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BOARD OF DIRECTORS MEETING

DATE : Tuesday, December 11, 2018

TIME : 5:30 p.m.

PLACE : Vancouver Community Library, Columbia Room, 901 C. Street, Vancouver WA (360-696-4494, e-mail: [email protected]; Web site: www.c-tran.com)

Vancouver Community Library is accessible by C-TRAN Routes #2, #25, #30, #32, #37, #39, #60, #71, #105, and The Vine

The complete C-TRAN Board of Directors meeting packet is available on C- TRAN’s website at http://www.c-tran.com/about-c-tran/c-tran-board- information/board-meeting-documents

AGENDA ITEM NO. PAGE NO.

CALL TO ORDER AND PLEDGE OF ALLEGIANCE

ROLL CALL OF BOARD MEMBERS

APPROVAL OF AGENDA

CITIZEN COMMUNICATIONS – (Anyone requesting to speak to the Board of Directors, may come forward at this time. Comments are limited to three minutes per person.) All comment cards to be collected by Presiding Officer before comments begin.

LIGHTER SIDE 1. NEW YEAR’S EVE FARE FREE COMMERCIALS Contact Chief Executive Officer Shawn Donaghy. TIME ESTIMATED AT 2 MINUTES

C-TRAN Board of Directors Agenda –December 11, 2018 Page 1 of 4 1 ITEM NO. PAGE NO.

CONSENT ITEMS 1. APPROVAL OF BOARD MEETING MINUTES: NOVEMBER 13, 2018 5 Contact Executive Assistant/Clerk of the Board Debbie Jermann.

2. TRANSMITTAL OF CLAIMS NUMBERED 120430 THROUGH 120745 PLUS 17 NET PAYROLL PAID IN NOVEMBER 2018, IN THE TOTAL AMOUNT OF $11,623,172.45 Contact Deputy Director of Finance/Controller Julie Syring.

ACTION ITEMS 1. 2019 FEDERAL LEGISLATIVE AGENDA ADOPTION AND LEGISLATIVE 35 UPDATE, STAFF REPORT #18-060 C-TRAN’s recommended approach for the coming year will build upon last year’s priorities; including working with our partners at both The Bus Coalition (TBC) and the American Public Transportation Association (APTA) on the following key priorities: 1) Fully fund the Federal Transit Administration (FTA) Capital Investment Grant Program as authorized in the FAST Act, especially as it relates to the Small Starts Program; 2) Continue working with TBC and other partners on fully restoring the funding to the Bus and Bus Facilities Program; and 3) Continue working with our congressional delegation to advance C-TRAN grant applications, with a continued emphasis on the Mill Plain Bus Rapid Transit (BRT) Project, bus replacement, and facility improvements. Contact Chief External Affairs Officer Scott Patterson. TIME IS ESTIMATED AT 10 MINUTES.

2. 2019 STATE LEGISLATIVE AGENDA ADOPTION AND LEGISLATIVE 37 UPDATE, STAFF REPORT #18-061 C-TRAN, as a member of the Washington State Transit Association (WSTA) and the Clark County Transportation Alliance (CCTA), has participated in the development of both organizations’ current Washington State Legislative Statements. It has been C-TRAN’s practice to endorse the WSTA Legislative Agenda and participate as a member of the CCTA. Contact Chief External Affairs Officer Scott Patterson. TIME IS ESTIMATED AT 10 MINUTES.

3. 2019-2020 OPERATING BUDGET AND 2019-2022 CAPITAL BUDGET; 43 BOARD RESOLUTION BR-18-006, STAFF REPORT #18-062 The 2019-2020 Operating Budget and the 2019-2022 Capital budget was developed to support the C-TRAN 2030 Plan Update and is organized around five principal themes. These themes were presented at the November 13, 2018 Budget presentation and include: 1) Safety & Security; 2) Word Class Service & Ridership; 3) Fiscal Duty; 4) Community & Governmental Stewardship; and 5) Our Team. Contact Deputy Director of Finance/Controller Julie Syring. TIME IS ESTIMATED AT 10 MINUTES.

C-TRAN Board of Directors Agenda –December 11, 2018 Page 2 of 4 2 ITEM NO. PAGE NO.

COMMUNICATIONS From the Chair

From the Board

From the Chief Executive Officer

From Legal Counsel

EXECUTIVE SESSION 1. EXECUTIVE SESSION – LABOR NEGOTIATIONS, PURSUANT TO RCW 42.30.140(4)(a) Contact Chief Executive Officer Shawn Donaghy and Deputy Director of Human Resources & Risk Laura Merry. TIME ESTIMATED AT 10 MINUTES

ADJOURNMENT

C-TRAN Board of Directors Agenda –December 11, 2018 Page 3 of 4 3

UPCOMING BOARD DISCUSSIONS • This list is for information only and subject to change 1st •Quarter (January - March) - 2019 • CCAC Quarterly Update Election of the 2019 C-TRAN Board of Directors Chair and Vice-Chair Annual Review and Approval of C-TRAN Board Policy PBD-012 – Code of Ethics

• 2nd• Quarter (April - June) - 2019 CCAC Quarterly Update Chief Executive Office 2018 Annual Performance Review • 3rd Quarter (July - September) - 2019 CCAC Quarterly Update • 4th •Quarter (October - December) - 2019 • CCAC Quarterly Update 2019-2020 Biennial Budget Approval 2020 State and Federal Legislative Agendas

UPCOMING BOARD MEETING SCHEDULE All Meetings are held in the Columbia Room at the Vancouver Library, 901 C Street, Vancouver, WA, unless otherwise noted

January 8, 2019 – 5:30 p.m. February 12, 2019 – 5:30 p.m. March 12, 2019 – 5:30 p.m. April 9, 2019 – 5:30 p.m. May 14, 2019 – 5:30 p.m. June 11, 2019 – 5:30 p.m. July 9, 2019 – 5:30 p.m. August 13, 2019 – 5:30 p.m. September 10, 2019 – 5:30 p.m. October 8, 2019 – 5:30 p.m. November 12, 2019 – 5:30 p.m. December 10, 2019 – 5:30 p.m.

C-TRAN Board of Directors Agenda –December 11, 2018 Page 4 of 4 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34

STAFF REPORT #18-060

TO : Chair and Board of Directors

FROM : Shawn M. Donaghy, Chief Executive Officer Scott Patterson, Chief External Affairs Officer

DATE : December 11, 2018

SUBJECT : 2019 Federal Legislative Agenda

OBJECTIVE: To adopt C-TRAN’s 2019 Federal Legislative Agenda.

PRESENT SITUATION: The current 6-year FAST Act Surface Transportation law, passed in 2016, contains many improvements and changes to public transportation funding, including a new bus and bus facilities competitive grant program. However, it fell far short of correcting a major reduction in bus and bus facility funding realized under the preceding act, MAP-21. Last year’s federal legislative agenda focused largely on supporting continuing efforts to continue advocating for additional investment in the bus and bus facilities program. This effort has largely been driven by our partners at The Bus Coalition (TBC), an advocacy organization that supports funding for federal transit bus and bus facility programs. Recently, TBC announced the formation of a bipartisan Congressional Bus Caucus that will give a stronger voice for the need to support adequate federal funding for bus transit programs.

C-TRAN’s recommended approach for the coming year will build upon last year’s priorities; including working with our partners at both TBC and the American Public Transportation Association (APTA) on the following key priorities: 1. Fully fund the Federal Transit Administration (FTA) Capital Investment Grant Program as authorized in the FAST Act, especially as it relates to the Small Starts Program; 2. Continue working with TBC and other partners on fully restoring the funding to the Bus and Bus Facilities Program; and 3. Continue working with our congressional delegation to advance C-TRAN grant applications, with a continued emphasis on the Mill Plain Bus Rapid Transit (BRT) Project, bus replacement, and facility improvements.

PROPOSAL: For the C-TRAN Board of Directors approval for C-TRAN’s 2019 Federal Legislative Agenda as outlined above.

ACTION: That the C-TRAN Board of Directors approves C-TRAN’s 2019 Federal Legislative Agenda as outlined above.

C-TRAN Staff Report #18-060 Page 1 of 1 35 36

STAFF REPORT #18-061

TO : Chair and Board of Directors

FROM : Shawn M. Donaghy, Chief Executive Officer Scott Patterson, Chief External Affairs Officer

DATE : December 11, 2018

SUBJECT : 2019 State Legislative Agenda

OBJECTIVE: To adopt a 2019 State Legislative Agenda that addresses key C-TRAN priorities.

PRESENT SITUATION: C-TRAN, as a member of the Washington State Transit Association (WSTA) and the Clark County Transportation Alliance (CCTA), has participated in the development of both organizations’ current Washington State Legislative Statements. It has been C-TRAN’s practice to endorse the WSTA Legislative Agenda and participate as a member of the CCTA.

One of the key initiatives for WSTA is to seek the establishment of a statewide bus and bus facility capital grant program with the next passage of a new transportation revenue package. A copy of the full WSTA 2019 Legislative Priorities is attached for your information (Attachment No. 1).

The Clark County Transportation Alliance (CCTA) 2019 Washington State Legislative Policy Statement includes seven (7) distinct subject areas, including public transportation. The policy statement has been a useful tool in assisting sponsoring agencies from Clark County in presenting a unified message when communicating with legislators in Olympia. A copy of the policy statement is attached to this staff report (Attachment No. 2).

C-TRAN’s top three priorities are described in the CCTA statement and will be the primary focus for the agency in the upcoming legislative session: 1. Advance C-TRAN’s Mill Plain Bus Rapid Transit (BRT) project 2. Advance I-5 southbound Bus on Shoulder (BOS) project 3. Seek $5 million capital request to support C-TRAN’s Maintenance and Operations Facility improvements

C-TRAN Staff Report #18-061 Page 1 of 2 37 PROPOSAL: That the C-TRAN Board of Directors approves the 2019 C-TRAN State Legislative Agenda that includes endorsement of the 2019 WSTA Legislative Agenda and Endorsement of the 2019 Clark County Transportation Alliance Policy Statement.

ACTION: That the C-TRAN Board of Directors approves the 2019 C-TRAN State Legislative Agenda that includes: 1. Endorsement of the 2019 WSTA Legislative Agenda; AND 2. Endorsement of the 2019 Clark County Transportation Alliance Policy Statement.

Attachments: 1. WSTA 2019 Legislative Agenda 2. CCTA 2019 Washington State Legislative Policy Statement

C-TRAN Staff Report #18-061 Page 2 of 2 38 Members ATTACHMENT NO. 1 • Asotin County Transit • Ben Franklin Transit • C-TRAN

• Clallam Transit • Columbia County Public Transportation 2019 • Community Transit • Central Transit Legislative Priorities • Everett Transit Seek establishment of a statewide bus and bus facility capital grant • Garfield County Public program with passage of a new transportation revenue package. Transportation WSTA’s top priority is the establishment of a new grant program • Grant Transit Authority focused on bus and bus facility capital needs to address expansion • Grays Harbor Transportation and replacement needs for transit fleets and facilities to increase Authority capacity, safety, and reliability. • Intercity Transit Seek legislation to allow for WSDOT & WSTA to begin state rolling • Island Transit stock procurement. • Jefferson Transit WSTA seeks changes in state law to allow WSDOT and WSTA in • King County Metro partnership to begin procuring rolling stock for members. This • Kitsap Transit would improve efficiency and ensure transit agencies are a priority when procuring rolling stock. • Link Transit • Mason Transit Authority Seek legislation to allow transit agencies who manage and operate • Pacific Transit state-owned, and or funded, Park & Rides to allow for flexibility in • Pierce Transit how those facilities are managed. • Pullman Transit WSTA will seek a legislative fix to assist transit agencies who operate and manage park and ride facilities to begin parking • RiverCities Transit management programs and enforcement. • Seattle Department of Transportation Seek modifications to state sales tax exemptions to ensure the • Skagit Transit protection of locally voter-approved measures. • Sound Transit WSTA seeks to ensure state policy which provides sales tax • Spokane Transit Authority exemptions, present or future, do not negatively impact locally approved tax measures. • TranGo • Twin Transit • Valley Transit • Whatcom Transportation Authority • WSDOT – Division of Public Transportation • Yakima Transit

39 ATTACHMENT NO. 1 Public Education & Outreach Public Policy & Advocacy Collaboration & Professional Development

Support policy and legislation incentivizing the purchase and operations of zero-emission transit vehicles. WSTA supports policies and legislation to provide greater incentives to lower the cost in the capital purchase and operations of zero-emission vehicles.

Support legislation to protect the efficiency and effectiveness of bus operations in congested corridors such as; increased enforcement of HOV lanes and Bus-Only Lanes & Zones. WSTA supports efforts to allow jurisdictions to monitor bus-only lanes and zones with traffic camera technology, and to issue infractions when necessary. In addition, WSTA supports efforts to increase enforcement and stronger management of the State HOV system.

Support carbon reduction-related legislation that will positively impact public transit. It is the position of WSTA that any comprehensive carbon reduction-related efforts, including but not limited to the creation of carbon fees or taxes, should include the funding of public transit to support the delivery of public transit.

Update, protect, maintain, and increase state funding programs that support public transit. WSTA supports efforts to protect, maintain and when possible, increase funding, for the multi-model account to ensure the continuation of grant programs such as; Regional Mobility, Rural Mobility, Vanpool Investment, Special Needs, Capital Grant, and Commute Trip Reduction. In addition, WSTA seeks to address outdated grant goals, objectives and policies to ensure a comprehensive state grant program that meets 21st century needs by transit agencies.

Ensure effective and efficient delivery of public transit. WSTA supports efforts that facilitate safe, cost-effective and efficient delivery of transit operations, services and projects as well as monitor legislation that involves regional tolling, land use development, performance measures related to federal legislation, public records, state MPO/RTPOs, procurement, and changes to RCWs related to public transit authorities and when necessary oppose legislation that would negatively impact public transit.

WSTA’s Advocacy Team Justin D. Leighton Executive Director 360.786.9734

Michael Shaw WSTA Lobbyist 206.595.6108

lyset Cadena SMTA Lobbyist 915.497.6085

40 Clark County Transportation Alliance Clark County 2019-20 Policy Statement Transportation Alliance 2019-20 Policy Statement

[Sponsor agency names and logos here.] Funded Connecting WA Projects ATTACHMENT NO. 2 Unfunded Critical Regional Projects 41

For more information, contact [email protected] or call 360.695.4116 SR-500 Intersections at 42nd Ave and 54th Ave A CALL TO FURTHER ACTION ($6M): implement cost effective safety improvements from 2018 practical solutions study; additional lark County’s residents, employers, workers and The Clark County Transportation Alliance (CCTA) fully investments including overpasses may be warranted guests are experiencing serious transportation supports replacement of the I 5 bridges and related C - I-205/SR-500 to Padden Expressway ($30M): add constraints from rapid growth and urbanization. Already corridor improvements. The I 5 spans are functionally - auxiliary lanes to address congestion hotspot the 12th worst congested commute among 240 cities obsolete and over time will require substantial (INRIX), traffic pressures will magnify as southwest maintenance investments to remain operational. Broad I-205 at Mill Plain Blvd to SR-500 ($25M): add Washington welcomes 140,000 more residents and support is demonstrated through the process framework auxiliary lanes and active traffic management facilities 86,000 jobs (RTC), and Portland adds 500,000 established in SSB 5806 along with widespread regional to increase flow and capacity; project study underway residents and 350,000 jobs (Metro/RTC) by 2040. business and governmental statements supporting SR-500/Fourth Plain/SR-503 ($60M): intersection immediate action. C-TRAN introduces the region’s first Bus Rapid Transit (BRT) As the second-largest metropolitan area in the Pacific improvement to address congestion hot spot; project Northwest, our top priority is addressing deficiencies in A bi-state approach focused on finding significant, study underway Facilitating Transportation Mobility and the I-5 bridge and influence area, including replacing its practical solutions through this primary freight, SR-14 Camas Slough Bridge ($35M): parallel bridge outdated, chronically congested and accident prone commerce and commuter corridor is imperative, in - structure for westbound traffic and added capacity Economic Growth spans. Traffic crawls at below 30 mph seven hours a keeping with the I-5 Corridor Strategic Plan (2002). We day, and at just 9 mph on I-5 during peak hours (RTC) endorse efforts by the Oregon legislature to fund SR-14/I-205 Interchange (TBD): provide funds for We urge legislators to embrace the following priorities as 135,000 trips are made daily between Washington projects that address I-5 corridor deficiencies, especially congestion relief; project study underway where possible: and Oregon – 300,000 when including I-205. the I-5/I-84 interchange (a.k.a. “The Rose Quarter”) in SR-14 Phase 2 Access Improvements, Towncenter • Enhance or expand funding programs to improve downtown Portland. We also place high priority on long- Connectors and Railroad Grade Separation safety and accessibility for everyone, including range transportation corridor planning given steadily ($64.8M): road improvements, connectors and rail over/ increased funding for safe bike and pedestrian rising population and commerce forecasts. underpass at 15th St, 32nd St, 27th St, A/Addy St. and pathways, sidewalks and street crossings ATTACHMENT NO. 2 Regionally Critical Projects and Needs Index St. • Support broadband infrastructure to disperse NE 10th Ave from 149th to 154th St/Whipple Creek economic opportunity, foster telecommuting and ($10M): completes new north-south corridor for I-5 better compete in the gig economy Action #2 • Fund regionally significant improvements for marine NE 15th Ave from 179th Street to NE 189th St access within the Columbia River, and rail access Fund Regionally Critical Projects to vicinity ($15M): adds new arterial connection to Address Immediate Needs: secure funding improvements and track upgrades for ports and the increase capacity in conjunction with 179th/I-5 either through single project awards or as part county-owned Chelatchie Prairie Railroad - interchange upgrade of the next statewide transportation funding • Support the Port of Vancouver USA’s Terminal 1 package for regionally critical projects NW 32nd Ave Industrial Corridor ($3M): planning, Waterfront development project for safety, environmental review for north-south arterial commerce and tourism Century-old I-5 bridge is only Interstate lift span in the West Fund Critical Area Planning: Find additional • Reform and fund the Model Toxics Control Act maintenance, planning and traffic operations SE 1st Street at 164th to 192nd Avenue ($7M): We urge local, state and federal legislators to be our (MTCA) to assure a healthy environment funds for critical urban areas (SR-14, SR-500, arterial widening and multi-modal upgrade; leverages champions in addressing specific needs described in • Create a broader array of infrastructure financing this statement. I-5, I-205) to provide increased response significant private sector investments methods, including tax increment financing, design- I-5 Bridge Replacement and Influence SR-500 (Everett Street) and NE Lake Road build, public/private partnerships (P3), and We support the acceleration of projects in the Intersection ($5M): new roundabout at intersection to continued Public Works Trust Fund, CERB, FMSIB, Area Improvements Connecting Washington package, such as improve capacity and safety TIB and FRAP funding economically vital interchange improvements at I-5 • Actively embrace smart technologies to ease Action #1 and 179th St. We support project budget adjustments SE Grace Avenue at SE Rasmussen Blvd to East Main Street ($6.6M): arterial street realignment and pressures on the transportation grid and improve Create an I-5 Bridge Replacement Project where labor, materials and right-of-way costs have risen new signal for upgraded capacity safety for all users. Office ($15M): pursue bi-state legislative substantially. . consensus, prepare critical permitting Public Transit ($5M): C-TRAN is building upon its 2017 Funding is requested for additional regional system pathway, develop funding plan, begin Bus Rapid Transit debut on Fourth Plain and is priorities that serve the growth needs of communities, permitting work assembling plans for a similar BRT line along Mill Plain. 42 reduce congestion hotspots, improve safety and provide Complete Supplemental EIS Process: It also seeks to expand its successful Bus on Shoulder multi-modal enhancements. Each project has been re-evaluate prior scope and EIS, restart project on SR-14 with a project along I-5 Southbound vetted through the regional planning process. permitting work, submit and achieve from the 99th St. Park and Ride to the I-5 bridge. It is approvals, secure funding commitments, The following is a list of critical regional projects: consolidating and modernizing its maintenance and develop construction packages ($50-100M, operations and seeks $5M in capital support for the depending on scope) $30M project.

STAFF REPORT #18-062

TO : Chair and Board of Directors

FROM : Julie Syring, Deputy Director of Finance/Controller

VIA : Shawn M. Donaghy, Chief Executive Officer

DATE : December 11, 2018

SUBJECT : 2019-2020 Operating Budget and 2019-2022 Capital Budget

OBJECTIVE: To adopt the 2019-2020 Operating Budget and the 2019-2022 Capital Budget.

BACKGROUND: The 2019-2020 Operating Budget and the 2019-2022 Capital budget support the C-TRAN 2030 Plan Update, and are organized around five principal themes. These themes were presented at the November 13, 2018 Budget presentation and include:

1. Safety & Security 2. Word Class Service & Ridership 3. Fiscal Duty 4. Community & Governmental Stewardship 5. Our Team

With the recommended operating and capital budgets, C-TRAN continues to operate as a “pay as you go” agency, remaining debt free. In addition, the budget maintains a Working Capital Reserve goal of 90 Days Cash on Hand, as adopted by the Board of Directors under Board Resolution BR- 09-017. The budget also provides for a Self-Insurance Reserve to cover the agency’s underground storage tank system and dental self-insurance requirements established by the State of Washington.

In response to the November budget presentation, the Board of Directors requested no changes to the budget. Therefore, the recommended 2019-2020 Operating Budget continues to support a budgeted Net Income of $16,565,400 over the two-year period, while the recommended 2019- 2022 Capital Budget provides for a capital investment of $68,610,570 in local funding. Both the operating and capital budgets are subject to adjustment based on projects approved by the Board under the prior budget cycle, that were expected to be completed by December 31, 2018, but where the project must continue into the 2019-2020 biennium.

C-TRAN STAFF REPORT #18-062 Page 1 of 2 43 PROPOSAL: That the C-TRAN Board of Directors approve the 2019-2020 Operating Budget and the 2019-2022 Capital Budget as recommended in Attachment No. 2.

ACTION: That the C-TRAN Board of Directors approve the 2019-2020 Operating Budget and the 2019-2022 Capital Budget by adopting Board Resolution BR-18-006.

Attachments : 1. Board Resolution BR-18-006 2. 2019-2020 Operating Budget and 2019-2022 Capital Budget

C-TRAN STAFF REPORT #18-062 Page 2 of 2 44

BOARD RESOLUTION BR-18-006

RESOLUTION authorizing the adoption of the 2019-2020 Budget for the Clark County Public Transportation Benefit Area (dba C-TRAN).

WHEREAS, C-TRAN staff has identified five (5) major budget themes: Safety & Security, Word Class Service & Ridership, Fiscal Duty, Community & Governmental Stewardship, and Our Team; and

WHEREAS, the 2019-2020 Budget supports these themes.

NOW, THEREFORE, BE IT RESOLVED BY THE CLARK COUNTY PUBLIC TRANSPORTATION BENEFIT AREA AUTHORITY: • That the 2019-2020 Budget be adopted; and • That the C-TRAN Board of Directors resolves and approves the budget summaries and budget detail as attached and incorporated by reference herein as though fully set forth. • The operating summary lists $150,416,600 in Revenue for 2019-2020 and $133,851,200 in 2019-2020 Appropriations before depreciation, resulting in a net income, before depreciation, of $16,565,400. • The capital summary lists $12,323,098 in 2019-2022 Revenue and $80,933,668 in 2019-2022 Capital Expenditures. The operating and capital budgets are subject to adjustment based on any previously board approved • project using 2018 funding, where the project was expected to be completed by December 31, 2018, but where the project must continue into the 2019-2020 biennium. • The 2019-2020 Budget also establishes a service level of 427,500 service hours in 2019 and 438,400 service hours in 2020. The 2019-2020 Budget may be amended from time-to-time to reflect expenditures approved by the Board, and expenditures shall be limited to the amount set forth by the Board for total Operating Expenses and total Capital Expenditures. Grant funded Capital Expenditures shall be incurred consistent with federal regulations.

ADOPTEDth at the regular session of the Board of the Clark County Public Transportation Benefit Area Authority, this 11 day of December 2018.

AYES:

NAYS:

ABSENT: ______Marc Boldt, Chair Attest:

______Debbie Jermann, Clerk of the Board

C-TRAN Board Resolution BR-18-006 Page 1 of 1 45 46 Clark County Public Clark County, WA Transportation Benefit Area

Recommended 2019–2020 Operating Budget and 2019–2022 Capital Budget C-TRAN Boad of Directors Meeting • December 11, 2018 47 48 « OUR COMMUNITY, OUR PROMISE »

TABLE OF CONTENTS

1. C-TRAN Organizational Chart �� 1

2. 50 Year Vision Statement for C-TRAN �� 3

3. Introduction �� 5

a. Budget Approach �� 6

b. Historical Context �� 7

c. Budget Themes

4. 2019-2020 Recommended Operating Budget Summary �� 9

a. Operating Budget Baseline ��10

i. Revenue Analysis ��10

ii. Expense Analysis ��13

1. Service Hours Analysis ��14

b. Operating Budget Adjustments ��18

c. Operating Revenue less Net Expenses Analysis ��24

5. 2019-2022 Recommended Capital Budget ��25

a. Rolling Stock ��25

b. Facilities ��26

c. Equipment ��26

d. Planning ��27

6. Cash & Investments ��29

7. Operating Information ��31

8. Board Resolution BR-18-006 ��33

This report is printed on recycled paper

49 50 C-TRAN ORGANIZATIONAL CHART Revised November 1, 2018

Clark County Citizens

Legal Counsel C-TRAN Board of Directors C-TRAN Citizens K&L Gates CHAIR VICE-CHAIR Advisory Committee Summit Law Group Marc Boldt Adrian Cortes (CCAC) Law, Lyman, CLARK COUNTY COUNCIL CITY OF BATTLE GROUND CITIES OF LA CENTER, RIDGEFIELD Daniel, Kamerrer & Marc Boldt, John Blom Adrian Cortes & TOWN OF YACOLT Bogdavovich Ron Onslow CITY OF VANCOUVER CITY OF CAMAS Bart Hansen, Shannon Turk LABOR REPRESENTATIVE Anne McEnerny-Ogle, Jill Carrillo, Ty Stober CITY OF WASHOUGAL Paratransit Dispatcher Molly Coston

Katherine Williams Shawn M. Donaghy DBE Matters Chief Executive Officer Manager of Procurement and Contracts

Debbie Jermann Executive Assistant/Clerk of the Board

Celia Sherbeck Scott Patterson Inessa Vitko Jim Quintana Vacant Position Chief Maintenance Chief External Chief Operations Chief Safety & Chief of Staff/ Officer Affairs Officer Officer Security Officer Treasurer

2019–2020 Recommended Biennial Budget PAGE 1 51 52 MISSION STATEMENT (Revised August 14, 2018)

C-TRAN connects people to opportunities, supports economic vitality, and enhances quality of life for the community

50 YEAR VISION STATEMENT (Revised August 11, 2009) By 2060:

C-TRAN is recognized as one of the leading transit agencies in the country because we provide cost-effective, safe, accessible, convenient, innovative, reliable public transportation moving people within Clark County and throughout the southwest Wash- ington/Portland region.

C-TRAN empowers citizens by providing mobility options that connects them with places of employment, education, health care, shopping, entertainment, recreation, social, and religious functions.

C-TRAN is more than a bus system. As appropriate, C-TRAN is willing to provide traditional fixed route and bus rapid transit, trolley, streetcar, shuttles, Paratransit, connectors, light and heavy rail, vanpool and ridesharing services.

C-TRAN services contribute positively to the region’s sustainability, livability and economic vitality by helping manage traffic congestion, reduce dependence on foreign oil, lower carbon emissions, contain transportation costs for employers and employees, enable denser land use and development of urban areas, and provide essential transport to persons with no other means of travel.

C-TRAN remains flexible and accountable as it grows and changes.

C-TRAN is cost effective and is a trusted steward of the public’s resources.

C-TRAN’s public transit network connects with transit systems throughout the region.

C-TRAN is the preferred form of transportation because, in addition to its efficiency, riders experience a pleasant, affordable, safe and secure trip.

53 54 « OUR COMMUNITY, OUR PROMISE »

INTRODUCTION 55 56 INTRODUCTION

BUDGET APPROACH C-TRAN implemented biennial budgeting with the 2007-2008 budget cycle. Biennial budgets are useful for governments because they provide greater lead-time for budget decisions and to make adjustments to agency and department budgets. The major advantages of a biennial budget include:

• Improving long-range planning information and decisions

• Providing the Operations Department the ability to plan schedules and service modifications over a longer time period and with more predictable service hour assumptions

• Providing policymakers more time to review the impacts of difficult decisions, such as fare or sales tax increases

• Encouraging decision-makers to focus on performance-based budgeting and the use of service stan- dards to evaluate program effectiveness

• Creating a more efficient budget approval process for the Board of Directors

This document consists of a 2019–2020 baseline operating budget with adjustments added to advance the agency in the strategic direction established by C-TRAN’s 50-Year Vision Statement and its updated C-TRAN 2030 Plan. The baseline budget maintains service operations at 2018 service hour levels, but builds in expenditure increases associated with executed agreements including labor contracts, and inflation escalators. The 2019–2020 budget adjustments represent additional investments and service expansion consistent with the updated C-TRAN 2030 Plan.

This document also presents a 2019-2022 capital budget. Over the next four years the proposed capital investment is focused on advancing key projects addressed in the updated C-TRAN 2030 Plan, while also supporting a state of good repair for the agency’s existing assets.

2019–2020 Recommended Biennial Budget PAGE 5 57 HISTORICAL CONTEXT

The Clark County Public Transportation Benefit Area (C-TRAN) is a transportation benefit area established and operated in accordance with Chapter 36.57A of the Revised Code of Washington (RCW). C-TRAN’s founding taxing authority of 0.3 (three-tenths) sales tax was granted by the voters in the 1980 general election.

In the 1999 general election, Washington state voters approved Initiative 695, which repealed the Value- Based Motor Vehicles Excise Tax (MVET). MVET provided approximately 40 percent of C-TRAN’s revenue, and revenue from this source ceased July 1, 2000. Extensive public outreach was conducted and a service reduction plan was implemented, which cut fixed route service about 13 percent over 1999 service levels.

In November 2004, voters rejected a ballot measure that would have increased the sales tax 0.3 (three- tenths) percent for transit service, and make up for the loss of the MVET revenue. In response to the defeat, C-TRAN reduced its service and taxing area boundary, implemented cost containment measures, raised fares, and presented a new 0.2 (two-tenths) sales tax service preservation ballot measure to voters that was approved in 2005. The Service Preservation Plan was a five-year plan that forecast the need for additional revenue in 2011 in order to sustain service levels and other agency commitments.

In June 2010, the C-TRAN Board of Directors adopted C-TRAN 2030, a comprehensive 20-year development and strategic plan for public transportation services in Clark County.

In 2011, consistent with C-TRAN 2030, the agency advanced a ballot measure for a 0.2 (two-tenths) percent sales tax increase to fund core bus and paratransit needs. The measure was approved by the voters.

In 2012, consistent with C-TRAN 2030, the agency advanced a ballot measure for a 0.1 (one-tenth) percent sales tax increase to fund a) operations and maintenance of light rail as part of the Columbia River Crossing (CRC) project; and b) the capital and operations/maintenance costs of C-TRAN’s Fourth Plain Bus Rapid Transit (BRT) project. The measure was not approved by voters.

In 2016, the C-TRAN Board of Directors initiated an update to the adopted C-TRAN 2030 Plan in order to make adjustments to the plan’s scope and schedule, including the impacts of the Great Recession as well as the strong sales tax growth since.

The update maintained the 2010 plan but included new sections that reflect changes that had occurred since the plan was first adopted as well as input from many of the jurisdictions served by C-TRAN as they look towards their long-term transit needs. Key elements of the update include:

PAGE 6 2019–2020 Recommended Biennial Budget 58 • Increase service

• Identify/prioritize the next BRT corridors

• Look to innovative coverage—Mobility on Demand

• Consider additional Park & Rides

• Increase Base Capacity to accommodate more buses

• New Admin/Operations facility

• Stay on top of Paratransit needs

The updated C-TRAN 2030 Plan provides a five-year financial and service development roadmap that serves as the foundation of the 2019–2020 Biennial Budget.

BUDGET THEMES The 2019–2020 Biennial Budget was built based on the five agency strategic priorities and their associated strategic objectives:

1. World Class Service & Ridership: Delivering outstanding customer experiences through operational excellence

2. Fiscal Duty: Managing our resources and assets responsibly, with integrity and transparency

3. Community & Governmental Stewardship: Serving as a key community partner to improve our region’s quality of life through economic development, and access to jobs, health care, and education

4. Our Team: Encouraging the diversity, learning and growth opportunities to foster productivity, and demonstrate our employees are the foundation of C-TRAN’s success

5. Safety & Security: Enhancing the safety, security, and well-being of C-TRAN employees, our customers, and our community

2019–2020 Recommended Biennial Budget PAGE 7 59 60 « OUR COMMUNITY, OUR PROMISE »

2019–2020 RECOMMENDED OPERATING BUDGET SUMMARY 61 62 2019–2020 OPERATING BUDGET SUMMARY

2017-18 2019-20 2015-16 Biennial 2017-18 2019-20 2019-20 Biennial Actual Budget Trending Baseline Adjustment Budget Revenue Passenger Fares $15,341,972 $15,243,700 $13,468,000 $13,468,000 $826,000 $14,294,000 Interest Income 379,655 1,304,612 1,717,185 1,633,500 0 1,633,500 Sales Tax Revenue 91,740,954 100,510,900 108,281,508 120,507,000 0 120,507,000 Operating Grants 12,180,518 14,995,238 14,391,879 13,466,000 393,700 13,859,700 Miscellaneous 901,916 918,800 551,832 122,400 0 122,400 Total Revenue $120,545,015 $132,973,250 $138,410,404 $149,196,900 $1,219,700 $150,416,600 Expenses Salaries & Wages $47,571,707 $54,593,044 $54,363,198 $61,258,470 $1,687,500 $62,945,970 Benefits 26,446,682 33,286,193 29,795,114 37,123,380 892,100 38,015,480 Services 6,343,355 13,543,553 8,568,771 9,026,240 3,538,300 12,564,540 Supplies 11,200,730 14,714,436 11,827,300 14,133,540 355,300 14,488,840 Utilities 1,173,092 1,333,135 1,519,481 1,889,460 0 1,889,460 Insurance 1,554,425 2,357,519 2,078,013 2,503,510 0 2,503,510 Taxes 22,827 30,000 22,536 28,500 0 28,500 Miscellaneous 678,120 1,338,946 1,104,283 1,135,850 6,000 1,141,850 Leases 509,079 775,451 470,680 273,050 0 273,050 Depreciation 9,317,853 18,423,999 17,300,163 19,590,380 0 19,590,380 Total Operating Expenses $104,817,870 $140,396,276 $127,049,539 $146,962,380 $6,479,200 $153,441,580 Less Non-Cash Depreciation ($9,317,853) ($18,423,999) ($17,300,163) ($19,590,380) $0 ($19,590,380) Net Operating Expenses $95,500,017 $121,972,277 $109,749,376 $127,372,000 $6,479,200 $133,851,200

Net Change in Fund Balance $25,044,998 $11,000,973 $28,661,028 $21,824,900 ($5,259,500) $16,565,400

NOTE: The 2017-18 Biennial Budget column reflects the Board adopted Biennial Budget.

The 2017-18 Trending column reflects actual results for 2017 and nine months of actual results for 2018. The nine months in 2018 are annualized, adjusted for anomalies, and then added to the 2017 actual results to produce the 2017-18 Trending column.

The 2019-20 Baseline column reflects baseline operations for 2018 with contract/inflation escalators.

The 2019-20 Adjustment column includes the operating budget requests brought forward by staff for the Board of Directors’ approval. These requests include items that grow the budget beyond existing services, while also including special projects that are non-recurring in nature.

The 2019-20 Biennial Budget column adds together the baseline and adjustment columns.

2019–2020 Recommended Biennial Budget PAGE 9 63 OPERATING BUDGET BASELINE

An operating budget baseline was established by evaluating the 2015-16 Biennial Actual results, 2017–2018 Biennial Budget and the actual twenty-one months results for 2017 and 2018. Year-to-date 2018 expenses were annualized and adjusted for grant and additional expenses expected to occur in the last three months of 2018 to create a trend figure. The budget continues operations consistent with 2018 service hours. Any enhancements to the operating budget are detailed in the Operating Adjustments following this section.

REVENUE ANALYSIS The 2019–2020 Operating Revenue budget is reviewed below:

Revenue 2015–16 2017–18 2017–18 2019–20 Descriptions Actual Biennial Budget Trending Baseline Passenger Fares $15,341,972 $15,243,700 $13,468,000 $13,468,000 Interest Income 379,655 1,304,612 1,717,185 1,633,500 Sales Tax Revenue 91,740,954 100,510,900 108,281,508 120,507,000 Operating Grants 12,180,518 14,995,238 14,391,879 13,466,000 Miscellaneous 901,916 918,800 551,832 122,400 Total Agency $120,545,015 $132,973,250 $138,410,404 $149,196,900

Sales tax, passenger fares, and operating grants provide 99 percent of the agency’s operating budget.

2017–2018 2019–2020 Budgeted Baseline Revenue Revenue

Sales Tax $100,510,900 (76%) Sales Tax $120,507,000 (81%)

Grants $14,995,238 (11%) Grants $13,466,000 (9%)

Passenger Fares $15,243,700 (11%) Passenger Fares $13,468,000 (9%)

Other $2,223,412 (2%) Other $1,755,900 (1%)

PAGE 10 2019–2020 Recommended Biennial Budget 64 Passenger Fares Passenger Fare Revenue is dependent on both ridership and the agency’s fare policy. In response to service changes and the introduction of The Vine, Fixed Route ridership has been experiencing a small increase over the last year. In addition, the agency continues to see growth in the demand for C-VAN services. The impact of this growth on passenger fares is offset by a notable decrease in pass sales to government agencies, the expansion of the Youth Opportunity Pass and the transition to the Hop Fastpass™ system. The agency has also experienced a decline in Vanpool ridership, which has negatively affected passenger fares. The 2019-20 Baseline Budget assumes these factors will continue to offset each other and includes no changes in passenger fare revenue as a result.

In addition, during the 2017–2018 biennium, the Board made the decision not to increase fares. The lack of a fare increase, combined with the revenue activity mentioned in the prior paragraph and the growing cost of service, has resulted in a decline in the agency’s farebox recovery rate. While the 2019- 20 Baseline Budget does not provide for any fare increase over the next biennium, a discussion over the agency’s fare policy is anticipated in 2019 to review the agency’s long-term fare goals and build a strategy for moving forward.

2015–16 2017–18 2017–18 2019–20 Passenger Fares Actual Biennial Budget Trending Baseline Fixed Route $14,887,667 $13,859,200 $12,186,000 $12,186,000 Demand Response (C-VAN) 797,905 799,600 937,000 937,000 Vanpool 431,452 584,900 345,000 345,000 Total Passenger Fares $16,117,024 $15,243,700 $13,468,000 $13,468,000

Interest Income The agency budgeted to use a financial consultant to help improve investment strategies to maximize the returns in this area and mitigate any potential downturns in the economy.

Sales Tax Revenue Sales Tax Revenue is 81 percent of the agency’s operating revenue and is the most volatile source of revenue for the agency. While Sales Tax growth over the last few years has been higher than anticipated with growth rates between 7 and 10 percent, the average long-term growth is still sitting at about 4 percent. The 2019-20 Baseline Budget calculates the budget for 2019 and 2020 based on 2018 Trending collections and applies the long-term growth rate to each year. Should Sales Tax continue to grow at higher rates, any excess revenue will be reinvested in the agency’s capital program to help support the initiatives included in the agency’s updated 2030 Plan.

2019–2020 Recommended Biennial Budget PAGE 11 65 Actual grant awards, or available balances, were used for the 2019–2020 biennium budgetThe continues the use of the following grants: Operating Grants PAGE 12 PAGE • • • • $10,000,000

$1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 $8,000,000 $9,000,000 disabilities costs C-VAN services FTA 5310 Section formula funds to provide enhanced mobility options for seniors and with people Federal Transit Administration (FTA) 5307 Section formula funds to address preventative maintenance Washington State of Department Transportation Special (WSDOT) Program Needs Formula grant for FTA New Freedom formula funds for travel training $0

2001 $4,039,885 2002 $4,035,475 2003 $4,344,898 2004 $4,901,164 2005 $5,295,935 2006 $5,197,963 2007 $5,170,533 Sales Tax Revenue 2008

$4,862,493 0.1%) (Per 2009 $4,223,397 2010 $4,393,473 2011 $4,543,127 2012 $4,713,974 2019–2020 Recommended Biennial Budget 2013 $5,157,532 2014 $5,569,984 2015 $6,307,411 2016

. $6,798,440 2018 Trending2017 $7,354,501

2019 Budget $8,114,286

2020 Budget 66 $8,438,857

$8,776,429 EXPENSE ANALYSIS The 2019–2020 Operating Expense budget is reviewed below:

Expense 2015–16 2017–18 2017–18 2019–20 Descriptions Actual Biennial Budget Trending Baseline Salary & Wages $47,571,707 $54,593,044 $54,363,198 $61,258,470 Benefits 26,446,682 33,286,193 29,795,114 37,123,380 Services 6,343,355 13,543,553 8,568,771 9,026,240 Supplies 11,200,730 14,714,436 11,827,300 14,133,540 Utilities 1,173,092 1,333,135 1,519,481 1,889,460 Insurance 1,554,425 2,357,519 2,078,013 2,503,510 Taxes 22,827 30,000 22,536 28,500 Miscellaneous 678,120 1,338,946 1,104,283 1,135,850 Leases 509,079 775,451 470,680 273,050 Depreciation 9,317,853 18,423,999 17,300,163 19,590,380 Total Operating 104,817,870 140,396,276 127,049,539 146,962,380 Less Depreciation (9,317,853) (18,423,999) (17,300,163) (19,590,380) Net Expenses $95,500,017 $121,972,277 $109,749,376 $127,372,000

Salary, wages, benefits, services, and supplies (primarily fuel) costs use approximately 83 percent of the agency’s operating budget.

2017–2018 2019–2020 Budgeted Baseline Expenses Expenses

Salaries & Wages $54,593,044 (39%) Salaries & Wages $61,258,470 (42%) Bene ts $33,286,193 (24%) Bene ts $37,123,380 (25%) Services $13,543,553 (10%) Services $9,026,240 (6%) Supplies $14,714,436 (10%) Supplies $14,133,540 (10%) Other $5,835,051 (4%) Other $5,830,370 (4%) Depreciation $18,423,999 (13%) Depreciation $19,590,380 (13%)

2019–2020 Recommended Biennial Budget PAGE 13 67 Service Hour Analysis The following table reflects the distribution of service hours by type for the 2019–2020 budget.

Increase 2019 (Decrease) Percent 2020 Percent 2017 2018 Proposed from 2017 Increase Proposed Increase Increase Service Hours Actual Budget Budget Actual (Decrease) Budget (Decrease) (Decrease) Fixed Route 298,529 313,000 309,000 10,471 3.5% 313,000 4,000 1.3% Demand Response 95,126 121,350 107,000 11,874 12.5% 112,000 5,000 4.7% Vanpool 9,260 16,000 11,500 2,240 24.2% 13,400 1,900 16.5% Total Agency 402,915 450,350 427,500 24,585 6.1% 438,400 10,900 2.5%

Fixed Route The fixed route service hours include the Local/Urban, The Vine, Express, and Connector services and are compared to actual service hours provided in 2017. Over the course of the 2017–2018 biennium, service hours were planned to increase by 24,000 annual hours over the 2016 Budget. Approximately 7,000 of these hours were implemented with the September 2016 Service Change primarily related to the cross- river shuttle. The remaining hours were not deployed as the agency took a step back to reassess service deployment and labor resource needs within the existing services provided. The proposed 2019–2020 service hours are intended to complete the service increase that was deferred in 2017 and 2018. The budget assumes adding approximately 9,000 annual hours in 2019 and another 4,000 hours in 2020. The recommended service hour additions will be brought to the Board of Directors and will reflect discussions related to the 2030 Plan update and specific jurisdictional concerns.

Demand Response Demand Response refers to C-TRAN’s complementary ADA Paratransit service (C-VAN). C-VAN is a service that cannot be limited by budget and it must be adequate to meet all demand, without exception, as mandated by the FTA. The below graph shows the C-VAN hours over 20 years and demonstrates the fluctuating nature of the service.

PAGE 14 2019–2020 Recommended Biennial Budget 68 2019–2020 Recommended Biennial Budget has 23 vanpool vehicles in service hours vehicleservice per of about 383 hours VanpoolThe hours service assume the use of 30 vehicles in 2019 and 35 vehicles in 2020, with an average Vanpool continues to evaluate additional reducing for opportunities C-VAN demand compared to nationwide a is hours trend trending of higher demand growth, upward service for has implemented strategies that have successful been at constraining growth over the past several years budgetedThe hours service represents an almost 17,000-hour increase compared to 2017 100,000 120,000 20,000 40,000 60,000 80,000 -

2001 67,301 2002 70,945 2003 76,431 2004 80,235 2005 80,487 2006

. 85,930 2007 C-

92,641

2008 HoursVANService

. 99,972 Th 2009 is program was implemented in May 2009 and currently 92,255 2010 87,973 2011 82,554 2012 86,529 2013 90,394 2014 93,675 2015 . 100,791 2016 102,960 2018 Trending2017 .

A 95,126 lthough C-TRAN 2019 Budget 100,823

2020 Budget 69

PAGE 15 PAGE 107,000 . Sta 112,000 ff The table below demonstrates the agency plans for Vanpool service growth over the next two years. This projected growth would be the result of greater outreach and promotion of the program that is planned for in the proposed 2019–2020 Biennial Budget.

Avg # of Vehicles Service Hours Year in Service Performed 2009 8 2,141 2010 6 2,395 2011 12 4,181 2012 23 8,377 2013 29 10,530 2014 32 11,613 2015 30 10,784 2016 32 10,250 2017 27 9,260 2018 Trending 23 7,829 2019 Budget 30 11,500 2020 Budget 35 13,400

Salary & Wages The Operating Salary & Wages baseline budget includes step, longevity, or merit pay for the two years as determined by the collective bargaining agreement or compensation plan. A wage range adjustment of about 3 percent was applied to the baseline budget. Position additions are included in the Operating Adjustment section.

Benefits Regular cost increases due to rate increases were included in the baseline budget. The following budgeting assumptions were made:

Benefit Description 2019 Percent Increase 2020 Percent Increase PERS 0.0% 0.0% Medical 7.5% 7.5% Dental 7.5% 7.5% Life 0.0% 0.0% Disability 8.7% 0.0% Unemployment 0.0% 0.0% Worker’s Compensation 11.0% 9.0%

Other benefits such as uniforms, sick leave, and vacation leave payouts are also included in the baseline budget.

PAGE 16 2019–2020 Recommended Biennial Budget 70 Services Services include professional and technical services, contract and custodial maintenance, printing, security and other services. Included in the baseline budget is $100,000 per year for agency-wide strategic unforeseen costs for the Chief Executive Officer or the Board of Directors to use for unbudgeted needs.

Supplies Supplies primarily include diesel fuel costs, which were budgeted at $2.75 per gallon in 2019 and $3.15 per gallon in 2020. This is in response to rising fuel costs as compared to the 2017–2018 budget of $2.00 per gallon in 2017 and $2.25 per gallon in 2018. The current average price per gallon of diesel fuel in 2018 is tracking at about $2.32 per gallon. With the growth in fuel prices, staff will be researching fuel hedging and other possible mitigation options that may help reduce the agency’s exposure to the pricing volatility.

Utilities Utilities are projected to grow in the proposed 2019–2020 Biennial Budget by about 42 percent over the 2017–2018 Budget. This growth is directly related to the increased cost of utilities associated with the introduction of The Vine stations, the Maintenance Facility Expansion, and the recent Administrative Building acquisition

Insurance Insurance expense is budgeted based on rate estimates provided by WSTIP for 2019 and include about a 3 percent increase in response to anticipated inflation and service growth in 2020.

Miscellaneous The primary costs included under Miscellaneous expense are Dues and Subscriptions, Training and Meet- ings, and Advertising. Dues increases are driven primarily by APTA, WSTA, SWRTC and ABBG. The proposed training budget represents about a 36 percent decrease from what was adopted in the 2017–2018 Biennial Budget. This decrease can be attributed in part to the agency adopting a “train the trainer” approach.

Depreciation Depreciation increased due to a number of larger capital projects being completed in the 2017–2018 biennium, or anticipated for completion in the 2019–2020 biennium, offset by the number of C-TRAN’s aging assets coming in to the end of their depreciable lives.

2019–2020 Recommended Biennial Budget PAGE 17 71 OPERATING BUDGET ADJUSTMENTS

Below are the operating budget requests brought forward by staff to the Board of Directors for approval and identified in summary in the 2019-20 Adjustment column. A request is called out as an operating adjustment when it is extraordinary, unusual, a capital project with recurring costs, and/or non-recurring in nature. The service increase related to security expenses was budgeted in the baseline category for simplicity. Capital expenses are identified where the operating adjustment is related to an ongoing cost resulting from the investment.

Net Change in Fund Balance $25,044,998 $11,000,973 $28,661,028 $21,824,900 ($5,259,500) $16,565,400

PAGE 18 2019–2020 Recommended Biennial Budget 72 1. FIXED ROUTE SERVICE INCREASE: The 2017–2018 Biennial Budget included service increase assumptions that were not fully implemented. In response to resource constraints and a desire to optimize service efficiency, the agency took a step back to reassess service deployment and labor resource needs within the existing services provided. The proposed 2019–2020 service hours are intended to complete the service increase that was deferred in 2017 and 2018. The budget proposes to add approximately 9,000 annual hours in 2019 and another 4,000 hours in 2020. With the additional service hours, there will be additional costs associated with operator labor and fuel.

Salary & Wage Expense $621,800 Benefits Expense $294,300 Supplies Expense $190,000 Total Local Funding $1,106,100

2. C-VAN SERVICE INCREASE: The 17,000 service hour increase budgeted for C-VAN to respond to growing demand requires additional labor and fuel to provide the service. These are costs that need to be planned for in the budget but will not be incurred unless the demand for service meets the budgeted projection.

Salary & Wage Expense $525,900 Benefits Expense $291,500 Supplies Expense $101,700 Total Local Funding $919,100

3. NEW OPERATIONS DEPARTMENT POSITIONS: The 2019–2020 Biennial Budget proposes the addition of supervisory staff to ensure safety, service delivery, procedural compliance, customer satisfaction, and to prevent exposure to risk. These positions allow for greater supervisory coverage, dynamic service planning, route performance reviews, and increased training for operators and supervisors. They will also provide resources necessary to help fully utilize the new operations management system purchased in 2018.

Salary & Wage Expense $310,000 Benefits Expense $164,500 Total Local Funding $474,500

4. NEW MAINTENANCE DEPARTMENT POSITION: As the usage of technology systems on board buses grows and becomes more complex, the agency requires maintenance staff with special- ized skills to maintain the systems. The current staff member for this area is in high demand, and an additional resource is needed to sufficiently meet the minimum maintenance requirements.

Salary & Wage Expense $108,100 Benefits Expense $71,400 Total Local Funding $179,500

2019–2020 Recommended Biennial Budget PAGE 19 73 5. NEW FINANCE AND BUDGET DEPARTMENT POSITIONS: The finance work group has a growing need to become more dynamic in the preparation and evaluation of financial data. As C-TRAN looks to expand service and move forward with projects like bus rapid transit service on Mill Plain, the new Operations and Maintenance Facility, and the Bus on Shoulder projects, additional resources are needed to help monitor and report on the financial performance, while researching ways the agency can mitigate costs. In addition, a need for broader cross training was identified with recent turnover within the department in order to ensure the seamless processing of financial transactions and analysis.

Salary & Wage Expense $121,700 Benefits Expense $70,400 Total Local Funding $192,100

6. ENGINE AND MAJOR COMPONENT REPLACEMENTS: Much of the agency’s revenue fleet is reach- ing an age when engines and other major components begin to fail. Planning for replacement when issues arise prevents a vehicle from being out of service for longer intervals. A portion of the 2003, 2008, and 2010 vehicles are targeted for mid-life overhauls including the hybrid batteries (Electrical Storage System or ESS) and engine replacements. These expenses were budgeted in the 2017–2018 Biennial Budget, but the components have lasted longer than expected, making it more likely that they will come due during the 2019–2020 biennium.

Services Expense $993,100 Total Local Funding $993,100

7. INTERSTATE 5 BUS ON SHOULDER (BOS): With growing congestion on southbound I-5, C-TRAN bus service has experienced significant delays and reliability concerns. This project would improve the inside shoulder of I-5 Southbound to support bus on shoulder operations. It will also cover restrip- ing of traffic lanes to increase the width of the shoulder and for signage to inform the public of BOS operations. The project is dependent upon receipt of a Washington State Regional Mobility Grant (RMG). Planning staff will work closely with WSDOT as a partner on the project and the goal would be to have bus on shoulder service available before replacement of the trunnion on the Interstate Bridge scheduled for September 11, 2020.

Services Expense $1,225,000 Total Local Funding $1,225,000

PAGE 20 2019–2020 Recommended Biennial Budget 74 8. VANPOOL MANAGEMENT SOFTWARE: C-TRAN currently manages the Vanpool program manually with the use of Excel spreadsheet and Word documents. This process is labor intensive and vulner- able to file corruption and data entry error. The budget includes funding for a Vanpool management software solution that would provide tools to streamline the data intake process, provide easier access to rider information, and provide ride matching and detailed reporting.

Capital Expense $150,000 Services Expense $75,000 Total Local Funding $225,000

9. TRANSIT TRIP APPLICATION: C-TRAN is looking to implement a transit trip information application that will allow customers to access public transportation information on their mobile devices. The application will provide an open trip planning system with service alerts and wayfinding services. The wayfinding portion of the project is intended to support transit system navigation by seniors and people with disabilities as provided for under the FTA Section 5310 grant program. This project is 80 percent federal grant funded.

Capital Expense $280,000 Services Expense $28,000 Total Costs $308,000 Less Grant Funding ($224,000) Total Local Funding $84,000

10. FISHER’S LANDING TRANSIT CENTER LANDSCAPING: With recent property acquisitions and the introduction of The Vine stations, the agency has grown from 3 million square feet to over 3.6 million square feet of landscape and parking lots that must be maintained. The 2019–2020 Biennial Budget includes funding to outsource the landscaping at Fisher’s Landing thereby allowing C-TRAN maintenance staff to focus on bus stops and other sites.

Services Expense $152,000 Total Local Funding $152,000

11. 99TH STREET TRANSIT CENTER LIGHTING RETROFIT: Light retrofits are budgeted for the 99th Street Transit Center to enhance nighttime light levels and visibility, as well as reduce energy usage and maintain costs.

Services Expense $115,000 Total Local Funding $115,000

2019–2020 Recommended Biennial Budget PAGE 21 75 12. COMMUNITY VANPOOL: The availability for accessible service in the rural areas of Clark County and/or later in the day is insufficient to meet demand. There are few transportation options, specifi- cally for seniors and people with disabilities. The 2019–2020 Biennial Budget includes funding for a Community Vanpool Program that would operate with volunteer drivers, trained and managed by non-profit agencies, to provide transportation services beyond C-TRAN boundaries and span of service. This program would be 100 percent funded with FTA Section 5310 grant funds.

Services Expense $393,700 Total Costs $393,700 Less Grant Funding ($393,700) Total Local Funding $—

13. EZ WALLET APPLICATION PROGRAM INTERFACE (API): As a next phase in the transition to Hop FastPass™, EZ Wallet is the technology necessary for C-VAN customers to use the convenience of eFare. The API functionality connects paratransit customers to Hop Fastpass™ for both C-VAN and Fixed Route trips. The seamless integration of the paratransit and fixed route payment services cre- ates efficiencies both in back-end processing and movement toward all electronic passes, including bulk pass management by our community partners.

Services Expense $100,000 Total Local Funding $100,000

14. ALUMINUM WHEEL REPLACEMENT: In an effort to increase C-TRAN’s professional appearance and to standardize the look of the fleet and the brand, funding has been included in the budget to pow- der coat the steel rims on the 2008 and newer fixed route buses so that they more closely resemble aluminum wheels. This project would be completed as part of regular maintenance.

Supplies Expense $54,200 Total Local Funding $54,200

15. VAULT ROOM OUTSOURCING: Outsourcing the counting of farebox cash is an industry norm for mid-size transits. Currently C-TRAN Customer Service Representatives are performing this task. The agency has included funds in the 2019–2020 Biennial Budget to look at outsourcing this function in order to redeploy the Customer Service Representatives to other areas where there is greater need.

Services Expense $107,900 Total Local Funding $107,900

PAGE 22 2019–2020 Recommended Biennial Budget 76 16. ePROCUREMENT: eProcurement is an electronic way to manage purchasing steps to ensure transpar- ent spending, increase productivity, reduce paperwork, and standardize buying. The implementation of eProcurement will also help staff to streamline the processes and remove barriers for vendors, encouraging more competition and successful procurements.

Services Expense $30,600 Total Local Funding $30,600

17. EMPLOYEE DEVELOPMENT PROGRAM: One of the agency goals is to increase bench strength throughout the organization. This opens doors for promotion opportunities providing motivation for current employees, assists in productive succession planning and enhances the overall strength and abilities of “our team”. The 2019–2020 Biennial Budget includes funding for specific preparatory training for key positions, coaching and 360 review processes to increase bench strength in as many positions as possible.

Services Expense $49,300 Supplies Expense $9,400 Miscellaneous Expense $6,000 Total Local Funding $64,700

18. EMPLOYEE PORTAL/INTRANET: Developing a one-stop internal communication solution provides employees easy access to forms, policies, employee benefit information, news and an events calendar. In addition, employees will have access to a variety of applications and will be able to review payroll information and performance reviews, and take employee engagement surveys. Employees who do not sit at a computer would gain remote access, via kiosk or on their own personal computer, to update their employee data and look up important information that they currently only have access to during regular business hours. Intranets provide tools to increase collaboration such as centralized document control, live chat, and blogs. Intranet portals provide information to employees to make better-informed decisions, reduce costs, save time, and increase collaboration.

Capital Expense $272,000 Services Expense $14,000 Total Local Funding $286,000

2019–2020 Recommended Biennial Budget PAGE 23 77 19. INFORMATION TECHNOLOGY (IT) BUSINESS CONTINUITY AND DISASTER RECOVERY PLAN: Continuity of IT operations is vital for maintaining day-to-day business operations. Trying to respond to an incident in crisis mode, without the benefit of planning, coordination, and exercising, can result in increased downtime, higher recovery costs due to on-demand buying, and potential data losses. The 2019–2020 Biennial Budget includes consulting services to assist the agency in the design and development of an IT business continuity and disaster recovery plan that will help reduce the risk of service disruptions.

Services Expense $119,200 Total Local Funding $119,200

20. CYBER-SECURITY RESPONSE PLAN: In order to fully guard the agency against the risk of exposure to cyber-security threats, it is necessary to perform cyber security assessments, penetration tests, and incident response table top exercises. The 2019–2020 Biennial Budget includes funds for a third party to assist the agency with these activities.

Services Expense $135,500 Total Local Funding $135,500

OPERATING REVENUE LESS NET EXPENSES ANALYSIS

In the 2019–2020 Biennial Budget, operating revenues, less net operating expenses, result in a budget surplus each year. A healthy positive net income is important to address state of good repair issues the agency faces and any expansion or enhancements to the capital program.

2019 2020 2019–20 Recap Budget Budget Biennial Budget Total Revenue $73,634,130 $76,782,470 $150,416,600 Total Net Expenses $64,167,880 $69,683,320 $133,851,200 Net Income $9,466,250 $7,099,150 $16,565,400

PAGE 24 2019–2020 Recommended Biennial Budget 78 « OUR COMMUNITY, OUR PROMISE »

2019–2022 RECOMMENDED CAPITAL BUDGET 79 80 2019-2022 CAPITAL BUDGET

The table below represents the proposed capital budget covering the period 2019 through 2022. These investments focus on maintaining the agency in an overall state of good repair while also advancing the specific initiatives identified in the adopted 2030 Plan Update. Following the table is a brief explanation of what is being addressed in each category.

C-TRAN CAPITAL BUDGET 2019–2022 2019-2020 2021-2022 Total Grant Local Total Grant Local Total Local ROLLING STOCK Revenue Vehicles Replacement Buses-Fixed Route $5,219,510 $2,637,866 $7,857,376 $3,195,000 $4,050,000 $7,245,000 $6,687,866 Expansion Buses-Demand Response 284,588 0 284,588 0 0 0 0 Replacement Buses-Demand Response 0 2,459,675 2,459,675 0 0 0 2,459,675 Replacement Vans-Vanpool 0 162,689 162,689 0 0 0 162,689 Subtotal $5,504,098 $5,260,230 $10,764,328 $3,195,000 $4,050,000 $7,245,000 $9,310,230 Support Vehicles Field Support/Security Staff Vehicles $0 $142,440 $142,440 $0 $0 $0 $142,440 Subtotal $0 $142,440 $142,440 $0 $0 $0 $142,440 FACILITIES Fisher’s Landing Transit Center $400,000 $100,000 $500,000 $0 $0 $0 $100,000 AOM Facility Improvements 0 24,726,160 24,726,160 0 0 0 24,726,160 Subtotal $400,000 $24,826,160 $25,226,160 $0 $0 $0 $24,826,160 EQUIPMENT Technology ITS/VAST $224,000 $56,000 $280,000 $0 $0 $0 $56,000 Computer Systems and Equipment 0 3,124,543 3,124,543 0 0 0 3,124,543 Subtotal $224,000 $3,180,543 $3,404,543 $0 $0 $0 $3,180,543 Other Equipment Maintenance Equipment $0 $266,950 $266,950 $0 $0 $0 $266,950 Misc. Capital Repair/Replacement 0 925,000 925,000 0 0 0 925,000 Subtotal $0 $1,191,950 $1,191,950 $0 $0 $0 $1,191,950 PLANNING Mill Plain Bus Rapid Transit Project $0 $5,000,000 $5,000,000 $3,000,000 $17,000,000 $20,000,000 $22,000,000 C-TRAN 2030 Capital Improvements 0 500,000 500,000 0 7,459,247 7,459,247 7,959,247 Subtotal $0 $5,500,000 $5,500,000 $3,000,000 $24,459,247 $27,459,247 $29,959,247

TOTAL $6,128,098 $40,101,323 $46,229,421 $6,195,000 $28,509,247 $34,704,247 $68,610,570

ROLLING STOCK Revenue Vehicles

• Replacement Revenue Vehicles—About $6.7 million in local funds have been budgeted to purchase replacement fixed route buses. The buses scheduled for replacement will have reached the end of their useful lives and have escalating maintenance costs.

About $2.6 million has been budgeted to purchase replacement C-VAN and Vanpool vehicles. Like the fixed route buses, these vehicles will have reached the end of their useful lives and have higher maintenance costs.

2019–2020 Recommended Biennial Budget PAGE 25 81 • Expansion Demand Response Revenue Vehicles—Two vehicles are budgeted to assist in the provi- sion of the Community Vanpool program. These vans are 100 percent funded with federal grant funds.

Support Vehicles

• Replacement Support Vehicles—The replacement schedule is based on mileage and condition of each vehicle. This budget invests $142,440 in replacement of support type vehicles.

FACILITIES • Fisher’s Landing Transit Center—A Congestion Mitigation and Air Quality (CMAQ) grant will fund work to review possible transit-oriented development and other transit enhancements at the transit center.

• AOM Facility Improvements—The predominant expenses in this category are for the design and construction of the new Operations and Maintenance Facility to be located at the main campus site. In addition, this category includes funding for improvements related to the new Administrative Building purchased in 2018. Other expenses in this category focus on facility improvements related to safety, and state of good repair asset replacements.

EQUIPMENT Technology

• ITS/VAST Projects—This category includes the transit software application that will provide an open trip planning system with service alerts and wayfinding services. As stated earlier in this document, the wayfinding portion of the project is intended to support transit system navigation by seniors and people with disabilities as provided for under the federal Section 5310 grant program. This project is 80 percent federal grant funded.

• Computer Systems and Equipment—The largest project in this category is the completion of an in- tegrated operations management and scheduling software system that was initiated under the 2018 budget and is expected to wrap up in 2019. Additional projects include the Employee Portal/Intranet implementation, Access Control Security Upgrade, and Vanpool Management Software. About $500,000 is also included for new and replacement computer systems and equipment in 2019 through 2020.

Other Equipment

• Maintenance Equipment—This category funds the purchase of maintenance equipment needed to maintain an asset’s state of good repair in order to support facility and fleet maintenance needs. Among other lower cost items, the category includes a replacement forklift, a utility cart, a DPF Cleaner, and a vehicle scissor lift replacement.

• Miscellaneous Capital Repair/Replacement—Local funds of $925,000 have been budgeted for miscellaneous agency equipment repair and replacement needs during the next four years.

PAGE 26 2019–2020 Recommended Biennial Budget 82 PLANNING • Mill Plain Bus Rapid Transit—In October 2018, the Board approved C-TRAN moving forward into project development for the Mill Plain Bus Rapid Transit line. The budget includes the funding to complete project development, as well as securing local funding to match a federal grant that the agency is pursuing to help fund project construction.

• C-TRAN 2030 Capital Improvements—The updated C-TRAN 2030 plan covers facility needs; passenger amenities; and innovations in equipment. Excess cash and investments, as well as funding from sur- pluses in annual operating results, will be allocated to this budget category to help support the needs identified in the plan.

2019–2020 Recommended Biennial Budget PAGE 27 83 84 « OUR COMMUNITY, OUR PROMISE »

CASH & INVESTMENTS 85 86 CASH & INVESTMENTS

Cash and Investments are estimated based on the available cash resources of the agency as of the beginning of the Biennial Budget. The operating and capital budgets, along with the reserve policies, are board commitments against cash and investments and reduce the amount available for future planning.

RESERVE POLICIES The Board of Directors adopted Board Resolution BR-09-017 to establish a reserve policy to include Self- Insurance, Capital, and Working Capital.

• Self-Insurance Reserve—A total of 3 million dollars was established to provide the ability to settle large claims beyond that provided for in the budget and available from existing cash sources, in order to protect the Board personally. One million dollars was set aside to self-insure the underground storage tank system. Insuring with WSTIP eliminated the need for the 2 million dollar self-insured retention effective in 2014 with Board Resolution BR-14-010.

A dental self-insurance reserve is required by the State of Washington, Department of Enterprise Services, Office of Risk Management in an amount equal to a minimum of 8 weeks of program expenses as per WAC 82-65. This was formally adopted by Board Resolution BR-10-010 and is a reserve of approximately $34,000.

• Capital Reserve—This reserve was established to provide the local funds to carry out the capital program as adopted or amended in the biennial budget. The formal designation of investments in the CAFR will match the total capital program and will be updated annually as capital projects are completed.

The Vanpool fare formula includes a component to address the planned recovery for the capital costs of replacing Vanpool vehicles. The Board of Directors formally established a Vanpool Capital Reserve (Board Resolution BR-13-001) to be maintained to provide for the purchase of replacement or new Vanpool vehicles to the extent funded by Vanpool fare collected.

• Working Capital Reserve—The goal of a minimum 90 Days Cash on Hand was established to create sufficient resources to cover cash flow until tax and grant revenues are collected. It also provides the ability for short-term funding of operations during periods of economic downturn or unusual cost increases. This reserve is a goal rather than a Board designation and is not reported in the Comprehensive Annual Financial Report (CAFR). Rather, it is a management tool to assist in budgeting cash flow and establishing future uses of cash and investments. The calculation uses the current adopted operating budget divided by 360 for the average daily cash usage. The available cash not committed for other purposes is divided by the average daily cash usage to reach the number of Days Cash on Hand.

2019–2020 Recommended Biennial Budget PAGE 29 87 CASH & INVESTMENTS NOT COMMITTED

The table below demonstrates the amount of cash available after board commitments.

Estimated Cash & Investments, January 1, 2019 $70,500,000 Plus 2019-20 Budget Net Income 16,565,400 Less Capital Budget 2019-2022 (68,610,570) Less Required Minimum Reserves Working Capital (Cash Flow) (17,420,830) Self Insurance (1,034,000) Estimated Cash & Investments not $0 Committed at December 31, 2020

The estimated cash and investments not committed at December 31, 2020, is zero by design. All available funding from surplus in the biennial operating budget is used to fund capital projects identified in the update to C-TRAN 2030 to ensure a healthy organization.

PAGE 30 2019–2020 Recommended Biennial Budget 88 2019–2020 Recommended Biennial Budget

2019-2020 BUDGET FEDERAL TRANSIT ADMINISTRATION (FTA) INFORMATION BY MODE Ten Years

2018 OPERATING HOURS 2020 BUDGET 2019 BUDGET Trending 2017 ACTUAL 2016 ACTUAL 2015 ACTUAL 2014 ACTUAL 2013 ACTUAL 2012 ACTUAL 2011 ACTUAL

A. Fixed Route 313,000 309,000 300,892 298,529 287,171 280,710 279,840 280,922 281,940 282,552 B. Demand Response 112,000 107,000 100,823 95,126 102,960 100,791 93,675 90,394 86,529 82,554 C. Vanpool 13,400 11,500 7,829 9,260 11,250 10,784 11,613 10,530 8,377 4,181 IN-SERVICE HOURSTotal 438,400 427,500 409,544 402,915 401,381 392,285 385,128 381,846 376,846 369,287

A. Fixed Route 283,539 279,915 272,543 270,430 259,434 253,300 252,900 254,632 256,684 258,137 B. Demand Response 102,639 98,057 92,387 87,175 94,736 92,548 86,327 83,040 79,515 75,949 C. Vanpool 13,400 11,500 7,829 9,260 11,250 10,784 11,613 10,530 8,377 4,181 NET OPERATING COSTTotal 399,578 389,472 372,759 366,865 365,420 356,632 350,840 348,202 344,576 338,267

A. Fixed Route $50,808,234 $47,809,757 $43,388,000 $38,749,748 $35,905,043 $35,067,226 $34,525,032 $31,782,774 $31,056,732 $29,950,728 B. Demand Response 16,887,102 15,458,785 14,111,000 12,079,991 11,654,619 11,009,898 9,908,729 8,999,439 8,524,114 7,771,570 C. Vanpool 735,406 653,470 458,000 477,595 491,405 452,514 229,465 189,693 172,019 102,203 OPERATING REVENUETotal $68,430,742 $63,922,012 $57,957,000 $51,307,334 $48,051,067 $46,529,638 $44,663,226 $40,971,906 $39,752,865 $37,824,501

A. Fixed Route $6,406,000 $6,311,000 $5,949,000 $6,663,484 $7,318,713 $7,568,954 $7,838,603 $7,742,600 $7,551,671 $7,295,061 B. Demand Response 625,000 596,000 505,000 432,468 398,374 399,531 400,362 378,198 340,685 330,428 C. Vanpool 183,000 173,000 157,000 187,394 221,495 209,957 221,424 199,799 158,695 67,246 COST PER OPERATING HOURTotal $7,214,000 $7,080,000 $6,611,000 $7,283,346 $7,938,582 $8,178,442 $8,460,389 $8,320,597 $8,051,051 $7,692,735

A. Fixed Route $162.33 $154.72 $144.20 $129.80 $125.03 $124.92 $123.37 $113.14 $110.15 $106.00 B. Demand Response 150.78 144.47 139.96 126.99 113.20 109.23 105.78 99.56 98.51 94.14 PERCENT OF OPERATING REVENUE TO OPERATING COSTSC. Vanpool 54.88 56.82 58.50 51.58 43.68 41.96 19.76 18.01 20.53 24.44

A. Fixed Route 12.6 % 13.2 % 13.7 17.2 % 20.4 % 21.6 % 22.7 % 24.4 % 24.3 % 24.4 % B. Demand Response 3.7 3.9 3.6 3.6 3.4 3.6 4.0 4.2 4.0 4.3 C. Vanpool 24.9 26.5 34.3 39.2 45.1 46.4 96.5 105.3 92.3 65.8 Notes: * Data for operating and in-service hours match the NTD reported data. * Operating revenue includes passenger revenue, the sale of maps and rider's digests and advertising revenue. * Effective January 2011 the Camas Connector service was moved from Demand Response to Fixed Route. * C-TRAN's Vanpool program was discontinued in 2005 and reimplemented in May of 2009. * Effective January 1, 2015, the Vanpool Program includes a share of the agency's overall overhead costs. 89 PAGE 31 PAGE 90

BOARD RESOLUTION BR-18-006

RESOLUTION authorizing the adoption of the 2019-2020 Budget for the Clark County Public Transportation Benefit Area (dba C-TRAN).

WHEREAS, C-TRAN staff has identified five (5) major budget themes: Safety & Security, Word Class Service & Ridership, Fiscal Duty, Community & Governmental Stewardship, and Our Team; and

WHEREAS, the 2019-2020 Budget supports these themes.

NOW, THEREFORE, BE IT RESOLVED BY THE CLARK COUNTY PUBLIC TRANSPORTATION BENEFIT AREA AUTHORITY: • That the 2019-2020 Budget be adopted; and • That the C-TRAN Board of Directors resolves and approves the budget summaries and budget detail as attached and incorporated by reference herein as though fully set forth. • The operating summary lists $150,416,600 in Revenue for 2019-2020 and $133,851,200 in 2019-2020 Appropriations before depreciation, resulting in a net income, before depreciation, of $16,565,400. • The capital summary lists $ 12,323,098 in 2019- 2022 Revenue and $80,933,668 in 2019-2022 Capital Expenditures. The operating and capital budget s are subject to adjustment based on any previously board approved • project using 2018 funding, where the project was expected to be completed by December 31, 2018, but where the project must continue into the 2019-2020 biennium. • The 2019-2020 Budget also establishes a service level of 427,500 service hours in 2019 and 438,400 service hours in 2020. The 2019-2020 Budget may be amended from time-to-time to reflect expenditures approved by the Board, and expenditures shall be limited to the amount set forth by the Board for total Operating Expenses and total Capital Expenditures. Grant funded Capital Expenditures shall be incurred consistent with federal regulations.

ADOPTEDth at the regular session of the Board of the Clark County Public Transportation Benefit Area Authority, this 11 day of December 2018.

AYES:

NAYS:

ABSENT: ______Marc Boldt, Chair Attest:

______Debbie Jermann, Clerk of the Board

C-TRAN Board Resolution BR-18-006 Page 1 of 1 2019–2020 Recommended Biennial Budget PAGE 33 91 92