San Francisco District April 29, 2021 ACEC-East Bay Webinar

0 BART Overview

 Response to COVID-19  Ridership & Financials  Progressive Policing & Community Engagement Alliance for Girls Partnership Addressing the Needs of the Unhoused  RR Program Updates  Link21  Upcoming Construction, IFB & Professional Services Contracts 2021 Infrastructure Report Card MTC Blue Ribbon Transit Recovery Task Force

1 BART’s Response to COVID-19 • Reduced service to reflect lower ridership while enabling social distancing • Focus on employee and rider safety • Implemented aggressive cleaning protocols • Worked with labor partners to control costs, increase safety and provide essential service • Quickly cut costs through hiring freeze, eliminating vacant positions, retirement incentive program and reduced allocations • Accelerated capital projects where safe and feasible • 34.5kv cable replacement • Track replacement • Traction power substations • National leader in conversation around COVID and transit, advocating for our needs at local, state, and federal levels

2 Who is riding BART?

3 Ridership Recovery Projection Financial Outlook: Long-Term Challenge BART’s fiscal crisis is driven by the collapse of ridership and fare revenue

• Projected $1B revenue loss through FY22 • $377M CARES Act + $378M CRRSAA offsets part of impact • Near term, federal emergency funding allows us to continue to provide reliable service to essential workers • 40% service reduction, but costs do not scale proportionally with service changes • Ridership and revenue uncertainty to persist for years • Lower operating revenue increases risks to capital program Six Priorities to Balance Tradeoffs in Service Modifications

Prioritization changes over different time horizons (e.g. 6 months, 12 months, 24 months)

Priorities Key Question Metrics

Ridership How can BART match service effectively to post-pandemic ridership How service matches projected patterns and demand? ridership recovery

Financial What is the net financial impact of different levels of service provision? Operating expense less revenue generated

Equity How can BART minimize impacts to protected populations? Risk of equity impact

Capacity Can BART scale up service to support ridership growth when needed? Frontline staff levels recovery

Health While health directives are in effect, does BART provide adequate space for Projected demand served within guidance riders to socially distance? public health guidance thresholds

Capital What is the impact on BART’s ability to continue to accelerate capital re- Cost and efficiency of capital project reinvestment investment? delivery FY22 Service Scenarios Under Consideration Scenario Name Service Notes

30 min headways, 9:00pm close A Current Service Additional commute trains

Restore 15 Minute 15 min headways, 9:00pm close B Headways 30 min weekend headways + Sat peak trips

30 min headways, midnight close Extend System Hours to C 6 nights/week, additional commute trains Midnight 6:00am Sat opening, some Sat peak trains

15 Minute Headways and Combine scenarios B + C D Midnight Close 15 min headways, midnight close (6 nights/week) Financial Impact of Service Increase Over Scenario A (current service)

($ millions) Scenario B Scenario C Scenario D Revenue Fare revenue 5.1 4.3 9.2 Other revenues 5.3 3.2 7.8 Subtotal - Revenue 10.5 7.5 17.2 Expense Transportation 5.7 10.6 12.5

Maintenance and Engineering 0.0 32.6 32.6

Rolling Stock and Shops 6.3 1.2 7.5 Traction power 5.0 3.2 7.0 Subtotal - Expense 17.0 47.6 59.6 Net Budget Impact 6.5 40.1 42.6

• BART’s FY22 Preliminary Budget, which funds Scenario D, shows a ~$31M deficit. • Shortfall will be balanced by a combination of District Retirement Incentive Program (DRIP) ongoing savings, targeted cost reductions and forthcoming federal stimulus funds. Scenario D Best Supports the Bay Area’s Recovery

Improves service when many Bay Area residents will be establishing post- pandemic routines

More frequent mid-day service to attract more non-work trips and better serve workers on non-peak schedules

Evening service to restore mobility for workers on non-peak schedules, supports reopening of entertainment and restaurant industries

Invests in regional economic recovery and long-term BART ridership return Progressive Policing & Community Engagement Bureau

• Staffed by 47 FTEs • De-emphasizes the use of sworn personnel to respond to homelessness, behavioral health and substance use • Expands efforts to implement progressive and equitable policing practices • Re-emphasizes and strengthens community-oriented policing practices: includes Transit Ambassadors, Crisis Intervention, and Community-Oriented Policing units

• Crisis Intervention & Community Outreach Supervisors (2 FTEs) • Crisis Intervention Specialists (20 FTEs) + Transit Ambassadors (10 FTEs) • Community Oriented Policing & Problem Solving (COPPS) (2 FTEs) • Crisis Response Officers (10 FTEs) + Crisis Response Sergeants (2 FTEs)

10 BART Partnership with Alliance for Girls

. BART partnered with the Alliance for Girls for a first of its kind community driven initiative centering girls and gender expansive youth to combat sexual harassment and gender-based violence on transit.

. Developed by 500 Bay Area youth and includes bystander intervention training, posters, and resources materials.

. Serves as an engagement model for transit systems across the world.

11 Addressing Needs of the Unhoused

• Hired a new position – Senior Manager for Social Service Partnerships, reporting to General Manager

• BART Strategic Homeless Action Plan - top 5 Action Items 1. Proactively engage and advocate at Federal, State, regional, county & local levels 2. Develop public/private partnerships 3. Create Statewide Transit Advocacy Coalition 4. Integrate & coordinate with related BART priorities, such as Progressive Policing & Be The Change Recommendations, Transit Oriented Development (TOD) Work Plan, and others 5. Continue to follow & incorporate evidence-based practices from all over

• Regional Impact Council (formed in 2020 by Tomiquia Moss, All Home) • Develop regional strategies for homelessness and economic and social mobility • BART GM sits on Steering Committee with Mayors Breed, Schaaf and Liccardo, MTC ED Therese McMillan, Assemblymember David Chiu and many other leaders

• BART supporting San Francisco Proposition C, Our City, Our Home Measure RR Investment Summary

13 RR Program Update – Small Business

SB Total RR SB Total RR Total RR SB # of SB RR Payments Program Commitment Payments on Payment Commitment Commitment Contracts to SBs % RR Contracts %

Renew Track $105,408,244 $31,927,676 30% 114 $70,048,277 $14,125,295 20%

Renew Power $167,333,843 $82,140,285 49% 166 $116,121,335 $73,488,532 63%

Repair Tunnels & $111,321,795 $27,786,857 25% 120 $67,975,279 $10,856,041 16% Structures

Renew Mechanical $31,271,563 $10,830,252 35% 59 $17,755,726 $6,761,919 38% Replace Train Control/Increase $15,032,534 $2,555,378 17% 59 $8,887,262 $1,409,327 16% Capacity Renew Stations $145,100,083 $27,260,058 19% 87 $23,995,707 $6,489,866 27%

Expand Safe Access to $15,702,940 $4,341,623 28% 92 $9,265,666 $3,333,150 36% Stations Design/Engineer to $68,034,554 $16,667,148 24% 64 $27,010,079 $6,759,783 25% Relieve Crowding

Total $ 659,205,557 $203,509,278 31% 760 $341,059,331 $123,223,912 36%

Notes: All amounts are based on RR fund percent only. Amounts are updated to March 3, 2021. Includes formal contracts only; does not include informal purchases or work performed by BART’s own forces. SB totals include DBEs, MSBEs, SBs, and LSBs. Sources: RR commitments are based on RR Requisitions report, Procurement Sealed Bids Report and PeopleSoft Work Plans application. RR% for each project is based on Financial Analysts’ report, RR Funds / Total Project Budget. Payments based on PeopleSoft and B2GNow.

14 RR Program Update – Outreach • Recently Completed Events • BART SBSS – Post Award Services Introduction • BART SB Outreach - Meet Project Staff and Learn About Upcoming RR Opportunities • BART SBSS – BART B2Gnow (Vendor Payment Tracking System) Training • BART SB Outreach - How to do Business with BART • BART SBSS – Elations Workshop

• Upcoming Events • BART SB Outreach – Learn About Upcoming Stations Opportunities • BART SB Outreach – Learn About BART’s Procurement Process Examples of Active RR Projects in November 2020 – January 2021

*Updated projects 16 Projects with Accelerated work due to COVID-19 service reduction Measure RR Cashflow ($ Millions) – Mid-Term & Long-Term Outlook

% Forecast Expenditures Period Expended Expended Expended Cashflow Program (thru (thru out of Total SHORT-TERM LONG-TERM (Nov 2020 - MID-TERM Oct 2020) Jan 2021) Bond (thru Sept (thru End of Jan 2021) (thru 2025) Investment 2023) Bond)

Renew Track $223.8 $243.0 $19.2 39% $382 $400 $625 Renew Power $258.7 $300.9 $42.2 25% $573 $608 $1,225 Infrastructure Repair Tunnels & $63.5 $85.2 $21.8 15% $136 $268 $570 Structures Renew $39.0 $47.2 $8.2 35% $77 $65 $135 Mechanical Replace Train Control/Increase $28.2 $32.1 $3.9 8% $89 $286 $400 Capacity Renew Stations $24.1 $31.5 $7.5 15% $125 $148 $210 Expand Safe Access to $19.5 $22.9 $3.4 17% $37 $86 $135 Stations Design/Engineer to Relieve $33.5 $39.5 $6.0 20% $76 $69 $200 Crowding Total $690.2 $802.2 $112.0 23% $1,495 $1,930 $3,500

17 RR Overall Program Budget Progress The Need for the Link21 Program

• Fifth largest megaregional economy in the country • Inconvenient, disconnected rail service and limited routes

• Bay Area is limited by a single rail crossing (BART’s ) • Persistent traffic congestion • Jobs and affordable housing imbalance • Climate and health-damaging air pollution

19 Link21:Vision

Link21 is a program of projects that will transform the passenger rail network in the Northern California Megaregion into a faster, more integrated system that provides a safe, efficient, equitable, and affordable means of travel for all types of trips.

A major project within the Link21 Program is a new transbay passenger rail crossing between Oakland and San Francisco.

20 Program Timeline

*CEQA NOD = California Environmental Quality Act Notice of Determination/NEPA ROD = National Environmental Policy Act Record of Decision

21 Major Infrastructure Investments (such as Link21) Have Major Returns

• Near-term jobs creation: design, construction, supply chain jobs, and economic activity

• Long-term vitality: economic development, sustained growth, and efficiency

• Total economic impact: 5 times what is invested1

1American Public Transportation Association (2020), Economic Impact of Public Transportation Investment - 2020 Update

22 Professional Services Agreements – Link21

Program Identification/ Project Selection/ DBE Total Phase 1 Phase 2 Commitment

Engagement/Outreach $30M $105M $135M 30%

Travel Demand/Land Use $10M $20M $30M 12%

Planning/Engineering $55M $210M $265M 30%

Environmental $30M $140M $170M 30%

TOTAL $125M $475M $600M

SCHEDULE ≤ 6yrs ≤ 10yrs ≤ 16yrs

23 Upcoming Construction & IFB Contracts

PUBLIC WORKS CONTRACTS (CONSTRUCTION) Contract/Project Number Title Projected Advertisement Est. Value 15EJ-100 Temporary Shoring at CLA Station TBD $250,000 15IJ-130 Fire Alarm System Replacement, Phase 3 TBD $13 Million

MATERIALS, EQUIPMENT & SUPPLIES (PROCUREMENT) Projected Contract/Project Number Title Est. Value Advertisement IFB9070B Locomotive-55 Ton Wide Gauge, Center Cab TBD $23.6 Million IFB9100 Garbage Truck Procurement TBD $250,000 - $1 Million IFB9101 Ultrasonic Rail Flaw Inspection Vehicle TBD $250,000 - $1 Million IFB9102 Aerial Lift Truck TBD $250,000 - $1 Million IFB9103 Hydraulic-Railing System TBD $250,000 - $1 Million IFB9104 Bill handling Unit Replacement TBD $250,000 - $1 Million IFB9105 Bill Handling Unit Metal Components TBD $1 - $5 Million IFB9106 Earthen Procurement TBD $2 Million IFB9107 Earthen Materials-Concrete TBD $575,000 IFB9108 DSS Sign Replacement Project TBD $540,000 15CQ-020 RR FY21 Earthen Procurement June 2021 $118,000 - RR FY21 Earthen (Concrete) June 2021 $122,000 54RR-260 Fire Preventive Services OHY June 2021 $5 Million 15EK-RR1 Walnut Creek TPSS Replacement Sept 2021 $27.6 Million (multiple contracts)

24 Upcoming Construction & IFB Contracts

Agreement Number Title Projected Advertisement Est. Value

6M6149 Automated License Plate Reader System TBD Over $5 Million 6M6150 Mgmt Services to Operate Bike Station Facilities TBD TBD - Accessibility Improvement Program Phase 1 FY22 Q1 $4 Million - Accessibility Improvement Program Phase 2 FY22 Q1 $4 Million - Embarcadero New Platform Elevator* FY22 Q1 $19 Million - Millbrae Tail Track FY22 Q1 $9.1 Million - Concord Wheel Truing Facility FY22 Q2 $20 Million - Concord LED and Emergency Lighting FY22 Q2 $1.6 Million - PA Systems Improvement FY22 Q2 $2.8 Million - HMC Phase 2: East Storage Yard* FY22 Q3 TBD - Pittsburg Bay Point Mobility Improvement FY22 Q4 $2 Million - Irvington Station* FY23 Q1 $150 Million

25 Upcoming Professional Services Contracts

MICRO SMALL BUSINESS ENTITY (MSBE) SET-ASIDE CONTRACTS/AGREEMENTS

Agreement Number Title Projected Advertisement Est. Value

6M5159 Environmental Consulting Services TBD $3 - $6 Million each Sustaining Systems Engineering (RFSOQ) - FY22 Q1 $6 Million each (3 Awards) Sustaining CM (RFSOQ) - FY22 Q2 $6 Million each (3 Awards)

PROFESSIONAL SERVICES ON-CALL

Agreement Number Title Projected Advertisement Est. Value

Architectural and General Engineering Services (RFP) - FY22 Q3 $15-30 Million each (3 – 6 Awards)

26 American Society of Civil Engineers: 2021 Report Card for America’s Infrastructure

Every four years, the ASCE depicts the condition and performance of American infrastructure by assigning letter grades based on the physical condition and needed investments for improvement

27 Transit Highlights

Over the last two Buses operate on over Commuter and hybrid decades, 52 new systems 226,000 miles of streets railroads operate over a and 124 extensions have and roads combined 9,227 miles opened

2021 Infrastructure Report Card (ASCE) 28 www.infrastructurereportcard.org Recommendations to Raise the Grade

• Transit is essential to creating more surface transportation system capacity

• Congress and the Administration should fix the Highway Trust Fund (HTF)

• Increase investment from state and local governments

• Encourage the continued implementation of new technology

• Apply asset management best practices

2021 Infrastructure Report Card (ASCE) 29 www.infrastructurereportcard.org MTC Blue Ribbon Transit Recovery Task Force

. Created in May 2020 by the Metropolitan Transportation Commission (MTC)

. 32 Members (Appointed by MTC) o State Legislators o MTC Commissioners o Transit Advocates o 9 Transit Operator General Managers . Task Force Scope: o Develop and Approve Framework for Distribution of CARES Act Funding (Complete) o Creation of a Bay Area Public Transit Transformation Action Plan for submission to MTC (In Progress)

. Task Force Adopted 4 Goals in November 2020 for the Transformation Action Plan 1. Recognize Critical Recovery Challenges Facing Transit Agencies 2. Advance Equity 3. Identify near-term actions to implement beneficial long-term Network Management & Governance reforms 4. Establish how current MTC and state transit initiatives should integrate with Network Management & Governance reforms Transit Operator Coordination

Coordinated Planning Efforts • Common Service Terminology and Definitions • Service Change Timeline Coordination • Hub Transfer Coordination • Paratransit Coordination

Health & Safety • Bay Area Healthy Transit Plan • Vaccination Advocacy and Access

Service Connectivity • BART/Caltrain Transfer Improvements at the (3/22/21) • Regional Service Change Coordination

Transit Priority • SFMTA Emergency Transit Lanes • Oakland & AC Transit Dedicated Transit Lanes

Service Reciprocity • SamTrans/SFMTA • Golden Gate Transit/SFMTA

“Return to Transit“ Program • Transit Research Review • Creation of the Return to Transit Communications Campaign

31 Thank You