northern virginia transportation commissiona. 2014 calendar of meetings b. arlington mobility lab:...
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NVTC COMMISSION MEETING
THURSDAY, JANUARY 9, 2014 FIRST FLOOR MAIN CONFERENCE ROOM
2300 Wilson Blvd Arlington, VA 22201
8:00 P.M.
NOTE: Executive Committee will meet at 7:00 P.M.
Dinner is also available at that time.
AGENDA
1. Oath of Office for New NVTC Commissioners
2. 2014 Appointments
A. ACTION ITEM: Election of NVTC Officers for 2014
B. ACTION ITEM: Resolution #2232: Selection of NVTC’s Representatives to the WMATA, VRE and VTA Boards of Directors and to NVTC’s Executive and Legislative Committees
C. ACTION ITEM: Resolution #2233: Approval of NVTC’s Official Signatories and
Employees’ Pension Trustees
3. Recognition of 2013 Chairman and Departing Commission Members
4. ACTION ITEM:
A. Approval of Minutes of NVTC’s Meeting of December 5, 2013 B. Approval of Minutes of NVTC’s Meeting of December 7, 2013
5. Executive Director’s Update
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6. Work Session: Follow up on NVTC December 7th Planning Session 7. ACTION ITEM: Authorize the Executive Director to Submit an Application to DRPT for
Internship Funding in FY 2015 8. Northern Virginia Transportation Authority (NVTA)
A. Update on the Development of VDOT Project Selection Model
B. Call for FY15 Projects and Six Year Improvement Plan
C. ACTION ITEM: Authorize Executive Director to Submit Project List to NVTA for
Consideration for the FY 2014-2016 Program
9. VRE
A. CEO Report
B. Joint VRE Audit Committee
ACTION ITEM: Resolution #2234: Authorization to Issue a RFP for Management Audit Services
C. ACTION ITEM: Resolution #2235: Authorization to Refer the VRE FY 2014 Budget to the Jurisdictions
D. ACTION ITEM: Resolution #2236: Approve the Submission List of VRE Projects for NVTA Consideration for the FY 2014-2016 Program
E. ACTION ITEM: Resolution #2237: Authorization to Award a Contract for Banking Services and a Line of Credit
F. ACTION ITEM: Resolution #2238: Approve the Amended 2014 VRE Legislative Agenda
10. NVTC Financial Items A. NVTC Financial Report for November 2013 B. Status of NVTC State Assistance Process
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11. WMATA
A. Vital Signs/Dashboard Report
B. WMATA Budget Development
C. New Electronic Payment Program (NEPP ) ACTION ITEM: Authorize the Executive Director to Submit Technical Assistance Grant Application to DRPT by the January 31, 2014 deadline
12. Transit Service Delivery Advisory Committee (TSDAC)
13. Department of Rail and Public Transportation (DRPT) Report 14. Information Items
A. 2014 Calendar of Meetings B. Arlington Mobility Lab: One Bus Away Application C. Robert Johnson Wood Report: Business Performance in Walkable
Shopping Areas D. Transportation Research Board Annual Meeting E. Transportation Camp F. FTA Issues Draft Guidance on MAP-21 G. Virginia Transit Systems Eligible for Funding for Resiliency Projects in
Response to Hurricane Sandy H. Comments to DRPT on SuperNova Transit/TDM Action Plan I. Transit Benefit Cut
NVTC EXECUTIVE COMMITTEE MEETING
THURSDAY, JANUARY 9, 2014 MAIN FLOOR SMALL CONFERENCE ROOM
2300 Wilson Blvd Arlington, VA 22201
7:00 P.M.
AGENDA
1. Summary of the November 19, 2013 MAC Meeting
2. Closed Session: Section 2.2-3711.A.1 of the Virginia Code for a personnel item
3. Consideration of Nominations for 2013 NVTC Officers and Committee
Representatives
4. Review of the Commission Meeting Agenda for January 9, 2014 • Special service recognition • Follow-up on Planning Session
5. Suggestions for Future Agenda Items
6. New Business Committee Members:
Jeff McKay, Chairman Sharon Bulova Jim Dyke Bill Euille Jay Fisette Cathy Hudgins Mary Hynes Tom Rust Paul Smedberg Dave Snyder
NVTC MANAGEMENT ADVISORY COMMITTEE MEETING SUMMARY November 19, 2013
1:30 P.M. NVTC Conference Room
Approval of Meeting Summaries of September 17 and October 15, 2013
Approve September: Wendy (1) and Pierre (2)- no changes Approve October: Lynn (1) and Pierre (2) – no changes NVTC Commission Meeting Agenda: December 5, 2013
• Recognition for Zimmerman and May
• Action item – hear from auditors and have the NVTC approve/accept. FY13 NVTC Financial Audit Report
• Kalkwarf: Executive Committee is the audit committee—NVTC can report that we have clean audits; revenue fund shows drop due to the new process instituted by DRPT regarding how grant funding is channeled to the region.
• General Assembly and congressional NOVA delegation are invited to attend,
participate and provide insight/guidance. NVTC will share the state legislative agenda which is designed around principles. NVTC will work WITH the legislative delegation on how legislation is addressed. NVTC will be asked to approve the legislative agendas
• HB599 NVTC feedback. NVTC sent letter to Cuervo highlighting our concerns.
NVTC needs to discuss whether or not transit projects should take up space in the list of 25-30 projects if not required to be rated and ranked.
Work Plan 2014 This is a kick off for a strategic planning process. Long-term goals for the region and NVTC that would inform the work plan. NVTC staff will bring the work plan to the Commission in January.
• Commission Planning Session December 7th
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• Public Hearing January 10th Transit Service Delivery Advisory Council Capital Allocation Proposal—net cost of non federal share vs. total cost is the primary concern. NVTC has created a one pager to inform partners and the CTB on the issue. Chairman McKay will have meeting with Director Drake and CTB to discuss NVTC’s concerns with the proposal. DRPT has posted a PPT presentation on-line that they will share with CTB. One pager is designed as an overview and not overly technical. Real issue: How much more does NOVA have to spend in order get State dollars
• Comment Period ends November 29th • CTB Meeting: December 4, 2013, 8:30am, Richmond, VA – The CTB does NOT
have to make a decision at this point but the DRPT is pushing for a vote. The capital issue is different from the operating assistance. They may look at the issue in three years. Capital allocation is different in that if you make a decision then we are locked in for a period of three years and this will affect the FY14-16 budgets.
WMATA NEPP
• Working Group Meeting held on November 19, 2013 • Mid-cycle Tech Assistance Grant- Submitted on November 15 to Terry Brown at
DRPT. • Timeline on procurement and Northern Virginia Actions – December procurement
with NTP in January, 2014. FY 2015 Budget
• Jurisdictional partners still have questions on the capital side Vanpool Incentive Program
• WMATA has worked with PRTC to gather information to get a decision made regarding how jurisdictions are credited based on the bridge funding.
• The bridge funding provided by the state was less than anticipated because less was needed than anticipated. Does not impact the date of program solvency.
• We need to confirm how to credit NVTC/PRTC jurisdictions providing bridge funding.
NVTA Update
• VDOT Rating Ranking Model Development (HB599) • Meetings • Project Implementation Working Group Workshop with NVTA & VDOT
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• JACC – Next meeting Dec 2nd. • NVTA Meeting December 12th • SYIP & FY15 Project Call & Submission Deadline – call for projects Dec. 13
deadline Jan 31, 2014 Bus-Stop Trash Removal Best Practices Al Harf solicited feedback from jurisdictions on trash removal policies. PRTC has 600 stops. Installed shelters at 60-70 stops with a dozen being added annually. Trash bins are installed and pickups are being made 2 times per week. Some communities want more service. Seeking volunteer assistance “adopt a stop” --but this has been unsuccessful. Would like more feedback from NoVA jurisdictions on their policies. Free Newspaper bins at bus stops and related trash issues are another issue that PRTC would like to discuss at a future meeting. Information Items • RTPP Comments • NVTC Legislative Agenda • Regional Studies Follow Up • Calendar of 2014 Meeting Dates • NVTC/PRTC Joint VRE Audit Committee
AGENDA ITEM #1 TO: Chairman McKay and NVTC Commissioners FROM: Kelley Coyner DATE: January 2, 2014 SUBJECT: Oath of Office for New NVTC Commissioners If any new commissioners have been selected to join the Northern Virginia Transportation Commission they are required to take an oath of office. Chairman McKay will administer the following oath to any new commissioners:
I do solemnly swear that I will support the constitution of the United States and the Commonwealth of Virginia and that I will faithfully discharge all the duties incumbent upon me as a member of the Northern Virginia Transportation Commission, according to the best of my ability.
AGENDA ITEM #2
TO: Chairman McKay and NVTC Commissioners FROM: Kelley Coyner DATE: January 2, 2014 SUBJECT: 2014 Appointments
A. Election of NVTC Officers for 2014
NVTC’s Executive Committee serves as the Nominating Committee and recommends a slate of officers for 2014. Chairman McKay will administer the following oath to the new officers:
I do solemnly swear that I will support the Constitution of the United States and the Commonwealth of Virginia and that I will faithfully discharge all the duties incumbent upon me as an officer of the Northern Virginia Transportation Commission, according to the best of my ability.
Recommended Action: The commission should vote to select its 2014 officers.
B. Selection of NVTC’s Representatives to the WMATA, VRE and VTA Boards of Directors and to NVTC’s Executive and Legislative Committees
The new Chairman will announce NVTC nominations to serve on the WMATA, VRE and VTA Boards to be acted upon by the Commission. The new Chairman will also announce their selections for NVTC’s Legislative Committee, including the designation of a chair. NVTC’s By-Laws determine the members of the Executive Committee. Some of these actions may be contingent on subsequent action by local boards and councils as their nominees may not be known by January 9, 2014. Recommended Action: Approve Resolution #2232: Selection of NVTC’s Representatives to WMATA, VRE and VTA and to NVTC’s Executive and Legislative Committees for 2014.
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C. Approval of NVTC’s Official Signatories and Employees’ Pension Trustees
The Commission each January authorizes its Executive Director, Director of Finance and Administration and the newly elected Secretary-Treasurer to serve as signatories for financial transactions exceeding $5,000. These persons plus the NVTC Assistant Financial Officer are selected to serve as NVTC’s employees’ pension trustees. Recommended Action: Approve Resolution #2233: Approval of NVTC’s Official Signatories and Employees’ Pension Trustees.
AGENDA ITEM #3 TO: Chairman McKay and NVTC Commissioners FROM: Kelley Coyner DATE: January 2, 2014 SUBJECT: Recognition of 2013 Chairman and Departing Commission Members Several NVTC commissioners are leaving NVTC. Awards will be given, including special recognition of outgoing Chairman McKay for his outstanding leadership in 2013 and to Chris Zimmerman, Joe May, and Mark Herring. Recommended Action: Approval of resolutions giving special recognition to outgoing chair and other departing commissioners.
AGENDA ITEM #4A
MINUTES NVTC COMMISSION MEETING – DECEMBER 5, 2013 NVTC CONFERENCE ROOM – ARLINGTON, VIRGINIA
The meeting of the Northern Virginia Transportation Commission was called to order by Chairman McKay at 8:20 P.M. Members Present Richard Black Sharon Bulova John Cook James Dyke Jay Fisette Catherine Hudgins Mary Hynes Jeffrey McKay David Ramadan Thomas Rust Paul Smedberg Christopher Zimmerman Members Absent Barbara Comstock William Euille John Foust Jeffrey Greenfield Mark R. Herring Joe May Ken Reid David F. Snyder Staff Present Kelley Coyner Rhonda Gilchrest Claire Gron Scott Kalkwarf Kala Quintana Melissa Walters Doug Allen (VRE)
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Chairman McKay welcomed everyone to the meeting, with a special welcome to the Northern Virginia legislators. He explained that NVTC is waiting on Mr. Reid’s arrival to reach jurisdictional quorum. He suggested beginning the meeting with discussion items and there were no objections. Executive Director’s Report
In addition to her written report Ms. Coyner highlighted several things. She announced that Melissa Walker transitioned to full-time as NVTC’s Technology and Information Resources Coordinator and will be serving as the System Administrator and will lead the redesign and relaunch of NVTC’s website.
Ms. Coyner also announced that NVTC will hold a Planning Session on
Saturday, December 7th to identify the most important targets of opportunity for strengthening Northern Virginia’s transit network and to agree on best ways for NVTC to contribute to reaching those goals. The session will be held “on-site” at a transit facility at the Alexandria Transit Company (DASH) Headquarters in Alexandria. Joshua Schank, Executive Director of the Eno Center for Transportation, will serve as the facilitator.
Ms. Coyner also stated that the Transportation Planning Board (TPB) issued a
new working draft of the Regional Transportation Priorities Program (RTPP). A number of NVTC’s concerns have been addressed in this updated version. The draft will be finalized and released for comment in the next few weeks. State and Federal Legislative and Policy Agenda
Chairman McKay introduced the legislators in attendance starting with NVTC’s legislative members: Senator Richard Black, Delegate Tom Rust and Delegate David Ramadan. He then acknowledged Senator David Marsden, Delegate Robert Brink, Delegate Eileen Filler-Corn, Delegate Vivian Watts, and Delegate Dave Albo, as well as several legislative staff including Mike Collins from U.S. Representative Gerry Connolly’s office, Fred Clarke from Delegate Kaye Kory’s office, and Muriel LaMois from Delegate Rob Krupicka’s office. Chairman McKay thanked everyone for attending and stated that NVTC looks forward to having a dialogue with them about NVTC’s Legislative and Policy Agenda.
Chairman McKay observed that NVTC’s Legislative and Policy Agenda is
organized around five principles that address ways in which NVTC can work with the General Assembly, VDOT and DRPT to strengthen Northern Virginia’s transit network.
Delegate Rust welcomed the legislators and gave a brief overview of the history
of NVTC. He highlighted the long standing relationship between NVTC and the General Assembly beginning with the founding of NVTC in 1964. NVTC is a tremendous resource for members of the General Assembly and has benefitted by having many delegates and senators serve on NVTC over the years.
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Building on one-on-one meetings with legislators over the summer and the fall,
NVTC invited all the legislators from the region to this meeting to get more interaction in a group setting. In addition to reviewing NVTC’s Legislative and Policy Agenda, this meeting is a chance to understand what NVTC does as an organization including how NVTC and its partners are working to make the case for transit on a statewide basis.
Delegate Rust pointed out that NVTC’s Legislative and Policy Agenda focuses on
the maximization of existing facilities and technology and innovation. Delegate Rust made special note of NVTC’s commitment to the full implementation of HB2313. NVTC is committed to making sure HB2313 funds remain in the region, that the funds are used appropriately, and that transit gets its fair share of the funding.
Delegate Rust cautioned that there are efforts already underway to overturn
HB2313 during the 2014 General Assembly Session. There was a joint meeting yesterday of the Senate and House Transportation Committees where they discussed HB2313, TSDAC and DMV’s work to increase and provide better services. Delegate Rust noted that Marty Nohe, Chairman of the Northern Virginia Transportation Authority (NVTA), gave an outstanding presentation on the work of NVTA.
Ms. Coyner reviewed in detail NVTC’s Legislative and Policy Agenda. The
agenda was prepared under the guidance of NVTC’s Legislative Committee. Kala Quintana coordinationed with the jurisdictions and NVTC’s sister organizations in the region. The state legislative agenda frames a set of five principles that parallel key strategies for improving and expanding Northern Virginia’s innovative transit network. Ms. Coyner then reviewed the five central principles:
1) Maintain and expand opportunities for dedicated and sustainable funding,
with a main objective of ensuring the full implementation of HB2313.
2) Use performance metrics to promote efficiency and maximize capital investments.
3) Promote and strengthen regional cooperation and accountability, with a
central focus on ensuring that regional bodies (i.e., NVTC, VRE, NVTA) have the ability to make decisions at the local level.
4) Maximize use of existing facilities to enhance transit performance and safety. 5) Foster innovation and technology integration that improves transit operations
and expands service.
Ms. Coyner stated that NVTC sees this as a framework to work with the Northern Virginia General Assembly delegation as well with state agencies including the Virginia Department of Transportation & DRPT. NVTC is a technical resource for delegation members.
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Mr. Fisette observed that these are more philosophical principles and asked if it would be helpful for NVTC to also discuss practical ways to fix, to protect and promote these principles during the General Assembly Session.
Ms Coyner stated that this would be a good time to discuss TSDAC issues. She
explained that SB1140 was passed last General Assembly Session and directed the Department of Rail and Public Transportation (DRPT) and the Transit Services Delivery Advisory Committee (TSDAC) to look at performance metrics and how they affect state capital and operating allocation assistance. TSDAC developed an operating formula that NVTC believes is worth testing. However, there is an administrative issue that concerns NVTC as to how ridership on Metrorail is counted. NVTC believes that the standard should be applied to Metrorail the same way it is applied to other transit systems. The difficulty is that Metrorail encompasses three states (MD, VA and DC). NVTC wants any trip that touches Virginia to be counted, whether it is by a Virginia resident or not. Mrs. Bulova stated that NVTC also believes that trips should be counted of any passenger getting on or off at a Virginia Metrorail station. Mrs. Hynes stated that under the new TSDAC recommendation, if a person comes from a non-NVTC jurisdiction it does not count. That means trips taken by anyone commuting from outlying jurisdictions like Prince William County, Manassas or farther out, do not count. Trips originating at the airport also don’t count to the calculation of the size of Metrorail ridership in Virginia.
Ms. Coyner explained that it is within DRPT’s administrative discretion to deal
with this issue. NVTC is hopeful that a solution to this issue will be worked out with DRPT. However, NVTC is seeking support from the delegation. Ms. Coyner stated that in regards to the allocation of capital assistance, NVTC has concerns about how the state and local contributions are calculated. There is no dispute that everyone will get more total funding under this new process because of HB2313 increases the total amount of assistance available. NVTC’s concern is that its jurisdictions which already contribute more proportionately and in absolute terms will have to increase their local contributions to an even higher level. This results from changes in the way that state share is calculated and not from changes in the way that performance metrics are used. Based on available information, over the next five year period NVTC jurisdictions will have to contribute an additional $17 million. The analysis of the total amount of state assistance to Northern Virginia as well as the amount of local contribution needed to bring that down is likely to change once a new Six Year Improvement Plan is developed.
Ms. Coyner stated that NVTC requested that the Commonwealth Transportation Board (CTB) postpone action at yesterday’s CTB meeting so a solution could be found. CTB did not postpone action and instead approved the TSDAC recommendations. The resolution did include a provision that asked DRPT in conjunction with the Advisory Committee to look at this issue in June 2014 after the allocation is made. A report will be brought back to the CTB. Delegate Albo asked about DRPT’s reasons for changing the calculation of state assistance and why their analysis shows Northern Virginia as receiving more funds. Mr.
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Dyke stated that one of the reasons is the increased cost of projects. Ms. Coyner stated that DRPT has focused on the absolute level of state assistance provided to all of the Northern Virginia district, that they make no distinction with respect to NVTC jurisdictions, and that they include other funding in addition to state capital assistance. Since Northern Virginia has more projects they are investing in, the region has more assets and the local contribution goes up. Ms. Coyner noted that NVTC’s objection is that the change in the formula requires this region to make an even higher local contribution both in absolute terms and proportionally. Ms. Coyner stated that the essence of the Director of DRPT’s rationale is that NVTC can bear greater local contribution because of the regional gas tax and the additional revenue for regional and local projects provided by HB2313. Chairman McKay stated that in a letter from DRPT responding to a letter from the Chairman of the Fairfax County Board of Supervisors, DRPT specifically said that the state needs to distribute more money around to other parts of the state to improve chances in the future of getting legislative support for transit. Also, Northern Virginia has the luxuries of all these revenue sources that other parts of the state do not have and therefore, Northern Virginia should be paying more. Mrs. Bulova stated that the additional revenues in Northern Virginia are funds that the region is raising itself. It’s not that the region has the luxury of additional revenue sources; it is taxing its own residents. Delegate Albo stated that if that is the explanation, then this is in violation of HB2313 because none of the revenues raised can be used to affect any other allocation (i.e., transportation, education). Mr. Zimmerman stated that DRPT’s argument ignores the fundamental fact of the legislative history of transportation in Virginia, which goes back to 1986 and beyond. Historically, Northern Virginia paid an increasing share of the taxes in transportation and got a smaller share back. Northern Virginia objected to this and in 1986, part of the deal that was crafted was that there was more money for transit and rewarded those areas who put more money into transit because the region wasn’t getting as much road money. Senator Black stated that it is important to remember the structure of HB2313, which is basically in two layers—a statewide layer and a region-specific layer. This later layer needs to be protected and insulated from these pressures. “That’s our money; we raise it” was the premise behind HB2313. Delegate Albo agreed that this was the entire premise of the legislation. Delegate Watts suggested NVTC include a fourth bullet on page 2 of the Legislative Agenda “that Northern Virginia is not penalized in any way in the statewide allocation of the state [assistance].” Mr. Fisette asked the fundamental question of what legislators can do to help solve this issue. Delegate Watts stated that no one wants to see HB2313 legislation rescinded and she suggested trying to resolve it outside of a legislative solution. She stated that in no way did the intent of HB2313 dictate what is happening with the TSDAC recommendation.
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Chairman McKay noted that as a result of NVTC and jurisdictional staff’s hard work prior to CTB action, there was a provision that will allow review and possible changes with improvements. Mr. Dyke stated that the focus needs to be on looking ahead. Secretary of Transportation Designee Aubrey Layne has expressed interest in looking at some of these issues. NVTC should reach out to him and other members of the transition team. He agreed that it is important to not open up the legislative process unless absolutely necessary. Chairman McKay stated that we need to be all on the same page and convey the same message. Chairman McKay acknowledged the arrival of Senator Barbara Favola, Senator George Barker, and Delegate-Elect Marcus Simon. Senator Marsden asked if there is a differentiation between previous levels of effort and the new funding. Ms. Coyner responded that it applies to both. Ms. Hynes stated that the pot is bigger and there may be maintenance of effort in terms of absolute dollars but as a percentage of the pot this region is taking a financial hit. It is the long-term perspective of losing $17 million that is the most troubling. The other parts of the state are capped at four percent. Mrs. Hudgins observed that the DRPT letter responding to Chairman Bulova’s letter provides a detailed response which reflects DRPT’s position. She believes that most of the legislators should have received a copy of the letter and encouraged them to read it carefully because it really shows DRPT’s reasoning for the capital allocation methodology. Chairman McKay stated that during the operating allocation discussions there was a lot of movement from TSDAC to recognize the concerns of all parts of the Commonwealth, particularly Northern Virginia. On the capital allocation process, this issue has not changed throughout the process with no movement or acknowledgement except the CTB provision to revisit the issue in June 2014. He observed that there is a narrow window of time to resolve this. All the jurisdictions and legislative members should be weighing in on this issue. Chairman McKay thanked legislators for participating in this discussion and invited them to stay for the remainder of the NVTC meeting. Since Mr. Reid still hasn’t arrived, NVTC will continue with other discussion items. Meanwhile staff is working on a solution regarding the quorum issue. WMATA
Mrs. Hudgins reported that the Metro budget for FY 2015 was presented to the WMATA Board today. The capital budget has a strong commitment to State of Good Repair as well as long-term growth of the system. Metro 2025 is still unfunded and requires the region to figure out how to fund it. She also reported that WMATA is working on a Customer Pledge Value Statement. The WMATA Board also agreed to
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defer a NVTA matter as to how HB 2313 funding will come to WMATA. WMATA wants to make sure the process is under compliance with HB2313 and that it is a consistent policy with state, federal and local funding requirements.
Mr. Zimmerman stated that as he mentioned at the last meeting, he is concerned about the infrequent off-peak Metrorail service and how it could ultimately impact ridership. Chairman McKay agreed and also expressed concern about the Blue/Yellow Line realignment which will result in parts of the system getting even less service. WMATA needs to look at these issues, especially in light of a potential fare increase. Mrs. Hudgins also observed that the system improvements being made are not readily visible to the customer. It is important to help people see the investments that are being made.
VRE Items Report from the VRE Operations Board and Chief Executive Officer. Mr. Allen reported that On-Time Performance (OTP) has been excellent at 97 percent for the month of November and ridership remains strong. He announced that Santa Trains will run on Saturday, December 14th in conjunction with the Marine Corps Toys for Tots Campaign. Commissioners requesting tickets should contact VRE staff.
Mr. Allen reported that the Joint Audit Committee, chaired by John Cook, met on November 15th and reviewed a draft scope of work for a VRE management audit. The committee is scheduled to meet again on December 20th and will review the final version and the VRE Operations Board is expected to take action at its meeting that day.
Mr. Allen reported that work on the VRE System Plan is winding down and
should be finalized in January 2014. The plan will guide system investments through 2040. VRE and DRPT are discussing the return of train slots borrowed from VRE by DRPT. With new railcars calculated into the plan and the additional train slots returned from DRPT, VRE ridership could increase over 25 percent over the next several years. Longer-term goals include adding more capacity to the tracks, reverse flow service, mid-day service and expansion to Gainesville-Haymarket. VRE received NVTA funding to begin the study on the Gainesville-Haymarket extension. Delegate Ramadan asked if VRE has any internal projections of this extension. Mr. Allen stated that the target is to have it operational within five years.
Delegate Rust left the meeting at 9:36 P.M. and did not return.
NVTC Financial Items.
Mike Garber of PB Mares LLP (formerly known as PBGH, LLP), NVTC’s auditor, gave a brief presentation on NVTC’s FY 2014 audit. He reported that he and Dwight Buraker met prior to this meeting with the Executive Committee and gave them a more detailed briefing. He stated that all three opinions are unmodified, which is new
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terminology for “unqualified.” He stated that NVTC’s financial statements, in all material respects, fairly and accurately present the financial position of the organization. A clean report was also issued on the internal control of NVTC’s financial reporting, compliance and other matters. Because NVTC received federal assistance during FY 2013, PB Mares also issued a report on the compliance with requirements and internal control related to those federal funds. There were no findings identified in that report. A management letter was not provided, and there were no internal control or other findings as a result of the audit. Mr. Garber also reported that he and Mr. Buraker made a similar presentation at the last VRE Operations Board meeting to discuss the VRE Financial Audit, which also received an unmodified (favorable) opinion. Mr. Zimmerman left the meeting at 9:39 P.M. and did not return. Mr. Kalkwarf pointed out the gas tax revenue chart and provided some explanation for the discrepancies. There are two main reasons, including a large audit for Loudoun County that was completed. Also in September, DMV began administering the gas tax and there were some cut-off issues during the transition. Chairman McKay acknowledged the arrival of Delegate Michael Futrell and welcomed him to the meeting. Northern Virginia Transportation Authority (NVTA) Ms. Coyner reported that NVTC, NVTA, VRE and the jurisdictions all coordinated their legislative agendas. Ms. Quintana reported that there are common messages flowing through all these legislative agendas, including promoting the full implementation of HB2313. She then reviewed in more detail NVTA’s Legislative Agenda, which expresses a steadfast appreciation for support from those members of the General Assembly who voted for HB2313 and NVTA looks forward to working with those members again during the upcoming Session. Much of NVTA’s Legislative Agenda mirrors NVTC’s agenda. Ms. Coyner reported that NVTA and NVTC continue to work with VDOT on the Project Selection Model (PSM). Claire Gron of NVTC staff is a member of the Project Implementation Working Group working on PSM. NVTC is monitoring this closely as it moves forward.
Ms. Coyner announced that on December 12, 2013 NVTA will make a call for projects. NVTC has been working with the Project Implementation Working Group on whether NVTC will look at projects similar to the Route 7 Study. This will be discussed on Saturday at the Planning Session as it fits into NVTC’s overall goals. There have been initial discussions on how NVTC might support the development of the Six-Year Plan with respect to the transit projects, especially for projects of regional significance. DRPT Report
Mr. Dyke stated that it is his understanding that the mid-cycle grant application has been submitted to DRPT for the NEPP project. He hopes NVTC will hear back
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regarding the grant by next week. Ms. Coyner stated that would be excellent timing to have that in place as the procurement goes forward.
Mr. Dyke stated that work continues to resolve the VRE track access funding issue. In response to a question from Mr. Dyke, Mr. Allen confirmed he has a phone call scheduled with DRPT Director Drake in the morning to discuss this issue. Mr. Smedberg stated that he also has a call scheduled with Director Drake. Information Items
Commissioners had no questions. Other NVTC Business
Chairman McKay stated that following consultation with legal counsel, he announced publicly that NVTC will take up action on this meeting’s action items at the previously noticed NVTC meeting on Saturday, December 7, 2013 at 8:30 A.M. at the Alexandria Transit Company (DASH) Headquarters in Alexandria. He encouraged Commissioners to attend because there are critical issues that need to be acted on, including several important VRE action items. Adjournment Without objection, Chairman McKay adjourned the meeting at 9:47 P.M. Approved this 9th day of January, 2014. ________________________ Chairman ____________________________ Secretary-Treasurer
AGENDA ITEM #4B
MINUTES NVTC COMMISSION MEETING – DECEMBER 7, 2013
ALEXANDRIA TRANSIT COMPANY (DASH) CONFERENCE ROOM ALEXANDRIA, VIRGINIA
The meeting of the Northern Virginia Transportation Commission was called to order by Chairman McKay at 9:12 A.M. Members Present Richard Black Sharon Bulova John Cook Phil Duncan, alternate Falls Church James Dyke Jay Fisette Catherine Hudgins Mary Hynes Jeffrey McKay Thomas Rust Paul Smedberg Christopher Zimmerman Members Absent Barbara Comstock William D. Euille John Foust Jeffrey Greenfield Mark R. Herring Joe May David Ramadan Ken Reid David F. Snyder Staff Present Kelley Coyner Rhonda Gilchrest Scott Kalkwarf Colethia Quarles Kala Quintana
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Chairman McKay welcomed Commissioners and staff, with a special acknowledgment to Mr. Duncan who graciously agreed to attend so NVTC could achieve jurisdictional quorum to take action on several important issues. Minutes of the November 7, 2013 NVTC Meeting
On a motion by Mrs. Bulova and a second by Mr. Smedberg, the Commission approved the minutes. The vote in favor was cast by Commissioners Bulova, Cook, Duncan, Dyke, Fisette, Hudgins, Hynes, McKay, Smedberg and Zimmerman. Delegate Rust abstained. NVTC FY 2013 Financial Audit
Chairman McKay reported that NVTC’s auditors, Mike Garber and Dwight Buracker from PB Mares LLP, gave presentations on the results of the audit to the NVTC Executive Committee and full Commission on December 5, 2013. The auditors have issued an unmodified (favorable) opinion. Their opinion letter states that NVTC’s financial statements, in all material respects, fairly and accurately present the financial position of the organization.
Mr. Zimmerman moved, with a second by Chairman McKay, to accept and
distribute the FY 2013 NVTC Financial Audit. The vote in favor was cast by Commissioners Bulova, Cook, Duncan, Dyke, Fisette, Hudgins, Hynes, McKay, Rust, Smedberg and Zimmerman.
State and Federal Legislative and Policy Agenda NVTC 2014 and Policy Agenda. Chairman McKay moved to approve the NVTC 2014 State and Federal Legislative and Policy Agenda. In response to a question Mrs. Hynes, Chairman McKay stated that his motion also directs the Executive Director to make changes to the Legislative and Policy Agenda based on the discussion at the December 5th NVTC meeting, primarily in regards to CTB action involving TSDAC. Mr. Zimmerman seconded the motion. The vote in favor was cast by Commissioners Bulova, Cook, Duncan, Fisette, Hudgins, Hynes, McKay, Rust, Smedberg and Zimmerman. Mr. Dyke abstained. VRE 2014 Legislative Agenda. Mr. Smedberg moved, with a second by Mrs. Bulova, to approve the VRE 2014 Legislative Agenda. The vote in favor was cast by Commissioners Bulova, Cook, Duncan, Fisette, Hudgins, Hynes, McKay, Rust, Smedberg and Zimmerman. Mr. Dyke abstained.
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VRE Items
FY 2013 Audited VRE Financial Statements and Auditor’s Report. Mrs. Bulova reported that the FY 2013 VRE audit was conducted by the firm of PB Mares, LLP. The VRE Audit Committee and the VRE Operations Board received a report from the auditors on November 15, 2013. Mr. Smedberg reported that the auditors have issued an unmodified (favorable) opinion. Their opinion letter states that VRE’s financial statements, in all material respects, fairly and accurately present the financial position of the organization.
Mrs. Bulova moved, with a second by Mr. Smedberg, to approve Resolution
#2229, which would accept and authorize the distribution of the FY 2013 VRE Financial Statements and Auditor’s Report. The vote in favor was cast by Commissioners Bulova, Cook, Duncan, Dyke, Fisette, Hudgins, Hynes, McKay, Rust, Smedberg and Zimmerman.
Authorization to Amend the Contract for New Passenger Railcars. Mrs. Bulova
reported that VRE was recently notified of a substantial increase in the level of federal funding for FY 2014, primarily from the additional funds that came to the Washington region through the MAP-21 new State of Good Repair program. VRE has now received $14.9 million. The VRE Operations Board recommends that the Commissions authorize the VRE CEO to amend the contract with Sumitomo Corporation of America to place an option order for seven additional railcars. This purchase will allow VRE to retire the remaining Legacy railcars. The contract with Sumitomo will be increased by $14,805,714, from $21,240,000 to $36,045,714, plus a contingency of $501,786, for a total not to exceed the amount of $36,547,500. Mr. Smedberg stated that if VRE orders the railcars by the January 2014 deadline, it will save VRE over $1 million.
Mrs. Bulova moved, with a second by Mr. Smedberg, to approve Resolution
#2230, which authorizes the VRE CEO to amend the contract with Sumitomo Corporation of America for new passenger railcars. The vote in favor was cast by Commissioners Bulova, Cook, Duncan, Dyke, Fisette, Hudgins, Hynes, McKay, Rust, Smedberg and Zimmerman.
Authorization to Extend the Amended Operating Access Agreement with Norfolk
Southern. Mrs. Bulova reported that VRE has an Operating Access Agreement with Norfolk Southern (NS) for VRE operations in the Manassas to Washington corridor. The agreement, dated as of May 5, 2000, has been amended and extended several times, and the most current extension will expire on December 31, 2013. The agreement needs another extension to continue negotiations with Norfolk Southern. This authorization would extend the Operating Agreement with NS to June 30, 2014.
Mrs. Bulova moved, with a second by Mr. Smedberg, to approve Resolution
#2231, which authorizes the VRE CEO to extend the Amended Operating Access Agreement with Norfolk Southern. The vote in favor was cast by Commissioners Bulova, Cook, Duncan, Dyke, Fisette, Hudgins, Hynes, McKay, Rust, Smedberg and Zimmerman.
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Northern Virginia Transportation Authority (NVTA)
Mr. Smedberg moved, with a second by Mrs. Bulova, to authorize NVTC’s Chair to submit comments on behalf of the Commission regarding the Project Selection Model. The vote in favor was cast by Commissioners Black, Bulova, Cook, Duncan, Dyke, Fisette, Hudgins, Hynes, McKay, Rust, Smedberg and Zimmerman. Other NVTC Business Delegate Rust requested that during the General Assembly Session, NVTC’s minutes note the excused absence for NVTC’s members of the General Assembly who are in Richmond for the Session. Ms. Coyner noted that NVTC’s February meeting is scheduled to be held in Richmond to allow NVTC’s General Assembly members to participate. Senator Black arrived at 9:23 A.M. Planning Session
The report on the outcomes of the session includes notes from the planning
session discussion. Senator Black and Mr. Dyke left the meeting during the discussion at 11:19 A.M.
Adjournment Without objection, Chairman McKay adjourned the meeting at 12:00 P.M. Approved this 9th day of January, 2014. ________________________ Chairman ____________________________ Secretary-Treasurer
EXECUTIVE DIRECTOR UPDATE 1/2/2013
AGENDA ITEM #5
1. 2013 NVTC Year in Review
2. NVTC Planning Retreat
3. Technology and Innovation a. Transportation Camp!: Panel Discussion ROI of Transit Jan 10 b. National Academy of Sciences & TRB January 12-16
4. General Assembly/ State Agency Outreach /Legislative Session
o Joint Meeting in Richmond o Transportation Transition Advisory Group o Sec. Designee Briefings o DPRT 2014 Planning o Additional Courtesy Meetings with General Assembly Members
Sen.Chap Peterson Del. Scott Surovell Del. Mark Sickles Del. Chris Peace, Chair House Appropriations Subcommittee Del. Bob Brink
o Coordination with Legislative Liaisons o Bill Tracking Framework
5. Site Visits with Jurisdictions
6. Partnership Activities
• Mobility Lab • Near Term Business Outreach Plan
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Results: Commissioner Planning Session Dec. 7, 2013
Resources: Planning Session notes Studies and Plans Matrix Questionnaire results 2014 Legislative and Policy Agenda Near Term Outreach Plan 2013 Work Plan priorities
ACTION OPTIONS
Regional Transit Plan that Connects Corridors Regional Bus Network Plan & Investment Strategy to include:
Bus on Shoulder BRT Dedicated Lanes Connections Signal Prioritization Commuter Bus Issues
Connecting Existing Planning Activities Regional Corridor Studies/Plans Analysis of “ROI” transit to Regional/State Economies Collaboration with other outreach efforts
Dec. 7, the NVTC Commissioners identified three key areas to strengthen Northern Virginia’s
transit network:
• Regional connectivity through linked transit ways and expansion of bus services and new service such as BRT
• Expanded core capacity of Metro • Regional commuter rail
Commissioners agreed that NVTC’s role in promoting each should emphasize regional transit planning to leverage coordinated investments and making the economic case for transit investment in Northern Virginia and across the Commonwealth.
These roles complement NVTC’ s core expertise in transit funding and financial management; policy, legislative, and programmatic design and implementation. They build on NVTC’s strengths as a regional convener, a founder and owner of VRE, and our longstanding role with WMATA.
Next Steps Define the three targets Update Work Plan for 2014 Align Resources:
NVTC Budget & Staff Jurisdictional Team Leverage Planning & Investments
Expand Partnerships: Legislature VDOT & DRPT Business Sector Research Community
AGENDA ITEM #6
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Results: Commissioner Planning Session Dec. 7, 2013 Overview On December 7, 2013 the Northern Virginia Transportation Commission met to identify key opportunities to maximize capacity of the Northern Virginia transit network to move people to and from activity or economic centers and to identify what role NVTC (both its Commissioners and staff) should play in realizing those opportunities. The outcomes & immediate follow ups for the sessions included:
• Confirmation of the strengths the Northern Virginia transit network and the contributions of NVTC in developing and sustaining the existing transit network;
• Identification of the two or three most important things needed to improve and expand the transit network in the future;
• Agreement on how NVTC will achieve those priorities; and • A set of initial actions to include in the 2014 Work Plan and the FY2015 budget.
The planning session built on four previous Commission or Committee activities which set priorities for the existing work plan, focused on NVTC’s partnership with NVTA, examined key regional planning efforts, and developed and adopted a new legislative and policy agenda. In addition, Commissioners were interviewed and discussions were held with key stakeholders with a special emphasis on leadership in the General Assembly and members of the Northern Virginia Delegation. As preparation for the session, participants also completed a questionnaire focusing on key discussion items. Joshua Shank, the Executive Director of the Eno Center for Transportation facilitated the session. (Responses to Questionnaire and Session Notes attached). Participants recapped the value of Northern Virginia’s transit systems and the detailed the ways in which NVTC has contributed to building and sustaining the Northern Virginia transit network. In particular, participants highlighted NVTC’s core capacity in financial management and transportation funding expertise and its success in founding, expanding, and overseeing VRE. The heart of the session focused on:
• Agreeing on the key areas of focus in order to maximize capacity to move people to and from activities or economic centers.
• Identifying how NVTC helps realize these opportunities in the next three to five years?
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Strengths of the Region’s Transit System & NVTC’s Contributions in Developing& Sustaining the Network
Noting that these attributes are more fully detailed elsewhere, Schank summarized the value of the Northern Virginia Transit Network as:
• moving people • creating economic growth and • reducing congestion and protecting the environment.
Mr. Schank summarized NVTC’s role as:
• ensuring that existing services are well run • providing a forum for effective regional coordination
and collaboration • planning for future service and • providing a seamless connection throughout the
region.
Participants highlighted technical expertise in transit; transit financial management and funding; serving as a regional forum local staff as well as elected officials, for developing new transit services, education and advocacy, and connecting with other regional forums. The notes from the session as well as responses to the questionnaire further detail both the value of the regional transit system and the contributions that NVTC has made. Before turning to a discussion of the most important opportunities to strengthen the transportation system through transit, participants detailed the role of NVTC in financial management and in providing critical expertise on transportation funding. The contribution NVTC made in the founding of VRE and is continuing role in its oversight illustrates the ways in which NVTC not only has contributed to regional transit but also what NVTC has to offer going forward.
NVTC ….. Provides a regional forum Plans for future service Gives technical & funding advice Develops & coordinates joint policies with other regional bodies (e.g. NVTA) Promotes regionalism at elected official & staff level Serves as an educational forum for legislature Makes the connection between economic vitality transportation investment in Northern Virginia & generation of revenues raised here in Northern Virginia Connects “silos” throughout the region & connects transit & roadway components of the transportation system. Supports transit options for outer (non-NVTC) jurisdictions through the extension of the Silver line to Loudoun & VRE service to Prince Williams, Stafford County & Spotsylvania County & perhaps to the Gainesville-Haymarket area. Provides Federal contracting & funding expertise Streamlines management of multiple complex funding streams to allow for efficiency & accountability through contract & grant management as well as administration of the SAM (aka Subsidy Allocation Model). Develops shared efforts such as the Van Pool Alliance, VRE, technical assistance for Smart Pass and NEPP Supports workforce development for regional transit professionals
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What are the key areas to focus on in order to maximize capacity to move people to and from activity or economic centers?
The themes were consistent in interviews, survey answers and in the discussion at the planning session; there were differences in approach or level of emphasis. Continued improvement of the Northern Virginia transit network depends on success in:
1. CONNECTIVITY Increased connectivity through linked transit ways & through
expansion of existing service & new transit modes such as BRT & possibly LRT. 2. CORE CAPACITY Increase capacity of core Metro system as envisioned by
WMATA’s strategic plan---Momentum; & 3. COMMUTER RAIL Full realization of commuter rail within Virginia as well as
service connecting to broader region as outlined in VRE’s newly adopted system plan.
Participants acknowledged the need for improved bus service and possibly Light Rail Transit (LRT) connections to existing VRE, WMATA, and local transit service. There was an apparent division between a majority who ranked development of BRT and other bus based systems as a foremost priority and others who suggested a mode neutral approach that focuses on planning for the preservation of and development of transit ways. It became apparent that there is an intersection of these two approaches NVTC could advance connectivity through enhanced transit ways generally and advance particular modes including Bus Rapid Transit (BRT) as a regional system and commuter bus. How can NVTC help achieve three big opportunities to strengthen the transit network in Northern Virginia, namely connectivity, core capacity & WMATA, & commuter rail? Short Answers: Building on NVTC’s core strengths including financial and transit funding capacities and transportation expertise and building on relationships with VA DOT and DRPT as well as members of the General Assembly, NVTC should pursue three new strategies:
1. Regional Transit Plan/Framework: Develop & Implement a Regional Plan(s) or Framework to Connect Corridors within Region & Coordinate outside the Region
2. Case-Making/Research/Building Networks: Build a NoVa & Statewide network of business community & regional commissions leveraging relationships with planning districts, state wide organizations, & regional business leaders to make the case for economic benefits of transit.
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REGIONAL TRANSIT PLAN/FRAMEWORK NVTC should develop regional plan(s) or framework to connect corridors inside the region & externally.
PROPOSED ACTIONS Identify opportunities to change focus and partner with DRPT (including the Route 1 study) Redefine SuperNoVa to focus on key actions items that can be accomplished through collaboration among existing entities and focus on region lead development of transit framework. Develop a Regional Transit Plan for further discussion and refinement. Review current projects that could be refocused with a different role an NVTC (Route 1, Route 7) Of the list of plans and studies especially those that are corridor studies which ones do we want to advocate for? What are the other emerging opportunities or areas to work on? Bus on Shoulder route planning activity that looks across the different corridors and how to make connections. Develop a bus infrastructure investment strategy Develop a regional bus plan that includes BRT, Bus on Shoulder, dedicated lanes etc. Conduct Scenario planning, which could be corridor based, or network scenarios, including looking at the options to expand commuter rail and increasing connectivity to existing infrastructure. Map transit corridors both currently served and those that should be served. (E.G, For Fairfax County making connections north-south, east-west outside of Metro) In 2014 1. Update NVTC Workplan 2. Identify $ & People Resources:
a. 2014 & 2015 Budget b. Staff Details c. Transit Fellowship d. NVTA “SYIP”projects
3. Engage Jurisdictional Teams including Transportation/Management Leadership
What Commissioners said about NVTC and planning: NVTC should… Take on a more of a planning role focused on NoVA. Break jurisdictional barriers. Partner with DRPT and PRTC and do a regional transit plan. Bring together regional bus, dedicated transit ways, transit use and connectivity in a regional approach to transit planning.
Do more corridor studies.
Draw on work being done at COG/Region Forward with respect to region plan.
Conduct scenario planning where NVTC could put things on the table so others can react, ultimately developing a Regional Transportation Plan.
NVTC’s job is to how WMATA, VRE, and jurisdictional plans link together; not necessarily redo the plans but prioritize those linkages. NVTC can help determine how to marry the plans together. It has to go beyond just simply talking about local plans and trying to find where they match up. NVTC can think out of the box, and think bigger in a bigger framework.
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CASE-MAKING/RESEARCH/BUILDING NETWORKS Build a NoVa & Statewide network of business, local governments, & transit & build the case for economic benefits of transit PROPOSED ACTIONS Engage the Business Community --- NoVa & Across Commonwealth. Develop Message/Analysis: ROI of Transit (including Commuter Rail). Deliver the Message. Develop & Implement a strategy for VAs portion of Momentum Investment. Engage with state organizations, such as VML and VACO. Develop needs a simple message & to convene meetings to talk about transit issues. NVTC as the “go to” for transit Develop & implement an outreach plan for business community & local and regional governments. Form a Business Council or Advisory Group. Develop an action plan for NVTC support of expansion of commuter rail. In 2014 1. Update NVTC Workplan: including Business Outreach
Plan 2. Coordinate with Legislative & Agency Outreach &
Technical Assistance 3. Complete 3rd Party economic analysis & co-host
symposia 4. Identify $ & People Resources 5. Engage Jurisdictional Teams including
Transportation/Management Leadership
What Commissioners said about case-making, research & building networks: “Deliver the message regarding the Momentum Plan” “Talk everyday to the business community about the vitality of making these investments & working together to find creative ways to make Virginia’s portion (of WMATA funding of Momentum) happen.” “Figure out how to get a seat at the table & be a part of the dialogue to promote transit, especially with the business community” “Make the case across the Commonwealth for transit investment. “ “Find a simple message & to convene meetings to talk about transit issues.”
“It is not a case of public relations or a marketing campaign; it is about case making for transit. NVTC needs to define what role it would like to play and make a cohesive plan of action. “
NVTC Chair Jeff McKay: “We are not starting from scratch…. We will complete a third party economic analysis to show the economic benefit to the Northern Virginia region as well as the rest of the Commonwealth before the 2015 General Session. We need to communicate the results through every Commissioners & Member of the General Assembly in Northern Virginia.” NVTC will sponsor Transportation Camp! Session on ROI of Transit “NVTC-by-the-Numbers” tells the story of the transit network by the numbers Outreach to General Assembly in 2013 lays groundwork for 2014 legislative session & beyond
NVTC Planning Session Discussion
December 7, 2013 Alexandria Transit Company (DASH) Conference Room
Alexandria, Virginia
Members Present Richard Black Sharon Bulova John Cook Phil Duncan, alternate Falls Church James Dyke Jay Fisette Catherine Hudgins Mary Hynes Jeffrey McKay Thomas Rust Paul Smedberg Christopher Zimmerman
Staff Present Kelley Coyner Rhonda Gilchrest Scott Kalkwarf Colethia Quarles Kala Quintana
Ms. Coyner observed that there have been many changes over the last year with
a new NVTC Executive Director, passage of HB2313, VRE’s new System Plan, and WMATA’s Momentum Plan. This is an opportunity for the Commission to have a discussion on the future of NVTC. Staff was invited to participate since they play an important role in the future of NVTC. Commissioners and staff introduced themselves for the benefit of the facilitator.
Ms. Coyner introduced Joshua Schank, the facilitator of this planning session.
Mr. Schank is the Executive Director of the Eno Center for Transportation, which is a think tank organization on transportation policies.
Ms. Coyner stated that the focus of the planning session is to identify:
• The strengths of the Northern Virginia Transit System;
• The contributions and strengths of NVTC as an organization both at the leadership and staff levels to the development of this transit network;
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• The most important things to focus on in the future in order to expand the capacity of the transit network;
• The role of NVTC in achieving the next big things for the future; as well as the next steps for NVTC as an organization; and
• Actions that will move things forward including the 2014 Work Plan and
the FY2015 budget. Mr. Schank explained that the Eno Center for Transportation is a non-profit
neutral transportation policy think tank that has been in existence for 92 years. The center’s mission is solely to improve transportation policy. He provided an overview of what is expected out of this 2 ½ hour session. It is hoped that good ideas can be shared about what NVTC wants the future to look like and what are the big ideas. Ultimately staff will need to distill these ideas into a product that can be agreed upon by the Commission.
Mr. Schank reviewed the strengths of the transit network and the contributions of
NVTC to promoting the transit network that Commissioners identified in a Survey Monkey questionnaire completed prior to this meeting. He stated that the strengths fall generally into two categories: the strength of the transit network (themes: moving people, creating economic growth, relieving congestion, protecting the environment) and the contribution of NVTC to the transit network (themes: ensuring that existing services are well run, providing a forum for effective coordination, planning for future service, and providing a seamless connection throughout the region).
Mr. Schank asked Commissioners to share some of the strengths that NVTC
provides especially related to public transportation. Mr. Cook stated that what NVTC has accomplished over the last year in
coordinating understanding of the funding issues with DRPT has been a key issue. NVTC is the place where all the jurisdictions come to get financial expertise. Now that the region has more funding through HB2313, that financial expertise is even more important because of the amount of revenue being allocated to the region. He also observed that the jurisdictions rely on NVTC to take the lead on joint policies.
Chairman McKay stated that NVTC is effective because it is focused like a laser
on transit and has become an expert on transit issues. Riders just want transit to work, but we know that behind the scenes a lot of technical issues need to be worked out to have transit function successfully. NVTC oversees this to make sure it is a seamless transit system throughout the region. He wants to see NVTC as the expert on transit where people know they can turn to NVTC to get transit expertise.
Mr. Cook stated that now that the Northern Virginia Transportation Authority
(NVTA) is active, he sees a future co-locating of these two organizations to work together coordinating transit and roads. (Note: direction provided by Executive Committee regarding conditions of co-location.)
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Chairman McKay stated that it is important to have the transit expertise here at NVTC, otherwise it can get lost in the larger conversation. He agreed that it is important for NVTC to work with other organizations but someone has to be seen as the transit expert.
Mr. Smedberg stated that a strength of NVTC is that it promotes regionalism.
The coordination on the staff level as well as elected officials is so important so that jurisdictions are not operating in a vacuum.
Mrs. Hudgins stated that she sees it as making transit seem seamless to the
people we serve. There may be some differences in jurisdictional planning and NVTC helps the jurisdictions to be cognizant of what each other is doing to make transit as efficient and seamless as possible. The expertise and laser focus of NVTC is the result of the jurisdictions coming together to work for the good of the region.
Delegate Rust stated that it has been educational for him as he has served on
NVTC. He can now more accurately define to his colleagues in Richmond how important transit is to Northern Virginia. Eighty percent of state funds for transit come to Northern Virginia so it’s difficult for people of Fluvanna County to understand why transit is so important to moving people and goods here in this region and to make the argument of why they should help us. Mr. Schank stated that this could be relevant to the funding issue. Delegate Rust replied that it is. The rest of the state is finally beginning to understand how the economic development in Northern Virginia affects them because this region may be getting the bulk of the transportation funding but the revenues raised here in Northern Virginia are supporting funding for their educational systems throughout the Commonwealth.
Mrs. Bulova stated that without NVTC the region could have a lot of “silos” that
don’t connect or relate to each other. NVTC’s function is to be that “connective tissue” that helps coordinate the various transit operations throughout the Northern Virginia region, as well as connecting transit to the transportation system, including roadways. Mr. Schank asked if Commissioners would like NVTC to do more in the area of connection to roadways. Ms. Bulova stated that it is already a strength but could be built upon both in connection to highways and transit systems, as well as developing transit for those jurisdictions farther out. It is important to reach out to outer jurisdictions. The Silver Line is moving out towards Loudoun County and VRE serves Stafford County and Spotsylvania County. VRE is also looking to expand to the Gainesville-Haymarket area.
Mr. Schank stated that based on these comments there is a sense that NVTC’s strengths include coordination, both with funding and of the region and its transit network. The focus on transit in this region is of tremendous value and NVTC can build upon that strength. By doing so, NVTC can help the rest of the state economically. It needs to communicate the economic value for the region and the Commonwealth and to work across areas that you might not have been talking to each other about. Mrs. Bulova added that another strength is the financial aspect, which NVTC provides a tremendous wealth of knowledge regarding the federal funding process.
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Mr. Fisette also added to that list the word “efficiency.” He explained that there is
a quality of life issue when you can coordinate well, communicate well and create efficiency to maximize and leverage the use of available funding dollars. NVTC helps to do this and the SAM allocation model is a great example. A great part of the value of NVTC as an organization is from those people currently sitting around the table—elected officials and staff. Everyone benefits from the coordination NVTC provides.
Mr. Schank asked how the jurisdictions benefit from the coordination. Mr. Fisette
replied that it is not every jurisdiction working in a “stove pipe” so that when they are planning, making decisions and recommendations, they are working across jurisdictional borders in terms of bus service, investments, expansion of service, and technology.
Mrs. Hynes stated that a byproduct is that it is a tremendous working community
where people come together and work on issues. An example is the funding issue. Every jurisdictions is working together and the message is unified and not jurisdiction specific. NVTC is also improving people’s professional skills in transit. Arlington County has a very talented staff of which several staff members started out at NVTC where they learned the basics. Scott Kalkwarf reviewed NVTC’s financial role in the region. (See Attachment 1: NVTC Financial and Funding Highlights) Mr. Kalkwarf stated that in addition to receiving about $200 million in state revenue and gas tax revenue each year, NVTC provides many services to the jurisdictions. NVTC prepares WMATA capital and operating assistance applications for the jurisdictions and does all the grant billings which have complex calculations. Related to WMATA state funding, DRPT requires certain procedures for the capital program and NVTC reconciles the capital program, reports performance data, assists localities with local grant programs and applications, invoices grants, and allocates funding based on the SAM Allocation. Regarding the gas tax, NVTC closely monitors and analyzes collections to make sure jurisdictions are being credited properly and that all gas tax is collected. NVTC is also a direct recipient of federal funds. For those jurisdictions who can’t be recipients, NVTC will step in and be the grantee and then assist the jurisdictions with compliance requirements.
Mr. Kalkwarf stated that related to WMATA, NVTC is also involved in the Jurisdictional Coordination Committee (JCC) at WMATA, as well as monitoring Metro budget development, and closely reviews the calculations of subsidy percentages, which is how WMATA bills the capital and operating subsidies to the region. Recently, NVTC has played an important role in TSDAC discussions, which has called for changes to the funding mechanism for state capital and operating assistance. Prior to that, NVTC played a similar role in SJR 297.
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Ms. Coyner underscored the importance of the work done by Scott Kalkwarf with verifying gas tax collections and Rhonda Gilchrest’s work on the VRE Master Agreement Survey Address Verification. It may seem minor but it is important because it results in verifying that the funds are being allocated correctly. As the planning session transitioned into a discussion about next big projects, Ms. Coyner asked Sharon Bulova to provide an overview of VRE and how it is an example of what NVTC can contribute to the transit network.
Mrs. Bulova stated that she has been involved from the very beginning of the VRE project. NVTC first identified the feasibility of a commuter rail service on the existing freight railroad tracks. A Feasibility Study was done in the mid 1980’s. That report resulted in a strong effort by NVTC during the late 1980’s and 1990’s to reach agreement with the railroads to allow commuter services on the tracks. It was a galvanizing project that brought the region together. It required working on agreements with the railroads and well as among the jurisdictions. VRE is a real example of what NVTC can accomplish. As a result of VRE, the Northern Virginia region has grown to encompass the outlying jurisdictions.
Mr. Schank asked for the group to discuss what two or three big ideas they would like NVTC to focus on for the future. Chairman McKay stated that Bus Rapid Transit (BRT) is a big one. WMATA is doing a system expansion and he thinks what the Northern Virginia region is lacking is a BRT template. It takes an organization like NVTC to get the jurisdictions together and seek state support and help. The future of moving people to transit centers and other destinations and to maximize our capacity is the number one thing NVTC should be working on. We should also continue to grow the VRE system. NVTC is best suited to deal with the regional piece of BRT. Mr. Zimmerman stated that it is important to keep in mind NVTC’s role in coordination, planning, and pulling the region together around a vision with enough specificity. He argued three things need to be the focus:
1) WMATA Momentum (planning for the future) 2) Regional Bus (Regional Bus Priority Network) 3) Commuter Rail
Mr. Zimmerman stated that commuter rail is the most underutilized transit mode
in this region. VRE is tiny compared to the size of the region. Boston has one million fewer people compared to the Washington DC metropolitan area and yet their commuter rail system carries 130,000 riders each day, compared to VRE’s 19,000 daily riders. CalTran in San Francisco carries two and a half times the number of people compared to VRE on 13 fewer miles of track. VRE is currently limited by its supply. No one ever says we should be expanding the commuter rail network, but when people talk
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about expanding transit into Prince William County is always about Metrorail extension. NVTC needs to think big about VRE expansion.
Mr. Schank asked for more details about NVTC’s role in WMATA. Mr.
Zimmerman stated that NVTC has a role to play in advancing Momentum and also to focus attention on maintenance, strengthening the Core system, adding capacity to the Core, and WMATA governance issues.
Mr. Cook stated that one of the big ideas should look at regional BRT and it
should include NVTC and PRTC. Now that the region has funding for road expansion through HB2313 it is important to look at how all the systems fit together (transit, roads, etc.) and he agreed that WMATA needs to focus on the Core.
Mrs. Hynes reminded Commissioners that one component of Momentum is the
Bus Priority Network. She agreed that NVTC is the best agency to advocate for BRT. She cautioned that what we are trying to achieve is dedicated space for transit. This may be the best decision now but if we are seeking BRT that has certain meanings to certain people. Talking about a system of coordinated transit ways may be the best way for us to leave the mode neutral at this time. Getting the dedicated lane is what is most important.
Mrs. Hudgins agreed and stated that the purpose of transit is to provide
connections. If we start by saying its BRT or something else, it could limit us, so we shouldn’t get ahead of the process.
Mr. Smedberg stated there are clear opportunities for expansion of the VRE
system (i.e., connecting to I-66 and Dulles corridors) as discussed at the VRE System Plan work session as well as having dedicated transit lanes. For the short-term, NVTC can play a role in opportunities to coordinate technology on a regional level, which should also include communication at the regional and state level of why transit matters.
Mr. Zimmerman stated that it is important to remember that NVTC’s role is to
look at the “big picture.” Mrs. Hynes stated that when you think about transit visually for this region, it all comes into the middle Core and to see the corridors where bus systems connect people. It identifies where there is no transit service provided--those places where a person’s only real choice is to get into an automobile.
Mr. Cook said that when VRE did the System Plan work session they looked at
some of that visually. Residential growth is now in the outer suburbs (Gainesville, Stafford, etc.) It can’t be just about coming into the middle anymore. There are north-south, east-west connections that need to be made.
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Mr. Schank stated that he is hearing consensus on regional connectivity but asked Commissioners to comment on what they think of what NVTC’s role should be in regional connectivity and how that can be achieved.
Mr. Cook stated that he thinks NVTC needs to take on a more planning role
because somebody has to be focused on Northern Virginia planning and not necessarily Washington DC planning. PRTC and NVTC need to work together.
Chairman McKay stated that DRPT is conducting a multi-modal study of Route 1 from Alexandria through Fairfax County. It does not make sense to not include Prince William County in the study. Route 1 is a significant corridor and the study is spending millions of dollars but is not looking at the big picture. The major growth is in Prince William, Spotsylvania, and Stafford counties. NVTC’s role should be to bring up the regional issues about how important it is to not stop at jurisdictional lines. He sees NVTC’s role to break down those jurisdictional barriers.
Mr. Fisette stated that NVTC has to be the voice of transit. Part of the mission
should be to partner with DRPT and PRTC and do a regional transit plan. WMATA has its Momentum Plan and VRE has its System Plan. He likes Mr. Zimmerman’s comments about regional bus and Mrs. Hynes’ comment about the dedicated transit ways. There are also issues/questions dealing with land use and connectivity that need to be addressed. NVTC could bring it all together.
Ms. Coyner stated that with the Route 7 Corridor Study, NVTC is serving as the contract manager and poised to do more on Phase II. She asked if NVTC should stitch some of these concerns together by doing more corridors studies.
Mrs. Hudgins stated that NVTC is the place for regional transportation planning. She asked how we put together a plan using work being done at COG/Region Forward.
Mr. Zimmerman stated that there is a gap in regional planning. Region Forward is the first attempt to do something. He suggested scenario planning where NVTC could put things on the table so others can react, ultimately developing a Regional Transportation Plan.
Mr. Dyke stated that it would be helpful to identify several situations for DRPT to change focus (including the Route 1 study) with the new administration beginning soon. Now is the time for NVTC to identify these. He suggested providing the new Secretary of Transportation designee with a list.
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Mr. Fisette stated that there is also mode choice, criteria, long-term phasing, identifying long-term opportunities based on density and transitioning to bus to rail. He observed that Light Rail Transit (LRT) has not been mentioned yet.
Mr. Dyke stated that in regards to commuter rail, discussion among the business community is the ability of VRE going through into Maryland and vice versa. As part of the System Plan, NVTC can help facilitate that and push the concept along at the state level with the new administration and help to identify the issues and look for solutions.
Chairman McKay stated that WMATA has its plan, VRE has its plan and jurisdictions have their plans. It is a job for NVTC to see how they link together; not necessarily redo the plans but prioritize those linkages. NVTC can help determine how to marry the plans together. It is a big missing piece that NVTC can fill. Mr. Fisette stated that it has to go beyond just simply talking about local plans and trying to find where they match up. He stated that his view is that it has to be aspirational and prescriptive.
Mrs. Hynes stated that there is a real opportunity to build from Region Forward. It maps out existing connectivity. It’s a framework to allow for a coordinated conversation. She cautioned that we need to keep in mind that if we don’t fix the Metro Core most of this won’t matter because we won’t be able to manage people commuting.
Mr. Zimmerman stated that there are also constraints with individual plans, but
NVTC can think out of the box, and think bigger in a bigger framework. Mrs. Hudgins stated that NVTC needs help to deliver the message regarding the Momentum Plan—how are we going to fund it and why do we need it. There’s a funding piece where the region needs to understand what the Core brings to the community. Dollars taken to Metro are dollars returned to the community.
Mr. Schank asked what actions can be done regarding funding to reach these objectives.
Mrs. Hynes stated that right now local jurisdictions put in about $200 million into Metro capital programs. The increase asked for next year is another $150 million. Funding the whole Momentum program over the course of the next ten years is $175 million per jurisdiction (VA, MD, and DC) per year. This raises the questions of how we come up with Virginia’s share; the roles of the Commonwealth, NVTA and the localities; and how the business community is willing to participate. She stated that she needs NVTC to be talking everyday to the business community about the vitality of making these investments and working together to find creative ways to make Virginia’s portion happen. Mr. Schank observed that this comes back to the communication and
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technology components. Mrs. Hynes stated that if we don’t come up with a viable plan in the next two years to achieve Momentum, the region is in deep trouble.
Mr. Dyke suggested Ms. Coyner attend the Board of Trade meeting on Monday, which is a meeting with the business community to discuss Momentum. Ms. Coyner stated that she is planning to attend the George Mason University Public-Private Partnership meeting on Monday, but could attend the Board of Trade meeting.
Chairman McKay noted that for the business community the instinct is to turn to the Northern Virginia Transportation Alliance when discussing transportation issues. NVTC needs to be a part of the larger discussion to push transit with the business community. NVTC needs to figure out how to get a seat at the table and be a part of the dialogue to promote transit, especially with the business community.
Mr. Schank asked if NVTC has done studies on the economic benefits of transit to the region. Mrs. Hynes responded that WMATA has some great data. Ms. Coyner stated that NVTC is looking to do this over the coming year. The last time NVTC did a study was when John Milliken was Chairman, so it is time to do another study. Mrs. Hynes stated that the business community beyond the Core should also be targeted, especially those areas west and south. Mr. Dyke stated that NVTC also needs to be working with the business community throughout the Commonwealth, especially Richmond and Hampton Roads. NVTC should be more involved in other state organizations, such as VML and VACO, so they are aware of the issues. Ms. Coyner stated that NVTC has been engaged with VML and VACO and should deepen those relationships.
Mrs. Hynes stated that the Golden Crescent convened in 2012 and she suggested that it may be good to reconvene that group in conjunction with the VTA annual meeting in Fredericksburg. Mr. Cook agreed that educating the business community is important.
Mr. Fisette stated that NVTC needs to duplicate what the Northern Virginia
Transportation Alliance is doing. Ms. Bulova asked what makes them effective as the “go to” organization for transportation. They have a simple message and they convene meetings to talk about transportation issues.
Mr. Schank stated that the discussion is moving into more specific actions to take, but asked Commissioners to come to agreement on the big picture issues. There has been discussion of regional transit coordination (including bus or other rights-of-way); commuter rail potential expansion; and WMATA Momentum. NVTC has a role in all three. There is a funding role, planning role and coordination and investment
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prioritization role, communication and outreach role, especially interacting with the business community, and an economic analysis component.
Mr. Zimmerman stated that in regards to the finance piece, he agrees that NVTC should focus on educating the business community. However, if we are planning out 10-20 years we cannot avoid pointing out the fundamental problem because the biggest employer entity in the region is the federal government. Half of Metro daily ridership during the peak periods is comprised of federal employees. However, the federal government does not contribute any capital funding to WMATA. NVTC needs a long-term strategy to address this issue. If the region is going to have a properly run, well maintained Metro system in the future, then the federal government needs to be a part of the regular funding formula. The biggest employment entity which has representation on the WMATA Board of Directors is not part of the funding solution. NVTC needs to continue to spread this message over and over again until it is heard.
Mr. Schank directed the group to talk about specific actions the Commission and staff can take to advance some of the goals identified particularly in funding, planning, communication and outreach, and economic analysis.
Mrs. Bulova stated that the Northern Virginia Transportation Alliance has become
the defacto “go to” agency for transportation and NVTC needs to brand itself as the “go to” agency for transit and find a way to get invited to the table. The next part is to identify NVTC’s message. There is a public relations aspect to it. Ms. Coyner asked if it’s PR or more of making a case for transit. PR is a tactical aspect. Mrs. Bulova agreed. She stated that NVTC needs to refine what role it would like to play and make a cohesive plan of action.
Mr. Cook stated that it is important to look at who has the economic benefit of transit—who builds the buses and tracks. These companies can “sell” transit, just as the people who build roads sell the concept that roads are a good thing. Mr. Zimmerman stated that there is currently five million square feet of office space under construction in the Metropolitan region. Eighty-six percent of this space is within ¼ mile of a Metro station. Mrs. Hynes also stated that WMATA spent an entire year building a set of Momentum Champions which includes 60 companies and organizations and several hundred names. They include big developers, Board of Trade, and AAA, among many others.
Ms. Coyner suggested focusing on what each Commissioner can do individually to help. A question is how we work cooperatively with our partners on this? How can we engage some of these partners at legislative receptions and activities in Richmond? How can each Commissioner be an ambassador? She has heard the clear message of laying the groundwork over the next year for outreach to the business community and
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continued legislator outreach. Mr. Dyke stated that NVTC’s WMATA Board Members can help.
Mr. Fisette stated that the concept of a business council is a new concept. Chairman McKay observed that some of the work has already been started so NVTC is not starting from scratch. The message is simple. We need to be coordinating the message with the Momentum Champions. We can build off of what has already been done as part of Momentum and make them part of NVTC’s business council. Mrs. Hynes stated that list of Momentum Champions is on WMATA’s website.
Mrs. Hudgins stated that NVTC needs to continue to make the case for transit. Ms. Coyner stated that the next steps are to come back with a revised Work Plan and budget for FY2015. She asked what the Commissioners see as action on planning. What are the tangible things we should be achieving next year? Route 7 is a big focus for NVTC as Phase II gets started and she asked if there is another project in the selection progress.
Mr. Fisette stated that NVTC should develop a Regional Transit Plan for further discussion and refinement. What are ongoing current projects that could have some refocus on expansion or changing NVTC’s scope (Route 1, Route 7)? A new administration is coming in which could provide some ways to make changes.
Chairman McKay stated that the list of projects shows that there are ongoing corridor studies. Which ones do we want to advocate for and then look at what are the other emerging opportunities or areas to work on. Ms. Coyner asked if NVTC should be doing a Bus on Shoulder route planning activity that looks across the different corridors and how to make connections? Should NVTC be addressing these kinds of systematic questions?
Mrs. Bulova stated that there are so many studies already that have been done or are being done. She asked if NVTC should be sifting through some of the studies. Mr. Zimmerman stated that he sees NVTC as more vision based. He suggested scenario planning, which could be corridor based, or network scenarios, such as looking at the options to expand commuter rail.
Mrs. Bulova suggested identifying a comprehensive plan of transit corridors. Let’s step back and look at the map, look at where they exist, where they don’t. Mrs. Hudgins stated that the parts need to be connected with Metro and outside Metro. For Fairfax County making connections north-south, east-west outside of Metro is important.
Delegate Rust stated that he serves on SuperNoVa and he is at least is beginning to conceptually understand what the study is trying to do. He asked if
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SuperNoVa could be the vehicle to use in talking about regionalism and asked if NVTC could have an impact on the study. Mr. Fisette stated that a more friendly administration may be able to redefine it and make it logical, and then it would be worth it.
Mr. Cook stated that NVTC needs a strategy for fixing the relationship with DRPT. If we don’t fix it, we will not be able to move forward with what we have talked about during this meeting. Fixing that relationship needs to be a primary goal. Mrs. Hudgins agreed that as a new administration comes in, NVTC needs to have a good working relationship with DRPT. The question of working statewide on transit and economic development remains a huge challenge. There are still key issues with respect to VRE governance and NVTC as well.
Mr. Cook suggested that during the off season of the General Assembly Session, NVTC should meet with legislators in their districts and have a dialogue and learn about each other. They are hearing most of their information from DRPT. Northern Virginia’s delegation should also be used as a voice. NVTC should also focus on meeting with each member of the House and Senate Transportation Committees at a minimum.
Delegate Rust stated that our message is not getting across. He is not sure you need to visit every legislator, but suggested in off season to visit the Planning District Commissions and tell them about what we do economically in Northern Virginia and how it impacts them.
Chairman McKay stated that NVTC is going to have a third party economic analysis completed to show the economic benefit to the Northern Virginia region as well as the rest of the Commonwealth. NVTC then needs to translate that into how it impacts a person in Fluvanna County. The study should be completed before the 2015 General Assembly Session with accompanying sophisticated streamlined talking points on what it means to individual areas of the Commonwealth.
Mr. Fisette stated that we need to take that message to the Planning District Commissions, where their legislators are invited to come. This is an efficient way of doing it. Delegate Rust suggested NVTC coordinate with Hampton Roads. Mrs. Bulova stated that this circles back to the discussion of the Golden Crescent efforts. Delegate Rust observed that other areas of the state do have transit (buses).
Ms. Coyner stated that individual commissioners can make a difference. She asked what each of them will do to advance this effort. Will they go and visit a Planning District Commission or meet one-on-one with a legislator? She reminded Commissioners of staff limitations. Several solutions include an IPA staff rotation with
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the jurisdictions; budgeting for another planning person, applying for grant funding for an internship program; and finding potential ways to raise private sector funding.
Mrs. Hynes stated that COG and WMATA have shared interest. She asked if there is a way for NVTC to become an adjunct that pulls together these three agencies. The NEPP program is an example of where NVTC brings regional partners together with WMATA.
Mrs. Bulova stated that it may be beneficial to activate the Golden Crescent group and coordinate discussions about SuperNoVa. It doesn’t have to be all NVTC effort. We can work with mayors and chairs and the Planning District Commissions. Mrs. Hynes stated that Dwight Farmer was the person that drove the initial Golden Crescent effort. Leveraging other organizations to partner with NVTC is a good idea so it’s not all NVTC’s work. Mrs. Hudgins asked if that encompasses NVTC’s relationship with VML and VACO. It would be good to overlay that with the Golden Crescent group.
Ms. Coyner stated that it really becomes a mapping exercise. With VML’s new executive director, it is a great opportunity to strengthen that relationship, as well as with VACO.
Mr. Schank stated that this planning session has been enlightening. The Eno Center for Transportation works on many transportation governance issues. As he looks at NVTC he sees a lot of advantages compared to other organizations because NVTC has coordination and funding leverage. The things described today related to funding, planning, communication and outreach, and economic analysis—NVTC has the power to do all of this. This is unusual compared to some other organizations. There is great potential to accomplish these things outlined at this meeting, especially expanding transit regionally.
Chairman McKay thanked everyone for their participation. Delegate Rust asked for statutory reference material as part of the report out on the planning session. Ms. Coyner indicated that a lot of the material is in the Handbook and that she would provide it as part of both the report out on the planning session and the updated Handbook. (Note: the Handbook will not be updated until March this year as the work plan will not be finalized until that time.) Next steps in moving forward will be presentation and approval of the FY 2015 budget and the 2014 Work Plan.
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Attachment 1: NVTC Financial and Funding Highlights
In addition to receiving about $140M in state assistance and $50M in gas tax revenue, NVTC provides funding related services to the jurisdictions:
- NVTC prepares the WMATA capital and operating assistance applications with DRPT, and calculates and submit the grant invoicing.
- There are other responsibilities related to the WMATA state funding, such as reconciliations of the CIP, reporting performance data, and performing certain procedures on the capital program as required by DRPT.
- Assists jurisdictions in preparing the local capital and operating assistance
applications with DRPT, and invoice the grants.
- NVTC allocates the assistance it receives among the jurisdictions using the SAM, which is a regional approach to funding transit in Northern Virginia, and holds this revenue in trust for the jurisdictions’ restricted use.
- Besides collecting the 2.1% regional gas tax, NVTC closely analyzes collections to ensure proper collection of revenue, and that it is posted correctly to the respective jurisdictions.
- NVTC is also a direct recipient of federal funds. For those jurisdictions that
cannot receive federal funds directly, If requested, NVTC will be the grantee. NVTC then assists the jurisdictions in complying with the federal requirements related to those grants.
- Related to WMATA, NVTC also–
o Is actively involved with the JCC o Monitors budget development. o Closely reviews the calculations of the subsidy percentages for operating
and capital.
- NVTC played an important role in the TSDAC discussions, including analysis of the impact of formula changes to the region. Prior to this NVTC played a similar roll with the SJ297 funding discussions.
AGENDA ITEM #7
TO: Chairman McKay and NVTC Commissioners FROM: Kala Quintana DATE: January 2, 2014 SUBJECT: DRPT Public Transportation Internship Program Grant ACTION ITEM: Authorize the Executive Director to Submit a DRPT Public Transportation Internship Program Grant Commissioners are requested to authorize the Executive Director to submit a DRPT Public Transportation Internship Program Grant which will provide resources for a position(s) as part of a NVTC Fellows Program. The NVTC Transit Fellows Program will provide hands on experience in regional transportation planning and management to both to aspiring planners, managers, and technical experts. NVTC will draw on the expertise of Transit Fellows to conduct and complete special projects focused primarily on strengthening NVTC regional planning capacity and research and analysis with respect to the ROI of transit. The NVTC Fellows Program will seek qualified candidates including college graduates, graduate students, and other midcareer applicants who have a demonstrated interest in the public transportation field. The draft application calls Technical Assistance would request up to $50,000.for support from July 1, 2014 to June 30, 2015. The grant requires a 5% match from the NVTC member jurisdictions. The match would be funded through NVTC’s G&A Budget.
AGENDA ITEM #8 TO: Chairman McKay and NVTC Commissioners FROM: Kelley Coyner and Claire Gron DATE: January 2, 2014 SUBJECT: Northern Virginia Transportation Authority (NVTA) A. Update on the Development of VDOT Project Selection Model (attached)
VDOT continues to work with stakeholders and the NVTA to finalize the Project Selection Model (PSM), and held a work session with the NVTA at its December meeting. VDOT will work to identify measures of effectiveness (MOEs) in January 2014. VDOT expects NVTA and CTB action on the PSM in January and on the MOEs in February. The NVTA and CTB will also nominate projects in February.
B. Call for FY15 Projects and Six Year Improvement Plan
On December 12, NVTA issued a call for regional projects for 2014-2016. Project submissions are due January 31, 2014. The calendar with milestone dates for project selection is attached.
C. ACTION ITEM: Authorize Executive Director to Submit Project List to NVTA for Consideration for the FY 2014-2016 Program.
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Evaluation and Rating of Significant
Transportation Projects in NoVA
Project Selection Model
Northern Virginia Transportation Authority
Work Session
December 12, 2013
Presentation Overview
Project Selection Model Purpose
Project Definition
Stakeholder Engagement Process
Project Selection Model (PSM)
Project Assessment Criteria
Application Process
Stakeholder Input Session
Alternate Methods of Weighting Stakeholder Input
Recommended Project Selection Weights
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Project Selection Model Purpose
Ensure that projects selected for analysis are consistent with:
CTB Priorities
Overall intent of the law (study mandate/objectives)
Evaluate and rate significant transportation projects that reduce
congestion and improve mobility during homeland security emergency
situations
Projects should include significant highway, rail, bus, and/or
technology investments that reduce congestion
Priority should be given to projects that most effectively reduce
congestion in the most congested corridors and intersections
Help select a finite number of qualified projects for evaluation
and rating in this round of the study
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Project Definition
This study defines a “Project” as one or more complementary
investments that attempt to provide a comprehensive solution to an
identified congestion problem
A project may include a combination of highway, transit, technology and/or
travel demand management improvements and any access components
such as pedestrian, bicycle and parking improvements which enhance the
project’s effectiveness in reducing congestion.
Multi-modal projects are encouraged and welcomed. For example:
HOV/HOT lanes with high quality bus service and connections to park-&-ride lots with
multimodal access options.
Metrorail extension with enhanced feeder bus, multimodal station access, street
improvements, and demand management incentives.
A series of roadway improvements to address bottlenecks with an active traffic
management system to coordinate signals and provided routing information to travelers.
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Stakeholder Engagement - PSM
October 17th CTB Meeting (Tier 1 Criteria)
October 31st Peer Review Group webinar on Draft PSM
November 1st Draft PSM Distributed to stakeholders
November 8th and 14th Draft PSM Discussions – PIWG and JACC
November 15th Received stakeholder comments on Draft PSM
November 22nd Stakeholder meeting on revisions to draft PSM
December 2nd Revised PSM Discussions - PIWG and JACC
December 3rd Stakeholder input session on the final PSM criteria
December 9th NoVA CTB Members Input on PSM
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Project Selection Model
The Project Selection Model (PSM) implements the legislative
requirements using the following overall structure
Tier One – CTB Priority Principles
The project must meet at least one of the six CTB selected priorities to
be considered for selection
Tier Two – Study Mandates and Objectives
The project is assessed against a set of criteria related to its
significance, congestion reduction potential and Homeland Security
mobility
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Tier One – CTB Priority Principles
Priority principles applied in a regional context
The project must meet at least one of the following CTB priorities
Preserve and Enhance Statewide Mobility through the Region
Increase Coordinated Safety and Security Planning
Improve the Interconnectivity of Regions and Activity Centers
Reduce the Cost of Congestion to Virginia Residents and Businesses
Increase System Performance by Making Operational Improvements
Increase Travel Choices to Improve Quality of Life for Virginians
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Tier Two – Study Mandates and Objectives
Three categories of criteria:
Project Significance
5 sub-criteria / attributes – project type, designated corridors, high
travel volume, connects activity centers, connects major facilities
Congestion Reduction Potential
5 sub-criteria / attributes – congestion severity, congestion duration,
person hours of delay, adds capacity, reduces vehicle trips
Homeland Security Mobility
1 sub-criteria / attribute – facility and operational improvements
All quantitative assessments will be based on 2020 Conditions
Facilities, volumes, congestion levels, delays, regional activity center sizes, …
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Tier Two: Project Significance Criteria
Project Type – The project includes a highway, rail, bus, technology or large
scale travel demand management investment.
Designated Corridors – The project is on a facility in/near Northern Virginia
and included in the Statewide Mobility System; Corridors of Statewide
Significance; in a Super NoVA corridor; or in a TransAction 2040 corridor
High Travel Volume – The project is in a corridor that serves a high volume
of person trips.
Connects Regional Activity Centers (RACs) – The project enhances or
expands transit, HOV/HOT lanes or roadway connections between non-
contiguous regional activity centers (RACs).
Connects Major Facilities – The project enhances or completes connections
between interstate highways, principal arterials or transit stations, park-&-ride
lots, and DCA or IAD airports.
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Tier two: Congestion Reduction Potential
Criteria
Congestion Severity – The project is located in a heavily congested corridor.
Congestion Duration – The project corridor experiences moderate to heavy
congestion for multiple hours of the day.
Person Hours of Delay – The project is located in a corridor with significant
person hours of delay.
Adds Capacity – The project adds person moving capacity to a congested
location, facility or corridor.
Reduces Vehicle Trips – The project has the potential to reduce vehicle trips
on a congested facility or corridor.
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Tier Two: Homeland Security Mobility
Criteria
Facility and Operational Improvements – The project improves regional
mobility in the event of a homeland security emergency.
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Project Selection Model Application
Establish the relative weights for each sub-criteria/project attribute
using the stakeholder input
Assess each nominated investment package against all 11 sub-
criteria/project attributes
Determine the total score for each nominated investment package
The total score informs the selection of a finite number of qualified
projects to be evaluated in this study
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Stakeholder Input Session
16 of 18 stakeholder jurisdictions and agencies participated in a
session assessing the relative importance of the 3 criteria categories
and the 11 sub-criteria / attributes in the Project Selection Model
Fairfax County Prince William County Arlington County
Loudoun County City of Alexandria City of Manassas
City of Fairfax City of Manassas Park City of Falls Church
Town of Leesburg Town of Herndon Town of Dumfries
Washington Metropolitan Area Transit Authority (WMATA)
Virginia Railway Express (VRE)
Potomac and Rappahannock Transportation Commission (PRTC)
Northern Virginia Transportation Commission (NVTC)
Towns of Vienna and Purcellville were unable to participate
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PSM Input – Decision Lens Process
The three criteria categories and the 11 sub-criteria were examined in a
pair-wise comparison
Each stakeholder rated the relative importance of one criterion over the
other in the pair on a scale of 1 through 9
The 3 categories of criteria (Project Significance, Congestion Reduction,
and Improve Emergency Mobility) were examined in 3 pair-wise
comparisons
The five sub-criteria for Project Significance were examined in 10
pair-wise comparisons
The five sub-criteria for Congestion Reduction Potential were examined
in 10 pair-wise comparisons
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Alternative Methods of Using Input
Stakeholder input used to establish the relative weight of each criteria
3 alternative methods of using stakeholder input were examined
Equal Weights – input from each of the 16 stakeholders are weighted equally
Population / Ridership Weights
Input of the jurisdictional representatives is weighted by the jurisdiction's
population
Input of the transit agency representatives is weighted by the annual
ridership of the service providers they represent
Transit agency inputs accounts for 18.4% of the combined inputs – based
on the peak period transit mode share from the TPB model
NVTA Voting Rule
Equal inputs of the NVTA voting members (four counties and five cities)
Considers the voting process as enunciated in the NVTA Bylaws
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Comparing Weighted Results
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Category Attribute Overall Category Attribute Overall Category Attribute Overall
Project Significance 55% 56% 55%
Project Type 5% 3% 6% 3% 6% 3%
Designated Corridors 24% 13% 23% 13% 23% 13%
High Travel Volume 28% 15% 27% 15% 27% 15%
Connects RACs 31% 17% 28% 16% 29% 16%
Connects Major Facilities 12% 7% 16% 9% 14% 8%
100% 55% 100% 56% 100% 55%
Congestion Reduction Potential 38% 35% 36%
Congestion Severity 19% 7% 12% 4% 16% 6%
Congestion Duration 30% 11% 20% 7% 25% 9%
Person Hours of Delay 22% 8% 22% 8% 22% 8%
Adds Capacity 20% 8% 28% 10% 24% 9%
Reduces Vehicle Trips 9% 3% 17% 6% 13% 5%
100% 38% 100% 35% 100% 36%
Homeland Security Mobility 8% 9% 8%
Facility Improvements 100% 8% 100% 9% 100% 8%
Total 100% 100% 100% 100% 100% 100%
Category-AttributePopulation/Ridership Weights NVTA Voting Weights Blended Weights
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Recommended Project Selection Weights
Use the Blended Weighting method for the PSM Uses the inputs of all NoVA jurisdictions and transit agencies with extra weight on NVTA
Voting members
Consistent with CTB and NVTA outlooks
Recognizes the considerations of the transit agencies explicitly
Highlights of the recommended weighting method:
Project Significance category was rated higher than Congestion Reduction
Potential category (55% to 36%)
Reasonable mix of Project Significance and Congestion Reduction attributes in
the overall project selection set
Connects Regional Activity Centers (16%)
High Volume Corridors (15%)
Designated Corridors (13%)
Congestion Duration (9%)
Adds Capacity (9%)
Person Hours of Delay (8%)
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THANKS!
Evaluation and Rating of Significant Transportation Projects in Northern Virginia
Project Selection Model
December 12, 2013
Questions / Comments
AGENDA ITEM #9 TO: Chairman McKay and NVTC Commissioners FROM: Kelley Coyner and Rhonda Gilchrest DATE: January 2, 2014 SUBJECT: VRE A. Report from the VRE Operations Board and VRE Chief Executive Officer
VRE staff will be present to address items in the VRE CEO’s report. The CEO December 2013 Report and the Minutes of the December 20, 2013 VRE Operations Board Meeting are attached. VRE staff will provide an update on the track access funding issue. (A letter from Department of Rail and Public Transportation Director Thelma Drake is attached.)
B. Joint VRE Audit Committee Update and Action
Recommended Action: Approve Resolution #2234: Authorization to Issue a RFP for Management Audit Services. Background: The VRE Operations Board took action at its December 20th meeting to recommend that the Commissions issue a RFP to procure Management Audit Services. The Executive Directors of the two Commissions will serve as selection officials and make a recommendation to the Joint Audit Committee on selection of a consultant. In addition, they will oversee the conduct of the management audit.
C. VRE Revised FY 2014 and FY 2015 VRE Operating and Capital Budgets to the Jurisdictions Recommended Action: Resolution #2235: Approve and Distribute the VRE Revised FY 2014 and FY 2015 VRE Operating and Capital Budgets.
Background: The Preliminary FY 2015 VRE Operating and Capital Budget was reviewed at the August VRE Operations Board meeting and considered at the
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September meeting. The CAO Task Force met on December 12th to present their final recommendations and discuss VRE responses to those recommendations. The FY 2015 budget totals $128 million, with no jurisdictional subsidy increase and no fare increase. Before considering the action, the Commission will receive an update on the status of HB2313 issues as they relate to the rail car project.
D. Approval of VRE Project List to the Northern Virginia Transportation Authority (NVTA) for FY 2014-16 Funding Consideration
Recommended Action: Resolution #2236: Approve the VRE Project List to NVTA for FY 2014-16 Funding Consideration
Background: On December 12th NVTA issued a Call for Projects for consideration for funding for the unallocated FY 2014 revenues as well as expected FY 2015-2016 revenues. Project submissions are due to NVTA on January 31, 2014. NVTA will determine the final project list to release for public comments at an as yet to be determined public hearing. The following VRE Projects increase VRE capacity and are recommended to be forwarded to NVTA for considerations. The costs are preliminary estimates and detailed budgets will be developed if the project is selected or funding.
1. Slaters Lane crossover and signals ($7 million) 2. VRE Rippon platform extension and second platform ($15 million) 3. VRE Manassas Park station parking expansion (parking structure and
pedestrian connection) ($19 million) 4. VRE Crystal City platform expansion study ($2 million) 5. VRE Franconia-Springfield platform expansion ($5 million) 6. Franconia-Springfield to Woodbridge third track ($50 million)
The VRE Operations Board recommends that the Commissions authorize the VRE CEO to submit the projects for funding and to execute all project agreements on behalf of the Commissions. NVTC will provide oversight for the Commissions on the reimbursement of project expenditures.
E. Authorization to Award of Contract for Banking Services and a Line of Credit
Recommended Action: Resolution #2237: Authorization to Award of Contract for Banking Services and a Line of Credit
Background: Following a RFP procurement process, the top three firms were interviewed by the Technical Evaluation Team from VRE and PRTC. PNC Bank was determined to be technically compliant and provided the best combination of services and price, in accordance with the qualifications established in the RFP. The new contract will be for a three year base year and two options years, with the VRE CEO exercising the option years at his discretion. The total contract value for the five-year period will not exceed $20,000, which includes a cushion for higher
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transaction levels during the contract period or the use of additional services. The contract includes a provision for a $1 million line of credit. This authorization allows the transition to begin to the new provider of banking services and to extend the current contractual arrangement with SunTrust for up to an additional three months, if needed, to assure a smooth transition for all services. This action awards a contract to VRE only and seeks Commission approval for the VRE CEO to execute this contract and sign all associated documents. The fees for banking services are paid either as a deduction from interest earnings or debited directly from VRE’s operating account. Funds are allocated in the FY 2014 budget based on estimated costs. Funding for future years will be included in those annual budgets.
F. Amend VRE 2014 Legislative Agenda Recommended Action: Resolution #2238: Amendment to the Approved 2014 VRE Legislative Agenda. Background: On December 20th, the VRE Operations Board voted to amend the 2014 VRE Legislative Agenda to seek changes to the weighted voting legislation adopted in the 2013 General Assembly session. At the November 15, 2013 VRE Operations Board Meeting the Board approved the 2014 Legislative Agenda; however, the Board also indicated that further discussion was warranted with regard to the upcoming changes to the weighted voting formula and whether pursuit of changes to the legislation should be included in an amended 2014 Legislative Agenda.
DECEMBER 2013
2 ON TIME PERFORMANCE
3 RIDERSHIP UPDATE
MONTHLY CITATIONS UPDATE
4 RIDERSHIP CHART
5 PERFORMANCE CHART
6 TRAIN UTILIZATION
7 PARKING UTILIZATION
8 FINANCIAL REPORT MONTHLY FINANCIAL REPORT9 OPERATING BUDGET REPORT
10 GENERAL INFORMATION LEGISLATIVE UPDATE CAPITAL COMMITTEE UPDATE BICYCLE COUNTS PER STATION
11 PLANNING LONG BRIDGE STUDY UPDATE
12 CAPITAL PROJECTS BROAD RUN PARKING EXPANSION BROAD RUN TRAIN WASH L’ENFANT STORAGE TRACK SPOTSYLVANIA KING STREET PEDESTRIAN TUNNEL PROJECT LORTON PLATFORM EXTENSION13 FACILITIES UPDATE
RAIL OPERATIONS SAFETY UPDATE
14 PROGRESS REPORT / PROJECTS UNDERWAY
CEO REPORT / DEC. 2013
Keolis wrote 241 citations during the month of November, 59 more than October.
VRE waived 62 tickets aft er riders showed proof of purchase of a monthly ticket. Additionally, another 41 tickets were waived either for system errors, requests of the conductor or TVM issues. Of the remaining 138 citations that went to court, 50 cases were found to be guilty, 21 were prepaid, 13 were continued on to a later date. 54 were dismissed and no one was found not guilty.
Recovering from the government shutdown that dampened ridership in October, VRE carried an average of 19,166 riders per day in November and topped 20,000 on four diff erent days. So even with fi ve fewer service days, our total ridership for November was only down about 19,000 riders for the month compared with last month.
VRE ACTIONSWAIVED CITATIONS
CEO REPORT/ DECEMBER 2013 3
Waived - Passenger had proof of monthly ticketWaived - Per request of conductorWaived - Special circumstances
TOTAL
OCCURANCES62833
103
FARE EVASIONCOURT ACTIONS
RIDERSHIP MONTH TO MONTH COMPARISON
November 2013 349,013
November 2012 366,941
Service Days (Current/Prior) 19*/20*
Percentage Change -0.12%*includes one “S” schedule day
Guilty
Not GuiltyDismissedCont. to Next Court DatePrepaid Prior to Court DateGuilty in Absen a
DECEMBER
4 CEO REPORT/ DECEMBER 2013
NOTE: Adjusted Averages and Totals include all VRE trips taken on Amtrak trains, but do not include “S” schedule days.
* designates “S” schedule day
Date MSSAM MSS PM Total
MSS
ActualOTPTD
FBGAM FBG PM FBG
Total
ActualOTPTD
Total Trips ActualOTPTD
1 3,968 3,593 7,561 100% 4,210 4,175 8,385 100% 15,946 100%2 3 4 4,799 4,485 9,284 88% 5,087 5,166 10,253 100% 19,537 93%5 4,588 4,395 8,982 100% 4,942 5,285 10,227 100% 19,209 100%6 4,742 4,917 9,659 100% 5,202 5,503 10,704 93% 20,363 97%7 4,754 4,745 9,499 100% 5,085 5,227 10,312 100% 19,812 100%8 3,752 3,907 7,659 100% 4,222 4,029 8,251 93% 15,910 97%9
10 11 12 4,598 4,757 9,356 100% 5,087 5,120 10,207 100% 19,563 100%13 4,566 4,944 9,509 100% 5,513 5,291 10,804 93% 20,314 97%14 4,782 4,484 9,266 100% 5,256 5118 10,374 100% 19,640 100%15 4,131 3,925 8,055 100% 4,134 4,389 8,523 100% 16,578 100%16 17 18 4,564 4,520 9,084 100% 5,144 5,197 10,341 100% 19,425 100%19 4,827 4,966 9,794 94% 5,640 5,393 11,033 79% 20,827 87%20 4,819 4,843 9,662 94% 5,207 5,451 10,658 93% 20,320 93%21 4,821 4,856 9,677 94% 5,324 5,176 10,500 93% 20,178 93%22 3,799 4,078 7,876 81% 4,348 4,424 8,772 100% 16,648 90%23 24 25 4,670 4,342 9,012 94% 4,837 5,020 9,857 100% 18,869 97%26 4,261 4,371 8,632 100% 4,576 4,854 9,430 93% 18,062 97%27 3,646 3,274 6,920 94% 3,850 4,360 8,210 93% 15,130 93%28
29* 943 997 1,940 100% 1,010 1,072 2,081 100% 4,022 100%30
81,030 80,399 161,429 97% 88,673 90,252 178,925 96% 340,353 96%
Amtrak Trains: 490 Amtrak Trains: 8,170Adjusted
Total:
Adjusted total: 159,978 Adjusted Total: 185,013 344,992
Trips This Month: 349,013
Prior Total FY-2014: 1,572,585
Total Trips FY-2014: 1,921,598
Total Prior Years: 62,422,463
Grand Total: 64,344,061
# of Service Days: 18 Total
Manassas Daily Avg. Trips: 8,496 Adjusted Avg.: 8888
Fred'burg Daily Avg. Trips: 9,417 Adjusted Avg.: 10279
Total Avg. Daily Trips: 17,913 Adjusted Avg.: 19,166
TotalNumber of ServiceDays To Date: 106
AverageDaily Riders To Date: 18,128
CEO REPORT/ DECEMBER 2013 5
SYSTEM PERFORMANCE
PERFORMANCE BY LINE
100%
100%
95%
95%
90%
90%
85%
85%
DECEMBER
6 CEO REPORT/ DECEMBER 2013
FREDERICKSBURG LINE
MANASSAS LINE
Capacity
Capacity
CEO REPORT/ DECEMBER 2013 7
FREDERICKSBURG LINE
MANASSAS LINE
Park
ing
Spac
esPa
rkin
g Sp
aces
0200400
600800
10001200
14001600
DECEMBERParking Spaces
Parking Spaces
No. of spaces No. in use
No. in useNo. of spaces
Thes
e fi g
ures
are p
relim
inar
y an
d un
audi
ted.
A copy of the November 2013 Operating Budget Report is attached.
Fare income for the month was $344,002 above the budget – a favorable variance of 12.42%. Th e cumulative variance for the year is 4.88% or $746,674 above the adopted budget. Revenue in FY 2014 is up 13.3% compared
to FY 2013. Th e government shutdown in October did not have a material eff ect on fare revenue.
A summary of the fi nancial results (unaudited) follows. Detail on the major revenue and expense categories is provided in the attached Operating Budget Report.
8 CEO REPORT/ DECEMBER 2013
Opera ng Ra o
Budgeted Revenue YTD
Budgeted Expenses YTDOpera ng Expenses YTD
Percent Collected YTD
Percent Expended YTD
Cumula ve Variance
Cumula ve Variance
Actual Revenue YTD33,309,554
34,197,023
1,877,356 1,877,35632,319,667
34,583,7971,274,243 1,274,243
55%
40.70%
41.79% 39.49%
42.26%
58%
3,151,599
CEO REPORT/ DECEMBER 2013 9
DECEMBERCURR. MO. CURR. MO. YTD YTD YTD VARIANCE
ACTUAL BUDGET ACTUAL BUDGET $ %
OPERATING REVENUE
Passenger Ticket Revenue 3,114,520 2,770,518 16,057,431 15,310,757 746,674 4.9%Other Operating Revenue 27,012 12,566 77,752 69,442 8,310 12.0%Subtotal Operating Revenue 3,141,532 2,783,084 16,135,183 15,380,199 754,984 4.9%
Jurisdictional Subsidy (1) - - 8,360,923 8,360,923 - 0.0%Federal/State/Other Jurisdictional Subsidy 1,364,684 1,291,193 10,077,039 9,562,031 515,008 5.4%Appropriation from Reserve - - - - - 0.0%Interest Income 2,077 1,158 10,651 6,400 4,251 66.4%Total Operating Revenue 4,508,293 4,075,435 34,583,797 33,309,554 1,274,242 3.8%
OPERATING EXPENSES
Departmental Operating Expenses 4,965,524 4,884,095 27,762,894 29,640,251 1,877,357 6.3%Debt Service 1,058,450 1,058,450 4,556,772 4,556,772 - 0.0%Other Non-Departmental Expenses - - - - - Total Operating Expenses 6,023,974 5,942,545 32,319,666 34,197,023 1,877,357 5.5%
NET INCOME (LOSS) FROM OPERATIONS (1,515,681) (1,867,110) 2,264,131 (887,468) 3,151,599
CALCULATED OPERATING RATIO 58%
(1) Total jurisdictional subsidy is $16,428,800. Portion shown is attributed to Operating Fund only.
FY 2014 OPERATING BUDGET REPORTNOVEMBER, 2013
LEGISLATIVE UPDATE
On January 1, 2013 when the American Taxpayer Relief Act of 2012 was signed into law, the transit commuter benefi t was restored to the same level as the benefi t for parking, to $245 per month.
Regrettably, the increase in the transit benefi t is only temporary - it will revert back to $125 on January 1, 2014, unless Congress enacts new legislation to make the increase permanent or extend it for an additional period of time. In comparison, the monthly limit for the parking portion of the commuter benefi t, which also increased to $245, is a permanent part of the tax code and could receive another automatic cost of living increase on January 1, 2014.
Legislation was recently introduced in both the House and the Senate that would create permanent parity between the parking and transit portions of the commuter benefi t. However, it does not look as if it will be taken up before the end of the year.
For VRE, nearly 65% of our patrons take advantage of the benefi t to some degree (not all receive the maximum $245 per month). Having that benefi t slashed practically in half could have an impact on ridership.
CAPITAL COMMITTEE UPDATE
In November, the Capital Committee met to review the funding sources and key decisions that will impact the FY 2015 to FY 2020 capital improvement program (CIP), which will be presented to the Operations Board in December and the Commissions in January. Th is meeting concluded the work of the Committee for the FY 2015 budget year. Th e Committee will begin work again for the development of the FY 2016 budget.
BICYCLE COUNTS PER STATION - NOVEMBER 2013
Backlick Road - 1Broad Run - 1Brooke - 0Burke Centre - 3Franconia/Springfi eld - 14*
*(bike riders of VRE and Metro cannot be diff erentiated)
10 CEO REPORT/ DECEMBER 2013
Fredericksburg -5Leeland Road - 0Lorton - 0Manassas - 6Manassas Park - 2
Quantico - 7Rippon - 2Rolling Road - 1Woodbridge - 0
CEO REPORT/ DECEMBER 2013 11
LONG BRIDGE STUDY UPDATE
Th e District Department of Transportation (DDOT) and Federal Railroad Administration (FRA) held a fi nal public meeting on December 5, 2013 to gain input on the bridge alternatives that have been developed to expand the railroad capacity across the Potomac River. CSX owns the existing two-track railroad bridge crossing.
Five alternatives for constructing a new bridge are under consideration as well as a no-build alternative. All fi ve build alternatives include four tracks for shared commuter rail, intercity and freight use as well as a pedestrian and bicycle trail crossing. Of the fi ve alternatives, four are replacement bridges while one is a tunnel alternative. Th ree of the bridge alternatives also include either a streetcar crossing or streetcar-general purpose (e.g., cars, buses) lanes in addition to the passenger-freight rail and pedestrian crossing. Estimated costs range from approximately $425 million for a rail-only bridge to $2.7 billion for a tunnel option.
DDOT and FRA have also evaluated the operational capacity of the existing two-track bridge and the proposed four-track expansion relative to existing and future commuter rail, intercity and freight operations. Th e analysis indicates the existing bridge is nearing its practical capacity in the AM and PM peak periods. Future commuter rail and intercity peak period volumes are assumed to increase by about 70%, from 36 trains to 62 trains, while peak freight volumes are expected to increase from an average of 5 trains to 8 trains. Future commuter and inter-city train volumes are projected to be nearly eight times that of freight volumes in the peak periods and four times greater on a daily basis, refl ecting the greater role anticipated for commuter and intercity rail in the future regional travel network. Th e signifi cant increase in expected passenger rail volumes also highlights the need to continue the planning process beyond the conclusion of the current study and advance discussions between commuter rail, intercity rail and freight stakeholders to ensure a solution is in place as rail capacity needs continue to grow.
Th e existing study is scheduled to be complete in early 2014. Additional analysis and refi nement of the fi ve build alternatives is expected to continue as well as discussions among stakeholders about funding sources and future bridge infrastructure ownership. Completion of a National Environmental Policy Act (NEPA) analysis is also expected.
DECEMBERPLANNING
12 CEO REPORT/ DECEMBER 2013
BROAD RUN PARKING EXPANSION
VRE received 30% design plans that we are currently reviewing. Once the FTA approves the environmental Categorical Exclusion (CE) application, design work will resume with the next milestone review at the 60% level.
BROAD RUN TRAIN WASH
Preliminary site survey work was completed this month and VRE is currently reviewing the 90% design plans.
L’ENFANT STORAGE TRACK
VRE will meet with CSX soon to review the fi nal design and approve the scope of work. As part of the fi nal design and approval work, VRE received approval by CSX to attach wayside power conduits to the stone bridge abument at 6th Street. PEPCO is designing the Virginia Avenue electric service and HDR is making fi nal revisions to the wayside power design. Once complete, the wayside power design will be submitted to CSX for review and approval.
SPOTSYLVANIA
VRE has issued construction contracts for both the station and third track. Once the land purchase is completed by Spotsylvania County, VRE can issue notice to proceed (NTP) and construction work can begin. In the mean time, utility relocation and fi nalizing signal design work continues. Th e pre-construction kick off meeting for the third track construction will be held on December 19th for all stakeholders.
ALEXANDRIA KING STREET PEDESTRIAN TUNNEL PROJECT
VDOT has completed the pre-award audit evaluations, therefore, VRE we will be moving forward with selecting the fi rm to conduct the design work. Th e project team is moving forward to accomplish following milestones: • NEPA Documentation – Complete December 2012 - Complete • Public Information Meeting – Spring 2013 – Complete • Geotechnical investigation and utility locating – January 2014 • Design – Targeted completion is March 2014 • Construction Advertisement – June 2014 • Construction – Complete 2015
LORTON PLATFORM EXTENSION
VRE is prepared to issue an IFB on December 15, 2013, with construction expected to commence during the spring of 2014. Th is project will extend the existing platform at the VRE Lorton Station by approximately 256 feet to accommodate longer VRE trains. VRE is currently coordinating with CenturyLink to relocate a communication line in the project area.
FACILITIES UPDATE
VRE facilities team has multiple projects underway. Projects completed within the past month include:
1. Regrade the gravel lot south of Lot G in Fredericksburg 2. Elevator hoist-way reapirs at Franconia Springfi eld Station 3. Roof repairs at Woodbridge Station 4. Replaced station sign and upgraded lighting at Manassas Park 5. Applied building location identifi ers at Broad Run and Crossroads Maintenance and Storage Facilities 6. Paint hallways and select offi ces at VRE headquarters 7. Cleaned elevator shaft windows at Woodbridge
Other projects scheduled for completion by the end of the 1st quarter of calendar year 2014:
1. Elevator cab and hoist-way rehabiliation at Rippon and Franconia Springfi eld stations 2. Roof repairs at Rippon Station 3. Remove discarded ties and asphalt from the right of ways at various locations within the service area 4. Install portable generator connections at all stations with elevators; long term all stations will be equipped for portable generator operations 5. Correct drainage pipe slope at Crossroads maintenance and storage facility
In addition to the above projects, the facilities team has been working on winterization of the station and maintenance facilities.
SAFETY UPDATE
In November, we deployed a program that provides unique identifying signage on each of the buildings within our Maintenance complexes.
Th e program is designed to not only provide quicker reference points for fi rst responders but materials are provided to them with location specifi c information such as typical staffi ng levels, the presence of hazarous or combustible materials and other information that could be valuable in an emergency.
CEO REPORT/ DECEMBER 2013 13
DECEMBER
Project & Code Description Task Task Description ProjectManager
Board Item Number
% of Total Task
Completion
TaskCompletionDate (Est.)
Feasibility StudyPrepare a feasibility study with limited survey
to investigate challenges associated with designing, permitting and constructing a
tunnel under a live CSX track.
RichDalton 8C-05-2012 95% 2nd Quarter
2013
Site InvestigationCompile soils data and perform in-situ testing to prepare for final design phase and provide
VDOT with environmental information.
RichDalton 10% 3rd Quarter
2013R
Design & Construction
(Future)Future Design & Construction n/a TDB 0% 4th Quarter
2014
Washington UnionTerminal Rail
ServiceImprovement Plan
Joint study with Amtrak and MARC re: meeting current and forecasted growth
for target years 2017 and 2030.
ChristineHoeffner 100% Completed
Coach Yard Wayside Power
Upgrade
Upgrade and replace wayside power station for VRE storage tracks at the
Coach yard
RichDalton 100% Completed
WUT Canopy Roof Repairs
Repairs of canopy roof at WUT lower level platforms
RichDalton 60% 4th Quarter
2013
Alexandria - King St Station Platform
ElevationRaise west platform elevation Rich
Dalton 0% 3rd Quarter 2014
Broad Run Parking
Expansion
Environmental Analysis and Engineering to
expand parking by 700 spaces
EA & PE Environmental Analysis and Engineering to expand parking by 700 spaces
EricJohnson 11D-04-2011 30% 2nd Quarter
20143
Repairs & Improvements
Infrastructure repairs and improvements to eastern platform and passenger
walkway at VRE Franconia-Springfield Station.
Kip Foster 9F-06-2011 100% Completed
Flagging Services & Protection
Provide flagging services during platform level repairs and overhead
pedestrian bridge work.Kip Foster 9G-06-2011 Complete Completed
PE and Environmental
EA and PE to extend the exiting platform and construct a second platform.
EricJohnson 10A–10-2010 100%
Completed4th Quarter
2012
Station Expansion Design
Prepare construction documents for 250' platform expansion with upgraded
LED lighting
EricJohnson 8B–05-2012 100% 2nd Quarter
2013
Rolling Road Platform
Extension
Station Design Design of the new platform and head house. Kip Foster 9F-06-2012 &
9G-06-2012 100% Complete
StationConstruction
Construction of the new platform and head house. Kip Foster 9F-05-2013 0% 2nd Quarter
2014
To make repairs & improvements to the Franconia Springfield
Station Eastern Platform & Passenger Walkway
COMMUTER STATION
Amtrak Joint Recapitalization
Project
Amtrak and VRE joint benefit recapitalization
projects
Alexandria - King St Pedestrian
Tunnel
Design and installation of a new pedestrian tunnel
between the VRE/Amtrak and METRO stations and modifications to eastern platform to allow service
from Track #1.
Franconia-Springfield Station
Rehabilitation
Lorton Station Expansion
Expansion of station by extending eastern
platform and adding a second platform
SpotsylvaniaStation (New
Station)
Development of a new VRE station in
Spotsylvania County (Station Only, NO Parking) near the Crossroads Yard
14 CEO REPORT/ DECEMBER 2013
CEO REPORT/ DECEMBER 2013 15
DECEMBERStatus Change Order, Budget & Schedule
Change Notes & Updates VendorTotal Adopted CIP Budget Thru FY14
($)
Total Board ApprovedFunds ($)
ContractualCommitments To-Date ($)
TotalExpenditures To-Date ($)
Feasibility study was distributed to stakeholders Jan 2013. Comments received from all stakeholders. Preparing final draft addressing comments.
Preparing for final design once VDOT provides approval of use of GEC contract.
AECOM $ 162,711 $ 147,919 $ 140,487
Right of entry permits were submitted in April to CSX & WMATA. Soil sample work pending CSX scheduling a flag person. AECOM $ 79,321 $ 76,650 $ 5,691
In the process of selecting one of the GEC VI to complete the design. n/a $ - $ - $ - $ -
TOTALS $ 10,226,000 $ 242,032 $ 224,569 $ 146,178
Final plan complete. Last invoice received 10/31/12; awaiting final invoice. Amtrak $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 985,995
Project completed and is in use. Last invoice received 4/12/2013 Amtrak $ 750,000 $ 750,000 $ 750,000 $ 515,968
Amtrak has spent all allocated budget, but performed only 60% of the work. Amtrak requesting additional $300k to complete the project.
Project has been stopped pending reconciliation between VRE and Amtrak of work performed to date and work needed
to complete project.
Amtrak $ 600,000 $ 600,000 $ 600,000 $ 403,617
Project scoping underway. Amtrak is in the process of writing an agreement to be submitted to VRE for review. Amtrak $ 278,867 $ 278,867 $ - $ -
TOTALS $ 2,628,867 $ 2,628,867 $ 2,350,000 $ 1,905,580
30% design submitted. Awaiting FTA approval of CE application submitted in August. 60% design effort will begin after CE approval is obtained. Dewberry $ 3,420,000 $ 2,031,263 $ 1,846,603 $ 384,272
TOTALS $ 3,420,000 $ 2,031,263 $ 1,846,603 $ 384,272
Substantial Completion and owner occupancy in June. Punchlist complete.Fairfax County Permit closed out. Contract closeout underway.
Change Order # 1, Canopy Roof/Gutters/Downspouts, $39,230 ---
Change Order # 2, Stringer Repair/Replacement, $47,440 ---Change Order # 3, Structural Steel
VistaContracting,
Inc. $ 455,950 $ 443,852 $ 437,637
No additional flagging expected. Force account estimate for flagging in the amount of $124,765. CSX Trans. $ 132,000 $ 124,765 $ 27,842
TOTALS $ 522,000 $ 587,950 $ 568,617 $ 465,479
Completed HDR $ 306,350 $ 278,500 $ 271,476
Building plans and site plan approved. IFB for construction is prepared for issuance in December. Coordinating with CSX regarding force account agreement for flagging services and with CenturyLink for relocation of
communications line.
HDR $ 103,400 $ 94,000 $ 81,362
TOTALS $ 2,820,000 $ 409,750 $ 372,500 $ 352,838
TOTALS $ - $ - $ - $ -
Permitting almost complete with Spotsylvania County. STV $ 405,912 $ 369,011 $ 205,332
Contract executed and CE issued by FHWA. NTP to be issued once Construction Agreement in place with CSX and County acquires land.
HammerheadConstruction $ 2,583,900 $ 2,349,000 $ 51,638
TOTALS $ 3,422,500 $ 2,989,812 $ 2,718,011 $ 256,970
$ 522,000
$ 2,820,000
N & PARKING PROJECTS
$ 10,226,000
$ 3,422,500
Project & Code Description Task Task Description ProjectManager
Board ItemNumber
% of TotalTask
Completion
TaskCompletionDate (Est.)
Storage TrackConstruction
Construct ~1,400 of track north of L'EnfantStation Eric Johnson 8B 10 2006 100% Complete
Wayside PowerDesign
Design wayside power for stored train sets Eric Johnson 90% 4th Quarter2013
Wayside PowerConstruction
Construction of wayside power for stored trainsets Eric Johnson N/A 30% 2nd Quarter
2014
Air CompressorProcurement
Procurement and installation of air compressorequipment for new storage track air system
(eVA).Eric Johnson N/A 100% Complete
Cab Signal Instal.from CP RO to CP
Virginia Ave.
Installation of cab signals from MP CFP 110.1 toMP CFP 112.2. Eric Johnson 8A 04 2009 100% Complete
Switch &Signalization Design
Design of storage track switches and signals Eric Johnson 9B 06 2011 90% 4th Quarter2013
Third Track CivilDesign
Environmental Analysis and Final Design Kip Foster 100% Complete
Third Track SignalDesign
Signal design and engineering support Kip Foster 9E 06 2012 75% 4th Quarter2013
Track & SignalConstruction
Construction of Signals Kip Foster 9H 09 2013 0% n/a
Track Work &Structures
Construction of Track & Structures Kip Foster 9C 06 2013 0%Phase 1
2nd Quarter /Phase 2
4th Quarter 2014
C \U \ l \A D t \L l\Mi ft\Wi d \T I t t
TRACK & INFRAST
L'Enfant StorageTrack
Construct ~1,400 feet ofStorage Track North of theL'Enfant Station Platform,including Wayside Power(Capacity of 2 Trainsets)
Crossroads toHamilton ThirdTrack (For NewSpotsy Station)
Construct approximately2.5 miles of third track
leading to the newSpotsylvania Station
Project & Code Description Task Task Description ProjectManager
Board ItemNumber
% of TotalTask
Completion
TaskCompletionDate (Est.)
Com. CabinetsUpgrade
John Duque 9B 01 2013 99% 4th Quarter2013
G/H ExpansionAnalysis (Feasibility)
Develop expansion alternatives for VRE Service toG/H
ChristineHoeffner
Complete Complete
G/H Expansion PEand EA
Perform modeling, environmental analysis arepreliminary engineering
ChristineHoeffner
0% 2nd Quarter2016
Construction(Future)
Future Track Construction TBD 0% TBD
Mobile Ticketing Chris Henry
System Planning ChristineHoeffner
63% 4th Quarter2013Prepare system plan to cover 20+ year planning horizon
PLANNING, COMMUNICATIONS
Communication cabinets at VRE stations to be equipped with an air conditioning (AC)unit and an uninterruptible power supply (UPS) unit for temperature control and power
redundancy and surge fault protection.
GainesvilleHaymarketExpansionPlanning
Expansion of VRE Service toGainesville & Haymarket,
VA
16 CEO REPORT/ DECEMBER 2013
CEO REPORT/ DECEMBER 2013 17
DECEMBERStatus Change Order, Budget & Schedule Change
Notes & UpdatesVendor
Total AdoptedCIP Budget
Thru FY14 ($)
Total BoardApprovedFunds ($)
ContractualCommitments
To Date ($)
TotalExpendituresTo Date ($)
Track Complete n/a CSX Trans. $ 830,000 $ 706,000 $ 442,794
VRE issued Notice to Proceed to PEPCO to initiate design of electric service on Virginia Avenue.HDR revising wayside power design to reflect new location of electric service.
Supplement to GEC V Task Order 7 in the amount of$8,600 executed in late December 2012. HDR $ $ 50,925 $ 40,504
Wayside power construction to follow PEPCO's design and construction of electric service. NVE $ $ 688,480 $ 208,390
Air compressor system delivered and stored at Crossroads Yard. Installation no longer includedin scope of work. Investigating alternate uses for equipment.
KaeserCompressors,
Inc.$ $ 37,531 $ 37,531
Signal cutover completed weekend of October 24, 2009. Attended site visit with DRPT and CSXin mid January required for grant reimbursement.
Total project budget $1,260,000. VRE share$882,000 (70%). CSX Trans. $ 1,260,000 $ 1,260,000 $ 497,744
CSX previously anticipated completion of track and signal modification design in May 2013.Design work continues as of early December. CSX anticipates completing the L’Enfant Storage
Track design in approximately one month.CSX Trans. $ 250,000 $ 225,000 $ 125,792
TOTALS $ 3,219,000 $ 2,340,000 $ 2,967,936 $ 1,352,755
Permitting complete, waiting for NTP in order to initiate agency construction notifications.Design plans circulated for signature. Final Revision completed. Construction Plans being
circulated to contractors and other stakeholders.STV $ 817,703 $ 743,366 $ 396,034
CSX FA cost estimate finalized last month. Coordination with utilities and relocation effortsunderway. Waiting for CSX Construction Agreement execution. Signal Design for Phase 1
complete. Signal Design for Phase 2 estimated to be complete within the month.CSX Trans. $ 1,009,800 $ 917,400 $
30% design submitted. Awaiting FTA approval of CE application submitted in August. 60%design effort will begin after CE approval is obtained. CSX Trans. $ 20,522,611 $ $
Contract executed and CE issued by FTA. NTP to be issued once CSX Construction AgreementExecuted and County acquires land.
AbernathyConstruction
Corp$ 8,880,073 $ 8,072,794 $ 110,537
TOTALS $ 32,500,000 $ 31,230,187 $ 9,733,560 $ 506,571
TAB 2
TRUCTURE PROJECTS
$ 32,500,000
$ 3,219,000
Status Change Order, Budget & Schedule ChangeNotes & Updates
VendorTotal Adopted
CIP BudgetThru FY14 ($)
Total BoardApprovedFunds ($)
ContractualCommitments
To Date ($)
TotalExpendituresTo Date ($)
Rio Prime was able to proceed with the work at Union Station11/27/2013. The new cabinet was installed successfully. All devices weremoved to the new cabinet. Two punch list items will be resolved by Rio
Prime as soon as possible.
Change order 01 $4,112 Rio Prime $ 138,150 $ 151,965 $ 142,307 $ 117,111
TOTALS $ 138,150 $ 151,965 $ 142,307 $ 117,111
Feasibility Study Completed on 9/28/2009Aerial Survey Deferred to NEPA/PE. Revised
Consultant Responsibility for Cost Estimating fromBelstar to VHB/DMJM
VHB $ 1,537,338 $ 1,397,338 $ 1,042,749
Contract award awaiting execution of match Addendum between VRE and NS and grant NTP.VRE sent agreement to NS for signature on 1/08/13. VRE requested grant extension from DRPT
2/7/13. VRE also pursuing additional funding from various available sources.
VRE requested grant extension from DRPT 2/7/13.NVTA approved $1.5M in FY14 funds for project. STV/RWA $ 2,749,076 $ 2,499,160 $
Future Construction Related to Expansion Funding Sources TBD TBD $ $ $
TOTALS $ 4,286,414 $ 4,286,414 $ 3,896,498 $ 1,042,749
TOTALS $ $ $ $
Work is progressing on schedule. Next milestone is October 2013 VRE OpsBoard presentation of draft plan recommendations.
P.B. $ 150,000 $ 150,000 $ 150,000 $ 34,470
30% design submitted. Awaiting FTA approval of CE application submitted in August. 60% design effort will begin after CEapproval is obtained. TOTALS $ 150,000 $ 150,000 $ 150,000 $ 34,470
S & INFORMATION TECH. PROJECTS
$ 4,286,414
Project & Code Description Task Task Description ProjectManager
Board ItemNumber
% of TotalTask
Completion
TaskCompletionDate (Est.)
CrossroadsWarehouse Design
Conceptual and final design of newCrossroads warehouse.
Eric Johnson 10D 04 2012 100%Completed4th Quarter
2012
CrossroadsWarehouse
Construction
Construction of new Crossroadswarehouse.
Eric Johnson 11E 04 2011 100%Completed
2nd Quarter2013
Broad Run TrainWash Design
Conceptual and final design of Broad Runtrain wash.
Eric Johnson 9D 06 2012 90% 1st Quarter2014
Broad Run TrainWash Construction
Future Construction/Installation Workrelated to Broad Run train wash
TBD TBD n/a n/a
Yard FallProtection
Kip Foster 9C 01 2013 100% Complete
Yard TieReplacement
Kip Foster 9E 05 2013 100% Complete
YARD
Broad Run YardTrain Wash andCrossroads Yard
Warehouse
Design and construction ofBroad Run Yard train wash
and Crossroads Yardwarehouse.
Installation of fall protection systems at Broad Run and Crossroads yards
Tie replacement at Broad Run and Crossroads yards.
Project & Code Description Task Task Description ProjectManager
Board ItemNumber
% of TotalTask
Completion
TaskCompletionDate (Est.)
New RailcarManufacture (8
cars)Base Order of 8 New Passenger railcars Rich Dalton 10C 01 2012 18% 4th Quarter
2013
New RailcarsEngineeringOversight
On site engineering through warrantyadministration under MEC V task order
STV 0017 under MEC VRich Dalton 9E 02 2012 22%
4th Quarter2013
Positive TrainControl Installationand Infrastructure
Positive Train Control for all locomotives,as mandated by the Rail Safety
Improvement Act of 2008.Rich Dalton 9E 09 2013 0% 4th Quarter
2014
OversightOversight Positive Train Control for alllocomotives, as mandated by the Rail
Safety Improvement Act of 2008.Rich Dalton 9A 03 2013 2% 4th Quarter
2014
ROLLING ST
Positive TrainControl (PTC)
To install and implementPositive Train Control (PTC)
for all VRE Locomotives
PassengerRailcar
Procurement
To Acquire Eight (8) NewRailcars from Sumitomo to
add to the existing VREPassenger Car Fleet
DECEMBERStatus Change Order, Budget & Schedule Change
Notes & UpdatesVendor
Total AdoptedCIP Budget
Thru FY14 ($)
Total BoardApprovedFunds ($)
ContractualCommitments
To Date ($)
TotalExpendituresTo Date ($)
STV Task Order #3 Supplement #1 for$146,414 for additional Crossroads
warehouse engineering servicesSTV/RWA $ 629,248 $ 619,334 $ 619,311
Final payment issued in early April.
Contract Amendment No. 1 Multiple change ordersincreasing Contract amount by $124,409 and Contract time
by nine days. Contract Amendment No. 2 Multiple changeorders increasing Contract amount by $87,774 and Contract
time by 173 days.
TrinityConstructionGroup, Inc.
$ 2,600,000 $ 2,092,364 $ 2,125,632
90% design submitted in late November. Currently under review.Supplement No. 1 Increased contract
amount by $3,864 for third partyconstruction cost estimate.
STV/RWA $ 307,513 $ 283,421 $ 115,394
TBD $ $ $
TOTALS $ 5,723,959 $ 3,536,761 $ 2,995,119 $ 2,860,337
Contract Closeout underway. Change Order / Contract Amendment # 1 increasedcontract amount from $154,072 to $160.442.
Industrial TurnAround
Corporation(ITAC)
$ 230,000 $ 169,482 $ 169,442 $ 149,866
TOTALS $ 230,000 $ 169,482 $ 169,442 $ 149,866
Contract Closeout complete. Board Item 8F 10 2013 increased Board approvedFunding from $434,533 to $449,646 GW Peoples $ 530,000 $ 449,646 $ 449,646 $ 449,646
TOTALS $ 530,000 $ 449,646 $ 449,646 $ 449,646
PROJECTS
$ 5,723,959
Status Change Order, Budget & Schedule ChangeNotes & Updates
VendorTotal Adopted
CIP BudgetThru FY14 ($)
Total BoardApprovedFunds ($)
ContractualCommitments
To Date ($)
TotalExpendituresTo Date ($)
Manufacturing of 8 base order passenger railcars manufacturing is under waycurrently all car body are being assembled
The car numbers are designated as V820 V827; thecars are in final assembly. update 12/4/2013
Weather and tornado distrupted facility andoperation in Rochelle but VRE equipment were not
damaged, production has commenced butanticipate delay in production and possible delivery
SumitomoNippon Sharyo
$ 23,140,000 $ 21,240,000 $
Continuing to provide manufacturing and engineering oversight
STV continues to provide oversight of the carconstruction in IL. STV Completed FAI for Lighting
System at Trans lite . . . Resident inspector active atRochelle operation . . . 12/4/2013
STV $ 1,474,000 $ 1,250,000 $ 716,113
TOTALS $ 24,614,000 $ 24,614,000 $ 22,490,000 $ 716,113
Preparing contract documents for WRE
Authorization to award a sole source contract toWabtec was approved by both Commissions on 10 313, preparing sole source documentation and Scope
of Work updated 12/4/2013
WRE
Task order issued on March 13, 2013 to STV for engineering and oversight work forimplementation. MEC IV Task Order 0026
PTC Implementation oversight Definition PhaseMatrix of tasks was reviewed and approved by VRE
for plan development and preparation underway forscope of work including hardware pricing and
quotes, STV is also developing back office operationupdated 12/4/2013
STV
TOTALS $ 8,821,989 $ 7,980,877 $ 550,645 $ 39,418
TOCK PROJECTS
$ 24,614,000
$ 39,418$ 8,821,989 $ 7,980,877 $ 550,645
DECEMBER
Virginia Railway Express
Board Members Paul Smedberg Chairman Paul Milde Vice-Chairman Jonathan Way Treasurer John Cook Secretary Sharon Bulova Maureen Caddigan Wally Covington John Jenkins Matt Kelly Suhas Naddoni Kevin Page Gary Skinner Bob Thomas Chris Zimmerman Alternates David Awbrey Marc Aveni Brad Ellis Jay Fisette Frank Jones Tim Lovain Michael May Jeff McKay Martin Nohe Benjamin Pitts Susan Stimpson Doug Allen Chief Executive Officer 1500 King Street, Suite 202 Alexandria, VA 22314-2730
M I N U T E S
VRE Operations Board Meeting PRTC Headquarters – Prince William County, Virginia
December 20, 2013
Members Present Jurisdiction Sharon Bulova (NVTC) Fairfax County Maureen Caddigan (PRTC) Prince William County John Cook (NVTC) Fairfax County Wally Covington (PRTC) Prince William County John D. Jenkins (PRTC) Prince William County Matt Kelly (PRTC) City of Fredericksburg Paul Milde (PRTC) Stafford County Suhas Naddoni (PRTC)* City of Manassas Park Kevin Page DRPT Gary Skinner (PRTC) Spotsylvania County Paul Smedberg (NVTC) City of Alexandria Bob Thomas (PRTC) Stafford County Jonathan Way (PRTC) City of Manassas Christopher Zimmerman (NVTC) Arlington County
Members Absent Jurisdiction
Alternates Present Jurisdiction
Alternates Absent Jurisdiction
Marc Aveni (PRTC) City of Manassas David Awbrey DRPT Brad Ellis (PRTC) City of Fredericksburg Jay Fisette (NVTC) Arlington County Frank C. Jones (PRTC) City of Manassas Park Tim Lovain (NVTC) City of Alexandria Michael C. May (PRTC) Prince William County Jeff McKay (NVTC) Fairfax County Martin E. Nohe (PRTC) Prince William County Benjamin T. Pitts (PRTC) Spotsylvania County Susan Stimpson (PRTC) Stafford County
Staff and General Public
Doug Allen – VRE Gregg Baxter – Keolis Donna Boxer – VRE Nancy Collins – Stafford County Kelley Coyner – NVTC staff Rich Dalton – VRE Patrick Durany – Prince William County Rhonda Gilchrest – NVTC staff Steven Grant – LTK Engineering Al Harf – PRTC staff Chris Henry – VRE Gerri Hill – VRE Christine Hoeffner – VRE Ann King – VRE
Mike Lake – Fairfax County Lezlie Lamb – VRE Bob Leibbrandt – Prince William County Steve MacIsaac – VRE counsel Betsy Massie – PRTC staff Dick Peacock – Citizen Lynn Rivers – Arlington County Mike Schaller – Citizen Scott Schenk – Free Lance Star Brett Shorter – VRE Alex Sugatan – VRE Joe Swartz – VRE Walter Tejada – Arlington County Board
* Delineates arrival following the commencement of the Board meeting. Notation of exact arrival time is included in the body of the minutes.
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Chairman Smedberg called the meeting to order at 9:38 A.M. Following the Pledge of Allegiance, roll call was taken. Approval of the Agenda – 3 Mr. Zimmerman moved, with a second by Mr. Kelly, to approve the agenda. The vote in favor was cast by Board Members Bulova, Caddigan, Cook, Covington, Jenkins, Kelly, Milde, Page, Skinner, Smedberg, Thomas, Way and Zimmerman. Approval of the Minutes of the November 15, 2013 Operations Board Meeting – 4 Mr. Zimmerman moved approval of the minutes and Ms. Bulova seconded. The vote in favor was cast by Board Members Bulova, Cook, Covington, Jenkins, Kelly, Milde, Page, Skinner, Smedberg, Thomas, Way and Zimmerman. Ms. Caddigan abstained. Chairman’s Comments – 5 Chairman Smedberg announced that this is Mr. Zimmerman’s last Operations Board meeting as he is retiring from public service as an Arlington County Board Member and transitioning to full-time work in the private sector at Smart Growth America. Chairman Smedberg observed that VRE will miss Mr. Zimmerman’s ability to take apart complex issues, articulate key points and positions, and then reassemble them into clear choices for consideration. Other Board Members also expressed their appreciation to Mr. Zimmerman for his service to VRE. Ms. Bulova introduced Walter Tejada, Arlington County’s Board Chairman, who will be replacing Mr. Zimmerman on NVTC and the VRE Operations Board. Mr. Zimmerman thanked everyone for the kind words. He stated he had a great experience in local government and he is leaving very satisfied about what he has been able to accomplish personally as well as what has been accomplished working with others. He stated his work on the Operations Board was an unexpected pleasure. When he started on the Board, he was only an alternate. He observed that VRE is an example of how things can work during a time when politics are so contentious. The VRE Operations Board truly operates as a bipartisan effort. He stated he is leaving when VRE is at a high point where customer satisfaction, ridership, and performance are all at an all time high. He is grateful to have been part of the process. Chairman Smedberg presented Mr. Zimmerman with a few departing gifts to thank him for his service over these many years. [Mr. Naddoni arrived at 9:44 A.M.] Chairman Smedberg reviewed VRE’s accomplishments during 2013. Several highlights include holding a legislative reception in Richmond in February; completing the
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Comprehensive Compensation Study; awarding a construction contract for the Spotsylvania Station; amending the By-Laws; receiving NVTA funding for nine additional railcars, the Alexandria Pedestrian Tunnel, the Lorton Station second platform, and the Gainesville-Haymarket extension study, for a total commitment of over $30 million in new projects; conducting a System Plan Workshop in July; approving the award of a Mobile Ticketing System contract; forming the Capital Committee and the Audit Committee; and receiving additional federal funding to purchase more railcars. Chairman Smedberg stated that in his opinion it has been a smooth transition as Mr. Allen has served as VRE’s Chief Executive Officer for a full year. Chief Executive Officer’s Report – 6 Mr. Allen stated on behalf of the VRE staff, he also acknowledged Mr. Zimmerman’s important contribution to VRE, as well as the rest of the Operations Board Members. He reported that on-time performance (OTP) for the month of December is at 97 percent and ridership remains strong. Mr. Allen stated he along with Mr. Swartz, VRE’s new Chief of Staff, attended the Governor’s Transportation Conference at the beginning of the month and Mr. Swartz had an opportunity to meet with Secretary of Transportation Designee Aubrey Layne. Mr. Allen also reported that there have been discussions with DRPT Director Drake, Mr. Page and Mr. Pittard, about a potential series of multi-years agreements to resolve the track access funding issue. The six-year agreements would commit 34 percent funding from the Commonwealth under the new TSDAC tiering structure. Fifty percent would be funded by the federal government and would bring the total funding to 84 percent, which is slightly better than the VRE FY 2015 budget projection of 82 percent. He thanked Mr. Page and the rest of the DRPT staff for their assistance in helping resolve this issue. Mr. Allen stated that VRE is working to schedule another legislative reception in Richmond sometime during January for General Assembly members to tour a VRE train at the Main Street Station. He also reported VRE participated in the annual Marine Corps Toys for Tots campaign and raised $17,000 in cash contributions and collected 25 large bags of toys. VRE also ran its annual Santa trains on December 14th and it was a huge success and tickets had quickly sold out. Mr. Allen reported that the pre-construction agreement has been signed for the Spotsylvania Station. A pre-construction meeting for the third track project was held and the CSX agreement has also been signed. Mr. Allen stated that VRE continues to work on the Mobile Ticketing project but there have been legal issues with another bidder. VRE continues to monitor this situation. In response to a question from Mr. Cook, Mr. MacIsaac explained that VRE is not a defendant in the lawsuit filed by Bytemark against Globe Sherpa. However, the lawsuit does impact VRE’s contract, so VRE will need to determine how to proceed. VRE has not yet executed the contract with Globe Sherpa.
4
VRE Riders’ and Public Comment – 7 Dick Peacock expressed his opinion that more Amtrak trains need to stop at the Woodbridge Station, because Woodbridge has a greater population than Quantico. It is inconvenient for Woodbridge residents to travel to Quantico to get on an Amtrak train. Mr. Peacock stated that for a minimal cost, VRE could provide more service to the Woodbridge area. Approval of 2014 VRE Officers – 8A Chairman Smedberg reported that Ms. Bulova and Ms. Caddigan served as the Nominating Committee. Ms. Bulova reported that the Nominating Committee proposes the following slate of officers for 2014:
Chairman: Paul Milde (PRTC) Vice-Chairman: John Cook (NVTC) Secretary: Gary Skinner (PRTC) Treasurer: Paul Smedberg (NVTC)
Ms. Caddigan stated the nominees agreed to having their names submitted for consideration. There were no other nominations. Ms. Bulova moved, with a second by Ms. Caddigan, to approve Resolution #8A-12-2013, which approves the nominations. The vote in favor was cast by Board Members Bulova, Caddigan, Cook, Covington, Jenkins, Kelly, Milde, Naddoni, Page, Smedberg, Thomas, Way and Zimmerman. Mr. Skinner abstained. Chairman Smedberg thanked Mr. Way for serving as Treasurer for 2013, as well as the Chairman of the Capital Committee. Mr. Way will continue to serve on the Joint Audit Committee during 2014. Ms. Bulova also thanked Chairman Smedberg for his service as Chair during 2013. Mr. Milde asked if it was tradition or a requirement that the chairmanship alternate between the two Commissions. Mr. MacIsaac stated that it is required in the VRE By-Laws that each of the Commissions will provide two officers from its Operations Board Members and the office of Chairman will rotate each year between the two Commissions. Installation of 2014 officers will take place at the January 17, 2014 VRE Operations Board meeting. Referral of the Revised FY 2014 and Recommended FY 2015 VRE Operating and Capital Budgets to the Commissions and Localities – 8B Mr. Allen explained that the VRE Operation Board is being asked to adopt the revised FY 2014 VRE Operating and Capital Budget and the recommended FY 2015 VRE Operating and
5
Capital Budget, and refer them to the Commissions for their consideration and subsequent referral to the jurisdictions for their formal review and adoption. Resolution #8B-12-2013 would accomplish this. Ms. Boxer gave a detailed review of the budget. She stated that the financial and debt management principles created by the Capital Committee are incorporated as a guide for the budget. One new feature of the multi-year CIP is the inclusion of the distinction between “programmed” and “unprogrammed” projects. Programmed projects include those that are funded by reliable sources of funding (e.g., federal formula grants received annually; allocated funds from other programs such as CMAQ and NVTA; or through other expected sources) while unprogrammed projects are those that are pending a discretionary allocation by a funding authority or for which a funding source has not yet been identified. She stated that only programmed funds are included in the Capital Budget and it can be amended when funding is identified for specific projects. Ms. Boxer stated that some of the major issues that the Operations Board will be looking at over the next few months include non-NVTA jurisdictions funding sources for the railcar procurement; building up the capital reserve; track access funding; and future levels of federal and state funding. Board Members Cook and Milde had questions about the NVTA funds for the railcars and if it has been determined if non-NVTA jurisdictions pay a proportionate share then the railcars can be used for stops outside the NVTA region. Ms. Boxer stated that although some progress has been made, this issue still needs to be resolved. She explained that the total for 14 railcars needed for expansion to implement Phase I of the System Plan is $34.8 million. NVTA has allocated $19.8 million. VRE is proposing that a request for $10.96 million be submitted to the state for funding at the current 68 percent funding level, which VRE would receive $7.45 million. The remaining funds would need to come from outside system funds. In response to a question from Mr. Cook, Ms. Boxer confirmed the proposed $10.96 million would be the match for NVTA funding from the non-NVTA jurisdictions. Mr. MacIsaac stated it is analogous to VRE applying for a federal or state grant to fund a station expansion in a particular jurisdiction. Mr. Cook stated that if the state were to give funds to the three jurisdictions that could otherwise come to the entire VRE, it could raise questions. Mr. MacIsaac stated all the VRE jurisdictions would benefit because it allows the railcars to be used the entire length of the corridor, increasing overall system capacity. Mr. Harf stated that another unresolved issue is whether NVTA funds can be co-mingled with state funding. Mr. Page agreed that NVTA needs to resolve the interpretation of the 70/30 split. If the funds can be co-mingled then it is an opportunity to have NVTA and the state come together to move some of these projects forward. To Mr. Cook’s point, Mr. Page stated that the $7.45 million would reduce the entire pot of funding available throughout the state. He suggested a funding stream plan that has worked for other rail entities on a national level where NVTA could became the “bank” and purchase the railcars and then turn around and asked the jurisdictions to pay a capital use fee to use the railcars outside
6
the NVTA jurisdictions. Mr. Covington stated he would like to get legal opinion on this suggestion. He expressed his opinion that he would like to see VRE be the lead on the solution and have the three non-NVTA jurisdictions support it. Mr. Skinner observed that whether they accept it or not, the outlying jurisdictions are becoming a part of Northern Virginia. Chairman Smedberg suggested the Capital Committee look at this issue. Mr. Kelly stated that if VRE is asking the three non-NVTA jurisdictions to come up with $10.96 million, it just won’t happen. If VRE wants the railcars, then all the jurisdictions will need to make some tradeoffs. The City of Fredericksburg is faced with a $153,516 increase in its VRE subsidy, which is an increase of 34.9 percent. This might not seem like a lot to some of the larger jurisdictions, but for the City of Fredericksburg, this is a big deal. Mr. Milde stated that the outlying jurisdictions have less funding and less population, so VRE has had a history of applying for matching funds to building projects without worrying about how it impacts funding to other jurisdictions. This will most likely be a reoccurring issue so VRE will need to work to resolve it. Mr. Way asked if these issues and concerns raised today prejudice the acquisition of the railcars. Ms. Boxer replied that it will not prejudice using the $19.8 million to buy the nine railcars. It is VRE’s intention that as soon as NVTA provides the funds, VRE can purchase the nine without purchasing the other five railcars. VRE staff will return to the Operations Board for approval to procure the railcars. Ms. Boxer stated the FY 2014 budget is being amended to add $4.2 million to the capital reserve using surplus funding and beginning in FY 2015 an annual $3 million contribution to the capital reserve will be part of the budget. This will bring the unallocated balance of the reserve to $8.6 million by the end of FY 2015. Ms. Bulova stated that she agrees that contributing to the capital reserve is important. She assumes that the Capital Committee is looking at this issue. It is important to establish a policy as to what percentage of operating costs are targeted as a reserve. It is also important to build up the reserve over a period of years and then maintain it at a certain level, contributing each year into the reserve. Ms. Boxer explained that there is a policy for the operating reserve but staff is not ready to make a specific recommendation on the capital reserve. Mr. Cook stated that his recollection is that there was target percentage. Ms. Boxer stated that there is for the operating reserve. Chairman Smedberg stated that the Board has generally agreed that a capital reserve is a good practice. Mr. Shorter then gave a detailed review of the FY 2015 budget totaling $128 million, including the major budget assumptions:
• Jurisdictional subsidy of $16,428,800, with no increase compared to the FY 2014 level;
• No fare increase and a projected average daily ridership of 19,200 passengers; • Addition of a Fredericksburg line train starting in October 2014; • Opening of the Spotsylvania Station and 1,500 parking facility in October 2014; • Federal 5307 and 5337 (State of Good Repair) funding equal to the FY 2014 amount;
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• Tiered capital matching funds from the state of the non-federal share for new projects;
• State operating funds of $10.3 million, which is equivalent to the FY 2014 funding level;
• Fuel estimated at $3.50/gallon for a total cost of $5.9 million (includes new Fredericksburg train);
• Grant funding from all sources for track access costs at 82 percent (VRE is expected to actually receive 84 percent); and
• Addition of two FTE employees to the equipment operations department to replace consultants currently overseeing contract employees at VRE maintenance facilities (cost is neutral).
In response to a question from Chairman Smedberg, Mr. Shorter explained the state funding listed in the budget is exclusively state funding and the federal pass through funding is classified as federal funding. Mr. Shorter reviewed the projected FY 2015 jurisdictional subsidy changes as a result of the Master Agreement survey. The City of Fredericksburg increased the most by 35.9 percent with an overall subsidy increase of $153,516 and the City of Manassas Park decreased by 30.1 percent, which resulted in a reduction of $172,947. Mr. Shorter reviewed the four CAO Task Force recommendations, which were agreed to by VRE staff:
• Need for an additional Fredericksburg line train when the Spotsylvania station opens;
• Need for a reliable estimate on access fee funding during development of the VRE budget;
• Support for 100 percent ticket checks by conductors to minimize incidents of fare evasion; and
• Include facility and programmatic costs of capital costs in the Six-Year Plan.
Mr. Way asked staff to provide a list of vulnerabilities and sensitivities regarding issues like longevity of NVTA contributions, ownership/operatorship issues, and how these issues would impact the VRE budget. Mr. Skinner asked if there is a way to show the savings associated with VRE having its own maintenance facility. Mr. Milde replied that there may not be a significant savings, but VRE now has a better maintenance program. Mr. Cook asked about jurisdictional subsidy increases and fare increases over the last three years. Mr. Shorter replied there has been no overall subsidy increase, in fact it has decreased in the past, and the last fare increase was effective July 1, 2013. A fare increase is budgeted every other year. Mr. Milde moved, with a second by Mr. Zimmerman, to approve Resolution #8B-12-2013. The vote in favor was cast by Board Members Bulova, Caddigan, Cook, Covington, Jenkins, Kelly, Milde, Naddoni, Page, Skinner, Smedberg, Thomas, Way and Zimmerman.
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Approval of a Scope of Services and Recommend Action that the Commissions Issue a Request for Proposals (RFP) for Management Audit Services – 8C Mr. Allen reported that Resolution #8C-12-2013 would approve the Scope of Services and recommend that the Commissions issue a RFP to procure Management Audit Services. He stated that prior to this meeting the Joint Audit Committee reviewed the Scope of Services and made a few minor changes. He asked Mr. Swartz to read the changes for the record:
• Page 2, Paragraph 3, Line 7: “Its current management structure and practices were designed for a small start up operation and VRE is ‘now’ (strike ‘not’) …”
• Page 2, Paragraph 3, Line 9: “Forth, members of the state government and General Assembly have raised questions regarding VRE’s management practices and the Commissions wish to enlist ‘an expert assessment’ (strike ‘support’) in responding to those questions.”
• Page 4, Task 5: Add to the end of the paragraph “The consultant should also review the role of the Operations Board and its orientation process.”
• Page 12, Proposed Schedule: Add a pre-bid proposal conference in January 2014; date to be determined.
Mr. Cook reminded the Board that the Joint Audit Committee is a committee of the two Commissions. The purpose of the management audit is to have the consultant, as a third party, to look at issues such as how VRE operates, its management structure, job descriptions, processes, how much oversight the Operations Board should have, and oversight by the Commissions. He observed that the timing is good since Mr. Allen has done a significant reorganization of VRE staff, as well as the Operations Board is ready to approve the System Plan. VRE’s System Plan includes significant expansion which will double VRE’s current size within the next 30 years, so it is important to make sure VRE is organized well and has processes in place. Mr. Cook moved with a second by Mr. Way, to approve Resolution #8C-12-2013. The vote in favor was cast by Board Members Bulova, Caddigan, Cook, Covington, Jenkins, Kelly, Milde, Naddoni, Page, Skinner, Smedberg, Thomas, Way and Zimmerman.
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Approval of Submission of VRE Project List to the Northern Virginia Transportation Authority (NVTA) for FY 2014-16 Funding Consideration –8D Mr. Allen explained that the VRE Operations Board is being asked to recommend that the Commissions approve the list of VRE Projects to NVTA for consideration for funding in its fiscal year 2014-2016 program. Resolution #8D-12-2013 would accomplish this. Mr. Allen reported that on December 12th NVTA issued a Call for Projects for consideration for funding for the unallocated FY 2014 revenues as well as expected FY 2015-2016 revenues. Project submissions are due to NVTA on January 31, 2014. The NVTA Board will determine the final project list to release for public comment at an as yet to be determined public hearing. The following projects increase VRE capacity, which includes seats on trains as well as station capacity (e.g., parking and platform capacity) and train storage capacity. The costs are preliminary estimates. Detailed budgets will be developed if the project is selected for funding. The list includes:
1. Slaters Lane crossover and signals, $7 million; 2. VRE Rippon platform expansion (expand existing platform and second platform),
$15 million; 3. VRE Manassas Park station parking expansion (parking structure and pedestrian
connection), $19 million; 4. VRE Crystal City platform expansion study, $2 million; 5. VRE Franconia-Springfield platform expansion, $5 million; and 6. Franconia-Springfield to Woodbridge third track, $50 million.
Mr. Allen stated VRE will continue to seek funding from other sources (e.g., federal, state and other grant opportunities) to best leverage funding for these important projects. In regards to the Crystal City platform expansion study, Mr. Zimmerman noted that “study” can mean a lot of different things and asked what VRE would get for $2 million. Mr. Allen explained that the Crystal City VRE Station is between two curves and the study would include some preliminary engineering to look at safety issues and if the current station can be extended at the current location, and if it can’t, possible relocation sites. Mr. Zimmerman stated that it will be important to identify what the end product will be to the study. Mr. Cook asked Ms. Coyner to include a discussion at the next NVTC meeting regarding the NVTA issue previously discussed concerning the NVTA railcar funding as it relates to non-NVTA jurisdictions. He stated that in light of the fact that NVTC had a lengthy discussion at its last meeting about compliance of HB 2313, it is important that NVTC Commissioners are aware of the issue. He also noted Mr. Harf may want to do the same at PRTC. Mr. Naddoni moved, with a second by Ms. Bulova, to approve Resolution #8D-12-2013. The vote in favor was cast by Board Members Bulova, Caddigan, Cook, Covington, Jenkins, Kelly, Milde, Naddoni, Page, Skinner, Smedberg, Thomas, Way and Zimmerman.
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Authorization to Award a Contract for Banking Services and a Line of Credit – 8E Mr. Allen stated the VRE Operations Board is being asked to recommend that the Commissions authorize him to execute a contract for banking services with PNC Bank for a base period of three years, with an option to extend for up to two additional years, with the CEO exercising the option years at his discretion. The total contract value for the five year period will be in an amount not to exceed $20,000, which includes a cushion for higher transaction levels during the contract period or the use of additional services. The contract includes a provision for a $1 million line of credit. Resolution #8E-12-2013 would accomplish this. The resolution also recommends that the Commissions authorize the CEO to extend the current contract with SunTrust Bank for an additional three months or until June 30, 2014, if needed, in order to ensure a seamless transition to PNC Bank. Mr. Milde moved, with a second by Ms. Bulova, to approve the resolution. Mr. Milde noted that it is interesting that the current banking firm, Sun Trust Bank, did not submit a proposal. Mr. Allen stated SunTrust had an issue with additional requirements but later expressed interest in submitting a proposal: however, the deadline for submission had passed. The Board then voted on the motion and it passed. The vote in favor was cast by Board Members Bulova, Caddigan, Cook, Covington, Jenkins, Kelly, Milde, Naddoni, Page, Skinner, Smedberg, Thomas, Way and Zimmerman. Authorization to Award a GEC VI Task Order for Design and Construction Management Services for the Alexandria King Street Pedestrian Tunnel Project – 8F Mr. Allen reported that Resolution #8F-12-2013 would authorize him to award a GEC VI Task Order to Gannett Fleming for Design and Construction Management Services for the Alexandria King Street Tunnel Project in an amount of $1,728,151, plus a five percent contingency of $86,408, for a total amount not to exceed $1,814,559. Mr. Zimmerman moved, with a second by Mr. Naddoni, to approve Resolution #8F-12-2013. The vote in favor was cast by Board Members Bulova, Caddigan, Cook, Covington, Jenkins, Kelly, Milde, Naddoni, Page, Skinner, Smedberg, Thomas, Way and Zimmerman. Authorization to Award a GEC VI Task Order to Provide Evaluations of VRE Facilities in Support of VRE’s Transit Asset Management Program – 8G Mr. Allen explained that the VRE Operations Board is being asked to authorize him to award a GEC VI Task Order to STV/RWA for evaluations of VRE facilities in support of VRE’s Transit Asset Management (TAM) Program in the amount of $174,253, plus a five percent contingency of $8,713, for a total amount not to exceed $182,966. Resolution #8G-12-2013 would accomplish this.
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Mr. Allen explained that VRE operates 18 station facilities and two maintenance and storage facilities. As these facilities age, it is imperative that a robust maintenance and rehabilitation strategy be evaluated and implemented to ensure these assets remain in a State of Good Repair. Not only is this in VRE’s best interest, but it is a requirement for any agency that receives FTA funding under the MAP-21 legislation. This Task Order will allow VRE to have an independent evaluation and analysis of VRE’s facilities to use as the baseline evaluation of these assets going forward and provide recommendations for maintenance cycles and rehabilitation projects. Mr. Skinner moved, with a second by Mr. Jenkins, to approve Resolution #8G-12-2013. The vote in favor was cast by Board Members Bulova, Caddigan, Cook, Covington, Jenkins, Kelly, Milde, Naddoni, Page, Skinner, Smedberg, Thomas, Way and Zimmerman. Authorization to Issue an Invitation for Bids (IFB) for the Purchase of Locomotive Fuel Injector Assemblies – 8H Mr. Allen explained that Resolution #8H-12-2013 would authorize him to issue an IFB for the purchase of locomotive electronic fuel injector assemblies. In order to maintain compliance with Environmental Protection Agency (EPA) regulations, VRE must replace the electronic fuel injectors during the three year maintenance cycle. VRE staff will return to the Operations Board with a recommendation to award a contract. In response to a question from Mr. Skinner, Mr. Allen responded that this purchase will include spare parts. Mr. Skinner also asked about the failure rate of VRE’s fuel injectors. Mr. Allen explained that VRE has been able to demonstrate that its injector assembly is reliable for about three years, compared to the two-year industry standard. In response to a question from Mr. Way, Mr. Allen said this procurement is part of VRE’s life cycle maintenance program. Mr. Zimmerman moved, with a second by Mr. Kelly, to approve Resolution #8H-12-2013. The vote in favor was cast by Board Members Bulova, Caddigan, Cook, Covington, Jenkins, Kelly, Milde, Naddoni, Page, Skinner, Smedberg, Thomas, Way and Zimmerman. Discussion of VRE Legislative Agenda – 8I Mr. Allen reminded the Board that at the last meeting, the Operations Board approved the 2014 Legislative Agenda, but also indicated that further discussion was warranted with regard to the upcoming changes to the weighted voting formula and whether the pursuit of changes to the legislation should be included in an amended Legislative Agenda. He explained that Resolution #8I-12-2013 was prepared in case the Operations Board wishes to take action, which would approve the 2014 Legislative Agenda with an amendment to seek changes to the weighted voting legislation adopted in the 2013 General Assembly session.
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Mr. Zimmerman moved, with a second by Mr. Milde, to approve the resolution. Mr. Milde expressed his support of this and noted that the wording is easy to understand. Chairman Smedberg stated that Mr. Allen, as well as Ms. Coyner and Mr. Harf, have been actively meeting with General Assembly members. The Operations Board then voted on the motion and it passed. The vote in favor was cast by Board Members Bulova, Caddigan, Cook, Covington, Jenkins, Kelly, Milde, Naddoni, Skinner, Smedberg, Thomas, Way and Zimmerman. Mr. Page abstained. Mr. Skinner asked if the weighted voting legislation will require VRE to change the Master Agreement. Mr. MacIsaac replied that as the legislation is drafted an amendment to the Master Agreement will be needed. It is important that VRE comply on July 1, 2014 but the Master Agreement could be amended at a later date. Chairman Smedberg suggested moving Operations Board Member Time up in the agenda before the Closed Session. There were no objections. Operations Board Members’ Time –9 Mr. Skinner stated that when the Spotsylvania Station opens in October 2014, he hopes Mr. Zimmerman will attend the ribbon cutting event, since this project could not have been accomplished without Mr. Zimmerman’s help and the rest of the Operations Board. Mr. Skinner also reported that good progress is being made on the land acquisition for the parking lot. The landowner’s proposed price has gone to VDOT and FHWA for approval. Closed Session –10 Mr. Kelly moved, with a second by Mr. Skinner, the following motion:
Pursuant to the Virginia Freedom of Information Act (Sections 2.2-3711A (1) of the Code of Virginia); the VRE Operations Board authorizes a Closed Session for the purpose of discussion of a personnel matter.
The vote in favor was cast by Board Members Bulova, Caddigan, Cook, Covington, Jenkins, Kelly, Milde, Naddoni, Page, Skinner, Smedberg, Thomas, Way and Zimmerman. The Board entered into Closed Session at 11:26 A.M. and returned to Open Session at 12:00 P.M. [Ms. Caddigan left the meeting during the Closed Session.]
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Mr. Kelly moved, with a second by Mr. Thomas, the following certification:
The VRE Operations Board certifies that, to the best of each member’s knowledge and with no individual member dissenting, at the just concluded Closed Session: 1. Only public business matters lawfully exempted from open
meeting requirements under Chapter 37, Title 2.2 of the Code of Virginia were discussed; and
2. Only such public business matters as were identified in the motion by which the Closed Session was convened were heard, discussed or considered.
The vote in favor was cast by Board Members Bulova, Cook, Covington, Jenkins, Kelly, Milde, Naddoni, Page, Skinner, Smedberg, Thomas, Way and Zimmerman. Chairman Smedberg reported that the CEO’s performance was discussed during this Closed Session and will be further discussed at the January meeting. Adjournment On a motion by Mr. Zimmerman and a second by Ms. Bulova, the Board unanimously agreed to adjourn. Chairman Smedberg adjourned the meeting at 12:01 P.M. Approved this 17th day of January, 2014. _____________________________ Paul Milde Chairman _____________________________ Gary Skinner Secretary
CERTIFICATION This certification hereby acknowledges that the minutes for the December 20, 2013 Virginia Railway Express Operations Board Meeting have been recorded to the best of my ability.
Rhonda Gilchrest
RESOLUTION #2234
SUBJECT: Authorization to Issue a Request for Proposals (RFP) for VRE Management Audit Services.
WHEREAS: In the course of establishing a VRE Joint Audit Committee, the
Commissions expressed a desire for a VRE management audit to be undertaken, overseen by the VRE Joint Audit Committee;
WHEREAS: The VRE Joint Audit Committee has shaped the scope of the
prospective management audit to examine VRE’s current practices and the practices of other, comparable organizations to assess whether changes for the betterment of the organization are warranted; and
WHEREAS: The VRE Joint Audit Committee is recommending to the VRE
Operations Board that the VRE Operations Board endorse the scope of this audit as presented and forward it to the Commissions with a recommendation that the Commissions authorize the commencement of a competitive procurement to contract for outside assistance for the conduct of the management audit.
NOW, THEREFORE, BE IT RESOLVED that the Northern Virginia Transportation
Commission authorizes the commencement of a competitive procurement to contract for outside assistance for the conduct of the management audit.
Approved this 9th day of January, 2014.
___________________________ Chairman ____________________________ Secretary
Agenda Item 8-C Action Item
To: Chairman Smedberg and the VRE Operations Board From: Doug Allen Date: December 20, 2013 Re: Approval of a Scope of Services and Recommend Action
that the Commissions Issue a Request for Proposals (RFP) for Management Audit Services
Recommendation: The VRE Operations Board is being asked to approve the attached scope of services and recommend the Commissions issue a Request for Proposals (RFP) to procure Management Audit Services. Background: At their respective October 3, 2013 Commission meetings, the Northern Virginia Transportation Commission and Potomac and the Rappahannock Transportation Commission passed resolutions creating the Joint Audit Committee and directing that committee to develop a scope of work and plan of execution for a VRE management audit for the Commissions’ review and approval. The Joint Audit Committee met on November 15, 2013 to discuss the proposed purpose of the audit as well as develop a scope of work. It was established that a management audit is desired because audits of this sort are a healthy practice for organizations to ensure optimal operational and procedural efficiency.
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The scope of work for the RFP includes: reviewing Governance documents, recently completed audits and conducting interviews to gain a comprehensive understanding of the various issues; reviewing the APA report and providing an assessment of key points and recommended actions; reviewing internal controls and recommending procedural improvements and further exploring various issues in more detail as becomes necessary. To ensure independence, the Commissions will procure the services and award the contract. Fiscal Impact: Funding is provided for in the FY 2014 Operating Budget
VRE Management Audit
Scope of Services
Introduction
The Virginia Railway Express (VRE) is a service jointly owned by two transportation
commissions: the Northern Virginia Transportation Commission (NVTC) and the Potomac and
Rappahannock Transportation Commission (PRTC). Launched in 1992, the service has evolved
from a startup project to the tenth largest commuter rail system in the country, currently
handling some 20,000 ride per day. To oversee the service, the commissions created an
Operations Board (“the VRE Operations Board”) at the outset, consisting of appointees of the
commissions’ member jurisdictions who are also members of one or the other parent
commission. The commissions also delegated specified decision‐making authority to the VRE
Operations Board and, in the intervening twenty years, the VRE Operations Board has been
delegated greater decision‐making authority on an incremental basis.
VRE is an out‐sourced service – all train operations and maintenance is contracted out
(presently to Keolis), and VRE trains operate on freight‐owned trackage maintained by the
freight railroads, dispatched by one of the two freight railroads (the CSXT Corporation).
Contract management, customer service, service planning, engineering management,
procurement, and specified other functions are performed by in‐house staff, some of whom are
dedicated to VRE service singularly while others are shared staff resources performing functions
on behalf of VRE and other, commission‐sponsored services / initiatives. In‐house staffing levels
have increased modestly over time, and some shifts have been made to increase staffing
dedicated to VRE singularly as the scale of the operation has grown. The VRE service has also
had a chief executive who reports to the VRE Operations Board since its inception, an at‐will
and contract employee.
Because VRE is a service jointly owned by the two commissions, not a legal entity, the
commissions are the signatories to VRE‐related contracts, and the commissions serve as grant
applicants for VRE‐related operating and capital grants – NVTC for state‐sponsored grants and
PRTC for federally‐sponsored grants. As a recipient of both federal and state grants, the
commissions and its VRE service has been the subject of customary grant compliance (and
triennial) audits, and financial audits are done annually. To date, however, there has not been a
management audit, so the present undertaking is a first‐time venture. The firm retained to
conduct this management audit will be expected to review the most recent round of
customary, completed audits, organizational charts, job descriptions, a draft “Systems Plan” for
the future of VRE, and a recently completed audit conducted by the Commonwealth of
Virginia’s Auditor of Public Accounts (which focused on VRE’s management and governance
structure), “mining” these documents for insights about the VRE operation and practices. The
firm would also be expected to interview VRE Operations Board members and other interested
outside individuals with knowledge of VRE operational practices. The retained firm will NOT
perform a financial audit, as one has already been completed in accordance with VRE policy.
The management audit will be overseen by a newly established VRE Joint Audit Committee
(“the Committee”), a creation of the two commissions that is answerable to the two
commissions. The Committee was established with the explicit intent of presiding over all the
VRE‐related audits, and recommending actions that audit results might indicate are warranted.
In establishing the Committee, the commissions also explicitly directed that the Committee
oversee this first‐time, management audit. Accordingly, the Committee has been directly
involved in fashioning the scope of services.
A management audit is desired by the commissions for a number of reasons. First, audits of
this sort are a healthy practice for organizations to take stock of their current practices and the
practices of other, comparable organizations to assess whether changes for the betterment of
the organization are warranted and, if so, what form those changes might take. Second, VRE
and one of the two commissions, NVTC, have new management, so a review of management
practices is timely. Third, VRE is posed to launch a new “System Plan” that would double its
service over the next few decades. Its current management structure and practices were
designed for a small start‐up operation and VRE is now the tenth largest commuter rail system
in the county, during which time changes in practices have been made incrementally without a
systematic examination of the entire operation. Fourth, members of the state government and
general assembly have raised questions regarding VRE’s management practices, and the
commissions wish to enlist an expert assessment in responding to those questions and further
recognize that a management review would be most timely in light of such questions.
The commissions do not believe anything is “broken”. In fact, the commissions believe VRE is
ably run and represents a true success story in commuter transportation. The commissions
seek to build on that positive record. The scope of services does not explicitly target subjects
for management audit attention. Instead, the scope of services delineates a set of initial tasks
that can be characterized as information gathering efforts necessary to fashion a set of initial
findings, which will set the stage for determinations about specific subject areas warranting
more in‐depth work. Informed by the management consultant’s findings, the Committee will
make recommendations to the commissions, and the commissions themselves will determine
what more work is to be done. Because the scope of services is defined as described, proposers
are being asked to formulate how the tasks that are specified will be performed, furnishing
estimates of person hours by skill type and budgets for same, supplemented by hourly rates for
follow‐on work that the commissions decide they want to undertake, where the hourly rates
for the follow‐on work are differentiated by skill type, level of management experience, etc.. All
such follow‐on work will be performed on a task order basis, with each task order negotiated by
the parties.
To more fully inform would‐be proposers of what they would be examining during the course of
the initial tasks, a listing of the recently completed audits can be found in attachment one. That
listing constitutes a part of the initial fact‐finding. In addition to those audits, proposers should
anticipate the need to review “governance” documents related to the VRE service, because the
“governance” documents are a source of further insight about current practices and why they
are as they are. That said, proposers should understand that the management audit is not
intended to be an assessment of governance. “Governance,” that is, the ownership make up
and voting composition of the Operations Board are the result of statutory changes and
agreements reached among numerous governmental organizations. The management audit
will focus on those matters within the purview of the commissions to address and not items
that would require statutory changes to revision of ownership documents. “Governance”
documents that are to be examined are appended (attachment two), namely:
The VRE Master Agreement
The VRE Bylaws
A document describing the delegation of authority from the commissions to the VRE
Operations Board;
An organization chart; and
The current year VRE budget.
Detailed Work Plan for the Management Audit
Task 1
Interview Committee members and interested outside parties, such as state and local officials,
to gain a good understanding of the various issues, perspectives, objectives.
Task 2
Review organizational structure of VRE including the duties performed by employees in the VRE
structure and duties performed by others. Recommend any necessary changes to job
descriptions or employee evaluation practices to improve operations and efficiency. Review
the Master Agreement sections related to the VRE functions and processes. Review oversight
functions currently performed by the commissions. Recommend any changes to oversight
necessary for the commissions to perform proper oversight under current industry standards
and practices. This task is not an assessment of governance, but could include a review of
governance structure to better assess the organizational structure and duties performed within
the VRE organizational structure.
Task 3
Review the audits that are done on a routine basis to judge what other areas might be useful to
evaluate. Since audit and reporting activities consume a significant amount of staff resources,
any additional audits should be considered carefully defined to target areas not already well
covered.
Task 4
Review the APA report and provide the Committee with an assessment of the Key Points
presented in the report and recommend actions relative to each.
Task 5
Internal controls are achieved by establishing a framework of processes that help ensure
achievement of operational objectives as well as proper reporting and compliance. The recently
completed APA report included suggestions related to internal control frameworks, specifically
referencing the work done by the Committee of Sponsoring Organizations (COSO) in this
regard. Following the review of VRE’s internal structure and relationship of the Operations
Board and Commissions, the consultant should assess and recommend enhancements to
internal control processes. The consultant should also review the roles of the Operations Board
and its orientation process.
Follow‐on Tasks
There will likely be other issues the commissions will want to explore in more detail. The
consultant will be available to undertake a reasonable number of these additional topics.
Procurement Approach
This is a competitive procurement and individuals or firms with the following
characteristics are encouraged to propose:
1. Expertise and experience with public management audits and more particularly experience
with public transportation or rail and multi‐jurisdictionally‐sponsored services.
2. Excellent listening skills and demonstrated adaptability to allow the “flow” of the work once
it begins to shape the conduct of the ensuing work. This is not a “cookie cutter” engagement
and we don’t want a formulaic approach.
3. Well acquainted with the industry and industry experts, who can advise on possible peer
review candidates if the management audit findings indicate that peer reviews would add
value, and help us arrange for their engagement.
4. Possess intimacy with public transportation governance practices (especially with rail and
multi‐jurisdictionally‐sponsored services), and an appreciation for knowledge and know‐how
required to function effectively in a board capacity.
Proposers are to submit proposals by no later than noon on ___(date)___ , conforming in terms
of required content with the Request for Proposal. Proposals will be evaluated by a senior
management team employing the following initial evaluation criteria, leading to a short listing
of proposers that are in the competitive range based on the initial evaluation:
1. Project manager’s experience 20%
2. Proposal team’s experience 20%
3. Proposal team’s approach 20%
4. Cost for specified tasks 20%
5. Hourly rates for follow‐on work 10%
Note that the criteria for the initial evaluation totals 90%; the remaining 10% is reserved for the
final evaluation, which will be done after interviews of the short‐listed firms conducted by the
same senior management team in conjunction with the Committee. A “selection”
recommendation will be made to the VRE Operations Board, which will be asked to concur in
the recommendation and advance it to the commissions for authorization to award. The
procurement schedule as now envisioned is appended here as attachment three.
Attachment 1
Recent Audits Scheduled
• Audit of financial statements ‐ includes consideration of internal control over financial
reporting, and A‐133 single audit of compliance with federal requirements (portion conducted
at VRE). Done annually.
APTA review of recommended practices and standards for rolling stock, facilities,
maintenance practices and safety. Done annually.
• VDRPT audit – compliance with broad range of state requirements, including following
grant instructions and requirements, record‐keeping, documentation, and policies and
procedures. Every three years
• FTA triennial review ‐ compliance with broad range of federal requirements, including
financial and administrative capacity; maintenance of assets and asset records; procurement
methods, policies and recordkeeping; adhering to ADA, EEO and Title VI rules; safety and
security plans and programs. Every three years.
• FRA review of yards – maintenance and storage of equipment, operating rules and
procedures, etc. Every three years.
• APTA Security (on behalf of the FRA) – threat and vulnerability assessment. Every three
years.
Unscheduled
• FTA – Financial Management Oversight review – conducted to review railcar purchases
and other aspects of PRTC/VRE financial management. FY 2010
• FTA – ARRA review – specific focus on the use of Recovery Act funds (several years ago)
• DHS desk audits – specific focus on the use of FEMA/Homeland Security grants.
• APA governance review.
• DRPT special review – early 2012
• Compensation study – FY 2013
• FRA spot inspections for rolling stock, train operations, maintenance of track and
switches at VRE
yards and all maintenance records.
Audit Matrix
Areas Covered: A‐133 Single Audit Report
APTA
review of
recommended practices
and standards
DRPT Triennail
FTA Triennail
FRA Triennial
APTA
Security
FTA ‐Financial
Managem
ent Oversight
FTA ‐ ARRA
FRA Spot Inspection
APA Governance
DRPT Special Review
Compensation study
Planned Managem
ent
Audit
Financial Statements x
Internal Controls x x x
Compliance w/Federal
Requirementsx x x x
Compliance w/State Master
Agreementx x
Compliance w/FRA Procedures x x x x
Governance x
Employee/Org Improvement x x
Strategic Planning x
Management of Resources x
Triennial UnscheduledAnnual
Attachment 2
Governance Documents
• The VRE Master Agreement
• The VRE Bylaws
• Delegation of Authority: Board Item 8B‐11‐2007
• The VRE Organizational Chart
• FY 2014 VRE Budget
Attachment 3
Management Audit Services
RFP NO. XX-XXX
RFP CRITICAL DATES
RFP Issued: January 10, 2014 Pre-bid Conference: TBD Proposals Due: February 11, 2014 1st Evaluation Committee Meeting: February 18, 2014 Interviews (optional): TBD Negotiations (optional): TBD Commission’s Approval: March 6, 2014
RESOLUTION #2235
SUBJECT: The Revised FY 2014 and Recommended FY 2015 VRE Operating and Capital Budgets
WHEREAS: The VRE Master Agreement requires that the Commissions be presented with a fiscal
year budget for their consideration at their respective January meetings prior to the commencement of the subject fiscal year;
WHEREAS: The VRE Chief Executive Officer has provided the VRE Operations Board with the FY
2015 Operating and Capital Budget within the guidelines developed in concert with the jurisdictional chief administrative officers; and
WHEREAS: VRE staff recommends a budget built on an average daily ridership of 19,200 and 34
trains. NOW, THEREFORE, BE IT RESOLVED that the Northern Virginia Transportation Commission
adopt the revised FY 2014 and recommended FY 2015 VRE Operating and Capital Budgets and forward the FY 2015 budget to the local jurisdictions for inclusion in their budgets and appropriations in accordance with the Master Agreement.
BE IT FURTHER RESOLVED that NVTC authorizes the Executive Directors of both PRTC and
NVTC to submit to the Transportation Planning Board of the National Capital Region and to the Federal Transit Administration or other federal agencies, the appropriate Transit Improvement Program and grant applications for FY 2014 and FY 2015.
BE IT FURTHER RESOLVED that NVTC authorizes its Executive Director to submit to the
Commonwealth the approved budget as part of the FY 2015 state aid grant applications.
BE IT FURTHER RESOLVED that NVTC authorizes the Chief Executive Officer of VRE to submit
appropriate projects to the Northern Virginia Transportation Authority or other funding authorities on behalf of the Commissions.
Approved this 9th day of January, 2014.
___________________________
Chairman ____________________________ Secretary-Treasurer
Agenda Item 8-B
Action Item
To: Chairman Smedberg and the VRE Operations Board From: Doug Allen Date: December 20, 2013 Re: Referral of the Revised FY 2014 and Recommended FY
2015 VRE Operating and Capital Budgets to the Commissions and Localities
Recommendation: The VRE Operations Board is being asked to adopt the revised FY 2014 VRE Operating and Capital Budget and the recommended FY 2015 VRE Operating and Capital Budget, and refer them to the Commissions for their consideration and subsequent referral to the jurisdictions for their formal review and adoption. Background: In accordance with the VRE Master Agreement, which outlines the process for annual budget approval, the preliminary FY 2015 VRE Operating and Capital Budget was initially prepared for review at the August VRE Operations Board meeting, and subsequently considered at the September meeting. Since that time, it has been discussed at numerous meetings of the Operations Board, the Capital Committee and the CAO Task Force. The CAO Task Force met on December 12th to present their final recommendations and discuss VRE responses to those recommendations. Discussion: The FY 2015 budget totals $128 million. The major assumptions are as follows:
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Jurisdictional subsidy of $16,428,800; no increase compared to the FY 2014
level
No fare increase and a projected average daily ridership of 19,200 passengers, which results in a total of $36.6M in fare revenue
Addition of a Fredericksburg line train in October 2014 Opening of the Spotsylvania station and 1,500 car parking facility in October
2014 Federal 5307 and 5337 (State of Good Repair) funding equal to the amount
received in FY 2014 Tiered capital matching funds from the State of the non-federal share for new
projects State operating funds of $10.3 million, which is equivalent to the FY 2014
funding level Fuel estimated at $3.50/gallon for a total cost of $5.9 million, including the
additional Fredericksburg line train Grant funding from all sources for track access costs at 82%; similar to the
level provided in FY 2014 Addition of two FTE employees to the equipment operations department to
replace consultants currently overseeing contract employees at VRE maintenance facilities – proposal is cost neutral.
The multi-year CIP includes both programmed and unprogrammed projects. The programmed projects include those that are funded through federal formula grants received annually by VRE; through already allocated funds from other programs, such as CMAQ or NVTA; or through other expected sources. The unprogrammed projects are those that are pending a discretionary allocation by a funding authority or for which a funding source has not yet been identified. The programmed capital projects for FY 2015, including required local match, are outlined below. Funding sources are FTA formula funds, unless otherwise indicated.
Positive train control (PTC) - $2.0M (final phase) Rolling stock – Non-NVTA - $11.0M (state and local funding only) Rolling stock – system funds $2.2M Maintenance facility – $17.1M Equipment storage - $5.3M Alexandria station/platform - $.4M Project development - $2.0M (capital reserve) Capital reserve contribution - $3.0 (local funds only) Facilities infrastructure - $1.0M Lorton platform improvements - $2.0M (CMAQ) Rippon platform improvements - $350k (CMAQ)
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The unprogrammed capital projects for FY 2015 include the proposed submission to NVTA for FY 2014 unallocated funds and FY 2015 and FY 2016 funds. (NVTA list as of December 13, 2013)
Slaters Lane crossover and signals: $7.0M Rippon platform expansion: $15.0M Manassas Park station parking expansion: $19.0M Crystal City platform expansion study: $2.0M Franconia Springfield platform expansion: $5.0M
The FY 2015 budget exceeds the prior year budget by $36.2M. Material expenditure line item changes are noted below; adjustments are in comparison to the FY 2014 adopted budget.
Capital costs increased by $36.5M, primarily as the result of additional 5337 (State of Good Repair) federal funding
Equipment maintenance increased by $1.2M to reflect the addition of the Fredericksburg line train leased equipment and fuel
Keolis contract costs are budgeted at a net increase of $1.2M to reflect a 3.5% increase in accordance with the contract requirements plus costs for the Fredericksburg line train
Access fee costs increased by $1.2M to reflect an estimated increase to the AAR index for the first quarter of calendar 2012 for Amtrak, the contractual increase of 4% for CSX and NS, and the additional Fredericksburg line train
Debt service costs decreased by $6.9M to reflect the retirement of the 1998 bonds. Bonds were funded with state and local match, with no federal participation.
In the event the Operations Board chooses to rebid the operations and maintenance contract prior to the optional renewal date of July 1, 2015, $2M is included for mobilization funding. This cost is funded with one-time funds from the prior year surplus.
The budget also includes a six-year financial forecast for the period FY 2014 through FY 2020. A six-year forecast was prepared that includes no fare increase in FY 2015 and a 5% fare increase in FY 2016, FY 2018 and FY 2020.
In order to assist the Operations Board review, the following information is attached:
A comparison of projected fuel tax revenue compared to the VRE subsidy amount for FY 2014 and FY 2015
Actual operating and capital reserve levels at the end of FY 2013 and as projected for FY 2014 and FY 2015
4
The projected FY 2015 jurisdictional subsidy is as follows:
FY 2014 FY 2015 Net %Jurisdiction Subsidy Projected Inc/(Dec) Change
Prince William County 5,748,203 5,485,333 (262,870)$ -4.6%Fairfax County 4,747,684$ 4,852,953$ 105,269 2.2%Stafford County 2,529,281 2,689,391 160,110 6.3%Spotsylvania County 1,313,600 1,401,382 87,782 6.7%Manassas 757,804 686,944 (70,860) -9.4%Manassas Park 574,709 401,762 (172,947) -30.1%Fredericksburg 427,728 581,244 153,516 35.9%Alexandria 133,894 133,894 - 0.0%Arlington 195,897 195,897 - 0.0%
Total Subsidy 16,428,800$ 16,428,800$ -$ 0.0%
FY 2014 Amended Budget The FY 2014 budget has been revised to reflect current projections for revenue and expenses. The major changes are as follows:
Additional state operating funds in the amount of $3.3M Additional state access fee funding in the amount of $238k Capital projects increased by $18.8M due to additional federal funding;
primarily 5337 (State of Good Repair) funds. Projects include: o Replacement railcars: $8.1M o Expansion railcars: $1.9M o Equipment storage: $3.4M o Maintenance facility: $5.4M
Capital projects increased by $30.5M due to NVTA funding for the following projects:
o Expansion railcars: $19.8M o Lorton – second platform: $7.9M o Alexandria pedestrian tunnel: $1.3M o Gainesville-Haymarket study: $1.5M
Operating costs were increased by a net amount of $712k, including the following :
o Rolling Stock repairs and maintenance increased by $600k for carryover enhancement projects from FY 2013
o Planning consulting costs were increased by $138k for carryover projects from FY 2013
o Safety and Security costs increased by $45k for Broad Run station foliage removal in accordance with the recommendation of the Threat and Vulnerability Assessment
$1.23M was contributed to the capital reserve
Virginia Railway Express
Recommended Budget
For Fiscal Year 2015
and
Amended Budget
For Fiscal Year 2014
December 20, 2013
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Table of Contents
Recommended FY 2015 Budget
Mission Statement 3 Fiscal Year 2015 Goals 3 Fiscal Year 2015 Budget Assumptions 4 Local Subsidy Calculation from Oct 2013 Survey 6
Source and Use Statement 7 FY 2015 Budget Worksheet 8 Proposed Capital Improvement Program FY 2015 – FY 2020 10 Six-year Financial Forecast Assumptions 30 Six-year Financial Forecast Worksheet 31
Amended FY 2014 Budget
Amended FY 2014 Budget Assumptions 32 Fiscal Year 2014 Revised Budget Worksheet 35
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Mission Statement
The Virginia Railway Express, a joint project of the Northern Virginia
Transportation Commission and the Potomac and Rappahannock Transportation
Commission, will provide safe, cost-effective, accessible, customer-responsive,
reliable rail passenger service as an integral part of a balanced, intermodal
regional transportation system.
Goals for Fiscal Year
Achieve at least a 50 percent operating ratio (cost recovery). Operate trains on time at least 95 percent of time. Achieve at least 19,200 average daily ridership Strive to attain the following financial ratios over the course of the Six-
Year Plan :
Debt service as a percent of annual budget not greater than 20%
Working capital reserves that are on average not less than 2 months of operating expenditures, with a goal of increasing to 3 months over a 10 year period
Percent of pay-as-you-go financing equal to a minimum of 20% of
the total funded portion of the capital program over the term of the capital program
Risk management reserves equal to amounts imposed by the
Commonwealth, currently set at $10 million.
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Budget Assumptions
Major Assumptions in FY 2015 Budget:
1. Subsidy level of $16,428,800; no increase from the FY 2014 subsidy. 2. No fare increase is requested. 3. State funding for operations is projected at the FY 2014 amount of
$10.3M. The state capital match is tiered but the majority of the capital projects are budgeted at 16% of gross.
4. Average daily ridership of 19,200 assumes a 34 revenue train operation and an overall 36 train schedule.
5. No fare increase is proposed. Fare revenue is budgeted at $36.9M. 6. Keolis contract costs are budgeted at a net increase of $1.2M to reflect a
CPI increase of 3.5% and the addition of one Fredericksburg line train for nine months.
7. Amtrak costs for mid-day storage and services are increased by $124,000 to reflect current contract provisions and the estimated increase to the AAR index.
8. Fuel cost projections are in the amount of $5.9M, based on a cost per gallon of $3.50 and the addition of the Fredericksburg line train.
9. Included is $12.8M of track access funding for total grants of 82% of costs. Sources by Jurisdiction:
Jurisdiction FY 2014 FY 2015 Net PercentFairfax County 4,747,684$ 4,852,953$ 105,269$ 2.2%Fredericksburg 427,728 581,244 153,516 35.9%Manassas 757,804 686,944 (70,860) -9.4%Manassas Park 574,709 401,762 (172,947) -30.1%Prince William County 5,748,203 5,485,333 (262,870) -4.6%Stafford County 2,529,281 2,689,391 160,110 6.3%Spotsylvania County 1,313,600 1,401,382 87,782 6.7%Alexandria 133,894 133,894 - 0.0%Arlington 195,897 195,897 - 0.0%Total 16,428,799$ 16,428,799$ -$
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Source and Use of Funds
Fare Increase 0%Subsidy Increase $ - Number of Trains 34 Average Daily Ridership 19,200 Sources Fare Revenue $ 36,900,000 Local Subsidy 16,428,800 Jurisdictions - Capital Programs 3,508,800 State Operating Grant 10,300,000 State Capital Grant used for Debt and Other 1,056,708 State Capital Grant used for Capital Programs 12,421,400 Federal/State Capital Funding for Track Access 12,794,050 Federal Capital Grant used for Debt and Other 5,803,542 Federal Capital Grant used for Capital Programs 24,356,000 Other Income 4,420,301 Total Sources $ 127,989,601 Uses Operating Expenses $ 74,310,199 Debt Service 6,714,869 Federal Capital Program 46,410,000 Operating Reserve and Other 554,533 Total Uses $ 127,989,601
Six-Year Financial Plan The final FY 2015 budget recommendation includes a six-year financial plan as required by the Master Agreement. The six-year financial plan was reviewed with the CAO Budget Task Force. The VRE capital planning process reflects current priorities identified by the Operations Board as well as long-term planning assumptions through 2025 as outlined in the draft System Plan.
12/19/2013Virginia Railway Express Allocation Data 12/4/13 S&U
October 23, 2013 Survey - Proposed FY 2015 Budget No Fare Increase No Subsidy Increase
Jurisdictions [Col 1] [Col 2] [Col 3] [Col 4] [Col 5] [Col 6] [Col 6a]
Contributors' Potential Contributors' Potential Contributors' Maximum
Population Population Share of Net Costs Share of Net Costs Share of Net Costs
2012 Update % % $
Contributors: ======== ======== ======== ======== ======== ======== ========
Alexandria 147,391 6.5816% 0.6582% $330,887 $133,894 #DIV/0!
Arlington 220,565 9.8491% 0.9849% $495,159 $195,897 #DIV/0!
Contributors' Total 367,956 16.4306%
[Col 7] [Col 8] [Col 9] [Col 10] [Col 11] [Col 12]
October 100 Weight- Participants'
Participants' Survey Participants'
Population Population Normalized Participants' Ridership Aggregate
Participants: 2012 Update % % Population AM Ridership % % of Costs
======== ======== ======== ======== ======== ========
Fairfax County 1,112,325 49.67% 59.44% 2,351 23.87% 23.87%
Fredericksburg 26,024 1.16% 1.39% 461 4.68% 4.68%
Manassas 39,902 1.78% 2.13% 443 4.50% 4.50%
Manassas Park 14,838 0.66% 0.79% 253 2.57% 2.57%
Prince William County 421,164 18.81% 22.50% 3,292 33.43% 33.43%
Stafford County 132,719 5.93% 7.09% 1,938 19.68% 19.68%
Spotsylvania 124,526 5.56% 6.65% 1,111 11.28% 11.28%
Participants' Total 1,871,498 83.57% 100.00% 9,849 100.00% 100.00%
Population Total 2,239,454 100.00%
Costs [Col 12] [Col 13] [Col 14] [Col 15] [Col 16] [Col 17] [Col 18]
(repeated)
State Aid Contributors' Participants'
Participants' Interest & "System" Net Payments Net
Aggregate Gross Costs Misc Income Fare Revenue Costs Lesser of Costs
% $ $ $ $ Col 6 or 4 $
======== ======== ======== ======== ======== ======== ========
Alexandria $133,894
Arlington $195,897
Fairfax County 23.87% $30,568,478 $17,840,113 $728,917 $11,920,735
Fredericksburg 4.68% $5,991,047 $3,496,444 $142,859 $2,336,318
Manassas 4.50% $5,759,530 $3,361,328 $137,338 $2,246,034
Manassas Park 2.57% $3,291,946 $1,921,217 $78,498 $1,283,754
Prince William County 33.43% $42,810,045 $24,984,431 $1,020,821 $16,694,556
Stafford County 19.68% $25,204,338 $14,709,540 $601,007 $9,828,891
Spotsylvania 11.28% $14,449,217 $8,432,728 $344,547 $5,634,735
Total 100.00% $128,074,601 $74,745,801 $3,053,986 $50,274,814 $329,791 $49,945,023
Subsidy [Col 19] [Col 20] [Col 18] [Col 21] [Col 22] [Col 23] [Col 24]
Calculation (repeated)
Oct Survey Participants' Proposed
Particpants' Participants' Net FY 2015 Actual
Fare Revenue Fare Revenue Costs Budget Based FY2014 Net Change Net Change
% $ $ on 10/23/13 Survey Subsidy $ %
======== ======== ======== ======== ======== ======== ========
Alexandria $133,894 $133,894 $0 0.00%
Arlington $195,897 $195,897 $0 0.00%
Fairfax County 20.882% $7,067,782 $11,920,735 $4,852,953 $4,747,684 $105,269 2.22%
Fredericksburg 5.185% $1,755,074 $2,336,318 $581,244 $427,728 $153,516 35.89%
Manassas 4.606% $1,559,090 $2,246,034 $686,944 $757,804 ($70,860) -9.35%
Manassas Park 2.606% $881,992 $1,283,754 $401,762 $574,709 ($172,947) -30.09%
Prince William County 33.118% $11,209,223 $16,694,556 $5,485,333 $5,748,203 ($262,870) -4.57%
Stafford County 21.094% $7,139,500 $9,828,891 $2,689,391 $2,529,281 $160,110 6.33%
Spotsylvania 12.508% $4,233,353 $5,634,735 $1,401,382 $1,313,600 $87,782 6.68%
Total 100.0000% $33,846,014 $49,945,023 $16,428,800 $16,428,800 $0 0.00%
Fares [Col 25]
Participants Residents' 33,846,013.79
"System-wide" 3,053,986.21
2015 36,900,000.00$
6
Leases 15,602,500 Amtrak 6,000,000
LEVEL OF SERVICE FOR FY15 34 trains 19,200 average daily riders - NS 3,210,000
Total Access Fees 15,602,500 CSXT 6,392,500
Total 15,602,500
|--LOCAL--|
USES OF
FUNDS FARE LOCAL OTHER OTHER STATE STATE STATE
INCOME INTEREST MISC SUBSIDY SOURCES SOURCES OPERATING CAPITAL STP 5307/5337 OTHER TOTAL
Operating Expenses 74,310,199 36,900,000 15,300 165,000 11,375,849 2,000,000 240,000 10,300,000 2,652,425 10,141,625 520,000 74,310,199
Non-Operating Expenses:
Operating Reserve 554,533 554,533 554,533
Debt Svc (Gallery IV) (11 Cabcars) 1,931,357 77,254 309,017 1,545,086 1,931,357
Debt Svc 60 Railcars (Local) 110,442 110,442 110,442
Debt Svc 60 Railcars (Fed/State/Local) 4,673,071 186,923 747,691 3,738,457 4,673,071
Non-Operating Summary 7,269,402 0 0 0 929,151 0 0 1,056,708 0 5,283,542 0 7,269,402
Total Expenses (Subtotal) 81,579,601 36,900,000 15,300 165,000 12,305,000 2,000,000 240,000 10,300,000 3,709,133 10,141,625 5,803,542 0 81,579,601
Capital Projects:
Facilities Infrastructure 946,000 37,840 151,360 756,800 946,000
Positive Train Control 2,000,000 80,000 320,000 1,600,000 2,000,000
0 0 0 0 0
Rolling Stock - Non-NVTA 10,965,000 0 3,508,800 7,456,200 10,965,000
Rolling Stock - System Funds 2,200,000 88,000 352,000 1,760,000 2,200,000
Equipment Storage 5,250,000 210,000 840,000 4,200,000 5,250,000
Maintenance Facility 17,099,000 683,960 2,735,840 13,679,200 17,099,000
Alexandria Station/Platform 400,000 16,000 64,000 320,000 400,000
Transit Enhancements 100,000 4,000 16,000 80,000 100,000
Security Enhancements 100,000 4,000 16,000 80,000 100,000
Project Development 2,000,000 0 2,000,000 2,000,000
Capital Reserve Contribution 3,000,000 3,000,000 3,000,000
Capital Project Summary 44,060,000 0 0 0 4,123,800 5,508,800 0 0 11,951,400 0 22,476,000 0 44,060,000
CMAQ
Lorton Platform 2,000,000 0 400,000 0 1,600,000 2,000,000
Rippon 2nd Platform 350,000 0 70,000 0 280,000 350,000
CMAQ Summary 2,350,000 0 0 0 0 0 0 0 470,000 0 0 1,880,000 2,350,000
TOTAL 127,989,601 36,900,000 15,300 165,000 16,428,800 7,508,800 240,000 10,300,000 16,130,533 10,141,625 28,279,542 1,880,000 127,989,601
FY14 subsidy 16,428,800
surplus (deficit) (0) Soft Capital Projects Program Funding Federal Amt State Amt
Debt Service 11 Cabcars 1,931,357 5337 1,545,086 309,017
Access lease funding 15,602,500 SSTP/State 10,141,625 2,652,425
Local only Debt Service 60 Railcars 110,442 5337 - -
Fed/State/LocalDebt Service 60 Railcars 4,673,071 5337 3,738,457 747,691
Grant & Project Management 300,000 5307 240,000 -
Grant & Project Management 350,000 5337 280,000 -
Subtotal 22,967,370 3,709,133
Capital Projects/Earmarks 46,410,000 24,356,000 12,421,400
7 Federal Cap Program 69,377,370 40,301,167 16,130,533
FY15 Sources and Use
SOURCES OF FUNDS
|-----------------STATE -----------------| |----------------FEDERAL------------------|
FY 2013 FY 2013 FY 2014 FY 2015Amended Actual Budget Proposed
Revenue:
VRE - Non-DepartmentalFare Revenue 34,000,000 34,733,108 36,600,000 36,900,000 Miscellaneous Revenue 126,000 239,381 166,000 165,000 Appropriation from Reserve 2,132,353 - 275,000 2,000,000 Jurisdictional Revenue 16,428,800 16,428,800 16,428,800 16,428,800 Other Revenue 4,041,475 - - 5,508,800 State Operating Grant 9,291,406 14,023,485 7,200,000 10,300,000 Federal Grants - Operations and Debt 15,712,065 18,407,871 15,437,429 15,945,167 State Grants - Operations and Debt 6,924,107 974,115 6,631,344 3,949,133 Federal Grants - Capital Program 7,474,500 1,059,732 8,922,400 24,356,000 State Grants - Capital Program 17,007,410 - 1,315,300 12,421,400 Interest Income 60,300 19,345 15,300 15,300 Total Revenue 113,198,417 85,885,837 92,991,573 127,989,601
Expenditures:
VRE - Non-DepartmentalLiability Insurance 4,100,000 3,938,223 4,400,000 4,200,000 Operating Reserve/Contingency 3,199,079 - 1,579,892 1,936,152 Other - 110,178 - 2,000,000 VRE-Financing-Administration Fees - 2,219 - - Total VRE - Non-Departmental 7,299,079 4,050,620 5,979,892 8,136,152
Executive ManagementSalaries/Fringes 496,689 560,812 650,000 506,000 Travel/Training/Employee Expenses 24,000 16,179 34,000 24,000 Board Member Expenses 3,000 1,950 3,000 3,000 Legal/Audit 75,000 70,000 75,000 75,000 Consulting/Professional/Other 183,000 116,873 33,000 279,000 Total Executive Management 781,689 765,814 795,000 887,000
Passenger Support ServicesSalaries/Fringes 436,869 400,946 470,000 277,000 Travel/Training/Employee Expenses 13,200 7,261 18,300 15,600 Communication/Other 232,500 241,647 226,000 79,000 Office Administration Expenses 64,000 71,476 72,000 73,500 Total Passenger Support Services 746,569 721,330 786,300 445,100
Chief of Staff/Public AffairsSalaries/Fringes 154,773 167,796 169,000 372,000 Travel/Training/Employee Expenses 7,500 7,819 7,500 13,500 PR/Special Events/Consulting 15,500 19,227 150,500 55,500 Total Chief of Staff/Public Affairs 177,773 194,842 327,000 441,000
MarketingSalaries/Fringes 140,536 145,698 147,000 153,000 Travel/Training/Employee Expenses 5,450 6,227 5,450 3,000 Production/Media/Promotion/Other 425,000 104,802 250,000 260,000 Special Events/Other 27,675 21,405 12,675 34,000 Total Marketing 598,661 278,132 415,125 450,000
PlanningSalaries/Fringes 252,317 157,384 164,000 402,000 Travel/Training/Employee Expenses 15,300 1,545 7,000 6,900 Professional Services/Consulting/Other 341,800 142,263 350,750 541,225 Total Planning 609,417 301,192 521,750 950,125
Operations and CommunicationsSalaries/Fringes 466,194 489,419 539,000 469,750 Travel/Training/Employee Expenses 12,000 12,261 17,000 18,500 Printing/Admin/Other 295,000 243,541 280,000 238,000 Ticket Stock/R&M Fare Collection 665,000 667,092 665,000 885,000 Total Customer Communications 1,438,194 1,412,313 1,501,000 1,611,250
Budget and FinanceSalaries/Fringes 681,979 802,420 749,000 921,000 Travel/Training/Employee Expenses 9,000 10,013 9,500 9,500 Audit/Maint Service Agreements/Consulting 151,500 148,176 156,500 157,000 Retail Sales/TLC Commissions 1,845,000 1,425,829 1,495,000 1,440,000 Bank Discounts/Other 273,500 273,056 278,000 281,000 Total Budget and Finance 2,960,979 2,659,494 2,688,000 2,808,500
Communication and Info TechSalaries/Fringes 257,057 226,870 218,500 246,000 Travel/Training/Employee Expenses 18,500 14,369 18,500 18,500 Computer Equipment/Software 175,000 184,272 250,000 175,000 Consulting/Communications 820,000 623,527 782,000 720,000 Total Communication and Info Tech 1,270,557 1,049,038 1,269,000 1,159,500
8
VRE Fiscal Year 2015 Proposed Program Budget
FY 2013 FY 2013 FY 2014 FY 2015Amended Actual Budget Proposed
VRE Fiscal Year 2015 Proposed Program Budget
Engineering and Capital ProjectsSalaries/Fringes 601,252 660,803 701,000 670,000 Travel/Training/Employee Expenses 26,000 17,555 26,000 23,500 Other Professional Services/Other Expenses 151,000 117,956 152,500 151,000 Total Construction and Cap Proj 778,252 796,314 879,500 844,500
Facilities MaintenanceSalaries/Fringes 119,447 63,461 126,000 151,000 Travel/Training/Employee Expenses 1,000 2,994 5,000 - Office/Other Professional Service 20,000 43,704 20,500 11,000 Station Electricity/Utilities/Taxes 574,000 674,484 594,500 628,000 Repairs and Maintenance 2,825,000 2,068,278 2,768,000 2,905,000 Total Facilities Maintenance 3,539,447 2,852,921 3,514,000 3,695,000
Purchasing and Contract AdminSalaries/Fringes 291,534 296,122 312,000 348,000 Travel/Training/Employee Expenses 2,500 2,199 5,500 5,500 Total Purchasing and Contract Admin 294,034 298,321 317,500 353,500
Equipment OperationsSalaries/Fringes 393,982 497,992 518,000 873,000 Travel/Training/Employee Expenses 38,000 9,049 39,000 49,000 Consulting/Admin/Warehouse Management 325,000 543,890 400,000 120,000 Equipment/Warehouse Leases - 20,590 - 821,000 Utilities 1,092,000 829,748 1,134,000 1,091,000 Diesel Fuel 5,600,000 4,718,243 5,600,000 5,932,250 Repairs and Maintenance - Rolling Stock 3,695,000 2,141,846 2,955,000 2,950,000 Total Equipment Operations 11,143,982 8,761,358 10,646,000 11,836,250
Safety and SecuritySalaries/Fringes 112,856 83,690 120,000 125,000 Travel/Training/Employee Expenses 5,700 6,727 6,500 11,300 Office/Other Professional Services 50,000 67,649 53,000 80,000 Yard/Station Security 285,000 379,745 293,000 370,000 Total Safety and Security 453,556 537,811 472,500 586,300
PRTCProfessional Services 144,000 100,759 102,000 104,000 Total PRTC 144,000 100,759 102,000 104,000
NVTCProfessional Services 70,000 70,000 80,000 80,000 Total NVTC 70,000 70,000 80,000 80,000
KeolisContract Operations and Maintenance 18,248,591 17,945,392 19,040,448 20,241,112 Total Keolis 18,248,591 17,945,392 19,040,448 20,241,112
AmtrakContract Operations and Maintenance 4,069,168 3,816,927 4,459,000 4,582,942 Total Amtrak 4,069,168 3,816,927 4,459,000 4,582,942
Amtrak Access FeesAccess Fees 5,388,096 5,392,077 5,660,000 6,000,000 Total Amtrak Access Fees 5,388,096 5,392,077 5,660,000 6,000,000
Norfolk SouthernAccess Fees 2,370,000 2,372,835 2,491,552 2,590,000 Contract Operations and Maintenance 580,000 622,907 598,448 620,000 Total Norfolk Southern 2,950,000 2,995,742 3,090,000 3,210,000
CSXTAccess Fees 4,960,000 4,995,317 5,170,000 5,892,500 Contract Operations and Maintenance 450,000 465,047 480,000 500,000 Total CSXT 5,410,000 5,460,364 5,650,000 6,392,500
CIP ExpendituresCIP Expenditures 30,825,805 - 11,153,000 46,410,000 Total CIP Expenditures 30,825,805 - 11,153,000 46,410,000
CIP VRE - Non-DepartmentalAllowance for Doubtful Accounts 50,000 19,489 50,000 50,000 Debt Service 13,950,567 13,875,850 13,594,559 6,714,870 Total CIP VRE - Non-Departmental 14,000,567 13,895,339 13,644,559 6,764,870
Total Expenditures 113,198,416 74,356,100 92,991,573 127,989,601 9
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Capital Improvement Program
Fiscal Year 2015
December 20, 2013
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Introduction The FY 2015 Virginia Railway Express Capital Improvement Program (CIP) is an integrated set of projects and programs that will improve passenger safety and operational efficiency, maintain the system in a state of good repair, and expand capacity. The multi-year CIP includes both programmed and unprogrammed projects.
Programmed projects include those that are funded through federal formula grants received annually by VRE; through state funding in accordance with the Six-Year Improvement Program (SYIP); through already allocated funds from other entities, such as NVTA or FAMPO; or through other expected sources.
Unprogrammed projects are those that are pending a discretionary allocation by a funding authority or for which a funding source has not yet been identified.
Description of CIP The VRE Capital Improvement Program is designed to maintain VRE passenger equipment and facilities in a state of good repair and to accommodate growth within adopted service and safety standards. Items listed in the CIP fall into one of the following categories:
The acquisition of land for a public purpose. The construction or purchase of an asset of significant size, including
rolling stock and other equipment, facilities, railroad infrastructure and automated systems.
Rehabilitation or major repair to all or part of a major facility, piece of equipment, or other asset, beyond the level considered as routine annual maintenance.
Any specific planning, engineering, design work or grant and project management costs related to an individual project falling within the first three categories.
Any ongoing debt payments related to projects falling within the first three categories.
Any long-term grant funded projects for which inclusion in the CIP is considered appropriate.
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Priorities: Projects included in the CIP are prioritized with an emphasis on passenger safety, regulatory requirements, and maintaining current equipment and facilities in a state of good repair. In addition, expansion projects are selected in accordance with VRE’s System Plan, which is currently in development. Board/Commission Approval: Once the CIP has been developed, it is forwarded as part of the budget to the Operations Board. With their approval, the package goes to the Commissions for final authorization. The VRE budget process begins in the summer, with approval by the Operations Board in December and Commissions in January. Grant applications for the next fiscal year are prepared based on the approved CIP. Project Information: Detailed project information is provided, including a summary of funding sources for each project. FY14 funding reflects the amended budget for that year. Any unprogrammed funding is specifically identified. Administrative and reoccurring projects are grouped together. Summary Information: Summary information for the entire CIP and for selected funding sources is provided at the conclusion of this section.
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CIP Project Information
Part I - Track and Signal Improvements Project: Track Access Fees Description of Project: This project provides funding for the annual cost of using tracks and other infrastructure owned by the VRE host railroads. FY15 budgeted cost is $15.6M. Funding Sources:
Project: Positive Train Control (PTC) Description of Project: The implementation of Positive Train Control (PTC) is mandated by the Rail Safety Improvement Act of 2008. The regulation mandates installation of a collision avoidance system which will overlay existing systems to monitor and control train movements to provide increased safety for passenger rail by December 31, 2015. VRE’s project was developed in conjunction with the implementation of this mandate by the host railroads. The FY15 budgeted cost is $2.0M, which completes the final phase of the project. Funding Sources:
Project Name: Track Access Fees
Prior to
Sources of funds: FY 2014 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 TOTAL
SSTP/RSTP/CMAQ 9,360,000 10,141,950 10,547,550 10,969,400 11,408,150 11,864,450 12,338,950 76,630,450 -
State Mass Transit funds 2,772,000 2,652,510 2,758,590 2,868,920 2,983,670 3,103,010 3,227,110 20,365,810 -
VRE - subsidy match 2,268,000 2,808,540 2,920,860 3,037,680 3,159,180 3,285,540 3,416,940 20,896,740
TOTAL - 14,400,000 15,603,000 16,227,000 16,876,000 17,551,000 18,253,000 18,983,000 117,893,000
Prior to
Sources of funds: FY 2014 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 TOTAL
Federal formula funds -5307 2,922,400 3,920,000 1,600,000 8,442,400
State Mass Transit funds 377,850 539,000 320,000 1,236,850
VRE - subsidy match 352,750 441,000 80,000 873,750
TOTAL 3,653,000 4,900,000 2,000,000 10,553,000
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Part II – Rolling Stock Project: Rolling Stock – 7 Replacement Railcars Description of Project: Purchase of seven of 15 Gallery railcars to complete the replacement of the remaining legacy railcars. The order for eight railcars was placed in February 2012 and the remaining seven cars will be purchased with funding provided in the amended FY14 budget. Funding Sources:
Project: Rolling Stock – 14 Expansion Railcars Description of Project: Purchase of fourteen additional railcars for expansion of service by providing rail cars for an additional Fredericksburg line train and for lengthening of other consists. The first nine railcars are funded primarily through regional funds from the NVTA jurisdictions. The last five railcars include a proportional share of costs from outside the NVTA jurisdictions. FY15 budgeted cost is $13.2M. Funding Sources:
Project Name: 7 Replacement Railcars
Prior to
Sources of funds: FY 2014 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 TOTAL
Federal formula funds -5309 541,100 541,100
Federal formula funds -5337 9,489,612 9,489,612 -
State Mass Transit funds 4,245,811 4,245,811
VRE - subsidy match 792,160 375,300 1,167,460
VRE - capital reserve 451,917 104,100 556,017
TOTAL 6,030,988 9,969,012 - 16,000,000
Prior to
Sources of funds: FY 2014 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 TOTAL
Federal formula funds -5307 1,518,400 1,760,000 3,278,400 -
State Mass Transit funds 7,808,200 7,808,200 -
NVTA regional funds 19,800,000 19,800,000
Jurisdictional funds 3,508,800 3,508,800 -
VRE - subsidy match 379,600 88,000 467,600
TOTAL - 21,698,000 13,165,000 34,863,000
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Project: Equipment Life-Cycle Maintenance Description of Project: Project provides funding for the major life-cycle repair and overhaul costs for VRE’s rolling stock to assure that all equipment is maintained in a state of good repair in accordance with VRE’s Transit Asset Management program. Funding Sources:
Part III – Yard Improvements Project: Maintenance Facility Description of Project: Design and construct rolling stock equipment maintenance facility improvements in order to carry out those components of the life - cycle maintenance program that can be most efficiently accomplished at the VRE yards. Project includes constructing additional shop space with overhead cranes, wheel and axle drop table and wheel truing. FY15 budgeted cost is $17.1M. Funding Sources:
NOTE: FY14 federal funding added in amended budget; possible candidate for inclusion in State application for FY15.
Project Name: Equipment Life Cycle
Prior to
Sources of funds: FY 2014 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 TOTAL
Federal formula funds -5337 1,520,000 3,920,000 3,840,000 2,720,000 3,680,000 15,680,000 -
State Mass Transit funds - 304,000 784,000 768,000 544,000 736,000 3,136,000 -
VRE - subsidy match - 76,000 196,000 192,000 136,000 184,000 784,000
TOTAL - - - 1,900,000 4,900,000 4,800,000 3,400,000 4,600,000 19,600,000
Prior to
Sources of funds: FY 2014 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 TOTAL
Federal formula funds -5307 - 240,000 240,000
Federal formula funds -5337 4,320,800 13,439,200 17,760,000 -
State Mass Transit funds 2,735,840 2,735,840 -
VRE - subsidy match 1,080,200 683,960 1,764,160
TOTAL - 5,401,000 17,099,000 22,500,000
P a g e | 16
Project: Equipment Storage Description of Project: Remove existing mail dock at Ivy City coach yard to accommodate mid-day storage of longer trains (FY14); land acquisition at Crossroads Yard (FY14 and FY 15); and track, switch and grade modifications to accommodate longer trains at the storage and maintenance yards (FY15). Projects in future years will address further realignment at yards to accommodate Phase II of the System Plan and realignment of mid-day storage facilities. FY15 budgeted cost is $5.3M. Funding Sources:
Part IV – Stations and Parking Project: Facilities Infrastructure Renewal Description of Project: As the VRE facilities age, there is an increasing need for repairs and improvements to maintain these assets in a State of Good Repair (SGR). An independent evaluation of all station, maintenance and storage facilities will be conducted in FY 2014, in accordance with VRE’s Transit Asset Management program, in order to establish maintenance, rehabilitation and replacement cycles and priorities. Major projects currently anticipated include the repair or replacement of elevators and stairwells at VRE stations. FY15 budgeted cost is $946k. Funding Sources:
Project Name: Equipment Storage
Prior to
Sources of funds: FY 2014 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 TOTAL
Federal formula funds -5307 2,680,000 4,200,000 6,520,000 8,120,000 8,120,000 5,600,000 4,000,000 39,240,000 -
State Mass Transit funds - 840,000 1,304,000 1,624,000 1,624,000 1,120,000 800,000 7,312,000 -
VRE - subsidy match 670,000 210,000 326,000 406,000 406,000 280,000 200,000 2,498,000
TOTAL - 3,350,000 5,250,000 8,150,000 10,150,000 10,150,000 7,000,000 5,000,000 49,050,000
Project Name: Facilities Infrastructure Renewal
Prior to
Sources of funds: FY 2014 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 TOTAL
Federal formula funds -5337 400,000 756,800 5,556,000 3,156,000 3,236,000 4,356,000 3,396,000 20,856,800 -
State Mass Transit funds 55,000 151,360 1,111,200 631,200 647,200 871,200 679,200 4,146,360 -
VRE - subsidy match 45,000 37,840 277,800 157,800 161,800 217,800 169,800 1,067,840
TOTAL - 500,000 946,000 6,945,000 3,945,000 4,045,000 5,445,000 4,245,000 26,071,000
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Project: Lorton Platform Improvements Description of Project: Design and construction of a platform extension and a second platform at the Lorton VRE station to expand capacity and operational flexibility. Funding is from a combination of both CMAQ (with associated state match) and jurisdictional funds through NVTA. FY15 budgeted cost is $2.0M. Funding Sources:
NOTE: Future years of CMAQ funding initially allocated for this project are anticipated to be reprogrammed to the Backlick Road VRE station. Project: Alexandria Station/Platform Description of Project: Design and construction of a pedestrian tunnel between the VRE/Amtrak station and the Metro station in Alexandria ($10.02M in FY14 and prior); modification of the east side platform to service trains from both sides ($400k in FY15); and modification of the Slaters Lane railroad crossover to enable trains to enhance capacity and improve operating flexibility and for other operational enhancements ($7M). FY15 budgeted cost is $400k; $7M for railroad crossover currently unprogrammed. Funding Sources:
NOTE: $7M in FY15 for railroad crossover at Slaters Lane and other operational enhancements recommended for submission to NVTA for FY14-FY16 funding.
Project Name: Lorton Platform Improvements (Extension and Second Platform)
Prior to
Sources of funds: FY 2014 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 TOTAL
CMAQ/RSTP 1,400,000 1,600,000 1,600,000 - - 4,600,000 0 -
State Mass Transit funds 770,000 770,000
State CMAQ/RSTP match 350,000 400,000 400,000 - - 1,150,000 -
NVTA regional funds 7,900,000 7,900,000
Jurisdictional funds 300,000 300,000 -
TOTAL 2,820,000 9,900,000 2,000,000 - - - - - 14,720,000
Project Name: Alexandria Station Improvements
Prior to
Sources of funds: FY 2014 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 TOTAL
Federal formula funds -5307 320,000 320,000 -
State Mass Transit funds 64,000 64,000 -
NVTA regional funds 1,300,000 7,000,000 8,300,000 -
VRE - subsidy match 16,000 16,000 - Other - VDOT LAP 8,721,865 8,721,865
TOTAL 8,721,865 1,300,000 7,400,000 - - - - - 17,421,865
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Project: Platform Improvements – Fredericksburg Line Description of Project: Design and construction of platform extensions and second platforms at Fredericksburg line stations to expand capacity and operational flexibility. Included are platform improvements at the following stations: expand northern/Metro side of platform at Franconia-Springfield ($5M in FY15); platform extension and second platform at Rippon ($15M in FY15, platform extensions at Leeland Road ($2M), and platform extension at Brooke ($2M). $20M in FY15 currently unprogrammed. Funding Sources:
NOTE: $20M in FY15 for platform extension at Franconia-Springfield and platform extension and second platform at Rippon station recommended for submission to NVTA for FY14-FY16 funding. No funds have been identified for $4M in FY20 for platform extensions at Leeland Road and Brooke stations. Project: Platform Improvements – Manassas Line Description of Project: Design and construction of platform extensions at Manassas line stations to expand capacity and operational flexibility. Included are platform extensions at the following stations: Rolling Road ($2M in prior year funds) and Backlick ($2M in FY16-FY17). Funding Sources:
NOTE: Future years of CMAQ funding initially allocated for the Lorton project are anticipated to be reprogrammed for the platform extension at the Backlick station.
Project Name: Platform Improvements - Fredericksburg Line
Prior to
Sources of funds: FY 2014 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 TOTAL -
NVTA regional funds 20,000,000 20,000,000
No funding identified 4,000,000 4,000,000
TOTAL - - 20,000,000 - - - - 4,000,000 24,000,000
Project Name: Platform Improvements - Manassas Line
Prior to
Sources of funds: FY 2014 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 TOTAL
CMAQ/RSTP 1,600,000 - - 1,200,000 400,000 3,200,000 0 -
State CMAQ/RSTP match 400,000 - 300,000 100,000 800,000 -
TOTAL 2,000,000 - - 1,500,000 500,000 - - - 4,000,000
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Project: Platform Improvements – Core Stations Description of Project: Design and construction of platform improvements at Crystal City ($2M in FY15) and L’Enfant ($3M in FY 16) to reduce overcrowding and improve safety. Initial feasibility/preliminary engineering required to define scope of improvements possible at each location. Implementation of long-term solutions to address System Plan recommendations required but not yet included in this project. $2.M in FY15 currently unprogrammed. Funding Sources:
NOTE: $2M in FY15 for expansion of platform at Crystal City station recommended for submission to NVTA for FY14-FY16 funding. Project: Broad Run Parking Expansion Description of Project: Design and construction of an 800 space parking garage at the Broad Run VRE station. CMAQ funds and associated state match are currently being used for project design. Funding Sources:
NOTE: Project may be advanced as the result of a future request for jurisdictional funds through NVTA to replace or augment the out-year CMAQ allocations and the unprogrammed funding in FY20 of $11.4M.
Project Name: Platform Improvements - Core Stations
Prior to
Sources of funds: FY 2014 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 TOTAL
Federal formula funds -5307 2,400,000 2,400,000 -
State Mass Transit funds 480,000 480,000 -
NVTA regional funds 2,000,000 2,000,000 -
VRE - subsidy match - - 120,000 - - - - 120,000
TOTAL - - 2,000,000 3,000,000 - - - - 5,000,000
Project Name: Broad Run Parking Expansion
Prior to
Sources of funds: FY 2014 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 TOTAL
CMAQ/RSTP 2,736,000 - - - - 4,198,626 3,464,000 - 10,398,626 -
State CMAQ/RSTP match 684,000 - - - - 1,049,656 866,000 - 2,599,656 -
No funding identified 11,421,718 11,421,718
TOTAL 3,420,000 - - - - 5,248,282 4,330,000 11,421,718 24,420,000
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Project: Rolling Road Parking Expansion Description of Project: Design and construction of a 300 space parking structure at the Rolling Road VRE station. The project is currently being studied by Fairfax County. Funding Sources:
NOTE: Project is a candidate for a future request for jurisdictional funds through NVTA. Funding is currently unprogrammed. Project: Fredericksburg Line Parking Expansion Description of Project: Design and construction of parking structures at Fredericksburg line stations: Leeland Road ($10.0M for 400 spaces); and Fredericksburg ($30.0M for 1,200 spaces, with initial CMAQ allocation of $1.2M provided through FAMPO). Funding Sources:
NOTE: Funding has not been identified for this project, other than the CMAQ funding of $1.2M for the Fredericksburg parking structure in FY16-FY18. Funding of $38.8M in FY20 is unprogrammed.
Project Name: Rolling Road Parking Expansion
Prior to
Sources of funds: FY 2014 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 TOTAL
No funding identified 7,500,000 7,500,000
TOTAL - - - - - - - 7,500,000 7,500,000
Project Name: Parking Expansion - Fredericksburg Line
Prior to
Sources of funds: FY 2014 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 TOTAL
CMAQ/RSTP - 240,000 499,200 249,600 - - 988,800 -
State CMAQ/RSTP match - 60,000 124,800 62,400 - - 247,200 -
No funding identified 38,764,000 38,764,000
TOTAL - - - 300,000 624,000 312,000 - 38,764,000 40,000,000
P a g e | 21
Project: Manassas Park Parking Expansion and Pedestrian Improvements Description of Project: Design and construction of a 500 space parking garage on the north/City Hall side of the railroad tracks. A pedestrian connection between the new parking facility and station is also included. The parking expansion will increase the number of available parking spaces to 1,100, which is the estimated long-range parking demand. $19M in FY15 currently unprogrammed. Funding Sources:
NOTE: $19M in FY15 for parking expansion and pedestrian improvements recommended for submission to NVTA for FY14-FY16 funding. Project: Quantico Parking and Pedestrian Improvements Description of Project: Planning, design and construction of platform and parking expansion, and pedestrian access improvements. Improvements will be coordinated with the Arkendale to Powell’s Creek Third Track project being implemented by the Commonwealth and CSX. Phase I costs of $5.1M – planning/feasibility study to determine what improvements are possible given existing site conditions plus initial funding for pedestrian improvements. FY15 budgeted cost is $350k. Funding Sources:
NOTE: CMAQ allocation for FY15 ($350k) and FY20 ($1.7M); the remaining funds in FY20 of $3M are currently unprogrammed. Project is a candidate for a future request for jurisdictional funds through NVTA. No cost estimate provided for Phase II – parking expansion.
Project Name: Manassas Park Parking and Pedestrian Improvements
Prior to
Sources of funds: FY 2014 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 TOTAL -
NVTA regional funds 19,000,000 19,000,000
TOTAL - - 19,000,000 - - - - - 19,000,000
Project Name: Quantico Parking and Pedestrian Improvements
Prior to
Sources of funds: FY 2014 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 TOTAL
CMAQ/RSTP 280,000 1,360,000 1,640,000 0 -
State CMAQ/RSTP match 70,000 340,000 410,000 -
No funding identified 3,000,000 3,000,000
TOTAL - - 350,000 - - - - 4,700,000 5,050,000
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Part V – Studies and Other
Project: Gainesville/Haymarket Description of Project: Continuation of planning and project development for the proposed Gainesville/Haymarket extension, including review of potential ridership demand and rail and station infrastructure needed to complete the extension. The impact of the extension on system-wide capacity will also be assessed. FY15 budgeted cost is $1.5M. Funding Sources:
Project: Project Development Description of Project: Project will provide funding for planning and engineering analysis required to advance system investments recommended in the System Plan, especially to support a future federal Core Capacity application or for funding from other sources such as the Rail Enhancement Fund or jurisdictional funding through NVTA. FY15 budgeted cost is $2.0M. Funding Sources:
NOTE: Funding is provided from unallocated balance in the VRE Capital Reserve.
Project Name: Gainseville Haymarket
Prior to
Sources of funds: FY 2014 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 TOTAL -
NVTA regional funds 1,500,000 1,500,000
TOTAL - 1,500,000 - - - - - - 1,500,000
Project Name: Project Development
Prior to
Sources of funds: FY 2014 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 TOTAL - Other 2,000,000 2,000,000
TOTAL - - 2,000,000 - - - - - 2,000,000
P a g e | 23
Project: Capital Reserve Description of Project: Commitment of additional funds to the capital reserve, to be used to complete projects, provide local match in order to take advantage of grant opportunities and to fund initial costs to support major grant proposals. FY15 budgeted cost is $3.0M. Funding Sources:
NOTE: Funding is provided from local sources. Project: Core Capacity Description of Project: Future year federal funds will be used to conduct more detailed analysis of recommended system initiatives and investments, including development of detailed financial plans, NEPA, conceptual engineering and other analysis that would be prerequisites for advancing a federal Core Capacity funding application. Future year funds may also be combined with non-federal funds as the local financial commitment towards the implementation of core capacity projects. Funding Sources:
Project Name: Capital Reserve
Prior to
Sources of funds: FY 2014 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 TOTAL
VRE - operating budget 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 18,000,000 -
TOTAL - - 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 18,000,000
Project Name: Core Capacity Projects
Prior to
Sources of funds: FY 2014 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 TOTAL
Federal formula funds -5307 2,520,000 4,040,000 6,560,000 -
State Mass Transit funds - - - - - 504,000 808,000 1,312,000 -
VRE - subsidy match - - - - - 126,000 202,000 328,000
TOTAL - - - - - - 3,150,000 5,050,000 8,200,000
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Administrative and Reoccurring Projects
1. Grant and Project Management – funding allocated to this project supports staff project management and grant administration for capital projects supported with federal funding . Annual allocation is $650,000. 2. Transit Enhancements – grantees receiving federal 5307 funds must certify that at least 1% of funding received each fiscal year is being used for transit enhancement projects. VRE’s primary use of this funding is for pedestrian improvements, electronic customer communications and station and equipment signage. Annual allocation is $100,000. 3. Security Enhancements – grantees receiving federal 5307 funds must certify that at least 1% of funding received each fiscal year is being used for transit security projects. Projects include improvements to station lighting and security, systems safety consulting, and security drills with first responders. Annual allocation is $100,000. 4. Debt Repayment (11 replacement cab cars) – finance payments on the 11 bi-level Gallery cab cars VRE purchased in 2006. Annual payment is $1,932,000. 5. Debt Repayment (60 replacement railcars) – finance payments on the 50 bi-level Gallery railcars VRE purchased in 2006 and 2008. Annual payment is $4,673,000.
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FY 2014 - FY 2020 CIP Project Totals
Prior to
Projects FY 2014 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 TOTAL
Track and Signal Improvements:
Access Fees - 14,400,000 15,603,000 16,227,000 16,876,000 17,551,000 18,253,000 18,983,000 117,893,000
Postive Train Control 3,653,000 4,900,000 2,000,000 - - - - - 10,553,000
- - - - - - - - -
Rolling Stock
7 Replacement Railcars 6,030,988 9,969,012 - - - - - - 16,000,000
14 Expansion Railcars - 21,698,000 13,165,000 - - - - - 34,863,000
Equipment Life-Cyle Maint - - - 1,900,000 4,900,000 4,800,000 3,400,000 4,600,000 19,600,000
- - - - - - - - -
Yard Improvements
Maintenance facility - 5,401,000 17,099,000 - - - - - 22,500,000
Equipment storage - 3,350,000 5,250,000 8,150,000 10,150,000 10,150,000 7,000,000 5,000,000 49,050,000
- - - - - - - - -
Stations and Parking
Facilities maintenance - 500,000 946,000 6,945,000 3,945,000 4,045,000 5,445,000 4,245,000 26,071,000
Lorton platform improvements 2,820,000 9,900,000 2,000,000 - - - - - 14,720,000
Alexandria station improvements 8,721,865 1,300,000 7,400,000 - - - - - 17,421,865
Platform imp - Fredericksburg - - 20,000,000 - - - - 4,000,000 24,000,000
Platform imp - Manassas 2,000,000 - - 1,500,000 500,000 - - - 4,000,000
Platform imp - core stations - - 2,000,000 2,000,000 - - - - 4,000,000
Broad Run parking expansion 3,420,000 - - - - 5,248,282 4,330,000 11,421,718 24,420,000
Rolling Road parking expansion - - - - - - - 7,500,000 7,500,000
Parking Expansion - Fred'burg line - - - 300,000 624,000 312,000 - 38,764,000 40,000,000
Manassas Park - parking and ped imp - - 19,000,000 - - - - - 19,000,000
Quantico - parking and ped imp - - 350,000 - - - - 4,700,000 5,050,000
- - - - - - - - -
- - - - - - - - -
Debt/Studies/Other
Debt service - 60 cars - 4,645,429 4,673,000 4,673,000 4,673,000 4,673,000 4,673,000 4,673,000 32,683,429
Debt service - 11 cab cars - 1,932,000 1,932,000 1,932,000 1,932,000 1,932,000 1,932,000 1,932,000 13,524,000
Enhancement grant - transit - 100,000 100,000 100,000 100,000 100,000 100,000 100,000 700,000
Enhancement grant - security - 100,000 100,000 100,000 100,000 100,000 100,000 100,000 700,000
Grant and project management - 662,000 650,000 650,000 650,000 650,000 650,000 650,000 4,562,000
Gainesville - Haymarket - 1,500,000 - - - - - - 1,500,000
Project development - - 2,000,000 - - - - - 2,000,000
Capital reserve - - 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 18,000,000
Core Capacity - - - - - - 3,150,000 5,150,000 8,300,000
-
TOTAL 26,645,853 80,357,441 117,268,000 47,477,000 47,450,000 52,561,282 52,033,000 114,818,718 538,611,294
Summary - CIP Total Project Expenses
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FY 2014 - FY 2020 Federal Formula Funding
NOTE: Federal funds shown at 80% of project cost; state and local match not included.
Prior to
Projects FY 2014 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 TOTAL
Track and Signal Improvements:
Access Fees - - - - - - - - -
Postive Train Control 2,922,400 3,920,000 1,600,000 - - - - - 8,442,400
Rolling Stock
7 Replacement Railcars 541,100 9,489,612 - - - - - - 10,030,712
14 Expansion Railcars - 1,518,400 1,760,000 - - - - - 3,278,400
Equipment Life-Cyle Maint - - - 1,520,000 3,920,000 3,840,000 2,720,000 3,680,000 15,680,000
Yard Improvements
Maintenance facility - 4,320,800 13,679,200 - - - - - 18,000,000
Equipment storage - 2,680,000 4,200,000 6,520,000 8,120,000 8,120,000 5,600,000 4,000,000 39,240,000
Stations and Parking
Facilities maintenance - 400,000 756,800 5,556,000 3,156,000 3,236,000 4,356,000 3,396,000 20,856,800
Lorton platform improvements - - - - - - - - -
Alexandria station improvements - - 320,000 - - - - - 320,000
Platform imp - Fredericksburg - - - - - - - - -
Platform imp - Manassas - - - - - - - - -
Platform imp - core stations - - - 1,600,000 - - - - 1,600,000
Broad Run parking expansion - - - - - - - - -
Rolling Road parking expansion - - - - - - - - -
Parking Expansion - Fred'burg line - - - - - - - - -
Manassas Park - parking and ped imp - - - - - - - - -
Quantico - parking and ped imp - - - - - - - - -
Debt/Studies/Other
Debt service - 60 cars - 3,716,343 3,738,400 3,738,400 3,738,400 3,738,400 3,738,400 3,738,400 26,146,743
Debt service - 11 cab cars - 1,545,600 1,545,600 1,545,600 1,545,600 1,545,600 1,545,600 1,545,600 10,819,200
Enhancement grant - transit - 80,000 80,000 80,000 80,000 80,000 80,000 80,000 560,000
Enhancement grant - security - 80,000 80,000 80,000 80,000 80,000 80,000 80,000 560,000
Grant and project management - 529,600 520,000 520,000 520,000 520,000 520,000 520,000 3,649,600
Gainesville - Haymarket - - - - - - - - -
Project development - - - - - - - - -
Capital reserve - - - - - - - - -
Core Capacity - - - - - - 2,520,000 4,120,000 6,640,000
- - - - - - - - -
TOTAL 3,463,500 28,280,355 28,280,000 21,160,000 21,160,000 21,160,000 21,160,000 21,160,000 165,823,855
Summary - Federal Formula Funding
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FY 2014 - FY 2020 CMAQ/STP/RSTP Funding
NOTE: CMAQ/RSTP funds shown at 80% of project cost; state match funds not included. Access fee funding shown at 65% of project cost; state and local match funds not included.
Prior to
Projects FY 2014 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 TOTAL
Track and Signal Improvements:
Access Fees - 9,360,000 10,141,950 10,547,550 10,969,400 11,408,150 11,864,450 12,338,950 76,630,450
Postive Train Control -
Rolling Stock
7 Replacement Railcars -
14 Expansion Railcars -
Equipment Life-Cyle Maint -
Yard Improvements
Maintenance facility -
Equipment storage -
Stations and Parking
Facilities maintenance -
Lorton platform improvements 1,400,000 1,600,000 1,600,000 - - - - - 4,600,000
Alexandria station improvements -
Platform imp - Fredericksburg -
Platform imp - Manassas 1,600,000 - - 1,200,000 400,000 - - - 3,200,000
Platform imp - core stations -
Broad Run parking expansion 2,736,000 - - - - 4,198,626 3,464,000 - 10,398,626
Rolling Road parking expansion -
Parking Expansion - Fred'burg line - - - 240,000 499,200 249,600 - - 988,800
Manassas Park - parking and ped imp -
Quantico - parking and ped imp - - 280,000 - - - - 1,360,000 1,640,000
Debt/Studies/Other
Debt service - 60 cars -
Debt service - 11 cab cars -
Enhancement grant - transit -
Enhancement grant - security -
Grant and project management -
Gainesville - Haymarket -
Project development -
Capital reserve -
Core Capacity -
-
TOTAL 5,736,000 10,960,000 12,021,950 11,987,550 11,868,600 15,856,376 15,328,450 13,698,950 97,457,876
Summary - CMAQ/STP/RSTP Funding
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FY 2014 - FY 2020 NVTA Funding
NOTE: Includes only projects programmed by NVTA.
Prior to
Projects FY 2014 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 TOTAL
Track and Signal Improvements:
Access Fees -
Postive Train Control -
Rolling Stock
7 Replacement Railcars -
14 Expansion Railcars - 19,800,000 - - - - - - 19,800,000
Equipment Life-Cyle Maint -
Yard Improvements
Maintenance facility -
Equipment storage -
Stations and Parking
Facilities maintenance -
Lorton platform improvements - 7,900,000 - - - - - - 7,900,000
Alexandria station improvements - 1,300,000 - - - - - - 1,300,000
Platform imp - Fredericksburg -
Platform imp - Manassas -
Platform imp - core stations -
Broad Run parking expansion -
Rolling Road parking expansion -
Parking Expansion - Fred'burg line -
Manassas Park - parking and ped imp -
Quantico - parking and ped imp -
Debt/Studies/Other
Debt service - 60 cars -
Debt service - 11 cab cars -
Enhancement grant - transit -
Enhancement grant - security -
Grant and project management -
Gainesville - Haymarket - 1,500,000 - - - - - - 1,500,000
Project development -
Capital reserve -
Core Capacity -
-
TOTAL - 30,500,000 - - - - - - 30,500,000
Summary - NVTA Funding
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FY 2014 - FY 2020 Non-Programmed Projects
NOTE: Includes proposed NVTA submission for FY14-FY16 (shown in FY15); projects for possible inclusion in future submissions to NVTA (shown in FY20); and projects for which some or all funding has not been identified (shown in FY20).
Prior to
Projects FY 2014 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 TOTAL
Track and Signal Improvements:
Access Fees -
Postive Train Control -
Rolling Stock
7 Replacement Railcars -
14 Expansion Railcars -
Equipment Life-Cyle Maint -
Yard Improvements
Maintenance facility -
Equipment storage -
Stations and Parking
Facilities maintenance -
Lorton platform improvements -
Alexandria station improvements 7,000,000 7,000,000
Platform imp - Fredericksburg 20,000,000 4,000,000 24,000,000
Platform imp - Manassas -
Platform imp - core stations 2,000,000 2,000,000
Broad Run parking expansion 11,421,718 11,421,718
Rolling Road parking expansion 7,500,000 7,500,000
Parking Expansion - Fred'burg line 38,764,000 38,764,000
Manassas Park - parking and ped imp 19,000,000 19,000,000
Quantico - parking and ped imp 3,000,000 3,000,000
Debt/Studies/Other
Debt service - 60 cars -
Debt service - 11 cab cars -
Enhancement grant - transit -
Enhancement grant - security -
Grant and project management -
Gainesville - Haymarket -
Project development -
Capital reserve -
Core Capacity -
-
TOTAL - - 48,000,000 - - - - 64,685,718 112,685,718
Summary - Non-Programmed
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VIRGINIA RAILWAY EXPRESS ASSUMPTIONS FOR SIX YEAR FINANCIAL FORECAST
1. Operating ratio maintained at 50% or higher 2. Level of Service
a. 34 trains for FY 2015 i. Fredericksburg line train
b. 34 trains for FY 2016 c. 34 trains for FY 2017 d. 34 trains for FY 2018 e. 34 trains for FY 2019 f. 34 trains for FY 2020
3. Operating Costs a. Increase in base costs varies by year, based on annual ridership increase b. Keolis, Amtrak, fuel, track leases and debt service tracked separately
4. Fare Revenue a. Increased 5% in FY 2016, FY 2018, FY 2020
5. Other Revenue: a. Interest income increases at 0% per year b. Other income increases 0% per year
6. Grant Income: a. Access lease funding equal to 82% of access lease expenses – assumes
Commonwealth to fund track access lease cost for all additional trains b. Federal capital program is shown as in six year CIP
i. Level funding compared from FY 2014 ii. decreased funding FY 2015 – FY 2020
c. State operating based on grant with no annual increase d. State capital grant matched at 16% in FY 2015 – FY 2020 with exception
of track access fees and state-only projects 7. Local Subsidy:
a. No increase in FY 2015 b. 3% increase in FY 2016 – FY 2020
Description FY14 FY15 FY16 FY17 FY18 FY19 FY20 CommentsNumber of Trains 32 34 34 34 34 34 34 Manassas Line 18 18 18 18 18 18 18 Fredericksburg Line 14 16 16 16 16 16 16 Average Daily Ridership 20,100 19,200 19,600 20,000 20,130 20,230 20,330Average Fare Price 7.25 7.60 8.01 8.01 8.44 8.44 8.89 5% FY16, FY18, FY20Potential Operating Ratio 54% 50% 51% 51% 53% 51% 53%
Use of Funds for OperationsNet Operating Expenses 19,575,197 23,751,395 24,746,215 24,551,240 24,710,823 24,833,579 24,956,336 Based on annual revenue increase + PTCBudgeted Operating Reserves 769,369 554,533 341,559 145,246 211,690 211,826 218,456 17% reserveInsurance 4,400,000 4,200,000 4,450,000 4,650,000 4,750,000 5,050,000 5,250,000Amtrak (2) 4,459,000 4,582,942 4,812,089 5,052,694 5,305,328 5,570,595 5,849,124Keolis 19,040,448 20,241,112 20,848,346 21,473,796 22,118,010 22,781,550 23,464,997Fuel 5,600,000 5,932,250 6,110,218 6,293,524 6,482,330 6,676,800 6,877,104Track Lease Expense 14,400,000 15,602,500 16,230,000 16,880,000 17,550,000 18,250,000 18,980,000Debt Service 13,594,559 6,714,870 6,714,870 6,714,870 6,714,870 6,714,870 6,714,870Total Operating Costs 81,838,573 81,579,601 84,253,296 85,761,369 87,843,051 90,089,219 92,310,886
Sources of Funds For Operations -4.5% 2.1% 2.0% 0.6% 0.5% 0.5% Annual ridership increase
Fare Revenue 36,600,000 36,900,000 39,200,000 40,000,000 42,500,000 42,700,000 45,200,000Interest Income 15,300 15,300 15,300 15,300 15,300 15,300 15,300Other Income 441,000 405,000 165,000 165,000 165,000 165,000 165,000Other 7,508,800 Operating reserve transferState Operating Grant 7,200,000 10,300,000 10,300,000 10,300,000 10,300,000 10,300,000 10,300,000State Capital Grant 6,631,344 3,709,133 3,815,808 3,926,308 4,040,208 4,159,208 4,283,308 Includes debt service and soft capital revenueFederal Grants:
Track Access Lease Funding 9,360,000 10,141,625 10,549,500 10,972,000 11,407,500 11,862,500 12,337,000Federal Operating Funds (Debt service & loans) 5,261,429 5,283,542 5,283,542 5,283,542 5,283,542 5,283,542 5,283,542
Other Federal Revenues 816,000 520,000 520,000 520,000 520,000 520,000 520,000Total Operating Revenues 66,325,073 74,783,401 69,849,151 71,182,151 74,231,551 75,005,551 78,104,151
Surplus/(Deficit) for Operations (15,513,500) (6,796,200) (14,404,145) (14,579,218) (13,611,500) (15,083,668) (14,206,735)Local Subsidy 16,428,800 16,428,800 16,987,379 17,564,950 18,162,158 18,779,672 19,418,181 3% FY16 - FY20Net subsidy available for capital match 915,300 9,632,600 2,583,234 2,985,732 4,550,658 3,696,004 5,211,446
Use of Funds for Capital Program (1)Capital Cost Base Program 11,153,000 46,410,000 23,995,000 23,315,000 27,760,000 26,495,000 23,795,000Total Capital Program Costs 11,153,000 46,410,000 23,995,000 23,315,000 27,760,000 26,495,000 23,795,000
Sources of Funds for Capital ProgramFederal Grants: 80% 80% 80% 80% 80% 80% 80%
Federal funding - 80% of base program 8,922,400 24,356,000 16,796,000 16,252,000 19,808,000 18,796,000 16,636,000Federal funding - Access Fees 80% 65% 65% 65% 65% 65% 65%
Matching Funds State Capital Grants - non-federal costs 1,315,300 12,421,400 3,431,200 3,295,200 4,184,200 3,931,200 3,395,200 Local/Other Funds
Net local subsidy available for capital match 915,300 9,632,600 2,583,234 2,985,732 4,550,658 3,696,004 5,211,446Total Sources of Funding for Capital Program 11,153,001 46,410,001 22,810,435 22,532,933 28,542,859 26,423,204 25,242,646
Add'l funds required to fund Operations and Capital:Additional required for operations/base program 0 0 (1,184,566) (782,068) 782,858 (71,796) 1,447,646Cumulative Total to Fully Fund Ops and Cap 0 0 (1,184,566) (1,966,633) (1,183,775) (1,255,571) 192,074
(1) Note: "Capital Program" does not include leases, debt service, administrative costs and other operating costs.(2) Increase based on 5% (AAR)
FY15 Six Year Financial Forecast
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P a g e | 32
Virginia Railway Express
Amended Fiscal Year 2014 Budget
December 20, 2013
P a g e | 33
Amended Budget Assumptions for FY 2014
Revenue
The state operating grant is increased by $3.3M to reflect the higher grant award.
Federal capital grant funding increased by $14.9M and state capital funding increased by $270k
NVTA funding introduced in the amount of $30.5M
Expenses (primarily carry-forward of unspent funds from prior year)
Repairs and Maintenance – Rolling Stock/Locomotives increased by $600k due to:
o Installation of anti-slip flooring in the Gallery IV railcars ($350k) o Sand trailers ($55k) o Off-set brake heads with tooling and equipment for process
improvements and reduced maintenance cycle times ($170k) o Associated tools ($25k)
Planning - Professional Services increased for NTD boarding counts sampling and SmarTrip consulting support ($138k)
Safety and Security increased for foliage removal at the Broad Run station in accordance with the results of the Threat and Vulnerability Assessment ($45k)
Salaries and fringe line items adjusted between departments to reflect reorganization.
Capital Program
Additional federal funding of $18.8M for the following projects: o Purchase of seven replacement railcars in the amount of $8.1M o Purchase of expansion railcars in the amount of $1.9M o Acquisition of land at the Crossroads yard and expansion of the
mail dock area and other track work at Ivy City in the amount of $3.4M for the Equipment Storage project.
o Construction of a maintenance facility at the Crossroads yard in the amount of $5.4M
P a g e | 34
Jurisdictional funding through NVTA in the amount of $30.5M for the
following projects
o Purchase of expansion railcars in the amount of $19.8M o Design and construction of a second platform at the Lorton station
in the amount of $7.9M o Additional funds for the construction of a pedestrian tunnel at the
Alexandria station in the amount of $1.3M o Continuation of planning and project development for the proposed
Gainesville/Haymarket extension in the amount of $1.5M In addition, $4.2M is contributed to the capital reserve, from a combination of FY13 and FY14 surplus funds.
Use of FY 2013 Surplus
The surplus from FY 2013 operations was $5M, primarily from less than anticipated operating expenses. The following is recommended for the use of this surplus:
$3M contribution to the capital reserve (included in the $4.2M noted above) to provide additional funds to advance projects to be competitive for discretionary funding, to prepare for future growth, to complete projects and to take advantage of funding opportunities that require local match.
$2.0M to be used for a one-time cost in the FY 2015 budget for mobilization funding in the event that the Operations Board chooses to rebid the operations and maintenance contract.
FY 2014 FY 2014Budget Amended Changes
Revenue:
VRE - Non-DepartmentalFare Revenue 36,600,000 36,600,000 - Miscellaneous Revenue 166,000 166,000 - Operating Reserve/Prior Year Carry-forward 275,000 1,068,000 793,000 Jurisdictional Revenue 16,428,800 16,428,800 - Other Revenue/Capital Reserve - 4,517,703 4,517,703 NVTA 30,500,000 30,500,000 State Operating Grant 7,200,000 10,474,282 3,274,282 Federal Grants - Operations and Debt 15,437,429 15,437,429 - State Grants - Operations and Debt 6,631,344 6,631,344 - Federal Grants - Capital Program 8,922,400 23,773,107 14,850,707 State Grants - Capital Program 1,315,300 1,584,298 268,998 Interest Income 15,300 15,300 - Total Revenue 92,991,573 147,196,263 54,204,690
Expenditures:
VRE - Non-DepartmentalLiability Insurance 4,400,000 4,400,000 - Operating Reserve/Contingency 1,579,892 1,421,892 (158,000) Capital Reserve - 4,232,175 4,232,175 Other - - - Total VRE - Non-Departmental 5,979,892 10,054,067 4,074,175
Executive Mgnt and PlanningSalaries/Fringes 650,000 475,000 (175,000) Travel/Training/Employee Expenses 29,000 29,000 - Board Member Expenses 3,000 3,000 - Legal/Audit 75,000 75,000 - Consulting/Professional/Other 38,000 38,000 - Total Executive Mgnt and Planning 795,000 620,000 (175,000)
Passenger Support ServicesSalaries/Fringes 470,000 271,000 (199,000) Travel/Training/Employee Expenses 18,300 18,300 - Communication/Other 226,000 226,000 - Office Administration Expenses 72,000 72,000 - Total Passenger Support Services 786,300 587,300 (199,000)
Public Affairs/MarketingSalaries/Fringes 316,000 489,000 173,000 Travel/Training/Employee Expenses 12,950 12,950 - Production/Media/Promotion/Other 261,675 261,675 - Special Events/Other 151,500 151,500 - Total Public Affairs/Marketing 742,125 915,125 173,000
PlanningSalaries/Fringes 164,000 384,000 220,000 Travel/Training/Employee Expenses 32,000 32,000 - Professional Services 325,750 463,750 138,000 Ticket Stock/R&M Fare Collection - - - Total Planning 521,750 879,750 358,000
Operations and CommunicationsSalaries/Fringes 539,000 450,000 (89,000) Travel/Training/Employee Expenses 17,000 17,000 - Printing/Admin/Other 945,000 965,000 20,000 Total Customer Communications 1,501,000 1,432,000 (69,000)
Budget and FinanceSalaries/Fringes 749,000 881,000 132,000 Travel/Training/Employee Expenses 10,000 10,000 - Audit/Maint Service Agreements 156,500 156,500 - Retail Sales/TLC Commissions 1,495,000 1,495,000 - Bank Discounts/Other 277,500 277,500 - Total Budget and Finance 2,688,000 2,820,000 132,000
Communication and Info TechSalaries/Fringes 218,500 230,000 11,500 Travel/Training/Employee Expenses 18,500 18,500 - Computer Equipment/Software 250,000 250,000 - Communications 782,000 782,000 - Total Communication and Info Tech 1,269,000 1,280,500 11,500
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VRE Fiscal Year 2014 Amended Budget
FY 2014 FY 2014Budget Amended Changes
VRE Fiscal Year 2014 Amended Budget
Engineering and Capital ProjectsSalaries/Fringes 701,000 642,000 (59,000) Travel/Training/Employee Expenses 26,000 26,000 - Other Professional Services/Other Expenses 152,500 152,500 - Total Construction and Cap Proj 879,500 820,500 (59,000)
Facilities Maintenance/Safety & SecuritySalaries/Fringes 246,000 235,000 (11,000) Travel/Training/Employee Expenses 13,500 13,500 - Vehicle/Office/Other Professional Service 71,500 71,500 - Station Electricity/Utilities/Taxes 594,500 594,500 - Materials and Supplies - Stations 20,000 20,000 - Repairs and Maintenance 2,748,000 2,748,000 - Station/Yard Security/Other 293,000 338,000 45,000 Total Facilities Maint/Operations and Safety 3,986,500 4,020,500 34,000
Purchasing and Contract AdminSalaries/Fringes 312,000 312,000 - Travel/Training/Employee Expenses 5,500 5,500 - Total Purchasing and Contract Admin 317,500 317,500 -
Equipment OperationsSalaries/Fringes 518,000 572,000 54,000 Travel/Training/Employee Expenses 139,000 139,000 - Consulting/Admin/Warehouse Management 60,000 70,000 10,000 Equipment/Warehouse Leases - - - Utilities 1,134,000 1,134,000 - Diesel Fuel 5,600,000 5,600,000 - STV Oversight 240,000 240,000 - Repairs and Maintenance - Rolling Stock 2,955,000 3,555,000 600,000 Total Equipment Operations 10,646,000 11,310,000 664,000
PRTCProfessional Services 102,000 102,000 - Total PRTC 102,000 102,000 -
NVTCProfessional Services 80,000 80,000 - Total NVTC 80,000 80,000 -
KeolisContract Operations and Maintenance 19,040,448 19,040,448 - Total Keolis 19,040,448 19,040,448 -
AmtrakContract Operations and Maintenance 4,459,000 4,459,000 - Total Amtrak 4,459,000 4,459,000 -
Amtrak Access FeesAccess Fees 5,660,000 5,660,000 - Total Amtrak Access Fees 5,660,000 5,660,000 -
Norfolk SouthernAccess Fees 2,491,552 2,491,552 - Contract Operations and Maintenance 598,448 598,448 - Total Norfolk Southern 3,090,000 3,090,000 -
CSXTAccess Fees 5,170,000 5,170,000 - Contract Operations and Maintenance 480,000 480,000 - Total CSXT 5,650,000 5,650,000 -
CIP ExpendituresCIP Expenditures 11,153,000 60,413,015 49,260,015 Total CIP Expenditures 11,153,000 60,413,015 49,260,015
CIP VRE - Non-DepartmentalAllowance for Doubtful Accounts 50,000 50,000 - Debt Service 13,594,559 13,594,559 - Total CIP VRE - Non-Departmental 13,644,559 13,644,559 -
Total Expenditures 92,991,573 147,196,263 54,204,690
36
Percent of
Description Amount Ongoing Expenses
FY 2013 Actual 14,871,873 18.1%
FY 2014 Amended Budget 15,483,242 17.1%
FY 2015 Proposed Budget 16,037,775 19.7%
FY 2013 Actual 3,374,046
FY 2014 Amended Budget 7,606,221
FY 2015 Proposed Budget 8,606,221
12/13/13
R:\Executive\Board Kits\2013 Board Kits\December 2013\FY15 Budget\[VRE Reserves FY13 - FY15.xlsx]Summary
VRE Reserve Funds - Actual and Estimated
Operating Reserve
Unallocated Capital Reserve
VRE Reserves FY13 - FY15
Projected
Jurisdiction Fuel Tax VRE Subsidy Net
Prince William County 15,247,882 5,748,203 9,499,679
Manassas 1,430,666 757,804 672,862
Manassas Park 941,227 574,709 366,518
Stafford 5,186,886 2,529,281 2,657,605
Spotsylvania 4,361,503 1,313,600 3,047,903
Fredericksburg 1,792,673 427,728 1,364,945
Total 28,960,837 11,351,325 17,609,512
Projected Proposed
Jurisdiction Fuel Tax VRE Subsidy Net
Prince William County 15,236,014 5,485,333 9,750,681
Manassas 1,429,552 686,944 742,608
Manassas Park 940,495 401,762 538,733
Stafford 5,182,849 2,689,391 2,493,458
Spotsylvania 4,358,108 1,401,382 2,956,726
Fredericksburg 1,791,281 581,244 1,210,037
Total 28,938,299 11,246,056 17,692,243
Note: Does not include subsidies for other transit agencies, such as PRTC and Fredericksburg Regional Transit
12/13/13
R:\Executive\Board Kits\2013 Board Kits\December 2013\FY15 Budget\[Fuel Tax vs Subsidy 12-12-13.xlsx]Sheet1
FY14
FY15
RESOLUTION #2236 SUBJECT: Approval of the Submission of VRE’s Project List to the Northern Virginia
Transportation Authority (NVTA) for FY 2014-16 Funding Consideration. WHEREAS: The passage of House Bill (HB) 2313 requires NVTA to fund highway projects
that have been both included in TransAction 2040 and evaluated for congestion relief and emergency evacuation by VDOT or mass transit capital projects that increase capacity;
WHEREAS: As NVTA approved an initial fiscal year (FY) 2014 project list in July 2013; and WHEREAS: NVTA has now issued a Call for Projects to agencies and jurisdictions for
consideration for funding with the unallocated FY 2014 revenues as well as expected FY 2015-2016 revenues.
NOW, THEREFORE, BE IT RESOLVED that the Northern Virginia Transportation Commission
approve the submission of the list of VRE projects to the NVTA for consideration for funding in FY 2014-2016:
1. Slaters Lane Crossover and Signals ($7 million) 2. VRE Rippon Platform Expansion (expand existing platform + second
platform) ($15 million) 3. VRE Manassas Park station Parking expansion (parking structure +
pedestrian connection) ( $19 million) 4. VRE Crystal City Platform Expansion Study ( $2 million) 5. VRE Franconia-Springfield Platform Expansion ( $5 million) 6. Franconia-Springfield to Woodbridge Third Track ( $50 million)
BE IT FURTHER RESOLVED that NVTC authorizes the Chief Executive Officer of VRE to
submit the approved projects for funding, to make any necessary corrections to project amounts or descriptions, and to execute all project agreements on behalf of the Commissions.
Approved this 9th day of January, 2014.
______________________________ Chairman
_________________________ Secretary-Treasurer
Agenda Item 8-D Action Item
To: Chairman Smedberg and the VRE Operations Board From: Doug Allen Date: December 20, 2013 Re: Approval of Submission of VRE Project List to the NVTA
for FY 2014-16 Funding Consideration Recommendation: The VRE Operations Board is being asked to recommend the Commissions approve the submission of the attached list of VRE projects to the Northern Virginia Transportation Authority (NVTA) for consideration for funding in its fiscal year (FY) 2014-2016 program. Background: The passage of House Bill (HB) 2313 requires the NVTA to fund highway projects that have been both included in TransAction 2040 and evaluated for congestion relief and emergency evacuation by VDOT according to Virginia Code §33.1-13.03:1 or mass transit capital projects that increase capacity. On July 24, 2013 NVTA approved its FY 2014 program of highway and transit projects. In addition to a list of Pay-As-You-Go projects valued at $116,058,000, a project bond package totaling $93,735,000 was also approved. The total of the Pay-As-You-Go and bond lists is $209,793,000. Total revenue estimates for FY 2014 are approximately $270,000,000. Four VRE projects totaling $30,500,000 were selected for funding: fleet expansion (9 additional coaches), Lorton station platform expansion and second platform, Alexandria station pedestrian tunnel and platform improvements and Gainesville-Haymarket expansion study.
2
On December 12, 2013 NVTA issued a Call for Projects for consideration for funding for the unallocated FY 2014 revenues as well as expected FY 2015-2016 revenues. Project submissions will be due to NVTA on January 31, 2014. The NVTA Board will determine the final project list to release for public comment at an as yet to be determined public hearing. The following VRE projects increase VRE capacity and are recommended to be forwarded to NVTA for consideration. The costs are preliminary estimates. Detailed budgets will be developed if the project is selected for funding.
1. Slaters Lane crossover and signals, $7M 2. VRE Rippon platform expansion (expand existing platform + second
platform), $15.0M 3. VRE Manassas Park station parking expansion (parking structure +
pedestrian connection), $19M 4. VRE Crystal City platform expansion study, $2.0M 5. VRE Franconia-Springfield platform expansion, $5.0M 6. Franconia-Springfield to Woodbridge 3rd track, $50M
All of the proposed projects will expand VRE passenger-carrying capacity. VRE capacity includes seats on trains as well as station capacity (e.g., parking and platform capacity) and train storage capacity. The above projects support the VRE capacity expansion made possible with the fleet expansion funded by NVTA in its initial FY 2014 program. The Operations Board is being asked to recommend that the Commissions authorize the VRE CEO to submit the projects for funding and to execute all project agreements on behalf of the Commissions. NVTC will provide oversight for the Commissions on the reimbursement of project expenditures. Fiscal Impact: The submission of a project list has no fiscal impact. If selected for funding, the NVTA funds would allow currently identified projects to be completed or initiated on an accelerated schedule.
RESOLUTION #2237
SUBJECT: Award of the Contract for VRE Banking Services and a Line of Credit. WHEREAS: On June 21, 2013, the VRE Operations Board authorized VRE staff to solicit
proposals for banking services;
WHEREAS: Four proposals were received and the proposal from PNC Bank was deemed the most advantageous; and
WHERAS: The VRE Operations Board recommends that the Commissions authorize the
VRE Chief Executive Officer to enter into a contract for banking services with PNC Bank.
NOW, THEREFORE, BE IT RESOLVED that the Northern Virginia Transportation
Commission authorize the VRE Chief Executive Officer to enter into a contract for banking services and the provision of a $1 million line of credit with PNC Bank for a period of three years, with an option to extend for up to two additional years for an amount not to exceed $20,000 over the five year period.
BE IT FURTHER RESOLVED that NVTC authorizes the VRE Chief Executive Officer to
sign any associated banking documents. BE IT FURTHER RESOLVED that NVTC authorizes the VRE Chief Executive Officer to
extend the current contract with SunTrust Bank for an additional three months or until June 30, 2014, if needed, in order to assure a seamless transition to PNC Bank for all required services.
BE IT FURTHER RESOLVED that the following be designated as authorized signatories for
VRE’s accounts at PNC Bank: • Chief Executive Officer • Chief Operating Officer/Deputy CEO • Chief Financial Officer
Approved this 9th day of January, 2014.
___________________________ Chairman ____________________________ Secretary-Treasurer
Agenda Item 8-E
Action Item
To: Chairman Smedberg and the VRE Operations Board
From: Doug Allen
Date: December 20, 2013
Re: Authorization to Award a Contract for Banking Services
and a Line of Credit
Recommendation:
The VRE Operations Board is being asked to recommend that the Commissions authorize the Chief Executive Officer to execute a contract for banking services with PNC Bank for a base period of three years, with an option to extend for up to two additional years, with the CEO exercising the option years at his discretion. The total contract value for the five year period will be in an amount not to exceed $20,000; this amount includes a cushion for higher transaction levels during the contract period or the use of additional services. The contract includes a provision for a $1 million line of credit.
Background:
On June 21, 2013, the VRE Operations Board approved a request to issue a Request for Proposals (RFP) for banking services and a line of credit. A mailing list of eleven prospective Offerors was established for the solicitation to ensure access to adequate sources of services. On September 16, 2013, an RFP was issued and proposals were due on November 1, 2013. Four responses were received. The RFP included banking services for both VRE and PRTC to be awarded separately to one or more Offerors.
The Technical Evaluation Teams from VRE and PRTC met to review and discuss the proposals and conducted interviews with the top three firms and further negotiations with the top two firms. It was determined by the VRE Team that the proposal from PNC Bank was technically compliant and provided the best combination of services and price, in accordance with the qualifications established in the RFP.
2
In March 2009, VRE awarded a contract to SunTrust Bank for banking services and the provision of a $1 million line of credit. The last extension of this contract will expire at the end of March 2014. SunTrust did not submit a proposal in response to the current solicitation.
PNC Bank is headquartered in Pittsburg. VRE will receive services through their administrative office in Washington, DC and their branch locations in Alexandria, Virginia. PNC is a major provider of banking services in the eastern half of the United States. Their long and short-term debt is rated comparably to other financial institutions in the region. The VRE evaluation team was particularly impressed by the sophistication of their on-line treasury management services and their focus on transaction security.
The new contract will be for a three year base year and two option years, with the VRE CEO exercising the option years at his discretion. This authorization allows the transition to begin to the new provider of banking services and to extend the current contractual arrangement with SunTrust for up to an additional three months, if needed, to assure a seamless transition for all services. As the procurement was structured to provide separate contracts for VRE and PRTC, this action awards a contract to VRE only and seeks Commission approval for the CEO to execute this contract and sign all associated documents.
Fiscal Impact:
Fees for banking services are paid either as a deduction from interest earnings or debited directly from VRE’s operating account. Funds are allocated in the FY 2014 annual budget based upon estimated costs. Funding for future years will be included in each proposed annual budget.
RESOLUTION #2238
SUBJECT: Amendment to VRE’s Approved 2014 Legislative Agenda. WHEREAS: The VRE Operations Board passed a resolution opposing SB 1210 and HB 2152 in
the Virginia General Assembly at the January 18, 2013 VRE Operations Board meeting;
WHEREAS: HB 2152 was passed by the Virginia General Assembly in February 2013 and was
approved by Governor Robert McDonnell in March 2013 to take effect on July 1, 2014; WHEREAS: The legislation provides that for each year in which the state contribution to the
railway is greater than or equal to the highest contribution from an individual jurisdiction, the jurisdictional subsidy used to determine vote weight shall be recalculated to include the Commonwealth contributing an amount equal to the highest contributing jurisdiction and the vote weight shall be recalculated to provide the Chairman of the CTB or his designee the same weight as the highest contributing jurisdiction;
WHEREAS: The VRE Operations Board opposed the legislation last year because there is no
commitment from the Commonwealth to pay an annual subsidy, and WHEREAS: The VRE Operations Board approved a 2014 VRE Legislative Agenda on November
15, 2013 that did not include an item seeking changes to the weighted voting legislation adopted in the 2013 Virginia General Assembly session, and
WHEREAS: The VRE Operations Board, upon further discussion, seeks to amend VRE’s 2014
Legislative Agenda to include an item seeking changes to the weighted voting legislation.
NOW, THEREFORE, BE IT RESOLVED that the Northern Virginia Transportation Commission
approves an amendment to the 2014 VRE Legislative Agenda seeking changes to the weighted voting legislation and authorizes the Chief Executive Officer to actively pursue those changes.
Approved this 9th day of January, 2014. ______________________________
Chairman
_____________________________ Secretary
Agenda Item 8-I Action Item
To: Chairman Smedberg and the VRE Operations Board From: Doug Allen Date: December 20, 2013 Re: Discussion of the Legislative Agenda and Possible Action Background: At the November 15, 2013 VRE Operations Board Meeting the Board approved the 2014 Legislative Agenda; however, the Board also indicated that further discussion was warranted with regard to the upcoming changes to the weighted voting formula and whether pursuit of changes to the legislation should be included in an amended 2014 Legislative Agenda. A resolution is provided in case the Operations Board opts to take action. The possible amendment could read as follows: Governance
Seek changes to the weighted voting legislation adopted in the 2013 General Assembly session.
Fiscal Impact:
There is no direct funding impact associated with adopting this agenda item.
Virginia Railway Express 2014 Legislative Agenda Adopted December 5, 2013 Amended January ___, 2014
Federal
Monitor Issues Related to Positive Train Control Under the US Rail Safety Improvement Act of 2008, Congress mandated that the Federal Railroad Administration fully implement Positive Train Control (PTC) by 2015. VRE continues to work with the host railroads to ensure that our PTC implementation is coordinated with their systems and in compliance with the federally mandated deadline. VRE will monitor and respond appropriately to PTC issues as we continue to implement the mandated system. Monitor and Pursue Funding Opportunities for Corridor Improvements
VRE will continue to partner and support the efforts of the Commonwealth and host railroads to facilitate funding to improve railroad capacity on both lines and at Washington Union Terminal. VRE will also continue to work with the private sector and Congress on potential public‐private partnerships that could bring improvements to the Virginia Railway Express system and host railroads.
Advocate for Commuter Benefits Equity VRE will continue to advocate for legislation to make commuter benefits equal to parking benefits in the Internal Revenue Code. State Seek Funding for Track Access Fees
VRE operates on the host railroads’ infrastructure. The host railroads are paid fees according to long standing agreements that are periodically updated. VRE provides significant capacity within the most congested highway corridors in Virginia (I‐66, I‐95 and I‐395) and is an important partner with the Commonwealth in helping mitigate congestion in these critical highway corridors. From its inception, the Commonwealth has provided funds for these track access fees in the state budget using federal pass through funds. VRE will seek the continuation of funding from the Commonwealth for track access. If VRE is unable to receive this funding there will be significant budget ramifications.
Monitor for Legislative Opportunities
VRE will monitor legislation for opportunities to advance the following issues:
Amend the Virginia Code to allow VRE to receive interest on the Insurance Trust Fund. While past practice allowed VRE to receive interest from these funds, the 2011 Acts of Assembly reversed this policy. The proceeds are now retained by the Commonwealth despite the fact that the Insurance Trust Fund was primarily established by and is replenished with local funds.
Amend the Virginia Code to allow VRE to recoup a portion of the fines imposed on
fare evasion cases. Currently, when a conductor is required to attend court, VRE must pay for their appearance in court as well as for another conductor to be on the train. Cumulatively, this puts the financial burden for prosecution on VRE while all fines are directed to the Commonwealth Literary Fund.
Amend the Virginia Code to allow the Courts to increase fines for repeat offenders travelling on VRE trains without a valid ticket.
Amend the Virginia Code to cap liability for commuter rail operations. The existing cap enacted in a prior session excludes third party claims. VRE will also seek exemption for both freight railroads and VRE from liability for terrorism.
Amend Chapter 774 of the Virginia Code that increases the aggregate awardable liability claim a rail passenger can make per incident (as requested by the Virginia Trial Lawyers Association in 2006). Under the current Code, the threshold (now $100,000) will be amended upward each year based on the percentage change in the medical care component of the Consumer Price Index (as published by the Bureau of Labor Statistics). The first increase took place in January 2012. This policy could increase the existing $250 million liability insurance threshold imposed by the Class 1 freight railroads. VRE would advocate for the elimination of the annual index increase.
Governance
Seek changes to the weighted voting legislation adopted in the 2013 General Assembly session.
AGENDA ITEM #10 TO: Chairman McKay and NVTC Commissioners FROM: Kelley Coyner, Scott Kalkwarf and Colethia Quarles DATE: January 2, 2014 SUBJECT: NVTC Financial Items A. NVTC Financial Report for November 2013
The financial report for November, 2013 is attached for your information.
B. Status of NVTC State Assistance Process
Subsequent to the last NVTC Commission meeting, NVTC and jurisdictional, and the Department of Rail and Public Transportation staff continued to address open issues in the 2014 project agreements. Arlington County, the cities of Alexandria, Fairfax and Falls Church approved all its remaining project agreements. The Fairfax County Board is expected to approve 17 of 19 project agreements at the January 7th Board of Supervisors meeting. The remaining two had outstanding issues at the time of the Board of Supervisors’ meeting notice. Scott Kalkwarf will provide an update on the status of the state assistance payments and related items at the commission meeting.
Northern Virginia Transportation Commission
Financial ReportsNovember, 2013November, 2013
P t f FY 2014 NVTC Ad i i t ti B d t U dPercentage of FY 2014 NVTC Administrative Budget UsedNovember, 2013
(Target 41.67% or less)
Personnel Costs
Administrative and Allocated Costs
Contract Services
TOTAL EXPENSES
0% 8% 17% 25% 33% 42% 50% 58% 67% 75% 83% 92% 100%
Note: Refer to pages 2 and 3 for details
1
p g
NORTHERN VIRGINIA TRANSPORTATION COMMISSIONG&A BUDGET VARIANCE REPORT
November 2013
Current Year Annual Balance BalanceMonth To Date Budget Available %
Personnel CostsSalaries 58,822.24$ 304,091.64$ 779,600.00$ 475,508.36$ 61.0%Temporary Employee Services - - - - Total Personnel Costs 58,822.24 304,091.64 779,600.00 475,508.36 61.0%
BenefitsEmployer's Contributions:FICA 4,801.28 20,559.75 53,800.00 33,240.25 61.8%Group Health Insurance 1,755.91 24,011.61 97,900.00 73,888.39 75.5%Retirement (6,350.00) 15,550.00 52,700.00 37,150.00 70.5%Workmans & Unemployment Compensation 59.50 364.36 3,100.00 2,735.64 88.2%Life Insurance 115.50 725.79 3,900.00 3,174.21 81.4%Long Term Disability Insurance 249.54 1,247.70 3,600.00 2,352.30 65.3% Total Benefit Costs 631.73 62,459.21 215,000.00 152,540.79 70.9%
Administrative Costs Commissioners Per Diem 750.00 3,450.00 11,000.00 7,550.00 68.6%
Rents: 16,119.43 82,312.55 202,500.00 120,187.45 59.4% Office Rent 15,433.88 77,037.40 192,000.00 114,962.60 59.9% Parking & Transit Benefits 685.55 5,275.15 10,500.00 5,224.85 49.8%
Insurance: 677.33 1,879.65 6,100.00 4,220.35 69.2% Public Official Bonds 400.00 400.00 2,300.00 1,900.00 82.6% Liability and Property 277.33 1,479.65 3,800.00 2,320.35 61.1%
Travel: 135.31 924.68 11,200.00 10,275.32 91.7% Conference / Professional Development - - - - 0.0% Non-Local Travel - 166.77 1,200.00 1,033.23 86.1% Local Meetings & Related Expenses 135.31 757.91 10,000.00 9,242.09 92.4%
Communication: 596.32 3,618.65 11,100.00 7,481.35 67.4% Postage - 836.85 3,100.00 2,263.15 73.0% Telephone and Data 596.32 2,781.80 8,000.00 5,218.20 65.2%
Publications & Supplies 596.02 3,387.73 15,900.00 12,512.27 78.7% Office Supplies 97.13 515.41 3,000.00 2,484.59 82.8% Duplication and Paper 498.89 2,872.32 7,400.00 4,527.68 61.2% Public Information - - 5,500.00 5,500.00 100.0%
2
NORTHERN VIRGINIA TRANSPORTATION COMMISSIONG&A BUDGET VARIANCE REPORT
November 2013
Current Year Annual Balance BalanceMonth To Date Budget Available %
Operations: - 865.39 11,000.00 10,134.61 92.1% Furniture and Equipment (Capital) - - 4,000.00 4,000.00 0.0% Repairs and Maintenance - - 1,000.00 1,000.00 100.0% Computer Operations - 865.39 6,000.00 5,134.61 85.6%
Other General and Administrative: 352.91 2,120.42 5,100.00 2,979.58 58.4% Subscriptions - - - - 0.0% Memberships 79.67 623.35 1,200.00 576.65 48.1% Fees and Miscellaneous 273.24 1,497.07 3,000.00 1,502.93 50.1% Advertising (Personnel/Procurement) - - 900.00 900.00 100.0% Total Administrative Costs 19,227.32 98,559.07 273,900.00 175,340.93 64.0%
Contracting ServicesAuditing - 7,000.00 28,500.00 21,500.00 75.4%Research and Analytic Support - - 80,000.00 80,000.00 0.0%Legal - - - - 0.0% Total Contract Services - 7,000.00 108,500.00 101,500.00 93.5%
Total Gross G&A Expenses 78,681.29$ 472,109.92$ 1,377,000.00$ 904,890.08$ 65.7%
3
NVTCRECEIPTS and DISBURSEMENTSNovember, 2013
Payer/ Wells Fargo Wells Fargo VA LGIPDate Payee Purpose (Checking) (Savings) G&A / Project Trusts
RECEIPTS5 DRPT Capital grants receipts 427,058.00$ 5 DRPT Capital grants receipts - Arlington 50,354.00$
12 FTA City of Falls Church 16,742.00$ 13 Loudoun G&A contribution 8,629.50 13 VRE Staff support 14,078.96 15 DRPT Operating assistance receipt - City of Fairfax 111,420.00 15 DRPT Operating assistance receipt - City of Fairfax 60,889.00 15 DRPT Operating assistance receipt - Alexandria 616,224.00 15 DRPT Operating assistance receipt - Alexandria 853,212.00 15 DRPT Operating assistance receipt - Falls Church 59,227.00 15 DRPT Operating assistance receipt - Falls Church 71,569.00 15 DRPT Operating assistance receipt - Fairfax 3,340,010.00 20 DRPT Grant receipt - Route 7 1,032.00 20 DRPT Operating assistance receipt - Arlington 1,591,290.00 20 DRPT Operating assistance receipt - City of Fairfax 53,166.00 20 DRPT Capital grant receipt - Arlington 1,951.00 20 DRPT Capital grant receipt 967.00 22 FTA Grant receipt - Route 7 8,270.00 22 Dept. of Taxation Motor Vehicle Fuels Sales tax receipt 113,192.82 25 DRPT Operating assistance receipt - Alexandria 928,913.00 29 DMV Motor Vehicle Fuels Sales tax receipt 5,304,758.79 30 Banks Interest income 0.73 1.69 8,120.68
- 22,709.19 26,045.69 13,592,322.29
DISBURSEMENTS1-30 Various G&A expenses (74,964.90)
7 Falls Church Project costs incurred (4,186.00) 7 Stantec Consulting - NTD project (78,830.24)
12 Falls Church Project costs incurred (16,742.00) 21 Parsons Brinckerhoff Consulting - Route 7 (10,323.60) 30 Banks Service fees (73.28) (22.53)
(164,192.02) (22.53) (20,928.00) -
TRANSFERS7 Transfer From LGIP to checking (NTD project) 78,830.24 (78,830.24)
78,830.24 - - (78,830.24)
NET INCREASE (DECREASE) FOR MONTH (85,361.78)$ 22,686.66$ 5,117.69$ 13,513,492.05$
4
NVTCINVESTMENT REPORT
November, 2013
Balance Increase Balance NVTC Jurisdictions LoudounType Rate 10/31/2013 (Decrease) 11/30/2013 G&A/Project Trust Fund Trust Fund
Cash Deposits
Wells Fargo: NVTC Checking N/A 99,447.78$ (85,361.78)$ 14,086.00$ 14,086.00$ -$ -$
Wells Fargo: NVTC Savings 0.200% 31,467.39 22,686.66 54,154.05 54,154.05 - -
Investments - State Pool
Bank of America - LGIP 0.102% 92,536,058.32 13,518,609.74 106,054,668.06 25,844.11 79,962,369.51 26,066,454.44
92,666,973.49$ 13,546,358.85$ 106,122,908.11$ 94,084.16$ 79,962,369.51$ 26,066,454.44$
5
NVTC MONTHLY GAS TAX REVENUEALL JURISDICTIONS
FISCAL YEARS 2011-2014
$5 000 000
$5,500,000
$6,000,000
$3 500 000
$4,000,000
$4,500,000
$5,000,000
$2 000 000
$2,500,000
$3,000,000
$3,500,000
$500 000
$1,000,000
$1,500,000
$2,000,000
$-
$500,000
Nov-10
Feb
May
Aug
Nov-11
Feb
May
Aug
Nov-12
Feb
May
Aug
Nov-13
Note: Taxes shown as received by NVTC in a particular
6
Monthly Revenue 12 Month Average
y pmonth are generated from sales two months earlier.
NVTC MONTHLY GAS TAX REVENUEFAIRFAX COUNTY
FISCAL YEARS 2011 2014FISCAL YEARS 2011-2014
$4,000,000
$4,500,000
$3,000,000
$3,500,000
$1 500 000
$2,000,000
$2,500,000
$500,000
$1,000,000
$1,500,000
$- Nov-10
Feb
May
Aug
Nov-11
Feb
May
Aug
Nov-12
Feb
May
Aug
Nov-13
Note: Taxes shown as received by NVTC in a particular month are generated from sales two months earlier
7
Monthly Revenue 12-Month Averagemonth are generated from sales two months earlier.
NVTC MONTHLY GAS TAX REVENUECITY OF ALEXANDRIA
FISCAL YEARS 2011 2014FISCAL YEARS 2011-2014
$1,200,000
$1,400,000
$600 000
$800,000
$1,000,000
$200,000
$400,000
$600,000
$(200,000)
$- Nov-10
Feb
May
Aug
Nov-11
Feb
May
Aug
Nov-12
Feb
May
Aug
Nov-13
$(600,000)
$(400,000)
Note: Taxes shown as received by NVTC in a particular month are generated from sales two months earlier
March revenue is negative due to point of sale audit adjustments made by Dept of
8
Monthly Revenue 12-Month Averagemonth are generated from sales two months earlier. sale audit adjustments made by Dept. of Taxation.
NVTC MONTHLY GAS TAX REVENUEARLINGTON COUNTY
FISCAL YEARS 2011 2014FISCAL YEARS 2011-2014
$600 000
$675,000
$450,000
$525,000
$600,000
$300,000
$375,000
$75,000
$150,000
$225,000
$-
$75,000
Nov-10
Feb
Mar
Aug
Nov-11
Feb
May
Aug
Nov-12
Feb
May
Aug
Nov-13
N T h i d b NVTC i i l
9
Monthly Revenue 12-Month Average
Note: Taxes shown as received by NVTC in a particular month are generated from sales two months earlier.
NVTC MONTHLY GAS TAX REVENUECITY OF FAIRFAX
FISCAL YEARS 2011 2014FISCAL YEARS 2011-2014
$400,000
$600,000
$-
$200,000
$(400,000)
$(200,000)
$(800,000)
$(600,000)
$(1,000,000) Nov-10
Feb
May
Aug
Nov-11
Feb
May
Aug
Nov-12
Feb
May
Aug
Nov-13
Monthly Revenue 12-Month AverageMarch and August revenue is negative due to point of sale audit adjustments made by Dept. of Taxation.
Note: Taxes shown as received by NVTC in a particular month are generated from sales two months earlier.
10
Monthly Revenue 12 Month Average
NVTC MONTHLY GAS TAX REVENUECITY OF FALLS CHURCHFISCAL YEARS 2011 2014FISCAL YEARS 2011-2014
$200,000
$-
$100,000
$(200 000)
$(100,000)
$(300,000)
$(200,000)
$(400,000) Nov-10
Feb
May
Aug
Nov-11
Feb
May
Aug
Nov-12
Feb
May
Aug
Nov-13
Note: Taxes shown as received by NVTC in a particular month are generated from sales two months earlier
March and August revenue is negative due to point of sale audit adjustments made by Dept
11
Monthly Revenue 12-Month Averagemonth are generated from sales two months earlier . point of sale audit adjustments made by Dept. of Taxation.
NVTC MONTHLY GAS TAX REVENUELOUDOUN COUNTYLOUDOUN COUNTY
FISCAL YEARS 2011-2014
$3,000,000
$2,000,000
$2,500,000
$1,500,000
$2,000,000
$500,000
$1,000,000
$- Nov-10
Feb
May
Aug
Nov-11
Feb
May
Aug
Nov-12
Feb
May
Aug
Nov-13
12
Monthly Revenue 12-Month AverageNote: Taxes shown as received by NVTC in a particular month are generated from sales two months earlier.
AGENDA ITEM #11
TO: Chairman McKay and NVTC Commissioners FROM: Claire Gron and Kala Quintana DATE: January 2, 2014 SUBJECT: WMATA A. Vital Signs/Dashboard Report (attached) B. WMATA Budget Development (attached) In December, the GM/CEO presented the proposed FY2015 budget to the board, and the board initiated public hearings on the budget and proposed fare changes. WMATA proposes a $1.757B operating budget for FY2015, representing a 6% increase over FY2014. The operating budget proposes an increase in the Metrobus base fare from $1.60 to $1.75 (9%) and the elimination of the cash surcharge for Metrobus, an increase in peak and off-peak Metrorail fares by 3%, and a $0.25 increase in parking fees. WMATA proposes a $1.137B capital budget for FY2015, which is a 23.7% increase over FY2014, primarily due to the inclusion of Metro 2025 initiatives. WMATA expects the Board to adopt the FY2015 budget in April. C. Action Item: New Electronic Payment Program (NEPP) Update (attached)
The Commission is requested to authorize the Executive Director to apply for additional technical assistance funding that will allow the Northern Virginia partners1 to participate in the acquisition and full implementation of the New Electronic Payment Program (NEPP). WMATA expects to make an award of a NEPP contract in January to be followed by a Notice to Proceed within 30 days. As approved by the Commission, NVTC on behalf of the NVTC jurisdictions, VRE, and PRTC sought and has received approval for a mid-cycle grant application for Technical Assistance from the Virginia Department of Rail and Public Transportation (DRPT). The grant requires a 50% match from the Northern Virginia partners and execution of a Memorandum of Agreement.
1 The Northern Virginia partners include Arlington ART, Alexandria DASH, Fairfax County Connector, City of Fairfax CUE, Loudoun County Transit, the Potomac and Rappahannock Transportation Commission and the Virginia Railway Express
2
(The MOA is attached.) The participating entities expect to complete approval of the MOA no later than January 31. These coupled with agreement on an RFP and/or the identification of an appropriate contracting mechanism will allow NVTC to put in place technical assistance needed for the launch of the NEPP pilot. Additional resources are required to sustain the technical assistance.
Recommended Action: The Commission is requested to authorize the Executive Director to submit the Technical Assistance Grant Application to DRPT for the period of July 1, 2014 to June 30, 2016.
CY 2012 CY 2013 CY 2012 CY 2013
Sept 73.8% 82.3% Sept 91.5% 92.4%
Aug 78.0% 81.5% Aug 92.1% 92.7%
Jul 76.7% 77.8% Jul 91.2% 91.7%
June 74.9% 75.5% June 90.8% 91.5%
May 74.8% 75.6% May 90.0% 91.9%
Apr 77.2% 76.5% Apr 90.8% 92.4%
CY 2012 CY 2013 Sep-12 Sep-13
Sep 1.28 2.23 8,147 8,138
Aug 1.52 1.98 8,691 8,660
Jul 1.39 1.47 4,543 7,407
4,950 5,907 * Percentage of fleet.
CY 2012 CY 2013 CY 2012 CY 2013
Sep 142 134 Sep 51,013 75,697
Aug 135 122 Aug 50,842 69,230
Jul 137 138 Jul 36,551 51,757
Jul-13 Aug-13 Sep-13
Bus 1.38 1.73 1.04 Sep-12 Sep-13 Sep-12 Sep-13
Rail 7.25 9.19 8.11 86.8% 93.8% 97.2% 96.9%
Parking 1.44 1.67 2.90
NVTC Quarterly Summary of Systemwide
Metrorail and Metrobus Performance
Through September, 2013
Target
= 78%
Target
= 90.5%
On-Time Performance
CNG (30%)*
Hybrid (27%)
Clean Diesel (8%)
Other (35%)
Preventable and Non-Preventable
Passenger Injury Rate
(per million passengers)*
*Includes Metrorail, rail facilities, Metrobus, and MetroAccess
Bus Fleet Reliability
by Fuel Type
(miles without service interruption)
Metrobus
Customer Complaint Rate
(per million passengers)
Crime Rate
(per million passengers)
Safety Reliability
Metrorail
Target = 97.5%
Escalator
Availability
Rail Fleet Reliability
(miles without service interruption)
Elevator
Availablity
Target = 89%
Metrorail Apr May Jun Jul Aug Sep
CY 2013 8,587.6 8,231.8 7,879.8 9,471.1 9,181.9 8,851.7
CY 2012 8,337.6 8,669.5 8,565.1 8,510.0 8,065.4 7,525.8
5 yr. Avg. 8,747.7 8,519.4 8,811.5 9,027.4 8,238.6 8,073.0
Metrobus
CY 2013 1,855.59 1,887.58 1,786.47 1,906.0 1,925.5 1,861.1
CY 2012 1,840.99 1,921.64 1,851.14 1,840.6 1,960.1 1,777.6 5 yr. Avg. 1,850.2 1,845.3 1,839.9 1,841.0 1,908.6 1,852.6
Northern Virginia Ridership Data
(thousands of one-way passenger trips)
-
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
Northern Virginia Metrobus, Metrorail, and Combined Monthly Ridership, Sep 2002 - Sep 2013
Series1 Series2 Series3 * Note: formula for estimating Virginia share of Metrorail ridership revised in July 2013.
'
NOVEMBER HIGHLIGHTS
Ridership and Revenue
Metro rail November rail ridership was 15.7 million: 0.5 million below budget and 0.5 million below November 2012. • This November had one fewer non-holiday weekday, which accounts for part of the variance to last year. • Average weekday rail ridership was similar to last November, while weekend ridership declined slightly.
Metro bus November bus ridership was 10.8 million: 0.5 million above budget and 0.2 million above November 2012. • After kicking off in August, the "Ride Free on Bus" program for District of Columbia students continued its
strong performance into November. Ridership has stabilized at an average of 23,000 trips per day, and total November ridership in the program was over 0.4 million.
• Bus continues to perform well on weekends - up S.8 percent for the year to date compared to last year.
Metro Access November Access ridership was 173,000: 17,000 above budget and 5,000 above November 2012. • Access ridership year to date is up 6.2 percent over budget, primarily as a result of a larger registrant pool, but
also in response to the lower fares now available as a result of the fare calculator.
Operating Revenue Total operating revenue was $0.5 million above budget in November. Passenger fares and parking fees were $0.8 million above budget, while all non-transit sources were $0.3 million below budget. • Revenue from the "Ride Free on Bus" program pushed passenger revenue above budget; excluding that
source, passenger revenue was at budget. • Continued strong performance by advertising ($0.1 million above budget for the month and $1.2 million above
for the year to date) was offset by small negative variances in other non-transit sources.
Operating Expenses Through November, year-to-date operating expenses are favorable to budget by $17.2 million or 2.5 percent.
Salaries and Wages • Salaries and Wages are favorable year-to-date by $8.9 million or 2.9 percent, primarily due to Authority-wide
vacancy levels. The favorability was partially offset by higher personnel expenses associated with the new Collective Bargaining Agreements.
• November overtime expenses were $1.0 million lower than the same month last year and $3.2 million lower year-to-date than during the same period last year. Year-to-date overtime is $8.3 million over budget primarily due to Car Maintenance (CMNT) 2K, 3K and SK work, vacancy coverage, leave coverage, and special events.
• Fringe benefits are $0.S million under budget year-to-date. The variance is positively affected by lower than expected health care costs of $1.3M, as well as lower than anticipated costs for uniform and clothing allowances of $600K, and is partially offset by higher than expected costs for the D.C. workers' compensation assessment of $1.4M.
Materials and Supplies • Materials and Supplies are $4.4 million unfavorable year-to-date mainly due to $4.0 million of maintenance on
the 2K, 3K and SK railcars and Bus overruns of $3.0 million as a result of accidents and vandalism. The overruns are partially offset by favorability in Financial Services, Communications (CSCM), and the Office of the Deputy General Manager-Operations (DGMO).
Services • Services expenses are $11.4 million favorable year-to-date due to Transit Infrastructure and Engineering
Services (TIES) which includes Plant (PLNT), System Maintenance (SMNT) and Car Maintenance (CMNT) contracts timing of $3.0 million; timing of a Treasury contract settlement of $2.6 million; Access Service (ACCS) contract closeout claims offset by increased ridership of $2.0 million; and timing of contract services procurements for DGMO of $1.1 million, Safety (SAFE) of $0. 7 million, CSCM of $0.6 million and Bus Services (BUS) of $0.4 million.
Fuel, Propulsion, and Utilities • Fuel, Propulsion, and Utilities are favorable to budget by $7.6 million year-to-date due to lower than projected
power consumption, favorable diesel rates in Metro's hedges, and the CNG tax credit. Of the variance, approximately $1.9 million is due to price favorability and $4.6 million is due to lower volume.
Capital Program Metro has invested $231 million of the $996 million FY2014 Capital Improvement Program (CIP) budget through November. As a result of the new bus contract, which full payments are made on acceptance of buses instead of milestone/progress payments, investments are $10 million less than the same period last year. All figures below are year to date.
NTSB Safety Recommendations • Metro closed seven more outstanding NTSB safety recommendations, bringing the total number of
recommendations closed to 20 out of 29. The recommendations closed include written procedures for rail lubrication for single-track operations over switch turnouts and the establishment of programs to identify operators who are at high risk for obstructive sleep disorders.
Bus Acquisition • A multi-year contract is in place for the acquisition of new buses. The FY2014 order includes 85 forty-foot
hybrid/electric buses that will replace buses at the end of their useful life. An initial set of buses will be delivered for testing in March 2014.
Access Vehicle Replacement • A contract is in place for the acquisition of 120 paratransit vans. Delivery is expected to begin in March 2014.
Escalator and Elevator Rehabilitation and Replacement • Ten of the 36 planned FY2014 escalator rehabilitations are complete and eight are in progress. Three
escalator replacements at Pentagon Station are complete and in service. Four of the seven additional escalator replacements planned for completion during FY2014 are in progress at Van Ness-UDC (2), Georgia Ave-Petworth, and Mt Vernon Sq.
• Seven elevator rehabilitations are complete and three are in progress. The elevator rehabilitation plan for FY2014 has been revised from 22 to 21, as Arlington County will be replacing the elevator previously scheduled to be rehabilitated at the Court House station.
Station Rehabilitation and Lighting Improvements • Four of the 12 planned full station enhancement projects are complete, and one is in progress. Four of the 12
planned mini station enhancements are complete, and three are in progress. • Metro plans to install new, brighter mezzanine lighting at all underground stations. Higher quality lighting
upgrades have been completed at five stations and the lighting improvements are currently underway at a sixth station, L'Enfant Plaza. The remaining 41 stations are expected to be completed by 2015.
• Metro awarded a performance-based contract for the replacement of over 13,000 parking garage light fixtures in 25 parking facilities. Each fixture will respond to its environment by automatically dimming in response to motion and ambient light from the sun or other sources. The contract includes maintenance of the lighting system for the life of the contract and will save Metro approximately $600,000 annually.
Track Rehabilitation • Metro welded 359 open weld joints, rehabilitated 3,462 linear feet of grout pads, tamped 20.31 miles of track,
repaired 926 leaks, and replaced 3.30 miles of running rail, 2.66 miles of third rail, 8,055 cross ties, 8,822 fasteners, 3, 120 insulators, 12 yard turnouts, and 601 safety signs.
REVENUE AND RIDERSHIP November FY2014
REVENUE (in Millions)
$90M
$SSM
$SOM
$75M
$70M
$65M ··
$60M ··
$55M ···
$SOM Jul Aug Sept Oct
• FY2013 Actual
Nov Dec
• FY2014 Budget • FY2014 Actual
Jan Feb Mar Apr May Jun
• Cumulative Revenue Variance
RIDERSHIP (trips in Thousands)
MTD
Metrorail Metrobus
MetroAccess System Total
YTD
Metrorail Metrobus
MetroAccess System Total
Nov-FY2013 I Nov-FY2014 1~c~ ~~ PriorYear ] Budget
16179 15,661 16,165 -3.2% -3.1% 10 641 10,801 10,326 1.5% 4.6%
167 173 156 3.3% 10.7% 26,987 26,634 26,647 -1.3°/o -0.1°/o
FY2013 FY2014 j Variance FY14 ----- - - ·-- - -- - - -Actual Actual Budget Prior Year Budget
87,293 87,167 89,999 -0.1% -3.1% 55 527 57.770 56,139 4.0% 2.9%
838 901 848 7.5% 6.2% 143,658 145,839 146,986 1.5°/o -0.8°/o
MONTHLY RIDERSHIP FOR RAIL AND BUS (in Millions)
- • Rail Budget ... Rail Actual - •Bus Budget ... Bus Actual 22M
20.6 20.4 19.8 · ·· ··········· ····· · ·Rail- ··················· ···· ··· 1g.1_.;·,.""--~-- .. ~~---- ~ ·······
18.7 , 20M ,
.. ... . ........ .17.6 ........................ ., ....... ·········· ............ ............... .... . ............ .
------......... ''1-6.2 ,, ......... 16.2 ,' '---~~, ... ,
1SM
16M
15.7 14M ---·-····· ···· ·· ······ ·····-·· ······ ···· ············· ························· ············ ····· ······················· ········ ················ · · ·· ····· ····-·· ······· ··· ···· ............. · ··
.. . 1~6 .11.6 ..... . 11.5 . ~- .. ......... ........... Bu.s .. ................. --··. ...... . .. 11.2
======•----~a ,-----------. 11.6 11.4 11.2 11.6 ......... - - - - - - - - ... ... , '11.4 11.4 11.5 ... ......... --· ··-·· ....... .. . ·············. .. "li:f3.. ... . ... I 0:4" ..... 10.9 .. .... . ...,,...,,.. - .. . .. . . . .. . .. . . .... . ... .. . ... .. ... . .. ·-
12M
10M 9.6
SM Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun
OPERATING BUDGE1i November FY2014
OPERATING EXPENDITURES($ in Millions)
• FY2013 Actual • FY2014 Budget • FY2014 Actual $150M
$140M
$130M ..
$120M
$110M
$100M
$90M
$SOM Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr Mav Jun
$20M
$10M • Cumulative Operating Variance
$OM
-$10M
OPERATING BUDGET($ in Millions)
MTD
Revenue 1---'-~~~~--+~~~~~-t-~~~~~-t-~~~--<~~~~-1
Expense,........._~~~~-+-~~~~~+--"-~~~~-+-~~~~+-~~~_, Subsidy1--1..~~----"_;;_;_;;'-+--'-~~....;;...;;;.-'-=-+-'"~~--'~'-+_,_~___::...;_o_+-~___::..:.=-.:...:;..i
Cost Recovery.__~~.....;;..;;;;.;...;;_-'-'-~~~..;;_;;_'""-'-'-'-~~~.=.;.~'-'-~~~---'~~~~--'
YTD
Revenue 1--'-~~~~---+-'-~~~~-+-_._~~"-'-'"--'--+-,__~-'--'-"--j~~~-'---'-j
Expensel--'-~~~~---+-'-~~~-'---+-_._~~"-'-'----+-_._~.;::_;_c~~~-"'.:....::...C-'-j Subsidyl---'-~~~"----+-'--~-0-'--'-'-;;......+--'--~----'~"-'--1---.1.~-=~-+-~---'-...;_;;_'-'-I
Cost Recovery 56.2% 55.1% 52.9%
YTD OVERTIME BUDGET VS ACTUAL($ in Millions)
- FY2013 Actual - • FY2014 Budget - FY2014 Actual $11M $10M -· ·····-····-·· ···· ···-·····-··· ····-·····
$9M --·- ··-···············-······-················-·············-············ ··············· ······· ······················ ············· ·············· ····································· $SM ···· ···········--······· ·· ·-· - ··· ---- ··· ········· -····· ·· ···· -······· $7M ---··········-·-···· ..... ., ··············· ··· ···· ·- ·-··- ····
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$SM ··· ··· -------------- .... ' --------------------- ······ $4M 4.9
$3M Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun
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-$10M
CAPITAi:. PROGRAM November FY2014
CIP EXPENDITURES ($ in Millions)
- FY2014 Expenditures FY2013 Expenditures
$200M $1,000M
$180M $900M
$160M $800M UI
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FY2014 USES OF FUNDS($ in Millions)
FY2014 PLANNED SOURCES OF FUNDS($ in Millions)
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Capital Investments:FY2015-2020 Proposed CIP
Page 77 of 125
Planned Investment Sources:FY2015-2020 Proposed CIP
$611
$770$846
$919
$1,137
$1,394$1,361 $1,335
$1,422$1,362
$0
$200
$400
$600
$800
$1,000
$1,200
$1,400
$1,600
FY2011Actual
FY2012Actual
FY2013Actual
FY2014Forecast
FY2015Proposed
FY2016Plan
FY2017Plan
FY2018Plan
FY2019Plan
FY2020Plan
FY2015-2020 Capital Improvement Program - Planned Sources(dollars in millions)
Metro 2025 Increase
Financing
Other
State & Local
Federal
Page 78 of 125
FY2014-2020 Capital Investment Metro 2025 Capital Initiatives
Metro 2025 Initiative(dollars in millions)
FY2014-2020Planned
Investment
Future Investment
Total 2025 Initiative
Eight-Car Trains $1,707 $913 $2,620Core Station Improvements $340 $350 $690Metrobus Priority Corridor NetworkBus Fleet ExpansionNext Generation Communications $205 $195 $400New Blue Line Connections $56 $1,274 $1,330Pocket Tracks and Crossovers $51 $609 $660Total All Metro 2025 Projects $2,902 $3,599 $6,500
$543 $257 $800
Page 79 of 125
Proposed FY2015 Operating Budget
Approved ProposedBudget Budget
Dollars in millions FY2014 FY2015 $ %
Passenger & Parking Fares $843 $904 $61 7%Other Revenue 49 49 0 1%TOTAL REVENUE 892 953 61 7%
Salaries & Wages 798 864 66 8%Pension 140 147 7 5%Health & Other Benefits 246 264 18 7%Non-Personnel Costs 472 483 11 2%TOTAL EXPENSES 1,656 1,757 101 6%
Preventive Maintenance (31) (31)Prior Year Surplus (30) (15)
OPERATING BUDGET 1,595 1,712 117 7%
GROSS SUBSIDY 703 758 56 8% Debt Service 33 21
NET SUBSIDY 735 779 $44 6%
Change
Page 81 of 125
Jurisdictional Investment:FY2015 Operating Budget
Proposed
($ millions)FY 2014 Subsidy
FY 2015 Subsidy Metrorail Metrobus Regional
Non‐Regional
Metro Access
Debt Service
Operating Surplus
District of Columbia $275.5 $296.8 $79.2 $185.5 $149.5 $36.0 $27.1 $10.7 ($5.7)
Montgomery County $123.7 $130.3 $45.8 $61.1 $50.8 $10.3 $20.9 $5.0 ($2.5)Prince George's County $159.0 $166.8 $39.1 $83.9 $60.6 $23.2 $41.5 $5.5 ($3.2)
Maryland Subtotal $282.7 $297.1 $84.9 $144.9 $111.4 $33.5 $62.4 $10.5 ($5.7)
City of Alexandria $27.7 $28.4 $11.2 $16.9 $15.3 $1.6 $1.0 $0.0 ($0.6)Arlington County $47.9 $50.0 $22.7 $27.4 $26.5 $0.9 $0.9 $0.0 ($1.0)
City of Fairfax $1.6 $1.7 $0.8 $0.6 $0.6 $0.0 $0.3 $0.0 ($0.0)Fairfax County $97.6 $103.1 $38.3 $53.6 $45.9 $7.7 $13.3 $0.0 ($2.0)
City of Falls Church $2.0 $2.1 $0.7 $1.3 $1.3 $0.0 $0.1 $0.1 ($0.0)Virginia Subtotal $176.7 $185.4 $73.8 $99.7 $89.5 $10.2 $15.5 $0.1 ($3.7)
Total Subsidy $734.9 $779.3 $237.9 $430.1 $350.4 $79.7 $105.1 $21.2 ($15.0)
Note: Metrorail column includes both Base and Maximum Fare subsidies. Total Maximum Fare subsidy is $7.1 million.
Page 92 of 125
Jurisdictional Investment:FY2015 Capital Program
Proposed Capital Improvement ProgramFY2015 Jurisdictional Contributions
FY2015Formula Match and System Performance ProposedDistrict of Columbia $75Montgomery County $34Prince George's County $36Maryland Subtotal $70City of Alexandria $9Arlington County $17City of Fairfax $1Fairfax County $30City of Falls Church $1Virginia Subtotal $57
Subtotal: Formula Match & System Performance $202
PRIIA MatchDistrict of Columbia $56Maryland $56Virginia $56
Subtotal: PRIIA Match $168
Metro 2025 FundingDistrict of Columbia $50Maryland $50Virginia $50
Subtotal: Metro 2025 Funding $150
Total Proposed Jurisdictional Funding - FY2015 $520
Page 93 of 125
Northern Virginia NEPP Committee - Draft Memorandum of Understanding Page 1 December 18, 2013
Revised 12-18-13
MEMORANDUM OF AGREEMENT
REGARDING COORDINATION OF TECHNICAL ANALYSIS, TESTING, FUNDING AND ADMINISTRATION for NEW ELECTRONIC PAYMENTS PROGRAM SYSTEM (NEPP)
This Memorandum of Agreement is entered into between and among the Northern Virginia Transportation Commission (“NVTC”) and the below identified participating jurisdictions and transportation agencies (the “Entities”) as a means of demonstrating their joint commitment to the development, testing, funding and implementation of the Washington Metropolitan Transit Authority’s (“WMATA’s” or “Metro’s”) New Electronic Payments Program (“NEPP”) system as is more fully described below. The Memorandum of Agreement shall be effective upon the signature of the Northern Virginia Transportation Commission (NVTC) and one or more of the Entities and shall continue in accordance with the terms hereof. In accordance with the terms of this Memorandum of Agreement, NVTC is authorized to act on behalf of the following Entities as the contracting and coordinating agent for technical analysis, testing, funding and administration of the New Electronic Payment Program (NEPP) system:
• Arlington County (Arlington ART) • Fairfax County (Fairfax Connector) • Loudoun County (LC Transit) • City of Alexandria • Alexandria DASH • City of Fairfax (Fairfax CUE) • Potomac and Rappahannock Transportation Commission (PRTC OmniRide and Omni
Link) • NVTC and PRTC jointly as owners and operators of Virginia Railway Express (VRE)
1.0 PURPOSE NVTC and the Entities mutually desire, in coordination with WMATA, and with the assistance of grant funding agencies such as the Virginia Department of Rail and Public Transportation (”DRPT”), to provide transit customers a common means for payment of transit fares by using WMATA’s NEPP system.
Northern Virginia NEPP Committee - Draft Memorandum of Understanding Page 2 December 18, 2013
2.0 BACKGROUND WMATA is seeking to modernize and eventually replace the existing SmarTrip fare collection system. The NEPP system is expected to be completely in place region-wide by December, 2020.
Metro and its regional transit partners have sought proposals for the development, deployment, financing, operation and maintenance of the next generation of electronic fare payment under the NEPP system. This solicitation sought proposals that would bring together the innovation of consumer electronics and wireless industries into a standards-based, customer-centric fare payment system that will provide greater flexibility, reduce operating costs and refocus Metro on its core business of providing transportation services. As designed, the program will secure the services of a system integrator to bring the necessary industry specialists together to deploy a state-of-the-art fare payment system. The new system will only use contactless cards, including payment cards (pre-paid, debit or credit), federal identity cards or smart phones with near-field communication (NFC) capability to pay transit fares directly at the faregate or farebox.
The NEPP system uses non-proprietary technology and is based on a centralized data system (CDS) rather than a complex layer of field devices and will allow riders to use smart phones, credit cards and government ID cards and other media to pay fares. The NEPP system will also permit the Entities, after exercising their option to participate in the NEPP system, to customize and implement the NEPP system to suit their needs. This technology solution will be the first of its kind and as such WMATA’s vendor will be required to demonstrate proof of concept through a pilot at the expense of the vendor. The concept design review (CDR) will occur concurrently with the pilot. Technical support is needed by NVTC and the Entities beginning in the first quarter of 2014 to support the Entities’ transit systems in the CDR, the oversight of the pilot, the exercise of options to participate in the NEPP system, and the implementation phase.
NVTC, working with WMATA, VRE and PRTC, has taken the lead for Northern Virginia on the coordination of the NEPP system development, testing and implementation. Participating transit operators and agencies in the District of Columbia and Maryland, along with the Entities, are being asked to jointly design and test the NEPP system beginning in January 2014 with the goal of each of them purchasing and implementing transit fare collection equipment and system that will replace SmarTrip and continue to support a uniform regional approach to fare collection.
Prior to WMATA’s final procurement of the NEPP system, the Entities will need to conduct analyses on how to effect the transition from the existing regional fare collection system to the NEPP system. These plans include common regional fare policies, operating procedures, and administrative procedures, such as the transmission of data required to clear financial transactions.
Northern Virginia NEPP Committee - Draft Memorandum of Understanding Page 3 December 18, 2013
The Entities concur in the following goals for the regional NEPP system:
o Maximize passenger convenience in purchasing and using existing devices, such as secure ID badges, cell phones, existing SmarTrip cards and credit cards, all of which are integral to allowing ease of access for transit customers to pay fares in the system;
o Continue to maximize transit integration by allowing passengers to travel seamlessly between and among different transit service providers and transportation modes using existing devices paired with an individual account;
o Capitalize on operational effectiveness and work to develop a simpler system focused on operational ease;
o Utilize the NEPP system to the benefit of customers, participating agencies and jurisdictions, and creating an environment which is conducive to the continued growth and expansion of the transit ridership base;
o Support broad access to transit through NEPP system policies and programs;
o Ensure commonality of passenger fare collection practices leveraging existing, accessible technology and the ability for customers to still use cash on board buses if desired;
o Maintain a regional approach that takes advantage of pricing opportunities and regional opportunities to maximize available funding
o Develop policies and programs regarding the NEPP system in an open and cooperative environment; and
o Maintain local decision making authority and coordinate policies and procedures regionally to support continued seamless operation of the NEPP system.
To achieve the program goals identified by the Entities, a coordinated approach to the NEPP system regional administration is required. Among the areas requiring coordination to ensure as seamless a fare collection system as intended are: fare policy coordination (but not necessarily pricing), fare technology, and operating/administrative procedures. There may also be procedural issues that will require a coordinated response, which can best be addressed by a standing committee of the Entities. This Memorandum of Agreement sets forth the principles which will be used in establishing such a centralized administrative/coordinating function and principles for Entity participation.
Northern Virginia NEPP Committee - Draft Memorandum of Understanding Page 4 December 18, 2013
3.0 TECHNICAL ANALYSIS AND TESTING Each Entity authorizes NVTC to procure on their behalf contract support for technical analysis during WMATA’s development, testing and implementation of the NEPP system through the WMATA transit zone, and to work with the Entities in identifying sources of funding to achieve full implementation of NEPP system. NVTC will issue a request for proposals (“RFP”) for a consultant to support the technical analysis, pilot and testing for the NEPP system. NVTC shall develop a scope of work and initial task list for the required technical assistance for approval by the Entities which scope will include but not be limited to the following:
1. Serve as Technical Representative for NVTC’s Contract Officer - Provide overall management and technical support on behalf of the Entities for the NEPP system CDR, the development of the CDS, and the pilot program. Work in this task will include but not be limited to:
• Reviewing WMATA’s vendor procurement progress with respect to contract milestones and evaluation;
• Reviewing and monitoring WMATA’s vendor performance with emphasis on testing and quality assurance;
• Reviewing and responding to requests for technical information or resources; • Developing periodic progress reports to NVTC and the Entities. • Attendance at meetings of all transit entities participating in implementation of
the NEPP system; • Supporting regional subcommittees that represent the Entities’ interests,
including, but not limited to, participation in Technical Review Committee and Operations Subcommittee and other committees at request of NVTC;
• Attending design review meetings and related workshops for regional CDR and CDS activities;
• Attending design review and related activities for the CDR of the NEPP system; and
• Providing technical support in reviewing and coordinating any suggested changes through the designated change management process as documented by WMATA .
2. Design and Monitor Pilot and Tests for Conceptual Design Review (CDR) and Central
Data System (CDS) development - Provide technical support related to the design and monitoring of tests. This support will be comprised of two primary components:
A. Support related to the design and testing of the WMATA - configured NEPP
system including validating testing performed by others (WMATA) on the NEPP system; and
B. Additional support related to testing of CDR and CDS for the NEPP system. The pilot and testing activities are intended to validate the following functions and processes:
Northern Virginia NEPP Committee - Draft Memorandum of Understanding Page 5 December 18, 2013
• Functionality, operational speed and configuration of the NEPP system;
• Performance of the NEPP system with various payment media; • Reliability of data transmission and upload process; • Accuracy of reported data; • Communication of data to the CDS.
C. Work with the Entities to ensure adequate testing of any of the specific components to be purchased by NVTC or the Entities and not tested by others, including:
• Identification of functionality to be tested and methods for testing and validating different aspects of the functionality;
• Data collection forms; • Methods for collecting comparison and validation data; • Sampling methods; • Data evaluation processes; and • Success criteria.
3. Assist in Integrating NEPP and Fareboxes with GPS and Other On-Board and Off-Board
Electronic Equipment - The intent of the integration will be to reduce the operator workload by combining functions into a single device, to reduce redundant activities and data collection processes that may be present once the NEPP system is installed and to provide consolidated reporting. This task will include the following activities:
• Work with the Entities to identify integration capabilities and to review preferred integration approach from technical and contractual perspectives;
• Identify and negotiate integration capabilities of existing fareboxes to the NEPP system;
• Review integration conceptual designs; • Review any contractual change documents related to this integration; • Review pilot and testing activities; and • Review pilot and test plans and results.
4. Review Alternatives for Integrating VRE Fare Collection with NEPP -- Assist VRE with identifying and evaluating options for deploying the NEPP system functionality in the VRE environment. This includes options such as modifying existing systems. Options for providing proof of payment inspection on the trains will also be explored.
Northern Virginia NEPP Committee - Draft Memorandum of Understanding Page 6 December 18, 2013
5. Bridge Assistance for additional Phases of Work – This includes advice and plan review regarding the functionality of parallel fare payment systems while phasing out SmarTrip. Elements of this work includes but are not limited to:
• Dual operation; • Data collection/analysis; • Costs; and • User error.
4.0 FUNDING AND FINANCING
On behalf of the Entities, NVTC has applied to DRPT for fiscal year 2014 mid-cycle grant assistance for technical assistance in the amount of $200,000 (including the 50% match) to support technical assistance, analysis and startup costs. The application was reviewed by Entities and is attached (Appendix B). The grant requires a total local match of $100,000 which will come from the Entities executing this Memorandum of Agreement.
Please note: The allocation of the cost described in this section are intended for purposes of determining proportional share among the participants for any match required for all grant funding for technical assistance support. It is anticipated that the participants will determine the appropriate allocation of costs for the procurement of the NEPP and amend this agreement or execute a separate agreement as appropriate. The Technical Assistance Grant match share structure for the Entities is as follows:
JURISDICTION Percentage Share
(based on FY14 transactions) Arlington Co. 9.3% $9,348.39 city of Fairfax 2.0% $2,025.50 city of Alexandria 11.1% $11,062.03 Fairfax Co. 42.7% $42,690.58 Loudoun Co. 5.8% $5,764.65 PRTC 11.8% $11,841.15 VRE* 17.3% $17,267.70
100.0% $100,000.00
50% DRPT Match In addition, subject to approval by the Entities and agreement to pay their respective shares of
any grant match amount in accordance with the percentages set forth above, NVTC will apply for additional funding for technical assistance in support of the CDR, the pilot , and implementation for the time period July 1, 2014 to June 30, 2016. NVTC and the Entities will work together to develop a plan for funding for the acquisition of equipment and implementation of the NEPP system among the Entities. This plan may include but will not be limited to NVTC seeking grant assistance on behalf of the Entities (some of
Northern Virginia NEPP Committee - Draft Memorandum of Understanding Page 7 December 18, 2013
whom which do not accept federal funds on an individual basis) from the Federal Transit Administration (FTA) and DRPT, and the Commonwealth as well as looking at financing options.
5.0 COORDINATION AND ADMINISTRATION
NVTC will coordinate and administer the Entities’ participation in development and implementation of the NEPP system. NVTC will convene regular meetings among the Entities and other regional stakeholders to discuss and seek agreement on all aspects of the NEPP system testing, funding and implementation.
6.0 PARTICIPANT ROLES AND RESPONSBILITIES
Entities executing this Memorandum of Agreement agree to:
• Actively participate in the technical review and implementation of the NEPP system; • Work to consensus insofar as possible in resolution of all matters; • Designate a lead and appropriate additional representatives to participate in technical
teams for the concept design review and the pilot phase, and in the funding work group for both technical resources and acquisition and implementation of the new hardware and system;
• Make personnel available to analyze a variety of functions related to the NEPP system and the purposes of this Memorandum of Agreement, including: operations, customer service, technology, marketing and finance;
• Participate in work sessions, routine progress checks, and milestone reviews; and • Identify appropriate funding sources of local or system match.
7.0 AMENDMENTS
Any signatory to this Memorandum of Agreement may propose an amendment at any time. Any such amendment shall become effective upon the receipt of written approval of the amendment by all participating agencies.
8.0 DURATION OF MEMORANDUM OF AGREEMENT This Memorandum of Agreement shall have an initial duration of five (5) years from its initial effective date and shall automatically be renewed for an additional five (5) year period unless a majority of the participating Entities give written notice that they do not wish to renew their participation not less than ninety (90) calendar days prior to the expiration date. If this Memorandum of Agreement is not renewed, the participating Entities shall use the ninety (90) calendar day period prior to the expiration of the Memorandum of Agreement for the orderly termination of their further participation in the development, testing, and implementation of the NEPP system.
9.0 ASSIGNMENTS
Northern Virginia NEPP Committee - Draft Memorandum of Understanding Page 8 December 18, 2013
No Entity shall have the power to assign either their rights or obligations under this Memorandum of Agreement, provided however, that any reorganization of an Entity shall automatically transfer the former Entity’s rights and obligations to the successor entity.IN WITNESS WHEREOF, the parties hereto have executed this Memorandum of Agreement by their duly authorized representative;
AGENCY: City of Alexandria
By: ________________________ _____________
Name: Rashad Young (Date)
Title: City Manager
AGENCY: AlexandriaDASH
By: ________________________ _____________
Name: Sandy Modell (Date)
Title: Manager, Alexandria DASH
AGENCY: Arlington County / Arlington Transit (ART)
By: ________________________ _____________
Name: Barbara Donnellan (Date)
Title: County Manager
AGENCY: City of Fairfax /CUE
By: ________________________ _____________
Name: Bob Sisson (Date)
Title: City Manager
AGENCY: Fairfax County / Fairfax Connector
By: ________________________ _____________
Name: Edward Long (Date)
Northern Virginia NEPP Committee - Draft Memorandum of Understanding Page 9 December 18, 2013
Title: County Executive
AGENCY: Potomac and Rappahannock Transportation Commission
By:_________________________ _______________
Name: Al Harf (Date)
Title: Executive Director, PRTC
AGENCY: Loudoun County / Loudoun County Transit (LC Transit)
By: ________________________ _____________
Name: Tim Hemstreet (Date)
Title: County Administrator
AGENCY: NVTC and PRTC, jointly as the Virginia Railway Express (VRE)
By: ________________________ _____________
Name: Doug Allen (Date)
Title: Chief Executive Officer
AGENCY: Northern Virginia Transportation Commission
By:_________________________ _______________
Name: Kelley Coyner (Date)
Title: Executive Director, NVTC
Acknowledgement that WMATA will work with NVTC through this agreement framework:
AGENCY: Washington Metropolitan Area Transit Authority (WMATA)
By: ________________________ _____________
Name: Richard Sarles (Date)
Northern Virginia NEPP Committee - Draft Memorandum of Understanding Page 10 December 18, 2013
Title: General Manager & CEO
AGENDA ITEM #12 TO: Chairman McKay and NVTC Commissioners FROM: Kelley Coyner and Claire Gron DATE: January 2, 2014 SUBJECT: TSDAC Update
A. TSDAC Update (attached) The Commonwealth Transportation Board (CTB) approved the Operating Assistance Allocation Methodology in October and the Capital Assistance Allocation Methodology in December. NVTC requested that the Department of Rail and Public Transportation (DRPT) revisit the calculation of Virginia Metrorail ridership so that it represents a complete measure of the number of trips attributable to Virginia. When the CTB approved the capital allocation formula it directed DRPT to review the application of the formula in June and report back to the CTB on adjustments to the methodology and other corrective actions taken to address losses incurred by jurisdictions or systems as a result of the changes in the calculation of state assistance. B. Transit Agency Working Group Update (attached) DRPT hosted the first of four planned Transit Agency Working Group meetings in December. Representatives from NVTC, WMATA, Fairfax, Loudoun, and Arlington Counties, DASH, and PRTC will participate in the Working Group. Amy Inman, DRPT Acting Planning & Mobility Programs Administrator, stated that the group will review data collection practices, the sizing component of the operating allocation formula, exceptional transit performance, and the incorporation of measures of congestion mitigation and transit dependant outcomes into the formula. The group discussed whether to include these measures in the formula pending the receipt of additional information next month. The Working Group also discussed if these measures might be better addressed in a grant program instead of the allocation formula. The suggestion that a separate performance scorecard be developed has not yet been addressed.
Commonwealth Transportation Board Sean T. Connaughton 1401 East Broad Street (804) 786-1830
Chairman Richmond, Virginia 23219 Fax: (804) 786-2940
Agenda item # 11
RESOLUTION
OF THE
COMMONWEALTH TRANSPORTATION BOARD
December 4, 2013
MOTION
Made By: Seconded By: Action: Action: Motion Carried, Unimously
Title: Adopt TSDAC Tiered Capital Allocation Methodology
WHEREAS, on March 20, 2013, § 58.1-638(A)(4)(b)(2) of the Code of Virginia was
amended to authorize the Commonwealth Transportation Board (CTB) to allocate 25 percent of the Commonwealth Mass Transit Trust Funds for capital purposes based on asset need and anticipated state participation level and revenues; and
WHEREAS, § 58.1-638(A)(4)(b)(2)(b) establishes a Transit Service Delivery Advisory
Committee (TSDAC) along with the Director of the Department of Rail and Public Transportation (DRPT) to evaluate the distribution of Mass Transit Trust Funds for capital funds utilizing a tiered approach to be established by the Commonwealth Transportation Board (CTB); and
WHEREAS, TSDAC and DRPT have met on April 8, 2013, April 22, 2013, May 13,
2013, June 3, 2013, June 17, 2013, July 1, 2013, July 15, 2013, July 29, 2013, August 22, 2013, September 9, 2013, October 11, 2013 and October 29, 2013 to discuss a tiered capital allocation methodology; and
WHEREAS, TSDAC and the DRPT Director have recommended a three-tiered capital
allocation methodology, as follows:
Tier 1: Replacement and Expansion Vehicles: Activities eligible for funding under this tier include acquisition of rolling stock for either replacement or expansion purposes. Other eligible activities include items that would be installed on a vehicle as part of a major fleet wide conversion/upgrade or considered a part of the initial acquisition, including but not limited to:
Resolution of the Board Adopt TSDAC Tiered Capital Allocation Methodology December 4, 2013 Page 2 of 4
• Assembly line inspection
• Fare collection equipment
• Automated passenger counters
• On-vehicle radios and communication equipment
• Surveillance cameras
• Aftermarket installation of farebox, radios, and surveillance cameras
• Vehicle tracking hardware and software
• Rebuilds and mid-life repower of rolling stock
Tier 2: Infrastructure or Facilities: Activities eligible for funding under this tier include the construction of infrastructure or facilities for transit purposes, such as maintenance facilities, bus shelters, administrative buildings, or guideway infrastructure. Other eligible activities under this tier include:
• Real estate used for a transit purpose
• Signage
• Surveillance/security equipment for facilities
• Rehabilitation or renovation of infrastructure and facilities
• Major capital projects
Tier 3: Other: Activities eligible under this category include, but may not be limited to the following:
• All support vehicles
• Shop equipment
• Spare parts
• Hardware and software not installed on a vehicle
• Project development expenses for capital projects
• Office furniture and other equipment
• Handheld radios
• Landscaping
• Other transit-related capital items
Debt service: Funds allocated for debt service and lease payments will be included in the tier that applies to the underlying capital asset that is being financed; and WHEREAS, TSDAC and DRPT recommend funding capital projects based on the total
cost of the project; and
Resolution of the Board Adopt TSDAC Tiered Capital Allocation Methodology December 4, 2013 Page 3 of 4 WHEREAS, TSDAC and DRPT recommend multi-year funding agreements for qualifying capital projects in order to leverage available transit capital funding as required over several years while maintaining the state participation rate for all years based on the applicable tier percentage from the initial grant award year; and
WHEREAS, DRPT and the grantee will determine the need for a multi-year funding agreement on a case-by-case basis for all qualifying projects; and
WHEREAS, DRPT will fully fund the multi-year capital funding agreements before allocating funds to new projects; and WHEREAS, to qualify for consideration of a multi-year capital funding agreement, the total cost of the capital project should exceed 15 percent of the transit providers’ annual operating expenses or the project should be for new construction; and WHEREAS, TSDAC and DRPT recognize that the CTB must have the ability to adjust state participation in capital projects in the event that capital funding requests far exceed the funding available in the Commonwealth Mass Transit Trust Fund; and WHEREAS, TSDAC and the DRPT Director have recommend the establishment of a capital reserve fund as follows:
• Establish a reserve balance capped at $10 million to cover funding shortfalls up to fifteen percent of the annual estimated revenues;
• If the funding shortfall exceeds 15 percent of the annual estimated revenues in a given year, Tier 2 and Tier 3 capital percentages will be decreased by one percentage point until there are sufficient funds to cover the approved capital requests and the $10 million in reserve funds;
• In years in which available revenues exceed the needs required to meet the stated state matching share for each tier and the reserve account is funded at the stated cap, the TSDAC recommends that the state match percentages be increased in increments of a 4/2/1 ratio, for example Tier 1 (68 percent), Tier 2 (34 percent), and Tier 3 (17 percent), respectively; and
WHEREAS, the CTB recognizes that there may be negative financial impacts to certain
jurisdictions with transit providers resulting from the implementation of the new Capital Allocation Methodology. This may require adjustment in the allocation to provide transitional relief to allow the TSDAC and DRPT to advance the new Methodology and provide for further evaluation; and
Resolution of the Board Adopt TSDAC Tiered Capital Allocation Methodology December 4, 2013 Page 4 of 4
WHEREAS, all TSDAC meetings have been open to the public with two public
comment periods held during each meeting, and a 45-day public review and comment period for the Tiered Capital Allocation Methodology has been held; and
WHEREAS, the TSDAC and DRPT have provided detailed information pertaining to the
capital allocation recommendations, as presented in the Capital Assistance Allocation Methodology Using a Tiered Approach Report.
NOW THEREFORE BE IT RESOLVED, by the Commonwealth Transportation Board that the tiered capital allocation methodology is approved as developed and recommended by TSDAC and the DRPT Director for the capital portion of the Mass Transit Trust Funds, and the CTB authorizes DRPT to apply the three-tiered capital allocation methodology during development of the annual Six Year Improvement Program.
BE IT FURTHER RESOLVED, that the Director of DRPT shall report back to the
CTB on the nature of the review and its findings and recommendations. BE IT FURTHER RESOLVED, the Commonwealth Transportation Board requests that
the TSDAC and the Director review the results of the first year of capital allocations under this new Capital Allocation Methodology in June of 2014, and based on the review provide transitional assistance to any jurisdiction with transit providers that suffers a financial loss in a supplemental allocation, and propose a revised methodology to be considered by the Board, if needed.
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THELMA D. DRAKE DEPARTMENT OF RAIL AND PUBLIC TRANSPORTATION (804) 786-4440 Director 600 EAST MAIN STREET, SUITE 2102 FAX (804) 225-3752 RICHMOND, VA 23219-2416 Virginia Relay Center 800-828-1120 (TDD)
TO: Chairman McKay and NVTC Commissioners FROM: Commissioner Dyke DATE: January 3, 2014 SUBJECT: DRPT Update DRPT Operations Super NoVa: DRPT and the project team held two very successful public meetings, one in Alexandria and one in Prince William County. The two meetings were held at transit accessible locations. The public expressed overwhelming support for the Action Plan. Stakeholder comments are due on December 31st. The next stakeholder meeting will be held in late February/early March timeframe. The next Regional Consortium meeting will be held after the 2014 General Assembly session. Route 1 Multimodal Alternatives Analysis: The project team held an Executive Steering Committee meeting on December 12th. The project team continues to conduct their work on developing the detailed definition of alternatives, as well as the necessary technical analysis on each of the alternatives. I-66 Corridor Tier 1 DEIS: The I-66 Tier 1 Record of Decision was issued by FHWA in December. The I-66 Technical Working Group has met to discuss the path forward to determine which project element(s) will advance to Tier 2. An announcement was made that the VDOT Northern Virginia District Office will now serve as the lead for VDOT. DRPT will continuing to actively participate as a co-lead agency of the study and in support of the transit alternative. Transit Capital Funding: CTB approved the transit capital metrics on Dec. 4th. DRPT is currently in the application cycle until Feb. 1. The new capital funding for FY14 and FY15 will be available on July 1, 2014. A
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tiered approach has been developed – Tier one is 68% (rolling stock and related items) tier 2 is 34% (track, etc) and tier 3 is 17% (other items). Multiyear funding opportunities are also available effective July 1, 2014. DRPT has proposed a funding for VRE track lease payments that employs the multiyear funding in order to provide stability for this expense. NoVa Transit Grants: DRPT is working with Fairfax County staff to get the last of their capital grants under contract. DRPT has provided comments on the Huntington facility for Fairfax County.
AGENDA ITEM #14
TO: Chairman McKay and NVTC Commissioners FROM: Kelley Coyner and Claire Gron DATE: January 2, 2014 SUBJECT: Information Items A. 2014 Calendar of Meetings (attached)
Note adjusted date in January and July due to holidays. Note tentative work session in August, date to be determined.
B. Arlington Mobility Lab: One Bus Away Application
The Arlington Mobility Lab has developed a demonstration instance of OneBusAway, a real-time transit information application, for use in the Washington, D.C. metropolitan area. The tool provides real-time arrival information for transit stops of participating agencies in the region, including Arlington Transit (ART), Fairfax Connector, WMATA, and VRE. The project’s greater benefit is that it requires the development of the infrastructure needed to support complete regional transit data integration. For more information, visit oba.mobilitylab.org/.
C. Robert Johnson Wood Report: Business Performance in Walkable
Shopping Areas
This new report by the Robert Johnson Wood Foundation examines the economic benefits to businesses in walkable communities. The study indicates that walkable commercial (retail) communities have higher property values, command higher rents, generate greater sales tax revenues, and have lower vacancy rates, and that tenants in walkable commercial communities have higher net operating incomes. The report finds that mass transit is an important component to the highest-performing commercial communities. The report also notes that although new development near transit stations has faced great resistance elsewhere in the U.S. over the last few decades, WMATA’s strategy of actively pursuing station-area development has been very successful. Clarendon is described as “possibly the most successful transit-oriented development area in the country.” The full report is available at activelivingresearch.org.
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D. Transportation Research Board Annual Meeting
The Annual Meeting of the Transportation Research Board (TRB) will be held January 12-16 in Washington, D.C. Kelley Coyner will serve as a panelist in a session examining workforce development in the transportation sector. Claire Gron will participate in sessions concerning performance measurement, data usage, and regional transit planning, among others.
E. Transportation Camp
The 3rd Annual Transportation Camp DC ‘14 will be held on Saturday, January 11, 2014. It will build connections between disparate innovators in public administration, transportation operations, information design, and software engineering. In addition Transportation Camp DC ’14 will expand the opportunities to improve mobility through recent advances in technology, such as web 2.0, mobile computing, open source software, open data and APIs, and spatial analysis. NVTC will co-sponsor with the ENO Foundation and the Mobility Lab a session on the ROI of transit. Link to Transportation Camp registration: http://transportationcamp.org/events/transportationcamp-dc-2014/
F. FTA Issues Draft Guidance on MAP-21 On December 11, 2013, the Federal Transit Administration ("FTA") issued Draft Guidance on a new provision enacted under the Moving Ahead for Progress in the 21st Century Act ("MAP-21") expanding FTA's ability to assist grant recipients in acquiring right-of-way for future transit use. Under the new law, codified at 49 U.S.C. § 5323(q), FTA may assist recipients in acquiring right-of-way for future transit purposes before environmental review of the transit project itself is completed, provided that construction does not begin on the acquired property before environmental review of the project is completed. Proposed draft guidance can be found at: http://www.transitattorneys.com/files/FTA_Proposed_Guidance_on_the_Application_of_49_USC_5323(q)_Dec_11_2013.pdf
G. Virginia Transit Systems Eligible for Funding for Resiliency Projects in
Response to Hurricane Sandy
The U.S. Department of Transportation (USDOT) announced the availability of $3B to be awarded by the Federal Transit Administration (FTA) to public transit systems affected by Hurricane Sandy for projects that protect infrastructure from damage or destruction by future natural disasters. The FTA news release is attached. Deadline for submitting application is March 28, 2014. The notice of the funding availability may be found at: http://www.fta.dot.gov/documents/3-B-Sandy-NOFA-final.pdf
H. Comments to DRPT on SuperNova Transit/TDM Action Plan (attached) I. Transit Benefit Cut
2014 NVTC Meeting Schedule [Meetings start at 8:00 P.M.]
MONTH DATE
January 9*
February 6**
March 6
April 3
May 1
June 5
July 10***
August TBD
September 4
October 2
November 6
December 4
*Special meeting date due to New Year’s holiday. **Meeting in the General Assembly building in Richmond starting at 5:30 p.m. (to be confirmed). ***Special meeting date due to July 4th holiday.
NVTC Commission Meeting Location (unless otherwise noted):
First Floor Conference Room
The Navy League Building 2300 Wilson Blvd.
Arlington, VA 22201
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N E W S R E L E A S E FOR IMMEDIATE RELEASE January 8, 2014 Contact: Metro Media Relations 202-962-1051
Washington Metro awards Accenture major contract for new electronic fare payment system to improve customer experience
Metro today announced that the Authority will begin testing a new electronic payment program after awarding Accenture (NYSE: ACN) the contract to replace the existing fare collection systems for Metrorail, Metro-operated parking facilities, Metrobus and MetroAccess services.
The $184 million contract was awarded on a best value basis, following a competitive procurement process that included an examination of the technical capabilities of the shortlisted companies and their proposals, historical performance, and value for money.
The new system will be designed to provide a state of the art system for Metro customers that enables them to continue to use SmarTrip cards, while expanding fare payment to chip-enabled credit cards, federal government ID cards, and mobile phones using near field communications (NFC).
“While Metro pioneered the tap and go system we currently use, by today’s standards that system is cumbersome and the technology is not sustainable,” said Metro General Manager and CEO Richard Sarles. “The new technology will provide more flexibility for accounts, better reliability for riders, and real choices for customers to use bank-issued payment cards, credit cards, ID cards, or mobile phones to pay their Metro fares.”
Washington Metro will be among the first transit systems in the United States to use this advanced technology to enhance reliability, and make travel more convenient for riders. Accenture will help deliver the electronic fare management system by combining its transit experience with industry and functional management consulting expertise in mobility, analytics, customer service, payments, financial services, retail and marketing science. Accenture has successfully implemented similar technology in Canada and the Netherlands.
“Consumers want to see new payment approaches that enable choice and are easy for them to adopt, whether it be contactless payment cards, mobile phone or even today’s SmarTrip card,” said Paul Loftus, Senior Managing Director with Accenture. “We are pleased to be helping Metro meet customers’ current and future fare management needs.”
The system will be built using the Accenture Fare Management Solution, based on commercially off-the- shelf software products. It will use an open architecture that supports a
range of payment options and includes the flexibility for future evolution in payment technology.
Later this year, Accenture will provide a pilot program to test the new system in 10 Metrorail stations, aboard 50 branded-route Metrobuses, and in two parking lots. Additionally, 2,000 Metro riders will be selected to participate in the pilot program to test the performance and reliability of the new system.
"We are pleased to be working with an experienced company to bring our customers the same level of technology that we've all seen in the airlines and banking industries for payments,” said Metro Deputy General Manager of Administration and Chief Financial Officer Carol Kissal. “Over the next several years, customers will see new stainless steel faregates with clamshell-like barriers and large, bright, intuitive displays to ease their entries and exits. We believe this new system will enhance the Metro experience for commuters and visitors alike.”
Similarly, fare vending machines will have large, intuitive, multilingual displays and be fully ADA-compliant. Onboard Metrobus, there will be a new target for customers to tap and MetroAccess customers will be able to validate their trips using the driver’s smartphone and the customer’s ID card.
Metro anticipates lower ongoing maintenance costs as a result of the more modern, component-based technology. Travel transactions and fare calculations will be performed by a central data system which is easier to maintain and manage. In addition, a sophisticated equipment monitoring system to manage maintenance and repair functions will support higher equipment up-time for customers.
When fully deployed, customers will see approximately 1,000 faregates including ADA faregates, 450 fare vending machines, approximately 1,500 bus payment targets, approximately 160 new payment targets at parking exit lanes, and approximately 600 NEPP-compatible smartphones for MetroAccess operators. The new system will not accept paper tickets and Metro will continue the gradual phasing out of paper fare media. Today, less than one in ten Metrorail riders pay for their trip with a paper farecard.
About Metro
The Washington Metropolitan Area Transit Authority, known as Metro, provides rail, bus and paratransit service to a 1,500-square mile area that includes Washington, DC, and surrounding jurisdictions in Maryland and Virginia. The 106-mile Metrorail system is the second busiest in the United States, with 218 million annual trips, including more than 700,000 trips on a typical weekday. Metrobus is the sixth largest bus system in the nation, providing 132 million annual trips on 318 routes. MetroAccess provides paratransit service for more than 7,000 riders on a typical weekday. Metro is essential to mobility, business development, regional connectivity and tourism in the Washington, DC, area. The system is midway through a massive six year, $6 billion rebuilding program, called MetroForward, to improve the system’s safety and reliability, and is laying the groundwork for its long-term strategic plan, called Momentum, which will allow the Authority to provide expanded service for future growth in the region. About Accenture
Accenture is a global management consulting, technology services and outsourcing company, with approximately 281,000 people serving clients in more than 120 countries. Combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world’s most successful companies, Accenture collaborates with clients to help them become high-performance businesses and governments. The company generated net revenues of US$28.6 billion for the fiscal year ended Aug. 31, 2013. Its home page is www.accenture.com
The Accenture Fare Management Solution forms part of the Accenture Connected Travel Business Service. This service enables travel, public transportation, original equipment manufacturers and suppliers to offer a unique experience to customers by increasing operational efficiency, sales performance and data visibility. The Accenture Connected Travel Business Service combines skills, assets, software platforms and processes to focus on specific public transportation, travel, automotive and industrial equipment industry issues.
