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Thank you, everybody. Thank you for being here. Please rise for the legions.

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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.

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Thank you. Okay. When I get a motion to adopt the agenda, please.

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Thank you. Second. All right. All in favor? Aye.

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Great. Thank you. I'd also like to get a motion to approve the minutes in the other finance committee meeting and also our regular board meeting as of June 25th.

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I get a motion, please, so move to second, in favor.

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Hi.

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Okay, great.

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We go.

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The mission is,

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as you know, we like to remind the board,

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about how we're going to need framework,

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and we're going to do our work.

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I would highlight today, actually, the mission,

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because we had a lot of times,

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we had some questions about the mission,

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and so the mission is basically our core responsibility, right?

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at the very, very least, this is what we're responsible for.

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And it is written this way on purpose,

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we start with safety, we have hundreds of employees

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every day moving thousands of lives.

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And so being safe is a priority for all of us every day.

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That's what we put the service on the street.

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It must be reliable, meaning that our customers can

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rely on our service, meaning when we put a schedule out,

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and we say that we're going to be somewhere

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time that we do that. Not only is the boss there, but the boss there is there on time and that's why on time for

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performance, it's at the top of our list of things that we focus on. And that is because our customer

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tell us that that is important to them. But it is convenient that it is easy to use in every aspect from convenient to buy the

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fair to convenient that is convenient to board the bus that is

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convenient in terms of frequency that the bus comes is convenient

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for order customers to go back and forth. And lastly,

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sustainable, which we should probably have the work financial

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in front of sustainable. We mean by sustainable and sustainable

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so that we are going to strong financial footing so that we are

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able to provide service for years to come. So one to highlight

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our mission obviously you have the vision values our three keys that are

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getting areas and our goals but I wanted to talk a little bit more about what

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the mission is and what it means. With that going through our agenda this is a

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quarterly meeting so we will today report to you the results of our first

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water under our new key performance indicator framework and we will have the

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team as you're responsible for our analysis and analytics business. They are

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insights to report on that for you. Very quickly go through a comprehensive plan.

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The RITS way and other updates will certainly most of what you will hear today

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is a part of your report. With that, we'll start the report again. We'll have J.

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sharing the best and Adam Swift from our business and the insights and the

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literacy department on why you are more of a side and deep dive into the

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results. Both starting at a very high level I'll go through the score card.

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Remind the board of the framework. There are two parts or three parts of the

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part 1, A, 1, B, that J will cover based on the performance by company, by pillar,

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and then a deep dive into some of the specific metrics where we deviate the most, whether

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we deviate it, and we did really, really well, or we deviate it, and it didn't do so well.

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Adam will cover that, and that will end with assembly.

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So I'm happy to report that overall as an organization, we did better than our 100,

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score goal with a 108.5 to the company's falling short of their goals. One is RTS

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Seneca with 90.7 points and our RTSY only with 95.7 points and we'll go through some of

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that overall as an organization 180.5, 100.

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I want to remind the board that the framework is based on board pillars and we measure

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on their finance, on their hour customers,

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on their hour employees, and the company meeting on the planet.

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Where you will hear today and for the next two quarters after today,

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these specifically based on our finance,

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across the mariner and bully pillars,

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the community on the planet pillar is an annual pillar,

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it's measured only at the end of the fiscal year,

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so you won't hear all that on the fourth quarter today,

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and for the first three quarters,

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we'll hear all the first three pillars.

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So what does that mean when you look at each one of our companies and the pillars on top?

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For the 35, 32 and a half and 32 and a half that you see on their finance,

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what's the money in blue, these are the goals, points, or the score for each one of those pillars

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and then for each one of the companies you can see how we did.

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And the numbers in red is where we fell short.

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So as an example, our TS axis is 32.03 under the finance pillar.

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out of 35 points. And so on and so forth, as you can see the rest of the

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companies where you see a very number, for that pillar, for that company, we did not need to call.

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At the end of the day, one of the new aspects of this new framework is that you can have a

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score of 24 each one of the companies. And so you have your points or your totals, so you can see

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whether they met a hundred points or not. Or organizationally, then we wait for those points

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based on a number of criteria where you have out here based on the size of the budget,

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the ridership for that company, the population, and the number of employees. We wait that,

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and that gives you your final score. And that's where the one where you're in the one hundred

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eight point five score control. So I will now turn it over to Jay who will walk you through

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I will begin part one of today's presentation by reviewing the quarter one results for each

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operating company and how they perform against the EDI framework.

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We will then look at performance across each of the three dealers before transitioning to

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part two.

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In Part 2, we'll move beyond the scorecards to focus on key performance insights highlighting

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the results that stand out most, both as strongest performances and the greatest opportunities

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for improvement.

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Let's begin with RTS Monroe, our largest operating company, and the most heavily weighted in the

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overall organizational scorecard.

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Mundo achieved an overall score of 108.87 exceeding the target of 100. Looking at the three pillars,

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finance, exceeding its targets through strong operating cost recovery and cost efficiency.

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Customer also exceeded its pillar target overall. 3 of the four customer KPIs met target.

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The only measure that did not meet target was the cost of a priority score, which will

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examine in more detail later during the performance inside section.

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Employee was another area of strength with all three KPIs meeting target, including staff

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entry rate, 18 month retention rate and absenteeism.

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Overall, Mandro did deliver balance performances across all three pillars and provides a strong

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foundation for the board,

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moving on to RTS access, a para transit service.

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RTS access achieved an overall score of 108.11, exceeding its performance target.

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This profile is different from one row, while the finance pillar did not meet target, the

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organization delivered exceptionally strong customer and employee results within the customer

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pillar, four of the five KPIs met target, the only customer measure below target was called

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responsive timeliness.

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The employee pillar also met target, with absentees and performing within the established

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overall RDS access, demonstrated strong service delivery and employee performance while continuing

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to manage financial cost pressures.

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RDS Genesee, moving to RDS Genesee,

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this was one of the strongest

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overall performers during the quarter. RDS Genesee achieved an overall score of 110.2, exceeding its

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target across all three pillars. Finance was the strongest performing pillar, reflecting

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solid operating cost recovery and cost efficiency. The customer pillar also exceeded target

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with both customer KPIs, meaning expectations while the employee pillar met target through

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strong absentee's performance. Overall, Genesee demonstrated a well-rounded performance across

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all three pillars with particularly strong financial results contributing to its overall score.

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RTS Livingston Livingston also delivered a strong overall

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quarter, achieving an overall score of 108.45 and exceeding its target score.

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Finance was once again the strongest contributor, significantly exceeding its target through

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strong, cost recovery and cost efficiency. The employee builder also met target with absenteeism

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meeting its established goal. While the customer filler finished just below its target, overall

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customer performance remained very close to goal, allowing Livingston to deliver another strong

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overall organizational result.

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What is Ontario?

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RDS Ontario was one of the highest performing

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operating companies in this quarter,

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achieving an overall score of 110.66,

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and exceeding its target.

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The finance pillar was the strongest contributor,

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significantly exceeding its operating capacity

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and efficiency.

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The employee pillar also exceeded the target,

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reflecting continued strong activities and performance.

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For the customer, however, did not meet target, primarily due to on-time performance, although

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the customer priorities were continued to meet expectations overall, Ontario's strong

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finance and employ results offset the customer challenges resulting in an excellent overall

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point.

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It is on leads.

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On leads achieved an overall score of 107.82 exceeding its target and delivering one of the

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strongest customer results across our operating companies.

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The customer pillars significantly exceeded target, supported by strong on-time performance

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and customer priority results.

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Finance also exceeded target reflecting strong operating cost recovery and efficiency.

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The employee pillar did not need target due to absenteeism performance.

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However, the strength of customer and finance pillars resulted in another about our eight

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school. Overall, Arlene's demonstrate how strong customer and financial performances

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can positive influence overall organizational results while also highlighting an opportunity

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to improve performance across an employee pillar.

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Seneca finished the quarter with an overall score of 90.74 below its target score, while

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operating cost recovery met target, the finance pillar narrowly missed its overall goal

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due to cost-efficiency.

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The customer pillar also fell below target with both on-time performance and customer

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a priority score contributing to the results. The employee pillar did not need target due

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to absentees and forms. Overall, this cohort highlights opportunities for improvement across

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all three pillars, which will be an area of continued management focus.

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Strong watermelon performance, achieving an overall score of 110.41, and exceeding its target score. Finance and employee by the strongest performing pillars of this quarter, it's worth noting that although operating cost-efficiency did not meet the individual target, strong operating cost recovery, enable the financial pillar to exceed its overall goal. Within the customer pillar, customer

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a Priority Score Met target while on-time formats remain below target, resulting in the custom

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appellar narrowly missing its overall goal. RTS Rain demonstrated strong organisational

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performance with on-time performance representing the primary opportunity for continued improvement.

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Lastly, it's an RDS Wyoming. RDS Wyoming achieved an overall slope of 95.68, finishing

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just below its overall target. The finance below exceeded its goal, despite operating

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cost recovery, not leading target, as strong operating cost efficiencies supported the overall

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financial result.

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Customer performance was impacted by on-time performance while customer priority score continued

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to be targeted.

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The employee pillar also finished below target due to absentees.

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Overall, Wyoming demonstrated strength in finance with the greatest opportunities for improvement

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centered on customer and employee performance.

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providing performance results by pillar. Let's start with finance pillar. The chart

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this later compares financial pillar performances across all nine operating companies. Overall

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finance was one of the strongest performing pillars this order with seven out of nine operating

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companies meeting or exceeding their financial target. Ontario recorded the highest finance

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score followed closely by Livingston, Genesee and Orleans. RTS access and Seneca finished

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below the financial target while Seneca was very close to meeting the target. We will discuss

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the primary factors contributing to these financial results during a part two of this presentation.

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customer

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pillar, this chart compares, customer pillar performances across all nine operating companies, customer results, showed more variation across operating companies than we saw in the financial

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Orleans recorded the highest customer score this quarter, followed by RTS access and Genesee, Livingston was very close to meeting its target.

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several companies met or exceeded their customer targets while other

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finished below target, indicating opportunities for continued improvement.

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We'll take a closer look at some of the key drivers behind these customer

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results during the part two of this presentation.

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Compared to employee

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pillar performances across all operating companies, overall employee

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performance was strong and consistent during the quarter. Six of the nine operating companies

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met or exceeded the employee targets and vain recorded the highest employee score.

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While most companies performed well, a few regional operations finished below target.

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One take a base. Before we transition to the detailed insights, I would like to step back and

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summarize what we learned from Prasco. Overall, the organization delivered a strong start with

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seven of our nine operating companies exceeding their overall performance target. Looking across

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the finance bill, most operating companies perform exceptionally well, although RTS access continues

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to experience cost pressure, that will examine more closely in our next section.

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We also saw several encouraging financial improvements across regional operations.

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From a customer pillar perspective, overall customer pillar performance remains strong.

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At the same time, changing customer priorities, service responsiveness,

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and on-type performance in several regional companies represent important

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opportunities for improvement. Finally, employee performance remained a

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consistent strength, workplace safety continued to improve.

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Now, up to this point,

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we have focused on what the results are. Next, we will shift the attention to why

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those results occurred and the data behind the results. But I want to pause here before

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we go there and see if there are any questions, before we move on to the data and the insights

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and the why behind the results.

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Okay, yes. Jay, question on one piece of the data we had up there absenteeism. We met

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And

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for a long time, we were talking about the absenteeism, we were low staff, and then absenteeism is a problem.

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Is that problem gone away, and we've solved it?

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Or is it from the measurement of the goal for where it is?

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So we're very short-handed for a long time.

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So I would like to answer all of the goals that we have created is based on the actual, it's a data driven goal.

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So, that means what did the data say we looked at the history for the past 18 months and we created the data driven role.

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So, for artists, for companies we are making improvements but this is around.

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Whatever you are seeing is around the existing data, that's where the goal is.

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And if something has an edge, that means it is around the goal.

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because Wayne County was very shorthanded for quite a while there and some of the other companies were as well so that problem can still exist but we still met the goal because you're trying to improve towards the goal.

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Yes, it's an improvement.

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Good.

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I'm sorry.

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Related to the same thing, are the targets different for each company?

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Yes.

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Yes.

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For absenteeism based on their history?

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Yes.

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The dog gets out of the food.

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Yes.

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So the company likes Seneca, which has a very smaller employment base, is that taken in, you

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know, if you have 50 employees and three of them call in sec, unlike Monroe, it has what,

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800 employees. Is that all kind of measured out? Yes. Okay. Thank you. So all the goals are measured

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per base on company, specifically company leader. Thank you.

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Performance insights and opportunities.

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Through part one, we focused on reporting the four to one results of a cross-leafed operating

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company. Now we will move beyond the scope parts to examine the areas with the greatest positive

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variances and the greatest opportunities for improvement, rather than reviewing every

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KPI.

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We will focus on the results that had the most meaningful impact on the performance

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and some of the key factors contributing to those results.

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With that, I will turn it over to our department's senior business analyst, Adam Sirts.

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Thank you.

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focus

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on metrics where we had an extreme deviation from the goal, both in the positive and

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negative direction.

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For RTS Monroe, I will discuss our failure to the goal in the cost of a bioretics score,

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and highlight the strong performances in our passenger injury and preventable collision

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index.

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It is the cost of a bioretics score, which replaces NPS and satisfaction as the KPI is more

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quarterly

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than the areas that need the most time, and the weights shift over time to reflect

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changes in what our customers feel most strong. We can get a better handle on what's influencing

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performance compared to the customer survey metrics used in the previous.

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How many points are

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available in a given air

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for the blue bars? Feel how many points RTS Monroe scored in those areas

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toward the customer priorities for. Farms with a higher proportion of their area shown in blue

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00:25:35,780 --> 00:25:42,520
indicate higher satisfaction. Though this chart is also been ordered by satisfaction, the more easily

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reference are in

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this case, priorities have shifted in a favorable direction for

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our management role over the past year. Customers have found the value for

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failure to be substantially more important and bus frequency to be substantially

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blessed for it. As value for failure is something we excel at and bus frequency is more

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in the middle of the areas, this suggests the change in priorities has slightly

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improved our customer virus order. Despite this benefit, we can only manage

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for 8.79.76 in an RPS Monroe below the goal of 8.3.

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To explain why we were below goal, we can take a look at where the three biggest bars are on this or a breakdown chart.

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In order, for those are safety and security.

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For arrival times,

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only each have their own pattern over time.

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These areas have one truth they have all been consistently scoring below 8 on the 10 point scale in the customer survey.

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With the largest weights assigned to them, those three areas, drag our customer priorities

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for

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one aspect of

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direction, offers

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how safe the ride is

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for PIPC, this measures both

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the rental

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delisions our vehicles are involved in.

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In Quarter 1, Archie's Monroe scored a 3.2-0, indicating a much better safety record than

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the goal of Quarter 1, preventable delisions worthy of the preventable collision braking

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every month of the Quarter 1 coming below that of Annie Munn,

281
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the American bus pension

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which has 28 mid-size transit agencies

283
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when we were designing the new KPI system.

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We utilized metrics

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so that we could understand how we're doing on the national level

286
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due to the anonymization rules of ABDG. We are not permitted to identify the other members on this chart

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instead of representing them with letters.

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Arthias Monroe's performance in the most recent ABDG year handed to you one are highlighted in blue.

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The anonymization rules also prevent us from showing exact values on the charts.

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Instead, the chart plays an index value based around the ABBG average that defined as 1 for this chart.

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For the passenger entry components, on the left, we have remained or bound the ABBG average.

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However, that average is heavily influenced by the small group of members with high passenger entry rates.

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And we are still above the median.

294
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It tells a more favorable story.

295
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Our preventable collision rate was comfortably above the 1.

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1, how

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staff injuries have also gone down from the level they've consistently been at.

298
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Finishing at 0.11, beating the goal of 0.16.

299
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This change has been consistent throughout the quarter as well, as shown in the turn on

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the left.

301
00:29:51,960 --> 00:29:57,280
There was no 3-month stretch last year where all our metrics were below goal of a feat we achieved

302
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in quarter 1.

303
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What do you think?

304
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In addition to our ABVG peers, along the right, RTS has historically been worse than the group average in staff safety. However, equal to 1, entry rates dipped below the group average.

305
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Covering items that impact both our operating cost recovery and our operating cost deficiency and our missed goal in call response. I will also highlight our own performances in customer priority score and timely application processing,

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which is apparent in their

307
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performance.

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1. The operating cost efficiency, which measures the operating cost per vehicle hour, came in at $111

309
00:30:55,410 --> 00:30:57,650
per hour, above the goal of a hundred hours.

310
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As this is looking at cost, we want to get below the goal as we work towards a structurally

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balanced budget. Two areas that stood out when looking at cost were healthcare. Well neither

312
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is something we can eat. It is always important to look at why we missed the goal and in case

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there are clear opportunities

314
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for the large differences in healthcare costs in the quarter

315
00:31:23,140 --> 00:31:27,840
over 1 last year for this year. Show them in the chart on the right. It illustrates why

316
00:31:27,840 --> 00:31:30,380
this area has frequently come up as an expense to logic

317
00:31:42,000 --> 00:31:43,200
over $1 per hour,

318
00:32:10,040 --> 00:32:10,460
which is RTS

319
00:32:10,460 --> 00:32:15,600
physically year of 2024-25. And given that other agencies are facing the same problem,

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00:32:18,260 --> 00:32:21,360
we expect that RTS access will remain favorable to the pre

321
00:32:32,780 --> 00:32:34,080
-pranked 85.3.

322
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Junient breakdown chart,

323
00:32:51,160 --> 00:32:53,080
but there's also a decrease in importance of the move.

324
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The areas

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00:32:55,450 --> 00:32:57,950
that have been turned become more important are safety.

326
00:33:02,060 --> 00:33:05,240
One of RTS access, ball and rifle

327
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time

328
00:33:13,370 --> 00:33:14,870
area coverage, drop

329
00:33:22,260 --> 00:33:23,480
following scheduling changes,

330
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RPS access is expected to process applications

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for eligibility in 21 days or fewer. And they managed to do this for every application

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that had a decision to in quarter one, exceeding the goal of 99%. Applications were also processed

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faster on average than quarter one last year. So that may be in large due to degrees volume

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of applications.

335
00:34:00,330 --> 00:34:05,890
Applications can generally be sorted into two groups, one group, which contains

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to those renewals and recertifications,

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00:34:07,890 --> 00:34:08,770
it's processed periodically,

338
00:34:10,980 --> 00:34:11,600
generally cases

339
00:34:11,600 --> 00:34:13,340
where the customer's condition is known

340
00:34:13,340 --> 00:34:16,560
in a clear barrier to accessing fixed-root service.

341
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We need a quick decision to approve them for RPS access.

342
00:34:22,160 --> 00:34:24,100
Most new applications fit into the second group,

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which need a more in-depth process

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00:34:26,200 --> 00:34:27,280
to verify that

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00:34:39,510 --> 00:34:41,770
with only 80% of calls getting through

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00:34:41,770 --> 00:34:43,630
the queue in the expected three minutes,

347
00:34:44,030 --> 00:34:45,490
compared to the goal, a part

348
00:34:48,300 --> 00:34:49,020
of the left takes

349
00:34:49,020 --> 00:34:51,800
a look through the typical day of our access schedulers.

350
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A good chunk of the time, they are able to keep us

351
00:35:40,770 --> 00:35:43,090
less than 10 minutes from when they wanted it.

352
00:35:43,790 --> 00:35:49,950
Waiting until later in the week can get average schedule times over 20 minutes from the desired time.

353
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Even waiting until the end of the first day, looking as open,

354
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results in trips being 5 minutes further from requested times.

355
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Compared to those participants today,

356
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and when going to work or medical appointments,

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we have recently operated technology as a result,

358
00:36:29,730 --> 00:36:33,830
which has exposed issues that we could not see under the old system.

359
00:36:34,550 --> 00:36:38,990
The new technology provides an objective and transparent measure of our performance

360
00:36:38,990 --> 00:36:43,090
rather than the bias inherent in the previous manual process.

361
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So we are now able to better understand how we're performing

362
00:36:47,450 --> 00:36:48,970
and where improvement needed

363
00:37:01,510 --> 00:37:03,030
the goal in at least one of them

364
00:37:04,470 --> 00:37:06,250
and four of them exceeded the goal in

365
00:37:09,610 --> 00:37:10,290
much of the changes

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00:37:10,290 --> 00:37:12,530
been on the call side rather than the revenue side.

367
00:37:12,530 --> 00:37:17,030
So, with this case, you're getting more service out for the same loss,

368
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a employee hour,

369
00:37:24,180 --> 00:37:25,580
and getting service along the street.

370
00:37:26,380 --> 00:37:30,720
With the hit the chart on the left, we can see a clear increase in this metric across

371
00:37:30,720 --> 00:37:31,880
the board in quarter one.

372
00:37:32,780 --> 00:37:38,060
Every regional is up from last quarter of this metric, and in most cases, this is part of

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a long-term, increasing trend,

374
00:37:44,080 --> 00:37:44,660
revenue side.

375
00:37:45,060 --> 00:37:49,880
As articles or leads has improved by a good margin in customer fare revenue, shown in the

376
00:37:49,880 --> 00:37:55,880
chart on the right. RTS World Leads has finally reached full staffing and is now able to

377
00:37:55,880 --> 00:38:01,880
operate all their scheduled service. This change has brought customers back onto RTS World

378
00:38:01,880 --> 00:38:02,240
Leads

379
00:38:17,120 --> 00:38:22,320
this year, RC Start of New Automated OTV reporting in the regionals using their new caddy

380
00:38:24,560 --> 00:38:31,860
instead of a random amount of operators reporting at times. All routes are counted towards ODP

381
00:38:31,860 --> 00:38:37,420
every day and technology on the bus records when an operator arrives at and

382
00:38:37,420 --> 00:38:42,900
departs from the time point. This gives us a complete and accurate look at how

383
00:38:42,900 --> 00:38:47,400
well our regional operations are staying on time and has revealed many

384
00:38:47,400 --> 00:38:48,020
opportunities

385
00:38:52,530 --> 00:38:55,930
and this line will focus on the four who miss by more than three

386
00:38:55,930 --> 00:39:01,250
percentage points. We'll start with RTS Ontario for the trop of purple bars in the

387
00:39:01,250 --> 00:39:05,730
top left. RTS Ontario's strength has been their roots through

388
00:39:05,730 --> 00:39:10,830
Canada and their root in Geneva, which have generally been meeting or exceeding goal.

389
00:39:11,710 --> 00:39:16,970
These roots have the highest total time points at RTS Ontario, making them the most impactful

390
00:39:16,970 --> 00:39:23,080
and a logical place to start when looking to make the roots outside the cities or weaker

391
00:39:23,080 --> 00:39:32,540
performers, all finishing with low BP, low 75, RTS Senica, and top right with pink Rs, only

392
00:39:32,540 --> 00:39:38,520
has two groups, both of which generally home 5 percentage points below the goal with minimal

393
00:39:38,520 --> 00:39:46,420
change on RTS Wayne, shown in the bottom left with green bars, struggled early in the

394
00:39:46,420 --> 00:39:52,480
border, but the managed to exceed their old in June, a majority of their roots, including

395
00:39:52,480 --> 00:40:00,320
D5, I exceeded the goal in June. This pattern of improvement in its fire scope for the

396
00:40:02,980 --> 00:40:03,500
final

397
00:40:04,260 --> 00:40:12,280
RTSY only, at the bottom right with red bars, was by far the weakest regional. Their struggles

398
00:40:12,280 --> 00:40:18,640
are primarily with their highest impact routes with the Southbound 2.21 and Warsaw being which

399
00:40:18,640 --> 00:40:26,080
has been most total time points, not even managing 40% of the G. Despite this, with the Northbound

400
00:40:26,080 --> 00:40:32,000
2.21, what was RTS-YOMI's strongest route? It's suggesting that it's not a Warsaw problem, but a

401
00:40:32,000 --> 00:40:33,020
problem with the South.

402
00:40:35,270 --> 00:40:39,450
Many of RTS-YOMI's routes are improving over time, which is a silver lining

403
00:40:39,450 --> 00:40:39,850
to

404
00:40:58,760 --> 00:41:02,420
think of as a rival time being the second most important area to their customers.

405
00:41:03,040 --> 00:41:04,700
But their customer priorities were to

406
00:41:07,580 --> 00:41:09,500
prove satisfaction in that area.

407
00:41:10,460 --> 00:41:14,500
Well, once stood out as a weak spot on the RTS or Leeds customer survey,

408
00:41:14,840 --> 00:41:20,120
it is back on par with other areas. Well, OTP has started to define

409
00:41:20,120 --> 00:41:25,120
at RTS or Leeds. It has remained above the goal in all three months of the quarter,

410
00:41:25,440 --> 00:41:28,520
and can potentially swing back up to April's levels with housing

411
00:41:42,020 --> 00:41:42,380
costs

412
00:41:42,380 --> 00:41:44,540
but pressured on all areas in the authority.

413
00:41:45,100 --> 00:41:48,920
But the regionals have managed to adapt by improving the efficiency of their

414
00:41:50,650 --> 00:41:57,370
artisement role, well strong operationally and kept success in translating those results

415
00:41:59,960 --> 00:42:05,150
and will continue to listen to the so we can bridge that gap.

416
00:42:06,210 --> 00:42:11,490
Artis access has seen generally strong results in the customer area and will look to continue

417
00:42:11,490 --> 00:42:12,030
that going.

418
00:42:13,720 --> 00:42:17,560
New technology at the regionals has provided new insights into on-time

419
00:42:17,560 --> 00:42:24,640
formulas performing worse than expected. But we will be able to leverage that new technology,

420
00:42:24,940 --> 00:42:30,660
if you target the specific routes, high points, and operators, where there is opportunity for

421
00:42:30,660 --> 00:42:30,780
it.

422
00:42:37,220 --> 00:42:40,000
As we attempt to understand to what extent we

423
00:42:50,950 --> 00:42:52,470
will now take any questions you may have.

424
00:42:59,810 --> 00:43:02,810
It's early a little bit, but across the regions as a region,

425
00:43:05,770 --> 00:43:07,610
how common is it that that solution

426
00:43:07,610 --> 00:43:09,190
is applicable to the other region?

427
00:43:14,510 --> 00:43:17,310
There are some regionals that have a lot of similarity in

428
00:43:17,310 --> 00:43:34,770
that are services. So RPS Wyoming, they have they are a smaller operator with a lot of roots. So they're a bit unusual in that regard are other smaller operators and you also operate a small number of roots.

429
00:43:35,650 --> 00:43:37,950
But our regional discuss

430
00:43:41,790 --> 00:43:42,930
relating

431
00:43:58,770 --> 00:44:05,150
to with I believe it was RTS was one of the early slides we're talking about safety and security.

432
00:44:05,150 --> 00:44:16,830
And that you were focusing in on the areas that you were able to make improvements in through the accidents and that kind of thing.

433
00:44:17,170 --> 00:44:23,890
What are the other areas that we weren't able to make improvements on, and how is that part of that overall problem?

434
00:44:25,710 --> 00:44:34,870
So we've made improvements in terms of our safe driving, but safety and security is obviously a lot more broader than that.

435
00:44:35,310 --> 00:44:41,770
It's about how do customers feel safe on to us about how they feel safe around other passengers on the bus, and we're

436
00:44:45,200 --> 00:44:46,080
planning to...

437
00:45:00,690 --> 00:45:25,650
Concerned that they had from what I saw in the charts there and unpacking the nature of those concerns and finding out whatever getting specifics as to what those are that we need to address that. That would be a great thing. Second question. Relating to the RTS access and the phone calls and the potential downtime. How much of that process is automated right now?

438
00:45:26,670 --> 00:45:34,550
Councillors have the ability to go through the web and get automated looking that way, I do not know

439
00:45:37,680 --> 00:45:41,360
what is there a automation available for the phone access?

440
00:46:05,710 --> 00:46:10,870
There's conversations recently where one of the best when compared to where you see

441
00:46:14,610 --> 00:46:15,050
automation,

442
00:46:21,760 --> 00:46:23,720
there is no in

443
00:46:35,210 --> 00:46:35,630
the queue.

444
00:46:36,290 --> 00:46:40,210
There's no real estimate of the amount of time they would be waiting.

445
00:46:43,750 --> 00:46:44,870
Those numbers, you could go.

446
00:47:04,610 --> 00:47:05,390
Are we looking

447
00:47:08,980 --> 00:47:09,960
at a lot of applicant

448
00:47:15,430 --> 00:47:25,170
in terms of being able verbal age, able to get the information from the customer and then get the responded without needing a person involved in it.

449
00:47:25,170 --> 00:47:27,250
and probably which speeds a whole thing up considerably.

450
00:47:27,650 --> 00:47:29,310
Are we exploring any of those possibilities?

451
00:47:31,300 --> 00:47:32,240
For a five out of.

452
00:47:34,900 --> 00:47:35,160
Yes.

453
00:47:42,800 --> 00:47:43,340
Thank you.

454
00:47:44,180 --> 00:47:46,580
I was trying to figure out, I hope we're good.

455
00:47:46,940 --> 00:47:48,300
We're very short staff.

456
00:47:48,420 --> 00:47:50,260
We're like 60% staff right now.

457
00:47:50,740 --> 00:47:54,220
I'm trying to figure out how that impacts the metrics.

458
00:47:55,840 --> 00:47:57,520
But this is a couple part.

459
00:47:57,640 --> 00:47:58,620
I'm looking at the finance.

460
00:47:59,240 --> 00:48:02,400
Is the operating cost recovery, how much

461
00:48:02,400 --> 00:48:03,680
do we recover from the cost?

462
00:48:03,680 --> 00:48:08,700
that if you had a lot of contracts that might score you higher in the operating

463
00:48:08,700 --> 00:48:11,860
contract. Yes, contract service is very important for

464
00:48:14,000 --> 00:48:15,540
our regionals with a lot of

465
00:48:17,490 --> 00:48:19,930
much higher goals and performance.

466
00:48:22,660 --> 00:48:24,720
So I'm thinking if you're short-staffed it might

467
00:48:24,720 --> 00:48:26,460
impact your on-time performance.

468
00:48:28,540 --> 00:48:32,900
Yes, we are working to really get to the bottom of

469
00:48:32,900 --> 00:48:35,340
how that impacts or this provide

470
00:48:38,220 --> 00:48:38,700
that information.

471
00:48:41,960 --> 00:48:45,040
It does recruitment and retention fit in any place.

472
00:48:46,920 --> 00:48:48,840
So for our kids been wrote,

473
00:48:49,040 --> 00:48:51,200
we have the 18 month retention rate.

474
00:48:51,640 --> 00:48:54,840
Our new hires at access in the regionals

475
00:48:54,840 --> 00:48:58,760
are just too few to really justify that as a metric.

476
00:49:18,080 --> 00:49:20,520
And thank you very, very interesting reports.

477
00:49:20,580 --> 00:49:21,540
And I made a note.

478
00:49:22,100 --> 00:49:23,880
Adam has a voice for radio.

479
00:49:45,270 --> 00:49:46,470
opportunities as usual.

480
00:49:51,500 --> 00:49:55,320
I won't repeat the summary here, but obviously these

481
00:49:55,320 --> 00:49:59,840
provides a baseline of where we are and allows us to now go forward with being

482
00:49:59,840 --> 00:50:04,100
able to start tracking trends on where we're doing well, where we're not doing

483
00:50:04,100 --> 00:50:07,280
well and how those are performing over time.

484
00:50:10,020 --> 00:50:13,100
Moving up very quickly, thankfully

485
00:50:13,100 --> 00:50:16,920
nothing to report on the initiatives for perspective while our initiatives are

486
00:50:16,920 --> 00:50:21,560
going as planned, of course, it's just the first quarter, so it's easy to remain on the green.

487
00:50:22,160 --> 00:50:26,920
It feels a few months into the fiscal year, but nevertheless, good news that we are

488
00:50:26,920 --> 00:50:33,060
tracking all our issues as expected. On an RTS way of recognition, a lot of our highest number

489
00:50:33,060 --> 00:50:42,400
and 81 employees recognize or display the RTS way forward the month of June, and 72 people recognize

490
00:50:42,400 --> 00:50:51,540
in the month of July. Operator of the month for June is Albert Bithum, which has been a

491
00:50:51,540 --> 00:50:57,320
operator of the month before and you might remember him. And then we have a operator of the

492
00:50:57,320 --> 00:51:03,400
quarter that you don't see as frequently but you see him before as well. They need for the first

493
00:51:03,400 --> 00:51:10,040
quarter. Congratulations to both of them. On an employee special recognition we want to recognize

494
00:51:10,040 --> 00:51:15,500
as a service service DS from our marketing communications department who has been

495
00:51:15,500 --> 00:51:17,720
just to be an incredible amount of work.

496
00:51:17,720 --> 00:51:19,500
She won't have to hold five materials.

497
00:51:19,500 --> 00:51:25,620
It does a lot of work that nobody seems to many times recognize what the work is always

498
00:51:25,620 --> 00:51:25,860
done.

499
00:51:26,060 --> 00:51:26,700
It's always on well.

500
00:51:26,700 --> 00:51:28,180
It's always on time especially.

501
00:51:28,740 --> 00:51:32,540
As we go through service changes right now, please be responsible for taking the ball

502
00:51:32,540 --> 00:51:37,060
and running with it to communicate with our customers, what those changes are.

503
00:51:37,060 --> 00:51:41,220
So, as a result, if you don't mind, to be recognized in the action of the government.

504
00:51:47,740 --> 00:51:52,360
And we participated in a couple of community events, including the Pride parade.

505
00:51:52,560 --> 00:51:54,360
You may recognize the one we're running to.

506
00:51:54,880 --> 00:51:59,340
We're here at the parade, so we're very glad we're running to our Commissioner Johnson,

507
00:51:59,660 --> 00:52:04,800
and being able to participate in this parade, which again, we represent many of our employees.

508
00:52:05,560 --> 00:52:11,180
And likewise, the Pride and the Pride as well, very good representation.

509
00:52:11,180 --> 00:52:17,680
For both of these, I want to say thank you to John Trout, the President of the HDU for

510
00:52:17,680 --> 00:52:22,500
really helping us out and participating as well as for Rita Reeves and for all of these

511
00:52:22,500 --> 00:52:22,860
together.

512
00:52:26,000 --> 00:52:34,000
Lastly, very quickly, we have started to do our work from an income perspective as we now

513
00:52:34,000 --> 00:52:40,020
initiate our renewed effort for the upcoming year on the Air State budget, so we've already

514
00:52:40,020 --> 00:52:48,760
started conversations with the same association for increasing so new dedicated revenues and

515
00:52:48,760 --> 00:52:54,880
it is now time to start a new five year capital plan so we're working on that as well.

516
00:52:55,480 --> 00:53:02,460
On the federal level we continue to work on the reauthorization bill however at this point it looks

517
00:53:02,460 --> 00:53:08,700
like there's going to be a continuous solution because there won't be agreement on the new reauthorization

518
00:53:08,700 --> 00:53:15,160
bill and so we're right now it's turning to more of what that continue resolution.

519
00:53:17,850 --> 00:53:24,190
And finally, nothing to do with our decision amendment for these models, as far as major changes,

520
00:53:24,530 --> 00:53:25,690
re-barring the title of six.

521
00:53:30,450 --> 00:53:32,970
With that, we have any questions from the go.

522
00:53:36,000 --> 00:53:40,200
No, thank you, they had them, thank you again. There was a lot of work.

523
00:53:42,580 --> 00:53:46,960
Okay, can I get a motion on the Chief Executives report please?

524
00:53:46,960 --> 00:53:50,880
Thank you all in favor.

525
00:53:52,940 --> 00:53:56,900
Commissioner White, it's my turn thank you chairman.

526
00:53:57,740 --> 00:54:01,180
Once again we are at the time of year where we have elections.

527
00:54:01,440 --> 00:54:07,700
Kelly and I sent out a slate of candidates as for any input changes, amendments, other

528
00:54:07,700 --> 00:54:15,960
people interested and I did not receive anything to change that is currently either any changes

529
00:54:15,960 --> 00:54:22,330
that we should discuss now. So I'd ask for a motion to approve the slate of candidates.

530
00:54:22,750 --> 00:54:24,510
So wait a second.

531
00:54:24,990 --> 00:54:25,370
Second.

532
00:54:26,050 --> 00:54:26,570
All in favor.

533
00:54:27,090 --> 00:54:27,410
Hi.

534
00:54:28,450 --> 00:54:29,090
All right.

535
00:54:29,390 --> 00:54:31,810
Thank you for doing that.

536
00:54:31,930 --> 00:54:32,490
Thank you for doing that.

537
00:54:32,490 --> 00:54:33,090
Thank you very much.

538
00:54:40,040 --> 00:54:41,800
Officers are duly elected.

539
00:54:42,560 --> 00:54:46,860
Under the consent resolutions, anything anybody wants to be pulled out of there?

540
00:54:47,620 --> 00:54:48,500
I just had one question.

541
00:54:51,180 --> 00:54:58,720
Just relating to the first resolution on the RTS access facility design, do we have

542
00:54:58,720 --> 00:55:02,000
the property secured that that's going to be going on?

543
00:55:02,960 --> 00:55:04,320
We do not, probably.

544
00:55:06,330 --> 00:55:06,530
Okay.

545
00:55:13,920 --> 00:55:20,360
I mean, the design go anywhere and put it down or it's tied directly to that parcel.

546
00:55:20,800 --> 00:55:22,540
You know, for sure, as you may recall,

547
00:55:30,490 --> 00:55:33,390
some of that work I'll call it, maybe it allows

548
00:55:38,920 --> 00:55:46,610
the 100% design effectively we can move forward on the acquisition of the property.

549
00:55:47,070 --> 00:55:49,290
And that's where that would be the next step after we get to that.

550
00:55:49,290 --> 00:55:51,230
But what is there an agreement on the property?

551
00:55:51,830 --> 00:55:53,750
There is no agreement we cannot start that process.

552
00:55:58,500 --> 00:56:01,360
Part of the question, or that's for further conversation.

553
00:56:01,720 --> 00:56:04,480
We have had conversations with the building owner at this point in time.

554
00:56:05,060 --> 00:56:06,020
But again, we've been

555
00:56:17,120 --> 00:56:19,240
having other questions on the resolutions.

556
00:56:19,240 --> 00:56:20,000
This

557
00:56:27,430 --> 00:56:31,270
is part of the problem when you go and use federal funds.

558
00:56:31,570 --> 00:56:38,090
You have to spend all these money to allow you to get approval from the federal government

559
00:56:38,090 --> 00:56:43,030
to then allow you to purchase a site, which is like, well, you just spend all this money

560
00:56:43,030 --> 00:56:46,090
and then you end up sometimes not being able to purchase a site,

561
00:56:46,210 --> 00:56:48,910
but it's a federal regulation and staff.

562
00:56:49,090 --> 00:56:53,950
So you see, in fact, one of the areas that all for the transit agencies

563
00:56:55,370 --> 00:57:02,430
and it seems to be getting some steam right out where agencies are able to just purchase the site and then get the approval.

564
00:57:02,430 --> 00:57:08,370
So they are not have to go through these process where you're spending money to get approval and then all of you get the site.

565
00:57:11,740 --> 00:57:12,420
Thank you.

566
00:57:14,060 --> 00:57:16,680
Okay, can I get a motion on the resolutions please?

567
00:57:18,220 --> 00:57:19,380
So, thank you.

568
00:57:19,760 --> 00:57:20,200
Second.

569
00:57:20,880 --> 00:57:21,780
Okay, all in favor.

570
00:57:21,780 --> 00:57:22,320
Thank you.

571
00:57:22,320 --> 00:57:23,980
Thank you.

572
00:57:25,830 --> 00:57:26,870
Coming calendar.

573
00:57:27,530 --> 00:57:27,910
Okay.

574
00:57:30,370 --> 00:57:33,470
As September 2nd, it is a Wednesday.

575
00:57:33,930 --> 00:57:34,850
Again, I apologize.

576
00:57:35,230 --> 00:57:36,470
I can do the Thursday.

577
00:57:37,510 --> 00:57:40,210
So September 2nd, is our next meeting.

578
00:57:40,550 --> 00:57:42,110
Any other questions on the calendar?

579
00:57:44,220 --> 00:57:45,440
Can I get a motion to adjourn?

580
00:57:46,660 --> 00:57:47,120
Some more.

581
00:57:50,700 --> 00:57:52,140
Any opposed?

582
00:57:53,080 --> 00:57:53,640
Any opposed?

583
00:57:53,640 --> 00:57:54,100
Any

584
00:57:57,720 --> 00:57:58,200
opposed?

585
00:57:59,120 --> 00:57:59,500
Any opposed?

586
00:57:59,740 --> 00:58:00,660
Any opposed?

587
00:58:00,660 --> 00:58:01,920
You