, and found that LSF did not fully comply with four key contract
requirements regarding:
1. Preventative maintenance of the supplemental fleet in 2011,
2. Training and hiring,
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Office of the County Auditor
Compliance Review of Shuttle Bus Services Contract
3. Environmental pollution liability insurance, and
4. The Living Wage Ordinance.
LSF was overpaid $67,608 for preventative maintenance on the
supplemental fleet in 2011. Exhibit H of the contract requires LSF to perform
preventative maintenance on ten supplemental buses at a monthly cost of $1,190
or $14,281 per year, per bus. The preventative maintenance program includes
the following requirements:
 Three times weekly, LSF shall warm up the engines for 15 minutes, exercise the buses by driving them 5 - 10 miles (exercise trips), and perform pre and post trip equipment inspections,  Every 120 days, LSF shall lubricate fittings, change oil, fuel and air filters
and perform oil changes, and
 Every two years, LSF shall flush and refill transmissions and repack the
wheel bearings.
We reviewed preventative maintenance records including DVIRs, work orders
and fuel logs for two buses in 2009 and 2010, and for all ten buses in 2011. We
found LSF was paid for 100% of the preventative maintenance in 2011 but did
not perform all the required preventative maintenance, specifically:
 The contract requires LSF to drive the buses a total of 1,560 exercise
trips; however, LSF performed 359 exercise trips in 2011. In addition, the
pre and post trip equipment inspections were not consistently
documented, and
 The contract also requires LSF to provide a total of 30 filter and oil
changes and lubrication of fittings. However, LSF only performed four
during 2011.
As a result, LSF was overpaid approximately $67,608 for preventive
maintenance services on the supplemental buses in 2011.
Nine (35%) of 26 driver records reviewed did not include documentation of
compliance with training and hiring requirements. BCAD conducted a
compliance review of driver records on September 29, 2011 and found three
deficiencies. We performed a follow up review on the three driver files and noted
that all issues have been resolved. We then selected an additional 23 driver files
including 16 hired after September 2011, and found the following deficiencies:
1. Article 6.11 of the contract requires LSF to provide at least eight hours of
customer service training annually to employees, including drivers that
have direct contact with the public. We found eight drivers’ files did not
contain documentation to support the required eight hours of customer
service training.
2. Article 6.8 of the contract requires LSF to obtain background checks from
the State of Florida Department of Law Enforcement or from other sources
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Office of the County Auditor
Compliance Review of Shuttle Bus Services Contract
approved by the Aviation Department for all employees providing service
at the airport. We found personnel files for three former ShuttlePort
drivers did not include evidence of criminal background checks in 2008
when LSF commenced interim operation of the shuttle service.
3. Article 6.20 of the contract prohibits LSF from employing or retaining
drivers whose driving record include one “at fault” accident in the last three
(3) years. We noted the driving record for one driver showed an at-fault
accident on March 23, 2010.
4. Article 6.20 of the contract requires that Driver must possess a
commercial driver’s license (CDL) at least three years prior to
employment. We noted one driver, hired in November 2009, had his
commercial driver’s license for only one year prior to his hire date.
LSF did not comply with the environmental pollution liability insurance
requirements. Article 11.2.4 of the contract requires Environmental Pollution
Liability coverage in the minimum amount of $2 million per claim, subject to a
maximum deductible of $200,000 per claim.
Our review found that LSF’s insurance certificate did not include the required
Environmental Pollution Liability coverage. LSF provided BCAD with an
insurance certificate showing Raider Environmental Services, Inc. as the insured
party with environmental coverage of $1 million per conditions and an aggregate
of $2 million. The insurance certificate listed the County as an additional insured
and was approved by BCAD’s risk management staff. However, this was
inconsistent with the contract as Raider Environmental was not a party to the
contract between the County and LSF.
LSF did not fully comply with Living Wage requirements. Article 17.17 of the
contract requires that LSF and its subcontractor comply with the requirements of
the Living Wage Ordinance (LWO). Broward County’s LWO requires covered
employers to pay covered employees at least $11.13 per hour if the employer
provides qualifying health benefits or pay an hourly rate of $12.57 if no health
benefits are offered. The LWO also requires employer to obtain written
documentation of waivers of health benefits if the covered employee declines the
coverage and is paid at the lower LWO rate.
In order to be qualified for health benefits, newly hired LSF and subcontractor
employees must undergo a waiting period 60 days. During the waiting period,
LSF and the subcontractor are required by the LWO to pay employees the
required $12.57 hourly rate. At the end of the waiting period, employees have
the option to accept or decline the health benefits. If benefits are declined,
employees are required to complete and sign an insurance waiver form and are
subsequently paid the $11.13 hourly rate.
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Office of the County Auditor
Compliance Review of Shuttle Bus Services Contract
We reviewed the payroll records and health benefit waiver forms for a total of 50
employees in 2010 and 2011, and found LSF was not in compliance with Living
Wage requirements as follows:


Signed insurance waiver forms were not on file for eight (16%) of 50
drivers who were paid $11.13 per hour, and
One LSF employee was paid $11.13 per hour during the 60 days waiting
period rather than the required $12.57 per hour.
Recommendations:
We recommend the Board of County Commissioners direct the County
Administrator to take steps to:
1.
2.
3.
4.
Immediately recover the overpayment of $67,608 from LSF,
Ensure compliance with the contract’s training and hiring requirements,
Ensure compliance with the contract’s insurance requirements, and Ensure compliance with the contract’s Living Wage requirements and
require that LSF retroactively compensate the underpaid employee. Finding 3: LSF’s billing process is manual and lacks adequate review,
resulting in minor undetected billing errors.
Article 5.4 of the contract requires LSF to invoice the County for service hours.
As a good business practice, hours billed should be properly documented and
reviewed for accuracy before invoiced to the County. We evaluated the LSF
billing process as described in the background on page 6, reviewed six invoices
totaling $2.3 million, and supporting documentation including Dispatch Sheets,
DVIRs, break time sheets and drivers’ time cards for January, July and
December 2011. Our review found the following deficiencies:
 LSF’s billing process is manual and lacks adequate review to validate the
accuracy of billing data entered on Dispatch Sheets used to prepare
invoices to the County.
 Minor billing errors, resulting in both over and under payments and netting
to an overpayment of $1,544 for the three months reviewed.
During the review, we also noted that the DVIRs for trams are not generally
stamped to document start and stop times. Without the time stamps on the
DVIRs, we could not verify the accuracy of the trams hours billed.
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Office of the County Auditor
Compliance Review of Shuttle Bus Services Contract
Recommendations:
We recommend the Board of County Commissioners direct the County
Administrator to:
5. Explore the feasibility of automating the manual process to improve accuracy of billing data, and 6. Immediately recover the minor overpayment of $1,544.
Finding 4: BCAD did not enforce disincentive charges for Performance
Standard Breaches required by the contract.
Article 12.12.2 of the contract requires LSF to pay disincentive charges if:
 A passenger waits more than 15 minutes for a bus. This charge can be
waived by BCAD during periods of severe weather, work stoppages, or
when the delay is unavoidable,
 Customer complaints exceed three in thirty days, and
 LSF fails to respond verbally to customer complaints within two days, and
in writing within five days.
We reviewed documentation prepared by BCAD and LSF to track the passenger
wait time and customer complaints. We found that BCAD did not enforce
disincentive charges when LSF did not comply with performance standards
required by the contract.
Based on BCAD’s wait time inspection reports, LSF should have been
assessed disincentive charges of $8,500 in 2011. The contract requires LSF
to pay disincentive charge of $50 per occurrence if passengers wait more than
15 minutes for buses. BCAD staff performs random daily inspections and
documents selected passenger wait times on an inspection report. We reviewed
the inspection reports prepared by BCAD for a total of 8,730 trip inspections in
2011. Our review found the following:
 170 (2%) of the 8,730 trips showed passenger wait times in excess of 15
minutes, which would result in disincentive charges of $8,500. However,
there was no documentation to support notification to LSF, follow up
actions by BCAD, or explanations why disincentive charges were waived,
and
 BCAD staff does not document the weather conditions at the time of the
inspections, which are necessary to evaluate the cause for delays.
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Office of the County Auditor
Compliance Review of Shuttle Bus Services Contract
BCAD did not assess disincentive charges when LSF did not comply with
customer complaint requirements. The contract requires LSF to pay
disincentive charges if customer complaints exceed three in any thirty day period,
if LSF fails to respond verbally to customer complaints within two days and in
writing within five days. We reviewed customer complaints reports prepared by
LSF for a total of 19 complaints in 2011, and found the following:
 BCAD did not document the follow-up actions when LSF reported four
customer complaints in July 2011, or provide explanations why the $250
disincentive charge was waived,
 LSF did not consistently document the date of the verbal and written
responses to complaints; as a result we could not determine whether
disincentive charges were applicable, and
 LSF documentation included one instance when the verbal and written
responses were not performed timely and the $50 charge was not
assessed by BCAD.
We also noted that customer complaints can be made to BCAD or LSF and LSF
provides a monthly report to document and track complaints. Reliance on LSF to
document and track complaints may result in underreporting or inaccurate
reporting of actual complaints and their resolution.
Recommendations:
We recommend the Board of County Commissioners direct the County
Administrator to:
7. Ensure compliance with the contract performance standards, including
application of disincentive charges or documentation of the reason for
waiver of charges, and
8. Ensure that customer complaints are documented and tracked by BCAD
and forwarded to LSF for investigations.
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Office of the County Auditor
APPENDIX A Follow-up on Prior Audit Report on ShuttlePort Review
Compliance Review of the ShuttlePort Florida, LLC, Contract at the Fort Lauderdale-Hollywood International Airport Broward County Office of County Auditor Report No. 07- 21, Dated June 18, 2007 June 2007
Findings
June 2007
Recommendations
1.ShuttlePort did not
comply with
contract provisions
requiring
compliance with
safety laws and
regulations for
motor carriers and
limiting driver
points on their
State of Florida
Motor Vehicle
records.
1.Closely monitor
ShuttlePort’s progress in
resolving the violations
noted in the FDOT report
and formally advise the
Board of such progress.
8
2.Require BCAD staff to
routinely review
ShuttlePort’s practices for
compliance with contract
requirements.
ShuttlePort Review
June 2007
BCAD Management Responses
Concurred.
To ascertain that ShuttlePort is proceeding to
meet the items noted in the FDOT Report,
meetings are held on a regular basis to
determine what steps have been taken to
resolve all issues noted in the FDOT Report.
As part of that review, ShuttlePort supplies
copies of all driving records for new hires.
Further, we request that regular checks with the
Florida Department of Motor Vehicles be
completed and available for inspection to
ensure that drivers meet conditions of the
contract.
The driver employment criteria under article
7.20 of the current Agreement with Mass
Transit and Port Everglades were reviewed. It
is felt that the Driver criteria should be
amended in this Agreement or any future
agreement to match the criteria used by Mass
Transit. Staff is preparing this recommendation
April 2009
Status Update
Resolved
Following the ShuttlePort review BCAD closely
monitored ShuttlePort’s compliance with the
contract and conducted periodic random
inspections of driver records to ensure
compliance with the contract and FDOT
requirements.
BCAD staff conducted periodic inspections of
LSF’s driver records and coordinated with the
Broward County Office of Transportation to
review the maintenance plan and mechanics’
certifications. LSF was found to be compliant
and cooperative.
On 8/13/08 and 01/07/09 FDOT performed two
random driver and vehicle examinations,
respectively and reported “no violations were
discovered”.
LSF Review
June 2012
Update 8
7F
1. Unresolved
Our review found
9 (35%) of 26 driver
records reviewed did not
include documentation of
compliance with training
and hiring requirements.
(See Finding # 2)
2. Partially Resolved
BCAD Operations
Management performed
maintenance reviews,
client file reviews
however some
exceptions were noted.
(See Finding # 2 )
When applicable the update refers to the June 4, 2012 Review of Shuttle Bus Services Contract at the Fort Lauderdale-Hollywood International Airport
conducted by the Office of the County Auditor.
APPENDIX A – Continued
June 2007
Findings
2.Management and
documentation of
vehicle
maintenance and
repairs is
inadequate to
ensure that
maintenance and
repair costs are
justified, as a
result the County
may have
overpaid for
vehicle repairs.
June 2007
Recommendations
ShuttlePort Review
June 2007
BCAD Management Responses
LSF Review
June 2012
Update 8
April 2009
Status Update
7F
3.Evaluate the
reasonableness of the
contract’s existing driving
record requirements and
amend the contract as
appropriate.
for an amendment to be approved by the Board
of County Commissioners.
After the review concluded, the ShuttlePort
Agreement was amended to reflect the driver
employment criteria in use by the County Office
of Transportation. Later the driver employment
criteria were incorporated into the agreement
with Limousines of South Florida (LSF) which
was executed by the Board of County
Commissioners on February 3, 2009.
3. Resolved
The LSF’s contract
incorporates the driver
employment criteria used
by BCT.
4.Amending the ShuttlePort
contract to include:
Concurred.
Resolved
N/A
The inclusion of the above criteria in a future
agreement will facilitate BCAD’s ability to
garner the data necessary to review invoices in
greater detail. BCAD is also purchasing
software that will allow for maintenance tracking
and trend analyses. This software assists in
identifying and tracking non-maintenance repair
work, determine the reason for the repair, and
identify the reasonableness of the time and
cost to complete the non-maintenance repairs.
In order to facilitate this effort, ShuttlePort has
been advised that effective with the June, 2007
invoices, a copy of each work order will be
required as part of the documentation for
Penske invoices. In addition, each invoice will
be designated as maintenance or nonmaintenance work.
After the review, BCAD implemented a work
order procedure requiring ShuttlePort to submit a
work order prepared by ShuttlePort’s
maintenance manager to BCAD for approval in
advance of any repair work not covered by the
Penske monthly maintenance plan.
The agreement with LSF
includes a fully burdened
hourly rate including all
costs associated with
operation of the core
fleet,
BCAD withheld payment of the $20,424 for
undocumented charges identified in the audit.
New finding # 2 –
Supplemental Fleet
Throughout the RLI process and negotiations for
the new shuttle bus services, contract staff
incorporated the lessons learned from the audit
review of the ShuttlePort contract and addressed
maintenance of the operating “core” fleet by
negotiating a fully burdened hourly rate which
includes all maintenance of the operating bus
fleet. BCAD is meeting periodically with LSF to
conduct reviews of maintenance records to
ensure compliance with the maintenance plan
submitted by LSF and approved by BCAD with
assistance of the County Office of
Transportation. BCAD deferred the purchase of
special software to track and analyze
maintenance performed on the buses and
LSF did not perform the
required preventative
maintenance on the
supplemental bus fleet in
2011
 Prior approval of all
future repair orders by
qualified personnel to
ensure the repairs are
necessary, are not
maintenance items, and
costs for such repairs
are reasonable
 Inspection of all future
repairs performed to
ensure that the repairs
are completed as
required.
 Labor rates for all noncovered items including
non-maintenance
repairs and tires
replacement/repairs.
 Clear definition of nonmaintenance repair
items.
 Payment by ShuttlePort
of all cost of repairs
caused by their acts or
ShuttlePort has been notified that unless
documentation can be provided for the $20,424
in undocumented charges identified in the
audit, this amount will be deducted from their
invoice. Also, ShuttlePort has been advised
that all invoices which are deemed to be
disputed dollar amounts will not be approved
16
Office of the County Auditor
APPENDIX A – Continued
June 2007
Findings
June 2007
Recommendations
negligence of their staff.
5.Obtain support for the
$20,424 in
undocumented charges
identified above or
recover the payment from
ShuttlePort.
3.Monthly invoices
lacked sufficient
evidence of review
by BCAD staff.
6.Ensure that all future
invoices are properly
reviewed prior to payment
including assignment of
qualified, knowledgeable
staff, management
oversight and a desk
guide for invoice review.
ShuttlePort Review
June 2007
BCAD Management Responses
LSF Review
June 2012
Update 8
7F
for payment until such time as these issues are
resolved to the satisfaction of the Aviation
Department.
instead negotiated for LSF to provide this
tracking ability in its maintenance plan.
Concurred.
Resolved
Resolved
Currently, the Aviation Department conducts
reviews of each ShuttlePort invoice submitted
for reimbursement, to determine accuracy and
eligibility for reimbursement in accordance with
the Agreement. Further, the staff reviewer
conducts periodic detailed reviews of the
invoices with the ShuttlePort General Manager.
During these reviews, a complete drill down of
questionable invoices is completed and
answers obtained prior to approving any
invoice.
Following the review BCAD implemented
improved invoice review procedures. Each item
on an invoice is carefully reviewed for
compliance with the contract, appropriate
quantities and other factors and once cleared a
check is placed next to the item confirming its
review. Any discrepancies or disagreements
with items submitted are documented in writing
to the contractor and the cleared items are
processed for payment.
Bi-weekly invoices were
reviewed by BCAD staff
showing sufficient
evidence of the review.
However, the auditor’s
review found minor billing
errors. (See Finding #3)
It is agreed that a complete drill down is not
done on every invoice and the resources
needed to complete the review to the level of
detail and specificity outlined in the audit is
being assessed. Greater documentation will be
requested to assist in determining the
appropriate balance of review and oversight to
avoid duplication of functions paid for under the
management contract. Aviation reviewers will
continue scrutinizing all invoices for any items
that appear to have issues – major deviations.
All such issues will be addressed thoroughly
and appropriate action taken for those items
17
Office of the County Auditor
April 2009
Status Update
BCAD has instituted multiple layers of review.
Once the Landside Operations supervisor
reviews the invoices for correctness they are
forwarded to the Airport Manager-Landside
Operations for additional review and finally
forwarded to the Director of Operations for final
Operations Division review. The invoices are
then forwarded to the Finance Division for review
and processing for payment.
The new contract with LSF was negotiated with
the lessons of the ShuttlePort contract review
fresh in staff’s mind. The new contract is a fully
burdened hourly rate in which the review
APPENDIX A – Continued
June 2007
Findings
June 2007
Recommendations
4.The Payroll
Assistant performs
all aspects of the
payroll process
resulting in lack of
segregation of
duties.
7.Require BCAD to ensure
ShuttlePort’s payroll
function is adequately
segregated.
5.Tires are not
inventoried which
could result in
undetected loss.
8.Require BCAD ensure
tires are properly
accounted for and
inventoried at least
annually.
ShuttlePort Review
June 2007
BCAD Management Responses
7F
which are determined to be incorrect.
consists of verifying the actual number of
services hours provided and billed.
Concurred.
Resolved
N/A
The Aviation Department has asked ShuttlePort
to implement the changes recommended in the
County Audit. ShuttlePort has assigned a
second Personnel Administrative Assistant,
who reports to the Personnel and Safety
Manager, to perform payroll data transmittal
duties currently performed by the same
Personnel Administrative Assistant that
performs payroll calculations. This segregation
of duties, coupled with periodic oversight by the
regional controller from corporate headquarters,
conforms to the Auditor’s recommendations.
The Aviation Department will monitor this
process to ensure compliance.
Following the review ShuttlePort initiated the
recommended change to payroll review ensuring
proper segregation of duties.
The agreement with
LSF’s provides a fully
burdened hourly rate
including all costs
associated with operation
of the core fleet.
Concurred.
Resolved
N/A
The Aviation Department has instructed
ShuttlePort Management to develop an
inventory of all tires in stock and placed in
service beginning October 1, 2006, to coincide
with Fiscal Year 2007. At this time, they are
compiling this inventory, and once complete, it
will be maintained on an ongoing basis. The
Aviation Department will inspect this inventory
as part of our compliance requirements for this
contract.
The inventory was compiled in accordance with
the recommendations of the review and, upon
termination of the ShuttlePort contract and startup of the new contract with LSF; the tires were
surplused in accordance with County procedure
and advertised for purchase bid. The tires were
purchased by LSF and replacement of tires is
now included in the fully burdened hourly rate.
The agreement with
LSF’s provides a fully
burdened hourly rate
including all costs
associated with operation
of the core fleet.
18
Office of the County Auditor
LSF Review
June 2012
Update 8
April 2009
Status Update
The new contract with LSF is a fully burdened
hourly rate. BCAD no longer reimburses direct
payroll costs.
APPENDIX B Follow-up on Prior Audit Report on Employee Parking Lot Review
Review of Airport Employee Parking Lot Costs Report No. 07-22, Dated August 20, 2007 Follow-up on Selected Recommendations
Employee Parking Lot Review
LSF Review
August 2007
Findings
August 2007
Recommendations
August 2007
BCAD Management Responses
BCAD
December 2007
Status Update
Opportunities
exist for
substantial cost
savings in the
employee parking
lot operation.
1. Coordinate with ShuttlePort
and USA Parking to develop a
plan within the next thirty days
which:
A 10 minute headway time is a performance
measure of the shuttle contract; this time was
determined to allow for no more than a 30
minute time frame for employee transportation
between the lots and terminals. This 30 minute
benchmark was established with concurrence
from airport tenants and air carriers, following
longer waits and discontent among these
groups. Actual reports for FY 2007 indicate that
average headway times are maintained at eight
minutes for Employee Lot 1, and nine minutes
for Employee Lot 2.
Employees will be
relocated to the
Cypress Garage on
February 2, 2008.
This action will
result in a cost
savings of
approximately $4.8
million in the first
year as a result of
significant bus
reductions.
a. On an interim basis,
relocates the employee
parking operation from the
existing site into the
Cypress garage and/or
other appropriate parking
facility(ies),
b. Reduces the number of
buses, bus routes and
headways, to appropriate
levels
c. Maximizes the utilization
and cost effectiveness of all
existing parking facilities,
and
d. Includes a timetable for
implementation.
BCAD will analyze all available alternatives
(including the current preliminary plan,
Attachment 2 – Phased BCAD Employee
Parking Plan). Included in the study will be, at a
minimum, the following components:
 Financial analysis of the variance between
the employee parking monthly rate and the
daily Public parking rate based on average
usage
 Debt service on the Cypress Garage or
19 June 2012
Update
a, c, d, - Relocate employee parking to Cypress
garage and maximize utilization and cost
effectiveness of existing parking facilities –
Resolved.
The relocation of employee parking to the
Cypress garage reduced the number of
shuttle buses. The estimated cost savings
for FY 2006 vs. 2011 was approximately $7.3
million ($16.4 vs. $9.1 million).
b. Reduction of fleet and increased Headways
to appropriate levels - Partially Unresolved
Our current review focused on the contract
compliance. However, BCAD hired Leigh
Fisher Management Consultants (Leigh
Fisher) to conduct a review of shuttle bus
agreement. The report, issued in January
2012 (Refer to Appendix C), recommended
further reductions in the fleet and increased
headways as follows:
1.
Reducing costs by elimination of 13 to
17 full‐size buses, and discontinuing
APPENDIX B – Continued
Follow-up on Selected Recommendations
Employee Parking Lot Review
August 2007
Findings
August 2007
Recommendations
LSF Review
August 2007
BCAD Management Responses






capital cost recovery for other alternative
locations
Potential increases to the RCC shuttle
operations or required employee shuttle
operations to alternative locations
Evaluation of current policies, including Board
concurrence, regarding the commingling of
employees and RCC passengers (along with
customer service concerns)
Access control to segregated portions of the
garage as designated for employee parking
with costs
Anticipated feasible duration for use of the
Cypress Garage or alternative locations
Other potential operational and capital
expenditure concerns and analysis.
A timetable
BCAD requests that ample time be allotted to
ensure a complete comprehensive review be
completed and is recommending sixty (60) days.
20 BCAD
December 2007
Status Update
June 2012
Update
maintenance of the supplemental fleet.
2.
Reducing headways on the RCC and
Economy routes during the late
night/early morning hours.
o The RCC route has a published
headway of 10 minutes but field
observations and analyses of bus
schedule data show actual
headways are 3 to 5 minutes.
These headways provide excellent
customer service but result in
higher operational costs,
particularly between midnight and
3:00 AM when few passengers are
riding this route.
o The Economy Lot route has a
published headway of 15 minutes
but based on field observations and
analyses of August 2011 ridership
data it appears that the actual
headways are less than 10 minutes
72% of the day.
APPENDIX B – Continued
Follow-up on Selected Recommendations
Employee Parking Lot Review
August 2007
Recommendations
August 2007
Findings
3.
Direct BCAD management to
routinely monitor, analyze
and revise shuttle bus
service and parking space
availability to meet the peak
and non-peak demands of
airport travelers and
employees.
LSF Review
August 2007
BCAD Management Responses
BCAD works very closely with its shuttle
operator. Weekly meetings are held with the
local area manager to address any issues that
may arise and to communicate BCAD
expectations. On a monthly basis, data is
examined to ensure that the operation is being
managed to the highest level of efficiencies and
cost effectiveness in achieved.
BCAD
December 2007
Status Update
June 2012
Update
N/A
Partially Unresolved (refer to page 20 item b.
above)
N/A
Unresolved
BCAD will conduct a detailed examination of all
shuttle route structures and determine if
alterations and adjustments should be made.
This will include headway times, distances, lot
configuration, cost savings, and customer
service expectations.
4. Establish trip data collection
and reporting standards to aid
in the future analysis and
management of shuttle bus
operations.
Staff concurs with this recommendation and has
begun looking at what system would best suit
the needs of our operation. GPS tracking
systems are in place and may be used to help
verify the validity of test models including an
examination of route structures.
Shuttle buses are equipped with Global
Positioning System (GPS). However, the system
is primarily used for automatic announcement of
bus stops.
BCAD Operations Management characterized
the data collected by the GPS system as
generally accurate but not 100% reliable for
audit purposes.
21 APPENDIX C
Page 22 of the County Auditor's
Shuttle Bus Contract Review
REPORT
REVIEW SHUTTLE BUS AGREEMENT
Fort Lauderdale / Hollywood International Airport
January 2012
RLI# R0803502R1
File 37FL10TM/0T3-04-11
1 SUMMARY OF KEY RECOMMENDATIONS The key recommendations presented in this report include the following cost‐saving measures and customer service improvements:  Reduce costs by right‐sizing the fleet through elimination of 13 to 17 full‐size buses, and discontinuing maintenance of the supplemental fleet. (pages 5 and 6)  Reduce costs by about $800,000 per year by reducing headways on the RCC and Economy routes during the late night/early morning hours. (pages 9 and 10)  Reduce costs by providing non‐stop service on the RCC route to/from Terminals 2, 3, and 4. (pages 10 and 11)  Incrementally replace old buses with new buses (e.g., one per year) to maintain a desirable average age of the fleet and prevent the entire fleet from surpassing its useful life simultaneously. (page 6)  Include financial incentive/reward and liquidated damage/penalty clauses in future contracts. (pages 18 to 20)  Include option years, at the County’s sole discretion, in future contracts. (page 22)  Continue to own the buses and provide them to the bus contractor. (page 5)  Exclude fuel purchase from fully‐burdened‐hourly fee. BCAD should assume responsibility for purchasing and supplying fuel to the contractor at no cost. This is expected to result in savings of about $150,000 per year. (page 14)  Request additional deliverables including budget variance for the month. (page 15)  Implement numerous suggested improvements to the Operating Plan. (pages 16 and 17)  Audit ridership counts prepared by bus drivers for consistency and accuracy and prepare trend analysis to identify changes. (page 8)  Improve verbal announcements for passengers riding the shuttle buses and install maps or diagrammatic terminal plans inside the shuttle buses. (page 21) In addition it is suggested that consideration be given to the following proposals which require further analysis:
 Using cut‐aways or mini‐buses on the Economy Lot route. (pages 12 and 13)  Providing a “managed fill” service in the Economy Lot. (page 10)  Reviewing and potentially revising the allocation of curbside space on the arrivals level roadway. (pages 10 and 11) General Planning Services – Review Busing and Revenue System Maintenance Agreements Fort Lauderdale‐Hollywood International Airport 2 STUDY PURPOSE This study was conducted to (a) review the business agreement with the contractor responsible for shuttle bus operations (currently Limousines of South Florida) at Fort Lauderdale‐Hollywood International Airport, and (b) identify, evaluate and recommend potential opportunities to reduce the Broward County Aviation Department (BCAD) operating expenses and to improve shuttle bus operations. Scope of Work/Project Status The work scope included the following tasks:  Conduct a multi‐day site reconnaissance including meetings with BCAD and LSF staff  Obtain and review shuttle bus ridership and operating data  Prepare a benchmark comparison of shuttle bus operations at peer airports  Identify, evaluate, and recommend measures to improve existing bus operations and customer service  Document the resulting findings and recommendations REVIEW OF CONTRACT PROVISIONS AND CURRENT BUS OPERATIONS The following sections of this report present: 1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
Overview of existing operations Existing and required bus fleet Bus operations and schedules Contractor fees and charges Required contractor deliverables Standard operating procedures Financial incentives and penalties Customer service and standards Maintenance Facilities and Fuel Storage Equipment Appendix A: Comparison of Public Parking Shuttle Operations at Selected Peer Airports Appendix B: Comparison of Rental Car Shuttle Operations at Selected Peer Airports Appendix C: Minimum, Maximum and Average Number of Passengers on the RCC Route – August 2011 Appendix D: Minimum, Maximum and Average Number of Passengers on the Economy Route – August 2011 General Planning Services – Review Busing and Revenue System Maintenance Agreements Fort Lauderdale‐Hollywood International Airport 3 1. Overview of Existing Bus Routes Limousines of South Florida (LSF) is responsible for providing and maintaining shuttle bus services at Fort Lauderdale‐Hollywood International Airport. As shown in Table 1, the current shuttle bus system consists of five routes that transport airline passengers and employees between the Airport’s terminal buildings and the parking facilities. The routes serving the Rental Car Center, Economy Parking Lot, and Inter‐terminal Loop are operated daily. The route between the Rental Car Center and Port Everglades is operated primarily on weekends at the request of certain rental car companies (i.e., Alamo and National). Table 1
Summary of Existing Shuttle Bus Routes and Schedules
Route Schedule of Primary customers Facilities served Published peak period Operations headway (minutes) Rental Car Center (RCC) 24 hour RCC, Cypress Garage, and 10  Rental car and Cypress County bus stop Garage customers  Employees  Passengers transferring to/from Broward County Transit bus route Economy Parking Inter‐terminal (Loop) Garage Tram Port (not operated daily) 24 hour 7 AM – 8PM 24 hour varies Economy Parking customers Airline passengers and employees Economy Parking Lot All terminals 15 15 Palm and Hibiscus Garage customers Rental car customers arriving or departing at Port Everglades Palm and Hibiscus Garages N.A. Port Everglades and RCC N.A. General Planning Services – Review Busing and Revenue System Maintenance Agreements Fort Lauderdale‐Hollywood International Airport 4 2. Existing and Required Shuttle Bus Fleet As shown in Table 2, the existing shuttle fleet consists of 50 buses‐‐ a “Core” fleet composed of thirty five 40‐foot buses plus five specialized vehicles, and a “Supplemental” fleet composed of ten 40‐foot buses. Table 2
Existing Shuttle Bus Fleet
Core Bus Fleet 40’ ElDorado Axess Low Floor Heavy Duty 40’ ElDorado Axess Low Floor Heavy Duty 40’ ElDorado Axess Low Floor Heavy Duty COBUS Airfield Bus Garage Tram Supplemental Bus Fleet 40’ ElDorado Axess Low Floor Heavy Duty 40’ ElDorado Axess Low Floor Heavy Duty Total Year manufactured Number in fleet 2004 22 2004 8 2006 5 2008 2 1999‐2004 3 2004 5 2004 5 50 Door locations Both sides Right side Both sides Right side N.A. Both sides Right side Fuel Bio‐diesel Bio‐diesel Hybrid‐electric Gasoline Diesel/Gasoline Bio‐diesel Bio‐diesel Buses which can load/unload on either side are required at the Airport because loading/unloading occurs on the left side at the RCC but on the right side at the terminals and all other stops. Buses with doors on both sides must be custom designed and special ordered from the manufacturer. It is our understanding that of the major bus manufacturers; only ElDorado National agreed to furnish such buses. As noted, 27 of the 45 ElDorado buses are equipped with doors on both sides. In addition, the ElDorado buses are equipped with Global Positioning System (GPS), Automated Vehicle Locator (AVL), drive cams (e.g., forward‐facing and outside rear‐facing cameras). The fleet also includes five specialized vehicles:  The COBUS Airfield Buses—These two very large buses (accommodating about 100 standing passengers) are used for the loading/unloading of airline passengers at remote aircraft parking positions and aircraft emergencies. The COBUS vehicle is intended for short trips on level pavements and provides few seats. The COBUS’ large length and width prevent their use on public streets.  Tram and tractors—BCAD operates trams on the ground floors of the Hibiscus and Palm parking structures. The trams consist of a tractor (or power car) each of which is capable of pulling a trailer BCAD owns three tractors and two trailers. Two of the tram‐tractors are in the operation and the third is a spare and rarely used. Conventional buses and minibuses cannot be operated on this route due to the limited General Planning Services – Review Busing and Revenue System Maintenance Agreements Fort Lauderdale‐Hollywood International Airport 5 vertical clearances in the garages. The trams make frequent stops within the garages to pick‐up and drop‐off passengers and their baggage. The trams and trailers do have doors or a roof because they operate under cover. The trams cannot be operated on public streets. Bus Ownership All buses are owned by BCAD and the core bus fleet is leased to LSF for a nominal fee of $1 per bus per year. This is consistent with best industry practice. At most airport the shuttle buses are owned by the airport operator and furnished to the shuttle bus operator at no cost. Ownership of the buses enables the airport operator to ensure continuity of operations even if the shuttle bus contractor were to cease operations due to bankruptcy, termination of their contract, or other reasons. In addition, as a public agency the airport operator can frequently purchase or lease buses at lower costs than can a private entity, although a private entity may be able to acquire buses more quickly. At some airports, the shuttle bus contractor is required to provide the necessary buses but contract provisions enable the airport operator to lease or purchase the buses from the contractor upon contract cancellation or termination. It is recommended that BCAD continue to purchase or lease shuttle bus vehicles and provide them to the contractor. Required Number of Shuttle Buses Table 3 presents the number of buses used on each route based on the shuttle bus schedules and ridership data provided by LSF for March and August 2011. As shown, 24 full‐size buses are required to transport customers and employees during weekday period periods with 3 additional full‐size buses required during weekend periods when the Port Everglades shuttle is operated. Table 3
Number of Shuttle Buses Required on Route during Average and Peak Conditions
Shuttle Bus Route Rental Car Center (RCC) Economy Parking Inter‐terminal (Loop) Port Total Number of buses on route Average Peak 17 10 6 4 1 1 3 2 17 27 Peak period 9AM – 12PM No distinct peak ‐
No distinct peak Comments Passenger loads govern fleet size Headway govern fleet size Hours of operation: 6AM ‐ 8:30PM Operates only during weekends Best industry practice suggests providing 20% spares to allow for vehicles out of service due to scheduled and un‐scheduled maintenance. Thus to satisfy existing peak period demands, 28 full‐size buses are required on weekdays and 32 buses are required on weekends when the Port service is operated. In comparison, as shown in Table 2, BCAD’s fleet now includes 45 full‐size ElDorado buses‐‐40 manufactured in 2004 and 5 manufactured in 2006. Thus BCAD now owns between 13 to 17 more buses than are required to meet current needs. General Planning Services – Review Busing and Revenue System Maintenance Agreements Fort Lauderdale‐Hollywood International Airport 6 Since these buses are not needed now they could be considered surplus and sold. It is suggested that if BCAD expects to continue to provide the Port shuttle service then 13 buses be sold. If BCAD expects to discontinue this service, which serves a limited number of rental car companies, then 15 to 17 buses could be sold. It is recommended that newer buses be introduced to the fleet while the buses with the highest mileage and doors on one side (see below) are phased out. This action will reduce the average bus mileage and postpone the entire fleet reaching its useful life simultaneously. Maintenance of the Supplemental Bus Fleet BCAD’s contract requires that LSF perform preventative maintenance on the Supplemental Bus Fleet (e.g., exercising the buses). LSF is paid $1,190.10 per Supplemental Bus per month or $142,812 annually to provide this service. BCAD’s contract also stipulates that the Supplemental Bus Fleet shall consist of vehicles varying in size and that the buses should not be more than five model years in age. However, the Supplemental Bus Fleet consists solely of 40’ ElDorado buses manufactured in 2004. It is recommended that BCAD discontinue the preventative maintenance on the Supplemental Bus Fleet. Disposition of Surplus or Unneeded Buses It is recommended that BCAD sell the surplus buses including:  13 to 17 of the ElDorado buses— It is recommended that BCAD sells or dispose of the 13 40’ ElDorado buses with doors on the right side. These buses have a standard layout and would be attractive to other bus operators. These 13 buses have a re‐sale value of about $1.2 million according to the February 2011 Internal Review of Shuttle Bus Fleet Utilization. The remaining ElDorado buses, which have doors on both sides, have a more limited after‐market use and thus have a lower resale value. However, it is recommended that up to four of the older surplus ElDorado buses with doors on both sides be sold as well. Keeping a consistent fleet of ElDorado buses with doors on both sides allows for cross‐utilization of these buses among the various routes and may help to balance mileage across the fleet.  Both Cobus airfield buses‐‐ These two buses are rarely used—less than an average of 20 miles/month between October 2010 and July 2011. LeighFisher is not aware of any Airport development or operational plan that will require the frequent loading/unloading of passengers on the airfield ramps. These large vehicles cannot be used on public streets or within the parking structures. It is suggested 1
that the Cobuses be sold or leased . The estimated value of these buses is about $0.7 to $1.0 million. 1
Subsequent to the completion of the initial research conducted for this project, BCAD staff reported that they plan to use the Cobus vehicles for future airfield operations, and thus the Cobus vehicles should be retained rather than sold or leased. General Planning Services – Review Busing and Revenue System Maintenance Agreements Fort Lauderdale‐Hollywood International Airport 7 Use of Alternative Fuels for Buses and Trams As noted in Table 2, the ElDorado bus fleet is composed of both bio‐diesel and hybrid electric powered vehicles. Bio‐diesel or clean diesel has been the fuel source preferred by transit operators for many years. In the past transit operators were reluctant to use Compressed Natural Gas (CNG) buses because of poor reliability, the need for specially trained maintenance staff and specially equipped maintenance facilities, and a lack of ready and conveniently accessible fuel sources. Although industry sources report that the reliability of CNG buses has improved, it is suggested that BCAD continue to purchase full‐size buses using clean diesel (ultra‐low sulfur diesel) and potentially hybrid electric vehicles until such time as Broward County Transit switches to CNG fueled vehicles, and a CNG fueling station is to be built on or near the Airport. The two tractors in regular operation use diesel fuel while the third spare tractor uses gasoline. The low ceiling heights within the garages limit the choice of vehicles that can be used. BCAD staff have considered the use of electric trams, now used elsewhere in Florida, for the garage route to improve customer service, fuel efficiency/costs, and air quality. However, as a result of discussions with major tram manufacturers such as Trams International, Specialty Vehicles and Cruise Cars, it is recommended that BCAD continue to use diesel or consider bio‐diesel powered trams Liquid Propane Gas (LPG) could be considered as an alternative fuel if dispensing station were conveniently located. Electric trams are not recommended for a 24‐hour shuttle operation because of the down‐time required to charge the batteries, and because these vehicles have insufficient power to pull a fully‐loaded passenger trailer. CNG trams are not recommended because these vehicles would have to be equipped with large and heavy fuel tanks to assure a reasonable range. It is, however, recommended, that BCAD maintain (a) a third, reliable tractor as a spare, and incrementally replace the older tractors in order to maintain a suitable average age of the three tractors. Figure 1 Examples of electric powered trams
General Planning Services – Review Busing and Revenue System Maintenance Agreements Fort Lauderdale‐Hollywood International Airport 8 3. Bus Operations and Schedules As shown in Table 1 the published peak period headways are 10 minutes for the RCC and 15 minutes for the Inter‐terminal route and the Economy Lot shuttle. Analysis of Existing Bus Ridership and Headways The following analyses of bus utilization and operations rely upon manual passenger counts conducted by bus drivers. The use of manual counts is consistent with best practices within the transit industry although it is recognized that these counts may not be precisely accurate. While automated passenger count technologies that rely upon infrared sensors or vision cameras are available, they too have a margin of error. Consequently most airports operators rely upon manual passenger counts conducted by drivers. It is recommended that (a) Airport staff or the shuttle bus operator periodically audit the counts performed by the bus drivers to assure a consistent and accurate measurement of ridership, (b) conduct trend analysis to identify changes in ridership patterns, and (c) the contractor be required to report daily peak passenger loads by route segment for the Inter‐terminal Loop, much as they now do for the RCC and Economy Lot routes. Average hourly ridership for both the RCC and the Economy routes are presented in Appendices C and D. Table 4, prepared using August 2011 passenger counts, presents the distribution of bus ridership by route. As shown, the average monthly occupancies are less than 5 passengers on the Economy Lot route, and 6 to 10 passengers on the Inter‐terminal loop and RCC routes. Table 4
Frequency of Bus Occupancy – August 2011
Number of bus Economy Lot Inter‐terminal passengers route Loop 0‐5 81% 45% 6‐10 13% 22% 11‐15 4% 18% 16‐20 2% 9% 21‐25 1% 4% 25‐30 0% 2% >30 0% 1% Total 100% 100% RCC route 39% 16% 11% 9% 10% 9% 6% 100% RCC Route Ridership and Headways. The RCC route, which serves rental car customers and employees parking in the Cypress Garage, transports the largest number of riders. Its peak loads occur at 5 AM and 3 PM when Airport employees are coming to and leaving work. General Planning Services – Review Busing and Revenue System Maintenance Agreements Fort Lauderdale‐Hollywood International Airport 9 During other hours the average ridership varies from 10 to 20 passengers per bus with the exception of late night/very early morning hours (12AM – 3AM) when the average ridership is approximately 5 passengers per bus. As shown in Table 5, based on individual August 2011 ridership reports, passenger loads on this route exceeded 25 passengers 15% of the time, but were less than 5 passengers 39% of time. The RCC route has a published headway of 10 minutes but field observations and analyses of bus schedule data show that the actual headways are 3 to 5 minutes. These headways provide excellent customer service but result in higher operational costs, particularly between midnight and 3:00 AM when few passengers are riding this route. As shown in Table 6, eliminating three buses from the RCC route between midnight and 3AM could save almost $200,000 per year in operational costs while keeping the headway well under 10 minutes. Table 5
Estimated Savings in RCC Operational Costs Resulting From Reducing Late Night Headways
Route Buses in operation (midnight – 3AM)
Average headway (a)
Bus hours
Daily cost (@ $60.53/hour)
Annual Total Cost
Current
7
3 min
21
$1,271
$463,962
Suggested
4
5 min
12
$726
$265,121
(a)Assuming a 20‐minute round‐trip time Economy Route Ridership and Headways. Based on an analysis of reported August 2011 ridership measured at each Economy Lot route stop, bus occupancies on the Economy route were less than five passengers 81% of the time, and less than 10 passengers 94% of the time. Consequently, the Economy route bus schedule is driven by customer service/wait times or headways, not required bus capacities.
The number of buses assigned to the Economy route varies from 3 to 6 but remains fairly consistent throughout the day. There are an average of 5 passengers per bus consistently throughout the day except between midnight and 4AM when the bus is almost empty. The Economy Lot route has a published headway of 15 minutes but based on field observations and analyses of August 2011 ridership data it appears that the actual headways are less than 10 minutes 72% of the day. This frequent headway provides an excellent level of customer service but results in higher operational costs. Alternatively, fewer buses could be assigned to this route and still provide the published headways. For example, it estimated that a headway of less than 13 minutes would result if just two buses were assigned to this route (assuming an observed round‐trip time of approximately 26 minutes), a 9‐minute headway (which is lower than the published standards) would result from using three buses, and a headway of about 6.5 minutes would result from the use of four buses. Inter‐terminal (Loop) Route Ridership and Headways. One bus is generally assigned to the Inter‐terminal Loop route and operates from 6AM to 8PM. The average passenger load on these buses varies from 5 to 15 passengers during peak periods. One bus is sufficient to assure a General Planning Services – Review Busing and Revenue System Maintenance Agreements Fort Lauderdale‐Hollywood International Airport 10 15‐minute headway. Based on an analysis of August 2011 ridership, there is an average of 10 passengers per bus on the Loop routes. There are as many as 15 passengers during peak periods, but 85% of the loads have fewer than 15 passengers, and 67% of the loads have fewer than 10 passengers.
Potential Options to Improve Bus Operations Based on the above analyses the following recommended options are expected to result in operational savings while maintaining desired levels of customer service.
 Option to Improve RCC Operations. It is recommended that the number of buses operating on the RCC route between midnight and 3 AM be reduced to better reflect the low passenger demand occurring during these hours. As shown above, eliminating three buses on the route on these hours could result in savings of about $200,000 each year.  Option to Improve Economy Lot Operations. It is recommended that Economy Lot bus schedule be adjusted to better match the observed demands by eliminating one bus from the current schedule and eliminate a second bus between midnight and 4AM. The suggested changes would reduce the number of buses in operation to two buses between midnight and 4 AM and to three or four during the rest of day. The suggested changes would result in annual saving about 10,220 bus hours or $618,620 while maintaining a satisfactory level of customer service throughout the day. The cost per passenger on the Economy route discussed earlier further supports a reduction in the Economy route bus schedule. Additional Potential Options: As discussed in subsequent sections of this report, it is suggested that BCAD evaluate the potential use of smaller buses (mini‐buses or cut‐away buses) on the Economy Lot and Inter‐terminal Loop routes. The use of smaller vehicles would better match the passenger demands, and provide greater flexibility and maneuverability at the curbside roadways. The use of smaller buses could also facilitate “managed fills” within the Economy Lot which would improve customer service and reduce the bus travel distances within the lot. The use of smaller buses could provide additional benefits described in subsequent sections but would also have certain disadvantages which are also summarized.
Evaluation of Multi‐level versus Single‐level RCC Route Operations The RCC route is the only route that operates on both the departure and arrival levels with RCC customers dropped off on the upper level and picked‐up at the lower level. The two other bus routes offering frequent service (i.e., the Economy Lot and Inter‐terminal routes) operate only on the arrivals level. During peak conditions up to 17 buses are now used on the RCC route which contributes to curbside General Planning Services – Review Busing and Revenue System Maintenance Agreements Fort Lauderdale‐Hollywood International Airport 11 roadway congestion. In addition, the Internal Review of Shuttle Bus Fleet Utilization suggests that during peak periods the RCC buses are frequently full when they arrive at the last Ground Transportation Area (GTA) stop, causing passengers to have to wait for the next bus. Potential modifications to the existing RCC route were evaluated to reduce roadway congestion while maintaining the desired levels of customer service. These options includes operating the RCC route on a single level—either the upper level or the lower level curbside. The primary benefits of a single level operation are that it would reduce bus hours and miles as well as reduce curbside requirements/congestion on the level not selected. The primary disadvantages are due to the (a) increased curbside dwell time and roadway congestion caused by passengers attempting to board buses with their bags at the same time other passengers are trying to get off, and (b) reduced customer service as some passengers must change building levels inside the terminal. An additional alternative considered is to replace the existing multi‐terminal RCC loop with three, direct/non‐stop bus routes each 2
connecting the RCC and a single terminal (e.g., Terminals 2, 3, or 4) . It is suggested that this RCC route operate on the upper level curbside to best serve the needs of time sensitive departing passengers and to reduce lower level roadway curbside congestion. Non‐stop routes (as opposed to continuous loops) are used to serve consolidated rental car center operations at other airports having unit terminals (e.g., those serving Dallas/Fort Worth, Houston Intercontinental, and Phoenix SkyHarbor). A non‐stop route would improve customer service by better maintaining the desired headways on a consistent basis as the buses would only stop once and not be subject to “bunching”, reduce the required bus hours, and reduce curbside roadway congestion on the arrival curbs. Clear signage would be required at the RCC to indicate to rental car customers which terminals and airlines are served by each bus stop/bus route. As shown in Table 6, it is estimated that a total of 12 buses, 4 on each terminal route, would be required to provide a maximum customer
wait time of 2 minutes on each individual terminal RCC route. This is 5 fewer buses than are now used on the RCC route during peak
periods. Greater savings could result from providing headway of less than 2.5 minutes (8 buses).
2 At the direction of BCAD staff, LSF currently operates direct/non‐stop service for arriving rental car customers on the lower level roadway during peak periods. This service differs from the proposed service as it only serves arriving customers on the lower versus the upper‐level roadway. General Planning Services – Review Busing and Revenue System Maintenance Agreements Fort Lauderdale‐Hollywood International Airport 12 Table 6
Estimated Savings in Peak Period Buses on RCC Routes
Operational headway (mm:ss) 1:25 1:45 2:20 3:30 Number of Buses Required to Operate RCC Route During Peak Period Current loop operation Direct/non‐stop operation to Reduction in Peak Period Terminals 2, 3 and 4 Buses on RCC Route 17 15 2 17 12 5 17 9 8 17 6 11 Assumes a 7‐minute cycle time for each non‐stop operation to Terminals 2, 3 and 4. Based on July 2011 RCC route bus schedule, implementing single‐level operation with non‐stop service using 12 buses (4 on each terminal operation) during peak periods would allow BCAD to save 99 bus hours each week or approximately $310,000 annually. Appropriate Bus Sizes As noted above, BCAD uses 40’ buses on all three primary routes. Use of a single bus model and size allows for cross‐utilization of the buses among all routes, and reduces the required number of spare buses and inventory of spare parts. It also simplifies bus maintenance, and driver training.
Some other airport operators (e.g., those serving Baltimore/Washington, Dallas/Fort Worth, Denver and Orlando) operate a fleet composed of large, full‐size buses and smaller cut‐aways or mini‐buses. For example, Salt Lake City operates both large ElDorado Axess 40‐foot buses as well as a small fleet of ElDorado Passport 29‐foot cut‐away buses. The cut‐away buses are used to serve parking facilities during low‐
demand, off‐peak periods. In addition, smaller buses are frequently used for managed fills parking services because their maneuverability enables them to easily negotiate all portions of a surface lot, as opposed to full‐size buses which must stay on fixed routes to weight loads/pavement thicknesses and turning radii. In addition, compared to a full‐size bus, drivers can easily get off and assist customers with baggage. General Planning Services – Review Busing and Revenue System Maintenance Agreements Fort Lauderdale‐Hollywood International Airport 13 It is recommended that BCAD staff give further consideration to the advantages and disadvantages of operating a mixed fleet. These considerations include: Table 7
Advantages and Disadvantages of Operating a Mixed Fleet
Advantages of a Fleet Composed of a Single Size (Large) Bus Provides for greater flexibility as any bus can be used on any route
Reduces number of required spare buses due to flexibility
No significant savings in driver labor as wages for both large and small buses are comparable Saves driver training, maintenance costs/facilities and parts inventory
Longer useful life than as most large buses are designed for use in transit operations unlike vans or truck mounted cut‐aways Allows for low floor operations; easier access for passengers and their baggage due to the absence of steps and greater storage in the vehicle Allows for easier accommodation of ADA passengers
Better customer service Advantages of a Fleet Composed of Large and Small Buses Lower initial capital costs and lower costs for parts, and tires
Allows greater flexibility as capacities can be better matched to passenger demand (fewer empty seats) Drivers can assist passengers with their bags thus better suited for managed fills More maneuverable and utilize less curb space
Significantly better fuel efficiency
Can be supplied at competitive prices by multiple manufacturers with reasonable delivery times Can be used for special events or tours.
Allows for the use of route specific exterior bus wraps
4. Contractor Fees and Charges Compensation/hourly rates LSF is compensated on a fixed, fully burdened hourly basis which includes all costs associated with operating and maintaining the Core Bus Fleet. The contract stipulates three different hourly rates depending how many bus hours are billed per year, although LSF staff report that only the rate with the fewest number of bus hours has ever been used. The agreement also includes an “Idle Hourly Rate” that is to be used when reduced passenger activity does not require all buses on the route to be in service while keeping buses and drivers available. Most airport operators using management agreements reimburse shuttle bus contractors using a fixed management fee plus driver labor costs (burdened to include allowable overhead items plus profit) and reimbursable expenses (e.g., uniform, office supplies). The definition of reimbursable expense varies from airport to airport. At some airports a portion of the reimbursable expenses (including scheduled maintenance and fuel) are included in the hourly labor fee for drivers, while at other airports, reimbursable expenses are treated completely separate. For this reason it is difficult to compare the hourly labor rate paid LSF ($60.53) with the rates paid bus contractors at General Planning Services – Review Busing and Revenue System Maintenance Agreements Fort Lauderdale‐Hollywood International Airport 14 selected peer airports, which are $35.76, $38.95, and $44.64 at Dallas/Fort Worth, McCarran (Las Vegas), and Phoenix Sky Harbor), respectively. (Refer to Appendices A and B for further detail.) It is recommended that BCAD defines in‐service hour and idle hour more clearly since two different hourly rates are defined in the contract. Suggested definitions are as follows:
a. In‐service bus: bus assigned to a route and actively loading and unloading passengers. b. Idle bus: bus and bus driver available to serve a route but currently inactive because level of passenger demand does not warrant their utilization. Reimbursable expenses LSF’s contract includes the price of fuel as a component of the fully burdened hourly fee but allows for an adjustment and reimbursement of extra costs if the per gallon price exceeds $4.50. It is very common for airport operators to provide the fuel for their shuttle bus operators. Fuel is generally excluded from the management fee and reimbursable expenses and supplied to the contractor at no cost. However, the operator is generally required to estimate future annual fuel requirements for budget purposes and schedule fuel delivery with a third party fuel supplier. According to Florida Department of Revenue, local government users such as municipalities and counties are entitled to a refund of federal and state taxes paid on diesel and motor gasoline fuel. Consequently, it is recommended that as part of future contracts fuel purchases be excluded from the fully burdened hourly fee and that BCAD assume responsibility for purchasing fuel. Based on the estimated FY2010 bio‐
diesel fuel consumption of 285,669 gallons described in the Internal Review of Shuttle Bus Fleet Utilization, BCAD could save approximately $157,0003 per year in fuel taxes by purchasing the diesel fuel for the shuttle buses. 3. Diesel fuel tax of 54.9 cents per gallon in Florida, American Petroleum Institute, July 2011. General Planning Services – Review Busing and Revenue System Maintenance Agreements Fort Lauderdale‐Hollywood International Airport 15 5. Required Contractor Deliverables BCAD’s contract with the consolidated shuttle bus contractor requires that the shuttle bus operator submit reports twice a month (bi‐monthly reports) to support the operator’s invoices. Current Contractor Deliverables The contract requires that these reports present: a. The name and hours worked of each shuttle bus contractor employee who worked at the Airport b. The number of actual bus or vehicles hours by route and vehicle type including fuel and tire usage (e.g., Core or Supplemental Fleet) c. The number of passengers transported on each route In addition the Operating Plan refers indirectly to reporting accidents and passenger complaints. The operating plan also suggests that BCAD would be provided direct (i.e., online) access to LSF’s Collective Data Maintenance Software system. Potential Contractor Deliverables In addition to the above reports, other airports require that shuttle bus contractors regularly submit report indicating: a. All accidents including a copy of any police reports filed, list of vehicles, people, buildings/objects involved, and other details (e.g., time, place, description). Also, copies of Notification of Transit Bus Accident forms should be submitted to BCAD. b. Maintenance reports indicating when vehicles are scheduled to have A, B, or C level inspections or when basic and major preventive maintenance is scheduled. c. Summary of driver training records indicating what training each driver has received and when the next training is scheduled to occur. d. Budget variance for the month and an explanation of any exceptional high variance. Regular Audits It is recommended that each year or every other year BCAD conduct formal audits of the contractor’s operations including the contractor’s financial records, operational records and practices, and maintenance records. Often such audits are only performed by outside agencies or when there is a concern regarding the contractor’s performance. Best industry practices call for such audits to be conducted on a regular basis during the term of the contract, and with the contractor provided advance notice that such audits will occur. General Planning Services – Review Busing and Revenue System Maintenance Agreements Fort Lauderdale‐Hollywood International Airport 16 6. Standard Operating Procedures Article 6.2 (Operational Requirements and Standards) and other portions of the Agreement require that the operator “submit a management and operation plan (“Operating Plan”) which shall, at a minimum, included the items identified in Exhibit G (Management and Operating Plan). The Agreement also requires that the Operating Plan be updated annually. In response, LSF has prepared and submitted a Management and Operating Plan, the most recently updated March 11, 2011. The contents of LSF’s Management and Operating Plan correspond to the topic list identified in Exhibit G: A. Human Resources‐‐employment policies, pay and benefits, training and orientation, job descriptions B. Management Plan‐‐organization charts, employee rosters, work schedules, and general policies C. Standard Operating Procedures‐‐duties of operator (drivers), maintenance supervisors and personnel, and other staff D. Contingency Planning‐‐emergency planning, holiday plans, vehicle down time, and route changes E. Safety‐‐safety plan, training, accident prevention, and reporting procedures F. Vehicle Maintenance‐‐equipment (bus) standards; duties of mechanics and maintenance supervisors; programs for preventive maintenance, environmental maintenance, fueling, and repair maintenance); rates and charges for repairs, repair work orders, electronic tracking system for maintenance and vehicle service, and electronic tracking capabilities for the Aviation Department) Comparison with Industry Best Practices Overall the LSF Management and Operating Plan addresses the contractually required topics, and is generally thorough. It is consistent with the standard operating plans used by other airport operators. The Operating Plan addresses some topics in greater depth than others. For example, much more text is devoted to A‐Human Resources and B—Management Plan than to F—Vehicle Maintenance. Significant portions of the report appear to be copied directly from applicable State/federal rules and regulations, vendor manuals, or boiler plate text applicable to any bus operations (rather than specifically tailored for Airport operations). Specific examples include:  Section F—Within the “electronic trafficking system for maintenance and vehicle service” text, the description of the “Collective Data” fleet management/electronic tracking appears to be copied directly from sales literature without any reference to LSF, BCAD, or the Airport. (Note: While the Section 6.3.2. of the Agreement calls for BCAD staff to be provided on‐line, real‐time access to the fleet management/electronic tracking data, it does not appear that BCAD has such on‐line access.)  Section E‐‐ The description of the System Safety Program Plan refers to and incorporates Chapter 14‐90 [which, although not mentioned is the Florida Administrative Rules concerning safety standards for bus transit systems]. Page 124 refers to Section 4 below, item number 5, and item number 6. It is not clear what these references are as there is no Section 4 and the subsequent text is not numbered. It appears that this text was copied from other sources. General Planning Services – Review Busing and Revenue System Maintenance Agreements Fort Lauderdale‐Hollywood International Airport 17 Suggested Improvements
The Operating Plan could be improved if it were to:
1. Be made more user friendly by incorporating an index. 2. Provide additional information about the unique aspects of bus operations in a terminal operation. There is no reference to curbside stops, use of the GTAs, or other aspects of bus operations at the Airport that differ from bus operations on a city street. 3. Reference or incorporate BCAD rules and regulations, particularly those governing operations on and use of the curbside areas. 4. Include maps or plans depicting the specific Airport routes and designated bus stops. The Operating Plan does not mention the four terminals, the rental car center, the GTAs, or the routes. 5. Describe the procedures and specialized training needed to operate vehicles on the airfield including escorted and unescorted vehicles, use of standard buses as well as the Cobus airfield buses. (For example, indicate the requirements that BCAD has established for drivers who are authorized to operate vehicles on the airfield.) 6. Describe the procedures and specialized training needed to operate trams and tram‐trailer combinations in the parking garages including the loading/unloading of passengers and their baggage. 7. Minimize duplication. For example driver/operator training is presented multiple times 8. Confirm that drivers are allowed to accept gratuities (page 12), and to assist passengers carrying luggage on to and off the buses. Some airports prohibit the acceptance of gratuities or having drivers leave their seats to load/unload baggage. 9. Require a “Service Island Inspector” who not only pumps the fuel but also inspects the bus for cleanliness and safety. This is called for in the existing Operating Manual but apparently has not been implemented. General Planning Services – Review Busing and Revenue System Maintenance Agreements Fort Lauderdale‐Hollywood International Airport 18 7. Financial Incentives and Penalties BCAD’s existing Agreement does not include provisions for incentive awards. Increasingly the best industry practices for shuttle bus agreements include provisions for incentives (or rewards) and penalties (or liquidated damages). Typically when including incentive and penalty provisions in shuttle bus contracts airport operators seek to: 1. Award rewards and penalties consistently and fairly using measurements that are readily quantifiable and less likely to be debated. 2. Recognize the outstanding performance (or savings) resulting from the direct actions of the shuttle bus operator rather than those resulting from the actions or initiatives of airport staff. 3. Establish incentives and penalties that are sufficient to encourage the desired behavior but not enough to affect the airport’s budget. 4. Minimize the amount of staff time required to oversee and manage the incentives and penalties program. 5. Recognize that the Director of Aviation is solely responsible for determining if the contractor has met or exceeded the established standards. 6. Require that rewards be shared with all employers of the bus operator rather than being just distributed among management or corporate staff. Typically incentives and rewards are awarded on a quarterly basis (to minimize staff time requirements) and are added to or subtracted from the payment due the shuttle bus operator. The incentive amounts vary depending upon the size or complexity of the shuttle bus operation and base fees paid to the contractor. For example, an airport could award $0 if the contractor meets minimum expected standards, and amount equivalent to 1.0% of the contractor’s quarterly payments for good performance, and 2.0% of the quarterly payments for exceptional performance. Incentive Payments Examples of typical metrics or measurements used to award incentives or rewards include: 1. Safety – Safety can be determined as the ratio of accidents per total monthly or quarterly bus‐hours. For example, BCAD could award the contractor no incentive payment if there were two or more accidents, a small payment if there are one or two accidents, and the maximum payment if there are no accidents during the reporting period. 2. Reliability – Reliability can be determined as the percentage of shuttle buses that during the peak periods meet or exceed the required maximum headways (or time interval between successive buses on a given route) specified in the Operating Manual or other contract document. The time intervals between successive shuttle buses on a given route can be accurately recorded at designated points (e.g., the General Planning Services – Review Busing and Revenue System Maintenance Agreements Fort Lauderdale‐Hollywood International Airport 19 exit from the Rental Car Center, from the Economy Lot, or from a selected GTA) using an Automatic Vehicle Identification (AVI) system such as the system that the BCAD expects to install in the next 12 months For example, using an AVI system it is possible to determine the percentage of buses during the peak period (which can be defined differently for each route) that operate at headways that are equal to or less than the headway specified in the Operating Manual. The shuttle bus contractor could be awarded no incentive payment if fewer than 90% of the buses have headways that are equal to or less than required headway; a small reward if 90% to 95% of the buses achieve this objective; and, the maximum payment if more than 95% of the buses achieve the headway objective. 3. Courtesy and Service – Courtesy and service can be measured using the results of quarterly mystery shopping surveys. For example, several airport operators require that (1) the shuttle bus contractor retain an independent mystery shopping service or company to regularly survey all elements of the shuttle bus service, and (2) the mystery shopping company report directly to airport staff although the mystery shopping company’s services are paid for by the bus contractor under the terms of their airport contract. (Typically, the shuttle bus operator’s contract establishes an annual budget amount for mystery shopping services.) Each quarter airport staff instruct the mystery shopping company which aspects of the shuttle bus operations to review, and receive the raw survey/initial survey results. Airport staff share these results with the shuttle bus contractor and require that the contractor provide a written report describing the actions to be implemented to improve any identified service deficiencies. The contractor could be rewarded based upon a percentage of areas surveyed receiving good or exceptional scores and by comparing current scores with past scores. For example, the shuttle bus contractor would receive no incentive payment if they receive a score of 85% or less, a small reward if they receive a score of 90% or less, and the maximum award if they receive a score that is above 90%. Penalties or Liquidated Damages Typically liquidated damages are subtracted from the payments due a shuttle bus contractor for unsatisfactory service or operations. Examples of the metrics or measurements used by other airport operators to levy penalties or damages include: 1. Safety—Safety can be measured based upon the number of accidents per month or quarter. Financial penalties could be charged for if the contractor has more than two accidents per month or per ____ thousand vehicle‐hours, with the amount of the penalty increasing should the contractor have three or more accidents. 2. Reliability – The shuttle bus operator could be penalized if bus headways consistently fail to meet the maximum headways (or time interval between successive buses on a given route) specified in the Operating Manual. For example, if AVI reports indicate that the headways on any route at any time were 5 minutes, 10 minutes, or more than 20 minutes longer than those specified in the Operating Manual, the penalty might be $250, $500, or $1,000 per occurrence. These maximum times and financial penalties are examples, and not General Planning Services – Review Busing and Revenue System Maintenance Agreements Fort Lauderdale‐Hollywood International Airport 20 recommendations. Because at Fort Lauderdale International Airport customer needs and expectations vary by shuttle bus route, it might make sense to require tighter adherence to the specified headway and levy larger financial penalties on the RCC route than on the Economy Parking Lot route. 3. Courtesy and Service—Courtesy and service could be measured using the proposed mystery shopping service. For example, a score of 85% or less could be considered unsatisfactory or below expectations. In addition, financial penalties could be levied if specific customer service requirements such as contractor employee appearance and vehicle cleanliness are not met. Standards for employee appearance and vehicle clearance are contained in the Operating Manual. Financial penalties for non‐compliance should be included in the Operating Manual. For example a penalty of $500 for each vehicle that is found to have not been cleaned and washed in accord with required standards; $500 for unauthorized tampering with radios, GPS devices, AVI tags, and other equipment; $200 for each day a vehicle is operated without properly functioning of heating, air conditioning, safety, accessibility systems, radios, GPS, or other equipment; and, $100 could be charged each time a recommended preventive maintenance was not preformed. Similar penalties could be established for driver appearance and training. In event of continued unsatisfactory mystery shopping service scores (e.g., two consecutive quarters with unsatisfactory scores), some airports require that the shuttle bus contractor retain, at their cost, an independent customer service consultant to review the existing service and to advise the shuttle bus contractor how to improve its performance. The original agreement may place a cap on the cost of this customer service consultant and may require that the airport provide prior approval. 4. Reports—The contractor could be charged a penalty (e.g., $50) for failure to submit on a timely basis the required monthly and other recurring reports specified in the Operating Manual. 5. Non‐compliance with Airport Rules and Regulations—Although the existing Operating Manual does not refer to Airport Rules and Regulations, it is suggested that a financial penalty be charged for each time the shuttle bus contractor or their employees fail to comply with these rules and regulations. General Planning Services – Review Busing and Revenue System Maintenance Agreements Fort Lauderdale‐Hollywood International Airport 21 8. Customer service and standards Verbal Announcements When riding the shuttle buses, it was observed that verbal messages as well as messages on LED screens were triggered by a GPS signal every time a bus approached a terminal stop. However, the verbal messages were generally triggered a few seconds before the bus reached the stop especially on the Economy and Inter‐terminal Loop routes. As a result passengers have very limited time to determine if this is their stop, especially if they are not familiar with the Airport or distracted by their surroundings. It is suggested that the verbal announcements for each terminal be made earlier to give passengers additional time to determine if they need to gather their belongings and get off the bus. In addition, verbal announcements for the next terminal stop could be made as the bus doors are closed and the bus departs the terminal stop. In addition, the on‐board verbal announcements do not list the airlines in each terminal whereas messages on the LED screens do. It is recommended that verbal and written messages provide consistent information to better inform airline passengers. Signs/Maps It would be valuable to bus riders if maps or diagrammatic terminal plans were installed inside the buses depicting the location of the bus stops, the Airport terminal buildings along with the airlines in each terminal. Passengers using the Economy Lot shuttle are on the bus for more than 10 minutes. Airport maps located inside the bus would allow passengers to quickly understand where they need to get off the shuttle bus without relying on last minute verbal messages. Other airports have installed video monitors inside the parking shuttle buses promoting restaurants and stores inside each of the terminals. Bus Colors Customers would be better served if all buses had consistent exterior graphics. This would also better allow all buses to be cross‐utilized on multiple routes. It is recognized that the art‐in‐public places program may adversely affect this recommendation. County Bus The RCC bus dynamic signage indicates “County Bus” among other messages such as “Rental Car Center”. Indeed, Broward County Transit (BCT) Route 1 serves the Airport at the RCC. However “County Bus” seems unclear and confusing to passengers. It is recommended that the “County Bus” sign be removed from the dynamic signs and dedicated signs be clearly visible to explain (1) where the BCT bus is available, (2) where can passengers go using the BCT Route 1, and (3) how to get from the Airports terminals to the RCC. General Planning Services – Review Busing and Revenue System Maintenance Agreements Fort Lauderdale‐Hollywood International Airport 22 9. Maintenance Facilities and Fuel Storage Equipment Bus maintenance area BCAD provides a maintenance area for LSF’s use for in maintaining, storing, fueling, cleaning and servicing. It includes three maintenance bays, a fueling area, a parts storage area, office area, and LSF employee parking. Fuel storage tanks The County’s contract with LSF stipulates that two 12,000 gallon fuel tanks were to be installed at the shuttle bus maintenance facility to replace the existing 500 gallon tank. However, as of November 2011, the new fuel tanks have not yet been installed. Because of the limited fuel capacity of the existing tank, fuel must be delivered twice daily to assure continuity of operations. Shuttle bus operations would need to be curtailed or cancelled should fuel deliveries be disrupted. It is our understanding that the new tanks are to be installed this year or early next year. The larger fuel tanks will provide for more a reliable operation. It is recommended that the new tanks provide for a computerized fuel management system. 10. Contract Term The Agreement includes a three year term, but no option years. It is recommended that future agreements include provision for up to three one year option years at the County’s sole discretion. General Planning Services – Review Busing and Revenue System Maintenance Agreements Fort Lauderdale‐Hollywood International Airport 23
APPENDIX A: COMPARISON OF PUBLIC PARKING SHUTTLE OPERATIONS AT SELECTED PEER AIRPORTS
Phoenix Sky
Harbor
Bus Fleet
Bus Length
Seating Capacity
Fuel Type
Number of Buses
40ft. +
35
CNG
36
ElDorado /
Axess
2 years
Make/Model
Average Bus Age (years)
How many spare buses do the
bus operator / airport maintain
in reserve?
3- 5%
Dallas-Ft. Worth
(for Express
Public Parking
only)
Dallas - Ft. Worth
(for Remote
Economy Parking
only)
20 ft. +
14
CNG
39
Glavel / El
Dorado
1.5
30 ft. +
23
CNG
25
El Dorado / Easy
Rider III
5
20%
20%
Dallas - Ft. Worth
(for Employee
Parking only)
Sacramento
Las Vegas
McCarran
Houston
Intercontinental
30 ft. +
35
CNG
28
30 ft. +
24
CNG
38
30 ft. +
24
CNG
-
El Dorado
El Dorado
-
4
5.5
New
20 ft. +
21
CNG
30
Ford E450
Cutaway
1
Approximately
40%
20%
Unknown
20%
Bus
Contractor
Shuttles are
leased by the
Parking Operator
and are replaced
every 3 years
Bus
Contractor
They are leased
Airport
Bus
Contractor
Bus Contractor
Airport
Bus
Contractor
Bus Operator
Bus ownership and
maintenance
Who purchased the buses?
Airport
Who will own the buses upon
the expiration of the existing
contract?
Airport
Airport
Airport
and Bus
Bus Contractor
ContractorAirport
Who is responsible for bus
maintenance?
Who is contractually
responsible for purchasing fuel?
Airport
Airport
Airport
Airport
Airport
Airport
Airport
Airport
Bus Contractor
Airport
Airport
Airport
General Planning Services – Review Busing and Revenue System Maintenance Agreements Fort Lauderdale‐Hollywood International Airport Phoenix Sky Harbor
Dallas-Ft. Worth (for
Express Public
Parking only)
Dallas - Ft.
Worth (for
Remote
Economy
Parking only)
Dallas - Ft.
Worth (for
Employee
Parking
only)
24 Las Vegas
McCarran
Houston
Intercontinental
Executive
Transportation
New South
Parking (Joint
venture of
Central Parking
and Global
Parking)
Contractor is
paid a set
management
fee and is
reimbursed for
approved
through cost
(labor, benefits,
supplies, etc…)
$33.95 /
Vehicle Hour
Fuel
surcharge:
$5.00 / Vehicle
Hour
All cost are
included in the
operations and
management
fee paid monthly
All cost are
included in the
operations and
management
fee paid monthly
No
Sacramento
Contractor fees
Who is currently
contracted by the
airport to operate the
service?
Veolia Transportation
How is the shuttle bus
contractor reimbursed
for operations?
$46.64 / Vehicle Hour
Curb Coordinator rate:
$21.60 / hour.
Unscheduled Maintenance
rate: $54.00 per hour.
(refer to complete survey
results for details)
How are maintenance
costs reimbursed?
Scheduled and preventative
maintenance is covered as
part of the overhead in the
hourly bus rate.
Unscheduled maintenance is
reimbursed at an hourly rate.
Hourly Rate
N/A
Hourly
Rate
Actual
expenses
Hourly rate is
all inclusive
with driver,
fuel,
maintenance,
insurance, etc.
Bus advertising
Do the buses have
advertising displays?
No
No
No
No
Internal
Advertisement
No
Express Parking
shuttles operated
by Ampco System
Parking
$18.55 / Vehicle
Hour (original
contract)
Airport Board
staff
N/A
Standard
Parking
$35.76 /
Vehicle
Hour
(original
contract)
AMPCO
Source: Survey of selected airports conducted by A.L. Jackson & Company, November 2011. General Planning Services – Review Busing and Revenue System Maintenance Agreements Fort Lauderdale‐Hollywood International Airport 25
APPENDIX B: COMPARISON OF RENTAL CAR SHUTTLE OPERATIONS AT SELECTED PEER AIRPORTS
Bus Fleet
Bus Length
Seating Capacity
Fuel Type
Number of Buses
Make/Model
Average Bus Age (years)
How many spare buses do the bus
operator / airport maintain in reserve?
Bus ownership and maintenance
Who purchased the buses?
Who will own the buses upon the
expiration of the existing contract?
Houston
Intercontinental
40 ft. +
26
Diesel
25
5.5 years
40 ft. +
26
Bio Diesel
50
Gillig Low
Floor
5
11% - 17%
20%
50%
14%
Airport
Airport
Airport
Airport
Airport
Airport
Airport
Airport
Airport
Airport
Paid through the
Customer
Transportation
Charge (CTC)
Airport
Bus
Contractor
Rental Car
Consortium
Fuel is purchased
through the CTC
Airport
Airport
Bus Contractor
Dallas - Ft. Worth
Sacramento
40 ft. +
35
CNG
72
40 ft. +
28
CNG
46
30 ft. +
24
CNG
38
El Dorado / Axess
El Dorado
El Dorado
6 yrs.
1 yr.
<5%
Bus contractor. Scheduled and
preventative maintenance which is covered
in the bus hourly rate. Separate
unscheduled maintenance rate for
additional required maintenance which are
paid for with Customer Facility Charges
(CFC's) from ConRAC
Who is responsible for bus
maintenance?
Who is contractually responsible for
purchasing fuel?
Las Vegas
McCarran
Phoenix Sky Harbor
Airport
General Planning Services – Review Busing and Revenue System Maintenance Agreements Fort Lauderdale‐Hollywood International Airport Gillig Low Floor
9 yrs.
26
Phoenix Sky Harbor
Dallas - Ft. Worth
Sacramento
Las Vegas
McCarran
Houston
Intercontinental
Veolia Transportation
The contract is
between the tenant
consortium and the
Operator. The current
operator is Standard
Parking.
AMPCO
First Transit Inc.
First Transit Inc.
$46.64 / Vehicle Hour Curb Coordinator rate: $21.60 / hour.
Unscheduled Maintenance rate: $54.00 per hour.
(refer to complete survey results for details) Customer
Transportation Charge
pays for the
operations,
maintenance and fuel
by month based on
invoice amount –
actual operating
expenses
Contractor is
paid a set
management
fee and is
reimbursed for
approved
through cost
(labor, benefits,
supplies, etc…)
Airport pays cost
of operations and
reimburses
contractor for all
services related to
operations such
as staff, parts and
services
First Transit is
reimbursed for set
monthly fee plus 40%
savings from budget
at the end of the year
(excluding fuel)
Actual
expenses
Actual Expenses
Other; Monthly First
Transit is reimbursed
for budgeted
expenses and at the
end of the year First
Transit reimburses
60% of the savings to
the LLC.
Yes, internal
Yes, internal
No
Contractor fees
Who is currently contracted
by the airport to operate the
service?
How is the shuttle bus
contractor reimbursed for
operations?
How are maintenance costs
reimbursed?
Bus advertising
Do the buses have
advertising displays?
Scheduled and preventative maintenance is Customer
covered as part of the overhead in the hourly Transportation Charge
bus rate. Unscheduled maintenance is
pays for the bus
reimbursed at the bus hourly rate. maintenance
No
Source: Survey of selected airports conducted by A.L. Jackson & Company, November 2011. General Planning Services – Review Busing and Revenue System Maintenance Agreements Fort Lauderdale‐Hollywood International Airport 27 APPENDIX C: MININMUM, MAXIMUM AND AVERAGE NUMBER OF PASSENGERS PER BUS ON THE RCC ROUTE – AUGUST
2011 General Planning Services – Review Busing and Revenue System Maintenance Agreements Fort Lauderdale‐Hollywood International Airport 28 APPENDIX D: MININMUM, MAXIMUM AND AVERAGE NUMBER OF PASSENGERS PER BUS ON THE ECONOMY ROUTE – AUGUST 2011 General Planning Services – Review Busing and Revenue System Maintenance Agreements Fort Lauderdale‐Hollywood International Airport PARKING SURVEY SUMMARY
Parking Shuttle Bus Operations Survey Conducted by A.L. Jackson & Company
Fort Lauderdale / Hollywood International Airport
Survey Results
Phoenix
Dallas‐Ft. Worth (for Public Dallas ‐ Ft. Worth (for Remote Parking only)
Parking only)
Dallas ‐ Ft. Worth (for Employee Parking only)
Sacramento
Las Vegas McCarren (for public parking only) Baltimore‐Washington
Houston Intercontinental
1. BUS OPERATOR INFORMATION
Who is currently contracted by the airport to operate the public and
Veolia Transportation
Express Parking shuttles operated
by Ampco System Parking
N/A – Remote Parking Shuttles are
operated by Airport Board staff
Standard Parking
AMPCO
Executive Transportation
New South Parking (Joint
venture of Central Parking
and Global Parking) provides
the shuttle operations for
public remote economy
parking lots as part of the
parking operations and
management agreement.
HAS does not manage any
employee lots that require
shuttle operations.
1/21/2009 - 12/31/2013
1/1/2007 - 12/31/10
See above
8/1/07 - 7/31/10
1/1/2006 to 12/31/2010
4/1/10 - 6/30/11
Start -December 1999 End
– January 2015
Five (5) one year options
Three 2 year options
See above
3 Two year options
1/1/2011 to 12/31/2015
4 one year renewal options
2 (Two) One Year options
employee parking shuttle buses?
What are the contractual terms of the agreement, including duration
and option year provisions?
Approximately $5.7 MM in FY2012
See above
Approximately $5.4 million FY2012
$334,612.48 year 1 to
$447,074.92 year 10
$1.25 million
Covers all functions of the
parking operations and
management agreement
$11,806,336 Contract Year
2011
CPI-All Urban Areas for Los AngelesRiverside-Orange County calculated on
preceding calender year
CPI
See above
CPI
about 3% per year
None
N/A
None
Incentives for on-time performance,
vehicle reliability, accidents, etc.
See above
N/A
None
N/A


Initial Contract Start Date / End Date
Option Year(s) Provisions
Contract Award Amount $11.474 million
Budgeted Amount $11.336 million
Annual Contract Amount
Annual Contract Adjustment (CPI)

What routes
are operated
to / from the airport?
Financial
Penalties
and / or Rewards


Terminal Circulation







Two (2) economy parking lots are served
with three (3) dedicated bus routes.
Provides bus service that connects to the
Phoenix Light Ratil station during it hours o
operation, just north of the airport. Buses
are part of the Airport Emergency Plan.
Buses are used to operated DFW
Airport connection to the Trinity Rail
Express train station, off-airport rail
communters to / from DFW Airport.
This service is 18 hours per day
Monday - Saturday
To / From Employee Parking
To / From Economy Parking
Airfield / Emergency
Contracted shuttle busses can
be used for any reason,
Airport Tours and Daily Parking however we currently use them
lots
for the Economy Lot Shuttle
Number of shuttle buses in fleet operated by or on behalf of the airport?
Others
40ft. +
20 ft. +
30 ft. +
30 ft. +
30 ft. +
30 ft. +
20 ft. +
35
14
23
35
24
24
21 PAX
CNG
CNG
CNG
CNG
CNG
CNG
CNG
36
39
25
28
38
30
Capacity
Eldorado / Axess
Glavel / El Dorado
2010 and 2011 El Dorado / Easy Rider II
El Dorado
El Dorado
Ford E450 Cutaway
Fuel Type
2 years
1.5 years
5 years
4 years
5.5
3 miles
2.9
Bus Fleet Size
Bus Length
New
#Of Buses
Make/Model
#Avg. Bus Age
Route Information
Approx. Route Length (R/T)
Terminal Circulation
To / From Employee Parking
To / From Economy Parking
To / From Consolidated Rental Car Center
3.5 - 5 miles
60 min / 30 in each direction North /
South
3.5
2.8
3 miles
1 year
PARKING SURVEY SUMMARY
Phoenix
Dallas‐Ft. Worth (for Public Dallas ‐ Ft. Worth (for Remote Parking only)
Parking only)
Dallas ‐ Ft. Worth (for Employee Parking only)
Sacramento
Las Vegas McCarren (for public parking only) Baltimore‐Washington
4.6; Daily Parking Lots, “Breaker
Buses” (relief buses for lunches,
breaks, etc.)
6 miles
Houston Intercontinental
Do not run routes but rather
run an on demand service
Others
17 / 8
#0f Buses Peak Hours / Headway
Terminal Circulation
13 buses / 15 minute headway 20 hrs.
per day / 4:30 AM - 12:30 AM
15 / 3-6 min.
2
12
5 / 5 min
10
To / From Employee Parking
3/12 min
6
To / From Economy Parking
To / From Consolidated Rental Car Center
Others
4 / 20
#of Buses Off Peak Hours / Headway
Terminal Circulation
To / From Employee Parking
8 buses 12:30 AM - 4:30 AM / Demand
Service (call for pickup)
3/15
1
6
1 / 15 min
5
2/15
2
To / From Economy Parking
To / From Consolidated Rental Car Center
Are buses permanently assigned to one or more routes, or can any
Others
bus be operated on any route?
How many spare buses do the bus operator / airport maintain in reserve?
Non-Assigned
Non-Assigned
Non-Assigned
Non-Assigned
Non-Assigned
Non-Assigned
Approx. 3- 5% (calculated based on
number provided below)
20%
20%
1-2 depending on day
8 based on % provided
5
Approximately 40%
20%
Unknown
20
11
8
Unknown
6
See Ridership Template Summary
Average about 2600 billable
hours per month
4684 avg hrs
See Ridership Template Summary
Unknown
59440 avg #
Time of Day
Peak times, routes may slow
slightly due to demand
Time of day
No contract requires 10
minute max
Do not monitor the buses,
however it generally not a
problem as the drivers
coordinate this themselves
Yes
Bus Contractor
Shuttles are leased by the
Parking Operator and are
replaced every 3 years
% of Fleet
# of Spare Buses
Number of bus hours by route by month
Number of passengers transported by route by month
Time of Day
Avg 5 minutes
Variation only by peak / non peak hours
Automated Vehicle Identification (AVI)
Monitored by agents
Supervisory staff verifies services is
being met and Mystery Shoppers gave
been contracted to report on service
Monitored by Agents
Random Time Checks to insure
compliance
Airport
Airport
Airport
Airport
Airport
Do bus headway times vary by time of day or season?
How does the airport monitor/enforce these headways?
2. BUS OWNERSHIP
Who purchased the buses?
Airport
Airport
Airport
Airport
Airport
Bus Contractor
They are leased
Airport and Bus Contractor
Bus Contractor
Airport
Bus Contractor
Airport
Bus Contractor
Bus Contractor
Airport
Airport
Airport
Airport
Airport
Bus Contractor
Bus Operator
On Airport
On Airport
On Airport
On Airport
On Airport
Off Airprot
Currently off-airport until our
CNG station is constructed
On Airport
Compressors can manage 3,000 cubic
feet per minute and capacity for 60,000
cubic feet of storage on site'
On Airport
Yes
Yes
Yes
Not for bus contract
Who will own the buses upon the expiration of the existing contract?
Who is responsible for bus maintenance?
Who is contractually responsible for purchasing fuel?
Are buses fueled on airport property or off airport property?
Does the airport operate a fueling station on airport property?
If yes, what is the capacity of the facility in gallons?
Alternate fuel; CNG
If yes, what type of fuel does the facility contain?
Alternate fuel; CNG
Alternate fuel; CNG
Alternate fuel; CNG
Alternate fuel; CNG
Alternate fuel. Compressed
natural gas station is being
constructed and should be
completed mid Nov.
PARKING SURVEY SUMMARY
Phoenix
Dallas‐Ft. Worth (for Public Dallas ‐ Ft. Worth (for Remote Parking only)
Parking only)
Dallas ‐ Ft. Worth (for Employee Parking only)
Sacramento
Las Vegas McCarren (for public parking only) Baltimore‐Washington
Houston Intercontinental
Vehicle Hour which is currently
$33.95 per hour. Executive
Trans bills based on driver sign
in/out logs and their own GPS
System. In addition a fuel
surcharge is calculated and
added to the base hourly rate,
which is currently $0.05 per
hour, for a total of $38.95 per
hour.
All cost are included in the
operations and management
fee paid monthly. Total
monthly fee is approximately
$1 million.
3. CONTRACTOR / OPERATOR FEES, CHARGES & ACCOUNTABILITY
Vehicle Hour. The contractor is
reimbursed for an hourly bus rate that
covers all the contractors cost for bus
operation including supplies, equipment
and scheduled preventative maintenance
which per original contract was $46.64 /
hour. Also a curb coordinator hourly rate
that covers all costs to provide the service
including wages and benefits, recruitment,
training, uniforms, retention and radios is
paid at $21.60 per hour. An unscheduled
maintenance rate that includes all costs for
bus maintenance and repairs not included
in the bus hourly rate is paid at $54 per Vehicle Hour, which was $18.55 per
hour.
original contract.
N/A – Remote Parking Shuttles are
operated by Airport Board staff
Vehicle Hour which began at $35.76
per original contract.
Contractor is paid a set
management fee and is
reimbursed for approved through
cost (labor, benefits, supplies,
etc…) Current yearly fee is
$593,453 which 33% is allocated
to the RAC portion and 67% to
parking. One operator does both
parking and rental car shuttle bus
services.
Scheduled and preventative maintenance
is covered as part of the overhead in the
hourly bus rate. Unscheduled maintenance
is reimbursed at an hourly rate.
N/A – Remote Parking Shuttles are
operated by Airport Board staff
Hourly Rate
Actual expenses
Hourly rate is all inclusive with
driver, fuel, maintenance,
insurance, etc.
All cost are included in the
operations and management
fee paid monthly
See above
Will be paid through approved
costs
Fuel surcharge
N/A
No
Will be paid through approved
costs
Yes
No
How is the shuttle bus contractor reimbursed for operations?
Hourly Rate
How are maintenance costs reimbursed?
What other costs are reimbursed and not included in the per mile
Parts and material costs as described
above
or bus hour rate?
Yes
Are there contract provisions for special requests or supplemental hours?
Bottled water and USA today
newspaper
No
No
Paid at at the bus hourly rate
If yes, please summarize contract provisions
What type of reports is the contractor required to submit regularly?
Bus hours/mileage and other data supporting invoices
Ridership Reports
Route Utilization Reports
Monthly
Monthly
Monthly
Weekly
Monthly
Monthly
Monthly
Monthly
Monthly
Monthly
Monthly
Monthly
Monthly
Monthly
Monthly
Monthly
Monthly
Monthly
Monthly
Monthly
Annually
Monthly
Safety Reports
Customer Complaints
Monthly
Monthly
Monthly
MBE / SBE Participation Reports
Maintenance Records
Other (please explain)
Are any of the following technologies in use?


Next bus technology / signage
Automated stop announcements—audio and/or visual





No
No
No


GPS to monitor bus locations and mileage
Driver camera (crash cameras back and front views)
AVI
Other advanced technologies
4.
BUS ADVERTISING
No
Do the buses have advertising displays?
Yes
Internal
N/A
If yes, please check all that apply in relation to the advertising displays?
If yes, how much revenue is received annually?
How are advertising rates determined?
No
No
Rental Car Survey Summary
Rental Car Shuttle Bus Operations Survey Conducted by A.L. Jackson & Company
Fort Lauderdale / Hollywood International Airport
Summary of Survey Results
Baltimore‐Washington
Houston Intercontinental
Phoenix
Dallas‐Ft. Worth
Sacramento
Las Vegas McCarren
Veolia Transportation
The Airport does not contract the
Rental Car Shuttle operation at
DFW. The contract is between the
tenant consortium and the Operator.
The current operator is Standard
Parking. The Operator has declined
to answer these questions.
AMPCO
First Transit
The Contract is between
IAH RAC, LLC and First
Transit Inc.
1/1/2006 to 12/31/2010
Initial term 9/16/06 ended on
Dbo. 4/7/07 primary term 3
years w options of 3 years
(total possbile 15 years if
approved)
December 14, 2002 August 31 2012.
1/1/2011 to 12/31/2015
4 options of 3 years each
zero
$299,028 or 6.8% of
annual operating budget
but not greater than
$350,000. Charges for
fuel will not be used in
the calculation of the
6.8% Management Fee
1. BUS OPERATOR INFORMATION
Who is currently contracted by the airport to operate the Rental Car
shuttle buses?
See above
What are the contractual terms of the agreement, including duration
and option year provisions?
1/21/2009 - 12/31/2013
See above
five (5) one year options
Initial Contract Start Date / End Date
Option Year(s) Provisions
Awarded amount - $13.526 million;
Budgeted amount - $11.001 million
See above
$172,534.56 year one to
$220,201.08 year 10 plus
approved through costs
Has varied from $5.2 MM to
$6.9 million annually
CPI-All Urban Areas for Los AngelesRiverside-Orange County calculated on
preceding calender year
See above
About 3% per year
N/A
Zero
Annual Contract Amount
Annual Contract Adjustment (CPI)
No
See above
N/A
N/A
First Transit will receive
40% of any savings
below the budget
excluding fuel
Does the Consolidated Rental Car Center Route serve other airport facilities
No
No
No
No
No
40 ft. +
40 ft. +
30 ft. +
40 ft. +
40 ft. +
35
28
24
26
26
CNG
CNG
CNG
Bio Diesel
Diesel
Financial
Penalties
and / or Rewards
besides the
Consolidated
Rental Car Center and the Airport Terminal?
If yes, please explain
Number of shuttle buses in fleet operated by or on behalf of the airport?
Bus Fleet Size
72
46
38
50
25
Capacity
El Dorado / Axess
El Dorado
El Dorado
40' Gilling Low Floor
Gillig Low Floor
Fuel Type
6 yrs.
1 yr
5.5 years
5
9 yrs.
To / From Consolidated Rental Car Center
Terminal Circulation
To / From Consolidated Rental
Car Center
Terminal Circulation
To / From Consolidated
Rental Car Center
5 miles
23-25 mins
2.8 miles
7.1 miles
5.13 miles
9
5
22-25 est.
18-22 est
14
4
Bus Length
#Of Buses
Make/Model
#Avg. Bus Age
Route Information
Route Description
Approx. Route Length (R/T)
#0f Buses Peak Hours / Headway
#of Buses Off Peak Hours / Headway
Other
38 / 2.5
5 / 8.6
The routes are dedicated
RAC/Terminal/RAC; 5 terminals
approximate 23 minute round trip; 5
minute headways
Rental Car Survey Summary
Are buses permanently assigned to one or more routes, or can any
bus be operated on any route?
How many spare buses do the bus operator / airport maintain in reserve?
% of Fleet
# of Spare Buses
h
Baltimore‐Washington
Houston Intercontinental
Phoenix
Dallas‐Ft. Worth
Sacramento
Las Vegas McCarren
Permanently Assigned
Both - determined by what is
needed at the time
Non-Assigned
Non-Assigned
Both
Approx 1 - 3 % based on response below
Approx. 11% - 17%
2 - 4 depending on time of year
5–8
20%
8
50%
25
14
11
See Template
Number of bus hours by route by mont
See Template
Avg. 17245 per month
Both by time of day and season
Number of passengers transported by route by month
Peak times, routes may be
slightly delayed
No
Between 11:00 PM and
5:00 AM we will pick up
our customers within 10
minutes. Other hours of
the day we pick up
customers within 5
minutes.
Random Time Checks to insure
compliance
AVI System - Important
Headways are no the most
important enforcement,
customer wait time is the
critical concern
First Transit monitors by
using bus logs. We also
are in the process of
adding technology to our
buses which will monitor
our performance.
Do bus headway times vary by time of day or season?
Automated Vehicle Identification (AVI)
How does the airport monitor/enforce these headways?
2. BUS OWNERSHIP
Airport
Airport
Airport
Airport
Other; The city of
Houston owns the buses
Airport
Airport
Airport
Airport
Other; The City of
Houston
The bus contractor is responsible for
providing scheduled and preventative
maintenance which is covered in the bus
hourly rate. There is a separate
unscheduled maintenance rate for
additional required maintenance which are
paid for with Customer Facility Charges
(CFC's) from Consolidated Rental Car
Center
Other: Bus Contractor
The maintenance cost is paid
through the Customer
Transportation Charge
Airport
Bus Contractor
Rental Car Consortium
Airport
Other; Fuel is purchased through
the Customer Transportation Charge
Airport
Airport
Bus Contractor; First
Transit
On
On
On
On Airport
On
Yes
No
Yes
Yes
No
Who purchased the buses?
Who will own the buses upon the expiration of the existing contract?
Who is responsible for bus maintenance?
Who is contractually responsible for purchasing fuel?
?
Are buses fueled on airport property or off airport property
Does the airport operate a fueling station on airport property?
Compressors can manage 3,000 cubic
feet per minute and cpacity for 60,000
cubic feet of storage on site
Alternate fuel; CNG
If yes, what is the capacity of the facility in gallons?
If yes, what type of fuel does the facility contain?
20000
Alternate fuel; CNG – operated by
Clean Energy
Alternate fuel; CNG
Bio-diesel
Diesel
Rental Car Survey Summary
Phoenix
Dallas‐Ft. Worth
Sacramento
Las Vegas McCarren
Baltimore‐Washington
Houston Intercontinental
3. CONTRACTOR / OPERATOR FEES, CHARGES & ACCOUNTABILITY
Vehicle Hour. The contractor is
reimbursed for an hourly bus rate that
covers all the contractors cost for bus
operation including supplies, equipment
and scheduled preventative maintenance
which per original contract was $46.64 /
hour. Also a curb coordinator hourly rate
that covers all costs to provide the service
including wages and benefits, recruitment,
training, uniforms, retention and radios is
paid at $21.60 per hour. An unscheduled
maintenance rate that includes all costs
for bus maintenance and repairs not
included in the bus hourly rate is paid at
$54 per hour.
Customer Transportation Charge
pays for the operations,
maintenance and fuel by month
based on invoice amount – actual
operating expenses
Contractor is paid a set
management fee and is
reimbursed for approved through
cost (labor, benefits, supplies,
etc…) Current yearly fee is
$593,453 which 33% is allocated Airport pays cost of operations
to the RAC portion and 67% to
and reimburses contractor for
parking. One operator does both
alll services realted to
parking and rental car shuttle bus operations such as staff, parts
services.
and services
First Transit is
reimbursed for set
monthly fee plus 40%
savings from budget at
the end of the year
(excluding fuel)
How is the shuttle bus contractor reimbursed for operations?
Are there contract provisions for special requests or supplemental hours?
If yes, please summarize contract provisions
Yes.
Yes
Payment for these hours will be at bus
hourly rate.
Will be paid through approved
costs.
No
No
Actual Expenses
Other; Monthly First
Transit is reimbursed for
budgeted expenses and
at the end of the year
First Transit reimburses
60% of the savings to the
LLC.
Monthly
Monthly
Annually
Monthly
Monthly
Monthly
Annually
Monthly
Monthly
Monthly
Annually
Scheduled and preventative maintenance
is covered as part of the overhead in the
hourly bus rate. Unscheduled
maintenance is reimbursed at the bus
hourly rate.
Actual expenses
Parts and materials at cost.
Pre-approved through costs
How are maintenance costs reimbursed?
What other costs are reimbursed and not included in the per mile
or bus hour rate?
What type of reports is the contractor required to submit regularly?
Monthly
Weekly
Bus hours/mileage and other data supporting invoices
Ridership Reports
Route Utilization Reports
Annually
Monthly
Monthly
Safety Reports
Customer Complaints
Monthly
Monthly
Monthly
Annually
Monthly
Annually
Quarterly, Annually; First
Transit provides a
comparison of expenses
to budget and must
explain any overages or
savings.
MBE / SBE Participation Reports
Maintenance Records
Other (please explain)
Are any of the following technologies in use?

Next bus technology / signage
Automated stop announcements—audio and/or visual
GPS to monitor bus locations and mileage
Driver camera (crash cameras back and front views)
Other advanced technologies




Rental Car Survey Summary
4.
Phoenix
Dallas‐Ft. Worth
No
No
Sacramento
Las Vegas McCarren
Baltimore‐Washington
Houston Intercontinental
BUS ADVERTISING
If yes, please
check all thatdisplays?
apply in relation to the advertising displays?
Do the buses
have advertising
If yes, how much revenue is received annually?
How are advertising rates determined?
Yes
yes
Internal
Internal
N/A , Internal Advertising
N/A , Internal Advertising
No