>> CHAIRMAN REDMOND: Good afternoon, everybody. Thank you for being here. I call to
order the regular board meeting of the RGRTA and its subsidiaries, on this Tuesday,
December 17, 2013.
And we’re meeting at 1372 East Main Street in the Board Room. First item will be roll
call and determination of a quorum. We do have a quorum present.
And with that I’d ask everybody to please stand and join in the Pledge of Allegiance.
>> (All) I pledge allegiance to the flag of the United States of America and to the
Republic for which it stands. One nation, under God, indivisible with liberty and
justice for all.
>> CHAIRMAN REDMOND: The next item would be the adoption of the agenda. If any of you
need any changes or additions, deletions?
Hearing none I would request a motion for the adoption of the Agenda. The approval of
the minutes of the Fourth Quarterly Meeting Minutes of December 14. Can we do that as
one motion?
>> THOMAS ARGUST: I’ll move it.
>> CHAIRMAN REDMOND: Okay, second by Commissioner Battaglia. All in favor?
>> (All): Aye.
>> CHAIRMAN REDMOND: That’s carried. Chief Executive’s Report.
>> BILL CARPENTER: Thank you, Mr. Chairman, Commissioners. I want to talk about a
topic that we continue to work - spend significant resources to understand.
Our customers tell us from their customer satisfaction surveys, that on-time
performance, reliability and the ability to depend on that bus being there is the most
important determinate of their satisfaction with us.
We’ve had some bumps along the road this year. There was a movie trailer somehow that
got pictures of Main Street, Rochester. I guess a movie crew was here earlier this
year.
We barely knew about it. Those ten days in late April and early May. And the number
of busses that travel around the college area continue to experience road construction
this summer.
But what we see now that the environment is more controllable, if you will, is we’ve
looked at August, September and October to see what’s happening with on-time
performance.
And is the data that we’re gathering and the adjustments we make to schedules, the
training that we give to the bus operators to be more consistent in how they provide
the product out on the street.
And we’re happy to report for the last three months, we’re seeing some very nice
trends. September is our toughest month as we introduce a number of changes to the
routes.
And the construction season ends in October and we’ve had things settle down. So we’re
seeing very nice improvements. August we’re down a little bit from last year, above
two years ago.
September was our highest September on record. Add October, the highest October on
record.
I want to peel the onion on this and bring up Joe Jablonski to talk a little bit about
things that we’re doing to generate these kinds of results.
>> JOE JABLONSKI: Chairman. Commissioners. Well as you know, TOPS consists of four
pillars, and the service delivery pillar is represented by on-time performance.
There is the financial pillar, the customer service pillar, and obviously the employee
engagement pillar. In total we have 21 measures that TOPS consists of.
And if you look at the on-time performance goal, it was adjusted two ways for 20132014. Number one, we raised the bar. We changed the goal from 88.1 to 90.
And number two, we tightened up the range. So if you were to get an 88.1 last year you
met goal and received 19 points as part of the total.
This year 88.1 only gets you 15.2 points. Secondly, you made goal last year because we
had seasonal adjustments as well.
So in second and third quarter a goal of 87.5 was acceptable, and in first and fourth a
goal of 88.6.
So we allocate- we brought the bar up. We shrunk the amount of variation that we were
allowing, and we got rid of the seasonal adjustments in this year.
So let’s take a look at our performance. This is a bit of a busy graph, but I think
it’s very important to look at this from all the way back to 9010 when the real efforts
on on-time performance really began.
We got a team together of scheduling folks, operational folks, and engineering folks.
And we worked on improving that.
We focused on three things. I think you’ll remember that we focused on schedules,
making sure there were adequate running times, making sure our technology was working
and making sure our operators were doing the right things at the right times.
So you can see that amount of improvement. Now I’m happy to report that we do have
the November data, and November is our best month that we’ve had since 2009-2010.
We actually had a 92.4. Our previous best month was a 91.9 in March of 2013. Our next
best was a 91.4 over here.
But this month was a 92.4. Now another important thing, as Bill as already said, you
see that in September we have made progressively really good improvements from around
81 to 88.1.
And in October about 82.7 to 90.2. So we use those two months as the bellwether
months for us. And you can see that the June July and August If you kind of break this graph up to look at this you can see in June, July and August
you can see that we have construction. We have a lot of people on vacation. We have a
lot more variation.
We have people substituting for the normal drivers from the extra board. So there’s a
lot of variation that happens here and on-time performance has a tendency to slip a
little in those months.
But again as you look at this, look at this trend. And you see year over year we see
these type of improvements.
Now this year here we had a strange - that was a snow event. So that year in 2010-11
our December on-time performance for the month was 82.7, We had a number of snow days.
And we’re seeing that again this year.
We started out through the first 11 days at over 92% and now we’ve dropped down to just
a bit over 89 with the few days that we have had this month where we had significant
snowfall.
In fact, what we have seen during those four or five days, is we can almost see a 20%
drop in our on-time performance from when we don’t have that kind of weather to when we
start seeing a real lot of snow.
So in the 90s dropping to 70s. So it can certainly impact on-time performance. Okay.
And here it is. Here’s our on-time performance overtime.
And again you see that very nice trend upward. Again, here’s our Spiderman event here
in May. Here’s the goal.
And I wanted to show this because it’s important to realize just how far the
organization has come. And you look at this 84% goal and we weren’t making 84%,
frankly. And now we’re up here at 92.4.
So a sizeable improvement over time. And again, we’re focusing on the three things
that I talked about before. We still do that today.
Danielle has joined us at our meetings. We talk about technology issues. We talk
about driver issues and we talk about making sure the schedule is right.
And we review those things on a weekly basis and make changes accordingly. This year
our goal is 90 and here’s that change last year when we dropped to 87.5 and then 88.6
during the first and fourth quarter.
In fact, this year we had a challenge. This quarter our challenge was to drive early
performance to under 2%.
Now we do have some early performance, and you can’t always get away from that. Some
of our routes, 92, 96, the park and rides, people want to get to their cars and they
want to go home.
So asking drivers to stop along the way sometimes doesn’t make sense. So you do have
some early performance.
But the idea was to get our on-time performance to under 2% so the performance to date
is actually 61 days out of 77. So roughly 80% - this is a little bit out of date, but
it’s 61 days out of 77 - almost 80% of days in this quarter are under that 2%.
So we have a luncheon that we have to provide our folks, they made the goal. It’s a
tremendous success to the operations folks and the operations team. Questions?
>> CHAIRMAN REDMOND: Any questions for Joe? I would just say an eight point
improvement in the last five years is truly remarkable.
We’ve come to expect great things and I don’t want anybody to take the magic for
granted. A lot of work goes into something like that. So congratulations to the
operations folks and everybody who had a hand in doing that.
I mean, our goal is to be a customer focused organization and this is exactly what
we’re aiming for so thank you.
>> BILL CARPENTER: Thank you, Mr. Chairman. One other piece that ties-in to the ontime performance and the reliability is to give our customers the tools on a day like
today where we’ve got bad weather When will the bus come? And the Where’s My Bus feature has gone from this time last
year, between 3,000 and 3,500 messages a day. We’re averaging now between 4,500 and
5,000.
And on those days where we’re less reliable at the bus stop we’ll peak out at 55-56
hundred text messages.
So the customer is not having to wait out at the bus stop. They can sit in the comfort
of their own home or their office, text to find out, “gee the weather is bad, when will
the next bus be coming?” and not have to wait for the bus any more time than they
normally would because we’re providing real-time information as to when they can expect
that bus.
Which particularly in this weather climate is a tremendously valuable tool that tiesin. When we’re running more reliably you see the calls go down a little bit.
When you see it less reliable you see the calls go up. So we’re still being
reliable through other technology even when the weather doesn’t allow us to drive to
the schedule that we’ve printed.
One of the other things that we’ve talked quite a bit about that I want to give you an
update on is the route changes.
We’ve talked quite a bit over the last 14 months about how we have an organized
approach to reengineering the route structure that was created quite a while ago.
People - where they live, where they’re trying to get to has changed. We’re going
through route by route, making those adjustments so that we’re getting people from
where they are to where they need to be more reliably in a way that’s more convenient
for them.
I’d like to bring up Crystal Benjiman as the Director of our Planning Department to
talk about the work that’s been done on three of our routes for the January schedule.
>> CRYSTAL BENJAMIN: Thank you, Bill. So good afternoon, Chairman and Commissioners.
I’m here today to talk to you about the most recent changes that we’re making as part
of our route overhaul project.
That’s what we’re calling the systematic revision of our system. The changes that will
go into effect on routes 20, 30 and 2 will go into effect on January 6th.
So for the next few minutes I just want to talk to you about the overhaul process
itself, the changes that we’ll be implementing and the monitoring plan to ensure
continued success for this project.
Before we get into what’s going to happen on January 6th I want to remind you of some
of the results that we saw in our first two overhaul projects.
The routes 10 and 15 we combined as one project. And the route 3. Route 10, Dewey, on
the Dewey side and route 15, -- . They were our first endeavor in the overhaul
process.
The changes took about a year to complete and were implemented in June of 2012. So
that first quarter after implementation we saw about 24% ridership increase over the
previous year.
When I looked at the ridership for April of ‘13 it still was showing 14% increase over
April of ‘12, so we’re really still pleased with those results.
Route 3 was implemented in June of this year. The initial quarter of implementation
showed 4.7% ridership increase over the same quarter the previous year.
Ridership continues to show improvement. September and October of this year. So we’re
looking forward to seeing more improvement in that route.
So after routes 10, 15 and 3 were completed, the highest priority routes in need of a
deeper dive were the routes 20 and 30.
Both of those faced similar challenges as we started to work on them about a year ago.
Those challenges were low cost recovery, underutilized segments and destinations,
inconsistent route structures and shifts in the workforce from urban to suburban
destinations.
So before I get into the changes themselves I just want to make sure to take a moment
to recognize all the work that the team has done in the area of public involvement in
these projects.
As always we begin with internal evaluation. We collect operator and customer comments
through our customer service representatives in the customer service center.
But for the route 20 and 30 we felt it was important to begin taking a more proactive
approach to collecting information from our customers directly.
To that end we held public meetings for each one of the projects and set up web pages
for information sharing purposes. And those are available at the website that you see
at the bottom of the page.
I just want to make a special thank you to the people who worked on the projects,
Brittany Marks and Julie Tolar, and the Marketing and Communications group, Megan
Jasinski and Jake Ziegler, specifically for helping get all of this together.
Because it is kind of a lot of work on the back end. So some common things that
emerged from our public feedback session on the route 20.
The customers were mainly travelling between the Brockport park-and-ride and downtown
Rochester. Customers noted that there were some inconsistency in the operators and
that with a different driver every day they were sometimes getting lost.
There’s a lot of patterns currently on the route 20 and we’ll look at that in a second.
And then the last piece of feedback that came through loud and clear we that not the
customers associated with the group home, but customers who rode the bus with those in
the group home were really concerned about this group home at Manatoa and Spencerport.
So moving on to some themes from the route 30 public feedback session. People in
Webster want to go downtown for work. Businesses in Webster wanted to make sure they
had access to downtown workers and customers as well.
There had been previous to our feedback session some comments that we heard through the
customer service group that a mid-afternoon trip would be very helpful for people that
are coming out of Webster.
That was repeated at our feedback session. In the wintertime especially busses tended
to arrive downtown late so people were arriving late to work.
There were a significant number of riders from Bay Road, and when we weren’t exactly
seeing that in our internal evaluation, they showed a strong voice at the feedback
session.
And customers, not surprisingly, want to get downtown on time and they weren’t as
concerned about which route the bus travels.
So now to clarify some of the changes that we’re implementing in January. This is the
current Route 20. So I’ll go through it quickly.
There are multiple patterns on this route, as I said before. One pattern will have the
bus going 490, from downtown. This is downtown Rochester here, 490. This is Lyle and
Spencerport Road.
It will visit the village of Spencerport, Brockport park-and-ride and SUNY Brockport as
well as Clarkson here. Another pattern is 490 and 531 out to the same end points here.
Even another pattern is Spencerport Road and Ridge Road, travelling Lake Avenue.
There’s only one trip doing that and that is at nighttime now around 10.
So the destinations involved here: Rochester Tech Park, Brockport park-and-ride, SUNY
Brockport, the Village of Spencerport and downtown Rochester.
So the new Route 20, effective January 6th. The new Route 20 will no longer serve
Ridge Road in the late evenings and nor will it serve Clarkson.
INstead we’ve decided to focus this route on the more heavily utilized destinations:
Rochester Tech Park, Allen Grove and Spencerport Road, the Village, Brockport parkand-ride out here and SUNY Brockport, and of course downtown Rochester.
The patterns on this route, there will be only two. One will be more of an express
flier, is what we call it now.
Four-ninety and 531 out to the end points there. And then there’s a semi-local coming
Spencerport Road, continuing Spencerport Road until Elm Grove and then coming out 490
to downtown. So next >> COMMISSIONER PRYOR: So the -- people will go downtown to get on the bus? What will
happen to the Clarkson people?
>> CRYSTAL BENJAMIN: There’s still the alternative to take the 96.
>> COMMISSIONER PRYOR: There is another bus?
>> CRYSTAL BENJAMIN: There is another route that goes to Clarkson, yes. There are very
few people riding those destinations.
So this is the current Route 30. It too has multiple patterns. Let me see if I can
cover them all. Ridge Road to 104 in Portland Avenue to downtown. That’s one pattern.
There’s a Ridge Road, Empire, Culver, 490 pattern to downtown. And then there’s Ridge
Road, Bay Road, Creek Street, 590 to downtown. There’s multiple variations on this
route.
And the destinations that we’re talking about here, Webster park-and-ride, that’s Hard
Road, Village of Webster here, Xerox, Phillips Village, Bay Town Plaza at the
intersection of Bay Road and Empire.
And then this route currently terminates at Broad Street Station. Effective January 6
the Route 30 will travel between downtown Rochester, Bay Town Plaza, Webster park-andride, Xerox, Phillips Village are still there.
And it will travel only two variations. One variation is following the green line
here. And that’s more of the flier. That’s 490, 590, 104 and then it heads down Five
Mile Line Road and continues Ridge Road to service the park-and-ride, and Xerox and
Phillips Village.
You can’t see the green line here because it’s covered by the blue.
The other variation is more of a local limited serving the same destinations but
travelling to downtown Rochester via Empire Boulevard and heading downtown.
These variations were developed, by the way, at the request of our customers. If you
recall in the slide where we got the feedback, when we went to the public feedback
session they were saying that they would prefer to arrive more consistently and travel
locally as opposed to trying to beat the traffic on 104 and 590 and risk the traffic
impact.
So we are only operating the express flier twice a day when we know that the traffic is
not going to be an issue.
So in addition to the changes on the 20 and the 30, specifically the 30, we made some
changes on the Route 2 so that we can maintain the service to Baytowne Plaza that
currently exists on the Route 30.
So January 6 the Route 2 parcels will - Well let me talk about current, excuse me.
Currently the Route 2 Parcels travels by Parcels up to this Lauralton area on Culver
Parkway on all of the trips.
Several of the trips also service HIll Haven to serve our business partners out there.
But effective January 6th, that extension from the Lauralton area will go all the way
up to Empire to Ridge Road and then cover the Bay Road and Baytowne Plaza area as well.
Because we were making the changes we decided just to take a look here and we matched
what the ridership is doing a little bit better with the route structure. So we
changed that a little bit.
If you are a Route 2 customer on the Parcels side you should be sure to note the
changes in your timetables.
So real quickly, the impacts of the changes that we made. Because we had a service
specifically to meet Xerox Webster shift times and we adjusted some trips on the
Webster side, we ended up adding 4.65 additional hours to the northeast quadrant and
Webster, daily.
That’s a daily number. And just for reference, that’s about 30% additional service on
that Route 30. On the Route 20 the same number of hours were maintained as we
currently have.
The trips are adjusted slightly and of course the route structure has changed a bit as
well. So in terms of monitoring, we monitor all of our service monthly, quarterly and
annually.
That will continue for the Routes 20, 30 and 2. IN addition, for these projects
Business Development will continue outreach efforts that they began at the beginning of
the projects in order to try and boost cost recovery if they can,
Also because we added trips on the Route 30 and adjusted them on the Route 20 we’re
going to be looking specifically at productivity at the trip level.
If we don’t see the ridership gains that we’re looking for we’re reevaluate what we do
with all of the trips.
Finally, the good news. We’re continuing service development in the Planning
Department. Route 4 is currently in the overhaul process and is anticipated to debut
in April.
We are also looking at the Henrietta portion of our service area and we are looking to
begin implementing changes down there in June of 2014.
So that is the end of my presentation. If you have any questions.
>> CHAIRMAN REDMOND: Questions?
>> COMMISSIONER JONES: I am just curious as to specifically what’s been said to the
current riders on the number 2, the 20 and 30 in terms of these changes that are going
to take place.
>> CRYSTAL BENJAMIN: We’ve utilized the website to post information. We gathered all
of the emails that we have from the customer feedback sessions and we’ve been sending
them email updates saying the information is updated.
Posters are going out on the busses, if they haven’t already gone out. They may have
already gone out. And anybody who asks for timetables, we’ve given them out earlier
than we normally would have.
>> COMMISSIONER JONES: On the new schedule is there anything highlighted on the new
schedule to identify that there are changes in the time?
>> CRYSTAL BENJAMIN: I’d have to look at the time table itself to see if the changes
are highlighted.
>> COMMISSIONER JONES: Well even on the front of the schedule, because ->> CRYSTAL BENJAMIN: They always update the date for the effective >> COMMISSIONER JONES: Right. I know there’s a date. Everyone - not everyone - but
it’s kind of common knowledge that in January the schedules change. I’m just saying
that if you know you pick up a new schedule every quarter, there’s not necessarily
anything on the front of that schedule that says there are lots of changes to it.
So my question is, is there something that - Have the schedules already been printed
for January?
>> CRYSTAL BENJAMIN: They’ll be put out two weeks before the beginning of the pick.
But they have been printed and we have them posted on the website as well.
Specifically for these routes we posted them early.
They’re on the update page.
>> COMMISSIONER JONES: Maybe for the future, because I can just imagine, not so much
on the 20 and the 30, I’m familiar with that, but on the 2, I can imagine that there
could be some challenges.
People are not going to necessarily know. You may not have their email address. They
may not look at the website so we’re going to have people that may not necessarily
realize you’ve got some significant changes on that 2.
And so my thought process is because they’re going to get a new schedule if there was
some way to highlight on that schedule, right on the front of it, that there’s a new
significant changes. Be sure that you review your new schedule.
>> CRYSTAL BENJAMIN: That’s a good idea. I can check to see what we’ve done.
>> CHAIRMAN REDMOND: Any other questions? On the Henrietta service revisions, that
would include the changes on the Route 91?
>> CRYSTAL BENJAMIN: We are looking at the 91. There’s quite a number of routes that
pass through the area. The 5, because we’re counting Southern Brighton where the real
activity is happening right there on Brighton / Henrietta Town Line Road.
Right there there’s a lot going on. So the 5, the 12, the 24 and the 91. All of those
will not have changes to them necessarily.
But we are making sure that we capture what is happening on those routes as we’re
looking at Henrietta.
>> CHAIRMAN REDMOND: Okay.
>> CRYSTAL BENJAMIN: I can’t say a whole lot about what’s going to happen specifically
with the 91 because we haven’t gotten that far yet.
>> CHAIRMAN REDMOND: Okay. Any other questions? Thank you.
>> BILL CARPENTER: That’s Crystal. And Commissioner Jones, what we’ll do is print
some additional Route 2 now and have those ones stamped, “please look for changes in
January 6th”.
Then as that supply runs out and we’re restocking in January and February we can use
the ones that we’ve already printed.
So we can get that notice on the front of the schedule, “please note changes taking
place on the…”
>> COMMISSIONER JONES: I think that would be very helpful.
>> BILL CARPENTER: Thank you for the suggestion. Just some of the other items. We’ve
had a very exciting announcement.
We had an employee suggest a way of having our veterans who are lift-line eligible
customers, is there a way to get them to ride for free?
And on November 19th we were able to go to the Veterans Outreach Center and announce
that the Federal grant had been matched by local contributions, including a grant from
the Greater Rochester Community Transportation Foundation, and the Pike Company that
allowed for 5,000 passes to be purchased by the Veterans’ Outreach Center to give to
veterans who come to them and coordinate services with them and them be able to ride on
Lift Line using those passes.
So no cost to the veterans that served our country. We also had a Holiday Express
kick-off on black Friday. We went on the Route 300 from downtown out to Grease Ridge
Mall and then handed out information about the routes to customers in the mall, and
handed out information waiting for the busses.
And we did that again late last week and we’ll do it one more time later this week to
make sure our customers are aware of the express service to the malls.
Our annual holiday party was December 12th, and it’s just a great group of volunteers
who help coordinate this. It’s employee funds from the vending machines that afford
the opportunity for us to do this.
It’s just a great time and you see on your top right part of that planning committee
that just do a great job. And probably the favorite table are people are encouraged to
bring in desserts.
We don’t procure desserts. It’s employee contributions and probably some of the best
calories to be eaten are found at that table.
We’ve been busy working, listening to our customers and then also communicating with
our elected officials here in New York State, locally and then helping direct our
national association, the American Public Transportation Association had meetings
December 5th and 6th.
The Legislative Committee met on December 5th. The full Board met and unanimously
approved the legislation that the committee had done.
So we’ll be providing two members of House and Senate what the transit and rail
industry - those member that are part of that - are recommending as the reauthorization
for MAP-21.
That Federal funding ends at the end of this fiscal year, September 30th. That highway
fund that we get our transit dollars from, is underfunded.
It’s taken contributions from the General Fund the last several years to keep it whole.
Flat spending for roads and transit is not going to provide the infrastructure to help
grow our economy, so it’s an important component.
And I’ll be meeting with our Federal delegation in January to let them know how
important that legislation would be for RGRTA.
And then as chairing a legislative committee for the State ASsociation we have a
proposal with our state officials and the Governor’s Office to make the funding that
the state provides public transit for upstate, to be something that’s more sustainable.
The last number of years, again, the general fund from the state has had to be used to
make us whole. We have several options that would not raise taxes, but reallocate what
funds are directed into transit so that we can sustainably grow into the future.
With that, Mr. Chairman, I’ll conclude my report.
>> CHAIRMAN REDMOND: Okay, thank you. Questions for Bill? Okay. Thank you. Scott?
Financials?
>> SPEAKER UNKNOWN: I think we need a motion and a second.
>> CHAIRMAN REDMOND: Oh that’s right we do have to have the CEO’s report received.
Could I have a motion?
>> COMMISSIONER VITAGLIANO: So moved.
>> COMMISSIONER SMITH: So moved.
>> CHAIRMAN REDMOND: Commissioner Vitagliano, second by Commissioner Smith. All in
favor?
>> (ALL): Aye.
>> CHAIRMAN REDMOND: Any opposed? Any abstentions? Okay. We’re good.
>> SCOTT ADAIR: I’m always willing to be interrupted for a motion and a second,
Chairman. Thank you, Chairman and Commissioners for allowing me to present this
month’s - the October 31st financial statements.
I’m pleased to report to you that we have a very quiet month of financial information
here. You’ll note down at the very bottom of the page that we are projecting for the
end of this fiscal year, a deficit of $238,000.
Last month that number was $241,000. So a quiet month and a $3,000 improvement.
However what I will point out to you is a $3,000 improvement does mean there are some
moving parts going on here.
We had in our locally generated revenue, some increase there in revenue that we’re
projecting for the end of this year based on some changes with the Rochester City
School District and the service that we provide to them.
But in addition to that we’re also projecting a lower cost reimbursement for the fuel
that we provide to the Rochester Police Department, basically driven by the fact that
gasoline costs are being lowered at this point in time.
You’ll see the opposite of that happening on the expense side of things. You’ll notice
down in the non-personnel area, fuels and lubricants. Gas prices are down so we’ve
actually lowered our gasoline and our diesel fuel costs associated with those
purchases.
However by putting more service out on the street for the City School District we’ve
increased our usage of some of our diesel fuel. So you’ll see a slight tweak from the
numbers perspective there.
And as well the only other area of this projection that’s changed is in the salary and
wages area where, because we have more service on the road we have more drivers on the
road and thus our salaries and fringe benefits have increased slightly from the last
projection.
All in all, though, a $3,000 change when you look at everything and so from a financial
perspective, not much to report on here. And so with that I’d be more than willing to
entertain any questions that you or any of the Commissioners may have on our financial
projections for this fiscal year.
>> CHAIRMAN REDMOND: Questions for -?
>> COMMISSIONER ARGUST: On the salary and wages, is that a function of overtime
because
there’s more busses or is this a net increase of staff?
>> SCOTT ADAIR: It’s not a net increase of staff so it could be overtime. But it
could be regular hours as well, depending on the mix as how use the drivers at this
point in time.
So it’s kind of a mixed bag for an answer as far as how those service hours will be
filled, whether it’s overtime or just regular hours from drivers who are working the
extra board and stuff like that.
>> COMMISSIONER ARGUST: And do you do anything internally to say what are we going to
do to reduce this to get it back in line with our budget projections?
>> SCOTT ADAIR: I think that the larger question here is that we have revenue that goes
along with matching these expenses from the City School District for this service.
So there isn’t an ability - We always continue to monitor the expenses that are going
out the door, especially when it comes to the salary and fringe lines when it comes to
the operator side of things, making sure that we’re doing it the most efficient and
effective way we can.
But in this instance where we were asked to provide additional service and were paid to
provide that additional service, those additional hours are going to be there on the
road at this point in time.
>> COMMISSIONER ARGUST: Alright. Thank you.
>> SCOTT ADAIR: You’re welcome.
>> CHAIRMAN REDMOND: Other questions? Henry?
>> COMMISSIONER SMITH: The fuel. In terms of the fuel, what percent of that is on
diesel versus gasoline, or is it all diesel?
>> SCOTT ADAIR: I would say the vast majority - I’m going to venture a guess. About
95% of it is diesel cost versus about 5% of it being unleaded or regular gasoline.
Nobody is yelling or throwing anything at me right now so I think I’m pretty much in
the ballpark with that.
>> CHAIRMAN REDMOND: Any other questions? Alright. Motion to receive the CFO’s
report? Commissioner Carl. Second?
>> COMMISSIONER JANKOWSKI: Second.
>> CHAIRMAN REDMOND: Commissioner Jankowski. All in favor?
>> (All): Aye.
>> CHAIRMAN REDMOND: Any opposed? That’s carried. The proposed resolutions. RGRTA
79-2013, this would be a Resolution Authorizing the Award of a Contract for Independent
Auditing Services. Scott.
>> SCOTT ADAIR: Thank you, Chairman. As you and the Board of Commissioners are well
aware, we are required to have an annual financial statement audit which includes a
number of ancillary products including the audit of all of our Federal dollars and our
state aided dollars as well.
Part of that process requires us to go out for proposal from time to time. We just
ended a contract period with our current external auditors, being the Bonadio group.
And we have gone through a process of issuing an RFP, going for a normal procurement
process and subsequently received Sent out 32 Requests for Proposals, received four back. As a management team we
interviewed three of those four firms based on their experience and qualifications they
brought to the table.
We subsequently earlier today went to the Audit Committee, and they met with each of
the two firms that we had chosen from management’s side to bring to the Audit
Committee, and are here today to present to you a resolution effectively awarding that
contract for a three year period to the Bonadio Group to continue on as our external
auditors for the next three fiscal years, including this current year.
>> CHAIRMAN REDMOND: Okay. Questions? Mike?
>> COMMISSIONER JANKOWSKI: Yes, Mr. Chairman. The Audit Committee did interview
two
of the firms this morning and voted to recommend the Bonadio group.
>> CHAIRMAN REDMOND: Okay. Thank you.
>> COMMISSIONER ARGUST: Help me remember. We had talked about adding a function of
auditing for our various measures. Our TOPS scores and so on. Is that included in
this one or is that going to be a separate.
>> SCOTT ADAIR: It is part of this proposal.
>> COMMISSIONER ARGUST: Alright. So I think it’s important to highlight that this is
an additional function that we’re going to be adding because we have said with all of
the measures that we’ve seen up here, performance outcomes and all that, we felt it was
important to have somebody from the outside look at the way we collect the data,
analyze the data and so on.
And so we have moved to do that - We’re moving to do this in this function.
>> SCOTT ADAIR: Yes and it’s also important to point out from that from that
perspective, that particular engagement, while part of this overall scope of projects
for the external auditors,
that is something that is specifically directed by you as the Board of Commissioners,
and more succinctly by the Audit Committee.
They meet one on one with the auditors to develop procedures to go over that particular
audit.
>> CHAIRMAN REDMOND: The other thing is too is that Bonadio right now is doing about
10 audits a year for us. So, Karen?
>> COMMISSIONER PRYOR: I hope I’m incorrect about this, but I want to follow-up on
Tom’s comment, because I originally thought your description was accurate.
I later came to understand is that all we’re really asking the auditor to do is
validate once the measure is there that the compensation flowed according to the
policy. So they are not looking at the metrics of the TOPS score or how that TOPS
score was arrived at.
They’re only looking to see if somebody was paid based on what it turned out to be. So
to me that was a very different thing than what you described, which I think would also
be helpful.
But this doesn’t address that. Am I right, Mike.
>> CHAIRMAN REDMOND: No, the Compensation Committee, and Scott, you can speak to
this
better than I can. But the Compensation Committee wanted them to take a look at the
accumulation of the measures as well.
That changed this past year. Scott?
>> SCOTT ADAIR: I’m not 100% sure I can speak more clearly than that to this matter.
That is exactly what happened. This past year the Audit Committee as well as the
Compensation Committee worked on developing agreed-upon procedures for the auditors to
execute and look at all the different parameters.
Now I honestly don’t remember from this specific report, all of those. We can
definitely share those with you. They’ve been shared previously, but we can walk
through each of those procedures.
You as a Board direct the auditors during that particular engagement as to what is the
necessary steps to do.
>> COMMISSIONER PRYOR: So who is the person to talk to about that?
>> SCOTT ADAIR: I would say that we can discuss it as a Board, or probably more
succinctly through the Audit Committee or Compensation Committee is the right way.
They meet with the auditors externally to go through that process.
>> CHAIRMAN REDMOND: The Board hired Bonadio specifically to take a look at that and
verify that the metrics were accurate as well as how they were applied.
>> COMMISSIONER PRYOR: Okay. That’s great.
>> COMMISSIONER BATTAGLIA: I think, if I’m not mistaken, they looked at the controls
and the system for accumulating the data that went into the metrics.
I’m not sure they really could test all of the metrics, the numbers, but they looked at
the systems and the controls surrounding the systems to sort of give us assurance that
the data was being accurately accumulated.
>> COMMISSIONER PRYOR: But that’s different from how the metric is constructed in the
first place and whether it measures what it purports to measure. Do you see what I’m
saying?
>> CHAIRMAN REDMOND: The metric was created by the Compensation Committee.
>> COMMISSIONER PRYOR: I’m not talking about the metric. I’m talking about how we
measure on-time performance. What’s the data that goes into the formula that
calculates on-time performance?
>> CHAIRMAN REDMOND: Oh, okay. Well that’s - What is it? Two minutes early and three
minutes >> COMMISSIONER WHITE: No, she’s saying how that data is collected, is that being
audited. Right?
>> COMMISSIONER PRYOR: I’m talking about >> COMMISSIONER JANKOWSKI: She wants the data audited.
>> COMMISSIONER PRYOR: Well I also want to be sure that the formulas say what they’re
purport to say, because we’re deriving a lot off of those metrics that were created by
somebody four or five years ago.
So, and we’re getting really good at driving those. And I don’t really doubt that
we’re collecting the data the way we meant to, and it’s going over to Compensation.
So it’s really looking at the quality and the caliber of the metrics themselves that
I’m talking about, and this doesn’t do that, is what I want to clarify. We can talk
later if we want to do that.
>> CHAIRMAN REDMOND: Yeah, I think we took steps to get closer to what you’re looking
for. Because the Board as a whole is looking for the same thing. I believe we’ve
taken steps to get closer to that.
>> COMMISSIONER PRYOR: Steps are good.
>> SCOTT ADAIR: And that is one of the reasons for this particular report. The fact
of the matter is the Board does drive that particular process.
That’s one of the reasons why we went through that, speaking from history, when it was
going through that process we went to that agreed upon procedures format so that the
Board could get what it was looking for out of the process.
And I think some of those things have been accomplished. Just as the audit process
develops, other processes can develop under this.
And I think we’ve chosen a firm that can assist us in discharging that responsibility
as well as assist you as a Board to do that.
>> CHAIRMAN REDMOND: Scott, one other point that you might want to mention would be
the personnel that would be working on it and whether that would be up for rotation in
connection with best practices.
>> SCOTT ADAIR: Certainly. As you’re aware, from sitting on the Audit Committee that
the rest of the Board is not aware of, our current audit partner, our engagement
partner, Kristen Clark has been serving the Authority for four years.
They do have a requirement that says an audit engagement partner can only serve the
client for five consecutive years, and then has to rotate off.
Kristen will be the audit partner this current year. This current year on your audit
that you’re doing right now.
Subsequent to that the Bonadio Group has promised the ability to interview - the Audit
Committee in particular - to interview the appropriate audit partners from a
governmental experience standpoint which the firm already has, I believe if my memory
serves me correctly, they said they had 10 to 11 in their governmental arena that would
be available to service us as a client on a go-forward basis.
>> CHAIRMAN REDMOND: Any other questions? Any further discussion? Could I have a
motion?
>> COMMISSIONER JANKOWSKI: So moved.
>> CHAIRMAN REDMOND: Commissioner Jankowski. A second?
>> COMMISSIONER VITAGLIANO: Second.
>> CHAIRMAN REDMOND: Commissioner Vitagliano. All in favor?
>> (MULTIPLE COMMISSIONERS): Aye.
>> CHAIRMAN REDMOND: Any opposed? Any abstentions?
>> COMMISSIONER BATTAGLIA: I abstain.
>> CHAIRMAN REDMOND: Okay. Next up is RGRTA 80 of 2013, a , Resolution Authorizing
the Award of a Contract for the Digital Signage System to
Provide Advanced Customer Information for the Renaissance Square Transit Center, Brock
Bafford.
>> BROCK BAFFORD: Good afternoon, Mr. Chairman and Commissioners. I’m here to talk to
you today about the procurement of advanced customer information system for the
Renaissance Square Transit Center.
The purpose of this project is to provide advanced customer information to our
customers in the transit center.
Help them navigate and also provide real-time bus information to the customers.
For this proposal we went out for RFP. We sent out 56 RFP packages. Five came back.
The respondents were AVS, Afinitech, Comnet, Hughes and Presentation Corporation.
We grade them based on qualifications of the firm, the technical abilities of the
implementation team, the technical approach in price.
For the scope of this we have 86 monitors that will be deployed around the transit
center.
There will be two above each gate, four above each concourse entrance. Nine arranged
around each side of the core of the transit center in a three by three grid.
And an additional four on each side of the core for bus departure information.
So the next three slides are basically a mockup of how these will look in the transit
center.
This is looking at one of the gates. On the left hand side you'll see departure
information. This displays the next three busses that are leaving in real-time from
that gate.
- which is not shown on this, there are also a bottom data-feed that can be updated by
the system attendant.
This right side sign is a community information sign is a community information sign so
that will display what's going on in the community and customer information that we're
trying to push out.
So route changes, fare changes, that sort of thing. These are the four signs that
you'll see as you enter the transit center.
The two left-hand signs are the next departure time for each route and the gate that
route is departing from.
The two right-hand signs are more community information signs.
You're looking at the three by three grid that's going to be above the core.
So what you see here is a mock-up of both the gate departure sign on the left and the
concourse departure sign on the right.
As you see on the right-hand side there's a - each route and it's destination is
displayed with the gate number that that route departs from, and at the bottom is the
data-feed for information.
So that will display things like bus detour information, busses running late, if
there's a gate reassignment, that sort of information for the customer.
Our team is recommending that the CEO be granted the authority to enter into a contract
with ComNet Software, not to exceed $608,077 with a increase for contingency of
$61,000, for a total authorized amount of $669,077.
Additionally we would also like that the CEO be granted the authority to enter into an
optional maintenance contract for five years for a cost not to exceed $260,000 for a
total five year ownership cost not to exceed $929,077.
With that I'll answer any questions.
>> COMMISSIONER JANKOWSKI: What's the expected lifespan on these signs?
>> BROCK BAFFORD: The signs themselves are about five years. They are commercial signs
that are ready to be on - like 24/7 operation.
So they're more durable and ruggedized than what you can pick up at a consumer - like a
consumer sign. But the life expectancy is five years and that's what they're warranted
for.
>> COMMISSIONER JANKOWSKI: So we'll be looking at replacing those in five years?
>> BROCK BAFFORD: Yes.
>> COMMISSIONER JANKOWSKI: Thank you.
>> CHAIRMAN REDMOND: Henry?
>> COMMISSIONER SMITH: I see departure signs, but there's no incoming?
>> BROCK BAFFORD: That's correct. Because of the way the routeing of the schedule
works in the transit center, the incoming bus may not be the route number that that bus
is departing as.
So all those route signs are going to be departure based, and not incoming based.
So we figure as a customer you're more concerned with when is this bus going to leave
than necessarily what is it going to arrive.
>> CHAIRMAN REDMOND: Barbara?
>> COMMISSIONER JONES: I know there is a disability group that is part of our advisory
group that has been helping us as we plan the transit center.
So I'm curious in terms of what sort of input has been applied to issues around the
display screen, in terms of size of the font for those that are sighted or visually
impaired Size of the font, color contrast, location; to what extent has that been discussed and
taken into consideration with the disability group?
>> BROCK BAFFORD: We're looking for the signs themselves on the display contrast, we're
looking to meet universal standards, which is above ADA standards.
So that goes into stuff like the contrasting colors of the signs between the different
rows.
In addition to this, we're also putting a push-to-talk button that will be located on
both entrances, wherever you have the concourse signs.
For instance, for this set of signs right here there'll be a push-to-talk button that
will be able to read-off all of the busses and which gates they're assigned to and
their next departure.
Does that answer the question?
>> COMMISSIONER JONES: And that's the extent?
>> BROCK BAFFORD: Yes. We'll have one on either side of the concourse, and then on
each side of the cores.
>> COMMISSIONER JONES: I was -- that the Disability Committee had lots of suggestions
in terms of, you know, how the display screens should be.
How they should be placed, the color contrast, font size, things like that. So was
that taken into consideration when you did your evaluation?
>> BROCK BAFFORD: Yes. It was. Yes.
>> COMMISSIONER JONES: It was. Okay. So the items you mentioned to me, that may not
be all of the enhancements for those that are visually impaired.
Those are just the ones that you can identify right now?
>> BROCK BAFFORD: Yes, those are the ones I can think of off the top of my head. Mary
Ellis may have some better..
>> MARY ELLIS: Sure. Barbara, we have had an advisory group in place to advise us on
the transit center and we will continue to tap that group.
Now with the authorization to proceed we have the opportunity to then design the
content and the look of the screens.
So we will continue to engage that group in that decision-making along the way.
>> COMMISSIONER JONES: Thank you.
>> CHAIRMAN REDMOND: Okay. Mike?
>> COMMISSIONER JANKOWSKI: Another question I had is are any of those screens going to
be used for advertising to generate some revenue?
>> BROCK BAFFORD: I'll let Mary Ellis answer that one, again.
>> MARY ELLIS: Yes. There will be space. And again, that is yet to be designed and
designated and we'll be working on that right after the first of the year.
>> COMMISSIONER JANKOWSKI: Okay. Thanks.
>> CHAIRMAN REDMOND: Ed?
>> COMMISSIONER WHITE: Was that the lowest responsible bidder, and if not, why not?
What criteria was used to choose them over ...?
>> BROCK BAFFORD: That was not the lowest response.
>> COMMISSIONER WHITE: And what's the differential?
>> BROCK BAFFORD: The lowest response was, including maintenance, $320,000. Now, we
picked ComNet for a number of reasons.
Number one is, they have extensive experience integrating with CADAVL vendors which is
what we use to gather our real-time data to make the real-time piece of this work
properly.
ComNet is also experienced dealing with transit centers, so they have a bunch of
deployments, including Rochester Airport, but also other transit centers down in
Charlotte, and there's one other big one that they have.
We felt that the two bidders that we came down to, we felt that ComNet understood from
both a technical approach how we're going to do all the integration and the back-end
configuration.
But also they were the ones that have a proven track record of delivering these sorts
of projects.
So with the visibility of the transit center we wanted to make sure that that was
paramount in our decision.
>> COMMISSIONER WHITE: None of the other companies that submitted bids had any similar
experience and/or abilities to connect with the system that we are using?
>> BROCK BAFFORD: They had not demonstrated that.
>> COMMISSIONER WHITE: And where did they fall in the line of bidding? They weren't
the highest, or were they the highest?
>> BROCK BAFFORD: ComNet was not the highest. There were other higher bids than
ComNet
that were disqualified due to their technical approach or the price.
>> CHAIRMAN REDMOND: Paul?
>> COMMISSIONER BATTAGLIA: He may have answered my question. The maintenance is
for
the software, I guess. Is that correct?
If the screens are only going to last five years, they shouldn't require much
maintenance - or we wouldn't ->> BROCK BAFFORD: It's broken down along software and hardware maintenance. So that
$260,000, it's over five years and then we're paying different prices for the software
and the hardware, of that.
The hardware encompasses - there's a back-end set of servers - there's a server suite
in the back-end and it falls under that maintenance.
But also as part of this we have a service response level on the signs themselves. So
if something does go wrong we'll have someone on site within a couple of hours to
replace that part.
And again, due to the visibility of this and where it is, we felt we needed to have
that.
>> CHAIRMAN REDMOND: Karen?
>> COMMISSIONER PRYOR: Can we ever lease these things, instead of purchasing them?
>> BROCK BAFFORD: No, I don't think so. We didn't explore that option and I don't know
if that option exists.
But we didn't encounter anything that said that you could.
>> COMMISSIONER: What was the question?
>> COMMISSIONER PRYOR: Can we ever lease the signs rather than actually purchase them.
>> CHAIRMAN REDMOND: Oh, okay. So, other questions? Any further discussion?
>> COMMISSIONER BATTAGLIA: I make a motion.
>> CHAIRMAN REDMOND: Okay. Motion by Commissioner Battaglia. Second?
Commissioner
Smith.
All in favor?:
>> (All): Aye.
>> CHAIRMAN REDMOND: Any opposed? That motion is carried. Thank you.
Next up is Resolution GTCS 4-2013, a Resolution Authorizing GTCS, Inc. to Enter into a
Contract for Professional Services to be rendered to the Genesee Transportation Council
for the Genesee-Finger Lakes Regional Trails Initiative Update Project.
Rich Perrin. So, Barbara, thank you.
>> RICH PERRIN: Good afternoon, Chairman and Commissioners. What this is, the
project's objective is, about 10 years ago we completed a comprehensive multi-use
trails plan for the nine county region.
As part of that we identified roughly 900 miles of trail. We have 350 existing.
We've completed about 15 since the initial initiative was completed.
So here we want to go back, take a look at what we've learned. Where are the gaps?
Maybe be a little more realistic about where we can do this.
Look at new activity centers for connections. As part of that we issued an RFP. It
was issued September 27, 2013 to the New York State Contract Reporter and RBJ.
The deadline for submissions was November 7th of this year. We sent out 41 of the RFP
packages and received three proposals.
You can see the list of firms, or really teams, that ended up submitting.
The selection criteria that we used were the experience of the firm, the qualifications
of the team, and their technical approach to the project scope.
The consultant selection committee consisted of representatives from Monroe County,
Wayne County, the City of Rochester, the New York State Department of Transportation,
Finger Lakes Health Systems Agency and Genesee Transportation Council staff.
It's our recommendation that the contract be awarded to Altered Planning and Design,
with Ingalls Planning and Design and Hyman Planning.
The main reason of suggesting that this be our consultant was that they have national
experience in doing trail systems planning, not individual trails.
We've done a number of those feasibility studies based on the trails included in the
initial Regional Trails Initiative.
But in this case we looked at them and said they've done a lot of national work. They
also looked at some innovative ways to get this stuff done.
Because as funding for transportation gets tighter and tighter - as Bill mentioned as
part of the CEO's report - there's the national -- to say, "well we've just got to
maintain what we have."
But the US Public Interest Research Group came out with a study that showed in the
Rochester, urbanized area that we're in the top 10 in bicycling -- and the top 15 in
transit ridership and vehicle miles traveled.
So these things are out there, but we've got to figure out a way to pay for them and we
can't keep coming back for a bigger piece of a pie that's too small to take care of our
existing highways, bridges and public transportation systems.
So anything we can get that's generally a way to expand that pie and work towards
health in some of those other areas, we want to do.
So it was a very attractive proposal. I'd be happy to answer any questions.
>> CHAIRMAN REDMOND: Questions for Rich? Ed?
>> CHAIRMAN WHITE: I know a lot of local municipalities are doing similar studies for
trail systems, etc.
Are we borrowing and sharing data from them or are we overlapping what's already being
done? How does that work?
>> RICH PERRIN: We've done active transportation plans - funded active transportation
plans. The City did a bicycle master plan.
We have one going on now in Greece, Chai--, Perrington. Penningfield was the first to
complete and Brighton's also been done.
We're looking at doing ones in this upcoming round of our work programs in Henrietta
and Brockport.
And those are everything. Those are sidewalks, on-street facilities but also trails.
So as those are being identified at the most local level by people that know them best,
that will be incorporated into this.
We don't want to go out and reinvent the wheel. In fact, in a lot of cases we'll go
out and do as broad a participation as we can.
I would imagine coming to each of the nine counties, at a minimum of probably once, if
not twice.
But at the end of the day there's also two public meetings being conducted for each one
of those active transportation plans.
Or there's a municipal comprehensive plan. We'll rely on our outreach with the
individual county planners to let us know.
So that we can then say the consultant is part of your inventory of not only existing,
but planned conditions. Here's what we know of throughout the region.
>> CHAIRMAN REDMOND: Rick, what's the source of the funds on this?
>> RICK PERRIN: This is going to be Federal Highway Administration, Section 134 of
Metropolitan Planning Program.
>> CHAIRMAN REDMOND: Okay. Is there any local contribution?
>> RICK PERRIN: Only via in-kind. We have a 10% match requirement for all of our
projects. That's usually when somebody else comes in.
In our case, we don't receive any non-Federal funds, local or state, except with very
limited exceptions.
So we have to match our entire program not on a project by project basis, but given
that we'll be doing things like workshops and also have a steering committee consisting
of the nine counties, the City, RGRTA, New York State DOT, probably the Regional
Planning Council.
We think we'll be able to get that - I'm blanking - $12,500, something like that, to
make it up.
>> CHAIRMAN REDMOND: Okay. Tom?
>> COMMISSIONER ARGUST: Two, Rich. What you describe is that a variety of different
municipalities are doing their own trail planning. Counties, and some cities, well
Rochester anyway, I don't know about others.
So you're starting with already existing trails and already existing maybe plans for
trails in the various municipalities in the nine county region.
So help me understand. You start with that in this study and then you're trying to
connect them? Or you're adding more that would be... what? How do you put all this
together?
And why is there a need to overlay what you're going to do with various municipalities?
>> RICK PERRIN: Yes, we are looking at what they've already done.
In a lot of cases the feasibility studies that have been conducted for trails, for
example, the City right now is completing their Urban Trail Linkages that looks at
Eastman Business Park and a few others.
We've actually been included in the initial trails initiative and then funded
implementation of the El Camino Trail.
Most of those came out of the initial initiative - the original initiative. The
alliteration can stop now.
But with that, most of those trials were done because they were identified in the
initial initiative.
So now it's time to go back. We were, I would say, very aggressive in identifying 900
miles of trails.
We have done ones, for example, in Malloy and Genesee County and some other places - we
went out and did the feasibility study.
There was a line on the map in the regional plan. People were fine with it. But then
when we got out there, property owners were like, "well I don't want a trail going
through my property."
It's liability issues. Some people are afraid it's a way for their homes to be robbed.
Not a lot of 60" TVs can go on 10 speeds on -- dust trails, but people have those
concerns.
We need to go back and look at what's more realistic and really focus on the gaps and
the connections to whatever new activity centers may have come up, particularly in the
rural areas.
So it is a matter of looking at that, but there's still going to be a lot of work to be
done.
We also, probably, as we get into this people may say, "well it's not just the trail
itself, but what amenities the trail has." Are there signage that we've put up there?
Where's the need for trash receptacles? As we get into it, are there communities that
have certain identities?
I always say that the Genesee Valley Greenway and Genesee Riverway Trail, the
north/south, and the Erie Canal Trail are kind of our expressways of multi-use trails.
The Thruway and 390 corridor, if you will. But we also have smaller ones like the
Auburn Trail that goes, I believe, all the way from Brighton to the City of Canandaigua.
Is there a need to maybe brand that as part of this concept-level planning and have a
design for it?
So there is an awful lot. It's not just a matter of drawing gaps on the lines, though
that is actually still the most important part of it.
>> COMMISSIONER ARGUST: Thank you.
>> CHAIRMAN REDMOND: Questions?
>> COMMISSIONER PRYOR: I just want to commend you, Rich, both in your background and
presentation, for making it clear why, qualitatively, you're choosing this firm. ->> RICK PERRIN: Thank you.
>> CHAIRMAN REDMOND: Alright. No further discussion? Can I have a motion?
Commissioner Carl. Can I have a second? Commissioner Argust. All in favor?
>> (ALL): Aye.
>> CHAIRMAN REDMOND: Any opposed? That's carried. Thank you. Out of the Consent
Resolutions, we have folks available if we need them. But hopefully these are simple
enough that we can kind of just cruise through them.
First item up is RGRTA 81-2013, a Resolution Authorizing the Award of a Contract for
Telecommunications Services for the Renaissance Square Transit Center. Could I have a
motion?
>> COMMISSIONER BATTAGLIA: So moved.
>> CHAIRMAN REDMOND: Commissioner Battaglia.
>> COMMISSIONER VITAGLIANO: Second.
>> CHAIRMAN REDMOND: Commissioner Vitagliano. Discussion?
>> COMMISSIONER PRYOR: Are we having a payphone?
>> CHAIRMAN REDMOND: Brock?
>> BROCK BAFFORD: No, we're not.
>> COMMISSIONER PRYOR: There will be someone at the counter with a cell phone if
someone really needs it, right?
>> BROCK BAFFORD: Yes. We have firewire phones for the customers' assistance.
>> COMMISSIONER REDMOND: Okay. Thank you. Any further discussion? All in favor?
>> (ALL): Aye.
>> CHAIRMAN REDMOND: Any opposed? That's carried.
RGRTA 82-2013, a Resolution Authorizing the Award of a Contract for Cloud-Based Email
Services. Chris Mahood is standing-by should we have cloud questions.
Could I have a motion? Commissioner Argust. Second? Commissioner Smith. Any
discussion? All in favor?
>> (ALL): Aye.
>> COMMISSIONER REDMOND: Any opposed? That's carried. And finally, RGRTA 83-2013,
a
Resolution Authorizing the Disposal of Revenue Vehicles.
Dave Cook is standing-by. Could I have a motion?
>> COMMISSIONER BATTAGLIA: So moved.
>> CHAIRMAN REDMOND: Okay, Commissioner Battaglia. Commissioner Smith on the
second.
Any discussion? All those in favor?
>> (ALL): Aye.
>> CHAIRMAN REDMOND: Any opposed? That's carried.
The last item on the agenda is the calendar, and this wraps up our effort from 2013.
We've got a full agenda coming up for 2014, starting with the meeting on Thursday,
January 9th.
So I hope everybody has a very merry Christmas and a happy holiday season. Thank you
very much to the Commissioners for volunteering your time with all of the Board
meetings.
The Governance retreat, the various committee meetings and that sort of thing.
The Commissioners have donated their time to attend about two dozen separate meetings
this year and we're grateful for your service to the community.
So thank you very much. Motion to adjourn?
>> COMMISSIONER: So moved.
>> CHAIRMAN REDMOND: Okay. Any opposed? Thank God. Motion's carried.