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A Report to the Governor and the General Assembly of the State of Delaware
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Joint Sunset Committee
2006 Final Report
Delaware Transit Corporation
June 2006
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The Delaware Transit Corporation
Table of Contents
Pages
Recommendations
Laws and Policies
Terminology 1
Background 1
Joint Sunset Committee Review History 2
Duties and Powers 2
Administrative Procedures Act 3
Audits 4
Freedom of Information Act 7
Federal Laws 7
Judicial Decisions and Executive Orders 9
Interagency Agreements and Memoranda of Understanding 9
Performance
Mission 10
Goals 10
Challenges 13
Accomplishments 14
Opportunities for Improvement 15
Performance Measures 15
Coordination of Services 16
Privatization 16
Organization
Human Resources Department 17
Hiring 21
DTC Employees 23
Union Contracts 24
Transit Operators 25
Training 27
Grievance/Discipline Cases 28
EEOC Cases 28
Defined Benefit Pension Plans 28
Workers’ Compensation Insurance 29
Insurance
Property 29
Auto 29
Services
Fixed Route 30
Inter-county 32
Paratransit 32
Reservation Process 33
The Elderly and Disabled Transit Advisory Committee 33
Kent GoLink (previously the Dover Hybrid Project) 34
Night Owl Service 34
Commuter Rail 34
Sunday Service 35
Fare Increases 37
Passenger Safety and Homeland Security 38
Safety and Security Achievements 38
Initiatives and Programs 39
Commuter Rail Initiatives
Commuter Rail Improvement Project 43
Downstate Rail Study 45
Facilities 46
Maintenance and Fleet Expansion 47
Customer Service 51
Fare Box Receipts 52
Financial Relationship Between DTC and DelDOT 54
Funding 55
Recommendations for the Delaware Transit Corporation
The Joint Sunset Committee recommends continuance of the Delaware Transit Corporation, but only upon its meeting certain conditions or making certain modifications as identified below.
A. The Joint Sunset Committee recommends that the Delaware Transit Corporation take the following action:
1. Hire additional operators to help reduce the need for unscheduled overtime.
2. Hire additional field supervisors to help monitor the quality of service provided.
3. Increase reservation/cancellation phone coverage.
4. Review the current “No-Show” policy for issues and concerns. Implement an equitable policy.
5. Evaluate the criteria by which individuals qualify for paratransit service. Provide a written report by September 30, 2006, to the Joint Sunset Committee outlining and explaining DTC’s plan to manage the demand into the future.
6. Evaluate cost and impact of increasing the number of trips to transfer connections.
7. Evaluate the fare structure and provide a written report outlining the findings to the Joint Sunset Committee by September 30, 2006.
8. Work closely with EDTAC (Elderly and Disabled Transit Advisory Committee) relating to customer and service-related issues.
9. Install Interactive Voice Recognition (IVR) software to call customers when buses are running late.
10. Work with EDTAC, the Governor’s Commission on Community-Based Alternatives for Persons with Disabilities and other related groups and/or organizations to develop recommendations to 1) reduce the demand for casual trips during peak periods, and 2) provide theme days such as “movie day, shopping day, etc.
11. Provide paratransit operators with quarterly customer relations and sensitivity training classes.
12. Provide paratransit operators with safety and first aid training.
13. Provide dispatchers with continuous training regarding the use of the CAD/AVL (Computer Aided Dispatch / Automatic Vehicle Locator) technology that allows dispatchers the ability to see the location of and existing workload/schedule for every bus in the fleet
14. Continue to work and partner with local and county governments with regard to providing additional weekend and Sunday services statewide.
15. Continue to be an advocate for the need for statewide weekend service.
16. Continue to work towards the July 1, 2006 separation of the Human Resources section to revert to the former structure of one DTC and one DelDOT Human Resources Department.
17. Continue to work toward implementation of the “real time” computerized reservation/cancellation system. Provide the Joint Sunset Committee with a written report outlining the progress of the implementation of the “real-time” system by September 30, 2006.
Laws and Policies
Terminology
Delaware Transit Authority (“Authority”)
This is the Authority that enables DTC to exist. It also defines powers to perform a multitude of activities in the name of transportation in the State. Title 2, Chapter 13 is known as the Transportation Authority Act.
Delaware Transit Corporation (“DTC”)
Delaware Transit Corporation is a division of the Department of Transportation. DTC is the managing entity for all public mobility within the State of Delaware.
DART First State
DART First State is the name of the intermodal services throughout the State. It is a marketing tool that has name recognition and is incorporated in all advertising for all modes of transportation.
Background
On its website, DTC provides the following history:
The present day modern, statewide and multi-transit services of DART First State date back to 1864, when the Wilmington City Railroad Company started horse and mule drawn 20-seat car service along several downtown streets. In 1888, the Company introduced the state's first electric trolley car system and the first motor bus service began in 1925. 1938 saw the start of trackless electric trolley service.
In 1969 the privately owned transit system, operated by the Delaware Coach Company, became public by an act of the State Legislature. Overseen by the Delaware Department of Transportation, the Greater Wilmington Transportation Authority (GWTA) created and promoted a new name to stimulate public interest. The new name of the transit services became DART, the Delaware Authority for Regional Transit.”
In 1994, DTC was created as a subsidiary of the Authority, under Governor Thomas Carper and Secretary of Transportation, Anne P. Canby. The creation of DTC consolidated all modes of public transportation within the State of Delaware into one entity. This entity was a merger of the former Delaware Administration for Regional Transit (DART), Delaware Administration for Specialized Transportation (DAST), Commuter Services Administration (CSA) and Delaware Railroad Administration (DRA). [1]
DTC serves the entire State of Delaware covering 1,954 square miles and a population of 830,364 (July 2005, estimated).[2] “DTC operates 207 fixed route and 195 Paratransit vehicles on over 69 routes throughout the three counties. DTC contracts with Southeastern Pennsylvania Transportation Authority (SEPTA) for commuter rail service. DTC also operates and maintains 41 park-and-ride lots and 13 park-and-pool lots with approximately 5,300 parking spaces. DTC maintains 2,522 bus stops throughout the State, with major transit hubs in Wilmington, Christiana Mall, Dover and Rehoboth Beach. DTC owns or leases four rail stations that are serviced by SEPTA. All services carry over nine million riders per year.”[3]
Service area includes:
• Two (2) urbanized areas (UZA)
- Wilmington and part of Philadelphia UZA #4
- UZA #360 Dover).
Statewide service provided includes:
• Intercity (Wilmington-Dover)
• Intercounty (New Castle-Kent-Sussex)
• Interstate (Delaware-Maryland, Delaware-Pennsylvania)
Service times for bus service are: Monday -Sunday, 4:28 a.m. to 2:59 a.m., with peak from 6 a.m. to 9 a.m., mid-day peak from 9 a.m. to 3 p.m., and PM peak from 3 p.m. to 6 p.m.
Demand Response hours are: Monday –Friday, 5 a.m. to 11 p.m., and on Saturday from 5 a.m. to 7 p.m.
Joint Sunset Review History
The Joint Sunset Committee’s (JSC) Review History reveals that DTC has never been reviewed by the JSC. The JSC’s Review History does reveal that the Delaware Transportation Authority was reviewed in 1988.
Duties and Powers
DTC was established by the Delaware Transportation Authority, Title 2, Chapter 13, Section 1307 “Subsidiaries”. DTC is a public benefit corporation constituting a public instrumentality of the State. The Authority has delegated the following rights and responsibilities to DTC:[4]
• Develop plans and programs to foster efficient and economical public transportation; and to serve citizens requiring specialized transportation.
DTC operates fixed route, Paratransit and rail service within the State. These modes of transportation handle 9.7 million trips annually. The fare for each trip has remained unchanged since 1989 and is very affordable to the transit rider.
Specialized transportation within the State of Delaware ranks the high if not the highest in the United States. The DTC service areas for Paratransit service are the borders of the State of Delaware. There is a high degree of mobility to qualified clients.
• Fix from time to time, without approval of the Public Service Commission or any other agency or political subdivision of the State, schedules, routes, rates or fares, and charges for use of public transportation services furnished or operated by the Delaware Transit Corporation, subject to specific provisions listed in the Code.
DTC complies with this provision. All service changes above the established thresholds have received public input through the public hearing process. There has not been a fare change since 1989.
• Provide specialized transportation services to those persons contracting for such services by pooling and coordinating the resources of public transportation including DTC's facilities and private services including taxicabs and other privately owned transportation services; provided, that no reduction in service area, span of service hours, increase in basic fares or changes in rules (not mandated by federal regulations) on eligibility that would reduce the ability of those that qualify as being disabled by reason of physical or mental infirmity from utilizing available specialized transportation (except in cases where the individual engages in violent, seriously disruptive or illegal conduct) shall be implemented by DTC without a public hearing subject to specific provisions listed in the Code.
DTC provides over 730,000 Paratransit trips annually. DTC also manages the Senior Citizens Affordable Taxi (SCAT) program.
• Provide service without charge to all blind citizens of the State on any public transportation facility operated by DTC, provided that an identification card issued by the Delaware Commission for the Blind shall be sufficient evidence of the qualification of the patron for such free transportation.
DTC stated that it is in compliance with this provision.
• Provide for the use of contractual advertising on the downstream panels of DTC’s transit shelters to offset the cost of providing these facilities, with specific exceptions.
DTC indicated in its response that it complies with this provision.
DTC is not aware of any proposed legislation that would alter DTC’s key powers and responsibilities.[5]
Administrative Procedures Act
In its response to the JSC Questionnaire, DTC indicated that the Delaware Code does not specifically give DTC the legal authority to make “regulations over other organizations, decide legal cases or issue licenses,”[6] and therefore DTC is not an agency “listed under the Administrative Procedures Act (APA).” Of note, DTC does fall within the definition of “agency” pursuant to the APA.[7]
Audits
Financial audits are performed annually by an independent auditor. The audits for FY’00 – FY’05 were performed by Santora CPA Group (Santora).[8]
In the FY’05 audit, the following financial highlights were indicated:
• “The 2005 operating revenues were approximately $11.2 million and were 2.6% lower than 2004 operating revenues. Nontransportation revenues contributed to the decreases, specifically loss contingency insurance recoveries.
• Total operating expenses before depreciation were approximately $69.3 million in 2005. The 9.3% increase in total operating expenses before depreciation over 2004 is largely due to increased costs of wages, benefits, and diesel fuel. Diesel fuel has increased 60% over 2004.
• A $16.4 million investment was made in capital assets during the current year. This was primarily attributed to the investment in facilities and the purchase of revenue vehicles.”[9]
In an August 17, 2005 letter to Secretary Hayward, Santora indicated the following regarding the FY’05 findings:
Accounts Payable
Finding: During our audit, we noted that the accounts payable subsidiary ledger was approximately $50,000 lower than the general ledger balance. The accounts payable subsidiary should be reconciled to the general ledger every month. If an unreconciled difference between the two ledgers is noted, it should be researched and corrected at the point in time it first arises. If unreconciled differences are ignored, it is difficult for DTC to know what the true outstanding liabilities are.
Recommendation: We recommend that the Finance Department research the unreconciled difference and determine whether it is software/technology issue or whether it is result of items being misposted to the general ledger and any necessary adjustments be made. This should be done as soon as possible.
Management Response: Management has indicated that they are in the process of researching the difference and will make any necessary adjustments as a result of the research. They will also continue to monitor and reconcile the accounts payable subsidiary ledger on a monthly basis.
In the August 17, 2005 letter Santora also provided a status update as of June 2005 regarding Santora’s FY’04 findings and the status thereof:
Reconciliations
[FY’04] Finding: We noted that certain accounts (in particular, accounts payable SEPTA and insurance loss fund liabilities) were not being reconciled on a consistent and timely basis.
We recommend that the accounts be reconciled consistently and timely as a way to ensure the accuracy of the general ledger balance.
FY’05 Status: Through audit work performed, we noted that the accounts payable SEPTA reconciliation process is incorrect. Although this account appears to be reconciled regularly, the payable recorded on the general ledger at month end is inaccurate. We continue to recommend that the overall SEPTA accounts payable reconciliation process be reviewed by management and modified so that the activity accurately depicts the payable to SEPTA at any given point in time.
We also noted that there still is no formal process for reconciliation and review of the insurance loss fund liabilities. We continue to recommend that management implement a formal reconciliation and review process as these liabilities are large and complex in nature.
Leave Accrual Reports
[FY’04] Finding: We noted that the Finance Department had to make numerous manual adjustments to the leave accrual reports generated by PeopleSoft in order to calculate the correct leave accrual balances as of year end.
We recommended that the Finance and HR Departments work together to develop computer-generated leave accrual reports that reduce the manual manipulation required by the Finance Department.
FY’05 Status: Through audit work performed, we noted that the year-end calculation of leave balances was mostly a manual process. We continue to recommend that the Finance and HR Departments explore the idea of creating real-time accrual reports that can be generated directly from PeopleSoft.
Internal Auditor
[FY’04] Finding: We recommend that DTC employ an internal auditor as a method of ensuring timely reconciliation of accounts and as a means to relieve management of certain review-related functions. Some of the recommended duties for the internal auditor included the following:
1. Develop a reconciliation process for SEPTA ticket sales.
2. Develop a formal reconciliation process for the various insurance loss fund accounts.
3. Perform random physical inventories at consignment sales locations.
4. Observe SEPTA conductor counts to establish the validity of counts used by SEPTA in their quarterly billings.
5. Perform random reviews of account reconciliations each month to ensure that they are being completed on an accurate and timely basis.
6. Perform random compliance audits of various federal and state programs. This would include Welfare to Work, SCAT, Kent and Sussex County reimbursable expenses, and the 5310 Program.
FY’05 Status: An internal auditor has not been added to DTC. Based upon DTC’s growing size and complexity of transactions, we continue to recommend that an internal auditor position be created as a means of strengthening DTC’s overall internal control.
Staffing
[FY’04] Finding: We observed that DTC was using temporary help in various capacities in the Finance Department.
We recommended that DTC review some of the positions filled by temporary help and evaluate the cost benefit of using such help, bearing in mind that temporary help is generally associated with higher turnover and low continuity in work performance.
FY’05 Status: We noted that temporary help is still being utilized due to budget constraints. We continued to recommend that DTC consider replacing temporary staff with appropriate full-time equivalent positions.
Fare Box Revenue
[FY’04] Finding: We noted that DTC contracted with a third party, AT Systems, to pick up, count and deliver monies received by DTC to the bank. We noted that DTC relied on the counts without performing any procedures to ensure accuracy and integrity of those counts.
We recommend that DTC perform random, unannounced counts of the fare box revenue money before it is picked up by AT Systems. This would verify the validity of the AT Systems’ counts that DTC relies on.
FY’05 Status: During our audit, we noted that DTC began performing counts on the first of the month, without AT Systems being aware of them, for the purpose of validating the accuracy of the counts performed by AT Systems. DTC indicated that no exceptions were noted during their test counts.
Sales of Stored Value Cards at Consignment Locations
[FY’04] Finding: We noted that monthly reports detailing sales activity of stored valued cards prepared and submitted by certain consignment locations were incorrectly prepared. We recommended that incorrectly prepared reports should be investigated in order to determine that there are no potential misappropriations of stored value cards. Furthermore, we recommended that DTC should perform random audits of consignment locations to ensure that on-hand quantities are accurate with those being reported.
FY’05 Status: We noted during the audit that DTC does not perform random audits as of this point in time. We continue to recommend that DTC develop processes and procedures that provide for random audits of consignment locations to be performed.
Freedom of Information Act
FOIA mandates specific procedures for copying public records and for conducting open meetings. With regard to requests for information, DTC indicated that requests are sent to the DTC Deputy Attorney General (DAG) for review. The DAG provides DTC with a written response outlining what information is eligible for release and what is not and why. DTC than processes the FOIA request according to the DAG written response.[10]
As prescribed by statute, DTC is required to hold public hearings and provide public notice whenever it proposes either 1) to increase the basic fare structure or 2) a major reduction in service.[11] From the documents provided by DTC, it appears that DTC meets its statutory requirements with regard to public hearings.
DTC has indicated that most of the public hearings that have been held were not required by statute. The public hearings were held to insure that those being impacted by the proposal would have an opportunity to provide comment and also to give those not impacted by the proposal an opportunity to comment concerning the service not affected by the proposal. [12]
Federal Laws
DTC is a recipient of funds from the Federal Transit Administration (FTA), and therefore required to follow all FTA regulations. The following is a list of the FTA regulations that DTC must follow:[13]
C 4220.1E - Third Party Contracting Requirements
This circular sets forth the requirements a grantee must adhere to in the solicitation, award and administration of its third party contracts.
4720.1 Title VI Program Guidelines For Urban Mass Transportation Administration Recipients
This circular provides information on how UMTA will enforce Title VI in accordance with its responsibilities as set forth by the Title VI regulations issued by DOJ (28 CFR Part 42) and DOT (49 CFR Part 21).
C 5010.1C - Grant Management Guidelines
The purpose of this circular is to provide guidelines and management procedures for Metropolitan Planning grants, Capital Program grants and Urbanized Area Formula grants for assistance programs of the Federal Transit Administration (FTA), after award.
C 5200.1A - Full-Funding Grant Agreements Guidance
This circular provides guidance and information on developing Full Funding Grant Agreements (FFGAs) and administering funds for major capital investment ("new starts") projects pursuant to these agreements.
C 6100.1C - Transit Research And Technology Programs: Application Instructions And Program Management Guidelines
The purpose of this circular is to provide instructions and guidance on funding procedures and project management responsibilities for the Federal Transit Administration's (FTA) Transit Research and Technology Program.
C 7800.1A - Financial Capacity Policy
This circular clarifies how the Federal Transit Administration (FTA), when making grants, will conduct its assessments of the financial capacity of grant applicants. In addition, it incorporates by reference guidance on financial capacity assessment in the development of major capital projects exceeding $1 billion in total cost.
C 8100.1B - Program Guidance and Application Instructions for Metropolitan Planning Grants
This circular provides application instructions and program guidance instructions for the preparation of Metropolitan Planning Program (MPP) grant applications for funds authorized by 49 U.S.C. 5303.
C 8200.1 - Program Guidance and Application Instructions for State Planning and Research Program Grants
This circular provides program guidance and application instructions for applying for grants under the State Planning and Research Program (SPRP).
C 9030.1C - Urbanized Area Formula Program: Grant Application Instructions
This circular provides guidelines for the preparation of grant applications to obtain Federal assistance for transit projects under the Urbanized Area Formula Program administered by the Federal Transit Administration (FTA).
C 9040.1E - Nonurbanized Area Formula Program Guidance and Grant Application Instructions
This circular is a re-issuance of guidance on the administration of the transit assistance program for non-urbanized areas under 49 U.S.C. § 5311, and guidance for the preparation of grant applications. This revision incorporates provisions of the Transportation Equity Act for the 21st Century (TEA-21), reflects the Federal Transit Administration's (FTA) move to electronic grant making and management, and includes the most up-to-date available guidance for the program.
C 9070.1E - The Elderly and Persons with Disabilities Program Guidance and Application Instructions
This circular is a re-issuance of guidance on the administration of the capital assistance program for the elderly and persons with disabilities under 49 U.S.C. § 5310, and guidance for the preparation of grant applications. This revision incorporates provisions of the Transportation Equity Act for the 21st Century (TEA-21) and reflects the Federal Transit Administration's (FTA) move to electronic grant making and management.
C 9300.1A - Capital Program: Grant Application Instructions
This circular describes the Capital Program administered by the Federal Transit Administration (FTA) and provides guidance for applying for grants under the Capital Program.
C 9400.1A - Federal Transit Administration Design and Art in Transit Projects
This circular revises FTA Circular 9400.1, reaffirms that costs for design and art are eligible costs for FTA-funded transit projects, provides guidance for the incorporation of quality design and art into transit projects funded by FTA, and, within recommended parameters, leaves the allocation of funds for art to the discretion of the local transit entity.
Judicial Decisions and Executive Orders
DTC indicated there are no recent judicial decisions (state and federal) impacting DTC. DTC also indicated that it is not aware of any Executive Orders that specifically pertains to transit.[14]
Interagency Agreements and Memoranda of Understanding
DTC listed the following interagency agreements:
1. Indian River School District – Memorandum of Understanding permitting Indian River to utilize DTC’s Park and Ride facility for parking vehicles while Indian River School District buses shuttle parents of those vehicles to and from the Rehoboth Beach County Club.
2. Red Clay Consolidated School District – Memorandum of Understanding permitting Red Clay to provide DTC with 51 parking spots to encourage ridesharing and access to transit services.
3. Mobile Data/Automatic Vehicle Location Support – Interagency Agreement permitting Mobile Data to provide DTC with on site technician from 8:00 A.M. to 4:30 P.M. at various locations.
4. City of Wilmington/Downtown Wilmington Business Improvement District – Memorandum of Understanding permitting the City to assign one City Police Officer to patrol Rodney Square during specified hours except for emergency circumstances.
Performance
Mission
Statute states that DTC was created with the purpose of providing public transit services.[15] DTC states that its mission is to design and provide the highest quality public transportation services that satisfy the needs of the customer and the community.[16]
“DTC aspires to be a premier transportation organization with accessible facilities and interconnected services incorporating state-of-the-art technologies. Our well-trained workforce, using clear communications and beneficial working partnerships, will enable us to connect people to their destinations in an affordable, safe, and efficient manner.”[17]
Goals
In January 2003, DTC issued a 28 page report entitled “Delaware Transit Corporation’s Business Plan 2003-2009 (Business Plan) in which DTC listed 5 goals. Those 5 goals are listed below along with a brief explanation of DTC’s progress in achieving each goal. [18]
Goal 1: Provide a high quality passenger transport service that is safe, reliable, and convenient
DTC notes that overall DART continues to provide transit that is safe and efficient. DART's fixed route service has been meeting the basic transportation needs of the riding public with its current resources. However, due to labor and no relative increase in resources allocated towards the fixed route transit service, DART has been challenged to get all the scheduled trips out on the street due to staff shortages. The problem is acutely present on Saturday service in New Castle County. DelDOT's Human Resource Section is working with DART Operations to remedy the situation.
Goal 2: Provide for basic mobility needs in a timely, convenient, cost-efficient manner.
DART First State always strives to provide a convenient and cost efficient transit service. Within the region, DART maintains the lowest fare structure. DART administers transit service that is funded through the Federal Welfare to Work Program. These transit routes provide service to populations that have few transportation options. Overall the services have been well received.
Goal 3: Encourage mass transit alternatives to mitigate congestion
DART has continually encouraged transit alternatives. Along with other agencies, such as WILMAPCO, TMA, and DelDOT, DART has been successful in promoting transit and other forms of alternative transportation. Just this summer, 100% of all DART fixed route buses, statewide, have bicycle racks to enhance the synergy of bike transportation and traditional transit.
Goal 4: Provide transportation services efficiently in a fiscally responsible manner
For the past 3 years, DART has been able to maintain to same level of transit service. Rising costs due to inflation pressures have been funded by the Trust Fund. This was accomplished by the implementation of sound fiscal management.
Goal 5: Support Liveable Delaware initiatives
DTC states that it supports Livable Delaware by its very mission.
In the Business Plan, DTC also listed recommendations to address goals. DTC has provided a brief explanation of its progress with regard to each of these recommendations.[19]
- Service Enhancements on Fixed Routes
There are several expansions to service, as well as improvement to the quality and efficiency of DTC performance. For example, to provide increased travel opportunities, DTC plans to implement new and extended routes, more express service, higher frequencies, additional hours of operation, and possibly new Sunday service. New methods to improve the quality and convenience of transit also are included, such as reconfiguration of certain routes to promote timed transfers, through routing to reduce transfers, and allowing some bus drivers to deviate service from a fixed route. Over the past 3 years expansions in some areas have been funded by reduction of under performing service.
- Fleet Expansion and Maintenance
DTC plans the expansion and replacement/refurbishment of transit vehicles in accordance with the projected vehicle replacement schedule.
DTC has a completely ADA accessible fleet, having replaced many of the older buses. DTC has acquired two new Hybrid Diesel buses to test and demonstrate the new bus technologies that also help lessen vehicle emissions and improve air quality. All buses are now also equipped with bicycle racks.
- Efficiency and Performance Enhancements
Efficiency and performance enhancements are also vital components of the Plan. The Plan recommends regular evaluation of performance and services. To undertake this DTC has developed performance measures and standards to serve as a framework for evaluation. With limited resources, DTC is striving to maximize efficiency by better coordinating its transit services, including those provided by DTC (e.g. coordinating DTC's Fixed-Route and Paratransit services The Dover Hybrid Project), as well as those provided by others (e.g., coordinating DTC's services with those provided by Unicity or privately-run Paratransit).
On time performance for DTC's transit service continues to meet objectives. DTC's primary problem in getting scheduled service out to the riding public due to driver staffing shortages. DTC has implemented strategies to improve coordination between Paratransit Services and Fixed Route Services, particularly in Kent County through the Dover Hybrid Project or as it is now named, Kent GoLink. Improvements to scheduling and coordination of resources has as of yet, not been as beneficial as envisioned. However, coordination with both Wicomico County Transit service in Delmar, MD with DART newly initiated Delmar - Seaford Welfare to Work funded shuttle service, has been successful and has exceeded initial expectations.
- Facility Improvements and Enhancements
A number of facility improvements are also proposed, including upgrades to bus stops (example: making ADA compliant), the introduction of real-time traveler information, and new or expanded Park n' Ride lots. The plan also incorporates the construction of new bus maintenance facilities to assist improved service provision.
DTC has built a new transit center for lower New Castle County, named the "Mid-County" facility. At this site a new Park N' Ride facility has been added and will be served by scheduled transit service in upcoming Service Change Proposals. Bus stops are continually investigated for possible improvements and enhancements where warranted.
- Technology Improvements and Enhancements
To smooth operations and improve customer service, a provision also has been made for technology and human resource enhancements, including automatic vehicle location systems and on-board bus surveillance equipment, as well as training for DTC staff to improve quality of customers' service and productivity.
DTC has utilized new technologies to track and respond to customer requests for improving our transit services. Staff has been trained to use these new technologies.
- Major Planning Studies
A number of major planning studies included in the next few years involve the study of new service in downtown Wilmington, methods to increase R2 rail service frequency, the downstate rail corridor study from Wilmington to Dover and possible new interstate bus service (e.g. MARC to Elkton, Maryland, Fixed Guide-way transit, SEPTA R2 extension to Elkton from Newark). The Sussex County Improvement Plan will address the growing need for expanded transit in the growing region of Southern Delaware.
- Integrated Development Initiatives
Land use, transit and economic development are inextricably linked and should be mutually supportive of each other. Initiatives for transit-friendly development are also proposed in the Plan. DTC should coordinate with various levels of government planning, ensuring that new development promotes transit, improves quality of life and promotes future public-private partnerships.
DTC staff has membership on both federal metropolitan planning organizations, i.e., WILMAPCO and Dover Kent MPO. DTC has devised numerous community advisory groups to help us evaluate and improve transit services, i.e., the NCC Community Leaders Advisory Group; Sussex County Transit Working Group. DTC holds two statewide public hearing service changes per year in each county. DTC participates on many local civic association meetings as requested, i.e. Committee of 100; Pike Creek Valley Civic Association; Llangollen Estates Civic Association; etc. DTC has recently received a federal United We Ride Grant that will enable us to better coordinate with other state agencies to form an action plan. DTC participates with other state agencies for the Welfare to Work/Access to Jobs Grant. DTC participates on the local land use agency committees for NCC, and for Kent and Sussex on the PLUS Committee, Preliminary Land Use Service Act. DTC also coordinates/communicates with the Federal Transit Administration on fare policy, service delivery policies, capital acquisitions, Title VI, and other transit related issues as needed and through the MPO process. DTC coordinates with neighboring Transportation Management Associations on Air Quality, Rideshare issues, contracted rail services with SEPTA and bus services into Maryland with MDOT and local municipalities, i.e., Ocean City, MD and Elkton, MD and Delmar that crosses into DE and MD.
Challenges
Paratransit Service presents the greatest financial and operational challenge to DTC and the State of Delaware. The service grows approximately 10% per year. The projected trips for fiscal year 2006 are 825,000. At an average direct cost of $25/trip, the total direct cost for this service will be $20,625,000 compared to a direct cost in fiscal year 2005 of $18,250,000, a funding increase of $2,375,000.
Additionally, pursuant to an unfunded federal mandate, DTC is required to provide complementary Paratransit service within 3/4 of a mile of its fixed route system. The State of Delaware has expanded that mandate to include statewide travel, hence the spiraling trip demand and costs. The Governors office has made it clear that DTC will not deny any Paratransit trips, and as such DTC will need to procure more vehicles and drivers to meet the demand.
With regard to rail service, Amtrak has been operating at a deficit for many years and as a result has continuously tried to raise revenues for the track access DTC uses for its rail operation. This unstable situation makes it increasingly difficult to budget. Also, negotiation of design and construction agreements with AMTRAK for expansion of commuter rail capacity on the North East Corridor is proving to be challenging due to Amtrak’s own uncertain future and DTC’s commitment to insuring that costs charged by Amtrak are reasonable.
In terms of facility expansion, the growing demand for both fixed route and Paratransit service requires DTC to expand maintenance facilities. Of particular concern is the population growth in Sussex County. The current maintenance facility is undersized and shared with DelDOT and there is no room for expansion. A new site needs to bought and developed otherwise service will be restricted.
Lastly, all modes of service have not had a fare change since 1989. This has caused the State to subsidize each trip over the last 16 years. The challenge is to reduce the amount of subsidy per trip by increasing the passenger fares. Paratransit has the worst recovery ratio (passenger revenue/service cost). [20]
Accomplishments
DTC’s most significant accomplishments include: [21]
• 1) DTC improved and executed commuter rail operations that resulted in a rider increase of 88% since 1994. Ridership grew from 419,109 to 783,663 in 2004.
• DTC was the recipient of APTA’s 2003 Most Outstanding Transportation System Award (Tier 3).
• DTC was the recipient of APTA’s 2000 Safety Improvement Award and the 1997 William T Coleman Safety Award. DTC was awarded the same for a second year in a row for continuing its safety record.
• DTC was chosen by METRO Magazine in May 2002 as one of ten most improved transit systems.
Completely replacing or renovating all physical plants including the following new facilities:
• Dover Administrative and operations facility
• Wilmington Paratransit maintenance Facility
• Wilmington expanded bus parking lots
• Georgetown Fueling facility
• Mid County operations center
• Establishment of a security program including surveillance equipment, training
and new procedures
• Administration of Shellpot Bridge reconstruction and subsequent freight rail car toll payments
• Expanded commuter rail service to Newark (1997) and Fairplay at Churchmans Crossing Rail stations (2000).
Initiating a federal-state program of $54.6 million for a Wilmington to Newark Commuter Rail Improvement Project that will a) install a third track between near Newport and make track improvements, b) develop a regional rail/intermodal station in Newark, and purchase four electrical multiple unit rail cars for future SEPTA service in Delaware. The project is currently in the preliminary engineering phase.
In 2003, DTC and DelDOT opened the $8.5 million Riverfront Parking Deck. The deck is located next to the Wilmington Train Station and has a capacity for 422 vehicles. It is open 24 hours per day. There are 172 public spaces and 250 spaces reserved for ING Direct employees.
Opportunities for Improvement
DTC noted several opportunities for improvement including:[22]
1) Expanding the current level of fixed route services, i.e., increasing service frequencies, longer span of service hours late night hours to accommodate non-traditional work shifts and Sunday Service particularly for New Castle County.
2) Expanding the geographical coverage of fixed route services particularly in southern New Castle County and Sussex County.
3) Along with expanding services, the need to increase and provide for the environmental infrastructure to support expanded services, i.e., bus stop amenities, location and amenities provided at Park and Rides, customer communications, maintenance facilities, bus parking facilities, administrative facilities for DART staff, transit hubs, accessibility and user-friendly technologies for bus stops.
Performance Measures
DTC uses 10 Performance Measures to assess the financial, operational, and customer satisfaction. The Performance Measures are as follows:[23]
1. Number of Passenger Trips – Passenger trips are broken down by county by service. Trips are compared to forecast trips and prior year trips.
2. Recovery Ratio – Fare Box Revenue and Ticket Sales are measured against expense. The outcome is compared to forecasted Ratio.
3. Passenger Trips per Vehicle Hour – The number of passenger trips handled during each hour of service is measured against the forecasted trip per hour.
4. Passenger Trips of 5310 Agency’s – 5310 is a federal and state vehicle program to help DTC meet the trip demand of the elderly and disable. These trips are compared to DTC Paratransit trips.
5. Customer Relations – Letters sent, telephone contacts, and abandon calls.
6. Bus stop Compliance to Standards. This measure is to ensure that a minimum of 25 bus shelters are converted or modified to meet ADA standards.
7. On time Performance – Fixed Route and Paratransit. This measure is to ensure that DTC fixed route and Paratransit service adheres to route schedules. In the fixed route service each bus stop is measured to be 0 minutes early and 5 minutes late on arrival. The Paratransit service is one hour on either side of the scheduled pick up and drop off.
8. Vehicle Preventative Maintenance Inspections. Preventative Maintenance Inspection (PM) is a systematic servicing and inspection of motor vehicles and/or equipment on a predetermined interval based on time or mileage. The PHI program is mandated for all vehicles purchased through Federal Transit Administration (FTA) grants. DTC's inspections are designed to accomplish routine service requirements, make minor adjustments and identify potential problems before they become catastrophic failures. Inspection intervals are based on manufacturer's recommendations.
9. Passenger Miles between Road Calls. A road call is a mechanical failure of a bus in revenue service that requires removing the bus from service until repairs are made. Passenger miles between road calls are calculated by dividing the total number of miles the bus fleet operates by the total number of fleet road calls during a set time period.
10. Vehicle accidents and Worker Compensation Claims. This measure ensures that the vehicle accidents and workers compensation claims are within what is reasonable in the transit industry. Obviously no claims is the objective, but not attainable. Claims above the standard become costly so through training of employees and a good safety program DTC has been able to control costs.
Coordination of Services
DTC coordinates with all levels of local, county, state and federal agencies in numerous forms. DTC staff has membership on both federal metropolitan planning organizations, including WILMAPCO and Dover Kent MPO.
DTC has devised numerous community advisory groups such as the NCC Community Leaders Advisory Group and the Sussex County Transit Working Group, to help evaluate and improve transit services.
DTC holds two statewide public hearing service changes per year in each county. DTC also participates on many local civic association meetings as requested, i.e. Committee of 100; Pike Creek Valley Civic Association; Llangollen Estates Civic Association; etc.
Recently, DTC received a federal United We Ride Grant that will enable DTC to better coordinate with other state agencies in an effort to create an action plan.
Additionally, DTC participates with other state agencies for the Welfare to Work/Access to Jobs Grant. DTC also participates on the local land use agency committees for New Castle, and for Kent and Sussex counties on the PLUS Committee, Preliminary Land Use Service Act.
DTC also coordinates/communicates with the Federal Transit Administration on fare policy, service delivery policies, capital acquisitions, Title VI, and other transit related issues as needed and through the MPO process. DTC coordinates with neighboring Transportation Management Associations on Air Quality, Rideshare issues, contracted rail services with SEPTA and bus services into Maryland with MDOT and local municipalities such as Ocean City and Elkton, MD as well as portions of Delmar that cross into Maryland.[24]
Privatization
The benefits to contracting services is that it enables DTC to implement services more quickly in new areas and it allows DTC the flexibility to modify/eliminate services if they are nonproductive. Many of the contracted services serve as local connector or shuttle routes feeding DTC’s main line haul regional services.
Typically, privatization of services in the U.S. refers to the practice of contracting out services. DTC has always contracted for the provision of public transportation services. From 1995-2004, DTC’s premier Inter County service between Dover and Wilmington operated under contract to private providers.
Currently, DTC contracts with Krapf’s Coaches for the provision of New Castle County fixed route services (Route 59, 62, 63, 64 and 65). The contract includes maintenance of DTC-provided vehicles. Western Sussex County fixed route service is operated under a contract with Laidlaw Transportation Services, a nationally recognized transportation provider (Routes 206, 212, 303 and 404). The Middletown Shuttle is operated under a contract with Eagle’s Nest, Inc.
DTC’s largest transportation contract is with the Southeastern Pennsylvania Transportation Authority and Amtrak for the provision of regional rail services in New Castle County. DTC also contracts with Colonial Parking, Inc. to manage two facilities near the Wilmington Train Station. DTC maintains a Contract Operations office with a manager and a staff of three contract coordinators. In all, DTC’s contracts amount to nearly $11 million annually for transportation services.[25]
Organization
Human Resources Department
In July 2002, the Secretary of Transportation created a Human Resources Division within the Office of the Secretary to provide human resources support at the strategic level. Prior to this time, DelDOT had two autonomous Human Resources’ groups, one supporting the Department’s Merit and Exempt employees and one supporting the employees of DTC. The precedent for this type integration had been established in November 2000, when the DTC Technology Department was integrated into DelDOT’s Office of Information Technology. The rationale for the integrations is to better support the needs of the Department by combining the talents and efforts of employees in the same disciplines into unified, integrated units. With the retirement of DTC’s Director of Support Services in December 2005, the DTC facilities group was integrated into DelDOT’s Technology and Support Services Division. The Department’s ultimate goal was to merge all support units into functionally integrated working groups supporting the goals and mission of DelDOT.
Prior to the functional integration of the Human Resources’ staff, DTC Human Resources was responsible for the Corporation's overall human resources’ initiatives, policies, programs and procedures, including monitoring Federal and State regulations to ensure compliance through design and implementation of corporate programs. The Human Resources Department developed and implemented programs and procedures based upon best practices in both the private and public sectors. The Director, Human Resources’ reported to DTC’s Executive Director and served on the Corporation’s senior management team, tasked with strategic planning and implementation. DTC’s Human Resources Department consisted of 18 full time staff, including a director, three individuals managing staff, and two individuals managing functions.
DTC Human Resources Department – Prior to Merger January 2003
[pic]
DelDOT Human Resources provided support for the Department as defined in the Delaware Code and State of Delaware Merit Rules. Responsibilities did not include DTC employees. The Human Resources Manager III reported to the Director of Administration. The original DelDOT unit consisted of 19 full time and 5 temporary staff, including a human resources manager, three individuals managing staff, and one individual managing a function.
DelDOT Human Resources Department – Prior to Merger January 2003
[pic]
Both DTC’s Executive Director and the Director of Administration reported to the Secretary of Transportation.
In July 2002, the Secretary of Transportation initiated a search for a Director of Human Resources. In January 2003, the Director of Human Resources at DTC was given additional responsibilities and assumed the position, Director of Human Resources, for the integrated Human Resources’ group. The first year was spent meeting with staff, DelDOT management, and other resources; forming internal human resources’ teams to develop recommendations based on functional responsibilities; reviewing the information presented; and developing the most effective recommendation for functional integration. The planning included conferences with the former State Personnel Office to ensure merit system employees’ job classifications would not be negatively impacted by the integration of duties.
In January 2004, the Human Resources’ functional integration was introduced. The new Human Resources Division’s initial staffing configuration consisted of a director, two merit system employees managing staff, and two DTC employees managing staff.
In May 2004, the retirement of the Human Resources Manager III necessitated a staffing realignment. As a result of the retirement, the position was reclassified to a Human Resources Specialist IV to allow for a position dedicated to full-time recruitment.
In July 2004, the seven (7) Human Resources Techs who previously reported to District management were integrated into the Human Resources Division. By October 2004, based on recommendations by CarMel Management Solutions, a consultant retained to develop efficiencies in the hiring process, the employment services, classification and compensation area was divided into two functional areas. This decision was prompted by the recognition that the volume of work was prohibitive to efficient functioning of the combined unit. Additionally, during the course of the JSC review, DTC’s Safety unit was moved into Human Resources as part of the December 2005 reorganization of the DTC Support Services Department. With the retirement of the Director, Support Services in December 2005, the Department was dissolved and the autonomous units integrated into other areas of DelDOT.
The DTC unit had been comprised of Facilities, Safety, and Contract Operations. The Facilities group was integrated into DelDOT’s Technology & Support Services Division, under the direction of the Facilities Manager. The Contract Services group was integrated into the DTC Development Department under the direction of the Director, Development. The Safety unit was integrated into Human Resources’ under the direction of the Human Resources Support Manager. The integration of DTC Safety had been planned in advance of December as part of the merger of all safety, security and risk management responsibility into one unit. DTC Human Resources had been responsible for the DTC Safety function prior to the creation of DTC’s Support Services Department in 1999.[26]
The position Human Resources Support Manager referenced in the previous paragraph is a reclassification of the incumbent’s DTC position. The incumbent served as Executive Assistant to the Secretary of Transportation and Assistant Director, DelDOT Support Services from 2003 to 2005 in a DTC full time equivalency. In accordance with the Secretary’s timeline for the tenure of his Executive Assistants to span no more than approximately two years, the position was reclassified to best match DelDOT’s most pressing needs with the skills, expertise, and talent of the incumbent.[27]
Role of Current Human Resources Division
The Human Resources Division now supports all DelDOT Divisions, including DTC. The combined team now provides the full scope of responsibilities provided by the original two groups. The unit consists of fifty-one full time human resources’ staff. Temporary staff may be hired to meet project/seasonal needs. The January 2004 realignment of functions resulted in three merit system and two DTC supervisors having a reduction in either number of areas of responsibility or number of staff. One of the three merit system employees has retired, as indicated above, and the position has been reclassified. However, since Human Resources is now a separate DelDOT Division rather than a discipline within a Division, each of the Human Resources’ managers have assumed greater responsibility for overall strategic planning and support. In addition, the managers now serve as Acting Director, Human Resources on a rotating basis when the Director is on leave. This opportunity was not available prior to the integration.
Integrated Human Resources Department – February 2006
[pic]
Major Impact of Functional Human Resources Integration
The creation of Human Resources as a separate division at DelDOT, in conjunction with the functional integration of the merit and non-merit human resources’ groups, has expanded Human Resources’ role to a strategic level. Efficiencies have been gained by allowing those in the same disciplines within HR, i.e. employment, labor relations, benefits, etc., to share expertise, as well as workloads, and, in that way, achieve a higher standard in supporting the Department’s needs. The unit is also able to provide internal consulting on Human Resources’ issues rather than concentrating solely on routine processing functions. There is now consistency in Human Resources’ functions in all DelDOT Divisions through education, direction and management of Human Resources’ staff.[28]
HR and DTC HR Positions Vacated From January 2003 Merger through February 2006[29]
|Position | |Promotion Transfer to Another |Relocated to Another State| |
|Classification |Retired |Agency | |Resignation |
|HR Merit |4* |4 | |1** |
|DTC HR | | |3 | |
*One retiree has returned as Casual/Seasonal employee
**Decided to return to full time retirement (from private sector position)
During the course of this review, staff received comments and concerns regarding the merger of the DelDOT and DTC Human Resources Departments. Some of the concerns expressed were: 1) The replacement of Merit positions with appointed/exempt positions; and 2) the increase in the number of employees within the HR Department.
Hiring
DTC employees are classified as non-contract, exempt comparable; collective bargained and temporary positions. DTC has three State Merit positions.
The hiring processes for DelDOT merit system, DelDOT exempt, DTC non-contract and DTC collectively bargained positions, and DTC exempt comparable positions vary as summarized below.[30] The bold type highlights the variations in each process:
DelDOT Merit Positions:
▪ Request to Fill Form (RTF) is completed by the hiring manager and submitted to the HR Employment Services Unit for processing.
▪ HR prepares and posts the vacant position in accordance to the Merit Rules. As requested, some positions may be advertised in the newspaper.
▪ All applicants must complete DE State application and submit by the posting close date.
▪ Applications received are evaluated for minimum qualifications.
▪ A Cert List is developed from the qualified applicants in accordance with the Merit Rules.
▪ The Cert List and Applications are submitted to the Hiring Mgr/Unit for interview selection.
▪ Interviews are scheduled consisting of an Interview Panel (Hiring Manager, Subject Matter Expert and HR Representative).
▪ Candidate is selected and Employment Services’ makes the job offer contingent upon pre-employment screening (if required).
▪ Upon successful completion of required pre-employment screening, Employment Services contacts the candidate to confirm offer and establish a start date.
▪ New Employee is scheduled for New Employee Orientation (if required).
▪ New Hire documentation is completed and recruitment file is closed.
DelDOT Exempt Positions: Delaware Code: Title 29, Chapter 59, Subchapter I, 5093.
• Position work scope and candidate selection as approved by Secretary of Transportation based upon Departmental needs.
DTC Non-Contract and Collectively Bargained Positions:
▪ Request to Fill Form (RTF) is completed by the hiring manager and submitted to the HR Employment Services Unit for processing.
▪ HR prepares and posts the vacant position for a minimum of 5 working days or as specified in the appropriate collective bargaining agreement. As requested, some positions may be advertised in the newspaper.
▪ Applicants may submit a Bid Form or DTC Application, Cover Letter and Resume.
o Bid Form – Collectively bargained positions, only.
o Cover Letter and Resume – Non-contract positions.
▪ Applications/Resumes received are evaluated for position qualifications.
▪ Qualified applicants are scheduled for Testing - Non-contract positions.
▪ Applications/Resumes are submitted to the Hiring Mgr/Unit for interview selection.
▪ Interviews are scheduled consisting of an Interview Panel (Hiring Manager, Subject Matter Expert and HR Representative).
▪ Candidate is selected (or Bid is awarded) and Employment Services’ makes the job offer contingent upon pre-employment screening (if required).
▪ Upon successful completion of required pre-employment screening, Employment Services contacts the candidate to confirm offer and establish a start date.
▪ New Employee is scheduled for New Employee Orientation (if required).
▪ New Hire documentation is completed and recruitment file is closed.
DTC Exempt Comparable Positions:
• Position creation, work scope, and candidate selection as approved by Secretary of Transportation to meet Departmental needs.
The HR Director indicated that all DTC positions are posted at DTC with the exception of those deemed DTC Exempt Comparable by the Secretary of Transportation - this designation is at the discretion of the Secretary.[31]
Of note, the DTC open and continuous job postings are not included on the State Human Resources Management website. However, job postings for Merit positions within the Department of Transportation do appear on the State Human Resources Management website.
DTC Employees
Below is the organizational chart showing the greater department to which DCT belongs as well as the organizations within DTC.[32]
Secretary Carolann Wicks
James Mike Marti Ralph Vacant Margaret Stephen Terry Kathy
McNinch III Shahan Dobson Reeb Failing Kingsberry Petrucci English
Operations DMV DIT Planning Chief Engineer Human Resources DTC Public Relations Finance
Directors
John Vacant Alton H.
McGinnis Hillis, Sr.
Operations Support Service CFO
DTC has 750.5 full time employees. DTC also employed 6 temporary employees during FY’05. Three of the 750.5 full time employees are State Merit employees. These three Merit positions are:
• Director Support Services – (See following information with regard to this position)
• Deputy Principal Assistant (DelDOT)
• Chief of Real Estate (DelDOT)
DTC indicated that although the Deputy Principal Assistant and the Chief of Real Estate work for DelDOT, at the direction of the Secretary, the positions are funded by DTC.[33]
DTC indicated that DTC’s Executive Director, the Director of Human Resources and the DelDOT Director of Highway Operations are appointed positions within DTC.[34] When asked why the DelDOT Director of Highway Operations was listed as a DTC employee, DTC replied that the Director of Operations was formerly the Director of Operations for DTC. The Secretary offered the DelDOT position to the Director of Operations, DTC, and he agreed to take the position. Under agreement with the Department & the Secretary this individual retained all his accrued benefits in DTC and is paid from the DTC payroll.[35]
In response to the initial JSC Questionnaire, DTC indicated the key staff positions included the following individuals:[36]
Stephen Kingsberry – DTC Executive Director – Paygrade 25 (Appointed)
Alton H. Hillis, Sr. – Chief Financial Officer – Paygrade 22 (Non-Merit)
• Accounting & Financial Functions
• Contracts
• Procurement
• Inventory Control
• Risk Management
John McGinnis – Acting Director of Operations – Paygrade 22 (Non-Merit)
• Transportation Services
• Maintenance of Transit Equipment
Ken Bock – Director Support Services – Paygrade 22 (Merit) (Retired)
• Safety
• Facility Management
• Contract Services
During the course of this JSC review, the individual that filled the Merit position - Director of Support Services - (referenced above) retired in December 2005, but will retain the position (via accrued time) until March 2006. A new position has not been created to perform the duties of this position, instead, the Executive Director has reorganized and transferred the responsibilities of this position to three non-merit employees, each with a paygrade of either: 19 (salary $74,504); 20 (salary $87,186) or 22 (salary $80,101).[37] DTC indicated that it plans to retain the position, list it as vacant and fill it at a later date.[38]
In FY’04 there were 27 new positions - 16 contract union positions and 11 non contract positions. Of the 27 new positions, 25 positions were directly related to the delivery of service to DTC customers and 2 were in administration and support.[39]
In FY’05 25 new positions were created - 18 contract union positions and 7 non contract positions. Of the 25 new positions, 20 positions were directly related to the delivery of service to DTC customers and 5 were in administration and support.[40]
In its response to the initial JSR Questionnaire, DTC indicated that staffing continues to be a challenge, listing budgetary constraints as the primary reason. In order to meet the growing work load, DTC stated that existing staff have been assigned new or expanded responsibilities. However, DTC commented that the quality in reporting and delivery of service has not been diminished.[41]
Although DTC indicated that staffing continues to be a problem due to budgetary constraints, there were 52 new positions filled in FY’04 and FY’05.
Union Contracts
Three groups of DTC employees (533 DTC employees) are represented by union contracts. Below is a list and brief description as provided in the Santora CPA Group’s Notes to Financial Statements[42]
• “Operators and maintenance personnel of the North District Fixed Route system are represented by the Amalgamated Transit Union (ATU) AFL-CIO, Local 842. The term of the current Collective Bargaining Agreement covers the period starting March 1, 2002 through November 30, 2007.”
275 employees are covered under this contract.[43]
• “Paratransit operators statewide and South District Fixed Route operators are also represented by the Amalgamated Transit Union, AFL-CIO, Local 842, under a separate Collective Bargaining Agreement. The term of the current Collective Bargaining Agreement covers the period July 1, 2003 through June 30, 2008.”
231 employees are covered under this contract.[44]
• “Certain administrative, operations, and maintenance personnel are represented by the Office and Professional Employee International Union, Local 32, AFL-CIO. The term of the Collective Bargaining Agreement is from January 1, 2002 through December 31, 2006.”
27 employees are covered under this contract.[45]
Each of DTC's three (3) Unions have the ability to not only negotiate working conditions, but unlike other Unions in the State they also negotiate wages. During the last contract negotiation, DTC was able to successfully tie two (2) of the contracts wage increases to the July 1st Budget Bill wage increase. Each of the contracts also have provisions for incentive payouts such as: Increased Ridership/Revenue Incentive Program; Productivity Incentive and Attendance Incentive.
The contracts for Operators and Maintenance staff also have step progressions built into them. Each of the Unions participate in a Contributory Pension Plan which requires DTC to match the employees 5% contribution for the first 2080 hours worked annually. During the budget process, DTC will often need to ask for additional funding even when service hours and miles remain level.[46]
Transit Operators
The level of staffing in transit operations is determined by the following:[47]
Fixed Route, Total Platform Hours (Hours of Service), 95% covered by Fulltime Operators, 5% covered by Part-time Operators. Each Operator is forecasted to work 1735 hours per year due to vacation, holiday, sick and disciplinary time off. Based on the hours each operator is available to deliver service, DTC determines the number of operators required in order to maintain current service levels.
Paratransit, from the forecasted trip level DTC determines the acceptable trip duration or ride time. This determines the hours required in order to meet trip demand. DTC than follows the same methodology as in Fixed Route to determine the staff (Driver) level.
Transit Operator Staffing by Type Source [48]
| |FIXED ROUTE |PARATRANSIT |RESORT |TOTAL |
| |Full Time Part Time |Full Time Part Time | Full Time |Full Time Part Time |
|FY’04 | 195 9 | 169 13 | 28 | 392 22 |
|FY’05 | 195 23 | 177 9 | 31 | 403 32 |
|FY’06 | 203 6.5 | 186 1.5 | 31 | 389 8 |
Number of vacancies by type of service and county as of February 3, 2006[49]
| |Full-Time |Part-Time |
|New Castle County | | |
|Paratransit Service |5 |7 |
|Fixed Route Service |8 |12 |
|Kent County | | |
|Paratransit Service |0 |0 |
|Fixed Route Service |0 |5 |
|Sussex County | | |
|Paratransit Service |0 |1 |
|Fixed Route Service |0 |0 |
|Total Paratransit Vacancies |5 |8 |
|Total Fixed Route Vacancies |8 |17 |
As defined in the summary below, the average time to fill a Paratransit specialist or fixed route operator’s position is between three (3) to eight (8) weeks after the applications are received.
Hiring Timeline - Paratransit Specialist/Fixed Route Operator[50]
Applications Entered in PS/Acknowledgement letter sent - (1-5 days from receipt)
Candidates contacted for testing - (5-7 days prior to test date)
Tests scored and entered in PS - (1-5 days of test date)
Applicants scheduled for interview - (5-7 days prior to interview date)
Background/references - (1-10 days)
Pre-employment phys/DS scheduled - (1-4 days of selection)
New Employee Orientation scheduled - (2-4 weeks)
Currently, transit operators are working overtime in an effort to meet service requirements and customer demand. Listed below is the average weekly overtime hours per operator:[51]
Fixed Route, New Castle County, 4.5 hours
Fixed Route, Kent County, 3.5 hours
Paratransit, New Castle County, 6.2 hours
Paratransit, Kent County, 5.5 hours
Paratransit, Sussex County, 5.8 hours
During the course of this review, staff received comments and concerns regarding transit operators. Some of the concerns expressed included: 1) forced overtime; 2) adopting transit industry hiring practices: 3) restroom breaks for commercial motor vehicle operators; 4) establishing better scheduling practices and dispatching practices; and 5) establishing labor-management partnerships and training.
Training
With the exception of bus and Paratransit operators, DTC employees attend a one and one-half day orientation session which covers the basics of:
• General Information
• Employment Forms
• Programs and Events
• Bid Form/Job Posting
• Employee Handbook
• Union Contract
Bus and Paratransit operators undergo a two phase training process. This two phase process includes the following:[52]
Phase One
Transportation Safety Institute for all Operators – 5 Days
Bus Simulator Training – 1 Day
Communication – 1 Day
DTC Administrative Process/Procedures – 1 Day
Fixed Route Training – 2 Days
Paratransit Training – 2 Days
Commercial Driver License (CDL) Training – 3 Days
Phase Two
Trainee works with a Field Trainer – 5 Days to 6 Weeks
New Castle County – 6 Weeks
Kent County – 5 Days
Paratransit – 10 Days
Accident Review Training – 4 hours
Criminal background checks are conducted only on bus operators (fixed route and Paratransit).
Various training courses are offered by the Department of Transportation and are available to DTC staff. These courses are held at several statewide locations. Interested employees apply internally through the training section of the human resources department. [53]
Grievance/Discipline Complaints
Forty-nine (49) grievance/discipline cases involving DTC have been filed in the past three calendar years. Fifty-seven percent (57%) of the grievances were denied; eighteen percent (18%) were upheld; four percent (4%) were withdrawn; six percent (6%) were settled; and fourteen percent (14%) upheld/reduced.
The matrix below shows seventeen (17) grievance/discipline cases involving DTC have gone to arbitration over the last three calendar years. Nine (9) of the cases have been found in favor of the grievant; two (2) cases have been settled. DTC has paid a total of $70,187.99 for back pay, health benefits, etc. DTC is awaiting settlement information for five (5) grievants. The chart below shows the breakdown of decisions.[54]
Decision No. Percentage Back Pay & Benefits Paid Out
Denied 5 29%
Settled 2 12% $11,765.64
Upheld* 9 53% 58,422.35
Withdrawn 1 6%
TOTAL 17 100% $70,187.99
*5 Pending Payment
EEOC Complaints
Nine (9) EEOC complaints involving DTC have been filed over the last three calendar years. Eight of the nine have been found in favor of DTC. The ninth case is pending. No back pay or benefits have been paid by DTC since it has prevailed in all cases. [55]
Defined Benefit Pension Plans
DTC contributes to two single-employer defined benefit plans: [56]
1) DTC Pension Plan. Participation in this plan is limited to full-time, non-union salaried employees; and
2) Contributory Pension Plan. This plan is for all full-time members of ATU Local #842, Local #32 and the Office and Professional Employee International Union.
Both plans provide retirement, disability, and death benefits to plan members and beneficiaries. Additionally, financial reports of each plan are available to the public and may be obtained by contacting DTC.
Workers’ Compensation Insurance
Prior to 2003, DTC would establish a workers’ compensation loss contingency reserve based upon the insurance carriers’ actuarial reviews. FY’03, DTC changed its coverage to a first dollar program. After FY’03, the statute was amended to allow DTC to participate in the State of Delaware’s Workers’ Compensation Program.[57]
Insurance
Property
DTC's Property Premium for Fiscal Year 2006 is $127,292.00 with coverage limits up to $42,370,841.00 and a deductible of $5,000 per occurrence.
DTC has explored the option of insuring its property with the State's program but has found that its current program is more cost effective and provides broader coverage. DTC's coverage is an "all Risk" form while the State's program is limited to a specified perils form meaning only specified perils are covered. The State's program charges back a $500.00 deductible to the agency.[58] The State of Delaware policy covers perils under what is called "the Basic form of coverage". This form of coverage states specific perils (fire, lightening, explosion, windstorm or hail, smoke, aircraft or vehicles, riot or civil commotion, sprinkler leakage, sinkhole collapse, volcanic action, falling objects, weight of snow, ice or sleet) that they will cover and is the most restrictive form of coverage. DTC’s policy covers perils under the "All Risk form" or "Special form", which covers all perils with few exceptions. The premium cost under both forms is similar so there appears to be no cost or minimal cost savings.[59]
Auto
The following is an excerpt from the DTC Financial Statement & Independent Auditors’ Reports:
DTC maintains auto insurance coverage through both the retention of risk and the purchase of commercial insurance. Auto loss contingency reserves that are based upon actuarial reviews were established by DTC.
For years prior to 2003, DTC would establish auto loss contingency reserves based upon insurance carriers’ actuarial reviews. Individual claims in an amount of $100,000 or less per incident, per coverage year were paid from the auto loss contingency reserve. Once a specific claim exceeds $100,000 or total claims for a given policy period exceed the maximum loss amount established by the insurance carrier, the insurance policy covers the excess.
For 2003 and subsequent years, DTC changed its auto insurance coverage whereby they established self-insured retention thresholds up to a certain dollar amounts and purchased commercial insurance (wrap-around) policies for amount coverage in excess of the self-insured retention thresholds. DTC established initial loss contingency reserves for each of the years based upon actuarial reviews only considering the $300,000 sovereign immunity cap pursuant to Title 2 of the Delaware Code, Subsection 1329. [60]
Services
Fixed Route
DART First State operates an extensive fixed-route, scheduled bus service on 60 routes. Services include local bus services, intercounty express routes, seasonal resort services, community circulators, and shuttles. This fixed-route bus network has a broad coverage area, serving major population and employment centers in Delaware, and carries approximately 7.8 million riders annually.
New Castle County has the largest concentration of Delaware’s population and employment. DART First State operates just under 40 bus routes in this county, with 28 routes providing night service and 21 routes operating on Saturdays. DART First State also operates special shuttles to provide service between the busier activity centers. The City Circuit bus operates between the Wilmington Train Station, the Riverfront, and other points in downtown Wilmington. The Churchmans Shuttles provides service between DelTech, Morgan Christiana Center, Christiana Mall, and Fairplay Station.
As Kent and Sussex Counties have smaller populations than New Castle County, service levels are proportional. Eleven fixed routes serve the Dover area, operating on weekdays from 6:00 a.m. to 6:00 p.m.
In Sussex, three fixed routes connect the largest employment and residential centers, serving both the coast and the Western part of the county. During the resort season (Memorial Day to Labor Day), seven additional bus routes connect the resort communities seven days a week.
DART fixed route buses are now equipped with bike racks to better serve the bike riding bus riders. A recent rider survey indicated that as many as 28% of those fixed bus riders who responded would ride their bike to a bus stop.[61]
Funding for DTC's Fixed Route Service comes from various sources and partnerships:
Fare Revenue
State of Delaware Transportation Fund
Federal Transit Administration
Grants (Welfare to Work, United We Ride, Etc)
Ridership:
| | | |FY03 |FY04 |FY05 |FY06 Projected |
| | | |Passenger Trips |Passenger Trips |Passenger Trips |Passenger Trips |
| |NCC Fixed Route | Directly Operated | | | | |
| | | |6,726,717 |6,986,867 |7,216,018 |7,413,426 |
| |KC Fixed Route | Directly Operated | | | | |
| | | |303,914 |308,759 |340,856 |374,390 |
| |SC Fixed Route (Resort)| Directly Operated | | | | |
| | | |220,311 |232,272 |234,713 |223,482 |
| | |Directly Operated Fixed Route Subtotal | | | | |
| | | |7,250,942 |7,527,898 |7,791,587 |8,011,298 |
| | | | | | | |
| |NCC Fixed Route | Purchased | | | | |
| | | |67,642 |85,650 |111,941 |73,212 |
| |SC Fixed Route | Purchased | | | | |
| | | |62,772 |63,892 |65,476 |81,146 |
| |I/C Fixed Route | Purchased | | | | |
| | | |111,858 |115,130 |83,448 |13,314 |
| | |Purchased Fixed Route Subtotal | | | | |
| | | |242,272 |264,672 |260,865 |167,672 |
| |TOTAL FIXED ROUTE |7,493,214 |7,792,570 |8,052,452 |8,178,970 |
Public Outreach:
DTC does extensive public outreach through several media outlets, including but not limited to, newspaper, web site, e-mail lists, Transportation Management Association of Delaware (TMA), local radio, bus announcements, mail promotions, and public hearings and/or workshops.
On time Performance:
DART First State strides to provide the most efficient transit system possible. Although delays are a fact of life at DTC because of externalities beyond our control, DTC operates service at 90% or above as it pertains to on-time performance.
Accidents/Collisions:
DART First State had 252 Fixed Route accidents in FY 05. (Statewide)
Planned Improvements and Expansions: (As budget allows)
0. Sunday Service, require addition of a third shift, duplicating Sat. service and equivalent # of FTE's as Sat. service as determined by Operations
1. 141Crosstown, 2 buses, 2 drivers
2. 301 MIS Study Services--Middletown to Newark via Glasglow 2 buses, 2 drivers
3. 301 MIS Study need to expand Paratransit services with fixed route expansion of lower NCC Middletown area services
4. Middletown to Wilmington Express, 2 buses, 2 drivers
5. Dover to Newark, 3 buses, 3 drivers
6. Expansion to Route 25 to Delaware City, 1 bus, 1 driver
7. Expansion of Route 304, 3 buses, 3 drivers, expansion of shuttle services
8. AZ Chesterbrook, PA to 141/202, 2 buses, 2 drivers
9. Pike Creek Connector, 2 buses, 2 drivers
10. Newark City Loop--purchase trolley style vehicles
11. New Route 41/48 north western NCC to 141/202 employment area, 2 buses, 2 drivers
12. Double Route 301 Service Dover to Wilmington
13. Normal expansion of services to meet demand and increased population and markets, i.e. local mobility routes and commuter routes increase frequency and headways approx. 5% to 10% of fleet increased per year as allowed by facility capacity and/or demand (for example, increasing fleet size 6 to 12 buses per year). Expansions in Kent and Sussex Counties as demand increases. (Millsboro Area in Sussex County, Expand Resort Service, Span Time of Service in both Kent and Sussex Counties.[62]
Inter-county
In addition to the local fixed routes in the various counties, DTC also operates three inter-county, or long distance, 300-series bus routes, which are designed to improve inter-county accessibility. Route 301 provides service between Wilmington and Dover via DE1 (with a free shuttle that operates Middletown to connect with the RTE 301 at the Odessa Park n’ Ride), the Route 303 connects Dover with Harrington and Milford; and the most recent Route 305 service provides Resort access from Wilmington and other points north during the summer on weekends and holidays.[63]
Paratransit
Delaware provides demand responsive, door-to-door Paratransit services for ADA-mandated and general (non-mandated) trips. Additionally, DTC provides Paratransit services for renal care patients statewide, and seniors (65 +) in Kent and Sussex Counties.
Paratransit service in Delaware has undergone considerable growth over the past few years. The growth is evident in the large increases in ridership and associated Paratransit costs. Between 1999 and 2002 ridership has grown by 29%, while operating expenses have grown by 49%. The Paratransit fleet consists of 200, 100% lift equipped, vehicles.
DTC goes beyond the geography mandated by the FTA to service Delaware residents no matter where they reside and not matter whether fixed route bus service exists. DTC’s statewide non-fixed route based Paratransit service along with the State’s other social service programs has made Delaware the 5th ranked state in attracting retirees to locate.
In fiscal year 2001 there were 541,110 annual passenger-trips system wide and 553,960 annual passenger-trips in fiscal year 2002. On a typical weekday, Paratransit handles around 2,072 trips (96% of all Paratransit trips were found to occur on weekdays, of which about 60 percent are subscription trips). A large number of existing Paratransit trips are regular occurrences and do not involve “day-before” reservations. Many Paratransit trips (22%) are for the purpose of work. Dialysis (11%) and day care (9%) are the other major reasons for travel.
Paratransit trips tend to cluster around major destinations in the urban centers of Wilmington, Dover, New Castle, and Newark. Although these areas are well served by fixed-route buses, Paratransit operates independently of these fixed-route services. The Dover Hybrid Project acknowledges the possible overlap in service coverage between Paratransit and Fixed-Route Service, and especially in the more rural areas such as Kent County, hopes to create a model on how to serve more passengers without expending resources.[64]
Ridership:
| | |FY03 |FY04 |FY05 |FY06 Projected |
| | |Passenger Trips |Passenger Trips |Passenger Trips |Passenger Trips |
|NCC Paratransit | | | | | |
| | |326,782 |370,189 |411,584 |411,175 |
|KC Paratransit | | | | | |
| | |130,214 |150,241 |157,346 |170,288 |
|SC Paratransit | | | | | |
| | |111,894 |128,266 |142,762 |148,796 |
|TOTAL PARATRANSIT | | | | |
| |568,890 |648,696 |711,692 |730,259 |
Reservation Process
Individuals who are eligible to use Paratransit services, are required to make reservations. Reservations can be made by telephone (TTY service available) during normal office hours -Monday through Friday, 8:00 am – 4:30 pm. Reservations can also be made at least 2 days in advance via the web.
Next day trip Monday trip requests may be made by voice mail on Sunday before 4:30 pm. The origin and destination of the trip must be within ¾ mile of a fixed route.
For telephone reservations, a reservationist records the trip information, reads it back to the individual and provides the individual with a “be ready” time and a confirmation number. Individuals making reservations via the web receive an immediate response from DTC’s website indicating receipt of the request. The individual will also receive a trip confirmation number via email.
The following information must be provided when making a reservation:
• Name and customer ID number
• Time individual needs to arrive at your destination
• Complete address of pick-up and destination locations:
• Building
• Suite / Apartment Number
• Entrance Point
• Development Name
• Zip Code
• Other Identifying Landmarks
• Return time and return location.
The Elderly and Disabled Transit Advisory Committee (EDTAC)
EDTAC is a working group that meets regularly to discuss and act on Paratransit plans and issues impacting disabled riders and the public. EDTAC is comprised of Paratransit consumers, DART First State staff, and representatives from agencies working with the elderly and disabled. EDTAC helps define Paratransit rider issues, reviews policies for clarification, and develops public policy changes.[65]
During the course of this review, staff received comments and concerns regarding Paratransit service. Some of these concerns are: 1) scheduling; 2) intercounty transfer connectors for Paratransit between New Castle and Kent counties; and 3) safety restraints for wheelchairs.
Kent GoLink (previously the Dover Hybrid Project)
Unlike bus service during the day, advanced reservations are required in order to use the service at night. You will continue to use DART bus stops within the fixed route Dover Service Area. DART is offering night service by opening up available space on evening Paratransit Service to all customers in Dover. All trips are reserved in advance through our Reservation Center. Other than following some simple GoLink Night Service guidelines, travel remains much like it is during the day. Passenger will be picked up and dropped off at DART bus stops, and Paratransit customers who use the service at night will continue to get door-to-door service. The cash fare at night is the same as it is during the day - $1.00 per trip. Daily passes and DARTCards will continue to be accepted.
Night Owl Service
DART First State, in partnership with Wilmington employers, is subsidizing subscription shuttle service that runs Monday through Saturday after regular bus service has terminated and on Sundays. The Night Owl Shuttle runs late night service to residential areas in Wilmington from downtown employer locations. There is no fare.
Accidents & Collision: FY 2005 - 1[66]
Commuter Rail
In January of 1989, the former Delaware Railroad Administration, Delaware Department of Transportation, contracted with the Southeastern Pennsylvania Transportation Authority for the provision of commuter rail services between Philadelphia, PA and Wilmington, DE. Now in its 16th year of operation, the SEPTA commuter rail service has become a central part of DTC’s New Castle County transit services.
Under the current contract, SEPTA provide 37 trains (35 revenue) per weekday on its “R2” line between Philadelphia, Claymont and Wilmington. Eighteen of those trains extend to Newark, DE. On Saturdays, 12 trains are operated between Philadelphia, Claymont and Wilmington. .
DTC contracts with SEPTA for the provision of equipment, crew, supervision, dispatching, tickets, timetables and all other functions of the operation. DTC contracts with Amtrak for access to the Northeast Rail Corridor, overhead electric propulsion, certain police and station services at Wilmington, dispatching, track maintenance and liability insurance. The service uses the SEPTA fare structure.
In 1991, the Claymont station was opened. Since 1997, DTC added two new commuter rail stations - Newark and Fairplay at Churchmans Crossing. To accomplish the western extension, new track was constructed near Newark, and Ruthby Interlocking was installed near Delaware Route 273.
DTC provides bus transit connections to SEPTA trains at the four Delaware stations. Twenty DART buses serve the Wilmington Amtrak station. Within Delaware, the R2 service carried an average of 3,131 riders per weekday in 2005 an increase of more than 30 percent since 1999. There were 838,578 passenger trips on SEPTA’s R2 service in Delaware in FY05. The service is funded by fare receipts and by DTC, as part of the Delaware Department of Transportation’s operations derived from the Transportation Trust Fund, appropriated by the Delaware General Assembly. Most of the existing riders fit within one of the following three markets: Commuters from northern Delaware to jobs in metropolitan Philadelphia; Commuters to jobs in Wilmington; and Periodic riders, notably college students
Predominantly, patrons of the SEPTA rail service in Delaware reside in New Castle County, but surveys have revealed that riders drive to the service from Southern Delaware, New Jersey and Maryland.
DTC provides the parking lots and security to support the three suburban rail stations. Security is provided by means of a service contract. Other contractors clean the sites and are responsible for snow removal. The Parkside Foundation became a partner to DTC in the development of the Fairplay at Churchmans Crossing Rail Station. DTC and the foundation share land at the station.
Fortunately, there have not been any service related accidents during the 16 years of SEPTA service in Delaware except for certain individual passenger mishaps on station platforms or in the parking lots. In FY05, the SEPTA R2 Delaware service achieved 95% on time as measured at the Claymont Rail Station. DTC obtains input from the public through its toll free customer service telephone line, through electronic and paper mail, and through bi-annual service hearing/workshops that are open to the public.
The Delaware Department of Transportation (DelDOT) has a long-range transit plan that includes expansion of the SEPTA commuter rail services. The Wilmington to Newark Commuter Rail Improvement Project is part of this plan. The project is designed to improve the convenience and reliability of service between Wilmington and Newark consistent with DTC’s established mission and goals. As a result of the project, DTC eventually plans to operate 27 SEPTA trains on weekdays between Wilmington and Newark.[67]
Ridership:
| | |FY03 |FY04 |FY05 |FY06 Projected |
| | |Passenger Trips |Passenger Trips |Passenger Trips |Passenger Trips |
| SEPTA - R2 | Purchased| | | | |
| | |723,210 |783,663 |838,578 |831,427 |
Sunday Service
In order for DTC to implement Sunday service DTC must consider the service for all counties, statewide seven days a week. Currently there is limited service in New Castle County on Saturday and no service in Kent and Sussex County's.
The first step is to add Saturday service in Kent and Sussex County's. The cost breakdown for adding Saturday service is as follows:
Fixed Route
Kent County $ 450,000
Sussex County 500,000
Paratransit
Kent & Sussex County currently have Saturday service no additional funding needed.
Total estimated cost for Saturday service for Kent & Sussex County's $950,000
The cost breakdown for Sunday service is as follows:
Fixed Route
New Castle County $ 2140,000
Kent County 440,000
Sussex County 502,000
Total estimated cost Fixed Route $3,082,000
Paratransit
New Castle County $ 600,000
Kent County 280,000
Sussex County 340,000
Total estimated cost Paratransit $1,220,000
Rail
New Castle County
SEPTA, R2 service $ 170,000
Total estimated cost for Sunday service $4,472,000
Total estimated cost for Saturday service Kent & Sussex County & Sunday service statewide $5,422,000.[68]
With regard to the estimated costs and considerations associated with providing Sunday service on the same routes that currently operate on Saturday, DTC indicated that if the funding can be obtained to provide Sunday service similar to Saturday, it would meet the recommendations set forth by the study entitled A Neighborhood Based Transit Strategy for the City of Wilmington (2000, Abeles, Phillips, Press & Shapiro, Inc.) sponsored by DTC, The City of Wilmington, and WILMAPCO.[69]
Many large local employers (MBNA (Bank of America), ING, Bank One, Christiana and Concord Malls, Christiana Hospital, University of Delaware, etc.) depend on employees ability to reach their employment site seven days a week. These employment centers are located throughout New Castle County. Additionally, grocery stores in New Castle County have strongly advocated over the past few years their most important retail day is Sunday.[70]
The lack of Sunday bus service has been a source of statewide interest and concern. In January 2006, the Campaign for Sunday Bus Service organization submitted more than 1,500 petitions to the General Assembly urging the legislators to fund Sunday bus service.[71] The Amalgamated Transit Union (Local 842), along with several other public advocacy groups, is in favor of implementing Sunday Service.[72]
Fare Increases
The last fare increase for fixed route service was 1989 when the Delaware Administration for Regional Transportation (DART) managed the service. In 2001 there was an adjustment in fares to correct an equity issue in Kent County, but the fare increase was revenue neutral. In 1996 the Delaware Transit Corporation completed the consolidation of the public transportation administrations and from 1996 forward fare increases that were presented to the previous Secretary of Transportation, Ann Canby were denied. Under Nathan Hayward III, increasing transit fares was part of financial plan to raise revenues for the Transportation Trust Fund. The pro argument for raising fares is DTC’s revenue is not keeping pace with the inflation of consumables and collective bargaining agreements. The con argument is consumer affordability of any increase and if there is an increase what is a reasonable increase.
The proposal DelDOT has endorsed is:[73]
• Fixed Route current cash fare from $1.15 to $2.00
• Paratransit current cash fare from $2.00 to $4.00 within the ADA boundary and $6.00 outside the ADA boundary.
There is no change in the discounts associated with the various stored value cards used in fixed route service. The discounts range from 20% to 40% depending on the value of card purchased. In the Paratransit service there are no discounts offered.
The justification for the increase is the increased costs of providing the services have grown without a corresponding adjustment to fares. This is critical to maintain a relative consistency on the cost recovery, which equates to the amount of funding required from the Transportation Trust Fund.
When fares are adjusted there is an impact on ridership. An increase in fares will reduce ridership and increase revenue and a decrease in fares will increase ridership and decrease revenue. If DTC raises fares the loss in ridership is calculated by using the public transit industry’s elasticity coefficient (sensitivity to a price change) of .42 for fixed route service and .1 for paratransit service. The increase in revenue is calculated by multiplying the new fare by the projected ridership. The coefficient can be modified for Delaware based on additional analytical work to determine how Delawareans react to fare changes.
For example under the current Department proposal the current fixed route cash fare is $1.15 and the proposed cash fare is $2.00. This represents a 74% increase, before discounts. If the customer purchases the lowest discounted stored value card, which is a 20% discount, than the fare increase changes from 74% to 39%. Using the 39% increase and the national elasticity coefficient of .42 the estimated loss in ridership (trips) will be 16% and the increase in revenue will be 18%.
Currently DTC is reviewing the fare policy and structure to determine the most economical and financially efficient structure that best serves the customer. Once the review is finished a public hearing will be held at which time the public will be able to provide comment.[74]
Passenger Safety and Homeland Security
Within the last 2 years DTC has equipped all of their fixed route buses with mobile video cameras. The allocation and installation for the cameras went out to bid and was awarded to a company called Kalatel. The first phase of installations was done at the manufacturers bus factory when new buses were ordered. The second phase of the installation was performed on buses in the fleet on DTC’s property.
At the same time the on board systems were being installed, stationary cameras were installed covering each of DTC’s major facilities. Additionally photo identification proximity card system was installed to control access to each DTC operation and administration facility.
DTC continues to participate with law enforcement and emergency response organizations in tabletop exercises and drills.[75]
Safety and Security Achievements
Bus Operator Training and Retraining Programs - Bus operator-training program includes Defensive Driving, Passenger Relations, Emergency Evacuation, Passenger Assistance, Road & Route Training, and Sensitivity Awareness Training. The Operator Refresher Program emphasizes skill development and performance. Sensitivity Awareness Training occurs during tri-annual Safety/Training meetings.
Driver Safety Training - All drivers receive safety training in evacuation procedures and fire extinguisher use. Operators and maintenance staff receive OSHA right-to-know, radio and GPS system training, and forklift and blood borne pathogen training.
DTC Site Camera System - In 2004 all DTC sites were equipped with external and internal cameras, all monitored from a centralized Control Room, resulting in greater security at DTC’s administrative and operational locations throughout the State. A total of 140 cameras are in place at a cost of $700,000.00.
DTC Wilmington Emergency Disaster Drill - On March 24, 2004, DTC conducted a Wilmington Emergency Disaster Drill based upon a 911 report of a suspicious package on an AMTRAK train on route to New York. Working with the Wilmington Police and Fire Departments, and other first responder teams, DTC received good performance marks along with suggestions to improve communications.
Mobile Camera Onboard Video System - Currently cameras are installed on one hundred and ten (110) fixed route buses. DTC has received sixty-six (66) new 40-foot buses that have an additional two (2) color cameras on the front dashboard, and the other on the exterior viewing the curbside. By fiscal year 2007, all buses will be equipped with onboard cameras.
Orbital Automatic Vehicle Locator system - DTC has implemented a $12 million Orbital Automatic Vehicle Location system to monitor, track, and manage DTC’s entire fleet, which enhance the safety and security of the operator and customers. DTC has also installed a new statewide fleet radio system that permits instant driver and dispatch communications aiding quicker response.
RTAP Bus Emergency Evacuation Award - In April 2002, DTC was given a RTAP Bus Emergency Evacuation Award for outstanding achievement for producing a digital videodisc depicting built-in safety features of a Paratransit bus, scenarios of bus evacuations, and footage of the flashpoint igniting of a discarded Cut-Away Paratransit vehicle.
Initiatives and Programs
DTC provides various programs and initiatives. Below is a list of those programs and initiatives along with a brief description.[76]
Automatic vehicle location systems - Orbital Sciences Corporation of Linthicum, Maryland is providing DART First State with real-time vehicle location information delivered through the US government's Global Positioning System satellites. The Automated Vehicle Locator (AVL) SmartTrack system consists of data processors and software, and interfaces with rider amenities already in DART First State buses, such as digital readouts and voice annunciation of stops. In DTC's Operations Center, managers and dispatchers are able to use the AVL SmartTrack system to easily monitor the bus fleet operations in real-time and to determine a vehicle's location and status.
DART First State operators and vehicles also have a leading edge silent alarm feature to provide greater rider and operator safety. When a bus operator presses the silent alarm button, the bus destination sign automatically switches to "Please call 911." At the DTC Operations Centers, the AVL SmartTrack screen advises the dispatcher of the exact bus location and that of the closest DART First State Street Supervisor available to assist; all while the AVL SmartTrack system maintains communications between the bus operator and dispatcher. The AVL SmartTrack system also allows Street Supervisors to be in route to the bus location before the bus operator speaks to the Operation Center dispatcher. In addition, the AVL SmartTrack system provides for covert communications to have necessary law and emergency authorities in route to the bus prior to any communication with the bus operator.
Business & Community Partners in Transit – Educational outreach to make employers aware of tax credits and transit benefit programs available to them, their employees and new hires. Educational outreach to promote the use of transit and ride matching services to education, community and youth groups.
DARTCard - On May 21, 2001, DART First State unveiled its new, leading edge, and simple to use "DARTCard." The DARTCard is a stored-value fare card that can be used on any DART First State fixed route bus service anywhere in the State, including the Wilmington - Dover Intercounty Route 301, and seasonal resort services. Seven (7) multi-valued DARTCards replaced the eighteen (18) different multi-ride fare cards and passes previously used by riders.
The DARTCard can be used to purchase a cost saving daily pass on the bus, or to pay on a per ride basis. A rider's best value with the DARTCard is a daily pass when transferring and/or taking 3 or more bus trips during the day. The stored-value DARTCards can be used just like cash.
When the rider inserts the DARTCard into the bus's fare box, the appropriate fare for that service is deducted from the card each time it is used. Each time the DARTCard is used, the value remaining on the card will be printed on the back of the DARTCard so that the rider can better manage their traveling budget. The card can be used as long as there is sufficient value left on the card. When the value on a rider's DARTCard is less than the fare, the rider can use its remaining value and pay the difference required by the fare with either another DARTCard or with cash.
Riders are encouraged to pay for all fares with a DARTCard minimizing carrying and handling cash. Cash fares are exact change using coinage and only one-dollar bills. DARTCards are available for purchase from DART First State Transportation Stores, statewide fare card outlets, and by mail or phone or DART's web site. At least 53% of all DART bus riders use DARTCards for their fare.
Dial-A-Ride - With one day’s notice, a customer can arrange for transportation to the nearest fixed route transit stop in limited areas of Sussex County.
Free Shuttles to Meet Rider Requests, Employer Needs, and Services for the Aged, both within Delaware and to neighboring Maryland - Serving aging Delawareans and riders’ special needs, DTC in the last three years has launched several free shuttle bus services, one of which transports riders into a new part neighboring Maryland. The Harrington-Dover shuttle is a free fixed route service from Harrington, DE to Dover, DE that connects with DTC bus routes serving the entire State. The Seaford/Laurel/Delmar shuttle is a free shuttle that provides service from Seaford DE and Laurel, DE that connects to Maryland’s Wicomico bus service allowing access to jobs in the Salisbury MD area. These two new shuttles join DTC’s existing Night Owl late night employee service and Newark, DE – Elkton, MD shuttle connecting employees and employment site in Maryland and Newark, DE.
Get A Job – Get A Ride – Part of DTC’s APTA award winning Welfare to Work program, this program provides new employees free rides to and from work for the first three weeks of employment.
Interactive website - is very popular with riders and the public getting over 200,000 visits per month. The website is maintained in partnership and at no cost with Delaware Tech at Stanton. The website features on-line DARTCard and Paratransit multi-trip pass purchases, and Paratransit reservations. The website has yet to have interactive trip planning.
Job Works – A Welfare to Work initiative, this program provides clients of participating job placement agencies with free bus travel to and from scheduled job interviews.
Mobility Brokerage – Designed to create travel solutions and rider itineraries for those situations where DTC’s regular fixed route service does not meet the needs of customers or employers.
NASCAR Race Express Service – Bus service for Delaware and out-of-state NASCAR fans to the June and September races at Dover Downs International raceway. Service includes a Park and Ride shuttle within 12 minutes of the raceway, and an intercounty bus service from northern Delaware at a Wilmington area Park and Ride. September 2004 race roundtrip ridership totaled 10,233 and cars parked totaled 3,546.
Nextbus passenger information - In 2000, DART First State launched the State's first "real-time" next bus satellite-based rider information system as a pilot program at the Resort area for its seasonal service. DART First State worked with NextBus Information Systems Inc of Emeryville, California, to provide its Resort riders with "real time" bus arrival and route information at bus stops and on the Internet at . NextBus uses the satellite Global Positioning System (GPS) data to provide riders with arrival times for the next bus allowing riders to avoid unnecessary waiting.
Armed with this real-time information, riders are able to choose to take another route, run errands to nearby stores, or grab a snack. The NextBus satellite technology tracks DART First State Resort buses on each of their routes. Each bus is fitted with a satellite tracking system. Taking into account the actual position of the bus on its route, their next stops, and known traffic patterns, NextBus estimated the bus arrival times. The time estimate was updated constantly. DART First State has installed NextBus real-time electronic display message boards for its Resort riders at its Rehoboth Beach Park & Ride Lot, Ruddertowne stop, and on the Boardwalk at Rehoboth Avenue. The NextBus "real-time" Resort pilot program cost $283,000
Operation Lifesaver Delaware (OL) – DTC sponsors Delaware’s nationally designated OL chapter to increase awareness about the dangers of highway-rail grade crossings and trespassing along railroad rights-of-way. In February 2001, DTC created and held its 1st OL Annual Railroad Crossing Safety Awareness Month that included a full range of public awareness activities including a billboard and radio ads.
Real time traveler information - At several test bus stop locations in New Castle County, electronic text message boards are mounted within each bus shelter. The boards display date and time along with changing schedules bus arrival times based upon data from DART's "Trapeze" scheduling software. Display of real time schedule data is under development.
RideShare Delaware – Free car and vanpool ride matching service with Guaranteed Ride Home feature.
SCAT (Senior Citizens Affordable Taxi) – Provides eligible seniors and people with disabilities the option of receiving a 50% discount on taxi fares.
Seasonal Resort Service – Memorial Day to Labor Day 8-route beach resort bus service including service to Ocean City MD and weekend MCI motor coach service from DE points north starting at Wilmington. 2004 ridership totaled 223,723 passenger trips.
State-of-the-art-on-board video surveillance equipment - Passenger and employee safety is a top priority with DART First State. Saving insurance costs is also important. To meet these goals, DART First State has installed recording video cameras on its fixed route bus fleet. The "Video RoadRecorder" system, first purchased in 1995 from the Prima Facie Corporation of Valley Forge Pennsylvania, provides DART First State with computerized digital displays from as many a five camera viewpoints within and outside each bus. The video cameras are connected to a "black-box" call the RoadRecorder that compresses, encrypts and stores video and data to a removable hard drive. The drive is retrieved from the bus and connected to a computer for play back.
The original system cost $315,000 and has resulted in a 35% reduction of insurance claims. It is estimated that over $96,000 in claims have been saved due to the video recorder system. The camera system also aids to improve passenger and employee safety by being a deterrent to unwanted behavior. DART First State Safety and Administrative officials credit the video RoadRecorder system with helping to improve passenger and employee safety, reduce fraudulent injury claims, mitigate accident and liabilities claims, and enhance overall security.
TransitChek – Tax-free voucher program allows employers to invest toward employees’ commuting costs.
Travel Training - Educational outreach providing one-on-one or group training to help potential customers gain the skills and confidence to use DART First State’s services.
Z-Pocket schedules - In December 2003, DART First State introduced a new, colorful, free z-pocket map featuring the businesses and attractions along the Rt. 32 City Circuit route. The z-pocket map is a full size map that when folded is the size of a credit card that can be easily handled and placed in a shirt pocket, wallet, or purse.
The purpose of z-map is to increase ridership on the Rt. 32, and to enhance the downtown Wilmington area with transit as one of the keys to economic development. A system of 40 downtown businesses, developed by DART, act as Rt. 32 Z-Map ambassadors distributing DART's Rt. 32 z-maps to the public. The z-map targets downtown workers, business visitors, and out-of-town tourists. For downtown workers, the emphasis is that they can take the bus during lunch to run errands, or try a new place to eat. The map also highlights local attractions for tourists, such as the Grand Opera House, Riverfront Shops, Arts Center, Market Street Mall, Rodney Square, and Hotel duPont.
In February 2004, DART introduced a 2004 New Castle County System Z- Map. One side features all the routes that serve downtown Wilmington. The other side shows the routes for all of New Castle County, including the SEPTA train service. The new map is feature filled and shows such things as our park and ride lots, train stations, and major points of interest. The legends give useful information such as which routes serve the train stations, park and ride lots, and shopping, along with what routes run at night and on Saturdays. The map also features inset maps of the Rt. 301 intercounty bus service, and the R2 train service in New Castle County. Since 2003, over 40,000 z-maps have been provided to the public. DART has received many rider compliments about the z-maps. [77]
Commuter Rail Initiatives
Commuter Rail Improvement Project
The goal of DTC’s Commuter Rail Improvement Project is to increase the frequency and reliability of commuter rail service during peak travel periods between Newark and Wilmington, Delaware; and to increase commuter train capacity on the Northeast Corridor. To achieve rail capacity expansion, the following objectives were established:
• Add a third main track on the Northeast Rail Corridor between Yard and Ragan Interlockings, a distance of 1.5 miles;
• Construct a high-speed turnout to connect tracks near the Ragan Interlocking;
• Rehabilitate the Mill Creek and Orange Street Railroad Bridges;
• Purchase additional rolling stock to support expansion of SEPTA’s Delaware service;
• Construct a new Newark rail station on Delaware Route 72 with expanded track capacity to accommodate two operating trains and provide rail car storage capacity.
The program of commuter rail improvements will have four benefits:
1. Higher train frequencies, speed, and reliability. A third track between the Yard to Ragan Interlockings and the new high speed interlocking at Ragan will allow three trains to operate concurrently south of Wilmington. These improvements will allow 30-minute commuter rail headways during the peak periods. The improvements will also eliminate the need for southbound trains to layover in Wilmington until the track is clear, and will
improve the reliability of service.
2. Relocating the Newark station to a site off the main Northeast Corridor will have several benefits. First, it will facilitate scheduling and improve safety, because trains stopped at the station will not with conflict with trains on the NEC or Norfolk Southern switching operations at Chrysler Yard. Second, with a second track in the station, arriving trains will not have to wait for a departing train to leave the station. Third, separating freight and passenger rail functions at Newark will lower safety risks to commuter passengers. Fourth, the new Newark station site allows for integration with DTC’s planned bus hub located on East Delaware Avenue.
3. Development of train storage capacity at Newark will increase schedule reliability and reduce operating costs. At present, two of the 18 scheduled runs to and from Newark are essentially deadhead runs that are necessitated by overnight equipment storage in Philadelphia. With the ability to store two trains overnight in Newark, these deadhead runs can be eliminated and service can be rescheduled at times that match ridership demands. Reduced deadheading will offset some of the costs of the increased service.
4. An additional train set will provide for increased service and/or scheduling flexibility. Operations planning during Preliminary Engineering will establish the amount of equipment to be purchased and the ultimate owner.
The Commuter Rail Improvement Project will expand operations of the SEPTA commuter rail program as described above. The project was initially conceived in 2002, and received authorization from the Federal Transit Administration in 2004 to enter into preliminary engineering. The improvements focus on increasing SEPTA service between Wilmington and Newark. With the addition of 10 more peak period trains, ridership is projected to improve by 85% at the Newark station by 2030 as a result of these improvements. In FY05, there were an average 510 daily riders at the Newark Rail Station.
Funding for the Commuter Rail Improvement Project comes from the Department of Transportation, Federal Transit Administration, New Starts Grant Program. The project is estimated to cost $54.6 million, and will be completed in 2009. There will be $34.6 million in federal funds, and $19.9 million in state funds.
Public outreach included the following measures:
• Public Hearing Workshops on November 29, 2004 and June 20, 2005
• Stakeholder interviews
• Newark Station Working Group that met and developed recommendations.
• Review and public meetings held by the Wilmington Area Planning Council (“WILMAPCO”), the Metropolitan Planning Organization (MPO).
The Wilmington to Newark Commuter Rail Improvement Project has been included in the Regional Transportation Plan 2025 (RTP) and the Delaware Transportation Improvement Program (TIP).
Downstate Rail Study
The Delaware Passenger Rail Engineering Study was prepared between September 2001 and January 2002, and submitted to the Delaware Legislature on January 15, under the direction of the Commuter Rail Task Force established by resolution of the Delaware House of Representatives. The study focused primarily on the infrastructure needs and costs for instituting passenger rail service between Wilmington and Dover, Delaware. The study determined that there were no insuperable obstacles to such service.
The Engineering Study assumed the use of existing rail lines and rights-of-way including the Norfolk Southern Delmarva Secondary between Dover and Porter. Between Porter and Wilmington, three potential routes were evaluated, one using the Amtrak Northeast Corridor and two using Norfolk Southern's New Castle Secondary. High and low cost options were provided for each alternative; the high option includes double track wherever feasible and the low involves single track with strategically located passing sidings.
Certain basic assumptions concerning level of service and station locations were used as necessary for generating costs in the Engineering Study, but comprehensive evaluation of these areas was reserved for a follow on study.
The Engineering Study Report concluded that no engineering fatal flaws were present for
any alternative and developed capital and O&M costs for each alternative and option based on operational assumptions for ridership, service levels, equipment, etc. The Engineering Study recommended that additional study be made with respect to operations, travel demand, funding and environmental issues.
The Delaware Passenger Rail Operations Study is the successor of the Delaware Passenger Rail Engineering Study examining travel demand and Northeast Corridor capacity for a regularly scheduled Downstate commuter rail service between either Dover or Middletown and Wilmington, Delaware.
This Study was conducted between August 2002 and May 2003, with several key objectives:
• Examine travel demand for an assumed Initial Operating Year of 2010 and a Mature
• Examine the capacity of the Northeast Corridor between Wilmington and Newark to ensure that an additional Downstate Commuter Rail Service would be able to coexist with existing services on the NEC at future levels of service.
• Continue a Public Involvement effort through the use of Press Releases as a public outreach tool and by updating the existing DTC Passenger Rail Study website link.
• Coordinate with the Commuter Rail Task Force to involve the Task Force in key decisions and obtain input with respect to overall policy for Downstate Commuter Rail Service.
• Prepare a report that documents the study.
The Commuter Rail Task Force continued as the main steering committee for the study. The Commuter Rail Task Force consisted of Delaware State Senators and Representatives, the Secretary of DelDOT, the Executive Director of DTC, MPOs representatives for districts under study, regional government officials, rail advocacy groups and representatives of railroads that might be affected by the outcome of the study.
The study projected there would be 1400 riders between Wilmington, Middletown and Dover by 2030. The cost of the initial operating segment, between Wilmington and Middletown, would cost $240 million. The Task Force is presently deliberating strategies to undertake a long-range program to provide commuter rail transportation between these cities.
Facilities
DTC operates service at 2,522 bus stops statewide. Currently, shelters are installed at 243 of these stops, and benches are installed at 66 stops. DTC operates 3 train stations in New Castle County, and either owns or has agreements in place to operate 40 park & rides and 13 park & pool locations statewide. There are major transfer points in each county, including Rodney Square in Wilmington (New Castle County), Water Street in Dover (Kent County) and the Rehoboth Park & Ride (seasonal – Sussex County).
Future enhancements to transit facilities include a new transit center near the Wilmington Train Station, relocation of the Newark Train Station to facilitate future downstate rail, a new transit hub in the City of Newark and relocation of the transit hub in Dover, which will include rail capabilities. All shelters currently have either hard-wired or solar powered lighting, and 10% of the shelters in New Castle County are equipped with real-time schedule displays. DTC is currently installing solar powered freestanding light units at 9 test locations throughout the state.[78]
DTC has constructed and occupies Maintenance, Operations and Administrative facilities in all 3 counties. These facilities are listed below:[79]
Wilmington Operations Center
This is the main dispatching and repair facility for northern New Castle County for both Fixed Route and Demand Response services. The 12-acre complex is situated on 8 city blocks. The main building is 30,000 square feet, has 11 maintenance bays for Fixed Route vehicles, and the main Dispatch center for Fixed Route and Demand Response services. A second building (11,600 square feet) contains a body shop, parts storage, training center and wash facilities for Demand Response vehicles. Maintenance for Demand Response vehicles is located in a third building (18,800 square feet). Fuel facilities, vehicle washes, bus parking and employee parking are also accommodated on the site.
Administrative Offices for New Castle County
The Administrative Offices for New Castle County are located on 4 acres on South Madison Street in Wilmington. This office supports approximately 100 employees from all Departments and Sections within DTC. This facility is scheduled to be sold as part of and economic development plan for Wilmington’s Waterfront, and a new location is currently being identified. It is expected that this move will take place in early 2006.
Mid County Operations Facility
In December 2005, DTC opened its Mid-County Operations Center, located near Wrangle Hill, Delaware. This facility was constructed to alleviate congestion at the Wilmington Operations facility, and to provide future service expansion into lower New Castle County. This 26 acre facility serves as a satellite facility to the Wilmington Operations Center, and contains a 10,000 square foot operations/maintenance building with two repair bays. The 5,000 square foot fuel building houses facilities for both Fixed Route and Demand Response vehicles, and the 5,000 square foot bus wash building serves both types of vehicles as well, and contains a steam cleaning bay, which is currently being used for minor maintenance and repair work. There is also a 2,300 square foot building on the site that is currently used for storage.
Dover Operations and Administration Center
This facility is located on DelDOT’s Danner Campus. The facility is situated on 14 acres, and contains a 56,000 square foot operations/administration building and a 2,000 square foot vehicle wash building. This facility supports all maintenance and operating functions for Kent County Fixed Route and Demand Response vehicles. The site includes fueling, wash and body shop capabilities, and serves as the dispatch center for all Kent County vehicles. DTC’s South District Administrative Offices are also located in this building, which supports approximately 120 administrative employees from all Departments and Sections. Parking for Fixed Route, Demand Response and employee parking are also located on the site.
Georgetown Operations
The Georgetown Operations facility is located adjacent to DelDOT’s Maintenance & Operations Facility on Bedford Street in Georgetown. This facility consists of an 8,000 square foot building with three maintenance bays and a dispatch center. Demand Response vehicles are serviced and dispatched from this location, and the facility is equipped with an outdoor fuel station and a 1,400 square foot bus wash building. This facility supports all maintenance, wash, fueling and dispatch facilities for Demand Response vehicles in Sussex County as well as DTC’s contracted Fixed Route operations in Sussex.
Resort Operations
During the summer months (May to September), DTC operates a Park & Ride facility in the Rehoboth area. The site is 8 acres and contains a 2,000 square foot maintenance garage and a 1,700 square foot office trailer. This site serves as the main hub for the Resort service, with parking areas for buses, employees, and patrons.[80]
Maintenance and Fleet Expansion
DTC maintains vehicles at six locations throughout the state:[81]
New Castle County (Wilmington)
• South Monroe Street – 115 Heavy Duty transit and four heavy-duty Over the Road (OTR) Fixed Route Buses. The garage consists of 11 lift-equipped bays and a service lane. The service lane includes a high-speed refueling station, central bus vacuum and a drive-thru bus wash. Two flat bays with a panel paint booth and a high-pressure drive-thru brushless bus wash are located at 2 South Monroe Street. Minor engine overhauls, minor component rebuilds and brake system overhauls are accomplished in-house.
• Second Street– 82 Light-Duty Demand Response cutaway buses parked at the South Monroe Street facility; Approximately 35 Section 5310 Grant Light-Duty Buses. The garage consists of 3 portable lift equipped bays and 2 flat bays. Routine periodic maintenance inspections, minor component rebuilds and brake system overhauls are accomplished in-house.
• Mid-County – 25 Heavy Duty Fixed Route buses and 18 Light Duty Demand Response cutaway buses. The service lane includes standard and high-speed refueling stations, central bus vacuum and a drive-thru bus wash. Two flat bays one of which is portable lift equipped are collocated in the administrative building. An additional bay programmed to become the vehicle steam bay is portable lift equipped is collocated with the bus wash. Routine periodic maintenance inspections, minor component rebuilds and brake system overhauls are accomplished in-house.
Kent County
• Dover Operations Center – 10 Heavy-Duty transit, 4 Heavy-Duty OTR and 5 Medium Duty transit fixed route buses; 45 Light-Duty cutaway Demand Response Buses; One light- duty and two medium-duty Purchased Transportation Fixed Route buses; Approximately 10 Section 5310 Grant Light-Duty Buses. The garage consists of 7 lift-equipped bays and one flat floor bay. Routine periodic maintenance inspections, minor component rebuilds and brake system overhauls are accomplished in-house.
Sussex County
• Georgetown @ DelDOT South District Facility – 47 Light-Duty Demand Response cutaway and van buses; One light-duty and six medium-duty Purchased Transportation Fixed Route Buses; Approximately 17 Section 5310 Grant Light-Duty Buses. The garage consists of a three (3) bay lift-equipped addition to the DelDOT garage. DelDOT and DTC jointly use a high-pressure drive-thru vehicle wash. Minor component rebuild and brake system overhauls are accomplished in-house.
• Rehoboth Park and Ride (Seasonal) – 20 Medium-Duty 30 ft Buses. The garage consists of one portable lift-equipped bay. Routine periodic maintenance inspections and minor system repairs are accomplished in-house.
Maintenance of New Castle County Purchased Services buses is performed by the operating contractors subject to inspection by DTC personnel.
DTC’s current fleet consists of a variety of buses ranging from 25 ft cutaway Paratransit buses to 40 ft over-the-road coaches used in the Dover to Wilmington intercounty service. The following tables indicate the service requirements and composition of DTC’s current fleet by garage:
Directly Operated Fixed Route Buses
|Garage |
| |156 |32 |188 |
| |
| | | |
| |Years |Miles |Miles |Months |
|Buses: | | | | |
|Heavy duty buses, approximately 35-40 foot, as well as articulated buses.|12 |500,000 |6000 |3 |
|Heavy duty small buses, approximately 30 foot. |10 |350,000 |6000 |3 |
|Medium duty mid-size buses, approximately 25-35 foot. |7 |200,000 |5000 |3 |
|Light duty mid-size buses, approximately 25-35 foot |5 |150,000 |4000 |3 |
|Light duty small buses, cutaways, and modified vans, approximately 16-28 |4 |100,000 |4000 |3 |
|foot : | | | | |
Fixed route service levels have remained relatively constant since 2003 due to budget constraints. By eliminating less efficient runs DTC has been able to reduce the number of buses required to support approximately the same level of service with a reduction of buses from 207 in FY 2003 to the current number of 202. There has been minimal growth in the fixed route service levels in since 2007 due to budget constraints. With the improvement of the economy and rapid growth in population and service requests in New Castle and Sussex counties four to five per cent growth in the number of buses required to support the expanding service levels is likely.
Paratransit fleet requirements have increases from 180 buses in 2003 to approximately 192 in FY 2005. Ridership projections indicate an annual increase of approximately 10 per cent for the foreseeable future.
DTC’s mission statement includes the goal of providing accessible vehicles to meet the needs of our customers and community. With delivery of the NABI buses in 2002 DTC achieved a 100 per cent accessible bus fleet. Two-position bicycle racks were installed on all fixed route buses in 2005.
Training of the vehicle maintenance work force is a major requirement to maintain proficiency. Sixteen formal system specific week-long classes are conducted annually. This training allows DTC’s technicians to understand changing technologies such as the diesel-electric hybrid bus delivered in 2004.
Customer Service
Below are the main avenues for customer service interaction with DTC.[82]
• Information Center – Average 1000 calls per day requesting general information
• Customer Relations – Average 80 calls per day requesting general information, complaints, and compliments
• Reservations – Average 1100 calls per day
• Mobility Coordinator (Delaware TANF Van Program) – Average 40 calls per day coordinating trips
• Travel Training – Average 60 calls per day general inquiries
DTC received the following number of complaints:
• FY’02 – 1079
• FY’03 – 952
• FY’04 – 957
• FY’05 - 1440
In FY’05 DTC also received 100 suggestions, 53 compliments, and 432 requests for information.
In FY’05 the number of complaints received rose by approximately 50% compared to the number of complaints received in FY’04.
The five most frequent complaints during each year were:
1. Lack of Fixed Route Service on Sunday
2. Lack of Fixed Route Service in Middletown, Townsend, and Odessa area
3. Lack of Fixed Route Service in Sussex County
4. Lack of Paratransit Service on Sunday as well as available transportation options for people with disabilities outside of DART’s hours of operation.
5. Buses not running on schedule
When DTC receives a complaint, the details of the complaint are logged into the Trapeze COM Module. It is then assigned a tracking number and forwarded to the appropriate department for investigation and resolution. The customer is then made aware of the outcome of the investigation.
DTC measures its customer satisfaction via the periodic use of rider customer surveys.
In September 2001, DTC Marketing conducted the first direct mail test of its multi-event/program customer database lists. A total of 32 lists, compiled between March 1997 and August 2001, resulted in a direct mailing total of 45,842. The primary goal of the mailing was to test and verify the records collected. The secondary goal was to collect research on how customers get our information, media awareness, and their knowledge of RideShare Delaware’s free ride home program, Ozone Action Code Red free ride days, DARTCard use and purchasing, and the RT 305 Beach Bus. A total of 4,222 survey responses were received. This is a 9% return that by industry direct mail standards is a very good response. The customer database is used frequently as funds permit to survey customers on the many elements that comprise DTC’s transit services, and for future initiatives and plans feedback. The surveys are to be formatted for use with the SNAP Survey software. The last customer database survey was conducted in 2004.
In June of 2002, DTC undertook a transit rider survey on its fixed route bus system statewide. 20,000 surveys were printed for distribution. The total number of fixed route surveys returned by riders was 1,736, resulting in a survey response rate of 8.68% based on the print quantity. A separate survey of R2 riders was also conducted, resulting in 283 responses from a distribution of 700 surveys. The last statewide rider survey was conducted in 1997 by the previous outside consultant, Ilium Associates, and produced 3,146-fixed route and 181 R2 responses.
Cost Savings ($8,570 vs. $90,745)
An estimate from DTC’s outside consultant, Barry Group, to conduct this survey was estimated at $90,745. The Ilium 1997 rider survey cost $84,130. DTC has effectively saved the State tens of thousands of dollars by implementing and reporting on the survey in-house, and for a direct cost of only about $8,570, including the costs for the SNAP software and training.[83]
FARE BOX RECEIPTS
Farebox receipts are tickets and monies used in exchange for transportation on both the Fixed Route and Paratransit buses. Fixed Route tickets consist of fare cards with stored value on them. Paratransit tickets consist of either a punch card ticket or ticket that is surrendered at the time of service.
The purpose of collecting fares is to reduce the amount of state subsidy required by DTC to operate all services.
There are four money rooms statewide that are equipped with security cameras and handle the fare collections. The Fixed Route monies are handled the same way statewide. At the end of the day, the Fixed Route Operator removes a secured vault that contains the cash fares from the bus and deposits the vault into a wall unit on the exterior wall of the money room. That unit removes the monies and dumps it into a wall unit vault that resides inside the money room. At no time does the operator have access to the fares during the removal and dumping process. Each day a money room clerk removes the money from inside the money room vault and prepares a deposit and places the money in a safe for armored car transport to the bank.
Each Paratransit operator obtains an empty fare box at the beginning of the day. Passengers either pay with a cash fare or ticket. Each driver maintains a manifest and records whether a ticket or cash fare was deposited into the fare box. At the Wilmington location the fare box is given to the dispatch office at the end of the shift. The dispatcher removes the contents and places it into a safe until the money room clerk retrieves it. At the other three locations each driver deposits the fare box into a secured lock box that is assigned to them. The backside of the lock box is accessible only from the money room. Each morning the money room clerk removes the content of each fare box and places an empty fare box back into the driver’s lock box. The clerk then prepares a deposit and places the money in a safe for armored car transport to the bank.
Each location and type of service has been set up with individual revenue accounts that are maintained on the General Ledger. Each location maintains deposit slips with unique identifiers. These are used by the money room clerks and accounting department to ensure that the revenues are credited to the correct service type and location.
There is a daily reconciliation performed on fare box receipts for each type of service. The Fixed Route Operator keeps a computerized record of the fares being collected. When the fare box is removed, the information is also downloaded into a computer program. The revenues collected and the revenues deposited are reviewed in the accounting department on a daily basis. If there is more than a 1% variance the Controller notifies the Chief Financial Officer.
The Paratransit drivers have three random audits performed at each location on a daily basis. The dispatch office provides the money room clerk with the amount of fares and tickets that should be contained in the fare box. The money room clerk compares the information provided from dispatch to the contents of the fare box information compares the manifest of the three drivers to the contents of the fare box. If there is a discrepancy, the dispatch office is contacted for resolution. If the discrepancy cannot be resolved by dispatch, it is reported to the accounting department.
The accounting department compares the amounts on the deposit slips to the actual amounts credited to the bank account on a daily basis. After verification is made, the accounting department makes the necessary entries in the cash receipts journal to credit the correct revenue accounts and record the cash deposits.[84]
As mentioned previously in this report in FY’04 the independent auditor recommended that DTC perform random, unannounced counts of the fare box revenue money before it is picked up by AT Systems. The independent auditor found in the FY’05 audit that DTC began performing counts on the first of the month, without AT Systems being aware of them, for the purpose of validating the accuracy of the counts performed by AT Systems. DTC indicated that no exceptions were noted during their test counts.[85]
Financial Relationship Between DTC and DelDOT
The Operating Budget for Delaware Transit Corporation is approved on an annual basis for a fiscal year and divided into six areas of operation. In order for Delaware Transit Corporation to receive this money in the form of a check, they must prepare a Payment Voucher (PV). The Payment Voucher is prepared on a monthly basis for 1/12th of the approved budget. The Payment Voucher is forwarded to DelDOT who then processes the voucher. A check drawn on the State of Delaware and is made payable to Delaware Transit Corporation. This money is used to cover the gap between revenues and expenses we generate on a monthly basis.[86]
DTC does not transmit farebox revenues to DelDOT. DTC remits excess parking revenues (less expenses) to DelDOT via a check written on DTC operating funds. Any other services DelDOT provides to DTC are billed through an Intergovernmental Voucher (IV) or a PV and DTC uses that in place of an invoice which gets processed for payment.
When DTC receives Federal Transit Funds it is as a result of DTC preparing a PV to DelDOT. DTC receives the funds in the form of a check written by the State of Delaware, Vendor Payment Account. Payroll costs for merit employee's charged to DTC's Administrative Operating subsidy line are shown as a reduction to that line item on an report issued by DelDOT.
Capital funding follows the same request for funding as the operating funds with one exception. All capital projects must be listed in the State Transportation Plan and authorized by the legislature in the Bond Bill.
With regard to whether DTC operating funding gaps have occurred during any given year due to non-transmission or delayed transmission of Transportation Trust Fund subsidy dollars, DTC responded that in May of any given fiscal year DelDOT prepares a schedule of salaries and administrative fees that has already been deducted from DTC’s Administrative Operating subsidy line, with a estimate of the reserve needed to process outstanding payroll for year end. Every year the June subsidy is reduced by the salary and other employer costs of merit and non DTC positions in DelDOT.
DTC prepares a PV to draw down June's apportionment after the subsidy has been adjusted. Also, while DelDOT closes down their accounting system for the fiscal year-end, DTC does not receive an operating subsidy for the month of July until August. The two months’ subsidies are usually combined together. Federal Transit Administration funding is delayed as long as one year. The amount of federal funding is approximately $2M.
In response to the question whether funds have ever been redirected from DTC to fund other DelDOT related initiatives, DTC indicated that on August 15, 2005 DTC remitted $1,249,543 to DelDOT for excess subsidy monies drawn down in FY’05 prior to the year-end audit being performed. Outside of the return of excess subsidy the only significant use of DTC funding is for DelDOT positions.[87]
Funding
The charts below illustrate DTC’s Operating Budget for FY’04, FY’05 and FY’06.
Appropriated Funds by Source, FY 2004-2006
|Fiscal Year |Sources of Funds |Amount |
| |(i.e. Federal, General Fund, ASF) | |
|FY 06 (budgeted) |Transportation Trust Fund |$60,080,200.00 |
| |Federal 5307 (Urban) |$ 2,475,562.00 |
| |Federal 5311 (Rural) |$ 303,438.00 |
| |Federal 3037 (Welfare to Work) |$ 750,000.00 |
| |Passenger Revenue |$ 9,760,500.00 |
| |Other Revenue |$ 1,200,300.00 |
| | |TOTAL $74,570,000.00 |
|FY 05 (actual) |Transportation Trust Fund |$56,300,800.00 |
| |Federal 5307 (Urban) |$ 2,674,414.00 |
| |Federal 5311 (Rural) |$ 629,322.00 |
| |Federal Rideshare & RTAP |$ 357,560.88 |
| |Federal 3037 (Welfare to Work) |$ 720,342.00 |
| |Passenger Revenue |$ 9,181,791.42 |
| |Other Revenue |$ 2,195,045.63 |
| | |TOTAL $72,059,275.93 |
|FY 04 (actual) |Transportation Trust Fund |$51,958,500.00 |
| |Federal 5307 (Urban) |$ 2,674,414.00 |
| |Federal 5311 (Rural) |$ 0 |
| |Federal Rideshare & RTAP |$ 405,821.55 |
| |Welfare to Work |$ 1,082,167.00 |
| |Passenger Revenue |$ 8,781,153.88 |
| |Other Revenue |$ 3,022,657.19 |
| | |TOTAL $67,924,713.62 |
FY 06 Expenditures by Line Item (Budgeted)
|Line Item |Source(s) |Amount of Expenditure |
|Personnel & Benefits | |$43,876,249 |
|Services | |$17,057,414 |
|Materials & Supplies | |$ 6,626,008 |
|Utilities | |$ 593,808 |
|Insurance | |$ 4,280,000 |
|Miscellaneous | |$ 2,047,446 |
|Leases & Rentals | |$ 89,075 |
| | |TOTAL $74,570,000.00 |
FY 05 Expenditures by Line Item (Actual)
|Line Item |Source(s) |Amount of Expenditure |
|Personnel & Benefits | |$42,449,941 |
|Services | |$15,595,873 |
|Materials & Supplies | |$ 6,184,237 |
|Utilities | |$ 564,604 |
|Insurance | |$ 3,620,374 |
|Miscellaneous | |$ 1,387,298 |
|Leases & Rentals | |$ 84,039 |
| | |TOTAL $69,886,366 |
FY 04 Expenditures by Line Item (Actual)
|Line Item |Source(s) |Amount of Expenditure |
|Personnel & Benefits | |$38,472,106 |
|Services | |$14,970,786 |
|Materials & Supplies | |$ 4,749,760 |
|Utilities | |$ 489,075 |
|Insurance | |$ 3,832,107 |
|Miscellaneous | |$ 1,407,572 |
|Leases & Rentals | |$ 71,155 |
| | |TOTAL $63,992,562 |
DTC’s Operating Budget starts with the Service Plan, which is developed based upon the Business Plan and the wants and needs of the public. Once the Service Plan has been finalized, managers calculate the anticipated cost to provide the hours and miles of service planned. Non-service related expenses are reviewed to determine anticipated need. Managers submit their budget requests and appropriate justification to the Budget Manager. Request and justification are reviewed, checked for reasonableness and compiled into the initial version of the requested budget. Cost drivers are identified and revenues are forecasted. Meetings are held with the Executive Director, CFO, Budget Manager and each Director to review the budget request for their area of responsibility. Individual budget lines are recalculated based upon decisions made during the request review meetings. Additional reviews and meetings are conducted as needed until the Executive Director is satisfied that the budget request is the amount necessary to fund the direct and indirect costs associated with the service level planned.
DTC indicated that the rising cost of diesel fuel has had a negative impact on its budget.
-----------------------
[1] Joint Sunset Review Questionnaire (JSR Questionnaire), pg. 6
[2] JSR Questionnaire, pg. 6
[3] DE Transit Corporation, Financial Statement and Independent Auditor’s Reports, June 30, 2005 and 2004, pg. 3
[4] JSR Additional Questions, Dec. 5, 2005, #1
[5] JSR Questionnaire, pg. 7
[6] JSR Questionnaire, pg. 7
[7] 29 Del. C. § 10102(1) “Agency means any authority, department, instrumentality, commission, officer, board or other unit of the state government authorized by law to make regulations, decide cases or issue licenses. Agency does not include the General Assembly, courts, municipalities, counties, school districts and other political subdivisions, joint state-federal, interstate or intermunicipal authorities and their agencies.”
[8] Santora CPA Group, Newark, DE 19713
[9] DTC, Financial Statement & Independent Auditor’s Reports, June 30, 2005 & 2004, pg. 3
[10] JSR Questionnaire, pg. 7
[11] 2 Del. C. § 1309(b)(1)
[12] Supplemental Information – “Public Hearings, Contents”
[13] JSR Questionnaire, pgs. 7,8 & 9
[14] JSR Questionnaire, pg. 9
[15] 2 Del. C. § 1303(a)
[16] JSR Questionnaire, pg. 19
[17] DTC Business Plan 2003-2009, Vision, pg. 1
[18] JSR Questionnaire, pg. 13
[19] JSR Questionnaire, pgs. 14 & 15
[20] Updated email response, Alton Hillis, Nov. 22, 2005
[21] JSR Questionnaire, pgs. 15 & 16
[22] JSR Questionnaire, pg. 18
[23] JSR Questionnaire, pg. 20
[24] JSR Questionnaire, pg. 19
[25] JSR Questionnaire, pg. 20
[26] JSR Additional Questions, Feb 1, 2006, pgs. 2 & 3
[27] JSR Additional Questionnaire, Feb 1, 2006, pg 3
[28] DelDOT/DTC Executive Summary, Human Resources Division History
[29] JSR Additional Questions, Feb. 1, 2006, pg. 2
[30] JSR Additional Questions, Feb. 1, 2006, pgs 1 & 2
[31] JSR Additional Questions, Feb. 1, 2006, pg. 2
[32] JSR Questionnaire, pg. 10
[33] Email, 2/14/06, Al Hillis
[34] JSR Additional Questions, pg. 5
[35] Email – 2/3/06 – Al Hillis
[36] JSR Questionnaire, pg. 10
[37] Email – 2/10/06, Al Hillis
[38] Email – 2/10/06, Al Hillis
[39] JSR Additional Questions, Dec. 5, 2005, pg. 6
[40] JSR Additional Questions, Dec. 5, 2005, pg. 7
[41] JSR Questionnaire, pg. 12
[42] DTC, Financial Statement & Independent Auditors’ Reports, June 30, 2005 & 2004, pg. 21
[43] JSR Additional Questions, Dec. 5, 2005, pg. 3
[44] JSR Additional Questions, Dec. 5, 2005, pg. 3
[45] JSR Additional Questions, Dec. 5, 2005, pg. 3
[46] JSR Additional Questions, Dec. 5, 2005, pg. 4
[47] JSR Additional Questions, Dec. 5, 2005, pg. 3
[48] HR Support Information, Section 7
[49] JSR Additional Questions, Feb. 1, 2006, pg. 4
[50] JSR Additional Questions, Feb. 1, 2006, pg. 4
[51] JSR Additional Questions, Dec. 1, 2005, pg. 8
[52] JSR Questionnaire, pg. 12
[53] JSR Questionnaire, pg. 11
[54] JSR Additional Questionnaire, Feb. 1, 2006, pg. 3
[55] JSR Additional Questionnaire, Feb. 1, 2006, pg. 3
[56] DTC, Financial Statement & Independent Auditors’ Reports, June 30, 2005 & 2004, pgs. 21 & 22
[57] DTC, Financial Statement & Independent Auditors’ Reports, June 30, 2005 & 2004, pgs. 24 & 25
[58] JSR Amended Follow-Up Questionnaire, pg. 3
[59] Email – 1/23-06, Al Hillis
[60] DTC, Financial Statement & Independent Auditors’ Reports, June 30, 2005 & 2004, pgs. 25 & 26
[61]
[62] JSR Questionnaire, pgs. 21 & 22
[63] JSR Questionnaire, pg. 24
[64] JSR Questionnaire, pgs. 25 & 26
[65] paratransit
[66] JSR Questionnaire, pg. 23
[67] JSR Questionnaire, pgs. 24 & 25
[68] Email – 2/06/06, Al Hillis
[69] JSR Questionnaire, Dec. 5, 2005, pg. 13 & 14
[70] JSR Questionnaire, Dec. 5, 2005, pg. 13 & 14
[71] “Sunday Bus Service Can Work, Say Lawmakers,” The News Journal, Jan. 22, 2006
[72] JSR Questionnaire, Dec. 5, 2005, pg. 13 & 14
[73] JSR Questionnaire, Dec. 5, 2005, pg. 14
[74] JSR Questionnaire, Dec. 5, 2005, pgs. 14 & 15
[75] JSR Questionnaire, pg. 27
[76] JSR Questionnaire, pgs. 33-35
[77] JSR Questionnaire, pg. 16
[78] JSR Questionnaire, pgs. 26 & 27
[79] JSR Questionnaire, pgs. 26-28
[80] JSR Questionnaire, pgs. 27 & 28
[81] JSR Questionnaire, pgs, 28-31
[82] JSR Questionnaire, pg. 43
[83] Email – 1/24/06, Al Hillis
[84] JSR Amended Follow-Up Questions, pgs. 1 & 2
[85] DTC, Financial Statement & Independent Auditors’ Reports, June 30, 2005 & 2004, pg. 3
[86] Email 1/19/06, Al Hillis
[87] JSR More Questions, Dec. 8, 2005
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