MEETING BOARD OF DIRECTORS GRTC Transit System
A special and regular meeting of the Board of Directors of the GRTC Transit System and RideFinders will be held concurrently at 8:00 a.m. on January 19, 2021. To protect the safety of meeting attendees, this meeting will be conducted through electronic communication means pursuant to and in compliance with City of Richmond Ordinance No. 2020-093, adopted April 9, 2020
AGENDA
I. Call to Order & Introductions
II. Public Comments
III. Approval of Board Minutes – December 15, 2020 (Pages 3-14)
IV. Governance / Stakeholder
Discussion/Information Items A. CVTA Update – Adrienne Torres (Page 15) B. Update on Downtown Transfer Center Committee – Adrienne Torres (Page 16)
Action Items A. Certificates of Appreciation to Community – Carrie Rose Pace (Page 17)
V. Operations Report
Discussion/Information Items A. Operating Performance – Tim Barham (Pages 18-28) B. Safety Performance – Tony Carter (Pages 29-30) C. Quarterly Route Performance – Adrienne Torres (Page 31-33) D. Transportation Development Plan (TDP) Update – Adrienne Torres (Pages 34-35)
Action Items A. Transit Shelter Installation/Removal Services – Adrienne Torres (Pages 36-41) B. GRTC Fleet Cleaning and Disinfecting Services – Tonya Thompson (Pages 42-43)
VI. Financial Report
Discussion/Information Items A. November Financial Report – Dawn Bailey (Pages 44-48) B. Monthly Cash Flow Statement and Projections – Dawn Bailey (Pages 49-50) C. Recent and Upcoming Procurements – Tonya Thompson (Pages 51-52) D. Draft FY2022 Regional Transportation Plan – Adrienne Torres / Scudder Wagg (Page 53) E. Draft FY2022 Operational Expansion Budgets – Soumya Vijayan / Adrienne Torres (Page 54) F. Draft FY2022 Capital Needs and Revenues – Kesha Reed / Adrienne Torres (Pages 55-62)
301 East Belt Boulevard • Richmond, VA 23224 Action Items A. GRTC and Ridefinders Corporate Bank and LGIP Resolutions – Dawn Bailey (Pages 63-66)
VII. Chief Executive Officer’s Report – Julie Timm
VIII. Chairperson Report – Ben Campbell
IX. Executive Session
X. Other Business
XI. Adjourn
301 East Belt Boulevard • Richmond, VA 23224 2 MINUTES DECEMBER 15, 2020 BOARD OF DIRECTORS GRTC TRANSIT SYSTEM
Members Present: Benjamin P. Campbell, Chair Gary Armstrong, Vice Chair Eldridge Coles, Secretary/Treasurer George P. Braxton Daniel K. Smith Ian Millikan
Others: Bonnie Ashley, General Counsel Julie Timm, Chief Executive Officer Sheryl Adams, Chief of Staff Joey Agee, Facilities Manager Dawn Bailey, Controller Tim Barham, Chief of Transportation Tony Byrd, Director of Maintenance Anthony Carter, Director of Risk Management Monica Carter, Claims Consultant Angela Malloy, Director of Human Resources Carrie Rose Pace, Director of Communications Rob Taggart, Director of Information Technology Tonya Thompson, Director of Procurement Von Tisdale, Executive Director of RideFinders Adrienne Torres, Director of Planning & Scheduling Leslie F. Roberts, Brown, Edwards & Company Danielle A. Nikolaisen, Brown, Edwards & Company
The meeting of the GRTC Transit System and RideFinders Board of Directors was called to order at 8AM, December 15, 2020, by the Chair, Mr. Campbell. To protect the safety of meeting attendees, this meeting was conducted through electronic communication means pursuant to and in compliance with City of Richmond Ordinance No. 2020-093, adopted April 9, 2020. This meeting was open to participation through electronic communication means by the public and closed to in-person participation by the public. Necessary GRTC Administrative Staff and presenters assembled electronically for this meeting, and all GRTC Board of Directors participated by videoconference via RingCentral. A quorum was present.
Public Comments - For the benefit of all attendees, Ms. Carrie Rose Pace explained how to participate in public comment at Board Meetings.
Video and audio of Board Meetings are streamed live online and recorded for later viewing at GRTC’s YouTube channel at youtube.com/user/ridegrtc. Board Meeting notices, agendas and packets are available at GRTC’s website ridegrtc.com by clicking on Stats & Reports in the top navigation bar and selecting the first option in the drop-down menu, Board Reports. Citizens are welcome to provide their comments in writing in advance to [email protected]. The person responsible for receiving comments in writing is Carrie Rose Pace, Director of Communications. All written comments received via email prior to 5:00 p.m. on the day preceding a meeting will be provided to all members of the Board the night before the meeting and will be included in the minutes of the meeting. During the Public Comments portion of the agenda, Carrie Rose Pace will read all comments received by the submission deadline, following the two-minute speaking time limit normally observed in Board Meetings.
3 Public Comments that were submitted before the 5pm deadline on December 14, 2020 were read by Carrie Rose Pace as follows:
1. Adam Lockett - Last month I was saddened to see a few residents continue to write to the administration demanding the severance of Route 77 on Grove Avenue. I am writing to you today in staunch support of the 77. Beyond connecting students and residents of the Fan to cultural and commercial destinations, I am concerned about service workers who rely on GRTC to get to their jobs at the connecting universities and hospitals.
In the past two years, service workers have been through so many changes to West End bus service. Five, to be exact, dating back to the 16 discontinuation, the limited 75 from Willow Lawn that changed twice at the request of these workers, the former 77’s three-mile detour onto Monument Ave, and now the service we have today.
What is more difficult to hear is that “no one is riding the bus.” This is not true because we have the data to show it. During the day, you can’t even see through the tinted windows to guess if anyone is on board. Yes, we have to take the pandemic into account for limited ridership; however, the Route 111 opening during the shutdowns gives every indication that GRTC is a lifeline for tens of thousands of people in our region. What residents of this street don’t see if our essential workers taking the first bus so early in the morning before the sun rises then on their way home well after we have come inside for the night. I know because I use to ride the Pulse out to Willow Lawn with these folks. Many of them would miss their bus every morning because they were forced to transfer.
When I have taken the new 77, I have watched our operators drive with the utmost professionalism and skill. We had to go around many double-parked delivery trucks and I watch their eyes check every mirror before maneuvering. The razor-thin passing zone between the westbound and eastbound buses does not exist as described and I feel like there is ample room for all users of the road. Frankly, if neighborhood streets are not safe for buses, they are not safe for cars either. One thing I may suggest is getting the stop blades that display both the route number and directional on all the stop poles as soon as possible. This gives notice to people on the sidewalk about the bus and makes them feel confident in riding.
Terminating this service at Robinson or moving it to Main Street is not equitable. Two to five transfers just to get to work is not equitable. When the system was redesigned, the idea was to have fewer transfers and more one-seat rides. The current 77 is the closest thing we have to that vision thus far. I am respectfully asking this body to not recommend changes to Route 77. Please monitor its performance for the duration of the pandemic and into economic recovery where I believe buses will be at-capacity. Any modification would be the sixth change that riders would have endured in the past 2 years
2. Crist Berry - Note what other cities are having to do. Why is it that GRTC is adding a NEW and UNUSED route (Route 77) at the time others are having to cut. Do you have a secret source of funding that other cities do not?
Transit officials across the U.S. brace for steep service cuts
Public transit officials in cities across the country are pleading for federal help, as many brace for steep budget cuts in response to financial crises brought on by the coronavirus pandemic.
Read in Axios: https://apple.news/AtbDm2TcdQLedNFsOwVhyMA
4 3. Mathis Kirby Powelson - I have started a petition and have already had 139 people sign it. http://chng.it/GXW7Sjv4
It states that we would like the route for Bus #77 to be changed. It should not go through the Fan on Grove from Robinson to Harrison. Our neighborhood has had several issues with it. The bus has been seen to drive through the red light at Lombardy on several occasions. It has almost clipped cars while turning onto Harrison. It takes up 16 parking spaces in the short distance of 4 blocks which are at a premium. My young neighbor who just had a baby can't even park in front of her home. Instead I have seen her struggling with a car seat and packages crossing the street from the other end of the block. The buses have no passengers and they never even stop at the bus stops. Parents who need to leave their children off at Ms. Babs Nursery need to now constantly watch their backs when removing their children for fear that a large wide bus will come by while their door is open. Multiple delivery trucks double parked force the buses to go around them. An accident is just waiting to happen. And meanwhile the ridership is about one passenger per bus. More often the bus is empty. What a waste of our taxpayer money and an assault on our environment. This bus should turn at Robinson when driving eastbound and go to Broad where it will go by retail stores where passengers might actually want to shop. It can then turn southbound on Belvedere and turn west onto Main and stop near VCU. It can continue to go down Main where again there are retail areas and then it can once again turn north onto Robinson and turn west back onto Grove. This would be a much more useful route.
Please reconsider this needless part of the route of Bus #77.
4. Wyatt Gordon - Transit is a lifeline for our city, our local economy, and our neighbors. Complaints about empty buses and headlines about the decline in transit ridership focus on those privileged few who can work from home. The vast majority of GRTC riders do not have this luxury and must commute to work each day at the hospitals, supermarkets, and other essential businesses that are keeping our country running.
Anyone complaining about a bus running down a city street over which they have no ownership should be ashamed of themselves. The 77 is not only a critical connection for residents of the Fan, the Museum District, VCU, the West End, and UR, it is a vital new component of Richmond's transportation network. Just since the 77 launched I have caught this bus several times as the most convenient, comfortable, and affordable transportation option for me to patron a local business or meet up with a friend. The bus is here to serve us all and we should cheer each additional connection at our doorsteps because transit is freedom.
5. Dr. Jeremy Hoffman - I am writing to support the route 77 on city streets. Thanks!
The sixth comment was not received prior to the 5pm deadline; however, the Chair requested that it be read.
6. Zeke Brody – I do not support any reduction in service on Route 77 or any other route.
There is a Change.org petition in favor of closing Route 77, and it’s a disgrace. When wealthy Fan residents ask for reductions in service through their neighborhood, it affects every other user of the system – they do have that kind of power and should not be given that kind of power. Thank you.
Approval of Minutes: The Chair, Mr. Campbell, requested the following change in the Section, Chairman of the Board minutes. Mr. Campbell stated that he is very proud of GRTC, proud of the CEO, grateful for a Board with experience and knowledge. He is prayerful that as GRTC moves into the upcoming year with the many opportunities presented by the development of the 5 CVTA and the potential of coverage of our City that support of public transportation will continue to expand. Mr. Armstrong motioned to approve the November 17, 2020 Board meeting minutes, with the Chair’s change, Mr. Coles seconded, and the motion carried unanimously.
CVTA Update – Adrienne Torres
CVTA met on December 4 and adopted the administrative operating and expense budget, agreed to the VDOT Revenue Transfer Agreement, and authorized the Finance Committee to establish banking, advisory and audit services and develop policies and procedures for authority consideration.
The Regional Public Transportation Plan project kick-off meeting was held on December 3 with a tentative final plan to be completed by April 30. The Transit Governance Report scope was approved by CVTA on December 4. The next steps are Solicitation using DRPT Bench Contract. The CVTA TAC Technical Group selection committee (GRTC, Chesterfield, Henrico, Richmond) will recommend a preferred qualified consultant to the full Authority for approval and award on January 29.
The CVTA Finance Committee met on December 9 and approved Fiscal Agent Services and Financial Policies and Procedures.
Chesapeake Chapter of Association for Commuter Transportation (ACT) 2020 Best Online/Social Media Marketing Campaign Award – Von Tisdale
The Chesapeake Chapter of ACT covers the States of Virginia, Maryland, District of Columbia, and West Virginia. It holds an annual awards event where it recognizes and honors outstanding programs and achievements from member organizations.
RideFinders is the recipient of the 2020 Best Online/Social Media Marketing Campaign for its “Celebrate Earth Day, Every Day” Clean Air Campaign. The campaign emphasized “green” commuting and sustainable activities featuring two signature series which included “VISITS with Von” and “We Read Wednesdays” and partnerships developed and helped get the word out with impressive reach and results. This was all accomplished with no financial investments but with heavy staff engagement and utilization of multiple social media platforms such as LinkedIn, Facebook, Twitter, Instagram, and our website. Cherika Ruffin accepted the award virtually on behalf of RideFinders.
Operating Performance – Tim Barham
• The on-time performance was 65.60% for November. We are continuing to experience several detours in the area due to road and construction work; the two biggest impacts during November are General Assembly Building Project / Broad Street which impacted several routes and along Byrd Avenue near Willow Lawn where the Pulse Route goes for layover. • Lost trips were at 1,385 for November which is almost twice as much as it was for October which was 670. The increase was primarily due to positive COVID cases and contact tracing. • Lost time absenteeism rate for Operators is 16.70% for November compared to October which was 15.07%. • Customer complaints were at 1.10 per 10,000 riders for November compared to October which was 1.65 per 10,000. • Fixed route ridership for November is 1.45%. The Pulse is down 40.87%. Commuter service down 69.83%. Combined fixed route service was down 11.79%. 6 • CARE Service is 23.31% for November. CARE-On-Demand is 22.93% for November. Total fixed route and specialized overall is down 12.18%. For the fiscal year, it is down 18.53%. • Specialized on-time performance is at 92% for November. There were ten complaints and three commendations for the month of November. • COVID-19 continues to impact service and this past month has been the toughest since the pandemic started. We continue with COVID health protocols, have increased our efforts, and are making sure we have proper supplies on hand. Unfortunately, we did have six positive cases in the month of November. Our thoughts and prayers go out to those employees and their families who have been impacted by COVID, and we pray for a speedy recovery for each of them. We continue to make sure the safety of employees and customers are put first. During this we have solicited assistance from UZURV to cover increased missed trips, and we have extended hours in Customer Service to support riders who may have become stranded. • Staffing – 269 full-time Operators, 18 part-time Operators and the budget numbers are 290 full-time Operators and 26 part-time Operators. Eight Operators are currently in training and four will graduate this month and five started November 30 that will graduate in January. • In Maintenance, recruiting for one general utility position, mechanics, and bus cleaners.
Safety Performance – Tony Carter
Tony Carter presented the safety report and highlighted that for November there were 28 accidents which decreased from October which was 30. There were 9 preventable and 19 non- preventable accidents. There was 16,805 miles between total accidents and there was 52,282 miles between preventable accidents for the month of November. The Operators should be commended; they have a lot to deal with out there on the streets and they are doing a remarkable job. Mr. Carter said that they are continuing with the de-escalation videos and driver safety training. We have had an increase in incidents with the riders refusing to wear masks; however, Operators are using the tools from the videos to help with de-escalate the tension they are experiencing on their buses.
January 2021 Service Changes – Adrienne Torres
In April 2020, GRTC management and staff came to the board with the recommendation to make service modifications to help facilitate social distancing at the onset of the pandemic.
As GRTC continues to evaluate the service demand with the service levels, we must consider the current operator shortage. Due to this decrease in resources, due to retirement, sick leave, and COVID cases GRTC has had to miss trips on several routes over the last few months. To provide more reliable service for our customers, GRTC is recommending additional modifications to routes. GRTC has once again been mindful of access and coverage in all areas with the recommended changes and has been in communication with the jurisdictions about the continued and additional recommended modifications.
The January 2021 Proposed Service Modifications are:
• 4A and 4B - Maintain 30-minute frequency at peak on weekday and reduce off peak frequency from 30 minutes to 60 minutes. Decrease weekend frequency from 30 minute to 60 minute all day. • 50, 76, 77 - Decrease frequency from 35 minutes to 40 minutes on weekday, Saturday and Sunday.
7 Purchase of Paratransit Vehicles – Tony Byrd
To provide clean, safe and reliable transportation to GRTC’s customers in the Richmond region, staff evaluates the age and condition of its fleet to identify vehicles eligible for replacement. Part of this evaluation is the consideration of funding and future replacement opportunities. There are 35 paratransit vehicles that will be eligible for replacement between now and February 2022. At this time staff would like to place an order for 35 Ford Starcraft Allstars with a staggered delivery timeline. The price for a 2020 Starcraft Allstar is $103,414 for a total cost of $3,619,490 for 35 vehicles. If approved, the Contractor will be given notice to produce 15 vehicles immediately, 12 more within 6 months after taking possession of the first 15, and 8 more vehicles after February 2022. It is staff’s recommendation that the Board of Directors authorizes the CEO to issue a purchase order to Sonny Merryman, Inc. in the amount of $3,619,490 for the purchase of 35 CNG-powered paratransit vehicles. Mr. Armstrong motioned to grant staff’s request, Mr. Smith seconded, and the motion carried unanimously.
Fleet Cleaning & Disinfecting Services – Julie Timm
To provide safe and reliable service and protect GRTC employees and riders during the rapid spread of the coronavirus, GRTC staff began more frequent cleaning of the fleet in March 2020 with a goal of cleaning and disinfecting the entire fleet daily. Existing staffing levels prevented GRTC from meeting this goal. In April 2020, contracted cleaning and disinfecting services were sought. At that time, staff utilized FTA’s simplified acquisition threshold for purchases valued up to $250,000 to purchase services and GRTC Board delegated authorization to the CEO and Board Chairman for approval of purchases up to $250,000.
Original Building Services, Inc. (OBS) submitted the lowest quote for these services. Initially, staff requested assistance from OBS from May 11, 2020 to June 30, 2020 in the amount of $68,879.03. With the ongoing spread of the virus, the CEO and Board Chair authorized a change order in the amount of $123,187.50 to continue services through September 2020. Unfortunately, there was an oversight, and we did not bring that notification to the Board.
With expected COVID surges in the Fall and Winter of 2020, with the expectation that a COVID- 19 vaccine would not be generally available until later in 2021, and with a commitment to a continue the higher level of cleaning and disinfecting post-COVID pandemic conditions, GRTC requested OBS continue the disinfecting services through January 2021 until an open RFP for these services could be completed and a recommended vendor brought to the Board for consideration and approval. An additional cost to continue services from October 2020 through January 2021 of $164,250 ($41,063 monthly) with a total contract value of $356,317. This purchase is completely funded through Federal CARES Act funding.
Staff is requesting that the Board of Directors acknowledge and ratify the contract amendment to OBS for fleet cleaning and disinfecting services in the amount of $164,250 bringing the total OBS vehicle cleaning contract value to $356,317. Mr. Smith motioned to grant staff’s request, Mr. Braxton seconded, and the motion carried unanimously.
Facility Janitorial Services – Joey Agee
In January 2020, the Board of Directors authorized the CEO to enter a one-year agreement with Original Building Service, Inc. (OBS) in the amount of $91,398 for facility janitorial services. Staff is pleased with OBS’ performance and recommends exercising the first option to renew and requests authority to approve the remainder of the renewal options annually should OBS’ performance continue to meet expectations. Option Years 1 thru 4 will remain at a firm fixed 8 price of $91,398 for a total contract value of $456,990. This contract will be funded completely from the operating budget. Staff is requesting that the Board of Directors authorizes the CEO to exercise each option year at her discretion following an annual clean assessment of performance and cost at an estimated remaining expenditure of $365,592. Mr. Armstrong motioned to grant staff’s request, Mr. Braxton seconded, and the motion carried unanimously.
First Transit Agency Safety Plan – Monica Carter
In July, GRTC presented to the Board an overview of our Agency Safety Plan, which was mandated by the FTA. A part of that process includes the Agency Safety Plan for First Transit. First Transit is a major contractor for GRTC and must adhere to some of the same safety regulations. GRTC is responsible for ensuring that the services that we contract are safe and that the contractor’s actions are in compliance with all regulatory safety requirements.
First Transit’s established safety policy indicates that they will not perform any service unless it can be done so safely for their employees, their passengers, and the public. Through this process, they follow the Safety Management System, which means that they have an established process for hazard identification and evaluation using a risk matrix to gauge the severity of the hazard and to determine the level of priority to mitigate the risk.
Claims Consultant, Monica Carter, presented an overview of First Transit’s Agency Safety Plan. Staff is requesting that the GRTC’s Board of Directors approve First Transit’s Agency Safety Plan. Mr. Smith motioned to grant staff’s request, Mr. Armstrong seconded, and the motion carried unanimously.
October Financial Report – Dawn Bailey
Dawn Baily provide an update of GRTC’s Financial position starting with a review of aging accounts receivable and accounts payable. Nine percent of our accounts payable are over 30 days past due mainly due to delays in receiving vendor invoices. Once invoices are received into the system, they are logged per the date on the invoice versus date received. Finance typically pays invoices within a week of receipt. As of October 31, aging accounts receivable totaled $10.2M including $7.2M associated with delayed timing for submittal of our federal drawdowns. As mentioned in past board meetings, the finance team has been extremely focused on the year end audit and NTD reporting. The audit has been completed and the NTD reporting is complete; therefore, moving forward staff expects timely drawdowns of our federal funding. The balance of $117,704 in accounts receiving over 91 days is due to damaged claims which has been turned over to the City Attorney and the balance due from the 2019 Jazz Festival Charter Service.
For the month of October total revenues are favorable by $344,000. Total operating expenses were unfavorable by $815,000 resulting in a net budget variance unfavorable in the amount of $471,000. There are four cost centers with unfavorable variances. Every six months there will be a three-pay period month causing unfavorable variances and October was one of these months. The four cost centers affected were Maintenance, Transportation, General and Administration, and Taxes account for the payroll related expenses. The purchase of Specialized service continues to remain favorable at $930,383.
Monthly Cash Flow Statement and Projections – Dawn Bailey
In July $2.5M was transferred from the reserve to the operating cash account and in September $1.5M was paid back; however, the $1.5M was transferred back in October because it was needed for payment of three payrolls, two medical insurance invoices, and less than anticipated 9 federal funding. During November, $1M was returned and $1M is expected to be returned in December. Staff received the City of Richmond payment for the end of November and an invoice has already been sent for the 3rd quarter payment which is due in January. Depending on how it looks the end of December, it may be possible to return the remaining $500,000 to the reserve.
Our federal drawdown and our state contributions remain conservative. We received word this morning that starting in January we will receive $1,132,243 each month through June. Next months projections will reflect the increase on the state funding line. Currently, $822,324 is being reflected.
Recent and Upcoming Procurements – Tonya Thompson
There were four procurements that fell within the $50,000 - $250,000 range between the November board meeting and today. They were for the Regional Transportation Plan, GRTC Park & Ride Study, Leadership Training, and the rental of Portable Toilets. Also, as explained earlier in the meeting, the Change Order for Fleet Cleaning Services was approved but was not listed on this document in October. The total purchase amount for all five procurements were $518,498. One new procurement has been added to current and ongoing and that is for roof repair and is estimated to cost $125,000 and we are in the planning stages.
FY2022 Operational Baseline Budget – Julie Timm/Soumya Vijayan
Ms. Timm presented a baseline operational budget for FY2022 to include an assessment of revenues and expenses and expected growth for both. This baseline budget is presented for policy direction. Discussion with board members on the priorities and underlying assumptions prepared by staff will provide GRTC staff clearer direction to develop a draft budget to be presented in April 2021. The adoption of the FY22 budget is expected during the June 2021 Board meeting.
Key assumptions built into the operational baseline budget with the expected growth in operational revenues include the following: fares would be reinstated by July 1, 2021; increase in 5307 federal funds from capital funds for ADA requirements; increase in State Operational Assistance based on the 2020 Transportation Omnibus bill; inflationary increases in funding from Richmond or Henrico; and expected CVTA funds authorized for use in FY22 for existing services. The baseline does not include $2.15M of unbudgeted CARES Act Funds. Ms. Timm presented a FY22 baseline proposed budget for operating revenues and contributions of $63,712,300; total operating revenues of $8,104,945 and total operating contributions of $55,607,255.
Key assumptions built into the expected grown in operational expenses include the following: no change to current service levels – maintain existing FY2021 service levels requested by Richmond and Henrico with considerations of general inflationary pressure; union wage and benefits updated per the ongoing negotiation with CBA; annual cost of living increases in salaries and wages for administrative staff; escalating healthcare costs; and increases in general liability premiums. The baseline also assumes expenses related to collection for fares beginning July 1, 2021 and assumes the permanent addition of expenses related to heightened use of PPEs and cleaning services to contain the spread of COVID and other communicable diseases. The FY22 baseline proposed budget for operating expenses is $63,212,364.
The budget policy assumptions for discussion include the following: the baseline budget does not include funding or expenditures for service expansion of span, frequency, or geography of service levels in Richmond, Henrico, and Chesterfield service areas; and the baseline budget
10 does not include significant expansion of shelter or stop amenity program and therefore does not include expenses for maintenance of additional stops and shelters.
The next steps for the budget adoption are as follows:
• January 2021 - Board Discussion on FY22 Operational Growth Budget Scenarios, Budget Assumptions, and Policy Directors • January 2021 - GRTC Presentation of Baseline Operating Budget to Richmond, Chesterfield, and Henrico • February 2021 - Staff Presentation of Draft Capital and Operating Plans • April 2021 – Staff Presentation of Draft FY22 Operating and Capital Budgets • June 2021 – Board Adoption of Operating and Capital Budgets
Update on Union Negotiations – Julie Timm
Contract negotiations started in September 2020 and are ongoing. The last contract negotiation meeting scheduled was for December 9; however, on December 8 it was canceled by the Union due to unavoidable conflict. We are down to a few remaining items and Management is waiting for comments back from the Union on those items which are listed in your packet.
Of the tentative agreements that have been put in place, Management believes they have put a very strong and favorable package in place for the Union. Some of the key tentative agreements for the Union are very favorable for them, for example, fixing the Pension which was shown to be significantly underfunded for several years. Management wants to ensure that the Pension has an ongoing solvency for the protection of retirees and current staff. The Union and Management have both tentatively agreed to an increase Pension contributions year over year. Management has also tentatively agreed in a higher annual wage increase to 4% (which in past years has been 3%). The rationale for the higher increase for staff is because they would have a higher increase in their contribution to the Pension. This will provide wages that are adjusted for inflation and cost of living as well as the additional payment into the pension.
Discussions were also held regarding the high cost of health care premiums and the need to adjust the plan to control annual cost increases. Considering the current climate under COVID and possible changes to legislation under the upcoming Federal Administration, it was agreed that this was not the time to make changes. However, Management was clear that it will need to be addressed in the coming years.
The Union asked for specific language to give them assurances that as technology changes in the transit industry and those changes come to GRTC that the Union would have some assurance that GRTC would not outsource the work. Management provided language that gives reasonable assurance where practicable.
Language was also added to the contract that whenever there were laws that were enacted such as the CARES Act, Family First Corona Virus Relief Act or other laws that come out that impact the agency and our staff, GRTC would always make sure that we at a minimum comply with those local, federal, and state laws as they apply to GRTC and our staff. Union was satisfied and withdrew a request to add provisions for hazard pay.
Tentatively we also agreed to other minimum increases such as extra duty pay including when Union Maintenance staff steps in to take over a foreman’s role for a day or when operators help with training new operators. Management also offered additional holiday dates to line up with federal, state, and local workers and allowed for two additional personal days.
As a balance for this very strong package for the Union and our staff, the one area where we are still in discussions with the Union comes down to Management’s long standing rights to set 11 work rules. One of the business issues that GRTC has in providing service is high rates of unexcused absenteeism for operators (known as no shows not associated with vacation or sick leave). Current work rules allow for ongoing and perpetual absenteeism without reasonable terms for discipline and termination. This has been discussed with our partners and with the Union. This absenteeism It is not associated with sick pay, holiday pay, FMLA, vacation pay, or corona virus: it is specifically associated with “no shows”. When we have no shows, overtime costs increase dramatically and the reliability of our service decreases correspondingly with missed service when not enough operators volunteer for overtime. The Union would like further discussions on the drafted work rule changes, and we are waiting for their comments. This is the biggest hold up to getting a signed contract. We hope to get back to discussions soon.
GRTC FY2020 Financial Audit – Leslie Roberts and Danielle Nikolaisen, Brown, Edwards & Company
Ms. Roberts stated that overall, the audit went very well. Everyone at GRTC was available and helpful with the process and it was completed earlier than previously. Ms. Roberts stated that she wanted to point out that with the CARES Act funding and the lack of guidance on the procedures that there will be another compliance supplement that comes out and tells them what audit procedures they will need to do for the CARES funding. Therefore, they are not able to issue a final clean audit on that funding at this time; however, the work has been done around the single audit and they did not have any issues.
Ms. Roberts stated that Brown Edwards has a clean unmodified audit opinion on those audited financial statements. During the audit they did not identify any deficiencies in internal control that they consider to be material weaknesses; therefore, that is a clean opinion. The results of tests disclosed no instances of noncompliance or other matters that are required to be reported under Government Auditing Standards.
Ms. Nikolaisen reviewed the report to the Board of Directors. The auding team is Leslie Roberts, Danielle Nikolaisen, and Christy Turner and they are available if there are questions or concerns regarding the audit and there contact information is in the letter. Ms. Nikolaisen gave an overview of what was done in the audit report. She discussed the accounting policies used by GRTC and that there were no new accounting policies adopted and the application of existing policies was not changed during 2020. No transactions entered by the Company during the year for which there is a lack of authoritative guidance or consensus. All significant transactions have been recognized in the financial statements in the proper period. The financial statement disclosures are neutral, consistent, and clear. No difficulties were encountered in dealing with management in performing and completing the audit. Comments on Internal Control for Consideration are controls over IT Security, Disaster Recovery Plan, and Credit Card Approval. Ms. Timm stated that staff is not able to report out of these today; however, Mr. Taggart is aware and currently working on the IT Security and Disaster Recovery Plan and will have a resolution to those very soon. Regarding the credit card issued to the CEO, although rarely used and only used for Board approved items, Ms. Timm stated it would be canceled to avoid any possible future concerns regarding allowable uses.
Staff is requesting that the Board of Directors accepts Greater Richmond Transit Company’s FY2020 Audit report as presented. Mr. Smith motioned to grant staff’s request, Mr. Braxton seconded, and the motion carried unanimously.
GRTC 2021-2022 Health Insurance – Angela Malloy
GRTC has been with Cigna Healthcare since March 2016. Cigna’s original renewal request was a 16.5% increase in premium. With the assistance of our broker, Marsh and McLennan we were able to negotiate a renewal rate of 6.5% for new plan year starting March 1, 2021 through February 2, 2022. After careful review it is recommended that we remain with Cigna. This 12 expense is funded completely from the Operating budget. The change in increase is $486,691. Staff is requesting that the Board of Directors adopts these changes to GRTC’s medical plan and authorizes the CEO to sign the contract with Cigna for plan year March 1, 2021 through February 28, 2022. Mr. Armstrong motioned to grant staff’s request, Mr. Smith seconded, and the motion carried unanimously.
GRTC/VCU Contract, Second Amendment – Julie Timm
During the June 16, 2020 Board Meeting, the GRTC Board adopted the FY2021 Operational Budget. The annual budget included revenues from a contracted operational subsidy from VCU in the amount of $1,656,912 with 50% of that amount, $789,006.09, due on August 31, 2020. The operational budget also included a reserve fund of CARES Act dollars in the amount of $3,620,112 for COVID related increases in expected expenses or decreases in expected revenues.
Also, during the June 16, 2020 Board Meeting, the GRTC Board authorized CEO Julie Timm to enter into Contract Agreements with local funding partners in the amounts approved in the adopted FY2021 Budget. Subsequent to that Board meeting, Ms. Timm negotiated a contract amendment with VCU under the VCU/GRTC Three Year Service Agreement originally entered into on August 1, 2019. The amendment decreased the first payment from VCU due on August 31, 2020 under the second year of the contract from $789,006.09 to $394,503.04, a 50% reduction in the contracted service contribution for the six-month payment period. This reduction was jointly agreed upon in recognition of the following considerations: the University has determined as a result of the Pandemic that it may be necessary to operate the University in a limited capacity, which may include classes being taught online and a significant portion of its workforce working remotely, thus resulting in a significantly reduced need for the transportation services; and GRTC is receiving relief funds from the Coronavirus Aid, Relief, and Economic Security (CARES) Act, to assist with its operating costs; and the University and GRTC wish to amend the Agreement to address these effects of the Pandemic; and the one-time 50% reduction in the VCU service contribution is consistent with reductions approved in the GRTC FY2021 Operations Budget for other Local Funding Partners in the FY2021 budget.
Due to the ongoing State of Emergency under COVID-19 and the continuation of the above conditions into the 2021 calendar year, VCU has requested a second contract amendment consistent with the first amendment ratified by the GRTC Board in July 2020. The second amendment would decrease the second payment from VCU due on February 28, 2021 under the second year of the contract from $789,006.09 to $394,503.04, a 50% reduction in the contracted service contribution for the six-month payment period.
GRTC CEO requests that the Board of Directors approve a second amendment to the VCU Contract for a reduction of service contributions from VCU by another $394,503.05 for FY2021 and that the Board of Directors authorize the use of CARES Act reserve funding in the FY2021 budget in the amount $394,503.05 to balance this reduction in revenue. Mr. Armstrong motioned to grant staff’s request, Mr. Smith seconded, and the motion carried unanimously.
Chief Executive Officer’s Report – Julie Timm
• There has been a surge in COVID cases at GRTC and we believe it is related to the Thanksgiving holiday. Twelve or thirteen cases are unrelated to each other and a few were related. We have been very active with quarantine procedures which is why we have seen almost no clusters with GRTC staff. As the community cases continue to surge, we will see the surges here at GRTC. We understand that everyone is tired of quarantining, everyone is longing for the holidays and for the celebration with family and friends and this is very challenging for our staff. The Governor has put strictly compliances in place as of 13 December 14, and we hope it will cut down on the surge in the community. We have been working closely with the Health Department associated with getting a vaccination to COVID on site here at GRTC for our Operators. We understand supplies are limited and that they should go to healthcare workers first. We have requested and received assurances that transit workers will be among the first to receive the vaccination after healthcare workers. • We are closely watching the Family First Corona Virus Act deadline for December 31. If that is not extended, my intention is to continue to provide that same paid sick leave to anyone who becomes ill with the virus even though we will no longer be required to and that we use whatever CARES Act money that we have to be able to support our staff and their families until the vaccine is fully deployed. We hope that will be by the middle of next year but could be until the end of next calendar year. • There are layoffs and buyouts of employees at agencies across the country being considered. If the agencies do not receive economic relief, they will have to reduce service and layoff staff. These are agencies that have a very high dependency of farebox revenues that are associated with light rail and heavy rail that are associated with large numbers of commuters who can telework; and, therefore, the revenues they would normally provide to the farebox has been cut by the ridership drop of 95%. • We are in December and will possibly have service disruptions as the bad weather hits.
Chairperson Report – Ben Campbell
The Chairman thanked Ms. Timm and the GRTC staff. He stated that this next years brings us two very important changes: the Governance report recommendations, which is very important to all of us and this agency; and the plan for CVTA funded expansion of service to begin to make this truly a metropolitan system.
Other Business
There being no further business, the meeting adjourned at adjourned 10:20 a.m.
APPROVED:
Benjamin P. Campbell, Chair
Date
14 GRTC Transit System Board Discussion Item
Meeting Date: January 19, 2021 Item Title: CVTA Update
UPDATE:
CVTA TAC Meeting – January 11th
• Regional Public Transportation Plan
o Meeting was held on January 5th with the MPO Public Transportation Working Group o Board presentation from consultant team – January 19th board meeting o Core Design working group set for January 19 – 22
• Transit Governance Report
o Two proposals were submitted and reviewed by the CVTA TAC Technical Group Selection committee (GRTC, Chesterfield, Henrico, Richmond) on January 8th o The recommendation from the selection committee was discussed with the CVTA TAC o Recommended selection from TAC will go to full Authority on January 29th for approval
CVTA Finance Committee Meeting – January 6th
• Approved transferring $80,000 to “Contracted Services-Other” from “Reserve for Contingency” for the Transit Governance report • Financial Management Policies and Procedures • Revenue transfer schedule • Processes for review and approval for payments for disbursement
Future Meeting dates:
• CVTA Finance – February 10th • CVTA TAC – February 8th • CVTA – January 29th
1
15 GRTC Transit System Board Discussion Item
Meeting Date: January 19, 2021 Item Title: Permanent Transfer Center
BACKGROUND:
GRTC and the City of Richmond organized a Permanent Transfer Center Ad Hoc Committee. This stakeholder committee is comprised of GRTC Staff and board members, City of Richmond Council members and staff, members of the housing community, representatives from the Convention Center, transit advocate groups, and many other community organizations. This group will serve in an advisory role and assist GRTC and the City of Richmond to identify a location for the permanent transfer facility, develop a preferred design and develop an outreach/engagement plan. The first meeting of the Ad Hoc Committee was held on Thursday, November 19, 2020. A second meeting is being planned for February/March 2021.
GRTC is additionally working with the City of Richmond on identifying a new temporary location to serve as a Transfer Center. The current temporary location will no longer be available as the Public Safety Building that is adjacent to the plaza will be sold and redeveloped in the near future. GRTC has identified the city parking lot currently accessed on 8th Street and Clay Street as the preferred temporary location.
16 GRTC Transit System Board Action Item
Meeting Date: January 19, 2021 Item Title: Certificates of Appreciation to Community
BACKGROUND:
During the COVID-19 emergency, members of the community have donated various items to GRTC to support our ongoing operations as we provide critical service to the public. From face masks to snack packs, these gestures are thoughtful and deeply appreciated by our staff.
CURRENT STATUS:
GRTC continues to receive donations. These are the donors and items donated during the Holidays.
November
17: The Charmettes, Incorporated – 132 gift bags for GRTC Female Operators. 24: Iota Phi Lambda Sorority Inc. Gamma Delta Chapter - 290 Thanksgiving care packages for GRTC Bus Operators.
December
Good Work Society (Larkin Garbee) – 100 face shields donated.
RECOMMENDATION:
That the Board of Directors authorizes the Board Chair and the CEO to sign these Certificates of Appreciation, saying, “GRTC is deeply grateful for your donations during COVID-19 to support our operations during this incredibly difficult time. Your thoughtfulness is sincerely appreciated.” Certificates will be printed and mailed or digitally shared with the donors.
Eldridge F. Coles, Secretary Date GRTC Board of Directors
17 GRTC Transit System Board Discussion Item
Meeting Date: January 19, 2021 Item Title: Operating Performance
BACKGROUND:
Attached are the monthly operating statistics through December 31, 2020.
CURRENT STATUS:
Chief of Transit Operations, Tim Barham, will review the operating statistics, KPIs, staffing, and COVID-related updates for Fixed Route and Paratransit Services for the month of December.
18
Operating Report
January 19, 2021
19
TABLE OF CONTENTS
1.0 TRANSPORTATION 1.1 Fixed Route Performance – Lost Time Rate – Bus Operators 1.2.1 Fixed Route Performance – Scheduled Trips Operated 1.2.2 Fixed Route Performance – On-Time Performance 1.3.1 Customer Service Center – Complaints – Fixed Route 2.0 HUMAN RESOURCES 2.1 Employment Comparisons 3.0 RISK MANAGEMENT 3.1.1 Fixed Route – Traffic Accident Data 3.1.2 Fixed Route – Passenger Accident Data 3.2.1 Specialized Transportation – Traffic Accident Data 3.2.2 Specialized Transportation – Passenger Accident Data 3.3.1 Fixed Route – Traffic Accidents per 100,000 Miles 3.3.2 Fixed Route – Passenger Accidents per 100,000 Miles 4.0 INFORMATION SYSTEMS 4.1 Projects 5.0 CONSTRUCTION AND FACILITIES MAINTENANCE 5.1 Projects 6.0 PLANNING AND SCHEDULING 6.1 Supplier Diversity 7.0 Marketing 7.1 Marketing Projects 7.2 GRTC Pulse Branding and Public Outreach 7.3 Public Relations / Public Outreach / Media Inquiries 7.4 Social Media (Stats as of December 31, 2020) 8.0 RIDEFINDERS 8.1 Vanpool Program 8.2 Greener (Holi)Days Pledge 8.3 Partnership with Central Virginia Waste Management Authority (CVWMA)
Operating Report – December 2020 20
1.0 TRANSPORTATION 1.1 Fixed Route Performance – Lost Time Rate – Bus Operators
1.2.1 Fixed Route Performance – Scheduled Trips Operated
Comments: 1.2.2 Fixed Route Performance – On-Time Performance
Comments: KPI Goal is 80% or greater. 1.3.1 Customer Service Center – Complaints – Fixed Route
Operating Report – December 2020 21
2.0 HUMAN RESOURCES 2.1 Employment Comparisons
3.0 RISK MANAGEMENT 3.1.1 Fixed Route – Traffic Accident Data
3.1.2 Fixed Route – Passenger Accident Data
Operating Report – December 2020 22
3.2.1 Specialized Transportation – Traffic Accident Data
3.2.2 Specialized Transportation – Passenger Accident Data
3.3.1 Fixed Route – Traffic Accidents per 100,000 Miles
Operating Report – December 2020 23
3.3.2 Fixed Route – Passenger Accidents per 100,000 Miles
4.0 INFORMATION SYSTEMS 4.1 Projects
Scope | Quality | Within Anticipated Limits Of Staff-Hours Were Scope Are Quality Project Status Time Cost Changes Problems Spent? More Than Being Expected? Fixed? # Defects Within Anticipated Fixed Per Completion Baseline Actual # Change Project Schedule Budget Start Date Limits Of Staff- Project Sponsor Project Lead User Date Budget Budget Requests Hours Spent? Acceptance Test CCAD Upgrade Planning Phase $0 12/01/19 01/28/20 $ - $ - Yes IT Dexter Hurt 0 2 Comments: Clever CAD upgrade complete and clients upgraded to version 9. Working with Clever Team on ongoing upgrade of all other Clever Systems. Spec Trans Execution Phase $978,795 08/01/18 $ 978,795 $ - Yes Transportation Dexter Hurt 2 0 Validators Comments: Project on hold due to pandemic. Currently GRTC is fare free. Automate Swipe Card Invoicing Pending $0 $ - $ - IT Hector Serrano 0 0 Process Comments: No projected go live date at this time. Specifications to be gathered and documented. Option available within GFI backend of Spec Trans Validator Project. Universal Card Pending TBD $ - $ - TBD TBD 0 0 Comments: AMBLE - Online Specialized Execution Phase $91,875 01/07/19 $ - $ - Yes Jean Lombos 0 0 Reservation Transportation Comments: App is very spotty. Currently reviewing issues reported by users. After performing several tests and working with RouteMatch, we've concluded that user error. Plan on revisiting users for retrain. TBD. Currently, app is constantly monitored. Sent RM a few concerns regarding Window Times, Funding Sources. Since the last reporting, the Window Times have been established to be correct. As for the Funding Source, it has been linked to the Care Fare Map project which is currently ongoing (7/27/20). Trip option is being utilized by our customers. No known reports about the reservation tool(8/27/2020). Nothing to report at this time. It is currently working as designed 10/26/20. GRTC Zone Specialized Planning Phase $6,300 TBD $ - $ - Yes Jean Lombos 0 0 Creation Transportation Comments: Awaiting on assigned resource and projected timeline. As of 8/28, we are still in planning phase. A new route will be implemented by next March 2020. Will reschedule implementation and installation until further notice. As of 9/27, project is still on hold due to the upcoming additional routes. TBD. As of 7/27/20, we have submitted guidelines beginning this month and awaiting for the final roughdraft from RM. No updates since then. As of 8/27/2020, waiting on David Chin and Jane for training and implementation. Expected response from RM is next week. We are currently in testing phase. Last minute revision on the map was performed 10/19/20. Will reconvene the week of the 26th of October. Saftey Management Planning Phase TBD TBD $ - $ - Yes Safety Jean Lombos 0 0 System (SMS) Comments: Tasked to research software that will assist the company with its need of data gathering that ranges from accidental to trending. Will gather all information from vendors and submit findings to COS and Safety Director. As of 7/27/20, project has been implemented. Parties involved have since placed it as functional. Project requirements have been met. This project has been implemented and is currently in use - 8/27/2020. On 10/15/20, discussed with Monica Carter concerning hardware. Waiting on Rafael to create a checklist to be used for online form. GRTC SCCM Planning Phase $0 09/01/19 $ - $ - Yes IT Ernesto Leon 0 0 Implementation Comments: Working on a proof of concept and testing. Money Room App Execution Phase $15,111 11/26/19 $ - $ - Yes Finance Money room Ernesto Leon 0 0 Install Comments: Implemention of project and testing. Greenshades Time Execution Phase $7,983 11/26/19 $ - $ - Yes GRTC Ernesto Leon 0 0 Sheets Comments: Implemention and testing of project. GRTC Computer Melissa Execution Phase 9/18/2019 $ - $ - Yes GRTC 0 0 Refresh - Phase 1 Richards Comments: New installs are still in progress. As of 10/31/20 about 95% of this PC Refresh project is complete. CS Dept are all now done after 11/2/20 Completed installs are live, and on the network/can be remoted into. After week of 11/2 Only 2 SpTrans Dispatch and Radio Room PCs are left to upgrade straight into Windows 10.
Operating Report – December 2020 24
5.0 CONSTRUCTION AND FACILITIES MAINTENANCE
5.1 Projects Scope | Were Scope Within Anticipated Limits Of Staff- Project Status Time Cost Changes Hours Spent? More Than Expected ? Within
Start Completio Actual Anticipated Project # Change Project Schedule Budget Baseline Project Lead Date n Date Budget Limits Of Staff- Sponsor Requests Budget Hours Spent? 101 S. Davis Avenue Active/On- Environmental $49,915 02/01/16 11/01/17 $49,915 $ 77,815 Yes Engr/Constr Joey Agee 27,900 Schedule Recovery Comments: GRTC has finally received a DEQ Claim Decision Summary Notification of our last recovery request. We requested $180,000 in reimbursement expenditures and will receve a check for $144,073.19 (80% of requested reimbursement is typical for DEQ). This project can now be closed as completed. 207,520 Facility Management Active/Continous $270,598 07/01/20 06/30/21 $142,734 Yes Facilities Joey Agee 0 Expended Comments: General facility maintenance and response to facility help desk requests on-going: completed furniture installed in HR; installed new office furniture for Procurement and office painted and cleaned; continuing working with planning on a shelter guidelines and a bus stop cleaning plan; painting still contiunes in the facility phase 1 ; working on a plan for the shop floors; Continue working on the SMS plan with safety; working on roofing leak issues. Pulse Active/Continous $338,918 07/01/20 06/30/21 TBD* TBD* Yes Facilities Joey Agee 0 Comments: Daily trash and cleaning maintenance 8-5. Powerwashing occurrs every Wednesday night starting at 1:30am (weather permitting). Monthly power washing being completed every month at all 26 pulse staions; Work continues. Pulse Park-n-Ride Active/Continous TBD Continous Continous TBD* TBD* Yes Engr/Constr Joey Agee 0 Comments: Is off. Employee parking lot Active/On- $175,000 TBD 12/30/20 $0.00 TBD* Yes Facilities Joey Agee 0 repairs Schedule Comments: We have received the final drawings and completed our IFB, we are just waiting on the state match to proceed with a pre bid meeting Southside Plaza TC Active/Continous TBD TBD TBD TBD* TBD* Joey Agee 0 Comments: Staff will explore opportunity for transit center contact at shopping center. Status - conceptional. GRTC Church Annex Active/Continous TBD TBD TBD TBD* TBD* Joey Agee 0 Comments: Received both reports for the Geotechical and structural assessment. Pulse Platform Active TBD TBD TBD TBD* TBD* Joey Agee 0 Modification Comments: Staff reviewing possible modifications to brick wing walls at Pulse Stations. Staff to gain partner approvals before moving forward to COR processes. We have Baker working on this project currently Transit Plaza $ - $ - 0 Improvements Comments: Conceptual - started power washing the TTP monthly to stay on top of cleaning for out riders. 6.0 PLANNING AND SCHEDULING 6.1 Supplier Diversity
7.0 MARKETING 7.1 Marketing Projects • Submissions for WTS award entries • Prep for Annual Report and Budget Report documents (eta early 2021). Annual Report copy written in Dec.
Operating Report – December 2020 25 • COVID-19 projects (flyers, channel cards, website updates, social media content, employee FB page), including preparation for vaccine education. 7.2 GRTC Pulse Branding and Public Outreach • Twitter engagement continued on the Pulse account. The account now has 1,496 followers, about the same as last month’s 1,497 followers. • Facebook engagement continued on the Pulse page. This account now has 929 likes, about the same as last month’s 931 likes. 7.3 Public Relations / Public Outreach / Media Inquiries • Media inquiries about COVID-19 cases and GRTC’s ongoing response, as well as CVTA. • Marketing supported internal and external communications on COVID-19. 7.4 Social Media (Stats as of December 31, 2020) • Instagram: 1,215 followers. (Same as last month) • Twitter at 2,142 followers. (Up slightly from 2,138 followers last month) HIGHLIGHTS: We were up on tweets, profile visits, and mentions because of more manpower challenges, particularly in early Dec. Most popular tweet was when we issued the multi-day service alert because of staff in quarantine pending test results. (Reminder: we only have a CSR in Radio to tweet service alerts currently during AM peak, so overall tweet activity is down during pandemic, as expected). o Number of Tweets: 68 (up 6.2% from previous period) o Number of Profile Visits: 2,433 (up 61.7% from previous period) o Number of Mentions: 47 (up 123.8% from previous period). o Number of Tweet Impressions: 32,200 (down 0.4% from previous period). • Facebook 3,407 “Likes”. (Up from 3,405 likes last month) Detailed stats below. HIGHLIGHTS: We were up on likes and post engagement, but down on post reach and page views. Without Illumination and Christmas Parade detours, the only post of most interest was for Holiday schedules. o Post Reach (last 28 days): 4,227 (down 36% from previous period) o Post Engagement (last 28 days): 1,135 (up 56% from previous period) o Page Views (last 28 days): 261 (down 3% from previous period) o This month photo posts were the most popular for reach (reaching an average of 301 people), but video posts were the most popular for engagement (averaging 15 clicks per post) with operator recruitment messaging directing applicants to apply by clicking at rideGRTC.com. o Responsiveness to customers (i.e. customer queries that we responded to): 90%. Response time: about one day to respond to a customer. 8.0 RIDEFINDERS 8.1 Vanpool Program • Phone conference with Michael Baker Consultants and Executive Director & Outreach Account Executive regarding vanpools for outlier jurisdictions, funding, and CVTA • Enterprise (28) vanpools, Time to Go (2) vanpools • Facilitated annual virtual “transit” conference call with Commute with Enterprise • Ongoing communications with Commute with Enterprise regarding vanpool numbers and updates • K&K has 13 vanpools on the road and 36 parked vans (K&K had V58 listed 2 times) RideEz has 18 vanpools on the road with 1 parked • Worked with commuters interested in vanpooling from the metro Richmond area to Hampton and Newport News. Working on trying to start a new vanpool from the Richmond area to Langley Air Force Base. 8.2 Greener (Holi)Days Pledge • Promoted the Greener (Holi)Days pledge form to reinforce the “green” activities from “Celebrate Earth Day, Every Day” Clean Air Campaign to make the holidays more sustainable. The pledge items are categorized by transportation & safety, reduce, reuse & recycle, energy and community. Pledges are accepted November 24, 2020 – December 31, 2020. Established a goal of 300 pledges. 8.3 Partnership with Central Virginia Waste Management Authority (CVWMA) • Continued partnership with CVWMA by cross-promoting the Greener (Holi)Days pledge to reinforce the “green” activities of reduce, reuse, recycle.
Operating Report – December 2020 26 GRTC TRANSIT SYSTEM FITS REPORT December 2020
CURRENT PRIOR *INCREASE MONTH YEAR DECREASE % Fixed Route Local-Fixed Route 460,119 507,201 (47,082) -9.28% Local-Pulse 96,117 172,525 (76,408) -44.29% Subtotal Fixed Route 556,236 679,726 (123,490) -18.17% Richmond Express 652 4,380 (3,728) -85.11% Henrico Express 1,144 13,830 (12,686) -91.73% Chesterfield Express 411 2,799 (2,388) -85.32% Petersburg Express 532 1,566 (1,034) -66.02% Kings Dominion Express 0 921 (921) -100.00% Subtotal Express 2,739 23,496 (20,757) -88.34% Total Fixed Route 558,975 703,223 (144,248) -20.51% Specialized Transportation CARE/CARE Plus 18,096 22,542 (4,446) -19.72% CARE On-Demand 2,234 2,727 (493) -18.08% Subtotal Specialized 20,330 25,269 (4,939) -19.55% TOTAL FIXED ROUTE / SPECIALIZED 579,305 728,492 (149,187) -20.48%
YTD INCREASE DECREASE % Fixed Route Local- Fixed Route 3,187,820 3,081,880 105,940 3.44% Local- Pulse 672,342 911,724 (239,382) -26.26% Subtotal Fixed Route 3,860,162 3,993,604 (133,442) -3.34% Richmond Express 8,815 31,392 (22,577) -71.92% Henrico Express 12,397 89,404 (77,007) -86.13% Chesterfield Express 4,114 17,739 (13,625) -76.81% Petersburg Express 5,298 13,128 (7,830) -59.64% Kings Dominion Express 0 26,830 (26,830) -100.00% Subtotal Express 30,624 178,493 (147,869) -82.84% Total Fixed Route 3,890,786 4,172,097 (281,311) -6.74% Specialized Transportation CARE/CARE Plus 104,531 141,513 (36,982) -26.13% CARE On-Demand 11,786 13,125 (1,339) -10.20% Subtotal Specialized 116,317 155,197 (38,880) -25.05% FIXED ROUTE / SPECIALIZED TOTAL 4,007,103 4,327,294 (320,191) -7.40% Van Pool Van Pool (YTD totals through November) 49,326 165,812 (116,486) -70.25% December 2020 passenger trips not reflected, no vendor reported data by time of report. TOTAL TRIPS 4,056,429 4,493,106 (436,677) -9.72%
INFORMATIONAL- Data reported using GFI No GFI Data available due to Free Fares Implementation during COVID-19 Pandemic Kings Dominion closed for the remainder of calendar year 2020
27 Systemwide Ridership Three Year Comparison Source: RideCheck Plus APC Data
1,000,000
900,000
800,000
700,000
600,000 FY19 500,000 FY20 FY21 400,000
300,000
200,000
100,000
0
28 GRTC Transit System Board Discussion Item
Meeting Date: January 19, 2021 Item Title: Safety Performance
BACKGROUND:
Tony Carter, Director of Risk Management, will provide an update on safety statistics for the month of December.
CURRENT STATUS:
December November Bus Contact with Fixed Object 6 3 Damage to Outside Mirror of the Bus 7 5 Passenger Accidents 7 7 Collisions with Non-GRTC Vehicles 12 11 Collisions Between GRTC Vehicles 0 2
Preventable Accidents: 9 9 Non-Preventable Accidents: 23 19
Miles Between Total Accidents: 14,704 16,805
Miles between Preventable Accidents: 52,282 52,282
Internal Accident: 0 2 External Accidents: 32 26
Definitions:
Bus Contact with Fixed Object: A motor vehicle collision between our bus and a stationary object such as a pole, fire hydrant, etc.
Passenger Accidents: Any accident involving a passenger’s slip, trip or fall while boarding, alighting or on board the bus.
Preventable Accidents: A motor vehicle collision or passenger trip, slip or fall, in which the Operator did not do everything reasonable to avoid a collision, committed an error or failed to react to the errors of others.
29 Non-Preventable Accident: A motor vehicle collision in which the Operator committed no driving error and reacted reasonably to the error of others.
Miles Between Total Accidents: Total miles driven divided by number of accidents
Miles between Preventable accidents: Total miles driven divided by number of Preventable Accidents
Internal Accident: Accident that took place on GRTC Bus Yard
External Accidents: Accidents that did not take place on GRTC Property
30 GRTC Transit System Board Discussion Item
Meeting Date: January 19, 2021 Item Title: 2nd Quarter Performance Metrics Report
BACKGROUND:
GRTC has been monitoring the system performance since implementing the Richmond Transit Network Plan in 2018, making small changes to the system since the implementation. Adhering to GRTC’s service standard of no major changes until after 18 months of monitoring, GRTC made major changes in 2020, with the routing changes to the 50, 77, and the addition of the 111, and the removal of the 75. The 2nd Quarter for FY22 Performance Report will be reviewed in this month’s board meeting. The report allows GRTC to compare routes to other routes in their designated category and identify areas that may need improvement.
UPDATE:
Presentation will be provided by Adrienne Torres and it is attached for your convenience.
31 Quarter 2 FY 2021 (Oct 1 ‐ Dec 31) System OTP 66%
BRT: The routes in this category travel along a major corridor/ thoroughfare and operate at high frequencies and capacities. Terminus stops are major activity centers and route intersections. Productivity Category Jurisdiction Route Name Route Ridership % Change Rev Hours % Change Rev Miles % Change Pass/Hrs % Change Pass/Mi % Change Total$/Pass % Change Pass/Trip % Change OTP % Change BRT Richmond/Henrico PULSE Pulse 331,962 1% 13,175 1% 133,211 7% 25.20 ‐0.3% 2.49 ‐5.9% 3.26$ 6.3% 17.76 ‐3.2% 72% ‐6% 88% Pass 80% Watch 65% Fail
Arterial: The routes in this category travel more than 50% of their route on major corridor/ thoroughfare. Terminus stops are major activity centers. Productivity Category Jurisdiction Route Name Route Ridership % Change Rev Hours % Change Rev Miles % Change Pass/Hrs % Change Pass/Mi % Change Total$/Pass % Change Pass/Trip % Change OTP % Change Arterial Richmond CHAMBERLAYNE/HULL/SOUTHSIDE PLAZA 1 29,553 345% 1,013 421% 9,868 399% 29.18 ‐14.7% 2.99 ‐10.9% 2.71$ 12.2% 32.26 3.4% 57% ‐2% Arterial Richmond CHAMBERLAYNE/HULL/MIDLOTHIAN 1A 170,499 ‐2% 6,867 ‐7% 71,825 ‐6% 24.83 5.4% 2.37 3.8% 3.42$ ‐3.6% 26.99 ‐10.6% 60% ‐4% Arterial Richmond CHAMBERLAYNE/HULL/WARWICK 1B 57,552 9% 2,499 ‐3% 25,974 ‐4% 23.03 12.6% 2.22 13.4% 3.67$ ‐11.8% 23.19 ‐2.8% 61% ‐2% Arterial Richmond CHAMBERLAYNE/HULL/ELKHARDT 1C 90,405 ‐3% 3,850 ‐6% 39,523 ‐8% 23.48 2.8% 2.29 4.7% 3.55$ ‐4.4% 23.23 ‐11.4% 62% 6% Arterial Richmond NORTH AVE/FOREST HILL 2A 68,434 4% 3,989 0% 50,353 0% 17.15 3.5% 1.36 3.7% 5.98$ ‐3.6% 17.19 ‐5.8% 63% ‐1% Arterial Richmond NORTH AVE/JAHNKE/MIDLOTHIAN 2B 70,732 3% 5,350 0% 48,781 0% 13.22 3.0% 1.45 2.4% 5.61$ ‐2.4% 19.00 ‐4.0% 56% ‐5% Arterial Richmond NORTH AVE/MIDLOTHIAN/BELT BLVD 2C 79,651 1% 6,310 0% 66,765 ‐1% 12.62 0.9% 1.19 2.2% 6.81$ ‐2.2% 12.62 ‐5.9% 60% ‐3% Arterial Richmond HIGHLAND/JEFF DAVIS/HARWOOD 3A 58,753 ‐2% 3,072 ‐3% 31,842 ‐4% 19.12 1.1% 1.85 2.3% 4.41$ ‐2.3% 13.18 ‐3.8% 69% ‐2% Arterial Richmond HIGHLAND/ JEFF DAVIS 3B 99,513 9% 4,217 ‐2% 47,671 0% 23.60 10.4% 2.09 8.8% 3.89$ ‐8.1% 22.01 6.2% 63% ‐8% Arterial Richmond HIGHLAND/ JEFF DAVIS 3C 43,331 ‐8% 3,240 ‐1% 37,728 ‐1% 13.37 ‐7.8% 1.15 ‐7.9% 7.08$ 8.6% 13.47 ‐23.4% 59% 3% Arterial Richmond CARY/MAIN/WHITCOMB 5 143,781 2% 8,114 ‐2% 43,584 ‐38% 17.72 3.8% 3.30 63.9% 2.46$ ‐39.0% 11.99 ‐3.0% 73% 1% Arterial Richmond HERMITAGE/EAST MAIN 14 66,002 0% 6,684 0% 61,730 2% 9.88 ‐0.8% 1.07 ‐2.6% 7.60$ 2.7% 8.84 ‐5.6% 64% ‐1% Arterial Richmond BROAD STREET 50 28,187 64% 3,219 10% 27,040 20% 8.76 48.1% 1.04 36.3% 7.80$ ‐26.6% 4.57 70.0% 72% ‐1% Arterial Henrico NINE MILE HENRICO 7A 53,612 1% 3,035 ‐1% 34,017 0% 17.66 1.8% 1.58 0.8% 5.16$ ‐0.8% 15.82 ‐5.4% 64% ‐4% Arterial Henrico NINE MILE HENRICO 7B 48,939 0% 2,950 0% 34,918 1% 16.59 ‐0.3% 1.40 ‐0.9% 5.80$ 0.9% 14.98 ‐6.5% 60% ‐6% Arterial Henrico WEST BROAD STREET 19 72,925 10% 5,400 0% 69,051 ‐1% 13.50 10.6% 1.06 11.4% 7.70$ ‐10.3% 11.04 3.1% 59% 6% Pass(Less than 40% Below) Avg 17.73 1.77 5.23$ 16.90 78% Pass
Watch 40% Below Avg 10.64 1.06 7.32$ 10.14 70% Watch
Fail 50% Below Avg 8.87 0.89 7.84$ 8.45 55% Fail
Community Radial: The routes in this category serve as the neighborhood network. These routes travel through the neighborhoods for the majority of their service, connecting neighborhoods to the main corridors. Productivity Category Jurisdiction Route Name Route Ridership % Change Rev Hours % Change Rev Miles % Change Pass/Hrs % Change Pass/Mi % Change Total$/Pass % Change Pass/Trip % Change OTP % Change Community Radial Richmond CHURCH HILL 12 87,096 5% 4,897 0% 42,784 0% 17.79 4.4% 2.04 4.6% 3.99$ ‐4.4% 11.77 0.9% 66% 4% Community Radial Richmond ORBITAL 20 54,909 ‐4% 5,883 ‐2% 71,197 ‐4% 9.33 ‐1.9% 0.77 0.4% 10.54$ ‐0.4% 8.23 ‐10.6% 60% ‐9% Community Radial Richmond PATTERSON 76 7,533 43% 1,749 22% 19,021 29% 4.31 17.4% 0.40 10.5% 20.53$ ‐9.5% 2.44 41.4% 69% ‐9% Community Radial Richmond GROVE 77 6,623 ‐32% 2,740 ‐2% 24,483 ‐24% 2.42 ‐30.5% 0.27 ‐10.2% 30.05$ 11.4% 1.58 ‐44.6% 69% 4% Community Radial Richmond CARY/MAYMONT 78 20,862 6% 2,631 26% 24,153 16% 7.93 ‐16.2% 0.86 ‐8.5% 9.41$ 9.3% 4.85 ‐10.1% 68% 0% Community Radial Richmond BELLEMEADE/HOPKINS 87 25,522 13% 2,992 3% 34,300 4% 8.53 10.3% 0.74 9.1% 10.93$ ‐8.3% 7.71 4.8% 60% ‐5% Community Radial Henrico SOUTH LABURNUM 56 3,067 8% 388 ‐3% 5,033 ‐2% 7.92 11.4% 0.61 10.8% 13.34$ ‐9.7% 4.01 ‐25.2% 54% 7% Community Radial Henrico PATTERSON/PARHAM 79 10,493 4% 1,732 ‐1% 20,031 5% 6.06 5.0% 0.52 ‐1.2% 15.52$ 1.2% 4.24 0.1% 66% 12% Community Radial Chesterfield ROUTE 1/FALLING CREEK/TYLER 111 13,574 32% 2,184 ‐1% 32,885 ‐1% 6.22 33.6% 0.41 33.6% 19.70$ ‐25.2% 2.79 ‐88.1% 52% ‐14% Pass(Less than 40% Below) Avg 7.83 0.74 14.89$ 5.29 78% Pass
Watch 40% Below Avg 4.70 0.44 20.85$ 3.17 70% Watch
Fail 50% Below Avg 3.92 0.37 22.34$ 2.65 55% Fail
Circulator/Feeder/Connector: Routes in this category connect outlying sections of the service area to each other. The routes have a stop at an activity center at one or both terminus. This stop additionally allows for connection to an arterial or core arterial route. Productivity Category Jurisdiction Route Name Route Ridership % Change Rev Hours % Change Rev Miles % Change Pass/Hrs % Change Pass/Mi % Change Total$/Pass % Change Pass/Trip % Change OTP % Change Circulator/Feeder/Connector Richmond MONTROSE 4A 13,967 ‐11% 1,721 0% 18,961 0% 8.11 ‐10.8% 0.74 ‐10.9% 11.04$ 12.3% 1.95 ‐11.6% 79% ‐3% Circulator/Feeder/Connector Richmond DARBYTOWN 4B 24,153 ‐5% 1,695 ‐1% 18,148 ‐4% 14.25 ‐4.3% 1.33 ‐1.4% 6.11$ 1.5% 3.35 ‐6.1% 82% 20% Circulator/Feeder/Connector Richmond OAKWOOD 13 20,312 5% 1,734 0% 14,583 0% 17.72 3.8% 1.39 5.7% 5.84$ ‐5.4% 2.82 5.0% 85% ‐3% Circulator/Feeder/Connector Richmond BROAD ROCK/WALMSLEY 86 15,815 ‐1% 1,551 11% 16,114 1% 7.93 ‐16.2% 0.98 ‐1.3% 8.28$ 1.4% 4.58 ‐4.1% 75% 1% Circulator/Feeder/Connector Richmond BELT/BELLS/RUFFIN 88 7,537 8% 1,078 ‐1% 15,017 ‐1% 6.99 8.9% 0.50 9.1% 16.20$ ‐8.3% 2.67 ‐7.6% 68% 1% Circulator/Feeder/Connector Henrico HENRICO GOVERNMENT CENTER 18 6,556 20% 864 ‐2% 12,281 ‐2% 9.88 ‐0.8% 0.53 22.1% 15.23$ ‐18.1% 3.75 18.0% 76% ‐3% Circulator/Feeder/Connector Henrico LABURNUM CONNECTOR 91 41,574 8% 2,952 0% 38,471 0% 17.28 44.1% 1.08 8.6% 7.52$ ‐7.9% 12.82 1.0% 65% ‐2% Circulator/Feeder/Connector Richmond AZALEA CONNECTOR 93 3,772 ‐3% 700 ‐2% 7,645 ‐2% 17.28 44.1% 0.49 ‐1.7% 16.48$ 1.8% 2.39 ‐10.9% 63% ‐5% Pass(Less than 40% Below) Avg 12.43 0.88 $ 10.84 4.29 78% Pass
Watch 40% Below Avg 7.46 0.53 15.17$ 2.57 70% Watch
Fail 50% Below Avg 6.22 0.44 16.25$ 2.15 55% Fail
32 1 Express: Routes in this category serve an origination point, such as a park and ride, and travel downtown with few or no stops in between. This service is only offered on weekdays, during peak hours. Productivity Category Jurisdiction Route Name Route Ridership % Change Rev Hours % Change Rev Miles % Change Pass/Hrs % Change Pass/Mi % Change Total$/Pass % Change Pass/Trip % Change OTP % Change Express Henrico GLENSIDE / PARHAM EXPRESS 23 58 ‐61% 43 ‐2% 835 ‐2% 1.35 ‐60% 0.07 ‐60% 117.07$ 153% ‐ ‐ Express Henrico PARHAM EXPRESS 26 1,035 ‐4% 133 ‐2% 2,963 ‐2% 7.76 ‐2% 0.35 ‐2% 23.27$ 2% ‐ ‐ Express Henrico GLENSIDE EXPRESS 27 1,228 ‐13% 110 ‐2% 2,137 ‐2% 11.18 ‐12% 0.57 ‐12% 14.15$ 14% ‐ ‐ Express Henrico GASKINS EXPRESS 29 4,850 90% 118 ‐3% 3,253 ‐3% 41.20 96% 1.49 96% 5.45$ ‐49% ‐ ‐ 5% Express Richmond STONY POINT EXPRESS 64 5,276 78% 158 ‐2% 2,763 ‐2% 33.42 81% 1.91 81% 4.26$ ‐45% 6.98 ‐39% 64% ‐2% Express Chesterfield COMMONWLTH 20 EXP 82 2,562 42% 148 ‐2% 4,825 ‐2% 17.28 44% 0.53 44% 15.31$ ‐31% ‐ ‐ ‐2% Express Petersburg RICHMOND / PETERSBRG EXPRESS 95 2,457 5% 426 ‐2% 13,009 ‐1% 5.77 6% 0.19 6% 43.05$ ‐6% 2.52 ‐29% 57% 10% Pass(Less than 40% Below) Avg 16.85 0.73 $ 31.80 1.36 78% Pass
Watch 40% Below Avg 10.11 0.44 44.51$ 0.81 70% Watch
Fail 50% Below Avg 8.43 0.37 47.69$ 0.68 55% Fail
Definitions BRT: The routes in this category travel along a major corridor/ thoroughfare and operate at high frequencies and capacities. Terminus stops are major activity centers and route intersections. Arterial: The routes in this category travel more than 50% of their route on major corridor/ thoroughfare. Terminus stops are major activity centers.
Community Radial: The routes in this category serve as the neighborhood network. These routes travel through the neighborhoods for the majority of their service, connecting neighborhoods to the main corridors. Circulator/Feeder/Connector: Routes in this category connect outlying sections of the service area to each other. The routes have a stop at an activity center at one or both terminus. This stop additionally allows for connection to an arterial or core arterial route.
Express: Routes in this category serve an origination point, such as a park and ride, and travel downtown with few or no stops in between. This service is only offered on weekdays, during peak hours.
Ridership: The total number of riders for the respective route for the three months in the respective quarter.
Revenue Hours: The total in service hours for the respective route for the three months in the respective quarter. Revenue Miles: The total in service miles for the respective route for the three months in the respective quarter. Passenger per Hour: The total number of riders divided by the total number of revenue hours.
Passenger per Mile: The total number of riders divided by the total number of revenue miles.
Total Cost per Passenger: The total estimated cost of the route divided by the total number of riders. Total cost estimate calculated as total revenue miles multiplied by $8.13 (planning level cost per mile).
Passengers per Trip: The total number of riders divided by the total number of trips scheduled for the respective route in the quarter.
On Time Performance (OTP): Considered not on time if you are more than 5 minutes late or more than one minute earlier from what is scheduled for each timepoint.
Pass Grade (A): Calculated by the average for the respective measure of all the routes in that category. Pass is 40% below the average or less.
Watch Grade (C): Calculated as 40% ‐ 59% below the average for the respective measure of all the routes in that category.
Fail Grade (F): Calculated as 60% or more below the average for the respective measure of all the routes in that category.
33 2 GRTC Transit System Board Discussion Item
Meeting Date: January 19, 2021 Item Title: Transit Development Plan Update
BACKGROUND
GRTC’s 2018-2028 Transit Development Plan (TDP) was adopted by the Board in July 2018. DRPT requires agencies to provide an update annually for the TDP through the lifetime of the document. Many of the timelines for the service and capital projects originally identified in the TDP for FY2020 were impacted by COVID. Some of these projects have shifted to FY2021 and may have already been implemented or will be implemented by the end of the fiscal year. Others have shifted to beyond FY2021. Many of the initiatives prioritized for FY2022 in the TDP are being incorporated into the Regional Public Transportation Plan that is being developed. The below list highlights some of the projects for service and capital for FY2020 – FY2022.
FY2020 Service Improvements Completed:
• Route 111 – Route 1/Falling Creek/Tyler o Service on Route 1 in Chesterfield County to John Tyler Community College began on March 16th, 2020 o Service Monday through Saturday at 30 Minute frequency
FY2021 Service Improvements Completed:
• Extension of Route 50 to downtown • Extension of Route 77 to U of R in the west and VCU in the east • Alignment change on Route 2B to serve Ladies Mile • Frequency change to 40 minutes from 60 minutes on the 78 • Implementation of Route 1 for Sunday schedule to replace 1A and 1C to travel between Chamberlayne and Wilmer and SouthSide Plaza
FY2022 Service Improvements Proposed:
• Extend service on Midlothian Turnpike to Chesterfield Towne Center • Extend service on Route 1 North to Brook and Parham • Increase service on Nine Mile and Laburnum
FY2021-FY2023 Capital Projects:
• Rolling Stock o 30-foot, 40-foot, 60-foot • ERP Consultant • Shelter Installations • BRT Studies • Dedicated Lanes • Facilities Plan • BRT Station Modifications • Permanent Transfer Center • Neighborhood Transfer Centers
34 CURRENT STATUS
The 2020 TDP Update has been completed and will be submitted to DRPT for review following the Board meeting.
35 GRTC Transit System Board Action Item
Meeting Date: January 19, 2021 Item Title: Transit Shelters and Stop Amenities
BACKGROUND:
There are shelters located throughout GRTC’s system approved by the City of Richmond, Henrico County and Chesterfield County. Due to the continual request for new shelters each year from the municipalities, it is in GRTC’s best interest to have qualified companies available to install and remove shelters. Therefore, staff issued a Request for Qualifications on November 5, 2020 for transit shelter and amenities installation and removal services.
HIGHLIGHTS:
• An RFQ was distributed to over 1,000 construction companies with the ability to install and remove shelters and other stop amenities to include but not limited to items such as benches, trash cans and signage.
• Proposals were received from Commonwealth Construction Company of VA, Machinery Movers & Erectors, and Jeffrey Stack, Inc.
• The evaluation committee rated each proposal using the following criteria:
1. Qualifications and Capabilities 2. Experience and References 3. Technical Proposal 4. Fee Structure
It was determined that all three proposals were responsive and responsible.
• An 8% DBE goal was established for this request for qualifications. Commonwealth Construction Company of VA is certified by the Virginia Department of Small Business & Supplier Diversity as a small, minority-owned and disadvantaged business enterprise.
• Staff received Best and Final Offers (BAFOs) from each company with the following average cost:
Installation Removal
Commonwealth Construction Company of VA $2,550 $1,530 Machinery Movers & Erectors $3,050 $3,045 Jeffrey Stack $7,625 $3,040
Commonwealth Construction Company of VA’s cost for shelter installation service is 16% lower than Machinery Movers & Erectors and 66.5% lower than Jeffrey Stack, Inc. Shelter Removal services, Machinery Movers & Erectors is 49.8% higher and Jeffrey Stack, Inc is 49.7% higher in cost than Commonwealth Construction Company of VA.
36 • The evaluation committee ranked Commonwealth Construction Company of VA as the highest ranked proposer.
• A scope of work shall be created for each shelter and/or amenities project and the actual cost shall be derived using Commonwealth Construction Company’s negotiated fees. Staff has budgeted $350,000 for the installation and removal of planned transit shelters and stop amenities.
• Funding for this agreement will come from the annual board approved capital budget. The current funding sources for the planned shelter installations and removals are estimated at $350,000.
• In order to allow staff to be responsive to new requests for shelter and stop amenity installation, staff is also seeking approval for a total contract value for these services during a three year period not to exceed a total of $1,500,000.
RECOMMENDATION:
Staff recommends that the Board of Directors authorizes the CEO to execute a contract with Commonwealth Construction Company of VA for the removal and installation of transit shelter and stop amenities for an initial term of one year, with two 1-year renewal options, with an annual not to exceed value of $500,000, and with a not to exceed total contract value during the three year term of $1,500,000.
Board approval of this contract shall be constrained to purchase orders for the installation and removal of shelters and stop amenities identified and approved by the Board through an annual stop amenity program update and for which funding has been identified and approved by the Board in the annual capital budget unless such purchase order is under $50,000.
Eldridge F. Coles, Secretary Date GRTC Board of Directors
37 Planned Shelter Installations FY2021 and FY2022
38 Planned Shelter Installations
39 FY21 Shelter Installations
40 FY22 Shelter Installations
41 GRTC Transit System Board Action Item
Meeting Date: January 19, 2021 Item Title: GRTC Fleet Cleaning and Disinfecting Services
BACKGROUND:
The COVID-19 pandemic demonstrated to GRTC an urgent and immediate need for significantly increased levels of bus and transit vehicle cleaning and disinfecting for the safety of the drivers and passengers. In April 2020, the staff engaged Original Building Services (OBS) to provide 8-10 temporary employees to clean and disinfect the buses and paratransit vehicles nightly for a flat monthly fee of $41,062.50. This agreement started in May 2020 and will expire on January 31, 2021. The annualized cost of incrementally continuing this service with OBS through the COIVID pandemic would equal approximately $600K.
In order to maintain these cleaning services beyond the COVID State of Emergency, staff developed and advertised a Request for Proposals (RFP) on November 4, 2020 for fleet cleaning and disinfecting services.
HIGHLIGHTS:
• Awarded Contractor shall supply sufficient labor to cover the hours of 7 pm to 3 am, 7 days a week and from 5 pm to 3 am on all holidays. The scope of work includes sweeping, mopping, window cleaning, disinfecting, and sanitizing the handrails, straps, seats, floors, walls, ceilings, steering wheel, and dashboard of GRTC’s fleet daily. GRTC will provide all cleaning supplies and provide a clear room to secure all cleaning equipment. • There were twenty proposals submitted in response to this RFP. The proposed pricing ranged from $80K - $1.3M per year with many proposals ranging from $250K – $800K per year. The five-year term proposed pricing ranged from $419,246 - $6,458,085 with the majority of the proposed pricing ranging between $2M - $4M. • The evaluation committee evaluated each proposal based on the following criteria:
➢ Qualifications and Capabilities – 20% ➢ Related Experience and References – 20% ➢ Technical Proposal – 30% ➢ Price Proposal – 30%
• After discussing all proposals, the evaluation committee provided a short list of five (5) proposers who they deemed the top offerors of the proposals submitted. The short list was comprised of offerors who the evaluation committee felt were the highest ranked based upon their capability to perform the services, the technical approach presented, and the proposed pricing being fair and reasonable. The top five selected are DBiS, Happy People Services, Hayward Termite and Pest Control, Nu-Tech Janitorial Services, and Original Building Services (OBS).
• A minimum of three (3) reference checks were attempted for all five proposers.
42 • After considering further the top five proposers, Happy People Services has been determined the top ranked Offeror based upon their technical approach, value add of proposed pricing, and highest rated with fleet vehicle experience.
• This is an operating expense currently budgeted within the approved FY2021 budget and draft FY2022 baseline budget. CARES grant funds are currently being used to offset this cost. Future year budgets would include this as a normal and ongoing operating expense.
RECOMMENDATION:
That the Board of Directors authorizes the CEO to execute a contract with Happy People Services for GRTC’s Fleet and Paratransit Cleaning and Disinfecting Services for an initial term of one year, with 4 one-year options, with a not to exceed annual total of $352,800, and with a not to exceed total contract value of $1,764,000.
Eldridge F. Coles, Secretary Date GRTC Board of Directors
43 GRTC Transit System Board Discussion Item
Meeting Date: January 19, 2021 Item Title: November 2020 Financial Report
BACKGROUND
Attached is the Financial Report as of November 30, 2020. Dawn Bailey, Controller, will highlight the key points.
AGING REPORT
TOTAL CURRENT 31-60DAYS 61-90DAYS OVER 91DAYS Accts Payable $1,886,165 $1,708,626 $41,382 $53,573 $82,584 Accts Receivable $9,457,950 $3,572,357 $3,750,830 $1,792,067 $342,696
44 GRTC TRANSIT SYSTEM BUDGET VARIANCE YTD FOR THE THREE MONTHS ENDING NOVEMBER 30, 2020 (In 000's)
FY2021 September October November Favorable/ Favorable/ Favorable/ (Unfavorable) (Unfavorable) (Unfavorable) REVENUES:
Operating Revenue $ 38 $ 26 $ 42 Other Income $ (11) $ 7 $ (32) Operating Contributions $ (599) $ 311 $ (339) Total Revenues $ (572) $ 344 $ (329)
EXPENSES:
Maintenance $ 29 $ (248) $ 213 Transportation $ 10 $ (715) $ 784 Planning, Scheduling & Marketing $ 48 $ 12 $ (6) Insurance & Safety $ 24 $ 37 $ 71 General & Administrative $ 83 $ (30) $ 253 Purchase of Service - Spectran & Van Pools $ 205 $ 186 $ 222 Payroll Taxes $ 10 $ (57) $ 87 Total Expenses $ 409 $ (815) $ 1,624
NET BUDGET VARIANCE $ (163) $(471) $ 1,295
45 GRTC Transit System STATEMENT OF INCOME BUDGET VS. ACTUAL For the Five Months Ending November 30, 2020
Fav/ Fav/ FY 2021 Current Month (Unfav) Year To Date (Unfav) Annual Budget
Budget Actual Difference Budget Actual Difference
Operating Revenue: Customer Revenue - Fixed Route 15,731 15,731 F 0 Pass Program Revenue 65,751 65,751 0 F 328,753 381,879 53,126 F 789,006 Charter Revenue 221 221 F 1,106 1,106 F 0 Advertising Revenue 35,417 78,813 43,396 F 177,083 358,024 180,941 F 425,000 Other Operating Revenue 1,563 65 (1,498) U 7,813 115 (7,698) U 18,750 ------Total Operating Revenue 102,731 144,850 42,119 F 513,649 756,855 243,206 F 1,232,756
Other Income: Ridefinders 55,608 36,821 (18,787) U 203,209 201,802 (1,407) U 480,219 Interest Income 15,396 4,258 (11,138) U 76,979 32,752 (44,227) U 184,750 Non-Transportation Income 2,204 30 (2,174) U 11,021 1,453 (9,568) U 26,450 ------Total Other Income 73,208 41,109 (32,099) U 291,209 236,007 (55,202) U 691,419
Operating Contributions: CARES Act VA2020-023 2,248,905 2,217,690 (31,215) U 11,244,524 10,681,494 (563,030) U 26,986,854 Oper contrib - Federal 675,131 496,308 (178,823) U 3,375,655 2,996,453 (379,202) U 8,101,574 Oper contrib - State 802,200 846,995 44,795 F 4,011,000 4,314,452 303,452 F 9,626,400 Oper contrib - Richmond 663,140 663,140 0 F 3,315,702 3,315,702 0 F 7,957,684 Oper contrib - Henrico 353,867 220,735 (133,132) U 1,769,334 1,774,679 5,345 F 4,246,400 Oper contrib - Petersburg 16,667 16,667 0 F 83,333 83,333 0 F 200,000 Oper contrib - Chesterfield 102,636 61,617 (41,019) F 513,182 330,010 (183,172) U 1,231,636
------Total Operating Contributions: 4,862,546 4,523,152 (339,394) U 24,312,730 23,496,123 (816,607) U 58,350,548 ------
Net Operating Revenue 5,038,485 4,709,111 (329,374) U 25,117,588 24,488,985 (628,603) U 60,274,724
Operating Expenses: Equipment & Facility Maintenance 1,154,619 941,047 (213,572) F 4,741,219 5,170,509 429,290 U 11,981,217 Transportation 2,257,487 1,473,757 (783,730) F 7,953,206 7,691,207 (261,999) F 20,072,345 Planning, Scheduling & Marketing 192,875 198,909 6,034 U 832,096 639,828 (192,268) F 2,014,244 Insurance and Safety 304,075 233,047 (71,028) F 1,450,715 1,183,536 (267,179) F 3,471,883 General and Administrative 1,205,722 953,115 (252,607) F 5,331,193 4,755,900 (575,293) F 13,264,570 Purchase of Service - Spectran & Van Pool 621,849 399,413 (222,436) F 3,109,248 1,956,429 (1,152,819) F 7,462,196 Operating Taxes and Licenses 225,840 138,823 (87,017) F 829,892 714,324 (115,568) F 2,008,268 ------Total Operating Expenses 5,962,467 4,338,111 (1,624,356) F 24,247,569 22,111,733 (2,135,836) F 60,274,724 ------Change in Net Postion (923,982) 371,000 1,294,982 870,019 2,377,252 1,507,233 0
Operating Ratio 10.9% 11.2% 30.0% 13.1% 14.4% 1.3%
Farebox Recovery Ratio 1.2% 1.7% 0.4% 1.6% 2.0% 0.4%
46 GRTC Transit System OPERATING EXPENSES 01/10/21 BUDGET VS. ACTUAL 09:05 PM For the Five Months Ending November 30, 2020 BED YTD 1
Labor Other Costs Total Budget Actual (Over) Under Budget Actual (Over) Under Budget Actual
EQUIPMENT & FACILITY MAINTENANCE Mechanic Wages $719,946 $772,095 ($52,149) $719,946 $772,095 Bus Cleaners & Grounds Services 466,056 376,290 89,766 466,056 376,290 Supervisorty & Other Personnel 532,196 380,420 151,776 532,196 380,420 Maintenance Pension Expense 102,936 114,320 (11,384) 102,936 114,320 Fleet Repairs & Parts Shipment 938,048 1,120,073 (182,025) 938,048 1,120,073 Vehicle Tires 226,180 206,582 19,598 226,180 206,582 Fuel, Oil & Lubricants 260,174 258,080 2,094 260,174 258,080 CNG Fueling Cost 725,958 524,612 201,346 725,958 524,612 Shop Supplies, Materials and Tools 263,121 132,529 130,592 263,121 132,529 Facility Maintenance 403,802 248,753 155,049 403,802 248,753 Mechanic Uniforms & Tools 25,573 11,875 13,698 25,573 11,875 Transit Technology Maintenance 32,833 19,546 13,287 32,833 19,546 Maintenance Travel, Traning and Other Ex 2,729 4,849 (2,120) 2,729 4,849 CARES Act VA2020-023 Expense 41,667 1,000,485 (958,818) 41,667 1,000,485 Equipment & Facility Maintenance 1,821,134 1,643,125 178,009 2,920,085 3,527,384 (607,299) 4,741,219 5,170,509
TRANSPORTATION Operator Wages 6,375,278 6,155,251 220,027 6,375,278 6,155,251 Supervisors and Other Personnel 698,957 659,183 39,774 698,957 659,183 Transportation Pension Expense 659,012 704,984 (45,972) 659,012 704,984 SpecTran Expenses 69,915 66,444 3,471 69,915 66,444 RPS Pass Program 4,357 2,037 2,320 4,357 2,037 Operator Uniform Allowance 53,333 17,286 36,047 53,333 17,286 Transporation Travel, Training & Other Exp 92,354 86,022 6,332 92,354 86,022 Transportation 7,733,247 7,519,418 213,829 219,959 171,789 48,170 7,953,206 7,691,207
PLANNING, SCHEDULING & MARKETING Scheduling Wages 320,175 286,375 33,800 320,175 286,375 Time Tables 19,344 17,799 1,545 19,344 17,799 Other Scheduling Expenses 25,866 3,322 22,544 25,866 3,322 Marketing Wages 118,630 109,228 9,402 118,630 109,228 Advertising Commissions 124,335 91,109 33,226 124,335 91,109 Advertising & Promotion 206,844 129,127 77,717 206,844 129,127 Survey & Data Collection 5,000 5,000 5,000 Marketing Training, Travel and Other Expen 11,902 2,868 9,034 11,902 2,868 Total Scheduling & Marketing Expenses 438,805 395,603 43,202 393,291 244,225 149,066 832,096 639,828
INSURANCE & SAFETY Insurance & Safety Wages 205,984 193,641 12,343 205,984 193,641 Provision for PL & DL Setlements 213,734 57,519 156,215 213,734 57,519 Workers Compensation Insurance 182,107 188,224 (6,117) 182,107 188,224 General Liability and Property Damage Insu 666,043 650,174 15,869 666,043 650,174 All Other Insurance 24,389 25,975 (1,586) 24,389 25,975 Brokered Services 23,541 51,417 (27,876) 23,541 51,417 BRT Expenses 125,000 125,000 125,000 Safety Program - FTA 15,000 (15,000) 15,000 Safety Training, Travel and Other Expenses 9,917 1,586 8,331 9,917 1,586 Total Insurance & Safety Expenses 205,984 193,641 12,343 1,244,731 989,895 254,836 1,450,715 1,183,536
GENERAL & ADMINISTRATIVE General and Administrative Salaries 1,160,459 1,003,002 157,457 1,160,459 1,003,002 Retirement Benefits 367,943 291,061 76,882 367,943 291,061 Health, Life & Disability Insurance 2,960,662 2,695,822 264,840 2,960,662 2,695,822 Other Employee Benefits 3,350 5,954 (2,604) 3,350 5,954 Employee Recruitment Fees 24,375 18,778 5,597 24,375 18,778 Security Services 10,153 139 10,014 10,153 139 Board of Directors Expense 10,415 10,415 10,415 Professional Fees 133,751 48,262 85,489 133,751 48,262 Go Cards, Transfers, & CARE Tickets 136,667 56 136,611 136,667 56 Communication & Information Technology 388,208 608,894 (220,686) 388,208 608,894 Membership Dues & Subscriptions 34,062 34,642 (580) 34,062 34,642 Travel, Training & Supplies 25,315 14,795 10,520 25,315 14,795 General Office Building Utilities 22,510 16,161 6,349 22,510 16,161 Procurement Bids & Advertising Expenses 1,250 598 652 1,250 598 Other General Expenses 52,073 17,736 34,337 52,073 17,736 Total General & Administrative 4,489,064 3,989,885 499,179 842,129 766,015 76,114 5,331,193 4,755,900
PURCHASE OF SERVICE - SPECTRAN & VANPOOL SpecTran 2,893,323 1,866,929 1,026,394 2,893,323 1,866,929 Vanpool 215,925 89,500 126,425 215,925 89,500 Total SpecTran & Vanpool 3,109,248 1,956,429 1,152,819 3,109,248 1,956,429
OPERATING TAXES & LICENSES Payroll Taxes 826,975 712,371 114,604 826,975 712,371 Vehicle Registrations 1,250 1,007 243 1,250 1,007 Operator Licenses 1,667 946 721 1,667 946 Total Operating Taxes & Licenses 829,892 714,324 115,568 829,892 714,324
GRAND TOTAL 14,688,234 13,741,672 946,562 9,559,335 8,370,061 1,189,274 24,247,569 22,111,733
47 GRTC Transit System BALANCE SHEET 01/10/21 For the Five Months Ending November 30, 2020 09:07 PM Balance Sheet
Current Prior Prior Month Month Year End
ASSETS Current Assets: Cash $3,506,658 $1,909,317 $1,531,096 Working Funds 118,266 123,349 119,749 Capital Funds 4,574,392 3,570,134 6,041,640 Accounts Receivable, net 9,457,950 10,258,282 9,650,118 Motor Bus Parts Inventory 809,517 810,986 807,755 Gasoline Inventory 4,241 1,371 1,317 Diesel Fuels Inventory 34,370 42,565 30,346 Lubricants Inventory 31,456 37,395 34,231 Prepayments 2,043,264 2,295,693 1,137,001 Total Current Assets 20,580,114 19,049,092 19,353,253
Tangible Property: Property and Equipment 155,147,075 155,074,278 154,720,484 Accumulated Depreciation (75,187,583) (74,787,583) (73,187,583) Net Property 79,959,492 80,286,695 81,532,901
Other Assets: Restricted Funds 8,492,752 8,492,752 8,492,752 Intangible Asset - Software, net of amortiza 1,386,298 1,386,298 1,386,298 Deferred Outflows GASB 68 8,573,235 8,573,235 8,573,235 Deferred Outflows GASB 75 1,216,463 1,216,463 1,216,463 Total Other Assets 19,668,748 19,668,748 19,668,748
TOTAL ASSETS 120,208,354 119,004,535 120,554,902
LIABILITIES AND CAPITAL Current Liabilities: Accounts Payable 5,325,692 3,972,196 6,113,778 Wages Payable 54,432 51,952 1,424,855 Taxes Accrued 2,918 472 96,144 Other Current Liabilities 1,362,938 1,552,391 515,773 Total Current Liabilities 6,745,980 5,577,011 8,150,550
Non-current Liabilities: N/P City, OPEB and GASB 68 58,864,512 58,864,512 58,864,512
Reserves: Injuries, Loss, and Damage 386,250 386,250 350,650 Total Reserves 386,250 386,250 350,650
TOTAL LIABILITIES 65,996,742 64,827,773 67,365,712
Capital: Common Stock 50,005 50,005 50,005 Paid-In Capital 99,560,007 99,487,209 99,126,374 Fund Balance - Accumulated Depreciation (81,804,669) (83,404,669) (81,804,669) Fund Balance - OPEB (1,901,708) (1,901,708) (1,901,708) Fund Balance - GASB 68 (36,089,951) (36,089,951) (36,089,951) Fund Balance - GASB 75 578,792 578,792 578,792 Fund Balance 73,819,136 75,457,084 73,230,347 Total Capital 54,211,612 54,176,762 53,189,190
TOTAL LIABILITIES AND CAPITAL 120,208,354 119,004,535 120,554,902
48 GRTC Transit System Board Discussion Item
Meeting Date: January 19, 2021 Item Title: November Cash Flow Statement with Projections
BACKGROUND
Attached is the Cash Flow Statement with Projections as of November 30, 2020. Dawn Bailey, Controller, will review the cash needs for the upcoming months.
49 Greater Richmond Transit Company Cash Flow Projection January 19, 2021
Actual Preliminary Expected Projected Projected November December January February March
Beginning Balance $ 274,899 $ 1,873,498 $ 91,976 $ 1,877,169 $ 1,570,212
Payroll $ 1,761,383 $ 1,952,472 $ 1,981,720 $ 1,981,720 $ 1,981,720 Insurance $ - $ 9,131 $ - $ - $ - Medical $ 704,430 $ 2,013,362 $ 769,467 $ 769,467 $ 769,467 Parts/Supplies/Fuel $ 460,089 $ 811,402 $ 840,429 $ 840,429 $ 840,429 First Transit/Care-On-Demand $ 422,914 $ 423,634 $ 448,797 $ 448,797 $ 448,797 Vehicle Purchases $ - $ - $ - $ - $ - Marketing/Utilities $ 168,607 $ 258,546 $ 296,132 $ 296,132 $ 296,132 Other $ 132,901 $ 330,304 $ 316,717 $ 316,717 $ 316,717 Reserve Payback $ 1,000,000 $ 1,500,000 $ - $ - $ - Actual/Expected Expenses $ 4,650,323 $ 7,298,851 $ 4,653,261 $ 4,653,262 $ 4,653,262
Conservative Gross Excess/(Deficiency) $ (4,375,424) $ (5,425,354) $ (4,561,285) $ (2,776,094) $ (3,083,050)
Federal $ 2,806,400 $ 3,379,400 $ 2,761,861 $ 2,355,209 $ 2,355,209 State $ 822,324 $ 822,323 $ 1,184,471 $ 1,132,243 $ 1,132,243 Richmond $ 2,075,544 $ - $ 1,981,421 $ - $ - Henrico $ 216,785 $ 822,800 $ 353,867 $ 353,867 $ 353,867 Chesterfield $ - $ 70,849 $ 92,161 $ 63,329 $ 63,329 Petersburg $ 16,667 $ - $ 33,334 $ 16,667 $ 16,667 VCU $ 212,500 $ - $ - $ 394,503 $ - Other $ 98,702 $ 421,957 $ 31,339 $ 30,488 $ 30,488 Reserve Transfer into Revenue $ - $ - $ - $ - $ - Actual/ Expected Revenues $ 6,248,922 $ 5,517,329 $ 6,438,454 $ 4,346,305 $ 3,951,802
Conservative Excess/(Deficiency) $ 1,873,498 $ 91,976 $ 1,877,169 $ 1,570,212 $ 868,752
Reserve Monthly Use for Cash Flow $ (1,000,000) $ (1,500,000) $ - $ - $ -
50 GRTC Transit System Board Discussion Item
Meeting Date: January 19, 2021 Item Title: Recent and Upcoming Procurements
BACKGROUND:
Attached is a compilation of procurements that are on-going or have been identified to initiate in the coming months.
Below is a list of procurements for Board Approval:
Date Vendor Purpose Amount Requested By 1/19/2021 Happy People Services Fleet Cleaning Services $1,764,000 Tony Byrd 1/19/2021 Commonwealth Construction Shelter Installation and Company of VA Removal Services $1,500,000 Adrienne Torres Total $3,264,000
CURRENT STATUS:
Tonya Thompson, Director of Procurement, will review the procurements at the January 2021 meeting.
51 CURRENT & ONGOING PROCUREMENTS PROJECT ANTICIPATED COMMENCEMENT Project TITLE DEPT BUDGET AWARD DATE DATE End Date COMMENTS Employee Parking Lot Paving Facilities $175,000 Apr-21 TBD TBD Developing IFB Building Window Washing Services Facilities $6,364 TBD TBD TBD Not Started Shelters Planning $90,625 Estimate TBD Jan-21 TBD Elevator Maintenance Service Facilities $28,200 TBD TBD 2026 Landing Pads Planning $150,000 Feb-21 TBD Dec-21 Solitation Posted Roof Repairs Facilities $125,000 Feb-21 TBD TBD Corporate Medical Services Human Resources Apr-21 TBD Planning Phase
52 GRTC Transit System Board Discussion Item
Meeting Date: January 19, 2021 Item Title: Regional Public Transportation Process Update
BACKGROUND:
GRTC has contracted with Michael Baker International and Jarrett Walker and Associates to develop the Regional Public Transportation Plan. This plan is being developed in coordination with the MPO. The first meeting with the RRPDC TAC Public Transportation working group was held on Tuesday, January 5th. The members of the working group include representatives from GRTC, PlanRVA, VTA, DRPT, Hanover County, Chesterfield County, Henrico County, RideFinders, and the City of Richmond. This first meeting provided an overview of the process, revenue projections, and highlighting policy considerations that would be discussed throughout the process. The consultant team will be providing a similar presentation to the GRTC board. The next task in the process is a core design workshop to be held virtually January 19th – January 22nd.
1
53 GRTC Transit System Board Discussion Item
Meeting Date: January 19, 2021 Item Title: FY22 Operational Budget Growth Scenarios
BACKGROUND:
GRTC continues to develop the FY2022 budget for ongoing Board policy considerations. At the December 2020 Board Meeting, staff presented the draft FY2022 baseline budget with policy assumptions for Board review and discussion with the expectation that growth options would be presented during the January Board meeting. Final Board approval and adoption is on target to be completed no later than the June 2021 Board meeting.
Current Status:
Staff will present operational growth scenarios for the draft FY2022 baseline budget to include two growth options for Board consideration and discussion as part of the FY2022 budget development.
The presentation will review proposed regional service expansions previously developed through regional coordination and currently advancing into the FY2022 Regional Transportation Plan collaboration process. Staff will compare the growth scenarios for incremental increases in annual operating expenses and associated final draft budget requirements under current assumptions including full year implementation.
54 GRTC Transit System Board Discussion Item
Meeting Date: January 19, 2021 Item Title: FY22 Capital Grants Application
BACKGROUND:
GRTC presented our five-year capital concept along with the funding sources and prioritization for board consideration during the July 2020 Board meeting. Adrienne Torres and Kesha Reed will review planned projects for FY22 to be submitted by January 31, 2021 for State Funding.
HIGHLIGHTS:
FY2022 planned projects total $23.6M
Safety - $200k • Facility (Shop Floor Repairs) State of Good Repair- $20.3M • Facility- $290k (Roof Repairs & Roof Top Unit) • IT - $1.4M (Annual Maintenance Contracts, BAS Software System and CARE Tablets) • Maintenance - $332k (Bus Wash Upgrade & Life Flush Mount) • Fleet - $18.1M (29 Bus Replacement & 2 Support Vehicle Replacement) Business Improvement - $2.8M • IT - $450k (WiFi for Fixed Route buses & Genfare Keypad Improvement) • Planning - $2.4M (Next BRT Study, Neighborhood Transfer Study & Dedicated lane Study) Service Enhancements- $150k • New Bus Shelter Installations
Total State grant funding required to support these projects is estimated at $15.6M.
55 Projected FY22 Capital Spend Plan
Adrienne Torres, Director of Planning & Scheduling Kesha Reed, Capital Grants Administrator
January56 19, 2021 Capital Planning with Jurisdictions
Jurisdiction Grant Year Project City of Richmond FY2022 Design Study for Temp Transfer Facility City of Richmond FY2022 Amenities - 12 Shelters Henrico FY2022 Amenities - 2 Shelters - St. Mary's, Wal-Mart (Brook) Chesterfield FY2022 Amenities - 1 Shelter - Bon Air Church - Choctaw and Forest Hill City of Richmond FY2022 Amenities - 25 Benches Henrico FY2022 Amenities - 4 Benches City of Richmond FY2022 Amenities - 40 Trash Cans Henrico FY2022 Amenities - 2 Trash Cans City of Richmond FY2022 ADA Improvements - 30 stops to be upgraded City of Richmond FY2022 Design for Neighborhood Transit Center General FY2022 BRT Corridor Study - Broad Street West General FY2022 BRT Corridor Study - North/South City of Richmond (90) /Henrico (10) FY2022 Study - Pulse Corridor Dedicated Lane to >50% General FY2022 Study - Dedicated Lane for Fixed Route General FY2022 Sign Maintenance - General
57 FY22 Capital Plan Spend
Category Federal State Local Total Detail Safety 56,000 136,000 8,000 200,000 Facility - Shop Floor Repairs - $200k Facility - Roof Repair - $75k IT - Hardware Replcements - $111k Annual IT Maintenance Contracts - $1M Maintenance - Bus Wash Upgrade - $162k Replacement Shop Equipment - $170k Parallelogram life flush mount - $170k Fleet - Replacement Non Revenue Vehicles - $115k State of Good Repair 4,976,840 13,618,040 1,208,120 19,803,000 Replacement Fixed Route buses (29) - $18M IT - Genfare Keypad Improvement - $150k WiFi for Fixed Route buses - $300k Planning - Next BRT Study - $1M Church Lot/Property Study - $330k Facility Admin/Maint Strategic Plan/Study - $430k Dedicated Lane Studies - $460k Business Improvement 1,243,800 1,521,000 115,200 2,880,000 Neighborhood Transfer Study - $180k Service Enhancements 141,708 344,148 20,244 506,100 Planning - Jusisdiction Planning - $506k Total 6,418,348 15,619,188 1,351,564 23,389,100
** Excludes flexing of 5307 funds from Capital to Operating
58 Proposed Projects - $23.4M
Safety - $200k
• Facility – Shop Floor Repairs
State of Good Repair- $19.8M
• Facility- $75k (Roof Repairs)
• IT - $1.1M (Annual Maintenance Contracts and Hardware Replacement)
• Maintenance - $502k (Bus Wash Upgrade, Exhaust System & Life Flush Mount)
• Fleet - $18.1M (29 Bus Replacement & 2 Support Vehicle Replacement)
59 Proposed Project - $23.4M
Business Improvement - $2.8M
• IT - $450k (WiFi for Fixed Route buses & Genfare Keypad Improvement)
• Planning Studies- $2.4M (Next BRT, Neighborhood Transfer Plaza, Facility Plan, Church Property & Dedicated Lanes)
Service Enhancements- $506k
• Bus Shelter/Amenities Project
60 Sources of Available Capital Funds for FY22 Federal
• 5307 Formula Funds
• 5339 Formula Funds
• CMAQ Virginia
• DRPT – state matching funds (68% match)
• Technical Assistance Program (50% match) Local
• General Fund (Local City/County)
• CVTA
61 Comments and Discussion
62 GRTC Transit System Board Action Item
Meeting Date: January 19, 2021 Item Title: GRTC Corporate Bank Resolution Revision
BACKGROUND
The Company’s auditors recommend a periodical review of authorized signers on the Company’s bank accounts to ensure that only appropriately designated employees are listed. The following is an updated list of individuals authorized to transact business on the Company’s bank accounts for GRTC and Ridefinders respectively:
GRTC Corporate and LGIP Bank Resolutions
Julie E. Timm Sheryl E. Adams John M. Zinzarella Dawn C. Bailey
Ridefinders Corporate Bank Resolutions
Julie E. Timm Sheryl E. Adams John M. Zinzarella Von Tisdale Dawn C. Bailey
RECOMMENDATION
That the Board of Directors amend GRTC and Ridefinders Corporate Bank Resolutions to authorize only the above signers as stated.
Eldridge F. Coles, Secretary Date GRTC Board of Directors
63 GREATER RICHMOND TRANSIT COMPANY
CORPORATE BANK RESOLUTION
CORPORATE INVESTMENT ACCOUNT
“RESOLVED”, that an account or accounts of any of the following designated as certificates of deposit, demand time, money market, or savings account be opened and maintained with the Local Government Investment Pool (hereinafter “LGIP”), in which funds of this Corporation may be deposited subject to withdrawal or charge at any time and to the withdrawal restrictions of the LGIP; subject to the LGIP’s present and future regulations for each account; all withdrawals from any of the accounts to be upon instruments or orders for the payment of money when made, drawn or accepted by any of the following officers, employees, or agents of this Corporation.
Proposed individuals authorized to transact banking business for GRTC Transit System:
Julie E. Timm Sheryl E. Adams John M. Zinzarella Dawn C. Bailey
Eldridge F. Coles, Secretary/Treasurer Date GRTC Board of Directors
64 GREATER RICHMOND TRANSIT COMPANY
CORPORATE BANK RESOLUTION
CORPORATE CHECKING ACCOUNT
“RESOLVED”, that an account or accounts of any of the following designated as certificates of deposit, demand time, money market, or savings account be opened and maintained with Wells Fargo (hereinafter “Bank”), in which funds of this Corporation may be deposited subject to withdrawal or charge at any time and to the withdrawal restrictions of the Bank; subject to the Bank’s present and future regulations for each account; all withdrawals from any of the accounts to be upon instruments or orders for the payment of money when made, drawn or accepted by any two of the following officers, employees, or agents of this Corporation.
Proposed individuals authorized to transact banking business for GRTC Transit System:
Julie E. Timm Sheryl E. Adams John M. Zinzarella Dawn C. Bailey
Eldridge F. Coles, Secretary/Treasurer Date GRTC Board of Directors
65 RIDEFINDERS
CORPORATE BANK RESOLUTION
CORPORATE CHECKING ACCOUNT
“RESOLVED”, that an account or accounts of any of the following designated as certificates of deposit, demand time, money market, or savings account be opened and maintained with SunTrust (hereinafter “Bank”), in which funds of this Corporation may be deposited subject to withdrawal or charge at any time and to the withdrawal restrictions of the Bank; subject to the Bank’s present and future regulations for each account; all withdrawals from any of the accounts to be upon instruments or orders for the payment of money when made, drawn or accepted by any two of the following officers, employees, or agents of this Corporation.
Proposed individuals authorized to transact banking business for RideFinders:
Julie E. Timm Sheryl E. Adams John M. Zinzarella Von Tisdale Dawn C. Bailey
Eldridge F. Coles, Secretary/Treasurer Date GRTC Board of Directors
66