Bay Area Rapid Transit: Support Services

2015 Service Budget STRATEGIES Advance Sustainability Sustainability Action Plan Environmental Management System Fix, Maintain & Modernize: Long Term Financial Plan Asset Management Strategy Reinvestment Strategy Safety Technology Strategy Expand Capacity, Manage Demand: Operations Strategy Oakland Strategy Demand Management Strategy Strategic Expansion Policy Deployment Strategy Align Workforce With Needs: Labor-Management Partnership Diversity Initiative Workforce Strategy Modernize Business Practices: Knowledge Management Strategy Procurement Strategy Small business Opportunity Program Human Resources Business Strategy Employee Safety & Wellness Project Stabilization Framework Bay Area Rapid Transit: Support Services Support Services are 1% of the total asset value $164.2M Support Services Asset Value CUSTOMER SATISFACTION SURVEY RESULTS - For Support Services October 2014. WHAT SERVICES LOOK LIKE Support Services PROGRAMS BART Police Program. Staff and deploy a professional and well-trained police force. BART Police Program. Staff and deploy a professional and well-trained police force. Provide Information Technology and develop functional requirements that underlie Maintenance and Material Management as well as Financial Managerial. Functional areas include: procurement, inventory management, asset management, budgeting, accounting and related reporting. Manage a central Data Center to provide 24 hours a day/7 days a week access for all computing needs. Manage a central Data Center to provide 24 hours a day/7 days a week access for all computing needs. The BART Strategic Plan Goals and connection to service plans are currently under review. Service / Asset Activities IT BART Police Department Office of External Affairs IT Servers Network Desktops Assets Supporting Services Office of External Affairs Video cameras Film editing equipment Audio/visual equipment BART Police Department Dispatch Police Equipment Cameras Page 1

FUNDING MODEL 1 Funding Model 1 Maintain Current Funding, Scenario 2 estimated Delivery Program for the next 10 years to meet service level targets. CURRENT FUNDING LEVELS CAN T MEET GROWTH DEMANDS OVERALL ASSET PROVISION FUNDING MODEL 1 Current Condition Overall - 10 Years Funding Model 1 Current Function Funding Model 1 Plan Bay Area combines MTC s 2040 Regional Transportation Plan with the Association of Bay Area Governments Sustainable Communities Strategy. This plan sets a vision for regional growth in which public transportation forms the backbone of the next chapter in the Bay Area s development.7 By 2040, Plan Bay Area anticipates 2 million additional Bay Area residents. It seeks to accommodate this growth by concentrating future population and employment within priority development areas around major transit hubs many of which are centered on BART stations. Plan Bay Area also projects 250,000 new jobs (a 40% increase) located in areas adjacent to BART stations. With the system already supporting nearly half of the Bay Area s transit passenger miles, BART s role to the region is projected to become more important than ever before. Some support services like it will be heavily impacted by the need for renewal. All will be affected by growth and increased ridership. 20 Year Projected Operating & Capital Expenditure Current Capacity Funding Model 1 Source: FY15 Asset Register & CFC excluding RSS 2014 11 07 SUMMARY OF ASSET COSTS - FUNDING GAP CONTINUE CURRENT RISK CONTROLS AND ACCEPT RISK (HIGH PRIORITY ONLY) 10 YEAR FINANCING SHORTFALL: 10YR ANNUAL AVERAGE $84,000 -$0.6 M 10 YEAR FINANCING INDICATOR: % OF 10 YEAR FUTURE NEEDS FUNDED 94% Source: NAMSPLUS AssetVision Support Services 2015 FM1 Rev2 S2 V1 (Report 1) Source: NAMSPLUS AssetVision Support Services 2015 FM1 Rev2 S2 V1 JRA USA: DRAFT SAL3 V24 150207 Page 2

FUNDING MODEL 2 Funding Model 2 Balanced. Assumes all expenditures are funded (funding equal to planned expenditures each year). Should be no bars above funding line. MEETING ALL NEEDS WILL REQUIRE A 20 YEAR PLAN OVERALL ASSET PROVISION FUNDING MODEL 2 Current Condition Overall - 10 Years Funding Model 2 Current Function Funding Model 2 Plan Bay Area relies on BART to not only continue to provide reliable, safe service, but to more than double its ridership over the next 25 years. BART s daily ridership is expected to grow to nearly 500,000 by 2025 and to 600,000 daily riders by 2040.9 These forecasts assume the BART system continues to operate reliably day-to-day and is able to expand its capacity to serve this increase in ridership.10 Were BART unable to maintain a state of good repair, it would mean more frequent failures in BART s infrastructure, decreased reliability and service quality for current passengers, and an inability to serve additional riders. Diminished levels of BART service would have severe implications for the Bay Area s transportation network. This funding model shows unconstrained funding that would meet all capital needs This is likely to require a 20 year implementation plan with a high emphasis on improving asset management and infrastructure planning in the next 3 years. Plan Bay Area relies on BART to not only continue to provide reliable, safe service, but to more than double its ridership over the next 25 years. BART s daily ridership is expected to grow to nearly 500,000 by 2025 and to 600,000 daily riders by 2040.9 These forecasts assume the BART system continues to operate reliably day-to-day and is able to expand its capacity to serve this increase in ridership.10 Were BART unable to maintain a state of good repair, it would mean more frequent failures in BART s infrastructure, decreased reliability and service quality for current passengers, and an inability to serve additional riders. Diminished levels of BART service would have severe implications for the Bay Area s transportation network. This funding model shows unconstrained funding that would meet all capital and operating needs. The strong growth demand is likely to require a higher capital investment than exists in current programs and some allowance has been made for additional items.. 20 Year Projected Operating & Capital Expenditure Current Capacity Funding Model 2 Source: FY15 Asset Register & CFC excluding RSS 2014 11 07 SUMMARY OF ASSET COSTS - FUNDING GAP COST TO TREAT CURRENT HIGHEST PRIORITY RISKS 10 YEAR FINANCING SHORTFALL: 10YR ANNUAL AVERAGE $48.7M -$0M 10 YEAR FINANCING INDICATOR: % OF 10 YEAR FUTURE NEEDS FUNDED 100% Source: NAMSPLUS AssetVision Support Services 2015 FM2 Rev2 S2 V1 (Report 1) Source: NAMSPLUS AssetVision Support Services 2015 FM2 Rev2 S2 V1 Page 3

FUNDING MODEL 3 Funding Model 3 $3 Billion, divided into 2 issues FY17 and FY25, Scenario 2 Estimated Delivery Program for the next 10 years to meet service level targets. A 10 YEAR PLAN TO BALANCE GROWTH AND RELIABILITY OVERALL ASSET PROVISION FUNDING MODEL 3 Current Condition Overall - 10 Years Funding Model 3 Current Function Funding Model 3 Current Capacity Funding Model 3 Support services will require high levels of risk management to ensure business continuity and the funding needs are likely to be volatile during the renewal phase. Many complex renewal projects at once will impact on customers and support services will need higher skills and resources to meet these needs. Knowledge management will have a key role in Building a Better BART and will require many technology upgrade projects to be co ordinated and delivered successfully. The forward predictive model is based on best available information and will have substantial development in 2015. The current model shows that a $3 Billion additional funding would not meet both growth and renewal needs, but is likely to maintain system reliability and growth needs provided expenditures are wisely allocated to areas of highest risk, highest benefit and align with Bart Strategic Plan priorities. Improvements to governance processes in 2015 will build on past work to continue to invest in BART asset management and planning capability. BART funding needs span many different types of investments, each of which is critical to those closest to and most acutely impacted by the project. Therefore, BART must constantly balance competing funding priorities to ensure that limited revenues are allocated to the highest value projects. The General Manager, staff, and the BART Board take a wide variety of factors into consideration in making funding decisions. This is underway during 2015 with reviews of Bart s Strategic Plan, Workforce Plan, Knowledge Management Plan and Asset Management Plan. 20 Year Projected Operating & Capital Expenditure Source: FY15 Asset Register & CFC excluding RSS 2014 11 07 SUMMARY OF ASSET COSTS - FUNDING GAP UNFUNDED ACTIONS NEEDED TO CONTROL HIGH RISK FOR THE NEXT 4 YEARS 10 YEAR FINANCING SHORTFALL: 10YR ANNUAL AVERAGE $6.3 M -$0.5M 10 YEAR FINANCING INDICATOR: % OF 10 YEAR FUTURE NEEDS FUNDED 95% Source: NAMSPLUS AssetVision Support Services 2015 FM3 Rev2 S2 V1 (Report 1) Source: NAMSPLUS AssetVision Support Services 2015 FM3 Rev2 S2 V1 Page 4

Current Replacement Value $159.1M IT COMMENTS 1. At max. Capacity for data storage. Impacts District business - work orders, financials, HR, maintenance., email, etc. 2. Impacts wireless network for maintenance records, email, calls, and connectivity to BART network. 3. Storage capacity at maximum. The overall asset value for Support Services is $164.1M This pie chart shows the IT portion of the total asset value. Funding Model 1 Funding Model 2 Funding Model 3 Current Condition Condition 10 Yr Projected Condition 10 Yr Project- Condition 10 Yr Projected Current Function Function 10 Yr Projected Function 10 Yr Projected Function 10 Yr Projected RISKS 1. LMA Primary Data Center out of power and cooling. - On time delivery of project impact due to the required power and cooling required for net new hardware., Risk IT_R1, Criticality 50. 2. Network bandwidth to support business operations. - The BART network will not supply enough bandwidth required to support modern business applications. Examples of applications that will be affected include but not limited to PeopleSoft Financials, PeopleSoft HCM and Maximo., Risk IT_R3, Criticality 30. 3. Business Applications - Business applications will fall out of compliance with local, state and federal requirements. Being out of compliance and also behind on technology will decrease the functional life of a Business Application. Business application include but are not limited, Risk IT_R4, Criticality 20. 4. Disaster Recovery and Business Continuity. - If the LMA data center is destroyed much of the districts applications and data will be unavailable for business continuity. Examples of data that will e unavailable include but is not limited to Financial, Human Resource, Payroll, and procurement., Risk IT_R2, Criticality 16. Current Capacity Capacity 10 Yr Projected Capacity 10 Yr Projected Capacity 10 Yr Projected RESPONSES 1. Current Control Monitoring power usage and data center. Battery backups (UPS) in place. Recommended Control B_Capacity increase of power and cooling to support 100% admin LMA usage for current needs plus 5 year projection. - Renewal Cost $500,000, Risk IT_R1. 2. Current Control Consolidated staff locations to higher performing areas of the network, provided unsecure cellular network devices and implemented network time-out measures to maintain intermittent connections. Begun implementing Virtual Desktop Instances (VDI) to of Recommended Control B_Provide 10GB of bandwidth to each facility and 1GB of bandwidth to each desktop. - Renewal Cost $2,000,000, Risk IT_R3. 3. Current Control OCIO unable to implement many of the critical configurations and enhancements require by our users. OCIO relies on white papers and pooled funding from stakeholders to maintain the minimal level of patches and upgrades. Recommended Control B_Provide adequate patches, upgrades, configuration and modifications to align with technology and business needs. Applications will remain in compliance with local, state and federal requirements. In addition, being in compliance and also in alignment - Renewal Cost $4,000,000, Risk IT_R4. 4. Current Control Some systems are backed up to a hosted environment in Dallas, TX. Data is copied to tape drives and sent to Sacramento. Limited equipment is available at LKS. Recommended Control B_Construction of a larger Data Center. This can be produced as a stand a lone building or in conjunction with other district projects such as a room in another station or room near new OCC. - Renewal Cost $5,000,000, Risk IT_R2 Page 5

Current Replacement Value $4.6M BART POLICE DEPARTMENT BPD Surveillance Equipment COMMENTS Overall BPD's assets are in good shape. Ford Motor Co. is no longer producing the Crown Victoria, forcing BART to purchase a new fleet. Currently there is no funding for the car equipment (such as light bars), which will render the new fleet useless until funding becomes available for car equipment. The MDC equipment is out-dated and cannot communicate with outside agency's data base. Our canine fleet is aging and it takes 6 months of training before the canine is useful. Day to day ammo quantities are sufficient, yet we lack the capacity for a longer term event (over a few weeks). The overall asset value for Support Services is $164.1M This pie chart shows the BPD portion of the total asset value. Funding Model 1 Funding Model 2 Funding Model 3 Current Condition Condition 10 Yr Projected Condition 10 Yr Project- Condition 10 Yr Projected RISKS 1. Video/Audio Surveillance Equip. in Stations - Outdated. Can't see enough images related to Security Safety of Patrons, Risk BPD_R1, Criticality 20. 2. Taser X26 c - No supply for new officer's or replacement for existing supply. Risk for officer's safety increases. Policy requires Officer's to carry Taser., Risk BPD_R2, Criticality 16. 3. Ammo - Cannot provide training. Depletion, cannot purchase due national demand. Officer qualification at risk., Risk BPD_R3, Criticality 12. 4. MDC in Vehicles / Laptops - Not able to communicate with our Dispatch Center and other proper authorities., Risk BPD_R4, Criticality 8/ 5. Pistols - Mfg. maybe discontinuing this model., Risk BPD_R8, Criticality 6. Current Function Function 10 Yr Projected Function 10 Yr Projected Function 10 Yr Projected Current Capacity Capacity 10 Yr Projected Capacity 10 Yr Projected Capacity 10 Yr Projected RESPONSES 1. Current Control - Now being updated. Review update plan and risk after upgrade completed - location and type and asset management plan for maintenance. Recommended Control \Ensure that servers can support the new digital cameras. Finish updating video cameras Cut shrubs/trees that blocking view. SY0034, SY0033 - Renewal Cost $25,000,000, Risk BPD_R1. 2. Current Control - Each Officer is responsible for their own Taser gun. Recommended Control - Taser replacement program. - Renewal Cost $300,000, Risk BPD_R2. 3. Current Control - Implement training plan and provide quarterly training status risk report. Simulator not working well - review with training status report. Recommended Control - Review Availability of supply - Risk BPD_R3. 4. Current Control - Now being updated. Partially funded - residual risk. Recommended Control - MCD replacement program - Renewal Cost $100,000, Risk BPD_R4. 5. Current Control Proper maintenance on pistols. Recommended Control - Renewal Cost $0, Risk BPD_R8. Page 6

Current Replacement Value $397,251 OFFICE OF EXTERNAL AFFAIRS Office of External Affairs - Media Equipment COMMENTS Although 25% of the equipment is in poor condition, that equipment produces 75% of the work product. The video editing equipment is at the end of its useful life, there are no replacement parts, and is obsolete. It requires more consultants to do the work, since it can not be done in-house. The video editing equipment is useless. The turn-around time for editing is lengthy. It is challenging to keep up with the fast paced demands for communicating to the public and other news organizations, social media, blogs. We need to be ahead of the message, but instead we can not even keep up with it. The overall asset value for Support Services is $164.1M This pie chart shows the OEA portion of the total asset value. Funding Model 1 Funding Model 2 Funding Model 3 Current Condition Condition 10 Yr Projected Condition 10 Yr Project- Condition 10 Yr Projected Current Function Function 10 Yr Projected Function 10 Yr Projected Function 10 Yr Projected RISKS 1. Office of External Affairs Vehicle - Severe injury or accidental death of an employee, Risk OEA_R7, Criticality 50. 2. Communications group equipment - Equipment fails due to wear and tear or fails because of improper transport. Equipment malfunctions because of accidental damage, Risk OEA_R6, Criticality 16. 3. Government & Community Relations Community Outreach Equipment (11 laptops, 2 projectors, 2 screens). Translation equipment backup batteries. - equipment failure, Theft or accidental damage of laptops. Projectors screens during transport, Risk OEA_R2, Criticality 12. 4. Portable Video/Audio equipment for Communications - Theft or accidental damage of laptops. Lights, lectern, speakers, cameras & portable flat screen monitors, Risk OEA_R4, Criticality 8. 5. Boardroom TV equipment - Board room TV equipment needs to be checked and maintained, Risk OEA_R5, Criticality 6. Current Capacity Capacity 10 Yr Projected Capacity 10 Yr Projected Capacity 10 Yr Projected RESPONSES 1. Current Control Employees forced to take own vehicle when going to events Recommended Control B_Purchase a vehicle that is suitable to transport multiple OEA Team members - Renewal Cost $30,000, Risk OEA_R7. 2. Current Control Equipment kept on passenger's lap, put in between blankets to cushion impacts of vehicle movement Recommended Control B_Purchase/be assigned a Communications department-only vehicle that has special padding to transport high tech gear. - Renewal Cost $30,000, Risk OEA_R6. 3. Current Control Equipment locked in cases that are made for secure, safe transport Recommended Control B_Upgrade equipment. Road case equipment. Insure equipment. Checklist with road case to IC (idiot check) equipment. Spare batteries. - Renewal Cost $5,000, Risk OEA_R2. 4. Current Control Equipment is used by trained, approved staff, stored in secure locations and strapped down during transport Recommended Control B_Security guard for camera escort - Renewal Cost $32,000, Risk OEA_R4. 5. Current Control Monthly or quarterly check of equipment. Recommended Control B_Continue to use existing security controls -''Continue using equipment, with no insurance, replace as needed - Renewal Cost $20,000, Risk OEA_R5 Page 7

Dashboard Document Control Document ID: BART Support Services Version No. Creation Date Revision Details Author Reviewer Approver V17 141107 7 Nov 2014 Updated data from FY15 asset Register & CFC (excluding RSS) 2014 11 07; applied 2015 changes V18 141211 11 Dec 2014 Revised dashboards with new CFC data uploaded provided by 11 Dec 2014, added AssetVision Fig 7 graph and Report 3 Sustainability gap amounts, (15 Dec 2014) changed titled to Funding Model 1, 2 and 3 (instead of scenario), added risk and responses. (18 Dec 2014) updated Risk and Responses. V19 150108 8 Jan 2015 Updated dashboards to Fig 7 chart, Funding Model table, added 2015 Budget, converted $ to M reference, edited page numbers, removed PBS. (12 Jan 2015) updated FM2 description provided by JR. V20.2 150121 21 Jan 2015 Replaced all pie charts based on new % provided by JR; updated all Risk & Responses (BARTRISK_All_150113 dashboard version); added photos provided by BART; (16 Feb 2015) updated Funding Model to Report 1 data V21 150126 26 Jan 2015 Added survey satisfaction result graphs based on data provided by BART. V22.2 150127 3 Feb 2015 Updated incorrect pie charts per audit by DL JR. Include BSP goals. V23 150205 5 Feb 2015 Updated Customer Satisfaction Survey graphs, changed FM1 description to Scenario 2, replaced FM1 & FM3 pies incorrectly formatted V24 150207 7 Feb 2015 updated strategies (goals) on page 1, audited Risk & Responses and provided spreadsheet to upload to AssetVision so both dashboard and AV correlate., JR JR JR Intellectual Property Statement Jeff Roorda & Associates (JRA) is the owner of all intellectual property rights in the dashboard material created. These works are protected by copyright laws and treaties around the world. All such rights are reserved. You may print off copies of your Dashboards provided in PDF format only. You must not modify the paper or digital copies of any materials you have printed off or downloaded in any way, and you must not use any illustrations or photographs of any graphics separately from any accompanying text. Our status (and that of any identified contributors) as the authors of material must always be acknowledged. You must not use any part of the materials without obtaining a licence to do so from us or our licensors. If you print off, copy or download any part of the Dashboards in breach of these terms of use, you must, at our option, return or destroy any copies of the materials you have made. Working Document This document has been developed on the best available information and continues to be refined. Page 8