AGENDA General Policy Committee Meeting December 9, 2020 9:00 AM MEETING ASSESSIBLE VIA ZOOM AT

AGENDA General Policy Committee Meeting December 9, 2020 9:00 AM MEETING ASSESSIBLE VIA ZOOM AT: https://gosbcta.zoom.us/j/95152801224

Teleconference Dial: 1-669-900-6833 Meeting ID: 951 5280 1224

This meeting is being conducted in accordance with Governor Newsom’s Executive Order N-29-20.

General Policy Committee Membership

Chair – Vice President Mt./Desert Representatives Mayor Julie McIntyre Council Member Rick Denison City of Barstow Town of Yucca Valley Council Member Art Bishop President Town of Apple Valley Mayor Frank Navarro City of Colton Supervisor Robert Lovingood County of San Bernardino, MDC Chair Past President Mayor Darcy McNaboe West Valley Representatives City of Grand Terrace Mayor Acquanetta Warren City of Fontana East Valley Representatives Council Member Alan Wapner Mayor Larry McCallon City of Ontario City of Highland Mayor L. Dennis Michael Supervisor Dawn Rowe City of Rancho Cucamonga, TC Chair County of San Bernardino Supervisor Curt Hagman, MVSS Chair County of San Bernardino San Bernardino County Transportation Authority San Bernardino Council of Governments

AGENDA

General Policy Committee Meeting

December 9, 2020 9:00 AM

MEETING ASSESSIBLE VIA ZOOM AT: https://gosbcta.zoom.us/j/95152801224

Teleconference Dial: 1-669-900-6833 Meeting ID: 951 5280 1224 Interested persons may submit Public Comment in writing to the Clerk of the Board at [email protected]. Written comments must acknowledge the Agenda Item number, and specify whether the commenter wishes the comment be included with the minutes or read into the record. Comments read into the record will be read for three minutes; if three minutes pass and there is comment still unread, the time will not be extended and the remaining comment will not be read. Public Comment must be submitted no later than 5:00 pm on December 8, 2020. To obtain additional information on any items, please contact the staff person listed under each item. You are encouraged to obtain any clarifying information prior to the meeting to allow the Board to move expeditiously in its deliberations. Additional “Meeting Procedures” and agenda explanations are attached to the end of this agenda.

CALL TO ORDER (Meeting Chaired by Julie McIntyre) i. Pledge of Allegiance ii. Attendance iii. Announcements iv. Agenda Notices/Modifications – Diane Greve

Possible Conflict of Interest Issues Note agenda item contractors, subcontractors and agents which may require member abstentions due to conflict of interest and financial interests. Board Member abstentions shall be stated under this item for recordation on the appropriate item. 1. Information Relative to Possible Conflict of Interest Pg. 10 Note agenda items and contractors/subcontractors, which may require member abstentions due to possible conflicts of interest. This item is prepared monthly for review by Board and Committee members.

pg. 2 CONSENT CALENDAR Items listed on the Consent Calendar are expected to be routine and non-controversial. The Consent Calendar will be acted upon as a single motion. Items on the Consent Calendar may be removed for discussion by Board Members.

Consent - Administrative Matters 2. November 2020 Procurement Report Pg. 11 Receive the November 2020 Procurement Report. Presenter: Jeffery Hill This item is not scheduled for review by any other policy committee or technical advisory committee.

3. Budget to Actual Report for First Quarter Ending September 30, 2020 Pg. 19 Receive and file Budget to Actual Report for the first quarter ending September 30, 2020. Presenter: Lisa Lazzar This item is not scheduled for review by any other policy committee or technical advisory committee.

DISCUSSION ITEMS

Discussion - Administrative Matters 4. Fiscal Year 2021/2022 Budget Schedule Pg. 28 That the General Policy Committee recommend the Board, acting as the San Bernardino County Transportation Authority and the San Bernardino Associated Governments: Approve the Fiscal Year 2021/2022 Budget Schedule. Presenter: Lisa Lazzar This item is not scheduled for review by any other policy committee or technical advisory committee.

5. Measure I Revenue Estimate for Fiscal Year 2021/2022 Allocation Planning Pg. 30 That the General Policy Committee recommend the Board, acting as the San Bernardino County Transportation Authority: Approve a Measure I 2010-2040 revenue estimate of $186.0 million, for Fiscal Year 2021/2022 and the revenue distribution by subarea in Table 2, for purposes of allocation planning for Fiscal Year 2021/2022. Presenter: Lisa Lazzar This item is not scheduled for review by any other policy committee or technical advisory committee.

pg. 3 6. Business Continuity Management Program Policy No. 10180 and SBCTA Enterprise Pg. 33 Continuity of Operations Base Plan That the General Policy Committee recommend the Board, acting as the San Bernardino County Transportation Authority and the San Bernardino Associated Governments: A. Approve Policy No. 10180 Business Continuity Management Program; B. Approve the San Bernardino County Transportation Authority Enterprise Continuity of Operations Base Plan (SBCTA COOP), and; C. Authorize the Executive Director or his designee to implement future non-substantive revisions to the SBCTA COOP and subordinate departmental Continuity of Operations Plans. Presenter: Eric Dahlen This item is not scheduled for review by any other policy committee or technical advisory committee. SBCTA General Council and Risk Manager have reviewed the item, the Business Continuity Management Program Policy, and the SBCTA COOP.

Discussion - Legislative/Public Outreach 7. State and Federal Legislative Update Pg. 180 Receive and file the December 2020 State and Federal Legislative Update. Presenter: Louis Vidaure This item is not scheduled for review by any other policy committee or technical advisory committee.

Discussion - Transportation Programming and Fund Administration 8. Summary of Measure I Capital Improvement Plans of Member Agencies Pg. 183 That the General Policy Committee recommend the Board, acting as the San Bernardino County Transportation Authority: A. Accept the Measure I Summary Report of the Five-Year Capital Improvement Plans for Local Pass-Through Funds for Fiscal Year 2020/2021 through Fiscal Year 2024/2025. B. Allow a one-time exception to policy for Fiscal Year 2020/2021 for categorical projects to exceed the 50% limit due to the effect on estimated revenue because of COVID-19. Presenter: Ellen Pollema This item is not scheduled for review by any other policy committee or technical advisory committee.

Public Comment Brief Comments from the General Public Interested persons may submit Public Comment in writing to the Clerk of the Board at [email protected]. Written comments must acknowledge the Agenda Item number, and specify whether the commenter wishes the comment be included with the minutes or read into the record. Comments read into the record will be read for three minutes; if three minutes pass and there is comment still unread, the time will not be extended and the remaining comment will not be read. Public Comment must be submitted no later than 5:00 pm on December 8, 2020.

Comments from Board Members Brief Comments from Board Members pg. 4 ADJOURNMENT

Additional Information Attendance Pg. 227 Acronym List Pg. 228 Mission Statement Pg. 230

The January 13, 2021 meeting of the General Policy Committee is cancelled. The next scheduled General Policy Committee meeting is Wednesday, February 10, 2021

pg. 5 Meeting Procedures and Rules of Conduct During COVID-19 ‘Stay in Place’ Orders

Meeting Procedures - The Ralph M. Brown Act is the state law which guarantees the public’s right to participate in meetings of local legislative bodies. These rules have been adopted by the Board of Directors in accordance with the Brown Act, Government Code 54950 et seq., and shall apply at all meetings of the Board of Directors and Policy Committees. California Governor Gavin Newsom has issued Executive Order (N-29-20) waiving portions of the Brown Act requirements during the COVID-19 State of Emergency. Accessibility – During the COVID-19 crisis, meetings are being held virtually using web-based or telephone technologies. If accessibility assistance is needed in order to participate in the public meeting, requests should be made through the Clerk of the Board at least three (3) business days prior to the Board meeting. The Clerk can be reached by phone at (909) 884-8276 or via email at [email protected]. Agendas – All agendas are posted at www.gosbcta.com/board/meetings-agendas/ at least 72 hours in advance of the meeting. Staff reports related to agenda items may be reviewed online at that web address. Agenda Actions – Items listed on both the “Consent Calendar” and “Discussion” contain recommended actions. The Board of Directors will generally consider items in the order listed on the agenda. However, items may be considered in any order. New agenda items can be added and action taken by two-thirds vote of the Board of Directors or unanimous vote of members present as provided in the Ralph M. Brown Act Government Code Sec. 54954.2(b). Closed Session Agenda Items – Consideration of closed session items excludes members of the public. These items include issues related to personnel, pending litigation, labor negotiations and real estate negotiations. Prior to each closed session, the Chair will announce the subject matter of the closed session. If action is taken in closed session, the Chair may report the action to the public at the conclusion of the closed session. Public Testimony on an Item – Public Comment may be submitted in writing to the Clerk of the Board via email at [email protected]. Written comments must acknowledge the Agenda Item number, and specify whether the commenter wishes the comment be included with the minutes or read into the record. Comments read into the record will be read for three minutes; if three minutes pass and there is comment still unread, the time will not be extended and the remaining comment will not be read. Public Comment must be submitted no later than 5:00 pm the day before the meeting. Members of the public are afforded an opportunity to speak on any listed item. Individuals wishing to address the Board of Directors or Policy Committee Members should indicate their request when Public Comment is called for during the meeting. This request to speak can be achieved by either using the ‘Raise Hand’ feature in Zoom platform or by verbally stating interest when the Chair calls for Public Comment. When recognized by the Chair, speakers should be prepared to announce their name for the record. In the interest of facilitating the business of the Board, speakers are limited to three (3) minutes on each item. Additionally, a twelve (12) minute limitation is established for the total amount of time any one individual may address the Board at any one meeting. The Chair or a majority of the Board may establish a different time limit as appropriate, and parties to agenda items shall not be subject to the time limitations. Members of the public requesting information be distributed to the Board of Directors must provide such information electronically to the Clerk of the Board via email at [email protected] no later than 5:00 pm the day before the meeting. The Consent Calendar is considered a single item, thus the three (3) minute rule applies. Consent Calendar items can be pulled at Board member request and will be brought up individually at the specified time in the agenda allowing further public comment on those items. pg. 6

Agenda Times – The Board is concerned that discussion take place in a timely and efficient manner. Agendas may be prepared with estimated times for categorical areas and certain topics to be discussed. These times may vary according to the length of presentation and amount of resulting discussion on agenda items. Public Comment – At the end of the agenda, an opportunity is also provided for members of the public to speak on any subject within the Board’s authority. Matters raised under “Public Comment” may not be acted upon at that meeting. “Public Testimony on an Item” still applies. Disruptive or Prohibited Conduct – If any meeting of the Board is willfully disrupted by a person or by a group of persons so as to render the orderly conduct of the meeting impossible, the Chair may recess the meeting or order the person, group or groups of person willfully disrupting the meeting to be removed from the virtual meeting. Disruptive or prohibited conduct includes without limitation: addressing the Board without first being recognized, not addressing the subject before the Board, repetitiously addressing the same subject, posting profane or rude content in the virtual meeting environment, or otherwise preventing the Board from conducting its meeting in an orderly manner. Your cooperation is appreciated!

pg. 7

General Practices for Conducting Meetings of Board of Directors and Policy Committees

Attendance.  The Chair of the Board or a Policy Committee (Chair) has the option of taking attendance by Roll Call or Self-Introductions. If attendance is taken by Roll Call, the Clerk of the Board will call out by jurisdiction or supervisorial district. The Member or Alternate will respond by stating his/her name. If attendance is by Self-Introduction, the Member or Alternate will state his/her name and jurisdiction or supervisorial district.  A Member/Alternate, who arrives after attendance is taken, shall announce his/her name prior to voting on any item.  A Member/Alternate, who wishes to leave the meeting after attendance is taken but before remaining items are voted on, shall announce his/her name and that he/she is leaving the meeting. Basic Agenda Item Discussion.  The Chair announces the agenda item number and states the subject.  The Chair calls upon the appropriate staff member or Board Member to report on the item.  The Chair asks members of the Board/Committee if they have any questions or comments on the item. General discussion ensues.  The Chair calls for public comment based on “Request to Speak” forms which may be submitted.  Following public comment, the Chair announces that public comment is closed and asks if there is any further discussion by members of the Board/Committee.  The Chair calls for a motion from members of the Board/Committee.  Upon a motion, the Chair announces the name of the member who makes the motion. Motions require a second by a member of the Board/Committee. Upon a second, the Chair announces the name of the Member who made the second, and the vote is taken.  The “aye” votes in favor of the motion shall be made collectively. Any Member who wishes to oppose or abstain from voting on the motion, shall individually and orally state the Member’s “nay” vote or abstention. Members present who do not individually and orally state their “nay” vote or abstention shall be deemed, and reported to the public, to have voted “aye” on the motion. The Vote as specified in the SANBAG Bylaws.  Each Member of the Board of Directors shall have one vote. In the absence of the official representative, the alternate shall be entitled to vote. (Board of Directors only.)  Voting may be either by voice or roll call vote. A roll call vote shall be conducted upon the demand of five official representatives present, or at the discretion of the presiding officer. Amendment or Substitute Motion.  Occasionally a Board Member offers a substitute motion before the vote on a previous motion. In instances where there is a motion and a second, the maker of the original motion is asked if he or she would like to amend his or her motion to include the substitution or withdraw the motion on the floor. If the maker of the original motion does not want to amend or withdraw, the substitute motion is voted upon first, and if it fails, then the original motion is considered.  Occasionally, a motion dies for lack of a second. pg. 8

Call for the Question.  At times, a Member of the Board/Committee may “Call for the Question.”  Upon a “Call for the Question,” the Chair may order that the debate stop or may allow for limited further comment to provide clarity on the proceedings.  Alternatively and at the Chair’s discretion, the Chair may call for a vote of the Board/Committee to determine whether or not debate is stopped.  The Chair re-states the motion before the Board/Committee and calls for the vote on the item. The Chair.  At all times, meetings are conducted in accordance with the Chair’s direction.  These general practices provide guidelines for orderly conduct.  From time-to-time circumstances require deviation from general practice.  Deviation from general practice is at the discretion of the Chair. Courtesy and Decorum.  These general practices provide for business of the Board/Committee to be conducted efficiently, fairly and with full participation.  It is the responsibility of the Chair and Members to maintain common courtesy and decorum.

Adopted By SANBAG Board of Directors January 2008 Revised March 2014 Revised May 4, 2016

pg. 9

1.1

Minute Action

AGENDA ITEM: 1 Date: December 9, 2020 Subject: Information Relative to Possible Conflict of Interest Recommendation: Note agenda items and contractors/subcontractors, which may require member abstentions due to possible conflicts of interest. Background: In accordance with California Government Code 84308, members of the Board may not participate in any action concerning a contract where they have received a campaign contribution of more than $250 in the prior twelve months from an entity or individual, except for the initial award of a competitively bid public works contract. This agenda contains recommendations for action relative to the following contractors:

Item No. Contract No. Principals & Agents Subcontractors

NONE

Financial Impact: This item has no direct impact on the Fiscal Year 2020/2021 Budget. Reviewed By: This item is prepared monthly for review by Board and Committee members. Responsible Staff: Duane Baker, Deputy Executive Director

Approved General Policy Committee Date: December 9, 2020 Witnessed By:

Entity: San Bernardino Council of Governments, San Bernardino County Transportation Authority Packet Pg. 10 2

Minute Action

AGENDA ITEM: 2 Date: December 9, 2020 Subject: November 2020 Procurement Report Recommendation: Receive the November 2020 Procurement Report. Background: The Board of Directors (Board) adopted the Contracting and Procurement Policy (Policy No. 11000) on January 3, 1997, and approved the last revision on June 3, 2020. The Board of Directors authorized the Executive Director, or his designee, to approve: a) contracts and purchase orders up to $100,000, and for purchase orders originally $100,000 or more, increasing the purchase order amount up to 10% of the original purchase order value, not-to-exceed $25,000; b) Contract Task Orders (CTO) up to $500,000 and for CTOs originally $500,000 or more, increasing the purchase order amount up to 10% of the original CTO value, not-to-exceed $100,000; c) amendments with a zero dollar value; d) amendments to exercise the option term if the option term was approved by the Board in the original contract; e) amendments that cumulatively do-not-exceed 50% of the original contract value or $100,000, whichever is less; f) amendments that do-not-exceed contingency amounts authorized by the Board; and g) release Request for Proposals (RFP), Request for Qualifications (RFQ), and Invitation for Bids (IFB) for proposed contracts from which funding has been approved in the Annual Budget, and are estimated not-to-exceed $1,000,000. The Board further authorized General Counsel to award and execute legal services contracts up to $100,000, with outside counsel as needed, and authorized Department Directors to approve and execute Contingency Amendments that do-not-exceed contingency amounts authorized by the Board. A list of all Contracts and Purchase Orders that were executed by the Executive Director, Department Directors and/or General Counsel during the month of November 2020 are presented herein as Attachment A, and all RFPs and IFBs are presented in Attachment B. Financial Impact: This item is consistent with the Fiscal Year 2020/2021 Budget. Presentation of the monthly procurement report demonstrates compliance with the Contracting and Procurement Policy. Reviewed By: This item is not scheduled for review by any other policy committee or technical advisory committee. Responsible Staff: Jeffery Hill, Procurement Manager

Approved General Policy Committee Date: December 9, 2020 Witnessed By:

Entity: San Bernardino Council of Governments, San Bernardino County Transportation Authority Packet Pg. 11 2.a

Attachment A

November Contract Actions New Contracts Executed:

Contract No. Description of Specific Services Vendor Name Dollar Amount

21-1002495 Outside Legal Advisement Orrick, Herrington & $85,000.00 Services for Refinancing TIFIA Sutcliff Loan 19-1002074 Stormwater Treatment Device and City of San Bernardino $0.00 Control Measure Access and Maintenance Agreement Attachment: November Procurement Report Attachment A (6118 : 2020 Report)

Page 1 of 6

Packet Pg. 12 2.a

Attachment A

November Amendment Actions Contract Amendments Executed:

Reason for Contract No. Previous Dollar Amendment (include a Amended & Amendment Vendor Name Amendments & Amount of description of the Contract Total No. Dollar Values Amendment amendment) 16-1001479 Amended Funding California Original $0.00 $0.00 Amendment 1 Summary to reflect Department of $0.00 programming of Transportation Federal Surface Transportation Program funds. Project: Cooperative Agreement for the Project Approval and Environmental Document; Plans, Specifications, and Estimates; and Right-of-Way phases for the Interstate 215 University Parkway Interchange.

Attachment: November Procurement Report Attachment A (6118 : 2020 Report)

Page 2 of 6

Packet Pg. 13 2.a

Attachment A

November Contract Task Order Actions Contract Task Order (CTO) Executed:

Dollar Contract No. Vendor Contract Previously Description of CTO Amount of & CTO No. Name Amount Issued CTOs CTO

19-1002000 Public Outreach for Costin $6,000,000.00 Various CTOs Total CTO 16 West Valley Public not including $22,000.00 Connector. Outreach CTO 16 Totaling $4,444,017.00 19-1002000 Public Outreach for Costin $6,000,000.00 Various CTOs Total CTO 19 Cucamonga Canyon. Public not including $26,980.00 Outreach CTO 19 Totaling $4,642,037.00 19-1002000 Public Outreach for Costin $6,000,000.00 Various CTOs Total CTO 20 Lytle Creek. Public not including $26,980.00 Outreach CTO 20 Totaling $4,642,037.00 21-1002475 Temporary Staffing for CathyJon $1,000,000.00 Total CTO 1 Finance. Enterprises Shared with $16,000.00 dba HB AtWork Staffing Personnel (20-1002438)

Attachment: November Procurement Report Attachment A (6118 : 2020 Report)

Page 3 of 6

Packet Pg. 14 2.a

Attachment A

November Contract Task Order Actions Contingency Released:

Contract No. Reason for Vendor Name Previous Dollar Amended & Contingency Amendments & Amount of Contract Total Contingency Amendment (include a Dollar Values Contingency No. description of the Amendment amendment) None

Attachment: November Procurement Report Attachment A (6118 : 2020 Report)

Page 4 of 6

Packet Pg. 15 2.a

Attachment A

November Purchase Order Actions Purchase Orders:

PO Dollar PO No. PO Issue Vendor Name Description of Services Amount Date

4002096 11/5/2020 County of San San Bernardino County Aerial Imagery for $7,500.00 Bernardino GIS Information Services 4002099 11/17/2020 Southern Due Assessment for Fiscal Year 2020/2021 $20,000.00 California (80%) Option Association of Governments

Attachment: November Procurement Report Attachment A (6118 : 2020 Report)

Page 5 of 6

Packet Pg. 16 2.a

Attachment A

November Purchase Order Amendment Actions Purchase Order Amendments Executed:

Description of Purchase Order Previous Dollar Amended PO Services and No. & Vendor Name Amendments Amount of Total Reason for Amendment No. & Dollar Amendment Amendment Values None

Attachment: November Procurement Report Attachment A (6118 : 2020 Report)

Page 6 of 6

Packet Pg. 17 2.b

Attachment B

November RFP’s and IFB’s Release of RFP’s and IFB’s

Anticipated Anticipated Description of Overall Release RFP/IFB No. Date Dollar Amount Award Date Program and Program Budget 11/18/2020 RFP 21-1002466 $540,000.00 March 2021 Comprehensive Pedestrian Sidewalk Connectivity Plan – Phase II 11/18/2020 RFI 21-1002519 $0.00 No award for Approach to Hydrogen information only. Supply, Storage and Fueling for a Hydrogen- Battery Hybrid Zero Emission Multiple Unit Rail Vehicle Attachment: November Procurement Report Attachment B (6118 : 2020 Report)

Page 1 of 1 Packet Pg. 18 3

Minute Action

AGENDA ITEM: 3 Date: December 9, 2020 Subject: Budget to Actual Report for First Quarter Ending September 30, 2020 Recommendation: Receive and file Budget to Actual Report for the first quarter ending September 30, 2020. Background: The Fiscal Year 2020/2021 Budget for new activity was adopted by the Board of Directors on June 3, 2020. Budgetary information includes the original and revised budgets and expenditures as of September 30, 2020.

The report is broken out by Fund group and provides a percentage of the budget received or expended through September 30, 2020.

The following is an explanation for significant percentage changes by Fund type:

General Fund A. Revenues: 1. Measure I Sales Tax revenue is low since July and August receipts pertain to the prior fiscal year. 2. Interest is distributed to the appropriate funds at year-end based on ending cash balances. B. Expenditures: 1. Expenditures to date are low mainly due to the timing of capital expenditures or program activities. C. Other Financing Sources: 1. Operating transfers in represent cash transfers to reimburse expenditures funded by the Local Transportation Fund, State Transit Assistance Fund, and State of Good Repair Fund. The amount is negative due to accrual reversals that have been higher than actual reimbursements thus far. 2. Operating transfers out are from cash transfers within the General Fund to fund the Indirect Cost Fund.

Federal Highway Fund A. Revenues: 1. The timing for collections of revenues fluctuates as all federal grants are on a reimbursement basis. B. Expenditures: 1. Expenditures to date are low mainly due to the timing of capital expenditures, which can take several years.

Entity: San Bernardino Council of Governments, San Bernardino County Transportation Authority Packet Pg. 19 3 General Policy Committee Agenda Item December 9, 2020 Page 2

Federal Transit Administration Fund A. Revenues: 1. The timing for collections of revenues fluctuates as all federal grants are on a reimbursement basis. B. Expenditures: 1. Expenditures to date are low mainly due to the timing of capital expenditures, which can take several years.

State Highway Fund A. Revenues: 1. The timing for collections of revenues fluctuates as most state grants are on a reimbursement basis. 2. Investment earnings are normally not budgeted. B. Expenditures: 1. Expenditures to date are low mainly due to the timing of capital expenditures, which can take several years.

Proposition 1B Fund A. Revenues: 1. The revenue recognition for most Proposition 1B funds is when expenditures are incurred since the funds are received in advance. 2. Investment earnings are higher than budgeted due to investing idle funds. B. Expenditures: 1. Expenditures to date are low mainly due to the timing of capital expenditures, which can take several years.

Local Transportation Fund (LTF) A. Revenues: 1. LTF revenue is low since July and August receipts pertain to the prior fiscal year. 2. Investment earnings are negative due to the prior year accrual reversals have been higher than actual earnings thus far this year. B. Expenditures: 1. Expenditures to date represent claims received and paid. C. Other Financing Sources: 1. Operating transfers out represent cash transfers to the General Fund to fund administrative, planning and transit activities, and transit projects. These transfers are based on a reimbursement basis.

San Bernardino Council of Governments San Bernardino County Transportation Authority Packet Pg. 20 3 General Policy Committee Agenda Item December 9, 2020 Page 3

State Transit Assistance Fund (STAF) A. Revenues: 1. The timing for recording of revenues fluctuates based on the period of performance upon distribution from the state. 2. Investment earnings are negative due to the prior year accrual reversals have been higher than actual earnings thus far this year. B. Expenditures: 1. Expenditures to date are low mainly due to the timing of claims. C. Other Financing Sources: 1. Operating transfers out represent cash transfers to the General Fund to fund transit activities which are based on a reimbursement basis. The amount is negative due to accrual reversals that have been higher than actual reimbursements thus far.

Senate Bill 1 A. Revenues: 1. The timing for collections of revenues fluctuates as most state grants are on a reimbursement basis. B. Expenditures: 1. Expenditures to date are low mainly due to the timing of capital expenditures, which can take several years.

Measure I 1990-2010 Fund A. Revenues: 1. Measure I 1990-2010 ended on March 31, 2010, and only interest earnings are accrued based on cash balances. 2. Investment earnings are negative due to prior year accrual reversals that have been higher than actual earnings thus far this year. B. Expenditures: 1. Expenditures to date are low mainly due to the timing of capital expenditures, which can take several years.

Measure I 2010-2040 Fund A. Revenues: 1. Measure I Sales Tax revenue is low since July and August receipts pertain to the prior fiscal year. 2. Investment earnings are negative due to prior year accrual reversals that have been higher than actual earnings thus far this year. B. Expenditures: 1. Expenditures to date are low mainly due to the timing of capital expenditures, which can take several years. 2. Funds for the Fund Administration program are encumbered to ensure they are available to pay for the allocations approved by the Board. San Bernardino Council of Governments San Bernardino County Transportation Authority Packet Pg. 21 3 General Policy Committee Agenda Item December 9, 2020 Page 4

C. Other Financing Sources: 1. Operating transfers out represent cash transfers to the General Fund to fund the Indirect Cost Fund and Debt Service Fund to cover debt service expenditures.

Debt Service Fund A. Revenues: 1. Investment earnings are not budgeted. B. Expenditures: 1. No major variances. C. Other Financing Sources: 1. Transfers in represent cash transfer from the Measure I funds to cover debt service expenditures.

Capital Projects Fund A. Revenues: 1. The timing for collections of revenues fluctuates as most projects are funded on a reimbursement basis. 2. Investment earnings are negative due to prior year accrual reversals that have been higher than actual earnings thus far this year. B. Expenditures: 1. Expenditures to date are low mainly due to the timing of capital expenditures, which can take several years. C. Other Financing Sources: 1. Operating transfers in/out represent cash transfers resulting from transfers within the capital projects funds.

Nonmajor Governmental Funds – Excluding Council of Governments A. Revenues: 1. The timing for collections of revenues fluctuates as most of the state grants are on a reimbursement basis. 2. Investment earnings are negative due to prior year accrual reversals that have been higher than actual earnings thus far this year. B. Expenditures: 1. Expenditures to date are low mainly due to the timing of capital expenditures, which can take several years. 2. Expenditures are negative due to accrual reversals that have been higher than actual reimbursements thus far. C. Other Financing Sources: 1. Operating transfers out represent cash transfers to fund the Indirect Cost Fund.

San Bernardino Council of Governments San Bernardino County Transportation Authority Packet Pg. 22 3 General Policy Committee Agenda Item December 9, 2020 Page 5

Council of Governments Fund A. Revenues: 1. The timing of collection of revenues fluctuates as this program is mostly funded on a reimbursement basis. B. Expenditures: 1. Expenditures to date are low mainly due to the timing of program activities. C. Other Financing Sources: 1. Operating transfers out represent cash transfers to fund the Indirect Cost Fund. Financial Impact: This item reports the status of expenditures against budget and imposes no financial impact on the Fiscal Year 2020/2021 Budget. Reviewed By: This item is not scheduled for review by any other policy committee or technical advisory committee. Responsible Staff: Lisa Lazzar, Chief of Fiscal Resources

Approved General Policy Committee Date: December 9, 2020 Witnessed By:

San Bernardino Council of Governments San Bernardino County Transportation Authority Packet Pg. 23 3.a

Fiscal Year 2020-2021 First Quarter Budget to Actual Report June 30, 2021

2020-2021 2020-2021 Actual Revenues Original Revised & Expenditures % of Budget Budget Amendments Budget to Date Encumbrances Balance Remaining GENERAL FUND Revenues Sales Tax-MSI 1,439,000 - 1,439,000 163,145 - 1,275,855 88.66% Charges for Services 564,809 - 564,809 220,856 - 343,953 60.90% Investment Earnings 97,350 - 97,350 849,270 - (751,920) -772.39% Miscellaneous - - - 489 - (489) 0.00% Total Revenues 2,101,159 - 2,101,159 1,233,760 - 867,399 41.28% Expenditures General Government 11,303,436 - 11,303,436 1,790,498 623,808 8,889,130 78.64% Regional & Subregional Planning 1,069,939 - 1,069,939 125,682 - 944,257 88.25% Transit 38,447,195 (31,910) 38,415,285 2,701,396 574,125 35,139,764 91.47% Project Delivery 21,855 - 21,855 - - 21,855 100.00% Fund Administration 776,248 - 776,248 114,374 5,820 656,054 84.52% Total Expenditures 51,618,673 (31,910) 51,586,763 4,731,950 1,203,753 45,651,060 88.49% Other Financing Sources Transfers in 48,255,647 - 48,255,647 (1,991,557) - 50,247,204 104.13% Transfers out (4,757,601) - (4,757,601) (1,184,222) - (3,573,379) 75.11% Total Other Financing Sources 43,498,046 - 43,498,046 (3,175,779) - 46,673,825 107.30% Revenues Over (Under) Expenditures (6,019,468) 31,910 (5,987,558) (6,673,969) (1,203,753) 1,890,164

Note: Transfers in are from LTF, STA, and SGR revenue for budget purposes. The comprehensive annual financial report accounts for the activity in the individual funds of LTF, STA, and SGR, not the general fund.

FEDERAL HIGHWAY FUND Revenues Intergovernmental 137,566,070 - 137,566,070 122,492 - 137,443,578 99.91% Total Revenues 137,566,070 - 137,566,070 122,492 - 137,443,578 99.91% Expenditures Commuter and Motorist Assistance 1,089,024 - 1,089,024 102,546 13,454 973,024 89.35% Project Delivery 158,477,046 - 158,477,046 5,873,716 2,393 152,600,937 96.29% Total Expenditures 159,566,070 - 159,566,070 5,976,262 15,847 153,573,961 96.24% Other Financing Sources Transfers in 22,000,000 - 22,000,000 66,992 - 21,933,008 99.70% Transfers out - - - (1,600) - (1,600) 0.00% Total Other Financing Sources 22,000,000 - 22,000,000 65,392 - 21,931,408 0.00% Revenues Over (Under) Expenditures - - - (5,788,378) (15,847) 5,801,025

FEDERAL TRANSIT ADMINISTRATION FUND Revenues Intergovernmental 41,652,319 - 41,652,319 - - 41,652,319 100.00% Total Revenues 41,652,319 - 41,652,319 - - 41,652,319 100.00% Expenditures Transit 41,652,319 - 41,652,319 2,432,755 29,656 39,189,908 94.09% Total Expenditures 41,652,319 - 41,652,319 2,432,755 29,656 39,189,908 94.09% Revenues Over (Under) Expenditures - - - (2,432,755) (29,656) 2,462,411

STATE HIGHWAY FUND Revenues Intergovernmental 95,713,255 - 95,713,255 - - 95,713,255 100.00% Total Revenues 95,713,255 - 95,713,255 - - 95,713,255 100.00% Expenditures General Government 4,178 - 4,178 470 - 3,708 88.75% Regional & Subregional Planning 331,366 - 331,366 1,952 - 329,414 99.41% Transit 15,783,255 - 15,783,255 805,123 - 14,978,132 94.90% Project Delivery 78,862,000 - 78,862,000 3,876,502 - 74,985,498 95.08% Fund Administration 732,456 - 732,456 121,831 - 610,625 83.37% Total Expenditures 95,713,255 - 95,713,255 4,805,878 - 90,907,377 94.98% Attachment: Budget to Actual 1st Qtr 2021 (6127 : Report - 2020/2021) Other Financing Sources Transfers in - - - 173,737 - (173,737) 0.00% Total Other Financing Sources - - - 173,737 - (173,737) 0.00% Revenues Over (Under) Expenditures - - - (4,632,141) - 4,805,878

Packet Pg. 24 3.a

Fiscal Year 2020-2021 First Quarter Budget to Actual Report June 30, 2021

2020-2021 2020-2021 Actual Revenues Original Revised & Expenditures % of Budget Budget Amendments Budget to Date Encumbrances Balance Remaining PROPOSITION 1B FUND Revenues Intergovernmental 2,810,000 - 2,810,000 - - 2,810,000 100.00% Investment Earnings 8,000 - 8,000 72,984 - (64,984) -812.30% Total Revenues 2,818,000 - 2,818,000 72,984 - 2,745,016 97.41% Expenditures Transit 8,461,783 - 8,461,783 813,400 - 7,648,383 90.39% Project Delivery 2,810,000 - 2,810,000 265,549 - 2,544,451 90.55% Total Expenditures 11,271,783 - 11,271,783 1,078,949 - 10,192,834 90.43% Revenues Over (Under) Expenditures (8,453,783) - (8,453,783) (1,005,965) - (7,447,818)

LOCAL TRANSPORTATION FUND Revenues Sales Tax-LTF 83,771,793 - 83,771,793 9,077,743 - 74,694,050 89.16% Investment Earnings 1,200,000 - 1,200,000 (1,480,236) - 2,680,236 223.35% Total Revenues 84,971,793 - 84,971,793 7,597,507 - 77,374,286 91.06% Expenditures Transit 91,100,000 (44,180) 91,055,820 33,526,438 - 57,529,382 63.18% Total Expenditures 91,100,000 (44,180) 91,055,820 33,526,438 - 57,529,382 63.18% Other Financing Sources Transfers out (25,334,420) - (25,334,420) (2,342,509) - (22,991,911) 90.75% Total Other Financing Sources (25,334,420) - (25,334,420) (2,342,509) - (22,991,911) 90.75% Revenues Over (Under) Expenditures (31,462,627) 44,180 (31,418,447) (28,271,440) - (3,147,007)

STATE TRANSIT ASSISTANCE FUND Revenues Intergovernmental 26,091,386 - 26,091,386 - - 26,091,386 100.00% Investment Earnings 845,000 - 845,000 (1,471,471) - 2,316,471 274.14% Total Revenues 26,936,386 - 26,936,386 (1,471,471) - 28,407,857 105.46% Expenditures Transit 22,480,112 - 22,480,112 4,875,299 - 17,604,813 78.31% Total Expenditures 22,480,112 - 22,480,112 4,875,299 - 17,604,813 78.31% Other Financing Sources Transfers out (15,849,969) - (15,849,969) 6,101,881 - (21,951,850) 138.50% Total Other Financing Sources (15,849,969) - (15,849,969) 6,101,881 - (21,951,850) 138.50% Revenues Over (Under) Expenditures (11,393,695) - (11,393,695) (244,889) - (11,148,806)

SENATE BILL 1 Fund Revenues Intergovernmental 106,345,422 - 106,345,422 - - 106,345,422 100.00% Total Revenues 106,345,422 - 106,345,422 - - 106,345,422 100.00% Expenditures Commuter and Motorist Assistance 996,271 - 996,271 118,945 877,326 11.94% Transit 31,803,855 - 31,803,855 3,054,482 - 28,749,373 90.40% Major Project Delivery 72,445,000 - 72,445,000 2,946,616 - 69,498,384 4.07% Total Expenditures 105,245,126 - 105,245,126 6,120,043 - 99,125,083 94.18% Other Financing Sources Transfers out - - - (239,130) - (239,130) 0.00% Total Other Financing Sources - - - (239,130) - 239,130 0.00% Revenues Over (Under) Expenditures 1,100,296 - 1,100,296 (6,359,173) - 7,459,469 Attachment: Budget to Actual 1st Qtr 2021 (6127 : Report - 2020/2021)

Packet Pg. 25 3.a

Fiscal Year 2020-2021 First Quarter Budget to Actual Report June 30, 2021

2020-2021 2020-2021 Actual Revenues Original Revised & Expenditures % of Budget Budget Amendments Budget to Date Encumbrances Balance Remaining MEASURE I 1990-2010 FUND Revenues Investment Earnings 30,000 - 30,000 (81,359) - 111,359 371.20% Total Revenues 30,000 - 30,000 (81,359) - 111,359 371.20% Expenditures Environment and Energy Conservation 335,000 - 335,000 1,163 13,644 320,193 95.58% Commuter and Motorist Assistance 200,000 - 200,000 24,650 - 175,350 87.68% Project Delivery 4,601,146 - 4,601,146 6,709 - 4,594,437 99.85% Total Expenditures 5,136,146 - 5,136,146 32,522 13,644 5,089,980 99.10% Revenues Over (Under) Expenditures (5,106,146) - (5,106,146) (113,881) (13,644) (4,978,621)

MEASURE I 2010-2040 FUND Revenues Sales Tax-MSI 141,341,488 - 141,341,488 16,151,352 - 125,190,136 88.57% Intergovernmental 1,119,512 - 1,119,512 - - 1,119,512 100.00% Investment Earnings 2,445,750 - 2,445,750 (3,852,969) - 6,298,719 257.54% Total Revenues 144,906,750 - 144,906,750 12,298,383 - 132,608,367 91.51% Expenditures General Government 1,279,230 - 1,279,230 154,284 6,835 1,118,111 87.41% Environment and Energy Conservation 214,283 - 214,283 44,745 - 169,538 79.12% Commuter and Motorist Assistance 712,109 - 712,109 (10,965) 4,525 718,549 100.90% Regional & Subregional Planning 1,245,121 - 1,245,121 59,174 13,200 1,172,747 94.19% Transit 60,408,437 - 60,408,437 165,380 56,772 60,186,285 99.63% Project Delivery 100,124,988 - 100,124,988 3,432,601 711,532 95,980,855 95.86% Fund Administration 117,639,725 - 117,639,725 5,217,714 4,758,500 107,663,511 91.52% Total Expenditures 281,623,893 - 281,623,893 9,062,933 5,551,364 267,009,596 94.81% Other Financing Sources Transfers in 20,715 - 20,715 - - 20,715 100.00% Transfers out (25,969,814) - (25,969,814) (3,798,444) - (22,171,370) 85.37% Total Other Financing Sources (25,949,099) - (25,949,099) (3,798,444) - (22,150,655) 85.36% Revenues Over (Under) Expenditures (162,666,242) - (162,666,242) (562,994) (5,551,364) (156,551,884) Note: Sales tax - MSI is net of the 1% for Measure I Administration and accounted for in the General Fund.

DEBT SERVICE FUND Revenues Investment Earnings - - - 89 - (89) 0.00% Total Revenues - - - 89 - (89) 0.00% Expenditures Debt Service 13,043,300 - 13,043,300 4,292,100 - 8,751,200 67.09% Total Expenditures 13,043,300 - 13,043,300 4,292,100 - 8,751,200 67.09% Other Financing Sources Operating Transfers In 13,043,300 - 13,043,300 3,339,016 - 9,704,284 74.40% Operating Transfers Out ------0.00% Total Other Financing Sources 13,043,300 - 13,043,300 3,339,016 - 9,704,284 74.40% Revenues Over (Under) Expenditures - - - (952,995) - 952,995

CAPITAL PROJECTS FUND Revenues Intergovernmental 50,523,822 - 50,523,822 112,731 - 50,411,091 99.78% Investment Earnings 140,600 - 140,600 (143,605) - 284,205 202.14% Miscellaneous 12,136,525 - 12,136,525 - - 12,136,525 100.00% Total Revenues 62,800,947 - 62,800,947 (30,874) - 62,831,821 100.05% Expenditures Environment and Energy Conservation 1,120,000 - 1,120,000 - - 1,120,000 100.00% Commuter and Motorist Assistance 497,399 - 497,399 14,923 - 482,476 97.00% Regional & Subregional Planning 275,000 - 275,000 (20,000) - 295,000 107.27% Transit 19,021,144 31,910 19,053,054 179,012 - 18,874,042 99.06% Project Delivery 50,551,960 - 50,551,960 1,917,639 21,424 48,612,897 96.16%

Fund Administration 302,128 - 302,128 - - 302,128 100.00% Attachment: Budget to Actual 1st Qtr 2021 (6127 : Report - 2020/2021) Total Expenditures 71,767,631 31,910 71,799,541 2,091,574 21,424 69,686,543 97.06% Other Financing Sources Operating Transfers in 11,088,799 - 11,088,799 540,886 - 10,547,913 95.12% Operating Transfers out (22,000,000) - (22,000,000) (535,645) - (21,464,355) 97.57% Total Other Financing Sources (10,911,201) - (10,911,201) 5,241 - (10,916,442) 0.00% Revenues Over (Under) Expenditures (19,877,885) (31,910) (19,909,795) (2,117,207) (21,424) (17,771,164)

Packet Pg. 26 3.a

Fiscal Year 2020-2021 First Quarter Budget to Actual Report June 30, 2021

2020-2021 2020-2021 Actual Revenues Original Revised & Expenditures % of Budget Budget Amendments Budget to Date Encumbrances Balance Remaining NONMAJOR GOVERNMENTAL FUNDS - EXCLUDING COUNCIL OF GOVERNMENTS FUND Revenues Intergovernmental 5,392,310 - 5,392,310 - - 5,392,310 100.00% Charges for Services 12,000 12,000 - - 12,000 100.00% Investment Earnings 50,000 - 50,000 (31,938) - 81,938 163.88% Total Revenues 5,454,310 - 5,454,310 (31,938) - 5,486,248 100.59% Expenditures General Government 108,514 - 108,514 16,800 1,000 90,714 83.60% Environment and Energy Conservation 12,000 - 12,000 (16,281) 22,359 5,923 49.35% Commuter and Motorist Assistance 4,150,579 - 4,150,579 658,384 100,647 3,391,548 81.71% Regional & Subregional Planning 801,130 - 801,130 (35,700) - 836,830 104.46% Transit 3,106,542 44,180 3,150,722 (3,526) 3,154,247 1 0.00% Total Expenditures 8,178,765 44,180 8,222,945 619,676 3,278,253 4,325,016 52.60% Other Financing Sources Transfers out (322,588) - (322,588) (85,888) - (236,700) 73.38% Total Other Financing Sources (322,588) - (322,588) (85,888) - (236,700) 73.38% Revenues Over (Under) Expenditures (3,047,043) (44,180) (3,091,223) (737,502) (3,278,253) 924,531

COUNCIL OF GOVERNMENTS FUND Revenues Intergovernmental 21,325 - 21,325 - - 21,325 100.00% Special Assessments 257,539 - 257,539 - - 257,539 100.00% Investment Earnings 12,200 - 12,200 (19,193) - 31,393 257.32% Miscellaneous 229,190 - 229,190 26,143 - 203,047 88.59% Total Revenues 520,254 - 520,254 6,951 - 513,303 98.66% Expenditures General Government 802,409 - 802,409 58,755 - 743,654 92.68% Environment and Energy Conservation 347,616 - 347,616 (10,729) 72,500 285,845 82.23% Regional & Subregional Planning 20,588 - 20,588 - - 20,588 100.00% Total Expenditures 1,170,613 - 1,170,613 48,025 72,500 1,050,088 89.70% Other Financing Sources Transfers out (174,069) - (174,069) (43,517) - (130,552) 75.00% Total Other Financing Sources (174,069) - (174,069) (43,517) - (130,552) 75.00% Revenues Over (Under) Expenditures (824,428) - (824,428) (84,592) (72,500) (667,337) Attachment: Budget to Actual 1st Qtr 2021 (6127 : Report - 2020/2021)

Packet Pg. 27 4

Minute Action

AGENDA ITEM: 4 Date: December 9, 2020 Subject: Fiscal Year 2021/2022 Budget Schedule Recommendation: That the General Policy Committee recommend the Board, acting as the San Bernardino County Transportation Authority and the San Bernardino Associated Governments: Approve the Fiscal Year 2021/2022 Budget Schedule. Background: The preparation of the Fiscal Year 2021/2022 Budget requires a schedule for development, consideration and adoption of the final budget appropriations. The General Policy Committee is primarily responsible for policy input for the development and review of the budget. Other policy committees are also scheduled to consider proposed tasks under their review.

A full Board of Directors Budget Workshop will be scheduled in conjunction with the May 2021 Board of Directors meeting for consideration of the proposed budget. Final budget adoption for Fiscal Year 2021/2022 is scheduled for the June 2021 Board of Directors meeting. The attached schedule is similar to the prior year. Financial Impact: This item has no financial impact on the Fiscal Year 2020/2021 Budget. Reviewed By: This item is not scheduled for review by any other policy committee or technical advisory committee. Responsible Staff: Lisa Lazzar, Chief of Fiscal Resources

Approved General Policy Committee Date: December 9, 2020 Witnessed By:

Entity: San Bernardino Council of Governments, San Bernardino County Transportation Authority Packet Pg. 28 4.a Budget Schedule Fiscal Year 2021/2022

DATE ACTIVITY

December 9, 2020 General Policy Committee Review and Discussion of 2021/2022 Budget Schedule

January 6, 2021 Board Approval of 2021/2022 Budget Schedule

February 11, 2021 Metro Valley Study Session General Overview by Region

February 19, 2021 Mountain/Desert Committee General Overview by Region

March 10, 2021 General Policy Committee Review of Tasks

March 11, 2021 Metro Valley Study Session Review of Tasks

March 11, 2021 Transit Committee Review of Tasks

March 19, 2021 Mountain/Desert Committee Review of Tasks

April 14, 2021 General Policy Committee Further Review of Tasks, if Required

April 15, 2021 Metro Valley Study Session Further Review of Tasks, if Required

April 15, 2021 Transit Committee Further Review of Tasks, if Required

April 16, 2021 Mountain/Desert Committee Further Review of Tasks, if Required

May 5, 2021 Budget Presentation and Workshop of the Proposed Budget in Conjunction with Board of Directors’ Meeting Adoption of the Council of Governments’ Fiscal Year 2021/2022 Budget

June 2, 2021 Public hearing on SBCTA’s recommended budget for Fiscal Year 2021/2022 and Board of Directors Adoption of the SBCTA Fiscal Year 2021/2022 Budget Attachment: Budget Schedule [Revision 1] (6134 : Fiscal Year 2021/2022 Schedule)

Packet Pg. 29 5

Minute Action

AGENDA ITEM: 5 Date: December 9, 2020 Subject: Measure I Revenue Estimate for Fiscal Year 2021/2022 Allocation Planning Recommendation: That the General Policy Committee recommend the Board, acting as the San Bernardino County Transportation Authority: Approve a Measure I 2010-2040 revenue estimate of $186.0 million, for Fiscal Year 2021/2022 and the revenue distribution by subarea in Table 2, for purposes of allocation planning for Fiscal Year 2021/2022. Background: San Bernardino County Transportation Authority (SBCTA) staff is beginning the allocation planning process for Fiscal Year 2021/2022. The purpose of this process is to provide information to be used by both SBCTA and its member agencies in preparation of their capital budgets.

SBCTA staff must first develop an estimate of Measure I revenue by subarea and program for Fiscal Year 2021/2022. This agenda item requests approval of a Measure I revenue estimate for budgeting and allocation purposes for the next fiscal year. Staff is estimating a 29.3% increase in Measure I sales tax revenue, from the current year estimate of $143.9 million, for an estimate of $186.0 million for the Fiscal Year 2021/2022 Budget. The sales tax estimate is based on current economic trends provided from the sales tax consultant, which projects that the impact of the Covid-19 pandemic is not as extreme as was anticipated in the development of the Fiscal Year 2020/2021 Budget, but continues to remain uncertain. SBCTA staff continues to monitor the impact of the pandemic on sales tax revenue. If new information warrants change in the estimate, SBCTA staff will present an item to the General Policy Committee requesting approval of an updated sales tax estimate.

Distribution of Measure I revenues to subareas for Fiscal Year 2021/2022 is net of the administration fee of 1%. The net amount is allocated to subareas based on percentage of sales tax revenue generated by each area. Then, the amount of each subarea is further allocated based on the allocation described in the transportation expenditure plan as shown in Table 1.

Entity: San Bernardino County Transportation Authority Packet Pg. 30 5 General Policy Committee Agenda Item December 9, 2020 Page 2

Table 1 Valley Subarea Freeway projects 29% Freeway interchange projects 11% Major street projects 17% Local street projects 20% Metrolink/rail service 8% Senior and disabled transit service 8% Express bus/bus rapid transit service 5% Traffic management systems 2% Mountain/Desert Subareas excluding Victor Valley Local street projects 68% Major local highway projects 25% Senior and disabled transit service 5% Traffic management systems 2%

Victor Valley Subareas Local street projects 67% Major local highway projects 25% Senior and disabled transit service 6% Traffic management systems 2%

The distribution of the estimated Fiscal Year 2021/2022 Measure I revenue of $184.14 million ($186.0 million less 1% for administration), is provided in Table 2.

Table 2 Estimate of Measure I Revenue by Subarea For Fiscal Year 2021/2022

Estimated Revenues Percentage of (In Thousands) Total Subarea Subarea Cajon Pass * $ 5,272,167 2.8% Valley 149,843,408 81.4% Victor Valley 20,623,326 11.2% Colorado River 424,742 0.2% Morongo Basin 2,666,770 1.5% Mountain 2,411,367 1.3% North Desert 2,898,220 1.6% Total Subarea $ 184,140,000 100%

* Cajon Pass is funded with 3% of Valley and Victor Valley Measure I funds

The numbers in Table 2 represent estimates for apportionment/allocation planning purposes only. Each subarea will receive the actual revenue collected according to the provisions of the Measure I 2010-2040 Expenditure Plan. Current trends indicate slow growth, and may result in actual distributions that are different than displayed in Table 2. San Bernardino County Transportation Authority Packet Pg. 31 5 General Policy Committee Agenda Item December 9, 2020 Page 3

Financial Impact: This item imposes no impact on the Fiscal Year 2020/2021 Budget. It will be utilized in the Measure I revenue estimate for the Fiscal Year 2021/2022 Budget. Reviewed By: This item is not scheduled for review by any other policy committee or technical advisory committee. Responsible Staff: Lisa Lazzar, Chief of Fiscal Resources

Approved General Policy Committee Date: December 9, 2020 Witnessed By:

San Bernardino County Transportation Authority Packet Pg. 32 6

Minute Action

AGENDA ITEM: 6 Date: December 9, 2020 Subject: Business Continuity Management Program Policy No. 10180 and SBCTA Enterprise Continuity of Operations Base Plan Recommendation: That the General Policy Committee recommend the Board, acting as the San Bernardino County Transportation Authority and the San Bernardino Associated Governments: A. Approve Policy No. 10180 Business Continuity Management Program; B. Approve the San Bernardino County Transportation Authority Enterprise Continuity of Operations Base Plan (SBCTA COOP), and; C. Authorize the Executive Director or his designee to implement future non-substantive revisions to the SBCTA COOP and subordinate departmental Continuity of Operations Plans. Background: In March 2020, the general community was significantly impacted by the spread of the COVID- 19 virus. San Bernardino County Transportation Authority (SBCTA) quickly reacted to this incident by transitioning all personnel to work remotely via telecommuting. Fortunately, many systems and processes were already structured in such a way to allow for little to no disruption in the duties, responsibilities, and overall mission of the agency. After going through the realignment of work, there were several areas of responsibility that needed additional attention and the creation of work-around processes that would keep the various departments and their respective functions on target and timely in nature. In doing so, it was recognized that a more structured approach was necessary as some processes would require memorandums of understanding, pre-established arrangements, and possibly additional systems or software, such as a secure digital signature program. Furthermore, an initial After Action Review was conducted to determine the immediate successes and challenges experienced by staff to ensure cohesiveness and continued progress. An action plan was drafted to address the challenges identified in the After Action Review and the most critical task identified was the development of a Continuity of Operations Plan (COOP). Consequently, in an effort for the agency to enhance its ability to respond quickly and effectively to any disruption event, whether natural, human-made or technological in origin, the Special Projects and Strategic Initiatives Department was tasked with developing a systematic approach to working with each department at all levels to elicit specific information regarding their tasks and responsibilities. The objectives of the business continuity planning process are to:  Reduce any loss of life  Minimize damage and other losses  Ensure continuous performance of SBCTA’s essential functions  Protecting facilities, equipment, records, and other assets  Position such incident-related changes to return to normalcy in a timely manner

Entity: San Bernardino Council of Governments, San Bernardino County Transportation Authority Packet Pg. 33 6 General Policy Committee Agenda Item December 9, 2020 Page 2

As part of the business continuity planning, personnel from each department were interviewed to determine each department’s Mission Essential Functions (MEFs), which are functions that if left unmanaged for up to thirty days would be catastrophic for projects, assorted responsibilities, and perhaps the agency as a whole. A subsequent Risk Assessment has been undertaken to further narrow down the threats and opportunities that face each department and the agency as a whole. In addition, a COOP for each department was developed. Each departmental COOP provides the following pre-determined sections of information (Departmental COOP template is attached for reference):

 Mission Essential Functions  Lines of Succession  Delegations of Authority  Continuity of Facilities  Continuity Communications  Essential Records Management  Human Resources  Budget  Testing, Training, and Exercises  Devolution of Control and Direction  Reconstitution

Furthermore, the SBCTA Enterprise Continuity of Operations Base Plan (SBCTA COOP) was assembled for your review and approval. This is an overarching plan containing roll-up of continuity data found in each SBCTA’s departmental COOP.

Specific areas of the plan that are brought to the attention of the Committee members include the Concept of Operations, MEFs, and Order of Succession. The concept of operations identifies the activities to be used in a continuity situation. The MEFs list the initial priorities of service delivery for the first 24 hours to 30 days following an incident. The Order of Succession lists, by position, the decision making authority for the Board of Directors and each department.

In addition, the process of planning has enlightened departments on the interdependencies of agency operations, the coordinated efforts associated with continuity, and the need for continued training and exercising of all emergency plans. The Continuity of Operations Plan is considered a component of the overall suite of Emergency Plans which includes the Emergency Action Plan, the Illness and Injury Prevention Program, and the Computer Network Disaster Recovery Plan. Consequently, it was identified that a business continuity management program should be established to have a more holistic approach to emergency response as well as continuity of operations. The purpose of this program is to help minimize the impact of disruptive events; protect the health and safety of our staff, partners, and stakeholders; support the effective return to normal operations; and enhance capability and organizational resilience. The business continuity management program extends beyond documentation to training, exercising, and routine outreach to employees on matters of preparedness, response, and recovery.

The proposed Policy No. 10180 Business Continuity Management Program focuses on the expectations and efforts to support the structure of continuity planning through the provision of direction and authorization to conduct the process and continued organized updating of the SBCTA COOP, as well as the subordinate departmental COOPs.

Lastly, staff is also recommending granting authority to the Executive Director or his designee to continue to update the SBCTA COOP as well as the subordinate COOPs, as these plans are Packet Pg. 34 6 General Policy Committee Agenda Item December 9, 2020 Page 3 constantly changing and improving based on best practices and operational experience. The program identifies formal annual reviews of all the COOP plans as well as semi-annual updates of contact information. Financial Impact: This item has no impact on the Fiscal Year 2020/2021 Budget. Reviewed By: This item is not scheduled for review by any other policy committee or technical advisory committee. SBCTA General Council and Risk Manager have reviewed the item, the Business Continuity Management Program Policy, and the SBCTA COOP. Responsible Staff: Eric Dahlen, Risk Manager

Approved General Policy Committee Date: December 9, 2020 Witnessed By:

Packet Pg. 35 6.a

San Bernardino County Transportation Authority Policy 10180

Adopted by the Board of Directors January 6, 2021 Revised

Business Continuity Management Program Revision No. 0

Important Notice: A hardcopy of this document may not be the document currently in effect. The current version is always the version on the SBCTA Intranet.

Table of Contents | Purpose | Policy | Definitions | Overview | Objectives | References | Business Continuity Management Process | Roles and Responsibilities | Continuity Management Group | Maintenance and Continual Improvement | Distribution of the Continuity of Operations Plan | Revision History |

I. PURPOSE The purpose of this policy is to establish the San Bernardino County Transportation Authority (SBCTA) business continuity management program to help minimize the impact of disruptive events; protect the health and safety of our staff, partners, and stakeholders; support the effective return to normal operations; and enhance capability and organizational resilience.

II. POLICY SBCTA will maintain a business continuity management program that conforms to the best practices appropriate to its needs, size, and functions, with the goal of minimizing the impact of disruptive events and restoring operations as efficiently and quickly as possible.

III. DEFINITIONS Business Impact Analysis (BIA): A process designed to prioritize business functions by assessing the potential quantitative (financial) and qualitative (non-financial) impacts that might result if a department were to experience a business continuity event.

Business Continuity Management: A holistic approach for managing risk related to disruptive events to ensure that an agency can continue to deliver its Mission Essential Functions.

Continuity of Operations Plan (COOP): A document that provides guidance to SBCTA’s management/staff, strategic partners, and Board of Directors on reestablishing or continuing its mission essential functions during operational disruption.

Disruption Event: Any event, whether manmade or natural, that disrupts the ability of an organization to conduct its essential functions.

Mission Essential Functions (MEF): Business activities or information that could not be interrupted or unavailable for several business days without significantly jeopardizing the operation of the organization.

IV. OVERVIEW SBCTA has three programs/plans that work together to assist in preventing, preparing for, responding to and recovering from the impacts of events that disrupt our business: 1) Injury and Illness Prevention Program, 2) Emergency Action Plan, and 3) Computer Network Disaster Recovery Plan. As part of the business continuity management program, SBCTA is establishing a Continuity of Operations Plan (COOP) that is designed to ensure its most essential functions are performed efficiently and with minimal disruption to normal operations. The COOP may work independently or together with the other three Attachment: Policy 10180 COOP Management Program [Revision 1] (7129 : Business Continuity Policy) plans depending on the complexity and severity of the disruptive event.

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The COOP provides guidance to SBCTA’s management/staff, strategic partners, and Board of Directors on reestablishing or continuing its Mission Essential Functions during operational disruption. It documents the Mission Essential Functions, dependencies, vital records and systems, contact information, communication approaches, personnel, succession planning, delegations of authority, emergency procurement and budget process, devolution, and reconstitution. It also outlines specific preparations to be considered prior to a disaster and procedures to be taken immediately after one.

The general approach of the COOP is to be as threat-independent as possible, allowing SBCTA to conduct its MEFs and functions under all threats, conditions, and circumstances. The Business Continuity Management program will assist SBCTA to:  Ensure the welfare of all staff and visitors on site.  Maintain communications with staff and stakeholders during operational disruption.  Reduce the frequency and impact of significant operational disruptions.  Continue to deliver Mission Essential Functions during operational disruption.  Maintain public and customer confidence and preserve the agency’s credibility.

V. OBJECTIVES In order to keep the COOP focused on the agency’s priorities, each department is required to actively participate in a BIA. The intent of the BIA is to identify and assess the risks that may affect SBCTA’s business or operations. The BIA is used to determine essential functions as well as noncritical processes. Key objectives of the COOP and the BIA are to establish recovery time objectives for each essential function and identify the resources required to perform those functions, as well as the need to develop possible work-around business processes. In addition, devolution of the responsibility and reconstitution are to be considered. Finally, the BIA provides assistance in identifying contractors, vendors, service providers, and other dependencies that have responsibilities to support SBCTA during a period of disruption. This identification will support planning between SBCTA and those dependencies identified and, when needed, propose amendments to existing contracts and considerations for new ones. SBCTA depends on its ability to be flexible while continuing its operations. This considers the mission, vision, and strategy of SBCTA. The overall objectives of the Business Continuity Management program are:  To identify, assess, prioritize and maintain a register of Mission Essential Functions and their recovery time objectives.  To document, analyze and regularly review operational risks that threaten the delivery of our Mission Essential Functions, and implement controls necessary to mitigate risk.  To ensure the agreed resources required to recover the Mission Essential Functions are available and maintained.  To establish a method of communication to all staff for the purpose of issuing guidance during a major incident.  To create robust continuity of operations and disaster recovery plans for Mission Essential Functions and IT applications.  To ensure all plans are regularly exercised and maintained so they may be effectively and efficiently implemented during disruption.  To create, assess, prioritize, and maintain a register of key vendors and ensure that all key vendors have appropriate business continuity arrangements to protect the delivery of their services to SBCTA and our customers.  To regularly review business continuity requirements to ensure continual alignment with the agency’s strategy. Attachment: Policy 10180 COOP Management Program [Revision 1] (7129 : Business Continuity Policy)

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VI. REFERENCES Policy 10104, Illness and Injury Prevention Program Procedure 10104, Emergency Action Plan Policy 10111, Work Hours, Leaves, and Absences Policy 10170, Confidentiality Policy 15000, Computer Network Disaster Recovery Plan Procedure 15000, SBCTA Computer Network Disaster Recovery Plan – Test Procedure Procedure 10180, Developing a Continuity of Operations Plan Procedure Form 35, Continuity of Operations Plan After Action Test Report

VII. BUSINESS CONTINUITY FRAMEWORK The standard management method Readiness and Preparedness, Activation and Relocation, Continuity of Operations, Reconstitution and Recovery will be applied to the design and implementation of the business continuity program.

Readiness and Preparedness  Assess risks and implement business processes to mitigate potential event disruptions.  Perform BIA to identify MEFs, systems, vital records, key vendors, and staff.  Document Business Continuity Management policy, objectives, targets, controls, processes and procedures relevant to improving business continuity in order to deliver results that align with the agency strategy.  Train and exercise staff about Continuity of Operations Plan to validate the effectiveness of plans and staff readiness.

Activation and Relocation  Assess disruptive event and activate COOP, if necessary.  Determine if relocation to continuity facility, telework, devolution, and/or temporary suspension of operations is necessary.  Alert and notify staff.  Relocate staff when necessary.

Continuity of Operations  Implementation of the policy, controls, processes and procedures through: o Documented BIA and operational risk assessment; o Identification of appropriate business continuity strategies; and o Documented Continuity of Operations Plans for Mission Essential Functions key to the delivery of the agency’s strategy;  Assess COOP effectiveness and adjust the response accordingly.

Reconstitution and Recovery  Prioritization and coordination of resources (information communication technology systems, infrastructure, and human resources) to ensure operational needs are supported through the activation of the COOP and/or the Emergency Action Plan.  Reconstitute the primary operating facility and begin orderly return to the facility.  Perform after-action interviews and prepare after-action report to document lessons learned and action items for continuous improvement of the COOP.

VIII. ROLES AND RESPONSIBILITIES Board • Understand and support awareness of business continuity; • Support staff with business continuity roles, within areas of responsibility, to demonstrate leadership and commitment.

Executive Director Attachment: Policy 10180 COOP Management Program [Revision 1] (7129 : Business Continuity Policy) • Ensure department directors meet the business continuity targets;

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• Discuss activities with the Business Continuity Manager and/or the executive team, depending on the updates provided by the Business Continuity Manager, on a quarterly basis and establish an action plan on any identified issues.

Department Directors

• If the department has experienced disruption due to a recent incident, discuss operational risk and business continuity in the management team meetings to identify controls and plans to mitigate disruption; • Appoint a primary and alternate business continuity champion responsible for business continuity within the department; • Ensure staff assigned the champion role complete their actions (Business Impact Analysis, operational risk assessment, plan development, exercises); • Ensure the department has robust continuity plan(s) which are approved by senior management; • Ensure all members of the management team are aware of their responsibilities in the department’s continuity of operations plan; • Monitor results of plan reviews and exercises.

Department Business Continuity Champions

With help and guidance from the Business Continuity Manager (Risk Manager), including provision of templates and assistance with completion, over the course of the year complete and maintain department: • Business Impact Analysis; • Risk assessment; • Call tree; • Continuity of Operations Plans (and Disaster Recovery Plans where appropriate); • Plan exercise timetable with one exercise per year; • Respond to major operational incidents when required. This will involve: o Bringing department situation reports to Safety Committee meetings and implementing, communicating and coordinating the department Continuity of Operations Plan. • Attend quarterly Safety Committee meetings held by the Safety Coordinator and the Business Continuity Manager; • Generally raise awareness of business continuity in the department, including the department continuity plan and staff roles and responsibilities in the plan.

Business Continuity Manager (Risk Manager)

• Establish and maintain a business continuity management framework; • Schedule and co-chair quarterly Safety Committee meetings with champions; • Schedule and chair planned testing exercises; • Ensure the business continuity program aligns with standards and best practice; • Provide quarterly updates to the Director of Special Projects and Strategic Initiatives and the Executive Director; • Perform after action reports.

IX. CONTINUITY MANAGEMENT GROUP The COOP identifies a set of personnel that is needed to respond to the disruptive event. The Continuity Management Group’s composition will depend on each department’s needs, but the intent is to have at the minimum the following positions:

• COOP Owner/departmental recovery manager - department Director • COOP Lead – primary or alternate assigned champion.

Furthermore, in the event that an alternate facility, other than the employee’s home office, is required, an Attachment: Policy 10180 COOP Management Program [Revision 1] (7129 : Business Continuity Policy) Advance Team comprised of representatives from Management Services and individual departments will

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be responsible for identifying, securing, and setting up the facility for continuity operations before the arrival of the Continuity Management Group.

X. MAINTENANCE AND CONTINUAL IMPROVEMENT Departments will be responsible for regularly updating their continuity of operations plans (which will also go through a formal review at least once annually). All contact details held in the plans will be updated no less than once semi-annually. Contact details stored by departments for Business Continuity purposes must comply with SBCTA Confidentiality Policy.

Continual Improvement

To ensure continual improvement, the Business Continuity Manager (Risk Manager) will:  Ensure the Business Continuity Management program achieves its intended outcomes, directing and supporting individuals as necessary.  Follow-up lessons learned from incidents and exercises to ensure they are implemented.  Ensure annual reviews of the Continuity of Operations Plan are conducted and the improvements identified are implemented.

Quarterly updates on the implementation of the Business Continuity Management program and a summary of incidents will be collated by the Business Continuity Manager and provided to the Executive Director so he or she may take appropriate actions to improve resilience.

XI. DISTRIBUTION OF THE CONTINUITY OF OPERATIONS PLAN Printed copies of this policy and the COOP are furnished to the Continuity Management Group and the Advance Team for use during a COOP activation both at the SBCTA office and at home.

XII. REVISION HISTORY Revision Revisions Adopted No. 0 Adopted

Attachment: Policy 10180 COOP Management Program [Revision 1] (7129 : Business Continuity Policy)

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Continuity of Operations Plan

Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

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San Bernardino County Transportation Authority 6.b Enterprise Continuity of Operations Base Plan

PRIVACY STATEMENT

In its entirety, the Continuity of Operations Plan (COOP or the Plan) addresses not only high level overview information about how the San Bernardino County Transportation Authority (SBCTA) responds to different types of disruptions, but also the operational detail necessary to perform critical functions. Activation of this plan is authorized by the Executive Director, Deputy Executive Director, a Department Director, or a designee, while implementation is coordinated by the department leadership and COOP leads or alternates, also known as the COOP Champions as defined in Section 1.4.3. For more information about continuity planning, this COOP, or to provide comments and suggestions please contact SBCTA Risk Manager at (909) 884-8276 or [email protected].

Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

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Table of Contents

Table of Contents PRIVACY STATEMENT ...... ii Table of Contents ...... iii PROMULGATION STATEMENT...... 1 Record of Changes ...... 2 Record of Distribution ...... 3 Approach to Continuity of Operations Planning ...... 4 Section 1 INTRODUCTION ...... 5 1.1 Plan Purpose ...... 5 1.2 Applicability and Scope...... 6 1.2.1 COOP Organization ...... 7 1.3 Planning Assumptions ...... 7 1.4 Roles and Responsibilities ...... 7 1.4.1 COOP Administrator (Executive Director) Responsibilities ...... 8 1.4.2 Business Continuity Manager (Risk Manager) Responsibilities ...... 8 1.4.3 Business Continuity Champions ...... 8 1.4.4 Reconstitution Manager (Deputy Executive Director) ...... 8 1.4.5 COOP Planning Team Responsibilities ...... 8 1.4.6 Responsibilities of Department Leadership ...... 9 1.4.7 Continuity Management Group ...... 9 Section 2 CONCEPT OF OPERATIONS ...... 10 2.1 Objectives ...... 10 2.1.1 Readiness and Preparedness ...... 11 2.1.2 COOP Activation ...... 11 2.1.3 COOP Relocation ...... 13 2.1.4 Continuity of Operations ...... 16 2.1.5 Reconstitution ...... 16 2.1.6 Alert and Notification Process ...... 17 2.2 Mission Essential Functions ...... 17 2.2.1 Guidelines and Criteria for Prioritization of Mission Essential Functions ...... 17 2.3 Orders of Succession ...... 18

2.4 Delegations of Authority ...... 20 Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy) 2.5 Critical Resources ...... 22

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San Bernardino County Transportation Authority Enterprise Continuity of Operations Base Plan

2.6 Essential on Premise Records ...... 22 2.7 Continuity Facility ...... 23 2.8 Communications ...... 23 2.9 Devolution of Command and Control ...... 24 Section 3 RISKS, VULNERABILITIES, AND MITIGATION STRATEGIES ...... 25 Section 4 MULTIYEAR STRATEGY AND PROGRAM MANAGEMENT ...... 27 Section 5 TEST, TRAINING, AND EXERCISE ...... 29 5.1 Training ...... 29 5.1.1 New Personnel ...... 29 5.2 Testing Program ...... 29 5.2.1 Testing Schedule ...... 30 5.3 Exercises ...... 30 5.3.1 After Action Report ...... 30 GLOSSARY ...... 31 Definitions ...... 31 Appendix A: Department Official Responsible for Activating the COOP Plan by Department ...... 35 Appendix B: Reconstitution Manager by Department ...... 36 Appendix C: Mission Essential Functions by Department ...... 37 Appendix D: Mission Essential Functions by Department and by RTO ...... 40 Appendix E: Mission Essential Functions by RTO ...... 43 Appendix F: Devolution by Department ...... 47 Appendix G: Continuity of Operations Planning Leads...... 55 Appendix H: Equipment and Supplies by RTO...... 56 Appendix I: Mission Essential Records and Databases by RTO ...... 58 Appendix J: Dependencies by Department ...... 67 Appendix K: Continuity of Operations Plan Activation Job Aid ...... 98

Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

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PROMULGATION STATEMENT

Continuity of Operations ensures the continuation of essential functions during and after a disaster or other disruption of normal working conditions. Continuity programs and operations are fundamental practices that allow critical services to remain operational under all conditions. Continuity planning establishes the framework to ensure that each SBCTA department has the ability to carry out its critical mission, regardless of the circumstances that may result from any natural, technological, or intentional disaster. This Plan has been developed in accordance with guidance in the Federal Emergency Management Agency’s Continuity Guidance Circular (CGC 2) for Non-Federal Entities, dated October 2013. SBCTA’s governing body has approved this Plan and authorizes the Executive Director to make non-substantive changes to this Plan and the subordinate annexes. This Plan contains required information and guidance for the agency to sustain its essential services and to minimize potential impacts during and following an Emergency. This Plan shall become effective upon approval by the following:

Approved: Date: Dr. Raymond W. Wolfe, Executive Director

Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

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Record of Changes From the date of promulgation of this Plan, the Risk Management Division will track and record changes made to the document.

Date of Individual Making Change Number Section/Page Description of Change Change Change

Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

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Record of Distribution The Record of Distribution will be used to verify that department leadership have acknowledged acceptance of this Plan. An electronic version of this Plan can be accessed by SBCTA employees with COOP responsibilities on the Special Projects and Strategic Initiatives Continuity of Operations SharePoint Site.

Format Individual Number of Date of (Electronic or Hard Authorized by Distributed to Copies Distribution Copy)

Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

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Approach to Continuity of Operations Planning The SBCTA Enterprise Continuity of Operations Base Plan (COOP or the Plan) encompasses the operations and services performed by the Agency. It is tailored to the operations of individual departments and the Mission Essential Functions they perform. This COOP consists of an overarching plan and annexes for each department. Each department participated in a Business Impact Analysis through interviews performed by the Risk Manager and the Director of Special Projects and Strategic Initiatives. Department staff identified Mission Essential Functions and other critical information about the departments’ day-to-day functions. The Business Impact Analysis documented the following information:  Key Personnel required to maintain the function  Critical resources required to support the function  Dependencies and interdependencies In addition, processes for all continuity capabilities, e.g., succession of leadership, Delegation Of Authority, notification of staff, continuity facilities and communications, Essential Records management, human resources, Test, training and Exercises, Devolution of control and direction, and Reconstitution and Recovery were also identified during the Business Impact Analysis (BIA) interviews or through follow up emails and meetings. This COOP and departmental annexes were developed by the Risk Manager and the Director of Special Projects and Strategic Initiatives and reviewed by the Deputy Executive Director and the Executive Director. Furthermore, each Director reviewed and approved his/her individual annex. Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

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Section 1 INTRODUCTION

The goal of the all-hazards approach to Continuity of Operations Planning is to maintain the Agency’s ability to operate and provide vital services regardless of the disruption. This approach includes preparing for natural Emergencies such as earthquakes and flooding as well as technological Emergencies and intentional Incidents, such as acts of terrorism.

1.1 Plan Purpose SBCTA departments have the responsibility to plan for and respond to disruptive Events. During a Continuity of Operations Plan Activation, departments may be required to operate from a continuity location and may overextend their resources. The purpose of this COOP, and the subordinate plans developed for each department, is to provide the framework for SBCTA departments to restore Mission Essential Functions if an Event disrupts operations. In doing so, the COOP establishes the Agency’s COOP program for addressing three types of disruptions:  Inaccessibility to a facility (for example, due to building damage)  Inability to provide full services due to a reduced workforce (for example, due to pandemic influenza)  Inability to provide services due to equipment or systems failure (for example, due to IT systems failure) The Agency’s COOP program also provides policy, procedure and guidance to continue Mission Essential Functions within the Recovery Time Objectives established by the individual departments and to maintain Mission Essential Functions for up to 30 days. The Agency is committed to the safety and protection of its employees, operations, and facilities. This COOP provides the Agency’s personnel a framework that is designed to minimize impact during a disruptive Event. The COOP is divided into an administrative section and operational annexes for each SBCTA department. The administrative section provides the purpose, requirements, and definitions for COOP operations. The department annexes are to be used as a reference and provide the - necessary operational information to conduct COOP operations. Furthermore, this COOP is a roll-up of continuity data found in SBCTA’s departmental COOP plans. It is designed to assist the Agency by:  Identifying gaps in overall continuity strategies.  Determining if Mission Essential Functions can be achieved within specified Recovery Time Objectives (RTO),  Identifying, supplies, equipment, and mission Essential Records and Databases that will be needed by RTOs, and Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)  Identifying potential single points of failure by examining RTOs and their associated dependencies.

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This COOP consists of the following components: This COOP provides the objectives, concept of operations and activities that govern SBCTA’s Continuity of Operations. Appendices provide other relevant supporting information. Appendices are individual supplements that focus on roll-up information obtained from departmental plans.  Department Official Responsible for Activating the COOP Plan by Department (Appendix A)  Reconstitution Manager by Department (Appendix B)  Mission Essential Functions by Department (Appendix C)  Mission Essential Functions by Department and by Recovery Time Objective (Appendix D)  Mission Essential Functions by Recovery Time Objective (Appendix E)  Devolution by Department (Appendix F)  Continuity of Operations Planning Leads (Appendix G)  Equipment and Supplies by RTO (Appendix H)  Mission Essential Records and Databases by RTO (Appendix I)  Dependencies by Department (Appendix J)  Continuity of Operations Plan Activation Job Aid (Appendix K)

1.2 Applicability and Scope In the event of a disruption, the Executive Director will notify the Deputy Executive Director to work with department Directors to analyze the situation and determine if the COOP or a departmental COOP annex will be activated. The decision to activate the COOP is made in consultation with the President of the Board of Directors except in those circumstances where time will not permit consultation to take place. If it is determined that the Agency’s essential services are threatened, then activating the COOP should be considered and resources aligned in accordance with the Plan. It may be decided that a portion of the Agency needs to enter COOP operations with greater urgency, while other functional areas will remain under normal operations and be phased into COOP operations if and when it becomes necessary. COOP planning ensures the preservation and Reconstitution of the Agency’s Mission Essential Functions. An Emergency (such as an explosion, fire, or hazardous materials Incident) may require the evacuation of the Agency’s personnel with little or no notice. Building evacuation, if required, is accomplished via implementation of the Emergency Action Plan. This COOP is not an evacuation plan or an emergency management plan. The purpose of this Plan is to facilitate the Restoration of daily functions.

The COOP provides the foundation for continuity of critical services and functions and is Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy) augmented by departmental annexes developed by key department personnel.

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1.2.1 COOP Organization The COOP provides the framework to ensure the execution of the Mission Essential Functions for SBCTA in the event that an Incident threatens or incapacitates operations, or requires relocation of personnel and functions. The COOP annexes provide a guide for each department to maintain Mission Essential Functions if an Emergency denies access to or destroys the Agency’s primary location, or significantly reduces the capacity to provide services because of workforce reduction or failure of equipment or critical systems. The annexes supplement this document.

1.3 Planning Assumptions Planning assumptions are documented to describe current operating conditions and to establish the parameters under which the plan may be activated. Assumptions  SBCTA will continue to be exposed to the hazards and Risks identified in this COOP as well as other, yet unidentified hazards or Risks.  Some or all information or communications systems may be degraded or unavailable.  Operational capability for essential functions should be achieved within 24 hours of Activation and may need to be sustained for up to 30 days in the environment requiring COOP Activation.  Leadership personnel will continue to recognize their responsibilities to public and employee safety and exercise their authority to implement the COOP in a timely manner when confronted with real or potential Disasters.  SBCTA is committed to supporting service resumption and Recovery efforts at continuity facilities, if required.  In the event of a Disaster, departments and divisions may rely on each other for assistance.  In the event of a Disaster, resources and personnel may be extremely limited. Resumption of essential services may need to be prioritized and time-phased.  Activation of the COOP may be required at any time. Furthermore, the COOP may be activated as a result of an Emergency Response and implementation of the Emergency Action Plan. Activation of the COOP will occur at the level necessary to resolve the situation.

1.4 Roles and Responsibilities During a COOP Activation, key positions have been identified to fulfill important roles and responsibilities.  Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

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1.4.1 COOP Administrator (Executive Director) Responsibilities  Approve overall policy directions, guidance, and objectives for COOP planning and Activation.

1.4.2 Business Continuity Manager (Risk Manager) Responsibilities  Coordinate the COOP planning process.  Initiate COOP maintenance meetings.  Coordinate Test, training, and Exercises of the COOP.  Serve as the COOP program point-of-contact.  Serve on the COOP Planning Team.

1.4.3 Business Continuity Champions

The Business Continuity Champions are individuals appointed by each department as their COOP Lead and Alternate who participate in all COOP activities, including the development of the BIA, Risk Assessment, quarterly meetings, training, and Exercises. These individuals are part of the COOP Planning Team and are responsible for promoting business continuity in their individual departments and responding to COOP Activations. .

1.4.4 Reconstitution Manager (Deputy Executive Director) A Reconstitution Manager may be assigned as needed and has the following responsibilities:  Report to the COOP Administrator.  Form a Reconstitution team, if necessary.  Coordinate with regional partners to find suitable space if the primary location is unusable.  Initiates and coordinates the operations to salvage, restore, and recover the primary operating facility.   Assign appropriate staff, local building inspectors, and SBCTA insurance providers to ensure the Santa Fe Depot is structurally safe.  1.4.5 COOP Planning Team Responsibilities

The COOP Planning Team is composed of the Reconstitution Manager, the Director of Special Projects and Strategic Initiatives, the Business Continuity Manager, and the Department Business Continuity Champions.

 Provide overall recommendations and objectives for COOP planning.  Coordinate with leadership personnel on policy, development, approval, and maintenance of the COOP and integration of other Emergency plans.  Provide departmental information on essential functions, systems, personnel, and records Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy) for COOP planning and COOP update.

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 Conduct reviews of COOP documents (BIA, Risk Assessment, call tree), materials, and the Plan.  Keep the organization informed of any changes to the COOP.  Establish, coordinate, and participate in the COOP Test, training and Exercise program.  Identify issues that may affect the frequency of changes required to the COOP.  Establish a review cycle.  Develop an improvement plan for addressing Risk mitigation recommendations to mitigate continuity-specific Risks.

1.4.6 Responsibilities of Department Leadership  Identify those functions that can be deferred or temporarily stopped during a COOP Activation.  Consult with and advise appropriate officials during implementation of the COOP.  Provide direction, guidance, and objectives during an Incident for the implementation of the COOP.  Aid continuity efforts at the continuity facility.  Participate in training, Testing, and Exercises of the COOP.  Initiate appropriate notifications during COOP implementation.  Provide input on the execution of essential functions.  Initiate Recovery of the organization as part of Reconstitution.  Designate personnel to assist security officials in securing office equipment and files at primary facilities when implementing the COOP.  Coordinate with leadership personnel for movement of Key Personnel to continuity facilities when the COOP is activated.  1.4.7 Continuity Management Group The Continuity Management Group is a team of individuals who have been trained to deploy to a Continuity Facility to perform Mission Essential Functions. The Continuity Management Group’s composition will depend on each department’s needs, but at the minimum it will be comprised of the Department Director and the COOP Champions.  Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

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Section 2 CONCEPT OF OPERATIONS

A Continuity of Operations Plan must be maintained at a high level of preparedness and must be ready to be implemented without significant warning. This COOP is designed to be fully implemented no later than 24 hours after Activation and provides guidance to sustain operations for up to 30 days. The broad objective of SBCTA’s COOP is to provide for the safety and well-being of SBCTA personnel and the visiting public. In addition, this COOP will facilitate the execution of Mission Essential Functions during any crisis or Emergency in which the Santa Fe Depot is threatened or inaccessible. Specific annex objectives include the following:  Enable staff to perform Mission Essential Functions to prepare for and respond to all Threats or Emergencies, including natural, technological, and human-caused Disasters.  Identify critical employees and supporting staff who will relocate.  Ensure the Continuity Facility can support the operations.  Protect and maintain Essential Records and Databases.

2.1 Objectives Emergencies often occur with little or no warning, requiring immediate Activation of the COOP and commitment of resources. SBCTA’s Enterprise COOP Base Plan provides an amalgamation of the data found in the departmental COOP plans. The goal of this Plan is to ensure that SBCTA can continue Mission Essential Functions throughout any potential disruptive Event. The SBCTA Continuity objectives are listed below: 1) Facilitate the continuous performance of SBCTA’s Mission Essential Functions under all conditions. 2) Reduce the loss of life and minimize property damage and loss at SBCTA related facilities and operations. 3) Execute a successful Order of Succession with accompanying authorities in the event a disruption renders SBCTA leadership unable, unavailable, or incapable of assuming and performing their authorities and responsibilities of the office. 4) Reduce or mitigate disruptions to SBCTA operations from major Emergencies. 5) Maintain the function and viability of critical Information Technology infrastructure. 6) Protect essential facilities, equipment, records, and other assets belonging to SBCTA, in the event of a disruption. 7) Achieve SBCTA’s timely and orderly Recovery and Reconstitution from an Emergency. 8) Ensure and validate Continuity readiness through a dynamic and integrated Continuity Test, Training, and Exercise program and operational capability. The COOP planning concept of operations is expressed in four operational periods:

 Readiness and preparedness Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)  Activation and relocation  Continuity of Operations  Reconstitution and Recovery Page | 10 December 2020

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2.1.1 Readiness and Preparedness Readiness is the ability of an organization to respond effectively to any Event that threatens its ability to continue Mission Essential Functions. It is the responsibility of an organization’s leadership to ensure that an organization can perform its Mission Essential Functions before, during, and after all-hazards Emergencies or Disasters. Readiness and preparedness activities develop the Response capabilities needed during an Emergency. Planning, training, and exercising are among the activities conducted under this phase. Feedback from these activities should be focused on improving and maintaining the COOP. SBCTA intends to continuously establish a continuity readiness posture through the development of this continuity plan, establishing a Continuity Management Group, assigning COOP Leads and Alternates, forming a Continuity Planning Team, conducting COOP planning and training, and other continuity readiness and preparedness activities. These activities include the review and revision of COOP related plans, conducting Tests, training, and Exercises, and Risk Management.

2.1.2 COOP Activation Activation occurs after a disruption to business operations triggers the need to activate the COOP. An executive decision must be made after a quick and accurate assessment of the situation to determine the best course of action for the Agency. The decision process also prevents the premature or inappropriate Activation of the COOP. The decision to activate the COOP and corresponding actions to be taken are tailored for the situation, based upon projected or actual impact and severity that may occur with or without warning. Decision-makers may use the below decision matrix to assist in the decision to activate the Continuity Plan.

Decision Matrix for Continuity Planning Implementation During Duty Hours During Non-Duty Hours  Is the Threat aimed at the facility or surrounding  Is the Threat aimed at the facility or surrounding area? area? Event with  Is the Threat aimed at department personnel?  Is the Threat aimed at department personnel? Warning  Are the employees unsafe remaining at the  Who should be notified of the Threat? facility and/or area?  Is it safe for employees to return to work the  What are the directions and guidelines from next day? higher authorities, state and federal?  What are the directions and guidelines from  What is the expected duration of the Emergency higher authorities, state and federal? situation?

Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

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Decision Matrix for Continuity Planning Implementation During Duty Hours During Non-Duty Hours  Is the facility affected?  Is the facility affected?  Are personnel affected?  Are the information technology and Event  Have personnel safely evacuated or are they communications systems affected? without sheltering-in-place?  What are the instructions from first responders? Warning  Are the information technology and  How soon must the department be operational? communications systems affected?  Did the Incident only affect us or is it  What are the instructions from first responders? geographical?  How soon must the department be operational?  How long will it take for the Incident to no longer disrupt operations?

Each department has identified a procedure to notify personnel during on-duty Emergencies, off- duty Emergencies and for ongoing communications in their COOP annex.

Immediate Actions before or right after COOP Activation During Duty Hours During Non-Duty Hours  Essential staff is alerted via on-duty notification  Essential staff is alerted via off-duty notification procedure prior to COOP Activation. procedure prior to COOP Activation.  Partial Activation of the COOP with notification  Recall of Key Personnel to report to work for and deployment of Key Personnel. partial/full Activation of COOP.  Dissemination of messages to staff and the  SBCTA staff are provided a briefing on the public. situation.  IT issues guidance to staff for protection of data  IT issues guidance to staff for protection of data and equipment. and equipment. Event with  Essential staff will assemble Essential Records,  If safe, essential staff will report to primary work Warning software, hardware, and other documents and location to assemble Essential Records, equipment to perform essential functions to software, hardware, and other documents and prepare for potential COOP Activation. equipment to perform essential functions to Coordinate with management services. prepare for potential COOP Activation.  Essential staff and IT vendor will back up  Essential staff and IT vendor will back up essential automated databases, and prepare essential automated databases, and prepare designated essential equipment for possible designated essential equipment for possible COOP Activation. COOP Activation.

Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

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Immediate Actions before or right after COOP Activation During Duty Hours During Non-Duty Hours  Depending on systems status, essential staff is  Depending on systems status, essential staff are notified for possible COOP Activation. notified to report to work for partial/full Activation  Depending on the status of primary facilities, staff of COOP. may evacuate and relocate to a Continuity  Depending on the status of the primary facilities, Facility which is primarily their home office. essential staff may start working from home  Depending on the status of primary facilities, office. essential staff may be sent home if COOP  Depending on the status of primary facilities, Activation is not necessary. non-essential staff may be sent home. Event  IT will take whatever measures possible to Depending on system status, non-essential staff without protect data and equipment. may be required to work from home. Warning  If possible, essential staff will take Essential  IT will report to Directors to take whatever Records, software, hardware, and other measures possible to protect data and documents and equipment in order to perform equipment. essential functions if COOP is activated.  If possible, essential staff will report to primary  If time permits essential staff and IT vendor will facility to retrieve Essential Records, software, back up essential automated databases, and hardware, and other documents and equipment prepare designated essential equipment for in order to perform essential functions if COOP is possible COOP Activation. activated.  Essential staff and IT vendor will back up databases, and prepare designated essential equipment for possible COOP Activation.

2.1.3 COOP Relocation The COOP is activated when the Agency’s normal operations are interrupted for an extended period of time or an Incident requiring relocation appears imminent. Each department’s management or designated successors must assess the nature of the Incident and decide which Response actions will be needed and coordinate those actions with the Deputy Executive Director. Typically, these actions include:  Relocation to the Continuity Facility Relocation to an Alternate Facility occurs when a primary facility is damaged and rendered inoperable or unsafe and staff must evacuate. SBCTA identified the employee’s home office to be the alternative facility except for two Mission Essential Functions. An alternative facility for those functions is being identified and will be included in future updates of the COOP.  Telework Depending on the disruption, Continuity Management Group members and non- continuity personnel may be advised to work remotely and not report to the primary facility or a Continuity Facility.

Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

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 Devolution Devolution planning supports overall COOP preparation. It addresses catastrophic Disasters and Incidents that render management and staff unavailable or incapable of executing Mission Essential Functions from either the Agency’s primary or alternate location.  Temporary suspension of operations Depending on the nature of the disruptive Incident and severity, some operations may be suspended temporarily.

Depending on the nature of the disruptive Incident, it may be prudent to use a mixture of the previous four options to achieve efficiency of Mission Essential Functions. Continuity procedures during work hours, with or without warning, will be implemented as follows:  Continuity Management Group members will depart to the Continuity Facility (primarily the employee’s home office) from the operating facility.  At the time of notification, any available information regarding safety precautions and routes to use when leaving the primary operating facility will be provided.  Non-continuity personnel present at the Santa Fe Depot or another location will receive instructions from their management staff. In most cases, non-continuity personnel will be directed to proceed to their homes and work from there or wait for further guidance.  Non-continuity personnel may be required to replace or augment Continuity Management Group members during Activation. Since each employee’s home office is the Continuity Facility, employees must report immediately upon arriving to their homes for check-in. Figure 2-1 is a relocation decision matrix which depicts the decision process used to determine if relocation to an Alternate Facility is necessary.

Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

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Figure 2-1 Relocation Decision Matrix

Yes Personnel Adversely Incident/ Affected Yes Normal Operations Threat Identified Yes All

Partial No Can essential Consider Partial COOP functions Activation continue?

No

Situation Monitor Is the No Santa Fe Consider COOP Activation /Resume Normal Depot but continue to use facility Operations affected?

Yes

IT/ Communication Systems Affected Yes

No Consider COOP Activation and Relocation

Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management

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2.1.4 Continuity of Operations Departments will continue to operate at the primary operating facility until ordered to cease operations by the Executive Director, Deputy Executive Director, and/or Department Director. At that time, Mission Essential Functions will transfer to the Continuity Facility. Federal guidance recommends departments be operational 12 hours after a disruptive Incident and maintain operations for 30 days if the Event lasts that long. However, given the resource limitations, these timeframes may not be feasible. SBCTA will strive to meet COOP best practices. Phase 3 is established once the staff arrives at the alternate location or adopts their identified continuity tasks. The operations phase focuses on continuing Mission Essential Functions:  Accounting for all personnel  Performing essential functions  Establishing communications  Assessing COOP effectiveness and adjusting the Response accordingly  Preparing for Reconstitution of all functions Once the Incident has ended, business functions can be resumed.

2.1.5 Reconstitution Reconstitution is the transition back to normal operations in the primary operating facility. The Reconstitution Manager and his team will deal with the complexity of Reconstitution issues. Reconstitution focuses on restoring business operations to normal or improved services. This phase is initiated once all Mission Essential Functions have been restored. Activities associated with Reconstitution include:  Coordinating operations to salvage, restore, and recover the Agency’s primary operating facility.  Supervising an orderly return to the normal operating facility, a move to another temporary facility, or a move to a new permanent operating facility.  Verifying that all systems, communications, and other required capabilities are available and operational, and ensuring the capability to accomplish all essential functions and operations at the new or restored facility.  Identifying if any records were affected by the Incident and ensuring the effective transition or Recovery of Essential Records and Databases. Reconstitution will commence when each department’s management staff ascertains that the disruptive Incident has ended and is unlikely to reoccur. Depending on the type of disruptive Incident, reentry to the primary facility will require approval to ensure the building is safe. The Reconstitution Manager will be responsible for coordinating the inspection of the primary facility and will inform staff when reentry is safe.

The Management Services department will lead Reconstitution efforts for loss of building, loss Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy) of personnel and loss of network infrastructure.

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2.1.6 Alert and Notification Process Alert Procedures Depending on the situation, COOP staff may be put on alert. Procedures for alerting and notifying staff are in each departmental annex. The Orders of Succession identify which individuals will be alerted. Notification Procedures During an Incident that triggers COOP Activation, each department annex contains the procedures to notify personnel for on-duty Emergencies, off-duty Emergencies, and ongoing communications.

2.2 Mission Essential Functions The identification and prioritization of Mission Essential Functions is the first and most important step for a continuity plan. Each COOP annex is centered on the department’s Mission Essential Functions. It serves as an operational guide to facilitate the relocation of department staff to a Continuity Facility and the Backup of critical systems and vital records so that Mission Essential Functions may continue. The level and manner of support needed to continue Mission Essential Functions depends on the nature of an Incident. Each annex includes a list of the department’s Mission Essential Functions. For each mission essential function identified, the list also identifies personnel required to execute the function, the level of priority assigned to the function, and the resources required to support the function. Appendix B includes a matrix of SBCTA’s essential functions. This Plan assumes that a disruptive Incident will prevent or delay the delivery of services normally provided by a given department. The intent of this document is to identify Mission Essential Functions for each department, based on the criteria below, and develop strategies to support the continued or restored delivery of these services as quickly and efficiently as possible. Mission Essential Functions are critical areas of business that must continue even during a disruptive Incident to:  Ensure the health and safety of SBCTA staff, partners, and stakeholders  Protect life and property  Provide critical services  Preserve credibility  Maintain/secure funding sources  Minimize legal exposure

2.2.1 Guidelines and Criteria for Prioritization of Mission Essential Functions Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy) In addition to identifying which functions are necessary to support the Agency’s operations, the Recovery Time Objective (RTO) should be determined for each mission essential function. The RTO is the maximum amount of time the function can be interrupted before it must be Page | 17 December 2020

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restored to an acceptable level of operation after an Incident. To ensure that Mission Essential Functions are restored in the order of their time criticality, functions should be categorized using a tier classification system. The following system has been established to prioritize the Agency’s Mission Essential Functions according to time criticality (see Appendix E).

Table 1: Recovery Time Objective Matrix

Tier Ratings Priority IMMEDIATE: These functions have a direct and immediate effect on the organization to ensure 1 the safety of individuals and protect property. These functions must be established within the first up to 24 hours 12 hours up to 24 hours. CRITICAL: These functions can be delayed until Tier 1 functions are restored but must 2 24-72 hours be operational within 72 hours. NECESSARY: These functions can be delayed until Tier 1 and Tier 2 functions are restored but 3 72 hours-1 week must be operational within 1 week. IMPORTANT: These functions can be delayed until Tier 1, Tier 2, and Tier 3 functions are 4 1 week-30 days restored but must be established within 30 days. If a function is necessary to keep another function operating, then it should have a shorter priority RTO. Such functions include IT systems, building maintenance, and human resources.

2.3 Orders of Succession Orders of Succession are activated when leadership is unable or unavailable to execute their duties during an Emergency. Departments must establish, disseminate, and maintain their Orders of Succession by COOP critical positions. Orders of Succession are addressed through internal policy. Key Personnel for SBCTA leadership and their successors have been identified in Table 2.

Table 2: Leadership Orders of Succession

Principal Position Successor Position Successor #1 Board Vice-President Board President Successor #2 Past President Principal Position Successor Position Successor #1 Deputy Executive Director Executive Director Successor #2 Director of Fund Administration Principal Position Successor Position General Counsel Successor #1 Assistant General Counsel

GeneralPrincipal Counsel Position Successor Position Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy) Successor #1 Deputy Clerk of the Board Clerk of the Board Successor #2 Assistant to the Clerk of the Board

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Principal Position Successor Position Successor #1 Chief of Fiscal Resources Successor #2 Accounting Supervisor Chief Financial Officer Successor #3 Director of Special Projects and Strategic Initiatives Principal Position Successor Position Successor #1 Director of Planning

Deputy Executive Director Successor #2 Chief of Management Services Successor #3 Chief of Air Quality and Mobility Programs Principal Position Successor Position Successor #1 Chief of Fund Administration Director of Fund Administration Successor #2 Director of Planning Principal Position Successor Position Successor #1 Chief of Legislative and Public Affairs Director of Legislative and Public Affairs Successor #2 As assigned Principal Position Successor Position Successor #1 Chief of Planning Director of Planning Successor #2 Senior Planner Principal Position Successor Position Successor #1 Project Delivery Manager Director of Project Delivery and Toll Operations Successor #2 Construction Manager Principal Position Successor Position Successor #1 Risk Manager Director of Special Projects and Strategic Successor #2 Chief Financial Officer Initiatives Successor #3 Chief of Management Services Principal Position Successor Position Successor #1 Chief of Transit and Rail Programs Successor #2 Transit Manager Director of Transit and Rail Programs Successor #3 Director of Project Delivery and Toll Operations Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

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2.4 Delegations of Authority Delegations of Authority are either administrative and/or Emergency based. Certain incumbents in positions specified in the Orders of Succession are delegated authority to perform all duties and responsibilities of the department head or leadership when this is required. Delegations of Authority for each department are listed in the COOP annexes. Delegation of Authority should be exercised only when immediate action is required and a superior is unable to exercise the authority. An individual acting as successor should be relieved of his or her authority once a superior on the list becomes available, is able, and assumes the role of the successor. An individual exercising the authority of a superior should record important actions taken and the period during which the authority is exercised. Planning for Delegations of Authority involves the following:  Identifying which authorities can and should be delegated  Describing the circumstances under which the delegation would be exercised, including when it would become effective and when it would be terminated  Identifying limitations of the delegation  Documenting to whom authority should be delegated  Ensuring designees are trained to perform their Emergency duties Each departmental annex has identified the authority to be delegated, position holding authority, and limitations to their authority. Delegations of Authority for key leadership for SBCTA are identified in Table 3.

Table 3: Delegations of Authority

Delegation of Authority Successor to Principal Position 4 Description of Limitations (Full or Limited) Principal Position 1: Board President 1. Board Vice-President Full 2. Past President Full Successor to Principal Position 2 Delegation of Authority Description of Limitations (Full or Limited) Principal Position 2:Executive Director 1. Deputy Executive Director Full 2. Director of Fund Administration Full Delegation of Authority Successor to Principal Position 3 Description of Limitations (Full or Limited) Principal Position 3: General Counsel Assistant General Counsel Full Delegation of Authority Successor to Principal Position 4 Description of Limitations (Full or Limited) Principal Position 4: Clerk of the Board 1. Deputy Clerk of the Board Full 2. Assistant to the Clerk of the Board Full Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

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Delegation of Authority Successor to Principal Position 5 Description of Limitations (Full or Limited) Principal Position 5: Chief Financial Officer/ 1. Chief of Fiscal Resources Full 2. Accounting Supervisor Full 3. Director of Special Projects and Full Strategic Initiatives Delegation of Authority Successor to Principal Position 6 Description of Limitations (Full or Limited) Principal Position 6: Deputy Executive Director 1. Director of Planning Limited COG functions only 2. Chief of Management Services Limited Management Services functions only 3. Chief of Air Quality and Mobility Limited Air Quality and Mobility functions Programs only Delegation of Authority Successor to Principal Position 7 Description of Limitations (Full or Limited) Principal Position 7: Director of Fund Administration 1. Chief of Fund Administration Full 2. Director of Planning Full Delegation of Authority Successor to Principal Position 8 Description of Limitations (Full or Limited) Principal Position 8: Director of Legislative and Public Affairs Chief of Legislative and Public Affairs Full Delegation of Authority Successor to Principal Position 9 Description of Limitations (Full or Limited) Principal Position 9: Director of Planning 1. Chief of Planning Full 2. Senior Planner Full Delegation of Authority Successor to Principal Position 10 Description of Limitations (Full or Limited) Principal Position 10: Director of Project Delivery and Toll Operations 1. Project Delivery Manager Limited For pre-construction phase 2. Construction Manager Limited Construction functions only 3. Corridor Manager Limited Construction functions for Express lanes functions only 4. Project Controls Manager Limited For pre-construction phase and project controls functions Delegation of Authority Successor to Principal Position 11 Description of Limitations (Full or Limited) Principal Position 11: Director of Special Projects and Strategic Initiatives Must follow Policy 10006 for 1. Risk Manager Limited settlement authority. Must follow Policy 10006 for 2. Chief Financial Officer Limited Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy) settlement authority. Enterprise Resource Planning 3. Chief of Management Services Limited function only

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Delegation of Authority Successor to Principal Position 12 Description of Limitations (Full or Limited) Principal Position 12: Director of Transit and Rail Programs 1. Chief of Transit and Rail Programs Full 2. Transit Manager Limited Non-engineering decisions only 3. Director of Project Delivery and Toll Limited For Capital projects only Operations

2.5 Critical Resources Critical resources are the staff, equipment, and systems required to support Mission Essential Functions. During the planning process, the designated COOP Lead coordinated the evaluation of Mission Essential Functions and listed the corresponding equipment and systems. COOP Planning Team members must ensure that unique Critical Equipment and critical information system requirements are considered in planning and, if appropriate, identified as capabilities to be provided by support functions at the continuity facilities. Departments and divisions shall maintain all necessary and up-to-date files, computer software, and databases required to carry out Mission Essential Functions. Each annex lists the critical systems and Critical Equipment necessary to reestablish the department’s Mission Essential Functions.

2.6 Essential On Premise Records Essential Records are records that, if damaged or destroyed, would disrupt operations and information flow and require replacement or re-creation at considerable expense or inconvenience. In Continuity of Operations Planning, vital records are those records that are necessary to carry out Mission Essential Functions. Content, not media, determines their criticality. Essential Records are frequently in one of the following two formats: paper or electronic files. SBCTA has identified systems to protect and recover Essential Records during Emergencies and normal operations. Through the planning process, the departments and divisions documented and detailed their vital records. The following maintenance strategy has been identified by the COOP Planning Team for departments and divisions to protect Essential Records:  The data center has a Backup solution consisting of one onsite storage Backup appliance with secondary Backup to the Unitrends Cloud.   Server and application Backups are performed in accordance with IS-Instruction No. 1007 SBCTA computer network Backup procedure https://portal.sanbag.ca.gov/mgmt/Intranet/ppmgmntsvcs/Information%20Services%20Library/IS- Instruction%201007.docx.  IT has established a Disaster Recovery site in the Cloud that is continuously synched from the SBCTA office for critical systems as specified in Procedure 15000 Computer Network Disaster Planning Recovery Plan – Test Procedure http://portal.sanbag.ca.gov/mgmt/Intranet/ppmgmntsvcs/Procedures%20Library/Procedure Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy) 15000.docx.

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SBCTA personnel are advised to:  Save data to network drives.  Scan hardcopy documents to the network drives.  Manage and retain records as required by SBCTA records retention policy.

2.7 Continuity Facility Each department recognizes that normal operations may be disrupted and that there may be a need to perform Mission Essential Functions at a Continuity Facility. At this time, SBCTA staff will utilize their home office as the Continuity Facility. Furthermore, SBCTA identified two Mission Essential Functions that require an alternative facility due to compliance with the Brown Act in regards to holding public meetings. At this time, SBCTA is working on identifying and securing an alternate location to be used only for those functions.

2.8 Communications Communications, or the ability for personnel to communicate internally and externally, is critical during Emergencies. The list below identifies communications systems available to SBCTA to communicate with other departments, emergency response units, the media, and external stakeholder agencies and organizations:  Land line phone (voice/fax) system  Internet access, E-mail, and SBCTA website  Personal cell phones  Emergency Alert Notification System – EZ texting Critical information systems used to accomplish Mission Essential Functions during normal operations at the primary location must be accessible at the Continuity Facility. In addition, SBCTA personnel should make sure that critical data is stored in such a way that it can be backed up regularly. Each department will coordinate with the IT Department on the specific technical support needed during COOP Activation. Table 4 describes each of the communication systems that might be used, the department responsible for maintaining the system, and the Key Personnel responsible for updating and implementing these systems when needed.

Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

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Table 4: SBCTA Communications Systems Matrix

Communication System System Description Responsible Department

Land line phone Office phones to use as a primary source of communications. Management Services – Chief of Management Services/City of Brea Internet Access and Email Access to the Internet through SBCTA computers and other Management Services – devices. Messages sent via Email. Chief of Management Services/City of Brea

SBCTA website Messages posted on website. Office of Legislative and Public Affairs – Chief of Legislative and Public Affairs

Emergency texting system use to inform SBCTA Board and EZ texting Office of Legislative and management about Incidents at SBCTA construction zones or Public Affairs – Chief of within the freeways. This tool is also used to inform all Legislative and Public SBCTA Board and staff of an Incident at the Santa Fe Depot Affairs and Management Facility. Analyst III

2.9 Devolution of Command and Control Devolution is the transfer of legal and statutory obligations from one entity to another entity at a Continuity Facility or Devolution site. The Devolution option may be used when the organization’s primary operating facility, alternate site, and/or staff are not available. Devolution requires the transition of roles and responsibilities for performance of essential functions through pre-authorized Delegations of Authority and responsibility. The authorities are delegated from an organization’s primary operating staff to other employees internal or external to the organization in order to sustain essential functions for an extended period. Devolution supports the overall COOP and ensures the continuation of Mission Essential Functions. In this situation, management and leadership responsibility and Mission Essential Functions will devolve to the designated Devolution department or agency. SBCTA identified several Mission Essential Functions that can be devolved to personnel within the agency. Also, SBCTA identified a few essential functions that cannot be devolved internally or externally at this time. SBCTA will continue to work on identifying cross-training opportunities or partnerships to help support those functions during a major disruptive Incident. Lastly, SBCTA does not have any Devolution agreements in place at this time. However, several of the Mission Essential Functions can be performed by current vendors. SBCTA will continually assess which vendor contracts need amendments to define Devolution activities as part of their respective scope of work.  Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

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Section 3 RISKS, VULNERABILITIES, AND MITIGATION STRATEGIES

Risk Management is a process to identify, control, and minimize the impact of uncertain Incidents. Each department will continuously assess the Risks to organizational readiness and develop strategies to mitigate these Risks. Risk Management is a continuous process of assessing Risk exposures, decision-making, implementation of decisions, evaluation of effectiveness, and re-assessment of those Risks. The FEMA Continuity Guidance for Non-Federal Governments recommends a Risk Assessment of the Vulnerability of the organization and its essential functions to the identified hazards be completed (CGC 2 Annex D, Page D-3). SBCTA’s Vulnerability depends on the probability of an Incident occurring and the impact the Incident could have on personnel, facilities, infrastructure, operations, and the performance of essential functions. Table 5 lists the hazards that pose a Threat to the SBCTA include:

Table 5: Hazards

Natural Hazards Technological Hazards Human Caused Hazards  Earthquakes  Dam Failure/Inundation  Terrorist Attacks  Flooding  Hazardous Materials Incidents  Civil Disturbance  Fires  Mass Casualty Incidents  Cyber Attacks  Building Collapse or Explosion  Public Health Emergencies  Train Derailed  Utility Outage

Creating viable options for managing Risks and Vulnerabilities is done through deciding on and implementing Risk Management strategies and actions. Continuity elements related to hazard Risk and Vulnerabilities include human capital, alternate facilities, interoperable communications equipment and systems, vital records and databases, and other vital equipment and systems. The actions related to continuity elements include: To prepare for a continuity Incident, each department must be prepared to handle three types of Emergencies: a localized Emergency requiring relocation to an alternate site; a widespread Emergency requiring relocation to an alternate site; and a widespread Emergency NOT requiring relocation to an alternate site.

Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

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The indicators for the types of Emergencies and corresponding COOP relocation activities are listed below: 1. Localized Emergency Requiring Relocation to Alternate Site  The Santa Fe Depot facility sustained damage.  COOP alternate site is available and or employees’ home offices are available.  The facility is currently closed for normal business activities, but the Incident has not affected surrounding buildings, utilities, or transportation systems.  Employees can perform operations from home office.  Will require continuity of all critical essential functions. 2. Widespread Emergency Requiring Relocation to Alternate Site  The Santa Fe Depot facility sustained damage.  The surrounding area is affected.  COOP alternate sites may or may not be available.  Parts of major infrastructures (power, sewage, transportation, etc.) may have sustained damage.  Employees can perform operations from home office.  Will require continuity of all critical essential functions. 3. Widespread Emergency NOT Requiring Relocation to Alternate Site  The Santa Fe Depot facility did not sustain damage and remains open.  One or more departments of the Agency experiences high levels of employee absenteeism.  COOP operations will be conducted from the primary location.  Will require continuity of all critical essential functions as well as long-term essential functions.

Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

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Section 4 MULTIYEAR STRATEGY AND PROGRAM MANAGEMENT

SBCTA leadership and the COOP Planning Team will develop standards to help departments and divisions implement the COOP program. While the COOP and annexes serve as the guide during Activation and Recovery, the COOP program involves the framework for operational decisions to promote COOP planning. It involves making continuity planning a part of day-to-day operations through initiatives like monitoring protection methods for Essential Records, inventorying critical systems and equipment, implementing cross-training for critical employees, and establishing mutual aid agreements for facilities and personnel, etc. The COOP program ensures that the COOP reflects the current environment and that staff members are prepared to respond during COOP implementation. SBCTA Strategy and Plan Maintenance are as follows: Plan revisions due to changes in the structure, Mission Essential Functions, or mission of participating departments should be made promptly. Long-term Plan Maintenance should be undertaken carefully, planned for, and completed according to an established schedule. During the development of this Plan, the COOP Planning Team identified the following Plan Maintenance strategies:  Distributing and communicating the COOP to departments and divisions  Ensuring departmental review of the overarching Plan and annexes  Identifying issues that affect the frequency of changes required to the COOP, including but not limited to:  Changes to the Risk profile  Government imposed changes  Implementation of new services and/or functions  Significant changes to the external environment  Significant changes to business processes or systems  Establishing a review cycle Table 6 provides a guide to the COOP Planning Team for scheduled maintenance and updates of the COOP. Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

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Table 6: Plan Maintenance Strategy

Activity Tasks Frequency Responsibility

Risk Management Division  Review entire Plan for accuracy. assists departments/divisions  Incorporate lessons learned and review annexes. Risk Update and certify Plan. changes in policy and philosophy. Annually Management Division reviews  Manage distribution. overarching COOP.

Maintain Orders of  Identify current incumbents. Departments/divisions provide Succession and  Update rosters and contact Annually information to Business Delegations of Authority. information. Continuity Manager

 Check all systems. Maintain continuity  Verify accessibility. Departments/divisions location readiness.  Cycle supplies and equipment as Quarterly necessary.

Monitor and maintain  Monitor volume of materials. Essential Records Ongoing Departments/divisions program.  Update/remove files.

As changes Update contact Departments/divisions provide  Confirm/update Key occur, or no information for Key Personnel information. less than information to Business Personnel. semi- Continuity Manager annually

Update contact  Confirm/update key Departments/divisions provide information for vendors vendor/stakeholder Semi- information to Business and stakeholders information. annually Continuity Manager

Within the Make new staff aware of  Conduct COOP awareness training first 90 days Risk Management Division COOP. for new staff. of employment

Plan and conduct Exercises.  Conduct internal COOP Exercises. Annually Risk Management Division

Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

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Section 5 TEST, TRAINING, AND EXERCISE

The Test, training and Exercise program will ensure that department employees are aware of their roles and responsibilities in COOP implementation. Regularly scheduled Exercises are critical to ensuring that the COOP can be implemented during an Emergency. Exercising is one of the most effective ways to discover and document necessary modifications. The Test, training and Exercise program should be progressive in nature, building from simple, individual tasks to complex, multi- organizational interactions. The program should contain activities that include build-on training and improve capabilities through a series of Tests and Exercises.

5.1 Training The following subject matter should be considered for the COOP training program:  Mission Essential Functions and operations  Operational elements of the overarching COOP and departmental annexes  COOP triggers, Activations, and decision-making  Continuity facilities and resumption of normal operations  Leadership during a COOP Activation  Safety strategies and policies including proper use of personal protective equipment

5.1.1 New Personnel All new personnel working for the SBCTA shall receive COOP awareness training as part of their new employee orientation. The training will be conducted by the Business Continuity Manager within 60 days of an employee’s first day of employment. New employee contact information will be updated on the department’s internal call tree list. Each department is responsible for providing job-specific COOP and safety training for all new employees in their department.

5.2 Testing Program Testing is demonstrating if the equipment, procedures, processes, and systems that support the Agency’s Mission Essential Functions are operating correctly. Testing reveals whether equipment and systems conform to specifications and operate in the required environments. Testing validates or identifies for correction of specific aspects of a COOPs procedures and processes. Periodic Testing also helps ensure that equipment and procedures are maintained in a constant state of readiness.

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5.2.1 Testing Schedule It is recommended that Testing and Exercise plans provide for the following elements:  Testing staff as part of the Agency’s Exercise program to ensure the ability to perform Mission Essential Functions.  Periodically Testing alert and notification procedures and systems for all types of Emergencies. 5.3 Exercises Individual and collective Exercises that vary in size and complexity will be conducted to validate elements of the COOP. Exercises will realistically simulate an Emergency so that individuals and departments and divisions can demonstrate fulfillment of tasks expected of them in a real Incident. Exercises promote overall preparedness; validate plans, policies, procedures, and systems; determine effectiveness of command, control, and communication functions; and evaluate preparation for Incident scene activities.

5.3.1 After Action Report The evaluation of Exercises or actual Incidents will identify areas for improvement and provide recommendations to enhance Agency’s preparedness. Following the Exercise or actual Incident, a comprehensive debriefing and after action report will be completed. The Business Continuity Manager, or a designee, will be responsible for coordinating the debriefing and developing the after action report. All data collected will be incorporated into an improvement plan that provides input for annual COOP revisions. Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

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GLOSSARY

Acronyms COOP Continuity of Operations CGC Continuity Guidance Circular FEMA Federal Emergency Management Agency FOUO For Official Use Only IT Information Technology RTO Recovery Time Objective

Definitions Activation: When all or a portion of the COOP has been implemented. Backup (Data): A process by which data, electronic or paper-based, is copied in some form so as to be available and used if the original data is lost, destroyed, or corrupted. Business Impact Analysis (BIA): A process designed to prioritize business functions by assessing the potential quantitative (financial) and qualitative (non-financial) impact that might result if a department were to experience a Business Continuity Event. Business Continuity Management Program: A holistic approach for managing Risk related to disruptive events to ensure that an agency can continue to deliver its Mission Essential Functions. Continuity Facility (Alternate Facility): An alternate operating location to be used for business functions when the primary facilities are inaccessible. 1) Another location, computer center, or work area designated for Recovery. 2) A location, other than the main facility, that can be used to conduct business functions. 3) A location, other than the normal facility, used to process data and/or conduct critical business functions in the event of a Disaster. Continuity Management Group (CMG): Teams of individuals who have been trained to deploy to a Continuity Facility to continue essential functions. The team will be composed at the minimum of the COOP owner (department Director and the COOP Lead or COOP Alternate which are identified as the COOP Champions. Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

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Continuity of Operations: The activities of individual units and agencies and their subcomponents to ensure that their Mission Essential Functions are continued under all circumstances. This includes plans and procedures that delineate Mission Essential Functions; specify Orders of Succession and Delegations of Authority; provide for the safekeeping of vital files, records, and databases; identify continuity facilities; provide for interoperable communications; and validate the plan through Tests, training, and Exercises. Continuity of Operations Plan Champions: Individuals that understand business continuity and participate in the development of the Business Impact Analysis, Risk Assessment, and training and Exercises. These individuals are part of the Continuity Management Group. Continuity of Operations Plan (COOP): A COOP plan provides guidance on the system Restoration for Emergencies, Disasters, and mobilization, and for maintaining a state of readiness to provide the necessary level of information processing support commensurate with the mission requirements/priorities identified by the respective functional proponent. The Federal Government and its supporting agencies traditionally use this term to describe activities otherwise known as Disaster Recovery, Business Continuity, Business Resumption, or Contingency Planning. Critical Equipment: Includes specific equipment required to reestablish a mission essential function. COOP: Acronym for Continuity of Operations Plan which is a plan to ensure the continuance of essential functions and services and the resumption of time-sensitive operations in the event of an Emergency or Disaster. COOP Administrator: Responsible for approving overall policy directions, guidance, and objectives for COOP planning and Activation. This position is fulfilled by the Executive Director. Delegations of Authority: Specifies who is authorized to act on behalf of the department head and other COOP critical officials for specific purposes. Dependency: The reliance, directly or indirectly, of one activity or process upon another. Devolution: Delegation of Authority or duties to a subordinate or substitute in the event of the total dismantlement of an organization and loss of personnel. Disaster: An Incident that renders a department unable to provide critical business functions. Similar terms: business Interruption, outage, and catastrophe. Disaster Recovery Plan: The management-approved document that defines the resources, actions, tasks, and data required to manage the Recovery effort. Usually refers to the technology Recovery effort - see SBCTA policy 15000 Computer Network Disaster Recovery Plan Policy. This is a component of the Business Continuity Management Program. Emergency: An unexpected or impending situation that may cause injury, loss of life, destruction of property, or that may cause the interference, loss, or disruption of a department’s normal business operations to such an extent that it poses a Threat.

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Essential Records and Databases: Files, records, or databases that, if damaged or destroyed, would cause considerable inconvenience and/or require replacement or re-creation at considerable expense. For legal, regulatory, or operational reasons, these records cannot be irretrievably lost or damaged without materially impairing the department’s ability to maintain Mission Essential Functions. Event: Any occurrence that may lead to a Business Continuity Incident. Exercise: A people-focused activity designed to execute business continuity plans and evaluate the individual and/or department performance against approved standards or objectives. Exercises can be announced or unannounced and are performed for the purpose of training and conditioning team members and validating the business continuity plan. Exercise results identify plan gaps and limitations and are used to improve and revise the business continuity plans. Types of Exercises include: Tabletop Exercise, Simulation Exercise, Functional Exercise, Operational Exercise, Mock Disaster, Desktop Exercise, and Full-scale Exercise. Incident: Any occurrence that may lead to disruptive conditions. Interruption: An outage caused by the failure of one or more communications links with entities outside of the primary location. Key Personnel: Personnel designated by their department as critical to the resumption of Mission Essential Functions and services. Mission Essential Functions: Activities, processes, or functions that could not be interrupted or unavailable for several days without significantly jeopardizing the operation of the department. Network Outage: An Interruption in system availability because of a communication failure affecting a network of computer terminals, processors, or workstations. Plan Maintenance: The management process of keeping a department’s Continuity of Operations Plans current and effective. Maintenance procedures are a part of the process of reviewing and updating the Continuity of Operations Plans on a defined schedule. Orders of Succession: Identifying alternates for senior and other key positions during an Emergency in the event any of those officials are unavailable to execute their legal and/or essential duties. Reconstitution: The process of planning for and/or implementing the restarting of defined business processes and operations following a Disaster. This process commonly addresses the most critical business functions within Business Impact Analysis-specified timeframes. Reconstitution Manager: Appointed based on nature and type of Emergency. Reports to COOP Administrator. Recovery: Implementing the prioritized actions required to return the processes and support functions to operational stability following an Interruption or Disaster. Record Retention: Storing historical documentation for a set period, often mandated by state and federal law.

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Recovery: Includes all types of Emergency actions dedicated to the continued protection of the public or to promoting the resumption of normal activities in the affected area. Recovery Time Objective: The period of time that a function can be suspended before its impact on the department is unacceptable. Repository: A storage place for object models, interfaces, documents and files. Response: Those activities and programs designed to address the immediate and short-term effects of the onset of an Emergency or Disaster. Restoration: The process of planning for and/or implementing procedures for the repair of hardware, relocation of the primary site and its contents, and return to normal operations at the permanent operational location. Risk: The potential for exposure to loss. Risks, either man-made or natural, are constant. The potential is usually measured by its probability in years. Risk Assessment/Analysis: The process of identifying and minimizing the exposures to certain Threats that a department may experience. Similar terms: impact assessment, corporate loss analysis, Risk identification, exposure. Risk Management: is the identification, evaluation, and prioritization of Risks followed by coordinated and economical application of resources to minimize, monitor, and control the probability or impact of unfortunate Events. Simulation Exercise: One method of exercising teams in which participants perform some or all of the actions they would perform in the event of plan Activation. Simulation Exercises, which may involve one or more teams, are performed under conditions that at least partially simulate “Disaster mode.” They may or may not be performed at the designated alternate location, and they typically use only a partial Recovery configuration. Tabletop Exercise: One method of exercising teams in which participants review and discuss the actions they would take per their plans, but in which they do not perform any of these actions. The Exercise can be conducted with a single team or multiple teams, typically under the guidance of Exercise facilitators. Test: A pass/fail evaluation of infrastructure (e.g., computers, cabling, devices, hardware) and/or physical plant infrastructure (e.g., building systems, generators, utilities) to demonstrate the anticipated operation of the components and system. Tests are often performed as part of normal operations and maintenance. Tests are often included within Exercises. Threat: A combination of the Risk, the consequence of that Risk, and the likelihood that the negative Event will take place. (Example Threats: natural, man-made, technological, and political Disasters.) Vulnerability: The susceptibility of a department to a hazard. The degree of Vulnerability to a hazard depends upon the Risk of the hazard occurring and potential consequences. Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

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Appendix A: Department Official Responsible for Activating the COOP Plan by Department

This table is designed to provide an overall view of the officials within each department who are responsible for activating their department’s COOP Plan.

Table 7: Department Official Responsible for Activating COOP Plan by Department

Department Official Responsible for Activating COOP Plan

Air Quality and Mobility Programs Deputy Executive Director Council of Governments Deputy Executive Director Executive Office Executive Director Finance Chief Financial Officer Fund Administration Director of Fund Administration General Counsel General Counsel Legislative and Public Affairs Director of Legislative and Public Affairs Management Services Deputy Executive Director Planning Director of Planning Project Delivery Director of Project Delivery and Toll Operations Special Projects and Strategic Initiatives Director of Special Projects and Strategic Initiatives Support Services Clerk of the Board Transit Director of Transit and Rail Programs

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Appendix B: Reconstitution Manager by Department

The Deputy Executive Director is the Agency’s main Reconstitution Manager. In the event that a Reconstitution team is assembled, the table below is designed to provide an overall view of the official within each department who will serve as the Reconstitution Manager during a COOP Event. The team will work with applicable authorities to ensure an orderly return to normal operations either at the original facility or at a new facility if the original facility is untenable.

Table 8: Reconstitution Manager by Department

Department Reconstitution Manager

Air Quality and Mobility Programs Chief of Air Quality and Mobility Program Council of Governments Deputy Executive Director Executive Office Deputy Executive Director Finance Chief Financial Officer Fund Administration Director of Fund Administration General Counsel General Counsel Legislative and Public Affairs Director of Legislative and Public Affairs Management Services Chief of Management Services Planning Director of Planning Project Delivery Director of Project Delivery and Toll Operations Special Projects and Strategic Initiatives Director of Special Projects and Strategic Initiatives Support Services Clerk of the Board/Administrative Services Supervisor Transit Director of Transit and Rail Programs

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Appendix C: Mission Essential Functions by Department

This table is designed to provide an overall view of SBCTA Mission Essential Functions, addressed in all departmental COOP plans, which must be continued following a disruptive incident.

Table 9: Mission Essential Functions by Department

Department Mission Essential Functions

 Call box management Air Quality and Mobility Programs  Freeway service patrol

 Grant writing research and training Council of Governments  Support City/County Managers Technical Advisory Committee

 Identify priorities for SBCTA and provide leadership Executive Office  Liaison with Board of Directors, federal, state, and local governments, and organizations at the executive level Finance  Accounts and retention payable  Activation of contracts, contract amendments, purchase orders, and change orders  Billing  Budget adoption and posting to the financial accounting system  Cash management  Cash receipts Finance  Maintain chart of accounts  MSI calculation and distribution of funds  Payroll submittal due to the County of San Bernardino  Quarterly investment report  Set up and update vendor codes  Void checks and process stop payments Procurement  Procurement of goods and services

Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

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Department Mission Essential Functions

 Allocate and disburse Transportation Development Act funds  Apportion and allocate state and federal funds to transit operators  Budget and plan annual appropriations, allocations, and disbursements based on estimated revenues  Develop and implement biennial update to the Measure “I” 10-year Delivery Plan, Fund Administration including bonding strategies  Develop and submit biennial State Transportation Improvement Programs (STIP) as required by California Transportation Commission (CTC)  Ensure all funds are allocated without risk of loss  Identify and submit candidate projects for Federal Transportation Improvement Programs (FTIP)  Review and approve Measure “I” invoices  Provide legal advice to the Board of Directors and staff General Counsel  Process funding, expenditure and term loan agreements  Oversee litigation and attend closed sessions

 Communicate with Board of Directors/senior management Legislative and Public Affairs  Communicate with state and federal authorities  Website management

Emergency Services  Daily security of the Santa Fe Depot Facility  Monitor daily operations and respond accordingly Facilities Management  Maintain Santa Fe Depot facility Human Resources (HR) Management Services  Administer workers compensation benefits  Administer HR policies and procedures  Report employee injuries to OSHA Information Technology (IT)  Execute Computer Network Disaster Recovery Plan  Monitor and maintain network  Operate the “Help Desk”

 Geographic Information Systems (GIS) and modeling Planning  Projects and grants management

 Manage capital projects Project Delivery  Project controls  Toll operations – systems design

Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

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Department Mission Essential Functions

Risk Management  Certificate of insurance review  Claims management  Contract insurance requirement review Special Projects and Strategic Initiatives  Develop, maintain, communicate, and train on Continuity of Operations Plans  Procure insurance policies Special Projects  Perform special studies or projects – Implementation of an Enterprise Resource Planning system

 Board and committee meetings  Mail and delivery services Support Services  Public records requests  Schedule travel and lodging

Capital Projects  Manage capital projects Operations  Communication, coordination, and funding allocation to rail operator (Southern California Regional Rail Authority - SCRRA)  Communication, coordination, technical support, and funding allocation to bus operators Project Controls Transit  Project controls Right-of-way Services  Manage railroad right-of-way  Right-of-way grants of use Transit Programs  Manage Private Transportation Provider Pilot program  Manage Rideshare programs  Manage Vanpool program

Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

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Appendix D: Mission Essential Functions by Department and by RTO

This table is designed to provide an overall view of prioritized Mission Essential Functions by department and by Recovery Time Objective.

Table 10: Prioritized Mission Essential Functions

Department Mission Essential Function RTO

Freeway service patrol Air Quality and 8 hours Mobility Programs Call box management 24 hours 1 week if a grant Grant writing research and training has been identified Council of Governments 1 week or less if agenda Support City/County Managers Technical Advisory Committee needs to be posted

 Identify priorities for SBCTA and provide leadership Executive Office  Liaison with Board of Directors, federal, state, and local 1 hour governments, and organizations at the executive level

Payroll submittal due to the County of San Bernardino 8 hours

 Activation of contracts, contract amendments, purchase orders, and change orders 24 hours  Maintain chart of accounts  Cash management 72 hours  Procurement of goods and services 1 week, must meet prompt payment Accounts and retention payable Finance requirements for construction contracts

1 week, report due 30 days after the end of the Quarterly investment report quarter per government code 53646

 Cash receipts  Set up and update vendor codes 1 week  Void checks and process stop payments

Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

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Department Mission Essential Function RTO

MSI calculation and distribution of funds 2 weeks 30 days or less Finance, continued Billing depending on reversion dates Budget adoption and posting to the financial accounting 30 days system  Allocate and disburse Transportation Development Act (TDA) and State of Good Repair (SGR) funds  Apportion and Allocate state and federal funds to transit operators  Budget and plan annual appropriations, allocations, and 2 weeks disbursements based on estimated revenues  Ensure all funds are allocated without risk of loss  Identify and submit candidate projects for Federal Transportation Improvement Programs (FTIP) Fund Administration  Review and approve Measure “I” invoices

Develop and submit biennial State Transportation Improvement 2 weeks – Due in Programs (STIP) as required by California Transportation December of every even Commission (CTC) year 30 days – biennial Develop and implement biennial update to the Measure “I” 10-year depending on bonding Delivery Plan, including bonding strategies schedule Process funding, expenditure and term loan agreements 30 days Provide legal advice to the Board of Directors and staff 24 hours General Counsel 24 hours depending on Oversee litigation and attend closed sessions the stage of the litigation

Communicate with Board of Directors/senior management 1 hour Legislative and Public Communicate with state and federal authorities 72 hours Affairs Website management 1 week

 Daily security of the Santa Fe Depot facility  Monitor daily operations and respond accordingly  Maintain Santa Fe Depot facility  Administer workers compensation benefits 24 hours Management  Administer HR policies and procedures Services  Report employee injuries to OSHA  Execute Computer Network Disaster Recovery Plan

 Monitor and maintain network 48 hours  Operate the “Help Desk”

Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

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Department Mission Essential Function RTO 24 hours depending on Projects and grants management Planning grant deadlines Geographic Information Systems (GIS) and modeling 1 week Manage capital projects 24 hours Project Delivery  Project controls 1 week  Tolling operations – systems design

Certificate of insurance review 72 hours to ensure new critical services start timely 72 hours to ensure Contract insurance requirement review procurement of new critical services continue

Claims management 1 week to ensure statute of limitations period starts Special Projects and 1 week to be able to Strategic Initiatives Develop, maintain, communicate, and train on Continuity of Operations assist with after action Plans interviews 1 week during spring time Procure insurance policies due to the duration of acquiring insurance policies Perform special studies or projects – Implementation of an Enterprise 1 week - depending on Resource Planning system project and Board priority  24 hours (for emergency meeting agenda posting) Board and committee meetings  72 hours (for standard/regularly Support Services scheduled meetings)  Mail and delivery services  Public records requests 1 week  Schedule travel and lodging

 Manage capital projects  Manage railroad right-of-way 24 hours  Right-of-way grants of use

 Communication, coordination, and funding allocation to rail Transit operator (Southern California Regional Rail Authority - SCRRA)  Manage Private Transportation Provider Pilot program 1 week

 Project controls  Communication, coordination, technical support, and funding allocation to bus operators 2 weeks  Manage Rideshare programs Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)  Manage Vanpool program

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Appendix E: Mission Essential Functions by RTO

This table is designed to provide an overall view of prioritized Mission Essential Functions by Recovery Time Objective.

Table 11: Prioritized Mission Essential Functions

Tier 1 (0-12 hours, < 24 hours)

Department Mission Essential Function RTO

Identify priorities for SBCTA and provide leadership

Executive Office Liaison with Board of Directors, federal, state, and local governments, and 1 hour organizations at the executive level

Legislative and Public Communicate with Board of Directors/senior management 1 hour Affairs Air Quality and Freeway service patrol 8 hours Mobility Programs

Finance Payroll submittal due to the County of San Bernardino 8 hours

Tier 2 (24 – 72 hours)

Department Mission Essential Function RTO Air Quality and Mobility Call box management 24 hours Programs  Activation of contracts, contract amendments, purchase orders, and change Finance orders 24 hours  Maintain chart of accounts Provide legal advice to the Board of Directors and staff 24 hours

General Counsel 24 hours depending on Oversee litigation and attend closed sessions the stage of the litigation

 Daily security of the Santa Fe Depot facility  Monitor daily operations and respond accordingly  Maintain Santa Fe Depot facility Management Services  Administer workers compensation benefits 24 hours  Administer HR policies and procedures  Report employee injuries to OSHA

 Execute Computer Network Disaster Recovery Plan Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

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Tier 2 (24 – 72 hours)

Department Mission Essential Function RTO 24 hours depending on Planning Projects and grants management grant deadlines

Project Delivery Manage capital projects 24 hours

24 hours (for emergency Support Services Board and committee meetings meeting agenda posting)

 Manage capital projects Transit  Manage railroad right-of-way 24 hours  Right-of-way grants of use  Monitor and maintain network Management Services 48 hours  Operate the “Help Desk”

Finance Procurement of goods and services 72 hours Legislative and Public Affairs Communicate with state and federal authorities 72 hours

72 hours to ensure new Certificate of insurance review critical services start Special Projects and timely Strategic Initiatives 72 hours to ensure Contract insurance requirement review procurement of new critical services continue 72 hours (for Support Services Board and committee meetings standard/regularly scheduled meetings)

Tier 3 (>72 hours - 1 week)

Department Mission Essential Function RTO

Grant writing research and training 1 week if a grant has been Council of identified Governments Support City/County Managers Technical Advisory Committee 1 week or less if agenda needs to be posted 1 week, must meet prompt Finance Accounts and retention payable payment requirements for construction contracts 1 week, report due 30 days after the end of the Finance Quarterly investment report quarter per government code 53646 Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

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Tier 3 (>72 hours - 1 week)

Department Mission Essential Function RTO  Cash receipts Finance  Set up and update vendor codes 1 week  Void checks and process stop payments Legislative and Public Website management 1 week Affairs

Planning Geographic Information Systems (GIS) and modeling 1 week

 Project controls Project Delivery 1 week  Tolling operations – systems design

Claims management 1 week to ensure statute of limitations period starts

Develop, maintain, communicate, and train on Continuity of Operations Plans 1 week to be able to assist with after action interviews Special Projects and Strategic Initiatives 1 week during spring time Procure insurance policies due to the duration of acquiring insurance policies Perform special studies or projects – Implementation of an Enterprise 1 week - depending on Resource Planning system project and Board priority

 Mail and delivery services Support Services  Public records requests 1 week  Schedule travel and lodging

 Communication, coordination, and funding allocation to rail operator (Southern California Regional Rail Authority - SCRRA) Transit  Manage Private Transportation Provider Pilot program 1 week  Project controls

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Tier 4 (> 1 week – 30 days)

Department Mission Essential Function RTO

Finance MSI calculation and distribution of funds 2 weeks

 Allocate and disburse Transportation Development Act (TDA) and State of Good Repair (SGR) funds  Apportion and Allocate state and federal funds to transit operators  Budget and plan annual appropriations, allocations, and disbursements based on estimated revenues 2 weeks  Ensure all funds are allocated without risk of loss Fund Administration  Identify and submit candidate projects for Federal Transportation Improvement Programs (FTIP)  Review and approve Measure “I” invoices

Develop and submit biennial State Transportation Improvement Programs (STIP) as 2 weeks – Due in required by California Transportation Commission (CTC) December of every even year  Communication, coordination, technical support, and funding allocation to bus operators Transit  Manage Rideshare programs 2 weeks  Manage Vanpool program

Billing 30 days or less depending on reversion dates Finance Budget adoption and posting to the financial accounting system 30 days

30 days – biennial Develop and implement biennial update to the Measure “I” 10-year Delivery Plan, depending on bonding including bonding strategies Fund Administration schedule

Process funding, expenditure and term loan agreements 30 days Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

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Appendix F: Devolution by Department

This table identifies each of SBCTA’s departments and to whom their Mission Essential Functions will be devolved during a Devolution scenario.

Table 12: Devolution by Department

Equipment, To Whom Mission Roster of Procedures for Supplies, Department Mission Essential Function Essential Functions Trained Acquiring Applications Will Be Transferred Staff Supplies Needed

 Call box management Bernard Arroyo, Air Quality and Mobility Yes None None Programs  Freeway service patrol consultant  Grant writing research and training Director of Council of Governments Planning None None  Support City/County Managers Technical Advisory Planning Committee

To be determined by N/A N/A N/A Identify priorities for SBCTA and provide leadership to staff Board of Directors Executive Office Director of Office of Legislative and Liaison with Board of Directors, federal, state, and local Legislative and N/A N/A Public Affairs governments, and organizations at the executive level Public Affairs

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Equipment, To Whom Mission Roster of Procedures for Supplies, Department Mission Essential Function Essential Functions Trained Staff Acquiring Supplies Applications Will Be Transferred Needed

 Bank account authorization  Bank account online access  Accounts and retention payable  Check stock  Budget adoption and posting to the financial  Check printer accounting system Director of  Check scanner  Cash management Check stock from bank Special Projects and Special Projects  Cash receipts  EFT file – authority to order Strategic Initiatives and Strategic  Maintain chart of accounts  Financial accounting checks. Initiatives system finance  Set up and update vendor codes access rights  Void checks and process stop payments  Investment Pool  Procurement of goods and services account authorization Finance  Scanner  Signature file  Positive pay file

 Activation of contracts, contract amendments, purchase orders, and change orders  Billing Not known N/A N/A N/A  MSI calculation and distribution of funds  Payroll submittal due to the County of San Bernardino  Procurement of goods and services

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Equipment, To Whom Mission Roster of Procedures for Supplies, Department Mission Essential Function Essential Functions Trained Staff Acquiring Supplies Applications Will Be Transferred Needed

 Allocate and disburse Transportation Development Act (TDA) and State of Good Repair (SGR) funds Transit Transit Manager  Apportion and Allocate state and federal funds to transit operators

 Budget and plan annual appropriations, allocations, and disbursements based on estimated revenues Director of  Develop and implement biennial update to the Measure Special Projects and Special Projects “I” 10-year Delivery Plan, including bonding strategies Strategic Initiatives and Strategic  Process funding, expenditure and term loan Initiatives agreements Fund Administration  Review and approve Measure “I” invoices

 Develop and submit biennial State Transportation Improvement Programs (STIP) as required by California Transportation Commission (CTC) Toll Operations Project Delivery  Ensure all funds are allocated without risk of loss Administrator  Identify and submit candidate projects for Federal Transportation Improvement Programs (FTIP) Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management

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San Bernardino County Transportation Authority6.b Enterprise Continuity of Operations Base Plan

Equipment, To Whom Mission Roster of Procedures for Supplies, Department Mission Essential Function Essential Functions Trained Staff Acquiring Supplies Applications Will Be Transferred Needed

 Provide legal advice to the Board of Directors and staff On call attorney to be Access to Essential N/A N/A General Counsel  Oversee litigation and attend closed sessions secured Records

 Communicate with Board of Directors/senior management/media Executive Director N/A N/A N/A Legislative and Public  Communicate with state and federal authorities Affairs

Website management Planeteria N/A N/A N/A  Director of Special  Daily security of facility  CityCom Projects and  Monitor daily operations and respond accordingly  Special Projects N/A N/A and Strategic Strategic  Maintain facility Initiatives Initiatives  Risk Manager  Director of Special Projects  Administer worker’s compensation and Management Services Special Projects and N/A N/A  Report employee injuries to OSHA Strategic Initiatives Strategic Initiatives  Risk Manager Departmental  Administer HR policies and procedures N/A N/A N/A supervisors

 Execute Computer Network Disaster Recovery Plan  Monitor and maintain network City of Brea - IT Yes N/A N/A  Operate the “Help Desk” Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management

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San Bernardino County Transportation Authority6.b Enterprise Continuity of Operations Base Plan

Equipment, To Whom Mission Roster of Procedures for Supplies, Department Mission Essential Function Essential Functions Trained Staff Acquiring Supplies Applications Will Be Transferred Needed

 Data Copies Access to SBCTA GIS infrastructure and cloud back-up system Access to one of the following SBCTA Computers with ArcGIS and  Alta Planning ArcMap Licensing: Design  W10-GIS1 (server  Cambridge required) Systematics Inc.  W10-CMARDER (local  Dudek Yes and server license)  Fehr & Peers  W10-TRANSCAD2 Geographic Information Systems (GIS) and modeling N/A  HDR (server required) Engineering Inc.  W10-GKOBLASZ  Michael Baker (server required) Planning International Inc.  W10-GISINT (server required) ROW Administrator’s laptop (local license installed) TransCAD Software  W10-TRANSCAD2 TRANSCAD3 City of Brea -IT (for complete GIS system Jimmy Dao SBCTA GIS system access takeover)  Blais and Associates, Projects and grants management grant writer Yes N/A N/A  Council of Governments Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management

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San Bernardino County Transportation Authority6.b Enterprise Continuity of Operations Base Plan

Equipment, To Whom Mission Roster of Procedures for Supplies, Department Mission Essential Function Essential Functions Trained Staff Acquiring Supplies Applications Will Be Transferred Needed

 Dennis Saylor, PM  Manage capital projects Parsons Transportation  Jose Corona, N/A N/A  Project controls Group Inc. CM Project Delivery  Georges Moussa

Tolling operations – systems design HNTB Corporation Will Allen N/A N/A

 Carl Warren & Company Claim management  George Hills Yes N/A N/A  Third Party Administrators Finance and Alliant Procurement Insurance Services N/A N/A Certification of insurance review Manager (insurance broker)

Alliant Insurance Contract insurance requirement review Services, insurance Yes N/A N/A Special Projects and broker Strategic Initiatives Deputy Executive Develop, maintain, communicate, and train on Continuity of Management Services N/A N/A Operations Plan Director

Chief Financial Finance N/A N/A Procure insurance policies Officer

Chief of Perform special studies or projects – Implementation of an Management Services Management N/A N/A Enterprise Resource Planning system Services Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management

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San Bernardino County Transportation Authority6.b Enterprise Continuity of Operations Base Plan

Equipment, To Whom Mission Roster of Trained Procedures for Supplies, Department Mission Essential Function Essential Functions Staff Acquiring Supplies Applications Will Be Transferred Needed

Board and committee meetings Unknown N/A N/A N/A Chief of Mail and delivery services Management Services Management N/A N/A Services  General Counsel Support Services  Assistant Public records request General Counsel General N/A N/A Counsel  Management Analyst III

Schedule travel and lodging Individual staff members N/A N/A N/A  Mott MacDonald (DMU to ZEMU Vehicle Conversion  Mott MacDonald (Metro Gold Line Foothill Extension)  Rail Pros Manage capital projects Yes N/A N/A (Redlands Transit Passenger Rail Project)  Project Delivery (Tunnel to Ontario Airport)  WSP, Inc. (West Valley Connector Phase I)

Communication, coordination, and funding allocation to rail Executive Director N/A N/A N/A operator (Southern California Regional Rail Authority) Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management

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San Bernardino County Transportation Authority6.b Enterprise Continuity of Operations Base Plan

Equipment, To Whom Mission Roster of Trained Procedures for Supplies, Department Mission Essential Function Essential Functions Staff Acquiring Supplies Applications Will Be Transferred Needed

Management Communication, coordination, technical support, and funding Fund Administration N/A N/A allocation to bus operators Analyst III

Mott McDonalds, staff Yes N/A N/A Project controls augmentation consultant  Epic Land Solutions Cisco VPN for San Contact County of San Manage railroad right-of-way  Joshua Grading Yes Bernardino County Bernardino Information & Excavating Recorder’s Office system Systems Department Inc.

Access to Recorded Documents (Recorder Darcy Mendoza VPN or alternative such as Right-of-way grants of use Epic Land Solutions TBD Transit, continued Kim Bibolet RealQuest, etc.) Access to agreements and maps (EPMA/ArcGIS)

Air Quality and Mobility Management N/A N/A Manage Private Transportation Provider Pilot Program Programs Analyst III

Riverside County www.IECommuter.org Request TripSpark / Transportation Brian Cunanam Trapeze login Manage Rideshare programs Commission Program Tripspark / Trapeze credentials Manager Website/database system

www.ridetheloop.com Request TripSpark / Elizabeth WSP, Inc. consultant Trapeze login Manage Vanpool program Woodward Tripspark / Trapeze Website/database system credentials

Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management

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San Bernardino County Transportation Authority 6.b Enterprise Continuity of Operations Base Plan

Appendix G: Continuity of Operations Planning Leads

This table is designed to provide an overall view of the COOP Leads within each department who have been trained to respond to a COOP Activation.

Table 13: Continuity of Operations (COOP) Key Positions

COOP Administrator Executive Office Executive Director Reconstitution Manager Executive Office Deputy Executive Director Business Continuity Manager Special Projects and Strategic Initiatives Risk Manager

COOP Leads and Alternates

Department COOP Lead COOP Alternate

Air Quality and Mobility Chief of Air Quality and Management Analyst III Programs Mobility Programs Council of Governments COG Administrator Management Analyst III

Finance Chief of Fiscal Resources Accounting Supervisor

Fund Administration Management Analyst III Management Analyst III General Counsel Management Analyst III Assistant General Counsel Chief of Legislative and Legislative and Public Affairs Management Analyst III Public Affairs Chief of Management Management Services Management Analyst II Services Planning Chief of Planning Senior Planner

Project Delivery Project Controls Manager Project Delivery Manager Special Projects and Strategic Director of Special Projects Risk Manager Initiatives and Strategic Initiatives Assistant to the Clerk of Support Services Deputy Clerk of the Board the Board Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy) Transit Project Controls Manager Transit Manager

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Appendix H: Equipment and Supplies by RTO

This table list Mission Essential Functions, prioritized by RTOs, and their associated equipment and supply needs.

Table 14: Equipment and Supplies Needed by RTO

Tier 1 (0-12 hours, < 24 hours)

Department Equipment and Supplies Mission Essential Functions RTO

 Computers All departments  Printer All functions 1 hour – 8 hours  Telephone  Computers  Customer service cards Air Quality and Mobility  GPS 8 hours Programs Freeway service patrol  Magnetic signage  Tablets  Telephone  Vests Tier 2 (24 hours - 72 hours)

Department Equipment and Supplies Mission Essential Functions RTO

 Computers All departments  Printer All functions 24 hours – 72 hours  Telephone  Computers  Hard hats  Manage capital projects Transit  Printer  Manage railroad right-of-way 24 hours  Telephone  Vests

Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

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San Bernardino County Transportation Authority 6.b Enterprise Continuity of Operations Base Plan

Tier 3 (>72 hours – 1 week)

Department Equipment and Supplies Mission Essential Functions RTO

 Computers All departments  Printer All functions 72 hours – 1 week  Telephone  Check printer  Computer Accounts and retention payable Finance  Printer 1 week  Telephone

 Check scanner  Computer Cash receipts Finance  Printer 1 week  Telephone

 High speed/RAM/disk space technical computer for Geographic Information Systems modeling Computer Planning (GIS) and modeling 1 week  Printer  Telephone  Computer Communication, coordination, and  Hard hats funding allocation to rail operator Transit  Telephone (Southern California Regional Rail 1 week  Vests Authority - SCRRA)

Tier 4 (>1 week – 30 days)

Department Equipment and Supplies Mission Essential Functions RTO

 Computers All departments  Printer All functions 1 week – 30 days  Telephone

 Computers  Printer 30 days or less depending Finance Billing  Scanners on reversion dates  Telephone

Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

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Appendix I: Mission Essential Records and Databases by RTO

This table list Mission Essential Functions, prioritized by RTOs, and their associated Essential Records and Databases.

Table 15: Mission Essential Records and Databases Needed by RTO

Tier 1 (0-12 hours, < 24 hours)

Mission Essential Records Mission Essential Functions RTO Department and Databases

Identify priorities for SBCTA and provide leadership Executive Office None Liaison with Board of Directors, 1 hour federal, state, and local governments, and organizations at the executive level

Legislative and Public Distribution lists for contact Communicate with Board of 1 hour Affairs information Directors/senior management

Air Quality and Mobility  Annual report Freeway service patrol 8 hours Programs  Driver data assistance records

 Cisco AnyConnect – VPN token  EMACS  Employee timesheet services website Payroll submittal due to the County Finance 8 hours  Financial accounting system of San Bernardino  Leave accruals by director  Leave balances – Macro  Time and labor interface report

Tier 2 (24 hours - 72 hours)

Mission Essential Records Mission Essential Functions RTO Department and Databases

Air Quality and Mobility Access to audio and remote 24 hours Programs message log records for all incoming Call box management call box calls

Activation of contracts, contract Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy) Finance Executed contracts amendments, purchase orders, and 24 hours change orders

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Tier 2 (24 hours - 72 hours)

Mission Essential Records and Mission Essential Functions RTO Department Databases

 Chart of accounts - balance sheet  Chart of accounts - expenditures  Chart of accounts - revenues Finance  Financial accounting system Maintain chart of accounts 24 hours  Major budgetary item request form 39  Subtask form 40

 Distribution lists for contact information General  SANBAG Joint Powers Agreement Provide legal advice to the Board of 24 hours Counsel  SANBAG Bylaws Directors and staff  SBCTA Administrative Code  Westlaw Edge

 Distribution lists for contact information 24 hours depending General  SANBAG Joint Powers Agreement Oversee litigation and attend closed on the stage of the Counsel sessions  SANBAG Bylaws litigation  SBCTA Administrative Code  Westlaw Edge  Procedure 10104 – Emergency Action Plan  Supporting Document - Board Panic Alarm Testing Daily security of the Santa Fe Depot Management Services 24 hours  Supporting Document – Security facility Panic Alarm Instructions  Supporting Document – Central Responsibilities SBCTA Operations  Procedure 10104 – Emergency Action Plan Monitor Depot daily operations and Management Services 24 hours  Supporting Document – Central respond accordingly Responsibilities SBCTA Operation

Management Services Procedure 10104 – Illness and Injury Maintain Santa Fe Depot facility 24 hours Prevention Program Administer worker’s compensation Management Services Policy 10104 – Illness and Injury 24 hours Prevention Program benefits Administer HR policies and Management Services 24 hours Personnel policy folder procedures  Instructions are per the State of

California to report injuries via Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy) telephone Management Services Report employee injuries to OSHA 24 hours  Instructions are per the State of California. Reports to report injuries via email

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Tier 2 (24 hours - 72 hours)

Mission Essential Records and Mission Essential Functions RTO Department Databases

 Policy 15000 – Computer Network Disaster Recovery Plan Execute Computer Network Disaster Management Services  Procedure 15000 – Computer 24 hours Network Disaster Recovery Plan – Recovery Plan Test Procedure  Both Policy and Procedure 15000

 Grant Application History folder 24 hours depending Planning Projects and grants management  Maps folder on grant deadlines

 Executed contracts Project Delivery  Project correspondence Manage capital projects 24 hours  Project specifications

 Board agenda system – Minute 24 hours (for Support Traq Board and committee meetings emergency meeting Services  Distribution lists – for contact agenda posting) information

 Executed contracts  Google Earth  Project files – DMU to ZEMU  Project files – Metro Gold Line Foothill Extension Transit  Project files – Redlands Passenger Manage capital projects 24 hours Rail Project (RPRP)  Project files – Tunnel to Ontario Airport (ONT)  Project files – West Valley Connector (WVC)

 Policy 10400 – Surplus Real Property  Policy 31602 – SBCTA Rail Property  Policy 34509 – Project Development and Program Management Signatory and Transit Approval Authority Manage railroad right-of-way 24 hours  Property Information Management System (PIMS)  Right-of-way title documents  SBC Recorder’s system  SBCTA Right-of-way procedures

manual Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

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Tier 2 (24 hours - 72 hours)

Mission Essential Records and Mission Essential Functions RTO Department Databases

 Grants of use templates  List of lease-license tracking sheet  PIMS  Policy 31602 – SBCTA Rail Property  Policy 34509 – Project Transit Development and Program Right-of-way grants of use 24 hours Management Signatory and Approval Authority  Right-of-way title documents  SBC Recorder’s system  SBCTA Right-of-way procedures manual  Supporting Document – Computer Management Services Network Backup Procedure Monitor and maintain network 48 hours  Backup schedule procedures SharePoint Portal Resources – folder Management Services with several instructions and user Operate the “Help Desk” 48 hours guides  Cash balance report  CAMP online website Finance  LAIF online website Cash management 72 hours  San Bernardino County wire transfer memo  Conflict of Interest form  Contract number request form  Executed contracts Finance  Financial accounting system Procurement of goods and services 72 hours  IFB/RFP templates  PlanetBids  Procurement request form  Dropbox Legislative and Public Communicate with state and federal 72 hours Affairs  Federal Platform authorities  State Platform 72 hours to ensure Special Projects and Vendor certificates of insurance and Certificate of insurance review new critical services Strategic Initiatives endorsements start timely 72 hours to ensure Special Projects and Draft contracts and procurement Contract insurance requirement procurement of new Strategic Initiatives documents review critical services continue  Board agenda system – Minute 72 hours (for Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy) Traq Support Services Board and committee meetings standard/regularly  Distribution lists – for contact scheduled meetings) information

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Tier 3 (>72 hours - 1 week)

Mission Essential Records and Mission Essential Functions RTO Department Databases

 Distribution lists – contact information 1 week if a grant has Council of Governments Grant writing research and training  Grants list been identified  Website 1 week or less if  Agenda template Support City/County Managers Council of Governments agenda needs to be Technical Advisory Committee  Website posted

 [email protected] email  Cash balance report  Escrow letter 1 week, must meet prompt payment Finance  Escrow reconciliation Accounts and retention payable  Financial accounting system requirements for  Laserfiche, Laserfiche forms and construction contracts workflows  Wells Fargo online banking

 Cash balance report  Check log Finance  Check scanner software Cash receipts 1 week  Financial accounting system  Wells Fargo online banking

 Bonds roll forward report  Bond trustee monthly statements  CAMP monthly statement 1 week, report due 30 days after the end of  Cash balance report Finance Quarterly investment report the quarter per  County cash balance government code  Investment summary memo 53646  LAIF monthly statement  Summary of portfolio Holdings

 Executed contract/PO Finance  Financial accounting system Set up and update vendor codes 1 week  Vendor form

 Copy of original request for payment and journal entry Finance Void checks and process stop 1 week  Financial accounting system payments  Wells Fargo online banking

Legislative and Public Website management 1 week Affairs Website

Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

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Tier 3 (>72 hours - 1 week)

Mission Essential Records and Mission Essential Functions RTO Department Databases

 ESRI Platform  ArcGIS Geographic Information Systems Planning 1 week  SBCTA-GIS (GIS) and modeling  SBTAM Folder  Transcad  Budget information  Executed contracts Project Delivery  Invoices/Laserfiche Project controls 1 week  Financial accounting system  Project controls system - EcoSys

 Financial records Project Delivery  Payment records Tolling operations – systems design 1 week  Trip records

Special Projects and  Claims form 1 week to ensure Strategic Initiatives  Claims rejection letter Claims management statute of limitations period starts  Business continuity management Develop, maintain, communicate, 1 week to be able to Special Projects and program policy #10180 and train on Continuity of Operations assist with after Strategic Initiatives  Continuity of Operations plan Plans action interviews  AdobeCOOP Acrobatafter action DC template Perform special studies or projects – 1 week - depending Special Projects and  SBCTA developing continuity of  Board agenda system - Minute Implementation of an Enterprise on project and Board Strategic Initiatives operations plan procedure Traq Resource Planning system priority  Financial accounting system

 Board item and Board agenda 1 week during spring Special Projects and system - Minute Traq time due to the Procure insurance policies Strategic Initiatives  Capital assets spreadsheet duration of acquiring  Loss run report insurance policies

 Mail received Support Services Mail and delivery services 1 week  Front desk check log

 Dropbox Support Services  Public records request form Public records requests 1 week  Various documents depending on request

Support Services Out of state travel form Schedule travel and lodging 1 week

Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

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San Bernardino County Transportation Authority 6.b Enterprise Continuity of Operations Base Plan

Tier 3 (>72 hours - 1 week)

Mission Essential Records and Mission Essential Functions RTO Department Databases

 Joint Powers Agreement for SCRRA  MACC letter of appointment Communication, coordination, and  MACC portal funding allocation to rail operator Transit 1 week  SCRRA bylaws (Southern California Regional Rail  SCRRA Member Agency Authority - SCRRA) Committee Charter (MACC)  SCRRA subsidy funding tracking sheet

 Lyft Dropbox Manage Private Transportation Transit 1 week  Standardized Operating Provider Pilot program Procedures

 Administrative ROW Payment Procedures  Contract Change Order Procedures  Contract Contingency Release Procedures  Executed contracts  Financial accounting system  Flatiron West Construction Fund Distribution Worksheet  Flatiron West Bid List Support for City of Redlands Reimbursement Billings Transit Project controls 1 week  Flatiron West FTA Support for Reimbursement Billings  Invoice Payment Procedures  Invoice Review Checklist  Project Controls System - EcoSys  RPRP Right-of-Way Acquisition List (for invoicing)  RPRP Utility Relocation Matrix (for invoicing)  Summary Sheet to Omnitrans for FTA reimbursement Billing  TrAMS  Transit Vendor Contact List

Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

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Tier 4 (>1 week – 30 days)

Mission Essential Records and Mission Essential Functions RTO Department Databases

 Financial accounting system – MSI calculation and distribution of Finance Eden Script 2 weeks funds  Annual population statistics

Allocate and disburse Transportation  TDA related workbooks Fund Administration Development Act (TDA) and State of 2 weeks  SGR related workbooks Good Repair (SGR) funds

Apportion and Allocate state and Fund Administration 2 weeks SBCTA Portal Excel workbooks federal funds to transit operators

 CIP Database  CPNA Database Budget and plan annual appropriations, allocations, and Fund Administration  Measure “I” Revenue Forecast 2 weeks Distribution to Subareas workbook disbursements based on estimated  Measure “I” Arterial Program revenues workbook Develop and submit biennial State Transportation Improvement 2 weeks – Due in Fund Administration CalSmart Programs (STIP) as required by December of every California Transportation even year Commission (CTC) Ensure all funds are allocated Fund Administration State and Federal Funding related 2 weeks workbooks and worksheets without risk of loss

SCAG FTIP Database (web-based) – Identify and submit candidate Fund Administration Procedural guide is maintained by projects for Federal Transportation 2 weeks SCAG Improvement Programs (FTIP)

 Measure “I” portal sites Review and approve Measure “I” Fund Administration 2 weeks  Mountain/Desert Planning & invoices Programming site  TransTrack Communication, coordination,  FTA website Transit technical support, and funding 2 weeks  BlackCat – Caltrans grants system allocation to bus operators  TDA workbooks

 Rideshare database Transit Manage Rideshare programs 2 weeks  Non-disclosure agreement

 Trams  Vanpool annual reports  Vanpool CEO delegation  Vanpool database SB Loop Transit Vanpool Website & Manage Vanpool program 2 weeks Database/Reporting System Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)  Vanpool email  Vanpool letter of appointment  Vanpool monthly reports

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Tier 4 (>1 week – 30 days)

Mission Essential Records and Mission Essential Functions RTO Department Databases

 Financial accounting system 30 days or less  Grants tracking sheets Finance Billing depending on  Procedures and forms reversion dates  Billing contacts

 Final budget document Budget adoption and posting to the Finance 30 days  Financial accounting system financial accounting system Develop and implement biennial  10-Year Delivery Plan 30 days – biennial update to the Measure “I” 10-year Fund Administration depending on  Bond Model Workbook Delivery Plan, including bonding bonding schedule  EcoSys strategies

 Measure “I” portal sites Process funding, expenditure and Fund Administration 30 days  Mountain/Desert Planning & term loan agreements Programming site

 Board agenda system – Minute Other systems that are Traq common for most  Imaging system - Laserfiche functions  Worksites – Microsoft SharePoint/SBCTA Portal Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

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6.b San Bernardino County Transportation Authority Enterprise Continuity of Operations Base Plan

Appendix J: Dependencies by Department

This table shows by department Dependencies and their associated departments for each mission essential function.

Table 16: Dependencies by Department

Tier 1 (0-12 hours, < 24 hours)

Department Responsible for Department Dependencies Dependencies Mission Essential Function RTO

Implementation of priorities All departments Identify priorities for SBCTA and Executive Office Legal advice General Counsel 1 hour provide leadership Policy direction Board of Directors  Communication support Legislative and Public Affairs  Lobbyist services Liaison with Board of Directors, federal, state, and Program status updates All departments Executive Office local governments, and 1 hour  Mail and delivery services organizations at the executive Support Services level  Schedule meeting and perform travel arrangements

Newsletter Constant Contact

Provide information about legislation affecting SBCTA,  California Advisors, Inc. SBCOG and stakeholders  Potomac Partners DC. LLC Legislative and Public Communicate with Board of Provide information regarding funding statuses and 1 hour Affairs Fund Administration Directors/senior management expectations

Provide information regarding statuses of expected Planning projects

Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management

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6.b San Bernardino County Transportation Authority Enterprise Continuity of Operations Base Plan

Tier 1 (0-12 hours, < 24 hours)

Department Responsible for Department Dependencies Dependencies Mission Essential Function RTO

 All departments  California Highway Patrol Legislative and Public Serve as a resource for information regarding  California Department of

Affairs, continued impact(s) of disruptive incident Transportation (Caltrans)  Contractors in field  Transit providers

Accounts payable Finance

Annual report Bernard Arroyo

FSP driver assistance data server Amazon

CHP Field Officer Supervision services California Highway Patrol

GPS data service AT&T

 City of Brea Air Quality and Mobility Financial accounting system  Finance Freeway service patrol 8 hours Programs  Management Services - IT

Mail and delivery services Support Services

Mobile relay station equipment (Ultra High Frequency) Mobile Relay Associates LLC  Airport Mobil Towing  Pepe’s Tow Towing services  Pomona Valley Towing  Royal Coaches Towing  Steve’s Towing

Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management

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6.b San Bernardino County Transportation Authority Enterprise Continuity of Operations Base Plan

Tier 2 (24 hours - 72 hours)

Department Responsible for Department Dependencies Dependencies Mission Essential Function RTO

Finance Employee time/labor information All departments

 City of Brea Financial accounting system  Management Services – IT  Tyler Technologies

 City of Brea Imaging system - Laserfiche  Management Services - IT

 County of San Bernardino Human Resources Payroll submittal due to the Payroll processing services 8 hours  County of San Bernardino County of San Bernardino Auditor-Controller/Treasurer/Tax Collector

County of San Bernardino VPN Cisco token Information Services Department

 City of Brea Web based timesheet system  Management Services – IT  Tyler Technologies

Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management

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6.b San Bernardino County Transportation Authority Enterprise Continuity of Operations Base Plan

Tier 2 (24 hours - 72 hours)

Department Responsible Department Dependencies for Dependencies Mission Essential Function RTO

Accounts payable Finance

Call box answering center AAMCOM

Call box maintenance services CASE Systems Inc.

Cellular services Verizon Wireless

California Highway Patrol Dispatch Air Quality and Mobility Coordination regarding level and type of assistance Centers located in San Bernardino Call box management 24 hours Programs needed for each Motorist’s requests County Office of Legislative and Public External communications Affairs

 City of Brea Financial accounting system  Finance  Management Services - IT

 City of Brea Financial accounting system  Finance  Management Services - IT

 City of Brea Activation of contracts, contract Imaging system - Laserfiche, Laserfiche forms and Finance  ECS Imaging Inc. amendments, purchase orders, 24 hours workflow and change orders  Management Services - IT

Invoices and approved request for payments All departments documents

Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management

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6.b San Bernardino County Transportation Authority Enterprise Continuity of Operations Base Plan

Tier 2 (24 hours - 72 hours)

Department Responsible Department Dependencies for Dependencies Mission Essential Function RTO

 Procurement Executed contracts/revenue agreements  All departments  City of Brea Finance Financial accounting system  Management Services – IT Maintain chart of accounts 24 hours  Tyler Technologies Inc. Requests for new accounting strings All departments Accounts payable Finance  City of Brea Financial accounting system  Finance  Management Services - IT Mail and delivery services Support Services Provide legal advice to the Board General Counsel 24 hours Program/project information All departments of Directors and staff  Carl Warren & Company Third party administrator  George Hills Inc.  Risk Management Westlaw Edge Online - legal research Thomson Reuters(West Publishing) Accounts payable Finance  City of Brea Financial accounting system  Finance  Management Services - IT 24 hours depending  Kaplan, Kirsch & Rockwell Oversee litigation and attend General Counsel on the stage of the  Nossaman LLP closed sessions litigation Legal services  Thompson & Colegate  Woodruff, Spradlin, & Smart  Gibbs Giden Westlaw Edge Online - legal research Thomson Reuters (West Publishing) Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management

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6.b San Bernardino County Transportation Authority Enterprise Continuity of Operations Base Plan

Tier 2 (24 hours - 72 hours)

Department Responsible Department Dependencies for Dependencies Mission Essential Function RTO

Create, maintain, and manage third party contracts for Daily security of the Santa Fe Management Services property operations – security, HVAC, custodial CityCom Real Estate Services 24 hours services, etc. Depot facility Create, maintain, and manage third party contracts for Monitor Depot daily operations Management Services property operations – security, HVAC, custodial CityCom Real Estate Services 24 hours services, etc. and respond accordingly Create, maintain, and manage third party contracts for Management Services property operations – security, HVAC, custodial CityCom Real Estate Services Maintain Santa Fe Depot facility 24 hours services, etc. Provides non-emergency medical care for injuries and illnesses incurred as a result of the working environment Fox Occupational Medical Center Administer worker’s Management Services 24 hours Emergency services and/or urgent care when Fox Nearest hospital providing compensation benefits Occupational Medical Center is unavailable emergency services Administer HR policies and Management Services Review and implement policies Department level supervisors 24 hours procedures Report employee injuries to Management Services Timely report any employee injuries Department level supervisors 24 hours OSHA  Verify the integrity of failed over systems; verify reliability of Disaster Recovery (DR) server  Contact ECS Imaging, Inc. to relicense the DR City of Brea IT Laserfiche servers and to make them accessible  Grant designated SBCTA staff access to the remote Execute Computer Network Management Services Disaster Recovery network via preconfigured laptops 24 hours Disaster Recovery Plan Licensing services for Imaging system - Laserfiche ECS Imaging, Inc.  Houses and maintains the cloud Backup services for SBCTA City of Brea IT (Unitrends)  Manually start the Disaster Recovery servers Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management

Page | 72 December 2020 Packet Pg. 116

6.b San Bernardino County Transportation Authority Enterprise Continuity of Operations Base Plan

Tier 2 (24 hours - 72 hours)

Department Responsible Department Dependencies for Dependencies Mission Essential Function RTO

 Board  Executive Office Board item processing and approval- Minute Traq  Finance (approvals for grants)  Fund Administration  General Counsel  Support Services Grant writing services Blais and Associates  Alta Planning Design  Cambridge Systematics Inc. 24 hours depending Planning Projects and grants management  Dudek on grant deadlines On-call planning services  Fehr & Peers  HDR Engineering Inc.  Michael Baker International Inc.  Fund Administration Provides source of funding to start and or continue  Project Delivery projects  Transit Distribution lists for contact information Support Services California Department of Contract Administration Transportation (Caltrans) or Participating City or County Incident Management California Highway Patrol

 Board Project Delivery Manage capital projects 24 hours  Executive Office Board item processing and approval- (environmental  Finance and right of way acquisition)  Fund Administration  General Counsel  Support Services Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management

Page | 73 December 2020 Packet Pg. 117

6.b San Bernardino County Transportation Authority Enterprise Continuity of Operations Base Plan

Tier 2 (24 hours - 72 hours)

Department Responsible Department Dependencies for Dependencies Mission Essential Function RTO

 Claim management Risk Management  Incident management Communication to general public; consistent messaging Legislative and Public Affairs to all stakeholders  Construction manager Parsons Transportation Group,  Project management Inc. Manage capital projects 24 hours  City of Brea Project scheduling system – P6  Oracle  Management Services - IT  City of Brea Project Delivery, continued Project controls system - EcoSys  Intergraph  Management Services - IT

 Rosenthal  Epic Land Solutions  Right of Way Acquisition  Overland, Pacific & Cutler,  Utility Relocation LLC (OPC) Manage capital projects 24 hours  Woodruff, Spradlin & Smart (WSS)

Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management

Page | 74 December 2020 Packet Pg. 118

6.b San Bernardino County Transportation Authority Enterprise Continuity of Operations Base Plan

Tier 2 (24 hours - 72 hours)

Department Responsible Department Dependencies for Dependencies Mission Essential Function RTO

Accounts payable Finance Agenda preparation, routing, and approvals All departments

Board agenda system – Minute Traq Granicus

 Board President or Executive Director Contract and other document signatures  General Counsel  Procurement Manager

 All departments Closed session briefings  General Counsel Copier leases for printing of agendas Xerox 24 hours (for Support Services Board and committee meetings emergency meeting County of San Bernardino Sheriff Law enforcement services agenda posting) Department  City of Brea Financial accounting system  Finance  Management Services - IT  Legislative and Public Affairs Posting of Agenda  Planeteria

Provide an electronic forum and meeting place Zoom

Record video of meetings City of San Bernardino Web postings Planeteria

Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management

Page | 75 December 2020 Packet Pg. 119

6.b San Bernardino County Transportation Authority Enterprise Continuity of Operations Base Plan

Tier 2 (24 hours - 72 hours)

Department Responsible Department Dependencies for Dependencies Mission Essential Function RTO

 City of Brea Board agenda system – Minute Traq  Management Services - IT  Support Services

 Board  Executive Office Board item processing and approval (environmental and  Finance right-of-way acquisition)  Fund Administration  General Counsel  Support Services Transit Manage capital projects 24 hours  Claim management Risk Management  Incident management Communication to general public; consistent messaging to Legislative and Public Affairs all stakeholders  AECOM Construction management services  LAN Design services Parsons Federal rail and bus project funding oversight Federal Transit Administration Omnitrans project management oversight Omnitrans  Mott McDonald Project management support services  RailPros  WSP Transit, continued Manage capital projects 24 hours  Project Delivery Project controls system (EcoSys)  Management Services - IT SCRRA project management oversight SCRRA

Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management

Page | 76 December 2020 Packet Pg. 120

6.b San Bernardino County Transportation Authority Enterprise Continuity of Operations Base Plan

Tier 2 (24 hours - 72 hours)

Department Responsible Department Dependencies for Dependencies Mission Essential Function RTO

Legal services General Counsel

Maintenance services outside the operating envelope Joshua Grading & Excavating Inc.

Maintenance services within the operating envelope SCRRA

Transit  Recording services County of San Bernardino Manage railroad right-of-way 24 hours  Title research Assessor/Recorder’s Office County of San Bernardino Property Information Management System (PIMS) Assessor/Recorder’s Office

County of San Bernardino VPN Cisco access for SBC Recorder’s system Information Services Department

Accounts payable Finance  Epic Land Solutions Inc. Billing services  Finance  City of Brea Board agenda system – Minute Traq  Support Services  Management Services - IT Transit Right-of-way grants of use 24 hours  Board  Executive Office Board item processing and approval (REDA process for  Finance grants of use application))  Fund Administration  General Counsel  Support Services

Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management

Page | 77 December 2020 Packet Pg. 121

6.b San Bernardino County Transportation Authority Enterprise Continuity of Operations Base Plan

Tier 2 (24 hours - 72 hours)

Department Responsible Department Dependencies for Dependencies Mission Essential Function RTO

 City of Brea Financial accounting system  Finance  Management Services - IT

Insurance review Risk Management

Legal services General Counsel

Transit, continued Property management system - EPMA system Epic Land Solutions Right-of-way grants of use 24 hours

 Recording services SBC Assessor/Recorder’s Office  Title search Right-of-way plan review WSP USA Inc. VPN Cisco token and access to County of San Bernardino County of San Bernardino Recorder’s system Information Technology Services

Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management

Page | 78 December 2020 Packet Pg. 122

6.b San Bernardino County Transportation Authority Enterprise Continuity of Operations Base Plan

Tier 2 (24 hours - 72 hours)

Department Responsible Mission Essential Function RTO Department Dependencies for Dependencies  Agiline (Microsoft SharePoint)  Adobe (Adobe Acrobat DC)  Caltrans (Forms Plus)  City of Brea IT (Windows; Microsoft Exchange; Microsoft Office; Sophos Antivirus; SpamTitan; Microsoft Project; Kaseya; Unitrends; VMware)  Dropbox (Dropbox)  ECS Imaging, Inc. (Laserfiche)  Epic Land Solutions, INC. (EPMA)  ESRI (ArcGIS) Provides Hardware/Infrastructure maintenance and  Frontier (Depot Phone Management Services troubleshooting services Service & Internet) Monitor and maintain network 48 hours  Granicus (Minute Traq)  GoTo (GoTo Meetings)  Intergraph Corp. (EcoSYS EPC)  KTS Networks (Mitel Connect)  NEOGOV (NEOGOV)  Oracle (Oracle Primavera P6)  San Bernardino County ISD Office (Kaseya)  Tyler Technologies (Eden; Audacity)  Verizon (Select iPads and hotspots)  Zoho (Cliq)  Zoom (Zoom) Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management

Page | 79 December 2020 Packet Pg. 123

6.b San Bernardino County Transportation Authority Enterprise Continuity of Operations Base Plan

Tier 2 (24 hours - 72 hours)

Department Responsible Department Dependencies for Dependencies Mission Essential Function RTO

Assist and troubleshoots information technology City of Brea IT Management Services issues/problems Operate the “Help Desk” 48 hours

Banking services Wells Fargo Bank N.A.  California Asset Management Program (CAMP) Finance  Local Agency Investment Cash Management 72 hours Investment pool services Fund (LAIF)  County of San Bernardino Auditor-Controller Treasurer/Tax Collector  City of Brea Board agenda system – Minute Traq  Support Services  Management Services - IT  Board  Executive Office Board item processing and approval- Minute Traq  Finance (approvals for contract)  Fund Administration  General Counsel Procurement of goods and  Support Services 72 hours Finance services  Certificate of insurance review Risk Management  Contract insurance requirement review Create new contract number in Financial accounting Finance system  Executed contracts Support Services  Mail and delivery services Issue purchase orders Finance Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management

Page | 80 December 2020 Packet Pg. 124

6.b San Bernardino County Transportation Authority Enterprise Continuity of Operations Base Plan

Tier 2 (24 hours - 72 hours)

Department Responsible Department Dependencies for Dependencies Mission Essential Function RTO

Imaging system - Laserfiche, Laserfiche Forms and ECS Imaging Inc. workflows Legal review General Counsel Procurement of goods and 72 hours Finance, continued Online procurement services PlanetBids services Set up vendor code Finance Approval for building repairs for the Santa Fe Depot State Historic Preservation Officer Accounts payable Finance  City of Brea Board agenda system – Minute Traq  Support Services  Management Services - IT  Board  Executive Office Board item processing and approval of state and federal  Finance platforms and opposition or support for new legislation  Fund Administration Legislative and Public  General Counsel Communicate with state and 72 hours Affairs  Support Services federal authorities Federal advocates Potomac Partners DC LLC.  City of Brea Financial accounting system  Finance  Management Services - IT Manage incident reporting and dissemination of it to Costin Public Outreach agency staff, stakeholders and media State advocates California Advisors, Inc. 72 hours to Special Projects and ensure new Insurance certificates and endorsements All contracted vendors Certificate of insurance review Strategic Initiatives critical services start timely Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management

Page | 81 December 2020 Packet Pg. 125

6.b San Bernardino County Transportation Authority Enterprise Continuity of Operations Base Plan

Tier 2 (24 hours - 72 hours)

Department Responsible Department Dependencies for Dependencies Mission Essential Function RTO

Board agenda system - Minute Traq Support Services 72 hours to ensure Special Projects and Contract insurance requirement procurement of new Alliant Insurance Services as Strategic Initiatives Recommend contract insurance requirements review critical services needed continue Accounts payable Finance

Agenda preparation, routing, and approvals All departments

Board agenda system – Minute Traq Granicus  Board President or Executive Director 72 hours (for Contract and other document signatures Board and Committee Meetings standard/regularly  General Counsel scheduled meetings)  Procurement Manager  All departments Closed session briefings  General Counsel

Copier leases for printing of agendas Xerox Support Services County of San Bernardino Law enforcement services Sheriff Department  City of Brea Financial accounting system  Finance  Management Services - IT 72 hours (for standard/regul  Legislative and Public Affairs Board and Committee Meetings Posting of Agenda arly scheduled  Planeteria meetings) Provide an electronic forum and meeting place Zoom Record video of meetings City of San Bernardino Web postings Planeteria Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management

Page | 82 December 2020 Packet Pg. 126

6.b San Bernardino County Transportation Authority Enterprise Continuity of Operations Base Plan

Tier 3 (>72 hours – 1 week)

Department Responsible Department Dependencies for Dependencies Mission Essential Function RTO

Accounts payable Finance  City of Brea Financial accounting system  Finance Grant writing research and 1 week if a grant has Council of Governments  Management Services - IT training been identified Grants research and training Blais and Associates

Provide electronic forum and meeting place Support Services

 All departments Identify items to include in meeting agenda  All city/county participants  Create agenda  Post agenda of monthly committee meetings on the 1 week or less if Support City/County Managers Council of Governments website and within lobby 72 hours in advance of agenda needs to be Technical Advisory Committee meeting Support Services posted  Distribution lists contact information of committee members  Take minutes

 City of Brea Financial accounting system  Management Services – IT  Tyler Technologies Inc. 1 week, must meet  City of Brea prompt payment Finance Imaging system - Laserfiche, Laserfiche forms and Accounts and retention payable  Management Services – IT requirements for workflow  ECS Imaging Inc. construction contracts Invoices and approved request for payments All departments documents

Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management

Page | 83 December 2020 Packet Pg. 127

6.b San Bernardino County Transportation Authority Enterprise Continuity of Operations Base Plan

Tier 3 (>72 hours – 1 week)

Department Responsible Department Dependencies for Dependencies Mission Essential Function RTO

 Banking services Wells Fargo Bank N.A.  Check scanner

 City of Brea Imaging system - Laserfiche Finance  Management Services - IT Cash receipts 1 week

 Mail and delivery services  Maintain check log and temporary custody of Support Services checks

Banking services Wells Fargo Bank N.A.

 CAMP  LAIF 1 week, report due 30 days after the  County of San Bernardino Finance Investment pool services Quarterly investment report end of the quarter Auditor- per government Controller/Treasurer/Tax code 53646 Collector Investment portfolio management services PFM Asset Management LLC

Filled out vendor form, W-9, bank letter or voided check All vendors

 City of Brea Financial accounting system  Management Services – IT  Tyler Technologies Inc. Finance  City of Brea Set up and update vendor codes 1 week Laserfiche, Laserfiche forms and workflows  ECS Imaging Inc.  Management Services –IT

W-9 verification Internal Revenue Services (IRS) Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management

Page | 84 December 2020 Packet Pg. 128

6.b San Bernardino County Transportation Authority Enterprise Continuity of Operations Base Plan

Tier 3 (>72 hours – 1 week)

Department Responsible Department Dependencies for Dependencies Mission Essential Function RTO

Banking services Wells Fargo Bank N.A.

 City of Brea Financial accounting system  Management Services – IT Void checks and process stop Finance  Tyler Technologies Inc. 1 week payments  City of Brea Imaging system - Laserfiche  Management Services - IT Request for void (including Backup documentation) All departments Accounts Payable Finance  City of Brea Financial accounting system  Finance Legislative and Public  Management Services - IT Provide the most up to date information and resources Website management 1 week Affairs All departments to be posted, linked to, or provided for all users Website consulting services Planeteria Website hosting services Blue Host  Accounts Payable Finance  Accounts Receivable/billing  City of Brea Financial accounting system  Finance  Management Services - IT Environmental Systems Geographic Information Systems Planning GIS maintenance agreement 1 week Research Institute (ESRI) (GIS) and modeling Modeling license Cambridge Systematics, Inc. Street network subscription, aerial photography, and County of San Bernardino parcel information Information Services Department TransCAD software Caliper Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management

Page | 85 December 2020 Packet Pg. 129

6.b San Bernardino County Transportation Authority Enterprise Continuity of Operations Base Plan

Tier 3 (>72 hours – 1 week)

Department Responsible Department Dependencies for Dependencies Mission Essential Function RTO

 Accounts and retention payable  Billing services  Reclassifications Finance  Process contract amendments/change orders/contingency releases  City of Brea Board agenda system – Minute Traq  Support Services  Management Services - IT  Board  Executive Office Board item processing and approval of state and federal  Finance platforms and opposition or support for new legislation  Fund Administration  General Counsel  Support Services Project Delivery Project controls 1 week Federal advocates Potomac Partners DC LLC.  City of Brea Financial accounting system  Finance  Management Services – IT Mail and delivery services Support Services  City of Brea Minute Traq – Board agenda system  Support Services  Management Services - IT Staff augmentation services Parsons Transportation Group, Inc.  City of Brea IT Project management system  Intergraph Corporation  Management Services - IT Provide funding updates and statuses Fund Administration

Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management

Page | 86 December 2020 Packet Pg. 130

6.b San Bernardino County Transportation Authority Enterprise Continuity of Operations Base Plan

Tier 3 (>72 hours – 1 week)

Department Responsible Department Dependencies for Dependencies Mission Essential Function RTO

TransCore, Roper Technologies Design of toll operations system Company

Customer Service, Billing, Coordination and integration of Transportation Corridor Agency SBCTA’s toll operations system with Transportation (TCA) Tolling operations – systems Project Delivery Corridor Agency (TCA) toll revenue collection system 1 week design Project management services (I-10 Express Lanes) HNTB Corporation

Transportation Infrastructure Finance and Innovation Act Finance (TIFIA) loan management  Accounts payable  Authorize payment to claimant Finance  Manage bank account for claims  Annual five year statistical report  Claim administration including legal strategies and  Carl Warren & Company investigations  George Hills  Make payments pursuant to claim  Monthly loss run reports 1 week to ensure Special Projects and Claims management statute of limitations Strategic Initiatives  Executive Office Authorize settlement amount period starts  Board  Claim must be submitted to the Clerk of the Board per Government Code Support Services  Mail and delivery services  City of Brea Financial accounting system  Finance  Management Services – IT

 Coordination and development of Testing Exercises Develop, maintain, 1 week to be able Special Projects and  New or updated business processes and Business All departments communicate, and train on to assist with after Strategic Initiatives Impact Analysis Continuity of Operations Plans action interviews Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management

Page | 87 December 2020 Packet Pg. 131

6.b San Bernardino County Transportation Authority Enterprise Continuity of Operations Base Plan

Tier 3 (>72 hours – 1 week)

Department Responsible Department Dependencies for Dependencies Mission Essential Function RTO

Accounts payable Finance  Board  Executive Office  Fund Administration Agenda processing and approval of recommended  General Counsel insurance policies  Granicus  Finance  Support Services  Agency annual salary 1 week during spring Special Projects and  Agency operating budget amount Finance time due to the Procure insurance policies Strategic Initiatives  List and value of owned property duration of acquiring insurance policies  City of Brea Financial accounting system  Finance  Management Services – IT List of vehicles and driving information Management Services - HR New programs or upcoming completed SBCTA assets that All departments may require additional or new insurance policies

Recommend and procure insurance coverages through Alliant Insurance Services various underwriters Accounts payable Finance  Board  Executive Office Perform special studies or 1 week -  Fund Administration Special Projects and Agenda processing and approval of recommended projects – Implementation of depending on  General Counsel Strategic Initiatives insurance policies an Enterprise Resource project and Board  Granicus Planning system priority  Finance  Support Services Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management

Page | 88 December 2020 Packet Pg. 132

6.b San Bernardino County Transportation Authority Enterprise Continuity of Operations Base Plan

Tier 3 (>72 hours – 1 week)

Department Responsible Department Dependencies for Dependencies Mission Essential Function RTO

 City of Brea Perform special studies or 1 week - Special Projects and Financial accounting system  Finance projects – Implementation of depending on Strategic Initiatives,  Management Services – IT an Enterprise Resource project and Board continued Identification of business requirements All departments Planning system priority  County of San Bernardino Purchasing Department  Federal Express (FedEx) Delivery of mail and parcels Support Services  United Parcel Service (UPS) Mail and delivery services 1 week  United States Postal Service (USPS) Postage machine at Santa Fe Depot Quadient  All departments Locating and assembly of documents/records  Iron Mountain Support Services  Laserfiche – ECS Imaging Inc. Public records requests 1 week Electronic provision of documents Dropbox Support Services Travel information Employee or Board member Schedule travel and lodging 1 week BlackCat grants system for Caltrans 511 grant applications Caltrans  City of Brea Board agenda system – Minute Traq  Management Services - IT  Support Services  Board Communication, coordination,  Executive Office and funding allocation to rail Transit  Finance operator (Southern California 1 week Board item processing and approval Regional Rail Authority -  Fund Administration SCRRA)  General Counsel  Support Services  Claim processing Fund Administration  Funding allocation and grant management services Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management

Page | 89 December 2020 Packet Pg. 133

6.b San Bernardino County Transportation Authority Enterprise Continuity of Operations Base Plan

Tier 3 (>72 hours – 1 week)

Department Responsible Department Dependencies for Dependencies Mission Essential Function RTO

Accounts Payable Finance Dropbox – file transfers Lyft LLC  City of Brea Financial accounting system  Finance  Management Services – IT Manage Private Transportation Transit 1 week Call answering services AAMCO Inc. Provider Pilot program Lyft LLC (ADA services must be operational or other services Transportation services can no longer be continued – ButterFLi is the current ADA subcontractor)

Tier 4 (>1 week – 30 days)

Department Responsible Department Dependencies for Dependencies Mission Essential Function RTO

Auditing services - Annual audit reports of local Eide & Bailey LLP jurisdictions MSI program Board approved population statistics Fund Administration  City of Brea Financial accounting system  Management Services – IT MSI calculation and distribution of Finance 2 weeks  Tyler Technologies Inc. funds Eden MSI allocation script Tyler Technologies Inc. Hinderliter, De Llamas & Sales tax statistics and projections Association (HDL) Trustee services U.S. Bank Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management

Page | 90 December 2020 Packet Pg. 134

6.b San Bernardino County Transportation Authority Enterprise Continuity of Operations Base Plan

Tier 4 (>1 week – 30 days)

Department Responsible Department Dependencies for Dependencies Mission Essential Function RTO

 Accounts payable Finance  Approval of revenue projections

 San Bernardino County Annual Population estimates Planning Department  State Department of Finance

Apportionment/allocations, invoices/claims for Article 3 Planning funding Apportionment/allocations, invoices/claims for Article 8 Local jurisdictions funding Apportionment/allocations, invoices/claims for transit Allocate and disburse Transit Transportation Development Act Fund Administration operators and SBTCA 2 weeks (TDA) and State of Good Repair  City of Brea (SGR) funds Financial accounting system  Finance  Management Services - IT

San Bernardino County Auditor Processing payments Controller/Treasurer-Tax-Collector

 San Bernardino County Auditor Controller/Treasurer- Revenue projections from historical data, current sales Tax-Collector tax projections  California State Controller’s Office

Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management

Page | 91 December 2020 Packet Pg. 135

6.b San Bernardino County Transportation Authority Enterprise Continuity of Operations Base Plan

Tier 4 (>1 week – 30 days)

Department Responsible Department Dependencies for Dependencies Mission Essential Function RTO

Apportionment estimates State Controller’s Office  Federal Transit Administration Federal funding agreements  Omnitrans  Transit  Caltrans Apportion and Allocate state and Fund Administration State funding agreements  CalSTA 2 weeks federal funds to transit operators  Transit  Federal Transit Administration Verifying availability and fiscal year balances of funds  SCAG  Omnitrans  SCRRA

Tier 4 (>1 week – 30 days)

Department Responsible Department Dependencies for Dependencies Mission Essential Function RTO

 Adopted Local Jurisdictions Measure “I” Local Pass- thru CIP  Adopted Local Jurisdictions Measure “I” Valley Major Local jurisdictions Street Arterial and Mountain/Desert CPNA Budget and plan annual  CIP/CPNA Database project submittal from local appropriations, allocations, and Fund Administration 2 weeks jurisdictions disbursements based on Measure “I” Revenue projections Finance estimated revenues State Controller’s Office population estimates State Department of Finance County of San Bernardino County Planning population distribution analysis Planning Department Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management

Page | 92 December 2020 Packet Pg. 136

6.b San Bernardino County Transportation Authority Enterprise Continuity of Operations Base Plan

Tier 4 (>1 week – 30 days)

Department Responsible Department Dependencies for Dependencies Mission Essential Function RTO

Access to ePPR module of CalSmart, Section 17 Caltrans

 Adopted CTC STIP fund estimate and guidelines CTC, Guided by legislation with Develop and submit biennial State  Emails from CTC no flexibility to delay the filing Transportation Improvement 2 weeks – Due in Fund Administration Programs (STIP) as required by December of every  STIP Hearing Briefing Book date. California Transportation even year Commission (CTC) Detailed Project Programming Summary Table excel  Transit worksheet  Project Delivery  Cooperative Work Agreements (CWA)  Earmark Repurposing  Federal Inactive Projects report  Funding Source Guidelines Caltrans  OA Reports and STP/CMAQ AB1012 “use it or lose it” Reports  State and federal funding agreements  Caltrans  E76/Program Supplements  Finance Ensure all funds are allocated Fund Administration  Final Close Out Packages funding/expenditures 2 weeks  Project Delivery without risk of loss reconciliation  Transit

 Caltrans  CTC  Funding Source Guidelines from CTC  Local jurisdictions  Programming/Allocation/Extension Requests  Transit operators  Timely Use of Funds tracking  Project Delivery  Transit

Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management

Page | 93 December 2020 Packet Pg. 137

6.b San Bernardino County Transportation Authority Enterprise Continuity of Operations Base Plan

Tier 4 (>1 week – 30 days)

Department Responsible Department Dependencies for Dependencies Mission Essential Function RTO

 Caltrans  Local jurisdictions Fund Administration,  Transit operators Ensure all funds are allocated Programming projects in the FTIP 2 weeks continued  Project Delivery without risk of loss  Transit  SCAG  Local jurisdictions  Notification of FTIP modification opportunities  Transit operators  FTIP project markup sheets from agency  Caltrans representatives Identify and submit candidate  Transit Fund Administration  Phone and email inquiries from agency projects for Federal Transportation 2 weeks representatives  Project Delivery Improvement Programs (FTIP)  SCAG SCAG FTIP Database SCAG Accounts payable Finance  City of Brea Financial accounting system  Finance Review and approve Measure “I” Fund Administration 2 weeks  Management Services - IT invoices Local jurisdictions’ invoice/claims including support  Local Jurisdictions documentation submittals  Finance Accounts payable Finance  City of Brea Financial accounting system  Finance  Management Services - IT Transit Manage Rideshare programs 2 weeks Riverside County Transportation Program administration Commission (RCTC) Trapeze Software Group Inc. Software implementation /TripSpark. Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management

Page | 94 December 2020 Packet Pg. 138

6.b San Bernardino County Transportation Authority Enterprise Continuity of Operations Base Plan

Tier 4 (>1 week – 30 days)

Department Responsible Department Dependencies for Dependencies Mission Essential Function RTO

Accounts payable Finance  City of Brea Financial accounting system  Finance  Management Services - IT Marketing services Creative Productions Transit Manage Vanpool program 2 weeks Program administration WSP USA Inc.

Software implementation Trapeze Software Group Inc.

 Airport Van Rental Vanpool fleet services  Enterprise Rideshare  All departments Executed revenue agreements  Support Services  Management Services – IT Financial accounting system  Tyler Technologies Inc. 30 days or less Finance  City of Brea Billing depending on Imaging system - Laserfiche  Management Services - IT reversion dates

Mail and delivery services Support Services

Program manager review All departments

Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management

Page | 95 December 2020 Packet Pg. 139

6.b San Bernardino County Transportation Authority Enterprise Continuity of Operations Base Plan

Tier 4 (>1 week – 30 days)

Department Responsible Department Dependencies for Dependencies Mission Essential Function RTO

Advertising services for public hearing Daily Journal Corporation.

 City of Brea Board agenda system – Minute Traq  Management Services – IT  Support Services  Board  Executive Office Board item processing and approval- Minute Traq (public  Finance Budget adoption and posting to the Finance 30 days hearing for budget adoption)  Fund Administration financial accounting system  General Counsel  Support Services

 City of Brea Financial accounting system  Management Services – IT  Tyler technologies Inc.

Population data for Gann limit calculation State Department of Finance  Project Delivery Access to major projects schedules and funding  Transit summary tables  Local jurisdictions  Board Develop and implement biennial  Executive Office 30 days – biennial update to the Measure “I” 10-year Fund Administration  Finance depending on Board item processing Delivery Plan, including bonding  Fund Administration bonding schedule strategies  General Counsel  Support Services  Finance Coordination on bonding needs  PFM Asset Management LLC. Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management

Page | 96 December 2020 Packet Pg. 140

6.b San Bernardino County Transportation Authority Enterprise Continuity of Operations Base Plan

Tier 4 (>1 week – 30 days)

Department Responsible Department Dependencies for Dependencies Mission Essential Function RTO

Formatting and printing of 10-Year Delivery Plan Report Legislative and Public Affairs (MS Word document) Develop and implement biennial 30 days – biennial Fund Administration, update to the Measure “I” 10-year  Finance depending on continued Delivery Plan, including bonding Measure “I” revenue projections thru 2040 bonding schedule  Hinderliter De Llamas & strategies Association  Board  Executive Office  Finance Board item processing and approval of agreements with  Fund Administration Cities, County, and Transit Operators  General Counsel  Local Jurisdictions  Support Services Process funding, expenditure and Fund Administration 30 days  Transit Operators term loan agreements  City of Brea Minute Traq – Board agenda processing system  Management Services – IT  Support Services  General Counsel Negotiate agreements  Local Jurisdictions  Transit Operators  Adobe Acrobat DC  Email  City of Brea  Internet  Management Services – IT Dependencies that apply to  Laserfiche

almost every function  Microsoft Office Suite  ECS Imaging, Inc. for  Microsoft SharePoint/SBCTA Portal Laserfiche only  Network  Telephone services Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management

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Appendix K: Continuity of Operations Plan Activation Job Aid

During a disruption to SBCTA operations, department leadership and COOP Planning Leads or Alternates will guide Key Personnel and staff while they activate the COOP. The COOP Activation job aid is designed to facilitate a smooth transition through Activation and relocation, continuity operations, and Reconstitution. While Reconstitution tasks are listed after continuity operations tasks in the job aid, it is generally understood that continuity operations and Reconstitution tasks will be performed concurrently.

Table 17: COOP Planning Leads/Alternates Job Aid

Date/Time Item Task Task Assigned To Completed Activation and Relocation Contact emergency responders (fire, police, 1 emergency medical services) if necessary. 2 Conduct evacuation of SBCTA facility, if necessary.

3 Conduct accountability of personnel and visitors.

4 Implement safety measures. Contact property manager (CityCom) to disconnect 5 utilities and power to the building to limit further damage. 6 Direct and assist emergency personnel as required.

7 Contact Board President to discuss the need to activate COOP

8 Activate COOP.

9 Notify SBCTA personnel about the incident and COOP Activation.

10 Hold Response meeting at pre-determined site or via phone. Utilize alternate communication equipment if telecommunications infrastructure is unavailable. 11 Coordinate relocation procedures in coordination with Management Services.

12 Notify external stakeholders of COOP Activation.

Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

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Date/Time Item Task Task Assigned To Completed 13 Assemble supporting elements required for reestablishing and performing Mission Essential Functions at Continuity Facility:  Essential Records and Databases  Critical software  Key Personnel  Critical Equipment Prepare designated communications and other 14 equipment for relocation. Take appropriate preventive measures to protect other 15 communications and equipment that will not be relocated. Ensure computer connectivity and phone line transfers 16 to the designated Continuity Facility or employees’ home office.

17 Ensure drive-away kits (COOP plans and supporting materials) are complete and ready for transfer.

18 Backup, secure, and retrieve vital records, if safe to do so.

19 Key Personnel begin moving to the Continuity Facility. Coordinate public information release regarding COOP 20 Activation with the Chief of Legislative and Public Affairs. Coordinate with the Finance Department to track all 21 expenses and resources related to the Emergency, if applicable. Notify insurance broker and insurance carrier of 22 disruptive incident.

Continuity Operations

23 Conduct accountability of personnel. Organize Key Personnel and account for Backup 24 personnel. Fill staffing shortages, as needed. Arrange for – adjust task based on the fact that 25 employees will use home office as alternative facility::  On-site telephone  E-mail and phone directory Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

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Date/Time Item Task Task Assigned To Completed Continuity Operations Occupy workspace – adjust task based on the fact that 26 employees will use home office as alternative facility:  Stow equipment.  Set up vital files, records, and databases.  Test phone, fax, e-mail, and other communications.  Establish communications with essential support elements and department elements. Determine which Mission Essential Functions have 27 been affected.

28 Prioritize Mission Essential Functions for Restoration. If needed, implement Orders of Succession and 29 Delegations of Authority. Ensure that all Critical Equipment, critical software, 30 and vital files, records, and databases are available at Continuity Facility, when applicable. 31 Coordinate procurement of additional equipment, as needed.

32 Begin performing Mission Essential Functions. Coordinate public information release on the status of 33 COOP implementation with the Chief of Legislative and Public Affairs. Track status and Restoration efforts of all Mission 34 Essential Functions. Begin redeployment plans for phasing down Continuity 35 Facility operations. Survey condition of primary location and determine 36 feasibility of salvaging, restoring, or returning to original facilities when Emergency subsides or is terminated.

Address new legislation or compliance requirements 37 resulting during the incident. Monitor staff well-being, manage fatigue and stress 38 issues Reconstitution Inform all personnel that the Emergency or Threat no 39 longer exists. Communicate with municipalities about Response 40 reentry actions. Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

41 Resume normal operations. 42 Inventory and salvage usable equipment, materials, records, and supplies from damaged facility.

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Date/Time Item Task Task Assigned To Completed Reconstitution Document any damaged or lost equipment and 43 records. Arrange for damaged facilities/resources to be 44 replaced.

45 Develop long-term Reconstitution and Recovery plans. Continue to track status and Restoration efforts of all 46 Mission Essential Functions. 47 Transition all functions, personnel, and equipment from Continuity Facility to designated permanent location. 48 Track COOP Activation-related costs for possible federal reimbursement.

49 Determine losses for insurance report. Coordinate public information release on the status of 50 Reconstitution efforts with the Chief of Legislative and Public Affairs. Conduct an after-action review of the effectiveness of 51 the COOP and identify areas for improvement. 52 Develop a corrective action plan and remedial action plan. 53 Request reimbursement through public assistance or insurance policies, when applicable.

Attachment: SBCTA Enterprise COOP Base Plan [Revision 1] (7129 : Business Continuity Management Program Policy)

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Continuity of Operations Plan

Attachment: SBCTA Dept COOP - Template (7129 : Business Continuity Management Program Policy)

Procedure 10180 Appendix C, SBCTA DEPT COOP

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Continuity Plan Approval

The Continuity Plan for the Department’s Name has been reviewed by the SBCTA Executive team. We understand our responsibilities and will execute this plan should a disruption in service or continuity Event occur.

By the signatures below, the following senior level management certify that they approve this Continuity Plan and fully understand the continuity of business operations procedures that are to be followed in the event of an Emergency that impacts the facilities and employees for which we are responsible.

Approved: ______Date ______Dr. Raymond W. Wolfe, Executive Director

Approved: ______Date ______Duane Baker, Deputy Executive Director

Approved: ______Date ______Directors Name, Title

Approved: ______Date ______Beatriz Valdez, Director of Special Projects and Strategic Initiatives

Approved: ______Date ______Eric Dahlen, Risk Manager

Attachment: SBCTA Dept COOP - Template (7129 : Business Continuity Management Program Policy)

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Table of Contents Continuity Plan Approval ...... 2 A. Table of Contents ...... 3 i. Introduction ...... 5 ii. Plan Development, Implementation and Maintenance ...... 6 iii. Objectives ...... 7 iv. Record of Changes ...... 8 v. Record of Distribution ...... 9 I. Essential Functions ...... 10 A. Identification of Essential Functions and RTO ...... 10 II. Identification of Staff to Perform Essential Functions ...... 11 A. Interdependencies ...... 12 B. Vendor Contact List ...... 12 III. Essential Records and Databases ...... 13 A. Survival Kit...... 13 B. Vital Records Management ...... 13 C. Information Systems and Hardware ...... 14 D. Other Equipment and Supplies ...... 14 IV. Continuity Facilities ...... 15 A. Advance Team ...... 15 B. Continuity Management Group ...... 15 C. Continuity Facility Requirements ...... 16 D. Continuity Facility Capabilities and Map ...... 16 Insert map...... 17 E. Employee Notifications when Relocating ...... 17 F. Transportation Responsibilities for Relocating ...... 17 G. Telecommuting ...... 18

V. Continuity Communications ...... 19 Attachment: SBCTA Dept COOP - Template (7129 : Business Continuity Management Program Policy) A. Notifications and Ongoing Communications ...... 19 B. Internal (Department) ...... 19 C. External (Stakeholders/Interdependencies) ...... 20

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D. Ongoing Communications ...... 20 E. Communication Requirements ...... 21 VI. Leadership and Human Capital...... 22 A. Orders of Succession ...... 22 B. Delegations of Authority ...... 22 C. Human Capital ...... 23 1. Accountability Procedures ...... 23 2. Staff Assigned to Support Continuity Operations ...... 23 3. Staff Not Assigned to Support Continuity Operations...... 23 D. Devolution ...... 24 Table A. Devolution of Control and Direction ...... 24 VII. Human Resources ...... 25 A. Human Resources Considerations ...... 25 VIII. Budgeting and Acquisition of Resources ...... 26 A. Continuity Budgeting Policies ...... 26 B. Procurement ...... 26 C. Contractor Statements of Work ...... 26 D. Blanket Purchase Orders ...... 26 E. Disaster Fund/Budget ...... 26 IX. Training and Exercising ...... 27 X. Checklists ...... 28 A. Activation and Relocation ...... 28 B. Continuity Operations ...... 28 C. Reconstitution Operations ...... 28 XI. Appendix A: Glossary of Terms ...... 31

Attachment: SBCTA Dept COOP - Template (7129 : Business Continuity Management Program Policy)

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i. Introduction Continuity planning is a fundamental responsibility of public institutions and private entities to our nation’s citizens. Continuity planning facilitates the performance of essential functions during an Emergency situation that disrupts normal operations and/or the timely resumption of normal operations once the Emergency has ended. A strong continuity plan provides the organization with the means to address the numerous issues involved in performing essential functions and services during an Emergency. Without detailed and coordinated continuity plans and effective continuity programs to implement these plans, jurisdictions risk leaving our nation’s citizens without vital services in what could be their time of greatest need.

San Bernardino County Transportation Authority’s (SBCTA) mission is to improve the quality of life and mobility in San Bernardino County. To accomplish this mission, SBCTA’s Executive Team will ensure operations are performed efficiently with minimal disruption, especially during an Emergency. This document is an Annex to SBCTA Enterprise Continuity of Operations Base Plan that is specific to SBCTA’s agency-wide level operations to ensure the capability of conducting the essential missions and functions under all Threats and conditions. Attachment: SBCTA Dept COOP - Template (7129 : Business Continuity Management Program Policy)

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ii. Plan Development, Implementation and Maintenance This plan is developed in accordance with guidance in the Continuity Guidance for Non- Federal Entities, dated October 2013.

Business Continuity Planning Process

SBCTA Continuity of Operation (COOP) planning is merely a “good business practice” and part of the fundamental mission of all government agencies to be responsible and reliable public institutions. The Business Continuity Planning process was established in phases to (1) contain provisions for an orderly Response and Recovery from any Incident; (2) identify and assess current capabilities, including but not limited to, personnel, communications, information technology and facilities; and (3) assure compliance with legal and statutory requirements.

Implementation

The Department’s name Continuity of Operations Plan is a supporting Annex to SBCTA Enterprise Continuity of Operations Base Plan. In order to implement the Agency-wide plan, the planners developed the process in phases.

Phase I

The Risk Manager and the Director of Special Projects and Strategic Initiatives presented an overview of Business Continuity and the requirements including explanation of the Business Process Analysis and the Business Impact Analysis (BIA) to the Executive Team and the Business Continuity Planners. Procedures on how to develop a Continuity of Operations Plan were drafted and shared with the Executive Team and the Business Continuity Planners. The Business Continuity Planners met to go over the expectations and the tools to be utilized during the Business Process Analysis. A brief video related to the BIA was shared with all SBCTA staff. The BIA questionnaire template was shared with the department staff prior to the BIA meeting. The Business Continuity Planners met with each Department to (1) explain the purpose, importance, and key components of the SBCTA Continuity Program and (2) perform the BIA interview. In addition, the Risk Manager and the Director of Special Projects and Strategic Initiatives interviewed department staff and performed a risk assessment.

Phase II Attachment: SBCTA Dept COOP - Template (7129 : Business Continuity Management Program Policy)

The Department’s name identified and prioritized the primary Mission Essential Functions (MEFs) that are important during normal operations and critical during a Crisis and developed an advanced team comprised of leadership, staff and private contractors to execute the continuity plan.

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Maintenance

Annual Review

On an annual basis, the Continuity Plan, MEFs, and Business Impact Analysis shall be reviewed and updated, if changes occur, SBCTA’s Risk Management division will document the date of the review and the names of personnel conducting the review using the table below as a guideline. Vendor information will be updated semi-annually. Changes will also be incorporated into SBCTA Enterprise Continuity Operations Base Plan as necessary. iii. Objectives The Continuity of Operations (COOP) Plan documents the steps taken to ensure that Department’s Name is able to continue its MEFs throughout any potential disruption Event.

The primary objectives of this plan include the following:

 Ensure the continuous performance of MEFs during a disruption Event;  Protect staff and essential facilities, equipment, Essential Records, and other assets;  Reduce or mitigate disruptions to operations;  Assess and minimize damage and losses;  Provide timely and effective communication to staff and external stakeholders;  Facilitate decision making during a disruption Event; and  Achieve a timely and orderly Recovery from a disruption Event and resumption of full service to customers. Attachment: SBCTA Dept COOP - Template (7129 : Business Continuity Management Program Policy)

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iv. Record of Changes The Risk Management Division will maintain the official copy of the Continuity Plan. The Risk Manager will use the record of changes table below to track changes.

Date of Individual Making Change Number Section/Page Description of Change Change Change

Attachment: SBCTA Dept COOP - Template (7129 : Business Continuity Management Program Policy)

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v. Record of Distribution The Risk Manager will use the record of distribution table below to document a record of distribution. This document is for official use only. Any release of this document needs to be coordinated with the Risk Manager. This plan has been prepared for the sole use of the members of SBCTA’s Continuity Management Group (CMG) and safety partners.

Format Individual Date of Section (Electronic or Hard Authorized by Distributed to Distribution Copy)

Attachment: SBCTA Dept COOP - Template (7129 : Business Continuity Management Program Policy)

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I. Essential Functions

All organizations should identify and prioritize their MEFs as the foundation for continuity planning. These essential functions must be performed to achieve the department’s mission. Each essential function, in turn, is supported by critical processes or services that are provided to the public or other departments within SBCTA. The goal of this section is to identify, prioritize, and allocate resources for those essential functions.

A Recovery Time Objective (RTO) is the amount of time in which systems, processes, services, or functions must be restored to acceptable levels to ensure the continuation of MEFs. The following are MEFs for Department’s name.

A. Identification of Essential Functions and RTO

Mission Essential Functions Mandated Recovery Time Objective

Attachment: SBCTA Dept COOP - Template (7129 : Business Continuity Management Program Policy)

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II. Identification of Staff to Perform Essential Functions

Alternate Number of Primary Staff Staff Additional Mission Essential Functions Personnel Assigned Assigned Information Needed (in order)

Attachment: SBCTA Dept COOP - Template (7129 : Business Continuity Management Program Policy)

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A. Interdependencies

Dependencies (Processes Department/Vendor Mission Essential Functions or Services that Support Responsible for Essential Functions) Dependency Process

B. Vendor Contact List

Vendor Telephone # Contact Equipment or Service

Attachment: SBCTA Dept COOP - Template (7129 : Business Continuity Management Program Policy)

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III. Essential Records and Databases

This section provides support and resources that will be implemented and/or utilized upon Activation of this Annex.

A. Survival Kit The agency maintains several survival kits throughout the building that will provide coverage to all staff for up to three (3) days.

(References Procedure 10104 Emergency Action Plan - Section XIII E on Page 10.)

B. Vital Records Management

The identification, protection, and ready availability of vital records, databases, and hardcopy documents are critical elements of a successful continuity plan and program. In this document, “vital records” refers to information systems and applications, electronic and hardcopy documents, references, and records needed to support essential functions during a continuity situation.

Hand Form of Available at Carried to Record Mission Essential Essential Location (Physical Continuity Continuity (e.g., hard Functions Record/Database and/or Electronic) Facility Facility copy, (Yes or No) (Yes or electronic) No)

Attachment: SBCTA Dept COOP - Template (7129 : Business Continuity Management Program Policy)

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C. Information Systems and Hardware

Mission Essential IT Systems Supports Mission Essential Quantity needed and Equipment Function

D. Other Equipment and Supplies

Mission Essential Functions Supporting Vital Equipment/Supplies

Phones, paper, pens, pencils, paper clips, stapler, staples, All functions notepads, envelops, stamps, chairs, desks

Attachment: SBCTA Dept COOP - Template (7129 : Business Continuity Management Program Policy)

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IV. Continuity Facilities

A. Advance Team

Please identify your department’s representative(s) for an Advance Team. The Advance Team will be comprised of representatives from Facilities Management, Information Technology, and individual Agencies/Departments, and is responsible for setting up the facility for continuity operations before the arrival of the CMG members.

Advance Team Member(s) (Position) Contact Information

B. Continuity Management Group

Please identify your department’s representative(s) for the CMG. The CMG members are the personnel responsible for performing MEFs during a COOP Activation.

Continuity Management Group Member(s) Contact Information (Position)

Attachment: SBCTA Dept COOP - Template (7129 : Business Continuity Management Program Policy)

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C. Continuity Facility Requirements

At a minimum, organizations should identify and maintain a Continuity Facility. A Continuity Facility may be classified as one of the following two types:

1. Hot Site: A Continuity Facility that already has in place the computer, telecommunications, and environmental infrastructure required to recover Critical Business Functions or information systems.

2. Warm Site: A Continuity Facility that is equipped with some hardware and communications interfaces, electrical and environmental conditioning which is capable of providing backup after additional provisioning software or customization is performed.

Continuity Facility

Facility Number Potential Risk Access/ Limitations Logistical Existing Name/ of Factors/ Security to / Special support MOU for Facility Address Personnel Hazards at the Requirements Needs of needed use of the Primary Continuity Continuity Facility Facility Facility

Note: Not only does the continuity work site need to be identified and the care of staff arranged, but the security and access to both the primary and continuity facilities during Emergency and non-Emergency situations must be arranged (to be included in MOU).

D. Continuity Facility Capabilities and Map

The following is a list of logistical, resource, and infrastructural needs that will be required at the Continuity Facility in the event the department has to relocate during a continuity Event.

Facility Landline Building Rest Parking Open Name, Address, Data Tables Chairs Kitchen Other Jacks Capacity rooms Spaces Space Phone Number Jacks Factors

Attachment: SBCTA Dept COOP - Template (7129 : Business Continuity Management Program Policy)

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Insert map.

E. Employee Notifications when Relocating

Please identify how your Department will notify staff to relocate to a Continuity Facility.

ALL SBCTA Notification Method Procedure

During Working Hours Phone (if available) Call personnel using the Emergency contact list (from SBCTA employee contact list). Phone, text, email SBCTA Computer Network Disaster Recovery, Emergency Action Plan, and Continuity of Operations Plans, SBCTA Policy Manual (To be developed) Phone, text, and email Call, text, and email using Emergency contact information and Outlook During Non-Working Phone (if available) Call personnel using the Hours Emergency contact list (from SBCTA employee contact list). Phone, text, and email Call, text, and email using Emergency contact information and Outlook

F. Transportation Responsibilities for Relocating

All personnel should be briefed on organization continuity plans that involve using, or relocating personnel to continuity facilities, existing facilities, or virtual

offices. Continuity personnel should be provided supplemental training and Attachment: SBCTA Dept COOP - Template (7129 : Business Continuity Management Program Policy) guidance on relocation procedures.

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Transportation How will staff get from the primary facility to privately owned vehicles the Continuity Facility (i.e., privately owned vehicles, buses) during working and nonworking hours?

In a disruptive Event, transportation for What provisions will be made for transport disabled continuity employees will be of disabled continuity employees? coordinated depending on the employee’s disabilities.

G. Telecommuting

When identifying and preparing continuity facilities, maximum use should be made of existing local or field infrastructures, including consideration for other supporting options such as telecommuting locations, work-at-home/telework agreements, virtual offices, and joint or shared facilities. SBCTA has a telework agreement in place and, when feasible, the primary relocation facility will be the employee’s home office. Therefore, the MEFs that are adaptable to telecommuting have been identified as follows:

Telecommute Mission Essential Functions (Yes, No, If Partially indicate reasons Partially)

Attachment: SBCTA Dept COOP - Template (7129 : Business Continuity Management Program Policy)

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V. Continuity Communications

A. Notifications and Ongoing Communications

Individual Directors or designees are responsible for maintaining plans and procedures for communicating and coordinating activities with personnel before, during, and after a continuity Event.

B. Internal (Department)

ALL SBCTA Notification Method Procedure

Oral Individual and group information; Call Tree: chief to mgr, mgr to staff Email Group and individual emails to work email via Agency MS Exchange/Outlook Text Group text using the Agency’s texting system During Working Hours Posting Notices attached to walls, doors, posting area Telephone Work phones and personal cell phones; develop telephone tree Call personnel using the Emergency contact list (from SBCTA Employee contact list). Email Group and individual emails to personal emails Text Group text Telecommunications Home phones and During Non-Working (voice/text) personal cell phones; Hours develop telephone Call Tree Website SBCTA website Attachment: SBCTA Dept COOP - Template (7129 : Business Continuity Management Program Policy) Call personnel using the Emergency contact list (From SBCTA contact list).

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C. External (Stakeholders/Interdependencies)

Name of Organization Contact Information

D. Ongoing Communications

Please identify the systems that will be utilized for ongoing communications with staff, external partners, and the community.

Communication System Current Provider Alternative Mode

Cell phone – none provided by SBCTA N/A Personal cell and landline

Email MS Outlook Personal email

Personal internet or Internet Frontier hotspot

Landline - phone service • Frontier

Mitel Connect – voicemail/roll forward Personal cell and landline functionality • KTS Networks

• Local television news Media • Local newspapers Text • National news services

Scanner/fax machine • Frontier Email

• Facebook • Twitter

• Instagram N/A Attachment: SBCTA Dept COOP - Template (7129 : Business Continuity Management Program Policy) Web presence and social media • LinkedIn • WordPress (SBCTA Newsroom) • YouTube

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E. Communication Requirements

Most critical and required communications and IT capabilities should be operational as soon as possible following the continuity Activation, and in all cases within 72 hours of continuity Activation. Organizations need to plan accordingly for essential functions that require uninterrupted communications and IT support.

Support to Current Alternate Special Communication System Essential Specifications Provider Provider Notes Functions Data lines

Email Outlook

Internet & Wi-Fi Frontier 1-800-921- 8102

Telephone System All functions Frontier Account No. 909/381-7000 and 909/885- 4407 www.zoom.co Zoom Online App m

Attachment: SBCTA Dept COOP - Template (7129 : Business Continuity Management Program Policy)

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VI. Leadership and Human Capital Lines of Succession is the designation of an individual to act for and exercise the powers of a principal in the event of that principal’s death, incapacity, or resignation and until that official is appointed by appropriate authority.

Program Responsibility: Successor will either have full or limited responsibility.

 Full responsibility: The successor will assume full responsibility for essential function operations during a COOP Event.  Limited responsibility: The successor will assume limited responsibility for essential function operations during a COOP Event.

A. Orders of Succession

Mission Essential Successor 1 Successor 2 Program Responsibility Key Positions Functions (By Position) (By Position) (Full or Limited)

B. Delegations of Authority Based on the order of succession identified in above table, identify the type of authority given and any limitations during the Emergency Response. There are two categories of authority that should be addressed in a delegation of authority plan: Emergency authority and administrative authority.

 Emergency Authority refers to the ability to make decisions related to an Emergency, such as deciding whether to activate a continuity of operations (COOP) plan, deciding whether to evacuate a building, or determining which

personnel should report for their duties. In an Emergency requiring COOP Attachment: SBCTA Dept COOP - Template (7129 : Business Continuity Management Program Policy) Activation, the CMG members are often the natural choice for assuming Emergency authority. However, the CMG members are not the only candidates for such authority.

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 Administrative Authority refers to the ability to make decisions that have effects beyond the duration of the Emergency. Unlike Emergency authority, administrative authority does not have a built-in expiration date. Such decisions involve policy determinations and include the hiring and dismissal of employees, allocation of fiscal and non-monetary resources, etc. Statutory or constitutional law may limit the delegation of this kind of authority, and agency counsel may need to be consulted when determining this type of delegation of authority.

Leadership Position Type of Authority Triggering Conditions Limitations

C. Human Capital 1. Accountability Procedures 2. Staff Assigned to Support Continuity Operations 3. Staff Not Assigned to Support Continuity Operations

Accountability Procedures

1. What are your staff accountability procedures As the continuity Event allows, maintain practices as outlined during working hours? in SBCTA Policies and Procedures. Follow chain of command. 2. What are your staff accountability procedures Use the chain of command. Supervisors to contact their staff. during non-working hours?

3. Who is accountability information reported to and Deputy Executive Director, frequency depends on the Emergency. in what frequency?

4. Please identify the division responsible for • Management Services - Deputy Executive Director ensuring provisions and procedures are in place • Risk Management - Risk Manager and implemented for staff, including those affected by an Incident. 5. How are staff members that are not immediately Contact maintained via telephone and email. Managed via Attachment: SBCTA Dept COOP - Template (7129 : Business Continuity Management Program Policy) needed to support continuity operations chain of command. accounted for? How will guidance be provided to these staff members?

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D. Devolution Devolution is the capability to transfer statutory authority and responsibility for essential functions from a department’s primary operating staff and facilities to another SBCTA Department or Partner Agency/vendor if necessary. This is primarily needed to address catastrophic Disasters and Events that render the Department’s name staff unavailable or incapable of executing MEFs from either the function’s primary or alternate location.

Table A. Devolution of Control and Direction

Equipment, Roster of Trained Procedures Mission Essential Functions To Whom MEFs Supplies, Staff for Acquiring Will Be Transferred Applications Supplies Needed

Attachment: SBCTA Dept COOP - Template (7129 : Business Continuity Management Program Policy)

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VII. Human Resources

A. Human Resources Considerations

During a Continuity of Operations (COO) Event, Management Services will make determination of pay, benefits, flexibility, and overtime for the employees on a case-by-case basis in accordance with SBCTA’s administrative policy and any federal/state requirements resulting from the Emergency Event.

Attachment: SBCTA Dept COOP - Template (7129 : Business Continuity Management Program Policy)

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VIII. Budgeting and Acquisition of Resources

To support these programs, it is necessary to align and allocate the budgetary resources needed to acquire and then implement these requirements. Through the budgeting and planning process, an organization’s leaders and staff will ensure critical continuity resources are available to continue performing the organization’s essential functions before, during, and after a COO Event. SBCTA departments will continue to use their regular budget during Emergencies to carry on the vital services they provide. In the event that additional resources are needed, the normal budgetary process will apply, unless different authority is granted by the Board of Directors due to the type of Emergency being responded to. Any procurement related to the Emergency will follow Policy 11000 Contracting and Procurement Section VI Exceptions, subsections C. Emergency Procedures, and D. Remedial Measures.

A. Continuity Budgeting Policies B. Procurement C. Contractor Statements of Work D. Blanket Purchase Orders E. Disaster Fund/Budget

ALL SBCTA Budgeting and Acquisition of Resources 1. How will your department budget for ongoing maintenance and training associated with the COOP Plan (including Based on the normal process, include necessary resources in annual reviews, revisions, and training, testing, and the Indirect Cost Fund. exercising efforts)? 2. Has your department been assigned a credit card? If so, what is the limit and who has the authority to utilize the Each Director has a credit card. card? The bank will not authorize purchases over the limit. Chief 3. What is the policy if your Department exceeds the Financial Officer may request Bank to increase limit as spending limit on the credit card? appropriate.

4. Does your Department have contractor statements of work in place that incorporate provision of services during Emergencies? If so, please identify.

5. Does your Department have authority to utilize blanket No purchase orders? If so, please explain. Attachment: SBCTA Dept COOP - Template (7129 : Business Continuity Management Program Policy) 6. Does your budget have a line item for Disaster Fund? If No so, what is the amount allotted?

7. What is the policy if your Department exceeds the amount Must follow Financial Policies 20000 allotted in your Fund? – budget section

Packet Pg. 171 6.c San Bernardino County Transportation Agency SBCTA Department Name - Continuity of Operations Plan

IX. Training and Exercising

SBCTA will conduct Exercises that incorporate the deliberate and preplanned movement of Continuity personnel and staff in charge of the departments to an alternative site or telework as applicable. This training will concentrate on familiarizing everyone with the plan and all tasks for which management on duty at the time of COOP Activation would be responsible. The training would also include detailed information with a contact list of who needs to be notified, how to execute the COOP Plan, what materials are to be taken, and how and where to go during a disruption Event.

Refresher training and exercising will be conducted by SBCTA Safety Committee and/or Risk Manager on an annual basis to check staff and equipment capabilities.

Annual Exercise Record

Element Reviewed Date of Exercise Certified By Certification Date

Attachment: SBCTA Dept COOP - Template (7129 : Business Continuity Management Program Policy)

Packet Pg. 172 6.c San Bernardino County Transportation Agency SBCTA Department Name - Continuity of Operations Plan

X. Checklists A. Activation and Relocation

B. Continuity Operations

C. Reconstitution Operations

A. Activation and Relocation Staff Responsibilities (0-12 Hours Following an Incident)

Critical Tasks Staff Assigned

Notify employees about the Incident. Deputy Executive Director Notify employees of Continuity Plan Activation and provide Alternate Site relocation instructions. Deputy Executive Director

Implement communications plan- notify the appropriate internal Chief of Legislative and Public Affairs and external organizations of relocation. Dept head Back-up, secure, and retrieve vital records, if safe to do so. Deputy Executive Director Dept Head Account for department employees supporting essential functions. Dept head

Provide continuity of operations guidance to department staff. Dept head Transport or transfer vital records, supporting communications, IT framework, and other vital equipment to the alternate Chief of Management Services location, if safe to do so.

Conduct Damage Assessment and identified continuity activities that area to be temporarily reduced or suspended Deputy Executive Director

Access backup files and establish temporary server Chief of Management Services Execute identified actions as appropriate such as out-of-office Deputy Executive Director messages, phone diversions, website updates, send emails/text Chief of Management Services messages Chief of Legislative and Public Affairs

Attachment: SBCTA Dept COOP - Template (7129 : Business Continuity Management Program Policy)

Packet Pg. 173 6.c San Bernardino County Transportation Agency SBCTA Department Name - Continuity of Operations Plan

B. Continuity Operations Critical Tasks and Staff Responsibilities

Critical Tasks Staff Assigned

Provide additional guidance to employees not supporting essential functions Dept head

Identify additional staffing requirements/reorganize staff, responsibilities, and reporting lines Dept head

Identify additional equipment and supplies necessary Dept head Identify and fill staffing shortages Dept head Chief of Management Services Procure additional equipment and supplies Dept head Management Analyst II – Management Services Arrange for damaged facilities/resources to be replaced or Deputy Executive Director restored Management Analyst II – Management Services Re-establish communications with and notify internal and external stakeholders of Continuity Facility, operational status, Chief of Legislative and Public Affairs and anticipated duration of relocation (if known)

Determine whether continuity through Devolution is required Dept head Deputy Executive Director Address new legislation or compliance requirements resulting during the Event Dept head

Monitor staff well-being, manage fatigue and stress issues Dept head

Attachment: SBCTA Dept COOP - Template (7129 : Business Continuity Management Program Policy)

Packet Pg. 174 6.c San Bernardino County Transportation Authority Department’s Name Continuity of Operation Plan

C. Reconstitution of Operations Responsibilities

Organizations should identify and outline a plan to return to normal operations once organization heads or their successors determine that Reconstitution operations for resuming normal business operations can be initiated.

Critical Tasks Staff Assigned

Notify internal and external stakeholders of the Reconstitution status Deputy Executive Director

Prioritize decommissioning of actions put in place during the “Response stage” Deputy Executive Director

Contact non-critical staff, conduct welfare check, advise of return to work details, establish ability to return to work Dept head

Transfer the equipment, vital records, and supplies to the primary facility Management Analyst II – Management Services

Continue to communicate with employees about the Deputy Executive Director department’s status and provide Reconstitution instructions Dept head Commence re-establishing business-as-usual- and keep staff/stakeholders updated Dept head

Notify when COOPs has been deactivated and normal Deputy Executive Director operations have commenced Dept head

Conduct assessment/review of communication methods and Risk Manager channels to determine effectiveness Dept Head Communicate how any backlog or transition of work carried out under alternate arrangements are to be addressed Dept head

Reconcile hardcopy processing/filing Dept head

Attachment: SBCTA Dept COOP - Template (7129 : Business Continuity Management Program Policy)

Packet Pg. 175 6.c San Bernardino County Transportation Authority Department’s Name Continuity of Operation Plan

XI. Appendix A: Glossary of Terms Activation: The implementation of continuity of operations (COOP) capabilities, procedures, activities, and plans in Response to a disruption Event.

Advance Team: A team composed of staff responsible for responding first to the COOP activation and getting the alternative facility ready.

Alternate Site: A Continuity Facility held in readiness for use during a Business Continuity Event to maintain an organization’s Business Continuity.

Related Terms: Hot Site, Warm Site

Backup (Data): A process by which data, electronic or paper-based, is copied in some form so as to be available and used if the original data is lost, destroyed, or corrupted.

Business Continuity: The ability of a department to ensure continuity of service and support for its customers and to maintain its viability before, after, and during an Event.

Business Continuity Planners: A team of individuals who participate in the development and upkeep of the COOP.

Business Continuity Planning (BCP): The process of developing advance arrangements and procedures that enable a department to respond to an Event in such a manner that Critical Business Functions continue with planned levels of interruption or essential change.

Related terms: Contingency Planning, Disaster Recovery Planning, Continuity Planning

Business Impact Analysis (BIA): A process designed to prioritize business functions by assessing the potential quantitative (financial) and qualitative (non- financial) impact that might result if a department was to experience a Business Continuity Event.

Call Tree: A document that graphically depicts the calling responsibilities and the calling order used to contact management, employees, customers, vendors, and other key contacts in the event of an Emergency, Disaster, or severe outage situation.

Attachment: SBCTA Dept COOP - Template (7129 : Business Continuity Management Program Policy)

Packet Pg. 176 6.c San Bernardino County Transportation Authority Department’s Name Continuity of Operation Plan

Continuity Facility: An alternate operating location to be used for business functions when the primary facilities are inaccessible. 1) Another location, computer center, or work area designated for Recovery. 2) A location, other than the main facility, that can be used to conduct business functions. 3) A location, other than the normal facility, used to process data and/or conduct Critical Business Functions in the event of a Disaster.

Related terms: Hot Site, Warm Site

Continuity Management Group (CMG): Teams of individuals who have been trained to deploy to a Continuity Facility to continue essential functions.

Continuity of Operations Plan (COOP): A COOP provides guidance on the system restoration for Emergencies, Disasters, and mobilization, and for maintaining a state of readiness to provide the necessary level of information processing support commensurate with the mission requirements/priorities identified by the respective functional proponent. The Federal Government and its supporting agencies traditionally use this term to describe activities otherwise known as Disaster Recovery, Business Continuity, Business Resumption, or Contingency Planning.

Crisis: A critical Event that, if not handled in an appropriate manner, may dramatically impact a department’s profitability, reputation, or ability to operate; or, an occurrence and/or perception that threatens the operations, staff, shareholder value, stakeholders, brand, reputation, trust, and/or strategic/business goals of a department.

Critical Business Functions: Business activities or information that could not be interrupted or unavailable for several business days without significantly jeopardizing the operation of the organization.

Related term: Mission Essential Functions

Damage Assessment: The process of assessing damage, following a Disaster, to computer hardware, Essential Records, office facilities, etc., and determining what can be salvaged or restored and what must be replaced.

Dependency: The reliance, directly or indirectly, of one activity or process upon another.

Devolution: Delegation of authority or duties to a subordinate or substitute in the event of the total dismantlement of an organization and loss of personnel. Attachment: SBCTA Dept COOP - Template (7129 : Business Continuity Management Program Policy)

Packet Pg. 177 6.c San Bernardino County Transportation Authority Department’s Name Continuity of Operation Plan

Disaster: A sudden, unplanned, calamitous Event causing great damage or loss as defined or determined by a risk assessment and Business Impact Analysis. Any Event that creates an inability on a department’s part to provide Critical Business Functions for some predetermined period of time.

Emergency: An unexpected or impending situation that may cause injury, loss of life, destruction of property, or that may cause the interference, loss, or disruption of a department’s normal business operations to such an extent that it poses a Threat.

Essential Record: A record that must be preserved and available for retrieval if needed.

Event: Any occurrence that may lead to a Business Continuity Incident.

Exercise: A people-focused activity designed to execute Business Continuity Plans and evaluate the individual and/or department performance against approved standards or objectives. Exercises can be announced or unannounced and are performed for the purpose of training and conditioning team members and validating the Business Continuity Plan. Exercise results identify plan gaps and limitations and are used to improve and revise the Business Continuity Plans.

Hot Site: A Continuity Facility that already has the computer, telecommunication, and environmental infrastructure in place that is required to recover Mission Essential Functions immediately upon COOP Backup (Data).

Related Terms: Alternate Site, Warm Site

Incident: An Event that is not part of a standard operating business, may impact or interrupt services, and, in some cases, may lead to Disaster.

Related terms: Crisis, Event

Lines of Succession: A predetermined plan for ensuring the continuity of authority, decision making, and communication in the event that key members of senior management suddenly become incapacitated, or in the event that a Crisis occurs while key members of senior management are unavailable.

Mission Essential IT Systems: An application that is essential to the department’s ability to perform necessary business functions. Loss of the mission essential application would have a negative impact on the business, as well as legal or regulatory impacts. Attachment: SBCTA Dept COOP - Template (7129 : Business Continuity Management Program Policy)

Packet Pg. 178 6.c San Bernardino County Transportation Authority Department’s Name Continuity of Operation Plan

Mission Essential Functions (MEF): Business activities or information that could not be interrupted or unavailable for several business days without significantly jeopardizing the operation of the organization.

Reconstitution: The process of planning for and/or implementing the restarting of defined business processes and operations following a Disaster. This process commonly addresses the most Critical Business Functions within Business Impact Analysis-specified timeframes.

Recovery: Implementing the prioritized actions required to return the processes and support functions to operational stability following an interruption or Disaster.

Recovery Time Objective (RTO): The period of time within which systems, applications, or functions must be recovered after an outage (e.g., one business day). RTOs are often used as the basis for the development of recovery strategies and as a determinant for implementing the recovery strategies during a Disaster situation.

Response: The reaction to an Incident or Emergency to assess the damage or impact and to ascertain the level of containment and control activity required. In addition to addressing matters of life safety and evacuation, Response also addresses the policies, procedures, and actions to be followed in the event of an Emergency.

Related terms: Emergency Response, Damage Assessment

Threat: A combination of the risk, the consequence of that risk, and the likelihood that the negative Event will take place. (Example Threats: natural, man-made, technological, and political Disasters)

Warm Site: An alternate processing site that is equipped with hardware, communications interfaces, power, and environmental conditioning capable of providing backup after additional provisioning, customization, or data restoration.

Attachment: SBCTA Dept COOP - Template (7129 : Business Continuity Management Program Policy)

Packet Pg. 179 7

Minute Action

AGENDA ITEM: 7 Date: December 9, 2020 Subject: State and Federal Legislative Update Recommendation: Receive and file the December 2020 State and Federal Legislative Update. Background: STATE UPDATE As of November 19th, the results of the November 3rd elections resulted in Democrats maintaining their majority in both the Assembly and Senate. Democrats have 59 seats in the State Assembly vs. 19 seats held by Republicans and one Independent, with one seat too close to call at this time. In the State Senate, Democrats have 31 seats vs. 7 held by Republicans with two seats still too close to call. As for the members of the San Bernardino County state delegation, the election results were: Senate District 21 Senator Scott Wilk leads Kipp Mueller by 50.4% to 49.6%. Senate District 23 Rosilicie Ochoa Bogh leads Abigail Medina by 50.2% to 49.8% for the seat held by termed out Senator Mike Morrell. Senate District 25 Senator Anthony Portantino was reelected with 64% of the vote. Senate District 29 Former Senator Josh Newman defeated Senator Ling Ling Chang by 51% to 49%. Assembly District 33 Thurston Smith won with 55% of the vote. Assembly District 36 Assemblyman Tom Lackey was reelected with 55% of the vote. Assembly District 40 Assemblyman James Ramos was reelected with 58% of the vote. Assembly District 41 Assemblyman Chris Holden was reelected with 65% of the vote. Assembly District 42 Assemblyman Chad Mayes was reelected with 56% of the vote. Assembly District 47 Assemblywoman Eloise Gomez Reyes was reelected with 69% of the vote. Assembly District 52 Assemblyman Freddie Rodriguez was reelected with 68% of the vote. Assembly District 55 Assemblyman Phillip Chen was reelected with 55% of the vote.

Entity: San Bernardino Council of Governments, San Bernardino County Transportation Authority Packet Pg. 180 7 General Policy Committee Agenda Item December 9, 2020 Page 2

The State Legislature will reconvene for the 2021-2022 legislative session on January 4, 2021.

FEDERAL UPDATE As of November 19th, it appears that Former Vice President Joe Biden was elected the 46th President of the United States on November 3rd with 51% of the popular vote and 306 electoral votes. Democrats retained majority in the House of Representatives with 221 seats vs. 209 held by Republicans with five seats still too close to call. Republicans retained 50 seats in the Senate vs. 48 seats held by Democrats. Both Georgia Senate seats will go to a runoff election in early January 2021 to decide which party controls the Senate in the next Congressional session. As for the members of the San Bernardino County federal delegation, the election results were: Congressional District 8 Assemblyman Jay Obernolte was elected with 56% of the vote. Congressional District 27 Congresswoman Judy Chu was reelected with 70% of the vote. Congressional District 31 Congressman Pete Aguilar was reelected with 61% of the vote. Congressional District 35 Congresswoman Norma Torres was reelected with 69% of the vote. Congressional District 39 Congressman Gil Cisneros was defeated by former Assembly member Young Kim, 51% to 49%. On November 19th, Congressman Aguilar was elected Vice Chair of the House Democratic Caucus, the number six slot in House Democratic leadership. On November 10th, Senate Republicans released the text of all 12 of the committee's annual spending bills to fund the government through next September, kicking off the lame-duck session negotiations with the House on an omnibus package of fiscal 2021 appropriations bills. Senate and House leadership are in discussion on a 12-bill spending accord to avert a government shutdown when current funding expires on December 11, 2020. Congressional staffers have begun the first steps of negotiating a final omnibus appropriations deal in an effort to agree soon on a set of top-line spending levels. Once there is an agreement on those basic spending figures, the 12 subcommittees will negotiate the details. Negotiators have until December 11th to fund the government, when the current Continuing Resolution expires. Financial Impact: This item has no impact on the Fiscal Year 2020/2021 Budget. Reviewed By: This item is not scheduled for review by any other policy committee or technical advisory committee. Responsible Staff: Louis Vidaure, Management Analyst II San Bernardino Council of Governments San Bernardino County Transportation Authority Packet Pg. 181 7 General Policy Committee Agenda Item December 9, 2020 Page 3

Approved General Policy Committee Date: December 9, 2020 Witnessed By:

San Bernardino Council of Governments San Bernardino County Transportation Authority Packet Pg. 182 8

Minute Action

AGENDA ITEM: 8 Date: December 9, 2020 Subject: Summary of Measure I Capital Improvement Plans of Member Agencies Recommendation: That the General Policy Committee recommend the Board, acting as the San Bernardino County Transportation Authority: A. Accept the Measure I Summary Report of the Five-Year Capital Improvement Plans for Local Pass-Through Funds for Fiscal Year 2020/2021 through Fiscal Year 2024/2025. B. Allow a one-time exception to policy for Fiscal Year 2020/2021 for categorical projects to exceed the 50% limit due to the effect on estimated revenue because of COVID-19. Background: The Measure I Expenditure Plan requires each local jurisdiction to annually adopt a Five-Year Capital Improvement Plan (CIP) that details the specific projects to be funded using Measure I Local Pass-Through Funds. Expenditures must be detailed in the CIP and adopted by resolution of the governing body.

In accordance with Measure I Strategic Plan Policy, the CIP shall:

1. Specifically identify improvements to be funded with Measure I Local Pass-Through Funds by street name, boundaries, and project type and must be adopted by resolution of the governing body.

2. Constrain the total amount of planned expenditures to 150% of San Bernardino County Transportation Authority (SBCTA) forecasted revenue for Measure I Local Pass-Through Funds plus any fund balances and/or revenue resulting from bonds secured by Measure I revenue.

3. Include no more than 50% of estimated annual revenue to general program categories, which are programs or projects without any identified streets (examples are pavement management programs, general maintenance and system improvements).

4. Include total estimated cost of capacity enhancing projects to Nexus Study roadways, the Measure I share of project cost and the development share of cost. Maintenance projects or projects that do not enhance the capacity of a roadway do not require a development contribution in the Five-Year Plan.

5. List any single project expenditure in excess of $100,000 as an individual project and not in a general program category.

In the San Bernardino Valley subarea, 20% of the total Measure I revenue is distributed monthly to the jurisdictions for their Local Streets projects.

Entity: San Bernardino County Transportation Authority Packet Pg. 183 8 General Policy Committee Agenda Item December 9, 2020 Page 2

In the Rural Mountain/Desert subareas, 68% of the total Measure I revenue is distributed monthly to the jurisdictions for their Local Streets projects. In the Victor Valley subarea, 67% of the total Measure I revenue is distributed monthly to the jurisdictions for their Local Streets projects as 1% has been transferred from the Local Streets Program to the Senior and Disabled Transit Program as per Policy VVLS-7.

Jurisdictions have flexibility to move projects around in their CIP based on the necessities of the jurisdiction. However, in order for a project to be eligible for expenditure of Local Streets funds, the project must be included in the Five-Year CIP. If the change happens after the plan has been approved, a revised plan must be prepared and submitted to SBCTA by the deadline of August 15 following the end of the fiscal year. As the CIP is the basis for the annual audit, if a revised plan is not submitted, it will result in an audit finding.

Attachment 1 summarizes the revenue available and the amount programmed for projects by each jurisdiction for Fiscal Years 2020/2021 through 2024/2025. The CIPs contain locally prioritized and eligible projects for road maintenance, repair and construction. Staff has confirmed that the plans meet the eligibility requirements of Measure I. However, several jurisdictions exceed the 50% threshold for general program categories noted above. Because the revenue estimates provided to the jurisdictions for this five-year period were substantially lower than recent past, staff recommends this policy be waived so that these categorical programs are not impacted.

Attachment 2 contains the Expenditure Strategy provided by each jurisdiction. The Expenditure Strategy provides a general description of the types of uses of Measure I and provides an opportunity for jurisdictions to explain large balances being accumulated for future projects.

A copy of the “Capital Improvement Plans Summary Report” has been posted on the SBCTA website. Financial Impact: This item is consistent with the Fiscal Year 2020-2021 Budget. Reviewed By: This item is not scheduled for review by any other policy committee or technical advisory committee. Responsible Staff: Ellen Pollema, Management Analyst II

Approved General Policy Committee Date: December 9, 2020 Witnessed By:

San Bernardino County Transportation Authority Packet Pg. 184 Attachment 1 8.a Resolution Number: 20-57 Measure I Local Pass-through Program Resolution Approval Date: 9/9/2020 Adelanto Contact Person/Title: Brian Wolfe FIVE YEAR CAPITAL IMPROVEMENT PLAN Phone: 760-246-2300 X11188 Fiscal Years 2020/2021 thru 2024/2025 Email: [email protected] 6/30/20 Carryover Balance: $660,476.40

Is Project in FY2020/21 Est. Revenue FY2021/22 Est. Revenue FY2022/23 Est. Revenue FY2023/24 Est. Revenue FY2024/25 Est. Revenue Total Est. Rev. City's Does Project Is the Project on the Non-motorized have an ATP City's Nexus Study Estimated Total $626,847.08 $748,695.89 $726,867.50 $755,633.81 $786,293.27 $3,644,337.55 Transportation Component? List? Project Cost Plan? (Yes/No) (Public/DIF Share %) Carryover Current Carryover Current Carryover Current Carryover Current Carryover Current Total Named Projects: (Yes/No) Funds Estimate Funds Estimate Funds Estimate Funds Estimate Funds Estimate Bartlett Road Rehabilitation and Safety Improvements No Yes 100% 0% $1,800,000.00 0.00 0.00 0.00 0.00 748,695.00 151,305.00 0.00 0.00 0.00 0.00 $900,000.00 Bellflower / Mojave Drive Traffic Signal Yes No 100% 0% $500,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 500,000.00 0.00 $500,000.00 Bellflower Widening Project (Palmdale to existing No Yes 37% 64% $790,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 148,350.00 140,000.00 $288,350.00 improvements) Koala Road Rehabilitation No No 100% 0% $2,000,000.00 0.00 0.00 1,200,000.00 80,000.00 0.00 0.00 0.00 0.00 0.00 750,000.00 $2,030,000.00 Palmdale and Pearmain Pedestrian Improvements (Palmdale Road east to existing sidewalk at Pearmain No No 100% 0% $50,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 50,000.00 $50,000.00 and installation of access ramps at Begonia and Pearmain) Named Projects Total: $0.00 $0.00 $1,200,000.00 $80,000.00 $748,695.00 $151,305.00 $0.00 $0.00 $648,350.00 $940,000.00 $3,768,350.00 Total Carryover + Estimate: $0.00 $1,280,000.00 $900,000.00 $0.00 $1,588,350.00 (%) Named Projects to FY Est. Revenue: 0.00% 170.96% 123.82% 0.00% 202.00%

Categorical Projects: City Wide Pavement Management System No No $0.00 145,000.00 145,000.00 145,000.00 145,000.00 145,000.00 $725,000.00 City Wide Street Landscaping, Signage, Striping and No No $0.00 140,000.00 140,000.00 140,000.00 140,000.00 140,000.00 $700,000.00 Pedestrian Maintenance Traffic Surveys and Warrant Studies No No $0.00 5,500.00 5,500.00 5,500.00 5,500.00 5,500.00 $27,500.00 Vehicles and Equipment No No $100,000.00 0.00 0.00 0.00 0.00 0.00 $0.00 Categorical Projects Total: $290,500.00 $290,500.00 $290,500.00 $290,500.00 $290,500.00 $1,452,500.00 (%) Categorical Projects to FY Est. Revenue: 46.34% 38.80% 39.97% 38.44% 36.95%

Total Carryover Programming: $2,597,045.00 Total Estimated Programming: $2,623,805.00 Total Programming: $5,220,850.00

Total Programming is currently 121.28% (must not exceed 150%) of Carryover Balance + Total Est. Revenue. Attachment: Attachment 1 2021-2025 CIP Report [Revision 1] (6776 : Summary of Measure I Capital Improvement Plans Member Agencies) Adelanto Page 1 of 1 Generated on: 11/4/2020

Packet Pg. 185 8.a

Resolution Number: 2019-26 Measure I Local Pass-through Program Resolution Approval Date: 9/24/2019 Apple Valley Contact Person/Title: Rich Berger FIVE YEAR CAPITAL IMPROVEMENT PLAN Phone: 760-240-7000 Fiscal Years 2020/2021 thru 2024/2025 Email: [email protected] 6/30/20 Carryover Balance: $3,236,853.00

Is Project in FY2020/21 Est. Revenue FY2021/22 Est. Revenue FY2022/23 Est. Revenue FY2023/24 Est. Revenue FY2024/25 Est. Revenue Total Est. Rev. City's Does Project Is the Project on the Non-motorized have an ATP City's Nexus Study Estimated Total $1,628,990.89 $1,945,640.06 $1,888,914.50 $1,963,669.68 $2,043,344.57 $9,470,559.70 Transportation Component? List? Project Cost Plan? (Yes/No) (Public/DIF Share %) Carryover Current Carryover Current Carryover Current Carryover Current Carryover Current Total Named Projects: (Yes/No) Funds Estimate Funds Estimate Funds Estimate Funds Estimate Funds Estimate Apple Valley Road and SR 18 Realignment No No 0% 100% $8,000,000.00 0.00 4,980,000.00 0.00 4,060,000.00 0.00 0.00 0.00 0.00 0.00 0.00 $9,040,000.00 Apple Valley South Safe Routes to School No Yes 0% 100% $2,897,000.00 0.00 44,065.45 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $44,065.45 Apple Valley Village SR18 Corridor Enhancement Plan No No 0% 100% $25,000.00 0.00 16,601.51 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $16,601.51 Bear Valley Bridge Rehabilitation (Mojave River Bridge) Yes No 45% 55% $37,921,000.00 141,388.36 0.00 2,308,911.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $2,450,299.36 Bear Valley Intersection Improvements No No 0% 100% $1,080,000.00 525,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $525,000.00 Central Road from SR18 to Bear Valley Road No No 0% 100% $1,420,000.00 0.00 0.00 0.00 0.00 207,390.16 792,609.84 0.00 660,000.00 0.00 660,000.00 $2,320,000.00 Dale Evans Parkway at Waalew Road Realignment No No 0% 100% $1,145,000.00 27,263.00 0.00 1,000,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $1,027,263.00 Johnson Road Widening No No 0% 100% $2,650,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 50,000.00 $50,000.00 Resurfacing 2020-01(to include resurfacing portions of westerly Apple Valley north of Highway 18 and east of No No 0% 100% $1,000,000.00 1,000,000.00 0.00 1,000,000.00 0.00 1,000,000.00 0.00 0.00 1,000,000.00 0.00 1,000,000.00 $5,000,000.00 Navajo Road) Rio Vista Sidewalk Improvements No No 0% 100% $155,000.00 0.00 155,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $155,000.00 SR-18 widen 4 to 6 lanes - Apple Valley Rd to Tao Rd No No 0% 100% $10,000,000.00 0.00 0.00 0.00 0.00 0.00 600,000.00 0.00 500,000.00 0.00 11,000,000.00 $12,100,000.00 Standing Rock Realignment Signal No No 0% 100% $3,000,000.00 0.00 0.00 150,000.00 0.00 350,000.00 0.00 0.00 1,600,000.00 0.00 1,250,000.00 $3,350,000.00 Stoddard Wells Road Widening No No 0% 100% $1,325,000.00 0.00 1,325,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $1,325,000.00 Tao Road Extension No No 0% 100% $350,000.00 0.00 100,000.00 0.00 250,000.00 0.00 0.00 0.00 0.00 0.00 0.00 $350,000.00 Town Wide School Zone Analysis/LRSP No No 0% 100% $225,000.00 0.00 225,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $225,000.00 Traffic Control Device Deployment No No 0% 100% $54,200.00 0.00 29,437.69 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $29,437.69 Tuscola/Kasota Connector Road No No 0% 100% $220,000.00 0.00 206,473.04 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $206,473.04 Yucca Loma Road Widening No No 45% 55% $8,100.00 0.00 8,100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $8,100.00 Named Projects Total: $1,693,651.36 $7,089,677.69 $4,458,911.00 $4,310,000.00 $1,557,390.16 $1,392,609.84 $0.00 $3,760,000.00 $0.00 $13,960,000.00 $38,222,240.05 Total Carryover + Estimate: $8,783,329.05 $8,768,911.00 $2,950,000.00 $3,760,000.00 $13,960,000.00 (%) Named Projects to FY Est. Revenue: 539.19% 450.70% 156.17% 191.48% 683.19%

Categorical Projects: Categorical Projects Total: $0.00 (%) Categorical Projects to FY Est. Revenue:

Total Carryover Programming: $7,709,952.52 Total Estimated Programming: $30,512,287.53 Total Programming: $38,222,240.05

Total Programming is currently 300.79% (must not exceed 150%) of Carryover Balance + Total Est. Revenue. Attachment: Attachment 1 2021-2025 CIP Report [Revision 1] (6776 : Summary of Measure I Capital Improvement Plans Member Agencies) Apple Valley Page 1 of 1 Generated on: 11/4/2020

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Resolution Number: 5002-2020 Measure I Local Pass-through Program Resolution Approval Date: 9-16-2019 Barstow Contact Person/Title: Domingo Gonzales FIVE YEAR CAPITAL IMPROVEMENT PLAN Phone: 7602555156 Fiscal Years 2020/2021 thru 2024/2025 Email: [email protected] 6/30/20 Carryover Balance: $32,486.00

Is Project in FY2020/21 Est. Revenue FY2021/22 Est. Revenue FY2022/23 Est. Revenue FY2023/24 Est. Revenue FY2024/25 Est. Revenue Total Est. Rev. City's Does Project Is the Project on the Non-motorized have an ATP City's Nexus Study Estimated Total $1,308,872.87 $1,679,197.73 $1,623,042.60 $1,679,826.12 $1,740,266.59 $8,031,205.91 Transportation Component? List? Project Cost Plan? (Yes/No) (Public/DIF Share %) Carryover Current Carryover Current Carryover Current Carryover Current Carryover Current Total Named Projects: (Yes/No) Funds Estimate Funds Estimate Funds Estimate Funds Estimate Funds Estimate First Avenue Bridge over BNSF - Project Management No No 0% 100% $500,000.00 0.00 100,000.00 0.00 200,000.00 0.00 200,000.00 0.00 0.00 0.00 0.00 $500,000.00 First Avenue Bridge over Mojave River Project No No 0% 100% $0.00 0.00 100,000.00 0.00 200,000.00 0.00 200,000.00 0.00 200,000.00 0.00 100,000.00 $800,000.00 General Fund Debit Payment No No 0% 100% $1,750,000.00 0.00 0.00 0.00 0.00 0.00 250,000.00 0.00 250,000.00 0.00 750,000.00 $1,250,000.00 Laverne Drainage - Phase II - Construction No No 0% 100% $1,600,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $0.00 Laverne Drainage - Phase II - Design No No 0% 100% $25,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 12,500.00 0.00 12,500.00 $25,000.00 Route 66 Signs No No 0% 100% $10,542.00 0.00 10,542.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $10,542.00 TRIP Debit Payment No No 0% 100% $1,894,400.00 0.00 1,499,400.00 0.00 395,000.00 0.00 0.00 0.00 0.00 0.00 0.00 $1,894,400.00 West Section 7 - Construction No No 0% 100% $4,400,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2,200,000.00 0.00 2,200,000.00 $4,400,000.00 West Section 7 Project - Design No No 0% 100% $40,000.00 0.00 0.00 0.00 0.00 0.00 20,000.00 0.00 20,000.00 0.00 0.00 $40,000.00 Named Projects Total: $0.00 $1,709,942.00 $0.00 $795,000.00 $0.00 $670,000.00 $0.00 $2,682,500.00 $0.00 $3,062,500.00 $8,919,942.00 Total Carryover + Estimate: $1,709,942.00 $795,000.00 $670,000.00 $2,682,500.00 $3,062,500.00 (%) Named Projects to FY Est. Revenue: 130.64% 47.34% 41.28% 159.69% 175.98%

Categorical Projects: Pavement Preservation Project 1 No No $250,000.00 0.00 250,000.00 0.00 0.00 0.00 $250,000.00 Pavement Preservation Project 2 No No $300,000.00 0.00 0.00 300,000.00 0.00 0.00 $300,000.00 Pavement Preservation Project 3 No No $300,000.00 0.00 0.00 0.00 300,000.00 0.00 $300,000.00 Pavement Preservation Project 4 No No $200,000.00 0.00 0.00 0.00 0.00 200,000.00 $200,000.00 Pavement Preservation Project 5 No No $200,000.00 0.00 0.00 0.00 0.00 0.00 $0.00 Categorical Projects Total: $0.00 $250,000.00 $300,000.00 $300,000.00 $200,000.00 $1,050,000.00 (%) Categorical Projects to FY Est. Revenue: 0.00% 14.89% 18.48% 17.86% 11.49%

Total Carryover Programming: $0.00 Total Estimated Programming: $9,969,942.00 Total Programming: $9,969,942.00

Total Programming is currently 123.64% (must not exceed 150%) of Carryover Balance + Total Est. Revenue. Attachment: Attachment 1 2021-2025 CIP Report [Revision 1] (6776 : Summary of Measure I Capital Improvement Plans Member Agencies) Barstow Page 1 of 1 Generated on: 11/4/2020

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Resolution Number: 2020-67 Measure I Local Pass-through Program Resolution Approval Date: August 10, 2020 Big Bear Lake Contact Person/Title: John Harris FIVE YEAR CAPITAL IMPROVEMENT PLAN Phone: 909-866-5831 Fiscal Years 2020/2021 thru 2024/2025 Email: [email protected] 6/30/20 Carryover Balance: $245,986.73

Is Project in FY2020/21 Est. Revenue FY2021/22 Est. Revenue FY2022/23 Est. Revenue FY2023/24 Est. Revenue FY2024/25 Est. Revenue Total Est. Rev. City's Does Project Is the Project on the Non-motorized have an ATP City's Nexus Study Estimated Total $372,855.32 $410,297.29 $394,847.81 $406,880.75 $419,683.21 $2,004,564.38 Transportation Component? List? Project Cost Plan? (Yes/No) (Public/DIF Share %) Carryover Current Carryover Current Carryover Current Carryover Current Carryover Current Total Named Projects: (Yes/No) Funds Estimate Funds Estimate Funds Estimate Funds Estimate Funds Estimate ATP Grant Matching Funds (street improvements, No Yes 0% 100% $0.00 0.00 0.00 0.00 221,000.00 0.00 0.00 0.00 0.00 0.00 0.00 $221,000.00 sidewalks & bike lanes) Francis Way Reconstruction No No 0% 100% $32,098.00 0.00 32,097.51 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $32,097.51 Gibralter Landing Reconstruction No No 0% 100% $37,590.00 0.00 37,589.75 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $37,589.75 Gibralter Road Reconstruction No No 0% 100% $61,579.00 0.00 61,578.81 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $61,578.81 Lagunita Lane Reconstruction No No 0% 100% $102,317.00 0.00 102,317.31 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $102,317.31 Moonridge Rd Reconstruction No No 0% 100% $249,267.00 0.00 249,267.31 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $249,267.31 Sahuaro Way Reconstruction No No 0% 100% $70,504.00 0.00 70,504.31 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $70,504.31 TDA Grant for Stanfield Cutoff Connectivity Project No No 0% 100% $1,294,000.00 0.00 12,940,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $12,940,000.00 Named Projects Total: $0.00 $13,493,355.00 $0.00 $221,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $13,714,355.00 Total Carryover + Estimate: $13,493,355.00 $221,000.00 $0.00 $0.00 $0.00 (%) Named Projects to FY Est. Revenue: 3618.93% 53.86% 0.00% 0.00% 0.00%

Categorical Projects: General Programs No No $1,145,778.00 0.00 1,427,943.04 1,743,384.32 1,399,083.35 1,177,086.00 $5,747,496.71 Categorical Projects Total: $0.00 $1,427,943.04 $1,743,384.32 $1,399,083.35 $1,177,086.00 $5,747,496.71 (%) Categorical Projects to FY Est. Revenue: 0.00% 348.03% 441.53% 343.86% 280.47%

Total Carryover Programming: $0.00 Total Estimated Programming: $19,461,851.71 Total Programming: $19,461,851.71

Total Programming is currently 864.76% (must not exceed 150%) of Carryover Balance + Total Est. Revenue. Attachment: Attachment 1 2021-2025 CIP Report [Revision 1] (6776 : Summary of Measure I Capital Improvement Plans Member Agencies) Big Bear Lake Page 1 of 1 Generated on: 11/4/2020

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Resolution Number: 2020R-069 Measure I Local Pass-through Program Resolution Approval Date: 8/11/2020 Chino Hills Contact Person/Title: Vivian Chou, Management Analyst FIVE YEAR CAPITAL IMPROVEMENT PLAN Phone: (909) 364-2773 Fiscal Years 2020/2021 thru 2024/2025 Email: [email protected] 6/30/20 Carryover Balance: $163,626.00

Is Project in FY2020/21 Est. Revenue FY2021/22 Est. Revenue FY2022/23 Est. Revenue FY2023/24 Est. Revenue FY2024/25 Est. Revenue Total Est. Rev. City's Does Project Is the Project on the Non-motorized have an ATP City's Nexus Study Estimated Total $1,231,005.00 $1,466,532.00 $1,410,510.00 $1,452,671.00 $1,497,530.00 $7,058,248.00 Transportation Component? List? Project Cost Plan? (Yes/No) (Public/DIF Share %) Carryover Current Carryover Current Carryover Current Carryover Current Carryover Current Total Named Projects: (Yes/No) Funds Estimate Funds Estimate Funds Estimate Funds Estimate Funds Estimate FY 2020/21 Sidewalk Replacement Program No No 0% 100% $22,500.00 0.00 22,500.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $22,500.00 FY 2020/21 Street Improvement Program No No 0% 100% $125,000.00 0.00 125,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $125,000.00 FY 2021/22 Sidewalk Replacement Program No No 0% 100% $427,500.00 0.00 0.00 0.00 427,500.00 0.00 0.00 0.00 0.00 0.00 0.00 $427,500.00 FY 2021/22 Street Improvement Program No No 0% 100% $2,375,000.00 0.00 0.00 0.00 2,375,000.00 0.00 0.00 0.00 0.00 0.00 0.00 $2,375,000.00 FY 2022/23 Sidewalk Replacement Program No No 0% 100% $225,000.00 0.00 0.00 0.00 0.00 0.00 225,000.00 0.00 0.00 0.00 0.00 $225,000.00 FY 2022/23 Street Improvement Program No No 0% 100% $1,250,000.00 0.00 0.00 0.00 0.00 0.00 1,250,000.00 0.00 0.00 0.00 0.00 $1,250,000.00 FY 2023/24 Sidewalk Replacement Program No No 0% 100% $225,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 225,000.00 0.00 0.00 $225,000.00 FY 2023/24 Street Improvement Program No No 0% 100% $1,250,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1,250,000.00 0.00 0.00 $1,250,000.00 FY 2024/25 Sidewalk Replacement Program No No 0% 100% $225,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 225,000.00 $225,000.00 FY 2024/25 Street Improvement Program No No 0% 100% $1,250,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1,250,000.00 $1,250,000.00 Named Projects Total: $0.00 $147,500.00 $0.00 $2,802,500.00 $0.00 $1,475,000.00 $0.00 $1,475,000.00 $0.00 $1,475,000.00 $7,375,000.00 Total Carryover + Estimate: $147,500.00 $2,802,500.00 $1,475,000.00 $1,475,000.00 $1,475,000.00 (%) Named Projects to FY Est. Revenue: 11.98% 191.10% 104.57% 101.54% 98.50%

Categorical Projects: Categorical Projects Total: $0.00 (%) Categorical Projects to FY Est. Revenue:

Total Carryover Programming: $0.00 Total Estimated Programming: $7,375,000.00 Total Programming: $7,375,000.00

Total Programming is currently 102.12% (must not exceed 150%) of Carryover Balance + Total Est. Revenue. Attachment: Attachment 1 2021-2025 CIP Report [Revision 1] (6776 : Summary of Measure I Capital Improvement Plans Member Agencies) Chino Hills Page 1 of 1 Generated on: 11/4/2020

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Resolution Number: 2020-061 Measure I Local Pass-through Program Resolution Approval Date: October 6 2020 Chino Contact Person/Title: Amer Jakher, PW Director FIVE YEAR CAPITAL IMPROVEMENT PLAN Phone: 909 334-3535 Fiscal Years 2020/2021 thru 2024/2025 Email: [email protected] 6/30/20 Carryover Balance: $3,078,608.00

Is Project in FY2020/21 Est. Revenue FY2021/22 Est. Revenue FY2022/23 Est. Revenue FY2023/24 Est. Revenue FY2024/25 Est. Revenue Total Est. Rev. City's Does Project Is the Project on the Non-motorized have an ATP City's Nexus Study Estimated Total $1,310,748.00 $1,561,532.00 $1,501,882.00 $1,546,774.00 $1,594,538.00 $7,515,474.00 Transportation Component? List? Project Cost Plan? (Yes/No) (Public/DIF Share %) Carryover Current Carryover Current Carryover Current Carryover Current Carryover Current Total Named Projects: (Yes/No) Funds Estimate Funds Estimate Funds Estimate Funds Estimate Funds Estimate Project C7053/TR131- Traffic Signal Modification at No No 0% 100% $293,341.00 291,216.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $291,216.00 Riverside Drive and Ramona Avenue Project C7061/TR152- Traffic Signal Modification at Yes No 0% 100% $150,000.00 147,675.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $147,675.00 Telephone Avenue and Philadelphia Street Project C7063/TR162- CCTV Camera Installation for TS Communications- Phase 1- Central Ave/Schaefer Ave; Central Ave/Riverside Dr; Fern Ave/Kimball Ave; El No No 0% 100% $151,800.00 95,230.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $95,230.00 Prado Rd/Kimball Ave; Main St/Kimball Ave; Mill Creek Ave/Pine Ave; Tenth St/Riverside Dr; Benson Ave/Riverside Dr; Magnolia Ave/Riverside Dr Project G7023/ TR151- Traffic Signal Improvement Project- Edison Avenue at Ramona Avenue, Yorba No No 0% 100% $1,814,964.00 179,216.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $179,216.00 Avenue and Monte Vista Avenue (HSIP)

Project G7024/ ST151-Central Avenue sidewalk/access ramps and 7th Street/Riverside Drive Improvements No No 0% 100% $166,598.00 38,950.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $38,950.00 (TDA)

Project MS202- Accessibility Improvements Citywide No No 0% 100% $252,000.00 244,618.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $244,618.00 Project N7604 Coordinated Traffic Signal System (Tiers 1-4 SBCTA Project) No No 0% 100% $70,000.00 70,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $70,000.00

Project ST 172 FY 2016-2017 - ADA Upgrades- Kimball Avenue Sidewalk Connection No No 0% 100% $86,600.00 75,570.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $75,570.00

Project ST 183 Street Rehabilitation & TSM- Riverside Drive No No 0% 100% $4,135,834.00 130,403.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $130,403.00

Project ST TBD FY 2021-22 Street Rehabilitation No No 0% 100% $156,170.00 0.00 0.00 0.00 156,170.00 0.00 0.00 0.00 0.00 0.00 0.00 $156,170.00 Project ST TBD FY 24-25 Street Improvement Project- No No 0% 100% $750,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 550,000.00 $550,000.00 Central Ave. Project TR 172- FY 2016-2017 Traffic Signal No No 0% 100% $558,055.00 327,905.00 200,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $527,905.00 Modification- Schaefer Avenue at Ramona Avenue Project TR 182 CCTV; Monte Vista Ave/Chino Hills Pkwy Camera Installation for TS Communications- Phase 2- Kimball Ave/Rincon Meadows Ave; Central Ave/Chino Hills Pkwy; Central Ave/Eucalyptus Ave; Mountain Ave/Kimball Ave; Mill Creek Ave/Bickmore Ave; East No No 0% 100% $220,000.00 139,823.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $139,823.00 Preserve Loop/Pine Ave; Monte Vista Ave/Riverside Dr; Pipeline Ave/Chino Ave; Pipeline Ave/Edison Ave; Spectrum East/Grand Ave; Spectrum West/Grand; Ramona Ave/Edison Ave; Monte Vista Ave/Edison Ave; Mountain Ave/Edison Ave; San Antonio Ave/Edison Ave; Monte Vista/Chino Hills Pkwy Project TR 202- Traffic Signal Modification- Pipeline Avenue at Schaefer Avenue Yes No 0% 100% $397,503.00 18,688.00 378,531.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $397,219.00

Project TR TBD- CCTV Camera Installation for TS Communications- Phase 3- at Pipeline Ave/Chino Ave; Pipeline Ave/Schaefer Ave; Pipeline Ave/Spectrum North; Pipeline Ave/Grand -Edison Ave; Spectrum No No 0% 100% $220,000.00 0.00 0.00 0.00 220,000.00 0.00 0.00 0.00 0.00 0.00 0.00 $220,000.00 West/Grand Ave; Spectrum East/Grand Ave; Ramona Ave/ Chino Ave; Ramona Ave/Edison Ave; Monte Vista Ave/Edison Ave Attachment: Attachment 1 2021-2025 CIP Report [Revision 1] (6776 : Summary of Measure I Capital Improvement Plans Member Agencies) Chino Page 1 of 2 Generated on: 11/4/2020

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Project TR TBD CCTV Camera Installation- Phase 4 No No 0% 100% $225,000.00 0.00 0.00 0.00 0.00 0.00 225,000.00 0.00 0.00 0.00 0.00 $225,000.00 Project TR TBD- Traffic Signal Modification Central No No 0% 100% $300,000.00 0.00 0.00 0.00 0.00 0.00 300,000.00 0.00 0.00 0.00 0.00 $300,000.00 Avenue at Eucalyptus Avenue Project TR TBD- Traffic Signal Modifications at San Antonio Avenue at Walnut Avenue, Philadelphia Street Yes No 0% 100% $467,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 467,000.00 0.00 0.00 $467,000.00 at Monte Vista Avenue

Project TR171 Traffic Signal Modifications- Grand Ave at Spectrum East & West No No 0% 100% $978,866.00 400,386.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $400,386.00 and Paving on Grand from West City Limits to Pipeline Ave Project TR181 TS Battery Backup, and Service Upgrades - Benson Avenue at Park Place, Central Avenue at Washington Avenue, Magnolia Avenue at Riverside Drive, Mountain Avenue at Riverside Drive, No No 0% 100% $387,635.00 240,149.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $240,149.00 Monte Vista Avenue at Schaefer Avenue, Pipeline Avenue at Schaefer Avenue, Ramona Avenue at Walnut Avenue

Project TR203- Traffic Signal Modification- Roswell and No No 0% 100% $128,600.00 93,485.00 35,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $128,485.00 Schaefer Avenue Project TR204- West Preserve Loop at Parkside Street No No 0% 100% $167,000.00 166,282.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $166,282.00 Intersection Improvements Project TR211-Traffic Signal Modifications- Riverside Drive at Magnolia Avenue and Riverside Drive at No No 0% 100% $450,000.00 0.00 450,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $450,000.00 Mountain Avenue

Project TR212 Traffic Signal Installation Monte Vista No No 0% 100% $520,000.00 0.00 90,000.00 0.00 430,000.00 0.00 0.00 0.00 0.00 0.00 0.00 $520,000.00 Ave at Walnut Ave Project TR214- Traffic Signal Upgrades- Philadelphia Street at Town Square Avenue (Previous TR161) No No 0% 100% $200,000.00 0.00 200,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $200,000.00

Named Projects Total: $2,659,596.00 $1,353,531.00 $0.00 $806,170.00 $0.00 $525,000.00 $0.00 $467,000.00 $0.00 $550,000.00 $6,361,297.00 Total Carryover + Estimate: $4,013,127.00 $806,170.00 $525,000.00 $467,000.00 $550,000.00 (%) Named Projects to FY Est. Revenue: 306.17% 51.63% 34.96% 30.19% 34.49%

Categorical Projects: Asphalt Pavement/Overlay - Citywide No No $1,600,000.00 300,000.00 300,000.00 300,000.00 300,000.00 325,000.00 $1,525,000.00

Concrete Maintenance/Graffiti Abatement - Citywide No No $1,260,000.00 240,000.00 240,000.00 240,000.00 240,000.00 240,000.00 $1,200,000.00

Traffic Control/ Signal Maintenance- Citywide No No $1,283,043.00 115,374.00 240,766.00 210,941.00 233,387.00 232,000.00 $1,032,468.00

Categorical Projects Total: $655,374.00 $780,766.00 $750,941.00 $773,387.00 $797,000.00 $3,757,468.00 (%) Categorical Projects to FY Est. Revenue: 50.00% 50.00% 50.00% 50.00% 49.98%

Total Carryover Programming: $2,659,596.00 Total Estimated Programming: $7,459,169.00 Total Programming: $10,118,765.00

Total Programming is currently 95.51% (must not exceed 150%) of Carryover Balance + Total Est. Revenue. Attachment: Attachment 1 2021-2025 CIP Report [Revision 1] (6776 : Summary of Measure I Capital Improvement Plans Member Agencies) Chino Page 2 of 2 Generated on: 11/4/2020

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Resolution Number: R-84-20 Measure I Local Pass-through Program Resolution Approval Date: 08/18/2020 Colton Contact Person/Title: Victor Ortiz FIVE YEAR CAPITAL IMPROVEMENT PLAN Phone: 9095144210 Fiscal Years 2020/2021 thru 2024/2025 Email: [email protected] 6/30/20 Carryover Balance: $232,000.56

Is Project in FY2020/21 Est. Revenue FY2021/22 Est. Revenue FY2022/23 Est. Revenue FY2023/24 Est. Revenue FY2024/25 Est. Revenue Total Est. Rev. City's Does Project Is the Project on the Non-motorized have an ATP City's Nexus Study Estimated Total $793,651.00 $945,500.00 $909,382.00 $936,564.00 $965,485.00 $4,550,582.00 Transportation Component? List? Project Cost Plan? (Yes/No) (Public/DIF Share %) Carryover Current Carryover Current Carryover Current Carryover Current Carryover Current Total Named Projects: (Yes/No) Funds Estimate Funds Estimate Funds Estimate Funds Estimate Funds Estimate Barton Bridge Replacement Project Yes Yes 0% 100% $3,562,480.00 32,090.00 0.00 0.00 0.00 0.00 0.00 0.00 100,000.00 0.00 75,000.00 $207,090.00 Bridge Retrofit - Mt. Vernon Ave. over Santa Ana River No No 0% 100% $621,494.00 70,546.72 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $70,546.72 Citywide Striping Project No No 0% 100% $75,000.00 59,085.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $59,085.00 La Cadena Bridge over Santa Ana River Replacement Yes Yes 56% 44% $3,158,265.00 0.00 0.00 0.00 50,000.00 0.00 75,000.00 0.00 100,000.00 0.00 0.00 $225,000.00 Project Missing Sidewalk Installation - north side of Stevenson Yes Yes 0% 100% $80,000.00 0.00 80,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $80,000.00 St.(Rancho to Grand) Mt. Vernon Ave. Corridor Traffic Signal Improvement No No 0% 100% $770,000.00 814.59 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $814.59 Mt. Vernon Bridge over UPRR Widening Project Yes Yes 56% 44% $1,257,318.00 0.00 0.00 0.00 50,000.00 0.00 75,000.00 0.00 0.00 0.00 0.00 $125,000.00 Pavement Rehabilitation - 7th St - (La Cadena to No No 0% 100% $56,250.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 56,250.00 $56,250.00 Congress) Pavement Rehabilitation - 8th St - O St. to Congress) No No 0% 100% $86,250.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 86,250.00 $86,250.00 Pavement Rehabilitation - C St. (La Cadena to Mt. No No 0% 100% $196,500.00 0.00 0.00 0.00 0.00 0.00 196,500.00 0.00 0.00 0.00 0.00 $196,500.00 Vernon Ave.) Pavement Rehabilitation - Cahuilla St - (west end to No No 0% 100% $145,500.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 145,500.00 0.00 0.00 $145,500.00 east send) Pavement Rehabilitation - Canyon Dr/Gunnison (Maibu No No 0% 100% $105,750.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 105,750.00 $105,750.00 to Reche Cyn) Pavement Rehabilitation - Codillera/Bridge- (Trail Ct. to No No 0% 100% $88,500.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 88,500.00 $88,500.00 cul-de-sac) Pavement Rehabilitation - Cooley Dr. (Washington to Yes Yes 0% 100% $150,000.00 0.00 150,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $150,000.00 Valleywood) Pavement Rehabilitation - Cooley Drive (Valleywood to Yes Yes 0% 100% $90,000.00 0.00 0.00 0.00 0.00 0.00 90,000.00 0.00 0.00 0.00 0.00 $90,000.00 Ashley Way) Pavement Rehabilitation - Fairway Drive (Mt. Vernon No No 0% 100% $205,500.00 0.00 0.00 0.00 205,500.00 0.00 0.00 0.00 0.00 0.00 0.00 $205,500.00 Ave. to Crossroad Dr.) Pavement Rehabilitation - Fogg St. ( 8th St. to 6th St.) No No 0% 100% $55,500.00 0.00 0.00 0.00 55,500.00 0.00 0.00 0.00 0.00 0.00 0.00 $55,500.00 Pavement Rehabilitation - G Street (Mt. Vernon Ave to No No 0% 100% $150,000.00 0.00 150,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $150,000.00 10th Street) Pavement Rehabilitation - Hidden Valley/Cyn Vista No No 0% 100% $150,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 150,000.00 $150,000.00 (Prado to Chase Ln) Pavement Rehabilitation - John Matich (Codillera to No No 0% 100% $97,500.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 97,500.00 $97,500.00 Wild Canyon) Pavement Rehabilitation - La Cadena (Mt. Vernon Ave. No No 0% 100% $195,750.00 0.00 0.00 0.00 0.00 0.00 195,750.00 0.00 0.00 0.00 0.00 $195,750.00 to 9th St.) Pavement Rehabilitation - Laurel Ave (Pennsylvania to No No 0% 100% $151,500.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 151,500.00 0.00 0.00 $151,500.00 6th St.) Pavement Rehabilitation - M Street (7th to La Cadena No No 0% 100% $33,000.00 0.00 0.00 0.00 33,000.00 0.00 0.00 0.00 0.00 0.00 0.00 $33,000.00 Dr.) Pavement Rehabilitation - Meadow Lane (Old Ranch to No No 0% 100% $160,500.00 0.00 0.00 0.00 160,500.00 0.00 0.00 0.00 0.00 0.00 0.00 $160,500.00 South Limit) Pavement Rehabilitation - Mill Street (Michigan to City No No 0% 100% $110,400.00 0.00 0.00 0.00 110,400.00 0.00 0.00 0.00 0.00 0.00 0.00 $110,400.00 Limit west of Ohio) Pavement Rehabilitation - Mohave Drive (Cahuilla St to No No 0% 100% $150,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 150,000.00 0.00 0.00 $150,000.00 Cahuilla east side) Pavement Rehabilitation - Mt. Vernon Ave (Olive St. to No No 0% 100% $150,000.00 0.00 150,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $150,000.00 Colton Ave) Pavement Rehabilitation - Mt. Vernon Ave. (No. of Yes Yes 0% 100% $165,000.00 0.00 165,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $165,000.00 Cooley to Washington) Attachment: Attachment 1 2021-2025 CIP Report [Revision 1] (6776 : Summary of Measure I Capital Improvement Plans Member Agencies) Colton Page 1 of 2 Generated on: 11/4/2020

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Pavement Rehabilitation - Olive Ave (7th to Rancho No No 0% 100% $154,500.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 154,500.00 0.00 0.00 $154,500.00 Ave.) Pavement Rehabilitation - Pennsylvania Ave. (Valley to No No 0% 100% $167,250.00 0.00 0.00 0.00 0.00 0.00 167,250.00 0.00 0.00 0.00 0.00 $167,250.00 C St.) Pavement Rehabilitation - Prado (City Limit to east end) No No 0% 100% $176,250.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 176,250.00 $176,250.00 Pavement Rehabilitation - Rancho Ave (Johnston Street No No 0% 100% $192,218.00 15,929.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $15,929.00 to Mill Street) Pavement Rehabilitation - Rancho Ave. (F Street to I-10 No No 0% 100% $180,000.00 0.00 180,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $180,000.00 Bridge) Pavement Rehabilitation - Rosedale Ave. (Maryknoll to No No 0% 100% $70,500.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 70,500.00 0.00 0.00 $70,500.00 La Loma Ave.) Pavement Rehabilitation - Rosedale Ave. (Palm to La No No 0% 100% $117,000.00 0.00 0.00 0.00 117,000.00 0.00 0.00 0.00 0.00 0.00 0.00 $117,000.00 Loma Ave.) Pavement Rehabilitation - Sperry Ave. (Fairway to No No 0% 100% $67,500.00 0.00 0.00 0.00 67,500.00 0.00 0.00 0.00 0.00 0.00 0.00 $67,500.00 Valley) Pavement Rehabilitation - Valley (Sperry to Mt. Vernon No No 0% 100% $87,750.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 87,750.00 0.00 0.00 $87,750.00 Ave.) Pavement Rehabilitation - Valley Blvd (City Limit to No No 0% 100% $123,513.00 506.01 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $506.01 Wildrose) Pavement Rehabilitation - Valley Blvd. ( Grand Ave.to No No 0% 100% $93,750.00 0.00 0.00 0.00 93,750.00 0.00 0.00 0.00 0.00 0.00 0.00 $93,750.00 Rancho Ave.) Pavement Rehabilitation - Washington St. (Hunts Lane Yes Yes 0% 100% $191,481.00 595.22 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $595.22 to Waterman) Pavement Rehabilitation - Wildrose Ave. (Valley to No No 0% 100% $157,500.00 0.00 0.00 0.00 0.00 0.00 157,500.00 0.00 0.00 0.00 0.00 $157,500.00 Woodpine) Pavement Rehabilitation -Congress St. (7th to 8th No No 0% 100% $54,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 54,000.00 $54,000.00 Street) Reche Canyon Road Extension to Washington/Hunts Yes Yes 0% 100% $3,085,000.00 52,434.02 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 100,000.00 $152,434.02 Lane Named Projects Total: $232,000.56 $875,000.00 $0.00 $943,150.00 $0.00 $957,000.00 $0.00 $959,750.00 $0.00 $989,500.00 $4,956,400.56 Total Carryover + Estimate: $1,107,000.56 $943,150.00 $957,000.00 $959,750.00 $989,500.00 (%) Named Projects to FY Est. Revenue: 139.48% 99.75% 105.24% 102.48% 102.49%

Categorical Projects: Citywide Street and Traffic Safety Improvement No No $0.00 81,650.00 45,837.00 66,418.00 99,568.00 94,433.00 $387,906.00 Categorical Projects Total: $81,650.00 $45,837.00 $66,418.00 $99,568.00 $94,433.00 $387,906.00 (%) Categorical Projects to FY Est. Revenue: 10.29% 4.85% 7.30% 10.63% 9.78%

Total Carryover Programming: $232,000.56 Total Estimated Programming: $5,112,306.00 Total Programming: $5,344,306.56

Total Programming is currently 111.75% (must not exceed 150%) of Carryover Balance + Total Est. Revenue. Attachment: Attachment 1 2021-2025 CIP Report [Revision 1] (6776 : Summary of Measure I Capital Improvement Plans Member Agencies) Colton Page 2 of 2 Generated on: 11/4/2020

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Resolution Number: 2020-118 Measure I Local Pass-through Program Resolution Approval Date: 9/10/20 Fontana Contact Person/Title: Jeffrey Kim FIVE YEAR CAPITAL IMPROVEMENT PLAN Phone: 909-358-6724 Fiscal Years 2020/2021 thru 2024/2025 Email: [email protected] 6/30/20 Carryover Balance: $18,078,402.00

Is Project in FY2020/21 Est. Revenue FY2021/22 Est. Revenue FY2022/23 Est. Revenue FY2023/24 Est. Revenue FY2024/25 Est. Revenue Total Est. Rev. City's Does Project Is the Project on the Non-motorized have an ATP City's Nexus Study Estimated Total $3,094,554.00 $3,686,633.00 $3,545,804.00 $3,651,790.00 $3,764,558.00 $17,743,339.00 Transportation Component? List? Project Cost Plan? (Yes/No) (Public/DIF Share %) Carryover Current Carryover Current Carryover Current Carryover Current Carryover Current Total Named Projects: (Yes/No) Funds Estimate Funds Estimate Funds Estimate Funds Estimate Funds Estimate Alder Ave & Marygold Ave(F3600071)County is lead. No No 0% 100% $750,000.00 0.00 0.00 0.00 0.00 0.00 750,000.00 0.00 0.00 0.00 0.00 $750,000.00 Alder Locust Ramona (3339) No No 0% 100% $500,000.00 500,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $500,000.00 Alder Middle School S/W(3367) No No 0% 100% $343,036.00 270,950.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $270,950.00 Almeria/So Highland TS (F3600046) No No 0% 100% $750,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 750,000.00 $750,000.00 Arrow/Cypress TS(F3600072) No No 0% 100% $750,000.00 0.00 0.00 0.00 750,000.00 0.00 0.00 0.00 0.00 0.00 0.00 $750,000.00 Arrow/Laurel TS (F3600037) No No 0% 100% $750,000.00 0.00 0.00 0.00 0.00 0.00 750,000.00 0.00 0.00 0.00 0.00 $750,000.00 Arrow/Tokay TS(3354) No No 0% 100% $596,000.00 573,058.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $573,058.00 Banana Slover TS (F3600040) No No 0% 100% $750,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 750,000.00 $750,000.00 Baseline/Alder TS(3379) No No 0% 100% $100,000.00 100,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $100,000.00 Baseline/Palmeto (F3600034) No No 0% 100% $750,000.00 0.00 0.00 0.00 0.00 0.00 750,000.00 0.00 0.00 0.00 0.00 $750,000.00 Baseline/Tamarind (F3600038) No No 0% 100% $750,000.00 0.00 0.00 0.00 750,000.00 0.00 0.00 0.00 0.00 0.00 0.00 $750,000.00 Beech & Walnut TS (F3600077) No No 0% 100% $750,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 750,000.00 $750,000.00 Beech/Miller TS(3366) No No 0% 100% $0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $0.00 Beech/Valley TS(F3600073) No No 0% 100% $750,000.00 0.00 0.00 0.00 750,000.00 0.00 0.00 0.00 0.00 0.00 0.00 $750,000.00 Bridlepath at Oxer RRFB (0007) No No 0% 100% $30,000.00 30,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $30,000.00 Catawba/Fontana/Randall (F3600047) No No 0% 100% $750,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 750,000.00 $750,000.00 Cherry & Banana TS(F3600041) No No 0% 100% $750,000.00 0.00 0.00 0.00 0.00 0.00 750,000.00 0.00 0.00 0.00 0.00 $750,000.00 Cherry @ Live Oak TS Mod(3341) No No 0% 100% $501,000.00 447,451.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $447,451.00 Cherry Walnut TS (F3600035) No No 0% 100% $750,000.00 0.00 0.00 0.00 0.00 0.00 750,000.00 0.00 0.00 0.00 0.00 $750,000.00 Cherry/Highland TS (F3600036) No No 0% 100% $750,000.00 0.00 0.00 0.00 0.00 0.00 750,000.00 0.00 0.00 0.00 0.00 $750,000.00 Cherry/Village TS (F3600044) No No 0% 100% $750,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 750,000.00 $750,000.00 Citrus/Ceres TS(3355) No No 0% 100% $831,000.00 760,372.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $760,372.00 Citrus/Malaga Ped Xing(3356) No No 0% 100% $100,000.00 100,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $100,000.00 Cypress Ave TS(3361) No No 0% 100% $500,000.00 390,975.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $390,975.00 Cypress/Merrill TS (F3600042) No No 0% 100% $750,000.00 0.00 0.00 0.00 0.00 0.00 750,000.00 0.00 0.00 0.00 0.00 $750,000.00 Etiwanda/Slover TS(3146) No No 0% 100% $0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $0.00 F78 Flashing Beacon TS (3384) No No 0% 100% $450,000.00 450,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $450,000.00 Fontana SRTS Gap Closure (0003) No No 0% 100% $125,000.00 120,681.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $120,681.00 Foothill Blvd & Beech Ave(3320) No No 0% 100% $268,302.00 102,402.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $102,402.00 Foothill/Alder Curb Ramp (3370) No No 0% 100% $214,000.00 174,218.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $174,218.00 Foothill/Laurel Sidewalk(3380) No No 0% 100% $50,000.00 35,150.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $35,150.00 Foothill: Sierra-Mango (3279) No No 0% 100% $596,000.00 48,029.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $48,029.00 Juniper/Seville Blank TS(3377) No No 0% 100% $0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $0.00 Juniper/South Highland TS (F3600048) No No 0% 100% $750,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 750,000.00 $750,000.00 Juniper/Valencia TS (F3600039) No No 0% 100% $750,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 750,000.00 $750,000.00 Jurupa & Live Oak(3336) No No 0% 100% $972,420.00 815,832.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $815,832.00 Knox/South Highland TS (F3600045) No No 0% 100% $750,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 750,000.00 $750,000.00 Live Oak /Village Drive TS(F3600074) No No 0% 100% $750,000.00 0.00 0.00 0.00 750,000.00 0.00 0.00 0.00 0.00 0.00 0.00 $750,000.00 Mango/San Bernardino TS (F3600043) No No 0% 100% $750,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 750,000.00 $750,000.00 Mango/So Highland TS(3382) No No 0% 100% $451,000.00 387,903.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $387,903.00 Merrill Ave @ Oleander/Fontana(3328) No No 0% 100% $0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $0.00 Neighborhood Traffic Management (0005) No No 0% 100% $130,000.00 49,150.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $49,150.00 PE Trail & Beech Ave Ped Signal(3338) No No 0% 100% $151,000.00 147,627.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $147,627.00 Attachment: Attachment 1 2021-2025 CIP Report [Revision 1] (6776 : Summary of Measure I Capital Improvement Plans Member Agencies) Fontana Page 1 of 3 Generated on: 11/4/2020

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Pepper/Randall TS (F3600049) No No 0% 100% $750,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 750,000.00 $750,000.00 Phila/San Sev Channel(3186) No No 0% 100% $0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $0.00 Randall & Mango TS(F3600075) No No 0% 100% $750,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 750,000.00 $750,000.00 Randall & Oleander TS (F3600078) No No 0% 100% $750,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 750,000.00 $750,000.00 S. Highland/Cypress TS(3360) No No 0% 100% $636,000.00 288,848.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $288,848.00 San Bernardino & Cypress(3327) No No 0% 100% $619,000.00 66,839.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $66,839.00 San Bernardino/Oleander TS(F3600076) No No 0% 100% $750,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 750,000.00 $750,000.00 San Sevaine PH I, Seg 2(3345) No No 0% 100% $684,402.00 512,772.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $512,772.00 Sierra Ave & Riverside Ave(3329) No No 0% 100% $727,000.00 659,397.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $659,397.00 Sierra/So. Highland TS Cabinet(3371) No No 0% 100% $0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $0.00 Speed Hump (0009) No No 0% 100% $100,000.00 100,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $100,000.00 SSARP-Systematic Safety Analysis Report Program No No 0% 100% $0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $0.00 (3364) TMC Earmark(3363) No No 0% 100% $568,376.00 477,706.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $477,706.00 Traffic Calming Program(3373) No No 0% 100% $0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $0.00 Valley Blvd & Almond Ave(3307) No No 0% 100% $1,487,770.00 1,302,956.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $1,302,956.00 Valley Blvd & Oleander Ave(3310) No No 0% 100% $1,526,000.00 1,311,222.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $1,311,222.00 W Liberty Parkway Miller TS (0002) No No 0% 100% $730,000.00 730,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $730,000.00 Named Projects Total: $10,953,538.00 $0.00 $0.00 $3,000,000.00 $0.00 $5,250,000.00 $0.00 $0.00 $0.00 $9,750,000.00 $28,953,538.00 Total Carryover + Estimate: $10,953,538.00 $3,000,000.00 $5,250,000.00 $0.00 $9,750,000.00 (%) Named Projects to FY Est. Revenue: 353.96% 81.38% 148.06% 0.00% 258.99%

Categorical Projects: Citywide Measure I Customer Relations 24636008 No No $472,400.00 94,480.00 94,480.00 94,480.00 94,480.00 94,480.00 $472,400.00 Citywide Measure I Emergency Reserve Equipment No No $325,000.00 65,000.00 65,000.00 65,000.00 65,000.00 65,000.00 $325,000.00 24636020 Citywide Measure I Street Lighting Related 24636009 No No $411,450.00 82,290.00 82,290.00 82,290.00 82,290.00 82,290.00 $411,450.00 Citywide Measure I Street Related Activities 24636013 No No $382,050.00 76,410.00 76,410.00 76,410.00 76,410.00 76,410.00 $382,050.00 Citywide Measure I Street Striping Related 24636010 No No $399,650.00 79,930.00 79,930.00 79,930.00 79,930.00 79,930.00 $399,650.00 Citywide Measure I System (Preventative Sig Maint) No No $448,350.00 89,670.00 89,670.00 89,670.00 89,670.00 89,670.00 $448,350.00 24636017 Citywide Measure I System (Traffic Controller Cabs) No No $250,000.00 50,000.00 50,000.00 50,000.00 50,000.00 50,000.00 $250,000.00 24636014 Citywide Measure I System (Traffic Controller Equip) No No $325,000.00 65,000.00 65,000.00 65,000.00 65,000.00 65,000.00 $325,000.00 24636015 Citywide Measure I System (Traffic Signal Equip) No No $440,000.00 88,000.00 88,000.00 88,000.00 88,000.00 88,000.00 $440,000.00 24636016 Citywide Measure I System (Traffic Signal Maint) No No $350,000.00 70,000.00 70,000.00 70,000.00 70,000.00 70,000.00 $350,000.00 24636018 Citywide Measure I Traffic Engineering Studies 24636007 No No $476,000.00 95,200.00 95,200.00 95,200.00 95,200.00 95,200.00 $476,000.00

Citywide Measure I Traffic Signal Communication No No $466,650.00 93,330.00 93,330.00 93,330.00 93,330.00 93,330.00 $466,650.00 Support 24636023 Citywide Measure I Traffic Signal Installation Support No No $458,000.00 91,600.00 91,600.00 91,600.00 91,600.00 91,600.00 $458,000.00 24636022 Citywide Measure I Traffic Signal Maint Support No No $458,000.00 91,600.00 91,600.00 91,600.00 91,600.00 91,600.00 $458,000.00 24636021 Citywide Measure I Traffic Signal Modification/Upgrade No No $452,300.00 90,460.00 90,460.00 90,460.00 90,460.00 90,460.00 $452,300.00 24636024 Citywide Measure I Traffic Signal Timing Sync 24636025 No No $466,350.00 93,270.00 93,270.00 93,270.00 93,270.00 93,270.00 $466,350.00 Citywide Measure I Traffic System Improvements No No $457,600.00 91,520.00 91,520.00 91,520.00 91,520.00 91,520.00 $457,600.00 24636026 Citywide Measure I Traffic-Related Signage 24636019 No No $150,000.00 30,000.00 30,000.00 30,000.00 30,000.00 30,000.00 $150,000.00 Measure I 2010-2040 Local Cost Allocation 24636011 No No $499,500.00 99,900.00 99,900.00 99,900.00 99,900.00 99,900.00 $499,500.00 Measure I 2010-2040 Local Vehicle Maintenance No No $118,250.00 23,650.00 23,650.00 23,650.00 23,650.00 23,650.00 $118,250.00 24636012 Categorical Projects Total: $1,561,310.00 $1,561,310.00 $1,561,310.00 $1,561,310.00 $1,561,310.00 $7,806,550.00 Attachment: Attachment 1 2021-2025 CIP Report [Revision 1] (6776 : Summary of Measure I Capital Improvement Plans Member Agencies) Fontana Page 2 of 3 Generated on: 11/4/2020

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Resolution Number: 2020-13 Measure I Local Pass-through Program Resolution Approval Date: May 12, 2020 Grand Terrace Contact Person/Title: Craig Bradshaw FIVE YEAR CAPITAL IMPROVEMENT PLAN Phone: 909-825-3825 Fiscal Years 2020/2021 thru 2024/2025 Email: [email protected] 6/30/20 Carryover Balance: $220,000.00

Is Project in FY2020/21 Est. Revenue FY2021/22 Est. Revenue FY2022/23 Est. Revenue FY2023/24 Est. Revenue FY2024/25 Est. Revenue Total Est. Rev. City's Does Project Is the Project on the Non-motorized have an ATP City's Nexus Study Estimated Total $184,642.00 $219,969.00 $211,567.00 $217,890.00 $224,619.00 $1,058,687.00 Transportation Component? List? Project Cost Plan? (Yes/No) (Public/DIF Share %) Carryover Current Carryover Current Carryover Current Carryover Current Carryover Current Total Named Projects: (Yes/No) Funds Estimate Funds Estimate Funds Estimate Funds Estimate Funds Estimate Fiscal Year 2020-21 Pavement Management Program No No 0% 100% $1,636,667.00 150,123.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $150,123.00 (street listing attached) Fiscal Year 2021-22 Pavement Management Program No No 0% 100% $706,330.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $0.00 (street listing attached) Fiscal Year 2022-23 Pavement Management Program No No 0% 100% $401,424.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 246,136.00 0.00 0.00 $246,136.00 (street listing attached) Fiscal Year 2023-24 Pavement Management Program No No 0% 100% $563,016.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 254,179.00 $254,179.00 (street listing attached) Fiscal Year 2024-25 Pavement Management Program No No 0% 100% $578,916.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 254,179.00 $254,179.00 (street listing attached) Named Projects Total: $150,123.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $246,136.00 $0.00 $508,358.00 $904,617.00 Total Carryover + Estimate: $150,123.00 $0.00 $0.00 $246,136.00 $508,358.00 (%) Named Projects to FY Est. Revenue: 81.30% 0.00% 0.00% 112.96% 226.32%

Categorical Projects: 5-Year Tree Trimming Program No No $154,240.00 0.00 38,560.00 38,560.00 38,560.00 38,560.00 $154,240.00 ADA Ramps - Five Year Program No No $120,000.00 0.00 30,000.00 30,000.00 30,000.00 30,000.00 $120,000.00 Categorical Projects Total: $0.00 $68,560.00 $68,560.00 $68,560.00 $68,560.00 $274,240.00 (%) Categorical Projects to FY Est. Revenue: 0.00% 31.17% 32.41% 31.47% 30.52%

Total Carryover Programming: $150,123.00 Total Estimated Programming: $1,028,734.00 Total Programming: $1,178,857.00

Total Programming is currently 92.19% (must not exceed 150%) of Carryover Balance + Total Est. Revenue. Attachment: Attachment 1 2021-2025 CIP Report [Revision 1] (6776 : Summary of Measure I Capital Improvement Plans Member Agencies) Grand Terrace Page 1 of 1 Generated on: 11/4/2020

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Resolution Number: R2020-057 Measure I Local Pass-through Program Resolution Approval Date: 08/18/20 Hesperia Contact Person/Title: Jamie Carone FIVE YEAR CAPITAL IMPROVEMENT PLAN Phone: 760-947-1449 Fiscal Years 2020/2021 thru 2024/2025 Email: [email protected] 6/30/20 Carryover Balance: $920,000.00

Is Project in FY2020/21 Est. Revenue FY2021/22 Est. Revenue FY2022/23 Est. Revenue FY2023/24 Est. Revenue FY2024/25 Est. Revenue Total Est. Rev. City's Does Project Is the Project on the Non-motorized have an ATP City's Nexus Study Estimated Total $2,335,129.03 $2,789,039.90 $2,707,724.83 $2,814,885.03 $2,929,097.54 $13,575,876.33 Transportation Component? List? Project Cost Plan? (Yes/No) (Public/DIF Share %) Carryover Current Carryover Current Carryover Current Carryover Current Carryover Current Total Named Projects: (Yes/No) Funds Estimate Funds Estimate Funds Estimate Funds Estimate Funds Estimate Highway 395 and Joshua Street Park and Ride No No 0% 100% $800,000.00 0.00 30,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $30,000.00 Expansion Project (CO 6523) I Ave Corridor Study (CO 7151) No No 0% 100% $278,580.00 0.00 36,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $36,000.00 Landscaping Ranchero Road and I-15 (CO 7160) No No 0% 100% $650,000.00 60,000.00 0.00 0.00 590,000.00 0.00 0.00 0.00 0.00 0.00 0.00 $650,000.00 Main Street Traffic Signal Synchronization (CO 7133) No No 0% 100% $1,221,233.00 0.00 30,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $30,000.00 Main Street/Mariposa Road Traffic Signal Relocation No No 0% 100% $65,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $0.00 (CO 7156) Muscatel Street Improvements (CO 7144) No No 0% 100% $300,000.00 5,000.00 0.00 0.00 125,000.00 0.00 0.00 0.00 0.00 0.00 0.00 $130,000.00 Ranchero Road Aqueduct Crossing (CO 7139) No No 0% 100% $16,362,000.00 0.00 195,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $195,000.00 Ranchero Road Improvements 7th to Mariposa (CO No No 0% 100% $36,332,142.00 0.00 210,200.00 0.00 210,200.00 0.00 0.00 0.00 0.00 0.00 0.00 $420,400.00 7094) Ranchero Road Interchange Public Share No No 0% 100% $6,500,000.00 0.00 0.00 0.00 0.00 0.00 2,300,000.00 0.00 2,300,000.00 0.00 2,300,000.00 $6,900,000.00 Reimbursement Ranchero Road Undercrossing (CO 7046) No No 0% 100% $31,540,298.00 0.00 120,000.00 0.00 5,000.00 0.00 5,000.00 0.00 5,000.00 0.00 5,000.00 $140,000.00 Sultana Street Improvements (CO 7143) No No 0% 100% $300,000.00 50,000.00 0.00 0.00 250,000.00 0.00 0.00 0.00 0.00 0.00 0.00 $300,000.00 Traffic Signal @ Ranchero Rd and Cottonwood Ave (CO No No 0% 100% $450,000.00 10,000.00 0.00 0.00 135,000.00 0.00 0.00 0.00 0.00 0.00 0.00 $145,000.00 7145) Traffic Signal Main Street and Sultana/Timberline (CO No No 0% 100% $1,234,000.00 325,000.00 0.00 0.00 9,150.00 0.00 0.00 0.00 0.00 0.00 0.00 $334,150.00 7159) Traffic Signal Ranchero Rd and Seventh Ave (CO 7154) No No 0% 100% $450,000.00 10,000.00 0.00 0.00 135,000.00 0.00 0.00 0.00 0.00 0.00 0.00 $145,000.00 Named Projects Total: $460,000.00 $621,200.00 $0.00 $1,459,350.00 $0.00 $2,305,000.00 $0.00 $2,305,000.00 $0.00 $2,305,000.00 $9,455,550.00 Total Carryover + Estimate: $1,081,200.00 $1,459,350.00 $2,305,000.00 $2,305,000.00 $2,305,000.00 (%) Named Projects to FY Est. Revenue: 46.30% 52.32% 85.13% 81.89% 78.69%

Categorical Projects: FY2020-21 Citywide Preservation and Maintenance No No $750,000.00 750,000.00 0.00 0.00 0.00 0.00 $750,000.00 FY2021-22 Annual Street Improvement Project No No $1,400,000.00 0.00 1,400,000.00 0.00 0.00 0.00 $1,400,000.00 FY2021-22 Citywide Preservation and Maintenance No No $750,000.00 0.00 750,000.00 0.00 0.00 0.00 $750,000.00 FY2022-23 Annual Street Improvement Project No No $1,400,000.00 0.00 0.00 1,400,000.00 0.00 0.00 $1,400,000.00 FY2022-23 Citywide Preservation and Maintenance No No $750,000.00 0.00 0.00 750,000.00 0.00 0.00 $750,000.00 FY2023-24 Annual Street Improvement Project No No $1,400,000.00 0.00 0.00 0.00 1,400,000.00 0.00 $1,400,000.00 FY2023-24 Citywide Preservation and Maintenance No No $750,000.00 0.00 0.00 0.00 750,000.00 0.00 $750,000.00 FY2024-25 Annual Street Improvement Project No No $1,400,000.00 0.00 0.00 0.00 0.00 1,400,000.00 $1,400,000.00 FY2024-25 Citywide Preservation and Maintenance No No $750,000.00 0.00 0.00 0.00 0.00 750,000.00 $750,000.00 Categorical Projects Total: $750,000.00 $2,150,000.00 $2,150,000.00 $2,150,000.00 $2,150,000.00 $9,350,000.00 (%) Categorical Projects to FY Est. Revenue: 32.12% 77.09% 79.40% 76.38% 73.40%

Total Carryover Programming: $460,000.00 Total Estimated Programming: $18,345,550.00 Total Programming: $18,805,550.00

Total Programming is currently 129.73% (must not exceed 150%) of Carryover Balance + Total Est. Revenue. Attachment: Attachment 1 2021-2025 CIP Report [Revision 1] (6776 : Summary of Measure I Capital Improvement Plans Member Agencies) Hesperia Page 1 of 1 Generated on: 11/4/2020

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Resolution Number: 2020-043 Measure I Local Pass-through Program Resolution Approval Date: 08/11/2020 Highland Contact Person/Title: Carlos Zamano FIVE YEAR CAPITAL IMPROVEMENT PLAN Phone: (909) 864-8732 Fiscal Years 2020/2021 thru 2024/2025 Email: [email protected] 6/30/20 Carryover Balance: $2,352,000.00

Is Project in FY2020/21 Est. Revenue FY2021/22 Est. Revenue FY2022/23 Est. Revenue FY2023/24 Est. Revenue FY2024/25 Est. Revenue Total Est. Rev. City's Does Project Is the Project on the Non-motorized have an ATP City's Nexus Study Estimated Total $813,889.00 $969,610.00 $932,571.00 $960,446.00 $990,105.00 $4,666,621.00 Transportation Component? List? Project Cost Plan? (Yes/No) (Public/DIF Share %) Carryover Current Carryover Current Carryover Current Carryover Current Carryover Current Total Named Projects: (Yes/No) Funds Estimate Funds Estimate Funds Estimate Funds Estimate Funds Estimate brg04004- Street Improvement-Boulder Avenue (San Yes No 100% 0% $566,000.00 340,000.00 0.00 226,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $566,000.00 Manuel Village Entrance to Greenspot Road) LRS19001-Develop Local Roadway Safety Plan No No 100% 0% $8,000.00 6,000.00 0.00 2,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $8,000.00 ola- CDBG 21/22 Project No No 100% 0% $102,000.00 0.00 0.00 0.00 0.00 51,000.00 0.00 51,000.00 0.00 0.00 0.00 $102,000.00 ola- CDBG 22/23 Project No No 100% 0% $102,000.00 0.00 0.00 0.00 0.00 51,000.00 0.00 51,000.00 0.00 0.00 0.00 $102,000.00 ola16001- Rehab-7th St, Elmwood St, Fisher St, Paloma No No 100% 0% $5,000.00 5,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $5,000.00 Rd, Walker St (CDBG 16/17) ola17001- Rehab-Michael St, Court St, Elm St (17-18 No No 100% 0% $5,000.00 5,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $5,000.00 CDBG) ola18001- Rehab-Elmwood St, McKinley St, and Walker No No 100% 0% $230,000.00 220,000.00 0.00 10,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $230,000.00 St (18/19 CDBG) ola19001- Rehab-Del Rosa Ave, Elm St, and San No No 100% 0% $187,000.00 167,000.00 0.00 10,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $177,000.00 Francisco St (19/20 CDBG) ola20001- CDBG 20/21 project No No 100% 0% $118,000.00 113,000.00 0.00 5,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $118,000.00 Sector B and C Pavement Maintenance No No 100% 0% $5,000.00 5,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $5,000.00 Sector D Pavement Rehabilitation and Maintenance No No 100% 0% $95,000.00 95,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $95,000.00 Sector E Pavement Rehabilitation and Maintenance No No 100% 0% $3,620,000.00 497,000.00 2,503,000.00 0.00 620,000.00 0.00 0.00 0.00 0.00 0.00 0.00 $3,620,000.00 str07009- Street Improvement-Cunningham St/Hillview No No 100% 0% $5,000.00 5,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $5,000.00 St/Bruce St/Crest St str12005- Street Improvement-10th St/Drummond No No 100% 0% $366,000.00 366,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $366,000.00 Ave/Cole Ave/14th St str17001- Bikeway-City Creek/Alabama Street Bikeways Yes Yes 100% 0% $414,000.00 0.00 313,000.00 0.00 91,000.00 0.00 10,000.00 0.00 0.00 0.00 0.00 $414,000.00 str20003- Tippecanoe Avenue (3rd Street - Vine St.) - No No 100% 0% $319,000.00 0.00 0.00 0.00 319,000.00 0.00 0.00 0.00 0.00 0.00 0.00 $319,000.00 Joint Project with SB County swk19001- Transit-Stops, Sidewalk and Bikeway Yes No 100% 0% $67,000.00 40,000.00 0.00 27,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $67,000.00 Improvements on 9th St (Eucalyptus Dr to Victoria Ave) swk19002- Transit-Stop Access Improvements on Base Yes No 100% 0% $24,000.00 0.00 20,000.00 4,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $24,000.00 Line, Boulder, 9th St, and Olive Tree Lane Named Projects Total: $1,864,000.00 $2,836,000.00 $284,000.00 $1,030,000.00 $102,000.00 $10,000.00 $102,000.00 $0.00 $0.00 $0.00 $6,228,000.00 Total Carryover + Estimate: $4,700,000.00 $1,314,000.00 $112,000.00 $102,000.00 $0.00 (%) Named Projects to FY Est. Revenue: 577.47% 135.52% 12.01% 10.62% 0.00%

Categorical Projects: Miscellaneous City-Wide Street Reair No No $500,000.00 100,000.00 100,000.00 100,000.00 100,000.00 100,000.00 $500,000.00 Categorical Projects Total: $100,000.00 $100,000.00 $100,000.00 $100,000.00 $100,000.00 $500,000.00 (%) Categorical Projects to FY Est. Revenue: 12.29% 10.31% 10.72% 10.41% 10.10%

Total Carryover Programming: $2,352,000.00 Total Estimated Programming: $4,376,000.00 Total Programming: $6,728,000.00

Total Programming is currently 95.86% (must not exceed 150%) of Carryover Balance + Total Est. Revenue. Attachment: Attachment 1 2021-2025 CIP Report [Revision 1] (6776 : Summary of Measure I Capital Improvement Plans Member Agencies) Highland Page 1 of 1 Generated on: 11/4/2020

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Resolution Number: 2020-32 Measure I Local Pass-through Program Resolution Approval Date: 09/08/2020 Loma Linda Contact Person/Title: T. Jarb Thaipejr FIVE YEAR CAPITAL IMPROVEMENT PLAN Phone: (909)799-2811 Fiscal Years 2020/2021 thru 2024/2025 Email: [email protected] 6/30/20 Carryover Balance: $41,651.00

Is Project in FY2020/21 Est. Revenue FY2021/22 Est. Revenue FY2022/23 Est. Revenue FY2023/24 Est. Revenue FY2024/25 Est. Revenue Total Est. Rev. City's Does Project Is the Project on the Non-motorized have an ATP City's Nexus Study Estimated Total $355,086.00 $423,025.00 $406,865.00 $419,027.00 $431,966.00 $2,035,969.00 Transportation Component? List? Project Cost Plan? (Yes/No) (Public/DIF Share %) Carryover Current Carryover Current Carryover Current Carryover Current Carryover Current Total Named Projects: (Yes/No) Funds Estimate Funds Estimate Funds Estimate Funds Estimate Funds Estimate Pavement rehabilitation of Barton Road from Campus No No 0% 100% $300,000.00 34,600.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $34,600.00 Street to Benton Street Pavement rehabilitation of Barton Road from Campus Street to West City limit, Tract 16382, Anderson Street from Barton Road to Stewart Street, Stewart Street from Anderson Street to Shepardson Street, Mound Street No No 0% 100% $700,000.00 0.00 0.00 700,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $700,000.00 from Anderson Street to Shepardson Street, Barton Road from Benton Street to Mountain View Avenue, Benton Street from Lawton Avenue to Barton Road Pavement rehabilitation on Mountain View Avenue from Barton Road to North City limit and Van Leuven Street No No 0% 100% $430,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 430,000.00 0.00 $430,000.00 from Orange Grove Street to Mountain View Avenue Pavement rehabilitation on Tracts 1814, 3160, 6419, 6455, 9286, 15422, Hughs Tract, Avenida Requerio Street, Main Street, Mayberry Street Juanita Street, Anita Street, Adella Street, Stewart Street from Campus Street to west end, Parkland Street, Orange Grove No No 0% 100% $425,000.00 0.00 0.00 0.00 0.00 420,000.00 0.00 0.00 0.00 0.00 0.00 $420,000.00 Street from Academy Street to Van Leuven Street, Academy Street from Anderson Street to Orange Grove Street, Mayberry Street from Barton Road to Whittier Avenue, Whittier Avenue from Mayberry Street to UPRR Pavement rehabilitation on Tracts 3099, 8517, 9004, 9103, 9152, 9276, 9277, 9292, 9389, 9438, 10133, 10131, 10132, 10133, 10134, 10135, 10136, 10137, 12294, 12458, 13635, 14216, 15700, 16089, Poplar No No 0% 100% $410,000.00 0.00 0.00 0.00 0.00 410,000.00 0.00 0.00 0.00 0.00 0.00 $410,000.00 Street from Redlands Boulevard to Park Avenue, Coloma Street Street from Redlands Boulevard to Park Avenue, Beaumont Avenue from Mountain View Avenue to Bryn Mawr Avenue Pavement rehabilitation, Tracts 13943, 14544, 14545, 14552, 15071, 16650, Oakwood Drive, Beaumont No No 0% 100% $440,000.00 0.00 0.00 0.00 0.00 0.00 0.00 440,000.00 0.00 0.00 0.00 $440,000.00 Avenue from Bryn Mawr Avenue to UPRR and Whittier Avenue from Beaumont Avenue to UPRR Named Projects Total: $34,600.00 $0.00 $700,000.00 $0.00 $830,000.00 $0.00 $440,000.00 $0.00 $430,000.00 $0.00 $2,434,600.00 Total Carryover + Estimate: $34,600.00 $700,000.00 $830,000.00 $440,000.00 $430,000.00 (%) Named Projects to FY Est. Revenue: 9.74% 165.47% 204.00% 105.01% 99.54%

Categorical Projects: Sidewalk corrective measures - Citywide No No $400,000.00 80,000.00 80,000.00 80,000.00 80,000.00 80,000.00 $400,000.00 Categorical Projects Total: $80,000.00 $80,000.00 $80,000.00 $80,000.00 $80,000.00 $400,000.00 (%) Categorical Projects to FY Est. Revenue: 22.53% 18.91% 19.66% 19.09% 18.52%

Total Carryover Programming: $2,434,600.00 Total Estimated Programming: $400,000.00 Total Programming: $2,834,600.00

Total Programming is currently 136.43% (must not exceed 150%) of Carryover Balance + Total Est. Revenue. Attachment: Attachment 1 2021-2025 CIP Report [Revision 1] (6776 : Summary of Measure I Capital Improvement Plans Member Agencies) Loma Linda Page 1 of 1 Generated on: 11/4/2020

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Resolution Number: 20-3287 Measure I Local Pass-through Program Resolution Approval Date: September 8, 2020 Montclair Contact Person/Title: Noel Castillo FIVE YEAR CAPITAL IMPROVEMENT PLAN Phone: 909-625-9441 Fiscal Years 2020/2021 thru 2024/2025 Email: [email protected] 6/30/20 Carryover Balance: $0.00

Is Project in FY2020/21 Est. Revenue FY2021/22 Est. Revenue FY2022/23 Est. Revenue FY2023/24 Est. Revenue FY2024/25 Est. Revenue Total Est. Rev. City's Does Project Is the Project on the Non-motorized have an ATP City's Nexus Study Estimated Total $577,287.00 $687,739.00 $661,467.00 $681,239.00 $702,276.00 $3,310,008.00 Transportation Component? List? Project Cost Plan? (Yes/No) (Public/DIF Share %) Carryover Current Carryover Current Carryover Current Carryover Current Carryover Current Total Named Projects: (Yes/No) Funds Estimate Funds Estimate Funds Estimate Funds Estimate Funds Estimate central bridge consultant costs No No 0% 100% $50,000.00 0.00 50,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $50,000.00 central Bridge Local Match No No 0% 100% $400,000.00 0.00 400,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $400,000.00 I-10/Monte Vista Interchange Term Loan Agreement No No 0% 100% $33,144,900.00 0.00 74,620.00 0.00 1,348,156.00 0.00 843,707.00 0.00 0.00 0.00 0.00 $2,266,483.00 pavement management system No No 0% 100% $50,000.00 0.00 50,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $50,000.00 PD handrail No No 0% 100% $150,000.00 0.00 150,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $150,000.00 traffic safety No No 0% 100% $50,000.00 0.00 50,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $50,000.00 Named Projects Total: $0.00 $774,620.00 $0.00 $1,348,156.00 $0.00 $843,707.00 $0.00 $0.00 $0.00 $0.00 $2,966,483.00 Total Carryover + Estimate: $774,620.00 $1,348,156.00 $843,707.00 $0.00 $0.00 (%) Named Projects to FY Est. Revenue: 134.18% 196.03% 127.55% 0.00% 0.00%

Categorical Projects: Categorical Projects Total: $0.00 (%) Categorical Projects to FY Est. Revenue:

Total Carryover Programming: $0.00 Total Estimated Programming: $2,966,483.00 Total Programming: $2,966,483.00

Total Programming is currently 89.62% (must not exceed 150%) of Carryover Balance + Total Est. Revenue. Attachment: Attachment 1 2021-2025 CIP Report [Revision 1] (6776 : Summary of Measure I Capital Improvement Plans Member Agencies) Montclair Page 1 of 1 Generated on: 11/4/2020

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Resolution Number: 2020-52 Measure I Local Pass-through Program Resolution Approval Date: 09/08/2020 Needles Contact Person/Title: Tammy Ellmore FIVE YEAR CAPITAL IMPROVEMENT PLAN Phone: 7603265740 x 150 Fiscal Years 2020/2021 thru 2024/2025 Email: [email protected] 6/30/20 Carryover Balance: $130,778.00

Is Project in FY2020/21 Est. Revenue FY2021/22 Est. Revenue FY2022/23 Est. Revenue FY2023/24 Est. Revenue FY2024/25 Est. Revenue Total Est. Rev. City's Does Project Is the Project on the Non-motorized have an ATP City's Nexus Study Estimated Total $113,903.95 $113,903.95 $122,122.39 $117,662.70 $121,391.61 $588,984.60 Transportation Component? List? Project Cost Plan? (Yes/No) (Public/DIF Share %) Carryover Current Carryover Current Carryover Current Carryover Current Carryover Current Total Named Projects: (Yes/No) Funds Estimate Funds Estimate Funds Estimate Funds Estimate Funds Estimate NEEDLES HWY CRITICAL SECTION (600' North Park No No 0% 100% $0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 605,848.65 $605,848.65 Road to City Limits) PHASE II NO PROJECT FYE 2021-2022 No No 0% 100% $0.00 0.00 0.00 244,681.95 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $244,681.95 NO PROJECT FYE 2022-2023 No No 0% 100% $0.00 0.00 0.00 0.00 0.00 113,903.95 122,122.39 0.00 0.00 0.00 0.00 $236,026.34 NO PROJECT FYE 2023-2024 No No 0% 100% $0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 117,662.70 0.00 0.00 $117,662.70 Named Projects Total: $0.00 $0.00 $244,681.95 $0.00 $113,903.95 $122,122.39 $0.00 $117,662.70 $0.00 $605,848.65 $1,204,219.64 Total Carryover + Estimate: $0.00 $244,681.95 $236,026.34 $117,662.70 $605,848.65 (%) Named Projects to FY Est. Revenue: 0.00% 214.81% 193.27% 100.00% 499.09%

Categorical Projects: Construction Management Plan No No $1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 $5,000.00 Categorical Projects Total: $1,000.00 $1,000.00 $1,000.00 $1,000.00 $1,000.00 $5,000.00 (%) Categorical Projects to FY Est. Revenue: 0.88% 0.88% 0.82% 0.85% 0.82%

Total Carryover Programming: $358,585.90 Total Estimated Programming: $850,633.74 Total Programming: $1,209,219.64

Total Programming is currently 168.00% (must not exceed 150%) of Carryover Balance + Total Est. Revenue. Attachment: Attachment 1 2021-2025 CIP Report [Revision 1] (6776 : Summary of Measure I Capital Improvement Plans Member Agencies) Needles Page 1 of 1 Generated on: 11/4/2020

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Resolution Number: 2020-086 Measure I Local Pass-through Program Resolution Approval Date: June 23, 2020 Ontario Contact Person/Title: Tricia Espinoza FIVE YEAR CAPITAL IMPROVEMENT PLAN Phone: 909-395-2188 Fiscal Years 2020/2021 thru 2024/2025 Email: [email protected] 6/30/20 Carryover Balance: $2,360,007.00

Is Project in FY2020/21 Est. Revenue FY2021/22 Est. Revenue FY2022/23 Est. Revenue FY2023/24 Est. Revenue FY2024/25 Est. Revenue Total Est. Rev. City's Does Project Is the Project on the Non-motorized have an ATP City's Nexus Study Estimated Total $2,601,213.00 $3,098,901.00 $2,980,523.00 $3,069,613.00 $3,164,403.00 $14,914,653.00 Transportation Component? List? Project Cost Plan? (Yes/No) (Public/DIF Share %) Carryover Current Carryover Current Carryover Current Carryover Current Carryover Current Total Named Projects: (Yes/No) Funds Estimate Funds Estimate Funds Estimate Funds Estimate Funds Estimate Creekside Drive (Deer Creek Loop to Lytle Creek Loop) No No 0% 100% $200,000.00 0.00 0.00 0.00 200,000.00 0.00 0.00 0.00 0.00 0.00 0.00 $200,000.00

Deer Creek Loop (Creekside Drive) No No 0% 100% $715,000.00 0.00 0.00 0.00 715,000.00 0.00 0.00 0.00 0.00 0.00 0.00 $715,000.00

Etiwanda Avenue (Jurupa Street to Santa Ana Street) No No 0% 100% $450,000.00 0.00 0.00 0.00 0.00 0.00 450,000.00 0.00 0.00 0.00 0.00 $450,000.00

Fourth Street (Haven avenue to Ontario Mills Drive) No No 0% 100% $1,823,000.00 0.00 1,823,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $1,823,000.00 Fourth Street (Vineyard Avenue to I-10) No No 0% 100% $675,000.00 0.00 0.00 0.00 0.00 0.00 675,000.00 0.00 0.00 0.00 0.00 $675,000.00 FY 2020/2021 Slurry Seal Program No No 0% 100% $700,000.00 0.00 700,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $700,000.00

FY 2020/2021 Traffic Counts No No 0% 100% $10,000.00 0.00 10,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $10,000.00

FY 2021/2022 Slurry Seal Program No No 0% 100% $700,000.00 0.00 0.00 0.00 700,000.00 0.00 0.00 0.00 0.00 0.00 0.00 $700,000.00

FY 2021/2022 Traffic Counts No No 0% 100% $10,000.00 0.00 0.00 0.00 10,000.00 0.00 0.00 0.00 0.00 0.00 0.00 $10,000.00

FY 2022/2023 Slurry Seal Program No No 0% 100% $500,000.00 0.00 0.00 0.00 0.00 0.00 500,000.00 0.00 0.00 0.00 0.00 $500,000.00

FY 2022/2023 Traffic Counts No No 0% 100% $10,000.00 0.00 0.00 0.00 0.00 0.00 10,000.00 0.00 0.00 0.00 0.00 $10,000.00

FY 2023/2024 Slurry Seal Program No No 0% 100% $500,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 500,000.00 0.00 0.00 $500,000.00

FY 2023/2024 Traffic Counts No No 0% 100% $10,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 10,000.00 0.00 0.00 $10,000.00

FY 2024-25 Slurry Seal Program No No 0% 100% $500,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 500,000.00 $500,000.00 FY 2024-25 Traffic Counts No No 0% 100% $10,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 10,000.00 $10,000.00 Grove Avenue (Holt Boulevard to Fourth Street) No No 0% 100% $800,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 800,000.00 0.00 0.00 $800,000.00 Grove Avenue (Mission Boulevard to Holt Boulevard) No No 0% 100% $725,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 725,000.00 0.00 0.00 $725,000.00 Haven Avenue (500' N. to 500' S. of State Route 60) No No 0% 100% $173,000.00 0.00 173,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $173,000.00 Haven Avenue (500' S. of State Route 60 to Riverside No No 0% 100% $460,000.00 0.00 0.00 0.00 460,000.00 0.00 0.00 0.00 0.00 0.00 0.00 $460,000.00 Drive) Holt Boulevard (Vineyard Avenue to Euclid Avenue) No No 0% 100% $1,400,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1,400,000.00 $1,400,000.00 Lytle Creek Loop (Creekside Drive) No No 0% 100% $700,000.00 0.00 0.00 0.00 700,000.00 0.00 0.00 0.00 0.00 0.00 0.00 $700,000.00

Mill Creek (Lyle Creek to Riverside Drive) No No 0% 100% $170,000.00 0.00 0.00 0.00 170,000.00 0.00 0.00 0.00 0.00 0.00 0.00 $170,000.00

Philadelphia Street (Benson Avenue to Mountain Avenue) No No 0% 100% $540,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 540,000.00 0.00 0.00 $540,000.00

Princeton Street (Corona Avenue to Baker Avenue) No No 0% 100% $600,000.00 0.00 0.00 0.00 0.00 0.00 600,000.00 0.00 0.00 0.00 0.00 $600,000.00 Vineyard Avenue (I-10 to Holt Boulevard) No No 0% 100% $450,000.00 0.00 0.00 0.00 0.00 0.00 450,000.00 0.00 0.00 0.00 0.00 $450,000.00

Vineyard Avenue (Mission Boulevard to Philadelphia Street) No No 0% 100% $872,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 872,000.00 $872,000.00

Wineville Avenue (Fourth Street to Concours Street) No No 0% 100% $225,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 225,000.00 $225,000.00

Named Projects Total: $0.00 $2,706,000.00 $0.00 $2,955,000.00 $0.00 $2,685,000.00 $0.00 $2,575,000.00 $0.00 $3,007,000.00 $13,928,000.00 Total Carryover + Estimate: $2,706,000.00 $2,955,000.00 $2,685,000.00 $2,575,000.00 $3,007,000.00 (%) Named Projects to FY Est. Revenue: 104.03% 95.36% 90.08% 83.89% 95.03% Attachment: Attachment 1 2021-2025 CIP Report [Revision 1] (6776 : Summary of Measure I Capital Improvement Plans Member Agencies) Ontario Page 1 of 2 Generated on: 11/4/2020

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Resolution Number: 2020-094 Resolution Approval Date: 8/19/20 Measure I Local Pass-through Program Gianfranco Laurie, Senior Civil Rancho Cucamonga Contact Person/Title: Engineer FIVE YEAR CAPITAL IMPROVEMENT PLAN Fiscal Years 2020/2021 thru 2024/2025 Phone: (909)774-4037 6/30/20 Carryover Balance: $4,634,731.09 Email: [email protected]

Is Project in FY2020/21 Est. Revenue FY2021/22 Est. Revenue FY2022/23 Est. Revenue FY2023/24 Est. Revenue FY2024/25 Est. Revenue Total Est. Rev. City's Does Project Is the Project on the Non-motorized have an ATP City's Nexus Study Estimated Total $2,617,906.00 $3,118,788.00 $2,999,650.00 $3,089,312.00 $3,184,710.00 $15,010,366.00 Transportation Component? List? Project Cost Plan? (Yes/No) (Public/DIF Share %) Carryover Current Carryover Current Carryover Current Carryover Current Carryover Current Total Named Projects: (Yes/No) Funds Estimate Funds Estimate Funds Estimate Funds Estimate Funds Estimate 4th St from Haven Ave to Milliken Ave - Pavement Yes No 0% 100% $300,000.00 0.00 300,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $300,000.00 Rehabilitation 4th St from Milliken Ave to Ontario Mills Dr - Pavement Yes No 0% 100% $200,000.00 0.00 200,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $200,000.00 Rehabilitation 6th St from Hellman Ave to Archibald Ave - Pavement Yes No 0% 100% $500,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 500,000.00 0.00 0.00 $500,000.00 Rehabilitation Banyan St from Milliken Ave to Rochester Ave - Yes No 0% 100% $520,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 520,000.00 $520,000.00 Pavement Rehabilitation Banyan St from Rochester Ave to Etiwanda Ave - Yes No 0% 100% $750,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $0.00 Pavement Rehabilitation Carnelian St from Base Line Rd to Rte 210 - Pavement Yes No 0% 100% $900,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $0.00 Rehabilitation Etiwanda Ave from Foothill Blvd to Base Line Rd - Yes No 0% 100% $760,000.00 0.00 40,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $40,000.00 Pavement Rehabilitation Etiwanda Ave from Highland Ave to Base Line Rd - Yes No 0% 100% $960,000.00 0.00 40,000.00 0.00 900,000.00 0.00 0.00 0.00 0.00 0.00 0.00 $940,000.00 Pavement Rehabilitation Etiwanda Ave from Rte 210 to Wilson Ave - Pavement Yes No 0% 100% $880,000.00 0.00 20,000.00 0.00 850,000.00 0.00 0.00 0.00 0.00 0.00 0.00 $870,000.00 Rehabilitation Etiwanda Ave from Whittram Ave to Arrow Rte - Yes No 0% 100% $1,108,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $0.00 Widening and Rehabilitation Foothill Blvd from I-15 Freeway to East Ave - Pavement Yes No 0% 100% $825,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 825,000.00 0.00 0.00 $825,000.00 Rehabilitation Haven Ave from Base Line Rd to Rte 210 - Pavement Yes No 0% 100% $850,000.00 0.00 0.00 0.00 0.00 0.00 850,000.00 0.00 0.00 0.00 0.00 $850,000.00 Rehabilitation Haven Ave from Rte 210 to Wilson Ave - Pavement Yes No 0% 100% $900,000.00 0.00 0.00 0.00 0.00 0.00 900,000.00 0.00 0.00 0.00 0.00 $900,000.00 Rehabilitation Highland Ave from Beryl St to Archibald Ave - Pavement Yes No 0% 100% $500,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 500,000.00 0.00 0.00 $500,000.00 Rehabilitation Lemon Ave from London Ave to Haven Ave - Pavement Yes No 0% 100% $675,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $0.00 Rehabilitation Local Overlay at Various Locations (Attached Street Yes No 0% 100% $1,040,000.00 0.00 490,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $490,000.00 List) - Pavement Rehabilitation Milliken Ave from Rte 210 to Banyan St - Pavement Yes No 0% 100% $547,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $0.00 Rehabilitation Rochester Ave from 6th St to Arrow Rte - Pavement Yes No 0% 100% $650,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 650,000.00 $650,000.00 Rehabilitation Rochester Ave from Banyan St to Highland Ave - Yes No 0% 100% $520,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 520,000.00 $520,000.00 Pavement Rehabilitation Rochester Ave from Base Line Rd to Banyan St - No No 0% 100% $979,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 150,000.00 0.00 0.00 $150,000.00 Pavement Rehabilitation Named Projects Total: $0.00 $1,090,000.00 $0.00 $1,750,000.00 $0.00 $1,750,000.00 $0.00 $1,975,000.00 $0.00 $1,690,000.00 $8,255,000.00 Total Carryover + Estimate: $1,090,000.00 $1,750,000.00 $1,750,000.00 $1,975,000.00 $1,690,000.00 (%) Named Projects to FY Est. Revenue: 41.64% 56.11% 58.34% 63.93% 53.07%

Categorical Projects: ADA Corrective Measures - City Wide No No $500,000.00 100,000.00 100,000.00 100,000.00 100,000.00 100,000.00 $500,000.00 Concrete Contract Services - Maintenance City Wide No No $500,000.00 100,000.00 100,000.00 100,000.00 100,000.00 100,000.00 $500,000.00 Pavement Management - Evaluate Pavement Condition No No $425,000.00 75,000.00 25,000.00 125,000.00 25,000.00 125,000.00 $375,000.00 City Wide Attachment: Attachment 1 2021-2025 CIP Report [Revision 1] (6776 : Summary of Measure I Capital Improvement Plans Member Agencies) Rancho Cucamonga Page 1 of 2 Generated on: 11/4/2020

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Resolution Number: 8126 Measure I Local Pass-through Program Resolution Approval Date: 9/1/2020 Redlands Contact Person/Title: Gerard Nepomuceno FIVE YEAR CAPITAL IMPROVEMENT PLAN Phone: 9097987584 x4 Fiscal Years 2020/2021 thru 2024/2025 Email: [email protected] 6/30/20 Carryover Balance: $0.00

Is Project in FY2020/21 Est. Revenue FY2021/22 Est. Revenue FY2022/23 Est. Revenue FY2023/24 Est. Revenue FY2024/25 Est. Revenue Total Est. Rev. City's Does Project Is the Project on the Non-motorized have an ATP City's Nexus Study Estimated Total $1,048,245.00 $1,248,805.00 $1,201,101.00 $1,237,002.00 $1,275,201.00 $6,010,354.00 Transportation Component? List? Project Cost Plan? (Yes/No) (Public/DIF Share %) Carryover Current Carryover Current Carryover Current Carryover Current Carryover Current Total Named Projects: (Yes/No) Funds Estimate Funds Estimate Funds Estimate Funds Estimate Funds Estimate PMP Street Resurfacing Project No No 0% 100% $0.00 0.00 1,048,245.00 0.00 1,248,805.00 0.00 1,201,101.00 0.00 1,237,002.00 0.00 1,275,201.00 $6,010,354.00 Named Projects Total: $0.00 $1,048,245.00 $0.00 $1,248,805.00 $0.00 $1,201,101.00 $0.00 $1,237,002.00 $0.00 $1,275,201.00 $6,010,354.00 Total Carryover + Estimate: $1,048,245.00 $1,248,805.00 $1,201,101.00 $1,237,002.00 $1,275,201.00 (%) Named Projects to FY Est. Revenue: 100.00% 100.00% 100.00% 100.00% 100.00%

Categorical Projects: Categorical Projects Total: $0.00 (%) Categorical Projects to FY Est. Revenue:

Total Carryover Programming: $0.00 Total Estimated Programming: $6,010,354.00 Total Programming: $6,010,354.00

Total Programming is currently 100.00% (must not exceed 150%) of Carryover Balance + Total Est. Revenue. Attachment: Attachment 1 2021-2025 CIP Report [Revision 1] (6776 : Summary of Measure I Capital Improvement Plans Member Agencies) Redlands Page 1 of 1 Generated on: 11/4/2020

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Resolution Number: 7672 Measure I Local Pass-through Program Resolution Approval Date: 09/22/2020 Rialto Contact Person/Title: Savat Khamphou FIVE YEAR CAPITAL IMPROVEMENT PLAN Phone: 909-421-4986 Fiscal Years 2020/2021 thru 2024/2025 Email: [email protected] 6/30/20 Carryover Balance: $5,760,983.00

Is Project in FY2020/21 Est. Revenue FY2021/22 Est. Revenue FY2022/23 Est. Revenue FY2023/24 Est. Revenue FY2024/25 Est. Revenue Total Est. Rev. City's Does Project Is the Project on the Non-motorized have an ATP City's Nexus Study Estimated Total $1,565,254.00 $1,864,733.00 $1,793,500.00 $1,847,109.00 $1,904,148.00 $8,974,744.00 Transportation Component? List? Project Cost Plan? (Yes/No) (Public/DIF Share %) Carryover Current Carryover Current Carryover Current Carryover Current Carryover Current Total Named Projects: (Yes/No) Funds Estimate Funds Estimate Funds Estimate Funds Estimate Funds Estimate (HSIP7) Baseline Street Improvements (Medians) No No 0% 100% $1,174,800.00 94,783.23 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $94,783.23 (HSIP7) Class II Bike Lanes Merrill No No 0% 100% $218,000.00 6,605.38 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $6,605.38 ADA Transition Plan - Public Right-of-Way No No 0% 100% $350,000.00 350,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $350,000.00 Baseline Acacia to Meridian Parkway Improvements No No 0% 100% $200,000.00 200,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $200,000.00 Climate Adaption Plan (Planning Match) No No 0% 100% $395,000.00 44,160.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $44,160.67 Easton & Acacia Sidewalk Project No No 0% 100% $501,540.00 275,540.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $275,540.00 Etiwanda Corridor No No 0% 100% $1,300,132.00 18,096.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $18,096.00 Pacific Electric Trail Expansion Feasibility Study No No 0% 100% $299,000.00 34,295.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $34,295.00 Pavement Maintenance No No 0% 100% $16,700,000.00 0.00 0.00 0.00 100,000.00 0.00 100,000.00 0.00 100,000.00 0.00 100,000.00 $400,000.00 Randall Widening No No 59% 41% $4,455,500.00 31,139.86 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $31,139.86 SBCO North Bloomington ADA Ramps (03/28/2017) No No 0% 100% $103,103.00 103,103.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $103,103.00 SR2S-Cycle 10 Cedar Improvements No Yes 0% 100% $1,127,900.00 113,672.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $113,672.00 Street Rehabilitation (Overlay) - Based on Pavement No No 0% 100% $0.00 0.00 0.00 0.00 600,000.00 0.00 600,000.00 0.00 600,000.00 0.00 600,000.00 $2,400,000.00 Maintenance Priority Street Rehabilitation (Overlay) - Lilac-Tahoe/Walnut No No 0% 100% $463,680.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $0.00 Street Rehabilitation (Overlay) - Locust- No No 0% 100% $804,845.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $0.00 Riverside/Casmalia Street Rehabilitation (Overlay) - Pepper-Baseline/City No No 0% 100% $2,575,500.00 1,300,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $1,300,000.00 Limits Street Rehabilitation (Overlay) Linden- No No 0% 100% $509,024.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $0.00 Riverside/Casmalia Street Rehabilitation (Overlay) Riverside - Slover to City No No 0% 100% $6,900,000.00 3,596,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $3,596,000.00 Limits Street Rehabilitation (Overlay) Summit-Maple/Apple No No 0% 100% $312,922.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $0.00 Street Rehabilitation (Overlay) Willow-Walnut/Chaparral No No 0% 100% $242,611.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $0.00 Traffic Calming at Pepper & Winchester No No 0% 100% $350,000.00 338,634.13 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $338,634.13 Traffic Calming Casa Grande No No 0% 100% $105,000.00 831.01 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $831.01 Valley, Cactus, Linden widening No No 0% 100% $2,200,000.00 33,437.97 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $33,437.97 Named Projects Total: $6,540,298.25 $0.00 $0.00 $700,000.00 $0.00 $700,000.00 $0.00 $700,000.00 $0.00 $700,000.00 $9,340,298.25 Total Carryover + Estimate: $6,540,298.25 $700,000.00 $700,000.00 $700,000.00 $700,000.00 (%) Named Projects to FY Est. Revenue: 417.84% 37.54% 39.03% 37.90% 36.76%

Categorical Projects: Citywide Minor Street Improvements & Other Misc. No No $500,000.00 0.00 50,000.00 50,000.00 50,000.00 50,000.00 $200,000.00 Costs (Grant Activities) CITY-WIDE SPEED SURVEY WITH TRUCK COUNTS No No $100,000.00 0.00 0.00 0.00 0.00 0.00 $0.00 Pavement Management System Update No No $250,000.00 0.00 0.00 0.00 0.00 0.00 $0.00 Traffic Signal Coordination Upgrade No No $200,000.00 0.00 0.00 0.00 0.00 0.00 $0.00 Categorical Projects Total: $0.00 $50,000.00 $50,000.00 $50,000.00 $50,000.00 $200,000.00 (%) Categorical Projects to FY Est. Revenue: 0.00% 2.68% 2.79% 2.71% 2.63%

Total Carryover Programming: $6,540,298.25 Total Estimated Programming: $3,000,000.00 Total Programming: $9,540,298.25

Total Programming is currently 64.74% (must not exceed 150%) of Carryover Balance + Total Est. Revenue. Attachment: Attachment 1 2021-2025 CIP Report [Revision 1] (6776 : Summary of Measure I Capital Improvement Plans Member Agencies) Rialto Page 1 of 1 Generated on: 11/4/2020

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Resolution Number: 2020-143 Measure I Local Pass-through Program Resolution Approval Date: June 17, 2020 San Bernardino, City of Contact Person/Title: Alex Qishta FIVE YEAR CAPITAL IMPROVEMENT PLAN Phone: (909) 384-5019 Fiscal Years 2020/2021 thru 2024/2025 Email: [email protected] 6/30/20 Carryover Balance: $9,727,587.00

Is Project in FY2020/21 Est. Revenue FY2021/22 Est. Revenue FY2022/23 Est. Revenue FY2023/24 Est. Revenue FY2024/25 Est. Revenue Total Est. Rev. City's Does Project Is the Project on the Non-motorized have an ATP City's Nexus Study Estimated Total $3,941,963.00 $4,075,209.00 $4,217,085.00 $4,365,013.00 $4,507,648.00 $21,106,918.00 Transportation Component? List? Project Cost Plan? (Yes/No) (Public/DIF Share %) Carryover Current Carryover Current Carryover Current Carryover Current Carryover Current Total Named Projects: (Yes/No) Funds Estimate Funds Estimate Funds Estimate Funds Estimate Funds Estimate Citywide Pavement Rehabilitation (Slurry / Crack Seal- No No 0% 100% $500,000.00 0.00 500,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $500,000.00 For Locations see Attachment No. 1 Citywide Pavement Rehabilitation (Slurry / Crack Seal) No No 0% 100% $1,400,000.00 1,400,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $1,400,000.00 FY 18/19 For Locations See Attachment No.2 Citywide Street Rehabilitation (Annual)-Industrial Road No No 0% 100% $500,000.00 0.00 500,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $500,000.00 from Waterman Avenue to Steele Road Co-op with City of Highland for Sixth Street from Fairfax Lane to Del Rosa Avenue, Elmwood Road from South end to Union Street – Slurry Seal, Ninth St. from 600’ east of Tippecanoe Ave. to 1,140’ east of Tippecanoe Av. – Mill & Overlay, Sterling Avenue from 6th Street to 352’ north of 7th Street – Mill & Overlay, Sixth St. from Sterling Ave. to 1,814’ east of Sterling Ave – Mill & Overlay, Sixth Street from Roberts Street to Victoria Avenue – Mill & Overlay, Jane Street from Rogers Lane to easterly terminus – Mill & Overlay, 17th Street from Valaria Drive to Lynwood Way – Remove & Replace, Rockford Avenue from Western Avenue to northerly terminus – Slurry Seal, Mansfield St. from 200’ west of No No 0% 100% $3,001,582.00 815,000.00 0.00 0.00 1,050,464.00 0.00 1,136,118.00 0.00 0.00 0.00 0.00 $3,001,582.00 Central Ave. to Central Ave. – Slurry Seal, Central Ave. from 75’ south of Fisher St. north of Mansfield St. – Slurry Seal, Orange Street from Clifton Avenue to Pacific Street – Slurry Seal, Pacific Street from Buckeye Street to Boulder Avenue – Remove & Replace, Atlantic Ave. from Palm Ave. to City Limits east of Seine Ave. – 2” AC Cap, Pacific Street Pavement Rehabilitation from Victoria Avenue to Palm Avenue, Pacific Street Pavement Rehabilitation from Palm Avenue to Church Avenue, Pacific Street Bikeway Improvements from Guthrie Street to Church Avenue, Tippecanoe Avenue Improvements from 9th Street to Vine Street, 3rd Street near Palm Avenue (SS19-00) Mountain Avenue and 40th Street Improvements No No 0% 100% $800,000.00 800,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $800,000.00 Pepper Avenue Rehabilitation from Baseline Road to No No 0% 100% $3,200,000.00 0.00 200,000.00 0.00 3,000,000.00 0.00 0.00 0.00 0.00 0.00 0.00 $3,200,000.00 Mill Street Sterling Avenue Rehabilitation from Pacific Street to No No 0% 100% $700,000.00 700,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $700,000.00 Highland Avenue Street Rehabilitation at 10 Locations (SS18-002) at 8th St b/w Medical Center Dr. and Mt Vernon Ave., Arrowhead Ave b/w 7th Street and 9th St., Davidson St b/w 16th St and 19th St., Evans St b/w Western Ave and Medical Center Dr, Garner Ave b/w Baseline St and 14th No No 0% 100% $3,045,000.00 3,045,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $3,045,000.00 St., "J" St Pavement b/w 8th St and 11th St., Little Mtn. Dr b/w Kendall and 30th St., Sierra Way b/w 9th St. and Baseline St., Western Ave b/w Union St and 9th St., Wilson St b/w 9th St and Baseline St. Street Rehabilitation at 12 Locations (SS18-003) at Waterman Avenue From Mill Street To Central, Commercial Road From Waterman Avenue To Steele Road, “H” Street From Northpark Blvd. To 48th Street, Arrowhead Avenue From 7th Street To 5th Street, Baseline Street From “H” Street To “E”, Central Avenue From State Route 210 To Pacific Street, Central No No 0% 100% $0.00 2,850,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $2,850,000.00 Avenue From Highland Avenue To State Route 210, California Street From Cajon Blvd. To 30th Street, Inland Center Drive From Adell Street To “E” Street, Second Street From “D” Street To N. Waterman Avenue, Steele Road From Weir Road To Industrial Road, Pumalo St. From Golden Avenue To N Erwin Avenue. Attachment: Attachment 1 2021-2025 CIP Report [Revision 1] (6776 : Summary of Measure I Capital Improvement Plans Member Agencies) San Bernardino, City of Page 1 of 2 Generated on: 11/4/2020

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University Parkway & I-215 Improvements No No 0% 100% $0.00 117,587.00 339,000.00 0.00 290,000.00 0.00 836,000.00 0.00 660,000.00 0.00 0.00 $2,242,587.00 Named Projects Total: $9,727,587.00 $1,539,000.00 $0.00 $4,340,464.00 $0.00 $1,972,118.00 $0.00 $660,000.00 $0.00 $0.00 $18,239,169.00 Total Carryover + Estimate: $11,266,587.00 $4,340,464.00 $1,972,118.00 $660,000.00 $0.00 (%) Named Projects to FY Est. Revenue: 285.81% 106.51% 46.76% 15.12% 0.00%

Categorical Projects: Citywide Street Assessment No No $0.00 250,000.00 0.00 0.00 0.00 0.00 $250,000.00 Electrical Charges for Street Lights and Traffic Signals No No $8,250,000.00 1,650,000.00 1,650,000.00 1,650,000.00 1,650,000.00 1,650,000.00 $8,250,000.00 Categorical Projects Total: $1,900,000.00 $1,650,000.00 $1,650,000.00 $1,650,000.00 $1,650,000.00 $8,500,000.00 (%) Categorical Projects to FY Est. Revenue: 48.20% 40.49% 39.13% 37.80% 36.60%

Total Carryover Programming: $9,727,587.00 Total Estimated Programming: $17,011,582.00 Total Programming: $26,739,169.00

Total Programming is currently 86.72% (must not exceed 150%) of Carryover Balance + Total Est. Revenue. Attachment: Attachment 1 2021-2025 CIP Report [Revision 1] (6776 : Summary of Measure I Capital Improvement Plans Member Agencies) San Bernardino, City of Page 2 of 2 Generated on: 11/4/2020

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Resolution Number: 2020-172 Measure I Local Pass-through Program Resolution Approval Date: September 15, 2020 County/Colorado River Contact Person/Title: Melissa Hale FIVE YEAR CAPITAL IMPROVEMENT PLAN Phone: 909-387-8125 Fiscal Years 2020/2021 thru 2024/2025 Email: [email protected] 6/30/20 Carryover Balance: $197,673.85

Is Project in FY2020/21 Est. Revenue FY2021/22 Est. Revenue FY2022/23 Est. Revenue FY2023/24 Est. Revenue FY2024/25 Est. Revenue Total Est. Rev. City's Does Project Is the Project on the Non-motorized have an ATP City's Nexus Study Estimated Total $44,826.09 $44,826.09 $48,060.39 $46,305.32 $47,772.80 $231,790.69 Transportation Component? List? Project Cost Plan? (Yes/No) (Public/DIF Share %) Carryover Current Carryover Current Carryover Current Carryover Current Carryover Current Total Named Projects: (Yes/No) Funds Estimate Funds Estimate Funds Estimate Funds Estimate Funds Estimate Yard 2 Fog Seal - SEE ATTACHMENT A ROAD LIST No No 0% 100% $210,000.00 0.00 0.00 210,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $210,000.00 Named Projects Total: $0.00 $0.00 $210,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $210,000.00 Total Carryover + Estimate: $0.00 $210,000.00 $0.00 $0.00 $0.00 (%) Named Projects to FY Est. Revenue: 0.00% 468.48% 0.00% 0.00% 0.00%

Categorical Projects: Congestion Management Program No No $3,750.00 750.00 750.00 750.00 750.00 750.00 $3,750.00 Routine Maintenance No No $10,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 $10,000.00 Traffic Control Devices No No $5,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 $5,000.00 Categorical Projects Total: $3,750.00 $3,750.00 $3,750.00 $3,750.00 $3,750.00 $18,750.00 (%) Categorical Projects to FY Est. Revenue: 8.37% 8.37% 7.80% 8.10% 7.85%

Total Carryover Programming: $210,000.00 Total Estimated Programming: $18,750.00 Total Programming: $228,750.00

Total Programming is currently 53.26% (must not exceed 150%) of Carryover Balance + Total Est. Revenue. Attachment: Attachment 1 2021-2025 CIP Report [Revision 1] (6776 : Summary of Measure I Capital Improvement Plans Member Agencies) County/Colorado River Page 1 of 1 Generated on: 11/4/2020

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Resolution Number: 2020-172 Measure I Local Pass-through Program Resolution Approval Date: September 15, 2020 County/Morongo Basin Contact Person/Title: Melissa Hale FIVE YEAR CAPITAL IMPROVEMENT PLAN Phone: 909-387-8125 Fiscal Years 2020/2021 thru 2024/2025 Email: [email protected] 6/30/20 Carryover Balance: $1,277,998.07

Is Project in FY2020/21 Est. Revenue FY2021/22 Est. Revenue FY2022/23 Est. Revenue FY2023/24 Est. Revenue FY2024/25 Est. Revenue Total Est. Rev. City's Does Project Is the Project on the Non-motorized have an ATP City's Nexus Study Estimated Total $284,404.32 $358,482.68 $343,218.21 $351,867.21 $361,080.73 $1,699,053.15 Transportation Component? List? Project Cost Plan? (Yes/No) (Public/DIF Share %) Carryover Current Carryover Current Carryover Current Carryover Current Carryover Current Total Named Projects: (Yes/No) Funds Estimate Funds Estimate Funds Estimate Funds Estimate Funds Estimate $0.00 Named Projects Total: $0.00 Total Carryover + Estimate: $0.00 $0.00 $0.00 $0.00 $0.00 (%) Named Projects to FY Est. Revenue: 0.00% 0.00% 0.00% 0.00% 0.00%

Categorical Projects: Congestion Management Program No No $10,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 $10,000.00 Routine Maintenance No No $25,000.00 5,000.00 5,000.00 5,000.00 5,000.00 5,000.00 $25,000.00 Traffic Control Devices No No $5,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 $5,000.00 Categorical Projects Total: $8,000.00 $8,000.00 $8,000.00 $8,000.00 $8,000.00 $40,000.00 (%) Categorical Projects to FY Est. Revenue: 2.81% 2.23% 2.33% 2.27% 2.22%

Total Carryover Programming: $0.00 Total Estimated Programming: $40,000.00 Total Programming: $40,000.00

Total Programming is currently 1.34% (must not exceed 150%) of Carryover Balance + Total Est. Revenue. Attachment: Attachment 1 2021-2025 CIP Report [Revision 1] (6776 : Summary of Measure I Capital Improvement Plans Member Agencies) County/Morongo Basin Page 1 of 1 Generated on: 11/4/2020

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Resolution Number: 2020-172 Measure I Local Pass-through Program Resolution Approval Date: September 15, 2020 County/Mountains Contact Person/Title: Melissa Hale FIVE YEAR CAPITAL IMPROVEMENT PLAN Phone: 909-387-8125 Fiscal Years 2020/2021 thru 2024/2025 Email: [email protected] 6/30/20 Carryover Balance: $1,912,338.12

Is Project in FY2020/21 Est. Revenue FY2021/22 Est. Revenue FY2022/23 Est. Revenue FY2023/24 Est. Revenue FY2024/25 Est. Revenue Total Est. Rev. City's Does Project Is the Project on the Non-motorized have an ATP City's Nexus Study Estimated Total $864,307.12 $951,100.46 $915,287.37 $943,180.65 $972,857.73 $4,646,733.33 Transportation Component? List? Project Cost Plan? (Yes/No) (Public/DIF Share %) Carryover Current Carryover Current Carryover Current Carryover Current Carryover Current Total Named Projects: (Yes/No) Funds Estimate Funds Estimate Funds Estimate Funds Estimate Funds Estimate Bernard Dr and Other Roads Chip Seal- SEE No No 0% 100% $2,931,000.00 0.00 1,573,000.00 0.00 1,358,000.00 0.00 0.00 0.00 0.00 0.00 0.00 $2,931,000.00 ATTACHMENT A ROAD LIST Seven Oaks Rd and Other Roads Prep (including overlay where needed) and Chip - SEE ATTACHMENT No No 0% 100% $1,493,000.00 500.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $500.00 A ROADS LIST Valley of the Falls Dr and Others Prep (including overlay where needed) and Chip - SEE ATTACHMENT A No No 0% 100% $1,574,000.00 1,569,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $1,569,000.00 ROADS LIST Named Projects Total: $1,569,500.00 $1,573,000.00 $0.00 $1,358,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $4,500,500.00 Total Carryover + Estimate: $3,142,500.00 $1,358,000.00 $0.00 $0.00 $0.00 (%) Named Projects to FY Est. Revenue: 363.59% 142.78% 0.00% 0.00% 0.00%

Categorical Projects: Congestion Management Program No No $15,000.00 3,000.00 3,000.00 3,000.00 3,000.00 3,000.00 $15,000.00 Routine Maintenance No No $50,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 $50,000.00 Traffic Control Devices No No $5,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 $5,000.00 Categorical Projects Total: $14,000.00 $14,000.00 $14,000.00 $14,000.00 $14,000.00 $70,000.00 (%) Categorical Projects to FY Est. Revenue: 1.62% 1.47% 1.53% 1.48% 1.44%

Total Carryover Programming: $1,569,500.00 Total Estimated Programming: $3,001,000.00 Total Programming: $4,570,500.00

Total Programming is currently 69.68% (must not exceed 150%) of Carryover Balance + Total Est. Revenue. Attachment: Attachment 1 2021-2025 CIP Report [Revision 1] (6776 : Summary of Measure I Capital Improvement Plans Member Agencies) County/Mountains Page 1 of 1 Generated on: 11/4/2020

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Resolution Number: 2020-172 Measure I Local Pass-through Program Resolution Approval Date: September 15, 2020 County/North Desert Contact Person/Title: Melissa Hale FIVE YEAR CAPITAL IMPROVEMENT PLAN Phone: 909-387-8125 Fiscal Years 2020/2021 thru 2024/2025 Email: [email protected] 6/30/20 Carryover Balance: $5,157,938.12

Is Project in FY2020/21 Est. Revenue FY2021/22 Est. Revenue FY2022/23 Est. Revenue FY2023/24 Est. Revenue FY2024/25 Est. Revenue Total Est. Rev. City's Does Project Is the Project on the Non-motorized have an ATP City's Nexus Study Estimated Total $915,985.26 $1,175,148.78 $1,135,849.87 $1,175,588.55 $1,217,886.45 $5,620,458.91 Transportation Component? List? Project Cost Plan? (Yes/No) (Public/DIF Share %) Carryover Current Carryover Current Carryover Current Carryover Current Carryover Current Total Named Projects: (Yes/No) Funds Estimate Funds Estimate Funds Estimate Funds Estimate Funds Estimate Balsa Ave and Other Roads - Curb, Ramps and other No No 0% 100% $700,000.00 700,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $700,000.00 improvements - SEE ATTACHMENT A ROAD LIST Barstow Irwin Estates ADA Ramps - SEE No No 0% 100% $644,250.00 500,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $500,000.00 ATTACHMENT A ROADS LIST Barstow Skyline North ADA Ramps - SEE No No 0% 100% $703,250.00 703,250.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $703,250.00 ATTACHMENT A ROADS LIST DAGGETT YERMO ROAD, NATIONAL TRAILS HWY No No 0% 100% $600,000.00 0.00 0.00 0.00 0.00 0.00 600,000.00 0.00 0.00 0.00 0.00 $600,000.00 N/YERMO RD, chip seal Ludlow Road and Other Roads chip seal and leveling No No 0% 100% $3,325,000.00 3,325,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $3,325,000.00 course - SEE ATTACHMENT A ROAD LIST Trona Rd Overlay, Phase 1 Maintenance Overlay Searles Station Cutoff Rd N/SH178, and 8.0 Miles E, SH No No 0% 100% $1,290,000.00 500.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $500.00 178 N/Inyo CL, Overlay Yard 12 Pavement Improvement- SEE ATTACHMENT A No No 0% 100% $2,836,000.00 200,000.00 0.00 0.00 2,636,000.00 0.00 0.00 0.00 0.00 0.00 0.00 $2,836,000.00 ROADS LIST Yermo Road, Meridian E/Daggett Yermo Rd, Scrub Seal No No 0% 100% $139,110.00 0.00 0.00 0.00 139,110.00 0.00 0.00 0.00 0.00 0.00 0.00 $139,110.00 Named Projects Total: $5,428,750.00 $0.00 $0.00 $2,775,110.00 $0.00 $600,000.00 $0.00 $0.00 $0.00 $0.00 $8,803,860.00 Total Carryover + Estimate: $5,428,750.00 $2,775,110.00 $600,000.00 $0.00 $0.00 (%) Named Projects to FY Est. Revenue: 592.67% 236.15% 52.82% 0.00% 0.00%

Categorical Projects: Congestion Management Program No No $15,000.00 3,000.00 3,000.00 3,000.00 3,000.00 3,000.00 $15,000.00 Routine Maintenance No No $25,000.00 5,000.00 5,000.00 5,000.00 5,000.00 5,000.00 $25,000.00 Traffic Control Devices No No $5,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 $5,000.00 Categorical Projects Total: $9,000.00 $9,000.00 $9,000.00 $9,000.00 $9,000.00 $45,000.00 (%) Categorical Projects to FY Est. Revenue: 0.98% 0.77% 0.79% 0.77% 0.74%

Total Carryover Programming: $5,428,750.00 Total Estimated Programming: $3,420,110.00 Total Programming: $8,848,860.00

Total Programming is currently 82.10% (must not exceed 150%) of Carryover Balance + Total Est. Revenue. Attachment: Attachment 1 2021-2025 CIP Report [Revision 1] (6776 : Summary of Measure I Capital Improvement Plans Member Agencies) County/North Desert Page 1 of 1 Generated on: 11/4/2020

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Resolution Number: 2020-172 Measure I Local Pass-through Program Resolution Approval Date: September 15, 2020 County/Valley Contact Person/Title: Melissa Hale FIVE YEAR CAPITAL IMPROVEMENT PLAN Phone: 909-387-8125 Fiscal Years 2020/2021 thru 2024/2025 Email: [email protected] 6/30/20 Carryover Balance: $10,943,193.48

Is Project in FY2020/21 Est. Revenue FY2021/22 Est. Revenue FY2022/23 Est. Revenue FY2023/24 Est. Revenue FY2024/25 Est. Revenue Total Est. Rev. City's Does Project Is the Project on the Non-motorized have an ATP City's Nexus Study Estimated Total $1,972,564.00 $2,349,973.00 $2,260,204.00 $2,327,763.00 $2,399,644.00 $11,310,148.00 Transportation Component? List? Project Cost Plan? (Yes/No) (Public/DIF Share %) Carryover Current Carryover Current Carryover Current Carryover Current Carryover Current Total Named Projects: (Yes/No) Funds Estimate Funds Estimate Funds Estimate Funds Estimate Funds Estimate Banana Ave and Other Roads Mill and Overlay - SEE No No 0% 100% $5,535,000.00 150,000.00 0.00 150,000.00 0.00 0.00 5,235,000.00 0.00 0.00 0.00 0.00 $5,535,000.00 ATTACHMENT A ROAD LIST Bloomington Ave -Cedar Ave to 0.11 miles NE of Larch Ave, Pavement Reconstruction and Storm Drain No No 0% 100% $1,962,000.00 300,000.00 0.00 1,650,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $1,950,000.00 Replacement Cajon Blvd Overlay - Kenwood Ave to Cleghorn Ave No No 0% 100% $770,000.00 113,000.00 0.00 657,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $770,000.00 Linden Ave and Other Roads -Rehab and No No 0% 100% $2,526,000.00 332,000.00 0.00 2,194,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $2,526,000.00 Reconstruction - SEE ATTACHMENT A ROADS LIST Redwood Ave and Other Roads Mill and Overlay - SEE No No 0% 100% $4,600,000.00 200,000.00 0.00 4,400,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $4,600,000.00 ATTACHMENT A ROAD LIST Riverside Drive - .04M W of Towne Ave to .002 M W of No No 0% 100% $1,939,000.00 239,000.00 0.00 1,700,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $1,939,000.00 Reservoir Mill and Overlay San Bernardino Avenue, Cherry Avenue E/ Fontana No No 58% 42% $15,000,000.00 0.00 0.00 0.00 0.00 0.00 1,247,000.00 0.00 2,364,000.00 0.00 0.00 $3,611,000.00 Avenue (North/South Sides) Widening Wabash Ave and Other Roads Slurry Seal - SEE No No 0% 100% $2,330,000.00 215,000.00 0.00 2,115,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $2,330,000.00 ATTACHMENT A ROAD LIST Named Projects Total: $1,549,000.00 $0.00 $12,866,000.00 $0.00 $0.00 $6,482,000.00 $0.00 $2,364,000.00 $0.00 $0.00 $23,261,000.00 Total Carryover + Estimate: $1,549,000.00 $12,866,000.00 $6,482,000.00 $2,364,000.00 $0.00 (%) Named Projects to FY Est. Revenue: 78.53% 547.50% 286.79% 101.56% 0.00%

Categorical Projects: Routine Maintenance No No $25,000.00 5,000.00 5,000.00 5,000.00 5,000.00 5,000.00 $25,000.00 Traffic Control Devices No No $2,000.00 1,000.00 1,000.00 0.00 0.00 0.00 $2,000.00 Categorical Projects Total: $6,000.00 $6,000.00 $5,000.00 $5,000.00 $5,000.00 $27,000.00 (%) Categorical Projects to FY Est. Revenue: 0.30% 0.26% 0.22% 0.21% 0.21%

Total Carryover Programming: $14,415,000.00 Total Estimated Programming: $8,873,000.00 Total Programming: $23,288,000.00

Total Programming is currently 104.65% (must not exceed 150%) of Carryover Balance + Total Est. Revenue. Attachment: Attachment 1 2021-2025 CIP Report [Revision 1] (6776 : Summary of Measure I Capital Improvement Plans Member Agencies) County/Valley Page 1 of 1 Generated on: 11/4/2020

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Resolution Number: 2020-172 Measure I Local Pass-through Program Resolution Approval Date: September 15, 2020 County/Victor Valley Contact Person/Title: Melissa Hale FIVE YEAR CAPITAL IMPROVEMENT PLAN Phone: 909-387-8125 Fiscal Years 2020/2021 thru 2024/2025 Email: [email protected] 6/30/20 Carryover Balance: $4,202,166.41

Is Project in FY2020/21 Est. Revenue FY2021/22 Est. Revenue FY2022/23 Est. Revenue FY2023/24 Est. Revenue FY2024/25 Est. Revenue Total Est. Rev. City's Does Project Is the Project on the Non-motorized have an ATP City's Nexus Study Estimated Total $1,144,480.71 $1,366,949.03 $1,327,095.34 $1,379,616.11 $1,435,593.32 $6,653,734.51 Transportation Component? List? Project Cost Plan? (Yes/No) (Public/DIF Share %) Carryover Current Carryover Current Carryover Current Carryover Current Carryover Current Total Named Projects: (Yes/No) Funds Estimate Funds Estimate Funds Estimate Funds Estimate Funds Estimate Apple Valley Area Yard 16 Chip Seal- SEE No No 0% 100% $3,580,000.00 0.00 3,580,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $3,580,000.00 ATTACHMENT A ROAD LIST Crystal Creek Road and Other Roads Chip Seal - SEE No No 0% 100% $2,430,000.00 730,500.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $730,500.00 ATTACHMENT A ROAD LIST Oak Hills Area Pavement Improvement- SEE No No 0% 100% $3,900,000.00 0.00 0.00 0.00 0.00 0.00 3,900,000.00 0.00 0.00 0.00 0.00 $3,900,000.00 ATTACHMENT A ROAD LIST Ranchero Road, .30M E, Mariposa E/1M E, Escondido No No 0% 100% $1,784,000.00 0.00 0.00 0.00 0.00 0.00 1,784,000.00 0.00 0.00 0.00 0.00 $1,784,000.00 Ave - Widening Construction Ranchero Road, .30M E, Mariposa E/1M E, Escondido No No 59% 42% $2,640,527.00 1,456,650.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $1,456,650.00 Ave - Widening ROW Named Projects Total: $2,187,150.00 $3,580,000.00 $0.00 $0.00 $0.00 $5,684,000.00 $0.00 $0.00 $0.00 $0.00 $11,451,150.00 Total Carryover + Estimate: $5,767,150.00 $0.00 $5,684,000.00 $0.00 $0.00 (%) Named Projects to FY Est. Revenue: 503.91% 0.00% 428.30% 0.00% 0.00%

Categorical Projects: Congestion Management Program No No $50,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 $50,000.00 Routine Maintenance No No $25,000.00 5,000.00 5,000.00 5,000.00 5,000.00 5,000.00 $25,000.00 Traffic Control Devices No No $5,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 $5,000.00 Categorical Projects Total: $16,000.00 $16,000.00 $16,000.00 $16,000.00 $16,000.00 $80,000.00 (%) Categorical Projects to FY Est. Revenue: 1.40% 1.17% 1.21% 1.16% 1.11%

Total Carryover Programming: $2,187,150.00 Total Estimated Programming: $9,344,000.00 Total Programming: $11,531,150.00

Total Programming is currently 106.22% (must not exceed 150%) of Carryover Balance + Total Est. Revenue. Attachment: Attachment 1 2021-2025 CIP Report [Revision 1] (6776 : Summary of Measure I Capital Improvement Plans Member Agencies) County/Victor Valley Page 1 of 1 Generated on: 11/4/2020

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Resolution Number: 2020-15 Measure I Local Pass-through Program Resolution Approval Date: August 25, 2020 Twentynine Palms Contact Person/Title: Frank Luckino, City Mgr FIVE YEAR CAPITAL IMPROVEMENT PLAN Phone: 760-367-6799 Fiscal Years 2020/2021 thru 2024/2025 Email: [email protected] 6/30/20 Carryover Balance: $648,913.00

Is Project in FY2020/21 Est. Revenue FY2021/22 Est. Revenue FY2022/23 Est. Revenue FY2023/24 Est. Revenue FY2024/25 Est. Revenue Total Est. Rev. City's Does Project Is the Project on the Non-motorized have an ATP City's Nexus Study Estimated Total $385,293.69 $485,650.54 $464,971.16 $476,688.30 $489,170.22 $2,301,773.91 Transportation Component? List? Project Cost Plan? (Yes/No) (Public/DIF Share %) Carryover Current Carryover Current Carryover Current Carryover Current Carryover Current Total Named Projects: (Yes/No) Funds Estimate Funds Estimate Funds Estimate Funds Estimate Funds Estimate Overlay Project Sullivan Road (Adobe to Hatch) No No 0% 100% $0.00 183,600.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $183,600.00 Project Phoenix Roads: Tamarisk, Yucca, Smoke Tree No No 0% 100% $0.00 0.00 0.00 472,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $472,000.00 & Cholla Named Projects Total: $183,600.00 $0.00 $472,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $655,600.00 Total Carryover + Estimate: $183,600.00 $472,000.00 $0.00 $0.00 $0.00 (%) Named Projects to FY Est. Revenue: 47.65% 97.19% 0.00% 0.00% 0.00%

Categorical Projects: Administrative Costs No No $10,000.00 10,000.00 0.00 0.00 0.00 0.00 $10,000.00 Pavement Management Program No No $40,000.00 40,000.00 0.00 0.00 0.00 0.00 $40,000.00 Categorical Projects Total: $50,000.00 $0.00 $0.00 $0.00 $0.00 $50,000.00 (%) Categorical Projects to FY Est. Revenue: 12.98% 0.00% 0.00% 0.00% 0.00%

Total Carryover Programming: $655,600.00 Total Estimated Programming: $50,000.00 Total Programming: $705,600.00

Total Programming is currently 23.91% (must not exceed 150%) of Carryover Balance + Total Est. Revenue. Attachment: Attachment 1 2021-2025 CIP Report [Revision 1] (6776 : Summary of Measure I Capital Improvement Plans Member Agencies) Twentynine Palms Page 1 of 1 Generated on: 11/4/2020

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Resolution Number: 6561 Measure I Local Pass-through Program Resolution Approval Date: August 10, 2020 Upland Contact Person/Title: Bob Critchfield, Engineering Manager FIVE YEAR CAPITAL IMPROVEMENT PLAN Phone: (909) 291-2946 Fiscal Years 2020/2021 thru 2024/2025 Email: [email protected] 6/30/20 Carryover Balance: $5,011,661.00

Is Project in FY2020/21 Est. Revenue FY2021/22 Est. Revenue FY2022/23 Est. Revenue FY2023/24 Est. Revenue FY2024/25 Est. Revenue Total Est. Rev. City's Does Project Is the Project on the Non-motorized have an ATP City's Nexus Study Estimated Total $1,145,162.00 $1,364,265.00 $1,312,150.00 $1,351,371.00 $1,393,102.00 $6,566,050.00 Transportation Component? List? Project Cost Plan? (Yes/No) (Public/DIF Share %) Carryover Current Carryover Current Carryover Current Carryover Current Carryover Current Total Named Projects: (Yes/No) Funds Estimate Funds Estimate Funds Estimate Funds Estimate Funds Estimate No No 0% 100% $0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $0.00 13th Street Reconstruction (Euclid Avenue to Campus No No 0% 100% $690,000.00 675,060.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $675,060.00 Avenue) 17th Street Reconstruction (San Antonio Avenue to No No 0% 100% $655,000.00 652,150.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $652,150.00 Euclid Avenue) 18th Street Rehabilitation (Mountain Avenue to Euclid No No 0% 100% $1,150,000.00 0.00 0.00 0.00 0.00 0.00 1,150,000.00 0.00 0.00 0.00 0.00 $1,150,000.00 Avenue) 19th Street Reconstruction (Mountain Avenue to Euclid No No 0% 100% $1,450,000.00 0.00 0.00 0.00 1,450,000.00 0.00 0.00 0.00 0.00 0.00 0.00 $1,450,000.00 Avenue) 1st Avenue Rehabilitation (A Street to D Street) No No 0% 100% $600,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 600,000.00 0.00 0.00 $600,000.00 2nd Avenue Rehabilitation (C Street to Arrow Highway) No No 0% 100% $250,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 250,000.00 0.00 0.00 $250,000.00 7th Street & Harrington Avenue (8th Street to San No No 0% 100% $1,150,000.00 1,150,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $1,150,000.00 Antonio Avenue) C Street Rehabilitation (Euclid Avenue to 3rd Avenue) No No 0% 100% $250,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 250,000.00 0.00 0.00 $250,000.00 Campus Avenue Rehabilitation (South City Limit to No No 0% 100% $1,590,000.00 1,583,630.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $1,583,630.00 Foothill Blvd.) Citywide Pavement Maintenance 2019/2020 No No 0% 100% $140,000.00 140,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $140,000.00 Citywide Pavement Maintenance 2020/2021 No No 0% 100% $290,000.00 0.00 290,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $290,000.00 Citywide Pavement Maintenance 2021/2022 No No 0% 100% $300,000.00 0.00 0.00 0.00 300,000.00 0.00 0.00 0.00 0.00 0.00 0.00 $300,000.00 Citywide Pavement Maintenance 2022/2023 No No 0% 100% $250,000.00 0.00 0.00 0.00 0.00 0.00 250,000.00 0.00 0.00 0.00 0.00 $250,000.00 Grove Avenue Rehabilitation (Foothill Blvd. to 15th No No 0% 100% $1,200,000.00 1,195,950.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $1,195,950.00 Street) Lexington Street / 1st Avenue / 2nd Avenue No No 0% 100% $500,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 500,000.00 0.00 0.00 $500,000.00 Rehabilitation Mountain Avenue Rehabilitation (20th Street to 23rd No No 0% 100% $1,155,000.00 0.00 0.00 0.00 0.00 0.00 1,155,000.00 0.00 0.00 0.00 0.00 $1,155,000.00 Street) Phase II of the Metrolink Station Accessibility No Yes 0% 100% $500,000.00 0.00 500,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $500,000.00 Improvement Project (ATP Cycle 4) Randy Street Neighborhood Rehabilitation (Randy St., Fairwood Wy., Terry Wy., Tyler Wy., and Silverwood No No 0% 100% $1,400,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1,400,000.00 $1,400,000.00 Ave.) San Bernardino Valley Coordinated Traffic Signal No No 0% 100% $137,000.00 137,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $137,000.00 System Named Projects Total: $5,533,790.00 $790,000.00 $0.00 $1,750,000.00 $0.00 $2,555,000.00 $0.00 $1,600,000.00 $0.00 $1,400,000.00 $13,628,790.00 Total Carryover + Estimate: $6,323,790.00 $1,750,000.00 $2,555,000.00 $1,600,000.00 $1,400,000.00 (%) Named Projects to FY Est. Revenue: 552.22% 128.27% 194.72% 118.40% 100.50%

Categorical Projects: Categorical Projects Total: $0.00 (%) Categorical Projects to FY Est. Revenue:

Total Carryover Programming: $5,533,790.00 Total Estimated Programming: $8,095,000.00 Total Programming: $13,628,790.00

Total Programming is currently 117.72% (must not exceed 150%) of Carryover Balance + Total Est. Revenue. Attachment: Attachment 1 2021-2025 CIP Report [Revision 1] (6776 : Summary of Measure I Capital Improvement Plans Member Agencies) Upland Page 1 of 1 Generated on: 11/5/2020

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Resolution Number: 20-074 Measure I Local Pass-through Program Resolution Approval Date: 8-18-2020 Victorville Contact Person/Title: Brian Gengler FIVE YEAR CAPITAL IMPROVEMENT PLAN Phone: 760-955-5156 Fiscal Years 2020/2021 thru 2024/2025 Email: [email protected] 6/30/20 Carryover Balance: $4,919,209.00

Is Project in FY2020/21 Est. Revenue FY2021/22 Est. Revenue FY2022/23 Est. Revenue FY2023/24 Est. Revenue FY2024/25 Est. Revenue Total Est. Rev. City's Does Project Is the Project on the Non-motorized have an ATP City's Nexus Study Estimated Total $4,093,693.99 $4,889,441.11 $4,746,888.38 $4,934,749.97 $5,134,974.91 $23,799,748.36 Transportation Component? List? Project Cost Plan? (Yes/No) (Public/DIF Share %) Carryover Current Carryover Current Carryover Current Carryover Current Carryover Current Total Named Projects: (Yes/No) Funds Estimate Funds Estimate Funds Estimate Funds Estimate Funds Estimate 7th St, D St to Forrest Ave, Street Improvements No No 0% 100% $20,000.00 20,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $20,000.00 7th St, south of D St, Replace & Upgrade Archway No No 0% 100% $217,000.00 178,345.00 32,586.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $210,931.00 Lighting & Signage Air Expressway - Village Dr to Phantom West, No No 0% 100% $600,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 600,000.00 $600,000.00 Pavement Rehabilitation Amargosa Rd, Seneca Rd to Village Dr, Pavement No No 0% 100% $190,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 190,000.00 0.00 0.00 $190,000.00 Rehablitation Arrowhead Dr, Green Tree Blvd to Nisqualli Rd, Yes Yes 0% 100% $1,358,000.00 302,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $302,000.00 Pavement Rehab., bike lanes, sidewalk Balsam Rd, north of Lone Eagle St - Retaining wall for No No 0% 100% $148,337.00 148,337.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $148,337.00 road & headwall for existing storm drain Bear Valley Rd - Amargosa Rd to Dunia Rd, Pavement No No 0% 100% $1,400,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 700,000.00 $700,000.00 Rehabilitation Bear Valley Rd, Amethyst Rd to US-395, Pavement No No 0% 100% $5,223,000.00 0.00 0.00 0.00 2,945,000.00 0.00 0.00 0.00 0.00 0.00 0.00 $2,945,000.00 Rehabilitation Bear Valley Rd, Bridge Widening at BNSF Railroad & Road Approaches Industrial Blvd to east of Ridgecrest No No 51% 49% $10,024,581.00 0.00 25,000.00 0.00 25,000.00 0.00 25,000.00 0.00 0.00 0.00 0.00 $75,000.00 Rd Bear Valley Rd, Industrial Blvd to 2nd Ave, Pavement No No 0% 100% $1,200,000.00 0.00 0.00 0.00 0.00 0.00 1,200,000.00 0.00 0.00 0.00 0.00 $1,200,000.00 Rehabilitation Concrete Sidewalk, Install or Repair per location list No No 0% 100% $371,650.00 371,650.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $371,650.00 Curb Access Ramp Replacements - per Location List No No 0% 100% $110,000.00 110,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $110,000.00 El Evado Rd - Hopland Rd to La Mesa Rd, Pavement Yes No 0% 100% $1,368,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 300,000.00 0.00 0.00 $300,000.00 Rehabilitation & Bike Lanes Green Tree Blvd, Hesperia Rd to Ridgecrest Rd / Yates Yes No 51% 49% $45,489,490.00 0.00 50,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $50,000.00 Rd, new road and Bridge over BNSF Railroad Guard Rail Replacements, Upgrades and New - 13 No No 0% 100% $438,000.00 0.00 49,400.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $49,400.00 Locations Herbert St, Amethyst Rd to 660 ft East, Construct New No No 0% 100% $168,429.00 168,429.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $168,429.00 Road Hesperia Rd - Green Tree Blvd to Nisqualli Rd, No No 0% 100% $760,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 380,000.00 $380,000.00 Pavement Rehabilitation Hopland Rd, El Evado Rd to Llanada Rd, Pavement Yes No 0% 100% $200,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 30,000.00 0.00 0.00 $30,000.00 Rehab., Shoulders & Bike Lanes Industrial Blvd, Bear Valley Rd to Silica Rd, Pavement No No 0% 100% $927,000.00 0.00 10,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $10,000.00 Rehabilitation La Mesa Rd - Pacoima Rd to Amethyst Rd, Replace No No 0% 100% $600,000.00 0.00 0.00 0.00 600,000.00 0.00 0.00 0.00 0.00 0.00 0.00 $600,000.00 Storm Drain La Mesa Rd, Cantina Rd to Mesa View, New Road & No No 0% 100% $2,231,000.00 17,945.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $17,945.00 New Traffic Signal at US-395 La Paz Dr, I-15 Ramps to 7th St, Pavement No No 0% 100% $929,000.00 0.00 0.00 0.00 0.00 0.00 25,000.00 0.00 0.00 0.00 0.00 $25,000.00 Rehabilitation Liberty Village - Pavement Rehabilitation, per location No No 0% 100% $1,300,000.00 1,300,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $1,300,000.00 list Llanada Ave, Hopland Rd to Village Dr, Pavement Yes No 0% 100% $70,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 10,000.00 0.00 0.00 $10,000.00 Rehab., Install Bike Lanes Luna Rd, Amethyst Rd to Mesa Linda Ave, Pavement No No 0% 100% $1,210,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1,210,000.00 0.00 0.00 $1,210,000.00 Rehabilitation Mariposa Rd at Yates Rd, Construct New Traffic Signal No No 0% 100% $410,000.00 205,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $205,000.00 Mariposa Rd, Palmdale Rd to 970 ft south of Talpa St, No No 0% 100% $560,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 560,000.00 0.00 0.00 $560,000.00 Pavement Rehabilitation Attachment: Attachment 1 2021-2025 CIP Report [Revision 1] (6776 : Summary of Measure I Capital Improvement Plans Member Agencies) Victorville Page 1 of 2 Generated on: 11/4/2020

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Message Board and Trailer No No 0% 100% $6,000.00 6,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $6,000.00 Mojave Dr - El Evado Rd to US-395, Pavement No No 0% 100% $1,500,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 750,000.00 $750,000.00 Rehabilitation Mojave Dr - I-15 Southbound Ramps to El Evado Rd, No No 0% 100% $1,595,000.00 0.00 10,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $10,000.00 Pavement Rehabilitation Mojave Dr at Condor Dr, Construct New Traffic Signal No No 0% 100% $527,000.00 14,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $14,000.00 Nisqualli Rd / I-15 Interchange, Environmental No No 0% 100% $30,000.00 0.00 30,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $30,000.00 Monitoring & Reporting Old Town Sidewalk - per location list No No 0% 100% $494,000.00 250,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $250,000.00 Ridgecrest Rd, Bear Valley Rd to Pahute Rd, Pavement No No 0% 100% $650,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 650,000.00 0.00 0.00 $650,000.00 Rehabilitation Roy Rogers Dr, Amargosa Rd to I-15 Ramps, Pavement No No 0% 100% $1,098,000.00 0.00 0.00 0.00 0.00 0.00 25,000.00 0.00 0.00 0.00 0.00 $25,000.00 Rehabilitation Seneca Rd - Civic Dr to El Evado Rd, Pavement No No 0% 100% $1,065,000.00 0.00 0.00 0.00 0.00 0.00 500,000.00 0.00 0.00 0.00 0.00 $500,000.00 Rehabilitation Seventh Ave, Nisqualli Rd to Bear Valley Rd, Pavement Yes Yes 0% 100% $2,013,000.00 283,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $283,000.00 Rehabilitation, Bike Lanes & Sidewalk Silica Rd, Hesperia Rd to Industrial Blvd, Pavement No No 0% 100% $1,468,000.00 650,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $650,000.00 Rehabilitation & Replace Storm Drain Street Sweeper Replacement No No 0% 100% $410,000.00 205,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $205,000.00 Striping Truck No No 0% 100% $375,000.00 375,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $375,000.00 Third Ave, Nisqualli Rd to Green Tree Blvd, Pavement No No 0% 100% $750,356.00 314,503.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $314,503.00 Rehabilitation Named Projects Total: $4,919,209.00 $206,986.00 $0.00 $3,570,000.00 $0.00 $1,775,000.00 $0.00 $2,950,000.00 $0.00 $2,430,000.00 $15,851,195.00 Total Carryover + Estimate: $5,126,195.00 $3,570,000.00 $1,775,000.00 $2,950,000.00 $2,430,000.00 (%) Named Projects to FY Est. Revenue: 125.22% 73.01% 37.39% 59.78% 47.32%

Categorical Projects: Citywide Pavement Rehabilitation, Seals and Overlays, No No $720,000.00 0.00 150,000.00 150,000.00 190,000.00 230,000.00 $720,000.00 Various Streets Cost Allocation No No $1,700,070.00 323,433.00 331,519.00 339,807.00 348,302.00 357,010.00 $1,700,071.00 Engineering Services No No $399,744.00 76,050.00 77,951.00 79,900.00 81,898.00 83,945.00 $399,744.00 Traffic Control - Signing & Striping No No $5,554,835.00 1,056,790.00 1,083,210.00 1,110,290.00 1,138,047.00 1,166,498.00 $5,554,835.00 Traffic Engineering No No $2,276,027.00 433,007.00 443,832.00 454,928.00 466,301.00 477,959.00 $2,276,027.00 Traffic Signal Maintenance No No $1,086,541.00 206,711.00 211,879.00 217,176.00 222,605.00 228,170.00 $1,086,541.00 Traffic Signals, Controller Upgrades - Various Locations No No $65,500.00 12,500.00 12,500.00 12,500.00 12,500.00 12,500.00 $62,500.00 Categorical Projects Total: $2,108,491.00 $2,310,891.00 $2,364,601.00 $2,459,653.00 $2,556,082.00 $11,799,718.00 (%) Categorical Projects to FY Est. Revenue: 51.51% 47.26% 49.81% 49.84% 49.78%

Total Carryover Programming: $4,919,209.00 Total Estimated Programming: $22,731,704.00 Total Programming: $27,650,913.00

Total Programming is currently 96.28% (must not exceed 150%) of Carryover Balance + Total Est. Revenue. Attachment: Attachment 1 2021-2025 CIP Report [Revision 1] (6776 : Summary of Measure I Capital Improvement Plans Member Agencies) Victorville Page 2 of 2 Generated on: 11/4/2020

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Resolution Number: 82020-41 Measure I Local Pass-through Program Resolution Approval Date: June 22, 2020 Yucaipa Contact Person/Title: Fermin Preciado FIVE YEAR CAPITAL IMPROVEMENT PLAN Phone: 909-797-2489 X240 Fiscal Years 2020/2021 thru 2024/2025 Email: [email protected] 6/30/20 Carryover Balance: $4,588,480.00

Is Project in FY2020/21 Est. Revenue FY2021/22 Est. Revenue FY2022/23 Est. Revenue FY2023/24 Est. Revenue FY2024/25 Est. Revenue Total Est. Rev. City's Does Project Is the Project on the Non-motorized have an ATP City's Nexus Study Estimated Total $800,261.00 $953,374.00 $916,955.00 $944,364.00 $973,526.00 $4,588,480.00 Transportation Component? List? Project Cost Plan? (Yes/No) (Public/DIF Share %) Carryover Current Carryover Current Carryover Current Carryover Current Carryover Current Total Named Projects: (Yes/No) Funds Estimate Funds Estimate Funds Estimate Funds Estimate Funds Estimate 12th Street - Ave E to Kentucky St No No 0% 100% $70,820.00 0.00 0.00 0.00 0.00 70,820.00 0.00 0.00 0.00 0.00 0.00 $70,820.00 17th St - Yucaipa Blvd to Dunlap Blvd No No 0% 100% $139,679.00 139,679.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $139,679.00 18th Street - Outer Hwy 10 to City Limits No No 0% 100% $25,484.00 0.00 0.00 25,484.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $25,484.00 1st Street - Beech Ave to Yucaipa Blvd No No 0% 100% $54,890.00 0.00 0.00 0.00 0.00 54,890.00 0.00 0.00 0.00 0.00 0.00 $54,890.00 5th Street - Yucaipa Blvd to County Line Rd No No 0% 100% $237,510.00 0.00 0.00 0.00 0.00 237,510.00 0.00 0.00 0.00 0.00 0.00 $237,510.00 7th Place - NW End to SE End No No 0% 100% $67,553.00 0.00 0.00 0.00 0.00 67,553.00 0.00 0.00 0.00 0.00 0.00 $67,553.00 9th Street - 9th Street to Bodie Street No No 0% 100% $56,130.00 56,130.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $56,130.00 Acacia Ave - 3rd St to 1st St No No 0% 100% $126,730.00 0.00 0.00 126,730.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $126,730.00 Adams St - Acaia Ave to Yucaipa Blvd No No 0% 100% $28,626.00 0.00 0.00 28,626.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $28,626.00 Adams Street - Cedar Ave to Beech Ave No No 0% 100% $24,874.00 24,874.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $24,874.00 Addison Street 0 North End to South End No No 0% 100% $60,099.00 0.00 0.00 0.00 0.00 60,099.00 0.00 0.00 0.00 0.00 0.00 $60,099.00 Amberwood Pl - 4th Street to Poplar Ave No No 0% 100% $44,103.00 0.00 0.00 44,103.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $44,103.00 Andes Way 0 Ramada Ln to East End No No 0% 100% $60,904.00 0.00 0.00 60,904.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $60,904.00 Arcadia St - Shasta St to Comberton Way No No 0% 100% $68,349.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 68,349.00 0.00 $68,349.00 Arrasta Way - West End to Territory Rd No No 0% 100% $10,557.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 10,557.00 0.00 $10,557.00 Ashland Way - North End to Newbury Ct No No 0% 100% $9,756.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 9,756.00 0.00 $9,756.00 Avenue A - California St to Bryant St No No 0% 100% $86,123.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 86,123.00 0.00 $86,123.00 Avenue B - 1st St to Bryant St No No 0% 100% $122,409.00 0.00 0.00 122,409.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $122,409.00 Avenue D - 16th St to 15th St No No 0% 100% $113,715.00 113,715.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $113,715.00 Avenue D - 1th St to Windsor Dr No No 0% 100% $120,661.00 0.00 0.00 120,661.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $120,661.00 Avenue E - 7th St to 5th St No No 0% 100% $183,708.00 0.00 0.00 0.00 0.00 183,708.00 0.00 0.00 0.00 0.00 0.00 $183,708.00 Avenue G - Calimesa Blvd to 5th Street No No 0% 100% $218,672.00 218,672.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $218,672.00 Avenue H - Rimview Ct to 5th Pl No No 0% 100% $117,005.00 0.00 0.00 0.00 0.00 0.00 0.00 117,005.00 0.00 0.00 0.00 $117,005.00 Beverly Ct - Leah Ln to Mesa Grande Dr No No 0% 100% $26,164.00 0.00 0.00 26,164.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $26,164.00 Birch Street - Birch Ct to Avenue E No No 0% 100% $54,069.00 54,069.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $54,069.00 Birchwood Street - Bryant St to East End No No 0% 100% $23,950.00 0.00 0.00 0.00 0.00 23,950.00 0.00 0.00 0.00 0.00 0.00 $23,950.00 Bodie Ave - NW End to 9th St No No 0% 100% $59,463.00 0.00 0.00 59,463.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $59,463.00 Bryant St - wildwood Canyon Rd to Ave G No No 0% 100% $90,366.00 0.00 0.00 90,366.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $90,366.00 California Street - Avenue C to Avenue E No No 0% 100% $49,500.00 49,500.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $49,500.00 California Street - Cedar Ave to Acacia Ave No No 0% 100% $167,894.00 0.00 0.00 0.00 0.00 0.00 0.00 167,894.00 0.00 0.00 0.00 $167,894.00 Cedarwood Ln - California St to Addison St No No 0% 100% $24,170.00 24,170.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $24,170.00 Clarios Ct - North End to Ashland Way No No 0% 100% $12,599.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 12,599.00 0.00 $12,599.00 Colorado Street - Mission Dr to Columbia Ave No No 0% 100% $144,031.00 0.00 0.00 0.00 0.00 0.00 0.00 144,031.00 0.00 0.00 0.00 $144,031.00 Columbia Ave North End to Colorado St No No 0% 100% $54,029.00 0.00 0.00 0.00 0.00 0.00 0.00 54,029.00 0.00 0.00 0.00 $54,029.00 Comberton - Oakland Ave to California St No No 0% 100% $85,897.00 0.00 0.00 0.00 0.00 0.00 0.00 85,897.00 0.00 0.00 0.00 $85,897.00 Comberton St - Bryant St to Date Ave No No 0% 100% $57,855.00 57,855.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $57,855.00 Cornell Dr - West End to Holmes St No No 0% 100% $32,998.00 32,998.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $32,998.00 County Line Rd - 3rd to Bryant St No No 0% 100% $274,617.00 274,617.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $274,617.00 County Line Rd - Holmes to Road Narrows No No 0% 100% $13,811.00 13,811.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $13,811.00 County Line Road - Bryant St to Holmes St No No 0% 100% $270,262.00 0.00 0.00 0.00 0.00 270,262.00 0.00 0.00 0.00 0.00 0.00 $270,262.00 Custer St - North End to Avenue H No No 0% 100% $35,544.00 0.00 0.00 35,544.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $35,544.00 Custer St - North End to Mountain View St No No 0% 100% $5,796.00 5,796.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $5,796.00 Custer Street - Acacia Ave to Yucaipa Blvd No No 0% 100% $28,524.00 0.00 0.00 28,524.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $28,524.00 Attachment: Attachment 1 2021-2025 CIP Report [Revision 1] (6776 : Summary of Measure I Capital Improvement Plans Member Agencies) Yucaipa Page 1 of 3 Generated on: 11/5/2020

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Custer Street - Ave D to Ave E No No 0% 100% $93,386.00 0.00 0.00 0.00 0.00 0.00 0.00 93,386.00 0.00 0.00 0.00 $93,386.00 Date St - Kent to 2nd St No No 0% 100% $53,642.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 53,642.00 0.00 $53,642.00 Deborah Ct - Leah Ln to Mesa Grande Dr No No 0% 100% $29,061.00 29,061.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $29,061.00 Deerfield Dr - Fairport Way East to Fairport Way West No No 0% 100% $74,294.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 74,294.00 0.00 $74,294.00 Diamond St - Goldstone Ct to Onyx St No No 0% 100% $78,792.00 78,792.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $78,792.00 Eureka Ave - 8th St to Columbia Ave No No 0% 100% $52,444.00 0.00 0.00 0.00 52,444.00 0.00 0.00 0.00 0.00 0.00 0.00 $52,444.00

Eureka Ave - Bryant St to California St No No 0% 100% $85,547.00 0.00 0.00 0.00 0.00 0.00 0.00 85,547.00 0.00 0.00 0.00 $85,547.00 Eureka Ave - Grant St to Ramada ln No No 0% 100% $78,742.00 0.00 0.00 78,742.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $78,742.00 Falling Spring Rd - East End to Wildwood Canyon Rd No No 0% 100% $9,112.00 0.00 0.00 9,112.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $9,112.00 Fawn Way - Oak Glen Road to Deer Brook Road No No 0% 100% $2,769.00 2,769.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $2,769.00 Fir Ave - Bryant St to Fremont St No No 0% 100% $53,984.00 0.00 0.00 53,984.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $53,984.00 Golden Gate Ct - East End to Golden Gate Dr No No 0% 100% $13,256.00 0.00 0.00 0.00 0.00 0.00 0.00 13,256.00 0.00 0.00 0.00 $13,256.00 Golden Gate Dr - Golden Gate Dr to South End No No 0% 100% $10,435.00 0.00 0.00 10,435.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $10,435.00 Golden Gate Dr - West end to Highland Ave No No 0% 100% $149,159.00 149,159.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $149,159.00 Grant St - North End to wildwood Canyon Rd No No 0% 100% $24,288.00 0.00 0.00 24,288.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $24,288.00 Highland Avene - Pendleton Ave to Rodgers Ln No No 0% 100% $170,080.00 0.00 0.00 0.00 0.00 170,080.00 0.00 0.00 0.00 0.00 0.00 $170,080.00 Holly Ave - Adams St to East End No No 0% 100% $14,589.00 14,589.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $14,589.00 Holly Oak - East End to Golden Hills Dr No No 0% 100% $112,658.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 112,658.00 0.00 $112,658.00 Holmes St - Bella Vista Dr to Wildwood Canyon Rd No No 0% 100% $26,073.00 0.00 0.00 26,073.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $26,073.00 Indio Ct - North End to Date St No No 0% 100% $6,683.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 6,683.00 0.00 $6,683.00 Ironwood Drive - Oak Mesa Dr NW to City Limits No No 0% 100% $161,654.00 0.00 0.00 0.00 0.00 161,654.00 0.00 0.00 0.00 0.00 0.00 $161,654.00 Kevari Ct - Jefferson St to East End No No 0% 100% $9,272.00 0.00 0.00 9,272.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $9,272.00 La Flora Dr - West End to 7th St No No 0% 100% $33,400.00 33,400.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $33,400.00 Liberty Rd - 8th St to East End No No 0% 100% $51,590.00 51,590.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $51,590.00 Lincoln Dr - West End to 7th St No No 0% 100% $26,448.00 26,448.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $26,448.00 Linda Ln - Sutter Ave to East End No No 0% 100% $11,172.00 11,172.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $11,172.00 Linn St - Mountain View St to Sunlight Dr No No 0% 100% $36,917.00 36,917.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $36,917.00 Lotus Ave - 11th Street to Lotus No No 0% 100% $75,896.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 75,896.00 0.00 $75,896.00 Lynd Ct - North End to Lynfall St No No 0% 100% $3,371.00 0.00 0.00 3,371.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $3,371.00 Manzanita St - Acropolis Dr to East End No No 0% 100% $28,291.00 28,291.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $28,291.00 Marbeth Place - Marbeth Rd to South End No No 0% 100% $17,627.00 0.00 0.00 0.00 0.00 0.00 0.00 17,627.00 0.00 0.00 0.00 $17,627.00 Medlar St - Vineyard St to Bella Vista Dr No No 0% 100% $53,366.00 0.00 0.00 53,366.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $53,366.00 Nicoya Ct - North End to Ave E No No 0% 100% $26,013.00 26,013.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $26,013.00 Oak Creek - Oak Creek to Fremont St No No 0% 100% $157,354.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 157,354.00 0.00 $157,354.00 Oak Lane - North End to Date St No No 0% 100% $5,621.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 5,621.00 0.00 $5,621.00 Oleander Ave - West end to Fremont St No No 0% 100% $37,228.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 37,228.00 0.00 $37,228.00 Palomar Avenue - San Carlos St to South end No No 0% 100% $13,534.00 0.00 0.00 0.00 0.00 13,534.00 0.00 0.00 0.00 0.00 0.00 $13,534.00 Pecan Ave - 3rd St to Birch Ct No No 0% 100% $53,650.00 53,650.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $53,650.00 Pine Mesa Ct - Oak Mountain Dr to SW End No No 0% 100% $34,220.00 34,220.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $34,220.00 Pleasant Grove St - 3rd St to East End No No 0% 100% $53,466.00 0.00 0.00 53,466.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $53,466.00 Rainier St - Lantana Ave to Fremont St No No 0% 100% $32,763.00 32,763.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $32,763.00 Ramona Street - Carter St to Sleepy Hollow Dr No No 0% 100% $26,432.00 0.00 0.00 0.00 0.00 26,432.00 0.00 0.00 0.00 0.00 0.00 $26,432.00 Rosemead St - Tonkin Ave to 9th St No No 0% 100% $33,132.00 0.00 0.00 33,132.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $33,132.00 Ruby Ct - South End to Avenue D No No 0% 100% $8,965.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 8,965.00 0.00 $8,965.00 San Leandro Ave - North End to San Carlos St No No 0% 100% $57,554.00 57,554.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $57,554.00 Santa Maria Street - San Lucas Dr to Douglas St No No 0% 100% $16,825.00 0.00 0.00 0.00 0.00 16,825.00 0.00 0.00 0.00 0.00 0.00 $16,825.00 Santa Rosa Dr - San Leandro Ave to East End No No 0% 100% $29,664.00 0.00 0.00 29,664.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $29,664.00 Shadow Wood - Golden Hills Dr to Sunnyside Dr No No 0% 100% $98,374.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 98,374.00 0.00 $98,374.00 Shasta St - wnd Street to Arcadia St No No 0% 100% $126,383.00 0.00 0.00 0.00 0.00 0.00 0.00 126,383.00 0.00 0.00 0.00 $126,383.00 Sunwood Pl - Fir Ave to Gemwood Ln No No 0% 100% $20,988.00 0.00 0.00 20,988.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $20,988.00 Sutter Ave - Linda Ln to Sierra Ln No No 0% 100% $26,264.00 0.00 0.00 26,264.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $26,264.00 Tennessee St - Tennessee St to Yucaipa Blvd No No 0% 100% $101,477.00 0.00 0.00 101,477.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $101,477.00 Velardo Dr - Bryant to Lantana No No 0% 100% $143,291.00 0.00 0.00 0.00 0.00 0.00 0.00 143,291.00 0.00 0.00 0.00 $143,291.00 Attachment: Attachment 1 2021-2025 CIP Report [Revision 1] (6776 : Summary of Measure I Capital Improvement Plans Member Agencies) Yucaipa Page 2 of 3 Generated on: 11/5/2020

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Verano Way 0 Colorado St to South end No No 0% 100% $3,219.00 0.00 0.00 3,219.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $3,219.00 Vineyard St - Douglas St to Lantana Ave No No 0% 100% $50,619.00 0.00 0.00 50,619.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $50,619.00 Wildwood Canyon Road - 3rd St to Bryant St No No 0% 100% $77,672.00 0.00 0.00 0.00 0.00 77,672.00 0.00 0.00 0.00 0.00 0.00 $77,672.00

Wildwood Canyon Road - 9th St to 6th St No No 0% 100% $259,337.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 259,337.00 0.00 $259,337.00 Windsor Ct - West End to Windsor Dr No No 0% 100% $14,179.00 0.00 0.00 0.00 0.00 0.00 0.00 14,179.00 0.00 0.00 0.00 $14,179.00 Windsor Dr - Ave D to Camelot Dr No No 0% 100% $39,542.00 0.00 0.00 0.00 0.00 0.00 0.00 39,542.00 0.00 0.00 0.00 $39,542.00 Yucaipa Blvd - 14th St to 12th St No No 0% 100% $86,936.00 0.00 0.00 86,936.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $86,936.00 Yucaipa Blvd - 3rd St to 2nd St No No 0% 100% $33,739.00 33,739.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $33,739.00 Named Projects Total: $1,766,013.00 $0.00 $1,443,386.00 $52,444.00 $1,434,989.00 $0.00 $1,102,067.00 $0.00 $1,077,436.00 $0.00 $6,876,335.00 Total Carryover + Estimate: $1,766,013.00 $1,495,830.00 $1,434,989.00 $1,102,067.00 $1,077,436.00 (%) Named Projects to FY Est. Revenue: 220.68% 156.90% 156.50% 116.70% 110.67%

Categorical Projects: Annual AC Berm Curb Program No No $120,000.00 40,000.00 0.00 40,000.00 0.00 40,000.00 $120,000.00 Annual Alley Rehab Program No No $300,000.00 60,000.00 60,000.00 60,000.00 60,000.00 60,000.00 $300,000.00 Annual Concrete Program No No $240,000.00 40,000.00 40,000.00 40,000.00 40,000.00 80,000.00 $240,000.00 Annual Patching Program No No $445,000.00 95,000.00 84,000.00 86,000.00 90,000.00 90,000.00 $445,000.00 Annual Preserving Monuments Program No No $150,000.00 30,000.00 30,000.00 30,000.00 30,000.00 30,000.00 $150,000.00 Annual Striping Program No No $140,000.00 20,000.00 30,000.00 30,000.00 30,000.00 30,000.00 $140,000.00 Annual Traffic Calming Program No No $150,000.00 30,000.00 30,000.00 30,000.00 30,000.00 30,000.00 $150,000.00 Annual Under Street Drain Pipe Repair No No $150,000.00 30,000.00 30,000.00 30,000.00 30,000.00 30,000.00 $150,000.00 Crack Seal Program No No $237,000.00 41,000.00 49,000.00 49,000.00 49,000.00 49,000.00 $237,000.00 Local Matching Programs No No $200,000.00 40,000.00 40,000.00 40,000.00 40,000.00 40,000.00 $200,000.00 Categorical Projects Total: $426,000.00 $393,000.00 $435,000.00 $399,000.00 $479,000.00 $2,132,000.00 (%) Categorical Projects to FY Est. Revenue: 53.23% 41.22% 47.44% 42.25% 49.20%

Total Carryover Programming: $6,823,891.00 Total Estimated Programming: $2,184,444.00 Total Programming: $9,008,335.00

Total Programming is currently 98.16% (must not exceed 150%) of Carryover Balance + Total Est. Revenue. Attachment: Attachment 1 2021-2025 CIP Report [Revision 1] (6776 : Summary of Measure I Capital Improvement Plans Member Agencies) Yucaipa Page 3 of 3 Generated on: 11/5/2020

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Resolution Number: 20-42 Measure I Local Pass-through Program Resolution Approval Date: July 1, 2020 Yucca Valley Contact Person/Title: Armando J. G. Baldizzone FIVE YEAR CAPITAL IMPROVEMENT PLAN Phone: 760-369-6579 Fiscal Years 2020/2021 thru 2024/2025 Email: [email protected] 6/30/20 Carryover Balance: $1,440,294.00

Is Project in FY2020/21 Est. Revenue FY2021/22 Est. Revenue FY2022/23 Est. Revenue FY2023/24 Est. Revenue FY2024/25 Est. Revenue Total Est. Rev. City's Does Project Is the Project on the Non-motorized have an ATP City's Nexus Study Estimated Total $592,014.92 $746,216.13 $714,441.67 $732,445.39 $751,624.21 $3,536,742.32 Transportation Component? List? Project Cost Plan? (Yes/No) (Public/DIF Share %) Carryover Current Carryover Current Carryover Current Carryover Current Carryover Current Total Named Projects: (Yes/No) Funds Estimate Funds Estimate Funds Estimate Funds Estimate Funds Estimate Crack Seal Project (Package A&C - Major Arterial and No No 0% 100% $668,754.00 0.00 668,754.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $668,754.00 Collectors) Little League Drive Safety Project (ATP) No Yes 0% 100% $210,000.00 0.00 19,000.00 0.00 35,000.00 0.00 0.00 0.00 0.00 0.00 0.00 $54,000.00 Onaga Trail Safety Project (ATP) Yes Yes 0% 100% $275,000.00 0.00 19,000.00 0.00 238,515.00 0.00 0.00 0.00 0.00 0.00 0.00 $257,515.00 SR62 Median Maintenance Contract No No 0% 100% $320,974.00 0.00 61,640.00 0.00 64,720.00 0.00 67,956.00 0.00 67,956.00 0.00 67,956.00 $330,228.00 Named Projects Total: $0.00 $768,394.00 $0.00 $338,235.00 $0.00 $67,956.00 $0.00 $67,956.00 $0.00 $67,956.00 $1,310,497.00 Total Carryover + Estimate: $768,394.00 $338,235.00 $67,956.00 $67,956.00 $67,956.00 (%) Named Projects to FY Est. Revenue: 129.79% 45.33% 9.51% 9.28% 9.04%

Categorical Projects: Annual Traffic Census No No $60,000.00 12,000.00 12,000.00 12,000.00 12,000.00 12,000.00 $60,000.00 Congestion Management Plan (CMP) No No $17,500.00 3,500.00 3,500.00 3,500.00 3,500.00 3,500.00 $17,500.00 Indirect Cost Recovery No No $250,000.00 50,000.00 45,000.00 45,000.00 45,000.00 50,000.00 $235,000.00 Package A Crack Seal & Slurry No No $768,703.00 0.00 0.00 0.00 190,167.00 578,536.00 $768,703.00 Package D Crack Seal and Slurry No No $83,573.00 0.00 0.00 83,573.00 0.00 0.00 $83,573.00 Personnel Costs No No $1,628,073.00 304,410.00 312,020.00 319,821.00 327,817.00 336,012.00 $1,600,080.00 Signal Maintenance Contract No No $75,000.00 15,000.00 15,000.00 15,000.00 15,000.00 15,000.00 $75,000.00 Slurry Seal Project (Project D - Major Arterial and No No $500,120.00 500,120.00 0.00 0.00 0.00 0.00 $500,120.00 Collectors) Town Local Roadway Safety Plan (LSRP) No No $8,000.00 8,000.00 0.00 0.00 0.00 0.00 $8,000.00 Traffic Surveys and Warrant Studies No No $45,000.00 9,000.00 9,000.00 9,000.00 9,000.00 9,000.00 $45,000.00 Utilities - Street Lights No No $250,000.00 50,000.00 50,000.00 50,000.00 50,000.00 50,000.00 $250,000.00 Categorical Projects Total: $952,030.00 $446,520.00 $537,894.00 $652,484.00 $1,054,048.00 $3,642,976.00 (%) Categorical Projects to FY Est. Revenue: 160.81% 59.84% 75.29% 89.08% 140.24%

Total Carryover Programming: $0.00 Total Estimated Programming: $4,953,473.00 Total Programming: $4,953,473.00

Total Programming is currently 99.53% (must not exceed 150%) of Carryover Balance + Total Est. Revenue. Attachment: Attachment 1 2021-2025 CIP Report [Revision 1] (6776 : Summary of Measure I Capital Improvement Plans Member Agencies) Yucca Valley Page 1 of 1 Generated on: 11/5/2020

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ATTACHMENT 2 MEASURE I EXPENDITURE STRATEGY FISCAL YEARS 2021-2025 Valley Subarea

Chino The City of Chino will continue to place emphasis on both the regional and sub-regional arterial roadway system during the next five years of the Measure I program. At least 50 percent of the Measure I funds will be earmarked for specific capital projects that are geared toward improving traffic flow and motorist convenience. Failing pavement surfaces will be rehabilitated and traffic striping modified as needed to accommodate increased traffic demand, and intersection capacity will be improved with new and modified traffic signals.

In addition to the above capital projects program, Chino will continue to allocate up to 50 percent of the annual Measure I funds toward public works maintenance activities. Maintenance work will continue to include the City’s traffic signal maintenance, sidewalk and curb repair, and pavement repair and overlay on the local street system.

Chino Hills It is the City of Chino Hills' intent to expend Measure I revenue for the following types of projects:

* Construction of the City's Annual Street Improvement Program: Overlay and/or slurry seal of specified streets to maintain a high level of pavement trafficability;

* Make on-going repairs/improvements to the City's sidewalks; and

* Provide funding to address ADA accessibility issues within the City's public right-of-way.

Colton The City of Colton allocates approximately ninety percent (90%) of annual Measure I revenue for system improvements to streets infrastructure. Delivery of these improvements is focused on streets requiring rehabilitation or safety enhancement improvements. Measure I funds are also being used to provide local match for federal and state grant funded projects; these projects are focused on improving Colton's infrastructure and/or transportation system for pedestrian/bicycle/vehicular traffic.

The remaining ten percent (10%) of the City's annual Measure I revenue are allocated to pedestrian safety such as sidewalk, handicap ramp installation and other traffic safety improvements. All identified improvements are consistent with the goals of the city's General Plan Circulation Element.

Fontana Measure I pass through funds will be used by the City of Fontana for a variety of transportation related projects with the goal of continuing to invest in the city's infrastructure by maintaining and improving the city's existing infrastructure. It is the intent of the City to expend all of the Measure I pass through funds as they are received. The program provided focuses on relief of traffic congestion.

Grand Terrace The City of Grand Terrace has adopted a Measure I expenditure strategy that focuses on improvements to existing facilities through an annual Pavement Management Program. In addition to slurry and pavement rehabilitation treatment of City streets, the expenditure strategy includes a tree trimming program to increase visibility across roadways, ADA curb ramps and sidewalk repair programs as well as other necessary improvements to the right of way as needed.

Highland The City of Highland intends to expend Measure I Local Street Program Pass-Through revenue primarily to (1) improve pavement conditions of the City’s roadway network by constructing various pavement management projects including pavement rehabilitation, overlay, slurry seal and crack seal projects, and (2) provide local match to grant funding of roadway/bikeway improvement projects.

Loma Linda The City of Loma Linda is intent upon efficiently maintaining our existing roadway system. The streets in Loma Linda are constructed of asphalt concrete (AC). These streets are in various stages of their life expectancy. A typical AC street improvement has a life expectancy of 15- 20 years. Through proper pavement management, this can be extended by as much as 20 years. Our strategy is to utilize a combination of slurry seal method, grind and overlay the top 0.1" and pulverize existing AC for base and repave for rehabilitation. This pavement management program has shown to be effective in delaying the eventual complete reconstruction, including subgrade, of a roadway segment.

Measure I funding is critical to this effort. We have dedicated the majority of funding to maintenance activities as described above along with the adjacent sidewalk, curb and gutter and access ramp maintenance. A portion of funding is earmarked for addressing increased capacity demand along certain segments that have experienced growth. New roadway segments are considered and addressed through development planning. Development impact fees are utilized for expansion due to growth. The current carryover balance of $561,500 in the Measure I Local Street fund will be utilized first. Attachment: Attachment 2 - Expenditure Strategy [Revision 2] (6776 : Summary of Measure I Capital Improvement Plans Member Agencies)

Page 1 of 5 Packet Pg. 222 8.b

Montclair The City currently has a loan from SBCTA of $3.89 Million to fund its local share of the Interstate 10 (1-10) Monte Vista Avenue Interchange Project. The City intends to cash flow the DIF obligations with current carry over funds and a portion of new revenues. The funding plan is an estimate, cost of the project may change. Potential changes/adjustments may occur and impacts will not be known until the project is complete. The remaining funds will be used to fund important traffic safety projects being planned. Any remaining funds will be accumulated for maintenance of existing city streets and planned future projects.

Ontario The City of Ontario's Expenditure Strategy is to upgrade the City's roadway system by programming the annual Measure I revenue towards improvements ranging from maintenance work, overlay work, and major street reconstruction. Projects chosen will be selected from current pavement management studies, areas of traffic flow issues, and the Five Year Capital Improvement Plan. Projects may include safety related items such as upgrading traffic signals, updating striping, and ADA ramps as needed. Roadways to be improved can range from residential to arterial. Funding is to be used in an effective and responsible manner to ensure the best benefit to the residents of the City of Ontario.

Rancho Cucamonga The Measure "I" Capital Improvement Plan Expenditure Strategy for the expenditure of Measure I funds will use the City's General Plan Circulation Element as a basis. It is anticipated that the funds will be allocated in the following manner:

Percent Type of Improvement 58 Maintenance, Rehabilitation and Repair of Existing Roadways 33 Traffic Signal Improvements, Payment Striping and Maintenance 7 Concrete Services (ADA, Repairs and Sidewalk) 2 Pavement Management

Redlands The City of Redlands intends to use Measure I dollars to partially fund the City's City Council-approved Pavement Management Program (PMP). The City's Pavement Management Program, which provides a decision making matrix in identifying streets that are priority paving projects, will be used to determine future Measure I Capital Improvement Plans.

Rialto The City of Rialto intends to utilize Measure I for streets and right of way maintenance programs, street reconstruction and improvements. The majority of projects are structured for implementation within the five year planned schedule. The City intends to accumulate Measure I revenue for specific large projects that may span multiple years and budget is carried forward appropriately until completion of the project(s).

San Bernardino The City of San Bernardino will continue to place emphasis on both its regional and sub-regional arterial roadway system. At least fifty percent of our Measure I funds allocation will be earmarked for specific capital projects that are geared toward improving traffic flow and motorist convenience. Failing pavement surfaces will be rehabilitated and traffic striping modified as needed to accommodate increased traffic demand, and intersection capacity will be improved with new and modified traffic signals.

In addition to the above Capital Improvement Program, San Bernardino will continue to allocate up to fifty percent of its annual Measure I funds towards public works maintenance activities. Maintenance work will continue to include the City's traffic signal systems, sidewalk and curb repair, and pavement repair and overlay on the local street system.

Upland The City of Upland's existing road network is fairly well established. Therefore, the City's primary use of Measure I Funds will be for the reconstruction and maintenance of existing City streets. It is the City's intent to design and begin construction of the project the same year the project is identified in the Five-Year Capital Improvement Plan.

Yucaipa • The City intends to accumulate Measure I revenue for a specific large project (i.e., “pay-as-you-go”). • The Town intends to expend Measure I revenue for specific types of eligible projects and/or policy prioritization of specific programs; i.e., o Allocation of expenditures on a split of 60% for improvements to existing facilities and 40% for new project development. o Dedication of revenues to maintenance of existing city center streets, which may be a strategy for built-out cities.

San Bndo County The County intends to expend Measure "I" revenue for a variety of eligible transportation related projects, which includes the rehabilitation and maintenance of pavement surfaces countywide (including but not limited to, asphalt concrete reconstruction, asphalt concrete overlay, surface seals, routine patching of existing asphalt concrete and Americans with Disability Act improvements) and may include projects to improve circulation, drainage and traffic control devices. Attachment: Attachment 2 - Expenditure Strategy [Revision 2] (6776 : Summary of Measure I Capital Improvement Plans Member Agencies)

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MEASURE I EXPENDITURE STRATEGY Colorado River Subarea

Needles The City intends to accumulate Measure I revenue for a specific large project (i.e., "pay-as you go"). Please refer to the list of projects on the attached Five Year Capital Improvement Plan.

San Bndo County The County intends to expend Measure "I" revenue for a variety of eligible transportation related projects, which includes the rehabilitation and maintenance of pavement surfaces countywide (including but not limited to, asphalt concrete reconstruction, asphalt concrete overlay, surface seals, routine patching of existing asphalt concrete and Americans with Disability Act improvements) and may include projects to improve circulation, drainage and traffic control devices.

MEASURE I EXPENDITURE STRATEGY Morongo Basin Subarea

Twentynine Palms Pay as you go.

Yucca Valley Elderly/Handicapped Fund: All revenue in the Elderly and Handicapped fund is expended by the Morongo Basin Transit Authority for necessary programs.

Local Street Program (LSP): Measure I Local Streets revenues are allocated to a number of projects, including reconstruction/rehabilitation/maintenance and engineering/design of arterials and residential roads, annual studies and/or reports such as pavement management program updates, traffic census reports, and similar activities. Local street program funds also pay expenditures for personnel on the Town's street crew.

Major Local Highway Program (MLH): Measure I Major Local Highway revenues are managed by SBCTA. By September 30th of each year, the Town shall submit a written request to SBCTA specifying the scope of the project(s), the requested amount and other fund sources required to fully fund the project(s).

San Bndo County The County intends to expend Measure "I" revenue for a variety of eligible transportation related projects, which includes the rehabilitation and maintenance of pavement surfaces countywide (including but not limited to, asphalt concrete reconstruction, asphalt concrete overlay, surface seals, routine patching of existing asphalt concrete and Americans with Disability Act improvements) and may include projects to improve circulation, drainage and traffic control devices.

MEASURE I EXPENDITURE STRATEGY Mountains Subarea

Big Bear Lake The City's Twenty Year Measure I plan is a narrative description of the City's long-range plan for the use of Measure I funding. The City's long- term funding priorities for Measure I funding include the following:

Enhancements to intersections which were identified in the General Plan as requiring widening and/or signalization to maintain adequate Level of Service at General Plan Build out; Reconstruction of arterial and collector streets which are failing due to poor pavement, base, and/or drainage conditions; Resurfacing and maintaining streets throughout the City based on the Pavement Management Plan.

Both the Five-Year and the Twenty-Year Measure I Plan are consistent with the City's General Plan Circulation Element and Pavement Management Plan.

San Bndo County The County intends to expend Measure "I" revenue for a variety of eligible transportation related projects, which includes the rehabilitation and maintenance of pavement surfaces countywide (including but not limited to, asphalt concrete reconstruction, asphalt concrete overlay, surface seals, routine patching of existing asphalt concrete and Americans with Disability Act improvements) and may include projects to improve circulation, drainage and traffic control devices. Attachment: Attachment 2 - Expenditure Strategy [Revision 2] (6776 : Summary of Measure I Capital Improvement Plans Member Agencies)

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MEASURE I EXPENDITURE STRATEGY North Desert Subarea

Barstow Each year, the City receives approximately $1.5 million in Measure "I" funds. On September 17, 2012, the City Council approved joining the Statewide street financing program called the Total Road Improvement Program (TRIP) offered by the California Statewide Communities Development Authority (California Communities). Through the TRIP program, the City can pledge two-thirds (2/3) of its annual Measure "I" allocation towards a financing measure to raise funds for the rehabilitation and reconstruction of City streets in failing conditions.

The remaining one-third of Measure "I" allocations will be used by the City in the pavement reconstruction, preservation and maintenance of the streets.

San Bndo County The County intends to expend Measure "I" revenue for a variety of eligible transportation related projects, which includes the rehabilitation and maintenance of pavement surfaces countywide (including but not limited to, asphalt concrete reconstruction, asphalt concrete overlay, surface seals, routine patching of existing asphalt concrete and Americans with Disability Act improvements) and may include projects to improve circulation, drainage and traffic control devices.

MEASURE I EXPENDITURE STRATEGY Victor Valley Subarea

Adelanto The City of Adelanto's Measure I expenditure strategy for fiscal years 2020-2025 is to utilize existing carryover funds that have been accumulated over previous cycles with anticipated revenues over the next 5 years to complete existing projects and repair critical segments of arterial roadways. Categorical maintenance projects include potholes, crack sealing, striping and signage replacement, and concrete repairs, striping and signage replacement. This does not include carryover funds programmed for vehicles and equipment to be used for categorical maintenance. The remaining funds will be used primarily in rehabilitating roads which are in critical need or for construction of a new major street.

Apple Valley Measure I Local Pass-Through Funds will be used by the Town of Apple Valley for a variety of transportation related projects, including adding capacity to our regional arterial system, reconstruction, and regular and periodic maintenance of existing roadways. These Measure I funds allocated for the Town's local street program (68%) are allocated with a minimum of 50% of the funds expended on these roads identified specifically on our plan (categorical). For those roads specifically identified within the plan, some require that the Town accumulate Measure I revenue for such large projects. The balance of these funds, up to 50% of the total fund, are identified for construction and regular maintenance chosen based on the Town's priority within the Town's Pavement Management Program (non-categorical).

Hesperia The majority of Measure I revenue is planned to be utilized for the following types of eligible transportation improvements and policy prioritizations:

• Intent to allocate 50% or less of anticipated annual revenue on General Program Categorical expenditures. Specifically, the Measure I funds will be utilized annually to supplement the City’s Street Division General Maintenance Program. This includes preservation and upkeep of existing and newly reconstructed roads to original constructed condition in order to maintain its integral useful life and to provide safe, convenient, and practical intercity transportation.

• Intent to allocate the remaining 50% of the anticipated annual revenue on the rebuilding and betterments of local roadways and alternative transportation. Local roadway betterments are scheduled to be completed under the Park and Ride Expansion Project, the Ranchero Road Aqueduct Crossing Project, Ranchero Road Improvements from 7th Avenue to Mariposa Road, traffic signs at Ranchero Road and Maple Avenue as well as Ranchero Road and Cottonwood Avenue, the Sultana Street Improvements, the Muscatel Street Improvements, and the Landscaping at Ranchero Road Project.

• Beginning in Fiscal Year 2018/19, the first payment of the Ranchero Road Interchange Public Share Reimbursement is due to the San Bernardino County Transportation Authority (SBCTA). This 10 year payback agreement between the City and SBCTA allowed the advancement of the Ranchero Road interchange project whereby the City borrowed its local share of the project funding from SBCTA. The City obligated Development Impact Fees (DIF) as the source of this repayment, but if insufficient DIF fees are collected, SBCTA will withhold the City’s annual Measure I allocation to make the payment whole on an annual basis. Currently the City anticipates that revenue from DIF will cover the Reimbursement for fiscal years 2020-21 and 2021-2022. The Reimbursement is included in the MICIP report for future fiscal years after FY 2021-22 as a placeholder to prepare for the possibility of a reduction in DIF fees which would result in payments made from Measure I funding. Attachment: Attachment 2 - Expenditure Strategy [Revision 2] (6776 : Summary of Measure I Capital Improvement Plans Member Agencies)

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Victorville The City of Victorville’s Measure I Capital Improvement Expenditure Strategy balances expenditures between different categories of projects based on the City’s needs. The project categories include the following: new construction; reconstruction and rehabilitation; maintenance; preliminary engineering and environmental studies; right of way acquisition; and final design. Also included are categorical expenditures for maintenance of roads, traffic controls, traffic signals, traffic engineering and the purchase of vehicles or equipment for street related purposes.

New construction can include widening existing roads and bridges, construction of bikeways, sidewalks and curb ramps as an integral part of the street system, and new traffic signals. Reconstruction and rehabilitation can include bridge improvements, removing and replacing pavement sections, asphalt-concrete overlays of one inch or more in thickness or various other methods, including re-striping for bike lanes. Maintenance of roads can include overlays less than one inch, cape seals and slurry seals. Traffic control includes the maintenance and operation of signing and striping including sign and marking replacements and new signs and markings. Traffic signal maintenance includes operations and maintenance for traffic signals and various equipment replacements or upgrades. Traffic engineering encompasses all traffic engineering activities.

San Bndo County The County intends to expend Measure "I" revenue for a variety of eligible transportation related projects, which includes the rehabilitation and maintenance of pavement surfaces countywide (including but not limited to, asphalt concrete reconstruction, asphalt concrete overlay, surface seals, routine patching of existing asphalt concrete and Americans with Disability Act improvements) and may include projects to improve circulation, drainage and traffic control devices. Attachment: Attachment 2 - Expenditure Strategy [Revision 2] (6776 : Summary of Measure I Capital Improvement Plans Member Agencies)

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Additional Information GENERAL POLICY COMMITTEE ATTENDANCE RECORD – 2020

Name Jan Feb March April May June July Aug Sept Oct Nov Dec Josie Gonzales X X X Board of Supervisors Curt Hagman X X X X X X X Board of Supervisors Robert Lovingood X X X Board of Supervisors Dawn Rowe X X X X X X Board of Supervisors Art Bishop X X X X X X X X Town of Apple Valley Julie McIntyre X X X City of Barstow Bill Jahn X X X X X City of Big Bear Lake Frank Navarro X X X X X X X City of Colton Acquanetta Warren X X X X X X X X City of Fontana Darcy McNaboe X X X X X X X X City of Grand Terrace Larry McCallon X X X X X X X X City of Highland Alan Wapner X X X X X X X X City of Ontario L. Dennis Michael X X X X X X City of Rancho Cucamonga Rick Denison X X X X X X X X Town of Yucca Valley Communication: Attendance (Additional Information)

X = Member attended meeting. * = Alternate member attended meeting. Empty box = Member did not attend meeting. Crossed out box = Not a Board Member at the time. Packet Pg. 227 Shaded box = No meeting. 3/16/17 Acronym List 1 of 2

This list provides information on acronyms commonly used by transportation planning professionals. This information is provided in an effort to assist Board Members and partners as they participate in deliberations at Board meetings. While a complete list of all acronyms which may arise at any given time is not possible, this list attempts to provide the most commonly-used terms. Staff makes every effort to minimize use of acronyms to ensure good communication and understanding of complex transportation processes.

AB Assembly Bill ACE Alameda Corridor East ACT Association for Commuter Transportation ADA Americans with Disabilities Act ADT Average Daily Traffic APTA American Public Transportation Association AQMP Air Quality Management Plan ARRA American Recovery and Reinvestment Act ATMIS Advanced Transportation Management Information Systems BAT Barstow Area Transit CALACT California Association for Coordination Transportation CALCOG California Association of Councils of Governments CALSAFE California Committee for Service Authorities for Freeway Emergencies CARB California Air Resources Board CEQA California Environmental Quality Act CMAQ Congestion Mitigation and Air Quality CMIA Corridor Mobility Improvement Account CMP Congestion Management Program CNG Compressed Natural Gas COG Council of Governments CPUC California Public Utilities Commission CSAC California State Association of Counties CTA California Transit Association CTC California Transportation Commission CTC County Transportation Commission CTP Comprehensive Transportation Plan DBE Disadvantaged Business Enterprise DEMO Federal Demonstration Funds DOT Department of Transportation EA Environmental Assessment E&D Elderly and Disabled E&H Elderly and Handicapped EIR Environmental Impact Report (California) EIS Environmental Impact Statement (Federal) EPA Environmental Protection Agency Communication: Acronym List (Additional Information) FHWA Federal Highway Administration FSP Freeway Service Patrol FRA Federal Railroad Administration FTA Federal Transit Administration FTIP Federal Transportation Improvement Program GFOA Government Finance Officers Association GIS Geographic Information Systems HOV High-Occupancy Vehicle ICTC Interstate Clean Transportation Corridor IEEP Inland Empire Economic Partnership ISTEA Intermodal Surface Transportation Efficiency Act of 1991 IIP/ITIP Interregional Transportation Improvement Program ITS Intelligent Transportation Systems IVDA Inland Valley Development Agency JARC Job Access Reverse Commute LACMTA Los Angeles County Metropolitan Transportation Authority LNG Liquefied Natural Gas LTF Local Transportation Funds

Packet Pg. 228 3/16/17 Acronym List 2 of 2

MAGLEV Magnetic Levitation MARTA Mountain Area Regional Transportation Authority MBTA Morongo Basin Transit Authority MDAB Mojave Desert Air Basin MDAQMD Mojave Desert Air Quality Management District MOU Memorandum of Understanding MPO Metropolitan Planning Organization MSRC Mobile Source Air Pollution Reduction Review Committee NAT Needles Area Transit NEPA National Environmental Policy Act OA Obligation Authority OCTA Orange County Transportation Authority PA&ED Project Approval and Environmental Document PASTACC Public and Specialized Transportation Advisory and Coordinating Council PDT Project Development Team PNRS Projects of National and Regional Significance PPM Planning, Programming and Monitoring Funds PSE Plans, Specifications and Estimates PSR Project Study Report PTA Public Transportation Account PTC Positive Train Control PTMISEA Public Transportation Modernization, Improvement and Service Enhancement Account RCTC Riverside County Transportation Commission RDA Redevelopment Agency RFP Request for Proposal RIP Regional Improvement Program RSTIS Regionally Significant Transportation Investment Study RTIP Regional Transportation Improvement Program RTP Regional Transportation Plan RTPA Regional Transportation Planning Agencies SB Senate Bill SAFE Service Authority for Freeway Emergencies SAFETEA-LU Safe Accountable Flexible Efficient Transportation Equity Act – A Legacy for Users SCAB South Coast Air Basin SCAG Southern California Association of Governments SCAQMD South Coast Air Quality Management District SCRRA Southern California Regional Rail Authority SHA State Highway Account SHOPP State Highway Operations and Protection Program SOV Single-Occupant Vehicle SRTP Short Range Transit Plan Communication: Acronym List (Additional Information) STAF State Transit Assistance Funds STIP State Transportation Improvement Program STP Surface Transportation Program TAC Technical Advisory Committee TCIF Trade Corridor Improvement Fund TCM Transportation Control Measure TCRP Traffic Congestion Relief Program TDA Transportation Development Act TEA Transportation Enhancement Activities TEA-21 Transportation Equity Act for the 21st Century TMC Transportation Management Center TMEE Traffic Management and Environmental Enhancement TSM Transportation Systems Management TSSDRA Transit System Safety, Security and Disaster Response Account USFWS United States Fish and Wildlife Service VCTC Ventura County Transportation Commission VVTA Victor Valley Transit Authority WRCOG Western Riverside Council of Governments

Packet Pg. 229 MISSION STATEMENT

Our mission is to improve the quality of life and mobility in San Bernardino County. Safety is the cornerstone of all we do. We achieve this by: • Making all transportation modes as efficient, economical, and environmentally responsible as possible. • Envisioning the future, embracing emerging technology, and innovating to ensure our transportation options are successful and sustainable. • Promoting collaboration among all levels of government. • Optimizing our impact in regional, state, and federal policy and funding decisions. • Using all revenue sources in the most responsible and

transparent way. Communication: Mission Statement (Additional Information)

Approved December 4, 2019

mission.doc Packet Pg. 230