SOLTRANS BOARD of DIRECTORS AGENDA Board of Directors 5:30 PM, Wednesday, July 17, 2019 Benicia Council Chamber, City Hall, 250 East L St., Benicia

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SOLTRANS BOARD OF DIRECTORS AGENDA Board of Directors 5:30 PM, Wednesday, July 17, 2019 Benicia Council Chamber, City Hall, 250 East L St., Benicia

Public Comment: Pursuant to the Brown Act, the public has an opportunity to speak on any matter on the agenda or, for matters not on the agenda, issues within the subject matter jurisdiction of the agency. Comments are limited to no more than 3 minutes per speaker unless modified by the Board Chair, Gov’t Code § 54954.3(a). By law, no action may be taken on any item raised during the public comment period (Agenda Item IV) although informational answers to questions may be given and matters may be referred to staff for placement on a future agenda of the agency.

Americans with Disabilities Act (ADA): This agenda is available upon request in alternative formats to persons with a disability, as required by the ADA of 1990 (42 U.S.C. §12132) and the Ralph M. Brown Act (Cal. Govt. Code §54954.2). Persons requesting a disability related modification or accommodation should contact Suzanne Fredriksen, Clerk of the Board, at (707) 736-6993 during regular business hours at least 72 hours prior to the time of the meeting.

Staff Reports: Staff reports are available for inspection at the SolTrans office, during regular business hours, 8:00 a.m. to 5:00 p.m., Monday-Friday. You may also contact the Clerk of the Board via email at [email protected]. Supplemental Reports: Any reports or other materials that are issued after the agenda has been distributed may be reviewed by contacting the SolTrans Clerk of the Board and copies of any such supplemental materials will be available on the table at the entry to the meeting room.

Agenda Times: Times set forth on the agenda are estimates. Items may be heard before or after the times shown.

1. CALL TO ORDER/PLEDGE OF ALLEGIENCE Bob Sampayan, Chairperson, City of Vallejo (5:30 p.m.)

2. CONFIRM QUORUM/STATEMENT OF CONFLICT An official who has a conflict must, prior to consideration of the decision; (1) publicly identify in detail the financial interest that causes the conflict; (2) recuse himself/herself from discussing and voting on the matter; (3) leave the room until after the decision has been made. Cal. Gov’t Code § 87200.

3. APPROVAL OF AGENDA

4. OPPORTUNITY FOR PUBLIC COMMENT

5. EXECUTIVE DIRECTOR'S REPORT

6. PROCLAMATIONS & PRESENTATIONS 1

The complete SolTrans Board Meeting Packet is available on SolTrans’ Website at https://soltrans.org 6.A. SolTrans Employee Longevity Recognition Suggested Action: Informational. (PRESENTER: Bob Sampayan, Chairperson)

6.B. SolTrans Summer Interns Presentation Suggested Action: Informational. (PRESENTERS: Nicolette Balmaceda, John Gabatin, Laura Wadsworth, and Jordan Walker) Cover Memo.pdf SolTrans Summer Interns Presentation.pdf

7. CONSENT CALENDAR Recommendation: Approve the following consent items in one motion. Note: Items under consent calendar may be removed for separate discussion.

7.A. Meeting Minutes of May 16, 2019 Suggested Action: Approve the Board Meeting Minutes of May 16, 2019. (PRESENTER: Suzanne Fredriksen, Board Clerk) Board Meeting Minutes of 05-16-19.pdf

7.B. Transportation Development Act (TDA), State Transit Assistance Funds (STAF) and Regional Measure 2 (RM2) Claims Suggested Action: 1) Approve the Resolutions as shown in Attachments A and B. 2) Authorize the Executive Director to execute and submit required documents for claiming SolTrans’ FY 2019-20 Allocation Requests for TDA and STAF Funds as needed. 3) Authorize the Executive Director to execute and submit required documents for claiming SolTrans’ FY 2019-20 Allocation Request for RM2 Funds in the amount of $1,572,308. (PRESENTER: Kristina Botsford, Finance & Administration Manager) Staff Report - TDA STAF and RM2 Claims.pdf Attachment A - Resolution to File Claim for TDA STAF Funds for FY 2019-20.pdf Attachment B -Resolution to File Claim with MTC for RM2 Funds for FY 2019-20.pdf

7.C. Approve Maintenance Agreement with Caltrans for Hwy 37 and Fairgrounds Drive Bus Stops Suggested Action: Adopt SolTrans Resolution No. 2019-07 authorizing the Executive Director to execute a Maintenance Agreement including any subsequent amendments to the Agreement, with the State of California Department of Transportation as shown on Attachment A, and made retroactively effective on July 1, 2019, subject to Legal Counsel approval as to form. (PRESENTER: Beth Kranda, Executive Director) Staff Report - Maintenance Agreement with Caltrans for Hwy 37_Fairgrounds Stop.pdf Attachment A - Reso No. 2019-07 Authorizing Execution of Maintenance Agreement w Caltrans.pdf

7.D. Purchase of Two (2) Compressed Natural Gas (CNG) MCI Commuter Buses Suggested Action: Authorize the Executive Director to issue a Purchase Order in an amount not to exceed $1,630,000 plus applicable sales tax, for the purchase of two CNG commuter buses from the existing contract between SolTrans and Motor Coach Industries, Inc., subject to Legal Counsel approval as to form. (PRESENTER: Kristina Botsford, Finance and Administration Manager) Staff Report - Commuter Coach Procurement.pdf

The complete SolTrans Board Meeting Packet is available on SolTrans’ Website at https://soltrans.org 7.E. Approve SolTrans’ Disadvantaged Business Enterprise (DBE) Goal for Federal Fiscal Year (FFY) 2020 – 2022 Suggested Action: Approve the overall Disadvantaged Business Enterprise Goal for FFY 2020 through 2022 as set forth in Attachment A. (PRESENTER: Dennis Ybarra, Program Analyst II) Staff Report - Approve DBE Goal for FFY 2020-FFY 2022.pdf Attachment A - DBE Goal Document FFY 2020-2022.pdf

8. PUBLIC HEARING

8.A. Proposed Elimination of SolTrans Regional Shuttle Program Suggested Action: 1) Reconvene the public hearing; 2) Receive feedback submitted by the public regarding the proposed elimination of the SolTrans Regional Shuttle program and close the public hearing; and 3) Authorize and provide direction to Staff to discontinue Regional Shuttle service as of September 1, 2019. (PRESENTER: John Sanderson, Operations and Planning Manager) Staff Report - Proposed Elimination of Regional Shuttle.pdf

REGULAR CALENDAR

9. ACTION ITEMS

9.A. Reclassification of Finance and Administration Manager to Position of Deputy Director Suggested Action: Reclassify the position of Finance and Administrative Manager with the new classification of Deputy Director, as shown in Attachment A; and approve the new salary schedule as shown in Attachment B. (PRESENTER: Beth Kranda, Executive Director) Staff Report - Reclassification of Finance & Administration Manager Position.pdf Attachment A - Proposed Job Reclassification_Deputy Director.pdf Attachment B - Salary Schedule.pdf

NON-ACTION/ INFORMATIONAL

10. DISCUSSION ITEMS

10.A. Operating Revenue and Expenses for 11 Months Ended May 31, 2019 Suggested Action: Informational. (PRESENTER: Kristina Botsford, Finance and Administration Manager) Staff Report - Operating Revenue & Expenses for 11 Months.pdf Attachment A - Operating Revenue & Expense 7-1-2018 through 5-31-2019.pdf

11. NON-DISCUSSION ITEMS

12. STAFF BRIEFINGS

13. BOARD OF DIRECTORS COMMENTS 3

The complete SolTrans Board Meeting Packet is available on SolTrans’ Website at https://soltrans.org 14. ADJOURNMENT

MEETING MINUTES

Meeting Minutes of July 17, 2019 Suggested Action: Informational. Board Meeting Minutes of 07-17-19.pdf

The complete SolTrans Board Meeting Packet is available on SolTrans’ Website at https://soltrans.org SOLTRANS ACRONYMS LIST OF TRANSPORTATION TERMS Last Updated: April 11, 2019 Solano County Transit

A MPO Metropolitan Planning Organization ABAG Association of Bay Area Governments MTC Metropolitan Transportation Commission ADA Americans with Disabilities Act N, O, & P APC Automatic Passenger Counter NEXT National Express Transit APTA American Public Transit Association NTD National Transit Database AVL Automated Vehicle Location System O&M Operations and Maintenance B PAC Public Advisory Committee BAFO Best and Final Offer PARS Public Agency Retirement Services BART Bay Area Rapid Transit PCC Paratransit Coordinating Council C PNR Park & Ride CalACT California Association for Coordinated PPP (3P) Public Private Partnership Transportation PY Prior Year CalOES California Office of Emergency Services R & S CalSTA California State Transportation Agency RFP Request for Proposals Caltrans California Department of Transportation RM2 Regional Measure 2 Funds CAM Cost Allocation Model RM3 Regional Measure 3 Funds CARB California Air Resources Board RVH Revenue Vehicle Hours CNG Compressed Natural Gas RVM Revenue Vehicle Miles COA Comprehensive Operational Analysis SRTP Short Range Transit Plan COV City of Vallejo STA Solano Transportation Authority CTA California Transit Association STAF State Transit Assistance Fund CTC California Transportation Commission T CTSA Consolidated Transportation Services TAC Technical Advisory Committee Agency TCP Transit Capital Priorities D TDA Transportation Development Act DAR Dial-a-Ride TIP Transportation Improvement Program DBE Disadvantaged Business Enterprise TNC Transportation Network Company DOT Department of Transportation U, V, W, Y E & F UA or UZA Urbanized Area FAST Fairfield and Suisun Transit VMT Vehicle Miles Traveled FAST Act Fixing America's Surface Transportation Act VTC Vallejo Transit Center FHWA Federal Highway Administration WETA San Francisco Bay Area Water Emergency FTA Federal Transit Administration Transportation Authority FY Fiscal Year YTD Year to Date G, H, I, & J GFI Gen-fare Industries Farebox GPS Global Positioning System HOV High Occupancy Vehicle IFB Invitation for Bid JPA Joint Powers Authority L & M LCTOP Low Carbon Transit Operations Program LoNo Low or No Carbon emissions MCI Motor Coach Industries MOD Mobility on Demand 5 MOU Memorandum of Understanding 6

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11 Jordan Walker

● 20 years old, born and raised and currently lives in Vallejo, CA

● Graduated from Realm Charter High School in Berkeley, CA

● Pursuing a degree in Computer Science at Stanford University, with a focus on AI

● Hope to have a career in AI/Robotics/Automation or Virtual Reality/Video Games

12 ● Hobbies include programming video games , writing science fiction stories, and creating electronic music Jordan Walker (cont.)

● I was interested in working at SolTrans because it seemed like a good opportunity to cultivate my professional skills and get involved in public service

● Projects ○ New MS Access bus stop database

○ Cleaning up TMS database and KML files

○ Helping create SEO content for new website 13 Nicolette Balmaceda:

• 18 years old • Born and raised in Fairfield, 2 sisters, middle child • Sophomore at UC Merced, majoring in Biology with and emphasis in Ecology and Evolution • Passionate about the environment, lover of nature, appreciator of science • Want to be involved in conserving the environment 14 APAPA intern (Asian Pacific Islander American Public Affairs)

I grew up in Solano County and I would like to give back to the community that Why has provided me with so much

SolTrans: This is an opportunity for me to gain experience and work within a professional environment

I hope to develop useful work ethics that 15 I can use further in the future Laura Wadsworth

16 Laura Wadsworth (cont.) ● Learn what opportunities exist in the field of California transit ● Interested in public transportation and all the benefits it provides local residents ● Gain experience for future career path

Projects:

● Update website media library and provide summary of document changes needed ● Review formatting of FTA mandated policy documents and check printed map materials for errors 17 18

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Step 1 - Determine the weight of each type of work by NAICS Code:

* Enter all the FTA-assisted projects below. Project amounts should be assigned relevent NAICS Code(s).

NAICS Code Amount of DOT funds on % of total DOT Project project: funds (weight) 1) 541330 Electrical Engineering Services (Electrical Infrastructure for Bus Charging) $600,000.00 0.0476 2) 423610 Electrical Apparatus and Equipment (Electrical Infrastructure for Bus Charging) $600,000.00 0.0476 3) 236220 Institutional Building Construction (Electrical Infrastructure for Bus Charging) $600,000.00 0.0476 4) 424720 Petroleum and Petroleum Products Merchant Wholesalers (Fuel Purchases) $804,241.00 0.0638 Transit Contracted Transit Services $9,829,549.00 0.7801 5) Operator 6) 518210 Data Processing Hosting, and Related Services (IT Support Services) $53,616.00 0.0043 7) 541613 Marketing and Public Relations Services $32,170.00 0.0026 8) 518210 Data Processing Hosting, and Related Services (Transit Reporting) $17,872.00 0.0014 9) 812930 Parking Lot Management $26,808.00 0.0021 10) 541990 Other Professional Services (Transit Planning Consulting) $35,744.00 0.0028 Total FTA-Assisted Contract Funds $12,600,000.00 1

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Step 2 - Determine the relative availability of DBE's by NAICS Code:

* Use DBE Directory, census data and/or a bidders list to enter the number of available DBE firms and the number of available firms.

NAICS Code Project Number of DBEs available Number of all firms Relative to perform this work available (including Availability DBEs) 1) 541330 Electrical Engineering Services (Electrical Infrastructure for Bus Charging) 367 1894 0.1938 2) 423610 Electrical Apparatus and Equipment (Electrical Infrastructure for Bus Charging) 61 202 0.3020 3) 236220 Institutional Building Construction (Electrical Infrastructure for Bus Charging) 146 1894 0.0771 4) 424720 Petroleum and Petroleum Products Merchant Wholesalers (Fuel Purchases) 2 168 0.0119 Transit Contracted Transit Services 0 4 0.0000 5) Operator 6) 518210 Data Processing Hosting, and Related Services (IT Support Services) 62 709 0.0874 7) 541613 Marketing and Public Relations Services 233 1894 0.1230 8) 518210 Data Processing Hosting, and Related Services (Transit Reporting) 62 709 0.0874 9) 812930 Parking Lot Management 94 568 0.1655 10) 541990 Other Professional Services (Transit Planning Consulting) 156 690 0.2261 0.1355 Overall Combined Totals 1183 8732 availability of DBEs

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Step 3 - (Weight) x (Availability) = Weighted Base Figure

NAICS Code Weighted Base Project Weight x Availability Figure 1) 541330 Electrical Engineering Services (Electrical Infrastructure for Bus Charging) 0.04762 x 0.19377 0.0092 2) 423610 Electrical Apparatus and Equipment (Electrical Infrastructure for Bus Charging) 0.04762 x 0.30198 0.0144 3) 236220 Institutional Building Construction (Electrical Infrastructure for Bus Charging) 0.04762 x 0.07709 0.0037 4) 424720 Petroleum and Petroleum Products Merchant Wholesalers (Fuel Purchases) 0.06383 x 0.01190 0.0008 Transit Contracted Transit Services 5) Operator 0.78012 x 6) 518210 Data Processing Hosting, and Related Services (IT Support Services) 0.00426 x 0.08745 0.0004 7) 541613 Marketing and Public Relations Services 0.00255 x 0.12302 0.0003 8) 518210 Data Processing Hosting, and Related Services (Transit Reporting) 0.00142 x 0.08745 0.0001 9) 812930 Parking Lot Management 0.00213 x 0.16549 0.0004 10) 541990 Other Professional Services (Transit Planning Consulting) 0.00284 x 0.22609 0.0006 Total 0.0298 Expressed as a % (*100) 2.98%

Rounded, Weighted Base Figure: 3%

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ATTACHMENT A-1 Agenda Item 7E

Business Outreach Committee (BOC) A Consortium of Bay Area Transit and Transportation Agencies

CONSULTATION MEETING 2019

Tuesday, April 2, 2019 12:00 PM – 1:00 PM

Alameda-Contra Costa Transit District (AC Transit) 1600 Franklin Street, Board Room Oakland, CA 94612

MINUTES

1. Introduction/Background • Artemise Davenport (BOC Chair/GGBHTD) began the meeting and gave a brief background of the BOC and the purpose of the consultation meeting.

• BOC member agency introductions: o Artemise Davenport, Golden Gate Bridge, Highway & Transportation District (GGBHTD) o Brooklyn Moore-Green, Alameda Contra Costa Transit District (AC Transit) o Phillip Halley, Alameda Contra Costa Transit District (AC Transit) o Tania Babcock, Eastern Contra Costa Transit Authority (Tri-Delta Transit) o Mike Furnary, Western Contra Costa Transit Authority (WestCat) o Sheila Evans-Peguese, San Francisco Municipal Transportation Agency (SFMTA) o Todd Senigor, San Francisco Municipal Transportation Agency (SFMTA) o Olga Medina, Santa Clara Valley Transportation Authority (VTA) o Liz Brazil, Santa Clara Valley Transportation Authority (VTA) o Dennis Ybarra, Solano County Transit (SolTrans) o Joseph Towner, San Francisco Bay Area Rapid Transit District (BART) o Hoa Sin, San Francisco Bay Area Rapid Transit District (BART) o Renee Kulick, Napa Valley Transportation Authority (NVTA) o Lauren Gularte, San Francisco Bay Ferry/Water Emergency Transportation Authority (WETA) o Kristina Martinez, Central Contra Costa Transit Authority (County Connection) o Luz Campos, Metropolitan Transportation Commission (MTC)

• Participant introductions: o Adam Gehlert, VSCE, Inc. o Cheryl Chambers, VSCE, Inc. 49

2. Roundtable Discussion • Proposed Roundtable Discussion Topics o What are the major barriers for your members in competing for contracting opportunities? o What trades are there a lack/plethora of DBE participation? o What types of technical assistance do your members need most? o Do you have suggestions for resources and references that the BOC should develop, maintain, and disseminate to your members? o How can the Business Outreach Committee assist you in your mission?

• Artemise Davenport (GGBHTD) began the discussion by letting participants know each of the agencies present were in the process of establishing their three-year overall DBE goals for FFY 2020-2022. The BOC is seeking feedback from participants on items such as: o Issues within the DBE/SBE community. o Challenges to the DBE program. o What agencies can do to assist DBE/SBEs.

• Adam Gehlert (VSCE, Inc.) asked how the BOC could better reach contractors since his firm was the only participant in attendance during this session. Ms. Davenport noted that the BOC utilizes a variety of avenues to get information out, including mass e-mail distribution. Individual agencies also have registration options on their respective websites to receive notifications of events, procurements, etc. Mr. Gehlert stated that it would be great to have one main website (at least at the regional level) of all agency contracting opportunities instead of having to register through each individual website.

• Sheila Evans-Peguese (SFMTA) asked VSCE how they get in front of job opportunities before they hit the street. Mr. Gehlert replied that they participate in many networking opportunities and agency events. Liz Brazil (VTA) noted match-making events to build connections with prime contractors. Ms. Davenport also noted that the BOC may consider fine-tuning its annual “Meet the Primes” events to create more 1-on-1 opportunities/interviews for DBEs/SBEs and prime contractors.

• Cheryl Chambers (VSCE, Inc.) stated that DBEs need assistance on financial forms in the procurement process if they have not done it before. Ms. Evans-Peguese asked if it would be helpful for agencies to hold separate sessions to assist in completing all required forms. Ms. Chambers answered yes, indicating all involved departments should be present at those meetings.

• Phillip Halley (AC Transit) asked VSCE what types of financial requirements they have for firms they work with. Mr. Gehlert stated they generally have payment mechanisms in place that are consistent with state law. Agencies asked how others were encouraging their primes to submit bills on time and what types of different payment mechanisms were there to ensure subcontractors were being paid on time and primes were being held accountable. Ms. Brazil noted that one payment mechanism was through the use of an escrow account to ensure subcontractors were being paid on time. This is something agencies can consider during the contract negotiations process.

• Artemise Davenport (GGBHTD) asked if VSCE had any suggestions for resources and how the BOC could assist. Ms. Chambers noted more outreach and partnering up with different organizations (i.e. Conference of Minority Transportation Officials (COMTO)). 50

• Cheryl Chambers (VSCE) asked what the difference was between both sessions being held. Ms. Davenport explained the first session was geared towards business organizations, chambers of commerce, etc. that may be able to provide feedback on the DBE/SBE communities they work with. The second session is open to the general public and DBE/SBE community where they are able to comment on the goal-setting methodology agencies use to establish their overall goals and/or the DBE Program in general.

• Phillip Halley (AC Transit) asked VSCE how busy their organization was at this time. He noted that AC Transit has had a number of solicitations with a lack of, or no bids. He sought input on different advertising strategies and how other agencies were getting their information out.

ADJOURNMENT

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Business Outreach Committee (BOC) A Consortium of Bay Area Transit and Transportation Agencies

PUBLIC PARTICIPATION MEETING 2019 Establishing Overall Triennial DBE Goal for Federal Fiscal Year (FFY) 2020-2022

Tuesday, April 2, 2019 2:00 PM – 3:00 PM

Alameda-Contra Costa Transit District (AC Transit) 1600 Franklin Street, Board Room Oakland, CA 94612

MINUTES

1. Introduction/Background  Artemise Davenport (BOC Chair/GGBHTD) began the meeting and gave a brief background of the BOC and the purpose of the public participation meeting.

 BOC member agency introductions: o Artemise Davenport, Golden Gate Bridge, Highway & Transportation District (GGBHTD) o Brooklyn Moore-Green, Alameda Contra Costa Transit District (AC Transit) o Phillip Halley, Alameda Contra Costa Transit District (AC Transit) o Tania Babcock, Eastern Contra Costa Transit Authority (Tri-Delta Transit) o Mike Furnary, Western Contra Costa Transit Authority (WestCat) o Sheila Evans-Peguese, San Francisco Municipal Transportation Agency (SFMTA) o Todd Senigor, San Francisco Municipal Transportation Agency (SFMTA) o Olga Medina, Santa Clara Valley Transportation Authority (VTA) o Liz Brazil, Santa Clara Valley Transportation Authority (VTA) o Dennis Ybarra, Solano County Transit (SolTrans) o Joseph Towner, San Francisco Bay Area Rapid Transit District (BART) o Hoa Sin, San Francisco Bay Area Rapid Transit District (BART) o Renee Kulick, Napa Valley Transportation Authority (NVTA) o Lauren Gularte, San Francisco Bay Ferry/Water Emergency Transportation Authority (WETA) o Kristina Martinez, Central Contra Costa Transit Authority (County Connection) o Luz Campos, Metropolitan Transportation Commission (MTC)

2. Presentation: DBE Program Triennial Goal-Setting Methodology  Olga Medina (VTA) provided an overview on the goal-setting methodology used by agencies in establishing their DBE goals. This included identifying contracting opportunities, setting a base figure, and making any adjustments as necessary. The presentation also included each participating agency’s 53 proposed goal as of that date.

3. Presentation: Nor-Cal PTAC  K. Patrice Williams of Norcal Procurement Technical Assistance Center (PTAC) provided an overview of a no-cost service available to DBEs. These support services include bid matching, strategic planning, procurement counseling, and assistance with bid proposals/submittals.

4. Public Comments, Q&A  Are race-neutral goals being phased out? Are you finding more success in race-conscious goals? o Sheila Evans-Peguese stated yes, however, race-conscious must be justified through a narrowly tailored disparity study.

 Artemise Davenport (GGBHTD) noted that these proposed goals are not confirmed as each agency continues to work through their respective departments. Each agency will publish their final proposed goals for thirty (30) days on their individual websites.

 How does WestCat have a 0% proposed goal? This does not look good from an outside perspective o Mike Furnary stated that WestCat does not anticipate receiving federal funding to use on its upcoming contracting opportunities. They anticipate using federal dollars for the purchase of vehicles, which is not included in this goal-setting process. Transit Vehicle Manufacturers (TVMs) are required to establish their own DBE goals.

 Is there anywhere on your website(s) where we can see past DBE participation/goal attainment? It would help to see the attainment and how DBE’s could help achieve those goals. o Proposed goals will be posted on individual agency websites. In addition, most agencies report to their Board of Directors or Committees, the status of goal attainment and DBE participation for the fiscal year. o Liz Brazil (VTA) also noted that the Federal Transit Administration (FTA) website lists its top fifty (50) grantees past goals and attainment. o Artemise Davenport stated she would create a list to include DBE goals and attainment for each agency in attendance and will post to the Golden Gate Bridge District’s website.

 This is a request for all agencies to make a coordinated effort in creating one major report that captures cumulative data related to the DBE program. This may include progress, challenges, participation, payments, etc. There are challenges with DBEs and SBEs being paid on time. The program should help small businesses grow and profit in the State of California.

 What level of tier are DBEs participating on contracts? How can DBEs move from the 5th or 6th tier to the 1st or 2nd tier? o Sheila Evans-Peguese (SFMTA) responded that although it is encouraged, it can be a challenge to unbundle contracts.

 I am not a DBE, but a SBE. What resources are available to SBEs? o Most agencies have a separate SBE component or program. There are also SBE goals on contracts.

 How do you start looking at teams before a RFP is even put out? Most are already formed beforehand. o Artemise Davenport (GGBHTD) responded that the BOC will be looking into creating more opportunities to help DBEs/SBEs build more working relationships through events such as matchmaking, networking, and interviews/1-on-1 with primes. o Sheila Evans-Peguese (SFMTA) encouraged reaching out to project managers at the specific agency and to primes in advance. Luz Campos (MTC) noted that MTC has a vendor database used during the procurement process, which will list everyone interested in a specific project. Artemise Davenport mentioned GGBHTD uses the same procurement portal as MTC. 54

 Our firm is interested in a SFMTA solicitation and have begun the process of reaching out to DBEs. Not all DBEs will call back/respond or are not interested, etc. What can we do? o Sheila Evans-Peguese (SFMTA) encouraged reaching out to the agency for assistance. Some DBEs need to update their phone numbers, have moved, etc.

5. ADDITIONAL NETWORKING & ADJOURNMENT

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62 ATTACHMENT A SOLANO COUNTY TRANSIT June 20193

FINANCE AND ADMINISTRATION MANAGER DEPUTY DIRECTOR

DEFINITION

Under direction, the Finance and Administration ManagerDeputy Director is responsible for various functions including Finance and Administration, Human Resources, Grant Management and serves as the lead in the absence of the Executive Director. general accounting and administrative activities, budget development and oversight, grant program accounting and management, procurement, asset inventory records, financial and operating reports; oversight of employment activities; serves as primary contact for regulatory inquiries audits and reviews; oversees fare media and cash accountability and controls.

The main function is to assist the Executive Director in coordinating Agency activities to obtain optimum efficiency and economy of operations and maximizing service performance of the agency.

DISTINGUISHING CHARACTERISTICS

All employees of Solano County Transit are at-will; terms and conditions of employment are set forth in individual contracts.

The Finance and Administration ManagerDeputy Director is responsible for overseeing one or more significant financial and administrative work units and related programsas well as a serving as a team lead for the Department Heads.

Significant discretion and judgment are required in handling the complex and sensitive information that can include budget, contracts, employment, legislative, and legal matters pertaining to the overall administration of the agency. Successful performance of the work requires independent judgment in matters concerning the attention of the Executive Director, Board Chair, or members of the Board. Supervision of other professional, technical and/or clerical staff of the assigned work units and programs is required. The incumbent will be expected to cross-train in other operational areas, and may be called upon to provide support and assistance to address issues and concerns outside areas of assignment. The Deputy Director provides direction to subordinate managers regarding activities and operations of their functional areas; ensures the enforcement of all applicable laws, ordinances and regulations; assumes responsibility for directing the identification and analysis of opportunities for service improvements and enhancements; manages the organizational structure, service levels and administrative systems required to accomplish transportation service objectives in an effective and efficient manner; plans, develops, and oversees implementation of the long- and short-range strategies and programs in support of SolTrans strategic goals and objectives; makes recommendations and presentations to the Executive Director on matters pertaining to management of the agency develops the operating and capital budget and directs expenditures in accordance with the approved budget; provides administrative and policy oversight for all Human Resources; represents SolTrans before the SolTrans Board of Directors, commissions and legislative bodies, administrative officials, public agencies, community groups, labor organizations, industry organizations, and the general public regarding the transportation system; and performs related duties as assigned.

SUPERVISION RECEIVED AND EXERCISED

Reports to the Executive Director. Provides lead work direction and direct supervision to professional, technical, and clerical staff of assigned units. Serves in the Executive Director’s stead in his/her absence.

EXAMPLES OF DUTIES 63 Page 1 of 4 Duties may include, but are not limited to, the following essential tasks:

 Assists the Executive Director in formulating and recommending operating policies and procedures.  Administers everyday functions, coordinates with Executive Director to prepare long term strategies.  Provides guidance to department heads.  Oversees and participates in the development and administration of the budget for all SolTrans departments, approves the forecast of funds needed for staffing, equipment, materials, approves expenditures and implements budgetary adjustments as appropriate and necessary.  Serves as lead on all grant applications, development and reporting.  Serves as lead on all procurements.  Monitors all departments to ensure conformance with goals and objectives, helping to ensure peak performance.  Represents SolTrans at local, regional and national meetings and conferences.  Plan, manage, and supervise the finance and administrative services in support of the mission, goals, and objectives of Solano County Transit.  Administer financial planning services and activities of the agency, including the collection, analysis, reporting, and forecasting of patron and revenue information; forecasts annual revenues from primary sources such as fares, grants, and potentially future bond issues or taxes.  In support of the Planning and Operations Manager if needed, respond to a variety of complex inquiries relating to ridership analysis, station patronage, service planning, fare issues, surcharges, debt service, and other matters.  Participate in the development and implementation of goals, objectives, policies and priorities for assigned programs or projects; forecast funds needed for staffing, equipment, materials, and supplies.  Develop and monitor budgets, financial plans, cash flows, reporting requirements, and specification changes; prepare budget and capital labor reports; monitor and approve expenditures; implement adjustments.  Oversee the preparation of state and federal grant applications; manage grant fund administration and program evaluations.  Track and evaluate the efficiency and effectiveness of methods and procedures, including recommending, within agency policy, appropriate service and staffing levels.  Assign, coordinate, and review the work plan for assigned staff; assign work activities, projects and programs; review and evaluate work products, methods, and procedures; meet with staff to identify and resolve problems.  Oversee agency-wide financial planning functions; develop annual updates to transit plans; update and file associated reports.  Monitor developments and legislation related to assigned area of responsibility; evaluate impact upon agency operations; recommend and implement equipment, practice and procedural improvements.  Select, train, motivate, and evaluate assigned personnel; provides or coordinates staff training; work with employees to correct deficiencies; implement discipline, and termination procedures.  Oversee human resources activities for the agency, including recruitment and selection, classification and compensation, and employee relations.  Conduct and coordinate a variety of organizational studies, operational studies, and investigations; recommend modifications to financial planning programs, policies, and procedures as appropriate.  Oversee procurement processes; develop scope of service for bids; publicize bid opportunities; research, evaluate, and recommend vendors and products.  Provide staff assistance and regular updates to the Executive Director regarding operating budgets and analysis. Prepare board reports and present to the Board of Directors regarding operating and capital budgets, the annual audit, grants and contracts and other items as necessary. 64 Page 2 of 4  Manage financial aspects of inter-agency operating agreements including modeling, forecasting, billing, analysis, and service planning.  Oversee the annual independent audit process and ensure timely completion of the Comprehensive Annual Financial Report (CAFR).  Perform related duties as assigned.

QUALIFICATION GUIDELINES:

A typical way to obtain the knowledge and abilities required for this classification would be:

Experience:

A minimum of four years of professional and managerial experience which includesd budget and financial administration, contract administration, oversight of human resources activities, and direct supervisory responsibility. Administrative eExperience within a transit agency of equal or greater size in terms of service delivery is preferred.is required.

Education:

A bachelor’s degree from an acceptable, accredited college or university with major course work in public administration, business administration, public finance, or a closely related field. A master’s degree in a closely related field or a CPA is preferred.

Required Knowledge and Abilities:

Knowledge of:

 Operational characteristics, services, and activities of a financial planning program.  Principles and practices of financial analysis and planning and general accounting including GAAP and GASB.  Program development and administration.  Statistical and economic analysis.  Methods and techniques of developing and analyzing computerized financial planning models.  Elements of financial and operating reports and asset inventory records.  Market research and strategic planning.  Business computer user applications, functions, and programs related to the work.  Principles of governmental budget preparation and administration.  Grant development, program accounting, and management.  Basic principles of human resources administration.  Principles, practices, techniques, and methods of supervision, training, coaching, and performance evaluation.  Pertinent federal, state, and local laws, codes, and regulations.

Ability to:

 Oversee and participate in the management of a comprehensive financial analysis program.  Plan, organize, and direct programs and work units within Solano County Transit.  Direct and coordinate the work of professional, technical, and support staff.  Select, supervise, train, and effectively evaluate staff.  Participate in the development and administration of division goals, objectives, and procedures.  Negotiate agreements with transportation agencies, vendors, or other entities that may present a financial impact to the agency. 65 Page 3 of 4  Analyze and identify operational and workflow problems, identify alternative solutions, project consequences of proposed actions, and make effective recommendations.  Develop and administer program and grant budgets of varying size and complexity.  Prepare clear and concise administrative and financial reports.  Accurately interpret and apply federal, state, and local policies, laws, and regulations.  Effectively use personal computer equipment and software during daily course of work.  Communicate clearly and concisely, both orally and in writing.  Establish and maintain effective working relationships with those contacted in the course of work.

License(s) and Certificate(s):

All licenses and certificates and other employment standards are required at the time of application and as a condition of continued employment.

Possession of a valid current California driver’s license and a safe driving record is required. Individuals who do not meet this requirement due to a physical disability will be reviewed on a case-by-case basis.

Along with the requirements for a driver’s license, additional licenses or professional credentials which confirm professional standing in the career field may be required.

Physical Demands and Working Conditions

The physical demands and working conditions described here are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.

Work is usually performed in a typical office setting. Evening and weekend work may be required. Travel may be required to other meeting locations. Hand-eye coordination is necessary to operate computers and various pieces of office equipment. While performing the duties of this job, the employee is occasionally required to stand; walk; use hands to finger, handle, feel or operate objects, tools, or controls; and reach with hands and arms. The employee is occasionally required to sit; climb or balance; stoop, kneel, crouch, or crawl; talk or hear; and smell. The employee must occasionally lift and/or move up to 25 pounds.

FLSA: Exempt

SUPPLEMENTAL INFORMATION: Adopted: 6/2013 Revised: 6/2019 Title Change: Maintenance Update: 6/2019 Abolished:

66 Page 4 of 4 SolTrans Salary Table ATTACHMENT B FY 2019‐2020

Bottom Control Point Top Accountant Hourly $31.11 $36.60 $43.06

Biweekly $2,488.70 $2,927.88 $3,444.57

Monthly $5,392.19 $6,343.75 $7,463.23

Annually $64,706.28 $76,124.99 $89,558.77

Administrative Clerk Hourly $21.37 $25.14 $29.58

Biweekly $1,709.48 $2,011.15 $2,366.06

Monthly $3,703.87 $4,357.49 $5,126.45

Annually $44,446.39 $52,289.85 $61,517.44

Board Clerk Hourly $33.78 $39.74 $46.76

Biweekly $2,702.53 $3,179.45 $3,740.52

Monthly $5,855.48 $6,888.80 $8,104.47

Annually $70,265.80 $82,665.60 $97,253.60

Executive Director Hourly $66.94 $78.75 $92.64

Biweekly $5,354.86 $6,299.83 $7,411.56

Monthly $11,602.19 $13,649.63 $16,058.38

Annually $139,226.25 $163,795.51 $192,700.50

Deputy Director Hourly $60.24 $70.87 $83.38

Biweekly $4,819.37 $5,669.84 $6,670.40

Monthly $10,441.97 $12,284.66 $14,452.54

Annually $125,303.63 $147,415.96 $173,430.45

Finance and Administration Manager Hourly $50.70 $59.65 $70.18

Biweekly $4,056.30 $4,772.12 $5,614.26 67 Monthly $8,788.66 $10,339.59 $12,164.22

Annually $105,463.92 $124,075.13 $145,970.67 SolTrans Salary Table FY 2019‐2020

General Services Manager Hourly $50.70 $59.65 $70.18

Biweekly $4,056.30 $4,772.12 $5,614.26

Monthly $8,788.66 $10,339.59 $12,164.22

Annually $105,463.92 $124,075.13 $145,970.67

Operations and Planning Manager Hourly $50.70 $59.65 $70.18

Biweekly $4,056.30 $4,772.12 $5,614.26

Monthly $8,788.66 $10,339.59 $12,164.22

Annually $105,463.92 $124,075.13 $145,970.67

Program Analyst I Hourly $29.38 $34.56 $40.66

Biweekly $2,350.03 $2,764.74 $3,252.63

Monthly $5,091.73 $5,990.27 $7,047.37

Annually $61,100.75 $71,883.20 $84,568.43

Program Analyst II Hourly $33.78 $39.74 $46.76

Biweekly $2,702.53 $3,179.45 $3,740.52

Monthly $5,855.48 $6,888.80 $8,104.47

Annually $70,265.80 $82,665.60 $97,253.60

Program Assistant Hourly $26.71 $31.43 $36.97

Biweekly $2,136.96 $2,514.07 $2,957.72

Monthly $4,630.07 $5,447.14 $6,408.40

Annually $55,560.87 $65,365.70 $76,900.78

70 ATTACHMENT A Agenda Item 10A

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