PAC S Portland Area Comprehensive Transportation System
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PAC S Portland Area Comprehensive Transportation System
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Attachment
Requested Changes to 2020 – 2025 SYCOP – February 7, 2020
BSOOB
- Capital Program
o Facilities
Eliminated $200,000 in 2022
Added $850,000 in 2024
Added $200,000 in 2025
o Preventive Maintenance
Increase from $163,300 to $204,500 in 2020
2% annual increases after 2020
o Mobility Management
Increase from $62,730 to $64,575 in 2020
2% annual increases after 2020
o Utility Vehicles
New request of $175,000 in 2021
o Bus Wash System
New request of $200,000 in 2022
o Trolley Purchase
2020 request increased from $1M to $1.1M
- Discretionary
o $500,000 in 2020 for coach bus
CBITD
- Capital Program
o Facility
New request of $3,005,000 in 2020
New request of $211,552 in 2025
o Vessels (Other)
New request of $156,260
New request of $162,270 in 2025
o Customer Service
New request of $78,130 in 2021
o Office
New request of $174,290 in 2025
o Preventive Maintenance (Vessels)
New request of $2,067,571 in 2025
METRO
- Capital Program
o Buses – Replacement Purchases
New request of $1,586,722 in 2020
o Bus Stops – Shelters/Signs
New request of $80,000 in 2020
o Safety and Security
New request of $32,000 in 2020o Preventive Maintenance
Increase from $649,278 to $824,278 in 2020
2% annual increases after 2020
o Regional Transit Stop Improvement Project
$2M in 2020 distributed across 2020 ($250,000) and 2021 ($1,750,000)
- Operating Assistance
o Fixed Route Bus Service
Increase from $1,875,078 to $2,272,954 in 2020
2% annual increases after 2020
o Fixed Route Bus Service – Expansion
Eliminated $100,894 in 2020
Revised requests through 2025
$102,912 to $275,000 in 2021
$529,970 to $750,000 in 2022
Annual 2% increases after 2022
o Route 7 JARC Grant
Eliminated total of $493,976 from 2020 through 2025
- Discretionary
o Bus Purchase (Replacement)
Eliminates $1,411,765 in 2020
Adds $2,222,000 in 2021
Adds $1,731,000 in 2022
Adds $2,400,000 in 2023
NNEPRA
- Capital Program
o Consistent $1.5 million annual request for Tie Replacement/ROW
RTP
- Capital Program
o Moved $190,720 in 2019 and annual 2% increases from operating expenses to capital
program
- Operating Expenses
o Eliminated and moved to capital expenses
SPBS
- Capital Program
o Replacement for AVL/CAD System
New request of $40,000 in 2020
New request of $15,000 in 2021
New request of $15,000 in 2022
YCCAC
- Operating Assistance
o 2% annual increase through 2025Attachment
PACTS Six Year Capital and Operating Plan (SYCOP) Update
Supplemental Information Form
Contact Person:
Tony Scavuzzo
TScavuzzo@BSOOBTransit.org
207-283-3645
Project: 2020 Preventative Maintenance – increase of $45K. Subsequent
similar increases over 5 years.
This change is being requested due to the current run rate of our maintenance
costs. BSOOB Transit’s average age of fleet is nearing 1 years, far past useful life
according to FTA.
BSOOB Transit has 12 new vehicles on the procurement horizon (Two Zoom
coaches, Two electric buses, Eight seasonal trolleys) which will provide considerable
help in driving down our currently high maintenance costs. We strategize daily on how
to keep maintenance costs down in the face of consistent challenges.
To bridge this gap in healthy asset procurement, we will need to sustain our
current maintenance trends to operate our aging fleet. Keeping our fleet on the road
will let us continue our depended on service to our over 360,000 annual riders.
With new leadership, BSOOB Transit is looking at all ways to collaborate with
local stakeholders, sister agencies and project partners to evolve into the most efficient
and effective local transportation entity it can be for its owners and constituents. This
will take time to complete the process. Bridging our healthy asset gap with new
perception and attitude is an obstacle we are willing to tackle as we become a strong
21st century organization.
We are looking forward to swift procurement processes in the upcoming months
and years as well as an ongoing future healthy procurements to ensure the organization
is not in this situation in the future. This operating capital is mission critical toward the
operating successes in our future.
Anthony J. Scavuzzo, PMP
Executive Director Operations Center - 13 Pomerleau St. Biddeford, ME 04005
Saco Transportation Center – 130 Main St. Saco, ME 04072
H. Rodney Carpenter Phone (207) 282-5408 www.bsoobtransit.org
Deputy DirectorContact Person:
Tony Scavuzzo
TScavuzzo@BSOOBTransit.org
207-283-3645
Project: 2020 capital increase of $100K for capital trolley purchase
In 2020, BSOOB Transit currently has $1M budgeted for a procurement of
four (4) trolleys to help replace its aging trolley fleet. The majority of our trolley
fleet is 19 years old. There is another $1M budgeted in 2022 for four (4)
additional trolleys to complete the trolley fleet replacement in full.
In 2019, BSOOB Transit requested and was awarded a 5339 discretionary
grant from FTA in the amount of $880,000 for four (4) replacement trolleys. ME
DOT has agreed to provide the needed local match in the form of $220,000, for a
total procurement amount of $1.1M.
With this award, the $1M budgeted for our 2022 trolley procurement can
be reevaluated at PACTS for potential use in other ways by agencies in the
Portland, ME area. BSOOB Transit is happy to have been granted this award as it
helps all sister agencies and local ridership in the long run.
The ask of $100k in 2020 is for the currently budgeted amount of $1M to
match our current grant amount of $1.1M so one procurement can be made for 8
trolleys for a similar model with similar specifications and costs. This in trade for
the $1M savings in the future for the MPO seems reasonable and able to be
accommodated and will help streamline this process for us.
The local economy is sparked each year by seasonal trolley users visiting
Old Orchard Beach and surrounding areas for recreation, dining and amusement
activity. Safe, clean, reliable and affordable transportation from tourist’s place of
stay to these destinations is an integral part of the process. Congestion mitigation
in BSOOB Transit’s coastal service towns is also a major factor for ensuring our
current trolley service is healthy long term. Over 140,000 passengers were
carried by BSOOB Transit’s trolley service in 01 .
Anthony J. Scavuzzo, PMP
Executive Director Operations Center - 13 Pomerleau St. Biddeford, ME 04005
Saco Transportation Center – 130 Main St. Saco, ME 04072
H. Rodney Carpenter Phone (207) 282-5408 www.bsoobtransit.org
Deputy DirectorContact Person:
Tony Scavuzzo
TScavuzzo@BSOOBTransit.org
207-283-3645
Project: 2024 Facilities upgrades – Parking lot expansion - $500K,
Fuel system - $350K
BSOOB Transit is requesting assistance for two facilities upgrades to their
current operations facility at 13 Pomerleau St., Biddeford, ME in 2024.
The first request is for a parking lot expansion to accommodate our vehicle
fleet. Currently at our peak operating times, BSOOB Transit has vehicles lining our
driveway creating enough parking space overnight to house our fleet. BSOOB
Transit owns adjacent land that we plan to clear cut, pave, light and run power to
creating enough extra parking so our family of bus assets can be parked safely and
on site. Currently, our trolley fleet is stored at Biddeford Public Works during the
months due to space challenges. We would like the ability to store all of our
vehicles at our facility. The extra space will make traversing our driveway safer
year round for our buses as well as visitors to our facility.
The amount requested for this facility upgrade is $500K.
The second request is to replace our fuel system, which will be at the end
of its thirty year life in the coming years.
A modernized fuel system is mission critical to sustaining a healthy
operation. We have gotten as much use from our current system as we can.
BSOOB Transit has targeted 2024 to fully replace our on campus system with one
that can continue to accommodate our operation into the future. We are
beginning to shop for potential vendors for this installation.
The anticipated cost for a full replacement is $350K. This is the amount we
have requested in the 2024 SYCOP.
Anthony J. Scavuzzo, PMP
Executive Director Operations Center - 13 Pomerleau St. Biddeford, ME 04005
Saco Transportation Center – 130 Main St. Saco, ME 04072
H. Rodney Carpenter Phone (207) 282-5408 www.bsoobtransit.org
Deputy DirectorContact Person:
Tony Scavuzzo
TScavuzzo@BSOOBTransit.org
207-283-3645
Project: 2025 Facilities upgrades – Stand alone generator - $200K
2025 facilities upgrade plans will include a stand alone generator to support
any power outages due to weather or other challenges.
With electric buses on the horizon for BSOOB Transit and a plan for more in
the future, the need for an independent generator is apparent to ensure a bus
fleet that will be, in part 100% battery electric, is not stopped in its tracks due to
an unforeseen challenge.
BSOOB Transit seeks to stay as far ahead as possible in being ready for
these challenges while being mindful of fitting funding asks into the current
SYCOP. We have just completed a building expansion as well as filling new space
at the Saco Transportation Center that is helping promote our growth. With this,
we need to follow suit with other operational needs and requirements, such as a
back up generator, to support our upcoming technologically advanced fleet.
The amount currently anticipated for this facility upgrade is $200K.
Anthony J. Scavuzzo, PMP
Executive Director Operations Center - 13 Pomerleau St. Biddeford, ME 04005
Saco Transportation Center – 130 Main St. Saco, ME 04072
H. Rodney Carpenter Phone (207) 282-5408 www.bsoobtransit.org
Deputy DirectorAttachment
PACTS Six Year Capital and Operating Plan (SYCOP) Update
Supplemental Information Form
General Requirements for Proposals:
1. The following types of SYCOP projects are subject to additional review:
a. New or significantly revised capital projects exceeding $100,000, for a single year or
combined over multiple years
b. Standard operating and/or Americans with Disabilities Act paratransit operating requests
exceeding a 2% increase in funds over the previous year
c. New or significantly revised planning projects exceeding $50,000, for a single year or
multiple years
2. Each individual project that is subject to additional review shall require the submission of a separate,
project supplemental information form. These forms shall be submitted to GPCOG Transportation
Project Manager (rneale@gpcog.org) and will be reviewed by the Transit Committee during the
SYCOP update process.
3. Any proposed new funding item or project that represents a transit expansion or enhancement as
defined under the PACTS Regional Transit Expansion and Enhancement Procedures shall require a
formal application and will be treated and evaluated under these procedures as a Regionally
Administered Discretionary (RAD) project.Project Supporting Information:
1. Applicant Organization: Casco Bay Lines
2. Contact person: Hank Berg
a. Email Address: hankb@cascobaylines.com
b. Phone Number: 207-774-7872
3. For those projects subject to additional review, agencies submitting such requested revisions shall
provide a brief summary of each requested change (2 pages or less for each) addressing the
following:
a. Why is this change being requested?
CBL’s terminal renovation phases & currently has $ . M of funding from a variety of sources (FTA
urban formula funds, FTA urban discretionary funds, MaineDOT, City of Portland and CBL) for the design
and construction of the repair and renovation of the building, site, and pier. Current estimates for the
construction phase have come in at $5.5M over current funding. $3.0M of this has been added to the
SYCOP in 2020 to be able to proceed. The remained will be covered through cost reductions and/or other
funding sources. The increase is due to dramatic increases in contractor costs which is a symptomatic of
the economic boom of the region where there is more work than there are contractors to do the work.
Significant increase in project costs are being experienced by everyone looking to do construction
projects in today’s environment including MaineDOT and the City of Portland.
b. What alternatives have been considered?
Significant descoping of the project leaving portions of the facility in continued need of repair.
c. What efforts have been made to reduce this cost increase?
When no bids were submitted for the construction RFP, CBL implement a Contract Management at Rick
procurement process and after 6 bids were received CBL hired a Contract Manager (Landry French) to
analyze all items of the project to identify opportunities for cost reduction. They will be working at
eliminating items that are not absolutely necessary and any items can be delayed and incorporated later
with a goal of $2.5M reduction.
d. How will this change impact passengers and service?
Safety with the co-mingling of passengers, freight and vehicles and not enough space as well as
passenger inconvenience and longer boarding times
e. H ill hi im ac he agenc T an i A e Managemen TAM Safety, or other
PACTS/Maine Department of Transportation/Federal Transit Administration performance
measures?The facility and pier are rated as marginal and in need of repair in CBL’s TAM plan.
f. Is there potential to collaborate with or involve other agencies in this project to improve
transit service in the region?
There are no other agencies providing ferry service to regulated Casco Bay islands.
g. Is this eligible (and likely to be competitive) for discretionary funding opportunities?
CBL has already been successful in applying for and receiving $ . M of federal funding from FTA’s
Discretionary Passenger Ferry Program in 2019.PACTS Six Year Capital and Operating Plan (SYCOP) Update
Supplemental Information Form
CBL – 2025 Maquoit Main Engine Rebuild
General Requirements for Proposals:
1. The following types of SYCOP projects are subject to additional review:
a. New or significantly revised capital projects exceeding $100,000, for a single year or
combined over multiple years
b. Standard operating and/or Americans with Disabilities Act paratransit operating requests
exceeding a 2% increase in funds over the previous year
c. New or significantly revised planning projects exceeding $50,000, for a single year or
multiple years
2. Each individual project that is subject to additional review shall require the submission of a separate,
project supplemental information form. These forms shall be submitted to GPCOG Transportation
Project Manager (rneale@gpcog.org) and will be reviewed by the Transit Committee during the
SYCOP update process.
3. Any proposed new funding item or project that represents a transit expansion or enhancement as
defined under the PACTS Regional Transit Expansion and Enhancement Procedures shall require a
formal application and will be treated and evaluated under these procedures as a Regionally
Administered Discretionary (RAD) project.Project Supporting Information:
1. Applicant Organization: Casco Bay Lines
2. Contact person: Hank Berg
a. Email Address: hankb@cascobaylines.com
b. Phone Number: 207-774-7872
3. For those projects subject to additional review, agencies submitting such requested revisions shall
provide a brief summary of each requested change (2 pages or less for each) addressing the
following:
a. Why is this change being requested?
The Maquoit main engine overhaul had not been included because the previous plans assumed the vessel
would have been replaced by 2023. However, given the existing delays in the Machigonne replacement
vessel it looks like the Maquoit will be delayed 1 to 2 years. The vessel engines need to be rebuilt per the
manufacturers specifications to be in compliance.
b. What alternatives have been considered?
Replacing the engine which is cost prohibitive.
c. What efforts have been made to reduce this cost increase?
CBL relies on the engine manufacturers for the most cost effective rebuild depending on the amount of
service the vessel has experienced.
d. How will this change impact passengers and service?
Safety and inconvenience of needing to take the vessel out of service due to engine problems and/or
USCG inspections.
e. H ill hi im ac he agenc T an i A e Managemen TAM Safe he
PACTS/Maine Department of Transportation/Federal Transit Administration performance
measures?
The Ma i engine e lacemen i in CBL TAM
f. Is there potential to collaborate with or involve other agencies in this project to improve
transit service in the region?
There are no other agencies providing ferry service to regulated Casco Bay islands.g. Is this eligible (and likely to be competitive) for discretionary funding opportunities? While this may technically be eligible for discretionary funding opportunities it is something that has to be done and cannot dependent on discretionary funding opportunities.
Changes to CBL Long Range Capital Improvement Plan from approved FY2019 plan
1. Modified 2020
a. Added $3.005M in 2020 of an estimated $5.5M increase in terminal
renovation to SYCOP*
2. Modified 2021
a. Added AVL replacement for $78.1k ($65K project cost) in 2021
b. Repurposed the $2.404M budgeted for facilities in the SYCOP 2020
discretionary grant section to be used for the electrification of ferry
3. Modified 2023
a. Added Maquoit main engine rebuild: $156,260*
4. Added 2025 (Note: total is slightly off from SYCOP due to rounding)
a. Aucocisco Main engine rebuild: $162,270 ($135,000 project cost)
b. Van replacement: $55,300 ($46K project cost)
c. IT replacement: $96,200 ($80k project cost)
d. Office machines: $18,000 ($15K project cost)
e. Munis (Accounting s/w) upgrade: $60,100 ($50K project cost)
f. Gate winches: $60,100 ($50K project cost)
g. Forklift replacements: $96,200 ($80K project cost)
h. Planning: $64,000
i. Other various PM: $2,068,000
* SYCOP supplemental information form includedAttachment
PACTS Six Year Capital and Operating Plan (SYCOP) Update
Supplemental Information Form
General Requirements for Proposals:
1. The following types of SYCOP projects are subject to additional review:
a. New or significantly revised capital projects exceeding $100,000, for a single year or
combined over multiple years
b. Standard operating and/or Americans with Disabilities Act paratransit operating requests
exceeding a 2% increase in funds over the previous year
c. New or significantly revised planning projects exceeding $50,000, for a single year or
multiple years
2. Each individual project that is subject to additional review shall require the submission of a separate,
project supplemental information form. These forms shall be submitted to GPCOG s Transportation
Project Manager (rneale@gpcog.org) and will be reviewed by the Transit Committee during the
SYCOP update process.
3. Any proposed new funding item or project that represents a transit expansion or enhancement as
defined under the PACTS Regional Transit Expansion and Enhancement Procedures shall require a
formal application and will be treated and evaluated under these procedures as a Regionally
Administered Discretionary (RAD) project.Project Supporting Information:
1. Applicant Organization: Greater Portland Transit District
2. Contact person: Greg Jordan, General Manager/CEO
a. Email Address: gjordan@gpmetro.org
b. Phone Number: 207-517-3025
3. For those projects subject to additional review, agencies submitting such requested revisions shall
provide a brief summary of each requested change (2 pages or less for each) addressing the
following:
Bus Purchases (Replacements) Shift $1,411,765 from the Di c e i na ec i n f he SYCOP
the Funded ec i n in FY 2020. Supplement this pre-programmed amount with $174,957. Total
allocation for FY 2020 requested to be $1,586,722.
a. Why is this change being requested?
Using previously awarded FTA Section 5307 funding and local funding from municipalities,
Metro has sufficient funding to replace 5 out of 7 of its remaining 2005 CNG Orion 35-foot
buses. Several years ago, Metro programmed funding to replace up to 3 of these buses in the
Discretionar section of the SYCOP. This was done with the understanding by the Transit
Committee that critical asset replacement needs which compete for, but do not receive
discretionary funding can shift the funding allocation back to the Funded section of the
SYCOP. Metro applied for funding through FTA s Section program in 2019, but was not
awarded funding. As noted, Metro has sufficient carry-over funding from a prior grant to
cover the cost of 5 out of 7 of its remaining 2005 CNG buses, but requires an additional
$765,196 in FTA 5307 funding to ensure all 7 buses are replaced in 2020. Replacing these
buses in 2020 is critical because the buses are now 15 years old and the CNG fuel tanks are
certified ONLY through 2020 and cannot be recertified and replacement of the tanks is a cost-
prohibitive investment for a 15-year-old bus.
Additionally, Metro is requesting FTA Section 5307 funding in the amount of $821,526 in order
to replace two 2004 35-foot diesel Gillig buses. These buses are now 16 years old and are
costly to maintain. Furthermore, these buses are high-floor and use lifts instead of ramps to
board people with disabilities. While the buses are accessible, the boarding process is difficult
for people with disabilities and takes significant time. Metro applied for funding through FTA s
Section 5339 program in 2019, but was not awarded funding. Metro has secured state funding
to cover 20% of the cost of replacing these buses which allows Metro to request 80% from
the FTA Section 5307 program rather than the full 85%.b. What alternatives have been considered? Metro has evaluated the cost and viability of replacing the fuel tanks on the seven 2005 CNG Orion buses and determined that the investment is cost-prohibitive given the age of the vehicles. Metro has also evaluated the cost and impacts associated with continuing to operate the two 2004 diesel Gillig buses and determined that the cost to operate and maintain 16 year old buses is prohibitive and our passengers require that our bus fleet be fully low-floor and ramp accessible. Additionally, greenhouse gas emissions will be reduced and local air quality improved by replacing 16-17 year old equipment with buses that will have higher fuel efficiency and include the latest diesel emissions control technology. c. What efforts have been made to reduce this cost increase? In accordance with Metro s Transit Asset Management Plan the agency s policy is to replace 12 year buses before reaching 14 years of age. In order minimize and optimize the impact on the SYCOP, Metro has kept these buses in service beyond the 14 year mark. d. How will this change impact passengers and service? Replacing buses within a reasonable timeframe after the end of its useful life ensures operating-maintenance costs are optimized and service disruptions due to malfunctioning equipment are minimized. Furthermore, greenhouse gas emissions will be reduced and local air quality improved by replacing 16-17 year old equipment with buses that will have higher fuel efficiency and include the latest diesel emissions control technology. Finally, replacing high floor-lift equipped buses with low floor ramp equipped buses will improve accessibility and positively impact on-time performance.
e. How will this impact the agenc s Transit Asset Management TAM Safet or other
PACTS/Maine Department of Transportation/Federal Transit Administration performance
measures?
This request is consistent with Metro s approved Transit Asset Management Plan
f. Is there potential to collaborate with or involve other agencies in this project to improve
transit service in the region?
Given the near-term need, there is not an opportunity for inter-agency collaboration to
reduce or mitigate this request.
g. Is this eligible (and likely to be competitive) for discretionary funding opportunities?
Yes. Metro applied for funding through FTA s Section program in 2019, but was not
awarded funding.
Bus Purchases (Replacements) Enter the following amounts to the Discretionary ec i n of the
SYCOP: $2,220,000 in FY 2021 to replace the four (4) B ee buses; $1,731,000 to replace three (3)
2011 Gillig buses that operate local service; $2,400,000 to replace four (4) 2011 Gillig buses that
operate local service.
a. Why is this change being requested?
The purpose of this request is to replace buses once they have surpassed their useful life by
either mileage or years of service.
b. What alternatives have been considered?
Alternative 1: defer replacements to future years. This alternative is not advisable because
maintaining older buses in service leads to increases in service disruptions, keeps higher
polluting buses on the street and negative impacts the agency s operating and maintenance
costs.
Alternative 2: Agency consolidation would reduce the region s overall fleet needs for the
existing level of service.
c. What efforts have been made to reduce this cost increase?
Metro is placing these requests in the Discretionary section of the SYCOP and intends to
pursue discretionary sources of federal funding as well as partnerships with in-State partners
and local municipalities in order to minimize or prevent any impact on the Funded section
of the SYCOP.d. How will this change impact passengers and service?
Replacing buses within a reasonable timeframe after the end of its useful life ensures
operating-maintenance costs are optimized and service disruptions due to malfunctioning
equipment are minimized. Furthermore, greenhouse gas emissions will be reduced and local
air quality improved by replacing older equipment with buses that will have higher fuel
efficiency and include the latest diesel emissions control technology.
e. How will this impact the agenc s Transit Asset Management TAM Safet or other
PACTS/Maine Department of Transportation/Federal Transit Administration performance
measures?
This request is consistent with Metro s approved Transit Asset Management Plan.
f. Is there potential to collaborate with or involve other agencies in this project to improve
transit service in the region?
Yes. Agency consolidation would reduce the region s overall fleet needs for the existing level
of service. Also, a joint procurement with agencies needed similar buses could reduce unit
costs.
g. Is this eligible (and likely to be competitive) for discretionary funding opportunities?
Yes. Metro is placing these requests in the Discretionary section of the SYCOP and intends
to pursue discretionary sources of federal funding as well as partnerships with in-State
partners and local municipalities in order to minimize or prevent any impact on the Funded
section of the SYCOP.
Capital: Preventive Maintenance Enter the following amount to the Funded ec i n of the
SYCOP: $824,278 in FY 2020 with subsequent annual escalation by 2%.
a. Why is this change being requested?
Metro s total FY 2020 budget is $12.1 million. The cost of Metro s Preventive Maintenance
activities (labor, parts, contracted repairs and supplies) is $1.7 million. Up to $1.4 million is
eligible to be funded with FTA Section 5307 funding. The requested increase is intended to
help offset the cost increases related to maintenance labor and benefits costs as well as offset
the loss of the annual Natural Gas Tax Credit which Congress had funded annually until 2018.
The tax credit offset the cost of CNG fuel and represented $90k in net revenue to Metro after
allocating portions to Portland Public School and the City of Portland related to their CNG use.
Revenue from the tax credit helped offset the cost of maintaining CNG buses and the CNG
fuel station.b. What alternatives have been considered?
Metro has evaluated reductions in maintenance staff and efficiencies that could be gained
from a more strategic approach to parts purchasing and contracts. Reductions in staff were
ruled out because Metro s mechanic to bus ratio is already too low at 7 mechanics for 44
buses. Based on the general best practice of 1 mechanic for every 5 buses, Metro should have
8-9 mechanics. Metro s Finance and Maintenance staff are working toward developing a more
strategic approach to parts management and purchasing, but financial gains from this won t
be realized for several years.
c. What efforts have been made to reduce this cost increase?
These costs and programmatic changes are the result of a painful budget process in which the
agency initially faced a $1.3 million deficit. Numerous programmatic improvements were
deferred and costs optimized in order to reach the agency s $12.1 million final budget. For
example, Metro has been working to develop and fund a security program and improve
custodial services at its facility, but both of these programs were eliminated from the budget.
In addition, Metro dramatically scaled down its capital program for 2020 in order to mitigate
cost increases in other areas and is deferring a need to add mechanics and fleet care
technicians.
d. How will this change impact passengers and service?
No direct impact.
e. How will this impact the agenc s Transit Asset Management TAM Safet or other
PACTS/Maine Department of Transportation/Federal Transit Administration performance
measures?
Consistent with Transit Asset Management plan.
f. Is there potential to collaborate with or involve other agencies in this project to improve
transit service in the region?
Yes. In the future a more shared or consolidated approach to bus maintenance could reduce
overall regional costs.
g. Is this eligible (and likely to be competitive) for discretionary funding opportunities?
No.Operating Assistance In the F nded ec i n f he SYCOP, zero out all prior amounts and enter
the following amounts: Fixed Route Bus Service - BASE: $2,228,386 in FY 2020 with subsequent
annual escalation by 2%; Fixed Route Bus Service Expansion (Transit West): $275,000 in FY 2021 and
$750,000 in FY 2022 followed by annual escalation of 2%.
BASE: $2,228,386 in FY 2020 with subsequent annual escalation by 2%
a. Why is this change being requested?
Fixed Route Bus Service - BASE: $2,228,386 this amount now includes previously awarded
funding ($100,894) to support the Breez following the phase-out of CMAQ. It also includes
previously approved funding for Route 7 JARC Grant ($78,308), which should no longer be
characterized as a separate allocation and rolled into Metro s base funding for operations
In addition to these administrative changes, Metro requests an increase in ongoing operating
assistance of $174,105 effective in FY 2020. Metro s budget contains numerous increases and
decreases across line items, but we point to the following changes as specifically justifiable
for supplemental support from the FTA Section 5307 Program (please note that Metro has
over $4.1 million in local contributions and therefore sufficient local capacity for the requested
increase is federal operating and PM support).
Metro s board approved an FY 2020 budget with two additional positions including a
Regional Fare System Administrator who will manage the new regional automated
fare system and an additional dispatcher position (bringing the total to 4 dispatchers).
The fully burdened annual cost of these positions is $70k and $80k respectively.
The Fare Revenue Administrator is critical to the management of the new regional
automated fare system and will support South Portland Bus Service and Biddeford-
Saco-Old Orchard Beach Transit. The position costs will be offset to the extent it is
successful helping Metro and the partners maximize use of the new system by
external organizations and employers on behalf of their employees and clients.
The additional dispatcher (a mid-year 2020 hire) is necessary to finally ensure that
Metro s transit operation is monitored and managed during all service periods. At
present, the agency s 3 dispatchers are not sufficient to cover all shifts along with
vacations and absences. As a result, there are times with the operation is not
supervised or management staff is required to fill shifts which diverts their attention
from their core jobs. Secondarily, this position will allow Metro to implement in a
limited fashion the best practice of providing field supervision. Field supervision
provides bus operators with important support as the Field Supervisor can
implement detours, respond to and manage safety and security incidents, respond to
and investigate accidents while helping to restore service, and evaluate performance.
Beginning in 2020, Metro will begin annual hardware/software maintenance fees on
the Automated Vehicle Location (AVL) system which provides computer aided
dispatch functions and allows real-time bus arrival information to be pushed to thepublic. The first five years of maintenance support was included in the original grant.
Beginning in 2020, Metro will pay its vendor Clever Devices approximately $35,000
per year. It s possible that a successor AVL system will carry much less upfront and
annual operating expense. Until a new system is in place, Metro s is requesting
assistance to ensure this vital service continues.
For several years, Metro has been absorbing the full regional cost of text messages
fees associated with the real-time arrival component of the AVL system. Metro, South
Portland and Casco Bay Lines are participants in the project in which passengers can
check on arrival times via text message. This has been an important customer service
feature that gets a lot of use and ensures access to real-time bus/ferry data is
equitably accessible to people who may only use non-smart mobile phones. The
annual cost to Metro is approximately $19,000 per year. Absent an additional funding
source, Metro will have to re-evaluate this feature and expense.
b. What alternatives have been considered?
Fare Revenue Administrator Metro evaluated the pros and cons of doing nothing and
contracting for these functions and determined that an in-house hire that also supports
regional partners is the best approach and has the best chance to maximize fare revenue.
Dispatcher/Field Supervisor Metro evaluated the pros and cons of doing nothing and
continuing to over rely on a Dispatcher-in-Training Program in which Bus Operators serve
rotations as student dispatchers. The program is designed to give Bus Operators a career path
and the agency has access to qualified dispatchers when vacancies or long-term absences
occur. However, over reliance on this program to fill a structural gap in the dispatch ranks
would continue to worsen an ongoing bus operator shortage due to the very tight labor
market.
AVL System Metro and partners are at the beginning stages of planning a successor AVL
system that is less costly and provides a better product. At present, Metro has no choice but
to continue with the current vendor.
Text Messaging the only viable alternative is eliminating the text messaging feature and this
is not in the best interests of the public.
c. What efforts have been made to reduce this cost increase?
These costs and programmatic changes are the result of a painful budget process in which the
agency initially faced a $1.3 million deficit. Numerous programmatic improvements were
deferred and costs optimized in order to reach the agency s $12.1 million final budget. For
example, Metro has been working to develop and fund a security program and improve
custodial services at its facility, but both of these programs were eliminated from the budget.
In addition, Metro dramatically scaled down its capital program for 2020 in order to mitigatecost increases in other areas and is deferring a need to add mechanics and fleet care
technicians.
d. How will this change impact passengers and service?
The added positions will have positive impacts on passengers and service. The Fare Revenue
Administrator will help passengers, employers and client organizations interface with and get
the best use from the automated fare system. Further, this position will provide support to
the administrations of South Portland and BSOOB Transit. This position is necessary to
maximize the revenue and ridership potential associated with the automated fare system and
its costs should be offset by increased fare revenue. The additional dispatcher will help
ensure safe and effective operations during all service periods and will help prevent and
mitigate service disruptions in its capacity as a field supervisor.
The requests for financial assistance on the cost of the AVL system and text messaging does
not impact passengers or service.
e. How will this impact the agenc s Transit Asset Management TAM Safet or other
PACTS/Maine Department of Transportation/Federal Transit Administration performance
measures?
N/A
f. Is there potential to collaborate with or involve other agencies in this project to improve
transit service in the region?
Already in progress as it relates to the Fare Revenue Administrator, AVL and Text Messaging.
g. Is this eligible (and likely to be competitive) for discretionary funding opportunities?
No.
Fixed Route Bus Service Expansion (Transit West): $275,000 in FY 2021 and $750,000 in FY 2022
followed by annual escalation of 2%.
a. Why is this change being requested?
In 2016 as part of a RAD application, Metro requested that $425,000 in operating assistance
be provided beginning in 2022 to support the Transit West Expansion (Husky Line and Route
3) once CMAQ start-up funding phased out. The request for $275,000 in FY 2021 relates to
the fact that the expansion commenced in late August 2018 and the 3-year pilot phase will
conclude in August 2021 as will the start-up CMAQ funding. As a result, Metro requires thatfollow-on 5307 funding be in place for the final 4 months of Metro s 2021 fiscal year (Sept- Dec). The main part of this request is to increase the annual amount in FY 2022 from $425,000 to $750,000 and escalated by 2% per year thereafter. The basis for the request is that the overall cost of operating the expansion routes is greater compared to expectations in place in 2016. Also, there have been some revenue reductions that require offset. Finally, Metro was not able to leverage all possible restructure opportunities of existing routes due to community and Westbrook City Council concerns. Metro is compiling more detail and financial analysis related to this request and will submit to PACTS and present information at upcoming meetings as needed. b. What alternatives have been considered? Continued efforts to optimize costs and revenues. As the main part of this request is 2 years away, Metro is willing to consider the request conditional and report back on steps to secure additional funding assistance from other sources. A last resort will be to reduce service levels or restructure routes. c. What efforts have been made to reduce this cost increase? These costs and programmatic changes are the result of a painful budget process in which the agency initially faced a $1.3 million deficit. Numerous programmatic improvements were deferred and costs optimized in order to reach the agency s $12.1 million final budget. For example, Metro has been working to develop and fund a security program and improve custodial services at its facility, but both of these programs were eliminated from the budget. In addition, Metro dramatically scaled down its capital program for 2020 in order to mitigate cost increases in other areas and is deferring a need to add mechanics and fleet care technicians. d. How will this change impact passengers and service? Securing the needed funding and/or optimizing costs will ensure service levels and routes are not negatively impacted. e. How will this impact the agenc s Transit Asset Management TAM Safet or other PACTS/Maine Department of Transportation/Federal Transit Administration performance measures? N/A
f. Is there potential to collaborate with or involve other agencies in this project to improve
transit service in the region?
A key element of the Transit West expansion is the new cross-town Route 3 which connects
northwest Portland with Westbrook and South Portland. In conjunction with the planning
process for this expansion, Metro worked with the City of South Portland on a transit
operations consolidation plan. A key element of that plan was to ensure that South Portland
covered its fair share of the cost of the Route 3 service to the Maine Mall area which is within
South Portland s cit limits (and vice versa with the city of Portland). Although the
consolidation plan was rejected by the South Portland City Council, Metro concluded that the
Maine Mall area is critical from a mobility and jobs perspective and determined that the Route
3 should be launched with service to South Portland and the Maine Mall. There is some
overlap between the Route 3 and Routes 24A and B. There could be an opportunity to
optimize routes and costs in this area.
g. Is this eligible (and likely to be competitive) for discretionary funding opportunities?
No. Although it should be noted that Metro requested an increase in CMAQ funding to
support the Transit West routes during its pilot stage and this request was supported.Board of Directors
October 29, 2019 at 4:00 p.m.
114 Valley Street | Portland ME, 04102
METRO Conference Room
MEETING AGENDA
ACTION or
AGENDA ITEM PRESENTER
INFORMATION
Belinda Ray, Board N/A
1. Call Meeting to Order (4:00)
President
2. Public Comment (4:00-4:05) Belinda Ray, Board Information
The METRO Board of Directors welcomes public comment. For items President
NOT listed on this agenda, the chair will recognize speakers at this
point on the agenda. For items on the agenda, the chair will recognize
public comment following the staff presentation. There is a three-
minute time limit per citizen.
3. Meeting Minutes (4:05-4:10) Belinda Ray, Board ACTION
The Board will be asked to approve meeting minutes from the August President
22, 2019 meeting of the Board of Directors.
4. Ge e al Ma age Re (5:10-5:20) Greg Jordan, METRO Information
General Manager
Staff will present an update on this project including the status of the
vendor procurement.
5. Proposed 2020 Operating-Capital Budget (4:10-5:10) Staff will Greg Jordan, METRO ACTION
present the 2020 Operating Budget and Cost Allocation Method for General Manager
approval. The Finance Committee has reviewed this information at
previous meetings.
6. Future Agenda Items (5:20-5:25) Belinda Ray, Board Information
Board members to request future agenda items. President
7. Upcoming Meetings (5:25-5:30) Belinda Ray, Board Information
Finance Committee – December 4, 2019 at 4:00 p.m. President
Executive Committee – November 13, 2019 at 4:30 p.m.
Ridership Committee November 21, 2019 at 4:00 p.m.
Board of Directors – December 12, 2019 from at 4:00 p.m.
8. Adjournment (5:30) Belinda Ray, Board N/A
President
G:/Board/Board Meetings/2019/9. October/Board Meeting Agenda 102919.docxMeeting of the Board of Directors
August 22, 2019
Draft Meeting Minutes
Minutes of the Board of Directors Meeting of Thursday, Thursday, August 22, 2019 held at 4:00 p.m. in
the Grea er Por land Tran i Di ric conference room, 114 Valley Street, Portland, Maine.
Board Members Present: Staff and Others Present:
Belinda Ray Board President Greg Jordan
Hope Cahan Vice President Denise Beck
Paul Bradbury Treasurer Ellen Sanborn
Mike Foley Lauren Shaw
Pious Ali
Ed Suslovic
Board Members Absent: Public:
Jeff Levine George Rheault
John Thompson - Secretary Chri O Neil
Jim Violette Kristin Racine, Curtis Thaxter
1. The meeting was called to order at 4:04 p.m. by Belinda Ray, President of the Board.
2. Public comment: (Comments will be paraphrased in the meeting minutes)
Kristin Racine, Esq., from the law firm of Curtis, Thaxter and counsel for Maine Mall delivered a
prepared statement regarding the lease agreement between Rock Row and Greater Portland
METRO. This statement is attached in to to these minutes.
George Rheault, West Bayside, Portland:
Has the Board been advised of the disruption to buses caused by them being re-routed
around the construction on Preble St.? (this falls under the purview of Ridership)
The MMC agreement was poorly thought out and should have been structured so METRO
received an upfront payment at least equal to the amount MMC was paying annually for
tickets. Now every employee that uses the bus has to be captured at the bus, included in an
elaborate invoicing system, and payment received at a later date so that it is financing MMC
programs. This should have been done like the Rock Row lease agreement with an upfront
payment. He hopes the Board is requiring at least quarterly updates on MMC usage and
money being received.
Now that Yarmouth is continuing the Breez, when do they have to pay? This could be a cash
flow issue for METRO.
8/22/19 Board of Directors Meeting Minutes Page 13. Meeting Minutes of June 27, 2019:
Motion made by Ed Suslovic, seconded by Mike Foley, to approve the minutes from the June 27,
2019 Board of Directors meeting, amended to indent public comment and add a clarification
statement that public comment is paraphrased. Motion passed unanimously by all present.
4. General Manager’s Report (slide deck attached)
The General Manager provided updates on the following items:
Visit by Acting Administrator of Federal Transit Administration (FTA)
Metro applica ion o FTA Sec ion B and B Facili ie Gran Program for f nding o
replace five buses that have reached the end of their useful life.
Ridership associated with the transit pass program with Maine Medical Center.
Maine DOT study of moving the entire (or Amtrak portion) Portland Transportation Center to a
i e on he main line be een Merc a he Fore and S John S ree
FTA Triennial Review scheduled for 9/17 and 9/18.
Electric bus project.
Peninsula Loop Reboot project.
5. Automated Fare Policy and Technology
Greg Jordan pre en ed lide o refre h Board member and he p blic on he propo ed projec
background. South Portland (SP) councilors expressed overall support for the project. They are in
agreement with a February launch, but wish to keep the reduced fare at 0$.75 and continue to
provide paper transfers for cash customers within their system. Greg feels SP wants to push toward
regional alignment with them subsidizing riders internally.
METRO, ZOOM, and SP staff will visit Greensboro, NC 9/12-9/13 to see a program Delerrok
implemented in a system similar to Metro.
The current expectation is program launch in February or March 2020; paper fare media sales
stopping at implementation; and paper media use ending in March-April. ZOOM and SP want a longer
transition period to phase out paper media.
Several documents need o be comple ed MOU i h he par ner b-recipient agreements
required by FTA, and revenue sharing agreements. Hope to have all of these to the Board in October
or November.
Budget revenue with the later launch: METRO will be short on revenue this year, but plans to save
on expenditures and has other options to fall back on if needed. This will be discussed with the
Finance Committee in September.
6. METRO Breez and Status of New Members
Ridership on the Breez has been higher than projected throughout the pilot. Yarmouth has voted to
continue the Breez and join METRO. Greg has made presentations to Freeport and Brunswick and
each town approves having one representative per community on the Board. Final votes for Freeport
and Brunswick have not yet been scheduled. Greg would like to have the formal members part of
8/22/19 Board of Directors Meeting Minutes Page 2he Board b Oc ober o he can o e on he b dge Each o n ill co er heir fair hare
though Breez expenses tend to be less. A strategy is need to replace the smaller buses in 2021
because a larger fleet is needed and many will hit 200k miles next year, enabling them to be replaced
under FTA standards.
7. 2020 Budget Process
Greg Jordan distributed an outline of the process and is preparing to present to the Ridership
Committee on 8/29. He will be meeting with City managers over the next few weeks. A higher-level
preliminary budget will be reviewed at the 9/4 Finance Committee meeting. The preliminary
budget will go to Ridership 9/16, back to Finance 10/2, and then to the Board for approval 10/24.
Board approval triggers the 30-day review period for member communities for approval by action
or non-action. Final budget approval is in early 2020.
The Board would like the budget to be a communication/discussion item at the September meeting
and then go to Finance for more review and information before the October Board meeting.
A Downtown Westbrook Hub is being vetted and Metro should be prepared to respond to this with
available options under its 5-year CIP plan.
Transit Tomorrow: PACTS is hosting a transit board workshop at Casco Bay Lines terminal 9/23/19,
5:30-8:30 p.m.
8. Future Agenda Items
Rapid Transit (BRT) go to Ridership first.
Rail corridor information
Status update, memo, and check-in about Rock Row (as of 6/30/19 Ed Suslovic is no longer a
consultant for Rock Row).
9. Upcoming Meetings – NO MEETINGS IN JULY
Finance Committee September 4, 2019 at 4:00 p.m.
Executive Committee September 11, 2019 at 4:30 p.m.
Ridership Committee August 29, 2019 at 4:00 p.m.
Board of Directors September 26, 2019 at 4:00 p.m.
10. Adjournment
Mike Foley moved to adjourn, seconded by seconded by Paul Bradbury. With unanimous approval
by all present, the meeting adjourned at 5:03 p.m.
8/22/19 Board of Directors Meeting Minutes Page 3BOARD OF DIRECTORS DATE October 29, 2019 SUBJECT 2020 Operating Budget PURPOSE Take action of 2020 operating and capital budgets. BACKGROUND/ANALYSIS The current draft of the 2020 operating budget totals $12,153,316 and represents a 6.6% increase compared to the 2019 budget. The local assessments are outlined below: There are three (3) major projects on deck for 2020 including: 1) the implementation of a fare increase and automated fare payment technology, 2) complete the planning process for the Peninsula Loop Reboot, and 3) advance the electric bus project. There are no major service changes planned for 2020 that impact cost. Service Levels With no major service changes planned for 2020, the level service provided is essentially unchanged. Minor service adjustments include: Husky Line: planned re-route of the Husk Line to ser e Westbrook Crossing and Rock Ro s Phase 1 commercial complex at Main Street and Larrabee Rd. Route 4 (Brighton-Main): re-route of the outbound Route 4 to provide access to the Westbrook Crossing shopping center on Main Street instead of pulling onto the property. Schedule and trip adjustments to improve optimize running times and on-time performance. Estimated revenue hours by route and municipality are provided in Table 1 on page 2 along with ridership by route for 2017 and 2019. 2018 is excluded due to the mid-year expansion of service.
Table 1: Revenue Hours By Route and Municipality Figure 1: Ridership by Route in 2017 and 2019 (2018 excluded due to mid-year service changes)
Table 1: Draft 2020 Operating Budget – Personnel Expenditures
Notes on Draft 2020 Operating Budget – Personnel Expenditures
1. Regular Wages The increase in this line item relates to the anticipated annual COLA increase
as well as union contract required wage step increases and the annualization of cost related
to the IT coordinator which was budgeted at half-year in 2019. In particular, the step increases
for bus operators are relatively high due to the large number of new drivers hired in 2018-
2019. Additionally, staff is proposing to add two additional full-time positions as further
described below:
a. Fare System Administrator this position is critical so that Metro is able to properly
manage the new automated fare system and maximize the ridership and revenue
potential. In particular, it will important for this position to help develop and manage
the many new pass programs that will be possible with the new system. Metro staff
have determined that the implementation of the automated fare payment system will
substantially increase the amount of financial transactions and activity that need to be
managed. The essential duties of this position are envisioned to include the following:
i. Manage Point of Sale (POS) network for card sales and re-loads.
ii. Smart card and ticket inventory management and distribution.
iii. Account management for organizations using smart cards and client portals
including providing set-up and training.
iv. Administer institutional pass program accounts.
v. Manage third-party that will be processing banking transactions.vi. Assist with revenue reconciliation and revenue distribution to partners.
vii. Ser e as Help Desk for customer service staff on system questions and issues.
Staff have determined that between the new functions and activity increase of existing
functions, this work cannot be absorbed by existing staff. If approved, this position
will be recruited and hired in January 2020 ahead of the system launch.
b. Dispatcher/Road Supervisor The justification for a 4th dispatcher is outlined below:
i. Solidify dispatch coverage Metro s current staffing le el of three full-time
dispatchers does not provide enough coverage to have a dispatcher in the
office at all times when Metro operates (currently Saturday night dispatch shift
is open from 2:30 pm to midnight). At the current staffing levels, when
dispatchers take time off, shifts must be covered with overtime, which can be
challenging because of the ten-hour dispatch shifts and the small pool of
dispatchers to draw from. When there are no dispatchers available to fill open
shifts either the Training Coordinator, Transit Operations Manager or the Chief
Transportation Officer must cover the shift.
ii. Institute Field Supervision Currently, Metro does not directly monitor its
service on the street. The additional dispatcher position would allow Metro to
institute road supervision shifts. The primary responsibilities of a field
supervisor would be: monitor the performance of the service, conduct support
rides, respond to and diffuse customer conflicts, establish detours and sign bus
stops as needed, check bus stops for cleanliness, respond to accidents and
assist with investigations, ride buses to evaluate operators.
iii. Provide more depth in the workgroup Adding a fourth dispatcher would
provide a safety net should there be an unexpected departure within the
workgroup. Currently, if a dispatcher were to leave unexpectedly, we would
likely have to reduce dispatch hours until a new dispatcher could be recruited
and trained. This could be a period of 6 to 8 weeks.
iv. Improved support for bus operators The additional dispatcher and resulting
street super ision ill directl impro e Metro s abilit to support its bus
operators while in service. Currently, Metro bus operators are mostly alone
when they deal with customer conflicts. This takes away from their primary
responsibility of safely transporting passengers. In situations where a
passenger needs to be removed from the bus, Metro relies solely on local
police. This leads to delays in service as bus operators wait for PD to respond.
A street supervisor would be able to respond to the scene of an incident
immediately. This gives bus operators a prompter response that they deserve
and reduces the amount of time that customers are delayed.
v. Improved customer service Field supervisors can reduce delays in service by
responding to incidents quickly. They can also address detours by working
directly with contractors and police to make sure that Metro is considered
when lanes are blocked.
vi. Reduced demand on management staff By increasing the number ofdispatchers from 3 to 4 the additional capacity in the workgroup will allow
them to assist the Operations Manager in a variety of ways. Non-disciplinary
contacts regarding minor issues can be handled by a street supervisor. At times
operators need to be spoken to clarify a policy or procedure. Most times these
are brief friendly conversations. Currently, the Operations Manager handles
these types of issues by meeting with employees. This can mean covering a trip
for someone to have a conversation that may only take five minutes.
Dispatchers t picall don t ha e time for these t pes of counselings because of
the workload in the dispatch office. A street supervisor could easily track down
these emplo ees and contact them hile the re on la o er or break and
address whatever needs to be addressed.
If approved, this position will be recruited and hired in July 2020.
2. Overtime-Operations The increase in overtime relates to the increase in overall payroll due
to the increase in regular wages. Overtime as a percent of regular wages for bus operators is
projected to be 14%. The budgeted amount in 2018 was 10% while the actual experience was
16%. The cause of this has been the difficulty hiring and retaining qualified staff who can
handle the stresses and schedule of driving buses. In addition, the agency is seeing greater
volatility in the numbers of bus operators go out on long-term medical leaves which creates
the need for the remaining active drivers to work overtime.
3. Overtime-Maintenance The increase relates primarily to creating overtime opportunities for
fleet cleaning duties as the agency is not yet at a fleet size and operation that requires
additional fleet cleaning staff.
4. Overtime-Administration The increase relates primarily to ensuring proper coverage for the
agency's customer service outlet at the Pulse. One of the customer service employees has
been re-assigned to support marketing and operations generally. While this individual
continues to support the Pulse, the staffing change leaves a gap in coverage for when
customer service employees are sick or on vacation. Metro staff is continuing to evaluate the
overall operations and current-future programmatic needs at the Pulse Transit Center, so this
line item is subject to change.
5. Holiday Pay-Worked Information on this line item is forthcoming.
6. FICA FICA represents the agency's share of social security and Medicare taxes and is 7.65%
of regular and overtime wages.
7. Health Insurance The amount is a function of anticipated coverage levels for all Metro
employees based on current information as well as a forecasted 10% increase in premium
costs. As in previous years, Metro will not know the actual % increase in premium cost until
late October.
8. HRA Payments Budget estimate is based on actual experience in 2018 and 2019.
9. Dental Insurance The amount is a function of anticipated coverage levels for all Metro
employees based on current information as well as a forecasted 10% increase in premium
costs. As in previous years, Metro will not know the actual % increase in premium cost until
late October.
10. Disability Insurance Information on this line item is forthcoming as Metro s insurance brokerYou can also read
