Transit Agency Status FY Current Financial Position Current Operations Service Statistics/Trends Funding Statistics/Trends Other Information/Assumptions Capital Status Review Statewide Cost Saving Ideas 1

Current Financial Position Reserves/Retained Earnings N/A Clarion County Transit does not retain any reserves or balances. Operations are outsourced. SourceBalance LotteryNone MATPNone MH/MRNone Area Agency on AgingNone Other State $None Other Local $None 2

Current Financial Position Level of Short-Term Debt/Loans—Identify each line of credit (excludes long-term bond financing) Name of Financial Institution Amount of Available Credit Interest Rate Current Credit in Use N/A, there are no credit facilities in place. 3

Current Financial Position Accounts Payable – Past due 90 days and over Accounts Receivable – Past due 90 days and over VendorAmount Past DueEstimated Pay Date none Program/AgencyAmount Past Due Date Requisitioned Estimated Pay Date none 4

Current Operations Staffing Level Contract Provisions Healthcare Pension Fuel Fares Other major factors producing cost increases above inflation Cost Savings Initiatives 5

Staffing Level/Org Chart 6 MTM Corporate Leadership Team Operations Manager DispatcherBilling Specialist Community Outreach and Receptionist Administrative Assistant DriversCounty Liaison

Labor Provisions Term of current union contract ________ to __________ DriversCurrent Starting wage Top wage14.09 Average wage Contract wage increasen/a Job ClassificationNumber- Full TimeNumber-Part Time Drivers107 Mechanics Dispatchers/ Reservations2 Clerical1 Manager1 Billing Specialist1 7

Important Labor Provisions Use of part-time employees – 7 PT drivers Number/percent of “split shift” drivers – not needed Overtime – less than 1% Outsourcing – outsource some MATP trips to taxis 8

Healthcare We anticipate savings from planned biometric screenings for wellness. We also have available an alternative lower cost plan for employees. UnionNon-Union Basic Coverage – Monthly Cost CurrentEmployee $430 Family $1,334 FY Plus 5% Employee Contributions – Monthly Cost CurrentEmployee $83 Family $388 FY Plus 5% Co-Payment Current$35 for office visit FY $35 9

Pension Employees are eligible for a 401k plan with a 25% match on contributions up to 5% of their salary. UnionNon-Union Employee Contributions CurrentUp to 15% FY Up to 15% Minimum Age to Qualify for Retirement Current59.5 FY Minimum Number of Years to Qualify for Retirement CurrentN/A FY N/A Minimum Number of Years to be Vested Current1 to 5 years FY to 5 years 10

Pension Describe any proposed changes and the estimated financial impacts. None Provide a status of the degree to which the pension funding is funded. If not fully funded please provide your strategy to fully fund pension. The 401k plan is a defined contribution plan, and is fully funded. 11

Fuel Current Cost per Gallon Contract rate or market rate? $3.30 per gallon is the most recent 30 day average Terms of contract (if applicable) – n/a. All fuel is purchased at current market rates. Projected Cost per Gallon and Basis for Projection Contract rate or market rate? $3.40 based on 3% inflation factor Terms of contract (if applicable) – n/a 12

Shared Ride Fares Date of Last Fare Increase Current Average fare - $34.33 per trip Planned Changes Date of planned decrease– Estimated average fare – $

Other Major Factors Producing Cost Increases Beyond Inflation FactorsCurrent Amount Projected Future Amount Explanation Example: Subcontracts Example: Employee Retention (Add others or change as appropriate) No such factors 14

Cost Savings Initiatives InitiativePlanned Action and Implementation Date Projected Savings Shift riders to PWDOutreach to promote PWD – Q trips; Q trips Goal of 300 per quarter in 2012 Implement DPW mileage reimbursement policy change Limit mileage reimbursement per mile rate to $0.12 – Q $59,722 annual Decrease deadhead hoursRevised scheduling procedure to reduce drive time to first pick up – Q % savings in deadhead Increase multi-loading opportunities Established out-of-county travel schedule in Q Identify new opportunities in 2012 Reduce no showsEnforced consumer no show policy – 1.92% in Q Goal of 1.65% in

Shared Ride Funding FY FY FY FY FY Operating Expense766,125988,088938,684919,909901,512 Passenger Revenue63 Lottery307,972402,523382,397374,749367,254 MATP309,603401,704381,619373,986366,507 Other183,552183,861174,668171,174167,751 Balance35,065 16

Shared Ride Statistics/Trends 17 Shared-RideFY FY FY FY FY Total Veh. Miles338,120370,510376,067381,708387,434 Cost per Mile Total Veh. Hours23,17423,40623,64023,87624,115 Cost per Hour Total Pass. Trips31,29134,43436,15637,96339,862 Cost per Trip Rev. per Tripn/a Trips per Hour

Capital Status Review 18 FY Actual FY Budget FY Forecast FY Forecast FY Forecast Source of Funds State – Community Transportation Capital $45,000$175,000$133,000$265,000$165,170 Uses of Funds Vehicle and Equip Purchases $38,441$175,000$132,000$263,550$163,170 Technology$0 $1,000$1,500$2,000 Sources Less Uses** $6,559$0

Statewide Cost Saving Ideas Regional Brokerage Model to promote Increased productivity through: Inter-county coordination of trips between counties Fixed schedules for long distance trips across multiple counties. Increased competition between transportation providers reduces rates and improves quality of service Brokerage Model Types Expand the Mandatory HealthChoices Program, or Regional Direct Brokerage Model 19

Regional Direct Brokerage Model 20

Statewide Cost Saving Ideas In-person ADA assessments (Physical and Cognitive) Identifies more persons capable of using fixed routes Typical Results 25% no show to appointments 5% determined capable of riding fixed routes 20% placed in conditional status Effective controls growth of demand response programs Travel training Individuals become more confident and self-reliant as a result of learning to travel independently. Travel training is always provided in the participant’s community, using real buses and situations. Training can be delivered one-on-one or in group settings. 21

Statewide Cost Saving Ideas Promote healthy competition within the passenger transportation provider business by reducing duplicative and unnecessary oversight Currently overseen by PennDot and the Public Utilities Commission Keep oversight focused on Safety, but not controlling competition 22