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32 APPENDIX B Results of Light Rail Transit Maintenance Staffing Questionnaire TBD = to be determined; IP = in progress; * = see comments in Appendix C San Francisco Salt Lake City Percentages Philadelphia Percentage Responses Responses San Diego Pittsburgh Cleveland Weighted Weighted Houston Portland Denver Buffalo Dallas Question AGENCY PHILOSOPHY, POLICIES, AND STANDARDS REGARDING LRT SYSTEM MAINTENANCE 1. How did you determine your initial level of staffing? (Rank up to three) a. system too old to know 1 1 1 3 30% 9 20% b. used recommendation of consultants 1 1 1 3 2 3 30% 12 27% required to conform to existing union c. agreements 2 1 1 10% 5 11% d. used historic formulas 2 1 2 1 10% 7 16% purposefully overstaffed to provide trained e. staff for next extension 3 0 0% 1 2% wanted to emphasize outsourcing f. opportunities 2 0 0% 2 4% g. other: 3* 1* 2* 1* 2 20% 9 20% 10 100% 45 100% 2. What factors determine your present level of staffing? (Rank up to three) requirements to conform to union a. agreements 3 0 0% 1 2% b. historic formulas 1 3 2 1 10% 6 10% c. experience with manpower availability 1 3 2 2 2 2 1 2 2 20% 17 29% policies on service quality (e.g., d. cleanliness, reliability, etc.) 2 1 1 2 1 2 1 1 5 50% 21 36% low spare ratio or excessive vehicle e. maintenance needs 2 3 1 3 3 1 10% 8 14% f. high worker turnover 0 0% 0 0% g. budget limitations 1 2 1 10% 5 8% h. other: 3* 0 0% 1 2% 10 100% 59 100% 3a. Was contracting out most or all maintenance functions ever considered? yes X X X X 4 36% no X X X X X X X 7 64% 11 100% 3b. If not, what might have been the reasons? (Choose one) a. never thought of it 0 0% b. no precedence in industry 0 0% c. existing union agreements precluded it X X X 3 33% 13C requirements/approvals were felt to d. be too difficult 0 0% e. wanted direct control of maint. quality X X 2 22% f. other: X* X* X* X* 4 44% 9 100%

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33 San Francisco Salt Lake City Philadelphia Percentage Responses San Diego Pittsburgh Cleveland Houston Portland Denver Buffalo Dallas Question 4. Does your agency have established maintenance standards/goals for...? a. exterior cleanliness of railcars X X X X X X 6 19% b. interior cleanliness of railcars X X X X X X 6 19% c. maintenance standards X X X X X X X X 8 28% d. component standards 0 0% e. time allowed before TVM repair X X 2 6% time allowed before lamp replacement in f. public areas of stations X X 2 6% g. time allowed before crossing-gate repair X X X 3 10% h. others: X* X* X X 4 13% 31 100% 5. Do you feel the maint. goals/standards are adequately and consistently monitored? a. yes X X X X X X X X X 9 90% b. no 0 0% c. inconsistently monitored X * 1 10% 10 100% 6. Do you feel "benchmarking" your performance is useful or realistic as a way to improve? a. yes, we benchmark quite a bit X X 2 18% b. we benchmark in certain areas X X X X 4 36% no, there are too many differences c. between properties to benchmark X X X X X 5 45% 11 100% If you benchmark, what performance indicators do you benchmark against? (Choose any 7. that apply) maintenance expenses per revenue a. vehicle-mile X X X X X 5 28% b. maintenance expenses per track-mile X 1 6% c. miles between revenue vehicle failures X X X X X X X 7 39% d. maintenance labor hours per vehicle X X 2 11% e. annual revenue-miles per employee X X X 3 17% MTBF for TVMs and escalators (if any) or f. other equipment 0 0% g. others: 0 0% 18 100% 8. Would ridership allow single-car trains during midday or evening? a. yes X X X X X X X X 8 80% b. no X X 2 20% 10 56% 9a. If the answer above is yes, do you run single-car trains? a. yes X X X X X X X 7 88% b. no X 1 13% 8 100% MTBF = mean time between failures (Question 7f).

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34 San Francisco Salt Lake City Percentages Philadelphia Percentage Responses Responses San Diego Pittsburgh Cleveland Weighted Weighted Houston Portland Denver Buffalo Dallas Question 9b. If the answer is no, what are reasons you don't? a. agency policy on level of seating off-peak 0 0% b. reliability concerns of single-car operation 0 0% c. inefficient to drop and add railcars X 1 33% d. no midday storage for dropped railcars 0 0% e. too many riders X X* 2 67% 3 100% LABOR CONSIDERATIONS 10. What factors most affect your overall maintenance productivity? (Rank three) a. labor agreements 1 2 1 10% 5 8% b. quality of service policies 2 1 2 3 1 2 20% 11 19% c. high manpower turnover rates 1 2 1 10% 5 8% d. age of equipment 1 2 2 3 2 2 1 10% 12 20% e. design flaws of equipment or facilities 1 2 3 1 10% 6 10% new FLMA and other "external" labor f. requirements 2 0 0% 2 3% expanding union benefits and time-off g. rules in agency/union contracts 3 1 2 1 10% 6 10% h. weather uncertainties 3 3 0 0% 2 3% I. other: 2* 1* 3* 1* 1* 3 30% 12 20% 10 100% 61 100% 11. In what areas do labor agreements limit you the most? (Rank up to two) a. they don't really limit me 1 1 1 1 2 4 36% 14 29% requires too much extra manpower for b. work required 2 0 0% 2 4% difficult to manage vacation, sick days c. and unscheduled time-off 1 1 2 18% 6 12% d. hinders cross-training 2 2 2 0 0% 6 12% e. makes it difficult to advance good workers 2 1 2 1 1 1 1 5 45% 19 39% f. other: 2* 0 0% 2 4% 11 100% 49 100% 12. Do you have any incentive programs to encourage better work attendance? money bonus for good attendance over a a. certain period X X X X X 5 45% competition between maintenance b. facilities X 1 9% c. more training based on better attendance 0 0% d. other: X* X* X* X* X* 5 45% 11 100% 13. Would an "extra board" pool help meet swings in manpower availability? a. yes X X X X 4 40% b. no X X X X 4 40% c. we use an extra board arrangment X X* * 2 20% 10 100% 14. Do you find it more cost-effective to allow overtime than to hire new staff positions? a. yes X X X X X X X X X X X 11 100% b. no 0 0% c. have not figured this out 0 0% 11 100%

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35 San Francisco Salt Lake City Philadelphia Percentage Responses San Diego Pittsburgh Cleveland Houston Portland Denver Buffalo Dallas Question 15. Do maint. employees receive training to be proficient, advance or move laterally? they receive training as needed for a. position only X X X X X 5 24% b. they receive training for advancement X X X X 4 19% c. they receive cross-training where allowed X X X X 4 19% they receive some training, but mainly d. learn on the job X X X X X 5 24% e. money for training is below needs X X X* 3 14% 21 100% VEHICLE MAINTENANCE 16. What is the single main indicator of good vehicle maintenance? percentage of fleet available for revenue a. service each day X X X X X 5 45% number of annual revenue service b. breakdowns X X X X X X 6 55% good ratings in passenger surveys or low c. complaint levels 0 0% d. other: 0 0% 11 100% When specifying your light rail vehicle, was there a conscious effort to buy something that 17. already was in service or being built for another agency? no, railcar was designed specifically for a. my agency X X X X X X X 7 54% an effort was made to specify a railcar b. already being produced X X X X 4 31% an effort was made to specify common c. components X X 2 15% 13 100% Do you feel that design flaws were adequately addressed in subsequent vehicle orders or by 18. the manufacturer under the warrantee requirements? a. yes X X X X X 5 50% b. no X X X 3 30% c. somewhat X X* 2 20% 10 100% Based on your experience, would it lower maintenance costs if more parts were common 19. among operators? a. yes X X X X X X X X X X 10 91% b. no X 1 9% c. slightly 0 0% 11 100% 20. Do you experience serious delays in receiving needed spare parts? a. yes X X X X X X X X X X X 11 100% b. no 0 0% 11 100% Do you work with other properties to procure common parts, provide common parts, or 21. exchange maint. experience about common parts? a. yes X X X X X X 6 55% b. no X X X X X 5 45% 11 100% 22a. Have work standards been developed for tasks involved in preventive maintenance? a. yes IP X X X X 4 40% b. no X X X X X X 6 60% 10 100%

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36 San Francisco Salt Lake City Philadelphia Percentage Responses San Diego Pittsburgh Cleveland Houston Portland Denver Buffalo Dallas Question 22b. If yes, are these being adequately monitored? a. yes X X X 3 75% b. no X 1 25% 4 100% 23a. Do you have work standards for tasks involved in repairs (e.g., man-hours/task)? a. yes 0 0% b. no X X X X X X X X X 9 82% c. not possible due to nature of work X X 2 18% 11 100% 23b. If yes, are these being adequately monitored? a. yes 0 0% b. no 0 0% 0 0% Given the daily demands of the operating department, do you feel you mainly perform 24. "corrective" maintenance or "preventative" maintenance? a. preventative X X X 3 27% b. corrective X 1 9% c. good balance X X X X X X X 7 64% 11 100% 25. What vehicle maintenance functions are outsourced? a. daily cleaning X X 2 8% b. upholstery repair X X X X 4 15% c. body/collision repair X 1 4% d. window repair 0 0% e. brake system repair/overhaul X X X 3 12% f. wheel truing 0 0% g. graffiti removal X 1 4% h. motor repair/overhaul X X X X TBD X X X X 8 31% I. electronics repair X TBD X X 3 12% j. passenger car fleet servicing/repair 0 0% k. maint. equipment servicing/repair X X X 3 12% l. other: * * * X 1 4% 26 100% WAYSIDE, TRACK, AND TRACTION POWER (GUIDEWAY) MAINTENANCE 26. What is the single main indicator of good guideway maintenance? a. ride quality determined by periodic testing X X X X X 5 45% total of all annual revenue service delays b. due to track conditions X X X X X 5 45% good ratings in passenger surveys or low c. complaint levels 0 0% d. other: * X* 1 9% 11 100% Which maintenance functions are to some extent covered by collective bargaining 27. agreements? (Choose any that apply) a. track maintenance X X X X X X X X 8 21% b. traction power/catenary system X X X X X X X X 8 21% c. communication system X X X X X X 6 16% d. signal system X X X X X X X X 8 21% e. ticket vending machines X X X N/A X X X X 7 18% f. others: * X* 1 3% 38 100%

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37 San Francisco Salt Lake City Philadelphia Percentage Responses San Diego Pittsburgh Cleveland Houston Portland Denver Buffalo Dallas QUESTION 28. What guideway maintenance functions are outsourced? a. landscaping X X X X X X 6 43% b. wayside trash removal X X 2 14% c. graffiti removal X 1 7% d. traction power repairs X 1 7% e. communication repairs X X X 3 21% f. signal system repairs X 1 7% g. other: * * 0 0% 14 100% 29. Do any other agencies help with system maintenance? a. no X X X X X X 6 55% b. station cleaning 0 0% c. parking lot cleaning X 1 9% d. street repair between mixed-flow tracks X X X X 4 36% e. other: * 0 0% 11 100% FACILITIES AND EQUIPMENT MAINTENANCE 30. What is the single main indicator of good facility maintenance? a. cleanliness X X X 3 25% low number of things needed to be fixed b. based on periodic inspections X X X X X X X 7 58% good ratings in passenger surveys or low c. complaint levels (stations) X 1 8% d. other: * * X * 1 8% 12 100% 31. Does your system have CCTV coverage of stations or an Automatic Train Information System? a. CCTV X X X X X X X 7 50% b. ATIS IP X X X X X 5 36% c. other similar: X X* 2 14% 14 100% 32. Do these features require more than expected maintenance? a. yes X X X X X 5 56% b. no X X * X X 4 44% 9 100% 33. What facilities and equipment maintenance functions are outsourced? Daily cleaning of: a. transportation building/lockers X X X 3 10% b. maintenance offices/lockers X X X 3 10% c. stations X X X 3 10% d. elevator/escalator repair X X X X X X X X 8 27% e. TVM repair 0 0% f. servicing/repair of motor pool X X X 3 10% g. servicing/repair of maint. vehicles X X X X 4 13% h. repair of buildings and stations X X X X 4 13% I. other: X* X* * * 2 7% 30 100%