LTP FY18 Annual Report-2

FY18 ANNUAL REPORT

B&F mission 

we make blue go 

EXECUTIVE DIRECTOR’S MESSAGE 

01 

Mission & Vision 02 

Executive Director’s Message 02 

B&F vision 

To ensure our university 

community has the environment 

and resources necessary to 

challenge the present, enrich 

the future and change the world. 

LTP makes blue go. As an integral 

part of Facilities and Operations, 

LTP provides a variety of 

logistics, transportation and 

parking options in support of the 

University’s primary mission of 

teaching, research, patient care 

and community service. 

I am very pleased to share with you LTP’s FY18 Annual Report. 

At the start of FY17, Facilities & Operations announced an 

organizational transformation. With this transformation, we 

welcomed Waste Management, Material Services and Moving 

& Trucking to our services and formally became “Logistics, 

Transportation & Parking”. Our business office and IT functions 

transitioned to a new Administrative Services unit. 

Since the transformation, the LTP team has been embracing 

collaboration and continually looking for ways to improve service, 

operate safely and strive to find a way to “say yes”. 

I hope that you enjoy the FY18 Annual Report and I thank all members 

of LTP for their hard work and dedication throughout the year. 

Steve Dolen 

02 

03 

04 

Logistics 06 

Transit 10 

Alternative Transportation 14 

Waste Management 16 

Fleet 18 

Garage 20 

Parking 22 

05 

Financials 24 

06 

Project Highlights 25 

2 ltp.umich.edu ltp.umich.edu 

3

LOGISTICS 

Logistics Guiding Team 

In FY18, the Logistics Guiding Team continued its charge with evaluating 

material management functions for Maintenance Regions. The team 

identified several actions to improve the synchronization of materials and 

maintenance, including: 

• Continue the Inventory Rationalization effort of partnering with 

the five original Facilities Maintenance (FM) region warehouses to 

re-evaluate the right parts and the right quantities to have on hand. 

• Establish mechanical room audits. 

• Potential synchronization of materials with scheduling. 

Inventory Implementation Projects 

Continuing the optimization of our supply chain, the Utilities Inventory 

Project and Key Office Projects continued in FY18. Guided by the 

Material Service Unit staff, the team has organized, researched and 

identified parts for the Key Office and all six Utilities shops. The Key 

Office and all six Utilities shops are fully up and running: High Voltage, 

Power and Lighting, Tunnels, Water, Boilers, and Central Power Plant. 

To date, the team has documented over 7,700 part numbers and addded 

over 239,000 pieces into inventory. 

Expediter Process Improvements 

The Expediters applied for and were awarded an ERGO Grant from 

MHealthy. With this grant, they were able to acquire new drywall carts, 

2-wheel dollies that convert to 4-wheel carts, portable dock plates, which 

assist when the dock is higher than the lift gate and AirHawk seat cushions 

for the big trucks, to take some of the jarring associated with the condition 

of the roads. These tools have made a big difference in the ability to get 

work done safely. This is the second grant they have been awarded to 

improve their safety and health at work. 

With the new calendar year, the Expediters have taken over the delivery of 

filters to each unit on the NCRC campus. This was previously contracted 

out to the filter supplier. Several of the staff have become familiar with 

the buildings and are learning the location for each unit. The packing 

slips are emailed to us and they contain the building and unit number for 

delivery. These same employees attended the GIS training provided by 

the University. With this and a filter file, supplied by the NCRC, they are 

able to locate the room numbers for the units, to assist with the delivery. 

By utilizing University Staff, this process transferred seamlessly, due to 

preparation and collaboration with the dock personnel at NCRC. 

Warehouse Statistics by Dollar Amount, 

Number of Transactions, Number of Items Purchased 

Warehouse 

Part 

Transactions 

Warehouse 

Parts Released 

Warehouse 

Parts Value 

Material Spend 

FY18 FY17 FY16 

6,522 5,965 3,790 

94,580 109,448 60,831 

$ 828,601.74 $ 688,327.36 $ 254,022.97 


Orders 15,347 11,711 10,359 

Number of Expediter Trips 


July 2,209 1,811 1,434 

August 1,878 2,090 1,844 

September 1,577 1,654 1,668 

October 1,253 1,352 2,123 

November 2,121 1,437 1,290 

December 2,323 1,163 1,434 

January 2,557 1,851 1,426 

February 1,242 2,000 1,418 

Asset Recovery for Obsolete and Excess MRO Materials 

Lines 34,933 26,993 21,028 

March 1,576 1,990 1,918 

In FY18, the Logistics team partnered with customers continued its efforts 

to realize the potential value of Maintenance, Repairs, and Operations 

(MRO) supplies inventories that are located across the 

campus. Over 9,000 MRO items (more than 8,000 lbs.) were identified 

and provided to strategic suppliers and an asset recovery supplier for 

buy-back credits and third party sales to realize potential revenue from 

excess and obsolete inventory. 

Average Lines 

per Order 

2.3 2.3 2.0 

Dollar Spend $8,618,657 $8,431,190 $11,437,687 

April 1,056 943 1,887 

May 1,162 1,552 1,250 

June 1,424 1,740 2,009 


5

Moving & Trucking, Work Completed by Work Code 

Work 

Code 

C228 

M812 

M377 

Description 

of Work 

Scaffolding 

25ft and Over 

Assist/move 

Aerial 

Moving Barrels 

for HVAC 


$16,933.03 $13,275.28 $3,731.66 

$32,992.29 $13,810.81 $14,210.45 

$6,529.63 $18,421.23 $14,843.91 

C158 Office Systems $93,651.27 $46,475.85 $48,731.56 

Moving & Trucking 

In FY18, Moving and Trucking (M&T) worked on continuous 

improvement activities developed through employee 

engagement, including the development of a new vehicle and 

inventory checklist and an electronic overtime log for tracking 

department overtime which provides cloud-based access of the 

log to employees. 

Departmental performance data was migrated to a Dashboard 

application for interactive display of performance in real time. 

Additionally, M&T applied for and was awarded an ERGO Grant 

from MHealthy for the purchase of an Electric Chain Fall and 

Power Stair Climbing Truck. These purchases will help M&T 

move and deliver heavy materials needed to complete the 

jobs requested with reduced back and shoulder muscle strain 

on employees. 

M824 Rigging $142,746.08 $127,617.35 $87,494.61 

C200 Scaffolding $159,330.26 $127,328.87 $107,330.49 

C992 

Special Event 

Labor Set up 

$90,059.20 $124,792.76 $118,188.84 


7

TRANSIT 

LTP continued its focus on safety, service, and technology during FY18. 

This continued focus has led to a 23% decrease in reported incidents and 

collisions since FY16. During that same time span, ridership on our system 

increased by 11% between FY16 and FY18. 

The department had several notable achievements and initiatives during 

the fiscal year: 

7.92 M 

UM Campus 

Bus Ridership 

8M 

1 

2 

3 

Ridership throughout the system increased substantially. 

Overall ridership topped 7.9 Million riders. 

The SafeRide program transported over 20,000 members 

of the U-M Community. 

A new route, the Crisler Express, was added in September 2017. 

This route serves as a direct link from the Medical campus to 

the commuter parking lots on South Campus in the afternoon, 

increasing staffs’ ability to access parking and easing parking 

concerns on the Medical campus. 

FY16 FY17 FY18 

Passengers 

7M 

2.65 M 

MRide 

Ridership 

3M 

4 

5 

6 

Our Operator Training Program overhaul continued through 

FY18. New trainers were developed and the training program 

is being developed with input from our staff and best practices 

from transit training programs from around the country. 

Transit Services continued to pursue further integration with 

the DoubleMap technologies and take advantage of the ADA 

announcements, reporting and passenger counting features 

of the system, in an effort to reduce the need for drivers to 

complete these tasks so they can focus on the safe operation 

of their vehicles. 

Several Transit Coach Operator positions were added during 

FY18, increasing the number of permanent staff to 86. 

Reported 

Accidents/Incidents 

7 


156 161 178 

Paratransit continued to be a highly used service during 

FY18. Ridership remained mostly steady, with a slight overall 

decrease in ridership. Costs per trip rose ~12% for the same 

period. The addition of the Paratransit Coordinator continues 

to enhance the service and make it easier to access for our 

riders by creating a person who is responsible for coordinating 

all of their transportation services. 

in our core value 

6.58 M 

AAATA 

Ridership 

FY16 FY17 FY18 

in our core value 

Passengers 

1M 


9

TRANSIT RIDERSHIP 

All Routes 


Bio-Research Shuttle 1187 874 704 


Bio-Research Shuttle 2,308 2,697 2,481 

TRANSIT REVENUE HOURS 

All Routes 

Botanical Gardens 1,081 1,763 638 

Botanical Gardens 178 209 56 

Bursley-Baits 2,557,429 2,407,707 2,281,070 

Bursley-Baits 21,617 18,925 21,015 

Charter 82,283 99,252 105,173 

Charter 5,274 6,157 4,769 

Commuter 1,980,944 1,891,245 1,742,583 

Commuter 33,196 30,812 31,132 

Crisler Express 22,195 

Crisler Express 1,442 

Diag to Diag 219,404 202,923 192,640 

Diag to Diag 3,240 3,217 1,956 

Football 8,808 4,355 4,668 

Football 148 140 215 

Med Express 621,198 547,081 510,384 

Med Express 11,506 11,280 10,458 

Safe Ride 20,510 13,348 9,789 

Safe Ride 5,449 4,028 2,537 

North Campus 

Northwood 25,646 24,935 25,056 

Northwood 1,434,706 1,385,457 1,341,290 

Northwood Express 3,915 3,854 2,894 

Northwood Express 290,475 302,823 154,115 

Oxford 1,165 892 2,188 

Oxford 33,350 28,038 146,593 

Oxford Shuttle 1,521 1,304 2,234 

Oxford Shuttle 33,689 46,326 49,194 

Paratransit Directly Operated 3,201 3,304 2,791 

Paratransit Directly Operated 3,048 3,850 4,098 

Paratransit Contracted $12.95 $11.55 $11.35 

Paratransit Contracted 7,797 7,885 7,200 

Wall Street - NIB 9,042 8,908 8,839 

Wall Street - NIB 254,835 220,821 197,389 

Night Owl 1,021 

Night Owl 6,119 

North-East Shuttle 20,998 18,910 19,676 

North-East Shuttle 331,909 283,706 257,630 

Wall Street Express 2,880 2,613 2,716 

Wall Street Express 20,430 23,416 17,959 

TOTAL 152,726 142,185 142,034 

TOTAL 7,915,389 7,464,752 7,028,532 


11

Alternative Transportation 

LTP continues to promote transportation options for university employees 

and students. The LTP website features a commute calculator enabling 

members of the university community to calculate their commuting costs 

and potential savings 

The vanpool program continues to support roughly 100 vanpools. The 

contract for the program was re-negotiated in FY18, continuing the 

partership with AAATA and adding Enterprise as the service provider. 

ArborBike bike sharing system suspended operations after the fall season 

in FY18. A new bike share vendor will be hired to operate a system in early 

FY19. Bike parking areas continue to be well-utilized around campus. 

Alternative Transportation Program Numbers 

Registered 

Carpools 

Registered Carpool 

Members 


15 25 20 

30 58 48 

Vanpools 100 99 101 

Vanpoool 

Passengers 

595 588 596 

Zipcars 34 39 39 

Zipcar Reserving 

Members 

1,200 976 1,092 

GM Car Share 

vehicles 

14 14 21 

Bike Racks 

on Campus 

4,417 4,381 4,381 


13

Waste Management 

In FY18 Waste Management Services (WMS) replaced three front load 

refuse trucks and also purchased a dedicated truck for food compost 

collections. It is projected that WMS will collect close to 1,000 tons of 

food compost annually. 

Beginning in FY19, WMS will use a new software program for billing and 

routing. The system was piloted this FY and will replace the current 

manually loaded system used for tracking collections. 

This software system allows our drivers to upload collections directly into 

the database in real time while on route. The software is also set up to 

capture frequently used metrics that greatly simplify the ability to obtain 

key reporting data for both WMS and OCS. The billing process is also 

improved, with most functions going from manual to automated entries. 

Collections 

Municipal Solid Waste 

(MSW) 


5,310 Tons 5,295 Tons 5,274 Tons 

Roll Off MSW 1,444 Tons 1,276 Tons 1,265 Tons 

Roll Off Construction 

& Demolition (C&D) 

412 Tons 706 Tons 428 Tons 

Scrap Wood 1,372 CYs 1,665 CYs 1,318 CYs 

Single Stream 

Recycling 

2,709 Tons 3,021 Tons 2,454 Tons 

Compost 859 Tons 624 Tons 461 Tons 

Scrap Metal 468 Tons 364 Tons 526 Tons 

Polystyrene* 1,855 Bags 1,671 Bags 1,510 Bags 


15

Fleet 

In FY18 Fleet Services completed installation of a GPS system in all 

University vehicles. Fleet Services also updated the specification document 

used to spec out vehicles for customers. The new form streamlines the 

process and makes sending out bids for vehicles much easier for customers 

and vendors. 

The GPS system allows Fleet services to send detailed reports regarding 

vehicle utilization to customers on a monthly basis. Fleet Services is using 

the data collected by the GPS system to help determine where there are 

opportunities to reduce fleet sizes and to help determine what types of 

vehicles are needed to meet customer needs when their current vehicles 

are up for replacement. 

Fleet Composition 


Auto 

Unleaded 70 43 40 

E85 398 394 383 

Hybrid 29 37 54 

Subtotal 497 474 477 

Trucks 

Unleaded 265 247 225 

E85 225 227 239 

Biodiesel 31 28 28 

Electric 3 5 6 

Subtotal 524 507 498 

Buses 

Unleaded 2 2 2 

Fuel Dispensed (Gallons) 


Unleaded 370,437 380,922 360,899 

Biodiesel 376,181 369,782 363,540 

Ethanol 45,212 55,815 64,517 

Motor Vehicle Record (MVR) Checks 


Checks 7,848 7,821 8,568 

Approved 7,738 7,690 8,147 

Incomplete 99 107 112 

Ineligible 11 23 309 

Biodiesel 21 25 28 

Hybrid 30 25 25 

Subtotal 53 52 55 

Daily Rentals 


TOTAL 1,074 1,033 1,030 

Daily Rentals 5,703 5,111 4,050 


17

Garage 

Garage Services has had two vehicle lifts repaired and has had an 

additional one installed in the garage. The additional above ground 

automotive lift provides fleet mechanics an extra lift to use when working 

on heavy duty vans and trucks. Previously, there was only one lift with the 

capacity to safely lift those vehicles and so the new lift doubled working 

capacity for those types of vehicles. Two bus lifts had become unsafe to 

operate due to age and were repaired. The bus garage now has all four of 

their lifts in operation. 

They have also implemented an electronic down board for the transit 

operations so that they now have a real time document to see the status 

of the transit fleet while it is in the garage for repairs. A mechanic has been 

promoted to Sr. Supervisor to fill a vacancy due to retirement. Two changes 

to the transit coach procurement were made, our new buses are coming 

from the factory with their graphics installed on them and they also will 

have disc brakes. 

Work Orders by Vehicle Type 


Other 88 80 107 

Auto 1,925 1,813 1,724 

Rental 684 682 718 

Truck 1,777 1,582 1,475 

Transit Fleet 888 865 1,130 

TOTAL 5,362 5,022 5,154 

Work Orders by Repair Type 


Breakdowns 345 233 238 

Body Shop 126 160 156 

Modifications 150 195 147 

PM 1,707 1,653 1,806 

Repair 3,551 3,191 3,560 

TOTAL 5,879 5,432 5,907 

Labor Hours by Vehicle Group 


Other 272 235 394 

Auto 4,318 4,292 4,209 

Rental 1,600 1,656 1,716 

Truck 3,794 3,913 4,075 

Transit Fleet 9,001 8,371 8,803 

TOTAL 18,985 18,467 19,197 

Heavy Equipment Work Orders by Repair Type 


PM 238 266 334 

Other 932 835 721 

TOTAL 1,170 1,101 1,055 


19

Parking 

In FY18, parking demand across the University continued to grow. LTP 

and Michigan Medicine formed a Parking and Transportation Advisory 

Committee to address the growing patient, visitor, and staff parking 

needs on the Medical Campus. Parking and Transportation solutions 

in FY18 included: 

1 

2 

3 

4 

5 

Expansion of NC53 (Orange). 

Expansion of the Green Road Park & Ride (free commuter parking). 

Crisler Express Bus service (Michigan Medicine transportation option 

from the Medical Campus to SC7) - service started Fall 2018 and has 

continued through FY18. 

East Ann Arbor Shuttle Service (cab service from East Ann Arbor to 

the Medical Campus with return service). 

Late Night Pilot Program (cab service from the Medical Campus to 

North Campus parking lots from 10:30 p.m. - 4 a.m.). 

Overall, the goal of the above efforts for parking and transportation 

solutions are to ease the parking crunch and improve customer 

satisfaction. The Regents also approved a second Wall Street Structure. 

Parking Access Revenue Control Systems (PARCS) was installed at the 

Palmer Street Structure in January 2018. The visitor parking area is now 

an automated parking facility. New PARCS equipment will be installed 

through several patient and visitors sections at Michigan Medicine in 

FY19-20. 

P1 Cancer Center and P5 CVC are scheduled to be automated facilities 

while P2 Taubman and P4 Mott are scheduled to be hybrid facilities with 

both parking attendants and automated equipment. For FY18 revenue, 

transaction numbers appeared to be lower at the P4 Mott and P5 CVC 

facility. This can be attributed to major repair projects that occurred in those 

facilities Summer and Fall 2018. 

Parking Customer Services, as of February 2018, has all staff positions 

within the unit filled. Approval for a one year appointment for a customer 

service representative was approved to assist with customer service 

interactions. Having the additional staff member to answer the ever 

increasing customer calls and emails has been a positive improvement 

for the Parking Customer Services office. 

Active Parking Permits 

Permit Type FY18 FY17 FY16 

Gold 1,803 1,756 1,699 

Blue 17,769 17,579 16,609 

Yellow 9,113 8,873 8,563 

Orange 5,455 4,966 5,068 

TOTAL 34,140 33,174 31,939 

15 

structures 

330 acres 

~ 100 

surface lots 

Parking Transactions 

Structure FY18 FY17 FY16 

Cancer Center (P1) 116,532 116,035 119,679 

Taubman North 

(P2) 

791,656 789,735 765,580 

Mott/Simpson (P4) 237,312 274,487 259,238 

CVC (P5) 52,118 63,884 65,608 

Sub-Total - Medical 

Campus 

1,197,618 1,244,141 1,210,105 

Fletcher St. 83,311 92,567 91,493 

Palmer Dr. 64,996 71,358 68,795 

Sub-Total - Central 

Campus 

148,307 163,925 160,288 

TOTAL 1,345,925 1,408,066 1,370,393 


21

FINANCIALS 

LTP Consolidated Financial Results 


Dollars $$ 

Revenue 

Parking Permit Revenue 27,112,652 26,017,912 24,566,164 

Medical Campus Patient/Visitor 3,247,893 3,291,905 3,204,429 

LTP Services 27,004,350 26,364,047 19,977,788 

Total Revenue 57,364,895 55,673,864 47,748,381 

Expenses 

Compensation & Benefits 18,336,809 18,024,556 13,486,602 

Services of Others - External 5,087,582 3,382,139 3,467,126 

Insurance 1,706,999 1,752,012 1,571,221 

Utilities 1,281,903 1,157,713 1,245,184 

UM Transportation 5,837,625 5,316,743 4,969,403 

Plant Operations, Maint, & Materials 4,743,901 3,964,917 2,474,608 

Other Expense 1,483,269 1,135,509 2,033,496 


23

PROJECT HIGHLIGHTS 

Michigan Medicine Parking & Transportation Solutions 

LTP has been working closely with Michigan Medicine on a number of 

near and longer term solutions to help address parking and transportation 

challenges. Some highlights in FY18 include: 

Wall Street West Structure: The University of Michigan’s Board of 

Regents approved a 1050-space, $39.5 million parking structure located 

between Wall Street and Maiden Lane during its meeting on Thursday, 

Dec. 7. Project completion is anticipated at the end of 2020. 

Commuter lot enhancements: The East Ann Arbor gravel lot was improved 

and now has the capacity for 422 parking spaces. NC53 and Green Road 

Commuter lots were also expanded, by approximately 250 and 120 

spaces respectively. 

Employee Parking Shuttle: To help improve parking capacity and access, 

a new direct shuttle service launched in February 2018 for employees 

between the East Ann Arbor (EC1) gravel parking lot (375 free parking 

spaces for MM employees) and the academic medical center. Service 

hours are 5:45AM - 1AM M-F (until Saturday morning) with 5-10 minute 

frequency during peak times. 

Late Night Transportation (Blue Car): A pilot program launched in 

Fall 2017 offering on demand cab service between Taubman and 

northeast parking lots. Service hours are 10:30pm - 4am M-F 

(until Saturday morning). 

Michigan Medicine Parking & Transportation Advisory Committee 

(PTAC): Co-chaired by Michigan Medicine and F&O, a new committee 

(of approximately 15 employees) was formed to increase employee 

engagement in the identification, prioritization and implementation of 

actions to improve parking and transportation for Michigan Medicine 

employees. A final report is anticipated in Summer 2018. 

Connector and Mobility Research 

In FY17 (January), the university and partners (City of Ann Arbor, AAATA 

and DDA) began discussing refocusing work of the Connector study to 

address segments which are most congested and carry the highest volumes 

of trips. In FY18, the university began to explore less costly options for a 

shorter segment connecting north and central campuses. The work is taking 

a comprehensive look at the Fuller Road corridor and focusing on a high 

capacity, dedicated right-of-way that accommodates current technologies 

and can incrementally support future advancements in technology, such as 

automated and connected vehicles. 

At the request of UMOR and College of Engineering (COE), LTP has 

participated in an effort with General Motors since FY16 that launched a car 

sharing program branded as Maven. 

LTP has been collaborating with the COE and is operating shuttles on behalf 

of RITMO (Reinventing Urban Transportation and mobility), a new on-demand 

transportation system developed by COE research. These shuttles may 

someday have the potential to support 

LTP operations, working in conjunction with high-capacity transit routes 

on campus. 

LTP has been working closely with Mcity and U-M Transportation Research 

Institute in the exploration of autonomous and connected vehicle technology. 

These efforts may one day lead to solutions in mobility other than commuting 

in single occupancy vehicles. 

Transportation Facility 

In FY16, the University decided not to move forward with plans to build a 

new transportation operations and maintenance center on North Campus 

(originally approved in May 2014). The project had called for a $38.5 million, 

100,000-square-foot building to be constructed near Green Road between 

Baxter and Hubbard roads, relocating from Kipke Drive on the Stephen M. 

Ross Athletic Campus. The proposed center was planned to accommodate 

current and future maintenance space needs, including the flexibility to 

handle larger, articulated buses. 

Due to the cancellation of the project, LTP initiated a couple new projects 

in FY18: 

• An interim plan to provide more immediate upgrades for Fleet and 

Vehicle Maintenance operations on Ross Athletic Campus, while 

retaining all operations at that facility. 

• A longer term plan (3-5 years) to relocate Transit and Heavy Equipment 

to North Campus, while retaining and renovating spaces for Fleet and 

Vehicle Maintenance on Ross Athletic Campus. 

Lighting Replacement 

LTP has continued its plan to upgrade parking lot and structure lighting. 

In FY18, new LED lighting was installed at the North Entrance parking 

structure (P1). The project included installation of a generator for 

emergency power, new conduit, wiring and distribution panels. The fixtures 

selected offered integrated controls that reduce light output when ambient 

light levels are high and during idle periods. In addition to parking bays, 

new fixtures were installed on the roof, in stair/elevator towers, the elevator 

shaft, and storage and service, electrical and mechanical rooms. An 

approximate 70% energy reduction was achieved. 

Parking lot lighting improvements also continued in FY18 with the 

installation of LED fixtures at three locations. In addition to specifically 

planned locations, parking lot lighting throughout the campus will be 

upgraded to LED fixtures in lieu of making repairs to existing lights. Future 

planned relighting projects include the NCRC and Catherine structures in 

FY2019, and Fletcher and Church structures in 2020. 

Bike Share Program 

In her fall 2011 Sustainability Address, President Coleman identified the 

goal of bringing a modern bike sharing system to campus. To further this 

idea, bike sharing was identified as a LTP Business and Finance priority 

for FY2013. Due to concurrent City and local agency interest, LTP has 

focused on a collaborative approach to bike sharing since FY2012—working 

closely with the City of Ann Arbor, Ann Arbor Area Transportation Authority 

(AAATA) and Downtown Development Authority (DDA) to establish a 

modern bike sharing system in Ann Arbor. A three-year pilot launched in 

fall FY2015, where U-M committed an annual contribution of up to 

$200,000 for three years to cover a large percentage of system operating 

expenses and assume title sponsorship. The pilot was extended during 

FY17. In FY18, AAATA assumed management of the Ann Arbor bike share 

program. A new vendor will be selected by the end of FY18 - early FY19 

to operate the system. 

Parking Automation Project 

In FY2015, LTP retained a consultant to assist in the development of a 

long term plan for introducing greater automation in patient and visitor 

structures. The effort emphasized customer experience as a primary focus. 

New parking access and revenue control systems (PARCS) were installed 

in the Palmer and Fletcher parking structures in early 2018. Palmer visitor 

parking is now a fully automated while cashier and self-service equipment 

(intended for use after cashier operations end) is available at Fletcher. New 

PARCS equipment will be installed in the patient and visitor parking areas 

at medical campus parking facilities in FY18. P1 (North Entrance) and P5 

(Cardiovascular Center) are planned to be automated facilities while P2 

(East Medical Center) and P4 (Simpson Circle) are planned to be hybrid 

facilities with both cashiers and self-service equipment. 


25

FY18 ANNUAL REPORT

LTP FY18 Annual Report-2

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