BOARD OF DIRECTORS MEETING AGENDA

Thursday, September 17, 2020 9:00 a.m.

DUE TO COVID-19, THIS MEETING WILL BE CONDUCTED AS A TELECONFERENCE PURSUANT TO THE PROVISIONS OF THE GOVERNOR’S EXECUTIVE ORDERS N-25-20 AND N-29-20, WHICH SUSPEND CERTAIN REQUIREMENTS OF THE RALPH M. BROWN ACT.

MEMBERS OF THE PUBLIC MAY NOT ATTEND THIS MEETING IN PERSON.

Committee Directors, staff and the public may participate remotely by calling:

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Public comment may be submitted via email to: [email protected]. Please indicate in your email the agenda item to which your comment applies. Comments submitted before the meeting will be provided to the Board of Directors before the meeting. Comments submitted after the meeting is called to order will be included in correspondence that will be provided to the full Board. The County Connection Board of Directors may take action on each item on the agenda. The action may consist of the recommended action, a related action or no action. Staff recommendations are subject to action and/or change by the Board of Directors. 1. Call to Order/Pledge of Allegiance 2. Roll Call/Confirm Quorum 3. Public Communication 4. Consent Calendar a) Approval of Minutes of Regular Meeting of August 20, 2020* b) CCCTA Investment Policy-Quarterly Reporting Requirement* c) Annual Adjustment to Cafeteria Amounts for Non-Represented Employees* Resolution No. 2021-007* (The A&F Committee and staff recommend that the Board adopt Resolution No.

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2021-007, authorizing an adjustment be made to the employee cafeteria plan for the non-represented employees, consistent with what the adjustment will be per the two union contracts County Connection has with ATU 1605 and Teamsters 856.) d) Lifeline Transportation Program Cycle 6 Grant Funding* Resolution No. 2021-010* (The A&F Committee and staff recommend that the Board approve Resolution No. 2021-010, authorizing the use of the Lifeline funds to continue to fund routes serving Communities of Concern in Central Contra Costa County.) e) On-Call General Engineering Consulting Services Contract Award* Resolution No. 2021-008* (The A&F Committee and staff recommend that the Board approve Resolution No. 2021-008, authorizing the General Manager to enter into a contract with Diablo Engineering for the On-Call General Engineering.) 5. Report of Chair a) Seating of CCCTA Officers b) 2020-2021 Committee Assignments 6. Report of General Manager a) Update on COVID-19 and the impacts on County Connection b) Blue Ribbon Task Force (The General Manager will provide an update on the Blue Ribbon Transportation Recovery Task Force.) c) Report on the status of the HEROES/HEALS Act (The General Manager will update the Board on potential Federal Legislation to provide additional funds to transit due to COVID-19.) 7. Report of Standing Committee a) Administration & Finance Committee 1) Update on FY2020 and FY2021 Budget* (Staff will provide an update on the budget and seek Board feedback relative to possible budgetary changes in October. b) Marketing, Planning & Legislative Committee 1) Clipper START and Youth Fare* (The MP&L Committee and staff recommend that County Connection participate in the Clipper START program, which will provide a 20% fare discount for select populations. The MP&L Committee also recommends that the Board request the A&F Committee to consider the development of an associated youth fare category for County Connection.) c) Operating & Scheduling Committee 1) Commitment to Riding Together: Bay Area Healthy Transit Plan* Resolution No. 2021-009 (The O&S Committee and staff recommend the Board adopt Resolution No. 2021-009, committing County Connection to implementing the Riding Together: Bay Area Healthy Transit Plan.) 2) Triennial State TDA Performance Audit* (The O&S Committee and staff recommends the Board accept the most recent TDA Performance Audit of County Connection conducted by MTC.)

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3) FY2020 Fixed Route Performance Report* – Information Only (Staff will present annual ridership and service data for fixed route services.) 4) FY2020 Paratransit Performance Report Update*– Information Only (Staff will present annual ridership and service data for paratransit services.) 5) Winter Bid Update*-Information Only (Staff will present a summary of changes for the winter bid.) 8. Board Communication 9. Adjournment ______*Enclosure **It will be available at the time of the Board meeting.

General Information

Possible Action: The Board may act upon any item listed on the agenda.

Public Comment: If you wish to address the Board, please follow the directions at the top of the agenda. If you have anything that you wish distributed to the Board and included for the official record, please include it in your email. Comments that require a response may be deferred for staff reply. Consent Items: All matters listed under the Consent Calendar are considered by the Board to be routine and will be enacted by one motion. There will be no separate discussion of these items unless requested by a Board Member or a member of the public prior to when the Board votes on the motion to adopt.

Availability of Public Records: All public records relating to an open session item on this agenda, which are not exempt from disclosure pursuant to the California Public Records Act, that are distributed to a majority of the legislative body, will be available for public inspection at 2477 Arnold Industrial Way, Concord, California, at the same time that the public records are distributed or made available to the legislative body. The agenda and enclosures for this meeting are posted also on our website at www.countyconnection.com.

Accessible Public Meetings: Upon request, County Connection will provide written agenda materials in appropriate alternative formats, or disability-related modification or accommodation, including auxiliary aids or services, to enable individuals with disabilities to participate in public meetings and provide comments at/related to public meetings. Please submit a request, including your name, phone number and/or email address, and a description of the modification, accommodation, auxiliary aid, service or alternative format requested at least two days before the meeting. Requests should be sent to the Assistant to the General Manager, Lathina Hill, at 2477 Arnold Industrial Way, Concord, CA 94520 or [email protected]. Requests made by mail must be received at least two days before the meeting. Requests will be granted whenever possible and resolved in favor of accessibility. Currently Scheduled Board and Committee Meetings

Board of Directors: Thursday, October 15, 9:00 a.m., County Connection Board Room Administration & Finance: Wednesday, October 7, 8:30 a.m., City of Pleasant Hill Offices, 100 Gregory Lane, Pleasant Hill, CA Advisory Committee: TBA. County Connection Board Room Marketing, Planning & Legislative: Thursday, October 1, 8:30 a.m., Supervisor Andersen's Office, 3338 Mt. Diablo Blvd. Lafayette, CA Operations & Scheduling: Friday, October 2 8:15 a.m. Supervisor Andersen's Office, 3338 Mt. Diablo Blvd. Lafayette, CA

The above meeting schedules are subject to change and may be conducted as teleconference meetings. Please check the County Connection Website (www.countyconnection.com) or contact County Connection staff at 925/676-1976 to verify date, time and location prior to attending a meeting. This agenda is posted on County Connection’s Website (www.countyconnection.com) and at the County Connection Administrative Offices, 2477 Arnold Industrial Way, Concord, California

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CCCTA BOARD OF DIRECTORS

MINUTES OF THE REGULAR MEETING

August 20, 2020

CALL TO ORDER/ROLL CALL/CONFIRM QUORUM

Chair Candace Andersen called the regular meeting of the Board of Directors to order at 9:00 a.m. Board Members present were Directors Dessayer, Haydon, Hudson, Noack, Schroder, Storer, Tatzin, Wilk and Worth. Director Hoffmeister arrived after the meeting convened.

Staff: Ramacier, Sherman, Cheung, Churchill, Hill, Horta, Kamara, McCarthy, Mitchell and Reebs

Public Comment: None

CONSENT CALENDAR

MOTION: Director Noack moved approval of the Consent Calendar, consisting of the following items: (a) Approval of Minutes of Regular Meeting of July 16, 2020; (b) On-Call Engineering Consulting Services Contract Amendment and Resolution No. 2021-005; (c) FY20-21 SB1 State of Good Repair Funds and Resolution No. 2021-001; (d) Update to CCCTA Injury & Illness Prevention Program (IIPP) and Resolution 2021-003. Director Tatzin seconded the motion and it received the following vote of approval:

Aye: Directors Andersen, Dessayer, Haydon, Hudson, Noack, Schroder, Storer, Tatzin, Wilk and Worth No: None Abstain: None Absent: Director Hoffmeister

REPORT OF CHAIR:

Election of CCCTA Officers

MOTION: Director Andersen moved to elect Keith Haydon as Board Chair, Dave Hudson as Vice Chair and Amy Worth as Secretary. Director Tatzin seconded the motion and it received the following vote of approval

Aye: Directors Andersen, Dessayer, Haydon, Hudson, Noack, Schroder, Storer, Tatzin, Wilk and Worth No: None Abstain: None Absent: Director Hoffmeister

REPORT OF GENERAL MANAGER:

Report and status of Clipper 2 with emphasis on the development of the mobile application

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Rick Ramacier introduced Jason Weinstein of MTC who gave the Board a brief description of what to expect with the new Clipper program update. Mr. Weinstein explained that the new Clipper will now be able to accept more payment options as well as integrate with other services, for example, Seamless Mobility Platform, Paratransit, Transit Parking and other partnerships. By early next year, you will no longer need a physical card, you will have the option to download all Clipper information on your cell phone and use directly from your phone. Director Hoffmeister arrived at 9:25 a.m.

Blue Ribbon Task Force

Rick Ramacier informed the Board that he is meeting with the MTC Blue Ribbon Task Force, once a month via Zoom to represent the small transit operators. We are discussing a health and safety plan for transit and coordination with other transit agencies on implementing the plan and when and how we will begin collecting transit fares again.

Report on the status of the HEROES/HEALS Act

Rick Ramacier informed the board that County Connection has received our first allocation of funds from the CARES Act, with the second allocation expected after MTC. We anticipate approximately $4.5 million for our next allocation and we should receive the funds by the end August 2020. Congress has not passed any follow up legislation to the CARES Act, and at this point we don't know when/if such legislation will be adopted. The Heroes Act would allocate $15.75 billion for transit and would be split into a $11.75 billion bucket for urbanized area formula funds for transit entities serving populations of more than three million that would be distributed using Fiscal Year 2020 formulas and $4 billion in grants. We don’t expect to hear anything until after the election and possibly not until early 2021.

Report and status of Clipper START

Rick Ramacier informed the Board that the Clipper START program allows adults who live in the Bay Area and whose annual earnings are up to 200 percent of the federal poverty level to qualify for fare discounts. The Clipper START pilot requires riders to use Clipper for fare payment. Riders can apply online or submit a paper application. Applicants will need to provide proof of identity and proof of income, and those approved will receive a personalized Clipper card that can be used for single-ride discounts on the participating transit agencies' systems.

Establishment of the Clipper START program followed a three-year study launched by MTC in 2015 to determine if a transit fare program based on household income would be feasible and effective. This Regional Means-Based Transit Fare Pricing Study included three main objectives: make transit more affordable for low-income residents, move toward a more consistent regional standard for fare discounts and develop implementation options that are financially viable and administratively feasible. As more information becomes available, we will keep the Board abreast of the program and our participation in it.

REPORT OF STANDING COMMITTEES

Administration & Finance Committee

Approval of Resolution No. 2021-002, authorizing the General Manager to sign Clipper MOU Amendment No. 2

Melody Reebs, Manager of Planning, gave a brief history about the Amended and Restated Clipper Memorandum of Understanding (MOU), which was entered into on February 19, 2016 among the Metropolitan Transportation Commission (MTC) and the transit operators participating in the Clipper program, including County Connection. In addition to defining roles and responsibilities related to the Clipper program, the MOU defines the operating cost and revenue allocation formulas among the operators and MTC.

The amendment will result in increased costs to all participating agencies due to the additional operating costs associated with the accelerated deployment phase. Actual amounts will depend on usage, but staff has estimated that

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County Connection’s share will be an additional $15,000 per year. This increase in Clipper fees has been included in the FY 2021 budget.

MOTION: Director Dessayer moved adoption of Resolution No. 2021-002, authorizing the General Manager to sign Clipper MOU Amendment No. 2. Director Tatzin seconded the motion and it received the following vote of approval

Aye: Directors Andersen, Dessayer, Haydon, Hoffmeister, Hudson, Noack, Schroder, Storer, Tatzin, Wilk and Worth No: None Abstain: None Absent: None

Marketing, Planning and Legislative Committee

Transit Capital Priorities Program FY2021-2025

Ruby Horta gave a brief background on how The Metropolitan Transportation Commission (MTC) established the Transit Capital Priorities process to help ensure that the limited federal transit dollars available go to projects that are essential. Transit operators use this process to compete for funds used for a wide range of investments. The current call for projects has been released and is due September 4th. County Connection is scheduled replace several fixed route and paratransit vehicles in the FY 21-25 project cycle.

The call for projects requires each agency to indicate the fuel type of the replacement vehicles. Staff recognizes there are several uncertainties that will not be resolved by the September deadline, such as: total infrastructure costs, local match sources, service cuts relative to COVID-19 and the overall financial viability of any capital purchases. However, agencies must submit the project list to remain eligible for federal funds, within the MTC’s process. Therefore, staff proposes the described combination for vehicle replacements. This item was informational, and staff received feedback from the Board.

Operating & Scheduling Committee

COVID-19 Fixed Route Ridership Trends

Melody Reebs, Manager of Planning, explained that in the San Francisco Bay Area, overall transit ridership was down 84% in May 2020 compared to the same month last year. County Connection’s ridership declines and subsequent recovery trends have been relatively consistent with other local transit operators in the region. In contrast, regional transit providers in the Bay Area, including BART, have experienced more significant drops in ridership and slower rates of recovery. Similar to County Connection’s express routes, this is likely due to the fact that these regional services tend to serve a more traditional commute market, and in particular, one that is currently able to work from home.

Paratransit Operations Report COVID-19 Update

Rashida Kamara, Manager of Accessible Services, explained to the Board that since the shelter in place order issued by the Governor, County Connection has experienced an 80% drop in Paratransit trips. As a result, new needs arose in the community, which included essential trips to medical appointments, meal delivery, and in conjunction with the County Health department, COVID-19 transports.

County Connection is working with the community in several areas. Our current partnerships are with: Meals on Wheels, Church of the Bay in Collaboration with the Mt. Diablo School district (Bel Air Elementary and Riverview Middle), Contra Costa County EOC collaboration and Homeless Relocation Transport. Our agency collaborations are with AC Transit and Bart (East Bay Paratransit), Marin County Health Department and West CAT.

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Regional Transfer trips and COVID-19 Demonstration project

Rashida Kamara, Manager of Accessible Services, explained to the Board that all regional transfer trips are coordinated in advance and require special booking procedures. These procedures include the passenger calling their home agency, requesting the trip to the final destination, then the agency having a dedicated person coordinate the trip with a partner agency. This process can take anywhere from 2 to 7 days to complete. The passenger is then notified of the multiple pick-up times, multiple meet locations, multiple fares (especially if they have a three-legged trip) and multiple policies that govern each transit agency. On the day of service, travel is especially problematic as each agency deals with driver shortages, missed communications if the passenger misses one leg of the trip, long hold times on the phones to dispatch, and rebooking trips when the passenger is not ready for multiple agencies. The biggest issue is long wait times at the various meet points, especially when the passenger is on-board waiting for the other transit agency. The driver wait times during this process range from 10 minutes to 120 minutes for each trip.

In an effort to slow the spread of the COVID-19 virus, the CDC, State and County health departments have mandated the need for face coverings, frequent handwashing, social distancing of 6ft or more, sanitization of frequently touched places and viewing others as potential carriers. This has put an enormous strain on public transportation and has even changed the landscape of Paratransit use. Paratransit has been reduced to carrying just one passenger at a time, and even though transfer trips have been reduced significantly, the risk of compromising a driver and a passengers safety during a transfer trips is twice if not three times higher than a single trip (due to multiple drivers being utilized for one trip). Directors Storer and Tatzin left the meeting at 10:19 a.m.

As a result, staff has asked our contractor to start performing direct regional trips across service areas. We have engaged the various participating transit agencies in this effort, and they agree that performing these services would minimize exposure for the riders and drivers. It will also help with contact tracing and streamline the regional trip transfer process by significantly reducing the amount of travel time on the van. This is a demonstration project that was already being considered by the various participating agencies, but has been made a priority due to the health and safety concerns of all involved.

MOTION: Director Hudson moved adoption of Resolution No. 2021-006, authorizing County Connection’s implementation of a one-seat paratransit pilot program and execution of MOU related to the program. Director Noack seconded the motion and it received the following vote of approval

Aye: Directors Andersen, Dessayer, Haydon, Hoffmeister, Hudson, Noack, Schroder, Wilk and Worth No: None Abstain: None Absent: Directors Storer and Tatzin

Bus Cleaning & Sanitation Procedure During COVID-19 and Resolution No. 2021-004

Bill Churchill gave a brief background that the O&S committee requested staff to provide documentation of the cleaning and disinfecting processes used on CCCTA buses to protect employees and the community from COVID-19. Although it is not typical for staff to bring detailed operational SOPs to the Board, given the severity of the pandemic in the communities CCCTA serves, it is prudent to be as transparent as possible regarding these processes. Moreover, there is an emerging concern at the regional level that not all transit agencies in the Bay Area have taken sufficient steps to ensure their buses are sanitized appropriately thus providing an additional motivation for making the CCCTA's efforts to mitigate COVID-19 public and accessible.

Although the increased efforts to keep County Connection vehicles clean and disinfected has been profound, CCCTA is very fortunate to have been once again on the cutting edge in exploring sterilization processes. Nearly two years ago, the maintenance department purchased a hospital grade anti-viral fogger and began using the system to sanitize buses on a monthly basis and after incidents when a passenger became ill on a bus. As a result of this early exploration,

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when Contra Costa County announced the shelter in place order on March 16, 2020, the maintenance department had the equipment and chemicals to immediately begin fogging all buses every day. In addition to the standard daily fogging, buses received an additional fogging treatment if they have returned to the yard and are scheduled to go back out on a p.m. run.

MOTION: Director Hudson moved adoption of Resolution No. 2021-004, that formally recognizes County Connection has appropriate and complete cleaning and disinfecting procedures of buses for COVID-19 in place. Director Noack seconded the motion and it received the following vote of approval

Aye: Directors Andersen, Dessayer, Haydon, Hoffmeister, Hudson, Noack, Schroder, Wilk and Worth No: None Abstain: None Absent: Directors Storer and Tatzin

BOARD COMMUNICATION: None

ADJOURNMENT: Chair Andersen adjourned the regular Board meeting at 10:55 a.m.

Minutes prepared by

______Lathina Hill Date Assistant to the General Manager

16847374.1 TO: Board of Directors DATJE: September 1, 2020

FROM: Rick Ramacier General Manager

SUBJECT: CCCTA Investment Policy - Quarterly Reporting Requirement

Attached please find CCCTA's Quarterly Investment Policy Reporting Statement for the quarter ending June 30, 2020.

This certifies that the portfolio complies with the CCCTA Investment Policy and that CCCTA has the ability to meet the pool's expenditure requirements (cash flow) for the next six (6) months. CCCTA BANK CASH AND INVESTMENT ACCOUNTS (ROUNDED OFF TO NEAREST $)

FINANCIAL INST ACCT # TYPE I PURPOSE PER BANK PER BANK PER BANK i PER GL" FIXED ROUTE DEC 2019 MAR 2020 JUN 2020 I, JUN 2020 UNION BANK 274-00-26650 CHECKING AP GENERAL $ 443,811 $ 505,908 $ 428,797 I , $ 351,679 UNION BANK 27 4-00-26693 CHECKING PAYROLL $ 76,727 $ 564,594 $ 71 ,202 , I $ 56,757 UNION BANK 274-00-26723 CHECKING CAPIT AL PURCHASES $ 282,055 $ 207,220 $ 199,395 ' I $ 198,682 UNION BANK 274-00-26715 CHECKING WORKERS' COMP - CORVEL $ 64,987 $ 68,348 $ 55,828 ' $ 44,790 UNION BANK 27 4-00-26685 CHECKING PASS SALES $ 5,645 $ 15,483 $ 14,720 $ 14,720 UNION BANK 27 4-00-26707 CHECKING CLIPPER CARDS $ 7,395 $ 6,305 $ 5,180 $ 5,180 PAYPAL 27SAXUUFL973; CHECKING PAYPAL-PASS SALES $ 25 $ 25 $ 25 i $ 25 TOTAL $ 880,645 $ 1,367,883 $ , 775,"147 ,l $ 671,833 PARATRANSIT i UNION BANK 27 4-00-26669 CHECKING AP GENERAL $ 426,494 $ 306,375 $ 221 ,689 I $ 221,389 TOTAL $ -426,494 $ 306,375 $ 221,689 I $ 221,389 LAIF FUND J LAIF ACCOUNT 4007001 INT-INVEST OPERATING FUNDS $ 9,126,921 $ 9,469,268 $ 8,502,601 J $ 8,502,601 LAIF ACCOUNT INT-INVEST Lifeline Bus Stop Access $ 60,934 $ 59,441 $ 59,704 I $ 59,704 LAIF ACCOUNT INT-INVEST Facility Rehab $ 2,857,902 $ 2,811,497 $ 2,71 1,333 ( $ 2,711,333 LAIF ACCOUNT INT-INVEST LCTOP - Martinez Amtrak II $ 221,971 $ 129,109 $ 35,084 I $ 35,084 LAIF ACCOUNT INT-INVEST LCTOP - Electric Trolley II $ 270,061 $ 266,687 $ 268,047 I $ 268,047 LAIF ACCOUNT INT-INVEST LCTOP - FREE Monument (Routes 41/al4tl6) $ 381,643 $ 194,341 $ _l $ LAIF ACCOUNT INT-INVEST Pass-Through CA $ 884,302 $ 889,383 $ 893,860 ',$ 893,860 LAIF ACCOUNT INT-INVEST Safe Harbor Lease Reserve $ 1,528;14al $ 1,536,922 $ 1,544,657 ' $ 1,544,657 LAIF ACCOUNT FMV ADJ. Fair Market Value Adjustment for Year-End $ $ $ 68,854 , $ 68,854 - TOTAL $ 15,3:31,875 $ 15,356,648 $ 14,084,140 ' $ I 4,084;1 40 CCCT A-EMPL6YEE UNION BANK 27 4-00-26677 CHECKING EMPLOYEE FITNESS FUND $ 12,093 $ 12,588 $ 12,152 $ 12152 UNION BANK 27 4-00-26502 CHECKING EMPLOYEE FUNCTION $ 508 $ 508 $ 508 I $ 508 TOTAL $ 12,6 €)1 5- _ 13,096 $ - 1-2,660 I'$ 12,660 A 8/7/2020 lI GRANDTOTAL $ 16,651,615 i$ _17,044,0021s 'is,og,es= 8$ 14,990,022 I KLM " GL balances reduced by oustanding checks and increased by deposits in transit, if any.

This is to certify that the portfolio above complies with the CCCTA Investment Policy and that CCCTA has the ability to meet its expeditures (cash flow) for the next six months.

Rick Ramacier General Manager To: Board of Directors Date: September 10, 2020

From: Lisa Rettig, Director of Human Resources Reviewed by: WC

SUBJECT: Adjusting Cafeteria Amounts for Non Represented Employees

Summary of Issues: County Connection contracts under the Public Employee’s Medical and Hospital Care Act (PEMHCA) for Administrative employee benefits.

The current MOUs with the ATU and Teamsters adjust the Cafeteria Plan annually using a formula that averages net changes in the two (2) most popular health plans by coverage level and splitting that amount and adding it to the Cafeteria Plan.

In recent history the Board has provided the same adjustments to the Administrative Employees Cafeteria Plan in the interest of equality.

For 2020 the two most popular health plans are Kaiser and Anthem Traditional. Overall CalPERS health plans increased an average of 4.44% for HMO’s and 8.54% for PPO’s in 2020. The budget assumed a 6% increase in premiums.

Attached are the 2021 monthly medical premiums for Administrative employee group shown with the requested adjustment in the Cafeteria Plan.

Financial Implications: For the purposes of this memo the financial implications are for the cost to increase the contributions to the Administrative Employee Cafeteria Plan only. The cost using the above mentioned formula is $26,029. The amount budgeted for this increase was $18,817.

Recommendations: Staff and the A&F Committee recommend adjustments in the monthly Administrative employee Cafeteria Plan as follows:

Employee only: $ 575.83 Employee +1: $ 959.03 Employee +2 or more: $1272.41

Action Requested: Adopt Resolution 2021-007 adjusting the cafeteria amounts for Non Represented Employees for 2021. 2021 Medical Premiums Per Month ($) Employee Group #1 Administrative Employees

Total CCCTA Employee Cafeteria Plan Net Employee

Kaiser* $813.64 $303.56 $510.08 $575.83 $0.00 Kaiser+1 $1,627.28 $607.12 $1,020.16 $959.03 $61.13 Kaiser+2 $2,115.46 $789.26 $1,326.20 $1,272.41 $53.79

PERS Choice* $935.84 $289.98 $645.86 $575.83 $70.03 PERS Choice+1 $1,871.68 $579.96 $1,291.72 $959.03 $332.69 PERS Choice+2 $2,433.18 $753.95 $1,679.23 $1,272.41 $406.82

PERSCARE* $1,294.69 $494.86 $799.83 $575.83 $224.00 PERSCARE+1 $2,589.38 $989.71 $1,599.67 $959.03 $640.64 PERSCARE+2 $3,366.19 $1,286.63 $2,079.56 $1,272.41 $807.15

PERS Select* $566.67 $270.71 $295.96 $575.83 $0.00 PERS Select+1 $1,133.34 $541.42 $591.92 $959.03 $0.00 PERS Select+2 $1,473.34 $703.85 $769.49 $1,272.41 $0.00

Anthem HMO Select* $925.60 $270.71 $654.89 $575.83 $79.06 Anthem HMO Select+1 $1,851.20 $541.42 $1,309.78 $959.03 $350.75 Anthem HMO Select+2 $2,406.56 $703.85 $1,702.71 $1,272.41 $430.30

Anthem HMO Traditional* $1,307.86 $494.86 $813.00 $575.83 $237.17 Anthem HMO Traditional+1 $2,615.72 $989.71 $1,626.01 $959.03 $666.98 Anthem HMO Traditional+2 $3,400.44 $1,286.63 $2,113.81 $1,272.41 $841.40

Healthnet $1,120.21 $450.78 $669.43 $575.83 $93.60 Healthnet +1 $2,240.42 $901.55 $1,338.87 $959.03 $379.84 Healthnet +2 $2,912.55 $1,172.12 $1,740.43 $1,272.41 $468.02

Western Health Adv $757.02 $383.51 $373.51 $575.83 $0.00 Western Health Adv+1 $1,514.04 $767.01 $747.03 $959.03 $0.00 Western Health Adv+2 $1,968.25 $997.12 $971.13 $1,272.41 $0.00

Employees who do not elect medical coverage and complete a Certification Form receive $200.00 per month in Cafeteria Plan Contributions. This amount can be used to purchase vacation, Vision Services Plan benefits or at the end of the calendar year it can be cashed out.

* =Employee Only +1=Employee plue One Dependent +2=Employee plus Two or more Dependents (also known as Family Coverage)

The monthly Employee premium is deducted semi-monthly from paychecks in two equal amounts RESOLUTION NO. 2021-007

BOARD OF DIRECTORS CENTRAL CONTRA COSTA TRANSIT AUTHORITY STATE OF CALIFORNIA * * * AUTHORIZES FY2021 ANNUAL ADJUSTMENT TO ADMINISTRATIVE EMPLOYEES CAFETERIA PLAN AMOUNTS

WHEREAS, the County of Contra Costa and the Cities of Clayton, Concord, the Town of Danville, Lafayette, Martinez, the Town of Moraga, Orinda, Pleasant Hill, San Ramon and Walnut Creek (hereinafter "Member Jurisdictions") have formed the Central Contra Costa Transit Authority ("CCCTA"), a joint exercise of powers agency created under California Government Code Section 6500 et seq., for the joint exercise of certain powers to provide coordinated and integrated public transportation services within the area of its Member Jurisdictions;

WHEREAS, on December 21, 2006, CCCTA adopted a cafeteria plan for its non-represented administrative staff and management ("Administrative Employees Cafeteria Plan");

WHEREAS, Staff has recommended an adjustment to the non-represented administrative staff and management cafeteria amounts based on a formula that averages the increases in the two (2) most popular health plans by coverage level and splitting that amount and adding it to the Administrative Employees Cafeteria Plan; and

WHEREAS, the Administration & Finance Committee recommends that the Board of Directors adopt the recommendations of the Staff to adjust the Administrative Employees Cafeteria Plan in accordance with the formula set forth above.

NOW, THEREFORE, BE IT RESOLVED that the CCCTA Board of Directors approves the increases in the Administrative Employees Cafeteria Plan such that the total including the increases, shall be as follows, effective January 1, 2021:

Employee only: $ 575.83 Employee +1: $ 959.03 Employee +2 or more: $1272.41

Regularly passed and adopted this 17th day of September, 2020 by the following vote.

Ayes: Noes: Abstain: Absent:

______Candace Anderson, Chair, Board of Directors

ATTEST:

Lathina Hill, Clerk to the Board

651738.1 14869425.1

To: Board of Directors Date: 09/09/2020

From: Ruby Horta, Director of Planning & Marketing Reviewed by:

SUBJECT: Lifeline Transportation Program Cycle 6 Grant Funding

Background:

On July 6, 2018, the Metropolitan Transportation Commission (MTC) released guidelines for the Cycle 6 Lifeline Transportation Program (LTP). The purpose of the LTP is to fund projects that result in improved mobility for low-income residents of Contra Costa. Approximately $348,599 is expected to be available for the Concord Urbanized Area (UZA) through MTC over a two-year funding cycle (FY 2019 and FY 2020), see Attachment 1. Amounts available by transit operator are based on a 50/50 distribution of low-income ridership estimates and Community of Concern population shares and County Connection is eligible for $83,785.

County Connection applied for continued funding for services funded by previous LTP cycles. The routes supported by this funding source all serve the Monument Corridor, which includes Route 11, 14, 16, 18, 19, 311, 314, and 316. These routes provide basic transportation services to County Connection riders; 35 percent of whom are low income. All lines serve and/or are predominantly located in Communities of Concern. Public Transit is a primary means of transportation for both the adult and youth populations within the Communities of Concern. All lines presently provide service to employment, services, retail, schools, health care and coordination to BART stations. Funding this project would preserve existing headways and service span.

Financial Implications:

County Connection is eligible to received $83,785 to preserve operations in Central County Communities of Concern. The required local match would be funded with TDA funds and farebox revenues.

Action Requested:

The A&F Committee and staff recommend approval of Resolution No. 2021-010.

Attachments:

Attachment 1: Lifeline Transportation Program Cycle 6 Funding Attachment 1 – Lifeline Transportation Program Cycle 6 Funding FY2018-19 through FY2019-20

Table 1 – FTA Section 5307 FY2019 FY2020 Total Fund Source

53071 $ 3,508,000 $3,580,441 $7,088,441

Total $ 3,508,000 $3,580,441 $7,088,441

Table 2 – Actual 5307 Funding by Urbanized Areas Apportionment Year FY2018-19 FY2019-20 Two-Year Total FTA Apportionments Actual Actual Actual Antioch 169,903 173,412 343,315 Concord 172,518 176,081 348,599 San Francisco--Oakland 1,686,399 1,721,223 3,407,622 San Jose 726,455 741,456 1,467,911 Santa Rosa 175,097 178,713 353,810 Large Urbanized Area Subtotal 2,930,372 2,990,885 5,921,257 Fairfield 121,891 124,408 246,299 Gilroy-Morgan Hill 88,773 90,606 179,379 Livermore 38,359 39,151 77,510 Napa 77,528 79,129 156,657 Petaluma 43,035 43,924 86,959 Vacaville 52,918 54,011 106,929 Vallejo 155,124 158,327 313,451 Small Urbanized Area Subtotal 577,628 589,556 1,167,184 Total 3,508,000 3,580,441 7,088,441 (1) The FY2018-19 and FY2019-20 FTA 5307 amount is based on programming in the Transit Capital Priorities Program (Res. 4272). RESOLUTION NO. 2021-010

BOARD OF DIRECTORS CENTRAL CONTRA COSTA TRANSIT AUTHORITY STATE OF CALIFORNIA

***

SUPPORT FOR CYCLE 6 LIFELINE PROJECT FUNDING

WHEREAS, the County of Contra Costa and the Cities of Clayton, Concord, the Town of Danville, Lafayette, Martinez, the Town of Moraga, Orinda, Pleasant Hill, San Ramon and Walnut Creek (hereinafter "Member Jurisdictions") have formed the Central Contra Costa Transit Authority ("County Connection"), a joint exercise of powers agency created under California Government Code Section 6500 et seq., for the joint exercise of certain powers to provide coordinated and integrated public transportation services within the area of its Member Jurisdictions; and

WHEREAS, the Metropolitan Transportation Commission ("MTC") has established a Lifeline Transportation Program to assist in funding projects that 1) are intended to result in improved mobility for low-income residents of the nine San Francisco Bay Area counties, 2) are developed through a collaborative and inclusive planning process and 3) are proposed to address transportation gaps and/or barriers identified through a substantive community-based transportation plan or are otherwise based on a documented assessment of needs; and

WHEREAS, MTC has adopted principles, pursuant to MTC Resolution No. 4416, to guide implementation of the Lifeline Transportation Program for the two year period from Fiscal Year 2018-19 and Fiscal Year 2019-20, and MTC has solicited applications from transit operators (eligible recipients of FTA Section 5307 funds) from each of the nine bay area counties to propose projects for Lifeline Cycle 6 funding; and

WHEREAS, County Connection generally conducted a broad, inclusive public involvement process, and use multiple methods of public outreach in identifying projects for the Lifeline Transportation Program in Contra Costa County; and

WHEREAS, County Connection submitted a project(s) in response to the solicitation of applications/call for projects; and

WHEREAS, County Connection has confirmed that proposed project(s), described more fully on Attachment A to this Resolution, attached to and incorporated herein as though set forth at length, is consistent with the Lifeline Transportation Program goals as set out in MTC Resolution No. 4416; and

WHEREAS, County Connection, recommends proposed project(s), described more fully on Attachment A to this Resolution, attached to and incorporated herein as though set forth at length, be funded in part under the Lifeline Transportation Program; and

WHEREAS, County Connection agrees to meet project delivery and obligation deadlines, comply with funding conditions placed on the receipt of funds allocated to the Lifeline Transportation Program, provide for the required local matching funds, and satisfy all other conditions set forth in MTC Resolution No. 4416; and

16789794.1 WHEREAS, County Connection certifies that the project(s) and purpose(s) for which funds are being requested is in compliance with the requirements of the California Environmental Quality Act (Public Resources Code Section 21000 et seq.), and with the State Environmental Impact Report Guidelines (14 California Code of Regulations Section 1500 et seq.) and if relevant the National Environmental Policy Act ("NEPA"), 42 USC Section 4-1 et seq. and the applicable regulations thereunder; and

WHEREAS, there is no legal impediment to County Connection making the funding request; and

WHEREAS, there is no pending or threatened litigation which might in any way adversely affect the ability of County Connection to deliver the proposed project(s) for which funds are being requested.

NOW, THEREFORE BE IT RESOLVED, that County Connection requests that MTC program funds available under its Lifeline Transportation Program, in the amounts requested for which County Connection is eligible, for the project(s) described in Attachment A of this Resolution; and

BE IT FURTHER RESOLVED, that staff of County Connection shall forward a copy of this Resolution, and such other information as may be required, to MTC, Contra Costa Transportation Authority, and such other agencies as may be appropriate.

Regularly passed and adopted this 17th day of September 2020, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

______Candace Andersen, Chair, CCCTA Board of Directors ATTEST:

______Lathina Hill, Clerk to the Board

16789794.1

SAMPLE ATTACHMENT A Lifeline Transportation Program Cycle 6 Projects

Lifeline Transportation Program Local Match Funding Amounts Amount Total Project Cost Total Lifeline 5307 Project Name Project Description Funding Insert Project Name #1 Insert Project Description $ $ $ $

Insert Project Name #2 Insert Project Description $ $ $ $

Insert Project Name #2 Insert Project Description $ $ $ $

Total $ $ $ $

16789794.1

To: Board of Directors Date: September 9, 2020

From: J. Scott Mitchell Reviewed by: Chief Operating Officer

SUBJECT: On-Call General Engineering Consulting Services Contract Award

BACKGROUND: For the last five years, we have had an on-call engineering contract with Diablo Engineering. Projects we have utilized Diablo Engineering’s services for include:

• Bus stop access improvements – design, amenities, sidewalk, real time signage, curb and gutter work. • Concrete pad replacement. • WAVE inductive charging system at Walnut Creek BART and on County Connection property.

SUMMARY OF ISSUES: County Connection released a RFP for engineering services on March 13, 2020. Proposals were due May 15, 2020. Proposers were asked to provide engineering studies, civil and site improvement designs, mechanical and electrical designs, environmental studies, architectural and space planning, structural design, constructability and cost estimating, and construction management. We received two proposals.

Staff working with Legal developed the RFP and Sample Agreement to ensure conformance to State and Federal requirements. The contract will be non- exclusive allowing us to hire other engineering firms if we desire. There is no guaranteed minimum level of compensation. The contract will be for a term of three years with two one-year options.

The proposals have been reviewed by staff in accordance with the evaluation process in the Request for Proposal, qualifications, key personnel, and approach and capacity. Based on evaluation of the provided Proposals, we have determined that Diablo Engineering best meets the needs of County Connection.

Scoring BKF Diablo Engineering

Firm Qualifications 45 45

Key Personnel 32 35

Approach and Capacity 17 20

Final Score 94 100

We expect to have numerous projects in the next five years that will require engineering services. These projects may include replacement of underground fuel tanks and expanding the electric bus charging stations.

Board of Directors September 9, 2020 Page 2

OPTION 1: The A&F Committee recommend that the County Connection Board of Directors authorize the General Manager to enter into a contract with Diablo Engineering for the On-Call General Engineering Consulting Services.

OPTION 2: Release new Request for Proposal for On-Call General Engineering Consulting Services.

FINANCIAL IMPLICATIONS: Will be determined annually based on Capital Projects. Total not to exceed 1.8 million over three years with two one-year options.

RECOMMENDATION: The A&F Committee recommend that the Board of Directors at its September 17, 2020, meeting, adopt Resolution No. 2021-008 authorizing the General Manager to award a contract for On-Call General Engineering Services to Diablo Engineering for the amount not to exceed 1.8 million over the contract term three years with two additional one-year options.

ACTION REQUESTED: The A&F Committee recommend that the Board of Directors at its September 17, 2020, meeting, adopt Resolution No. 2021-008 authorizing the General Manager to enter into a contract with Diablo Engineering for the On-Call General Engineering Consulting Services. RESOLUTION NO. 2021-008

BOARD OF DIRECTORS CENTRAL CONTRA COSTA TRANSIT AUTHORITY STATE OF CALIFORNIA

* * *

AUTHORIZING AWARD OF A CONTRACT TO DIABLO ENGINEERING GROUP FOR ON-CALL ENGINEERING SERVICES IN AN AMOUNT NOT TO EXCEED $1.8 MILLION OVER THREE YEAR BASE TERM AND TWO ONE YEAR OPTION TERMS

WHEREAS, the County of Contra Costa and Cities of Clayton, Concord, the Town of Danville, Lafayette, Martinez, the Town of Moraga, Orinda, Pleasant Hill, San Ramon and Walnut Creek (hereinafter "Member Jurisdictions") have formed the Central Contra Costa Transit Authority ("CCCTA"), a joint exercise of powers agency created under California Government Code section 6500 et seq., for the joint exercise of certain powers to provide coordinated and integrated public transportation services within the area of its Member Jurisdictions;

WHEREAS, on March 13, 2020, CCCTA issued a Request for Proposals ("RFP") for on-call engineering services, and received two proposals, which were evaluated by staff in accordance with the evaluation process in the RFP;

WHEREAS, the evaluation committee has recommended that Diablo Engineering Group provide on-call engineering services based upon its experience, proven technical ability, and superior understanding of the scope of work;

WHEREAS, the Administration and Finance Committee recommends award of the contract to Diablo Engineering Group in an amount not to exceed $1.8 million over the three year base term and two one-year option terms.

NOW, THEREFORE BE IT RESOLVED that the Board of Directors of the Central Contra Costa Transit Authority awards a contract to Diablo Engineering Group to provide on-call engineering services, in an amount not to exceed $1.8 million over the three year base term and two one-year option terms; and

BE IT FURTHER RESOLVED that the General Manager is authorized to execute the agreement with Diablo Engineering Group, in a form approved by legal counsel.

Regularly passed and adopted this 17th day of September 2020, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

______Candace Andersen, Chair, Board of Directors

ATTEST:

______Lathina Hill, Clerk to the Board

16834049.1

To: Board of Directors Date: September 17, 2020

From: Erick Cheung, Chief Finance Officer Reviewed by: Rick Ramacier, GM

SUBJECT: Update on Fiscal Year 2020 and Fiscal Year 2021 Budget

SUMMARY:

In March, Contra Costa County implemented a shelter-in-place (SIP) order by the Contra Costa Health Services due to the Coronavirus (COVID-19) pandemic. Beginning in May and early June, the county eased some of the initial restrictions from the SIP as the positivity and hospitalization rates were declining. Also, additional COVID-19 testing became available throughout the county. By late June, some of the restrictions were reimplemented as COVID-19 positivity rates and hospitalization had risen. Based on the current COVID-19 information, those restrictions are beginning to ease but at a much slower pace and schools throughout the county started the year with distance learning.

Due to COVID-19 and the SIP orders for the health and safety of the population, the financial impact is being felt by most Californians. The Contra Costa/Alameda Counties unemployment rate rose from 3.3% in July 2019 to 13.8% in May 2020, and has come down slightly to 12% in July 2020. The largest declines are in the leisure, retail, and hospitality sectors. The Federal Government has approved several stimulus packages including CARES Act 3 which provided $2 trillion to help individuals, families, businesses, state, and local agencies. This package includes $25 billion for mass transit nationwide. CARES Act 4 provided $484 billion to provide additional small business assistance, hospital funds to treat COVID-19 patients, and funds for expanding medical testing. The concern is that the funding for certain programs for unemployment have now ended and the federal government is stalled on working on a compromise to extend or provide additional stimulus funds.

Staff normally begins presenting the budget in March to receive timely Transportation Development Act (TDA) funding, but we have been updating since the changes have been coming at a rapid pace during this time:

 In early March, the A&F Committee reviewed the first draft of the Fiscal Year (FY) 2021 Draft Budget and Forecast which was just prior to the COVID-19 community spread and SIP orders.  In April, the Board approved a FY 2021 Draft Budget and Forecast for the purpose to submit our TDA claim to Metropolitan Transportation Commission (MTC) so we can receive our TDA funds timely. The April version of the budget proposed $45.2 million in operational and capital expenses. Our main revenue source is TDA 4.0 funds from MTC; the budget proposed using $22.3 million, which is $2.9 million less than MTC estimates we will receive next fiscal year of $19.4 million (estimate from February 2020 – prior to COVID-19).  In May, staff provided the A&F Committee a revenue update based on known information and assumptions even though there was minimal economic data at that time. Based on the data, County Connection estimated lost revenue of $14.1 million between FY 2020 & FY 2021. This was offset by an estimated $11.6 million in CARES Act funds.  In June, the Board adopted the FY 2021 Proposed Budget for $45.2 million in operating and capital costs. This included updates from MTC which informed transit agencies that the allocations for FY 2021 TDA and STA revenues would be 25% and 40% of their original estimates. Staff had a minor budget update and removed $47 thousand related to merit increases. This adopted budget required use of $23.2 million in TDA 4.0 funds which is $8.65 million less revenue than the $14.56 million we are currently expecting to receive from MTC. The TDA reserve would drop from $16.7 million in beginning of FY 2020 to $12.8 million by the end of FY 2021 assuming no other changes.

From the adoption in June through August, staff has been updating the FY 2020 & FY 2021 revenues and expenses. For FY 2020, the unaudited expenses are now $37.8 million, which is $2.4 million less than the assumption in June. The main reason for the reduction was related to COVID-19, since we have vacancies not currently being filled, declining diesel expense due to reduced service and dropping prices, and demand for paratransit services significantly decreased. The ending TDA reserve is $26.0 million which is an increase of $9.2 million from the previous fiscal year, but this is mainly due to receiving approximately $6.9 million in CARES Act Funding. We also did not lose as much revenue as originally estimated in TDA, STA and Measure J, which accounts for 75% of our funding. As we stated in the June staff report, we thought the financial impact would be felt more in FY 2021 based upon the downward revenue estimates. The CARES Act provides us cash flow and funding in FY 2021 as our regional partners (MTC, State of California and Contra Costa Transportation Authority) significantly reduced our allocations.

For Fiscal Year 2021, staff reviewed and updated expenses to lower costs by $494 thousand for a total of $44.0 million in operations. The decrease represents freezing cost of living adjustments and certain vacant positions, and reducing supplies and services without affecting current service levels as shown below:

Amount Expense (*) (in thousands) Description Salaries & Benefits ($136) Freezing COLA of administration staff. Savings from freezing IT specialist but Salaries & Benefits ($100) increased contract services below. Freezing Manager of Planning/Marketing, Training Coordinator & Admin Assistant HR offset by increases for Director of ADA and Director of Safety (this position Salaries & Benefits ($168) currently vacant). Net increase due to IT Contract Services for $55K, offset by reductions in promotions, service development, IT Services $31 supplies, and fire monitoring for $24K. Net increase due to PPE supplies of $70K Material & Supplies $63 offset be reduction of supplies of $7K. Reduction for services related to Saint Purchased Transportation ($151) Mary's, CSU East Bay, & Choice In Aging. Reduction in employee functions and ADA Miscellaneous ($33) training. Total ($494) (*) Board eliminated $47K in merit increases as part of FY 2021 Budget Adoption in June.

Even with these changes and assuming no additional adjustments to expense or revenue, we will overspend our TDA revenue by $8.9 million in FY 2021. Our TDA reserves would drop to $17.1 million in FY 2021 and by FY 2023 we would be a negative $3.4 million. There have been updates to revenue since the budget was adopted, and we have included that information in the forecast scenarios based on various revenue and expense assumptions for A&F Committee consideration.

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Expenses

FY2020

Estimated Operating Expenses (Page 2) for FY 2020 are expected to be $37,816,989, compared to the budget of $42,582,087 by $4,765,098 (11.2%). The following is an analysis of estimated expenses in comparison to budget:

August Estimated Amount FY 2020 August FY 2020 June FY 2020 Budget Over (Under) Estimate Amount Estimate Amount Amount Budget Category Description ($ in thousands) ($ in thousands) ($ in thousands) ($ in thousands) FIXED ROUTE Wages and benefits are under budget mainly due to vacancies. At the end of June, we had 8 vacant non‐operator positions. Operators wages are under budget but offset Wages and benefits by sick/FMLA time due to COVID‐19. $ 25,029 $ 26,318 $ 26,728 $ (1,699) Services are less than budget as Schedules/Graphics, Promotions, Service Development are $96K, $92K and $72K under budget, respectfully. Repair on buses are $136K lower than budget. Clipper Fees have gone up from $78K in 2019 to $98K in 2020 with the elimination of most paper passes, but less than $150K budget partly due to free fares from Services March to June.$ 1,864 $ 2,025 $ 2,340 $ (476) Diesel fuel costs are $452K lower due to COVID‐19 as routes were reduced and fuel prices dropping. Coach repair parts are higher than budget by $71K. PPE for COVID‐19 Materials and supplies for $43K.$ 2,461 $ 2,795 $ 2,908 $ (447)

In line with budget, but due to COVID‐ 19 we incurred $384K costs related Other Categories to food and COVID transport.$ 2,176 $ 2,036 $ 2,179 $ (3) Contingency Contingency not needed.$ ‐ $ ‐ $ 900 $ (900) Total Fixed Route $ 31,530 $ 33,174 $ 35,055 $ (3,525) PARATRANSIT Wages and benefits are higher than budget by $20K due to merit increases, higher medical and Wages and benefits pension costs.$ 294 $ 284 $ 274 $ 20 Budget was amended in December and based on revised amount. This actual costs have significantly Purchased decreased due to COVID‐19 as transportation ridership dropped 80%‐90%. $ 5,923 $ 6,721 $ 7,157 $ (1,234) Other Categories$ 70 $ 69 $ 96 $ (26) Total Paratransit $ 6,287 $ 7,074 $ 7,527 $ (1,240) Grand Total $ 37,817 $ 40,248 $ 42,582 $ (4,765)

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FY 2021 Update

The FY 2021 Adopted Operating Budget is $44,456,064, which is $6,639,075 or 17.6% more than the FY 2020 estimated amount (increase of $1,873,977 or 4.4% of FY 2020 Budget). The FY 2021 update has estimates of $43,962,070 which is a decrease of $493,993 or 1.1% which was described earlier.

($ In Thousands) Adopted FY Amount % Category for Fixed 2021 August FY Over Over Route and Budget 2021 (Under) (Under) Paratransit Description Amount Update Update Update

Wages/Fringe Decrease assumes no merit increase, Benefits Paid Time freeze some vacant positions and Off cost of living adjustments.$ 18,666 $ 18,369 $ 297 1.6% Fringe Benefits Other Decrease noted above$ 9,563 $ 9,456 $ 107 1.1%

Services includes increase in information technology services and Services PPE services related to COVID‐19. $ 2,573 $ 2,604 $ (31) ‐1.2% Materials and Increases include additional costs supplies related to supplies for PPE.$ 3,075 $ 3,138 $ (63) ‐2.0% Utilities$ 394 $ 394 $ ‐ 0.0% Casualty and liability$ 1,013 $ 1,013 $ ‐ 0.0% Other$ 556 $ 523 $ 33 6.3% Decrease due to not running services for Cal State East Bay and Saint Purchased Mary's with remote learning for first transportation six months.$ 8,016 $ 7,865 $ 151 1.9% Contingency Estimated contingency.$ 600 $ 600 $ ‐ N/A Total $ 44,456 $ 43,962 $ 494 1.1%

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Revenues

The FY 2021 Adopted Budget estimated revenues of $40,248,400 for FY 2020 and $44,456,064 for FY 2021. Due to COVID-19, revenues have been negatively impacted downward based on revised estimates on sales tax, diesel tax, and fares. Staff has updated the revenue for FY 2020 and FY 2021 based on current information. For FY 2020, the amount has improved due to better sales tax revenues than estimated in June but still below assumptions in March. For FY 2021, revenues have decreased as assumptions made in June anticipated, we would be closer to “normal” as restrictions were easing at that time. Unfortunately, the region incurred a spike in COVID-19 cases which meant some restrictions were put back in place and schools began using distance learning. These restrictions have impacted fare and special service revenues as we have yet to begin collecting fare revenue since March. Even though FY 2020 sales tax revenue came in better than expected, there have been no changes by MTC on TDA revenues of $14,561,685. Based on the August update, we need $23,446,530 in TDA funds, which would reduce our TDA reserves by $8,884,845 to a balance of $17,081,000.

The allocation of CARES Act funding was done by MTC in coordination with regional transit partners. Based on MTC’s approach we have been allocated $11,812,681 to help with COVID-19 expenses and revenue loss. County Connection is currently estimating revenue loss of $13,349,378 between FY 2020 & FY 2021 due to declines in fare revenue and economic activity. A summary of major revenue sources and estimates for FY 2020 and FY 2021 are shown below:

FIXED ROUTE & PARATRANSIT ESTIMATED REVENUE LOSS Compared Compared Aug version FY2021 Aug version FY 2020 Original FY2020 Aug FY2020 to FY2021 FY 2021 Original Adopted Aug FY2021 to FY2021 Revenue Estimate ** June Revised Original $ Diff % Diff Proposed ** June Revised Original $ Diff % Diff Fixed Route Fares $3,189,106 $2,485,000 $2,485,000 ($704,106) -22.1% $3,296,050 $2,801,643 $1,765,500 ($1,530,550) -46.4% Special service revenue 2,020,388 1,544,647 1,652,117 (368,271) -18.2% 1,719,628 1,489,744 807,050 (912,578) -53.1% Advertising Revenue 560,002 385,002 428,752 (131,250) -23.4% 550,000 418,750 170,000 (380,000) -69.1% Investment Income 184,323 165,891 220,858 36,535 19.8% 187,900 99,535 78,840 (109,060) -58.0% State Transit Assistance (STA) 5,160,136 5,005,332 4,968,482 (191,654) -3.7% 4,944,721 2,956,943 2,956,943 (1,987,778) -40.2% Measure J 4,960,085 4,265,673 4,960,085 - 0.0% 4,826,198 3,909,220 4,387,053 (439,146) -9.1% BART Express Funds 861,895 836,038 861,895 - 0.0% 938,028 560,941 938,028 - 0.0% Paratransit Fares 525,000 368,715 397,550 (127,450) -24.3% 525,000 446,250 210,000 (315,000) -60.0% FTA 1,380,000 1,380,000 1,380,000 - 0.0% 1,380,000 1,214,400 1,240,000 (140,000) -10.1% State Transit Assistance (STA) 848,487 823,032 783,284 (65,203) -7.7% 825,000 493,350 469,029 (355,971) -43.1% TDA 4.5 1,009,387 940,694 917,891 (91,496) -9.1% 804,507 603,380 590,837 (213,670) -26.6% Measure J 1,814,243 1,560,249 1,814,243 - 0.0% 1,752,787 1,419,757 1,578,876 (173,911) -9.9% Fixed Route & Paratransit Transportation Dev Act (TDA) * 18,810,111 17,530,000 18,515,187 (294,924) -1.6% 19,415,580 14,561,685 14,561,685 (4,853,895) -25.0% Total $41,323,163 $37,290,273 $39,385,344 ($1,937,819) -4.7% $41,165,399 $30,975,598 $29,753,841 ($11,411,559) -27.7% Total Estimated Revenue Loss for FY 2020 & 2021 (2) ($13,349,378)

ESTIMATED NET REVENUE LOSS WITH CARES Act Funds (1)+(2) ($1,536,697) * Original and Adopted amounts are based on MTC's estimated TDA revenue. August amount should be actual of FY 2020. Budget amount is different as that is based on expenses. ** Pre Covid-19 amounts in the March 2020 FY 2021 Budget presented to A&F.

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Revenue by category graph based on information amounts above:

Revenue by Source

CARES Act - Federal Transit Administration (FTA)

On March 27, 2020, the President signed CARES Act 3 into law, which provides $2 trillion to fund programs and support efforts to respond to COVID-19. This included an appropriation of $25 billion in supplemental FTA funds to support transit agencies through this pandemic. The Bay Area portion of the funding is approximately $1.3 billion.

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This funding addresses operating losses because of the pandemic, including reduced funding sources and increased costs. It may be used for operating expenses related to COVID-19 less fare revenues, including reimbursement for operating costs and lost revenue, the purchase of personal protective equipment, and paying the administrative leave of operations personnel due to reductions in service. Additionally, such funding is eligible for up to a 100% federal share (compared to a typical 80% or 50% maximum for federal share).

All transit operators will be impacted by the revenue and economic loss of COVID-19. It is important that MTC understand that each of us will feel the effects differently based on our revenue composition. Larger agencies are more effected by fare revenues which is why they need funds immediately with ridership declines. Medium to small size operators, such as us, will feel the impact later as we are more reliant on sales and diesel tax which is collected in arrears.

MTC was responsible for programming the region’s FTA funds. In April, the MTC Board approved programming approximately $780 million or 61% of this supplemental funding after their staff worked with the region’s transit operators. In July, the remainder of the funding was programmed by the MTC Board with the recommendation from the MTC Blue Ribbon Committee (BRC). County Connection received allocations of $11,812,681 (first tranche $7,067,680 + second tranche $4,475,001) of CARES Act Funds.

Fares

Prior to COVID-19, staff was expecting fare revenue to be higher than budget due to a combination of fare increases in March 2019, more efficient routes, and Low Carbon Transit Operations Program (LCTOP) grant funding subsidizing free fares in the Monument Corridor. In the March update to A&F Committee, fare revenue was estimated to be $3.7 million and budgeted for $3.6 million for FY 2020. Once COVID-19 SIP order began in mid- March, fare revenues declined 80% for fixed route and 90% for paratransit services. On March 23rd, fare collections ceased on fixed route and paratransit services to improve safety by minimizing interaction between operators and riders. The financial impact of not collecting fare revenues is approximately $50 thousand a month for fixed route and $10 thousand a month for paratransit services. County Connection has collected very minimal fare revenue from March through the end of June for an annual amount of $2.9 million. This is a combined loss of approximately $832 thousand in fixed route and paratransit for FY 2020.

County Connection estimates that we will begin collecting fares in the near future and currently assuming 60% of normal for the fiscal year as ridership is below normal and schools are beginning with distance learning. Also, we are incorporating a median fare as part of MTC Clipper START program to provide a discount for low income households as a demonstration project. Staff will also need to evaluate and possibly incorporate a youth fare as part of the START program to be incompliance with Title VI. Total fare revenues are estimated to be $2.0 million which is a decrease of $1.9 million compared to the pre-COVID-19 amount and $1.3 million compared to the adopted FY 2021 Budget.

Special Service Revenue

Special service revenue are agreements we have with various agencies such as BART (bus bridges), California State East Bay, Bishop Ranch, and the City of Walnut Creek to provide service for agreed upon amounts. This revenue source has declined due to the elimination of service and/or free fares that began on March 23rd through the end of June. For FY 2020, we received $1.7 million and an estimated loss of $368 thousand compared to Pre- COVID-19. The amount is slightly better than the version in June, due to BART running several bus bridges during May and June for track work maintenance.

For FY 2021, the California State Universities and Saint Mary’s have announced online education for the Fall. Also, the City of Walnut Creek has reduced their subsidy in half due to declining parking revenue. Additionally, we estimate a decline of Bishop Ranch to 40% of normal for the fiscal year. Based on these updated assumptions, we would lose approximately $913 thousand and receive $807 thousand in revenue compared to the March version.

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Advertising Revenue

County Connection has received minimal revenue since March, the advertising provider notified us that payment was stopped due to COVID-19 and our service reductions. Staff has been in contact with the advertising provider recently and is working with staff on a revenue sharing agreement for a period of time. For FY 2020, based on the revenue sharing agreement for March through June, we received total revenue of $429 thousand for the fiscal year. This is a loss of $131 thousand compared to the March update. For FY 2021, assuming a revenue sharing for the entire fiscal year, this would result in revenue of $170 thousand a loss of $380 thousand compared to March ($249 thousand compared to the adopted budget).

State Transit Assistance (STA)

STA revenue is generated by the tax on diesel fuel and provides funding for transit programs and agencies. The last estimate done by the State of California was in January to provide an amount to MTC for planning and programming purposes. In August, the State Controller’s Office updated STA for the last quarter of FY 2020 and the FY 2021 estimate. For FY 2020, STA revenue is estimated to be $5.8 million which is $257 thousand less than the March update ($77 thousand less than June update).

The table below shows STA revenue provided by the State Controller’s Office for the MTC region based on actual collections. Overall, the region received slightly less than the prior year for $244 million which is a loss of $430 thousand or 0.18%. The last quarter resulted in a $2.5 million loss or 5.33% drop from the previous year at the same time.

Per State Controller's Office Population Based Revenue Based Jul‐Sep Oct‐Dec Jan‐Mar Apr‐Jun Jul‐Sep Oct‐Dec Jan‐Mar Apr‐Jun MTC Region (in millions) Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Total FY2020 $13,720 $16,317 $18,768 $16,500 $37,635 $44,760 $51,482 $45,261 $244,443 FY2019 $13,712 $16,993 $17,032 $17,285 $37,927 $47,002 $47,111 $47,811 $244,873 $ Difference $8 ‐$676 $1,736 ‐$785 ‐$292 ‐$2,242 $4,371 ‐$2,550 ‐$430 % Difference 0.06% ‐3.98% 10.19% ‐4.54% ‐0.77% ‐4.77% 9.28% ‐5.33% ‐0.18%

For FY 2021, the State Controller’s Office reduced the January estimate by 40% statewide. Assuming the estimate is accurate, we would receive approximately $3.4 million, which is a revenue loss of $2.3 million. The State Controller’s Office and MTC will reevaluate this in calendar 2021 based on actual receipts (July-September – 1st Quarter data is normally available in late November/early December) and could amend the estimates and allocations at that time.

Measure J – Contra Costa Transportation Authority (CCTA)

Measure J is a ½ cent sales tax in Contra Costa County administered by CCTA for transportation planning, projects, and programs. Measure J provides funding for fixed route and paratransit services to County Connection. CCTA staff provided an update to the budget for FY 2020 and FY 2021 in June that we will receive approximately $5.8 million in FY 2020 and $5.3 million in FY 2021. This is a loss in FY 2020 and FY 2021 of 14% or $1.5 million and 19% or $1.2 million, respectively. CCTA staff adopted allocations to operators in July and will disburse 45% of the funding in August (1st portion normally received in December) to assist with cash flow. Based on actual receipts they would allocate the second half of the funds in calendar 2021.

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In August, the California Department of Tax and Fee Administration released the sales tax information for April through June quarter. CCTA staff has preliminarily informed us that we will receive the full amount of the allocation for FY 2020 based on actual sales tax receipts. Therefore, revenues will probably meet their original budget amount. Staff has revised the Measure J amount for FY 2020 to match the March estimate of $6.8 million for fixed route and paratransit compared to the June estimate of $5.8 million. Staff assumes that the final amounts will be reported from CCTA in September/October.

Transportation Development Act (TDA)

TDA revenue is a ¼% state sales tax to finance transportation programs and projects. In February, the Contra Costa County Auditor-Controller’s Office (County) revised our estimate for FY 2020 downwards from $20,909,368 to $18,810,111 which is a decrease of $2,099,257 or 10%. This information was based on sales tax collected through November of the previous year and obviously did not have COVID-19 factored in nor the changes to AB- 1147 online sales tax collection (Wayfair Decision) that began on October 1, 2019. TDA revenue is not accrual based but based on actual cash receipts in the fiscal year. For FY 2020, based on the actual TDA sales tax revenue we received $18,537,901 for FY 2020, which is a decrease of $294 thousand or 1.6% compared to the March estimate. The following shows TDA revenue the last couple of fiscal years:

$ In Millions

Fiscal Year TDA 4.0 $ Diff % Diff

2020 actual $ 18.54 $ (0.50) -2.64% 2019 actual$ 19.04 $ 1.14 6.39% 2018 actual$ 17.90 $ 0.67 3.87%

MTC informed operators that they will only allocate up to 75% of the FY 2021 estimate provided in February, which amounts to $14.6 million or a potential revenue loss of $4.9 million. MTC would revisit the amount in early calendar 2021 and adjust accordingly. For FY 2021, using MTC’s amount of $14.6 million in revenue, we would need to use $23.5 million based on the proposed expenses. This would reduce our TDA reserves by $8.9 million and bring our balance to $17.1 million by the end of FY 2021. Assuming no changes to revenue or expense, the TDA reserves would be negative $3.4 million in FY 2023.

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FORECAST:

The estimated current level of revenue is not sustainable to meet the operating expenses of County Connection into the near future. Staff has provided a summary of scenarios of the forecast based on the current assumptions and additional scenarios adjusting for TDA revenue for the A&F Committee’s consideration. In general, the scenarios assume different levels of TDA revenue loss from 5% to 20% (compared to FY 2020 actual) and then incorporate different levels of expense reduction from status quo all the way up to $7 million. It also assumes the contingency for FY 2021 of $600 thousand is not needed. The specific expense reductions are to be determined and assumed to be spread over two years (i.e. $3 million reduction would be $1.5 million in FY 2021 and an additional $1.5 million in FY 2022). Most likely any reduction in expenses would have an impact to service levels. Staff has assumed a baseline of 16% of TDA reserves or two months for sufficient cash flow. Based on these assumptions, and if no changes to revenues or expenses are made, we will not have sufficient funds to operate sometime in FY 2023. It is also important to note that the revenue estimates are still very preliminary as the data for the first quarter (July to September) for TDA, STA, and Measure J will be available around November/December of this year and that represents approximately 75% of our revenues.

Insufficient TDA Reserve below TDA Reserve of approx. 16% or higher approx. 16% Assuming August Reserve Reserve Revision ‐ Expense Reductions (over 2 Amount % of Amount % of estimated fiscal years) Fiscal Year (in millions) Reserve Fiscal Year (in millions) Reserve 20% TDA No $ changes FY 2022 $7,821 17.4% FY 2023 ‐$2,772 ‐6.0% Loss $3 million FY 2022 $12,366 27.6% FY 2023 $4,909 10.5% (MTC $5 million FY 2023 $10,030 21.5% FY 2024 $3,576 7.4% estimate) $7 million FY 2025 $8,210 16.4% FY 2026 $4,905 9.4%

Assuming No $ changes FY 2022 $10,341 23.0% FY 2023 $1,134 2.4% August Revision ‐ $3 million FY 2023 $8,815 18.9% FY 2024 $1,299 2.7% except $5 million FY 2024 $8,573 17.8% FY 2025 $4,484 9.0% 15% TDA Loss $7 million FY 2026 $11,466 22.1% FY 2027 $5,660 10.5%

Assuming No $ changes FY 2022 $11,193 24.9% FY 2023 $2,040 4.4% August Revision ‐ $3 million FY 2023 $9,721 20.9% FY 2024 $2,261 4.7% except $5 million FY 2024 $9,535 19.8% FY 2025 $5,504 11.0% 10% TDA Loss $7 million FY 2026 $12,545 24.2% FY 2027 $6,800 12.6%

Assuming No $ changes FY 2022 $12,817 28.6% FY 2023 $3,728 8.0% August Revision ‐ $3 million FY 2023 $11,409 24.5% FY 2024 $3,832 7.9% except $5 million FY 2025 (*) $6,954 13.9% FY 2026 $2,094 4.0% 5% TDA Loss $7 million FY 2027 (*) $7,998 14.9% ‐ ‐ ‐ * Below 16% but could be sufficient assuming some savings during the fiscal year.

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Operating Revenue

The TDA forecast assumes that we recover over four fiscal years and return a level near FY 2019/FY 2020 like the Great Recession. A slight glimpse of good news was that the original estimates from 4th quarter sales tax losses ranged from 10% to 35% throughout the Bay Area, Contra Costa County’s losses appear to be around 2% compared to the same quarter in the previous year. The specific sector information for the 4th quarter is still not available. It is also difficult to estimate as we still are under some variation of SIP order and have only begun to ease again as positivity rates decline after a spike in June. Based on some of the actual information, it could be reasonable that TDA revenues be better than the $14.56 million that MTC has allocated for FY 2021. Below is historical TDA revenue and the different estimates for FY 2020 and FY 2021:

$ In Millions

Fiscal Year TDA 4.0 $ Diff % Diff

2021 est (c) $ 14.56 $ (4.86) -25.03% 2021 org est (b) $ 19.42 2020 actual $ 18.54 $ (2.37) -11.33% 2020 June est $ 17.53 $ (3.38) -16.16% 2020 rev est (b) $ 18.81 $ (2.10) -10.04% 2020 org est (a) $ 20.91

2020 actual $ 18.54 $ (0.50) -2.64% 2019 actual$ 19.04 $ 1.14 6.39% 2018 actual$ 17.90 $ 0.67 3.87% 2017 actual$ 17.23 $ 0.53 3.18% 2016 actual$ 16.70 $ 0.56 3.46% 2015 actual$ 16.14 $ 0.58 3.70% 2014 actual$ 15.57 $ 0.53 3.55% 2013 actual$ 15.04 $ 1.23 8.87% 2012 actual$ 13.81 $ 0.75 5.70% 2011 actual$ 13.07 $ 0.89 7.30% 2010 actual$ 12.18 $ (2.72) -18.28% 2009 actual$ 14.90 (a) Information provided by MTC as of February 2019. (b) Information updated by MTC as of February 2020. (c) Due to COVID‐19, MTC has assumed a 25% reduction from Feb. 2020 est.

The scenario forecast above has different TDA growth factors pending on the loss of revenue, as revenues improved, we assumed the growth factor would be less:

TDA Growth Factors FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 FY2028 FY2029 Assuming August Revision ‐ estimated 20% TDA Loss (MTC estimate) 10% 5% 5% 5% 3% 3% 3% 3% Assuming August Revision ‐ except 15% TDA Loss 10% 5% 3% 3% 3% 3% 3% 3% Assuming August Revision ‐ except 10% TDA Loss 5% 5% 3% 3% 3% 3% 3% 3% Assuming August Revision ‐ except 5% TDA Loss 2% 2% 2% 3% 3% 3% 3% 3%

STA revenue for FY 2021, the State and MTC has assumed 40% decline in growth and actuals for FY 2020 was a decline of approximately 3% which is what the State was estimating in May/June. Similar to TDA, assuming we return to normal over four fiscal years with an initial increase in FY 2022 of 30%. The first data for FY 2021 (July- August quarter) will be released in November/December.

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Fixed route passenger fares peaked in FY 2013 and have continued to decline since then. As mentioned earlier, there are several events occurring from the prior year fare increase, service restructure and subsidized routes in FY 2021. Also, this incorporates preliminary revenue loss of $449 thousand in FY 2022 compared to the original estimate for FY 2021 in the forecast assuming a median fare for low income riders and a youth fare rider.

Operating Expenses

The forecast assumes that the service levels will remain the same and 3% wage increases return in FY 2022 and continue into future years (MOU’s will begin to expire in fiscal year 2022 and need to be negotiated). Other assumptions are shown below:

 Nonwage operating expenses are assumed to increase 3% per year.  Cafeteria plan expenses are assumed to increase 6% per year.  County Connection was able to absorb most of the financial issues with the Great Recession and was 99.9% funded in FY 2017, because the pension benefits were not enhanced in the early 2000’s like many other agencies and is currently 89.2% funded. We have incorporated recent changes such as the CalPERS Board reducing the discount rate from 7.5% to 7.0% in December 2016. The employer rate will continue to rise to 8.91% in FY 2022 to 9.3% in FY 2027. Also, as the discount rate is being reduced and phasing in investment losses in previous fiscal years, the Unfunded Actuarial Liability (UAL) payments will rise from $47,020 in FY 2018 to $1,065,000. CalPERS has also recently reported their investment return for FY 2020 was 4.7% which is under the 7.0% assumed return. Staff has included in the forecast the UAL payments which would begin in FY 2023 based on estimator tools provided by CalPERS. The following tables are summaries of the changes:

PERS FORECAST Employer Contribution Rate 7.553% 7.471% 7.471% 8.114% 8.785% 8.910% 9.000% 9.100% 9.100% Funded Status (a) 99.9% 95.8% 88.9% 91.5% 89.8% 89.2% Not Available Actual Estimate Budget Forecast Description 2017 - Act 2018 - Act 2019 - Act 2020 - Est 2021 - Bud 2022 - Est 2023 - Est 2024 - Est 2025 - Est Wage based pension costs $1,522,798 $1,501,166 $1,626,373 $1,709,221 $1,917,587 $2,004,730 $2,119,979 $2,265,944 $2,421,959 Unfunded liability pension costs $0 $47,020 $210,673 $349,903 $537,865 $762,000 $988,000 $1,160,000 $1,362,000 Total costs $1,522,798 $1,548,186 $1,837,046 $2,059,124 $2,455,452 $2,766,730 $3,107,979 $3,425,944 $3,783,959

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Capital Expenses The forecast assumes capital expenses based on the 2016-2025 Short Range Transit Plan (SRTP) completed in March 2016. The SRTP was based on information at that time and assumed the continuation of a diesel capital fleet and has approximately $4 million in funds to be determined (FY 2023 - $3 million & FY 2024 - $1 million). The SRTP and the current forecast does not include costs related to replacement with electric buses and the required infrastructure necessary to operate that fleet. Also, it is still unknown the true ongoing maintenance as we are still in the early phase of our electric buses being out of warranty.

RECOMMENDATION: A&F Committee and staff requests that the Board provide comments and direction. Attachments: A. FY 2021 Budget Update

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Operating and Capital Budget Fiscal Year 2021

CENTRAL CONTRA COSTA TRANSIT AUTHORITY Concord, California County Connection

CENTRAL CONTRA COSTA TRANSIT AUTHORITY Fiscal Year 2021 Table of Contents

Page

Budget Summary 1 Budget Summary Operating Expense & Revenue Chart 2 Operating Expense 3 Operating Revenue 4 Revenue Source Utilization 5 Staffing 6 Capital Program-Budget Year 7 Fiscal Years 2020 - 2027 Capital Program 8 Fiscal Years 2019 - 2027 Financial Forecast 9-10 Fiscal Years 2019 - 2027 - TDA Reserve 11 Operating Expense Detail 12-23 County Connection CENTRAL CONTRA COSTA TRANSIT AUTHORITY FY 2021 BUDGET SUMMARY

REVISED ADOPTED REVISED ADOPTED ADOPTED AUGUST ESTIMATE BUDGET % AUGUST BUDGET OVER/(UNDER) FY 2020 FY 2020 VARIANCE FY 2021 FY 2021 ESTIMATE

Operations

Fixed Route$ 31,529,751 $ 35,055,581 -10.1%$ 35,931,760 $ 36,341,041 14.0% Paratransit$ 6,287,238 $ 7,526,506 -16.5%$ 8,030,310 $ 8,115,023 27.7% Subtotal$ 37,816,989 $ 42,582,087 -11.2%$ 43,962,070 $ 44,456,064 16.2%

Capital

Fixed Route$ 689,000 $ 689,000 0.0%$ 747,000 $ 747,000 8.4% Paratransit$ - $ - N/A$ - $ - N/A Subtotal$ 689,000 $ 689,000 0.0%$ 747,000 $ 747,000 8.4%

Grand Total$ 38,505,989 $ 43,271,087 -11.0%$ 44,709,070 $ 45,203,064 16.1%

1 9/1/2020 County Connection CENTRAL CONTRA COSTA TRANSIT AUTHORITY FY 2021 BUDGET SUMMARY OPERATING EXPENSE & REVENUE CHART ($ IN THOUSANDS)

FIXED ROUTE & PARATRANSIT OPERATIONS EXPENSE ‐ $44.0 MILLION AUGUST UPDATE

Wages & Benefits $27,825 63%

Services $2,604 6%

Contingency Supplies $3,138 7% $600 1% Insurance $1,013 2% Other $659 2% Purchased Transportation Taxes $257 1% $7,866 18%

FIXED ROUTE & PARATRANSIT OPERATIONS REVENUES $44.0 MILLION AUGUST UPDATE

TDA, $23,291 , 53%

Measure J, $5,966 , 14%

Federal ‐ Cares Act, $4,902 , 11%

STA, $3,552 , 8% LCTOP, $216 , 1% Fares, $2,783 , 6% Bart Express, $938 , Federal, 2% Other, $1,074 , 2% $1,240 , 3%

2 9/1/2020 County Connection CENTRAL CONTRA COSTA TRANSIT AUTHORITY FY 2021 BUDGET- OPERATING EXPENDITURES

ACTUAL JUNE EST AUGUST REV ADOPTEDFY20 Aug Revise vs Budget AUGUST REV ADOPTED FY21 Adopted vs FY20 Aug Est Category FY 2019 FY 2020 FY 2020 FY 2020 Amount +/(-) % +/(-) FY 2021 FY 2021 Amount +/(-) % +/(-)

Fixed Route Wages $ 14,764,957 $ 14,614,318 $ 14,361,375 $ 15,313,717 $ (952,342) -6.2% $ 15,703,594 $ 15,972,159 $ 1,610,784 11.2% Fringe benefits-paid time off 2,427,478 3,196,840 2,754,202 2,423,159 331,043 13.7% 2,454,861 2,502,316 (251,886) -9.1% Fringe benefits-other 7,985,603 8,506,966 7,912,949 8,990,700 (1,077,751) -12.0% 9,337,661 9,448,872 1,535,923 19.4% Total Wages and benefits 25,178,038 26,318,124 25,028,526 26,727,576 (1,699,050) -6.4% 27,496,116 27,923,347 2,894,821 11.6% Services 1,876,421 2,025,493 1,864,346 2,339,640 (475,294) -20.3% 2,575,730 2,544,730 680,384 36.5% Materials and supplies 2,770,248 2,794,997 2,460,905 2,908,341 (447,436) -15.4% 3,132,695 3,069,745 608,840 24.7% Utilities 344,682 336,557 333,315 358,150 (24,835) -6.9% 352,600 352,600 19,285 5.8% Casualty and liability 763,534 935,000 777,102 980,849 (203,747) -20.8% 997,940 997,940 220,838 28.4% Taxes 217,950 242,694 237,192 251,515 (14,323) -5.7% 257,015 257,015 19,823 8.4% Leases and rentals 53,508 61,130 60,444 53,500 6,944 13.0% 57,000 57,000 (3,444) -5.7% Miscellaneous 189,045 212,880 147,183 236,500 (89,317) -37.8% 207,690 233,690 86,507 58.8% Purchased transportation 265,834 247,705 620,738 299,510 321,228 107.3% 254,974 304,974 (315,764) -50.9% Total Other Expenses 6,481,222 6,856,456 6,501,225 7,428,005 (926,780) -12.5% 7,835,644 7,817,694 1,316,469 20.2% Subtotal 31,659,260 33,174,580 31,529,751 34,155,581 (2,625,830) -7.7% 35,331,760 35,741,041 4,211,290 13.4% Contingency 900,000 (900,000) -100.0% 600,000 600,000 600,000 N/A Subtotal 31,659,260 33,174,580 31,529,751 35,055,581 (3,525,830) -10.1% 35,931,760 36,341,041 4,811,290 15.3%

Paratransit Wages 167,101 180,000 191,161 182,218 8,943 4.9% 210,975 192,171 1,010 0.5% Fringe benefits 96,616 104,485 102,903 91,827 11,076 12.1% 118,275 113,792 10,889 10.6% Total Wages and benefits 263,717 284,485 294,064 274,045 20,019 7.3% 329,250 305,963 11,899 4.0% Services 57,038 22,766 19,722 42,600 (22,878) -53.7% 28,000 28,000 8,278 42.0% Materials and supplies 7,641 5,930 4,554 2,000 2,554 127.7% 5,000 5,000 446 9.8% Utilities 21,960 31,687 31,816 47,500 (15,684) -33.0% 41,000 41,000 9,184 28.9% Liability - 6,593 13,185 - 13,185 N/A 15,060 15,060 1,875 N/A Taxes - - - 300 (300) -100.0% - - - N/A Miscellaneous - 1,000 411 3,500 (3,089) -88.3% 1,000 9,000 8,589 2089.8% Purchased transportation 5,945,805 6,721,359 5,923,486 7,156,561 (1,233,075) -17.2% 7,611,000 7,711,000 1,787,514 30.2% Total Other Expenses 6,032,444 6,789,335 5,993,174 7,252,461 (1,259,287) -17.4% 7,701,060 7,809,060 1,815,886 30.3% Subtotal 6,296,161 7,073,820 6,287,238 7,526,506 (1,239,268) -16.5% 8,030,310 8,115,023 1,827,784 29.1% Total Operating Expenses 37,955,421 40,248,400 37,816,989 42,582,087 (4,765,098) -11.2% 43,962,070 44,456,064 6,639,075 17.6% GASBs 68 Pension & 75 OPEB 266,456 - - - - N/A - - - N/A Total Expenses$ 38,221,877 $ 40,248,400 $ 37,816,989 $ 42,582,087 $ (4,765,098) -11.2% $ 43,962,070 $ 44,456,064 $ 6,639,075 17.6%

3 9/1/2020 County Connection CENTRAL CONTRA COSTA TRANSIT AUTHORITY FY 2021 BUDGET- OPERATING REVENUES MARCH JUNE AUGUST AUGUST ACTUAL ESTIMATE ESTIMATE ESTIMATE ADOPTEDFY20 Aug Revise vs Budget REVISED ADOPTED FY21 Adopted vs FY20 Aug Est Category FY 2019 FY 2020 FY 2020 FY 2020 FY 2020 Amount +/(-) % +/(-) FY 2021 FY 2021 Amount +/(-) % +/(-)

Fixed Route Fare revenue $ 2,851,108 $ 3,189,106 $ 2,485,000 $ 2,485,000 $ 3,065,628 $ (580,628) -18.9% $ 1,765,500 $ 2,801,643 $ 316,643 12.7% Special service revenue 1,833,494 2,020,388 1,544,647 1,652,117 1,548,038 104,079 6.7% 807,050 1,489,745 (162,372) -9.8% 4,684,602 5,209,494 4,029,647 4,137,117 4,613,666 (476,549) -10.3% 2,572,550 4,291,388 154,271 6.0% Advertising revenue 592,496 560,002 385,002 428,752 592,500 (163,748) -27.6% 170,000 418,750 (10,002) -2.3% Non-Operating rev 336,632 290,088 271,656 373,495 278,553 94,942 34.1% 183,510 205,346 (168,149) -45.0% FEMA - COVID - - - 33,478 - 33,478 N/A 1,000 - (33,478) N/A Federal Stimululs CARES Act - - 7,067,680 6,911,064 - 6,911,064 N/A 4,901,617 4,518,681 (2,392,383) -34.6% Low Carbon Transit Ops Prog 368,106 382,182 382,182 388,397 375,378 13,019 3.5% 215,710 107,855 (280,542) -72.2% Other State Grants - 118,205 118,205 122,280 118,205 4,075 3.4% 125,558 125,000 2,720 2.2% STA Population and Revenue 5,957,063 5,160,136 5,005,332 4,968,482 5,688,148 (719,666) -12.7% 2,956,943 2,956,943 (2,011,539) -40.5% TDA 4.0 13,832,405 15,184,874 10,307,532 7,830,014 17,091,812 (9,261,798) -54.2% 18,954,662 18,722,514 10,892,500 139.1% Measure J 4,596,565 4,960,085 4,265,673 4,960,085 4,960,085 1 0.0% 4,387,053 3,909,220 (1,050,865) -21.19% BART Express Funds 826,124 861,895 836,038 861,895 861,895 - 0.0% 938,028 560,941 (300,954) -34.9% Dougherty Valley Dev Fees - 152,095 152,095 152,095 100,000 52,095 52.1% 200,000 200,000 47,905 31.5% Other Local Grants 19,920 - - - - - 100.0% - - - N/A RM 2/Other- Express 145,339 145,339 123,538 132,597 145,339 (12,742) -8.8% 102,464 101,737 (30,860) -23.3% Lifeline 300,000 230,000 230,000 230,000 230,000 - 0.0% 222,666 222,666 (7,334) -3.2% Subtotal 31,659,252 33,254,395 33,174,580 31,529,751 35,055,581 (3,525,830) -10.1% 35,931,760 36,341,041 4,811,290 15.3% Paratransit Fare revenue 532,081 525,000 368,715 397,550 550,000 (152,450) -27.7% 210,000 446,250 48,700 12.3% Non-Operating revenue (29,807) - - - - - N/A - - - N/A FTA Section 5307 1,697,768 1,380,000 1,380,000 1,380,000 1,380,000 - 0.0% 1,240,000 1,214,400 (165,600) -12.0% FTA Preventive Maintenance 5,635 - - - - - N/A - - - N/A TDA 4.5 869,577 1,009,387 940,694 917,891 1,056,604 (138,713) -13.1% 590,837 603,380 (314,511) -34.3% TDA 4.0 313,764 1,572,655 1,804,353 789,756 1,697,252 (907,496) N/A 3,744,868 3,741,186 2,951,430 373.7% Measure J 1,939,024 1,814,243 1,560,249 1,814,243 1,814,243 - 0.0% 1,578,876 1,419,757 (394,486) -21.74% STA Paratransit & Rev based 799,740 848,487 823,032 783,284 848,487 (65,203) -7.7% 469,029 493,350 (289,934) -37.0% BART ADA Service/Other 168,382 196,777 196,777 204,514 179,920 24,594 13.7% 196,700 196,700 (7,814) -3.8% Subtotal 6,296,164 7,346,549 7,073,820 6,287,238 7,526,506 (1,239,268) -16.5% 8,030,310 8,115,023 1,827,785 29.1% Total $ 37,955,416 $ 40,600,944 $ 40,248,400 $ 37,816,989 $ 42,582,087 $ (4,765,098) -11.3% $ 43,962,070 $ 44,456,064 $ 6,639,075 17.6%

4 9/1/2020 County Connection CENTRAL CONTRA COSTA TRANSIT AUTHORITY FY 2021 Revenue Source Utilization

Anticipated Anticipated Revenue Utilization Difference Fixed Route Fare revenue$ 1,765,500 $ 1,765,500 $ - Special service revenue 807,050 807,050 - Advertising revenue 170,000 170,000 - Non-Operating revenue 183,510 183,510 - FEMA - COVID 1,000 1,000 - Federal Stimululs CARES Act 4,901,617 4,901,617 - Low Carbon Transit Operations Program (LCTOP) 215,710 215,710 - Other State Grants 125,558 125,558 - STA Population and Revenue Based 2,956,943 2,956,943 - TDA 4.0 10,069,817 18,954,662 (8,884,845) Measure J 4,387,053 4,387,053 - BART Express Funds 938,028 938,028 - Dougherty Valley Development Fees 200,000 200,000 - RM2- Express 102,464 102,464 - Lifeline 222,666 222,666 - Total Fixed Route Operating Revenue$ 27,046,916 $ 35,931,760 $ (8,884,845)

Paratransit Fare revenue$ 210,000 $ 210,000 $ - Non-operating revenue - - - FTA Section 5307 1,240,000 1,240,000 - FTA Preventive Maintenance - - - TDA 4.5 590,837 590,837 - TDA 4.0 3,744,868 3,744,868 - Measure J 1,578,876 1,578,876 - STA Paratransit 469,029 469,029 - BART ADA Service/Other 196,700 196,700 - Total Paratransit Operating Revenue$ 8,030,310 $ 8,030,310 $ -

Capital Program TDA 4.0$ 747,000 $ 747,000 $ - Increase (Decrease) to TDA reserve $ (8,884,845)

5 9/1/2020 County Connection CENTRAL CONTRA COSTA TRANSIT AUTHORITY STAFFING

FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2020 FY 2021 Position Type ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL BUDGET ACTUAL PROPOSED

Transportation Transportation administration 4.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0 3.0 4.0 Training 2.0 2.0 2.0 2.0 2.0 1.0 1.0 2.0 2.0 2.0 (e) Transit Supervisor/Dispatcher 10.0 11.0 12.0 12.0 12.0 11.0 11.0 12.0 12.0 12.0 16.0 17.0 18.0 18.0 18.0 16.0 16.0 18.0 17.0 18.0 Full-time runs 127.0 128.0 128.0 122.0 122.0 119.0 116.0 124.0 116.0 124.0 (d) Part-time runs 12.0 12.0 12.0 12.0 12.0 6.0 4.0 12.0 4.0 12.0 Full-time stand-by (Protection) 36.0 36.0 36.0 36.0 36.0 33.0 36.0 36.0 34.0 36.0 175.0 176.0 176.0 170.0 170.0 158.0 156.0 172.0 154.0 172.0 Total Transportation 191.0 193.0 194.0 188.0 188.0 174.0 172.0 190.0 171.0 190.0 Maintenance Maintenance administration 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.05.0 Facilities 5.0 6.0 6.0 6.0 6.0 6.0 6.0 6.0 6.0 6.0 10.0 11.0 11.0 11.0 11.0 11.0 11.0 11.0 11.0 11.0 Mechanic, Level VI 4.0 4.0 4.0 4.0 3.0 4.0 2.0 4.0 Mechanic, Level V 5.0 5.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 Mechanic, Level IV 4.0 3.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 Mechanic, Level III 7.0 5.0 5.0 6.0 6.0 6.0 6.0 5.0 5.0 5.0 Mechanic, Level II 2.0 3.0 ------Mechanic, Level I 1.0 3.0 - - - - 2 2 2 2 Bus service workers 10.0 10.0 9.0 9.0 9.0 8.0 9.0 10.0 9.0 10.0 29.0 29.0 26.0 27.0 27.0 26.0 28.0 29.0 26.0 29.0 Total Maintenance 39.0 40.0 37.0 38.0 38.0 37.0 39.0 40.0 37.0 40.0 General General Administration 3.0 3.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0 Administration Stores & Procurement 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Stores workers 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 Finance 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 Human Resources 2.0 2.0 2.0 2.0 2.0 2.0 3.0 3.0 3.0 3.0 Marketing 2.0 2.0 2.0 2.0 2.0 1.0 1.0 1.0 1.0 1.0 (c) Customer service 6.0 6.0 8.0 8.0 8.0 8.0 6.0 8.0 6.0 8.0 (a) IT 2.0 2.0 2.0 2.0 2.0 3.0 4.0 4.0 4.0 4.0 (b) Planning/Scheduling 6.0 6.0 5.0 5.0 5.0 5.0 6.0 8.0 4.0 6.0 (b), (c) Subtotal in full time equivalents 29.0 29.0 31.0 31.0 31.0 31.0 32.0 36.0 30.0 34.0 Fixed Route Operations Total 259.0 262.0 262.0 257.0 257.0 242.0 243.0 266.0 238.0 264.0 Paratransit 2.0 2.0 2.0 2.0 2.0 3.0 3.0 3.0 3.0 3.0 Total Operations 261.0 264.0 264.0 259.0 259.0 245.0 246.0 269.0 241.0 267.0

(a) Customer Service has 2 vacant positions that are not budgeted nor currently needed. (b) Combined Database NTD & Asstistant Schedule position into a Planner position, removed vacant Admin Assistant that was not filled nor budgeted. In August 2020, not budgeting a System Admin position. (c) Marketing reclassed the position from a Manager of Marketing & Customer Service to a Senior Planner/Community Liaison position. In August 2020, not budgeting for Mannager of Planning. (d) Service reduction adopted by Board in December 2018 results in 6 fewer full time operators. (e) In August 2020 modifed Training Manager to Director of Safety and Training and no longer budgeting Training Coordinator.

6 9/1/2020 County Connection CENTRAL CONTRA COSTA TRANSIT AUTHORITY FY2021 CAPITAL PROGRAM-BUDGET YEAR ($ in thousands)

Funding Source Federal State State State State MTC

Prop 1B - Prop 1B - PTMISEA PTMISEA Capital Category 5307 Rolling Stock Facility Rehab LCTOP Bridge Tolls TDA Total Non Revenue Fleet - - - - - 367 367 Revenue Fleet ------Facility Maintenance and Modernization - - - - - 100 100 Street Amenities ------Information Technology - - - - - 180 180 Maintenance Equipment & Tools - - - - - 50 50 Office Furniture and Equipment - - - - - 50 50 Total$ - $ - $ - $ - $ - $ 747 $ 747

7 9/1/2020 County Connection CENTRAL CONTRA COSTA TRANSIT AUTHORITY FISCAL YEARS 2020 - 2027 $ In Thousands

Capital Program (a): FY2020 FY2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 Non Revenue Fleet$ 369 $ 367 $ - $ 99 $ 126 $ 109 $ - $ 70 Revenue Fleet - - 1,189 24,688 - - - 16,857 Facility Maintenance & Modernization 100 100 100 100 2,400 - - 225 Street Amenities - - 50 - - - 70 50 Information Technology 85 180 300 80 90 85 100 150 Maintenance Equipment & Tools 65 50 50 50 250 50 50 - Office Furniture and Equipment 70 50 80 80 100 100 80 25 Total Capital Program$ 689 $ 747 $ 1,769 $ 25,097 $ 2,966 $ 344 $ 300 $ 17,377

Capital Program by Service: Fixed-Route$ 689 $ 747 $ 580 $ 25,097 $ 2,966 $ 344 $ 300 $ 17,377 Paratransit - - 1,189 - - - - - Total Capital Program by Service$ 689 $ 747 $ 1,769 $ 25,097 $ 2,966 $ 344 $ 300 $ 17,377

Capital Funding by Source FY2020 FY2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 Federal 5307$ - $ - $ 989 $ 19,969 $ - $ - $ - $ 13,636 State Prop 1B PTMISEA - Rolling Stock ------State - LCTOP - - 300 300 300 300 300 300 MTC TPI Funds - Stop Access & IT ------Bridge Toll Revenue - - 80 1,000 29 - - 850 Transportation Development Act 689 747 400 828 1,637 44 - 2,591 To Be Determined - - - 3,000 1,000 - - - Total Capital Funding by Source$ 689 $ 747 $ 1,769 $ 25,097 $ 2,966 $ 344 $ 300 $ 17,377

Revenue Fleet Replacements FY2020 FY2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 # Fixed Route Vehicles - - - 40 - - - 40 # Paratransit Vehicles - - 21 - - - - - Total Revenue Fleet Replacement - - 21 40 - - - 40

8 County Connection CENTRAL CONTRA COSTA TRANSIT AUTHORITY FISCAL YEARS 2019 - 2027 $ In Thousands

FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 Revenue Hours 228,907 226,840 226,840 226,840 226,840 226,840 226,840 226,840 226,840 1 Passenger Fares 2,851 2,485 1,766 2,740 2,740 2,740 2,740 2,740 2,740 2 Special Fares 1,833 1,652 807 1,453 1,411 1,368 1,395 1,423 1,451 3 Advertising 592 429 170 300 325 344 354 361 368 4 Non-Operating Revenue 338 373 184 186 188 190 192 194 196 5 FEMA - COVID - 33 1 ------6 Federal Stimululs CARES Act - 6,911 4,902 ------7 Low Carbon Transit Operations Program 368 388 216 108 135 162 186 216 218 7 Other State Grants - SB1 State of Good Repair - 122 126 126 126 126 126 126 126 8 STA Population & Revenue Based Guarantee 4,916 3,498 1,639 2,512 2,845 3,209 3,606 3,692 3,780 9 STA Population & Revenue Based - Non Gua 1,041 1,470 1,318 1,332 1,345 1,358 1,372 1,386 1,399 10 TDA 4.0 13,832 7,832 18,953 22,050 23,051 24,216 25,141 26,443 27,791 11 Measure J 4,597 4,960 4,387 4,529 4,579 4,671 4,788 4,908 5,055 12 BART Express Funds 826 862 938 947 957 966 976 986 996 13 Dougherty Valley Dev Fees - 152 200 200 200 - - - - 14 Other Local Grants 20 ------15 RM2/Other - Express 145 133 102 130 145 145 145 145 145 16 Lifeline 300 230 223 ------17 Total Fixed Route Operating Revenue 31,659 31,530 35,932 36,613 38,047 39,495 41,021 42,620 44,265

Operating Expenses w/o contingency and 18 GASB 68 & 75 31,448 31,180 34,794 35,851 37,059 38,335 39,659 41,062 42,551

19 CalPERS Unfunded Accrued Liability Expense 211 350 538 762 928 980 1,072 1,158 1,204 CalPERS Unfunded Accrued Liability Expense - COVID 19 - - - - 60 180 290 400 510 % increase in expenses 5.6% -0.4% 12.1% 3.6% 3.9% 3.8% 3.9% 3.9% 3.9% 20 GASB 68 Pension & GASB 75 OPEB adjust 266 ------21 Operating expense contingency - - 600 ------22 Total Fixed Route Operating Expenses 31,925 31,530 35,932 36,613 38,047 39,495 41,021 42,620 44,265

Revenue Hours 74,394 74,394 74,394 74,394 74,394 74,394 74,394 74,394 74,394 23 Passenger Fares 532 398 210 500 500 500 500 500 500 24 Non-Operating revenue (30) ------25 FTA Section 5307 1,698 1,380 1,240 1,240 1,240 1,240 1,240 1,240 1,240 26 FTA Preventative Maintenance 6 ------27 TDA 4.5 869 918 590 664 717 767 802 826 850 28 TDA 4.0 314 789 3,745 3,428 3,533 3,645 3,763 3,957 4,151 29 Measure J 1,939 1,814 1,579 1,630 1,663 1,696 1,738 1,781 1,834 30 STA Paratransit & Revenue Based 800 783 469 610 665 724 790 798 805 31 Bart ADA service 168 205 197 199 201 203 205 207 209 32 Total Paratransit Operating Revenue 6,296 6,287 8,030 8,271 8,519 8,775 9,038 9,309 9,589

33 Total Paratransit Operating Expenses 6,296 6,287 8,030 8,271 8,519 8,775 9,038 9,309 9,589 % increase in expenses 14.1% -0.1% 27.7% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0%

34 Total CCCTA Operating Budget$ 38,221 $ 37,817 $ 43,962 $ 44,884 $ 46,566 $ 48,270 $ 50,059 $ 51,929 $ 53,854

9 9/1/2020 County Connection CENTRAL CONTRA COSTA TRANSIT AUTHORITY FISCAL YEARS 2019 - 2027 $ In Thousands

FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 35 Capital Revenue 36 Federal 5307 4,435 - - 989 19,969 - - - 13,636 37 State Prop 1B PTMISEA - Rolling Stock 1,005 ------38 State Prop 1B PTMISEA - Facility Rehab ------39 State - LCTOP 375 - - 300 300 300 300 300 300 40 Lifeline - 1B Population based Bonds ------41 MTC TPI Funds - Stop Access & IT 200 ------42 Bridge Toll Revenue 100 - - 80 1,000 29 - - 850 43 Transportation Development Act 474 689 747 400 828 1,637 44 - 2,591 44 To Be Determined - - - - 3,000 1,000 - - - 45 Total Capital Revenue$ 6,589 $ 689 $ 747 $ 1,769 $ 25,097 $ 2,966 $ 344 $ 300 $ 17,377

46 Capital Projects$ 6,589 $ 689 $ 747 $ 1,769 $ 25,097 $ 2,966 $ 344 $ 300 $ 17,377

10 9/1/2020 County Connection CENTRAL CONTRA COSTA TRANSIT AUTHORITY FISCAL YEARS 2019 - 2027 $ In Thousands

FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 47 Beginning Balance$ 12,305 $ 16,728 $ 25,964 $ 17,081 $ 7,221 $ (3,372) $ (15,210) $ (25,615) $ (36,916)

48 Estimated TDA 4.0 Allocation$ 19,043 $ 18,546 $ 14,562 $ 16,018 $ 16,819 $ 17,660 $ 18,543 $ 19,099 $ 19,672 6.39% -2.61% -21.48% 10.00% 5.00% 5.00% 5.00% 3.00% 3.00%

TDA 4.0 Needed for Operations and Capital: 49 Used for Fixed route operations (13,832) (7,832) (18,953) (22,050) (23,051) (24,216) (25,141) (26,443) (27,791) 50 Used for Paratransit operations (314) (789) (3,745) (3,428) (3,533) (3,645) (3,763) (3,957) (4,151) 51 TDA Used for Operations (14,146) (8,621) (22,698) (25,478) (26,584) (27,861) (28,904) (30,400) (31,942)

52 Used for Capital Program (474) (689) (747) (400) (828) (1,637) (44) - (2,591) 53 Ending TDA Reserve $ 16,728 $ 25,964 $ 17,081 $ 7,221 $ (3,372) $ (15,210) $ (25,615) $ (36,916) $ (51,777)

Annual TDA gain/loss (no reserves)$ 4,423 $ 9,236 $ (8,883) $ (9,860) $ (10,593) $ (11,838) $ (10,405) $ (11,301) $ (14,861) Number Of Months of Operating Expenses in 54 Reserve 5.3 8.2 4.7 1.9 (0.9) (3.8) (6.1) (8.5) (11.5)

55 Percentage of operating budget 43.8% 68.7% 38.9% 16.1% -7.2% -31.5% -51.2% -71.1% -96.1%

11 9/1/2020 County Connection CENTRAL CONTRA COSTA TRANSIT AUTHORITY OPERATING EXPENSE DETAIL

FY 2020 August FY 2020 June Oven (Unden) FY 2021 August Adopted FY 2021 Over (Under) Over (Under) % Account Desc FY 2019 Actual Estimate Estimate FY 2020 Budget FY 2020 Budget Revise Budget FY 2020 Est/Actual FY 2020 Est/Actual Wages, Operators 8,630,602 8,247,902 8,274,997 8,580,000 (332,098) 9,118,500 9,118,500 870,598 Wages, Operator/trainer 141,372 68,443 175,000 175,000 (106,557) 181,500 181,500 113,057 Wages, Trans Admin 1,016,871 1,110,296 1,083,000 1,122,426 (12,130) 1,168,305 1,159,934 49,638 Wages, Scheduling 72,973 73,573 76,100 71,672 1,901 75,556 75,556 1,983 Wages, Maint Admin 484,913 502,396 504,540 535,061 (32,665) 535,727 535,727 33,331 Wages, Building Maint. 308,511 340,578 330,860 361,091 (20,513) 372,381 372,381 31,803 Wages, Customer Service 322,328 357,490 351,500 351,502 5,988 365,856 365,856 8,366 Wages, Promotion 59,698 62,659 61,308 59,170 3,489 60,930 60,928 (1,731) Wages, EE Services 253,000 247,406 260,000 249,022 (1,616) 196,002 257,321 9,915 Wages, Finance 423,773 452,596 460,000 437,212 15,384 451,086 451,086 (1,510) Wages, Safety & Trng 80,209 67,037 91,238 82,704 (15,667) 113,552 149,539 82,502 Wages, General Admin 596,190 600,570 600,000 579,135 21,435 589,438 589,438 (11,132) Performance based Comp Pool - - - 40,000 (40,000) - - - Wages, Board 18,400 20,000 22,000 26,400 (6,400) 26,400 26,400 6,400 Wages, Planning 821,641 780,247 800,000 910,149 (129,902) 724,331 903,963 123,716 Wages, Service Workers 404,835 363,924 400,000 489,234 (125,310) 477,961 477,961 114,037 Wages, Serv Wrkr Bonus 350 2,724 2,525 1,250 1,474 1,750 1,750 (974) Wages, Mechanics 1,117,091 1,055,284 1,110,000 1,231,439 (176,155) 1,233,069 1,233,069 177,785 Wages, Mechanic Bonus 12,200 8,250 11,250 11,250 (3,000) 11,250 11,250 3,000 Total Wages 14,764,957 14,361,375 14,614,318 15,313,717 (952,342) 15,703,594 15,972,159 1,610,784 11% Sick, Operators 401,995 350,862 407,500 340,000 10,862 350,000 350,000 (862) Sick, Trans Admin 67,427 60,012 45,989 32,769 27,243 34,134 33,893 (26,119) Sick, Scheduling 4,107 2,649 2,350 2,138 511 2,254 2,254 (395) Sick, Maintenance Admin 14,806 10,512 10,000 15,938 (5,426) 15,957 15,957 5,445 Sick, Building Maintenance. 13,030 9,664 10,036 10,448 (784) 10,716 10,716 1,052 Sick, Customer Svc 5,292 8,232 9,814 9,839 (1,607) 10,228 10,228 1,996 Sick, Promotion 2,013 3,636 4,465 1,765 1,871 1,818 1,818 (1,818) Sick, EE Services 2,506 3,252 5,474 7,389 (4,137) 5,847 7,636 4,384 Sick, Finance 12,496 9,350 13,947 12,894 (3,544) 13,306 13,306 3,956 Sick, Safety & Training 2,188 19,655 16,942 2,467 17,188 3,387 4,460 (15,195) Sick, General Admin 17,021 33,118 25,205 17,069 16,049 17,373 17,373 (15,745) Sick, Planning 17,272 37,529 16,051 26,833 10,696 21,316 26,680 (10,849) Sick, Service Workers 34,341 15,300 17,569 6,766 8,534 37,511 37,511 22,211 Sick, Mechanics 28,160 60,147 40,575 23,606 36,541 35,190 35,190 (24,957)

12 9/1/2020 County Connection CENTRAL CONTRA COSTA TRANSIT AUTHORITY OPERATING EXPENSE DETAIL

FY 2020 August FY 2020 June Oven (Unden) FY 2021 August Adopted FY 2021 Over (Under) Over (Under) % Account Desc FY 2019 Actual Estimate Estimate FY 2020 Budget FY 2020 Budget Revise Budget FY 2020 Est/Actual FY 2020 Est/Actual Sick, Operators - COVID-19 - 310,560 467,800 - 310,560 - - (310,560) Sick, Trans Admin - COVID-19 - 33,128 52,000 - 33,128 - - (33,128) Sick, Building Maintenance. - COV - 2,953 - - 2,953 - - (2,953) Sick, Customer Svc - COVID-19 - 2,713 5,000 - 2,713 - - (2,713) Sick, EE Services - COVID-19 - 5,905 9,210 - 5,905 - - (5,905) Sick, Safety & Training - COVID-1 - 18,967 40,000 - 18,967 - - (18,967) Sick, General Admin - COVID-19 - 5,649 5,000 - 5,649 - - (5,649) Sick, Service Workers - COVID-19 - 15,428 16,140 - 15,428 - - (15,428) Sick, Mechanics - COVID-19 - 52,020 87,000 - 52,020 - - (52,020) Total Sick Pay 622,654 1,071,241 1,308,067 509,921 561,320 559,037 567,022 (504,219) -39% Holiday, Operators 340,076 355,423 419,000 426,000 (70,577) 437,000 437,000 81,577 Holiday, Trans Admin 60,791 50,134 56,455 59,858 (9,724) 62,356 61,916 11,782 Holiday, Scheduling 4,423 3,390 3,688 3,906 (516) 4,117 4,117 727 Holiday, Maintenance Admin 30,380 31,424 31,795 29,115 2,309 29,152 29,152 (2,272) Holiday, Building Maintenance. 16,605 17,244 20,000 19,086 (1,842) 19,578 19,578 2,334 Holiday, Customer Svc 18,284 16,960 17,975 17,976 (1,016) 18,685 18,685 1,725 Holiday, Promotion 4,173 1,934 3,224 3,224 (1,290) 3,320 3,320 1,386 Holiday, EE Services 12,789 12,236 13,498 13,498 (1,262) 10,681 13,948 1,712 Holiday, Finance 26,062 21,104 23,098 23,553 (2,449) 24,308 24,308 3,204 Holiday, Safety & Training 4,375 6,015 6,000 4,507 1,508 6,188 8,149 2,134 Holiday, General Admin 24,387 23,977 30,050 31,182 (7,205) 31,736 31,736 7,759 Holiday, Planning 52,177 32,432 41,000 49,020 (16,588) 38,940 48,738 16,306 Holiday, Service Workers 20,209 17,784 23,085 24,047 (6,263) 24,761 24,761 6,977 Holiday, Mechanics 55,420 55,872 64,160 64,164 (8,292) 65,048 65,048 9,176 Total Holiday Pay 670,151 645,929 753,028 769,136 (123,207) 775,870 790,456 144,527 19% Vacation, Operators 518,228 487,545 545,000 545,900 (58,355) 561,500 561,500 73,955 Vacation, Trans Admin 106,545 96,269 110,000 90,492 5,777 94,641 94,201 (2,068) Vacation, Scheduling 6,314 6,200 6,510 6,510 (310) 6,862 6,862 662 Vacation, Maintenance Admin 50,142 49,684 54,510 47,767 1,917 47,804 47,804 (1,880) Vacation, Building Maintenance. 23,385 22,359 23,760 25,112 (2,753) 24,348 24,348 1,989 Vacation, Customer Svc 25,743 22,966 25,640 23,000 (34) 23,876 23,876 910 Vacation, Promotion 6,517 4,913 5,375 5,374 (461) 5,534 5,534 621 Vacation, EE Services 20,547 19,432 21,930 21,175 (1,743) 17,802 21,886 2,454 Vacation, Finance 27,190 27,954 31,000 34,260 (6,306) 35,460 35,460 7,506 Vacation, Safety & Training 7,287 7,829 10,745 7,512 317 10,313 13,582 5,753 Vacation, General Admin 65,971 36,100 42,160 45,036 (8,936) 45,826 45,826 9,726 Vacation, Planning 61,356 62,225 71,100 71,104 (8,879) 55,156 71,639 9,414 Vacation, Service Wrkrs 24,638 19,982 25,000 30,272 (10,290) 25,124 25,124 5,142 Vacation, Mechanics 164,161 97,999 115,265 94,544 3,455 99,750 99,750 1,751 Vacation, Operators COVID - 37,144 - - 37,144 - - (37,144) Vacation, Trans Admin COVID - 2,380 - - 2,380 - - (2,380) Vacation, Building Maintenance C - 1,772 5,000 - 1,772 - - (1,772) Vacation, Customer Svc COVID - 1,461 - - 1,461 - - (1,461) Vacation, EE Services - COVID - 1,181 - - 1,181 - - (1,181) Vacation, Mechanics COVID - 1,442 - - 1,442 - - (1,442) Total Accrued Vacation 1,108,024 1,006,837 1,092,995 1,048,058 (41,221) 1,053,996 1,077,392 70,555 6%

13 9/1/2020 County Connection CENTRAL CONTRA COSTA TRANSIT AUTHORITY OPERATING EXPENSE DETAIL

FY 2020 August FY 2020 June Oven (Unden) FY 2021 August Adopted FY 2021 Over (Under) Over (Under) % Account Desc FY 2019 Actual Estimate Estimate FY 2020 Budget FY 2020 Budget Revise Budget FY 2020 Est/Actual FY 2020 Est/Actual Abs Pay, Operators 25,160 20,783 31,200 64,000 (43,217) 34,500 34,500 13,717 Abs Pay, Operators - COVID - 1,419 - - 1,419 - - (1,419) Abs Pay, Trans Admin - 1,574 2,730 6,110 (4,536) 6,362 6,317 4,743 Abs Pay, Trans Admin - COVID - 1,574 - - 1,574 - - (1,574) Abs Pay, Scheduling - - 100 399 (399) 420 420 420 Abs Pay, Maintenance Admin - 777 1,350 2,970 (2,193) 2,974 2,974 2,197 Abs Pay, Building Maintenance. - 381 500 1,947 (1,566) 1,996 1,996 1,615 Abs Pay, Customer Svc - - 500 1,834 (1,834) 1,907 1,907 1,907 Abs Pay, Promotion - - 300 329 (329) 339 339 339 Abs Pay, EE Services - - 400 1,378 (1,378) 1,090 1,423 1,423 Abs Pay, EE Services - COVID - 1,772 - - 1,772 - - (1,772) Abs Pay, Finance - - 500 2,404 (2,404) 2,480 2,480 2,480 Abs Pay, Safety & Training - - 400 460 (460) 631 831 831 Abs Pay, General Admin - - 500 3,183 (3,183) 3,238 3,238 3,238 Abs Pay, Planning - 433 500 5,002 (4,569) 3,973 4,973 4,540 Separation Pay/Benefits 1,489 - 2,500 5,000 (5,000) 5,000 5,000 5,000 Abs Pay, Service Wrkrs - 212 - 470 (258) 481 481 269 Abs Pay, Mechanics - 1,270 1,270 558 712 567 567 (703) Total Absence Pay 26,649 30,195 42,750 96,044 (65,849) 65,958 67,446 37,251 87% Total Paid Time Off 2,427,478 2,754,202 3,196,840 2,423,159 331,043 2,454,861 2,502,316 (251,886) -8% Total Compensation 17,192,435 17,115,577 17,811,158 17,736,876 (621,299) 18,158,455 18,474,475 1,358,898 8% FICA, Operators 139,729 138,187 144,000 146,860 (8,673) 148,500 148,500 10,313 FICA, Trans Admin 17,772 18,720 18,802 19,012 (292) 19,796 19,658 938 FICA, Scheduling 1,256 1,236 1,227 1,227 9 1,294 1,294 58 FICA, Maintenance Admin 1,957 3,421 3,758 4,363 (942) 4,186 4,186 765 FICA, Building Maintenance. 5,424 5,404 5,500 6,055 (651) 6,220 6,220 816 FICA, Customer Service 5,161 5,708 5,860 5,860 (152) 6,098 6,098 390 FICA, Promotion 1,039 1,038 1,062 1,013 25 1,043 1,043 5 FICA, EE Services 4,161 4,112 4,347 4,240 (128) 3,356 4,382 270 FICA, Finance 7,185 7,466 7,479 7,399 67 7,637 7,637 171 FICA, Safety & Training - 537 1,171 - 537 - - (537) FICA, General Admin 10,192 10,752 10,385 10,486 266 10,079 10,079 (673) FICA, Board Members 1,511 1,530 1,700 2,020 (490) 2,020 2,020 490 FICA, Planning 13,436 13,310 14,822 15,401 (2,091) 12,234 15,311 2,001 FICA, Service Workers 6,588 6,324 6,800 7,258 (934) 8,228 8,228 1,904 FICA, Mechanics 14,749 15,092 17,000 18,383 (3,291) 18,663 18,663 3,571 Total FICA/Medicare 230,160 232,837 243,913 249,577 (16,740) 249,354 253,319 20,482 8%

14 9/1/2020 County Connection CENTRAL CONTRA COSTA TRANSIT AUTHORITY OPERATING EXPENSE DETAIL

FY 2020 August FY 2020 June Oven (Unden) FY 2021 August Adopted FY 2021 Over (Under) Over (Under) % Account Desc FY 2019 Actual Estimate Estimate FY 2020 Budget FY 2020 Budget Revise Budget FY 2020 Est/Actual FY 2020 Est/Actual PERS-RET, Operators 976,434 1,036,749 1,075,218 1,051,072 (14,323) 1,189,128 1,189,128 152,379 PERS-RET, Trans Admin 162,396 187,383 188,530 189,416 (2,033) 254,130 253,439 66,056 PERS-RET, Scheduling 17,203 19,714 19,787 13,391 6,323 17,342 17,342 (2,372) PERS-RET, Maintenance Admin 89,602 99,281 100,739 112,348 (13,067) 139,266 139,266 39,985 PERS-RET, Bldg Maintenance. 45,477 50,639 51,789 55,611 (4,972) 61,147 61,147 10,508 PERS-RET, Customer Svc 50,052 57,575 53,966 49,337 8,238 55,246 55,246 (2,329) PERS-RET, Promotion 19,886 22,839 22,923 12,662 10,177 14,622 14,622 (8,217) PERS-RET, EE Services 33,940 37,164 37,866 46,409 (9,245) 43,759 52,484 15,320 PERS-RET, Finance 67,359 75,940 76,243 77,351 (1,411) 87,785 87,785 11,845 PERS-RET, Sfty & Training 25,066 29,289 30,941 19,922 9,367 28,531 35,273 5,984 PERS-RET, Gen Admin 84,770 94,054 93,392 113,420 (19,366) 118,531 118,531 24,477 PERS-RET, Planning 67,725 78,379 89,997 125,063 (46,684) 107,715 133,648 55,269 GM-457 Retirement 18,000 18,000 18,000 18,540 (540) 19,000 19,000 1,000 PERS-RET, Service Wrkr 51,115 51,806 55,908 59,137 (7,331) 67,167 67,167 15,361 PERS-RET, Mechanics 146,021 157,862 161,825 170,966 (13,104) 204,892 204,892 47,030 Total Retirement 1,855,046 2,016,674 2,077,124 2,114,645 (97,971) 2,408,261 2,448,970 432,296 21% Medical, Operators 651,397 680,673 764,492 782,191 (101,518) 811,508 811,508 130,835 Medical, Trans Admin 95,604 85,342 107,245 140,721 (55,379) 135,684 135,684 50,342 Medical, Scheduling 8,129 8,897 9,476 9,496 (599) 9,496 9,496 599 Medical, Maintenance Admin 22,893 32,203 34,613 27,755 4,448 39,661 39,661 7,458 Medical, Building Maintenance. 38,825 51,344 58,627 61,239 (9,895) 58,000 58,000 6,656 Medical, Customer Svc 28,744 32,840 34,971 35,057 (2,217) 35,057 35,057 2,217 Medical, Promotion 4,116 5,577 5,938 5,954 (377) 5,954 5,954 377 Medical, EE Services 3,309 7,177 7,752 9,048 (1,871) 872 9,472 2,295 Medical, Finance 16,033 25,509 26,780 18,989 6,520 33,488 33,488 7,979 Medical, Safety & Training 4,907 8,026 9,256 5,424 2,602 6,167 12,784 4,758 Medical, General Admin 65,080 61,413 56,402 72,276 (10,863) 74,680 74,680 13,267 Medical, Planning 39,048 42,022 57,046 73,750 (31,728) 50,426 64,646 22,624 Medical, Service Workers 230,583 218,857 226,548 264,933 (46,076) 241,920 241,920 23,063 Medical, Mechanics 403,376 395,479 436,226 453,847 (58,368) 459,648 459,648 64,169 Medical Admin Charge 7,923 9,184 10,000 11,300 (2,116) 11,300 11,300 2,116 Medical, Retirees 181,754 212,013 220,000 202,650 9,363 231,000 231,000 18,987 OPEB benefits 422,551 317,566 242,812 306,650 10,916 226,376 226,376 (91,190) Total Medical 2,224,272 2,194,122 2,308,184 2,481,280 (287,158) 2,431,237 2,460,674 266,552 12%

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FY 2020 August FY 2020 June Oven (Unden) FY 2021 August Adopted FY 2021 Over (Under) Over (Under) % Account Desc FY 2019 Actual Estimate Estimate FY 2020 Budget FY 2020 Budget Revise Budget FY 2020 Est/Actual FY 2020 Est/Actual Dental, Operators 234,592 236,446 242,303 247,457 (11,011) 249,572 249,572 13,126 Dental, Trans Admin 32,992 31,116 32,734 33,919 (2,803) 33,716 33,716 2,600 Dental, Scheduling 2,277 2,277 2,312 2,357 (80) 2,381 2,381 104 Dental, Maintenance Admin 5,892 6,146 6,017 6,124 22 7,498 7,498 1,352 Dental, Building Maintenance. 8,476 10,263 9,436 10,377 (114) 8,570 8,570 (1,693) Dental, Customer Svc 16,562 13,617 13,779 17,155 (3,538) 14,192 14,192 575 Dental, Promotion 1,412 1,412 1,435 1,464 (52) 1,478 1,478 66 Dental, EE Services 3,068 4,206 4,288 3,176 1,030 4,417 4,417 211 Dental, Finance 10,520 9,273 9,885 10,892 (1,619) 10,182 10,182 909 Dental, Safety & Training 791 659 1,943 819 (160) 2,416 2,416 1,757 Dental, General Admin 7,378 8,949 8,689 7,610 1,339 8,949 8,949 - Dental, Planning 11,401 12,564 16,749 13,950 (1,386) 17,252 17,252 4,688 Total Dental 335,361 336,928 349,570 355,300 (18,372) 360,623 360,623 23,695 7% WC, Operators 858,861 587,331 769,112 763,218 (175,887) 775,522 775,522 188,191 WC, Trans Admin 79,909 56,608 74,131 73,563 (16,955) 74,749 74,749 18,141 WC, Scheduling 9,998 7,065 9,266 9,195 (2,130) 9,344 9,344 2,279 WC, Maintenance Admin 24,970 17,678 23,166 22,989 (5,311) 23,359 23,359 5,681 WC, Building Maintenance. 29,970 21,224 27,799 27,586 (6,362) 28,031 28,031 6,807 WC, Customer Svc 39,942 28,290 37,066 36,782 (8,492) 37,375 37,375 9,085 WC, Promotion 9,998 3,547 4,633 4,598 (1,051) 4,672 4,672 1,125 WC, EE Services 14,972 10,612 13,900 13,793 (3,181) 14,015 14,015 3,403 WC, Finance 24,970 17,678 23,166 22,989 (5,311) 23,359 23,359 5,681 WC, Safety & Training 9,998 7,065 9,266 9,195 (2,130) 9,344 9,344 2,279 WC, General Admin 33,287 20,154 26,432 26,184 (6,030) 26,653 26,653 6,499 WC, Planning 39,942 43,547 56,965 56,575 (13,028) 57,440 57,440 13,893 WC, Service Workers 49,940 35,383 46,332 45,977 (10,594) 46,718 46,718 11,335 WC, Mechanics 94,882 67,220 88,031 87,356 (20,136) 88,764 88,764 21,544 Total Workers Comp 1,321,639 923,402 1,209,265 1,200,000 (276,598) 1,219,345 1,219,345 295,943 24%

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FY 2020 August FY 2020 June Oven (Unden) FY 2021 August Adopted FY 2021 Over (Under) Over (Under) % Account Desc FY 2019 Actual Estimate Estimate FY 2020 Budget FY 2020 Budget Revise Budget FY 2020 Est/Actual FY 2020 Est/Actual Life, Operators 70,560 68,147 74,566 74,776 (6,629) 80,000 80,000 11,853 Life, Trans Admin 5,022 7,456 6,694 6,695 761 7,925 7,925 469 Life, Scheduling 660 697 740 742 (45) 844 844 147 Life, Maintenance Admin 4,230 6,033 4,301 4,360 1,673 6,000 6,000 (33) Life, Building Maintenance. 2,896 2,995 3,200 3,250 (255) 3,510 3,510 515 Life, Customer Svc 5,051 4,207 4,292 6,450 (2,243) 3,780 3,780 (427) Life, Promotion 541 567 547 560 7 580 580 13 Life, EE Services 1,537 1,892 1,785 1,800 92 2,030 2,030 138 Life, Finance 3,316 3,672 3,813 3,460 212 4,200 4,200 528 Life, Safety & Training 728 313 988 750 (437) 950 1,260 947 Life, General Admin 2,910 4,703 3,675 3,090 1,613 6,930 6,930 2,227 Life, Planning 5,452 6,540 7,392 7,212 (672) 7,584 7,584 1,044 Total Life Insurance 102,903 107,222 111,993 113,145 (5,923) 124,333 124,643 17,421 16% SUI, Operators 45,798 39,257 65,000 67,000 (27,743) 65,000 65,000 25,743 SUI, Trans Admin 3,907 3,217 5,000 7,974 (4,757) 8,417 8,417 5,200 SUI, Scheduling 238 210 300 443 (233) 443 443 233 SUI, Maintenance Admin 1,045 1,151 1,500 2,215 (1,064) 2,215 2,215 1,064 SUI, Building Maintenance. 2,209 1,341 2,340 3,101 (1,760) 2,658 2,658 1,317 SUI, Customer Svc 1,701 1,260 1,835 3,101 (1,841) 3,101 3,101 1,841 SUI, Promotion 238 210 364 443 (233) 443 443 233 SUI, Safety & Training 238 342 550 443 (101) 443 886 544 SUI, General Admin 1,779 1,457 1,800 3,544 (2,087) 3,101 3,101 1,644 SUI, EE Services 714 630 800 1,329 (699) 886 1,329 699 SUI, Finance 1,190 1,288 1,500 2,215 (927) 2,215 2,215 927 SUI, Planning 2,370 1,615 2,800 4,430 (2,815) 3,101 3,987 2,372 SUI, Service Workers 2,594 2,122 2,563 4,430 (2,308) 4,430 4,430 2,308 SUI, Mechanics 4,730 3,570 5,522 8,417 (4,847) 8,417 8,417 4,847 Total SUI 68,751 57,670 91,874 109,085 (51,415) 104,870 106,642 48,972 53% Operator Uniforms 47,775 46,057 52,301 50,000 (3,943) 53,870 53,870 7,813 Uniforms - Maintenance. Pers. 19,178 21,511 17,380 17,500 4,011 18,500 18,500 (3,011) Total Uniforms 66,953 67,568 69,681 67,500 68 72,370 72,370 4,802 7%

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FY 2020 August FY 2020 June Oven (Unden) FY 2021 August Adopted FY 2021 Over (Under) Over (Under) % Account Desc FY 2019 Actual Estimate Estimate FY 2020 Budget FY 2020 Budget Revise Budget FY 2020 Est/Actual FY 2020 Est/Actual Operator Medical Exams 13,425 9,885 14,920 17,000 (7,115) 16,000 16,000 6,115 Emp Assistance Prog. 13,603 13,468 12,112 14,500 (1,032) 15,000 15,000 1,532 Cafeteria Plan- Admin 438,719 525,601 540,351 598,689 (73,088) 642,868 674,386 148,785 Cafeteria Plan-ATU 1,274,904 1,374,653 1,415,288 1,603,479 (228,826) 1,631,400 1,631,400 256,747 Mechanic Tool Allowance 11,661 14,258 16,403 16,500 (2,242) 16,500 16,500 2,242 Wellness Program 18,411 26,998 29,854 30,000 (3,002) 28,500 32,000 5,002 Substance Abuse Prog. 9,795 11,663 16,435 20,000 (8,337) 17,000 17,000 5,337 Total Other Benefits 1,780,518 1,976,526 2,045,363 2,300,168 (323,642) 2,367,268 2,402,286 425,760 21% Total Benefits 10,413,081 10,667,151 11,703,806 11,413,859 (746,708) 11,792,522 11,951,188 1,284,037 11% Total Wages and Benefits 25,178,038 25,028,526 26,318,124 26,727,576 (1,699,050) 27,496,116 27,923,347 2,894,821 11% Management Services 3,760 57,965 43,940 35,000 22,965 35,000 35,000 (22,965) Agency Fees 50 50 150 150 (100) 150 150 100 In-Service Monitoring - - 5,500 5,500 (5,500) 5,500 5,500 5,500 Mobility Services 14,858 25,412 24,584 25,000 412 25,000 25,000 (412) Schedules/Graphics 52,795 18,897 27,891 115,000 (96,103) 100,000 100,000 81,103 Promotions 54,621 58,124 67,385 150,000 (91,876) 135,000 150,000 91,876 Recruitment 6,808 10,848 9,496 10,000 848 10,000 10,000 (848) Hiring Costs 12,575 12,760 15,000 15,000 (2,240) 15,000 15,000 2,240 Legal Fees 266,879 370,886 335,000 335,000 35,886 380,000 380,000 9,114 Legal Fees - COVID - 4,296 - - 4,296 - - (4,296) Financial services 3,450 11,050 15,000 15,000 (3,950) 3,500 3,500 (7,550) Auditor Fees 54,314 37,200 47,500 49,955 (12,755) 50,000 50,000 12,800 Freight In and Out 4,807 4,966 5,845 6,000 (1,034) 6,000 6,000 1,034 Bid and Hearing Notices 320 475 500 1,000 (525) 1,000 1,000 525 Service Development 47,587 7,590 57,590 80,000 (72,410) 75,000 80,000 72,410 Trans. Printing/Reproduc. 5,194 4,894 5,666 7,000 (2,106) 7,000 7,000 2,106 Payroll Services 80,757 88,415 85,000 88,055 360 87,500 87,500 (915) Bank service charge 24,023 19,968 23,000 25,500 (5,532) 25,500 25,500 5,532 Commuter check process fee 322 195 300 300 (105) 300 300 105 Pay PERS file upload 2,604 2,604 2,700 2,730 (126) 2,780 2,780 176 Special Planning- reimb expenses 24,900 ------Temporary Help-All depts 18,672 25,122 27,000 25,000 122 25,000 25,000 (122) Clipper Fees 78,065 98,501 105,000 150,000 (51,499) 155,000 155,000 56,499 SVR-Differential/Radiator 6,269 6,254 15,454 15,800 (9,546) 15,500 15,500 9,246

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FY 2020 August FY 2020 June Oven (Unden) FY 2021 August Adopted FY 2021 Over (Under) Over (Under) % Account Desc FY 2019 Actual Estimate Estimate FY 2020 Budget FY 2020 Budget Revise Budget FY 2020 Est/Actual FY 2020 Est/Actual SVR-Transmission 1,223 1,688 8,688 24,000 (22,312) 42,000 42,000 40,312 SVR-Upholstery/Glass 3,000 4,071 5,000 15,000 (10,929) 12,000 12,000 7,929 SVR-Upholstery/Glass - COVID - 5,197 - - 5,197 - - (5,197) SVR-Towing 4,465 3,428 7,808 16,000 (12,572) 16,000 16,000 12,572 SVR-Engine Repair 84,018 - 41,000 41,000 (41,000) 108,000 108,000 108,000 SVR-Body Repair 121,928 113,534 107,227 108,000 5,534 108,000 108,000 (5,534) SVR-Electric Bus Repair - - 10,000 50,000 (50,000) 50,000 50,000 50,000 Emission controls 65,630 11,275 33,923 42,000 (30,725) 48,000 48,000 36,725 Support Vehicle maint 17,066 24,373 14,235 13,500 10,873 14,500 14,500 (9,873) IT Supplies/replacements 10,981 9,595 11,960 12,000 (2,405) 12,000 15,000 5,405 IT Supplies/replacements - COVID - 239 - - 239 - - (239) Clever Devices/rideck maint 239,350 249,195 246,530 251,350 (2,155) 272,500 272,500 23,305 Office Equipment Maint. 16,604 28,495 19,854 20,000 8,495 20,000 20,000 (8,495) Building Maint. Service 77,555 57,786 86,639 87,000 (29,214) 97,000 97,000 39,214 Landscape Service 66,532 73,400 96,400 89,400 (16,000) 95,400 95,400 22,000 IT Contracts 172,011 193,020 150,000 150,000 43,020 250,000 195,000 1,980 Radio Maint. Service 12,876 8,964 14,980 15,000 (6,036) 15,000 15,000 6,036 Contract Cleaning Service 2,545 3,174 3,600 3,600 (426) 3,600 3,600 426 Waste Removal 14,256 15,153 18,462 19,800 (4,647) 19,000 19,000 3,847 Hazardous Waste 99,888 86,225 124,256 125,000 (38,775) 125,000 125,000 38,775 Fire Monitoring 3,057 3,176 3,811 4,000 (824) 3,000 4,000 824 Security Services 94,531 98,032 88,265 89,000 9,032 98,000 98,000 (32) Other Services 5,275 - 5,500 7,000 (7,000) 7,000 7,000 7,000 Total Services 1,876,421 1,864,346 2,025,493 2,339,640 (475,294) 2,575,730 2,544,730 680,384 34%

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FY 2020 August FY 2020 June Oven (Unden) FY 2021 August Adopted FY 2021 Over (Under) Over (Under) % Account Desc FY 2019 Actual Estimate Estimate FY 2020 Budget FY 2020 Budget Revise Budget FY 2020 Est/Actual FY 2020 Est/Actual Diesel Fuel 1,444,865 1,173,409 1,300,000 1,625,000 (451,591) 1,625,000 1,625,000 451,591 Oils and Lubricants 83,995 81,877 81,702 85,000 (3,123) 83,000 83,000 1,123 Gasoline 23,470 16,991 24,543 25,000 (8,009) 25,000 25,000 8,009 PG&E - WC Trolley 38,489 89,527 105,237 85,000 4,527 120,000 120,000 30,473 Tires and Tubes 245,733 249,515 259,272 247,216 2,299 263,520 263,520 14,005 Safety Supply 244 130 10,000 10,000 (9,870) 15,000 15,000 14,870 Transportation Supplies 13,266 15,563 15,875 14,000 1,563 14,000 14,000 (1,563) BART Relief Tickets 54,760 8,937 8,937 58,425 (49,488) - - (8,937) CLIPPER Relief Cards for EE's - 17,955 31,825 - 17,955 58,425 58,425 40,470 CSS-Soaps 3,500 4,474 5,624 6,000 (1,526) 6,000 6,000 1,526 CSS-Cleaning 7,137 6,142 8,000 9,000 (2,858) 20,000 9,000 2,858 CSS-Safety 8,027 15,691 12,518 8,500 7,191 55,000 8,750 (6,941) CSS-Antifreeze 8,406 3,713 6,029 6,400 (2,687) 6,500 6,500 2,787 CSS-Gases 8,003 6,398 4,241 4,500 1,898 4,500 4,500 (1,898) Oil Analysis 98 8,250 8,250 8,000 250 8,250 8,250 - Equipment/Garage Exp. 29,042 24,348 34,115 25,000 (652) 25,000 25,000 652 Coach Repair Parts 643,967 585,848 669,000 515,000 70,848 625,000 625,000 39,152 Shelter/Bus Stop Supply 10,397 5,690 14,190 15,000 (9,310) 8,000 12,000 6,310 Janitorial Supplies 27,723 27,254 25,958 21,000 6,254 35,000 22,500 (4,754) Lighting Supply 7,100 3,825 5,025 5,000 (1,175) 5,500 5,500 1,675 Building Repair Supply 38,943 35,689 44,229 45,000 (9,311) 48,000 48,000 12,311 Landscape Supply - - 4,500 5,000 (5,000) 5,000 5,000 5,000 Tickets, Passes, Xfrs 3,735 3,355 4,887 10,000 (6,645) 5,000 5,000 1,645 Supplies - Offsites 1,222 - 1,000 2,300 (2,300) 1,500 2,300 2,300 Personnel Office Supply 4,124 2,122 2,912 3,000 (878) 3,000 3,000 878 Computer Supplies 2,077 ------Office Supplies-Administration 14,397 13,496 16,329 17,500 (4,004) 16,000 17,000 3,504 Office Supplies-Maint. 1,508 2,835 3,317 3,500 (665) 3,500 3,500 665 Postage 9,936 6,336 9,000 9,000 (2,664) 9,000 9,000 2,664 Safety Contingency Plans 1,456 210 3,120 3,000 (2,790) 3,000 3,000 2,790 Training Supply 2,826 4,369 5,000 5,000 (631) 5,000 5,000 631 Contracts & Grants Supply 2,112 733 1,000 1,000 (267) - 1,000 267 Supplies- IC 3,425 2,406 5,917 6,000 (3,594) 6,000 6,000 3,594 Repair parts-grant exp - 1,102 25,000 25,000 (23,898) 25,000 25,000 23,898 COVID-19 Supplies - 42,725 38,445 - 42,725 - - (42,725) Total Materials & Supplies 2,770,248 2,460,905 2,794,997 2,908,341 (447,436) 3,132,695 3,069,745 608,840 22%

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FY 2020 August FY 2020 June Oven (Unden) FY 2021 August Adopted FY 2021 Over (Under) Over (Under) % Account Desc FY 2019 Actual Estimate Estimate FY 2020 Budget FY 2020 Budget Revise Budget FY 2020 Est/Actual FY 2020 Est/Actual Telephone Svc - TC - - Pacific Gas and Electric 164,458 189,080 193,352 190,550 (1,470) 195,000 195,000 5,920 Telephone Svc - Concord 44,472 45,039 45,518 40,000 5,039 50,000 50,000 4,961 Contra Costa Water District 25,840 26,216 25,634 27,600 (1,384) 27,600 27,600 1,384 Telephone-Cellular 109,912 72,980 72,053 100,000 (27,020) 80,000 80,000 7,020 Total Utilities 344,682 333,315 336,557 358,150 (24,835) 352,600 352,600 19,285 6% Physical Damage 119,543 110,000 110,000 125,000 (15,000) 125,000 125,000 15,000 Property Premiums 44,593 37,904 45,000 49,719 (11,815) 42,500 42,500 4,596 Other Premiums 28,294 30,523 30,000 31,130 (607) 33,000 33,000 2,477 Liability Premiums 542,954 566,807 575,000 600,000 (33,193) 622,440 622,440 55,633 Insurance/Liability losses 28,150 31,868 175,000 175,000 (143,132) 175,000 175,000 143,132 Total Insurance 763,534 777,102 935,000 980,849 (203,747) 997,940 997,940 220,838 24% Property Tax 8,072 8,372 8,372 16,000 (7,628) 12,000 12,000 3,628 Licenses / Registrations 988 1,214 1,972 2,015 (801) 2,015 2,015 801 Fuel Storage Tank Fees 12,898 12,208 13,350 14,000 (1,792) 14,000 14,000 1,792 Use and Other Taxes 6,449 6,104 7,000 7,500 (1,396) 7,000 7,000 896 Sales Tax 189,543 209,294 212,000 212,000 (2,706) 222,000 222,000 12,706 Total Taxes 217,950 237,192 242,694 251,515 (14,323) 257,015 257,015 19,823 8% Radio Site Lease-Diablo 43,673 45,377 45,400 44,500 877 48,000 48,000 2,623 Equipment Leases 9,835 15,067 15,730 9,000 6,067 9,000 9,000 (6,067) Total Leases 53,508 60,444 61,130 53,500 6,944 57,000 57,000 (3,444) -6%

21 9/1/2020 County Connection CENTRAL CONTRA COSTA TRANSIT AUTHORITY OPERATING EXPENSE DETAIL

FY 2020 August FY 2020 June Oven (Unden) FY 2021 August Adopted FY 2021 Over (Under) Over (Under) % Account Desc FY 2019 Actual Estimate Estimate FY 2020 Budget FY 2020 Budget Revise Budget FY 2020 Est/Actual FY 2020 Est/Actual Business Expense- Tran 29 - 250 500 (500) 500 500 500 Business Expense-admin - - - 400 (400) - - - Business Expense-Fin 1,440 955 2,000 2,000 (1,045) 1,000 2,000 1,045 Board Travel 5,139 5,533 11,500 25,000 (19,467) 25,000 25,000 19,467 Staff Travel 73,471 45,489 70,000 61,500 (16,011) 75,000 75,000 29,511 CTA Dues 15,396 13,000 15,000 15,860 (2,860) 15,500 15,500 2,500 APTA Dues 35,500 35,500 35,500 36,650 (1,150) 36,600 36,600 1,100 Other Memberships 3,000 3,000 3,000 3,090 (90) 3,090 3,090 90 Business Expense 1,681 1,815 4,000 4,000 (2,185) 3,000 4,000 2,185 Training Program 12,799 8,744 15,899 25,000 (16,256) 22,500 25,000 16,256 Training / Subs-Gm 1,666 2,899 6,000 7,000 (4,101) 4,000 5,000 2,101 Misc exp 140 10 1,000 1,000 (990) 500 1,000 990 Employee Functions 32,316 27,099 42,164 44,500 (17,401) 16,000 35,000 7,901 Employee Awards 4,058 2,881 6,069 5,000 (2,119) 4,000 5,000 2,119 Departing Emp gifts 30 179 419 1,000 (821) 1,000 1,000 821 Paypal fees 2,380 79 79 4,000 (3,921) - - (79) Total Miscellaneous 189,045 147,183 212,880 236,500 (89,317) 207,690 233,690 86,507 41%

Alamo Creek Shuttle 118,089 118,949 119,894 133,500 (14,551) 126,974 126,974 8,025 St Mary's Shuttle 44,258 33,827 33,811 52,410 (18,583) 53,000 53,000 19,173 Cal State rte. 260 Shuttle 103,487 82,500 94,000 113,600 (31,100) 75,000 125,000 42,500 COVID Transport - 111,486 - - 111,486 - - (111,486) Meals on Wheels - 208,521 - - 208,521 - - (208,521) School District Meals - 65,455 - - 65,455 - - (65,455) Total Purchased Transportation 265,834 620,738 247,705 299,510 321,228 254,974 304,974 (315,764) -127% Total Other Operating Expense 6,481,222 6,501,225 6,856,456 7,428,005 (926,780) 7,835,644 7,817,694 1,316,469 19% Contingency 900,000 (900,000) 600,000 600,000 600,000 TOTAL FIXED ROUTE EXPENSE 31,659,260 31,529,751 33,174,580 35,055,581 (3,525,830) 35,931,760 36,341,041 4,811,290 15%

22 9/1/2020 County Connection CENTRAL CONTRA COSTA TRANSIT AUTHORITY OPERATING EXPENSE DETAIL

FY 2020 August FY 2020 June Oven (Unden) FY 2021 August Adopted FY 2021 Over (Under) Over (Under) % Account Desc FY 2019 Actual Estimate Estimate FY 2020 Budget FY 2020 Budget Revise Budget FY 2020 Est/Actual FY 2020 Est/Actual Paratransit Wages 167,101 191,161 180,000 182,218 8,943 210,975 192,171 1,010 Sick Wages 4,762 4,083 5,990 5,298 (1,215) 6,128 5,587 1,504 Holiday Pay 7,751 8,746 10,080 10,080 (1,334) 11,595 10,606 1,860 Vacation Pay 11,992 11,120 8,360 11,145 (25) 12,704 11,715 595 Absence pay - - 500 988 (988) 1,142 1,041 1,041 Cafeteria Plan 20,030 22,149 22,151 23,874 (1,725) 23,163 23,163 1,014 FICA 2,576 3,061 3,000 3,041 20 3,516 3,206 145 PERS 21,175 24,201 24,200 21,706 2,495 27,035 25,482 1,281 Medical 22,886 24,237 24,238 9,606 14,631 25,083 25,083 846 Dental 2,994 2,994 3,837 3,540 (546) 4,820 4,820 1,826 Life Insurance 1,638 1,682 1,229 1,220 462 1,760 1,760 78 SUI 812 630 900 1,329 (699) 1,329 1,329 699 Promotions - - - 3,500 (3,500) - - - Legal Fees 29,326 4,212 6,769 15,000 (10,788) 20,000 20,000 15,788 Bank Service Charge 606 - 400 500 (500) 500 500 500 Temporary Help 4,299 ------Building Maint Services 940 1,089 1,417 1,500 (411) 1,500 1,500 411 Software Maint Services - 8,973 8,973 - 8,973 - - (8,973) Radio Maint Services 6,574 5,170 4,929 6,100 (930) 6,000 6,000 830 Community Van Maint - - - 16,000 (16,000) - - - Other services 15,293 278 278 - 278 - - (278) Office Supply, PTF 7,641 4,554 5,930 2,000 2,554 5,000 5,000 446 Gas and Electric 21,668 24,066 25,000 25,000 (934) 26,000 26,000 1,934 Cell Phone 292 7,750 6,687 22,500 (14,750) 15,000 15,000 7,250 Property Premiums - 6,689 3,345 - 6,689 7,500 7,500 811 Liability Premiums - 6,496 3,248 - 6,496 7,560 7,560 1,064 Sales Tax - - - 300 (300) - - - Purchased Trans-LINK 5,764,537 5,805,056 6,600,000 6,977,200 (1,172,144) 7,400,000 7,400,000 1,594,944 Purchased Trans-BART 169,640 6,910 7,659 178,080 (171,170) 10,000 10,000 3,090 Other Purch Trans 11,628 - - 1,281 (1,281) 1,000 1,000 1,000 ADA-Choice in Aging - 111,520 113,700 - 111,520 200,000 300,000 188,480 Training / Subscriptions - - - 2,500 (2,500) - 8,000 8,000 Other Misc Expenses - 411 1,000 1,000 (589) 1,000 1,000 589 Total Paratransit 6,296,161 6,287,238 7,073,820 7,526,506 (1,239,268) 8,030,310 8,115,023 1,827,784 26% TOTAL CCCTA 37,955,421 37,816,989 40,248,400 42,582,087 (4,765,098) 43,962,070 44,456,064 6,639,075 16%

OPEB - GASB 75 Adjustments (376,320) - PERS GASB 68 Adjustment 642,776 ------TOTAL CCCTA GASBs 266,456 ------TOTAL CCCTA 38,221,877 37,816,989 40,248,400 42,582,087 (4,765,098) 43,962,070 44,456,064 6,639,075 16%

23 9/1/2020

To: Board of Directors Date: 09/08/2020

From: Ruby Horta, Director of Planning, Marketing & Innovation Reviewed by:

SUBJECT: Clipper START and Youth Fare Proposal

Background

Over the last several years, the Metropolitan Transportation Commission (MTC) has been evaluating means‐based fares for transit. In May 2018, MTC adopted Resolution No. 4320, establishing the framework for a 12 to 18‐month pilot program to offer a 20%‐50% discount on single rides, to eligible low‐income adults for travel on four of the large systems (BART, Caltrain, Golden Gate, and Muni).

Clipper START

As of July 2020, Clipper START allows adults who live in the Bay Area and whose earnings are up to 200% of the federal poverty level to qualify for fare discounts. The Clipper START pilot is only available on the Clipper card and requires riders to complete an application process which includes proof of identity and proof of income. Once approved, riders receive a personalized Clipper card that can be used for single‐ride discounts on the participating transit agencies’ systems.

Expansion of Clipper START

Due to the COVID‐19 pandemic, MTC elected to use CARES Act fund to expand the Clipper START program. County Connection, along with the other East Bay Operators, have been included in the second phase of the program which is scheduled for implementation in early 2021.

Staff will be required to complete a Title VI analysis as part of this process. One of the potential inequities, given our current fare structure, is the fact that only low‐income adults would be eligible for a discounted fare. The four large operators currently participating in the program already have youth fares in place. In an effort to address this inequity amongst low‐income adults and a low‐income youth in the same household, staff is proposing implementing a youth fare, available on the Clipper card. There would be no changes proposed to the cash fare, at this time. Both discounts, Clipper START and the new youth fare, would be 20% of the Clipper fare. The current Clipper fare is $2 and the discounted fares would be $1.60.

Financial Implications:

We used survey data to determine that approximately 16% of total ridership would be eligible for the youth fare. Additionally, about 44% are low‐income adults and would be eligible for Clipper START. We applied a conservative discount rate of 24% since some passengers would be getting a higher discount by shifting their payment method from cash payment to the Clipper card while others would benefit from a lower discount if they are already using the Clipper card (i.e. Day Pass Accumulator). The estimated revenue loss from a youth fare is $120,000 and $328,000 from Clipper START. MTC is programmed to reimburse approximately $140,000 for Clipper START (reimbursement will be based on actual usage), for a total loss of $308,000.

Action Requested:

The MP&L committee and staff request Board approval of the following:

1) Authorization to participate in the Clipper START program and initiate the Title VI review. 2) Authorization to incorporate the analysis of a companion youth fare to the Clipper START program Title VI review. 3) Staff to report the Title VI findings of the proposed discounted fares (Clipper START and youth fare) to the Administration and Finance Committee, for final recommendation, prior to implementation.

To: Board of Directors Date: September 09, 2020

From: Bill Churchill, Assistant General Manager of Administration Reviewed by:

______

SUBJECT: Riding Together: Bay Area Healthy Transit Plan ______

Summary:

Following the March 17 shelter in place order in Contra Costa County and the Statewide Stay-at-Home Order, County Connection began working in partnership with the other Bay Area transportation agencies to develop policies, procedures as well as a host of other mitigation efforts that include enhanced communication, vehicle modifications, improved sanitation and modified work schedules to promote the safety of employees, passengers and the communities we serve. Simultaneously, the Metropolitan Transportation Commission (MTC) established the Blue Ribbon Transit Recovery Task Force with the goal of guiding the nine county Bay Area’s transportation network through the pandemic. The task force expressed a desire for a unified transit response to protect transit employees, passengers and the Bay Area communities from the spread of Covid-19.

In response, the Bay Area’s twenty seven operators collaborated on the development of the Riding Together: Bay Area Healthy Transit Plan which provides a unified and comprehensive framework of health and safety mitigation standards, communication efforts and responsibilities for both transit operators and the riding public. This plan was not developed in a vacuum, rather, operators relied upon guidance from the American Public Transportation Association (APTA), US Centers for Disease Control and Prevention (CDC), California Department of Public Health (CDPH), Department of Homeland Security (DHS), the World Health Organization (WHO) as well as others to develop a solid foundation to ensure a safe transportation network in the Bay Area. Another key component of the Plan is the assessment of plan effectiveness through monitoring and data collection and the publication of results through a common dashboard that all operators will contribute to each month. The greatest strength of this plan however is its flexible approach that responds appropriately as new information is gained on how to effectively mitigate Covid-19.

The Plan was presented to MTC on Wednesday August 19th and the commission adopted a resolution at their August 26th meeting requiring that all twenty seven Bay Area operators adopt a resolution that commits each operator to implementing the Plan by the end of September. Furthermore, the resolution that MTC adopted requires each operator to forward their resolution committing to the implementation of the plan to MTC for verification. As one of the Bay Area’s operators, County

Connection staff participated in the development of the plan and is comfortable with the Authorities ability to comply with all requirements it contains. The current County Connection Covid-19 policies, procedures and mitigation efforts meets or exceeds all components of the plan.

Financial Implications:

None at this time.

Action Requested:

The O&S Committee and staff requests the full Board approve Resolution 2021-009 committing to implement the baseline set of measures contained in the Riding Together: Bay Area Healthy Transit Plan.

Attachments:

Resolution: 2021-009

Riding Together: Bay Area Healthy Transit Plan

Riding Together : Bay Area Healthy Transit Plan

August 2020 b

Contents

To our Customers, Employees and Partners 1

1.0 Plan Overview 2

2.0 Alignment with State Pandemic Resilience Roadmap 4

3.0 Health and Safety Risk and Public Transportation Benefits 4

4.0 Health and Safety Mitigations 5

5.0 Paratransit, Demand Response and Vulnerable Populations 12

6.0 Communication Strategies and Key Messages 15

7.0 References 20

Appendix A Bay Area Transportation Provider Participants 22

Appendix B Assessing Plan Effectiveness and Reporting for Accountability 22

Due to the changing conditions and growing body of knowledge about the pandemic, this plan may be updated and or modified.

Riding Together: Bay Area Healthy Transit Plan To our Customers, Employees and Partners 1

To our Customers, Employees and Partners The COVID-19 Pandemic has been a massive strain for everyone. And it presents transit systems with a historic set of challenges, including the need to adjust protocols and procedures to ensure a safe operating environment for everyone. Collectively, we as the transit operators in the nine Bay Area counties, have joined forces to initiate research, study U.S. and international efforts, and review information from the American Public Transportation Association (APTA), to develop common commitments and expectations for employees and passengers in our Bay Area transit systems. From this work, we developed Riding Together—Bay Area Healthy Transit Plan. Development of our plan has additionally included collaboration with regional leaders, transit workers, paratransit providers, rider advocates, public health experts, and others. As we are all guided forward by our State and local leadership toward business resumption, we view the safety of our employees and passengers as job number one. This plan serves as a tool for us, providing common commitments that have been set in place for our employees, our current passengers, and those who will be returning to transit. This is a plan we own. A plan we will report on. And a plan that we will modify to the fluctuating nature of this pandemic. Furthermore, we are committed to the success of this plan, and look forward to a partnership with our customers and the shared responsibility for reducing transmission by properly wearing face coverings and meeting other expectations. We are all in this together. We look ahead to serving our customers as well as teaming with them to work through this challenging time that faces everyone. Bay Area Transit Operators 2

1.0 Plan Overview Bay Area Public Transportation Providers (Appendix A) have collectively developed a cohesive health and safety plan—this plan—to bring the region’s public transportation providers together around transit-related health and safety standards and mitigations. This plan will provide guidance for the mitigations to be consistently applied across the network to best serve essential workers currently riding transit and help the Bay Area ease out of the COVID-19 pandemic stay-at-home order. While county-specific guidance may vary, these minimum standards give transit customers consistent expectations across all Bay Area public transportation operations and identify mitigations for public transportation providers and employees regarding workplace health and safety. Although many of the public transportation providers have their own individual plans or measures in place, this plan clarifies the responsibilities of public transportation customers and public transportation providers across the Bay Area in implementing the health and safety minimum requirements and mitigations and recommends communication strategies and key messages to promote health and safety awareness. The guidelines in this plan reflect current understanding of the COVID-19 virus and the most prevalent methods of person-to-person transmittal: 1 ³ Between people who are in close contact with one another (within about 6 feet) through respiratory droplets produced when an infected person coughs, sneezes, or talks. These droplets can land in the mouths or noses of people who are nearby or possibly be inhaled into the lungs. COVID-19 may be spread by people who are not showing symptoms. ³ By touching a surface or object that has the virus on it and then touching the nose, mouth or eyes.

Plan Purpose Scope of Plan • Identify consistent health and • Applies to Bay Area public safety standards for public transportation providers listed in transportation customers to do and Appendix A (non-aviation) including public transportation providers to rail, bus, ferry, paratransit, demand implement as the Bay Area eases out response and micro-transit. of the COVID-19 stay-at-home order. • Limited to COVID-19 recovery efforts • Clarify expectations and and mitigations. responsibilities of transit customers • Covers public transportation services and transit providers. provided both directly by the public • Recommend communication transportation providers and those strategies and key messages to provided under contract. promote public transportation • Flows down mitigations from customer and provider compliance public transportation providers to with and support for mitigations. contractors, as needed.

KEY TERM * Mitigations: Actions or practices that public transportation customers and providers, including employees, collectively take to slow the spread of COVID-19. Mitigations help the Bay Area’s public transportation network operate safely as the region eases out of the COVID-19 stay-at-home order.

Riding Together: Bay Area Healthy Transit Plan 1 Source: CDC, What you should know about COVID-19 to protect yourself and others. 1.0 Plan Overview 3

The identified mitigations are based on US and international health agency guidance from the California Department of Public Health (CDPH), the US Centers for Disease Control and Prevention (CDC) and the World Health Organization (WHO). The application of the mitigations is informed by US and international transit industry guidance including guidance from the American Public Transportation Association (APTA 2020a; APTA 2020b; APTA 2020c), the CDPH (CDPH 2020a), a survey of 21 Bay Area public transportation providers regarding current COVID-19 health and safety practices and coordination with Bay Area public health representatives. See Section 7 for reference documents. In August 2020, APTA implemented its National Transit Recovery Commitment Program. Participating agencies (members) of APTA may display the program seal on vehicles and facilities. This new program from APTA is designed to support public transit agencies implement individualized policies for health agency guidance, cleaning, sharing of information, and other healthy best practices for passengers and employees. This is a living plan and is based on current, known COVID-19 transmittal factors and disrupters of those transmittal factors (mitigations), and the current COVID-19 situation and public health response in the Bay Area and California. This plan may change and adapt as research around COVID-19 evolves, as performance against this plan is achieved and/or as the COVID-19 situation in California changes. This plan currently anticipates that with continued compliance with California-mandated face covering requirements, physical distancing recommendations may change over time to allow for increased vehicle capacity to serve more Bay Area customers, while still complying with epidemiological research and transit best practice. Using the current guidelines and mitigations in this plan confirms that Bay Area public transportation providers are following public health recommendations while balancing the need to move toward increased capacity service. This plan’s approach is consistent with a Safety Management System approach that evaluates and balances risk recognizing society’s need for and value of public transportation. The Federal Transit Administration requires, as part of the Public Transportation Agency Safety Plan final rule, the evaluation of safety risks and the application of mitigations to reduce risks as part of a transportation provider’s Agency Safety Plan. This regional COVID-19 plan is consistent with managing risks associated with this pandemic to gradually move to resume capacity and service.

Gradually resume normal operations in a dynamic system in which transit and rail are comparable in risk to other activities Frequently communicate passenger and operator risks, responsibilities, and expectations

Successfully implement effective public health measures in the transit and rail system 4

2.0 Alignment with State Pandemic Resilience Roadmap California is currently in Stage 2 of the state’s Pandemic Resilience Roadmap (CDPH 2020b), allowing specific lower risk sectors to open and modified school programs and child care to resume. Indicators to modify the Stay-at-Home Order include: ³ Ability to test, contact trace, isolate, and support the exposed ³ Ability to protect those at high risk for COVID-19 ³ Surge capacity for hospitals and health systems ³ Therapeutic development to meet the demand ³ Ability of business, schools, and childcare facilities to support physical distancing ³ Determination of when to reinstitute measures like Stay-at-Home

Stage 1 Stage 2 Stage 3 Stage 4 Safety and Lower-risk Higher-risk End of prepardness workplaces workplaces Stay-at-Home

There are nine counties that are represented in the Bay Area Transportation Providers: Marin, Sonoma, Napa, Solano, Contra Costa, Alameda, Santa Clara, San Mateo, and San Francisco. As of August 2020, all the nine counties were being monitored for data that does not meet indicator objectives (CDPH 2020c). Public transportation providers have impacts or supporting roles on the emboldened bullets in the above list. Committing to support contact tracing where appropriate, protecting high-risk persons during travel and supporting physical distancing are all part of this plan and support the ability of the state to modify the Stay-at-Home order and provide for further re-opening. At Stage 3, counties may choose to move forward at their own pace, relaxing orders, which can impact the demand for public transportation. By supporting the community indicators, transportation providers will demonstrate partnership and community-mindedness, allowing for the easing of restrictions and the ability to increase capacity in a safe and moderated way. 3.0 Health and Safety Risk and Public Transportation Benefits Public transportation, like other businesses, has had to weigh risks of providing equitable transportation service against health and safety risks. The Federal Transportation Administration requires public transportation providers to identify, evaluate and manage risks for the best outcome to the public and to those who provide the services. The societal benefits of providing affordable transportation exceed any risks presented by public transportation related to COVID-19. This plan seeks to minimize further risks related to COVID-19. As with other safety hazards, the most effective measures are layered for maximum results. Layering good hand hygiene, face coverings, ventilation, physical distancing, cleaning and disinfecting, limited time exposure, as well as, passenger personal accountability provide for a safer environment than only one or two of the mitigation measures alone. The Bay Area transportation providers are committing to layering safety measures along with passenger personal accountability to keep public transportation available for essential workers who are keeping the Bay Area in business and for others as the region emerges from the current conditions. Using other prevention measures in combination with social distancing, such as wearing a mask, will modify the threshold of Social Distancing, and thus enable to increase the occupancy rate of the trains. (UIC2020)

Riding Together: Bay Area Healthy Transit Plan 4.0 Health and Safety Mitigations 5

4.0 Health and Safety Mitigations Public transportation customers and providers and their employees can all help keep California on a path to continue safely reopening and remaining open by following several key health and safety mitigations. Each health and safety mitigation is based on US or international public health recommendations. This plan includes mitigations for customers and providers to implement for a healthy Bay Area transit system. Paratransit and demand response is discussed in Section 5, Paratransit, Demand Response and Vulnerable Populations. 4.1 Customer Facing Mitigations Face Coverings The CDC is advising the use of simple cloth face coverings to slow the spread of COVID-19 and help people who may have the virus and do not know it from transmitting it to others (CDC 2020a).

Additionally, on June 18, 2020, the State of California required people in the state to wear face coverings when they are in certain situations including the following related to public transportation operations for both customers and employees (CDPH 2020d): ³ Inside of, or in line to enter, any indoor public space. ³ Waiting for or riding on public transportation or paratransit or while in a taxi, private car service, or ride-sharing vehicle. ³ Engaged in work, whether at the workplace or performing work off-site, when interacting in-person with any member of the public, working in any space visited by members of the public, regardless of whether anyone from the public is present at the time, working in or walking through common areas, such as hallways, stairways, elevators, and parking facilities, and in any room or enclosed area where other people (except for members of the person’s own household or residence) are present when unable to physically distance. ³ Driving or operating any public transportation or paratransit vehicle, taxi, or private car service or ride-sharing vehicle when passengers are present. When no passengers are present, face coverings are strongly recommended and maybe required based on local guidance. ³ While outdoors in public spaces when maintaining a physical distance of 6 feet from persons who are not members of the same household or residence is not feasible. Customer Responsibilities Public transportation customers are expected to bring and properly wear their own face coverings when accessing public transportation services and facilities to comply with the State of California’s order. Public Transportation Provider Responsibilities To support compliance with the State of California order, all public transportation providers require the proper use of face coverings on their systems, including in facilities, for all passengers over the age of 2 years, unless the customer is exempt per the State of California order. Public transportation providers will: ³ Remind passengers of the face covering requirements. ³ Have the right to refuse to carry anyone not wearing a face covering, unless the person is exempt. ³ Communicate the requirement in transit vehicles and facilities noting the state requirement for face coverings for transit customers and employees. ³ Require employees to adhere to face covering requirements. 6

³ Develop, implement and communicate to employees a process for equitable face-covering compliance strategies. At a minimum, to protect bus operators or others in direct contact with public, provide de-escalation options and support if conflict ensues. • Optionally, as a de-escalation technique, provide or make available face-coverings, as capabilities allow, at defined locations (from staff or for sale such as vending machines). • Consider other de-escalation techniques and inform operators of their options, such as dealing with face coverings in a similar manner as fare payment. Paratransit and demand response face coverings is discussed further in Section 5, Paratransit, Demand Response and Vulnerable Populations. Physical Distancing COVID-19 is thought to spread mainly from person-to-person, between people who are in close contact with each other and through respiratory droplets produced when an infected person coughs, sneezes or talks (CDC 2020b). The World Health Organization and multiple European transportation agencies are using a 1 meter (approximately 3 feet) minimum requirement for physical distancing when face coverings are worn.

The CDC currently advises 6 feet, however, it should be noted that face coverings were not encouraged or mandated by CDC when the 6-foot distancing metric was introduced. Where practicable, Bay Area public transportation providers will provide for a minimum 3-foot physical distancing metric, coupled with mandatory, properly worn face coverings. Customer Responsibilities Public transportation customers are expected to remain a minimum of 3 feet or optimally 6 feet, as practicable, from others not in their households when in stations, transit facilities or in vehicles, in addition to complying with the facial covering requirement. If assistance is required from the operator or other staff, the customer will allow the operator to manage the securement in the safest manner possible for both passenger and operator. Public Transportation Provider Responsibilities Public transportation providers will: ³ Communicate to their customers the physical distancing minimum standards for safely riding public transportation. ³ Manage capacity, as possible, to provide spacing to achieve the 3-foot physical distancing minimum requirement. ³ Evaluate disability device securement and advise operators how to manage securement practices to reduce risk to all parties. Paratransit and demand response physical distancing is discussed further in Section 5, Paratransit, Demand Response and Vulnerable Populations. Hand Hygiene Good hand hygiene can help slow the spread of COVID-19. This includes washing hands with soap and water for at least 20 seconds or using an alcohol-based hand sanitizer containing at least 60 percent alcohol (CDC 2020a).

Customer Responsibilities Public transportation customers should bring hand sanitizer or disinfecting wipes to clean their hands before and after using public transportation and after contact with potentially contaminated surfaces or use hand washing facilities, as available.

Riding Together: Bay Area Healthy Transit Plan 4.0 Health and Safety Mitigations 7

Public Transportation Provider Responsibilities Public transportation providers will: ³ Provide information if hand-washing stations or hand sanitizer dispensers are available to customers. A Quiet Ride Campaign Droplets expelled through talking, singing, and other verbal activities are known to contribute to virus dispersion (CNN 2020; NEJM 2020). Bay Area public transportation providers will temporarily adopt the “Quiet Ride” communication campaign, requesting passengers minimize talking, singing or other verbal activities while riding public transportation to slow the spread of COVID-19. Necessary verbal activities, such as requesting a stop, are not precluded.

Customer Responsibilities ³ Reduce talking, singing, or other verbal activity to the extent possible while in public transportation facilities and on vehicles. Public Transportation Provider Responsibilities Public transportation providers will: ³ Communicate and promote the “Quiet Ride” campaign to customers.

Vehicle and Facility Conditions – Cleaning and Disinfecting Cleaning and disinfecting surfaces reduces the risk of infection by removing potential contamination. To restore passenger confidence and provide for a healthy environment, vehicles and facilities must be cleaned and disinfected more frequently than pre-COVID-19 practice. If not already doing so, public transportation providers will implement cleaning and disinfecting on a more frequent schedule than pre-COVID-19 practices and will follow APTA-recommended practices (APTA 2020a; APTA 2020b).

Customer Responsibilities ³ Customers must stay at home when they are sick in order to slow the spread of COVID-19, evaluating their own symptoms or exposure. ³ Customers will dispose of tissues or other potentially contaminated materials in trash cans. Public Transportation Provider Responsibilities Public transportation providers will: ³ Daily clean and disinfect in-service vehicles, factoring in the level of use, with an emphasis on high-touch areas. ³ Provide elevated cleaning if a vehicle is reported to have carried an infected or potentially infected person. Reports could come from a public health agency, customer report or employee observation of a person displaying symptoms. ³ Use EPA-List N disinfectants applied through methods outlined in the APTA standard or EPA/CDC recommendations. ³ Coordinate with public health officials if reports of potentially-infected,2 known or confirmed infected persons utilized the public transportation system. Paratransit and demand response cleaning is discussed further in Section 5, Paratransit, Demand Response and Vulnerable Populations.

2 Potentially-infected (person) is defined as a person who is observed to exhibit COVID-19 symptoms or has been recommended by a medical professional to undergo COVID-19 testing or quarantine. 8

Vehicle and Facility Conditions – Ventilation Increased air flow can provide for a healthier environment for transit customers and employees (CDC 2020e; APTA 2020a). On some vehicles, such as buses and light rail vehicles, doors are frequently opened to allow passengers to board or exit. Other vehicles have less frequent door cycling and are more dependent on the vehicle heating ventilation and air conditioning (HVAC) system. Buses and ferries may have windows that open, allowing additional ventilation. Where feasible, public transportation providers will increase ventilation in vehicles and in facilities.

Customer Responsibilities Customers will not close windows that are open without consulting the operator or other public transportation employee. Public Transportation Provider Responsibilities Public transportation providers will: ³ Maximize fresh air in vehicles and facilities, based on ventilation options, and other factors such as climate or air quality. ³ Confirm maintenance is performed on ventilation systems in vehicles and station facilities and that the systems function at peak-performance. ³ Use the highest MERV-rated filter appropriate for the HVAC system in vehicles and facilities, as feasible. ³ Provide guidance to operators or other public transportation employees regarding the opening of windows and doors, including direction if other health hazards such as air quality issues arise. Touchless Fares Reducing cash fare payments reduces touch and virus transmittal potential and can reduce the need for face-to-face transactions.

Customer Responsibilities ³ Public transportation customers should use touchless fare options, when possible, to include Clipper cards or online or mobile ticketing. ³ If using cash fare, have correct fare ready for payment on boarding to minimize exposure to others boarding. Public Transportation Provider Responsibilities Public transportation providers will: ³ Communicate all touchless fare payment options to customers. ³ Encourage use of touchless fare payments, as feasible, while still allowing for cash options. Paratransit and demand response touchless fares is discussed in Section 5, Paratransit, Demand Response and Vulnerable Populations.

Riding Together: Bay Area Healthy Transit Plan 4.0 Health and Safety Mitigations 9

4.2 Transit Employees Mitigations Keeping employees safe and well is critical for the operation of Bay Area public transportation providers. The following minimum standards apply to public transportation employees. Employees should adhere to company requirements and be assured that other employees will also adhere to requirements and be held responsible. Employee COVID-19 Assessments Assessing employee wellness is part of evaluating fitness for duty. During the COVID-19 pandemic, additional COVID-19 assessments can support whether employees are ready for work and minimize the risk of spreading COVID-19 to others around them. It is critical to understand that many people who have COVID-19 are asymptomatic and may not know that they are infected. Also, note that temperature scan results can be unreliable. Some temperature instruments only test skin temperature which can be impacted by external climate or human activity. Also, normal human temperature can range from 97° to 100° F, so a fever cannot be assumed based on a slight elevation in temperature. Staff rainingt also factors into the reliability of a temperature scan. Employee Responsibilities Employees will cooperate with the employer-developed protocols for COVID-19 assessment and provide facts when completing any requested assessments. Public Transportation Provider Responsibilities Public transportation providers will: ³ Develop and implement a COVID-19 assessment protocol for employees prior to accessing transit facilities or vehicles. The COVID-19 assessment may consist of a self-assessment, questionnaire or temperature scan or other activities that provide information about whether it is safe to be at work. ³ Develop, implement and communicate a policy for employees around the COVID-19 assessment protocol including expectations of those who may be prevented from working based on the COVID-19 assessment. ³ Provide for employee health privacy in any COVID-19 screening activity. Personal Protective Equipment Personal protective equipment (PPE) is inclusive of face coverings, face shields, and gloves. As per the State of California order, face coverings are required for all in work place settings (CDPH 2020d). Some job categories may require different PPE than other job categories. Public transportation providers are recommended to perform some type of job hazard analysis (JHA) to determine specific hazards or exposure possibilities and base PPE allocation on that assessment.

Employee Responsibilities Employees will wear the combination of PPE defined for their job requirements to safeguard themselves and others while in the work environment. If any portion of the PPE defined for an employee’s job requirements cannot be complied with, the employee is responsible for alerting their employer and cooperating with the development of alternatives to provide for a healthy working environment, as feasible. Public Transportation Provider Responsibilities Public transportation providers will: ³ Determine and supply minimum levels of PPE, including the required face coverings (unless exempt). ³ Perform some type of job hazard analysis to determine specific hazards or exposure possibilities and base PPE allocation on that assessment. These can be broad categories based on exposure (for example, public facing duties or job duties that require close proximity to other employees or passengers). Positions at a higher risk for exposure, such as mechanics or right-of-way maintainers who work in pairs to perform tasks or bus operators, should be considered for higher levels of PPE. 10

³ Provide supervision and oversight to confirm compliance and develop protocols for non-compliance. ³ Identify any spaces where face coverings are not required (e.g. private offices), as allowed by local health guidance. ³ Communicate requirements to all employees. ³ Develop and implement a policy to manage employees who do not or cannot comply with the increased or changed PPE requirements. Physical Distancing Physical distancing is one of the primary mitigation measures, in addition to face coverings, recommended by the public health agencies to minimize the risk of COVID-19. There are several factors that are currently considered in transmitting the infection. Both time and space are being evaluated, with exposures of greater than 15 minutes or closer than 3 feet both factors related to transmission (WHO 2020a; WHO 2020b). Public transportation providers will consider distancing, facial coverings and time in their employee physical distancing requirements.

Employee Responsibilities Employees will comply with physical distancing requirements and facility modifications. If employees cannot comply with physical distancing requirements or function with facility modifications, employees must alert their employer and discuss alternatives to support a safe work environment. Public Transportation Provider Responsibilities Public transportation providers should evaluate the following spaces and put into practice measures to manage physical distancing. Where work duties allow, provide for virtual work to reduce exposure of employees. Providers should evaluate facility capacity and develop a plan for all job categories to assess remote work, staggered shifts and other strategies to alleviate crowding that would challenge physical distancing. Common Spaces Common spaces include, but are not limited to, vestibules, restrooms, break rooms, lunchrooms, conference rooms, shared workspaces and operator report areas. Public transportation providers will: ³ Determine common space capacity based on space size and configuration and define limits. ³ Stagger work hours and breaks to spread use of space. ³ Encourage eating outside, at desks, or at physically-distanced spacing, as possible. ³ Enforce face covering requirements for all common spaces. ³ Communicate expectations for physical distancing in common spaces. ³ Clean and disinfect common spaces regularly, using EPA-List N disinfectant materials. ³ Remove or provide for cleaning of recreational equipment (pool tables, ping pong tables, or other) that might encourage close proximity or provide cleaning for high touch potential. ³ Enforce physical distancing requirements for meetings or group activities, reducing in-person participation, encouraging virtual participation, utilizing larger meeting spaces or moving meetings outside, as possible.

Riding Together: Bay Area Healthy Transit Plan 4.0 Health and Safety Mitigations 11

Vertical Transport Vertical transport includes elevators or stairs, areas that have the potential to place persons in close proximity within enclosed spaces. Public transportation providers will: ³ Either limit capacity of elevators or ensure exposure time is less than 15 min. ³ Encourage stair use, as possible, to reduce elevator congestion. ³ Consider allocating one elevator for vulnerable persons who may be at higher risk of life-threatening COVID-19 complications, as needed. Work Space Modification Public transportation providers should evaluate work spaces for each job category to either allow for physical spacing or the placement of temporary or permanent shielding. Public transportation providers will: ³ Provide dividers in group work spaces or provide additional space. ³ Provide protection for bus operators utilizing minimum 6-feet physical distancing between operator and passengers or protective measures to include permanent or temporary shields, rear door boarding, if available, elevated PPE and/or elimination of seating within close proximity. ³ Provide station agent or other field staff with shielding or elevated PPE. ³ Provide individual work equipment or provide sanitation materials for cleaning between employee use. Infected Employees/Contact Tracing Public transportation providers will track employees who access transit facilities or equipment, as feasible. If an employee reports an infection, or possible contact with an infected person, public transportation providers should document and maintain records of what other employees may have come into contact with the exposed or infected employee and notify other employees. Public transportation providers should inform employees if the provider is notified from a customer contact or other notification, that an infected person has been in a specific vehicle or facility. Public transportation providers should report any confirmed infections to the appropriate public health agency.

Employee Responsibilities Employees will inform their employer if they test positive for COVID-19, have been exposed to someone confirmed to have COVID-19 or suspect exposure to COVID-19. Employees will not report to work under these conditions and will abide by public health requirements for infected or exposed persons. Public Transportation Provider Responsibilities Public transportation providers will: ³ Record which employees are in facilities or vehicles at any time. ³ Notify other employees if they have been possibly exposed to a suspected COVID-19-positive person to allow them to take appropriate action. ³ If notified that a confirmed or suspected-positive person has traveled on a specific trip or bus, if possible to determine, the operator will be notified and provided options for reporting, testing, quarantine and return to work. ³ Define polices specific to handling any reported health information, notification processes and rights and responsibilities of infected or quarantined employees who miss work. 12

5.0 Paratransit, Demand Response and Vulnerable Populations This section adds additional detail to applicable minimum mitigations described in Section 4.1 and 4.2. Paratransit providers and customers should review Sections 4.1 and 4.2 in addition to Section 5 for minimum mitigations related to physical distancing, touchless fare, hand hygiene, and ventilation which all have applicability to paratransit transportation. Face Coverings The population of customers utilizing paratransit service may have a higher likelihood of being exempt from the face coverings requirement due to other health issues. This provides for additional potential exposure of other passengers and operators.

Customer Responsibilities Customers must wear face coverings unless exempt and should inform the paratransit provider if unable to wear a face covering to allow for additional protective measures, as feasible. Paratransit Provider Responsibilities If informed that a specific customer cannot wear a face covering, additional spacing between customers should be allowed (6-feet) and, if possible, the space should be disinfected after the customer is transported. Physical Distancing As per fixed route service, a minimum of 6-feet physical distancing should be maintained between operator and passengers and 3-feet between passengers. Aides or family members are considered part of the passenger household unit.

Customer Responsibilities Customers should maintain a minimum of 3-feet physical distance from those not within their household unit. Customers exempt from face covering requirements should attempt to increase the physical distancing to 6-feet, as possible. Paratransit Provider Responsibilities Capacity on vehicles should allow for maintaining a minimum of 3-feet physical distancing between customers/household units, as feasible, with additional space allowed if face coverings are not possible. Vehicle Condition - Cleaning and Disinfecting Cleaning and disinfecting surfaces in the paratransit or demand response sector is important as these customers are frequently more vulnerable due to underlying health conditions and may be more likely to be exempt from the face covering requirement. Often this population has limited alternative transportation choices. Paratransit providers should have heightened concern to maintain clean and disinfected vehicles servicing these customers (APTA 2020a).

Riding Together: Bay Area Healthy Transit Plan 5.0 Paratransit, Demand Response and Vulnerable Populations 13

Paratransit Provider Responsibilities ³ Daily clean and disinfect in-service vehicles, factoring in the level of use, with an emphasis on high-touch areas. ³ Spot clean high touch areas during service hours, as possible with passenger loads, with additional attention after carrying passengers who are exempt from face covering requirements. ³ Elevate cleaning if a vehicle is reported to have carried an infected or potentially- infected person. ³ Use EPA List N disinfectants applied through methods outlined in the APTA standard or CDC/EPA recommendations. Employee Personal Protective Equipment and Supplies A paratransit or demand response operator is one specific position that will require different level of PPE from other job categories, as most are required to work in close proximity to customers to secure or otherwise assist customers as part of their job duties.

Paratransit Provider Responsibilities ³ Review the level of contact required of their demand response operators and provide elevated PPE if exposure is elevated. Considerations should include face shields or eye protection and face coverings, gloves, spray or wipe-on disinfectant, and hand sanitizer or sanitizing wipes. Passenger COVID-19 Wellness Screening Most demand response service has some type of advanced scheduling ability, with follow-up reminders or communication. This is an opportunity to ask passengers to self-assess their wellness as an additional safeguard to other passengers and the operator.

Customer Responsibilities Customers will review their own COVID-19 wellness and exposure and schedule trips based on the review. If exposed or symptomatic, customers should advise the paratransit provider to determine alternate transportation options or to allow the provider to schedule or arrange travel in the safest manner possible. 14

Paratransit Provider Responsibilities ³ Review scheduling protocols and, as possible, include a simple self-assessment questionnaire which would indicate to the potential passenger if they should continue with their ride or cancel or arrange alternate transportation due to any symptoms or exposure. The assessment should consider the following areas of review: • Exposure to persons with confirmed case of COVID-19 in the past 14 days. • New symptoms such as fever, cough, fatigue, shortness of breath, chills or muscle aches. Note that the list of symptoms continues to evolve with the most recent found at https://www.cdc.gov/ coronavirus/2019-ncov/symptoms-testing/symptoms.html. ³ Develop protocols and inform schedulers and staff regarding proper handling of customer reports of exposure or infection. Options might include providing ride as a single passenger (unit), arranging for alternate transportation, advising of other transportation options or denying ride based on direct threat. Contact Tracing Paratransit providers have customer information that could be used to support contact tracing. If a passenger has likely come into contact with an infected person through their paratransit use, that customer, as well as the public health agency, should be contacted and provided information of the potential contact.

Customer Responsibilities If a customer using paratransit services, subsequently tests positive or develops symptoms and is presumed to be positive, the customer will notify the paratransit provider to allow follow up with other potentially exposed persons. Paratransit Provider Responsibilities: ³ Provide information either directly or through the public health agency if an exposure is reported. ³ Notify the operator and provided options for reporting, testing, quarantine and return to work. ³ Allow for appropriate quarantine of operator or other staff, as advised by the public health agency.

Riding Together: Bay Area Healthy Transit Plan 6.0 Communication Strategies and Key Messages 15

6.0 Communication Strategies and Key Messages

Goals: Tactics: • Reinforce the State of California order requiring facial • Distribute key messages in multiple and or cooperative coverings. communications channels of individual transit agencies. • Encourage behaviors that reduce potential exposure of And, when possible, agency communications teams will customers and employees while riding or working in the utilize uniform message structure as well as cooperative Bay Area transit systems. scheduling, information and events throughout the • Increase passenger and public awareness of individual Bay Area. responsibilities and actions for healthy practices in public • Echo a partnership with the public in all messaging— spaces, transit vehicles and transit facilities. operators view customers as partners in this effort • Increase public confidence in and support for using and plan. transit as the Bay Area emerges from the COVID-19 • Build on the behavioral and social foundations and stay-at-home order. common-sense practices already established in grocery • Broaden public awareness of cooperative strategies and stores and other essential businesses. health mitigations adopted by Bay Area transit operators. • Leverage and load Bay Area agencies’ owned, earned and • Coordinate communications efforts to promote public paid media channels with essential and uniform messages transportation customer and provider compliance with at key service resumption times. and support for mitigations. • Distribute key messages via applicable business and employer communications channels. Strategies: • Share information and key messages with media as well • Inform transit customers and employees of the plan’s as elected and community stakeholders. identified and implemented minimum safety and health • Work with paratransit providers for special communication mitigations for public transportation as the Bay Area eases needs for both operators and passengers. out of the COVID-19 stay-at-home order, and more transit • Deliver messaging in a variety of equitable channels to services phase in. reach LEP travelers. • Inform transit agency customers and employees of • Utilize simple graphics and minimal text to convey key cooperative expectations and responsibilities of riding and messages. working in the Bay Area’s transit systems. • Coordinate agencies’ existing and forthcoming customer Target Markets: research data to refine distribution channels and • Current transit customers and transit dependent travelers messaging as conditions warrant. • Previous transit customers who paused commuting during • Leverage key messages as a call to action for healthy the COVID-19 stay-at-home order practices while using and working in transit systems. • Occasional transit riders • Deliver key messaging and approaches to agencies • Bay Area residents so they may augment and adapt to individual agency • Transit agency employees communications efforts to passengers and employees. • Paratransit customers and providers • Encourage customer compliance and cooperation in behaviors and mitigations for healthy use of public • Schools, colleges and universities transit as the Bay Area emerges from the COVID-19 • Bay Area businesses and employers stay-at-home order. 16

Transit Agency Customers

Face coverings - California requires people Ventilation - Increased air flow can provide in the state to wear face coverings outside of for a safer environment for customers and their homes. employees in the transit.

Properly worn face coverings are We’re keeping the air flowing to mandatory. help keep everyone healthy.

Physical distancing - The World Health Organization and multiple European Touchless fares - Minimizing of cash for fares transportation agencies are using a 1 meter helps reduce risk of COVID-19 transmission. (approximately 3 feet) minimum requirement for physical distancing when face coverings are worn. Using electronic payment can help reduce the spread of COVID-19. Give others space to keep everyone Please check with your provider healthy. Plan your trip and avoid for details. crowded vehicles.

Testing - Keeping everyone safe and healthy is Keep hands clean - Frequent hand washing can a priority. help minimize the spread of COVID-19. Don’t ride if you are sick. If you feel you have been exposed to COVID-19, get tested. Contact your Wash hands before and after your health provider or local public trip. Carry hand sanitizer with you. health department.

A quiet ride - Talking, singing, and other Personal protective equipment (PPE) - verbal activities increase the risk of COVID-19 PPE is inclusive of face coverings, face shields, transmission. and gloves. Per CA requirement, face coverings are required for all in a workplace setting. PPE requirements may differ for employees Reduce the spread – minimize based on job category. talking when possible. We’re providing employee protective equipment and modifications to protect our Cleanliness - Cleaning and disinfecting surfaces employees and keep passengers reduces possible COVID-19 transmission. healthy. Vehicles and facilities are cleaned and disinfected frequently.

We’re frequently cleaning and disinfecting our vehicles, stations, workspaces, and high-touch areas to keep everyone healthy. 6.0 Communication Strategies and Key Messages 17

Transit Agency Employees

Employee wellness assessments - Assessing Testing - Public transit workers are deemed employee wellness is part of evaluating fitness essential and have been given priority testing. for duty during the COVID-19 pandemic. We encourage testing of employees who have symptoms or think they may have been exposed to COVID-19. Agencies have employee wellness assessments in place to protect our Don’t come to work if you are sick. employees and passengers. If you feel you have been exposed to COVID-19, get tested. Contact your healthcare provider or local public health department.

Personal protective equipment (PPE) - PPE is inclusive of face coverings, face shields, and gloves. Per CA requirement, face coverings Paratransit Agency Customers are required for all in a work place setting. PPE requirements may differ for employees based on job category. Face coverings - California requires people in the state to wear face coverings outside of their homes. We’re providing PPE such as face coverings, face shields, and gloves to our employees. PPE requirements Properly worn face coverings are may differ based on job category. mandatory.

Physical distancing - The World Health Organization and multiple European Touchless fares - Minimizing of cash for fares transportation agencies are using a 1 meter helps reduce risk of COVID-19 transmission. (approximately 3 feet) minimum requirement for physical distancing when face coverings are worn. Using electronic payment can help reduce the spread of COVID-19. Please check with your provider Give others space to keep everyone for details. healthy.

Contact tracing - If an employee reports an infection or possible contact with an infected person, transit providers should maintain records of what other employees may have come into contact. Transit agencies should report any confirmed infections to the appropriate public health agency.

We have an employee contact tracing program in place to keep our employees safe and healthy. 18

Recommended Messaging Approach and Channels Sharing information and consistent messaging will help ensure a successful implementation of this plan. While individual agencies have separate policies, facilities, services and communications methods, it is recommended to feature the key messages from this plan in prominent communications channels. Communication is critical for a successful implementation for everyone that interacts with the transit system. With shared and uniform messages in place, passengers traveling across providers will experience consistency in expected conduct and environment. Communication Channels – Owned ³ Agency Website – Prominently feature the key message points and information on frequently-used landing pages, customer/fare pages and microsites, employee intranet, and media pages as well as a link to healthytransitplan.com. Site analytics should be used to monitor. ³ Share and post co-produced information video on agency websites and social media platforms. ³ Social Media Platforms – Post key message points at times recognized for highest engagement. Add applicable key messages in engagement and individual messages. Utilize applicable video clips as aligned with key messages. ³ Other Digital Communications - Frame key plan messages in customer-facing newsletters, blogs and/or e-blasts. ³ On-vehicle/Station and Stop Monitors – Add key messages. ³ Customer Service Call Centers/Touch Points – Add key messages to customer touch points such as call center floodgates or hold messages as well as any open customer service and or ticket windows. And, encourage integration of key message points, when applicable, into responses to customer inquiries. ³ Post distancing and entry/exit modifications on vehicle floors and ceilings. ³ On vehicle signage – Post key messages on vehicles and applicable boarding/fare gate areas and ticket vending equipment, points of entry, customer ticketing and service areas. ³ Publish messages on shared revenue advertising space within or outside vehicles. ³ Add applicable information to on-location rerouting notices. Communication Channels – Earned ³ News release(s) – as planned by the Communications Team ³ Media advisory – as planned by the Communications Team ³ Cooperative media event – as planned by the Communications Team ³ Information video – as planned by the Communications Team ³ B-roll – as planned by the Communications Team ³ Op Ed – as planned by the Communications Team ³ Suggesting a Reddit AMA (Ask Me Anything) – featuring key moderators/participants ³ Suggesting a cooperative letter or simplified MOU with agencies to show collaboration

Riding Together: Bay Area Healthy Transit Plan 6.0 Communication Strategies and Key Messages 19

Communication Channels – Paid ³ Consider/explore use of paid/boosted posts on social media channels. ³ Explore options for cooperative advertising options in/around stations: Out-of-home including in-station, on-vehicle and geo-fenced ads served to mobile users within proximity to key stations. Communication Channels – Community Outreach and Stakeholder Outreach ³ Meet with and engage community leaders for best approach to reaching communities of color, lower-income, and Limited English Proficiency (LEP) populations as well as share materials and key messages. ³ Engage customer advocacy groups and individuals. ³ Share ADA compliant and remediated materials from websites with paratransit partners. ³ Distribute key message point to business and employer groups. ³ Distribute information to Clipper and 511 for cooperative announcement, and encourage integration of key message points, when applicable, into online customer engagement responses. ³ Distribute and or post information at open community center locations. ³ Share key information and message points to Board members and executive teams. ³ Share key information and message points to agency community and passenger working groups. Employee Communications Distribute key message points in cooperation with human resources and union representatives at key points: ³ Building entry and exit points ³ Newsletters/eblasts ³ Offices, breakrooms, shops, gyms and other facilities ³ Team calls and huddles ³ Dispatch and scheduling areas 20

7.0 References • American Public Transportation Association (APTA), Standards Development Program. 2020a. Cleaning and Disinfecting Transit Vehicles and Facilities During a Contagious Virus Pandemic. APTA-SS-ISS-WP-001-20.

• American Public Transportation Association (APTA), Standard Development Program. 2020b. Developing a Pandemic Virus Service Restoration Checklist. APTA-SS-SEM-WP-016-20.

• American Public Transportation Association (APTA). 2020c. The COVID-19 Pandemic Public Transportation Responds: Safeguarding Riders and Employees. April 13, 2020.

• Bromage. https://www.erinbromage.com/post/the-risks-know-them-avoid-them, May 2020

• California Department of Public Health (CDPH). 2020a. COVID-19 Industry Guidance: Public and Private Passenger Carriers, Transit, and Intercity Passenger Rail. https://files.covid19.ca.gov/pdf/guidance-transit-rail.pdf. Accessed July 2, 2020.

• California Department of Public Health (CDPH). 2020b. Pandemic Resilience Roadmap. https://covid19.ca.gov/roadmap/. Accessed July 27, 2020.

• California Department of Public Health (CDPH). 2020c. County Data Monitoring. https://www.cdph.ca.gov/Programs/CID/DCDC/Pages/COVID-19/COVID19CountyDataTable. aspx. Accessed July 27, 2020.

• California Department of Public Health (CDPH). 2020d. Guidance for the Use of Face Coverings. June 18, 2020. https://www.cdph.ca.gov/Programs/CID/DCDC/CDPH%20 Document%20Library/COVID-19/Guidance-for-Face-Coverings_06-18-2020.pdf. Accessed June 23, 2020.

• CNN. 2020. Experts tell White House coronavirus can spread through talking or even just breathing. https://www.cnn.com/2020/04/02/health/aerosol-coronavirus-spread-white- house-letter/index.html. By Elizabeth Cohen. April 4, 2020. Accessed June 25, 2020.

• Department of Homeland Security (DHS), Runway to Recovery. https://www.transportation. gov/sites/dot.gov/files/2020-07/Runway_to_Recovery_07022020.pdf. July 2020.

• International Union of Railways (UIC). UIC COVID-19 Task Force, Management of COVID-19: Potential measures to restore confidence in rail travel following the COVID-19 pandemic. April 2020.

• Metropolitan Transportation Commission (MTC) Blue Ribbon Transit Recovery Task Force. 2020. Public Transportation Provider Survey. 2019.

• The New England Journal of Medicine (NEJM). 2020. Visualizing Speech-Generated Oral Fluid Droplets with Laser Light Scattering. https://www.nejm.org/doi/full/10.1056/NEJMc2007800?query=featured_home. Accessed June 25, 2020.

Riding Together: Bay Area Healthy Transit Plan 7.0 References 21

• US Centers for Disease Control and Prevention (CDC). 2020a. Recommendation Regarding the Use of Cloth Face Coverings, Especially in Areas of Significant Community-Based Transmission. https://www.cdc.gov/coronavirus/2019-ncov/prevent-getting-sick/cloth-face-cover.html. Accessed June 23, 2020.

• US Centers for Disease Control and Prevention (CDC). 2020b. What Bus Transit Operators Need to Know About COVID-19. https://www.cdc.gov/coronavirus/2019-ncov/community/organizations/bus-transit-operator.html. Accessed June 23, 2020.

• US Centers for Disease Control and Prevention (CDC). 2020c. How to Protect Yourself & Others. https://www.cdc.gov/coronavirus/2019-ncov/prevent-getting-sick/prevention.html. Accessed June 23, 2020.

• US Centers for Disease Control and Prevention (CDC). 2020d. When and How to Wash Your Hands. https://www.cdc.gov/handwashing/when-how-handwashing.html. Accessed June 24, 2020.

• US Centers for Disease Control and Prevention (CDC). 2020e. COVID-19 Employer Information for Office Buildings. https://www.cdc.gov/coronavirus/2019-ncov/community/office-buildings.html. Accessed June 25, 2020.

• World Health Organization (WHO). 2020a. Coronavirus disease 2019 (COVID-19) Situation Report – 66. https://www.who.int/docs/default-source/coronaviruse/situation-reports/20200326-sitrep-66-covid-19.pdf. Accessed June 25, 2020.

• World Health Organization (WHO). 2020b. COVID-19: Physical Distancing. . Accessed June 25, 2020. 22

Appendix A Bay Area Transportation Provider Participants • Altamont Commuter Express (ACE) • Alameda-Contra Costa Transit District (AC Transit) • Caltrain • Central Contra Costa Transit Authority (CCCTA) • City of Dixon Readi-Ride • County Connection • Eastern Contra Costa Transit Authority (Tri Delta) • Fairfield and Suisun (FAST) • Golden Gate Bridge, Highway and Transportation District (GGBHTD) • Livermore Amador Valley Transit Authority (LAVTA) • Marin Transit • Napa Valley Transportation Authority (VINE) • Petaluma Transit • Rio Vista Delta Breeze • SamTrans • San Francisco Bay Area Rapid Transit (BART) • San Francisco Municipal Transportation Agency (SFMTA) • Santa Rosa CityBus • Santa Clara Valley Transportation Authority (VTA) • Solano County Transit (SolTrans) • Sonoma County Transit • Sonoma-Marin Area Rail Transit (SMART) • Tri-Valley Wheels • Union City Transit • Vacaville City Coach • Water Emergency Transportation Authority (WETA) • Western Contra Costa Transit Authority (WestCAT) Appendix B Assessing Plan Effectiveness and Reporting for Accountability Data collection and accountability is an important component of assessing plan effectiveness and to monitor if adjustments need to be instituted to meet the goals of the plan. This plan provides a framework for Bay Area transportation operators to collect, share and report data, and be accountable to each other as well as provide information to the public to build confidence in the Bay Area public transportation system. It is important to note that public transit operators are primarily accountable to the health guidance issued and updated by county public health officers pursuant to changes in State guidance. As the administrators of this plan, each Bay Area public transportation provider will report on the metrics outlined in Table 1. This data and any related actions will be updated monthly, shared with the Metropolitan Transportation Commission (MTC) as requested, and be publicly accessible on the following website: healthytransitplan.com.

Riding Together: Bay Area Healthy Transit Plan Appendix B 23

Each transportation provider will: ³ Define an individual agency process to gather data listed in Table 1, allowing for an agency-specific statistically valid percent sample of data gathering across modes, across facilities and vehicles. ³ Define who, within each public transportation provider is responsible to manage and report the data and report the date as individual agencies. Table 1 identifies metrics to support management of this safety and health plan.

Table 1. Safety and Health Plan Metrics

Common Commitments

All Agencies

State mandated and properly-worn face coverings  Safe distancing and capacity  Daily cleaning  Sharing data between agencies 

Paratransit

Contact outreach if reported infected customer 

Individual Agency Commitments

Strategic, Plans and Processes

Plan/process for transportation provider facility staffing (% of occupancy)  Communication strategy and reporting on posted, verbal, email and social distancing communications to include non-English language – internal and external 

Individual Agency Metrics Timing

Customer Facing

Estimate of face covering compliance – random statistically significant sample across modes, including facilities and vehicles Agency data Goal: 95% compliance (allows for non-exempt) Reported monthly to dashboard Critical metric as the closer physical distancing assumed in this plan is based on face covering compliance, in addition to other measures Estimate of vehicle capacity - random statistically significant sample across modes Agency data Goal: Estimate of vehicle capacity to allow for physical distancing Reported monthly to dashboard

Employee Facing

Percent (%) of internal contact tracing completed if confirmed infected employee Agency data Goal: 100% of confirmed employees Reported monthly to dashboard Estimated compliance across employee groups for face coverings Agency data Goal: 100% (exempt employees counted as compliant) Reported monthly to dashboard Riding Together : Bay Area Healthy Transit Plan

healthytransitplan.com RESOLUTION NO. 2021-009

BOARD OF DIRECTORS CENTRAL CONTRA COSTA TRANSIT AUTHORITY STATE OF CALIFORNIA

* * *

ENDORSING THE RIDING TOGETHER: BAY AREA HEALTHY TRANSIT PLAN AS A BASELINE SET OF MEASURES THAT CCCTA, ALONG WITH OTHER BAY AREA TRANSIT AGENCIES WILL IMPLEMENT TO ENSURE THE HEALTH OF TRANSIT RIDERS AND WORKERS DURING THE COVID-19 PANDEMIC

WHEREAS, the County of Contra Costa and Cities of Clayton, Concord, the Town of Danville, Lafayette, Martinez, the Town of Moraga, Orinda, Pleasant Hill, San Ramon and Walnut Creek (hereinafter "Member Jurisdictions") have formed the Central Contra Costa Transit Authority ("CCCTA"), a joint exercise of powers agency created under California Government Code section 6500 et seq., for the joint exercise of certain powers to provide coordinated and integrated public transportation services within the area of its Member Jurisdictions;

WHEREAS, like other Bay Area transit systems, the health of riders and transit workers continues to be CCCTA’s number one priority; and

WHEREAS, despite an unprecedented loss of ridership due to the COVID-19 pandemic, many riders continue to depend on Bay Area systems for essential travel; and

WHEREAS, survey data increasingly suggests that the majority of riders will return to transit when allowed to do so; and

WHEREAS, the COVID-19 pandemic has presented transit systems with an historic set of challenges, including the need to adjust protocols and procedures to ensure a safe operating environment; and

WHEREAS, since the start of the pandemic, transit systems have collaborated with each other and with regional leaders, transit workers, rider advocates, public health experts, and others to create the Riding Together: Bay Area Healthy Transit Plan, which outlines a baseline set of measures that transit systems will implement to protect riders and workers; and

WHEREAS, the Riding Together: Bay Area Healthy Transit Plan provides guidance in the areas of vehicle disinfecting, physical distancing, face coverings, touchless payments, ventilation, employee personal protective equipment, testing, contact tracing, and employee wellness assessments; and

WHEREAS, the Riding Together: Bay Area Healthy Transit Plan will coexist and complement system specific plans developed by individual transit agencies; and

WHEREAS, the Riding Together: Bay Area Healthy Transit Plan is a living document and is intended to evolve as transit agencies continue to monitor rider and employee health on their systems and collaboratively take steps to respond to changing conditions; and, now, therefore, be it

RESOLVED, that CCCTA supports the implementation of the Riding Together: Bay Area Healthy Transit Plan on our system and throughout the Bay Area to keep transit riders and workers healthy during the COVID-19 pandemic; and be it further

RESOLVED, that through the method established for transit system reporting of health metrics related to the COVID-19 pandemic, that CCCTA will report monthly on CCCTA‘s performance in aligning with the baseline health measures set forth in the Riding Together: Bay Area Healthy Transit Plan.

16821072.1 Regularly passed and adopted this 17th day of September 2020, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

______Keith Haydon, Chair, Board of Directors

ATTEST:

______Lathina Hill, Clerk to the Board

16821072.1

To: Board of Directors Date: 09/09/2020

From: Ruby Horta, Director of Planning, Marketing & Innovation Reviewed by:

SUBJECT: TDA Performance Audit Report

Background:

Every three years transit operators receiving Transportation Development Act (TDA) funds are required to undergo a performance audit by an independent audit firm. The attached document represents the audit report for FY2017, FY2018, and FY2019.

The TDA Performance Audit consists of the following sections:

• An assessment of data collection and reporting procedures; • A review of performance trends in TDA-mandated indicators and component costs; • A review of compliance with selected PUC requirements; • An evaluation of CCCTA’s actions to implement the recommendations from the last performance audit; • An evaluation of functional performance indicator trends; and • Findings, conclusions, and recommendations to further improve CCCTA’s performance based on the results of the previous sections.

Audit Recommendations:

In general, the audit report is good with indicators meeting requirements including compliance with all sections of the State PUC. The sections reviewed included requirements concerning CHP safety inspections, labor contracts, reduced fares, revenue sharing, and evaluation of passenger needs. There were three (3) recommendations to improve the paratransit division and one (1) to improve fixed route, which were described as follows:

1. Continue to implement steps to maintain improved schedule adherence performance (Paratransit). 2. Address increasing preventable accident rate (Fixed Route and Paratransit). 3. Develop and implement strategies to reduce trip cancellations (Paratransit). The Director of Accessible Services has been working with the new contractor, Transdev, to address all three areas. Regarding the accident rate in the fixed route division, staff identified a reporting error that led to this finding and has conducted additional training to ensure all reporting is completed in an accurate manner.

Action Requested:

The O&S Committee and staff request Board approval to review and file the TDA Performance Audit report.

Attachment 1: Final TDA Audit Report Attachment 1

Triennial Performance Audit

of the Central Contra Costa Transit Authority (CCCTA)

Fiscal Years 2016/17, 2017/18 and 2018/19

FINAL AUDIT REPORT

prepared for the

by

June 2020

NOTE: All exhibits in this report are presented at the end of the associated discussion in each section.

EXECUTIVE SUMMARY

This executive summary highlights the findings from the performance audit of the

Central Contra Costa Transit Authority (CCCTA). In California, a performance audit must be conducted every three years of any transit operator receiving Transportation

Development Act (TDA) Article 4 funds, to determine whether the operator is in compliance with certain statutory and regulatory requirements, and to assess the efficiency and effectiveness of the operator’s services. The two service modes operated by CCCTA, bus and paratransit, are the focus of this performance audit. The audit period is Fiscal Years 2017 through 2019 (from July 1, 2016 through June 30, 2019).

Performance Audit and Report Organization

The performance audit has been conducted for MTC in accordance with its established procedures for performance audits. The final audit report consists of these sections:

• An assessment of data collection and reporting procedures;

• A review of performance trends in TDA-mandated indicators and component costs;

• A review of compliance with selected PUC requirements;

• An evaluation of CCCTA’s actions to implement the recommendations from the last performance audit;

• An evaluation of functional performance indicator trends; and

• Findings, conclusions, and recommendations to further improve CCCTA’s performance based on the results of the previous sections.

Final Audit Report - i - Triennial Performance Audit of CCCTA

Comments received from CCCTA and MTC staff regarding the draft report have

been incorporated into the final report. Highlights from the key activities are presented

in this executive summary.

Results and Conclusions

Review of TDA Data Collection and Reporting Methods - The purpose of this

review is to assess CCCTA’s compliance with the TDA requirements for data collection and reporting. The review is limited to the five data items needed to calculate the TDA- mandated performance indicators. This review has determined that CCCTA is in

compliance with the data collection and reporting requirements for all five TDA statistics.

In addition, the statistics collected over the six-year review period appear to be consistent

with the TDA definitions, and indicate general consistency in terms of the direction and

magnitude of the year-to-year changes across the statistics.

Performance Indicators and Trends – CCCTA’s performance trends for the five

TDA-mandated indicators were analyzed by mode. A six-year analysis period was used

for all the indicators. In addition, component operating costs were analyzed.

• Bus Service – The following is a brief summary of the TDA performance trend highlights over the six-year period of FY2014 through FY2019:

– There was an average annual increase in the operating cost per hour of 2.3 percent, which amounted to a 0.6 percent decrease in inflation adjusted dollars.

– The cost per passenger increased on average by 3.3 percent per year, which amounted to an average annual increase of 0.4 percent in constant FY2014 dollars.

Final Audit Report - ii - Triennial Performance Audit of CCCTA

– Passenger productivity showed relatively steady trends, with passengers per vehicle service hour and mile decreasing by just one percent per year overall.

– Employee productivity decreased an average of 0.1 percent per year.

The following is a brief summary of the component operating costs trend highlights for the bus service between FY2014 and FY2019:

– The most significant change was an average annual increase of 7.7 percent in the utilities area, which contributed only one percent or less of total operating costs.

– Labor costs represented the largest portion of the total costs, with a share of 45 to 48 percent over the six years. Fringe benefits comprised the second largest portion, ranging between 30 and 33 percent. Labor and fringe benefits costs increased by 3.5 and 4.7 percent on average per year, respectively, driven by MOU cost of living increases and higher pension program costs toward the end of the period.

– Materials/supplies and services costs both decreased moderately over the period, in terms of average annual change and percent of total costs.

• Paratransit – The following is a brief summary of the TDA performance trend highlights over the six-year period of FY2014 through FY2019:

– For cost efficiency, there was an average annual increase in the operating cost per hour of 2.3 percent; however, this amounted to an annual decrease of 0.5 percent in inflation adjusted dollars.

– In terms of cost effectiveness, the operating cost per passenger showed a moderate increase of 1.5 percent per year on average, when normalized in FY2014 dollars.

– Passenger productivity showed some general decline, with passengers per hour decreasing by 2.0 percent annually and passengers per mile decreasing by 0.2 percent.

Final Audit Report - iii - Triennial Performance Audit of CCCTA

The following is a brief summary of the component operating costs trend highlights for paratransit between FY2014 and FY2019:

– Purchased transportation costs represented by far the largest portion of the total costs, at 94 to 96 percent throughout the review period. They increased by 3.1 percent per year on average.

– In-house labor costs increased by 11.4 percent per year, while fringe benefits costs increased by 15.1 percent (largely reflecting the addition of paratransit staff in FY2019). However, each of these two cost categories accounted for only two percent or less of the total operating costs.

– No costs were reported early in the period for the casualty/liability, and only relatively minimal expenses were reported for the other component cost categories through the period.

PUC Compliance – CCCTA is in compliance with the sections of the state PUC that

were reviewed as part of this performance audit. The sections reviewed included

requirements concerning CHP safety inspections, labor contracts, reduced fares, Welfare- to-Work, revenue sharing, and evaluation of passenger needs.

Status of Prior Audit Recommendations – Implementation is in progress for the

single recommendation. During the prior audit period, CCCTA’s LINK service on-time

performance had worsened steadily from 93 percent in FY2014 to 81 percent in FY2016.

In response to generally reduced paratransit service quality CCCTA hired an outside

consultant and a full time Manager of Accessible Services, who together reviewed and

have addressed several issues with the paratransit service and its operation. Reportedly,

schedule adherence has slowly improved, though actual results for the audit period were

not available. Staff indicated that data covering trips on time was not captured until the

FY2020 operating contract went into effect, but recent schedule adherence was noted to

be 92 percent.

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Functional Performance Indicator Trends - To further assess CCCTA’s performance over the past three years, a detailed set of systemwide and modal functional area performance indicators was defined and reviewed.

• Systemwide – The following is a brief summary of the systemwide functional trend highlights between FY2017 and FY2019:

– Administrative costs remained at about 25 percent of total operating costs and $30 per vehicle service hour.

– Marketing costs decreased remained at about one percent of total administrative costs and between $0.02 and $0.03 per passenger trip.

– The systemwide farebox recovery ratio was relatively steady in a range of 12.7 to 12.9 percent.

• Bus Service – The following is a brief summary of the bus service functional trend highlights between FY2017 and FY2019:

– Service Planning results showed the operating cost per passenger mile increasing by 17.5 percent, farebox recovery remaining at about 13 percent, and the TDA recovery ratio (reflecting local support and operating cost exclusions) remaining at about 35 percent. Consistently 76 percent of vehicle miles and 88 percent of vehicle hours were in service, and passenger productivity decreased somewhat.

– Operations results showed vehicle operations costs at about 59 percent of total costs but increasing from $77 to $82 per service hour. Schedule adherence remained in a range of 86 to 88 percent, while the rate of complaints was similar in FY2017 and FY2019, and the incidence of missed trips was reduced to 0.06 percent by FY2019.

– Maintenance results showed maintenance costs steady at 17 percent of total costs but vehicle maintenance costs per service mile up by 14 percent, the vehicle spare ratio increasing from 25 to 28 percent, and relatively minor increases in the mechanical failure rates.

Final Audit Report - v - Triennial Performance Audit of CCCTA

– Safety results showed the rate of preventable accidents increasing in each year, by more than 35 percent overall, even if the actual numbers look relatively low, and some increases in the casualty/liability cost rates.

• Paratransit – The following is a brief summary of the paratransit functional trend highlights between FY2017 and FY2019:

– Service Planning results showed the operating cost per passenger mile increasing by 4.1 percent overall, and the farebox recovery ratio decreasing from 9.9 to 8.5 percent while the TDA recovery ratio (reflecting local support and operating cost exclusions) rose from 45 to 53 percent. The portion of vehicle miles and hours in service rose to 80 percent and 78 percent, respectively, and passenger productivity decreased.

– Operations results showed a small reduction in vehicle operations costs per hour with steady performance compared to total costs. There were no ADA trip denials, and a significant increase in the rate of complaints was attributed primarily to improved complaint recording procedures. In addition, the trip cancellation rate (including “late cancellations” made less than 24 hours before the scheduled trip) increased to 25 percent, though no-shows went down to one percent of ADA trips. Schedule adherence improved from 74 percent in FY2017 to 79 percent by FY2019. Missed trips were not reported during the audit period per the existing operating contract, but CCCTA subsequently entered into a new contract wherein this data is now captured in the contractor’s monthly report.

– Maintenance results showed some decrease in maintenance costs as a percent of total costs as well as in vehicle maintenance costs per service mile. Further, the spare ratio decreased from more than 20 percent to 12.7 percent in FY2019, and there was significant overall improvement in the mechanical failure rates.

– Safety results showed the preventable accident rate increasing by 15 percent overall during the audit period, attributed to increasing driver turnover with the former operating contractor.

Final Audit Report - vi - Triennial Performance Audit of CCCTA

Recommendations

1. CONTINUE TO IMPLEMENT STEPS TO MAINTAIN IMPROVED SCHEDULE ADHERENCE PERFORMANCE FOR THE PARATRANSIT SERVICE. [Reference Sections: V. Status of Prior Audit Recommendations; VI. Functional Performance Indicator Trends]

In the prior performance audit, it was found that CCCTA’s paratransit schedule

adherence decreased substantially. The County Connection LINK service’s on-

time performance worsened from 93 percent in FY2014 to 84 percent in FY2015

and 81 percent in FY2016. In order to provide more reliable service, it was

recommended that CCCTA and its contractor should expand efforts toward

reversing this trend.

Implementation of this recommendation is still considered to be in progress.

During the current audit period, CCCTA hired an outside consultant and a full

time Manager of Accessible Services, who together reviewed and have addressed

several issues with the paratransit service and its operation. During the current

audit period, schedule adherence improved, but from a low of 74 percent in

FY2017 to just 79 percent by FY2019. However, CCCTA staff noted that more

recent on-time performance has risen to about 92 percent. In any event, CCCTA

should continue toward full implementation of the prior audit recommendation

by ensuring that LINK on time performance is monitored on a regular basis and is

maintained at acceptable levels going forward.

Final Audit Report - vii - Triennial Performance Audit of CCCTA

2. ADDRESS THE INCREASING PREVENTABLE ACCIDENT RATE ON CCCTA’S BUS AND PARATRANSIT SERVICES. [Reference Section: VI. Functional Performance Indicator Trends]

The rate of preventable accidents (chargeable collisions) on County Connection

bus services increased in each year of the current audit period, by more than 35

percent overall in the three years, even if the actual numbers look relatively low.

Similarly, the rate of preventable accidents on LINK paratransit increased overall

during the period by 15 percent, attributed to increasing driver turnover with the

former operating contractor. In any event, these recent increases point to a

potentially burgeoning safety issue which CCCTA should address, in coordination

with its current operating contractor as applicable. Efforts should include

additional strategies to improve operator training and enhance monitoring

activities to ensure that safety issues are identified and corrected before they have

a chance to escalate further.

3. DEVELOP AND IMPLEMENT STRATEGIES TO REDUCE TRIP CANCELLATIONS ON THE PARATRANSIT SERVICE. [Reference Section: VI. Functional Performance Indicator Trends]

Over the audit period, the rate of trip cancellations on the LINK paratransit service

increased by 45 percent, from 17.5 percent of total ADA trips in FY217 to 25.3

percent in FY2019. These results included “late cancellations” made less than 24

hours before the scheduled trip as well as cancellations made more than 24 hours

in advance. In order to provide service more efficiently and productively, CCCTA

should expand its efforts toward mitigating their occurrence. These efforts should

include additional paratransit passenger outreach and education.

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Table of Contents

Page No.

Executive Summary ...... i Performance Audit and Report Organization ...... i Results and Conclusions ...... ii Recommendations ...... vii

I. Introduction ...... 1 Performance Audit and Report Organization ...... 2 II. Review of TDA Data Collection and Reporting Methods ...... 8 Compliance with Requirements ...... 8 Consistency of the Reported Statistics ...... 9 III. TDA Performance Indicators and Trends ...... 14 Bus Service Performance Trends ...... 15 Bus Service Component Costs ...... 23 Paratransit Performance Trends ...... 27 Paratransit Component Costs ...... 33 IV. Compliance with PUC Requirements ...... 37 V. Status of Prior Audit Recommendations ...... 41 VI. Functional Performance Indicator Trends ...... 44 Systemwide ...... 45 Bus Service ...... 48 Paratransit ...... 53 VII. Conclusions and Recommendations ...... 59 Conclusions ...... 59 Recommendations ...... 64

Appendix A: Input Statistics for Functional Performance Measures ...... A-1 Functional Performance Inputs - Systemwide (All Modes) ...... A-2 Functional Performance Inputs – Bus Service ...... A-3 Functional Performance Inputs – Paratransit ...... A-4

List of Exhibits

Page No.

Exhibit 1: System Overview ...... 3 Exhibit 2.1: Previous Organization Chart ...... 6 Exhibit 2.2: Current Organization Chart ...... 7 Exhibit 3.1: Compliance with TDA Data Collection and Reporting Requirements ...... 10 Exhibit 3.2: TDA Statistics – Bus Service ...... 12 Exhibit 3.3: TDA Statistics – Paratransit ...... 13 Exhibit 4: TDA Indicator Performance - Bus Service ...... 18 Exhibit 4.1: Operating Cost per Vehicle Service Hour - Bus Service ...... 19 Exhibit 4.2: Passengers per Hour and per Mile – Bus Service ...... 20 Exhibit 4.3: Operating Cost per Passenger – Bus Service ...... 21 Exhibit 4.4: Vehicle Service Hours per FTE – Bus Service ...... 22 Exhibit 4.5: Component Cost Trends – Bus Service ...... 25 Exhibit 4.6: Distribution of Component Costs – Bus Service ...... 26 Exhibit 5: TDA Indicator Performance – Paratransit ...... 29 Exhibit 5.1: Operating Cost per Vehicle Service Hour – Paratransit ...... 30 Exhibit 5.2: Passengers per Hour and per Mile – Paratransit ...... 31 Exhibit 5.3: Operating Cost per Passenger – Paratransit ...... 32 Exhibit 5.4: Component Costs Trends – Paratransit ...... 35 Exhibit 5.5: Distribution of Component Costs – Paratransit ...... 36 Exhibit 6: Compliance with State PUC Requirements ...... 38 Exhibit 7: Status of Prior Audit Recommendations ...... 43 Exhibit 8: Functional Performance Trends - Systemwide ...... 47 Exhibit 9: Functional Performance Trends – Bus Service ...... 51 Exhibit 10: Functional Performance Trends – Paratransit ...... 57

I. INTRODUCTION

Public Utilities Code (PUC) Section 99246 requires that a performance audit be

conducted every three years of each public transit operator in California. The audit

requirement pertains to recipients of Transportation Development Act (TDA) funds, and

is intended to assure that the funds are being used efficiently. The substance and process

of the performance audit is defined by the Regional Transportation Planning Agency

(RTPA).

In the San Francisco Bay Area, the Metropolitan Transportation Commission

(MTC) has been designated the RTPA and has this responsibility. By statute, the audit must be conducted in accordance with the U.S. Comptroller General’s “Standards for

Audit of Governmental Organizations, Programs, Activities, and Functions” (the “yellow book”). The performance audit is a systematic review to determine the extent to which a transit operator has complied with pertinent laws and regulations, and conducted operations in an efficient and economical manner. Relative to system compliance testing, all findings are reported regardless of materiality.

This report has been prepared as part of the performance audit of the Central

Contra Costa Transit Authority (CCCTA). The two modes operated by CCCTA, bus and paratransit, are the focus of this performance audit. The audit period is Fiscal Years 2017 through 2019 (from July 1, 2016 through June 30, 2019).

An overview of CCCTA is provided in Exhibit 1. This is followed by two organization charts in Exhibits 2.1 and 2.2, the former in effect through early FY2018 and the latter since that time. The earlier organizational structure had Directors followed by

Final Audit Report - 1 - Triennial Performance Audit of CCCTA

Senior Managers followed by Managers. There were no Assistant General Managers or

Chiefs per se. The new structure includes an Assistant General Manager- Administration, a Chief Operating Officer and a Chief Financial Officer, supported by a layer of Directors followed by Managers. The title of Senior Manager has been eliminated. This structure is intended to provide the General Manager with a more consolidated span of control in the organization.

Performance Audit and Report Organization

This performance audit of CCCTA has been conducted for MTC in accordance with its established procedures for performance audits. The audit consisted of two discrete steps:

1. Compliance Audit - Activities in this phase included:

• An overview of data collection and reporting procedures for the five TDA performance indicators; • Analysis of the TDA indicators; and • A review of compliance with selected state Public Utilities Code (PUC) requirements.

2. Functional Review - Activities in this phase included:

• A review of actions to implement the recommendations from the prior performance audit; • Calculation and evaluation of functional performance indicator trends; and • Findings, conclusions, and the formulation of recommendations.

This report presents the findings from both phases. Comments received from

CCCTA and MTC staff regarding the draft report have been incorporated into this final report.

Final Audit Report - 2 - Triennial Performance Audit of CCCTA

Exhibit 1: System Overview

Location Headquarters: 2477 Arnold Industrial Way, Concord CA 94520

Establishment CCCTA was established in 1980 as a joint powers agency to coordinate, integrate and expand transit service within central Contra Costa County. There are eleven jurisdictions comprising the joint powers agency: the cities of Clayton, Concord, Lafayette, Martinez, Orinda, Pleasant Hill, San Ramon and Walnut Creek; the towns of Danville and Moraga; and the unincorporated areas of central Contra Costa County.

Board CCCTA is governed by an eleven-member Board of Directors consisting of one member from each of the incorporated member cities and towns, and one member representing the unincorporated areas of the County. The Board is organized into three standing committees: Administration and Finance; Marketing, Planning and Legislation; and Operations and Scheduling. The General Manager reports to the Board of Directors, and is responsible for the overall operation of the Authority, carrying out the policies of the Board and implementing the Disadvantaged Business Enterprise (DBE) program.

Facilities CCCTA’s administration, operations and maintenance functions all are housed at the Concord facility located at 2477 Arnold Industrial Way.

Service Data CCCTA provides fixed-route bus service under the name “The County Connection,” with an active bus fleet of 121 vehicles. The County Connection service consists of local weekday routes, express routes, weekend only routes, and a number of “select service” routes oriented to area schools. Most routes provide feeder service to BART and other rail stations in the County. There are also contract services provided for several business parks and employers, a free downtown shuttle service subsidized by the city of Walnut Creek, and an ACE park and ride train shuttle. All of these services are open to the general public.

Service is provided weekdays from approximately 5:30 a.m. until 11:00 p.m. On weekends, most service operates between 7:00 a.m. and 9:00 p.m. There is no service on major holidays. Headways on most routes range between 30 and 60 minutes during peak commute periods, and 60 to 90 minutes at other times.

The County Connection adult base fare is $2.50 cash or $2.00 with the Clipper Card ($2.25 for express trips with Clipper). Children under age six ride free but must be accompanied by an adult. Seniors (age 65 and older) and riders with disabilities pay $1.25 cash or $1.00 with Clipper. Bus-to-

Final Audit Report - 3 - Triennial Performance Audit of CCCTA

Bus transfers (free), BART-to-Bus transfers, Day Passes, and 31-day Local and Express passes are available with the Clipper Card as well.

CCCTA’s ADA paratransit service, known as County Connection LINK, is an advance reservation dial-a-ride service. LINK service is provided under contract by First Transit, Inc., with 63 paratransit vehicles. Hours of operation and service area reflect the hours during which the County Connection fixed route services operate. These hours vary depending upon the particular area. Weekend service covers only limited areas, restricted to the ¾ mile boundary around the fixed-route operations as defined in the Americans with Disabilities Act (ADA). In addition, LINK service operates on behalf of BART weekdays from 4:00 to 6:00 a.m. and 10:00 p.m. to midnight; Saturdays from 6:00 to 8:30 a.m. and 7:30 p.m. to midnight, and Sundays 6:30 a.m. to midnight. Phone reservations can be made up to two days in advance. Same day requests are accepted on a space-available basis, and standing reservations can be accommodated on a limited basis. The one-way fare is $5.00.

Recent Changes On February 11, 2019, County Connection began operating two routes to serve BART stations within its service area between 4 a.m. and 5 a.m. on weekdays. This is part of BART’s “Early Bird Express” plan, wherein BART shifted its start of service to 5 a.m. to allow extra time for a critical seismic retrofit of the Transbay Tube. It is expected to last for the duration of the 3.5 year-long project.

A major service restructuring was implemented on March 10, 2019. Almost all routes (except for the 600 series school services) were impacted with schedule, alignment and other changes.

The first fare increase since 2009 was also implemented on March 10, 2019. Cash fares were increased to $2.50 for all routes, LINK paratransit fares went up from $4.00 to $5.00, and paper passes and transfers eliminated. Transfers and monthly passes are now only available on the Clipper Card. Clipper fares remained unchanged.

Effective July 1, 2019, free rides are being offered on three weekday bus routes as part of a one-year pilot program. All three routes serve the Monument Corridor in Concord and connect from Concord BART. The pilot project is being funded by a grant through California’s Low Carbon Transit Operations Program (LCTOP).

Winter service changes that took effect on November 17, 2019 included major schedule and routing changes to routes serving Bishop Ranch, along with minor schedule changes on three other routes.

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Starting March 1, 2020, paper punch passes are no longer accepted on board vehicles.

Planned Changes Future capital program adjustments are anticipated to comply with California’s 2018 Innovative Clean Transit Rule (ICT), which calls for gradual transition to 100 percent zero emission bus fleets by 2040.

CCCTA is currently working on a new Short Range Transit Plan, which is expected to lead to various service and other changes in the future.

Staff The FY2020 Budget document lists a total of 269 employees. The breakdown by functional area is as follows:

Transportation 190 Maintenance 40 General Administration 36 Paratransit (Non-Contractor) 3 ____ TOTAL 269

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Exhibit 2.1: Previous Organization Chart

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Exhibit 2.2: Current Organization Chart

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II. REVIEW OF TDA DATA COLLECTION AND REPORTING METHODS

This section focuses on the five performance indicators required by TDA law.

These indicators have been defined by the state PUC to evaluate the transit operator’s efficiency, effectiveness and economy. The purpose of this review is to determine if

CCCTA is compliance with the data collection and reporting requirements necessary to calculate the TDA performance indicators. The review is limited to the data items needed to calculate the indicators:

• Operating costs • Vehicle service hours • Vehicle service miles • Unlinked passengers • Employees (full-time equivalents)

The TDA indicator analysis is based on these operating and financial statistics in the National Transit Database (NTD) reports submitted annually to the Federal Transit

Administration (FTA). The information reported by CCCTA covering the audit period has been reviewed. CCCTA’s NTD reports include its bus and paratransit services.

However, consistent with FTA reporting requirements, CCCTA does not submit employee hour information for purchased transportation service to the NTD.

Compliance with Requirements

To support this review, CCCTA staff confirmed that the data collection and reporting procedures remain unchanged from those described in the prior performance audit. Based on the information provided, as shown in Exhibit 3.1, CCCTA is in compliance with the data collection and reporting requirements for all five TDA statistics.

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Consistency of the Reported Statistics

The resulting TDA statistics for CCCTA’s bus and paratransit services are shown in Exhibits 3.2 and 3.3, respectively. Included are statistics covering each fiscal year of the three-year audit period, plus the immediately preceding three fiscal years, resulting in a six-year trend. The statistics collected over the period appear to be consistent with the TDA definitions. Further, they indicate general consistency in terms of the direction and magnitude of the year-to-year changes across the statistics. For example, increases or decreases in annual operating costs are relatively proportional to increases or decreases in annual vehicle service hours and miles.

Final Audit Report - 9 - Triennial Performance Audit of CCCTA

Exhibit 3.1: Compliance with TDA Data Collection and Reporting Requirements

Compliance TDA Statistic TDA Definition Verification Information Finding Operating Cost “Operating cost” means all costs in the operating In • Fixed-route - Service related costs, calculated expense object classes exclusive of the costs in Compliance according to several broad expense categories. the depreciation and amortization expense Majority composed of wages and fringe benefits; object class of the uniform system of accounts remainder includes various “service expenses” (e.g., and records adopted by the Controller pursuant marketing and security) and materials/supplies. to Section 99243, and exclusive of all subsidies Reporting follows NTD categories and requirements. for commuter rail services operated under the jurisdiction of the Interstate Commerce • Paratransit - Includes in-house paratransit-related Commission and of all direct costs for providing costs and payments to the contractor for operating charter services, and exclusive of all vehicle the service. By agreement, contractor’s invoices are lease costs. based on a monthly fixed rate plus an hourly rate. Contractor pay includes deadhead hours.

Vehicle Service “Vehicle service hours” means the total number In • Fixed Route - Ridecheck software gathers data Hours of hours that each transit vehicle is in revenue Compliance collected by on-board Clever Devices computers service, including layover time. and produces reports. The entire fleet is equipped with this computer system. Vehicle service hours are now generated by Ridecheck and uploaded each night to the server for processing. • Paratransit - Includes hours from the time a vehicle leaves the yard until it returns, minus lunch and breaks. Data gleaned from drivers’ manifests and input daily into computer.

Vehicle Service “Vehicle service miles” means the total number In • Fixed-route – Ridecheck software gathers data Miles of miles that each transit vehicle is in revenue Compliance collected by on-board Clever Devices computers service. and produces reports. Vehicle service miles are now generated by Ridecheck and uploaded each night to the server for processing. • Paratransit - Includes miles accumulated by a vehicle for provision of service. Data gleaned from drivers’ manifests and input daily into computer.

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Compliance TDA Statistic TDA Definition Verification Information Finding Unlinked “Unlinked passengers” means the number of In • Fixed-route - Ridecheck software gathers data Passengers boarding passengers, whether revenue Compliance collected by on-board Clever Devices computers, producing or not, carried by the public including Automatic Passenger Counting (APC) data transportation system. and the passenger count by fare category entered by the driver. The entire fleet is now equipped with APC sensors and this computer system. The passenger count data is uploaded each night to the server for processing and report generation. • Paratransit - Includes all boardings as logged by drivers on their trip manifests. Drivers adjust pre- printed manifests for cancellations, no-shows, and additional same-day trips.

Employee Full- 2,000 person-hours of work in one year In • Fixed-route - Consistent with TDA definition; counted Time Equivalents constitute one employee. Compliance based on employee pay records. • Paratransit - Based on employee hours, as reported by the contractor.

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Exhibit 3.2: TDA Statistics – Bus Service

TDA Statistic FY2014 FY2015 FY2016 FY2017 FY2018 FY2019

Operating Cost (Actual $) $27,566,494 $27,453,734 $28,354,932 $29,137,332 $29,924,176 $31,694,903

Annual Change - - 2.4% 4.0% 2.8% 2.7% 5.9%

Vehicle Service Hours 222,553 221,320 227,916 220,582 228,294 228,907

Annual Change - - -0.1% 2.4% -3.2% 3.5% 0.3%

Vehicle Service Miles 2,421,102 2,433,010 2,491,968 2,468,611 2,468,673 2,496,155

Annual Change - - 1.0% 2.5% -0.9% 0.0% 1.1%

Unlinked Passengers 3,328,558 3,597,054 3,689,110 3,491,201 3,414,701 3,252,149

Annual Change - - -5.9% 6.1% -5.4% -2.2% -4.8%

Employee Full-Time Equivalents 222.6 228.6 230.5 238.3 223.1 229.6

Annual Change - - 5.8% 3.4% 3.4% -6.4% 2.9%

Sources: FY2014 through FY2016 - Prior Performance Audit Report FY2017 through FY2019 - NTD Reports

Final Audit Report - 12 - Triennial Performance Audit of CCCTA

Exhibit 3.3: TDA Statistics – Paratransit

TDA Statistic FY2014 FY2015 FY2016 FY2017 FY2018 FY2019

Operating Cost (Actual $) $5,230,924 $5,117,036 $5,408,838 $5,229,372 $5,527,275 $6,261,349

Annual Change - - -0.1% -0.9% -3.3% 5.7% 13.3%

Vehicle Service Hours 74,394 73,717 76,311 69,795 70,159 79,299

Annual Change - - -4.0% -4.7% -8.5% 0.5% 13.0%

Vehicle Service Miles 1,218,760 1,208,223 1,089,505 893,937 1,054,542 1,186,945

Annual Change - - -3.7% -3.1% -18.0% 18.0% 12.6%

Unlinked Passengers 158,664 156,832 153,715 145,185 149,722 152,716

Annual Change - - -8.1% 1.5% -5.5% 3.1% 2.0%

Employee Full-Time Equivalents (a) (a) (a) (a) (a) (a)

Annual Change ------

Sources: FY2014 through FY2016 - Prior Performance Audit Report FY2017 through FY2019 - NTD Reports

(a) Contracted service - FTEs not applicable

Final Audit Report - 13 - Triennial Performance Audit of CCCTA

III. TDA PERFORMANCE INDICATORS AND TRENDS

The performance trends for CCCTA’s bus and paratransit service modes are presented in this section. Performance is discussed for each of the five TDA-mandated performance indicators:

• operating cost per vehicle service hour • passengers per vehicle service hour • passengers per vehicle service mile • operating cost per passenger • vehicle service hours per full-time equivalent employee (FTE)

The performance results in these indicators were primarily developed from the information in the NTD reports filed with the FTA for the three years of the audit period.

CCCTA’s NTD reports were the source of all operating and financial statistics (except for contractor FTEs, which are not included).

In addition to presenting performance for the three years of the audit period

(FY2017 through FY2019), this analysis features two enhancements:

• Six-Year Time Period – While the performance audit focuses on the three fiscal years of the audit period, six-year trend lines have been constructed for CCCTA’s service to provide a longer perspective on performance and to clearly present the direction and magnitude of the performance trends. In this analysis, the FY2017 to FY2019 trend lines have been combined with those from the prior audit period (FY2014 through FY2016) to define a six- year period of performance.

• Normalized Cost Indicators for Inflation – Two financial performance indicators (cost per hour and cost per passenger) are presented in both constant and current dollars to illustrate the impact of inflation in the Bay Area. The inflation adjustment relies on the All Urban Consumer Price

Final Audit Report - 14 - Triennial Performance Audit of CCCTA

Index for Urban Wage Earners and Clerical Workers (CPI-W) for the San Francisco Metropolitan Area. The average CPI-W percent change for each fiscal year has been calculated based on the bi-monthly results reported on the U.S. Department of Labor – Bureau of Labor Statistics website. The CPI- W is used since labor is the largest component of operating cost in transit. Since labor costs are typically controlled through labor contracts, changes in normalized costs largely reflect those factors that are within the day-to- day control of the transit system.

The following discussion is organized to present an overview of CCCTA’s performance trends in each of the five TDA performance indicators. The discussion is organized by service mode -- bus service is discussed first, followed by paratransit. The analysis is also expanded to include a breakdown of the various component costs that contributed to the total and hourly operating costs during the last six years.

Bus Service Performance Trends

This section provides an overview of the performance of CCCTA’s bus service

over the past six years. The trends in the TDA indicators and input statistics are

presented in Exhibit 4. The six-year trends are illustrated in Exhibits 4.1 through 4.4.

• Operating Cost Per Vehicle Service Hour (Exhibit 4.1)

− A key indicator of cost efficiency, the cost per hour of bus service increased an average of 2.3 percent annually during the six-year review period.

− The cost per hour ranged from a low of $123.86 in FY2014 to a high of $138.46 in FY2019. There were increases in every year except FY2018; the largest (6.2 percent) occurring in FY2017.

− In FY2014 constant dollars, there was an average annual decrease in this indicator of 0.6 percent.

Final Audit Report - 15 - Triennial Performance Audit of CCCTA

• Passengers per Vehicle Service Hour (Exhibit 4.2)

− A key indicator of passenger productivity, passengers per hour decreased an average of 1.0 percent annually during the six-year period.

− The increase reflects a small overall increase in service hours combined with an even smaller decrease in passengers.

− Passengers per hour decreased overall from 15.0 in FY2014 to 14.2 in FY2019. There was an increase to 16.3 passengers in FY2015, followed by decreases in each following year.

• Passengers per Vehicle Service Mile (Exhibit 4.2)

− Also representing passenger productivity, there were 1.3 passengers per mile in the first year and the last two years of the review period.

− A 7.5 percent increase in FY2015 resulted in 1.4 passengers per mile in that year as well as FY2016, with some decrease in each following year.

• Operating Cost per Passenger (Exhibit 4.3)

− A key measure of cost effectiveness, the cost per passenger was $8.28 in the first year of the review period followed by a decrease in the next year to $7.63.

− The cost per passenger subsequently went up in each year through the rest of the period, to $9.75 by FY2019 (increasing on average by 3.3 percent annually).

− With the impact of inflation removed from the cost side (normalization), the six-year result was an average annual increase of 0.4 percent in the cost per passenger.

• Vehicle Service Hours per Employee (FTE) (Exhibit 4.4)

− A measure of employee productivity, this indicator decreased by an average 0.1 percent per year over the six years.

Final Audit Report - 16 - Triennial Performance Audit of CCCTA

− Hours per FTE decreased overall from 1,000 in the first review year to just below 1,000 in the last year.

− Annual FTEs increased at about the same rate as vehicle service hours overall during the period.

* * * * *

The following is a brief summary of the bus service TDA performance trend highlights over the six-year period of FY2014 through FY2019:

• There was an average annual increase in the operating cost per hour of 2.3 percent, which amounted to a 0.6 percent decrease in inflation adjusted dollars.

• The cost per passenger increased on average by 3.3 percent per year, which amounted to an average annual increase of 0.4 percent in constant FY2014 dollars.

• Passenger productivity showed relatively steady trends, with passengers per vehicle service hour and mile decreasing by just one percent per year overall.

• Employee productivity decreased an average of 0.1 percent per year.

Final Audit Report - 17 - Triennial Performance Audit of CCCTA

Exhibit 4: TDA Indicator Performance - Bus Service

FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 Av. Ann. Chg. Performance Indicators Op. Cost per Vehicle Svc. Hour (Actual $) $123.86 $124.05 $124.41 $132.09 $131.08 $138.46 - - Annual Change - - 0.1% 0.3% 6.2% -0.8% 5.6% 2.3% Op. Cost per Vehicle Svc. Hour (Constant $) $123.86 $121.73 $119.17 $122.54 $117.03 $119.98 - - Annual Change - - -1.7% -2.1% 2.8% -4.5% 2.5% -0.6% Passengers per Vehicle Service Hour 15.0 16.3 16.2 15.8 15.0 14.2 - - Annual Change - - 8.7% -0.4% -2.2% -5.5% -5.0% -1.0% Passengers per Vehicle Service Mile 1.375 1.478 1.480 1.414 1.383 1.303 - - Annual Change - - 7.5% 0.1% -4.5% -2.2% -5.8% -1.1% Op. Cost per Passenger (Actual $) $8.28 $7.63 $7.69 $8.35 $8.76 $9.75 - - Annual Change - - -7.8% 0.7% 8.6% 5.0% 11.2% 3.3% Op. Cost per Passenger (Constant $) $8.28 $7.49 $7.36 $7.74 $7.82 $8.45 - - Annual Change - - -9.6% -1.7% 5.2% 1.1% 7.9% 0.4% Vehicle Service Hours per FTE 1,000 968 989 925 1,023 997 - - Annual Change - - -3.2% 2.2% -6.4% 10.5% -2.5% -0.1% Input Data Operating Cost (Actual $) $27,566,494 $27,453,734 $28,354,932 $29,137,332 $29,924,176 $31,694,903 - - Annual Change - - -0.4% 3.3% 2.8% 2.7% 5.9% 2.8% Operating Cost (Constant $) $27,566,494 $26,941,839 $27,159,897 $27,029,065 $26,718,014 $27,465,254 - - Annual Change - - -2.3% 0.8% -0.5% -1.2% 2.8% -0.1% Vehicle Service Hours 222,553 221,320 227,916 220,582 228,294 228,907 - - Annual Change - - -0.6% 3.0% -3.2% 3.5% 0.3% 0.6% Vehicle Service Miles 2,421,102 2,433,010 2,491,968 2,468,611 2,468,673 2,496,155 - - Annual Change - - 0.5% 2.4% -0.9% 0.0% 1.1% 0.6% Unlinked Passengers 3,328,558 3,597,054 3,689,110 3,491,201 3,414,701 3,252,149 - - Annual Change - - 8.1% 2.6% -5.4% -2.2% -4.8% -0.5% Employee Full-Time Equivalents 222.6 228.6 230.5 238.3 223.1 229.6 - - Annual Change - - 2.7% 0.8% 3.4% -6.4% 2.9% 0.6% Bay Area CPI - Annual Change - - 1.9% 2.5% 3.3% 4.0% 3.0% - - - Cumulative Change - - 1.9% 4.4% 7.8% 12.0% 15.4% 2.9%

Sources: FY2014 through FY2016 - Prior Performance Audit Report FY2017 through FY2019 - NTD Reports CPI Data - U.S. Department of Labor, Bureau of Labor Statistics

Final Audit Report - 18 - Triennial Performance Audit of CCCTA

Exhibit 4.1: Operating Cost per Vehicle Service Hour - Bus Service $200.00

$160.00 $138.46 $132.09 $124.41 $131.08 $123.86 $124.05 $120.00 $121.73 $122.54 $119.98 $119.17 $117.03 $80.00

$40.00

$0.00 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019

Actual $ Constant $

Operating Cost Vehicle Service Hours

$40,000,000 300,000

$30,000,000 240,000

180,000 $20,000,000

120,000 $10,000,000

60,000 $0 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 0 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 Actual $ Constant $

Final Audit Report - 19 - Triennial Performance Audit of CCCTA

Exhibit 4.2: Passengers per Hour and per Mile – Bus Service 30.0 3.000

25.0 2.500

20.0 2.000 16.3 16.2 15.8 15.0 15.0 14.2 15.0 1.500 1.478 1.375 1.480 1.383 1.414 1.303 10.0 1.000

5.0 0.500

0.0 0.000 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019

Passengers per Vehicle Service Hour Passengers per Vehicle Service Mile

Unlinked Passengers Vehicle Service Hours Vehicle Service Miles

5,000,000 300,000 3,000,000

4,000,000 240,000 2,400,000

3,000,000 180,000 1,800,000

2,000,000 120,000 1,200,000

1,000,000 60,000 600,000

0 0 0 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019

Final Audit Report - 20 - Triennial Performance Audit of CCCTA

Exhibit 4.3: Operating Cost per Passenger – Bus Service $15.00

$12.00 $9.75 $8.35 $8.28 $8.76 $9.00 $7.69 $7.63

$8.28 $7.74 $7.82 $8.45 $7.49 $7.36 $6.00

$3.00

$0.00 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019

Actual $ Constant $

Operating Cost Unlinked Passengers

$40,000,000 5,000,000

$30,000,000 4,000,000

3,000,000 $20,000,000

2,000,000 $10,000,000

1,000,000 $0 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 0 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 Actual $ Constant $

Final Audit Report - 21 - Triennial Performance Audit of CCCTA

Exhibit 4.4: Vehicle Service Hours per FTE – Bus Service 2,000

1,600

1,200 1,023 1,000 968 989 997 925

800

400

0 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019

Vehicle Service Hours Full-time Equivalents

300,000 300.0

250.0 240,000

200.0 180,000 150.0 120,000 100.0

60,000 50.0

0 0.0 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019

Final Audit Report - 22 - Triennial Performance Audit of CCCTA

Bus Service Component Costs

Year-to-year changes in selected operating cost categories over the past six years are presented in Exhibit 4.5. Examining components of operating costs (e.g., labor, fringes, fuel, and casualty/liability) may determine what particular components had the most significant impacts on the operating costs. Exhibit 4.5 also shows the concurrent changes in vehicle service hours, and Exhibit 4.6 illustrates the portion of the cost per bus service hour that can be attributed to each included cost component.

• The most significant change in the six year period was an average annual increase of 7.7 percent in the utilities area. However, utilities only represented one percent or less of total operating costs in each year.

• Labor costs represented the largest portion of the total costs, in a range of 45 to 48 percent over the period.

• Fringe benefits comprised the second largest portion, between 30 and 33 percent of total costs.

• Labor and fringe benefits costs increased by 3.5 and 4.7 percent on average per year, respectively. Increases toward the end of the review period reflected a new labor MOU with a three percent cost of living increase. This increase also took effect earlier in FY2019 than in previous years (November 2018). Further, more recent fringe benefits cost increases reflect higher pension costs stemming from CalPERS increasing the contribution to pay for unfunded liabilities.

• Materials/supplies costs decreased by 2.7 percent per year on average, and generally decreased over the period from about 11 percent to eight percent of total costs. There were decreases in every year until FY2018, when issues with the electric buses that had recently been placed into service resulted in notable increases in materials/supplies expenditures.

• Services costs also decreased, by 1.7 percent per year on average and from more than seven percent to less than six percent of total costs.

Final Audit Report - 23 - Triennial Performance Audit of CCCTA

* * * * *

The following is a brief summary of the bus service component operating costs trend highlights between FY2014 and FY2019:

• The most significant change was an average annual increase of 7.7 percent in the utilities area, which contributed only one percent or less of total operating costs.

• Labor costs represented the largest portion of the total costs, with a share of 45 to 48 percent over the six years. Fringe benefits comprised the second largest portion, ranging between 30 and 33 percent. Labor and fringe benefits costs increased by 3.5 and 4.7 percent on average per year, respectively, driven by MOU cost of living increases and higher pension program costs toward the end of the period.

• Materials/supplies and services costs both decreased moderately over the period, in terms of average annual change and percent of total costs.

Final Audit Report - 24 - Triennial Performance Audit of CCCTA

Exhibit 4.5: Component Cost Trends – Bus Service FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 Av. Ann. Chg. COST CATEGORIES

Labor (Salaries/Wages) $12,451,226 $12,735,522 $13,634,627 $13,633,322 $14,179,918 $14,764,956 - - Annual Change - - 2.3% 7.1% 0.0% 4.0% 4.1% 3.5%

Fringe Benefits (a) $8,287,197 $8,511,988 $9,088,071 $10,021,260 $9,774,535 $10,413,078 - - Annual Change - - 2.7% 6.8% 10.3% -2.5% 6.5% 4.7%

Services $2,051,599 $1,892,565 $1,826,414 $1,756,446 $1,714,150 $1,880,066 Annual Change - - -7.8% -3.5% -3.8% -2.4% 9.7% -1.7%

Materials/Supplies (b) $3,134,571 $2,758,569 $2,272,006 $2,101,229 $2,502,369 $2,732,557 - - Annual Change - - -12.0% -17.6% -7.5% 19.1% 9.2% -2.7%

Utilities $264,835 $233,645 $262,420 $309,554 $355,321 $384,598 - - Annual Change - - -11.8% 12.3% 18.0% 14.8% 8.2% 7.7%

Casualty/Liability $740,595 $627,088 $685,551 $666,984 $712,646 $753,314 - - Annual Change - - -15.3% 9.3% -2.7% 6.8% 5.7% 0.3%

Other Expenses (c) $636,471 $694,357 $585,843 $648,537 $685,237 $766,334 - - Annual Change - - 9.1% -15.6% 10.7% 5.7% 11.8% 3.8%

Total $27,566,494 $27,453,734 $28,354,932 $29,137,332 $29,924,176 $31,694,903 - - Annual Change - - -0.4% 3.3% 2.8% 2.7% 5.9% 2.8% OPERATING STATISTICS

Vehicle Service Hours 222,553 221,320 227,916 220,582 228,294 228,907 - - Annual Change - - -0.6% 3.0% -3.2% 3.5% 0.3% 0.6%

Sources: FY2014 through FY2016 - Prior Performance Audit Report; FY2017 through FY2019 - NTD Reports (a) Also includes Paid Absences (as reported separately in FY2018 and FY2019 NTD Reports) (b) Includes Fuel and Lubricants, Tires and Tubes, and Other Materials and Supplies (c) Includes Taxes and Miscellaneous Expenses (plus Purchased Transportation as reported in FY2019 NTD Report)

Final Audit Report - 25 - Triennial Performance Audit of CCCTA

Exhibit 4.6: Distribution of Component Costs – Bus Service Operating Cost per Vehicle Service Hour

$160.00

$138.46 $132.09 $131.08 2.4% $123.86 $124.05 $124.41 2.4% 8.6% $120.00 2.7% 7.2% 8.4% 5.9% 10.0% 8.0% 6.0% 11.4% 5.7% 6.4% 7.4% 6.9%

32.9% 34.4% 32.7% $80.00 32.1% 30.1% 31.0%

$40.00

46.4% 48.1% 46.6% 45.2% 46.8% 47.4%

$0.00 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 Labor Fringe Benefits Services Materials/Supplies Utilities Casualty/Liability Other Expenses

Final Audit Report - 26 - Triennial Performance Audit of CCCTA

Paratransit Performance Trends

This section provides an overview of the performance of CCCTA’s paratransit service over the six year analysis period. The analysis focuses on four of the five TDA performance indicators. Hours per FTE are not included in this analysis; FTE information was not available for the contracted service provider. The trends in the TDA indicators and input data are presented in Exhibit 5. The six-year trends are illustrated in Exhibits

5.1 through 5.3.

• Operating Cost per Vehicle Service Hour (Exhibit 5.1)

− CCCTA’s paratransit cost per hour increased in every year except FY2015, from $70.31 in FY2014 to $78.96 in FY2019.

− Overall, the cost per hour increased an average of 2.3 percent per year over the six years.

− With the effects of inflation removed, cost per hour exhibited an average annual decrease of 0.5 percent.

• Passengers per Vehicle Service Hour (Exhibit 5.2)

− Passengers per vehicle service hour increased in some years of the review period and decreased in other years, but remained at about two passengers.

− The trend amounted to an average annual decrease of 2.0 percent, as overall annual passenger levels showed a minor decline while service hours increased modestly.

• Passengers per Vehicle Service Mile (Exhibit 5.2)

− Performance in passengers per vehicle service mile was slightly negative overall, with the largest annual increase (15.1 percent) reported in FY2017.

Final Audit Report - 27 - Triennial Performance Audit of CCCTA

− Passengers per mile posted an average decrease of 0.2 percent over the six-year period.

• Operating Cost per Passenger (Exhibit 5.3)

− The cost per passenger rose by 4.5 percent per year on average through the review period, from $32.97 in FY2014 to $41.00 by FY2019.

− Operating costs increased by 3.7 percent per year, while passenger levels decreased by 0.8 percent per year.

− With the impact of inflation removed, the result was an average annual increase in the cost per passenger of 1.5 percent.

* * * * *

The following is a brief summary of the paratransit TDA performance trend highlights over the six-year period of FY2014 through FY2019:

• For cost efficiency, there was an average annual increase in the operating cost per hour of 2.3 percent; however, this amounted to an annual decrease of 0.5 percent in inflation adjusted dollars.

• In terms of cost effectiveness, the operating cost per passenger showed a moderate increase of 1.5 percent per year on average, when normalized in FY2014 dollars.

• Passenger productivity showed some general decline, with passengers per hour decreasing by 2.0 percent annually and passengers per mile decreasing by 0.2 percent.

Final Audit Report - 28 - Triennial Performance Audit of CCCTA

Exhibit 5: TDA Indicator Performance – Paratransit

FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 Av. Ann. Chg. Performance Indicators Op. Cost per Vehicle Svc. Hour (Actual $) $70.31 $69.41 $70.88 $74.92 $78.78 $78.96 - - Annual Change - - -1.3% 2.1% 5.7% 5.1% 0.2% 2.3% Op. Cost per Vehicle Svc. Hour (Constant $) $70.31 $68.12 $67.89 $69.50 $70.34 $68.42 - - Annual Change - - -3.1% -0.3% 2.4% 1.2% -2.7% -0.5% Passengers per Vehicle Service Hour 2.13 2.13 2.01 2.08 2.13 1.93 - - Annual Change - - -0.2% -5.3% 3.3% 2.6% -9.8% -2.0% Passengers per Vehicle Service Mile 0.130 0.130 0.141 0.162 0.142 0.129 - - Annual Change - - -0.3% 8.7% 15.1% -12.6% -9.4% -0.2% Op. Cost per Passenger (Actual $) $32.97 $32.63 $35.19 $36.02 $36.92 $41.00 - - Annual Change - - -1.0% 7.8% 2.4% 2.5% 11.1% 4.5% Op. Cost per Passenger (Constant $) $32.97 $32.02 $33.70 $33.41 $32.96 $35.53 - - Annual Change - - -2.9% 5.3% -0.9% -1.3% 7.8% 1.5% Vehicle Service Hours per FTE (a) (a) (a) (a) (a) (a) - - Annual Change ------Input Data Operating Cost (Actual $) $5,230,924 $5,117,036 $5,408,838 $5,229,372 $5,527,275 $6,261,349 - - Annual Change - - -2.2% 5.7% -3.3% 5.7% 13.3% 3.7% Operating Cost (Constant $) $5,230,924 $5,021,625 $5,180,879 $4,850,994 $4,935,067 $5,425,779 - - Annual Change - - -4.0% 3.2% -6.4% 1.7% 9.9% 0.7% Vehicle Service Hours 74,394 73,717 76,311 69,795 70,159 79,299 - - Annual Change - - -0.9% 3.5% -8.5% 0.5% 13.0% 1.3% Vehicle Service Miles 1,218,760 1,208,223 1,089,505 893,937 1,054,542 1,186,945 - - Annual Change - - -0.9% -9.8% -18.0% 18.0% 12.6% -0.5% Unlinked Passengers 158,664 156,832 153,715 145,185 149,722 152,716 - - Annual Change - - -1.2% -2.0% -5.5% 3.1% 2.0% -0.8% Employee Full-Time Equivalents (a) (a) (a) (a) (a) (a) - - Annual Change ------Bay Area CPI - Annual Change - - 1.9% 2.5% 3.3% 4.0% 3.0% - - - Cumulative Change - - 1.9% 4.4% 7.8% 12.0% 15.4% 2.9%

Sources: FY2014 through FY2016 - Prior Performance Audit Report FY2017 through FY2019 - NTD Reports CPI Data - U.S. Department of Labor, Bureau of Labor Statistics (a) Contracted service - FTEs not applicable

Final Audit Report - 29 - Triennial Performance Audit of CCCTA

Exhibit 5.1: Operating Cost per Vehicle Service Hour – Paratransit $120.00

$100.00

$74.92 $78.78 $78.96 $80.00 $70.31 $69.41 $70.88

$70.31 $69.50 $70.34 $60.00 $68.12 $67.89 $68.42

$40.00

$20.00

$0.00 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019

Actual $ Constant $

Operating Cost Vehicle Service Hours

$8,000,000 120,000

100,000 $6,000,000 80,000

$4,000,000 60,000

$2,000,000 40,000

20,000 $0 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 0 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 Actual $ Constant $

Final Audit Report - 30 - Triennial Performance Audit of CCCTA

Exhibit 5.2: Passengers per Hour and per Mile – Paratransit 4.00 0.400

3.20 0.320

2.40 0.240

2.13 2.13 2.13 2.01 2.08 1.93 1.60 0.160 0.162 0.141 0.142 0.130 0.130 0.129 0.80 0.080

0.00 0.000 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019

Passengers per Vehicle Service Hour Passengers per Vehicle Service Mile

Unlinked Passengers Vehicle Service Hours Vehicle Service Miles

250,000 120,000 2,000,000

100,000 200,000 1,600,000

80,000 150,000 1,200,000 60,000 100,000 800,000 40,000

50,000 400,000 20,000

0 0 0 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019

Final Audit Report - 31 - Triennial Performance Audit of CCCTA

Exhibit 5.3: Operating Cost per Passenger – Paratransit $60.00

$48.00 $41.00 $36.92 $35.19 $36.02 $32.97 $36.00 $32.63 $35.53 $32.97 $33.70 $33.41 $32.96 $32.02 $24.00

$12.00

$0.00 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019

Actual $ Constant $

Operating Cost Unlinked Passengers

$8,000,000 250,000

$6,000,000 200,000

150,000 $4,000,000

100,000 $2,000,000

50,000 $0 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 0 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 Actual $ Constant $

Final Audit Report - 32 - Triennial Performance Audit of CCCTA

Paratransit Component Costs

The year-to-year changes in selected operating cost categories are presented in

Exhibit 5.4, along with the concurrent changes in vehicle service hours. The portions of the cost per vehicle service hour that can be attributed to each included cost component are shown in Exhibit 5.5.

• In-house labor costs increased by 11.4 percent on average per year, while fringe benefits costs increased by 15.1 percent. However, these categories each contributed two percent or less of total operating costs in each year. Paratransit staff was added in FY2019, causing labor costs to more than double over FY2018, and fringe benefits costs to rise 43 percent. In particular the Paratransit Manager position was reinstated.

• Not surprisingly for a contracted service, purchased transportation costs were the largest category of costs (94 to 96 percent range), and they increased by 3.1 percent per year overall.

• Services and materials/supplies costs increased by 15 percent and 38 percent per year, but were relatively minimal in terms of dollar amounts, especially earlier in the review period. Higher services costs toward the end of the period reflect CCCTA’s policy of performing basic refurbishing of retired paratransit vehicles and then transferring them to area non-profit organizations.

• No costs were reported in the casualty/liability category until later in the period. Then, casualty/liability costs remained nearly constant in the last three years, but were still minimal in terms of actual dollars.

* * * * *

The following is a brief summary of the paratransit component operating costs trend highlights between FY2014 and FY2019:

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• Purchased transportation costs represented by far the largest portion of the total costs, at 94 to 96 percent throughout the review period. They increased by 3.1 percent per year on average.

• In-house labor costs increased by 11.4 percent per year, while fringe benefits costs increased by 15.1 percent (largely reflecting the addition of paratransit staff in FY2019). However, each of these two cost categories accounted for only two percent or less of the total operating costs.

• No costs were reported early in the period for the casualty/liability, and only relatively minimal expenses were reported for the other component cost categories through the period.

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Exhibit 5.4: Component Costs Trends – Paratransit

FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 Av. Ann. Chg. COST CATEGORIES

Labor (Salaries/Wages) $97,549 $94,561 $90,846 $72,816 $79,102 $167,105 - - Annual Change - - -3.1% -3.9% -19.8% 8.6% 111.3% 11.4%

Fringe Benefits (a) $47,834 $54,014 $49,811 $51,722 $67,535 $96,615 - - Annual Change - - 12.9% -7.8% 3.8% 30.6% 43.1% 15.1%

Services $25,665 $16,670 $12,418 $26,773 $38,629 $52,452 - - Annual Change - - -35.0% -25.5% 115.6% 44.3% 35.8% 15.4%

Purchased Transportation $5,035,998 $4,925,649 $5,231,626 $5,039,996 $5,304,588 $5,876,594 - -

Annual Change - - -2.2% 6.2% -3.7% 5.2% 10.8% 3.1%

Materials/Supplies (b) $1,601 $2,940 $1,859 $4,291 $4,378 $8,023 - - Annual Change - - 83.6% -36.8% 130.8% 2.0% 83.3% 38.0%

Casualty/Liability $0 $0 $0 $10,000 $9,911 $10,220 - - Annual Change ------0.9% 3.1% - -

Other Expenses (c) $22,277 $23,202 $22,278 $23,774 $23,132 $50,340 - - Annual Change - - 4.2% -4.0% 6.7% -2.7% 117.6% 17.7%

Total $5,230,924 $5,117,036 $5,408,838 $5,229,372 $5,527,275 $6,261,349 - - Annual Change - - -2.2% 5.7% -3.3% 5.7% 13.3% 3.7% OPERATING STATISTICS

Vehicle Service Hours 74,394 73,717 76,311 69,795 70,159 79,299 - - Annual Change - - -0.9% 3.5% -8.5% 0.5% 13.0% 1.3%

Sources: FY2014 through FY2016 - Prior Performance Audit Report; FY2017 through FY2019 - NTD Reports (a) Also includes Paid Absences (as reported separately in FY2018 and FY2019 NTD Reports) (b) Includes Fuel and Lubricants, Tires and Tubes, and Other Materials and Supplies (c) Includes Utilities, Taxes and Miscellaneous Expenses

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Exhibit 5.5: Distribution of Component Costs – Paratransit Operating Cost per Vehicle Service Hour

$100.00

$78.78 $78.96 $80.00 $74.92 $70.88 $70.31 $69.41

$60.00

96.0% 96.7% 96.4% 93.9% $40.00 96.3% 96.3%

$20.00

$0.00 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019

Labor Fringe Benefits Services Purch. Transp. Materials/Supplies Casualty/Liability Other Expenses

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IV. COMPLIANCE WITH PUC REQUIREMENTS

An assessment of CCCTA’s compliance with selected sections of the state Public

Utilities Code (PUC) has been performed. The compliance areas included in this review are those that MTC has identified for inclusion in the triennial performance audit. Other statutory and regulatory compliance requirements are reviewed by MTC in conjunction with its annual review of CCCTA’s TDA-STA claim application.

The results from this review are detailed by individual requirement in Exhibit 6.

CCCTA is in compliance with each of the seven sections of the state PUC that were reviewed as part of this performance audit. These sections included requirements concerning CHP terminal safety inspections, labor contracts, reduced fares, Welfare-to-

Work, revenue sharing, and evaluating passenger needs.

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Exhibit 6: Compliance with State PUC Requirements

Compliance Code Reference Operator Compliance Requirements Verification Information Finding

PUC99251 CHP Certification - The CHP has, within the 13 months prior to In Satisfactory Inspections: each TDA claim submitted by an operator, certified the operator’s Compliance • FY2017: 08/09/16 compliance with Vehicle Code Section 1808 following a CHP • FY2018: 08/31/17 inspection of the operator’s terminal • FY2019: 08/31/18

PUC99264 Operator-to-Vehicle Staffing - The operator does not routinely staff In • No provision for excess staffing in with two or more persons public transportation vehicles designed Compliance MOU with ATU (AFL CIO) Local 1605, to be operated by one person effective 02/01/13; nor in Successor MOU, effective 02/01/16. • No provision for excess staffing in Paratransit Services Agreement with First Transit, Inc., effective 07/01/14; nor in First and Second Amendments.

PUC99314.5 Part Time Drivers and Contracting - Operators receiving STA In • Part Time Drivers – Article 31 (Part- (e)(1)(2) funds are not precluded by contract from employing part-time Compliance Time Employees) of MOU with ATU drivers or from contracting with common carriers (AFL CIO) Local 1605, effective 02/01/13; and by reference in Successor MOU, effective 02/01/16. • Contracting - CCCTA contracts with First Transit, Inc. to provide its paratransit services.

PUC99155 Reduced Fare Eligibility - For any operator who received TDA In Fare information in public information Article 4 funds, if the operator offers reduced fares to senior Compliance materials: citizens and disabled persons, applicant will honor the federal • Bus route timetables Medicare identification card, the California Department of Motor • Guide to Accessible Services Vehicles disability ID card, the Regional Transit Connection (brochure) Discount Card, or any other current identification card issued by • CCCTA website another transit operator that is valid for the type of transportation service or discount requested; and if the operator offers reduced fares to senior citizens, it also offers the same reduced fare to disabled patrons

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Compliance Code Reference Operator Compliance Requirements Verification Information Finding

PUC99155.1 Welfare to Work Coordination - Operators must coordinates with In CCCTA participates in the regional (a)(1)(2) county welfare departments in order to ensure that transportation Compliance Coordinated Human Service moneys available for purposes of assisting recipients of aid are Transportation plan. The services expended efficiently for the benefit of that population; if a recipient provided by CCCTA are included in the of CalWORKs program funds by the county, the operator shall plan’s inventory. In addition, CCCTA give priority to the enhancement of public transportation services works closely with the County Human for welfare-to-work purposes and to the enhancement of Services Department and sells them transportation alternatives, such as, but not limited to, subsidies or blocks of single ride tickets for vouchers, van pools, and contract paratransit operations, in order dissemination to clients. to promote welfare-to-work purposes

PUC99314.7, Govt Joint Revenue Sharing Agreement - The operator has current joint In • Clipper Agreement (with AC Transit, Code 66516, MTC fare revenue sharing agreements in place with transit operators in Compliance BART, GGBHTD, SFMTA, SamTrans, Res. Nos. 3837, the MTC region with which its service connects, and submitted Caltrain, FAST, Petaluma, ECCTA, 4073 copies of agreements to MTC LAVTA, MCTD, NVTA, SolTrans, SCT, SMART, Vacaville, VTA, WCCTA, WETA, Santa Rosa, Union City)

• RTC Agreement (with AC Transit, BART, GGBHTD, SFMTA, SamTrans, Caltrain, Petaluma, ECCTA, LAVTA, SolTrans, SCT, STA, Santa Rosa, VTA)

• Other valid transfer/revenue sharing agreements with connecting operators: AC Transit, BART, San Joaquin Regional Rail Comm.

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Compliance Code Reference Operator Compliance Requirements Verification Information Finding

PUC99246(d) Process for Evaluation of Passenger Needs - The operator has an In • Short Range Transit Plan (SRTP) established process in place for evaluating the needs and types of Compliance 2016-2025 includes evaluations of passengers being served existing service conditions, passenger demographics, service needs, operating and capital budgets and recommendations. • 2017 Fixed Route Transit Community Survey (Final Report – December 2017). • 2018 On-Board Survey (Final Report – June 2018).

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V. STATUS OF PRIOR AUDIT RECOMMENDATIONS

CCCTA’s prior performance audit was completed in May 2017. Generally, MTC

has used the audit recommendations as the basis for developing the Productivity

Improvement Program (PIP) projects the operator is required to complete. MTC tracks

PIP project implementation as part of its annual review of the operator’s TDA-STA claim application. This section provides an assessment of actions taken by TDA-STA recipients toward implementing the recommendations advanced in the prior audit. This assessment provides continuity between the current and prior audits, which allows MTC to fulfill its obligations where the recommendations were advanced as PIP projects.

This review addresses CCCTA’s responses to the recommendations made in the prior performance audit, and whether CCCTA made reasonable progress toward their implementation. There was one recommendation made in CCCTA’s prior audit. A summary of the recommendation and the actions taken by CCCTA in response is presented in Exhibit 7. A determination of the status of the recommendation also is provided, using one of the following four evaluation categories:

• Implemented – appropriate actions have been taken and the issue has been sufficiently addressed.

• Implementation in Progress – actions have been taken to address the issue, but the recommendation remains open until further actions are completed.

• Not Implemented – no actions have been taken to address the issue, and the recommendation remains open.

• Closed – no actions have been taken to address the issue, but changes in circumstances have impacted the need to implement the recommendation.

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Implementation is in progress for the recommendation. During the prior audit period, CCCTA’s LINK service on-time performance had worsened steadily from 93 percent in FY2014 to 81 percent in FY2016. In response to generally reduced paratransit service quality CCCTA hired an outside consultant and a full time Manager of Accessible

Services, who together reviewed and have addressed several issues with the paratransit service and its operation. During the current audit period, schedule adherence improved, but from a low of 74 percent in FY2017 to just 79 percent by FY2019. However, CCCTA staff noted that more recent on-time performance has risen to about 92 percent.

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Exhibit 7: Status of Prior Audit Recommendations

Recommendation Actions Taken Evaluation

1. Develop and implement strategies to improve As reported during the prior audit, CCCTA’s LINK service Implementation in schedule adherence on the paratransit on-time performance had worsened from 93 percent in Progress service. FY2014 to 84 percent in FY2015 and 81 percent in FY2016. In response to the reduced paratransit service quality CCCTA hired an outside consultant with paratransit expertise to study the paratransit service, the contractor

and service model. CCCTA also hired a full time Manager of Accessible Services in November 2017. The Manager and consultant reviewed and have addressed several issues, including outreach to Paratransit users, scheduling software parameters, RFP parameters, and the contractor’s overall organizational knowledge. New processes were developed, routes restructured, key personnel replaced, and a new paratransit model implemented for the new contract year. During the current audit period, schedule adherence improved, but from a low of 74 percent in FY2017 to just 79 percent by FY2019. However, CCCTA staff noted that more recent on-time performance has risen to about 92 percent.

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VI. FUNCTIONAL PERFORMANCE INDICATOR TRENDS

To further assess CCCTA’s performance over the past three years, a detailed set of

functional area performance indicators was defined. This assessment consists of a three- year trend analysis of the functions in each of the following areas:

• Management, Administration and Marketing

• Service Planning

• Operations

• Maintenance

• Safety

The indicators selected for this analysis were primarily those that were tracked regularly by CCCTA or for which input data were maintained by CCCTA on an on-going basis, such as performance reports, contractor reports, annual financial reports and NTD reports. As such, there may be some overlap with the TDA indicators examined earlier in the audit process, but most indicators will be different. Some indicators were selected from the California Department of Transportation’s Performance Audit Guidebook for

Transit Operators and Regional Transportation Planning Entities as being appropriate for this evaluation. The input statistics for the indicators, along with their sources, are contained in Appendix A at the end of this report.

The trends in performance are presented over the three-year audit period to give an indication of which direction performance is moving for these indicators. The remainder of this section presents the findings from this review. The discussion presents

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the highlights of performance by mode (Systemwide, Bus Service and Paratransit), each

followed by an exhibit illustrating the indicators by function as applicable.

Systemwide

For the purposes of this review, CCCTA’s functional indicators relating to

Management, Administration and Marketing have been included generally on a

systemwide basis. Audit period performance is discussed below and presented in

Exhibit 8.

• Administrative costs remained at about 25 percent of total operating costs through the audit period.

• Administrative costs also remained at about $30 per vehicle service hour in all three years.

• The portion of administrative costs attributed to marketing activities was as high as 1.2 percent (FY2018) and as low as 0.6 percent (FY2019). CCCTA experienced increased marketing costs early in FY2018 due to rider outreach efforts (including printing new schedules and maps, and website redesign) for service changes that were subsequently implemented.

• Marketing expenditures contributed between $0.02 and $0.03 per passenger trip during the audit period.

• The systemwide farebox recovery ratio was consistently in a range of 12.7 to 12.9 percent.

* * * * *

The following is a brief summary of the systemwide functional trend highlights between FY2017 and FY2019:

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• Administrative costs remained at about 25 percent of total operating costs and $30 per vehicle service hour.

• Marketing costs decreased remained at about one percent of total administrative costs and between $0.02 and $0.03 per passenger trip.

• The systemwide farebox recovery ratio was relatively steady in a range of 12.7 to 12.9 percent.

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Exhibit 8: Functional Performance Trends - Systemwide

Actual Performance FUNCTION/Indicator FY2017 FY2018 FY2019 MANAGEMENT, ADMINISTRATION & MARKETING Administrative Cost/Total Operating Cost 25.1% 24.8% 24.8% Annual Percent Change - - -1.6% 0.4% Three Year Percent Change - - - - -1.2% Adminstrative Cost/Vehicle Service Hour $29.77 $29.41 $30.60 Annual Percent Change - - -1.2% 4.0% Three Year Percent Change - - - - 2.8% Marketing Cost/Total Administrative Cost 0.9% 1.2% 0.6% Annual Percent Change - - 30.0% -49.7% Three Year Percent Change - - - - -34.6% Marketing Cost/Unlinked Passenger Trip $0.02 $0.03 $0.02 Annual Percent Change - - 34.7% -43.5% Three Year Percent Change - - - - -23.9% Farebox Recovery Ratio (Farebox Rev./Oper. Cost) 12.9% 12.7% 12.8% Annual Percent Change - - -1.4% 0.9% Three Year Percent Change - - - - -0.5%

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Bus Service

CCCTA’s bus service functional area trends represent areas of cost efficiency, safety, productivity and service reliability. Audit period performance is discussed below and presented in Exhibit 9.

• Service Planning

− Operating costs per passenger mile increased from $1.84 in the first year to $2.16 in FY2019 (17.5 percent).

− The bus service farebox recovery ratio increased slightly from 13.4 percent in the first two years to 13.7 percent in FY2019.

− At the same time, the TDA recovery ratio, calculated as farebox revenue plus local support divided by operating costs less allowable exclusions, was nearly steady at about 35 percent.

− About 76 percent of all vehicle miles traveled were in service, as were about 88 percent of all vehicle hours in all three years.

− Passengers carried per service mile and per service hour both decreased somewhat (by eight and ten percent, respectively) over the three years.

• Operations

− Vehicle operations costs comprised about 59 percent of total operating costs, with a slight increase in each year.

− Vehicle operations costs per service hour increased from about $77 in FY2017 and FY2018 to nearly $82 in FY2019 (five percent).

− Schedule adherence remained in a range of 86 to 88 percent throughout the period.

− The rate of complaints decreased by 14 percent in FY2018 but then returned to the FY2017 level in FY2019.

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− The incidence of missed trips was 0.14 percent in the first two years but reduced to 0.06 percent in FY2019.

• Maintenance

− Total maintenance costs comprised about 17 percent of total operating costs throughout the period.

− Vehicle maintenance costs per service mile increased overall from $1.69 to $1.94 (14 percent).

− The vehicle spare ratio increased from 25 percent in the first year to 28 percent in the two subsequent years.

− The mean distance between major failures went down overall by about six percent, to 27,000 vehicle miles. When looking at all failures, it decreased by 2.5 percent, remaining about 19,000 miles.

• Safety

− The rate of preventable accidents (chargeable collisions) increased in each year, by more than 35 percent overall. It is recognized that while this rate of increase appears significant, the actual counts remain relatively low -- increasing from 22 such accidents in FY2017 to 30 in the last year. However, the recent increases point to a potentially burgeoning safety issue.

− Casualty/liability costs per service hour increased in each year, by 8.8 percent overall.

− Casualty/liability costs per service mile also increased in each year, by 11.7 percent overall.

* * * * *

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The following is a brief summary of the bus service functional trend highlights between FY2017 and FY2019:

• Service Planning results showed the operating cost per passenger mile increasing by 17.5 percent, farebox recovery remaining at about 13 percent, and the TDA recovery ratio (reflecting local support and operating cost exclusions) remaining at about 35 percent. Consistently 76 percent of vehicle miles and 88 percent of vehicle hours were in service, and passenger productivity decreased somewhat.

• Operations results showed vehicle operations costs at about 59 percent of total costs but increasing from $77 to $82 per service hour. Schedule adherence remained in a range of 86 to 88 percent, while the rate of complaints was similar in FY2017 and FY2019, and the incidence of missed trips was reduced to 0.06 percent by FY2019.

• Maintenance results showed maintenance costs steady at 17 percent of total costs but vehicle maintenance costs per service mile up by 14 percent, the vehicle spare ratio increasing from 25 to 28 percent, and relatively minor increases in the mechanical failure rates.

• Safety results showed the rate of preventable accidents increasing in each year, by more than 35 percent overall, even if the actual numbers look relatively low, and some increases in the casualty/liability cost rates.

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Exhibit 9: Functional Performance Trends – Bus Service

Actual Performance FUNCTION/Indicator FY2017 FY2018 FY2019 SERVICE PLANNING Total Operating Cost/Passenger Mile $1.84 $1.90 $2.16 Annual Percent Change - - 3.4% 13.6% Three Year Percent Change - - - - 17.5% Farebox Recovery Ratio (Farebox Rev./Oper. Cost) 13.4% 13.4% 13.7% Annual Percent Change - - -0.5% 2.3% Three Year Percent Change - - - - 1.8% TDA Recovery Ratio (a) 35.3% 35.5% 35.6% Annual Percent Change - - 0.7% 0.3% Three Year Percent Change - - - - 0.9% Vehicle Service Miles/Total Miles 75.6% 75.5% 76.6% Annual Percent Change - - -0.2% 1.4% Three Year Percent Change - - - - 1.3% Vehicle Service Hours/Total Hours 87.4% 87.6% 87.9% Annual Percent Change - - 0.2% 0.4% Three Year Percent Change - - - - 0.6% Passengers/Vehicle Service Mile 1.41 1.38 1.30 Annual Percent Change - - -2.2% -5.8% Three Year Percent Change - - - - -7.9% Passengers/Vehicle Service Hour 15.8 15.0 14.2 Annual Percent Change - - -5.5% -5.0% Three Year Percent Change - - - - -10.2% OPERATIONS Vehicle Operations Cost/Total Operating Cost 58.7% 59.0% 59.1% Annual Percent Change - - 0.6% 0.1% Three Year Percent Change - - - - 0.7% Vehicle Operations Cost/Vehicle Service Hour $77.51 $77.37 $81.83 Annual Percent Change - - -0.2% 5.8% Three Year Percent Change - - - - 5.6% Trips On-Time/Total Trips 86% 88% 87% Annual Percent Change - - 1.8% -0.8% Three Year Percent Change - - - - 1.0% Complaints/100,000 Unlinked Passenger Trips 7.5 6.4 7.5 Annual Percent Change - - -14.2% 17.0% Three Year Percent Change - - - - 0.4% Missed Trips/Total Trips 0.14% 0.14% 0.06% Annual Percent Change - - -4.9% -54.8% Three Year Percent Change - - - - -57.0%

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Actual Performance FUNCTION/Indicator FY2017 FY2018 FY2019 MAINTENANCE Vehicle + Non-Veh. Maint. Cost/Total Operating Cost 17.1% 17.3% 17.6% Annual Percent Change - - 1.2% 2.0% Three Year Percent Change - - - - 3.2% Vehicle Maintenance Cost/Vehicle Service Mile $1.69 $1.76 $1.94 Annual Percent Change - - 4.1% 9.9% Three Year Percent Change - - - - 14.4% Spare Vehicles/Total Vehicles 25.8% 28.1% 28.8% Annual Percent Change - - 9.0% 2.4% Three Year Percent Change - - - - 11.6% Mean Distance between Major Failures (Miles) 28,633 29,458 26,935 Annual Percent Change - - 2.9% -8.6% Three Year Percent Change - - - - -5.9% Mean Distance between All Failures (Miles) 19,783 19,122 19,285 Annual Percent Change - - -3.3% 0.9% Three Year Percent Change - - - - -2.5% SAFETY Preventable Accidents/100,000 Vehicle Miles 0.67 0.86 0.92 Annual Percent Change - - 27.1% 7.5% Three Year Percent Change - - - - 36.6% Casualty & Liability Cost/Vehicle Service Hour $3.02 $3.12 $3.29 Annual Percent Change - - 3.2% 5.4% Three Year Percent Change - - - - 8.8% Casualty & Liability Cost/Vehicle Service Mile $0.27 $0.29 $0.30 Annual Percent Change - - 6.8% 4.5% Three Year Percent Change - - - - 11.7%

(a) Farebox Revenue plus Local Support/Operating Cost less TDA Allowable Exclusions

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Paratransit

CCCTA’s paratransit functional area trends represent mostly similar areas to the bus service. Audit period performance is discussed below and presented in Exhibit 10.

• Service Planning

− Operating costs per passenger mile increased from $3.64 in the first year to $3.95 in FY2018, but then went down to $3.79 in FY2019, for a net period increase of 4.1 percent.

− The farebox recovery ratio declined in each year, from 9.9 percent in the first year to 8.5 percent in FY2019.

− Meanwhile, the TDA recovery ratio (farebox revenue augmented with local support and operating costs reflecting allowable exclusions) increased in each year, from about 45 to 53 percent overall. CCCTA staff noted that FY2019 allowable depreciation expenses were extra high in particular due to the retirement/replacement of 42 paratransit vans.

− About 70 percent of all vehicle miles traveled were in service in FY2017. This level rose to 80 percent in the following two years.

− The portion of all vehicle hours that were in service rose steadily from 74 percent in FY2017 to 78 percent in FY2019.

− Passengers carried per service mile decreased by 20 percent, while passengers carried per service hour decreased by seven percent overall.

• Operations

− Vehicle operations costs were reduced from 61 percent of total operating costs in the first two years to 59 percent in the last year.

− Vehicle operations costs per service hour remained in a range of $46 to $48 through the audit period.

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− Schedule adherence results (within a 30-minute window) indicated some improvement over the audit period, from 74 percent in FY2017 to 75 percent in FY2018 and 79 percent by FY2019.

− The rate of complaints increased steadily and significantly during the audit period, from less than one complaint per 10,000 passenger trips in FY2017 to nearly ten in FY2019. According to CCCTA staff, a comprehensive complaint process did not exist until January 2018, at which time one was developed by staff. Complaints were not properly captured before that time. As a result, when complaints came in through the new process, there was a noticeable increase in the number of complaints recorded.

− The incidence of missed trips could not be reviewed; audit period data were not available. CCCTA staff noted that paratransit missed trip data had not been captured in the contract language or in the contractor’s monthly report. However, CCCTA released a new RFP and subsequently entered into a new contract in which missed trip data is now collected and captured in the monthly report.

− There were no ADA trip denials.

− The trip cancellation rate increased in each year, from 17.5 percent of total ADA trips in FY2017 to 25.3 percent by FY2019. CCCTA staff noted that “late cancellations” (less than 24 hours prior to the scheduled trip) are combined with other cancellations when being reported. CCCTA’s cancellation policy is currently under review by the Legal Department for a possible update.

− The passenger no-show rate decreased overall, to one percent of total ADA trips in FY2019.

• Maintenance

− Total maintenance costs decreased in each year, from 8.5 percent of total operating costs in the first year to 7.9 percent in FY2019.

− Vehicle maintenance costs per service mile also decreased steadily, from $0.48 to $0.41 (16 percent).

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− The vehicle spare ratio dropped significantly in FY2019, from more than 20 percent to 12.7 percent. As noted above, CCCTA retired/replaced 42 paratransit vans in FY2019.

− The mean distance between major failures improved significantly overall. When looking at all failures, there was also a very positive trend.

• Safety

− The rate of preventable accidents increased overall during the audit period by 15 percent. CCCTA’s paratransit contractor during the period reportedly experienced a higher accident frequency rate due to not being able to retain drivers. Accidents involving new drivers became more prevalent. CCCTA now has a new contractor with no driver turnover so far, and the accident frequency has reportedly dropped as well.

* * * * *

The following is a brief summary of the paratransit functional trend highlights between FY2017 and FY2019:

• Service Planning results showed the operating cost per passenger mile increasing by 4.1 percent overall, and the farebox recovery ratio decreasing from 9.9 to 8.5 percent while the TDA recovery ratio (reflecting local support and operating cost exclusions) rose from 45 to 53 percent. The portion of vehicle miles and hours in service rose to 80 percent and 78 percent, respectively, and passenger productivity decreased.

• Operations results showed a small reduction in vehicle operations costs per hour with steady performance compared to total costs. There were no ADA trip denials, and a significant increase in the rate of complaints was attributed primarily to improved complaint recording procedures. In addition, the trip cancellation rate (including “late cancellations” made less

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than 24 hours before the scheduled trip) increased to 25 percent, though no- shows went down to one percent of ADA trips. Schedule adherence improved from 74 percent in FY2017 to 79 percent by FY2019. Missed trips were not reported during the audit period per the existing operating contract, but CCCTA subsequently entered into a new contract wherein this data is now captured in the contractor’s monthly report.

• Maintenance results showed some decrease in maintenance costs as a percent of total costs as well as in vehicle maintenance costs per service mile. Further, the spare ratio decreased from more than 20 percent to 12.7 percent in FY2019, and there was significant overall improvement in the mechanical failure rates.

• Safety results showed the preventable accident rate increasing by 15 percent overall during the audit period, attributed to increasing driver turnover with the former operating contractor.

Final Audit Report -56- Triennial Performance Audit of CCCTA

Exhibit 10: Functional Performance Trends – Paratransit

Actual Performance FUNCTION/Indicator FY2017 FY2018 FY2019 SERVICE PLANNING Total Operating Cost/Passenger Mile $3.64 $3.95 $3.79 Annual Percent Change - - 8.4% -4.0% Three Year Percent Change - - - - 4.1% Farebox Recovery Ratio (Farebox Rev./Oper. Cost) 9.9% 9.1% 8.5% Annual Percent Change - - -7.4% -6.8% Three Year Percent Change - - - - -13.7% TDA Recovery Ratio (a) 45.5% 47.8% 53.3% Annual Percent Change - - 4.9% 11.6% Three Year Percent Change - - - - 17.1% Vehicle Service Miles/Total Miles 69.9% 80.0% 80.4% Annual Percent Change - - 14.3% 0.5% Three Year Percent Change - - - - 14.9% Vehicle Service Hours/Total Hours 74.2% 76.8% 78.2% Annual Percent Change - - 3.6% 1.8% Three Year Percent Change - - - - 5.4% Passengers/Vehicle Service Mile 0.16 0.14 0.13 Annual Percent Change - - -12.6% -9.4% Three Year Percent Change - - - - -20.8% Passengers/Vehicle Service Hour 2.08 2.13 1.93 Annual Percent Change - - 2.6% -9.8% Three Year Percent Change - - - - -7.4% OPERATIONS Vehicle Operations Cost/Total Operating Cost 61.4% 61.2% 59.5% Annual Percent Change - - -0.4% -2.7% Three Year Percent Change - - - - -3.1% Vehicle Operations Cost/Vehicle Service Hour $46.03 $48.19 $46.99 Annual Percent Change - - 4.7% -2.5% Three Year Percent Change - - - - 2.1% Percentage of Trips On-Time 74% 75% 79% Annual Percent Change - - 1.4% 5.3% Three Year Percent Change - - - - 6.8% Complaints/10,000 Unlinked Passenger Trips 0.7 2.9 9.6 Annual Percent Change - - 326.7% 225.3% Three Year Percent Change - - - - 1288.0%

Final Audit Report -57- Triennial Performance Audit of CCCTA

Actual Performance FUNCTION/Indicator FY2017 FY2018 FY2019 OPERATIONS (continued) Missed Trips/Total Trips (b) (b) (b) Annual Percent Change ------Three Year Percent Change ------ADA Trip Denials/Total ADA Trips 0.0% 0.0% 0.0% Annual Percent Change ------Three Year Percent Change ------Trip Cancellations/Total ADA Trips 17.5% 20.1% 25.3% Annual Percent Change - - 15.0% 25.6% Three Year Percent Change - - - - 44.4% No-Shows/Total ADA Trips 1.7% 2.1% 1.0% Annual Percent Change - - 22.5% -55.3% Three Year Percent Change - - - - -45.2% MAINTENANCE Vehicle + Non-Veh. Maint. Cost/Total Operating Cost 8.5% 8.4% 7.9% Annual Percent Change - - -0.6% -6.8% Three Year Percent Change - - - - -7.3% Vehicle Maintenance Cost/Vehicle Service Mile $0.48 $0.43 $0.41 Annual Percent Change - - -10.8% -6.2% Three Year Percent Change - - - - -16.3% Spare Vehicles/Total Vehicles 20.3% 23.8% 12.7% Annual Percent Change - - 17.1% -46.5% Three Year Percent Change - - - - -37.4% Mean Distance between Major Failures (Miles) 98,324 82,437 184,625 Annual Percent Change - - -16.2% 124.0% Three Year Percent Change - - - - 87.8% Mean Distance between All Failures (Miles) 36,521 37,686 52,750 Annual Percent Change - - 3.2% 40.0% Three Year Percent Change - - - - 44.4% SAFETY Preventable Accidents/100,000 Vehicle Miles 0.47 0.38 0.54 Annual Percent Change - - -19.2% 42.9% Three Year Percent Change - - - - 15.4%

(a) Farebox Revenue plus Local Support/Operating Cost less TDA Allowable Exclusions (b) Not available

Final Audit Report -58- Triennial Performance Audit of CCCTA

VII. CONCLUSIONS AND RECOMMENDATIONS

The preceding sections presented a review of CCCTA’s transit service

performance during the three-year period of FY2017 through FY2019 (July 1, 2016

through June 30, 2019). They focused on TDA compliance issues including trends in

TDA-mandated performance indicators and compliance with selected sections of the

state Public Utilities Code (PUC). They also provided the findings from an overview of

CCCTA’s data collection activities to support the TDA indicators, actions taken to implement recommendations from the prior performance audit, and a review of selected

key functional performance results.

Conclusions

The key findings and conclusions from the individual sections of this performance

audit are summarized below:

• Data Collection – CCCTA is in compliance with the data collection and reporting requirements for all five TDA statistics. In addition, the statistics collected over the six-year review period appear to be consistent with the TDA definitions, and indicate general consistency in terms of the direction and magnitude of the year-to-year changes across the statistics.

• TDA Performance Trends

CCCTA’s performance trends for the five TDA-mandated indicators were analyzed by mode. A six-year analysis period was used for all the indicators. In addition, component operating costs were analyzed.

Final Audit Report -59- Triennial Performance Audit of CCCTA

Bus Service – The following is a brief summary of the TDA performance trend highlights over the six-year period of FY2014 through FY2019:

– There was an average annual increase in the operating cost per hour of 2.3 percent, which amounted to a 0.6 percent decrease in inflation adjusted dollars.

– The cost per passenger increased on average by 3.3 percent per year, which amounted to an average annual increase of 0.4 percent in constant FY2014 dollars.

– Passenger productivity showed relatively steady trends, with passengers per vehicle service hour and mile decreasing by just one percent per year overall.

– Employee productivity decreased an average of 0.1 percent per year.

The following is a brief summary of the component operating costs trend highlights for the bus service between FY2014 and FY2019:

– The most significant change was an average annual increase of 7.7 percent in the utilities area, which contributed only one percent or less of total operating costs.

– Labor costs represented the largest portion of the total costs, with a share of 45 to 48 percent over the six years. Fringe benefits comprised the second largest portion, ranging between 30 and 33 percent. Labor and fringe benefits costs increased by 3.5 and 4.7 percent on average per year, respectively, driven by MOU cost of living increases and higher pension program costs toward the end of the period.

– Materials/supplies and services costs both decreased moderately over the period, in terms of average annual change and percent of total costs.

Paratransit – The following is a brief summary of the TDA performance trend highlights over the six-year period of FY2014 through FY2019:

Final Audit Report -60- Triennial Performance Audit of CCCTA

– For cost efficiency, there was an average annual increase in the operating cost per hour of 2.3 percent; however, this amounted to an annual decrease of 0.5 percent in inflation adjusted dollars.

– In terms of cost effectiveness, the operating cost per passenger showed a moderate increase of 1.5 percent per year on average, when normalized in FY2014 dollars.

– Passenger productivity showed some general decline, with passengers per hour decreasing by 2.0 percent annually and passengers per mile decreasing by 0.2 percent.

The following is a brief summary of the component operating costs trend highlights for paratransit between FY2014 and FY2019:

– Purchased transportation costs represented by far the largest portion of the total costs, at 94 to 96 percent throughout the review period. They increased by 3.1 percent per year on average.

– In-house labor costs increased by 11.4 percent per year, while fringe benefits costs increased by 15.1 percent (largely reflecting the addition of paratransit staff in FY2019). However, each of these two cost categories accounted for only two percent or less of the total operating costs.

– No costs were reported early in the period for the casualty/liability, and only relatively minimal expenses were reported for the other component cost categories through the period.

• PUC Compliance – CCCTA is in compliance with the sections of the state PUC that were reviewed as part of this performance audit. These sections included requirements concerning CHP terminal safety inspections, labor contracts, reduced fares, Welfare-to-Work, revenue sharing, and evaluating passenger needs.

• Status of Prior Audit Recommendations – Implementation is in progress for the single recommendation. During the prior audit period, CCCTA’s LINK service on-time performance had worsened steadily from 93 percent in

Final Audit Report -61- Triennial Performance Audit of CCCTA

FY2014 to 81 percent in FY2016. In response to generally reduced paratransit service quality CCCTA hired an outside consultant and a full time Manager of Accessible Services, who together reviewed and have addressed several issues with the paratransit service and its operation. Reportedly, schedule adherence has slowly improved, though actual results for the audit period were not available. Staff indicated that data covering trips on time was not captured until the FY2020 operating contract went into effect, but recent schedule adherence was noted to be 92 percent.

• Functional Performance Indicator Trends

To further assess CCCTA’s performance over the past three years, a detailed set of systemwide and modal functional area performance indicators was defined and reviewed.

Systemwide – The following is a brief summary of the systemwide functional trend highlights between FY2017 and FY2019:

– Administrative costs remained at about 25 percent of total operating costs and $30 per vehicle service hour.

– Marketing costs decreased remained at about one percent of total administrative costs and between $0.02 and $0.03 per passenger trip.

– The systemwide farebox recovery ratio was relatively steady in a range of 12.7 to 12.9 percent.

Bus Service – The following is a brief summary of the bus service functional trend highlights between FY2017 and FY2019:

– Service Planning results showed the operating cost per passenger mile increasing by 17.5 percent, farebox recovery remaining at about 13 percent, and the TDA recovery ratio (reflecting local support and operating cost exclusions) remaining at about 35 percent. Consistently 76 percent of vehicle miles and 88 percent of vehicle hours were in service, and passenger productivity decreased somewhat.

Final Audit Report -62- Triennial Performance Audit of CCCTA

– Operations results showed vehicle operations costs at about 59 percent of total costs but increasing from $77 to $82 per service hour. Schedule adherence remained in a range of 86 to 88 percent, while the rate of complaints was similar in FY2017 and FY2019, and the incidence of missed trips was reduced to 0.06 percent by FY2019.

– Maintenance results showed maintenance costs steady at 17 percent of total costs but vehicle maintenance costs per service mile up by 14 percent, the vehicle spare ratio increasing from 25 to 28 percent, and relatively minor increases in the mechanical failure rates.

– Safety results showed the rate of preventable accidents increasing in each year, by more than 35 percent overall, even if the actual numbers look relatively low, and some increases in the casualty/liability cost rates.

Paratransit – The following is a brief summary of the paratransit functional trend highlights between FY2017 and FY2019:

– Service Planning results showed the operating cost per passenger mile increasing by 4.1 percent overall, and the farebox recovery ratio decreasing from 9.9 to 8.5 percent while the TDA recovery ratio (reflecting local support and operating cost exclusions) rose from 45 to 53 percent. The portion of vehicle miles and hours in service rose to 80 percent and 78 percent, respectively, and passenger productivity decreased.

– Operations results showed a small reduction in vehicle operations costs per hour with steady performance compared to total costs. There were no ADA trip denials, and a significant increase in the rate of complaints was attributed primarily to improved complaint recording procedures. In addition, the trip cancellation rate (including “late cancellations” made less than 24 hours before the scheduled trip) increased to 25 percent, though no-shows went down to one percent of ADA trips. Schedule adherence improved from 74 percent in FY2017 to 79 percent by FY2019. Missed trips were not reported during the audit period per the existing operating contract, but CCCTA subsequently entered into a new contract wherein this data is now captured in the contractor’s monthly report.

Final Audit Report -63- Triennial Performance Audit of CCCTA

– Maintenance results showed some decrease in maintenance costs as a percent of total costs as well as in vehicle maintenance costs per service mile. Further, the spare ratio decreased from more than 20 percent to 12.7 percent in FY2019, and there was significant overall improvement in the mechanical failure rates.

– Safety results showed the preventable accident rate increasing by 15 percent overall during the audit period, attributed to increasing driver turnover with the former operating contractor.

Recommendations

1. CONTINUE TO IMPLEMENT STEPS TO MAINTAIN IMPROVED SCHEDULE ADHERENCE PERFORMANCE FOR THE PARATRANSIT SERVICE. [Reference Sections: V. Status of Prior Audit Recommendations; VI. Functional Performance Indicator Trends]

In the prior performance audit, it was found that CCCTA’s paratransit schedule

adherence decreased substantially. The County Connection LINK service’s on-

time performance worsened from 93 percent in FY2014 to 84 percent in FY2015

and 81 percent in FY2016. In order to provide more reliable service, it was

recommended that CCCTA and its contractor should expand efforts toward

reversing this trend.

Implementation of this recommendation is still considered to be in progress.

During the current audit period, CCCTA hired an outside consultant and a full

time Manager of Accessible Services, who together reviewed and have addressed

several issues with the paratransit service and its operation. During the current

audit period, schedule adherence improved, but from a low of 74 percent in

FY2017 to just 79 percent by FY2019. However, CCCTA staff noted that more

recent on-time performance has risen to about 92 percent. In any event, CCCTA

Final Audit Report -64- Triennial Performance Audit of CCCTA

should continue toward full implementation of the prior audit recommendation

by ensuring that LINK on time performance is monitored on a regular basis and is

maintained at acceptable levels going forward.

2. ADDRESS THE INCREASING PREVENTABLE ACCIDENT RATE ON CCCTA’S BUS AND PARATRANSIT SERVICES. [Reference Section: VI. Functional Performance Indicator Trends]

The rate of preventable accidents (chargeable collisions) on County Connection

bus services increased in each year of the current audit period, by more than 35

percent overall in the three years, even if the actual numbers look relatively low.

Similarly, the rate of preventable accidents on LINK paratransit increased overall

during the period by 15 percent, attributed to increasing driver turnover with the

former operating contractor. In any event, these recent increases point to a

potentially burgeoning safety issue which CCCTA should address, in coordination

with its current operating contractor as applicable. Efforts should include

additional strategies to improve operator training and enhance monitoring

activities to ensure that safety issues are identified and corrected before they have

a chance to escalate further.

3. DEVELOP AND IMPLEMENT STRATEGIES TO REDUCE TRIP CANCELLATIONS ON THE PARATRANSIT SERVICE. [Reference Section: VI. Functional Performance Indicator Trends]

Over the audit period, the rate of trip cancellations on the LINK paratransit service

increased by 45 percent, from 17.5 percent of total ADA trips in FY217 to 25.3

percent in FY2019. These results included “late cancellations” made less than 24

hours before the scheduled trip as well as cancellations made more than 24 hours

in advance. In order to provide service more efficiently and productively, CCCTA

Final Audit Report -65- Triennial Performance Audit of CCCTA

should expand its efforts toward mitigating their occurrence. These efforts should

include additional paratransit passenger outreach and education.

Final Audit Report -66- Triennial Performance Audit of CCCTA

APPENDIX A: INPUT STATISTICS FOR FUNCTIONAL PERFORMANCE MEASURES

Final Audit Report A-1 Triennial Performance Audit of CCCTA

Functional Performance Inputs - Systemwide (All Modes)

Data Item FY2017 FY2018 FY2019 Source

Total Operating Costs $34,366,704 $35,451,451 $37,956,252 NTD F-40

Administrative Costs $8,643,165 $8,776,404 $9,429,859 NTD F-40

Vehicle Service Hours 290,377 298,453 308,206 NTD S-10 MB+DR

Marketing Costs $76,607 $101,135 $54,620 CCCTA Staff

Unlinked Passenger Trips 3,636,386 3,564,423 3,404,865 NTD S-10 MB+DR Farebox Revenue (All Modes) $4,427,206 $4,502,948 $4,864,199 NTD F-10

Final Audit Report A-2 Triennial Performance Audit of CCCTA

Functional Performance Inputs – Bus Service

Data Item FY2017 FY2018 FY2019 Source

Vehicle Service Miles 2,468,611 2,468,673 2,496,155 NTD S-10 MB

Total Vehicle Miles 3,264,128 3,269,786 3,259,140 NTD S-10 MB

Vehicle Service Hours 220,582 228,294 228,907 NTD S-10 MB

Total Vehicle Hours 252,334 260,615 260,354 NTD S-10 MB

Unlinked Passenger Trips 3,491,201 3,414,701 3,252,149 NTD S-10 MB

Farebox Revenue $3,912,024 $3,998,920 $4,332,118 NTD F-10

Total Operating Costs $29,137,332 $29,924,176 $31,694,903 NTD F-30 MB

Passenger Miles 15,851,673 15,738,196 14,675,080 NTD S-10 MB

Vehicle Operations Costs $17,098,300 $17,663,062 $18,731,125 NTD F-30 MB

Local Support (a) $4,638,708 $4,553,681 $4,741,904 Measure J; RM2

TDA Oper. Cost Exclusions - PUC 99247 (b) $4,888,421 $5,832,127 $6,201,562 Depreciation Expense

TDA Oper. Cost Exclusions - PUC 99268.17 (c) $0 $0 $0 CCCTA Staff

Trips On-Time 85.9% 87.5% 86.8% Fixed-Route Year-End Report

Total Trips (Scheduled) 307,373 302,839 283,236 Fixed-Route Year-End Report

Complaints 261 219 244 Fixed-Route Year-End Report

Missed Trips 442 414 175 Fixed-Route Year-End Report

Vehicle Maintenance Costs $4,183,260 $4,355,997 $4,839,673 NTD F-30 MB

Non-Vehicle/Facility Maintenance Costs $786,265 $808,951 $737,598 NTD F-30 MB

Spare Vehicles (Total less Maximum Service) 32 36 38 NTD S-10 MB

Total Vehicles 124 128 132 NTD S-10 MB

Revenue Vehicle Mechanical System Failures - Total 165 171 169 NTD R-20

Revenue Vehicle Mechanical System Failures - Major 114 111 121 NTD R-20

Preventable Accidents (Chargeable Collisions) 22 28 30 Fixed-Route Year-End Report

Casualty/Liability Costs $666,984 $712,646 $753,314 NTD F-30 MB

(a) Local Support includes the following (USOA revenue class in parentheses): • Auxiliary transportation revenue (406) • Taxes directly levied (408) • Local cash grants and reimbursements (409) • Local special fare assistance (410) • Subsidy from other sectors of operation (440) • Other non-federal/non-state grant funds or other revenues

(b) Operating expense object classes exclusive of the following pursuant to PUC Section 99247: • depreciation and amortization expenses • subsidies for commuter rail services operated on railroad lines under the jurisdiction of the Federal Railroad Administration • costs for providing charter services • vehicle lease costs • principal and interest payments on capital projects funded with certificates of participation

(c) Operating expense object class exclusions pursuant to PUC Section 99268.17: • additional operating costs for federally required ADA paratransit service that exceed prior year costs (CPI adjusted) • cost increases beyond the CPI change for: fuel; alternative fuel programs; power (including electricity); insurance premiums/liability claims payouts; state and federal mandates • start-up costs for new services (not more than two years)

Final Audit Report A-3 Triennial Performance Audit of CCCTA

Functional Performance Inputs – Paratransit

Data Item FY2017 FY2018 FY2019 Source

Vehicle Service Miles 893,937 1,054,542 1,186,945 NTD S-10 DR

Total Vehicle Miles 1,278,218 1,318,993 1,476,996 NTD S-10 DR

Vehicle Service Hours 69,795 70,159 79,299 NTD S-10 DR

Total Vehicle Hours 94,071 91,311 101,371 NTD S-10 DR

Unlinked Passenger Trips 145,185 149,722 152,716 NTD S-10 DR

Farebox Revenue $515,182 $504,028 $532,081 NTD F-10

Total Operating Costs $5,229,372 $5,527,275 $6,261,349 NTD F-30 DR

Passenger Miles 1,436,078 1,400,020 1,652,407 NTD S-10 DR

Vehicle Operations Costs $3,212,495 $3,381,146 $3,725,921 NTD F-30 DR

Local Support (a) $1,650,724 $1,967,341 $2,107,406 Measure J; ADA BART Rev.

TDA Oper. Cost Exclusions - PUC 99247 (b) $473,710 $354,193 $1,310,227 Depreciation Expense

TDA Oper. Cost Exclusions - PUC 99268.17 (c) $0 $0 $0 CCCTA Staff

Percentage of Trips On-Time 74% 75% 79% LINK Year-End Report

Total Trips 145,185 146,331 152,606 LINK Year-End Report

Complaints 10 44 146 LINK Year-End Report

Missed Trips (d) (d) (d) CCCTA Staff

Total ADA Trips 137,287 135,948 138,734 LINK Year-End Report

ADA Trip Denials 0 0 0 LINK Year-End Report

Trip Cancellations 24,022 27,345 35,042 LINK Year-End Report

No Shows 2,392 2,902 1,324 LINK Year-End Report

Vehicle Maintenance Costs $433,440 $456,195 $481,598 NTD F-30 DR

Non-Vehicle/Facility Maintenance Costs $9,779 $9,696 $10,478 NTD F-30 DR

Spare Vehicles (Total less Maximum Service) 12 15 7 NTD S-10 DR

Total Vehicles 59 63 55 NTD S-10 DR

Revenue Vehicle Mechanical System Failures - Total 35 35 28 NTD R-20

Revenue Vehicle Mechanical System Failures - Major 13 16 8 NTD R-20

Preventable (Chargeable) Accidents 6 5 8 LINK Year-End Report

(a) Local Support includes the following (USOA revenue class in parentheses): • Auxiliary transportation revenue (406) • Taxes directly levied (408) • Local cash grants and reimbursements (409) • Local special fare assistance (410) • Subsidy from other sectors of operation (440) • Other non-federal/non-state grant funds or other revenues

(b) Operating expense object classes exclusive of the following pursuant to PUC Section 99247: • depreciation and amortization expenses • subsidies for commuter rail services operated on railroad lines under the jurisdiction of the Federal Railroad Administration • costs for providing charter services • vehicle lease costs • principal and interest payments on capital projects funded with certificates of participation

(c) Operating expense object class exclusions pursuant to PUC Section 99268.17: • additional operating costs for federally required ADA paratransit service that exceed prior year costs (CPI adjusted) • cost increases beyond the CPI change for: fuel; alternative fuel programs; power (including electricity); insurance premiums/liability claims payouts; state and federal mandates • start-up costs for new services (not more than two years) (d) Not available

Final Audit Report A-4 Triennial Performance Audit of CCCTA

To: Board of Directors Date: 9/8/2020

From: Melody Reebs, Manager of Planning Reviewed by:

SUBJECT: Fiscal Year 2020 Fixed-Route Performance Report

Background:

The annual performance report for fixed routes provides a summary of key performance indicators and recent trends. Overall, total fixed route passengers decreased by 12.1% from FY 2019 to FY 2020. Total weekday ridership was down 13.2% and weekend ridership was down 11.5% over FY 2019. A 38.4% increase over FY 2019 from BART bus bridges accounted for 3.0% of our annual ridership.

Fiscal year 2020 was the first full year of the major service and fare restructure implemented in March 2019. In addition, service to Bishop Ranch was restructured in November 2019. Free fares funded by LCTOP on Routes 11, 14, and 16 were also implemented at the start of FY 2020. Ridership began growing significantly starting in August 2019, mostly in response to the new free routes and increased frequency on several routes as part of the March 2019 service restructure. By February 2020, year-to-date ridership was up 12.9% over the prior year.

However, in March 2020, a shelter-in-place order took effect in Contra Costa County, along with other Bay Area counties. Soon thereafter, the entire State of California was ordered to limit activity to essential services, in response to the COVID-19 pandemic. The closure of all businesses and activities deemed non-essential had an immediate impact on transit ridership. Average daily ridership dropped between 70%-85% below normal levels through the end of FY 2020.

There were also significant service disruptions starting in late March due to COVID-19 and reduced operator availability, as well as in June due to several protests that resulted in street closures and curfews. This resulted in an increase in the number of missed trips. Overall, about 0.6% of scheduled trips were missed over the course of FY 2020.

Fiscal year 2020 was also the first full year of the March 2019 fare restructure. Clipper usage continued to increase during the first three quarters of the year, reaching about 78% of all fares being paid with Clipper in March. Starting on March 23rd, County Connection stopped collecting fares in order to allow for social distancing, and all boardings from that date until the end of the fiscal year were counted as free rides. Financial Implications:

None, for information only.

Recommendation:

None, for information only.

Action Requested:

None, for information only.

Attachments:

CCCTA Performance Measurement CCCTA Performance Indicators CCCTA Boardings by Fare Type

CCCTA PERFORMANCE MEASUREMENT Fiscal Years 2019 and 2020 % Change PERFORMANCE MEASURE FY 18-19 FY 19-20 FY19 to FY20

Weekday Passenger Boardings 2,952,943 2,562,652 (13.2%) Saturday Passenger Boardings 129,086 116,928 (9.4%) Sunday Passenger Boardings 108,144 93,053 (14.0%) Fixed Route Total Passengers 3,190,173 2,772,632 (13.1%)

Other Passengers (1) 61,976 85,786 38.4% Grand Total Passenger Boardings 3,252,149 2,858,418 (12.1%)

Average Weekday Ridership 11,619 10,029 (13.7%) Total Revenue Hours 228,907 206,669 (9.7%) Total Revenue Miles 2,496,156 2,361,977 (5.4%) Operating Cost(3) (2) $31,694,903(3) $31,529,751 (0.5%) Farebox Revenue (2) $4,332,118 (3)$4,137,117 (4.5%) Number of Weekdays 254 256 0.8% Number of Saturdays 52 52 0.0% Number of Sundays 53 52 (1.9%) Total Scheduled Trips 287,317 270,180 (6.0%) Total Missed Trips 182 1,711 840.1%

Passenger Boardings per Day Weekday 11,626 10,010 (13.9%) Saturday 2,482 2,249 (9.4%) Sunday 2,040 1,789 (12.3%)

(1) 'Other Passengers' include Bus Bridges & Special Events (2) FY 18-19 Operating Cost & Farebox Revenue have been updated to "post Audit" figures (3) FY 19-20 Operating Cost & Farebox Revenue are "pre-audit" figures that will be updated when audit is complete

CCCTA PERFORMANCE INDICATORS Fiscal Years 2019 and 2020 % Change PERFORMANCE INDICATOR FY 18-19 FY 19-20 FY19 to FY20

Passengers/Revenue Hour 14.21 13.83 (2.6%)

Passengers/Revenue Mile 1.31 1.21 (7.3%)

Cost/Revenue Hour $138.10 $152.56 10.5%

Cost/Passenger $8.33 $9.58 15.0%

Farebox Recovery Ratio 14.3% 13.1% (8.2%)

Accidents/100,000 Miles (1) 0.90 0.77 (14.4%)

Maintenance Employee/100,000 9.27 9.10 (1.8%)

Operator OT/Total Operator Hour 12.84% 14.57% 13.4%

Percent of Trips On-time 86% 88% 2.6%

Lift Availability 100.0% 100.0% 0.0%

Lift Boardings 46,443 40,562 (12.7%) (1) FY19 Includes 24 'chargeable collisions'

CCCTA BOARDINGS BY FARE TYPE Fiscal Years 2019 and 2020 % Change Fare Type FY 18-19 % of Total FY 19-20 % of Total FY19 to FY20

Adult (1) 1,050,160 32.3% 327,189 11.4% (68.8%)

Clipper Card (2) 1,150,159 35.4% 1,218,955 42.6% 6.0%

Senior & Disabled (3) 376,371 11.6% 111,033 3.9% (70.5%)

Free 646,416 19.9% 1,178,238 41.2% 82.3%

Employer/School Pass (4) 29,042 0.9% 23,007 0.8% (20.8%)

Totals 3,252,149 100.0% 2,858,418 100.0% (12.1%) (1) Includes Adult cash, paper passes, and transfers (2) Includes all uses of Clipper Cards including Seniors (3) Includes 'Midday Free' (4) Includes 'St Mary's', 'JFKU' 'Free' & 'Summer Youth Pass' Passengers

To: Board of Directors Date: 09/10/2020

From: Rashida Kamara, Manager of Accessible Services Reviewed by:

SUBJECT: Performance Report – Paratransit

Background:

In April of 2019, the Board of Directors approved staff’s recommendation to award the Paratransit service and maintenance contract to Transdev. Several improvements have been made to the service including, implementing digital dispatching systems through tablets on day one. Extensive training on the use of our scheduling software Trapeze was conducted. In addition, Transdev, using the Going for Care training, conducted customer service training for call center staff, dispatchers and drivers. MyTransit app was launched in November, providing the rider with real time vehicle whereabouts on the day of service and the ability to communicate service delivery satisfaction using a smart phone through an app.

Unlike the previous contracts, fuel was captured separately as a passthrough cost. This allowed the contractor to choose the closest and most logical fueling station to refill before returning to the yard.

Transdev’s proposal included the use of a TNC company called Big Star. The idea of using the TNC Company was to reduce the amount of large mostly unused paratransit van space during the tail ends of the day when productivity was very low. Most cutaway vans seat 10-15 persons. At 4:00AM, trip volume is extremely low and what few trips are scheduled cannot be logically placed on the same vehicle. This meant two or three paratransit vans on the road were not being maximized. Big Star used mini vans with 4-seat capacity that instantly reduced the number of empty seats on the road, thus improving productivity. This method also allowed more paratransit vans to be scheduled during peak times, improving on-time performance.

In addition to a new Paratransit Contractor, County Connection started a pilot project with Choice in Aging using SilverRide. SilverRide, also a TNC company used two drivers with their own cars to make two rounds trips to the center in the morning and in the afternoon. The passengers arrived to the center on time, and because the vehicles were smaller private vehicles, seating capacity was limited to 3 persons so productivity increased. Calls were handled by SilverRide dispatch, so this reduced the amount of calls coming to LINK dispatch. This was a very successful program but has been postponed due to COVID-19.

Within 30 days of the new service year, On-time performance increased by 7% going from 81% to 88% and with a high of 93% pre-COVID and an overall high of 97% during COVID-19. Rider productivity dipped in the previous year, due to the previous contractor hiring more drivers to

combat the on-time performance issues. In July 2019, when the Transdev took over the contract, productivity dropped from 1.77 to 1.27 but quickly saw an increase and finally hitting 2.00 in January, which was sustained for two months in a row earning the contractor a $2,500 incentive, for the first time.

LINK ridership for FY20 was 113,553 compared to 152,606 in FY19. This sharp decrease represents a 25.5% loss of ridership due to COVID-19 and the Shelter in Place order originally issued by the Governor of California in March 2020. Essential trips represent 90% of trips taken, which means medical appointments or grocery pick-ups. As a result of COVID-19, LINK now participates in other transportation service modes, including Meals on Wheels, where we have delivered over 11,000 meals, Food Bank program, of which we have delivered 177 boxes of food, School lunches, of which we have delivered over 800 lunches to students in the Mt. Diablo School district and COVID positive patients for the County Health Department, of which we have delivered over 150 passengers.

Financial Implications:

Staff anticipated a 6% increase in paratransit cost. This was before the release of the RFP. When proposals where submitted it was clear that the overall increase in Paratransit cost would be closer to 10%. Staff expected to spend almost $7M in total cost. As a result of the COVID, pandemic, such cost increases did not materialize, but Paratransit faced other cost concerns. Fare collections ceased on both fixed route and Paratransit during the pandemic. Transit agencies including County Connection have collected CARES Act funding to subsidize the cost of our transit operations and keep service moving forward. As the COVID-19 drags on, staff will continue to evaluate the cost of operating service with social distancing measures and the inability to meet the productivity goals that drive down the cost of Paratransit.

Attachments:

Year FY19/20 MOP

Year End Paratransit Statistics

Paratransit Statistics Change from FY18-19 to FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY18-19 FY19-20 FY19-20 Operating Cost $ 5,230,925.00 $ 5,117,037.00 $ 5,408,838.00 $ 5,219,273.00 $ 5,517,364.00 $ 6,296,163.52 $ 4,262,744.41 (32.3%) Farebox Revenue $ 545,015.00 $ 520,959.00 $ 475,006.00 $ 515,182.00 $ 504,028.00 $ 532,080.88 $ 383,780.53 (27.9%) Net Subsidy $ 4,685,910.00 $ 4,596,078.00 $ 4,933,832.00 $ 4,704,091.00 $ 5,013,336.00 $ 5,764,082.64 $ 3,878,963.88 (33.1%)

Total Passengers 159,294 156,832 153,715 145,185 146,331 152,606 113,553 (25.6%)

Revenue Hours 74,394 73,716 76,308 69,795 70,222 79,565 55,393 (30.1%) Non-Revenue Hours 18,403 17,908 19,689 18,855 22,031 21,691 30,001 27.8% Total Hours 92,797 91,624 95,997 88,650 91,260 101,256 85,393 (15.7%)

Total Revenue Miles 1,219,582 1,204,823 1,089,545 893,938 1,054,542 1,185,946 1,017,246 (14.2%) Non-Revenue Miles 260,310 247,562 238,117 244,800 265,002 282,923 189,883 (32.9%) Total Miles 1,479,892 1,452,385 1,327,662 1,278,218 1,318,993 1,468,869 1,207,129 (18.0%)

Road Calls 44 32 25 22 24 26 12 (51.0%) Complaints 18 25 9 10 44 146 43 (70.0%) Accidents 7 12 6 6 5 8 6 (25.0%)

Note: FY16-17 has been updated with POST-AUDIT figures Note: FY17-18 figures are AUDITED numbers Note: FY 18-19 figures are pre-audit Note: FY19-20 figures are posted audit audit and include COVID services

To: Operations & Scheduling Committee Date: 9/8/2020

From: Melody Reebs, Manager of Planning Reviewed by:

SUBJECT: Winter Bid Update

Background:

Over the last several months, staff has been providing regular fixed-route and paratransit updates to the Board related to COVID-19. When staff was developing the Fall bid, the reopening of the economy and schools was largely uncertain, so staff focused on remaining flexible in order to be able to shift resources between services as needed. Staff also worked with our ATU’s leadership to establish a shorter Fall bid period ending in early October, instead of the traditional mid-November timeframe, to allow staff to address scheduling demands sooner rather than later.

Ridership Trends:

Staff has been closely monitoring ridership to assess demand and ensure adequate service capacity. Since mid-July, ridership levels have remained relatively constant. Average weekday ridership is around 70% below baseline levels, and weekend ridership is down about 40%. Service capacity has not been an issue to date, with buses carrying an average of around 5 passengers per trip.

Winter Bid:

The Winter bid will be implemented on October 4th. Given that much is still uncertain and ridership levels have remained steady, staff plans to maintain most of the current service levels while retaining as much flexibility as possible to be able to respond to any changes in demand. The new bid will not include regularly scheduled school service. This will provide additional flexibility for if, and when, schools reopen to be able to deploy service where needed, particularly in recognition that different schools may have different reopening plans.

In addition, BART will be implementing new schedules that include significant changes to their weekend service starting September 14th. Staff will be updating the weekend schedules for the Winter bid to better coordinate with BART’s new schedule. Finally, minor schedule adjustments will be made to Routes 4, 6, 7, and 35, as well as to express routes serving Bishop Ranch. Financial Implications:

None. The current FY 2021 budget assumes service levels consistent with the Winter bid.

Recommendation:

None, for information only.

Action Requested:

None, for information only.