ADMINISTRATION & FINANCE COMMITTEE *TELECONFERENCE …

ADMINISTRATION & FINANCE COMMITTEE

Thursday, April 15, 2021

12:00 PM

*TELECONFERENCE AND VIDEO CONFERENCE MEETING ONLY*

Until further notice and pursuant to California Governor Gavin Newsom’s Executive Order

N-29-20, the VTA Administration & Finance Committee will convene a teleconference and

video conference meeting only.

Zoom Meeting Link: https://us02web.zoom.us/j/81620027433

Smart Phone dial in: US+12133388477,,81620027433# or +16692192599,,81620027433#

Telephone dial: US+1 669 900 9128 or +1 669 219 2599 Webinar ID: 816 2002 7433

Technology limitations may limit the ability to receive verbal public comments during the

meeting. We request the public to submit their comments by 5:00 p.m. on April 14, 2021, to

[email protected]. Instructions for participating in the teleconference will be posted on

VTA’s website: https://bit.ly/vta-af-agendas.

AGENDA

CALL TO ORDER

1. ROLL CALL

2. PUBLIC COMMENT:

This portion of the agenda is reserved for persons desiring to address the Committee on

any matter not on the agenda. Speakers are limited to 2 minutes. The law does not

permit Committee action or extended discussion on any item not on the agenda except

under special circumstances. If Committee action is requested, the matter can be placed

on a subsequent agenda. All statements that require a response will be referred to staff

for reply in writing.

3. ORDERS OF THE DAY

CONSENT AGENDA

4. ACTION ITEM - Approve the Regular Meeting Minutes of March 18, 2021.

5. ACTION ITEM -Recommend that the VTA Board of Directors:

1) Approve the selling of Low Carbon Fuel Standard (LCFS) credits using a Request for

Quotes (RFQ) process; 2) Delegate authority to the General Manager/Chief Executive

Officer (CEO) or designee to enter into purchasing and selling agreements with buyers of

LCFS credits; 3) Delegate authority to the Chief Financial Officer (CFO) or designee to

approve the sale of LCFS credits based on a specified price range; and 4) Delegate

authority to the General Manager/CEO or designee to competitively procure Renewable

Energy Certificates (RECs) for the purpose of increasing the number of LCFS credits

earned.

updated 4/13/21 2 pm

mailto:[email protected]

https://bit.ly/vta-af-agendas

Santa Clara Valley Transportation Authority

Administration & Finance Committee April 15, 2021

Page 2

6. ACTION ITEM -Recommend that the VTA Board of Directors approve the transfer of

$800,000 of Vehicle Registration Fee (VRF) funds from the I-680 Soundwall Project in

San Jose from Capitol Expressway to Mueller Avenue to the I-280 Soundwall Project in

San Jose from SR 87 to Los Gatos Creek.

7. ACTION ITEM -Recommend that the VTA Board of Directors authorize the General

Manager/CEO to execute a contract amendment with Jacobs Engineering Group, Inc.

(Jacobs) for Project Approval/Environmental Document (PA/ED) services for the SR 17

Corridor Congestion Relief Project (Project) in the amount of $2,930,000 for a new total

contract amount of $3,474,436.

8. INFORMATION ITEM -Receive the Monthly Investment Report for February 2021.

9. INFORMATION ITEM -Review the Monthly Purchasing Report for February 2021.

REGULAR AGENDA

10. ACTION ITEM - Recommend that the VTA Board of Directors authorize the General

Manager to amend the contract with MV Transportation, Inc. (MV) as the provider for

ACCESS paratransit services for VTA to extend the term through June 30, 2023, and to

increase the contract value by $48,000,000 for a new total contract value not to exceed

$127,875,047.

11. ACTION ITEM -Recommend that the VTA Board of Directors authorize the General

Manager to purchase Property and Casualty insurance coverage for General and Auto

Liability, Public Officials & Employment Practice Liability, Cyber Liability,

Environmental Impairment & Pollution Liability, Crime, Blanket Railroad Protective

Liability, and Property Insurance renewing the annual Transit Operations Insurance

Program for an amount not to exceed $4,250,000.

12. ACTION ITEM -Recommend that the VTA Board of Directors adopt the fiscal years

2022 and 2023 Biennial Budget allocations for the 2016 Measure B Formula-based

program categories of Local Streets and Roads, Bicycle & Pedestrian, and Transit

Operations and for the 2016 Measure B Program administration cost category.

13. ACTION ITEM -Recommend that the VTA Board of Directors: 1) Approve the existing

prioritization processes for five Need/Capacity-based program categories: BART Phase

II, Caltrain Grade Separations, Caltrain Corridor Capacity, County Expressways and SR

85 Corridor. 2) Direct staff to develop a Prioritization and Project Selection Process for

the Highway Interchanges program category. 3) Approve the proposed Project Readiness

Criteria for all Need/Capacity-based 2016 Measure B Program categories; and

4) Upon approval, use the Project Selection and Prioritization Processes as well as the

Project Readiness Criteria to develop biennial budget recommendations and a draft 2016

Measure B 10-year Program (FY 2022-2031) for Board review and approval.

14. INFORMATION ITEM -Receive a report on Service Planning projects and programs

planned for 2021.

Santa Clara Valley Transportation Authority

Administration & Finance Committee April 15, 2021

Page 3

OTHER ITEMS

15. Items of Concern and Referral to Administration.

16. Review Committee Work Plan. (Kelly)

17. Committee Staff Report. (Kelly)

18. Chairperson's Report. (Chavez)

19. Determine Consent Agenda for the May 6, 2021, Board of Directors Meeting.

20. ANNOUNCEMENTS

21. ADJOURN

In accordance with the Americans with Disabilities Act (ADA) and Title VI of the Civil Rights

Act of 1964, VTA will make reasonable arrangements to ensure meaningful access to its

meetings for persons who have disabilities and for persons with limited English proficiency who

need translation and interpretation services. Individuals requiring ADA accommodations should

notify the Board Secretary’s Office at least 48-hours prior to the meeting. Individuals requiring

language assistance should notify the Board Secretary’s Office at least 72-hours prior to the

meeting. The Board Secretary may be contacted at (408) 321-5680 or

[email protected] or (408) 321-2330 (TTY only). VTA’s home page is

www.vta.org or visit us on www.facebook.com/scvta. (408) 321-2300: 中文 / Español /

日本語 / 한국어 / tiếng Việt / Tagalog.

Disclosure of Campaign Contributions to Board Members (Government Code Section 84308) In

accordance with Government Code Section 84308, no VTA Board Member shall accept, solicit,

or direct a contribution of more than $250 from any party, or his or her agent, or from any

participant, or his or her agent, while a proceeding involving a license, permit, or other

entitlement for use is pending before the agency. Any Board Member who has received a

contribution within the preceding 12 months in an amount of more than $250 from a party or

from any agent or participant shall disclose that fact on the record of the proceeding and shall not

make, participate in making, or in any way attempt to use his or her official position to influence

the decision. A party to a proceeding before VTA shall disclose on the record of the proceeding

any contribution in an amount of more than $250 made within the preceding 12 months by the

party, or his or her agent, to any Board Member. No party, or his or her agent, shall make a

contribution of more than $250 to any Board Member during the proceeding and for three

months following the date a final decision is rendered by the agency in the proceeding. The

foregoing statements are limited in their entirety by the provisions of Section 84308 and parties

are urged to consult with their own legal counsel regarding the requirements of the law.

There will be no physical location for the April 15, 2021, Administration and Finance Committee

Meeting. All reports for items on the open meeting agenda are available on VTA’s website,

www.vta.org

Zoom meeting link- https://us02web.zoom.us/j/81620027433

NOTE: THE BOARD OF DIRECTORS MAY ACCEPT, REJECT OR MODIFY

ANY ACTION RECOMMENDED ON THIS AGENDA.

http://www.vta.org/

https://us02web.zoom.us/j/81620027433

Administration & Finance Committee

Thursday, March 18, 2021

MINUTES

CALL TO ORDER

The Regular Meeting of the Administration and Finance Committee (A&F) was called to order at

12:03 p.m. by Chairperson Chavez via video and teleconference.

1. ROLL CALL

Attendee Name Title Status

Cindy Chavez Chairperson Present

Dev Davis Alternate Member NA

Lisa Gillmor Alternate Member NA

Glenn Hendricks Member Present

Chappie Jones Vice Chairperson Present

Otto Lee Alternate Member NA

Sam Liccardo Member Present

A quorum was present.

2. PUBLIC COMMENT

Roland Lebrun, Interested Citizen, commented about the following: 1) Bay Area Rapid

Transit (BART) project costs; and 2) concerns about the consultants managing the project

financing.

Blair Beekman commented about the following: 1) discussion held at the March 4, 2021,

Board of Directors (Board) meeting; 2) reducing shot spotters at the Berryessa BART

station; 3) affordable housing; and 4) creating an oversight committee for advertising on

VTA property.

3. ORDERS OF THE DAY

Chairperson Chavez requested that Agenda Item #8., Amendment #6 to Cooperative

Parking Agreement between San Jose Arena Management, Caltrain, and VTA for SAP

Center Parking at Diridon Lot, be placed on the Consent Agenda.

Public Comment

Mr. Lebrun requested that Agenda Item #5., 2000 Measure A Semi-Annual Report Ending

December 31, 2020, be placed on the Regular Agenda.

4

A&F Committee Minutes Page 2 of 6 March 18, 2021

M/S/C (Liccardo/Hendricks) to accept Orders of the Day.

RESULT:

MOVER:

SECONDER:

AYES:

NOES:

ABSENT:

ACCEPTED– Orders of the Day

Liccardo, Member

Hendricks, Member

Chavez, Hendricks, Jones, Liccardo

None

None

CONSENT AGENDA

Public Comment

Mr. Lebrun referred to Agenda Item #5., and reiterated remarks about BART project costs. He

commented about learning from 2000 Measure A.

Mr. Beekman referred to Agenda Item # 6., Monthly Purchasing Report, and suggested a public

review board for any advertising at VTA’s transit centers.

4. Regular Meeting Minutes of February 18, 2021

M/S/C (Jones/Hendricks) to approve the Regular Meeting Minutes of February 18, 2021.

5. 2000 Measure A Semi-Annual Report Ending December 31, 2020

M/S/C (Jones/Hendricks) to receive the 2000 Measure A Transit Improvement Program

Semi-Annual Report Ending December 31, 2020.

6. Monthly Purchasing Report

M/S/C (Jones/Hendricks) to review the Monthly Purchasing Report for January 2021.

7. Monthly Investment Report January 2021

M/S/C (Jones/Hendricks) to receive the Monthly Investment Report for January 2021.

8. Amendment #6 to Cooperative Parking Agreement between San Jose Arena

Management, Caltrain, and VTA for SAP Center Parking at Diridon Lot

M/S/C (Jones/Hendricks) to recommend that the VTA Board of Directors authorize the

General Manager to execute Amendment No. 6 to the Cooperative Parking Agreement

(Agreement) between San Jose Arena Management (SJAM), the Peninsula Corridor Joint

Powers Board (Caltrain), and VTA, to allow SAP Arena event parking on the Caltrain and

VTA Diridon parking lots for a term up to June 30, 2022, with additional authority for the

General Manager to extend it for up to an additional 90 days through September 30, 2022.

NOTE: M/S/C MEANS MOTION SECOND AND CARRIED AND, UNLESS OTHERWISE INDICATED, THE

MOTION PASSED UNANIMOUSLY.

4


RESULT:

MOVER:

SECONDER:

AYES:

NOES:

ABSENT:

APPROVED– Consent Agenda Items #4-8

Jones, Vice Chairperson

Liccardo, Member

Chavez, Hendricks, Jones, Liccardo

None

None

REGULAR AGENDA

8. (Removed from the Regular Agenda and placed on the Consent Agenda.)

Recommend that the VTA Board of Directors authorize the General Manager to execute

Amendment No. 6 to the Cooperative Parking Agreement (Agreement) between San Jose

Arena Management (SJAM), the Peninsula Corridor Joint Powers Board (Caltrain), and

VTA, to allow SAP Arena event parking on the Caltrain and VTA Diridon parking lots for

a term up to June 30, 2022, with additional authority for the General Manager to extend it

for up to an additional 90 days through September 30, 2022.

9. 2016 Measure B 10-year Program and Biennial Budget Principles

Kathleen Kelly, Interim Chief Financial Officer, provided an overview of the staff report

and provided a presentation entitled 2016 Measure B 10-year Program & Biennial Budget

Principles.

Members of the Committee and staff engaged in a discussion about the following: 1) the

order of review for the Formula-based categories, Need/Capacity-based categories and

VTA’s overall budget; 2) acknowledging the percentage caps for all categories in order to

be consistent and fair; 3) using precise ballot language as approved by the voters;

4) concerns that there is no explicit language about external funding in the criteria and how

it may affect Board decisions; 5) the need to clarify that funding allocations may not be

done annually; 6) possible changes to the ballot language; 7) concerns raised about BART

exceeding the 25% funding cap; 8) adding additional language in the criteria to help

provide clarity where needed; and 9) the need to maintain accountability and transparency

throughout the process.

Members of the Committee made the following requests: 1) include on page 4, of 9.a,

second bullet, language that states funding may not be done annually; 2) provide

percentage caps for all nine program categories as stated in the ballot measure; 3) add an

additional bullet that would explicitly and transparently consider opportunities from

external funders.

M/S/C (Liccardo/Chavez) to recommend that the VTA Board of Directors: 1) Approve

the 2016 Measure B 10-year Program and Biennial Budget Principles; and 2) Direct staff

to apply the Principles and develop funding allocations for the Formula-based program

categories for the 2016 Measure B FY 2022 and FY 2023 Biennial Budget. Furthermore,

when brought back to the Board for approval include the requests made by the Committee

to staff.

4


RESULT:

MOVER:

SECONDER:

AYES:

NOES:

ABSENT:

APPROVED–Agenda Item #9, as amended

Liccardo, Member

Chavez, Chairperson

Chavez, Hendricks, Jones, Liccardo.

None

None

10. Transit-Oriented Development (TOD) Review, Business Plan Background

Ron Golem, Director of Real Estate and TOD, Jessie O’Malley Solis, TOD Manager,

together provided an overview of the staff report and provided a presentation entitled

Transit-Oriented Development Program Review.

Public Comment

Mr. Beekman commended Members of the Committee and staff for their discussion on

important topics.

Mr. Lebrun commented about the following: 1) VTA’s mission statement; 2) ridership and

congestion; and 3) provided suggestions on how VTA could move forward with TOD.

Members of the Committee and staff discussed the following: 1) how VTA looks at

revenue, ridership, and affordable housing; 2) how revenue is important but secondary to

ridership; 3) VTA’s goal to build that captures future growth; 4) market rate developers

versus affordable developers; 5) what Committee Members and/or Board Members can say

to their constituents regarding TOD.

Member of the Committee made the following recommendations: 1) when presenting to

the community to include hyperlinks in the presentation so the public can review any

materials mentioned; 2) having the policies in the agenda packet would be helpful for new

Board Members; and 3) resending the development portfolio that includes VTA’s current

TOD sites.

On order of Chairperson Chavez and there being no objection, the Committee reviewed

the Transit-Oriented Development (TOD) Program, Business Plan Background.

11. Real Estate Acquisition for I-680 Soundwall Project

Mr. Golem provided an overview of the staff report.

Public Comment

Mr. Lebrun provided suggestions on how to design the soundwalls and create noise

absorption.

A Member of the Committee requested staff provide a list of sound wall projects and their

priorities.

On order of Chairperson Chavez and there being no objection, the Committee received

the I-680 Soundwall Project right of way acquisition information for Temporary

Construction Easements.

4


OTHER ITEMS

12. Items of Concern and Referral to Administration

There were no Items of Concern and Referral to Administration.

13. Committee Work Plan

Ms. Kelly noted that the Committee’s Work Plan can be found in the online agenda packet

on VTA’s website.

On order of Chairperson Chavez and there being no objection, the Committee reviewed

and accepted the Committee Work Plan.

14. Committee Staff Report

Ms. Kelly announced that the updated 2016 Measure B Placemat can be found on the VTA

website.

A Member of the Committee requested staff provide a report showing 2016 Measure B

funds being expended.

Public Comment

Mr. Lebrun commented about staff developing a placemat for all ballot measures including

2000 Measure A.

Mr. Beekman requested that the public be allowed to speak on all Agenda Items including

the Committee Work Plan.

15. Chairperson’s Report

There was no Chairperson’s report.

16. Determine Consent Agenda for the April 1, 2021, Board of Directors Meeting

CONSENT AGENDA:

Agenda Item #5., Receive the 2000 Measure A Transit Improvement Program Semi-

Annual Report Ending December 31, 2020.

Agenda Item #8., Recommend that the VTA Board of Directors authorize the General

Manager to execute Amendment No. 6 to the Cooperative Parking Agreement (Agreement)

between San Jose Arena Management (SJAM), the Peninsula Corridor Joint Powers Board

(Caltrain), and VTA, to allow SAP Arena event parking on the Caltrain and VTA Diridon

parking lots for a term up to June 30, 2022, with additional authority for the General

Manager to extend it for up to an additional 90 days through September 30, 2022.

4


REGULAR AGENDA:

Agenda Item #9. Recommend that the VTA Board of Directors: 1) Approve the 2016

Measure B 10-year Program and Biennial Budget Principles; and 2) Direct staff to apply

the Principles and develop funding allocations for the Formula-based program categories

for the 2016 Measure B FY 2022 and FY 2023 Biennial Budget.

Agenda Item #10. Review Transit-Oriented Development (TOD) Program, Business Plan

Background.

Agenda Item #11. Receive I-680 Soundwall Project right of way acquisition information

for Temporary Construction Easements.

17. ANNOUNCEMENTS

There were no Announcements.

18. ADJOURNMENT

On order of Chairperson Chavez and there being no objection, the meeting adjourned at

1:27 p.m.

Respectfully submitted,

Theadora Abraham, Board Assistant

VTA Office of the Board Secretary

4

Date: April 5, 2021

Current Meeting: April 15, 2021

Board Meeting: May 6, 2021

BOARD MEMORANDUM

TO: Santa Clara Valley Transportation Authority


THROUGH: General Counsel and Interim General Manager/CEO, Evelynn Tran

FROM: Interim Chief Financial Officer, Kathleen Kelly Chief Engineering & Prog Delivery Officer, Casey Emoto

SUBJECT: Selling and Optimizing Low Carbon Fuel Standard Credits

Policy-Related Action: No Government Code Section 84308 Applies: No

ACTION ITEM

RECOMMENDATION:

Recommend that the VTA Board of Directors:

1. Approve the selling of Low Carbon Fuel Standard (LCFS) credits using a Request for

Quotes (RFQ) process.

2. Delegate authority to the General Manager/Chief Executive Officer (CEO) or designee to

enter into purchasing and selling agreements with buyers of LCFS credits.

3. Delegate authority to the Chief Financial Officer (CFO) or designee to approve the sale

of LCFS credits based on a specified price range.

4. Delegate authority to the General Manager/CEO or designee to competitively procure

Renewable Energy Certificates (RECs) for the purpose of increasing the number of LCFS

credits earned.

EXECUTIVE SUMMARY

Since 2016, VTA has earned approximately 25,000 Low Carbon Fuel Standard (LCFS) credits

through the California Air Resources Board (CARB) LCFS Program for its electric fuel

pathways. These credits have market value that VTA has yet to monetize. Staff recommends

that the LCFS credits be sold as needed through a Request for Quote (RFQ) process. In addition,

staff recommends that additional Renewable Energy Certificates (RECs) be competitively

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Page 2 of 4

purchased to increase the number of LCFS credits earned by lowering the carbon intensity of the

electricity reported for VTA's electric fuel pathways. The proceeds from the sale of LCFS

credits will be used to provide critical funding for VTA's transportation electrification projects

and Zero Emission Bus (ZEB) Rollout Plan.

STRATEGIC PLAN/GOALS

The LCFS Program would advance VTA's goal of Delivering Projects and Programs by

providing a new source of funding for VTA's transportation electrification projects and ZEB

Rollout Plan.

FISCAL IMPACT:

The LCFS Program will have a net positive financial impact on revenues and provide a new

source of funding for VTA’s transportation electrification projects and ZEB Rollout Plan.

BACKGROUND:

CARB developed the LCFS Program to reduce the carbon intensity of transportation fuels used

in California with a current goal of achieving a 20% reduction by 2030. Under LCFS, electric

vehicles and electric transit systems are eligible to earn credits that can be sold to fuel producers

to meet their carbon intensity targets which are adjusted upwards on an annual basis.

VTA began earning LCFS credits for its electrified light rail transit (LRT) system in 2016. In

addition to the LRT system, VTA earns LCFS credits for electric vehicle charging, bus charging,

and the BART Silicon Valley Berryessa Extension (SVBX). At the end of 2020, VTA had

accumulated over 25,000 LCFS credits not including credits associated with SVBX. From 2016

to 2019, spot market pricing for LCFS credits has ranged from $65 to $200 per credit. In 2020,

credit pricing was strong in January and February but dropped nearly 20% in mid-March from a

high of $210 to a low of $170 per credit, presumably due to the COVID-19 pandemic. Credit

pricing has since rebounded and is currently trending between $168 to $212 per credit per

CARB’s Monthly Credit Transfer Activity Report for February 2021. Based on the range of

prices for February 2021, VTA’s LCFS credits are valued at between $4.2 - $5.3 million. Per

CARB regulations, credit proceeds from electric pathways are only usable to benefit EV drivers,

and to generally promote transportation electrification.

In April 2019, CARB issued guidance on claiming zero carbon intensity for indirectly supplied

electricity. This guidance created an opportunity to increase the amount of LCFS credits earned

for each kilowatt hour (kWh) of electricity supplied to electric fuel pathways. In the third

quarter of 2020, VTA received 25-30% more credits per kWh of electricity for zero-carbon

intensity electricity versus average grid electricity. VTA was able to do this by retiring

Renewable Energy Credits (RECs) for each megawatt hour (MWH) of electricity generated at its

five solar generation facilities. Since VTA only earns enough RECs to pair with 5 - 10% of its

electricity usage, VTA must purchase additional RECs to lower the carbon intensity of all its

electricity reported to CARB. VTA can also participate in a Green Tariff Program established by

VTA’s electricity providers once these programs are approved by CARB.

5

Page 3 of 4

DISCUSSION:

To date, VTA has not engaged in any transactions to monetize LCFS credits. In order to provide

critical funding for a number of transportation electrification projects including ZEB

infrastructure at VTA’s bus divisions, ZEB procurements, and electric vehicle charging stations

at VTA facilities, staff are requesting authorization to sell credits to qualified buyers. The

potential buyers of these credits are the suppliers of transportation fuels in California, who are

required to reduce the carbon intensity of the fossil fuels they supply by 20% by 2030.

Since there is no exchange for the purchase and sale of LCFS credits, VTA has two options for

selling its LCFS credits. The first is through a broker who has relationships with both buyers and

sellers that could be leveraged to optimize prices. Brokers receive a commission or a fixed

percentage of the sale of the credits in exchange for their services. The other option is for VTA

to sell the LCFS credits through a RFQ process. This process is similar to an auction, where the

seller awards the credits to the highest bidder. The effectiveness of the RFQ process depends on

seller’s ability to attract at least a few buyers to ensure a competitive bidding environment.

Based on the experiences of other public agencies, staff is recommending the RFQ process

because of the ability to consistently get fair market prices for LCFS credits at a lower cost than

through a broker. VTA’s Finance, Debt & Investment Manager and his staff will manage the

RFQ process based on their experience managing VTA’s various investment portfolios and

issuing debt for VTA’s capital program. After a period of 12 - 24 months, VTA staff will report

back to the Board on the effectiveness of the RFQ process in optimizing revenues and

minimizing costs. At this time, staff will recommend any changes or improvements to the

process for selling LCFS credits.

Staff is also recommending that VTA competitively purchase RECs to lower the carbon intensity

of its electric fuel pathways and earn a higher ratio of LCFS credits. Similar to LCFS credits,

there is no exchange for the purchase and sale of RECs. RECs are either purchased through

brokers or directly from sellers. Staff estimates that VTA will need approximately 4,300 - 8,000

RECs per quarter to lower the carbon intensity of the electricity usage that VTA reports to

CARB. The amount of RECs needed could potentially double if VTA and BART are able to use

RECs to lower the carbon intensity of the electricity reported to CARB for SVBX. VTA is

proposing to competitively procure the REC’s from a broker or seller through a solicitation

process. Based on current prices of California-sited RECs for LCFS of $15.50 - $16.00, it is

anticipated that RECs could cost between $65,000 - $120,000 per quarter depending on whether

VTA and BART are able to use RECs to lower the carbon intensity of the electricity reported to

CARB for the SVBX extension. The use of RECs is anticipated to net between $9,000 -

$150,000 in additional revenues. VTA would use LCFS revenues to pay for the RECs so there

would be no impact to VTA’s Operating Budget.

ALTERNATIVES:

The alternative to selling LCFS credits through an RFQ process is to enter into either an

exclusive or non-exclusive agreement with a broker or brokers This alternative would involve a

commission paid on the value of the transaction(s). The alternative to buying RECs through a

competitive procurement process either through a broker or seller would be to not buy RECs.

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Page 4 of 4

While RECs allow VTA to increase the amount of LCFS credits earned, VTA would still receive

the base amount of credits associated with average grid electricity without RECs.

CLIMATE IMPACT:

The selling of LCFS credits and the buying of REC’s would provide critical funding for VTA’s

transportation electrification projects and ZEB Rollout Plan per CARB requirements. These

projects would reduce Greenhouse Gases (GHGs) and advance VTA’s progress toward meeting

its GHG reduction target of 60% by FY2025 and 90% by FY2040.

Prepared by: Christina Jaworski, Project Manager

Memo No. 7601

5

Date: April 8, 2021



BOARD MEMORANDUM




FROM: Chief Engineering & Prog Delivery Officer, Casey Emoto

SUBJECT: I-680 Soundwall - Vehicle Registration Fee Transfer


ACTION ITEM

RECOMMENDATION:

Recommend that the VTA Board of Directors approve the transfer of $800,000 of Vehicle

Registration Fee (VRF) funds from the I-680 Soundwall Project in San Jose from Capitol

Expressway to Mueller Avenue to the I-280 Soundwall Project in San Jose from SR 87 to Los

Gatos Creek.

EXECUTIVE SUMMARY:

• The purpose of this request is to recommend the transfer of VRF funds from the I-680

Soundwall Project to the I-280 Soundwall Project.

• Transferring the VRF funds would allow the completion of the environmental phase of the I-

280 Soundwall project without affecting the I-680 project completion.

• The I-680 and I-280 Soundwall Projects promote the Santa Clara Valley Transportation

Authority's (VTA’s) Business Line #2 - Delivering Projects and Programs.

STRATEGIC PLAN/GOALS:

Transferring the VRF funds would provide funding to complete the environmental phase of the I-

280 Soundwall Project, consistent with several core values in the VTA Strategic Plan. These core

values and possible project benefits include a) Safety - improving the health and safety of the

public; b) Quality - improving the corridor; and c) Sustainability - operate services and design

projects to minimize negative impacts on the environment.

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Page 2 of 3

FISCAL IMPACT:

This action would transfer existing $800,000 of VRF funds from the I-680 Soundwall Project to

the I-280 Soundwall Project. There is sufficient appropriation for these expenditures in the FY21

Adopted VTP Highway Improvement Program Fund Capital Budget.

BACKGROUND:

VTA, Caltrans and the City of San Jose are coordinating the development of two soundwall

projects in the City of San Jose. The I-680 Soundwall Project would construct new soundwalls

on I-680 from Capitol Expressway to Mueller Avenue. The I-280 Soundwall Project would

construct new soundwalls on I-280 from Los Gatos Creek to State Route 87. Due to noise

deficiencies based on Section 215.5 of the California Streets and Highways Code, these

soundwalls would provide effective noise abatement to sensitive receptors along these corridors.

The projects were initiated in 1992 with a Noise Barrier Scope Summary Report that served as

the project initiation document. The I-680 Soundwall Project completed the project approval and

environmental document (PA/ED) phase in 2019 and is currently in the design phase. The I-280

Soundwall Project is currently in the PA/ED phase.

On June 3, 2010, the VTA Board adopted a resolution placing 2010 Santa Clara Measure B

before the voters of Santa Clara County to authorize a $10 increase in the fees of motor vehicle

registration for transportation-related projects and programs. The VTA Board also adopted an

expenditure plan allocating the revenue to transportation-related programs and projects that have

a relationship or benefit to the persons who pay the fee. On November 2, 2010, the voters of

Santa Clara County approved Measure B by majority vote.

The expenditure plan dedicates 15% of the VRF revenue collected via the 2010 Santa Clara

Measure B to a Countywide Program that includes a provision for using the funds to match

federal/state/regional transportation grants applied to any roadway transportation project

included in the adopted Valley Transportation Plan.

At its November 2015 and May 2017 meetings, the VTA Board approved $502,000 and

$500,000, respectively, of VRF matching funds for the I-680 Soundwall project for the

environmental documentation phase.

At its May 2018 and February 6, 2020 meetings, the VTA Board approved $173,000 and $2

million, respectively, of VRF matching funds for the I-680 Soundwall project for the design and

construction phases.

At the June 2019 California Transportation Commission (CTC) meeting, the I-280 Soundwall

Project received $833,000 of State Transportation Improvement Program (STIP) funds for the

environmental documentation phase. The project is expected to complete the environmental

documentation phase by the end of this year but is experiencing a shortfall in funding.

DISCUSSION:

The I-280 Soundwall Project environmental phase is underfunded due to additional studies and

investigations required for the project. Additional costs are also attributable to project schedule

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delays due COVID-19 impacts resulting in highway traffic volumes not representative for noise

modeling purposes.

According to CTC staff, additional STIP funding for the I-280 Soundwall Project environmental

phase is not available since funds have already been allocated to the environmental phase. This

is the reason for seeking funding to complete the environmental phase from other sources. The

$800,000 in VRF funds that are requested to be moved to the I-280 Soundwall Project is

currently intended for the construction phase of the I-680 Soundwall Project. However, the

$800,000 would be covered by requesting the full cost of construction for the I-680 Soundwall

Project from the STIP. As a result, full funding for the I-680 Soundwall Project would remain

intact while full funding for the I-280 Soundwall Project environmental phase would be

achieved. Any remaining funds from the environmental phase would go toward the design phase

for the I-280 Soundwall Project.

To maintain the existing schedule and not further delay the project it is recommended that these

VRF funds be transferred to the I-280 Soundwall Project. These funds would fully fund the

PA/ED phase and also help with the design phase of project development.

ALTERNATIVES:

The Board could decline to transfer the VRF funds which would further delay the completion of

the I-280 Soundwall Project.

The Board could make alternative programming changes to the VRF funds.

CLIMATE IMPACT:

The I-680 Soundwall and I-280 Soundwall Projects would not change the daily greenhouse gas

emissions when comparing before and after project conditions. Emissions related to construction

activities would temporarily increase emissions during construction.

Prepared by: Jason Nesdahl - Project Manager

Memo No. 7766

ATTACHMENTS:

• Attachment A - I-680 Soundwall Project Fact Sheet (PDF)

• Attachment B - I-280 Soundwall Project Fact Sheet (PDF)

6

FACT SHEET: Highways I 680 Soundwalls Project

Overview

The Santa Clara Valley Transportation Authority (VTA), in cooperation with the City of San Jose

and the Department of Transportation (Caltrans), proposes to construct soundwalls along I-680

between Capitol Expressway and Mueller Avenue.

Objective

The purpose of this project is to reduce noise by constructing soundwalls as an effective

noise abatement measure.

Project Features

The proposed improvements include:

• Construct new soundwalls along northbound I-680 between Capitol Expressway and Muirfield Drive

• Construct new soundwalls along northbound I-680 between Gebhart Avenue and Mueller Avenue

• Construct new soundwalls along southbound I-680 between Alum Roack Avenue and Foss Avenue

Project Cost Estimate The total project cost is estimated at $9.6 million. Project Schedule

Environmental Approval: 8/2016 - 5/2019

Design Completion: 6/2019 – Fall 2021

Project Construction: Winter 2022 – Winter 2023 How to Reach Us

If you have any questions about I680 Soundwalls Project, please call VTA’s Community Outreach Department at (408) 321-7575, (TTY) for the hearing-impaired (408) 321-2330. You may

also visit us on the web at www.vta.org or email us at [email protected].

continued

Project Partners

1606-0737 REV 7/13/18

6.a

http://www.vta.org/


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ATTACHMENT A

Project Location Map

6.a

FACT SHEET: Highways I 280 Soundwalls Project

Overview

The Santa Clara Valley Transportation Authority (VTA), in cooperation with the City of San Jose

and the Department of Transportation (Caltrans), proposes to construct soundwalls along I-280

between State Route 87 and Los Gatos Creek.

Objective

The purpose of this project is to reduce noise by constructing soundwalls as an effective

abatement measure.

Project Features

The potential improvements, subject to meeting noise abatement criteria, may include but are not limited to the following:

• Construct new soundwalls along northbound I-280 between the Caltrain tracks and the Los Gatos Creek Bridge

• Construct new soundwalls along southbound I-280 between the Los Gatos Creek Bridge and the Caltrain tracks

• Construct new soundwalls along southbound I-280 between the Caltrain tracks and Bird Avenue

• Construct new soundwalls along southbound I-280 between Bird Avenue and State Route 87

Project Cost Estimate

The total project cost is estimated at $12 million.

Project Schedule

Environmental Clearance Phase: May 2020 - Fall 2021 Design Phase: Winter 2022 – Fall 2022 Construction Phase: Winter 2023 – Fall 2024

Continued

How to Reach Us

If you have any questions about I680 Soundwalls Project, please call VTA’s Community Outreach Department at (408) 321-7575, (TTY) for the hearing-impaired (408) 321-2330. You may also visit us

on the web at www.vta.org or email us at [email protected].

Project Partners

6.b

http://www.vta.org/


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ATTACHMENT B

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Potential Soundwall Locations

6.b

Date: April 8, 2021



BOARD MEMORANDUM




FROM: Chief Engineering & Prog Delivery Officer, Casey Emoto

SUBJECT: Amendment to SR 17 Corridor Congestion Relief Project

Policy-Related Action: No Government Code Section 84308 Applies: Yes

ACTION ITEM

RECOMMENDATION:

Recommend that the VTA Board of Directors authorize the General Manager/CEO to execute a

contract amendment with Jacobs Engineering Group, Inc. (Jacobs) for Project

Approval/Environmental Document (PA/ED) services for the SR 17 Corridor Congestion Relief

Project (Project) in the amount of $2,930,000 for a new total contract amount of $3,474,436.

EXECUTIVE SUMMARY:

• The Santa Clara Valley Transportation Authority (VTA) executed a contract with Jacobs on

April 7, 2020 for fieldwork, investigations, and studies required to complete an Alternative

Analysis and Project Initiation Document (PID).

• Staff proposes to amend the contract to include the additional professional services required

for the Project Approval/Environmental Documents (PA/ED) phase for the Project.

• Approving this item would allow for the proposed project alternatives to be evaluated for

their potential benefits to improve traffic operations along SR 17 from Lark Avenue to SR 9,

improve bicycle-pedestrian connectivity across SR 17 and reduce cut through traffic in the

Town of Los Gatos.

• This item aligns with Business Line #2 - Delivering Projects and Programs.


The project improvements that are identified in the preliminary planning documents provide for

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improved mobility and new active transportation infrastructure to encourage growth in non-

motorized travel demand. These improvements are consistent with VTA's core values of safety,

quality and sustainability.

FISCAL IMPACT:

This action would authorize up to $2,930,000 for the completion of the deliverables required to

complete the PA/ED services. Sufficient funds were included in the FY20/21 VTP Highway

Improvement Program Capital Budget to fund this expenditure. The fund sources for this work

include the 2016 VTA Measure B and Town of Los Gatos local funds.

BACKGROUND:

On November 6, 2019, VTA issued a Request For Proposals (RFP) to provide engineering

services and to complete a PID for the Project in the Town of Los Gatos. Two proposals were

received in response to the RFP and Jacobs was selected through a competitive selection process.

The review panel consisted of members from VTA, Caltrans and the Town of Los Gatos.

After the selection process and the contract negotiations were completed, the VTA Board took

action at its March 5, 2020 meeting authorizing the General Manager to enter into a contract for

$544,436 with Jacobs for the PID phase work with the ability to return to the Board for

amendments for subsequent phases.

The Project would construct auxiliary lanes on SR 17 to connect the on-ramps and off-ramps

between Lark Avenue and Los Gatos-Saratoga Road (SR 9). The Project would also remove the

existing full cloverleaf interchange configuration at SR17/SR9 and replace it with a more

modern spread diamond or partial cloverleaf configuration. The new interchange configuration

would be developed with extra emphasis placed on a design that is much more user friendly to

active transportation travel modes (bicycle and pedestrian). Specific bicycle and pedestrian

elements will be critical components of the new design. The Project would also improve

mainline SR 17 traffic operations to help discourage cut through traffic in the Town of Los

Gatos.

DISCUSSION:

The original scope of work in the contract with Jacobs covered the PID project development

phase and contemplated potential amendments for follow-on work. The contract was

subsequently amended (Amendment #1) to add labor classifications that are needed to complete

the scope of services that were not listed in the original contract; the contract value was not

changed.

The action requested in this memorandum would grant authority for the Interim General

Manager/CEO to execute contract amendment #2 with Jacobs for the completion of the activities

required for the PA/ED phase of the Project.

VTA staff would return to the VTA Board for the award of contract amendments for the

subsequent Final Design, Right-of-Way, and Design Services During Construction phases as the

Project proceeds. VTA staff may also recommend that a new procurement be completed if the

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contractor’s performance for the PA/ED phase does not meet the standards set by the VTA

Board and management.

CONTRACT SUMMARY:

Vendor Name: Jacobs Engineering Group Original Contract Amount: $ 544,436

Contract Number: S19203 Prior Modifications: $ 0

Contract Term(s): June 30, 2023 Amount Requested: $ 2,930,000

Procurement Type: Cost Plus Fixed Fee Total Amount Including Request: $ 3,474,436

Small Business Enterprise Goal: 4.65% % of Request to Current Amount: 538%

Funding Source(s): 2016 VTA Measure B

and Town of Los Gatos

% Modifications including request

to original contract:

538%

ALTERNATIVES:

The VTA Board could elect not to authorize amending this contract. However, such an action

would delay implementation of the Project, potentially result in the loss of the funding

contributions from the Town, and delay providing operational and active transportation facility

improvements for motorists, bicyclists and pedestrians.

CLIMATE IMPACT:

The effects on greenhouse gas emission would be determined in the PA/ED phase of the Project.

Providing traffic operational improvements could lead to an increase in Vehicle Miles Traveled

(VMT). The active transportation improvements proposed as part of the Project could help to

offset VMT increases by reducing travel demand for trips by motor vehicles.

BUSINESS DIVERSITY REQUIREMENTS:

Based on identifiable subcontracting opportunities to perform the scope of services, a Small

Business Enterprise (SBE) goal of 4.65% was established for this contract. Jacobs has committed

to a 22.33% SBE goal. This amendment does not change the SBE requirements for this project.

Jacobs has committed to continuing to utilize SBE firms to an extent that exceeds the SBE goal

for this Project.

Prepared by: Chris Lillie, Project Manager

Memo No. 7625

ATTACHMENTS:

• Attachment A - Project Locations Map (PDF)

• Attachment B - List of Consultants (PDF)

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Attachment A

Project Location Map

7.a

Page 5 of 5

Attachment B

Consultant List

Firm Name Contact Name Role Location

Jacobs Engineering Group Darrell Vice Project Manager San Jose, CAAssociate Right of Way Services Jim Richards Associate Pleasant Hill, CADKS Associates Terry Klim Principal San Jose, CAEarthview Science MariaElena Conserva Principal Oakland, CAHMH Engineering Jon Cacciotti Principal San Jose, CAParikh Consultants Gary Parikh President Milpitas, CAWRECO Han-Bin Liang President San Jose, CA

7.b

Date: March 31, 2021


Board Meeting: N/A

BOARD MEMORANDUM



THROUGH: Evelynn Tran, General Counsel and Interim General Manager/CEO

FROM: Interim Chief Financial Officer, Kathleen Kelly

SUBJECT: Monthly Investment Report - February 2021

FOR INFORMATION ONLY

EXECUTIVE SUMMARY:

• This report provides an update on the status of investment funds managed by the VTA.

• Enterprise funds reported negative returns for the month of February 2021.

• Defined benefit funds reported positive returns for the month of February 2021.


The VTA provides for the management and oversight of operating funds used to run the

Authority and to complete transit projects. These funds are prudently invested to preserve capital

and provide necessary liquidity, while maximizing earnings and conforming to state and local

statutes governing the investment of public funds.

The VTA also maintains strong employee benefits to provide employees with healthcare

coverage and a pension in retirement. All VTA defined benefit plans seek to achieve the best risk

adjusted returns over time. This is achieved through a highly diversified asset allocation.

BACKGROUND:

The investment activities of the Santa Clara Valley Transportation Authority are in compliance

with the Investment of Non-Trust Held Funds Investment Policy, the VTA Retirees’ Other Post-

Employment Benefits Trust Investment Policy and the ATU, Local 265 Pension Plan’s

Investment Policy.

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DISCUSSION:

Economic Watch

Real gross domestic product (GDP) increased at an annual rate of 4.3 % in the fourth quarter of

2020, according to the "third" estimate released by the Bureau of Economic Analysis. The

increase in real GDP reflected increases in exports, nonresidential fixed investment, personal

consumption expenditures (PCE), residential fixed investment, and private inventory investment,

that were partly offset by decreases in state and local government spending as well as federal

government spending. In the third quarter, real GDP increased 38.3 %.

Headline consumer prices, as measured by the consumer price index (CPI), rose 1.7% year over

year as of February 2021. Core CPI, which excludes volatile food and energy prices increased at

a rate of 1.3% year over year as of February 2021. The Federal Reserve continues to target an

average inflation rate of 2.00%.

The unemployment rate in the San Jose-Sunnyvale-Santa Clara MSA was 5.4 % in February

2021, down from a revised 5.8 % in January 2021, and above the year-ago estimate of 2.6 %.

This compares with an unadjusted unemployment rate of 8.4 % for California and 6.6 % for the

nation during the same period. The unemployment rate was 8.5 % in San Benito County, and 5.3

% in Santa Clara County.

Market Watch

The Standard & Poor’s 500 index returned 2.76% in February. Large cap stocks returned 2.90%

and small cap stocks returned 6.23%. Large cap value stocks outperformed large cap growth

stocks returning 6.04% and -0.02% respectively.

The Barclays Aggregate index returned -1.44% in February. The investment grade corporate

sector returned -1.74% and the agency MBS sector returned -0.67% for the month. High yield

corporate credit returned 0.35% and Sr. floating rate corporate credit returned 2.71%.

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VTA Enterprise Funds

VTA Enterprise Funds are invested in portfolios managed by Payden & Rygel, the State of

California Local Agency Investment Fund (LAIF) and an interest-bearing checking account.

Investment performance for the Payden & Rygel managed accounts are included below.

The Payden & Rygel weighted average composite portfolio outperformed its policy benchmark

in February 2021 by 0.01%. The current yield for the composite portfolio is 1.13% and the

effective duration is 1.82 years.

At month-end the current yield for funds invested in LAIF was 0.41% and the VTA’s checking

accounts was 0.01%.

Market performance for each Payden & Rygel account is summarized in the following table:

Investment Performance

Asset Class Fund Manager FEB 3 Mo Y-T-D 1 Yr 3 Yr 5 Yr 10 Yr I-T-D

Short-Term

Fixed Income 2

Payden & Rygel 0.02% 0.10% 0.08% 1.12% 1.96% 1.64% 1.04% 1.71%

iMoneynet Money Market Index 0.00% 0.00% 0.00% 0.23% 1.39% 1.07% 0.56% 1.22%

Mid-Term

Fixed Income 1

Payden & Rygel -0.08% 0.05% -0.04% 1.93% 3.06% 2.14% - 1.72%

Merrill Lynch 1- 3 Year Treasury Index -0.08% -0.01% -0.06% 1.58% 2.94% 1.80% - 1.38%

Long-Term

Fixed Income

Payden & Rygel -0.37% -0.14% -0.36% 2.38% 4.02% 2.45% 2.51% 3.88%

Barclays US Govt. Intermediate Index -0.38% -0.34% -0.42% 1.78% 3.90% 1.96% 2.20% 3.75%

Composite Portfolio Returns -0.14% 0.01% -0.11% 1.92% 3.32% 2.27% 1.89% 3.29%

Policy Benchmark Returns -0.15% -0.10% -0.15% 1.51% 3.06% 1.83% 1.56% 3.08% 1 Implemented February 11, 2009 2 Implemented February 14, 2003

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VTA Retirees’ Other Post-Employment Benefits (OPEB) Trust

The VTA Retirees’ OPEB Trust Investment Policy requires the following asset allocation:

Asset Class Actual Target Target Range

US Equities 33% 28% 18-38%

International Developed Equities 13% 12% 5-19%

Emerging Markets Equities 6% 5% 0-10%

Private Core Real Estate 12% 10% 5-15%

Diversified Real Assets 5% 7% 0-12%

Core Fixed Income 22% 17% 11-23%

Private Credit 1% 12% 7-17%

Absolute Return 7% 8% 0-15%

Cash 1% 1% 0 - 3%

The Retirees’ OPEB composite portfolio outperformed its policy benchmark by 0.27% for the

month of February 2021. The current yield for the fixed income portfolio is 3.09% and the

current effective duration is 5.17 years.

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Market performance for each money manager is summarized in the following table:



Large Cap Index State Street 2.77% 5.64% 1.73% 31.21% 14.11% 16.77% 13.39% 6.89%

S&P 500 Index 2.76% 5.63% 1.72% 31.29% 14.15% 16.83% 13.44% 6.81%

Int’l Equity Dev.

Markets Growth

MFS 0.25% 3.21% -1.84% 24.55% 10.21%

MSCI AC World ex-US Growth Index -0.36% 5.10% -0.14% 32.93% 11.21%

Int’l Equity Dev.

Markets Small Cap

DFA 3.52% 10.27% 2.91% 28.64% 16.04%

MSCI AC World ex-US Growth Index 2.90% 9.59% 2.64% 32.10% 17.56%

Emerging Market State Street EM(2) 0.74% 11.36% 3.76% 35.25% 12.83%

MCSI World Emerging Market 0.76% 11.49% 3.85% 36.04% 13.17%

US Core Real Estate UBS 4 -1.90% 0.00% -4.56% -0.01% 2.50%

NCREIF NFI-ODCE 1.30% 0.00% 0.91% 4.93% 6.07%

Diversified Real

Assets

Principal Group 2.33% 6.15% 2.25% 13.46% 3.35%

Diversified Real Assets Strategic Index 2.70% 6.47% 2.77% 12.45% 3.29%

Fixed Income Dodge & Cox -0.99% -0.76% -1.44% 6.14% 6.74% 6.07% 4.81% 5.92%

Barclays US Aggregate Bond Index -1.44% -2.01% -2.15% 1.39% 5.32% 3.56% 3.58% 4.99%

Absolute Return Lighthouse 3 3.35% 14.16% 5.73% 7.20% 3.64%

HFRI FoF Index 2.59% 4.44% 1.26% 9.97% 4.93%

Absolute Return Sky Bridge 3 5.67% 14.06% 8.66% 2.27% 4.91%

HFRI FoF Index 2.59% 4.44% 1.26% 9.97% 9.97%

Composite Portfolio Returns 1.28% 4.08% 0.95% 15.68% 7.92% 10.60% 9.23% 7.18%

Policy Benchmark Returns 1.01% 3.37% 0.62% 17.39% 8.71% 10.76% 8.83% 6.34% 2 Funded June 30, 2016 3 Funded January 28, 2016 4 Funded January 4, 2016

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MFS - The International Equity manager outperformed its policy benchmark in February 2021

by 0.89%. Stock selection in the consumer staples and the consumer discretionary sectors both

contributed to relative performance.

DFA - The International Small Cap Equity manager outperformed its policy benchmark in

February 2021 by 0.61%. The portfolio’s overweight allocation to microcaps and the value factor

both contributed to relative performance for the month.

PRINCIPAL GROUP - The Diversified Real Asset Manager underperformed its policy

benchmark by 0.37% in February 2021. Global infrastructure, REITs and inflation linked bonds

all detracted from relative performance for the month.

DODGE & COX - DODGE & COX - The Fixed Income portfolio manager outperformed its

benchmark in February 2021 by 0.39%. The primary contributor to relative performance was the

portfolios’ shorter relative duration and security selection within the corporate bond sector.

LIGHTHOUSE - The Absolute Return manager outperformed its benchmark in February 2021

by 0.76%. Relative value strategies in convertible debt, SPACs and structured credit all

contributed to relative performance for the month.

SKYBRIDGE - The Absolute Return manager outperformed its policy benchmark in February

2021 by 3.08%. Structured credit, distressed credit, bitcoin and the Reddit / Robinhood short

squeeze on GME all contributed to relative outperformance for the month.

A 7.00% rate of return assumption is used in the annual actuarial analysis for the Retirees’

OPEB. The results of the actuarial analysis determine VTA’s annual contribution rates. Any

difference between actual investment returns and the 7.00% assumed annual return is recognized

in the same year. The annual returns for the Retirees’ OPEB portfolio have been equivalent to or

exceeded the 7.00% assumed rate of return in 9 out of 15 years.

Historic Portfolio Performance for the last fifteen calendar years:

Year Performance Year Performance Year Performance

2005 3.9% 2010 12.5% 2015 1.1%

2006 11.7% 2011 4.0% 2016 9.3%

2007 6.1% 2012 12.4% 2017 16.12%

2008 -20.9% 2013 18.9% 2018 -2.97%

2009 22.2% 2014 10.8% 2019 17.85%

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SCVTA-ATU, Local 265 Pension Plan Assets

It is the policy of the SCVTA-ATU Board of Pensions to have a well-managed investment

program that provides for the financial needs of the pension plan and allows the investments to

be appropriately diversified and prudently invested to protect the safety of the principal while

maintaining a reasonable return.

Assets are invested within the following investment guidelines:

Asset Class Actual Target Target Range

US Equities 35% 30% 25-35%

International Developed Equities 15% 13% 7-16%

Emerging Markets Equity 6% 5% 0-10%

Private Equity 0% 4% 0-8%

Private Core Real Estate 11% 10% 5-15%

Diversified Real Assets 5% 5% 0-10%

Core Fixed Income 19% 14% 10-24%

US Treasuries 0% 3% 0 - 6%

Private Credit 1% 9% 0-12%

Absolute Return 7% 6% 3 - 9%

Cash 1% 1% 0 - 5%

The SCVTA-ATU Pension Plan composite portfolio outperformed its policy benchmark in

February 2021 by 69 basis points. The current yield for the fixed income portfolio is 3.08% and

the current effective duration is 5.14 years.

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Large-Cap Value

Stocks

Boston Partners 7.83% 11.35% 7.00% 26.66% 7.29% 12.92% 11.17% 9.51%

Russell 1000 Value Index 6.04% 9.09% 5.06% 22.20% 8.23% 12.01% 10.40% 7.24%

Large-Cap Index State Street 2.77% 5.64% 1.73% 31.21% 14.11% 16.77% 13.39% 8.19%

S&P 500 Index 2.76% 5.63% 1.72% 31.29% 14.15% 16.83% 13.44% 8.12%

Small-Cap Value

Stocks

Wedge 1 10.64% 19.84% 11.24% 27.33% 7.09% 10.84% 9.74% 13.86%

Russell 2000 Value Index 9.39% 24.26% 15.14% 41.08% 10.15% 14.22% 9.65% 13.73%

Int’l Equity Dev.

Markets Large Cap

MFS 2 0.25% 3.21% -1.84% 24.55% 10.26% 14.37% 8.44% 6.31%

MSCI World ex-US Growth Index -0.36% 5.10% -0.14% 32.93% 9.79% 13.67% 6.72% 4.05%

Int’l Equity Dev.

Markets Small Cap

DFA 3.52% 10.27% 2.91% 28.64% 16.04%

MSCI World ex-US Small Cap Index 2.90% 9.59% 2.64% 32.10% 17.56%

Emerging Market State Street

EM3

0.74% 11.36% 3.76% 35.22% 2.66% 12.83%

MCSI World Emerging Market 0.76% 11.49% 3.85% 36.06% 2.84% 13.18%

US Core Real

Estate

UBS 4 -1.90% 0.00% -4.56% -0.01% 2.64% - 7.60%

NCREIF NFI-ODCE 1.30% 0.00% 0.91% 4.93% 6.22% - 10.46%

Diversified Real

Assets

Principal Group 2.33% 6.15% 2.25% 13.46% 3.35%

Diversified Real Assets Strategic Index 2.70% 6.47% 2.77% 12.45% 3.28%



Absolute Return Lighthouse 5 3.35% 11.70% 5.73% 6.90% 3.58%

HFRI FoF Index 2.59% 4.44% 1.26% 9.97% 4.93%

Absolute Return Sky Bridge 5 5.67% 14.06% 3.37% 2.27% 4.91%

HFRI FoF Index 2.59% 4.44% 1.26% 9.97% 4.93%

Composite Portfolio Returns 6 2.81% 6.26% 2.67% 15.56% 7.16% 9.67% 8.11% 8.16%

Policy Benchmark Returns 2.12% 5.72% 2.35% 18.14% 8.22% 9.94% 7.78% 6.45%

1 Funded April 1, 2009. Prior manager was Brandywine with the same benchmark. 2 Funded December 14, 2007. Prior managers were Putnam and Fidelity with MSCI EAFE as their benchmark. 3 Initially funded June 30, 2016 4 Initially funded July 1, 2010. UBS Realty Investors LLC with NCREIF NFI-ODCE as their benchmark. Report 45 days after quarter ended. 5 Funded January 28, 2016

6 Investment performances by prior managers are included in composite returns and historical policy benchmark returns.

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BOSTON PARTNERS - The Domestic Large Cap Value Equity manager outperformed its

policy benchmark in February 2021 by 1.79%. Stock selection in the information technology,

consumer discretionary and the finance sectors all contributed to relative performance.

WEDGE - The Domestic Small Cap Value Equity manager outperformed its policy benchmark

in February 2021 by 1.25%. Stock selection in the retail, finance and consumer goods sectors all


MFS - The International Equity manager outperformed its policy benchmark in February 2021

by 0.89%. Stock selection in the consumer staples and the consumer discretionary sectors both

contributed to relative performance.

DFA - The International Small Cap Equity manager outperformed its policy benchmark in

February 2021 by 0.61%. The portfolio’s overweight allocation to microcaps and the value factor

both contributed to relative performance for the month.

PRINCIPAL GROUP - The Diversified Real Asset Manager underperformed its policy

benchmark by 0.37% in February 2021. Global infrastructure, REITs and inflation linked bonds

all detracted from relative performance for the month.




LIGHTHOUSE - The Absolute Return manager outperformed its benchmark in February 2021

by 0.76%. Relative value strategies in convertible debt, SPACs and structured credit all


SKYBRIDGE - The Absolute Return manager outperformed its policy benchmark in February

2021 by 3.08%. Structured credit, distressed credit, bitcoin and the Reddit / Robinhood short

squeeze on GME all contributed to relative outperformance for the month.

A 7.00% rate of return assumption is used in the annual actuarial analysis for the ATU Pension

Plan. The results of the actuarial analysis determine VTA’s annual contribution rates. The

annual returns for the ATU Pension Plan portfolio have been equivalent to or exceeded the

7.00% assumed rate of return 10 out of 15 years.

Historic Portfolio Performance (calendar year) for the last fifteen calendar years:

Year Performance Year Performance Year Performance

2006 14.5% 2011 1.7% 2016 9.20%

2007 5.8% 2012 14.5% 2017 14.65%

2008 -19.7% 2013 16.5% 2018 -4.56%

2009 25.7% 2014 7.2% 2019 17.12%

2010 14.0% 2015 0.5% 2020 7.42%

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ATU Spousal Medical Trust Fund, Dental, and Vision Plan

Asset allocation for the ATU Spousal Medical Trust Fund (including funds for dental and vision

plans) is provided for in the SCVTA-ATU Pension Plan Investment Policy.

Asset Allocation Actual Target Target Range

Domestic Fixed Income 33% 38% 30 - 50%

Domestic Large Cap Equities 66% 60% 50 - 70%

Cash 1% 2% 0 - 5%

The ATU Spousal Medical Trust Fund composite portfolio outperformed its policy benchmark in

the current month by 0.38%. The current yield for the fixed income portfolio is 3.08% and the

current effective duration is 5.14 years.




Large-Cap Index State Street 2.77% 5.64% 1.73% 31.21% 14.11% 16.77% 13.39% 10.03%

S&P 500 Index 2.76% 5.63% 1.72% 31.29% 14.15% 16.83% 13.44% 10.04%



Composite Portfolio Returns 1.46% 3.09% 0.33% 21.04% 11.35% 12.67% 10.28% 8.59%

Policy Benchmark Returns 1.08% 2.53% 0.17% 19.08% 10.97% 11.65% 9.63% 7.92%




CLIMATE IMPACT:

No direct climate impacts.

Other Data

The valuation of VTA’s securities is provided by Interactive Data Corporation (IDC) and

Bloomberg Generic Pricing Service. These firms are the leading providers of global securities

data. They offer the largest information databases with current and historical prices on securities

traded in all major markets.

This report complies with VTA’s adopted investment policies.

Prepared By: Sean Bill

Memo No. 7641

8

VTA ENTERPRISE CAPITAL

As of FEBRUARY 2021 @ MARKET VALUE

Asset Class Manager Market Value Act % Target % Range Mgmt. Fee

Fixed Income Payden - Short Term Account 301,822,242 16% N.A. N.A. 0.09%

Payden - Mid Term Account 657,681,463 36% N.A. N.A. 0.09%

Payden - Mid Term Account (BART) 321,040,412 17% N.A. N.A. 0.09%

Payden - Long Term Account 457,052,325 25% N.A. N.A. 0.09%

Total with Money Managers 1,737,596,442

LAIF (State of CA Money Market Fund) 75,000,000 4% N.A. N.A. N.A.

Cash with Banks 35,726,163 2% N.A. N.A. N.A.

GRAND TOTAL ENTERPRISE 1,848,322,605

VTA RETIREES' OPEB ASSET ALLOCATION



Global Equity State Street S&P 500 Index 125,407,535 33% 30% 35-70% 0.03%

MFS Int'l Growth (non-US) R-6 39,595,779 10% 10% 6-16% 0.80%

DFA Int'll Small Cap Equities 11,950,565 3% 3% 0-6% 0.53%

State Street Emerging Markets 23,826,698 6% 5% 0-10% 0.18%

Real Assets UBS - TPF Core Real-Estate 30,354,678 8% 5% 0-10% 1.00%

Bridge Real-Estate Credit Fund 15,058,677 4% 5% 0-10% 1.10%

Principal Group Diversified Real Assets 18,023,894 5% 5% 0-10% 0.80%

Private Credit Corbin Private Credit Fund, LP 5,611,388 1% 4% 0-6% 0.50%

50 South Private Credit Fund, LP - 0% 4% 0-6% 0.85%

Fixed Income Dodge & Cox Income Fund 81,227,042 21% 19% 15-30% 0.17%

Absolute Return Lighthouse Hedge Fund FoFs 13,233,039 3.49% 4% 0-10% 0.85%

Sky Bridge Hedge Fund FoFs 12,644,929 3.34% 4% 0-10% 1.10%

Total with Money Managers 376,934,224

Cash with JP Morgan 1,755,756 0.46% 1% 0-5%

Wtd. Avg. Mgmt. Fee:

GRAND TOTAL RETIREE 378,689,980 100% 99% 0.42%

8.a

ATU ASSET ALLOCATION




Boston Partners Large Cap Value 81,313,914 12% 12% 12-22% 0.47%

Wedge Capital Small Cap Value 80,306,204 12% 10% 5-15% 1.00%

MFS Int'l Growth (non-US) 71,324,901 11% 10% 10-20% 0.62%

DFA Int'll Small Cap Equities 23,093,771 4% 3% 0-6% 0.53%

State Street Emerging Markets 36,490,947 6% 5% 0-10% 0.18%

Real Assets UBS - TPF Core Real-Estate 52,275,482 8% 5% 0-10% 1.00%

Bridge Real-Estate Credit Fund 22,588,016 3% 5% 0-10% 1.10%

Principal Group Diversified Real Assets 32,358,570 5% 5% 0-10% 0.80%

Private Credit Corbin Private Credit Fund, LP 7,337,969 1% 3% 0-5% 0.50%

50 South Private Credit Fund, LP - 0% 3% 0-5% 0.85%

Manager TBD - 0% 3% 0-5% 0.00%


Absolute Return Lighthouse Hedge Fund FoFs 21,216,078 3.23% 3.0% 0-10% 0.85%

Sky Bridge Hedge Fund FoFs 25,289,857 3.85% 3.0% 0-10% 1.10%


Cash with JP Morgan 3,326,966 1% 1% 0-5%


GRAND TOTAL ATU 656,447,978 100% 100% 0.54%

ATU SPOUSAL MEDICAL, DENTAL & VISION






Cash with JP Morgan 505,932 1% 2% 0-5%


GRAND TOTAL SPOUSAL 40,213,807 100% 100% 0.18%

ALL FIDUCIARY INVESTMENT ASSETS: 2,923,674,369

8.a

Date: April 8, 2021


Board Meeting: N/A

BOARD MEMORANDUM




FROM: Chief Administrative Officer, Sylvester Fadal

SUBJECT: Monthly Purchasing Report


EXECUTIVE SUMMARY:

• This report informs the Administration & Finance Committee about the procurement

activities for the month of February 2021.

• This report summarizes the procurements completed, excluding purchases made under

$25,000 and those previously approved by the Board of Directors.

• During the reporting period, 6.83% ($72,400) of total awards were made to diversity firms.

Fiscal year to date, a total of 47.2% ($13,578,644.78) of total awards have been made to

these firms.

BACKGROUND:

The Administrative Code delegates limited contracting authority to the General Manager/CEO.

The General Manager/CEO is authorized to make purchases up to $1,000,000. This report

summarizes the purchases made up to this authorization level and is provided monthly as

requested by the VTA Board of Directors.

CLIMATE IMPACT:

This item does not have direct climate impact. However, some contracts or purchase orders noted

in the report may decrease or increase greenhouse gas emissions.


The attached report includes applicable statistics related to DBE and SBE awards.

9

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Prepared By: John Wesley White, Chief Procurement Officer

Memo No. 7768

9

FEBRUARY 2021 REPORT

CONTRACTOR CONTRACT PROCUREMENT TERMCONTRACT

AMOUNT

DBE/

SBE

ASSIGNED/

COMMITTED

GOAL

VTA FY 2021

YTD $YTD %

Viking Corporation 4647965Purchase of Cleaning Tanks

and Upgrades

1-Time

Purchase $ 69,570.00 NSG

Knorr Brake

Corporation4648037

Overhaul Kit C-Truck Brake

Calipers

1-Time


SHI International

Corporation4647857 Rids Follow-On Spares

1-Time


Cummins Pacific LLC 4648011 Bus Engine 1-Time


M&EE Trading LLC 4648129Surgical Masks Individually

Wrapped

1-Time

Purchase $ 28,000.00 SBE 100%

Saft America Inc 4648156 Battery 1-Time


Stevens Creek Toyota 4648078ESS Allison Ep40 Prius Gen II

Pack

1-Time


Motion and Flow

Control Products IncP20042

Hoses & Fittings and Inventory

Services,5-Years $ 69,005.25 NSG

Strategic

Communications LLC P20212

Amazon AWS Service and

Support 3-Years $ 404,178.93 NSG

761,889.62$ 7,255,134.15$

$ - 0.00% -$ 0.0%

$ 28,000.00 3.68% 3,741,085.56$ 51.6%

$ - 0.00% 319,969.60$ 4.4%

PURCHASES GREATER THAN $25,000

Not Specifically Approved by the VTA Board of Directors

PROCUREMENT AND CONTRACTS:

The following are Purchasing Contracts and Purchase Orders awarded during the Month:

PROCUREMENT AND CONTRACTS TOTAL

DBE PARTICIPATION

SBE PARTICIPATION

MWBE PARTICIPATION

9.a


TECHNOLOGY

SERVICESCONTRACT PROCUREMENT TERM

CONTRACT

AMOUNT

DBE/

SBE

ASSIGNED/

COMMITTED

GOAL

VTA FY 2021

YTD $YTD %

$ - 4,192,760.37$

$ - -$ 0%

$ - 524,330.00$ 12.5%

$ - 499,200.00$ 11.9%MWBE PARTICIPATION

SBE PARTICIPATION

TECHNOLOGY TOTAL

DBE PARTICIPATION

9.a


CONTRACTOR CONTRACT SERVICES PURCHASED TERMESTIMATED

VALUE

DBE/

SBE

ASSIGNED/

COMMITTED

GOAL

VTA FY 2021

YTD $YTD %

Crowe LLP S20130MEASURE A COMPLIANCE

AUDIT SERVICES-CWC3-Years $119,925.00 NSG

MK Partners Inc S20244SALESFORCE LIGHTENING

UPGRADE1-Year $44,400.00 SBE 100.00%

Foley & Lardner LLP S20252

LEGAL COUNSEL

INVESTMENT

CONTRACT/REVIEW

1-Year $75,000.00 NSG

SAP Public Services Inc S21029SAP ANALYST CLOUD

TEST ENVIRONMENT3-Years $34,560.00 NSG

LATC Media Inc, Los

Altos Town CrieS21046

ADS- LATC MEDIA(LOS

ALTOS TOWN CARRIER)7-Years $25,000.00 NSG

$298,885.00 9,941,945.81$

$ - 0.00% 1,420,436.00$ 14.3%

$44,400.00 14.86% $4,475,111.00 45.0%

$ - 0.00% 476,239.00$ 4.8%

CONSTRUCTION and MAINTENANCE (CONTRACTS AND PURCHASE ORDERS)

SERVICES PURCHASED:

Following are Service Procurements processed during the Month:

SERVICES PURCHASED TOTAL

DBE PARTICIPATION

SBE PARTICIPATION

MWBE PARTICIPATION

* NTE - NOT TO EXCEED

**Note: Percentages based on total AWARD dollars; FTA Reporting is based on ACTUAL supplier PAYMENTS.

9.a


CONTRACTOR CONTRACT PROJECT TERMCONTRACT

AMOUNT

DBE/

SBE

ASSIGNED/

COMMITTED

GOAL

VTA FY 2021

YTD $YTD %

$ - 7,377,689.23$

$ - 70,965.13$ 1.0%

$ - 2,051,308.49$ 27.8%

$ - $ - 0.0%

$ %

$1,060,774.62 $ 28,767,529.56

$ - 0.00% $ 1,491,401.13 5.2%

$ 72,400.00 6.83% $ 10,791,835.05 37.5%

$ - 0.00% $ 1,295,408.60 4.5%

$ 72,400.00 6.83% $ 13,578,644.78 47.2%

*Note: The majority of DBE Spend comes from large construction subcontracts, not small awards within the GM's approval level

Total All Business Diversity

These contracts were awarded using formal Invitation For Bid process and the awards were made to the lowest responsive, responsible bidder. These also

include exercised option years.

CONSTRUCTION TOTAL

SUMMARY OF BUSINESS DIVERSITY PARTICIPATION

VTA 2021 Fiscal Year To

Date

Total all Contract Awards - February 2021

Total DBE Particpation - All Awards*

Total SBE Participation - All Awards

Total MWBE Participation - All Awards

MWBE PARTICIPATION

DBE PARTICIPATION

SBE PARTICIPATION

9.a

Date: April 8, 2021



BOARD MEMORANDUM




FROM: Chief Operating Officer, David Hill

SUBJECT: Contract Extension for MV Transportation

Policy-Related Action: No Government Code Section 84308 Applies: Yes

ACTION ITEM

RECOMMENDATION:

Recommend that the VTA Board of Directors authorize the General Manager to amend the

contract with MV Transportation, Inc. (MV) as the provider for ACCESS paratransit services for

VTA to extend the term through June 30, 2023, and to increase the contract value by

$48,000,000 for a new total contract value not to exceed $127,875,047.

EXECUTIVE SUMMARY:

• In accordance with federal regulations, the Santa Clara Valley Transportation Authority

(VTA) provides American with Disabilities Act (ADA) paratransit services to persons who

are unable to independently access or navigate VTA’s bus or light rail system due to a

physical, visual or cognitive disability in accordance with ADA. VTA’s responsibility to

provide ADA paratransit service has been outsourced since 1993.

• VTA currently has separate contractors for paratransit service and paratransit eligibility

determinations and this action relates only to paratransit service.

• MV has been VTA’s paratransit service provider since November 3, 2016. Prior to this, MV

was also the provider of services as a subcontractor for Outreach and Escort Inc. MV is one

of the largest providers in the nation and operates locally in San Jose. It has significant local

knowledge and experience providing services where on demand providers (ODP) are

utilized. MV is very familiar with VTA’s requirements for ACCESS paratransit services.


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Continuing the partnership with MV in providing ACCESS paratransit services to eligible

individuals with disabilities who cannot use conventional accessible bus and light rail transit

service due to their physical, visual or cognitive disabilities is in line with VTA’s strategic goal

of Delivering Projects and Programs.

FISCAL IMPACT:

This action will authorize up to $48,000,000 for the operation of the VTA ACCESS paratransit

services program. Appropriation for the two-year extension is included in the proposed FY 2022

and FY 2023 Biennial VTA Transit Operating Budget.

BACKGROUND:

On September 2, 2016, the RFP for VTA ACCESS Paratransit Services was released together

with the Board approved Paratransit Scope of Work (SOW). The RFP was developed following

community workshops and emphasized providing safe, reliable and high-quality services.

On July 1, 2017, after a competitive procurement process, VTA entered into a contract with MV

as its provider of ACCESS paratransit services. Over the last four years, the partnership between

VTA and MV has created a solid paratransit program in Santa Clara County that other paratransit

agencies consider as a program model.

DISCUSSION:

The current agreement with MV will expire on June 30, 2021. VTA proposes to extend the

agreement for an additional two years. This two-year extension will meet VTA’s goal for

providing high quality paratransit services to the community for a very reasonable cost. VTA has

been satisfied with the professionalism of MV drivers, staff and management. They have

demonstrated strong understanding of the VTA ACCESS Paratransit Program.

MV’s cost proposal of approximately $48,000,000 is the maximum of the 3-tiered cost proposal

that MV submitted. The proposal also takes into consideration reduced service level (at 10% and

20% reduction of the base level) and driver count range that they have to maintain at each level.

This tiered level proposal is considered to be very reasonable, given the current COVID-19

situation.

In addition to their standard operating costs, MV has also established strong cleaning protocols

to ensure the safety of its personnel and passengers. They have adopted a COVID-19 Vehicle

Cleaning and Sanitation Plan with strict guidelines and vehicle checklist to ensure that each

vehicle is sanitized in each of their locations. It has also provided its drivers with proper Personal

Protective Equipment (PPE) and has consistently followed county and CDC guidelines.

ALTERNATIVES:

If the Board of Directors chooses not to extend this contract with MV, a new RFP would be

necessary. Staff does not recommend this alternative as the current provider has performed

exemplary service over the length of their contract. Also, with the current pandemic situation,

prospective bids will likely be impacted in that they will be much higher than the proposed rate

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of contract extension.

CLIMATE IMPACT:

There is no climate impact associated with approving this action.


After a thorough review of this procurement, the Office of Business Diversity Programs (OBDP)

has determined that there are no Disadvantaged Business Enterprise subcontracting opportunities

for this Contract and assigned “No Specific Goal”. The Consultant has subcontracted with a

DBE firm and has achieved 0.14% DBE Participation. The Consultant is aware that if there

should any other subcontracting opportunities arise throughout the duration of this contract, they

will make every effort to utilize a Disadvantaged Business Enterprise to assist VTA in achieving

our overall 20% DBE Goal.

Prepared by: Rachelle Tagud

Memo No. 7791

10

Attachment A

Contract Amendment for MV Transportation List of Contractor

Firm Name Name Role Location MV Transportation, Inc.

Matthew Veach Senior VP Business Dallas TX

MV Transportation, Inc. Laura Corona General Manager San Jose CA MV Transportation Inc. Calvin Lun Asst. General Manager San Jose CA

Date: April 8, 2021



BOARD MEMORANDUM





SUBJECT: Transit Operations Insurance Program Renewal for Fiscal Year 2022


ACTION ITEM

RECOMMENDATION:

Recommend that the VTA Board of Directors authorize the General Manager to purchase

Property and Casualty insurance coverage for General and Auto Liability, Public Officials &

Employment Practice Liability, Cyber Liability, Environmental Impairment & Pollution

Liability, Crime, Blanket Railroad Protective Liability, and Property Insurance renewing the

annual Transit Operations Insurance Program for an amount not to exceed $4,250,000.

EXECUTIVE SUMMARY:

• This action item recommends that the Board of Directors approve in advance the purchase

and placement of VTA's Transit Operations Insurance Program with an effective date of July

1, 2021 for an amount not to exceed $4,250,000.

• VTA’s Transit Operations Insurance Program renews with the beginning of each fiscal year.

• Insurers require VTA to review insurance premium quotes and commit to the purchase of

policies approximately thirty days prior to fiscal year inception date of July 1, 2021.


While the global insurance market is currently volatile due to past natural disasters, and ongoing

civil unrest and pandemic conditions, Staff remains confident that the Transit Operations

Insurance Program will be placed within budget.

VTA’s Transit Operations Insurance Program renews with the beginning of the Fiscal Year, July

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Page 2 of 3

1, 2021. Because Insurers require VTA to review premium quotes and commit to the purchase of

the policies approximately thirty days prior to the fiscal year renewal inception date, staff

recommends Board authorize in advance the purchase and placement of the Operations Insurance

Program with an effective date of July 1, 2021. For Fiscal Year 2022, staff recommends a not to

exceed amount of $4,250,000.

FISCAL IMPACT:

The action will authorize up to $4,250,000 for Fiscal Year 2022 Transit Operations Insurance

Program. Appropriation for this expenditure will be included in the FY22 Proposed VTA Transit

Fund Operating Budget.

BACKGROUND:

Each spring, VTA’s insurance broker, Willis, structures VTA’s insurance program by requesting

competing premium quotes from various carriers in the insurance market. Carriers approached

for premium quotes are selected based on their historical premium rates, coverage criteria, and

underwriting background. In addition, carriers are required to have experience with public

transportation agencies, adequate financial reserves, and a rating by A.M. Best Company of

excellent or better.

DISCUSSION:

As detailed above, premium quotes are not yet available for VTA’s July 1, 2021 renewal. The

$4,250,000 authority recommendation represents VTA’s insurance brokerage firm’s estimate of

program premium cost based on their knowledge of the current public transportation insurance

market.

Additionally, VTA has experienced an unprecedented period with a significant decrease globally

of insurance market capacity, in part, the outcome of natural disasters, civil unrest, and the

ongoing pandemic conditions. For passenger transit, the loss history of serious and catastrophic

bus and rail accidents has weakened the confidence of insurers. Many insurers have less financial

capacity to insurer, and some have completely withdrawn from the transit market.

VTA’s net expense for last year’s Transit Operations Insurance Program totaled $3,723,464 in

premium, taxes and fees. The 2021 Fiscal Year's Premium was 10.5% higher than the 2020

Fiscal Year's premium. Natural disasters, civil unrest, pandemic conditions resulted in an overall

unprecedented uncertainty in the insurance market. In addition to higher premiums, VTA's

retention was increased from $3,000,000 to $10,000,000.

Although VTA anticipates premiums will continue to rise this year, VTA has directed its Broker

to aggressively approach the insurance market with efforts to keep costs down and lower VTA's

retention to an amount within its risk appetite. For all other insurance, VTA has directed its

broker to obtain premium indicators for the same program structure as purchased last year.

The recommended program includes General Liability, Auto Liability, Public Officials’ &

Employment Practices Liability, Cyber, Environmental Impairment/Pollution, Crime, Property

Insurance coverage and a Blanket Railroad Protective Liability Insurance Program. The

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Page 3 of 3

estimated total program cost will not exceed $4,250,000.

The outcome of the insurance marketing and final purchase pricing will be reported to the

Administration Finance Committee as an Information Item at its September 2021 meeting.

ALTERNATIVES:

In view of the current insurance market, staff recommends the marketing and insurance

placement approach remain the same as prior renewal years, the Board can reject this approach

and direct staff to solicit different levels of insurance coverage.

CLIMATE IMPACT:

The recommended action will have no or neutral impacts to climate change.

Prepared by: Judith L. Harteau

Memo No. 7786

11

1

Transit Operations Insurance ProgramProposed for FY 2022

VTA TRANSIT OPERATIONS INSURANCE PROGRAMRENEWAL – FISCAL YEAR 2022

RECOMMENDATION

Authorize the General Manager to purchase Property and Casualty

insurance coverage for General and Auto Liability, Public Officials &

Employment Practice Liability, Cyber Liability, Environmental Impairment &

Pollution Liability, Crime, Blanket Railroad Protective Liability, and Property

Insurance renewing the annual Transit Operations Insurance Program for an

amount not to exceed $4,250,000.


EXECUTIVE SUMMARY

This action item recommends that the Board of Directors approve in advance

the purchase and placement of VTA's Transit Operations Insurance Program

with an effective date of July 1, 2021 for an amount not to exceed

$4,250,000.

• VTA’s Transit Operations Insurance Program renews with the beginning of

each fiscal year.

• The insurance market requires review and commitment to premium quote

approximately thirty days in advance of renewal.

LIABILITY COVERAGE STRUCTURE

July 1, 2020 to July 1, 2021

Self Insured Retention ($10M)VTA

$25M

1st Layer ($15M x $10M)Aggregate Limit $15M

Aegis 50% Apollo 20%

Argenta 10%

Ascot 10%

AXA XL: 10%

$35M

3rd Layer ($25M x $35M)Aggregate Limit $25M

Aspen 25%

Direct Procurements

Awac 50%

Argo RE 25%

AWAC Bermuda – 50%, Argo Re – 25%. AXA XL( Dublin) 25%

4th Layer ($40M x $60M)

Aggregate Limit $50MApollo (Lloyd’s) – 12.5%

Hamilton Re 10.62%

AXA XL Dublin 42.5%

ARGO RE 34.38%

$60M

$100M

$10M

$50M Terrorism (TRIEA)

2nd Layer $10M x $25MAggregate Limit $10M

Gemini 100%

Not to Scale

Deductible: $100k

PROPERTY / INLAND MARINE COVERAGE STRUCTURE

July 1, 2020 to July 1, 2021

Deductibles:LRV/BART: $250k

Trolleys: $100k/ All Other $25k

each occurrence

Deductibles:

All Buses: $250k,

Contingency: $5k

Railroad

Rolling Stock -

Light Rail

Vehicles

“All Risk”

Property -

Buildings,

Contents, Boiler

& Machinery

$160M Blanket Limit,

Per Occurrence

$100M

Aggregate Limit

with a $12M

sublimit for

Operating Rail

Car Consists

Inland Marine -

Bus Fleet, Trucks,

Signs & Spare Parts

$50M Aggregate

Limit

Allianz

AllianzAllianz

Total Insurable Values

(at Inception)

VTA ASSETS TIV: $1,001,481,227

Extra Expense

$10M Limit48 hour deductible

Builders Risk

$25M

Business Income(Loss of Farebox Revenue)

$2.5M Limit120 Hour Deductible

Business Income

(Loss of Farebox Revenue)

$2,5M Limit120 Hour Deductible

Terrorism included

Deductible: $25k

PREMISES POLLUTION, CYBER, STORAGE TANK LIABILITY & CRIME COVERAGES

July 1, 2020 to July 1, 2021

Deductible: $10kDeductible: $100k

Deductible: $25k

Cyber Liability

Crime (VTA)

$3M Limit

Discovery Form

$2M Aggregate Limit

Security & Privacy

Liability

Event Support Expenses

(Notification Costs)

Multimedia &Intellectual

Property Liability

Network Interruption &

Recovery

PCI Compliance Costs

Network Extortion

Premises Pollution

Liability

$5M Aggregate Limit

$1M Per Storage

Tank

$2M Aggregate

Limit for all Tank

incidents

Per Storage Tank

Incident (Claims and

Remediation Costs)

and Legal Defense

Expenses for all

Storage Tank

Incidents

National Union Fire

Insurance Company

Axis

Lloyds of London

Illinois Union

Insurance Company

Pollution Conditions or

Indoor Environmental

Conditions

Transportation & Non-

Owned Disposal Site

Coverage

Philadelphia

Insurance Company

Storage Tank

Liability

Employee Theft

Forgery or Alteration

Inside / Outside

Premises

Computer Fraud

Funds Transfer Fraud

Money Orders /

Counterfeit Money

Government Deception

Fraud/Social

Engineering

BLANKET RAILROAD PROTECTIVE LIABILITY;

PUBLIC OFFICIALS / EMPLOYMENT PRACTICES & FLOOD COVERAGES

July 1, 2020 to July 1, 2021

Deductible: $2.5MDeductible: $0

Public Officials

Employment Practices

Liability

$2M Aggregate Limit

Blanket Railroad

Protective Liability

Limits:

$2M/$6M

$5M/10M

Ironshore Insurance

Aspen Insurance

Property Coverage

Third Party Liability

Flood

$500k Limit

Wright National Flood Insurance

Deductibles: $1.25k - 5k

Deductible: $5,000


STRATEGIC PLAN & GOALS

• The global insurance market remains volatile.

• Fiscal Year’s 2021 VTA’s premium totaled $3,723,464.

• Recognized a 10.5% premium increase over expiring.

• Resulted in a self-insured retention increase from $3,000,000 to $10,000,000.

• FY 2022 Insurance renewal remains challenging.

• Transit insurers continue to experience reduced financial capacity.

• Lead by VTA’s Insurance Broker, Willis, the market will be approached

aggressively.

• Goal: negotiate same coverage, limits, terms & conditions with a lower

self-insured retention within proposed budget.


SUMMARY

• Staff is confident that the FY 2022 Transit Operations Insurance Program will be placed within the proposed budget of $4,250,000.

• Appropriation for this expenditure will be included in the FY 2022 Proposed VTA Transit Fund Operating Budget.

• Staff recommends in advance that Board authorize the procurement of VTA’s Transit Operations Insurance program for an amount not to exceed

$4,250,000.

Date: April 2, 2021



BOARD MEMORANDUM





SUBJECT: 2016 Measure B Formula-based Program Categories & Administrative Cost

Category FY2022 & FY2023 Biennial Budget Allocation


ACTION ITEM

RECOMMENDATION:

Recommend that the VTA Board of Directors adopt the fiscal years 2022 and 2023 Biennial

Budget allocations for the 2016 Measure B Formula-based program categories of Local Streets

and Roads, Bicycle & Pedestrian, and Transit Operations and for the 2016 Measure B Program

administration cost category.

EXECUTIVE SUMMARY:

• On April 1, 2021, the Board of Directors approved the 2016 Measure B 10-year Program and

Biennial Budget Principles and directed staff to apply the Principles to develop FY2022 and

FY2023 Biennial Budget funding allocations for the Formula-based programs.

• One of the Board-approved Principles states: Apply ballot-established ratios to Formula-

based programs on an annual basis. The proposed allocations that are the subject of this

memo fulfill that principle.

• This action item recommends that the Board of Directors approve the FY2022 and FY2023

Biennial Budget allocations for the three 2016 Measure B Formula-based program

categories: Local Streets and Roads, Bicycle & Pedestrian, and Transit Operations, as well as

the Administrative Cost category of the 2016 Measure B Program.


The 2016 Measure B Program aligns directly with the goals of VTA’s Strategic Plan Business

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Line 2: Delivering Projects and Programs. It provides funding for nine transportation categories

that assist in addressing “the current and evolving multimodal needs of Silicon Valley” as stated

in the Strategic Plan.

FISCAL IMPACT:

Approval of the recommended 2016 Measure B Formula-based Program Category and

Administrative Cost category allocations will appropriate $171.95 million in 2016 Measure B

funds for fiscal years 2022 and 2023. A portion of the 2016 Measure B Transit Operations funds

($41.09 M) is included in the VTA Transit Fund Biennial Budget for FY2022 & FY2023.

BACKGROUND:

There are nine program categories in 2016 Measure B. These programs receive allocations using

two methodologies: Formula-based (three programs) and Need/Capacity-based (six programs).

The Formula-based program categories are: Local Streets & Roads, Bicycle & Pedestrian, and

Transit Operations. The Need/Capacity-based program categories are: 1) BART Phase II; 2)

Caltrain Grade Separations; 3) Caltrain Corridor Capacity; 4) Highway Interchanges; 5) County

Expressways; and 6) SR 85 Corridor.

At their April 1, 2021 meeting, the VTA Board directed staff to apply the ballot-established

ratios to all Formula-based programs on an annual basis and to develop allocations for those

programs for the fiscal year (FY) 2022 and FY2023 Biennial Budget. Proposed allocations for

the Need/Capacity-based program categories are scheduled to be brought to the VTA Board of

Directors at their August 2021 meeting.

As part of previous biennial budgets covering FY 2018 through 2021, the Board of Directors

approved $755.62 million for 2016 Measure B programs and projects. The allocations by

program categories are available on Attachment A. It is important to note that the appropriations

remain available to the projects and programs and do not expire at the end of a fiscal year.

DISCUSSION:

This memo recommends approval of allocations for both administrative costs and for Formula-

based programs related to 2016 Measure B.

Administrative Costs

Administrative costs are allowed under the 2016 Measure B program to cover activities such as

grant administration, financial management, oversight and associated costs, and are taken “off

the top”, before funds are allocated to the other programs. As shown in the table below, the

Board of Directors previously approved $13.2 million for these costs. Administrative activities

were paused during the lawsuit; thus approximately half of the previously approved allocation

remains available.

Previously approved FY18 to FY21 allocations $ 13.20 M

Actual expenditures FY18 through FY20 ($ 3.70 M)

Anticipated FY21 expenditures ($ 2.30 M)

Anticipated balance of previously approved allocations $ 7.20 M

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FY2022 and FY2023 will be the first biennial budget cycle where the Program is in full swing

and the Program office fully staffed. These fiscal years will provide a foundation for better

estimating full administrative needs, and subsequent budgets can be built on this more solid

understanding of needs. Staff anticipate allocation needs of $3M and $3.25M for FY2022 and

FY2023, respectively.

However, because of the anticipated balance from prior allocations staff recommends reducing

the annual allocations for this biennial budget cycle to use previously allocated funds. The

recommended $1M per fiscal year for the Administrative Cost category will ensure that there is

sufficient budget in each fiscal year to cover unanticipated costs.

Anticipated balance at end of FY21 $ 7.20 M

FY22 allocation $ 1.00 M

FY23 allocation $ 1.00 M

Anticipated FY22 expenses ($ 3.00 M)

Anticipated FY23 expenses ($ 3.25 M)

Anticipated balance at end of FY23 $ 2.95 M

Future Administrative Cost category allocation requests will consider any balances of allocations

and reflect those balances accordingly.

Formula-based Program Categories

The annual budget allocations for the three Formula-based program categories are calculated in

two steps: 1) multiplying their ballot-established ratio by the projected Program Tax Revenues

for that fiscal year; and 2) reconciling prior allocations, which were based on estimated Program

Tax Revenues, with actual revenues received (referred to as a “true-up process”) .

Program Tax Revenues are defined in the ballot language as follows:

“Tax revenues received for the 30-year life of the tax, including any interest or other earnings

thereon, less any funds necessary for satisfaction of debt service and/or cost of borrowing and

costs of program administration and oversight, such as costs of grant administration and

financial management, shall be referred herein as “Program Tax Revenues.””

The anticipated Program Tax Revenue for FY2022 and FY2023 are:

FY2022 FY2023

Projected Revenue $236.38 M $251.63M

Administrative Costs allocation ($1.00 M) ($1.00 M)

Projected Program Tax Revenue $235.38 M $250.63 M

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The ratio share of the Program Tax Revenues for the three Formula-based program categories are

as follows:

FY2022 FY2023


Ballot-established

Ratios*

Local Streets & Roads 19.05% $44.83 M $47.74 M

Bicycle/Pedestrian 3.97% $9.34 M $9.95 M

Transit Operations 7.94% $18.68 M $19.89 M *May not add due to rounding

The document presented to the Board of Directors on April 1, 2021, which contained the 2016

Measure B Principles that they adopted, also detailed a process to true up prior year allocations

for each Formula-based program category in the first year of the biennial budget. To do this, staff

will compare previous allocations against the ballot-established ratios of the actual Program Tax

Revenues for those fiscal years. The FY2022 and FY2023 Biennial Budget, reflects reconciled

allocations for FY2018 through FY2020, the last year for which we have audited actual Program

Tax Revenue information.

If in the previous fiscal years a program category received a greater allocation than its ratio of

the actual Program Tax Revenues, then the FY2022 allocation will be decreased accordingly.

Conversely, if in the previous fiscal years the program category received a smaller allocation that

its ratio of the actual Program Tax Revenue, then the FY2022 allocation will be increased

accordingly.

The true ups for fiscal years FY2018 to FY2020 are:

True up amount

Local Streets & Roads $8.13 M

Bicycle & Pedestrian $3.79 M

Transit Operations $7.60 M

The reconciliation, or true up, for FY2021 and FY2022 and will occur during the development of

the FY2024/FY2025 Biennial Budget and will be reflected in the FY2024 allocation.

The FY2022 allocation request includes the ratio share of Program Tax Revenues and true up

amounts shown above:

Ratio share of

Program Tax

Revenue

True up amount Total FY2022

allocation request

Local Streets & Roads $44.83 M $8.13 M $52.96 M

Bicycle & Pedestrian $9.34 M $3.79 M $13.13 M

Transit Operations $18.68 M $7.60 M $26.28 M

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FY2022 & FY2023 Recommendations

Staff recommends that the Board of Directors appropriate 2016 Measure B funds for the

Administrative Cost category and the Formula-based program categories for FY2022 and

FY2023 as shown below:

Proposed FY2022 & FY2023 2016 Measure B Budget ($ Millions)

FY2022 FY2023

Administrative Costs 1.00 1.00

Formula-based Program Category

Local Streets & Roads $52.96 $47.74

Transit Operations

Enhance Core Network* $19.65 $14.52

Expand Mobility & Affordable Fares* $3.94 $2.98

Innovative Transit Models $1.60 $1.59

Improve Amenities $1.90

Bicycle & Pedestrian

Education/Encouragement $1.97 $1.49

Capital Projects $18.45

Planning Projects $1.16

TOTAL $171.95

* Total is included in the VTA Transit Fund Operating budget for the FY2022 & FY2023 Biennial Budget

Next Steps

Once the VTA Board of Directors approves the proposed 2016 Measure B Formula-based

program category and the Administrative Costs category allocations for FY2022 and FY2023

they will be included in the overall VTA FY2022 & FY2023 Biennial Budget for approval by the

Board of Directors in June 2021. The Local Streets and Roads and Bicycle and Pedestrian

Education & Encouragement appropriations will then be allocated to local jurisdictions by

formula and with the most current information provided by the state.

Allocations for the remaining 2016 Measure B programs, the Need/Capacity-based programs, are

on a separate schedule and will be considered for approval later this summer. The next step in

that process is currently scheduled for May 2021, when the Board of Directors will consider

approving proposed Project Readiness Criteria and Prioritization methodologies for the

Need/Capacity-based programs. After that approval, staff will develop proposed allocations for

these programs for inclusion in the FY2022 and FY2023 Biennial Budget. The proposed FY2022

and FY2023 Biennial Budget allocations for the Need/Capacity-based program categories are

scheduled for Board consideration and approval in August 2021.

ALTERNATIVES:

The Board of Directors can choose not to approve the proposed allocations for the

Administrative Costs category and direct staff to use existing allocations. Should the allocations

prove insufficient, staff will need to return to the Board of Directors to augment the

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Administrative Cost category allocation amounts.

If the Board of Directors chooses to approve a differing Administrative Cost category allocation,

then the proposed allocations for the three Formula-based program categories will need be

recalculated accordingly. The Formula-based program categories allocations are calculated on

the proposed Program Tax Revenue amount, which are derived in part on the Administrative

Costs.

CLIMATE IMPACT:

Allocating budget to the 2016 Measure B Program will have various impacts to the climate as the

Program funds nine different program categories.

Prepared by: Jane Shinn

Memo No. 7774

ATTACHMENTS:

• MT7774_AttachmentA_FY18FY21AdoptedBudget (PDF)

• FormulaFY22FY23_Allocations_April2021Committees (PDF)

12

Attachment A

Adopted FY2018 to FY2021 2016 Measure B Budget ($ Millions)

FY18 to FY21

Administrative Costs 13.20

Program Category

Formula‐based Program Categories

Local Streets & Roads 170.00

Transit Operations

Enhance Core Network 48.00

Innovative Transit Models 6.00

Expand Mobility & Affordable Fares 10.00

Improve Amenities 2.60


Education/Encouragement 5.00

Capital Projects 26.66

Planning Projects 1.66

Need/Capacity‐based Program Categories

BART Phase II 150.00

Caltrain Grade Separation 38.00

Caltrain Corridor Capacity 13.10

SR 85 Corridor 14.50

County Expressways 50.00

Highway Interchanges 206.90

TOTAL $755.62

12.a

2016 Measure BFY2022 & FY2023 Biennial Budget AllocationsFormula-based Programs and Administrative CostsApril Committees

12.b

2

• Comply with the language of the ballot measure (including any amendments approved pursuant to the ballot language)

• Invest in all nine program categories throughout the 10-year period, as long as funding remains available in the program category, with the understanding that there may not be allocations in all categories annually.

• Apply ballot-established ratios to Formula-based programs on an annual basis

• Apply Board-approved project readiness selection criteria to Need/Capacity-based programs for projects to be included in the 10-year Program and Biennial Budget, and apply specific project prioritization processes for each program consistent with the 25% cap of Program Tax Revenues on the BART Phase II program categoryand all ratios applicable to each category

• Use financing tools, subject to approval by the VTA Board of Directors, to make funding available when projects are ready, subject to available financing capacity

• Explicitly and transparently consider opportunities from external funders, subject to the constraints of the other principles

12.b

3

Formula-based Program

• Local Streets & Roads

• Bicycle & Pedestrian

• Transit Operations

Need/Capacity-based

• BART Phase II

• Caltrain Grade Separations

• Caltrain Corridor Capacity

• SR 85 Corridor

• County Expressways

• Highway Interchanges

12.b

4

FY2022 FY2023

Projected Revenue $236.38 M $251.63M

Administrative Costs allocation ($1.00 M) ($1.00 M)


Ballot-established Ratios*

Local Streets & Roads 19.05% $44.83 M $47.74 M

Bicycle/Pedestrian 3.97% $9.34 M $9.95 M

Transit Operations 7.94% $18.68 M $19.89 M

*May not add due to rounding

12.b

5

Ratio share of

Program Tax

Revenue

True up

amount

Total FY2022

allocation request

Local Streets & Roads $44.83 M $8.13 M $52.96 M

Bicycle & Pedestrian $9.34 M $3.79 M $13.13 M

Transit Operations $18.68 M $7.60 M $26.28 M

12.b

6

Proposed FY2022 & FY2023 2016 Measure B Budget($ Millions)

FY2022 FY2023

Administrative Costs 1.00 1.00Formula-based Program Category

Local Streets & Roads $52.96 $47.74

Transit Operations

Enhance Core Network* $19.65 $14.52

Expand Mobility & Affordable Fares* $3.94 $2.98

Innovative Transit Models $1.60 $1.59

Improve Amenities $1.90


Education/Encouragement $1.97 $1.49

Capital Projects $18.45

Planning Projects $1.16

TOTAL $171.95

*Total is included in the VTA Transit Fund Operating budget for the FY2022 & FY2023 Biennial Budget

12.b

7

June 2021: Allocations included in the adoption of the overall VTA FY2022 & FY2023 Biennial Budget

May 2021: Board considers for approval proposed FY2022 & FY2023 Biennial Budget allocations

12.b

8

August 2021: Board considers proposed Need/Capacity-based Program FY2022 & FY2023 Biennial Budget allocations for

approval

May 2021: Board considers criteria & prioritization processes for approval

12.b

9

Adopt the fiscal years 2022 and 2023 Biennial Budget allocations for the 2016 Measure B Formula-based program categories (Local Streets and Roads, Bicycle & Pedestrian, and Transit Operations) and for the 2016 Measure B Program Administrative Cost category.

12.b

Date:

Current Meeting:

Board Meeting:

April 7, 2021

April 15, 2021

May 6, 2021

BOARD MEMORANDUM





SUBJECT: 2016 Measure B Project Readiness Criteria & Prioritization Methodologies


ACTION ITEM

RECOMMENDATION:

Recommend that the VTA Board of Directors:

1. Approve the existing prioritization processes for five Need/Capacity-based program

categories: BART Phase II, Caltrain Grade Separations, Caltrain Corridor Capacity, County

Expressways and SR 85 Corridor.

2. Direct staff to develop a Prioritization and Project Selection Process for the Highway

Interchanges program category.

3. Approve the proposed Project Readiness Criteria for all Need/Capacity-based 2016 Measure

B Program categories; and

4. Upon approval, use the Project Selection and Prioritization Processes as well as the Project

Readiness Criteria to develop biennial budget recommendations and a draft 2016 Measure B

10-year Program (FY 2022-2031) for Board review and approval.

EXECUTIVE SUMMARY:

• This action item recommends that the Board of Directors (Board) approve a process for

evaluating projects submitted for 2016 Measure B funding under the Need/Capacity-based

program categories.

• Five of the six Need/Capacity-based program categories are comprised of projects that have

only one project sponsor, or already have an existing process in place to prioritize projects;

the only exception is the Highway Interchange program.

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• The Highway Interchange program does not have an existing project prioritization process.

At the Board’s direction staff will recommend to the Board a project selection process that

includes evaluation criteria specifically tailored to the Highway Interchange program.

• Staff proposes three Project Readiness criteria to be applied to all projects seeking 2016

Measure B funding for all Need/Capacity-based program categories. Upon approval of the

Project Readiness criteria, staff will request project sponsors to submit allocation requests for

the Biennial Budget and 10-Year Program and will apply the approved readiness criteria.

These will be used to develop a recommended Biennial Budget and 10-Year Program for the

Need/Capacity Based Programs.


The 2016 Measure B Program aligns directly with the goals of VTA’s Strategic Plan Business

Line 2: Delivering Projects and Programs. 2016 Measure B provides funding for nine

transportation categories that assist in addressing “the current and evolving multimodal needs of

Silicon Valley” as stated in the Strategic Plan.

FISCAL IMPACT:

While there is no specific impact from the approval of the recommended actions in this memo,

the readiness criteria and prioritization methodologies will impact how 2016 Measure B

programs are funded in future Biennial Budgets. The financial impact will be clearly defined in

each budget document.

BACKGROUND:

At its April 1, 2021 meeting, the VTA Board of Directors approved 2016 Measure B Program

and Biennial Budget Principles, which can be found in Attachment A. One of the principles

states:

Apply Board-approved project readiness selection criteria to Need/Capacity-based programs for

projects to be included in the 10-year Program and Biennial Budget, and apply specific project

prioritization processes for each program consistent with the 25% cap of Program Tax Revenues

on the BART Phase II program category and all ratios applicable to each category.

The six Need/Capacity-based program categories, are:

1) BART Phase II;

2) Caltrain Grade Separations;

3) Caltrain Corridor Capacity;

4) Highway Interchanges;

5) County Expressways; and

6) SR 85 Corridor.

Five of these categories have either a sole project sponsor (BART Phase II, Caltrain Corridor

Capacity, and SR 85 Corridor), or a prioritization process in place to select projects (Caltrain

Grade Separations and County Expressways). Only the Highway interchange category lacks a

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process to prioritize projects. During discussions with the Advisory Committees and Board

concerning the evaluation of all projects using criteria developed for the 2016 Measure B

process, it was unclear whether the new Project Selection Criteria should replace the existing

prioritization processes or should all the projects be subject to additional evaluation.

Since all, except Highway Interchanges, have either a single project or established selection

criteria, approval of this action by the Board will establish the existing criteria as the method for

project evaluation. Staff will next develop criteria for the Highway Interchanges program for

Board approval.

Also, in discussions with the committees and the Board, staff recommended three Project

Readiness criteria, which can be applied to all Need/Capacity-based programs and are discussed

in detail below.

DISCUSSION:

The current Prioritization Process which the Board is asked to approve is outlined below:

Program Category Prioritization Process Current Status

BART Phase II Single project. Scope and schedule

already approved by the VTA Board of

Directors.

In design. Expedited Delivery

Program (EPD) application

pending.

SR 85 Corridor Scope developed by VTA SR 85 Policy

Advisory Board and approved by VTA

Board Directors.

Phase 1 feasibility study complete.

Phase 2 Alternatives Analysis

funded and beginning 2021.

County

Expressways

Projects selected and prioritized by the

County Expressway Policy Advisory

Board, through the countywide

expressway planning process

Current prioritization list provided

to VTA staff January 2021.

Caltrain Corridor

Capacity

Improvements

Caltrain Board of Directors via Caltrain

Business Plan and other Caltrain long

range planning processes.

Caltrain Business Plan completed

in 2020; 10-year priority list,

including additional South County

service, provided to VTA staff in

December 2020.

Caltrain Grade

Separation

VTA Grade Separation Implementation

Plan, developed collaboratively with the

cities of Mountain View, Palo Alto and

Sunnyvale.

VTA Grade Separation

Implementation Plan is in process.

Agreement on funding and

scheduling is expected by October

2021.

Highway

Interchanges

To be developed. To date, VTA staff advanced

projects in response to member

agency requests and provision of

outside resources on a first come

first serve basis.

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Years of outreach and effort were expended and significant commitments made through the five

existing prioritization processes. The processes for the County Expressways, SR 85 Corridor

and Caltrain programs were explicitly included in the guidelines that the VTA Board of Directors

adopted for these programs in 2017. For reference, the guidelines are available at

<https://www.vta.org/projects/funding/2016-measure-b>

As mentioned above and noted in the chart above, the Highway Interchange category lacks a

formal prioritization process. Staff recommends that the VTA Board direct staff to develop one

in consultation with the VTA Technical Advisory Committee (TAC) for consideration and

adoption by the VTA Board. VTA staff will consider how the following five criteria previously

reviewed by the Board at previous meetings can be implemented in this program category:

Equity, Climate, Congestion Management, Geographic Balance, Cost Effectiveness.

Project Readiness Criteria

Staff recommends that the Board of Directors approve Project Readiness Criteria as scheduling

tools for all the Need/Capacity-based program categories. These will be used to determine when

a project is ready to be included in the 10-year Program and the Biennial Budget. As discussed at

previous meetings, the three Project Readiness Criteria are as follows:

• Criterion #1: Project delivery status

Allocations for projects in the 10-year Program will be based on project delivery phases and

completion of each phase. Projects must complete prior delivery phase(s) as a prerequisite for

allocation of funds in a Biennial Budget for the next phase.

As an example, a project for which design funding is requested in the Biennial Budget would

need to have completed the environmental phase and have the environmental document

approved by the appropriate governing body. A project may be included in the 10-year

Program for a specific project delivery phase even if it is not included in the Biennial Budget.

Board members previously requested that funds be made available for eligible projects still in

the pre-capital development phases.

• Criterion #2: Funding status

Project must have non-2016 Measure B match funds identified for inclusion in the 10-year

Program and secured for a Biennial Budget allocation.

As an example, a project for which design funding is requested in the Biennial Budget would

need to have non-2016 Measure B funds identified in the project sponsor’s adopted budget

for the design period. If the project is requesting design funding for the 10-year Program, that

project must identify a funding plan for the remaining phases of the project.

• Criterion #3: Partner agency/community support

Partner agencies must be identified for inclusion in the 10-year Program. Community,

permitting agency and partner agency support must be demonstrated for a Biennial Budget

allocation.

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As an example, a project for which design funding is requested in the Biennial Budget must

have letters of agreement or memoranda of understanding executed with all partner agencies

that support the continued development of the project, and legal challenges impacting the

project schedule must be resolved before funding is approved in the Biennial Budget. If the

project is requesting design funding in the 10-year Program, all partner agencies involved

with the project must be identified.

Next Steps

After the VTA Board approves the prioritization methodology and Project Readiness Criteria,

the next steps will be as follows:

• Staff will develop 2016 Measure B Biennial Budget recommendations for FY2022/FY2023

and 2016 Measure B 10-year Program recommendations for FY 2022-2031 using the

prioritization methodologies and Project Readiness Criteria. Recommendations for all

program categories will be provided to July committees and August Board for approval of all

program categories except for Caltrain Grade Separations and Highway Interchanges.

• VTA staff will continue working with Caltrain, and the cities of Palo Alto, Mountain View

and Sunnyvale to reach consensus on an implementation strategy for the Caltrain Grade

Separation program by October 2021.

• VTA staff, in consultation with the TAC, will develop a Highway Interchanges program

prioritization methodology for approval by VTA Board in August 2021.

• Based on timely consensus in the Caltrain Grade Separation program and adoption of the

Highway Interchanges Program methodology, VTA staff will bring an amendment that adds

those two programs to the 10-year Program and FY2022/FY2023 Biennial Budget, to the

VTA Board of Directors for approval in December 2021. Both categories already have

sufficient funding to continue activities as planned through at least January 2021.

ALTERNATIVES:

The Board of Directors can choose not to approve any or all parts of the recommendation. The

most significant delay will be the development of the FY2022/FY2023 Biennial Budget. VTA

staff estimates that the programs can sustain a 6-month delay before impacting projects that need

allocations to continue construction.

CLIMATE IMPACT:

Allocating budget to the 2016 Measure B Program will have various impacts to the climate as the

Program funds nine different program categories.

Prepared by: Jane Shinn

Memo No. 7775

ATTACHMENTS:

• Attachment A_2016MB_Principlesv2 (PDF)

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• CriteriaPrioritization_April2021Committees (PDF)

13

Attachment A

2016 Measure B 10‐year Program and Biennial Budget Principles

Comply with the language of the ballot measure (including any amendments approved pursuant to the

ballot language)

Provide funding to all nine program categories over the life of the measure in the ratios established in

the ballot language. The VTA Board of Directors may modify these ratios as specified in the ballot

language.

Invest in all nine program categories throughout the 10‐year period, as long as funding remains available

in the program category, with the understanding that there may not be allocations in all categories

annually.

To the extent possible, allocate some level of funding to all nine program categories during the ten‐year

period. Once 30‐year program category allocation ratios are fulfilled, no additional allocations will be

made in future 10‐year plans.

Apply ballot‐established ratios to Formula‐based programs on an annual basis

Fund the Local Streets and Roads, Bicycle/Pedestrian and Transit Operations program categories each

year, based on their ratio of the estimated Program Tax Revenues. A true‐up for each Formula‐based

program category will occur in the first fiscal year of each biennial budget cycle.

Apply Board‐approved project readiness selection criteria to Need/Capacity‐based programs for projects

to be included in the 10‐year Program and Biennial Budget, and apply specific project prioritization

processes for each program consistent with the 25% cap of Program Tax Revenues on the BART Phase II

program category and all ratios applicable to each category

Require projects in the Need/Capacity‐based programs to meet criteria approved by the VTA Board of

Directors in order to be included within either the 10‐year Program or Biennial Budget. Every two years,

the projected revenues will be updated, the ratio share for each of the Need/Capacity‐based programs

recalculated, and the 10‐year Program and biennial budget recommendations adjusted accordingly.

Use financing tools, subject to approval by the VTA Board of Directors, to make funding available when

projects are ready, subject to available financing capacity

If anticipated 2016 Measure B allocation needs in a Biennial Budget surpass the projected revenues,

financing tools will be used to fund the projects within that Biennial Budget. The specific financing tool

will be approved by the BOD at the time the funds are actually needed.

13.a

Explicitly and transparently consider opportunities from external funders, subject to the constraints of

the other principles

This principle encourages the allocation of funds in the Biennial Budget and the 10‐Year Program of

Projects to maximize opportunities for external funding subject to the constraints of the other

principles.

13.a

2016 Measure B10-year Program & Biennial BudgetProject Readiness & Prioritization CriteriaApril Committees

13.b

2

• Comply with the language of the ballot measure (including any amendments approved pursuant to the ballot language)

• Invest in all nine program categories throughout the 10-year period, as long as funding remains available in the program category, with the understanding that there may not be allocations in all categories annually.

• Apply ballot-established ratios to Formula-based programs on an annual basis

• Apply Board-approved project readiness selection criteria to Need/Capacity-based programs for projects to be included in the 10-year Program and Biennial Budget, and apply specific project prioritization processes for each program consistent with the 25% cap of Program Tax Revenues on the BART Phase II program category and all ratios applicable to each category

• Use financing tools, subject to approval by the VTA Board of Directors, to make funding available when projects are ready, subject to available financing capacity

• Explicitly and transparently consider opportunities from external funders, subject to the constraints of the other principles

13.b

3

Formula-based Program

• Local Streets & Roads

• Bicycle & Pedestrian

• Transit Operations

Need/Capacity-based

• BART Phase II

• Caltrain Grade Separations


• SR 85 Corridor



13.b

4

Existing Process

• BART Phase II


• SR 85 Corridor


• Caltrain Grade Separations*

No Existing Formal Process


*In development via Implementation Plan

13.b

5

Criterion #1: Project delivery status

Allocations for projects in the 10-year Program will be based on project delivery phases and completion of each phase. Projects must complete prior delivery phase(s) as a prerequisite for allocation of funds in a Biennial Budget for the next phase.

Criterion #2: Funding status

Project must have non-2016 Measure B match funds identified for inclusion in the 10-year Program and secured for a Biennial Budget allocation.

Criterion #3: Partner agency/community support

Partner agencies must be identified for inclusion in the 10-year Program. Community, permitting agency and partner agency support must be demonstrated for a Biennial Budget allocation.

13.b

6

VTA Board considers for approval the Highway Interchanges program prioritization methodology

Board considers for approval the FY2022 to FY2031 10-year Program for the four Need/Capacity-based programs above and for all of the Formula-based programs

Board considers for approval the FY2022/FY2023 allocations for BART Phase II, SR 85 Corridor, Caltrain Corridor Capacity Improvements and County Expressways

13.b

7

December 2021 – VTA Board considers for approval an amendment to FY2022/FY2023 Biennial Budget and 10-year Program that adds

Caltrain Grade Separation & Highway Interchange programs

October 2021 – Reach consensus on implementation strategy for the Caltrain Grade Separation program with the cities of Palo Alto,

Mountain View and Sunnyvale

13.b

8

1. Approve the existing prioritization processes for five Need/Capacity-based program categories: BART Phase II, Caltrain Grade Separations, Caltrain Corridor Capacity, County Expressways and SR 85 Corridor.

2. Direct staff to develop a Prioritization and Project Selection Process for the Highway Interchanges program category.

3. Approve the proposed Project Readiness Criteria for all Need/Capacity-based 2016 Measure B Program categories; and

4. Upon approval, use the Project Selection and Prioritization Processes as well as the Project Readiness Criteria to develop biennial budget recommendations and a draft 2016 Measure B 10-year Program (FY 2022-2031) for Board review and approval.

13.b

Date: April 2, 2021


Board Meeting: N/A

BOARD MEMORANDUM




FROM: Chief of Planning and Programming, Deborah Dagang

SUBJECT: 2021 Service Planning Program


EXECUTIVE SUMMARY:

VTA’s Service Planning department has a diverse portfolio of programs and projects planned for

2021.

• Service Planning’s current efforts can be categorized into four areas: Service Planning &

Scheduling, Bus Stop Programs, Fast Transit Efforts, and Partnership Programs.

• Service Planning’s 2021 work plan is committed to improving transportation solutions for

our historically underserved riders in the transit network.

• Running frequent, reliable service along transit-supportive land uses and corridors is a transit

recipe both VTA and its member agencies must strive for to maximize transportation

opportunities for the community.


The efforts in this program address two core business lines in VTA’s Strategic Plan. Most of the

Service Planning work plan primarily addresses the business line of creating a fast, frequent, and

reliable transit network for the people of Santa Clara County. Efforts under the Partnership

Program area address VTA’s second business line of delivering a full suite of projects and

programs - providing a comprehensive line of services and mobility solutions to the public and

our member agencies.

BACKGROUND:

This memo briefly summarizes the work carried out by VTA’s Service Planning department in

context of the programs it has in store for 2021. Service Planning is one of many departments

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under VTA’s Planning & Programming Division, which collectively also oversees congestion

management program activities, transit capital projects, land use and transportation integration,

and programming and grants management.

Fully recognizing the division’s wide array of responsibilities and the myriad of unknowns

related to post-pandemic transit service recovery, staff wish to (1) shed light on the scope and

extent of Service Planning’s work plan for 2021, and (2) engage with committees on any service

planning topics of interest for discussion later in 2021.

DISCUSSION:

The Service Planning Department is responsible for planning, scheduling, and monitoring VTA’s

bus routes and light rail service. The department ensures the service is responsive to changing

travel conditions and new service markets, and also maintains service coordination with

neighboring services such as BART, Caltrain, SamTrans, and AC Transit. The department also

manages VTA’s passenger facilities and amenities across 3,700 bus stops and responds to bus

stop-related issues from passengers, operators, and property owners.

In close collaboration with other departments under the Planning & Programming Division,

Service Planning also implements transit services and programs that foster partnerships with

cities and other organizations who are eager to help put sustainable, equitable transportation

solutions first in Silicon Valley.

Service Planning’s current efforts can be categorized into four areas:

• Service Planning & Scheduling

• Bus Stop Programs

• Fast Transit Efforts

• Partnership Programs

2021 Service Planning Programs

Service Planning & Scheduling

The coordinated process of working with the Operations team to implement major and minor

service changes periodically throughout the year, as well as the development of annual transit

service plans, remain at the core of service planning and scheduling activities. In a typical year,

major service changes are made in February, while minor adjustments occur in June and

October. The annual transit service planning process informs the major service changes that are

implemented every February, inviting the community to weigh in on new routes, route

alignments, stop locations, and service frequencies. Staff then revise the plan to reflect public

feedback where possible and bring forward a recommendation to the VTA Board for adoption.

As we prepare to transition the community into a post-pandemic world, staff plan to return to the

VTA Board and committees with recommendations for VTA’s service recovery roadmap. These

recommendations will establish a framework to restore transit service through the end of 2021

and into 2022.

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Understanding the performance of the network qualitatively and quantitatively is key to

providing service that meets the needs of our riders. Staff regularly monitor service and customer

feedback at the route level, but also analyze ridership trends at the systemwide level. The metrics

analyzed under the Transit Performance Monitoring Program are guided by VTA’s Board-

adopted Transit Service Guidelines. Staff are developing dashboards that ingest historic ridership

data, on-board survey data, and demographic Census data. Developing this “one-stop shop” for

transit performance information will also help identify routes in need of comprehensive route

evaluations. The goal will be to evaluate 3-5 routes each year.

Bus Stop Programs

Service Planning also determines the location of bus stops and works with other VTA

departments and city partners on installing, removing, relocating, and fixing amenities at bus

stops and other passenger facilities. Last summer, staff carried out an extensive Bus Stop Survey

to update current inventory and assess the state of our bus stop amenities. This helped identify

the first round of bus stops eligible for new amenities such as bus shelters, solar lighting, seating,

and trash receptacles covered by the bi-annual Better Bus Stops Program funded through the

2016 Measure B Program.

Fast Transit Efforts

The Fast Transit Program is an agencywide policy, planning, and project implementation effort

aimed at improving transit speed and reliability. While the Fast Transit program is a toolkit of

solutions that must all be implemented to succeed, Service Planning has been able to jumpstart

two aspects of the program this year. The first iteration of the Bus Stop Balancing effort was

completed in February for three bus routes and takes a “right-sizing approach” to optimize the

number of bus stops along a route, as one of many ways travel times can be improved on a route.

Staff will continue to implement bus stop balancing and explore its impact on a corridor level,

selecting segments of routes that travel along key corridors with planned transit signal priority

improvements.

Faster Fares is the second Fast Transit effort that will begin this summer that aims to expedite

passenger boarding. Encouraging more widespread Clipper Card use, particularly through

increasing accessibility to Clipper Card for people of color and income constrained riders, would

lead to faster service and more equitable outcomes. Breaking down the barriers to Clipper Card

use could close the equity gap for VTA’s historically underserved riders, who would be able to

take advantage of features such as free transfers, day passes, and other fare discount programs by

using Clipper Card instead of paying with cash. Staff will also explore other strategies peer

agencies have successfully implemented to reduce boarding delay, such as all-door boarding and

fare policy changes.

Partnership Programs

Incorporating a partnership model in the transit services and amenities we offer has paved the

way for new opportunities to move riders throughout the county. The Express Bus Partnership

Program was the start of this in Service Planning and was first adopted in 2020 to invite

corporations, government agencies, and other third parties to partner with VTA in operating and

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subsidizing Express bus routes. VTA’s Express routes provide weekday, peak period,

unidirectional bus service that typically travel longer distances and serve major employment

areas in the county. Express bus routes are the costliest routes to operate in the entire network,

and the program so far has been effective in offsetting these high costs and freeing up resources

to explore other solutions for the commute market.

Investing in vanpools is one such commute solution VTA will be exploring later in the summer

through the pilot Vanpool Subsidy Program. This program will supplement MTC’s vanpool

subsidy program for 12 months and offer an additional subsidy for MTC vanpools whose origin

and destination are both within Santa Clara County.

Lastly, the City of San Jose and the County of Santa Clara have become our newest partners in

other endeavors. Staff look forward to designing and installing wayfinding and totem sign

maps with the City throughout the downtown San Jose transit mall later this year. Plans to

launch a pilot first/last-mile rail shuttle serving the Santa Clara Valley Medical Center and

Diridon Station in June are underway with the County.

VTA’s (pre-COVID) Transit Network and Ridership Profile

To understand who our riders are is to understand how our fixed-route transit service and

supporting programs can be shaped to best serve them. VTA’s latest On-Board Survey conducted

in 2017 notes that over 75% of our riders are BIPOC, and 30% live below their household’s

poverty threshold. Additionally, over a quarter of our riders do not have access to a vehicle, and

about one in ten of our riders have limited English proficiency. While it will take more than just

numbers to truly know our riders’ intersectionality and lived experiences, this is a simple

snapshot of who most prevalently depends on transit.

Of the three light rail lines and 47 bus routes VTA offers, 84% of the system’s ridership is

carried by the 21 routes operating 15-minute frequencies or better. Furthermore, routes with high

proportions of Black, Indigenous, and people of color (BIPOC) and income-constrained riders - a

mix of both frequent and local routes - carry 60% of our ridership.

Although ridership is not the only metric that indicates the success of transit service, this

perspective emphasizes the importance of running frequent, reliable service along transit-

supportive land uses and corridors, as this recipe maximizes our riders’ opportunities to move

throughout the county. Other less frequent route classes such as Local and Express bus service

generate lower ridership and are generally less productive, though the value of these routes lies

in their purpose of extending access to as many essential civic destinations and community

services such as schools, grocery markets, libraries, and employment centers as possible. Transit

service must provide mobility and accessibility, and for transit to reach its full potential in both

these objectives, it becomes increasingly important for cities to prioritize dense, transit-

supportive land uses and pedestrian-centric street design.

Next Steps

As our team pursues this portfolio of programs and projects this year, we are committed to

advancing equity in every step of our work. This begins with acknowledging the discriminatory

policies that have led us to the transportation inequities we see today, and owning up to

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opportunities to listen, reflect the values of, and build trust among the community we serve.

Some key questions Service Planning wishes to address in its work include: Who benefits from

our service network? Who carries the burdens of the network? How can service planning

decisions better connect with the lived experiences of our historically underserved riders? Do

the goals, measures, and tradeoffs made in transit service align with the values of our riders?

Staff are also committed to discussions with committees and the Board on key service planning

topics slated for this year. Staff will return to committees later this year to discuss the following

efforts:

• 2021-22 Transit Service Recovery Roadmap (late spring)

• Express Bus Partnership Program Update (fall)

• Pilot Vanpool Subsidy Program Update (fall)

• Better Bus Stops Program Update (late fall)

CLIMATE IMPACT:

This is an informational report on Service Planning’s programs and projects for 2021. While the

aforementioned efforts would each have their own implications, this item itself has no associated

action that would have a climate impact.

Prepared By: Janice Soriano-Ramos

Memo No. 7648

14

2021 Service Planning Program

VTA Committees

April 2021

14.a

Overview of 2021 Transit Service Planning Activities

2

VTA’s Riders & Transit Network Profile

Key Equity Questions in Service Planning

Fast Transit

Planning & Scheduling


Bus Stop Programs

1 2 3 4

5

6

14.a

Annual Transit Service Plan

1. Transit Service Planning & Scheduling

Scheduling

Draft plan Engage community + revise Board adoption

Summer FallSpring

PerformanceMonitoring

February service period June service period October service period

Scheduling

3

14.a

2. Bus Stop Programs: Staff surveyed conditions at all bus stops

4

14.a

2021 Better Bus Stops: Installing new amenities at 53 stops

5

14.a

24 simme seats 32 trash cans

6 new benches

23 bike racks

34 shelters with LED lighting

Additional bus stop amenities being installed this year

6

14.a

Additional bus stop amenities being installed this year

7

3,600+ Braille pole signs

50 solar-powered lights

14.a

3. Fast Transit

Bus Stop Balancing “right sizes” the number of bus stops along a route to speed up buses

✓ Routes 56, 66, 68 – implemented Feb 2021

➢ Next corridors – late 2021

Faster Fares aims to speed up boarding times and make Clipper Cards more accessible for people of color and income-constrained riders

8

14.a

9

Installing Wayfinding in Downtown San Jose

Launching a First/Last-Mile Shuttle Partnership

Pilot VMC Shuttle:Valley Medical Center at Bascom

-- Diridon Station

Totem Sign Prototypes for DTSJ

Custom Shelters at VMC

4. Partnership Programs & Projects14.a

Express Bus Program

Financially supported by employers and partners

Vanpool Subsidy Program

Matches MTC’s regionwide monthly subsidy for Santa Clara County vanpools

4. Partnership Programs & Projects

101 102 104103 121

10

14.a

5. VTA’s Riders and Transit Network Profile

➢VTA’s Riders

➢VTA’s Ridership Profile

➢Title VI Routes in VTA’s Network

11

14.a

Santa Clara County,California

1.93 million people

68%non-white or

Hispanic/Latino

19%below

poverty level

20%Limited English

Proficiency

13%seniors

5%car-free

households

15 municipalities

1.06 million jobs

1.18 million people (61% of the County)

Within ¼ mile of a stop, VTA’s network serves

622,000 jobs (59% of the County)

76%non-white or

Hispanic/Latino

30%below

poverty level

5%seniors

27%car-free

households

11%Limited English

Proficiency

VTA RidersOn-Board Survey, 2017

12

14.a

13

50routes

VTA’s Ridership Profile

112,600weekday boardings

84%boardings

21frequent

routes

Light Rail

Rapid

Frequent

Local

Express

(15-minute or better headways)

Mostfrequentservice

14.a

14

50routes

112,600weekday boardings

84%boardings

21frequent

routes

60%boardings

Light Rail

Rapid

Frequent

Local

Express

22Title VI Routes

Mostfrequentservice

VTA’s Ridership Profile14.a

15

of VTA’s systemwide ridership

60%These 22 Title VI Routes are

14.a

6. Key Equity Questions in Service Planning

• Who benefits from our service network? Who carries the burdens of the network?

• How can service planning decisions better connect with the lived experiences of our historically underserved riders?

• Do the goals, measures and tradeoffs made in transit service align with the values of our riders?

16

14.a

Fast Transit

17

Planning & Scheduling

❑ Annual Transit Service Plan

❑ Major & minor signups (service changes)

❑ Transit Performance Monitoring Program

❑ Route Evaluations


❑ Bus Stop Surveys

❑ Better Bus Stops

❑ Passenger facilities & amenities

❑ Bus Stop Balancing

❑ Faster Fares

❑ Express Bus Partnership

❑ Pilot Vanpool Subsidy

❑ Transit Service Partnerships

Bus Stop Programs

Summary of 2021 Service Planning Activities

1 2 3 4

14.a

Doc ID Origin Short TitleA&F

4/15

BOD

4/16

BOD

5/6

A&F

5/20

BOD

6/3

BOD

6/18

BOD

8/5

A&F

8/19

BOD

9/2

A&F

9/16

BOD

9/17

BOD

10/7

A&F

10/21

7787 Dept - Technology / Richard Bertalan Large-Volume Record Scanning Project A A

7601 Dept – Environmental Programs / Ann Calnan Low Carbon Fuel Standard Credits A A

7625Dept - Highway Capital Program / Gene

Gonzalo

Contract Amendment to SR 17 Corridor

Congestion Relief ProjectA A


Gonzalo

I-680 Soundwall - Vehicle Registration Fee

TransferA A

7774

Dept - Grants and Fund Allocations / Jane

Shinn

2016 Measure B Formula- based Program

Categories FY22/FY23 Biennial Budget

Allocation

A A

7775Dept - Grants and Fund Allocations / Jane

Shinn

2016 MB Project Readiness Criteria &

Prioritization MethodologiesA A

7786Dept - Enterprise Risk Management / Judith

Harteau

Transit Operations Insurance Program

Renewal for Fiscal Year 2022A A

7641 Dept - Finance / Sean Bill Monthly Investment Report - February 2021 I

7648Dept - Transportation Planning / Janice

Soriano

2021 Service Planning ProgramI

7768 Dept - Procurement & Contracts / John White Monthly Purchasing Report February 2021 I


Gonzalo

Double Lane SB US 101 Off-Ramp to SB SR

87 and US 101/Story Road On-rampA A

7473Dept – Environmental Programs / Ann Calnan Tamien Transit-Oriented Development Project -

Archaeological Support Services RFPA A

7762

Dept - Highway Capital Program / Gene

Gonzalo

Silicon Valley Express Lanes Program Phase 4

- HNTB Corporation Contract Amendment #8 A A

7763Dept – Environmental Programs / Ann Calnan Cerone and North Energy Storage System

ContractsA A


Gonzalo

US 101/De La Cruz Boulevard/Trimble Road

Interchange ImprovementsA A

7448Dept - Accounting & Budget Administration /

Franklin P. Wong

Revenues & Expenses Report 3Q FY21A A

7457 Dept - Real Estate / Ron Golem VTA Block RFQ A A

7532 Dept - Real Estate / Ron Golem TOD On-Call A A


Franklin P. Wong

FY2022 and FY2023 Biennial BudgetA A

7536Division - Operations / David Hill Agreement with (TBD) Grade Crossing Control

EquipmentA A

7707Dept - Transportation Planning / Janice

Soriano

Transit Service RestorationA A

7563 Dept - Real Estate / Ron Golem Gilroy Authorization for RFO A A

7047 Dept - Transit Engineering / Ken Ronsse Pedestrian Swing Gate Replacement Ph2 A A

Administration & Finance Committee Work Plan

April - October 2021

4/1/2021 1 of 2

16

Doc ID Origin Short TitleA&F

4/15

BOD

4/16

BOD

5/6

A&F

5/20

BOD

6/3

BOD

6/18

BOD

8/5

A&F

8/19

BOD

9/2

A&F

9/16

BOD

9/17

BOD

10/7

A&F

10/21

Administration & Finance Committee Work Plan

April - October 2021

7642 Dept - Finance / Sean Bill Monthly Investment Report - March 2021 I

6584 Dept - Transit Engineering / Ken Ronsse Pavement Management - North Yard A A

7049Dept - Transit Engineering / Ken Ronsse Cerone Div. Boiler & Propane Tank

ReplacementA A

7604Dept – Environmental Programs / Christina

Jaworski

San Jose Traction Power Substations

Electricity SourceA A

7643 Dept - Finance / Sean Bill Monthly Investment Report - April 2021 I

7660Dept - Technical Services / Dennis O. Ratcliffe Measure A Semi-Annual Report ending June

30, 2021I I

7644 Dept - Finance / Sean Bill Monthly Investment Report - May 2021 I

7649 Dept - Transportation Planning / Jay Tyree VTA School Service I

7651 Dept - Transportation Planning / Jay Tyree 2021 Better Bus Stops Program Update I

7652 Dept - Transportation Planning / Jay Tyree VTA Vanpool Subsidy Program Update I

7343 Dept - Real Estate / Ron Golem Branham RFO A


Franklin P. Wong

Revenues & Expenses Report FY21A

7645 Dept - Investment Services / Sean Bill Monthly Investment Report - June 2021 I

4/1/2021 2 of 2

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