[This transcript was generated automatically from audio using AI and hasn't been reviewed by a person -- it can contain mistakes, including plausible-sounding sentences that were never actually said. Treat it as a starting point, not a verbatim record.]

[0:05] Thank you, everybody. Thank you for being here. Please rise for the legions.
[0:15] 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.
[0:30] Thank you. Okay. When I get a motion to adopt the agenda, please.
[0:37] Thank you. Second. All right. All in favor? Aye.
[0:41] 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.
[0:51] I get a motion, please, so move to second, in favor.
[0:55] Hi.
[0:56] Okay, great.
[0:57] We go.
[1:12] The mission is,
[1:18] as you know, we like to remind the board,
[1:22] about how we're going to need framework,
[1:24] and we're going to do our work.
[1:26] I would highlight today, actually, the mission,
[1:29] because we had a lot of times,
[1:32] we had some questions about the mission,
[1:34] and so the mission is basically our core responsibility, right?
[1:37] at the very, very least, this is what we're responsible for.
[1:42] And it is written this way on purpose,
[1:45] we start with safety, we have hundreds of employees
[1:48] every day moving thousands of lives.
[1:50] And so being safe is a priority for all of us every day.
[1:55] That's what we put the service on the street.
[1:57] It must be reliable, meaning that our customers can
[2:00] rely on our service, meaning when we put a schedule out,
[2:03] and we say that we're going to be somewhere
[2:05] 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
[2:13] performance, it's at the top of our list of things that we focus on. And that is because our customer
[2:20] 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
[2:27] fair to convenient that is convenient to board the bus that is
[2:32] convenient in terms of frequency that the bus comes is convenient
[2:36] for order customers to go back and forth. And lastly,
[2:40] sustainable, which we should probably have the work financial
[2:42] in front of sustainable. We mean by sustainable and sustainable
[2:47] so that we are going to strong financial footing so that we are
[2:52] able to provide service for years to come. So one to highlight
[2:56] our mission obviously you have the vision values our three keys that are
[3:01] getting areas and our goals but I wanted to talk a little bit more about what
[3:05] the mission is and what it means. With that going through our agenda this is a
[3:11] quarterly meeting so we will today report to you the results of our first
[3:16] water under our new key performance indicator framework and we will have the
[3:22] team as you're responsible for our analysis and analytics business. They are
[3:29] insights to report on that for you. Very quickly go through a comprehensive plan.
[3:35] The RITS way and other updates will certainly most of what you will hear today
[3:38] is a part of your report. With that, we'll start the report again. We'll have J.
[3:47] sharing the best and Adam Swift from our business and the insights and the
[3:53] literacy department on why you are more of a side and deep dive into the
[3:59] results. Both starting at a very high level I'll go through the score card.
[4:04] Remind the board of the framework. There are two parts or three parts of the
[4:08] part 1, A, 1, B, that J will cover based on the performance by company, by pillar,
[4:16] and then a deep dive into some of the specific metrics where we deviate the most, whether
[4:21] we deviate it, and we did really, really well, or we deviate it, and it didn't do so well.
[4:26] Adam will cover that, and that will end with assembly.
[4:30] So I'm happy to report that overall as an organization, we did better than our 100,
[4:38] score goal with a 108.5 to the company's falling short of their goals. One is RTS
[4:47] Seneca with 90.7 points and our RTSY only with 95.7 points and we'll go through some of
[4:55] that overall as an organization 180.5, 100.
[5:01] I want to remind the board that the framework is based on board pillars and we measure
[5:06] on their finance, on their hour customers,
[5:10] on their hour employees, and the company meeting on the planet.
[5:12] Where you will hear today and for the next two quarters after today,
[5:17] these specifically based on our finance,
[5:19] across the mariner and bully pillars,
[5:21] the community on the planet pillar is an annual pillar,
[5:24] it's measured only at the end of the fiscal year,
[5:27] so you won't hear all that on the fourth quarter today,
[5:31] and for the first three quarters,
[5:33] we'll hear all the first three pillars.
[5:36] So what does that mean when you look at each one of our companies and the pillars on top?
[5:41] For the 35, 32 and a half and 32 and a half that you see on their finance,
[5:46] what's the money in blue, these are the goals, points, or the score for each one of those pillars
[5:52] and then for each one of the companies you can see how we did.
[5:57] And the numbers in red is where we fell short.
[5:59] So as an example, our TS axis is 32.03 under the finance pillar.
[6:04] out of 35 points. And so on and so forth, as you can see the rest of the
[6:09] companies where you see a very number, for that pillar, for that company, we did not need to call.
[6:16] At the end of the day, one of the new aspects of this new framework is that you can have a
[6:21] score of 24 each one of the companies. And so you have your points or your totals, so you can see
[6:27] whether they met a hundred points or not. Or organizationally, then we wait for those points
[6:33] based on a number of criteria where you have out here based on the size of the budget,
[6:39] the ridership for that company, the population, and the number of employees. We wait that,
[6:44] and that gives you your final score. And that's where the one where you're in the one hundred
[6:49] eight point five score control. So I will now turn it over to Jay who will walk you through
[7:18] I will begin part one of today's presentation by reviewing the quarter one results for each
[7:25] operating company and how they perform against the EDI framework.
[7:30] We will then look at performance across each of the three dealers before transitioning to
[7:36] part two.
[7:36] In Part 2, we'll move beyond the scorecards to focus on key performance insights highlighting
[7:44] the results that stand out most, both as strongest performances and the greatest opportunities
[7:52] for improvement.
[7:59] Let's begin with RTS Monroe, our largest operating company, and the most heavily weighted in the
[8:07] overall organizational scorecard.
[8:09] Mundo achieved an overall score of 108.87 exceeding the target of 100. Looking at the three pillars,
[8:19] finance, exceeding its targets through strong operating cost recovery and cost efficiency.
[8:25] Customer also exceeded its pillar target overall. 3 of the four customer KPIs met target.
[8:34] The only measure that did not meet target was the cost of a priority score, which will
[8:41] examine in more detail later during the performance inside section.
[8:48] Employee was another area of strength with all three KPIs meeting target, including staff
[8:55] entry rate, 18 month retention rate and absenteeism.
[8:59] Overall, Mandro did deliver balance performances across all three pillars and provides a strong
[9:09] foundation for the board,
[9:17] moving on to RTS access, a para transit service.
[9:22] RTS access achieved an overall score of 108.11, exceeding its performance target.
[9:29] This profile is different from one row, while the finance pillar did not meet target, the
[9:37] organization delivered exceptionally strong customer and employee results within the customer
[9:45] pillar, four of the five KPIs met target, the only customer measure below target was called
[9:52] responsive timeliness.
[9:57] The employee pillar also met target, with absentees and performing within the established
[10:02] overall RDS access, demonstrated strong service delivery and employee performance while continuing
[10:10] to manage financial cost pressures.
[10:15] RDS Genesee, moving to RDS Genesee,
[10:21] this was one of the strongest
[10:22] overall performers during the quarter. RDS Genesee achieved an overall score of 110.2, exceeding its
[10:32] target across all three pillars. Finance was the strongest performing pillar, reflecting
[10:38] solid operating cost recovery and cost efficiency. The customer pillar also exceeded target
[10:45] with both customer KPIs, meaning expectations while the employee pillar met target through
[10:52] strong absentee's performance. Overall, Genesee demonstrated a well-rounded performance across
[10:58] all three pillars with particularly strong financial results contributing to its overall score.
[11:12] RTS Livingston Livingston also delivered a strong overall
[11:16] quarter, achieving an overall score of 108.45 and exceeding its target score.
[11:24] Finance was once again the strongest contributor, significantly exceeding its target through
[11:29] strong, cost recovery and cost efficiency. The employee builder also met target with absenteeism
[11:37] meeting its established goal. While the customer filler finished just below its target, overall
[11:44] customer performance remained very close to goal, allowing Livingston to deliver another strong
[11:52] overall organizational result.
[12:02] What is Ontario?
[12:04] RDS Ontario was one of the highest performing
[12:07] operating companies in this quarter,
[12:09] achieving an overall score of 110.66,
[12:12] and exceeding its target.
[12:15] The finance pillar was the strongest contributor,
[12:18] significantly exceeding its operating capacity
[12:21] and efficiency.
[12:24] The employee pillar also exceeded the target,
[12:26] reflecting continued strong activities and performance.
[12:29] For the customer, however, did not meet target, primarily due to on-time performance, although
[12:36] the customer priorities were continued to meet expectations overall, Ontario's strong
[12:42] finance and employ results offset the customer challenges resulting in an excellent overall
[12:48] point.
[12:56] It is on leads.
[12:58] On leads achieved an overall score of 107.82 exceeding its target and delivering one of the
[13:05] strongest customer results across our operating companies.
[13:09] The customer pillars significantly exceeded target, supported by strong on-time performance
[13:16] and customer priority results.
[13:19] Finance also exceeded target reflecting strong operating cost recovery and efficiency.
[13:26] The employee pillar did not need target due to absenteeism performance.
[13:32] However, the strength of customer and finance pillars resulted in another about our eight
[13:39] school. Overall, Arlene's demonstrate how strong customer and financial performances
[13:45] can positive influence overall organizational results while also highlighting an opportunity
[13:52] to improve performance across an employee pillar.
[14:05] Seneca finished the quarter with an overall score of 90.74 below its target score, while
[14:14] operating cost recovery met target, the finance pillar narrowly missed its overall goal
[14:21] due to cost-efficiency.
[14:23] The customer pillar also fell below target with both on-time performance and customer
[14:30] a priority score contributing to the results. The employee pillar did not need target due
[14:36] to absentees and forms. Overall, this cohort highlights opportunities for improvement across
[14:44] all three pillars, which will be an area of continued management focus.
[15:00] 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
[15:29] a Priority Score Met target while on-time formats remain below target, resulting in the custom
[15:36] appellar narrowly missing its overall goal. RTS Rain demonstrated strong organisational
[15:43] performance with on-time performance representing the primary opportunity for continued improvement.
[15:53] Lastly, it's an RDS Wyoming. RDS Wyoming achieved an overall slope of 95.68, finishing
[16:02] just below its overall target. The finance below exceeded its goal, despite operating
[16:09] cost recovery, not leading target, as strong operating cost efficiencies supported the overall
[16:15] financial result.
[16:16] Customer performance was impacted by on-time performance while customer priority score continued
[16:24] to be targeted.
[16:26] The employee pillar also finished below target due to absentees.
[16:31] Overall, Wyoming demonstrated strength in finance with the greatest opportunities for improvement
[16:39] centered on customer and employee performance.
[16:51] providing performance results by pillar. Let's start with finance pillar. The chart
[16:59] this later compares financial pillar performances across all nine operating companies. Overall
[17:08] finance was one of the strongest performing pillars this order with seven out of nine operating
[17:14] companies meeting or exceeding their financial target. Ontario recorded the highest finance
[17:21] score followed closely by Livingston, Genesee and Orleans. RTS access and Seneca finished
[17:30] below the financial target while Seneca was very close to meeting the target. We will discuss
[17:36] the primary factors contributing to these financial results during a part two of this presentation.
[17:42] customer
[17:49] 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
[18:03] Orleans recorded the highest customer score this quarter, followed by RTS access and Genesee, Livingston was very close to meeting its target.
[18:13] several companies met or exceeded their customer targets while other
[18:20] finished below target, indicating opportunities for continued improvement.
[18:25] We'll take a closer look at some of the key drivers behind these customer
[18:30] results during the part two of this presentation.
[18:42] Compared to employee
[18:43] pillar performances across all operating companies, overall employee
[18:48] performance was strong and consistent during the quarter. Six of the nine operating companies
[18:54] met or exceeded the employee targets and vain recorded the highest employee score.
[19:00] While most companies performed well, a few regional operations finished below target.
[19:15] One take a base. Before we transition to the detailed insights, I would like to step back and
[19:22] summarize what we learned from Prasco. Overall, the organization delivered a strong start with
[19:30] seven of our nine operating companies exceeding their overall performance target. Looking across
[19:38] the finance bill, most operating companies perform exceptionally well, although RTS access continues
[19:46] to experience cost pressure, that will examine more closely in our next section.
[19:53] We also saw several encouraging financial improvements across regional operations.
[20:00] From a customer pillar perspective, overall customer pillar performance remains strong.
[20:07] At the same time, changing customer priorities, service responsiveness,
[20:13] and on-type performance in several regional companies represent important
[20:19] opportunities for improvement. Finally, employee performance remained a
[20:25] consistent strength, workplace safety continued to improve.
[20:31] Now, up to this point,
[20:33] we have focused on what the results are. Next, we will shift the attention to why
[20:40] those results occurred and the data behind the results. But I want to pause here before
[20:47] we go there and see if there are any questions, before we move on to the data and the insights
[20:54] and the why behind the results.
[20:57] Okay, yes. Jay, question on one piece of the data we had up there absenteeism. We met
[21:07] And
[21:13] for a long time, we were talking about the absenteeism, we were low staff, and then absenteeism is a problem.
[21:20] Is that problem gone away, and we've solved it?
[21:25] Or is it from the measurement of the goal for where it is?
[21:30] So we're very short-handed for a long time.
[21:33] 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.
[21:41] 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.
[21:52] So, for artists, for companies we are making improvements but this is around.
[22:00] Whatever you are seeing is around the existing data, that's where the goal is.
[22:04] And if something has an edge, that means it is around the goal.
[22:09] 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.
[22:22] Yes, it's an improvement.
[22:27] Good.
[22:28] I'm sorry.
[22:28] Related to the same thing, are the targets different for each company?
[22:33] Yes.
[22:33] Yes.
[22:33] For absenteeism based on their history?
[22:35] Yes.
[22:36] The dog gets out of the food.
[22:37] Yes.
[22:40] So the company likes Seneca, which has a very smaller employment base, is that taken in, you
[22:46] know, if you have 50 employees and three of them call in sec, unlike Monroe, it has what,
[22:53] 800 employees. Is that all kind of measured out? Yes. Okay. Thank you. So all the goals are measured
[23:00] per base on company, specifically company leader. Thank you.
[23:17] Performance insights and opportunities.
[23:20] Through part one, we focused on reporting the four to one results of a cross-leafed operating
[23:25] company. Now we will move beyond the scope parts to examine the areas with the greatest positive
[23:32] variances and the greatest opportunities for improvement, rather than reviewing every
[23:39] KPI.
[23:40] We will focus on the results that had the most meaningful impact on the performance
[23:45] and some of the key factors contributing to those results.
[23:49] With that, I will turn it over to our department's senior business analyst, Adam Sirts.
[23:58] Thank you.
[23:59] focus
[24:14] on metrics where we had an extreme deviation from the goal, both in the positive and
[24:18] negative direction.
[24:22] For RTS Monroe, I will discuss our failure to the goal in the cost of a bioretics score,
[24:26] and highlight the strong performances in our passenger injury and preventable collision
[24:30] index.
[24:40] It is the cost of a bioretics score, which replaces NPS and satisfaction as the KPI is more
[24:46] quarterly
[24:53] than the areas that need the most time, and the weights shift over time to reflect
[24:58] changes in what our customers feel most strong. We can get a better handle on what's influencing
[25:05] performance compared to the customer survey metrics used in the previous.
[25:18] How many points are
[25:18] available in a given air
[25:25] for the blue bars? Feel how many points RTS Monroe scored in those areas
[25:30] toward the customer priorities for. Farms with a higher proportion of their area shown in blue
[25:35] indicate higher satisfaction. Though this chart is also been ordered by satisfaction, the more easily
[25:42] reference are in
[25:51] this case, priorities have shifted in a favorable direction for
[25:54] our management role over the past year. Customers have found the value for
[25:59] failure to be substantially more important and bus frequency to be substantially
[26:04] blessed for it. As value for failure is something we excel at and bus frequency is more
[26:10] in the middle of the areas, this suggests the change in priorities has slightly
[26:14] improved our customer virus order. Despite this benefit, we can only manage
[26:20] for 8.79.76 in an RPS Monroe below the goal of 8.3.
[26:25] 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.
[26:32] In order, for those are safety and security.
[26:35] For arrival times,
[26:39] only each have their own pattern over time.
[26:41] These areas have one truth they have all been consistently scoring below 8 on the 10 point scale in the customer survey.
[26:50] With the largest weights assigned to them, those three areas, drag our customer priorities
[26:55] for
[27:08] one aspect of
[27:12] direction, offers
[27:19] how safe the ride is
[27:23] for PIPC, this measures both
[27:27] the rental
[27:30] delisions our vehicles are involved in.
[27:33] In Quarter 1, Archie's Monroe scored a 3.2-0, indicating a much better safety record than
[27:39] the goal of Quarter 1, preventable delisions worthy of the preventable collision braking
[27:45] every month of the Quarter 1 coming below that of Annie Munn,
[28:10] the American bus pension
[28:12] which has 28 mid-size transit agencies
[28:17] when we were designing the new KPI system.
[28:20] We utilized metrics
[28:23] so that we could understand how we're doing on the national level
[28:29] due to the anonymization rules of ABDG. We are not permitted to identify the other members on this chart
[28:34] instead of representing them with letters.
[28:37] Arthias Monroe's performance in the most recent ABDG year handed to you one are highlighted in blue.
[28:44] The anonymization rules also prevent us from showing exact values on the charts.
[28:48] Instead, the chart plays an index value based around the ABBG average that defined as 1 for this chart.
[28:56] For the passenger entry components, on the left, we have remained or bound the ABBG average.
[29:03] However, that average is heavily influenced by the small group of members with high passenger entry rates.
[29:09] And we are still above the median.
[29:16] It tells a more favorable story.
[29:18] Our preventable collision rate was comfortably above the 1.
[29:24] 1, how
[29:36] staff injuries have also gone down from the level they've consistently been at.
[29:40] Finishing at 0.11, beating the goal of 0.16.
[29:46] This change has been consistent throughout the quarter as well, as shown in the turn on
[29:50] the left.
[29:51] There was no 3-month stretch last year where all our metrics were below goal of a feat we achieved
[29:57] in quarter 1.
[29:59] What do you think?
[30:00] 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.
[30:21] 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,
[30:44] which is apparent in their
[30:48] performance.
[30:48] 1. The operating cost efficiency, which measures the operating cost per vehicle hour, came in at $111
[30:55] per hour, above the goal of a hundred hours.
[30:59] As this is looking at cost, we want to get below the goal as we work towards a structurally
[31:03] balanced budget. Two areas that stood out when looking at cost were healthcare. Well neither
[31:10] is something we can eat. It is always important to look at why we missed the goal and in case
[31:17] there are clear opportunities
[31:20] for the large differences in healthcare costs in the quarter
[31:23] over 1 last year for this year. Show them in the chart on the right. It illustrates why
[31:27] this area has frequently come up as an expense to logic
[31:42] over $1 per hour,
[32:10] which is RTS
[32:10] physically year of 2024-25. And given that other agencies are facing the same problem,
[32:18] we expect that RTS access will remain favorable to the pre
[32:32] -pranked 85.3.
[32:43] Junient breakdown chart,
[32:51] but there's also a decrease in importance of the move.
[32:55] The areas
[32:55] that have been turned become more important are safety.
[33:02] One of RTS access, ball and rifle
[33:05] time
[33:13] area coverage, drop
[33:22] following scheduling changes,
[33:36] RPS access is expected to process applications
[33:38] for eligibility in 21 days or fewer. And they managed to do this for every application
[33:44] that had a decision to in quarter one, exceeding the goal of 99%. Applications were also processed
[33:51] faster on average than quarter one last year. So that may be in large due to degrees volume
[33:57] of applications.
[34:00] Applications can generally be sorted into two groups, one group, which contains
[34:05] to those renewals and recertifications,
[34:07] it's processed periodically,
[34:10] generally cases
[34:11] where the customer's condition is known
[34:13] in a clear barrier to accessing fixed-root service.
[34:17] We need a quick decision to approve them for RPS access.
[34:22] Most new applications fit into the second group,
[34:24] which need a more in-depth process
[34:26] to verify that
[34:39] with only 80% of calls getting through
[34:41] the queue in the expected three minutes,
[34:44] compared to the goal, a part
[34:48] of the left takes
[34:49] a look through the typical day of our access schedulers.
[34:51] A good chunk of the time, they are able to keep us
[35:40] less than 10 minutes from when they wanted it.
[35:43] Waiting until later in the week can get average schedule times over 20 minutes from the desired time.
[35:50] Even waiting until the end of the first day, looking as open,
[35:54] results in trips being 5 minutes further from requested times.
[35:58] Compared to those participants today,
[36:01] and when going to work or medical appointments,
[36:27] we have recently operated technology as a result,
[36:29] which has exposed issues that we could not see under the old system.
[36:34] The new technology provides an objective and transparent measure of our performance
[36:38] rather than the bias inherent in the previous manual process.
[36:44] So we are now able to better understand how we're performing
[36:47] and where improvement needed
[37:01] the goal in at least one of them
[37:04] and four of them exceeded the goal in
[37:09] much of the changes
[37:10] been on the call side rather than the revenue side.
[37:12] So, with this case, you're getting more service out for the same loss,
[37:20] a employee hour,
[37:24] and getting service along the street.
[37:26] With the hit the chart on the left, we can see a clear increase in this metric across
[37:30] the board in quarter one.
[37:32] Every regional is up from last quarter of this metric, and in most cases, this is part of
[37:38] a long-term, increasing trend,
[37:44] revenue side.
[37:45] As articles or leads has improved by a good margin in customer fare revenue, shown in the
[37:49] chart on the right. RTS World Leads has finally reached full staffing and is now able to
[37:55] operate all their scheduled service. This change has brought customers back onto RTS World
[38:01] Leads
[38:17] this year, RC Start of New Automated OTV reporting in the regionals using their new caddy
[38:24] instead of a random amount of operators reporting at times. All routes are counted towards ODP
[38:31] every day and technology on the bus records when an operator arrives at and
[38:37] departs from the time point. This gives us a complete and accurate look at how
[38:42] well our regional operations are staying on time and has revealed many
[38:47] opportunities
[38:52] and this line will focus on the four who miss by more than three
[38:55] percentage points. We'll start with RTS Ontario for the trop of purple bars in the
[39:01] top left. RTS Ontario's strength has been their roots through
[39:05] Canada and their root in Geneva, which have generally been meeting or exceeding goal.
[39:11] These roots have the highest total time points at RTS Ontario, making them the most impactful
[39:16] and a logical place to start when looking to make the roots outside the cities or weaker
[39:23] performers, all finishing with low BP, low 75, RTS Senica, and top right with pink Rs, only
[39:32] has two groups, both of which generally home 5 percentage points below the goal with minimal
[39:38] change on RTS Wayne, shown in the bottom left with green bars, struggled early in the
[39:46] border, but the managed to exceed their old in June, a majority of their roots, including
[39:52] D5, I exceeded the goal in June. This pattern of improvement in its fire scope for the
[40:02] final
[40:04] RTSY only, at the bottom right with red bars, was by far the weakest regional. Their struggles
[40:12] are primarily with their highest impact routes with the Southbound 2.21 and Warsaw being which
[40:18] has been most total time points, not even managing 40% of the G. Despite this, with the Northbound
[40:26] 2.21, what was RTS-YOMI's strongest route? It's suggesting that it's not a Warsaw problem, but a
[40:32] problem with the South.
[40:35] Many of RTS-YOMI's routes are improving over time, which is a silver lining
[40:39] to
[40:58] think of as a rival time being the second most important area to their customers.
[41:03] But their customer priorities were to
[41:07] prove satisfaction in that area.
[41:10] Well, once stood out as a weak spot on the RTS or Leeds customer survey,
[41:14] it is back on par with other areas. Well, OTP has started to define
[41:20] at RTS or Leeds. It has remained above the goal in all three months of the quarter,
[41:25] and can potentially swing back up to April's levels with housing
[41:42] costs
[41:42] but pressured on all areas in the authority.
[41:45] But the regionals have managed to adapt by improving the efficiency of their
[41:50] artisement role, well strong operationally and kept success in translating those results
[41:59] and will continue to listen to the so we can bridge that gap.
[42:06] Artis access has seen generally strong results in the customer area and will look to continue
[42:11] that going.
[42:13] New technology at the regionals has provided new insights into on-time
[42:17] formulas performing worse than expected. But we will be able to leverage that new technology,
[42:24] if you target the specific routes, high points, and operators, where there is opportunity for
[42:30] it.
[42:37] As we attempt to understand to what extent we
[42:50] will now take any questions you may have.
[42:59] It's early a little bit, but across the regions as a region,
[43:05] how common is it that that solution
[43:07] is applicable to the other region?
[43:14] There are some regionals that have a lot of similarity in
[43:17] 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.
[43:35] But our regional discuss
[43:41] relating
[43:58] to with I believe it was RTS was one of the early slides we're talking about safety and security.
[44:05] 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.
[44:17] What are the other areas that we weren't able to make improvements on, and how is that part of that overall problem?
[44:25] So we've made improvements in terms of our safe driving, but safety and security is obviously a lot more broader than that.
[44:35] 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
[44:45] planning to...
[45:00] 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?
[45:26] Councillors have the ability to go through the web and get automated looking that way, I do not know
[45:37] what is there a automation available for the phone access?
[46:05] There's conversations recently where one of the best when compared to where you see
[46:14] automation,
[46:21] there is no in
[46:35] the queue.
[46:36] There's no real estimate of the amount of time they would be waiting.
[46:43] Those numbers, you could go.
[47:04] Are we looking
[47:08] at a lot of applicant
[47:15] 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.
[47:25] and probably which speeds a whole thing up considerably.
[47:27] Are we exploring any of those possibilities?
[47:31] For a five out of.
[47:34] Yes.
[47:42] Thank you.
[47:44] I was trying to figure out, I hope we're good.
[47:46] We're very short staff.
[47:48] We're like 60% staff right now.
[47:50] I'm trying to figure out how that impacts the metrics.
[47:55] But this is a couple part.
[47:57] I'm looking at the finance.
[47:59] Is the operating cost recovery, how much
[48:02] do we recover from the cost?
[48:03] that if you had a lot of contracts that might score you higher in the operating
[48:08] contract. Yes, contract service is very important for
[48:14] our regionals with a lot of
[48:17] much higher goals and performance.
[48:22] So I'm thinking if you're short-staffed it might
[48:24] impact your on-time performance.
[48:28] Yes, we are working to really get to the bottom of
[48:32] how that impacts or this provide
[48:38] that information.
[48:41] It does recruitment and retention fit in any place.
[48:46] So for our kids been wrote,
[48:49] we have the 18 month retention rate.
[48:51] Our new hires at access in the regionals
[48:54] are just too few to really justify that as a metric.
[49:18] And thank you very, very interesting reports.
[49:20] And I made a note.
[49:22] Adam has a voice for radio.
[49:45] opportunities as usual.
[49:51] I won't repeat the summary here, but obviously these
[49:55] provides a baseline of where we are and allows us to now go forward with being
[49:59] able to start tracking trends on where we're doing well, where we're not doing
[50:04] well and how those are performing over time.
[50:10] Moving up very quickly, thankfully
[50:13] nothing to report on the initiatives for perspective while our initiatives are
[50:16] going as planned, of course, it's just the first quarter, so it's easy to remain on the green.
[50:22] It feels a few months into the fiscal year, but nevertheless, good news that we are
[50:26] tracking all our issues as expected. On an RTS way of recognition, a lot of our highest number
[50:33] and 81 employees recognize or display the RTS way forward the month of June, and 72 people recognize
[50:42] in the month of July. Operator of the month for June is Albert Bithum, which has been a
[50:51] operator of the month before and you might remember him. And then we have a operator of the
[50:57] quarter that you don't see as frequently but you see him before as well. They need for the first
[51:03] quarter. Congratulations to both of them. On an employee special recognition we want to recognize
[51:10] as a service service DS from our marketing communications department who has been
[51:15] just to be an incredible amount of work.
[51:17] She won't have to hold five materials.
[51:19] It does a lot of work that nobody seems to many times recognize what the work is always
[51:25] done.
[51:26] It's always on well.
[51:26] It's always on time especially.
[51:28] As we go through service changes right now, please be responsible for taking the ball
[51:32] and running with it to communicate with our customers, what those changes are.
[51:37] So, as a result, if you don't mind, to be recognized in the action of the government.
[51:47] And we participated in a couple of community events, including the Pride parade.
[51:52] You may recognize the one we're running to.
[51:54] We're here at the parade, so we're very glad we're running to our Commissioner Johnson,
[51:59] and being able to participate in this parade, which again, we represent many of our employees.
[52:05] And likewise, the Pride and the Pride as well, very good representation.
[52:11] For both of these, I want to say thank you to John Trout, the President of the HDU for
[52:17] really helping us out and participating as well as for Rita Reeves and for all of these
[52:22] together.
[52:26] Lastly, very quickly, we have started to do our work from an income perspective as we now
[52:34] initiate our renewed effort for the upcoming year on the Air State budget, so we've already
[52:40] started conversations with the same association for increasing so new dedicated revenues and
[52:48] it is now time to start a new five year capital plan so we're working on that as well.
[52:55] On the federal level we continue to work on the reauthorization bill however at this point it looks
[53:02] like there's going to be a continuous solution because there won't be agreement on the new reauthorization
[53:08] bill and so we're right now it's turning to more of what that continue resolution.
[53:17] And finally, nothing to do with our decision amendment for these models, as far as major changes,
[53:24] re-barring the title of six.
[53:30] With that, we have any questions from the go.
[53:36] No, thank you, they had them, thank you again. There was a lot of work.
[53:42] Okay, can I get a motion on the Chief Executives report please?
[53:46] Thank you all in favor.
[53:52] Commissioner White, it's my turn thank you chairman.
[53:57] Once again we are at the time of year where we have elections.
[54:01] Kelly and I sent out a slate of candidates as for any input changes, amendments, other
[54:07] people interested and I did not receive anything to change that is currently either any changes
[54:15] that we should discuss now. So I'd ask for a motion to approve the slate of candidates.
[54:22] So wait a second.
[54:24] Second.
[54:26] All in favor.
[54:27] Hi.
[54:28] All right.
[54:29] Thank you for doing that.
[54:31] Thank you for doing that.
[54:32] Thank you very much.
[54:40] Officers are duly elected.
[54:42] Under the consent resolutions, anything anybody wants to be pulled out of there?
[54:47] I just had one question.
[54:51] Just relating to the first resolution on the RTS access facility design, do we have
[54:58] the property secured that that's going to be going on?
[55:02] We do not, probably.
[55:06] Okay.
[55:13] I mean, the design go anywhere and put it down or it's tied directly to that parcel.
[55:20] You know, for sure, as you may recall,
[55:30] some of that work I'll call it, maybe it allows
[55:38] the 100% design effectively we can move forward on the acquisition of the property.
[55:47] And that's where that would be the next step after we get to that.
[55:49] But what is there an agreement on the property?
[55:51] There is no agreement we cannot start that process.
[55:58] Part of the question, or that's for further conversation.
[56:01] We have had conversations with the building owner at this point in time.
[56:05] But again, we've been
[56:17] having other questions on the resolutions.
[56:19] This
[56:27] is part of the problem when you go and use federal funds.
[56:31] You have to spend all these money to allow you to get approval from the federal government
[56:38] to then allow you to purchase a site, which is like, well, you just spend all this money
[56:43] and then you end up sometimes not being able to purchase a site,
[56:46] but it's a federal regulation and staff.
[56:49] So you see, in fact, one of the areas that all for the transit agencies
[56:55] and it seems to be getting some steam right out where agencies are able to just purchase the site and then get the approval.
[57:02] 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.
[57:11] Thank you.
[57:14] Okay, can I get a motion on the resolutions please?
[57:18] So, thank you.
[57:19] Second.
[57:20] Okay, all in favor.
[57:21] Thank you.
[57:22] Thank you.
[57:25] Coming calendar.
[57:27] Okay.
[57:30] As September 2nd, it is a Wednesday.
[57:33] Again, I apologize.
[57:35] I can do the Thursday.
[57:37] So September 2nd, is our next meeting.
[57:40] Any other questions on the calendar?
[57:44] Can I get a motion to adjourn?
[57:46] Some more.
[57:50] Any opposed?
[57:53] Any opposed?
[57:53] Any
[57:57] opposed?
[57:59] Any opposed?
[57:59] Any opposed?
[58:00] You